Pmfm02 Organizational Behavior
Pmfm02 Organizational Behavior
Pmfm02 Organizational Behavior
ORGANISATIONAL BEHAVIOUR
UNIT I:
behaviour models.
UNIT II:
- organizational behaviour
modification. Attitudes -
characteristics - components -
formation - measurement.
UNIT III:
communication - control.
UNIT IV:
UNIT V:
determinants - measurements -
- perspective - effectiveness Vs
Lesson
Title of Lesson
No.
3 Organization Structure
4 Leadership
ORGANISATIONAL
BEHAVIOUR
INTRODUCTION:
Organizational behaviour is a
as they do in organizations.
It is the comprehensive study of
behaviour in an organizational
IMPORTANCE OF
ORGANIZATION BEHAVIOUR:
turbulent environment of
behavior.
2. More specifically, OB serves
demolishing
behaviour.
assists in formulating an
today—management professors,
human resources of an
advantage.
Information technology,
environmental or contextual
evening.”
ORGANISATIONAL BEHAVIOR
IN ACTION
A powerful, charismatic leader is
having problems. A well-known
consultant is called in to help. The
DEFINITION:
improving an organisation's
effectiveness.”
organizational behavior? Is it an
attempt to replace all management
management practitioners.
FIELDS
functions are.
Human resource managers are hired
organizations; organizational
organizational behavior.
TO MANAGEMENT
recognized approaches to
to be groundless. Although it is
foundations of organizational
dimensions.
workers, it is necessary to
weaknesses etc.
behaviour in organizations. It is
directed.
to achieve productivity by
(psychology, sociology,
behaviour of people in
organizations. It is possible to
and so on.
characterized as socio-technical
technical component of
organization—especially such
TO THE OB FIELD
development consist of a
heterogeneous group of
practitioners, psychologists,
approach to management.”
productivity.
needs—physical as well as
psychological. Satisfaction of
substantial dissent.
workers in organization, an
system.”
dignity.
organizations. Organizational
OB MODELS
OB represents a combination of
environmental challenges
‘head-on’, recognize the
worth—is abstract.
3. Normative versos
descriptive models.
example, management
textbooks construct a
functioning of managers.
behaviour in organizations.
TABLE
Relation to
Autocratic Custodial Supportive Collegial
other ideas
TMcGregor
Mas low
X Security Y Middle
Herzberg High order
Physiological Maintenance order
W.H. Motivational
Maintenance Organization Motivational
Whyte 8,8
9,1 man 3,5 6.6
Blake and
Mouton
Depends on
Depends on Values
leadership
economic employee
focus on
resources needs
‘Depends on participation
rewards dignity
power rules in
Basic govern growth
govern life organizational
Features employee satisfaction
premium on tasks
actions seeks to
obedience employees
employee balance
work in a
depends on human and
supportive
organization technical
environment
1975),
Independent variables
employed in an organization—close,
absenteeism.
Dependent variables
influence on an * organization's
variable in OB,
by the employees.
in a smooth manner.
behaviour (OB)?
organizational behaviour?
CHAPTER – II
PERSONALITY
personality.
concept of ‘personality.’Personality of
work organizations.
factors) or B~f(P t E)
responding to organizational
environments.
whole
Personality Defined
included
behaviour,
outer.
1. Personality is a broad,
to fundamental approaches of
themselves. To most
of an individual, relationships
states.
invigorating interpersonal
acquiring a distinctiveness or
uniqueness which gives him
aggregate or constellation of
properties or qualities.
b. Integrative and
organization of personal
attributes is stressed.
integration or organization of
personality.
environment.
his environment’
economically someone's
no other people.”
DETERMINANTS OF
PERSONALITY
determinants of personality of an
chromosomes contributed by
determining \ person's
ideals.
understanding of human
brain.
individual an individual's
impacts on personality
10
development.” Similarly, a
personality.
Cultural Factors
personality of an individual to a
‘personality’and ‘culture’
identification process.
an individual's personality.
2. Identification process.
Identification is fundamental in
understanding personality.
personality of an individual is
environment. There is a
by parents is critical to
personality development.
personality.
THEORIES ON PERSONALITY
Intra-psychic Theory of
Sigmund Freud
developed an organization of
modifications.
erected.
Like a newly bom baby (infant)
satisfaction of desires.
unaffected by socially or
culturally determined
restrictions. Id basically
of punishment, awareness of
tension reduc-tion.
of superego is to determine
punishment).
superego, an individual's
described as “basically a
ego).
reduce tension.
repression, Nationalization,
introjection.
