Submitted by: Abielyn Samson

ORGANIZATIONAL BEHAVIOR y study of individuals and their behaviour within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication and management.

FUNDAMENTAL CONCEPTS OF ORGANIZATIONAL BEHAVIOR  INDIVIDUAL DIFFERENCES Individuals are different in their physical and mental traits. They are different not only in the physical appearance such as sex, age, height, weight, complexion and so on but also different in their psychological trait such as intelligence, attitude, motivation and perception. This belief that each person is different from all others is typically called the 'Law of Individual Differences'. Individual differences mean that the management has to treat them differently to get the best out of them.  PERCEPTION People s perception are also differ when they see an object. Two people can differently present a same object. Perceptions vary from person to person. Different people perceive different things about the same situation. But more than that, we assign different meanings to what we perceive. And the meanings might change for a certain person. One might change one's perspective or simply make things mean something else.  A WHOLE PERSON Though the organisation may feel that they are employing only the individual's skill or intelligence, in fact, they employ the 'whole person'. This means that individual does not have only the skill and intelligence but he has a personal life, needs and desires as well. In other words, his personal life cannot be separated from his work life since people function as total human beings. When management practices organisational behaviour, it is not only trying to develop a better employee but it also wants to develop a 'better person' in terms of all round growth and development. The benefit will extend beyond the firm into the larger society in which each employee lives.  MOTIVATED BEHAVIOR It is the urge of the individual to satisfy a particular need that motivates him to do an act. The motivation could be positive or negative. Motivation is essential for the proper functioning of organisations. The organisation can show to its employees how certain actions will increase their need fulfilment.  DESIRE FOR INVOLVEMENT Every employee is actively seeking opportunities at work to involve in decision making problems. They hunger for the chance to share what they know and to learn from the experience. So, organization should provide them a chance to express their opinions, ideas, and suggestions for decision making problem. A meaningful involvement can bring mutual benefit for both parties.  VALUE OF THE PERSON It is more an ethical philosophy. It stresses that people are to be treated with respect and dignity. Every job, however simple, entitles the people who do it to proper respect and recognition of their unique aspirations and abilities. Since organisational behaviour involves people, ethical philosophy is involved in one way or the other. THE NATURE OF ORGANIZATION There are assumptions as to nature of organization.

 SOCIAL SYSTEMS A system is a group of independent and interrelated elements comprising a unified whole. In context with an organisation, the individuals of a society are considered as a system organised by a characteristic pattern of relationships having a distinctive culture and values. It is also called social organisation or social structure. It can be further divided into following categories:  MUTUAL INTEREST Organisational relationships are most likely to be strong if different groups can negotiate strategies. This can be defined as the interests that are common to both the parties and are related to the accomplishment of their respective goals. This space for sharing ideas builds trust. Individuals who have shared mutual interests are likely to make their organisation the strongest, because even though the views are different they have a shared concern for similar objectives. It is important for the individuals to think about their issues openly, and to incorporate the perspectives of their colleagues. This helps to build sustainable and harmonious activities that can operate in the mutual direct interests of the organisation.  ETHICS is the branch of study dealing with what is the proper course of action for man. It answers the question, "What do I do?" It is the study of right and wrong in human endeavours. At a more fundamental level, it is the method by which we categorize our values and pursue them. Do we pursue our own happiness, or do we sacrifice ourselves to a greater cause? Is that foundation of ethics based on the Bible, or on the very nature of man him, or neither? MAJOR ORGANIZATIONAL BEHAVIOR PHILOSOPHIES Autocratic Model In an autocratic model', the manager has the power to command his subordinates to do a specific job. Management believes that it knows what is best for an organization and therefore, employees are required to follow their orders. The psychological result of this model on employees is their increasing dependence on their boss. Its main weakness is its high human cost. Custodial Model This model focuses better employee satisfaction and security. Under this model organizations satisfy the security and welfare needs of employees. Hence, it is known as custodian model. This model leads to employee dependence on an organization rather than on boss. As a result of economic rewards and benefits, employees are happy and contented but they are not strongly motivated. Supportive Model The supportive model depends on 'leadership' instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interest of an organization. This model assumes that employees will take responsibility, develop a drive to contribute and improve them if management will give them a chance. Therefore, management's direction is to 'Support' the employee's job performance rather than to 'support' employee benefit payments, as in the custodial approach. Since management supports employees in their work, the psychological result is a feeling of participation and task involvement in an, organization. Collegial Model The term 'collegial' relates to a body of persons having a common purpose. It is a team concept. Management is the coach that builds a better team. The management is seen as joint contributor rather than as a boss. The employee response to this situation is responsibility. The psychological result of the collegial approach for the employee is 'self-discipline'. In this kind of environment employees normally

