unit 1 organisational behviour

8/6/2019 Unit 1 Organisational Behviour

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Organizational studies, organizational behaviour,

and organizational theory is the systematic study and

careful application of knowledge about how people -as individuals and as groups - act within organizations.


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Four elements of organisational behaviour in brief.

People: The people constitute the internal social systemof organisations. They consist of individuals and

groups. Groups may be large or small. Formal, or

informal, official or unofficial. People are living,

thinking and feeling beings who create organisationsand try to achieve their objectives and goals. Thus,

organisations exist to serve people, and not people exist

to serve organisations.


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Structure: Structure defines the relationships of people in an

organisation. Different people in an organisation are given

different roles, and they have certain relationships with

others. It leads to a division of labour so that people can

perform their duties or work to accomplish the organisational

goals. Structure relates to power and duties. One has

authority, and the others have a duty to obey him.

Technology: Technology imparts the physical and economic

conditions within which people work. With their bare hands

people can do nothing, so they are given the assistance of

buildings, machines, tools, processes, and resources.


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Social system: Social system provides the external

environment within which the organisation operates. Oneorganisation cannot give everything and, therefore, there

are many other organisations. All these organisations

influence one another. The social system influences the

attitudes of people, their working conditions and, aboveall, provides competition for resources and power.


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Importance of organization

behaviorOrganizational behaviour is currently a growing field.

Organizational studies departments generally form part

of business schools, although many universities alsohave industrial psychology and industrial economics

programs.

Organizational behaviour is becoming more important

in the global economy as people with diversebackgrounds and cultural values have to work together

effectively and efficiently.


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During the last 20 years organizational behavior study

and practice has developed and expanded throughcreating integrations with other domains:

Anthropologybecame an interesting prism to

understanding firms as communities, by introducing

concepts like Organizational culture, 'organizationalrituals' and 'symbolic acts' enabling new ways to

understand organizations as communities.

Leadership Understanding: the crucial role of leadership

at various level of an organization in the process ofchange management.

Ethics and their importance as pillars of any vision and

one of the most important driving forces in an

organization.


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1. A Human Resources (Supportive) Approach:

It is concerned with the growth and development of people

toward higher levels of competency, creativity and

fulfillment, because people are the central resource in any

organization and any society. In traditional approach,

managers decided what should be done and then closelycontrolled employees to ensure task performance.

Management was directive and controlling.

The human resources approach, on the other hand, is

supportive. It helps employees become better, moreresponsible people, and then it tries to create a climate in

which they may contribute to the limits of their improved

abilities.


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2. Contingency Approach:

Traditional management relied on principles to provide

one best way of managing. Management principles were

considered to be universal. As the field of organizational

behaviour developed, many of its followers also supported

the concept of universality. Behavioral ideas weresupposed to apply in any type of situation.

The contingency approach to organizational behavior

means that different situations require different behavioral

practices for effectiveness. The strength of the contingencyapproach is that it encourages analysis of each situation

prior to action while at the same time discouraging habitual

practice based on universal assumptions about people.


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3. Result-Oriented Approach:

All organizations need to achieve some relevant outcomesor results. A dominant goal for many is to be productive.

Productivity, at its simplest, is a ratio that compares units of

output with units of input, often against a predetermined

standard.Productivity often is measured in terms of economic inputs

and outputs but human and social inputs and outputs also

are important. For example, if better organizational

behavior can improve job satisfaction, a human output or

result occurs.


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Equation showing the role of organizational behavior in worksystems.

Knowledge X Skill = Ability

Attitude X Situation = Motivation

Ability X Motivation = Potential Human Performance

Potential performance x resources x opportunity =

Organizational results.


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4. A Systems Approach:

Treating an organization as a system implies that there aremany variables in the organization and that each affects all

the others in a complex relationship. An event that appears

to affect one individual or one department actually may have

significant influence elsewhere in the organization.Consequently, managers , in taking actions, must look

beyond the immediate situation in order to determine the

effects on the larger system.


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McGregors Theory X and Theory Y:

1. Theory X is a traditional set of assumptions about people:It assumes that

y The typical person dislikes work and will avoid it if

possible.

y The typical person lacks responsibility, has little

ambition and seeks security above all.

y Most people must be coerced, controlled and

threatened with punishment to get them to work.


