ORGANISATIONAL BEHAVIOUR

LEARNING OUTCOME OF ORGANISATIONAL BEHAVIOUR

Mastery of basic knowledge

Development of specific skills

Application of knowledge and skills

BROAD TOPICS TO BE COVERED

Introduction to Organisational Behaviour, Foundation and Importance, Challenges and Opportunities

Intrapersonal skills – Personality, Determinants and Theories of Personality

Perception – Perceptual Process, Factors, Attribution Theory- Role Play

Learning – Principles Attitude and Values – Measuring Job

satisfaction, ABC Model Motivation, Theories Conflict and Frustration, Resolving Conflict

Management of one to one relationship Leadership Theories, Leadership Styles Group Dynamics- Team Effectiveness, High

Performing Teams and roles Stress – Causes –Work Stress Power and Politics, Process of Change

REFERENCE BOOKS

1. Stephen P. Robbins, Organisational Behaviour, Pearson education.

2. K. Aswathappa, Organisational Behaviour, Text, Cases and Games, Himalaya Publishing.

3. ORGB – What’s Inside: Nelson/ Quick/ Khandelwal

4. S.S. Khanka, Organisational Behaviour, Chand & Co.

5. Suja R.Nair, Organisational Behaviour, HPH

EVALUATION CRITERIAEvaluation

CriteriaWeightage Total

Term End Exam

60 60

Internals

Class Test 10

Class Attendance and Participation

10

Assignments 10

Presentations 10 40

Why Study Management?

WATCH THIS MOVIE CAREFULLY

Management is all around us and it is the act of getting people together to accomplish desired goals

WHERE MANAGER’S WORK?

What is an Organisation?

CHARACTERISTICS OF AN ORGANIZATION

Two or more people who work together in a structured way to achieve a specific goal or set of goals

What is behaviour ?????????????

BEHAVIOUR

The actions or reactions of a person in response to external or internal stimuli.

Mode of conducting one's self

Behaviour

is the

result of

The EnvironmentOrganisationWork group

JobPersonal life

Culture

The PersonPersonality

SkillsPerceptionAttitudes

ValuesEthics

UNDERSTANDING HUMAN BEHAVIOUR

Internal Perspec

tive

•Looks at People’s mind•Explains People’s action based on history

External Perspec

tive

•Examines the factor’s outside that acts as a stimuli•External surroundings

WHY OB HAS COME INTO PICTURE ?

RACE

Once upon a time there was a red rowing team

This Red team agreed to hold an annual rowing race with a Green team. Each team would contain 8 men.

Both teams worked really hard to get in the best shape. On the day of the fi rst race, both teams were ready to win.

FINISH

The Green team won by 1 mile!

THE RED TEAM WAS CRUSHED IN THEIR DEFEAT BUT WAS DETERMINED TO WIN THE RACE NEXT YEAR SO THEY APPOINTED A PANEL OF AUDITORS TO OBSERVE AND ASCERTAIN TO FIND IF THERE WERE ANY DIFFERENCES IN THEIR TEAMS

Af ter several weeks of detailed intelligence gathering, the auditors could fi nd only one diff erence; the Green team had 7 rowers and 1

captain...

… and the Red team had 7 captains and 1 rower!

Un-perplexed by the raw data, upper management showed unexpected wisdom: they hired a consulting company to analyze the data and suggest a

solution that would enable the Red team to win next year.

Af ter several months the consultants came to the conclusion that the ratio of captains to rowers was the problem in the Red team.

Based on this analysis a solution was proposed: the structure of the Red team has to be

changed!

Like sharks getting the scent of reorganization blood, upper

management wasted no time in restructuring the Red team into 4 Captains, led by 2 Managers, reporting to 1 Senior Director with a

dotted line to the rower. Besides that, in a blaze of unrestricted inspiration, they suggested they might be inclined to improve the

rower’s working environment by a non-monetary reward and recognition scheme if there was improved perf ormance by the

rower.

