ORGANIZATIONAL BEHAVIOUR

•BY-
•Bishlesha Khandelwal
•Manasi Udavant
•Mukti Rohit
•Nikhil Killedar
•Prasad Rathod
•Abhishek Joseph
•Tanvi Panse
•Vaibhav Jariwala
 EMERGING TRENDS IN
ORGANIZATIONAL
BEHAVIOR
1. Globalization
2. Emerging employment Relationship
3. Changing Workforce
4. Knowledge management
5. Information technology and OB
 GLOBALIZATION
• As organizations have become more global, their work force
has become culturally diverse.
• Globalization has created a large shift in organizational
behavior as increasing diversity has brought together people of
different backgrounds with different values, cultures and beliefs
all working together for common objective.
• MNCs developed operations world wide and companies
developed joint ventures with foreign partners.
• Organizations are becoming more and more heterogeneous.
Diversity, if positively managed, can increase creativity and
innovation in the organization.
 EMERGING EMPLOYMENT RELATIONSHIP

 Work/life balance
• Minimizing conflict between work and no work demands
number one indicator of career success.

 Visual work
• Using information technology to perform one’s job away from
the traditional physical workplace
• Telecommuting- issues of social isolation, emphasis on face
time and employee self-leadership
 CHANGING WORKFORCE

• Primary and secondary diversity

• More women in workforce and professions
• Different needs of Gen-X, Gen-Y and baby-boomers
• Diversity has advantages, but firms need to adjust through
 Cultural awareness
 Family-friendly policies
 Empowerment
 KNOWLEDGE MANAGEMENT

• Knowledge management is the conscious process of defining,

structuring, retaining and sharing the knowledge and
experience of employees within an organization.
• The main goal of knowledge management is to improve an
organization's efficiency and save knowledge within the
company.
• It consists of a cycle of creating, sharing, structuring and
auditing knowledge, in order to maximize the effectiveness of
an organization’s collective knowledge.
 
• It is referred to training and learning in an organization or
of its customers.
• The goal is to enable organizational learning and create a
learning culture, where the sharing of knowledge is
encouraged and those who seek to learn to better
themselves find it easy to do so.
• It is helpful to consider the types of knowledge and how
possible it is to share that knowledge within an
organization.
INFORMATION TECHNOLOGY AND OB

• Technology, such as social media and big data analytics, can

also help organizations monitor competitors and stay in touch
with customers, creating almost instantaneous reactions to
market changes, and creating a more agile strategic business
model.
•  Technological innovation will drive business efficiency and
opportunity. As organizations seek to increase their
competitiveness, technology will become the glue and driver of
organizational innovation.
WORK LIFE BALANCE
 INTRODUCTION

• Work life balance is proper prioritizing between the work (career and ambition) on
one hand and life (health, leisure, pleasure) on the other hand.
• Work life balance is the ability to experience a sense of control and to stay
productive and competitive at work while maintaining a happy, healthy life with
sufficient leisure.
Work- life Triangle

Career

Activities Relationship
 COMPONENTS OF WORK LIFE
BALANCE

• Self management
• Time management
• Stress management
• Change management
• Technology management
• Leisure management
 HISTORY OF WORK-LIFE BALANCE

• The work leisure dichotomy was invented in the mid- 1800’s

• Paul Krassner remarked that Anthropologists use a definition of happiness that
is to have a little separation as possible “between work and your play”
• The expression was first used in the UK in late 1970’S and in the US the
phrase was used in 1986.
• Bowswell and Olson Buchanan stated that “increasingly sophisticated and
affordable technologies have made it more feasible for employees to keep
contact with work”.
• Researchers have found that employees who consider their work roles to be an
important component of their identities will be more likely to apply these
communication technologies to work while in their non-work domain.
• Many authors believe that parents being affected by work-life conflict will either reduce
the number of hours one works where others authors suggest that a parent may run
away from family life or work more hours at a workplace. This implies that each
individual views work life conflict differently.
• According to recent study for the centre for work life policy, 1.7 million people
consider their work hours excessive because of Globalization.
 STRESS AND WORK PRESSURE

• Stress in the workplace can be defined as the harmful physical and emotional
responses that occur when the requirements of the job do not match the
capabilities, resources, or needs of the worker.
• There are limits to what people are capable of handling, and those limits differ
from one person to the other
• When an employee is unable to meet the demands of a work , a work pressure
problem arises that can lead to work stress.
 OPPORTUNITIES AND CONCERNS.

