Objectives / Goals

Organisation Systems and Structure Organisation Procedures Technology Resources Money, Materials, Machines, People
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PERFORMANCE
QUANTITY QUALITY TIMELINESS OF DELIVERY COST EFFECTIVENESS PERFORMANCE=ABILITYX MOTIVATION X TEAMWORK
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Functions of a Manager Planning Organising Directing / Coordinating Controlling Role of a Manager Informational Roles Monitor Disseminator Spokesperson
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 Decisional Roles Entrepreneur Resource Allocator Negotiator Disturbance Handler Interpersonal Roles Figurehead Liaison Leader
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Skills of a Manager Technical Skills Conceptual Skills Interpersonal Skills Organisational Components Individuals Groups Tasks Management Factors
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Individuals
Age, Sex, Education, Social Background. Needs, Goals, Learning, Values, Personality.

Groups
Interpersonal behaviour Intragroup behaviour Intergroup behaviour
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Tasks
Complexity Interdependence Motivational Factors

Management Factors
Structural Design Leadership Motivational Tools and Systems Organisational Processes
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Fundamental Concepts of OB
Individual Differences A Whole Person Human Dignity Organisations are Social Systems Mutuality of Interest Caused Behaviour

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Personality Perception Learning Values Attitudes Motivation Group Dynamics Leadership Power & Politics Communication Conflict Culture Structure Change OrganisationalDevelopment
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OB Model
Individual Behaviour

Group Behaviour

Organisational Effectiveness

Organisation

Organisational Behaviour
Human Behaviour Behaviour in organisations Behaviour affects effectiveness Related fields of knowledge Psychology Sociology Political Science Economics Anthropology
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OB Helps in
Understanding Prediction Control Problem Prevention Effectiveness

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Learning
Classical Conditioning
Food Salivation

Bell

No Response

Pavlov Model Operant Conditioning Behaviour is function of its consequences Organisational Behaviour 011

Social Learning
Attentional processes Retention processes Motor reproduction processes Reinforcement processes

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Cognitive Learning
No Classical Conditioning. No Operant Conditioning. Relations: Behaviour: Consequences.

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Types of Reinforcement Strategy

Positive Reinforcement
Desired behaviour Stimulus Presentation of attractive consequences Removal of aversive consequences No consequence presented Presentation of aversive consequence

Avoidance
Stimulus Desired behaviour

Extinction
Stimulus Desired behaviour

Punishment
Stimulus
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Desired behaviour

Perceptual Process
Perceived Characteristics Motion Size Intensity Novelty Contrast Status Repetition Appearance Perceptual Mechanism Selection Interpretation Perceptual Outputs Attitude Opinion Feeling

Objects Events People

Organisation Perceivers Characteristics Needs and Motives Learning Self-Concept Personality

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Perceptual Selection
Perceptual Relevancy Figure-ground Relationship

Perceptual Organisation
Grouping Closure Simplification
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Perceptual Interpretation
Halo Effect Stereo typing Inference Attribution Impression Projection

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Developing Perceptual Skills

Empathic Skill Self Concept Frame of Reference Awareness of Distortions Validate Impressions

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Communication Process
Sender Idea Message Feeling Report Instruction Encode - Transmit

Feedback

Use Receiver

Decode

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COMMUNICATION
7% WORDS Words are only labels and the listeners put their own interpretation on speakers words 38% PARALINGUISTIC The way in which something is said - the accent, tone and voice modulation is important to the listener. 55% BODY LANGUAGE What a speaker looks like while delivering a message affects the listeners understanding Organisationalmost. Behaviour

TYPES OF BODY LANGUAGE

Remember that you are dealing with PEOPLE (P)OSTURES & GESTURES
How do you use hand gestures? Stance? (E)YE CONTACT Hows your Lighthouse? (O)RIENTATION How do you position yourself? (P)RESENTATION

How do you deliver your message?

