INTRODUCTION TO ORGANIZTIONAL PSYCHOLOGY

7/31/2019 INTRODUCTION TO ORGANIZTIONAL PSYCHOLOGY

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Why are some colleagues more successful than others? Howcan we act as a team when we are working out of our homes and interacting primarily

through our laptop computers? How will I ever learn to handle the stress ofmeeting my sales quotas? Why doesnt my colleague cooperate with me when

I ask for assistance? Why does my manager ask me for suggestions, and then goahead without using my input? How is the new culture different from the old

one? And why is it constantly changing, anyway?

There are no perfect solutions to organizational problems

Everyone lives by selling something.Robert Louis Stevenson

WELCOME TO ORGANIZATIONAL PSYCHOLOGY


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INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY

HOW WE CHOOSE WHAT WE DO, AND HOW WE APPROACH IT,

WILL DETERMINE WHETHER THE SUM OF OUR DAYS ADDS TO

A FORMLESS BLUR OR TO SOMETHING RESEMBLING A WORK OF ART.

Success is a process not an event

INTRODUCTION

It is no secret that we spend a lions share of our time and energy on work. It is

like spending more time in work place than at home or vacations. In fact, themoment we are born, we start learning to work. For some, work is a means to

an end- a way to bring home a paycheck- but for most of us, work is where welook to find happiness and give meaning to life. We are recognized by what weare at work. All the roads of learning lead to work only. The happier peoplewithin their job the more satisfied they are said to be. This is a complexphenomenon because it is relate to various causal factors like personal, social,cultural, environmental and financial. So its natural that we would want tolearn as much as possible about how to make our work more satisfying.

Our work defines us. We are what we do. To do nothing is to be nothing.

Just as doing nothing negates our humanity, we are defined privately andsocially by our work.

Work, whether pleasant or painful, helps define individual identity. Strangersask, What do you do? We reply to casual or ideological queries by namingskills or places of employment. We relate occupation to race, ethnicity, gender,region, and religion in struggling to comprehend the essential reality of self or

community. Our daily tasks give lives coherence; by contrast, the lack of workdenies our basic humanity. Workers uncomfortable with abstract discourseassert, I am a workaholic or Hard works my middlename. Philosophersmay translate such vernacular lines into I work, thereforeI am. (Green, 1993)

Humans are social animals. No one who reads this notes lives entirely alone,remote from the influence of society and other people. We each seek outcontact with others, in the knowledge that this has the capacity to enrich ourlives in different ways. This contact usually appears to be natural anduncomplicated, but most of it is highly structured. It is regulated, coordinatedand managed. This is partly because much of our day-to-day activity involves


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dealing with people who are acting as members of organizations. As well asthis, a great deal of our ownbehavior is determined by our place within an

organization. Today you may encounter a shop assistant, a bus driver, alecturer, a newsreader, a politician, and you may also act, and be treated by

others, as a student, a teammate or a fellow worker. Precisely because these

sorts of interactions are aspects of organizational behavior, they areat leastto some extentpurposeful, predictable and meaningful.

OB is an applied science(psychology).It Seeks to discover new ways ofincreasing effectiveness of peoples behavior in organisations.

Study of OB to understand human behavior, improve interpersonal

skills, manage people in more efficient manner

OB studies behavior of people at different levels

1. Individualindividual attitude, personality, motives

2. Interpersonalinteraction between employees

3. Groupimpact of formal & informal groups

4. Intergroupcoordinating efforts of different groups for smooth

attainment of objectives

5. Organizationalstructure, culture, impact on individuals & groups

6. Inter-organizationalimpact of mergers, acquisitions, joint ventures,external environment on people

WHY STUDY ORGANIZATIONAL BEHAVIOUR?

The main reason for studying organizational behaviour is that most of us work in

organizations, so we need to understand, predict, and influence the behaviours of

others in organizational settings.

The study of Organizational Behaviour (OB) is very interesting and challengingtoo. It is related to individuals, group of people working together in teams. Thestudy of organizational behaviour relates to the expected behaviour of anindividual in the organization. No two individuals are likely to behave in thesame manner in a particular work situation. It is the human factor that iscontributory to the productivity hence the study of human behaviour isimportant.


