Introduction to Organizational behavior

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ORGANIZATIONAL BEHAVIOR

OPINION

“YOU NEED A JOB TO GET A EXPERIENCE AND YOU NEED EXPERIENCE TO GET A JOB”

WHAT IS ORGANIZATIONAL

BEHAVIOR

WHAT IS ORGANIZATIONAL BEHAVIOR

Organizational behavior is the study of human behavior in organizations.

It is an academic discipline devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.

Dr. John R. Schermerhorn, Jr. et. Al 2012

TO PUT IT SIMPLY

that helps peoplework

together

ORGANIZA-TIONAL

BEHAVIOR is a

knowledge base

to improve the performance

of organizations.

NATURE OF ORGANIZATION

SPECIALIZATION AND DIVISION OF WORK

-ASSIGN RESPONSIBILITY FOR EACH ORGANIZATIONAL COMPONENT TO A SPECIFIC INDIVIDUAL OR GROUP THEREOF

-WHEN THERE IS A DESIGNATED EXPERT IN A FIELD, IT IS A SPECIALIZATION

-EFFORTS OF THE OPERATIVES ARE COORDINATED TO ALLOW THE PROCESS AT HAND TO FUNCTION CORRECTLY

-CERTAIN OPERATIVES OCCUPY POSITIONS OF MANAGEMENT AT VARIOUS POINTS IN THE PROCESS TO ENSURE COORDINATION

CHARACTERISTICS OF AN ORGANIZATION


COMPOSITION OF INDIVIDUALS AND GROUPS

• AN ORGANIZATION IS COMPOSED OF GROUPS OF INDIVIDUALS AND INDIVIDUALS

• INDIVIDUALS ARE ALSO GROUPED INTO DEPARTMENTS AND THEIR WORK IS COORDINATED AND DIRECTED TOWARDS ORGANIZATIONAL GOALS


• WORK IS DIVIDED AND ASSIGNED TO INDIVIDUALS TO ACHIEVE ORGANIZATIONAL OBJECTIVES

• INTEGRATION IS COLLECTING ALL TASKS DONE BY ALL INDIVIDUALS WHICH ARE COORDINATED WITH THE TASKS OF OTHERS

NATURE OF ORGANIZATIONCHARACTERISTICS OF AN ORGANIZATION

COMPOSITION OF INDIVIDUALS AND GROUPS


CONTINUITY

• AN ORGANIZATION IS A GROUP OF PEOPLE WITH A DEFINED RELATIONSHIP IN WHICH THEY WORK TOGETHER TO ACHIEVE THE GOALS OF THAT ORGANIZATION

• THIS RELATIONSHIP DOES NOT COME TO END AFTER COMPLETING EACH TASK

• ORGANIZATION IS A NEVER ENDING PROCESS


GOALS OF AN ORGANIZATION

-EVERY ORGANIZATION HAS ITS OWN PURPOSES AND OBJECTIVES

-ORGANIZING IS THE FUNCTION EMPLOYED TO ACHIEVE THE OVERALL GOALS OF THE ORGANIZATION

-ORGANIZATION HARMONIZES THE INDIVIDUAL GOALS OF THE EMPLOYEES WITH OVERALL OBJECTIVES OF THE FIRM.

ORIENTATION TOWARDS GOALS

FORCES THAT AFFECT THE NATURE OF ORGANIZATION

ENVIRONMENT

STRUCTURE PEOPLE

ORGANIZATIONAL STRUCTURE/DESIGN

SIMPLE MODEL

1. Very small business2. Inexpensive3. Can response to new challenges4. increasing complexity and size may compromise decision

making skills


MODERNORGANIZATIONAL DESIGN

PYRAMIDS OR HIERARCHICAL ORGANIZATION

1. OFTEN ASSOCIATED WITH BUREAUCRACY

2. FORMED ON THE BASIS THAT THERE ARE ENOUGH PEOPLE UNDER THE LEADER TO GIVE HIM SUPPORT

3. AS WITH A REAL PYRAMID, IF THERE ARE NOT ENOUGH STONE BLOCKS TO HOLD UP THE HIGHER ONES, IT WILL COLLAPSE. IF THE LEADER DOES NOT HAVE THE SUPPORT OF IS SUBORDINATES, THE ORGANIZATION WOULD COLLAPSE

FUNCTIONAL STRUCTURE

1. MINIMAL DUPLICATION2. EMPLOYEES ARE GROUP BASED SPECIALTY LIKE

ACCOUNTING, SALES, HRM3. INITIATE INTERNAL WAR, INTENSE COMPETITION4. SOME PEOPLE DON’T KNOW WHAT IS HAPPENING5. ALSO REFERRED TO AS ECOLOGIES



