Organizational Behaviour

with Rev Dr Japhet Ndhlovu

Major consulted resource

Robert Kreitner and Angelo Kinicki, 2004 6th edition, Organizational Behavior. BPI/IRWIN, Homewood, IL Boston, MA

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• What is organizational behaviour?

• What challenges do managers and employees face in the workplace of the 21st century?

• How will knowledge of organizational behaviour make a difference for you?

Questions for Consideration

What Is Organizational Behaviour?

. . . a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. ( Kreitner and Kinicki )

Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives

Why Do We Study OB?• To learn about yourself and how to deal

with others• You are part of an organization now, and

will continue to be a part of various organizations

• Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time

• Some of you may want to be managers or entrepreneurs or are already and need to sharpen your skills

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Elements of Organizational Behavior

The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization.

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The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.

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Models of Organizational Behavior

• There are four major models or frameworks that organizations operate out of:

1. Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

power with a managerial orientation of authority

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2. Custodial

The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

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3. Supportive

The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

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4. Collegial The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

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Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. The first model, autocratic, has its roots in the industrial revolution.

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The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.

Exhibit 1-1 Challenges Facing the Workplace

Workplace

Organizational Level

• Productivity• Developing Effective Employees• Global Competition• Managing in the Global Village

Group Level

• Working With Others• Workforce Diversity

Individual Level

• Job Satisfaction• Empowerment• Behaving Ethically

Today’s Challenges in the Workplace

• Challenges at the Individual Level

–Job Satisfaction

–Empowerment

–Behaving Ethically

• Challenges at the Group Level

–Working With Others

–Workforce Diversity

Today’s Challenges in the Workplace

• Challenges at the Organizational Level

• Productivity

• Developing Effective Employees

• Absenteeism

• Turnover

• Organizational Citizenship

• Competition From the Global Environment

• Managing and Working in a Global Village

Productivity• Productivity

– A performance measure including effectiveness and efficiency

• Effectiveness– Achievement of goals

• Efficiency– The ratio of effective work output to

the input required to produce the work

Effective Employees• Absenteeism

– Failure to report to work

• Turnover

– Voluntary and involuntary permanent withdrawal from the organization

• Organizational citizenship behaviour

– Discretionary behaviour that is not part of an employee’s formal job requirements, but is helpful to the organization

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Contributing Disciplines to the OB Field

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Social Psychology

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Political Science

Exhibit 1-2 Toward an OB Discipline

Social psychology

Psychology

Behvaioural science

Contribution Unit ofanalysis

Output

Anthropology

Sociology

Political science

Study ofOrganizational

Behaviour

Organizationsystem

LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress

Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour

Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture

ConflictIntraorganizational politicsPower

Organizational cultureOrganizational environment

Behavioural changeAttitude changeCommunicationGroup processesGroup decision making

Group

Comparative valuesComparative attitudesCross-cultural analysis

Individual

The Rigour of OB• OB looks at consistencies

– What is common about behaviour, and helps predictability?

• OB is more than common sense– Systematic study, based on scientific

evidence

• OB has few absolutes

• OB takes a contingency approach– Considers behaviour in context

Beyond common SenseSystematic Study

– Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence

– Behaviour is generally predictable– There are differences between

individuals– There are fundamental consistencies– There are rules (written & unwritten) in

almost every setting

Exhibit 1-3Basic OB Model, Stage I

Organization systems level

Group level

Individual level

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Summary and Implications• OB is a field of study that investigates

the impact that individuals, groups, and structure have on behaviour within an organization.

• OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.

• OB uses systematic study to improve predictions of behaviour.

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Exhibit 1-4 Competing Values Framework

Flexibility

ControlInternal F

ocus

External F

ocus

Competing Values Framework

Internal-External Dimension– Inwardly toward employee needs and concerns and/or production processes and internal systems

or–Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future

Flexibility-Control Dimension

–Flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services

or–Controlling or stable, maintaining the status quo and exhibiting less change

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• References• Cunningham, J. B. & Eberle, T. (1990). "A Guide to Job Enrichment

and Redesign," Personnel, Feb 1990, p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.

• Hackman, J. R. & Oldham, G. R. (1975). "Development of the Job Diagnostic Survey." Journal of Applied Psychology, 60, pp. 159-70.

• Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.Koch, C. (2006). The New Science of Change. CIO Magazine, Sep 15, 2006 (pp 54-56). Also available on the web: http://www.cio.com/archive/091506/change.html

• Revans, R. W. (1982). The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley.

• Schein, E. (1968). "Organizational Socialization and the Profession of Management," Industrial Management Review, 1968 vol. 9 pp. 1-15 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.