Introduction to the Course
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Transcript of Introduction to the Course
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SM60.42 - Organizational Behavior and Structure
Rationale: Understanding organizational behavior will enable us to develop a practical perspective on organizational development strategies. It will also enhance the manager’s skills in designing and changing organizations.
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Objectives of the Course:
1. To provide a framework for understanding organizational behavior by:1.1. Looking at the impact of individuals on behavior within the organization and on the organizational performance.1.2 looking at the impact of groups on behavior within the organization and on the organizational performance.
2. To investigate the impact of the organizational processes on the individuals and groups within the organization and hence organizational performance.
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Objectives of the Course:
• To understand the impact of organizational structure on the behavior of individuals and groups on organizational performance.
• To be able to design organizational development strategies for successful organizational changes as well as organizational effectiveness.
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Meeting Schedules:
Week 1: Welcome to the course: Intro to OB;Understanding and Managing Individual
Week 2: Foundations of Individual Behavior;Perception and Individual Decision MakingValues, Attitudes, and Job Satisfaction
Week 3-4: Basic Motivation Concepts;Motivation: From Concepts to Applications
Week 5; Mid-Term Exam (Closed book);Group Behavior and Interpersonal Influence
Week 6 : Conflict and Negotiation; LeadershipWeek 7: Power and Politics; CommunicationWeek 8: Organization Structure and Design;
Organizational Change and Innovation
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What is Organizational Behavior?
Learning objectives:
1. Define organizational behavior (OB).2. Describe what managers do.3. Identify the contributions made by major
behavioral science disciplines to OB.
4. Describe why managers require a knowledge of OB.
5. Explain the need for a contingency approach to the study of OB.
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Definition of Organizational Behavior:
- A field of study that investigates the impact that individuals, groups, and structure have on behaviorwithin organizations, for the purpose of applying suchknowledge toward improving an organization’s effectiveness.
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Organizational Performance
• What do we mean by performance?• We define performance in terms of the results
that managers must obtain to keep the firm viable as an economic entity. This view of performance includes 3 dimensions, the task performance dimension, the contextual performance dimension, and the ethical performance dimension. This is achieved by what we call the building blocks of organizational effectiveness: the individual, the group, and the organization.
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EffectivenessTask Contextual Ethical
Performance Performance Performance
Managing EffectivenessPower and Politics in organization
Leadership in organizationsOrganizational change
The Individual The Group The Organization
Personal and indiv.Differences
Attitudes,perception,and judgment
Organizationalaccommodation
Motivation theoriesApplied motivationtheoriesStress in organizations
Group and team performanceenvironment
Group processes and effectiveness
ConflictDecision making
Cultures: national and Organizational
Organizational structure and design
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A congruence model of O.B.
INPUTTransforma-
tionprocesses
OUTPUT
Nadler and Tushman (2002)
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Field Studies_____________
in real-lifeorganizational
settings
Meta analyses_____________using statistics to
pool results of different studies
Laboratory studies_____________in simulated and controlled settings
Survey studies______________
using questionnairesand interviews in sample
populations
Case Studies____________
looking indepth at singlesituations
Sources of research insightin OB
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Planning______________
Choosing goals and means to achieve them
Controlling______________
Measuring performanceand ensuring results
Organizing____________
Creating structures and work systems
Leading____________
Inspiring people to work hard
Managers
Team Leaders
The Management Process:
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Ten Roles of Effective Managers:Interpersonal Roles:How a manager interacts with other people-- Figurehead-- Leader-- Liaison
Decisional RolesHow a manager uses information in decision making:-- Entrepreneur-- Disturbance handler-- Resource allocator-- NegotiatorInformational Roles:How a manager exchanges and processes information:-- Monitor-- Disseminator-- Spokesperson
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What do managers do?
• Organization - A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
• Managers are those who achieve goals through other people
• Management Functions:– Planning– Organizing– Leading– Controlling
Robbins (2002) Organizational Behavior
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Managerial Skills and Competencies:
Human Relations
Technical Skill
Conceptual Skills
(EQ)
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Developing Your Emotional Intelligence:
Self-awareness - ability to understand your own moodsand emotion;
Self-regulation - ability to think before acting and controldisruptive impulses;
Motivation - ability to work hard and persevere.Empathy - ability to understand emotions of others;Social skills - ability to gain rapport with others and build
good relationships.
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Effective vs. Successful Managerial Activities:
• Managers are all engaged in 4 managerial activities:– 1. Traditional management:
• Decision making, planning, and controlling.– 2. Communication:
• Exchanging routine information, and processing paper-work.
– 3. Human resource management:• Motivating, disciplining, managing conflict, staffing,
and training.– 4. Networking:
• Socializing, politicking, and interacting with outsiders.
