Presentation Topic

Presented by:-by:-Vikas Kamble

ORGANIZATIONAL BEHAVIOUR

DefinitionOrganizational behaviour is a field of study that investigates ,the impact that individual, group, and structure have on behaviour within the organization, for the purpose of applying such knowledge toward organizations effectiveness

Organization Development

DefinitionOrganization Development is a strategy or an effort, which is planned and manage from the top ,to bring about planned organizational changes for increasing organizational effectiveness

Charact ristics f OPlann d Organizati n change Planned Interventi n T p management commitment Social Philosophy as a Norm of change

Steps in ODDiagnosis & identification of the problem y Developing of strategy y Implementing the program y Reviewing the progress of the programmedy

Case :

Goals of ODPerson y Interperson y Teams y Organizationy

Nature of ChangeHistory & Politics y Management and Organization y PeopleyKEY ISSUES OF THE MANNER IN WHICH THE CHANGE WILL BE DETERMINED

Change Agent y Change Intervention y Change Targety

Levels of ChangeIndividual-Level Change y Group-Level Change y Organization-Level Changesy

Importance of Change

Components of ChangeSystems People

Components of Change

Processes

Management

Forces for Change in Organizations

External ForcesI. II. III. IV. V.

Globalization Workforce Diversity Technological Changes Managing Ethical Behaviour Others

Internal ForcesI. II. III. IV. V.

Change in Work Climate Falling Effectiveness Crisis Organizational Silence Differing Employee Expectations

The Change ProcessBecoming aware of the pressure for change Recognizing the need for change Diagnosing the problem Planning the change Implementing the change Managing resistance Following up on the change

1. Becoming aware of the pressure for change:change:Outside the organization, technological innovations act as powerful triggers for change. Within the firm, conflicts arise, employees retire or resign, and pressures mount as the organization outgrows its old ways of doing things. things.

2. Recognizing the need for change:change:Managers should also recognize the need for change.

3. Diagnosing the problem:problem:For diagnosing the problem, various models are available 1. Interviews 2. Questionnaires 3. Observations 4. Secondary data/Unobtrusive measures

4. Planning the change:A firm that purpose revolutionary change adopts a top down change strategy. . Generally, a top down strategy calls for intervention strategy. at the high level of the organization. Evolutionary change depends on a bottom up change strategy. Firms opting for bottom up strategy prepare the organization for change by involving managers and employees at all level in discussing the need for change and diagnosing the problems facing the organization. organization.

5. Implementing the change:change:At this stage resistance to change surfaces. There are several ways of manifesting resistance. Hostility or aggression is the immediate reaction of an individual and group level change. change.

6. Managing resistance:resistance:There are six approaches to manage the resistanceresistance1. Education and communication 2. Participation and involvement 3. Facilitation and support 4. Negotiation and agreement 5. Manipulation and cooperation

7. Follow up on the change:change:The final step in the change process is to evaluate the effects of the change and to institute procedural modifications that will ensure that the change continues to be implemented.

Resistance to changeThere are many sources of resistance to change in organizations. The forces which resist changes are discussed here. here. 1.Organizational level resistance to change 2.Sub unit level resistance to change 3.Group level obstacle to change 4.Individual level resistance to change

Overcoming resistance to change1.Education and communication 2.Participation 3.Building support and commitment 4.Implementing changes fairly 5.Manipulation and co-optation co6.Selecting people who accept change

ORGANISATIONAL CULTURE

Organization Culture Introductiony

An organization culture mean that complex whole which includes knowledge, belief, art, morals, law, customs and other capabilities and habits acquired by man in society.

CharacteristicsIndividual Initiative y Risk Tolerance y Direction y Management Support y Control y Reward Systemy

Levels of CultureNational Culture y Business Culture y Authoritarian and Participative Culture y Strong, Weak and Unhealthy Culturesy

How is Culture Created ?Culture Formation around critical Incidents Identification with the Leaders

Organizational Culture Organizational structure Organazational Ethics

How to sustain Culture ?Top Management

Philosophy of the Organisation Founders

Selection Criteria

Organisation Culture

Socialization

Organisational Climate:Definition: The perceived attributes of an organization and its sub-systems as reflected in the way an organization deals with its members, groups and issues.

y

Different relevant Motives required to create a Climate of an Organisation: Organisation:y y y y y y

Achievement industrial and business organisations Influence -scientfic organisations Control -bureaucracy Extension -community service org Dependancy-traditional /one man org Affliation -clubs !!!

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