organizational behaviour final 1

8/14/2019 Organizational Behaviour Final 1

1/67

Organizational

Behaviour


2/67

What is an Organization? A consciously coordinated social unit, composedof two or more people, that functions on arelatively continuous basis to achieve a common

goal or set of goals.


3/67

People, in real sense, are a lasting competitive advantage

of any organization. Everything else almost everything

can be replicated products, brands, services, assets and

infrastructure, but not your people resources. What you

indeed require is developing a strong employer brand a

brand that describes how exciting it is to work in an

organization, how satisfying it is to stay on in theorganization for the sake of consistently satisfying and a

mutually happy association.


4/67

A Provincial Sport Governing Body The Board of Directors, The Office Staff

Your Project Team

The team Lagan


5/67

Common Elements in Organisations A reason for existing

People

Tasks are to be performed if the reason for existingis to be realised

Structure or framework clarifying responsibility for

what, and for whom


6/67

Management

Manage men tactfully


7/67

Organizational Behaviour . . . a field of study that investigates the impact

that individuals, groups and structure have on

behaviour within organizations, for the purpose

of applying such knowledge toward improving an

organizations effectiveness.


8/67

OB OB is concerned with what people do in the

organization & how their behaviour affects

the organizational performance.


9/67

Why Do We Study OB? To learn about yourself and how to deal with others(knowing how you work will help you understand how others

work; help you work with)


10/67


11/67

Organizations are increasingly expectingindividuals to be able to work in teams,

at least some of the time(committees, groups)


12/67

Some of you may want to be managers or

entrepreneurs

(have to supervise or deal with other people)


13/67


14/67


15/67

Formal &

Informal

Elements of

Organizations

Formal organization(overt)

Goals & objectives

Policies & proceduresJob descriptions

Financial resources

Authority structure

Communication channels

Products & services

Informal organization(covert)

Beliefs & assumptions

Perceptions & attitudesValues

Feelings, such as fear, joy

anger, trust, & hope

Group norms

Informal leaders

Social

Surface


16/67


17/67

Multidisciplinary anchor

Psychology---Perception, Attitudes, Personality, Jobstress, Emotions, Leadership Patterns , Learning,Motivation

Sociology--- Team dynamics, Roles, Socialization ,Power, Organizational structure.

Anthropology---Corporate culture, Cross culturaldynamics.


18/67

Political Science---Intergroup conflict, Politics andPower struggles, Decision making, Organizational

environments.

Social Psychology--- Job design, Productivity


19/67

Emerging Disciplines

Communications--- Knowledge management,

e-mail, Socialization

Information systems--- Team dynamics, Decisionmaking

Womens studies---Power-relations, Perceptualbiases.


20/67

Systematic Research anchor

Scientific method

Research propositions

Collection of data Statistical analysis

Personal bias discarded

Grounded theory

Cyclical data collection and theory development

More observation, participation, realistic


21/67

Contingency anchor

Solutions-situations-results

Leadership styles


22/67

Multiple levels of analysis anchor


23/67

Hewlett Packard may have lots of buildings &

equipments, but its CEO Carly Florina says

that her job is to nurture something that isalive. I think that the company is a living

system. It is an organism, it is operating in

other living system, and a leader has to think

about the company as a living , breathing

system.


24/67

The Organization as an OpenSystem

Employees Work

Activities

Management Activities

Technology and

Operations Methods

TransformationProcess

System

Raw Materials

Human Resources

Capital

Technology

Information

Inputs

Products and Services

Financial Results

Information

Outputs

Feedback

Employee Behaviour


25/67

Basic OB Model, Stage I

Organization systems

level

Group

level

Individual

level


26/67


27/67

Developing an OB Model Dependent Variables

Productivity

Absenteeism

Turnover Job Satisfaction

Organizational Commitment

Independent Variables Individual-Level Variables

Group-Level Variables

Organizational Systems-Level Variables


28/67

Dependent Variables A Dependent Variable is the key factor that you

want to explain or predict & that is effected by someother factor.

In OB the Dependent Variables are: Productivity

Absenteeism

Turnover

Job Satisfaction

Organizational Commitment


29/67

Productivity

An organization is productive if it achieves its

goals & does so by transferring its inputs to

outputs at the lowest cost. Productivity implies its concern for both

efficiency & effectiveness.


30/67


31/67

Turnover

Turnover is the voluntary or involuntary

permanent withdrawal from an organization.


32/67

Job Satisfaction

A positive feeling about ones job resulting

from the evaluation of its characteristics


33/67

Organizational Citizenship Behaviour

OCB is discretionary behaviour that is not

part of employees formal job requirement but

that nevertheless promotes the effectivefunctioning of the organization.


34/67

Independent Variables

An Independent Variable is the presumed cause of

some change in the dependent variable.

In OB Independent Variables lies at three differentlevels:

Individual-Level Variables

Group-Level Variables

Organizational Systems-Level Variables


35/67


36/67

Some Contemporary Management

Concerns A Focus on Quality & Productivity

Workforce Diversity

Globalization Responding to Outsourcing

Employee-Organization Relationships


37/67

Empowerment

Stimulating Innovation & Change

Working in Networked Organizations Work-Life Balance

Improving Ethical Behaviour


38/67

Total Quality Management-

To improve quality and productivity, many

companies are implementing Total Quality

Management--a philosophy of management driven

by the constant attainment of customer satisfaction

through the continuous improvement of all

organizational processes.

