Organisational Gndu

8/3/2019 Organisational Gndu

1/61


2/61

Why Do We Study OB?

To learn about yourself and how to deal withothers

You are part of an organization now, and will

continue to be a part of various organizations Organizations are increasingly expectingindividuals to be able to work in teams, at leastsome of the time

Some of you may want to be managers orentrepreneurs


3/61

2

What is an Organization?An organization is acollection of peoplewho work togetherto achieveindividual andorganizational goals.


4/61

3

What is Organizational Behavior?

Organizationalbehavior (OB) is the

study of factors thataffect howindividuals andgroups act inorganizations andhow organizationsmanage their

environments.


5/61

Figure 1.3 Components ofOrganizational Behavior

Understandingorganizational behavior

requires studying

Individuals in Organizations

Group and Team Processes

Organizational Processes


6/61

Organizational BehaviourGoals of Organizational Behaviour Describe

Understand

Predict

Control


7/61

4

Insert Figure 1.1 here


8/61

Nature of OB

OB studies three determinants of behavior inorganizations: individuals, groups, and structure.

OB applies the knowledge gained about individuals,

groups, and the effect of structure on behavior in order tomake organizations work more effectively.

OB is concerned with the study of what people do in anorganization and how that behavior affects theperformance of the organization.


9/61

Factors of Organizational Behaviour People

Individuals and Groups

StructureJobs and Relationships

Technology

Machinery and computer EnvironmentGovernment,Social and Competitive


10/61

Individuals (People)

Are a central feature of OB Are a necessary part of any behavioural set Bring to the organisation their personality, skills

and attributes, values, needs and expectations Can create conflict if their needs and the

demands of the organisation are incompatible


11/61

Groups

Exist in all organisations

Are essential to organisational working andperformance

Comprise a range of different individuals

Can develop their own hierarchies and leaders


12/61

The organisation Individuals & groups interact within the

structure of the formal organisation Organisational structure is created by

management to:- establish a relationship between individuals &groups

- provide order and systems to direct efforts ofthe organisation into goal seeking activities


13/61

Environment

The environment affects the organisation through:

technological & scientific development

economic activity social & cultural influences government activities

Example: globalisation has placed greater emphasis on organisational

processes rather than organisational functions


14/61

Figure 1.2 Levels of Analysis

Group Level

IndividualLevel

Organizational Level


15/61

Important Concepts: The Nature of People:1. Individual Differences2. Perception3. A Whole Person4. Motivated Behaviour5. Desire for Involvement6. Value of the Person


16/61

Important Concepts (cont): The Nature of Organizations1. Social systems

2. Mutual interest

3. Ethics


17/61

Exhibit 1-1 Challenges Facingthe Workplace

Workplace

Organizational Level

Productivity Developing Effective Employees Global Competition Managing in the Global Village

Group Level

Working With Others Workforce Diversity

Individual Level

Job Satisfaction Empowerment Behaving Ethically


18/61

Productivity

Productivity A performance measure including

effectiveness and efficiency

Effectiveness Achievement of goals

Efficiency

The ratio of effective work output to the inputrequired to produce the work


19/61

Effective Employees

Absenteeism Failure to report to work

Turnover Voluntary and involuntary permanent withdrawal from

the organization

Organizational citizenship behaviour Discretionary behaviour that is not part of an

employee s formal job requirements, but is helpful tothe organization


20/61

Today s Challenges at theWorkplace

Challenges at the Individual Level Job Satisfaction Empowerment Behaving Ethically

Challenges at the Group Level Working With Others Workforce Diversity


21/61

1. Employees are increasingly demanding job satisfaction out of their jobs.In a recent Financial Post survey, 75 percent of the public deemed itextremely important for managers to make employees happy and satisfied.

2. Managers are empowering employees. They are putting employees incharge of what they do. And, in the process, managers are learning how togive up control, and employees are learning how to take responsibility fortheir work and make appropriate decisions.

3. In addition to the more obvious groups women, First Nations peoples,Asian Canadians, African Canadians, Indo-Canadians the workplace alsoincludes people with disabilities, and the elderly.


