1. Organisational Behaviour
OB-1: The field of Organisational Behaviour

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

3. 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.

4. The Organization as an Iceberg Metaphor

5. 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.

6. 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

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

8. 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

9. 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

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

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

12. 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

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

14. 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

15. 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.

16. 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

17. 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

18. 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

19. Team Activity
Is OB a commonsense?

20. 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. .

21. 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.

22. Is OB commonsense?
True
False

23. 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.

24. 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.

25. 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.

26. 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..

27. 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.