Organizational psychology focuses on diagnosing and solving organizational problems by studying relationships within and between organizations. It examines how social concepts like organizations and work teams influence employee behavior. Organizational psychologists apply psychological principles to human resources issues like hiring, training, and feedback. They aim to improve employee performance and efficiency through an understanding of human functioning in the workplace.

1. Organizational
Psychology.
Focus of organizational working.

2. Organizational Psychology
• Use of broad psychological theories to
diagnose and correct organizational problems
• Study of relationship between organizations
as well as
• Relationship of organizations to larger social
structures such as society.
• Relationship of organizations to larger social
structures such as society.
• Explains how 2 social concepts –org and
work teams influence and shape the behavior
of their members .

3. Contd….
• Organizational psychology department is also
responsible for handling the hiring practices, training
programmes and feedback systems. They help guide
the HR department to understand the behavior and
attitudes of its employees.
• The psychologists try to gauge the problems that the
employees face and find ways to improve their
performance. The organizational psychologists apply
the principals of psychology to Human Resource. The
blend of the two can be beneficial for the company and
its employees.

4. Contd…….
• The psychologist deals with the human aspects of the
workplace and aim at improving people's efficiency,
and hence organizational effectiveness, through their
knowledge about human functioning.
• The major difference between organizational
psychologist and HR consultant is that all the work of
the Industrial-Organizational psychologist has to be
backed up by scientific evidence and statistics. In
contrast, HRM is essentially a business study which
emphasizes more on the practical side, with less focus
on the scientific side.

5. 3 THEORIES OF ORGANISATIONS
• CLASSICAL THEORY begins with a
statement of the basic ingredients of any org
and then addresses how the org should best
be structured to accomplish its objectives.
Based on few components:
– system of differentiated activities
– People
– Cooperation towards goal
– Authority
– Functional
– Line/Staff and Span of Control principle.

6. Contd..
• NEOCLASSICAL recognizes the behavioral
/psychological issues that question the rigidness
of classical theory.
• SYSTEMS THEORY asserts that an org system
is composed of 5 parts
– Individuals
– Formal Organization
– Small groups
– Status & Role
– Physical setting.

7. Organization Structure.
• How job task are formally
divide,grouped,and coordinated.
• Key elements that define an organization's
structure.
 Work specialization.
 Departmentalization.
 Chain of command.
 Span of control.
 Centralization and decentralization.
 Formalization.

8. ORGZTNAL STRUCTURE
• 5 coordinating mechanisms
– Mutual adjustment
– Direct Supervision
– Standardizations of work processes
– Standardizations of work output
– Standardization of skills and knowledge
• 5 basic parts of org
– Strategic Apex
– Middle line
– Techno structure
– Support staff

9. Contd…
STRATEGIC APEX
SUPPORT STAFF
MIDDLE LINE
TECHNOSTRUCTURE
OPERATING CORE

10. Components of Social System
• Roles- expectations of others about appropriate behavior
in a specific position: ROLE PERCEPTION-Role Identity,
Role Overload, Role Overlap, Role Expectancy, Role
Ambiguity
• Norms-shared group expectations about appropriate
behavior wherein “ought ness” and “should ness” are
prescriptions of behavior . 3 step process –(i) define &
communicate (ii) group monitor & judge whether norm
followed & (iii) reward conformity and punish non
conformity
• Culture-A groups developed method to cope with
problems of external adaptation & internal
integration-collective understanding

11. Role….
• ROLE IDENTITY-attitudes consistent with a role
• ROLE PERCEPTION-individual’s view
• ROLE EXPECTATION-other’s view
• ROLE DYNAMICS IN ORGANISATION
 ROLE AMBIGUITY
 ROLE CONFLICT

12. Norms….
• CLASSIFICATION: -- PERFORMANCE, APPEARANCE,SOCIAL
ARRANGEMENT
• CONFORMITY IN ACCORDANCE WITH REFERENCE GROUPS
• STATUS EQUITY & CULTURE
Concept of Norms.
• NORMS AT INDIVIDUAL LEVEL-Rules of behavior
• NORMS AT GROUP LEVEL- Organized, shared
ideas, regulations, sanctions.

