ORGANIZATIONAL BEHAVIOUR Module 6
by Ms Lakshmi R B Faculty--DBIT
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Organizational Behaviour
Module SixVTU Syllabus
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Contents of the presentation
What is Organization Behaviour? Some Definitions Why study organizational behaviour? Elements of Organizational behaviour Contributing factors Evolution of OB(Historical Development) Models of Organizational Behaviour fundamental concepts social systems and organizational culture
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International dimensions of organizational behaviour The future of OB.
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What is Organizational Behavior?
The study and application of how employees behave within organizations Known as people skills Field of study that investigates the impact that individuals, groups and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization.
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Some definitions of OB
1. 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. O.B. can be defined as the systematic study of the actions and reactions of individuals, groups and sub-systems. O.B. is the study and understanding of individual and group behaviour, patterns of structure in order to help improve organizational performance and effectiveness. O.B. is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most centralits 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. O.B. is an inter-disciplinary behaviour science studying phenomena and dynamics(processes) of organizations and their various units.
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Organizational Behavior
Definition: The study of human behavior, attitudes, and performance in organizations. Value of OB: Helps people attain the competencies needed to become effective employees, team leaders/members, or managers Competency = an interrelated set of abilities, behaviors, attitudes, and knowledge needed by an individual to be effective in most professional and Powerpoint Templates Page 7 managerial positions
Why Study Organizational Behavior?
Chart the evolution of management thought on the nature of the organization Understanding of the organizational factors that influence work
Understanding of how the work environment shapes organizational performance Powerpoint Templates
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The study of Organisational Behaviour involves...
consideration of the interaction among the formal structure (organisational context in which the process of management takes place) the tasks to be undertaken the technology employed and the methods of carrying out work the behaviour of people the process of management the external environment
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ORGANISATION BEHAVIOUR
Interrelated dimensions influencing behaviour: The Individual - working environment should satisfy individual needs as well as attainment of organisational goals. The Group - formal and informal. Understanding of groups complements a knowledge of individual behaviour. The Organisation - impact of organisation structure and design, and patterns of management, on behaviour. The Environment - technological and scientific development, economic activity, governmental actions.
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Figure 1.1 What is Organizational Behavior?
Insert Figure 1.1 here
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e.g., Selection Systems e.g., Groupthink e.g., Personality
Organizational Level Group Level Individual Level
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Components of Organizational Behavior
Understanding organizational behavior requires studying Individuals in Organizations
Group and Team Processes
Organizational Processes
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Organizations as Open systems
Note that organizations are open systems, such that their long term effectiveness is determined by their ability to anticipate, manage, and respond to changes in their environment, with such changes resulting from external forces and/or stakeholders External forces include the labor force, the natural environment, the economy, and different cultures, while stakeholders include shareholders, customers, competitors, suppliers, creditors, governmental agencies and their regulations
Note the impact of these environmental influences on individual, interpersonal, team, and organizational processes; organizations that do not effectively adapt to environmental change will fail
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What is an Organization?
Consciously coordinated social unit Composed of two or more people Functions on a continuous basis to achieve a common goal Characterized by formal roles that define the behavior of its members
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Basic Definitions related to OB
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 every organization. And it is the quality and performance of its managers which is the only effective advantage an enterprise in a competitive economy can have and particularly in a business enterprise.
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What is 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 knowledge about how people- as individuals and as members of groups act within organizations. It strives to identify ways in which people can act more effectively. 2. O.B. provides managers with the tools to: (a) to understand the behavior 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 have interorganizational relationships
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3 GOALS: Most sciences share four goals-to describe, understand, predict and control some phenomena.
The field of OB seeks to replace intuitive explanations with systematic study
O.B. has the following goals, [Link], systematically, how people behave under a variety of circumstances [Link] why people behave as they do. [Link] future employee behavior. [Link] at least partially, and develop some human activity at work
Managers can utilize the tool of [Link] influence human behavior , skill development, team effort and productivity.
4 FORCES: There are a wide array of issues and trends that affect the nature of organizations today. They can be classified under four areas PEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT
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Goals of Organizational Behaviour
Understand organizational events
Influence organizational events
Organizational Behaviour Research
Predict organizational events
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ORGANIZATIONAL BEHAVIOUR Key forces affecting Organizational Behavior People Individuals Groups
Environment Government Competition Societal pressure
Structure Jobs Relationships
Organizational Behavior
Technology Machinery Computer hardware ,software Powerpoint Templates Page 21
The 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. 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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The elements of an Organization
Coordination Common Goals Division of labor Integration
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Bases of Organizational Behaviour
Psychology: The science or study of individual human behaviour Sociology: The study of group human behaviour Social Psychology: Studies influences of people on one another Anthropology: Study of the human race, and culture Political Science :Behavior of individuals in political environment.
