ORG Behaviour
2
Management
The STUDY of human
Planning
Organizing
Organizational Behaviour
Leading
Controlling
2 ways to increase organizational productivity
Behaviour
Attitudes
Human Material & Financial Resources
Which contribute to
organizational objectives
Through
technology &
Equipment
Through
enhanced pers
performance
To meet organizational objectives
1
An applied discipline, which
attempts to explain behaviour in
the form of valid theories
Dif/Relationship
between OB & Mgmt
Kurt Lewin: Performance is a function of
the person & the environment
A professional discipline, which
stresses applied skills
B=f(P,E)
Extension of Lewin’s theory is the SOBC model
3 units of analysis
Individual
Group
Organization
Technical
Conceptual
Human
Efficient use
of resources
to meet
productivity
goals
Develop new
systems &
operating
methods
Employee
welfare
SOBC
Personality
Differences
Attitudes
Motivation
Formation
Decision
Making
Micro
Approach
Structure
Design
Culture
Climate
Change
c
Cause
Lower mgrs tend to concentrate at technical stage. As move
up do more conceptual and human work. Executives do lots
of human conceptual work little technical.
Organism - The characteristics of the person. Personality,
needs, attitude, values, intentions
Macro
Approach
3
Modern managers moving away from strict POCL & towards
entrepreneural work climate (teams & empowerment). Coaching,
mentoring etc becoming more impt (human aspect of mgmt).
Managers spending most time doing adjacent 7 activities. Line
mgrs (1 & 2), middle mgrs (3 – 5), and senior mgrs (6 & 7).
Although all mgrs do all activities it is only the emphasis that
changes.
Stimulus – Situation - All sensations from the environment that
trigger perception. Light, sound, equip, job demands,
supervisors, co-workers etc
Behaviour - Responses in form of performance, emotions,
conceptual activities apparent only to the individual
1.
2.
3.
4.
5.
6.
7.
Supervising
Teaching/training
Representation/advocacy
Group/team facilitation
Planning/decision making
collaborating (intra-grp)
Monitoring environment
Effect
Consequences/Outcomes – outcome of behaviour such as
recognition and need satisfaction. Any activity in the
environment triggered by the behaviour, i.e the act of reviewing
performance and providing feedback is also an outcome of the
behaviour.
One aspect of our personalities and individual differences with which we are concerned as managers
Our Values & Effect on Personality
is an individuals sense of job satisfaction as this will enhance performance.
Our Values
I
5&6
=
9 Job Satisfaction
Measuring device to judge behaviour,
they give us a sense of right and wrong
(Rokeach)
Our values define our self-concept.
10
Consequences:
Improved mental/physical health; Improved resistance to job stress;
Key Attitudes
(Facets)
Instrumental Values
Terminal Values
Acceptable means/behaviours to achieve
goals. Ambition Cleanliness,
Imagination, Politeness (The means to an
end)
The goals to be achieved, that which we
seek that relfect our value system.
Achievement, Wisdom, Security etc
(think in terms of Maslow)
Work itself
Co-workers
Supervision
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Promotions
Years in
Service
As employees
grow older they
experience more
job satisfaction
Determinants of Job
Satisfaction
Organizational
Expectations
Supervision
Job Challenge
Job clarity
Incentives
Realistic job
previews. Job
must meet
expectations.
Participation,
consultation,
makes employees
feel impt, selfesteem etc.
Creativity
Use of skills
Risk taking
Intrinsic rwds
Accomplishment
Do employees
know what is
expected.
Feedback
improves this.
Extrinsic
Pay, promotions,
recognition, status
Individual Differences
Locus of Control
Extroversion
Seeks external
stimulation
Internal
External
Introversion
Avoids external
stimulation
7
8
Machiavelliasm
High Machs – the ends
justify the means. Main
tool is manipulation of
others, especially in non
regulated organizations.
Predominant at top of org.
Observation
12
Interviews
Questionnaires
Job Description Index
10
Individual
Since our values determine our behaviour, and our behaviour is observable, others
(and ourselves will define us by our values (observed behaviour). Therefore our
personality is governed by our values. We are a product of our values. Since our
values are different (no two people are exactly the same) this accounts for our
individual differences.
Pay
Measuring Job Satisfaction
McClelland’s Socially
Acquired Needs
Intrinsic Rewards (Job design)
Intrinsic
Accomplishment,
pride etc
11
Equity theory
Given
performance
Achievement
Affiliation
Power
Personalized (-)
+
Perception
Equity theory (individual
dependant)
Extrinsic Rewards (Job design)
=
Level of Job
satisfaction
Both types of rewards are
impt. Compare these
rewards v effort and
performance of others (am
I being treated fairly)
Socialized (+)
There is not a direct relationship between performance and job sat. Perception (Equity theory) links them. I will
only be satisfied if I perceive adequate rewards. My job must be interesting and challenging (intrinsic) and have
extrinsic rewards in order to have perceived equity.
14 How Economic Downsizing Can Effect Work Attitudes
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Org commitment - waves of downsizes and mergers cause employees to question their level of org commitment (is the loyalty a one way street?)
Job involvement - may not be as adversely effected. I.e employee may be involved in the job despite the uncertainty. (May even become more involved in the job
as a form of refuge)
Job satisfaction
Previously noted
Willing to defend / go the
distance for the org.
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Desire to maintain
membership in the org

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Identify with job

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Actively particpates

Acceptance of org goals and
values
Work Attitudes
Organizational Commitment
13
Job involvement
Goes beyond company loyalty
Actively promote the organization
Defend the organization
Willingness to give of oneself
Different than job satisfaction (about
the job only not the org)
Can be committed without satisfaction
Develops over time
Benefits of organizational commitment
 Employee retention
 Lower absenteeism
 Work harder, perform better, more
productive
 Set higher goals when participate in
goal setting
 Personally accept org goals and values
Belief that job is central part of life
View work as a major source of
satisfaction
Physically and psychologically
involved in work
Job is a central part of life
How Managers promote these positive work attitudes
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Demonstrate they care about employee welfare
Help employees achieve personal goals
Job design for intrinsic rewards
Employee decision making
Innovative and regular rewards
Be available to deal with work problems
Set goals with employees and ensure some are for personal development
1.
2.
3.
4.
5.
6.
7.
8.
Organizational Behaviour compared to management
Define Organizational Behaviour
Characteristics of managers job in modern times
Issues of Organizational productivity and employee needs
Values and their relationship to personality
Terminal vs. instrumental values
Psychological traits that influence employee behaviour
Introversion vs. Extroversion
9.
10.
11.
12.
13.
14.
Nature of Job Satisfaction
Determinants/consequences of JS
Job satisfaction and performance
Measurement of Job satisfaction
Org commitment & Job Involvement
Effect of economic insecurity