Organizational Behavior
Session-1(Part-A&B) Devindra
National Institute of Fashion Technology(Shillong)
Note: PPTs are only for reference
Organisational Behaviour
Organisational Behaviour is the study and application of knowledge about how people as individuals and as groups act within organisations. It strives to identify ways in which people can act more effectively.
Importance of Organisational Behaviour
An organisation is a unique living organism whose basic component is the individual and this individual is our fundamental unit of study.
Problems of conflict that we face cannot be solved by scientific and technical skills alone; they require social skills. Many of our most critical problems are not in the world of things but in the world of people.
Organisation
An organisation is a systematic arrangement of people and technology to accomplish some purpose.
Organisations are social units deliberately created to seek specific goals.
An entire company is an organisation, so is a division, department or section of several persons within a larger organisation.
Organisation Contd.
An ideal organisation might be seen as one that operates with maximum efficiency, profitability and employee satisfaction.
Behaviour
Behaviour is anything a person or animal does that can be observed in some way. It means more that just bodily movements. Behaviour could include feelings, attitudes, thoughts and other mental processes. Behaviour is essentially goal oriented. Our behaviour is generally motivated by a desire to attain some goal.
Behaviour Contd.
The specific goal is not always consciously known by the individual. The reason for our action is not always apparent to the conscious mind. The basic unit of behaviour is an activity. All behaviour is a series of activities. To predict behaviour, managers must know which motives or needs of people evoke a certain action at a particular time.
Goals
1. Describe how people behave in a variety of conditions. 2. Understand why people behave as they do. 3. Predict future human behaviour 4. Control and develop human activity at work.
Key Elements
1. People make up the internal social system of the organisation. 2. Structure defines the official relationships of people in organisations. 3. Technology provides the physical and economic resources with which people work. 4. Environment All organisations operate within an internal and an external environment.
The Nature of People
1. Individual differences (Including Perceptions) 2. Whole person 3. Motivated behaviour 4. Desire for involvement 5. Value of the person (Human Dignity / Ethical Treatment)
The Nature of Organisations
1.Social Systems Organisations are social systems and consequently activities here are governed by social and psychological realities. Just as people have psychological needs, they also have social roles and status. Their behaviour is influenced by their group as well as their individual drives.
The Nature of Organisations Contd.
1.Social Systems Contd.
Two types of social systems exist side by side in organisations. One is the formal (Official) social system and the other is the informal social system.
2. Mutual Interest / Psychological Contract Organisations need people and people also need organizations.
Organisational Behaviour Model
Ability Factors (Mental Factors, Skills, etc.) Personality Factors (Values, Interests, Motivation, etc.)
Work and Environment Variables (Equipment, Methods, etc.)
Selecting for
Special Training (Amount and Method)
Designing for Organisational Variables (Leadership, Incentives, etc.)
Training for
Experience (Amount and Type)
Effective Behavior and Work Performance
Four Models of Organizational Behavior
Parameters Autocratic Custodial Economic Resources Money Security and Benefits Supportive Leadership Support Collegial Partnership Teamwork
Basis of Model Power Managerial Orientation Employee Orientation Employee Psychological Result Employee needs met Performance result Authority Obedience
Job Responsible Performance Behaviour Participation Selfdiscipline Selfactualisation Moderate enthusiasm
Dependence Dependence on Boss on Organisation Subsistence Minimum Security Passive Cooperation
Status and Recognition Awakened drives
Why OB
IT, globalization, diversity, ethics etc are very important environmental or contextual dimensions of OB. However the general premise is that OB and managing people , the HR of an organization have been, are and shall be the major challenge and source of critical competitive advantage.
1-15
Changes and coping with changes
Technological and human components are inextricably blended. Jobs are less tightly defined. Contingent worker comprise a major chunk of work force. Customers define the work in organisations and standards applied to evaluating that work. Teams rather than individuals create the basic unit of work. Organization charts fail to capture the networks of influence and relationships that characterise organisations.
1-16
The future
Knowledge workers will rent professional skills on freelance basis to companies at different times. Downsizing, upsizing growth and stabilization will all be welcome with people having mechanisms to cope with it all. 24/7 global environment will be dependent on efficiency and timeliness rather than dedicated staff hours. The big companies will become much less of an economic force. Employees will customize their benefit programs. Boundaries between school and work will blur. Digital divide . Etc. etc.
Paradigm
Coined by Thomas Kuhn, a science historian Now used as a broad model, a framework, a way of thinking, or scheme of understanding reality. Paradigm shift means a real controversy at the very basic levels and requires restructuring of the entire scientific community under conditions of uncertainty. The paradigm effect is when those in current paradigm dont even see the changes, let alone reasoning, drawing conclusions and perceptions about the changes.
