ORGANIZATIONAL BEHAVIOR 1. The concepts of “organization” and “organizational behavior.” 2. History of research into organizational behavior of people. 3. Problems solved by specialists in organizational behavior at the present stage. 4. Features of Russian business and the behavior of people in the organization.
1. The concepts of “organization” and “organizational behavior” Meanings of the word “organization” Meanings of the word “organization” The word “organization” has several meanings in Russian: Organization as an object is an association of people (place of work, institution). An organization as an object is an association of people (place of work, institution). Organization as a process is an activity (a manager organizes people). Organization as a process is an activity (a manager organizes people). Organization as a property is the degree of orderliness (good-bad organization). Organization as a property is the degree of orderliness (good-bad organization).
In relation to organizational behavior, we are talking about an organization as an association of people, a place of work, which is specified in the following definition of an organization. An organization is a differentiated and mutually ordered association of individuals and groups that jointly realize certain goals and act on the basis of certain procedures and rules. An organization is a differentiated and mutually ordered association of individuals and groups that jointly realize certain goals and act on the basis of certain procedures and rules. An organization is a group of people working together in an industry to achieve a common goal. An organization is a group of people working together in an industry to achieve a common goal. The organization has both material resources (technology, capital, information) and human resources (people performing the required work).
The concept of “organizational behavior” was first used by the American psychologist Fritz Roethlisberger in the late 1950s. The term took root in the early 60s. The twentieth century, when several scientific disciplines came together to explain the processes that occur within the organization itself, as well as between its internal and external environments. The origins of organizational behavior as a scientific discipline are: industrial engineering, labor sociology, social psychology, management theory, political science, law, organization theory and other sciences. The concept of “organizational behavior” was first used by the American psychologist Fritz Roethlisberger in the late 1950s. The term took root in the early 60s. The twentieth century, when several scientific disciplines came together to explain the processes that occur within the organization itself, as well as between its internal and external environments. The origins of organizational behavior as a scientific discipline are: industrial engineering, labor sociology, social psychology, management theory, political science, law, organization theory and other sciences.
Examples of defining organizational behavior Organizational behavior is the behavior of employees involved in certain management processes that have their own cycles, rhythms, pace, structure of relationships, organizational framework and requirements for employees. (Krasovsky Yu.D.)
Organizational behavior as a science studies the factors influencing the behavior of people in an organization and the very behavior of people, groups and organizations in order to optimize their activities and successfully achieve their goals. Organizational behavior as a science studies the factors influencing the behavior of people in an organization and the very behavior of people, groups and organizations in order to optimize their activities and successfully achieve their goals. Organizational behavior as an applied branch provides: Organizational behavior as an applied branch provides: - understanding of the mechanisms underlying the behavior of people in an organization, - predicting people's behavior, - stimulating employee behavior that contributes to the successful achievement of the organization's goals, - modification (change, correction) of problematic behavior.
As a separate science, with its own object and subject of research, it took its place at Harvard Business School in 1962. In 1970, this direction began to develop in England at the London Business School and in 1974 in Scotland at the University of Glasgow. In Russia, it was introduced into the curriculum for training specialists in the 90s. XX century As a separate science, with its own object and subject of research, it took its place at Harvard Business School in 1962. In 1970, this direction began to develop in England at the London Business School and in 1974 in Scotland at the University of Glasgow. In Russia, it was introduced into the curriculum for training specialists in the 90s. XX century Wood J. Mastering management: Organizational behavior // Financial Times, supplement (part 2 of 20) Wood J. Mastering management: Organizational behavior // Financial Times, supplement (part 2 of 20)
The implementation of these aspects of organizational behavior is carried out in relation to all management functions, including: - Planning - defining goals and actions necessary to achieve them; - Organization - distribution of tasks and resources for their implementation); - Motivation – awakening the desire to work hard and successfully complete tasks; - Coordination – coordination of actions; - Control – checking execution and making necessary changes
2. History of research into organizational behavior of people In the middle of the 16th century. The Industrial Revolution began in England and Scotland, which led to a change in both the appearance of factories and factories, as well as society itself. In the middle of the 1111th century. The Industrial Revolution began in England and Scotland, which led to a change in both the appearance of factories and factories, as well as society itself. As a result of the widespread introduction of steam engines and the creation of other more complex machines and equipment, the way goods were produced, especially in the weaving and clothing industries, changed significantly. For example, raw cotton and wool, which in the past had been processed into yarn by families or entire villages, were now sent to factories where workers, using special machines, made the yarn into cloth. Hundreds or even thousands of unskilled or semi-skilled workers operated complex machines. As a result of the widespread introduction of steam engines and the creation of other more complex machines and equipment, the way goods were produced, especially in the weaving and clothing industries, changed significantly. For example, raw cotton and wool, which in the past had been processed into yarn by families or entire villages, were now sent to factories where workers, using special machines, made the yarn into cloth. Hundreds or even thousands of unskilled or semi-skilled workers operated complex machines.
Managers, workshop and factory foremen with engineering and technical training turned out to be unprepared to solve social problems that arise when people work together in large groups. The search for new methods of managing organizational resources began. Managers, workshop and factory foremen with engineering and technical training turned out to be unprepared to solve social problems that arise when people work together in large groups. The search for new methods of managing organizational resources began. Thus, an objective need arose for the emergence of scientific management, in the development of which modern researchers identify the following schools: Thus, an objective need arose for the emergence of scientific management, in the development of which modern researchers identify the following schools:
School of Scientific Management: Scientific Management F. Taylor (); Ideas H. Emerson (); Ideas of G. Ford () and others. The main attention was paid to technical and organizational problems of management. Representatives of this school are characterized by a mechanistic understanding of man.
Classical school of management Organizational principles of A. Fayol (); Organizational principles of A. Fayol (); Bureaucratic theory of organization by M. Weber (). Bureaucratic theory of organization by M. Weber (). Organizational theory L. Gyulik - L. Urvik (). Organizational theory L. Gyulik - L. Urvik ().
