Hazara

univers
ity
Manse Assignment
hra
Topic: what is organization and explore factors that

responsible for organization more productivity and effectiveness

Write summary of chapter 1 organization behavior

Submitted to: Sir Rehmatullah

Submitted by: Syed jan sheer shah

Subject: OTB

Semester: BBA 7th

Roll no: 47343

Define
Positive attitude and involvement of management

In an organization, efficient product has been produced by management

skill. It has been shown that participative management positively affects
employees’ job satisfaction. Management can set up regular focus
group meetings with employees and supervisors from different work
units to discuss issues of strategic planning related to operational
system changes, relationship among work units, and organizational
effectiveness. If management can take appropriate steps to positively
influence the belief structures that bring about positive attitude formation
that will then lead to more acceptance of the technology by the
organization’s members. Senior managers need to receive adequate
training and support to provide effective vision and direction for the
organization’s “people management” strategies.

Proactive employee
Employee loyalty must be earned through a culture of respect and
integrity and learning and development. Established policies and
practices that promote a workplace culture stimulate employee
engagement. Listening carefully to what employees want and need and
providing opportunities and challenges to leverage the respective
talents of employees are important factors. It has been suggested that
customer requirements fulfil in a better way when employees are
engaged and to focus on work, it is a must that an employee trusts his
management and it is also beneficial to that organization. An
organization listen to the ideas of employees and take them into action
if they are profitable to the organization, and the organization gives
response to the employees by reward system or any other way to
achieve better performance. Engagement of employees with positive
attitude toward value system and interests of the firm/supply chain has
been pointed out important to improve performance of employee,
department, firm, and the whole supply chain.

Good working condition

It has been studied that women want to work in good working
conditions. However, women working in various sectors sometimes
have been found compromising with working conditions. It has been
emphasized that “the average person can think up twice as many ideas
when working with a group than when working alone”. Effective
communication may also help in developing mutual trust among people
working in an organization towards providing healthy environment.
Individual labour is more productive than group labour in very rare
situations, but in an organization, it is a must to develop an environment
where people work in groups.

Tool and equipment to raise productivity

It has been observed that the quality of raw materials and equipment
affects the quality performance of a project. Any company wants to
avoid the equipment failure to reduce its maintenance cost and it is
done by performing predictive and preventive maintenance strategies.
In an organization, a proper tool increasing or decreasing the
productivity depends upon how the employees use the tool.

Availability of input supplies

There are many firms which can access stationary inputs. Efficiency
and quality must be improved for increasing the productivity and the
requirements of the firm better meet the input supplies by local
suppliers. Using improved, new, and less costly inputs, a firm becomes
more productive. In a denser, larger, and urban environment, a plant is
more productive with the same input.

Factors responsible for organization effectiveness:

People

Employees operate and manage organizations, so it is only natural that

their performance will affect an organization’s effectiveness.

Processes and Systems

Business processes can be efficient, inefficient, slow, profitable, or a

mixture of all of these.

Such processes can include:

 Workflows. An individual employee’s workflow can be efficient,

inefficient, or somewhere in between. How efficient that workflow
is will affect their contribution to the organization.
  Procedures. Established procedures, such as customer service
interactions or internal business procedures, can also be either
effective or ineffective.

 Processes. A business process – a set of tasks, procedures, or

activities – will also affect the performance of a given business
function.

Each organization is unique. This means that every organization should

discover which processes are the most profitable and effective for their
unique situation.

Tools and Technology

Another determinant of organizational effectiveness is technology.

The right tools and technology can improve efficiency and results
across virtually every business function.

But the wrong tools – or improper use of those tools – can be ineffective
and costly.

Vision, Mission, and Strategy

an organization’s high-level mission and strategy will determine its

effectiveness.

 These can include:

 The philosophy of an organization. What does the organization

value? Is it strictly focused on profit and competition? Or does it
aim to add value to society or its local community?

 Its market positioning. Market positioning – an organization’s

strategic position relative to competitors – will also affect
organizational efficiency and profitability.

 Organizational strategy. Also, an organization’s high-level

strategy will affect how well the company performs within its
market, its industry, and among its customers.

Organizational Structure

How an organization is structured will also impact its effectiveness.

Common organizational structures include:

  Top-down. Most of us are familiar with top-down hierarchies and
business structures. These include layers such as senior
management, middle management, and frontline employees.

