unit 3 organizational behaviour 4spp
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1
Unit3
OrganizationalBe
haviour
--
ANNA
UNIVERSITY
ANNA
UNIVERSITY
Objective
Thestudentswillbeabletounderstandand
applythe
followingconcepts:
OranizationsManaerialRoleandfunctions
Organizational
BehaviourApproaches
IndividualBehaviour
Environmental
Effect
Behaviourand
Performance
ercepon
Organizational
Implications
Personality
onrunga
cors
Dimension
JobSatisfactio
n.
2
Objective[contd.]
NeedTheories-ProcessTheories
LearningandBehaviour
LearningCurves
WorkDe
signandapproaches.
3
4
Unit3.1
Organizatio
nsManagerialRole&
Functions
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Manageme
ntSkills&Levels
Managem
entSkills:
Technicalskills
Human/Softskills
Conceptualskills
Managem
entLevels:
TopLevelMgmt
Upper-M
iddleLevelMgmt
MiddleL
evelMgmt
Lower-L
evelMgmt
5
ManagerialObjective
Efficientuseofresources
Customersatisfaction
Satisfiedworkfo
rce
Improvedworkc
onditions
Buildingsupplierrelationship
Contributiontoo
rganizationalgoal
6
Manageria
lRoles
Interpersonal
Provide
Info
Informational
Process
dback Fe
Decisional
seInfo
7
ManagerialRole
InterpersonalRole
Figurehead
Liaison
DecisionalRole
Entrepreneur
Disturbancehandler
Leader
InformationalRole
Monitor
Resourceallocator
Negotiator
Supervis
or
Disseminator
Spokesperson
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SocialRes
ponsibility
Ecology&
EnvironmentalQuality
Consump
tion
GovernmentRelations
Minorities
&BackwardCommunities
LaborRelations
ShareholdersRelations
CorporatePhilanthropy
9
10
Unit3.2
OrganizationalBehaviorApproach
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Definition
Organizationalbehaviourisafieldofstudythatinvestigates
theimpac
tthatindividuals,
groupsandorganizational
structure
haveonbehaviourwithintheorganization,
forthe
purposeofapplyingsuchknowledge
towardsimprovingan
organizat
ionaleffectiveness.
behaviourrelatedtootherelementsofanorganizationsuch
asstructu
re,
technologyandsocials
ystems.
rganza
ona
eavoursasysem
acsuyo
eacons
andattitu
desthatpeopleexhibitwith
inorganizations.
11
ContributingFieldstoOB
Psychology
Sociology
SocialPsychology
Anthropology
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Leader
Leadersm
ustlookforindicators(effects)ofindividual
behaviourandofgroupsinanyorganization.
Indicatorshave
arootcau
sebeneath.
Asaleader,itisthatsymptom,
which
mustbee
valuated,
andcauseofhum
anbehaviour
establishedsothatifthebehaviourisgood,
themanagercan
establish
thenormsofbehaviour.
Leadersh
ouldbeableto:
Describe
ners
an
Predict
Control
13
OrganizationalComponentsthatNeedtobeManaged
People
Structure
Jobs
Processes
ExternalEnviron
ment
14
IndividualDimensionsOfOB
Personality
Learning
Attitude
JobSatisfaction
Motivation
Perceptio
nandIndividualDecisionM
aking
15
GroupDynamics
InterpersonalBe
haviour
Foundationofgroupbehaviour
StressManagem
ent
DynamicsofCommunication
PowerandPolitics
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DynamicsofOrganization
OrganizationalStructure
JobDesig
n
OrganizationalDevelopment
OrganizationalCultureandClimate
17
18
Unit3.3
IndividualBehavior
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Behavior
Behavior
orbehaviourreferstothea
ctionsof
asystem
ororganism,
usuallyinrelationtoitsenvironment,
whichinc
ludestheothersystemsor
organismsaroundaswell
asthephysicalenvironment.Itisthe
responseofthesystem
ororganismtovariousstimuliorinputs,
whetherinternalorexternal,conscio
usor
subconsc
ious,overtorcovert,
andv
oluntaryorinvoluntary.
19
IndividualBehavior
Individualbehav
iorinanorganizationisgenerallyreferredto
asMARSmodel
ofindividualbehavior.
Itseekstoexlainindividualbehaviorasaresultofinternal
andexternalfactorandinfluencesactingto
gether.
MARSisanacro
nymforMotivation,
Abilities,Roleperception
.
