In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda. People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.

1. Understanding
Organizations & Human
Behavior

2. CONTENTS
 Definition of Organizational Behavior
 Management Roles: Interpersonal Roles; Informational Roles; Decision
Roles
 Management Skills: Technical Skills; Human Skills; Conceptual Skills
 Generalization about Behavior
 Consistency Vs Individual Differences
 Theoretical Framework: Cognitive Framework; Behaviorist Framework;
Social Learning Framework; A Model of Organization Behavior
 Challenges and Opportunities for Organizational Behavior
 Environmental Challenges
 Models of Organizational Behavior: The Autocratic Model; The Custodial
Model; The Supportive Model; The Collegial Model

3. WHY STUDY OB?
 In a worldwide survey managers admit that
“People” are the toughest to handle and
people-related problems are on the top of the
agenda.
 People-related problems – poor
communication skills, employees lack
motivation, conflicts between team members,
overcoming employees’ resistance to
organizational changes etc.

4. Management Terminologies
A NUMBER OF DIFFERENT APPROACHES ARE BEING TRIED -
We are still pissing in the wind.
EXTENSIVE REPORT IS BEING PREPARED ON A FRESH
APPROACH TO THE PROBLEM - We just hired three kids fresh out of
college.
CLOSE PROJECT COORDINATION - We know who to blame.
MAJOR TECHNOLOGICAL BREAKTHROUGH - It works OK, but
looks very hi-tech.
TEST RESULTS WERE EXTREMELY GRATIFYING - We are so
surprised that the stupid thing works.
THE ENTIRE CONCEPT WILL HAVE TO BE ABANDONED - The
only person who understood the thing quit.

5. WHY STUDY OB?
Influence Organizational Events Predict Organizational Events
Understand Organizational Events
Organizational Behavior
Research

6. WHAT IS AN ORGANIZATION?
The Pioneer Company with 345 employees in its 11
departments, is bustling with activity. Some of the
staff are walking from one department to another
exchanging information, teams are working together,
telephones are constantly ringing and managers are
talking to their supervisors, who are planning the
day’s activities with their subordinates. In the midst
of all this, clients are waiting to be served and
suppliers are seeking clarifications.

7. Organizational Behavior - Why it
has emerged?
 Shifting paradigms of organizational
behavior.
 Demise of “command-and-control.”
 Emergence of new workplace expectations.
 Critical role of information technologies.
 Belief in empowerment.
 Emphasis on teamwork.
 Concern for work-life balance.
 Emphasizes high performance organizations.
 Occurs in a global context.

8. Organizations – The Shift
Trust in Subordinates Non-existent Complete
Motivation Accomplished By Fear and Threats Group Participation and
Involvement
Communication Limited Widespread
Interpersonal Interaction Limited Extensive
Decision Making Centralized Decentralized
Goal Setting Centralized Participation Allowed
Control Centralized Extensive Delegation
Informal Organization Developed in opposition to the
organization
Same as the Formal Organization

9. What are organizations
like as work settings?
 Organizations as open systems.
 Organizations obtain resource inputs from the
environment.
 Organizations transform resource inputs.
 Organizations return transformed inputs to the
environment as outputs in the form of goods and
services.

10. DEFINITIONS
 Organization – It is a purposeful system with
several subsystems in which individuals are
organized to achieve certain predetermined
goals through the division of labor and
coordination of activities.
 Management – It refers to the process
through which the goals of the organization
are attained by channeling the efforts of
employees. (POSCORB)

11. DEFINITION
 Organizational Behavior is defined as the
systematic study of the actions and attitudes that
people exhibit within organizations.
(or)
 Organizational Behavior is the systematic study of
the actions and reactions of individuals, groups and
subsystems.
(or)
 Organizational Behavior is the study of what
people think, feel and do in and around
organizations.

12. Relationship of OB to Other
Related Disciplines
Micro OB HRM
Macro OT OD
Theoretical Applied

13. What is the nature of managerial work?
 The management process.
 An effective manager is one whose organizational
unit, group, or team consistently achieves its
goals while its members remain capable,
committed, and enthusiastic.
 Key results of effective management:
Task performance.
Job satisfaction.

14. Management Skills
Technical skills
The ability to apply specialized knowledge or expertise. (entry)
Human skills
The ability to work with, understand, and motivate other
people, both individually and in groups. (managerial)
Conceptual Skills
The mental ability to analyze and diagnose complex situations.
(top management)

15. Technical skills
 Technical skills.
 An ability to perform specialized tasks.
 Derives from knowledge of expertise gained from
education or experience.
 Proficiency at using select methods, processes, and
procedures to accomplish tasks.