Through absenteeism he is
be postponed.
do much justice.”
Reaction formation. If an
example, my professor, my
Evaluation of Jntrapsychic
Theory
a. It is deterministic. Behaviour
is assumed to be caused.
Surprisingly, even unconscious
c. It is developmental. Human
as ‘metapsychology’because it
on unconscious motivations of
21
behaviour.
are ambiguous).
Type Theories
personalities by classifying
of type theories.
Sheldon's Physiognomy
Theory
unique body-type-temperamental
ectomorphic
personality temperament is
by-all person.
Mesomorph. He represents
two ‘morphs’together.
stereotype.
2—7—1.
accuracy.
introvert Theory
introversion-extroversion scheme.
objective, a reality-oriented
than a thinker.
individual.
dimensions as follows,
on a subjective/scale (emotional,
effect)
and concrete)
4. Intuition. It is based on
feeling.
of implementation of management
by intuition-feeling types.
But the question can arise as to what
behaviour in organizations? On
in task-irrelevant behaviours
Trait Theories
fundamental assumptions:
i. Traits distinguish one personality
from another
dependency.
has.
Trait theory is, in fact, an extension
kind of trait.
versus submissiveness.
following limitations:
‘measuring* ‘anxiety’may be
abstract,
high on a measure
‘'compulsiveness” may engage in
analytical.
less consistent.
or observational.
Reinforcement, though not necessary
produce reinforcement. An
administered.
or disapproval or alleviation of
aversive conditions, and other
tangible rewards.
these, self-administered
Theory
1. It overemphasizes the
individual differences.
behaviour.
Self Theory
traditional approaches to
dissatisfied individual.
inappropriate behaviour.
behaviour is evaluated
will be in a position to
concept.
self.
Evaluation of the Self Theory
In analyzing organizational
to an intelligent, independent,
confident, worker may be ineffective.
workers.
predictions of behaviour of
SIMILARITIES OF
INDIVIDUALS
environmental conditions—such
etc.
2. Self-reflexiveness: Another
communication.Human beings
currency)
ability.
they want.
supervision. In organizations,
a system. Paradoxically, in
to wage-incentive schemes
work etc.
longer periods.
before 11 A.M.
PERSONALITY AND
ORGANIZATION
personality development in an
characteristics as earlier
relations-school, rational-economic
due course.
LEARNING
INTRODUCTION:
is ‘Learning’ Learning is a
WHAT IS LEARNING?
points.
occur.
learning occurs. If
eventually disappear.
perform effectively.
conditioning—classical and
process.
LEARNING PROCESS
Reinforcement generates a
them.
possible to improve
performance.
behaviour.
1. Classical Conditioning
be learned by repetitive
association).
organizational behaviour. As
conditioning represents an
we react in a specific or
in response to a specific,
people in organizations is
complex behaviors’can be
by looking at operant
conditioning.
2. Operant Conditioning
In contrast, respondent
behaviour is an involuntary
response to an environmental
stimulus.
environment to produce
consequences. It is basically
Operant conditioning
events is independent of
operant conditioning
happens (consequence) In
is instrumental in determining
must be changed.
Operant conditioning is a
operant behaviours.
behaviour of employees by
punishment.
1. Positive Reinforcement.
Positive reinforcement
behaviour by the
presentation of a desirable
consequence (reward). In
the performer.
positive reinforcers:
independent of past
job advancement,
reinforcer. Primary
In order to apply
reinforcement procedures
successfully, management
durable.
2. Negative reinforcement.
negative reinforcement.
to their removal or
termination. Negative
reinforcement is employed
a response by removing a
noxious consequence. A
reinforced behaviour
through an avoidance
learning process. Avoidance
reinforcement only.
3. Extinction. Extinction is an
to non-reinforcement. It is based
eventually disappear. If a
attention-getting behaviour.
an aversive consequences.
Extinction is a behavioural
employed.
4. Punishment. Punishment is a
or termination of a desirable or
can be an unpleasant
controversial method of
products.
frequency of undesired
or sense of adequacy as a
person.
behaviour. Punishment is
punishment should be
undesirable behavior.
Schedules of Reinforcement.
administering of positive
behaviour. It is administratively
produce something.
schedules:
reinforcement is administered. In
schedule.
Observational Learning
organizations.
Cognitive Learning
ORGANIZATION BEHAVIOUR
behaviour.
of performance.
