Organisation Theory

ORGANIZATION THEORY & BEHAVIOR

WORKSHOP SCHEDULE ORG TRENDS ORG DESIGN & STRUCTURE- wrt Individual/group & org dynamics CONFLICT MNGT & NEGOTIATION LEADERSHIP& TRUST STRATEGIES/ POWER & POLITICS/ INDIVIDUAL/ GROUP/ ORG COMMUNICATION GROUP BEHAVIOR & PROCESSES INDIVIDUAL BEHAVIOR & PROCESSES-Motivation INDIVIDUAL BEHAVIOR-Perception, values, attitudes, personality DYNAMICS OF ORG BEHAVIOR –structure, culture, change etc

FOUNDATION OF ORGANIZATION BEHAVIOR
DEFINITION OF AN ORGANIZATION
DEFINITION OF ORGANIZATION BEHAVIOR
ASSUMPTIONS
ITS SIGNIFICANCE FOR EFFECTIVENESS
TRENDS
RESEARCH FOUNDATIONS

ORGANIZATION???

DEFINITION OF ORGANIZATION
CONSCIOUSLY COORDINATED SOCIAL UNIT
COMPOSED OF 2 0R MORE PEOPLE
CONTINUITY
COMMON GOAL

ORGANIZATION HUMAN BEHAVIOR IN ORGANIZATION SETTINGS INDIVIDUAL ORGANIZATION INTERFACE ENVIRONMENT ENVIRONMENT

ORGANIZATIONAL PARTICIPANTS ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL ENVIRONMENT COGNITIVE REPRESENTATION OF REALITY HELPS GUIDE OB PARTICIPANTS CONTROL THEIR OWN BEHAVIOR TO THE EXTENT THAT THEY RELY ON COGNITIVE SUPPORTS & MANAGE RELEVANT ENVIRONMENTAL CUES & CONSEQUENCES MOST COMPLEX BEHAVIOR ACQUIRED BY DIRECTLY OBSERVING & IMITATING OTHERS IN SURROUNDING ENVIRONMENT

ORGANIZATIONAL GOALS INDIVIDUAL TASKS TEAM ROLES

? ? ? ?
Is ORGANIZATION nothing but an aggregate of individuals?
If so then – is ORGANIZATION behavior all about individual differences?- Differences in values, beliefs, perception, personality, motivation
What about differences in goals, strategies, systems , structure in an ORGANIZATION-do these bring about a distinctive ORGANIZATION behavior

AN ORGANIZATION WOULD THEREFORE HAVE
A GOAL-OBJECTIVE
STRUCTURE-BOUNDARIES & ROLE
STRATEGIES & SYSTEMS
CULTURE, CUSTOMS, VALUES-DETERMINING BEHAVIOR

GOAL CULTURE SYSTEMS STRUCTURE STRATEGIES FUNCTIONS-TASKS/ACTIVITIES- WHAT & WHY? PROCEDURES- HOW? ROLES & RESPONSIBILITIES WHO? CORE VALUES VISION -MISION

HOW ORGANIZATION ACHIEVES ITS GOAL? ORGANIZATIONAL PROCESSES

MANAGEMENT FOR ORG EFFECTIVENESS
MANAGERIAL FUNCTIONS- Planning, Organizing, Leading & Controlling
MANAGERIAL ROLES-Interpersonal , Information, Decisional
MANGERIAL SKILLS-Technical, Human & Conceptual
Org Effectiveness O B Generalization of human behavior Certain consistencies in human behavior

DEFINITION
ORGANIZATION BEHAVIOR CAN BE DEFINED AS A FIELD OF STUDY THAT INVESTIGATES THE IMPACT THAT INDIVIDUALS , GROUPS AND STRUCTURE HAVE ON BEHAVIOR WITHIN ORGANISATION, TO ENABLE APPLYING THIS KNOWLEDGE TOWARDS IMPROVING ORGANIZATIONAL EFFECTIVENESS

