7/30/2019 1 OB Introduction

1/19

Organization Behavior

7/30/2019 1 OB Introduction

2/19

Managers Function and Skills

Managerial roles :

Decisional roles

Interpersonal roles

Informational roles

Managerial Skills :

Technical

People

conceptual

7/30/2019 1 OB Introduction

3/19

Seven Foundation Competencies

Logically integrated set of competencies required for

managerial and professional effectiveness in the 21st

century

Seven Foundation Competencies

Managing Self

Managing Communication

Managing Diversity

Managing Ethics Managing Across Cultures

Managing Teams

Managing Change

7/30/2019 1 OB Introduction

4/19

Key Job Attitudes

Job Satisfaction:

positive feeling about ones job

Job Involvement:

Degree to which an employee

identifies/associates himself psychologically with

the job

Organizational Commitment

Degree to which an employee identifies with a

particular organization, its mission, vision, policies,

goals and wishes to continue to be member of it.

7/30/2019 1 OB Introduction

5/19

Organization Behavior has two words

Organization :

It is a consciously coordinated social unit, composed oftwo or more people, that functions on a relativelycontinuous basis to achieve common goal or set ofgoals.

Behavior : Actions or reactions of an object or organism, usually in

relation to the environment. Behavior can be consciousor unconscious, clear or concealed, and voluntary orinvoluntary.

The behavior of people (and other organisms or evenmechanisms) falls within a range with some behaviorsbeing common, some unusual, some acceptable, andsome outside acceptable limits.

7/30/2019 1 OB Introduction

6/19

6

Organization Behavior

OB is the study of human behavior

The study is about behavior in organizations

Knowledge about human behavior would beuseful in improving an organization's

effectiveness

7/30/2019 1 OB Introduction

7/19

7

Definition - OB Organizational Behavior refers to the behavior of

individuals and groups within organizations and the

interaction between organizational members and theirexternal environment

Organizational Behavior (OB) is a systematic study ofthe actions and reactions of individual, groups and

subsystems. The study of human behavior, attitudes, and

performance in organizations that helps people attainthe competencies needed to become effectiveemployees, team leaders/members, or managers

It is a field of study that investigates the impact that anindividual, group and structure have on behaviorwithin the organization, for the purpose of applyingsuch knowledge towards improving the organizationseffectiveness.

7/30/2019 1 OB Introduction

8/19

7/30/2019 1 OB Introduction

9/19

Why Study Organizational Behavior

Organizational

Behavior

Research

Understand

organizationalevents

Predict

organizationalevents

Influence

organizationalevents

7/30/2019 1 OB Introduction

10/19

10

Importance of OB Describe how people behave under a variety of

conditions Understand why people behave as they do

Predict future employee behavior

Control and develop human activity at work to

improve productivity, skill improvement, team effort,

etc

OB helps in influencing organizational events

Helps in understanding oneself and others better

Helps in understanding the basis of motivation

OB helps in Maintaining cordial industrial relations

7/30/2019 1 OB Introduction

11/1911

Things which will be affected by OB

Productivity What factors influence the effectiveness and efficiency ofindividuals

Absenteeism

Turnover

Job satisfaction Adaptation to change

Stimulating innovation

Employee loyalty

Work-life balance Organizational citizenship behavior (OCB)

No one will want to pick up the slack

No one would want to walk extra miles to achieve the goals

7/30/2019 1 OB Introduction

12/19

12

Psychologyseeks to

measure,explain,and change

behavior

Sociologystudies

people in relation to their

fellow human beings

Social psychology

focuses on the

influence of people

on one another

Anthropologyis the

study of societies

to learn about human

beings and their activities

Political science is the

study of the

behavior of individuals

and groups within

a political environment

Contributing Disciplines

7/30/2019 1 OB Introduction

13/19

13

Challenges and Opportunities for OB

More women and minorities in the workplace

Global competition is requiring employees tobecome more flexible

Historical loyalty-bonds that held many employees

to their employers are being detached Managing Workforce Diversity

Responding to Globalization

Managing increased aspirations

Newer Organizational structures and designs

7/30/2019 1 OB Introduction

14/19

14

MODELS OF CONTROLLING

AND DIRECTINGHUMAN BEHAVIOUR

7/30/2019 1 OB Introduction

15/19

15

Autocratic model

In an autocratic model, the manager has thepower/authority to command his subordinates to do aspecific job.

Employees are expected to follow orders and this officialauthority is delegated by right of command

Organizational processes are highly formalized. Management believes that it knows what is best for an

organization and therefore, employees are required tofollow their orders.

The psychological result of this model on employees istheir increasing dependence on their boss.

Its main weakness is its high human cost (due to

micromanagement) Useful under extreme conditions like organizational

crises Employee needs that are satisfied are subsistence

(survival) and motivation/performance is low

7/30/2019 1 OB Introduction

16/19

16

Custodial model

This model focuses better employee satisfaction andsecurity through economic rewards and benefits.

Under this model organizations satisfy the securityand welfare needs of employees. Hence, it is knownas custodian model.

Employees are happy but they are not strongly

motivated. Employees feel reasonably contended and

performance result is passive co-operation

This model leads to employee dependence on an

organization rather than on boss. More predominant in familymanaged business

organizations

7/30/2019 1 OB Introduction

17/19

17

Supportive model

The supportive model depends on 'leadership' instead ofpower or money.

Through leadership, management provides a climate to helpemployees grow and accomplish in the interest of anorganization.

This model assumes that employees will take responsibility,improve/develop and will be driven to contribute towards

organizations success if management gives them a chance. Therefore, management's direction is to 'Support' the

employee's job performance rather than to 'support'employee benefit payments, as in the custodial approach.

Since management supports employees in their work, the

psychological result is a feeling of participation and taskinvolvement in an, organization.

Employees are strongly motivated as their higher level needsof status and recognition are met.

7/30/2019 1 OB Introduction

18/19

18

Collegial model

Extension of supportive model

The term 'collegial' relates to a body of persons having a

common purpose. It is a team concept. Basis of this model is partnership and the employees feel

needful and useful.

Management is the coach that builds a better team. Themanagement is seen as joint contributor rather than as a

boss. The employee response to this situation is sharedresponsibility.

The psychological result of the collegial approach for theemployee is 'self-discipline'.

In this kind of environment employees normally feel some

degree of fulfillment and worthwhile contribution towardstheir work.

This results in enthusiasm in employees' performance

t ti C t di l S ti C ll i l

7/30/2019 1 OB Introduction

19/19

Autocratic Custodial Supportive Collegial

Model depends on

PowerEconomic resourcesLeadershipPartnershipManagerial

orientationAuthorityMoneySupportTeamworkEmployee

orientationObedienceSecurityJobResponsiblityEmployee

psychological resultDependence on bossDependence on

organizationParticipationSelf-disciplineEmployees needs

metSubsistemceMaintenanceHigher-orderSelf-actualizationPerformance resultMinimumPassive

cooperationAwakened drivesModerate enthusiasm

19

autocratic Custodial Supportive Collegial

Model depends on PowerEconomic

resourcesLeadership Partnership

Managerial orientation Authority Money Support Teamwork

Employee orientation Obedience Security Job Responsibility

Employee psychological

result

Dependence

on boss

Dependence on

organizationParticipation Self-discipline

Employees needs met Subsistence Maintenance Higher-order Self-actualization

Performance result MinimumPassive

cooperationAwakened drives

Moderate

enthusiasm