Professional Documents
Culture Documents
Unit 1
Dr . SABIYA . MUFTI
What is an Organization?
An organization is
a collection of
people who work
together to achieve
individual and
organizational
goals.
What is an Organization
Organizational behavior
(OB) is the study of factors
that affect how individuals
and groups act in
organizations and how
organizations manage their
environments.
Levels of Analysis
Organizational Level
Group Level
Individual
Level
Components of Organizational Behavior
What is Management?
1-10
Planning
Organizing
Managers’ Job
Leading
Controlling
Manageme
nt
Henry Fayo Functions
l a French I
all manage ndustrialis
rs perform t wrote that
functions f o ur manageme
nt
Managers’ Job
Management Functions Organizing
Henry Fayol a French Industrialist
wrote that all managers perform Determines what tasks are to
four management functions
be done;
Planning
Organizing
Who is to do them;
Leading How the tasks are to be
Controlling
grouped;
Planning Who reports to whom; and
Organizing Where decisions are to be
Leading
made.
controlling
Managers’ Job
Management Functions Leading
Henry Fayol a French
Industrialist wrote that all Motivating employees;
managers perform four
management functions Direct their activities;
Planning Select the most effective
Organizing
Leading
communication channels; or
Controlling Resolve conflicts among
members.
Planning
Organizing
Leading
controlling
Managers’ Job
Management Functions Controlling
Henry Fayol a French
Industrialist wrote that all Monitoring performance;
managers perform four
management functions Comparing performance with
Planning the set standard;
Organizing Making corrections, if
Leading
Controlling necessary.
Planning
Organizing
Leading
Controlling
Management Levels
Top-level
managers
Middle
managers
Frontline managers
1-16
Management Levels
Management level
Top-level managers
senior executives responsible for overall management
of an organization
focus on long-term issues
emphasize the survival, growth, and effectiveness of the firm
1-17
Management Levels
Management level (cont.)
Middle-level managers (tactical managers)
located between top-level and frontline managers in the
organizational hierarchy
responsible for translating strategic goals and plans into more
1-18
Management Levels
Management level (cont.)
Frontline managers (operational managers)
lower-level managers who supervise the operational activities of
the organization
directly involved with non management employees
entrepreneurial
Working leaders with broad responsibilities
in leading small companies, managers have strategic, tactical,
and operational responsibilities
have a knowledge of all business functions, are accountable for
Role Description
Interpersonal
Role Description
Informational
suggestions;
Plans & organizes for an orderly work flow;
organization-related questions;
Facilitates work through team building, training, coaching, &
support;
Skills exhibited by Effective Manager (Cont.)
Cost
Innovation
Competitiveness
Competitive
Advantage
Quality Speed
1-32
Managing For Competitive Advantage
Cost competitiveness
costs are kept low enough so that you can realize profits and price your products at
must identify specific elements of quality to correct problems, target needs, and deliver
world-class value
1-33
Managing For Competitive Advantage (cont.)
Speed
often separates winners from losers in world competition
requirement has increased exponentially
Innovation
the introduction of new goods and services
of competition
organizations
OB is the multidisciplinary field that seeks
Behavioral
Behavioral change
change
Attitude
Attitude change
change
Social
Social Communication
Communication
psychology
psychology Group
Group processes
processes
Group
Group decision
decision making
making
Communication
Communication Study of
Group
Power
Power organizational
Conflict
Conflict behavior
Intergroup
Intergroup behavior
behavior
Sociology Formal organization
organization theory
Formal theory
Organizational technology
Organizational technology
Organizational
Organizational change
change
Organizational
Organizational culture
culture
Organizational
Organizational
Comparative
Comparative values
values system
system
Comparative
Comparative attitudes
attitudes
Cross-cultural
Cross-cultural analysis
analysis
Anthropology
Anthropology Organizational
Organizational environment
environment
power
power
Organizational
Organizational culture
culture
Four Contributing Disciplines
Psychology
The science that seeks to measure, explain,
and sometimes change the behavior of
humans and other animals.
Unit of Analysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception
Training, leadership effectiveness, job satisfaction
Individual decision making, performance appraisal,
attitude measurement
Employee selection, work design, and work stress
Four Contributing Disciplines
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the
influence of people on one another.
