Org Behav- Univ- 1sem- 09

8/8/2019 Org Behav- Univ- 1sem- 09

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Organizationalbehavior

Definition-

Is a field of study that investigate the impact that individuals,group, and structure have on behavior within organizations forthe purpose of applying such knowledge toward improving an

organization's effectiveness.


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The nature of organizationalbehavior

p The field of organizational behaviorattempts to understand human behaviorin organizational settings , the

organization itself, and the individual organization interface. These areas at atime , a complete understanding oforaganizational behavior requires

knowledge of all three areas.


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environment

Human behavior in organizational settings

The individual-organization interface

The organization

environment


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Definition ( Intuition / systematicstudy)

p Systematic study Looking at relationships ,attempting to attribute cause and

effects,and drawing conclusion based on scientific evidenceIntituitionA gut feeling not necessarily supported by research. Feeling about

what, why, how to do.


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Disciplines contributing forOBp Psychology- is the science that seeks to measure, explain,and sometimes change the

behavior of humans and other animals .

p Sociology- the study of people in relation to their fellow human beings.

p Social psychology blends concepts from both psychology and sociology. It focuseson the influence of people on one another.

p Anthropology- is the study of societies to learn about human beings and their

activitiesp Political science-study the behavior of individuals and groups within political

environment.

p


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psychology

Learning,motivation,personality,Emotions,perception,training,

Leadership effectiveness,Job satisfaction,individual decision

making,

performance appraisal,attitudemeasurementEmployee selection,work design,work

stress

sociology

Gr.dynamic,work team,communicationPower,conflict,intercrop behavior

Formal org theoryOrg technologyOrg changeOrg culture

Social;psychology

Behavior change,attitudechange

Communication,go processesGroup decision making

anthropology

Comparative valueComparative attitude

Cross-cultural analysis

Org cultureOrg envy

Politicalscience

ConflictInterior politics

power

Behavioralscience

contributionUnit ofanalysis

individual

group

Organizationsystem

Study ofOrganization

behavior

output


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The Historical roots

p The scientific era

p Classical organization theory

p The hawthorne studies

p The human relation movement

p Toward organizational Behavior Thevalue of people


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Challengesp Responding to globalization

p Managing workforce diversity

p Improving quality and productivity

p Responding to coming labor shortage

p Improving customer service

p Improving people skillp Empowering people

p Stimulating innovation and changes

p Coping with temporaries

p Improving ethical behavior


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OB MODELThe model is based on three level of analysis in OB

p Organization level

p Group level

p Individual level

The model depends on two variablesp Dependent

p independent


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VariablesDependent variables

p Productivity- implies a concern for both effectiveness and efficiency

p Absenteeism as the failure to report for work

p Turnover- is the voluntary and involuntary permanent withdrawal from anorganization.

p Organization citizenship behavior (cob)

p Job satisfactionThe Independent variables

p Individual level variables

p Group level variables

p Organization systems level variables


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Four modelsAutocratic Custodial Supportive Collegial

Basic ofmodel

Power Economicresources

Leadership Partnership

Managerialorientation

Authority Money Support Team work

Employeeorientation

Obedience Security andbenefits

Jobperformance

Responsiblebehavior

EmployeepsychologicalResults

Dependence onboss

Dependenceonorganization

Participation Self discipline

EmployeeneedsMeet

Subsistence security Status andrecognition

Selfactualization

Performanceresult

minimum Passivecooperation

Awakeneddrives

Moderateenthusiasm


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The S-O-B-C model

p Stimulas

p Organism

p Behavior

p Consequences


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AttitudesAttitudes are evaluating statements either favorable or

unfavorable concerning objects ,people or events . Theyreflects how one feels about something .

Attitude are not the same as values but the two are interrelated .The three components of attitudes

p Cognitive components

p Affective component

p Behavioral component


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Types of attitude

p Job satisfaction

p Job involvement

p Organizational commitment


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Cognitive Dissonance theory

Leon Festinger proposed the theory of cognitive dissonance.This theory explains the linkage between attitude and

behaviorDissonance means an inconsistency .

Cognitive dissonance refers to any incompatibility that anindividual might perceive between two or more of his or herattitudes, or between his or her behavior and attitude .

The desire to reduce dissonance would be determined byp Importancep Influencep reward


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Job satisfaction

p Satisfaction and productivity

p Satisfaction and absenteeism

p Satisfaction and turn over

p Job satisfaction and OCB( Org citizenshipbehavior

p Job satisfaction and customer satisfaction


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dissatisfaction

p Exit

p Voice

p Loyalty

p neglect


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Transactional Analysis

p Transactional analysis ( TA) is a system for theanalysis of personal and interpersonalcommunication and behavior. It was definedand evolved by Dr. Erik Berne, whose thesiswas that there existed in everyone three quiteclearly distinguishable sets of attitudes and

behaviors. He called them ego states.


