[0]-organizational behavior 01

8/14/2019 [0]-Organizational Behavior 01

1/40

Organizational BehaviorOrganizational Behavior


2/40

Definition:Definition:

1- OB is a field of study that investigates the

impact that individuals, groups and

structure have on behavior within

organization for purpose of applying suchknowledge toward improving an

Organizational Effectiveness.


3/40

Definition:

2- OB is concerned with the study of people

in organization and how that behavior

affects the performance of the organization.

Further to say it is specially concerned withemployment related situations that is

concerned with works absenteeism,

employment turnover, productivity, humanperformance and management.


4/40

Definition:

3- OB is concerned with the motivation,

leader behavior and power, interpersonal

communication, group structure and

process, learning, attitude development,perception, change processes, conflict,

work design and work stress.


5/40

Why Study

Organizational Behavior?

Success isnt a destination its a process. Andthe margin between successes is often small.Learn the principles of defining and achieving

success in your own life and begin the journeytoday.

This journey begins with understanding thebehaviors between the leader, the followers, and

the organization. This is also a leadership course of study. To be

successful leader, one needs to understand thebehaviors of people, organizations, and the

situation.


6/40

Organizational Behavior

Is organizational behavior really just commonsense ?

When employees are happy workers are mor productive

Friendly, trusting, and approachable bosses can

motivate their workers.

Leaders who exhibit a stable behavior, regardless of the

situations faced, make the best leaders.

Experiences have shown us that interviews where the

interviewer leads with tell me about yourself are very

effective selection methods. A challenging job appeals

to everyone.


7/40

History Of OB The Greek philosopherPlato wrote about the

essence of leadership. Aristotle addressed the topic of persuasivecommunication.

The writings of 16th century Italian philosopherNiccolMachiavelli laid the foundation forcontemporary work on organizational power andpolitics.

In 1776, Adam Smith advocated a new form oforganizational structure based on the division oflabour. One hundred years later, Germansociologist
http://en.wikipedia.org/wiki/Platohttp://en.wikipedia.org/wiki/Aristotlehttp://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavellihttp://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavellihttp://en.wikipedia.org/wiki/Adam_Smithhttp://en.wikipedia.org/wiki/Adam_Smithhttp://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavellihttp://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavellihttp://en.wikipedia.org/wiki/Aristotlehttp://en.wikipedia.org/wiki/Plato


8/40

Max Weberwrote about rational

organizations and initiated discussion of

charismatic leadership. Soon after, Frederick Winslow Taylor

introduced the systematic use of goal

setting and rewards to motivate employees. In the 1920's, Australian-born Harvard

professorElton Mayo and his colleagues

conducted productivity studies at WesternElectric's Hawthorne plant in the United

States. AND FOCUSSED ON Human Factor
http://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Max_Weber


9/40

Though it traces its roots back to Max Weber

and earlier, organizational studies is generally

considered to have begun as an academicdiscipline with the advent of

scientific management in the 1890s, with

Taylorism representing the peak of thismovement. Proponents of scientific

management held that rationalizing the

organization with precise sets of instructions

and time-motion studies would lead to

increased productivity. Studies of different

compensation systems were carried out.
http://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Compensationhttp://en.wikipedia.org/wiki/Compensationhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Max_Weber


10/40

After the First World War, the focus of

organizational studies shifted to analysis of how

human factors and psychology affectedorganizations,


11/40


12/40

What management do?

Management have four mainManagement have four main

functions:functions:i- Planning

ii- Organizing (determined task)

iii- Leading (motivating employees)iv- Controlling (Monitoring)


13/40

Role of Management in

Organizational Behavior

Interpersonal role:Interpersonal role:

Leadership (hiring, training &motivating)

Liaison (contacting entire/ outside for

information)Decision role (taking decisions)


14/40

Management Skills

Technical, Human and conceptual:Technical, Human and conceptual:

Technical

Examples: focus on engineers, surgeons

and their capacity building.

Human

Examples: HR, Conflict Resolution,

motivation and communication.Conceptual:

Evaluation alternatives and select best one.


15/40

Contributing disciplines to the

OB field

Organizational behavior is an appliedbehavioral science that is built on

contributions from a number of behavioral

disciplines.


16/40

The predominant areas are psychology, sociology,

social psychology,

anthropology,

and political science. As we shall learn,

psychologys contribution have mainly in

individual and micro level analysis.


