organizational behaviour and group dynamics.pptx

ob and group dynamics

1. Organizational behaviour

2. ob Organizational behaviour is the study of both group and individual performances and activities within an organization. It examines the human behavior in the work environment and determines its impact on job structure, performance, communication, motivation, leadership, etc.

3. defenitions Organizational behavior is the study of application of knowledge about how people act within organization. It is human tool for human benefit and applies behavior of people in all types of organizations . Keith Davis Organisational behaviour is directly concerned with under-standing, production and management of human behaviour in organizations. - Fred Luthans

4. concept It is the field of study which investigates the impact that individuals, groups and structure have on their behavior within the organization.   It is the study and application of knowledge about how people act within the organization.   It is the human tool for human benefit. It applies broadly to the behavior of the people in all types of organizations such as business, government, schools and service organization.

5.   It covers three dimensions of behavior in an organization: individuals, groups and structure.   Organization behaviour is the field of application and applies the knowledge gained about individuals and effect of structure of behavior in order to make organization more effective.   Organization behavior covers the core topics of motivation, leadership, behavior and power.

6. approaches Behavioristic Cognitive Social learning

7. behaviouristic This approach is the outcome of the efforts by Pavlov and John B. Watson. They made an effort to establish the importance of observable behavior in learning. They tried to explore and understand behavior in terms of stimulus-response.

8. cognitive The cognitive approach draws its inputs from various sources. Cognition takes place before the actual behavior , thereby forming an important input in an individual's thinking process or perception and processing of information.

9. cognitive Cognition takes place before the actual behavior , thereby forming an important input in an individual's thinking process or perception and processing of information. Cognition definitely plays an important role in determining behavior .

10. Social learning The social learning approach is a behavioural approach. This approach goes by the belief that people are aware of their behaviour and thus are engaged in purposive behavior . People are aware of their environment and try to modify and create the environment, which provides reinforcing variables.

11. Organizational behavioral model Davis OB model Decision making model Robbins model

12. Defining the problem Determination of the process   Time scale Gathering information   Identify the alternatives implimentation

13. variables

14. Robbins model Independent variables Individual level Group level Organization system

15. challenges

16. Kurt Lewin

17. group is a social unit which consists of a number of individuals who stand in definite status and role relationship to one another which possess a set of values or norms of its own, regulating the behavior of individual members at least in matters of consequence to the group. -Sheriff and Sheriff

18. Group dynamics is the study of groups and group process, the personal interrelationships among members of the group. Group dynamics refers to the complex forces that are acting upon every group throughout its existence which cause it to behave the way it does. It deals with the interactions and forces between group members in a social institution. -Stephen Robbins

19. Objectives of Group Dynamics To identify the social processes that impact group development and performance   To acquire skills necessary to intervene and improve individual and group activity   To build more successful organization

20. Principles of Group Dynamics   There should be good group cohesiveness within the group   The members of the organization should have a strong sense of belongingness   Group originates and function to achieve common goals

21. qualities of a group are:   A definite membership   Ability to act in a unitary manner   Group consciousness, group members should have collective perception of a decision   The group members have same goal   In group, there are interdependence between members to achieve goals   In groups, there are interactions between members

22. Types of group

23. This Photo by Unknown Author is licensed under CC BY-SA

24. formal Informal Task Command Social

25. Group development Dr. Bruce Tuckman forming- (orientation) Storming- (conflicting stage- accept the existence of the group) norming. (COHESIVENESS) Performing Adjourning- (dismissal)

26. FACTORS AFFECTING GROUP BEHAVIOUR Group member resources Group structure Group norms Group cohesiveness Group roles

27. Group structure Formal leadership Role identity Role perception Role expectation Role ambiguity Role conflict- inconsistency between perceived roles and role behavior group roles Social loafing: Social loafing is the tendency of individual to put less effort when working in a group.It may be usually seen in large group

28. Group role Work roles . involve a variety of specific roles as initiator, informer clarifier and summarizer. Maintenance roles are social and emotional activities that help members maintain their involvement in the group. The maintenance roles are harmonizer, encourager, and compromiser. Blocking roles are activities that disrupt the group and the activities are in the form of dominating discussions, verbally attacking other group members and distracting group with trivial information or humor .

29. Group norms are rules or guidelines of accepted behavior which are established by a group and used to monitor the behavior of its members. - Micheal Argyle Group norms are important in an organization as they regulate the activities or roles of members in the group to achieve the objectives and facilitate survival of the group. The norms may be of different types, like performance norms which determine the level of performance; the norms of equality that dictate equal treatment of all the members; social responsibility norms, and behavior norms which include norms that standardize the behavior of employees in the group.

30.   Group cohesiveness : Cohesiveness is the degree to which members are attracted to each other and are motivated to stay in the group. Cohesiveness refers to the degree and strength of interpersonal attraction among members of the group.

31. Group Decision-making Techniques This Photo by Unknown Author is licensed under CC BY

32. Brain storming: Brain storming is a group technique by which efforts are made to find out solution for a specific problem or decision-making by gathering ideas spontaneously contributed by the members in the group.

33. During brain storming, the group members sit together around a table and the group leader introduces the situation clearly to the group. The members should have a complete understanding of the issue. The members are encouraged to give suggestions regarding the idea. The group leader will record the ideas given by group members. Criticisms are not allowed. All the alternate suggestions are recorded, discussed and analyzed to formulate solutions. Nowadays some groups are utilizing electronic brain storming which allows group members to propose suggestion by means of e-mail or other electonic medias.

34. Nominal group technique (NGT): This technique was developed by Andre Delbecg and Andrew Van de Ven at the University of Wisconsin. In NGT the organizer explains the purpose of task and asks group members to write down their ideas without any discussion or communication.

35. They are asked to record their ideas and suggestions privately. Each member is allowed to share their ideas they have generated before the group. The group then discusses the idea and each group member independently rank-orders the ideas. The idea with the highest aggregate ranking determines the final decision . NGT is a structured group decision-making process in which members are requested to prepare a comprehensive list of their ideas in writing. This method helps to provide more information and alternatives to a situation.

36. Delphi technique: The group members are selected based on their specific knowledge and expertise in the subject. In Delphi technique a group of 15-20 experts are selected. All group members are given a structured questionnaire with questions relevant to decision-making. They complete and return the questionnaire after completing through e-mail, fax or online. The organizer summarizes the options of the experts and again sends back to the experts seeking their response to the results and ask. them to review the results. The process is repeated several times until an agreement among experts is obtained.

37. Didactic interactions: These types of interactions are used when the type of problem is such that it result in a 'yes' of 'no' solution. There may be two groups, one favoring yes and other favoring no. Both the groups discuss their views and find out strengths and weaknesses and finally result in mutual acceptance of facts or solutions.

38. Electronic meetings: the members in the group interact with the help of computers through connected computer terminals. The projector screen is used to show the individual suggestions. The group members sit around and issues are presented to participants and they type their responses on to their computer screens. These comments are displayed on a projection screen in the room. This method of meeting are significantly faster and cheaper.