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Udai Pareeks Understanding

Organizational Behaviour
Third Edition

Dr. Udai Pareek Revised and Updated by Prof. Sushama Khanna EMPI, New Delhi

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Chapter 1

Organizational Behaviour: Scope and

Processes

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

LEARNING OBJECTIVES
After studying this chapter, you will be able to: Understand the importance and scope of organizational behaviour (OB) Discuss the conceptual foundations of OB Appreciate the historical roots of and Indian contributions in the field of OB Distinguish between intraperson, interperson, and role processes Identify group, inter-group, and organizational processes Understand organizationenvironment interface and societal processes Understand managerial roles, functions and competencies

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Chapter 1 Organizational Behaviour : Scope & Process

Organizational Behaviour (OB) is an interdisciplinary behavioural science

studies phenomena and dynamics (processes) of organisations

relates these processes to their various human units discusses human units: individuals, roles, dyads, teams, interteams, organizations. and organization-environment interface

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Related Sciences of OB
OB is concerned with human units and interfaces and draws on several behavioural sciences

Units

Interfaces

Related Science

Individual Role
Dyad

Intra-person Person-Role
Interperson

Psychology Anthropology
Sociology

Team
Organisation

Interteam
Org-Environment

Social Psychology
Political Science

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Ancestors of OB
Periods Old World Civilisation (125-600 BC) Influences Zarathustra, Buddha, Confucius Laotse

Regional Civilisation ( 600-200 BC)

Roman Empire (AD200-600) New Order (AD 900-1321)

Plato, Aristotle, Chanyaka

Christian Church Islam, Guild System

Western Christendom (AD 1321-1763)

Industrial Revolution (AD 1763-1871)
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Renaissance, Locke, Pestalozzi, Rousseau

Herbart, Marx

Chapter 1: Organizational Behaviour: Scope and Processes

Precursors of OB

Robert Owen
Munsterberg Mary Follett

Worker welfare
Motivation, participation Motivation, participation

Fredrick Taylor
Hawthorne Studies McGregor

Scientific management
Social environment Theory X, Theory Y

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Evolution of OB
Roethelesberger (Hawthorne studies) McGregor Cyert & March Simon Dale, Woodward Emery & Trist 1925 1960 1963 1960 1952 1960 Social environment Theory X, Theory Y Theory of the firm Principles of management Organizational structure Socio-technical system Hierarchy of needs Alienation at work

Maslow
Blauner, Argyris

1957
1959-60

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Various trends in ob
The Systems approach - The various units in organization (human, material, information, finance) interact with each other to produce products and profits; they do not function in isolation. The Socio-technical systems approach The technology of production is a major determinant in the organization of firms. The Democratic approach - human dignity and participation of employees increases productivity. The Contingency approach - the appropriate managerial behaviour in a situation depends on the elements of that situation. The Interactional approach - there is continuous interaction between the so-called causes and effects and the effect can also become a cause.
Copyright 2011 Oxford University Press Chapter 1: Organizational Behaviour: Scope and Processes

PROCESS
- the very basis of OB - the underlying human and behavioural dimension of an organisation, and various groups and individual which constitute the organisation - can be contrasted with the structure on the one hand and with the content on the other

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Different Levels of Processes

The person:

Existential Processes

Interperson:
The Role : The Group :

Empathic Processes
Coping Processes Building Processes

Intergroup :
The Organisation : Org-Environment Interface:

Collaborative Processes
Growth Processes Influence Processes

The community:
The Society :

Self-Awareness
Value processes

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

MANAGERIAL ROLES

Interpersonal Roles

Informational Roles
Decisional Roles

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

INTERPERSONAL ROLES

Figurehead - The symbolic head who is required to perform a number of routine social or legal duties Leader - Responsible for motivating and activating subordinates as well as for sustaining and associated duties Liaison - Maintains a self-developed network of outsiders and contacts who provide favours and information

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Informational roles
Monitor - Receives wide variety of special and current information to develop thorough understanding of the organization and the environment Disseminator - Transmits information received from outsiders and subordinates to organization members. Spokesperson - Transmits information to outsiders about organization plans, policies, actions, and results.

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

DECISIONAL ROLES
Entrepreneur - Searches internally and externally for opportunities, initiates projects to bring about change. Disturbance handler - Responsible for corrective action when the organization faces important, unexpected disturbances

Resource allocation - Responsible for the allocation of resources, thereby making or approving all significant decisions. Negotiator - Responsible for representing the organization at major negotiations
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MANAGERIAL FUNCTIONS

Planning

Organizing

Managerial Functions
Controlling Leading

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Chapter 1: Organizational Behaviour: Scope and Processes

MANAGERIAL COMPETENCIES
Technical skills -

An ability to perform specialized tasks.

Human skills - An ability to work well with other

people.
Conceptual skills -

An ability to see and understand how the system works, and how the parts are interrelated.

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

KATZ MODEL OF MANAGERIAL COMPETENCIES

Copyright 2011 Oxford University Press

Chapter 1: Organizational Behaviour: Scope and Processes

Characteristics of Effective Managers

1. Self-awareness - Personality, Values, Needs, Cognitive style 2. Managing personal stress Time management, Goals, Activity balance 3. Creative problem solving - Divergent thinking, Conceptual blocks, Redefining problems

6. Establishing supportive relationship Listening, Empathizing, Counselling

7. Improving employee performance/motivating others Understanding needs/expectations, Rewards, Timing

8. Effective delegation and joint decision making - Assigning tasks, Evaluating performance, 4. Gaining power and influence - Sources of Autonomous vs joint decision power, Converting power to influence, making Beneficial use, not abuse, of power 9. Improving group decision making 5. Managing conflict - Sources of conflict, Chairing meetings, Avoiding pitfalls of bad meetings, Making effective Assertiveness and sensitivity, Handling presentations criticism
Copyright 2011 Oxford University Press Chapter 1: Organizational Behaviour: Scope and Processes