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INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR
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Page 1: B'lore ob1

INTRODUCTION TO

ORGANIZATIONAL BEHAVIOUR

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A PRELIMINARY DEFINITION

It is a science - not intuition

- not approximations

- It establishes cause – effect relationship

- It deals with people inside an organization

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WHY STUDY OB?

• MANAGERIAL ROLES

• MANAGERIAL SKILLS

• MANAGERIAL CHALLENGES AND OPPURTUNITIES

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Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

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Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

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Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

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Technical skills

The ability to apply specialized knowledge or expertise.

Management SkillsManagement Skills

Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups

Conceptual SkillsThe mental ability to analyze and diagnose complex situations.

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Challenges and Opportunities for OBChallenges and Opportunities for OB

• Responding to Globalization– Increased foreign assignments

– Working with people from different cultures

– Coping with anti-capitalism backlash

– Overseeing movement of jobs to countries with low-cost labor

• Managing Workforce Diversity– Embracing diversity

– Changing demographics

– Implications for managers• Recognizing and responding to differences

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Major Workforce Diversity CategoriesMajor Workforce Diversity Categories

GenderGenderGenderGender

DisabilityDisabilityDisabilityDisabilityNationalNationalOriginOrigin

NationalNationalOriginOrigin

AgeAgeAgeAgeHeterogeneous Heterogeneous religious mixreligious mix

Heterogeneous Heterogeneous religious mixreligious mixCommunity/ Community/

CasteCaste

Community/ Community/ CasteCaste

DomesticDomesticPartnersPartners

DomesticDomesticPartnersPartners

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Challenges and Opportunities for OB (cont’d)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– Customer-responsive cultures

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• Quality management (QM)– The constant attainment of customer satisfaction

through the continuous improvement of all organizational processes.

– Requires employees to rethink what they do and become more involved in workplace decisions.

• Process reengineering– Asks managers to reconsider how work would be done

and their organization structured if they were starting over.

– Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.

Challenges and Opportunities for OB (cont’d)Challenges and Opportunities for OB (cont’d)

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HAWTHORNE EXPERIMENTS

• Conducted between 1924 and 1930

• At Western Electric Company, Hawthorne works in Illinois

• Elton Mayo, Harvard Professor

• Three stages – conflicting results

• Conclusions – novelty of the situation, type of supervision, involvement in the experiment

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Toward an OB Toward an OB DisciplineDiscipline

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Contingency variables

Situational factors: variables that moderate the relationship between two or more other variables and improve the correlation

There Are Few Absolutes in OBThere Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y

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Basic OB ModelBasic OB Model

Model

An abstraction of reality.

A simplified representation of some real-world phenomenon.

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A Better Definition

OB is the science of understanding, predicting, and managing human behaviour

in organizations

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Activity

What do you think is the single most critical “people” problem facing any organisation (of your choice) today?

What is the cause and what are the effects of this problem?

Can you analyze the issue at all three (individual, group, and organizational) levels?

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INDIVIDUAL DIMENSIONS OF HUMAN BEHAVIOUR

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The S-O-B-C Model

Stimulus Organism Behaviour Consequence

Individuals Perception

Groups Personality

Organisational Motivation

Systems & Structures Learning

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PERCEPTION

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Perception

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

• People’s behavior is People’s behavior is based on their based on their perception of what perception of what reality is, not on reality reality is, not on reality itself.itself.

• The world as it is The world as it is perceived is the world perceived is the world that is behaviorally that is behaviorally important.important.

• People’s behavior is People’s behavior is based on their based on their perception of what perception of what reality is, not on reality reality is, not on reality itself.itself.

• The world as it is The world as it is perceived is the world perceived is the world that is behaviorally that is behaviorally important.important.

What Is Perception, and Why Is It Important?

What Is Perception, and Why Is It Important?

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Factors ThatInfluence

Perception

Factors ThatInfluence

Perception

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Person Perception: Making Judgments About Others

Attribution Theory

When individuals observe behavior, they attempt to determine whether it is internally or externally caused.

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Attribution Theory

Attribution Theory

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Errors and Biases in AttributionsFundamental Attribution Error

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

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Errors and Biases in Attributions (cont’d)Self-Serving Bias

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.

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Frequently Used Shortcuts in Judging Others

Selective Perception

People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.

