Organizational Behavior Start up session

1
Organizational BehaviorStart up session

• Welcome Class introduction
• Course facilitator introduction
• Course Objective
• To introduce you with what OB is all about and
  the inside out of organizational dynamics.
• Teaching methodology
• Teaching will mainly be done through coaching and
  experiential learning of OB. The key to success
  is to keep the concept clear, simple and always
  look for its practical application in a working
  environment.

2
Organizational BehaviorStart up session

• Class norms - To get the maximum benefit out of
  the course students are strongly recommended to
• Arrive and leave in time. 5 mins grace time
• Do your own work! Copied work will be marked zero
• Come Prepared! This is not a lecture-only course!
• Assignments and other related work has to be
  submitted on time. Late submission will not be
  acceptable marked zero
• Class meetings will NOT cover each every thing
  in the text.
• Planned surprise class quizzes, activities can
  be planned, be regular.
• Cell phones must be switched off.
• No personal, political, religious examples
  comments

3
Organizational BehaviorStart up session

• Course content (session wise)
• Testing Grading
• Grading will focus on your overall personality
  rather than one or two aspects. A mid-term
  examination a final examination will be given.
• Case Analysis/quiz 20
• Mid-term 30
• Group Term Project 10
• Final Exam 40
• TOTAL 100

4
Start up session

• Books
• Stephen P. Robbins Organizational Behavior
• Fred Luthans Organizational Behavior
• Various OB websites, visits, and any good reading
  material
• CR nomination
• Group formation class information sheet

5
Introduction to Organizational Behavior

• Tehzeeb Sakina Amir
• IU OB session 1
• Summer 2011

6
You can dream, create, design and build the most
wonderful place in the world, but it requires
people to make the dream a reality..! Walt Disney
7
Organizational Behavior
Organizational Behavior

• O - Organization, work place,
• B - Behavior, actions, observable.
• The study of actions that affect performance in
  the workplace.

Related to stability Satisfaction Motivation Rewar
ds
8
OB is .....

• What people do in an organization
• How their behavior effects the overall
  performance of the organization.
• Behavior related to concerns such as
  absenteeism, turnover, productivity etc.
• Includes the core of all work determinants
  (motivation, leadership, power, politics,
  conflict etc..).

9
OB works at three levels

• OB

10
What is OB about?

• 3-D individual, group organizational
• At the individual level learning, perception,
  stress, personality, individual differences etc
• At the group level teamwork, power politics,
  interpersonal, decision making etc
• Organizational culture, change, structure
  design at organizational level

11
Goals of OB

• The goals of OB
• Predict
• Explain and
• Control

12
Historical Background

• The famous Hawthorne Studies (1924-30s)
• Undertaken at Western Electric Company, Illinois
  to study the effect of various illumination
  levels on worker productivity.
• Findings were illumination intensity was not
  directly related to group productivity. Though
  they couldnt explain the behavior that they had
  witnessed! Something more to the productivity
  than mere physical variables!!

13
Historical Background

• This generated an interest in human behavior at
  work place.
• Professor Elton Mayo started a series of studies
  numerous experiments covering redesign of jobs,
  changes in the length of work day, time,
  introduction of rest periods and individual vs
  group pay plans.
• Hawthorne studies set the direction OB and
  management practices!!

14
Todays managerial world

• Manager of today has to undertake various roles
  challenges.
• Different research scientists have given
  different roles/skills/activities performed by a
  manager
• Robert Katz has identified three essential
  management skills
• Technical Skills job knowledge
• Conceptual Skills ability to analyze and
  diagnose complex situations
• Human Skills work with people i.e. to be able
  to predict, explain control their behavior

15
Mintzberg Model

• Informational Role
• Monitor
• Disseminator
• Spokesperson
• Decisional Role
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
• Interpersonal Role
• Figurehead
• Leader
• Liaison

16
Challenges Opportunities for todays manager
17
Responding to Globalization
Working in different country
Working with people from different countries
Adapting Responding
18
Managing Workforce Diversity
Organizations are getting more heterogeneous
race, gender, ethnicity etc.
Recognize value differences
Melting-pot approach (no more)
19
Improving Quality Productivity
Quality Management
Process Reengineering

• Focus on customer
• Continuous improvement
• Quality of improvement in everything
• Accurate measurements
• Empowerment of employees

20
Responding to Labor Shortage
Is there a labor shortage?
Retaining skilled labors
21
Improving Customer Service
Customer responsive Culture
Customer surveys Special desks Special schemes
packages
22
Improving People Skills
Working with people
Organizational structure culture Inculcating
managerial skills
23
Empowering People
Managers coaches/advisors Make employees in
charge of what they do
Solutions not problems Decisions at the operating
level
24
Coping with temporariness
Temporary/ contractual work force
Flexibility Spontaneity unpredictability
25
Change and Innovation
Change a frequent happening in modern world
Preparation for change Adaptability Creative/novel
solutions
26
Work / Life Conflicts
Balance between work and life 24x7
concept Working hours (banks restaurants) Dual
career families
Flexi time Resources work from home
27
Improving Ethical Behavior
Work Ethics Deviant work behaviors
Favoritism Rule breakers Play politics