Organization

Behavior
Submitted To:

Ghazala Tanzeer

Submitted By:

Muhammad Saad Majeed

M.COM (weekend)

2nd Semester
Q.1 what do you mean by job satisfaction? What outcome does job
satisfaction influence? What implications does this have for
managers?
Job Satisfaction
Definition:
Job Satisfaction, as the name suggests, is the feeling of contentment or a sense of
accomplishment, which an employee derives from his/her job. It is a result of appraisal that
causes one to attain their job values or meet out their basic needs. It helps in determining, to
what extent a person likes or dislikes his/her job.

The employee’s attitude towards the job and organization as well becomes positive when
they realize that their job facilitates them in achieving their needs and values, directly (by
performing it) or indirectly (by the package they get). In short, it represents the difference
between employee’s expectations and experience he/she derives from the job. The wider the
gap, the more is the dissatisfaction.

Facets of Job Satisfaction

Job Satisfaction is all about an individual’s feelings about the work, work environment, pay,
organization culture, job security and so on. The essential aspects of job satisfaction include:

Job content facet

Work characteristics

Amount of work

Compensation

Job context facet

Co-workers, Colleagues, Supervisor, etc.

Working conditions

Growth and development opportunities

Policies and rules of organization

There are instances when an employee’s feelings concerning one facet may spill over and
affect another facet, meaning that if an employee is unhappy with the amount of work, he/she
will likely to become unhappy with the compensation received. Moreover, each facet of job
satisfaction is linked to the respective work environment and cognitive component of the
employee’s attitude.
Causes of Job Satisfaction
An employee receives from various components of the work environment, will influence
his/her attitude towards them. Suppose a job is monotonous and not exciting, then the
employee is likely to get dissatisfied with it. There are many organizations which invest a
large sum in making it more interesting and challenging so that it actively engage the
employees and their satisfaction level would be high.

Association:

Association plays a dominant role in job satisfaction, in the sense that if the current job of the
employee is similar to the one he has done in the past, then he may derive satisfaction level of
his previous job to the present one.

Social Learning:

In an organization, people work in groups and interact with them regularly, either formally or
informally, which has a great impact on the level of their satisfaction. Employees whose job
is similar communicate with one another and tend to develop the same feelings for job
elements like the work itself, pay, working conditions, rules, supervisor, manager,
etc.Suppose if someone says that This job is tedious and unchallenging, everyone in the
group agrees to it and develop similar attitude.

Heredity:

Genetic predispositions are important in the context of job satisfaction as people. According
to research, about 30 percent of the job satisfaction is based on the heredity components.

Managers can measure job satisfaction of a worker by observing their behavior, interviewing
and distributing questionnaires, to get the information properly.

Outcomes of job satisfaction

1. Satisfaction and productivity:
Happy workers are not necessarily productive workers—the evidence suggests that
productivity is likely to lead to satisfaction.

At the organization level, there is renewed support for the original satisfaction-
performance relationship. It seems organizations with more satisfied workers as a whole are
more productive organizations.

2. Satisfaction and absenteeism:

We find a consistent negative relationship between satisfaction and absenteeism. The more
satisfied you are, the less likely you are to miss work.

It makes sense that dissatisfied employees are more likely to miss work, but other factors
have an impact on the relationship and reduce the correlation coefficient. For example, you
might be a satisfied worker, yet still take a “mental health day” to head for the beach now and
again.

3. Satisfaction and turnover:

Satisfaction is also negatively related to turnover, but the correlation is stronger than what we
found for absenteeism. Other factors such as labor market conditions, expectations about
alternative job opportunities, and length of tenure with the organization are important
constraints on the actual decision to leave one’s current job.

4. Job Satisfaction and Union Activities:

It has been proved that satisfied employees are generally not interested in unions and they do
not perceive them as necessary. Job dissatisfaction has proved to be the major cause of
unionization. The employees join the unions because they feel that individually they are
unable to influence changes which would eliminate the causes of job dissatisfaction. The
level of union activities is related to the level of job dissatisfaction. Low level of
dissatisfaction results in only grievances while higher levels of dissatisfaction will result in
employee strikes.

5. Job Satisfaction and Safety:

When people are dissatisfied with their jobs, company and supervisors, they are more prone
to experience accidents. An underlying reason for this is that dissatisfaction takes one’s
attention away from the task at hand and leads directly to accidents. A satisfied worker will
always be careful and attentive towards his job, and the chances of accidents will be less.
Here, we are discussing about the avoidable accidents and not the unavoidable ones.

What implications does it have for managers?

One of the main goals of managers in leadership is making sure employees feel motivated
to work, and there is no one right way to make this happen. There are limited amounts of
factors a manager can control in the workplace; therefore, motivation must be a process.
This process must include the willingness to use a combination of ever-changing tools and
techniques to meet the needs of employees.