13. Culture…..
• The way we do things here”
• Dominant & coherent set of shared values,
beliefs, systems ,symbols …shared by
employees
• A groups developed method to cope with
problems of external adaptation & internal
integration-collective understanding.

14. What Is Organizational Culture?
Culture’s Functions:
1. Defines the boundary between one
organization and others.
2. Conveys a sense of identity for its members.
3. Facilitates the generation of commitment to
something larger than self-interest.
4. Enhances the stability of the social system.

15. BENEFITS /IMPACT ON BEHAVIOR
• REDUCED EMPLOYEE TURNOVER
• SENSE OF IDENTITY
• FACILITATES GENERATING ORG COMMITMENT >
INDIVIDUAL SELF INTEREST
• ENHANCES SOCIAL SYSTEM
STABILITYSENSTIZATION & CONTROL MECHANISM
TO SHAPE ATTITUDES & BEHAVIOR OF
EMPLOYEES

16. Stages in the Socialization Process

17. How Employees Learn Culture
•• Stories
Stories
•• Rituals
Rituals
•• Material Symbols
Material Symbols
•• Language
Language

18. Organizational Psychology
Group Behaviour.

19. Behavior.
• A word with different definition …..probably no
such thing as absolute definition. …
 -Manner of Acting and Behaving.
 -Psychology , Animal behavior.
 -Observable activity in a human or animal.
 -The aggregate of responses to internal and
external stimuli.
• In short the ideas that lies in the core of
explanation is of Stimulus and response.

20. Contd….
• Different people have different responses
to particular stimuli.
• In a given situation different people may
react in a different way.
• Behavior = The some of all the person’s
varying response style to varying stimuli.

21. Wait….N…..Think..
• Its not your aptitude but your attitude
which decides your altitude.
--Zig-Zaggler.
• It is possible to achieve almost anything
as long as you are not worried about who
gets the credit.
-- Harry S Truman.

22. Why to Join a GROUP..?
• It refers to the idea that two heads are better
than one.
• Group are often capable of producing high
quality work and better decision than can an
individual wok alone.
• Group is ready to take on large works than an
individual.
• With increased ability to perform work,Group can
provide ENCOURAGMENT and SUPPORT to its
members while working on a big project.

23. Types of Groups.
• Social Group.-Example of these groups would
be families and Social Groups.
-These provide for our safety and Soliditary
needs and they help us to develop
self-Esteem.
• Work Groups – Work groups faction to achieve a
particular tasks.Task dimension is emphasized
and group members pool their expertise to
accomplish the task.
• Eg- work place ,campus ,organizations juries.

24. FIVE TYPES OF GROUP INTERACTIONS
• AVOIDANCE-INCOMPATIBLE GOALS & INTERACTION
RELATIVELY UNIMPORTANT TO THE ATTAINMENT OF
GROUP GOALS.
• ACCOMODATION-GROUP GOALS ARE COMPATIBLE BUT
INTERACTION IS COMPARATIVELY UNIMPORTANT TO
THEIR ATTAINMWENT.
• COMPETITION-GOALS OF INTERACTING GROUPS
INCOMPATIBLE & INTERACTIONS ARE IMPORTANT TO
ATTAINMENT OF EACH GROUP ‘S GOALS.
• COLLABORATION-INTERACTION IS VERY IMPORTANT TO
THE GROUPS’ GOAL ATTAINMENT & THE GOALS OF THE
GROUP ARE COMPATIBLE
• COMPROMISE-INTERACTION IS MODERATELY IMPORTANT
TO THE ATTAINMENT OF EACH GROUP’S GOALS AND THE
GOALS ARE NEITHER COMPLETELY COMPATIBLE NOR
COMPLETELY INCOMPATIBLE

25. WHAT IS A TEAM
• Special kind of group-Problem
solving,sports or event management, R &
D or Self-managed
• EFFECTIVENESS OF TEAM DEPENDS ON:
1. TRAINING
2. WILLINGNESS TO SHARE INFORMATION
3. AUTHORITY GIVEN
4. REWARD ALLOCATION

26. Team/Work Group.
• Goals/Objectives.--The common
Goal/objectives is always more than the
individual role.
• Working Together Team –
T- Together
E- Everyone
A- Achieves
M- More.

