OB as a manager/entrepreneur

8/19/2019 OB as a manager/entrepreneur

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1Intr

oductio

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organizational Behavior“Organizational Behavior is a feld o study that investigates the impact

that individuals, groups and structure have on behavior within

organizations, or the purpose o applying such knowledge towardimproving an organization’s eectiveness!

Organizational behavior is the study of the many factors that have an impact on

how individuals [1] and groups [2] respond to and act in organizations and how

organizations [3] manage their environments. The study of organizational

behavior provides a set of tools—concepts and theories—that help people

Organizationbehavior

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understand( analyze( and describe what goes on in organizations and why. 'ow do

the characteristics of individuals( groups( wor) situations( and the organization itself

a*ect how members feel about their organization+

The ability to use the tools of organizational behavior to understand behavior inorganizations is one reason for studying this sub,ect. A second reason is to learn

how to apply these concepts( theories( and techni-ues to improve behavior in

organizations so that individuals( groups( and organizations can achieve their goals.

anagers are challenged to /nd new ways to motivate and coordinate employees to

ensure that their goals are aligned with organizational goals.

Organizational Behavior addresses following points0

Organizational behavior studies the factors that impact individual and groupbehavior in organizations and how organizations manage their environments.

Organizational behavior provides a set of tools—theories and concepts—to

understand( analyze( describe( and manage attitudes and behavior in organizations.

The study of organizational behavior can improve and change individual( group( and

organizational behavior to attain individual( group( and organizational goals.

Organizational behavior can be analyzed at three levels0 the individual( the group(

and the organization as a whole. A full understanding must include an eaminationof behavioral factors at each level.

A manager2s ,ob is to use the tools of organizational behavior to increase

e*ectiveness( an organization2s ability to achieve its goal. anagement is the

process of planning( organizing( leading( and controlling an organization2s human(

/nancial( material( and other resources to increase its e*ectiveness.

2 $art 10 The individual level

2.1 ABILITY L!A"#I#$Ability refers to an individual2s capacity to perform the various tas)s in a ,ob. It is a

current assessment of what one can do. A high ability3,ob /t necessary for improved

,ob performance 4ac) of fit leads to performance problems.


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"s a manager # need to ensure there is optimal "bility$%ob ft

• If( Ability 5 6ob #e-uirements

Basi% %ause o& poor per&or'an%e

• Ability 7 6ob #e-uirements

Organizational ine(%ien%) and *ob dissatis&a%tion

2.2 +AL,!- ATTIT,/!- A#/ 0OB -ATI-ATIO#

"s a manager # need to understand the importance o values&

• $rovide understanding of the attitudes( 'otivation( and behaviors of

individuals.

• In8uence per%eption of the world around us.

• #epresent our assumptions of 9right: and 9rong:.• ome behaviors or outcomes are preferred over others.

"s an entrepreneur # need to be inormed o the values o my employees,

as these value are important in the e'ciency o the business (thical

values and behaviors o leaders help in an ethical climate in the

organization

#esearch shows most people that are ;


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• atis/ed employees who feel fairly treated by and are trusting of the

organization are more willing to engage in behaviors that go be)ond the

nor'al e8pe%tations of their ,ob.

2.3 6!"-O#ALITY !9OTIO#- "s an entrepreneur, # need to understand the various personality traits

and emotions that individual’s e)hibit *hese traits are important in an

organization as it helps us predict behavior +ersonality and emotions can

help match people to %obs, to some e)tent at least

• "motions tend to hinder performance( especially when emotions are

negative. 'owever if used properly( they can also enhance performance.

• omen show greater emotional epression than men. They eperience and

display emotions more intensely. Therefore they are often favored of some

,ob positions and wor) responsibilities.

• !egative emotions can lead to negative wor)place behaviors( li)e leavingearly( wor)ing slowly( gossiping( stealing( etc.

• arious methods can be used by me to infer the personality traits of

individuals such the 9Big : 'odel; or the 99)ers


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2.: BA-I 9OTI+ATIO# O#!6T-otivation gives the re-uired intensity, direction and persistence towards

attainment o goals

ome of the motivation techni-ues I would use as an entrepreneur are0

• ?ierar%h) o& #eeds Theor) DaslowE 'ierarchy of !eeds Theory There is ahierarchy of /ve needs —physiological( safety( social( esteem( and self3

actualizationF as each need is substantially satis/ed( the net need becomes

dominant.

• Theor) @ and Theor) Y DGouglas cHregorE Theory Assumes that

employees disli)e wor)( lac) ambition( avoid responsibility( and must be

directed and coerced to perform. Theory & Assumes that employees li)e wor)(

see) responsibility( are capable of ma)ing decisions( and eercise self3

direction and self3control when committed to a goal.

