OB; Organizational Behavior and Management

Dr. M M Bagali, PhD in Management and HRM, with a robust foundation in Organisational Structure and Analytical Skills, my role as Head of the Management Program is to foster transformative leadership and strategic thinking among aspiring managers. At the intersection of academia and industry, my efforts converge on delivering comprehensive HR and Management education, guiding PhD candidates, and steering research initiatives that resonate with current business paradigms. As a member of the Harvard Business Review Advisory Council, I contribute to shaping management discourse on a global platform. My commitment extends to integrating scholarly insights with practical applications, thereby enhancing the dialogue between educational institutions and the business community. My strategic approach not only informs future leaders but also influences the evolution of management practices worldwide. The ppt deals with - Human Resources Development - HRD- 24 years; International Human Resources Management - IHRM - 22 years; Strategic Human Resources Management - SHRM - 22 years; Organisational Behaviour-OB / Organisational Effectiveness - 20 years; Recruitment, Selection and Engagement- 18 years; HR Research Perspective and Approaches- 15 years.

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1. mm bagali / hod / ait / mba / [email protected]
1
Organisational Behaviour
Introduction: Organizational Behaviour:
Introduction, definition, fundamental
principles of OB, contributing disciplines,
challenges and opportunities. Evolution &
Organizational Behavior in India.
AIT - MBA / Department of Management Studies
Course Teacher : Dr MM Bagali, PhD
Chapter 4

2. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Outline
•What is Organizational Behaviour?
•OB and Today’s Challenges in the Canadian
Workplace
•How Will Knowing OB Make a Difference?
•OB: Making Sense of Behaviour in
Organizations
•There Are Few Absolutes in OB
•The Organization of This Textbook
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3. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
What is Organizational Behaviour?
Questions for Consideration
1.What is organizational behaviour?
2.What challenges do managers and employees face
in the workplace of the 21st century?
3.How does knowing about organizational behaviour
make work and life more understandable?
AIT - MBA / Department of Management
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4. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Organizational Behaviour
• . . . a field of study that investigates
how individuals, groups and structure
affect and are affected by behaviour
within organizations, for the purpose of
applying such knowledge toward
improving an organization’s
effectiveness.
AIT - MBA / Department of Management
Studies

5. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Why Do We Study OB?
•To learn about yourself and how to deal with others
–(knowing how you work will help you understand how others work)
•You are part of an organization now, and will continue
to be a part of various organizations
–(this class is an organization, your team will be an organization)
•Organizations are increasingly expecting individuals
to be able to work in teams, at least some of the time
–(committees, groups)
•Some of you may want to be managers or
entrepreneurs
–(have to supervise or deal with other people)
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6. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
What is an Organization?
•A consciously coordinated social unit, composed of
two or more people, that functions on a relatively
continuous basis to achieve a common goal or set of
goals.
–A Football team
•The offensive line, defensive line
–A Provincial Sport Governing Body
•The Board of Directors, The Office Staff
–Municipal Parks and Recreation Dept.
•The Parks Dept., The Commissioners Office
–Your Project Team
–Maple Leaf Sport and Entertainment
•The Leafs, The Raptors
–Sunnybrooke Hospital
•Emergency, Surgery
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7. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Learning About Yourself Exercise
13. Understanding yourself and others
14. Interpersonal communication
15. Developing subordinates
16. Team building
17. Participative decision making
18. Conflict management
19. Living with change
20. Creative thinking
21. Managing change
22. Building and maintaining a power
base
23. Negotiating agreement and
commitment
24. Negotiating and selling ideas
1. Taking initiative
2. Goal setting
3. Delegating effectively
4. Personal productivity and
motivation
5. Motivating others
6. Time and stress management
7. Planning
8. Organizing
9. Controlling
10. Receiving and organizing
information
11. Evaluating routine information
12. Responding to routine information
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8. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-5 

Competing Values Framework
Flexibility
Control
Internal Focus
External Focus
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9. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Competing Values Framework
•Internal-External Dimension
–Inwardly toward employee needs and concerns and/or production
processes and internal systems
– or
–Outwardly, toward such factors as the marketplace, government
regulations, and the changing social, environmental, and
technological conditions of the future
•Flexibility-Control Dimension
–Flexible and dynamic, allowing more teamwork and participation;
seeking new opportunities for products and services
– or
–Controlling or stable, maintaining the status quo and exhibiting less
change
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10. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Flexibility
Control
Mentor Innovator
BrokerFacilitator
Monitor Producer
Coordinator Director
Internal Focus
External Focus
Roles and Skills in the New
Workplace
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Studies

11. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-6 Skills for Mastery in the
New Workplace
Flexibility
Internal External
Control
MentorInnovator
1. Understanding
yourself and others
2. Interpersonal
communication
3. Developing
subordinates
1. Team building
2. Participative
decision making
3. Conflict
management
1. Receiving and
organizing information
2. Evaluating
routine information
3. Responding to
routine information
1. Planning
2. Organizing
3. Controlling
1. Taking initiative
2. Goal setting
3. Delegating effectively
1. Personal productivity
and motivation
2. Motivating others
3. Time and stress
management
1. Building and maintaining
a power base
2. Negotiating agreement
and commitment
3. Negotiating and
selling ideas
1. Living with change
2. Creative thinking
3. Managing change
Facilitator
Monitor
Director
Producer
Broker
Coordinator
Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 48.
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12. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Working With Others Exercise
This exercise asks you to consider the skills outlined in the
Competing Values Framework to develop an understanding of
managerial expertise. Steps 1–4 can be completed in 15–20
minutes.
1. Using the skills listed in “Learning About Yourself,” identify the 4
skills that you think all managers should have.
2. Identify the 4 skills that you think are least important for
managers to have.
3. In groups of 5–7, reach a consensus on the most-needed and least-
needed skills identified in Steps 1 and 2.
4. Using Exhibit 1-6, determine whether your “ideal” managers
would have trouble managing in some dimensions of
organizational demands.
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13. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
How Companies are Changing
“Old” Companies
•Think casual Fridays are pitiful
•Charge employees for perks and
incentives
•Hold events on employee time
•Have flex time: but only between
7:30 a.m. and 6:30 p.m.
•Hide financial results from their
employees
•Encourage employee input -- but
rarely act on it
•Employ rigid hierarchies (chain
of command)
•Stop at “open door” policies
“Cool” Companies
•Believe casual days are
progressive
•Believe titles are obsolete
•Don't impose on employees'
personal time
•Allow staff to come and go as
they please
•Offer all employees stock options
•Let employees make decisions
that affect their work
•Offer assistance with childcare
•Have minimal bureaucracy (red
tape)
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14. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-1 Challenges Facing the
Workplace
Workplace
Organizational Level
• Productivity
• Developing effective employees
• Global competition
• Managing in the global village
Group Level
• Working with others
• Workforce diversity
Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically
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15. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Today’s Challenges in the Canadian
Workplace
•Challenges at the Individual Level
–Job Satisfaction
–Empowerment
–Behaving Ethically
•Challenges at the Group Level
–Working With Others
–Workforce Diversity
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16. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Today’s Challenges in the Canadian
Workplace
•Challenges at the Organizational Level
–Productivity
–Developing Effective Employees
•Absenteeism
•Turnover
•Organizational Citizenship
–Competition From the Global Environment
–Managing and Working in a Global Village
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17. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-4

The Layers of OB
The Organization
Negotiation
Conflict
Communication
Groups and teams
Power and politics
The Group
Emotions
Values and attitudes
Perception
Personality
Motivating self and others
The Individual
Change
Organizational culture
Decision making
Leadership
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Studies

18. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
How Will Knowing OB Make a
Difference?
•For Managers
–Knowing organizational behaviour can help
you manage well and makes for better
corporations.
–Managing people well leads to greater
organizational commitment.
–Finally, managing well may improve
organizational citizenship.
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19. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
How Will Knowing OB Make a
Difference?
•For Individuals
–What if I’m not going to work in a large
organization?
•The theories generally apply to organizations
of any size.
–What if I don’t want to be a manager?
•To some extent, the roles of managers and
employees are becoming blurred in many
organizations.
•While self-employed individuals often do not
act as managers, they certainly interact with
other individuals and organizations as part of
their work.
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20. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-3 

Toward an OB Discipline
Social psychology
Psychology
Behavioural
science
Contribution Unit of
analysis
Output
Anthropology
Sociology
Political science
Study of
Organizational
Behaviour
Organization
system
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Formal organization theory
Organizational technology
Organizational change
Organizational culture
Conflict
Intraorganizational politics
Power
Organizational culture
Organizational environment
Behavioural change
Attitude change
Communication
Group processes
Group decision making
Group
Comparative values
Comparative attitudes
Cross-cultural analysis
Individual
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21. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
The Rigour of OB
•OB looks at consistencies
–What is common about behaviour, and helps
predictability?
•OB is more than common sense
–Systematic study, based on scientific evidence
•OB has few absolutes
•OB takes a contingency approach
–Considers behaviour in context
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22. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Bottom Line: OB Is For Everyone
•Organizational behaviour is not just for
managers.
–The roles of managers and employees are becoming
blurred in many organizations.
–Managers are increasingly asking employees to
share in their decision-making processes rather
than simply follow orders.
•OB applies equally well to all situations in
which you interact with others: on the
basketball court, at the grocery store, in
school, or in church.
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23. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications
•OB is a field of study that investigates the
impact that individuals, groups, and structure
have on behaviour within an organization.
•OB focuses on improving productivity,
reducing absenteeism and turnover, and
increasing employee job satisfaction and
organizational commitment.
•OB uses systematic study to improve
predictions of behaviour.
AIT - MBA / Department of Management
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