1. Organization Behavior

2. Organization Behavior
Change Stress Personality
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3. “The best thing about the future is that
it comes only one day at a time.“
Abraham Lincoln (1809-1865)

4. Change
 Defined as planned or unplanned
transformation in an organization
structure, technology and/or people.
 For Organization - Change is not
exception, but rule.
 Organization Change
- Organizational Development Techniques
designed to implement needed change in a
manner that is acceptable to employees and that
enhances the effectiveness of the organization.
- Strategic Planning which involves deliberately
making radical changes in the way organization
operates.
Organizational Change
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5. What, Exactly is Change?
ChangeOrganizationalStructure
• Changes made in
span of control.
• Altering number
of employees for
which
supervisors,
manager are
responsible.
• Revising basis of
creating
departments.
Technology
• Industrial
Robotics
• Automation
• Computerized
Performance
management
• Assistive
Technology
People
• Unfreezing
• Changing
• Refreezing
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6. Change
First
Order
Change
•Restaurant - Adding
new items to Menu
Second
Order
Change
•Restaurant launches
a global operations
Unplanned
•Shifting Employee
Demographics
•Performance Gaps
•Government
Regulation
Magnitude: How much is change?
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7.  Use of machines – Automation use of machines
to perform complex task and function known as
Industrial Robotics (i.e. Robotics used in Car
manufacturing)
 Assistive Technology – Touch screen, Voice
Recognition System used for visual Impairments.
 Computerized Performance Management used by
manager to manage their respective teams about
how well they perform their jobs.
 Personalized Services – HDFC ATM have this
feature of recording frequent withdrawal amount
of customer.
Change
How has Information Technology changed the way we work?
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8.  Outsourcing
Restructuring Organizations completely by eliminating
parts of themselves that focus on non core sectors and
hiring outside firms to perform such functions instead
– a practice which we call Outsourcing.
Product Off shoring
Services Off shoring
Off shoring Technical Support is a Big Business
The ready availability of well-educated, English- speaking
experts in IT, in the city of Bangalore, have made their
nation a haven for companies seeking the services of
technical support representatives.
Many businesses here provide these services to American,
British, and European firms in 24/7 call centres, located in
gigantic Cyber and InfoTech Parks.
Change
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9.  Management by Objectives
The Organization Development technique by which manager and their subordinates
work together to set and then strive to attain organizational goals.
Change
Set Goal
Develop action
plan
Evaluate Results Implement Plan
MBO
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10. Stress may be defined as "a state of psychological and / or physiological
imbalance resulting from the disparity between situational demand and the
individual's ability and / or motivation to meet those demands."
-Stress can be positive or negative.
-Stress can be positive when the situation offers an opportunity for a person to
gain something. It acts as a motivator for peak performance. Stress can be
negative when a person faces social, physical, Organizational and emotional
problems.
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Stress
What is Stress?

11.  Occupational Stress
Occupational stress is stress involving work.
Stress is defined in terms of its physical and physiological
effects on a person, and can be a mental, physical or
emotional strain.
Occupational stress can occur when there is a discrepancy
between the demands of the environment/workplace and
an individual’s ability to carry out and complete these
demands.
Factors contribute to workplace stress such as negative
workload, isolation, extensive hours worked, toxic work
environments, lack of autonomy, difficult relationships
among coworkers and management, management bullying,
harassment and lack of opportunities or motivation to
advancement in one’s skill level.
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Stress

12. 5 categories associated with occupational stress.
Factors unique to the job
Role in the organization
Career development
Interpersonal work relationships
Organizational Structure/Climate
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Stress

