Organizational Behaviour
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ORGANIZATION THEORY & BEHAVIOR
FOUNDATION OF ORGANIZATION BEHAVIOR DEFINITION OF AN ORGANIZATION DEFINITION OF ORGANIZATION BEHAVIOR ASSUMPTIONS ITS SIGNIFICANCE FOR EFFECTIVENESS TRENDS RESEARCH FOUNDATIONS
ORGANIZATION???
DEFINITION OF ORGANIZATION
• CONSCIOUSLY COORDINATED SOCIAL UNIT • COMPOSED OF 2 0R MORE PEOPLE • CONTINUITY • COMMON GOAL
ENVIRONMENT
HUMAN BEHAVIOR IN ORGANIZATION SETTINGS
INDIVIDUAL ORGANIZATION INTERFACE
ORGANIZATION
ENVIRONMENT
ORGANIZATIONAL PARTICIPANTS
COGNITIVE REPRESENTATION OF REALITY HELPS GUIDE OB
ORGANIZATIONAL BEHAVIOR
PARTICIPANTS CONTROL THEIR OWN BEHAVIOR TO THE EXTENT THAT THEY RELY ON COGNITIVE SUPPORTS & MANAGE RELEVANT ENVIRONMENTAL CUES & CONSEQUENCES
ORGANIZATIONAL ENVIRONMENT
MOST COMPLEX BEHAVIOR ACQUIRED BY DIRECTLY OBSERVING & IMITATING OTHERS IN SURROUNDING ENVIRONMENT
ORGANIZATIONAL GOALS
INDIVIDUAL TASKS
TEAM ROLES
???? • Is ORGANIZATION nothing but an aggregate of individuals? • If so then – is ORGANIZATION behavior all about individual differences?- Differences in values, beliefs, perception, personality, motivation • What about differences in goals, strategies, systems , structure in an ORGANIZATION-do these bring about a distinctive ORGANIZATION behavior
AN ORGANIZATION WOULD THEREFORE HAVE • • • •
A GOAL-OBJECTIVE STRUCTURE-BOUNDARIES & ROLE STRATEGIES & SYSTEMS CULTURE, CUSTOMS, VALUESDETERMINING BEHAVIOR
VISION -MISION
GOAL FUNCTIONSTASKS/ACTIVITIESWHAT & WHY? PROCEDURESHOW?
STRATEGIES STRUCTURE
SYSTEMS CULTURE
ROLES & RESPONSIBILITIES WHO? CORE VALUES
HOW ORGANIZATION ACHIEVES ITS GOAL? O R G G O A L A N N U A L P LA N ORGANIZATIONAL PROCESSES
M A N P O W E R
M A C H IN E S
M O N E Y
MANAGEMENT FOR ORG EFFECTIVENESS • MANAGERIAL FUNCTIONS- Planning, Organizing, Leading & Controlling • MANAGERIAL ROLES-Interpersonal , Information, Decisional • MANGERIAL SKILLS-Technical, Human & Conceptual Org Effectiveness OB
Generalization of human behavior
Certain consistencies in human behavior
DEFINITION • ORGANIZATION BEHAVIOR CAN BE DEFINED AS A FIELD OF STUDY THAT INVESTIGATES THE IMPACT THAT INDIVIDUALS , GROUPS AND STRUCTURE HAVE ON BEHAVIOR WITHIN ORGANISATION, TO ENABLE APPLYING THIS KNOWLEDGE TOWARDS IMPROVING ORGANIZATIONAL EFFECTIVENESS
DEFINTION-OB • STUDY OF BEHAVIOR OF INDIVIDUALS WITHIN WORKGROUPS , INCLUDING AN ANALYSIS OF THE NATURE OF GROUPS, THE DEVELOPMENT OF STRUCTURES BETWEEN AND WITHIN WORKGROUPS AND THE PROCESS OF IMPLEMENTING CHANGE
DETERMINANTS OF OB • INDIVIDUALS. • GROUPS. • STRUCTURE. OB APPLIES KNOWLEDGE GAINED ABOUT INDIVIDUALS, GROUPS & THE EFFECT OF STRUCTURE ON BEHAVIOR TO MAKE THE ORGANIZATION MORE EFFECTIVE.
