2. DEFINITIONS:
WHAT IS AN ORGAIZATION?
➢They are groups of people who work independently towards
some purpose.
➢They have structured patterns of interactions, meaning that
they expect each other to complete certain tasks in an
organized way.
•Example: Educational, Industry etc..
3. DEFINITIONS:
WHAT IS BEHAVIOUR?
➢range of actions and mannerisms
➢made by individuals, organisms or artificial entities
➢which are influenced by culture, attitudes, emotions, values,
authority, genetics etc.
4. DEFINITIONS:
WHAT IS ORGANIZATIONAL BEHAVIOUR?
Organizational Behaviour is a field of study that
investigates the impact that individuals, groups
and organizational structure have on behaviour
within an organization,for the purpose of applying
such knowledge towards improving on
organizational effectiveness
5. CONCEPT OF ORGANIZATIONAL BEHAVIOUR
A field of study that…..
➢investigates the impact that
➢individuals, groups, and structure have
➢on behavior within organizations,
➢with a purpose to improve organizational effectiveness
➢by applying the learned knowledge
6. Organizational Behavior is the study and application of knowledge
about how people, individuals, and groups act in organizations. It does
this by taking a system approach.
That is, it interprets people-organization relationships in terms of the
whole person, the whole group, the whole organization, and the whole
social system.
Its purpose is to build better relationships by achieving human
objectives, organizational objectives, and social objectives.
Features of Organizational Behaviour
7. IMPORTANCE OF ORGANISATION BEHAVIOR
✓It helps in explaining the interpersonal relationships employees share with each other as
well as with their higher and lower subordinates.
✓The prediction of individual behavior can be explained.
✓It balances the cordial relationship in an enterprise by maintaining effective
communication.
✓It assists in marketing.
✓It helps managers to encourage their sub-ordinates.
✓Any change within the organization can be made easier
✓It helps in predicting human behavior & their application to achieve organizational goals.
✓It helps in making the organization more effective.
8. NATURE OF ORGANIZATION BEHAVIOR
1. A Separate Field of Study and not a Discipline Only.
2. An Interdisciplinary Approach.
3. An Applied Science.
4. A Normative Science.
5. A Humanistic and Optimistic Approach.
6. A Total System Approach.
9. SCOPE OF ORGANISATION BEHAVIOR
1. Individual Behavior
➢It is the study of individual’s personality, learning, attitudes, motivation, and job
satisfaction.
➢In this study, we interact with others in order to study about them and make our
perception about them.
➢Example − the personal interview round is conducted to interact with candidates to
check their skills, apart from those mentioned in the resume.
2. Inter-individual Behavior
➢It is the study conducted through communication between the employees among
themselves as well as their subordinates, understanding people’s leadership qualities,
group dynamics, group conflicts, power and politics.
➢ Example − A meeting to decide list of new board members.
10. SCOPE OF ORGANISATION BEHAVIOR
3. Group Behavior
➢Group behavior studies the formation of organization, structure of
organization and effectiveness of organization.
➢The group efforts made towards the achievement of organization’s goal
is group behavior.
➢In short, it is the way how a group behaves.
➢Example − Strike, rally etc.
11. GOALS OF ORGANISATION BEHAVIOR
1. Job Satisfaction
2. Finding the Right People
3. Organizational Culture
4. Leadership and Conflict Resolution
5. Understanding the Employees Better
6. Understand how to Develop Good Leaders
7. Develop a Good Team
8. Higher Productivity
12. HISTORY OF OB
• Max Weber- In 1760, described bureaucracy as an ideal type of
organization that rested on rational-legal principles and maximized
technical efficiency.
• In the 1890’s; with the arrival of scientific management and Taylorism,
Organizational Behavior Studies was forming it as an academic
discipline.
• Failure of scientific management gave birth to Human Relations
Movement from 1930’s to 1950’s contributed in shaping the
Organizational Behavior studies giving emphasis on employee
cooperation and morale.
13. • Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol, Mary Parker
Follett, Frederick Herzberg, Abraham Maslow, David Mc Cellan and Victor Vroom
contributed to the growth of Organizational Behavior as a discipline.
• In the 1960s and 1970s, the field became more quantitative and produced such ideas as
the informal organization, and resource dependence.
• Contingency theory, institutional theory, and organizational ecology also enraged.
• Starting in the 1980s, cultural explanations of organizations and organizational change
became areas of study.
• Informed by anthropology, psychology, and sociology, qualitative research became
more acceptable in OB.
15. ➢PSYCHOLOGY: Study of human mind and its impact on life
➢SOCIOLOGY: Study of society & social relationships
➢ANTHROPOLOGY: Study of the human heredity and the ancestral impact
on human beings
➢POLITICAL SCIENCE: Study on acquisition of power, political behaviour,
decision making, conflict, the behaviour of interest groups and coalition
formation.
