ORGANISATIONAL BEHAVIOUR

LEARNING OUTCOME OF ORGANISATIONAL

BEHAVIOUR
Mastery of basic knowledge

Development of specific skills

Application of knowledge and skills

BROAD TOPICS TO BE COVERED

Introduction to Organisational Behaviour, Foundation and Importance, Challenges and Opportunities Intrapersonal skills Personality, Determinants and Theories of Personality Perception Perceptual Process, Factors, Attribution Theory- Role Play Learning Principles Attitude and Values Measuring Job satisfaction, ABC Model Motivation, Theories Conflict and Frustration, Resolving Conflict

Management of one to one relationship Leadership Theories, Leadership Styles Group Dynamics- Team Effectiveness, High Performing Teams and roles Stress Causes Work Stress Power and Politics, Process of Change

REFERENCE BOOKS
1.

2.

3.

4.

5.

Stephen P. Robbins, Organisational Behaviour, Pearson education. K. Aswathappa, Organisational Behaviour, Text, Cases and Games, Himalaya Publishing. ORGB Whats Inside: Nelson/ Quick/ Khandelwal S.S. Khanka, Organisational Behaviour, Chand & Co. Suja R.Nair, Organisational Behaviour, HPH

EVALUATION CRITERIA
Evaluation Criteria Term End Exam Internals Class Test Class Attendance and Participation Assignments Presentations 10 10 Weightage 60 Total 60

10 10 40

Why Study Management?

WATCH THIS MOVIE CAREFULLY

Management is all around us and it is the act of getting people together to accomplish desired goals

WHERE MANAGERS WORK?

What is an Organisation?

CHARACTERISTICS OF AN ORGANIZATION

Two

or more people who work together in a structured way to achieve a specific goal or set of goals

What is behaviour ?????????????

BEHAVIOUR

The actions or reactions of a person in response to external or internal stimuli. Mode of conducting one's self

Behaviour is the result of

The Person Personality Skills Perception Attitudes Values Ethics

The Environment Organisation Work group Job Personal life Culture

UNDERSTANDING HUMAN BEHAVIOUR

Looks at Peoples mind Explains Peoples action based on history

Internal Perspective

External Perspective

Examines the factors outside that acts as a stimuli External surroundings

WHY OB HAS COME INTO PICTURE ?

RACE

Once upon a time there was a red rowing team

This Red team agreed to hold an annual rowing race with a Green team. Each team would contain 8 men.

FINISH

Both teams worked really hard to On the day of the first race, both te

The Green team won by 1 mile!

THE RED TEAM WAS CRUSHED IN THEIR DEFEAT BUT WAS DETERMINED TO WIN THE
RACE NEXT YEAR SO THEY APPOINTED A PANEL OF AUDITORS TO OBSERVE AND ASCERTAIN TO FIND IF THERE WERE ANY DIFFERENCES IN THEIR TEAMS

After several weeks of detailed intelligence gathering, the auditors could find only one difference; the Green team had 7 rowers and 1 captain...

 and the Red team had 7 captains and 1 rower!

Un-perplexed by the raw data, upper management showed unexpected wisdom: they hired a consulting company to analyze the data and suggest a solution that would enable the Red team to win next year.

After several months the consultants came to the conclusion that the ratio of captains to rowers was the problem in the Red team. Based on this analysis a solution was proposed: the structure of the Red team has to be changed!

Like sharks getting the scent of reorganization blood, upper management wasted no time in restructuring the Red team into 4 Captains, led by 2 Managers, reporting to 1 Senior Director with a dotted line to the rower. Besides that, in a blaze of unrestricted inspiration, they suggested they might be inclined to improve the rowers working environment by a non-monetary reward and recognition scheme if there was improved performance by the rower.

FINISH

NEXT YEAR GREEN TEAM WON BY 2

MILES

The Red team upper management immediately fired the rower based on his unsatisfactory performance.

A bonus was paid to the Captains, Directors, and Managers for the strong leadership and motivation they showed during the preparation phase and as an incentive for them to find a better rower for the next race.

The consulting company prepared a new analysis of the restructuring activity, which showed that the strategy was good, the motivation was great, the restructuring was executed correctly, but the tool used (which was not included in the original data) was sub-standard and had to be improved.

Currently the Red team management is having a new boat designed; and to demostrate fiscal and HR dexterity for stockholders they also outsourced the rowing to India.

Can we call this organisation a high performing organisation ????

THE HIGH PERFORMANCE ORGANIZATION

PERFORMANCE RESULTS

VISION-DRIVEN LEADERSHIP

SKILL BASED SOURCES OF COMPETITIVE ADVANTAGE

ENERGIZED WORK FORCE

(LEARNING) VALUES

OPEN COMMUNICATION AND KNOWLEDGEABLE MANAGEMENT

CLEAR, PERFORMANCE-BASED ASPIRATIONS

WHY STUDY ORGANIZATIONAL BEHAVIOR

Understand organizational events

Organizational Behavior Research Influence organizational events Predict organizational events

What makes an Organisation attractive??

