What is Organizational Behavior?

1. What is Organizational Behavior? Organizational Behavior is the study of human behavior in the workplace, the interaction between people and the organization with the intent to understand and predict human behavior.

2. Organizational Behavior - systematic study of the actions and attitudes that people exhibit within organizations

3. Is organizational behavior really just common sense ? • When employees are happy workers are more productive . (T/F) • Friendly, trusting, and approachable bosses can motivate their workers. (T/F) • Leaders who exhibit a stable behavior, regardless of the situations faced, make the best leaders. (T/F) • Experiences have shown us that interviews where the interviewer leads with “tell me about yourself” are very effective selection methods. (T/F)

4. Organizational Behavior • A challenging job appeals to everyone. (T/F) • When people feel a little intimidated, they will work harder and do their best. T/F • Nonspecific goals allowing individuals to work at their own pace will motivate individuals to work harder. T/F • Money is a motivator for all employees. T/F • Most people are much more concerned about their own salaries than they are about the salaries of others. T/F • Conflict has a negative effect on work group effectiveness. T/F

5. The field of OB seeks to replace intuitive explanations with systematic study

6. Systematic study - The use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect

7. Basic concepts in OB Nature of People • Individual Difference • Perception • Whole person • Motivated behavior • Desire for involvement • human Dignity

8. Basic concepts (contd….) Nature of Organisation • social systems Formal / Informal • Organisational structure • Culture

9. Role Perceptions Motivation Ability Situational Contingencies Model of Individual Behavior Individual Behaviour and Performance

10. Organizational Behavior • Human behavior depends on contingencies. • Behavior can be predicted, but you have to understand the circumstances. • Understanding circumstances and predicting behavior require a systematic study.

11. Independent Variables Dependent Variables Basic OB Model Organizational Level PRODUCTIVITY ABSENTEESIM Group Level TURNOVER Individual Level JOB SATISFACTION

12. Productivity Absence Turnover Human output Satisfaction Organizational commitment Workplace interaction Basic OB Model Human resource policies and practices Organization Work design Organizational structure and culture and design technology Organization Systems Level Group Change and Leadership decision making stress Group Work Communication structure teams Other Power and Conflict groups politics Group Level Biographical characteristics Personality Perception Motivation Values and attitudes Individual decision making Human Individual Differences Ability input Individual Level

13. Behavioural Contribution Unit of Output science analysis Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Psychology Performance appraisal Attitude measurement Employee selection Work design Work stress Individual Group dynamics Work teams Communication Power Conflict Intergroup behaviour Sociology Formal organization theory Study of Organizational technology Organizational Group Organizational change Behaviour Organizational culture Behavioural change Attitude change Social psychology Communication Group processes Group decision making Organization system Comparative values Comparative attitudes Cross-cultural analysis Anthropology Organizational culture Organizational environment Conflict Political science Intraorganizational politics Power OB Discipline

14. Psychology Sociology The Study of Organizational Behavior Social Psychology Anthropology Political Science Chapter 1

15. Contributing Disciplines Sociology studies people in relation to their fellow human beings Psychologyseeks to measure,explain, and change behavior Social psychologyfocuses on the influence of peopleon one another Political science is the study of the behavior of individuals and groups within a political environment Anthropologyis the study of societies to learn about human beings and their activities

16. Goals of Organizational Behavior • Explain, predict, and control human behavior

17. Different Models of OB • Autocratic : Formal Authority Might is right , Punishment • Custodial : Economic Rewards good Working/Living condition • Supportive: Leadership Supporting in job Performance • Collegial : Each employee contributes Team

18. History of Organizational Research • Scientific management • Classical bureaucracy • Principles of organization • Industrial psychology • Human relations movement • Neo-human relations • Systems approach • Contingency approach • Quality management

19. Two Overarching Perspectives About Management Historical: includes three viewpoints—classical, behavioral, & quantitative Contemporary: also includes three viewpoints—systems, contingency & quality-management

20. Behavioral Viewpoint Emphasis on importance of understanding human behavior & motivating & encouraging employees toward achievement Early Behaviorists Proponents: Hugo Munsterberg, Mary Parker Follet, Elton Mayo Classical Viewpoint Emphasis on ways to manage work more efficiently Administrative Management Concerned with managing the entire organization Proponents: Henry Taylor Max Weber Quantitative Viewpoint Applies quantitative techniques to management Management Science Focuses on using mathematics to aid in problem solving and decision making Scientific Management Emphasized scientific study of work methods to improve productivity of individual workers Proponents: Frederick W. Taylor Frank & Lillian Gilbreth Human Relations Movement Proposed better human relations could increase worker productivity Proponents: Abraham Maslow Douglas McGregor Operations Management Focuses on managing the production and delivery of an organization’s products or services more effectively Behavioral science approach Relies on scientific research for developments theory to provide practical manager tools The Historical Perspective

21. Evolution of OB 1800:Recognition of Human Element in Org Robert Oven 1835: Sick-medical facilities –Andrews 1911: Scientific Management –F.W. Taylor 1920: Hawthorne studies –Elton Mayo 1930: Great Depression 1945:Post-war-great momentum 1950: Fad 1960:Human Side of Enterprise-XY Theory Welfare Era 1980: HR Era

22. Hawthorne Studies Elton Mayo & the Supposed Hawthorne Effect • In later experiments, variables such as wage levels, rest periods and length of the work day were varied • Worker performance seemed to increase over time leading Mayo and his colleagues to hypothesize the Hawthorne Effect • That employees worked harder if they received added attention, if they thought managers cared about their welfare and that supervisors paid attention to them • They succeeded in drawing attention to the “social man” and how managers using good human relations could improve worker productivity Elton Mayo and his colleagues conducted studies at Western Electric’s Hawthorne Plant and began with an investigation to see if different lighting affected workers’ productivity

23. Human Relations School Hawthorne Studies • Illumination Study - Hawthorne effect: workers felt important because they were observed • Bank Wiring Room Study - individual behavior motivated by influence of groups • Conclusions: - economic rewards didn’t totally explain behavior; - workers respond to groups norms, social pressures • observation

24. Human Relations School Conclusions: • People are essentially social beings • Non economic rewards play a central role • Informal organization is important • High job specialization does not increase efficiency • Communication, participation and democratic leadership are important

25. Challenges and Opportunities for OB: A Managerial Perspective Chapter 1

26. Improving Quality and Productivity Customer Focus Continuous Improvement Organizational Improvement Accurate Measurement Employee Empowerment Chapter 1

27. Motivation Improving People Skills Communication Teamwork Chapter 1

28. Workforce Diversity Chapter 1

29. Managing Diversity Workforce diversity -organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation

30. Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.

31. The Challengeof Globalization Working in Foreign Countries Working with Multicultural Diversity Chapter 1

32. Empoweringthe Workforce Managers Are Giving Up Controls Workers Are Accepting Responsibility Chapter 1

33. Coping with“Temporariness” The Nature of Work Is Changing Organizations Are Also Changing Chapter 1

34. DecliningEmployee Loyalty Workforce Motivation Global Competition Chapter 1

35. Improving Ethical Behavior Provide in-house advisers Create protection mechanisms Write and distribute codes of ethics Offer seminars, workshops, and training Chapter 1

36. Limitations 1.Descriptive not Prescriptive 2.Fad 3.Not Improved Industrial Relations 4.Selfish & Exploitative