ORGANIZATIONAL
BEHAVIOUR MODIFICATION
Meaning
Organizational behaviour
application of behaviouristic
problems. It is a systematic
existence of a behavioural
manifestations of behaviour.
observable behaviour.
Steps in Applying the
Organization Behaviour
Modification Process
different steps.
Identification of critical
probability of success?
Distribution of benefits to
employees.
Measurement of behaviours.
Mod.
Development of an intervention
effectiveness of a particular
performance improvement.
OB MODIFICATION IN
PRACTICE
22
Hamner and Hamner had surveyed
Controversies Surrounding
person.
psychological methods.
manipulate.
Behaviour modification
rewards.
Theoretical Objections
a. Behaviour modification
disregards employee's
in over-simplification.
innovative management
technique. It is in actuality a
revival of Tayloristic
autocratic methods of
workers.
fields.
continuously. It is basically a
not manipulative.
under.
ATTITUDES
INTRODUCTION
of attitudes. In business
unfavorable manner.
embedded in a complex
statements—either favourable or
performance in organizations.
Characteristics of Attitudes
or degree of favorableness or
dependent.
satisfaction.
Centrality. One salient characteristic
susceptible to change.
Components of an Attitude
and overt.
Affective component. The affective
by employer
of experience,and training.
In one research study by Dickson and
statements that
of good/bad, desirable/undesirable,
“opinion”.
characteristics.
attitudes of individuals.
and behaviour.
management etc.
of functions.
According to Katz, attitudes serve
group.
inconsistency.
Attitude Formation
supervision etc.
individual.
us.
culture.
training experiences.
formation of attitudes.
Measurement of Attitudes
behaviour. It is onedimensional
measurement, by describing
measurement systems that social
measurement of attitudes
Thurstone's scale.
area.
Likert's scale.
Rensis
Strongly Undecided Strongly
Agree Disagree
agree (neutral) disagree
5 4 3 2 1
is more valid.
scale-
by marriage, to termination or
Guttman's scale.
No.
and No.
satisfaction.
There are good many other scales
strongly disagree.
Average Low
High producing
37% 39% 24%
sections
Low-producing
40% 40% 20%
sections
manufacturing sections).
biased results.
Productivity
no systematic relationship if n
jobs.
specific situation.
CHANGING THE ATTITUDES
changes.
factors:
communicator.
to be influenced.
Situational factors.
PERCEPTION
perception. It is essentially a
perception.
Defined
this point.
surroundings.
organize,
needs”.
We all do not have the same view of
world.
manager.
PERCEPTION? (IMPORTANCE)
is also irrelevant.
controlled.
organizations.
speakers.
dehumanize employees.
happy.
These statements may be true in
of their environment.
Factors Influencing
Perception
and external.
experience of people.
Needs and desires. The needs and
attending to job-threatening
personality characteristics.
cold.
favorably.
Self-accepting individuals
on perception. Successful
confidence.
status etc.
Size. The bigger the size of the
newspaper.
environment.
The essence of intensity principle is
stimulus.
the foreman.
following.
TIME
INTERPERSONAL PERCEPTION
improvement in judgmental
inference.
They are:
formulate an internally
2. In a relatively ambiguous
characteristics, it is expected
goals.
Uniform Inference Processes
perceivers.
characteristics of an individual as
perceiving an individual.
or a Chinese product. If he
process of stereotyping.
stereotypes sometimes.
person.
4. Functional inference. The
possesses an associated
effect.
5. Metaphorical generalization.
instance, if an individual
possesses cold blue eyes, she
Idiosyncratic Processes
lenient or harsh.
CHARACTERISTICS OF THE
see in others.
people.
perceived are:
others’perception of him.
ii. The person being perceived is
In understanding the
be considered.
skills?
possibility of perceptual
distortion exists, managers
inaccurate self-perception.
proper introspection.
others’position managers
interpersonal understanding.
socialization.
Critique of Perception
behaviour.
subjective, devoid of
perception is no exception to
such criticism.
biased view.
MOTIVATION
motivation. Motivation is an
1
inspirational process which impels
behaviour.
Motivation is not a simple
concept.
motivational process.
As some needs are satisfied, they
to motivate employees.
behavioural patterns in an
Nature of Motivation
1. Motivation is a predisposition to
energized, is sustained, is
a. Motivation is an internal
these drives.
orientation. It considers in
efforts.
satisfactory performance.
demotion).
e. Motivation means bargaining.
contribution’theory. It focuses on
(inducements) to workers in
arriving at compensation to
workers that will coax them the
output that is required.
