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8/14/2019 Organizational Behaviour Final 1
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Organizational
Behaviour
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What is an Organization? A consciously coordinated social unit, composedof two or more people, that functions on arelatively continuous basis to achieve a common
goal or set of goals.
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People, in real sense, are a lasting competitive advantage
of any organization. Everything else almost everything
can be replicated products, brands, services, assets and
infrastructure, but not your people resources. What you
indeed require is developing a strong employer brand a
brand that describes how exciting it is to work in an
organization, how satisfying it is to stay on in theorganization for the sake of consistently satisfying and a
mutually happy association.
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A Provincial Sport Governing Body The Board of Directors, The Office Staff
Your Project Team
The team Lagan
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Common Elements in Organisations A reason for existing
People
Tasks are to be performed if the reason for existingis to be realised
Structure or framework clarifying responsibility for
what, and for whom
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Management
Manage men tactfully
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Organizational Behaviour . . . a field of study that investigates the impact
that individuals, groups and structure have on
behaviour within organizations, for the purpose
of applying such knowledge toward improving an
organizations effectiveness.
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OB OB is concerned with what people do in the
organization & how their behaviour affects
the organizational performance.
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Why Do We Study OB? To learn about yourself and how to deal with others(knowing how you work will help you understand how others
work; help you work with)
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Organizations are increasingly expectingindividuals to be able to work in teams,
at least some of the time(committees, groups)
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Some of you may want to be managers or
entrepreneurs
(have to supervise or deal with other people)
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Formal &
Informal
Elements of
Organizations
Formal organization(overt)
Goals & objectives
Policies & proceduresJob descriptions
Financial resources
Authority structure
Communication channels
Products & services
Informal organization(covert)
Beliefs & assumptions
Perceptions & attitudesValues
Feelings, such as fear, joy
anger, trust, & hope
Group norms
Informal leaders
Social
Surface
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Multidisciplinary anchor
Psychology---Perception, Attitudes, Personality, Jobstress, Emotions, Leadership Patterns , Learning,Motivation
Sociology--- Team dynamics, Roles, Socialization ,Power, Organizational structure.
Anthropology---Corporate culture, Cross culturaldynamics.
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Political Science---Intergroup conflict, Politics andPower struggles, Decision making, Organizational
environments.
Social Psychology--- Job design, Productivity
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Emerging Disciplines
Communications--- Knowledge management,
e-mail, Socialization
Information systems--- Team dynamics, Decisionmaking
Womens studies---Power-relations, Perceptualbiases.
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Systematic Research anchor
Scientific method
Research propositions
Collection of data Statistical analysis
Personal bias discarded
Grounded theory
Cyclical data collection and theory development
More observation, participation, realistic
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Contingency anchor
Solutions-situations-results
Leadership styles
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Multiple levels of analysis anchor
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Hewlett Packard may have lots of buildings &
equipments, but its CEO Carly Florina says
that her job is to nurture something that isalive. I think that the company is a living
system. It is an organism, it is operating in
other living system, and a leader has to think
about the company as a living , breathing
system.
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The Organization as an OpenSystem
Employees Work
Activities
Management Activities
Technology and
Operations Methods
TransformationProcess
System
Raw Materials
Human Resources
Capital
Technology
Information
Inputs
Products and Services
Financial Results
Information
Outputs
Feedback
Employee Behaviour
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Basic OB Model, Stage I
Organization systems
level
Group
level
Individual
level
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Developing an OB Model Dependent Variables
Productivity
Absenteeism
Turnover Job Satisfaction
Organizational Commitment
Independent Variables Individual-Level Variables
Group-Level Variables
Organizational Systems-Level Variables
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Dependent Variables A Dependent Variable is the key factor that you
want to explain or predict & that is effected by someother factor.
In OB the Dependent Variables are: Productivity
Absenteeism
Turnover
Job Satisfaction
Organizational Commitment
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Productivity
An organization is productive if it achieves its
goals & does so by transferring its inputs to
outputs at the lowest cost. Productivity implies its concern for both
efficiency & effectiveness.
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Turnover
Turnover is the voluntary or involuntary
permanent withdrawal from an organization.
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Job Satisfaction
A positive feeling about ones job resulting
from the evaluation of its characteristics
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Organizational Citizenship Behaviour
OCB is discretionary behaviour that is not
part of employees formal job requirement but
that nevertheless promotes the effectivefunctioning of the organization.
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Independent Variables
An Independent Variable is the presumed cause of
some change in the dependent variable.
In OB Independent Variables lies at three differentlevels:
Individual-Level Variables
Group-Level Variables
Organizational Systems-Level Variables
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Some Contemporary Management
Concerns A Focus on Quality & Productivity
Workforce Diversity
Globalization Responding to Outsourcing
Employee-Organization Relationships
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Empowerment
Stimulating Innovation & Change
Working in Networked Organizations Work-Life Balance
Improving Ethical Behaviour
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Total Quality Management-
To improve quality and productivity, many
companies are implementing Total Quality
Management--a philosophy of management driven
by the constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
Total quality management has implications for OBsince it requires employees to rethink what they do
and become involved in workplace decision making.
