Chapter 1 Introduction to Organizational Behaviour.pptx

OB Chap 1

1. Introduction to Organizational Behaviour 1.1 Definition Of 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 organization’s effectiveness 1.2 What Managers Do Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. The people who oversee the activities of others and who are responsible for attaining goals in these organizations are managers (sometimes called administrators, especially in not-for-profit organizations).

2. Introduction to Organizational Behaviour 1.2.1 Management Functions Planning Organizing Leading Controlling . Planning ( A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.) Organizing ( Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.) Leading ( A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. ) Controlling ( Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.)

3. Introduction to Organizational Behaviour 1.2.2 Management Roles Interpersonal roles informational roles decisional roles Interpersonal roles All managers are required to perform duties that are ceremonial and symbolic in nature. For instance, when the president of a college hands out diplomas at commencement or a factory supervisor gives a group of high school students a tour of the plant, he or she is acting in a figure head role. All managers also have a leadership role. This role includes hiring, training, motivating, and disciplining employees. The third role within the interpersonal grouping is the liaison role, or contacting others who provide the manager with information. The sales manager who obtains information from the quality-control manager in his or her own company has an internal liaison relationship.

4. Introduction to Organizational Behaviour Informational Roles All managers, to some degree, collect information from outside organizations and institutions, typically by scanning the news media (including the Internet) and talking with other people to learn of changes in the public’s tastes, what competitors may be planning, and the like. Mintzberg called this the monitor role. Managers also act as a conduit to transmit information to organizational members. This is the disseminator role. In addition, managers perform a spokesperson role when they represent the organization to outsiders Decisional Roles Mintzberg identified four roles that require making choices. In the entrepreneur role, managers initiate and oversee new projects that will improve their organization’s performance. As disturbance handlers, managers take corrective action in response to unforeseen problems. As resource allocators, managers are responsible for allocating human, physical, and monetary resources. Finally, managers perform a negotiator role, in which they discuss issues and bargain with other units to gain advantages for their own unit.

5. Introduction to Organizational Behaviour 1.2.3 Management Skills technical skills human skills conceptual skills

6. Introduction to Organizational Behaviour A. Technical Skills The ability to apply specialized knowledge or expertise. B. Human Skills The ability to work with, understand, and motivate other people, both individually and in groups. C. Conceptual Skills The mental ability to analyze and diagnose complex situations.  

7. Introduction to Organizational Behaviour 1.2.4 Effective Versus Successful Managerial Activities   a. Traditional management ( i )This activity consists of planning, decision making, and controlling. (ii)The average manager spent 32 percent of his or her time performing this activity, whereas successful managers spend 13% and effective managers spend 19% of their time in this activity.   b. Communication   ( i ) This activity consists of exchanging routine information and processing paperwork. (ii)The average manager spent 29 percent of his or her time performing this activity while successful manager spends 28% and effective managers spend 44% of their time in this activity.

8. Introduction to Organizational Behaviour 1.2.4 Effective Versus Successful Managerial Activities c. Human resource management  This activity consists of motivating, disciplining, managing conflict, staffing, and training.   The average manager spent 20 percent of his or her time performing this activity, while successful manager spends 11% and effective managers spend 26% of their time in this activity.   d. Networking   This activity involves socializing, politicking, and interacting with outsiders.   The average manager spent 19 percent of his or her time performing this activity; while successful manager spends 48% and successful manages spend 11% of their time in this activity.

9. Introduction to Organizational Behaviour 1.3 Disciplines That Contribute To The Organizational Behavior Field Psychology Social Psychology   Sociology Anthropology   Political Science

10. a. Psychology   Psychology is the science that seeks to measure, explain, and sometimes change the behaviour of humans and other animals.   To use psychological and organizational theory and research to improve organizational effectiveness and the work life of all individuals.   psychologists concern themselves with studying and attempting to understand individual behaviour   learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making process, performance appraisals, attitude measurement, employee selection techniques, work design and job stress

11. B. Social Psychology   An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.   Major area: change – how to implement it and how to reduce barriers to its acceptance   Study areas: measuring, understanding and changing attitudes, communication patters, building trust, the ways in which group activities can satisfy individual needs, group decision-making processes.

12. c. Sociology   Sociologists study the social system in which individuals fill their roles   Sociology studies people in relation to their fellow human beings to improve organizational performance.   Study of group behaviour in organisations , group dynamics, design of work teams, organisational culture, formal organisational theory and structure, organisational technology, communications, power and conflict

13. d. Anthropology   The study of societies to learn about human beings and their activities.   Study on culture and environment has helped us understand differences in fundamental values, attitudes, and behaviour between people in different countries and within different organisations E. Political Science   The study of the behaviour of individuals and groups within a political environment   Study areas: structuring of conflicts, allocations of power, how people manipulate power for individual self-interest

14. Introduction to Organizational Behaviour 1.4 Individual Behavior 1.4.1 Ability Everyone has strengths and weaknesses in terms of ability in performing certain tasks or activities; the issue is knowing how people differ in abilities and using that knowledge to increase performance. Ability refers to an individual’s capacity to perform the various tasks in a job. It is a current assessment of what one can do.   Individual overall abilities are made up of two sets of factors: intellectual and physical .

