Transcript ORGANIZATIONAL BEHAVIOUR DR.DALEEP PARIMOO WHY ORGANIZATIONAL BEHAVIOUR With the advent of globalization, organizations in the present scenario are employing people from different cultural and ethnic.

ORGANIZATIONAL
BEHAVIOUR
DR.DALEEP PARIMOO
WHY ORGANIZATIONAL BEHAVIOUR
With the advent of globalization, organizations in the present scenario are
employing people from different cultural and ethnic backgrounds.
Apart from diverse workforce, managers also have to deal with challenges like
changes in technological advancements, strategic alliances, etc. All these
challenges complicate the task of managing an organization.
If the managers are to facilitate the smooth functioning of their organization, they
have to effectively manage the most important resource available to them, i.e.,
the human resource.
This is where OB plays an important role. OB is a study that helps managers in
understanding and analyzing the nature of an organization’s workgroups and the
individuals within a workgroup.
Why Do We Study OB?
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To learn about yourself and how to deal with others. It is a systematic study of the actions
and attitudes that people exhibit within organization
You are part of an organization, and will continue to be a part of various Teams/groups/subgroups
Organizations are increasingly expecting individuals to be able to work in teams at most of
the time
Understanding of the organizational factors that influence work
Understanding of how the work environment shapes organizational performance ·
It helps managers in getting the work done in effective way
It emphasizes the interaction and relations between the organization and individual
behavior, thus making an attempt to fulfill psychological contract between individuals and
the organization.
It helps to develop work-related behavior and job satisfaction.
It helps in building motivating climate
It helps in building cordial industrial relations.
It helps in predicting behavior and applying it in some meaningful way to make
organizations more effective.
It implies effective management of human resources.
Organizational Behavior
Organizational Behavior consists of two words
Organization
&
Behavior
Organization
A consciously coordinated social unit,
composed of a group of people, which
functions on a relatively continuous basis to
achieve a common goal or set of goals.
Behavior
Behavior refers to the actions or reactions of
an individual/set of individuals or organism,
usually in relation to the environment.
Behavior can be conscious or subconscious,
overt or covert
What Managers Do
Managers are Individuals who achieve goals
through other people.
Managerial Activities
Management Functions
Planning
Organizing
Management
Functions
Controlling
Leading
Management Functions (cont’d)
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to coordinate
activities.
Management Functions (cont’d)
Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.
Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
Management Functions (cont’d)
Controlling
Monitoring activities to
ensure they are being
accomplished as planned
and
correcting
any
significant deviations.
Organizational Behavior
•The study of Organizational Behavior (OB) is very interesting and
challenging too. It is related to individuals, group of people working together
in teams.
•The study of organizational behavior relates to the expected behavior of an
individual in the organization. No two individuals are likely to behave in the
same manner in a particular work situation
•There are no absolutes in human behavior. It is the human factor that is
contributory to the productivity, hence the study of human behavior is
important
Organizational Behaviour
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OB is the study of what people think, feel and do in and
around the organizations. It explores individual emotions,
behavior, team dynamics and systems and structures of
organizations.
• A field of study that investigates the impact that individuals,
groups and structure have on behavior within organizations,
for the purpose of applying such knowledge toward
improving an organization’s effectiveness.
• The study of human behaviour in organizational contexts
with a focus on individual and group processes and actions”
ORGANIZATIONAL BEHAVIOUR-DEFINITION S………………..CONTD
According to Keith Davis, Organizational Behavior is an academic discipline
concerned with understanding and describing human behavior in an organizational
environment. It seeks to shed light on the whole complex human factor in
organizations by identifying causes and effects of that behavior
According to Luthans, Organizational Behavior is directly concerned with the
understanding, prediction, and control of human behavior in organizations
According to Joe Kelly, Organizational Behavior is the systematic study of the
nature of organizations: how they begin, grow and develop, and their effect on
individual members, constituent groups, other organizations, and large institutions.
According to Robbins, Organizational Behavior is a field of study that investigates
the impact that individuals, groups, and structure have on behavior within
organizations for the purpose of applying such knowledge towards improving an
organization's effectiveness
According to Baron and Greenberg, Organizational Behavior is the field that
seeks knowledge of behavior in organizational settings by systematically studying
individual, group, and
organizational processes.
