Organisational Behaviour OB-1: The field of Organisational Behaviour

Evolution of Management Thought Organizational Behavior 1970’s Human Relations Hawthorne Studies 1940’s Classical Organization Theory Scientific Management 1900’s

What is an Organization? A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. This material is found on page 2.

The Organization as an Iceberg Metaphor

What is Organizational Behavior? . . . a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

What is Organizational Behavior? Organizational Behavior is the study of how people behave in organizations (descriptive) how to improve behavior to accomplish organizational goals (normative) The study of the actions of people at work

Fundamental Concepts of O.B. Individual Differences A Whole Individual Behavior is Caused Human Dignity Organisations are social system Mutuality of Interest

Why Do We Study OB? To learn about yourself and how to deal with others You are part of an organization now, and will continue to be a part of various organizations Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time You want to be a manager or entrepreneur Understanding of the organizational factors that influence work Understanding of how the work environment shapes organizational performance

Why Do We Study OB? External Environment (Cultural Context) Organization (Structure, Culture, Change) Understanding and managing individual behavior Managers responsible for achieving organizational results with and through others Understanding and managing group and social processes Organizational effectiveness through continuous improvement Understanding and managing organizational processes and problems

Organizational Behavior Purpose: Achieve better understanding and management of people at work. Ultimately: It is all about Explain, Predict and Control ____________?

Basic OB Model, Stage I Organization systems level Group level Individual level

Basic OB Model, Stage II Organization Systems Level Group Level Human resource policies and practices Organizational Organization Work design culture structure and and design technology Organization Systems Level Change and Group stress decision making Leadership Communication Group Work Satisfaction Organizational commitment Turnover Absence Productivity Workplace interaction Human output structure teams Other Power and groups Conflict politics Group Level Biographical characteristics Personality Perception Values and attitudes Motivation Individual decision making Human Individual Differences input Ability Individual Level

Contributing Disciplines to the OB Field Psychology Sociology Social Psychology Anthropology Political Science

Toward an OB Discipline Social psychology Psychology Behavioural science Contribution Unit of analysis Output Anthropology Sociology Political science Study of Organizational Behaviour Organization system Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Intraorganizational politics Organizational environment Behavioural change Attitude change Group processes Group decision making Group Comparative values Comparative attitudes Cross-cultural analysis Individual

Challenges Facing the 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 The material for this illustration is found on page 6.

Evolution of 21st Century Managers Past Managers Future Managers Facilitator, team member, teacher, advocate, sponsor, coach Order giver, privileged elite, manipulator, controller Primary Role Continuous, life-long learning, generalist with multiple specialties Periodic learning, narrow specialist Learning and Knowledge Skills, results Time, effort, rank Compensation Criteria Knowledge (technical and interpersonal) Formal authority Primary Source of Influence Primary resource Potential problem View of People

Evolution of 21st Century Managers Past Managers Future Managers Multidirectional Vertical Primary Communication Pattern Broad-based input for joint decisions Limited input for individual decisions Decision-making Style Forethought Afterthought Ethical Considerations Cooperative (win-win) Competitive (win-lose) Nature of Interpersonal Relationships

Evolution of 21st Century Managers Past Managers Future Managers Share and broaden access Hoard and restrict access Handling of Power and Key Information Facilitate Resist Approach to Change

Team Activity Is OB a commonsense?

Is OB commonsense? People who are satisfied with one job tend to be satisfied with other jobs as well. Because “two heads are better than one,” groups make better decisions than individuals. The best leaders always act the same, regardless of the situation they face. Specific goals make people nervous; people work better when asked simply to do their best. People get bored easily, so they welcome organizational change. Money is the best motivator. Today’s organizations are more rigidly structured than ever before. .

Is OB commonsense? 8. People generally shies away from challenging jobs. 9. Using multiple channels of communication adds on to confusion. 10. Conflict in organization is always disruptive 11. All individuals are most productive when their boss is friendly, trusting, and approachable. 12. Interviews are effective selection devices for separating job applicants who would be high-performing employees from those who would be low performers. 13. Most people are much more concerned with the size of their own salaries than with the size of other people’s salaries.

Is OB commonsense? True False

PUSHING PAPER CAN BE FUN At one of the sessions in a seminar was motivation- how we can get public servants motivated to do a good job/. The plight of police captain became the central focus of the discussion: I have got a real problem with my officers. They come on the force as young, inexperienced rookies, and we send them out on the street, either in cars or on a beat. They seem to like the contact they have with the public, the action involved in crime prevention, and the apprehension of criminals. They also like helping people out at fires, accidents, and other emergencies. The problem occurs hen they get back to the station. They hate to do the paperwork, and because they dislike it, the job is frequently put off or done ineffectively. This lack of attention hurts us later on when we get to court. We need clear, factual reports.

PUSHING PAPER CAN BE FUN They must be highly detailed and unambiguous. As soon as one part of the report is shown to be inadequate or incorrect, the rest of the report is suspect. Poor reporting probably causes us to lose more cases than any other factor. I just don’t know how to motivate them to do a better job. We’re in a budget crunch and I have no financial rewards at my disposal. In fact, we’ll probably have to lay some people off in the near future. It’s hard for me to make the job interesting and challenging because it isn’t- it’s boring, routine paperwork, and there isn’t much you can do about it. Finally, I can’t say to them that their promotion will hinge on the excellence of their paperwork. First of all, they know it’s not true.

PUSHING PAPER CAN BE FUN If their performance is adequate, most are more likely to get promoted just by staying on the force a certain number of years than for some outstanding act. Second, they were trained to do the job they do out in the streets, not to fill out forms. All through their career it is the arrests and interventions that get noticed. Some people have suggested a number of things, like using conviction records as a performance criterion. However, we know that’s not fair- too many other things are involved. Bad paperwork increases the chances that you lose in court, but good paperwork doesn’t necessarily mean you will win. E tried up team competitions based upon the excellence of the reports, but the officers caught on to that pretty quickly. No one was getting any type of reward for winning it.

PUSHING PAPER CAN BE FUN and they figured why should they bust a gut when there was no payoff. I just don’t know what to do..

PUSHING PAPER CAN BE FUN Discussion questions What performance problem is the captain trying to correct/ Use the MARS model of individual behaviour and performance to diagnose the possible cause of the unacceptable behaviour.