OB – Presentation

Aditi Malik – 1Ankit Sharma – 2Ayan Ray – 3Mansi Bajpai – 4Trina Bhagat - 5

Organizational Behaviour is the field of study that investigates the impact that individuals, groups and the organizational structure have on the behaviour within the organization, for the purpose of applying such knowledge towards improving the organizational effectiveness.

The study of OB is related to individuals and group of people working together in teams.

This study becomes all the more interesting when situational factors (both internal and external) interact.

There are no absolutes in Human Behaviour. No two individuals are likely to behave in the same manner in a particular organization.

Hence, recent trends exist in laying greater stress on organizational development and imbibing a favourable organizational culture in each individual.

It also involves fostering a team spirit and motivation so that the organizational objectives are achieved.

What is a “Team” ?

a number of persons forming one of the sides in a game or contest: a football team.

a number of persons associated in some joint action: a team of advisers.

dictionary.com

Scope of Organizational Behaviour within a Team

Impact of Leadership on the Team Study of different organizational structures

Perception Job Design Impact of Culture on OB Management of Conflict and Stress Study of Emotions Design and development of an effective Orgz.

Organizational Development

Study of the Indian Cricket Team as an Organization

How do we relate the Indian Cricket Team to an Organization ?

Both are Social Arrangements which

Pursue collective goalsControl their own performanceHave a boundary separating them form the environment

Have a inflow and outflow of workforce/members over time

Behave somewhat similarly to different situations.

Composition of “Team India”

Players

Coach

Manage-ment

Support Staff

Captain

10

Major Workforce Diversity in “Team India”

Married/ Single

Married/ Single

NationalityNationality

ExperienceExperience

State-wiseOrigin

State-wiseOrigin

AgeAge

PopularityPopularity

Core Competency

Core Competency

Challenges and Opportunities for OB in Team India

Instilling a Winning Attitude in the Team

Distribution of Responsibilities Stimulating Innovation and Change Managing Out-of-form Players Helping the players to deal with Stress Helping Employees Balance Work/Life Conflicts

Improving physical and mental endurance amongst the players

Managing Media Relations

“If Team India was personified these are the traits you’ll observe in it :- ” –

www.thatscricket.com

March 5th, 2004

Fearlessness: The most obvious trait that comes out is the courage of the unit. The ability to face challenges head-on without showing signs of fear. This unit poses a brave exterior to all those who encounter it.

Emotional: A trait that is at most times endearing, but at sometimes can prove to be a tad immature. However, India can pride themselves on the fact that they play the game with the heart.

Confident: Eye to eye communication is what matters most and this person knows that too well. Shyness and awkwardness are thrown out and the new garb of surety and self-confidence are adorned. There is no looking back as no matter what lies ahead, there is a willingness to stand tall and face the task.

Matter-of-fact: Being practical when you are by nature a passionate person, is a difficult proposition, but team India have shown that in certain issues that are strategic in world cricket have to be dealt with in a pragmatic way. Whether it is to do with excessive appealing, or faulty umpiring some things have to be dealt with in a matter of fact way.

The Famous Huddle

The Huddle was symbolic of the new spirit injected into the team especially after the 2000-01 match mixing scandals and the severe drop in performance.

It soon grew into an identity as the players took part in the little team huddles at the fall of an wicket or in between Overs to discuss a strategy.

Team Spirit – the single most valuable intangible asset any team can possess

It is a mistaken belief that team spirit implies its constituents must all be on the same plane. What it really means is that independent opinions are crucial, but that the common objective is paramount.

If this objective is not well defined or understood it can lead to subversion and consequent disaster.

Example of this disaster in Indian cricket team: India won the 1983 World Cup when relations between Kapil Dev and Sunil Gavaskar were not exactly hunky dory.

2 years later, Gavaskar was captain and Kapil Dev his star player when India won the World Championship of Cricket in Australia in 1985, and it is not that these two had become bosom buddies in the interim.

Culture is an integral part of an Organization, so is the case with Cricket, and the Indian Cricket Team is a Perfect example.

Indian cricket and Indian culture

“The game of cricket apart from Bollywood is one thing that unifies India and to a large extent serves as a proxy for the changing Indian ethos” – crickinfo.com

The slapping incident when Harbhajan Singh slapped a fellow Indian cricketer Sreeshant in the field in full view of the public raised several issues.

For example :

1) Our short lived patience (specially at our workplace)

2) How the much prized aggression on the field is going overboard .

3) How jingoistic we tend to become.

“Here, the emerging double standards of Indian nature is observed when the country considered Harbhajan not guilty in Australia” ( w.r.t. the Racial comments against Andrew Symonds), “even before the complete truth was known and whole country brought it on itself to defend Harbhajan even going to the extent of unleashing vile threats when everyone knows how divided the country can be on race, religion, caste and class considerations.”

Whereas in case of harbhajan singh slapping his team mate was condemned to a case of aggression. Here the question arises” –

Editorial Column The Statesman

Effective Leadership in Team India

Effective Leadership

Since the new millennium, the fortunes of the team had seen a radical change under the leadership of Ganguly , Dravid and Dhoni.

India has become a more combative unit.

With world-class performers in the team such as Sachin, Dravid and Laxman we have the important mix of young blood and experience.

•The team is high on team spirit and very loyal to the captain(the leader).• It had started winning test matches away from home and had also reached most of the finals sine 2003, with greater vigor .

•"For us, building up team strength is vital. Not that we don't care about the individual, but the individual is far less important here than the team. Chappell is clearly thinking on the same lines.“ – an Indian squad member.

Case Study : Organizational Conflicts

Clash of the Titans:The Sourav Ganguly-Greg Chappell clash

The Chappell Ganguly controversy was a series of events in late 2005 and early 2006, which involved highly publicised infighting in the Indian cricket team between the then newly appointed coach Greg Chappell and then captain Sourav Ganguly.

The dispute resulted in the removal of Ganguly as captain and his replacement by vice-captain Rahul Dravid in November 2005, with Ganguly being dropped from the ODI team.

“As a leader, Chappell was found more aggressive and a “taskmaster”. Ganguly was identified as a tough, intuitive and emotional leader.”

When two authoritarian individuals worked together, there was bound to be more than a little friction, which is what happened.

Organizational Conflict is a common phenomenon ….

How things took shape ….

“Shifting team Dynamics”,-Some felt he was setting too many individual goals apart from team goals, which confused the players

“locus of power” “emotional intelligence” “adversity quotient”,

But some believed that Chappell was a “situational leader”, trying to prepare the team for the 2007 World Cup and did not have much time.

Issues of leadership -Chappell was also felt to be under pressure to prove himself. “Perhaps he wanted to prove himself by strongly pitting the Indian team against the formidable Australians,”

Cultural changes -Some participants felt Chappell came from a culture of high achievers, keen to implement change rather quickly.

“Distributed leadership” - “Different persons should lead in different situations. If Ganguly was good for one situation, the baton should have been passed on to another in a different situation and Ganguly could have been brought back if the situation demanded so,”

Removing power bases, and creating own “personal power” irrespective of other people, like Sachin Tendulkar’s, which gives an employee his own position in the organisation.

Thank You