BASIC APPROACHES OF ORGANIZATIONAL Behaviour.pptx

My Report about the approaches in Organizational Behaviour

1. Basic Approaches to Organizational Behaviour

2. Approach is a set of assumptions that define beliefs and theories about the nature of the learner and the process of learning (Brown, 1994). Organizational Behaviour is the study of how people interact in group settings.

3. Four Basic Approaches of OB Human Resource Approach Contingency Approach Results–Oriented Approach System Approach

4. Human Resource / Supportive Approach It is developmental. It is concerned with the growth and development of people towards higher level of competency, creativity and fulfilment because people are the central resource in any organization and any society.

5. Human Resource / Supportive Approach It helps employees become better, more responsible people, and then it tries to create a climate in which they may contribute to the limits of their improved abilities. Another name for human resource approach is supportive approach because the manager’s primary role changes from control of employees to active support of their growth and performance.

6. Human Resource/ Supportive Approach Proverb: Give a person a fish and you feed that person for a day Teach a person to fish and you feed that person for life.

7. A Contingency Approach Contingency Approach to organizational behaviour means that different situations requires different behavioural practices for greatest effectiveness. Manager’s need to know under what condition they should choose one behavioural approach over another and the contingency framework can help them do this.

8. A Contingency Approach Each situation must be analyzed carefully to determined the significant variables that exist in order to establish the kinds of practices that will be most effective. The strength of the contingency approach is that it encourages analysis of each situation prior to action while at the same time discouraging habitual practice based on universal assumptions about people.

9. Results-Oriented Approach All organizations need to achieve some relevant outcomes or results. A dominant goal for many is to be productive , so this results orientation is a common thread woven through organizational behaviour. Productivity , as it’s simplest , is a ratio that compares units of output with unit of input , often against a predetermined standards.

10. Results-Oriented Approach If more outputs can be produced from the same amount of inputs, productivity is improved. Or if fewer inputs can be used to produced the same amount of outputs, productivity has increased. Productivity often is measured in terms of economic inputs and output but human and social inputs are also important.

11. Results-Oriented Approach TQM (Total Quality Management) is an integrated attempt to improved the quality of a firm’s products or services through a variety of techniques and trainings. A FORMULA The works that organizational behaviour plays in creating organizational results is illustrated by a set of factors and the relationships between the factors

12. Re sults-Oriented Approach A Formula Knowledge x skill= Ability Attitude x situation= Motivation Ability x motivation= Potential human performance Potential human performance x resources x opportunity= organizational results

13. System Approach Treating an organization as system is critically important to its success. The Fundamental elements of System Approach includes: There are many variables within the system. The parts of a system are interdependent ( one part affects many other parts and is affected by many in a complex way). There are many subsystems contained within large systems.

14. System Approach 4. Systems generally require inputs, engage in some process, and produce outputs. 5. The input – process –output mechanism is cyclical and self sustaining( it is ongoing, repetitive, and uses feedback to adjust itself).

15. System Approach 6. Systems produce both positive and negative results. 7. Systems produce both intended and unintended consequences. 8. The consequences of system maybe short –term , long-term or both.

16. System Approach Thus, the system approach compels manager to take the holistic view of the subject. Holistic Organizational behaviour Interprets people-organization relationship in terms of the whole person, whole group, whole organization, and whole social system .

17. Figure 1.7 Cost benefit analysis of organizational behaviour Options Potential costs Proposed OB actions Compare Decide Potential benefits

18. Quiz IDENTIFICATION The study of how people interact in a group setting is called _____. The set of assumptions that define beliefs & theories about the nature of the learner & the process of learning is called ______. An approach which is developmental is _______. Another term for Human resource approach is _____. A dominant goal for many is to be______.

19. Limitations of Organizational Behaviour Behavioural bias Law of Diminishing returns Unethical Manipulation of People

20. Limitations of Organizational Behaviour 1. Behavioural Bias People who lack understanding and become superficially infatuated with OB, may develop a behavioural bias, which gives them a narrow viewpoint that emphasizes satisfying employee experiences while overlooking the broader system of the organization in relation to all its publics.

21. 1. Behavioural Bias Sound organizational behaviour recognizes a social system in which many types of human needs are served in many ways.

22. 2. Law of Diminishing Returns It is a limiting factor in organizational behaviour the same way that it is in economics . In economics the law of diminishing returns refers to the declining amount of extra outputs when more of a desirable input is added to an economic situation.

23. 2. Law of Diminishing Returns law of diminishing returns in organizational behaviour works in similar way.

24. 2. Law of Diminishing Returns It states that at some point , increases of a desirable practice produce declining returns, eventually zero returns, and then negative returns as more increases are added. For example, too much security may lead to less employee initiative and growth.

25. 3. Unethical Manipulation of People People who lack respect for the basic dignity of the human being could learn organizational behaviour ideas and use them for selfish ends. They could use what they know about motivation and communication in the manipulation of people without regard for human welfare.

26. 3. Unethical Manipulation of People The philosophy of organizational behaviour is supportive and oriented toward human resources. It seeks to improve the human environment and help people grow toward their potential.

27. 3. Unethical Manipulation of People Ethical leadership will recognize such principles as the following; Social Responsibility Open communication Cost-benefit Analysis

28. Social Responsibility Responsibility to others arises whenever people have power in an organization.

29. Open communication The organization will operate as a two-way, open system, with open receipt of inputs from people and open disclosure of its operations to them.

30. Cost-benefit Analysis In addition to economic cost and benefits, human and social costs and benefits of an activity will be analyzed in determining whether to proceed with the activity.

31. Quiz IDENTIFICATION The principle which states that responsibility to others arises whenever people have power in an organization is called _____. It is a two-way, open system, with open receipt of inputs from people & open disclosure of its operations to them is a principle of _____. In addition to economic costs & benefits, human & social costs & benefits of an activity will be analyzed in determining whether to proceed with the activity is called ____.

32. 4. The limitation of OB which tends to focus only on one part of the system but neglect the other sub-systems is called _____. 5. A limiting factor in OB the same way that it is in economics is called ________.

33. That’s all. Thank you!