Organisational Behaviour Notes PDF

Preview

Summary

Organisational Behavior First trimester notes Welingkar...

Description

ORGANISATIONAL BEHAVIOUR NOTES

 Definition “Organisational Behaviour is concerned with the study of what people do in an organisation and how that behaviour affects the performance of the organisation.” (Robbins: 1998) It is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself for the purpose of applying such knowledge towards improving an organization’s effectiveness. OB draws from other disciplines to create a unique field. Its Major goals are to explain, predict, and control behavior. Intuition (Gut feelings, Individual observation, Common sense) & systematic study (Looks at relationships, Scientific evidence, predicts behaviors) are complementary means of predicting behavior.

 Nature 1. A Separate Field of Study and Not a Discipline Only: By definition, a discipline is an accepted science that is based on a theoretical foundation. But, O.B. has a multi- interdisciplinary orientation and is, thus, not based on a specific theoretical background. Therefore, it is better reasonable to call O.B. a separate field of study rather than a discipline only. 2. An Interdisciplinary Approach: Organizational behaviour is essentially an interdisciplinary approach to study human behaviour at work. It tries to integrate the relevant knowledge drawn from related disciplines like psychology, sociology and anthropology to make them applicable for studying and analysing organizational behaviour. 3. An Applied Science: The very nature of O.B. is applied. What O.B. basically does is the application of various researches to solve the organizational problems related to human behaviour. The basic line of difference between pure science and O.B. is that while the former concentrates of fundamental researches, the latter concentrates on applied researches. O.B. involves both applied research and its application in organizational analysis. Hence, O.B. can be called both science as well as art. 4. A Normative Science: Organizational Behaviour is a normative science also. While the positive science discusses only cause effect relationship, O.B. prescribes how the findings of applied researches can be applied to socially accepted organizational goals. Thus, O.B. deals with what is accepted by individuals and society engaged in an organization. Yes, it is not that O.B. is not normative at all. In fact, O.B. is normative as well that is well underscored by the proliferation of management theories. 5. A Humanistic and Optimistic Approach: Organizational Behaviour applies humanistic approach towards people working in the organization. It, deals with the thinking and feeling of human beings. O.B. is based on the belief that people have an innate desire to be independent, creative and productive. It also realizes that people working in the organization can and will actualise these potentials if they are given proper conditions and environment. Environment affects performance or workers working in an organization. 6 A Total System Approach: The system approach is one that integrates all the variables, affecting organizational functioning. The systems approach has been developed by the behavioural scientists to analyse human behaviour in view of his/her socio-psychological framework. Man’s socio- psychological framework makes man a complex one and the systems approach tries to study his/her complexity and find solution to it.

 Scope of Organizational Behaviour: The three internal organizational elements viz., people, technology and structure and the fourth element, i.e., external social systems may be taken as the scope of O.B.

1. People The people constitute the internal social system of the organization. They consist of individuals and groups. Groups may be large or small, formal or informal, official or unofficial. They are dynamic. They form, change and disband. Human organization changes every day. Today, it is not the same as it was yesterday. It may change further in the coming days. People are living, thinking and feeling being who created the organization and try to achieve the objectives and goals. Thus, organizations exist to serve the people and not the people exist to serve the organization. 2. Structure defines the sole relationship of people in an organization. Different people in an organization are given different roles and they have certain relationship with others. It leads to division of labour so that people can perform their duties or work to accomplish the organizational goal. Thus, everybody cannot be an accountant or a clerk. Work is complex and different duties are to be performed by different people. Some may be accountant, others may be managers, clerks, peons or workers. All are so related to each other to accomplish the goal in a co-ordinated manner. Thus, structure relates to power and duties. One has the authority and others have a duty to obey him. 3. Technology imparts the physical and economic conditions within which people work. With their bare hands people can do nothing so they are given assistance of buildings, machines, tools, processes and resources. The nature of technology depends very much on the nature of the organization and influences the work or working conditions. Thus, technology brings effectiveness and at the same restricts people in various ways. 4. Social System Social system provides external environment which the organization operates. A single organization cannot exist also. It is a part of the whole. One organization cannot give everything and therefore, there are many other organizations. All these organizations influence each other. It influences the attitudes of people, their working conditions and above all provides competition for resources and power. O.B. is the study of human behaviour at work in organizations. Accordingly, the scope of O.B. includes the study of individuals, groups and organization/structure.

 McGregor’s Theory of X and Y Theory X- Managers assume people dislike work, avoid responsibility, lack ambition, and need close supervision. Theory Y- Managers assume people enjoy work, accept responsibility, are innovative, and are selfcontrolling.

 Hawthorne Study The Hawthorne studies were conducted on workers at the Hawthorne plant of the Western Electric Company by Elton Mayo and Fritz Roethlisberger in the 1920s. The Hawthorne studies were part of a refocus on managerial strategy incorporating the socio-psychological aspects of human behaviour in organizations. The Hawthorne Effect - the tendency of people to behave differently (perform better) when they receive attention.

