Dr. Daisy ChauhanAssociate Professor (OB)

Management Development InstituteGurgaon

daisy@mdi.ac.inM: 9818762933

CHALLENGES & OPPORTUNITIES FOR HBOResponding to Economic

Pressures/GlobalisationManaging Workforce DiversityWorking in Networked OrganizationsCoping with TemporarinessRising customer expectations: Improving

quality of Products & ServicesManaging uncertainty and ambiguity Improving People SkillsStimulating Innovation and ChangeHelping Employees manage Work-Life balance Improving Ethical BehaviourCreating Positive Work Environment

Changes in Organisational Structures/Processes

Lean and flat organisational structuresAdopting new organisational forms:

Partnerships, JVs, forward/backward integrations

Less bureaucratic and more speedier processes Benchmarking & following of best practices

and innovative processesGreater demand from stakeholders for

transparency

Relevance of HBO

Environmental Factors

Influence on Organisations

Skills required

•Globalisation•Changing nature of jobs•Diverse & changing workforce

Organizations need to be: •Flexible•Fast-paced•Knowledgeable•Ethical•Innovative

•Interpersonal Skills•Continuous learning• Being Emotionally well- grounded•Networking •Cultural Adaptability•Adaptability to change•Ability to work as team members & team leaders•Ability to tolerate, manage & cope with stress

Objectives of the Course• Understand various factors affecting human behaviour

and how to manage them• Gain insight into the psychological processes affecting

behaviour and performance• Get a better understanding of self and others• Understand group dynamics in organisations• Help Managers deal with Practical day-to-day

Problems• Help improve interpersonal skills to be able to better

deal with people and to that extent influence them.

• In organisations we need to understand, predict and influence the behaviour of others.• • To understand cause-effect relationship.• Complement Intuition with Logic by adopting a systematic approach to improve the one’s predictive ability about human behaviour.• • To apply all concepts related to other functional • areas like marketing, Finance etc. on people.

INDIVIDUAL LEVEL

GROUP LEVEL

ORGANISATION SYSTEMS LEVEL

If we know the personIf we know how the person perceived the situation and what is important to him/her.Why is some behaviour seen as non-rational by an observer?He does not have access to the same information or does not perceive the environment in the same manner.Intentions are not seen (unless stated), only behaviour is seen.

At the Individual Level

• Identify strengths and weakness and thereby be able realise one’s potential

• Understand self and self in relation to others• Encourage you to question your assumptions

about human behaviour• Analyse behaviour patterns and their

influence on others and your behaviour on others

• Encourage you to look at issues from different perspectives

At the Group Level

Understand group processes & group dynamics

Help you to be an effective team member/team leader through better Inter-personal relationships

Develop in you the ability to motivate and influence others.

Two Ways of Understanding Human Behaviour

Internal Perspective: Behaviour is a function of self related factorsThoughts, Feelings, Needs, Experiences.Actions and behaviours explained in terms of

their background (history) and personal value system

Personality of individuals: Type, Characteristics & Orientation

External Perspective: Behaviour is a function of external factorsExternal events, Environmental Forces and

expected consequences, Inter-personal relationships & group dynamics

Age is a barrier to learning.Happy workers are Productive Workers or happiness leads to productivity.Working collectively is better than working individually. Experience makes a man perfect.Men make better leaders than women.Past success is a guarantee for future success.Work pressure causes stress.

Planning: Defining organisaitonal goals, establishing overall

strategy, Developing comprehensive set of plansOrganising: Designing structure, deciding on who does what,

how, whom to report etc.Leading: Motivating people, directing, coordinating,

resolving conflicts

Controlling: Monitoring, comparing with goals, correcting

Management Roles(Henry Mintzberg)

Interpersonal Roles:1. Figurehead: Ceremonial and symbolic duties2. Leader: Hiring, Training, Motivating and Disciplining3. Liaison: Developing and Maintaining Contacts with outsiders

Informational Roles:4. Monitor: Collecting information for organisational purposes5. Disseminator: Transmitting information to organisational

Members6. Spokesperson: Represent the organisation to outsiders

Decisional Roles:7. Entrepreneur: Initiate and oversee new projects8. Disturbance Handler: Take corrective action in response to

problems9. Resource Allocator: Allocating human, physical and monetary

resources10. Negotiator: Discuss and Bargain

Management Skills

Tech.S

kills

Technic

al sk

ills

Technical

Skills

Top Mgt.

Middle Mgt.

Lower Mgt.

Human Skills

Human Skills

Human Skills

Conceptual

/Diagnostic

skills

Conceptual

/Diagnostic

Skills

Conceptual

/Diagnostic

Skills

All other factors being constant, People/Human Skills is the Differentiator for Effectiveness and Success

KNOW WHAT

KNOW HOW

KNOW INTER-

LINKAGES/

WHY

Lower Level

Middle Level

Top Level

- Knowledge- Skill

-Process Innovation

- Conceptual & Contextual understanding

THE OB MODELTwo sets of variables in the OB Model:1. Dependent Variables2. Independent Variables

Dependent Variables: Productivity Absenteeism Attrition Organisational Citizenship

THE OB MODEL (Contd.)

INDEPENDENT VARIABLES:

1. Individual Level Variables• Biographical characteristics (age, gender)• Personality characteristics (extroversion, conscientiousness)• Emotional Framework• Values & Attitudes• Basic Ability levels2. Group Level Variables:• Interpersonal relationships & interpersonal conflicts• Group cohesiveness• Trust and Openness• Commitment• Leadership• Power & Politics3. Organisation Systems Level Variables:• Organisational Culture• Organisational Structure• Policies & Practices

OB DISCIPLINEBehaviorBehavioralalScienceScience

ContributionContribution Unit of Unit of AnalysisAnalysis

OutputOutput

PsychologPsychologyy

Learning, Motivation, Personality, Learning, Motivation, Personality, Emotions, Perception, Training, Emotions, Perception, Training, Leadership Effectiveness, JS, Leadership Effectiveness, JS, Individual DM, PAS, Attitude Individual DM, PAS, Attitude Measurement, Employee Selection, Measurement, Employee Selection, Work StressWork Stress

IndividualIndividual

SSTTUUDDYY OOFF

OOBB

SociologySociology

Group Dynamics, Work Teams, Group Dynamics, Work Teams, Communication, Power, Conflict, Communication, Power, Conflict, Inter-group BehaviourInter-group Behaviour

GroupGroupFormal Orgn. Theory, Formal Orgn. Theory, Technology, Change, CultureTechnology, Change, Culture

Social Social Psy.Psy.

Behavioural Change, Attitudinal Behavioural Change, Attitudinal Change, Communication, Group Change, Communication, Group Processes, Group DMProcesses, Group DM

AnthroAnthropologypology

Comparative Values & Attitudes, Comparative Values & Attitudes, Cross-cultural AnalysisCross-cultural AnalysisOrganisational culture and Env.Organisational culture and Env. Org. Org.

SystemSystemPol.Pol.Sc.Sc.

Conflict, Intra-organisational Politics,Conflict, Intra-organisational Politics,PowerPower

Time Spent by ManagersAverage Managers

Successful Managers

Effective Managers

Traditional Management

32% 13% 19%

Communication

29% 28% 44%

Networking 19% 48% 11%Human Resource Management

20%

11%

26%

Source: Based on F. Luthens, R.M. Rosenkrantz, Real Managers (Cambridge, M.A. Ballinger, 1988.

• Not seeking Clarity: While accepting and giving jobs• Not spending time in understanding others• Getting De-motivated easily• Inability to listen attentively• Not seeking/giving Feedback• Undermining the importance of IPR