Organizational Behavior (MGT-502) Lecture-4. Summary of Lecture-3.
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Transcript of Organizational Behavior (MGT-502) Lecture-4. Summary of Lecture-3.
Organizational Behavior
(MGT-502)
Lecture-4
Summaryof
Lecture-3
OrganizationA systematic arrangement of people to
accomplish some specific purpose.
VU
Steel Mills
Govt. Agencies
Hospitals
Glossary Store
United Nations
Organizations as Systems
Outputs: Products Services
Inputs:MaterialCapitalHuman
Task environment:CompetitorsUnionsRegulatory agenciesClients
Structure
Task Technology
People(Actors)
Organizational Boundary
How does an Organization Create
Value?
Management and Myths
What Managers can do and what Managers can’t do when managing people, organizations and society.
Today’s Topics
Managerial Perspectives on Organizational Behavior
Organizational behavior is not a designated function or area. Rather, it is a perspective or set of tools that all managers can use to carry out their
jobs more effectively.
A Knowledge of Organizational Behavior Helps Managers:
Better Understand the Behavior of
Those Around Them
Better Understand the Basic Issues of
Leadership
Better Interact with Colleagues, Peers,
and Co-Workers
Better Interact with Suppliers,
Customers, and Competitors
10
Understanding Work Behavior
Manager’s Role Includes: Observing and recognizing the
differencesStudying relationships between variables
that influence individual behaviorDiscovering and predicting relationships
Part-I The Individual• Ability & Learning
• Values, Attitudes and Job Satisfaction
• Personality & Emotions
• Perception & Individual Decision Making
• Basic Motivation Concepts
• Motivation and its Applications
Understanding
the Basics of
Human Behavior
Heredity EnvironmentIndividualDifferencesFramework
Work-RelatedBehaviors
Work-RelatedAttitudes
Abilitiesand Skills
Values
Demographic FactorsDemographic factors include a number of
individual differences that influence behavioral choices
Socioeconomic Background
Educational Attainment
Nationality
AgeRace
Gender
Prentice Hall, 2001 Chapter 2 15
BiographicalCharacteristics
MaritalStatus
Gender
Tenure
Age
Variables Influencing Individual Behavior
The Environment• Organization• Work group
• Job• Personal life
The Person• Skills & abilities
• Personality• Perceptions
• Attitudes•Values• Ethics
BehaviorB = B = ff(P,E)(P,E)
Individual DifferencesTo Understand Individual
Differences a Manager Must
Study relationshipsbetween variables
that influenceindividualbehavior
Study relationshipsbetween variables
that influenceindividualbehavior
Discoverrelationships
Discoverrelationships
Observe and recognize the
differences
Observe and recognize the
differences
Why focus on individuals?
A lot of athletes say they want to be part of a cohesive team—but they also want their name printed on the back of their jerseys in 6-inch-high block letters.
-S.P.Robbins
PersonalitySelf-concept
Internal processesValues
AttitudesEmotionsAbilities
Behavior
Individual Differences
• Individual Differences– Personal attributes that vary from one person
to another.– Individual differences include personality,
attitudes, perception, and creativity.
Prentice Hall, 2001 Chapter 1 23
Model of Organizational Behavior
• Independent variables – Individual– Group– Organizational
• Dependent variables– Attitudinal– Performance-related
Prentice Hall, 2001 Chapter 1 24
The The DependentDependentVariablesVariables
ProductivityProductivityProductivityProductivity
AbsenteeismAbsenteeismAbsenteeismAbsenteeism
Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction
OrganizationalOrganizationalCitizenshipCitizenship
OrganizationalOrganizationalCitizenshipCitizenship
TurnoverTurnoverTurnoverTurnover
Motivation Individualbehaviour andperformance
MARS model of behaviour and performance
Roleperceptions
Situationalfactors
Ability
MM
AA
RR
SS
BARBAR
Employee ability
Natural aptitudes and learned capabilities required to successfully complete a task–competencies personal characteristics that lead to
superior performance–person job matching
• select qualified people• develop employee
abilities through training• redesign job to fit
person's existing abilities
Employee role perceptions
Beliefs about what behaviour is required to achieve the desired results:
–understanding what tasks to perform
–understanding relative importance of tasks
–understanding preferred behaviours to accomplish tasks
Situational factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour
– time– people– budget– work facilities
Types ofwork-related
behaviour
Joining theorganisation
Remainingwith the
organisation
Maintainingwork
attendance
Exhibitingorganisational
citizenship
Performingrequired
tasks
Types of work-related behaviour
Performance
Why Do We Care?
OpportunityMotivation
Performance = f (Ability, Motivation, Opportunity)
Ability
PERFORMANCE
The Psychological Contract
- Effort
- Ability
- Loyalty
- Skills
- Time
- Competencies
- Pay
- Job Security
- Benefits
- Career Opportunities
- Status
- Promotion Opportunities
Contributions from the Individual
Inducements from the Organization
The Person-Job Fit
• Person-Job Fit– The extent to which the contributions
made by the individual match the inducements offered by the organization.
Let’s stop
it here
Summary
Understanding
the Basics of
Human Behavior
Variables Influencing Individual Behavior
The Environment• Organization• Work group
• Job• Personal life
The Person• Skills & abilities
• Personality• Perceptions
• Attitudes•Values• Ethics
BehaviorB = B = ff(P,E)(P,E)
Types ofwork-related
behaviour
Joining theorganisation
Remainingwith the
organisation
Maintainingwork
attendance
Exhibitingorganisational
citizenship
Performingrequired
tasks
Types of work-related behaviour
Next….
Challenges to Organizations
Globalization Diversity
Technology
Ethics
Organizational Behavior
(MGT-502)
Lecture-4