OB – Individual & Group Behavoiur - EFPM

8/6/2019 OB Individual & Group Behavoiur - EFPM

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OB Individual & Group

Behavoiur

EFPM OB2 (R09-4)

February 1 20, 2011


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Outline

OB Overview of theoretical paradigm in microbehaviour

Personality Constructs Integration with work place

Interpersonal process in work organization

Job stress theoretical review Motivational Constructs in OB

Groups in Organization Group dynamics &decision process

Select behavioural issues in organizationalbehaviour retention, attrition and turn over


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Outline

Attitudes and related organizational issues Job satisfactions, Job Involvement and

engagement in work organization Organizational Commitment and work behaviour Organizational support and justice in

organization Power and politics in work organization

Leadership in organizational Creating highperforming organization Cultural issues and diversity management Critical issues in OB research


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Evaluation

Article presentation as per the guideline

provided by the participants 30%

Personal Learning paper of each session(individual assignment) - 30%

A research paper to be submitted by the

participants after selecting a topic 40%


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CRITICAL COMPETENCIES OF OB

PROFESSIONALS

BUSINESS KNOWLEDGE OF FINANCE,

STRATEGY, MASTERY OF MARKETING AND

OPERATION.

UNDERSTANDING THE COGNITIVETHEORIES OF OPERATIONAL HR TOOLS.

APPLICATION OF HR MODELS FOR

MANAGEMENT OF CHANGE PROCESS IN

THE NEW WORK ORGANIZATIONS.


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KEY ELEMENTS OF OB

INTERNAL ENVIRONMENT:INTERNAL ENVIRONMENT: People - Internal Social Systems of the

Organization(both individual & group).

Structure - Official relationships of people in

the organization. Technology -Resources with which people

work & affects the task that they perform.

EXTERNAL ENVIRONMENT


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FOUR OB MODELS

AUTOCRATIC

CUSTODIAL

SUPPORTIVE

COLLEGIAL


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THEORETICAL

FRAMEWORK OF OB COGNITIVE FRAMEWORK.

BEHAVIOURISTIC FRAMEWORK.

SOCIAL LEARNING FRAMEWORK.

SOBC FRAMEWORK


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PERSONLITY & PERFORMANCE

CONDITIONS

Information Processing- Complex or simple

Initiative - Independent

Compliance &

Conformity

Motivation - Work with

High reward & Effort.

Low effort & Reward

PERFORMANCE

Internal Performsbetter.

Internal PerformBetter.

External PerformsBetter.

External PerformsBetter.

External PerformsBetter


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07/18/11 Abhijit Gangopadhyay - XLRI,Jamshedpur

10

A Social Learning Approach toOrganizational Behavior

OrganizationalParticipants

OrganizationalEnvironment

Organizational Behavior

Participants control their ownbehavior to the extent that they

rely on cognitive support &

manage relevant environmental

cues & consequences.

Cognitive representation

of reality, help guide org

behavior.

Much of complexbehavior is acquired

by directly observing

& imitating others


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11

The Basic Human Capabilities according to

Banduras Social Cognitive Theory (SCT)

Symbolizing

Employeesprocess visualexperiencesinto cognitivemodels (apple)that then serve

as guides forfuture actions(rememberinghis nameeasily).

Forethought

Employees plantheir actions(what I amgoing to do),anticipate theconsequences

(what I amgoing to do forit), anddetermine thelevel of desiredperformance(what myperformance

goal is).

Observational

Employees learnby observing theperformance ofreferent (peersor supervisors)and credibleothers (highperformers), andtheyconsequencesthey receive fortheir actions(what they getfor it)

Self Regulatory

Employees selfcontrol theiractions by settinginternal standards(aspired level ofperformance) andby evaluating thediscrepancybetween thestandard and theperformance(where do Istand?) in order toimprove it.

Self ReflectiveEmployeesreflect back ontheir actions(how did I do?)and perceptuallydetermine howstrongly they

believe they cansuccessfullyaccomplish thetask in the futuregiven the context(0-100 certainty).


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A Conceptual Framework for the Study of

