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OrganisationalOrganisational BehaviourBehaviour Module 1Module 1 The Basics of OrganisationalThe Basics of Organisational BehaviourBehaviour and its Relation to Managementand its Relation to Management
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DefinitionDefinition of Organizational Behaviorof Organizational Behavior Organizational behavior is the study ofOrganizational behavior is the study of thethe behavior and attitudesbehavior and attitudes of peopleof people in organizations.in organizations. It focus on human behavior andIt focus on human behavior and attitudes which contribute to theattitudes which contribute to the effectiveness and productivityeffectiveness and productivity of anyof any organization .organization .
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Organizational BehaviorOrganizational Behavior Units of AnalysisUnits of Analysis O.B.O.B. IndividualIndividual Group Organization
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The Relationship ofThe Relationship of Management to OrganizationalManagement to Organizational BehaviorBehavior Organizational behavior isOrganizational behavior is a sociala social sciencescience that develops knowledge aboutthat develops knowledge about the behavior of people at work.the behavior of people at work. Organizational behavior is anOrganizational behavior is an appliedapplied disciplinediscipline which explain behavior inwhich explain behavior in organizations in terms of validorganizations in terms of valid theories.theories. It concentrates on the acquisition ofIt concentrates on the acquisition of knowledge aboutknowledge about organizationalorganizational productivity and employee needs.productivity and employee needs.
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ManagementManagement Management is defined as the process ofManagement is defined as the process of planning, organizing, leading, andplanning, organizing, leading, and controllingcontrolling the human, material andthe human, material and financial resources of an organization.financial resources of an organization. ManagementManagement is a professionalis a professional disciplinediscipline which stresses applied skills .which stresses applied skills . Management deals with accomplishmentManagement deals with accomplishment of organizational goals andof organizational goals and involves theinvolves the technical and human componentstechnical and human components ofof organizational functioning.organizational functioning.
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The Manager’s JobThe Manager’s Job The key concept in the manager’s job isThe key concept in the manager’s job is ‘‘getting things donegetting things done through people’.through people’.
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The Managerial SkillsThe Managerial Skills In the middle management level, conceptualIn the middle management level, conceptual workload and human workload increaseworkload and human workload increase while technical workloads diminish.while technical workloads diminish. Top managers spend the bulk of their timeTop managers spend the bulk of their time engaged in conceptual and human work.engaged in conceptual and human work. The missing skill in the skill mix for manyThe missing skill in the skill mix for many managers is the human component ofmanagers is the human component of managerial work. ‘Poormanagerial work. ‘Poor people skillspeople skills’.’.
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Competitive AdvantagesCompetitive Advantages Competitive advantages of organizationsCompetitive advantages of organizations depend on thedepend on the quality and motivationquality and motivation of the workforcesof the workforces.. Strengthening of organizationalStrengthening of organizational competitive advantage could becompetitive advantage could be achieved byachieved by strengthening thestrengthening the manager’s grasp of human forcesmanager’s grasp of human forces issues.issues.
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The Manager’s Job,The Manager’s Job, New PerspectivesNew Perspectives The rate of change in the manager’s job isThe rate of change in the manager’s job is being increased by:being increased by: Workforce diversityWorkforce diversity Demands for betterDemands for better products and servicesproducts and services New concepts likeNew concepts like employee empowermentemployee empowerment The manager’s job in the twenty first centuryThe manager’s job in the twenty first century will focus onwill focus on coaching, integration andcoaching, integration and conflict resolution skillsconflict resolution skills rather than givingrather than giving orders, determining promotions and makingorders, determining promotions and making autocratic decisions.autocratic decisions.
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The Manager’s Job,The Manager’s Job, New PerspectivesNew Perspectives The future workplace requires greaterThe future workplace requires greater speed, efficiency, responsiveness andspeed, efficiency, responsiveness and flexibility.flexibility. Organizational control structuresOrganizational control structures emphasizing command and control areemphasizing command and control are turningturning into participative decisioninto participative decision systems & empowerment.systems & empowerment. The modern manager’s job will evolveThe modern manager’s job will evolve from an authority derived tofrom an authority derived to facilitatesfacilitates teamwork and empowerment.teamwork and empowerment.
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Managers’ challenges in 21st century Past challenges Future challenges Reduce these costs by hiring Training and employee Training and development workers with requisite skills development are continuous to achieve the goals Reward bases Seniority, rank and effort Merit-based individual and team Influence base Hierarchical position Technical and interpersonal expertise Communication patterns Information goes rapidly to where and styles From top to the bottom the decision has to be made Decision-taking style Boss centred and authoritarian Team-based and participative Approach to organisational change Resist change Embrace change 1. The workforce is changing. 2. Customer expectations are changing. 3. Organisations are changing.
