Organizational behavior involves 3 key elements: tasks, people, and structure. It examines individual behavior and group dynamics within organizations. OB draws from various fields including psychology, sociology, anthropology, and engineering. It aims to understand, predict, and influence human behavior in organizational settings. Some major challenges for OB include managing diversity in the changing demographics of the workforce, ensuring ethical behavior, adapting to technology transformations, and operating in a globalized business environment.
Organizational behavior involves 3 key elements: tasks, people, and structure. It examines individual behavior and group dynamics within organizations. OB draws from various fields including psychology, sociology, anthropology, and engineering. It aims to understand, predict, and influence human behavior in organizational settings. Some major challenges for OB include managing diversity in the changing demographics of the workforce, ensuring ethical behavior, adapting to technology transformations, and operating in a globalized business environment.
Organizational behavior involves 3 key elements: tasks, people, and structure. It examines individual behavior and group dynamics within organizations. OB draws from various fields including psychology, sociology, anthropology, and engineering. It aims to understand, predict, and influence human behavior in organizational settings. Some major challenges for OB include managing diversity in the changing demographics of the workforce, ensuring ethical behavior, adapting to technology transformations, and operating in a globalized business environment.
Organizational behavior involves 3 key elements: tasks, people, and structure. It examines individual behavior and group dynamics within organizations. OB draws from various fields including psychology, sociology, anthropology, and engineering. It aims to understand, predict, and influence human behavior in organizational settings. Some major challenges for OB include managing diversity in the changing demographics of the workforce, ensuring ethical behavior, adapting to technology transformations, and operating in a globalized business environment.
Task – an organization’s mission, purpose, or goal for
existing People – the human resources of the organization Structure – the manner in which an organization’s work is designed at the micro level; how departments, divisions, and the overall organization are designed at the macro level Environment – Both Internal and External
Technology – the tools, knowledge, and/or techniques used
to transform inputs into outputs Organizational Behavior: Dynamics in Organizations
Psychosocial
Interpersonal Organizational Behavioral
Behavior Open Systems View of Organization Task environment: Competitors Unions Regulatory agencies Clients
Structure Inputs: Material Outputs: Capital Task Technology Products Human Services People (Actors) Organizational Boundary Organizational Variables that Affect Human Behavior Communication
Organizational Performance Structure Human Appraisal Behavior Work Jobs Design Organizational Design Sociology Psychology the science the science of society of human Engineering behavior the applied science Interdisciplinary of energy & Anthropology Influences on matter the science of Organizational the learned Medicine behavior of Behavior the applied science human beings of healing or treatment of diseases Management to enhance an individual’s health and the study of overseeing well-being activities and supervising people in organizations Formal organization (overt) Formal Goals and objectives & Policies and procedures Informal Job descriptions Elements Financial resources Authority structure of Communication channels Organizations Products and services
Informal organization (covert) Beliefs and assumptions Perceptions and attitudes Values Feelings, such as fear, joy anger, trust, and hope Group norms Informal leaders Formal vs. Informal Organization
Formal Organization – the official, legitimate,
and most visible part of the system
Informal Organization – the unofficial and less
visible part of the system Learning about Organizational Behavior Learning Activity
Mastery of basic objective Science knowledge Theories, Research, Articles
Development of The Real World specific skills and abilities Organizational and Work Context
Application You of knowledge and skills Exercises, Questionnaires • OB is directly concerned with the understanding, prediction and control of human behaviour in organizations (Luthans).
• OB – The study and application of knowledge how
people act or behave within organization. It is a human tool for human benefit. (Davis & Newstrom)
• OB is 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 towards improving on organization’s effectiveness. (Robbins) Individuals Groups
OB
Structure Nature of OB
• A separate field of study and not a discipline
only • An interdisciplinary approach (Psychology, Sociology and Anthropology) • An applied science • A normative science • A humanistic & optimistic approach • A total system approach Scope of OB Individuals Groups
- Personality - Group Dynamics
- Perception - Group Conflicts - Attitudes - Communication - Motivation - Leadership - Job Satisfaction - Power & Politics - Learning OB - Values
Structure
- Org. Str. - Culture - Org. Change - Org. Development Foundations of OB
OB is based on few fundamental concepts which
revolve around the nature of people and organization
1. Individual Differences 2. A whole person 3. Caused behaviour 4. Human dignity 5. Organizations are social system 6. Mutuality of interest 7. Holistic concept 8. Need for management Importance of OB 1. OB provides a road map to our lives in organizations.
2. OB uses scientific research to help us understand and
predict organization life.
3. OB helps us to influence organizational events.
4. OB helps an individual to understand himself/herself and
others better.
5. OB will help the manager to understand the basics of
motivation.
