Introduction to organizational behavior and basic knowledge of ob

1. ORGANIZATIONAL
BEHAVIOR
Dr Vibhav Singh
School of Business
Management

3. COURSE PASTURES
Unit Content Hours
1 Introduction to OB 2
2 Foundations of Individual behaviour, Personality 2
3 Foundations of Decision Making 2
4 Basic Motivation & its Application 2
5 Stress Management 2
6 Foundation of Group Behaviour 2
7 Power & Politics 1
8 Leadership 2
9 Organizational Structure 2
10 Organization design elements 1
11 Organizational Culture 2
12 Organization Change 2
13 Organization Development 2

4. Organizational behavior (OB) is 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.

5. COVID-19 & ORGANIZATIONAL
BEHAVIOR
(a) Government response to Pandemic, (b) Employees’
attitude towards WfH, (c) Structural support, (d) WfH
impact on performance, (e) Leadership in crisis
Organizations and Employees Say “I do” to Work from Home during COVID-19: A Sentiment
Analysis of Twitter

6. MAJOR BEHAVIORAL SCIENCE
DISCIPLINES THAT CONTRIBUTE TO
OB
Organizational behavior is an applied behavioral science that
is built upon contributions from a number of behavioral
disciplines:
 Psychology
 Social psychology
 Sociology
 Anthropology

7. MAJOR BEHAVIORAL SCIENCE
DISCIPLINES THAT CONTRIBUTE TO
OB

8. THREE LEVELS OF ANALYSIS IN
THIS TEXT’S OB MODEL

9. OCB, COMMITMENT & CPWB
OCB (Organization citizenship behavior)
i. encompasses anything positive and constructive that employees
do, of their own volition, which supports co-workers and benefits
the company.
ii. employees who frequently engage in OCB may not always be the
top performers (though they could be, as task performance is
related to OCB), but they are the ones who are known to ‘go the
extra mile’ or ‘go above and beyond’ the minimum efforts
required to do a merely satisfactory job.
iii. organization will benefit from encouraging employees to engage
in OCB, because it has been shown to increase productivity,
efficiency and customer satisfaction, and reduce costs and rates of
turnover and absenteeism.
iv. The antecedents of OCB have been broadly categorized into three

10. OCB, COMMITMENT & CPWB
Organizational commitment
i. is the individual's psychological attachment to the organization.
ii. predicts work variables such as turnover, organizational citizenship
behavior, job performance.
iii. The strength of an individual’s identification with an organization. •
Three kinds of organizational commitment: 1. Affective 2. Continuance 3.
Normative Organizational Commitment
CPWB (counterproductive work behavior)
i. behavior that explicitly runs counter to the goals of an organization.
ii. The most commonly studied counterproductive behaviors have been:
Ineffective job performance, absenteeism, turnover, and accidents. These
include actions such as theft, violence, substance use, and sexual
harassment.

11. IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS
Responding to economic pressure
 In tough economic times, effective management is an asset.
 In good times, understanding how to reward, satisfy, and retain
employees is at a premium.
 In bad times, issues like stress, decision making, and coping
come to the forefront.
Responding to globalization
 Increased foreign assignments.
 Working with people from different cultures.
 Overseeing movement of jobs to countries with low-cost labor.
 Adapting to differing cultural and regulatory norms.

12. IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS
OB POLL Percentage of Men and Women Working
Managing
workforce
diversity
Workforce
diversity –
organizations
are becoming
more
heterogeneou
s in terms of
gender, age,
race, ethnicity,
gender
orientation,

13. IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS
Improving customer service
 Service employees have substantial interaction with customers.
 Employee attitudes and behavior are associated with customer satisfaction.
 Need a customer-responsive culture.
Improving people skills
 People skills are essential to managerial effectiveness.
 OB provides the concepts and theories that allow managers to predict employee behavior
in given situations.
Working in networked organizations
 Networked organizations are becoming more pronounced.
 A manager’s job is fundamentally different in networked organizations.
 Challenges of motivating and leading “online” require different techniques.
 Policies on accessing social media at work.
 When, where, and for what purpose.
 Impact of social media on employee well-being.

14. IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS
Enhancing employee well-being at work
 The creation of the global workforce means work no longer sleeps.
 Communication technology has provided a vehicle for working at any time or any
place.
 Employees are working longer hours per week.
 The lifestyles of families have changed— creating conflict.
 Balancing work and life demands now surpasses job security as an employee
priority.
Creating a positive work environment
 Positive organizational scholarship is concerned with how organizations develop
human strength, foster vitality and resilience, and unlock potential.
 This field of study focuses on employees’ strengths versus their limitations, as
employees share situations in which they performed at their personal best.
Improving ethical behavior
 Ethical dilemmas and ethical choices are situations in which an individual is required
to define right and wrong conduct.
 Good ethical behavior is not so easily defined.
 Organizations distribute codes of ethics to guide employees through ethical
dilemmas.