SIGNIFICANCE OF OB • INDIVIDUAL BEHAVIOR & PERFORMANCE AT WORK • GROUP WORKING-NORMS & BEHAVIOR • STRUCTURE OF ORGANIZATION • ORGANIZATION DESIGN • MANAGING CHANGE
OB EMPHASIS • BEHAVIOR AS RELATED TO JOBS & COMPETENCIES WORK –JOB DESIGN PERFORMANCE & PRODUCTIVITY ABSENTEEISM EMPLOYMENT TURNOVER
OB LINKAGES TO ORG GOAL • PERSONALITY, PERCEPTION, SKILL & ATTITUDE DEVELOPMENT • LEARNING • MOTIVATION • LEADER BEHAVIOR & POWER • INTERPERSONAL COMMUNICATION • GROUP STRUCTURE & PROCESSES • WORK DESIGN, CONFLICTS & STRESS • CHANGE PROCESSES
OB & BEHAVIORAL SCIENCE • OB concerned with a whole gamut of : – units ( individuals, roles, dyads, teams and org) – Interfaces ( interpersonal, inter team and org environment) Each deserve independent understanding and study and hence foundation of OB is multidisciplinary
Behavioral Science Sources of OB Org unit
Topic
Relevant Behavioral Science
INDIVIDUAL
Motivation, Perception Personality, Personal effectiveness Decision Making Inter styles, Attitudes Role Personal Effectiveness
PSYCHOLOGY
ROLE
SOCIOLOGY & PSYCHOLOGY
Leadership Work Motivation Role Stress and burnout Coping TEAMS & INTER TEAMS
Team effectiveness Leadership, Conflict Management Consensus Building, Collaboration
PSYCHOLOGY
ORGANISATION
Org Culture, Org climate, Org Communication,Org Learning, Org Change, Org Dev, Power & Politics, Cross Cultural Org
PSYCHOLOGY
Societal culture, Values Positive Thinking, Learning
ANTHROPOLOGY PSYCHOLOGY
CONTEXT
POLITICAL SCIENCE ANTHROPOLOGY
MANAGING FOR EFFECTIVENESS INDIVIDUAL LEVEL OUTCOMES PRODUCTIVITY PERFORMANCE ABSENTEEISM TURNOVER ATTITUDES STRESS
TEAM LEVEL OUTCOMES PRODUCTIVITY PERFORMANCE NORMS COHESIVENESS
ORG LEVEL OUTCOMES PRODUCTIVITY ABSENTEEISM TURNOVER FINANCIAL PERFORMANCE SURVIVAL CONSTITUENT SATISFACTION
TRACING HISTORY OF ORGANIZATIONAL RESEARCH CONCEPT
PIONEERS
PHILOSOPHY
OB ATTRIBUTES
SCIENTIFIC MANAGEMENT
FREDERICK TAYLOR (1911)
Time & Motion Studies. Finding most efficient way
Maximize Cost , Task specialization, maximize output
PRINCIPLES OF MANAGEMENT
HENRI FAYOL ( 1916-25)
Management Principles Training in use of Principles
Order, Equity, Division of work, Discipline
HUMAN RELATIONS
ELTON MAYO (1933)
Psychological factors-Job Satisfaction, Team work
Paying attention to worker needs & satisfaction
DECISION MAKING
HERBERT SIMON (1947)
Bounded Rationality Optimization of Goals
Hierarchy o Goals , Effective use of resources
SOCIO-TECHNICAL
E L TRIST & K W BAMFORTH (1951)
Social Systems view means that organization is an open system
Fit between social & technological factors
BEHAVIOR
DOUGLAS Mc GREGOR (1961) RENSIS LIKERT (19670
Individual needs & importance of participative management
Cohesiveness, Loyalty, commitment & Employer Management system
STRATEGIC MANAGEMENT
ALFRED CHANDLER (1962)
Establish Strategy , then Structure is established
Strategy/Structure fit need to adapt to environmental changes
TRACING HISTORY OF ORGANIZATIONAL RESEARCH-Contd CONCEPT
PIONEERS
PHILOSOPHY
OB ATTRIBUTES
CONTINGENCY
P R LAWRENCE & J W LORSCH ( 1967)
Structure firm to meet environmental demands
Integration fit
QUALITY
DEMING(1971) & JURAN ( 1974)
How to detect & eliminate defects
Instill pride in quality’ Focus on customer satisfaction
ENPOWERNMENT
1984
PROACTIVE PERFORMANCE
1987
Responsiveness to change , Need for Social Support
EMERGING PERSPECTIVES IN OB • SYSTEMS APPROACH • CONTINGENCY PERSPECTIVE • INTERACTIONALISM
SYSTEMS APPROACH • VIEWS ORGANIZATION AS A SET OF INTERRELATED ELEMENTS FUNCTIONING AS A WHOLE FEEDBACK INPUTSmaterial, human, financial, international