6. OB useful for maintaining cordial industrial relations.
Basic Process of OB
Problem Prevention
PREDICTION CONTROLLING UNDERSTANDING - What pattern of - What solutions behaviour are are possible? - How strong present? are they? - Which variables - What is the can be influenced? - How do they cause-effect interrelate? relationship? - How can they be influenced? Approaches to the study of OB
HR Productivity Approach Approach
OB Systems Interactionalism Approach Approach
Contingency Approach Models of OB
Autocratic Custodial Supportive Collegial
Basis of Power Economic Leadership Partnership model sources
Employee Dependence on Dependence Participation Self-discipline
psychologica boss on l result organization
Employee Subsistence Security Status & Self-
needs met recognition actualization
Performance Minimum Passive Awakened Moderate
result cooperation drives enthusiasm Foundations of Individual Behaviour Stages in Organizational Life Models of Individual Behaviour • Theory X & Theory Y Model
• Economic & Self-Actualizing Model
• Behaviouristic & Humanistic Model
- individuals can be describes solely in terms of behaviour (behaviouristic) - individuals are more philosophical than scientific (humanistic)
• Rational and Emotional Model
Concluding remarks
• Personal factors such as age, sex, education, abilities, marital status, and dependents will have significant influence on the behaviour of an individual. • Environmental factors include economic status, social and cultural norms, and political factors. These also wield considerable influence on individual behaviour. • Organizational systems and resources include such variables as physical facilities, organization structure and design, leadership rewards and work itself. The influence of all these on the behaviour of an individual is no less significant. • More important are psychological factors like personality, perception, learning, and attitudes. Because of their significance in determining one’s behaviour, each of these factors is considered separately in the following chapters. • The famous Theory X and Theory Y, along with other models, seek to explain the behaviour of an individual. Major Challenges of OB OB Challenges
Changing demographics Managing diversity Of workforce
Ethical Behaviour Changed employee
OB Challenges expectations
Technology Globalization transformation I - Managing Diversity
Managing diversity is a philosophy about how
differences among individuals are accepted and respected and how they are made to work in cohesion.
Objectives: - Access to a changing marketplace - Large scale business transformation - Superior customer service - Workforce empowerment - Total quality Dimensions of Diversity
2. Secondary Dimensions Education, Culture, Geographic location, Work experience, Religion, Language, Family status, Organizational role and level. Benefits and problems of Diversity
Benefits Problems • Attracts retains the best • Resistance to change human talents • Lack of cohesiveness • Promotes creativity and • Communication innovation problems • Results in better • Interpersonal conflict problem solving • Slow decision making • Enhances organizational flexibility Managing Diversity
• Increasing Awareness
• Increasing Diversity Skills
Barriers to Accepting Diversity 1. Prejudice – negative attitude towards a person to accept as a member of the group
2. Ethnocentrism – a tendency to regard one’s own
group, culture or nation as superior to others
3. Stereotypes – set of beliefs about a group that is
applied universally to all members of that group 4. Discrimination
5. Harassment
6. Backlash – negative reaction to the gaining of power
and influence by members of previously under represented groups II – Changing Demographics of Workforce
• Dual career couples
III – Changed Employee Expectations
• Empowerment and quality of status, Strategic
Business Partner IV - Globalization
Its impact on People Management.
The mgt. requires to cope with problems of unfamiliar
laws, languages, practices, competitors, attitudes, management styles, work ethics, etc. V – Technology Transformation
to become leaner. VI – Promoting Ethical Behaviour
Ethics refers to a system of moral principles – a
sense of right and wrong, the goodness and badness of actions, and the motives and consequences of these actions. As applied to organizations, ethics is the study of good and evil, right and wrong, and just and unjust actions of managers. Why Ethics Important?
• Ethics correspond to basic human needs.
• Values create credibility with the public (ethical and social responsiveness ) • Values give the management credibility with its employees • Values help in better decision-making • Ethics and profit go together • Law cannot protect the society, ethics can. Ethical Behaviour in the Workplace
Cultural Influences •Family •Education •Religion
Organizational Influences • Ethical codes • Organizational culture Individual • Role models • Personality Role • Values • Perceived pressure for results Expectations • Morals/Principles • Reward & punishment • Gender system
External Factors Ethical Behaviour
• Political/Legal • Economic • Technological Managing Ethics • Role of top management
• Code of ethics
• Ethics committees (to advice on ethical issues)
• Ethics Hot Lines (communication on unethical practices
to the ethics committee members)
• Ethics Training programmes
• Ethics and Law (have a common aim – defining proper
and improper behaviours) VALUES Values Enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence (Rokeach)
Value is a concept of the desirable, an
internalized criterion or standard of evaluation a person possesses (White & Bednar) Types of Values
Instrumental – values that represent the
acceptable behaviors to be used in achieving some end state
Examples: honesty, politeness, courage
Terminal – values that represent the goals
to be achieved, or the end states of existence Examples: happiness, self-respect, prosperity Cultural Differences in Values
Chinese value an individual’s contribution to relationships in the work team Americans value an individual’s contribution to task accomplishment Work Values
• Achievement (career advancement)
• Concern for others (compassionate behavior) • Honesty (provision of accurate information) • Fairness (impartiality) Ethical Behavior
Acting in ways consistent with
one’s personal values and the commonly held values of the organization and society Values, Ethics, and Ethical Behavior
Value Systems – systems of beliefs that
affect what the individual defines as right, good, and fair
Ethics – reflects the way values are
acted out
Ethical Behavior – actions consistent with
one’s values Qualities Required for Ethical Decision Making
The competence to identify ethical issues and
evaluate the consequences of alternative courses of action
The self-confidence to seek out different opinions
about the issue and decide what is right in terms of a situation
Tough mindedness – the willingness to make
decisions when all that needs to be known cannot be known and when the ethical issue has no established, unambiguous solution Values & Behaviour - Values affect behaviour because they affect employees views of what constitutes right and wrong. - The diversity of the work force makes it imperative that the managers understand difference in values. Understanding values is useful in the following ways:
1. Values serve as foundation for attitudes
2. Individuals hold their own interpretations of right and wrong 3. Values affect both attitude and behaviour 4. Re-examining the established values poses challenges for the modern management (the value-based management)
