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Behaviour
Unit 3
Objective
The students will be able to understand and apply the
following concepts:
Organizations Managerial Role and functions
Organizational Behaviour Approaches
Individual Behaviour
Causes
Environmental Effect
Behaviour and Performance
Perception
Organizational Implications
Personality
Contributing factors
Dimension
Job Satisfaction.
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Objective [contd.]
Need Theories - Process Theories
Learning and Behaviour
Learning Curves
Work Design and approaches.
Organizations
Managerial Role
& Functions
Unit 3.1
Management Levels:
Managerial Objective
Feedback
Managerial Roles
Interpersonal
Provide
Info
Informational
Process
Info
Decisional
Use
Info
Managerial Role
Interpersonal Role
Figurehead
Liaison
Leader
Informational Role
Monitor
Disseminator
Spokesperson
Decisional Role
Entrepreneur
Disturbance
handler
Resource
allocator
Negotiator
Supervisor
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Social Responsibility
Organizational
Behavior
Approach
Unit 3.2
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Definition
Organizational behaviour is a field of study that
investigates the impact that individuals, groups and
organizational structure have on behaviour within the
organization, for the purpose of applying such
knowledge towards improving an organizational
effectiveness.
The study and application of knowledge about human
behaviour related to other elements of an organization
such as structure, technology and social systems.
Organizational behaviour is a systematic study of the
actions and attitudes that people exhibit within
organizations.
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Contributing Fields to
OB
Psychology
Sociology
Political Science
Social Psychology
Anthropology
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Leader
Leaders must look for indicators (effects) of individual
behaviour and of groups in any organization. Indicators
have a root cause beneath. As a leader, it is that
symptom, which must be evaluated, and cause of
human behaviour established so that if the behaviour is
good, the manager can establish the norms of
behaviour.
Leader should be able to:
Describe
Understand
Predict
Control
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Organizational Components
that Need to be Managed
People
Structure
Technology
Jobs
Processes
External Environment
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Individual Dimensions Of
OB
Personality
Learning
Value
Attitude
Job Satisfaction
Motivation
Perception and Individual Decision
Making
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Group Dynamics
Interpersonal Behaviour
Foundation of group behaviour
Conflict Management
Stress Management
Dynamics of Communication
Power and Politics
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Dynamics of
Organization
Organizational Structure
Job Design
Management Of Change
Organizational Development
Organizational Culture and Climate
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Individual
Behavior
Unit 3.3
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Behavior
Behaviororbehaviourrefers to the
actions of asystemororganism, usually
in relation to its environment, which
includes the other systems or organisms
around as well as the physical
environment. It is the response of the
system or organism to various stimuli or
inputs,
whetherinternalorexternal,conscious
or subconscious,overtorcovert,
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andvoluntaryorinvoluntary.
Individual Behavior
Individual behavior in an organization is
generally referred to as MARS model of
individual behavior.
It seeks to explain individual behavior as
a result of internal and external factor
and influences acting together.
MARS is an acronym for Motivation,
Abilities, Role perception and
Situational Factors.
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Understanding Individual
Behavior
Organizational Behavior(OB)
The actions of people at work
Dual focus on OB
Individual Behavior
Group behavior
(norms, roles, team building leadership and
conflict)
Goals of OB
To explain, predict and influence behavior.
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Organizational Behavior
Organizational Behavior is the study of
the actions of the people at work
Visible Aspects
Strategies
Objectives
Policies and
Procedures
Structure
Technology
Formal Authority
Chain of Command
Hidden Aspects
Attitudes
Perception
Group Norms
Informal interactions
Interpersonal and
intergroup conflict
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Important Employee
Behaviors
Employee productivity
A performance measure of both efficiency and effectiveness
Absenteeism
Failure to report to work when expected
Turnover
The voluntary and involuntary permanent withdrawal from
an organization
Important Employee
Behaviors
Job satisfaction
The individuals general attitude toward his
or her job
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Psychological Factors
Attitudes
Evaluative statementseither favorable or
unfavorable concerning objects, people, or events.
Components of an attitude
Cognitive component: the beliefs, opinions,
knowledge, or information held by a person.
Psychological Factors
Job satisfaction
Job satisfaction is affected by level of income
earned and by the type of job a worker does.
Psychological Factors
Job satisfaction and absenteeism
Satisfied employees tend to have lower levels of
absenteeism.
Psychological Factors
Job involvement
The degree to which an employee identifies with his or
her job, actively participates in it, and considers his or
her performance to be important to his or her self-worth
Organizational commitment
Is the degree to which an employee identifies with a
particular organization and its goals and wishes to
maintain membership in the organization.
Psychological Factors
Perceived organizational support
Is the general belief of employees that their
organization values their contribution and
cares about their well-being.
Represents the commitment of the
organization to the employee.
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Attitude Components
Cognition
Beliefs and Opinion
Affect
Emotion
Behaviour
Intention
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Personality
The unique combination of psychological
characteristics (measurable traits) that affect
how a person reacts and interacts with others.
Segments of Personality
Extraversion
Agreeableness
Conscientiousness
Openness to Experience
Emotional Stability
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Personality Insights
Locus of control
External locus: persons who believe that what
happens to them is due to luck or chance (the
uncontrollable effects of outside forces) .
