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Organizational Behaviour - How learning it will help entrepreneurs?

This presentation covers the basic of Organisational Behaviour, how it affects the person, the organisation and how learning and integrating it helps you become a better entrepreneur.

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Organizational Behaviour - How learning it will help entrepreneurs?

  1. 1. + How does Organizational Behavior help Entrepreneurs? Presented by Dhananjay Mull.
  2. 2. + What is Organizational Behavior?  It is defined as a study of the human behavior in an organizational setting, of how an individual can perform on his own or within a group.  Organizational behavior is a very extensive topic and it is not only applicable to large multinational corporations but also micro and small scaled companies alike.  The Value of OB (Organizational Behavior) being that it helps people attain the competencies needed to become an effective employee/team member/team leader/ or a manager. 06/05/14Dhananjay Mull
  3. 3. + How does OB help you?  It significantly improves your skills. In this time and age, it is very important for your principles/clients to be confident in you. For an entrepreneur, his face value also affects the business image. Hence, the better the skills, the more confidence you instill upon you and the better you can perform.  It can also improve the performance of your organization.The ability, knowledge, skill and resources can increase the productivity of the firm. 06/05/14Dhananjay Mull
  4. 4. + So, why exactly is OB important for Self Employed folks?  As mentioned earlier, OB is a vast topic and covers various aspects under it. A few of the most important one’s for the self employed/ entrepreneurs are:  The Individuals behavior.  Personality and traits.  Self Management.  The image / goodwill of the firm.  Motivation.  Stress and Time management.  Conflict management and resolution. 06/05/14Dhananjay Mull
  5. 5. +Individual behavior  Understanding individuals in organizations is an important consideration for all managers. A basic framework that can be used to facilitate this understanding is the psychological contract-the set of expectations held by people with respect to what they will contribute to the organization and what they expect to get in return.  This section can help us study and analyze various aspects relating to one’s behavior in the firm.Their values, loyalties, ethics and attitude.  Each human reacts in a different way to any situation. Different situations may bring out different reactions in different people.  Human behavior is complex and thus every individual is different from one another, the challenge as an effective organisation is in successfully matching the task, the manager and the subordinator. 06/05/14Dhananjay Mull
  6. 6. + Individual behavior  We can study in depth of whether a behavior can be caused or affected because of heredity, biology, age, gender, tenure of job, thinking, problem solving capabilities, environment.  There are various factors influencing Individual behavior:  Abilities  Gender  Race  Perception  Attitudes 06/05/14Dhananjay Mull
  7. 7. + Personality and traits.  We all know that each person is different and will react differently to each situation, this face must be understood and appreciated by the leader/manager.  Likewise, every leader and manager should also have the personality and leadership abilities, without which he would not be successful to lead his team.  There are various models and theories used to identify various personality and traits. 06/05/14Dhananjay Mull
  8. 8. + Five Personality Traits These five personality traits are used to understand the relationship between personality and various behaviors.The traits are:  Openness  Conscientiousness  Extraversion  Agreeableness  Neuroticism 06/05/14Dhananjay Mull
  9. 9. + The Johari Window  The Johari Window has 2 key ideas:  Building trust by disclosing information about self. Or  Learn about yourself and come to terms with it with the help of feedback.  Open Area: consists of things known by you and others ie. Skills knowledge etc.  Blind Area: things known by others and not you, rejection, unhappiness.  Hidden Area: things known by you but not others.  Unknown Area: things not known by you, nor other people. 06/05/14Dhananjay Mull Tom Hallet – Explaining the Johari window (2013)
  10. 10. + Self Management  Self-Management is an organizational model wherein the traditional functions of a manager are pushed out to all participants in the organization as opposed to a select few.    Each member of the organization is personally responsible for forging their own personal relationships, planning their own work, coordinating their actions with other members, acquiring requisite resources to accomplish their mission, and for taking corrective action with respect to other members when needed.  OB teaches entrepreneurs how to best manage them self in all aspects of professional and personal life. 06/05/14Dhananjay Mull
  11. 11. + Self Competency  Involves the ability to assess your own strengths and weaknesses, set goals, balance work and personal life and engage in new learning for better grooming.  OB helps you understand your own personality, perceive and appraise yourself accurately to understand and act on your own for work related matters. Also, to assess and establish developmental and progressive goals.  OB also helps develop the ability to use all modes of understanding, sending, receiving ideas to transfer data and information. 06/05/14Dhananjay Mull
  12. 12. + Diversity Competency  Each firm may have people from different caste’s and states and capabilities.  OB teaches us the ability too value each and every unique individual and treat them each as a source of organizational strength and growth.  Fostering an environment suitable for all, learn from others who have a different character, experience, background.  Work with them and along them as it motivates them and improve the team. 06/05/14Dhananjay Mull