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TQM
The following are the main elements of TQM:
Intense focus on the customer includes not only outsiders
who buy the services or products of the organization but
also internal customers (such as shipping or accountsreceivable) who interact with and serve the organization.
Concern for continual improvement means very good is
not good enough and quality can always be improved.
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TQM Improvement in the quality of everything the organization does
applies not only to the final product but also to how theorganization handles deliveries, complaints, and public contact,for example.
TQM requires accurate measurement of every criticalperformance variable in the organizations operation. Thesevariables are compared against standards to identify problems,trace them to their roots, and eradicate them.
TQM involves the empowerment of employees and teams as ameans of finding and solving problems in the workplace.
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Accurate
Measurement
Organizational
Improvement
Continuous
Improvement
Employee
Empowerment
Improving Quality
and ProductivityCustomer
Focus
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Workforce Diversity
Workforce diversity means that organizations are
more heterogeneous in terms of race, gender, andethnicity.
The challenge for organizations is to be more
accommodating to the lifestyles, family needs,and work styles of diverse groups of people.
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Example:
Founded in 1939 and headquartered in Palo Alto, California
USA, Hewlett-Packard is a leading technology solutions
provider for consumers and businesses in Unix Servers,
Linux Servers, Windows Servers, Printers, PCs amongother things. Hewlett-Packard is having more than 540 sales
and support offices worldwide in more than 162 countries.
It employed 70,000 people worldwide and brings together
incomparable experiences and global insights to provide itscustomers with the right solutions for their businesses and
home computing needs.
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Implications for managers Managers will need to shift their philosophy from treating everyone
alike to recognizing and responding to individual differences in
ways that will ensure employee retention and productivity. At the
same time, they must guard against discrimination. When managed well, diversity can increase creativity and improve
decision making. When managed poorly, diversity can lead to
higher turnover, communication problems, and interpersonal
conflicts.
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Globalization
Globalization can bedescribed as a process bywhich the people of the
world are unified into asingle society and functiontogether. This process is a
combination of economic,technological, socioculturaland political forces.
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Ranbaxy, India's first multinational company,
today has a whooping 70% of its revenues
coming from abroad, some of its label beingmarket leaders in their segment. It has six
manufacturing plant outside India and their
activity is supported by close to 2000
overseas employees.
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At one point of time, IBM had people working
from 44 nations in one of its project.
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The Challenge of Globalization
Working in
Foreign
Countries
Working with
Multicultural
Diversity
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Implications for Managers First, managers are more likely to find themselves in foreign
assignments. So they will be managing workers who willprobably be very different in needs, aspirations, and attitudesfrom the workers they managed in the United States.
Second, even if managers stay at home, they will be workingwith bosses, peers, and subordinates who were raised indifferent cultures. To work effectively in such situations,managers will need to understand the cultures with which they
must interact and adapt their management styles as needed.
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Implications of globalization:
New organizational structures
Different forms of communication
More competition, change, mergers,
downsizing, stress
Need more sensitivity to culturaldifferences
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Responding to Outsourcing
On shore
Off shore
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Call Centres
Call Centres are one of the capital intensive
BPOs.
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KPOs
Knowledge Process Outsourcing
It involves software solutions, financial
services, biotechnology research, legalservices.
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Verifone, maker of computerized swipe
machines that read credit card details, prides
itself with the fact that its 3,000 employees
are in different locations. The use of virtual
teams has been a strategy of the company
since 1981.
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The Employment Relationship
Employability
Contingent work
The Employment Relationship
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Employability
New deal employment relationship
1. Flexibility
2.
Compressed Worksheets3. Job Sharing
4. Telecommunicating
Continuously learn new skills
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Contingent work
No contract for long-term employment
Minimum hours of work vary
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Empowerment
In Marriott W.L.Gore & National West
Minister Bank employees are now called as
associates .Decision making is being pusheddown to the operating level, where workers
are being given the freedom to make choices
about schedules & procedures to solve work
related problems.
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Empowering the Workforce
Managers
Are GivingUp Controls
Workers Are
AcceptingResponsibility
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Stimulating Innovation & Change
Nokia has continually adapted to its changing
environment. The Finnish company began as a pulp
and paper mill in 1865, then moved into rubber,
cable wiring, and computer monitors. In the 1980s,
Nokia executives sensed an emerging market for
wireless communication. Today, Nokia is a world
leader in cellular telephones
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Work-Life Balance
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Ethical Behaviour
Ethics: used to describe the kinds ofvalues and morals an individual society
finds desirable or appropriate.
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Improving Ethics in Workplace
Compliance with the Law
Provide in-house advisers
Create protection mechanisms
Write and distribute codes of ethics
Offer seminars, workshops, and training
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Ethical Dilemmas
1. Sam works for you .He is technically
capable & a good worker ,but he does not get
well along with others in the work group.When Sam has an opportunity to get a
transfer you encourage him to take it .What
would you say to potential supervisor.
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