he dynamics of people and organization.pptx

Organizational Behavior

1. Chapter one The Dynamics of People and Organizations

2. It is the systematic study and careful application of knowledge about how people as individuals and as groups act within an organization. What is organizational behavior?

3. . Describe Understand Control Predict Key goals

4. . How people behave under a variety of condition A common language Why people behave as they do. Describe Understand

5. . Employees dedication, productivity. Employees irregularity, being tardy or disruptive . Behavior. Skill development. Team effort. Productivity . Control Predict Managers are hold responsible for the performance outcomes.

6. . A Complex set of forces affects the nature of organization today. These forces are classified into four areas. They are People : Organizations are defined as social arrangements, constructed by people. Structure : Structure defines the formal relationship and use of people in organization. Technology : people cannot accomplish work with their bare hands. The great benefit of technology is that it allow people to do more better work. Environment : All organizations operate within an internal and external environment. It contains many element such as government, family and other organizations. Forces that affect the organizational behavior

7. . An Interdisciplinary Approach Applied Science Normative Science A separate field of study and not a Discipline only Research knowledge, models and conceptual framework Accepting theory and research by practicing managers A Humanistic and Optimistic Approach A Total system Approach Positive Characteristics of Organizational Behavior

8. Fundamental concepts of organizational behavior The nature of people The nature of organizations

9. The nature of people Individual difference Perception A whole person Desire for involvement Value of the person Motivated behavior

10. . In the nature of organizations we have to think about three concepts such as social systems, mutual interest and ethics. Social system: From sociology we learn that organizations are social Systems So organization abide by social laws as well as psychological laws. In fact two types of social systems exist side by side organizations. One is formal social systems and other is informal systems. Mutual interest: Organizations need people and people need organizations. Ethics: Ethics is the use of moral principles and values to affect the behavior of individuals and organizations with regard to choices between what is right and wrong. The Nature of 0rganizations

11. . A Human Resources ( supportive) Approach A Contingency Approach A Results Oriented Approach A System Approach Four Basic Approaches

12. . It is concerned with the growth and development of people and employees In traditional approach managers decided what should be done and then closely controlled employees to ensure task performance. To increases higher level of competency, creativity and fulfillment. This approach is also called Supportive Approach. Mainly focus on better people achieve better results. . A Human Resources (Supportive) Approach

13. It is a organizational behavior which means that different situation requires different behavioral practices for greatest effectiveness. The strengths of the contingency approach is that it encourages analysis of each situation prior to action . To determine the significant variables that exits in order to establish the kinds of practices that will be most effectiveness. It is more system oriented and more research oriented than the traditional approach A Contingency Approach

14. . Outcome of organizational behaviour programs are assessed in terms of their efficiency. Productivity often is measured in terms of economic inputs and outputs, but human and social inputs and outputs also are important. Total Quality Management(TQM) is an integrated attempt to improve the quality of a firms products or services through a variety of techniques and training. The role that organizational behaviour plays in creating organizational results is illustrated by a set of factors and the relationships between the factors. A Result-Oriented Approach

15. This approach to organizational behaviour views the organization as a united, purposeful system composed of interrelated parts. The systems approach compels managers to take a holistic view of the subject. A systems viewpoint should be the concern of every person in an organization. They are the ones who make more of the decisions affecting human issues and most of their daily activities are people related. A cost-benefit analysis in needed to determine whether potential actions will have a net positive or net negative fact. A system approach

16. . It describes the research results identifying payoffs in the areas of stress levels, employee turnover, absenteeism, and a decrease in employee performance. Nevertheless, we will recognize the limitations of organizational behavior. It will not abolish conflict and frustration; it can only reduce them. Limitations of Organisational Behaviour

17. Behavioral Bias is a condition that is a reflection of tunnel vision, in which people have narrow viewpoints as if they were looking through a tunnel. People who lack system understanding may develop a behavioral bias, which leads them to develop a narrow viewpoint that emphasizes employee satisfaction while overlooking the broader system of the organization about all its stakeholders. It should be clear that the concern for employees can be so greatly overdone that the original purpose of bringing people together, which is “productivity organizational outputs for society” could be lost. An effective organizational behavior should help accomplish organizational purposes. It should not replace them. Behavioral bias

18. . A variable state of technology would impact the marginal and average product. In that case, we would not be able to accurately study the relationship between output and the fixed input. We assume the state of technology to be constant. The law does not apply to a production scenario where we require specifically fixed proportions of inputs. Such as, an increase in any input would not have any impact on production, since the marginal product will be equal to zero. Only one input should be variable. keeping other inputs constant. This law does not apply to cases when all the inputs vary relatively. In that case, the returns to scale comes to the rescue. We consider only physical inputs and outputs and not economic profitability in budgetary terms. The Law of Diminishing Returns

19. . Behavioral interventions built on untruths are unacceptable Nudges that make it difficult for people to choose otherwise are unethical: people must have the freedom to choose differently Behavioral interventions should be scrutinized for unintended, as well as intended, consequences Consent should not be hidden: interventions should be transparent wherever possible Practitioners should be comfortable to defend their approach, methods and motives in public Unethical Manipulation of People

20. CONTINUING CHALLENGES

21. SEEKING QUICK FIXES The managers tend to quick fix things in the work place by seeking and implementing the knowledge from the books Why this practice should be discourage in the Organization

22. In the Chapter we cover Major Approaches OB affects performance Limitations

23. Do you Have any query?