INTRODUCTION TO

ORGANIZATION BEHAVIOUR
IT ALL MAKES SENSE!!!!!
This exercise is designed to help us
understand how Organization Behaviour
knowledge can help you understand life
in organizations.
Read each of the statements below and
say whether each statement is true or
false in your opinion.
1. A happy worker is a productive worker.
2. Decision makers continue to support a course
of action even though information suggests
that the decision is ineffective.
3. Organizations are more effective when they
prevent conflict among employees.
4. It is better to negotiate alone than as a team.
5. Companies are more effective when they have
a strong corporate culture.
6. Employees perform better without stress.
7. Female leaders involve employees in decisions
to a greater degree than do male leaders.
8. Thomson Edison is a classic example of the fact
that creative people are lone genius.
9. Top level executives tend to exhibit Type A
behaviour patterns (i.e., hard-driving, impatient,
competitive, and short-tempered; rapid talkers
with great time-urgency).
10. Employees usually feel over rewarded inequity
when they are paid more than co-workers
performing the same work.
 Paradox!!!
• Individuals want to be treated as mature
persons, but the large corporations expect
them to conform to rules and practices in
an unquestioning, immature way. This lack
of agreement between expectations and
reality leads to conflict and frustrations.
• One possible product of this in congruency
is that employees may become passive in
their attempt to adapt to a restrictive work
environment.
 Every organization develops certain
policies and requirements for
performance. If the organization and the
individual define the boundaries of
legitimate influence differently, then
organizational conflict is likely to
develop.
 As long as there is agreement on the
legitimacy of influence among parties,
they should be satisfied with the power
balance in their relationships.
• The organization has responsibilities to
individual, but also – and without question –
the individual has responsibilities for the
organization.
• Employment is a mutual social transaction.
• Every employee makes certain membership
investments in the organization and expects
profitable rewards in return.
• The organization also invests in the individual,
and it too, expects profitable rewards.
 Organization Behaviour

• Think of the organizations you have

belonged to and how they were being
run?
Question – There must be a better way
to run an organization?
• What woks and why?
 Effective Organizations
Characterized by:
• Effective communication
• Strong leadership
• Appropriate organizational design
• Productive participation
• Systematic planning
• High quality decision-making
• Competent HRM
Emerging Trend in Organization
Behaviour
The pace of change is accelerating and most
of the transformation is occurring in the work
place. Few emerging organizational behaviour
issues are:

1. Globalization
2. The Changing Workforce
3. Emerging Employment Relationships
4. Information Technology
5. Workplace Values and Ethics
FRAMEWORK FOR UNDERSTANDING
ORGANIZATION BEHAVIOUR
INDIVIDUAL PROCESSES

• Personality
• Perception
• Individual decision making
• Learning
• Motivation
• Stress
INTERPERSONAL & TEAM PROCESSES

• Group Dynamics
• Leadership
• Interpersonal communication
• Conflict & Negotiation
ORGANIZATIONAL PROCESSES

• Organization culture
• Power & Politics
• Job design
• Organization Design
• Organizational Decision Making
 CHANGE PROCESSES

• Nature of Planned change

• Approach to change
• Career Planning and
Development
Foundation of Individual
Behaviour
Human Behaviour
Human behaviour is a system by which a
person senses external events and
influences, interprets them, responds to
them in appropriate manner and learns from
the results of these responses.
B = f (P, E)
B = Behaviour
P = Person
E = Environment
Sources of Human Behaviour
The sources of human behaviour can be
classified into following factors:

Inherited characteristics or Biological factors

• Physical characteristics
• Intelligence
• Gender
• Age
• Religion?
Learned Characteristics:
• Perception
• Attitude
• Personality
• Values
Behaviour and Performance
Performance is a reflection of three
factors:
• Individual's capacity to perform
–Ability
–Aptitude
• Individual’s willingness to perform

• Organizational support
 Symptoms of inadequate organizational
support:
• Lack of time
• Inadequate budget
• Inadequate tools, equipments, and supplies
• Unclear instructions
• Unfair level of expected performance
• Lack of job related authority
• Inflexibility of procedures
MANAGEMENT PROCESS, SKILLS
AND ROLES
What it takes to be a Great Manager?
Managerial Competency: A set of
knowledge, skills, behaviours, and
attitudes that a manager needs in
order to be effective in a wide range
of managerial jobs and organizational
settings.
Five Specific Competencies

1. Communication Competency
Ability to transfer and exchange
effectively information that leads to
understanding between yourself
and others. It includes:
• Informal communication
• Formal communication
2. Planning and Administrative
Competency
Involves deciding what tasks need to be
done, determining how things can be done,
allocating resources to enable them to be
done and then monitoring progress to
ensure that they are done. It includes:
• Information gathering
• Planning and organizational projects
• Time management
3. Team work Competency

Accomplishing tasks through small

groups of people who are collectively
responsible and whose work is
interdependent requires team work
competency. It includes:

• Designing teams properly

• Creating a supportive team environment
• Managing team dynamics
4. Global Awareness Competency

Understanding the overall mission and

values of the organization and ensuring
that your actions and those of the
people you manage are aligned with
them. It includes:

• Culture knowledge and understanding

• Culture openness and sensitivity
5. Self Management Competency

Taking responsibility for your life at

work and beyond

• Integrity and ethical conduct

• Personal drive and resilience
• Balancing work and life demands
• Self assessment and development
 Management: Definition

Management can be defined as a

process of planning, organizing,
directing and controlling
organizational resources (human,
financial, physical and informational)
in the pursuit of organizational goals.
 Management Process

Planning Organizing Directing Controlling

Management Process – contd.
Planning – establishing
organizational goals and defining
the methods by which they are to be
attained.

Organizing – designing, structuring

and coordinating the components of
an organization to meet
organizational goals
Management Process –
contd
Directing – managing interpersonal
activities, leading and motivating
employees so as to realize the
organizational goals

Controlling – monitoring the

behaviour of members and the
effectiveness of the organization
itself
 Management Skills

By Katz and Kahn:

Technical skills: ability to use tools,
procedures and techniques to perform a
given job
Human skills: ability to understand others,
to lead, motivate, manage conflict and to
build group support
Conceptual skills: ability to see, diagnose
and understand concepts at an abstract
level of analysis
 Managerial Roles
Mintzberg’s classification of roles:

Interpersonal Roles
• Figure head – manager as a symbol
• Leader – use of power, motivation to
integrate the activities of the subordinates
• Liaison – develop relationship with
individuals and groups outside their work
Managerial Roles – Contd.

Informational roles

Monitor – collecting information

Disseminator – transmitting
information
Spokesperson – transmitting
information outside the organization
Managerial Roles – Contd.

Decisional roles

Entrepreneur – initiating changes

Disturbance handler – resolving crisis
Resource allocator – assigning work and
resources
Negotiator – obtaining beneficial
solutions for the organization