➢ECONOMICS: study on labour market dynamics, productivity, human
resource planning and forecasting, and cost benefit analysis.
Linkage of Organizational Behaviour with other disciplines
Contributing Disciplines to the Organization Behaviour
16. ➢ SCIENCE: study on systematized study of facts, behaviour, their
relationships and predictions.
➢ TECHNOLOGY: study on changes consumer behaviour, production
activities, distribution and storage activities.
➢ ENGINEERING: work measurement, productivity measurement, work
flow analysis, work design, job design and labour relations
➢ MEDICINE: to control of stress as well as stress related problems in
employees.
Linkage of Organizational Behaviour with other disciplines
Contributing Disciplines to the Organization Behaviour
17. ROLES OF MANAGER
➢Mintzberg (1975) divided these activities into 10 roles and
defines them as “organized set of behaviors”.
➢Further Stoner and Wankel (1997) grouped these 10 roles into
3 main roles as:
1. Interpersonal Roles
2. Informational roles
3. Decisional roles
18. 1. Interpersonal Roles:
Interpersonal roles are concerned with creating and maintaining interpersonal relationships
in work.
These are:
a) Figurehead Role: Manager represents organization in all matters of formality, legality
and socially to inside or outside the organization. He is like a symbolic of the
organization.
b) Leader Role: Manager being a leader of the department sets goals, makes plan to reach
the goal, motivates employees look after their needs and leads the team to achieve that
goal.
c) Liaison Role: Manager interacts with people inside and outside the organization to gain
valuable information, to come into an agreement, to gain orders for the organization.
19. 2. Informational roles:
These are concerned with informational aspect of managerial work like receiving, collecting,
and disseminating information.
These are:
a) Monitor Role: Manager looks out for information regarding the organization. He
collects the information from inside (like information regarding problem areas of the
organization) as well as outside (information regarding competition, new technology,
etc.) the organization through reports, magazines, etc.
b) Disseminator Role: Manager transmits the important information gathered from inside
or outside the organization to related organizational members. He may do this by
holding informational meetings, sending reports or emails, making phone calls etc.
c) Spokes person: Manager transmits organization's information to outside like
government, departments, public, media etc. This information may include
organization's annual reports, achievements, plans, policies, etc. They may do it by
holding board meetings or advertising in newspapers, etc.
20. 3. Decisional roles:
These are related to making decisions.
These are:
a) Entrepreneur: Manager analyses organization's development opportunities and
possibilities and bring about organic changes to grow the organization and make it more
profitable. He motivates employees to give their suggestions and achieve organization's
objectives.
b) Disturbance Handler: Manager takes corrective actions whenever any disturbance or
crisis occurs inside or outside the organization. Handles disputes among employees,
among employees and business partners, and among business partners. Thus he plays the
role of a rescuer.
c) Resources Allocator: Manager allocates the organization's resources like people, money,
infrastructure, etc. so that it is optimally utilized and enhances its productivity. He
approves plans, budgets and programmes, and set priorities.
d) Negotiator: Manager negotiates with the team, departments and organizations to defend
business interests and gain advantage for his team, department and organization.
21. CHALLENGES AND OPPORTUNITIES
1. Improving Peoples’ Skills.
2. Improving Quality and Productivity.
3. Total Quality Management (TQM).
4. Managing Workforce Diversity.
5. Responding to Globalization.
6. Empowering People.
7. Coping with Temporariness.
8. Stimulating Innovation and Change.
9. Emergence of E-Organization & E-Commerce.
10. Improving Ethical Behavior and Customer
Service.
11. Helping Employees Balance Work-Life
Conflicts.
12. Flattening World
22. MODELS OF ORGANIZATIONAL BEHAVIOR
DIMENSIONS
BASIS
MANGERIAL
ORIENTATION
EMPLOYEES
ORIENTATION
EMPLOYEES’
PSYCHOLOGI
CAL RESULT
EMPLOYEES’
NEEDS MET
PEFORMANCE
RESULT
AUTOCRATIC
MODEL
CUSTODIAL
MODEL
SUPPORTIVE
MODEL
COLLEGIAL
MODEL
SYSTEM
MODEL
Power
Authority
Obedience
Dependence
on boss
Subsistence
Minimum
Economic
Resources
Money
Security &
Benefits
Dependence
on
organization
Security
Passive
cooperation
Leadership
Support
Job
performance
Participation
Status and
recognition
Moderate
enthusiasm
Moderate
enthusiasm
Self-
actualization
Self-
discipline
Responsible
behavior
Teamwork
Partnership Trusteeship
Caring &
compassionate
Psychologic
al ownership
Self-
motivation
Wide
range
Passion &
commitment to
org. goals
