Organisational

Behaviour
 Personality
Perception
Learning Individual
Values Behaviour
Attitudes
Motivation
Group
Dynamics
Leadership
Power & Group Organisational
Politics Behaviour Effectiveness
Communicati
on
Conflict
Culture
Structure
Change
Organisationa Organisation
l-
Development
2
 WHAT IS AN
ORGANIZATION?
 DEFINITION OF ORGANIZATION

⚫ 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.
 UNDERSTANDING
ORGANIZATIONAL BEHAVIOR
A FIELD OF STUDY THAT INVESTIGATES THE IMPACT
THAT INDIVIDUALS, GROUPS, AND STRUCTURE HAVE ON
BEHAVIOR WITHIN ORGANIZATIONS, FOR THE PURPOSE
OF APPLYING SUCH KNOWLEDGE TOWARD IMPROVING
AN ORGANIZATION’S EFFECTIVENESS.

THE SYSTEMATIC STUDY AND CAREFUL

APPLICATION OF KNOWLEDGE ABOUT HOW PEOPLE
ACT WITHIN ORGANIZATIONS

STRIVES TO FIND WAYS IN WHICH PEOPLE CAN ACT

MORE EFFECTIVELY
 UNDERSTANDING
ORGANIZATIONAL BEHAVIOR
• ORGANIZATIONAL BEHAVIOR…
• PROVIDES A USEFUL SET OF ANALYSIS TOOLS

• BEHAVIOR OF INDIVIDUALS
• INTERPERSONAL RELATIONS
• SMALL GROUPS RELATIONS (FORMAL
TEAMS, INFORMAL GROUPS)
• INTERGROUP RELATIONS
• WHOLE SYSTEMS
REPLACING INTUITION WITH SYSTEMATIC
STUDY
Intuition
A feeling not necessarily supported by research.

Systematic study
Evidence based management
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
The Nature of Organizational Behavior
 BASIC OB MODEL, STAGE I
Model
A simplified representation of
some real-world phenomenon.

1–9
 SYSTEMS OB
MODEL, STAGE
II

1–10
MODELS OF ORGANISATIONAL
BEHAVIOR
 WHAT IS MANAGEMENT
Management is the process of planning,
organizing, leading, and controlling an
organization’s human, financial, material, and
other resources to increase its effectiveness
Managerial Activities
Managers (or administrators) •Make decisions
Individuals who achieve goals through other people. •Allocate resources
•Direct activities of others
to attain goals
FOUR FUNCTIONS OF MANAGEMENT

Planning
Organizing
Decide on organizational
Establish the rules and
goals
reporting relationships that
and allocate and use
allow people to
resources to
achieve organizational goals
achieve those goals
Controlling
Evaluate how well the
Leading
organization is achieving
Encourage and coordinate
goals
individuals and groups
and take action to
so that they work
maintain, improve, and
toward organizational goals
correct
performance
exercise
Basic Managerial Functions

1–14
ORGANIZATIONAL BEHAVIOR AND
THE MANAGER’S JOB

Basic Managerial Roles

Interpersonal Informational Decision-Making

1–15
 Important Managerial Roles

Category Role Example

Interpersonal Figurehead Attend employee retirement ceremony
Leader Encourage workers to increase productivity
Liaison Coordinate activities of two committees

Informational Monitor Scan Business Week for information about

competition
Disseminator Send out memos outlining new policies
Spokesperson Hold press conference to announce new plant

Decision-Making Entrepreneur Develop idea for new product and convince

others of its merit
Disturbance handler Resolve dispute
Resource allocator Allocate budget requests
Negotiator Settle new labor contract
 CRITICAL MANAGERIAL SKILLS
Technical Skills necessary to accomplish
specific tasks within the organization
Interpersonal Skills used to communicate with,
understand, and motivate individuals
and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect
relationships and to recognize optimal
solutions to problems
Managerial Skills at Different Organizational Levels
 HAWTHORNE STUDIES
• THE HAWTHORNE STUDIES WERE CONDUCTED FROM 1927 TO 1932 AT THE
WESTERN ELECTRIC HAWTHORNE WORKS IN CICERO, ILLINOIS (A SUBURB OF
CHICAGO).

