Introduction How to clear the space

Managerial Work Usually done in pairs… 

Course Overview 1. Identify the ‘thing’ –
‘what’s in the background…’
Session 1 2. Label the emotion –
‘the associated emotion is…’
Organization Behaviour – I
Prof. Manish Singhal 3. Move beyond –
Organizational Behaviour ‘Aaah… That’s how it is right now…’
Clear at most three things each!

Why Study Organizational Behavior? Organizational Behavior

the study of individual behavior
Understand and group dynamics
organizational
events in
organizations
O.B.
RESEARCH
Influence Predict
organizational organizational
events events

Photos courtesy of Clips Online, © 2008 Microsoft Corporation

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 Organizational Behavior: Dynamics Understanding Human Behavior
in Organizations
STRUCTURE
Thoughts Needs External Perspective:
Psychosocial Feelings Experiences Examining surrounding
external events &
environmental forces
Organizational
Interpersonal
Behavior

AGENCY
Behavioral Internal Perspective: External Behavioral
Events Consequences
Examining individuals’
history & personal Environmental Forces
values Photos courtesy of Clips Online, © 2008 Microsoft Corporation

Individual Behavior
behavior B is the function of person P
and the environment E [Kurt Lewin]
BA= fn (PA , EA (i.e., Â))
EA, i.e., Â = Your facilitator, other classmates

P and E are interdependent,

where person and environment continuously
and mutually influence each other
YouToday = YouPast + EnvironmentYour past
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 Open System View of Organizations Formal vs. Informal Organization
Task environment:

Inputs:
Competitors Unions Formal Organization – the official, legitimate,
Regulatory agencies Clients
Material and most visible part of the system
Capital
Human Structure
Informal Organization – the unofficial and less
visible part of the system
Task Technology

People Hawthorne Studies:

Outputs:
(Actors) studies conducted during the 1920’s
Products
Services and 1930’s that discovered the
Organizational Boundary
existence of the informal
SOURCE: Based on Harold Leavitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J. G. March,
ed.,Handbook of Organizations (Chicago: Rand McNally, 1965), 1145. Reprinted by permission of James G. March.

The perils of depending upon the Formal

Formal organization organizational chart
• Goals & objectives Informal networks
• Policies & procedures
Overt • Job descriptions
1. Advice networks are formed
• Financial resources along formal organisational
structures with inter-
• Authority structure
dependencies between
• Communication channels
Social members
• Products and services
Surface 2. Friendship networks formed
Covert ___ Informal Advice networks
___ Informal Friendship networks because of choice of who to
interact with
Formal & Informal organization
•Beliefs & assumptions
3. Both networks are distinct,
yet inter-twined & have
Informal •Perceptions & attitudes
•Values
different consequences for its
members
Elements of •Feelings, such as fear, joy
anger, trust, & hope 4. Needed for getting work done
in organizations
Organizations •Group norms
•Informal leaders

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Human Behavior in Organizations
Clockworks

or Organizational Skills
for
Snake pit?
managerial effectiveness

Photos courtesy of Clips Online, © 2008 Microsoft Corporation

Typical Activity Patterns in Technical Skill

Managerial Work
1. Pace of work: hectic and unrelenting
• having knowledge about and being proficient in
2. Content of work: varied and fragmented a specific type of work or activity
3. Many activities: reactive (fire-fighting) – Specialized competencies
4. Interactions often involve peers & outsiders – Analytical ability
– Capability to use appropriate tools & techniques

• Technical skills involve hands-on ability with

Manager a product or process (THINGS)
• Most important at lower levels of
management

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 Interpersonal Skill Interpersonal Skill
• having knowledge about and being able to
work with PEOPLE.
• Technical skill versus Interpersonal skill
• The curious case of Competent JERKS!

When people need help getting a job

done, they will choose a
‘lovable fool’ over a ‘competent jerk’.
Tiziana Casciaro & Miguel Sousa Lobo
Competent Jerks, Lovable Fools, and the Formation of Social Networks
Harvard Business Review, June 2005

Interpersonal Skill
Google’s Project Oxygen
• So… Interpersonal skills???
• Let’s SEE… 
Do Managers Matter?
• Not EITHER/OR but AND!
• Simultaneous awareness of one’s own
perspective and that of others …in “a company built for engineers by engineers”
+
• People skills family-like culture, with a strong development
evoke cooperative work  common goals orientation
+
• Important at ALL levels of the organization

IMP.: THE INDIVIDUAL FRAME OF REFERENCE

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 Oxygen 8
Google’s Project Oxygen
Is there a difference between the Top &
Bottom Quartiles (Googlegeist ratings and
performance review scores) of Managers?