Ethical Focus
When a manger in leadership shows a commitment to the rights and virtues within the
culture of the workplace, this individual adds wealth and value to the environment.
Showing commitment means viewing employees as a resource who can grow instead of
tools a company can use. An ethical focus in leadership helps employees, profits and the
company grow in the sharing of the company’s goal, creating a sense of belonging,
providing a sense of pride and ownership and creating an environment that challenges
employees to develop skills. Consequently, instead of setting unhelpful short-term priorities
just to make the environment seem more fun, managers should develop long-term goals that
are in sync with the values and principles of the company and its culture.

Shared Information
When managers share information regarding the company’s overall goals, the “Journal of
Business Ethics” states that risks are reduced, the quality of decisions improves and
opportunities within the company become more integrated. When managers share
information, employees are more likely to cooperate and have a sense of personal
commitment to the company because they feel the company and its managerial leaders are
more trustworthy.

Trust
Managers in leadership can add to the atmosphere of trust by aligning the company’s
values, roles and rules. Creating trust helps build strong interpersonal relationships and
increases the credibility of managers. It is vital that employees trust managers because they
naturally will be more creative, be more flexible during times of change, improve service
and production and add long-term wealth to the company .

Rewards
When a company empowers its employees with the aid of managers in leadership, it does so
by understanding that its goals are only attainable by combining the talents of all in the
organization, according to the “Journal of Business Ethics.” Rewards should reflect an
employee’s contribution to the company’s success. Rewards do not always have to come in
the form of money or gifts, as they can also come in the form of praise or recognition,
added responsibilities, the opportunity to participate in decision-making and the chance to
work on challenging projects.

Q2. What are the challenges and opportunities for managers in using
OB concept?

Main challenges and opportunities of organizational behavior are;

1. Improving Peoples’ Skills

Technological changes, structural changes, environmental changes are accelerated at a faster rate
in the business field.
Unless employees and executives are equipped to possess the required skills to adapt those
changes, the targeted goals cannot be achieved in time. These two different categories of
skills – managerial skills and technical skills.

Some of the managerial skills include listening skills, motivating skills, planning and
organizing skills, leading skills, problem-solving skill, decision-making skills etc.

These skills can be enhanced by organizing a series of training and development programs,
career development programs, induction, and socialization etc.

2. Improving Quality and Productivity

Organizational Behavior Opportunities for Improving Quality and Productivity

Quality is the extent to which the customers or users believe the product or service surpasses
their needs and expectations.

For example, a customer who purchases an automobile has a certain expectation, one of
which is that the automobile engine will start when it is turned on.

3. Total Quality Management (TQM)

It is a philosophy of management that is driven by the constant attainment of customer
satisfaction through the continuous improvement of all organizational process.

The components of TQM are;

(a) An intense focus on the customer,

(b) Concern for continual improvement,

(c) Improvement in the quality of everything the organization does,

(d) Accurate measurement and,

(e) Empowerment of employees.

4. Managing Workforce Diversity

This refers to employing different categories of employees who are heterogeneous in terms of
gender, race, ethnicity, relation, community, physically disadvantaged, elderly people etc.

The primary reason to employ heterogeneous category of employees is to tap the talents and
potentialities, harnessing the innovativeness, obtaining synergetic effect among the divorce
workforce.

In general, employees wanted to retain their individual and cultural identity, values and life
styles even though they are working in the same organization with common rules and
regulations.
The major challenge for organizations is to become more accommodating to diverse groups
of people by addressing their different life styles, family needs, and work styles.

5. Responding to Globalization
Today’s business is mostly market driven; wherever the demands exist irrespective of
distance, locations, climatic Conditions, the business

Operations are expanded to gain their market share and to remain in the top rank etc.
Business operations are no longer restricted to a particular locality or region.

Company’s products or services are spreading across the nations using mass communication,
the internet, faster transportation etc. More than 95% of Nokia (Now Microsoft) hand phones
are being sold outside of their home country Finland.

Japanese cars are being sold in different parts of the globe. Sri Lankan tea is exported to
many cities around the globe

Garment products of Bangladesh are exporting in USA and EU countries. Executives of

Multinational Corporation are very mobile and move from one subsidiary to another more
frequently.

6. Empowering People
The main issue is delegating more power and responsibility to the lower level cadre of
employees and assigning more freedom to make choices about their schedules, operations,
procedures and the method of solving their work-related problems.

Encouraging the employees to participate in work related decision will sizable enhance their
commitment to work.

Empowerment is defined as putting employees in charge of what they do by eliciting some

sort of ownership in them.

Managers are doing considerably further by allowing employees full control of their work.

Due to the implementation of empowerment concepts across all the levels, the relationship
between managers and the employees is reshaped.

