Professional Documents
Culture Documents
Organisation Behaviour
Organisation Behaviour
What Is an Organization?
A consciously coordinated social unit, composed of a group
of people, which functions on a relatively continuous basis
to achieve a common goal or set of goals.
Contributing Disciplines
Psychology seeks to
measure,explain,
and change
behavior
Sociology studies
people in relation to their
fellow human beings
Social psychology
focuses on the
influence of people
on one another
Anthropology is the
study of societies
to learn about human
beings and their activities
Responding to Globalization
Increased Foreign Assignments
Working with People from Different
Cultures
Coping with Anti-Capitalism Backlash
Overseeing Movement of Jobs to
Countries with Low-cost Labor
OB Insights
Improving People Skills
Improving Customer Service
Empowering People
Working in Networked Organizations
Stimulating Innovation and Change
Coping with Temporariness
Helping Employees Balance Work/Life
Conflicts
Declining Employee Loyalty
Improving Ethical Behavior
Definition of Learning
A relatively permanent change
in behaviour (or behaviour
tendency) that occurs as a
result of a persons interaction
with the environment
Bell
Unconditioned
Response
(Salivation)
Unconditioned Stimulus
(Food)
During
Conditioning
Conditioned Stimulus
(Bell)
Conditioned Stimulus
(Bell)
Unconditioned
Stimulus
(Food)
Unconditioned
Response (Salvation)
Conditioned Response
(Salivation)
Operant Conditioning
Contingencies of
Reinforcement
Consequence
is introduced
Behaviour
increases/
maintained
Positive
reinforcement
Behaviour
decreases
Punishment
No
consequence
Consequence
is removed
Negative
reinforcement
Extinction
Punishment
Schedules of Reinforcement
Behaviours
1
Continuous
Fixed ratio
Variable ratio
Time (Days)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Fixed interval
Variable interval
Active
experimentation
Reflective
observation
Abstract
conceptualization
Developing a Learning
Orientation
Value the generation of new
knowledge
Reward experimentation
Recognize mistakes as part of
learning
Encourage employees to take
reasonable risks
Action Learning
Experiential learning in which
employees are involved in a real,
complex and stressful problem,
usually in teams, with immediate
relevance to the company
Concrete experience
Learning meetings
Team conceptualizes and applies a
solution to a problem
Learning and OB
Stimulus generalization in Organizations
Stimulus discrimination in Organizations
Learning and Training
Learning Through Training
Employee Indiscipline
What is Personality?
Personality Determinants
Heredity
Environment
Situation
Family
Social
Personality Traits
The
TheBig
BigFive
FiveModel
Model
The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
Personality
PersonalityTypes
Types
Extroverted
Extrovertedor
orIntroverted
Introverted(E
(E
or
orI)I)
Sensing
Sensingor
orIntuitive
Intuitive(S
(Sor
orN)
N)
Thinking
Thinkingor
orFeeling
Feeling(T
(Tor
orF)
F)
Perceiving
Perceivingor
orJudging
Judging(P
(Por
orJ)
J)
Achievement
Orientation
Authoritarianism
Self - Esteem
Locus of Control
Risk -Taking
Personality
Traits
Machiavellism
Self - Monitoring
Introversion
Extroversion
Type A Type B
Personality
Major
Major Personality
PersonalityAttributes
Attributes Influencing
Influencing OB
OB
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Propensity for risk taking
Type A personality
Locus
Locus of
of Control
Control
Machiavellianism
Machiavellianism
Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
Direct
Directinteraction
interaction
Minimal
Minimalrules
rulesand
andregulations
regulations
Distracting
Distractingemotions
emotions
Self-Esteem
Self-Esteem and
and Self-Monitoring
Self-Monitoring
Risk-Taking
Risk-Taking
High Risk-taking Managers
Make quicker decisions.
Use less information to make decisions.
Operate in smaller and more entrepreneurial
organizations.
Low Risk-taking Managers
Are slower to make decisions.
Require more information before making decisions.
Exist in larger organizations with stable environments.
