What is Organizational behavior

By: Ms. Savitha K CKSVIM, Vadodara

The Importance of Interpersonal skills

Developing managers interpersonal skills is closely tied to the need for organizations to get and keep high performing employees. Regardless of labor market conditions , outstanding employees are always in short supply Managers cannot be successful only with technical skills , but also have to be good with people skills

What managers do
Managers : persons , who get things done through other people. Organization : is 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.

1.Management functions
Planning Organizing Leading Controlling

2.Management roles (Henry Mintzberg)

Interpersonal 1. Figurehead 2. Leader 3. Liasion Informational 1. Monitor 2. Disseminator 3. Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator

3. Management Skill
Technical skills Human skills Conceptual skills

4. Effective

versus Successful Managerial Activities (Fred Luthans)

According to Luthans , managers are engaged in four managerial activities 1. Traditional management : decision making , planning , controlling 2. Communication : exchanging routine information and processing paperwork 3. Human resource management : motivating , disciplining, managing conflict , staffing & training.

4. Networking :socializing , politicking , and interacting with outsiders.

WHAT IS OB It is a field of study that investigates the impact that individuals , groups and structure have on behavior within organizations , for the purpose of applying such knowledge toward improving an organization's effectiveness.

Replacing Intuition with Systematic Study

Intuition
A feeling not necessarily supported by research.

Systematic study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors.

Disciplines that Contribute to the OB field

1.Psychology:

Learning, individual Behavior, Personality, perception, work design work stress, training, motivation
2. Social Psychology: work teams, group dynamics, power, conflict,

intergroup behaviour
3. Sociology:

change, communication, decision making organizational culture, environment conflict, intra-organisational politics, power
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4. Anthropology:

5.Political Science:

The Study of Organizational Behavior

Psychology Individual Sociology

Social Psychology

Group

Study of Organizational Behavior

Anthropology

Organization
Political Science Prentice Hall, 2001 11

Challenges and Opportunities for OB

1.Responding to Globalization
(a) Increased foreign assignments (b) Working with people from different cultures (c ) Coping with anti-capitalism backlash (d) Overseeing movement of jobs to countries with low-cost labor (e) Managing people during the war on terror

2 . Managing Workforce Diversity

1. Embracing diversity 2. Changing demographics 3. Implications for managers

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Challenges and Opportunities for OB (contd)

1. Improving Quality and Productivity 2. Improving customer service 3. Improving peoples skills 4. Stimulating innovation and change 5. Coping with temporariness 6. Working in networked organizations 7. Helping employees balance work-life conflicts. 8. Creating a positive work environment 9. Improving ethical behavior
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Basic OB Model, Stage I

Model
An abstraction of reality.

A simplified representation of some real-world phenomenon.

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The Dependent Variables

Dependent variable
A response that is affected by an independent variable.

x
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Variables
1. Productivity An organization is productive it it achieves its goals and does so by transferring inputs to outputs at the lowest cost. Productivity includes effectiveness and efficiency.

Effectiveness Achievement of goals.

Efficiency The ratio of effective output to the input required to achieve it. Why it is dependent variable : employees & customers
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The Dependent Variables (contd)

Absenteeism
The failure to report to work.

Turnover
The voluntary and involuntary permanent withdrawal from an organization.

Organizational citizenship behavior (OCB)

Discretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization.
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Organizational citizenship behavior (OCB)

Company A is a manufacturing company which produces consumer goods. It maintains high levels of productivity and quality standards because the employees of the production cycle are innovative and escalate issues on notice immediately. This enables to maintain the productivity and quality standards. The fact that the employees of production cycle are innovative gets their behavior influenced in various conditions and their behavior outcome is for good.

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The Dependent Variables (contd)

Job satisfaction
a positive feeling about one's job resulting from an evaluation of its characteristics. It presents the attitude. Deviant workplace behavior : as voluntary behavior that violates significant organizational norms and in doing so threatens the well-being of the organization or its members .

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The Independent Variables

Independent variable
The presumed cause of any change(s) in the dependent variable.

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables

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1. Individual level variable : people enter organizations with certain intact characteristics that will influence their behavior at work . Such as age, gender, marital status , personality , emotional framework , values and attitudes , and basic ability levels. 2. Group level variables : people's behavior is different in group as compare to when they are alone. 3. Organization System-level variable : the design of formal organization , the organization's internal culture , and the organization's human resource policies and practices all have impact on dependent variable.

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Challenges & Opportunities for Organisation Behaviour

Creation of Global Village
Factors responsible Working with people from diverse cultures Change in Scenario Trade Barriers reduced Labour has acquired skills Mobility has increased

Challenges & Opportunities for Organisation Behaviour

Adapting to Different People
Managing Workforce Diversity
Recognize cultural & lifestyle disparities Major impact on Management Practices Training for Managing Diversity

Challenges & Opportunities for Organisation Behaviour

Improved Quality & Productivity
TQM: Emphasis on continuous improvement all organsational processes for enhancement of customer satisfaction RE-ENGINEERING Seeks to improve quality & productivity by bringing about radical changes in business process. CHANGE Need to bring about change in attitudes & behaviour of employees.

 Improving People Skills

Challenges & Opportunities for Organisation Behaviour

People Skills the key to success Understand own behaviour Understand other peoples behaviour

Management Control to Empowerment

Operating level employees are being given given freedom Preparing work schedules Selecting work procedures Finding solutions to problems at work

Empowerment is changing
Leadership styles Relationships Design of work Structure of organisation

Environmental Challenges
Integration of Economies Global Competition Advancement of Information Technology

Environmental Developments

Quality Revolution

Diversity