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