ORGANIZATION THEORY & BEHAVIOR
FOUNDATION OF ORGANIZATION BEHAVIOR
DEFINITION OF AN ORGANIZATION
DEFINITION OF ORGANIZATION BEHAVIOR ASSUMPTIONS
ITS SIGNIFICANCE FOR EFFECTIVENESS
TRENDS RESEARCH FOUNDATIONS
ORGANIZATION???
DEFINITION OF ORGANIZATION
• CONSCIOUSLY COORDINATED SOCIAL UNIT • COMPOSED OF 2 0R MORE PEOPLE • CONTINUITY • COMMON GOAL
ENVIRONMENT
HUMAN BEHAVIOR IN ORGANIZATION SETTINGS
INDIVIDUAL ORGANIZATION INTERFACE
ORGANIZATION
ENVIRONMENT
ORGANIZATIONAL PARTICIPANTS
COGNITIVE REPRESENTATION OF REALITY HELPS GUIDE OB
PARTICIPANTS CONTROL THEIR OWN BEHAVIOR TO THE EXTENT THAT THEY RELY ON COGNITIVE SUPPORTS & MANAGE RELEVANT ENVIRONMENTAL CUES & CONSEQUENCES
ORGANIZATIONAL BEHAVIOR
ORGANIZATIONAL ENVIRONMENT
MOST COMPLEX BEHAVIOR ACQUIRED BY DIRECTLY OBSERVING & IMITATING OTHERS IN SURROUNDING ENVIRONMENT
ORGANIZATIONAL GOALS
INDIVIDUAL TASKS
TEAM ROLES
????
• Is ORGANIZATION nothing but an aggregate of individuals? • If so then – is ORGANIZATION behavior all about individual differences?- Differences in values, beliefs, perception, personality, motivation • What about differences in goals, strategies, systems , structure in an ORGANIZATION-do these bring about a distinctive ORGANIZATION behavior
AN ORGANIZATION WOULD THEREFORE HAVE
• • • •
A GOAL-OBJECTIVE STRUCTURE-BOUNDARIES & ROLE STRATEGIES & SYSTEMS CULTURE, CUSTOMS, VALUESDETERMINING BEHAVIOR
VISION -MISION
GOAL
FUNCTIONSTASKS/ACTIVITIESWHAT & WHY? STRATEGIES SYSTEMS STRUCTURE PROCEDURESHOW? ROLES & RESPONSIBILITIES WHO? CORE VALUES
CULTURE
HOW ORGANIZATION ACHIEVES ITS GOAL?
ORG GOAL ANNUAL PLAN
ORGANIZATIONAL PROCESSES
MANPOWER
MACHINES
MONEY
MANAGEMENT FOR ORG EFFECTIVENESS
• MANAGERIAL FUNCTIONS- Planning, Organizing, Leading & Controlling • MANAGERIAL ROLES-Interpersonal , Information, Decisional • MANGERIAL SKILLS-Technical, Human & Conceptual
Org Effectiveness OB
Generalization of human behavior
Certain consistencies in human behavior
DEFINITION
• ORGANIZATION BEHAVIOR CAN BE DEFINED AS A FIELD OF STUDY THAT INVESTIGATES THE IMPACT THAT INDIVIDUALS , GROUPS AND STRUCTURE HAVE ON BEHAVIOR WITHIN ORGANISATION, TO ENABLE APPLYING THIS KNOWLEDGE TOWARDS IMPROVING ORGANIZATIONAL EFFECTIVENESS
DEFINTION-OB
• STUDY OF BEHAVIOR OF INDIVIDUALS WITHIN WORKGROUPS , INCLUDING AN ANALYSIS OF THE NATURE OF GROUPS, THE DEVELOPMENT OF STRUCTURES BETWEEN AND WITHIN WORKGROUPS AND THE PROCESS OF IMPLEMENTING CHANGE
DETERMINANTS OF OB
• INDIVIDUALS. • GROUPS. • STRUCTURE.
OB APPLIES KNOWLEDGE GAINED ABOUT INDIVIDUALS, GROUPS & THE EFFECT OF STRUCTURE ON BEHAVIOR TO MAKE THE ORGANIZATION MORE EFFECTIVE.