22/61

Today s Challenges at theWorkplace

Challenges at the Organizational Level Productivity Developing Effective Employees

Absenteeism Turnover Organizational Citizenship

Competition From the Global Environment Managing and Working in a Global Village


23/61

1. Absences in 2001 resulted in the loss of 3.4% of weekly work time.Absenteeisms annual cost has been estimated at over $18 billion for Canadianfirms and $60 billion for U.S. organizations.2. In recent years, Canadian businesses have faced tough competition from theUnited States, Europe, Japan, and even China. To survive, they have had to cut fat,

increase productivity, and improve quality. 3. As multinational corporations develop operations worldwide, as companies

develop joint ventures with foreign partners, and as workers increasingly pursue jobopportunities across national borders, managers and employees must becomecapable of working with people from different cultures.


24/61

The changing face of India: Theglobal workforce

Indian companies are hiring global managers and workers. Tata Motors-Global employees 950 out of a total employee strength of

22,000; reportedly trying to hire over 1000 people for a development centerin the UK from all over the globe.

Asian Paints-Global employees 1400 out of a total employee strength of 4600;reportedly trying to repatriate 50 Indian managers on Globalassignments in the near future

Ranabaxy laboratories-Global employees 1600 out of a total employeestrength of 9000; one forth of its managerial talent, including CEO Brain

tempest, is either of international origin or is based across 45 countries. Apart companies with a reputation for offering excellent opportunities fordiverse employees are Avon, Prudential, MCDonalds fedEX, EastmanKodak,ToysR Us.


25/61

Challenges forOrganizational Behavior

1: Changing Social/ Cultural Environment

2: Evolving Global Environment 3: Advancing Information Technology

4: Shifting Work/ EmploymentRelationships


26/61

Challenges forOrganizational Behavior

Changing Social/ Cultural Environment National culture

Organizational ethics and well-being Social responsibility

Diverse work force


27/61

The first challenge is the changing socialand cultural environment. Forces in thesocial and cultural environment are thosethat are due to changes in the way peoplelive and work changes in values,attitudes, and beliefs brought about by

changes in a nation s culture and thecharacteristics of its people.


28/61

Contributing Disciplines to theOB Field

Psychology Sociology

Social Psychology Anthropology Political Science


29/61

Prentice Hall, 2001 Chapter 1 29

The Study of Organizational Behavior

Individual

Group

Organization

Study ofOrganizational

BehaviorSocial Psychology

Political Science

Anthropology

Psychology

Sociology


30/61


31/61


32/61

Contributing Disciplines to theOB Field

E X H I B I T 1 3 (contd)

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


33/61

Contributing Disciplines to the OBField (cont d)


SociologyThe study of people in relation to their fellow humanbeings


34/61



Social PsychologyAn area within psychology that blends concepts frompsychology and sociology and that focuses on the influenceof people on one another


35/61



AnthropologyThe study of societies to learn about human beings andtheir activities

Basic OB Model Stage I An abstraction of


36/61

Basic OB Model, Stage I An abstraction ofreality. simplified representation of somereal-world phenomenon

E X H I B I T 1-6

ModelThe three basic levels are analogousto building blocks; each level is

constructed upon the previous level.

Group concepts grow out ofthe foundation laid in theindividual section; weoverlay structural constraints

on the individual and groupin order to arrive atorganizational behavior.


37/61


Independent Variables

Individual Group Organization

Biographical Traits

Personality

Values & Attitudes

Ability

Perception

Motivation

Individual Learning

Decision Making

Communication

Other Groups

Conflict

Power & Politics

Group Structure

Work Teams

Leadership

Decision Making

Culture

Structure

Design

Technology

Work Processes

Selection Processes

Training Programs

Appraisal Practices


38/61


TheDependent Variables

Productivity

Absenteeism

Job Satisfaction

Organizational

Citizenship

Turnover


39/61

MODELS OF OB

Autocratic Model Custodial Model

Supportive Model Collegial Model


40/61

AUTOCRATIC MODEL

Power of boss Official authority

Management gives orders employee tofollow them Theory X employees have to be directed

and pushed Conventional thinking tight control over

employees


41/61

AUTOCRATIC MODEL

Hire or Fire Policy Employees depend upon boss and are

paid minimum wages for minimumperformance.

Negative Leadership Employees uninformed, insecure and

afraid.


