session1 what is organizational beahvior

Enter Organizational BehaviorOrganizational behavior OB A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for t

What is Organizational

Behavior?

concepts. Organisational Behavior

2 Define organizational behavior (OB).

3 Explain the value of the systematic study

of OB.

4 Identify the contributions made by major behavioral science disciplines to OB.

5 List the major challenges and

opportunities for managers to use OB

Managers (or administrators)

Individuals who achieve goals through other people.

Organisational Behavior

Organization

A consciously coordinated social unit,

composed of two or more people, that

functions on a relatively continuous basis

to achieve a common goal or set of

goals.

Planning Organizing

Management Functions

Organisational Behavior

Planning

A process that includes defining goals,

establishing strategy, and developing

plans to coordinate activities.

Management Functions (cont’d)

Organizing

Determining what tasks are to be done,

who is to do them, how the tasks are to

be grouped, who reports to whom, and

where decisions are to be made.

Organisational Behavior

Leading

A function that includes motivating

employees, directing others, selecting

the most effective communication

channels, and resolving conflicts.

Management Functions (cont’d)

Controlling

Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Mintzberg’s Managerial Roles

E X H I B I T 1–1

E X H I B I T 1–1

Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 1973

by H Mintzberg Reprinted by permission of Pearson Education.

Organisational Behavior

Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)

Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 1973

Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)

E X H I B I T 1–1 (cont’d)

Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 1973

by H Mintzberg Reprinted by permission of Pearson Education.

Organisational Behavior

The ability to work with, understand,

and motivate other people, both

individually and in groups.

Conceptual Skills

The mental ability to analyze and

diagnose complex situations.

3 Human resource management

• Motivating, disciplining, managing conflict, staffing, and training

4 Networking

• Socializing, politicking, and interacting with others

Organisational Behavior

Willson’s managerial skills on 11

observable categories

Skills Exhibited by an Effective Manager

1 Clarifies goals and objectives for everyone involved

2 Encourage participation, upward communication, and suggestion

3 Plans and organizes for an orderly work flow

4 Has technical and administrative expertise to answer organization-related questions

5 Facilitates work though team building, training, coaching, and support

6 Provides feedback honestly and constructively

7 Keeps things moving by relying on schedules, deadlines, and helpful reminders

8 Controls details without being overbearing

9 Applies reasonable pressure for goals accomplishment

10 Empowers and delegates key duties to others while maintaining goal clarity & commitment

PastManagers FutureManagers

Primaryrole Ordergiver,privilegedelite,controller Facilitator,teammember,teacher,sponsor

Learning&Knowledge Periodiclearning,narrowspecialist Long-lifelearning,generalistwithmultiple

specialties

Compensationcriteria Time,effort,rank Skillsandresults

Culturalorientation Monocultural,monolingual Multicultural,multilingual

Primarysourceofinfluence Formalauthority Knowledge(technicalandinterpersonal

Primarycom.cationpattern Vertical Multidirectional

Decision-makingstyle Limitedinputforindividualdecisions Broad-basedinputforjointdecisions

Evolution of the 21st Century Manager

- Robert Kreitner & Angelo Kinicki

Enter Organizational Behavior

Organizational behavior (OB)

A field of study that investigates the

impact that individuals, groups, and

structure have on behavior within

organizations, for the purpose of

applying such knowledge toward

improving an organization’s

effectiveness.

Complementing Intuition with

Organisational Behavior

Individuals

• Are a central feature of OB

• Are a necessary part of any behavioural set

• Bring to the organisation their personality, skills andattributes, values, needs and expectations

• Can create conflict if their needs and the demands ofthe organisation are incompatible

Management and the individual

Management’s task is to integrate the individual &

the organisation, providing a working environment

that permits the satisfaction of individual needs &

attainment of organisation goals

Organisational Behavior

Groups

• Exist in all organisations

• Are essential to organisational working andperformance

• Comprise a range of different individuals

• Can develop their own hierarchies and leaders

• Can have a major influence on behaviour and

performance of individual members

• Have their own structures and functions, role

relationships and influences and pressure

An understanding of group structure and behaviour complements a knowledge of individual behaviour

