Organization Conscious interaction between 2 or more ppl

Role of OB OB offers various ideas to align human behavior to achieve orgn goals. Since interaction of people is involved study of HB patterns is very necessary.

Managers must understand the behavior patterns to modify, align them to achieve orgn goals.
Controlling and directing human behavior Understanding human behavior Organizational adaptation.

Levels of OB Analysis

Individuals Groups Individuals Structures

It provides analyzing as to why and how a

particular individual behaves in a particular situation. HB is a complex phenomenon and affected by large no. of factors.

Paired relationship Based on interpersonal interactions. Effect of socialization Peers and superiors relationships. This study is inevitable in an organization. TA, role analysis, Reciprocal relationships are

a few methods to understand.

Group becomes a shaping tool for the

interpretation of individual behavior. Group view modifies individual behavior. Research in group dynamics contributes to OB and shows how it behaves in different conditions: cohesion, procedures, communication, membership. Helps in moral building and productivity of organization

Intergroup relations are in form of competition and cooperation.

Controlling and directing human behavior: Require to achieve orgn objectives. 1. Use of power and sanction: power capacity to take decisions 2. Leadership: quality of leaders to direct and control behavior. 3. Communication: effective communication helps in clarity. 4. Organization climate: helps in motivating a providing a better working environment.
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 Liberalization resulted into free economy. Leads to competition and orgn change. Globalization Expatriates problems Change behavior to adjust and fit in system

Challenges and Opportunities for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with Temporariness Working in Networked Organizations Helping Employees Balance Work-Life

Conflicts Creating a Positive Work Environment

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Responding to Globalization
Working in International Countries Working with Multicultural Diversity

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Responding to Globalization
Increased foreign

assignments Working with people from different cultures Coping with anticapitalism backlash Overseeing movement of jobs to countries with low-cost labor Managing people during the war on terror
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Managing Workforce Diversity

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Managing Workforce Diversity

The people in organizations are becoming

more heterogeneous demographically

Embracing diversity Changing U.S. demographics Changing management philosophy Recognizing and responding to differences

See E X H I B I T 14

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Improving Quality and Productivity

Total Quality Management Corporate Reengineering

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Improving People Skills

Concepts and Theories Workplace Skills Personal Insight
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Empowering the Workforce

Managers Are Giving Up Controls Workers Are Accepting Responsibility
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Coping with Temporariness

The Nature of Work Is Changing Organizations Are Also Changing
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Maintaining flexibility Improving quality Introducing new products and

services

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Provide in-house advisers Create protection mechanisms Write and distribute codes of ethics Give seminars, workshops, & training

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1. Cross cultural dynamics:

No single mgmt practice is applicable to all cultural

problems. Culture is a set of beliefs, attitudes, values that are shared by members of society. Hofstede study (idea)

---Power distance : need of power high power USAclear lines of authority. low power Japan flexible on authority lines ---Individualism : singular person workingUS

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2. Workforce diversity:
Extent of differences in age, caste, groups,

gender, race Orgn are heterogeneous in nature Special recruitment drives Recognize differences and give special attention Leads to pool of talent than discrimination. Results in creativity

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3. Increasing workforce aspirations

Employees work not only for high monetary

package but for a better conducive package. People lookout for openness , teamwork, QWL, Empowerment, flexible work schedules etc. Stimulate employees to work better and to attract talent for future requirements.

4. Increasing quality consciousness

Improved quality & services at competitive costs TQM, Kaizen, six sigma, ISO Adopt to policies to promote change for quality

control

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5. New Orgn designs:

Traditionally based on tall structures and

hierarchies with rigid departmentation, authority , parity. Eg. IT has led to new networks of suppliers, vendors, customers etc

6. Mergers and acquisitions:

Transfers and new defining of jobs &

responsibilities , change in career paths. Thus Challenge before manager is how to overcome these behavioral problems and integrate people of acquired co. with acquiring co. to make merger effective.
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Level III

Organization Systems Level Group Level Individual Level

Time
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Level II

Level I

Developing an OB Model
A model is an abstraction of reality: a

simplified representation of some real-world phenomenon. Our OB model has three levels of analysis
Each level is constructed on the prior level

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Autocratic Model:
Managerial orientation towards power. Managers give authority and employees follow

orders Result is dependent upon boss Organization process is formalized Employees needs are subsistent Based on theory X Represents traditional thinking useful in accomplishing performance Based on productivity

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Custodial model
Orientation towards use of money to pay for

employee benefits. Depends upon economic resources of orgn & ability to pay. Employees are highly dependent on orgn. They provide benefits of security needs & maintenance factors but fail to provide motivation Mostly used in family business. Employees not given authority to choose their rewards and benefits.

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Supportive model:
Depends upon managerial leadership. Supports employees in achievement of results. Focus in participation in DM. Employees understand responsibility Fulfill self actualization and self esteem needs Based on theory Y Employees are self motivated Manager role is to achieve result than keeping

supervision Effective in orgn with complex and affluence technology or special skills.

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Collegial model:

People having common goals Team concept Super-ordinate goals Employees are highly responsible Need little supervision and control

Situational variables prevailing are strong so no 1 model can be used .Models are constructed around need hierarchy.
Different needs for individuals Priorities changes with time Mostly supportive model is used as highly

conducive environment is given

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Autocratic Basis of modelPower Managerial orientation Employee orientation Authority Obedience

Custodial Economic resources Money Security & benefits Dependence on orgn Security Passive cooperation

Supportive Leadership Support

Collegial Partnership Teamwork

Job Responsible performance behavior Participation Self discipline

Employee Dependence psychological on boss result Employee needs met Subsistence

Status & recognition Awakened drives

Self actualization Moderate enthusiasm

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Performance Minimum result

Understanding Organizational Behavior

Individual Differences Fundamental Consistencies

Intuition

Systematic Study
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Productivity Absenteeism Turnover Organizational Citizenship Job Satisfaction

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The Dependent Variables

Individual

Group

Organization Culture Structure Design Technology Work Processes Selection Processes Training Programs Appraisal Practices
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Biographical Traits Communication Personality Values & Attitudes Ability Perception Motivation Individual Learning Decision Making Other Groups Conflict Power & Politics Group Structure Work Teams Leadership Decision Making

Summary and Managerial Implications

Managers need to develop their interpersonal

skills to be effective. OB focuses on how to improve factors that make organizations more effective. The best predictions of behavior are made from a combination of systematic study and intuition. Situational variables moderate cause-andeffect relationships which is why OB theories are contingent. There are many OB challenges and opportunities for managers today. 1-36
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