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2. The Autocratic Model:

Management believes that it knows what is best and thatthe employees obligation is to follow orders. It assumes

that employees have to be directed, persuaded and pushed

into performance and such promoting is managements

task. The autocratic model was an acceptable approach toguide managerial behavior when there were no well-known

alternatives and it still can be useful under some conditions.


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3. The Custodial Mode:

A custodial approach depends on economic resources. Theresulting managerial orientation is toward money to pay

wages and benefits. Since employees physical needs are

already reasonably met, the employer looks to security

needs as a motivating force. If an organization does nothave the wealth to provide pensions and pay other benefits,

it cannot follow a custodial approach. The custodial

approach leads to employee dependence on the

organization. Employees working in a custodialenvironment become psychologically pre-occupied with

their economic rewards and benefits.


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4. Supportive Model:

The supportive model depends on leadership instead of

power or money. Through leadership, management

provides a climate to help employees grow and accomplish

in the interests of the organization the things of which they

are capable. They will take responsibility, develop a drive

to contribute and improve themselves if management will

give them a chance.


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5. The Collegial Model:

The term collegial relates to a body of people having acommon purpose. The collegial, which embodies a team

concept, first achieved widespread applications in research

laboratories and similar work environments. The

managerial orientation is toward teamwork. Managementis the coach that builds a better team.


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Emerging Challenges in OB

1. Work-force Diversity

2. Changed Employee Expectations

3. Globalization

4. Stimulating Innovation and change

5. Improving Ethical Behaviour


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Motivation is the internal condition that activates

behavior and gives it direction; and energizes and

directs goal-oriented behavior.

Motivation is the force that makes us do things: this is a

result of our individual needs being satisfied (or met)

so that we have inspiration to complete the task


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Importance ofMotivation

One of the main importance of motivation is to increase

morale of an individual.

For example, if a sports team is constantly losing their

matches then this will have a negative effect on the morale

of the whole team as no one likes to lose. Furthermore,this loss can affect the behaviour of the individual.

Therefore, on this basis the manager who coaches the

team is responsible for motivating his players to help them

stay focused on future matches. The manager isresponsible for helping to motivate the players and help

develop their confidence. On this basis, motivation is

important because it can help a person forget about the

past and move on.


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Another importance of motivation is when a person

might be going through personal domestic problems and

therefore, it is the responsibility of the employer to

ensure the person is motivated to carry out their job

without taking their problems to the workplace.

Moreover, the employer will have to ensure that they

motivate the individual in many ways to make sure the

person is not emotionally affected by their problems.

Sometimes some people can find it hard to adjust to

their job when they have domestic personal problems

and therefore, on that basis it is important that an

individual is motivated and focused to carry out their

tasks.


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Importance ofMotivation

Motivated employees always look for better ways to do

a job.

Motivated employees are more quality oriented.

Motivated workers are more productive.


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THEORIES OFMOTIVATION


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Maslows need hierarchy

Maslow's hierarchy of needs is a theory in

psychology, proposed by Abraham Maslow in his 1943

paperA Theory of Human Motivation.


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Physiological needs

For the most part, physiological needs are obvious -

they are the literal requirements for human survival. If

these requirements are not met (with the exception of

clothing and sex), the human body simply cannot

continue to function.

Physiological needs include:

BreathingWater

Sleep

Food

Shelter


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Safety needsWith their physical needs relatively satisfied, the

individual's safety needs take over and dominate their

behavior.

Safety and Security needs include:

Personal security

Financial security

Health and well-beingSafety net against accidents/illness and the adverse

impacts


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Social needs

After physiological and safety needs are fulfilled, the

third layer of human needs is social. This psychologicalaspect of Maslow's hierarchy involves emotionally-

based relationships in general, such as:

Friendship

IntimacyHaving a supportive and communicative family

Esteem

All humans have a need to be respected, to have self-esteem, self-respect. Also known as the belonging need,

esteem presents the normal human desire to be accepted

and valued by others.


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Self-actualization

The motivation to realize one's own maximum potential

and possibilities is considered to be the master motive

or the only real motive, all other motives being itsvarious forms. In Maslow's hierarchy of needs, the need

for self-actualization is the final need that manifests

when lower level needs have been satisfied.