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Frequently Used Shortcuts in Judging Others

Halo Effect

Drawing a general impression about an individual on the basis of a single characteristic

Contrast Effects

Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

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Frequently Used Shortcuts in Judging Others

Projection

Attributing one’s own characteristics to other people.

Stereotyping

Judging someone on the basis of one’s perception of the group to which that person belongs.

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Specific Applications in Organizations

• Employment Interview– Perceptual biases of raters affect the accuracy of

interviewers’ judgments of applicants.

• Performance Expectations– Self-fulfilling prophecy (pygmalion effect): The lower

or higher performance of employees reflects preconceived leader expectations about employee capabilities.

• Ethnic Profiling– A form of stereotyping in which a group of individuals

is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.

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Specific Applications in Organizations (cont’d)

• Performance Evaluations– Appraisals are often the subjective (judgmental)

perceptions of appraisers of another employee’s job performance.

• Employee Effort– Assessment of individual effort is a subjective

judgment subject to perceptual distortion and bias.

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  Activity

You are a new recruit in an organisation. You do not know anybody in the organisation. Use your perceptual skills in deciding:- the choice of a friend- a strategy to deal with your boss- in determining the power centres in your organization- in dealing with your subordinates

Explain the process of your decision making

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PERSONALITY

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What is Personality?

Personality

The sum total of ways in which an individual reacts and interacts with others.

Personality Traits

Enduring characteristics that describe an individual’s behavior.

Personality

Determinants

• Heredity

• Environment

• Situation

Personality

Determinants

• Heredity

• Environment

• Situation

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The Myers-Briggs Type Indicator

Personality Types

• Extroverted vs. Introverted (E or I)

• Sensing vs. Intuitive (S or N)

• Thinking vs. Feeling (T or F)

• Judging vs. Perceiving (P or J)

Personality Types

• Extroverted vs. Introverted (E or I)

• Sensing vs. Intuitive (S or N)

• Thinking vs. Feeling (T or F)

• Judging vs. Perceiving (P or J)

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and classifies people into 1 of 16 personality types.

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Myers-Briggs Sixteen Primary Traits

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The Big Five Model of Personality Dimensions

ExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Openness to ExperienceImaginativeness, artistic, sensitivity, and intellectualism.

Emotional StabilityCalm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).

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Major Personality Attributes Influencing OB

• Locus of control

• Self-esteem

• Self-monitoring

• Risk taking

• Type A personality

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Locus of ControlLocus of Control

The degree to which people believe they are masters of their own fate.

InternalsIndividuals who believe that they control what happens to them.

ExternalsIndividuals who believe that what happens to them is controlled by outside forces such as luck or chance.

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Self-Esteem and Self-MonitoringSelf-Esteem (SE)

Individuals’ degree of liking or disliking themselves.

Self-Monitoring

A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors.

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Risk-Taking• High Risk-taking Managers

– Make quicker decisions– Use less information to make decisions– Operate in smaller and more entrepreneurial

organizations

• Low Risk-taking Managers– Are slower to make decisions– Require more information before making decisions– Exist in larger organizations with stable environments

• Risk Propensity– Aligning managers’ risk-taking propensity to job

requirements should be beneficial to organizations.

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Personality TypesType A’s1. are always moving, walking, and eating rapidly;2. feel impatient with the rate at which most events take place;3. strive to think or do two or more things at once;4. cannot cope with leisure time;5. are obsessed with numbers, measuring their success in

terms of how many or how much of everything they acquire.

Type B’s1. never suffer from a sense of time urgency with its

accompanying impatience;2. feel no need to display or discuss either their achievements

or accomplishments;3. play for fun and relaxation, rather than to exhibit their

superiority at any cost;4. can relax without guilt.

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Personality TypesProactive Personality

Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.

Creates positive change in the environment, regardless or even in spite of constraints or obstacles.

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Achieving Person-Job Fit

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality-Job Fit Theory (Holland)

Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

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TEAM EXERCISE

What’s a “Team Personality”?

It is the unusual organization today that is not using work teams. But not everybody is a good team player. This prompts the questions: What individual personality characteristics enhance a team’s performance? And what characteristics might hinder team performance?

(a) identify personality characteristics you think are associated with high performance teams and justify their choices (b) identify personality characteristics you think hinder high performance teams and justify their choices, and

(c) resolve whether it is better to have teams composed of individuals with similar or dissimilar traits.

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