Organizational Behaviour

44

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Please leave your comments about the pros and cons of this article.Your's Faithfully,Kanakalingam Sasikumar

Transcript of Organizational Behaviour

Page 1: Organizational Behaviour
Page 2: Organizational Behaviour

Organizational Behaviour

What is it?

Study of

Human Behaviour

Group Behaviour

Organizational Behaviour

Individual Behaviour

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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

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Human Beings

There are three kinds of people:

Those who watch things

happen

Those who ask ‘What

happened?”

Those who make things

happen.

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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

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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

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Personal Entrepreneurial Characteristics

1.Opportunity Seeking

2.Risk Taking

3.Information Seeking

4.Persistence

5.Goal Setting

6.Networking

7.Self Confidence

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Human Inputs

Individuals:

1. Ability

2. Values & Attitudes

3. Personality

4. Biographical Characteristics

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Individuals:

1. Ability

2. Values & Attitudes

3. Personality

4. Biographical Characteristics

Per

cept

io

n

Motiva

tio

n

Individual Learning

Conflicts within Individuals

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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

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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.

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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

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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

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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.

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Groups and Teams

Synergy

Goal

Accountability

Skills

Groups Teams

Share Information

Neutral

Individual

Random & Varied

Collective

Performance

Positive

Individual & Mutual

Complementary

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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

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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

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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

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Performance Improvement

Learning Cycle

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Stress Management

What is Stress?

Outcome Uncertain

Constraints Task

Desire

Action

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Stress ManagementIndividual Approach

CorrectTime Management

PhysicalExercise

RelaxationTraining

Making Daily list

of Activities

Prioritize the Activities

Meditation

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Stress ManagementOrganizational Approach

Improved PersonnelSelection

RealisticGoal

Setting

RedesigningJobs

IncreasedEmployee

Involvement

Improve OrganizationalCommunication

EmployeeWelfare

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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

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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

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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

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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

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“Coming together is a

Beginning,

Staying together is the

Progress,

And

Working together is the

Success” - Henry Ford,

1936

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A small group of thoughtful committed people can change the world.

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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

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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.

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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

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Skills Obtained by Team Work

•Communication skills

•Time planning and organization

•Collaboration with different personality styles

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Leadership

It is an attempt It influencing

The activities of the FollowersThrough the communication process

Toward the attainment of Some Goals

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Leadership

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Leadership

Leader

Inspire

Lead

Motivate

Att

ract

Manager

Plan

Dire

ct

Con

trol

Organize

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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.

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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.

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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?

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Power of the Leadership

Power

of

the Leader

Rewarding/Punishing

Cohesive Power

Legitimate Power

Reference Power

Expert Power

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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