INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR

Anuttama Banerjee

WHAT ARE ORGANIZATIONS?

Groups of people who work interdependently toward some purpose:

Structured patterns of interaction

Coordinated tasks

Work toward some purpose

WHAT IS ORGANIZATIONAL BEHAVIOUR “Organizational

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

GOALS OF OB

Observe human behaviour

Explain human behaviour

Predict human behaviour

Modify human behaviour in the desired direction

ACCORDING TO GARY JOHNS, "ORGANIZATIONS ARE SOCIAL INVENTIONS FOR ACCOMPLISHING GOALS THROUGH GROUP EFFORTS" Social Inventions: The word "social" as a derivative of society

basically means gathering of people. It is the people that primarily make up an organization.

Accomplishing Goals: All organizations have reasons for their existence. These reasons are the goals towards which all organizational efforts are directed. While the primary goal .of any commercial organization is to make money for its owners, this goal is inter-related with many other goals. Accordingly, any organizational goal must integrate in itself the personal goals of all individuals associated with the organization.

Group Effort: People, both as members of the society at large and as a part of an organization interact with each other and are inter-dependent. Individuals in themselves have physical and intellectual limitations and these limitations can only be overcome by group efforts

ELEMENTS OF ORGANISATIONAL BEHAVIOUR

People: People make up the internal and social system of the organization. They consist of individuals and groups. The groups may be big or small; formal or informal; official or unofficial. Groups are dynamic and they work in the organization to achieve their objectives.

Structure: Structure defines the formal relationships of the people in organizations. Different people in the organization are performing different type of jobs and they need to be related in some structural way so that their work can be effectively co-ordinated.

Technology: Technology such as machines and work processes provide the resources with which people work and affects the tasks that they perform. The technology used has a significant influence on working relationships. It allows people to do more and work better but it also restricts' people in various ways.

Environment: All organizations operate within an external environment. It is the part of a larger system that contains many other elements such as government, family and other organizations. All of these mutually influence each other in a complex system that creates a context for a group of people

DIRECT ENVIRONMENTAL FORCES Customers Competitors Suppliers Regulatory Agencies Labour Market

INDIRECT ENVIRONMENTAL FORCES

Economic Forces Socio cultural factors Political factors Technological factors International factors (applicable for

MNCs)

LearningMotivatingPersonalityPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress

Group dynamicsWork teamsCommunicationPowerConflictInter group behavior

Formal organization theoryOrganizational technologyOrganization changeOrganizational cultural

Behavioral changeAttitude changeCommunicationGroup processesGroup decision making

Comparative valuesComparative attitudesCross-cultural analysis

Organizational cultureOrganizational environment

Conflict Intraorganizational politicsPower

Psychology

Sociology

Socialpsychology

Anthropology

PoliticalScience

CATEGORIES OF MANAGERIAL ROLE

INTERPERSONAL ROLES : IN EVERY ORGANIZATION MANAGERS SPEND A CONSIDERABLE AMOUNT OF TIME IN INTERACTING WITH OTHER PEOPLE BOTH WITHIN THEIR OWN ORGANIZATIONS AS WELL AS OUTSIDE

Figure/lead Role: Managers act as symbolic figureheads performing social or legal obligations. These duties include greeting visitors, signing legal documents, taking important customers to lunch, attending a subordinate's wedding

Leadership Role: The influence of the manager is most clearly seen in the leadership role as a leader of a unit or an organization. Since he is responsible for the activities of his subordinates therefore he must lead and coordinate their activities in meeting task-related goals and motivate them to perform better. He must be an ideal leader so that his subordinates follow his directions and guidelines with respect and dedication

Liaison Role: The managers must maintain a network of outside contacts. In addition, they need to have a constant contact with their own subordinates, peers and superiors in order to assess the external environment of competition, social changes or changes in governmental rules and regulations

INFORMATION ROLES : A MANAGER, BY VIRTUE OF HIS INTERPERSONAL CONTACTS, EMERGES AS A SOURCE OF INFORMATION ABOUT A VARIETY OF ISSUES CONCERNING AN ORGANIZATION. IN THIS CAPACITY OF INFORMATION PROCESSING, A MANAGER EXECUTES THE FOLLOWING THREE ROLES.

Monitor Role: The managers are constantly monitoring and scanning their internal and external environment, collecting and studying information regarding their organization. This can be done by reading reports and periodicals, interrogating their liaison contacts and through gossip, hearsay and speculation

Information Disseminator Role: The managers must transmit the information regarding changes in policies or other matters to their subordinates, their peers and to other members of an organization. This can be done through memos, phone calls, individual meetings and group meetings

Spokesman Role: A manager has to be a spokesman for his unit and represent his unit in either sending relevant information to people outside his unit or making some demands on behalf of his unit

DECISION ROLES : A MANAGER MUST MAKE DECISIONS AND SOLVE ORGANIZATIONAL PROBLEMS ON THE BASIS OF THE ENVIRONMENTAL INFORMATION RECEIVED. IN THAT RESPECT, A MANAGER PLAYS FOUR IMPORTANT ROLES

Entrepreneur Role: Managers, as entrepreneurs are constantly involved in improving their units and facing the dynamic technological challenges.

Conflict Handling Role: The managers are constantly involved as judge in solving conflicts among the employees and between employees and management

Resource Allocation Role: The managers establish priorities among various projects or programs and make budgetary allocations to different activities of an organization based on these priorities

Negotiator Role: The managers in their negotiator role represent their organization in negotiating deals and agreements within and outside of an organization

MANAGEMENT FUNCTIONS

Henri Fayol proposed that all managers are required to perform five management functions in order to execute their day-to-day activities

Planning: The planning function involves the process of defining goals, establishing strategy for achieving those goals, and developing plans to integrate and coordinate activities

Organizing: It includes the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom at what level decisions are made

Commanding: It is the influencing of people so that they will contribute to organization and group goals. Leading involves motivating, communicating employees to accomplish goals and objectives of an organization

Controlling: It is the measuring and correcting of activities of subordinates to ensure that events conform to plans. It measure performance against goals and plans, shows negative deviations exit and by putting in motion actions to correct deviation, helps ensure accomplishment of plans

CHALLENGES OF OB…

1: Changing Social/ Demographic/Cultural

Environment 2: Evolving Global Environment 3: Advancing Information Technology New Employee – Employer relationship due to

merger or acquisition 4: Changing values and Ethics