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Understan
dingIndividualBehavior
OrganizationalBehavior(OB)
Theactionsofpeopleatwork
IndividualBehavior
Groupbehavior
(norms,
roles,teambuildingleadershipandconflict)
GoalsofOB
,
.
21
OrganizationalBehavior
OrganizationalB
ehavioristhestudyoftheactionsofthe
peopleatwork
VsbeAps
HdAps
raege
Objectives
Policiesand
Procedures
ues
Perception
GrouNo
rms
Structure
Technology
Informalinteractions
Interpersonaland
ChainofCom
mand
22
ImportantEmployeeBehaviors
Employee
productivity
Aperfor
mancemeasureofbothefficiencyandeffectiveness
Failuret
oreporttoworkwhenexpected
Turnover
Thevolu
ntaryandinvoluntaryperman
entwithdrawalfroman
organization
OranizationalCitizenshiBehavior
OCB
Discretionarybehaviorthatisnotpartofaemployeesformaljob
description.
butwhichpromotesthee
ffectivefunctioningofthe
oranization.
23
ImportantEmplo
yeeBehaviors
Jobsatisfaction
Theindividuals
generalattitudetowardhisorherjob
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PsychologicalFactors
Attitudes
Evaluativestatementseitherfavorab
leorunfavorable
concern
ingobjects,
people,
orevents.
Compone
ntsofanattitude
Cognitiv
ecomponent:thebeliefs,
opinions,knowledge,
or
.
Affectivecomponent:theemotionalorfeelingpartofanattitude.
Behavio
uralcomponent:theintention
tobehaveinacertainway.
25
PsychologicalFa
ctors
Jobsatisfaction
Jobsatisfaction
isaffectedbylevelofincome
earnedandbythe
typeofjobawo
rkerdoes.
Jobsatisfaction
andproductivity
Forindividuals,
productivityappearstoleadtojobsatisfaction.
,
effectivethanthosewithlesssatisfiedemployees.
26
PsychologicalFactors
Jobsatisfactionandabsenteeism
Satisfiedemployeestendtohavelowe
rlevelsofabsenteeism.
Satisfiedemployeeshavelowerlevels
ofturnover;dissatisfied
employe
eshavehigherlevelsofturno
ver.
.
Thepreferentialtreatmentaffordedsu
perioremployeesmakes
satisfactionlessimportantinpredictingtheirturnoverdecisions.
27
PsychologicalFa
ctors
Jobinvolvement
Thedegreetow
hichanemployeeidentifiesw
ithhisorherjob,
activelyparticip
atesinit,
andconsidershiso
rherperformanceto
beimportantto
hisorherself-worth
Organizationalc
ommitment
organizationan
ditsgoalsandwishestomain
tainmembershipin
theorganization.
.
Couldbebecom
inganoutmodedmeasureas
thenumberof
workerswhoch
angeemployersincreases
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PsychologicalFactors
Perceived
organizationalsupport
Isthege
neralbeliefofemployeesthattheirorganizationvalues
theircontributionandcaresaboutthe
irwell-being.
Represe
ntsthecommitmentoftheorganizationtotheemployee.
Providin
ghighlevelsofsupportincreasesjobsatisfactionand
lowertu
rnover
29
AttitudeCompon
ents
Cognition
BeliefsandOpinion
Affect
Em
otion
Behaviour
Intention
30
Personality
Theuniqu
ecombinationofpsychologicalcharacteristics
(measura
bletraits)thataffecthowa
personreactsand
interacts
withothers.
SegmentsofPersonality
Extraversion
Conscie
ntiousness
OpennesstoExperience
Emotion
alStability
31
PersonalityInsights
Locusofcontrol
Externallocus:
personswhobelievethatwhathappenstothemis
duetoluckorchance(theuncontrollableeffe
ctsofoutside
forces).
Internallocus:personswhobelievethatthey
controltheirown
destiny.
Machiavellianism
(Mach)
Thedegreetow
hichanindividualispragmatic,
maintains
,
theendsjustifythemeans.
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PersonalityInsights
Self-Esteem(SE)
Thedeg
reetowhichpeoplelikeordis
likethemselves
Believeinthemselvesandexpectsuccess.
Takemo
rerisksanduseunconvention
alapproaches.
Aremor
esatisfiedwiththeirjobsthan
LowSEs.
LowSEs
Aremor
esuscetibletoexternalinfluences.
