Organizational behavior

DefinitionIs a field of study that investigate the impact that individuals, group, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness.

The nature of organizational behavior

The field of organizational behavior attempts to understand human behavior in organizational settings , the organization itself, and the individual organization interface. These areas at a time , a complete understanding of oraganizational behavior requires knowledge of all three areas.

environment

Human behavior in organizational settings

The individual-organization interface The organization

environment

Definition ( Intuition / systematic study)

Systematic study Looking at relationships ,attempting to attribute cause and effects,and drawing conclusion based on scientific evidence Intituition A gut feeling not necessarily supported by research. Feeling about what, why, how to do.

Disciplines contributing for OB

Psychology- is the science that seeks to measure, explain,and sometimes change the behavior of humans and other animals . Sociology- the study of people in relation to their fellow human beings. Social psychology blends concepts from both psychology and sociology. It focuses on the influence of people on one another. Anthropology- is the study of societies to learn about human beings and their activities Political science-study the behavior of individuals and groups within political environment.

Behavioral science

contribution

Unit of analysis

output

psychology

Learning,motivation,personality, Emotions,perception,training, Leadership effectiveness, Job satisfaction,individual decision making, performance appraisal,attitude measurement Employee selection,work design,work stress individual Gr.dynamic,work team,communication Power,conflict,intercrop behavior

sociology Formal org theory Org technology Org change Org culture Behavior change,attitude change Communication,go processes Group decision making Comparative value Comparative attitude Cross-cultural analysis Org culture Org envy Political science Conflict Interior politics power Organization system group

Study of Organization behavior

Social; psychology

anthropology

The Historical roots

The scientific era Classical organization theory The hawthorne studies The human relation movement Toward organizational Behavior The value of people

Challenges

Responding to globalization Managing workforce diversity Improving quality and productivity Responding to coming labor shortage Improving customer service Improving people skill Empowering people Stimulating innovation and changes Coping with temporaries Improving ethical behavior

OB MODEL
The model is based on three level of analysis in OB Organization level Group level Individual level The model depends on two variables Dependent independent

Variables
Dependent variables Productivity- implies a concern for both effectiveness and efficiency Absenteeism as the failure to report for work Turnover- is the voluntary and involuntary permanent withdrawal from an organization. Organization citizenship behavior (cob) Job satisfaction The Independent variables Individual level variables Group level variables Organization systems level variables

Four models
Autocratic Basic of model Managerial orientation Employee orientation Employee psychologic al Results Employee needs Meet Performanc e result Power Custodial Economic resources Money Security and benefits Dependence on organization security Supportive Leadership Collegial Partnership

Authority Obedience

Support Job performance Participation

Team work Responsible behavior Self discipline

Dependence on boss

Subsistence

Status and recognition Awakened drives

Self actualization Moderate enthusiasm

minimum

Passive cooperation

The S-O-B-C model

Stimulas Organism Behavior Consequences

Attitudes
Attitudes are evaluating statements either favorable or unfavorable concerning objects ,people or events . They reflects how one feels about something . Attitude are not the same as values but the two are interrelated . The three components of attitudes Cognitive components Affective component Behavioral component

Types of attitude
Job satisfaction Job involvement Organizational commitment

Cognitive Dissonance theory

Leon Festinger proposed the theory of cognitive dissonance. This theory explains the linkage between attitude and behavior Dissonance means an inconsistency . Cognitive dissonance refers to any incompatibility that an individual might perceive between two or more of his or her attitudes, or between his or her behavior and attitude . The desire to reduce dissonance would be determined by Importance Influence reward

Job satisfaction
Satisfaction and productivity Satisfaction and absenteeism Satisfaction and turn over Job satisfaction and OCB( Org citizenship behavior Job satisfaction and customer satisfaction

dissatisfaction
Exit Voice Loyalty neglect

Transactional Analysis

Transactional analysis ( TA) is a system for the analysis of personal and interpersonal communication and behavior. It was defined and evolved by Dr. Erik Berne, whose thesis was that there existed in everyone three quite clearly distinguishable sets of attitudes and behaviors. He called them ego states.

Ego States
Parent Adult Child

Configurations Complementary Crossed Ulterior

Johari window

Feedback

Known to self Known to others Open or public

Unknown to self

Blind

Unknown To others

Hidden or private

Undiscovered or unknown

personality
Personality is the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment . Personality is the sum total of ways in which an individual reacts to and interacts with others . Its defined in terms of measurable traits .

