Organisational Behaviour

Session Overview
Defining Management, Manager, Organisation Management Functions Management Roles Management Skills Managerial Activities Defining Organisational Behaviour (OB) Contributing Disciplines to OB Process Levels Challenges and opportunities for OB

Management
Management is the process of working with and through others to achieve organizational objectives efficiently and ethically.

What managers do:

Managers get things done through other people. They make decisions, allocate resources and direct the activities of others to attain goals.

What managers do:

Organization: Organization is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

Management Functions:
Planning Organizing Leading Controlling

Management Functions:
Planning: A process that includes defining goals, establishing strategy and developing plans to co-ordinate activities.

Management Functions:
Organizing: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Management Functions:
Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts.

Management Functions:
Controlling: to ensure accomplished correcting deviations. Monitoring activities they are being as planned and any significant

Management Roles
Henry Mintzberg (late 1960s) concluded that managers perform 10 different, highly inter-related roles or sets of behaviours attributable to their jobs.

Management Roles
Interpersonal
Figurehead Leader Liaison

Informational
Monitor Disseminator Spokesperson

Decisional
Entrepreneur Disturbance Handler Resource Allocator Negotiator

Management Roles
Inter-personal
Figurehead Symbolic head; required to perform a number of routine duties of a legal or social nature Responsible for the motivation and direction of employee Maintains a network of outside contacts who provide favors and information.

Leader

Liaison

Management Roles
Informational
Monitor Disseminator Spokes person
Receives wide variety of information; serves as nerve center of internal and external information of the organization Transmits information received from outsiders or from other employees to members of the organization Transmits information to outsiders on organization's plans, policies, actions, and results; serves as expert on organization's industry

Management Roles
Decisional
Entrepreneur Disturbance handler Resource allocator Negotiator
Searches organization and its environment for opportunities and initiates projects to bring about change Responsible for corrective action when organization faces important, unexpected disturbances Makes or approves significant organizational decisions Responsible for representing the organization at major negotiations

Management Skills
Robert Katz has identified three essential management skills:

Technical Human Conceptual

Management Skills
Technical: The ability to apply specialized knowledge or expertise. Human: The ability to work with, understand and motivate other people, both individually and in groups. Conceptual Skills: The mental ability to analyze and diagnose complex situations.

Skills Required vs Levels of Management

Top Management

Co l tua ep nc

n ma Hu

Middle Management Lower Management

c Te l ica hn

Effective vs. Successful Managerial Activities

Fred Luthans and his associates studied more than 450 managers. Effective: Defined in terms of the quantity and quality of their performance and the satisfaction and commitment. Successful: Defined in terms of the speed of promotion within the organization.

Effective vs. Successful Managerial Activities

Managerial Activities: Traditional Management: planning and controlling. Decision Making,

Communication: Exchanging routine information and processing paperwork. HRM: Motivating, disciplining, conflict, staffing and training Networking: Socializing, interacting with outsiders. managing and

politicking

Effective vs. Successful Managerial Activities

Traditional Mgmt Commn. HRM Networking

Average Successful Effective

32 13 19

29 28 44

20 11 26

19 48 11

Organisational Behaviour
OB is a field of study that investigates the impact that individuals, groups and structures have on behaviour within organisations for the purpose of applying such knowledge toward improving an organisations effectiveness.

Organisational Behaviour
OB is an interdisciplinary field dedicated to better understanding and managing people at work. OB is a discipline that deals with the study and application of knowledge about how people as individuals and as groups act within organisations.

Organisational Behaviour
OB is concerned with the study of what people do in an organisation and how their behaviour affects the organisations performance.

Contributing Discipline to OB
Psychology: The science that seeks to measure, explain and sometimes change the behaviour of human beings.

Topics like: Learning, Motivation, Personality, Emotions, Perception, Leadership, Attitudes etc.

Contributing Discipline to OB
Sociology: The study of people in relation to their fellow human beings.

Topics like: Group dynamics, work teams, power, conflict, intergroup behaviour etc.

Contributing Discipline to OB
Social Psychology: An area within psychology that blends concepts from Psychology and sociology and that focuses on the influence of people on one another.

Topics like: Attitude change, behavioural change etc.

Contributing Discipline to OB
Anthropology: The study of societies to learn about human beings and their activities.

Topics like: Cross cultural organisational culture etc.

analysis,

Contributing Discipline to OB
Political Science: The study of the behaviour of individuals and groups within a political environment.

Topics like: power etc.

Inter-organizational

politics,

Process : The Base of OB

Process can be defined as the underlying human and behavioural dimension of an organisation, and various groups and individual constituting the organisation. Process can be contrasted with structure on the one hand and with the content on the other.

Process Levels
The Person: Existential Processes Process of self-awareness The Interperson: Empathic Processes Process of one individual reaching out to another and establishing a relationship with him/her The Role: Coping Processes Process of Coping with various problems that impinge on different roles.

Process Levels (contd.)

The Group: Building Processes Process that go in building of a group Norms, Traditions, Values, Philosophy, Ethics - Cohesion The Intergroup: Collaborative Processes Process - Positive and Negative Competition Positive and Negative Co-operation

Process Levels (contd.)

The Organization: Growth Processes Dynamic Organization - Continuously growing, Conducive environment Choice between past glory and self-renewal The Organization-Environment Interface: Influence Processes Framework of societal culture: Political, Economic, Cultural Transactional process with environment: Proactivity vs. Reactivity

Process Levels (contd.)

The Community: Processes of Social Awareness Increasing awareness about social realities and increasing awareness about social realities The Society: Value Processes The most relevant processes at the level of the society are related to values and power.

Challenges and Opportunities for OB

Responding to Globalisation Managing workforce diversity Improving quality & Productivity Responding to the coming labour shortage Improving customer service Improving people skills

Challenges and Opportunities for OB

Empowering People Stimulating Innovation & Change Coping with temporariness Working in networked organisations Helping employees Balance work-life conflicts Improving Ethical Behaviour