The document provides an overview of topics related to organizational behavior and management. It includes definitions of key terms like organization and organizational behavior. It also outlines the determinants and significance of organizational behavior for effectiveness. Various approaches to organizational behavior are discussed like systems approach, contingency perspective, and interactionalism. Challenges and trends in the field like globalization, diversity, and stimulating innovation are highlighted. Models of organizational behavior and a basic framework are presented.

1. ORGANIZATION THEORY & BEHAVIOR

2. 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

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

4. ORGANIZATION???

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

6. ORGANIZATION HUMAN BEHAVIOR IN ORGANIZATION SETTINGS INDIVIDUAL ORGANIZATION INTERFACE ENVIRONMENT ENVIRONMENT

7. 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

8. ORGANIZATIONAL GOALS INDIVIDUAL TASKS TEAM ROLES

9. ? ? ? ? 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

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

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

12. HOW ORGANIZATION ACHIEVES ITS GOAL? ORGANIZATIONAL PROCESSES

13. 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

14. 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

15. 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

16. 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 .

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

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

19. 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

20. 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

21. 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

22. 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

23. EMERGING PERSPECTIVES IN OB SYSTEMS APPROACH CONTINGENCY PERSPECTIVE INTERACTIONALISM

24. 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

25. 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

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

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

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

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

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

31. 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

32. 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