17/40

Psychology

The science that seeks to measure,

explain, and sometimes change thebehavior of humans and other animals.

in organization to know problems of

workers about fatigue , bored ness, job

satisfaction etc


18/40

Sociology

The study of people in relation to their

fellow human beings.In organization to know group dynamics,

design of work team, organizational culture

etc


19/40

Social psychology

In area within psychology that blends

concepts from psychology and sociology

and that focuses on the influence of peopleon one and other.

To know changing attitudes, building trust,

changing communication, satisfactionindividual needs.


20/40

Anthropology

Study of human beings their activitiesbehavior, culture in the organization.

(Pathan and naswar)


21/40

Political Science

Peoples political attitude in the

organization.


22/40

Responding to globalization

It effects managers people skill in at

least two ways:

1- If you are transferred foreignassignments where the culture is deferent

and the things are straight forward.

2- While in your own country the culture isdifferent and attitudes are different.


23/40

Improving quality and productivity

The constant attainment of customer

satisfaction through the continuesimprovement of all organizational

process.


24/40


25/40


26/40

Stimulating, innovative and change

- Employees needs more learning and

squaring skills (Bugti Example).Improving ethical behavior

- To create healthy climate for the

employees as they can work affectivity.


27/40

Absenteeism

- Failure to report to work.Turn Over

- Withdrawal from organization.


28/40

An abstraction of reality. A simplified representationof some real-world phenomenon.

DEVELOPING AN OB MODEL

Dependent variable

A response that if affected by an independent

variable.

Productivity

A performance measure that includes effectivenessand efficiency.


29/40

Effectiveness

Achievement of goals.

EfficiencyThe ratio of effective output to the input required

to achieve it.

Organizational citizenshipDiscretional behavior that is not part of an

employees formal job requirements.

Helping others on their team, volunteering of

extra job activities, avoiding unnecessaryconflicts, showing care for organizational

property, respecting the spirit as well as the letter

of rules and regulations.

Organization want and need employees who will do


30/40

Organization want and need employees who will do

those things that arent in any job description.

(Sense of ownership)

Job Satisfaction

An individuals general attitude toward his or her job.

Independent Variable

The presumed cause of some change in thedependent variable.

Individual-Level Variables

Manager that as parent some worker are slow &some are good sped


31/40

Group-Level Variables

The behavior of people in groups is more than

the sum total of all the individuals acting intheir own way.

Organization Systems

The design of the formal organization, work

processes, and jobs; the organizations human

resource policies and practices (that is, selectin

process, training programs, performance

evaluation methods); and the internal culture allhave an impact on the dependent variables.

un amen a s o n v ua


32/40

un amen a s o n v uaBehavior

Bi G hi l Ch t i ti


33/40

Bio Graphical Characteristics

Personal characteristics

Such as

Age, Gender , Marital Status,

A


34/40

Age

There is relation between age and performance .

Job performance and productivity declines withage increasing . ( For physical job

performance)

but there is positive performance results inolder age As experience , judgment, strong

ethics, commitment to the quality .

But also having less flexibility

GENDER


35/40

GENDERMale Females have same problem solving,analytial skills and

abilities And competitive drive.

Psychologistssays that women are more willingto confirm to authority and the men is

aggressive.

Women prefer to work in flexible work hours.Absenteeism . Due to care of kids

MARITAL STATUS


36/40

MARITAL STATUS

Marriage imposes increased responsibilities that

may make a steady job more valuable and

important and that affects on the productivity

TENUREThe longer a person in a job .the les likely he or

she is to quit . This is also a potent variable in a

turn over .


37/40

Ability

The individual capacity to perform the

various tasks in a job.

Intellectualabilities

The capacity to do mental activities.IQ For

skilled jobs.

physical abilities.

For un skilled jobs (stamina )


38/40

Learning

Any relatively permanent change in

behavior that occurs as a result of

experience.

Theories of Learning


39/40

Theories of LearningClassical conditioning

( A type of conditioning which individual

responds to some stimulus that would not

ordinarily produce such a response )

OperantConditioning

A type of condition that desires volunteer

behavior leads towards the reward or prevent

the punishment .


40/40

Social Learning

Learning from observations

( Environment , teachers, peers , Parents)

[0]-organizational behavior 01

Documents