Organization Behaviour Introduction Organizational Behavior A field of
Organization Behaviour Introduction
� � Organizational Behavior A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
� importance of OB Ø Road map to our lives in organizations Ø Helps us understand predict organizational life Ø Influences events in organizations Ø Helps understand self and others better Ø Helps a manager get things done better Ø Helps maintain cordial relations Ø Helps in career planning and development
The organisational iceberg Figure 2. 3 What sinks a ship isn’t always what sailors can see, but what they can’t see. Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, Eighth edition, South-Western Publishing © (1998), p. 6. Reprinted with the permission of South. Western, a division of Thomson Learning: www. thomsonrights. com. Fax 800 730 2215.
g D i s c i p l i n e s Many behavioral sciences have contributed to the development of Organizational Behavior Psychology Social Psychology Sociology Anthropolog y
c h o l o g y The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. ØUnit of Analysis: – Individual ØContributions to OB: – Learning, motivation, personality, emotions, perception – Training, leadership effectiveness, job satisfaction – Individual decision making, performance appraisal attitude measurement – Employee selection, work design, and work stress
P s y c h o l o g y An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. ØUnit of Analysis: – Group ØContributions to OB: – – – Behavioral change Attitude change Communication Group processes Group decision making
Sociology The study of people in relation to their fellow human beings. ØUnit of Analysis: -- Organizational System -- Group Ø Contributions to OB: – – – Group dynamics Work teams Communication Power Conflict Intergroup behavior – – Formal organization theory Organizational technology Organizational change Organizational culture
Anthropology The study of societies to learn about human beings and their activities. ØUnit of Analysis: -- Organizational System -- Group Ø Contributions to OB: – Organizational culture – Organizational environment – Comparative values – Comparative attitudes – Cross-cultural analysis
M a j o r d i s c i p l i n e
S y s t e m a t i c S t Intuition Systemati c Study • Gut feelings • Individual observation • Commonsense • Looks at relationships • Scientific evidence • Predicts behaviors The two are complementary means of predicting behavior.
BASIC NATURE Ø OB applies the scientific method to practical managerial problems. Ø Focuses on 3 levels of analysis-individuals, groups and organization Ø Multidisciplinary in nature Ø Recognizes dynamic nature of organizations Ø OB assumes there is no “one best “ approach
The role of management as an integrating activity
p p o r t u n i t i e s f Ø Responding to Globalization Ø Managing Workforce Diversity Ø Managing ethical behaviour Ø Improving Quality and Productivity Ø Improving Customer Service Ø Improving People Skills Ø Stimulating Innovation and Change Ø Helping Employees Balance Work-Life Conflicts Ø Creating a Positive Work Environment
o G l o b a l i z a t i o Ø Increased foreign assignments Ø Working with people from different culture Ø Managing people during the war on terror
f o r c e D i v e r s i t Ø The people in organizations are becoming more heterogeneous demographically – – Embracing diversity Changing demographics Changing management philosophy Recognizing and responding to differences Disability Domesti c Partners Race Non. Christian Gender Age National Origin
OB Models
Autocratic Custodial Supportive Collegial Model depends on Power Economic resources Leadership Partnership Managerial orientation Authority Money Support Teamwork Employee orientation Obedience Security Job Responsibility Employee Dependence psychological on boss result Dependence on organization Participation Selfdiscipline Employees needs met Subsistence Maintenance Higher-order Selfactualization Performance result Minimum Passive cooperation Awakened drives Moderate enthusiasm
- Slides: 27