Top quartile: innovation, work-life

balance, career development, happier &
high-performing teams

A good manager…
1. Is a good coach
2. Empowers the team and
does not micromanage
3. Expresses
interest/concern
for team members’ success
and personal well-being
4. Is productive and
results oriented
5. Is a good
communicator – listens
and shares information
6. Helps with career
development
7. Has a clear
vision/strategy for the
team
8. Has key technical skills
that help him/her advise the
team
Oxygen 8
Verbatim quotes
He caters to your skillset and personality with his guidance and feedback and pushes
Oxygen 8
you to grow while still making you feel strongly supported.
I like the trust my manager gives me and my team in managing and doing our work as
we see fit… There is no micro-managing… Yet we know that he is there to answer
our questions/guide us if need be.
He is incredibly authentic, credible, and caring, and manages to do a brilliant job of
ensuring our team members achieve their goals, while ensuring everyone on the team
also feels personally as if they're valuable.
He is relentless in removing obstacles on the team. He created a concept called
"RUSH", where any decision that needs to get made, gets made quickly. Meetings
begin on time and end on time, always.
My manager encourages an extremely open dialogue that permits us to share issues
and concerns that, in most organizations, would be concealed.
I tell them career development isn’t about just being promoted, it’s about growing,
acquiring, sharing expertise.
Her team is the only team I've been on at Google in which we've taken the time to
collaboratively create a vision, and then to share and act on that vision with relevant
teams. I felt part of an important effort.
He has deep knowledge of our infrastructure. He is a hands-on guy and willing to roll
up his sleeves and get to the bottom of the problem.

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 Google’s Project Oxygen Conceptual Skill
• 50,000 feet view: larger context…
• Works easily with abstraction and
hypothetical notions (IDEAS/CONCEPTS)
• …shaping meaning of organizational policy/issues
(what the organization stands for and where it’s going)
• Most important at TOP management levels

Google's Laszlo Bock: 10 Rules for Managers Charlie Rose

https://www.youtube.com/watch?v=dSCr04gpCVI

The Changing Arena… Changing Arena: Implications?

1. What got you here won’t get you there!

Conceptual 2. Mind-set shift: accepting change: Have been promoted: What

Skills now? Am I JUST a glorified subordinate? Unlearn & learn!
3. Delegation becomes important as you rise higher
In routine day-to-day work we get entangled in TECHNICAL!
Interpersonal
4. Time-management: Work-Family Life balance  future growth!
Skills
5. Simultaneously, take the load off your manager
6. Middle level: need to simplify for people down under
Not about the ability, 7. When you move towards the next level, be prepared to manage
but the requirement ambiguities, even as you leave behind clarity on the past role!
8. Conceptual skills [abstractions] not as concrete:
Keeping track of competition + subject/industry knowledge
Technical
Skills 9. Interpersonal skills remains at the core

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 How will mastering OB help Learning about Organizational Behavior
you in your career? LEARNING ACTIVITY PEDAGOGICAL FEATURES
1. Figure out where you fit in Mastery of
basic objective Science
2. Solve behavior-based organizational knowledge
problems Theories, Research, Articles
3. Understand and lead complex Development of
organizations specific skills and You
abilities
4. Obtain the vocabulary and
Exercises, Questionnaires
fundamentals that will help you stay
current Application
of knowledge The Real World
and skills
Organizational & Work Context

OB-I course evaluation Introduction

1. Course Involvement: 20%
Managerial Work
Regular Preparedness assessment (MCQ-based
2. Online MCQ-based Mid-Term Exam: 40%
quiz)
Course Overview
[before Session VII] No re-exam permitted!
3. Online MCQ-based Cumulative End-Term
Exam: 40% Session 1
4. Attendance BONUS marks: 10% Organization Behaviour – I
Relative grading!!!  Prof. Manish Singhal
Organizational Behaviour
Should the planned assessment mix not lead to desired results,
suitable changes may be effected DURING the course!

