Power Pont 2 by Sir

8/8/2019 Power Pont 2 by Sir

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ORGANIZATION BEHAVIORINTRODUCTION


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Case

Rudely shaken Vijay came home in theevening and he was not in a mood to talk to

his wife. Bolted inside, he sat in his room, lit a

cigarette and brooded over his experience

with the company he loved most.A smart and intelligent vijay Joined the

company which boasts a turnover of 4000

crores in finance dept. Very dependable, heintroduced several new systems in record

keeping and was responsible for cost

reduction in many areas. He developed

relations with few.


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case

Though he deserved promotions, he missed it

4 times. GM Finance saw to it that Vijay was

shfited to Unit 2 where he was posted in

purchasing. Though it was not his cup of tea,

he went into it, streamlined the funciton and

introudced new systems esp vendor

management. He was honest in it. After twoyears, he was shifted to stores. Finance to

purchase, purchases to stores, was too much.

s


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Case

He busted out before the head and unable tocontrol his anger, he put in his papers too. Unit

head was aghast at this but did nothing to

console vijay but forwarded the papers to VPfinance. VP called vijay, heard him for

sometime and advised him not to lose heart

and his interest would be taken care of. Vijay

was asked to join and assured no action would

be taken. When the time came for promotions,

to his dismay , his name went missing. When he

met the head, he cool told him to pack off.


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Introduction

Managerial competencies

Skills to manage teams

Create vision and inspire to be part of

Hire complementary skills

Interpersonal competencies

Each individual is unique

Understand what motivates each one Understand differences and negotiate

Technical skills are desirable but not enough


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Why

Success isnt a destination its a process.

Understanding the behaviors between the

leader, the followers, and the organization. To be successful leader, one needs to

understand the behaviors of people,

organizations, and the situation.


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Objectives

Define organizational behavior (OB).

Explain the value of the systematic study of

OB.

List the major challenges and opportunities

for managers to use OB concepts

Identify the three levels of analysis in OB

model


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What do u say?

A happy worker is a productive worker.

Employees perform better without stress.

Employees usually feel bad if they are paid more

than others performing the same work.

Friendly & approachable bosses motivate

Leaders who exhibit stable behaviors in all situations

make best leaders


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What do u say?

When people feel intimidated, they will work

harder and do their best

Money is a motivator for employee People are more concerned about their own

salaries than others

Conflict has negative effect on workeffectiveness


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Organizations

Organization is a group of individuals who

work together towards achieving common

goals

A consciously coordinated social unit

composed of two or more people, that

functions on a relatively continuous basis to

achieve common set of goals.


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Organizations

Organizations - more than only a means forproviding goods and service

The settings in which we spend our lives

They have profound influence on employeebehavior

How does a Company see employees..

Costs to be reduced or..

The key to productivity


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Managers

Managers are the people who plan, organize,lead, and control the activities of the organizationso that its goals can be achieved.

Individuals who get the work done through others Managerial Activities

Make decisions

Allocate resources Direct activities of others to attain goals


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Managerial Functions

Planning

LeadingControlling

Organizing

Management

Functions


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Managerial Functions

Planning: A process that includes defining goals,establishing strategy and developing plans tocoordinate activities

Organizing: Process of what tasks to be done, who hasto accomplish them, how the tasks are grouped, wherethe decisions to be made and who reports to whom

Leading: Process of motivating and directingemployees , selecting most effective communicationchannel to obtain cooperation

Controlling: process of monitoring the activities toensure that they are accomplished as planned, withoutdeviation and correcting any significant deviations


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Managerial Roles

Decisional

Resource Allocator: Makes significant decisions

Entrepreneur: Scans the environment andorganization for opportunities to initiate

Negotiator: Represents the organization


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Managerial Roles

Informational Role

Monitors : Receives variety of information, serves

as nerve centre of information

Disseminator: Transmits the information received

from outside to members

Spokes person: Transmits information to

outsiders on organizational plans, policies andother issues


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Managerial Roles

Interpersonal Roles

Figure head: Performs number of ceremonial

duties of social nature

Leader: Motivates and directs the employees

Liaison: Maintains a network of outside contacts

who provide information and favor


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Management skills

Technical Skills Ability to apply specialized knowledge about

something that is learnt or mastered

Human Skills Ability to understand, work with and motivate others.

