OB1 Section 1 Organizational Behavior

8/6/2019 OB1 Section 1 Organizational Behavior

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OB1

An Introduction to

Organizational

Behaviour


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2OB1

` Try answering the following question on the firstday of your Finance Class

What is the net present value at a discount rate of 12 percent

per year of an Investment of INR 45 million this year on a portfolio

of stocks, with an initial dividend next year of INR 4 million and anexpected rate of dividend growth rate thereafter of 4 percent per

year?

A trifle difficult isnt it?

Its unlikely that you will be able to answer this question withoutsome instruction in Finance

` Let us now try something different


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` Try answering the following question on the first day of

your OB Class

What is the most effective way to motivate employees at work?

Difficult yes

With a little bit of hesitation, however, you will be able to come outwith a few suggestions.

` We all enter an OB course with a lot of preconceived

notions that we accept as facts. Notions like: You cant teach an old dog new tricks

Leaders are born, not made

` But these facts are not necessarily true


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` One of the objectives of a course in OB is to replacethese popularly held notions, often accepted without

question, with science based conclusions

` As we will see the field of OB is built on decades of

research

` Let us begin by understanding the importance of

Interpersonal Skills


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` Understanding OB helps determine manager

effectiveness Technical and quantitative skills are important

But leadership and communication skills are CRIT

ICAL

` Organizational benefits of skilled managers Higher productivity from team

Lower turnover of quality employees

Higher quality applications for recruitment

Better financial performance


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Organizational Behavior

- Organizational Behavior is a field of study that

investigates the impact that individuals, groups,

and structure have on behavior withinorganizations, for the purpose of applying such

knowledge towards improving an organizations

effectiveness.


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OB1

Managers Functions, Roles &

Skills

4


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` Management Functions Planning : Defining Goals, Establishing Strategy,

Developing Plans to co-ordinate activities

Organizing : Organization Structure, What tasks, Whowill perform, Grouping the tasks, Reporting

Relationships, Decisions made where

Leading : Motivating, Directing, Selecting

Communication Channels , Resolving Conflicts

Controlling : Monitoring Activities to ensureaccomplishment, Correcting Significant Deviations


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` Discovered ten managerial roles

` Separated into three groups:

Interpersonal

Informational

Decisional


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Source: Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973 by H.

Mintzberg. Reprinted by permission of Pearson Education.


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Source: Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973 by H.

Mintzberg. Reprinted by permission of Pearson Education.


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` Technical Skills The ability to apply specialized

knowledge or expertise

` Human Skills

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


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`Is there a difference in frequency of managerial activitybetween effective and successful managers?

`Four types of managerial activity: Traditional Management

x Decision-making, planning, and controlling.

Communication

x Exchanging routine information and processing paperwork

Human Resource Managementx Motivating, disciplining, managing conflict, staffing and

training.

Networking

x Socializing, politicking, and interacting with others.


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Managers who promoted faster (were successful) did different

things than did effective managers (those who did their jobs

well)


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Personality(Traits, Motives,

Attitudes & Values)

Hard Skills

Soft Skills

Job Knowledge

Hidden

Visible

Difficult

to

Develop

Easier to

Develop


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A Competency is an underlying

characteristic of a person which

enables him /her to deliversuperior performance in a given

job, role or a situation.


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` Managing Self

` Managing Communication

` Managing Diversity

` Managing Ethics

` Managing Across Cultures

` Managing Teams

` Managing Change


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` Understand the personality and attitudes of yourself and

others

` Perceive, appraise, and interpret accurately yourself,

others, and the immediate environment` Understand and act on your own and others work-

related motivations and emotions

` Assess and establish developmental, personal/life-

related, and work-related goals

` Take responsibility for managing yourself and your

career over time & stressful circumstances


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`A career is a sequence of work-related positions

occupied by a person during a lifetime.

` Career development involves making decisions

about an occupation and engaging in activitiesto attain career goals.

`A career plan is an individuals choice of

occupation, organization, and career path.