13. A Model of Stress
Stress
Environmental Factors
Organizational Factors
Individual Factors
Individual
Differences
Experience
Stress
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14. Stress
Environmental Factors
Economic
Uncertainty
Political
Uncertainty
Technological
Uncertainty
Organizational Factors Individual Factors
Task Demands
Role Demands
Interpersonal
Demands
Organizational
Structure
Organizational
Leadership
Family
Problems
Economic
Problems
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15. Stress
Experience
Stress
Physiological
Symptoms
Headaches
High blood
presure
Heart Disease
Psychological
Symptoms
Anxiety Depression
Decrease in job
satisfaction
Behavioral
symptoms
Productivity Absenteeism Turnover
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16. Stress
Stress Management Strategies
Individual Approaches
TimeManagement
•An
understandin
g & utilization
of basic time
management
principles can
help
individuals
better cope
with job
demands.
PhysicalExercise
•Noncompetiti
ve physical
exercise (as
aerobics, joggi
ng, and riding
a bicycle have
been advice
physicians as
a way to deal
with excessive
stress levels.
RelaxationTraining
• Individuals can
teach
themselves to
relax through
techniques
such as
meditation,
hypnosis, and
biofeedback.
The objective is
to reach a state
of deep
relaxation
SocialSupport
• Having friends,
family, or work
colleagues to
talk to provides
an outlet when
stress levels
become
excessive.
Expanding your
social support
network
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17. Stress
Stress Management Strategies
Organisational Approach
Goal Setting
The use of goals
can reduce stress
and provide
motivation.
Specific goals
that are
perceived as
attainable clarify
performance
expectations
results in less
stress
Job Redesign
Redesigning jobs
to give
employees more
responsibility,
more meaningful
work, more
autonomy, and
increased
feedback can
reduce stress
Participative
Decision Making
By giving these
employees a voice
in decisions that
directly affect their
job
performances, ma
nagement can
increase employee
control and reduce
this role stress.
Organizational
Commitment
Given the
importance that
perceptions play in
moderating the
stress-response
relationship,
management can
also use effective
communications as
a means to shape
employee
perceptions
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18. Stress
Wellness Program
These programs focus on the
employee's total physical and mental
condition.
For example, they typically provide
workshops to help people –
-quit smoking
-control alcohol use
-lose weight
-eat better, and
-develop a regular exercise program.
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19. Stress
How to change the Organization to prevent Job stress.
Ensure that the workload is in line with workers'
capabilities and resources.
Design jobs to provide meaning, stimulation, and
opportunities for workers to use their skills.
Clearly define workers' roles and responsibilities.
To reduce workplace stress, managers may monitor
the workload given out to the employees. Also while they
are being trained they should let employees understand
and be notified of stress awareness.
Give workers opportunities to participate in decisions
and actions affecting their jobs.
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20. Stress
How to change the Organization to prevent Job stress.
Improve communications-reduce uncertainty about
career development and future employment prospects.
Provide opportunities for social interaction among
workers.
Establish work schedules that are compatible with
demands and responsibilities outside the job.
Combat workplace discrimination (based on race,
gender, national origin, religion or language).
Introducing a participative leadership style to involve as
many subordinates as possible to resolve stress-
producing problems.
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21. Personality
 Personality is made up of the characteristic patterns of thoughts, feelings and
behaviors that make a person unique.
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22. Personality
 Major Personality attributes influencing OB
Self Monitoring
Risk
Propensity
Type A & B
personality
Self Esteem
Machiavellian
personality
Locus of
Control
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23. Personality
 Internal Locus of control
Belief that one controls key
events & consequences in
one’s life
 External Locus of control
One’s life outcomes attributed to
environmental factors such as luck or fate
 Machiavellianism – People who adopt a
manipulative approach to their relations
with others are described as being high in
Machiavellianism (known as high Mach's)
 Pragmatic
 Maintain Emotional Distance
Locus of Control
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24. HBO- ITM-SMBA-11
Self Esteem - The degree to which a
person likes or dislikes himself. It is directly
related to expectations for success.
• Two types
High Self esteem
Low Self esteem
Risk Propensity
Willingness to take risk
Quick Decision making
Specific to job.
Self Monitoring - Ability to adjust our
behavior to external, situational factors.
Personality

25. Personality
TypeAPersonality
• Suffer high level of
stress
• Quantity over
quality
• Time Pressure /
Deadlines.
• Rarely creative
, Poor Decision
Makers
TypeBPersonality
• Good Decision
maker
• Quality of work
• No compromise on
health
• Wiser than hasty
• Creative / innovative
solutions to same
problem.
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26. Personality
Five Dimensions – Cricketers Example
Extraversion
Outgoing, Talkative, Sociable, Assertive
Agreeableness, Trusting, Good Natured,
Co-operative, Soft Hearted
Conscientiousness, Dependable, Responsible,
Achievement oriented, Persistent
Emotional Stability
Relaxed, Secure, Unworried.
Openness To Experience
Intellectual, Imaginative, Curious, Broad minded.
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27. Personality
Case in Point
More than a half a year ago, Steve Jobs passed
away but he prepared his successor before
that
– Timothy D. Cook took over Apple in the
summer of 2011
– From the iron fist management style of Jobs,
Cook seems to be transforming Apple into a
more typical, corporate structure, more
accessible to the public, with a bigger focus on
overseas workers' conditions and with a CEO
that's actually smiling and more down to earth.
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28. www.presentationpoint.com
Mahesh Karane
Sneha Choughule
Mubin Sayyed
Kapil Rode
Sanjeev Chengond
Jaikumar Bhatia
Milin Chakravarty
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