Organizational Behaviour

organisation
A place where man starts his life, process his life and finally end his life

Stages of organisation formation

Individual Group organisation

Behaviour

Manner of behaving, whether good or bad

What is organisation behaviour?

Models of man

Rational economic man

They are rational beings and are primarily motivated only by money

Social man
They like to form groups, stay in society and behave according to society only

Self actuating man

Mans inherent need is to use his capabilities and skills in such a way that he should have the satisfaction of creating things

Complex man
It represents the real picture of human behaviour

Organisational man
Behaves according to the organisation and sacrifices his individual needs

Organisation Behaviour
Groups of people who work interdependently toward some purpose
Structured patterns of interaction Coordinated tasks Work toward some purpose

Organisational Change

change
Coping process of moving from a unsatisfactory present state to a desired state

Alteration of status quo or making things different

Causes of change
External causes
Technology Marketing conditions Social changes Political forces

Internal causes
Nature of work Change in management Change in organisation structure Change in organisational goals

Change process

Change process

Unfreezing
Help people accept that change is needed because the existing situation is not adequate

Changing
Involves rearranging of current work norms and relationships to meet new needs

Refreezing
Reinforces the changes made so that the new ways of behaving become stabilized

Using Change Agents: Qualities of change agents

Realistic Eager for improvement Effective Communication

Restless Good collaborator

Attentive listener Ideas person

Forces of change

Driving Forces
Factors that push toward the new, more desirable status quo

Restraining Forces
Factors that exert pressure to continue past behaviors or to resist new actions

Individuals reactions to change

Hopes and fears

Underlying Reasons Why Individuals Resist Change

Perceived lack of new skills, loss of old Loss of power base

Fear of the Unknown

Loss of rewards

Dislike of uncertainty ambiguity

Sources of Organisational Resistance

Threat to Group Norm Inertia Structural Existing Group Built-in Power Bases Inertia

Threat to Existing Resource Allocations

Entrenched interests

Cultural, mindset inertia

Lewins Force-Field Theory of Change

Organisational change occurs when: forces for change strengthen restraining forces lessen, or both processes occur simultaneously

LESSON
A crow was sitting on a tree, doing nothing all day. A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long? The crow answered: "Sure, why not.

So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

Moral of the story is.

To be sitting and doing nothing you must be sitting very, very high up.

Emotional Reactions to Change

Stability at the Point of change Inability to act Denial Acceptance Anger Bargaining

Active

Emotional response

Testing

Depression

Passive

Time

Managing change

The change equation

A The individual, group or organisation level of dissatisfaction with the status quo B A clear and shared picture of a better future - how things could be C The capacity of individuals, groups and the organisation to change (orientation, competence and skill) D Acceptable and do-able first action steps E The cost (financial, time) of making the change to individuals, groups and the organisation.

The change equation

A+B+C+D must be greater than E

The change equation: when elements are missing

B + C +D means that the urgent will drive out the important and change will go to the bottom of the in-tray

when elements are missing

A+B+D means that with no investment to improve change management capacity, anxiety and frustration will result.

when elements are missing

A+B+C means that the change effort will be haphazard and there will be a succession of false-starts.

Conflict and Negotiation

Conflict
The process in which one party perceives that its interests are being opposed or negatively affected by another party.
AFP Photo/HO

Conflict---views
Traditional view Human relations view Interactionist view

Levels of conflict

Sources of conflict

conflict begins when individual goals clash with organisation goals Such as goals, values, tasks, resources, rules and communication

Sources of conflict
Three levels of interdependence
Pooled

Resource A B B C C

Task interdependence

Sequential

A
Reciprocal

A
B C

The conflict process

Perceived conflict Latent conflict Felt conflict Manifest conflict

Conflict Outcomes/ aftermath

Latent conflict

no

outright conflict exists, but there is a potential for conflict because of several factors.

Perceived conflict
subunits become aware of conflict and begin to analyze it or perceive it Conflict escalates as groups battle over the cause of conflict.

Felt conflict
subunits respond emotionally to each other, and attitudes polarize.

Us versus them attitudes surface.

What began as a small problem escalates into huge conflict.