Motivation is a complete process.
intensity.
satisfaction.
employee. Satisfaction is a
Generalized Model
Wants).
of an individual's behaviour.
Goals Motives are directed toward
four factors:
capabilities,
influences and
social environment.
motivator of behaviour.
Importance of Motivation
requirements of an organization.
Every organization, needs people
function.
2. Motivation as a concept is
3. Organizational effectiveness
organization.
4. As technology increases in
develop.
FINANCIAL INCENTIVES
environment. Furthermore,
marks.
participation in decisionmaking,
coined as non-financial.
Some incentives, however, have both
provided in organizations.
Financial Incentives
monetary incentives.
perceived differences in
behaviour is changed.
well.
advanced by scholars.
rated performance.
and performance:
linked to performance.
best performers.
etc.
actually negative,
operating.
organizational unit.
itself.’
managers properly,
performs.
A MOTIVATOR
as a motivator:
1. Money should not be considered
climate.
programme because it is a
secondary reinforcer.
evaluation systems.
own efforts.
6. Money tends to be a potent
force.
Non-Financial Incentives
QUESTIONS
learning.
modification.
practice?
5. Define “Attitudes, How attitudes
affect”?
different. Comment?
importance of perception in
organisations:-
importance:-
ORGANISING
business enterprise. It is
effectively in accomplishing
objectives.”
activities to appropriate
coordination.”
Nature of Organisation.
1. Organisation as a process of
activities to be performed.
appropriate departments.
purpose of achieving
organisational objectives.
5. It is a system of cooperative
purpose.
as determination of objectives,
relationships.
structure.
steps in organisation).
follows:
a. Determination of objectives.
activities of an automobile
departmental manager.
c. Assignment of duties to
of duties to different
Delegation of authority.
control, etc.
specialization.
enterprise should be
achievement of the
objectives.
asked to supervise a
reasonable number of
known as span of
management or control.
establishing as separate
number of dissimilar
divided.
5. The establishment of
responsibility-authority
overlapping.
6. The line of authority from
scalar principle.
by executives at lower
exception principle.
obey.
9. The superior should be held
avoid responsibility by
subordinates.
subordinates should be
expected of them.
organizations.
authority is delegated.
enterprise.
Formal and informal organizations
chart:
formal organization.
other.
of work.
relations.
management.
accomplishment of departmental or
leads us to standardization,
departmentalization.
of authority.
3. Relation analysis. This sets up
and sideways.
in the charts.
Departmentation.
representatives etc.
Pattern of departmentation.
i. By functions,
iv. By customers.
Departmentation by
functions.
as shown in Chart.
understand.
Departmentation by products
or services.
expenses.
Combined type.
A composite pattern of
authority.
Departmentation by territory
communication barrier.
office.
Departmentation by
customers.
basis of customer.
GROUP DYNAMICS
employees.
2
According to David Horton Smith “a
characterized by a network of
INTERACTION
members.
SIZE
possible.
Shared Goal Interest
Collective Identity
in a meaningful-way.
Types of Groups
organizational units.
thus:
usually discontent.
unpredictable.
degree of unity.
4. Conservative groups. These
AN ORGANIZATION Function
of Small Group
perceive to be arbitrary or
job.
Organizations?
departments considered to be
enterprises success.
contribute to organizational
than one.
Group Size
troublesome. Interaction is a
equilibrium is perceived as
threatening.
MANAGERIAL IMPLICATIONS
organization.
power.
particular job.
behaviour.
Behavioural Problems
ambiguity.
Whatever the consequences of role
training.
GROUP NORMS
five characteristics:
action.
2. Norms apply only to
behaviour—not to private
group members.
other members.
Factors Influencing
Conformance to Norms
characterized as intellectually
group.
Thus conformity to norms is not
individualism. Authoritarians
conformity behaviour)
communication patterns
3. Intergroup relationships. A
not.
Enforcing Norms
deviations.
etc.
Implications for Managers
organizational goals.
COHESIVENESS
members.
interpersonal communication is
easy to maintain.
organization.
cooperative behayiour.
and
success.
What Makes a Group Cohesive?
between members.
Location. People who work closely
become cohesive.
pond”.
GROUP THINK
unanimity is created.
think.
1. Illusions of invulnerability which
excessive risks.
at rationalization so as to
policy decisions.
results.
or evil.
5. Conformity pressure is applied
thinking.
6. Self-censorship develops as
consensus.
standards.
