orgnizational behavior july1
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Organizational Behavior-I
Instructor:
Prof. Varsha Singh
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Introduction
(Instructor & course)
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Brief introduction [Instructor]
Varsha Singh
Education: PhD (Psychology), IIT - Bombay
Editorial-Research Associate, IIM - Bangalore
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Brief introduction [Course]
Aim: OB-I course is aimed at providing a framework to
understand behavior (self & others) at work placesPedagogy: Lectures/slides, discussions etc
Evaluation: *Peer-based evaluation, quiz, mid term, & end exam
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Chapter 1:
Introduction to Organizational Behavior (OB)
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Session 1 content
Who is a manager?
What managers do?
What roles do they play?
What is Organizational Behavior?
Difference between common sense/intuition v/s systematic
study
Challenges and opportunities of OB
Interdisciplinary nature of OB
Developing an OB model
Session summary
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Who is a manager?
Definition: Manager
Managers manage work (i.e. get work done)
By making decisions, allocating resources, directing activities
to attain organizational goals.
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They do this work in an organization.
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Have you been affected by any organization?
(esp. if you have never worked before)
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People are born in an organization (hospital)
Educated in an organization (school)
Employed in an organization (firms)
Everyones behavior is regulated by an organization
(government)
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What is an organization?
It is a consciously coordinated social unit that functions on a
relatively continuous basis to achieve set of common goals.
e.g. manufacturing and service firms are organizations, so are
schools and hospitals
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Definition of managers + organizations=
Managers oversee the activities of others and are responsible for
attaining organizations goals
*Also called administrators, in not-for-profit organizations (e.g.
government, education)
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Recap:
A manager is someone who accomplishes pre-determined goals
of an organization with the help of other individuals.
An organization is a group of people who work inter-dependently
towards a common goal.
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Managers have titles in an organization
Obvious titles: Marketing manager, plant manager
Less obvious: VP, CFO,CEO
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What managers do? (managerial functions)
Assuming that an organization has resources which are used as
inputs in achieving its goals/objectives (e.g. human, financial,
physical, & information resource)
Basic managerial functions are:
1. Planning
2. Organizing
3. Leading4. Controlling
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1. Planning
Organizations exists for achieving a pre-planned goal
Planning involves the following:
-Defining organizations goals (desired future)
-establishing an overall strategy towards the goals,
-developing a comprehensive plan for integrating and
coordinating activities
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2. Organizing
Once the goal is planned, organizing becomes important foraccomplishing the goal.
(what tasks need to be done? by whom? how to group the tasks?who reports to whom? who makes the decision)
Organizing involved the following:
- Structuring the organization
- Designing jobs,
- Grouping jobs,
- Establishing a pattern of authority, reporting
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3. Leading
Directing and coordinating people to achieve common goals
requires leading
Leading involves the following:
Motivating, directing, communication, managing group
dynamics, and resolving conflicts
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4. Controlling
After goals are set and plans formulated (planning),,
structural arrangements done (organizing) , people are
motivated (leading), there might still be a problem inachieving the set goals
Controlling is a managerial function that monitors, compares
(with pre-set goals), and takes potential corrective actions in
case of deviations to ensure goal-attainment
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Recap:
Managerial functions =
Plan, organize, lead, & control
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Managerial Roles
In 1960s, a careful observational study of managers
undertaken by an MIT graduate, Henry Mintzberg resulted in
a concept called Managerial Role
What is a Managerial Role?
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Managerial roles = Inter-related sets of behaviors that
managers perform
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Difference between a role & a function
A role comes with its functions
E.g. Role of a Product Manager entails responsibility for
entire life cycle of a product.
The role is fulfilled by performing key functions such as
planning, developing, and marketing the product
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Types of roles
The systematic observational study by Mitzberg led to the
conclusion that a manager performs set of functions making
the manager undertake 3 types of roles:
A. Interpersonal
B. Informational
C. Decisional
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Major Managerial Roles
A. Interpersonal role [ ceremonial/symbolic role)
(Figurehead, leader, liaison)
1. Figurehead- Symbolic head who performs ceremonial or symbolic duties
- E.g. attending ceremonies, providing status requests
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2. Leader
- Motivating
- Directing subordinates
- E.g. encouraging workers to increase productivity
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3. Liaison
- Acts as a point of contact between the firm and outsiders
- E.g. Price negotiation with key suppliers
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B. Informational role
[monitor, disseminator, spokesperson]
1. Monitor- Receives information from internal and external sources
- Monitors information
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2. Disseminator
- Transmits information received from inside and outside
sources
- E.g. sending a memo outlining a new policy
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3. Spokesperson
- Transmits information to outsiders about organizations plans,
policies, actions, results
- E.g. board meetings
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C. Decisional role [entrepreneur, conflict handler, resource
allocator, negotiator]
1. entrepreneur
- Search and develop ideas for business opportunities
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2. Conflict handler
- Resolves disputes and take corrective actions
3. Resource allocator- Making or approving organizational decisions e.g. allocating
budget
Negotiator- represents the organization at major negotiations e.g. settle
labor dispute
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Recap:
Managerial functions (planning, organization,leading, controlling)
Managerial roles (interpersonal,informational, decisional)
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Managerial skills
Managerial functions, and roles can be studied by
understanding managerial skills, skills that managers apply.
