OB Individual & Group Behavoiur

EFPM OB2 (R09-4) February 1 20, 2011

Outline
OB Overview of theoretical paradigm in micro behaviour Personality Constructs Integration with work place Interpersonal process in work organization Job stress theoretical review Motivational Constructs in OB Groups in Organization Group dynamics & decision process Select behavioural issues in organizational behaviour retention, attrition and turn over

Outline
Attitudes and related organizational issues Job satisfactions, Job Involvement and engagement in work organization Organizational Commitment and work behaviour Organizational support and justice in organization Power and politics in work organization Leadership in organizational Creating high performing organization Cultural issues and diversity management Critical issues in OB research

Evaluation
Article presentation as per the guideline provided by the participants 30% Personal Learning paper of each session (individual assignment) - 30% A research paper to be submitted by the participants after selecting a topic 40%

CRITICAL COMPETENCIES OF OB PROFESSIONALS

BUSINESS KNOWLEDGE OF FINANCE, STRATEGY, MASTERY OF MARKETING AND OPERATION. UNDERSTANDING THE COGNITIVE THEORIES OF OPERATIONAL HR TOOLS. APPLICATION OF HR MODELS FOR MANAGEMENT OF CHANGE PROCESS IN THE NEW WORK ORGANIZATIONS.

KEY ELEMENTS OF OB
INTERNAL ENVIRONMENT: People - Internal Social Systems of the Organization(both individual & group). Structure - Official relationships of people in the organization. Technology -Resources with which people work & affects the task that they perform. EXTERNAL ENVIRONMENT

FOUR OB MODELS
AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL

THEORETICAL FRAMEWORK OF OB
COGNITIVE FRAMEWORK. BEHAVIOURISTIC FRAMEWORK. SOCIAL LEARNING FRAMEWORK. SOBC FRAMEWORK

PERSONLITY & PERFORMANCE

CONDITIONS Information Processing - Complex or simple Initiative - Independent Compliance & Conformity Motivation - Work with High reward & Effort. Low effort & Reward

PERFORMANCE Internal Performs better. Internal Perform Better. External Performs Better. External Performs Better. External Performs Better

A Social Learning Approach to Organizational Behavior

Organizatio nal Participants
Participants control their own behavior to the extent that they rely on cognitive support & manage relevant environmental cues & consequences.

Cognitive representation of reality, help guide org behavior.

Organizationa l Behavior

Much of complex behavior is acquired by directly observing & imitating others

Organization al Environment

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Abhijit Gangopadhyay - XLRI, Jamshedpur

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The Basic Human Capabilities according to Banduras Social Cognitive Theory (SCT)
Symbolizing Employees process visual experiences into cognitive models (apple) that then serve as guides for future actions (remembering his name easily). Forethought Employees plan their actions (what I am going to do), anticipate the consequences (what I am going to do for it), and determine the level of desired performance (what my performance goal is).
Observational

Self Regulatory Employees self control their actions by setting internal standards (aspired level of performance) and by evaluating the discrepancy between the standard and the performance (where do I stand?) in order to improve it.

Employees learn by observing the performance of referent (peers or supervisors) and credible others (high performers), and they consequences they receive for their actions (what they get for it)

Self Reflective Employees reflect back on their actions (how did I do?) and perceptually determine how strongly they believe they can successfully accomplish the task in the future given the context (0-100 certainty).

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Abhijit Gangopadhyay - XLRI, Jamshedpur

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A Conceptual Framework for the Study of Organizational Behavior

> Environmental Context 2. Info Tech (IT) > Organizational Context 3. Design & Culture 4. Reward System

Dynamics

Managing & Leading for High Performance 11. Job design & goals 12. Behavioral Management 13. Leadership Process 14. Great Leaders

8. Stress and Conflict

Social cognitive Theory Organizational Behavior

9. Power & Politics 10. Groups & Teams

Cognitive Process 5. Personality & Attitudes 6. Motivational needs & Process 7. Positive Organizational Behavior

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Abhijit Gangopadhyay - XLRI, Jamshedpur

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Models of OB

Four Models

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Abhijit Gangopadhyay - XLRI, Jamshedpur

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1. AUTOCRATIC MODEL
Basis of Model
1 2 3 4

Power Authority Obedience Dependence on boss Subsistence Minimum

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Managerial Orientation
Employee Orientation Employee Psychological Result Employee Needs Met Performance Result
Abhijit Gangopadhyay - XLRI, Jamshedpur

