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ORGANISATION BEHAVIOUR

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Sajid Nasar

Managers achieve organizational goals through directing the activities of others. They perform functions like planning, organizing, controlling and directing. Managers work in organizations, which are social units composed of multiple people working together to achieve common goals. Organizational behavior is the study of how individuals and groups act in organizations and how their behaviors impact organizational effectiveness. It draws from disciplines like psychology, sociology, and anthropology. Models of OB include autocratic, custodial, supportive, collegial, and system models that differ in their focus on factors like power, resources, leadership, teamwork and trust. Common dependent variables studied in OB are productivity, absenteeism, turnover, job satisfaction and organizational citizenship behaviors. Independent variables can exist

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MOMISHA M S
ORGANISATION BEHAVIOUR
What Managers Do? Manager: Individuals who achieve goals through other people. Managerial Activities: •Make decisions •Allocate resources •Direct activities of others to attain goals
Where Managers Work? Organization : A consciously coordinated social unit, composed of two or more people, that function on a relatively continuous basis to achieve a common goal or a set of goals.
Management Functions: Planning Organising Controlling Directing
Planning : A process that includes defining goals, establishing strategy and developing plans to coordinate activities.
Organising : Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made.
Controlling : Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
Directing : A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
Mintzberg’s Managerial Roles:
ORGANISATION BEHAVIOUR
Management Skills: Technical skills: The ability to apply specialized knowledge or expertise. Human skills: The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual skills: The mental ability to analyse and diagnose complex situation.
Organizational Behavior: Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within organizations for the purpose of applying such knowledge towards improving an organization's effectiveness. – Stephen P Robbins OB can play a major role in organizational development, enhancing organizational performance, as well as individual and group performance/satisfaction/commitment.
Fred Luthans: OB is the understanding, prediction and management of human behaviour in organization. OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.
The Layers of OB The individual Motivating self and others 1.Emotions 2. Values and attitudes 3. Perception 4. Personality The Group Power and Politics 1. Negotiation 2.Conflicts 3. Communications 4. Groups and Teams The Organization 1. Change 2. Organisational Culture 3. Decision making 4. Leadership
Challenges Facing in the Workplace Workplace Organizational Level • Productivity • Developing effective employees• Global competition• • Managing in the global village Group Level • Working with others • Workforce diversity Individual Level • Job satisfaction • Empowerment • Behaving ethically
Contributing Disciplines to the OB Psychology: The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Sociology: The study of people in relation to their fellow human beings (study of group behavior).
Social Psychology: An area within psychology that blends concepts from psychology and sociology and focuses on the influence of people on one another.
Anthropology: The study of human beings and their activities (particularly its culture). How human race adjusts itself to the environment.
Political Science: The study of the behaviour of individuals and groups within a political environment.
Challenges and Opportunities for OB • The workplace contains a wide mix of cultures, races, ethnic groups, genders and ages. • Employees have to learn to cope with rapid change due to global competition. • Corporate loyalty has decreased due to corporate downsizing and use of temporary workers. • Managers can benefit from OB theory and concepts. • Responding to Globalization
• Managing Workforce Diversity • Improving People Skills • Empowering People • Stimulation, Innovation and Change • Helping Employees Balance Work - Life Conflicts • Improving Ethical Behavior
• Improving Quality and Productivity • Responding to the Labor Shortage • Improving Customer Service and building a customer-responsive culture • Creating a positive work environment • Focus is on employee strengths, not their weaknesses.
Five Models of OB 1. Autocratic model 2. Custodial model 3. Supportive model 4. Collegial model 5. System mode
Autocratic model In this model we can find that this model relies on power. Managers have the ability, authority to control their employees and the employee’s performance in this stage will be much lower than expected.
• Depends on power • Managerial orientation is authority • Employee orientation is obedience • Employee psychological result depends on boss • Employee needs met is subsistence • Performance result is minimum
Custodial model • This model usually depends on economic resources (money). Managers can simulate their employees by offering them facilities and benefits, but the employee’s won’t work as a team (Less sharing with others)
• Depends on economical resource • Managerial orientation is money • Employee orientation is security and benefit • Employee psychological result depends on organization • Employee needs met is security • Performance result is passive cooperation
Supportive model • This model relies on leadership. Managers support their employees by encouraging and supporting them to perform a better job and as well as developing their skills.
• Depends on leadership • Managerial orientation is support • Employee orientation is job and performance • Employee psychological result is participation • Employee needs met is status and recognition • Performance result is awakened drives
Collegial model This model means that employees depend on each other co-operatively and work as a team to do the task.
• Depends on partnership • Managerial orientation is teamwork • Employee orientation is responsible behavior • Employee psychological result is self discipline • Employee needs met is self actualization • Performance result is moderate enthusiasm
System model This model is based on trust, self-motivation, and the performance results will be more than expected.
• Depends on trust, community, understanding • Managerial orientation is caring, compassion • Employee orientation is psychological ownership • Employee psychological result is self motivation • Employee needs met is wide range • Performance result is passion, commitment, organization goal
Basic OB Model Model An abstraction of reality. Conversion of theory in to practical application with the help of tools. A simplified representation of some real-world phenomenon.
 Dependent variable: A response that is affected by an independent variable. y x
• Productivity : A performance measure that includes effectiveness and efficiency. • Effectiveness : Achievement of goals. • Efficiency : Meeting goals at a low cost.
• Absenteeism : The failure to report to work. • Turnover : The voluntary and involuntary permanent withdrawal from an organization.
• Organizational citizenship behavior (OCB): Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
• Job satisfaction: A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics.
The Independent Variables The presumed cause of some change in the dependent variable; major determinants of a dependent variable. Independent Variables Can Be Individual-Level Variables Organization System-Level Variables Group-Level Variables
ORGANISATION BEHAVIOUR
ORGANISATION BEHAVIOUR

