Introductiobon To OB & Its Relevance

Dr.
Daisy Chauhan
Associate Professor (OB)
Management Development Institute
Gurgaon
[email protected]
9818762933
CHALLENGES & OPPORTUNITIES

FOR OB
Responding to Economic
Pressures/Globalisation
Managing Workforce Diversity
Working in Networked Organizations
Coping with Temporariness
Rising customer expectations: Improving
quality of Products & Services
Managing uncertainty and ambiguity
Improving People Skills
Stimulating Innovation and Change
Helping Employees balance Work/Life conflict
Creating Positive Work Environment
Improving Ethical Behaviour
Changes in Organisational
Structures/Processes
Lean and flat organisational structures
Less bureaucratic and more speedier processes
Benchmarking & following of best practices
and innovative processes

Adopting new organisational forms:
Partnerships, JVs, forward/backward
integrations
Greater demand from stakeholders for
transparency
Relevance of OB
Environment
al
Factors
Globalisation
Changing
nature of jobs
Diverse &
changing
workforce
Influence on
Organisations
Organizations
need to be:
Flexible
Fast-paced
Knowledgeabl
e
Ethical
Innovative
Skills required
Interpersonal Skills
Continuous learning
Being Emotionally wellgrounded
Networking
Cultural Adaptability
Adaptability to change
Ability to work as team
members & team
leaders
Ability to tolerate,
manage
& cope with stress
Objectives of the Course

Help Managers deal with Practical day-to-day
Problems
Gain insight into the psychological processes affecting
behaviour and performance
Understand various factors affecting human behaviour
and how to manage them
Understand group dynamics in organisations
Help improve your interpersonal skills to be able to
better deal with people and to that extent influence
them.
In organisations we need to understand, predict and

influence the behaviour of others.
To understand cause-effect relationship.
Complement Intuition with Logic by adopting a systematic
approach to improve the ones predictive ability about
human behaviour.
To apply all concepts related to other functional areas like

marketing, Finance etc. on people.
ORGANISATION
SYSTEMS LEVEL
GROUP LEVEL
INDIVIDUAL LEVEL
If we know the person

If we know how the person perceived the
situation
and what is important to him or her.
Why is some behaviour seen as non-rational
by an
observer?
He does not have access to the same
information or
does not perceive the environment in the
At the Individual Level

Identify strengths and weakness and
realise ones potential

Understand self and self in relation to
others
Encourage you to question your
assumptions about human behaviour
Analyse behaviour patterns and their
influence on others
Encourage you to look at issues from
different perspectives
At the Group Level

Understand group processes & group dynamics
Help you to be an effective team member/team
leader through better Inter-personal relationships
Develop in you the ability to motivate and
influence others
Two Ways of Understanding

Human Behaviour
Internal Perspective:
Thoughts, Feelings, Needs, Experiences.
Actions and behaviours explained in terms of
their background (history) and personal value

system
Personality of individuals: Type,
Characteristics & Orientation
External Perspective:
External events, Environmental Forces and
consequences , Inter-personal relationships

and group dynamics
Age is a barrier to learning.

Happy workers are Productive Workers or happiness
leads
to productivity.
Working collectively is better than working individually.

Experience makes a man perfect.
Men make better leaders than women.
Past success is a guarantee for future success.
Work pressure causes stress.
Planning:
Defining organisaitonal goals, establishing overall
strategy, Developing comprehensive set of plans
Organising:
Designing structure, deciding on who does what,
how, whom to report etc.
Leading:
Motivating people, directing, coordinating,

resolving conflicts
Controlling:
Monitoring, comparing with goals, correcting
Management Roles
(Henry Mintzberg)
Interpersonal Roles:
1.
2.
3.
Figurehead: Ceremonial and symbolic duties

Leader: Hiring, Training, Motivating and Disciplining
Liaison: Developing and Maintaining Contacts with outsiders
Informational Roles:
4.
5.
6.
Monitor: Collecting information for organisational purposes

Disseminator: Transmitting information to organisational
Members
Spokesperson: Represent the organisation to outsiders
Decisional Roles:
7.
8.
9.
10.
Entrepreneur: Initiate and oversee new projects

Disturbance Handler: Take corrective action in response to
problems
Resource Allocator: Allocating human, physical and monetary
resources
Negotiator: Discuss and Bargain
MANAGEMENT SKILLS
Statements 1, 5, and 9 Statements 2, 6, & 10 Statements 3, 7, & 11
Technical Skills
Interpersonal Skills
Conceptual
Skills
Statements 4, 8, & 12
Skills
Interpretation:
12 and above High Score
7-11
Average Score
Upto 6 Low score
Diagnostic
.S
k
Te
ch
Top
Mgt.
ills
Management Skills
Human Skills
l
a
tu i c
p
e st
c
n no
o
C iag
/D ills
sk
Middle
Mgt.
Lower
Mgt.
ls
l
i
sk
l
ca
i
hn
c
Te
l
a
c
i
hn
c
e
T
ls
l
i
k
S
Human Skills
Human Skills
al
u
t
ep tic
c
n
Co gnos
a
/Di
lls
Ski
al
u
t
p
ce stic
n
Co agno
i
/D
ills
k
S
All other factors being constant, People/Human Skills is

the Differentiator for Effectiveness and Success
Top Level
KNOW
INTERLINKAGES
/
WHY
Middle
Level
KNOW HOW
Lower
Level
KNOW WHAT
- Conceptual &
Contextual
understanding
-Process Innovation
- Knowledge
- Skill
THE OB MODEL
Two sets of variables in the OB Model:
1. Dependent Variables
2. Independent Variables
Dependent Variables:
Productivity
Absenteeism
Attrition
Organisational Citizenship
THE OB MODEL (Contd.)
INDEPENDENT VARIABLES:
1. Individual Level Variables
Biographical characteristics (age, gender)