5 6
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2. CUSTODIAL MODEL
1 2 3 4 5 6
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Basis of Model Managerial Orientation Employee Orientation Employee Psychological Result Employee Needs Met Performance Result
Abhijit Gangopadhyay - XLRI, Jamshedpur

Economic Resources Money Security & Benefits Dependence on Organization Security Passive Cooperation
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3. SUPPORTIVE MODEL
1 2 3 4 5 6
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Basis of Model Managerial Orientation Employee Orientation Employee Psychological Result Employee Needs Met Performance Result
Abhijit Gangopadhyay - XLRI, Jamshedpur

Leadership Support Job Performance Participation Status & Recognition Awakened Drives
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4. COLLEGIAL MODEL
1 2 3 4 5 6
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Basis of Model Managerial Orientation Employee Orientation Employee Psychological Result Employee Needs Met Performance Result
Abhijit Gangopadhyay - XLRI, Jamshedpur

Partnership Team Work Responsibility Self Discipline Self Actualization Moderate Enthusiasm
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Models of Organizational Behavior

1.Autocratic 2. Custodial 3. Supportive 4. Collegial Autocratic Custodial
Basis of model Managerial Orientation Employee Orientation
Employee Psychological Result

Sr. No

Supportive
Leadership Support Job Performance Participation Status & Recognition Awakened Drives

Collegial
Partnership Team Work
Responsibility

1 2 3 4 5 6

Power Authority
Obedience

Economic Resources Money Security & Benefits

Dependence on Dependence on boss Organization

Self Discipline
Self Actualization

Employee needs Subsistence met

Performance Result

Security
Passive Cooperation

Minimum

Moderate Enthusiasm

07/18/11

Abhijit Gangopadhyay - XLRI, Jamshedpur

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Nonjobs in the New Economy

1. Would you consider a job that kept you at home for a significant part of the week? Advantages / Disadvantages? 2. List out the challenges of managing employees for the organization. 3. Evaluate the impact of new work place and need to study micro-ob concepts like motivation, personality, group dynamics etc?

07/18/11

Abhijit Gangopadhyay - XLRI, Jamshedpur

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Nonjobs in the New Economy

1. Would you consider a job that kept you at home for a significant part of the week? Advantages / Disadvantages? 2. List out the challenges of managing employees for the organization. 3. Evaluate the impact of new work place and need to study micro-ob concepts like motivation, personality, group dynamics etc?

07/18/11

Abhijit Gangopadhyay - XLRI, Jamshedpur

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ORGANIZATIONAL BEHAVIOR

What is Organisational Behavior

OBJECTIVES LEARNING

1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of OB. 4. List the major challenges and opportunities for managers to use OB concepts. 5. Identify the contributions made by major behavioral science disciplines to OB.

O B J E C T I V E S (contd) LEARNING

6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB.

What Managers Do

Managerial Activities Managerial Activities Make decisions Make decisions Allocate resources Allocate resources Direct activities of others Direct activities of others to attain goals to attain goals

Where Managers Work

Management Functions

Planning

Organizing

Management Functions
Controlling Leading

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Mintzbergs Managerial Roles

EXHIBIT

1-1a

Mintzbergs Managerial Roles (contd)

EXHIBIT

1-1b

Mintzbergs Managerial Roles (contd)

EXHIBIT

1-1c

Management Skills

1. Traditional management 1. Traditional management 1. Communications 1. Communications

Effective Versus Successful Managerial Activities (Luthans)

Decision making, planning, and controlling Decision making, planning, and controlling Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork

1. Human resource management 1. Human resource management

Motivating, disciplining, managing conflict, staffing, Motivating, disciplining, managing conflict, staffing, and training and training

1. Networking 1. Networking
Socializing, politicking, and interacting with others Socializing, politicking, and interacting with others

Allocation of Activities by Time

EXHIBIT

1-2

Enter Organizational Behavior

Contributing Disciplines to the OB Field

EXHIBIT

1-3a

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3b

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3c

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3d

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3f

There Are Few Absolutes in OB

Contingency Variables

Challenges and Opportunity for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

Challenges and Opportunity for OB (contd)

Improving People Skills Empowering People Coping with Temporariness Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior

Basic OB Model, Stage I

EXHIBIT

1-6

The Dependent Variables

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Independent Variables

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables

KEY ELEMENTS OF OB
INTERNAL ENVIRONMENT: People - Internal Social Systems of the Organization(both individual & group). Structure - Official relationships of people in the organization. Technology -Resources with which people work & affects the task that they perform. EXTERNAL ENVIRONMENT