Depend
onpositiveevaluationsfromo
thers.
Aremor
epronetoconformthanhighSEs.
33
PersonalityInsights
Self-Monitoring
Anindividualsabilitytoadjusthisorherbehaviortoexternal,
situationalfacto
rs.
Highself-monito
rs:
Aresensitiveto
externalcuesandbehavedifferentlyindifferent
.
Canpresentcontradictorypublicpersonaandprivateselves.
Lowself-monitors
Donotadjustth
eirbehaviortothesituation.
Arebehaviorallyconsistentinpublicandprivate.
34
PersonalityInsights
Risk-Taking
Thepropensity(willingness)totakerisks.
Hihrisk-takerstakelesstimeandre
uirelessinformationthan
lowrisk-takerswhenmakingadecisio
n.
Organizationaleffectivenessismaxim
izedwhentherisk-taking
roens
itofamanaerisalinedwiththesecificdemandsof
thejoba
ssignedtothemanager.
35
Perception
Perception
Aprocessbywhichindividualsgivemeaning
(reality)totheir
environmentby
organizingandinterpretingth
eirsensory
impressions.
Factorsinfluenc
ingperception:
,
expectations
Thetargetscharacteristicsdistinctiveness,
contrast,and
.
Thesituation(context)factorsplace,
time,locationdraw
attentionordistractfromthetarget
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37
Unit3.4
NeedTheories
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ANNA
UNIVERSITY
MaslowsHierarc
hyofNeedsTheory
38
MaslowsH
ierarchyofNeedsTheory
[Contd.]
Fivegroupsofbasicneeds
Healthya
dultstrytosatisfytheseneeds,sobasicthatthey
motivatebehaviorinman
cultures
Chronicfrustrationofneedscanleadtopsychopathological
results
Physiolog
icalneeds:
Basicre
quirementsofthehumanbod
y:food,
water,sleep,
sex.
Safetneeds:
Desires
ofapersontobeprotectedfromphysicalandeconomic
harm.
39
MaslowsHierarc
hyofNeedsTheory
[Contd.]
Belongingnessa
ndloveneeds(social):
Desiretogivea
ndreceiveaffection;beinthe
companyofothers.
Self-confidence
andsenseofself-worth
Esteemfromothers:valuationofselffromotherpeople
e-eseem:eengo
se-con
encean
se
-respec
Self-actualizatio
nneeds:
Desireforself-fulfillment.
Maslow
:...
thedesiretobecomemorea
ndmore
what
oneis,tobecomeeverythingthat
oneis
40
capableofbecoming.
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MurraysT
heoryofHumanPersona
lity
Assumptions
Peoplec
anadapttotheirchangingen
vironment
Humanbehavioris
oaldirected
Internal
andexternalfactorsaffectbe
havior
Peoplelearnfrominteractionswiththeirenvironment
reconc
epono
uureaec
eavornow.
Typesofneeds
AmbitionNeeds
MaterialisticNeeds
PowerN
eeds
Informa
tionNeeds
41
E.R.G.
Theory
AvariationofMaslow'shierarchyofneeds
Threegroupsof
needs
Relatednessneeds:desiresforinterpersonalrelationships
Growthneeds:
desirestobecreativeandpro
ductive;touse
42
E.R.G.
The
ory[Cont.]
Satisfaction-progression:
moveup
thehierarchyasneedsaresatisfied
-
movedo
wnthehierarchywhenaneedisfrustrated
Deficienc
ycycle:
morestronglydesireexistenceneeds
whentheyareunsatisfied
Enrichme
ntcycle:
43
McClellandsAch
ievementMotivationThe
ory
McClellandsthr
eeneeds
NeedforAchiev
ement
NeedforPower
NeedforAffiliation
Thestrongneed
forpowerfocuseson
"controllingthe
meansofinfluencingthebehaviorofanother
person
Meansofinfluence:anythingavailabletothe
persontocontrol
thebehaviorof
another
Activelysearchesformeansofinfluence
Havingstronge
ffectsonotherpeople
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HerzbergsMotivator-HygieneTheo
ry
Dissatisfiers:itemspredominantlyfo
undindescriptionsof
negativeevents
Couldle
adtohihlevelsofem
loee
dissatisfaction
Improve
thedissatisfiersandreduced
issatisfaction
Notgethighersatisfaction.
asers
:
emspreomnanyoun
n
escrponso
positivee
vents
Couldle
adtohighlevelsofemployee
satisfaction
Theirab
sence,
oraperson'sfailureto
experiencethem,
wouldnot
produce
dissatisfaction.
