INTRODUCTION

Organizational behavior is the study of human relation in organization. To understand individual and group behavior, interpersonal process, organizational dynamics With the goal of improving the performance of the organizations and the people in them

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learning about Organizational Behavior can help to: -Develop a better work related understanding about yourself and others -Have a knowledge platform that can expand your potential career success in dynamic and complex workplaces.

A: Organizational Strategy Organizations are collections of people working together to achieve a common purpose (Implication for your organization?) Lets Discuss

A strategy guides organizations to operate in ways that out perform competitors. Sustainable high performance is achieved only when strategies are well implemented and It is in respect to implementation that understanding Organizational Behavior becomes especially important People in the organization make things happens People make the difference

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leaders and managers need to mobilize and activate human capital and talents to implement strategies. B. Organizational environment Organizations are dynamic open system Open systems transform human and material resource inputs into finished goods and services Stakeholders are people and groups with and interest in the performance of the organization.

Figure 1: Organization as open systems

C. Organizational Culture It is a shared set of beliefs and values within an organization.

Figure 2: Insights on organizational cultures

D. Diversity and Multicultural Workforce diversity-individual differences Multiculturalism- refers to pluralism and respect for diversity in the workplace

Managers - are responsible for supporting the work efforts of other people Effective managers is one who helps others achieve high levels of both performance and satisfaction. Task Performance is the quantity and quality of work produces Job Satisfaction is a positive feeling about ones work and work setting.

Figure 3:The Management Process of Planning, Leading and Controlling

Technical skills is an ability to perform specialized task Human skills is the ability to work well with other people Emotional intelligence (EI) is the ability to manage ourselves and ones relationship effectively EI is ability to understand and deals with emotions. EI is now considered as an important leadership competency.

Is the ability to analyze and solve complex problems.

Human Relation
Interactions between employers and employees and their attitudes toward one another.

Psychological Contract
Set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)

 Job

Satisfaction Degree of enjoyment that people derive from performing their jobs. Morale Overall attitude that employees have toward their workplace.

Motivation - The set of forces that cause people to behave in certain ways
Classical theory

Theory holding that workers are motivated solely by money

Behavior Theory: The Hawthorn Studies

Tendency for productivity to increase when workers believe they are receiving special attention from management

Theory X Theory of motivation holding that people are naturally irresponsible and cooperative. Theory Y Theory of motivation holding that people are naturally responsible, growth oriented, self-motivated, and interested in being productive

Theory X
1. People are lazy 2. People lack ambition and dislike responsibility People are self-centered People resist change

Theory Y
1. People are energetic 2. People are ambitious and seek responsibility 3. People can be selfless 4. People want to contribute to business growth and change 5. People are intelligent

3. 4.

5. People are gullible and not very bright

Hierarchy of human needs model Theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs. Factor Theory Theory of motivation holding that job satisfaction depends on two types of factors, hygiene and motivation

Two

 Expectancy

theory Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining. Theory Theory of motivation holding that people evaluate their treatment by employers relative to the treatment of others.

Equity

1. Reinforcement Theory that behavior can be encouraged or discouraged by means of rewards or punishments 2. Management by Objectives Set of procedures involving both managers and subordinates in setting goals and evaluations progress

3.

Participative Management and Empowerment

Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

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Job Enrichment Method of increasing job satisfaction by adding one or more motivating factors to job activities Job Redesign Method of Increasing job satisfaction by designing a more satisfactory fit between workers and their jobs Usually implemented in one of three ways; Combining tasks Forming natural work groups Establishing client relationships

Job Enrichment and job Redesign

5.

Modified Work Schedule

a) Work-Share Programs Method of increasing job satisfaction by allowing two or more people to share a single full-time job b) Flextime Programs Method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis c) Telecommuting Form of flextime that allows people to perform some or all of a job away from standard office setting

Leadership Process of motivating others to work to meet specific objectives Managerial Style Pattern of behavior that a manager exhibits in dealing with subordinates Autocratic Style Managerial style in which managers generally issue orders and expect them to be obeyed without question

Democratic Styles Managerial style in which managers generally ask for input from subordinates but retain final decision-making power Free-rein style Managerial style in which managers typically serve as advisers to subordinates who are allowed to make decisions.