TEAM STRUCTURE

1.CONSIST OF WORKGROUPS2.EVERYONE IS INVOLVE3.NOT CLEAR WHO IS IN-CHARGE4.THERE IS PRESSURE WHO IS THE BEST5.ALSO KNOWN AS COMMITTEES OR JURIES


MATRIX STRUCTURE

1. ASSIGN SPECIALIST FROM DIFFERENT FUNCTIONAL AREAS TO A PROJECT

2. THERE IS A PRIORITY WITH PROJECTS. BECAUSE COMPETITING COMPANIES TRY TO DOMINATE THE MARKET BY MEANS OF TECHNOLOGY, SYSTEM AND OTHERS

3. FASTER DECISION-MAKING

4. RESPONSIVE TO ENVIRONMENT


NETWORK STRUCTURE

1.OUTSOURCING2.HIGHLY FLEXIBLE AND RESPONSIVE3.DIFFICULTY WITH COMMUNICATION

ENVIRONMENT

ORGANIZATIONAL ENVIRONMENTORGANIZATIONAL ENVIRONMENT

ORGANIZATIONAL ENVIRONMENTSET OF FORCES SURROUNDING AN ORGANIZATION. MAY AFFECT ITS OPERATION AND ACCESS TO SCARCE RESOURCES

ORGANIZATIONAL DOMAINTHE RANGE OF GOODS AND SERVICES THAT THE ORGANIZATION PRODUCES, AND THE CUSTOMERS AND OTHER STAKEHOLDERS WHOM IT SERVES

ORGANIZATIONAL ENVIRONMENTORGANIZATIONAL ENVIRONMENT

Organization

Specific Forces

Economic Forces

International Forces

Customers

Government

Suppliers Unions

Distributors

Competitors

General Forces

Technological ForcesEnvironmental Forces

PEOPLE IN ORGANIZATION

MANAGERIAL NON-MANAGERIAL

MANAGEMENT LEVEL

TOP MANAGERS(BIG BOSS)

1. Focus more on strategy and direction of the company

MANAGEMENT LEVEL

MIDDLE MANAGERS

1. Manage the activities of other managers2. Coordination or communication of top

management to first line

MANAGEMENT LEVEL

FIRST-LINE MANAGERS

1. Direct Non-manegerial employee

MANAGEMENT FUNCTIONS

•PLANNING sets objectives and identifies the actions needed to achieve them

•ORGANIZING divides up tasks and arrangesresources to accomplish them.

•LEADING creates enthusiasm to work hard to accomplish tasks successfully

•CONTROLLING monitors performance and takes any needed corrective action.

PLANNING TOOLS

PLANNING TOOLS

PLANNING TOOLS

OTHER TOOLS

• SOAPIE

• SOAP

• ACTION PLAN

• BALANCED SCORECARD

PLANNING TOOLS

MANAGER SKILLS

1. CONCEPTUAL SKILLS2. HUMAN SKILLS3. TECHNICAL SKILLS4. POLITICAL SKILLS

WHAT IS A LEADER?

WHAT IS A LEADER?

1. WHO USE INFLUENCE TO CREATE CHANGE

2. THEY HAVE FOLLOWERS BECAUSE OTHER PEOPLE SEE THE VALUE OF THEIR IDEAS

3. LEADERS SUCCEED WHEN PEOPLE FOLLOW THEM

4. LEADERS CAN BE FOUND UPWARDS OR SIDE TO SIDE OF THE ORGANIZATION

WHO IS THE BETTER LEADER A RESEARCH BY ALICE EAGLEY ?

RESEARCH BY EAGLEY

Eagley and her team concluded that women are frequently described asleading by inspiring, exciting, mentoring, and stimulating creativity. Theypoint out that these behaviors have “transformational” qualities that buildstronger organizations through innovation and teamwork.

Women also score higher on rewarding positive performance, while men score higher in punishing and correcting mistakes.

Eagley and her colleagues explain the findings in part by the fact thatfollowers are more accepting of a transformational style when the leader isfemale, and that the style comes more naturally to women because of its emphasis on nurturing.

They also suggest that because women may have to work harder than men to succeed, their leadership skills get tough tests and end up being better developed.