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ORGANIZATIONS

Organizations have existed for as long as people have worked together. Archaeologists have

discovered massive temples dating back to 3500 BC that were constructed through the organized

actions of many people. The fact that these impressive monuments were built suggests not onlythat complex organizations existed, but that the people in them cooperated reasonably well.

Organizations are complex systems.human behavior in organizations issometimes unpredictable.The behavior of empolyees, and customers arisesfrom their deep-seated needs, lifetime experiences, and personal value systems.

An organization is 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. Based on this definition, manufacturing and

service firms are organizations and so are schools, hospitals, churches, military

units, retail stores, police departments, and local, state, and government

agencies.

Organizationsare groups of people who work interdependently toward somepurpose. Organizations are not buildings or other physical structures. Rather,

they consist of people who interact with each other to achieve a set of goals.Employees have structured patterns of interaction, meaning that they expecteach other to complete certain tasks in a coordinated wayin an organized

way. Organizations also have a collective sense of purpose, whether itsproducing oil or creating the fastest Internet search engine.

An organization is, of the people, by the people, and for the people as is in

description of democracy. Human beings occupy a central place in all sorts of

industrial/ organizational activities. Organizations effectively combine people

and science- humanity and technology. Organization is an immensely complex

sociotechnicalsystem that almost defies understanding. Human behavior in

organizations is sometimes unpredictable. Their behavior arises from their

deep-seated needs, lifetime experiences, and personal value systems. However,

human behavior in an organization can be partially understood by studying

and applying the frameworks of behavioral sciences, management, and other

disciplines. There are no perfect solutions to organizational problems. However,employees can increase their understanding and skills so that work

relationship can be substantially upgraded. The task is challenging, but the

results are worthwhile. Therefore, it is imperative that one should learn about

human behavior, explore how to improve interpersonal skills, and begin to

manage their relationships with others at work.


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Selected Elements of a Philosophy

We are committed to quality, cost-effectiveness, and technical

excellence.

People should treat each other with consideration, trust, and

respect.

Each person is valuable, is unique, and makes a contribution.

All employees should be unfailingly committed to excellent

performance.

Teamwork can, and should, produce far more that the sum of

individual efforts. Team members must be reliable and committedto the team.

Innovation is essential.

Open communications are important for attaining success.

Decision should be reached participatively.

Organizational behavior provides a useful set of tools five levels of analysis. For

example, it helps managers look at the behavior ofindividualswithin anorganization. It also aids their understanding of the complexities involved in

interpersonalrelations, when two people (two co-workers or a superiorsubordinate pair) interact. At the next level, organizationalbehavior is valuable for examining the dynamics of relationships within smallgroups, both formal teams and informal groups. When two or more groupsneed to coordinate their efforts, such as engineering and sales, managersbecome interested in the intergrouprelations that emerge. Finally,organizations can also be viewed, and managed, as whole systems

that have interorganizational relationships (e.g., mergers and joint ventures).

Goals

Most sciences have fourmajor thrusts, and these are also the goals oforganizational behavior.

The first objective is to describe, systematically, how people behave under avariety of conditions. Achieving this goal allows managers to communicateabout humanbehavior at work using a common language.


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A second goal is to understandwhy people behave as they do. Managerswould be highly frustrated if they could only talk about the behaviors of their

employees and not understand the reasons behind those actions. Therefore,inquisitive managers learn to probe for underlying explanations.

Predictingfuture employee behavior is the third goal of organizationalbehavior. Ideally, managers would have the capacity to predict which

employees might be dedicated and productive or which ones might be absent,tardy, or disruptive on a certain day (so that managers could take preventiveactions).

The final goal of organizational behavior is to control, at least partially, anddevelop some human activity at work. Since managers are held responsible for

performance outcomes, they are vitally interested in being able to make animpact on employee behavior, skill development, team effort, and productivity.

Managers need to be able to improve results through the actions they and theiremployees take, and organizational behavior can aid them in their pursuit ofthisgoal.

Together Everyone Achieves More With Organization, Recognition and

Knowledge.(Old acronym)


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ORGANIZATIONAL PSYCHOLOGY

A COMPANYS MOST PRECIOUS ASSERT IS ITS PEOPLE

We were forming a group of people whod be working together and learningtogether, going through similar experiences and creating something

new together. I thought it was terrific.