Risk Propensity
Aligning managers risk-taking propensity to job
requirements should be beneficial to organizations.
Personality
Personality Types
Types
Achieving
Achieving Personality-Job
Personality-Job Fit
Fit
Hollands
Hollands
Typology
Typologyof
of
Personality
Personality
and
and
Congruent
Congruent
Occupation
Occupation
ss
OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the
decision-making process in organizations.
Motivation
Emotional commitment to work and high
motivation are strongly linked.
Leadership
Emotions are important to acceptance of
messages from organizational leaders.
OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
Interpersonal Conflict
Conflict in the workplace and individual
emotions are strongly intertwined.
Defining
Defining Motivation
Motivation
Key
KeyElements
Elements
1.1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.2.
3.3.
Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
Challenges of Motivating
Employees
Changing workforce
Younger employees have different
needs
Diverse workforce
Layoffs, restructuring
Damaged trust, commitment
Flatter organizations
Fewer supervisors to monitor
performance
Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)
Hollands
Typology of
Personality
and Congruent
Occupations
Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Comparison
Comparisonof
of
Satisfiers
and
Satisfiers and
Dissatisfiers
Dissatisfiers
Contrasting
Contrasting Views
Views of
of Satisfaction
Satisfaction
and
and Dissatisfaction
Dissatisfaction
Presence
Absence
ERG
Theory
Growth
Esteem
Belongingness
Relatedness
Safety
Existence
Physiological
Drive to Bond
Drive to Learn
Drive to Defend
Implications of Needs-based
Theories
Organizations need to support
employees to achieve a balance of
their innate needs
People have different needs at
different times
Offer employees a choice of
rewards
Do not rely too heavily on financial
rewards
Expectancy
Expectancy Theory
Theory
Expectancy Theory in
Practice
Increasing the E-to-P expectancy
training, selection, resources, clarify roles,
provide coaching and feedback
Task
Effort
Task
Performance
Characteristics of Effective
Feedback
Specific
Credible
Effective
Feedback
Sufficiently
frequent
Relevant
Timely
Multisource (360-degree)
Feedback
Supervisor
Customer
Co-worker
Evaluated
Employee
Subordinate
Project
leader
Co-worker
Subordinate
Subordinate
What
What Is
Is Perception,
Perception, and
and Why
Why Is
Is ItIt Important?
Important?
Peoples
Peoplesbehavior
behavior isis
based
based on
on their
their
perception
perception of
of what
what
reality
reality is,
is, not
not on
on
reality
reality itself.
itself.
The
The world
world as
as itit isis
perceived
perceived isis the
the world
world
that
that isis behaviorally
behaviorally
important.
important.
Hearing
Seeing
Smelling
Selective Attention
Organization and
Interpretation
Emotions and
Behaviours
Tasting
Selective Attention
Characteristics of the object
size, intensity, motion, repetition,
novelty
Perceptual context
Characteristics of the perceiver
attitudes
perceptual defense
expectations -- condition us to expect
events
Factors
FactorsThat
That
Influence
Influence
Perception
Perception
EXHIBIT
5-1
Person
Person Perception:
Perception: Making
Making Judgments
Judgments About
About
Others
Others
Distinctiveness:
Distinctiveness:shows
showsdifferent
differentbehaviors
behaviorsinindifferent
different
situations.
situations.
Consensus:
Consensus:response
responseisisthe
thesame
sameas
asothers
othersto
tosame
same
situation.
situation.
Consistency:
Consistency:responds
respondsininthe
thesame
sameway
wayover
overtime.
time.
Attribution
Attribution Theory
Theory
Errors
Errors and
and Biases
Biases in
in Attributions
Attributions
Errors
Errors and
and Biases
Biases in
in Attributions
Attributions (contd)
(contd)
Errors
Errors and
and Biases
Biases in
in Attributions
Attributions
Frequently
Frequently Used
Used Shortcuts
Shortcuts in
in Judging
Judging Others
Others
Stereotyping
Process of assigning traits to people based on their
membership in a social category
Categorical thinking
Strong need to understand and anticipate others behaviour
Enhances our self-perception and social identity
Specific
Specific Applications
Applications in
in Organizations
Organizations
Employment Interview
Perceptual biases affect the accuracy of interviewers
judgments of applicants.
