unit 1 organisational behviour
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Organizational studies, organizational behaviour,
and organizational theory is the systematic study and
careful application of knowledge about how people -as individuals and as groups - act within organizations.
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Four elements of organisational behaviour in brief.
People: The people constitute the internal social systemof organisations. They consist of individuals and
groups. Groups may be large or small. Formal, or
informal, official or unofficial. People are living,
thinking and feeling beings who create organisationsand try to achieve their objectives and goals. Thus,
organisations exist to serve people, and not people exist
to serve organisations.
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Structure: Structure defines the relationships of people in an
organisation. Different people in an organisation are given
different roles, and they have certain relationships with
others. It leads to a division of labour so that people can
perform their duties or work to accomplish the organisational
goals. Structure relates to power and duties. One has
authority, and the others have a duty to obey him.
Technology: Technology imparts the physical and economic
conditions within which people work. With their bare hands
people can do nothing, so they are given the assistance of
buildings, machines, tools, processes, and resources.
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Social system: Social system provides the external
environment within which the organisation operates. Oneorganisation cannot give everything and, therefore, there
are many other organisations. All these organisations
influence one another. The social system influences the
attitudes of people, their working conditions and, aboveall, provides competition for resources and power.
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Importance of organization
behaviorOrganizational behaviour is currently a growing field.
Organizational studies departments generally form part
of business schools, although many universities alsohave industrial psychology and industrial economics
programs.
Organizational behaviour is becoming more important
in the global economy as people with diversebackgrounds and cultural values have to work together
effectively and efficiently.
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During the last 20 years organizational behavior study
and practice has developed and expanded throughcreating integrations with other domains:
Anthropologybecame an interesting prism to
understanding firms as communities, by introducing
concepts like Organizational culture, 'organizationalrituals' and 'symbolic acts' enabling new ways to
understand organizations as communities.
Leadership Understanding: the crucial role of leadership
at various level of an organization in the process ofchange management.
Ethics and their importance as pillars of any vision and
one of the most important driving forces in an
organization.
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1. A Human Resources (Supportive) Approach:
It is concerned with the growth and development of people
toward higher levels of competency, creativity and
fulfillment, because people are the central resource in any
organization and any society. In traditional approach,
managers decided what should be done and then closelycontrolled employees to ensure task performance.
Management was directive and controlling.
The human resources approach, on the other hand, is
supportive. It helps employees become better, moreresponsible people, and then it tries to create a climate in
which they may contribute to the limits of their improved
abilities.
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2. Contingency Approach:
Traditional management relied on principles to provide
one best way of managing. Management principles were
considered to be universal. As the field of organizational
behaviour developed, many of its followers also supported
the concept of universality. Behavioral ideas weresupposed to apply in any type of situation.
The contingency approach to organizational behavior
means that different situations require different behavioral
practices for effectiveness. The strength of the contingencyapproach is that it encourages analysis of each situation
prior to action while at the same time discouraging habitual
practice based on universal assumptions about people.
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3. Result-Oriented Approach:
All organizations need to achieve some relevant outcomesor results. A dominant goal for many is to be productive.
Productivity, at its simplest, is a ratio that compares units of
output with units of input, often against a predetermined
standard.Productivity often is measured in terms of economic inputs
and outputs but human and social inputs and outputs also
are important. For example, if better organizational
behavior can improve job satisfaction, a human output or
result occurs.
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Equation showing the role of organizational behavior in worksystems.
Knowledge X Skill = Ability
Attitude X Situation = Motivation
Ability X Motivation = Potential Human Performance
Potential performance x resources x opportunity =
Organizational results.
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4. A Systems Approach:
Treating an organization as a system implies that there aremany variables in the organization and that each affects all
the others in a complex relationship. An event that appears
to affect one individual or one department actually may have
significant influence elsewhere in the organization.Consequently, managers , in taking actions, must look
beyond the immediate situation in order to determine the
effects on the larger system.
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McGregors Theory X and Theory Y:
1. Theory X is a traditional set of assumptions about people:It assumes that
y The typical person dislikes work and will avoid it if
possible.
y The typical person lacks responsibility, has little
ambition and seeks security above all.
y Most people must be coerced, controlled and
threatened with punishment to get them to work.
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2. The Autocratic Model:
Management believes that it knows what is best and thatthe employees obligation is to follow orders. It assumes
that employees have to be directed, persuaded and pushed
into performance and such promoting is managements
task. The autocratic model was an acceptable approach toguide managerial behavior when there were no well-known
alternatives and it still can be useful under some conditions.
