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Organisational

Behaviour

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Session OverviewSession Overview

Defining Management, Manager, OrganisationDefining Management, Manager, Organisation

Management FunctionsManagement Functions Management RolesManagement Roles

Management SkillsManagement Skills

Managerial ActivitiesManagerial Activities

Defining Organisational Behaviour (OB)Defining Organisational Behaviour (OB)

Contributing Disciplines to OBContributing Disciplines to OB Process LevelsProcess Levels

Challenges and opportunities for OBChallenges and opportunities for OB

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ManagementManagement

Management is the process ofManagement is the process of

working with and through others toworking with and through others to

achieve organizational objectivesachieve organizational objectives

efficiently and ethically.efficiently and ethically.

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What managers do:What managers do:

ManagersManagers get things done throughget things done throughother people. They make decisions,other people. They make decisions,

allocate resources and direct theallocate resources and direct theactivities of others to attain goals.activities of others to attain goals.

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What managers do:What managers do:

OrganizationOrganization:: Organization is aOrganization is aconsciously coordinated social unit,consciously coordinated social unit,

composed of two or more people, thatcomposed of two or more people, thatfunctions on a relatively continuousfunctions on a relatively continuous

basis to achieve a common goal or setbasis to achieve a common goal or setof goals.of goals.

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Management Functions:Management Functions:

PlanningPlanning

OrganizingOrganizing

LeadingLeading

ControllingControlling

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Management Functions:Management Functions:

Planning:Planning:A process that includesA process that includes

defining goals, establishingdefining goals, establishing

strategy and developing plans tostrategy and developing plans tococo--ordinate activities.ordinate activities.

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Management Functions:Management Functions:

Organizing:Organizing: Determining whatDetermining what

tasks are to be done, who is to dotasks are to be done, who is to do

them, how the tasks are to bethem, how the tasks are to begrouped, who reports to whom,grouped, who reports to whom,

and where decisions are to beand where decisions are to bemade.made.

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Management Functions:Management Functions:

Leading:Leading: A function that includesA function that includes

motivating employees, directingmotivating employees, directing

others, selecting the mostothers, selecting the mosteffective communication channelseffective communication channels

and resolving conflicts.and resolving conflicts.

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Management Functions:Management Functions:

Controlling:Controlling: Monitoring activitiesMonitoring activities

to ensure they are beingto ensure they are being

accomplished as planned andaccomplished as planned andcorrecting any significantcorrecting any significant

deviations.deviations.

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Management RolesManagement Roles

Henry Mintzberg (late 1960s)Henry Mintzberg (late 1960s)concluded that managers perform 10concluded that managers perform 10

different, highly interdifferent, highly inter--related roles orrelated roles orsets of behaviours attributable to theirsets of behaviours attributable to their

jobs.jobs.

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Management RolesManagement Roles

InterpersonalInterpersonal FigureheadFigurehead

LeaderLeader

LiaisonLiaison

DecisionalDecisional

EntrepreneurEntrepreneur

Disturbance HandlerDisturbance Handler

Resource AllocatorResource Allocator

NegotiatorNegotiator

InformationalInformational MonitorMonitor

DisseminatorDisseminator

SpokespersonSpokesperson

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Management RolesManagement Roles

InterInter--personalpersonalFigureheadFigurehead Symbolic head; required to perform aSymbolic head; required to perform a

number of routine duties of a legal ornumber of routine duties of a legal or

social naturesocial nature

LeaderLeader Responsible for the motivation andResponsible for the motivation and

direction of employeedirection of employee

LiaisonLiaison Maintains a network of outside contactsMaintains a network of outside contacts

who provide favors and information.who provide favors and information.

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Management RolesManagement Roles

InformationalInformationalMonitorMonitor Receives wide variety of information; serves asReceives wide variety of information; serves as

nerve center of internal and external informationnerve center of internal and external information

of the organizationof the organizationDisseminatorDisseminator Transmits information received from outsiders orTransmits information received from outsiders or

from other employees to members of thefrom other employees to members of the

organizationorganization

SpokesSpokes

personperson

Transmits information to outsiders onTransmits information to outsiders on

organization's plans, policies, actions, and results;organization's plans, policies, actions, and results;

serves as expert on organization's industryserves as expert on organization's industry

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Management RolesManagement Roles