15. Introduction to Organizational Behaviour A. Intellectual Ability Intellectual ability are those needed to perform mental activities. "A high IQ is not a prerequisite for all jobs. In fact, for many jobs – in which employee behavior is highly routine and there are little or no opportunities to exercise discretion – a high IQ may be unrelated to performance“ Deductive reasoning Ability to use logic and assess the implications of an argument Supervisor: Choosing between two differentsuggestions offered by employees Spatial visualization Ability to imagine how an object would look if its position in space were changed Interior decorator: Redecorating an office Memory Ability to retain and recall past Experiences Salesperson: Remembering the names of customers

16. Introduction to Organizational Behaviour Dimension of intellectual ability Dimension Description Job example Number Ability to do speedy and accurate Accountant: aptitude Arithmetic Computing the sales tax on a set of items Verbal Ability to understand what is read Plant manager: comprehension or heard and the relationship of words to each other Following corporate policies Perceptual Ability to identify visual Fire investigator: Speed similarities and differences quickly and accurately Identifying clues to support a charge Inductive Ability to identify a logical Market researcher: reasoning sequence in a problem and then solve the problem Forecasting demand for a product in the next time period Deductive Ability to use logic and assess the Supervisor:

17. Introduction to Organizational Behaviour B. Physical Ability THE ABILITY-JOB FIT   "Directing attention at only the employee's abilities or only the ability requirements of the job ignores the fact that employee performance depends on the interaction of the two" Nine Basic Physical Abilities

18. Physical Ability Description Strength Factors 1 Dynamic Strength Ability to exert muscular force repeatedly or continuously over time 2 Trunk strength Ability to exert muscular strength using the trunk (particularly abdominal) muscles 3 Static strength Ability to exert force against external objects 4 Explosive strength Ability to expend a maximum of energy in one or a series of explosive acts Flexibility Factors 5 Extent flexibility Ability to move the trunk and back muscles as far as possible 6 Dynamic flexibility Ability to make rapid, repeated flexing movements Other Factors 7 Body coordination Ability to coordinate the simultaneous actions of different parts of the body 8 Balance Ability to maintain equilibrium despite forces pulling off balance 9 Stamina Ability to continue maximum effort requiring prolonged effort over time

19. Introduction to Organizational Behaviour 1.4.2 Biographical Characteristics Personal characteristics such as age, gender, and marital status that are objective and easily obtained from personnel records. A. Age  1 The relationship between age and job performance is increasing in importance. 2 Employers’ perceptions are mixed. They see a number of positive qualities that older workers bring to their jobs, specifically experience, judgment, a strong work ethic, and commitment to quality. 3 It is tempting to assume that age is also inversely related to absenteeism. 4 There is a widespread belief that productivity declines with age and that individual skills decay over time. 5 The relationship between age and job satisfaction is mixed. B. Gender There is a difference between men and women in terms of preference for work schedules.  Mothers of preschool children are more likely to prefer part-time work, flexible work schedules, and telecommuting in order to accommodate their family responsibilities.

20. Introduction to Organizational Behaviour C. Marital Status There are not enough studies to draw any conclusions about the effect of marital status on job productivity. D. Tenure The issue of the impact of job seniority on job performance has been subject to misconceptions and speculations. 1.4.3 Learning & Process Of Learning A Learning What is learning? A generally accepted definition is “any relatively permanent change in behavior that occurs as a result of experience.” The definition suggests that we shall never see someone “learning.” We can see changes taking place but not the learning itself.

21. Introduction to Organizational Behaviour B. Process Of Learning (Theories Of Learning) There are three theories—classical conditioning, operant conditioning, and social learning. Classical conditioning grew out of experiments conducted at the turn of the century by a Russian physiologist, Ivan Pavlov, to teach dogs to salivate in response to the ringing of a bell. Classical conditioning is passive—something happens, and we react in a specific way. It is elicited in response to a specific, identifiable event. Operant conditioning argues that behavior is a function of its consequences. People learn to behave to get something they want or to avoid something they do not want. Social Learning Individuals can also learn by observing what happens to other people, by being told about something, as well as by direct experiences

