Management & OB
Aug 2010
Organisational BehaviourOrganisational Behaviour
OB is the study and understanding of individual and group behaviour , and patterns of structure in order to help improve organisational performance & effectiveness
• the behaviour of people• the process of management• the organisational context in which the process of management takes place • organisational processes and execution of work• Interactions with the external envirornment of which the organisation is a part
Individual---- Central feature Groups The Organisation-- Structure, systems & processes The environment
Management as an integral activityManagement as an integral activity
Organisational Processes&
Execution of Work
Systems of motivation,job satisfaction & rewards
Co-coordinating efforts of
members of the organisation
Coherent pattern of activitieswithin the total work
organisation
The IndividualPersonality
Skills, ValuesAttributes
Needs & Expectations
The Groups Structures & FunctionsRoles & Relationships
Group Influence, pressure
The OrganisationObjectives & Policies
TechnologyMethods of workFormal structure
Style of leaderships
The EnvironmentEconomic, social, cultural
GovernmentMarkets
Creating an OrganisationalClimate in whichpeople work willinglyand effectively
Interrelated Influenceon behaviour in workorganisations
Satisfying the needs of people at work
Achieving the goals of the organisation
Improved organisationalPerformance andeffectiveness
Improving thePeople-
OrganisationalRelationship
People-Organisation RelationshipPeople-Organisation Relationship
• Human behaviour is influenced by a complex combination of individual,social and cultural factors
• Tensions,conflicts,and politics are almost inevitable• Informal structures of the organisation and unofficial methods of work• Initially majority of employees join with the attitude of being eager to
do a good job, desirous of performing well and to the best of his/her abilities
• People generally respond in a manner in which they are treated• Many problems arise not so much from what management does but
from the manner how it is done• Heavy responsibility is placed on the managers and activities of
management… systems & processes and style of management• Therefore, focus needs to be given on improving people-organisation
relationship by providing the right balance by: - Demonstrating genuine concern for people - Communicating - Listening.. Not only words, what lies behind - Knowing more about individuals, their families,
aspirations etc - Reward & recognition
The Psychological ContractThe Psychological Contract
• Not a written contract, but it implies a series of mutual expectations and satisfaction of needs arising from people-organisation relationship
• Process of giving and receiving by the individual and the organisation
• It is unlikely that all expectations of the individual or the organisation will be met. It’s a continuous process of balancing, and explicit and implicit bargaining
• Successful companies adopt a simple formula of balancing to improve people-organisation relationship by :
- Demonstrating genuine concern for people - Communicating - Listening.. Not only words, what lies behind - Knowing more about individuals, their families,
aspirations etc - Reward & recognition