1 - Fundamentals & Models of OB (2)

7/30/2019 1 - Fundamentals & Models of OB (2)

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ORGANISATIONAL BEHAVIOUR

an Overview


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Organisational Behaviour

Definition-O.B. is a systematic study of theactions and reactions of individuals, groups and

subsystems

PEOPLE - consist of individual employees,

groups and teams who have to get the work done

as well as those outside the organization likecustomers, suppliers and government officials


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Basic Definitions connected with O.B.

Organization: An organization has four essential elements(a) Group of people

(b) Interacting with each other

(c )In a structured manner

(d) Towards a common objective

Management: Implies getting things done through and with people

Manager: He is the dynamic, life-giving element in every

organization.


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Basic Definitions connected with O.B.

The Manager has the following responsibilities:

1. Managing Managers

2. Managing Worker and Work

3. Managing Time4. Manager has to manage Resources- 5 Ms- Money, Materials,

Machines, Methods and Man.

5. Manager also performs the following functions:

Planning, Organizing, Staffing, Directing and Controlling orLeading,Planning,Organizing and Controlling

Planningdetermines what results the organization will achieve

Organizing- specifies how it will achieve the results

Controllingdetermines whether the results will be achieved

Leading- through planning, organizing and controlling managersexercise leadership


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ORGANIZATIONAL BEHAVIOUR

1. O.B. provides managers with the tools to:(a) to understand the behaviour of individuals

(b) to understand the complexities of inter-personal relations

(c )to examine the dynamics of relationships within small groups

both formal teams and informal groups

(d) organizations can be viewed as whole systems that have inter-

organizational relationships


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O.B. has the following goals

1.Describe, systematically, how people behave under a variety of

circumstances

2.Understand why people behave as they do.

3.Predicting future employee behaviour4.Control at least partially, and develop some human activity at work

Managers can utilize the tool of O.B.to influence human behaviour. skill

development, team effort and productivity

FORCES: There are a wide array of issues and trends that affect the

nature of organizations today. They can be classified under four areas

PEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT


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Organisational Behaviour

JOBS AND TASKS-

JOB - is the sum total of an individuals assignment at theworkplace

TASKS - are the various activities that need to be

performed to get the job done.

TECHNOLOGY - is the mechanism through which the

raw input is converted into finished products

PROCESS- is the way things get done



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Key forces affecting Organizational Behavior

People

IndividualsGroups

Environment

Government

Competition

Societal pressure

Organizational Behavior

Technology

Machinery

Computer hardware&software

Structure

JobsRelationships

O B D fi iti


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O. B. Definitions

1. O.B. is a field of study that investigates the impact that individuals ,

groups and structures have on behaviour within organizations for the

purpose of applying such knowledge towards improving an

organizations effectiveness.2. O.B. can be defined as the systematic study of the actions and

reactions of individuals, groups and sub-systems.

3. O.B. is the study and understanding of individual and group

behaviour, patterns of structure in order to to help improve

organizational performance and effectiveness.

4. O.B. is one of the most complex and perhaps least understood

academic elements of modern general management, but since it

concerns the behaviour of people within organizations it is also one

of the most central- its concern with individual and group patterns ofbehaviour makes it an essential element in dealing with the complex

behavioural issues thrown up in the modern business world.

5. O.B. is an inter-disciplinary behaviour science studying phenomena

and dynamics(processes) of organizations and their various units.


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Bases of Organizational Behaviour

1.Psychology: The science or study of individual human behaviour

2. Sociology: The study of group human behaviour

3. Social Psychology:Studies influences of people on one another

4. Anthropology:Study of the human race, and culture

5. Political Science:Behaviour of individuals in political env.


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Organisational BehaviourJob Requirements, Group, Behaviour and Outcomes

Requirements of JobsTasks Activities

Division of Labour

Coordination of Activities

Formal Group Psychological GroupInformal Group

We FeelingRequired Behaviour

-Activities

-Interaction

Emergent Behaviour

-Activities

-Interactions

-Sentiments

Group Processes

- Norms

- Cohesion etc.

Outcomes

- Performance

- Productivity

- Satisfaction of

organisational members

-Psychological

awareness and

identification

with group


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Difference between Work Groups

and TeamsAspects Work groups Teams

Purpose

Work products

Process

Leadership

Meetings

Accountability

Evaluation

Same as orgn.

Individual

Discuss,decide,del

A single leader

Efficient

Individual

Indirect

Specific

Collective

Discuss,decide,do

Shared

Open,problem sol

Individual,mutual

Direct(collective

work products)

M d th i I t l d E t l E i t


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Managers and their Internal and External Environments

EE

PEOPLE

Individuals

Groups

STRUCTURE

Roles

Position

Hierarchy

TECHNOLOGY

Machines & other

Mechanisms

MANAGERS

& Managerial

Processes

External Environment

External Environment

Internal Environment

Internal Environment

JOBS

Tasks

Activities

Market

Cultural

Govt.

Techno-

logical Social

Political

Economic

Labour Market


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Evolution of Management Thought

History of management.pptOrganizational Behaviour

Human Relations

Hawthorne Studies

Scientific Management

1900s

1940s

1970s

Classical Organization Theory
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Meaning & Definition of Human

ResourceAccording to Leon C MagginsonThe term

human resources can be thought of as the total

knowledge, skills, creative abilities, talents and

aptitudes of an organisations workforce as well

as the value attitudes and beliefs of the

individuals involved.


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Scope of Importance of HR Human Resource Planning

Job Analysis and Design

Recruitment and Selection

Orientation and Placement

Training and Development

Performance Appraisals

Job Evaluation

Employee remuneration Motivation and communication

Welfare and Safety and health

Industrial relations


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Roles and Responsibilities of a HR Manager

Policy initiation and formulation

Advisory Role

Problem Solver Role

Mediator Role

Welfare Role

Representative Role

Decision Making Role

Conducts Research Management and Training

Effective Communication etc.


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Qualities of a HR Manager

Fairness and firmness

Tact and Resourceful

Personal Integrity

Sense of social responsibilities

Sympathy and Considerate

Knowledge of labour and other terms

Communication Skills etc.


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The Models of Organisational Behaviour

Keith Davis recognises four different

models of OB. These models show

evolution of the thinking and behaviour on

the part of management and managers alike.

1) AutocraticThe basis of this model is

power with a managerial orientation of

authority. The employees in turn are

oriented towards obedience and dependenceon the boss. The employee need that is met

is survival. The performance result is

minimal.


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2) Custodial Model

The basis of this model is economic

resources with a managerial orientation of

money. The employees in turn are orientedtowards security and benefits and

dependence on the organisation. The

employee need that is met is security. Theperformance result is passive cooperation.


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3) Supportive Model

The basis of this model is leadeship with a

managerial orientation of support. The

employees in turn are oriented towards jobperformance and participation. The

employee need that is met is status

recognition. The performance result isawakened drives.


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4) Collegial Model

The basis of this model is partnership with a

managerial orientation of teamwork. The

employees in turn are oriented towardsresponsible behaviour and self-discipline.

The employee need that is met is self-

actualization. The performance result ismoderate enthusiasm.


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Although there are four separate models,

almost no organisation operates exclusively

in one. There will usually be a predominateone, with one or more areas over-lapping

the other models.

Documents

1 - Fundamentals & Models of OB (2)