Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
ORGANIZATIONAL BEHAVIOR UNIT-I: Introduction - Organizational Behavior – Nature – Management Functions – Management Roles – Management Skills – Systematic Study; Foundations of Individual Behavior-Attitudes – Types of Attitudes. Introduction: Definition: Organization Behavior: A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. OB is a field of study, meaning that it is a distinct area of expertise with a common body of knowledge. What does it study? It studies three determinants of behavior in organizations: individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively. To sum up our definition, OB is concerned with the study of what people do in an organization and how their behavior affects the organization’s performance. Nature Of Organizational Behavior (OB) Organizational behavior is an applied behavioral science that is built on contributions from a number of behavioral disciplines such as psychology, sociology, social psychology, anthropology and economics. So now students let’s see how these disciplines are related to organizational behavior, • Psychology. Psychology is the study of human behavior which tries to identify the characteristics of individuals and provides an understanding why an individual behaves in a particular way. This thus provides us with useful insight into areas such as human motivation, perceptual processes or personality characteristics. • Sociology. Sociology is the study of social behavior, relationships among social groups and societies, and the maintenance of social order. The main focus of attention is on the social system. This helps us to appreciate the functioning of individuals within the organization which is essentially a socio-technical entity. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates • Social psychology. Social psychology is the study of human behavior in the context of social situations. This essentially addresses the problem of understanding the typical behavioral patterns to be expected from an individual when he takes part in a group. • Anthropology. Anthropology is the science of mankind and the study of human behavior as a whole. The main focus of attention is on the cultural system, beliefs, customs, ideas and values within a group or society and the comparison of behavior among different cultures. In the context of today’s organizational scenario. It is very important to appreciate the differences that exist among people coming from different cultural backgrounds as people are often found to work with others from the other side of the globe. • Economics. Any organization to survive and sustain must be aware of the economic viability of their effort. This applies even to the non-profit and voluntary organizations as well. • Political Science Although frequently overlooked, the contributions of political scientists are significant to the understand arrangement in organizations. It studies individuals and groups within specific conditions concerning the power dynamics. Important topics under here include structuring Of Conflict, allocation of power and how people manipulate power for individual self-interest etc. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates The following figure depicts to highlight the interdisciplinary nature of organizational behaviour. What Managers Do? • Managers are the individuals who achieve goals through others. They get things done through other people. Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managers do their work in an organization, which is consciously coordinated social unit, basis to achieve a common goal or set of goals. An organization is a consciously coordinated social unit, basis to achieve a common goal or set of goals. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Management Functions 1. Planning: A process that includes defining goals, establishing strategy, & developing plans to coordinate activities. 2. Organizing: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, & where decisions are to be made. 3. Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. 4. Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Management Roles In the late 1960s, Henry Mintzberg concluded that managers perform 10 different, highly interrelated roles -- or set of behaviors – attributable to their jobs. These 10 roles can be grouped as 1. Interpersonal 2. Informational 3. Decisional Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Management Skills Robert Katz has identified three essential management skills: Technical, Human, & Conceptual. Technical Skills: Technical Skills encompass the ability to apply specialized knowledge or expertise. When you think of the skill held by professionals such as civil engineers or oral surgeons, you typically focus on their technical skills. All jobs require some specialized expertise, and many people develop their technical skills on the job. Human skills: The ability to work with, understand, and motivate other people, both individually and in groups, defines Human Skills. Many people are technically proficient but interpersonally incompetent. They might be poor listeners, unable to understand the needs of others, or have difficulty managing conflicts. Because managers get things done through other people, they must have good human skills to communicate, motivate, and delegate. Conceptual Skills: The managers must have the ability to analyze and diagnose complex situations. These tasks require conceptual skills. Decision making, for instance, requires managers to identify problems, develop alternative solutions to correct those problems, evaluate those alternatives solutions, and select the best one. Managers can be technically & interpersonally competent yet still fail because of an ability to rationally process and interpret information. Systematic Study Behavior is generally predictable and the systematic study of behavior is a means to making reasonably accurate predictions. Systematic study means looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. It provides a means to predict behaviors. Systematic study adds to intuition, or those “gut feelings” about “why I do what I do” and “what makes others tick”. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Foundations of Individual Behavior Here we look at how individual differences in the form of ability (which includes intelligence) and biographical characteristics (such as gender, age, race and tenure) affect employee performance and satisfaction. Ability Ability refers to an individual’s capacity to perform the various tasks in a job. It is a current assessment of what one can do. Individual overall abilities are made up of two sets of factors: intellectual and physical. Intellectual Abilities: Intellectual abilities are those needed to perform mental activities. IQ tests are designed to ascertain one’s general intellectual abilities. Examples of such tests are popular college admission tests such as the SAT, GMAT, and LSAT. Jobs differ in the demands they place on incumbents to use their intellectual abilities. For example, the more information-processing demands that exist in a job, the more general intelligence and verbal abilities will be necessary to perform the job successfully. New research in this area focuses on “multiple intelligences,” which breaks down intelligence into its four sub-parts: cognitive, social, emotional, and cultural. Dimensions of Intellectual Ability Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory Physical Abilities The capacity to do task demanding stamina, dexterity, strength, and similar characteristics. Nine Physical Abilities Strength Factors Dynamic strength Trunk strength Static strength Explosive strength Flexibility Factors Extent flexibility Dynamic flexibility Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Other Factors Body coordination Balance Stamina The Ability- job fit Employee performance is enhanced when there is a high ability-job fit. The specific intellectual or physical abilities required depend on the ability requirements of the job. For example, pilots need strong spatial-visualization abilities. Directing attention at only the employee’s abilities, or only the ability requirements of the job, ignores the fact that employee performance depends on the interaction of the two. When the ability-job fit is out of sync because the employee has abilities that far exceed the requirements of the job, performance is likely to be adequate, but there will be organizational inefficiencies and possible declines in employee satisfaction. Abilities significantly above those required can also reduce the employee’s job satisfaction when the employee’s desire to use his or her abilities is particularly strong and is frustrated by the limitations of the job. Biographical characteristics Finding and analyzing the variables that have an impact on employee productivity, absence, turnover, and satisfaction is often complicated. Age – The relationship between age and job performance is increasing in importance. Also, the older you get, the less likely you are to quit your job. The age-absence relationship is partially a function of whether the absence is avoidable or unavoidable. In general, older employees have lower rates of avoidable absence. Reviews of the research find that age and job performance are unrelated. Most studies indicate a positive association between age and satisfaction, at least up to age 60. Other studies, however, have found a U-shaped relationship. When the two types, professional and nonprofessional employees, are separated, satisfaction tends to continually increase among professionals as they age, whereas it falls among nonprofessionals during middle age and then rises again in the later years. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Gender – The evidence suggests that there are few, if any, important differences between men and women that will affect their job performance. There are no consistent male-female differences in problem-solving ability, analytical skills, competitive drive, motivation, sociability, or learning ability. There is a difference in terms of preference for work schedules. Some studies have found that women have higher turnover rates; others have found no difference. There does not appear to be enough information from which to draw meaningful conclusions. The research on absence consistently indicates that women have higher rates of absenteeism than men do. Marital Status – There are not enough studies to draw any conclusions about the effect of marital status on productivity. Research consistently indicates that married employees have fewer absences, undergo fewer turnovers, and are more satisfied with their jobs than are their unmarried coworkers. Tenure – Studies consistently demonstrate seniority to be negatively related to absenteeism. Tenure is also a potent variable in explaining turnover. “Tenure has consistently been found to be negatively related to turnover and has been suggested as one of the single best predictors of turnover.” The evidence indicates that tenure and satisfaction are positively related. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates Attitudes 1. Attitudes are evaluative statements that are either favorable or unfavorable concerning objects, people, or events. 2. Attitudes are not the same as values, but the two are interrelated. 3. Three components of an attitude: Cognition Affect Behavior 4. The belief that “discrimination is wrong” is a value statement and an example of the cognitive component of an attitude. 5. Value statements set the stage for the more critical part of an attitude—its affective component. Affect is the emotional or feeling segment of an attitude. Example: “I don’t like Jon because he discriminates again minorities.” 6. The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something. Example: “I chose to avoid Jon because he discriminates.” 7. Viewing attitudes as made up of three components helps with understanding of the potential relationship between attitudes and behavior, however, when we refer to attitude essentially we mean the affect part of the three components. Types of Attitudes 1. OB focuses our attention on a very limited number of job-related attitudes. Most of the research in OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. 2. Job satisfaction Definition: It is an individual’s general attitude toward his/her job. A high level of job satisfaction equals positive attitudes toward the job and vice versa. Employee attitudes and job satisfaction are frequently used interchangeably. Often when people speak of “employee attitudes” they mean “employee job satisfaction.” 3. Job involvement A workable definition: the measure of the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth. High levels of job involvement are thought to result in fewer absences and lower resignation rates. Job involvement more consistently predicts turnover than absenteeism. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates 4. Organizational commitment Definition: A state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. An individual’s level of organizational commitment is a better indicator of turnover than the far more frequently used job satisfaction predictor because it is a more global and enduring response to the organization as a whole than is job satisfaction. Organizational commitment is probably less important as a job-related attitude than it once was because the unwritten “loyalty” contract in place when this research was conducted is no longer in place. 5. Perceived Organizational Support(POS) Degree to which employees feel the organization cares about their well-being. 6. Employee Engagement An individual’s involvement with satisfaction with, and enthusiasm for the organization. Get MBA study materials, articles, order business templates and stock market updates from or www.easymbaguide.com or www.easymbaguide.jimdo.com or www.easymbaguide.blogspot.com. Give your valuable feedback [email protected]. Join [email protected] to get updates