SIGNIFICANCE OF OB
• INDIVIDUAL BEHAVIOR & PERFORMANCE AT WORK • GROUP WORKING-NORMS & BEHAVIOR • STRUCTURE OF ORGANIZATION • ORGANIZATION DESIGN • MANAGING CHANGE
OB EMPHASIS
• BEHAVIOR AS RELATED TO
JOBS & COMPETENCIES WORK –JOB DESIGN PERFORMANCE & PRODUCTIVITY ABSENTEEISM EMPLOYMENT TURNOVER
OB LINKAGES TO ORG GOAL
• PERSONALITY, PERCEPTION, SKILL & ATTITUDE DEVELOPMENT • LEARNING • MOTIVATION • LEADER BEHAVIOR & POWER • INTERPERSONAL COMMUNICATION • GROUP STRUCTURE & PROCESSES • WORK DESIGN, CONFLICTS & STRESS • CHANGE PROCESSES
OB & BEHAVIORAL SCIENCE
• OB concerned with a whole gamut of :
– units ( individuals, roles, dyads, teams and org) – Interfaces ( interpersonal, inter team and org environment) Each deserve independent understanding and study and hence foundation of OB is multidisciplinary
Behavioral Science Sources of OB
Org unit INDIVIDUAL Topic Motivation, Perception Personality, Personal effectiveness Decision Making Inter Personal styles, Attitudes Role Effectiveness Leadership Work Motivation Role Stress and burnout Coping Team effectiveness Leadership, Conflict Management Consensus Building, Collaboration Org Culture, Org climate, Org Communication,Org Learning, Org Change, Org Dev, Power & Politics, Cross Cultural Org Societal culture, Values Positive Thinking, Learning Relevant Behavioral Science PSYCHOLOGY
ROLE
SOCIOLOGY & PSYCHOLOGY
TEAMS & INTER TEAMS
PSYCHOLOGY
ORGANISATION
PSYCHOLOGY POLITICAL SCIENCE ANTHROPOLOGY ANTHROPOLOGY PSYCHOLOGY
CONTEXT
MANAGING FOR EFFECTIVENESS
INDIVIDUAL LEVEL OUTCOMES
PRODUCTIVITY PERFORMANCE ABSENTEEISM TURNOVER ATTITUDES STRESS TEAM LEVEL OUTCOMES PRODUCTIVITY PERFORMANCE NORMS COHESIVENESS
ORG LEVEL OUTCOMES
PRODUCTIVITY ABSENTEEISM TURNOVER FINANCIAL PERFORMANCE SURVIVAL CONSTITUENT SATISFACTION
TRACING HISTORY OF ORGANIZATIONAL RESEARCH
CONCEPT SCIENTIFIC MANAGEMENT PRINCIPLES OF MANAGEMENT HUMAN RELATIONS DECISION MAKING SOCIO-TECHNICAL PIONEERS FREDERICK TAYLOR (1911) HENRI FAYOL ( 1916-25) ELTON MAYO (1933) HERBERT SIMON (1947) E L TRIST & K W BAMFORTH (1951) DOUGLAS Mc GREGOR (1961) RENSIS LIKERT (19670 ALFRED CHANDLER (1962) PHILOSOPHY Time & Motion Studies. Finding most efficient way Management Principles Training in use of Principles Psychological factors-Job Satisfaction, Team work Bounded Rationality Optimization of Goals Social Systems view means that organization is an open system Individual needs & importance of participative management Establish Strategy , then Structure is established OB ATTRIBUTES Maximize Cost , Task specialization, maximize output Order, Equity, Division of work, Discipline Paying attention to worker needs & satisfaction Hierarchy o Goals , Effective use of resources Fit between social & technological factors Cohesiveness, Loyalty, commitment & Employer Management system Strategy/Structure fit need to adapt to environmental changes
BEHAVIOR
STRATEGIC MANAGEMENT
TRACING HISTORY OF ORGANIZATIONAL RESEARCH-Contd
CONCEPT CONTINGENCY PIONEERS P R LAWRENCE & J W LORSCH ( 1967) DEMING(1971) & JURAN ( 1974) 1984 PHILOSOPHY Structure firm to meet environmental demands How to detect & eliminate defects OB ATTRIBUTES Integration fit
QUALITY
Instill pride in quality’ Focus on customer satisfaction
ENPOWERNMENT
PROACTIVE PERFORMANCE
1987
Responsiveness to change , Need for Social Support
EMERGING PERSPECTIVES IN OB
• SYSTEMS APPROACH • CONTINGENCY PERSPECTIVE • INTERACTIONALISM
SYSTEMS APPROACH
• VIEWS ORGANIZATION AS A SET OF INTERRELATED ELEMENTS FUNCTIONING AS A WHOLE
FEEDBACK TRANSFORMATION TECHNOLOGY
INPUTSmaterial, human, financial, international
OUTPUTS Product/Service Profit/Losses Employee behavior
CONTINGENCY APPROACH
• SUGGESTS THAT IN MOST ORGANIZATIONS SITUATIONS & OUTCOMES ARE CONTINGENT ON , OR INFLUENCED BY, OTHER VARIABLES
ORG PROBLEMS/ SITUATIONS UNIVERSAL APPROACH
CAUSE & EFFECT WAY OF RESPONDING
CONTINGENCY APPROACH
ORG PROBLEMS
EVALUATE IN TERMS OF THE SITUATION, WHICH THEN SUGGEST
CONTINGENT WAYS OF RESPONDING
INTERACTIONALISM
• INDIVIDUALS AND SITUATIONS INTERACT CONTINUOSLY TO DETERMINE INDIVIDUALS’ BEHAVIOR
INDIVIDUALS
BEHAVIOR
SITUATIONS
POPULAR PRESS
• ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS.