Four main phases of Hawthorne Studies:



The Illumination Experiments - level of production was influenced by factors other than changes in physical conditions of work.

  

The Relay Assembly Test Room - attention and interest by management is reason for higher productivity. Productivity increased not because of positive changes in physical factors but because of the change in girls’ attitudes towards work and their work group. The Mass Interviewing Programme -20,000 interviews to determine employees’ attitudes towards company, supervision, insurance plans, promotion and wages The Bank Wiring Observation Room - Study of social effects. Some workers were put in a special room, under an observer to record everything that happened in the room, to find out the impact of small groups on the individuals.

Key Findings:

     

Economic incentives are less potent than generally believed. Dealing with human problems is complicated and challenging. Leadership practices and work-group pressures strongly influence productivity, satisfaction, and performance. Personal problems influence worker productivity. Effective communication is critical to success. Factors embedded in the social system influence behavior

 Systematic Study of OB Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence.  Behaviour is generally predictable.  There are differences between individuals.  There are fundamental consistencies in behaviour.  There are rules (written & unwritten) in almost every setting.

 Organisational Effectiveness Organizational effectiveness can be defined as the efficiency with which an association is able to meet its objectives. This means an organization that produces a desired effect or an organization that is productive without waste. Organizational effectiveness is about each individual doing everything they know how to do and doing it well.

 Disciplines that contribute to OB

Psychology

Social Psychology

Anthropology

Sociology

 Different Approaches for OB Human Resources Approach: Human resources are the central force, and their development is a must for the success of the organization. Instead of controlling the employees, managers should provide active support and treat them as part of the group. 2. The Contingency Approach: There is no one best way to manage people. Adopt different managerial methods, decisions and approaches based on situations. Knowledge of OB and management is essential to the understanding of individual and situational differences before deciding a course of action. 3. Productivity Approach: The numerical value of the ratio of output to input. Higher the value of this ratio, greater is the efficiency and effectiveness of the management. Economic, human and social inputs and outputs are equally important. 4. System Approach: Looks at Org. as a whole group, as whole social system. A powerful complete system with several highly & closely interconnected subsystems. Any action taken to solve the problems in one subsystem will have its effect on the other subsystems as well. An org. receives several inputs from its environment (material, human and financial). These inputs are then processed so as to produce the final output in terms of products or services. 1.

 1. 2. 3. 4. 5. 6. 7. 8.

Challenges & Opportunities for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service Improving People Skills Empowering People Coping with “Temporariness

9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts. Improving Ethical Behavior Productivity Developing effective employees Global Competition Workforce diversity Job satisfaction Empowerment Post Covid-19 challenges and opportunities.

 Personality 

Personality is a dynamic concept, describing the growth and development of a person’s whole psychological system - it looks at the aggregate whole that is greater than the sum of the parts. ‘Personality’ tries to explain the whole person. Personality is derived from the Latin term- “persona” = “speak through”. In area of I/O psychology Personality measures are used to predict job performance.



Individual differences in characteristic patterns of thinking, feeling, and behaving.



An attempt to describe and explain how people are similar, how they are different, and why every individual is unique.



The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits.

 Personality Determinants 1.

Heredity + personality: Physique, eye color, height, temperament, energy level, intelligences.

2. Environment: Culture, family, social and situational factors provide the basis of certain experiences which determine the individual’s view of life. Positive & Negative. 3. Situation: Events that a person goes through in life, changes the structure of the personality. (Trauma suffered in childhood, first experience at a particular job/industry /relationship). 4. Family: Influences behavior in the early stages of life. Family size, race, religion, educational level of parents, geographic locations. 5.

Culture: Establishes norms, attitudes and values passed on through generations.  Attitudes towards, independence, aggression, competition, cooperation, artistic talent etc.  Personality cannot be assessed based ONLY on culture.  Individuals may differ in their behavior.  National culture differs in the strength of locus of control and influences dominant personality characteristics of its people.  Implications for managers- Fitting personality to the demands of the job, results in higher satisfaction and lower turnover.

 Personality Types (Jacob Goldsmith theory) Type A Personality Type A personality implies a temperament which is stress-prone, concerned with time management. They are ambitious, rigidly organised, hard-working, anxious, highly status-conscious, hostile and aggressive. Individuals who possess Type A personality have the following behavioural patterns:



Always moving, walking & eating fast. Impatient.



Strive to do two or more things at once.



Cannot cope with leisure time, feels guilty when relaxing.



Obsessed with numbers; how many, how much they have achieved.



Suffer high level of stress,



Quantity over quality,



Rarely creative.



Poor decision makers.



Behavior is easier to predict.



They have a busy schedule and does not have time to enjoy life.



Uses nervous gestures, like a clenched fist or banging hand on the table.



They do not easily accept failure.

