Dr. Daisy ChauhanAssociate Professor (OB)Management Development InstituteGurgaondaisy@mdi.ac.in9818762933

CHALLENGES & OPPORTUNITIES FOR OBResponding to Economic Pressures/GlobalisationManaging Workforce DiversityWorking in Networked OrganizationsCoping with TemporarinessRising customer expectations: Improving quality of Products & ServicesManaging uncertainty and ambiguityImproving People SkillsStimulating Innovation and ChangeHelping Employees balance Work/Life conflictCreating Positive Work EnvironmentImproving Ethical Behaviour

Changes in Organisational Structures/ProcessesLean and flat organisational structuresLess bureaucratic and more speedier processes Benchmarking & following of best practices and innovative processesAdopting new organisational forms: Partnerships, JVs, forward/backward integrationsGreater demand from stakeholders for transparency

Relevance of OBEnvironmental FactorsInfluence on Organisations

Skills requiredGlobalisationChanging nature of jobsDiverse & changing workforceOrganizations need to be: FlexibleFast-pacedKnowledgeableEthicalInnovative

Interpersonal SkillsContinuous learning Being Emotionally well- groundedNetworking Cultural AdaptabilityAdaptability to changeAbility to work as team members & team leadersAbility to tolerate, manage & cope with stress

Objectives of the CourseHelp Managers deal with Practical day-to-day ProblemsGain insight into the psychological processes affecting behaviour and performanceUnderstand various factors affecting human behaviour and how to manage themUnderstand group dynamics in organisationsHelp improve your interpersonal skills to be able to better deal with people and to that extent influence them.

In organisations we need to understand, predict and influence the behaviour of others.

To understand cause-effect relationship.

Complement Intuition with Logic by adopting a systematic approach to improve the ones predictive ability about human behaviour.

To apply all concepts related to other functional areas like marketing, Finance etc. on people.

INDIVIDUAL LEVELGROUP LEVELORGANISATION SYSTEMS LEVEL

If we know the person

If we know how the person perceived the situation and what is important to him or her.

Why is some behaviour seen as non-rational by an observer?

He does not have access to the same information or does not perceive the environment in the same manner.

Intentions are not seen (unless stated), only behaviour is seen.

At the Individual LevelIdentify strengths and weakness and realise ones potentialUnderstand self and self in relation to othersEncourage you to question your assumptions about human behaviourAnalyse behaviour patterns and their influence on othersEncourage you to look at issues from different perspectives

At the Group Level

Understand group processes & group dynamics

Help you to be an effective team member/team leader through better Inter-personal relationships

Develop in you the ability to motivate and influence others

Two Ways of Understanding Human BehaviourInternal Perspective: Thoughts, Feelings, Needs, Experiences.Actions and behaviours explained in terms of their background (history) and personal value systemPersonality of individuals: Type, Characteristics & Orientation External Perspective: External events, Environmental Forces and consequences , Inter-personal relationships and group dynamics

Age is a barrier to learning.Happy workers are Productive Workers or happiness leads to productivity.Working collectively is better than working individually. Experience makes a man perfect.Men make better leaders than women.Past success is a guarantee for future success.Work pressure causes stress.

Planning: Defining organisaitonal goals, establishing overall strategy, Developing comprehensive set of plansOrganising:

Designing structure, deciding on who does what, how, whom to report etc.Leading:

Motivating people, directing, coordinating, resolving conflicts

Controlling:

Monitoring, comparing with goals, correcting

Management Roles(Henry Mintzberg)Interpersonal Roles:1.Figurehead: Ceremonial and symbolic duties2.Leader: Hiring, Training, Motivating and Disciplining3.Liaison: Developing and Maintaining Contacts with outsiders

Informational Roles:4.Monitor: Collecting information for organisational purposes5.Disseminator: Transmitting information to organisational Members6.Spokesperson: Represent the organisation to outsiders

Decisional Roles:7.Entrepreneur: Initiate and oversee new projects8.Disturbance Handler: Take corrective action in response to problems9.Resource Allocator: Allocating human, physical and monetary resources10. Negotiator: Discuss and Bargain

MANAGEMENT SKILLSStatements 1, 5, and 9-Technical SkillsStatements 2, 6, & 10-Interpersonal SkillsStatements 3, 7, & 11-Conceptual SkillsStatements 4, 8, & 12-Diagnostic Skills

