organisational behavior-ut1-2

8/2/2019 Organisational behavior-UT1-2

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Organization

Conscious interaction between 2 or more ppl

Role of OB

OB offers various ideas to align human behavior toachieve orgn goals.

Since interaction of people is involved study of HBpatterns is very necessary.

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Levels of OB Analysisevels of OB Analysisevels of OB Analysisevels of OB Analysis

Individuals

Individuals

Groups

Groups

Structures

Structures


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It provides analyzing as to why and how aparticular individual behaves in a particularsituation. HB is a complex phenomenon andaffected by large no. of factors.

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Paired relationship

Based on interpersonal interactions.

Effect of socialization

Peers and superiors relationships.This study is inevitable in an organization.

TA, role analysis, Reciprocal relationships area few methods to understand.

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Group becomes a shaping tool for theinterpretation of individual behavior.

Group view modifies individual behavior.

Research in group dynamics contributes to OBand shows how it behaves in differentconditions: cohesion, procedures,communication, membership.

Helps in moral building and productivity oforganization

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Intergroup relations are in form of competitionand cooperation.

Controlling and directing human behavior:

Require to achieve orgn objectives.1.Use of power and sanction: power capacity to take

decisions2.Leadership: quality of leaders to direct and control

behavior.

3.Communication: effective communication helps inclarity.

4.Organization climate: helps in motivating aproviding a better working environment.

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Liberalization resulted into free economy.

Leads to competition and orgn change.

Globalization

Expatriates problemsChange behavior to adjust and fit in system

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Challenges and Opportunitiesfor OBResponding to GlobalizationManaging Workforce Diversity

Improving Quality and Productivity

Improving Customer Service Improving People Skills

Stimulating Innovation and Change

Coping with Temporariness

Working in Networked Organizations

Helping Employees Balance Work-LifeConflicts

Creating a Positive Work Environment 1-10 2009 Prentice-Hall Inc. All rightsreserved.


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Responding toesponding toGlobalizationlobalizationWorking inorking inInternationalnternationalCountriesountries

Working withorking withMulticulturalulticulturalDiversityiversity


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Responding to Globalization

Increased foreignassignments

Working with peoplefrom different cultures

Coping with anti-capitalism backlash

Overseeing movement

of jobs to countrieswith low-cost labor

Managing peopleduring the war on

terror 1-12 2009 Prentice-Hall Inc. All rightsreserved.


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Managing Workforce Diversity


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Managing Workforce Diversity

The people in organizations are becomingmore heterogeneous demographicallyEmbracing diversityChanging U.S. demographics

Changing management philosophyRecognizing and responding to differences

See E X H I B I T 14

1-14 2009 Prentice-Hall Inc. All rightsreserved.


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Improving Qualityand Productivity

Total QualityTotal Quality

ManagementManagementCorporateCorporate

ReengineeringReengineering


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Improving People Ski l lsmproving People Ski l ls

PersonalPersonalInsightInsight

WorkplaceWorkplaceSkillsSkills

ConceptsConceptsand Theoriesand Theories


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Empoweringmpoweringthe Workforcehe WorkforceManagersanagersAre Givingre GivingUp Controlsp Controls

Workers Areorkers AreAcceptingcceptingResponsibil ityesponsibil ity


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Coping withoping withTemporarinessTemporarinessThe Naturehe Natureof Work Isf Work IsChanginghanging

OrganizationsrganizationsAre Alsore AlsoChanginghanging


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Maintaining flexibility

Improving quality

Introducing new products and

services

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Provide in-house advisers

Create protection mechanisms

Write and distribute codes of ethics

Give seminars, workshops, & training

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1. Cross cultural dynamics:No single mgmt practice is applicable to all cultural

problems.Culture is a set of beliefs, attitudes, values that are

shared by members of society.Hofstede study (idea)

---Power distance : need of power

high power USAclear lines of

authority.low power Japan flexible onauthority lines

---Individualism : singular person

workingUS--

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2. Workforce diversity: Extent of differences in age, caste, groups,

gender, race Orgn are heterogeneous in nature Special recruitment drives Recognize differences and give special attention

Leads to pool of talent than discrimination. Results in creativity

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3. Increasing workforce aspirations Employees work not only for high monetary

package but for a better conducive package. People lookout for openness , teamwork, QWL,

Empowerment, flexible work schedules etc. Stimulate employees to work better and to

attract talent for future requirements.4. Increasing quality consciousness Improved quality & services at competitive costs TQM, Kaizen, six sigma, ISO

Adopt to policies to promote change for qualitycontrol

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5. New Orgn designs: Traditionally based on tall structures and

hierarchies with rigid departmentation, authority, parity.

