Orgnizational Behavior July1

8/4/2019 Orgnizational Behavior July1

1/65

Organizational Behavior-I

Instructor:

Prof. Varsha Singh


2/65

Introduction

(Instructor & course)


3/65

Brief introduction [Instructor]

Varsha Singh

Education: PhD (Psychology), IIT - Bombay

Editorial-Research Associate, IIM - Bangalore


4/65

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


5/65

Chapter 1:

Introduction to Organizational Behavior (OB)


6/65

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


7/65

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.


8/65

They do this work in an organization.


9/65

Have you been affected by any organization?

(esp. if you have never worked before)


10/65

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)


11/65

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


12/65

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)


13/65

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.


14/65

Managers have titles in an organization

Obvious titles: Marketing manager, plant manager

Less obvious: VP, CFO,CEO


15/65

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


16/65

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


17/65

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


18/65

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


19/65

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


20/65

Recap:

Managerial functions =

Plan, organize, lead, & control


21/65

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?


22/65

Managerial roles = Inter-related sets of behaviors that

managers perform


23/65

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


24/65

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


25/65

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


26/65

2. Leader

- Motivating

- Directing subordinates

- E.g. encouraging workers to increase productivity


27/65

3. Liaison

- Acts as a point of contact between the firm and outsiders

- E.g. Price negotiation with key suppliers


28/65

B. Informational role

[monitor, disseminator, spokesperson]

1. Monitor- Receives information from internal and external sources

- Monitors information


29/65

2. Disseminator

- Transmits information received from inside and outside

sources

- E.g. sending a memo outlining a new policy


30/65

3. Spokesperson

- Transmits information to outsiders about organizations plans,

policies, actions, results

- E.g. board meetings


31/65

C. Decisional role [entrepreneur, conflict handler, resource

allocator, negotiator]

1. entrepreneur

- Search and develop ideas for business opportunities


32/65

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


33/65

Recap:

Managerial functions (planning, organization,leading, controlling)

Managerial roles (interpersonal,informational, decisional)


34/65

Managerial skills

Managerial functions, and roles can be studied by

understanding managerial skills, skills that managers apply.


35/65

These managerial skills are mainly:

1. Technical

2. Human/interpersonal3. Conceptual


36/65

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


37/65

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


38/65

Recap

Managerial functions

(planning, organization, leading, controlling)

Managerial roles

(interpersonal, informational, decisional)

Managerial skills

(technical, interpersonal, conceptual)


39/65

Understanding of managerial functions, roles, and skills brings

us to the topic which has enabled this understanding

ORGANIZATIONAL BEHAVIOR (OB)


40/65

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


41/65

Simple definition:

OB is a study of what people do in an organization, and how it

affects the performance of that organization


42/65

OB as a field of study:

Why study OB when our common sense, intuition,

generalizations can help in understanding

people@workplace?


43/65

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)


44/65

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


45/65

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


46/65

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)


47/65

2. Independent variables:

What is used for explaining/predicting


48/65

Independent variables affect

behavior/performance


49/65

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)


50/65


51/65

Challenges for OB

Challenges to OB

Challenges to OB Challenges faced by managers today.


52/65

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


53/65

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


54/65

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)


55/65

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


56/65

Recap:

Challenges to OB

- Globalization

- Downsizing- Expansion

- Diversity

- Business focus

- Organizational change


57/65

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


58/65

Nature of OB

OB as a field of study is inter-disciplinary


59/65

Inter-disciplinary nature of OB

OB has developed by borrowing from various disciplines:

1. Psychology

2. Social psychology3. Sociology

4. Anthropology

5. Political science


60/65

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


61/65

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


62/65

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


63/65

Anthropology

Anthropology: Study of societies to lean about human

beings and their activities

Comparative values

Comparative attitudes

Cross cultural analysis

Organizational culture

Organizational environment


64/65

Political science

Political science: Study of individuals and groups

in a political environment

Power

Conflict

Intra organizational politics


65/65

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

Orgnizational Behavior July1

Documents

Transcript of Orgnizational Behavior July1