mamonova mamonovamob lecture notes ppintroduction to ob

8/2/2019 Mamonova MamonovaMOB Lecture Notes PPIntroduction to OB

1/25

Evolution of

Organizational BehaviorBY

Abhiman Behera

Suresh Ojha

Amit kumar

Abhishek Tiwari

1


2/25

What is Organizational Behaviour?

2

OB is the study of human behavior,attitudes & performance within anorganizational setting

M&OB draws on theory, methods &principles from various disciplines to learnabout individual perception, values,learning capacities, action

M&OB analyzes the external environments

effect on the organization & its humanresources, missions, objectives and

strategies


3/25

Four Practical Reasons for Studying

Management Theories

Guide to action knowing management principles helpsyou develop a set of principles that will guide youractions

Source of new ideas being aware of variousperspectives can also provide new ideas when youencounter new situations

Clues to meaning of your managers decisions it canhelp you understand the focus of your organization,where the top managers are coming from

Clues to meaning of outside events finally, it mayallow you to understand events outside the organizationthat could affect it or you

3


4/25

Is Management an Art or a Science?

1. You observe events and gather facts2. You pose a possible solution or explanation

based on those facts3. You make a prediction of future events4. You test the prediction under

systematic conditions

4

Management can be approached deliberately,rationally, systematically. Thats what the scientific

method is, a logical process, embodying four steps:


5/25

History of Organizational Research

Scientific management

Administrative management

Principles of organization

Industrial psychology Human resources approach

Human relations movement

Quantitative approaches Systems approach

5


6/25


7/25

Panel 2.1: The Historical Perspective

7

Classical Viewpoint

Emphasis on ways to manage

work more efficiently

Scientific Management

Emphasized scientific study of work

methods to improve productivity ofindividual workers

Proponents:Frederick W. TaylorFrank & Lillian Gilbreth

AdministrativeManagement

Concerned with managing theentire organization

Proponents: Henry TaylorMax Weber

Behavioral science approach

Relies on scientific research fordevelopments theory to provide

practical manager tools

Behavioral Viewpoint

Emphasis on importance ofunderstanding human behavior &

motivating & encouragingemployees toward achievement

Early Behaviorists

Proponents:Hugo Munsterberg,Mary Parker Follet, Elton Mayo

Human Relations Movement

Proposed better human relationscould increase worker productivity

Proponents:Abraham MaslowDouglas McGregor

Quantitative Viewpoint

Applies quantitative

techniques to management

Operations Management

Focuses on managing theproduction and delivery of anorganizations products or

services more effectively

Management Science

Focuses on usingmathematics to aid in

problem solving anddecision making


8/25

Scientific Management

Scientific Management:emphasized the scientific study ofwork methods to improve theproductivity of individual workers

8

Two of its chief proponents wereFrederick W. Taylor,& Frank and Lillian Gilbreth


9/25


10/25

Scientific management

10

Study jobs systematically with a view toImproving the way tasks are performedSelect the best employees for the various jobs.Train the employees in the most efficient methods

Offer incentives(higher wages) to the most ableemployees and use piece-rate system of payment toencourage greater effort.Use rest pauses to combat fatigueEntrust to supervisor the task of ensuring thatemployees are using the prescribed methods


11/25

Administrative Management

AdministrativeManagement:concerned with managingthe total organization

11

Among the pioneering theorists wereHenry Fayol & Max Weber


12/25

Henry Fayol and the Functions

of Management

12

Planning

You set goals anddecide how toachieve them

Organizing

You arrange tasks,people, & other

resources toaccomplish the work

Leading

You motivate, direct &otherwise influence

people to work hard toachieve the

organizations goals

Controlling

You monitorperformance, compare it

with goals and takecorrective action as

needed

Henry Fayol was the first to systematize managementmanagement behavior he was the first to identify the majorfunctions of management: planning, organizing, leading,controlling, as well as coordinating


13/25

Fayols Principles of Management

1. Division of labour

2. Authority

3. Discipline4. Unity of command

5. Scalar chain

6. Equity7. Esprit de corps

13


14/25

Max Weber & the Rationality

of Bureaucracy

1. Division of labor2. A well-defined hierarchy of authority3. Formal selection4. Formal rules and procedures5. Impersonality6. Careers orientation

14

To Weber, a bureaucracy was a rational, efficientideal organization based on principles of logic.Good organizations should have six bureaucraticfeatures:


15/25

Classical bureaucracy

Hierarchy of authority

Rights and duties are attached to the variouspositions

Division of labour

Rules and procedures

Documentation in which info is recorded in writtenform

Technical competence

Separation of ownership from control

15


16/25

The Problem with the Classical Viewpoint

The classical viewpointtends to be too

mechanistic: it tendsto view humans ascogs within amachine, not taking

into account theimportance of humanneeds

16


17/25

Hawthorne Studies

1. In later experiments, variables such aswage levels, rest periods and length ofthe work day were varied

2. Worker performance seemed toincrease over time leading Mayo and

his colleagues to hypothesize theHawthorne Effect3. That employees worked harder if they

received added attention, if theythought managers cared about theirwelfare and that supervisors paidattention to them

4. They succeeded in drawing attentionto the social man and how managersusing good human relations couldimprove worker productivity

17

Elton Mayo & the Supposed HawthorneEffect

Elton Mayo and his

colleagues conductedstudies at Western Electrics

Hawthorne Plant and beganwith an investigation to seeif different lighting affectedworkers productivity


18/25


19/25

Human Resources School Conclusions:

People are essentially social beings

Non economic rewards play a centralrole

Informal organization is important

High job specialization does notincrease efficiency

Communication, participation anddemocratic leadership are important

19


20/25

The contemporary perspective: Three

Viewpoints

20

The System Viewpoint

Regards the organization as asystem of interrelated parts thatoperate together to achieve a

common purpose

The Contingency Viewpoint

Emphasizes that a managers approach

should vary according toI.e. becontingent onthe individual and

environmental situation

The Quality ManagementViewpoints

Three approaches

Quality Control

Strategy for minimizing errors by

managing each state ofproduction

Proponent:Walter Stewart

Quality Assurance

Focuses on the performance of

workers urging employees tostrive for zero defects

Total Quality Management

Comprehensive approachdedicated to continuous qualityimprovement, training, andcustomer satisfaction

Proponents:W. Edward Deming

Joseph M. Juran


21/25

Systems Approach

21

Social organizations are opensystems in that the input of energiesand the conversion of output into

further energy consists oftransactions between theorganization and its environment.


22/25

Open and Closed Systems

Open Systemcontinually interactswith its environment

Closed System has littleinteraction with its

environment; it receivesvery little feedback from

the outside

22


23/25

The Systems Viewpoint

The Systems Viewpointregards the organization as asystem of interrelated parts

By adopting this perspective

you can look at yourorganization in two ways

1. A collection of subsystemsparts making up the whole

system2. A part of the larger environment

23


24/25

Systems Approach

An organization consists of

- inputs (resources, energy, employees)

- a transformation process, directed by

organizational goals - outputs (products, services)

-feedbackfrom the environment

24


25/25

mamonova mamonovamob lecture notes ppintroduction to ob

Documents