Organisational Behavior the organisation activities

The organisation

• Individuals & groups interact within the structure

of the formal organisation

• Organisational structure is created by

management to:

- establish a relationship between individuals &

groups

- provide order and systems to direct efforts of

into goal seeking

Organisational Behavior

Environment

The environment affects the organisation through:

• technological & scientific development

• economic activity

• social & cultural influences

• government activities

The effects of the operation of the organisation withinits environment are reflected in the:

• management of opportunities & risks

• successful achievement of organisational aims &objectives

Organisational Behavior

Contributing Disciplines to the

Psychology

The science that seeks to measure, explain, and sometimes

change the behavior of humans and other animals.

E X H I B I T 1–3 (cont’d)

Contributing Disciplines to the OB

Behavioural science – a multidisciplinary approach

Organisational Behavior

Why Do We Study OB?

• To learn about yourself and how to deal withothers

• You are part of an organization now, and will

continue to be a part of various organizations

• Organizations are increasingly expecting

individuals to be able to work in teams, at leastsome of the time

• Some of you may want to be managers or

entrepreneurs

The importance of the study of organizational behaviour

• In its concern for the way people behave in an

organizational context, organizational behaviour can be regarded as the key to the whole area of management

• The more technical a manager’s training, the

more important organisational behaviour becomes

Organisational Behavior

The organisational iceberg

Source: Don Hellriegel, John W Slocum, Jr and Richard W Woodman, Organizational Behavior, Eighth edition,

South-Western Publishing © (1998), p.6 Reprinted with the permission of South-South-Western, a division of Thomson Learning: www.thomsonrights.com Fax 800 730 2215.

The organisational iceberg

Formal (overt) aspects

Source: Don Hellriegel, John W Slocum, Jr and Richard W Woodman, Organizational Behavior, Eighth edition, South-Western

Publishing © (1998), p.6 Reprinted with the permission of South-Western, a division of Thomson Learning:

www.thomsonrights.com Fax 800 730 2215.

Organisational Behavior

The organisational iceberg Behavioural (covert) aspects

Source: Don Hellriegel, John W Slocum, Jr and Richard W Woodman, Organizational Behavior, Eighth edition, South-Western

Publishing © (1998), p.6 Reprinted with the permission of South-Western, a division of Thomson Learning:

www.thomsonrights.com Fax 800 730 2215.

The organisational iceberg

Formal (overt) aspects

Rules & regulations

Surface competencies & skills

Organisational Behavior

The organisational iceberg

Behavioural (covert) aspects

Morgan’s 8 ways of viewing

Organisational Behavior

1 Machines

• Organizations can be designed as machines with

orderly relations between clearly defined parts

• This view can provide the basis for efficient

operation in a routine, reliable and predictable way

– bureacratic structureHowever it may limit the development of human

capacities

2 Organisms

• The organization is seen as a living system; in thesame way that biological mechanisms adapt to

changes in their environment

• Organizations operating within a turbulent and

dynamic environment require a adaptable type of

structure

Organisational Behavior

3 Brains

• Involves thinking about the organization as

inventive and rational, and in a manner that

provides for flexibility and creative action

The challenge is to create new forms of organization

capable of intelligent change and that can disperse

brain like capacities

4 Cultures

• Sees organizations as complex system made up of

their own characteristic sets of ideology, values,

rituals, and systems of belief and practice

Attention to specific aspects of social developmenthelps to account for variations among

organizations

Organisational Behavior

5 Political systems

• Create order and direct people, organizations areintrinsically political

• They are about authority, power,

superior-subordinate relationships and conflicting of

interests

This view helps in a understanding of day-to-day

organizational life, the wheeling and dealing, and

pursuit of special interests

6 Psychic prisons

• View organizations as psychic phenomena createdand sustained by conscious and unconscious

processes

• Organizations and their members are constrained

by their shadows or “psychic prisons” and become

trapped by constructions of reality

This view provides an understanding of the realityand illusions of organizational behaviour