8. The emergence of self-appointed
32
Consequences of Group Think
identified:
few alternatives.
new information.
3. Little or no time is spent trying
undesirable,
employees’motivation, job
68
satisfaction, and teamwork. In
creative breakthroughs in
product development or
example of an organization
appealing to women.
Envirosell, an international
vigilant in examining
alternatives.
• It can help to have separate
any plan.
control.
going well.
is currently available.
The technique, named after the
works as follows:
used.
decision.
organization.
The major criticisms of the Delphi
this criticism,
writing
chart or blackboard
concluded:
of interacting groups—individual
decision-making situations.
OBJECTIVES
should understand:
organization
4. The characteristics of written,
communication
for improvement
6. Effective communication in
committees
in communication Although
phases of managing, it is
function of
Λ
leading ommunication is the
electronic media on
communication.
THE COMMUNICATION
FUNCTION IN
ORGANIZATIONS
together in an organization to
1
achieve a common purpose. This is
communication networks.
The Purpose of
Communication
communication in an enterprise is to
performance.
It is through information exchange
community It is through
this book.
THE COMMUNICATION
PROCESS
the process.
language.
Use of a Channel to Transmit
the Message
communication.
probability of a communication
unless it is understood.
Communication
Unfortunately, communication is
example:
clear thought.
connection.
by inattention.
prejudices.
place.
COMMUNICATION IN THE
ENTERPRISE
information. It is necessary to
elsewhere in ar organization.
In an effective organization,
in Figure 17-3.
organization is time-consuming.
transmission of information is
the ombudsperson.
position of the
PERSPECTIVE:
LACK OF UPWARD
COMMUNICATION CAN BE
DISASTROUS
managers.
communication is hindered by an
as an example w open
communication by the practice of
command.
information.
Specifically, crosswise
interdepartmental activities. In
environment.
Communication
unfavorable characteristics;
handouts, transparencies,
recall it.
nc immediate feedback.
understood.
communicat>.*-such as facial
IN COMMUNICATION
discussed below.
resistance to change.
Unclarified Assumptions
communication is semantic
justice.
Communication Barriers in
the International
Environment
U.S. universities.
Poor Retention
In a series of transmissions from one
Evaluation
Impersonal Communication
communication. In a climate
CIRCUIT TELEVISION
8
FAILURE
transmission of information to
intended meaning.
an overload.
documentation on governmental
Other Communication
Barriers
relevant information.
is said.
TOWARD EFFECTIVE
COMMUNICATION
process.
Guidelines for Improving
Communication
communication:
intended end.
encouraged to participate: to
recipients*’ level of
organizational climate.
information. Whenever
appropriate, one should
avoid layoffs.
to practice participative
difficult to overcome.
transmitted without
communicating, since
accomplished by asking
to the message.
in interpersonal relationships
Furthermore, communication is
function of communication is
discussion of management by
measured.
prerequisites to understanding.
Controlling
OBJECTIVES
should understand:
process
management control
controls
The managerial function of
established criteria.
superficially in management
operation management.
PROCESS
Measurement of Performance
contribution expected of it at a
Correction of Deviations
positions in an organization
structure. If performance is
reassignment or clarification of
techniques.
CRITICAL CONTROL POINTS
AND STANDARDS
against plans.
Questions for Selecting
Critical Points of Control
Standards
strategic control.
or fastness of a color.
objective standards.
quantitative or qualitative
measurement.
sheer hunch.
performance of managers
“tangible.”
CONTROL AS A FEEDBACK
SYSTEM
desired.
up a trial balloon.
What factors encourage other
Emergence of Informal
Leaders
as leader.
Successful Leadership
Behaviours
capable members.
QUESTIONS
as a whole:-
3. Explain the group decision
making technique:-
communication:-
an organization:-
CHAPTER –IV
LEADERSHIP
theoretical pie”.
Leadership is a value-loaded term.
important points:
1. Leadership is a relationship
unevenly distributed.
situational variables. It is a
independence.
3. Leadership is essentially a
has.*Leadership is something
that is achieved*
efficiency.
Leader is a representative of
subordinates. He is an intermediary
Leader is an appropriate
commitment.
imposed-time, system-imposed-time
encourage performance of
statement crystall-clearly
‘leading’and ‘managing’
1. Relationships. Managerial
of a manager—managed
relationships. This relationship
a manager. Further, in an
contribution to organizational
promotions, or increments,
needs of individual.
be there.
accountability relationship
accountability relationship
organization.