Machiavellianism (Mach)
The degree to which an individual is pragmatic,
maintains emotional distance, and seeks to gain
and manipulate powerthe ends justify the
means.
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Personality Insights
Self-Esteem (SE)
The degree to which people like or dislike themselves
High SEs
Believe in themselves and expect success.
Take more risks and use unconventional approaches.
Are more satisfied with their jobs than Low SEs.
Low SEs
Are more susceptible to external influences.
Depend on positive evaluations from others.
Are more prone to conform than high SEs.
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Personality Insights
Self-Monitoring
An individuals ability to adjust his or her behavior to
external, situational factors.
High self-monitors:
Are sensitive to external cues and behave differently in
different situations.
Low self-monitors
Do not adjust their behavior to the situation.
Are behaviorally consistent in public and private.
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Personality Insights
Risk-Taking
The propensity (willingness) to take risks.
High risk-takers take less time and require
less information than low risk-takers when
making a decision.
Perception
Perception
A process by which individuals give meaning (reality)
to their environment by organizing and interpreting
their sensory impressions.
Need Theories
Unit 3.4
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Safety needs:
Desires of a person to be protected from physical and
economic harm.
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Esteem needs:
Self-confidence and sense of self-worth
Esteem from others: valuation of self from other people
Self-esteem: feeling of self-confidence and self-respect
Self-actualization needs:
Maslow:
Desire for self-fulfillment.
. . . the desire to become more and
more
what one is, to become everything that one is
capable of becoming.
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Murrays Theory of
Human Personality
Assumptions
Types of needs
Ambition Needs
Materialistic Needs
Power Needs
Affection Needs
Information Needs
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E.R.G. Theory
A variation of Maslow's hierarchy of
needs
Three groups of needs
Existence needs: physical and material
wants
Relatedness needs: desires for interpersonal
relationships
Frustration-regression:
move down the hierarchy when a need is frustrated
Deficiency cycle:
more strongly desire existence needs when they are
unsatisfied
Enrichment cycle:
more strongly desire growth needs when they are
satisfied
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McClellands Achievement
Motivation Theory
McClellands three needs
Need for Achievement
Need for Power
Need for Affiliation
The strong need for power focuses on
"controlling the means of influencing the behavior of
another person
Achievement
Recognition
Work itself
Hygiene factors
Company policies and their administration
Quality of supervision
Working conditions
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Learning Curve
Analysis
Unit 3.5
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Learning Curve
Assumptions:
The time required to complete a specified task or unit of
a product or item will be less each time the task is
performed;
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Item/Area
Description
Time Period
Steel making
1920 1955
Units
Produced
(UP)
Production Worker
labor-hour per unit
produced
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Handheld
calculators
1975 1978
UP
Average factory
selling price
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Assembly of
aircrafts
1925 1957
UP
Direct labor
hours per unit
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Ford Motor
Company
Model T
production
1910 1926
UP
Price
86
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Result
We may write
Where:
LHm : is the labor hours required to produce m
unit
LH1: is the labor hours to produce unit one or the
first unit.
C: is the learning curve slope and is expressed by
log of the learning rate/(log2)
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Work Design
Definition:
InOrganizational Development (OD) - Work Designis
the application ofsocio-technical systemsprinciples
and techniques to the humanization of work.
Scientific Management
Approach
Scientific managementwas a theory of
managementthatanalyzed and synthesized
workflows.
Its main objective improvingeconomic efficiency,
especiallylabor productivity.
It was one of the earliest attemptsto apply science
to theengineeringofprocessesand to management.
Although scientific management as a distinct theory
or school of thought was obsolete by the 1930s, most
of its themes are still important parts ofindustrial
engineeringand management today.
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Scientific Management
[contd.]
The important themes are:
Analysis
Synthesis
Logic
Rationality
Empiricism
Work ethic
Efficiency and elimination of waste
Standardizationofbest practices
Knowledge transferbetween workers and from workers
into tools, processes, and documentation.s
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Human Relations
Systems Approach
TheHuman Relations Movement takes the view that
businesses are social systems in which psychological
and emotional factors have a significant influence on
productivity.
The common elements in human relations theory are the
beliefs that are as follows:
Performance can be improved by good human relations.
Managers should consult employees in matters that affect staff.
Leaders should be democratic rather than authoritarian.
Employees are motivated by social and psychological rewards
and are not just "economic animals"
There are many drawbacks, to avoid this, many teams used the
iterative approach in conjunction with the modular approach.
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Iterative Approach
[contd.]
In the iterative approach, team members
engaged in back and forth development
cycles.
Members worked a little, presented those
results to the team, got feedback, worked a
little more, presented those results, got
more feedback, and so on until the project
was finalized.
where you think a little, you do a little, you
think a little, you do a little, you think a little,
you do a little, rather than thinking a whole
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lot and then trying to come out with
something that everybody agrees with the
References
Herald Koontz and Heinz Weihrich,
Essentials of Management, McGraw
Hill Publishing Company, Singapore
International Edition, 1980.
M. Govindarajan and S. Natarajan,
Principles of Management, Prentice Hall
of India Pvt. Ltd., New Delhi, 2007.
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