42/61

AUTOCRATIC MODEL

Workers are lazy

Time bound Threat can be used to get the work done Limited applicability in present time???


43/61

CUSTODIAL MODEL

Overcome the shortcomings of autocraticmodel Features: Emphasis on economic rewards & benefits Physiological + Security Needs Employees depend upon organization rather

than their boss. Employees satisfied & happy; not strongly

motivated. (Passive co operation) Security felt by employees


44/61

SUPPORTIVE MODEL

Depends upon Leadership instead ofpower or money.

Theory Y assumptions about workers Apart from wages, management must

support employees job performance. Focus on psychological needs in addition

to their subsistence and security needs.


45/61

SUPPORTIVE MODEL

Improvement over earlier models Creates friendly superior subordinate

interactions High degree of confidence and trust Effective in affluent countries where

workers are concerned aboutpsychological needs.

Limited application in developing countries


46/61

COLLEGIAL MODEL

Extension of supportive model Based upon partnership b/w employees

and management.

Creates a favorable climate partners Acceptance and respect from both sides Team spirit Self discipline Employees have job satisfaction, job

involvement and job commitment.


47/61

Comparative View of OBModels

S.no

BASIS AUTOCARTIC CUSTODIAL SUPPORTIVE COLLEGIAL

1 Basis ofmodel

Power Economicresources

Leadership Partnership

2 ManagerialOrientation

Authority Money Support Teamwork

3 EmployeeOrientation

Obedience Security &benefits

JobPerformance

ResponsibleBehaviour


48/61

Comparative View of OBModels

S.no

BASIS AUTOCARTIC CUSTODIAL SUPPORTIVE COLLEGIAL

4 EmployeePsychological Result

Dependenceon the boss

Dependence on org.

Participation Self discipline

5 EmployeeNeeds

SubsistenceNeeds

SecurityNeeds

Status andrecognition

Self -actualization

6 PerformanceResults

Minimum Passive co operation

Awakeneddrives

Enthusiasm


49/61

Basic OBModel, Stage

II

E X H I B I T 1-7

Wh I O i i l


50/61

What Is OrganizationalBehaviour?

What is organizational behavior?

What challenges do managers andemployees face in the workplace of the21st century?

How will knowledge of organizationalbehavior make a difference for you?

Questions for Consideration


51/61

THAT S IT

16


52/61

Diversity Challenges

Decision Making

andPerformance Flexibility

Fairnessand

Justice


53/61

The organisational iceberg Figure 2.3


54/61

The organisational iceberg

Source : Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior,

Eighth edition, South-Western Publishing (1998), p.6. Reprinted with the permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800 730 2215.

g

What sinks a ship isnt alwayswhat sailors can see, but what they cant see.

The role of management as an integrating activity


55/61

The role of management as an integrating activity


56/61

ORGANIZATIONAL PRACTICES

lt


57/61

culture A model of culture

Source : Reproduced with permission from F. Trompenaars and C. Hampden-Turner, Riding the Waves of Culture ,Second edition, Nicholas Brealey (1999), p.22.

Figure 2.6


58/61

Formula for balancing unwritten


59/61

Formula for balancing unwrittenneeds of employees with the needs

of the organisation Caring demonstrating genuine concern forindividuals

Communicating really talking about what the

company hopes to achieve Listening hearing not only the words but also

what lies behind the words Knowing - those who work for you, their families,

personal wishes, desires & ambitions Rewarding money is not always necessary

Stalker

Challenges and Opportunities


60/61

Challenges and Opportunitiesfor OB (cont d)

Improving Quality and Productivity* Intense focus on the customer

* Concern for continuous improvement

*Improvement in the quality of everything the organization does

*Empowerment of employees Responding to the Labor Shortage

Changing work force demographics Fewer skilled laborers Early retirements and older workers

Improving Customer Service Increased expectation of service quality Customer-responsive cultures

Challenges and Opportunity for


61/61

Challenges and Opportunity forOB (cont d) Improving people skills Empowering people Stimulating innovation and change Coping with temporariness

Working in networked organizations Helping employees balance work/life conflicts Improving ethical behavior Managing people during the war on terrorism

Organisational Gndu

Documents

Transcript of Organisational Gndu