LEADERSHIP NURTURE OR NATURE

INTELLIGENCEIF YOU ARE BORN INTO A SMART FAMILY, YOU MAY HAVE AN EDGE, HOWEVER EMPHASIS ON EDUCATION, CRITICAL THINKING AND DEVELOPING INTELLECTUALLY MAKES ALL THE DIFFERENCE

PROBLEM-SOLVING ABILITYWHILE IT IS UNCLEAR WHETHER THIS ABILITY CAN BE INHERITED, IT CAN BE DEVELOPED BY EARLY ENVIRONMENTAL FACTORS LIKE PARENTING AND SCHOOLING.

ARE LEADERS BORN OR MADE?

LEADERSHIP NURTURE OR NATURE

TAKE CHARGE PERSONALITYFACTORS LIKE EXTROVERSION ARE INHERITED AND STRONGLY CORRELATED WITH LEADERSHIP ABILITY, ALONG WITH SOCIABILITY. ALTHOUGH INTROVERTS CAN MAKE GREAT LEADERS AS WELL. IT DEPENDS ON THE LEADERSHIP STYLE.

DISCIPLINEWHILE SOME PEOPLE ARE NATURALLY MORE RESERVED THAN OTHERS, PEOPLE WHO CAN DELAY IMMEDIATE GRATIFICATION FOR LONG-TERM SUCCESS TEND TO MAKE THE BEST LEADERS.

ARE LEADERS BORN OR MADE?

WHAT IS A SUPERVISOR

A supervisor is responsible for the day-to-day operations of a business group to ensure employees are working toward a common goal, remaining productive, and avoiding conflict and negative competition

the supervisor does not have authority to make significant decisions as they relate to the workforce. A supervisor can assign work tasks, realign tasks within a department, or take corrective actions to resolve employee disputes and productivity issues.

a supervisor cannot hire, fire, or promote employees without consulting with a manager who is privy to higher-level organizational issues and concerns.


Communicates effectively – Shares information and encourages candid and open dialog. Ensures that p. eople share information and have access to information they need to perform their tasks effectively

Demonstrated technical expertise – Understands the production systems necessary to operate the business successfully. Performs job tasks successfully.

Responsible and completes work without close supervision – Ability to work independently, solve problems and move ahead without constant instructions.

Leadership ability – Confident, knows himself well, people gravitate to him, and commands respect and trust among peers and others.

Organized – Organizes time and priorities to achieve business results in a timely manner

SKILLS OF A GOOD SUPERVISOR


Adapts to and implements change – Accepts that change is inevitable andembraces change with innovation, courage, and resiliency.

Promotes key values – Consistently demonstrates work ethics and values. Conducts duties of the position with truth, sincerity, and fairness.

Team and people building skills – Understands the importance of mentoring and coaching employees. Shows enthusiasm for helping others improve or develop new skills.

Uses sound judgment – Applies knowledge of the business and tasks and uses common sense and analysis to make the best decision.

Produces results – Directs his/her actions and the actions of others toward achieving goals that are critical to the success of the operation

SKILLS OF A GOOD SUPERVISOR

CAREER STAGES

Growth – The early years (4 to 13 years old) is a time when the individual first becomes aware of the future. People start to find ways to develop competencies and to achieve in order to increase control over their life.

Exploration – From the early teens to mid-twenties, people begin to crystallize, specify and implement an occupational choice. Different roles are tried and various occupational options are explored though school, leisure, part-time work and volunteering. “Trial jobs” may be tested before more firmly finding a more stable and appropriate fit.

Establishment – In the mid-twenties through mid-forties, typically a suitable field is selected and efforts are made to secure a long-term place in the chosen career. Young adulthood tends to be a time for stabilizing, consolidating, building momentum and moving up. Obtaining certifications, credentials, and advanced degrees may be the norm.

CAREER STAGES

Maintenance - This stage usually happens in the mid-forties to mid-sixties and is characterized by constancy: 1) Holding on (stagnating or plateauing), or 2) Keeping up (updating or enriching). Continuity, stress, safety and stability tend to be the standard. Sometimes people feel risk adverse with various career options which may lead to frustration or even depression. In middle adulthood we may ask ourselves, “What have I done with my life? or Is this all there is? or even What do I truly want?” For men, state of health or career accomplishment may predominate. Women sometimes perceive this period as an opportunity to pursue new personal or professional goals now that their nurturing role has peaked.

Disengagement – The mid-sixties is typically marked by decelerating from formal employment to finding new roles with a view to retirement. Baby Boomers are teaching us that this stage should be more appropriately named “Re-inventment.” They are completely redesigning the notion of “retirement” preferring to work in some form while pursuing new or renewed outside interests. In later adulthood, there may be a need to assist or mentor younger members of society or seek self-employment.

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Introduction to Organizational behavior