• ELTON MAYO

• INITIALLY THE AIM OF THIS STUDY IS TO EXAMINE THE PHYSICAL AND

ENVIRONMENTAL INFLUENCES OF THE WORKPLACE (E.G. BRIGHTNESS OF
LIGHTS, HUMIDITY)

• LATER, MOVED INTO THE PSYCHOLOGICAL ASPECTS (E.G. BREAKS, GROUP

PRESSURE, WORKING HOURS, MANAGERIAL LEADERSHIP) AND THEIR IMPACT
ON PRODUCTIVITY.

• HTTPS://WWW.YOUTUBE.COM/WATCH?V=JPIGH7FECPM
HAWTHORNE EXPERIMENTS
HAWTHORNE EXPERIMENTS
 HAWTHORNE EXPERIMENTS
• ILLUMINATION STUDIES
• RELAY ASSEMBLY TEST ROOM EXPERIMENT ONE (RATR-1)
• RELAY ASSEMBLY TEST ROOM EXPERIMENT TWO (RATR-2)
• MICA SPLITTING EXPERIMENT
• BANK WIRING EXPERIMENT
• INTERVIEWING PROGRAM AND SUPERVISOR TRAINING
• PERSONNEL COUNSELING
 “THE HAWTHORNE STUDIES”
• ILLUMINATION STUDY (NOVEMBER 1924)
• DESIGNED TO TEST THE EFFECT OF LIGHTING INTENSITY ON WORKER PRODUCTIVITY
• HEURISTIC VALUE: INFLUENCE OF HUMAN RELATIONS ON WORK BEHAVIOR
• TEST AND CONTROL GROUP
• LIGHT DROPPED TILL MOONLIGHT BUT PRODUCTIVITY INCREASED
• WHAT WAS CAUSING THIS?
• RELAY ASSEMBLY TEST ROOM STUDY (1927-1932)
• ASSEMBLY OF TELEPHONE RELAYS (35 PARTS - 4 MACHINE SCREWS)
• TEST LENGTH OF WORK DAY, REST BREAKS, METHODS OF PAYMENTS
• FEW WORKERS WERE EXPERIMENTED IN A SEPARATE ROOM WITH A SUPERVISOR
• PRODUCTIVITY OF THE EXPERIMENT GROUP INCREASED
 THE HAWTHORNE EFFECT
• THE MAJOR FINDING OF THE STUDY ON RATR 1 WAS THAT
ALMOST REGARDLESS OF THE EXPERIMENTAL
MANIPULATION, WORKER PRODUCTION SEEMED TO
CONTINUALLY IMPROVE.
• THE HAWTHORNE EFFECT, AS IT APPLIES TO THE WORKPLACE,
CAN BE SUMMARIZED AS

"EMPLOYEES ARE MORE PRODUCTIVE BECAUSE THE

EMPLOYEES KNOW THEY ARE BEING STUDIED."
ELTON MAYO'S CONCLUSIONS ON JOB PERFORMANCE

• INFORMAL ORGANIZATION AFFECTS PRODUCTIVITY. THE

RESEARCHERS DISCOVERED A GROUP LIFE AMONG THE
WORKERS.

• WORK-GROUP NORMS AFFECT PRODUCTIVITY.