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Ego States

p Parent

p Adult

p Child Configurations

ComplementaryCrossedUlterior


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Johari windowp Feedback

Open or publicBlind

Hidden or private Undiscovered or unknown

Known to self Unknown to self

Known to others

UnknownTo others


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personality

Personality is the dynamic organizationwithin the individual of thosepsychophysical systems that determine hisunique adjustments to his environment .

Personality is the sum total of ways in whichan individual reacts to and interacts withothers .

Its defined in terms of measurable traits .


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Personality determinants

p Heredity

p Environment

p Situation

p


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Personality traitsp There are various characteristic that describe an individuals

behavior .popular characteristic includesshy,aggressive,submissive,lazy,ambitious.loyal and timid.These characteristic when exhibited in large number ofsituation are called personality traits .

p Researchers have long believed that these traits could help inemployee selection,matching people to jobs ,and in guidingcareer development decision


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The Myers Briggs Type indicator

p Mostly used personality assesmentinstrument in the world

p Depending on the result of the test

p Individual are classifie on terms as( E orI),(S or N), (T or F), (J or P),


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MBTIThese terms are defined as

p Extroverted vs Introverted Extroverte dindividual are outgoing ,sociable ,and assertive. Introverts are quite and shy

p Sensing vs Intuitive sensing types are practicle and preferroutine and order. They focus on details . Intituitives rely on

unconscious processes and look at the big picture.p Thinking vs feeling Thinking types use reason and logic to

handle problems. Feeling types rely on their personal valuesand emotions.

p Judging vs perceiving- judging types want control and prefer their

world to be ordered and structured . Perceiving types areflexible and spontaneous .

p


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MBITp Intj-are visionariesThey usually have original minds and great drive of their own ideas

and purpose . They are characterized as skeptical , critical ,independent , determined and often stubborn.

p Estj are organizer .they are realistic , logical analytical and decisive and have a natural

head for business or mechanics .. They like to organize and runthe activities .

Exercise
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Major personality Attributesinfluencing OB

p Locus of control-

1.Internals belives that they can controltheir destinies

2.Externals who see their lives as beigncontrolled by outside forces,

A persons perception of sources of his or

her fate is termed locus of control.


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personality Attributes

Machiavellianism- named after NiccoloMachiavelli.

p .an individual high in machiavellianism ispragmatic , maintains emotional distance and

belives that end can justify meansp High mach florish

1.When they interacts face to face with othersrather than indirectly

2.When the situation has a minimum numbers ofrules and regulations

3.When emotional involvement with detailsirrelevent to winning distracts low machs.

4.


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personality Attributes

p Self esteem is directly related toexpectation for success

p Self monitoring refers to an individual,s

ability to adjust his or her behavior toexternal , situational factors

p Risk taker


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Types of personality

p Type a

p Type b


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Type Ap Are always moving ,walking and eating rapidly

p Feel impatient with the rate at which most events take place

p Strives to think or do two or more thing at once

p Cannot cope with leisure time

p Are obsessed with numbers , measurable their success in terms ofhow many or how much of everything they acquire.

p


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Type B

p Never suffer from a sense of time urgencywith its accompanying impatience

p Feels no need to display or discuss either

their achievements or accomplishmentsunless such exposure is demended bythe situation

p Play for fun and relxation , rather than toexhibit their superiority at any cost

p Can relax without guilt


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Proactive personality

p Identify opportunities , show initiatives ,take action and persevere untillmeanigful change occurs. They create

positive change in their environment ,regardless or even in spite of constraintsor obstacles.


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Motivation

p Motivation is the set of forces that leadspeople to behave in particular ways

p P=M+A+E

P= performanceM=MotivationA=ability

E= environment


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The motivation process

Needs

(deprivation) Drives( deprivation

with directions )

Goals( reductionof drives )


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Characteristics of motives

p Similar motives may be manifestedthrough different behaviors.

p Different motives may be expressed

through similar behavior .p Motives may appear in disguised form.

p Any single act of behavior may express

several motives


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Classification of motives

p Primary

p Secondary

p Power

p Achievement

p Affiliation

p Security

p Status


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Morale

p According to Dale S.Beach Morale is thetotal satisfaction a person derives fromhis job, his work group, his boss, his

organization and his environment.p It is defined as a composite of feelings and

sentiments that contribute to generalfeelings of satisfaction.


