Organizational Organizational Behavior Behavior

(MGT-502)(MGT-502)

Lecture-2Lecture-2

SummarySummaryof of

Lecture-1Lecture-1

The study of individual The study of individual

behavior and group behavior and group

dynamics in dynamics in

organizational settings organizational settings

OrganizationalBehaviorResearch

Understandorganizational

events

Predictorganizational

events

Influenceorganizational

events

Today’s TopicsToday’s Topics

Course of OBCourse of OB The purpose of the course is to The purpose of the course is to

improve your ability to understand improve your ability to understand organizations and to act effectively in organizations and to act effectively in them. them.

This course is a study of human and This course is a study of human and work behavior in the workplace and work behavior in the workplace and within society within society

The purpose of OB is to understand The purpose of OB is to understand people in organizations, to provide people in organizations, to provide managers and practitioners with managers and practitioners with effective management tools, and effective management tools, and to help organizations achieve their to help organizations achieve their goals.goals.

Organizational BehaviorOrganizational Behavior

How How people behave in people behave in organizationsorganizations

How How organizations organizations use human use human resources to resources to achieve goalsachieve goals

Part-I The IndividualPart-I The Individual Ability & LearningAbility & Learning

Values, Attitudes and Job SatisfactionValues, Attitudes and Job Satisfaction

Personality & EmotionsPersonality & Emotions

Perception & Individual Decision MakingPerception & Individual Decision Making

Basic Motivation ConceptsBasic Motivation Concepts

Motivation and its ApplicationsMotivation and its Applications

Part-II The GroupPart-II The Group Foundation of Group BehaviorFoundation of Group Behavior

Group and Team WorkGroup and Team Work

Functions of CommunicationFunctions of Communication

Basic Approaches to LeadershipBasic Approaches to Leadership

Contemporary Issues in LeadershipContemporary Issues in Leadership

Power and PoliticsPower and Politics

Conflict and NegotiationConflict and Negotiation

Part-III The Organization SystemPart-III The Organization System

Organizational StructureOrganizational Structure

Work design and TechnologyWork design and Technology

HR Policies and PracticesHR Policies and Practices

Organizational CultureOrganizational Culture

Organizational ChangeOrganizational Change

Stress ManagementStress Management

Organization systems levelOrganization systems level

Grouplevel

Grouplevel

Individuallevel

Individuallevel

Basic OB ModelBasic OB Model

Performance ManagementPerformance Management

Organizational PerformanceOrganizational Performance

Efficiency:Efficiency: A measure of how well A measure of how well resources are used to achieve a goal.resources are used to achieve a goal.

““Doing Things Right”Doing Things Right” Effectiveness:Effectiveness: A measure of the A measure of the

appropriateness of the goals chosen (are appropriateness of the goals chosen (are these the right goals?), and the degree to these the right goals?), and the degree to which they are achieved.which they are achieved.

““Doing the Right Things Right”Doing the Right Things Right”

PeopleMoney

MachinesMaterials

Doing the right things

TWO PERFORMANCE DIMENSIONSEfficiency=making best use of resources in achieving goals

Effectiveness=choosing effectivegoals and achievingthem

Doing things right

Course Structure Readings Readings

LecturesLectures

AssignmentsAssignments

ExamExam

Recommended Recommended BooksBooks

Organizational Behavior Organizational Behavior by Stephen P. Robbinsby Stephen P. Robbins

Behavior in OrganizationsBehavior in Organizations by J. Greenberg and by J. Greenberg and R. A. Baron orR. A. Baron or

Organizational BehaviorOrganizational Behavior by Fred Luthans or by Fred Luthans or

Understanding Organizational BehaviorUnderstanding Organizational Behavior, by , by Debra L. Nelson and James Campbell Quick. OrDebra L. Nelson and James Campbell Quick. Or

Any otherAny other on this subject available in the market. on this subject available in the market.

Coming back to Coming back to the subject….. the subject…..

the OBthe OB

What What Managers do?Managers do?

Managers….Individuals Managers….Individuals who achieves goals who achieves goals through other people.through other people.

What Managers DoWhat Managers Do Gets things done through other Gets things done through other

peoplepeople

Make decisions, allocate Make decisions, allocate resources, and direct the activities resources, and direct the activities of others to attain goalsof others to attain goals

Do their work in an organizationDo their work in an organization

PlanningPlanning

OrganizingOrganizing

LeadingLeading

ControllingControlling

Four Management FunctionsFour Management Functions

Continuous

Improvement

Continuous

Improvement

Total Quality

Management

Total Quality

Management

New Managerial FunctionsNew Managerial Functions

To provide leadership and direction

Total Quality ManagementTotal Quality Management--a concept --a concept popularized by W. Edwards Deming to promote popularized by W. Edwards Deming to promote customer satisfaction through continuous customer satisfaction through continuous improvement of business processes. improvement of business processes.

Continuous improvementContinuous improvement requires all requires all employees to improve the quality of products or employees to improve the quality of products or services on an on-going basis. Managing services on an on-going basis. Managing quality becomes everyone’s job.quality becomes everyone’s job.

The 4-P Cycle of Continuous The 4-P Cycle of Continuous ImprovementImprovement

People(Skilled, motivated

people who can handle change. Less stress.)

