Individual and the organization – The individual as psychological entity and the organization as a social system

1. Organizational Behavior
Semester II
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2. Syllabus
Module-I
Individual and the organization – The
individual as psychological entity and the
organization as a social system
Module -II
Models of Organizational Behavior- Work
motivation – Theories and
applications
Module -III
Leadership Behavior – Styles – Theories –
Leadership effectiveness
Module -IV
Group dynamics – Structure, Effectiveness –
Power- Exercise and sources of power,
Power relations
Module –V
Organizational change and development
approaches and methods- Stress- Nature,
Source, Effects, Conflicts – Employee
Counseling – Approaches
Extra mural: Experiential Learning
programmes , Case Study
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3. Internal Assessment
Assessment
Marks
Written Assessment
Class Test (2* 5)
Midterm (1*5)
Model (1*5)
10 Marks
5 Marks
5 Marks
Total: 20 Marks
Assignment (1*5)
Presentation (1*5)
OB @ Organizations (1*5)
Overall Class Participation
5 Marks
5 Marks
5 Marks
5 Marks
Total – 40 Marks
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4. MODULE I
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5. Module 1
Individual and the organization – The
individual as psychological entity and the
organization as a social system
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6. What do Managers Do ???
Managers
Managerial
Activities
• Individuals who achieve
goals through other
people.
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals

7. Management Functions
Planning
Controlling
Organizing
Management
Functions
Directing
Staffing
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8. Mintzberg’s Managerial Roles
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9. Mintzberg’s Managerial Roles (cont’d)
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10. Mintzberg’s Managerial Roles (cont’d)
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11. Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work
with, understand, and motivate other
people, both individually and in groups.
Conceptual Skills
The mental ability to analyze and diagnose
complex situations.
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12. Effective Versus Successful
Managerial Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communication
• Exchanging routine information and processing
paperwork
3. Human resource management
• Motivating, disciplining, managing
conflict, staffing, and training
4. Networking
• Socializing, politicking, and interacting with others
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13. Allocation of Activities by Time
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14. Common Thread
Leading
Interpersonal Roles
Human Skills
Human Resource
Management, Communication &
Networking

15. OB - Defined
• A field of study that
investigates the impact
that individuals, groups
and structure have on
behavior
within
organizations, for the
purpose of applying such
knowledge
toward
improving
an
organization’s
effectiveness.
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16. OB - Defined
• It is a systematic study of the actions and
attitudes that people exhibit within
organizations.
• Organizational Behavior is the study of human
behavior in the workplace, the interaction
between people and the organization with the
intent to understand and predict human
behavior.
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17. Nature and Scope
• Three level of analysis
• Focus on application
• Distinct Field of Study
• Contingency thinking
• Interdisciplinary in
nature
• Subset of management
• Use of scientific
methods
• Positive and optimistic
• Integrative in nature
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18. Importance of OB
• Uncover hidden aspects of Organization
• Explain and predict behavior
• Acquire ‘people skills’ and win the race
• Formulate informed judgement
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19. Organizational Iceberg
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20. http://www.prenhall.com/sal/
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21. Replacing Intuition with Systematic
Study
Intuition
A feeling not necessarily supported by research.
Systematic study
Looking at relationships, attempting to attribute causes and effects, and
drawing conclusions based on scientific evidence. Provides a means to
predict behaviors.
Evidence Based Management
Basing managerial decisions on the best available scientific evidence
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22. Replacing Intuition with Systematic
Study
Preconceived
Notions
The
Facts
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23. CONTRIBUTING DISCIPLINES TO THE
FIELD OF OB
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24. Toward an OB Discipline

25. Contributing Disciplines
• Psychology
– Is the science that seeks to measure, explain and sometimes
change the behavior of humans
• Social Psychology
– Blends the concepts from both psychology and sociology, and
focuses on peoples’ influence on one another
• Sociology
– The study of people in relation to their social environment or
culture
• Anthropology
– The study of societies to learn about human beings and their
activities.
• Political Science
– The study of the behavior of individuals and groups within a
political environment.
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26. Contingency variables
• Situational factors
Variables that moderate the relationship
between two or more other variables and
improve the correlation.
X
Y
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27. Basic OB Model, Stage I
Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.
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28. The Dependent Variables
Dependent variable
A response that is affected by an independent variable.
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29. The Dependent Variables (cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective output to
the input required to achieve it.
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30. The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary and involuntary
permanent withdrawal from an
organization.
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31. The Dependent Variables (cont’d)
Organizational citizenship
behavior (OCB)
Discretionary behavior that is not part of an
employee’s formal job requirements, but that
nevertheless
promotes
the
effective
functioning of the organization.
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32. The Dependent Variables (cont’d)
Deviant Workplace Behavior
Voluntary Behavior that violates significant
organizational norms and, in doing so threatens
the well being of the organization or its
members
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33. The Dependent Variables (cont’d)
Job satisfaction
A general attitude toward one’s job, the difference between
the amount of reward workers receive and the amount they
believe they should receive.
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34. The Independent Variables
Independent variable
The presumed cause of some change in the dependent variable.
Independent
Variables
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36. Discussion Topic
for Monday
Challenges and Opportunities for
OB
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