Download - 00 Org Beh Lect 1
-
8/2/2019 00 Org Beh Lect 1
1/52
ORGANIZATION
BEHAVIOR
Developer
Renu Kotian
-
8/2/2019 00 Org Beh Lect 1
2/52
Defining Organization Behavior
-
8/2/2019 00 Org Beh Lect 1
3/52
...a field of study that
investigates the impact thatindividuals, groups andstructure have on behaviorwithin organizations, for thepurpose of applying such
knowledge toward improvingan organizationseffectiveness.
-
8/2/2019 00 Org Beh Lect 1
4/52
Why study OB?
To learn about yourself and how todeal with others
You are part of an organization now,
and will continue to be a part ofvarious organizations
Organizations are increasingly
expecting individuals to be able towork in teams, at least some of thetime
Some of you may want to bemanagers or entrepreneurs
-
8/2/2019 00 Org Beh Lect 1
5/52
Whats OB made of
Social Psychology
Psychology
Behaviouralscience
Contribution Unit of analysis
Output
Anthropology
Sociology
Political Science
Study ofOrganizational
Behaviour
Organizationsystem
LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisal
Attitude measurementEmployee selectionWork designWork stress
Group dynamicsWork teamsCommunicationPowerConflict
Intergroup behaviour
Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture
ConflictIntraorganizational politics
Power
Organizational cultureOrganizational environment
Behavioural changeAttitude changeCommunicationGroup processesGroup decision making
Group
Comparative valuesComparative attitudesCross-cultural analysis
Individual
-
8/2/2019 00 Org Beh Lect 1
6/52
Challenges faced byorganizations
Workplace
Organizational Level
Productivity Developing Effective Employees Global Competition Managing in the Global Village
Group Level
Working With Others Workforce Diversity
Individual Level
Job Satisfaction Empowerment Behaving Ethically
-
8/2/2019 00 Org Beh Lect 1
7/52
-
8/2/2019 00 Org Beh Lect 1
8/52
If you had to define acompanies structureHowwould you do it?
-
8/2/2019 00 Org Beh Lect 1
9/52
3 Parameters of Structure:
Structure is the degree of complexity,formalization and centralization in theorganization.
Complexity is the degree of vertical,horizontal and spatial differentiation in anorganization
Formalization is the degree to which jobswithin the organization are standardized.
Centralization is the degree to which
-
8/2/2019 00 Org Beh Lect 1
10/52
Why do Structures Differ?.....
Increase in the number ofemployees results in
High complexity
High formalizationDecentralization
Power controlAn organization structure is the resultof power struggle by internalconstituencies who are seeking to
further their interests
-
8/2/2019 00 Org Beh Lect 1
11/52
Why do Structures Differ?.....
Three Dimensional Model of the Environment
Abundant
Scarce
Complex
Simple
Stable
Dynamic
-
8/2/2019 00 Org Beh Lect 1
12/52
Classical Views of Structure
Division of Labour Specialization;breaking jobs down into simple andrepetitions tasks
Unity of Command a subordinate shouldhave only one superior to whom he or sheis directly responsible.
