behavior within organizations

Behavior within organizationsBehavior in

organizations

Presented By :Ghanshyam

Guptaghanshyamgupta7@gmail.com

Organization

It is a structured social system consisting of groups and indivuals working together to meet some agreed upon objectives. To fully understand behavior in organizations we must consider three levels of analysis:

processes occurring within indivuals, groups and organizations.

Theory X

A traditional Philosophy of management suggesting that most people are lazy, dislike work, need direction and will work hard only

when they are pushed into performing.

Theory Y

A philosophy of Management suggesting that under the right circumstances people are fully capable of working productively and accepting responsibility for their work.

Manager

Someone who works with and through other people by

coordinating their work activities in order to accomplish organizational goals

Managerial Levels

Top Managers

Middle ManagersFirst Line Managers

Non Managerial Employees

EFFICIENCY

(MEANS)

• Resource Usage

• Low Waste

Effectiveness

(ENDS)

• Goal Attainment• High Attainment

Efficiency & Effectiveness in Management

What do Managers Do?

Functions

PlanningOrganizin

gLeading

Controlling

RolesInterpersonal•Figurehead•Leader•Liaison

Informational•Monitor•Disseminator•Spokesperson

Decisional•Entrepreneur•Disturbance Handler•Resource Allocator•Negotiator

SkillsTop Manager

• Conceptual Skills

Middle Manager •Human Skills

Lower level Managers•Technical Skills

Conceptual skillsAbility to use information to solve business

problemsIdentification of opportunities for innovationRecognizing problem areas and implementing

solutionsSelecting critical information from masses of

dataUnderstanding of business uses of technologyUnderstanding of organizations business model

Communication Skills

Ability to transform ideas into words and actions

Credibility among colleagues, peers and subordinates

Listening and asking questionsPresentation skills; spoken formatPresentation skills: written and/or

graphic formats

Effectiveness skillsContributing to corporate mission/ departmental

objectivesCustomer focusMultitasking: working at multiple tasks in parallelNegotiating SkillsProject ManagementReviewing operations and implementing

improvementsSetting and maintaining performance standards

internally and externallySetting priorities for attention and activityTime management

Interpersonal SkillsCoaching and mentoring skillsDiversity skills: Working with diverse

people and culturesNetworking within organizationsNetworking outside the organizationWorking in teams; cooperation and

commitment

Changes impacting the Managers Job

Changing Technology(digitization)

Increased Threats to Security

Changes Impact of Changes•Shifting organisational boundaries•Virtual Workplaces•More mobile workforce•Flexible work arrangements•Empowered employees•Risk Management•Work life –Personal Life Balance•Re structured workplace•Discrimination concerns•Globalization concerns•Employee assistance

Changes impacting the Managers Job

Increased Emphasis onOrganizational & Managerial Ethics

Increased Competitiveness

Changes Impact of Changes

•Redefined Values•Rebuilding Trust•Increased Accountability

•Customer service•Innovation•Globalization•Efficiency / Productivity

Business Organization

People

Deliberate

Structure

Distinct

Purpose

Changing OrganisationTraditional Organisation New Organisation Stable Inflexible Job focused Work is defined by job positions Indivual-oriented Permanent jobs Command Oriented Managers always make decisions Rule oriented Relatively homogenous workforce Workdays defined as 9 to 5 Hierarchical relationships Work at organizational facility during

specific hours.

Dynamic Flexible Skills focused Work is defined in terms of task to be

dons Team oriented Temporary jobs Involvement oriented Employees participate in decision

making Customer oriented Diverse workforce Workdays have no time boundaries Lateral & Networked relationships Work anywhere ,any time

Need for management

Need for Management

in

All Sizes of Organisation Small - Large

All Types of Organizations

Profit- Non Profit

All Organization LevelsBottom- Top

All Organizational

areas Manufacturing,

marketing, Human

Resources, Accounting etc

Interpersonal TrustIt is a positive expectation that another will

not through words ,actions, or decisions act opportunistically.

It implies familiarity and risk.

POSITIVE EXPECTATION- means knowledge and familiarity about the other party. It takes time to form , building incrementally and accumulating.

OPPORTUNISTIC- refers to the inherent risk and vulnerability in any trusting relationship. It is not taking risk per se rather it is a willingness to take risk.

Dimensions of Trust1. Integrity2. Competence3. Consistency4. Loyalty5. Openness

Types of Trust1. Deterrence based Trust-based on fear of

reprisal if the trust is violated.2. Knowledge based Trust-based on behavioral

predictability that comes from interaction and information.

3. Identification Based Trust- highest level ,achieved when there is an emotional connection between parties. It allows one party to act as an agent for the other and substitute for that person in interpersonal transaction.

Principles of Trust1. Mistrust drives out trust2. Trust begets trust3. Trust can be regained4. Mistrusting groups Self Destruct5. Mistrust generally reduces productivity

ExerciseWhat is the importance of interpersonal skills?

What do managers do in terms of functions, roles and skills?

What do managers do in terms of functions, roles and skills?

What are effectiveness and efficiency and how are they related?

On a scale of 1 to 10 measuring the sophistication of scientific discipline in predicting phenomena, maths and physics would probably be 10. Where do you think OB stands for?