TRANSFORMATION TECHNOLOGY
OUTPUTS Product/Service Profit/Losses Employee behavior
CONTINGENCY APPROACH • SUGGESTS THAT IN MOST ORGANIZATIONS SITUATIONS & OUTCOMES ARE CONTINGENT ON , OR INFLUENCED BY, OTHER VARIABLES ORG PROBLEMS/ SITUATIONS
UNIVERSAL APPROACH
CAUSE & EFFECT WAY OF RESPONDING
CONTINGENCY APPROACH
ORG PROBLEMS
EVALUATE IN TERMS OF THE SITUATION, WHICH THEN SUGGEST
CONTINGENT WAYS OF RESPONDING
INTERACTIONALISM • INDIVIDUALS AND SITUATIONS INTERACT CONTINUOSLY TO DETERMINE INDIVIDUALS’ BEHAVIOR INDIVIDUALS BEHAVIOR
SITUATIONS
POPULAR PRESS • ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS. •
THEORY Z, EMOTIONAL INTELLIGENCE, REENGINEERING, CORPORAT E CULTURES, IN SEARCH OF EXCELLENCE ETC.
Contribution of OB • Main contribution is in the understanding and using processes, which can also be defined as the underlying behavioral dimensions of any unit of the organisation
PROCESS • The main processes concern the – – – – – – – –
Individual( existential processes) Inter person (empathic processes) The role ( coping processes) The group ( collaboration processes) Organisation ( growth processes) Organisation interface ( influence processes) Community ( social awareness Society ( value processes)
OB- CHALLENGES &TRENDS • Paradigm shift------? • • • • •
GLOBALISATION- Creating a global village INFORMATION AGE-IT TOTAL QUALITY MANAGEMENT DIVERSITY & CULTURAL ISSUES REENGINEERING
OB- CHALLENGES &TRENDS • ENPOWERING EMPLOYEES- shift from • Management control • COPING WITH CHANGE & TEMPORARINESS-Stability of Flexibility • STIMULATING INNOVATIVENESS & CHANGE • CORPORATE VALUES & ETHICS
OB- CHALLENGES &TRENDS • STIMULATING INNOVATIVENESS & CHANGE. • CORPORATE VALUES & ETHICS. • WORK FORCE DEMOGRAPHICS-Age, Gender, Ethnic Composition. • WORK PLACE ISSUES- Employee Privacy, Employee rights, Unionization. • Improving Employee Skills.
OB MODELS COGNITIVE, BEHAVIORISTIC & SOCIAL LEARNING THEORETICAL FRAMEWORKS USED TO DEVELOP OB MODEL AUTOCRATIC
CUSTODIAL
SUPPORTIVE
SUPERLATIVE (COLLEGIAL)
BASIS OF MODEL
Power
Economic Resources
Leadership
Partnership
Managerial orientation
Authority
Money
Support
Teamwork
Employee Orientation
Obedience
Security Benefits
Job Performance
Responsible Behavior
Employee psychological result
Dependence on Boss
Dependence on Organization
Participation
Self Discipline
Employee need met Performance result
Subsistence
Security
Minimum
Passive cooperation
Status & Recognition Awakened drivers
Self Actualization Moderate enthusiasm
Basic framework for understanding organizational behavior INDIVIDUAL PROCESSES •Individual differences •Attitudes/Attitude formation •Learning /Reinforcement •Motivation
MANAGERIAL CONTEXT Managing People & Organizations
ENHANCING INDIVIDUAL
INTERPERSONAL PROCESSES
& INTERPERSONAL PROCESSES
Group Dynamics
Goal setting/Rewards
Inter group dynamics
Job Designation/Participation
Leadership/Influence
Performance Appraisal
Power/Politics/Conflict
Stress
Interpersonal Communication
Decision Making/ Creativity INTEGRATING INDIVIDUALS, GROUPS & ORGANIZATIONS •Change/development •International Issues •Career Dynamics
ORGANIZATIONAL EFFECTIVENESS
ORGANIZATIONAL PROCESSES & CHARACTERISTICS Organization Structure Environment/technology Organization Design Organization Culture
FOUNDATION OF ORGANIZATION BEHAVIOR DEFINITION OF AN ORGANIZATION DEFINITION OF ORGANIZATION BEHAVIOR ASSUMPTIONS ITS SIGNIFICANCE FOR EFFECTIVENESS TRENDS RESEARCH FOUNDATIONS
ORGANIZATION???