Unit of Analysis:
Group
Contributions to OB:
Behavioral change
Attitude change
Communication
Group processes
Group decision making
Four Contributing Disciplines
• Sociology
The study of people in relation to their fellow human beings.
– Unit of Analysis:
Organizational System
–
–
Group
Contributions to OB:
Group dynamics
Formal organization theory
Work teams
Organizational technology
Communication
Organizational change
Power
Organizational culture
Conflict
Intergroup behavior
1-48
Four Contributing Disciplines
Anthropology
The study of societies to learn about human beings and
their activities.
Unit of Analysis:
Organizational System
--
--
Group
Group
life better
Qualities of OB are mysterious
fortunes
Cannot eliminate totally conflict and frustration
Challenges & Opportunities for
OB
Responding to Globalization
Responding to Globalization
Increased foreign assignments
Working with people from different cultures
Overseeing movement of jobs to countries with low-
cost labor
Managing people during the war on terror
1-55
Why Globalization?
Access to additional resources (including skilled
workforce)
Low cost
Economies of scale
Favorable regulations & tax systems
Direct access to new and growing markets
Ability to customize products to local tastes &
styles
Workforce Diversity
Workforce diversity means that organisations are
becoming a more heterogeneous mix of people in
terms of gender , age , race , physical ability etc .
A diversity workforce e.g. may include ,
Women
Color of people
The physically disabled
Senior citizens etc.
Workforce Diversity in India
Indian organisations have accommodate a very
diverse social group of employees based on socio-
economic, cultural and linguistic composition.
Scheduled castes & Scheduled tribes
Other Backward castes
Bonafide members of the state
Ex-defense & paramilitary personnel
Disabled persons
Gender issues
Diversity
Diversity enhances creativity and innovation
(Adler, 1997;Jackson et al., 1992), and
produces competitive advantages(Coleman, 2002;
Jackson et al., 1992).
Diverse teams make it possible to enhance
flexibility (Fleury, 1999) and
Rapid response and adaptation to change (Adler,
1997; Jackson et al., 1992.
The Four Layers of Diversity
Functional Level/
Classification
Geographic Location
Marital Work
Mgmt. Income
Status Content/
Status Age
Field
Parental Personal
Status Race Habits
Personality
Recreational Division/
Appearance Sexual
Habits
Ethnicity Dept./
Union Orientation
Unit/
Affiliation Group
Physical
Work Ability
Religion
Experience
Educational
Background
Work
Location Seniority
Test Your Knowledge
Sam is a 55 year-old, male Sales
Manager for XYZ corporation. He likes
to drive fast cars and is Native
American. Which layer of diversity has
not been mentioned about Sam?
A. Personality
B. Internal
C. External
D. Organizational
Challenges and Opportunities for OB
Managing Workforce Diversity
operations (2005)
Every three hrs. a new McDonald opens somewhere
on earth
2/3rd of its workforce non-US
Prominent world level companies
Coca-Cola
Operates in more than 200 countries
out side of US
Prominent world level companies
Nokia
the cell phone giant from Finland employs over 1000
foreign workers in Finland & over 60% of its 53000
employees are non-fins
Philips
an electronic giant employs 83% of its workforce
outside of its headquarters in the Netherlands
IBM
employ almost 80000 people in India (Eco. Times,
April, 2010)
Prominent world level companies
TCS
an Indian IT giant is planning to increase its non-
Indian workforce to 20000 from present 10000 over the
next 5 years
Racial
minorities are
growing
2006 – 1,016
race-based
charges of
discrimination
to EEOC
Education and Personal Income
Increased Workforce Diversity - Age
Benefits from Managing Diversity
Xerox
plants using diverse work teams are now 30 per cent
more productive than conventional plants.
Procter & Gamble
achieves 30-40 per cent higher productivity at its 18
diverse team-based plants than at its non-diverse plants.
Motorola
beat its competition by producing the world’s most
efficient and high-quality cellular phones which are
produced almost exclusively by diverse work teams.
Administrative theory
Scientific Management
contd.
A Brief History of OB
Contd.
The contingency approach (examine individual
and situational differences before taking action)
Positive organizational behavior ( focus on
measurable strengths of workers to improve
performance)
The classical approach
The focus of scientific management was the
application of scientific methods to increase
individual worker’s productivity.
psychological orientation.
THEORY X ASSUMPTIONS