NEXT YEAR GREEN TEAM WON BY 2 MILES

FINISH

The Red team upper management immediately fi red the rower based on his unsatisf actory perf ormance.

A bonus was paid to the Captains, Directors, and Managers f or the strong leadership and motivation they showed during the preparation

phase and as an incentive f or them to fi nd a better rower f or the next race.

The consulting company prepared a new analysis of the restructuring activity, which showed that the strategy was good, the motivation was great, the restructuring

was executed correctly, but the tool used (which was not included in the original data) was sub-standard and had to

be improved.

Currently the Red team management is having a new boat designed; and to demostrate fiscal and HR dexterity for stockholders they also outsourced the rowing to India.

Can we call this organisation a high performing organisation ????

THE HIGH PERFORMANCE ORGANIZATION

CLEAR, PERFORMANCE-BASED ASPIRATIONS

ENERGIZEDWORKFORCE

(LEARNING)VALUES

SKILL –BASED

SOURCESOF

COMPETITIVEADVANTAGE

OPENCOMMUNICATION

ANDKNOWLEDGEABLE

MANAGEMENT

VISION-DRIVEN LEADERSHIP

PERFORMANCE RESULTS

WHY STUDY ORGANIZATIONAL BEHAVIOR

OrganizationalBehaviorResearch

Understandorganizational

events

Predictorganizational

events

Influenceorganizational

events

What makes an Organisation attractive??

BUSINESS TODAY IN ITS TENTH ANNUAL EDITION OF BEST COMPANIES TO WORK FOR

CORPORATE EXAMPLES

MicrosoftMicrosoft has been rated the best employer because it has

been able to provide its employees a clear career path, often cutting across business units and countries.

According to Microsoft India executives, the challenge of the company is to make it an interesting place to work in, beyond their specified job routine. And the company pay them pretty well and in return they expect a lot from the employees.

HCL INFOSYSTEMS

HCL Infosystems has the highest average career tenure in the industry. The firm’s HR departments has launched a dizzying array of initiatives that help employees to constantly reinvent themselves and strive for higher ground. The words of employees- ‘they couldn’t see themselves getting bored at HCL for even a single day’

IBM

IBM" focuses on the behaviors that IBMers value most and provides a way to reward individuals, while inspiring and motivating others to achieve”.

Narayan Murthy is known for his consistent and systematic leadership style which not only encourages employees but also facilitates group working

GE

GE signalled for a change in the work culture towards collaboration ( break down the walls across departments and build bridges)

BESCOM Power Company

A consumer complained about rude behaviour of an employee

Action taken by the company – Employee moved out of the department to send out a message that consumer is the king, and interactions have to be polite and informative

RELIANCE

Employees have to be aware of their strengths and weaknesses, understand what the company expects from them and be prepared for the future needs.

WiproGlobal career opportunitiesEarly opportunities for growth

Innovative people programme

High degree of autonomy

Johnson and JohnsonStrong value of trust, caring, fairness, and respect within the organisation

Training and learning opportunities

Freedom to operate at workPeople friendly environment

WHY STUDY ORGANIZATIONAL BEHAVIOR

OrganizationalBehaviour

UnderstandBehaviour

PredictBehaviour

AnalyseBehaviour

THE FIELD OF ORGANIZATIONAL BEHAVIOR ‘Organizational Behaviour’

is the study of what people think, feel, and do in and around organizations.

A field dedicated to better understanding and managing people at work

OB is study of individual behaviour and group dynamics in organisations

It looks at the human side of management : people as organizations, people as resources, people as people. 1-55

DEFINITIONSRobbins: 1998

“Organisational Behaviour is concerned with the study of what people do in an organisation and how that behaviour affects the performance of the organisation.”

()

KEITH DAVIS & NEWSTROM

“OB is the study of application of knowledge of how people act or behave within an organisation”.

