048bbehaiviour

7/28/2019 048bbehaiviour

1/37

ORGANISATIONAL BEHAVIOUR ORGANISATIONAL BEHAVIOUR an an

OverviewOverview

Prof. Jairaj KochavaraAugust 08


2/37

ORGANISATIONAL BEHAVIOUR - Course Content- 100 marks

1. Introduction to O.B .: Origin, Nature and Scope of Organizational Behaviour

and its relevance to Organizational Effectiveness and contemporaryissues

2. Personality : Meaning and determinants of Personality; process of Personality

formation; Personality Types;Assessment of Personality Traits for

increasing Self-Awareness

3. Perception : Attitude and Value, Perceptual Processes, Effect of perception on

Individual decision-making, Attitude and Behaviour. Sources

of Value, Effect of Values on Attitudes and Behaviour,Effects

of Perception, Attitude and Values on Work Performance


3/37


4/37


5/37

Organisational Behaviour

Definition-O.BDefinition-O.B . is a systematic study. is a systematic studyof the actions and reactions of of the actions and reactions of

individuals,groups and subsystemsindividuals,groups and subsystems

PEOPLEPEOPLE -consist of individual-consist of individualemployees, dyads, groups and teamsemployees, dyads, groups and teams

who have to get the work done aswho have to get the work done aswell as those outside the organizationwell as those outside the organization

like customers and governmentlike customers and governmentofficialsofficials


6/37

Organisational Behaviour JOBS AND TASKS-

JOB - is the sum total of an individualsassignment at the workplace

TASKS -are the various activities that need

to be performed to get the job done.TECHNOLOGY -is the mechanismthrough which the raw input is converted

into finished productsSTRUCTURE -refers to how the workplacein terms of job positions is 7

PROCESS - is the way things get done


7/37

Organisational BehaviourOrganisational Behaviour Job Requirements, Group, Behaviour and OutcomesJob Requirements, Group, Behaviour and Outcomes

Requirements of JobsTasks ActivitiesDivision of Labour Coordination of Activities

Formal Group Psychological GroupInformal Group

We FeelingRequired Behaviour

-Activities-Interaction

Emergent Behaviour

-Activities-Interactions

-Sentiments

Group Processes- Norms- Cohesion etc.

Outcomes

- Performance- Productivity- Satisfaction of

organisational members

-Psychologicalawareness andidentificationwith group


8/37

Difference between Work

Groups and Teams AspectsAspects Work groupsWork groups TeamsTeams

PurposePurposeWork productsWork productsProcessProcessLeadershipLeadership

MeetingsMeetingsAccountabilityAccountabilityEvaluationEvaluation

SpecificSpecificCollectiveCollectiveDiscuss,decide,doDiscuss,decide,doSharedShared

Open,problem solOpen,problem solIndividual,mutualIndividual,mutualDirect(collectiveDirect(collectivework products)work products)


9/37

Managers and their Internal and External Environments

EE

PEOPLEIndividuals

DyadsGroups

STRUCTURERoles

PositionHierarchy

TECHNOLOGYMachines & other

Mechanisms

MANAGERS& Managerial

Processes

External Environment

External Environment

Internal Environment

Internal Environment

JOBSTasksActivities

Market

Cultural

Govt.

Techno-logical Social

Political

Economic

Labour Market


10/37

Types of GroupsFormal- hierarchicalInformal-interest groups or cliques-horizontal, vertical or randomVirtual Groups- facilitated through I. T.(a) Information Sharing(b) Decision Making(c ) Solving Complex ProblemsPsychological Group-we feeling, sensitivity, affinity, understanding of

individual strengths and personalities, sense of belonging and loyaltyOther types of Groups1. (a)Interacting- assembly-line(b) Co-acting- work independently(c ) Counter-acting- union/ management

2. (a)Open-Matrix(b) Closed- Fixed Roles3. (a)Membership- belongsReferent-Would like to belong4. (a)In and Out groups- Gang Wars, rivalry, competition,politics


11/37

Virtual Organization

JapanManufacturing

BrazilRaw Materials

IndiaI.T.