(Leonard Nimoy, Star Trek Memories, 1994)

Definition

Organizational behavioris the systematic study and careful application ofknowledge about how peopleas individuals and as groupsact withinorganizations. It strives to identify ways in which people can act more

effectively. Organizational behavior is a scientific discipline in which a largenumber of research studies and conceptual developments are constantlyadding to its knowledge base. It is also an applied science, in that informationabout effective practices in one organization is being extended to many others.Organizational behavior provides a useful set of tools at many levels of

analysis. For example, it helps managers look at the behavior ofindividualswithin an organization. It also aids their understanding of the complexitiesinvolved in interpersonalrelations, when two people (two co-workers or asuperiorsubordinate pair) interact. At the next level, organizationalbehavior is valuable for examining the dynamics of relationships within small

groups, both formal teams and informal groups. When two or more groups

need to coordinate their efforts, such as engineering and sales, managersbecome interested in the intergrouprelations that emerge. Finally,organizations can also be viewed, and managed, as whole systemsthat haveinterorganizational relationships (e.g., mergers and joint ventures).

The organizations in which people work affect their thoughts, feelings, and

actions in the workplace and away from it. Likewise, peoples thoughts,feelings, and actions affect the organizations in which they work.

Organizational behavior is an area of inquiry concerned with both sorts ofinfluence: work organizations on people and people on work organizations.

Organizational behaviour (OB)is the study of what people think, feel, and do inand around organizations. OB scholars systematically study individual, team,

and structural characteristics that influence behaviour within organizations.

The study of organizational behavior is very interesting and challenging too. It

is related to individuals, groups of people working together in teams. The study

of OB relates to the expected behavior of an individual in the organization. No


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two individuals are likely to behave in the same manner in a particular work

situation. It is the human factor that is contributory to the productivity hence

the study of human behavior is important

Organizations are complex social systems that sometimes perform remarkablywell and sometimes fail miserably. Organizational psychology is a subfieldwithin the larger domain of industrial/organizational psychology that seeks tofacilitate a greater understanding of social processes in organizations.Organizational psychologists also seek to use these insights to enhance theeffectiveness of organizationsa goal that is potentially beneficial to all.

Why do some people do well in organizational settings while others have

difficulty?

Does job satisfaction really make a sense?

Are you ready to assume more responsibility at work?

Why should you care about understanding other people?

Organizational behavior is not just for managers and employees. OB is for

those interact with other individuals and organizations as part of their work. In

fact, much of OB is relevant beyond the workplace. OB is relevant anywhere

that people come together and share experiences, work on goals, or meet to

solve problems.

Eg. Family members, voluntary organizations, students, parents et.,

The behavior of individuals acting as members of formal organizations has a

tremendous impact on many aspects of our lives. Everything- the food we eat,

the cars we drive, the houses we live in- depends on the coordinated effort of

individuals in organizational settings.

Organizational behavior is a field that utilizes scientific methodology to better

understand the behavior of individuals working in organizational settings. This

knowledge is also used, in a variety of ways, to help make organizations more

effective. Effective organizations are typically more productive; often provide

higherquality services to customers, and are usually more financially

successful than less effective organizations. For private organizations, financial

success often results in greater job security for employees. For government

organizations, success means higher quality services and cost savings to


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taxpayers. Successful organizations provide employment oppertunities, which

helps to foster the economic well-being of society as a whole. Also, in many

instances, employees in successful organizations are more satisfied and

fulfilled in their work than employees in less successful organizations.

The areas on which OB focuses are individuals who will often be workingwithin groups, which themselves work within organizations, as well as all the

inter relationships between them.

APPROACHES TO STUDY OF OB

1. HUMAN RESOURCES APPROACH: considers people as most imp

resource, primary focus is on growth & developmt, making people

competent, creative & fulfilled, this approach is supportive & hence also

called Supportive Approach.

This approach aims at creating a work environmentthat provides employees

with opportunities to develop their abilities to maximum extent & thereby

resulting in Work Satisfaction & Greater Effectiveness

2. CONTINGENCY APPROACH:This approach recognizes that each orgn is

unique & so are its problems, hence diff methods of behavioral practices

need to be adopted for diff situations.