Interpretation:12 and above - High Score7-11- Average ScoreUpto 6-Low score

Management SkillsTech.SkillsTechnical skills

Technical SkillsTop Mgt.Middle Mgt.Lower Mgt.Human SkillsHuman SkillsHuman SkillsConceptual /Diagnostic skillsConceptual /Diagnostic SkillsConceptual /Diagnostic SkillsAll other factors being constant, People/Human Skills is the Differentiator for Effectiveness and Success

THE OB MODELTwo sets of variables in the OB Model:1. Dependent Variables2. Independent Variables

Dependent Variables:ProductivityAbsenteeismAttritionOrganisational Citizenship

THE OB MODEL (Contd.)INDEPENDENT VARIABLES:

1. Individual Level VariablesBiographical characteristics (age, gender)Personality characteristics (extroversion, conscientiousness)Emotional FrameworkValues & AttitudesBasic Ability levels2. Group Level Variables:Interpersonal relationships & interpersonal conflictsGroup cohesivenessTrust and OpennessCommitmentLeadershipPower & Politics3. Organisation Systems Level Variables:Organisational CultureOrganisational Structure Policies & Practices

OB DISCIPLINE

BehavioralScienceContributionUnit of AnalysisOutputPsychologyLearning, Motivation, Personality, Emotions, Perception, Training, Leadership Effectiveness, JS, Individual DM, PAS, Attitude Measurement, Employee Selection, Work Stress

IndividualSTUDY OF

OB

SociologyGroup Dynamics, Work Teams, Communication, Power, Conflict, Inter-group Behaviour

Formal Orgn. Theory, Technology, Change, CultureGroupSocial Psy.Behavioural Change, Attitudinal Change, Communication, Group Processes, Group DMAnthropologyComparative Values & Attitudes, Cross-cultural AnalysisOrganisational culture and Env.Org. SystemPol.Sc.Conflict, Intra-organisational Politics,Power

Professional CompetenciesA competency is an interrelated set of abilities, behaviours, attitudes and knowledge needed to be effective in managerial positionsThe Seven foundation competencies are:Managing SelfManaging CommunicationManaging DiversityManaging EthicsManaging Across CulturesManaging TeamsManaging Change

Interpretation of Scores20-39-Very Low

40-59-Low

60-74-Average

75-89-Good

90-100-Outstanding

Managing SelfUnderstand your own and others personality and attitudesPerceive, appraise and interpret accurately yourself, others and the immediate environmentUnderstand an act on own and others work related motivations and emotionsAssess and establish your own developmental, personal and work related goalsTake responsibility for managing yourself and your career over time through stressful circumstances

Managing CommunicationConvey information, ideas and emotions to others to get the desired response

Provide constructive feedback to others

Engage in active listening

Communicate effectively through verbal and written communication

Use and interpret non-verbal communication

Use computer based (electronic) resources

Managing DiversityFoster environment of inclusion with people who possess characteristics different from your own

Learn from people of different characteristics, experiences, perspectives and background

Manage interpersonal conflict

Managing Across CulturesHandle managerial issues through global mind set.Think globally and act locallyWork-related cultural values:Individuals-Collectivism Uncertainty avoidancePower DistanceAvoiding Stereotypes

Managing TeamsIdentify the circumstances when team approach is appropriate and the type of team to useSet clear performance goalsParticipate and provide leadership in defining responsibilities Demonstrate a sense of mutual and personal accountability for the achievement of team goalsResolve personal and task-related conflicts among team members.

Managing ChangeDiagnose the reasons for resistance to changeSeek involvement of people concerned in the change processDecide on who, what, why, when, and how the change process is to be initiated and implementedSeek and apply new knowledge for constant learning and improved methods of working and achieving goals.

Lack of Clarity: While accepting and giving jobs Lack of Empathy Becoming Demotivated easily Poor Listening Skills Not seeking/giving Feedback Undermining the importance of IPR

Group AssignmentDiscuss in your Groups:

Some people-related problems you have faced in your organisation What according to you was/were the cause(s) of the problems How did you deal with them and what helped you in effectively dealing with them.Were there any which you could not handle?

Assignment to be submitted by 8th July, 2013. (10 Marks)