behavior within organizations
TRANSCRIPT
Organization
It is a structured social system consisting of groups and indivuals working together to meet some agreed upon objectives. To fully understand behavior in organizations we must consider three levels of analysis:
processes occurring within indivuals, groups and organizations.
Theory X
A traditional Philosophy of management suggesting that most people are lazy, dislike work, need direction and will work hard only
when they are pushed into performing.
Theory Y
A philosophy of Management suggesting that under the right circumstances people are fully capable of working productively and accepting responsibility for their work.
Manager
Someone who works with and through other people by
coordinating their work activities in order to accomplish organizational goals
Managerial Levels
Top Managers
Middle ManagersFirst Line Managers
Non Managerial Employees
EFFICIENCY
(MEANS)
• Resource Usage
• Low Waste
Effectiveness
(ENDS)
• Goal Attainment• High Attainment
Efficiency & Effectiveness in Management
What do Managers Do?
Functions
PlanningOrganizin
gLeading
Controlling
RolesInterpersonal•Figurehead•Leader•Liaison
Informational•Monitor•Disseminator•Spokesperson
Decisional•Entrepreneur•Disturbance Handler•Resource Allocator•Negotiator
SkillsTop Manager
• Conceptual Skills
Middle Manager •Human Skills
Lower level Managers•Technical Skills
Conceptual skillsAbility to use information to solve business
problemsIdentification of opportunities for innovationRecognizing problem areas and implementing
solutionsSelecting critical information from masses of
dataUnderstanding of business uses of technologyUnderstanding of organizations business model
Communication Skills
Ability to transform ideas into words and actions
Credibility among colleagues, peers and subordinates
Listening and asking questionsPresentation skills; spoken formatPresentation skills: written and/or
graphic formats
Effectiveness skillsContributing to corporate mission/ departmental
objectivesCustomer focusMultitasking: working at multiple tasks in parallelNegotiating SkillsProject ManagementReviewing operations and implementing
improvementsSetting and maintaining performance standards
internally and externallySetting priorities for attention and activityTime management
Interpersonal SkillsCoaching and mentoring skillsDiversity skills: Working with diverse
people and culturesNetworking within organizationsNetworking outside the organizationWorking in teams; cooperation and
commitment
Changes impacting the Managers Job
Changing Technology(digitization)
Increased Threats to Security
Changes Impact of Changes•Shifting organisational boundaries•Virtual Workplaces•More mobile workforce•Flexible work arrangements•Empowered employees•Risk Management•Work life –Personal Life Balance•Re structured workplace•Discrimination concerns•Globalization concerns•Employee assistance
Changes impacting the Managers Job
Increased Emphasis onOrganizational & Managerial Ethics
Increased Competitiveness
Changes Impact of Changes
•Redefined Values•Rebuilding Trust•Increased Accountability
•Customer service•Innovation•Globalization•Efficiency / Productivity
Business Organization
People
Deliberate
Structure
Distinct
Purpose
Changing OrganisationTraditional Organisation New Organisation Stable Inflexible Job focused Work is defined by job positions Indivual-oriented Permanent jobs Command Oriented Managers always make decisions Rule oriented Relatively homogenous workforce Workdays defined as 9 to 5 Hierarchical relationships Work at organizational facility during
specific hours.
Dynamic Flexible Skills focused Work is defined in terms of task to be
dons Team oriented Temporary jobs Involvement oriented Employees participate in decision
making Customer oriented Diverse workforce Workdays have no time boundaries Lateral & Networked relationships Work anywhere ,any time
Need for management
Need for Management
in
All Sizes of Organisation Small - Large
All Types of Organizations
Profit- Non Profit
All Organization LevelsBottom- Top
All Organizational
areas Manufacturing,
marketing, Human
Resources, Accounting etc
Interpersonal TrustIt is a positive expectation that another will
not through words ,actions, or decisions act opportunistically.
It implies familiarity and risk.
POSITIVE EXPECTATION- means knowledge and familiarity about the other party. It takes time to form , building incrementally and accumulating.
OPPORTUNISTIC- refers to the inherent risk and vulnerability in any trusting relationship. It is not taking risk per se rather it is a willingness to take risk.
Dimensions of Trust1. Integrity2. Competence3. Consistency4. Loyalty5. Openness
Types of Trust1. Deterrence based Trust-based on fear of
reprisal if the trust is violated.2. Knowledge based Trust-based on behavioral
predictability that comes from interaction and information.
3. Identification Based Trust- highest level ,achieved when there is an emotional connection between parties. It allows one party to act as an agent for the other and substitute for that person in interpersonal transaction.
Principles of Trust1. Mistrust drives out trust2. Trust begets trust3. Trust can be regained4. Mistrusting groups Self Destruct5. Mistrust generally reduces productivity
ExerciseWhat is the importance of interpersonal skills?
What do managers do in terms of functions, roles and skills?
What do managers do in terms of functions, roles and skills?
What are effectiveness and efficiency and how are they related?
On a scale of 1 to 10 measuring the sophistication of scientific discipline in predicting phenomena, maths and physics would probably be 10. Where do you think OB stands for?