45
HerzbergsMotiv
ator-HygieneTheory
Motivators
Achievement
Reconition
Workitself
Hygienefactors
Companypoliciesandtheiradministration
Qualityofsupervision
Workingconditions
46
47
Unit3.5
LearningCurveA
nalysis
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UNIVERSITY
LearningCurve
Assumptions:
Thetimerequiredtocompleteaspecifiedtas
korunitofa
productoritem
willbelesseachtimethetask
isperformed;
Theunittimewillreduceatadecreasingrate;
Thedecreasein
timewillfollowacertainpatt
ern,
suchas
neativeexonentialdistributionshae.
Thelearningcu
rvemayvaryoneproducttoa
notherandfromone
organizationto
another.
managementan
dthepotentialoftheprocess
andproducts.
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LearningC
urve[contd.]
Moreove
r,itmaybesaidthatanychan
geinpersonnel,process,
or
product
disruptsthelearningcurve.
Consequently,thereisaneedfortheutmostcareinassuming
thatalearningcurveiscontinualandpermanent.
49
LearningCurveE
ffects
Number
Item/Area
Description
TimePeriod
Cumulative
Parameter
LearningCurveSlo
p
Percentage
SomeInformationonLearningCurveEffectsinU.S.
IndustrialSe
ctor
1
Steelmaking
19201955
Units
Produced
(UP)
ProductionWorker
labor-hourperunit
produced
79
2
Handheld
19751978
UP
Averagefactory
74
calculators
sellingprice
3
Assemblyof
19251957
UP
Directlabor
80
aircrafts
hoursperunit
4
FordMotor
19101926
UP
Price
86
Company
ll
production
50
LearningC
urveEffects[contd.]
Conclusio
nfromTable
TheTablepresentsdataonlearningcurveeffectsintheU.S.
industrialsector.
An80%
learningrateisdescriptiveof
certainoperationsinsuch
areasas
shipconstruction,
electronic
dataprocessing
equipment,automaticmachineproduction,
andaircraft
instrumentsandframeassemblies.
Thelear
ningcurvesarefoundtobequiteusefulinavarietyof
applicat
ions,includingstrategicevalu
ationofcompanyand
industry
performance,
internallaborforecasting,
establishing
costsan
dbudgets,
productionplanning,
externalpurchasing,
and
subcont
ractingofitems.
51
LearningCurveE
ffects[contd.]
Thelearningcu
rvetheoryisbasedonadoublingofproductivity.
Morespecifically,
whenoutputorproductiondoubles,the
reductionintim
eperunitaffectsthelearning
curverate.
Forexample,an
80%learningratemeansthe
secondunittakes
80%ofthetime
ofthefirstunit,
thefourthunittakes80%ofthe
secondunit,the
eighthunittakes80%ofthefourthunit,
andso
on.
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Result
Wemayw
rite
Where:
LHm:isthelaborhoursrequiredtoproducemunit
LH1:isth
elaborhourstoproduceun
itoneorthe
firstunit.
C:isthelearningcurveslopeandis
expressedby
logof
53
54
Unit3.6
Wo
rkDesign&Approaches
--
ANNA
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ANNA
UNIVERSITY
WorkDesign
Definition
:
InOrganizationalDevelopment(OD)-
WorkDesignisthe
applicat
ionofsocio-technicalsystemsprinciplesandtechniques
tothehumanizationofwork.
Objective
ofWorkDesign:
toimprovedthrough-put
toimprovedquality
toreducedemployeeproblems,e.g.g
rievances,absenteeism.
55
ScientificManagementApproach
Scientificmanag
ementwasatheoryof
managementtha
tanalyzedandsynthesizedworkflows.
Itsmainobectiv
eim
rovin
economiceffic
ienc
especiallylabor
productivity.
Itwasoneoftheearliestattemptstoapply
scienceto
.
Althoughscientificmanagementasadistincttheoryorschool
ofthoughtwaso
bsoletebythe1930s,mostofitsthemesare
stillimportantpartsofindustrialengineerin
gand
managementtod
ay.
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ScientificManagement[contd.]