  13. 13. + Team Competency  Helps us develop the ability to support and lead groups to achieve the organizational goals.  Determining where and how to delegate work and define the responsibilities of the people. 06/05/14Dhananjay Mull
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  15. 15. + The image / goodwill of the firm The factors affecting goodwill are as follows:  1.Location :If the firm is located at a central place, resulting in good sale, the goodwill tends to be high.  2.Nature of Business :A firm that produces high value products or having a stable demand is able to earn more profits and therefore has more goodwill.  3.Efficient management :A well managed firm earns higher profit and so the value of goodwill will also be high. 06/05/14Dhananjay Mull
  16. 16. + The image / goodwill of the firm  4.Quality :If a firm is known for the quality of its products the value of goodwill will be high.  5.Market Situation :The monopoly condition to earn high profits which leads to higher value of goodwill.  6.Special Advantages :The firm has special advantages like importing licenses, long term contracts for supply of material, patents, trademarks, etc. enjoy higher value of goodwill. 06/05/14Dhananjay Mull
  17. 17. + Motivation  INTRODUCTION. Knowing how and why to motivate employees is an important managerial skill.  THE NATURE OF MOTIVATION IN ORGANISATIONS. Motivation is the set of forces that cause people to choose certain behaviors from among the many alternatives open to them.  Motivation And Performance In Organizations. An employee's performance typically is influenced by motivation, ability, and the work environment. Some deficiencies can be addressed by providing training or altering the environment, motivation problems are not as easily addressed. 06/05/14Dhananjay Mull
  18. 18. + Maslow's hierarchy  Maslow's hierarchy of needs assumes that people are motivated to satisfy five levels of needs:  physiological,  security,  belongingness,  esteem, and  self-actualisation.  The hierarchical arrangement suggests that the five levels of needs are arranged in order of increasing importance, starting with physiological needs. According to the theory, when needs at one level are satisfied, they are no longer motivators and the individual "moves up" the hierarchy to satisfy needs at the next level. Maslow's view of motivation provides a logical framework for categorizing needs, but it does not supply a complete picture. 06/05/14Dhananjay Mull
  19. 19. + Clayton Alderfer's ERG theory (1)Three groups of core needs  Existence needs: physiological and safety needs  Relatedness needs: the desire foe maintaining important interpersonal relationships: social needs, and the external components of the esteem needs  Growth needs: an intrinsic desire for personal development: the intrinsic component of esteem, and self-actualization  (2) Basic assumptions: Satisfied low-order needs lead to the desire to satisfy higher-order needs.  Multiple needs can be operating as motivators at the same time.  Frustration in attempting to satisfy a higher-level need can result in regression to a lower need. 06/05/14Dhananjay Mull
  20. 20. + Stress at work  Stress is what you feel when you have to handle more than you are used to.When you are stressed, your body responds as though you are in danger.  But if stress happens too often or lasts too long, it can have bad effects. It can be linked to headaches, an upset stomach, back pain, and trouble sleeping. It can weaken your immune system, making it harder to fight off disease.  How do you measure your stress level?  It's important to figure out what causes stress for you. Everyone feels and responds to stress differently.Tracking your stress may help.  06/05/14Dhananjay Mull
  21. 21. +Stress at work How can you avoid stress?  Stress is a fact of life for most people.You may not be able to get rid of stress, but you can look for ways to lower it.  You might try some of these ideas:  Learn better ways to manage your time.  Find better ways to cope.  Take good care of yourself.  Get plenty of rest.  Proper diet  Put new ways of thinking.  Speak up.  Ask for help.  Sometimes stress is just too much to handle alone.Talking to a friend or family member may help, but you may also want to see a counselor. 06/05/14Dhananjay Mull
  22. 22. + Time management  Before you can even begin to manage time, you must learn what time is. A dictionary defines time as "the point or period at which things occur." Put simply, time is when stuff happens.  There are only three ways to spend time: thoughts, conversations and actions. Regardless of the type of business you own, your work will be composed of those three items.  As an entrepreneur, you may be frequently interrupted or pulled in different directions. It is a key to manage your time effectively to be able to reach out to all needed avenues in the business. 06/05/14Dhananjay Mull
  23. 23. + Conflict management and resolution  Conflict is a process that begins when one party has negatively affected or is about to negatively affect something that the first party cares about.  Or it simple means disagreement between the two or more person at any point.  It encompasses a wide range of conflict that people experience in organization:-  Incompatibility of goals  Difference over interpretation of facts  Disagreements based on behavioral expectation 06/05/14Dhananjay Mull
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  26. 26. + How to manage Conflict 1. Patient listening. 2. Empathy, understand other's point of view. 3. Avoid reacting strongly / avoid anger under all circumstances. 4. Evaluate your responses properly before responding. 5. Communicate, enter into a dialogue, convince or get convinced. 6. Choose the right time for dialogue, when the other person is in a receiving mood. 7. Avoid throwing your weight, even if you have the authority. 8. Allow dissent, manage disagreement constructively,  9. Build consensus, take people along. 10. Create a common vision if others do not have as broad a perspective as your, explain it to them with patience, train them & counsel them. 06/05/14Dhananjay Mull
  27. 27. + Thank you! Any questions? 06/05/14 Dhananjay Mull