Limitations of classical organizational theories These theories are characterized by a simplified, mechanistic view of the nature of human behavior in an organization. Today it is no longer a secret that management is based on knowledge of psychology and that taking into account the human factor (goals, values, type of temperament and character, relationships in the team, attitude towards the organization, etc.) in management is extremely important. Today it is clear that the success of a company is 80% determined by the effectiveness of personnel management and only 20% by technology and finance. This is especially evident in the event of certain problems arising.
School of Human Relations Hugo Munstenberg () - created the world's first school of industrial psychologists: one of the founders of psychotechnics; Hugo Munstenberg () - created the world's first school of industrial psychologists: one of the founders of psychotechnics; Mary Parker Follett () - put forward the idea of harmony between labor and capital, which could be achieved with proper motivation and taking into account the interests of all stakeholders (ideas of a manager-leader; participation of workers in management, etc.). Mary Parker Follett () - put forward the idea of harmony between labor and capital, which could be achieved with proper motivation and taking into account the interests of all stakeholders (ideas of a manager-leader; participation of workers in management, etc.). Elton Mayo () - empirically studied the influence of socio-psychological factors (leadership style, interpersonal relationships in the work group, attention of researchers, etc.) on labor productivity. Elton Mayo () - empirically studied the influence of socio-psychological factors (leadership style, interpersonal relationships in the work group, attention of researchers, etc.) on labor productivity. Theories by K. Argiris, R. Likert, W. Bennis and others. Theories by K. Argiris, R. Likert, W. Bennis and others.
Elton Mayo () - American psychologist. His experiments in Hawthorne (near Chicago) at the Western Electric plants lasted from 1927 to 1939. Elton Mayo's research drew the attention of researchers to the psychological factors of management: the authority of the manager; relationships within the team, features of employee motivation, etc. Elton Mayo () - American psychologist. His experiments in Hawthorne (near Chicago) at the Western Electric plants lasted from 1927 to 1939. Elton Mayo's research drew the attention of researchers to the psychological factors of management: the authority of the manager; relationships within the team, features of employee motivation, etc. D. McGregor () - developed “Theory X” and “Theory Y”, which reflected two types of views on employees. F. Herzberg - created the theory of two factors influencing a person’s satisfaction with his actions. D. McGregor () - developed “Theory X” and “Theory Y”, which reflected two types of views on workers. F. Herzberg - created the theory of two factors influencing a person’s satisfaction with his actions.
Domestic science N.A. Vitke (Having analyzed the scientific literature of the USA, England, Germany and France on enterprise management, he was the first to try to apply the basic management principles in post-revolutionary Russian reality to the conditions for the development of large-scale industrial production, introduced a number of important concepts into scientific circulation: “human factor of production”; “collectively -work activity"; "social organization of the enterprise"; "socio-psychological atmosphere"; "organizational crisis"). ON THE. Vitke (Having analyzed the scientific literature of the USA, England, Germany and France on enterprise management, he was the first to try to apply the basic management principles in post-revolutionary Russian reality to the conditions for the development of large-scale industrial production, introduced a number of important concepts into scientific circulation: “human factor of production”; “collectively -work activity"; "social organization of the enterprise"; "socio-psychological atmosphere"; "organizational crisis").
Spielrein I.N. Head of the laboratory of industrial psychotechnics under supervision at the Central Institute of Labor. In psychotechnical research, the following tasks were solved: - professional selection of future employees; professional advice for young people; vocational guidance for schoolchildren; professional education; prevention of occupational diseases; reducing fatigue during the work process, designing equipment taking into account professional capabilities, and also studied factors motivating the behavior of workers Head of the Laboratory of Industrial Psychotechnics under the supervision of the Central Institute of Labor. In psychotechnical research, the following tasks were solved: - professional selection of future employees; professional advice for young people; vocational guidance for schoolchildren; professional education; prevention of occupational diseases; reducing fatigue during work, designing equipment taking into account professional capabilities, and also studied the factors motivating the behavior of workers
V.M. Bekhterev - the problems of managing production teams within the framework of the scientific organization of labor are being developed. In particular, the problems of managing production teams within the framework of the scientific organization of labor are being studied. In particular, the following are studied: 1) comradely and administrative control; 1)comradely and administrative control; 2) the positive impact of competition on workers’ labor efficiency; 2) the positive impact of competition on workers’ labor efficiency; 3) the dependence of the solution of creative problems on the collective discussion of a particular problem; 3) the dependence of the solution of creative problems on the collective discussion of a particular problem; 4) reducing the level of fatigue of workers in the collective organization of work. 4) reducing the level of fatigue of workers in the collective organization of work.
Problems being solved by organizational behavior specialists at the present stage George and Jones name the following problems that are being solved by specialists in the field of organizational behavior: How to manage people so that the organization gains a competitive advantage? How to manage people so that an organization gains a competitive advantage? How to develop an ethical culture in an organization?; How to develop an ethical culture in an organization?; How to manage a diverse workforce?; How to manage a diverse workforce?; How to prevent sexual harassment at work?; How to prevent sexual harassment at work?; How to manage employee behavior when an organization begins to operate in other countries and goes global? How to manage employee behavior when an organization begins to operate in other countries and goes global?
Managing people in order to gain a competitive advantage (which consists of being ahead of rivals and other organizations offering similar goods and services) involves: increasing the efficiency of the enterprise (reducing the number of resources used: people, raw materials and time required for the production of goods and services); increasing the efficiency of the enterprise (reducing the amount of resources used: people, raw materials and time required to produce goods and services); improving product quality; improving product quality; increasing the innovative activity of employees; increasing the innovative activity of employees; increasing responsiveness to consumer requests. increasing responsiveness to consumer requests.
Organizational behavior
For undergraduate program
Teacher: Kamenev Ivan Georgievich
Department of Human Resource Management; Candidate of Economic Sciences
Contacts:
Program developer: Baranova Inna Petrovna
Associate Professor of the Department of Human Resource Management, Candidate of Sociological Sciences
Contacts:
DISCIPLINE TOPICS
Organizational behaviorDISCIPLINE TOPICS
Topic 1. Theoretical and methodological aspects
discipline "Organizational Behavior".
Topic 2. Personality in the organizational system.
Topic 3. Features of the group and its relationship with
behavioral environment.
Topic 4. Motivation of behavior and performance
organizations.