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Diversity in Organizations DIVERSITY for HR: the “real”

Values & Attitudes

Session 2
Organization Behaviour – I
Prof. Manish Singhal
Organizational Behaviour

The Token Minority Hire | LEGALLY BROWN

https://www.youtube.com/watch?v=14S0JHnXhn8

Culture Hoefstede’s 6-D Model

1. Power Distance
1. a set of beliefs and values shared by • High/ Low Equality
members of a given group 2. Individualism / Collectivism
• Relations to Others
2.  Group’s uniqueness [bind & blind] • Universalism/ Particularism
3. Masculinity / Femininity (tough vs tender)
i. Shared by group members
• Need for Materialistic Results
ii. one member  another • Care for Others
4. Uncertainty Avoidance
iii.  thinking and behavior • Need to Reduce Uncertainty
iv. Stable and dynamic 5. Time Orientation
• Long / Short Term
3. Levels: 6. Indulgence
National; Group/Ethnic & Organizational • …versus Restraint

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 Hofstede’s Framework Hofstede’s Framework (cont’d)
Power Distance Individualism vs collectivism
Individualism Collectivism
The extent to which the powerless
EXPECT and ACCEPT The degree to which A tight social framework in
people prefer to act as which people expect
that power shall be distributed unequally individuals rather than others in groups of which
a member of groups. they are a part to look
low: relatively equal distribution after them and protect
high: extremely unequal distribution them.

Hofstede’s Framework (cont’d) Hofstede’s Framework (cont’d)

Masculinity / Femininity Achievement vs nurturing
Achievement [Masculinity]
The extent to which men’s goals are The extent to which societal
significantly different than women’s values are characterized by
assertiveness, materialism and
goals in a society competition.
[wanting to be the best]
versus
Nurturing [Femininity]
The extent to which societal
values emphasize relationships
and concern for others.
[liking what you do]

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Hofstede’s Framework (cont’d) Hofstede’s Framework (cont’d)
Uncertainty avoidance Temporal orientation
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them (high UA). Long-term Orientation

Low  rules will be circumvented A national culture attribute

that emphasizes the future,
thrift, and persistence.

Hofstede’s Framework (cont’d) Hoefstede’s 6-D Model: India

Indulgence 1.Power Distance [77] -
High
• High inequality w.r.t. power/wealth:
Top-Down  obedience
2.Individualism [48] -
Indulgence
Lower
The extent to which people • Collectivistic traits (greater good);
Prescribed future; others’ opinions
try to control their desires & imp; reciprocal expectations;
impulses based on their Loyalty  Familial Protection;
Particularism (Relationships driven
socialization decisions)
• Individualism  Karma;
Weak control: Indulgence individual responsibility
Strong control: Restraint 3.Masculinity [56] - High
• Materialistic displays of success and
power; Work-centric life;
visible symptoms of success @
work
https://www.hofstede-insights.com/country-comparison/india/
https://incredible-india-cayla.weebly.com/hofstedes-cultural-dimensions.html
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4.Uncertainty Avoidance
[40] - Low
• Acceptance of imperfection;
Patient country; seek change;
“adjust please”
5.Long-Term Orientation
[51] - Intermediate
• Time polychronic; many truths;
Not tolerance but acceptance;
lack of punctuality forgiven;
discover one’s fate!
6.Indulgence [26] - Low
• Culture of restraint
• Low emphasis on leisure time
• Control gratification of desires
• Indulgence – “wrong”
National Culture Comparison Differing Perspectives of Organisations
Indian Perspective
Work and personal lives overlaps.
Modern Design of organisations in India
carry the influence of westernization of
work as introduced by the British.
Organisational design reflect rational
work arrangement , but underlying
organisational process reflect fusion of
family centrality.
Highly divergent and layered
socio-cultural context adds complexity
to already complex organisation
dynamics.
The organisational roles often conflicts
with traditional values and culture.
Features of Indian organisations are:
dominated relationship, personalized
loyalty, external locus of control.
Diversity issues
Surface-level
diversity
DIVERSITY
Deep-level
Bases? diversity
Diversity
Management
Page 12 of 18
Western Perspective
Work and personal domains are
clearly separate.
Modern Design of organisations
developed during industrial
revolution in the west.
Highly work centered
structures give first priority to
work discipline.
Organisational theories,
structures and the context of
socio-cultural environment are
in tandem.
Organisational values are
derived and evolved from
protestant work ethic.
The qualities considered to be
highly functional are: readiness
to take responsibility,
autonomy, initiative.
 Problems of Diversity Exploring a Diversity dimension
1. Misperception • Glass ceiling—invisible barriers and obstacles
that prevent women from moving to the
– Ignore/misinterpret minority input highest levels of organizations…
– e.g., Gender as an irrelevant cue for expertise Sheryl Sandberg’s LEAN IN
2. Emotional Distrust • Sexual harassment—defined as unwelcome
sexual advances, requests for sexual favors,
– More conflict and less cohesion and other verbal or physical conduct of a
3. Failure to Use Team Resources sexual nature—tends to create a
hostile/offensive work environment.
– Less committed and motivated