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` Career success or failure is best determined by the

individual, in terms of his/her personal goal achievement

` No absolute career evaluation standards exist

` Examine a career subjectively (e.g., values and

personality fit) and objectively (e.g., job choices,

competencies needed)

` Make decisions about occupation and pursue activities

to attain career goals throughout your lifetime

` Consider cultural factors as they impact performanceand career opportunities


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` Involves the ability to use all the modes of

transmitting, understanding, and receiving ideas,

thoughts, and feelings, (verbal, listening,

nonverbal, written, electronic, etc.) for accuratelytransferring and exchanging information and

emotions


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` Convey information, ideas, and emotions so they are

received as intended

` Provide constructive feedback

` Engage in active listening` Use and interpret nonverbal communication effectively

` Engage in effective verbal communication

` Engage in effective written communication

` Effectively use electronic communication resources


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` Involves the ability to value unique individual

and group characteristics, embrace such

characteristics as potential sources of

organizational strength, and appreciate theuniqueness of each individual


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` Foster an environment of inclusion for all

` Learn from others with different characteristics,experiences, perspectives, and backgrounds

` Embrace and support diversity

` Work with others because of their talents andcontributions, rather than personal attributes

` Provide leadership in addressing diversity-basedconflicts

`

Apply diversity laws, regulations, and organizationalpolicies related to your position


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Primary Categories: Genetic characteristics thataffect a persons self-image and socialization, appear to be

unlearned and are difficult to modify

Age, race, ethnicity, gender, physical abilities andqualities, and sexual and affectional orientation

Secondary categories: Learned characteristics thata person acquires and modifies throughout life

Education, work experience, income, marital status,

religious beliefs, geographic location, parentalstatus, behavioral style


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` Involves the ability to incorporate values and

principles that distinguish right from wrong in

making decisions and choosing behaviors


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` Definition: Values and principles that distinguish right from

wrong. Ethics are often based upon laws, organizational

policies, social norms, family, religion, and/or personal needs,

and may be subject to differing interpretations with problems

in proving truth

` Ethical Dilemma: A situation in which an individual or team

must make a decision that involves multiple values.


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` Identify and describe the principles of ethical decision

making and behavior

` Assess the importance of ethical issues in actions

`

Apply laws, regulations, and organizational rules inmaking decisions and taking action

` Demonstrate dignity and respect for others

` Demonstrate honest and open communication limited

only by legal, privacy, and competitive considerations


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` Involves the ability to recognize and embracesimilarities and differences among nations andcultures and then approach key organizationaland strategic issues with an open and curious

mind Culture = the dominant pattern of living, thinking, and

believing that is developed and transmitted by people,consciously or unconsciously, to subsequentgenerations

Cultural values = those consciously andsubconsciously deeply held beliefs that specify generalpreferences, behaviors, and define what is right andwrong.


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` Understand, appreciate, and use cultural factors that canaffect behavior

` Appreciate the influence of work-related values ondecisions, preferences, and practices

` Understand and motivate employees with differentvalues and attitudes

` Communicate in the local language

` Deal effectively with extreme conditions in foreigncountries

` Utilize a global mindset (use a worldwide perspective toconstantly assess threats or opportunities)


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` Individualism = the tendency of people to look afterthemselves and their immediate family, which implies aloosely integrated society

` In cultures that emphasize individualism, people view

themselves as independent, unique, and special; valueindividual goals over group goals; value personalidentity, personal achievement, pleasure, andcompetition; accept interpersonal confrontation; and areless likely to conform to others expectations

` Such cultures include the United States, Australia, NewZealand and the United Kingdom

` Example: Stand on your own two feet!


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` Collectivism = the tendency of people to emphasizetheir belonging to groups and to look after each other inexchange for loyalty

` Cultures that emphasize collectivism are characterized

by a tight social framework, concern for the commonwelfare, emotional dependence of individuals on largersocial units, a sense of belonging, a desire for harmony,with group goals being viewed as more important thanindividual goals, and a concern for face-saving

` Such cultures include Japan, China, Venezuela, andIndonesia

` Example: The nail that sticks up gets hammered down!


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` Involves the ability to develop, support, facilitate, and

lead groups to achieve organizational goals


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` Determine when and how to use teams

` Set clear performance goals directly or participatively

` Define responsibilities and tasks directly or

participatively` Show accountability for goal achievement

` Use appropriate decision-making methods

` Effectively manage conflicts

` Assess performance and take corrective action asneeded


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` Involves the ability to recognize and implement

needed adaptations or entirely new transformations in

the people, tasks, strategies, structures, or

technologies in a persons area of responsibility


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` Apply the other six competencies in pursuit of needed

changes

` Provide leadership in planned change

` Diagnose pressures for and resistance to change` Use the systems model and relevant processes to

facilitate change

` Seek out, learn, share, and apply new knowledge in the

pursuit of constant improvement


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Responding to Globalization Managing Workforce Diversity

Succession Planning

Improving Customer Service

Improving People Skills

Stimulating Innovation & Change

Coping with temporariness

Working in networked organizations

Helping employees handle Work-Life Balance

Creating a Positive Work Environment

Improving Ethical Behavior

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OB1 Section 1 Organizational Behavior

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