Personality determinants
Heredity Environment Situation

Personality traits

There are various characteristic that describe an individuals behavior .popular characteristic includes shy,aggressive,submissive,lazy,ambitious.loyal and timid .These characteristic when exhibited in large number of situation are called personality traits . Researchers have long believed that these traits could help in employee selection,matching people to jobs ,and in guiding career development decision

The Myers Briggs Type indicator

Mostly used personality assesment instrument in the world Depending on the result of the test Individual are classifie on terms as( E or I),(S or N), (T or F), (J or P),

MBTI
These terms are defined as Extroverted vs Introverted Extroverte dindividual are outgoing , sociable ,and assertive. Introverts are quite and shy Sensing vs Intuitive sensing types are practicle and prefer routine and order. They focus on details . Intituitives rely on unconscious processes and look at the big picture. Thinking vs feeling Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions. Judging vs perceiving- judging types want control and prefer their world to be ordered and structured . Perceiving types are flexible and spontaneous .

MBIT
Intj-are visionaries They usually have original minds and great drive of their own ideas and purpose . They are characterized as skeptical , critical , independent , determined and often stubborn. Estj are organizer . they are realistic , logical analytical and decisive and have a natural head for business or mechanics .. They like to organize and run the activities . Exercise

Major personality Attributes influencing OB

Locus of control1. Internals belives that they can control their destinies 2. Externals who see their lives as beign controlled by outside forces, A persons perception of sources of his or her fate is termed locus of control.

personality Attributes
Machiavellianism- named after Niccolo Machiavelli. .an individual high in machiavellianism is pragmatic , maintains emotional distance and belives that end can justify means High mach florish 1. When they interacts face to face with others rather than indirectly 2. When the situation has a minimum numbers of rules and regulations 3. When emotional involvement with details irrelevent to winning distracts low machs.

personality Attributes
Self esteem is directly related to expectation for success Self monitoring refers to an individual,s ability to adjust his or her behavior to external , situational factors Risk taker

Types of personality
Type a Type b

Type A

Are always moving ,walking and eating rapidly Feel impatient with the rate at which most events take place Strives to think or do two or more thing at once Cannot cope with leisure time Are obsessed with numbers , measurable their success in terms of how many or how much of everything they acquire.

Type B
Never suffer from a sense of time urgency with its accompanying impatience Feels no need to display or discuss either their achievements or accomplishments unless such exposure is demended by the situation Play for fun and relxation , rather than to exhibit their superiority at any cost Can relax without guilt

Proactive personality

Identify opportunities , show initiatives , take action and persevere untill meanigful change occurs. They create positive change in their environment , regardless or even in spite of constraints or obstacles.

Motivation

Motivation
Motivation is the set of forces that leads people to behave in particular ways P=M+A+E P= performance M=Motivation A=ability E= environment

The motivation process

Needs (deprivation)

Drives ( deprivation with directions )

Goals ( reduction of drives )

Characteristics of motives
Similar motives may be manifested through different behaviors. Different motives may be expressed through similar behavior . Motives may appear in disguised form. Any single act of behavior may express several motives

Classification of motives
Primary Secondary Power Achievement Affiliation Security Status

Morale
According to Dale S.Beach Morale is the total satisfaction a person derives from his job, his work group, his boss, his organization and his environment. It is defined as a composite of feelings and sentiments that contribute to general feelings of satisfaction.

Concept of morale
Fundamental psychological concept Multidimensional concept Group phenomenon Contagious Moral is different than motivation

Factors influencing morale

1. 2. 3. 4. 5. 6.

External Internal Goals of an organization Structure Nature of task Managerial philosophy Working conditions Groups

Relation ship of morale and productivity

High productivity high morale Low productivity high morale High productivity low morale Low productivity low morale

The motivational frame work

Experienced need deficiencies Search for Ways to Satisfy needs Choice of goal directed behaviors

Reassessment Of need deficiencies

Experienced Rewards or Punishments

Enactment Of Behavioral Choice (performance)

Needs and motives

Primary needs are the basic physical requirements necessary to sustain life . Secondary needs are requirements learned from the environment and culture in which the person lives. A motive is a persons reason for choosing one behavior from among several choices.

Theories
Maslows Hierarchy of needs Herzbergs dual structure Theory Alderfers ERG Theory McClellands theory of Needs The job characteristic model

Maslows heirarchy of needs

Self actualization Esteem needs

Love needs

Safety needs

Psychological needs

Herzbergs theory

Motivational Recognition Responsibility Possibility of growth Advancement Achievements Work itself

Hygiene factors Company policies Technical supervision Salary Interpersonal relation Job security Personal life Working condition Status

Group dynamics

group
A group is defined as two or more individuals , interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal

Types of groups

Formal group- those defined by the organizations structure, with designated work assignment establishing task . Informal group- are alliances that are neither formally structured nor organizationally determined A command group is determined by organizational chart. Task group also organizationally determined, represent those working together to complete a job task. Interest group people who may or may not be aligned into common command or task groups may affiliate to attain a specific objectives with which each is concerned. Friendship group-based on common characteristics .