Topic 5. Organizational culture in the system
organizational behavior.
2
Main literature:
1. Labor Code of the Russian Federation. -
http://www.consultant.ru/popular/tkrf/.
2.Baranova I.P. Organizational behavior: a textbook.
– M.: Market DS, MFPA, 2010. – p. – (University Series).
3.Kartashova L.V. Organizational behavior: textbook / L.V.
Kartashova, T.V. Nikonova, T.O. Solomanidina. – M.: INFRA-M,
2012. – 383 p.
4. Basenko V. P., Zhukov B. M., Romanov A. A. Organizational
behavior: modern aspects of labor relations. Educational
allowance. Direct-Media 2013 381s. Chapter 1.// [Electronic resource].
URL: http://www.alleng.ru/d/manag/man359.htm (open resource
Internet)
3
Bibliography
LITERATURE ON THE DISCIPLINE "ORGANIZATIONAL BEHAVIOR"Bibliography
Additional literature:
ILO Declaration on Social Justice for a Fair Globalization.-
ILO - June 2008 - h
ttp://www.ilo.org/wcmsp5/groups/public/ed_norm/relconf/documents/meetingdocument/wcms_103405.
Alaverdov A.R. Organizational human resource management. 2nd edition
revised and expanded. MFPU "Synergy" 2012
Aliev V.G., Dokholyan S.V. Organizational behavior. Textbook 2nd edition
revised and expanded. Infra-M, 2010
Kuroedova E.O., Stoyanovskaya I.B. Motivation for work activity: Internet course. - M.:
MFPU "Synergy", 2010
Kibanov A.Ya. Personnel Management. – M.: Exam, 2009.
Kuroedova E.O. Psychological foundations of motivation for work // Materials
annual scientific session “The role of business in the transformation of Russian society.” - M.:
Moscow Financial and Industrial Academy; MarketDS, 2006.T.2- p.120-131
Reznik S.D., Igoshina I.A.. Organizational behavior. Textbook. Infra-M, 2009
Samukina N.V. Effective staff motivation at minimal cost: Collection
practical tools. - M.: EKSMO, 2010
4
Kinds
classes
Total
hours:
Lectures
Seminars
Case solving
Didactic game
Independent
Job
36/38
28/30
4/4
4/4
68
Topic 1.
Theoretical and methodologicalaspects of the discipline
"Organizational behavior".
STUDY QUESTIONS TOPICS
TOPIC 1. Theoretical and methodological aspects of the discipline"Organizational behavior".
STUDY QUESTIONS TOPICS
1.1. The concept and essence of organizational
behavior.
1.2. Theories of human behavior in organizations.
1.3. The relationship between the organization’s business environment and
person.
1.4. Analysis of organizations and their design
direction.
7
Concept of organizational behavior
TOPIC 1. Theoretical and methodological aspects of the discipline "Organizational Behavior".Concept of organizational behavior
Organizational behavior - field
knowledge, discipline that studies behavior
people and groups in organizations to
finding
most
effective
methods of managing them to achieve
organizational goals;
is engaged in the formation of behavioral
models, development of management skills
behavior.
8Topic 1. The concept and essence of organizational behavior.
behavior is a system
interrelated reactions,
carried out by living organisms
d/adaptation to the environment.
organization is a form of sustainable
associations of people pursuing
common group goals and
satisfying interests and
needs related to their
collective existence
Goals of the discipline “organizational behavior”:
Topic 1. The concept and essence of organizational behavior.Goals of the discipline “organizational behavior”:
systematic description of people's behavior in
various situations in the labor process.
- explanation of the reasons for the actions of individuals and groups
under certain conditions.
- predicting employee behavior in
future.
- mastering behavior management skills
people in the process of work.
Topic 1. The relationship between the business environment of an organization and a person. 3 levels of organizational behavior
Topic 1. The relationship between the business environment of an organization and a person.3 levels of organizational behavior
1) Individual.
Studying the characteristics of individual people,
allowing to identify factors influencing the effectiveness of an individual’s work, his motivation and
communication skills.
2) Group.
Group - 2 or more people interacting with each other
with a friend to achieve your goals.
A team is a group of people who work for
achieving common goals.
3) Organizational.
At this level there are many
separate working groups whose activities
must be coordinated to achieve common
goals.
Topic 1. The relationship between the business environment of an organization and a person. Managing people in an organization and its effectiveness.
Topic 1. The relationship between the business environment of an organization and a person.Managing people in an organization and
the effectiveness of its work.
An important feature of this discipline
is also that all problematic
issues are addressed directly
correlations with management issues and
indicators
socio-economic
efficiency of the organization:
productivity;
discipline;
staff turnover;
job satisfaction.
Organizational
Wednesday
Components
org. environment
Micro environment
Personalities, small Psychosocial and Meso and macro
groups
individual environment
peculiarities
Meso environment
Officials
faces and small
departments
Officials
responsibilities,
internal
regulations
Micro and macro environment
Macro environment
Organizations and
large
departments
Legislative
and normative
industry base
segment
Micro and meso environment
Dependents
variables
Independent
variables Topic 1. Factors of organizational behavior.
Component blocks of OP
Organization
Organizational culture
Organizational structure
Interaction with external
environment
LCO
Efficiency
Image
Personality
Properties and personality traits
Motives
Perception
Attitude
Roles
Stress
Groups
Dynamics
Structure
Cohesion
Conflicts
Leadership
Management processes
Motivation
Communication
Making decisions
Organizational changes
Influence
Coordination
Planning
Control
Areas of manifestation
results
Performance
Satisfaction
Engagement
Commitment
Physical and psychological
well-being
Individual development
Topic 1. Relationship between the business environment of an organization and a person Personnel structure
IndustrialManagerial
staff
staff
Basic
managers
Auxiliary
specialists
employees
Topic 1. Relationship between the business environment of an organization and a person Levels of management
topmiddle
supervisors
Parsons Pyramid
Indicators of an effective manager
average manager32% of my working time
spends on traditional
management activities,
29% for interaction with
workers inside
organizations, 20%
directly to management
human resources and
19% - for maintenance
working contacts outside
organizations
effective manager
spends on traditional
control functions 19%
of their working time, 44%
- to interact with
workers inside
organization, 26% of the time he
pays attention to management
human resources and
11% - supporting workers
contacts outside
organizations.
