Coaching & Organizational

Leadership (COL)
B. TOURI
In today's rapidly evolving business landscape, effective leadership is essential for organizational
success. Leaders who can inspire, motivate, and guide their teams are invaluable assets to any
company.
The future leader will need help to develop skills and knowledge necessary to excel in leadership
roles and become a proficient coach for his team members.
He will explore the principles of leadership, the art of coaching, and their intersections
He will be provided with the tools and insights needed to thrive in the ever-changing world of
work.

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 Content

1. Introduction to organisational behavior

8. Communication in organisations
2. Individual behavior and personality
9. Conflict resolution and negociation
3. Perception and decision making
10. Organisation structure and design
4. Motivation and job satisfaction
11. Organisation development
5. Group dynamics and team work
12. Diversity and inclusion in the workspace
6. Leadership and management
13. Coaching in organisations
7. Organisational culture and change

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01/11/2023 4
Rate of elements of content according to their Importance in COL

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5 3

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1.Introduction to organisational behavior 2.Individual behavior and personality 3.Perception and decision making
4.Motivation and job satisfaction 5.Group dynamics and team work 6.Leadership and management
7.Organisational culture and change 8.Communication in organisations 9.Conflict resolution and negociation
10.Organisation structure and design 11.Organisation development 12.Diversity and inclusion in the workspace
13.Coaching in organisations

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 « Failure is Simply the Opportunity to begin again, This time more
intelligently »
Henry Ford

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 Table of contents
▪Introduction
▪Concept definition
▪History
▪About Organizational Behavior :
▪ Importance
▪ Key element
▪ Models
▪ Key themes
▪ Applications
▪Main challenges
▪Case study
▪Conclusion
▪References

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Introduction
OB is a discipline that studies human behavior within organizations.

It plays a vital role in the management and success of businesses.

Concepts definition

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Organizations
▪ Group of people who work together in an organized way for a shared purpose
Cambridge dictionary

▪ Organization refers to a collection of people, who are involved in pursuing

defined objectives. It can be understood as a social system which comprises all
formal human relationships.
▪ Business jargon

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 Behavior
▪ An action, activity, or process which can be observed and measured.
▪ Often, these actions, activities, and processes are initiated in response to stimuli
which are either internal or external.
Psychology dictionary

▪ Refers to the observable actions, reactions, or activities of an organism in response to

internal or external stimuli. It encompasses a wide range of actions, from simple reflexes
and involuntary physiological responses to complex, goal-directed actions influenced by an
individual's cognitive processes and emotions.
(The Modern Science,2001)

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 Organizational Behavior (OB)
« It is a field of study that investigates the impact those individuals, groups;
structures have on behavior within the organization, for the purpose of applying
such knowledge towards improving organizational effectiveness »
Stephen P Robbins

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 Organizational Behavior

« Organizational Behavior is the study and application of knowledge about how

people act within the organization »
Keith Davis

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 Organizational Behavior

« Organisation behaviour is the study of human behaviour in organisational

settings that interface between human behaviour and the organisation and the
organisation itself»
Moorhead/Griffin

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 Organizational Behavior

« Organisation behaviour is a branch of the social science that seek to build

theories that ca be applied to predicting, understanding and controlling behaviour

in work organisations»
Ramon J Aldag

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 History

Three individuals played important role in influencing the discipline

of Organizational behaviour. They are Adam Smith, Charles
Babbage, and Robert Owen. (start session 3)

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 ADAM SMITH (1723,1790 )

was the first one who said that by dividing different tasks organizations can gain in correcting them at the
earliest. This he called as Division of Labour and also called as work specialization.
Smith’s thinking helped the organizations that division of labour increased productivity by increasing each
worker’s skill and dexterity by saving time.
This helped the organizations in maintaining time loss and in creation of labour saving interventions and
machinery.

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 CHARLES BABBAGE(1791,1871)

Though Charles Babbage advocated Smith’s Division of laobur, he

added certain merits that accrue from division of labour. They are:
1.It reduces the time needed for learning a job .
2.It reduced the waste of material during the learning stage.
3.It allows for the attainment of high skill levels.
4.It allows a more careful matching of people’s skills and physical abilities with
specific tasks.

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 ROBERT OWEN (1771, 1858)

He played a important role in the history of organizational behaviour. He was the first industrialists to
recognize how the practices adopted in the factories are demeaning to workers.

Repulsed by these practices like employing young children below the age of ten, thirteen hour work days,
unhygienic working conditions he became a reformer. He argued with factory owners for treating their
equipment better than their employees. He also criticized them for buying best machines and to run them
employing cheap labour. He argued that investment on employees is necessary for profitability of management
and to end human misery.

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 THE CLASSICAL MOVEMENT

➢The classical era is from 1900 to mid 1930s. In this period the first general theories of
management began to evolve. The classical contributors are Frederick Taylor, Henri
Fayol, Max Weber, who laid the foundation for the current management practices.
➢This approach viewed an organization in terms of its formal structure and purpose.
➢The focus is on work planning, technical skills, management principles, and
assumption of logic and rationality in behaviour at work.

