Sie sind auf Seite 1von 33

INTRODUCTION TO ORGANIZATION & ORGANIZATIONAL BEHAVIOR mail_raksha@yahoo.co.

in

What is Management?
y Management is the

process of planning, organizing, leading, and controlling an organization s human, financial, material, and other resources to increase its effectiveness.

What is an organisation?
Groups of people who work interdependently toward some purpose
y structured patterns of

interaction
y coordinated tasks
Courtesy of Computershare Ltd

y work toward some

purpose

What is Organizational Behavior?


y Organizational behavior

(OB) is the study of factors that affect how individuals and groups act in organizations and how organizations manage their environments.

Why study organisational behaviour?


Five Levels  Managers to look at the behaviour of individuals.  Understand complexities involved in interpersonal relations.  Examine the dynamics of relationship within small groups.  Examine intergroup relations that emerge  Organizations viewed and managed as whole systems that have inter organizational relationship
7

Definition of OB
y The study of human behavior, attitudes, and

performance in organizations.
y OB is directly concerned with the understanding,

prediction and control of human behavior in organizations Luthans

Importance of OB
y Improves Interpersonal relationship y Helps managers to handle employees individually y Humanly approach to problems y Predicts human behavior y Supports efficient management of employees

GOALS OF OB

DESCRIBE UNDERSTAND PREDICT CONTROL

FORCES OF OB
 PEOPLE
 

INDIVIDUALS GROUPS JOBS RELATIONSHIPS

 STRUCTURE
 

 TECHNOLOGY
 MACHINERY  COMPUTER HARDWARE & SOFTWARE

 ENVIRONMENT
 GOVERNMENT  COMPETITION  SOCIETAL PRESSURES

INTER PERSONAL SKILLS


 Lakshmi Gopalkrishnan
 UG & PG from Delhi University & Georgetown

University  Doing Ph.D in English  Working for Microsoft  Manages team of 16 full time employees & no of contracts  Responsible for marketing & Web strategy for Microsoft products

Skill Owned by Lakshmi


yTo create compelling vision yTo hire competent skills yTo inspire and challenge yDeveloped good interpersonal

skills yTechnically proficient in area of expertise

History & Development of OB


Traces of behavioral approach in BC 1700 19th Century Scientific Management F W Taylor, 1900 Human Relations Management, 1929 Hawthorne studies Elton Mayo, 1924 TQM at workplace, Edward Deming, 1940 s McGregor s Theory Y, 1950 s Leadership & Organizational Culture Edgar Schein,
1980 s

F.W. Taylor and Scientific Management


Scientific Management

The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

Four Principles of Scientific Management


 Study the way workers perform their tasks,

gather all the informal job knowledge that workers possess and experiment with ways of improving how tasks are performed  Time-and-motion study
Codify the new methods of performing tasks into

written rules and standard operating procedures

Cont
y Carefully select workers who possess skills

and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures y Establish a fair or acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level

Problems with Scientific Management


y Specialized jobs became very boring, dull.
y Workers ended up distrusting the Scientific

Management method.

y Workers could purposely under-perform.


y Management responded with increased use of machines

and conveyors belts.

The Hawthorne Studies


y Studies of how characteristics of the work setting

affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932.

y Worker productivity was measured at

various levels of light illumination. y Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased.

Cont
Human Relations Implications
y Hawthorne effect

workers attitudes toward their managers affect the level of workers performance

y Human relations movement advocates that

supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity

Conclusion
y Behavior of managers and workers in the work setting

is as important in explaining the level of performance as the technical aspects of the task
y Demonstrated the importance of understanding how

the feelings, thoughts, and behavior of work-group members and managers affect performance

Cont
y Work is a group activity. y Need for recognition, security and sense of

belonging.
y Informal groups at work are strong social controls

over the work habits and attitudes of a worker.

The TQM Movement


 An organizational culture dedicated to training,

continuous improvement, and customer satisfaction  Employee-driven, customer-focused  Do it right the first time to eliminate costly rework  Listen to and learn from customers and employees  Make continuous improvement an everyday matter  Build teamwork, trust, and mutual respect

McGregor s Theory X & Theory Y


Theory X  Most people dislike work and want to avoid it
 People require close direction  People want to avoid responsibility and have little ambition

Theory Y  Work is a natural activity People can be self directed if they are committed to the objective  Rewards help commitment  Most employees accept and seek responsibility  Employees have imagination and creativity

Contributing Disciplines to the OB Field

Contributing Disciplines to the OB Field (Contd)

Contributing Disciplines to the OB Field (Contd)

Contributing Disciplines to the OB Field (Contd)

Contributing Disciplines to the OB Field (Contd)

Challenges and Opportunity for OB


y Responding to Globalization y Managing Workforce Diversity y Improving Quality and Productivity y Responding to the Labor Shortage y Improving Customer Service

Challenges and Opportunity for OB (cont d)


y Improving People Skills y Empowering People y Coping with Temporariness (Banks) y Stimulating Innovation and Change (Dominos,

Amazon.com) y Helping Employees Balance Work/Life Conflicts (GE) y Improving Ethical Behavior (

Emerging Trends for OB

y Globalization y Changing Workforce y Emerging Employment Relationships y Information Technology (e-business) y Workplace Values and Ethics

Assignment 1
y How are OB concepts addressed in management

functions, roles & skills?


y Date of Submission : Wednesday 14th July 2010

Das könnte Ihnen auch gefallen