Organizational Behavior
In simple terms organizational
behavior refers to the behavior of
persons in an organization.
Organizational Behavior
ORGANIZATIONAL BEHAVIOUR-DEFINITION S………………..CONTD
• The study of human behavior in organizational settings, the
interface between human behavior and the organizational context,
and the organization itself.“
There are 3 parts of the Definition
1. The individual behavior,
2. The organization and
3. The (interface between the two)
• Each individual brings to an organization a unique set of beliefs,
values, attitudes and other personal characteristics and these
characteristics of all individuals must interact with each other in
order to create organizational settings. The organizational behavior
is specifically concerned with work-related behavior, which takes
place in organizations.
Organizational Behavior focuses on five levels of analysis. They are :
· Individual behavior
· Inter-personal behavior
· Group behavior and group dynamics
· Organizational issues
· Environmental issues.
Organizational Behavior
Study
of
Behaviour
What is it?
Individual
Behavior
Group
Behavior
Organizational
Structure/
Behaviour
ELEMENTS OF ORGANISATIONAL BEHAVIOUR
•People
•Structure:
•Technology:
•Environment:
Evolution of Management
Thought
Evolution of Management Thought
Organizational Behaviour
1970’s
Human Relations
1940’s
Hawthorne Studies
Classical Organization Theory
Scientific Management
1900’s
Basic OB Model, Stage I
Organization systems level
Group level
Individual level
Contributing Disciplines to the
OB Field
Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
CHALLENGES AND OPPORTUNITIES
Challenges and Opportunity for OB
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Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
Challenges and Opportunity for OB (cont’d)
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Improving People Skills
Empowering People
Coping with “Temporariness”
Stimulation Innovation and Change
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
Improving Quality and Productivity
A)
By
using
self-directed
work
teams,
streamlining processes and
implementing
continuous improvement programs must be a
model of
manufacturing efficiency.
B)
By implementing programs such as TQM and
reengineering
programs
that
require
extensive employee involvement
Improving people skills
a. People skills are critical to managerial effectiveness.
b. There are specific people skills that managers can use on the
job
Managing Work Force Diversity
a. Organizations are becoming more heterogonous in terms of
gender, race, and ethnicity, encompasses anyone who varies
from the' norm’.
b. Managers need to recognize differences and respond them.
c. Traditional melting pot approach is applied.
d. If positively managed diversity can increase
Responding to Globalization
a. you are increasingly likely to find yourself in a foreign assignment
b. you are going to find yourself working with bosses, peers, and
subordinates who were born and raised in different countries.
Empowering People
•The reshaping of the relationship between managers and
employees.
•Decision making is being pushed down to the operating
level.
•Managers give up control, employees control their work
themselves, make appropriate decisions.
•Using of self managed teams.
Stimulating Innovation and Change
a. Must foster innovation and master the art of change
b. Maintain the flexibility, improve quality
c. To stimulate employee creativity and tolerance to
change
Coping with Temporariness
a. Workers need to continually update their knowledge and skills
b. Workers are in a state of flux.
c. Organizations are in state of flux too.
d. Managers and employees must learn to live with flexibility
,spontaneity, and unpredictability.
Theoretical Framework
Theoretical frameworks such as
•Cognitive framework,
•Behavioral framework, and
•Social learning framework
help in developing an overall model
of organizational framework.
Cognitive Framework
The cognitive approach is based on the expectancy, demand, and incentive concepts. Under
this approach, behavior is determined with the help of cognition. The term cognition can be
explained as a psychological process of recollecting information and past experiences.
Cognition provides inputs regarding a person’s thoughts, perception, problem solving, and
information processing
The concept of a cognitive framework is clearly explained by Edward Tolman, who conducted
some laboratory experiments on animals. He believed that behavior was the appropriate unit
of analysis, meant for a definite purpose, and was directed towards a goal.
In OB, the cognitive approach is applied in the analysis of perception, personality and attitude,
goal setting, and motivation.
Behaviorist Framework
Ivan Pavlov and John B Watson who pioneered the behaviorist theory explained
human behavior with the help of stimulus-response experiments. The duo
observed that a stimulus elicits a certain response, which results in learning. For
example, when a person is pricked with a pin, he immediately flinches. The
theory tried to explain the role of physical reflexes in human beings that
contributed to the stimulus-response relationship.
