Welcome to Organizational Behavior. INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

  • Published on
    22-Dec-2015

  • View
    215

  • Download
    1

Embed Size (px)

Transcript

  • Slide 1
  • Welcome to Organizational Behavior
  • Slide 2
  • INTRODUCTION TO ORGANIZATIONAL BEHAVIOR
  • Slide 3
  • What is organization? A collection of people who work together to achieve individual and organizational goals
  • Slide 4
  • What is behavior? Value Perception Attitude Behavior
  • Slide 5
  • What a person bring with him/ her, when working with an organization E.g: -Skills -Knowledge -Culture -Perception/behavior -Wisdom -Experiences -Relationship OR - 4 hs = Head, Heart, Hand, Hope
  • Slide 6
  • UNDERSTAND THE BIG FIVE FIVE PERSONALITY DIMENSIONS Dimension People who score high on this dimension tend to be more conscientiousness Emotional stability Openness to experience Agreeableness Extroversion Careful, dependable, self-disciplined Relaxed, secure, calm Sensitive, flexible, creative, curious Courteous, good-natured, empathic, caring Outgoing, talkative, sociable, assertive
  • Slide 7
  • What is organizational Behavior The study of factors that affect how individuals and groups act in organizations and how organizations respond to their environment. Organizational Behavior is a multi-disciplinary assets: - Psychology, - Management, - Social Science, - Anthropology, - Organizational Psychology and - Human Resource Management (HRM).
  • Slide 8
  • PERCEPTION PROCESS Model of the perception process ENVIRONMENTAL STIMULI FeelingHearing Seeing Smelling Testing Selective attention Perceptual O.R.G and interpretation Emotions and behavior The process of filtering information received by our sense. ( make sense of it )
  • Slide 9
  • KEY QUESTIONS How OB benefits managers? What skills needed for manager? What are the key challenges for manager, When learning about OB?
  • Slide 10
  • How OB benefits managers? Helps managers to use the tools to understand the complexity of the behavior of an organization. Have the capacity to manage changes when necessary
  • Slide 11
  • What skills needed for manager? Conceptual skills: Analysing and diagnose a situation: Planning and organizing need high level of conceptual skills. Human skills: Human skills: Ability to work with, lead and control the behavior and the ability to learn acquired skills Technical skills
  • Slide 12
  • What are the key challenges for manager, after learning OB? The changing social and cultural environment: Age Fairness & justice? Gender Flexibility? Race Decision making? Ethnicity & Religion Performance? Sexual orientation, Social economic background Capacity disability
  • Slide 13
  • 2. The evolving of global environment 3. Advancing information technology 4. Shifting work and employment relationship.
  • Slide 14
  • Understanding and Managing Organizational Behavior Requires the study of: Individual in organization Group &Team Process Organizational Process
  • Slide 15
  • INDIVIDUAL DIFFERENCES: Personality and Ability
  • Slide 16
  • Overview Each member of an organization has his or her own style and ways of behaving. Effectively working with others requires an understanding and appreciation of how people differ from one another. Managers needs to understand individual differences because they have an impact on the feelings, thoughts, and behavior of each member of an organization.
  • Slide 17
  • The Nature Of Personality Personality: Is the pattern of a way in which a person feels, thinks, and behaves. Personality has been shown to influence career choice, job satisfaction, stress, leadership, and some aspects of job performance. People personalities can be described in variety of way. Some people seems to be perfectionist, can be critical, impatient, demanding, and intense, always smile, have fun around, shy, and quiet.
  • Slide 18
  • Determinants Of Personality: Personality Nature Biological heritage Nurture Life experiences
  • Slide 19
  • The Big Five Model Of Personality, Extraversion or Positive affectivity: The tendency to experience positive emotional states and feel good about oneself and the world around one; also called positive affectivity. Extraverts: People high on extraversion scale-tend to be sociable, affectionate, and friendly. Introverts: People low on extraversion scale- are less likely to experience positive emotional state and have fewer social interaction with other
  • Slide 20
