Organization Behavior

Managers Function and Skills

Managerial roles :
Decisional roles Interpersonal roles Informational roles

Managerial Skills :
Technical People conceptual

Seven Foundation Competencies

Logically integrated set of competencies required for managerial and professional effectiveness in the 21st century Seven Foundation Competencies
Managing Self Managing Communication Managing Diversity Managing Ethics Managing Across Cultures Managing Teams Managing Change

Key Job Attitudes

Job Satisfaction:
positive feeling about ones job

Job Involvement:
Degree to which an employee identifies/associates himself psychologically with the job

Organizational Commitment
Degree to which an employee identifies with a particular organization, its mission, vision, policies, goals and wishes to continue to be member of it.

 Organization Behavior has two words

Organization :
It is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve common goal or set of goals.

Behavior :
Actions or reactions of an object or organism, usually in relation to the environment. Behavior can be conscious or unconscious, clear or concealed, and voluntary or involuntary. The behavior of people (and other organisms or even mechanisms) falls within a range with some behaviors being common, some unusual, some acceptable, and some outside acceptable limits.

Organization Behavior
OB is the study of human behavior The study is about behavior in organizations Knowledge about human behavior would be useful in improving an organization's effectiveness

Definition - OB
Organizational Behavior refers to the behavior of individuals and groups within organizations and the interaction between organizational members and their external environment Organizational Behavior (OB) is a systematic study of the actions and reactions of individual, groups and subsystems. The study of human behavior, attitudes, and performance in organizations that helps people attain the competencies needed to become effective employees, team leaders/members, or managers It is a field of study that investigates the impact that an individual, group and structure have on behavior within the organization, for the purpose of applying such knowledge towards improving the organizations effectiveness.
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Why Study Organizational Behavior

Understand organizational events

Organizational Behavior Research Influence organizational events Predict organizational events

Importance of OB
Describe how people behave under a variety of conditions Understand why people behave as they do Predict future employee behavior Control and develop human activity at work to improve productivity, skill improvement, team effort, etc OB helps in influencing organizational events Helps in understanding oneself and others better Helps in understanding the basis of motivation OB helps in Maintaining cordial industrial relations
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Things which will be affected by OB

Productivity
What factors influence the effectiveness and efficiency of individuals

Absenteeism Turnover Job satisfaction Adaptation to change Stimulating innovation Employee loyalty Work-life balance Organizational citizenship behavior (OCB)
No one will want to pick up the slack No one would want to walk extra miles to achieve the goals
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Contributing Disciplines
Psychology seeks to measure,explain, and change behavior Sociology studies people in relation to their fellow human beings

Social psychology focuses on the influence of people on one another

Anthropology is the study of societies to learn about human beings and their activities

Political science is the study of the behavior of individuals and groups within a political environment 12

Challenges and Opportunities for OB

More women and minorities in the workplace Global competition is requiring employees to become more flexible Historical loyalty-bonds that held many employees to their employers are being detached Managing Workforce Diversity Responding to Globalization Managing increased aspirations Newer Organizational structures and designs

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MODELS OF CONTROLLING AND DIRECTING HUMAN BEHAVIOUR

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Autocratic model
In an autocratic model, the manager has the power/authority to command his subordinates to do a specific job. Employees are expected to follow orders and this official authority is delegated by right of command Organizational processes are highly formalized. Management believes that it knows what is best for an organization and therefore, employees are required to follow their orders. The psychological result of this model on employees is their increasing dependence on their boss. Its main weakness is its high human cost (due to micromanagement) Useful under extreme conditions like organizational crises Employee needs that are satisfied are subsistence (survival) and motivation/performance is low
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Custodial model
This model focuses better employee satisfaction and security through economic rewards and benefits. Under this model organizations satisfy the security and welfare needs of employees. Hence, it is known as custodian model. Employees are happy but they are not strongly motivated. Employees feel reasonably contended and performance result is passive co-operation This model leads to employee dependence on an organization rather than on boss. More predominant in family managed business organizations
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Supportive model
The supportive model depends on 'leadership' instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interest of an organization. This model assumes that employees will take responsibility, improve/develop and will be driven to contribute towards organizations success if management gives them a chance. Therefore, management's direction is to 'Support' the employee's job performance rather than to 'support' employee benefit payments, as in the custodial approach. Since management supports employees in their work, the psychological result is a feeling of participation and task involvement in an, organization. Employees are strongly motivated as their higher level needs of status and recognition are met.
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Collegial model
Extension of supportive model The term 'collegial' relates to a body of persons having a common purpose. It is a team concept. Basis of this model is partnership and the employees feel needful and useful. Management is the coach that builds a better team. The management is seen as joint contributor rather than as a boss. The employee response to this situation is shared responsibility. The psychological result of the collegial approach for the employee is 'self-discipline'. In this kind of environment employees normally feel some degree of fulfillment and worthwhile contribution towards their work. This results in enthusiasm in employees' performance
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autocratic

Custodial

Supportive

Collegial

Autocratic Custodial Supportive Collegial Economic Model depends on Power Model depends on Leadership Partnership resources PowerEconomic resourcesLeadershipPartnershipManagerial orientationAuthorityMoneySupportTeamworkEmployee Managerial orientation Authority Money Support Teamwork orientationObedienceSecurityJobResponsiblityEmployee psychological resultDependence on bossDependence on organizationParticipationSelf-disciplineEmployees needs Employee orientation Obedience Security Job Responsibility metSubsistemceMaintenanceHigher-orderSelfactualizationPerformance resultMinimumPassive cooperationAwakened drivesModerate Employee psychological Dependence Dependence enthusiasm on
result on boss organization Participation Self-discipline

Employees needs met

Subsistence

Maintenance

Higher-order

Self-actualization

Performance result

Minimum

Passive cooperation

Awakened drives

Moderate enthusiasm 19