DEFINITION OF ORGANIZATION
• CONSCIOUSLY COORDINATED SOCIAL UNIT • COMPOSED OF 2 0R MORE PEOPLE • CONTINUITY • COMMON GOAL
ENVIRONMENT
HUMAN BEHAVIOR IN ORGANIZATION SETTINGS
INDIVIDUAL ORGANIZATION INTERFACE
ORGANIZATION
ENVIRONMENT
ORGANIZATIONAL PARTICIPANTS
COGNITIVE REPRESENTATION OF REALITY HELPS GUIDE OB
ORGANIZATIONAL BEHAVIOR
PARTICIPANTS CONTROL THEIR OWN BEHAVIOR TO THE EXTENT THAT THEY RELY ON COGNITIVE SUPPORTS & MANAGE RELEVANT ENVIRONMENTAL CUES & CONSEQUENCES
ORGANIZATIONAL ENVIRONMENT
MOST COMPLEX BEHAVIOR ACQUIRED BY DIRECTLY OBSERVING & IMITATING OTHERS IN SURROUNDING ENVIRONMENT
ORGANIZATIONAL GOALS
INDIVIDUAL TASKS
TEAM ROLES
???? • Is ORGANIZATION nothing but an aggregate of individuals? • If so then – is ORGANIZATION behavior all about individual differences?- Differences in values, beliefs, perception, personality, motivation • What about differences in goals, strategies, systems , structure in an ORGANIZATION-do these bring about a distinctive ORGANIZATION behavior
AN ORGANIZATION WOULD THEREFORE HAVE • • • •
A GOAL-OBJECTIVE STRUCTURE-BOUNDARIES & ROLE STRATEGIES & SYSTEMS CULTURE, CUSTOMS, VALUESDETERMINING BEHAVIOR
VISION -MISION
GOAL FUNCTIONSTASKS/ACTIVITIESWHAT & WHY? PROCEDURESHOW?
STRATEGIES STRUCTURE
SYSTEMS CULTURE
ROLES & RESPONSIBILITIES WHO? CORE VALUES
HOW ORGANIZATION ACHIEVES ITS GOAL? O R G G O A L A N N U A L P LA N ORGANIZATIONAL PROCESSES
M A N P O W E R
M A C H IN E S
M O N E Y
MANAGEMENT FOR ORG EFFECTIVENESS • MANAGERIAL FUNCTIONS- Planning, Organizing, Leading & Controlling • MANAGERIAL ROLES-Interpersonal , Information, Decisional • MANGERIAL SKILLS-Technical, Human & Conceptual Org Effectiveness OB
Generalization of human behavior
Certain consistencies in human behavior
DEFINITION • ORGANIZATION BEHAVIOR CAN BE DEFINED AS A FIELD OF STUDY THAT INVESTIGATES THE IMPACT THAT INDIVIDUALS , GROUPS AND STRUCTURE HAVE ON BEHAVIOR WITHIN ORGANISATION, TO ENABLE APPLYING THIS KNOWLEDGE TOWARDS IMPROVING ORGANIZATIONAL EFFECTIVENESS
DEFINTION-OB • STUDY OF BEHAVIOR OF INDIVIDUALS WITHIN WORKGROUPS , INCLUDING AN ANALYSIS OF THE NATURE OF GROUPS, THE DEVELOPMENT OF STRUCTURES BETWEEN AND WITHIN WORKGROUPS AND THE PROCESS OF IMPLEMENTING CHANGE
DETERMINANTS OF OB • INDIVIDUALS. • GROUPS. • STRUCTURE. OB APPLIES KNOWLEDGE GAINED ABOUT INDIVIDUALS, GROUPS & THE EFFECT OF STRUCTURE ON BEHAVIOR TO MAKE THE ORGANIZATION MORE EFFECTIVE.
