ORGANIZATION THEORY &
BEHAVIOR
FOUNDATION OF ORGANIZATION BEHAVIORDEFINITION OF AN ORGANIZATION
DEFINITION OF ORGANIZATION BEHAVIOR
ASSUMPTIONS
ITS SIGNIFICANCE FOR EFFECTIVENESS
TRENDS
RESEARCH FOUNDATIONS
ORGANIZATION???
DEFINITION OF ORGANIZATION
• CONSCIOUSLY COORDINATED SOCIAL UNIT
• COMPOSED OF 2 0R MORE PEOPLE
• CONTINUITY
• COMMON GOAL
ORGANIZATION
HUMAN BEHAVIOR IN ORGANIZATION SETTINGS
INDIVIDUAL ORGANIZATION INTERFACE
ENVIRONMENT
ENVIRONMENT
ORGANIZATIONAL PARTICIPANTS
ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL ENVIRONMENT
COGNITIVE REPRESENTATION OF REALITY HELPS GUIDE OB
PARTICIPANTS CONTROL THEIR OWN BEHAVIOR TO THE EXTENT THAT THEY RELY ON COGNITIVE SUPPORTS & MANAGE RELEVANT ENVIRONMENTAL CUES & CONSEQUENCES
MOST COMPLEX BEHAVIOR ACQUIRED BY DIRECTLY OBSERVING & IMITATING OTHERS IN SURROUNDING ENVIRONMENT
ORGANIZATIONALGOALS
INDIVIDUAL TASKS
TEAM ROLES
? ? ? ?• Is ORGANIZATION nothing but an aggregate of
individuals?
• If so then – is ORGANIZATION behavior all about individual differences?- Differences in values, beliefs, perception, personality, motivation
• What about differences in goals, strategies, systems , structure in an ORGANIZATION-do these bring about a distinctive ORGANIZATION behavior
AN ORGANIZATION WOULD THEREFORE HAVE
• A GOAL-OBJECTIVE
• STRUCTURE-BOUNDARIES & ROLE
• STRATEGIES & SYSTEMS
• CULTURE, CUSTOMS, VALUES-DETERMINING BEHAVIOR
GOAL
CULTURE
SYSTEMS STRUCTURE
STRATEGIES
FUNCTIONS-TASKS/ACTIVITIES-WHAT & WHY?
PROCEDURES-HOW?
ROLES & RESPONSIBILITIES
WHO?
CORE VALUES
VISION -MISION
HOW ORGANIZATION ACHIEVES ITS GOAL?
M A N P O W E R M A C H IN E S M O N E Y
O R G G O A LA N N U A L P L A N
ORGANIZATIONAL PROCESSES
MANAGEMENT FOR ORG EFFECTIVENESS
• MANAGERIAL FUNCTIONS- Planning, Organizing, Leading & Controlling
• MANAGERIAL ROLES-Interpersonal , Information, Decisional
• MANGERIAL SKILLS-Technical, Human & Conceptual
Org Effectiveness
O B
Generalization of human behavior
Certain consistencies in human behavior
DEFINITION
• ORGANIZATION BEHAVIOR CAN BE DEFINED AS A FIELD OF STUDY THAT INVESTIGATES THE IMPACT THAT INDIVIDUALS , GROUPS AND STRUCTURE HAVE ON BEHAVIOR WITHIN ORGANISATION, TO ENABLE APPLYING THIS KNOWLEDGE TOWARDS IMPROVING ORGANIZATIONAL EFFECTIVENESS
DEFINTION-OB
• STUDY OF BEHAVIOR OF INDIVIDUALS WITHIN WORKGROUPS , INCLUDING AN ANALYSIS OF THE NATURE OF GROUPS, THE DEVELOPMENT OF STRUCTURES BETWEEN AND WITHIN WORKGROUPS AND THE PROCESS OF IMPLEMENTING CHANGE
DETERMINANTS OF OB
• INDIVIDUALS.
• GROUPS.
• STRUCTURE. OB APPLIES KNOWLEDGE GAINED ABOUT
INDIVIDUALS, GROUPS & THE EFFECT OF STRUCTURE ON BEHAVIOR TO MAKE THE ORGANIZATION MORE EFFECTIVE.