Manifest conflict
subunits try to get back at each other.
Fighting and open aggression are common, and organizational effectiveness suffers.

Conflict aftermath
conflict is resolved in a way that leaves subunits feeling combative or cooperative.

Conflict resolution

Collaborating
Combines assertiveness and cooperativeness Try to resolve conflict through problemsolving Enough trust and openness to share information so they can find a mutually beneficial solution

Avoiding
Smoothing over or avoiding conflict Appropriate to use when: a.problem is trivial b.temporary tactic to cool down heated disputes (Short-term OK, creates frustration in long-term)

Competing
Trying to win the conflict at the others expensestrong winlose orientation Appropriate to use when: a.you are correct b.a quick solution is required

Accommodating
Giving in to the other sides wishes, little or no attention to ones own interests Appropriate to use when: a.you are wrong b.other party has substantially more power c. issue is less important to you than to other party

Compromising
Reaching a middle groundwilling to give up something for something else Appropriate to use when: a.parties have equal power b.time pressure to settle differences

negotiation

BARGAINING ZONE MODEL OF NEGOTIATIONS

Parties typically establish three key negotiating points: 1. Initial offer point your opening offerbest expectation 2. Target point your realistic goal or expectation 3. Resistance point the point where you wont make more concessions

Situational influences on negotiation

Location
Physical setting Time investment and deadlines Audience
Corel Corp. With permission.

1. Location
Less stress, more resources on home turf, but cant walk out of negotiations as easily Negotiators try to choose a neutral site No locationusing information technologiesskilled negotiators prefer media rich face to face meetings

2. Physical setting
Room, tables/chairs can affect negotiations face to facemore winlose orientation interspersedmore winwin orientation

3. Time passage and deadlines

Time passage time investment increases escalation of commitmenttrying to complete negotiations at all costs may result in excessive concessions Time deadlines beneficial when a flexible goal liability when deadline is fixed tendency to make more concessions, less time to exchange information

4. Audience characteristics

Audiencesanyone with a vested interest in the negotiation outcomes

Effective negotiator behaviours

Plan and set goals Gather information Communicate effectively

Make appropriate concessions

Corel Corp. With permission.

STRESS MANAGEMENT

stress
Stress is the bodys general response to any situations which we find challenging, frightening or difficult

Stress in the Workplace

46% of workers find job to be extremely stressful Cost of stress related disorders is estimated to be $150 billion a year Stress related disorders comprise 14% of workers compensation cases

DEFINITION

S=P>R
Stress occurs when the pressure is greater than the resource

Sources of stress

Sources of stress

EUSTRESS VS DISTRESS
eustress positive exhilarating, challenging experiences of success followed by higher expectations distress disappointment, failure, threat, embarrasement and other negative experiences

Effect of stress on human life

PHYSICAL DISORDERS AGGRAVATED BY STRESS

hypertension cardiovascular disorders migraine & tension headaches arthritis respiratory diseases ulcers colitis

EMOTIONAL DISORDERS
anxiety panic attack depression adjustment problems

BEHAVIORAL DISORDERS
conduct disorders eating disorders alcoholism hyprchondricism

Overcome stress

STRESSORS
emotional stress illness environmental factors physiological factors

TECHNIQUES TO MANAGE STRESS

ABC STRATEGY

A = AWARENESS

What causes you stress? How do you react?

ABC STRATEGY

B = BALANCE

There is a fine line between positive / negative stress

How much can you cope with before it becomes negative ?

ABC STRATEGY

C = CONTROL What can you do to help yourself combat the negative effects of stress ?

STRESS MANAGEMENT TECHNIQUES

Go for a walk. Spend time in nature. Call a good friend. Sweat out tension with a good workout. Write in your journal. Take a long bath. Light scented candles Savor a warm cup of coffee or tea. Play with a pet. Work in your garden. Get a massage. Curl up with a good book. Listen to music. Watch a comedy

STRESS MANAGEMENT TECHNIQUES

relaxation exercises distraction cognitive reframing problem solving alternate methods

THE END. or is it a new beginning?

NANDITA MAJUMDAR

THANK YOU