Managers will act as coaches, advisors, sponsors, facilitators and help their subordinates to do
their task with minimal guidance.

7. Coping with Temporariness

In recent times, the product life cycles are slimming, the methods of operations are
improving, and fashions are changing very fast. In those days, the managers needed to
introduce major change programs once or twice a decade.

Today, change is an ongoing activity for most managers.

The concept of continuous improvement implies constant change.

In yesteryears, there used to be a long period of stability and occasionally interrupted by a

short period of change, but at present, the change process is an ongoing activity due to
competitiveness in developing new products and services with better features.

Everyone in the organization faces today is one of permanent temporariness. The actual jobs
that workers perform are in a permanent state of flux.

So, workers need to continually update their knowledge and skills to perform new job
requirements.

8. Stimulating Innovation and Change

Today’s successful organizations must foster innovation and be proficient in the art of
change; otherwise, they will become candidates for extinction in due course of time and
vanished from their field of business.

Victory will go to those organizations that maintain flexibility, continually improve their
quality, and beat the competition to the market place with a constant stream of innovative
products and services.

For example, Compaq succeeded by creating more powerful personal computers for the same
or less money than EBNM or Apple, and by putting their products to market quicker than the
bigger competitors.

Amazon.com is putting a lot of independent bookstores out of business as it proves you can
successfully sell books from an Internet website.

9. Emergence of E-Organization & E-Commerce

It refers to the business operations involving the electronic mode of transactions. It
encompasses presenting products on websites and filling the order.

The vast majority of articles and media attention given to using the Internet in business are
directed at online shopping.

In this process, the marketing and selling of goods and services are being carried out over the
Internet.

In e- commerce, the following activities are being taken place quite often – the tremendous
numbers of people who are shopping on the Internet, business houses are setting up websites
where they can sell goods, conducting the following transactions such as getting paid and
fulfilling orders.

It is a dramatic change in the way a company relates to its customers. At present e-commerce
is exploding. Globally, e-commerce spending was increasing at a tremendous rate.
10. Improving Ethical Behavior
The complexity in business operations is forcing the workforce to face ethical dilemmas,
where they are required to define right and wrong conduct in order to complete their assigned
activities.

For example,

Should the employees of chemical company blow the whistle if they uncover the discharging
its untreated effluents into the river are polluting its water resources?

Do managers give an inflated performance evaluation to an employee they like, knowing that
such an evaluation could save that employee’s job?

11. Improving Customer Service

OB can contribute to improving an organizational performance by showing drat how
employees’ attitude and behavior are associated with customer satisfaction.

In that case, service should be the first production oriented by using technological
opportunities like a computer, the internet etc.

To improve the customer service need to provide sales service and also the after sales service.

Q 3. What do managers do in terms of functions, roles and skills?

Who are Manager
Managers work with all institutions and companies where practitioners work who need
guidance. The manager manages one or more people and plans organize and controls. In this
post, I will share my information about what do managers do at work.

Concerning the Manager Function: According to Henri Fayol, managers at all levels

perform four Management Functions which are:

Planning, by setting goals, establishing strategies to achieve goals, and developing plans to
integrate and coordinate activities.

Organizing, by arranging and structuring work to accomplish organizational goals.

Leading, by Working with and through people to accomplish goals.

Controlling, by Monitoring activities, comparing it with the pre-set standards, and

correcting work performance.

Concerning the Manager Roles: There are many different roles the manager could
probably fulfill every day. For instance, as well as leading his team, he might find himself
resolving a conflict, negotiating new contracts, representing his department at a board
meeting, or approving a request for a new system requirement. Henry Mintzberg identified 10
kinds of specific roles, or sets of job responsibilities, that capture the dynamic nature of
managerial work. These 10 Managerial Roles identified by Mintzberg are classified in 3
categories which are:

Interpersonal Roles, (Figurehead, Leader, Liaison) which describe how a manager

interacts with other people.

Informational Roles, (Monitor, Disseminator. Spokesperson) which describe how a

manager exchange and processes information.

Decisional Roles, (Entrepreneur, Disturbance Handler, Resource Allocator,

Negotiator) which describe how a manager uses information in decision making.

Concerning the Manager Skills: According to Robert L. Katz, he described the

essential, or baseline, skills of managers as follow:

Technical Skills, it is a Job-specific knowledge and techniques needed to proficiently

perform work tasks.

Human Skills, it is the ability to work well with other people individually and in a group.

Conceptual Skills, it is the ability to think and to conceptualize about abstract and

complex situations.

Communication Skills, Communication skills refer to the manager’s ability both to

effectively convey ideas and information to others and to effectively receive ideas and
information from others. This skills enable a manager to transmit ideas to subordinates so that
they know what is expected, to coordinate work with peers and colleagues so that they work
well together properly, and to keep higher level managers informed about what is going on.
In addition, communication skills help the manager listen to what others say and to
understand real meaning behind letters, reports, and other written communication.

