Introduction to organizational behavior OB Chapter 1

1. ORGANIZATIONAL
BEHAVIOUR
INTRODUCTION
“The stellar universe is not so
difficult of comprehension as the
real actions of other people.”
Shariq Ch
Shari_ch400@live.co.uk
+92 313 8577400

2. Session plan
1. Management Thought and OB
2. Individual Behaviour
3. Attitudes, Values and Job Satisfaction
4. Perception
5. Personality
6. Emotional Intelligence
7. Motivation
8. Group and Teams
9. Communication
10. Leadership
11. Power, Authority and Politics
12. Conflict and Collaboration
13. Stress Management
14. Organizational Structure
15. Organizational Culture
16. Organizational Change Shariq Ch

3. Session 1:
Management Thought and OB
 Learning Outcomes
 Definition of Management
 Approaches to Management: Classical, Behavioral,
Quantitative
 Management Principles of Taylor, Weber, Fayol
 Hawthorne Studies
 Fields contributing to OB
 Managers’ roles and functions
 OB in the context of globalization
 Workforce diversity
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4. Organization
 A consciously coordinated social unit or a systematic
arrangement composed of 2 or more people, that
functions on a relatively continuous basis 2 achieve or
accomplish some specific purpose, common goal or
set of goals.
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5. Common chrcts of all org.s
ii. people
iii. structure
i. Goals/purpose
A
B
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6. What Is Management?
’God gave all the easy problems to the physicists. Human beings
are complex’
 The process of getting things done, effectively
& efficiently, thru n with other people.
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7. Approaches to Management
 Classical: Scientific (Taylor; best way to do a job);
Administrative (Fayol; one best way to organize);
Bureaucratic (Weber; Rational & Impersonal)
 Behavioral: Applies social science in an organizational
context. Hawthorne Experiments & Motivational theories
 Quantitative: a systematic and scientific approach to
decision making and problem solving through the use of
quantitative, statistical or mathematical models which help
to understand the problems better and enable to make a
calculated, informed and reasoned judgment in complex
situations and environments that may involve uncertainty
and conflict.
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8. Scientific Mgmt (1900s in USA)
(F.W.Taylor-father of Scientific mgmt)
 Sc mgmt is based on 5 principles (1911):
1. Sc n not rule of thumb method
2. Scientific selection n trng of work
3. Co-operation bet labor n mgmt- Mntl rvlutn for gp harmony
4. Maximum output n not restricted output
5. = ÷ of responsibility-mgmt for plng n orgng; workers for execution
 Techniques of Sc mgmt(2 put the above philosophies in action):
• Scientific task setting- std task which av worker should do during a
working de (fair day’s work)
• Work study- method study, motion study, time study/work measurement,
fatigue study (mental or physical )
• Plng the task- w.r.t. type, qlty n qty of products 2 b produced
• Standardization- of tools, cost sys etc for stdisd work env
• Sc selection n trng- so as 2 have rt men at rt job
• Differential piece wage plan- if a worker finishes work within std
time/produces more than std output within the std time he will b given a
higher piece rate vs below std a lower piece rate
• Specialization – functional foremanship
• All this saved cost n energy apart from all the above benefits
 Criticism:
• Workers as m/cs
• ÷ of work led 2 boredom n monotony
• It tried 2 weaken TU
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9. Max Weber’s Ideal Bureaucracy
 Job specialization
 Authority hierarchy
 Formal selection
 Formal rules and regulations
 Impersonality
 Career orientation
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10. Fayol’s 14 principles
1. Division of work
2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual interests to the general interests
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Espirit de Corps
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11. HRs Movement (1924-1933)
(Experiments conducted by Elton Mayo (father of HR movement),
a psychologist n Roethlisberger, a sociologist of Harvard with
Dickson at Hawthorne plant of Western Electric Company,
Chicago, a manufacturer of telephones)
 Experiments:
 Illumination Experiment (1924-1927): conducted by George Pennock
 Relay Assembly Test Room experiment (1927-1932): effects of fatigue + rest
etc
 Interviewing Prog (1928-1931)- ≥12,000 employees interviewed
 Bank Wiring Observation Room Experiment (1931-1932)- gp of 14 workers.
Individual wage +bonus based on gp effort
 Conclusions:
 The amount of work 2 b done by the worker is not determined by his physical
capacity but by the social norms thus org is a social sys.
 Employees were not only eco beings (money not the only motivator) but
social n psychological beings as well
 Non eco rewards n sanctions play a significant role in influencing behavior of
employees
 Gnrly workers do not act or react as individuals but as members of gp so gp
dynamics
 Informal leaders play an important part in setting n enforcing the gp norms
 ………….Hawthorne Effect Shariq Ch

