unit 3 organizational behaviour 4spp

7/28/2019 Unit 3 Organizational Behaviour 4SPP

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1

Unit3

OrganizationalBe

haviour

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Objective

Thestudentswillbeabletounderstandand

applythe

followingconcepts:

OranizationsManaerialRoleandfunctions

Organizational

BehaviourApproaches

IndividualBehaviour

Environmental

Effect

Behaviourand

Performance

ercepon

Organizational

Implications

Personality

onrunga

cors

Dimension

JobSatisfactio

n.

2

Objective[contd.]

NeedTheories-ProcessTheories

LearningandBehaviour

LearningCurves

WorkDe

signandapproaches.

3

4

Unit3.1

Organizatio

nsManagerialRole&

Functions

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A.Sriraman MG - 9362: Industrial Management Pg.1


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Manageme

ntSkills&Levels

Managem

entSkills:

Technicalskills

Human/Softskills

Conceptualskills

Managem

entLevels:

TopLevelMgmt

Upper-M

iddleLevelMgmt

MiddleL

evelMgmt

Lower-L

evelMgmt

5

ManagerialObjective

Efficientuseofresources

Customersatisfaction

Satisfiedworkfo

rce

Improvedworkc

onditions

Buildingsupplierrelationship

Contributiontoo

rganizationalgoal

6

Manageria

lRoles

Interpersonal

Provide

Info

Informational

Process

dback Fe

Decisional

seInfo

7

ManagerialRole

InterpersonalRole

Figurehead

Liaison

DecisionalRole

Entrepreneur

Disturbancehandler

Leader

InformationalRole

Monitor

Resourceallocator

Negotiator

Supervis

or

Disseminator

Spokesperson

8A.Sriraman MG - 9362: Industrial Management Pg.2


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SocialRes

ponsibility

Ecology&

EnvironmentalQuality

Consump

tion

GovernmentRelations

Minorities

&BackwardCommunities

LaborRelations

ShareholdersRelations

CorporatePhilanthropy

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10

Unit3.2

OrganizationalBehaviorApproach

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Definition

Organizationalbehaviourisafieldofstudythatinvestigates

theimpac

tthatindividuals,

groupsandorganizational

structure

haveonbehaviourwithintheorganization,

forthe

purposeofapplyingsuchknowledge

towardsimprovingan

organizat

ionaleffectiveness.

behaviourrelatedtootherelementsofanorganizationsuch

asstructu

re,

technologyandsocials

ystems.

rganza

ona

eavoursasysem

acsuyo

eacons

andattitu

desthatpeopleexhibitwith

inorganizations.

11

ContributingFieldstoOB

Psychology

Sociology

SocialPsychology

Anthropology



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Leader

Leadersm

ustlookforindicators(effects)ofindividual

behaviourandofgroupsinanyorganization.

Indicatorshave

arootcau

sebeneath.

Asaleader,itisthatsymptom,

which

mustbee

valuated,

andcauseofhum

anbehaviour

establishedsothatifthebehaviourisgood,

themanagercan

establish

thenormsofbehaviour.

Leadersh

ouldbeableto:

Describe

ners

an

Predict

Control

13

OrganizationalComponentsthatNeedtobeManaged

People

Structure

Jobs

Processes

ExternalEnviron

ment

14

IndividualDimensionsOfOB

Personality

Learning

Attitude

JobSatisfaction

Motivation

Perceptio

nandIndividualDecisionM

aking

15

GroupDynamics

InterpersonalBe

haviour

Foundationofgroupbehaviour

StressManagem

ent

DynamicsofCommunication

PowerandPolitics



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DynamicsofOrganization

OrganizationalStructure

JobDesig

n

OrganizationalDevelopment

OrganizationalCultureandClimate

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18

Unit3.3

IndividualBehavior

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Behavior

Behavior

orbehaviourreferstothea

ctionsof

asystem

ororganism,

usuallyinrelationtoitsenvironment,

whichinc

ludestheothersystemsor

organismsaroundaswell

asthephysicalenvironment.Itisthe

responseofthesystem

ororganismtovariousstimuliorinputs,

whetherinternalorexternal,conscio

usor

subconsc

ious,overtorcovert,

andv

oluntaryorinvoluntary.

19

IndividualBehavior

Individualbehav

iorinanorganizationisgenerallyreferredto

asMARSmodel

ofindividualbehavior.