Thus, those managers who achieve the best results in the work of their subordinates spend the bulk of their time (more than 70%)
TOPIC1. RELATIONSHIP OF THE BUSINESS ENVIRONMENT OF AN ORGANIZATION AND PERSONThus,
those managers who achieve the best
results in the work of their subordinates,
the bulk of your time (more than 70%)
spend on interaction with subordinates and
colleagues at work, staff motivation, their
education and development.
19TOPIC1. RELATIONSHIP OF THE BUSINESS ENVIRONMENT OF AN ORGANIZATION AND PERSON
Models of organizational behavior:
1. Authoritarian
2.Custody
3.Support
4.Collegiate
20
.
Basis of classificationTypes of organizations
By method of education
Formal
Informal.
Forms of ownership
State
Private
Municipal.
Attitude to profit
Commercial
Non-profit.
Relations within the organization
Corporate
Individualistic
Adhocracy
Participative.
Topic 1. Analysis of organizations and design of their orientation. Clan organization
devotiontraditions
friendly
place of work
high
obligation
organizations
brigade uniform
work
Topic 1. Analysis of organizations and design of their orientation Adhocratic organization
Dynamic andcreative place
work
Devotion
experimentation
Growth and education
new resources
Personal initiative and
Liberty
Topic 1. Analysis of organizations and design of their orientation Hierarchical organizations
Formalized andstructured
Long-term work spectrum
Stability and smooth running
work
Low costs
Strict control system
Topic 1. Analysis of organizations and design of their orientation Market organization
Focus only onresult
Competition between
employees
The desire to win
The main thing is penetration
to market and occupation
market share
Tight control
Topic 1. Analysis of organizations and design of their orientation
CORPORATEORGANIZATION
Closed groups of people
Pooling resources
Dominance of the Powerful
and hierarchical structures
Dual Behavior Model
Topic 1. Analysis of organizations and design of their orientation Individualistic organization
Free and voluntarybringing people together
The organization operates under
specific group of people
Making decisions on
minority principle
Individual
efficiency and degree
satisfaction
Topic 1. Analysis of organizations and design of their orientation
Participativeorganization
Employee participation in
management
Responsibility for
coordination of activities
organizations
A large number of
alternatives
Specificity of org. culture
Topic 2.
Personality in the systemorganizations.
STUDY QUESTIONS TOPIC 2.1. Personality and organization 2.2. Communicative behavior in the organization 2.3. Factors of personality behavior in the social environment
TOPIC 2. Personality in the organizational systemSTUDY QUESTIONS TOPICS
2.1. Personality and organization
2.2. Communicative behavior in an organization
2.3. Factors of personality behavior in social
environment
2.4. Professional functional roles
workers
2.5. Introduction of a person into an organization
2.6. Basic set of behavioral stereotypes
31
2.1. Personality and organization
Study of individual human behaviorcarried out taking into account the following factors:
- personal characteristics
- the situation in which the activity is carried out
- age
Personality is a human individual who is
subject of conscious activity, possessing
a set of socially significant traits, properties and
qualities that he realizes in public life.
Individuality is a set of characteristic
features and properties that distinguish one
individual from another.
Personality theories
2.1. Personality and organizationPersonality theories
Type theories
Trait theories
Psychoanalytic theories
Behaviorism
Humanistic theory 2.1. Personality and organization
Personal qualities that are significant for
organizations
1) Locus of control.
2) Self-esteem.
3) The need to achieve belonging
authorities.
4) Risk appetite.
5) Authoritarianism. 2.1. Personality and organization
Determinants of personality are groups
factors predetermining
formation and development of personality.
The most studied determinants:
biological
social
cultural 2.1. Personality and organization
Individual differences related to
studying OP, can be divided into three
groups:
demographic characteristics
(e.g. age and gender)
competence (for example, aptitudes and
capabilities)
psychological characteristics (system
values, attitudes, character, attitude
to work)
Human value system (according to Alfred Adler)
2.1. Personality and organizationHuman value system (according to Alfred Adler)
Physical assets
Emotional
values
Craft
activity
Comfort
Sports activities
Wealth
Appearance
Health
Vacation
Working conditions
Force
Showing activity
Trips
Attractiveness
Financial
safety
Responsibility
Emotional
constancy
Prestige
Competitiveness
Religion
Safety
Confidence
Intimate relationships
Love
Friendliness
Passion
Openness
Recoil
Help
Intelligent
values
Education
Creation
Wisdom
Complexity
Making decisions
The ability to abstract
Independence
Improvement
Planning
Reading
Communication
Intelligence
Accuracy 2.1. Personality and organization
Another classification of values was developed by a psychologist
Gordon Allport and his colleagues. They divided
values into six types:
theoretical interest in discovering the truth through
argumentation and systematic reflection;
economic interest in usefulness and practicality,
including wealth accumulation;
aesthetic interest in beauty, form and harmony;
social interest in people and love as
relationships between people;
political interest in having power and influencing
of people;
religious interest in unity and understanding of the cosmos. 2.1. Personality and organization
In 1990, researchers identified several more
specific values, directly
concerning working people:
completion (persistence) - finishing what you started and
work hard to overcome life
difficulties;
help and care - care and help
other people;
honesty - telling the truth and doing what is right
do you think is right?
justice - to be impartial
judge. 2.1. Personality and organization
We distinguish the values of well-being, under which
understand the values that are necessary
condition for maintaining physical and mental
people's activity.
The famous sociologist Professor S. S. Frolov classifies them as
the following values:
well-being (includes health and safety),
wealth (possession of various material
goods and services),
mastery (professionalism in certain types of
activities),
education (knowledge, information potential and
cultural connections),
respect (includes status, prestige, fame and
reputation).
The criteria for clarity of personal values are:
2.1. Personality and organizationThe criteria for clarity of personal values are:
regular reflection on what is important and unimportant, good and
Badly;
understanding the meaning of life;
the ability to question established personal
values;
openness of consciousness to new experiences;
the desire to understand the views and positions of other people;
open expression of one's views and willingness to discuss;
consistency of behavior, correspondence between words and deeds;
taking issues of values seriously;
demonstrating firmness and resilience on issues of principle;
responsibility and activity.