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Contributions from Psychology:• Explains individual behavior, it focuses on
the following aspects:
– Learning– Motivation– Personality– Perception– Training– Leadership effectiveness– Job Satisfaction– Individual decision making– Performance appraisal– Attitude measurement– Employee selection– Job design– Work stress
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Contribution from Sociology:
• Explains group behavior, it focuses on the following aspects:
– Group dynamics– Communication– Power– Conflict– Intergroup behavior– Formal organization theory– Bureaucracy– Organizational technology– Organization change– Organizational culture
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Contribution from Social Psychology:
• Mainly explains group behavior, it focuses on the following aspects:
– Behavioral change– Attitude change– Communication– Group processes– Group decision making
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Contribution from Anthropology:
• Explains group and organization system, it focuses on the following aspects:
– Comparative values– Comparative attitudes– Cross-cultural analysis– Organizational culture– Organizational environment
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Contribution from Political Science:
• Explains organization system, it focuses on the following aspects:
– Conflict– Intra-organizational politics– Power
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Ethics and O.B.
Ethical behavior is that accepted as morally “good” and “right”, as opposed to “bad” or “wrong”, in a particular setting. For example,
Is it ethical to withold information that might discourage a job candidate from joining your organization?
Is it ethical to ask someone to take a job you know will not be good for his or her career progress?
Is it ethical to ask so much of someone that they continuallly have to choose between “having a ‘career’ and having a ‘life’ ” ?
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Ways of Thinking About Ethical Behavior:
The Utilitarian View – considers ethical behavior to be that which delivers the greatest good to the greatest number of people. Those who subscribe to the results-oriented utilitarian logic assess the moral aspects of their decisions in terms of the consequences they create.
The Individualism view – considers ethical behavior to be that which is best for an individual’s long term self-interests.
The moral-rights view considers ethical behavior to be that which respects fundamental rights shared by all human beings. In an organization, this Is reflected in such issues as rights to privacy, due process, and freedom of speech.
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Ways of Thinking About Ethical Behavior:
The Justice view – considers ethical behavior to be that which is fair and impartial in its treatment of people. Procedural justice is the degree to which the rules and procedures specified by policies are properly followed in all cases under which they are applied. Distributive justice is the degree to which all people are treated the same under a policy, regardless of race, ethinicity, gender, age, or any other demographic characteristic. Interactional justice is the degree to which the people affected by a decision are treated with dignity and respect.
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Ethical Dilemmas in the Workplace:
An ethical dilemma is a situation in which a person must decide whether or not to do something that, although benefiting them or the organization, or both, may be considered unethical.
Common issues underlying the dilemmas involve honesty in communications and contracts, gifts and entertainment, kickbacks, pricing practices, and employee termination.
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Ethics Training:Ethics training programs offer advice for handling ethical dilemmas. In addition, the training helps participants learn how to identify and deal with these common ationalizationsfor ethical misconduct:
1. Pretending the behavior is not really unethical or illegal;2. Excusing the behavior by saying it’s really in the
organization’s or your best interest. 3. Assuming the behavior is okay because no one else is
expected to find out about it.4. Presuming your superiors will support and protect you
if anything should go wrong.
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Organizational Social Responsibility:
Social responsibility – is the obligation of organizations to behave in Ethical and moral ways as institutions of the broader society.
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There are few absolutes in OB. This means that there are few, if any, simple and universal principles that explain organizational behavior. Human beings are very complex.
But we certainly can offer reasonably accurate explanations of human behavior or make valid predictions. It means that OB concepts must reflect situational or contingency conditions.
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Conclusion:
“ The key to managing people in ways that lead to profits, productivity, innovation, and real organizational learning ultimately lies in how you think about your organization and its people… When you look at your people, do you see costs to be reduced?… Or, when you look at your people do you see intelligent, motivated, trustworthy individuals – the most criticaland valuable strategic assets your organization can have? ”
-- The Human Equation: Building Profits by Putting People First by Jeffrey Pfeffer,1998, Harvard Business School Press, Boston.
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References:
Jeffrey Pfeffer (1998) The Human Equation: Building Profits by Putting People First , Harvard Business School Press, Boston.
Nadler, David A. and Michael L. Tushman (2002) Framework for Organizational Behavior in Managing Organizations by David A. Nadler; Michael L. Tushmanand Nina Hatvany, Little Brown and Company, pp.35 – 48.
Robbins, Stephen (2002) Organizational Behavior.
Schermerhorn, John R., Jr.; James G. Hunt; Richard N. Osborn (2003) Organizational Behavior, John Wiley & Sons, Inc., 8th ed.