DecisionalDecisionalEntrepreneurEntrepreneur Searches organization and its environment forSearches organization and its environment for

opportunities and initiates projects to bring aboutopportunities and initiates projects to bring about

changechangeDisturbanceDisturbance

handlerhandler

Responsible for corrective action whenResponsible for corrective action when

organization faces important, unexpectedorganization faces important, unexpected

disturbancesdisturbances

ResourceResourceallocatorallocator

Makes or approves significant organizationalMakes or approves significant organizationaldecisionsdecisions

NegotiatorNegotiator Responsible for representing the organization atResponsible for representing the organization at

major negotiationsmajor negotiations

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Management SkillsManagement Skills

Robert Katz has identified three essentialRobert Katz has identified three essential

management skills:management skills:

TechnicalTechnical

HumanHuman

ConceptualConceptual

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Management SkillsManagement Skills

Technical:Technical: The ability to apply specializedThe ability to apply specializedknowledge or expertise.knowledge or expertise.

Human:Human: The ability to work with, understandThe ability to work with, understandand motivate other people, both individually andand motivate other people, both individually and

in groups.in groups.

Conceptual Skills:Conceptual Skills: The mental ability toThe mental ability to

analyze and diagnose complex situations.analyze and diagnose complex situations.

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Skills Required vs Levels ofSkills Required vs Levels ofManagementManagement

MiddleManagement

Lower

Management

TopManagement

Technical

Hum

an

Concep

tual

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Effective vs. SuccessfulEffective vs. SuccessfulManagerial ActivitiesManagerial Activities

Fred Luthans and his associates studied moreFred Luthans and his associates studied morethan 450 managers.than 450 managers.

Effective: Defined in terms of the quantity andEffective: Defined in terms of the quantity andquality of their performance and thequality of their performance and thesatisfaction and commitment.satisfaction and commitment.

Successful: Defined in terms of the speed ofSuccessful: Defined in terms of the speed ofpromotion within the organization.promotion within the organization.

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Effective vs. SuccessfulEffective vs. SuccessfulManagerial ActivitiesManagerial Activities

Managerial Activities:Managerial Activities: Traditional Management: Decision Making,Traditional Management: Decision Making,

planning and controlling.planning and controlling.

Communication: Exchanging routineCommunication: Exchanging routine

information and processing paperwork.information and processing paperwork.

HRM: Motivating, disciplining, managingHRM: Motivating, disciplining, managingconflict, staffing and trainingconflict, staffing and training

Networking: Socializing, politicking andNetworking: Socializing, politicking and

interacting with outsiders.interacting with outsiders.

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Effective vs. SuccessfulEffective vs. SuccessfulManagerial ActivitiesManagerial Activities

TraditionalTraditionalMgmtMgmt Commn.Commn. HRMHRM NetworkingNetworking

AverageAverage 3232 2929 2020 1919

SuccessfulSuccessful 1313 2828 1111 4848

EffectiveEffective 1919 4444 2626 1111

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Organisational BehaviourOrganisational Behaviour

OB is aOB is a field of studyfield of study that investigates thethat investigates the

impact thatimpact that individuals, groups andindividuals, groups and

structuresstructures

have on behaviour withinhave on behaviour within

organisations for the purpose oforganisations for the purpose of applyingapplying

such knowledgesuch knowledge towardtoward improving animproving an

organisationorganisations effectiveness.s effectiveness.

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Organisational BehaviourOrganisational Behaviour

OB is an interdisciplinary field dedicated toOB is an interdisciplinary field dedicated to

better understanding and managing peoplebetter understanding and managing people

at work.at work.

OB is a discipline that deals with the studyOB is a discipline that deals with the study

and application of knowledge about howand application of knowledge about howpeople as individuals and as groups actpeople as individuals and as groups act

within organisations.within organisations.

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Organisational BehaviourOrganisational Behaviour

OB is concerned with the study of whatOB is concerned with the study of what

people do in an organisation and how theirpeople do in an organisation and how their

behaviour affects the organisationbehaviour affects the organisation

ss

performance.performance.

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Contributing Discipline to OBContributing Discipline to OB

Psychology:Psychology: The science that seeks toThe science that seeks to

measure, explain and sometimes change themeasure, explain and sometimes change the

behaviour of human beings.behaviour of human beings.

Topics like: Learning, Motivation, Personality,Topics like: Learning, Motivation, Personality,Emotions, Perception, Leadership, AttitudesEmotions, Perception, Leadership, Attitudes

etc.etc.

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Contributing Discipline to OBContributing Discipline to OB

Sociology:Sociology: The study of people in relationThe study of people in relation

to their fellow human beings.to their fellow human beings.

