Post on 20-Nov-2014
Organizational Behaviour
What is it?
Study of
Human Behaviour
Group Behaviour
Organizational Behaviour
Individual Behaviour
Importance of OB
OBOB
To Get Information Why and How
the Organization Functions
To Manage Organization Effectiveness
Efficiency
To Recognize the Value of HR Satisfactory level of Employees
To Analyze the Relationship As an employee,
As a Manager
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Interaction ProcessInput Output
Group – Level Factors
1. Structure
2. Level of “Cohesiveness”
3. Group Size
Environment – Level Factors
1. Group Task Characteristics
2. Reward Structure
3. Level of Environmental Stress
Individual – Level Factors
1. Knowledge
2. Skills
3. Attitudes
4. Values
Other Outcomes
1. Member Satisfaction
2. Group “Cohesiveness”
3. Attitude Change
4. Sociometric Structure
Performance Outcomes
1. Performance Quality
2. Speed to Solution
3. Error Reduction
4. Productivity Improvement
5. Turnover
Individual Process
1. Motivation
2. Performance Improvement
3. Stress Management
Group Process
1. Communication
2. Team Work
3. Leadership
4. Decision Making
Organizational Process
1. Organizational Structure
2. Organizational Culture
3. Organizational Development
Organizational Behaviour
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IndividualInterests/Skills
Career Goals/Opportunities
PerceivedOrganizational
Needs
Rewards/Recognition
IndividualBehaviors
OrganizationalBehavior
TangibleResults
ExternalFactors
(unpredictable)
Organizational Behaviour
Human Beings
There are three kinds of people:
Those who watch things
happen
Those who ask ‘What
happened?”
Those who make things
happen.
Individual-Level FactorsPersonality Characteristics
Knowledge
Problem diagnostic knowledgeEnvironmental Assessment ( PEST Analysis)Technical SpecializationPlanning, Monitoring and EvaluationFinance &Accounting
Attitudes Positive Thinking & Mutual UnderstandingQuality, Cost & Time ConsciousInnovativeDesire for Change
Skills Commitment & Goal OrientedInformation SeekingCommunication & Team BuildingSituation Analysis & Problem Diagnostic
Values Punctuality & HonestyProfessionalismTrustworthy & Accountability
Type of Personalities
ThinkerThinker DoerDoerData OrientedNon dynamicAnalyze alternative
Action OrientedShort SightedSeek Urgent SolutionOwn decision maker
FeelerFeeler IntuitorIntuitorFlexible & SensitiveResponsiveEnvironment LoversToo SoftSkilled in Communication
ConceptualIdeologicalInnovative & CreativeDesire in Planning & DevelopmentLong on Vision & Short in Action
Personal Entrepreneurial Characteristics
1.Opportunity Seeking
2.Risk Taking
3.Information Seeking
4.Persistence
5.Goal Setting
6.Networking
7.Self Confidence
Human Inputs
Individuals:
1. Ability
2. Values & Attitudes
3. Personality
4. Biographical Characteristics
Individuals:
1. Ability
2. Values & Attitudes
3. Personality
4. Biographical Characteristics
Per
cept
io
n
Motiva
tio
n
Individual Learning
Conflicts within Individuals
Type of Groups
Definition: Two or more individuals interacting & interdependent who have come together to achieve particular objective.
Formal Group Designed to accomplish organizational task.
1. Command Group
Determined by the Organizational chart where subordinates reports directly to the manager.
2. Task Group Determined by the organization for getting together to complete a task.
Informal Group
Formed on the basis of common interest
2. Interest Group People may or may not be aligned into command group. But they affiliate to attain a specific objective
3. Friendship Group
Often develop for some common objectives
Stages of Group Development
Forming Get together. Tend to find out each other, consider purposes, brainstorm ideas, find out suitable structure for task and consider individuals role.
Storming Begins to settle in and individuals get to know each other, they may start competing for status and role in the group. Disagreements occur and where some members may try to assert strong opinions or leadership tactics, others may withdraw.