FRED LUTHANS

“OB is directly concerned with the understanding, prediction and control of human behaviour in an organisation

Helps in…….•1. building high performance teams

•2. motivating co-workers•3. handling work place conflicts

•4. influencing boss•5. changing employee behaviour

People to understand ,

analyse & describe

behaviour in organisation

APPROACHES TO OB 1. HR Approach

OB

2.Contingency Approach

3. Systems Approach4.Productivity Approach

5.Internationalism Approach

OutputsInputs

TechnologyStructure-Authority, Work flow

&Communication

TaskMission, Vision

& Goal

People

Organization

AN OPEN SYSTEM VIEW OF OB

EVOLUTION OF OB

61

HUMAN RELATIONSTHEORY

Hawthorne Experiments-Elton Mayo and OthersHawthorne Experiments-Elton Mayo and Others

The Hawthorne Studies

Illumination Experiments

Western Electric Company from 1924-1932.

Observation of groups of employees making telephone relays to determine the levels of illumination

Working conditions and productivity Worker productivity was measured at various levels

of light illumination. Researchers found that regardless of whether the

light levels were raised or lowered, worker productivity increased.

The Bank Wiring Observation Room Experiment

Analyzed the group influence and social relationships in a work group

2-62

HUMAN RELATIONSTHEORY

Theory X and Theory Y: Douglas McGregorTheory X and Theory Y: Douglas McGregor

MANAGERIAL ROLES & SKILLS

KINDS OF MANAGERS BY LEVEL AND AREA

Mar

ketin

g

Admin

istrat

ion

Oth

er

Hum

an res

ourc

es

Ope

ration

s

Fina

nce

Middle managers

Areas of Management

Levels of Management

First-line managers

Top managers

MANAGERIAL ROLES

MANAGEMENT SKILLS

CHALLENGES AND OPPORTUNITIES FOR OB Globalisation Managing workforce diversity Improving quality and productivity Improving people’s skills Empowering people Stimulating creativity, innovation and change. Improving ethical behaviour. Emergence of virtual organisations

ROBBIN’S “OB MODEL”

BASIC OB MODEL

THERE ARE FEW ABSOLUTES IN OB

x y

THE INDEPENDENT VARIABLESIndependent

Variables

IndependentVariables

Individual-Level Variables

Biological characteristics

Personality

Values and Attitudes

Perception

Learning

Ind. Dec.Making

Individual-Level Variables

Biological characteristics

Personality

Values and Attitudes

Perception

Learning

Ind. Dec.Making

OrganizationSystem-Level

VariablesHR policies and

practicesOrganisational

culture Organisational structure and

designs Work design

and technology

OrganizationSystem-Level

VariablesHR policies and

practicesOrganisational

culture Organisational structure and

designs Work design

and technology

Group-LevelVariables

Group decision making

Leadership and trust

CommunicationGroup structures

Work teamsConflicts Power and

politics

Group-LevelVariables

Group decision making

Leadership and trust

CommunicationGroup structures

Work teamsConflicts Power and

politics

THE DEPENDENT VARIABLES

SCOPE OF OB

OB uses an applied behavioural science

approach and is based on views and contribution from

various behavioural disciplines such as

Psychology, Sociology, Social

Psychology, anthropology,

Political Science and other

disciplines.

CONTRIBUTING DISCIPLINES TO THE OB FIELD

E X H I B I T 1-3a

CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONT’D)

E X H I B I T 1-3b

CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONT’D)

E X H I B I T 1-3c

CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONT’D)

E X H I B I T 1-3d

CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONT’D)

E X H I B I T 1-3f

ASSIGNMENT AND PRESENTATION

Back ground of the company with its organizational structure

SWOT Analysis of the company Motivation and Leadership examples of the

company Examples of High performing teams and roles Conflict and cases of resolving conflict Cases of work stress Measuring Job Satisfaction with the help of

primary/secondary data Process of change