Professional Documents
Culture Documents
Ob-1 (Bme 2015-18)
Ob-1 (Bme 2015-18)
Behavior-1
BME (2015-18)
J. Singh
XLRI
J. Singh
• Education:
• Ph.D. (Wharton School, Univ. of Pennsylvania, USA)
• MBA (XLRI Jamshedpur)
• B.A. (St. Xavier’s College, Calcutta University)
• Work Experience:
• XLRI: 19 years in 3 separate ‘innings’—including 4
years as Dean.
• Tata Steel: 23 years in Human Resources
• Contact: jittusingh@xlri.ac.in
J. Singh XLRI
OB-1
• Course Objectives:
1. To give you an overview of the field of OB and its
importance in Management.
2. To enable you to understand Individual and Group Behavior
in organizations.
3. To sharpen your skills in selected processes for managing
individuals and teams.
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Course Content
Sessions Topic Chapter
1-2 Overview of OB 1
14 Managing Communication 11
20 Synthesis
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Course Evaluation
• There will be three components—with each
carrying 1/3rd weightage.
1. Two ‘surprise’ quizzes
2. Book review:
• Choose any book related to the topics in this
course.
• Read it thoroughly during the term.
• On a designated day toward the end of the term,
you will be required to write in class a summary
and critical review of the book.
3. Final examination
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Class Etiquette
• Regular attendance
• Punctuality
• Active involvement (“We can learn from one
another”).
• PLEASE switch off your mobile / laptop / IPad
etc. They are not needed.
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Thought Starter
How many squares in this picture?
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I. The Evolution of Organizations
• Pre-Industrial Era:
• Guild / Craft System
• The all-in-one family:
• Owner, worker, seller, accountant….
• Own tools
• Management was simple
• Mostly managing self / family & external
interfaces
• Disadvantage: Low output
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The Evolution (2)
• Industrial Era:
• Industrial Revolution (James Watt: 1736-1819)
• Invention of powered machines Expensive
• Central location of machines Factories
• Employment in factories
• Division of labor
• Problems of coordination Management
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The Evolution (3)
• Division of Labor:
• Adam Smith (Wealth of Nations, 1776)
• Advantage: Increased productivity through
• Increased dexterity
• Saving of time lost in moving from one job
to another
• Invention of specialized tools for each job
• Disadvantages?
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The Evolution (4)
• Scientific Management:
• F. W. Taylor (1856-1915)
• Midvale Steel & Bethlehem Steel
• “Principles Of Scientific Management” (1911)
• Also Frank & Lillian Gilbreth; H. L.Gantt
• 4 basic principles:
• Scientific methods to replace rules-of-thumb
• Scientific selection & training of workers;
• Cooperation of Management & Labour;
• Equal division of labour between managers & workers.
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The Evolution (5)
• F. W. Taylor (contd.):
• Other ideas:
• Separation of Planning from Execution
• Functional foremanship
• Time & Motion study
• Determine the best way to do a job
• The standard time to complete the job
• Incentive wage system (piece rate)
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The Evolution (6)
• Administrative Management:
• Henri Fayol (1841-1925)
• “General & Industrial Management” (1916)
• Identified 5 functions of management: Planning,
organizing, commanding, coordinating & controlling
• 14 universal / general principles of management:
• Division of work
• Authority (official + personal) & Responsibility
• Discipline
• Unity of command
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The Evolution (7)
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The Evolution (8)
• Bureaucracy
• Max Weber (1864-1920)
• 3 types of authority: legal, traditional & charismatic
• Characteristics of bureaucracies:
• Fixed jurisdictional area (division of labour)
• Well-defined hierarchy
• Written rules & procedures; high formalization
• Selection purely on merit (impersonal; no nepotism)
• Promotions on the basis of seniority & performance
• Office is a vocation; career tracks for employees (long-
term employment)
• Separation of ownership from official work.
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The Evolution (9)
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References
• D. S. Pugh (1971, Penguin): Organization
Theory (Chapters 1, 6, 7)
• J. M. Shafritz & J. S. Ott (1978, Moore):
Classics of Organization Theory (Chapters 2, 6,
7, 8)
• Hawthorne Revisited (Organizational
Dynamics, Winter 1975)
• C. Perrow: The Short & Glorious History of
Organization Theory (Organizational
Dynamics, Summer 1973)
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J. Singh XLRI
Some Key Concepts
People: Organization:
• Personality • Goals
• Abilities / skills • Task
• Needs • Technology
• People—Organization
• Attitudes • Fit
Structure / culture
• Values, etc. • Policies, etc.
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Some Key Concepts
• What do managers do?
• Plan, organize, lead and control
• Managerial Skills:
• Technical
• Human
• Conceptual
• Mintzberg’s roles:
• Interpersonal (Figurehead / Leader / Liaison)
• Informational (Monitor / Disseminator / Spokesperson)
• Decisional (Entrepreneur / disturbance handler / Resource
allocator / Negotiator)
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What Is Your Personality Type?
