1. Organizational Behaviour with Rev Dr Japhet Ndhlovu

2. Major consulted resource Robert Kreitner and Angelo Kinicki, 2004 6 th edition, Organizational Behavior. BPI/IRWIN, Homewood, IL Boston, MA

3. Dr Japhet Ndhlovu3 What is organizational behaviour? What challenges do managers and employees face in the workplace of the 21st century? How will knowledge of organizational behaviour make a difference for you? Questions for Consideration

4. What Is Organizational Behaviour?... a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. ( Kreitner and Kinicki )

5. Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives

6. 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 Some of you may want to be managers or entrepreneurs or are already and need to sharpen your skills

7. Dr Japhet Ndhlovu7 Elements of Organizational Behavior The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization.

8. Dr Japhet Ndhlovu8 The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.

9. Dr Japhet Ndhlovu9 Models of Organizational Behavior There are four major models or frameworks that organizations operate out of: 1. Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

10. power with a managerial orientation of authority

11. Dr Japhet Ndhlovu11 2. Custodial The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

12. Dr Japhet Ndhlovu12 3. Supportive The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

13. Dr Japhet Ndhlovu13 4. Collegial The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

14. Dr Japhet Ndhlovu14 Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over- lapping in the other models. The first model, autocratic, has its roots in the industrial revolution.

15. Dr Japhet Ndhlovu15 The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.

16. Exhibit 1-1 Challenges Facing 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. Today’s Challenges in the Workplace Challenges at the Individual Level –Job Satisfaction –Empowerment –Behaving Ethically Challenges at the Group Level –Working With Others –Workforce Diversity

18. Today’s Challenges in the Workplace Challenges at the Organizational Level Productivity Developing Effective Employees Absenteeism Turnover Organizational Citizenship Competition From the Global Environment Managing and Working in a Global Village

19. Productivity –A performance measure including effectiveness and efficiency Effectiveness –Achievement of goals Efficiency –The ratio of effective work output to the input required to produce the work

20. Effective Employees Absenteeism –Failure to report to work Turnover –Voluntary and involuntary permanent withdrawal from the organization Organizational citizenship behaviour –Discretionary behaviour that is not part of an employee’s formal job requirements, but is helpful to the organization

21. Dr Japhet Ndhlovu21 Contributing Disciplines to the OB Field

22. Dr Japhet Ndhlovu22

23. Social Psychology

24. Dr Japhet Ndhlovu24

25. Dr Japhet Ndhlovu25 Political Science

26. Exhibit 1-2 Toward an OB Discipline

27. The Rigour of OB OB looks at consistencies –What is common about behaviour, and helps predictability? OB is more than common sense –Systematic study, based on scientific evidence OB has few absolutes OB takes a contingency approach –Considers behaviour in context

28. Beyond common Sense Systematic Study –Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence –Behaviour is generally predictable –There are differences between individuals –There are fundamental consistencies –There are rules (written & unwritten) in almost every setting

29. Exhibit 1-3 Basic OB Model, Stage I Organization systems level Group level Individual level

30. Dr Japhet Ndhlovu30 Summary and Implications OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment. OB uses systematic study to improve predictions of behaviour.

31. Dr Japhet Ndhlovu31 Exhibit 1-4 Competing Values Framework Flexibility Control Internal Focus External Focus

32. Competing Values Framework Internal-External Dimension –Inwardly toward employee needs and concerns and/or production processes and internal systems or –Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future

33. Flexibility-Control Dimension –Flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services or –Controlling or stable, maintaining the status quo and exhibiting less change

34. Dr Japhet Ndhlovu34 References Cunningham, J. B. & Eberle, T. (1990). "A Guide to Job Enrichment and Redesign," Personnel, Feb 1990, p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.Organization Behavior: Human Behavior at Work Hackman, J. R. & Oldham, G. R. (1975). "Development of the Job Diagnostic Survey." Journal of Applied Psychology, 60, pp. 159-70.Hackman, J. R. & Oldham, G. R. Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.Koch, C. (2006). The New Science of Change. CIO Magazine, Sep 15, 2006 (pp 54-56). Also available on the web: http://www.cio.com/archive/091506/change.htmlRestructuring for caring and effective education: Piecing the puzzle togetherhttp://www.cio.com/archive/091506/change.html Revans, R. W. (1982). The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley.The Origin and Growth of Action Learning Schein, E. (1968). "Organizational Socialization and the Profession of Management," Industrial Management Review, 1968 vol. 9 pp. 1- 15 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.Organization Behavior: Human Behavior at Work