ORGANISATIONAL BEHAVIOUR
PAPER: MBA1C11
AMIR JAFAR
Associate Professor
Aligarh Muslim University Centre
Jangipur, Murshidabad
UNIT I: Foundations of Organisational Behaviour
Concept of Organisation;
Meaning & systematic study of OB;
Developing an OB Model;
OB in a Global Perspective; and
Challenges & Opportunities for OB
•
A SOCIAL UNIT OF PEOPLE THAT IS STRUCTURED AND MANAGED TO MEET A NEED OR TO PURSUE
COLLECTIVE GOALS.
ALL ORGANIZATIONS HAVE A MANAGEMENT STRUCTURE THAT DETERMINES RELATIONSHIPS BETWEEN THE DIFFERENT ACTIVITIES AND THE
MEMBERS, AND SUBDIVIDES AND ASSIGNS ROLES, RESPONSIBILITIES, AND AUTHORITY TO CARRY OUT DIFFERENT TASKS.
ORGANIZATIONS ARE OPEN SYSTEMS--THEY AFFECT AND ARE AFFECTED BY THEIR ENVIRONMENT.
READ MORE: HTTP://WWW.BUSINESSDICTIONARY.COM/DEFINITION/ORGANIZATION.HTML
A CONSCIOUSLY COORDINATED SOCIAL UNIT, COMPOSED OF TWO OR MORE PEOPLE, THAT
FUNCTIONS ON A RELATIVELY CONTINUOUS BASIS TO ACHIEVE A COMMON GOAL OR SET OF GOALS.
Concept of Organisation
ORGANISATIONAL BEHAVIOUR: DEFINITIONS
S.P. Robbins: OB is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
Fred Luthans: OB can be defined as the understanding, prediction, and management of human behaviour in organizations.
McShane, Glinow, and Sharma: OB is the “study of what people think, feel, and do in and around organisations.” (2006, pp.4)
Schermerhorn, Hunt, and Osborn: OB is “the study of human behaviour in organisations. It is
multidisciplinary field devoted to understanding individual and group behaviour, interpersonal processes, and organisational dynamics.” (2005, pp.3)
Greenberg and Baron have defined organisational behavior as a “multidisciplinary field that seeks knowledge of behaviour in organisational settings by systematically studying individual, group and organisational processes.” (2003, pp.4)
Newstrom: OB is the “systematic study and careful application of knowledge about how people—
as individuals and as groups—act within organisations. It strives to identify the ways in which
people can act more effectively.”(2007, pp.3)
OB deals with the systematic study of human behaviour in organisations. The people in the organisations are considered from three distinct level of analysis- individual, group and organisational.
OB has a micro perspective, since it does not study the whole organisation. It only focuses on the human side of management.
OB is multidisciplinary in nature since it draws on a wide variety of social science disciplines.
Some of the contributing disciplines to the field of organisational behavior are- psychology, sociology, socio-psychology, anthropology, and political science.
OB seeks to improve organisational effectiveness and the quality of life at work (Greenberg &
Baron, 2003, pp.5).
The four goals of OB are to describe, understand, predict and control human behaviour at work. (Newstrom, 2007, pp.4)
The key forces affecting organisational behaviour are—people (individuals and groups);
structure (jobs, relationships); technology; and environment (government, competition, societal pressures).
The field of OB is guided by two straight-forward assumptions- first, OB recognizes that
organisations are dynamic and always changing, second, there is no one single best way to behave in organisations and those different approaches are called for in different situations (Greenberg & Baron, 2003, pp.8).
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EVOLUTION OF OB
Organizational Behaviour
Human Relations
Hawthorne Studies
Scientific Management
1900’s 1940’s 1970’s
Classical Organization Theory
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GOALS OF ORGANISATIONAL BEHAVIOUR
Explanation Control Prediction
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WHY DO WE STUDY OB?
