B'lore ob1
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This document provides an introduction to organizational behaviour. It defines organizational behaviour as a science that establishes cause-and-effect relationships regarding people within organizations. The document discusses why studying organizational behaviour is important for managerial roles, skills, and challenges. It outlines Mintzberg's managerial roles, key management skills, and challenges related to globalization, workforce diversity, quality, productivity, and customer service.
B'lore ob1
- 1. INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR
- 2. A PRELIMINARY DEFINITION It is a science - not intuition - not approximations - It establishes cause – effect relationship - It deals with people inside an organization
- 3. WHY STUDY OB? • MANAGERIAL ROLES • MANAGERIAL SKILLS • MANAGERIAL CHALLENGES AND OPPURTUNITIES
- 4. Mintzberg’s Managerial Roles Mintzberg’s Managerial Roles
- 5. Mintzberg’s Managerial Roles (cont’d) Mintzberg’s Managerial Roles (cont’d)
- 6. Mintzberg’s Managerial Roles (cont’d) Mintzberg’s Managerial Roles (cont’d)
- 7. Management Skills Management Skills Technical skills The ability to apply specialized knowledge or expertise. Conceptual Skills The mental ability to analyze and diagnose complex situations. Human skills The ability to work with, understand, and motivate other people, both individually and in groups
- 8. Challenges and Opportunities for OB Challenges and Opportunities for OB • Responding to Globalization – Increased foreign assignments – Working with people from different cultures – Coping with anti-capitalism backlash – Overseeing movement of jobs to countries with low- cost labor • Managing Workforce Diversity – Embracing diversity – Changing demographics – Implications for managers • Recognizing and responding to differences
- 9. Major Workforce Diversity Categories Major Workforce Diversity Categories Gender Gender National National Disability Disability Origin Origin Age Age Heterogeneous Heterogeneous Community/ Community/ religious mix religious mix Caste Caste Domestic Domestic Partners Partners
- 10. Challenges and Opportunities for OB (cont’d) Challenges and Opportunities for OB (cont’d) • Improving Quality and Productivity – Quality management (QM) – Process reengineering • Responding to the Labor Shortage – Changing work force demographics – Fewer skilled laborers – Early retirements and older workers • Improving Customer Service – Increased expectation of service quality – Customer-responsive cultures
- 11. Challenges and Opportunities for OB (cont’d) Challenges and Opportunities for OB (cont’d) • Quality management (QM) – The constant attainment of customer satisfaction through the continuous improvement of all organizational processes. – Requires employees to rethink what they do and become more involved in workplace decisions. • Process reengineering – Asks managers to reconsider how work would be done and their organization structured if they were starting over. – Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.
- 12. HAWTHORNE EXPERIMENTS • Conducted between 1924 and 1930 • At Western Electric Company, Hawthorne works in Illinois • Elton Mayo, Harvard Professor • Three stages – conflicting results • Conclusions – novelty of the situation, type of supervision, involvement in the experiment
- 13. Toward an OB Discipline
- 14. There Are Few Absolutes in OB There Are Few Absolutes in OB Contingency variables Situational factors: variables that moderate the relationship between two or more other variables and improve the correlation x Contingency Variables y
- 15. Basic OB Model Basic OB Model Model An abstraction of reality. A simplified representation of some real-world phenomenon.
- 16. A Better Definition OB is the science of understanding, predicting, and managing human behaviour in organizations
- 17. Activity What do you think is the single most critical “people” problem facing any organisation (of your choice) today? What is the cause and what are the effects of this problem? Can you analyze the issue at all three (individual, group, and organizational) levels?
- 18. INDIVIDUAL DIMENSIONS OF HUMAN BEHAVIOUR
- 19. The S-O-B-C Model Stimulus Organism Behaviour Consequence Individuals Perception Groups Personality Organisational Motivation Systems & Structures Learning
- 20. PERCEPTION
- 21. What Is Perception, and Why Is What Is Perception, and Why Is It Important? It Important? Perception ••People’s behavior is People’s behavior is A process by which based on their based on their individuals organize and perception of what perception of what interpret their sensory reality is, not on reality reality is, not on reality impressions in order to itself. itself. give meaning to their environment. ••The world as it is The world as it is perceived is the world perceived is the world that is behaviorally that is behaviorally important. important.