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3. The Custodial Mode:
A custodial approach depends on economic resources. Theresulting managerial orientation is toward money to pay
wages and benefits. Since employees physical needs are
already reasonably met, the employer looks to security
needs as a motivating force. If an organization does nothave the wealth to provide pensions and pay other benefits,
it cannot follow a custodial approach. The custodial
approach leads to employee dependence on the
organization. Employees working in a custodialenvironment become psychologically pre-occupied with
their economic rewards and benefits.
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4. Supportive Model:
The supportive model depends on leadership instead of
power or money. Through leadership, management
provides a climate to help employees grow and accomplish
in the interests of the organization the things of which they
are capable. They will take responsibility, develop a drive
to contribute and improve themselves if management will
give them a chance.
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5. The Collegial Model:
The term collegial relates to a body of people having acommon purpose. The collegial, which embodies a team
concept, first achieved widespread applications in research
laboratories and similar work environments. The
managerial orientation is toward teamwork. Managementis the coach that builds a better team.
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Emerging Challenges in OB
1. Work-force Diversity
2. Changed Employee Expectations
3. Globalization
4. Stimulating Innovation and change
5. Improving Ethical Behaviour
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Motivation is the internal condition that activates
behavior and gives it direction; and energizes and
directs goal-oriented behavior.
Motivation is the force that makes us do things: this is a
result of our individual needs being satisfied (or met)
so that we have inspiration to complete the task
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Importance ofMotivation
One of the main importance of motivation is to increase
morale of an individual.
For example, if a sports team is constantly losing their
matches then this will have a negative effect on the morale
of the whole team as no one likes to lose. Furthermore,this loss can affect the behaviour of the individual.
Therefore, on this basis the manager who coaches the
team is responsible for motivating his players to help them
stay focused on future matches. The manager isresponsible for helping to motivate the players and help
develop their confidence. On this basis, motivation is
important because it can help a person forget about the
past and move on.
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Another importance of motivation is when a person
might be going through personal domestic problems and
therefore, it is the responsibility of the employer to
ensure the person is motivated to carry out their job
without taking their problems to the workplace.
Moreover, the employer will have to ensure that they
motivate the individual in many ways to make sure the
person is not emotionally affected by their problems.
Sometimes some people can find it hard to adjust to
their job when they have domestic personal problems
and therefore, on that basis it is important that an
individual is motivated and focused to carry out their
tasks.
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Importance ofMotivation
Motivated employees always look for better ways to do
a job.
Motivated employees are more quality oriented.
Motivated workers are more productive.
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THEORIES OFMOTIVATION
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Maslows need hierarchy
Maslow's hierarchy of needs is a theory in
psychology, proposed by Abraham Maslow in his 1943
paperA Theory of Human Motivation.
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Maslows need hierarchy
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Maslows need hierarchy
Physiological needs
For the most part, physiological needs are obvious -
they are the literal requirements for human survival. If
these requirements are not met (with the exception of
clothing and sex), the human body simply cannot
continue to function.
Physiological needs include:
BreathingWater
Sleep
Food
Shelter
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Maslows need hierarchy
Safety needsWith their physical needs relatively satisfied, the
individual's safety needs take over and dominate their
behavior.
Safety and Security needs include:
Personal security
Financial security
Health and well-beingSafety net against accidents/illness and the adverse
impacts
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Social needs
After physiological and safety needs are fulfilled, the
third layer of human needs is social. This psychologicalaspect of Maslow's hierarchy involves emotionally-
based relationships in general, such as:
Friendship
IntimacyHaving a supportive and communicative family
Esteem
All humans have a need to be respected, to have self-esteem, self-respect. Also known as the belonging need,
esteem presents the normal human desire to be accepted
and valued by others.
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Maslows need hierarchy
Self-actualization
The motivation to realize one's own maximum potential
and possibilities is considered to be the master motive
or the only real motive, all other motives being itsvarious forms. In Maslow's hierarchy of needs, the need
for self-actualization is the final need that manifests
when lower level needs have been satisfied.