This approach stress that mgrs must carefully analyse each situation, identifyimp variables/ factors & select the method that is best suited for that situation

3. RESULTS ORIENTED APPROACH: Productivity is ratio of output to

input, it is greater if an orgn is able to increase its output & reduce

inputs, OB wants to improve productivity & effectiveness, but OB also

takes into account human, social & economic inputs.

E.g. by improving employee job satisfaction, OB creates positive human output,

employee developmt programs create better employee & better citizens which

are a valuable social output

A popular measure to attain triple objectives is Total Quality Management or

TQM, which aims at continuous improvement of all orgn processes.


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4. SYSTEMS APPROACH : All depts of an orgn are interconnected and

interdependent parts of a larger system, this approach emphasizes that

orgn is a system of many variables, each variable is affected by others,

there are many subsystems in a large system every subsystem requires

some input & produces some output, systems have the ability to produce

positive & negative results/ consequences, these consequences may be

intended or unintended, there are long term and short term effects of

these outcomes.

FUNDAMENTAL CONCEPTS

Organizational behavior starts with a set of fundamental concepts revolvingaround the nature of people and nature of organizations.

The Nature of People: Six basic concepts exist in regard to people: individualdifferences, perception, a whole person, motivated behavior, desire forinvolvement, and the value of the person.

Individual Differences: People have much in common (they become excited byan achievement; they are grieved by the loss of a loved one), but each person inthe world is also individually unique. Think, for example, of a persons billionbrain cells and the billions of possible combinations of connections and bits ofexperience stored there. All people are different, and this diversity should berecognized and viewed as a valuable asset to organizations. Individual

differences require that a managers approach to employees be individual, notstatistical. This belief that each person is different from all others is typically

called the law of individual differences.

Perception: People look at the world and see things differently. Even when

presented with the same object, two people may view it in two different ways.Their view of their objective environment is filtered byperception, which is the

unique way in which each person sees, organizes, and interprets things. Peopleuse an organized framework that they have built out of a lifetime of experiencesand accumulated values. Having unique views is another way in which peopleact like human beings rather than rational machines.

Employees see their work worlds differently for a variety of reasons. They maydiffer in their personalities, needs, demographic factors, and past experiences,or they may find themselves in different physical settings, time periods, orsocial surroundings. Whatever the reasons, they tend to act on the basis of theirperceptions. Essentially, each person seems to be saying, I react not to anobjective world, but to a world judged in terms of my own beliefs, values, andexpectations. This way of reacting reflects the process ofselective perception,


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in which people tend to pay attention to those features of their workenvironment that are consistent with or reinforce their own expectations.

Selective perceptions can not only cause misinterpretations of single events atwork but also lead to future rigidity in the search for new experiences.

Managers must learn to expect perceptual differences among their employees,

accept people as emotional beings, and manage them in individual ways.A Whole Person: Different human traits may be studied separately, but in thefinal analysis they are all part of one system making up a whole person. Skilldoes not exist apart from background or knowledge. Home life is not totallyseparable from work life, and emotional conditions are not separate fromphysical conditions. People function as total human beings.

For example, a supervisor wanted to hire a new telemarketer named AnikaWilkins. She was talented, experienced, and willing to work the second shift.However, when Anika was offered the job, she responded by saying that shewould need to start a half hour late on Wednesdays because her child care

service was not available until then. Also, since she had a minor handicap, herworkstation required a substantial adjustment in height. So her supervisor had

to consider her needs as a whole person, not just as a worker.

When management applies the principles of organizational behavior, it is tryingto develop a better employee, but it also wants to develop a betterpersoninterms of growth and fulfillment. Jobs shape people somewhat as they performthem, so management must care about the jobs effect on the whole person.Employees belong to many organizations other than their employer, and they

play many roles inside and outside the firm. If the whole person can beimproved, then benefits will extend beyond the firm into the larger society in

which each employee lives.

Motivated Behavior: From psychology, we learn that normal behavior hascertain causes.These may relate to a persons needs or the consequences thatresult from acts. In the case of needs, people are motivated not by what wethink they ought to have but by what theythemselves want. To an outsideobserver, a persons needs may be unrealistic, but they are still controlling.This fact leaves management with two basic ways to motivate people. Itcan show them how certain actions will increase their need fulfillment, or it canthreaten decreased need fulfillment if they follow an undesirable course ofaction. Clearly, a path toward increased need fulfillment is the better approach,

and this illustrates that motivation is essential to the operation oforganizations.