Organisational Behavior

7 Flux and transformation

• Everything is in a constant state of flux,

embodying characteristics of both permanence and

change

• Organizations can be seen as in a state of flux andtransformation

• To understand the nature and social life of

organizations, it is necessary to understand the

sources and logic of transformations and change

8 Instruments of domination

• Organizations are associated with processes of

domination, and individuals and groups impose

their will on others

• A feature of organizations is a symmetrical power

relation that result in the pursuit of the goals of the

few through the efforts of the many

Organisational Behavior

Management as an integrating

activity

The psychological contract

• The series of mutual expectations & satisfaction of needs arising from the people / organisational relationship

• Process of giving & receiving by the individual & the organisation

• Covers a range of expectations of rights and privileges, duties and obligations that do not form part of the formal agreements but still has important influence of people’s behaviour

• The significant of the contract depends on the extent it is perceived to be fair

Group practice

– Group 1 represents the organization: What

do you expect from the employees?

– Group 2 represents the employees:

What do you expect from the organization?

Organisational Behavior

Organisational Behavior

Individuals’ expectations

Provide safe and hygienic working conditions

Make every reasonable effort to provide job security

Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work

Adopt equitable personnel policies and procedures

Allow staff genuine participation in decisions which affect them

Implement best practice in equal opportunity policies and procedures

Provide reasonable opportunities for personal development and career progression

Treat members of staff with respect problems of staff

Organisational Behavior

The organization’s expectation

• To accept the ideology of the organization

• To work diligently in pursuit of organizational

objectives

• Not to abuse goodwill shown by management

• To uphold the image of the organization

• To show loyalty

• Not to be betray positions of trust

• To observe reasonable and acceptable standards of

dress and appearance

Process of balancing

It is unlikely that all expectations of the individual or

of the organisation will be met fully

There is a continual process of balancing, and

explicit and implicit bargaining

Organisational Behavior

Formula for balancing unwritten needs

of employees with the needs of the

organisation

• Caring – demonstrating genuine concern for individuals

• Communicating – really talking about what the company

hopes to achieve

• Listening – hearing not only the words but also what lies

behind the words

• Knowing - those who work for you, their families, personal

wishes, desires & ambitions

• Rewarding – money is not always necessary

Stalker

There Are Few Absolutes in OB

Contingency variables: "It Depends!!!"

Challenges and Opportunities for

Overseeing movement of jobs to countries with cost labor

low-– Managing people during the war on terror.

• Managing Workforce Diversity

– Embracing diversity – Changing U.S demographics – Implications for managers

• Recognizing and responding to differences

Organisational Behavior

Challenges and Opportunities for

OB (cont’d)

• Improving Quality and Productivity

– Quality management (QM)

– Process reengineering

• Responding to the Labor Shortage

– Changing work force demographics

– Fewer skilled laborers

– Early retirements and older workers

• Improving Customer Service

– Increased expectation of service quality

Organisational Behavior

1 Intense focus on the customer.

2 Concern for continuous improvement.

3 Improvement in the quality of everything

the organization does.

4 Accurate measurement.

5 Empowerment of employees.

E X H I B I T 1–6

E X H I B I T 1–6

Challenges and Opportunity for

• Improving Ethical Behavior

Organisational Behavior

A Downside to Empowerment?

Basic OB Model, Stage I

The Dependent Variables

The Dependent Variables (cont’d)

Productivity

A performance measure that includes

effectiveness and efficiency.

The Dependent Variables (cont’d)

Deviant Workplace Behavior

Voluntary behavior that violates

significant organizational norms and

thereby threatens the well-being of

the organization and/or any of its

members.

Organisational Behavior

The Dependent Variables (cont’d)

Organizational citizenship

behavior (OCB)

Discretionary behavior that is not

part of an employee’s formal job

requirements, but that nevertheless

promotes the effective functioning

of the organization.

The Dependent Variables (cont’d)

Variables

Group-Level Variables

Organization System-Level Variables

The Independent Variables

Independent Variables Can Be

Individual-Level

Variables

Organization System-Level Variables

Group-Level Variables

Organisational Behavior

Independent variable

The presumed cause of some change in the dependent

variable; major determinants of a dependent variable.