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Two factor theory was developed by Frederick
Herzberg, apsychologist who found that job satisfaction
and job dissatisfaction acted independently of eachother. Two Factor Theory states that there are certain
factors in the workplace that causejob satisfaction,
while a separate set of factors cause dissatisfaction [1]
The top six factors causing satisfaction or Leading to
satisfaction:
Achievement
RecognitionWork itself
Responsibility
Advancement
Growth
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Two factor theory
Leading to dissatisfaction
Company policy
Supervision
Relationship with boss
Work conditions
Salary
Relationship with peers
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Implications for management
If the motivation-hygiene theory holds, management
not only must provide hygiene factors to avoidemployee dissatisfaction, but also must provide factors
intrinsic to the work itself in order for employees to be
satisfied with their jobs.
Herzberg argued that job enrichment is required forintrinsic motivation, and that it is a continuous
management process. According to Herzberg:
The job should have sufficient challenge to utilize the
full ability of the employee.Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility.
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If a job cannot be designed to use an employee's full
abilities, then the firm should consider automating thetask or replacing the employee with one who has a lower
level of skill. If a person cannot be fully utilized, then
there will be a motivation problem.
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David McClelland proposed that an individual's specific
needs are acquired over time and are shaped by one's lifeexperiences. Most of these needs can be classed as either
achievement, affiliation, orpower.
McClelland's theory sometimes is referred to as the three
need theory or as the learned needs theory.
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McClelland's theory
AchievementPeople with a high need for achievement (nAch) seek to
excel and thus tend to avoid both low-risk and high-risk
situations. Achievers avoid low-risk situations because
the easily attained success is not a genuine achievement.In high-risk projects, achievers see the outcome as one of
chance rather than one's own effort. High nAch
individuals prefer work that has a moderate probability of
success, ideally a 50% chance. Achievers need regularfeedback in order to monitor the progress of their
achievements. They prefer either to work alone or with
other high achievers.
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McClelland's theory
Affiliation
Those with a high need for affiliation (nAff) need
harmonious relationships with other people and need to
feel accepted by other people. They tend to conform to
the norms of their work group. High nAff individuals
prefer work that provides significant personal interaction.
They perform well in customer service and client
interaction situations.
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McClelland's theory
Power
A person's need for power (nPow) can be one of two
types - personal and institutional. Those who need
personal power want to direct others, and this needoften is perceived as undesirable. Persons who need
institutional power (also known as social power) want to
organize the efforts of others to further the goals of the
organization. Managers with a high need for institutionalpower tend to be more effective than those with a high
need for personal power.
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Implications forManagement
People with different needs are motivated differently.
High need for achievement- High achievers should be
given challenging projects with reachable goals. They
should be provided frequent feedback. While money is not
an important motivator, it is an effective form of feedback.
High need for affiliation - Employees with a high
affiliation need perform best in a cooperative
environment.
High need for power- Management should provide power
seekers the opportunity to manage others.
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also known as the path-goal theory of leader
effectiveness or the path-goal model, is a leadership
theory in the field oforganizational studies developed byRobert House in 1971 and revised in 1996
According to the original theory, the managers job is
viewed as guiding workers to choose the best paths to
reach their goals, as well as the organizational goals. The
theory argues that leaders will have to engage in different
types of leadership behavior depending on the nature and
the demands of a particular situation. It is the leaders jobto assist followers in attaining goals and to provide the
direction and support needed to ensure that their goals
are compatible with the organizations goals.
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The original path-goal theory identifies achievement-
oriented, directive,participative, andsupportive leader
behaviors:
1. The directive path-goal clarifying leader behavior
refers to situations where the leader lets followers know
what is expected of them and tells them how to perform
their tasks. The theory argues that this behavior has the
most positive effect when the subordinates' role and task
demands are ambiguous and intrinsically satisfying.[5]
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y2. The achievement-oriented leader behaviorrefers to
situations where the leader sets challenging goals forfollowers, expects them to perform at their highest
level, and shows confidence in their ability to meet this
expectation.[5] Occupation in which the achievement
motive were most predominant were technical jobs,sales persons, scientists, engineers, and
entrepreneurs.[2]
y3. Theparticipative leader behaviorinvolves leaders
consulting with followers and asking for their
suggestions before making a decision. This behavior is
predominant when subordinates are highly personally
involved in their work.[2]
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y4. Thesupportive leader behavioris directed towards
the satisfaction of subordinates needs and preferences.
The leader shows concern for the followers
psychological well being.[5] This behavior is especially
needed in situations in which tasks or relationships are
psychologically or physically distressing.[2]
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