BUSINESS TODAY IN ITS TENTH ANNUAL EDITION OF BEST COMPANIES TO WORK FOR

CORPORATE EXAMPLES

Microsoft
Microsoft has been rated the best employer because it has been able to provide its employees a clear career path, often cutting across business units and countries. According to Microsoft India executives, the challenge of the company is to make it an interesting place to work in, beyond their specified job routine. And the company pay them pretty well and in return they expect a lot from the employees.

HCL INFOSYSTEMS
HCL Infosystems has the highest average career tenure in the industry. The firms HR departments has launched a dizzying array of initiatives that help employees to constantly reinvent themselves and strive for higher ground. The words of employeesthey couldnt see themselves getting bored at HCL for even a single day

IBM

IBM" focuses on the behaviors that IBMers value most and provides a way to reward individuals, while inspiring and motivating others to achieve.

Narayan Murthy is known for his consistent and systematic leadership style which not only encourages employees but also facilitates group working

GE

GE signalled for a change in the work culture towards collaboration ( break down the walls across departments and build bridges)

BESCOM Power Company

A consumer complained about rude behaviour of an employee Action taken by the company Employee moved out of the department to send out a message that consumer is the king, and interactions have to be polite and informative

RELIANCE

Employees have to be aware of their strengths and weaknesses, understand what the company expects from them and be prepared for the future needs.

Wipro Global career opportunities Early opportunities for growth Innovative people programme High degree of autonomy

Johnson and Johnson Strong value of trust, caring, fairness, and respect within the organisation Training and learning opportunities Freedom to operate at work People friendly environment

WHY STUDY ORGANIZATIONAL BEHAVIOR

Understand Behaviour

Organizational Behaviour

Analyse Behaviour

Predict Behaviour

THE FIELD OF ORGANIZATIONAL BEHAVIOR

Organizational Behaviour is the study of what people think, feel, and do in and around organizations. A field dedicated to better understanding and managing people at work OB is study of individual behaviour and group dynamics in organisations

It looks at the human side of management :

people as organizations, people as resources,

people as people.

1-55

DEFINITIONS
Robbins: 1998 Organisational Behaviour is concerned with the study of
what people do in an organisation and how that behaviour affects the performance of the organisation. () KEITH DAVIS & NEWSTROM OB is the study of application of knowledge of how people act or behave within an organisation.
FRED LUTHANS OB is directly concerned with the understanding, prediction and control of human behaviour in an organisation

OB provides a set of
tools that allow

Helps in.

People to understand , analyse & describe behaviour in organisation

1. building high performance teams 2. motivating coworkers 3. handling work place conflicts 4. influencing boss 5. changing employee behaviour

APPROACHES TO OB

1. HR Approach

5.Internationalism Approach

2.Contingency Approach

OB

4.Productivity Approach

3. Systems Approach

AN OPEN SYSTEM VIEW OF OB

Structure -Authority, Work flow

&Communication

Technology

Inputs

Organization
Task
Mission, Vision & Goal

Outputs

People

EVOLUTION OF OB

HUMAN RELATIONSTHEORY
Hawthorne Experiments-Elton Mayo and Others
The Hawthorne Studies
Illumination Experiments

Western Electric Company from 1924-1932.

Observation

of groups of employees making telephone relays to determine the levels of illumination

Working conditions and productivity Worker productivity was measured at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased.
The

Bank Wiring Observation Room Experiment

Analyzed the group influence and social relationships in a work group

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HUMAN RELATIONSTHEORY
Theory X and Theory Y: Douglas McGregor

2-62

MANAGERIAL ROLES & SKILLS

KINDS OF MANAGERS BY LEVEL AND AREA

Levels of Management
Top managers

Middle managers

First-line managers

Areas of Management

MANAGERIAL ROLES

MANAGEMENT SKILLS

CHALLENGES AND OPPORTUNITIES FOR OB

Globalisation Managing workforce diversity Improving quality and productivity Improving peoples skills Empowering people Stimulating creativity, innovation and change. Improving ethical behaviour.

Emergence

of virtual organisations

ROBBINS OB MODEL

BASIC OB MODEL

THERE ARE FEW ABSOLUTES IN OB

THE INDEPENDENT VARIABLES

Independent Variables

Individual-Level Variables Biological characteristics Personality Values and Attitudes

Perception
Learning Ind. Dec.Making

Group-Level Variables Group decision making Leadership and trust Communication Group structures Work teams Conflicts Power and politics

Organization System-Level Variables HR policies and practices Organisational culture Organisational structure and designs Work design and technology

THE DEPENDENT VARIABLES

SCOPE OF OB

OB uses an applied behavioural science approach and is based on views and contribution from various behavioural disciplines such as Psychology, Sociology, Social Psychology, anthropology, Political Science and other disciplines.

CONTRIBUTING DISCIPLINES TO THE OB FIELD

EXHIBIT

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CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONTD)

EXHIBIT

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CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONTD)

EXHIBIT

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CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONTD)

EXHIBIT

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CONTRIBUTING DISCIPLINES TO THE OB FIELD (CONTD)

EXHIBIT

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ASSIGNMENT AND PRESENTATION

Back ground of the company with its organizational structure SWOT Analysis of the company Motivation and Leadership examples of the company Examples of High performing teams and roles Conflict and cases of resolving conflict Cases of work stress Measuring Job Satisfaction with the help of primary/secondary data Process of change