Technically competent and interpersonallyincompetent

Conceptual: Mental ability to analyze and diagnose complex

situations, like decision making


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Managerial Activities

Traditional management

Decision making, planning, and controlling

Communications

Exchanging routine information and processingpaperwork

Human resource management

Motivating, disciplining, managing conflict,staffing, and training

Networking

Socializing, politicking, and interacting with others


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Allocation of Activities by Time


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What is Organizational Behavior?

Organizational Behavior is the study ofhuman behavior in the workplace, theinteraction between people and the

organization with the intent to understandand predict human behavior

Systematic study that investigates the impactthat individuals, groups and structures have

on behavior within the organizations for thepurpose of applying such knowledge towardimproving organizational effectiveness


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Organization

Working Together

Technical & Emotional

Competence

Traditional Assets

Emotional Capital

Knowledge Capital


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Organization Behavior

We want to both understand and predict

certain behaviors

Some behaviors are more desirable thanothers; how can we maximize those

behaviors?

This is where attitudes, feelings, personality

characteristics, and other individual

differences come into play


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Why OB

Compete with their products

Compete through using their most valuableresource - people, to maximum effect

Interpersonal skills are vital to allow this tohappen


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Working Together

The success of an organization is dependent uponthe people within it working well together

Internally In teams

Across teams

Within and between departments and business units

Externally With suppliers

With Customers


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Why OB

Provides road map to life in organizations

Hopes and dreams, fear and frustrations

Act dynamically and rationally, distract and

irrational

Predict organizational life under conditions

To influence organizational events

More than understanding and predicting

To understand


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Why OB

how strong are

they

How do they

interrelate

What are thepatterns of

behavior

What is the cause

and effect relation

What solutions are

possible

Which variables

can be influenced

How they can be

influenced?


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Example

John is walking along the sidewalk and bumps

into someone and says, "I am sorry".

Jane, on the other hand, bumps into someoneand says Oh cant you see and is upset

Is effective or ineffective?


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Interpersonal Relationships

social associations

connections

affiliations

between two or more people


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Organizational Context

Interpersonal skills are used can be seen in

vast number of interpersonal interactions as:

Meetings

Delegation

Motivation

Facilitation

Coaching

Problem Solving

Selling

Leading


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Interpersonal Relations

An association between two or more people

that may be on the basis of liking or regular

interaction in some business etc which may

range from fleeting to enduring commitment

Interpersonal relationships take place in a

great variety of contexts.

Regulated by mutual agreement


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Technical V Emotional

Technical competence allows you to get to the

starting line in terms of dealing with:

Customers

Colleagues

Suppliers

Technical competence is an expected

Emotional competence -the ability to read,

understand and interact with people is what makes

the difference in the long term


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People in a relationship tend to influence each

other, share their thoughts and feelings, and

engage in activities together through

communication and interdependence

Tend to grow and improve gradually, as people

get to know each other and become closer

emotionally, or they gradually deteriorate aspeople drift apart, move on with their lives

and form new relationships with others.


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Restrained Impulsiveness

Internalized ExternalizedOrganized Disorganized

Realistic Idealistic

Modest Exhibitionistic

Over-controlled Under-controlled


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Interpersonal effectiveness

"the degree to which the consequences of

our behavior match our intentions.


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Interpersonal Relationships

Acquaintance Becoming acquainted depends on

previous relationships, continued interaction.

Buildup: People begin to trust, care about and

influence each other

Continuation Continued influence following mutual

commitment

Deterioration Flourishing relationships to social oneBoredom, resentment, and dissatisfaction

Termination Marks the end of the relationship,

either separation.