27. Tuckman’s Group Development
Theory.
• The Forming – Storming – Norming –
Performing
• It is a model of group development, first
proposed by Bruce Tuckman in 1965, who
maintained that these phases are all necessary
and inevitable in order for the team --
 --to grow
 --to face up to challenges
 --to tackle problems, to find solutions
 --to plan work
 --to deliver results.
• This model has become the basis for subsequent
models.

29. Stages……TGDT
• Forming – Group members learn about each
other and task at hand.
• Storming – As group members become more
comfortable with each other they will engage
each other in arguments.These activity marks
the storming phase.
• Norming – Group members establish implicit or
explicit the rules about how they will receive their
goals.
• Performing – group reach a conclusion and
then implement a conclusion.

30. WORK GROUPS & TEAM what’s the
difference?
• WG STRONG • TEAM SHARED
LEADERSHIP
FOCUSED LEADER
• TEAM HAS INDIVIDUAL
• WG-INDIVIDUAL & MUTUAL
ACCOUNTABILITY ACCOUNTABILITY
• TEAM HAS SPECIFIC
• WG-ORG GOALS PUROPOSE
• WG-INIVIDUAL • TEAM COLLECTIVE
WORK PRODUCTS WORK PRODUCTS

31. Characteristics of Group…
• MEMBER TOLD WHAT TO DO RATHER THAN ASKED WHAT
THE BEST APPROACH WOULD BE.
• MEMBERS DISTRUST MOTIVES OF COLLEAGUES AS THEY
SO NOT UNDERSTAND ROLE OF OTHER MEMBERS.
EXPRESSING OPINIONS/DISAGREEMENTS ARE
CONSIDERED DIVISIVE OR UNSUPPORTIVE.
• MEMBERS CAUTIOUS.
• MEMBERS MAY RECEIVE GOOD TRAINING BUT ARE
LIMITED IN APPLYING IT TO THE JOB BY SUPERVISOR OR
OTHER GROUP MEMBERS.
• MEMBERS FIND THEMSELVES IN CONFLICT SITUATIONS
THAT THEY DO NOT KNOW HOW TO RESOLVE.
SUPERVISOR MAY PUT OFF INTERVENTION UNTIL
SERIOUS DAMAGE IS DONE.
• MEMBERS MAY OR MAY NOT PARTICIPATE IN DECISIONS
AFFECTING THE TEAM. CONFORMITY OFTEN APPEARS
MORE IMPORTANT THAN POSITIVE RESULTS.

32. Charc-of Group Centered Managers.
• OVERRIDING CONCERN TO MEET CURRENT GOALS INHIBITS
ALTERNATE METHODS OF ACCOMPLISHMENTS THROUGH
REORGANISING.
• REACTIVE TO TOP MANGT
• INVOLVE MEMBERS IN PLANNING TO A LIMITED EXTENT.
• RESENT OR DISTRUST EMPLOYEES WHO KNOW THEIR JOBS
BETTER THAN THE MANAGER.
• SEES GROUP PROBLEM SOLVING AS A WASTE OF TIME,OR
AN ABDICATION OF MANAGERIAL RESPONSIBILITY.
• CONTROLS INFO & COMMUNICATES ONLY WHAT THEY NEED
TO KNOW.
• IGNORES CONFLICT BET STAFF MEMBERS /OTHERS
• SOMETIMES SLOW TO RECOGNISE INDIVIDUAL OR GROUP
ACHIEVEMENTS
• SOMETIMES MODIFIES GROUP AGREEMENTS TO SUIT
PERSONAL CONVENIENCE.

33. Features of Team Work.
• Role.
• Leadership
• Shared Values
• Dependability
• Communication

34. Features….
• Role - All team members play a vital role
where they add value with their contribution.
• Leadership – Strong leadership is vital to
team success give the team direction and
confidence.
• Shared Values – Shared values & belief hold
a team together.
Vision/Mission/Values/Culture.