• Toindividual2s belief that he or she is capable of performing a tas).


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• "ein&or%e'ent Theor) Behavior is environmentally caused. Behavior can

be modi/ed DreinforcedE by providing DcontrollingE conse-uences. #einforced

behavior tends to be repeated. The assumption is that behavior is a function

of its conse-uences.

• !7uit) Theor) #eferent Komparisons0 elf3inside elf3outside Other3inside

Other3outsideIndividuals compare their ,ob inputs and outcomes with those of others and

then respond to eliminate any ine-uities.

• !8pe%tan%) Theor) Dictor roomE the strength of a tendency to act in a

certain way depends on the strength of an epectation that the act will be

followed by a given outcome and on the attractiveness of that outcome to the

individual.

!ort6er&or'an%e "elationship• The probability that eerting a given amount of e*ort will lead to

performance.6er&or'an%e"eard "elationship

• The belief that performing at a particular level will lead to the attainment

of a desired outcome."eards6ersonal $oals "elationship

• The degree to which organizational rewards satisfy an individual2s goals or

needs and the attractiveness of potential rewards for the individual.

"part rom these, as an entrepreneur, it will be my duty to adapt to

changes that are re-uired

.or e)ample, implementation o %ob rotation, %ob enlargement and

%ob enrichment

"llow %ob sharing, having / or more people split a 01$hour$a$week

%ob

.le)itime, employees work during a common core time period each

day but have discretion in

.orming their total workday rom a 2e)ible set o hours outside the

core

*elecommuting, (mployees do their work at home on a computer

that is linked to their o'ce

3ariable +ay +rograms, a portion o an employee’s pay is based on

some individual and4or organization measure o perormance


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"nd many more

M$art >0 The group level "s a manager it is my responsibility to acilitate work2ow in the

organization and through the most e'cient procedures 5roups will help

make better decisions, increase commitment to decisions, promotecreativity, implement control, and be very useul in large organizations

"s # am in charge o more than 61 employees, # will come across / ma%or

types o groups&

or'al $roup

• A designated wor) group de/ned by the organization2s structure.

In&or'al $roup

• A group that is neither formally structured nor organizationally determinedF

appears in response to the need for social contact.

o''and $roup

• A group composed of the individuals who report directly to a given manager

Tas4 $roup

• Those wor)ing together to complete a ,ob or tas)

Interest $roup

• Those wor)ing together to attain a speci/c ob,ective with which each is

concerned

riendship $roup

• Those brought together because they share one or more common

characteristics

*hese groups will provide many benefts to the individuals 7ome benefts

are security, status, sel$esteem, a'liation, power and, goal achievement


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"s we proceed urther in groups, we fnd a set o e)pected behavior

patterns attributed to someone occupying a given position in a social unit,

these shape into attitudes and behaviors consistent with a role, and we

tend to perceive how an individual is supposed to act in a given situation

8e get this perception rom stimuli all around us "nd we %udge rom this

perception and e)pect how a person should act in a given situation *hesee)pectations, when not ulflled, lead to role con2icts

#t will be my eort to increase cohesiveness and decrease social loafng in

the groups, and use group thinking techni-ues to be useul towards

common goals, like brainstorming and electronic meeting

3.1 O99,#IATIO#•

"changing routine information and processing paperwor)

• As manager( I need to /nd appropriate communication channels

• I need to adapt with the organizational needs as well as the

technological needs.

• A good communication channel will increase responsiveness to

customers( empower employees( lower response time to satisfy

customer wants and needs

• ore innovation through communication. Kross3functional teams

communicating e*ectively produce higher -uality products.

• I will be using a networ) of internet and intranet communication.

3.2 L!A/!"-?I6 – "motions are important to acceptance of messages from organizational

leaders.

– Includes motivating employees( directing others( selecting the most

e*ective communication channels( and resolving con8icts.

– !eed people with 9self3motivation: traits

–Inspiring and guiding individuals and groups.

– As a leader my in8uence will turn on their own -ualities of character(

epertise( prestige( intelligence( charm and credibility( but these will

have little impact unless they engage the relevant needs and

motivations of the persons being in8uenced.