The Contingency Approach to Managerial Style Approach to managerial style holding that the appropriate behavior in any situation in dependent (contingent) on the unique elements of that situation. Motivation and Leadership in the TwentyFirst Century i. Changing Patterns of Motivation ii. Changing Patterns of Leadership

Phase One Type of Group Phase Two Group Formation

Group Development stages Mutual Acceptance Communication and Decision Making Motivation and Productivity Control and Organization
Group Characteristics Productive Adaptive Self-Correcting

Performance Factors Composition Size Norms Cohesiveness

Phase Three: Mature group Member Characteristics Interdependent Coordinated Cooperative Competent Motivated Communicative

Group Decision Making and Interactions with Others Groups

A group is two or more persons who interact with one another that each person influenced by each other person

Relatively Permanent

Relatively Temporary

Formal

Informal

Command groups Task groups Quality assurance Popes Special department Council on Finances Cost accounting group Task force on new product quality Friendship groups Interest groups Friends who do many Bowling group activities together Womens network (attend the theater, play games, travel)

Formal Group
Are formed by the organization to do its work and usually are included in the organization chart - Command/Functional Group Is a relatively permanent, formal group with functional reporting relationships. - Task Group Is a relatively temporary, formal group established to do a specific task

 Informal

groups

- Established by their members

Friendship group Relatively permanent and informal and draws its benefits from the social relationships among its members Interest group Relatively temporary and informal and is organized around a common activity or interest of its members

Mutual acceptance stage of group development is characterized by members sharing information about themselves and getting to know each other. Members discuss their feelings more openly and agree on group goals and individual roles in the group

Communication

and Decision Making

Motivation and Productivity Members cooperate, help each other and work toward task accomplishment
Control and organization Members work together and are flexible, adaptive, and self-correcting

Group performance factors including; Composition Size Norms Cohesiveness

They affect the success of the group in fulfilling its goal

Group Composition

Degree of similarity or differences in the characteristics of the members on factors important to the groups work.
A homogeneous group is more useful for : A heterogeneous group is more useful for:

Simple tasks Sequential tasks Cooperation required Speed required

Complex tasks Collective tasks Creativity required Speed not important

SOURCE: Based on discussion in Bernard M. Bass and Edward C. Ryterband, Organizational Psychology, 2nd ed.

Group size Number of members of the group and affects the number of resources available to perform the task Group norm Standard against which the appropriateness of a behavior is measured i. Norms help the group survive ii. Norms simplify and make more predictable the behaviors expected of group members iii. Norms help the group avoid embarrassing situations iv. Norms express the central values of the group and identify the group to others

Group Cohesiveness Factors that affect group cohesiveness and consequences of group cohesiveness
Factors that affect group cohesiveness Homogeneous composition Mature development relatively small size Frequent interactions Clear goals (competition or external threat) Success Consequences of high cohesiveness goal accomplishment personal satisfaction of members increased quantity and quality of interactions groupthink

Factors that decrease cohesiveness Heterogeneous composition Recent formation Large size Physical Dispersion Ambiguous Goals Failure

Consequences of low cohesiveness

Difficulty in achieving goals increased likelihood of disbanding Fewer interactions Individual orientation

Group Polarization Tendency for a groups average post-discussion attitudes to be more extreme than its average prediscussion attitudes.
Groupthink Mode of thinking that occurs when members of a group are deeply involved in a cohesive in group and desire for unanimity offsets their motivation to appraise alternative courses of action

Participation in Decision Making Important part of managing motivation, leadership, organization structure, and decision-making processes Group Problem Solving Brainstorming Technique used in the alternative generative phase of decision making that assists in development of numerous alternative courses of action Nominal Group Technique (NGT) Group members follow a generate discussion vote cycle until they reach an appropriate decision. The Delphi technique Method of systematically gathering judgments of experts for use in developing forecasts

Interaction among groups are based on the characteristics of the interacting groups, the organizational context within which the groups operate, and the task and situational bases of the interactions
Five factors that determine the nature of group interactions are; Location Resources Time and goal interdependence Task uncertainty Task interdependence