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    Organizational Dynamics (ODY) : Slot III - 2014-15: Prof. Vishal Gupta OB Area, Wing 14-E E-Mail: Webpage

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    Adarsh Kumar Deori
    This document provides a 3-paragraph summary of a lecture on organizational dynamics: The lecture introduces organizational behavior as a field of study investigating how individuals, groups, and structure impact behavior in organizations. It notes that organizations are important in society as they provide settings for social processes and influence our actions. Reasons for why organizations exist include economizing on transaction costs and managing the external environment. The lecture then defines an organization and discusses various metaphors used to describe organizations, such as brains, cultures, and machines. It presents organizations as open systems that take inputs from the environment, transform them, and provide outputs. Core components of organizations discussed are social structure, participants, goals, technology, and the environment.

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    Organizational Dynamics (ODY) : Slot III - 2014-15: Prof. Vishal Gupta OB Area, Wing 14-E E-Mail: Webpage

    Uploaded by

    Adarsh Kumar Deori
    28 views24 pages
    This document provides a 3-paragraph summary of a lecture on organizational dynamics: The lecture introduces organizational behavior as a field of study investigating how individuals, groups, and structure impact behavior in organizations. It notes that organizations are important in society as they provide settings for social processes and influence our actions. Reasons for why organizations exist include economizing on transaction costs and managing the external environment. The lecture then defines an organization and discusses various metaphors used to describe organizations, such as brains, cultures, and machines. It presents organizations as open systems that take inputs from the environment, transform them, and provide outputs. Core components of organizations discussed are social structure, participants, goals, technology, and the environment.

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    Session 1

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    This document provides a 3-paragraph summary of a lecture on organizational dynamics: The lecture introduces organizational behavior as a field of study investigating how individuals, groups, and structure impact behavior in organizations. It notes that organizations are important in society as they provide settings for social processes and influence our actions. Reasons for why organizations exist include economizing on transaction costs and managing the external environment. The lecture then defines an organization and discusses various metaphors used to describe organizations, such as brains, cultures, and machines. It presents organizations as open systems that take inputs from the environment, transform them, and provide outputs. Core components of organizations discussed are social structure, participants, goals, technology, and the environment.

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    © All Rights Reserved
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    28 views24 pages

    Organizational Dynamics (ODY) : Slot III - 2014-15: Prof. Vishal Gupta OB Area, Wing 14-E E-Mail: Webpage

    Uploaded by

    Adarsh Kumar Deori
    This document provides a 3-paragraph summary of a lecture on organizational dynamics: The lecture introduces organizational behavior as a field of study investigating how individuals, groups, and structure impact behavior in organizations. It notes that organizations are important in society as they provide settings for social processes and influence our actions. Reasons for why organizations exist include economizing on transaction costs and managing the external environment. The lecture then defines an organization and discusses various metaphors used to describe organizations, such as brains, cultures, and machines. It presents organizations as open systems that take inputs from the environment, transform them, and provide outputs. Core components of organizations discussed are social structure, participants, goals, technology, and the environment.