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Two factor theory was developed by Frederick

Herzberg, apsychologist who found that job satisfaction

and job dissatisfaction acted independently of eachother. Two Factor Theory states that there are certain

factors in the workplace that causejob satisfaction,

while a separate set of factors cause dissatisfaction [1]

The top six factors causing satisfaction or Leading to

satisfaction:

Achievement

RecognitionWork itself

Responsibility

Advancement

Growth


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Two factor theory

Leading to dissatisfaction

Company policy

Supervision

Relationship with boss

Work conditions

Salary

Relationship with peers


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Implications for management

If the motivation-hygiene theory holds, management

not only must provide hygiene factors to avoidemployee dissatisfaction, but also must provide factors

intrinsic to the work itself in order for employees to be

satisfied with their jobs.

Herzberg argued that job enrichment is required forintrinsic motivation, and that it is a continuous

management process. According to Herzberg:

The job should have sufficient challenge to utilize the

full ability of the employee.Employees who demonstrate increasing levels of

ability should be given increasing levels of

responsibility.


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If a job cannot be designed to use an employee's full

abilities, then the firm should consider automating thetask or replacing the employee with one who has a lower

level of skill. If a person cannot be fully utilized, then

there will be a motivation problem.


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David McClelland proposed that an individual's specific

needs are acquired over time and are shaped by one's lifeexperiences. Most of these needs can be classed as either

achievement, affiliation, orpower.

McClelland's theory sometimes is referred to as the three

need theory or as the learned needs theory.


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McClelland's theory

AchievementPeople with a high need for achievement (nAch) seek to

excel and thus tend to avoid both low-risk and high-risk

situations. Achievers avoid low-risk situations because

the easily attained success is not a genuine achievement.In high-risk projects, achievers see the outcome as one of

chance rather than one's own effort. High nAch

individuals prefer work that has a moderate probability of

success, ideally a 50% chance. Achievers need regularfeedback in order to monitor the progress of their

achievements. They prefer either to work alone or with

other high achievers.


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McClelland's theory

Affiliation

Those with a high need for affiliation (nAff) need

harmonious relationships with other people and need to

feel accepted by other people. They tend to conform to

the norms of their work group. High nAff individuals

prefer work that provides significant personal interaction.

They perform well in customer service and client

interaction situations.


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McClelland's theory

Power

A person's need for power (nPow) can be one of two

types - personal and institutional. Those who need

personal power want to direct others, and this needoften is perceived as undesirable. Persons who need

institutional power (also known as social power) want to

organize the efforts of others to further the goals of the

organization. Managers with a high need for institutionalpower tend to be more effective than those with a high

need for personal power.


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Implications forManagement

People with different needs are motivated differently.

High need for achievement- High achievers should be

given challenging projects with reachable goals. They

should be provided frequent feedback. While money is not

an important motivator, it is an effective form of feedback.

High need for affiliation - Employees with a high

affiliation need perform best in a cooperative

environment.

High need for power- Management should provide power

seekers the opportunity to manage others.


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also known as the path-goal theory of leader

effectiveness or the path-goal model, is a leadership

theory in the field oforganizational studies developed byRobert House in 1971 and revised in 1996

According to the original theory, the managers job is

viewed as guiding workers to choose the best paths to

reach their goals, as well as the organizational goals. The

theory argues that leaders will have to engage in different

types of leadership behavior depending on the nature and

the demands of a particular situation. It is the leaders jobto assist followers in attaining goals and to provide the

direction and support needed to ensure that their goals

are compatible with the organizations goals.


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The original path-goal theory identifies achievement-

oriented, directive,participative, andsupportive leader

behaviors:

1. The directive path-goal clarifying leader behavior

refers to situations where the leader lets followers know

what is expected of them and tells them how to perform

their tasks. The theory argues that this behavior has the

most positive effect when the subordinates' role and task

demands are ambiguous and intrinsically satisfying.[5]


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y2. The achievement-oriented leader behaviorrefers to

situations where the leader sets challenging goals forfollowers, expects them to perform at their highest

level, and shows confidence in their ability to meet this

expectation.[5] Occupation in which the achievement

motive were most predominant were technical jobs,sales persons, scientists, engineers, and

entrepreneurs.[2]

y3. Theparticipative leader behaviorinvolves leaders

consulting with followers and asking for their

suggestions before making a decision. This behavior is

predominant when subordinates are highly personally

involved in their work.[2]


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y4. Thesupportive leader behavioris directed towards

the satisfaction of subordinates needs and preferences.

The leader shows concern for the followers

psychological well being.[5] This behavior is especially

needed in situations in which tasks or relationships are

psychologically or physically distressing.[2]

unit 1 organisational behviour

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