Total quality management has implications for OBsince it requires employees to rethink what they do

and become involved in workplace decision making.


39/67

TQM

The following are the main elements of TQM:

Intense focus on the customer includes not only outsiders

who buy the services or products of the organization but

also internal customers (such as shipping or accountsreceivable) who interact with and serve the organization.

Concern for continual improvement means very good is

not good enough and quality can always be improved.


40/67

TQM Improvement in the quality of everything the organization does

applies not only to the final product but also to how theorganization handles deliveries, complaints, and public contact,for example.

TQM requires accurate measurement of every criticalperformance variable in the organizations operation. Thesevariables are compared against standards to identify problems,trace them to their roots, and eradicate them.

TQM involves the empowerment of employees and teams as ameans of finding and solving problems in the workplace.


41/67

Accurate

Measurement

Organizational

Improvement

Continuous

Improvement

Employee

Empowerment

Improving Quality

and ProductivityCustomer

Focus


42/67

Workforce Diversity

Workforce diversity means that organizations are

more heterogeneous in terms of race, gender, andethnicity.

The challenge for organizations is to be more

accommodating to the lifestyles, family needs,and work styles of diverse groups of people.


43/67

Example:

Founded in 1939 and headquartered in Palo Alto, California

USA, Hewlett-Packard is a leading technology solutions

provider for consumers and businesses in Unix Servers,

Linux Servers, Windows Servers, Printers, PCs amongother things. Hewlett-Packard is having more than 540 sales

and support offices worldwide in more than 162 countries.

It employed 70,000 people worldwide and brings together

incomparable experiences and global insights to provide itscustomers with the right solutions for their businesses and

home computing needs.


44/67

Implications for managers Managers will need to shift their philosophy from treating everyone

alike to recognizing and responding to individual differences in

ways that will ensure employee retention and productivity. At the

same time, they must guard against discrimination. When managed well, diversity can increase creativity and improve

decision making. When managed poorly, diversity can lead to

higher turnover, communication problems, and interpersonal

conflicts.


45/67

Globalization

Globalization can bedescribed as a process bywhich the people of the

world are unified into asingle society and functiontogether. This process is a

combination of economic,technological, socioculturaland political forces.


46/67

Ranbaxy, India's first multinational company,

today has a whooping 70% of its revenues

coming from abroad, some of its label beingmarket leaders in their segment. It has six

manufacturing plant outside India and their

activity is supported by close to 2000

overseas employees.


47/67

At one point of time, IBM had people working

from 44 nations in one of its project.


48/67

The Challenge of Globalization

Working in

Foreign

Countries

Working with

Multicultural

Diversity


49/67

Implications for Managers First, managers are more likely to find themselves in foreign

assignments. So they will be managing workers who willprobably be very different in needs, aspirations, and attitudesfrom the workers they managed in the United States.

Second, even if managers stay at home, they will be workingwith bosses, peers, and subordinates who were raised indifferent cultures. To work effectively in such situations,managers will need to understand the cultures with which they

must interact and adapt their management styles as needed.


50/67

Implications of globalization:

New organizational structures

Different forms of communication

More competition, change, mergers,

downsizing, stress

Need more sensitivity to culturaldifferences


51/67

Responding to Outsourcing

On shore

Off shore


52/67

Call Centres

Call Centres are one of the capital intensive

BPOs.


53/67

KPOs

Knowledge Process Outsourcing

It involves software solutions, financial

services, biotechnology research, legalservices.


54/67


55/67

Verifone, maker of computerized swipe

machines that read credit card details, prides

itself with the fact that its 3,000 employees

are in different locations. The use of virtual

teams has been a strategy of the company

since 1981.


56/67

The Employment Relationship

Employability

Contingent work

The Employment Relationship


57/67

Employability

New deal employment relationship

1. Flexibility

2.

Compressed Worksheets3. Job Sharing

4. Telecommunicating

Continuously learn new skills


58/67

Contingent work

No contract for long-term employment

Minimum hours of work vary


59/67

Empowerment

In Marriott W.L.Gore & National West

Minister Bank employees are now called as

associates .Decision making is being pusheddown to the operating level, where workers

are being given the freedom to make choices

about schedules & procedures to solve work

related problems.


60/67

Empowering the Workforce

Managers

Are GivingUp Controls

Workers Are

AcceptingResponsibility


61/67

Stimulating Innovation & Change

Nokia has continually adapted to its changing

environment. The Finnish company began as a pulp

and paper mill in 1865, then moved into rubber,

cable wiring, and computer monitors. In the 1980s,

Nokia executives sensed an emerging market for

wireless communication. Today, Nokia is a world

leader in cellular telephones


62/67

Work-Life Balance


63/67

Ethical Behaviour

Ethics: used to describe the kinds ofvalues and morals an individual society

finds desirable or appropriate.


64/67

Improving Ethics in Workplace

Compliance with the Law

Provide in-house advisers

Create protection mechanisms

Write and distribute codes of ethics

Offer seminars, workshops, and training


65/67

Ethical Dilemmas

1. Sam works for you .He is technically

capable & a good worker ,but he does not get

well along with others in the work group.When Sam has an opportunity to get a

transfer you encourage him to take it .What

would you say to potential supervisor.


66/67


67/67

organizational behaviour final 1

Documents