LEADERSHIP STYLES
rein-Autocratic/Authoritative/
where:
of company goals,
punishment as accepted
disciplinary techniques,
The leader prefers to be active
making, and
final accomplishment.
morale.
Democratic/Participative
Style
appropriate where:
control.
decisions.
his subordinates.
The workers are reasonably
affect them.
of misinterpretation of decision
interpreted as a sign of
in decision-making.
Authoritarian versus
Democratic Styles
Is Participative Style
Superior?
Furthermore, democratic
leadership is frequently
group.
for.
proper.
where:
decision-making fully.
The subordinates themselves are
responsibilities.
general rule.
THEORIES OF LEADERSHIP
leadership?
organizational effectiveness. It is a
situational theory.
as a conglomeration of a set of
situation he is.
theories of leadership.
Trait Theory
situation to situation?
frustration tolerance.
another.
following grounds.
attributes of successful
successful leaders.
followers. Extremes in
5. It is often difficult to
measurement tools
attributes (intelligence,
initiative) cannot be
effective.
situational factors as
determinants of leadership
leadership environment.
managerial levels.
Top Management
to top manager.
Conclusion. “History is replete with
behavioural approaches.
Behavioural Theory
measured.
THE MANAGERIAL GRID
relations.
Crux of the Theory
exclusive.
output.
2. Concern for people. It is not
confined to narrow
considerations of interpersonal
is responsible; accountability
working climate.
structure.
relationship.
Country club. Thoughtful attention to
work temple.
satisfactory level.
degree. % »
empirical evidence.
Structure
SITUATIONAL THEORIES
on controversial questionnaire
leadership.
normative model.
The Situational Factors Fiedler's
position power.
Leader-member relations
less favourable.
Task structure.
organizational position.
Favourableness of the
situation.
situations.
favourable or moderately
Leadership Style
shown below.
2
Friendly. 8 7 6 5 A 3 Unfriendly.
1
2
Enthusiastic. 8 7 6 5 4 3 Unenthusiast
1
2
Cooperative. 8 7 6 5 4 3 Uncooperativ
1
2
Helpful. 8 7 6 5 4 3 Frustrating.
1
2
Interesting. 8 7 6 5 4 3 Boring.
1
2
Distant. 8 7 6 5 4 3 Close.
1
In this bipolar scale ‘8’represents the
hierarchy or of behavioural
followers.
INTERACTION BETWEEN
SITUATIONAL FACTORS
DETERMINING LEADER
EFFECTIVENESS
effectiveness.
Horizontal axis in the diagram is
relationship-oriented leaders.
IMPLICATIONS OF THE
ORGANIZATIONAL
EFFECTIVENESS?
organizational performance, it is
favourableness.
match’training programme to
style.”
reasons— (0 it conveniently
well
The Path Goal theory, proposed by
employees’perceptions of the
characteristics of subordinates as
well as situational variables. It is
Propositions
behaviour as an immediate
Λ
source of satisfaction
instrumental to future
satisfaction.
satisfaction of subordinate's
performance.
goals.
Clear Paths.
Clarify goals.
Provide support.
Provide rewards.
employees’needs.
styles of behaviour:
‘consideration’
‘initiating structure’
d. Achievement-oriented. Leader
he continuously seeks
etc.
1. Characteristics of subordinates.
leadership.
work group.
to be a motivator because he
systematic conceptualization of
variables—task behaviour,
2. Relationship behaviour. It is
determined by socio-emotional
3. Maturity of followers. It is
exhibited by subordinates in
LEADERSHIP
“decision-participation model”.
orientation” or “interpersonal
autocratic managers.
Assumptions
are:
participation by subordinates in
decision-making.
Five Decision-making Styles
of participation by subordinates in
power.
In organizations, it is seen as
Importance
philosophy of management.
rationality in organizational
parameters of organization.
behaviour.
Defined
points emerge:
being influenced.
enacted.
accomplish goals of an
organization.
have.
7. Sometimes appearing to be
being powerful.
8. Power is the difference between
power-holder's action.
Characteristics of Power
characteristics of power.
1. Dependency relationships.
creation of power.
others.
3. Reciprocal relationships.
is a misconception. Power
relationships in an organization
completely informal.
simultaneously increase.
position of a manager in an
organization.
Coercive
Legitimate power
over others.
exercise power.
Reward power
employees’performance and
in governmental organizations,
in a revenue department he
be obsolete.
Referent power
connection power.