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ORGANISATION BEHAVIOUR

  • 3. What Managers Do? Manager: Individuals who achieve goals through other people. Managerial Activities: •Make decisions •Allocate resources •Direct activities of others to attain goals
  • 4. Where Managers Work? Organization : A consciously coordinated social unit, composed of two or more people, that function on a relatively continuous basis to achieve a common goal or a set of goals.
  • 6. Planning : A process that includes defining goals, establishing strategy and developing plans to coordinate activities.
  • 7. Organising : Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made.
  • 8. Controlling : Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
  • 9. Directing : A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
  • 12. Management Skills: Technical skills: The ability to apply specialized knowledge or expertise. Human skills: The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual skills: The mental ability to analyse and diagnose complex situation.
  • 13. Organizational Behavior: Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within organizations for the purpose of applying such knowledge towards improving an organization's effectiveness. – Stephen P Robbins OB can play a major role in organizational development, enhancing organizational performance, as well as individual and group performance/satisfaction/commitment.
  • 14. Fred Luthans: OB is the understanding, prediction and management of human behaviour in organization. OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.
  • 15. The Layers of OB The individual Motivating self and others 1.Emotions 2. Values and attitudes 3. Perception 4. Personality The Group Power and Politics 1. Negotiation 2.Conflicts 3. Communications 4. Groups and Teams The Organization 1. Change 2. Organisational Culture 3. Decision making 4. Leadership
  • 16. Challenges Facing in the Workplace Workplace Organizational Level • Productivity • Developing effective employees• Global competition• • Managing in the global village Group Level • Working with others • Workforce diversity Individual Level • Job satisfaction • Empowerment • Behaving ethically
  • 17. Contributing Disciplines to the OB Psychology: The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
  • 18. Sociology: The study of people in relation to their fellow human beings (study of group behavior).
  • 19. Social Psychology: An area within psychology that blends concepts from psychology and sociology and focuses on the influence of people on one another.
  • 20. Anthropology: The study of human beings and their activities (particularly its culture). How human race adjusts itself to the environment.
  • 21. Political Science: The study of the behaviour of individuals and groups within a political environment.
  • 22. Challenges and Opportunities for OB • The workplace contains a wide mix of cultures, races, ethnic groups, genders and ages. • Employees have to learn to cope with rapid change due to global competition. • Corporate loyalty has decreased due to corporate downsizing and use of temporary workers. • Managers can benefit from OB theory and concepts. • Responding to Globalization
  • 23. • Managing Workforce Diversity • Improving People Skills • Empowering People • Stimulation, Innovation and Change • Helping Employees Balance Work - Life Conflicts • Improving Ethical Behavior
  • 24. • Improving Quality and Productivity • Responding to the Labor Shortage • Improving Customer Service and building a customer-responsive culture • Creating a positive work environment • Focus is on employee strengths, not their weaknesses.
  • 25. Five Models of OB 1. Autocratic model 2. Custodial model 3. Supportive model 4. Collegial model 5. System mode
  • 26. Autocratic model In this model we can find that this model relies on power. Managers have the ability, authority to control their employees and the employee’s performance in this stage will be much lower than expected.
  • 27. • Depends on power • Managerial orientation is authority • Employee orientation is obedience • Employee psychological result depends on boss • Employee needs met is subsistence • Performance result is minimum
  • 28. Custodial model • This model usually depends on economic resources (money). Managers can simulate their employees by offering them facilities and benefits, but the employee’s won’t work as a team (Less sharing with others)
  • 29. • Depends on economical resource • Managerial orientation is money • Employee orientation is security and benefit • Employee psychological result depends on organization • Employee needs met is security • Performance result is passive cooperation
  • 30. Supportive model • This model relies on leadership. Managers support their employees by encouraging and supporting them to perform a better job and as well as developing their skills.
  • 31. • Depends on leadership • Managerial orientation is support • Employee orientation is job and performance • Employee psychological result is participation • Employee needs met is status and recognition • Performance result is awakened drives
  • 32. Collegial model This model means that employees depend on each other co-operatively and work as a team to do the task.
  • 33. • Depends on partnership • Managerial orientation is teamwork • Employee orientation is responsible behavior • Employee psychological result is self discipline • Employee needs met is self actualization • Performance result is moderate enthusiasm
  • 34. System model This model is based on trust, self-motivation, and the performance results will be more than expected.
  • 35. • Depends on trust, community, understanding • Managerial orientation is caring, compassion • Employee orientation is psychological ownership • Employee psychological result is self motivation • Employee needs met is wide range • Performance result is passion, commitment, organization goal
  • 36. Basic OB Model Model An abstraction of reality. Conversion of theory in to practical application with the help of tools. A simplified representation of some real-world phenomenon.
  • 37.  Dependent variable: A response that is affected by an independent variable. y x
  • 38. • Productivity : A performance measure that includes effectiveness and efficiency. • Effectiveness : Achievement of goals. • Efficiency : Meeting goals at a low cost.
  • 39. • Absenteeism : The failure to report to work. • Turnover : The voluntary and involuntary permanent withdrawal from an organization.
  • 40. • Organizational citizenship behavior (OCB): Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
  • 41. • Job satisfaction: A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics.
  • 42. The Independent Variables The presumed cause of some change in the dependent variable; major determinants of a dependent variable. Independent Variables Can Be Individual-Level Variables Organization System-Level Variables Group-Level Variables

Editor's Notes

  1. Values and attitudes