Norming After the more tense stage of storming, the group usually begins to settle and found a common approach to the task that all agreed upon or accept. Action plans begin to find space to begin working on tasks.
Performing
This is the stage when the group achieves optimum efficiency and work gets done. At this stage it is important to know the team work strategies that with best utilize the expertise of each member. It is also useful be aware of time spent on each task through a log or diary.
Mourning Having satisfactorily got through the group tasks, if the group has been successful in working together, even initial tensions and conflicts, can see members sad to leave each other. This is where mutual respect and achievement is felt most significantly.
Key Roles on Group
Idea
s
TeamMaintainer
Advisor
Linker
Creditor
Promoter
Assessor
Controller
ProducerOrganizer
Pro
vid
e D
irect
ions
& F
ollo
w T
hro
ugh
Encourage
Information Search
Examine
Rules & Regulatio
ns
Fights External Battles
Coord
inate
&
Inte
gra
te
Initi
ate
Creat
ive
Idea
s
Take Actions
on Ideas
Offer Insight AnalysisProvide Structure
Group-Level FactorsStructure
1.Formal Leadership
2.Roles
3.Role Identity
4.Role Perception
5.Role Expectations
6.Norms: Expectable Standards of Behaviour & Tells what to do and Not to do.
7.Size
8.Composition
Groups Vs Teams
The group that interacts primarily to
share information and to make decision
to help each member perform within his
or her area of responsibility.
The team generates positive synergy
through coordinated effort.
Groups and Teams
Synergy
Goal
Accountability
Skills
Groups Teams
Share Information
Neutral
Individual
Random & Varied
Collective
Performance
Positive
Individual & Mutual
Complementary
Conflicts within a group
Conflicts occur when a person or group believe that their attempt of achieving goals are being blocked by another person or group.
It Should be avoided.
It can be appreciated. Why?
1. To stimulate new ideas
2. To promote healthy competition
3. For energizing behaviour
Conflict Management
Use Resolution Use Stimulation When Conflict become
DisruptiveThe agreement within the group is too easily reached
When too much time and effort are spent on conflict rather than productive effort
For new creative ideas
Conflicts focuses on internal goals of the group rather than on organizational goals
Change is needed to remain competitive
Cohesiveness
Factors:•Homogeneous Composition•Mature Development•Relatively Small Size•Frequent Interaction•Clear Goals
Factors:•Heterogeneous Composition•Recent Formation•Large Size•Physical Dispersion•Ambiguous Goals•Failure
Results:•Goal Accomplishment•Members Satisfaction•Progress Improvement•High Commitment
Results:•Difficulty in goal achievement•Poor Progress•Individual Orientation•Lower Commitment
Definition: The extent which the group is committed to staying together
Performance Improvement
Learning Cycle
Stress Management
What is Stress?
Outcome Uncertain
Constraints Task
Desire
Action
Stress ManagementIndividual Approach
CorrectTime Management
PhysicalExercise
RelaxationTraining
Making Daily list
of Activities
Prioritize the Activities
Meditation
Stress ManagementOrganizational Approach
Improved PersonnelSelection
RealisticGoal
Setting
RedesigningJobs
IncreasedEmployee
Involvement
Improve OrganizationalCommunication
EmployeeWelfare
CommunicationFunction
SenderTransfer of Information
Information Being UnderstoodReceiver
Importance
Purpose
Responsibility
Group activity is impossible without communication
1. Establish and disseminate goals of an enterprise2. Develop plans for their achievement3. Organize human and other resources in most effective &
efficient way
Communication is two way process in which everyone is both an originator and a receiver of the communication
CommunicationProcess
SENDER RECEIVER
Use of Channels to
Transmit MessageS
en
din
g
En
cod
ing
Th
ou
gh
t
Receiv
ing
Decod
ing
Un
ders
tan
d
Feedback
Noise
Communication
Shor
t
Shor
tW
ords
Wor
ds
SimpleSimpleWordsWords
Exp
ress
Exp
ress
Th
ou
gh
tsT
ho
ug
hts
Give Give
IllustrationsIllustrationsA
void A
void
Unnecessary
Unnecessary
Words
Words
CommunicationBarriers
1. Lack of planning2. Lack of Openness3. Unclarrified assumption4. Semantic Distortion5. Poorly expressed message6. Loss in transmission7. Poor Listening8. Threat & Fear9. Information Overload10. Personnel Barriers
“Coming together is a
Beginning,
Staying together is the
Progress,
And
Working together is the
Success” - Henry Ford,
1936
A small group of thoughtful committed people can change the world.