(L)OOKS Are your looks, appearance, dress important? (E)PRESSIONS OF EMOTION Organisational Behaviour Are you using facial expressions to express

Barriers to Effective Communication

Sender Related
Lack of communication goals Lack of communication skills Lack of credibility Interpersonal insensitivity Incorrect frames of reference Lack of perceptual skills Information overload
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Receiver Related
Evaluative tendencies Preconceived ideas Selective listening Rehearsing response Lack of responsive feedback

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Barriers to Listening
Equate With Hearing Uninteresting Topics Speakers Delivery External Distractions Mentally Preparing Organisational Behaviour Response Listening for Facts Personal Concerns Personal Bias Language/Culture Differences Faking Attention

Bad Listening Habits

Criticizing the subject or the speaker consistently Listening only for facts Lacking EMPATHY Creating distraction Letting emotions take over the conversation and the subject

Organisational Behaviour

Situational Barriers
Time pressure Climate Semantic Problems Noise/distance

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Overcoming Communication Barriers Setting communication goals

Communication skills Verbal/Nonverbal Empathic Communication Improving credibility Developing trusting Climate Listening to total meaning Avoiding prejudices Avoiding evaluative judgement Not rehearsing response Providing responsive feedback
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Channel Selection

Active Listening
Allows you to make sure you hear the words and understand the meaning behind the words Your Goal should be to go beyond listening to understanding

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Active Listening Requires

Definite Intent to Listen Focus on the Speaker Verbal and Non-Verbal Encouragers Feedback Loop to ensure correctness

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Active Listening
1. 2. 3. 4. Listen Question Reflect Agree

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Johari Window
Feedback

Self Disclosure

(Arena) Public area

Blind Area

Known to others

Private area (Faade) Known to self

Unknown Area Unknown to self

Unknown to others

Exposing to each other Receiving feedback

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The Loner Exhibitionist

Games man

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Open person
Realistic mutual expectations Mutual trust Mutual influence Interpersonal sensitivity

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Developing Interpersonal Skills

Increasing interpersonal awareness Empathic skills Coping with anger Perceptual skills Strong self concept Interpersonal risks Constructive confrontation
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Maslows Hierarchy of Needs Theory

Self Actualisation Esteem Needs Love Needs Safety Needs Physiological Needs
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 Salary Relationship with peers Personal life Relationship with subordinates Status Security

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Herzbergs Two Factor Theory

Dissatisfiers (hygiene factors) Company policy and administration Supervision Relationship with supervisor Work Conditions

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Motivators (Satisfiers)
Achievement Recognition Work itself Responsibility Advancement Growth

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Motivation How much efforts should I al put forth? Strength

Perceived Perceived efforts-performance performanceprobability reward probability

Perceived value of rewards

Expectancy Instrumentality Valence

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Equity Theory
Equity Comparison of self with other In Equity Motivation to maintain current situation

Motivation to maintain current situation 1. Change inputs 2. Change out comes 3. Alter perception of self 4. Alter perception of others 5. Change Comparisons 6. Leave situation

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Job Enrichment
Skills variety Task identity Task significance Autonomy Feedback from job Interactional opportunity

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 Developed by Blake & Mouton

Managerial Grid

Concern for People

9,9 Style - Team Work, Trust, Commitment High 9 1,9 9,9 9 Country club Team Management
Management

Organisation Man Management 5,5

Impoverished Management Sweat Shop Management...... 1,1 9,1

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1 Low

Concern for Production

9 High

Fielders Contingency Theory

Situational/Contingency Thinking TML - Task Motivated Leader RML - Relation Motivated Leader Leadership Effectiveness
TML

RML
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Situational Favourableness
Situational Factors Leader Member Relation Task Structure Position Power High Good High Strong Moderate Neutral Medium Moderate Low Poor Low Weak

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Leadership Match
Situations that suit styles Changing situational factors

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The Path-Goal Theory

Task Structure Environmental Authority system contingency factors Work group Outcomes Performance Satisfaction Locus of control Experience Perceived Ability Subordinate contingency factors

Leader Behavior Directive Participative Achievement Supportive Oriented

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Relationship Behaviour

(High) (Supportive behaviour)

