ORGANIZATIONAL

BEHAVIOUR

1ROOPA TEMKAR V.

Contents

What is Organization Behaviour?

Why study Organizational Behaviour?

Elements of Organizational Behaviour

Contributing factors to OB

Evolution of OB(Historical Development)

Models of Organizational Behaviour

Fundamental Concepts

Social systems and organizational culture

International dimensions of Organizational Behaviour

The future of OB.

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“O.B. is a field of study that investigates

the impact that individuals , groups and

structures have on behaviour within

organizations for the purpose of

applying such knowledge towards

improving an organization’s

effectiveness”

- Stephen P Robbins

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• O.B. can be defined as the systematic study of the actions and reactions of individuals, groups and sub-systems.

• O.B. is the study and understanding of individual and group behaviour, patterns of structure in order to help improve organizational performance and effectiveness

• The study of human behavior, attitudes, and performance in organizations

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What is Organizational

Behavior?

• The study and application of how

employees behave within organizations

• Known as people skills

• Field of study that investigates the

impact that individuals, groups and

structure have on behavior within

organizations for the purpose of

applying such knowledge towards

improving an organization5ROOPA TEMKAR V.

Interrelated dimensions influencing behaviour:

• The Individual - working environment should satisfy

individual needs as well as attainment of

organisational goals.

• The Group - formal and informal. Understanding of

groups complements a knowledge of individual

behaviour.

• The Organisation - impact of organisation structure

and design, and patterns of management, on

behaviour.

• The Environment - technological and scientific

development, economic activity, governmental

actions6ROOPA TEMKAR V.

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Group Level

Individual

Level

Organizational Levele.g., Selection Systems

e.g., Groupthink

e.g., Personality

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Understanding

organizational behavior

requires studying

Individuals in Organizations

Group and Team Processes

Organizational Processes9ROOPA TEMKAR V.

• O.B. is the systematic study and careful application

of knowledge about how people- as individuals and

as members of groups –act within organizations. It

strives to identify ways in which people can act more

effectively.

• O.B. provides managers with the tools to:

• (a) to understand the behavior of individuals

• (b) to understand the complexities of inter-

personal relations

• (c )to examine the dynamics of relationships

within small groups –both formal teams and informal

groups

• (d) organizations can be viewed as whole

systems that have inter-organizational relationships 10ROOPA TEMKAR V.

GOALS

The field of OB seeks to replace intuitive

explanations with systematic study O.B. has

the following goals,

• 1.Describe, systematically, how people

behave under a variety of circumstances

• 2.Understand why people behave as they do.

• 3.Predicting future employee behavior.

• 4.Control at least partially, and develop some

human activity at work

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Organizational

Behaviour

Research

Understand

organizational

events

Predict

organizational

events

Influence

organizational

events

Goals of Organizational

Behaviour

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Fundamental concepts of ORGANIZATIONAL BEHAVIOUR

People

•Individuals

•Groups

Environment

•Government

•Competition

•Societal pressure

Organizational Behavior

Technology

•Machinery

•Computer hardware ,software

Structure

•Jobs

•Relationships

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Historical development of OB

1. Industrial revolution (1900)

Importance to relationship and behavior

was controlled and unquestioned.

2. Scientific management(1856-1915)

Concerned with inefficiencies in manual

labour

3. The Gillberths(1868-1924)

Were training young brick layers

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Wrote a book called psychology of

management

Proposed two factors i.e., analysis &

synthesis of task

4. Henry L. Gantt

Proposed Gantt chart which is a graphic

aid to planning, scheduling & control

5. Human relations management (1930-

1950) by Elton & Mayo15ROOPA TEMKAR V.

The Elements of Organizational

Behavior

• The organization's base rests on management's philosophy, values, vision and goals.

• This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment.

• The culture determines the type of leadership, communication, and group dynamics within the organization.

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• The workers perceive this as the quality of work life which directs their degree of motivation.

• The final outcome are performance, individual satisfaction, and personal growth and development.

• All these elements combine to build the model or framework that the organization operates from.

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Contributing Disciplines to

the OB Field

E X H I B I T 1-3a

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Contributing Disciplines to

the OB Field (cont’d)

E X H I B I T 1-3b

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Contributing Disciplines to

the OB Field (cont’d)

E X H I B I T 1-3c

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Contributing Disciplines to

the OB Field (cont’d)

E X H I B I T 1-3d

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Contributing Disciplines to

the OB Field (cont’d)

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Models of OB

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Autocratic — The basis of this model is

power with a managerial orientation of

authority. The employees in turn are

oriented towards obedience and

dependence on the boss. The employee

need that is met is subsistence. The

performance result is minimal.

Eg., “you do this or else”

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• Custodial — The basis of this model is

economic resources with a managerial

orientation of money. The employees in

turn are oriented towards security and

benefits and dependence on the

organization. The employee need that is

met is security. The performance result

is passive cooperation.

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• Supportive — The basis of this model is

leadership with a managerial orientation

of support. The employees in turn are

oriented towards job performance and

participation. The employee need that is

met is status and recognition. The

performance result is awakened drives.

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• Collegial — The basis of this model is

partnership with a managerial

orientation of teamwork. The employees

in turn are oriented towards responsible

behavior and self-discipline. The

employee need that is met is self-

actualization. The performance result is

moderate enthusiasm.

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• The system model

• In this approach managers try to convey

to each worker you are an important

part of our whole system

• The role of manager is facilitating

employee accomplishments

• employee orientation is self motivation

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International Dimensions of OB

Corporate governance.

– The active oversight of management decisions,

– corporate strategy, and financial reporting by

Boards of Directors.

Ethical leadership.

– Making business and organizational decisions

with high moral standards that meet the ethical

test of being “good” and not “bad,” and of being

“right "and not “wrong.”

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Integrity:

• Acting in ways that are always honest,

credible, and consistent in putting one’s

values into practice.

• Positive organizational behaviour.

Quality of work life.

• The overall quality of human experience in

the workplace. Commitment to quality of

work life is an important value within

organizational behaviour. Theory Y provides

the theoretical underpinnings for

contemporary quality of work life concepts.31ROOPA TEMKAR V.

Globalization.

– The worldwide interdependence of resource

flows, product markets, and business

competition.

Job migration.

– The shifting of jobs from one nation to another

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