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3.3 6OC!" 6OLITI- – Avoid gossiping( blaming on other people in the organization

– $re3decided #eporting relationship. Klearly de/ned authority and

responsibility

–ill be very diligent against une-ual power distribution in thewor)place for higher positions

– "ven in this era of globalization( there eists a mental bloc) among the

male( which don2t accepts a female as their as their boss. This

behavior will not be accepted in the organization

– Also( there will be no type of seual harassment or re-uests for seual

favors

3.= L!+!L- O O#LIT – As the manager( it will be my duty to reduce and remove any con8icts

that may arise. There are many sources of con8icts. uch as

incompatible goals( scarce resources( poor communication or even

di*erentiation. – Kon8icts if not tac)led properly may give rise to stress( turnover( and

politics in the organization and even lower performance. But if properly

tac)led( they result in better decisions( a responsive organization and a

cohesive team. –

Jive category model of con8icts( that will help my employees theoutcome3con8ict relationship. They can better ,udge what best option

is. $roblem olving Nin3in outcome

Jorcing Nin C 4ose

Avoiding Navoiding con8ict to attempt to

smooth it over &ielding NHiving in Kompletely

Kompromising N4osses o*set by e-ually valuable

gains


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= 'ow can OB help me in my

businessAs an entrepreneur employing more than /fty employees( I need to apply the studyof organizational behavior in order to improve the overall e*ectiveness andeLciency of the organization

Organizational behavior will provide solutions as well as insight towards solution tomany challenges which may be faced by my organization. ome of the importantroles that I will perform by organizational behavior in management of business areas follows03

=.1 $LOBALIDATIO# Gue to globalization( organizations are no longer con/ned to one particular country.

The anager2s ,ob is changing with the epansion of the organizations across thenational borders. "ample( ol)swagen builds its cars in eico( ercedes and Bin outh Africa. Gue to globalization( the management has to deal with the problems

of unfamiliar languages( laws( wor) ethics( management styles etc. The functions of hiring( training( etc. must ac-uire a global perspective. Organizational Behaviorill help the 'anage'ent to be%o'e Ee8ible and proa%tive and enables itto e8e%ute the organization on a global s%ale.


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=.2 9A#A$I#$ CO"> O"! /I+!"-ITY Organizations are a heterogeneous mi of people in terms of age( gender( race etc.anaging the wor)force diversity has become a global concern. anagers have todeal with individuals and groups belonging to di*erent ethnic cultures. They have toeercise control and channelize behavior in the desired direction. Organizational

behavior ill help the 'anagers to ee%tivel) deal ith or4 &or%ediversit) b) pro'oting its aareness in%reasing diversit) s4illsen%ouraging %ulture and gender diversit).

=.3 I96"O+I#$ F,ALITY A#/ 6"O/,TI+ITY Industries are facing the problem of ecess supply. This has increased competitionto a large etent. Almost everyanager is confronting the same problem of improving the productivity( -uality ofthe goods and services their organization is providing. $rogrammes such asbusiness process reengineering( and total Puality anagement are beingimplemented to achieve these ends. Organizational Behavior ill help the'anagers to e'poer their e'plo)ees as the) are the 'a*or &or%es &ori'ple'enting this %hange.

=.= I96"O+I#$ ,-TO9!" -!"+I!ost of the employees wor) in service sector. The ,obs in the service sector( is verydemanding. It re-uires continuous interaction with the organizations clients i.e. thecustomers. anagement has to ensure that the employees do everything to satisfythe customers of the organization. The attitude and behavior of an employee a*ectsthe customer satisfaction. Organizational Behavior ill help the 'anagers toi'prove %usto'er servi%e and organizational per&or'an%e.

=.: I96"O+I#$ 6!O6L! ->ILL-Organizational Behavior ill help in better 'anage'ent o& business as ithelps in i'proving the s4ills o& the people. It provides insight into the s)illsthat the employees can use on the ,ob such as designing ,obs and creating e*ectiveteams.

=.G I##O+ATIO# A#/ ?A#$!Organizational Behavior ill help in sti'ulating innovation and %hange. "mployees can either be a hurdle or an instrument of change. It is organizationalbehavior which fosters ideas and techni-ues to promote innovation and change byimproving employee2s creativity.

=.H CO"> LI! BALA#!Organizations that do not help employees to achieve wor) life balance will not beable to retain their most talented employees. Organizational behavior ill helpsin designing Ee8ible *obs hi%h %an help e'plo)ees deal ith or4 li&ebalan%e issues.


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=. 6"O9OTI#$ !T?IAL B!?A+IO"ometimes the organizations are in a situation of ethical dilemma where they haveto de/ne right and wrong. It is Organizational Behavior hi%h ill help the'anage'ent to %reate su%h a or4 environ'ent hi%h is ethi%all) health)and in%reases or4 produ%tivit) *ob satis&a%tion and organizational

%itizenship behavior.

=.J "!ATI#$ A 6O-ITI+! CO"> !#+I"O#9!#TOrganizational behavior ill help in %reating a positive or4 environ'entin toda)Ks here %o'petitive pressures are stronger than be&ore. OB illhelp to develop resilien%e hu'an strength and it &osters vitalit).

OB as a manager/entrepreneur

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