OB,Session_1.ppt

7/29/2019 OB,Session_1.ppt

1/30

Organizational Behavior

Session-1(Part-A&B)

Devindra

National Institute of Fashion Technology(Shillong)Note: PPTs are only for reference


2/30

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 whichpeople can act more effectively.

Organisational Behaviour


3/30

An organisation is a unique living organism

whose basic component is the individual and

this individual is our fundamental unit ofstudy.

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.

Importance of Organisational

Behaviour


4/30

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 adivision, department or section of several

persons within a larger organisation.

Organisation


5/30

An ideal organisation might be seen

as one that operates with maximum

efficiency, profitability andemployee satisfaction.

Organisation Contd.


6/30

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. Ourbehaviour is generally motivated by a desire to

attain some goal.

Behaviour


7/30

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.

Behaviour Contd.


8/30

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 atwork.

Goals


9/30

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.

Key Elements


10/30

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 People


11/30

1.Social Systems

Organisations are social systems and

consequently activities here are governed bysocial and psychological realities.

Just as people have psychological needs, they

also have social roles and status. Theirbehaviour is influenced by their group as well as

their individual drives.

The Nature of Organisations


12/30

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.

The Nature of Organisations Contd.


13/30

Organisational Behaviour Model

Ability Factors Personality Factors

(Mental Factors, Skills, etc.) (Values, Interests, Motivation, etc.)

Selecting forork and Environment

Variables (Equipment,

Methods, etc.)

OrganisationalVariables

(Leadership,

Incentives, etc.)

Special Training

(Amount and Method)

Experience

(Amount and Type)

Effective Behavior and Work Performance

Designing for Training for


14/30

Four Models of Organizational Behavior

Parameters Autocratic Custodial Supportive Collegial

Basis of Model Power Economic

Resources

Leadership Partnership

Managerial

Orientation

Authority Money Support Teamwork

Employee

Orientation

Obedience Security and

Benefits

Job

Performance

Responsible

Behaviour

Employee

PsychologicalResult

Dependence

on Boss

Dependence

onOrganisation

Participation Self-

discipline

Employee

needs met

Subsistence Security Status and

Recognition

Self-

actualisation

Performance

result

Minimum Passive

Cooperation

Awakened

drives

Moderate

enthusiasm


15/30

Why OB

IT, globalization, diversity, ethics etc are

very important environmental or contextual

dimensions of OB. However the generalpremise is that OB and managing people ,

the HR of an organization have been, are

and shall be the major challenge and sourceof critical competitive advantage.

1-15


16/30

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


17/30

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.


18/30

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 andperceptions about the changes.

1-18


19/30

Historical background, methodology

and theoretical framework 3 dimensions of management- technical( including

IT) , conceptual and human.

Managers have traditionally been good intechnical/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


20/30

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, 360feedback, self managed teams, and behavior

management. Further only of these stick to

these practices over time. This makes it X X

= 1/81-20


21/30

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 normsdeterred it from rising. Binging, social ostracism, ridicule,

name calling were applied by workers to obtain

compliance to group norms.

1-21


22/30

1-22

Simple Relationships Among Problems,

Methodology, And Knowledge

Body of Knowledge

ResearchMethodology

Problems and Questionsabout Organizational Behavior


23/30

1-23

The Relationship Of Organizational Behavior To

Other Closely Related Disciplines

Organization

Theory

(OT)

Organizational

Behavior

(OB)

Organization

Development

(OD)

Human Resource

Management

(HRM)

Theoretical

Applied

Macro Micro


24/30

1-24

A Social Learning Approach To

Organizational Behavior

Much of complex behavior

is acquired by directly

observing and imitating

others in the surrounding

environment

ORGANIZATIONAL

PARTICIPANTS

ORGANIZATIONAL

BEHAVIOR

Cognitive

representations of

reality help guide

organizational behavior

ORGANIZATIONAL

ENVIRONMENT

Participants control their

own behavior to the

extent that they rely

on cognitive supports and

manage relevant environmental

cues and consequences


25/30

1-25

Symbolizing

Employees

process visual

experiences

(customer

named

Applegate) intocognitive

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)

Self-regulatory

Employees self-

control their

actions by

setting internal

standards

(aspired level ofperformance)

and by

evaluating the

discrepancy

between the

standard and

the perform-

ance (where do

I stand) in order

to improve it

Self-reflective

Employees

reflect back on

their actions

(how did I do)

and perceptual-

ly determine

how strongly

they believe

they can

successfully

accomplish the

task in thefuture given the

context

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)

The Basic Human Capabilities According To

Banduras Social Cognitive Theory (SCT)


26/30

1-26

A Conceptual Framework For The Study

Of Organizational Behavior

Environmental Context

2. Info. Tech & Globalization3. Diversity & Ethics

Organizational Context

4. Design & Culture

5. Reward System

Cognitive Processes

6. Perception & Attribution

7. Personality & Attitudes

8. Motivational Needs & Processes

9. Emotional Intelligence,-

Social

Cognitive

Theory

Managing and

Leading for High

Performance

15. Goals & Job

Design

16. Behavioral

Management

17. Leadership

Processes &

Skills18. Great Leaders

Really Do

Dynamics

10. Communication

11. Decision

Making

12. Stress &

Conflict

13. Power &

Politics

14. Groups &Teams

Organizational

Behavior


27/30

Contributions of various behavioral disciplines

Psychology. Measure, explain and sometimes change behavior

Sociology. Studies people in relation to fellow humans.

Social psychology. Studies influence of people on one another- Change

Anthropology. Study of societies to learn about humans and activities.

Pol science. Behavior of groups and individuals in political environment


28/30

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 productivity-1. Lean manufacturing

2. Empowering people at grassroots for better

services.

3. Flatter organizations.


29/30

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.

Challenges & Opportunities of O.B.


30/30

Thank You.

Documents

OB,Session_1.ppt