What is Organizational Behavior Organizational Behavior is the

What is Organizational Behavior? Organizational Behavior is the study of human behavior in the workplace, the interaction between people and the organization with the intent to understand predict human behavior.

• Organizational Behavior - systematic study of the actions and attitudes that people exhibit within organizations

Is organizational behavior really just common sense ? – When employees are happy workers are more productive. (T/F) – Friendly, trusting, and approachable bosses can motivate their workers. (T/F) – Leaders who exhibit a stable behavior, regardless of the situations faced, make the best leaders. (T/F) – Experiences have shown us that interviews where the interviewer leads with “tell me about yourself” are very effective selection methods. (T/F)

Organizational Behavior – A challenging job appeals to everyone. (T/F) – When people feel a little intimidated, they will work harder and do their best. T/F – Nonspecific goals allowing individuals to work at their own pace will motivate individuals to work harder. T/F – Money is a motivator for all employees. T/F – Most people are much more concerned about their own salaries than they are about the salaries of others. T/F – Conflict has a negative effect on work group effectiveness. T/F

The field of OB seeks to replace intuitive explanations with systematic study

Systematic study - The use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect

Basic concepts in OB • • • Nature of People Individual Difference Perception Whole person Motivated behavior Desire for involvement human Dignity

Basic concepts (contd…. ) Nature of Organisation • social systems Formal / Informal • Organisational structure • Culture

Model of Individual Behavior Role Perceptions Motivation Individual Behaviour and Performance Ability Situational Contingencies

Organizational Behavior • Human behavior depends on contingencies. • Behavior can be predicted, but you have to understand the circumstances. • Understanding circumstances and predicting behavior require a systematic study.

Basic OB Model Independent Variables Dependent Variables Organizational Level PRODUCTIVITY Group Level Individual Level ABSENTEESIM TURNOVER JOB SATISFACTION

Basic OB Model Human resource policies and practices Organizational culture Organization structure and design Work design and technology Organization Systems Level Change and stress Group decision making Communication Leadership Group structure Work teams Productivity Absence Other groups Conflict Turnover Power and politics Group Level Human output Satisfaction Organizational commitment Biographical characteristics Personality Values and attitudes Human input Ability Workplace interaction Perception Motivation Individual decision making Individual Differences Individual Level

OB Discipline Behavioural science Psychology Sociology Contribution Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Individual Group Behavioural change Attitude change Communication Group processes Group decision making Comparative values Comparative attitudes Cross-cultural analysis Anthropology Organizational culture Organizational environment Political science Output Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Social psychology Unit of analysis Conflict Intraorganizational politics Power Organization system Study of Organizational Behaviour

Psychology Sociology The Study of Social Psychology Organizational Behavior Anthropology Political Science Chapter 1 14

Contributing Disciplines Psychology seeks to measure, explain, and change behavior Sociology studies people in relation to their fellow human beings Social psychology focuses on the influence of people on one another Anthropology is the study of societies to learn about human beings and their activities Political science is the study of the behavior of individuals and groups within a political environment

Goals of Organizational Behavior • Explain, predict, and control human behavior

Different Models of OB • Autocratic : Formal Authority Might is right , Punishment • Custodial : Economic Rewards good Working/Living condition • Supportive: Leadership Supporting in job Performance • Collegial : Each employee contributes Team

History of Organizational Research · · · · · Scientific management Classical bureaucracy Principles of organization Industrial psychology Human relations movement Neo-human relations Systems approach Contingency approach Quality management

Two Overarching Perspectives About Management Historical: includes three viewpoints— classical, behavioral, & quantitative Contemporary: also includes three viewpoints— systems, contingency & quality-management

The Historical Perspective Classical Viewpoint Emphasis on ways to manage work more efficiently Scientific Management Emphasized scientific study of work methods to improve productivity of individual workers Proponents: Frederick W. Taylor Frank & Lillian Gilbreth Administrative Management Concerned with managing the entire organization Proponents: Henry Taylor Max Weber Behavioral Viewpoint Emphasis on importance of understanding human behavior & motivating & encouraging employees toward achievement Quantitative Viewpoint Applies quantitative techniques to management Early Behaviorists Management Science Proponents: Hugo Munsterberg, Mary Parker Follet, Elton Mayo Focuses on using mathematics to aid in problem solving and decision making Human Relations Movement Proposed better human relations could increase worker productivity Proponents: Abraham Maslow Douglas Mc. Gregor Behavioral science approach Relies on scientific research for developments theory to provide practical manager tools Operations Management Focuses on managing the production and delivery of an organization’s products or services more effectively

Evolution of OB 1800: Recognition of Human Element in Org Robert Oven 1835: Sick-medical facilities –Andrews 1911: Scientific Management –F. W. Taylor 1920: Hawthorne studies –Elton Mayo 1930: Great Depression 1945: Post-war-great momentum 1950: Fad 1960: Human Side of Enterprise-XY Theory Welfare Era 1980: HR Era

Hawthorne Studies Elton Mayo & the Supposed Hawthorne Effect 1. In later experiments, variables Elton Mayo and his colleagues conducted studies at Western Electric’s Hawthorne Plant and began with an investigation to see if different lighting affected workers’ productivity such as wage levels, rest periods and length of the work day were varied 2. Worker performance seemed to increase over time leading Mayo and his colleagues to hypothesize the Hawthorne Effect 3. That employees worked harder if they received added attention, if they thought managers cared about their welfare and that supervisors paid attention to them 4. They succeeded in drawing attention to the “social man” and how managers using good human relations could improve worker productivity

Human Relations School Hawthorne Studies • Illumination Study - Hawthorne effect: workers felt important because they were observed • Bank Wiring Room Study - individual behavior motivated by influence of groups • Conclusions: - economic rewards didn’t totally explain behavior; - workers respond to groups norms, social pressures • observation

Human Relations School Conclusions: – People are essentially social beings – Non economic rewards play a central role – Informal organization is important – High job specialization does not increase efficiency – Communication, participation and democratic leadership are important

Challenges and Opportunities for OB: A Managerial Perspective Chapter 1 25

Improving Quality and Productivity Customer Focus Continuous Improvement Organizational Improvement Accurate Measurement Employee Empowerment Chapter 1 26

Motivation Improving People Skills Communication Teamwork Chapter 1 27

Workforce Diversity Chapter 1 28

Managing Diversity Workforce diversity organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation ©Prentice Hall, 2000

Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity. ©Prentice Hall, 2000

The Challenge of Globalization Working in Foreign Countries Working with Multicultural Diversity Chapter 1 31

Empowering the Workforce Managers Are Giving Up Controls Workers Are Accepting Responsibility Chapter 1 32

Coping with “Temporariness” The Nature of Work Is Changing Organizations Are Also Changing Chapter 1 33

Declining Employee Loyalty Workforce Global Motivation Competition Chapter 1 34

Improving Ethical Behavior Provide in-house advisers Create protection mechanisms Write and distribute codes of ethics Offer seminars, workshops, and training Chapter 1 35

Limitations 1. Descriptive not Prescriptive 2. Fad 3. Not Improved Industrial Relations 4. Selfish & Exploitative ©Prentice Hall, 2000