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Concept of morale

p Fundamental psychological concept

p Multidimensional concept

p Group phenomenon

p Contagious

p Moral is different than motivation


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Factors influencing moralep External

p Internal

1.Goals of an organization

2.Structure3.Nature of task

4.Managerial philosophy

5.Working conditions

6.Groups

Relation ship of morale and


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Relation ship of morale andproductivity

p High productivity high morale

p Low productivity high morale

p High productivity low morale

p Low productivity low morale

The motivational frame


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The motivational framework

Experiencedneed

deficiencies

Search forWays to

Satisfy needs

Choice ofgoal directed

behaviors

EnactmentOf Behavioral

Choice(performance)

ExperiencedRewards or

Punishments

ReassessmentOf need

deficiencies


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Needs and motives

p Primary needs are the basic physicalrequirements necessary to sustain life .

p Secondary needs are requirements learned

from the environment and culture inwhich the person lives.p A motive is a persons reason for choosing

one behavior from among several

choices.


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Theories

p Maslows Hierarchy of needs

p Herzbergs dual structure Theory

p Alderfers ERG Theory

p McClellands theory of Needs

p The job characteristic model


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Maslows heirarchy of needs

Selfactualization

Esteem needs

Love needs

Safety needs

Psychologic

al needs


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Herzbergs theoryp Motivational

p Recognition

p Responsibility

p

Possibility of growthp Advancement

p Achievements

p Work itself

p Hygiene factors

p Company policies

p Technical supervision

p

Salaryp Interpersonal relation

p Job security

p Personal life

p Working conditionp Status

p

p


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Group dynamics


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group

p A group is defined as two or moreindividuals , interacting andinterdependent, who have come

together to achieve particular objectives.p Groups can be either formal or informal


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Types of groupsp Formal group- those defined by the organizations

structure, with designated work assignment establishingtask .

p Informal group- are alliances that are neither formallystructured nor organizationally determined

p

A command group is determined by organizational chart.p Task group also organizationally determined, representthose working together to complete a job task.

p Interest group people who may or may not be aligned intocommon command or task groups may affiliate to attaina specific objectives with which each is concerned.

p

Friendship group-based on common characteristics .


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An Alternative Modelp Groups direction

p 1st inertia

p A transition at the end of this phase

p A transition initiates a lot of changes

p A second phase of inertia follows the transitionp The groups last meeting is characterized by markedly

accelerated activity


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Why formation of groups

p Security

p Status

p Self-esteem

p Affiliation

p Powerp Goal achievement


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Stages of group development

p The five stage model

p An alternative model


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Group structure

p Roles

p Norms

p Status

p Group sizep And the degree of group cohesiveness.

p


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Roles

p Role identity

p Role perception

p Role expectation

p Role conflictp


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Normsp Hawthorn studies

p Common clauses of norms

1. Performance norms

2. Appearance norms

3. Social arrangements norms4. Allocation of resources norms

p Conformity

p Deviant workplace behavior

p

p


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size

p Groups made up of odd numbers do apretty good job of exercising the bestelements of both small and large groups.

p

Having an odd number of memberseliminates the possibility of ties whenvotes are taken


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Cohesivenessp That is the degree to which member are attracted or attached to

each other and are motivated to stay in then group.

p To encourage group cohesiveness

1. Make the group smaller

2. Encourage agreement with group goals

3. Increase the time member spend together

4. Increase the status of the group and the perceived difficulty ofattaining membership in the group

5. Stimulate competition with other groups

6. Give rewards to the group rather than to individual member

7. Physically isolate the group.


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Group decision making techniques

p Brainstorming

p The nominal group techniques

p Electronic meeting


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Group vs Team

Groups team

Share information toward goalachievement

Collective performance toward goalachievement

Synergy neutral Positive synergy

Individual accountability Individual and mutual

Skills required are random and varied complementary

No need of opportunity to engage incollective work

Specific task orientated


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Types of teams

p Problem solving teams

p Self managed work teams

p Cross- functional teams

p Virtual teams


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Problem solving teamsp Composed of 5-12 membersp Members from Same department

p Few hours or each week interval

p Discuss improving quality , efficiency, and the work

environment.p They rarely have authority to unilaterally implement any of

their suggested action.


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Self managed work team

p Group of 10 15p Members perform highly related or interdependent jobs and take

on many of the responsibilities of their former supervisors.

p members evaluate each others performance

p


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Virtual teams

p Use computer technology to tie togetherphysically dispersed members in orderto achieve common goal.