An Alternative Model

Groups direction 1st inertia A transition at the end of this phase A transition initiates a lot of changes A second phase of inertia follows the transition The groups last meeting is characterized by markedly accelerated activity

Why formation of groups

Security Status Self-esteem Affiliation Power Goal achievement

Stages of group development

The five stage model An alternative model

The five stage model

Forming Storming Norming Performing adjourning

Group structure
Roles Norms Status Group size And the degree of group cohesiveness.

Roles
Role Role Role Role

identity perception expectation conflict

Norms
1. 2. 3.

4.

Hawthorn studies Common clauses of norms Performance norms Appearance norms Social arrangements norms Allocation of resources norms Conformity Deviant workplace behavior

Status
Status Status Status Status

and norms and group interaction inequity and culture

size
Groups made up of odd numbers do a pretty good job of exercising the best elements of both small and large groups. Having an odd number of members eliminates the possibility of ties when votes are taken

Cohesiveness
1. 2. 3.

4.
5. 6. 7.

That is the degree to which member are attracted or attached to each other and are motivated to stay in then group. To encourage group cohesiveness Make the group smaller Encourage agreement with group goals Increase the time member spend together Increase the status of the group and the perceived difficulty of attaining membership in the group Stimulate competition with other groups Give rewards to the group rather than to individual member Physically isolate the group.

Group decision making

Strengths of group decision making Weakness of group decision making Effectiveness and efficiencies

Group decision making techniques

Brainstorming The nominal group techniques Electronic meeting

Teams
Co-ordination High motivational spirit Sportman spirit Improved productivity Better understanding of process of work

Group vs Team
Groups
Share information toward goal achievement Synergy neutral Individual accountability Skills required are random and varied No need of opportunity to engage in collective work

team
Collective performance toward goal achievement Positive synergy Individual and mutual complementary Specific task orientated

Types of teams
Problem solving teams Self managed work teams Cross- functional teams Virtual teams

Problem solving teams

Composed of 5-12 members Members from Same department Few hours or each week interval Discuss improving quality , efficiency, and the work environment. They rarely have authority to unilaterally implement any of their suggested action.

Self managed work team

Group of 10 15 Members perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. members evaluate each others performance

Cross-functional Teams

Employees about the same hierarchical level, but from different work areas , who come together to accomplish a task.

Virtual teams

Use computer technology to tie together physically dispersed members in order to achieve common goal.

Creating effective teams

Context: Adequate resources Leadership and structure Climate of trust Performance evaluation and reward system Team effectiveness Composition: Abilities of members Personality Allocating roles Diversity Size of teams Member flexibility Member preferences

Process: Common purpose Specific goals Team efficacy Conflict levels Social loafing

Work design: Autonomy Skill variety Task identity Task significance

Key roles of teams

Advisor linker creator

maintainer

promoter Teams

assessor
controller producer organizer

Effectiveness of teams

Effectiveness teams need to work together and take collective responsibility to complete significant task. Use of work design characteristics ( skill variety, Task identity, task significance0 These work design characteristic motivates because they increase members sense of responsibility and ownership over the work and because they make the work more interesting to perform. Common purpose Specific goals

Effectiveness of teams
Team efficacy Conflict level Social loafing

conflict
A process that begins when one party perceives that another party has negatively affected , something that the first party cares about.

Different views
Traditional view of conflict the belief that all conflict is harmful and must be avoided. Human relation view-the belief that conflict is a natural and inevitable outcome in any group. Interactionist view- the belief that a conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

Types of conflict
Functional and dysfunctional Functional conflict- conflict that supports the goals of the group and improves its performance. Dysfunctional conflict-conflict that hinders group performance Types Task conflict- conflict over contents and goal of the work Relationship conflict- conflict based on interpersonal relationships. Process conflict- conflict over how work gets done.

The conflict process

Stage 1 Potential Opposition

Stage 2 Cognition & personalization

Stage 3 Intentions

Stage 4 behavior

Stage 5 outcomes

Perceived conflict

Antecedent condition Communication Structure Personal variables

Felt conflict

Conflict handling Intentions Competing Collaborating Compromising Avoiding Accommodating

Overt conflict party;s behavoir Others behavior

Increased Group performance

Decreased Group Performance

Levels of conflicts

a)
b)

Intra Individual Conflict Goal Conflict Role Conflict Interpersonal conflict- Johari Window
Open self Hidden self

Blind self

Undiscovered self

Levels
Inter group Structural Hierarchical Conflict Functional Line-staff Formal Informal

Management of conflict
Conflict is inevitable It can harm achievement It can promote innovation of development of new ideas. It can be managed.

