ORGANISATIONAL BEHAVIOUR

ASSIGNMENT 1 CASE STUDY RELEVANCE OF ORGANISATIONAL EFFECTIVENESS WITH OB THROUGH QUALITY SYSTEMS- PCMM

SUBMITTED BY BHUMI SHAH PGDM-BD 1st Year

1. Explain in brief the concept of PCMM with model: People Capability Maturity Model (PCMM, People CMM, P-CMM) is a maturity framework that describes the key elements of managing and developing the workforce of an organization. It describes an evolutionary improvement path from an ad hoc approach to managing the workforce, to a mature, disciplined development of the knowledge, skills, and motivation of the people that fuels enhanced business performance. People-CMM is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM can also be used by any kind of organization as a guide for improving their people-related and work-force practices. Current Version of the PCMM is Version 2, was released in 2001 Benefits of implementing PCMM:

Characterize the maturity of their human resource practices Set priorities for improving the competence of its work-force Integrate competence growth with process improvement Establish a culture of workforce excellence

People CMM Maturity Levels: The People Capability Maturity Model adapts the maturity framework of the Capability Maturity Model for Software, to managing and developing an organization's work force. PCMM has five maturity levels and each maturity level provides a layer in the foundation for continuous improvement and equips the organization with increasingly powerful tools for developing the capability of its workforce.

2. Explain in detail, the scope of OB in achieving the PCMM levels for the organisation. "Organizational behaviour is the study and application at knowledge about the how people - as individuals and a groups - act within organization. It strives to identify ways in which people can act more effectively. - Keith Davis The scope of the organizational behaviour is as under: Impact of personality on performance Employee motivation Leadership How to create effective teams and groups Study of different organizational structures Individual behaviour, attitude and learning Perception Design and development of effective organization Impact of culture on organizational behaviour Management of change, conflict and stress Organizational development and culture Transactional analysis Group behaviour, power and politics Job design Study of emotion

People-CMM is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. PCMM Process Areas: The maturity level of the PCMM Version 2 consists of 22 Process Area. The below depiction shows the name of all the 22 processes areas along with level. Maturity Level Focus Process Areas

5 Optimizing

Continuously improve and align Continuously Workforce Innovation personal work group and Organizational Performance Alignment organizational capability Continuous Capability Improvement

4 Predictable

Empower and integrate workforce competencies and manage performance quantitatively

Mentoring Organizational Capability Management Quantitative Performance Management Competency Based Assets Empowered Workgroups 3

Competency Integration

3 Defined

Participatory Culture Workgroup Development Develop workforce Competency-Based Practices competencies and workgroups, Career Development and align with business strategy Competency Development and objectives Workforce Planning Competency Analysis

2 Managed

Compensation Training and Development Managers take responsibility for Performance Management managing and developing their Work Environment people Communication Coordination Staffing

1 Initial All the above process areas come under the scope and working of organizational behavior in a workforce. OB and PCMM are inter-related. Hence a successfully implemented OB in an organization and its scope fully tapped upon is important for achieving PCMM levels. Behavioral Characteristics of Maturity Levels: The PCMM stages the implementation of increasingly sophisticated workforce practices through these maturity levels. When institutionalized and performed with appropriate regularity, these workforce practices create new capabilities within the organization for managing and developing its workforce. Maturity Level 1 (The Initial Level) Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals. Organizations at the Initial Level typically exhibit four characteristics: 1. Inconsistency in performing practices, 2. Displacement of responsibility, 3. Ritualistic practices, and 4. An emotionally detached workforce.

Maturity Level 2 (The Managed Level) The practices implemented at Maturity Level 2 focus a managers attention on unit-level issues such as staffing, coordinating commitments, providing resources, managing performance, developing skills, and making compensation decisions.

Maturity Level 3 (The Defined Level) The primary objective of the Defined Level is to help an organization gain a competitive advantage from developing the various competencies that must be combined in its workforce to accomplish its business activities. These workforce competencies represent critical pillars supporting the strategic business plan, since their absence poses a severe risk to strategic business objectives. Maturity Level 4 (The Predictable Level) At the Predictable Level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively. The organization is able to predict its capability for performing work because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments. Maturity Level 5 (The Optimizing Level) At the Optimizing Level, the entire organization is focused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based processes, and to workforce practices and activities. The organization uses the results of the quantitative management activities established at Maturity Level 4 to guide improvements at Maturity Level 5. Maturity Level 5 organizations treat change management as an ordinary business process to be performed in an orderly way on a regular basis.