1 Introduction to OB-1

8/8/2019 1 Introduction to OB-1

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INTRODUCTION


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Management

Man AgeMent

Humans Because of theirexperience

Becomementallytough


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1.Traditional Management

Boss

(Mercatise / Barter system)

Customer


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2.Semi-traditional Management

Boss

Manager

Customer


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3.Modern Management

Boss

General Manager

Purchase Production Marketing Finance Human ResourceDept Dept Dept Dept Dept


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Organisation: An organisation is a consciouslycoordinated social unit, composed of 2 or morepeople, that functions on a relatively continuousbasis [to get salary or profit] to achieve a commongoal or set of goals.

Behaviour: Actions due to psychological effect ofindividual or observable and measurable activity ofhuman being.

Organisational Behaviour: OB leads to ones thinkingtowards viewing behaviour in a performance relatedcontext ; that is as it leads to effectiveness or successin achieving organisationally desirable outcomes.


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OB is defined as, the

study of what peoplethink, feel and do in and

arou

nd organisation .


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Managers try to analyse each an every individualscore behavioural habits (Skills) that would helpin organisational development.

Ex: Competency Mapping is based on this

concept.


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-OB gets more respect from people in work life fora while rather than from students.

-OB knowledge helps individuals in applyingconcepts in Motivation, Communication,Conflicts, Team Dynamics and other topics.

-A recent study of more than 700 organisation

applying OB practices have 3 times the level offinancial success as compared to companies nothavingOB practices.


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Every one in the work force needs to understand,predict and influence behaviour.

A simpleOB model

Influence organisationalEvents (3)

Predict organisationalEvents (2)

Understand organisationalEvents (1)


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OB emerged as a distinct field around 1940, but itsorigin can be traced back in time as,

1. Greek philosopher Plato wrote about the essence ofleadership.

2. Aristotle addressed persuasive (Convincing)communication.

3. Chinese philosopher Confucius in 500 B.C. saidabout ethics and leadership.

4. Chanakya (40 B.C.) in his ARTHASHASTRA hasmentioned about punishment for unnecessarilydelaying the work & incentive system.

5. Adam Smith in 1776 advocated organisationalstructure based on division of labour.


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6. German sociologist Max Weber wrote aboutCharismatic leadership.

7. F.W.Taylor spoke about scientific managementin 1930s based on work, motion and timestudy.

INPUTTRANSFORMATION

PROCESSOUTPUTS

EXTERNAL ENVIRONMENT

5 MS(Men, Machine,Money, Material,

Methods)

POSDCORBCOMMUNICATIONEXTERNAL ENVIRONMENT

PRODUCT,SERVICES,SATISFACTION,

PROFITS.


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1. Work study: An employee can be shown thefacts of each part of operation so that he candevelop ideas for its improvements.

2. Motion study: Understanding small potentialareas of improvements and can modify.The questions involved are:

a. Can some element of work be eliminated?

b.C

an some parts of operation be combined?c. Can the sequence be changed?d. Can the operations be simplified?


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3. Time study: Time standards and incentive wagesystem goes together. Time standards are essential

for planning and controlling as:

- Time required for each production schedule

- Time study is required to balance output of various

departments so that their activities can becoordinated.

- It is required for accountant to use standard costingmethod to access the period for the money to be

collected.- It is used to fix price for a job, as price varies

according to time taken to perform the job.


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1.The Classical approach: Also called as scientificmanagement gave importance for faster meansof production Sir F.W.Taylor & Sir Henry

Fayol.2.The Neo-Classical approach: Human factors was

given importance- Sir Elton Mayo.

3.T

he Modern management approach: Gives equ

alimportance to man and machine.


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1. Operational approach: Getting things done throughothers.

2. Empirical approach: Emphasises on past experience.

3. Human behaviour approach: Psychological factorsunderlying human behaviour.

4. Social system: Views management based on relationship.

5. Decision theory approach: Decision should be taken atthe right time.

6. Communcation approach: Looks at manager as acommunication centre.

7. Mathematical approach: Management functions can beexpressed in terms of mathematical symbols.


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Elton Mayo the father of human relationsapproach along with a group of HARVARDprofessors conducted this experiment atHawthorne plant of western electrical

company-Chicago.

They conducted the experiment from 1924 to 1932.

The experiment are:1. Illumination experiment (1924 to 1927)

2. Relay assembly test room experiment (1927 to 1932)

3. Bank wiring observation room experiment (1931 to 1932)


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OB is a multidisciplinary field and includes:1. Psychology2. Social Psychology

It is broadly conceived as the study of howindividuals perceive, influence, and relate toothers.

3. Anthropology

4. Political Science5. Economics6. Industrial Engineering


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1.To keep workers happy to get maximumproductivity.

2. Give workers a challenging job which wouldsuit their caliber.

3. To motivate workers by money.

4. To keep the (group) team in co-operation and toavoid conflicts.

5. To have a systematic study of cause and effectand basing our conclusions on scientificevidence by data gathering.


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1. Understanding of self and others* Individual Behaviour* Inter-Personal Behaviour

* Group Behaviour2. Motivation3. Effective Communication4. EffectiveOrganisationalClimate

5. Good Human Relations6. Introduction of change in organisation

1 Introduction to OB-1

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