ST’XAVIERS PG COLLEGE

MOB UNIT-V
EMERGING ASPECTS OF OB

D.Sri Latha
ORGANIZATIONAL CULTURE
 Organisational culture is an idea in the field of
organisational studies and management which
describes the psychology, attitudes, experiences,
beliefs and values, both personal and cultural, of an
organisation.
 Organizational culture/corporate culture includes-
 The ways the organization conducts its business, treats
its employees, customers, and the wider community,
 The extent to which freedom is allowed in decision
making, developing new ideas, and personal expression,
 How power and information flow through its hierarchy,
and
 How committed employees are towards collective
objectives.
DEFINITION OF ORGANISATIONAL
CULTURE
 According to Robbie Katanga, “Organizational Culture is how
organizations do things.”
 According to Alec Haverstick, “In large part, Organizational
culture is a product of compensation.”
 According to Bruce Perron, “Organizational culture defines a
jointly shared description of an organization from within.”
 According to Richard Perrin, “Organizational culture is the
sum of values and rituals which serve as a glue to integrate
the members of the organization.”
 According to Alan Adler, “Organizational culture is civilization
in the workplace.”
 According to Elizabeth Skringar, “Organizational culture is
shaped by the main culture of the society we live in, albeit
with greater emphasis on particular parts of it.”
 Organizational, culture affects the organization’s productivity
and performance and provides guidelines on customer care
and service, product quality and safety, attendance and
punctuality, and concern for the environment.
CHARACTERISTICS OF ORGANIZATIONAL
CULTURE

 Innovation (Risk Orientation).

 Attention to Detail (Precision Orientation).

 Emphasis on Outcome (Achievement

Orientation).
 Emphasis on People (Fairness Orientation).

 Teamwork (Collaboration Orientation).

 Aggressiveness (Competitive Orientation).

 Stability (Rule Orientation).

TYPES OF ORGANISATIONAL CULTURE

 1. Clan Culture
 2. Hierarchy Culture

 3. Adhocracy Culture

 4. Market Culture
FUNCTIONS OF ORGANISATIONAL CULTURE

 Organisational culture has many significant

functions. The most important of them all are as
 under:

 1. It gives a sense of identity to the employee

 2. It promotes commitment among people

 3. It enhances stability among the employees

 4. It makes sense of behavior.

IMPORTANCE OF CULTURE TO THE
ORGANISATION

 1. Coordination and integration across organisational

units in order to improve efficiency, quality, and speed
of designing, manufacturing, and delivering products
and services.
 2. Product innovation
 3 Strategy innovations
 4. Process innovation
 5. Effective management of dispersed work units and
increasing workforce diversity
 6. Cross-cultural management of global enterprises
 7. Construction and management of hybrid-cultures
 8. Facilitation and support of teamwork.
ORGANISATIONAL CLIMATE
MEANING AND DEFINITION
 “Climate in natural sense is referred to as the average course
or condition of the weather at a place over a period of years as
exhibited by temperature, wind, velocity and precipitation.”

 According to Forehand and Gilmer, “Climate consists of a set

of characteristics that describe an organisation, distinguish it
from other organisations are relatively enduring over time and
influence the behaviour of people in it.”

 According to Campbell, “Organisational climate can be defined

as a set of attributes specific to a particular organisation that
may be induced from the way that organisation deals with its
members and its environment. For the individual members
within the organisation, climate takes the form of a set of
attitudes and experiences which describe the organisation in
terms of both static characteristics (such as degree of
autonomy) and behaviour outcome and outcome- outcome
contingencies.”
CHARACTERISTICS OF
ORGANISATIONAL CLIMATE

 The nature of organisational climate will be

clear from the following characteristics:
 1. General Perception:

 2. Abstract and Intangible Concept:

 3. Unique and District Identity:

 4. Enduring Quality:

 5. Multi-Dimensional Concept:
FACTORS INFLUENCING
ORGANISATIONAL CLIMATE
 (i) Organisational Structure
 (ii) Individual Responsibility

 (iii) Rewards

 (iv) Risk and Risk Taking

 (v) Warmth and Support

 (vi) Tolerance and Conflict

IMPACT OF ORGANISATIONAL CLIMATE
 1. Constraint System
 2. Evaluation of Self and Others

 3. By Acting as Stimuli

 4. By Helping the Individual to Form a

Perception
STRESS MANAGEMENT

 Stress is not necessary something bad, it all

depends on how we take it. “Demands exceed the
personal and social resources the individual is
able to mobilize”.
 A word stress is defined by the dictionary as ‘ a
state of after involving demand on physical and
mental energy’.
 Stress can also be positive. You need a certain
amount of stress to perform your best at work.
DEFINITION

 Stress management can be defined as interventions

designed to reduce the impact of stress in the work
place. These can have an individual focus, aimed at
increasing an individuals ability to cope with stress

 Occupational stress is stress involving work.