feel some degree of fulfillment and worthwhile contribution towards their work. This results in enthusiasm in employees' performance. SYSTEM MODEL This model reflects the values underlying positive organization behaviour, where managers focus their attention on helping employees develop feelings of hope, optimism, self confidence, empathy, trustworthiness, esteem, courage, and resiliency.

TWO SOURCES OF PHILOSOPHY OF ORGANIZATIONAL BEHAVIOR  FACT PREMISE are required through direct and indirect lifelong learning and are very useful in guiding our behaviour.  VALUE PREMISE represent our views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control. ELEMENTS OF ORGANIZATIONAL BEHAVIOR SYSTEM PHILOSOPHY The philosophy (model) of organizational behaviour held by management consists and integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and way they should be. VISION it represents a challenging portrait of the organization and its members can be a possible, and desirable future. Leaders need to create exciting projections about the organization should go and what major changes lie ahead. Once the vision is established, persistent and enthusiastic communication is required to sell it throughout the ranks of employees so they will embrace it with commitment. MISSION Identifies the business it is in, the market niches it tries to serve, the type of customer it is likely to have, and the reasons for its existence. It even includes a brief listing of the competitive advantages, or strengths, that the firm believes it has. It is more descriptive and less future-oriented than vision. Need to be converted to goal to become operational and useful. GOALS Goals are relatively concrete formulations of achievements the organization is aiming for within set periods of time, such as one to five years. GOAL SETTING Is a complex process, for top managements goals need to be merge with those of employees, who bring their psychological, social, and economic needs with them to an organization.

IMPORTANCE OF PARADIGMS / FRAMEWORK y y y y y They influence managerial perceptions of the world around them. They define one s boundaries and proved prescriptions for how to behave. They encourage resistance to change, since they have often worked in the past. They may either consciously affects ones behaviour. When new paradigms appear, they provide alternative ways of viewing the world and solving problems. MANAGERS AT ALL LEVELS NEED TO DISPLAY TWO KEY INGREDIENTS

AUTHENTICITY the demonstrated ability to open themselves up to other by being transparent, while walking the talk of the underlying values. SOCIAL INTELLIGENCE have five dimensions.

 EMPATHY appreciation for and connectedness with others.  PRESENCE projecting self-worth in one s bearing.  SITUATIONAL RADAR ability to read social situations and respond appropriately.  CLARITY using language effectively to explain and persuade.  AUTHENTICITY being real and transparent, while projecting honesty.

FIVE MODELS OF ORGANIZATIONAL BEHAVIOR y y y y y Organizations as communities (Mary Parker Follett) Hawthorne studies (Elton Mayo) Theory of Human Needs (Abraham Maslow) Theory of Adult Personality (Chris Argyris) Theory X and Y (Douglas McGregor) the theory in which the former (theory X) assumes people dislike work, lack ambition, are irresponsible, and prefer to be led while the latter (theory Y) assumes people are willing to work, accept responsibility, and are self-directed and creative.

IMPORTANCE OF PARADIGMS / FRAMEWORK Simply put, they set assumptions, concepts, values, practices that constitute a way of viewing reality for the community that shares them, especially in an intellectual discipline.

AUTHENTICITY AND SOCIAL INTELLIGENCE OF MANAGERS On authenticity, as Carl Rogers puts it, I have come to recognize that being trustworthy does not demand that I be rigidly consistent but that I be dependably real . In short, managers become rather more effective when they are able to lead their subordinates while at the same time showing a hint of vulnerability. In that sense, they are being true to the employees and such; they are able to build strong relationship. Social intelligence for managers is very important because this ability allows the manager to get along well with others and to get them to cooperate with him/her, thus utilizing the ability of the employees leading to better efficiency in work.

