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What is organizational behaviour

4 de Mar de 2017
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What is organizational behaviour

  1. What is Organizational Behaviour??? Group 5 Department of Entrepreneurship
  2. What is an Organization? Organizations are sets of people who work together to achieve shared goals.
  3. What is behavior? What we, Think Feel & Do OVERT behavior 10% COVERT behavior 90%
  4. What is Organizational Behaviour? O+B=OB
  5. What is Organizational Behaviour? Definition:- Organizational behaviour is understanding, predicting, and managing human behaviour in organization.
  6. Importance of Organizational behaviour  Skill development  Employee motivation  Nature of employees  Understanding consumer behaviour  Efficiency and effectiveness  Better utilization of resources
  7. Characteristic of OB • Behavioural approach to management • A science as well as an art • Rational thinking • Branch of social sciences • Beneficial to both organization and individual
  8. Challenges & Opportunities of OB  The creation of global village  Workforce diversity  Improving quality & productivity  Improving people skills  Improving ethical behavior  Management control to empowerment  Stability & flexibility
  9. Challenges  Global competition  Workforce diversity, knowledge creation & sharing  Customer satisfaction, quality products & services Opportunities  Need to understand different cultures: develop new behavior  Impact on organizational structure: how to design individual jobs, reengineering  Including employees in planning changes Challenges & Opportunities of OB
  10. Challenges Employee empowerment Balancing work life conflicts: stress Continuous innovation & change Time pressures: tough competition Opportunities  Giving up & taking responsibility  Designing work places jobs  Stimulating creativity & retraining  Helping employee sort out ethical ambiguous situations Challenges & Opportunities of OB
  11. Scope of Organisational Behaviour
  12. Scopes of Organisational Behaviour • Impact on personal behaviour • Motivation of employees of organisation • Leadership • Structure of groups and teams • Perception • Development of the skills • Organisational structure • Improvement/enhancement of individual and organisational behaviour • Individual behaviour, group behaviour, power and politics, attitude and learning • Perception • Organization design • Job design • Culture and environment factors • Management of change, conflict and stress • Study of emotions • Transactional analysis
  13. Main elements of Organisational behaviour • People • Environment • Technology • Structure
  14. Models of Organisational Behaviour • Autocratic model • Custodial model • Supportive model • Collegial model
  15. Contributing Disciplines to the OB Field • Psychology • Social psychology • Sociology • Anthropology
  16. Psychology • Learning • Motivation • Personality • Emotions • Perception • Training • Leadership effectiveness • Job satisfaction • Individual decision making • Performance appraisal • Attitude measurement • Employee selection • Work design • Work stress Individual
  17. Social psychology • Behavioral change • Attitude change • Communication • Group processes • Group decision making • Communication • Power • Conflict • Intergroup behavior Group
  18. Sociology • Communication • Power • Conflict • Intergroup behavior • Formal organization theory • Organizational technology • Organizational change • Organizational culture Group Organization system
  19. Anthropology • Comparative values • Comparative attitudes • Cross-cultural analysis • Organizational culture • Organizational environment • Power Group Organization system
  20. Individual Group Organization system Study of organizational behavior
  21. Origin of The Organizational Behaviour
  22. • The Greek philosopher Plato wrote about the essence of leadership. • Aristotle addressed the topic of persuasive communication. • The writings of 16th century Italian philosopher Niccolo Machiavelli laid the foundation for contemporary work on organizational power and politics. • In 1776, Adam Smith advocated a new form of organizational structure based on the division of labour. • One hundred years later, German sociologist Max Weber wrote about rational organizations and initiated discussion.
  23. • Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. • In the 1920s, Australian-born Harvard professor Elton Mayo and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States.
  24. • After the First World War, the focus of organizational studies shifted to analysis of how human factors and psychology affected organizations, a transformation propelled by the identification of the Hawthorne Effect. This Human Relations Movement focused on teams, motivation and the actualization of the goals of individuals within organizations.
  25. • The Second World War further shifted the field, as the invention of large-scale logistics and operations research led to a renewed interest in rationalist approaches to the study of organizations. Interest grew in theory and methods native to the sciences, including systems theory, the study of organizations with a complexity theory perspective and complexity strategy.
  26. • In the 1960s and 1970s, the field was strongly influenced by social psychology and the emphasis in academic study was on quantitative research. An explosion of theorizing, much of it at Stanford University and Carnegie Mellon, produced Bounded Rationality, Informal Organization, Contingency Theory, Resource Dependence, Institutional Theory and Organizational Ecology theories, among many others.
  27. • Starting in the 1980s, cultural explanations of organizations and change became an important part of study. Qualitative methods of study became more acceptable, informed by anthropology, psychology and sociology.
  28. Theoretical Framework and Organizational Behavior Model •OB is a field of study that investigates the impact that individuals, groups and structures have on behavior within organizations, for the purpose of applying such knowledge towards improving an organization’s effectiveness. •OB is directly concerned with the understanding, predicting and control of human behavior in organization.
  29. Cognitive Frame Work • Cognition is an act of knowing information • Cognition is based on inputs ( information ) and output ( behavior ) • Cognition process consists of, - thinking - perception - problem solving - information processing
  30. Behavioral Frame Work • Behaviouristic approach is environmental based and take input from environment. • The approach is based on Observation. • Stimulus response phenomena i.e. a stimulus generates a response is the basics of the approach also called as a classical school.
  31. Social Learning Approach • Social learning approach is a behavioral approach but a combination of cognitive and behavioral framework. • Behavior can be best explained in terms of continuous reciprocal interaction among cognitive,behavioural and environmental determinants. • Personality is shaped by an interaction among cognitive factors behavioral factors, behaviors and environmental factors. This Interaction is termed reciprocal determinism.
  32. Conclusion
  33. • Organizations are managed in order to achieve goals and objectives. • The focus on organizational behavior is organizational design, management, teams and interaction between people and their working environment. • OB plays an important role. OB is a study that helps managers in understanding and analyzing the nature of organization's workgroups and the individual within a work group.
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