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1. Basics of OB 1. OB vs. Management 1. Management Roles 2. New perspectives on managers‟ job 3. Human Behaviour in Organization 4. Human and Org Needs 2. Values 1. Values in Global Organization 3. Traits of Personality 1. Locus of Control 2. Organization & Locus of control 3. Extroversion vs Introversion 4. Org & Extroversion and Introversion 5. Machiavellian Personality 6. Organization & “High Mach” 7. Social Needs, Psychometric Tests (16F Questionnaire, Dr. Cattell) 4. Job Satisfaction 1. Meaning of Job Satisfaction 2. Determinates and consequences 3. Job Satisfaction & Performance 4. Measuring Job Satisfaction 5. Work Attitudes 1. Organizational Commitment 2. Job Involvement, Maintain work attitudes
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1.1 OB vs. Management Organizational behavior describes organizational phenomena Management applies problem-solving skills that sustain the firm‟s competitive advantage.
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1.1.1 Management Roles 80 70 60 50 Management 40 30 20 10 0 First Medium Top Technical Conceptual Human Technical Conceptual Human Current resources utilization Planning Future measures Human aspects handling
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1.1.2 New perspectives on managers‟ job Workforce changes Customer expectations changes Organizations changes Command and Control Participative Greater speed, Efficiency, Responsiveness and Flexibility OB helps in solving people issues Understands OB development 80 Understand the proposed solutions in improve OB 7060 50 40 30 Segments, 5% of tasks > 1 hr 20 10 0 ALL managers do 7 things First Medium Top 1,2 3,4,5 First6,7 1. Managing individual performance (SUPERVISING). Individuals 2. Instructing subordinates (TEACHING AND TRAINING). Medium 3. Presenting one‟s staff (REPRESENTATION AND ADVOCACY). 4. Managing group performance (FACILITATION). Intra-Groups 5. Planning and allocating resources (DECISION-MAKING). Top 6. Coordinating interdependent groups (COLLABORATION). Inter-Groups 7. Monitoring the business environment (SCANNING).
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1.1.4 Human and Org Needs Human Needs Work Attitude OB Social Science Profitability Balance Org Performance Org Needs Preferred IT
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1.2 Values Managers Values X Theory Y Theory Instrumental Terminal Conformance and Adherence Knowledge and Creativity e.g. Ambition e.g. Achievement
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1.2.1 Values in Global Organization Organization‟s Value System Foreign Value System Persons‟ Values Open Minded No Prejudgment Tolerate Differences Honest as possible Other Foreign Value System Rationale Questionable replies Violate lows
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1.3 Traits of Personality Create Dominance Openness Emotional Stability Reasoning Behaviour Warmth Vigilance Manipulative Privateness Guide Monitor
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1.3.1 Locus of Control Employees Internalisers Externalize Believes in him as a cause Believes that external factors for the effects are the cause of the effects Severe downgrade Lose of self-esteem Depression … etc.
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1.3.2 Organization & Locus of control Self-motivated Helpless Study hard Unmotivated Creative Careless Challenge taker Resistant to Change Lack of Challenges .. etc. Subjective Evaluation If
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1.3.3 Extroversion vs Introversion Good among people Prefer staying alone Social Shy Talkative … etc. Self dependent … etc. We all have mixture with different ingredients.
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1.3.4 Org & Extroversion and Introversion Social Rewards Avoid social intervention Events Participation More self driven assignments Group Assignments
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1.3.5 Machiavellian Personality Selfish Turns others‟ effort to his end Manipulate others The end justifies the means
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1.3.6 Organization & “High Mach” TL CEO Give in return of Firm business fails unprofessional favours we have done you
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1.3.7 Socially Acquired Needs (McClelland) Social Needs Achievements Affiliation Power Visible Positions They should lead poor teams Social Need of Power Man need of power I believe in you as you One man show Delegations believe in yourself Who isn‟t with me is against me Promote Social need of power (Theory Y)
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Psychometric Tests (16F Questionnaire, Dr. Cattell) Warmth Vigilance Warm Reserved Trusting Vigilant Reasoning Abstractness Literal Abstract Grounded Abstracted Emotional Stability Privateness Reactive Stable Forbright Private Dominance Apprehension Differential Dominant Self-assured Fearful Liveliness Openness Serious Lively Rigid Open Rule-Consciousness Self-Reliance Expedient Rule-conscious Group-oriented Self-oriented Social Boldness Perfectioness Shy Bold Tolerates disorder Perfectionist Sensitivity Tension Utilitarian Sensitive Relaxed Tense
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1.4 Job Satisfaction Job satisfaction continuously shapes all employees perceptions of events at work.
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1.4.1 Meaning of Job Satisfaction Facets of Job Satisfaction With With Pay With With With Work fellow workers supervision promotion
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