Strategies for conflict resolution

Bargaining Approach Bureaucratic approach System Approach

Conflict resolution techniques

Problem solving Superordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human variables Altering the structural variables

Conflict stimulation techniques

Communication Bringing in outsider Restructuring the organization Appointing a devils advocate

Negotiation

Negotiation permeates the interaction of almost every one in groups and organization It can be defined as a process in which two orr more parties exchange goods or services and attempt to agree on the exchange rate for them Term negotiation and bargaining interchangeably

Bargaining strategies
Distributive bargaining Integrative Bargaining

The negotiation process

Preparation and planning Definition of Ground rules Clarification and justification

Bargaining and Problem solving

Closure and implementation

Issues in negotiation
The role of personality traits in negotiation Gender difference in negotiations cultural differences in negotiation Third party negotiations

Leadership

Leadership vs management
Operational vs Conceptual Followers vs forced Internal driven vs external driven Formal vs informal

Leadership Management Sources of power Authority delegates Personal abilities Operating results Focus- Vision and Transactional purpose Control Approach Individualism Transformational Reactive Process-Inspiration Formal Emphasis- Collectivity Futurity-Proactive Type-Formal and informal

Trait theory

1. 2.

Focuses on personal characteristic of the leader Seven traits ambition and energy, the desired to lead, honesty, and integrity , self confidence , intelligence,high self monitoring, and job relevant knowledge The big five model-extroversion, agreeableness, conscientiousness, emotional stability, openness to experience. Two conclusions Traits can predict leadership Traits do better job at predicting the emergence of leaders and the appearance of leadership than in actually distinguishing between effective and ineffective leaders.

Limitation
Generalization of traits Applicability of traits

Behavioral theories
Ohio state studies these researcher sought to identify independent dimension. They are called initiating structure and consideration. Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration- the extent to which a leader is likely to have job relationships characterized by mutual trust , respect for subordinates ideas and regards for their feeling. University of Michigan studies- employee oriented and production oriented Michigan researchers favored the employee oriented , related to higher group productivity and job satisfaction.

Managerial grid

Blake and Mouton Also called as leadership grid, - based on the style of concern for people and concern for production Nine possible positions along each axis, creating 81 different positions in which the leaders style may fall. 1,9- country club management 99- team management 5,5- middle-0f-the Road management 1,1- impoverished management 9,1- Authority- compliance management

high

1,9

9,9

Concern for people

5,5

low

1,1
Concern for results

9,1

low

high

Situational theory

Paul Hersey and Ken Blanchard have developed a leadership model called situational leadership theory ( SLT) This is a contingency theory that focuses on the followers. The term readiness is given importance. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. Regardless of what the leader does, effectiveness depends on the actions of his or her followers.

SLT

Identify four specific leader behavior- from highly directive to highly laissez-fair. Follower is unable and unwilling to do a task leader needs to give clear and specific directions Follower unable and willing leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation. Follower able and unwilling- leader supportive and participative style Follower able and willing leader doesnt has to do much

Stress management

Stress
Stress is a dynamic condition in which an individual is confronted with an opportunity , constraints or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is not necessarily bad in and of itself. Stress is associated with constraints and demands

Potential Source of stress

Environment factors Organizational factors Individual factors s

Consequences
Physiological symptoms Psychological symptoms Behavioral symptoms

Model of stress
Environment factors Economic uncertainty Political uncertainty Technological uncertainty Individual differencesPerception Job experience Social support Belief in locus of control Self- efficacy hostility Physiological symptoms Headaches High blood pressure Heart disease Psychological symptoms Anxiety Depression Decrease in job satisfaction Behavioral Symptoms Productivity Absenteeism turnover

Org factors Task and role demand Interpersonal demand Org structure Org leadership Org life stages
Individual factors Family problems Economic problems Personality

Experienced stressed

Managing stress
Individual Approach Organizational Approach

Change Management

Organizational change is a complex phenomenon. There is a distinction between changing reality , which is a continuous process, and changing perception, which is essentially a sporadic process. we need to become the driver of change rather than being nailed by the multiplicity of influence that a change of external circumstances can wield.

Sequential Process
Initiation Motivation Diagnosis Information collection Deliberation Action proposal Implementation Stabilisation

Main Role
Corporate management Consultant(s) Counterpart Chief implementer Implementation team Task forces

Corporate management
Legitimizing function Energizing function Communicating function Gate-keeping function

Consultant
Implanting function Transcending function Function of generating alternatives Process facilitating function Shock absorbing function Resource sharing function Resource building function Self-liquidating function

Implementation Team
Collaboration building function Gate- keeping function Reviewing function Policy formulating function

Sources of resistance and coping Mechanisms

Sources of resistance and coping Mechanisms

Sources of resistance

Coping mechanisms

Perceived peripherality of change. Perception of imposition. Indifference of the top management. Vested interests Complacency inertia Fear of large scale disturbance . Fear of inadequate resources Fear of obsolescence Fear of loss of power Fear of overload.

Participation in diagnosis Participation and involvement. Active support from the top Phasing of change Support of resources Development of skills Role redefinition and reorientation Role clarity and definition.