Organization Relations/Behavior (Review)
Transcript of Organization Relations/Behavior (Review)
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Definitions are a view of OB as:
A way of thinking An interdisciplinary field Having a distinctly humanistic outlook Performance oriented Seeing the external environment as critical Using scientific method Having an applications orientation
CONTRIBUTING DISCIPLINES TO OR
Psychology Sociology Social Psychology Anthropology Political Science
Attitude
One might smile and smile and yet be villain. Shakespeare An attitude refers to the way a person feels about and disposed towards some object. Attitude is learning predispositions toward aspects of environment. They can be positively or
negatively directed towards certain people, service or institutions. - N.L.Munn Attitude is evaluative statements or judgments concerning objects, pe ople or events. - S.P. Robbins
Components
Affective:
the feelings, Sentiments, moods and emotions about some person, idea, event or object. Cognitive: the belief, options, knowledge, or information held by the individual. Behavioral: the predisposition to act on a favorable or unfavorable evaluation of something.
Types of job related attitudes
Job Satisfaction Job involvement Organization Commitment
Terminal values : It represent the desirable end- states of existence, the goals an individual would like toachieve during his/her life time.
Instrumental values : It reflects the way to achieving goals. Preferable modes of behavior or means ofachieving ones terminal values
Terminal value Instrumental valueworld peace honestyhappiness forgiving natureequality helpfulnessachievement self control
beauty in nature couragefriendship competenceexciting life intelligence
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Factor influencing Perception
The perceiver The target The situationAttitudes Novelty TimeMotives Motion Work settingInterests Background Social setting
Experiences SizeExpectancy Sound
Perceptual Error/barriers
Selective Perception:People selectively interpret what they see based on their interests, background, experience and attitude.Halo Effect: Drawing a general impression about an individual based on a single characteristic.
Contrast Effects: A persons evaluation in affected by comparison with other individuals recently encountered. Projection: Attribution ones own characteristic to other people.Stereotyping: Judging someone on the basis of your perception of the group to which that person belongs.
Big five personality
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Equity Theory
J. Stacy Adam Fairness, kindness, Justice, Transparency Compensation practices Individuals make contribution for which they expect outcomes.
Comparing their input and outcome to those of others in the form of ratio. Comparison referent are: Self-inside, self-outside, other inside, other- outside.
Expectancy Theory
Victor Vroom Motivation is based on peoples beliefs, goals and linkage between Effort and performance Performance and Rewards reward and individual goal satisfaction
Reinforcement/operant Theory It is also called operant conditioning theory. Behavior is the function of its consequences. Behavior is environmentally caused. It can be modified (reinforced) by providing (controlling) consequences. Reinforce behavior tends to be repeated. Forms of reinforcement : positive, negative, extinction and Punishment
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Determinants of Job Satisfaction Pay Work itself Promotion Supervision Work group
Working conditions
Dimension of organizational Commitment
Affective commitment Continuance commitment Normative commitment
Guidelines to enhance organizational commitment Commit to people first values Clarify and communicate your mission Guarantee organizational justice Create a sense of community Support employee development
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Job Design /Work Design
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Stages of Group Development
Types of Team
Effectiveness of team
Cohesiveness (integrated) Communication Groupthink (group harmony) Homogeneity Role identity Stability Team size
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Approaches to leadership
a. Trait approach : ( drive, desire to lead, honesty and indignity, self confidence, intelligence, jobrelevant knowledge)
b. Behavioral Approach :Ohio state studies Michigan studiesInitial structure Concern for peopleconsideration Concern for production
c. Situational approaches:
Fiedler model Path goal theoryLeader member relations Directive behaviorTask structure SupportivePosition power Participative
Achievement oriented
Blanchard and Hersey characterized leadership style in term of the amount of direction and supportthat the leader provides to their followers.Blanchard and Hersey extended their model to include the Development level of the follower.They stated that the leaders chosen style should be based on the competence and commitment ofher followers.They categories the possible development of the followers into four levels D1 to D4.
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Enhancing effective communication
Listen carefully Use body language to communicate effectively Remember the three "Lee brothers" when you speak Be brief and direct Take anger out of the equation
Utilizing Feedback Regulating information flow Two way communication Reducing psychological Barrier
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Types of inter-group conflict
Vertical conflict : superior-subordinates Horizontal conflict: between same level in the hierarchy Line and staff conflict: representative disagree Diversity based conflict
Ways to minimize conflict
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Sustaining Organizational Culture
Values of founder Socialization Process Ceremonies and Rites Stories and Language
OD process Techniques of ODInitial Diagnosis Individual interventionData collection Process interventionsData feedback and confrontation system-wide interventionsaction planning and problem solvingteam building
inter - group developmentevaluation and follow- up
Resistance to change Overcoming Resistance to changehabit Education and communicationsecurity ParticipationEconomic factor Facilitation and supportFear of the unknown NegotiationStructural inertia Manipulation and cooptionLimited focus of change CoercionGroup inertia
Threat to expertiseThreats to power relationship/resource allocation
Factor affecting Organization design
Strategy Organization size Technology Environment
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Types of Organization Design Simple structure Bureaucratic Matrix structure Team structure Virtual/Network structure
Boundaryless structure
The characteristics or features of Bureaucratic Organization are as follows:-
1. There is a high degree of Division of Labor and Specializations.2. There is a well defined Hierarchy of Authority.3. It follows the principle of Rationality, Objectively and Consistency.4. There are Formal and Impersonal relations among the member of the organization.5. Interpersonal relations are based on positions and not on personalities.6. There are well defined Rules and Regulations. There rules cover all the duties and rights of the
employees. These rules must be strictly followed.7. There are well defined Methods for all types of work.8. Selection and Promotion is based on Technical qualifications.9. Only Bureaucratic or legal power is given importance.
Unique features of Matrix structure
Better coordination and control Adaptable to dynamic environment Effective utilization of resources Particular management Sufficient time for top management Excellence in inter disciplinary specialization Development of team work
Four specific issues related to technology and work
Continuous improvement processes (TQM) Reengineering work processes Flexible manufacturing systems Worker obsolescence