Products(Satisfied customers

because of better quality goods/services.)

Processes(Faster, more flexible,

leaner, and ethical organizationalprocesses. Organizational learning.)

Productivity(Less wasteful, more

efficient use of allresources.)

Management Management RolesRoles

2828

Set of expected behaviors associated with a manager

Learned and developed

Vary by level in the organization

Interpersonal RolesFigureheadLeaderLiaison

Informational RolesMonitorDisseminatorSpokesperson

Decisional RolesEntrepreneurDisturbance HandlerResource AllocatorNegotiator

Managerial SkillsManagerial Skills

3030

Ability or proficiency in performing

particular tasks

Learned and developed

Vary by level in the organization

Technical SkillsAnalytical SkillsDecision-making

SkillsComputer Skills

Human Relations Skills

Communication Skills Conceptual Skills

Skill Type Needed by Manager Skill Type Needed by Manager LevelLevel

TopManagers

MiddleManagers

LineManagers

Conceptual Human Technical

Skills Exhibited by an Skills Exhibited by an Effective ManagerEffective Manager

1. Clarifies goals and objectives for everyone involved1. Clarifies goals and objectives for everyone involved

2. Encourages participation, upward communication, 2. Encourages participation, upward communication, and suggestionsand suggestions

3. Plans and organizes for an orderly work flow3. Plans and organizes for an orderly work flow

4. Has technical and administrative expertise to 4. Has technical and administrative expertise to answer organization-related questionsanswer organization-related questions

5. Facilitates work through team building, training, 5. Facilitates work through team building, training, coaching and supportcoaching and support

6. Provides feedback honestly and constructively6. Provides feedback honestly and constructively

7. Keeps things moving by relying on schedules, 7. Keeps things moving by relying on schedules, deadlines, and helpful remindersdeadlines, and helpful reminders

8. Controls details without being over-bearing8. Controls details without being over-bearing9. Applies reasonable pressure for goal 9. Applies reasonable pressure for goal

accomplishmentaccomplishment10. Empowers and delegates key duties to others 10. Empowers and delegates key duties to others

while maintaining goal clarity and commitmentwhile maintaining goal clarity and commitment11. Recognizes good performance with rewards and 11. Recognizes good performance with rewards and

positive reinforcementpositive reinforcement

Evolution of the 21st-Evolution of the 21st-Century ManagerCentury Manager

Past ManagersPast Managers Today’s ManagersToday’s Managers Primary Role Primary Role Order giver, privilegedOrder giver, privileged Facilitator, teamFacilitator, team

elite, manipulator, elite, manipulator, member, teacher,member, teacher,controllercontroller advocate, sponsoradvocate, sponsor

Learning & Learning & Periodic learning, narrowPeriodic learning, narrow Continuous life-longContinuous life-longKnowledgeKnowledge specialistspecialist learning, generalistlearning, generalist

with multiplewith multiplespecialtiesspecialties

CompensationCompensation Time, effort, rankTime, effort, rank Skills, resultsSkills, resultsCriteriaCriteria

Cultural OrientationCultural Orientation Monocultural, Monocultural, Multicultural, Multicultural, monolingual monolingual multilingual multilingual

Where do managers work?Where do managers work?

in organizations!in organizations!

Let’s stop

it here

SummarySummary

Organization systems levelOrganization systems level

Grouplevel

Grouplevel

Individuallevel

Individuallevel

Basic OB ModelBasic OB Model

What Managers Do?What Managers Do? Gets things done through other Gets things done through other

peoplepeople

Make decisions, allocate Make decisions, allocate resources, and direct the activities resources, and direct the activities of others to attain goalsof others to attain goals

Do their work in an organizationDo their work in an organization

Continuous

Improvement

Continuous

Improvement

Total Quality

Management

Total Quality

Management

New Managerial FunctionsNew Managerial Functions

To provide leadership and direction

Evolution of the 21st-Evolution of the 21st-Century ManagerCentury Manager

Next….Next….

Organizations: The Organizations: The Important ComponentImportant Component

Organizational Organizational Behavior Behavior

(MGT-502)(MGT-502)

Lecture-2Lecture-2

Past ManagersPast Managers Today’s ManagersToday’s Managers Primary Source of Primary Source of Formal authorityFormal authority Knowledge (technicalKnowledge (technical

InfluenceInfluence interpersonal)interpersonal)

View of People View of People Potential problemPotential problem Primary resourcePrimary resource

PrimaryPrimary VerticalVertical MultidirectionalMultidirectionalCommunicationsCommunicationsPatternPattern

Decision-Making Decision-Making Limited input forLimited input for Broad-based input forBroad-based input forStyleStyle individual decisionsindividual decisions joint decisionsjoint decisions

Past ManagersPast Managers Today’s ManagersToday’s Managers

Nature of Inter- Nature of Inter- Competitive (win-lose)Competitive (win-lose) Cooperative (win-win)Cooperative (win-win)personalpersonalRelationshipsRelationships

Handling of PowerHandling of Power HoardHoard ShareShareand Keyand KeyInformationInformation

Approach to Approach to ResistResist FacilitateFacilitateChangeChange