35. Contd..
They define and give Identity to the team.
• Dependability – Members must be able to
count on each other when it really
matters.
• Communication – Interaction fuels
action.Members must be able to
communicate with each other
freely.Communication must be
constructive.

36. Chalres Plumb's Parachutes
• Charles Plumb was a navy jet pilot. On his seventy-sixth combat
mission, he was shot down and parachuted into enemy territory.
He was captured and spent six years in prison. He survived and
now lectures on the lessons he learned from his experiences.
One day, a man in approached Plumb and his wife in a restaurant,
and said, "Are you Plumb the navy pilot?"
"Yes, how did you know?" asked Plumb.
"I packed your parachute," the man replied.
Plumb was amazed - and grateful: "If the chute you packed hadn't
worked I wouldn't be here today..."
Plumb refers to this in his lectures: his realization that the
anonymous sailors who packed the parachutes held the pilots'
lives in their hands, and yet the pilots never gave these sailors a
second thought; never even said hello, let alone said thanks.
Now Plumb asks his audiences, "Who packs your parachutes?.....
Who helps you through your life?.... Physically, mentally,
emotionally, spiritually?....... Think about who helps you;
recognize them and say thanks."
~author unknown

37. The link in the Chain…
• The strength of the Group is implicated by
its weakest link…..
• “THE BAD APPLE”
• Bad attitude ruins a GROUP.

38. Organizational Processes

39. Organizational Processes.
• Organizational processes are the systematic way a
company defines, organizes and implements its
operations through the stages of the product life cycle.
• "Organization Processes" are those flows of activity
that must link together for you to be successful.
• This can include strategic measures to improve business
performance, proprietary models and intellectual
property that contribute to an organizations goals and
objectives.
• Process improvement is closely related to life cycle
management.

40. Contd….
• A company continually works towards organizational
process improvement to enhance its bottom line. At any
stage of a companies operations, the analysis of inputs
and outputs can be audited, assessed and graded
according to a set of performance requirements.
• Improving productivity, minimizing costs, reducing social
costs and environmental emissions form part of the
process of improvement
• Organizational processes adapt according to the
changing goals and objectives of the company and
market conditions.

41. Stages of Orgztnl.Process
• Embryonic Stage
• Developmental stage
• Implemental Phase.

42. Embryonic Stage
• The embryonic stage of a companies
organizational process is the group of
activities related to defining and analyzing
the initial requirements of the product or
service.
• Process improvement at this level seeks
to make best use of the companies
resources to establish the initial foundation
that will constitute the mandate the
company operates from.

43. Developmental stage
• The development stage of the product life
cycle is where the organization of
resources in preparation for the
implementation of the companies
business objectives take place.

44. Implemental Phase.
• The implementation phase of
organizations processes is the integration
of the companies core business activities.
Streamlining operational efficiency can
help accelerate the manufacture or
distribution of the product. Strategic
initiatives to capitalize on the growth stage
of the product life cycle allow a company
to build a greater market share.

45. Types of Orgztnl Procss.
• Organizational Change.
• Organizational Development.

46. Organizational Change ..
• Organizational change is the term used to describe the
transformation process that a company goes through in
response to a strategic reorientation, restructure, change in
management, merger or acquisition or the development of
new goals and objectives for the company.
• The realignment of resources and the redeployment of capital
can bring many challenges during the transformation process
and organizational change
• An alteration of an organization’s environment, structure,
culture, technology, or people
– A constant force
– An organizational reality
– An opportunity or a threat

47. Process / Forms……
• Process of changes in the organization to achieve
certain goal
– Effectiveness
– Efficiency etc
Forms of change.
 – Radical change.
• -- Change that results in a major overhaul (To examine
or go over carefully for needed repairs or dismantle in
order to make repairs) of the organization or its
component systems.
 – Incremental change.
• Also known as frame-bending change.
• Change that is part of the organization’s natural
evolution.