According to the current World Health
Organization's (WHO) definition, occupational or
work- related stress "is the response people may
have when presented with work demands and
pressures that are not matched to their
knowledge and abilities and which challenge
their ability to cope."
 Stressor Outcome
s s
Individual Behavioural
Level • Satisfaction
• Personality • Performance
• Role overload • Absenteeism
• Role Conflict • Turnover
• Role Ambiguity • Accidents
•Task • Substance Abuses
Characteristics
Group Level
• Managerial Behaviour Cognitive
• Lack of cohesiveness • Poor decision-
• Intragroup Conflict
making
• Status Incongruence Stres • Lack of concentration
• Sexual Harassment
• Workplace Violence s • Forgetfulness
Moderating Variables Physiological
Organizational Level
• Perception • Increased Blood
• Climate
• Management Style • Past Experience Pressure
• Organizational Design • Social Support • High Cholesterol
• Organizational life Cycle • Individual Differences • Heart Disease
• Burnout
Extra-Organisational
• Family
• Economy
• Lack of Mobility
• Quality of life
TYPES OF STRESS

 (i) Acute Stress

 Acute stress is the most common form of stress. It comes
from demands and pressures of the recent past and
anticipated demands and pressures of the near future.
Acute stress is thrilling and exciting in small doses, but too
much is exhausting.
 (ii) Episodic Acute Stress
 This form of stress comes from ceaseless worry. “Worry
warts” see disaster around every corner and pessimistically
forecast ruin in every situation.
 (iii) Chronic Stress
 This stress comes from a person never sees a way out of a
miserable situations. It is the stress of unrelenting
demands and pressures for seemingly interminable periods
of time. With no hope, the individual gives up intense for
solutions.
SYMPTOMS OF STRESS
 Physical symptoms of stress  Emotional symptoms of stress
include: include:
 Headaches  Irritability
 Insomnia  Sadness
 Fatigue  Anger
 Stomach aches  Apathy
 Body pain  Overwhelm
 Acne or breakouts
 Digestive issues
 Mental symptoms of stress
include:
 Anxiety
 Depression
 Suicidal ideation
 Food and eating issues
 Addictions and/or compulsions
 Substance abuse
CAUSES OF STRESS

 Losing a job or starting a new job

 Getting divorced or going through a breakup

 Being discriminated against

 Experiencing a change in financial status

 Following the news or politics

 Moving

 Beginning or ending school

 Experiencing a loss

 Being diagnosed with a serious illness

STRESS MANAGEMENT
 Individual Strategy:
 – Muscle Relaxation
 – Biofeedback
 – Meditation
 – Cognitive Restructuring
 – Time Management
 Organizational Strategy:
 – Improvements in the physical work
environment.
 – Job redesign to eliminate stressors
 – Changes in workloads and deadlines
 – Structural reorganization
 – Changes in work schedules, more
flexible hours and sabbaticals
 – Management by objectives or other goal
setting programmers
 – Greater levels of employee
participation, particularly in planning
changes that affect them and
 – Workshops dealing with role clarity and
role analysis.
 – Employee assistance programme or
wellness programmes are being
increasingly used by firms now a days.
EMPLOYEE COUNSELING
 It is usually been called as Employee
Assistance Programme and it consists of
 Diagnosis
 Treatment
 Screening
 Prevention
STRESS COUNSELLING

 Stress and anger management counselling is the

process of talking to a professional
psychotherapist about issues an employee may be
experiencing.
 Counseling for stress at work aims to identify the
causes of an employee’s work-related stress.
When conducted in a private and judgment-free
environment, it can help the employee to
understand the cause of the stress, and find steps
to manage and reduce it.
THE BENEFITS OF STRESS
MANAGEMENT COUNSELLING

 Talking is a tried and tested method of overcoming stress,

anxiety or depression. Cognitive Behavioural Therapy (CBT)
offers employees an outlet for any negative thoughts or
feelings, which can reduce stress as well as maintain their
mental health.
 Other benefits include:
 Better self-understanding: With the help of a therapist,
employees are able to better understand themselves and find
solutions to their problems. This leads to an increase in self-
confidence.
 More engaged workplace: While talking to a therapist may
not fully eliminate stress, it’s proven to drastically reduce it.
Employees may find it easier to cope with, they’re also likely
to be happier and more engaged with their colleagues.
 Reduced absences and turnover: When staff are less
stressed they’re unlikely to take extended time off work for
mental health reasons. And because they’re aware you care
about their wellbeing, they’re also less likely to leave your
company for a competitor.
CHANGE IN ORGANISATIONS

 Organizational change occurs when an

oganisation transforms its structure, strategies,
methods, culture and other elements to
reorganize and restructure the organisation.
 Organizational change can be defined as the
alteration in structure, technology or people in an
organization or behavior by an organization.
CHANGE IN ORGANISATIONS
CAUSES OF ORGANISATIONAL CHANGE
External Forces Internal Forces