12. Organizational Behaviour, OB
 A field of study that investigates the impact that
individuals, gps n str. have on behavior within org.s,
for the purpose of applying such knowledge toward
improving an org’s effectiveness.
 i.e. replacing intuition/gut feeling with systematic
study.
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13. Contributing disciplines to the OB field
 Psychology-at the individual or micro level of
understanding
 Sociology
 Social psychology
 Anthropology
 Political Sc
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14. OB Model
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Organizations sys level
Gp level
Individual level

15. OB Model
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Individual
level
Group
level
Organization system
level
Personality
Perception
Learning
Values
Attitudes
Motivation
Group Dynamics
Leadership
Power & Politics
Communication
Conflict
Culture
Structure
Change
Organizational-
Development
Organisational
Effectiveness
(dependent variable)
•Productivity
•Absenteeism ↓
•t/o ↓
•Deviant workplace
behavior
•Organizational
citizenship behavior
(OCB)
•Satisfaction
Independent variables

16. What r the mgmt Functions?
(POSDCORB by Gulick n Urwick )
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Achieving
the org’s
stated
purpose
Organizing
Determining what tasks r to b done ,
Who is to do them,
How the tasks r to b gpd,
Who reports to whom n
Where decisions r 2 b made.
Plng
Defining goals, establishing
strategy
N developing plans to
Coordinate activities
Ctrlg
Process of monitoring
performance,
Comparing it with goals n
correcting any
Significant deviations.
Leading
Motivating employees,
directing the activities of
others,
Selecting the most effective
comm channel
N resolving conflicts.

17. Katz-mgmt functions n mgrl level
(all functions r performed at all levels of mgmt the amount of time devoted
to each function varies for each mgmt level)
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Mgrl type of work
Non mgrl type of work
Operating mgmt Middle mgmt Top mgmt
%ageofthejob
foreman
Unit mgrs
supervisor
superintendents
Departmental mgrs
Plant mgrs
VP
president
BOD

18. Mintzberg’s mgrl roles (10)
Role Identifiable activities
IPR
Figurehead Greeting visitors, signing legal doc
Leader Performing virtually all activities that involve employees
Liaison Acknowledging mail, doing ext board work, performingother
activities that involve outsiders
Informational
Monitor Reading periodicals n reports, maintaing personal contacts
Disseminator Holding informational meetings, making calls to relay info
Spokesperson Holding board meetings, giving info to the media
Decisional
Entrepreneur Organizing strategy n review sessions to dev new programs
Disturbance handler Strategy n review that involves disturbances n crises
Resource allocator Scheduling, requesting authorization, performing any activity that
involves budgeting n the programming of employees’ work
Negotiator Participating in union contract negotiations or in those with suppliers
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19. Challenges or opportunities for OB in the context of globalization
 Integration of economies/ ∆ing intl env
 Outsourcing
 Global benchmarking
 ∆ in mgmt style-knowledge mgmt
 ∆ing needs n expectations of customers
 Changes in industrial policy/ workforce profile/ diversity/ psycho-socio worker
 Change in education n skill level
 Wisdom worker n Age gp n aspirations of workers
 Mobility of professionals
 Technological advances-ITES hence need for knowledge capital, obsolescence of
present skills
 Changes in PEST
 Recession-right sizing
 Empowering people
 Stimulating innovation n ∆. Coping with temporariness of jobs n their design
 Working in networked org
 Bal Work/Life conflicts
 Terrorism
 Improving ethical behavior
 There r few absolutes in OB-the concepts must reflect situational or contingency
conditions. Contingency variables r situational factors /variables that moderate the
relationship bet 2 or more other variables. Shariq Ch

20. Management of Work Force Diversity
 WFD: the concept that organizations are becoming more heterogeneous
in terms of Age, Gender, Culture, race, ethnicity and inclusion of other
diverse gps. Eg women, people of color, differentially abled, Sr citizens
etc. hence no longer ‘When in Rome do as Romans Do’ for intranational
diversity.
 Org need 2 learn 2 value n respect diverse cultural styles n behaviours
thus no longer a melting-pot approach
 Diverse teams enhance creativity n innovation, flexibility n rapid n diff
responses 2 changes
 Diversity training & Cross Cultural Mgmt
 Revamping benefits prog 2 accommodate diff needs of diff employees-
flexible work arrangements, child n elder care benefits
 Better comm n conflict mgmt needed
 Everyone’s the same there r diff diff r gud
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