Type B Personality Type B personality is one that is less prone to stress, easy going, work steadily, enjoy achievement, modest ambition, and live in the moment. They are social, creative, thoughtful, procrastinating. Individuals who possess a Type B personality are associated with the following behavioural traits:

        

Good decision makers. Quality of work. Wiser than hasty. No compromise on health. Creative / innovative problem solving. Never suffer from a sense of time urgency. Do not display/discuss their achievements unless required. Play for fun /relaxation. Can relax without guilt. Difficult to predict behavior.

 Assessment of Personality 1. Personality Assessment in organizations a. The Subjective Test: Helps in gathering information about a person and making decisions. The biggest strength and weakness - its subjectivity. Biases - positive or negative. E.g. (Job interview). b. Objective Tests: Pencil and paper test. Utilizes research to determine results – given in the form of statistics and probabilities. No biases. Don’t provide the breadth of information. E.g. 1. Minnesota Multiphasic Personality Inventory (MMPI) 2. Myers Briggs Type Indicator (MBTI*). *MBTI will be discussed in detail later.

c. Projective Tests: A person is shown ambiguous stimuli (such as shapes or pictures) and asked to interpret them in some way. (Such stimuli allow relative freedom in projecting one’s own interests and feelings into them, reacting in any way that seems appropriate.) Projective techniques are believed to be sensitive to unconscious dimensions of personality. Defence mechanisms, latent impulses, and anxieties have all been inferred from data gathered in projective situations. Uncover thoughts, emotions, and desires that may not be known to the test taker. Positives- Uncover issues subjective and objective techniques may miss. The negatives- Less objectivity. Human interpretation, rather than statistical. Unconscious impulses may be driving current behaviors. May even be harmful if interpretation is incorrect. Example: The Thematic Apperception Test (TAT) and the Incomplete Sentences Blank 2. Personality Assessment: 1. Self-Report Survey 2. Observer Ratings Survey



Self - Report Survey: Person fills out a survey or questionnaire with or without the help of an investigator, which Involves direct questions about personal interests, values, symptoms, behaviors, and traits or personality types. Questions / statements may or may not describe certain qualities or characteristics of the test subject.

Examples: i.

ii. iii.

i. ii. iii. i. ii. iii. iv.

The MMPI (1&2) - Minnesota Multiphasic Personality Inventory - First published in the 1940s and revised in the 1980s. Today known as the MMPI-2. Has more than 500 statements that assess a wide variety of topics like interpersonal relationships, abnormal behaviors, psychological, health, political, social, religious, and sexual attitudes. California Personality Inventory (based on the MMPI) - designed to measure characteristic such as self-control, empathy and independence. The 16 Personality Factor Questionnaire - developed by Raymond Cattel to assess individuals based on trait theory of personality. Test is used to generate personality profile of the individual and is often used to evaluate employees and to help people select a career.

Strengths Most Self Report inventories can be completed in 15 -20 minutes. Cost effective. More reliable and valid than projective tests. Scoring of the tests is standardized and based on previously established norms. Weakness Easy to fake as better or worse. Some MMPIs take three hours to complete. Respondents may lose interest and not answer questions accurately. People are not always the best judges of their own behavior. Some individuals may try to hide their own feelings, thoughts, and attitudes.

Observer ratings: It can complement and supplement Self Report Surveys. It provides an independent assessment of personality – often a better predictor. Group members assess each other, using a ranking technique. Each group member ranks every other member. Group members may nominate the single individual who shows the highest level of a trait. Observer ratings may sound like self-report measures that ask the rater to describe their reputation (such as the Hogan Personality Inventory). The focus is on visible behavior rather than internal processes. E.g.: Big 5

     

Big Five Personality dimensions [The five-factor model (FFM)]

Applies in multiple countries and cultures. Valid and reliable assessment scale for measuring the five factors. Based on common language descriptors of personality. Personality dimensions (not types). Acronyms - OCEAN, NEOAC, or CANOE. Beneath each factor, a cluster of correlated specific traits is found; e.g. (extraversion & its related qualities - gregariousness, assertiveness, excitement seeking, and positive emotions).

The Big Five Model of Personality Dimensions Sociable, gregarious, and assertive Extroversion Good-natured, cooperative, and trusting Agreeableness Responsible, dependable, persistent, and organized Conscientiousness Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative) Emotional Stability

Curious, imaginative, artistic, and sensitive Openness to Experience

 The Myers-Briggs Type Indicator (MBTI)  



The Myers-Briggs Personality Type Indicator is a self-report inventory designed to identify a person's personality type, strengths, and preferences. The questionnaire was developed by Isabel Myers and her mother Katherine Briggs. Based on Carl Jung’s work – · People are fundamentally different. · People are fundamentally alike. · People have preference combinations for extraversion/introversion, perception, judgment. Based on the answers to the questions on the inventory, people are identified as having one of 16 personality types. No one personality type is "best" or "better" than another. It isn't a tool designed to look for dysfunction or abnormality. Instead, ...