• Impact on the Profitability and Growth

• Employee Engagement at work and Quality of customer service
• Talent Acquisition strategy and the Challenges related to it
• Rising cost of Health Care & Medications
 BENEFITS OF HEALTHY WORK LIFE
BALANCE

• Fulfillment
• Health
• Improved Productivity
• Strengthen Relationship
 BENEFITS TO ORGANIZATION

• Saving of employee time

• Retention of employees
• Improves employee motivation
• Reduction in the Absenteeism rate
• Strengthen the reputation of the Organization
• Build a Loyal Workforce
• Reduction in the Conflicts
 WORK–LIFE DEMANDS

• Increased competition due to globalisation, liberalisation and privatisation

enhanced work pressures on employees;
• Increase in stress levels of employees due to high demands of jobs in terms of
targets, high productivity, high quality, customisation and better customer
relationship management;
• Increase in personal ambitions for higher level salary, status and power;
• Increase in pressure of family obligations to the accelerating pace of living
standards;
• High performance culture eroded the long-term loyalty and a “sense of corporate
community;
• Managements expect more and more from their employees yet offers little
security in return;
• Job targets and attractive performance-based pay results in spending of more
than 18 hours a day by employees on the job and neglecting the normal family life
including interpersonal and sexual relationships.
 WORK-LIFE BALANCE
GENDER DIFFERENCES AND THE WORK HOME
INTERFACE

• Another important research perspective within the work-family literature has

focused on gender differences. Gender has been found to affect career
advancement, perhaps through differential access to valuable work networks.
• Men and women have different perceptions of their work roles.
• Gender differences also exist in the ways that participation in work and family
roles affects one another. 
• Men and women also differ in the ways they manage the boundary between
work and family roles, whereas women tend to integrate these roles. 
• Meanwhile on the home front, men are doing more housework as their
partners take full-time jobs.
 MEASURES TO BE TAKEN BY
EMPLOYEES AND EMPLOYERS.

• Work-life balance means a harmonious poise of work and family life.

• Attaining a work-life balance is not as simple as it seems. In the
corporate world, change is invariably impending.
• Achieving a work-life balance benefits both employers and employees.
• To build up knowledge of the significance of work-life balance in
employees, companies should carry out regular workshops and
programs on work-life balance.
 MEASURES TO BE TAKEN BY
EMPLOYERS

• Working late should be discouraged.

• Employees should be surveyed at regular intervals to ascertain their
satisfaction level and causes of dissatisfaction.
• Provide vacations for recreation.
• Provide plans like work from home, flexi times.
• Relocate the employees.
 MEASURES TO BE TAKEN BY
EMPLOYEES

• Practice Meditation.
• Relaxation Exercises.
• Change the outlook of life.
 TECHNIQUES OF WORK-LIFE BALANCE.

• Techniques adopted by Employees:

• Bring children to the office if and when one can, and let them see their photos or
their creative work on your desk. This lets them know that they are in your mind
and heart.
• Know the boss’s schedule
• Know when to make calls and when to do administrative work to optimize your
time at work.
• Draw a clear line between your personal and work time. Set clear expectations with
your boss.
• In case of an overachiever, consider cutting back to realistic goals in order to
succeed.
• Technique Adopted by Boss:

• If a manager is an overachiever, he/she should

encourage staff to take breaks
• In case of the employees’ work-life balance the
manager must not interfere of dictate.
• Learning to let go will pay dividends in building a
dedicated, motivated staff.
 IMBALANCES OF WORK-LIFE
BALANCE

• Societal Drivers.
• Organizational drivers.
• Individual drivers.
 SOLUTIONS TO PREVENT IMBALANCE

• Time management.
• Flexible schedule.
• Be present, accountable and consistent.
• Be flexible.
• Set Boundaries and learn to say No.
 ORGANIZATIONAL BEHAVIOUR:
CULTURAL DIVERSITY AND
WORKPLACE.
“When employees respect each other and get along in the workplace, it’s amazing how productivity
increases, morale increases and employees are more courteous to customers.”