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The SOBC SequenceThe SOBC Sequence Kurt LuwinKurt Luwin S: Stimulus or Situation = All sensations from theS: Stimulus or Situation = All sensations from the environment which trigger human perception. Itenvironment which trigger human perception. It includes all features of the work environment whichincludes all features of the work environment which activate employee behavior.activate employee behavior. O: Organism = The capacities of the individual which areO: Organism = The capacities of the individual which are governed by heredity, maturity and biological needs. Itgoverned by heredity, maturity and biological needs. It includes knowledge, skills, attitudes, intentions,includes knowledge, skills, attitudes, intentions, sentiments and values.sentiments and values. B: Behaviours and actions such as performance orB: Behaviours and actions such as performance or emotional responsesemotional responses C: Consequences or Outcomes = the outcomes of behaviorC: Consequences or Outcomes = the outcomes of behavior and performance such as recognition and needand performance such as recognition and need satisfaction.satisfaction.
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Values: The Building Blocks ofValues: The Building Blocks of Individual DifferencesIndividual Differences Definition of Values:Definition of Values: Values are enduringValues are enduring beliefs that a specificbeliefs that a specific mode of conduct or end is personally ormode of conduct or end is personally or socially preferablesocially preferable to an opposite.to an opposite. New situations shape and form valuesNew situations shape and form values through adolescencethrough adolescence and stabilize to aand stabilize to a system.system. Values are used toValues are used to judge our own behaviorjudge our own behavior and the behavior of othersand the behavior of others.. Values areValues are not changed easilynot changed easily..
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ValuesValues, Cont, Cont.,., Values develop into a coherent sense ofValues develop into a coherent sense of self known asself known as our self-conceptour self-concept.. Self-concept is used to judge theSelf-concept is used to judge the appropriateness of our behavior and theappropriateness of our behavior and the behavior of others & to judge thebehavior of others & to judge the meaningfulness of our goals in lifemeaningfulness of our goals in life Values give us a sense of right or wrong.Values give us a sense of right or wrong. Values form the basis for businessValues form the basis for business behavior.behavior.
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ValuesValues, Cont, Cont.,., Current issues:Current issues: The growth of emphasis on ethics in businessThe growth of emphasis on ethics in business practices.practices. Companies, Values and business practices.Companies, Values and business practices. Terminal and instrumental valuesTerminal and instrumental values Values can be instrumental or terminal:Values can be instrumental or terminal: Instrumental valuesInstrumental values are the means toare the means to achieve goalsachieve goals by using acceptableby using acceptable behaviorsbehaviors.. Terminal values areTerminal values are the goalsthe goals to beto be achievedachieved..
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ValuesValues, Cont, Cont.,., Examples of Terminal valuesExamples of Terminal values AchievementAchievement FreedomFreedom Social statusSocial status PleasurePleasure Examples Instrumental valuesExamples Instrumental values CompetenceCompetence Self-controlSelf-control CleanlinessCleanliness CourageCourage PolitenessPoliteness
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Implications of Values inImplications of Values in Global OrganizationsGlobal Organizations Expansion of global activities and theExpansion of global activities and the challenge of culture based value differences.challenge of culture based value differences. The instrumental value of loyalty is moreThe instrumental value of loyalty is more important to Japanese workers than familyimportant to Japanese workers than family loyalty.loyalty. In the USA, family loyalty far outweigh loyalty toIn the USA, family loyalty far outweigh loyalty to employers.employers. Values shape the individual’sValues shape the individual’s views ofviews of authority and its rights and obligations.authority and its rights and obligations. French manager view authority as a rank & useFrench manager view authority as a rank & use power based on position.power based on position. Scandinavian value group discussion andScandinavian value group discussion and decisions are challenged.decisions are challenged.
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Implications of Values inImplications of Values in Global OrganizationsGlobal Organizations, Cont, Cont.. Overseas assignments for field & lifeOverseas assignments for field & life training in culture based valuetraining in culture based value differences.differences. Organizations are providingOrganizations are providing cultureculture based values trainingbased values training to smooth theto smooth the transitions for their managers whotransitions for their managers who receive global assignments.receive global assignments.
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Employee NeedsEmployee Needs and Organizationaland Organizational ProductivityProductivity Employee needs are job satisfaction, adequate payEmployee needs are job satisfaction, adequate pay and fringe benefits and safe working conditions.and fringe benefits and safe working conditions. Organizational productivity refers to theOrganizational productivity refers to the production or output of goods and services withproduction or output of goods and services with the least resources.the least resources. Organizational behavior focuses on the connectionOrganizational behavior focuses on the connection between employee behavior, attitudes and thebetween employee behavior, attitudes and the productivity of the organization.productivity of the organization.
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PersonalityPersonality and Personal Traitsand Personal Traits Personality is defined as a relativelyPersonality is defined as a relatively permanent set of psychologicalpermanent set of psychological characteristics, that influence thecharacteristics, that influence the individual’s behavior.individual’s behavior. Individual differences are defined asIndividual differences are defined as basic aspects of personality from whichbasic aspects of personality from which we can predict or explain what peoplewe can predict or explain what people do at work.do at work.
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