mgt 30525 - organizational behavior dr. k. a. s. p. kaluarachchi senior lecturer department of...

MGT 30525 - ORGANIZATIONAL BEHAVIOR

Dr. K. A. S. P. KaluarachchiSenior Lecturer

Department of Management and Organization StudiesFaculty of Management and Finance

University of Colombo

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At the end of this lesson, you will be able to:

Define the concept of OCIdentify basic features of OCIdentify levels of OCKnow about formation of OCKnow the role/functions of OCIdentify different types of OCKnow how managers can use OC

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The set of values of an organization that helps its members understand what the organization stands for, how it does things, and what it considers important

It is a system of shared values, assumptions, beliefs, and norms that unite the members of an organization

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It is a social glue that binds members of the organization together through shared values, symbolic devices, and social ideals

A system of shared meaning held by members that distinguishes the organization from other organizations

A collection of programming of minds (A software of minds) of the members of an organization

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It is the personality of an organizationIt is a shared meaning among membersIt develops through experiencesIt is accepted by other members to followIt is used to face and solve problemsIt is transferred from one generation to anotherIt is mainly a learned behavior

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OC

Level 1Artifacts

Level 2 Values

Level 3Assumptions

Symbols- the physical and social work environment that are the most visible and accessible

Personal enactment-behavior that reflects the

organization’s values

Ceremonies - Relatively elaborate sets of activities that are enacted time and important occasions

Rites- unite diverse groups or teams within the

organization and renew commitment to the larger organization (picnic)

Stories - Stories about how the company deals with crisis situations

Rituals-organizational practices that are repeated over and over

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Nature Reality Human natureHuman relationEnvironmentQuality

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Economic setting

Political/legalsettingEthnic

backgroundReligion

Societalculture

Owners/managersand employees

Personal Values/ethics

AttitudesAssumptionsExpectations

OC

Sets standardGoverns behaviorBinds people togetherGives identityDevelops social stability

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Has single source of power which spread throughout the organization

Highly depends on trust, empathy, and personal communication for its effectiveness

Needs few rules and less bureaucratic procedures

Control is exercised from the center Power basis is resource and charisma Ability to react quickly More interests in the end than the

means 1104/18/23

Bureaucratic, organizing principle is logic and rational

Strength lies in its functions or specialties

Control and coordination through small group of senior executives

Internal environment is dominated by rules and procedures

Promotion is based on satisfactory performance

Power base is position and expertise Ideal for stable situations

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Power is some what diffused on expertise

Focus on accomplishing job in hand

Flexibility, adaptability, individual autonomy, and mutual respect based on ability rather than age or status

Success in competitiveness and product life span hence constant innovation is necessary

More teamwork oriented 1304/18/23

Group of people decides for collective work

Structure like a clusterCollectively decided work

allocation, rules, and co-ordination

Complete autonomy, influence is shared, power base is expertise (professional associations)

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Group of people decides for collective work

Structure like a clusterCollectively decided work

allocation, rules, and co-ordination

Complete autonomy, influence is shared, power base is expertise (professional associations)

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High Power Distance

Inequalities among people are considered desirableA greater reliance on those who hold powerCentralization is usual Subordinates are likely to be separated from their bosses (wide differences in salary, privileges, and status symbols

Low Power Distance

Less inequalities among people

Decentralization of activities is more likely

Subordinates to be consulted by superiors

Privileges and status symbols are less evident

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Individualistic

Ties between individuals are losing

Individuals are expected to look after themselves and their immediate family

Contract with employers are based on mutual advantages

Hiring and promotions are based on skills and rules

Collectivistic

People are integrated Cohesive groups Contract with

employer in moral terms

Hiring and promotion decisions on account of groups

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Weak UAPeople are motivated by esteem/ belongingness needsGreat tolerance of ambiguous situations People are hardworking only when they need to be precise and punctualPeople are comfortable with deviant and innovative ideas and behavior

Strong UA

Novelty is resistedMotivated by security Fear of ambiguous situationsFeeling of time is moneyEmotional need to be busyPrecision and punctuality

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MasculinitySocial gender roles are clearly distinctMen supposed to be assertive, tough, and focused on material success Women supposed to be more modest, tender, and concerned with quality of lifeManagers are expected to be decisive and assertiveGreat emphasis is placed on competition among colleagues

FemininitySocial gender roles overlapBoth men and women supposed to be modest, tender, and concerned with quality of lifeManagers use intuition and strive for consensusStress on equality, solidarity, and quality of work life

To support the organization’s business strategy

To prescribe acceptable ways of managers to interact with external parties

To make staffing decisions To set performance criteria To guide the nature of acceptable

interpersonal relationships in the organization

To select appropriate management style

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Thank you very much!

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