Professional Documents
Culture Documents
OB Investigates impact that Individuals, Groups & Structure have on organisational functioning, in a given context
Study of OB
Intuition Systematic Study Role of Theory
What Managers Do
Management Functions Plan, Organise, Lead & Control Management Roles Imformational Monitor, Disseminator, Spokesperson Interpersonal Figurehead, Leadership, Liaison Decisional Entrepreneur, Disturbance Handler, Resource Allocators, Negotiator Management Skills Technical Skills(SME), Human Skills(understand/communicate/motivate) & conceptual skills(analyse and diagnose)
Managerial Skills
Images of Organisation
Organizations as Machines
Term organization derived from Greek word organon meaning tool or instrument Efficient Reliable Control systems Documentation Code of conduct Routines & standardization to reduce uncertainty Suppress spontaneity, innovation & change
Organizatons as Cultures
Rituals, core values, stories, behavior patterns Relationships Decision-making Management style
Organizatonal Effectiveness
Resource-based Approach: ability to secure, manage & control scarce/ valued skills & resources Goal Approach: productivity, efficiency, measurable goals Internal Process Approach: ability to innovate & respond
Stakeholder Approach
Owners Employees Customers Creditors Community Suppliers Govt/ external agencies Financial return Satisfaction, pay, supervision Quality of goods & services Creditworthiness Social responsibility Abiding laws & regulations
Nature vs Nurture
P=f ( H x E x S)
Self-Monitoring: Adjusting to external /situational factors, Ability to play Multiple (& contradictory) Roles Type A Personality Sense of urgency, multitasking, obsessed with nos./measuring
Psychological Processes
Self Esteem Emotional Stability Locus of Control
Locus of Control
External
Influenced by fate & others Low self-direction Cautious in trying new approaches Express greater dissatisfaction with job, orgn, and superior Use defenses to cope with inadequacies Often feel helpless Become cynical
Internals
Self-reliant, self-directed Accept responsibility for own growth & career development Confident Higher risk- taking Self blaming Achievement oriented Higher perseverance
Do People Change?
Strong impulse to grow Self-fulfilling prophesy - I think I am & therefore I am
Growth
Head Tapes
Positive
I can Ill make it work This is my right My needs are important Im not old
Negative
Others are better What will others say? I must not fail I cant
Intelligence
Emotional Intelligence Ability to detect and manage emotional cues and information
1. Ability
2. Ability to express feelings, when & where to express & how they effect others 3. Ability to listen to others & empathize with their emotions
Skills in collaboration & building relationships Ability to take initiative Drive to achieve results Ability to lead teams
Leadership
1. 2. 3.
Success of Leaders is dependent on how they do something Whether they are upbeat, enthusiastic & move us or whether they are negative, passive, aggressive & take away our enthusiasm or cause distress
People will forget what you SAID People will even forget what you DID But they may never forget how you made them FEEL
B.J.Wasmund
Interrelationship betwn Behavior, Attitudes & Values Self concept in the centre of the circle, values, attitudes and behaviour flowing outwards. Values Judgmental basis Attitudes Feelings toward a person/situation Behavior Actions/Outcome Self Concept & Behavior
Positive Selfconcept Resilient face setbacks Open to criticism Can level with authority Likely to think well of others Behavior Confident, Self-assured Comfort with new people /new situations Long lasting positive relationships Low Self-esteem Defensive, Fearful, Hesitant Self-destructive behavior Seek approval of others Authority issues Behavior Low initiative Compliance Resistance to change Rebellious
Types of Attitudes
Job Satisfaction Feelings toward the job. Leads to improved performance & retention. Recruitment policies, placement practices, development schemes etc. contribute to JS Job Involvement Identifying with job, actively participating in it & considering performance important to self-worth Organisational Membership - acceptance & willingness to achieve values & goals of orgn
Application
Attitude Surveys Job Satisfaction Organizational Citizenship Behavior (OCB) engaging in behaviors that go beyond the normal expectations of the job
Where to Start
Simple acts of mutual acceptance Pay attention to own & others feelings Take responsibility for own emotions & behavior
Managing Superior
Understand superior from his perspective Dont hide important information Dont give message of being an out- group member Dont be a rebel without a cause Help superior succeed Dont sound like a complainer Dont expect the superior to be perfect
Perception is a personal construct World view influenced by several factors The eyes see but the mind evaluates Peoples behavior is based on their perception of
Selective Perception
Internal Factors
Learning: past experience, background Expectations: Self-fulfilling Prophesy Personality: traits, attitudes, beliefs
Situational Factors
Position in organisation
1. Attribution Theory 1. Individuals are motivated to understand the cause of their own & others behavior 2. Assign different causes for success & failures for Self & for Others 3. Tendency to underestimate influence of external factors and overestimate influence of internal factors when 4. Tendency to attribute own success to internal factors & place blame for failures on external factors 2. Stereotyping (Judge on the basis of our perception)[shortcut perception] 3. Halo Effect (Drawing a general impression on the basis of a single characteristic) 4. Contrast Effect (In entertainment Never follow an act that has kids or animals)
making judgments about others failures
(Necessary for economy of perception, but if not cautious , often leads to preconceived ideas & biases)
Not jump to conclusions Collect more information / data / facts Analyse own assumptions & biases while making decision
Applications in Organizations
Decision Making during Interviews Performance Appraisal / Rewards Self
Managing Impressions
Organisation
Bounded Rationality
the idea that in decision-making, rationality of individuals is limited by the information they have, the cognitive limitations of their minds, and the finite amount of time they have to make a decision.
Group Dynamics
Types of Groups
Formal group (defined by org structur with dedicated work assignments establishing tasks. E.g. flight crew of an airplane Informal group (natural formation e.g. 3 emploeees from diff depts.) - Command group determined by org chart - Task group people working together to complete a task - Interest group people working together to attain a specific objective which all are concerned with - Friendship group share one or more common characteristics
SOCIAL IDENTITY THEORY Perspective that considers when and why individuals consider themselves members of a group.
Organisational iceberg
Individuals need to respond not only to formal, rational organisation but also to informal, irrational & political aspects of organisation Organisation does not change itself for each individual Individual has more control over self than over the organsiation
Sources of
Power
Legitimate Power based on structural changes Reward Power . Someone who distributes rewards(raise/bonus) Coercive Power . Application/threat of app of physical sanctions Information Power Expert Power Charismatic Power
Symbols of Power
Get work done on own terms Access to early information Ability to intercede for someone in trouble Ability to get favors for employees Exceed budget limits Procure above-average raises for employees Seniors seek their opinion
Influence: An Interplay of
Reputation Credibility Capability Professional Standing Eminence Recognition Networking Managing Relationship Affiliations Membership Associations
Managing Politics
Reduce uncertainty Open communication Setting objective criteria for rewards Awareness of causes & consequences of political behavior