To learn about yourself and how to deal with others
You will be a part of an organization, and will continue to be a part of various organizations
Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time
Some of you may want to be managers or entrepreneurs
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Aligarh Muslim University Centre Jangipur, Murshidabad
CONTRIBUTING DISCIPLINES TO THE OB FIELD
The Study of Organizational
Behavior
Psychology Sociology
Social Psychology Anthropology Political Science
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
Contributing Disciplines to the OB Field
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
Aligarh Muslim University Centre Jangipur, Murshidabad
Contributing Disciplines to the OB Field (cont’d)
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
Contributing Disciplines to the OB Field (cont’d)
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TOWARDS AN OB DISCIPLINE
Social psychology Psychology Behavioural
science Contribution Unit of
analysis Output
Anthropology Sociology
Political science
Study of Organizational
Behaviour
Organization system Learning
Motivation Perception Training
Leadership effectiveness Job satisfaction
Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Group dynamics Work teams Communication Power
Conflict
Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture
Conflict
Intraorganizational politics Power
Organizational culture Organizational environment Behavioural change Attitude change Communication Group processes Group decision making
Group
Comparative values Comparative attitudes Cross-cultural analysis
Individual
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
THE RELATIONSHIP OF OB TO OTHER CLOSELY RELATED DISCIPLINES
THEORETICAL
APPLIED
Organisation Development
(OD)
Human Resource Management
(HRM) Organisational Behaviour (OB) Organisation Theory
(OT)
MACRO
Source: Organizational Behavior, 10thEdition, Fred Luthans, McGraw Hill, 2005, pp.20
OB & Management
Organisational behaviour represents the human side of management, not the whole of management.
Other recognized approaches to management include the process, quantitative, systems, and contingency approaches.
OB does not intend to portray the whole of management.
OB helps the managers to develop their conceptual and
human skills (Luthans, 2005, pp. 21).
Contingency Variables
x y
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There Are Few Absolutes in OB
(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
Primary dependent variables
• A model is an “abstraction of the reality, or we can say that it is a simplified representation of some real world phenomenon.”
• Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor.
Productivity
Absenteeism
Turnover
Organizational citizenship
Job satisfaction
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Jangipur, Murshidabad
The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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Productivity (a performance measure that includes effectiveness and efficiency);
Absenteeism (the failure to report to work);
Turnover (the voluntary and involuntary permanent withdrawal from work);
Organizational citizenship (discretionary behaviour that is not a part of an employee’s formal job requirements but that nonetheless it promotes the effective functioning of an organisation);
Job satisfaction (a general attitude toward ones’ job); and
Deviant workplace behaviour (also known as antisocial
behaviour or workplace incivility, is the voluntary behaviour that violates the organisational norms and, in doing so,
threatens the well-being of organisational members.)
(Robbins & Judge, 2007, pp.27-31)
The Independent Variables
Independent Variables
Individual-Level Variables
Organization System-Level
Variables Group-Level
Variables
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
INDIVIDUAL-LEVEL VARIABLES
People enter organizations with certain characteristics that will influence their behaviour at work.
The more obvious of these are personal or biographical characteristics such as age, gender, and marital status;
personality characteristics; an inherent emotional
framework; values and attitudes; and basic ability levels.
There is little management can do to alter them, yet they have a very real impact on employee behaviour.
Four other individual-level variables: perception,
individual decision making, learning, and motivation.
Aligarh Muslim University Centre
Jangipur, Murshidabad
GROUP-LEVEL VARIABLES
The behaviour of people in groups is more than the sum total of all the individuals acting in their own way.
People behave differently in groups than they do when alone.
The behaviour of the group members are influenced by factors like—
acceptable standards of behaviour by the group members;
degree of attractiveness among the group members;
design of work teams;
communication patterns followed by the group;
leadership;
power and politics; and
levels of conflict (Robbins &Judge, 2007, pp. 32).
Aligarh Muslim University Centre
Jangipur, Murshidabad
ORGANIZATION LEVEL VARIABLES
Organizational behaviour reaches its highest level of sophistication when we add formal structure.
The design of the formal organization, work processes, & jobs;
the organization’s human resource policies & practices, and the internal culture, all have an impact.