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These managerial skills are mainly:
1. Technical
2. Human/interpersonal3. Conceptual
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1. Technical skills: Ability to apply specialized knowledge or
expertise earned through formal education
e.g. designing a new modem for Dell, conducting clinical trials ofa new drug, writing a press release for Satyam computers
All require technical skills in a specific area
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2. Human/interpersonal skills
- Ability to communicate, understand, and motivate individuals
and groups of people
3. Conceptual and diagnostic skills
-mental ability to analyze and diagnose complex situations
- see the bigger picture
- Understand cause-and-effect relationship to indentifyproblems
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Recap
Managerial functions
(planning, organization, leading, controlling)
Managerial roles
(interpersonal, informational, decisional)
Managerial skills
(technical, interpersonal, conceptual)
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Understanding of managerial functions, roles, and skills brings
us to the topic which has enabled this understanding
ORGANIZATIONAL BEHAVIOR (OB)
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OB field
A discipline that studies people in organizations is
Organizational behavior (OB)
Definition of OB
OB is a field of study which deals with understanding the
effect of individual, groups of individuals, and structures
on behavior taking place within organizations with the
aim of improving the effectiveness of the organization
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Simple definition:
OB is a study of what people do in an organization, and how it
affects the performance of that organization
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OB as a field of study:
Why study OB when our common sense, intuition,
generalizations can help in understanding
people@workplace?
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Accuracy of generalization Questionable
E.g. Examples of some widely held common sense beliefs:
1. Interview can predict who will be a high performance
employee (False)
2. Everyone is motivated by money (False)
3. Most effective work groups are devoid of conflicts (False)
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OB is a systematic study of workplace behavior
Systematic OB involves ..
looking at relationships between variables,
gathering data under control conditions,
measuring and interpreting data with statistical rigor
isolating cause-and-effect,
drawing conclusions based on scientific evidence
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OB model
Model: abstraction of reality
e.g. a formula to calculate interest rates
An OB model is used to understand and predict work placebehavior
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An OB model has at least 2 types of variables
1. Dependent variables: What is being explained/predicted
Desirable output: Productivity, quality, job satisfaction,Undesirable output: Absenteeism, turnover (withdrawal from
organization)
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2. Independent variables:
What is used for explaining/predicting
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Independent variables affect
behavior/performance
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a. Individual level : education, gender, age, personality
b. Group level: size of the group, cohesiveness of the group,
communication within the groupc. System level: Organizational culture, HR policies
(recruitment, training-development, appraisals, promotions)
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Challenges for OB
Challenges to OB
Challenges to OB Challenges faced by managers today.
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Examples of challenges:
1. Globalization: Removing geographical constraints
E.g. Nokia recruiting from India & China, Honda motors buildingcars in Ohio, Ford in Brazil, BMW in South Africa
2. Rapid change in business processes
Downsizing: reduction of workforce, divisions, businesses
Implication: Managing the remaining workforce
Expansion: growing of business
Implication: ability to attract and retain talent
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3. Workforce diversity
Managing the differences in age, gender, ethnicity, physical
disabilities etc
- Age- re-hiring retired workforce (skill)- Gender: managing women in workforce
- Ethnicity: managing immigrants
- Foreign assignment
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4. Business focus:
Increasing competition has translated into :
improvement in quality and increase in productivity
(i.e. need for quality management, process re-engineering=greater employee involvement)
Increase in Customer focus
(i.e. change in employee attitude and behavior towardscustomers aimed at gaining customer satisfaction andcustomer loyalty)
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5. Organizational Change
- Changing workforce (demographics)
- Change in workplace (flatter organizations)
- Change in nature of business (innovations, IT enabled)- Change in environment
- competitive: fast paced
- globalization: cultural-national differences
- emphasis on ethical and social responsibility: Mediahighlighted scandals Satyam & CWG
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Recap:
Challenges to OB
- Globalization
- Downsizing- Expansion
- Diversity
- Business focus
- Organizational change
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Some known applications of OB in improving managerial skills
- stimulating innovation (encouraging employee creativity) and
change (instilling greater tolerance for change)- deal with uncertainty, flexibility, and change
- achieving work-life balance
- improving ethical behavior
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Nature of OB
OB as a field of study is inter-disciplinary
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Inter-disciplinary nature of OB
OB has developed by borrowing from various disciplines:
1. Psychology
2. Social psychology3. Sociology
4. Anthropology
5. Political science
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Psychology
Psychology: Science of measuring, explaining, and changing behavior
Learning
Motivation
Personality
Emotions
Perception Leadership
Decision making
Job satisfaction
Training Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
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Sociology
Sociology: Study of people in relation to others
Group dynamics
Work teams
C
ommunication Power
Conflict
Inter group behavior
Organizational theory Organizational technology
Organizational change
Organizational culture
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Social psychology
Social psychology: blend of psychology and sociology
that studies influence of people on others
Behavioral change
Attitude change
Communication
Group processes
Group decision making
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Anthropology
Anthropology: Study of societies to lean about human
beings and their activities
Comparative values
Comparative attitudes
Cross cultural analysis
Organizational culture
Organizational environment
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Political science
Political science: Study of individuals and groups
in a political environment
Power
Conflict
Intra organizational politics
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Session summary
1. Managers are essential to an organization, performing key
functions, playing different roles, applying different skills
2. Organizations are complex and OB
aims at understandingand improving organizational effectiveness.
3. OB as a field is distinct from common sense view, it has its
challenges, and is a growing field which is interdisciplinary
top related