Personality characteristics (extroversion, conscientiousness)
Emotional Framework
Values & Attitudes
Basic Ability levels
2. Group Level Variables:
Interpersonal relationships & interpersonal conflicts

Group cohesiveness
Trust and Openness

Commitment
Leadership
Power & Politics
3. Organisation Systems Level Variables:
Organisational Culture
Organisational Structure
Policies & Practices
OB DISCIPLINE
Behavior
al
Science
Psycholog
y
Contribution
Learning, Motivation, Personality,

Emotions, Perception, Training,
Leadership Effectiveness, JS,
Individual DM, PAS, Attitude
Measurement, Employee Selection,
Work Stress
Group Dynamics, Work Teams,

Communication, Power, Conflict,
Sociology Inter-group Behaviour
Formal Orgn. Theory, Technology,
Change, Culture
Social
Psy.
Behavioural Change, Attitudinal

Change, Communication, Group
Processes, Group DM
Anthro
pology
Comparative Values & Attitudes,

Cross-cultural Analysis
Organisational culture and Env.
Unit of
Analysis
Individual
Group
Org.
System
Output
S
T
U
D
Y
O
F
O
B
Professional Competencies
A competency is an interrelated set of

abilities, behaviours, attitudes and
knowledge needed to be effective in
managerial positions
The Seven foundation competencies are:
1.
2.
3.
4.
5.
6.
7.
Managing
Managing
Managing
Managing
Managing
Managing
Managing
Self
Communication
Diversity
Ethics
Across Cultures
Teams
Change
Interpretation of Scores
20-39 -
Very Low
40-59 -
Low
60-74 -
Average
75-89 -
Good
90-100-
Outstanding
Managing Self
Understand your own and others personality

and attitudes
Perceive, appraise and interpret accurately
yourself, others and the immediate environment
Understand an act on own and others work
related motivations and emotions
Assess and establish your own developmental,
personal and work related goals
Take responsibility for managing yourself and
your career over time through stressful
circumstances
Managing Communication
Convey information, ideas and emotions to others

to get the desired response
Provide constructive feedback to others
Engage in active listening
Communicate effectively through verbal and written

communication
Use and interpret non-verbal communication
Use computer based (electronic) resources
Managing Diversity
Foster environment of inclusion with people
who possess characteristics different from

your own
Learn from people of different characteristics,
experiences, perspectives and background

Manage interpersonal conflict
Managing Across Cultures

Handle managerial issues through global mind
set.
Think globally and act locally
Work-related cultural values:
Individuals-Collectivism
Uncertainty avoidance
Power Distance
Avoiding Stereotypes
Managing Teams
Identify the circumstances when team approach

is appropriate and the type of team to use
Set clear performance goals
Participate and provide leadership in defining
responsibilities
Demonstrate a sense of mutual and personal
accountability for the achievement of team goals
Resolve personal and task-related conflicts
among team members.
Managing Change
Diagnose the reasons for resistance to change
Seek involvement of people concerned in the
change process
Decide on who, what, why, when, and how
the change process is to be initiated and
implemented
Seek and apply new knowledge for constant
learning and improved methods of working
and achieving goals.
Lack of Clarity: While accepting and giving jobs

Lack of Empathy
Becoming Demotivated easily
Poor Listening Skills
Not seeking/giving Feedback
Undermining the importance of IPR
Group Assignment
Discuss in your Groups:
Some people-related problems you have faced in
your organisation
What according to you was/were the cause(s) of
the problems
How did you deal with them and what helped
you in effectively dealing with them.
Were there any which you could not handle?
Assignment to be submitted by 8th July, 2013. (10

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Dr.

CHALLENGES & OPPORTUNITIES

and innovative processes

Objectives of the Course

In organisations we need to understand, predict and

To apply all concepts related to other functional areas like

If we know the person

At the Individual Level

realise ones potential

At the Group Level

leader through better Inter-personal relationships

Develop in you the ability to motivate and

Two Ways of Understanding

their background (history) and personal value

consequences , Inter-personal relationships

Age is a barrier to learning.

Working collectively is better than working individually.

Motivating people, directing, coordinating,

Monitoring, comparing with goals, correcting

Figurehead: Ceremonial and symbolic duties

Monitor: Collecting information for organisational purposes

Entrepreneur: Initiate and oversee new projects

All other factors being constant, People/Human Skills is

THE OB MODEL (Contd.)

1. Individual Level Variables

Biographical characteristics (age, gender)

2. Group Level Variables:

Interpersonal relationships & interpersonal conflicts

Trust and Openness

3. Organisation Systems Level Variables:

Learning, Motivation, Personality,

Group Dynamics, Work Teams,

Behavioural Change, Attitudinal

Comparative Values & Attitudes,

A competency is an interrelated set of

Understand your own and others personality

Convey information, ideas and emotions to others

Provide constructive feedback to others

Engage in active listening

Communicate effectively through verbal and written

Use and interpret non-verbal communication

Use computer based (electronic) resources

who possess characteristics different from

experiences, perspectives and background

Managing Across Cultures

Identify the circumstances when team approach

Lack of Clarity: While accepting and giving jobs

Assignment to be submitted by 8th July, 2013. (10

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