Itseekstoexlainindividualbehaviorasaresultofinternal

andexternalfactorandinfluencesactingto

gether.

MARSisanacro

nymforMotivation,

Abilities,Roleperception

.



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Understan

dingIndividualBehavior

OrganizationalBehavior(OB)

Theactionsofpeopleatwork

IndividualBehavior

Groupbehavior

(norms,

roles,teambuildingleadershipandconflict)

GoalsofOB

,

.

21

OrganizationalBehavior

OrganizationalB

ehavioristhestudyoftheactionsofthe

peopleatwork

VsbeAps

HdAps

raege

Objectives

Policiesand

Procedures

ues

Perception

GrouNo

rms

Structure

Technology

Informalinteractions

Interpersonaland

ChainofCom

mand

22

ImportantEmployeeBehaviors

Employee

productivity

Aperfor

mancemeasureofbothefficiencyandeffectiveness

Failuret

oreporttoworkwhenexpected

Turnover

Thevolu

ntaryandinvoluntaryperman

entwithdrawalfroman

organization

OranizationalCitizenshiBehavior

OCB

Discretionarybehaviorthatisnotpartofaemployeesformaljob

description.

butwhichpromotesthee

ffectivefunctioningofthe

oranization.

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ImportantEmplo

yeeBehaviors

Jobsatisfaction

Theindividuals

generalattitudetowardhisorherjob



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PsychologicalFactors

Attitudes

Evaluativestatementseitherfavorab

leorunfavorable

concern

ingobjects,

people,

orevents.

Compone

ntsofanattitude

Cognitiv

ecomponent:thebeliefs,

opinions,knowledge,

or

.

Affectivecomponent:theemotionalorfeelingpartofanattitude.

Behavio

uralcomponent:theintention

tobehaveinacertainway.

25

PsychologicalFa

ctors

Jobsatisfaction

Jobsatisfaction

isaffectedbylevelofincome

earnedandbythe

typeofjobawo

rkerdoes.

Jobsatisfaction

andproductivity

Forindividuals,

productivityappearstoleadtojobsatisfaction.

,

effectivethanthosewithlesssatisfiedemployees.

26


Jobsatisfactionandabsenteeism

Satisfiedemployeestendtohavelowe

rlevelsofabsenteeism.

Satisfiedemployeeshavelowerlevels

ofturnover;dissatisfied

employe

eshavehigherlevelsofturno

ver.

.

Thepreferentialtreatmentaffordedsu

perioremployeesmakes

satisfactionlessimportantinpredictingtheirturnoverdecisions.

27

PsychologicalFa

ctors

Jobinvolvement

Thedegreetow

hichanemployeeidentifiesw

ithhisorherjob,

activelyparticip

atesinit,

andconsidershiso

rherperformanceto

beimportantto

hisorherself-worth

Organizationalc

ommitment

organizationan

ditsgoalsandwishestomain

tainmembershipin

theorganization.

.

Couldbebecom

inganoutmodedmeasureas

thenumberof

workerswhoch

angeemployersincreases



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Perceived

organizationalsupport

Isthege

neralbeliefofemployeesthattheirorganizationvalues

theircontributionandcaresaboutthe

irwell-being.

Represe

ntsthecommitmentoftheorganizationtotheemployee.

Providin

ghighlevelsofsupportincreasesjobsatisfactionand

lowertu

rnover

29

AttitudeCompon

ents

Cognition

BeliefsandOpinion

Affect

Em

otion

Behaviour

Intention

30

Personality

Theuniqu

ecombinationofpsychologicalcharacteristics

(measura

bletraits)thataffecthowa

personreactsand

interacts

withothers.

SegmentsofPersonality

Extraversion

Conscie

ntiousness

OpennesstoExperience

Emotion

alStability

31

PersonalityInsights

Locusofcontrol

Externallocus:

personswhobelievethatwhathappenstothemis

duetoluckorchance(theuncontrollableeffe

ctsofoutside

forces).

Internallocus:personswhobelievethatthey

controltheirown

destiny.

Machiavellianism

(Mach)

Thedegreetow

hichanindividualispragmatic,

maintains

,

theendsjustifythemeans.



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PersonalityInsights

Self-Esteem(SE)

Thedeg

reetowhichpeoplelikeordis

likethemselves

Believeinthemselvesandexpectsuccess.

Takemo

rerisksanduseunconvention

alapproaches.

Aremor

esatisfiedwiththeirjobsthan

LowSEs.