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Contributing Disciplines
Psychology seeks to measure, explain, and change behavior Sociology studies people in relation to their fellow human beings
Social psychology focuses on the influence of people on one another
Political science is the Anthropology is the study of the study of societies behavior of individuals to learn about human and groups within beings and their activities Powerpoint Templatespolitical environment a Page 25
Toward an OB Discipline
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Evolution of Management Thought
History of [Link]
Organizational Behaviour
1970s
Human Relations Hawthorne Studies
1940s
Classical Organization Theory Scientific Management
1900s
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Scientific Management
Founded by [Link]. (1856-1917) Often criticized but to remember that he was studying this around time of major industrial changes Hand Washing Procedure Counter Merchandising Procedures Father of Scientific Management Special/Additional Merchandising Increasing levels of output by Procedures monetary incentives as a motivator as well as formal organisation structures. Food Preparation One Best Way to carry out a job. Ford Motors Manufacturing Plant and Packaging Procedures Pig Iron Experiment.
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The Classical Organization Theory
Personalities
Frederick W. Taylor Frank and Lillian Gilbreth Henry Gantt
Advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently
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Four principles
develop a scientific approach for each element of ones work scientifically select, train, teach and develop each worker cooperate with workers to ensure that jobs match plans and principles ensure appropriate division of labor
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Key concepts
Used scientific methods to determine the one best way Emphasized study of tasks, selection and training of workers, and cooperation between workers and management
Contributions
Improved factory productivity and efficiency Introduced scientific analysis to the workplace Piecerate system equated worker rewards and performance
Limitations
Simplistic motivational assumptions Workers viewed as parts of a machine Potential for exploitation of labor Excluded senior management tasks Powerpoint Templates
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Hawthorne Studies
Hawthorne Effect - workers perform and react differently when researchers observe them
Argued that managers should stress primarily employee welfare, motivation, and communication
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The Hawthorne Studies
Illumination Study (November 1924) Designed to test the effect of lighting intensity on worker productivity Heuristic value: influence of human relations on work behavior Relay Assembly Test Room Study (1927-1932) Assembly of telephone relays (35 parts - 4 machine screws) Production and satisfaction increased regardless of IV manipulation Workers increased production and satisfaction related to supervisory practices Human interrelationships are important contributing factors to worker productivity Bottom Line: Supervisory practices increase employee morale AND productivity
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Interviewing Program (1928-1930) Investigate connection between supervisory practices and employee morale Employees expressed their ideas and feelings (e.g., likes and dislikes) Process more important than actual results Bank Wiring Room Observation Study (November 1931 - May 1932) Social groups can influence production and individual work behavior RQ: How is social control manifested on the shop floor? Informal organization constrains employee behavior within formal organizational structure
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Hawthorne Studies - Implications
Illumination Study (November 1924)
The mere practice of observing peoples behavior tends to alter their behavior (Hawthorne Effect) Relationships between workers and their supervisors are powerful Human interrelationships increase the amount and quality of worker participation in decision making Demonstrated powerful influence of upward communication Workers were asked for opinions, told they mattered, and positive attitudes toward company increased Led future theorists to account for the existence of informal communication
Relay Assembly Test Room Study (1927-1932)
Interviewing Program (1928-1930)
Bank Wiring Room Observation Study (November 1931 - May 1932)
Taken together, these studies helped to document the powerful nature of social relations in the workplace and moved managers more toward the interpersonal aspects of organizing.
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Hawthorne Studies - Criticisms
Not conducted with the appropriate scientific rigor necessary Too few subjects (N=5) No control groups Subjects replaced with more cooperative participants WORTHLESS GROSS ERRORS INCOMPETENCE
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Origins of Human Relations Theory
The Hawthorne Studies Hawthorne Works of Western Electric Company 1924 - Chicago Research focus: Relation of quality and quantity of illumination to efficiency in industry Four Important Studies
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Human Relations
Aimed to understand how psychological and social processes interact with the work situation to influence performance Personalities
Abraham Maslow
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Principles of Human Relations Theory
Human relations theory is characterized by a shift in emphasis from TASK to WORKER Go beyond physical contributions to include creative, cognitive, and emotional aspects of workers Based on a more dyadic (two-way) conceptualization of communication. SOCIAL RELATIONSHIPS are at the heart of organizational behavior--effectiveness is contingent on the social well-being of workers Workers communicate opinions, complaints, suggestions, and feelings to increase satisfaction and production Origins (Hawthorne Studies & work of Chester Barnard) Human Relations School of Management - Elton Mayo (Harvard
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Human Relations (cont.)