Performance Expectations
Self-fulfilling prophecy (pygmalion effect): The lower or
higher performance of employees reflects preconceived
leader expectations about employee capabilities.
Performance Evaluations
Appraisals are subjective perceptions of performance.
Employee Effort
Assessment of individual effort is a subjective judgment
subject to perceptual distortion and bias.
first impressions
Recency
Halo
Projection
Improving Perceptions
Empathy
Sensitivity to the feelings, thoughts,
and situation of others
Cognitive and emotional component
Self-awareness
Awareness of your values, beliefs and
prejudices
Applying Johari Window
Conflict Defined
The process in which one party
perceives that its interests are being
opposed or negatively affected by
another party.
Conflict
Manifest
Conflict
Conflict
Emotions
Conflict
Escalation Cycle
Conflict
Outcomes
Socioemotional conflict
Conflict viewed as a personal attack
Introduces perceptual biases
Distorts information processing
Organizational Conflict
Outcomes
Conflict Management
Interventions that alter the level and
form of conflict for organizational
effectiveness
Constructive Conflict
Encourages people to learn about
other points of view
Organizational Conflict
Outcomes
Potential benefits
Improves decision making
Strengthens team dynamics
Dysfunctional outcomes
Diverts energy and resources
Weakens knowledge management
Increases frustration, job
dissatisfaction, stress, turnover and
absenteeism
Sources of Conflict
Incompatible
Goals
Differentiation
Different values/beliefs
Explains cross-cultural and
generational conflict
Task
Interdependence
Ambiguous Rules
Communication
Problems
Increases stereotyping
Reduces motivation to communicate
Escalates conflict when arrogant
Assertiveness
High
Problem-Solving
Compromising
Avoiding
Low
Yielding
Cooperativeness
High
Conflict resolution
Emphasizing Superordinate Goals
Emphasizing common objectives rather than conflicting sub-goals
Reduces goal incompatibility and differentiation
Reducing Differentiation
Remove sources of different values and beliefs
Move employees around to different jobs, departments, and regions
Other ways to reduce differentiation:
Common dress code/status
Common work experience
Better Communication/Understanding
Employees understand and appreciate each others views through communication
Informal gatherings
Formal dialogue sessions
Teambuilding activities
Increase Resources
Duplicate resources
Situational Influences on
Negotiation
Location
Physical
Setting
Time Passage
and Deadlines
Audience
Effective Negotiator
Behaviours
Preparation and
Goal Setting
Gathering
Information
Communicating
Effectively
Making Concessions
Mediation
Inquisition
Level of
Process
Control
Arbitration
Low
High
Provides a
sense of
identity for
members
Enhances
commitment
to the
organizations
mission
Clairifies
and
reinforces
standards
of behavior
What
What Is
Is Organizational
Organizational Culture?
Culture?
What
What Is
Is Organizational
Organizational Culture?
Culture?
Culture Versus Formalization
A strong culture increases behavioral
consistency and can act as a substitute
for formalization.
What
What Do
Do Cultures
Cultures Do?
Do?
Cultures
CulturesFunctions:
Functions:
1.1. Defines
Definesthe
theboundary
boundarybetween
betweenone
one
organization
organizationand
andothers.
others.
2.2. Conveys
Conveysaasense
senseof
ofidentity
identityfor
forits
itsmembers.
members.
3.3. Facilitates
Facilitatesthe
thegeneration
generationof
ofcommitment
commitmentto
to
something
somethinglarger
largerthan
thanself-interest.
self-interest.
4.4. Enhances
Enhancesthe
thestability
stabilityof
ofthe
thesocial
socialsystem.
system.
What
What Do
Do Cultures
Cultures Do?
Do?