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No matter how hard you work or how many brilliant

ideas you may have, if you cant connect with the

people who work around you, your professional life

will suffer.


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"Interpersonal effectiveness is defined as the

degree to which the consequences of our

behavior match our intentions."


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Six success elements in Relationships

1. Self-awareness,

2. Self confidence

3. Positive personal impact

4. Outstanding performance

5. Communication skills and

6. Interpersonal competence


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IndividualIndividual

GroupGroup

OrganizationOrganization

OrganizationalOrganizational

BehaviorBehaviorSocial PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology

DisciplineDiscipline Unit of AnalysisUnit of Analysis OutputOutput

Study of Organization Behavior


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Psychology

Science that seeks to measure, explain and

sometimes change the behavior of humans

and other animals


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Sociology

Study of people in relation to their fellow

human beings


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Social Psychology

Area within psychology that blends concepts

from psychology and sociology and that

focuses on the influence of people on one

another


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Anthropology

Study of societies to learn about human being

an their activities.


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Contributing Disciplines to the OB

Field (contd)


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IndividualIndividualeffectivenesseffectiveness

GroupGroupeffectivenesseffectiveness

OrganizationalOrganizationaleffectivenesseffectiveness

Three Perspectives on Effectiveness

Group

Behavior

Group conflict

Power &

Politics

Processes

-Communications

-Decision Making

-Leadership

Motivation

Rewards

Characteristics


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People skillsCope with

TemporarinessChange and

Innovation

Managing work

Force diversity

Improvingquality

and

productivity

Globalization

Challenges to OB


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Globalization

Organizations are no longer constrained by theborders

Centre of economic activity is global

Consumer landscape has changed Technological connectivity led to transformation of

behavior

Talent to Knowledge

Pressure to expand and grow Access to information

Global managers and domestic differences


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Diversity

Becoming heterogeneous

Challenge to adapt to people who are different

To be successful one has to understand and

respect others

Effective use of diversity for opportunity

To maximize potential of all members of workforce

Embrace diversity


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Quality and productivity

Increasing capacities to respond to increasing

demand thru infrastructure

Increasing production increasing

competition Pressure on quality

Quality improvements come from design,

manufacturing, layout, processes

Employees are key to quality


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Quality

Intense focus on the customer

Concern for continual improvement

Improvement in the quality of everythingthe organization does

Accurate measurement

Empowerment of employees


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Labor Shortage

Economics ups and downs difficult to predict.

Scarcity of talent

Recruitment and retention

Outsourcing

Contracting of work which is originally done by

the organization to others who can do it for lesser

cost and acceptable quality


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Others

People skillsMotivate & Communicate

Empower People

Give up controlEmbrace responsibility

ChangeFlexible, open to change

InnovationProvide impetusWealth of ideas


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Others

Coping with Temporariness

Helping Employees Balance Work/Life

Conflicts

Declining Employee Loyalty

Improving Ethical Behavior


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Employee Performance

Productivity: Ability to achieve goals by

transforming inputs into outputs at lowest cost

Effectiveness: Achievement of goals

Efficiency: Ratio of output and input

Absenteeism: Failure to report to work leading to

disruption of work

Turnover: Voluntary and involuntary withdrawalfrom work

Deviant behaviors: Irritating behaviors at work


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Organizational citizenship

Discretionary behavior

Not part of an employee's formal job

requirements

Promotes the effective functioning of the

organization

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Examples of Organizational Citizenship

Helping others on one's work team

Volunteering for extra job activities

Avoiding unnecessary conflicts Making constructive statements about one's

work group and the overall organization

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Job Satisfaction

Theres a link between satisfaction andproductivity.

Satisfaction appears to be negatively

related to absenteeism and turnover. Managers have a humanistic responsibility

to provide their employees with jobs that

are challenging, intrinsically rewarding, andsatisfying.

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Power Pont 2 by Sir