Organizational Behavior

> Environmental Context

2. Info Tech (IT)

> Organizational Context

3. Design & Culture

4. Reward SystemDynamics

8. Stress and Conflict

9. Power & Politics

10. Groups & Teams

Managing &

Leading for HighPerformance

11. Job design & goals

12. Behavioral

Management

13. Leadership

Process

14. Great Leaders

Social

cognitive

TheoryOrganizational

Behavior

Cognitive Process

5. Personality & Attitudes

6. Motivational needs & Process

7. Positive Organizational Behavior


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13

Models of OB

Four Models


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1. AUTOCRATIC MODEL

1

Basis of Model Power

2 Managerial Orientation Authority

3 Employee Orientation Obedience

4 Employee Psychological Result Dependence

on boss

5 Employee Needs Met Subsistence

6 Performance Result Minimum


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2. CUSTODIAL MODEL

1 Basis of Model EconomicResources

2 Managerial Orientation Money

3 Employee Orientation Security &Benefits

4 Employee Psychological Result Dependenceon

Organization

5 Employee Needs Met Security

6 Performance Result PassiveCooperation


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3. SUPPORTIVE MODEL

1 Basis of Model Leadership

2 Managerial Orientation Support

3 Employee Orientation JobPerformance

4 Employee Psychological Result Participation

5 Employee Needs Met Status &Recognition

6 Performance Result Awakened

Drives


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4. COLLEGIAL MODEL

1 Basis of Model Partnership

2 Managerial Orientation Team Work

3 Employee Orientation Responsibility

4 Employee Psychological Result Self Discipline

5 Employee Needs Met Self Actualization

6 Performance Result ModerateEnthusiasm


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Models of Organizational Behavior1.Autocratic 2. Custodial 3. Supportive 4. Collegial

Sr.

No

Autocratic Custodial Supportive Collegial

1 Basis of model Power EconomicResources

Leadership Partnership

2 ManagerialOrientation

Authority Money Support Team Work

3 EmployeeOrientation

Obedience Security &Benefits

JobPerformance

Responsibility

4 EmployeePsychologicalResult

Dependence onboss

Dependence onOrganization

Participation Self Discipline

5 Employee needsmet

Subsistence Security Status &Recognition

Self

Actualization

6 PerformanceResult

Minimum PassiveCooperation

AwakenedDrives

ModerateEnthusiasm


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Nonjobs in the New Economy

1. Would you consider a job that kept you at

home for a significant part of the week?

Advantages / Disadvantages?

2. List out the challenges of managing employeesfor the organization.

3. Evaluate the impact of new work place and

need to study micro-ob concepts like

motivation, personality, group dynamics etc?


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Nonjobs in the New Economy

1. Would you consider a job that kept you at

home for a significant part of the week?

Advantages / Disadvantages?

2. List out the challenges of managing employeesfor the organization.

3. Evaluate the impact of new work place and

need to study micro-ob concepts like

motivation, personality, group dynamics etc?


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ORGANIZATIONAL BEHAVIOR

What is

Organisational Behavior


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1. Define organizational behavior (OB).

2. Describe what managers do.

3. Explain the value of the systematic study of OB.4. List the major challenges and opportunities for

managers to use OB concepts.

5. Identify the contributions made by major

behavioral science disciplines to OB.

LE

A

R

N

ING

O

B

JEC

TIV

ES


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6. Describe why managers require a

knowledge of OB.7. Explain the need for a contingency

approach to the study of OB.

LEA

R

NI N

G

O

BJEC

TIV

ES

(cont d

)


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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals


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Where Managers Work


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Management Functions

ManagementManagement

FunctionsFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling


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Management Functions (contd)


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E X H I B I T 1-1a

Mintzbergs Managerial Roles


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E X H I B I T 1-1b


(contd)


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E X H I B I T 1-1c


(contd)


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Effective Versus Successful


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Effective Versus SuccessfulManagerial Activities

(Luthans)1. Traditional management

Decision making, planning, and controlling

1. Communications

Exchanging routine information and processing

paperwork

1. Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

1. Networking

Socializing, politicking, and interacting with others

1. Traditional management

Decision making, planning, and controlling

1. Communications

Exchanging routine information and processing

paperwork

1. Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

1. Networking

Socializing, politicking, and interacting with others


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E X H I B I T 1-2

Allocation of Activities by Time


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Enter Organizational Behavior


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Contributing Disciplines to the

OB Field

E X H I B I T 1-3a


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OB Field (contd)

E X H I B I T 1-3b


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OB Field (contd)

E X H I B I T 1-3c

C


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OB Field (contd)

E X H I B I T 1-3d

C ib i Di i li h


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OB Field (contd)

E X H I B I T 1-3f


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Ch ll d O t it f


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Challenges and Opportunity for

OB Responding to Globalization

Managing Workforce Diversity

Improving Quality and Productivity

Responding to the Labor Shortage

Improving Customer Service

Ch ll d O t it f


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Challenges and Opportunity for

OB (contd) Improving People Skills

Empowering People

Coping with Temporariness

Stimulation Innovation and Change

Helping Employees Balance Work/Life

Conflicts Improving Ethical Behavior


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E X H I B I T 1-6

Basic OB Model, Stage I


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The Dependent Variables

x

y

Th D d t V i bl


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(contd)

Th D d t V i bl


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(contd)

Th D d t V i bl


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(contd)

Th D d t V i bl


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(contd)


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The Independent Variables

IndependentIndependentVariablesVariables

Individual-LevelIndividual-Level

VariablesVariables

OrganizationOrganization

System-LevelSystem-Level

VariablesVariables

Group-LevelGroup-Level

VariablesVariables


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KEY ELEMENTS OF OBINTERNAL ENVIRONMENT:INTERNAL ENVIRONMENT:

People - Internal Social Systems of the

Organization(both individual & group).

Structure - Official relationships of people in

the organization. Technology -Resources with which people

work & affects the task that they perform.

EXTERNAL ENVIRONMENT

Documents

OB – Individual & Group Behavoiur - EFPM