DEFINTION-OB
STUDY OF BEHAVIOR OF INDIVIDUALS WITHIN WORKGROUPS , INCLUDING AN ANALYSIS OF THE NATURE OF GROUPS , THE DEVELOPMENT OF STRUCTURES BETWEEN AND WITHIN WORKGROUPS AND THE PROCESS OF IMPLEMENTING CHANGE

DETERMINANTS OF OB
INDIVIDUALS.
GROUPS.
STRUCTURE.
OB APPLIES KNOWLEDGE GAINED ABOUT INDIVIDUALS, GROUPS & THE EFFECT OF STRUCTURE ON BEHAVIOR TO MAKE THE ORGANIZATION MORE EFFECTIVE .

SIGNIFICANCE OF OB
INDIVIDUAL BEHAVIOR & PERFORMANCE AT WORK
GROUP WORKING-NORMS & BEHAVIOR
STRUCTURE OF ORGANIZATION
ORGANIZATION DESIGN
MANAGING CHANGE

OB EMPHASIS
BEHAVIOR AS RELATED TO
JOBS & COMPETENCIES
WORK –JOB DESIGN
PERFORMANCE & PRODUCTIVITY
ABSENTEEISM
EMPLOYMENT TURNOVER

OB LINKAGES TO ORG GOAL
PERSONALITY, PERCEPTION, SKILL & ATTITUDE DEVELOPMENT
LEARNING
MOTIVATION
LEADER BEHAVIOR & POWER
INTERPERSONAL COMMUNICATION
GROUP STRUCTURE & PROCESSES
WORK DESIGN, CONFLICTS & STRESS
CHANGE PROCESSES

MANAGING FOR EFFECTIVENESS INDIVIDUAL LEVEL OUTCOMES ORG LEVEL OUTCOMES TEAM LEVEL OUTCOMES PRODUCTIVITY PERFORMANCE ABSENTEEISM TURNOVER ATTITUDES STRESS PRODUCTIVITY PERFORMANCE NORMS COHESIVENESS PRODUCTIVITY ABSENTEEISM TURNOVER FINANCIAL PERFORMANCE SURVIVAL CONSTITUENT SATISFACTION

TRACING HISTORY OF ORGANIZATIONAL RESEARCH Strategy/Structure fit need to adapt to environmental changes Establish Strategy , then Structure is established ALFRED CHANDLER (1962) STRATEGIC MANAGEMENT Cohesiveness, Loyalty, commitment & Employer Management system Individual needs & importance of participative management DOUGLAS Mc GREGOR (1961) RENSIS LIKERT (19670 BEHAVIOR Fit between social & technological factors Social Systems view means that organization is an open system E L TRIST & K W BAMFORTH (1951) SOCIO-TECHNICAL Hierarchy o Goals , Effective use of resources Bounded Rationality Optimization of Goals HERBERT SIMON (1947) DECISION MAKING Paying attention to worker needs & satisfaction Psychological factors-Job Satisfaction, Team work ELTON MAYO (1933) HUMAN RELATIONS Order, Equity, Division of work, Discipline Management Principles Training in use of Principles HENRI FAYOL ( 1916-25) PRINCIPLES OF MANAGEMENT Maximize Cost , Task specialization, maximize output Time & Motion Studies. Finding most efficient way FREDERICK TAYLOR (1911) SCIENTIFIC MANAGEMENT OB ATTRIBUTES PHILOSOPHY PIONEERS CONCEPT

TRACING HISTORY OF ORGANIZATIONAL RESEARCH-Contd OB ATTRIBUTES PHILOSOPHY PIONEERS CONCEPT Responsiveness to change , Need for Social Support 1987 PROACTIVE PERFORMANCE 1984 ENPOWERNMENT Instill pride in quality’ Focus on customer satisfaction How to detect & eliminate defects DEMING(1971) & JURAN ( 1974) QUALITY Integration fit Structure firm to meet environmental demands P R LAWRENCE & J W LORSCH ( 1967) CONTINGENCY