Q4.Managers to Understand Organizational Behavior

The Organizational Behavior in Administration course covers various behavioral concepts
found in organizational settings with implications for management personnel. The course
emphasizes the practical application of various topics such as teamwork, leadership,
motivation, organizational change and development.

Why is this course considered essential to the development of leaders who work in a diverse
array of managerial roles? Managers must understand why people behave as they do within
organizations, by first appreciating the complex nature of individuals, and second, by being
able to identify causes and effects of individual behaviors. The collective behaviors of
individuals within an organization create an atmosphere that strongly influences business
performance, for better or worse.
An organization benefits in five significant ways when managers have a strong foundation in
organizational behavior:

 Managers understand the organizational impacts of individual and group behaviors.

 Managers are more effective in motivating their subordinates.
 Relationships are better between management and employees.
 Managers are able to predict and control employee behavior.
 The organization is able to make optimally efficient use of human resources.

What Abilities Does This Discipline Give Managers?

By studying the principles of organizational behavior, managers become adept at the
following five key skills:

Identify and promote positive behaviors: "Prosocial" behaviors within an

organization are those which benefit other individuals and the company as a whole. Leaders
at every level of the organization need to be able to identify, promote and reward these
behaviors -- and conversely, to discourage behaviors that lead to mistrust and other poor
interpersonal dynamics between people who must work together.

Create a positive workplace culture: Individual "prosocial" behaviors do not

necessarily occur naturally. New hires do not come into organizations with a mental makeup
optimized for the success of their companies. They must first be incentivized, in part through
rewards, recognition, perks and bonuses. The right incentives are the building blocks of a
supportive and selfless workplace culture.

Motivate employees to exhibit "prosocial" behaviors: This discipline offers a set

of motivational tools for managers to use, which takes into account individual differences
between employees. Effectively, this skill is applied psychology and sociology for managers.

Identify the causes of "antisocial" behaviors: Toxic behaviors that can infect a

department and spread throughout an organization may originate with individuals; they may
come from the top down; or they may even be the result of external or internal influences. A
manager with expertise in organizational behavior will be able to find the root causes of
negative behaviors and develop plans to solve the identified problems.

Assess likely employee response before initiating organizational

change: Predictive capabilities are among the most important for managers, and become
even more important as leaders work their way up in the organizational structure. In order to
determine the right strategies and implement them successfully, leaders at every level must be
able to accurately anticipate how employees will react, and work to develop contingencies.
The study of organizational behavior enables this predictive capability

Q5.Manage Diversity in the Workplace

Managing diversity in the workplace presents a set of unique challenges for HR
professionals. These challenges can be mitigated if an organization makes a concerted effort
to encourage a more heterogeneous environment through promoting a culture of tolerance,
open communication and creating conflict management strategies to address issues that may
arise. For leadership to effectively manage diversity in the workplace, they need to
understand their backgrounds and how their behavior and beliefs can affect their decision-
making within a diverse environment.

Tips for managing workplace diversity:

Prioritize communication
To manage a diverse workplace, organizations need to ensure that they effectively
communicate with employees. Policies, procedures, safety rules and other important
information should be designed to overcome language and cultural barriers by translating
materials and using pictures and symbols whenever applicable.

Treat each employee as an individual

Avoid making assumptions about employees from different backgrounds. Instead, look at
each employee as an individual and judge successes and failures on the individual’s merit
rather than attributing actions to their background.

Encourage employees to work in diverse groups

Diverse work teams let employees get to know and value one another on an individual basis
and can help break down preconceived notions and cultural misunderstandings.

Base standards on objective criteria

Set one standard of rules for all groups of employees regardless of background. Ensure that
all employment actions, including discipline, follow this standardized criteria to make sure
each employee is treated the same.

Be open-minded
Recognize, and encourage employees to recognize, that one’s own experience, background,
and culture are not the only with value to the organization. Look for ways to incorporate a
diverse range of perspectives and talents into efforts to achieve organizational goals.

Hiring
To build a diverse workplace, it is crucial to recruit and hire talent from a variety of
backgrounds. This requires leadership and others who make hiring decisions to overcome
bias in interviewing and assessing talent. If organizations can break through bias and hire the
most qualified people, those with the right education, credentials, experience and skill sets, a
diverse workplace should be the natural result.
Benefits of Diversity in the Workplace
 Employees from diverse backgrounds imbue organizations with creative new ideas
and perspectives informed by their cultural experiences
 A diverse workplace will help organizations better understand target demographics
and what moves them
 A diverse workplace can better align an organization’s culture with the demographic
make-up of America
 Increased customer satisfaction by improving how employees interact with a more
diverse clientele and public