Responsibility - an obligation to perform
Line Authority authority to direct the
-
8/2/2019 00 Org Beh Lect 1
13/52
Classical Views of Structure
Chain of Command the superior-subordinate authority chain that extendsfrom the top of the organization to thelowest echelon
Staff Authority positions that support,assist and advise line managers
Span of Control the number ofsubordinates a manger can efficiently andeffectively divert
Departmentation - Grouping of activities
-
8/2/2019 00 Org Beh Lect 1
14/52
Departmentation by FunctionDepartmentation by Function
-
8/2/2019 00 Org Beh Lect 1
15/52
Departmentalization by ProductDepartmentation by Product
-
8/2/2019 00 Org Beh Lect 1
16/52
Departmentalization by CustomerDepartmentation by Customer
-
8/2/2019 00 Org Beh Lect 1
17/52
Departmentalization by Geography
Departmentation byGeography
-
8/2/2019 00 Org Beh Lect 1
18/52
Departmentalization by ProcessDepartmentation by Process
-
8/2/2019 00 Org Beh Lect 1
19/52
Departmentalization by ProcessTHE MATRIX STRUCTURE
-
8/2/2019 00 Org Beh Lect 1
20/52
Flexibility
Control
Interna
lFocus
Extern
alFo
cus
-
8/2/2019 00 Org Beh Lect 1
21/52
Competing Values Framework
Internal-External DimensionInwardly toward employee needs and concerns and/orproduction processes and internal systems
or
Outwardly, toward such factors as the marketplace,government regulations, and the changing social,environmental, and technological conditions of thefuture
Flexibility-Control DimensionFlexible and dynamic, allowing more teamwork andparticipation; seeking new opportunities for productsand services
or
Controlling or stable, maintaining the status quo and
exhibiting less change
-
8/2/2019 00 Org Beh Lect 1
22/52
Mintzberg`s Five Design
Configurations
-
8/2/2019 00 Org Beh Lect 1
23/52
Mintzberg`s Five DesignConfigurations
The Operating Core: Employees who perform thebasic work related to the production of productsand services
The Strategic Apex: Top level managers who arecharged with the overall responsibility of theorganization
The Middle Level: Managers who connect the
operating core to the strategic apex
The Techno-Structure: Analysts who have theresponsibility for effecting certain forms ofstandardization in the organization
-
8/2/2019 00 Org Beh Lect 1
24/52
-
8/2/2019 00 Org Beh Lect 1
25/52
Example Posts
Strategic Apex
Board of Directors, Chief Executive Officer
Techno Structure
Strategic Planning, Personnel Training, Operations
Research, Systems Analysis and Design
Support Staff
Legal Counsel, Public Relations, Payroll, Mailroom Clerks,Cafeteria Workers
Middle LineVP Operations, VP Marketing, Plant Managers SalesManagers
Operating Core
Purchasing Agents, Machine Operators, Assemblers,Sales Persons, Shi ers
-
8/2/2019 00 Org Beh Lect 1
26/52
The Simple Structure
Low complexityLow formalization
Centralized authority
The Machine Bureaucracy
High in complexity, formalization andcentralization
Key part is technostructure
Th P f i l
-
8/2/2019 00 Org Beh Lect 1
27/52
The ProfessionalBureaucracy
High in complexity, formalization
Low centralization
The Divisional Structure
A set of autonomous unitscoordinated by central headquarters
The Adhocracy
A structure characterized as low in
complexity, formalization
-
8/2/2019 00 Org Beh Lect 1
28/52
Lets see how much we know
-
8/2/2019 00 Org Beh Lect 1
29/52
01. Organizational Behavior:
a. Is the study of largeorganizations and their structure
b. Seeks to understand, explain,
predict and change humanbehaviour
c. Is the process of organizing the
companyd. Is the process of corporate
governance
-
8/2/2019 00 Org Beh Lect 1
30/52
02. Interpersonal, decisional andinformational managerial roles
were identified by whom:
a. Hawthorn
b. Hertzberg
c. Mintzberg
d. Wheatley
-
8/2/2019 00 Org Beh Lect 1
31/52
03. The roots of organizationalbehavior come from research
results from:
a. Sociology and Psychology
b. Engineeringc. Anthropology
d. All of the above
e. a) and c)