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    of 24

    Organizational Dynamics

    (ODY): Slot III 2014-15


    Prof. Vishal Gupta
    OB Area, Wing 14-E
    E-mail: [email protected]
    Webpage: http://www.iimahd.ernet.in/~vishal
    Why ODY?
    Organizational Behavior
    A 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 organizations effectiveness
    Lecture 1 2
    Why ODY?
    Lecture 1 3
    Individual
    Dynamics
    Organizational
    Dynamics
    Group
    Dynamics
    Lecture 1 4
    ID
    IGP
    ODY
    Importance of Organizations
    Our society is an organizational society
    Our actions and behaviors are influenced by
    organizations
    Provide the setting for a wide variety of basic social
    processes (e.g., socialization, communication, exercise
    of power, and goal setting and attainment)
    Lecture 1 5
    Why Organizations Exist?
    Economize on transaction costs
    Increases specialization and division of labor
    Use of large-scale technology
    Managing external environment
    Expert power and control
    Lecture 1
    What is an Organization?
    Lecture 1 7
    Development of organizations is
    the principal mechanismby
    which, in a highly differentiated
    society, it is possible to get things
    done, to achieve goals beyond
    the reach of the individual
    Organizations are the primary vehicle by which,
    systematically, the areas of our lives are rationalized
    planned, articulated, scientized and made more
    efficient and orderly.
    Organization as the Medium
    Lecture 1 8
    Organizations are the
    mechanism the
    media by which
    goals are pursued
    E.g., health vs. medical care, automobile
    also represents manufacturing process
    Some Metaphors
    Metaphor Characteristics
    Brains Mechanisms for learning, intelligence, creativity,
    and information processing; interpret ambiguous
    events; provide meaning and direction for participants;
    interpret stimuli and add meaning to it
    Cultures Have norms, values, rituals, and traditions that provide
    deeper meaning for members; provide a shared
    meaning that sustains and guides organizational life
    Political Sys. Function based on power structures and coalitions.
    Conflict and power are central to operation
    Psychic Prisons Unconscious sublimated, repressed, reactive,
    displaced motives and needs.
    Lecture 1 9
    Lecture 1 10
    Metaphor Characteristics
    Flux and
    Transformation
    Constant state of change, a dynamic unfolding
    Instruments of
    Domination
    Process of domination where certain people impose
    their will on others to achieve their own ends. Labor as
    a commodity to be bought and sold
    Machines
    Tools to achieve the predetermined goals; made up of
    interlocking parts with a clearly defined role
    Organisms
    Interacting subsystems that acquire inputs from the
    environment, transform them, and discharge outputs to
    the environment
    Corporate Actors
    Natural versus J uristic (corporate) person. Society
    consists of relationships between natural persons,
    between natural and corporate persons and between
    corporate persons
    Some Metaphors
    Orgs. as Open Systems
    Lecture 1 11
    Water Heater
    General Open System
    Orgs. as Open Systems
    Lecture 1 12
    Social Structure
    Technology Goals
    Participants
    Organization
    Environment
    Social Structure: Patterned relationships existing among participants
    Normative: What ought to be (norms, values, roles)
    Behavioral: What actually exists (activities, interactions, sentiments)
    Formal (positions explicitly defined) vs Informal
    Conflict is always possible even after espoused orderliness
    Orgs. as Open Systems
    Participants: Individuals who, in return for a variety of inducements,
    make contributions to the organization
    Goals: Conceptions of desired ends conditions that participants
    attempt to effect through their performance
    Technology: Machines, equipment, knowledge and skills used to
    convert inputs to outputs
    Environment: Physical, technological, cultural and social environment
    external to organization to which it should adapt
    Lecture 1 13
    Orgs. as Open Systems
    Organizations are goal-oriented entity of differentiated components
    (Session 1)
    Designed as deliberately structured and coordinated activity systems
    (Sessions 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 16)
    Components interact within a structure and are interdependent
    Issues of structure, power, culture
    System takes inputs from the environments and gives outputs to it
    (Session 2, 13, 14, 15)
    Linked to external environment and interacts with it
    Feedback from output to change or correct its operation
    Structure is separated from its environment by a boundary (Session 2,
    13, 14, 15)
    System grows, differentiates, matures and dies (Session 12)
    Lecture 1 14
    Performance and
    Effectiveness Outcomes
    Efficiency amount of resources used to
    achieve the organizations goals
    Effectiveness the degree to which an
    organization achieves its goals
    Stakeholder Approach balancing the needs of
    groups in and outside of the organization that has
    a stake in the organizations performance
    Lecture 1 15
    Major Stakeholder Groups
    and What They Expect
    Lecture 1 16
    Goals
    Official Goals (Mission): Organizations reason for
    existence
    What the organization stands for
    What it is trying to achieve
    Communicates legitimacy to stakeholders (internal and external)
    Operative Goals: Ends sought through actual operating
    procedures of organization
    What the organization is actually trying to do
    Specific measurable outcomes (short-term)
    E.g., overall performance, resource goals, market goals, employee
    development goals, innovation and change
    Lecture 1 17
    The Importance of Goals
    Lecture 1 18
    Organizational Effectiveness
    An effective organization, one that excels, is one that
    continually strives to identify and focuses on factors
    critical to its customers and improves its processes in
    order to provide the highest-quality product or service
    possible.
    Meets Organizational Objectives and
    Prevailing Societal Expectations in the Near Future, Adapts
    and Develops in the Intermediate Future, and Survives in the
    Distant Future
    NEAR
    FUTURE
    INTERMEDIATE
    FUTURE
    DISTANT
    FUTURE
    TIME
    DIMENSION
    Approx.
    1 year
    Approx.
    5 years
    EFFECTIVENESS
    CRITERIA
    The organization
    must be
    1. EFFECTIVE in
    accomplishing its
    purpose(s)
    2. EFFICIENT in the
    acquisition and use
    of scarce resources
    3. A SOURCE OF
    SATISFACTION
    to its owners,
    employees, customers
    and clients, and society.
    The organization
    must be
    4. ADAPTIVE to
    new opportunities
    and obstacles
    5. CAPABLE OF
    DEVELOPING
    the ability of its
    members and of
    itself
    The organization
    must be
    6. CAPABLE OF
    SURVIVAL in
    a world of
    uncertainties.
    Factors Affecting
    Organizational Effectiveness
    Strategic Factors
    Market
    Product
    Technology
    Customers
    Suppliers
    Vision
    Value Creation Strategy
    Organizational Factors
    Strategic Deployment
    Effective Leadership
    Policies
    Procedures
    Processes
    Continuous Improvement Culture
    Problem-solving
    Commitment
    Culture
    Measures of Performance
    Trust, Honesty, & Ethical Behavior
    People Factors
    Employee Involvement
    Education
    Training
    Internal Supplier-Customer Relations
    Motivation
    Teamwork
    Communication
    Safety
    Environmental Factors
    Social
    Economic
    Competitive
    Technology
    How do we Measure
    Effectiveness?
    Lecture 1 22
    Assessing Organizational
    Effectiveness
    Goal Indicators Identifying output goals and assessing how well the
    organization has attained those goals (Technical Efficiency)
    E.g., profitability, market share, growth, social responsibility, quality
    Resource based Indicators Ability to obtain and manage scarce and
    valued resources (Control over environment)
    E.g., bargaining position, ability to use resources, ability to respond to changes
    Internal Process Ability to coordinate resources creatively to innovate
    and adapt to changing customer needs (efficiency of processes,
    innovation)
    E.g., strong positive culture and work climate, operational efficiency, undistorted
    horizontal and vertical communication, growth and development of employees
    Lecture 1 23
    Thank you!

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