OB THEORY- PD.ppt

7/27/2019 OB THEORY- PD.ppt

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Organizational Behaviour

1


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Organizational Theory

Taylor

Henry

Fayol

Max

Weber

Elton

Mayo


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EvolutionOf Management Thought

1890 1900 1910 1920 1930 1940 1950 1960

Systematic

management

Administrative

management

Quantitative

management

Systems

theory

Current and

future revolutions

Scientific

management

Human

relations

Organizational

behavior

Bureaucracy

Classical Approaches Contemporary Approaches

Contingency

theory


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Frederick Winslow Taylor (18561915) was the first person whoattempted to study human behavior

at work using a systematic approach.Taylor studied human characteristics,social environment, task, physicalenvironment, capacity, speed,durability, cost and their interactionwith each other. His overall objectivewas to reduce and/or remove human

variability.

Frederick Winslow Taylor
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylor


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Four Principles of Scientific Management

1. Study the way employees perform their

tasks, gather informal job knowledge that

employees possess, and experiment with

ways of improving the way tasks are

performed.

2. Codify the new methods of performing

tasks into written rules and standardoperating procedures.


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Four Principles of Scientific Management

3. Carefully select employees so that they

possess skills and abilities that match the

needs of the task, and train them to

perform the task according to the

established rules and procedures.

4. Establish an acceptable level of

performance for a task, and then developa pay system that provides a reward for

performance above the acceptable level.

6


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Historical foundations of OB

Theory of Administration Henri Fayol (1919)

Fayols theory described the major management

functions and several principles that act as aadministrative guide.

Five functions of management:1. Planning

2. Organizing

3. Commanding

4. Coordinating

5. controlling


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Fayols 14 principles

Division of labour

Authority and

responsibility

Centralization

Unity of command

Unity of direction.

Discipline Subordination of

individual interests to

the general interest.

Remuneration

Scalar Chain

Order

Equity

Stability of tenure of

personnel.

Initiative Espirit De Corps -

Harmony


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Bureaucracy (Max Weber, 1922)

An administrative structure with well defined

offices and functions and hierarchical

relationships among the functions.

The bureaucracy defines the authority when it

develops its division of labour. The person

who takes authority assumes the authority ofthat position.


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Bureaucracy (cont) Features:

Clearly defined and specialized functions

Use of legal authority Hierarchical form

Written rules

Technical trained bureaucrats

Appointment based on technical competence

Clearly defined career path

Fixed formal relationships among clearly

defined hierarchically organized functions.


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Hawthorne Works of the Western Electric Company near

Chicago; 1924-1932 these studies mark the starting point

of the field ofOrganizational Behaviour

Initiated as an attempt to investigate how characteristics of

the work setting affect employee fatigue and performance

(i.e., lighting).

Found that productivity increased regardless of whether

illumination was raised or lowered.

The Hawthorne Studies


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Started in 1924 to examine the relationshipbetween light intensity and employee

productivity a test group and a controlgroup were used the test group initially didnot show any increase or decrease in outputin proportion to the increase/decrease in

illumination. The control group withunchanged illumination increased output bythe same amount overall by the test group.Subsequent phases brought the level of lightdown to moonlight intensity: the workerscould barely see what they were doing, butproductivity increased. The results baffled the

researchers. Obviously, something besides


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The serendipitous results of theseexperiments provided the impetus for

the further study of human behaviour inthe work place.


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Modern Organization theories

Systems

Socio-technical theory

Situational Contingency


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systems viewpoint,

dynamic process of interaction,

multileveled and multidimensional, probabilistic,

multidisciplinary,

descriptive, multivariable, and

adaptive and organic

Features of modern organization theories


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Systems and Socio-technical approach

Systems

mutually dependent -

sub-systems.

comprises of 3

elements

Components

individual and their

behaviour , roles

Linking processes communication &

linkage among units.

Goals of

organization

Socio-technical

consists of the people,

the technical system and

the environment.

people are social units

uses technical tools for

improvement of work.

equilibrium among social

system, technical systemand environment results

in effectiveness


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Situational and Contingency Approach

Situational Approach

(Selznick, 1949; Burns

and Stalker,1961;

Woodward, 1965;

Lawrence and Lorsch,1967)

cannot be universal

guidelines which are

suitable for allsituations.

organizational systems

are inter-related with

the environment.

Contingency Approach

(Hellriegel and Slocum,

1973)

suggests that different

environments require

different organizational

relationships for

optimum effectiveness,

business environmentis dynamic and

organization must

adapt to changes to

continue to evolve .


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The Z Theory

Proposed by William Ouchi

Combination of American & Japanese style of

management.

Paternalist in approach

High motivation and job security and stability.

Long term association among employee and

organization i.e.. Loyalty. Slow yet gradual growth with optimum

inducements.

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Why study OB?

To attain the competencies needed to be

an effective employee, team leader,

and/or manager.

Knowledge and skills gained should help

to diagnose, understand, and explain what

is happening around to an employee in his

or her job.


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Issues in OB

Issues in organizational behaviour are likelyto result from areas of : Workforce diversity Changes in the work force and customers Gender Race and ethnicityAge Quality management Technology Global environment Ethics


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1) Autocratic

2) Custodial

3) Supportive

4) Collegial

OB MODELS


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Autocratic

power with a managerial orientation of authority.

The employees in turn are oriented towards obedience and

dependence on the boss.

The employee need that is met is subsistence.

Believed in use of force to improve performance.

persons in power can demand work from workers pushing, directing and persuading tight control unfair

practices, low payment and exploitation


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Economic resources with a managerial orientation of

money.

The employees in turn are oriented towards security and

benefits and dependence on the organization. The

employee need that is met is security.

The performance result is passive cooperation.

Developed as a soothe to autocratic model.

Allowance for incentives and welfare schemes.

paternalism fringe benefits job security

Custodial


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Supportive

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Leadership with a managerial orientation of support.

The employees in turn are oriented towards job

performance and participation.

The employee need that is met is status and recognition.

The performance result is awakened drives.

Ensures organizational harmony.

Mutual goal setting and optimum performance through

mutual relationship building.


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Collegial

Partnership with a managerial orientation of teamwork.

The employees in turn are oriented towards responsible

behavior and self-discipline.

The employee need that is met is self-actualization.

The performance result is moderate enthusiasm.

Mostly extension of supportive model. Ensures activeteambuilding and working for a mutual goal.

High performance organization culture through various

reinforcements programs.

autocratic Custodial Supportive Collegial


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Autocratic Custodial Supportive Collegial

Model depends on

PowerEconomic resourcesLeadershipPartnershipManagerial

orientationAuthorityMoneySupportTeamworkEmployee

orientationObedienceSecurityJobResponsiblityEmployee

psychological resultDependence on bossDependence on

organizationParticipationSelf-disciplineEmployees needs

metSubsistemceMaintenanceHigher-orderSelf-actualizationPerformance resultMinimumPassive

cooperationAwakened drivesModerate enthusiasm

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autocratic Custodial Supportive Collegial

Model depends on PowerEconomicresources

Leadership Partnership

Managerial orientation Authority Money Support Teamwork

Employee orientation Obedience Security Job Responsibility

Employeepsychological result

Dependenceon boss

Dependenceon

organizationParticipation Self-discipline

Employees needs met Subsistence Maintenance Higher-orderSelf-

actualization

Performance result MinimumPassive

cooperation

Awakened

drives

Moderate

enthusiasm


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Done by Poushali Dey

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OB THEORY- PD.ppt