BF Skinner further developed this concept and explained operant behaviors that
had not been dealt with by the earlier researchers. Operant behavior indicates
voluntary or learned behavior. After conducting operant conditioning
experiments, Skinner concluded that the consequences of the response of an
individual to a stimulus could lead to a particular behavior rather than the
stimulus itself. He concluded that stimuli only managed to prompt a certain
behavior and did not actually cause the behavior. Skinner believed that behavior
was a function of the consequences to response.
SOCIAL LEARNING
Many traditional theorists like Douglas McGregor used a humanistic
approach to OB.
Theorists like Victor Vroom, Lyman Porter, and Edwin Locke used
cognitive concepts in OB.
Modern theorists and researchers have been increasingly applying the
behaviorist approach in OB. They also emphasize the need to integrate
the behaviorist and cognitive approaches to develop a comprehensive
model of OB. Since the social learning approach incorporates both the
concepts, the theoretical foundation of OB is based on the social
learning approach.
The model is based on the fact that the cognitive approach helps in
understanding the behavior of human beings whereas the behaviorist
approach helps in predicting and controlling human behavior.
Edward Thorndike in his book Classic Law of Effect explained that the
behaviorist approach held that a particular behavior when followed by positive
consequences would be reinforced and exhibited frequently in an organization,
whereas, a behavior that was followed by an unpleasant consequence would
become weak and be exhibited less frequently. Thus, managing the immediate
work environment helps managers to predict and control organizational
behavior.
The internal causal factors in an organization are cognitively oriented whereas
the external environmental factors are behavioristically oriented. Therefore,
both the approaches have gained considerable importance in the development
of the conceptual model of OB. Hence, social learning that incorporates both
the approaches is used in the OB model.
The OB model based on the social learning approach is termed as the SOBC
model, where
The S-O-B-C model gives the basic framework rather than a complete
explanation of OB.
– Stimulus is an environmental variable that depicts the environmental
situation, both contextual and organizational.
O – Organism is a cognitive variable that understands organizational
participants which link the environmental situation and the resulting
organizational behavior.
B – Represents the organizational behavior.
C – Consequence is an environmental variable that depicts organizational
and group dynamics and the consequences of previous interactions between
environmental, personal and behavioral variables.
Models of organizational behavior are as
follows
A. Autocratic model
B. Custodial model
C. Supportive model
D. Collegial model
Autocratic Model
In an autocratic model', the manager has the power to command his subordinates to do a specific job. Management
believes that it knows what is best for an organization and therefore, employees are required to follow their orders. The
psychological result of this model on employees is their increasing dependence on their boss. Its main weakness is its
high human cost.
Custodial Model
This model focuses better employee satisfaction and security. Under this model organizations satisfy the security and
welfare needs of employees. Hence, it is known as custodian model. This model leads to employee dependence on an
organization rather than on boss. As a result of economic rewards and benefits, employees are happy and contented but
they are not strongly motivated.
Supportive Model
The supportive model depends on 'leadership' instead of power or money. Through leadership, management provides a
climate to help employees grow and accomplish in the interest of an organization. This model assumes that employees
will take responsibility, develop a drive to contribute and improve them if management will give them a chance.
Therefore, management's direction is to 'Support' the employee's job performance rather than to 'support' employee
benefit payments, as in the custodial approach. Since management supports employees in their work, the psychological
result is a feeling of participation and task involvement in an, organization.
Collegial Model
The term 'collegial' relates to a body of persons having a common purpose. It is a team concept. Management is the
coach that builds a better team. The management is seen as joint contributor rather than as a boss. The employee
response to this situation is responsibility. The psychological result of the collegial approach for the employee is 'selfdiscipline'. In this kind of environment employees normally feel some degree of fulfillment and worthwhile contribution
towards their work. This results in enthusiasm in employees' performance.
FOUR MODELS OF ORGANIZATIONAL
BEHAVIOUR
Autocratic
Custodial
Supportive
Collegial
Basis of Model
Power
Economic resources
Leadership
Partnership
Managerialorientation
Authority
Money
Support
Teamwork
Employee
psychological result
Dependence on boss
Dependence
organization
Participation
Self-discipline
Employee needs met
Subsistence
Security
Status
recognition
Performance result
Minimum
Passive cooperation
Awakened drives
on
and
Self-actualization
Moderate enthusiasm