LowSEs

Aremor

esuscetibletoexternalinfluences.

Depend

onpositiveevaluationsfromo

thers.

Aremor

epronetoconformthanhighSEs.

33

PersonalityInsights

Self-Monitoring

Anindividualsabilitytoadjusthisorherbehaviortoexternal,

situationalfacto

rs.

Highself-monito

rs:

Aresensitiveto

externalcuesandbehavedifferentlyindifferent

.

Canpresentcontradictorypublicpersonaandprivateselves.

Lowself-monitors

Donotadjustth

eirbehaviortothesituation.

Arebehaviorallyconsistentinpublicandprivate.

34

PersonalityInsights

Risk-Taking

Thepropensity(willingness)totakerisks.

Hihrisk-takerstakelesstimeandre

uirelessinformationthan

lowrisk-takerswhenmakingadecisio

n.

Organizationaleffectivenessismaxim

izedwhentherisk-taking

roens

itofamanaerisalinedwiththesecificdemandsof

thejoba

ssignedtothemanager.

35

Perception

Perception

Aprocessbywhichindividualsgivemeaning

(reality)totheir

environmentby

organizingandinterpretingth

eirsensory

impressions.

Factorsinfluenc

ingperception:

,

expectations

Thetargetscharacteristicsdistinctiveness,

contrast,and

.

Thesituation(context)factorsplace,

time,locationdraw

attentionordistractfromthetarget



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37

Unit3.4

NeedTheories

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MaslowsHierarc

hyofNeedsTheory

38

MaslowsH

ierarchyofNeedsTheory

[Contd.]

Fivegroupsofbasicneeds

Healthya

dultstrytosatisfytheseneeds,sobasicthatthey

motivatebehaviorinman

cultures

Chronicfrustrationofneedscanleadtopsychopathological

results

Physiolog

icalneeds:

Basicre

quirementsofthehumanbod

y:food,

water,sleep,

sex.

Safetneeds:

Desires

ofapersontobeprotectedfromphysicalandeconomic

harm.

39

MaslowsHierarc

hyofNeedsTheory

[Contd.]

Belongingnessa

ndloveneeds(social):

Desiretogivea

ndreceiveaffection;beinthe

companyofothers.

Self-confidence

andsenseofself-worth

Esteemfromothers:valuationofselffromotherpeople

e-eseem:eengo

se-con

encean

se

-respec

Self-actualizatio

nneeds:

Desireforself-fulfillment.

Maslow

:...

thedesiretobecomemorea

ndmore

what

oneis,tobecomeeverythingthat

oneis

40

capableofbecoming.



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MurraysT

heoryofHumanPersona

lity

Assumptions

Peoplec

anadapttotheirchangingen

vironment

Humanbehavioris

oaldirected

Internal

andexternalfactorsaffectbe

havior

Peoplelearnfrominteractionswiththeirenvironment

reconc

epono

uureaec

eavornow.

Typesofneeds

AmbitionNeeds

MaterialisticNeeds

PowerN

eeds

Informa

tionNeeds

41

E.R.G.

Theory

AvariationofMaslow'shierarchyofneeds

Threegroupsof

needs

Relatednessneeds:desiresforinterpersonalrelationships

Growthneeds:

desirestobecreativeandpro

ductive;touse

42

E.R.G.

The

ory[Cont.]

Satisfaction-progression:

moveup

thehierarchyasneedsaresatisfied

-

movedo

wnthehierarchywhenaneedisfrustrated

Deficienc

ycycle:

morestronglydesireexistenceneeds

whentheyareunsatisfied

Enrichme

ntcycle:

43

McClellandsAch

ievementMotivationThe

ory

McClellandsthr

eeneeds

NeedforAchiev

ement

NeedforPower

NeedforAffiliation

Thestrongneed

forpowerfocuseson

"controllingthe

meansofinfluencingthebehaviorofanother

person

Meansofinfluence:anythingavailabletothe

persontocontrol

thebehaviorof

another

Activelysearchesformeansofinfluence

Havingstronge

ffectsonotherpeople



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HerzbergsMotivator-HygieneTheo

ry

Dissatisfiers:itemspredominantlyfo

undindescriptionsof

negativeevents

Couldle

adtohihlevelsofem

loee

dissatisfaction

Improve

thedissatisfiersandreduced

issatisfaction

Notgethighersatisfaction.

asers

:

emspreomnanyoun

n

escrponso

positivee

vents

Couldle

adtohighlevelsofemployee

satisfaction

Theirab

sence,

oraperson'sfailureto

experiencethem,

wouldnot

produce

dissatisfaction.