22. Introduction to Organizational Behaviour 1.4.4 Introduction And Importance To Perception, Values And Attitudes. A. Perception Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. For Example: all employees in a firm may view it as a great place to work favorable working conditions, interesting job assignments, good pay, excellent benefits, understanding and responsible management—but, as most of us know, it’s very unusual to find such agreement. B. Values Research has shown and proven that people react primarily and become focused entirely on the things which are important or valuable to us. For Example: If a person is risk adverse and is placed in a risky environment they will become dysfunctional through stress and other negative functioning constructs will kick into action

23. Introduction to Organizational Behaviour C. Attitudes "Attitude" refers to a particular tendency within the individual regarding that individuals experience; as a person, events that has happened or matters arising out of those events For Example: “She has a positive attitude toward work” versus “She has a poor work attitude.” When we speak of someone’s attitude, we are referring to the person’s emotions and behaviors. 1.4.5 Personality & Determinants Personalities are the complex set of various factors. The general meaning of personalities is the external appearance .However; mere external appearance does not determine the personality of an individual .A host of factors determines individuals’ personality .Interestingly personality is not developed spontaneously. It is developed over a period of time.

24. Introduction to Organizational Behaviour B. Determinants Of Personality Personality is an intangible concept. . It is believed that a man is born with certain physical and mental qualities but the environment in which he is brought up shapes his personality. A number of factors determine the personality of individual i.e. biological factors, family factors, environmental factors and situational factors . 1. Biological Factors: related to human body, heredity, brain and physical A Heredity: Heredity refers to those qualities transmitted by the parents to the next generation. Example physical stature, facial attractiveness, gender, color of skin, hair and eye balls, temperament B Brain: Brain is influenced by biological factors C Physical features: The physical features and rate of maturation influence personality Example height, color, facial attraction, muscle strength

25. Introduction to Organizational Behaviour 2. Family Factors: The family factors are also important in determining personality of an individual. Three major factors: viz , the socialization process, identification process and birth order influence the personality. Socialization Process: Socialization is a process of acquiring wide range of behavior by an infant, the standards of his family compels the infant to conform to certain acceptable behavior. Identification Process: Shaping of personality starts from the time the identification process commences, when a person tries to identify himself with some person who he feels ideal in the family. Normally a child tries to behave as his father or mother.   Birth order: Birth order is another significant variable influencing the personality of an individual. For instance first born are likely to be more dependent, more rational, ambitious, hardworking, cooperative and more prone to guilt, anxiety and are less aggressive.

26. Introduction to Organizational Behaviour 3. Environmental Factors:   Environmental factors are those, which exists in and around the individual. They are social and cultural factors. Culture determines human decision- making, attitudes, independence, Thus, culture and society exert greater influence in shaping the personality of an individual. 4. Situational Factors: T he influence of situational factors on personality is increasingly recognized. Actions of an individual are determined by the situation. 1.5 Group Behavior A group is defined as any number of people who interact with one another,are psychologically aware of one another and perceive themselves to be a group. 1.5.1 Types Of Groups Primary & Secondary Groups:- A primary group has intimate, face to face association & co-operation e.g. family, neighbourhood groups, friendship groups A secondary group is formal, may not have any interest in the problems & pleasure of others.

27. Introduction to Organizational Behaviour Membership & Reference Groups: A membership group is one to which an individual really belongs. A reference group is one with which the individual identifies. Command & Task Groups:   A command group is composed of subordinates who report directly to a common supervisor e.g. a production manager & his subordinates in his department. A task group is usually formed to solve a problem. It is comprised of the employees who work together to complete a particular task. In-Groups &Out-Groups: In-groups are a cluster of individuals that have a dominant place in social functioning. Out-groups are marginal in the society and referred as minority groups.

28. Introduction to Organizational Behaviour Formal &Informal Groups: Formal groups are created and maintained to fulfill specific needs related to the overall organizational mission: Informal Groups are created in the organization because of social and psychological forces operating at the workplace.   1.5.2 The Five Stage Model (Group Dynamics/Development) Bruce Tuckman has provided us with what has become the staple of group dynamics — his “Five Stages of Group Development.” Tuckman’s research led him to determine four (later five) phases of group development — forming, storming, norming , and performing (later, he added adjourning). “Stage 1: Forming. In the forming stage, personal relations are characterized by dependence.”

29. Introduction to Organizational Behaviour   “Stage 2: Storming. The next stage, which Tuckman calls storming , is characterized by competition and conflict in the personal-relations dimension an organization in the task-functions dimension.” “Stage 3: Norming . In Tuckman’s norming stage, interpersonal relations are characterized by cohesion. “Stage 4: Performing. The performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence.” “Stage 5: Adjourning.Tuckman’s final stage, adjourning , involves the termination of task behaviors and disengagement from relationships.”

30. Introduction to Organizational Behaviour