 Flat. Flat hierarchies reduce or remove the role of middle

management. These structures offer more autonomy and
decision-making power to frontline employees.

 Other structures. There are other types of organizational

structures, such as matrix structures or multi-divisional structures.

Summary chapter 1
INTRODUCTION TO ORGANIZATIONAL BEHAVIOR 

An organization is defined as a collection of people who work together to achieve

a wide variety of goals. Organizational behaviour is defined as the actions and
attitudes of people in organizations. The Meaning of Organizational Behaviour
Organizational behaviour (OB) is the study of human behaviour in organizational
settings, how human behaviour interacts with the organization, and the
organization itself. 

Everyone brings to an organization a unique set of personal characteristics,

experiences from other organizations, and personal background.  Therefore,
organizational behaviour must look at the unique perspective that each individual
brings to the work setting.  

But individuals do not work in isolation.  They come in contact with other people
and with the organization in a variety of ways.  Points of contact include
managers, co-workers, the formal policies and procedures of the organization,
and various changes implemented by the organization.  Over time, the individual
changes as a function of both personal experiences and maturity and of work
experiences with the organization.  The organization, in turn, is affected by the
presence and eventual absence of the individual. An organization, of course,
exists before a person joins it and continues to exist long after he or she has left. 
Therefore, the organization itself represents a crucial perspective from which to
view organizational behaviour.

The field of organizational behaviour can be both exciting and complex.  Myriad
variables and concepts impact the interactions described, and together these
factors can greatly complicate a manager’s ability to understand, appreciate, and
manage others in an organization.

Scientific management quickly became a mainstay of business practice.  It

facilitated job specialization and mass production, consequently influencing the
U.S. business system in profound ways. 
Classical Organization Theory During the same era, another perspective on
management theory and practice was also emerging.  Generally referred to as
classical organization theory, this perspective is concerned with structuring
organizations effectively.  Whereas scientific management studied how individual
workers could be made more efficient, classical organization theory focused on
how many workers and managers could be most effectively organized into an
overall structure.  

The Hawthorne studies were conducted between 1927 and 1932 at Western
Electric’s Hawthorne plant near Chicago.  The first major experiment at
Hawthorne studied the effects of different levels of lighting on productivity.  The
researchers systematically manipulated the lighting in the area in which a group
of women worked.  The group’s productivity was measured and compared with
that of another group (the control group) whose lighting was left unchanged.  As
lighting was increased for the experimental group, productivity went up—but,
interestingly, so did the productivity of the control group.  Even when lighting was
subsequently reduced, the productivity of both groups continued to increase.  Not
until the lighting had become almost as dim as moonlight did productivity start to
decline.  This led the researchers to conclude that lighting had no relationship to
productivity—and at this point General Electric withdrew its sponsorship of the
project!  .  

The behavioural theory of management holds that all people (including

employees) have complex needs, desires, and attitudes. The fulfillment of needs
is the goal toward which employees are motivated. Effective leadership matches
need-fulfillment rewards with desired behaviours (tasks) that accomplish
organizational goals.  

labelled Theory X.  Theory X, which takes a pessimistic view of human nature
and employee behaviour, is in many ways consistent with the tenets of scientific
management.  A much more optimistic and positive view of employees is found in
Theory Y.  Theory Y, which is generally representative of the human relations
perspective, was the approach McGregor himself advocated.     

Toward Organizational Behaviour Most scholars would agree that organizational

behaviour began to emerge as a mature field of study in the late 1950s and early
1960s.  That period saw the field’s evolution from the simple assumptions and
behavioural models of the human relationists to the concepts and methodologies
of a scientific discipline Contemporary organizational behaviour has two
fundamental characteristics that warrant special discussion.  It also generally
accepts a set of concepts to define its domain.  

An Interdisciplinary Focus In many ways, organizational behaviour synthesizes

several other fields of study.  Psychology, especially organizational psychology,
is perhaps the greatest contributor to the field of organizational behaviour. 
Psychologists study human behaviour, whereas organizational psychologists
specifically address the behaviour of people in organizational settings.  Sociology
also has had a major impact on the field of organizational behaviour. 
Sociologists study social systems such as families, occupational classes, and
organizations.  Because a major concern of organizational behaviour is the study
of organization structures, the field clearly overlaps with areas of sociology that
focus on the organization as a social system.  
Political science also interests organizational behaviourists.  We usually think of
political science as the study of political systems such as governments.  But
themes of interest to political scientists include how and why people acquire
power, political behaviour, decision making, conflict, the behaviour of interest
groups, and coalition formation.  These are also major areas of interest in
organizational behaviour.  