Settings
2.1. Personality and organizationSettings
Installation is constant readiness
personality feel and behave
in a certain way in relation to
to something or someone. 2.1. Personality and organization
Most modern researchers highlight the following
installation components:
affective component (feelings, emotions: love and hatred,
sympathy and antipathy) forms the attitude towards the object,
prejudice (negative feelings), attractiveness
(positive feelings) and neutral emotions. This is the core
installation component;
cognitive (informational, stereotypical) component
(perception, knowledge, belief, opinion about an object) forms
a certain stereotype, model. It can be reflected, for example,
factors of strength, activity;
conative component (effective, behavioral, requiring
application of volitional efforts) determines the method of inclusion
behavior in the process of activity. This component includes
motives and goals of behavior, propensity to certain actions.
This is a directly observable component that may not
coincide with a verbally expressed willingness to behave
in a certain way in relation to a specific object,
subject or event.
Settings properties
2.1. Personality and organizationSettings properties
Acquisitions
Relative stability
Variability
Directions
Setting functions
2.1. Personality and organizationSetting functions
Ego-protective function through protective
mechanisms of rationalization or projection
allows the subject:
a) cope with your internal conflict and
protect your self-image, your self-concept;
b) resist negative information about
himself or objects significant to him
(for example, a minority group);
c) maintain high (low) self-esteem;
d) defend against criticism (or use it
against the critic).
Setting functions
2.1. Personality and organizationSetting functions
Value-expressive function and function
self-realization includes emotional
satisfaction and self-affirmation and is associated with
the identity most comfortable for the individual,
being also a means of subjective
self-realization.
This function allows a person to determine:
a) their value orientations;
b) what type of personality he belongs to;
c) what it is;
d) what he likes and what he dislikes;
e) his attitude towards other people;
f) attitude to social phenomena.
Setting functions
2.1. Personality and organizationSetting functions
Instrumental, adaptive or utilitarian
the function helps a person:
a) achieve desired goals (for example, rewards) and avoid
undesirable outcomes (for example, punishment);
b) based on previous experience, develop
an idea of the relationship between these goals and how to achieve them
achievements;
c) adapt to the environment, which is the basis
for his behavior at work in the future.
People express positive attitudes towards those
objects that satisfy their desires, and negative
installations - in relation to those objects that
associated with frustration or negative reinforcement.
Setting functions
2.1. Personality and organizationSetting functions
Function of systematization and organization of knowledge
(cognition) or economy helps a person
find those norms and reference points, in accordance
with which he simplifies (schematizes),
organizes, tries to understand and structure
their subjective ideas about
the surrounding chaotic world, i.e.
constructs his own picture (image,
your vision) of the environment.
Changing settings
2.1. Personality and organizationChanging settings
The most effective ways to change
personality attitudes:
providing new information
exposure to fear
eliminating the discrepancy between
attitude and behavior
influence of friends or colleagues
attraction to cooperation
appropriate compensation 2.1. Personality and organization
Barriers to attitude change:
1) escalation of commitment, presence
stable preference
a certain course of action without
desire to change something;
2) the employee lacks sufficient
information (including feedback
in the form of assessing the consequences of his behavior
leader) who can serve
grounds for changing the setting. 2.1. Personality and organization
By the nature of work and work activity:
–
–
–
entrepreneurial, bureaucratic,
teaching;
managerial (commanding) and
performing;
owner behavior.
By type of groups:
–
–
–
in small groups (from 2 to 30 people) formal and informal;
in large groups - formal and
informal;
mass-like (in a crowd).
2.2. Types of human behavior in an organization
The most important characteristics of behaviorworker in the social environment are:
job satisfaction
commitment to the organization
work involvement
form of joint activity
(competition, cooperation,
confrontation)
Job satisfaction is a pleasant thing
positive emotional state,
resulting from evaluation of one's work
or industrial experience that
is the result of self-perception
workers how well
work provides important, from their point of view
vision, needs.
Main factors influencing job satisfaction
2.3. Factors of personality behavior in the social environmentMain factors influencing feeling
job satisfaction
Salary.
Actually work.
Personal interest in the work itself.
Opportunities for promotion.
Leadership style.
Colleagues, work colleagues.
Working conditions.
2.3. Factors of personality behavior in the social environment
Commitment to the organization - degreepsychological identification with
the organization in which we work.
Employees' commitment to their
organization is psychological
a state that defines expectations
attitudes of workers, their features
work behavior and how they
perceive the organization.
2.3. Factors of personality behavior in the social environment
The commitment of employees to the organization is expressed through:improving operational efficiency, including
labor productivity, efficient use
working time and other resources;
increasing employee satisfaction with conditions and
labor results;
opportunities to manage the organization as a single
the body through rules and regulations,
supporting values;
establishing optimal levels of trust and
mutual understanding between management and staff;
attracting and retaining talent in the organization,
workers with a high level of professionalism,
who have the opportunity to choose the place and conditions
your work.
2.3. Factors of personality behavior in the social environment
Commitment to an organization is made up ofthe following components:
a) adoption of organizational values and
goals;
b) willingness to make efforts for the sake of
organizations;
c) a strong desire to remain a member
organization team.
Types of organizational commitment
2.3. Factors of personality behavior in the social environmentTypes of organizational commitment
Affective or emotional
commitment -
Behavioral Commitment
Normative commitment
2.3. Factors of personality behavior in the social environment
Individual characteristics of workers that influencetheir degree of commitment to the organization:
motives for choosing a job (the main motive is the content of the work, not
earnings);
work motivation and work values (coincidence of expectations
regarding the satisfaction of basic needs);
features of work ethics (orientation to work as the main
sphere of self-realization, responsibility for the results of the work performed
work);
level of education (the higher the level of education, the lower
attachment);
age (the older a person is, the higher his commitment
organizations);
marital status (family people are more committed to the organization);
distance between place of residence and place of work (the farther, the more
less willingness to show commitment).