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 Scientific management
Is based on the belief that productivity is maximized when organizations are
rationalized whith precise sets of instructions based on time-and-motion studies

The four principles of scientific management are :

1. Studiying tasks using time-and-motion studies
2. Scientifically select, train, and develop workers
3. Managers provide detailed instructions
4. Divide work between workers and managers

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Increased monotony

Although scientific management improved productivity, it

also increased the monotony of work. Scientific
management left no room for individual preferences or
initiative, and was not always accepted by workers

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Hawthorne effect

The Hawthorne effect occurs when people improve some aspect of

their behavior or performance simply because they know they are
being assessed.

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Hawthorne effect

George Elton Mayo, founder of the human relations movement

initiated by the Hawthorne studies, explained this finding by saying
that the workers tried harder because of the sympathy and interest
of the observers.

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Hawthorne effect

The hawthorne studies prompted further investigation into the

effects of social relations, motivation, communication, and employee
satisfaction on factory productivity

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Human relations movement

The human relations movement stressed that the human

dimensions of work, including group relations, can supersede
organizational norms and even an individual’s self-interests.

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Follett discovered a variety of phenomena, including creativity exercises such
as brainstorming, the “groupthink” effect in meetings (in which faulty
decisions are made because group members try to minimize conflict and reach
consensus by neglecting to critically analyze and test ideas), and what later
became known as “management by objectives” and “total quality
management.”

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W. Edwards Deming is known as the “guru of quality management.” Deming taught Japanese
industrialists statistical process control and quality concepts.

His classic 1986 book describes how to do high-quality, productive, and satisfying work.
Deming’s plan-do-check-act cycle of continuous improvement promoted the adoption of
fourteen principles to make any organization efficient and capable of solving almost any
problem.

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Total quality management

The total quality management movement initiated by Deming again

hilights the inportance of people, teamwork, and communication in
an organization’s success

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 Importance of OB

• OB helps understand why people behave in certain ways at work.

• It aids in predicting and influencing behaviors to achieve organizational
goals.
• Fosters a healthy and productive work environment.

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Key element of OB

People

It may change further in the coming days. People are living, thinking and feeling being who created the
organization and try to achieve the objectives and goals. Thus, organizations exist to serve the people and
not the people exist to serve the organization.

Structure

Structure defines the sole relationship of people in an organization. Different people in an organization are
given different roles and they have certain relationship with others. It leads to division of labour so that
people can perform their duties or work to accomplish the organizational goal. Thus, Work is complex and
different duties are to be performed by different people. Some may be accountant, others may be managers,
clerks,
01/11/2023 peons or workers. All are so related to each other to accomplish the goal in a co-ordinated manner. 33
Key element of OB
Technology
Technology imparts the physical and economic conditions within which people work. With
their bare hands people can do nothing so they are given assistance of buildings,
machines, tools, processes and resources. The nature of technology depends very much
on the nature of the organization and influences the work or working conditions. Thus,
technology brings effectiveness and at the same restricts people in various ways.

Social System
• Social system provides external environment which the organization
operates. A single organization cannot exist also. It is a part of the whole.
One organization cannot give everything and therefore, there are many
other organizations. All these organizations influence each other. It
influences the attitudes of people, their working conditions and above all
provides competition for resources and power.

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 Contributing disciplines to the field of OB
sociology studies people in relation to their
fellow human beings. Their significant
contribution to OB is through their study of
Psychology is the science that attempts to
group behavior in organizations,
measure, explain, and at times change the
particularly formal and complex
behavior of humans and other animals.
organizations.
psychology Sociology

Social
Anthropology is the study of societies to learn Anthropology
Psychology
about human beings and their activities. Social psychology blends the concepts of
Anthropologists work on cultures and psychology and sociology. It focuses on the
environments; for example, they have aided in influence of people on one another. The
understanding differences in fundamental major challenge deals with the issue of how
values, attitudes, and behavior among people in to implement it and how to reduce barriers
different countries and within different to its acceptance.
organizations.
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Models of OB
Views organizations as
systems interacting with their
environment.
Offers a multi-perspective Open
view of organizations. Four-Frame System
Model: Model

Interdependent
Variable Model:
Explores complex
relationships among OB
factors..

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 Autocratic model is the model that
Models of OB depends upon strength, power and
formal authority

autocratic
the organisation looks at the model The custodial model is based
overall structure and team around the concept of providing
environment, and considers economic security for
that individuals have different custodial employees
system
goals, talents and potential. model
model MODELS OF
ORGANISATI
ONAL
BEHAVIOUR

Unlike the two earlier approaches, the

The collegial model is based collegial supportive supportive model is focused around
around teamwork – everybody model model aspiring leadership. It is not based
working as colleagues upon control and authority

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Factors of Organizational Behavior

•Individual: Personality, motivation, perception, attitudes.

