2.
Meaning
Definitions
1. Fred Luthans: Organizational Behavior is directly
concerned with the understanding, predicting and
controlling of human behavior in organizations.
2. Stephen Robbins: OB is a systematic study of the
actions of the actions and attitudes that people
exhibit within organisations.
Introduction
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3.
Features Of OB
1. OB is multidisciplinary in nature
2. OB attempts to improve organizational
effectiveness and the quality of life at work
3. OB recognizes the dynamic nature of
organizations
4. OB assumes that there is no one best to
approach
Scope
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4.
1. Psychology
2. Social Psychology
3. Sociology
4. Anthropology
5. Political Science
Disciplines Contributing to
Organizational Behavior
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5.
1. Globalization
2. Emerging Employment Relationship
3. Changing workforce
4. Knowledge Management
5. Information technology and OB
Emerging Trends in
Organizational Behavior
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6.
1. Employee opportunities
2. Vast study
3. Work force Diversity
4. Provides Guidelines
Challenges and
Opportunities for OB
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7.
1. Conditions affecting Multinational Operations
i. Legal and Ethical Conditions
ii. Political Conditions
iii. Economic Conditions
2. Managing an International Workforce
3. Individual differences
i. Individualism
ii. Power Distance
iii. Uncertainty avoidance
iv. Masculine and Femininity
v. Time Orientation
Organizational Behavior
across Cultures
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8.
1. The Autocratic Model
2. The Custodial Model
3. The Supportive Model
4. The Collegial Model
5. The System Model
Organizational Behavior
Models
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9.
1. Classical
2. Human Relations including neo-human relations
3. Systems
4. Contingency
5. Decision making
6. Social Action
7. Postmodernism
Approaches to OB
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10.
Controlling and directing Behavior
Use of Power and sanction
Leadership
Communication
Organizational Climate
Organizational Adaptation
Importance of OB
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11.
Cannot Abolish Conflicts
One of the many systems operating within
large social system
Gives Narrow view point
Law of diminishing returns
Decline in returns after optimum desireable
practice
Limitations of OB
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14.
A. Changes Related to People
I. Personal Change
II. Culture Change
III. People-centered Changes
IV. Social change
Types of Change
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15.
B. Changes Related to Organizations
I. Leadership Change
II. Structural Change
III. Reengineering
IV. Incremental Organizational Change
V. Fundamental Organizational Change
VI. Paradigm Shift
VII.Strategic Change
Types of Changes
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16.
C. Changes related to Systems
I. Process-oriented Change
II. Technological Change
III. Systems Change
IV. Continuous Change
V. Transactional Change
VI. Business Process Reengineering
Types of Changes
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17.
Types of Change
D. Change in general
I. Growth
II. Unplanned change
III. Planned Change
IV. Radical change
V. Development Change
VI. Transformational
Change
VII. Transitional Change
Viii. Strategy Deployment
Ix. Restructuring
X. Evolutionary Change
Xi. Revolutionary Change
Xii. Proactive Change
Xiii. Reactivive
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18.
E. Forces for change
I. Organizations face a dynamic and changing
environment
II. The changing nature of the workforce
III. Technology is changing jobs and
organizations
IV. Competition is Changing
V. Social Trends
Types of Changes
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19.
Meaning
Reasons
A. Economic Causes
I. Fear of losing Job or Reduction in Employment
II. Insecurity of Job
III. Doubt about Future or Fear of Obsolescence
IV. Fear and Increased Work Load
Resistance to Change
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20.
B. Personal Causes
I. Requirement of Training
II. Boredom and Monotony
III. Non-involvement in Decision-making
C. Social Causes
I Need for New social Adjustment
II Taking Change as Pressure of Outside power
III Orthodox mentality
Reasons for Resistance to
Change
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21.
1. Discussions about the changes with workers
2. Proper Planning for change
3. Protection of the Interest of Employees
4. Group Dynamics
5. Changes should be slow in parts
6. Proper training
7. Sharing of Income
Overcoming Resistance to
Change
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22.
Meaning
Objectives
I. To help make organizational culture more
responsive
II. Function as human beings than mere resources
III. Provide opportunities
IV. Make Organization more effective
Organizational
Development
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