Introduction to organizational behaviour
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Organizational behaviour is the study of how individuals and groups act within organizations and how their behaviours impact organizational effectiveness. The document discusses key topics in organizational behaviour including what organizations are, their goals, elements that influence behaviour like people, structure, technology and environment. It also outlines managerial roles like interpersonal, information and decision-making roles as well as management functions like planning, organizing and controlling. Understanding organizational behaviour can help improve performance by allowing managers to observe, explain, predict and modify human behaviour in organizations.
Introduction to organizational behaviour
- 2. WHAT ARE ORGANIZATIONS? Groups of people who work interdependently toward some purpose: Structured patterns of interaction Coordinated tasks Work toward some purpose
- 3. WHAT IS ORGANIZATIONAL BEHAVIOUR “Organizational behaviour is a field of study that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving an organizational effectiveness”.
- 4. GOALS OF OB Observe human behaviour Explain human behaviour Predict human behaviour Modify human behaviour in the desired direction
- 5. ACCORDING TO GARY JOHNS, "ORGANIZATIONS ARE SOCIAL INVENTIONS FOR ACCOMPLISHING GOALS THROUGH GROUP EFFORTS" Social Inventions: The word "social" as a derivative of society basically means gathering of people. It is the people that primarily make up an organization. Accomplishing Goals: All organizations have reasons for their existence. These reasons are the goals towards which all organizational efforts are directed. While the primary goal .of any commercial organization is to make money for its owners, this goal is inter-related with many other goals. Accordingly, any organizational goal must integrate in itself the personal goals of all individuals associated with the organization. Group Effort: People, both as members of the society at large and as a part of an organization interact with each other and are inter-dependent. Individuals in themselves have physical and intellectual limitations and these limitations can only be overcome by group efforts
- 6. ELEMENTS OF ORGANISATIONAL BEHAVIOUR People: People make up the internal and social system of the organization. They consist of individuals and groups. The groups may be big or small; formal or informal; official or unofficial. Groups are dynamic and they work in the organization to achieve their objectives. Structure: Structure defines the formal relationships of the people in organizations. Different people in the organization are performing different type of jobs and they need to be related in some structural way so that their work can be effectively co-ordinated. Technology: Technology such as machines and work processes provide the resources with which people work and affects the tasks that they perform. The technology used has a significant influence on working relationships. It allows people to do more and work better but it also restricts' people in various ways. Environment: All organizations operate within an external environment. It is the part of a larger system that contains many other elements such as government, family and other organizations. All of these mutually influence each other in a complex system that creates a context for a group of people
- 7. DIRECT ENVIRONMENTAL FORCES Customers Competitors Suppliers Regulatory Agencies Labour Market
- 8. INDIRECT ENVIRONMENTAL FORCES Economic Forces Socio cultural factors Political factors Technological factors International factors (applicable for MNCs)
- 9. Learning Motivating Personality Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Group dynamics Work teams Communication Power Conflict Inter group behavior Formal organization theory Organizational technology Organization change Organizational cultural Behavioral change Attitude change Communication Group processes Group decision making Comparative values Comparative attitudes Cross-cultural analysis Organizational culture Organizational environment Conflict Intraorganizational politics Power Psychology Sociology Social psychology Anthropology Political Science
- 10. CATEGORIES OF MANAGERIAL ROLE
- 11. INTERPERSONAL ROLES : IN EVERY ORGANIZATION MANAGERS SPEND A CONSIDERABLE AMOUNT OF TIME IN INTERACTING WITH OTHER PEOPLE BOTH WITHIN THEIR OWN ORGANIZATIONS AS WELL AS OUTSIDE Figure/lead Role: Managers act as symbolic figureheads performing social or legal obligations. These duties include greeting visitors, signing legal documents, taking important customers to lunch, attending a subordinate's wedding Leadership Role: The influence of the manager is most clearly seen in the leadership role as a leader of a unit or an organization. Since he is responsible for the activities of his subordinates therefore he must lead and coordinate their activities in meeting task-related goals and motivate them to perform better. He must be an ideal leader so that his subordinates follow his directions and guidelines with respect and dedication Liaison Role: The managers must maintain a network of outside contacts. In addition, they need to have a constant contact with their own subordinates, peers and superiors in order to assess the external environment of competition, social changes or changes in governmental rules and regulations
- 12. INFORMATION ROLES : A MANAGER, BY VIRTUE OF HIS INTERPERSONAL CONTACTS, EMERGES AS A SOURCE OF INFORMATION ABOUT A VARIETY OF ISSUES CONCERNING AN ORGANIZATION. IN THIS CAPACITY OF INFORMATION PROCESSING, A MANAGER EXECUTES THE FOLLOWING THREE ROLES. Monitor Role: The managers are constantly monitoring and scanning their internal and external environment, collecting and studying information regarding their organization. This can be done by reading reports and periodicals, interrogating their liaison contacts and through gossip, hearsay and speculation Information Disseminator Role: The managers must transmit the information regarding changes in policies or other matters to their subordinates, their peers and to other members of an organization. This can be done through memos, phone calls, individual meetings and group meetings Spokesman Role: A manager has to be a spokesman for his unit and represent his unit in either sending relevant information to people outside his unit or making some demands on behalf of his unit
- 13. DECISION ROLES : A MANAGER MUST MAKE DECISIONS AND SOLVE ORGANIZATIONAL PROBLEMS ON THE BASIS OF THE ENVIRONMENTAL INFORMATION RECEIVED. IN THAT RESPECT, A MANAGER PLAYS FOUR IMPORTANT ROLES Entrepreneur Role: Managers, as entrepreneurs are constantly involved in improving their units and facing the dynamic technological challenges. Conflict Handling Role: The managers are constantly involved as judge in solving conflicts among the employees and between employees and management Resource Allocation Role: The managers establish priorities among various projects or programs and make budgetary allocations to different activities of an organization based on these priorities Negotiator Role: The managers in their negotiator role represent their organization in negotiating deals and agreements within and outside of an organization
- 14. MANAGEMENT FUNCTIONS Henri Fayol proposed that all managers are required to perform five management functions in order to execute their day-to-day activities Planning: The planning function involves the process of defining goals, establishing strategy for achieving those goals, and developing plans to integrate and coordinate activities Organizing: It includes the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom at what level decisions are made Commanding: It is the influencing of people so that they will contribute to organization and group goals. Leading involves motivating, communicating employees to accomplish goals and objectives of an organization Controlling: It is the measuring and correcting of activities of subordinates to ensure that events conform to plans. It measure performance against goals and plans, shows negative deviations exit and by putting in motion actions to correct deviation, helps ensure accomplishment of plans
- 15. CHALLENGES OF OB… 1: Changing Social/ Demographic/Cultural Environment 2: Evolving Global Environment 3: Advancing Information Technology New Employee – Employer relationship due to merger or acquisition 4: Changing values and Ethics