Introduction to Organisational Behaviour

1. Organizational Behavior
Start up session
 Welcome & Class introduction
 Course facilitator introduction
 Course Objective
 To introduce you with what OB is all about and the
inside out of organizational dynamics.
 Teaching methodology
 Teaching will mainly be done through coaching and
experiential learning of OB. The key to success is to
keep the concept clear, simple and always look
for its practical application in a working
environment.

2. Organizational Behavior
Start up session
 Class norms - To get the maximum benefit out of the
course students are strongly recommended to:
 Arrive and leave in time. 5 mins grace time
 Do your own work! Copied work will be marked zero
 Come Prepared! This is not a lecture-only course!
 Assignments and other related work has to be submitted on time.
Late submission will not be acceptable & marked zero
 Class meetings will NOT cover each & every thing in the text.
 Planned & surprise class quizzes, activities can be planned, be
regular.
 Cell phones must be switched off.
 No personal, political, religious examples & comments

3. Organizational Behavior
Start up session
 Course content (session wise)
 Testing & Grading
 Grading will focus on your overall personality rather
than one or two aspects. A mid-term examination & a
final examination will be given.
 Case Analysis/quiz 20%
 Mid-term 30%
 Group Term Project 10%
 Final Exam 40%
 TOTAL 100%

4. Start up session
 Books
 Stephen P. Robbins: Organizational Behavior
 Fred Luthans: Organizational Behavior
 Various OB websites, visits, and any good
reading material
 CR nomination
 Group formation & class information sheet

5. Introduction to
Organizational Behavior
Tehzeeb Sakina Amir
IU – OB – session 1
Summer 2011

6. “You can dream, create, design
and build the most wonderful
place in the world, but it requires
people to make the dream a
reality..! Walt Disney

7. Organizational Behavior
O- Organization, work place,
B - Behavior, actions, observable.
The study of actions that affect performance
in the workplace.
Related to stability
Satisfaction
Motivation
Rewards
Organizational
Behavior

8. OB is .....
 What people do in an organization
 How their behavior effects the overall
performance of the organization.
 Behavior related to concerns: such as
absenteeism, turnover, productivity etc.
 Includes the core of all work determinants
(motivation, leadership, power, politics, conflict
etc..).

9. OB works at three levels
OB
Individual
Group Organization

10. What is OB about?
 3-D : individual, group & organizational
 At the individual level: learning, perception,
stress, personality, individual differences etc
 At the group level: teamwork, power & politics,
interpersonal, decision making etc
 Organizational culture, change, structure &
design at organizational level

11. Goals of OB
 The goals of OB:
 Predict
 Explain and
 Control

12. Historical Background
 The famous “Hawthorne Studies” (1924-
30s)
 Undertaken at Western Electric Company,
Illinois; to study the effect of various illumination
levels on worker productivity.
 Findings were: illumination intensity was not
directly related to group productivity. Though
they couldn’t explain the behavior that they had
witnessed! Something more to the productivity
than mere physical variables!!

13. Historical Background
 This generated an interest in human behavior at
work place.
 Professor Elton Mayo started a series of
studies & numerous experiments covering
redesign of jobs, changes in the length of work
day, time, introduction of rest periods and
individual vs group pay plans.
 Hawthorne studies set the direction OB and
management practices!!

14. Today’s managerial world
 Manager of today has to undertake various roles
& challenges.
 Different research scientists have given different
roles/skills/activities performed by a manager:
 Robert Katz – has identified three essential
management skills:
 Technical Skills – job knowledge
 Conceptual Skills – ability to analyze and diagnose
complex situations
 Human Skills – work with people i.e. to be able to
predict, explain & control their behavior

15. Mintzberg Model
 Informational Role
 Monitor
 Disseminator
 Spokesperson
 Decisional Role
 Entrepreneur
 Disturbance handler
 Resource allocator
 Negotiator
 Interpersonal Role
 Figurehead
 Leader
 Liaison

16. Challenges & Opportunities
for today’s manager

17. Responding to Globalization
Working in different
country
Working with people
from different
countries

18. Managing Workforce Diversity
Organizations are getting more
heterogeneous: race, gender, ethnicity
etc.
Melting-
pot
approach
(no more)

19. Improving Quality & Productivity
Quality
Management
• Focus on customer
• Continuous improvement
• Quality of improvement
in everything
• Accurate measurements
• Empowerment of
employees
Process
Reengineering

20. Responding to Labor Shortage
Is there a
labor
shortage?
Retaining
skilled labors

21. Improving Customer Service
Customer responsive Culture
Customer
surveys
Special desks
Special schemes
& packages

22. Improving People Skills
Working with people
Organizational
structure &
culture
Inculcating
managerial skills

23. Empowering People
Managers – coaches/advisors
Make employees in charge of
what they do
Solutions not
problems
Decisions at the
operating level

24. Coping with temporariness
Temporary/ contractual work force
Flexibility
Spontaneity
unpredictability

25. Change and Innovation
Change – a frequent happening in
modern world
Preparation for
change
Adaptability
Creative/novel
solutions

26. Work / Life Conflicts
Balance between work and life
24x7 concept
Working hours (banks &
restaurants)
Dual career families
Flexi time
Resources – work
from home

27. Improving Ethical Behavior
Work Ethics
Deviant work behaviors
Favoritism
Rule breakers
Play politics