organisational behaviour lesson 1

UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S

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ORGANISATIONAL BEHAVIOUR

Suggested Books - By Authors1. Stephen P Robbins

2. Fred Luthans

3. Steven L McShane & Mary Ann Von Glinow

4. Don Hellriegel, John W Slocum &

Richard W Woodman

5. Jit S Chandan

6. Aswathappa


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CHAPTER ONE

INTRODUCTION TO ORGANIZATIONAL

BEHAVIOUR


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WHAT IS AN ORGANIZATION?

Organisations are social inventions for accomplishing goals through group efforts.


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MANAGERIAL FUNCTION

Planning Organising Directing Controlling

Behavioural aspects are connected with each of them


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HENRY MINTZBERG’S MANAGERIAL ROLES

I. InterpersonalII. InformationalIII. Decisional


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I. INTERPERSONAL

Role DescriptionFigurehead - Symbolic head.

Routine duties of legal or social nature

Leader - responsible for motivation and

direction of subordinatesLiaison - maintains network of

outside contacts


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II. INFORMATIONAL

Role DescriptionMonitor Nerve centre for

internal and external information.

Disseminator Transmits information received to

members of organization.Spokesperson Transmits information

to outsiders


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III. DECISIONAL

Role DescriptionEntrepreneur - Searches for opportunity

and projects for change.Disturbance - Responsible for corrective

handler action when organization faces disturbances.

Resource - makes significant.allocator organizational decisionsNegotiator - represents organization in

major negotiation.


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MANAGEMENT SKILLSRobert Katz

Skill Ability toTechnical - apply specialised

knowledge or expertiseHuman - work with, understand

and motivate other peopleConceptual- analyse and diagonise

complex situations


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COMPETENCY

is an interrelated set of skills, behaviours, attitude and knowledge needed by an individual to be effective in most professional and managerial positions.


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FOUNDATION COMPETENCIES FOR

INDIVIDUAL AND MANAGERIAL EFFECTIVENESS

1. Self2. Communication 3. Diversity 4. Ethics5. Across Cultures6. Teams7. Change


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1. MANAGING SELF COMPETENCY

involves the ability to

-assess our own strengths & weakness

-set and purse professional & personal goals

-balance work & personal life-engage in new learning


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2. MANAGING COMMUNICATION

COMPETENCY

involves the ability to use all modes of transmitting, understanding and receiving thoughts and feelings – verbal, listening, nonverbal, written, electronic and the like – for accurately transferring and exchanging information and emotions.


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3. MANAGING DIVERSITY COMPETENCY

involves the ability to – value unique individual and group characteristics, embrace such characteristics as potential sources of organisational strength and respect the uniqueness of each individual.


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4. MANAGING ETHICS COMPETENCY

involves the ability to – incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviours.


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5. MANAGING ACROSS CULTURES COMPETENCY

involves the ability to – recognise and embrace similarities and differences among nations and cultures and then approach key organisational and strategic issues with an open and curious mind.


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6. MANAGING TEAMS COMPETENCY

involves the ability to – develop, support, facilitate and lead groups to achieve organisational goals.


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7. MANAGING CHANGE COMPETENCY

involves the ability to – recognise and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures or technologies in a persons area of responsibility.


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The study of Organisational Behaviour (OB)is to understand and improve

all the competencies.


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OB – DEFINITION

a. Robbins:OB is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s effectiveness.


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OB – DEFINITION (Contd.)

b. McShane & Vonglinow:

OB is the study of what people think, feel and do in and around organisations.


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OB – DEFINITION (Contd.)

c. Hellriegel, Solcum & Woodman:OB is the study of human behaviour, attitude and performance in organisations


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FIVE ANCHORS OF OB

1. Multidisciplinary 2. Scientific method3. Contingency 4. Multi levels 5. Open system


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1. MULTI DISCIPLINARY ANCHOR

DISCIPLINESTRADITIONAL EMERGING*Psychology *Communications*Sociology *Information systems*Anthropology *Women studies*Political Science*Economics*Industrial Engineering


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2. SCIENTIFIC METHOD ANCHOR

Scientific method is a set of principles and procedures that help researches to systematically understand previously unexplained events and conditions.


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3. CONTINGENCY ANCHOR

Contingency is the idea that a particular action may have different consequences in different situations; that no single solution is best in all circumstances


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4. MULTIPLE LEVELS OF ANALYSIS ANCHOR

Individual level Team level Organisational level


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5. OPEN SYSTEMS ANCHOR

Company is a living system – within the context of larger systems.

Organisations consist of independent parts that work together to continually monitor and transact with external environment


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CONCLUSION

With the understanding of the nature and scope of OB remaining topics will be dealt from multiple levels framework

organisational behaviour lesson 1

Documents

anchors of ob

ob definitiona

cultures competencyinvolves

organisational goals

change competencyinvolves

ethics competencyinvolves

diversity competencyinvolves

self competencyinvolves