Introduction to organizational behavior (OB)
- 1. ORGANIZATIONAL BEHAVIOR Dr Vibhav Singh School of Business Management
- 3. COURSE PASTURES Unit Content Hours 1 Introduction to OB 2 2 Foundations of Individual behaviour, Personality 2 3 Foundations of Decision Making 2 4 Basic Motivation & its Application 2 5 Stress Management 2 6 Foundation of Group Behaviour 2 7 Power & Politics 1 8 Leadership 2 9 Organizational Structure 2 10 Organization design elements 1 11 Organizational Culture 2 12 Organization Change 2 13 Organization Development 2
- 4. Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.
- 5. COVID-19 & ORGANIZATIONAL BEHAVIOR (a) Government response to Pandemic, (b) Employees’ attitude towards WfH, (c) Structural support, (d) WfH impact on performance, (e) Leadership in crisis Organizations and Employees Say “I do” to Work from Home during COVID-19: A Sentiment Analysis of Twitter
- 6. MAJOR BEHAVIORAL SCIENCE DISCIPLINES THAT CONTRIBUTE TO OB Organizational behavior is an applied behavioral science that is built upon contributions from a number of behavioral disciplines: Psychology Social psychology Sociology Anthropology
- 7. MAJOR BEHAVIORAL SCIENCE DISCIPLINES THAT CONTRIBUTE TO OB
- 8. THREE LEVELS OF ANALYSIS IN THIS TEXT’S OB MODEL
- 9. OCB, COMMITMENT & CPWB OCB (Organization citizenship behavior) i. encompasses anything positive and constructive that employees do, of their own volition, which supports co-workers and benefits the company. ii. employees who frequently engage in OCB may not always be the top performers (though they could be, as task performance is related to OCB), but they are the ones who are known to ‘go the extra mile’ or ‘go above and beyond’ the minimum efforts required to do a merely satisfactory job. iii. organization will benefit from encouraging employees to engage in OCB, because it has been shown to increase productivity, efficiency and customer satisfaction, and reduce costs and rates of turnover and absenteeism. iv. The antecedents of OCB have been broadly categorized into three
- 10. OCB, COMMITMENT & CPWB Organizational commitment i. is the individual's psychological attachment to the organization. ii. predicts work variables such as turnover, organizational citizenship behavior, job performance. iii. The strength of an individual’s identification with an organization. • Three kinds of organizational commitment: 1. Affective 2. Continuance 3. Normative Organizational Commitment CPWB (counterproductive work behavior) i. behavior that explicitly runs counter to the goals of an organization. ii. The most commonly studied counterproductive behaviors have been: Ineffective job performance, absenteeism, turnover, and accidents. These include actions such as theft, violence, substance use, and sexual harassment.
- 11. IDENTIFY THE CHALLENGES AND OPPORTUNITIES OF OB CONCEPTS Responding to economic pressure In tough economic times, effective management is an asset. In good times, understanding how to reward, satisfy, and retain employees is at a premium. In bad times, issues like stress, decision making, and coping come to the forefront. Responding to globalization Increased foreign assignments. Working with people from different cultures. Overseeing movement of jobs to countries with low-cost labor. Adapting to differing cultural and regulatory norms.
- 12. IDENTIFY THE CHALLENGES AND OPPORTUNITIES OF OB CONCEPTS OB POLL Percentage of Men and Women Working Managing workforce diversity Workforce diversity – organizations are becoming more heterogeneou s in terms of gender, age, race, ethnicity, gender orientation,
- 13. IDENTIFY THE CHALLENGES AND OPPORTUNITIES OF OB CONCEPTS Improving customer service Service employees have substantial interaction with customers. Employee attitudes and behavior are associated with customer satisfaction. Need a customer-responsive culture. Improving people skills People skills are essential to managerial effectiveness. OB provides the concepts and theories that allow managers to predict employee behavior in given situations. Working in networked organizations Networked organizations are becoming more pronounced. A manager’s job is fundamentally different in networked organizations. Challenges of motivating and leading “online” require different techniques. Policies on accessing social media at work. When, where, and for what purpose. Impact of social media on employee well-being.
- 14. IDENTIFY THE CHALLENGES AND OPPORTUNITIES OF OB CONCEPTS Enhancing employee well-being at work The creation of the global workforce means work no longer sleeps. Communication technology has provided a vehicle for working at any time or any place. Employees are working longer hours per week. The lifestyles of families have changed— creating conflict. Balancing work and life demands now surpasses job security as an employee priority. Creating a positive work environment Positive organizational scholarship is concerned with how organizations develop human strength, foster vitality and resilience, and unlock potential. This field of study focuses on employees’ strengths versus their limitations, as employees share situations in which they performed at their personal best. Improving ethical behavior Ethical dilemmas and ethical choices are situations in which an individual is required to define right and wrong conduct. Good ethical behavior is not so easily defined. Organizations distribute codes of ethics to guide employees through ethical dilemmas.