Culture
Cultureas
asaaLiability:
Liability:
1.1. Barrier
Barrierto
tochange
change
2.2. Barrier
Barrierto
todiversity
diversity
3.3. Barrier
Barrierto
toacquisitions
acquisitionsand
and
mergers
mergers
Elements of Organizational
Culture
Artifacts of
Organizational
Culture
Physical Structures
Language
Rituals and
Ceremonies
Stories and Legends
Organizational
Culture
Beliefs
Values
Assumptions
Ceremonies
planned activities for an audience
(eg., award ceremonies)
Artifacts: Organizational
Language
Words used to address people,
describe customers, etc.
Leaders use phrases and special
vocabulary as cultural symbols
eg. Container Stores Being Gumby
Organizational
Organizational Culture
Culture
Stage 1
Stage 2
Stage 3
Stage 4
Setting
the
Agenda
Setting
the
Stage
Producing
the
Ideas
Testing and
Implementing
the Ideas
Motivation
Individual
or Team
Productivity
Resources
Skills
Stage 5
Progress
Success
Outcome
Assessment
Failure
End
End
Creating
Creating aa Customer-Responsive
Customer-Responsive Culture
Culture
Managerial
ManagerialActions:
Actions:
Select
Selectnew
newemployees
employeeswith
withpersonality
personalityand
and
attitudes
attitudesconsistent
consistentwith
withhigh
highservice
service
orientation.
orientation.
Train
Trainand
andsocialize
socializecurrent
currentemployees
employeesto
tobe
be
more
morecustomer
customerfocused.
focused.
Change
Changeorganizational
organizationalstructure
structureto
togive
give
employees
employeesmore
morecontrol.
control.
Empower
Empoweremployees
employeesto
tomake
makedecision
decisionabout
about
their
theirjobs.
jobs.
Creating
Creating aa Customer-Responsive
Customer-Responsive Culture
Culture
Managerial
ManagerialActions
Actions(contd)
(contd)::
Lead
Leadby
byconveying
conveyingaacustomer-focused
customer-focusedvision
vision
and
anddemonstrating
demonstratingcommitment
commitmentto
tocustomers.
customers.
Conduct
Conductperformance
performanceappraisals
appraisalsbased
basedon
on
customer-focused
customer-focusedemployee
employeebehaviors.
behaviors.
Provide
Provideongoing
ongoingrecognition
recognitionfor
foremployees
employeeswho
who
make
makespecial
specialefforts
effortsto
toplease
pleasecustomers.
customers.
Keeping
Keeping Culture
Culture Alive
Alive
Selection
Top Management
Senior executives help establish behavioral
norms that are adopted by the
organization.
Socialization
The process that helps new employees
adapt to the organizations culture.
Stages
Stages in
in the
the Socialization
Socialization Process
Process
How
How Organization
Organization Cultures
Cultures Form
Form
How
How Employees
Employees Learn
Learn Culture
Culture
Stories
Stories
Rituals
Rituals
Material
MaterialSymbols
Symbols
Language
Language
Spirituality
Spirituality and
and Organizational
Organizational Culture
Culture
Characteristics:
Characteristics:
Strong
Strongsense
senseof
of
purpose
purpose
Focus
Focuson
onindividual
individual
development
development
Trust
Trustand
andopenness
openness
Employee
Employee
empowerment
empowerment
Toleration
Tolerationof
ofemployee
employee
expression
expression
It implies:
It is a continuous process.
Essentially a process of influencing.
Basically a personal quality.
A continuous motivation process.
Functioning of a common goals determines leader follower relationship.
NECESSITY
Motivating Employees.
Creating Confidence.
Building Morale.
Developing Team Work.
Securing Group Effectiveness.
Counselling People.
STYLES OF LEADERSHIP
Autocratic Leadership
Participative Leadership
Free-rein Leadership
Autocratic Leadership
Authoritarian, directive or nomothetic style.
Ultra-utilization of power.
Result may be negative leadership.
Participative Leadership
Democratic, consultative or ideographic style.
Team building and goal sharing.
Consultation and participation of subordinates.
Decentralised decision - making process.