SIGNIFICANCE OF OB
• INDIVIDUAL BEHAVIOR & PERFORMANCE AT WORK
• GROUP WORKING-NORMS & BEHAVIOR
• STRUCTURE OF ORGANIZATION
• ORGANIZATION DESIGN
• MANAGING CHANGE
OB EMPHASIS
• BEHAVIOR AS RELATED TO JOBS & COMPETENCIES WORK –JOB DESIGN PERFORMANCE & PRODUCTIVITY ABSENTEEISM EMPLOYMENT TURNOVER
OB LINKAGES TO ORG GOAL
• PERSONALITY, PERCEPTION, SKILL & ATTITUDE DEVELOPMENT
• LEARNING
• MOTIVATION
• LEADER BEHAVIOR & POWER
• INTERPERSONAL COMMUNICATION
• GROUP STRUCTURE & PROCESSES
• WORK DESIGN, CONFLICTS & STRESS
• CHANGE PROCESSES
OB & BEHAVIORAL SCIENCE
• OB concerned with a whole gamut of :– units ( individuals, roles, dyads, teams and org)– Interfaces ( interpersonal, inter team and org
environment)
Each deserve independent understanding and study and hence foundation of OB is multidisciplinary
Behavioral Science Sources of OBOrg unit Topic Relevant Behavioral Science
INDIVIDUAL Motivation, Perception
Personality, Personal effectiveness
Decision Making
Inter Personal styles, Attitudes
PSYCHOLOGY
ROLE Role Effectiveness
Leadership
Work Motivation
Role Stress and burnout
Coping
SOCIOLOGY & PSYCHOLOGY
TEAMS & INTER TEAMS
Team effectiveness
Leadership, Conflict Management
Consensus Building, Collaboration
PSYCHOLOGY
ORGANISATION Org Culture, Org climate, Org Communication,Org Learning, Org Change, Org Dev,
Power & Politics,
Cross Cultural Org
PSYCHOLOGY
POLITICAL SCIENCE
ANTHROPOLOGY
CONTEXT Societal culture, Values
Positive Thinking, Learning
ANTHROPOLOGY
PSYCHOLOGY
MANAGING FOR EFFECTIVENESS
INDIVIDUAL LEVEL OUTCOMES
ORG LEVELOUTCOMESTEAM LEVEL OUTCOMES
PRODUCTIVITYPERFORMANCEABSENTEEISMTURNOVERATTITUDESSTRESS
PRODUCTIVITYPERFORMANCENORMSCOHESIVENESS
PRODUCTIVITYABSENTEEISMTURNOVERFINANCIAL PERFORMANCESURVIVALCONSTITUENT SATISFACTION
TRACING HISTORY OF ORGANIZATIONAL RESEARCH
CONCEPT PIONEERS PHILOSOPHY OB ATTRIBUTES
SCIENTIFIC MANAGEMENT
FREDERICK TAYLOR (1911)
Time & Motion Studies. Finding most efficient way
Maximize Cost , Task specialization, maximize output
PRINCIPLES OF MANAGEMENT
HENRI FAYOL ( 1916-25) Management Principles
Training in use of Principles
Order, Equity, Division of work, Discipline
HUMAN RELATIONS ELTON MAYO (1933) Psychological factors-Job Satisfaction, Team work
Paying attention to worker needs & satisfaction
DECISION MAKING HERBERT SIMON (1947) Bounded Rationality
Optimization of Goals
Hierarchy o Goals , Effective use of resources
SOCIO-TECHNICAL E L TRIST & K W BAMFORTH (1951)
Social Systems view means that organization is an open system
Fit between social & technological factors
BEHAVIOR DOUGLAS Mc GREGOR
(1961) RENSIS LIKERT (19670
Individual needs & importance of participative management
Cohesiveness, Loyalty, commitment & Employer Management system
STRATEGIC MANAGEMENT
ALFRED CHANDLER (1962)
Establish Strategy , then Structure is established
Strategy/Structure fit need to adapt to environmental changes
TRACING HISTORY OF ORGANIZATIONAL RESEARCH-Contd
CONCEPT PIONEERS PHILOSOPHY OB ATTRIBUTES
CONTINGENCY P R LAWRENCE & J W LORSCH ( 1967)
Structure firm to meet environmental demands
Integration fit
QUALITY DEMING(1971)
& JURAN ( 1974)
How to detect & eliminate defects
Instill pride in quality’
Focus on customer satisfaction
ENPOWERNMENT 1984
PROACTIVE PERFORMANCE
1987 Responsiveness to change , Need for Social Support
EMERGING PERSPECTIVES IN OB
• SYSTEMS APPROACH
• CONTINGENCY PERSPECTIVE
• INTERACTIONALISM
SYSTEMS APPROACH
• VIEWS ORGANIZATION AS A SET OF INTERRELATED ELEMENTS FUNCTIONING AS A WHOLE
TRANSFORMATION TECHNOLOGY
INPUTS- material, human, financial, international
OUTPUTS
Product/Service
Profit/Losses
Employee behavior
FEEDBACK
CONTINGENCY APPROACH
• SUGGESTS THAT IN MOST ORGANIZATIONS SITUATIONS & OUTCOMES ARE CONTINGENT ON , OR INFLUENCED BY, OTHER VARIABLES
ORG PROBLEMS/SITUATIONS
CONTINGENT WAYS OF RESPONDINGORG PROBLEMS
EVALUATE IN TERMS OF THE SITUATION,
WHICH THEN SUGGEST
CAUSE & EFFECTWAY
OF RESPONDING
UNIVERSAL APPROACH
CONTINGENCY APPROACH
INTERACTIONALISM
• INDIVIDUALS AND SITUATIONS INTERACT CONTINUOSLY TO DETERMINE INDIVIDUALS’ BEHAVIOR
INDIVIDUALS
SITUATIONS
BEHAVIOR
POPULAR PRESS
• ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS.