2.3. Factors of personality behavior in the social environment
Organizational factors influencing the degreeorganizational commitment:
opportunities that are created in the organization for
meeting basic staff needs
(working conditions, wages, opportunities for
manifestations of responsibility and initiative, etc.);
level of work stress (to what extent is work
associated with fatigue, negative emotions,
nervous tension);
degree of awareness of workers about problems
organizations;
degree of involvement in solving problems of the organization.
Barriers to commitment
2.3. Factors of personality behavior in the social environmentBarriers to commitment
Poor awareness of workers.
Unresolved social problems, social
insecurity of workers, uncertainty about the future.
Ineffective labor incentive system (delay
wage payments, low wages, etc.).
Insufficient attention of managers to subordinates and their
problems.
Low level of development of business, moral and personal qualities
leader.
Unfavorable working conditions.
Lack of professional prospects, opportunities for
growth of professional self-realization.
Weaknesses in management and work organization (fuzzy
planning, irregular work, etc.).
Mismatch between employee qualifications and complexity
the work they perform.
Poor moral climate in the team
Work involvement and commitment to the organization
2.3. Factors of personality behavior in the social environmentWork involvement and
commitment to the organization
Engagement at work means
the individual's desire to work hard and
exert effort beyond what is expected
from an ordinary employee.
It is believed that a person devoted to work
must be loyal, and a person
involved in work, must harmoniously
fit into the internal environment
organizations.
2.3. Factors of personality behavior in the social environment
Personal factors include age,needs for professional growth and
development, as well as faith in traditional work
ethics.
The characteristics of the work are the most
relevant passions are the presence
incentives, autonomy, diversity,
the opportunity to feel the end result,
feedback and ownership.
Work involvement also depends on
social factors: working in groups or in
teams, participation in decision making.
2.4. Professional and functional roles of workers.
By type of goals and types of behavior in the organization:
– Functional work behavior -
conscientious performance of labor
responsibilities.
– Target economic behavior - aspiration
reach a certain level of economic
welfare.
– Reactive work behavior -
regulated behavior as a reaction to
requirements of management or team.
– Stratification behavior - desire
change status, stratum.
– Innovative behavior - search for non-standard
solutions, ways.
– Strategic. 2.4. Professional and functional roles of workers.
Perceptual behavior - striving
cope with information overload
categorization account.
Inductive behavior - perception and evaluation
based on the meaning of one's own actions
Utilitarian behavior - the desire to solve
practical problem with maximum
achievement
Script behavior
Modeling behavior 2.4. Professional and functional roles of workers.
– Adaptive behavior. IN
situations of change a person can be
a conformist, i.e. act and think as
is considered correct by the majority of the group or
superiors.
– Ceremonial-subordination behavior -
behavior consistent with accepted ceremonies,
rituals and existing subordination.
– Characterological behavior - behavior in
according to your character and mood.
– Tactical
– Defensive behavior
– Habitual behavior
Human entry
to the organization is
special, complex and
important process
socialization, from
the success of which
further depends
development as a member
organizations and
the organization itself.
2.5. Introduction of a person into an organization.
Conditions for successful entry into the organizationstudying the system of values, rules, norms and
behavioral stereotypes characteristic of
this organization.
studying the key stages of interaction
a person with an organizational environment, i.e.
those values, without knowledge of which they can
irresolvable conflicts arise between
person and environment.
2.6. Stereotypes
Social stereotype - stablesimplified image of a social object
(individuals, groups, events, etc.) in
public (group, mass, etc.)
consciousness.
2.6. Stereotypes
The social stereotype “economizes thinking”due to depersonalization and formalization
communication.
They seem to predetermine perception
specific work situation, since we
understand the social environment around us
reality is not direct, but
indirectly, through the prism of prevailing
our consciousness or acquired from the outside
social stereotypes.
2.6. Stereotypes
Every social stereotype includesdescription, prescription and assessment of the situation, although
and in different proportions, which is quite consistent
components of the human “I”.
Stereotypes are very persistent and often
passed on by inheritance, from generation to generation
generation, even if they are far from reality.
The further we are from a social object, the more
we are more influenced
collective experience and, therefore, themes
sharper and cruder social stereotype. STUDY QUESTIONS TOPIC 3. Features of the group and its relationship with the behavioral environment.
STUDY QUESTIONS TOPICS
3.1. Types of groups
3.2. Group characteristics
3.3. Formation of group behavior in
organizations
3.4. Group norms and values
3.5. Interaction between the individual and the group
3.6. Staff and team
77
Group concept
3.1. Types of groupsGroup concept
Group - relatively isolated
pooling a certain amount
people (two or more) interacting,
interdependent and mutually influencing each other
on each other to achieve specific
purposes, fulfilling different responsibilities,
dependent on each other, coordinating
joint activities and
viewing themselves as part of a single
the whole. 3.1. Types of groups
Classification sign
Types of groups
Band size
Large
Small
Area of joint activities
Managerial
Production
State of the art
Highly developed
Underdeveloped
Degree of formalization (principle
creation)
Formal
Informal
Purposes of existence
Target (project)
Functional
By interest
Friendly
Operating period
Permanent
Temporary
The nature of the individual’s entry into the group
Reference
Non-referential 3.1. Types of groups
Large groups are social communities of people,
existing throughout society
(countries) and identified on the basis of different
types of social connections that do not involve
mandatory personal contacts. These include,
for example, classes, nations, social
organizations, age groups.
Small groups - not numerous in composition
groups of people united together
activities and being in
direct personal communication and
interaction. 3.1. Types of groups
Management teams - groups
workers performing functions
management. The main thing in such groups is
shared, collective acceptance
decisions.
Production groups - groups
workers, directly
engaged in production
activities that jointly perform
specific production task. 3.1. Types of groups
Highly developed groups - groups, long ago
created, they are distinguished by unity of goals and
common interests, stable system
relations between its members, high
cohesion, etc.
Underdeveloped groups - groups
characterized by insufficient
development or lack
psychological community that has developed
structure, clear distribution
responsibilities, low cohesion. 3.1. Types of groups
Formal groups are groups created by
decision of management in the structure of the organization
to perform certain tasks, their
activities contribute to achieving goals
organizations. They function according to
with pre-established officially
approved regulations, instructions,
statutes.