Information power
holders’
Connection power
of power.
increases.
that:
coercive power.
Coercive power induces greater
effectiveness.
Referent power was of intermediate
performance.
correlated to organizational
effectiveness.
19
According to Kotter , the influential
power.
21
Adolf Berle has advanced some
chaos exist.
ideas or philosophy.
depends on institutions.
a field of responsibility.
measurement.
a formula:
organizations.
Goldhammer and Shills have
power.
POLITICS
as antithesis of organizational
development.
of organizational reality.
politics’
Defined
connection:
others.
influential maneuvers of a
management of influence to
obtain ends not sanctioned by
be termed ‘political’
to every organization—
character of ownership.”
all organizations.
inevitable.
DIMENSIONS OF POLITICAL
BEHAVIOUR
political behaviour.
The above figure exhibits the
organizational interests.
discouraged.
promoted.
3. Behaviour, if contributes to the
organizational interests, is
clear.
Occurrence of Political
Behaviour
Although it is a general notion that
organization.
DYSFUNCTIONAL POLITICAL
BEHAVIOUR
aggrandizement, no doubt, is
dysfunctional.
Red-herring tactics.
Sabotage.
important information.
Discrediting others.
Dysfunctional Politicking?
uncared.
lead to undesirable
individual to engage in
by eye-wash tactics.
company.
v. Employees’participation in
decision-making.
autocratic. Power-hunger
Sometimes, an employee
in decision-making and an
Political Tactics
tactics.
3. Image building/impression
management.
8. Creating obligations/reciprocity.
QUESTIONS
from managership?
this statement?
incorporation of many
theory?
of power?
contributing to dysfunctional
behaviour?
organizations?
CHAPTER – V
ORGANIZATIONAL CLIMATE
expressions as atmosphere,
three ways:
the individual.
Placing constraints upon the
punishment.
effectiveness etc.
CLIMATE DEFINED
Organizational climate
characteristics of the
organization.
organization is.
organizational climate. In
FACTORS AFFECTING
ORGANIZATIONAL CLIMATE
Organizational context.
Organizational-structure.
Process.
Physical environment.
organization.
Structure
climate of organizations.
Process
Communication, decision-making,
motivation and leadership are some
performance of employees.
organizational objectives.
Physical Environment
impersonal.
JOB SATISFACTION
government is enthusiastically
supporting it. It is reported that in
‘concept’
Job satisfaction is an integral
management—employee
Important?
health also.
organization.
it as offering or entailing.
Measurement of Job
Satisfaction
Consequences of Job
Dissatisfaction
a. Absenteeism.There exist a
elsewhere.
In some organizations turnover
frequently noticeable
consequence of job
dissatisfaction is ‘bad
extent.
Productivity
controversial topic.
relationships such as
lacking virtually.
Relationship?
concrete, objective
the relationship.
b. Performance cannot
satisfaction.
it is productivity tl leads to
link strong.
performance.
performers receive
rewards).
Determinants of Job
Satisfaction
satisfaction:
Supervision. Specialization.
briefly.
Supervision. The first and foremost
leaders-
responsibility, advancement,
factors.
Occupational level. Ample research
55
suggests that people in higher level
autonomy.
of the employees.”
enrichment
56
According to Glimer professional
severe dissatisfaction.
Specialization.
uninteresting.
rejected.
ORGANIZATIONAL CHANGE
INTRODUCTION
increased ‘telemarketing';
order to survive.
day philosophy.
ORGANIZATIONAL CHANGE
structural in nature.
upsets.
mandatory.
Stability Flexibility
Certainty Uncertainty
Predictability Unpredictability
Organizations desire change in order
stability-change dilemma by
unpredictability is reduced.
Revolutionary changes.
otherwise be unattainable, or
To increase profitability.
beings.
To contribute to individual
satisfaction and social well-being.
arcanum to growth.
Change
an organization because it is
implemented in an organization
outside forces.
RESISTANCE TO CHANGE
be individual or organizational.
Individual Resistance
attractiveness of familiar,
organizations.
Economic Reasons
Fear of technological
unemployment.
Fear of reduced work hours and
reduced wages.
incentive wages.
economic loss.
Obsolescence of Skills
quo.
technological unemployment,
ego-defensive subordinate or
Status Quo
used.
resistance to change.
Social Displacement
employees to experience
30
psychological let down. Research
changes collectively.
Organizational Resistance to
Change
sunk costs.
influence.
power.
Organizational structure.
Resource constraints.
Sunk costs.
