the dynamics of people and organization university presentation

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WELCOME TO
OUR
PRESENTATION

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Group B
Conquerors
 Kazi Farjana Akter:18FB012
 Sohag Bain:18FB013
 Md. Solayman Hossain:18FB015
 Saikat Mitra:18FB016
 Laboni Kanjilal: 18FB017
 Kobir Hossain:18FB018
 Md. Lalto Hossain:18FB019
 Md. Milon Sheikh:18fb20
 Md. Junayed Hasan: 18FB026
 Basudeb Kumar Paul(Leader):18FB037
 Khandaker Nahidur Rahman: 18FB054
 Rayada Khan Chowdhury: 18FB058

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The Dynamics of
People and
Organizations

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~Daniel Goleman
People tend to be very effective at managing
relationships when they can understand and
control their own emotions and can empathize
with the feelings of others.

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Presentation Objective
TO UNDERSTAND
• The Meaning of Organizational Behavior
• The Key Goals and Forces with Which It Is Concerned
• Basic Concepts of Organizational Behavior
• Major Approaches
• How Organizational Behavior Affects Organizational
Performance
• Limitations of Organizational Behavior

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What Is Organizational Behavior ?
▪ Organizational behavior is a scientific
discipline in which a large number of
research studies and conceptual
developments are constantly adding to its
knowledge base
▪ Organizational behavior is the systematic
study and careful application of knowledge
about how people—as individuals and as
groups—act within organizations.

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Goals Of
Organizational
Behavior
1
Describe
2
Understand
3
Predict
4
Control

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1.Describe
▪ It enables to determine why people behave
as they do.
▪ Decision makers would be able to understand
the reason behind employees’ action, not just
talk about their behaviors.
▪ How people behave under a variety of
conditions.
▪ It allows managers to communicate about
human behavior at work using a common
language.
2.Understand

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3.Predict
▪ Level of control will develop some human activity at work.
▪ Help managers direct the performance outcomes of employees.
▪ Thus, it will help them make an impact on employee behavior.
▪ Decision makers would be able to know the likely
behavior which employees might be dedicated
and productive, or which one might be absent,
tardy, uncommitted or disruptive.
4.Control

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1.People
1.People
3.Structure
Forces Affecting
Organizational
Behavior

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It comprise of the internal social system of
organization, consisting of individuals and,
groups, as well as large and small groups.
People
Structure defines the formal relationship
and use of people in organization
Structure
It is a part of a larger system that contains
many other elements such as government,
family, competitors, suppliers, among others.
Environment
Technology provides the resources with which
people work and affects the tasks that they
perform. The technology used has a significant
influence on working relationships..
Technology
Forces
01 03
02 04

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Positive Characteristics of
the Organizational
Behavior Field
This is one major strength of organizational
behavior, it integrates the behavioral sciences
(the systematic body of knowledge pertaining to
why and how people behave as they do.) with
other social sciences that can contribute to the
subject.

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Three Keys to
Success
Practice – Managers apply theories and research
into practice, which is the conscious application of
conceptual models and research results in order to
improve individual and organizational performance
at work.
Practice
Research – Is the process of gathering and interpreting
relevant evidence that will either support a behavioral
theory or help change it.
Research
Theories – offer explanations of how and why people
think, feel, and act as they do. Theories identify
important variables and link them to form tentative
propositions that can be tested through research.
Theories

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Fundamentals
Concepts of OB
Every field of social science, or even physical
science, has a philosophical foundation of basic
concepts that guide its development. In
accounting, for example, “a fundamental concept
is that “for every debit there will be a credit.”
These concepts are the
2. The Nature of Organizations
1. The Nature of People

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Perception
Value of the
person
Motivated
behavior
Individual
Difference
A whole
person
5Desire of
involvement
The nature of people

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Individual Difference
People have much in common,
but each person in the world is
different
Perception
People look at the world and
see things differently.
The nature of
people
A Whole Person
Employee is treated as a whole, not
just parts (skills or brain)

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Desire for Involvement
People seek opportunities at work
to become involved in relevant
decisions
The nature of
people
Motivated Behavior
Normal behavior has certain
causes that relates to personal
needs or consequences
Value of the Person
People deserve to be treated
differently as compared to factors
of production

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Social system 01
Mutual interest 02
Ethics 03
The nature of
organizations

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Activities in the organizations are governed by social laws as well
as psychological laws.
Organization need people and people need
organizations .
Organizations must treat employees in an ethical
fashion.establish code ethics,publiicized statements of wthical
values,provide ethics trainings, reward employees for noteable
ethical behaviors, set up internal procedure to handal
misconduct.
The nature of organizations (cont’d )
Social System
Mutual
Interest
Ethics

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A Human Resources
(Supportive) Approach
Contingency Approach
Results-oriented Approach
Systems Approach
BASIC
APPROACHES
OF THIS BOOK

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Basic Approaches Of This Book (cont’d)
Human resources (supportive) approach
Employee growth and
development are encouraged
and supported.
Contingency Approach
Different managerial behaviors
are required by different
environments for effectiveness.

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Basic Approaches Of This Book (cont’d)
Results-oriented Approach
Outcomes of organizational
behavior programs are assessed
in terms of their efficiency.
Systems Approach
All parts of an organization
interact in a complex relationship.

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Holistic organizational behavior
interprets people-organization
relationships in terms of the whole
person, whole group, whole
organization, and whole social
system.
Holistic organizational behavior
Cost-Benefit Analysis of Organizational Behavior Options

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Limitations Of Organizational
Behavior
Behavioral Bias
The law of
diminishing
marginal returns
Unethical
manipulation of
people
Behavioral biases are irrational beliefs or behaviors that can
unconsciously influence our decision-making process.
The law of diminishing marginal returns is a theory in economics
that predicts that after some optimal level of capacity is reached,
adding an additional factor of production will actually result in
smaller increases in output.
Behavioral science is the ‘new, new’ thing. Almost every day we
hear that a business is using it to create more impactful
communications, to improve product and service design, or to
change employee behaviors.

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Advice to Future Managers
Remember that your managerial actions have implications at one or more
levels of OB: individual, interpersonal, group, intergroup, and whole system.
Discipline yourself to read at least one item from the literature in OB theory,
research, and practice each month.
Create an inventory of the observed differences you see across your
employees.
Identify the ethical issues you face. Share these with your employees so that
they understand them.
When the pressure for rapid solutions to complex problems rises, resist the
tendency to search for “quick fixes.”

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Continuing Challenges
One problem that has plagued
organizational behavior has been the
tendency for business firms to have short
time horizons for the expected payoff from
behavioral programs
Another challenge that confronts
organizational behavior is to see whether
the ideas that have been developed and
tested during periods of organizational
growth and economic plenty will endure
with equal success under new conditions.
Seeking
Quick
Fixes
Varying
Environ
ments

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 Cost-benefit analysis
 Ethical leadership
 Holistic organizational behavior
 Human resources approach
 Law of diminishing returns
 Manipulation of people Mutuality of interest
 Perception
 Productivity
 Quick fix,
 Organizational behavior
 Goals of organizational behavior
 Individual differences
 Selective perception
 Supportive approach
 Systems approach
 Theories
 Total quality management (TQM)
 Behavioral bias
 Contingency approach
Review....

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Compiled by basudeb