ORGANIZATIONAL CULTURE Is the system of shared beliefs and values that guides behaviour in organizations? the way in which one acts or conducts oneself, especially towards others. an object made by human being, typically an item of cultural or historical interest.

BEHAVIOR ARTIFACTS

VALUES

broad beliefs about what is appropriate behaviour. a thing is accepted as true or as certain to happen, even without proof.

ASSUMPTIONS

BELIEFS an acceptance that a statement is true or that something exists; something one accepts as true or real; a firmly held opinion or conviction. CULTURAL UNITS distinct yet somewhat similar units out of which a specific culture is composed of.

ORGANIZATIONAL VALUES Acceptable standards which govern the behaviour of individuals within the organization. Without such values, individuals will pursue behaviours that are in line with their own individual value systems, which may lead to behaviours that the organization does not wish to encourage. NORMS a behaviour, rule, or standard expected to be followed be team members. an act of designing again an already existing ideas or thought.

RECONCEPTUALIZE

CHANGE in relation to organizations and management is a structured approach to shifting / transitioning individuals, teams and organizations from a current state to a desired future state. It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment. ORGANIZATIONAL SUBCULTURES are those which are common to groups of people with similar values and beliefs based on shared work responsibilities and personal characteristics. These small groups exist simultaneously in one organization thus forming a multicultural organization which is supported by a definite set of organizational values. THE SYMBIOSIS BETWEEN THE ORGANIZATIONS OVERALL CULTURE AND ITS SUBCULTURES Some people may debate which first in an organization: the organizational culture or the organization s subcultures. The question that is relevant to this chapter is how do the ideologies, values, and norms of subcultures compliment the organizational culture advocated by leadership? Explaining this relationship requires an understanding the cultures provide members with a reliable means to interpret a highly ambiguous environment. It is the leader s responsibility to specify the features of the environment that are relevant to the organization and then provide the supporting assumptions and rationale for its operating strategies. WHAT IS CULTURE CHANGE? CULTURE CHANGE is a term used in public policy making that emphasises the influence of CULTURE CAPITAL on individual and community behaviour. It places stress on the social and cultural capital determinants of decision making and the manner in which these interact with other factors like the ability to information or the financial incentives facing individuals to drive behaviours. These CULTURAL CAPITAL influences include the role of parenting, families and close associates; organizations such as schools and workplaces; communities and neighbourhoods; and wider social influences such as the media. It is argued that this cultural capital manifests into specific values, attitudes or social norms which in turn guide the behavioural intentions that individuals adopt in regard to

particular decisions or courses of action. These BEHAVIORAL INTENTIONS interacts with other factors driving behaviours such as financial incentives, regulations and legislation, or levels of information, to drive actual behaviour and ultimately feed back into underlying cultural capital.

CULTURAL FORMS AS LINKING MECHANISMS CULTURAL FORMS functions are the linking mechanism by which networks of understanding develop among employees. (Trice, 1988) Cultural forms of organisation hardly ever develop on the basis of strategic considerations but rather cluster around the individual needs of a specific project. Teams are built for a limited amount of time, splitting up again, or merging into networks. Money sometimes comes from private sometimes from public sources; sometimes not at all. Cultural forms not only aid sense making through the meanings they convey; they also aid the sense making process through the emotional reassurances they provide that help people persist in their coping efforts. Forms provide a concrete anchoring point, even if the meanings they carry are vague and only imperfectly transmitted... Also many cultural forms involve the expression of emotion and by this venting of emotions, help people to cope with stress. HOW CAN LEADERS DETECT DESIRABLE AND UNDESIRABLE CHARACTERISTICS OF ORGANIZATIONAL CULTURE? Productive culture change will occur if leaders correctly analyze the organization s existing culture and evaluate it against the culture attributes needed to achieve strategic objectives. Consequently, leaders must first possess a clear understanding of the strategic objectives for their organization and identify the actions needed to reach those objectives. These two tasks by themselves are difficult, particularly for the federal agencies that are experiencing volatile rates of change and reorientation. Nevertheless, without these specifications, any cultural transformation is blind exercise. Next conduct an analysis of the organizations existing ideologies, values and norms. Two critical questions that leaders should ask: 1. Are existing explanations of cause and effect relationships; are acceptable beliefs and behaviours applicable to the organizations achievement of strategic objectives? 2. Are organizational members facing ambiguities about the external environment and internal work processes that can only be clarified by organizational leadership?