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-still-matters
https://womenintheworkplace.com/

Pantene 'Labels Against Women'

https://www.youtube.com/watch?v=luLkfXixBpM
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 PepsiCo CEO: Women can't have it all Indra Nooyi: "I have to remind myself of what I lost"
https://www.youtube.com/watch?v=h8yi5Cz2oH4 https://www.youtube.com/watch?v=6LlZXQmqv8c

Exploring a Diversity dimension

Titan Raga #BreakTheBias

https://www.youtube.com/watch?v=hNqwBTCslMw https://www.theatlantic.com/magazine/archive/2012/07/why-women-still-cant-have-it-all/309020/
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 Women CAN’T have it all!

She famously said that women can’t have it all.

Now she realizes that no one can!
https://www.washingtonpost.com/lifestyle/style/she-famously-said-that-women-cant-
have-it-all-now-she-realizes-that-no-one-can/2016/08/26/889944e4-5bf3-11e6-831d- Blind spots: Challenge assumptions
0324760ca856_story.html https://www.youtube.com/watch?v=BFcjfqmVah8

VALUES Values
Values are long-lasting beliefs about
what is important in a variety of situations

One’s personal convictions about

C  B  A  V what one should strive for in life
and
how one should behave

• Define right versus wrong: guide our decisions

• Values relate to individuals, companies, professions,
societies, etc.

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 Importance of Values Rokeach Value Survey
Provide understanding of the attitudes, motivation, Terminal Values
and behaviors of individuals and cultures. Desirable end-states of
Imply that some behaviors or outcomes are existence; the goals that a
preferred over others. person would like to achieve
during his or her lifetime.
Influence our perception of the world around us. [Personal & Social Values]

Instrumental Values

Ninety-nine percent of what we say is Preferable modes of behavior

about values. or means of achieving one’s
terminal values.
Anita Roddick, Founder of BODY SHOP
[Competence & Moral Values]

Page 16 of 18
Value Differences b/n Groups Attitudes: Basic Definitions

 Attitudes:
Relatively stable clusters of feelings, beliefs,
and behavioral intentions toward specific
objects, people, or institutions.
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics:

 Work-Related Attitudes:
An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.

Attitudes relating to any aspect of work or

work settings.
e.g., Job Satisfaction:
Positive or negative attitudes held by
individuals toward their jobs.

Components of Attitudes
The Theory of Cognitive Dissonance
Affective / Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.

Desire to reduce dissonance

• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance

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 Job Dissatisfaction Responses
Behavior directed Active & constructive
toward leaving the attempts to improve
organization. conditions.

Next Session
Preparation
Allowing conditions Passively waiting for
to worsen. conditions to improve.

Source: C. Rusbult and D. Lowery, “W hen Bureaucrats Get the Blues,” Journal of Applied Social Psychology. 15, no. 1, 1985:83.

Personality & self-awareness Personality Self-assessment

G.I.G.O.
Follow the directions on the website.
The website offers an instrument to measure your personality
according to several dimensions.
Honesty  Self-learning Complete the questions as directed – you may use either the
short form or the long form.
Bear with repetitiveness. The output of the website is a written qualitative assessment of
your scores on various personality dimensions.
It provides you with a “report.”
Personality Self-assessment The instrument asks a series of questions about yourself.
For a 300 or 120-items IPIP-NEO It is important to answer these questions as truthfully as you can,
5-Factor Personality Questionnaire: or the results of the exercise will not be very useful.
http://tinyurl.com/l3jl9 Print and/or save the report for your use.
not 13j19, but el-3-jay-el-9 You DO NOT need to send it to me/TA!

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