Support

USAMarketing

SingaporeCore Group5exes.& 5 staff

Rs.100 Cr. Turnover

Possible through I.T.Linkages


12/37

Organizational Behaviour- GROUPSystem - an orderly group of logically related facts,

principles, beliefs etcan orderly method, plan or procedure

A group or arrangement of parts, facts, phenomena that relateto or interact with each other in such a way as to form awholeDefinition of Organizational Behaviour

O. B is an interdisciplinary behavioural science studying phenomena and dynamics( processes) of organizations andtheir various human units.

Stages of Small Group DevelopmentFORMINGSTORMING

NORMINGPERFORMING

ADJOURNING

S i G D l S


13/37

Stages in Group Development- Summary

K

Storming

Forming Performing

Norming

KnowledgeIs Hidden

KnowledgeCreation

Synergies

Collabora

Knowledge

Hoarding

Knowledge

Sharing

TrustUnknown

Distrust


14/37

As per BELBIN-1981 As per Margerison&McCann-1990

1. Chairman/ Coordinator 1. Creator-initiates creative ideas2. Shaper 2. Promoter-champions ideas

after they are initiated3. Plant 3. Assessor- offers insightful

analysis of options4. Monitor/ Evaluator 4. Organizer- provides structure5. Company Worker 5. Producer-provides direction

and follow-through6. Resource Investigator 6. Controller-examines details

and enforces rules7. Team Worker 7. Maintainer-fights external

battles

8. Completor/Finisher 8. Advisor-encourages the search

DIFFERENT ROLES PLAYED BY GROUP MEMBERS


15/37

Leadership Role & Functions

Team Needs Individual Needs

Task Needs

Achieving the Task

Developing theIndividual

Building andMaintainingthe Team


16/37

Model of Team-Building

Stage Theme Task Outcome Relationship OutcomeOne Awareness Commitment AcceptanceTwo Conflict Clarification Belonging

Three Cooperation Involvement SupportFour Productivity Achievement PrideFive Separation Recognition Satisfactionn.b. The above is similar to the stages of forming,storming,norming

performing and adjourning.Effective teams take time to build in an organization and comprisethree steps viz.(a) Team Development(b) Team Roles

(c) Team Effectiveness


17/37

Differences between Work Groups and Teams

S. No. Aspect Work Groups Teams

1. Roles& Respon. Set of behaviours Understands roles

2. Identity No identity Norms & values

3. Cohesion me feeling we feeling

4 Communication self-centered member-centered

5. Flexibility rigid flexible

6. Morale Maybe Enthusiasm/pride

7. Idea generation Old ways New/creative ways


18/37

ompar ng or roups an or eams

Work Groups Work Teams

Share information Goal Collective Performance

Neutral(s.t.negative) Synergy Positive

Individual Accountability Individual and mutual

Random and varied Skills Complementary


19/37

TYPES OF TEAMS

techno

Problem-solving Self-managed Cross-functional Virtual


20/37

Characteristics of Effective Work Teams

1. Commitment and inspiring goals2. Role Clarity3. Self- disclosure (incl.confrontation)4. Openness to feedback 5. Competence6. Creativity with constructive confrontation7. Collaboration /Support/Trust8. Congruence between individual and group goals9. Supportive leadership

10. Management of power Team Functioninga)Cohesion- amongst team members

b)Confrontation-solving problemsc)Collaboration-working together

Team Empowermenta)Clarity of Roles

b)Autonomyc)Resources provn.d)Accountable-goals

TEAM EFFECTIVENESS MODEL


21/37

TEAM EFFECTIVENESS MODEL

Context Work Design -Adequate resources -Autonomy

-Leadership and structure -Skill variety-Climate of trust -Task identity-Performance evaluation & -Task significance

reward systems

TEAM EFFECTIVENESS

Composition Process-Abilities of members -Common purpose-Personality -Specific goals-Allocating roles -Team efficacy-Diversity -Conflict levels-Size of teams -Social loafing-Member flexibility


22/37

Basic Definitions connected with O.B Basic De finitions connected with O.B ..

Organization : An organization has four essential elements(a) Group of people(b) Interacting with each other (c )In a structured manner

(d) Towards a common objective

Management : Implies getting things done through and with people

Manager : He is the dynamic, life-giving element in everyorganization. And it is the quality and performance of itsmanagers which is the only effective advantage anenterprise in a competitive economy can have and particularly in a business enterprise.