Theimportantthemesare:
Analysis
Snthes
is
Logic
Rationality
mprc
sm
Workethic
Efficiencyandeliminationofwaste
Standardizationofbestpractices
Knowledgetransferbetweenworkers
andfromworkersintotools,
process
es,anddocumentation.s
57
HumanRelations
SystemsApproach
TheHumanRela
tionsMovementtakesthev
iewthat
businessesaresocialsystemsinwhichpsy
chologicaland
emotionalfactor
shaveasignificantinfluenceonproductivity.
Thecommonelementsinhumanrelationsthe
oryarethebeliefs
thatareasfollows:
Performancec
anbeim
rovedb
oodhumanrelations.
Managersshou
ldconsultemployeesinmattersthataffectstaff.
Leadersshouldbedemocraticratherthanauthoritarian.
notjust"econo
micanimals"
Theworkgroupplaysanimportantpartininflue
ncingperformance.
58
SocioTech
nicalSystemApproach
Sociotechnicalsystems(STS)inorg
anizational
developm
entisanapproachtocomp
lexorganizationalwork
designthatrecognizestheinteractio
nbetweenpeopleand
technolog
yinworkplaces.
Thetermalsoreferstotheinteractionb
etweensociety'scomplex
infrast
ructuresandhumanbehaviour.
Furthe
r,Sociotechnicalsystemstheory
istheoryaboutthesocial
aspectsofpeopleandsocietyandtech
nicalaspectsoforganizational
structureandprocesses.
Theya
reusuallybasedondesigningdifferentkindsoforganisation,
onesinwhichtherelationshipsbetweensocioandtechnicalelements
leadto
theemergenceofproductivitya
ndwellbeing.
59
WorkDesign&itsApproaches
Threeworkdesignapproaches
WheelApproach
ModularA
roach
IterativeAppro
ach
Emergedfromth
evirtualteammembersstoriesofhowthey
move
rom
n
a
eageneraon,
roug
eveopmen,
o
finalizationandclosureofacreativeeffort.
Theseapproach
eswerenotmutuallyexclusive,
asmostof
theteamsusedmorethanone.
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TheWheel
Approach
Thewhee
lisaclassictypeofcommunicationnetwork(Katz
andKahn
,1978),inwhichthereison
ekeypersonwho
communicatestoallteammembers.
Member
sontwodifferentstatuslevelsmakeupthenetworka
highstatusmember(theleaderorsup
ervisor)andlowerlevel
member
sorassistants.
Thehigh
erstatusmemberisusuallyreferredtoasthehubor
centero
fthenetwork,
throughwhich
allcommunicationmust
pass.
Inaclassicwheelcommunicationnet
work,
therearenodirect
commun
icationlinksbetweenanyoft
helowerlevelmembers.
61
TheModularApp
roach
Oneofthemost
commonworkdesignapproachesused
duringthecreativeprocessofthesevirtualteamswasthe
modularapproach.
Asayingcalled
:Oh,
wheneverybodyhadajobandtheywere
abletodoit,an
deveryonedidthesetinylittle
pieces,thenthe
finalprojectiss
omethingimpressive.
Inthisapproach,
teammembersmetinitiallytodecideonthe
need,
task,
orp
rojecttobepursued.
Aftertheworkw
ascom
letedtheeffortswere
resentedtothe
groupforfeedb
ackbeforefinalizationandimplementation.
Revisionswere
doneasneeded.
Thereareman
drawbackstoavoidthisman
teamsusedthe
iterativeapproa
chinconjunctionwiththemodularapproach.
62
TheIterativeApproach
63
IterativeApproach[contd.]
Intheiterativea
pproach,
teammembersengagedinbackand
forthdevelopmentcycles.
Membersworke
dalittle,
presentedthoseresultstotheteam,
got
feedback,
workedalittlemore,
presentedtho
seresults,gotmore
feedback,
ands
oonuntiltheprojectwasfina
lized.
whereyouthin
kalittle,
youdoalittle,
youthinkalittle,
youdoa
little,
youthinkalittle,
youdoalittle,
ratherth
anthinkingawhole
lotandthentryingtocomeoutwithsomethingthateverybody
agreeswiththe
firsttime.
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References
HeraldKo
ontzandHeinzWeihrich,Essentialsof
Managem
ent,
McGrawHillPublishingCompany,Singapore
Internatio
nalEdition,
1980.
M.
Govind
arajanandS.
Natarajan,P
rinciplesofManagement,
PrenticeHallofIndiaPvt.Ltd.,
NewDelhi,2007.
65
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