Organisational behaviour 1

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Individual and the organization – The individual as psychological entity and the organization as a social system

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Organisational behaviour 1

  1. 1. Organizational Behavior Semester II 1
  2. 2. Syllabus Module-I Individual and the organization – The individual as psychological entity and the organization as a social system Module -II Models of Organizational Behavior- Work motivation – Theories and applications Module -III Leadership Behavior – Styles – Theories – Leadership effectiveness Module -IV Group dynamics – Structure, Effectiveness – Power- Exercise and sources of power, Power relations Module –V Organizational change and development approaches and methods- Stress- Nature, Source, Effects, Conflicts – Employee Counseling – Approaches Extra mural: Experiential Learning programmes , Case Study 2
  3. 3. Internal Assessment Assessment Marks Written Assessment Class Test (2* 5) Midterm (1*5) Model (1*5) 10 Marks 5 Marks 5 Marks Total: 20 Marks Assignment (1*5) Presentation (1*5) OB @ Organizations (1*5) Overall Class Participation 5 Marks 5 Marks 5 Marks 5 Marks Total – 40 Marks 3
  4. 4. MODULE I 4
  5. 5. Module 1 Individual and the organization – The individual as psychological entity and the organization as a social system 5
  6. 6. What do Managers Do ??? Managers Managerial Activities • Individuals who achieve goals through other people. • Make decisions • Allocate resources • Direct activities of others to attain goals
  7. 7. Management Functions Planning Controlling Organizing Management Functions Directing Staffing 7
  8. 8. Mintzberg’s Managerial Roles 8
  9. 9. Mintzberg’s Managerial Roles (cont’d) 9
  10. 10. Mintzberg’s Managerial Roles (cont’d) 10
  11. 11. Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills The mental ability to analyze and diagnose complex situations. 11
  12. 12. Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communication • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others 12
  13. 13. Allocation of Activities by Time 13
  14. 14. Common Thread Leading Interpersonal Roles Human Skills Human Resource Management, Communication & Networking
  15. 15. OB - Defined • 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. 15
  16. 16. OB - Defined • It is a systematic study of the actions and attitudes that people exhibit within organizations. • Organizational Behavior is the study of human behavior in the workplace, the interaction between people and the organization with the intent to understand and predict human behavior. 16
  17. 17. Nature and Scope • Three level of analysis • Focus on application • Distinct Field of Study • Contingency thinking • Interdisciplinary in nature • Subset of management • Use of scientific methods • Positive and optimistic • Integrative in nature 17
  18. 18. Importance of OB • Uncover hidden aspects of Organization • Explain and predict behavior • Acquire ‘people skills’ and win the race • Formulate informed judgement 18
  19. 19. Organizational Iceberg 19
  20. 20. http://www.prenhall.com/sal/ 20
  21. 21. Replacing Intuition with Systematic Study Intuition A feeling not necessarily supported by research. Systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors. Evidence Based Management Basing managerial decisions on the best available scientific evidence 21
  22. 22. Replacing Intuition with Systematic Study Preconceived Notions The Facts 22
  23. 23. CONTRIBUTING DISCIPLINES TO THE FIELD OF OB 23
  24. 24. Toward an OB Discipline
  25. 25. Contributing Disciplines • Psychology – Is the science that seeks to measure, explain and sometimes change the behavior of humans • Social Psychology – Blends the concepts from both psychology and sociology, and focuses on peoples’ influence on one another • Sociology – The study of people in relation to their social environment or culture • Anthropology – The study of societies to learn about human beings and their activities. • Political Science – The study of the behavior of individuals and groups within a political environment. 25
  26. 26. Contingency variables • Situational factors Variables that moderate the relationship between two or more other variables and improve the correlation. X Y 26
  27. 27. Basic OB Model, Stage I Model An abstraction of reality. A simplified representation of some real-world phenomenon. 27
  28. 28. The Dependent Variables Dependent variable A response that is affected by an independent variable. 28
  29. 29. The Dependent Variables (cont’d) Productivity A performance measure that includes effectiveness and efficiency. Effectiveness Achievement of goals. Efficiency The ratio of effective output to the input required to achieve it. 29
  30. 30. The Dependent Variables (cont’d) Absenteeism The failure to report to work. Turnover The voluntary and involuntary permanent withdrawal from an organization. 30
  31. 31. The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization. 31
  32. 32. The Dependent Variables (cont’d) Deviant Workplace Behavior Voluntary Behavior that violates significant organizational norms and, in doing so threatens the well being of the organization or its members 32
  33. 33. The Dependent Variables (cont’d) Job satisfaction A general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive. 33
  34. 34. The Independent Variables Independent variable The presumed cause of some change in the dependent variable. Independent Variables 34
  35. 35. 35
  36. 36. Discussion Topic for Monday Challenges and Opportunities for OB 36
  37. 37. 37

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