- 15. INDIVIDUAL DIFFERENCES No TWO people are same
- 18. DIVERSITY Biological characteristics are personal characteristics that are objective and easily obtained from personnel records. Variations in these can be the basis for discrimination Age The U.S. workforce is aging. Does job performance decline with increasing age? Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower productivity. Gender There are no consistent male-female differences in problem-solving ability, analytical skills, competitive drive, motivation, sociability, or learning drive. But women earn less than men for the same positions and have fewer professional opportunities.
- 19. DIVERSITY Race and Ethnicity Laws against race and ethnic discrimination are in effect in many countries. But: Employees tend to favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises. African Americans generally fare worse than Whites in employment decisions. Disabilities The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has any physical or mental impairment that substantially limits one or more major life activities. Workers with disabilities receive higher performance evaluations, but may have lower performance expectations Hidden Disabilities – Sensory disabilities, chronic illness or pain, cognitive or learning impairments, sleep disorders, and psychological challenges. – U.S. organizations must accommodate employees with a very broad range of impairments.
- 20. DIVERSITY • Tenure – Tenure is a good predictor of employee productivity. – Tenure and job performance are positively related. • Religion – U.S. law prohibits discrimination based on religion, but it is still an issue, especially for Muslims. • Cultural Identity – Need to accommodate and respect individual cultural identities. Ability is an individual’s current capacity to perform various tasks in a job. Two types Intellectual abilities Physical abilities
- 21. Type of Discrimination Definition Examples from Organizations Discriminatory policies or practices Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance. Older workers may be targeted for layoffs because they are highly paid and have lucrative benefits. Sexual harassment Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment. Salespeople at one company went on company-paid visits to strip clubs, brought strippers into the office to celebrate promotions, and fostered pervasive sexual rumors. Intimidation Overt threats or bullying directed at members of specific groups of employees. African-American employees at some companies have found nooses hanging over their work stations. Mockery and insults Jokes or negative stereotypes; sometimes the result of jokes taken too far. Arab-Americans have been asked at work whether they were carrying bombs or were members of terrorist organizations. Exclusion Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring; can occur unintentionally. Many women in finance claim they are assigned to marginal job roles or are given light workloads that don’t lead to promotion. Incivility Disrespectful treatment, including behaving in an aggressive manner, Female lawyers note that male attorneys frequently cut them off or do not adequately address their Types of Discriminat ion
- 22. DESCRIBE HOW ORGANIZATIONS MANAGE DIVERSITY EFFECTIVELY Diversity management is the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others. Diversity is more successful when it is everyone’s business, not just for certain groups of employees.
- 23. WORKPLACE SPIRITUALITY Spirituality is the development of our inner wellbeing for achieving happiness, peace and fulfillment. Spirituality helps to find meaning in work, a meaning that extends beyond economic gain. The workplace spirituality (WPS) influences people working hard and engages in extra-role behavior which is known as organizational citizenship behavior (OCB). People who are engaged in OCB go beyond predetermined job description and try their best to achieve desired organizational goals. Characteristics of a Spiritual Organization Strong sense of purpose Focus on individual development Trust and openness Employee empowerment Toleration of employees’ expression
- 24. WORKPLACE SPIRITUALITY Benefits of WPS 1) Improved employee productivity 2) Reduction of employee turnover 3) Stronger organizational performance 4) Increased creativity 5) Increased employee satisfaction 6) Increased team performance 7) Increased organizational performance
- 25. OB IN GLOBAL CONTEXT As organizations become more international and embrace both different nationalities and cultures, the study of organizational behavior has expanded to involve global settings. The study of International Organizational Behavior requires the understanding of various regional contexts (American, Canadian, Latin-American, European, Asian and African) Although all members in organizations are human beings, individuals working with different cultures and nationalities experience diverse difficulties that cannot be assumed as similar to those individuals working in a homogenous setting. Also, as organizations become more team oriented to cope with the need to be flexible and responsive to the volatile business environment, team research (especially cross- cultural and virtual) is becoming more critical in international OB.
- 26. IMPLICATIONS FOR MANAGERS Understand your organization's anti-discrimination policies thoroughly and share them with your employees. Assess and challenge your own stereotype beliefs to increase your objectivity. Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions. Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities. Seek to understand and respect the unique biographical characteristics of your employees; a fair but individualistic approach yields the best performance.
Editor's Notes
- #19: Biographical characteristics typically include age, gender, and race, and represent many of the surface-level aspects of diversity. We can usually find out about these from personnel records. Because biological characteristics can be the basis for discrimination, it’s important to understand how they are related to work outcomes.
- #20: Biographical characteristics typically include age, gender, and race, and represent many of the surface-level aspects of diversity. We can usually find out about these from personnel records. Because biological characteristics can be the basis for discrimination, it’s important to understand how they are related to work outcomes.
- #21: Biographical characteristics typically include age, gender, and race, and represent many of the surface-level aspects of diversity. We can usually find out about these from personnel records. Because biological characteristics can be the basis for discrimination, it’s important to understand how they are related to work outcomes.