Style of Leader
Parti cipa ting
g llin Se
High task and high relationship

High relationship and low task

S3 S2

De le ga tin g

S4

S1

High task Low relationship and low and low task relationship Task Behaviour
(Directive behaviour)

g llin Te

(Low)

(High) Low

M4
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High

Moderate

Maturity of Followers (S)

M3

M2

M1

The situational Leadership Model

Leadership
Traits Courage Initiative,persistence Integrity Desire for accomplishment Self confidence High tolerance for ambiguity Low susceptibility to interpersonal stress
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Skills Envisioning EMOTIONAL INTELLIGENCE Communicating Motivating Decision making Problem solving Conflict resolution Perceptual skills Mentoring Team building
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Styles Telling Selling Participating Delegating

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Causes of Conflict

Intergroup/Intragroup Conflict Model

Conflict handling Behaviour

Consequences

Differencesin Goals Task Interdependence Competition forRewards Competition forResources Work Orientation Personality

Avoiding Accommodating Competing Compromising Collaborating

Positive Problem Awareness Innovation Catharsis Group Solidarity Negative Distorted Perceptions Antagonism Productivity Loss Disharmony

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Conflict Prevention Conflict Simulation Conflict Resolution

Conflict Handling Behaviours

High Competing Collaborating

Assertion

Compromising

Low

Avoiding Low

Accommodating

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Cooperation

High

Conflict Management
Stimulating productive conflict. Focus on superordinate goals. Restructuring organisations. Balanced orientation. Third Party Help. Locating Common enemies.

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The Process of Group Formation and Development

Group Attraction Group Formation Group Components Group Maturity Group Performance

Interpersonal attraction Group goals Group Activities Social interaction Group as a means Physical proximity Group synergy

Group structure Roles Norms

Tasks Member Group composition Structural elements Group processes

Trust Openness Influence Control

Quality Quantity Acceptance Satisfaction

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The Dynamics of Group

Trust Willing to take chance on others

Communication Exchanging valid and relevant information

Influence Permitting mutual influence

Control Promoting goalcongruence and self-control

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Communication Networks in small Groups

Leader

Members Unilateral Y Wheel Circle All-channel

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Group Cohesiveness
Factors that enhance :
Prestige and status Cooperative relationships High degree of interaction Relatively small size Common threat in environment Good communication networks Good decision making processes
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Performan ce HR Productiv ity

= Skills x Motivation x Teamwork

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Team Effectiveness People-related factors

Mutual trust Openness Information sharing, seeking, giving Conflict Resolution Empathy Sense of Belonging Organisation-related factors Stability and security Appropriate rewards and recognition Processes Leadership Task related factors Clear goals and objectives Challenging tasks Organisational Behaviour 052

Effective Teamwork
Synergy Satisfaction Commitment

Changing forces in Environment External

Technology Development Economic Conditions Customer Expectations Competition -local and global Government policies Labour market Union Characteristics Demographic characteristics Social systems and values Organisational Behaviour
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Internal
Productivity Aspirations of people Union characteristics

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Unfreezing
Identify need for change Increase Driving forces Reduce Resisting forces

Change
Individual components Group components Task components Structural components

Refreezing
Reinforcement at individual and institutional levels Maintain Organisations FITS

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Reasons for Resistance to change

Fear of the unknown Fear of failure Loss of status / job security Disturbance of social relationships Economic reasons Lack of resources

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 Institutional inertia Effort/time required Individuals pre-disposition Peer pressure Climate of mistrust Personality conflict with Change Drivers

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Overcoming Resistance to Change

Education Communication Involvement and participation Negotiation Manipulation Coercion Use respected change agents Reinforce earlier changes
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Organisational Development
Organisational diagnosis Identify sources of misfit Under take corrective actions

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Target Behavior

OD Techniques

Career planning and development Individual behavior & Group Assertiveness training behavior Sensitivity training Team building Managerial grid Process consultation Task, structure, systems Job enlargement and Job enrichment practices Reward systems Organisation restructuring TQM MBO Survey feedback BPR BPR
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