Informal groups are groups created
members of the organization in accordance with their
mutual likes and dislikes, common
interests, the same hobbies,
habits to satisfy social
needs and communication of people. 3.1. Types of groups
Target (project) groups - groups created for
achieving a certain goal. Upon reaching the goal
the group may be disbanded or assigned
working on a new project.
Functional groups are groups focused on
long-term performance of a specific function.
Groups created by interests and friendship
(friendly) - bring together people who are interested in each other
people who have common hobbies and support
friendly relations. Occurring at work, they often
go beyond work activities. Groups by
interests and friendship groups are
types of informal groups. 3.1. Types of groups
Permanent groups - groups, members
which solve certain problems such as
part of your job responsibilities;
give the organization stability.
Temporary groups are groups that
are formed to fulfill
short-term one-time tasks. 3.1. Types of groups
Reference groups - groups to which
a person would like to belong with whom he
identifies itself, which it focuses on
their interests, likes and dislikes - their
also called reference. With their help
a person compares his behavior with the behavior
others and evaluates it.
Non-reference groups (membership groups)
- groups in which people actually belong,
undergo training or work.
Characteristics of groups
3.2. Group characteristicsCharacteristics of groups
Situational
characteristics
Main characteristics
Structure
Status
Roles
Norms
Leadership
Group process
Cohesion
Conflict
Size
Group
Spatial
location
workers
Problems solved
By group
System
rewards 3.2. Group characteristics
The main characteristics depend on the group,
determined by the nature of the relationship and
interactions between employees working there.
They are formed in the process of group development.
Situational characteristics depend on conditions
functioning of groups determined
organization. They have a significant
influence on the work of groups and can either
contribute to its improvement and development
group and intergroup cooperation, or
slow down these processes 3.2. Group characteristics
Group structure is the pattern of relationships in a group between
its members (depending on their position and position).
Group members determine the prestige of each position, its status and
value in the group.
The group structure may be based on qualifications
characteristics and gender and age composition.
Status - the position of the employee in the group in accordance with
position held (formal, official status), and
also the position in the group that is assigned to the worker by others
members (informal, unofficial status).
Roles. Each group member plays a different role within the group.
Roles - existing in group and individual consciousness
a system of expectations regarding an individual's behavior 3.2. Group characteristics
Roles can be:
assumed (expected) - this is a model
behavior expected from group members and
determined by work;
perceived - a model of behavior from the point of view
the employee himself occupying a certain
job title;
prescribed - the actual behavior pattern of the member
groups.
All these roles can be called functional, since they
related to the performance of duties in accordance with
position held and formally assigned.
However, along with this, the group develops
informal distribution of roles, recognized as
usually by all its members.
American researcher Meredith Belbin identifies the following possible roles of group members:
3.2. Group characteristicsAmerican explorer Meredith Belbin
identifies the following possible member roles
groups:
coordinator
organizer
idea's generator
seeker (resource scout)
mathematician (evaluator of ideas, critic)
team player
executor
finisher
specialist
Analysis of approaches to understanding role functions in a group allows us to draw a number of conclusions
3.2. Group characteristicsAnalysis of approaches to understanding role functions in
allows the group to draw a number of conclusions
Effective group activities require:
only ideas, initiative, specific proposals,
informed decisions and strict execution of decisions made
solutions, but also emotional support, kind
relationships, humor and good moral and psychological
atmosphere in the team.
Che
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RECOMMENDED READING Basic literature Vikhansky O.S., Naumov A.I. Management: Textbook. M.: Gardarika, Newstrom D.V., Davis K. Organizational behavior. St. Petersburg, Lutens F. Organizational behavior. M., 1999.
Additional literature: 1. Ashirov D.A. Organizational behavior: Textbook. M., Kartashova L.N., Nikonova T.V., Solomanidina T.O. Organizational behavior: Textbook. M., Kochetkova A.I. Introduction to Organizational Behavior. M., Organizational behavior: Textbook for universities / Ed. G.R. Latfullina, O.N. Thunderous. – St. Petersburg, Sergeev A.M. Organizational behavior: For those who have chosen the profession of manager: Academician. Manual. - M., 2005.
OBJECTIVES OF SCIENCE EP: Systematized description of people's behavior in various situations arising in the process of work Explaining the reasons for the actions of individuals in certain conditions Predicting the behavior of workers in the future Mastering the skills of managing people's behavior in the process of work and improving them
Results-oriented approach EP programs are evaluated by their results The role of EP in work systems: 1. Knowledge skills = abilities 2. Position situation = motivation 3. Abilities motivation = potential results of the individual 4. Results resources opportunities = organizational results of the individual
System of organizational behavior Leadership, communications, group dynamics Organizational culture Formal organization Informal organization Philosophy, values, vision, goals, objectives of management Social environment Quality of work life Motivation Results: performance indicators organization and employee satisfaction personal growth and development
Basis of the model Power Orientation of management Authority Orientation of employees Subordination Psychological result for the employee Dependence on the immediate superior Satisfaction of the employee's needs Existence needs Employees' participation in the labor process Minimal Authoritarian model of OP
Basis of the model Economic resources Management orientation Money Employee orientation Security and benefits Psychological outcome for the employee Dependence on the organization Satisfaction of the employee's needs Security needs Employee participation in the labor process Passive cooperation Guardianship model
Basis of the model Management Orientation of management Support Orientation of employees Fulfillment of work tasks Psychological result for the employee Participation in management Satisfaction of the needs of the employee Status and recognition needs Employee participation in the labor process Awakened incentives Supportive OP model
Basis of the model Partnership Management orientation Team work Employee orientation Responsible behavior Psychological result for the employee Self-discipline Satisfying the employee's needs Self-realization needs Employee participation in the work process Moderate enthusiasm Collegial EP model
Slide 2
Organization…
Slide 3
Organization is an intellectual and material process of joining into a whole. An organization is the result of a specific process recorded at the moment. An organization has qualitative certainty, boundaries and strictly fixed system parameters, occupying a certain place in society and intended to achieve specific goals, using resources (human, material, economic, information and legal). An organization is a social subject, aware of its integrity, having its needs and goals, which it imposes on the individuals being united.