23/37

Basic Definitions (contd..)Basic Definitions (contd..)Three elements stand out in a manager- competence,Three elements stand out in a manager- competence,integrity and performanceintegrity and performanceWho is a manager? The CEO or the middle manager or theWho is a manager? The CEO or the middle manager or thesupervisor?supervisor?A managers decision-making,action and behaviour are allA managers decision-making,action and behaviour are allgeared towards geared towards Economic PerformanceEconomic Performance .The objective.The objectiveof a business enterprise could be Survival, Profit and /or of a business enterprise could be Survival, Profit and /or

Growth ? Peter Drucker feels otherwise-creating aGrowth ? Peter Drucker feels otherwise-creating acustomer.customer.

Basic Definitions connected with O B


24/37

Basic Definitions connected with O.B.The Manager has the following responsibilities:1. Managing Managers2. Managing Worker and Work

3. Managing a Business4. Managing TimeA Manager has to manage Resources- 5 Ms- Money, Materials,

Machines, Methods and Man. One of these resources is differentfrom the others. Which one and why?What about Time as a resource?

A manager also performs the following functions:Planning, Organizing.Staffing, Directing and Controlling or Leading,Planning,Organizing and ControllingPlanning determines what results the organization will achieveOrganizing - specifies how it will achieve the resultsControlling determines whether the results will be achievedLeading - through planning, organizing and controlling managers

exercise leadership

ORGANIZATIONAL BEHAVIOUR


25/37

ORGANIZATIONAL BEHAVIOUR To provide an understanding of what goes on at the workplace. Four

aspects need to be explained viz.Definition, goals,forces and O.B.s major characteristics

1. O.B. is the systematic study and careful application of knowledgeabout how people- as individuals and as members of groups actwithin organizations.It strives to identify ways in which people canact more effectively.

2. O.B. provides managers with the tools to:(a) to understand the behaviour of individuals(b) to understand the complexities of inter-personal relations(c )to examine the dynamics of relationships within small groups

both formal teams and informal groups

(d) organizations can be viewed as whole systems that haveinterorganizational relationships



26/37

ORGANIZATIONAL BEHAVIOUR GOALS: Most sciences share four goals-to describe, understand,predictand control some phenomena. O.B. has the following goals1.Describe, systematically, how people behave under a variety of

circumstances2.Understand why people behave as they do.3.Predicting future employee behaviour 4.Control at least partially, and develop some human activity at work

Managers can utilize the tool of O.B.to influence human behaviour.skill development, team effort and productivityFORCES: There are a wide array of issues and trends that affect thenature of organizations today. They can be classified under four areasPEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT



27/37

ORGANIZATIONAL BEHAVIOUR Key forces affecting Organizational Behavior

People

IndividualsGroups

EnvironmentGovernmentCompetition

Societal pressureOrganizational Behavior

TechnologyMachinery

Computer hardware&software

Structure

JobsRelationships

O B Definitions


28/37

O. B. Definitions1. O.B. is a field of study that investigates the impact that individuals ,

groups and structures have on behaviour within organizations for the purpose of applying such knowledge towards improving an

organizations effectiveness.2. O.B. can be defined as the systematic study of the actions and

reactions of individuals, groups and sub-systems.3. O.B. is the study and understanding of individual and group

behaviour, patterns of structure in order to to help improveorganizational performance and effectiveness.

4. O.B. is one of the most complex and perhaps least understoodacademic elements of modern general management, but since itconcerns the behaviour of people within organizations it is also one

of the most central- its concern with individual and group patterns of behaviour makes it an essential element in dealing with the complex behavioural issues thrown up in the modern business world.

5. O.B. is an inter-disciplinary behaviour science studying phenomena

and dynamics(processes) of organizations and their various units.


29/37

Bases of Organizational Behaviour

1.Psychology : The science or study of individual human behaviour

2. Sociology : The study of group human behaviour

3. Social Psychology :Studies influences of people on one another

4. Anthropology :Study of the human race, and culture

5. Political Science :Behaviour of individuals in political env.

d


30/37

Toward an OBToward an OBDisciplineDiscipline



31/37

ORGANIZATIONAL BEHAVIOUR Personality affects workplace behaviour. Persons need to be placed in

jobs which match their SKILLS, ABILITIES and TEMPERAMENT or PERSONALITY.

