introduction to ob & its relevance
DESCRIPTION
OBTRANSCRIPT
Dr. Daisy ChauhanAssociate Professor (OB)
Management Development InstituteGurgaon
[email protected]: 9818762933
CHALLENGES & OPPORTUNITIES FOR HBOResponding to Economic
Pressures/GlobalisationManaging Workforce DiversityWorking in Networked OrganizationsCoping with TemporarinessRising customer expectations: Improving
quality of Products & ServicesManaging uncertainty and ambiguity Improving People SkillsStimulating Innovation and ChangeHelping Employees manage Work-Life balance Improving Ethical BehaviourCreating Positive Work Environment
Changes in Organisational Structures/Processes
Lean and flat organisational structuresAdopting new organisational forms:
Partnerships, JVs, forward/backward integrations
Less bureaucratic and more speedier processes Benchmarking & following of best practices
and innovative processesGreater demand from stakeholders for
transparency
Relevance of HBO
Environmental Factors
Influence on Organisations
Skills required
•Globalisation•Changing nature of jobs•Diverse & changing workforce
Organizations need to be: •Flexible•Fast-paced•Knowledgeable•Ethical•Innovative
•Interpersonal Skills•Continuous learning• Being Emotionally well- grounded•Networking •Cultural Adaptability•Adaptability to change•Ability to work as team members & team leaders•Ability to tolerate, manage & cope with stress
Objectives of the Course• Understand various factors affecting human behaviour
and how to manage them• Gain insight into the psychological processes affecting
behaviour and performance• Get a better understanding of self and others• Understand group dynamics in organisations• Help Managers deal with Practical day-to-day
Problems• Help improve interpersonal skills to be able to better
deal with people and to that extent influence them.
• In organisations we need to understand, predict and influence the behaviour of others.• • To understand cause-effect relationship.• Complement Intuition with Logic by adopting a systematic approach to improve the one’s predictive ability about human behaviour.• • To apply all concepts related to other functional • areas like marketing, Finance etc. on people.
INDIVIDUAL LEVEL
GROUP LEVEL
ORGANISATION SYSTEMS LEVEL
If we know the personIf we know how the person perceived the situation and what is important to him/her.Why is some behaviour seen as non-rational by an observer?He does not have access to the same information or does not perceive the environment in the same manner.Intentions are not seen (unless stated), only behaviour is seen.
At the Individual Level
• Identify strengths and weakness and thereby be able realise one’s potential
• Understand self and self in relation to others• Encourage you to question your assumptions
about human behaviour• Analyse behaviour patterns and their
influence on others and your behaviour on others
• Encourage you to look at issues from different perspectives
At the Group Level
Understand group processes & group dynamics
Help you to be an effective team member/team leader through better Inter-personal relationships
Develop in you the ability to motivate and influence others.
Two Ways of Understanding Human Behaviour
Internal Perspective: Behaviour is a function of self related factorsThoughts, Feelings, Needs, Experiences.Actions and behaviours explained in terms of
their background (history) and personal value system
Personality of individuals: Type, Characteristics & Orientation
External Perspective: Behaviour is a function of external factorsExternal events, Environmental Forces and
expected consequences, Inter-personal relationships & group dynamics
Age is a barrier to learning.Happy workers are Productive Workers or happiness leads to productivity.Working collectively is better than working individually. Experience makes a man perfect.Men make better leaders than women.Past success is a guarantee for future success.Work pressure causes stress.