• THEORY Z, EMOTIONAL INTELLIGENCE, REENGINEERING, CORPORAT E CULTURES, IN SEARCH OF EXCELLENCE ETC.
Contribution of OB
• Main contribution is in the understanding and using processes, which can also be defined as the underlying behavioral dimensions of any unit of the organisation
PROCESS
• The main processes concern the – Individual( existential processes)
– Inter person (empathic processes)
– The role ( coping processes)
– The group ( collaboration processes)
– Organisation ( growth processes)
– Organisation interface ( influence processes)
– Community ( social awareness
– Society ( value processes)
OB- CHALLENGES &TRENDS
• Paradigm shift------?
• GLOBALISATION- Creating a global village• INFORMATION AGE-IT• TOTAL QUALITY MANAGEMENT• DIVERSITY & CULTURAL ISSUES• REENGINEERING
OB- CHALLENGES &TRENDS
• ENPOWERING EMPLOYEES- shift from• Management control• COPING WITH CHANGE & TEMPORARINESS-
Stability of Flexibility• STIMULATING INNOVATIVENESS & CHANGE• CORPORATE VALUES & ETHICS
OB- CHALLENGES &TRENDS
• STIMULATING INNOVATIVENESS & CHANGE.
• CORPORATE VALUES & ETHICS.• WORK FORCE DEMOGRAPHICS-Age, Gender,
Ethnic Composition.• WORK PLACE ISSUES- Employee Privacy,
Employee rights, Unionization.• Improving Employee Skills.
OB MODELSCOGNITIVE, BEHAVIORISTIC & SOCIAL LEARNING THEORETICAL FRAMEWORKS USED TO DEVELOP OB MODEL
AUTOCRATIC CUSTODIAL SUPPORTIVE SUPERLATIVE
(COLLEGIAL)
BASIS OF MODEL
Power Economic Resources
Leadership Partnership
Managerial orientation
Authority Money Support Teamwork
Employee Orientation
Obedience Security Benefits
Job Performance
Responsible Behavior
Employee psychological result
Dependence on Boss
Dependence on Organization
Participation Self Discipline
Employee need met
Performance result
Subsistence
Minimum
Security
Passive cooperation
Status & Recognition
Awakened drivers
Self Actualization
Moderate enthusiasm
Basic framework for understanding organizational behavior
INDIVIDUAL PROCESSES
•Individual differences
•Attitudes/Attitude formation
•Learning /Reinforcement
•Motivation
ENHANCING INDIVIDUAL
& INTERPERSONAL PROCESSES
Goal setting/Rewards
Job Designation/Participation
Performance Appraisal
Stress
Decision Making/ Creativity
INTERPERSONAL PROCESSES
Group Dynamics
Inter group dynamics
Leadership/Influence
Power/Politics/Conflict
Interpersonal Communication
INTEGRATING INDIVIDUALS, GROUPS & ORGANIZATIONS
•Change/development
•International Issues
•Career Dynamics
ORGANIZATIONAL PROCESSES & CHARACTERISTICS
Organization Structure
Environment/technology
Organization Design
Organization Culture
MANAGERIAL CONTEXT
Managing People & Organizations
ORGANIZATIONAL EFFECTIVENESS