Organisation Behaviour

Book Reference: Organisational behaviour, 13th edition, Robins, Judge and Sanghi ;Publication: Pearson

Learning Objectives
Demonstrate the important interpersonal skills in the workplace. Describe managers functions, roles and skills. Define Organisational Behaviour. Show the value to OB of systematic study. Identify the major behavioural science that contribute to OB. Demonstrate why there are few absolutes in OB. Identify the challenges and opportunities mangers have in applying OB concepts. Developing an OB model

Importance of Interpersonal Skills

Till 1980s behavioural science was not the part of curricula because technical aspect of management was given more importance. But in last two decades business faculty given the importancebecause leadership and communication skills come to the fore outweighing technical and quantitative skills. Management subjects gain importance than Quantitative Techiniques and Economics Interpersonal skills are essential for managers to hire and maintain high performing employees. Technical skills are necessary for managers but people skills are unavoidable for success.

Companies with good reputation as workplaces

Starbucks, Adobe systems. Cisco, Whole foods, American Express, Goldman Sachs, Pfizer, and Marriot. In India as per Business Todays survey- Microsoft, Johnson and Johnson, Accenture, Dr. Reddys Lab, Marriott Hotels India, Godrej consumer etc. Companies need to build elements of autonomy, challenge and scope of innovation into their job for having a truly engaged workforce. Task1 : Bring some articles from The Hindu Opportunities or some related case studies from other sources.

What Mangers Do?

They get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organisation, which is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

Management Functions
Planning- defining an organisations goal Organizing- making a structure for the organisation. What task has to be done, who has to do them, how the tasks has to be grouped, who reports to whom and where decisions has to be made. Leading- to direct and coordinate people Controlling- comparing the actual with standard.

Activities performed by managers

Technical Management Communication Human Resource management Networking

Allocation of activities by Time

Average Managers
Human resource mangem ent 20%

Effective Managers

Successful Managers
Human resource mangem ent 11%

Networki ng 19% Human resource mangement 26%

Networking 11%

Traditional managemen t 19%

Commun ication 29%

Tradition al manage ment 32%

Communi cation 28%

Networki ng 48%

Communicat ion 44% Tradition al managem ent 13%

Definional Organisational Behaviour

OB is a feild of study that investigates the impact that individuals, groups, structures have on behaviour within an organisation for the purpose of applying such knowledge towards improving an organisation effectiveness.

Complementing Intuition with systematic study

Behaviour is generally predictable, and systematic study of behaviour is a means to making reasonably accurate predictions. Systematic study mean looking at relationship, attempting to attribute cause and effects and basing our conclusions on scientific evidence. Evidence based management (EBM) involves basing managerial decisions on the best available scientific evidence.

Disciplines that contribute to OB feild

Psychology- is the science that seeks to measure, explain, and sometimes change the behaviour of humans and other animals. Sociology- studies people in relation to their environment and culture. Social Psychology- It focuses on peoples influences on one another. Anthropology- is the study of society to learn about human beings and their activities.

Anthropology People Vs People

Sociology - People vs environment and culture

Socio-psychology Individual Vs People

PsychologyIndividuals - Mind

Why there are few absolutes in OB?

Two people often act very differently in the same situation and the same persons behaviour changes in different situations.

Challenges and Opportunities

Responding to Economic pressures Responding to Globalisation Increased foreign assignments Working with people from different cultures Coping with outsourcing trends Managing workforce diversity Improving customer service

Developing OB model
Three stages: Individual level Group level Organisational level

Depended variables
Coming late Absence Turnover Deviant workplace behaviour Citizenship Productivity Satisfaction

Activities to do:
Get the text book from MIM library Study the topics given above Answer the questions at the end of the chapter Collect newspaper articles related OB (eg: Opportunity page every Wednesdays on The Hindu) Read the abstract of research article.