Desire for Involvement: Many employees today are actively seekingopportunities at work to become involved in relevant decisions, thereby

contributing their talents and ideas to the organizations success. They hungerfor the chance to share what they know and to learn from the experience.Consequently, organizations need to provide opportunities for meaningful


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involvement. This can be achieved through employee empowermenta practicethat will result in mutual benefit for both parties.

Value of the Person: People deserve to be treated differently from other factors

of production (land, capital, technology) because they are of a higher order in

the universe. Because of this distinction, they want to be treated with caring,respect, and dignityand they increasingly demand such treatment from theiremployers. They refuse to accept the old idea that they are simply economictools or a pair of hands. They want to be valued for their skills and abilities,be provided with opportunities to develop themselves, and be given reasonablechances to make meaningful contributionsnow.

The Nature of Organizations:The three key concepts of organizations are thatthey are social systems, they are formed on the basis of mutual interest, andthey must treat employees ethically.

Social Systems: From sociology, we learn that organizations are social systems;consequently, activities therein are governed by social laws as well aspsychological laws. Just as people have psychological needs, they also havesocial roles and status. Their behavior is influenced by their group as well as

by their individual drives. In fact, two types of social systems exist side by sidein organizations. One is the formal (official) social system, and the other is theinformal social system.

The existence of a social system implies that the organizational environment isone of dynamic change rather than a static set of relations as pictured on anorganization chart. All parts of the system are interdependent, and each part is

subject to influence by any other part. Everything is related to everything else.

Mutual Interest: Organizations need people, and people need organizations.Organizations have a human purpose. They are formed and maintained on thebasis of some mutuality of interestamong their participants. Managers needemployees to help them reach organizational objectives; people needorganizations to help them reach individual objectives.6 If mutuality is lacking,trying to assemble a group and develop cooperation makes no sense, becausethere is no common base on which to build.Mutual interest provides a superordinate goalone that can be attained only through the integrated efforts of

individuals and their employers.

Ethics: In order to attract and retain valuable employees in an era in which

good workers are constantly recruited away, organizations must treatemployees in an ethical fashion. More and more firms are recognizing this need

and are responding with a variety of programs to ensure a higher standard ofethical performance by managers and employees alike. Companies haveestablished codes of ethics, publicized statements of ethical values,


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provided ethics training, rewarded employees for notable ethical behavior,publicized positive role models, and set up internal procedures to handle

misconduct. They have begun to recognize that since organizational behavioralways involves people, ethical philosophy is involved in one way or another in

each action they take.

When the organizations goals and actions are ethical, it is more likely thatindividual, organizational, and social objectives will be met. People find moresatisfaction in work when there is cooperation and teamwork. They arelearning, growing, and contributing. The organization is also more successfulbecause it operates more effectively. Quality is better, service is improved, andcosts are reduced. Perhaps the greatest beneficiary is society itself, because ithas better products and services, more capable citizens, and an overall climateof cooperation and progress. This creates a three-party winwinwin result inwhich there need not be any losers.

Some of the specific themes of OB are;

1. Personality theories 2. Attitudes and values 3. Motivation and learning 4.

Interpersonal behavior 5. Group dynamics 6. Leadership and team work 7.

Organizational structure and design 8. Descision-making 9. Power 10.

Conflict 11. And Negotiation.

OB is a field of study that endeavors to understand, explain, predict, and

change human behavior as it occurs in the organizational context. Underlying

this definition are three important considerations.

1. OB focuses on observable behaviors, such as talking in a meeting,

running production equipment, or writing a report. It also deals with the

internal states, such as thinking, percieving, and deciding, that

accompany visible actions.

2. OB involves the analysis of how people behave both as individuals and

as members of groups and organizations.

3. OB also assess behaviour of groups and organizations.


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FOUR KEY FORCES 0F OB

A complex set of forces affects the nature of organizations today. A wide arrayof issues and trends in these forces can be classified into four areaspeople,

structure, technology, and the environment in which the organization

operates.