45

HerzbergsMotiv

ator-HygieneTheory

Motivators

Achievement

Reconition

Workitself

Hygienefactors

Companypoliciesandtheiradministration

Qualityofsupervision

Workingconditions

46

47

Unit3.5

LearningCurveA

nalysis

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LearningCurve

Assumptions:

Thetimerequiredtocompleteaspecifiedtas

korunitofa

productoritem

willbelesseachtimethetask

isperformed;

Theunittimewillreduceatadecreasingrate;

Thedecreasein

timewillfollowacertainpatt

ern,

suchas

neativeexonentialdistributionshae.

Thelearningcu

rvemayvaryoneproducttoa

notherandfromone

organizationto

another.

managementan

dthepotentialoftheprocess

andproducts.



13/17

LearningC

urve[contd.]

Moreove

r,itmaybesaidthatanychan

geinpersonnel,process,

or

product

disruptsthelearningcurve.

Consequently,thereisaneedfortheutmostcareinassuming

thatalearningcurveiscontinualandpermanent.

49

LearningCurveE

ffects

Number

Item/Area

Description

TimePeriod

Cumulative

Parameter

LearningCurveSlo

p

Percentage

SomeInformationonLearningCurveEffectsinU.S.

IndustrialSe

ctor

1

Steelmaking

19201955

Units

Produced

(UP)

ProductionWorker

labor-hourperunit

produced

79

2

Handheld

19751978

UP

Averagefactory

74

calculators

sellingprice

3

Assemblyof

19251957

UP

Directlabor

80

aircrafts

hoursperunit

4

FordMotor

19101926

UP

Price

86

Company

ll

production

50

LearningC

urveEffects[contd.]

Conclusio

nfromTable

TheTablepresentsdataonlearningcurveeffectsintheU.S.

industrialsector.

An80%

learningrateisdescriptiveof

certainoperationsinsuch

areasas

shipconstruction,

electronic

dataprocessing

equipment,automaticmachineproduction,

andaircraft

instrumentsandframeassemblies.

Thelear

ningcurvesarefoundtobequiteusefulinavarietyof

applicat

ions,includingstrategicevalu

ationofcompanyand

industry

performance,

internallaborforecasting,

establishing

costsan

dbudgets,

productionplanning,

externalpurchasing,

and

subcont

ractingofitems.

51

LearningCurveE

ffects[contd.]

Thelearningcu

rvetheoryisbasedonadoublingofproductivity.

Morespecifically,

whenoutputorproductiondoubles,the

reductionintim

eperunitaffectsthelearning

curverate.

Forexample,an

80%learningratemeansthe

secondunittakes

80%ofthetime

ofthefirstunit,

thefourthunittakes80%ofthe

secondunit,the

eighthunittakes80%ofthefourthunit,

andso

on.



14/17

Result

Wemayw

rite

Where:

LHm:isthelaborhoursrequiredtoproducemunit

LH1:isth

elaborhourstoproduceun

itoneorthe

firstunit.

C:isthelearningcurveslopeandis

expressedby

logof

53

54

Unit3.6

Wo

rkDesign&Approaches

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WorkDesign

Definition

:

InOrganizationalDevelopment(OD)-

WorkDesignisthe

applicat

ionofsocio-technicalsystemsprinciplesandtechniques

tothehumanizationofwork.

Objective

ofWorkDesign:

toimprovedthrough-put

toimprovedquality

toreducedemployeeproblems,e.g.g

rievances,absenteeism.

55

ScientificManagementApproach

Scientificmanag

ementwasatheoryof

managementtha

tanalyzedandsynthesizedworkflows.

Itsmainobectiv

eim

rovin

economiceffic

ienc

especiallylabor

productivity.

Itwasoneoftheearliestattemptstoapply

scienceto

.

Althoughscientificmanagementasadistincttheoryorschool

ofthoughtwaso

bsoletebythe1930s,mostofitsthemesare

stillimportantpartsofindustrialengineerin

gand

managementtod

ay.



15/17

ScientificManagement[contd.]