Key concepts
Productivity and employee behavior are influenced by the informal work group Cohesion, status, and group norms determine output Social needs have precedence over economic needs
Contributions
Psychological and social processes influence performance Maslows hierarchy of need
Limitations
Ignored workers rational side and the formal organizations contributions to productivity Research overturned the simplistic belief that happy workers are more productive Powerpoint Templates Page 40
Theory X and Theory Y: Douglas McGregor
Douglas McGregor (1906-1964) Articulated basic principles of human relations theory The Human Side of Enterprise (1960, 1985) To understand human behavior, one must discover the theoretical assumptions upon which behavior is based Especially interested in the behavior of managers toward workers Every managerial act rests on assumptions, generalizations, and hypotheses--that is to say, on theory . . . Theory and practice are inseparable. Two Objectives: Predict and control behavior Tap Unrealized potential Theory X - Classical Theory Theory Y - Human Relations Theory FOCUS: Managers assumptions about HUMAN NATURE
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Assumptions Physical and mental effort in work is similar to play / rest. External control and the threat of punishment are not the only strategies Commitment to objectives is a function of the rewards associated with their achievement The average human being learns, under proper conditions, not only to accept but to seek responsibility The capacity to exercise a high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely distributed in the population Intellectual potentialities of the average human being are underutilized A more positive perspective of human nature The KEY to control and quality production is commitment to organizational objectives
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Organizational Behavior
Studies management activities that promote employee effectiveness
investigates the complex nature of individual, group, and organizational processes Theory X
managers assume that workers are lazy, irresponsible, and require constant supervision
Theory Y
managers assume employees want to work and control themselves
Personalities
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Theory X and Theory Y: Douglas McGregor
Theory X - Classical Theory Three Assumptions The average human being has an inherent dislike of work and will avoid it. Most people must be coerced, controlled, directed, and threatened with punishment The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security. Neither explains nor describes human nature Theory Y - Human Relations Theory
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Theory Y Prototype: The Scanlon Plan
Participative Management Two Central Features Cost-reduction sharing for organizational members - sharing the economic gains from improvements in organizational performance Effective participation - a formal means of providing opportunities to every member of the organization to contribute ideas for improving organizational effectiveness. Must be implemented appropriately Wastes time and undermines managerial power? Magic formula for every organizational problem? CONCERN for RELATIONSHIPS in the organization. As the need to increase commitment grows, so does the need to develop strong, communication-based relationships among organizational members, particularly between supervisor and subordinate.
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Concern for PEOPLE Degree of personal commitment to ones job Trust-based accountability (vs. obedience-based accountability) Self-esteem for the individual Interpersonal relationships with co-workers Concern for PRODUCTION Use of people and technology to accomplish organizational tasks Concern for is not about quantity or quality Assessment instrument does not represent personality traits of the manager -- instead, indicate a specific orientation to production and people
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Organizational Behavior (cont.)
Key concepts
Promotes employee effectiveness through understanding of individual, group, and organizational processes Stresses relationships among employees, managers, and work performed Assumes employees want to work and can control themselves
Contributions
Limitations
Increased participation, greater autonomy, individual challenge and initiative, and enriched jobs may increase participation Recognized the importance of developing human resources
Some approaches ignored situational factors, such as the environment and technology Powerpoint Templates
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Models of organizational behaviour
There are four major models or frameworks that organizations operate out of: 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.
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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. 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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Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and selfdiscipline. The employee need that is met is selfactualization. The performance result is moderate enthusiasm. 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.
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The first model, autocratic, has its roots in the industrial revolution. 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.
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Douglas McGregor -Theory X and Theory Y
Theory X
Avoid Work Must be Controlled Avoid Responsibility Seek Security
Theory Y
Work is Natural SelfDirection Seek Responsibility
Good Decisions Widely Dispersed
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Fundamental Concepts of Organizational Behaviour
In every field of social science, or even physical science, has a philosophical foundation of basic concepts that guide its development. There are some certain philosophical concepts in organizational behaviour also. The concepts are-
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Individual differences: Every individual in the world is different from others. This idea is supported by science (DNA). The idea of individual difference comes originally from psychology. From the day of birth, each person is unique, and individual experiences after birth tend to make people even more different. Motivated behaviour: An employee has so many needs inside him. So, they want to fulfil those needs. That's why; they had to perform well in the organization. A path toward increased need fulfilment is the better Powerpoint Templates Page 54 way of enriches the quality of work.
Perception: Peoples perceptions are also differ when they see an object. Two people can differently present a same object. A person always organizes and interprets what he sees according to his lifetime of experience and accumulated value. Employees also see work differently for differ in their personalities, needs, demographics factors, past experiences and social surrounding.
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A whole person: An employee's personal life is not detached from his working life. As an example, A women who attend the office at 8:30 AM is always anxious for her children's school time (if her children able to attend the school or not). As a result, its impact falls on her concentration that means her working life. For this reason, we cannot separate it. So manager should treat an employee as a whole person.