Free-rein Leadership
Super democratic style.
Policy of no intervention.
Managers only contribution in framing
programmes and limitation.
Manager only maintains a contact.
policy
Leadership Theories
Trait Theories.
Behavioural Theories.
Contingency Theories.
Situational Theories.
LMX Theory.
Leadership-participation Theory.
Path-Goal Theory.
LEADERSHIP AS A CONTINUUM
Leadership in a practical world is between two
extremes of autocratic and free-rein.
Tannenbaum and Schmidt proposed a continuum
moving from authoritarian leadership behaviour to
Autocratic
Free-rein
free-rein.
(boss centered
leadership)
(subordinate centered
leadership)
Manager sells
decisions
Manager presents
problems, gets
suggestions and
makes decisions
Manager presents
tentative decision
subject to change
Manager permits
subordinates of
function within limits
defined by superior
Manager defines
limits, asks groups to
make decision
MANAGEMENT
1. Manager manages things.
2. Managers
hold
formal
position.
3. Managers achieve results by
directing the activities of
others.
4. Manager
enjoys
formal
designated authority.
5. Manager engenders fear.
Organisational Change
Organisational Change is the process by which
organisations move from their present state to some
desired future state to increase their effectiveness
Gareth. R. Jones
Org Level Forces
Org structure
Org Cultureion
Org Strategy &
Over Determination
Sources of
Change
Restraining
Forces
Restraining
Forces
Current
Conditions
Driving
Forces
Restraining
Forces
Driving
Forces
Driving
Forces
Before
Change
During
Change
After
Change
Resistance to Change
Nature of the Workforce
Technology
Forces for
Change
Economic Shocks
Competition
Social Trends
World Politics
Minimizing Resistance to
Change
Communication
Minimizing Resistance to
Change
Communication
Training
Employee
Involvement
Increases ownership of
change
Helps saving face and
reducing fear of unknown
Includes task forces,
search conferences
Problems -- timeconsuming, potential
conflict
Minimizing Resistance to
Change
Communication
Training
Employee
Involvement
Stress
Management
When communication,
training, and involvement
do not resolve stress
Potential benefits
Minimizing Resistance to
Change
Communication
Training
Employee
Involvement
Stress
Management
Negotiation
Minimizing Resistance to
Change
Communication
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion
Change Agents
Anyone who possesses
enough knowledge and
power to guide and facilitate
the change effort
Change agents apply
transformational leadership
Research orientation
Concepts guide the change
Data needed to diagnose problem,
identify intervention, evaluate change
Diagnose
Need for
Change
IntroAduce
Change
Evaluate/
Stabilize
Change
Disengage
Consultants
Services
Dreaming
Designing
Delivering
Discovering
the best of
what is
Forming
ideas about
what might
be
Engaging in
dialogue
about what
should be
Developing
objectives
about what
will be
Organization
Ethical Concerns
Privacy rights of individuals
Management power
Individuals self-esteem
Consultants role
Communication
Communication may be understood as the process of
exchanging information and understanding between
people
Significance:
a.
Control member behaviour
b.
Fosters motivation
c.
Provides Information
d.
Changing peoples attitudes
e.
Essence of social behaviour
Proemics
f.
Role in knowledge management
Types of Communication:
a.
Verbal
Kinesics
b.
Non Verbal
c.
Written
Para language
Organisational Communication
a.
b.
c.
d.
Communication Flows
a.
b.
c.
d.
e.
Downward communication
Upward communication
Lateral communication
Diagonal communiaction
External communication
Communication Networks
A
Y Network
Chain Network
A
A
Wheel Network
C
All Channel Network
A
B
Circle Network
Communication Roles
a.
b.
c.
d.
