OR - Summary

1

Definitions are a view of OB as:

A way of thinking
An interdisciplinary field
Having a distinctly humanistic outlook
Performance oriented
Seeing the external environment as critical
Using scientific method
Having an applications orientation


CONTRIBUTING DISCIPLINES TO OR

Psychology
Sociology
Social Psychology
Anthropology
Political Science


Attitude

One might smile and smile and yet be villain. Shakespeare
An attitude refers to the way a person feels about and disposed towards some object.
Attitude is learning predispositions toward aspects of environment. They can be positively or
negatively directed towards certain people, service or institutions.- N.L.Munn
Attitude is evaluative statements or judgments concerning objects, people or events.- S.P. Robbins

Components

Affective: the feelings, Sentiments, moods and emotions about some person, idea, event or object.
Cognitive: the belief, options, knowledge, or information held by the individual.
Behavioral: the predisposition to act on a favorable or unfavorable evaluation of something.

Types of job related attitudes

Job Satisfaction
Job involvement
Organization Commitment

Terminal values: It represent the desirable end- states of existence, the goals an individual would like to
achieve during his/her life time.

Instrumental values: It reflects the way to achieving goals. Preferable modes of behavior or means of
achieving ones terminal values

Terminal value Instrumental value
world peace honesty
happiness forgiving nature
equality helpfulness
achievement self control
beauty in nature courage
friendship competence
exciting life intelligence




OR - Summary
2

Factor influencing Perception

The perceiver The target The situation
Attitudes Novelty Time
Motives Motion Work setting
Interests Background Social setting
Experiences Size
Expectancy Sound

Perceptual Error/barriers

Selective Perception:
People selectively interpret what they see based on their interests, background, experience and attitude.
Halo Effect:
Drawing a general impression about an individual based on a single characteristic.

Contrast Effects:
A persons evaluation in affected by comparison with other individuals recently encountered.
Projection:
Attribution ones own characteristic to other people.
Stereotyping:
Judging someone on the basis of your perception of the group to which that person belongs.


Big five personality




OR - Summary
3

Equity Theory

J. Stacy Adam
Fairness, kindness, Justice, Transparency
Compensation practices
Individuals make contribution for which they expect outcomes.
Comparing their input and outcome to those of others in the form of ratio.
Comparison referent are:
Self-inside, self-outside, other inside, other- outside.




Expectancy Theory

Victor Vroom
Motivation is based on peoples beliefs, goals and linkage between
Effort and performance
Performance and
Rewards reward and individual goal satisfaction



Reinforcement/operant Theory
It is also called operant conditioning theory.
Behavior is the function of its consequences.
Behavior is environmentally caused.
It can be modified (reinforced) by providing (controlling) consequences.
Reinforce behavior tends to be repeated.
Forms of reinforcement: positive, negative, extinction and Punishment




OR - Summary
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Determinants of Job Satisfaction
Pay
Work itself
Promotion
Supervision
Work group
Working conditions

Dimension of organizational Commitment

Affective commitment
Continuance commitment
Normative commitment

Guidelines to enhance organizational commitment
Commit to people first values
Clarify and communicate your mission
Guarantee organizational justice
Create a sense of community
Support employee development




OR - Summary
5



Job Design /Work Design




















OR - Summary
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Stages of Group Development


Types of Team



Effectiveness of team

Cohesiveness (integrated)
Communication
Groupthink (group harmony)
Homogeneity
Role identity
Stability
Team size





OR - Summary
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Approaches to leadership

a. Trait approach : ( drive, desire to lead, honesty and indignity, self confidence, intelligence, job
relevant knowledge)

b. Behavioral Approach:
Ohio state studies Michigan studies
Initial structure Concern for people
consideration Concern for production


c. Situational approaches:
Fiedler model Path goal theory
Leader member relations Directive behavior
Task structure Supportive
Position power Participative
Achievement oriented


Blanchard and Hersey characterized leadership style in term of the amount of direction and support
that the leader provides to their followers.
Blanchard and Hersey extended their model to include the Development level of the follower.
They stated that the leaders chosen style should be based on the competence and commitment of
her followers.
They categories the possible development of the followers into four levels D1 to D4.



OR - Summary
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Enhancing effective communication

Listen carefully
Use body language to communicate effectively
Remember the three "Lee brothers" when you speak
Be brief and direct
Take anger out of the equation
Utilizing Feedback
Regulating information flow
Two way communication
Reducing psychological Barrier


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Types of inter-group conflict

Vertical conflict : superior-subordinates
Horizontal conflict: between same level in the hierarchy
Line and staff conflict: representative disagree
Diversity based conflict




Ways to minimize conflict



OR - Summary
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Sustaining Organizational Culture

Values of founder
Socialization Process
Ceremonies and Rites
Stories and Language

OD process Techniques of OD
Initial Diagnosis Individual intervention
Data collection Process interventions
Data feedback and confrontation system-wide interventions
action planning and problem solving
team building
inter - group development
evaluation and follow- up


Resistance to change Overcoming Resistance to change
habit Education and communication
security Participation
Economic factor Facilitation and support
Fear of the unknown Negotiation
Structural inertia Manipulation and cooption
Limited focus of change Coercion
Group inertia
Threat to expertise
Threats to power relationship/resource allocation


Factor affecting Organization design

Strategy
Organization size
Technology
Environment





OR - Summary
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Types of Organization Design
Simple structure
Bureaucratic
Matrix structure
Team structure
Virtual/Network structure
Boundaryless structure

The characteristics or features of Bureaucratic Organization are as follows:-
1. There is a high degree of Division of Labor and Specializations.
2. There is a well defined Hierarchy of Authority.
3. It follows the principle of Rationality, Objectively and Consistency.
4. There are Formal and Impersonal relations among the member of the organization.
5. Interpersonal relations are based on positions and not on personalities.
6. There are well defined Rules and Regulations. There rules cover all the duties and rights of the
employees. These rules must be strictly followed.
7. There are well defined Methods for all types of work.
8. Selection and Promotion is based on Technical qualifications.
9. Only Bureaucratic or legal power is given importance.
Unique features of Matrix structure

Better coordination and control
Adaptable to dynamic environment
Effective utilization of resources
Particular management
Sufficient time for top management
Excellence in inter disciplinary specialization
Development of team work

Four specific issues related to technology and work

Continuous improvement processes (TQM)
Reengineering work processes
Flexible manufacturing systems
Worker obsolescence