1 Am casual about
1 2 3 4 5 6 7 8 Am never late
appointments
Am very
2 Am not competitive 1 2 3 4 5 6 7 8
competitive
3 Never feel rushed,
1 2 3 4 5 6 7 8 Always feel rushed
even under pressure
Try to do many
4 Take things one at a 1 2 3 4 5 6 7 8
things at once;
time think about what I
am going to do
next
5 Do things slowly 1 2 3 4 5 6 7 8 Do things fast
6 Express feelings 1 2 3 4 5 6 7 8 “Sit” on feelings
Have few interests
7 Have many 1 2 3 4 5 6 7 8
outside work
interests
• Total your score & multiply it by 3
• Interpretation:
• Less than 90: Type B
• 90 to 99: B+
• 100 to 105: A-
• 106 to 119: Type A
• 120 or more: A+
Scoring Key
Type A Type B
• Is always moving • Casual about time
• Walks / eats / talks rapidly • Patient
• Impatient • Plays for fun—not to win
• Does two or more things at • Relaxes without guilt
once • Has no pressing deadlines
• Can’t cope with leisure • Is mild mannered
• Obsessed with numbers • Is never in a hurry
• Aggressive / competitive
• Constantly under time
pressure
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Some Key Questions
What are your life & career goals?
What are your dearest values?
What are your main personality
characteristics?
What are your strengths and weaknesses?
Are you aware of how others perceive you?
What is your roadmap for self-fulfillment?
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Johari Window
Feedback
Known Unknown
by self by self
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Instruction:
For each of the 12 situations described in
this questionnaire, please indicate which
behavior—”A” or “B”—you would adopt.
Please respond as fast as possible.
There are no right or wrong answers.
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1. If I had engaged in a heated argument with
an employee and I realized that he was ill at
ease around me from that time on, I would:
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2. If an employee with whom I worked
began to avoid me and act in a
compliant but withdrawn manner, I
would:
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5. If I had heard some of my employees discuss
an ugly rumor about another of my
employees, and if the affected person asked
me what I knew about it, I’d:
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6. If an employee pointed out that I had a
‘personality conflict’ with a colleague in
another department with whom it was
important that I cooperate , I’d:
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7. If my relationship with one of my
employees had been damaged by
repeated arguments on an issue of
importance to both of us, I would:
A) Discuss my shortcomings as a
manager with my employees so I
could see where to improve.
1B 3B
2A 5B
4A 7B
6B 9B
8B 10B
12A 11B
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• Please use the scale below to respond to
the following 16 statements:
• Scale: 1=Usually
2= Often
3=Sometimes
4=Occasionally
5=Rarely
6=Never
FIRO-B
6. I let other people strongly influence my
actions.
7. I try to be included in informal social
activities.
8. I try to have close, personal relationships
with people.
9. I try to include other people in my plans
10 I let other people control my actions
FIRO-B (2)
11 I try to have people around me
12 I try to get close & personal with people
13 When people are doing things together, I
tend to join them.
14 I am easily led by people
15 I try to avoid being alone
16 I try to participate in group activities
FIRO-B (3)
• For the next 24 statements (i.e. 17 to 40),
please use the following scale:
• Scale: 1=Most people
2=Many people
3=Some people
4=A few people
5=One or two people
6=Nobody
FIRO-B (4)
17 I try to be friendly to people
18 I let other people decide what to do
19 My personal relations with people are
cool and distant.
20 I let other people take charge of things
21 I try to have close relationships with
people
FIRO-B (5)
22 I let other people strongly influence my
actions
23 I try to get close & personal with people
24 I let other people control my actions
25 I act cool & distant with people
26 I am easily led by people
27 I try to have close, personal relationships
with people.
FIRO-B (6)
28 I like people to invite me to things
29 I like people to act close & personal with
me
30 I try to influence strongly other people’s
actions.
31 I like people to invite me to join their
activities.
FIRO-B (7)
32 I like people to act close toward me
33 I try to take charge of things when I’m
with people
34 I like people to include me in their
activities
35 I like people to act cool & distant toward
me
FIRO-B (8)
36 I try to have other people do things the
way I want them done
37 I like people to ask me to participate in
their discussions
38 I like people to act friendly toward me
39 I like people to invite me to participate in
their activities
40 I like people to act distant toward me
FIRO-B (9)
• For the remaining 14 statements, please
respond using the following scale:
• Scale: 1= Usually
2= Often
3=Sometimes
4=Occasionally
5=Rarely
6=Never
FIRO-B (10)
41 I try to be the dominant person when I’m
with people
42 I like people to invite me to things
43 I like people to act close toward me
44 I try to have other people do things I
want done
45 I like people to invite me to join their
activities
FIRO-B (11)
46 I like people to act cool & distant toward
me
47 I try to influence strongly others’ actions
48 I like people to include me in their
activities
49 I like people to act close & personal with
me
50 I try to take charge of things when I’m
with people
FIRO-B (12)
51 I like people to invite me to participate in
their activities
52 I like people to act distant toward me
53 I try to have other people do things the
way I want them done
54 I take charge of things when I’m with
people
The End
FIRO-B (13)
• There are 3 aspects in every relationship:
• Inclusion
• Control
• Affection
• Relationships are 2-way. Therefore, there are
2 dimensions to the processes listed above:
• Express
• Want
Expressed
Wanted