3. • Organization behaviour is all about how human beings are behaving and
interacting with each other in an organization to complete their work. The study is
no doubt beneficial for the managers as it helps them to make accurate
predictions about behaviour, but it is equally essential for theemployees as it
helps to clarify their personal goals and understand the factors that are affecting
them.
• Study of organizational behaviour is necessary as it improves job satisfaction,
boosts productivity and performances, fosters better leadership, increases
motivation and facilitates better collaborations within teams and cross-teams.
4. DEFINITION
• Organizational behaviour is defined as the behaviour of human beings in their
workplace or only in a corporate setting. It studies the impact that
an individual has on behaviour within the organization and how groups work
together so that the knowledge can help in explaining and predicting behaviour to
improve workplace performances and effectiveness.
5. • “Organizational behavior is directly concerned with the understanding, prediction,
and control of human behavior in organizations.” — Fred Luthans.
6. • The need to study organizational behaviour
• There is a strong need to study organizational behaviour for the following reasons
–
• To understand the reason why people behave in a certain way
• To understand why one team is more effective than the other
• To understand why one individual is competent whereas others are not
• To understand the process through which utilization of resources is possible
• To understand the basis of motivation and what a manager should do to motivate
the employees
• To understand the various ways for developing inter-personal relations in an
organization
7. • Objectives of organizational behaviour
• The goals of organizational behaviour are
• Finding the right people
• Job satisfaction
• Understanding the employees in a better way
• Organizational culture
• Leadership and conflict resolution
• Developing a good team
• Developing good leaders
• Higher productivity
8. • Organisational Behaviour – Scope
• The scope of the organizational behavior is as under:
• Impact of personality on performance
• Employee motivation
• Leadership
• How to create effective teams and groups
• Study of different organizational structures
• Individual behavior, attitude and learning
• Perception
• Design and development of effective organization
• Job design
• Impact of culture on organizational behavior
• Management of change
• Management of conflict and stress
• Organizational development
9. • Organizational culture
• Transactional analysis
• Group behavior, power and politics
• Job design
• Study of emotions
• The field of the organizational behavior does not depend upon deductions
based on gut feelings but attempts to gather information regarding an issue in a
scientific manner under controlled conditions. It uses information and interprets
the findings so that the behavior of an individual and group can be canalized as
desired.
10. • Large number of psychologists, social scientists and academicians has carried out research on various issues related to organization
behavior. Employee performance and job satisfaction are determinants of accomplishment of individual and organizational goals.
• Organizations have been set up to fulfill needs of the people. In today’s competitive world, the organizations have to be growth-oriented.
This is possible when productivity is ensured with respect to quantity of product to be produced with zero error quality. Employee
absenteeism and turnover has a negative impact on productivity.
• Employee who absents frequently cannot contribute towards productivity and growth of the organization. In the same manner,
employee turnover causes increased cost of production. Job satisfaction is a major factor to analyze performance of an individual
towards his work. Satisfied workers are productive workers who contribute towards building an appropriate work culture in an
organization.
• Organizations are composed of number of individuals working independently or collectively in teams, and number of such teams makes
a department and number of such departments makes an organization. It is a formal structure and all departments have to function in a
coordinated manner to achieve the organizational objective.
• It is therefore important for all employees to possess a positive attitude towards work. They need to function in congenial atmosphere
and accomplish assigned goals. It is also important for managers to develop an appropriate work culture. Use of authority, delegation of
certain powers to subordinates, division of labor, efficient communication.
• Benchmarking, re-engineering, job re-design and empowerment are some of the important factors so that an organization can function
as well-oiled machine. This is not only applicable to manufacturing organizations but also to service and social organizations.
11. CONTRIBUTING DISCIPLINES TO THE
ORGANIZATIONAL BEHAVIOR FIELD
• There are some important disciplines in the organizational behavior field which developed it
extensively.
• Due to the increase in organizational complexity, various types of knowledge are required and
help in many ways.
• The major disciplines are;
• Psychology.
• Sociology.
• Social Psychology.
• Anthropology.
• Political Sciences.
• Economics.
14. • Organizational behavior approaches are a result of the research done by experts
in this field.
• These experts studied and attempted to quantify research done about the actions
and reactions of employees, with regard to their work environments.
1.Human resources approach.
2.Contingency approach.
3.Productivity approach.
4.Systems approach.
16. • Since the dawn of industrial revolution, these models of
organizational behaviour have been followed by managers of
different organizations at different times.
