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Organisational Behaviour
OB-1: The field of Organisational Behaviour
Evolution of Management Thought
Organizational Behavior
Human Relations
Hawthorne Studies
Scientific Management
1900’s
1940’s
1970’s
Classical Organization Theory
What is an Organization?
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
The Organization as an Iceberg Metaphor
What is Organizational Behavior?
. . . a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
What is Organizational Behavior?
Organizational Behavior is the study of– how people behave in
organizations (descriptive)– how to improve behavior to
accomplish organizational goals (normative)
The study of the actions of people at work
Fundamental Concepts of O.B.
• Individual Differences
• A Whole Individual• Behavior is Caused• Human Dignity• Organisations are
social system• Mutuality of Interest
Why Do We Study OB?
• To learn about yourself and how to deal with others
• You are part of an organization now, and will continue to be a part of various organizations
• Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time
• You want to be a manager or entrepreneur
• Understanding of the organizational factors that influence work
• Understanding of how the work environment shapes organizational performance
Understanding and managing
individual behavior
Understanding and managing
group and social processes
Understanding and managing organizational processes and
problems
Organizational effectiveness
through continuous
improvement
Managers responsible for
achieving organizational
results with and through
others
External Environment (Cultural Context)Organization
(Structure, Culture, Change)
Why Do We Study OB?
Organizational Behavior
• Purpose: Achieve better understanding and management of people at work.
• Ultimately: It is all about Explain, Predict and Control
____________?
Basic OB Model, Stage I
Organization systems level
Group level
Individual level
Basic OB Model, Stage II
AbilityHuman
input
Values and attitudes
Motivation Individual
decision making
Personality Perception
Biographical
characteristics
Leadership
Work design
and
technology
Organizational
culture
Change and
stress
Group
decision making
Other
groups ConflictPower and
politics
Work
teams
Individual Level
Group Level
OrganizationSystems Level
Satisfaction
Organizational
commitment
Turnover
Absence
Productivity
Workplace
interaction
Human
output
CommunicationGroup
structure
Human resource
policies and
practices
Organization
structure
and design
Individual Differences
Contributing Disciplines to the OB Field
• Psychology
• Sociology
• Social Psychology
• Anthropology
• Political Science
Toward an OB Discipline
Social psychology
Psychology
Behavioural science
Contribution Unit ofanalysis
Output
Anthropology
Sociology
Political science
Study ofOrganizational
Behaviour
Organizationsystem
LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress
Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour
Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture
ConflictIntraorganizational politicsPower
Organizational cultureOrganizational environment
Behavioural changeAttitude changeCommunicationGroup processesGroup decision making
Group
Comparative valuesComparative attitudesCross-cultural analysis
Individual
Challenges Facing the 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
Evolution of 21st Century Managers
Primary resourcePotential problemView of People
Knowledge (technical and interpersonal)
Formal authorityPrimary Source of Influence
Skills, resultsTime, effort, rankCompensation Criteria
Continuous, life-long learning, generalist with multiple specialties
Periodic learning, narrow specialist
Learning and Knowledge
Facilitator, team member, teacher, advocate, sponsor, coach
Order giver, privileged elite, manipulator, controller
Primary Role
Future Managers
Past Managers
Evolution of 21st Century Managers
Cooperative (win-win)Competitive (win-lose)
Nature of Interpersonal Relationships
ForethoughtAfterthoughtEthical Considerations
Broad-based input for joint decisions
Limited input for individual decisions
Decision-making Style
MultidirectionalVerticalPrimary Communication Pattern
Future ManagersPast Managers
Evolution of 21st Century Managers
FacilitateResistApproach to Change
Share and broaden access
Hoard and restrict access
Handling of Power and Key Information
Future ManagersPast Managers
Team Activity
Is OB a commonsense?
Is OB commonsense?
1. People who are satisfied with one job tend to be satisfied with other jobs as well.
2. Because “two heads are better than one,” groups make better decisions than individuals.
3. The best leaders always act the same, regardless of the situation they face.
4. Specific goals make people nervous; people work better when asked simply to do their best.
5. People get bored easily, so they welcome organizational change.
6. Money is the best motivator.
7. Today’s organizations are more rigidly structured than ever before.
.
Is OB commonsense?
8. People generally shies away from challenging jobs.
9. Using multiple channels of communication adds on to confusion.
10. Conflict in organization is always disruptive
11. All individuals are most productive when their boss is friendly, trusting, and approachable.
12. Interviews are effective selection devices for separating job applicants who would be high-performing employees from those who would be low performers.
13. Most people are much more concerned with the size of their own salaries than with the size of other people’s salaries.
Is OB commonsense?
1. True2. False3. False4. False5. False6. False7. False8. False9. False10. False11. False12. False13. False
PUSHING PAPER CAN BE FUN
• At one of the sessions in a seminar was motivation- how we can get public servants motivated to do a good job/. The plight of police captain became the central focus of the discussion:
• I have got a real problem with my officers. They come on the force as young, inexperienced rookies, and we send them out on the street, either in cars or on a beat. They seem to like the contact they have with the public, the action involved in crime prevention, and the apprehension of criminals. They also like helping people out at fires, accidents, and other emergencies.
• The problem occurs hen they get back to the station. They hate to do the paperwork, and because they dislike it, the job is frequently put off or done ineffectively. This lack of attention hurts us later on when we get to court. We need clear, factual reports.
PUSHING PAPER CAN BE FUN
• They must be highly detailed and unambiguous. As soon as one part of the report is shown to be inadequate or incorrect, the rest of the report is suspect. Poor reporting probably causes us to lose more cases than any other factor.
• I just don’t know how to motivate them to do a better job. We’re in a budget crunch and I have no financial rewards at my disposal. In fact, we’ll probably have to lay some people off in the near future. It’s hard for me to make the job interesting and challenging because it isn’t- it’s boring, routine paperwork, and there isn’t much you can do about it.
• Finally, I can’t say to them that their promotion will hinge on the excellence of their paperwork. First of all, they know it’s not true.
PUSHING PAPER CAN BE FUN
• If their performance is adequate, most are more likely to get promoted just by staying on the force a certain number of years than for some outstanding act. Second, they were trained to do the job they do out in the streets, not to fill out forms. All through their career it is the arrests and interventions that get noticed.
• Some people have suggested a number of things, like using conviction records as a performance criterion. However, we know that’s not fair- too many other things are involved. Bad paperwork increases the chances that you lose in court, but good paperwork doesn’t necessarily mean you will win. E tried up team competitions based upon the excellence of the reports, but the officers caught on to that pretty quickly. No one was getting any type of reward for winning it.
PUSHING PAPER CAN BE FUN
• and they figured why should they bust a gut when there was no payoff.
• I just don’t know what to do..
PUSHING PAPER CAN BE FUN
• Discussion questions
1. What performance problem is the captain trying to correct/
2. Use the MARS model of individual behaviour and performance to diagnose the possible cause of the unacceptable behaviour.
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