Topics like: Group dynamics, work teams,Topics like: Group dynamics, work teams,

power, conflict, intergroup behaviour etc.power, conflict, intergroup behaviour etc.

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Contributing Discipline to OBContributing Discipline to OB

Social Psychology:Social Psychology: An area within psychology An area within psychologythat blends concepts from Psychology andthat blends concepts from Psychology andsociology and that focuses on the influence ofsociology and that focuses on the influence of

people on one another.people on one another.

Topics like: Attitude change, behavioural changeTopics like: Attitude change, behavioural changeetc.etc.

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Contributing Discipline to OBContributing Discipline to OB

Anthropology:Anthropology: The study of societies toThe study of societies to

learn about human beings and theirlearn about human beings and their

activities.activities.

Topics like: Cross cultural analysis,Topics like: Cross cultural analysis,organisational culture etc.organisational culture etc.

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Contributing Discipline to OBContributing Discipline to OB

Political Science:Political Science: The study of theThe study of the

behaviour of individuals and groups within abehaviour of individuals and groups within a

political environment.political environment.

Topics like: InterTopics like: Inter--organizational politics,organizational politics,power etc.power etc.

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Process : The Base of OBProcess : The Base of OB

Process can be defined as the underlyingProcess can be defined as the underlyinghuman and behavioural dimension of anhuman and behavioural dimension of an

organisation, and various groups andorganisation, and various groups and

individual constituting the organisation.individual constituting the organisation.

Process can be contrasted with structure onProcess can be contrasted with structure on

the one hand and with the content on thethe one hand and with the content on theother.other.

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Process LevelsProcess Levels

The Person: Existential ProcessesThe Person: Existential ProcessesProcess of selfProcess of self--awarenessawareness

The Interperson: Empathic ProcessesThe Interperson: Empathic Processes

Process of one individual reaching out to another andProcess of one individual reaching out to another and

establishing a relationship with him/herestablishing a relationship with him/her

The Role: Coping ProcessesThe Role: Coping Processes

Process of Coping with various problems thatProcess of Coping with various problems that

impinge on different roles.impinge on different roles.

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The Group: Building ProcessesThe Group: Building ProcessesProcess that go in building of a groupProcess that go in building of a group

Norms, Traditions, Values, Philosophy, EthicsNorms, Traditions, Values, Philosophy, Ethics -- CohesionCohesion

The Intergroup: Collaborative ProcessesThe Intergroup: Collaborative Processes

ProcessProcess -- Positive and Negative CompetitionPositive and Negative Competition

Positive and Negative CoPositive and Negative Co--operationoperation

Process Levels (contd.)Process Levels (contd.)

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Process Levels (contd.)Process Levels (contd.)

The Organization: Growth ProcessesThe Organization: Growth Processes

Dynamic OrganizationDynamic Organization -- Continuously growing,Continuously growing,Conducive environmentConducive environment

Choice between past glory and selfChoice between past glory and self--renewalrenewal

The OrganizationThe Organization--Environment Interface:Environment Interface:

Influence ProcessesInfluence Processes

Framework of societal culture: Political,Framework of societal culture: Political,

Economic, CulturalEconomic, CulturalTransactional process with environment:Transactional process with environment:

Proactivity vs. ReactivityProactivity vs. Reactivity

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The Community: Processes of Social AwarenessThe Community: Processes of Social Awareness

Increasing awareness about social realities andIncreasing awareness about social realities and

increasing awareness about social realitiesincreasing awareness about social realities

The Society: Value ProcessesThe Society: Value Processes

The most relevant processes at the level of the societyThe most relevant processes at the level of the society

are related to values and power.are related to values and power.

Process Levels (contd.)Process Levels (contd.)

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Challenges and Opportunities for OBChallenges and Opportunities for OB

Responding to GlobalisationResponding to Globalisation

Managing workforce diversityManaging workforce diversity Improving quality & ProductivityImproving quality & Productivity

Responding to the coming labour shortageResponding to the coming labour shortage Improving customer serviceImproving customer service

Improving people skillsImproving people skills

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Challenges and Opportunities for OBChallenges and Opportunities for OB

Empowering PeopleEmpowering People Stimulating Innovation & ChangeStimulating Innovation & Change

Coping withCoping withtemporarinesstemporariness

Working in networked organisationsWorking in networked organisations

Helping employees Balance workHelping employees Balance work--lifelife

conflictsconflicts Improving Ethical BehaviourImproving Ethical Behaviour