– Maureen Wild
 CULTURAL DIVERSITY AND ITS IMPORTANCE:

• Cultural diversity in the workplace is when companies are open to hiring employees from all sorts of different
backgrounds; regardless of race, religion and culture. When companies recruit and retain a diverse pool of
people, it brings about different benefits to the company as well as its employees.
• In this era of technology and globalization, many companies are making an effort to succeed in cultural diversity
in the workplace.
• Usually, cultural diversity takes into account aspects like language, religion, race, sexual orientation, gender, age
and ethnicity.
• There are areas of cultural diversity. Language, spirituality, eye contact, gestures, and healthcare beliefs.
• There are some very positive benefits that can be hard from having a more diverse workforce. Let us discuss a
few pros and cons of cultural diversity in a work environment.
 BENEFITS OF DIVERSITY IN WORKPLACE:

• Cultural diversity can improve productivity levels - Diversity brings in different talents together, all of them working
towards a common goal using different sets of skills.
• Cultural diversity can increase creativity – There are many different and diverse minds coming and working together
which in turn, brings in various perspectives. This leads to a flow of creativity and ideas “popping up”.
• Cultural diversity can increase profits – Statistics show that 48 per cent of companies in the US with more diversity
at senior management level improved their market shares.
• Cultural diversity can improve employee engagement – when employees engage and interact with each other, they
build trusting relationship with each other.
• Cultural diversity encourages wider range of skills - When companies hire a more diverse workforce from all
backgrounds, these employees inevitably bring their own specific skills, which helps to boost a company.
 CONS OF WORKPLACE DIVERSITY:

• Difficulty to Communicate - Environments with various generations working towards a common goal can
find it hard to communicate or understand each other, especially when the workplace is new.
• Personal Prejudice - In a diverse environment, one worker’s background can be a topic of bias which can
affect productivity and encouragement.
• Differing Perspectives and Opinions – when people with different perspectives come together, it could create
clashes and conflicts. Also, too many opinions can create confusion and distractions.
• Communication barriers – Language barriers can lead to incomplete conversations and misunderstandings,
which can in turn, lead to resentment among employees.
 Managing Cultural Diversity and
Inclusion Diversity Training

• Awareness training is designed to provide accurately

information about the many subcultures present in
the organization
• Diverse workforce demographics create subcultures
• Ethnicity
• Age
• Gender and other demographics

• Harassment training aimed at ensuring that

employees understand the meaning of harassment
and the actions the company will take when
someone complains of being harassed
 Managing Cultural Diversity and
Inclusion

• Create Family-Friendly Workplaces

• Survey employees
• Offer options to meet employees needs
• Consider child-care initiatives
• Consider elder-care initiatives
• Hold Managers Accountable
 Managing Cultural Diversity and Inclusion Process of Change

• Involvement For the plan to be effective, those

who are affected must buy into it

• Vi sion L ea de rs m ust form ula t e an d a rt ic ul ate a

cl ea r visi on to pe rsuade ot hers to j oin t hem

• Diagnosis Before managers begin to design new

a p p r o a c h e s t o m a n a g i n g d i v e r s i t y, t h e y m u s t
understand how current practices affect the
amount and nature of diversity
STRESS
 WHAT IS STRESS?

• Stress is a feeling of emotional or physical tension. It can come from any event
or thought that makes you feel frustrated, angry or nervous.
• Stress produces numerous symptoms which very according to persons,
situations, and severity. It include physical health decline and also lead to
depression.
 TYPES OF STRESS

• There are 3 types of stress.

• Acute
• Episodic
• chronic
 SIGNS AND SYMPTOMS OF STRESS

• Insomnia
• Loss of mental concentration
• Depression
• Extreme anger and frustration
• Migraine, headache and back problems.
• Fatigue
 EUSTRESS AND DISTRESS

• The term eustress was created by Hungarian Endocrinologist, Hans Selye.

• Eustress is positive stress that is healthy, improves your well being, and results
in satisfaction.
• It’s counterpart is distress which has all of the negative effects of stress we hear
about like physical and mental illness.
• Examples are Swimming, exercising, Riding a roller coaster.
 BENEFITS OF EUSTRESS

• It boosts brainpower
• Increases short term immunity
• Makes you mentally stronger
• Makes you creative
• Enhances Development
 DISTRESS

• Distress occurs when your level of stress is either too high or too low and your
body /mind begins to respond negatively to stressors.
• Examples can be like getting into a car accident or into a fight.
 DISADVANTAGES OF DISTRESS

• It feels unpleasant and might give us anxiety

• Decreases performance
• Mental and physical problems
• Decreases focus
• Fear of negative outcome
 4 STAGES OF STRESS

• ALARM STAGE
• At this stage some psychology changes occur in the body.
• It distrupts the body’s normal balance and the body immediately begins to
respond to the stressors.