Theimportantthemesare:

Analysis

Snthes

is

Logic

Rationality

mprc

sm

Workethic

Efficiencyandeliminationofwaste

Standardizationofbestpractices

Knowledgetransferbetweenworkers

andfromworkersintotools,

process

es,anddocumentation.s

57

HumanRelations

SystemsApproach

TheHumanRela

tionsMovementtakesthev

iewthat

businessesaresocialsystemsinwhichpsy

chologicaland

emotionalfactor

shaveasignificantinfluenceonproductivity.

Thecommonelementsinhumanrelationsthe

oryarethebeliefs

thatareasfollows:

Performancec

anbeim

rovedb

oodhumanrelations.

Managersshou

ldconsultemployeesinmattersthataffectstaff.

Leadersshouldbedemocraticratherthanauthoritarian.

notjust"econo

micanimals"

Theworkgroupplaysanimportantpartininflue

ncingperformance.

58

SocioTech

nicalSystemApproach

Sociotechnicalsystems(STS)inorg

anizational

developm

entisanapproachtocomp

lexorganizationalwork

designthatrecognizestheinteractio

nbetweenpeopleand

technolog

yinworkplaces.

Thetermalsoreferstotheinteractionb

etweensociety'scomplex

infrast

ructuresandhumanbehaviour.

Furthe

r,Sociotechnicalsystemstheory

istheoryaboutthesocial

aspectsofpeopleandsocietyandtech

nicalaspectsoforganizational

structureandprocesses.

Theya

reusuallybasedondesigningdifferentkindsoforganisation,

onesinwhichtherelationshipsbetweensocioandtechnicalelements

leadto

theemergenceofproductivitya

ndwellbeing.

59

WorkDesign&itsApproaches

Threeworkdesignapproaches

WheelApproach

ModularA

roach

IterativeAppro

ach

Emergedfromth

evirtualteammembersstoriesofhowthey

move

rom

n

a

eageneraon,

roug

eveopmen,

o

finalizationandclosureofacreativeeffort.

Theseapproach

eswerenotmutuallyexclusive,

asmostof

theteamsusedmorethanone.



16/17

TheWheel

Approach

Thewhee

lisaclassictypeofcommunicationnetwork(Katz

andKahn

,1978),inwhichthereison

ekeypersonwho

communicatestoallteammembers.

Member

sontwodifferentstatuslevelsmakeupthenetworka

highstatusmember(theleaderorsup

ervisor)andlowerlevel

member

sorassistants.

Thehigh

erstatusmemberisusuallyreferredtoasthehubor

centero

fthenetwork,

throughwhich

allcommunicationmust

pass.

Inaclassicwheelcommunicationnet

work,

therearenodirect

commun

icationlinksbetweenanyoft

helowerlevelmembers.

61

TheModularApp

roach

Oneofthemost

commonworkdesignapproachesused

duringthecreativeprocessofthesevirtualteamswasthe

modularapproach.

Asayingcalled

:Oh,

wheneverybodyhadajobandtheywere

abletodoit,an

deveryonedidthesetinylittle

pieces,thenthe

finalprojectiss

omethingimpressive.

Inthisapproach,

teammembersmetinitiallytodecideonthe

need,

task,

orp

rojecttobepursued.

Aftertheworkw

ascom

letedtheeffortswere

resentedtothe

groupforfeedb

ackbeforefinalizationandimplementation.

Revisionswere

doneasneeded.

Thereareman

drawbackstoavoidthisman

teamsusedthe

iterativeapproa

chinconjunctionwiththemodularapproach.

62

TheIterativeApproach

63

IterativeApproach[contd.]

Intheiterativea

pproach,

teammembersengagedinbackand

forthdevelopmentcycles.

Membersworke

dalittle,

presentedthoseresultstotheteam,

got

feedback,

workedalittlemore,

presentedtho

seresults,gotmore

feedback,

ands

oonuntiltheprojectwasfina

lized.

whereyouthin

kalittle,

youdoalittle,

youthinkalittle,

youdoa

little,

youthinkalittle,

youdoalittle,

ratherth

anthinkingawhole

lotandthentryingtocomeoutwithsomethingthateverybody

agreeswiththe

firsttime.



17/17

References

HeraldKo

ontzandHeinzWeihrich,Essentialsof

Managem

ent,

McGrawHillPublishingCompany,Singapore

Internatio

nalEdition,

1980.

M.

Govind

arajanandS.

Natarajan,P

rinciplesofManagement,

PrenticeHallofIndiaPvt.Ltd.,

NewDelhi,2007.

65


unit 3 organizational behaviour 4spp

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