OB and Challenges facing management

1
OB and Challenges facing management

• Improving productivity
• Be fast enough to match product development gt
  consumers needs
• Higher levels of service to consumer
• Changing environment global market, IT
  Quality Service Revolution

2
Definition of OB

• The study of human behaviour in organisational
  settings, the interface between human behaviour
  and the organisational context, and the
  organisation itself.
• Individual gt a unique set of beliefs, values,
  attitudes and other personal characteristics
• all individuals gtinteract each other gt to
  create organisational settings.

3
ELEMENTS OF ORGANISATIONAL BEHAVIOUR

• People, individuals and groups.
• The groups may be big or small formal or
  informal official or unofficial
• structure, formal relationships of the people in
  organisations
• technology, machines and work processes provide
  the resources with which people work and affects
  the tasks that they perform
• the environment part of a larger system that
  contains many other elements such as government,
  family and other organisations

4
Understanding OB Objectives

• organisational behaviour can be understood at the
  individual level, interpersonal level, group
  level and inter-group level.
• helps to analyse 'why' and 'how' an individual
  behaves in a particular way. gt Interpersonal
  Level, group level , intergroup level
• understand and achieve co-operative group
  relationships. gt Controlling and Directing
  Behaviour, Use of Power and Sanction, Leadership,
  Communication, Organizational climate,
  Organisational Adaptation

5
New Perspective

• 3 major dimensions
• Conceptual
• Human
• Technical
• Human behavior gt more complicated gt behavioral
  approach in management
• (Hawthorne Studies)

6

• Definition of OB The understanding , prediction,
  and control of human behavior in organization
• Individual
• personality, perception, and attribution,
  attitudes, value, motivation, learning, emotion,
  stress
• Group work team, leadership, power and politics
• Organization work design, structure, culture, and
  organizational change

7
Cases

• John just graduated from the Colledge of Business
  Administration and has joined his familys small
  business which employs 25 semiskilled workers.
  The first week on the job his dad called him in
  said John, Ive had a chance to observe you
  working with the men and women for the past two
  days and , although I hate to, I feel I must say
  something. You are just too nice to people. I
  know they thought human relation stuff at the
  university, but it just doesnt work here. I
  remember when Hawthorne studies were first
  reported and everybody at the university got all
  exited about them, but believe me, there is more
  to managing people than just nice to them

8
People Organization

• The nature of people
• Individual differences
• A whole person
• Motivated behaviour
• Value of the person
• The nature of organisation
• Social system
• Mutual interest

9
Major elements of a good OB systems

• Management Philosophy
• Values Visions - Goals

Social Environ- ment
Orgn.Culture
Formal Orgn.
Informal Orgn.
Leadership-Communication-Group Dynamics
Quality of Worklife
Motivation
Out Come Performance, Individual Satisfaction,
Personal Growth Development
10
Catogories of managerial roles

• FORMAL POSITIONAL AUTHORITY
• INTERPERSONAL ROLES
• Figure head leadership liaison
• INFORMATIONAL ROLES
• Monitor disseminator spokes person
• DECISIONAL ROLES
• Entrepreneur problem solver resource
  allocator negotiator

11
Global Environment

• The global scenario of organizational behaviour
• Social, Political,Economic condition
• Managing international workforce
• The barriers to cultural adaptation and measures
  to overcome those barriers
• Barriers to Cultural Adaptation, Different
  management philosophies
• New language
• Alternative food, dress, availability of goods
• Attitude towards work and productivity
• Separation from family, friends and colleagues
• Unique currency system

12

• Motivation
• Ability
• Perception Individual Behaviour
• Personality
• OB Resources
• Individual Performance
• Individual effectiveness

13
Personality

• Understand perceptual clarity about personality
• Discuss main determinants of personality
• Explain nature and dimensions of personality
• Describe personality attributes that are relevant
  to organizational behavior

14
Personality traits

• Extroversion Sociable, talkative and assertive.
  
• Agreeableness Good-natured, cooperative and
  trusting.
• Conscientiousness Responsible, dependable,
  persistent and achievement-oriented.
• Emotional Stability Viewed from a negative
  standpoint such as tense, insecure and nervous.
• Openness to Experience Imaginative, artistically
  sensitive and intellectual.
• Introversion is the tendency of individuals,
  which directs them to be inward and process
  feelings, thoughts and ideas within themselves

15
PERSONALITY FACTORS IN ORGANISATIONS

• Determinants biological, social and cultural.
• Stages Sigmund Freud dependent, compulsive,
  oedipal and mature.
• Traits all people share common traits, like
  social, political, religious and aesthetic
  preferences
• but each individual's nature differentiates that
  person from all others.
•  The need for achievement
• The need for affiliation
• The need for autonomy
• The need for dominance

16
PERSONALITY FACTORS IN ORGANIZATIONS

• Locus of Control
• Introversion and Extroversion
• Tolerance for Ambiguity
• Self-Esteem and Self-Concept
• Authoritarianism and Dogmatism
• Risk Propensity
• Machiavellianism
• Type A and B Personalities
• Work-Ethic Orientation

17
DESIRED PERSONALITY CHARACTERISTICS FOR
EFFECTIVE MANAGERS

• should be able to handle situations as they come,
  without experiencing undue stress. Thus, a high
  tolerance for ambiguity is a desired managerial
  trait. Managers with a good mix of achievements,
  affiliations and power will be successful in most
  situations.
• THE SELF-CONCEPT SELF-ESTEEM AND SELF-EFFICACY
• -esteem has to do with their self-perceived
  competence and self-image
• Self-efficacy is concerned with self-perceptions
  of how well a person can cope with situations

18
LEARNING AND BEHAVIOR MODIFICATION

• Understand various factors affecting human
  behavior
• Explain implications of behavior modification
• Describe reinforcement for inducing positive
  behavior
• COMPONENTS OF THE LEARNING PROCESS
• Cue Stimuli
• Responses
• Reinforcement
• Retention

19
LEARNING THEORIES

• Classical Conditioning Pavlov demonstrated the
  classical conditioning process.
• Operant Conditioning a behavior that produces
  effects (Reward - Punishment)
• Positive Reinforcement strengthens and increases
  behavior
• Negative Reinforcement
• Extinction an effective method of controlling
  undesirable behavior
• Punishment
• OBSERVATIONAL LEARNING Cognitive Learning,

20
ATTITUTE

• Explain the concept of attitude in organizations
• Understand the method of formation of attitude
• Discuss individual attitude in organizations and
  indicate their effect on behaviour
• Explain the concept of perception and perceptual
  process
• Describe perception attribution in organizations

21
COMPONENTS OF ATTITUDE

• Affective component
• how we feel toward the situation
• Cognitive component
• why we feel that way
• Intentional component
• how we intend to behave toward the situation

22
ATTITUDE FORMATION AND CHANGE

• Work-Related Attitudes salary, promotion
  possibilities
• Job Satisfaction
• Organizational Commitment and Involvement
• ATTITUDE IN ORGANIZATIONAL BEHAVIOUR
• Perception
• of the object include contrast, intensity,
  movement, repetition and novelty.
• of the person include attitude, self-concept and
  personality.

23
Basic Perceptual Process

• Selective Perception
• Stereotyping
• PERCEPTION AND ATTRIBUTION
• Attribution is a mechanism through which we
  observe behaviour and then attribute certain
  causes to it
•  IMPRESSION MANAGEMENT
• impression management is the process by which the
  general people attempt to manage or control the
  perceptions that others form about them.