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Creating effective teams

Context:Adequate resources

Leadership andstructure

Climate of trustPerformance

evaluationand reward system

Process:Common purposeSpecific goalsTeam efficacyConflict levelsSocial loafing

Team effectiveness

Composition:Abilities of

membersPersonality

Allocating rolesDiversity

Size of teamsMember flexibilityMember preferences

Work design:Autonomy

Skill varietyTask identity

Task significance


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Key roles of teams

Advisor linker creator

maintainer

producer organizer

assessor

Teams

promoter

controller


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Effectiveness of teams

p Effectiveness teams need to work together andtake collective responsibility to completesignificant task.

p Use of work design characteristics ( skill variety,

Task identity, task significance0p These work design characteristic motivates

because they increase members sense ofresponsibility and ownership over the work andbecause they make the work more interesting

to perform.p Common purposep Specific goals


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Effectiveness of teams

p Team efficacy

p Conflict level

p Social loafing


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conflict

A process that begins when one partyperceives that another party has negatively

affected , something that the first party

cares about.


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Different views

p Traditional view of conflict the belief thatall conflict is harmful and must beavoided.

p Human relation view-the belief thatconflict is a natural and inevitableoutcome in any group.

p Interactionist view- the belief that a

conflict is not only a positive force in agroup but that it is absolutely necessaryfor a group to perform effectively.


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Types of conflictFunctional and dysfunctionalp Functional conflict- conflict that supports the

goals of the group and improves itsperformance.

p Dysfunctional conflict-conflict that hinders groupperformance

Types p Task conflict- conflict over contents and goal of

the workp Relationship conflict- conflict based oninterpersonal relationships.

p Process conflict- conflict over how work getsdone.


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The conflict process

Antecedentcondition

CommunicationStructure

Personal variables

Perceivedconflict

Feltconflict

Conflict

handlingIntentions

CompetingCollaboratingCompromising

Avoiding

Accommodating

Overtconflictparty;sbehavoirOthersbehavior

IncreasedGroup

performance

DecreasedGroup

Performance

Stage 1Potential

Opposition

Stage 2Cognition

&personalization

Stage 3Intention

s

Stage

4behav

ior

Stage

5outcomes


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Levels of conflicts

p Intra Individual Conflict

a)Goal Conflict

b)Role Conflict

p Interpersonal conflict- Johari Window

Open self Hidden self

Blind self Undiscovered self


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Levels

p Inter groupp Structural Hierarchical Conflict

FunctionalLine-staffFormal Informal


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Management of conflict

p Conflict is inevitablep It can harm achievement

p It can promote innovation of development

of new ideas.p It can be managed.


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Conflict resolution


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techniquesp Problem solvingp Superordinate goals

p Expansion of resources

p Avoidance

p

Smoothingp Compromise

p Authoritative command

p Altering the human variables

p Altering the structural variables

Conflict stimulation


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techniques

p Communicationp Bringing in outsider

p Restructuring the organization

p Appointing a devils advocatep

p


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Negotiationp Negotiation permeates the interaction of almost every one

in groups and organization

p It can be defined as a process in which two orr more

parties exchange goods or services and attempt to agreeon the exchange rate for them

p Term negotiation and bargaining interchangeably

p

p


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Bargaining strategies

p Distributive bargainingp Integrative Bargaining


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The negotiation process

Preparation andplanning

Definition ofGround rules

Clarification and

justificationBargaining andProblem solving

Closure and

implementation


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Issues in negotiation

p The role of personality traits in negotiationp Gender difference in negotiations

p cultural differences in negotiation

p Third party negotiations


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Leadership


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Leadership vs management

p Operational vs Conceptualp Followers vs forced

p Internal driven vs external driven

p Formal vs informalp


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Leadershipp Sources of power-

Personal abilities

p Focus- Vision andpurpose

p Approach-Transformational

p

Process-Inspirationp Emphasis- Collectivity

p Futurity-Proactive

p Type-Formal and

informal

Management

p Authority delegates

p Operating results

p

Transactionalp Control

p Individualism

p Reactive

p Formal


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Trait theory

p Focuses on personal characteristic of the leaderp Seven traits ambition and energy, the desired to lead,

honesty, and integrity , self confidence ,intelligence,high self monitoring, and job relevantknowledge

p

The big five model-extroversion, agreeableness,conscientiousness, emotional stability, opennessto experience.

p Two conclusions 1. Traits can predict leadership

2. Traits do better job at predicting the emergence ofleaders and the appearance of leadership than inactually distinguishing between effective andineffective leaders.

p


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Limitation

p Generalization of traitsp Applicability of traits


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Behavioral theories

Ohio state studies these researcher sought toidentify independent dimension. They are calledinitiating structure and consideration.

p Initiating structure refers to the extent to whicha leader is likely to define and structure his or

her role and those of subordinates in thesearch for goal attainment.

p Consideration- the extent to which a leader islikely to have job relationships characterized bymutual trust , respect for subordinates ideas

and regards for their feeling.University of Michigan studies- employee

oriented and production orientedp Michigan researchers favored the employee

oriented , related to higher group productivity

and job satisfaction.