OVERCOMING RESISTANCE TO
CHANGE
change process.
embracing it
resistance problem.
EDUCATION AND
COMMUNICATION
When it is to be introduced?
logic of change.
PARTICIPATION AND
INVOLVEMENT
success or glorified.
of commitment is needed, to
organization.
inappropriate change.
emotional.
Facilitative support attempts to
implementation of organizational
their concerns.
This technique ‘facilitation’is
guarantee of success.
or implementation of change.
overcoming resistance.
to be conducive to resistance:
or sanctions.
agent.
change agent.
successful in changing
4. Individual prestige. If a
necessarily accompany
personalities.
account.
process.
Flag?
before it leaps’
inadequacies in a proposed
change.
Resistance is not a pandemic
three problems in
implementation—resistance, power
and control.
them are:
control.
quo.
change.
implementation of change
organization. An organization is a
changes.
ORGANIZATIONAL
DEVELOPMENT
Organizational development
(commonly referred to as OD) is a
organizations. It is an attempt to
as OD practitioners.
DEFINITION
Unfortunately, OD is inconsistently
attached to old
activities—organization planning,
personnel or management
OD is employed as a “comprehensive
below:
collaborative management of
members.
Characteristics
organization members. OD
Broad-based.
groups.
Dynamic process.
cycling process.
Systems view.
parts.
Research-based.
consultant's faculties.
strategy.
them.
WHAT OD IS NOT?
Management development.
subsystem. Management
people.
development of organizational
competence, increasing
effectiveness.
disciplines.
anthropology.
organizational members.
confrontation of organizational
and diagnolly.
organization.
implementation.
dimensions of organization is
of humanistic values.
process.
its goals.
Attempting to create an environment
the
OD Process
and feedback.
Problem identification.
the problem.
Collection of data.
Diagnosis.
end.
total organization”.
feedback.
organization.
itself.
TEAM BUILDING
effectiveness.
organizational groups.
working.
Examining the relationships
work.
accomplishment.
concluding session.
inappropriate intervention).
of them.
EMPIRICAL ASSESSMENT
building.”
Evaluation
advantages.
relationships.
It helps understand inter-group
communication pattern.
programme.
occurrence of collaborative
behaviour.
attitudes.
In spite of these benefits, team
building as an OD intervention is
grounds:
existing members.
ORGANIZATIONAL
EFFECTIVENESS
2. Effectiveness of an organization
3. Organizational effectiveness is
be effective or ineffective on a
is that:
clear-cut criterion.
2. Effectiveness is a matter of
degree. No organization is
effective as it could be.
EFFECTIVENESS VERSUS
EFFICIENCY
‘effectiveness’and ‘efficiency’by
action is inefficient.”
Perspectives on Effectiveness
organizational effectiveness.
organization.
Individuals collectively
become a group.
environmental conditions
variables.
APPROACHES TO
ORGANIZATIONAL
EFFECTIVENESS
organizational effectiveness. In
effectiveness is the
accomplishment of recognized
objectives of cooperative effort.
effectiveness”. Organization's
effectiveness is appraised in
appeal.
such as:
goals.
of organization.,
on these goals.
be manageable.
must be measurable.
organizational effectiveness as
defined by their level of attainment
of effectiveness.
2. Organizations which have a high
degree of vertical
effectiveness
effectiveness.
Empirical Study
effectiveness.
According to these researchers, there
determining organizational
organizations—
organizational units.
development.
Approach
them are:
1. Goal attainment approach is
considered?’The associated
questions.
competing goals.
evaluation of performance.
scenario of organizational
decision- making”.
Steers on Goal Optimization
organizational goals.
Systems Approach to
Organizational Effectiveness
influence effectiveness.
organization to changing
agencies.
approach to organizational
22
effectiveness”. The resources in
identification of competitive
transactions.
Organizational effectiveness
following steps:
resources,
that environment.”
Georgopolous and
Tannenbaum
induced changes.
organizational subgroups.
effectiveness.
Schein
products.
Exporting new services, products
environment.
effectiveness of an organization is
to measure effectiveness of an
of effectiveness in an organization.
effectiveness.
Problems with the systems approach.
appropriate measurement.
ends.
The Strategic Constituencies
Approach
Another (but less popular) approach
existence.
Strategic constituencies approach
oh them.
organization.
expectations.
be so tomorrow.
organizations on them.
measurement.
QUESTIONS
organization?
characteristics of OD:-
Building in an organization:-
organisations:-.