•Group: Group dynamics, leadership, communication.
•Organization: Culture, structure, human resource
management.

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 Key element of OB
❖Diversity and Inclusion: Promoting a diverse and
equitable workplace.
❖Leadership: The impact of leaders on employee behavior.
❖Motivation: Understanding what drives employees to
perform.
❖Organizational Culture: Shared values and beliefs within
the organization.

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 Applications of OB
❖Human Resources: Recruitment, training, performance
evaluation.
❖Change Management: Effectively managing organizational
transitions.
❖Conflict Management: Resolving disagreements
constructively.
❖Decision Making: Influencing organizational choices by
understanding human behavior.

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 Main challenges of OB
❖Improving people’s skills
❖Improving Quality and Productivity
❖Total Quality Management
❖Managing Workfoce Diversity
❖Responding to Globalization
❖Empowering People
❖Coping with Temporariness
❖Stimulating Innovation and Change END SESSION 3

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 Improving people’s skills
❑Technological, structural, environmental changes are accelerated at a faster rate in the
business field
❑Unless employees and executives are equipped to possess the required skills to adapt
those changes, the targeted goals cannot be achieved in time
❑Two different categories of skills ( management skills and technical)
❑Managerial skills include listenning skills, motivating skills, problem-solving skill,
decision-making skills …

These skills can be enhanced by organizing a series of training and developpement

programs, career development programs, induction, and socialization …

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 Improving Quality and Productivity
The key dimensions of quality as follows:

Performance Features Conformance Reliability

Services Durability Response Reputation

More and more managers are confronting to meet the challenges tu fulfil the specific
requirments of customers
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Total Quality Management(TQM)
➢It is a philosophy of management that is
driven by the constant attainment of
customer satisfaction through the continuous
improvement of all organizational process
➢The components of TQM
a. An intense focus on the customer
b. Concern for continual improvement
c. Improvement in the quality of everything the
organization does
d. Accuratr measurement
e. Empowerment of employees

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 Managing Workfoce Diversity
❖The major challenge for Organizations is to become more accommodating to
diverse groups of people by adressing their different life styles, family needs,
and workstyles

❖ Managing diversity means acknowledging people's differences and recognizing

these differences as valuable
❖ it enhances good management practices by preventing discrimination and
promoting inclusiveness.

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Responding to Globalization
Globalization can be described as a process by which the people of the world are unified into a single society.
This process is a combination of economic, technological, sociocultural and political forces

More than 95% of NOKIA (Now Microsoft) hand phones are being sold outside of their home country Finland
Japenese cars are being sold in different parts of the globe

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 Empowering People
is a management philosophy that focuses on
allowing an organization’s employees to make
independent decisions and to feel empowered to
take action as they see fit. This is in contrast to
micromanagement, which does not allow for
independent decision making.

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 Coping with Temporariness
Managers and employees must learn to cope with temporariness.
As the product life cycles are slimming due to rapid changes in
method of operation and demand

They have to learn to deal with flexibility, spontaneity, and

unpredictability

The knowledge of organizational behavior will help in understanding

the current state of a work in the world of continual changes

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 Stimulating Innovation and Change
❖Today’s successful organizations must foster innovation
and be proficient in the art of change, otherwise they
will become candidates for extinction in due course of
time and vanished from their field of business

❖Victory will go to those organizations that maintain

flexibility, continually improve their quality, and beat the
competition to the market place with innovative
products and services

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Case Study

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 Background

Al-Hassani Hospital is a small healthcare facility located in casablanca,Morocco. The hospital

primarily serves the local community, offering general medical services, emergency care, and basic
surgical procedures. While the hospital has a dedicated staff, it is facing several challenges related
to organizational behavior.

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 Key issues
Communication Barriers:
There are significant communication barriers within the hospital due to a diverse workforce with staff members from
various cultural backgrounds and language differences. This has led to misunderstandings and inefficiencies in patient
care.

Resource Allocation:

The hospital is often faced with limited resources, including medical supplies and equipment. This scarcity sometimes
leads to disputes and conflicts among the staff, impacting their morale and teamwork.

Workload Distribution:

The workload is not evenly distributed among the healthcare professionals, with some employees feeling overburdened
while others have lighter workloads. This imbalance has caused resentment and decreased job satisfaction.

Leadership Challenges:

There are concerns about the effectiveness of hospital leadership. Staff members feel that the management lacks clear
direction, and decision-making processes are not transparent. (END SESSION 4)

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 Questions
Communication Barriers:
• How can communication barriers be effectively addressed and resolved in a
hospital setting?
Resource Allocation:
• How can the hospital optimize resource allocation in the face of limited supplies
and equipment, reducing disputes and conflicts among staff and enhancing
their morale and teamwork?
Workload Distribution:
• How can the hospital ensure a more equitable distribution of workload among
healthcare professionals?
Leadership Challenges:
• How can the hospital address concerns about the effectiveness of its
leadership, particularly regarding the perceived lack of clear direction and
transparency in decision-making processes, as raised by staff members?
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