People make up the internal social system of the organization. That system

consists of individuals and groups, and large groups as well as small ones.There are unofficial, informal groups and more official, formal ones. Groups aredynamic. They form, change, and disband. People are the living, thinking,feeling beings who work in the organization to achieve their objectives. Wemust remember that organizations should exist to serve people,

rather than people existing to serve organizations.

In particular, the workforce has become a rich melting pot ofdiversity, which

means that employees bring a wide array of educational backgrounds, talents,and perspectives to their jobs.

Structure defines the formal relationship and use of people in organizations.To accomplish all of an organizations activities, different jobs are required,such as managers and employees, accountants and assemblers. These peoplemust be related in some structural way so their work can be effectivelycoordinated. These relationships create complex problems of cooperation,negotiation, and decision making.

Technology provides the resources with which people work and affects the

tasks they perform. The great benefit of technology is that it allows people to domore and better work, but it also restricts people in various ways. It has costsas well as benefits. Technological advancements, in its own way, places

increased pressure on OB to maintain the delicate balance between technicaland social systems.

Environments can be internal or external, and all organizations operatewithin them. Any organization is part of a larger system that contains many

elements, such as government, the family, and other organizations. Numerouschanges in the environment create demands on organizations. The externalenvironment influences the attitudes of people, affects working conditions, and

provides competition for resources and power. It must be considered in thestudy of human behavior in organizations.


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SUBFIELDS OF OB

OB has grown into three distinct subfields.


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1. Micro organizational behavior 2. Meso OB 3. Macro OB.

MICRO ORGANIZATIONAL BEHAVIOR : Micro OB is concerned mainly with the

behaviors ofindividuals working alone. Three subfields of psychology were

principle contributors to the beginnings of Micro OB.

1. Experimental Psychology provides theories of learning, motivation,

perception and stress.

2. Clinical Psychology furnishes models of personality and human

development.

3. Industrial or Organizational Psychology offers theories of employee

selection, work place attitudes, and performance assessment.

Micro OB has distinctly psychological orientation. The questions asked are:

1. How do differences in ability affect employee productivity

2. What motivates employees to perform their job

3. How do employees develop perceptions of their workplace, and how do

these perceptions in turn influence their behavior.

MESO ORGANIZATIONAL BEHAVIOR: Meso OB focuses primarily on

understanding the behaviors of people working together in teams and groups.

This field has grown from the fields of communication, social psychology, and

interactionist sociology, which provided theories on such topics as

socialization, leaderaship, and group dynamics.

The questions asked are:

1. What forms of socialization encourage co-workers to cooperate

2. What mix of skills among team members increase team persormance.

MACRO ORGANIZATIONAL BEHAVIOR: Macro OB focuses on understanding

the behavior ofentire organization. This subfield can be traced to four

disciplines.

1. Sociology: Provided theories of power, conflict, social status, and

institutional relations.2. Political Science: Offered theories of power, conflict, bargaing and

control.

3. Anthropology: Contributed theories of symbolism, cultural analysis

etc.

4. Economics: Furnished theories of competition and efficiency.


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The questions asked are:

1. How are power acquired and retained

2. How can conflicts be resolved

3. What mechanisms can be used to coordinate work activities?

ORGANIZATIONAL BEHAVIOR: CHALLENGES

1. Challenges at the individual level

At the individual level employees need to learn how to work with people who

may be different from themselves in a variety of dimensions, including

personality, perception, values and attitudes. Individuals also have different

levels of job satisfaction and motivation.

a. Imdividual differences b. Job satisfaction c. Motivationd. Empowerment e. behaving ethically.

a. Individual differences : People enter groups and organizations with certain

chareteristics that influence their behavior, the more obvious of these being

personality charecteristics, peception,values and attitudes. There is little that

those in the organization can do to alter them. Yet, they have a real impact on

behavior.

b.Job satisfaction : Employees are increasingly demanding satisfying jobs- the

belief that satisfied employees ate more productive than dissatisfied employees

has been a basic assumption.

c. Motivation: Rewards motivate the employees.

d. Empowerment : Empowerment to share the decision making is being

pushed down to the operating level, where employees are being given the

freedom to make choices about schedules, procedures, and solving work-

related problems. Empowerment means putting employees incharge of what

they do.

e. Behaving ethically: Ethics starts at the individual level. While the word

refers to moral conduct, ethics is also the study of moral values or principles

that guide our behavior and inform us whether actions are right or wrong.

