Organization Relations/Behavior (Review)

8/12/2019 Organization Relations/Behavior (Review)

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Definitions are a view of OB as:

A way of thinking An interdisciplinary field Having a distinctly humanistic outlook Performance oriented Seeing the external environment as critical Using scientific method Having an applications orientation

CONTRIBUTING DISCIPLINES TO OR

Psychology Sociology Social Psychology Anthropology Political Science

Attitude

One might smile and smile and yet be villain. Shakespeare An attitude refers to the way a person feels about and disposed towards some object. Attitude is learning predispositions toward aspects of environment. They can be positively or

negatively directed towards certain people, service or institutions. - N.L.Munn Attitude is evaluative statements or judgments concerning objects, pe ople or events. - S.P. Robbins

Components

Affective:

the feelings, Sentiments, moods and emotions about some person, idea, event or object. Cognitive: the belief, options, knowledge, or information held by the individual. Behavioral: the predisposition to act on a favorable or unfavorable evaluation of something.

Types of job related attitudes

Job Satisfaction Job involvement Organization Commitment

Terminal values : It represent the desirable end- states of existence, the goals an individual would like toachieve during his/her life time.

Instrumental values : It reflects the way to achieving goals. Preferable modes of behavior or means ofachieving ones terminal values

Terminal value Instrumental valueworld peace honestyhappiness forgiving natureequality helpfulnessachievement self control

beauty in nature couragefriendship competenceexciting life intelligence


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Factor influencing Perception

The perceiver The target The situationAttitudes Novelty TimeMotives Motion Work settingInterests Background Social setting

Experiences SizeExpectancy Sound

Perceptual Error/barriers

Selective Perception:People selectively interpret what they see based on their interests, background, experience and attitude.Halo Effect: Drawing a general impression about an individual based on a single characteristic.

Contrast Effects: A persons evaluation in affected by comparison with other individuals recently encountered. Projection: Attribution ones own characteristic to other people.Stereotyping: Judging someone on the basis of your perception of the group to which that person belongs.

Big five personality


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Equity Theory

J. Stacy Adam Fairness, kindness, Justice, Transparency Compensation practices Individuals make contribution for which they expect outcomes.

Comparing their input and outcome to those of others in the form of ratio. Comparison referent are: Self-inside, self-outside, other inside, other- outside.

Expectancy Theory

Victor Vroom Motivation is based on peoples beliefs, goals and linkage between Effort and performance Performance and Rewards reward and individual goal satisfaction

Reinforcement/operant Theory It is also called operant conditioning theory. Behavior is the function of its consequences. Behavior is environmentally caused. It can be modified (reinforced) by providing (controlling) consequences. Reinforce behavior tends to be repeated. Forms of reinforcement : positive, negative, extinction and Punishment


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Determinants of Job Satisfaction Pay Work itself Promotion Supervision Work group

Working conditions

Dimension of organizational Commitment

Affective commitment Continuance commitment Normative commitment

Guidelines to enhance organizational commitment Commit to people first values Clarify and communicate your mission Guarantee organizational justice Create a sense of community Support employee development


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Job Design /Work Design


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Stages of Group Development

Types of Team

Effectiveness of team

Cohesiveness (integrated) Communication Groupthink (group harmony) Homogeneity Role identity Stability Team size


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Approaches to leadership

a. Trait approach : ( drive, desire to lead, honesty and indignity, self confidence, intelligence, jobrelevant knowledge)

b. Behavioral Approach :Ohio state studies Michigan studiesInitial structure Concern for peopleconsideration Concern for production

c. Situational approaches:

Fiedler model Path goal theoryLeader member relations Directive behaviorTask structure SupportivePosition power Participative

Achievement oriented

Blanchard and Hersey characterized leadership style in term of the amount of direction and supportthat the leader provides to their followers.Blanchard and Hersey extended their model to include the Development level of the follower.They stated that the leaders chosen style should be based on the competence and commitment ofher followers.They categories the possible development of the followers into four levels D1 to D4.


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Enhancing effective communication

Listen carefully Use body language to communicate effectively Remember the three "Lee brothers" when you speak Be brief and direct Take anger out of the equation

Utilizing Feedback Regulating information flow Two way communication Reducing psychological Barrier


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Types of inter-group conflict

Vertical conflict : superior-subordinates Horizontal conflict: between same level in the hierarchy Line and staff conflict: representative disagree Diversity based conflict

Ways to minimize conflict


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Sustaining Organizational Culture

Values of founder Socialization Process Ceremonies and Rites Stories and Language

OD process Techniques of ODInitial Diagnosis Individual interventionData collection Process interventionsData feedback and confrontation system-wide interventionsaction planning and problem solvingteam building

inter - group developmentevaluation and follow- up

Resistance to change Overcoming Resistance to changehabit Education and communicationsecurity ParticipationEconomic factor Facilitation and supportFear of the unknown NegotiationStructural inertia Manipulation and cooptionLimited focus of change CoercionGroup inertia

Threat to expertiseThreats to power relationship/resource allocation

Factor affecting Organization design

Strategy Organization size Technology Environment


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Types of Organization Design Simple structure Bureaucratic Matrix structure Team structure Virtual/Network structure

Boundaryless structure

The characteristics or features of Bureaucratic Organization are as follows:-

1. There is a high degree of Division of Labor and Specializations.2. There is a well defined Hierarchy of Authority.3. It follows the principle of Rationality, Objectively and Consistency.4. There are Formal and Impersonal relations among the member of the organization.5. Interpersonal relations are based on positions and not on personalities.6. There are well defined Rules and Regulations. There rules cover all the duties and rights of the

employees. These rules must be strictly followed.7. There are well defined Methods for all types of work.8. Selection and Promotion is based on Technical qualifications.9. Only Bureaucratic or legal power is given importance.

Unique features of Matrix structure

Better coordination and control Adaptable to dynamic environment Effective utilization of resources Particular management Sufficient time for top management Excellence in inter disciplinary specialization Development of team work

Four specific issues related to technology and work

Continuous improvement processes (TQM) Reengineering work processes Flexible manufacturing systems Worker obsolescence

Documents

Organization Relations/Behavior (Review)