SIGNIFICANCE OF OB • INDIVIDUAL BEHAVIOR & PERFORMANCE AT WORK • GROUP WORKING-NORMS & BEHAVIOR • STRUCTURE OF ORGANIZATION • ORGANIZATION DESIGN • MANAGING CHANGE
OB EMPHASIS • BEHAVIOR AS RELATED TO JOBS & COMPETENCIES WORK –JOB DESIGN PERFORMANCE & PRODUCTIVITY ABSENTEEISM EMPLOYMENT TURNOVER
OB LINKAGES TO ORG GOAL • PERSONALITY, PERCEPTION, SKILL & ATTITUDE DEVELOPMENT • LEARNING • MOTIVATION • LEADER BEHAVIOR & POWER • INTERPERSONAL COMMUNICATION • GROUP STRUCTURE & PROCESSES • WORK DESIGN, CONFLICTS & STRESS • CHANGE PROCESSES
OB & BEHAVIORAL SCIENCE • OB concerned with a whole gamut of : – units ( individuals, roles, dyads, teams and org) – Interfaces ( interpersonal, inter team and org environment) Each deserve independent understanding and study and hence foundation of OB is multidisciplinary
Behavioral Science Sources of OB Org unit
Topic
Relevant Behavioral Science
INDIVIDUAL
Motivation, Perception Personality, Personal effectiveness Decision Making Inter styles, Attitudes Role Personal Effectiveness
PSYCHOLOGY
ROLE
SOCIOLOGY & PSYCHOLOGY
Leadership Work Motivation Role Stress and burnout Coping TEAMS & INTER TEAMS
Team effectiveness Leadership, Conflict Management Consensus Building, Collaboration
PSYCHOLOGY
ORGANISATION
Org Culture, Org climate, Org Communication,Org Learning, Org Change, Org Dev, Power & Politics, Cross Cultural Org
PSYCHOLOGY
Societal culture, Values Positive Thinking, Learning
ANTHROPOLOGY PSYCHOLOGY
CONTEXT
POLITICAL SCIENCE ANTHROPOLOGY
MANAGING FOR EFFECTIVENESS INDIVIDUAL LEVEL OUTCOMES PRODUCTIVITY PERFORMANCE ABSENTEEISM TURNOVER ATTITUDES STRESS
TEAM LEVEL OUTCOMES PRODUCTIVITY PERFORMANCE NORMS COHESIVENESS
ORG LEVEL OUTCOMES PRODUCTIVITY ABSENTEEISM TURNOVER FINANCIAL PERFORMANCE SURVIVAL CONSTITUENT SATISFACTION
TRACING HISTORY OF ORGANIZATIONAL RESEARCH CONCEPT
PIONEERS
PHILOSOPHY
OB ATTRIBUTES
SCIENTIFIC MANAGEMENT
FREDERICK TAYLOR (1911)
Time & Motion Studies. Finding most efficient way
Maximize Cost , Task specialization, maximize output
PRINCIPLES OF MANAGEMENT
HENRI FAYOL ( 1916-25)
Management Principles Training in use of Principles
Order, Equity, Division of work, Discipline
HUMAN RELATIONS
ELTON MAYO (1933)
Psychological factors-Job Satisfaction, Team work
Paying attention to worker needs & satisfaction
DECISION MAKING
HERBERT SIMON (1947)
Bounded Rationality Optimization of Goals
Hierarchy o Goals , Effective use of resources
SOCIO-TECHNICAL
E L TRIST & K W BAMFORTH (1951)
Social Systems view means that organization is an open system
Fit between social & technological factors
BEHAVIOR
DOUGLAS Mc GREGOR (1961) RENSIS LIKERT (19670
Individual needs & importance of participative management
Cohesiveness, Loyalty, commitment & Employer Management system
STRATEGIC MANAGEMENT
ALFRED CHANDLER (1962)
Establish Strategy , then Structure is established
Strategy/Structure fit need to adapt to environmental changes
TRACING HISTORY OF ORGANIZATIONAL RESEARCH-Contd CONCEPT
PIONEERS
PHILOSOPHY
OB ATTRIBUTES
CONTINGENCY
P R LAWRENCE & J W LORSCH ( 1967)
Structure firm to meet environmental demands
Integration fit
QUALITY
DEMING(1971) & JURAN ( 1974)
How to detect & eliminate defects
Instill pride in quality’ Focus on customer satisfaction
ENPOWERNMENT
1984
PROACTIVE PERFORMANCE
1987
Responsiveness to change , Need for Social Support
EMERGING PERSPECTIVES IN OB • SYSTEMS APPROACH • CONTINGENCY PERSPECTIVE • INTERACTIONALISM