1-18
Historical background, methodology and theoretical framework
3 dimensions of management- technical( including IT) , conceptual and human. Managers have traditionally been good in technical/functional aspects but conceptual and human components got ignored or lost in overly simplistic assumptions. McGregors theory X lead to application of security , monetary incentives, and good working conditions. Humans are however too complex.
1-19
Historical background, methodology and theoretical framework
Jeff Pfeffer summarized current status of OB approach to real world management as 1/8 situation. of managers believe and buy into the human side of enterprise. Of them do something about it in terms of HPWP( high performance work practices), like pay for performance, 360 feedback, self managed teams, and behavior management. Further only of these stick to these practices over time. This makes it X X 1-20 = 1/8
The Howthorne studies.
Illumination studies: no effect wrt light ,production increased and control and test groups behaved similarly Relay room study: specific variables were altered like length of workday, rest sessions but the result was that output was independent of these factors too. It increased irrespective of the subjected conditions. Bank wiring study: opposite of relay room experiments. Production was low, remained constant and group norms deterred it from rising. Binging, social ostracism, ridicule, name calling were applied by workers to obtain compliance to group norms.
1-21
Simple Relationships Among Problems, Methodology, And Knowledge
Body of Knowledge
Research Methodology
Problems and Questions about Organizational Behavior
1-22
The Relationship Of Organizational Behavior To Other Closely Related Disciplines
Theoretical
Organization Theory (OT)
Organizational Behavior (OB)
Applied
Organization Development (OD)
Human Resource Management (HRM)
Macro
1-23
Micro
A Social Learning Approach To Organizational Behavior
ORGANIZATIONAL PARTICIPANTS
Cognitive representations of reality help guide organizational behavior
Participants control their own behavior to the extent that they rely on cognitive supports and manage relevant environmental cues and consequences
ORGANIZATIONAL BEHAVIOR
1-24
Much of complex behavior is acquired by directly observing and imitating others in the surrounding environment
ORGANIZATIONAL ENVIRONMENT
The Basic Human Capabilities According To Banduras Social Cognitive Theory (SCT)
Symbolizing Employees process visual experiences (customer named Applegate) into cognitive models (apple) that then serve as guides for future actions (remembering his name easily) Forethought Employees plan their actions (what I am going to do), anticipate the consequences (what am I going to get for it), and determine the level of desired performance (what is my performance goal) Observational Employees learn by observing the performance of referent (peers or supervisors) and credible others (high performers), and the consequences they receive for their actions (what do they get for it) Self-regulatory Employees selfcontrol their actions by setting internal standards (aspired level of performance) and by evaluating the discrepancy between the standard and the performance (where do I stand) in order to improve it Self-reflective
Employees reflect back on their actions (how did I do) and perceptually determine how strongly they believe they can successfully accomplish the task in the future given the context
1-25
A Conceptual Framework For The Study Of Organizational Behavior
Environmental Context 2. Info. Tech & Globalization 3. Diversity & Ethics Organizational Context 4. Design & Culture 5. Reward System
Social Cognitive Theory
Dynamics 10. Communication 11. Decision Making 12. Stress & Conflict 13. Power & Politics 14. Groups & Teams
Managing and Leading for High Performance 15. Goals & Job Design 16. Behavioral Management 17. Leadership Processes & Skills 18. Great Leaders Really Do
Organizational Behavior
Cognitive Processes 6. Perception & Attribution 7. Personality & Attitudes 8. Motivational Needs & Processes 1-26 9. Emotional Intelligence,
Contributions of various behavioral disciplines
Psychology. Sociology. Social psychology. Anthropology. Pol science.
Measure, explain and sometimes change behavior Studies people in relation to fellow humans. Studies influence of people on one another- Change Study of societies to learn about humans and activities.
Behavior of groups and individuals in political environment.
Challenges & Opportunities of O.B.
1. Responding to globalization 1.Increased foreign assignments. 2.Working with people of different cultures. 3.Movement of job to countries with low cost labor. 2. Managing workforce diversity- Heterogeneous mix of people. 1. Social justice groups. 2. Gender issues. 3. Age factor. 4. Cultural diversity. 3. Improving Quality and productivity1. Lean manufacturing 2. Empowering people at grassroots for better services. 3. Flatter organizations.
Challenges & Opportunities of O.B.
4. Coping with temporariness
5. Stimulating innovation and change
6. Improving people skills.
7. Working in networked organizations
8. Help employees balance work life balance.
9. Improving ethical behavior.
Thank You.
