ORGANIZATIONAL BEHAVIOUR

INTRODUCTION“The stellar universe is not so

difficult of comprehension as the real actions of other people.”

Shariq ChShari_ch400@live.co.uk+92 313 8577400

Shariq Ch

Session plan1. Management Thought and OB 2. Individual Behaviour 3. Attitudes, Values and Job Satisfaction 4. Perception 5. Personality 6. Emotional Intelligence 7. Motivation 8. Group and Teams 9. Communication 10. Leadership 11. Power, Authority and Politics 12. Conflict and Collaboration 13. Stress Management 14. Organizational Structure 15. Organizational Culture 16. Organizational Change

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Session 1: Management Thought and OB

Learning Outcomes Definition of Management Approaches to Management: Classical, Behavioral,

Quantitative Management Principles of Taylor, Weber, Fayol Hawthorne Studies Fields contributing to OB Managers’ roles and functions OB in the context of globalization Workforce diversity

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Organization A consciously coordinated social unit or a

systematic arrangement composed of 2 or more people, that functions on a relatively continuous basis 2 achieve or accomplish some specific purpose, common goal or set of goals.

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Common chrcts of all org.s

ii. people

iii. structure

i. Goals/purpose

A

B

What Is Management?’God gave all the easy problems to the physicists. Human

beings are complex’

The process of getting things done, effectively & efficiently, thru n with other people.

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Approaches to Management Classical: Scientific (Taylor; best way to do a job);

Administrative (Fayol; one best way to organize); Bureaucratic (Weber; Rational & Impersonal)

Behavioral: Applies social science in an organizational context. Hawthorne Experiments & Motivational theories

Quantitative: a systematic and scientific approach to decision making and problem solving through the use of quantitative, statistical or mathematical models which help to understand the problems better and enable to make a calculated, informed and reasoned judgment in complex situations and environments that may involve uncertainty and conflict.  

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Scientific Mgmt (1900s in USA)(F.W.Taylor-father of Scientific mgmt) Sc mgmt is based on 5 principles (1911):1. Sc n not rule of thumb method2. Scientific selection n trng of work3. Co-operation bet labor n mgmt- Mntl rvlutn for gp harmony4. Maximum output n not restricted output5. = ÷ of responsibility-mgmt for plng n orgng; workers for

execution Techniques of Sc mgmt(2 put the above philosophies in

action):• Scientific task setting- std task which av worker should do during

a working de (fair day’s work)• Work study- method study, motion study, time study/work

measurement, fatigue study (mental or physical ) • Plng the task- w.r.t. type, qlty n qty of products 2 b produced• Standardization- of tools, cost sys etc for stdisd work env• Sc selection n trng- so as 2 have rt men at rt job• Differential piece wage plan- if a worker finishes work within std

time/produces more than std output within the std time he will b given a higher piece rate vs below std a lower piece rate

• Specialization – functional foremanship• All this saved cost n energy apart from all the above benefits Criticism:• Workers as m/cs• ÷ of work led 2 boredom n monotony• It tried 2 weaken TU

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Max Weber’s Ideal Bureaucracy

Job specialization Authority hierarchy Formal selection Formal rules and regulations Impersonality Career orientation

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Fayol’s 14 principles1. Division of work2. Authority3. Discipline4. Unity of Command5. Unity of Direction6. Subordination of individual interests to the general interests7. Remuneration8. Centralization9. Scalar chain10. Order11. Equity12. Stability of tenure of personnel13. Initiative14. Espirit de Corps

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HRs Movement (1924-1933) (Experiments conducted by Elton Mayo (father of HR

movement), a psychologist n Roethlisberger, a sociologist of Harvard with Dickson at Hawthorne plant of Western

Electric Company, Chicago, a manufacturer of telephones) Experiments: Illumination Experiment (1924-1927): conducted by George Pennock Relay Assembly Test Room experiment (1927-1932): effects of

fatigue + rest etc Interviewing Prog (1928-1931)- ≥12,000 employees interviewed Bank Wiring Observation Room Experiment (1931-1932)- gp of 14

workers. Individual wage +bonus based on gp effort Conclusions: The amount of work 2 b done by the worker is not determined by his

physical capacity but by the social norms thus org is a social sys. Employees were not only eco beings (money not the only motivator)

but social n psychological beings as well Non eco rewards n sanctions play a significant role in influencing

behavior of employees Gnrly workers do not act or react as individuals but as members of gp

so gp dynamics Informal leaders play an important part in setting n enforcing the gp

norms ………….Hawthorne Effect

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Organizational Behaviour, OB A field of study that investigates the impact

that individuals, gps n str. have on behavior within org.s, for the purpose of applying such knowledge toward improving an org’s effectiveness.

i.e. replacing intuition/gut feeling with systematic study.