FORMULATING STRATEGIES FOR TRANSFORMING CULTURES IN ORGANIZATIONS STRATEGIC LEADERSHIP needs to be transformational if it is to serve the organization. Transformational leaders must operate from a foundation of high morality and ethical practices possible collective efforts in an organization. They must personally act in accord with productive values and beliefs, and they must teach others to do the same. They must promulgate the culture. The key method strategy leaders should follow to transform culture is to teach symbolically. This type of strategy involves the artful crafting of new stories, new symbols, new traditions and even new humour so that the ambiguities surrounding organizational life can be productively managed by all members of the

organization. Without collective understanding shared networks of revised meaning acting and thinking cannot be internalized by organizational members.

the new ways of

Culture is deep seated and difficult to change, but leaders can influence or manage an organizations culture. It is not easy and it cannot be done rapidly, but leaders can are an effect on culture. Schein outlines some specific steps leaders can employ: y What leaders pay attention to, measure and control? Something as simple as what is emphasized or measured, over time, can have an effect on an organization s culture. One example of this is an emphasis on form over substance. If leaders pay more attention to form; an organizational culture can develop where people start to believe that the substance of a recommendation is less important than the way it is presented. One can recall when more attention was paid to the format of viewgraphs used in the briefing that what was said; what we characterize as eyewash . Where do you think people will focus their effort once it become accepted that a slick presentation is what the leaders are looking for? How could you go about changing that aspect of the organization s culture? Consider cultural assumptions and beliefs underlying a zero defects organizational mentality. You must always be perfect; mistakes are not allowed . If this assumption reflects a dysfunctional aspect of an organization s culture, how would you go about changing that perception? Leader reactions to critical incidents and organizational crises. The way leaders react to crises says a lot about organization s value, norms and culture. Crises, by their nature, bring out the organizations underlying core values. Often, this is where rhetoric becomes apparent. Reactions to crises are normally highly visible, because everyone s attention is focused on the incident or situation. Disconnects between actions and words will usually be apparent, and actions always speak louder than words. Additionally, a crisis not only brings a great deal of attention, it also generates a great deal of emotional involvement on the part of those associated with the organization, particularly if the crisis threatens the organization s survival. This increases the potential for either reinforcing the existing culture, or leading to a change in the organization s culture in either a positive or a negative way. Deliberate role modelling, teaching, and coaching. Nothing can take the place of leaders walking their talk . The personal example of a strategic leader can send a powerful message to the members of an organization, particularly if it is ethical and consistent. Reinforcing that example with teaching and coaching will help others to internalize the desired values. Criteria for allocation on rewards and status. The consequences of behaviour what behaviour is rewarded and what is punished can significantly influence culture. If the organization reacts to new ideas by ridiculing the ideas and those who propose them, it won t take long before people believe that new ideas are not welcomed or desired. One questions or suggests improvements, because nothing will come of it and you will just get in trouble. If you were in an organizations strategic leader, what steps could you take to alter the reward system to change this aspect of the culture?

Criteria for recruitment, selection, promotion, retirement and excommunication. One of the powerful ways of changing an organizations culture is through the type of people brought into, retained, and advanced in the organization. You should be able to establish a desired culture base in an organization by bringing in and advancing individuals with the values you want, and eliminating those with undesired value bases.

That is what organization is attempting when they propose tightening up admissions standards to screen out undesirables. This strategy is consistent with the belief that the problems experienced by the organization result from a few bad apples and do not reflect systematic problems. However, if a strong culture bias exists, it may be too strong to be changed by selection alone. The military academies are organizations which change over one fourth of their membership every year, which should provide an opportunity for changes to the organizational culture as new members are brought in. The catch, however, is that the socialization of those new members rests in the hands of those who are already part of the existing culture. How could military academies make systemic culture changes not negated by the socialization process new members go through?