Personality is that dynamic organization within the individual, of those psychophysical systems that determine his unique adjustments to theenvironment. Besides a study of personality is helpful in ensuringeffective job performance.

Personality of an individual represents personal characteristics and traitswhich can lead to consistent patterns of behaviour.Personality comes from the Latin word per sona which means to speak through- the role a person is playing in public.A comprehensive definition of Personality is given by SalvatoreMaddi-Personality is a stable set of characteristics and tendencies thatdetermine those commonalities and differences in the psychological

behaviour( thoughts, feelings and actions) of people that have continuityin time and that may not be understood as a sole result of the social and

biological pressures of the moment.



32/37

ORGANIZATIONAL BEHAVIOUR From the above definition the following points arise:1) Describes all behaviour at all times2) Some behaviours are common while others are unique3) Thus managing people becomes all the more challenging4) Personality is stable and has continuity in time5) But an individuals personality can undergo change in time

SELF CONCEPT

Self concept is when people try to understand themselves becausepersonality would essentially mean:(a) How people affect others(b) How they understand and see others(c) What is the pattern of their inner and outer measurable traits(d) What is the person-situation interaction

Self is very relevant to the concepts of self efficacy and self-esteemSelf Esteem is based on ones perceived competence and self imageSelf Efficacy is concerned with how well a person can cope with situations as they

arise. In other words, self esteem is a generalized trait whereas self-efficacy issituation specific.


33/37

THEORIES ON PERSONALITY

1. Type Theories

2. Trait Factor Theory

3. Psychoanalytic Theory

4. Socio-psychological Theory

5. Self Theory

PERSONALITY


34/37

PERSONALITY

Cattell is also credited with having developed the 16 PF test which is used to assess personality. At first personality and behaviour were identified by 5000 words from the dictionary which was then reduced to200 words and finally to 16 factors.

Cattells 16PF Profile-FACTOR DESCRIPTORS

A-Warmth Reserved/ OutgoingB-Reasoning Less Intelligent/ More Intelligent

C-Emotional Stability Affected by feelings/ Emotionally stable

E- Dominance Humble/ AssertiveF-Liveliness Sober/Happy-go-luckyG-Rule Consciousness Expedient/ConscientiousH-Social Boldness Shy/ VenturesomeI-Sensitivity Tough-minded/Tender-mindedL-Vigilance Trusting/ Suspicious

M-Abstractedness Practical/ Imaginative N-Privateness Straightforwardness/ ShrewdO-Apprehension Self-Assured/ Apprehensive

Q1-Openness to Change Conservative/ ExperimentingQ2-Self-Reliance Group-dependent/ Self-sufficientQ3-Perfectionism Self-confident/ Self-controlQ4-Tension Relaxed/ Tense


35/37

There are 5 Super Traits which are-There are 5 Super Traits which are-1.1. Extroversion( sociable, assertive )Extroversion( sociable, assertive )2.2. Emotionality ( anxious, insecure)Emotionality ( anxious, insecure)3.3. Agreeableness ( conforming, helpful to others)Agreeableness ( conforming, helpful to others)4.4. Conscientiousness ( persistent, organized )Conscientiousness ( persistent, organized )5.5. Intellect ( curious, open to experience )Intellect ( curious, open to experience )

CONFLICT MANAGEMENT


36/37

Confrontation Compromise

Arbitration Negotiation

Resignation Appease-ment

Withdrawal Diffusion

APPROACH

AVOIDANCE

CONFLICT MANAGEMENT

CONFLICT MANAGEMENT


37/37

CONFLICT MANAGEMENT

AVOIDANCEResignation Appeasement

(a) Fatalistic Concessions with(b) Ignore hope of resolution

Withdrawal Diffusion(a)No opportunity (a) Time

to fight (b) Good sense(b)Physical separation (c ) Buffer (c )Define boundaries(d) Actually withdraw

APPROACHConfrontation - win-lose

trape.g. Strike and Lockout

Arbitration - third partyintervention

e.g. award or formulaCompromise - give and tae.g. adjustmentNegotiation - bargaininge.g. demands and

Counter-demands andreaching a settlement

048bbehaiviour

Documents