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OB and Challenges facing management

• Improving productivity• Be fast enough to match product

development => consumer’s needs• Higher levels of service to consumer• Changing environment : global market, IT

& Quality Service Revolution

Definition of OB

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• The study of human behaviour in organisational settings, the interface between human behaviour and the organisational context, and the organisation itself.“

• Individual => a unique set of beliefs, values, attitudes and other personal characteristics

• all individuals =>interact each other => to create organisational settings.

ELEMENTS OF ORGANISATIONAL BEHAVIOUR

• People, individuals and groups.• The groups may be big or small; formal or

informal; official or unofficial• structure, formal relationships of the people in

organisations

• technology, machines and work processes provide the resources with which people work and affects the tasks that they perform

• the environment part of a larger system that contains many other elements such as government, family and other organisations

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Understanding OB Objectives• organisational behaviour can be understood at the individual

level, interpersonal level, group level and inter-group level.• helps to analyse 'why' and 'how' an individual behaves in a

particular way. => Interpersonal Level, group level , intergroup level

• understand and achieve co-operative group relationships. => Controlling and Directing Behaviour, Use of Power and Sanction, Leadership, Communication, Organizational climate, Organisational Adaptation

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New Perspective

• 3 major dimensions• Conceptual• Human• Technical

Human behavior => more complicated => behavioral approach in management

(Hawthorne Studies)

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Definition of OB “The understanding , prediction, and control of human behavior in organization”

Individual personality, perception, and attribution, attitudes, value,

motivation, learning, emotion, stress Group work team, leadership, power and politics

Organization work design, structure, culture, and organizational change

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CasesJohn just graduated from the Colledge of Business

Administration and has joined his family’s small business which employs 25 semiskilled workers. The first week on the job his dad called him in said ”John, I’ve had a chance to observe you working with the men and women for the past two days and , although I hate to, I feel I must say something. You are just too nice to people. I know they thought human relation stuff at the university, but it just doesn’t work here. I remember when Hawthorne studies were first reported and everybody at the university got all exited about them, but believe me, there is more to managing people than just nice to them”

People & Organization

The nature of people:

• Individual differences• A whole person• Motivated behaviour• Value of the person

The nature of organisation:• Social system• Mutual interest

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Major elements of a good OB systems

Management Philosophy Values – Visions - Goals

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Formal Orgn.

Informal Orgn.

Orgn.Culture Social Environ-ment

Leadership-Communication-Group Dynamics

Quality of Worklife

Motivation

Out Come : Performance, Individual Satisfaction, Personal Growth & Development

Catogories of managerial roles

FORMAL POSITIONAL AUTHORITY

INTERPERSONAL ROLESFigure head – leadership – liaison

INFORMATIONAL ROLESMonitor – disseminator – spokes person

DECISIONAL ROLESEntrepreneur – problem solver – resource allocator –

negotiator

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Global Environment

The global scenario of organizational behaviour• Social, Political,Economic condition• Managing international workforceThe barriers to cultural adaptation and measures to

overcome those barriers• Barriers to Cultural Adaptation, Different

management philosophies• New language• Alternative food, dress, availability of goods• Attitude towards work and productivity• Separation from family, friends and colleagues• Unique currency system

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Motivation

• Ability• Perception Individual Behaviour• Personality

OB & Resources

Individual Performance

Individual effectiveness04/21/23 12

Personality

• Understand perceptual clarity about personality

• Discuss main determinants of personality• Explain nature and dimensions of personality• Describe personality attributes that are

relevant to organizational behavior

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Personality traits

• Extroversion : Sociable, talkative and assertive. • Agreeableness : Good-natured, cooperative and

trusting.• Conscientiousness: Responsible, dependable,

persistent and achievement-oriented. • Emotional Stability: Viewed from a negative

standpoint such as tense, insecure and nervous.• Openness to Experience: Imaginative, artistically

sensitive and intellectual.• Introversion is the tendency of individuals, which directs

them to be inward and process feelings, thoughts and ideas within themselves

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PERSONALITY FACTORS IN ORGANISATIONS

• Determinants: biological, social and cultural.• Stages: Sigmund Freud : dependent, compulsive,

oedipal and mature.• Traits: all people share common traits, like social,

political, religious and aesthetic preferences• but each individual's nature differentiates that person

from all others.•  The need for achievement• The need for affiliation• The need for autonomy• The need for dominance

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PERSONALITY FACTORS IN ORGANIZATIONS

• Locus of Control• Introversion and Extroversion• Tolerance for Ambiguity• Self-Esteem and Self-Concept• Authoritarianism and Dogmatism • Risk Propensity • Machiavellianism • Type A and B Personalities• Work-Ethic Orientation

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DESIRED PERSONALITY CHARACTERISTICS FOR EFFECTIVE MANAGERS

• should be able to handle situations as they come, without experiencing undue stress. Thus, a high tolerance for ambiguity is a desired managerial trait. Managers with a good mix of achievements, affiliations and power will be successful in most situations.

• THE SELF-CONCEPT : SELF-ESTEEM AND SELF-EFFICACY• -esteem has to do with their self-perceived competence and self-

image• Self-efficacy is concerned with self-perceptions of how well a

person can cope with situations

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LEARNING AND BEHAVIOR MODIFICATION

• Understand various factors affecting human behavior• Explain implications of behavior modification• Describe reinforcement for inducing positive behavior COMPONENTS OF THE LEARNING PROCESS• Cue Stimuli• Responses• Reinforcement• Retention

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LEARNING THEORIES

• Classical Conditioning : Pavlov demonstrated the classical conditioning process.

• Operant Conditioning : a behavior that produces effects (Reward - Punishment)

• Positive Reinforcement strengthens and increases behavior• Negative Reinforcement • Extinction an effective method of controlling undesirable

behavior• Punishment • OBSERVATIONAL LEARNING Cognitive Learning,

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ATTITUTE

• Explain the concept of attitude in organizations• Understand the method of formation of attitude• Discuss individual attitude in organizations and indicate

their effect on behaviour• Explain the concept of perception and perceptual

process• Describe perception attribution in organizations

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COMPONENTS OF ATTITUDE

• Affective component : how we feel toward the situation

• Cognitive component : why we feel that way

• Intentional component : how we intend to behave toward the situation

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ATTITUDE FORMATION AND CHANGE

• Work-Related Attitudes : salary, promotion possibilities

• Job Satisfaction• Organizational Commitment and InvolvementATTITUDE IN ORGANIZATIONAL BEHAVIOUR• Perception• of the object include contrast, intensity, movement,

repetition and novelty. • of the person include attitude, self-concept and personality.

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Basic Perceptual Process

• Selective Perception• Stereotyping

• PERCEPTION AND ATTRIBUTION • Attribution is a mechanism through which we observe

behaviour and then attribute certain causes to it•  IMPRESSION MANAGEMENT• impression management is the process by which the

general people attempt to manage or control the perceptions that others form about them.

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