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Managerial grid

p Blake and Moutonp Also called as leadership grid, - based on the style of concern for

people and concern for production

p Nine possible positions along each axis, creating 81 differentpositions in which the leaders style may fall.

p

1,9- country club managementp 99- team management

p 5,5- middle-0f-the Road management

p 1,1- impoverished management

p 9,1- Authority- compliance management


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high

low

low

high

Concern for results

Concer

n

forpeople

1,9 9,9

1,1 9,1

5,5


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Situational theory

p Paul Hersey and Ken Blanchard have developed aleadership model called situational leadershiptheory ( SLT)

p This is a contingency theory that focuses on the

followers.p The term readiness is given importance.

p The emphasis on the followers in leadershipeffectiveness reflects the reality that it is the

followers who accept or reject the leader.Regardless of what the leader does,effectiveness depends on the actions of his orher followers.

S


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SLT

p Identify four specific leader behavior- from highlydirective to highly laissez-fair.

p Follower is unable and unwilling to do a task leader needs to give clear and specific

directionsp Follower unable and willing leader needs todisplay high task orientation to compensate forthe followers lack of ability and highrelationship orientation.

p Follower able and unwilling- leader supportiveand participative style

p Follower able and willing leader doesnt has todo much

p


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S


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Stress

p Stress is a dynamic condition in which anindividual is confronted with anopportunity , constraints or demandrelated to what he or she desires and forwhich the outcome is perceived to beboth uncertain and important.

p Stress is not necessarily bad in and of

itself.p Stress is associated with constraints and

demands

P t ti l S f t


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Potential Source of stress

p Environment factorsp Organizational factors

p Individual factors s


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Model of stress


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Model of stress

Environment factors Economic uncertaintyPolitical uncertainty

Technological uncertainty

Org factorsTask and role demandInterpersonal demand

Org structureOrg leadership

Org life stages

Individual factorsFamily problems

Economic problems

Personality

Individual differences-Perception

Job experienceSocial support

Belief in locus of control

Self- efficacyhostility

Experienced stressed

Physiological symptomHeadaches

High blood pressureHeart disease

Psychological symptomAnxiety

Depression

Decrease in job satisfacti

Behavioral SymptomsProductivityAbsenteeism

turnover

M i t


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Managing stress

p Individual Approachp Organizational Approach


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ChangeManagement


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p Organizational change is a complexphenomenon.

p There is a distinction between changing

reality , which is a continuous process,and changing perception, which isessentially a sporadic process.

p we need to become the driver of change

rather than being nailed by themultiplicity of influence that a change ofexternal circumstances can wield.

S ti l P


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Sequential Process

p Initiationp Motivation

p Diagnosis

p Information collectionp Deliberation

p Action proposal

p Implementationp Stabilisation

p

M i R l


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Main Role

p Corporate managementp Consultant(s)

p Counterpart

p Chief implementerp Implementation team

p Task forces

C t t


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Corporate management

p Legitimizing functionp Energizing function

p Communicating function

p Gate-keeping function

Consultant


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Consultant

p Implanting functionp Transcending function

p Function of generating alternatives

p Process facilitating functionp Shock absorbing function

p Resource sharing function

p Resource building functionp Self-liquidating function

Implementation Team


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Implementation Team

p Collaboration building functionp Gate- keeping function

p Reviewing function

p Policy formulating function


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Sources of resistance andcoping Mechanisms


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coping Mechanisms

Sources of resistancep Perceived peripherality of

change.

p Perception of imposition.

p

Indifference of the topmanagement.

p Vested interests

p Complacency inertia

p Fear of large scaledisturbance .

p Fear of inadequate resources

p Fear of obsolescence

p Fear of loss of power

Coping mechanismsp Participation in diagnosis

p Participation andinvolvement.

p Active support from thetop

p Phasing of change

p Support of resources

p Development of skills

p Role redefinition and re-orientation

p Role clarity and definition

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Org Behav- Univ- 1sem- 09

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