A LIST OF DEFINITIONS THAT DESTINGUISH FREQUENTLY STUDIED CULTURAL FORMS RITE relatively elaborate, dramatic, planned sets of activities that consolidate various forms of culture expressions into one event, which is carried out through social interactions, usually for the benefit of an audience. CEREMONIAL a system of several rites connected with a single occasion or event.

RITUAL a standard, detailed set of techniques and behaviours that manage anxieties, but seldom produce intended, technical consequences of practical importance. MYTH a dramatic narrative of imagined events, usually used to explain origins of transformations of something. Also an unquestioned belief about the practical benefits of certain techniques and behaviours that is not supported by demonstrated facts. SAGA an historical narrative describing the unique accomplishments of a group and its leaders usually in heroic terms. LEGEND a handed-down narrative of some wonderful event that is based in history but has been embellished with fictional details. STORY a narrative based on true events- often a combination of truth and fiction. a complete fictional narrative.

FOLKTALE

SYMBOL any object, act, event, quality, or relation that serves as a vehicle for conveying meaning, usually by representing another thing. LANGUAGE - a particular form or manner in which members of a group use vocal sounds and written signs to convey meanings to each other.

GESTURE

movement of parts of the body used to express meanings.

PHYSICAL those things that surround people physically setting and provide them with immediate sensory stimuli as they carry out culturally expressive activities. ARTIFACT material objects manufactured by people to facilitate culturally expressive activities.

ORGANIZATIONAL DESIGN AND STRUCTURE As we mentioned earlier, modifying the organizations basic structure may be a way of changing the existing norms, and hence the culture. For example, a culture of mistrust between the leaders and the members of an organization may be exacerbated by a line structure that discourages vertical communication.

ORGANIZATIONAL SYSTEM AND PROCEDURES The simplest definition of culture is that s the way we do things around here . Routines or procedures can become so embedded that they become part of the culture. And changing the culture necessitates changing those routines. We can all think of organizations where a weekly or monthly meetings takes on a life of its own, becomes more formalized, lengthy and elaborate, and becomes the only way information moves within the organization. Changing the culture to improve communication may only be possible by changing the meeting procedures or eliminating the meetings altogether.

DESIGN OF PHYSICAL SPACE, FACADES AND BUILDINGS The impact of the design of the buildings on culture can easily be illustrated by considering the executive perks in an organization. Which organization do you think will have a more open and participative culture, one where top executive dining room, or one where the executive offices are not separated from the rest of the company and executives park and eat in the same place as their employees?

STORIES ABOUT IMPORTANT EVENTS AND PEOPLE This is a way that culture is perpetuated in an organization, in that it helps define and solidify the organization s identity. By what events and stories they emphasize, leaders influence that identity.

FORMAL STATEMENTS OF ORGANIZATIONAL PHILOSOPHY, CREEDS AND CHARTS This is the way leaders most often try and influence their organizations, and encompasses the vision or mission statement and statements of the organization s (or the leaders ) values and philosophy.

By themselves, however, formal statements will have little effect on the organization s culture. They must be linked to actions to affect culture.

FIVE GUIDELINES FOR LEADER

1. Don t label culture as solely a human resources (read touchy-feely ) aspect of an organization, affecting only its human side. The impact of culture goes far beyond the human side of the organization to affect and influence its basic mission and goals. 2. Don t assume that the leader can manipulate culture as he or she can control many other aspects of the organization. Culture, because it is largely determined and controlled by the members of the organization, not the leaders, is different. Culture may end up controlling the leaders rather than being controlled by him or her. 3. Don t assume that all aspects of an organization s culture are important, or will have a major impact on the functioning of the organization. Some elements of an organization s culture may have little impact on its functioning, and leader must distinguish which elements are important and focus on those. 4. Don t oversimplify culture or confused it with climate, values or corporate philosophy. Culture underlies and largely determines these other variables. Trying to change values or climate without getting at the underlying culture will be a futile effort. 5. Don t assume that there is a correct culture, or that a strong culture is better than a weak one. It should be apparent that different cultures may fit different organizations and their environments, and that the desirability of a strong culture depends on how well it supports the organization s strategic goals and objectives.