Ethics helps us to do the right thing.


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2. Challenges at the group level

The behavior of people in groups is more than the sum total of all the

individuals acting in their own way. Peoples behavior when they are in a group

differs from their behavior when they are alone.

a. Working with others b. Workforce diversity

a. Working with others: Much of the success in any job involves developing

good interpersonal or people skills. Thinking, learning, and working

with others are the few skills that form the foundation for a high-quality

workforce. The technical skills are not enough to succeed; one must have

good people skills (interpersonal skills).b. Workforce diversity: Organizations are becoming more diverse, employing

a greater variety of people in terms of gender, race, ethnicity, sexual

orientation, and age. Ex. Men, Women, Aboriginal people, Asian, African

American, Indo American, Sr.citizens etc., The ability to adapt to many

different people is one of the most important and broad-based challenges

facing organizations.

It is understood that employees dont set aside their cultural values and

life style preferences when they come to work. Organizations therefore tryto accommodate diverse groups of by addressing their different life styles,

family needs, and work styles. We need to keep in mind that what

motivates one person may not motivate another. To work effectively with

different people, we need to understand how culture shapes them, and

learn to adapt our interaction style. If this diverse is managed positively,

can increase creativity and innovation in organizations as well as

improve decision making by providing different perspectives on problems.

If not managed properly, there is potential for miscommunication, and

more interpersonal conflicts.

The interpersonal skills are:

1.Taking initiative 2. Goal setting 3. Delegating effectively 4. Personal

productivity and motivation 5. Motivating others 6. Time and stress

management 7. Planning 8. Organizing 9. Receiving and organizing

information 10 Controlling 11. Evaluating routine information 12.


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Response to routine information 13. Understanding yourself and

others. 14. Interpersonal communication 15. Developing subordinates

16. Participative decision making 17. Conflict management. 18.

Creative thinking 19. Negotiating and selling ideas. Etc.,

HOW INDUSTRIAL OR ORGANIZATIONAL PSYCHOLOGY IS USED

In the process of diagnosing an organizations problems, recommending or

implementing changes, and evaluating the consequences of those changes,

contemporary industrial psychologists address..

1. Personnel Psychology 2. Training 3. Motivation and leadership 4

Engineering Psychology

Personnel Psychology: This is concerned with individual differences and

therefore deal with all aspects of scrutiny and selecting personnel. This

attempts to identify the best candidates for an available position using methods

that have been shown to be accurate in the past. The thrust of Personnel

Psychology is to study a job and the traits of individuals who hold the job, and

then use the information to predict what kinds of individuals would do well in

the future. Personnel Psychology is based on the psychology of individualdifferences ( i.e. that people vary in their interests, skills, and abilities ). Since

various jobs require different combinations of these human qualities, matching

the person to the job involves assesing human charecteristics and job

charecteristics alike in a objective manner in order to achieve a satisfactory

person-job fit.

Training: Training is applying the principles of human learning to teaching

employees skills, techniques, strategies, and ideas for improving their

performance.

Motivation and leadership: This deals with incumbent employees and seeks to

create an environment that provides employees with a clear view of what they

are supposed to accomplish and promotes the creation of conditions conducive

to encouraging people to give their best.


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Engineering Psychology: The engineering psychologist addresses the human

problems of organization through the design of machinery and tools that take

human limitations specifically into account.


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Contributing disciplines to the Organizational psychology

Psychology that seeks to measure, explain, and sometimeschange the

behavior of humans and other animals.

SociologyThe study of people in relation to their fellow human beings.

Social Psychology

An area within psychology that blends concepts from psychology and sociology

and that focuses on the influence of people on one another

AnthropologyThe study of societies to learn about human beings and their activities.

Political ScienceThe study of the behavior of individuals and groups within a politicalenvironment.


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Therefore subject of OrganisationalBehaviour deals with that part of life

which we spend in working which isalso called On the joblife.

Our off the job life is interrelatedand interdependent on on the job life

and vice versa.

THE ABOVE MATERIAL IS PREPARED FOR STUDENTS OF

ORGANITIONAL BEHAVIOUR IN ANDHRA UNIVERSITIES.

Documents

INTRODUCTION TO ORGANIZTIONAL PSYCHOLOGY