Slide 4
An organization is a process, state and social entity that functions on the basis of a set of norms and rules to achieve certain goals using the necessary resources.
Slide 5
Signs of an organization (C. Barnard): An organization is an open system. 2. An organization is a developing social system to which all the laws of group dynamics apply. 3. In an organization, there are always two types of joint activities, one of which is aimed at solving a basic problem, and the other at communication. 4. People in an organization unconsciously repeat patterns of behavior that have developed based on their experiences in the family.
Slide 6
Behavior…
Slide 7
1. Behavior is an external manifestation of a person’s inner world. 2. Behavior is a system of relationships between people that are within the normative structure, but at the same time deviating from it (within certain limits) as a result of the manifestation of personal feelings, preferences, sympathies and interests.
Slide 8
Factors of human behavior: 1. Psychological properties of the individual 2. Psychological processes 3. Mental states
Slide 9
Psychological properties of a person are personal structures that determine the characteristics of a person’s activities over a long period of life or even throughout life.
Slide 10
Mental processes are a reflection of reality in various forms of mental phenomena. – cognitive or cognitive (sensations, perception, representation, attention, memory, thinking). – emotional-volitional – processes of mental regulation (emotions, volitional efforts, goal setting, etc.). – communicative – processes that ensure the interaction of people when performing joint actions and in interpersonal communication situations.
Slide 11
Levels of organizational behavior: – personal (determined by factors of moral attitudes, character, temperament, etc.) – group (factors of age, gender, education, state of interpersonal relationships). – organizational (factor of norms, rules, values, etc.).
Slide 12
Types of organizational behavior: 1. From the point of view of compliance with norms: – illegal (non-compliance with laws); –deviant (socially disapproved, on the verge of breaking the law); – delinquent (depending on the situation, it can be socially disapproved or normal depending on the conditions). 2. By area of implementation: – business (official); – interpersonal (not official).
Slide 13
3. From the position of intentionality: – pre-planned; – spontaneous. 4. By functions: – managerial; – performing.
Slide 14
5. By the nature of behavior: – passive; – aggressive (physical or verbal encroachment on the rights of others, the desire to cause harm); – assertive (the subject proceeds from their own needs, but at the same time takes into account the interests and rights of others); – rational (economic; due to benefit);
Slide 15
6. On the degree of a person’s awareness of the factors that determine his action: – reactive (automatic, unconscious action, manifested as a response to changes in the external environment); – instinctive (the situation is realized, but the action is not controlled (panic)); – emotional (the situation is realized and accessible to volitional control, but such control is absent due to the reluctance of the subject); – free, goal-oriented (the situation is fully realized and controllable).
Slide 16
7. From the point of view of people’s interest: – forced (externally imposed); – internally desired, bringing pleasure; - arising from a sense of duty.
Slide 17
8. In terms of consequences: – positive; – negative. 9. From the point of view of interaction with other people: – leadership; – individual; – opportunistic; – collective (the desire to establish common work)
Slide 18
Theories of organizational behavior: 1. Cognitive (humanistic) 2. Behavioristic (Taylor, Skinner) 3. Social learning approach.
Slide 19
The behavior of people in an organization is subject to certain laws: 1. The law of response uncertainty (different people and even one person can react differently to the same situations); 2. The law of inadequacy (one person cannot comprehend another to the full extent). 3. The law of age asynchrony (biological and psychological ages do not coincide); 4. The law of inadequacy of self-esteem (a person cannot always evaluate himself appropriately); 5. The law of changing the meaning of management information (distortion of meaning occurs in the process of transmitting information); 6. The law of self-preservation (preservation of status, dignity, income); 7. The law of compensation (the lack of any abilities can be compensated for by other skills); 8. The law of development (people can develop their inclinations).
Slide 20
Internal and external environment of the organization
Slide 21
1. Division of labor - differentiation between different types of activities. 2. Technology is a standard way of conducting certain types of activities and operations. 3. Goals. 4. Processes of differentiation and integration 5. Resources. 6. Structure. 7. System of relations between participants in the activity. 8. Organizational order (set of norms, rules).
Slide 22
1. Economic environment (business activity). 2. Socio-political environment. 3. Production environment (structure of industries). Tourism, light industry. 4. Technological environment. 5. Market environment
Slide 23
Stages of the life cycle of an organization Greiner L. 1. Growth through creativity. 2. Growth through professional guidance. 3. Growth through delegation. 4. Growth through coordination. 5. Growth through collaboration.
Slide 24
Stages of the life cycle of an organization I. Adizes. 1. Nursing (project level). 2. Infancy (lack of clear structure). 3. Childhood (increased productivity). 4. Youth (revision of order, system, motivation control) 5. Heyday (clarity of structure, functions, motivation system). 6. Stabilization (predominance of form over content). 7. Aristocratism (expenditure of funds to organize one’s own activities, to maintain the existing control system, the emergence of unspoken rules and traditions). 8. Early bureaucratization. 9. Late bureaucratization. 10. Death
Slide 29
Categories for describing the culture of an organization: 1. Observable behavioral stereotypes. 2. Group norms (standards of behavior). 3. Proclaimed values. 4. Formal philosophy. 5. Rules of the game - unwritten norms of behavior, norms of behavior (how we do it in this organization). 6. Climate (the manner in which members of the organization interact with each other). 7. Existing skills (work methods). 8. Mental models (language of communication, behavior transmitted to new members of the organization). 9. Symbols (basic metaphors). 10. Formal rituals and celebrations (how key events are organized).
Slide 30
Levels of culture Artifacts (surface level) – visible organizational structures and processes. Proclaimed beliefs and values. 3. Basic fundamental ideas.
Slide 31
A systematic approach to the study of culture 1. Awareness of oneself and one’s place in the organization. 2. Communication system and language of communication. 3. Appearance of employees. 4. Food conditions, traditions. 5. Awareness of time, attitude towards it. 6. Relationships between people. 7. Values. 8. Belief in something and attitude towards something. 9. The process of employee development and training. 10. Work ethic and motivation.
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