- 22. Factors That Factors That Influence Influence Perception Perception
- 23. Person Perception: Making Judgments About Others Attribution Theory When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
- 24. Attribution Attribution Theory Theory
- 25. Errors and Biases in Attributions Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.
- 26. Errors and Biases in Attributions Self-Serving Bias (cont’d) The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.
- 27. Frequently Used Shortcuts in Judging Others Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
- 28. Frequently Used Shortcuts in Judging Others Halo Effect Drawing a general impression about an individual on the basis of a single characteristic Contrast Effects Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
- 29. Frequently Used Shortcuts in Judging Others Stereotyping Projection Judging someone on the Attributing one’s own basis of one’s perception of characteristics to other the group to which that people. person belongs.
- 30. Specific Applications in Organizations • Employment Interview – Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants. • Performance Expectations – Self-fulfilling prophecy (pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. • Ethnic Profiling – A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.
- 31. Specific Applications in Organizations (cont’d) • Performance Evaluations – Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance. • Employee Effort – Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias.
- 32. Activity You are a new recruit in an organisation. You do not know anybody in the organisation. Use your perceptual skills in deciding: - the choice of a friend - a strategy to deal with your boss - in determining the power centres in your organization - in dealing with your subordinates Explain the process of your decision making
- 33. PERSONALITY
- 34. What is Personality? Personality The sum total of ways in which an individual reacts and interacts with others. Personality Traits Personality Personality Enduring characteristics Determinants Determinants that describe an • •Heredity Heredity individual’s behavior. • •Environment Environment • •Situation Situation
- 35. The Myers-Briggs Type Indicator Myers-Briggs Type Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types. Personality Types Personality Types • •Extroverted vs. Introverted (E or I) Extroverted vs. Introverted (E or I) • •Sensing vs. Intuitive (S or N) Sensing vs. Intuitive (S or N) • •Thinking vs. Feeling (T or F) Thinking vs. Feeling (T or F) • •Judging vs. Perceiving (P or J) Judging vs. Perceiving (P or J)
- 37. The Big Five Model of Personality Dimensions Extroversion Sociable, gregarious, and assertive Agreeableness Good-natured, cooperative, and trusting. Conscientiousness Responsible, dependable, persistent, and organized. Emotional Stability Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative). Openness to Experience Imaginativeness, artistic, sensitivity, and intellectualism.
- 38. Major Personality Attributes Influencing OB • Locus of control • Self-esteem • Self-monitoring • Risk taking • Type A personality
- 39. Locus of Control Locus of Control The degree to which people believe they are masters of their own fate. Internals Individuals who believe that they control what happens to them. Externals Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.
- 40. Self-Esteem and Self-Monitoring Self-Esteem (SE) Individuals’ degree of liking or disliking themselves. Self-Monitoring A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors.
- 41. Risk-Taking • High Risk-taking Managers – Make quicker decisions – Use less information to make decisions – Operate in smaller and more entrepreneurial organizations • Low Risk-taking Managers – Are slower to make decisions – Require more information before making decisions – Exist in larger organizations with stable environments • Risk Propensity – Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.
- 42. Personality Types Type A’s 1. are always moving, walking, and eating rapidly; 2. feel impatient with the rate at which most events take place; 3. strive to think or do two or more things at once; 4. cannot cope with leisure time; 5. are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type B’s 1. never suffer from a sense of time urgency with its accompanying impatience; 2. feel no need to display or discuss either their achievements or accomplishments; 3. play for fun and relaxation, rather than to exhibit their superiority at any cost; 4. can relax without guilt.
- 43. Personality Types Proactive Personality Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. Creates positive change in the environment, regardless or even in spite of constraints or obstacles.
- 44. Achieving Person-Job Fit Personality-Job Fit Theory (Holland) Personality Types Personality Types Identifies six personality types and proposes that ••Realistic Realistic the fit between personality ••Investigative Investigative type and occupational ••Social Social environment determines satisfaction and turnover. ••Conventional Conventional ••Enterprising Enterprising ••Artistic Artistic
- 45. TEAM EXERCISE What’s a “Team Personality”? It is the unusual organization today that is not using work teams. But not everybody is a good team player. This prompts the questions: What individual personality characteristics enhance a team’s performance? And what characteristics might hinder team performance? (a) identify personality characteristics you think are associated with high performance teams and justify their choices (b) identify personality characteristics you think hinder high performance teams and justify their choices, and (c) resolve whether it is better to have teams composed of individuals with similar or dissimilar traits.