• These are
1.Autocratic Model
2.Custodial Model
3.Supportive Model
4.Collegial Model
5.System Model
17. Model Autocratic Custodial Supportive Collegial System
Basis of Model Power
Economic
resources
Leadership Partnership Partnership
Managerial
orientation
Authority Money Support Teamwork Teamwork
Employee
orientation
Obedience
Security and
benefits
Job
performance
Responsible
behaviour
Employee
psychological
result
Dependence on
boss
Dependence on
Organization S
ecurity
Participation Self – discipline
Self –
motivation
Employee
needs met
Subsistence Security
Status and
recognition
Self –
actualization
Higher order
needs
Performance
result
Minimum
Passive
Cooperation
Awakened
drives
Moderate
enthusiasm
Full enthusiasm
18. • Autocratic Model
• The autocratic model depends on power. Those who are in command must have
the power to demand ―you do this-or else, meaning that an employee who
does not follow orders will be penalized.
• In an autocratic environment the managerial orientation is formal,
official authority. This authority is delegated by right of command over
the people to it applies.
• Under autocratic environment the employee is obedience to a boss, not
respect for a manager.
• The psychological result for employees is dependence on their boss, whose
power to hire, fire, and ―perspire they is almost absolute.
• The boss pays minimum wages because minimum performance is given by
employees. They are willing to give minimum performance-though sometimes
reluctantly-because they must satisfy subsistence needs for themselves
and their families.
• Some employees give higher performance because of internal achievement
drives, because they personally like their boss, because the boss is ―a
natural-born leader, or because of some other factor; but most of them
give only minimum performance.
19. • The Custodial Model
• A successful custodial approach depends on economic resources.
• This approach depends on money to pay wages and benefits.
• Since employee’s physical needs are already reasonably met, the
employer looks to security needs as a motivating force. If an
organization does not have the wealth to provide pensions and pay
other benefits, it cannot follow a custodial approach.
• The custodial approach leads to employee dependence on the
organization. Rather than being dependence on their boss for their
weekly bread, employees now depend on organizations for their security
and welfare.
• Employees working in a custodial environment become psychologically
preoccupied with their economic rewards and benefits. As a result of
their treatment, they are well maintained and contended. However,
contentment does not necessarily produce strong motivation; it may
produce only passive cooperation. The result tends to be those
employees do not perform much more effectively than under the old
autocratic approach.
20. • The Supportive Model
• The supportive model depends on leadership instead of power or money.
Through leadership, management provides a climate to help employees
grow and accomplish in the interests of the organization the things of
which they are capable.
• The leader assumes that workers are not by nature passive and resistant
to organizational needs, but that they are made so by an inadequately
supportive climate at work. They will take responsibility, develop a
drive to contribute, and improve themselves if management will give
them a chance. Management orientation, therefore, is to support the
employee’s job performance rather than to simply support employee
benefit payments as in the custodial approach.
• Since management supports employees in their work, the psychological
result is a feeling of participation and task involvement in the
organization. Employee may say ―we instead of ―they when referring to
their organization.
21. • The Collegial Model
• A useful extension of the supportive model is the collegial model. The term
―collegial relates to a body of people working together cooperatively.
• The collegial model depends on management’s building a feeling of partnership
with employees. The result is that employees feel needed and useful. They feel
that managers are contributing also, so it is easy to accept and respect their
roles in their organization. Managers are seen as joint contributors rather than
as bosses.
• The managerial orientation is toward teamwork. Management is the coach that
builds a better team
• The employee’s response to this situation is responsibility. For example
employees produce quality work not because management tells them to do so or
because the inspector will catch them if they do not, but because they feel
inside themselves an obligation to provide others with high quality. They also
feel an obligation to uphold quality standards that will bring credit to their
jobs and company.
• The psychological result of the collegial approach for the employee is self-
discipline. Feeling responsible, employees discipline themselves for performance
on the team in the same way that the members of a football team discipline
themselves to training standards and the rules of the game.
• In this kind of environment employees normally feel some degree of fulfillment,
22. • The System Model
• An emerging model of organization behavior is the system model. It is the result of a
strong search for higher meaning at work by many of today’s employees; they want more
than just a paycheck and job security from their jobs. Since they are being asked to
spend many hours of their day at work, they want a work context there that is ethical,
infused with integrity and trust, and provides an opportunity to experience a growing
sense of community among coworkers.
• To accomplish this, managers must increasingly demonstrate a sense of caring and
compassion, being sensitive to the needs of a diverse workforce with rapidly changing
needs and complex personal and family needs.
• In response, many employees embrace the goal of organizational effectiveness, and
reorganize the mutuality of company-employee obligations in a system viewpoint. They
experience a sense of psychological ownership for the organization and its product and
services.
• They go beyond the self-discipline of the collegial approach until they reach a state of
self-motivation, in which they take responsibility for their own goals and actions.
• As a result, the employee needs that are met are wide-ranging but often include the
highest-order needs (e.g., social, status, esteem, autonomy, and self
actualization). Because it provides employees an opportunity to meet these needs through
their work as their work as well as understand the organization’s perspectives, this new
model can engender employees’ passion and commitment to organizational goals. They are
inspired; they feel important; they believe in the usefulness and viability of their
system for the common good.