• THE WORKPLACE IS A SOCIAL SYSTEM

• THE NEED FOR RECOGNITION, SECURITY AND SENSE OF

BELONGING IS MORE IMPORTANT IN DETERMINING
WORKERS' MORALE AND PRODUCTIVITY THAN THE
PHYSICAL CONDITIONS UNDER WHICH HE WORKS.
 BEHAVIORAL APPROACH TO
MANAGEMENT
BEHAVIOR: WAY OF RELATING TO OTHER HUMANS,
CONDUCT
⚪ THE EARLY ADVOCATES OF OB BELIEVED THAT PEOPLE
WERE THE MOST IMPORTANT ASSET OF AN
ORGANIZATION
⚪ THEIR IDEAS PROVIDED THE BASIS FOR EMPLOYEE
SELECTION PROCEDURES, MOTIVATION PROGRAMS,
WORK TEAMS AND WORKING ENVIRONMENT
MANAGEMENT TECHNIQUES.
Research conclusion of the Hawthorne Studies
Social norms, group standards and attitudes more strongly
influence individual output and work behavior than do
monetary incentives.
Interdisciplinary OB
Discipline
CONTRIBUTING DISCIPLINES TO THE OB FIELD
Psychology
The science that seeks to measure, explain, and sometimes change
the behavior of humans.
 CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)
Sociology
The study of people in relation
to their fellow human beings.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)
Social Psychology
An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.
 CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)
Anthropology
The study of societies to learn about human beings and their
activities.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)
Political Science
The study of the behavior of individuals and groups
within a political environment.

1–32
 CHALLENGES AND OPPORTUNITIES FOR OB
• RESPONDING TO GLOBALIZATION
• INCREASED FOREIGN ASSIGNMENTS
• WORKING WITH PEOPLE FROM DIFFERENT CULTURES
• MERGER AND ACQUISITION
• OVERSEEING MOVEMENT OF JOBS TO COUNTRIES WITH LOW-COST LABOR

• MANAGING WORKFORCE DIVERSITY

• EMBRACING DIVERSITY
• RECOGNIZING AND RESPONDING TO DIFFERENCES
MAJOR WORKFORCE DIVERSITY CATEGORIES
Gender
National
Disability Origin

Age
Race

Domestic
Partners
 DISCUSS

• THINK ABOUT A PERSON WITH WHOM YOU MAY HAVE WORKED WHO HAPPENS
TO BE DIFFERENT FROM YOU, IN TERMS OF OPPOSITE SEX, DIFFERENT RACIAL
GROUP, DIFFERENT COUNTRY SO ON.
• IN WHAT WAYS WAS THIS EXPERIENCE CHALLENGING FOR YOU? IN WHAT WAYS
DID THESE DIFFERENCES PROVE TO BE BENEFICIAL?
• SHARE YOUR EXPERIENCE
 CHALLENGES AND OPPORTUNITIES FOR OB
(CONT’D)
• IMPROVING QUALITY AND PRODUCTIVITY
• QUALITY MANAGEMENT (QM)
• PROCESS REENGINEERING

• RESPONDING TO THE LABOR SHORTAGE

• CHANGING WORK FORCE DEMOGRAPHICS
• FEWER SKILLED LABORERS
• EARLY RETIREMENTS AND OLDER WORKERS

• IMPROVING CUSTOMER SERVICE

• INCREASED EXPECTATION OF SERVICE QUALITY
• CUSTOMER-RESPONSIVE CULTURES
 CHALLENGES AND OPPORTUNITY FOR OB
(CONT’D)
• IMPROVING PEOPLE SKILLS
• EMPOWERING PEOPLE
• STIMULATING INNOVATION AND CHANGE
• COPING WITH “TEMPORARINESS”
• WORKING IN NETWORKED ORGANIZATIONS
• HELPING EMPLOYEES BALANCE WORK/LIFE CONFLICTS
• IMPROVING ETHICAL BEHAVIOR
 DISCUSS
• CHEAPO TOYS WANTS TO KNOW WHAT CAN AFFECT WORKER
PRODUCTIVITY, TURNOVER, ABSENTEEISM AND JOB SATISFACTION.

• THE COMPANY WOULD LIKE TO FIND WAYS TO MAKE WORKERS

INCREASE THEIR DAILY PRODUCTION RATE OF TOYS.
• MANAGERS AT THE TOY COMPANY ALSO WOULD LIKE TO DECREASE
TURNOVER, OR WORKERS QUITTING OR LEAVING FOR OTHER
POSITIONS.

• LASTLY, MANY WORKERS ARE CONSTANTLY ABSENT DUE TO CALLING

OUT SICK.