Planning: Defining organisaitonal goals, establishing overall
strategy, Developing comprehensive set of plansOrganising: Designing structure, deciding on who does what,
how, whom to report etc.Leading: Motivating people, directing, coordinating,
resolving conflicts
Controlling: Monitoring, comparing with goals, correcting
Management Roles(Henry Mintzberg)
Interpersonal Roles:1. Figurehead: Ceremonial and symbolic duties2. Leader: Hiring, Training, Motivating and Disciplining3. Liaison: Developing and Maintaining Contacts with outsiders
Informational Roles:4. Monitor: Collecting information for organisational purposes5. Disseminator: Transmitting information to organisational
Members6. Spokesperson: Represent the organisation to outsiders
Decisional Roles:7. Entrepreneur: Initiate and oversee new projects8. Disturbance Handler: Take corrective action in response to
problems9. Resource Allocator: Allocating human, physical and monetary
resources10. Negotiator: Discuss and Bargain
Management Skills
Tech.S
kills
Technic
al sk
ills
Technical
Skills
Top Mgt.
Middle Mgt.
Lower Mgt.
Human Skills
Human Skills
Human Skills
Conceptual
/Diagnostic
skills
Conceptual
/Diagnostic
Skills
Conceptual
/Diagnostic
Skills
All other factors being constant, People/Human Skills is the Differentiator for Effectiveness and Success
KNOW WHAT
KNOW HOW
KNOW INTER-
LINKAGES/
WHY
Lower Level
Middle Level
Top Level
- Knowledge- Skill
-Process Innovation
- Conceptual & Contextual understanding
THE OB MODELTwo sets of variables in the OB Model:1. Dependent Variables2. Independent Variables
Dependent Variables: Productivity Absenteeism Attrition Organisational Citizenship
THE OB MODEL (Contd.)
INDEPENDENT VARIABLES:
1. Individual Level Variables• Biographical characteristics (age, gender)• Personality characteristics (extroversion, conscientiousness)• Emotional Framework• Values & Attitudes• Basic Ability levels2. Group Level Variables:• Interpersonal relationships & interpersonal conflicts• Group cohesiveness• Trust and Openness• Commitment• Leadership• Power & Politics3. Organisation Systems Level Variables:• Organisational Culture• Organisational Structure• Policies & Practices
OB DISCIPLINEBehaviorBehavioralalScienceScience
ContributionContribution Unit of Unit of AnalysisAnalysis
OutputOutput
PsychologPsychologyy
Learning, Motivation, Personality, Learning, Motivation, Personality, Emotions, Perception, Training, Emotions, Perception, Training, Leadership Effectiveness, JS, Leadership Effectiveness, JS, Individual DM, PAS, Attitude Individual DM, PAS, Attitude Measurement, Employee Selection, Measurement, Employee Selection, Work StressWork Stress
IndividualIndividual
SSTTUUDDYY OOFF
OOBB
SociologySociology
Group Dynamics, Work Teams, Group Dynamics, Work Teams, Communication, Power, Conflict, Communication, Power, Conflict, Inter-group BehaviourInter-group Behaviour
GroupGroupFormal Orgn. Theory, Formal Orgn. Theory, Technology, Change, CultureTechnology, Change, Culture
Social Social Psy.Psy.
Behavioural Change, Attitudinal Behavioural Change, Attitudinal Change, Communication, Group Change, Communication, Group Processes, Group DMProcesses, Group DM
AnthroAnthropologypology
Comparative Values & Attitudes, Comparative Values & Attitudes, Cross-cultural AnalysisCross-cultural AnalysisOrganisational culture and Env.Organisational culture and Env. Org. Org.
SystemSystemPol.Pol.Sc.Sc.
Conflict, Intra-organisational Politics,Conflict, Intra-organisational Politics,PowerPower
Time Spent by ManagersAverage Managers
Successful Managers
Effective Managers
Traditional Management
32% 13% 19%
Communication
29% 28% 44%
Networking 19% 48% 11%Human Resource Management
20%
11%
26%
Source: Based on F. Luthens, R.M. Rosenkrantz, Real Managers (Cambridge, M.A. Ballinger, 1988.
• Not seeking Clarity: While accepting and giving jobs• Not spending time in understanding others• Getting De-motivated easily• Inability to listen attentively• Not seeking/giving Feedback• Undermining the importance of IPR