  • Neuroticism: Neuroticism or Negative affectivity: The tendency to experience negative emotional states and view oneself and the world around one negatively; also called negative affectivity. Individuals who are high on neuroticism are more likely to experience negative moods at work, feel stressed and emotion, and generally have a negative orientation toward the work situations.
  • Slide 21
  • Agreeableness Agreeableness: Is the trait that captures the distinction between individuals who get along well with other people and those who do not. Likeability in general and the ability to care for other and to be affectionate characterize individuals who are high on agreeableness. Individuals low on agreeableness are antagonistic, mistrustful, unsympathetic, uncooperative, and rude.
  • Slide 22
  • Conscientiousness Conscientiousness: Is the extent to which an individual is careful, scrupulous, and persevering. Individuals high on conscientiousness are organized and have a lot of self-discipline. Individuals low on conscientiousness may lack direction and self-discipline.
  • Slide 23
  • Openness to Experience: Openness to experience: Is the captures the extent to which an individual is open to a wide variety of stimuli, has broad interests, and is willing to take risks ask opposed to being narrow-mined and cautious. For jobs that change frequently, require innovation, or involve considerable risk, individuals who are high on openness to experience may have an advantage. Although openness to experience clearly is an advantage for entrepreneurs and performing jobs that require innovation, organizations also need people to perform jobs that do not allow much opportunity for originality, and sometime afraid to take the risk that employee high on openness to experience may thrive on.
  • Slide 24
  • Other Organizationally Relevant Personality Traits Organizationally Relevant Personality Traits: Locus of control Self monitoring Self Esteem Type A and Type B personality Need for achievement Need for affiliation Need for power
  • Slide 25
  • Locus of control External locus of control: Describes people who believe that fate, luck, or outside forces are responsible for what happens to them. mnusSeCOelIeBgvasna Bhlixit/km- pl Internal locus of control: Describes people who believe that ability, effort, or their own actions determine what happens to them. mnusSeCOelITwsIxntUvTIBwgx n
  • Slide 26
  • Self-Monitoring Kb;Kgxng Self-monitoring is the extent to which people try to control the way they present themselves to others. High self-monitors want their behavior to be socially acceptable and are attuned to any social cues that signal appropriate or inappropriate behavior. Low self-monitors are not particularly sensitive to cues indicating acceptable behavior, nor are overly concerned about behaving in a situationally appropriate manner, guided by their own attitudes, beliefs, feeling and principles and are not too concerned about what other think of their behavior.
  • Slide 27
  • Self-Esteem eGaytmxng Self-esteem is the extent to which people have pride in themselves and their capabilities. Individuals with high self-esteem think they are generally capable and worthy people who can deal with most situations. Individuals with low self-esteem question their self-own worth, doubt their capabilities, and are apprehensive about their ability to succeed in different endeavors.
  • Slide 28
  • Type A and Type B personalities Type A: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency. Type B: A person who tends to be easygoing and relaxed. Study found that Type A managers more likely to have conflicts with their subordinates and with co-workers than that of type B managers
  • Slide 29
  • Needs for Achievement tUvkarPaBeCaKCy Individual with a high needs for achievement have a special desire to perform challenging tasks well and to meet their own personal standards for excellence. They like to be in situations in which they are personally responsible for what happen, like to set clear goals for themselves, are willing to take personal responsibility for outcome, and like to receive performance feedback.
  • Slide 30
  • Need for affiliation tUvkaresckIsT,aj; Individuals with a high need for affiliation are especially concerned about establishing and maintaining good relations with other people. They not only want to be liked by other but also want everyone to get along with everyone else. They like working in groups, tend to be sensitive to other peoples feeling, and avoid taking actions that would result in interpersonal conflict. But they are less effective in situations in which they need to evaluate other because it may hard for them to give negative feedback to a co-worker or subordinate- a task that might disrupt interpersonal relations.

Recommended

View more >