Organizational Behavior Leadership Theories Trait theories Behavioral theories Ohio state studies University of Michigan Studies Managerial

erial grid

Contingency theories Fiedlers contingency model

P eop P leas

 Hersey & Blanchards Situational theory 1. Telling Style ( HT , LR) 2. Selling Style ( HT , HR) 3. Participating Style ( LT , HR) 4. Delegating Style ( LT , LR) Leader Member Exchange theory Change Management Resistance to change: Sources

Overcoming Resistance to change:

Approaches to managing Organizational change Kurt Lewins three step model movement refreezing

Unfreezing

Kotters eight step plan 1. Create a sense of urgency 2. Establishing a powerful group to guide the change 3. Develop a vision 4. Communicate the vision 5. Empower staff 6. Ensure there are short term wins 7. Consolidate gains 8. Institutionalize the change in culture of the organization

Stress Management A dynamic condition in which an individual confronts opportunity, uncertainty of resources, workload, individual desires which demand satisfaction and for all of which the outcome is perceived to be both uncertain and important.

Caus

Potential So Inefficient system

Environmental Fa Inconsistent &

Organizational Culture Characteristics of an organizations culture: Innovation & risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability

Employees learn about culture in the following ways: Stories Rituals Material Symbols Language

Functions of organizational culture It gives a sense of identity to workers. It helps to generate commitment among employees It serves to clarify & reinforce standards of behavior

Managing Organizational culture: 1. Taking advantage of the existing culture 2. Transmitting the organizational culture Role of leaders Socialization Process of selection Types of Organizational Culture: 1. Academy An organization that provides opportunities for people to master many different jobs and to move from one to the next. 2. Club- Organization that is highly concerned with getting people to fit in and be loyal. 3. Baseball team People in such organizations tend to be entrepreneurs who take risk & are awarded for their success. 4. Fortress A company facing hard times & preoccupied with survival.

Approaches describing the organizational culture No single framework for describing the values in organizational culture has emerged; however several frameworks have been suggested and The Udai Preek Approach is one of them which is based on the following eight values: openness confrontation trust authenticity proactively autonomy collaboration experimentation

Power and Politics Defining Power: The capacity or potential to influence behavior Power is a function of dependency

Bases of power Reward Power: Salary, Bonus, Promotion Coercive Power: Forcing someone to do something Legitimate Power: Based on position; mutual agreement Referent Power: Based on interpersonal attraction Expert Power: Based on knowledge or info value

W tC a s e h r t D a ee
Politics: Power in action Activities that are not required as part of ones formal role in the organization, but that influences the distribution of advantages and disadvantages within the organization Political Behavior: a) Legitimate b) Illegitimate

I prac m t ne o

How

Perception Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categorize this information and how to interpret it within the framework of existing knowledge. It is the process of selection & organization of environmental stimuli and interpreting them to provide meaningful experiences for the perceiver. Factors influencing Perception: A number of factors operate to shape and sometimes distort perception. These factors can reside in the perceiver, in the object or target being perceived or in the context of the situation in which the perception is made. The Perceptual process 1. Sensation: An individuals ability to detect stimuli in the immediate environment. 2. Selection: The process a person uses to eliminate some of the stimuli that have been sensed and to retain others for further processing 3. Organization: The process of placing selected perceptual stimuli into a framework for storage. 4. Translation: The stage of the perceptual process at which stimuli are interpreted and given meaning.

Perceptual P

Receiving Sti (External & Inte

Shortcuts in judging others/ Perceptual Errors Selective Perception: People selectively interpret what they see on the basis of their interests, background & experience. Halo Effect: Drawing a general impressions about an individual on the basis of a single characteristics. Contrast Effect: Evaluation of a persons characteristics that are affected by comparisons with other people recently encountered. Projection: Attributing one's own characteristics to other people. Stereotyping: Judging someone on the basis of ones perception of the group to which that person belongs.

Perceptual Organization: It is a process by which people group environmental stimuli into recognizable patterns. Factors influencing Perceptual Organization: Continuity Closure Proximity Similarity