48. Forces for Change
• Internal Forces.
• External Forces. • Strategy modifications
• New equipment
• Competition Laws and
• New processes
regulations
• Workforce composition
• New technologies • Job restructuring
• Labor market shifts • Compensation and
• Business cycles benefits
• Social change • Labor surpluses and
shortages
• Employee attitude

49. A Nine-step Process For Leading
Organizational Change
1. Create a Sense of Urgency
2. Decide What to Change
3. Create a Guiding Coalition and Mobilize Commitment
4. Develop and Communicate a Shared Vision
5. Empower Employees to Make the Change
6. Generate Short-Term Wins
7. Consolidate Gains and Produce More Change
8. Anchor the New Ways of Doing Things in the
Company Culture
9. Monitor Progress and Adjust the Vision as Required

50. Resistance to Change
• General uncertainty about changes
• Resistance to change.
• Any attitude or behavior that indicates
unwillingness
• to make or support a desired change.
• Power and politics in the organization
• Mechanistic structure

51. Why people resist change?
• Fear of the unknown.
• Lack of good information.
• Fear for loss of security.
• No reason to change.
• Fear for loss of power.
• Lack of resources.

52. What can be done?
• Education and communication.
• Participation and involvement.
• Provide support.
• Negotiation and agreement.
• Manipulation and cooptation.

53. Remedies….
Education.
• Communicate to people about change prior to
implementation to help them understand the
logic of change.
• Use when people lack information or have
inaccurate information.
- Advantage — creates willingness to help with the
change.
– Disadvantage — can be very time consuming.

54. Contd..
Participation
• Allows people to help design and implement
the changes.
• Use when other people have important
information and/or power to resist.
– Advantages — adds information to change
planning; builds commitment to change.
– Disadvantage — can be very time consuming.

55. Contd..
Support
• Use when resistance traces to resource or
adjustment problems.
• Provides emotional and material assistance for
people experiencing the hardships of change.
– Advantage — directly satisfies specific resource
or
adjustment needs.
– Disadvantages — can be time consuming; can
be
expensive.

56. Contd…
Negotiation
• Give incentives to actual or potential change
resistors.
• Use when a person or group will lose
something because of the change.
– Advantage — helps avoid major resistance.
– Disadvantages — can be expensive; can cause
others to seek similar deals.

57. Contd….
Manipulation
• Use covert attempts to influence others by
selectively providing information and
consciously structuring events.
• Use when other methods don’t work or are too
expensive.
– Advantages — can be quick and inexpensive.
– Disadvantage — can create future problems if
people sense manipulation.

58. Finally ….OC…..Involves..
• Organizational change can impact the
psychological, emotional and physical states of
companies employees. Many people experience
comfort zones and develop barriers during their
daily lives.
• A change in company operations can challenge and
stress peoples values and central core beliefs.
Dealing with behavioral and cultural changes is part
of the organizational change process and an
important consideration for change management
professionals.
• Adopting new company procedures and practices
can require the development of new education
programs to assist with aligning people to new

59. Organizational Development.
• Organizational Development (OD)
– An approach to organizational change in which the
employees themselves formulate the change that’s
required and implement it, usually with the aid of a
trained consultant.
– Aimed at enabling employees to develop a better
understanding of their own and others’ behaviors for
the purpose of improving that behavior such that the
organization benefits
– Purpose is to increase participants’ insight into their
own behavior and that of others by encouraging an
open expression of feelings in a trainer-guided group.

60. Why OD….?
• Most Citied reason for beginning change
programme.-
 Level of competion
 Survial
 Improved performance.

61. Features of OD.
• Planned Change - also called as change
intervention.
• Comprehensive change- Generally involve the total
system or entire organization.
• Emphasis upon work groups.-Although OD are
aimed at individuals.
• Long Range change- It takes months or years to
implement.
• Emphasis on intervention-Active intervention of
change agents in the ongoing activities of an
organization.

62. Contd..
• Collaborative Management.-
Collaboration at all levels.
• Organizational Culture-Every orgnztn is
from one another,hence culture of each
orgnztn should be understood.
• Action Research- Identifying
organizations specific problems gathering
and analyzing orgnaztn data taking
actions to reduce the problem.