Eg. IT has led to new networks of suppliers,vendors, customers etc

6. Mergers and acquisitions: Transfers and new defining of jobs &

responsibilities , change in career paths. Thus Challenge before manager is how to

overcome these behavioral problems andintegrate people of acquired co. with acquiringco. to make merger effective.

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Individual LevelIndividual Level

Group LevelGroup Level

Organization Systems LevelOrganization Systems Level

Time

Level III

Level II

Level I


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Developing an OB Model

A model is an abstraction of reality: asimplified representation of some real-worldphenomenon.

Our OB model has three levels of analysisEach level is constructed on the prior level

1-26 2009 Prentice-Hall Inc. All rightsreserved.


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Autocratic Model: Managerial orientation towards power.

Managers give authority and employees followorders Result is dependent upon boss Organization process is formalized

Employees needs are subsistent Based on theory X Represents traditional thinking useful in

accomplishing performance Based on productivity

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Custodial model Orientation towards use of money to pay for

employee benefits. Depends upon economic resources of orgn &

ability to pay. Employees are highly dependent on orgn.

They provide benefits of security needs &maintenance factors but fail to providemotivation

Mostly used in family business. Employees not given authority to choose their

rewards and benefits.

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Supportive model: Depends upon managerial leadership.

Supports employees in achievement of results. Focus in participation in DM. Employees understand responsibility Fulfill self actualization and self esteem needs

Based on theory Y Employees are self motivated Manager role is to achieve result than keeping

supervision

Effective in orgn with complex and affluencetechnology or special skills.

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Collegial model: People having common goals

Team concept Super-ordinate goals Employees are highly responsible Need little supervision and control

Situational variables prevailing are strong sono 1 model can be used .Models areconstructed around need hierarchy. Different needs for individuals Priorities changes with time Mostly supportive model is used as highly

conducive environment is given

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Autocratic Custodial Supportive Collegial

Basis of modelPower Economicresources

Leadership Partnership

Managerial

orientation

Authority Money Support Teamwork

Employeeorientation

Obedience Security &benefits

Jobperformance

Responsiblebehavior

Employeepsychological

result

Dependenceon boss

Dependenceon orgn

Participation Self discipline

Employeeneeds met

Subsistence Security Status &recognition

Selfactualization

Performanceresult

Minimum Passivecooperation

Awakeneddrives

Moderateenthusiasm

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UnderstandingnderstandingOrganizational Behaviorrganizational BehaviorIndividualIndividual

DifferencesDifferencesFundamentalFundamentalConsistenciesConsistencies

IntuitionIntuitionSystematicSystematic

StudyStudy


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TheheDependentependentVariablesariables

ProductivityProductivityProductivityProductivity

AbsenteeismAbsenteeismAbsenteeismAbsenteeism

Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction

OrganizationalOrganizational

CitizenshipCitizenship

OrganizationalOrganizational

CitizenshipCitizenship

TurnoverTurnoverTurnoverTurnover


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Individual Group OrganizationBiographical Traits

Personality

Values & Attitudes

Ability

Perception

Motivation

Individual

Learning

Decision Making

Communication

Other Groups

Conflict

Power & Politics

Group Structure

Work Teams

Leadership

Decision Making

Culture

Structure

Design

Technology

Work Processes

Selection

Processes

Training Programs

Appraisal

Practices

S d M i l


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Summary and ManagerialImplicationsManagers need to develop their interpersonal

skills to be effective.

OB focuses on how to improve factors thatmake organizations more effective.

The best predictions of behavior are madefrom a combination of systematic study andintuition.

Situational variables moderate cause-and-effect relationships which is why OBtheories are contingent.

There are many OB challenges and

t iti f t d 1 36 2009 P ti H ll I All i ht

organisational behavior-ut1-2

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