1. ORGANIZATION THEORY & BEHAVIOR

2. FOUNDATION OF ORGANIZATION BEHAVIOR
DEFINITION OF AN ORGANIZATION
DEFINITION OF ORGANIZATION BEHAVIOR
ASSUMPTIONS
ITS SIGNIFICANCE FOR EFFECTIVENESS
TRENDS
RESEARCH FOUNDATIONS

3. ORGANIZATION???

4. DEFINITION OF ORGANIZATION
CONSCIOUSLY COORDINATED SOCIAL UNIT
COMPOSED OF 2 0R MORE PEOPLE
CONTINUITY
COMMON GOAL

5. INDIVIDUAL ORGANIZATION INTERFACE
ENVIRONMENT
HUMAN BEHAVIOR IN ORGANIZATION
SETTINGS
INDIVIDUAL ORGANIZATION
INTERFACE
ORGANIZATION
ENVIRONMENT

6. ORGANIZATIONAL PARTICIPANTS
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
ORGANIZATIONAL BEHAVIOR
ORGANIZATIONAL ENVIRONMENT
MOST COMPLEX BEHAVIOR ACQUIRED BY DIRECTLY OBSERVING & IMITATING OTHERS IN SURROUNDING ENVIRONMENT

7. ORGANIZATIONAL
GOALS
TEAM ROLES
INDIVIDUAL
TASKS

8. ? ? ? ? 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

9. AN ORGANIZATION WOULD THEREFORE HAVE
A GOAL-OBJECTIVE
STRUCTURE-BOUNDARIES & ROLE
STRATEGIES & SYSTEMS
CULTURE, CUSTOMS, VALUES-DETERMINING BEHAVIOR

10. GOAL VISION -MISION FUNCTIONS-TASKS/ACTIVITIES-WHAT & WHY? STRATEGIES
PROCEDURES-HOW?
STRUCTURE
SYSTEMS
ROLES & RESPONSIBILITIES
WHO?
CULTURE
CORE VALUES

11. HOW ORGANIZATION ACHIEVES ITS GOAL?
ORGANIZATIONAL PROCESSES

12. MANAGEMENT FOR ORG EFFECTIVENESS
MANAGERIAL FUNCTIONS- Planning, Organizing, Leading & Controlling
MANAGERIAL ROLES-Interpersonal , Information, Decisional
MANGERIAL SKILLS-Technical, Human & Conceptual
Org Effectiveness
O B
Certain consistencies in human behavior
Generalization of human behavior

13. 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

14. 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

15. 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.

16. SIGNIFICANCE OF OB INDIVIDUAL BEHAVIOR & PERFORMANCE AT WORK
GROUP WORKING-NORMS & BEHAVIOR
STRUCTURE OF ORGANIZATION
ORGANIZATION DESIGN
MANAGING CHANGE

17. OB EMPHASIS BEHAVIOR AS RELATED TO JOBS & COMPETENCIES
WORK –JOB DESIGN
PERFORMANCE & PRODUCTIVITY
ABSENTEEISM
EMPLOYMENT TURNOVER

18. 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

19. 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

20. Behavioral Science Sources of OB
Org 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
ORGANISATION
Org Culture, Org climate, Org Communication,Org Learning, Org Change, Org Dev,
Power & Politics,
Cross Cultural Org
POLITICAL SCIENCE
ANTHROPOLOGY
CONTEXT
Societal culture, Values
Positive Thinking, Learning

21. MANAGING FOR EFFECTIVENESS
ORG LEVEL
OUTCOMES
INDIVIDUAL LEVEL
OUTCOMES
TEAM LEVEL OUTCOMES
PRODUCTIVITY
ABSENTEEISM
TURNOVER
FINANCIAL PERFORMANCE
SURVIVAL
CONSTITUENT SATISFACTION
PRODUCTIVITY
PERFORMANCE
ABSENTEEISM
TURNOVER
ATTITUDES
STRESS
PRODUCTIVITY
PERFORMANCE
NORMS
COHESIVENESS

22. 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 ( )
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

23. 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

24. EMERGING PERSPECTIVES IN OB
SYSTEMS APPROACH
CONTINGENCY PERSPECTIVE
INTERACTIONALISM

25. SYSTEMS APPROACH FEEDBACK
VIEWS ORGANIZATION AS A SET OF INTERRELATED ELEMENTS FUNCTIONING AS A WHOLE
FEEDBACK
TRANSFORMATION
TECHNOLOGY
INPUTS- material, human, financial, international
OUTPUTS
Product/Service
Profit/Losses
Employee behavior

26. CONTINGENCY APPROACH
SUGGESTS THAT IN MOST ORGANIZATIONS SITUATIONS & OUTCOMES ARE CONTINGENT ON , OR INFLUENCED BY, OTHER VARIABLES
UNIVERSAL APPROACH
CAUSE & EFFECT
WAY
OF RESPONDING
ORG PROBLEMS/
SITUATIONS
CONTINGENCY APPROACH
ORG PROBLEMS
EVALUATE IN TERMS
OF THE SITUATION,
WHICH THEN SUGGEST
CONTINGENT WAYS
OF RESPONDING

27. INTERACTIONALISM
INDIVIDUALS AND SITUATIONS INTERACT CONTINUOSLY TO DETERMINE INDIVIDUALS’ BEHAVIOR
INDIVIDUALS
BEHAVIOR
SITUATIONS

28. ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS.
POPULAR PRESS
ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS.
THEORY Z, EMOTIONAL INTELLIGENCE, REENGINEERING, CORPORAT E CULTURES, IN SEARCH OF EXCELLENCE ETC.

29. 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

30. 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)

31. OB- CHALLENGES &TRENDS
Paradigm shift------?
GLOBALISATION- Creating a global village
INFORMATION AGE-IT
TOTAL QUALITY MANAGEMENT
DIVERSITY & CULTURAL ISSUES
REENGINEERING

32. OB- CHALLENGES &TRENDS
ENPOWERING EMPLOYEES- shift from
Management control
COPING WITH CHANGE & TEMPORARINESS-Stability of Flexibility
STIMULATING INNOVATIVENESS & CHANGE
CORPORATE VALUES & ETHICS

33. 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.
Individual ethics are personal beliefs of what is right & wrong. Social responsibility is the organization's obligation to protect and /or contribute to the social environment in which it functions.

34. OB MODELS
COGNITIVE, 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

35. 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
ORGANIZATIONAL PROCESSES & CHARACTERISTICS
Organization Structure
Environment/technology
Organization Design
Organization Culture
INTEGRATING INDIVIDUALS, GROUPS & ORGANIZATIONS
Change/development
International Issues
Career Dynamics
MANAGERIAL CONTEXT
Managing People & Organizations
ORGANIZATIONAL EFFECTIVENESS