15. INDIVIDUAL DIFFERENCES
No TWO
people are
same

16. WORKPLACE DIVERSITY

17. WORKPLACE DIVERSITY

18. DIVERSITY
Biological characteristics are personal characteristics that are objective and
easily obtained from personnel records.
 Variations in these can be the basis for discrimination
Age
 The U.S. workforce is aging.
 Does job performance decline with increasing age?
 Studies show that turnover and absenteeism rates are lower among
older workers, and age is not associated with lower productivity.
Gender
 There are no consistent male-female differences in problem-solving
ability, analytical skills, competitive drive, motivation, sociability, or
learning drive.
 But women earn less than men for the same positions and have fewer
professional opportunities.

19. DIVERSITY
Race and Ethnicity
 Laws against race and ethnic discrimination are in effect in many countries.
 But:
 Employees tend to favor colleagues of their own race in performance
evaluations, promotion decisions, and pay raises.
 African Americans generally fare worse than Whites in employment
decisions.
Disabilities
 The U.S. Equal Employment Opportunity Commission classifies a person as
disabled who has any physical or mental impairment that substantially limits
one or more major life activities.
 Workers with disabilities receive higher performance evaluations, but may
have lower performance expectations
Hidden Disabilities
– Sensory disabilities, chronic illness or pain, cognitive or learning
impairments, sleep disorders, and psychological challenges.
– U.S. organizations must accommodate employees with a very broad range of
impairments.

20. DIVERSITY
• Tenure
– Tenure is a good predictor of employee productivity.
– Tenure and job performance are positively related.
• Religion
– U.S. law prohibits discrimination based on religion, but it is still an issue,
especially for Muslims.
• Cultural Identity
– Need to accommodate and respect individual cultural identities.
Ability is an individual’s current capacity to perform various tasks in a job.
Two types
 Intellectual abilities
 Physical abilities

21. Type of Discrimination Definition Examples from Organizations
Discriminatory policies
or practices
Actions taken by
representatives of the
organization that deny equal
opportunity to perform or
unequal rewards for
performance.
Older workers may be targeted for
layoffs because they are highly
paid and have lucrative benefits.
Sexual harassment Unwanted sexual advances and
other verbal or physical
conduct of a sexual nature that
create a hostile or offensive
work environment.
Salespeople at one company went
on company-paid visits to strip
clubs, brought strippers into the
office to celebrate promotions,
and fostered pervasive sexual
rumors.
Intimidation Overt threats or bullying
directed at members of
specific groups of employees.
African-American employees at
some companies have found
nooses hanging over their work
stations.
Mockery and insults Jokes or negative stereotypes;
sometimes the result of jokes
taken too far.
Arab-Americans have been asked
at work whether they were
carrying bombs or were members
of terrorist organizations.
Exclusion Exclusion of certain people
from job opportunities, social
events, discussions, or
informal mentoring; can occur
unintentionally.
Many women in finance claim they
are assigned to marginal job roles
or are given light workloads that
don’t lead to promotion.
Incivility Disrespectful treatment,
including behaving in an
aggressive manner,
Female lawyers note that male
attorneys frequently cut them off
or do not adequately address their
Types of
Discriminat
ion

22. DESCRIBE HOW ORGANIZATIONS
MANAGE DIVERSITY
EFFECTIVELY
Diversity management is the process and programs by which
managers make everyone more aware of and sensitive to the
needs and differences of others.
 Diversity is more successful when it is everyone’s business,
not just for certain groups of employees.

23. WORKPLACE SPIRITUALITY
Spirituality is the development of our inner wellbeing for achieving happiness, peace and fulfillment.
Spirituality helps to find meaning in work, a meaning that extends beyond economic gain.
The workplace spirituality (WPS) influences people working hard and engages in extra-role behavior which is
known as organizational citizenship behavior (OCB).
People who are engaged in OCB go beyond predetermined job description and try their best to achieve
desired organizational goals.
Characteristics of a Spiritual Organization
Strong sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Toleration of employees’ expression

24. WORKPLACE SPIRITUALITY
Benefits of WPS
1) Improved employee productivity
2) Reduction of employee turnover
3) Stronger organizational performance
4) Increased creativity
5) Increased employee satisfaction
6) Increased team performance
7) Increased organizational performance

25. OB IN GLOBAL CONTEXT
 As organizations become more international and embrace both different
nationalities and cultures, the study of organizational behavior has expanded to
involve global settings.
 The study of International Organizational Behavior requires the understanding of
various regional contexts (American, Canadian, Latin-American, European, Asian
and African)
 Although all members in organizations are human beings, individuals working
with different cultures and nationalities experience diverse difficulties that
cannot be assumed as similar to those individuals working in a homogenous
setting.
 Also, as organizations become more team oriented to cope with the need to be
flexible and responsive to the volatile business environment, team research
(especially cross- cultural and virtual) is becoming more critical in international
OB.

26. IMPLICATIONS FOR MANAGERS
Understand your organization's anti-discrimination policies thoroughly and share them with
your employees.
Assess and challenge your own stereotype beliefs to increase your objectivity.
Look beyond readily observable biographical characteristics and consider the individual’s
capabilities before making management decisions.
Fully evaluate what accommodations a person with disabilities will need and then fine-tune a
job to that person’s abilities.
Seek to understand and respect the unique biographical characteristics of your employees; a
fair but individualistic approach yields the best performance.