SYSTEMS APPROACH • VIEWS ORGANIZATION AS A SET OF INTERRELATED ELEMENTS FUNCTIONING AS A WHOLE FEEDBACK INPUTSmaterial, human, financial, international
TRANSFORMATION TECHNOLOGY
OUTPUTS Product/Service Profit/Losses Employee behavior
CONTINGENCY APPROACH • SUGGESTS THAT IN MOST ORGANIZATIONS SITUATIONS & OUTCOMES ARE CONTINGENT ON , OR INFLUENCED BY, OTHER VARIABLES ORG PROBLEMS/ SITUATIONS
UNIVERSAL APPROACH
CAUSE & EFFECT WAY OF RESPONDING
CONTINGENCY APPROACH
ORG PROBLEMS
EVALUATE IN TERMS OF THE SITUATION, WHICH THEN SUGGEST
CONTINGENT WAYS OF RESPONDING
INTERACTIONALISM • INDIVIDUALS AND SITUATIONS INTERACT CONTINUOSLY TO DETERMINE INDIVIDUALS’ BEHAVIOR INDIVIDUALS BEHAVIOR
SITUATIONS
POPULAR PRESS • ARTICLES, RESEARCH WORKS & BOOKS GIVING NEW INSIGHTS. •
THEORY Z, EMOTIONAL INTELLIGENCE, REENGINEERING, CORPORAT E CULTURES, IN SEARCH OF EXCELLENCE ETC.
Contribution of OB • Main contribution is in the understanding and using processes, which can also be defined as the underlying behavioral dimensions of any unit of the organisation
PROCESS • The main processes concern the – – – – – – – –
Individual( existential processes) Inter person (empathic processes) The role ( coping processes) The group ( collaboration processes) Organisation ( growth processes) Organisation interface ( influence processes) Community ( social awareness Society ( value processes)
OB- CHALLENGES &TRENDS • Paradigm shift------? • • • • •
GLOBALISATION- Creating a global village INFORMATION AGE-IT TOTAL QUALITY MANAGEMENT DIVERSITY & CULTURAL ISSUES REENGINEERING
OB- CHALLENGES &TRENDS • ENPOWERING EMPLOYEES- shift from • Management control • COPING WITH CHANGE & TEMPORARINESS-Stability of Flexibility • STIMULATING INNOVATIVENESS & CHANGE • CORPORATE VALUES & ETHICS
OB- CHALLENGES &TRENDS • STIMULATING INNOVATIVENESS & CHANGE. • CORPORATE VALUES & ETHICS. • WORK FORCE DEMOGRAPHICS-Age, Gender, Ethnic Composition. • WORK PLACE ISSUES- Employee Privacy, Employee rights, Unionization. • Improving Employee Skills.
OB MODELS COGNITIVE, BEHAVIORISTIC & SOCIAL LEARNING THEORETICAL FRAMEWORKS USED TO DEVELOP OB MODEL AUTOCRATIC
CUSTODIAL
SUPPORTIVE
SUPERLATIVE (COLLEGIAL)
BASIS OF MODEL
Power
Economic Resources
Leadership
Partnership
Managerial orientation
Authority
Money
Support
Teamwork
Employee Orientation
Obedience
Security Benefits
Job Performance
Responsible Behavior
Employee psychological result
Dependence on Boss
Dependence on Organization
Participation
Self Discipline
Employee need met Performance result
Subsistence
Security
Minimum
Passive cooperation
Status & Recognition Awakened drivers
Self Actualization Moderate enthusiasm
Basic framework for understanding organizational behavior INDIVIDUAL PROCESSES •Individual differences •Attitudes/Attitude formation •Learning /Reinforcement •Motivation
MANAGERIAL CONTEXT Managing People & Organizations
ENHANCING INDIVIDUAL
INTERPERSONAL PROCESSES
& INTERPERSONAL PROCESSES
Group Dynamics
Goal setting/Rewards
Inter group dynamics
Job Designation/Participation
Leadership/Influence
Performance Appraisal
Power/Politics/Conflict
Stress
Interpersonal Communication
Decision Making/ Creativity INTEGRATING INDIVIDUALS, GROUPS & ORGANIZATIONS •Change/development •International Issues •Career Dynamics
ORGANIZATIONAL EFFECTIVENESS
ORGANIZATIONAL PROCESSES & CHARACTERISTICS Organization Structure Environment/technology Organization Design Organization Culture
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