WHAT IS OB session 2

8/7/2019 WHAT IS OB session 2

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INTRODUCTION TOORGANIZATIONAL

BEHAVIOUR1


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What Managers Do

Managerial Activities

Make decisions

Allocate resources Direct activities of others to

attain goals

Managerial Activities

Make decisions

Allocate resources

Direct activities of others to

attain goals

ManagersIndividuals who achieve goals through otherpeople.


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2005 Prentice Hall Inc. All rights reserved.

Where Managers Work

Organization

A consciously coordinated socialunit, composed of two or morepeople, that functions on a

relatively continuous basis toachieve a common goal or set ofgoals.


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.

Management Functions

ManagementManagementFunctionsFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling


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Management Functions (contd)

Planning

A process that includes defininggoals, establishing strategy, anddeveloping plans to coordinate

activities.


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Organizing

Determining what tasks are to bedone, who is to do them, how thetasks are to be grouped, who reports

to whom, and where decisions are tobe made.


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Leading

A function that includes motivatingemployees, directing others,selecting the most effective

communication channels, andresolving conflicts.


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.


Controlling

Monitoring activities to ensure they arebeing accomplished as planned andcorrecting any significant deviations.


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Case 1

. Abhay Bedi joined Eslia Electronics Ltd., as anengineer. When he had completed five years in

the firm, his manager resigned to join another

firm in a higher position. After evaluating the

performance records of 10 engineers in the Firm,

the top management decided to promote Abhayto the position. When Abhay was handed the

promotion letter, he was happy but also tense

about his new role. What are the different roles

that Abhay will have to perform as a manager.


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Mintzbergs Managerial Roles


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Mintzbergs Managerial Roles (contd)

.


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Mintzbergs Managerial Roles (contd)

.


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Ramanath , one of the software engineer working with

INO solutions, had excellent knowledge in his field,and had received an award for the best softwareengineer in the third year of his joining the company.However ramnath lacked interpersonal skills andalways worked in isolation without interacting withany of his colleagues. The only time he interacted with

people were-first when he had to listen to therequirements of the customers and note thespecification of the product desired by them andsecond when he had to explain to the customers theusage of the product desired by them . Even duringthese interactions , Ramanath was ill tempered and

got easily irrated . Due to his poor interpersonal skill ,he was not considered for managerial position in theorganization. Suggest how Ramnath can improve hischances of being considered for promotion in nextappraisal.


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Common mistakes committed by managers

Lack Of clarity Lack Of empathy

Act as Demotivator

Poor Listening Skills

Failure to give effective feedback Too busy to manage

2005 Prentice Hall Inc. All rights reserved. 114


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Management Skills

Technical skillsThe ability to apply specializedknowledge or expertise.

Human skillsThe ability to work with,understand, and motivate otherpeople, both individually and ingroups.

Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.


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Enter Organizational Behavior

Organizational behavior(OB)

A field of study thatinvestigates the impactthat individuals, groups,and structure have onbehavior withinorganizations, for the

purpose of applying suchknowledge towardimproving anorganizations

effectiveness.


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What is the net present value at a discounted rate

of 12% per year of an portfolio of stocks , with an

intial dividend next year of INR 4 crores and an

expected rate of dividend dividend next year of rs

4 lakh and an expected rate of dividend growth

thereafter of 4% per year.


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What is the most effective way to motivate people

at work?


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Intuition and Systematic Study

The two are complementary means of predicting behavior.


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Replacing Intuition with Systematic Study

Systematic study

Looking at relationships, attempting toattribute causes and effects, and drawingconclusions based on scientific evidence.

Provides a means to predict behaviors.

IntuitionA feeling not necessarily supported by research.


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Contributing Disciplines

See E X H I B I T 13 for details

Many behavioral sciences

have contributed to the

development of

Organizational

Behavior


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Contributing Disciplines to the OB Field

PsychologyThe science that seeks to measure, explain, and sometimes

change the behavior of humans and other animals.


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Contributing Disciplines to the OB Field (contd)

SociologyThe study of people in relation to their fellow human beings.


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Social PsychologyAn area within psychology that blends concepts frompsychology and sociology and that focuses on theinfluence of people on one another.


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AnthropologyThe study of societies to learn about human beingsand their activities.


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Political ScienceThe study of the behavior of individuals andgroups within a political environment.


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Toward an OB DisciplineToward an OB Discipline


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There Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y

Contingency variablesSituational factors: variables thatmoderate the relationship between twoor more other variables and improve the

correlation.


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Basic OB Model, Stage I

Model

An abstraction of reality.A simplifiedrepresentation of some

real-world phenomenon.


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Types of Study Variables

Independent (X)

The presumed cause of thechange in the dependentvariable (Y).

This is the variable that OBresearchers manipulate toobserve the changes in Y.

Dependent (Y)

This is the response to X (theindependent variable).

It is what the OB researchers

want to predict or explain. The interesting variable!


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The Dependent Variables (contd)

ProductivityA performance measure thatincludes effectiveness andefficiency.

Effectiveness

Achievement ofgoals.Efficiency

The ratio of effectiveoutput to the inputrequired to achieve it.


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Absenteeism

The failure to report to

work.

Turnover

The voluntary andinvoluntary permanentwithdrawal from anorganization.


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Organizational citizenshipbehavior (OCB)

Discretionary behavior that isnot part of an employees

formal job requirements, butthat nevertheless promotes theeffective functioning of theorganization.


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Job satisfactionA general attitude toward ones job, thedifference between the amount of rewardworkers receive and the amount they believe

they should receive.


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The Independent Variables

IndependentIndependentVariablesVariables

Individual-LevelIndividual-Level

VariablesVariables

OrganizationOrganization

System-LevelSystem-Level

VariablesVariables

Group-LevelGroup-Level

VariablesVariables

Independent variableThe presumed cause of some change in thedependent variable.


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OB Model

E X H I B I T 16

Independent

Variables (X)

DependentVariables (Y)


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Challenges and Opportunities for OB

Responding to Globalization

Managing Workforce Diversity

Improving Quality and Productivity

Improving Customer Service

Improving People Skills

Stimulating Innovation and Change

Coping with Temporariness

Working in Networked Organizations

Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment

Improving Ethical Behavior

S


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After studying this chapter,you should be able to:

1. Define organizational behavior (OB).

2. Describe what managers do.

3. Explain the value of the systematic study of

OB.

4. List the major challenges and opportunities for

managers to use OB concepts.

5. Identify the contributions made by majorbehavioral science disciplines to OB.

LEA

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After studying this chapter,you should be able to:

6. Describe why managers require a knowledge

of OB.

7. Explain the need for a contingency approach

to the study of OB.

8. Identify the three levels of analysis in this

books OB model.

LEAR

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OB

JEC

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d)

Documents

WHAT IS OB session 2