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Contributing disciplines to the OB field

Psychology-at the individual or micro level of understanding

Sociology Social psychology Anthropology Political Sc

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OB ModelOrganizations sys level

Gp level

Individual level

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OB Model Individual

level

Grouplevel

Organization systemlevel

PersonalityPerceptionLearning

ValuesAttitudes

Motivation

Group DynamicsLeadership

Power & PoliticsCommunication

Conflict

CultureStructureChange

Organizational-Development

OrganisationalEffectiveness

(dependent variable)• Productivity

• Absenteeism ↓• t/o ↓

•Deviant workplace behavior

• Organizational citizenship behavior

(OCB) • Satisfaction

Independent variables

What r the mgmt Functions?(POSDCORB by Gulick n Urwick )

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Achieving the org’s

stated purpose

OrganizingDetermining what tasks r to b

done ,Who is to do them,

How the tasks r to b gpd, Who reports to whom n

Where decisions r 2 b made.

PlngDefining goals,

establishing strategyN developing plans toCoordinate activities

CtrlgProcess of monitoring

performance,Comparing it with goals n

correcting anySignificant deviations.

LeadingMotivating employees, directing the activities

of others,Selecting the most

effective comm channelN resolving conflicts.

Katz-mgmt functions n mgrl level(all functions r performed at all levels of mgmt the amount of time devoted to each function varies for each mgmt level)

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Mgrl type of work

Non mgrl type of work

Operating mgmt Middle mgmt Top mgmt

%ag

e of

the

job

foremanUnit mgrs

supervisor superintendents

Departmental mgrs

Plant mgrs VPpresident

BOD

Mintzberg’s mgrl roles (10)Role Identifiable activitiesIPRFigurehead Greeting visitors, signing legal docLeader Performing virtually all activities that involve

employeesLiaison Acknowledging mail, doing ext board work,

performingother activities that involve outsiders

InformationalMonitor Reading periodicals n reports, maintaing

personal contactsDisseminator Holding informational meetings, making calls

to relay infoSpokesperson Holding board meetings, giving info to the

mediaDecisionalEntrepreneur Organizing strategy n review sessions to dev

new programsDisturbance handler

Strategy n review that involves disturbances n crises

Resource allocator

Scheduling, requesting authorization, performing any activity that involves budgeting n the programming of employees’ work

Negotiator Participating in union contract negotiations or in those with suppliers

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Challenges or opportunities for OB in the context of globalization

Integration of economies/ ∆ing intl env Outsourcing Global benchmarking ∆ in mgmt style-knowledge mgmt ∆ing needs n expectations of customers Changes in industrial policy/ workforce profile/ diversity/ psycho-socio

worker Change in education n skill level Wisdom worker n Age gp n aspirations of workers Mobility of professionals Technological advances-ITES hence need for knowledge capital,

obsolescence of present skills Changes in PEST Recession-right sizing Empowering people Stimulating innovation n ∆. Coping with temporariness of jobs n their

design Working in networked org Bal Work/Life conflicts Terrorism Improving ethical behavior There r few absolutes in OB-the concepts must reflect situational or

contingency conditions. Contingency variables r situational factors /variables that moderate the relationship bet 2 or more other variables.

Management of Work Force Diversity WFD: the concept that organizations are becoming more

heterogeneous in terms of Age, Gender, Culture, race, ethnicity and inclusion of other diverse gps. Eg women, people of color, differentially abled, Sr citizens etc. hence no longer ‘When in Rome do as Romans Do’ for intranational diversity.

Org need 2 learn 2 value n respect diverse cultural styles n behaviours thus no longer a melting-pot approach

Diverse teams enhance creativity n innovation, flexibility n rapid n diff responses 2 changes

Diversity training & Cross Cultural Mgmt Revamping benefits prog 2 accommodate diff needs of diff

employees-flexible work arrangements, child n elder care benefits

Better comm n conflict mgmt needed Everyone’s the same there r diff diff r

gudX-------------------X

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