mamonova mamonovamob lecture notes ppintroduction to ob
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8/2/2019 Mamonova MamonovaMOB Lecture Notes PPIntroduction to OB
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Evolution of
Organizational BehaviorBY
Abhiman Behera
Suresh Ojha
Amit kumar
Abhishek Tiwari
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What is Organizational Behaviour?
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OB is the study of human behavior,attitudes & performance within anorganizational setting
M&OB draws on theory, methods &principles from various disciplines to learnabout individual perception, values,learning capacities, action
M&OB analyzes the external environments
effect on the organization & its humanresources, missions, objectives and
strategies
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Four Practical Reasons for Studying
Management Theories
Guide to action knowing management principles helpsyou develop a set of principles that will guide youractions
Source of new ideas being aware of variousperspectives can also provide new ideas when youencounter new situations
Clues to meaning of your managers decisions it canhelp you understand the focus of your organization,where the top managers are coming from
Clues to meaning of outside events finally, it mayallow you to understand events outside the organizationthat could affect it or you
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Is Management an Art or a Science?
1. You observe events and gather facts2. You pose a possible solution or explanation
based on those facts3. You make a prediction of future events4. You test the prediction under
systematic conditions
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Management can be approached deliberately,rationally, systematically. Thats what the scientific
method is, a logical process, embodying four steps:
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History of Organizational Research
Scientific management
Administrative management
Principles of organization
Industrial psychology Human resources approach
Human relations movement
Quantitative approaches Systems approach
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Panel 2.1: The Historical Perspective
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Classical Viewpoint
Emphasis on ways to manage
work more efficiently
Scientific Management
Emphasized scientific study of work
methods to improve productivity ofindividual workers
Proponents:Frederick W. TaylorFrank & Lillian Gilbreth
AdministrativeManagement
Concerned with managing theentire organization
Proponents: Henry TaylorMax Weber
Behavioral science approach
Relies on scientific research fordevelopments theory to provide
practical manager tools
Behavioral Viewpoint
Emphasis on importance ofunderstanding human behavior &
motivating & encouragingemployees toward achievement
Early Behaviorists
Proponents:Hugo Munsterberg,Mary Parker Follet, Elton Mayo
Human Relations Movement
Proposed better human relationscould increase worker productivity
Proponents:Abraham MaslowDouglas McGregor
Quantitative Viewpoint
Applies quantitative
techniques to management
Operations Management
Focuses on managing theproduction and delivery of anorganizations products or
services more effectively
Management Science
Focuses on usingmathematics to aid in
problem solving anddecision making
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Scientific Management
Scientific Management:emphasized the scientific study ofwork methods to improve theproductivity of individual workers
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Two of its chief proponents wereFrederick W. Taylor,& Frank and Lillian Gilbreth
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Scientific management
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Study jobs systematically with a view toImproving the way tasks are performedSelect the best employees for the various jobs.Train the employees in the most efficient methods
Offer incentives(higher wages) to the most ableemployees and use piece-rate system of payment toencourage greater effort.Use rest pauses to combat fatigueEntrust to supervisor the task of ensuring thatemployees are using the prescribed methods
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Administrative Management
AdministrativeManagement:concerned with managingthe total organization
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Among the pioneering theorists wereHenry Fayol & Max Weber
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Henry Fayol and the Functions
of Management
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Planning
You set goals anddecide how toachieve them
Organizing
You arrange tasks,people, & other
resources toaccomplish the work
Leading
You motivate, direct &otherwise influence
people to work hard toachieve the
organizations goals
Controlling
You monitorperformance, compare it
with goals and takecorrective action as
needed
Henry Fayol was the first to systematize managementmanagement behavior he was the first to identify the majorfunctions of management: planning, organizing, leading,controlling, as well as coordinating
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Fayols Principles of Management
1. Division of labour
2. Authority
3. Discipline4. Unity of command
5. Scalar chain
6. Equity7. Esprit de corps
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Max Weber & the Rationality
of Bureaucracy
1. Division of labor2. A well-defined hierarchy of authority3. Formal selection4. Formal rules and procedures5. Impersonality6. Careers orientation
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To Weber, a bureaucracy was a rational, efficientideal organization based on principles of logic.Good organizations should have six bureaucraticfeatures:
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Classical bureaucracy
Hierarchy of authority
Rights and duties are attached to the variouspositions
Division of labour
Rules and procedures
Documentation in which info is recorded in writtenform
Technical competence
Separation of ownership from control
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The Problem with the Classical Viewpoint
The classical viewpointtends to be too
mechanistic: it tendsto view humans ascogs within amachine, not taking
into account theimportance of humanneeds
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Hawthorne Studies
1. In later experiments, variables such aswage levels, rest periods and length ofthe work day were varied
2. Worker performance seemed toincrease over time leading Mayo and
his colleagues to hypothesize theHawthorne Effect3. That employees worked harder if they
received added attention, if theythought managers cared about theirwelfare and that supervisors paidattention to them
4. They succeeded in drawing attentionto the social man and how managersusing good human relations couldimprove worker productivity
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Elton Mayo & the Supposed HawthorneEffect
Elton Mayo and his
colleagues conductedstudies at Western Electrics
Hawthorne Plant and beganwith an investigation to seeif different lighting affectedworkers productivity
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Human Resources School Conclusions:
People are essentially social beings
Non economic rewards play a centralrole
Informal organization is important
High job specialization does notincrease efficiency
Communication, participation anddemocratic leadership are important
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The contemporary perspective: Three
Viewpoints
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The System Viewpoint
Regards the organization as asystem of interrelated parts thatoperate together to achieve a
common purpose
The Contingency Viewpoint
Emphasizes that a managers approach
should vary according toI.e. becontingent onthe individual and
environmental situation
The Quality ManagementViewpoints
Three approaches
Quality Control
Strategy for minimizing errors by
managing each state ofproduction
Proponent:Walter Stewart
Quality Assurance
Focuses on the performance of
workers urging employees tostrive for zero defects
Total Quality Management
Comprehensive approachdedicated to continuous qualityimprovement, training, andcustomer satisfaction
Proponents:W. Edward Deming
Joseph M. Juran
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Systems Approach
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Social organizations are opensystems in that the input of energiesand the conversion of output into
further energy consists oftransactions between theorganization and its environment.
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Open and Closed Systems
Open Systemcontinually interactswith its environment
Closed System has littleinteraction with its
environment; it receivesvery little feedback from
the outside
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The Systems Viewpoint
The Systems Viewpointregards the organization as asystem of interrelated parts
By adopting this perspective
you can look at yourorganization in two ways
1. A collection of subsystemsparts making up the whole
system2. A part of the larger environment
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Systems Approach
An organization consists of
- inputs (resources, energy, employees)
- a transformation process, directed by
organizational goals - outputs (products, services)
-feedbackfrom the environment
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