-
8/2/2019 00 Org Beh Lect 1
32/52
04. Which statement is true?
a. Organizational behavior exploresmanagerial roles and challenges
b. Organizational behavior is the study of
financial capital applicationsc. Organizational behavior is the study of
technological capital applications
d. Organizational behavior is the dividing
up of tasks and work roles
-
8/2/2019 00 Org Beh Lect 1
33/52
05. The benefit (s) of studyingOrganizational Behavior are/is:
a. Improved managerialeffectiveness
b. Effective managers
c. Become better at influencingothers
d. Manage your life outside workbetter
e. All of the above
-
8/2/2019 00 Org Beh Lect 1
34/52
06. GHOST is:
a. A model for assessing theimpact of OB on management
b. Goals, human resources,organizational structure andtechnology
c. Goodwill, hygiene, opportunity,standards, time-management
d. The unseen, internal,organizational model
-
8/2/2019 00 Org Beh Lect 1
35/52
07. Open Systems Framework:
a. Refers to forces of governance,ethical behavior and globalization
b. Describes the internal organization
c. Consists of the external taskenvironment, inputs to theorganization, outputs of the
organization and feedbackprocesses
d. Describes individual boundary-spanning roles
-
8/2/2019 00 Org Beh Lect 1
36/52
08. The formal organizationincludes:
a. Beliefs, assumptions, values andunspoken norms of behavior
b. Technology, structure and othervisible parts of the organization
c. Both the overt and covert aspects ofthe organization
d. The open systems interactions
-
8/2/2019 00 Org Beh Lect 1
37/52
09. The informal organization
includes:a. Beliefs, assumptions, values and
unspoken norms of behavior
b. Technology, structure and othervisible parts of the organization
c. Both the overt and covert aspectsof the organization
d. The open systems interactions
-
8/2/2019 00 Org Beh Lect 1
38/52
10. A system of control andperformance monitoring of top
management is:a. Behavior science
b. Formal organization structurec. Informal organization
structure
d. Corporate governance
-
8/2/2019 00 Org Beh Lect 1
39/52
.world is free from nationalboundaries and is really a
borderless world is:
a. Internationalism
b. Globalization
c. Transnationalism
d. Multinationalism
-
8/2/2019 00 Org Beh Lect 1
40/52
12. The key types of workplace
diversity are:a. Stereotyping, sex, age, mental andphysical disability, ethics
b. Sensitivity, organizational culture,management style, creativity, age
c. Cultural, sexual orientation, age,racial and ethnic, mental and
physical disability, genderd. Sexual orientation, mental and
physical disability, whistle-blowing,
cultural, age
-
8/2/2019 00 Org Beh Lect 1
41/52
TEST 2
-
8/2/2019 00 Org Beh Lect 1
42/52
-
8/2/2019 00 Org Beh Lect 1
43/52
-
8/2/2019 00 Org Beh Lect 1
44/52
The coming of the NewOrganization
Rapid and unexpected change
Increasing diversity
Change in managerial behaviourAdoption to computer technology
-
8/2/2019 00 Org Beh Lect 1
45/52
The Mechanistic Structure
Th M h i i
-
8/2/2019 00 Org Beh Lect 1
46/52
The MechanisticStructure
High horizontal differentiation
Rigid hierarchical relationships
Fixed dutiesHigh formalization
Formalized communication channels
Centralized decision authority
-
8/2/2019 00 Org Beh Lect 1
47/52
The Organic Structure
-
8/2/2019 00 Org Beh Lect 1
48/52
The Organic Structure..
Low horizontal differentiation
Collaboration (both horizontal andvertical)
Adaptable duties
Low formalization
Informal communicationDecentralized decision authority
h d S iff ?
-
8/2/2019 00 Org Beh Lect 1
49/52
Why do Structures Differ?Strategy
Strategy Structural OptionInnovation Organic: loose structures; low
division of labour, lowformalization, decentralized.
Costminimization
Mechanistic: tight control;extensive division of labour, highformalization, high centralization.
Initiation Mechanistic and Organic: mix ofloose and tight properties; tightcontrols for current activities,loose controls for newer
Wh d S Diff ?
-
8/2/2019 00 Org Beh Lect 1
50/52
Why do Structures Differ?....Technology
UnitProduction
MassProduction
ProcessProduction
Structural
characteristics
Low vertical
differentiationLow horizontaldifferentiation
Lowformalization
Moderate
verticaldifferentiation
Highhorizontaldifferentiation
Highformalization
High vertical
differentiationLowhorizontaldifferentiation
Lowformalization
-
8/2/2019 00 Org Beh Lect 1
51/52
Technology
Non routine
Routine
Craft
Engineering
1 2
3 4
Well-defined
Ill-defined
Task variability
Few Exceptions Many Exceptions
Problem
Analyzability
T h l
-
8/2/2019 00 Org Beh Lect 1
52/52
Technology
A B C DInput Output
A. Long-linked Technology
Client A Client BTransformational
Process
B. Mediating Technology
Resources
AB
C
D
Transformational
Process
Feedback
Output