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Desire for involvement: Every employee is actively seeking opportunities at work to involve in decisionmaking problems, share what they know and to learn from the experience. So, organization should provide them a chance to express their opinions, ideas and suggestion for decisionmaking problem. Value of the person: An employee wants to be treated separately from other factor of production (land, capital, labour). So, they have to be treated with carrying respect, dignity and etc..Powerpointtheir employers and 57 from Templates Page
Mutual interest: In order to develop the organization behaviour mutually of interest organizations and people is necessary. Organizations need people and people in tern need organizations.
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Ethics: In order to attract and retain valuable employees in an era in which good workers are constantly required away, ethical treatment is necessary. Every Company is required to establish codes of ethics, publicized statements of ethical values, provided ethics training, rewarded employees for notable ethical behaviour, publicized positive role models, and set up internal procedures to handle misconduct.
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International Dimensions of OB
Corporate governance.
The active oversight of management decisions, corporate strategy, and financial reporting by
Boards of Directors. Ethics leadership.
Making business and organizational decisions with high moral standards that meet the ethical test of being good and not bad, and of being right "and not wrong.
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Integrity: Acting in ways that are always honest, credible, and consistent in putting ones values into practice. Positive organizational behaviour. Quality of work life. The overall quality of human experience in the workplace. Commitment to quality of work life is an important value within organizational behaviour. Theory Y provides the theoretical underpinnings for contemporary quality of work life concepts. Powerpoint Templates
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Positive organizational behaviour focuses on
practices that value human capacities and encourage their full utilization.
Positive organizational behaviour is based on the core capacities of:
Confidence. Hope. Optimism. Resilience (The ability to recover quickly from illness, change, or misfortune).
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Globalization.
The worldwide interdependence of resource flows, product markets, and business competition.
Job migration.
The shifting of jobs from one nation to another
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Personal management.
understand ones self, exercising initiative, accepting responsibility, working well with others, and continually learning from experience.
Self-monitoring.
Observing and reflecting on ones own behaviour and acting in ways that adapt to the situation.
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Social Systems:
Organizations are social systems and governed by social and psychological laws. They have social roles and status. Their behaviour influenced by their group's individual drives. Organization environment in a social system is dynamic. All parts of the system are interdependent. The shared values and beliefs among people in organization that affects the way they interacts, behaves and accomplishes certain task that distinguish one organization Powerpoint Templates Page 65 with other organization .
Organisational Culture
Organisational Culture is a sub culture of the organisation, i.e., it comprises of the attitudes, experiences, beliefs and values of an organisation. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and outside the organization.
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culture encompasses the shared values, attitudes, standards, and beliefs and other characteristics that define an organization's operating philosophy. Organizational behaviour, meanwhile, can be under-stood in some ways as the academic study of corporate culture and its various elements, as well as other important components of behaviour such as organization structure and organization processes
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ORGANISATIONS OF THE FUTURE
Four types of organization designs have emerged in response to certain deficiencies in conventional designs and to rapid advances in technology. They are Matrix Network Virtual Learning
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Only Learning Organizations will survive in present competitive market It ability is to learn ,create, codify and utilize knowledge faster. It has the capacity to adapt and change. Learning Organizations like individuals constantly learn. Old shibboleth is demolished and a new order created Teaches managers to look at the world Powerpoint Templates afresh Page 69
Leader in this field is The Fifth Discipline, He says Senge Old methods of TQM, learning from mistakes etc are insufficient He put forward 5 compact technologies Systems Thinking Personal Mastery Mental Models Building shared visions Team learningPowerpoint Templates Page 70
Challenges for Organizational Behavior
1: Changing Social/ Cultural
Environment 2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/ Employment
Relationships
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Challenges for Organizational Behavior
Changing Social/ Cultural Environment
National culture Organizational ethics and well-being
Social responsibility
Diverse work force
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Figure 1.6 Diversity
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Challenges for Organizational Behavior
Diversity Challenges
Fairness and Justice Decision-Making and Performance Flexibility
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Challenges for Organizational Behavior
1: Changing Social/ Cultural Environment
2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/ Employment Relationships
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Challenges for Organizational Behavior
Evolving Global Environment
Understanding Global Differences Global learning
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Challenges for Organizational Behavior
1: Changing Social/ Cultural
Environment 2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/ Employment
Relationships
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Challenges for Organizational Behavior
Advancing Information Technology
Information Knowledge Information Technology Organizational Learning Intranets Creativity Innovation
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Challenges for Organizational Behavior
1: Changing Social/ Cultural Environment
2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/ Employment Relationships
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Challenges for Organizational Behavior
Shifting Work/ Employment
Relationships
Downsizing Empowerment and Self-Managed Teams Contingent Workers Outsourcing
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THANK U
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