EMERGING PERSPECTIVES IN OB
SYSTEMS APPROACH
CONTINGENCY PERSPECTIVE
INTERACTIONALISM

SYSTEMS APPROACH
VIEWS ORGANIZATION AS A SET OF INTERRELATED ELEMENTS FUNCTIONING AS A WHOLE
TRANSFORMATION TECHNOLOGY INPUTS- material, human, financial, international OUTPUTS Product/Service Profit/Losses Employee behavior FEEDBACK

CONTINGENCY APPROACH
SUGGESTS THAT IN MOST ORGANIZATIONS SITUATIONS & OUTCOMES ARE CONTINGENT ON , OR INFLUENCED BY, OTHER VARIABLES
ORG PROBLEMS/ SITUATIONS CONTINGENT WAYS OF RESPONDING ORG PROBLEMS EVALUATE IN TERMS OF THE SITUATION, WHICH THEN SUGGEST CAUSE & EFFECT WAY OF RESPONDING UNIVERSAL APPROACH CONTINGENCY APPROACH

INTERACTIONALISM
INDIVIDUALS AND SITUATIONS INTERACT CONTINUOSLY TO DETERMINE INDIVIDUALS’ BEHAVIOR
INDIVIDUALS SITUATIONS BEHAVIOR

POPULAR PRESS
ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS.
THEORY Z, EMOTIONAL INTELLIGENCE, REENGINEERING, CORPORAT E CULTURES, IN SEARCH OF EXCELLENCE ETC.

OB- CHALLENGES &TRENDS
Paradigm shift------?
GLOBALISATION- Creating a global village
INFORMATION AGE-IT
TOTAL QUALITY MANAGEMENT
DIVERSITY & CULTURAL ISSUES
REENGINEERING

ENPOWERING EMPLOYEES- shift from
Management control
COPING WITH CHANGE & TEMPORARINESS-Stability of Flexibility
STIMULATING INNOVATIVENESS & CHANGE
CORPORATE VALUES & ETHICS

STIMULATING INNOVATIVENESS & CHANGE.
CORPORATE VALUES & ETHICS.
WORK FORCE DEMOGRAPHICS-Age, Gender, Ethnic Composition.
WORK PLACE ISSUES- Employee Privacy, Employee rights, Unionization.
Improving Employee Skills.

OB MODELS COGNITIVE, BEHAVIORISTIC & SOCIAL LEARNING THEORETICAL FRAMEWORKS USED TO DEVELOP OB MODEL Self Actualization Moderate enthusiasm Status & Recognition Awakened drivers Security Passive cooperation Subsistence Minimum Employee need met Performance result Self Discipline Participation Dependence on Organization Dependence on Boss Employee psychological result Responsible Behavior Job Performance Security Benefits Obedience Employee Orientation Teamwork Support Money Authority Managerial orientation Partnership Leadership Economic Resources Power BASIS OF MODEL SUPERLATIVE (COLLEGIAL) SUPPORTIVE CUSTODIAL AUTOCRATIC

Basic framework for understanding organizational behavior
INDIVIDUAL PROCESSES
Individual differences
Attitudes/Attitude formation
Learning /Reinforcement
Motivation
ENHANCING INDIVIDUAL & INTERPERSONAL PROCESSES Goal setting/Rewards Job Designation/Participation Performance Appraisal Stress Decision Making/ Creativity INTERPERSONAL PROCESSES Group Dynamics Inter group dynamics Leadership/Influence Power/Politics/Conflict Interpersonal Communication
INTEGRATING INDIVIDUALS, GROUPS & ORGANIZATIONS
Change/development
International Issues
Career Dynamics
ORGANIZATIONAL PROCESSES & CHARACTERISTICS Organization Structure Environment/technology Organization Design Organization Culture MANAGERIAL CONTEXT Managing People & Organizations ORGANIZATIONAL EFFECTIVENESS

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Organisation Theory

by Suresh Singh

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