16. Human Skills
 Human skills
 An ability to work well with other people.
 Emerges as a spirit of trust, enthusiasm, and genuine
involvement in interpersonal relationships.
 Self-awareness.
 Capacity for understanding and empathizing.
 Engages in persuasive communication.
 Deals successfully with conflicts.

17. Conceptual skills
 Conceptual skills.
 An ability to see and understand how the system
works, and how the parts are interrelated.
 Used to:
 Identify problems and opportunities.
 Gather and interpret relevant information.
 Make good problem-solving decisions.

18. Managerial Roles
 Interpersonal roles.
 Figurehead.
 Leader.
 Liaison.
 Informational roles.
 Monitor.
 Disseminator.
 Spokesperson.
 Decisional roles.
 Entrepreneur.
 Disturbance handler.
 Resource allocator.
 Negotiator.

19. Managerial Networks
 Task networks.
 Specific job-related contacts.
 Career networks.
 Career guidance and opportunity resources.
 Social networks.
 Trustworthy friends and peers.

20. Generalization about Behavior
 Happy workers are productive
 When boss is friendly & reliable, employees are
more productive
 Good leaders are consistent under all situations.
 Money motivates all.
 People are concerned more about their salaries
than others.
 Employees work best in a no-goal environment.
 CONSISTENCY vs. INDIVIDUAL DIFFERENCES

21. Theoretical Frameworks
 Cognitive Framework – Cognition (act or process of knowing /
perception). Based on expectancy, demand and incentive concepts.
 Edward Tolman – Dog and bell experiment. Conclusion was that
learning consists of the expectancy that a particular event would lead
to a particular consequence.
 Behavioristic Framework – Based on the environment and S-R
relations (pin pricking). Ivan Pavlov, Watson & Skinner were
contributors.
 Social Learning Framework – Combination of both. People are self-
aware and make an effort towards conscientious behavior. Albert
Bandura – Individual + environment interact.
 SOBC Model – Stimulus, Organism, Behavior & Consequence. S
and C are environmental variables.

22. Models of OB
 Autocratic – pushing, directing and persuading the
employees (industrial revolution)
 Custodial – paternalism through welfare programs
(early retirement, job transfer)
 Supportive – based on leadership than on power
and money
 Collegial – extension of supportive. Collegial means
“group of persons working for a common purpose”.
Employees are self-disciplined and self-motivated.

23. Challenges and Opportunities
for OB
 Responding to Globalization
 Increased foreign assignments
 Working with people from different cultures
 Overseeing movement of jobs to countries with
low-cost labor
 Managing Workforce Diversity
 Embracing diversity
 Changing U.S. demographics
 Implications for managers
 Recognizing and responding to differences

24. 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

25. Challenges and Opportunities
for OB (cont’d)
 Improving People Skills
 Management control to Empowerment
 Stability to Flexibility
 Improving Ethical behavior e.g. pushing the
products in the market

26. 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

27. Terminologies
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective output to the input
required to achieve it.

28. Terminologies
Absenteeism
The failure to report to work.
Turnover
The voluntary and involuntary permanent withdrawal
from an organization.
Organizational citizenship behavior (OCB)
Discretionary behavior that is not part of an
employee’s formal job requirements, but that
nevertheless promotes the effective functioning of the
organization

29. Terminologies
Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and the
amount they believe they should receive.
Knowledge * Skill = Ability
Attitude * Situation = Motivation
Ability * Motivation = Potential Performance
Human Performance * Resources = Organizational
Performance

30. Terminologies
Baby Boomers
People born between 1946 & 1964
Generation X
People born between 1964 & 1980
Generation Y
People born between 1981 & 1995

31. Builders (1920-1945) Boomers (1946-1964) Gen X (1965-1979) Gen Y (1980-1994)
The lucky generation The baby-boomers The options generation The millennials
The veterans Generation Jones Post-boomers Net generation
Pre-boomers The stress generation Baby-busters Dot.com generation
The greatest generation
The sandwich
generation Slackers Echo boomers
The silent generation The new generation Whiners iGeneration
The frugal generation The me generation MTV generation Google generation
The pre-war generation The love generation
The twenty/thirty
somethings Myspace generation
The Depression generation The lost generation The back-end boomers Mypod generation
The beat generation War babies The doom generation Nintendo generation
The GI generation Leading-edge boomers X-er The cynical generation
The seniors Trailing-edge boomers The generation after
The connected
generation