Orgnization Behavior an Introduction

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1ORGANIZATIONAL BEHAVIOR

H. V. Kothari

Email:[email protected]



“Behavior is a mirror in whichevery one displays his own image”

We are all serving a life sentence,

and good behaviour is our onlyhope for a pardon.

Doug Horton

BEHAVIOR is what a man does, notwhat he thinks, feels, or believes

Quotations



What is an Organization?

An organization is a

collection of people

who work together to

achieve individual and

organizational goals.



What is Organizational Behavior?

Organizational behavior

(OB) is the study of

factors that affect howindividuals and groups

act in organizations and

how organizationsmanage their

environments.





The study of organisational behaviour (OB)

embraces an understanding of -

• The behaviour of people

• The process of management

• The organisational context of management

• Organisational processes and the execution of

work

• Interactions with the external environment of which the organisation is part



The meaning of OB

OB is a convenient shorthand that refers to the numerous interrelated influences on, and patterns of behaviour of people within organisations

Porter, Lawler and Hackman

The study and understanding of the individual and group behaviour and patterns of structure in order to help to improve organizational performance and effectiveness



Components of Organizational

Behavior

Understandingorganizational behavior

requires studying

Individuals in Organizations

Group and Team Processes

Organizational Processes



Influences on OB

• Individuals

• Groups

• The organisation itself

• The environment



Individuals

• Are a central feature of OB

• Are a necessary part of any behavioural set • Bring to the organisation their personality, skills

and attributes, values, needs and expectations

•Can create conflict if their needs and the demands

of the organisation are incompatible



Management and the individual

Management’s task is to integrate the individual &

the organisation, providing a workingenvironment that permits the satisfaction of

individual needs & attainment of organisation

goals



Groups

• Exist in all organisations

• Are essential to organisational working and

performance

• Comprise a range of different individuals

• Can develop their own hierarchies and leaders



Groups

• Can have a major influence on behaviour andperformance of individual members

• Have their own structures and functions, rolerelationships and influences and pressure

An understanding of group structure and behaviour complements a knowledge of individual behaviour



The organisation

• Individuals & groups interact within the

structure of the formal organisation

• Organisational structure is created bymanagement to:

- establish a relationship between individuals &

groups

- provide order and systems to direct efforts of

the organisation into goal seeking activities



The organisation

• The formal structure allows people/groups to

carry out organisational activities to achieve aims

& objectives

• Behaviour is affected by patterns of organisational

structure



Environment

The environment affects the organisation through:

• technological & scientific development

• economic activity

• social & cultural influences• government activities



Environment

The effects of the operation of the organisation

within its environment are reflected in the:

• management of opportunities & risks

• successful achievement of organisational aims &

objectives



Environment – its rate of change

The increasing rate of change in environmentalfactors highlights the need to study the totalorganisation & the processes used to adapt toexternal demands

Example: globalisation has placed greater emphasis onorganisational processes rather than organisationalfunctions



The organisational iceberg

One way to recognise why people behave as they do

at work is to view an organisation as an iceberg

What sinks a ship isn’t always what sailors can see,

but what they can’t see

Hellriegal, Slocum, & Woodman




What sinks a ship isn’t always

what sailors can see, but what

they can’t see.




Formal (overt) aspects

• Customers

• Technology• Formal goals

• Organisational design

• Financial resources

• Physical facilities

• Rules & regulations

• Surface competencies & skills




Behavioural (covert) aspects

• Attitudes

• Communication patterns• Informal team processes

• Personality

• Conflict • Political behaviour

• Underlying competencies & skills

C ib i i i li h O



Contributing Disciplines to the OB

Field




Field (cont’d)




Field (cont’d)




Field (cont’d)




Field (cont’d)

.



Basic OB Model, Stage I



The Dependent Variables

x

y



The Dependent Variables (cont’d)

.

.












The Independent Variables

Independent Variables

Individual-Level Variables

OrganizationSystem-Level

Variables

Group-Level Variables



Basic OB

Model,

Stage II



Goals of Organizational Behavior

Prediction ControlExplanation



Challenges for Organizational Behavior

Using new information technology to

enhance creativity and organizational

learning.

Managing human resources to increasecompetitive advantage.

Developing organizational ethics and well-

being. Managing a diverse work force.

Managing the global environment.



• Information technology : Thecomputer systems and softwarethat organizations use to speed theflow of information around anorganization and to better link people and subunits within it.

• Creativity : The decision-making

process that produces novel anduseful ideas that lead to new orimproved goods and services or toimprovements in the way they areproduced.

Challenge 1:

Using New Information Technology to

Enhance Creativity and Organizational Learning



New Ways to Increase Performance

• Reengineering: A complete rethinking andredesign of business processes to increaseefficiency, quality, innovation, or responsiveness tocustomers.

• Restructuring: Altering an organization’s

structure (e.g., by eliminating a department) tostreamline the organization’s operations andreduce costs.

• Outsourcing: Acquiring goods or services from

sources outside the organization.• Freelancers: Independent individuals who

contract with an organization to perform specificservices.



Challenge 3

Developing Organizational Ethics and Well-Being

• Ethics: Rules, beliefs, and values that outline the

ways in which managers and workers should

behave when confronted with a situation in which

their actions may help or harm other people inside

of or outside an organization.

• Well-being: The condition of being happy, healthy,

and prosperous.

• Social responsibility : An organization’s moralresponsibility toward individuals or groups outside

the organization that are affected by its actions.





Diversity Challenges

Decision Making

andPerformance Flexibility

Fairness

and

Justice



Some Other Challenges



Motivation

ImprovingPeople Skills

Communication

Teamwork



The Challengeof Globalization

Working in

Foreign

Countries

Working with

Multicultural

Diversity



Empoweringthe Workforce

Managers

Are Giving

Up Controls

Workers Are

Accepting

Responsibility



Coping with “Temporariness”

The Nature

of Work Is

Changing

Organizations

Are Also

Changing



DecliningEmployee Loyalty

Workforce

Motivation

Global

Competition



Improving

Ethical Behavior

Provide in-house advisers

Create protection mechanisms

Write and distribute codes of ethics

Offer seminars, workshops, and training



Expectations of individual andOrganization







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Orgnization Behavior an Introduction