• RESISTANCE STAGE
• At this stage body tries to cope or adapt to the stresstors by beginning a process
of repairing any damage the stressor has caused.
• ADAPTATION STAGE
• The person has adapted to the stress and continues on with normal daily life in
spite of the stress.

• EXHAUSTION STAGE
• At this stage the stressor is not being managed effectively and the body and
mind is not able to repair the damage.
ORGANIZATIONAL BEHAVIOUR

STRESS MANAGEMENT IN A WORK ENVIRONMENT

 WHAT IS STRESS MANAGEMENT?

• Stress management can be defined as an individual’s ability to handle stressful

situations. It is a wide spectrum of techniques and psychotherapies aimed at
controlling a person's level of stress. It also consists of making necessary
changes in your life if you are under constant or chronic stress.
• Employees do go under phases of extreme stress in a workplace. It often
happens when one does not have the experience or the resources needed to deal
with a particular stressful situation or event.
• A work environment is full of demands, deadlines, teamwork etc.
Overwhelming situations can in turn, positively or negatively affect an
individual.
 CONTINUED…

• Stress is an inevitable consequence. It all depends on how one perceives and

deals with situations.
• Work-related stress is a growing problem around the world that affects not only
the health and well-being of employees, but also the productivity of
organisations. Work-related stress arises where work demands of various types
and combinations exceed the person’s capacity and capability to cope.
• What one person may perceive as stressful, however, another may view as
challenging. Whether a person experiences work-related stress depends on the
job, the person’s psychological make-up, perception, general health etc.
CAUSES OF STRESS IN A WORKPLACE.

• Long work hours.

• Tight deadlines
• Heavy workload and lack of leniency.
• Job insecurity
• Inadequate resources, supervision and growth opportunities.
• Poor relationship with authorities and colleagues.
• Monotonous work
• Lack of encouragement and support
• Bullying, harassment.
• Role conflicts and discrimination.
PSYCHOLOGICAL EFFECTS.

• Many workers report experiencing work-related stress at their

jobs and this compromises their performance and health. A
recent survey by Northwestern National Life revealed that
about 40% of workers reported that their jobs were extremely
stressful.
• Workplace stress has adverse effects on workers' mental health,
with an increased risk of anxiety, burnout, depression, and
substance use disorders. Those who are stressed at work are
more likely to engage in unhealthy behaviors, such as cigarette
smoking, alcohol and drug abuse, and poor dietary patterns.
 CONTINUED…

• Workplace stress not only affects the worker, it also has adverse
effects on company performance well.
• With these attendant health effects, workplace stress reduces
employee productivity, increases absenteeism and presenteeism,
increases the number of days taken off work for doctor visits, and
increases healthcare costs incurred by employers. Workplace stress
is also linked to higher accident and injury rates and higher turnover
rates, both of which increase administrative costs.
• Emotional burnout – low self-esteem, feelings of worthlessness,
slow career growth, slow personal growth, feelings of no escape.
IMPORTANCE OF STRESS MANAGEMENT.

• Stress management is critical for dealing with challenges and setbacks. It

helps people bounce back from failure and forge ahead. It develops
coping mechanisms and builds resilience.
• It builds a better outlook on life, in turn, improving your well-being and
productivity levels.
• It gives you a sense of purpose and value that provides you with a strong
foundation and enables you to climb out of difficult situations.
• It also improves communication which aloows you to express your
opinions freely, avoiding misunderstandings and conflicts. Hence,
creating a mentally healthy work atmosphere.
 FINAL THOUGHTS.

• Workplace stress is preventable and identifying the potential sources of stress to employees in an
organization is the first step in addressing them.
• Effective interventions for reducing workplace stress can be classified as primary, secondary, and
tertiary.
• Following simple, basic principles can go a long way in creating a mentally, physically and emotionally
healthy environment. (in the workplace)
THANK YOU