Gatekeepers
Liasons
Isolates
Cosmopolites
Communication Process
Source
Message
Encoding
Message
Channel
Message
Decoding
Message
Reciever
F
E
E
D
B
A
C
K
Communication Barriers
International OB
Trends in International Business
International joint ventures, Multinational mergers &
Belongingness
Group Harmony
Collectiveness
Age / Seniority
Group Consensus
Cooperation
Quality
Patience
Indirectness
Go Between
Interpersonal
Hierarchy
Continuation
Conservative
Information
Group Achievement
Success
Relationship
Harmony with Nature
Networking
Family Security
Family Harmony
Parental Guidance
Age
Authority
Compromise
Devotion
Very Patient
Indirectness
Hospitality
Friendship
Formal/Admiration
Past & Present
Religious Belief
Tradition
Social Recognition
Reputation
Friendship
Belongingness
Family Network
Cultural Clusters
Anglo
Australia
Canada
Ireland
New zealand
South Africa
UK
USA
Nordic
Denmark
Finland
Norway
Sweden
Germanic
Austria
Germany
Switzerland
Latin American
Argentina
Chile
Columbia
Mexico
Peru
Venezuela
Latin European
Belgium
France
Italy
Portugal
Spain
Near Eastern
Greece
Iran
Turkey
Portugal
Spain
Arab
Abu Dhabi
Bahrain
Kuwait
Oman
Saudi Arabia
UAE
Far Eastern
Hong Kong
Indonesia
Malaysia
Philippines
Singapore
Taiwan
Thailand
Vietnam
Independent
Brazil
India
Israel Japan
HR Practices
Hourly Wage rates in Mexico plays little role as it is
mandatory for the employers to pay wages for 365 days
In Aus and Brazil employees get 1 month leave for one yr of
work
In Japan seniority is the basis of promotions and
performance
In UK maternity leave is 40 weeks 18 of these paid
In sweden 87% of companies HR managers are on board of
directors
Leadership, Friendliness
Control
Independence, Decision
Making, Space, Time,
Money
Emotional Appeal
Opportunity
Recognition
Individual Contribution
Material Awards
Salary, Commission,
Profit Sharing
Threats
Japanese
Persuasion,
Functional
Group activities
Group Harmony
Group Participation;
Company Success
Group Identity, Belong
Ing to group
Annual Bonus, Social
Services, Fringe
Benefits
Arab
Coaching, Personal
attention, Parenthood
Of parents \
parenthood
Religion, Nationalistic,
Admiration
Individual Status,
Class\ society,
Promotion
Gift for self\family
Family affair, salary
increase
Demotion
Loss of Job
Out of Group
Cultural Values
Group harmony,
Achievement,
Reputation, Family
security, Religion,
Social Status
In India
MNC employees are paid more for identical work
Distinction in salaries in different industries for identical works
Huge gaps between employees of organized and unorganized sectors
Distinction between salaries of public and private sector organizations
In Govt. sector salary gaps between different departments
Assignments
Choice
Customize
Stock
Purchase
Core
Flexible
Schedules
Tax
Deferral
Competitive Cash
Performance Based
Employability
Work Challenges
Benefit Choices
Base /Bonus
Base/ Bonus
Mix
Self Awareness
Self Regulation
Motivation
Empathy
Social Skills
Subordinate Motivation
National Context
Culture influences
Worker needs and
expectations
National Context
Cultural Influences
Worker Needs &
Expectations
Subordinate
Characteristics
Needs
Achievement
Motivation
Leader Behaviors
&Traits
Work Setting
Outcomes
Performance
Satisfaction
Nature of tasks
Organizational structure
Nature of work group
National Context
Cultural institutions
Influence organizations
and group structures
National Context
culture and
educational training
define leader
preferences for
behaviors and
traits
Multicultural Teams
Negotiating Globally
When to Negotiate
Strategy
Negot
iate
High
Value of Relationship
Commitment
Exchange
Very
Important
Power
Distribution
Time
Available Yours/Theirs
Important
Sufficiently
Low
High
Very
Low
Un
Important
Very
Low
Low
Very
High
Bargain
Take it
or
Leave it
Low
Un
Important
Negotiating Tactics
Promise
Threat
Recommendation
Warning
Reward
Punishment
Normative Appeal
Commitment
Self Disclosure
Question
Command
1.
2.
3.