Types of Teams
Problem Solving
Self Managed Cross Functional
Discuss the ways:Improving QualityEfficiencyWork Environment
And
Implement Solution
Implement Solution:Plan & Schedule workCollective controlMaking operating decisionTaking actions on problems
And
Take full responsibility
for outcomes
Made up the team:Allowing people from diverse areas.Different discipline membersExchange InformationDevelop new Ideas
And
Coordinate projects
Review of team work Review of team work processesprocesses
Parallel System: Jobs are divided into sub-tasks.
Sequential System: Jobs are done in sequence.
passing work along the line to other group members.
Reciprocal System: People work together on all tasks.
Problem within a Team
1. Varying previous knowledge2. Dissatisfaction with other team members work effort3. Managers/Supervisors – weak guidance and
accessible4. Unclear objectives for the project task5. Unclear working models6. Poor Knowledge of handling conflicts within team
members7. Large Teams (9 persons or more) 8. Unclear roles within the team9. Disagreement about the working methods10.Disagreement about the responsibilities 11.Disagreement about the level of ambition 12.Disagreement about facts
Skills Obtained by Team Work
•Communication skills
•Time planning and organization
•Collaboration with different personality styles
Leadership
It is an attempt It influencing
The activities of the FollowersThrough the communication process
Toward the attainment of Some Goals
Leadership
Leadership
Leader
Inspire
Lead
Motivate
Att
ract
Manager
Plan
Dire
ct
Con
trol
Organize
Leadership
Story
“Management is doing things right, leadership is doing the right things”
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent.The leaders continue to monitor and evaluate progress making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.
Leadership
Changes
1. Immobilisation: The individual feels some sense of shock and possible disbelief – so much so that they deem it
worthy of doing nothing.
7. Internalisation: The change is understood and adopted within the individual’sown understanding – they now know how to work with it and
feel a renewed sense of confidence and self esteem.
6. Search for meaning:Individuals begin to work with the change and see how they might be able to
make the change work for them – self esteem begins to rise.
5. Testing out: Individuals begin to interact with the change, they start
to ask questions to see how they might work
with the change.
4. Acceptance/letting go: The lowest point in self-esteem
Finally sees people starting to accept the inevitable.
Fear of the future is a feature of this stage.
2.Minimisation: As the change becomes clearer,
people try to fit in the change with their own personal position
and may try to believe that it will not affect them.
3. Depression: As reality, staff feel angry &
lack of control of events overtake people & feel depressed, try
to reconcile what is happening With their own personal situation.
Leadership
Depends on: Affecting Factors
Type of staffHistory of the businessCulture of the businessQuality of the relationshipsNature of the changes neededAccepted norms within the institution
Risk - decision making and change initiatives based on degree of risk involvedType of business – creative business or supply driven?How important change is – change for changes sake?Organisational culture – may be long embedded and difficult to changeNature of the task – needing cooperation? Direction? Structure?
Power of the Leadership
Power
of
the Leader
Rewarding/Punishing
Cohesive Power
Legitimate Power
Reference Power
Expert Power
Intelligence
Intelligence
Discovering
Wh
en
& W
here
Makin
g D
ecis
ion
Necessary for
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Decision MakingDecision Making
Make The
Choice
Make The
Choice
Alternative
SolutionNo:01
Alternative
SolutionNo:01
Alternative SolutionNo:02
Alternative SolutionNo:02
Alternative SolutionNo:03
Alternative SolutionNo:03
What It is?
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Decision Making CycleDecision Making Cycle
Identify problems &
Causes
Clarify Objectives
Search for Alternatives
Evaluate Alternatives
Implement Action
Select an alternative