• THE END RESULT IS THAT CHEAPO TOYS WOULD LIKE TO IMPROVE

WORKER JOB SATISFACTION SO THAT THE COMPANY KEEPS UP WITH
SALES AND PROFITS
FOUNDATIONS OF INDIVIDUAL
BEHAVIOR
 FOUNDATIONS OF INDIVIDUAL BEHAVIOR

1. BIOGRAPHICAL CHARACTERISTICS

⚫ AGE
⚫ GENDER
⚫ MARITAL STATUS
⚫ TENURE
2. ABILITIES

⚫ INTELLECTUAL ABILITIES
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⚫ PHYSICAL ABILITIES
 AGE

• AGE & JOB PERFORMANCE

• AGE & TURNOVER
• AGE & PRODUCTIVITY
• AGE & JOB SATISFACTION
 GENDER

• DIFFERENCE BETWEEN MEN AND WOMEN IN JOB PERFORMANCE

• PROBLEM-SOLVING
• ANALYTICAL SKILLS
• COMPETITIVE DRIVE
• MOTIVATION
• SOCIABILITY
• LEARNING ABILITY
• WORK SCHEDULES
• ABSENTEEISM & TURNOVER

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 MARITAL STATUS

• THERE ARE NOT ENOUGH STUDIES TO DRAW ANY CONCLUSIONS

ABOUT THE EFFECT OF MARITAL STATUS ON JOB PRODUCTIVITY.
• RESEARCH CONSISTENTLY INDICATES THAT MARRIED EMPLOYEES
HAVE FEWER ABSENCES, UNDERGO LESS TURNOVER, AND ARE MORE
SATISFIED WITH THEIR JOBS THAN ARE THEIR UNMARRIED
COWORKERS.
• RESEARCH IN SOFTWARE INDUSTRY INDICATE THAT DIVORCE RATE
HAVE INCREASED BUT LINK TO JOB PRODUCTIVITY IS STILL IN STUDY.

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 TENURE

• THERE IS A POSITIVE RELATIONSHIP BETWEEN TENURE AND JOB

PRODUCTIVITY.
• THERE IS A NEGATIVE RELATIONSHIP BETWEEN TENURE TO ABSENCE.
• TENURE HAS BEEN SUGGESTED AS ONE OF THE SINGLE BEST
PREDICTORS OF TURNOVER.
• THE EVIDENCE INDICATES THAT TENURE AND SATISFACTION ARE
POSITIVELY RELATED.

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 ABILITY

• ABILITY REFERS TO AN INDIVIDUAL’S CAPACITY TO

PERFORM THE VARIOUS TASKS IN A JOB. IT IS A CURRENT
ASSESSMENT OF WHAT ONE CAN DO.
• INDIVIDUAL OVERALL ABILITIES ARE MADE UP OF THREE
SETS OF FACTORS: INTELLECTUAL, PHYSICAL AND
EMOTIONAL.

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 INTELLECTUAL ABILITIES

• INTELLECTUAL ABILITIES ARE THOSE NEEDED TO PERFORM

MENTAL ACTIVITIES – THINKING, REASONING & PROBLEM
SOLVING
• IQ TESTS ARE DESIGNED TO ASCERTAIN ONE’S GENERAL
INTELLECTUAL ABILITIES.

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 PHYSICAL ABILITIES

• JOBS IN WHICH SUCCESS DEMANDS STAMINA, MANUAL DEXTERITY, LEG

STRENGTH, BODY COORDINATION, MUSCLE POWER.
• INDIVIDUALS DIFFER IN THE EXTENT TO WHICH THEY HAVE EACH OF THESE
ABILITIES
 THE ABILITY-JOB FIT

• EMPLOYEE PERFORMANCE IS ENHANCED WHEN THERE IS A HIGH

ABILITY-JOB FIT.
• THE SPECIFIC INTELLECTUAL OR PHYSICAL ABILITIES REQUIRED
DEPEND ON THE ABILITY REQUIREMENTS OF THE JOB.

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Lets form class groups

But

HOW???
 THANK YOU

SEE YOU IN THE NEXT CLASS ☺