Aligarh Muslim University Centre
Jangipur, Murshidabad
BASIC OB MODEL, STAGE I
Organization systems level
Group level
Individual level
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BASIC OB MODEL, STAGE II
Ability Human
input
Values and attitudes
Motivation Individual decision making
Personality Perception
Biographical characteristics
Leadership
Work design and technology Organizational
culture
Change and stress
Group decision making
Other
groups Conflict Power and
politics Work teams
Individual Level Group Level Organization Systems Level
Satisfaction
Organizational commitment
Turnover Absence Productivity
Workplace interaction Human
output Communication
Group structure Human resource
policies and practices
Organization structure and design
Individual Differences
(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
TODAY’S CHALLENGES IN THE WORKPLACE
Challenges at the Individual Level
Job Satisfaction
Empowerment
Behaving Ethically
Challenges at the Group Level
Working With Others
Workforce Diversity
Challenges at the Organizational Level
Productivity
Developing Effective Employees
Absenteeism
Turnover
Organizational Citizenship
Competition From the Global Environment
Managing and Working in a Global Village
Aligarh Muslim University Centre
Jangipur, Murshidabad
CHALLENGES FACING THE WORKPLACE
Workplace Organizational Level
• Productivity
• Developing Effective Employees
• Global Competition
• Managing in the Global Village
Group Level
• Working With Others
• Workforce Diversity
Individual Level
• Job Satisfaction
• Empowerment
• Behaving Ethically
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Jangipur, Murshidabad
CHALLENGES AND OPPORTUNITIES FOR OB: A MANAGERIAL PERSPECTIVE
Accurate Measurement
Organizational Improvement Continuous
Improvement
Employee Empowerment
Improving Quality and Productivity
Customer Focus
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Motivation
Improving
People Skills Communication Teamwork
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THE CHALLENGE
OF GLOBALIZATION
Working in Foreign Countries
Working with Multicultural
Diversity
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EMPOWERING
THE WORKFORCE
Managers Are Giving Up Controls
Workers Are Accepting Responsibility
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COPING WITH
“TEMPORARINESS”
The Nature of Work Is Changing
Organizations Are Also Changing
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DECLINING
EMPLOYEE LOYALTY
Workforce Motivation
Global
Competition
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Jangipur, Murshidabad
Improving
Ethical Behavior
Provide in-house advisers Create protection mechanisms Write and distribute codes of ethics Offer seminars, workshops, and training
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
THE LAYERS OF OB
The Organization
Negotiation Conflict
Communication Groups and teams
Power and politics
The Group
Emotions
Values and attitudes Perception
Personality
Motivating self and others
The Individual
Change
Organizational culture Decision making Leadership
Groups and teams
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(Source: Organizational Behaviour by S. P Robbins, 12thEdition, 2005, Prentice Hall)
International OB
Globalization of business organizations has taken place on a massive scale.
International OB deals with behavioural issues in MNCs
Each country has its own culture, values, traditions, beliefs, practices, customs and ideologies
These differences in culture affect how people behave in organizations
Cultural differences around the world get reflected in work place values and ideologies
Hofstede has pointed out the strong influence of national cultures on OB
International OB vs. Original OB
Original OB thought developed in the US and was dominated by American principles of capitalism, individualism and achievement.
Original OB theorists emphasized only on the individuals and groups while organization as an entity was ignored.
US OB research emulates natural sciences (cause and effect
relation). OB is now understood as a far more complex process due to the influence of culture.
The role of culture serves as a context for OB thus necessitating a move from US OB theories to International OB.
Why Study International OB?
Competitive Advantage
To understand cultures and their impact on OB
To understand the functioning of MNCs
To understand global customers
To make entry mode decisions
To understand nature of competition and strategies in the global marketplace
To evaluate prospect for collaboration and alliances
To borrow and benchmark against effective management practices of other countries
To understand workforce dynamics Organizational Analysis
To understand the functioning of organizations
To understand structures and social processes
To develop new theories to deal with organizational problems Cultural Analysis
To understand cultures
To compare cultures
To develop techniques to deal with differences in cultures
International OB: Convergence Vs Divergence Convergence of Cultures: Industrialization
Emergence of borderless world
Global citizens, global products, global markets
Cultures are getting alike internationally
MacDonaldization (convergence…..) Divergence: Cultural Explanations
External Culture: Multiple Cultures(sub-cultures)
Internal Culture
Culture is multifaceted, dynamic and complex making it all the more difficult to understand and interpret behaviours.
FURTHER READINGS
1. Buchanan & Huczynski: Organizational Behaviour-An Introductory Text, 5thEdition, 2004, Prentice Hall 2. Greenberg & Baron: Behavior in Organizations, 8thEdition, 2005, Pearson
3. Hodgetts, R. M: Organizational Behavior-Theory and Practice, 1991, Macmillan Publishing Company, New York.
4. Luthans: Organizational Behavior, Tenth Edition, 2005, McGraw-Hill
5. Newstrom: Organizational Behavior-Human Behavior at Work, 12thEdition, 2007, Tata McGraw Hill
6. Robbins & Judge: Organizational Behavior, 12thEdition, 2007, PHI
7. Rollinson: Organisational Behaviour and Analysis-An Integrated Approach, 3rdEdition, 2005, Pearson 8. Schermerhorn, Hunt & Osborn: Organizational Behavior, 9thEdition, 2005, Wiley