Economists study the production, distribution, and consumption of goods and

services.  Organizational behaviourists share the economist’s interest of topics
such as labour market dynamics, productivity, human resource planning and
forecasting, and cost-benefit analysis.  

Engineering has also influenced the field of organizational behaviour.  Industrial

engineering has long been concerned with work measurement, productivity
measurement, work flow analysis and design, job design, and labour relations. 
Obviously, these areas are also relevant to organizational behaviour.  

A Descriptive Nature A primary goal of organizational behaviour is to describe

relationships between two or more behavioural variables.  The theories and
concepts of the field, for example, cannot predict with certainty that changing a
specific set of workplace variables will improve an individual employee’s
performance by a certain amount.  At best, theories can suggest that certain
general concepts or variables tend to be related to one another settings.  the
observed relationship between satisfaction and perceptions of working conditions
may be considerably stronger, weaker, or non-existent in other settings.  

Organizational behaviour is descriptive for several reasons: the immaturity of the

field, the complexities inherent in studying human behaviour, and the lack of
valid, reliable, and accepted definitions and measures.  Whether the field will ever
be able to make definitive predictions and prescriptions is still an open question

The Importance of Organizational Behaviour Although the importance of

organizational behaviour may be clear, we should still take a few moments to
emphasize certain points.  People are born and educated in organizations,
acquire most of their material possessions from organizations, and die as
members of organizations.  Many of our activities are regulated by organizations
called governments. 

In our relationships with organizations, we may adopt any one of several roles or
identities.  For example, we can be consumers, employees, or investors.  Being
the students of Organizational theory and behaviour future managers, we adopt a
managerial perspective throughout.  The value of organizational behaviour is that
it isolates important aspects of the manager’s job and offers specific perspectives
on the human side of management: people as organizations, people as
resources, and people as people.  

Contextual Perspectives on Organizational Behaviour Several contextual

perspectives have increasingly influenced organizational behaviour: the systems
approach and contingency perspectives, the interactional view, and the popular-
press perspectives. 
Systems and Contingency Perspectives The systems and contingency
perspectives take related viewpoints on organizations and how they function. 
Each is concerned with interrelationship among organizational elements and
between organizational and environmental elements.  

environment regarding these outputs.  

As an example, we can apply systems theory to an oil company.  Material input

includes pipelines, crude oil, and the machinery used to refine petroleum. 
Financial input includes the money received form oil and gas sales, stockholder
investment, and so forth.  Human input includes the effort put forth by oil field
workers, refinery workers, office staff, and other people employed by the
company.  Finally, the company receives information input from forecasts about
future oil supplies, geological surveys on potential drilling sites, sales projections,
and similar analyses.  

The Contingency Perspective Another useful viewpoint for understanding

behaviour in organizations comes from the contingency perspective.  In the early
days of management studies, managers searched for universal answers to
organizational questions.  They sought prescriptions that could be applied to any
organization under any conditions.  For example, early leadership researchers
tried to discover forms of leadership behaviour that would always increase
employee satisfaction and effort.  Eventually, however, researchers realized that
the complexities of human behaviour and organizational settings make universal
conclusions virtually impossible.  They discovered that in organizations, most
situations and outcomes are contingent; that is, the relationship between any two
variables is likely to be influenced by other variables.  

Universal Approach Organizational problems or situations determine… The one

best way of responding. Contingency Approach   Organizational problems or
situations must be evaluated in terms of … Elements of the situation, which then
suggest… Contingent ways of responding.  

Interactionalism Interactionalism is a relatively new approach to understanding

behavior in organizational settings.  First presented in terms of interactional
psychology, this view assumes that individual behaviour results from a
continuous and multidirectional interaction between the characteristics of a
person and characteristics of a situation.  The interactional view implies that
simple cause-and-effect descriptions of organizational phenomena are not
enough.  For example, one set of research studies may suggest that job changes
will lead to improved employee attitudes. 

While some of the evidence provided by current research is open to a variety of

different interpretations, they have focused popular attention on many of the
important issues and problems confronting business today.  As a result,
managers of the 1990s better appreciate both their problems and their prospects
in working toward more effective organizational practices in the years to come. 
Thank you, sir,