1. Organizational Behavior Start up session Welcome & Class introduction Welcome & Class introduction Course facilitator introduction Course facilitator introduction Course Objective Course Objective To introduce you with what OB is all about and the inside out of organizational dynamics. To introduce you with what OB is all about and the inside out of organizational dynamics. Teaching methodology Teaching methodology Teaching will mainly be done through coaching and experiential learning of OB. The key to success is to keep the concept clear, simple and always look for its practical application in a working environment. Teaching will mainly be done through coaching and experiential learning of OB. The key to success is to keep the concept clear, simple and always look for its practical application in a working environment.

2. Organizational Behavior Start up session Class norms - To get the maximum benefit out of the course students are strongly recommended to: Class norms - To get the maximum benefit out of the course students are strongly recommended to: Arrive and leave in time. 5 mins grace time Arrive and leave in time. 5 mins grace time Do your own work! Copied work will be marked zero Do your own work! Copied work will be marked zero Come Prepared! This is not a lecture-only course! Come Prepared! This is not a lecture-only course! Assignments and other related work has to be submitted on time. Late submission will not be acceptable & marked zero Assignments and other related work has to be submitted on time. Late submission will not be acceptable & marked zero Class meetings will NOT cover each & every thing in the text. Class meetings will NOT cover each & every thing in the text. Planned & surprise class quizzes, activities can be planned, be regular. Planned & surprise class quizzes, activities can be planned, be regular. Cell phones must be switched off. Cell phones must be switched off. No personal, political, religious examples & comments No personal, political, religious examples & comments

3. Organizational Behavior Start up session Course content (session wise) Course content (session wise) Testing & Grading Testing & Grading Grading will focus on your overall personality rather than one or two aspects. A mid-term examination & a final examination will be given. Grading will focus on your overall personality rather than one or two aspects. A mid-term examination & a final examination will be given. Case Analysis/quiz20% Case Analysis/quiz20% Mid-term30% Mid-term30% Group Term Project10% Group Term Project10% Final Exam40% Final Exam40% TOTAL100% TOTAL100%

4. Start up session Books Books Stephen P. Robbins: Organizational Behavior Stephen P. Robbins: Organizational Behavior Fred Luthans: Organizational Behavior Fred Luthans: Organizational Behavior Various OB websites, visits, and any good reading material Various OB websites, visits, and any good reading material CR nomination CR nomination Group formation & class information sheet Group formation & class information sheet

5. Introduction to Organizational Behavior Tehzeeb Sakina Amir IU – OB – session 1 Summer 2011

6. “You can dream, create, design and build the most wonderful place in the world, but it requires people to make the dream a reality..! W “You can dream, create, design and build the most wonderful place in the world, but it requires people to make the dream a reality..! Walt Disney

7. Organizational Behavior O-Organization, work place, B-Behavior, actions, observable. The study of actions that affect performance in the workplace. Related to stability Satisfaction Motivation Rewards Organizational Behavior

8. OB is..... What people do in an organization What people do in an organization How their behavior effects the overall performance of the organization. How their behavior effects the overall performance of the organization. Behavior related to concerns: such as absenteeism, turnover, productivity etc. Behavior related to concerns: such as absenteeism, turnover, productivity etc. Includes the core of all work determinants (motivation, leadership, power, politics, conflict etc..). Includes the core of all work determinants (motivation, leadership, power, politics, conflict etc..).

9. OB works at three levels OB Individual Group Organization

10. What is OB about? 3-D : individual, group & organizational 3-D : individual, group & organizational At the individual level: learning, perception, stress, personality, individual differences etc At the individual level: learning, perception, stress, personality, individual differences etc At the group level: teamwork, power & politics, interpersonal, decision making etc At the group level: teamwork, power & politics, interpersonal, decision making etc Organizational culture, change, structure & design at organizational level Organizational culture, change, structure & design at organizational level

11. Goals of OB The goals of OB: The goals of OB: Predict Predict Explain and Explain and Control Control

12. Historical Background The famous “Hawthorne Studies” (1924- 30s) The famous “Hawthorne Studies” (1924- 30s) Undertaken at Western Electric Company, Illinois; to study the effect of various illumination levels on worker productivity. Undertaken at Western Electric Company, Illinois; to study the effect of various illumination levels on worker productivity. Findings were: illumination intensity was not directly related to group productivity. Though they couldn’t explain the behavior that they had witnessed! Something more to the productivity than mere physical variables!! Findings were: illumination intensity was not directly related to group productivity. Though they couldn’t explain the behavior that they had witnessed! Something more to the productivity than mere physical variables!!

13. Historical Background This generated an interest in human behavior at work place. This generated an interest in human behavior at work place. Professor Elton Mayo started a series of studies & numerous experiments covering redesign of jobs, changes in the length of work day, time, introduction of rest periods and individual vs group pay plans. Professor Elton Mayo started a series of studies & numerous experiments covering redesign of jobs, changes in the length of work day, time, introduction of rest periods and individual vs group pay plans. Hawthorne studies set the direction OB and management practices!! Hawthorne studies set the direction OB and management practices!!

14. Today’s managerial world Today’s managerial world Manager of today has to undertake various roles & challenges. Manager of today has to undertake various roles & challenges. Different research scientists have given different roles/skills/activities performed by a manager: Different research scientists have given different roles/skills/activities performed by a manager: Robert Katz – has identified three essential management skills: Robert Katz – has identified three essential management skills: Technical Skills – job knowledge Technical Skills – job knowledge Conceptual Skills – ability to analyze and diagnose complex situations Conceptual Skills – ability to analyze and diagnose complex situations Human Skills – work with people i.e. to be able to predict, explain & control their behavior Human Skills – work with people i.e. to be able to predict, explain & control their behavior

15. Mintzberg Model Mintzberg Model Informational Role Informational Role Monitor Monitor Disseminator Disseminator Spokesperson Spokesperson Decisional Role Decisional Role Entrepreneur Entrepreneur Disturbance handler Disturbance handler Resource allocator Resource allocator Negotiator Negotiator Interpersonal Role Interpersonal Role Figurehead Figurehead Leader Leader Liaison Liaison

16. Challenges & Opportunities for today’s manager

17. Responding to Globalization Working in different country Working with people from different from differentcountries

18. Managing Workforce Diversity Organizations are getting more heterogeneous: race, gender, ethnicity etc. Melting- pot approach (no more)

19. Improving Quality & Productivity Quality Management Focus on customer Continuous improvement Quality of improvement in everything Accurate measurements Empowerment of employees ProcessReengineering

20. Responding to Labor Shortage Is there a labor shortage? Retaining skilled labors

21. Improving Customer Service Customer responsive Culture Customer surveys Special desks Special schemes & packages

22. Improving People Skills Working with people Organizational structure & culture Inculcating managerial skills

23. Empowering People Managers – coaches/advisors Make employees in charge of what they do Solutions not problems Decisions at the operating level

24. Coping with temporariness Temporary/ contractual work force FlexibilitySpontaneityunpredictability

25. Change and Innovation Change – a frequent happening in modern world Preparation for change Adaptability Creative/novel solutions

26. Work / Life Conflicts Balance between work and life 24x7 concept Working hours (banks & restaurants) Dual career families Flexi time Resources – work from home

27. Improving Ethical Behavior Work Ethics Deviant work behaviors Favoritism Rule breakers Play politics