Organisational behavior-UT1-1

8/2/2019 Organisational behavior-UT1-1

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The Importance of InterpersonalSkills

Understanding OB helps determine managereffectiveness

Technical and quantitative skills are important But leadership and communication skills are CRITICAL

Organizational benefits of skilled managers

Lower turnover of quality employees

Higher quality applications for recruitment

Better financial performance

1-2 2009 Prentice-Hall Inc. All rights reserved.


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What Managers Do

They get things done through other people.

Management Activities: Make decisions

Allocate resources

Direct activities of others to attain goals

Work in an organization

A consciously coordinated social unit composed of twoor more people that functions on a relatively

continuous basis to achieve a common goal or set of 1-3 2009 Prentice-Hall Inc. All rights reserved.


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Management Functions

Control

Lead

Organize

Plan



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Management Functions: Plan

A process that includes defininggoals, establishing strategy, anddeveloping plans to coordinateactivities.

As managers advance, they dothis function more often.

Control

Lead

Organize

Plan



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Management Functions: Organize

Control

Lead

Organize

Plan

Determining what tasks are tobe done, who is to do them, howthe tasks are to be grouped, whoreports to whom, and wheredecisions are to be made.



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Management Functions: Lead

Control

Lea

dOrganize

Plan

A function that includesmotivating employees,directing others, selecting themost effective communication

channels, and resolvingconflicts.

It is about PEOPLE!



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Management Functions: Control

Monitoring performance,comparing actual performance

with previously set goals, and

correcting any deviation.

Control

Lead

Organize

Lead



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Organization behavior is not a discipline but a detailedstudy of integration of behavioral sciences inorganization

It is study and application of knowledge about humanbehavior

Relates to other components such as structure,technology and system.


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Organizational Behavior

A field of study thatinvestigates the impact thatindividuals, groups, and

structure have on behaviorwithin organizations, for thepurpose of applying suchknowledge toward improvingan organizationseffectiveness.



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Scientific management

Fayols administrative management

Bureaucracy

Hawthorne experiments Social systems approach

Human behaviour approach

Systems and contigency approach


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OB is not a developed study but is still evolving anddeveloping that keeps on changing with time as perpresent scenario:

---OB is not a discipline

---Interdisciplinary in nature---Applied sciences

---Normative and Value Centered

---Humanistic and optimistic

---Oriented towards organization objective

---Total systems approach


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Discipline is an accepted science that is supported bytheoretical foundations and results that serves as abasis for research

---OB is evolving and adaptive so a field ofstudy with different approaches


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2. Interdisciplinary approach:

Integration of various sciences such as sociology,

psychology, anthropology also on politics, economicsand law.

3. Applied sciences:

Purpose of OB is to make application of variousresearches to solve orgn problems.

4. Normative and value centered:

describes how findings and applications can help in

getting orgn results acceptable by society.


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5. Humanistic and optimistic:

needs of people is of high concern and to recognize

employee to be independent and help in achievingorgn objectives.

6. Oriented towards orgn objective:

Super-ordinate goals of individuals and orgn but orgnis preferred.

7. Systems approach:

organization acts as a system integrating various sub

systems


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Draws concept from behavioral sciences

--Sociology

--Psychology

--Anthropology OB is not a discipline

Only information that helps in controlling anddirecting human behavior in organization.


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Chapter 117

Individual

Group

Organization

Study ofOrganizational

Behavior

Social Psychology

Political Science

Anthropology

Psychology

Sociology


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Arts & ScienceHumanitiesPhysical sciencesBiological sciences

Social sciencesEconomicsHistoryPolitical sciencesBehavioral sciences

PsychologySociology

Anthropology


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Contributing Disciplines

Psychology

Sociology

SocialPsychology

Anthropology

Many behavioral scienceshave contributed to thedevelopment ofOrganizationalBehavior



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1. Psychologyi. Closest component to depict and describe behavioral

science.

ii. Contributes to behavioral sciences as applied to

managerial practiceslearning , motivation, change,conflict resolution etc.

iii. Separate branch of psychology---Industrial psychologydeals with facts and principles leading to problemsconcerned with the human relations in the orgn


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Psychology

The science that seeks to measure, explain, andsometimes change the behavior of humans and otheranimals.

Unit of Analysis:

Individual

Contributions to OB:

Learning, motivation, personality, emotions,perception

Training, leadership effectiveness, job satisfaction

Individual decision making, performance appraisalattitude measurement

Employee selection, work design, and work stress1-21 2009 Prentice-Hall Inc. All rights reserved.


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2. Sociology:i. Academic discipline.

ii. Scientific method to get knowledge.

iii. Patterns in which ppl acts towards each other

iv. Studies social groups, society , laws, social class,community, prestige etc.

v. Mainly contributes in fields of bureaucracy , role

structures, group dynamics, effect of industrialization.3. Anthropology:

i. Referred as science of man.

ii. Studies civilization, forms of cultures, impact of groups,speech etc.

iii. Understanding cultural effects on Orgn Behavior.


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Sociology

Unit of Analysis:

-- Organizational System Contributions to OB:

Group dynamics

Work teams

Communication Power

Conflict

Intergroup behavior

-- Group

Formal organization theory

Organizational technology

Organizational change Organizational culture

The study of people in relation to their fellow human

beings.



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Anthropology

Unit of Analysis:

-- Organizational System Contributions to OB:

Organizational culture

Organizationalenvironment

-- Group

Comparative values

Comparative attitudes

Cross-cultural analysis

The study of societies to learn about human beings and

their activities.



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4. Economics:i. Contributes in understanding decision process, allocation

of scarce resources in orgn.ii. Impact of economic policies on the organization.

5. Political Science:

i. Provides clues about conflicts in orgn.ii. Power and authority structures

iii. Helps in understanding overall administrative process.


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Katzs Essential Management Skills

Technical Skills The ability to apply specialized

knowledge or expertise

Human Skills The ability to work with,

understand, and motivate otherpeople, both individually and in

groups

Conceptual Skills

The mental ability to analyze and

diagnose complex situations 1-26 2009 Prentice-Hall Inc. All rights reserved.


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Intuition and Systematic Study

Gut feelings

Individual observation

Commonsense

Intuition

Looks at relationships

Scientific evidence

Predicts behaviors

Systematic

Study

The two are complementary means of predicting behavior.



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An Outgrowth of Systematic Study

Pose amanagerialquestion

Search forbestavailable

evidence

Applyrelevantinformationto case

Evidence-Based Management (EBM)

Basing managerial decisions on the best available

scientific evidence

Must think l ike scienti sts:



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Managers Should Use All ThreeApproaches

The trick is to know when to go with your gut.

Jack Welsh

Intuition is often based on inaccurate information

Faddism is prevalent in management

Systematic study can be time-consuming

Use evidence as much as possible to inform yourintuition and experience. That is the promise of

OB.1-29 2009 Prentice-Hall Inc. All rights reserved.

Organisational behavior-UT1-1

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