1. Technological 1. Changes in
Change Managerial Personnel
2. Globalization 2. Declining Effectiveness
3. Social and Political 3. Changes in work
climate
Changes
4. Deficiencies in the
4. Workforce Diversity
Existing System
5. Managing Ethical 5. Crisis
Behaviour
6. Employee Expectations
FORMS OF CHANGE

 There are two basic forms of change in organisations:

Planned change and unplanned change.
 1. Planned Change: Planned change is change resulting
from a deliberate decision to alter the organisation. It is an
intentional, goal-oriented activity.
 The goals of planned change are:
 First, it seeks to improve the ability of the organisation to
adapt to changes in its environment.
 Second, it seeks to change the behaviour of its employees.
 2. Unplanned Change: Not all change is planned.
Unplanned change is imposed on the organisation and is
often unforeseen. Responsiveness to unplanned change
requires tremendous flexibility and adaptability on the part
of organisations. Examples of unplanned changes are
changes in government regulations and changes in the
economy.
RESISTANCE TO CHANGE

Organisational
Individual Resistance
Resistance
 Economic Reasons  Resource Constraints
 Fear of the unknown  Structural Inertia
 Fear of Loss
 Sunk Costs
 Security
 Politics
 Status quo
 Peer Pressure  Threat to established

 Disruption of power relationships

Interpersonal  Threat to expertise
Relationships
 Group Inertia:
 Social Displacement
MANAGING RESISTANCE TO CHANGE

 Some tactics have been suggested for use in

dealing with resistance to change.
 1. Education and Communication

 2. Participation

 3. Empathy and Support

 4. Negotiation

 5. Manipulation and Co-optation

 6. Coercion
ORGANISATIONAL CHANGE (CHANGE
PROCESS)

 1. Lewin's Change Model

 2. Nadler's Organisational Model.

 3. A Contingency Model of Analyzing Change

LEWIN'S CHANGE MODEL
NADLER'S ORGANISATIONAL MODEL
A CONTINGENCY MODEL OF ANALYZING
CHANGE

 Kotter and Schlesinger have proposed a contingency framework for

matching methods with situations of organisations.
 The various approaches in the model are explained below:
 1. Education and Communication: providing of facts and information;
increased communication about the change.
 2. Participation and involvement: Letting those affected have a voice
in how the change will
 occur.
 3. Facilitation and support: providing training for change, effective
listening, counseling and understanding of emotional reaction to change.
 4. Negotiation and agreement: bargaining over various aspects of
change.
 5. Manipulation and co-optation: Using information about change
selectively or seconding a representative (or informal leader) from the
group to participate in the design of the change.
 6. Explicit and implicit coercion: Using power position and threats to
force compliance. While implementing change, managers must choose
which approach best fits the situation. Each approach has its advantages
and disadvantages and hence, they are appropriate in certain situations
ORGANIZATION DEVELOPMENT

 Organizational development is a technique used

for bringing change in the entire aspect of the
organization, rather than focusing attention on
the individuals. So that change is readily
absorbed.
ORGANIZATION DEVELOPMENT
DEFINITION
 According to French and Bell, "Organizational development is
a long range effort to improve an organization's problem-
solving and renewal processes, particularly, through a more
effective and collaborative management of organization
culture with special emphasis on the culture of formal work
teams with the assistance of a change agent or catalyst and
the use of the theory and technology of applied behaviour
science, including action research".

 According to Burke, "Organizational development is a planned

process of change in an organization's culture through the
utilization of behavioural science, technology, research and
theory".

 According to R. Beckhard, "Organizational development is an

effort (1) planned, (2) organization wide, (3) managed from the
top, (4) to increase organization effectiveness and health
and (5) through planned intervention in the organization's
processes using behavioural science knowledge" .
OF O.D.:

 1. Humanistic Values: Positive beliefs about the potential of

employees (McGregor's Theory Y).
 2. Systems Orientation: All parts of the organization, to include
structure, technology and people, must work together.
 3. Experiential Learning: The learners' experiences in the training
environment should be the kind of human problems they encounter at
work. The training should NOT be all theory and lecture.
 4. Problem Solving: Problems are identified, data is gathered,
corrective action is taken, progress is assessed and adjustments in the
problem solving process are made as needed. This process is known as
Action Research.
 5. Contingency Orientation: Actions are selected and adapted to fit
the need.
 6. Change Agent: Stimulate, facilitate and coordinate change.
 7. Levels of Interventions: Problems can occur at one or more level
in the organization so the strategy will require one or more
interventions.
OBJECTIVES OF ORGANISATIONAL
DEVELOPMENT:

 (a) Improvement in the performance of the

organisation.
 (b) Improvement in the ability of the organisation
to adapt to its environment, and
 (c) Improvement in inter-personal and inter-
group behaviour to secure team work.
STEPS IN ORGANISATIONAL
DEVELOPMENT (O.D):
 Lawrence and Lorsch have provided the
following steps in organisational
development:-
 1. Problem identification—Diagnosis:

 2. Planning Strategy for Change:

 3. Implementing the Change:

 4. Evaluation:
BENEFITS OF ORGANIZATIONAL
DEVELOPMENT

 1. Continuous development
 2. Increased horizontal and vertical
communication
 3. Employee growth

 4. Enhancement of products and services

 5. Increased profit margins

ORGANIZATIONAL CITIZENSHIP
BEHAVIOURS (OCBS)

 Organizational citizenship behaviours (OCBs) are

individual, discretionary actions by employees that are
outside their formal job description. Managers who are
aware of the pros and cons of OCBs can help employees
contribute optimally to the organization and avoid burnout.
 Definitions
 The definition of OCB has developed with use. In 1988,
Organ wrote the formative definition that OCB is
“individual behaviour that is discretionary, not explicitly
recognized by the formal reward system, and that in the
aggregate promotes the effective functioning of the
organization” (1988: 4

 Halbesleben and Bellairs integrate into their definition

from the point of view of the individual’s motivation, that
“people are motivated to select behaviours that give them
the best opportunity to achieve their future goals with
respect to work, which often manifests as OCBs”
TYPES OF ORGANIZATIONAL
CITIZENSHIP BEHAVIOR

 Altruism
 Courtesy

 Sportsmanship

 Conscientiousness

 Civic virtue
BENEFITS OF OCB

 OCB can boost employee morale

 It increases people’s levels of work
meaningfulness
 It is good for employee performance and
productivity; OCB positively predicts
performance
 It creates better social interactions between
employees
 It reduces stress
 It creates a sense of community among
employees
 It is good for your Employer Brand
ORGANISATIONAL BEHAVIOR MODIFICATION

 Organisational Behaviour Modification (OBM) is

a technique for personnel management that
focuses on improving observable and measurable
work-related behaviour. Examples include
absence or tardiness, but also quality or quantity
of work. Organisational Behaviour Modification
argues for intervention to encourage desired
performance behaviour and discourage undesired
behaviour.
 Fred Luthans and Kreitner developed this
technique. Organisational Behaviour
Modification can also be used to motivate the
employees and improve the organisation’s
effectiveness.
DEFINITION

 According to Stephen P. Robbins:

 “OB Mod is a programme where managers identify
performance related employee behaviours and then
implement an intervention strategy to strengthen
desirable behaviour and weaken undesirable
behaviours.”
 According to Schermerhorn, Hunt and Osborn:
 “OB Mod is the systematic reinforcement of desirable
work behaviour and the non reinforcement or
punishment of unwanted work behaviour. It includes
four basic reinforcement strategies. Positive
reinforcement, negative reinforcement, punishment
and extinction”
BEHAVIOURAL ENTROPY IN
LEARNING ORGANISATION

 In 2001 Stephen Hawking said that “Entropy is nothing more

than a measure of the total information contained in a system”. In
an organization this information will either be consumed or
remain as excess energy with inefficient usage of resources. This
unused energy, or resources, results in gradual randomness &
slack in the system (and increase in entropy) leading to a
situation from where reversal is just not possible.
 Organization must expend energy to create stability, structure,
and simplicity. Random & slack organizations are less likely to
produce a sustained predictable and positive outcome. Entropy
will be always into play causing far more disorderly variations
than orderly ones. Steven Pinker puts it nicely -“The ultimate
purpose of life, mind, and human striving: to deploy energy and
information to fight back the tide of entropy and carve out refuges
of beneficial order.”
BEHAVIOURAL METRICS IN EFFECTIVE
ORGANIZATION

 A metric is a meaningful measurement taken over a period

of time that communicates vital information about a
process or activity, leading to fact-based decisions. Metrics
are usually specialized by the subject area. In business,
they are sometimes referred to as key performance
indicators (KPI). Performance metrics should be
constructed to encourage performance improvement,
effectiveness, efficiency and appropriate levels of internal
controls. They should incorporate “best practices” related to
the performance being measured.
 Behavioural metrics are the key to understanding your
employee talent pool; its current skills, future potential and
what makes for success in your business environment.
Behavioural metrics will help you understand why people
in your organisation behave the way they do. If you are not
measuring the right metrics for the business model you
need, then you can get badly caught out competitively.
BEHAVIOURAL METRICS

 1. Management
 2. Workforce Performance and Productivity

 3. Accountability

 4. The Employee Experience

 5. Organizational Performance

 6. Organizational Strategy

 7. Tools and Technology

ANY QUESTIONS
Thank You