• THEORY Z, EMOTIONAL INTELLIGENCE, REENGINEERING, CORPORAT E CULTURES, IN SEARCH OF EXCELLENCE ETC.
Contribution of OB
• Main contribution is in the understanding and using processes, which can also be defined as the underlying behavioral dimensions of any unit of the organisation
PROCESS
• The main processes concern the
– – – – – – – – Individual( existential processes) Inter person (empathic processes) The role ( coping processes) The group ( collaboration processes) Organisation ( growth processes) Organisation interface ( influence processes) Community ( social awareness Society ( value processes)
OB- CHALLENGES &TRENDS
• Paradigm shift------?
• • • • • GLOBALISATION- Creating a global village INFORMATION AGE-IT TOTAL QUALITY MANAGEMENT DIVERSITY & CULTURAL ISSUES REENGINEERING
OB- CHALLENGES &TRENDS
• ENPOWERING EMPLOYEES- shift from • Management control • COPING WITH CHANGE & TEMPORARINESS-Stability of Flexibility • STIMULATING INNOVATIVENESS & CHANGE • CORPORATE VALUES & ETHICS
OB- CHALLENGES &TRENDS
• STIMULATING INNOVATIVENESS & CHANGE. • CORPORATE VALUES & ETHICS. • WORK FORCE DEMOGRAPHICS-Age, Gender, Ethnic Composition. • WORK PLACE ISSUES- Employee Privacy, Employee rights, Unionization. • Improving Employee Skills.
OB MODELS
COGNITIVE, BEHAVIORISTIC & SOCIAL LEARNING THEORETICAL FRAMEWORKS USED TO DEVELOP OB MODEL
AUTOCRATIC CUSTODIAL SUPPORTIVE SUPERLATIVE (COLLEGIAL)
BASIS OF MODEL Managerial orientation Employee Orientation Employee psychological result Employee need met Performance result
Power Authority Obedience Dependence on Boss Subsistence Minimum
Economic Resources Money Security Benefits Dependence on Organization Security Passive cooperation
Leadership Support Job Performance Participation
Partnership Teamwork Responsible Behavior Self Discipline Self Actualization Moderate enthusiasm
Status & Recognition Awakened drivers
Basic framework for understanding organizational behavior
INDIVIDUAL PROCESSES •Individual differences •Attitudes/Attitude formation •Learning /Reinforcement •Motivation
ENHANCING INDIVIDUAL & INTERPERSONAL PROCESSES Goal setting/Rewards
INTERPERSONAL PROCESSES Group Dynamics Inter group dynamics
Job Designation/Participation
Performance Appraisal Stress Decision Making/ Creativity
Leadership/Influence
Power/Politics/Conflict Interpersonal Communication
INTEGRATING INDIVIDUALS, GROUPS & ORGANIZATIONS
MANAGERIAL CONTEXT Managing People & Organizations •Change/development •International Issues •Career Dynamics
ORGANIZATIONAL PROCESSES & CHARACTERISTICS Organization Structure Environment/technology Organization Design Organization Culture
ORGANIZATIONAL EFFECTIVENESS