Introduction to organizational behaviour

1. INTRODUCTION TO ORGANIZATIONAL
BEHAVIOUR
Anuttama Banerjee

2. WHAT ARE ORGANIZATIONS?
Groups of people who work
interdependently toward
some purpose:
Structured patterns of
interaction
Coordinated tasks
Work toward some
purpose

3. 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 the
organization, for the
purpose of applying
such knowledge
towards improving an
organizational
effectiveness”.

4. GOALS OF OB
 Observe human
behaviour
 Explain human
behaviour
 Predict human
behaviour
 Modify human
behaviour in the
desired direction

5. ACCORDING TO GARY JOHNS, "ORGANIZATIONS ARE SOCIAL
INVENTIONS FOR ACCOMPLISHING GOALS THROUGH GROUP
EFFORTS"
 Social Inventions: The word "social" as a derivative of society
basically means gathering of people. It is the people that primarily
make up an organization.
 Accomplishing Goals: All organizations have reasons for their
existence. These reasons are the goals towards which all
organizational efforts are directed. While the primary goal .of any
commercial organization is to make money for its owners, this
goal is inter-related with many other goals. Accordingly, any
organizational goal must integrate in itself the personal goals of
all individuals associated with the organization.
 Group Effort: People, both as members of the society at large
and as a part of an organization interact with each other and are
inter-dependent. Individuals in themselves have physical and
intellectual limitations and these limitations can only be overcome
by group efforts

6. ELEMENTS OF ORGANISATIONAL BEHAVIOUR
 People: People make up the internal and social system of the
organization. They consist of individuals and groups. The groups may be
big or small; formal or informal; official or unofficial. Groups are dynamic
and they work in the organization to achieve their objectives.
 Structure: Structure defines the formal relationships of the people in
organizations. Different people in the organization are performing
different type of jobs and they need to be related in some structural way
so that their work can be effectively co-ordinated.
 Technology: Technology such as machines and work processes
provide the resources with which people work and affects the tasks that
they perform. The technology used has a significant influence on
working relationships. It allows people to do more and work better but it
also restricts' people in various ways.
 Environment: All organizations operate within an external environment.
It is the part of a larger system that contains many other elements such
as government, family and other organizations. All of these mutually
influence each other in a complex system that creates a context for a
group of people

7. DIRECT ENVIRONMENTAL FORCES
 Customers
 Competitors
 Suppliers
 Regulatory Agencies
 Labour Market

8. INDIRECT ENVIRONMENTAL FORCES
 Economic Forces
 Socio cultural factors
 Political factors
 Technological factors
 International factors (applicable for MNCs)

9. Learning
Motivating
Personality
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Group dynamics
Work teams
Communication
Power
Conflict
Inter group behavior
Formal organization theory
Organizational technology
Organization change
Organizational cultural
Behavioral change
Attitude change
Communication
Group processes
Group decision making
Comparative values
Comparative attitudes
Cross-cultural analysis
Organizational culture
Organizational
environment
Conflict
Intraorganizational
politics
Power
Psychology
Sociology
Social
psychology
Anthropology
Political
Science

10. CATEGORIES OF MANAGERIAL ROLE

11. INTERPERSONAL ROLES : IN EVERY ORGANIZATION MANAGERS SPEND A
CONSIDERABLE AMOUNT OF TIME IN INTERACTING WITH OTHER PEOPLE
BOTH WITHIN THEIR OWN ORGANIZATIONS AS WELL AS OUTSIDE
 Figure/lead Role: Managers act as symbolic figureheads performing social or
legal obligations. These duties include greeting visitors, signing legal
documents, taking important customers to lunch, attending a subordinate's
wedding
 Leadership Role: The influence of the manager is most clearly seen in the
leadership role as a leader of a unit or an organization. Since he is responsible
for the activities of his subordinates therefore he must lead and coordinate their
activities in meeting task-related goals and motivate them to perform better. He
must be an ideal leader so that his subordinates follow his directions and
guidelines with respect and dedication
 Liaison Role: The managers must maintain a network of outside contacts. In
addition, they need to have a constant contact with their own subordinates,
peers and superiors in order to assess the external environment of competition,
social changes or changes in governmental rules and regulations

12. INFORMATION ROLES : A MANAGER, BY VIRTUE OF HIS INTERPERSONAL CONTACTS,
EMERGES AS A SOURCE OF INFORMATION ABOUT A VARIETY OF ISSUES CONCERNING
AN ORGANIZATION. IN THIS CAPACITY OF INFORMATION PROCESSING, A MANAGER
EXECUTES THE FOLLOWING THREE ROLES.
 Monitor Role: The managers are constantly monitoring and
scanning their internal and external environment, collecting and
studying information regarding their organization. This can be
done by reading reports and periodicals, interrogating their liaison
contacts and through gossip, hearsay and speculation
 Information Disseminator Role: The managers must
transmit the information regarding changes in policies or
other matters to their subordinates, their peers and to other
members of an organization. This can be done through memos,
phone calls, individual meetings and group meetings
 Spokesman Role: A manager has to be a spokesman for his
unit and represent his unit in either sending relevant information
to people outside his unit or making some demands on behalf of
his unit

13. DECISION ROLES : A MANAGER MUST MAKE DECISIONS AND SOLVE
ORGANIZATIONAL PROBLEMS ON THE BASIS OF THE ENVIRONMENTAL
INFORMATION RECEIVED. IN THAT RESPECT, A MANAGER PLAYS FOUR
IMPORTANT ROLES
 Entrepreneur Role: Managers, as entrepreneurs are constantly
involved in improving their units and facing the dynamic technological
challenges.
 Conflict Handling Role: The managers are constantly involved as
judge in solving conflicts among the employees and between employees
and management
 Resource Allocation Role: The managers establish priorities among
various projects or programs and make budgetary allocations to different
activities of an organization based on these priorities
 Negotiator Role: The managers in their negotiator role represent their
organization in negotiating deals and agreements within and outside of
an organization

14. MANAGEMENT FUNCTIONS
 Henri Fayol proposed that all managers are required to perform five
management functions in order to execute their day-to-day activities
 Planning: The planning function involves the process of defining goals,
establishing strategy for achieving those goals, and developing plans to
integrate and coordinate activities
 Organizing: It includes the process of determining what tasks are to be
done, who is to do them, how the tasks are to be grouped, who reports
to whom at what level decisions are made
 Commanding: It is the influencing of people so that they will contribute
to organization and group goals. Leading involves motivating,
communicating employees to accomplish goals and objectives of an
organization
 Controlling: It is the measuring and correcting of activities of
subordinates to ensure that events conform to plans. It measure
performance against goals and plans, shows negative deviations exit
and by putting in motion actions to correct deviation, helps ensure
accomplishment of plans

15. CHALLENGES OF OB…
 1: Changing Social/ Demographic/Cultural Environment
 2: Evolving Global Environment
 3: Advancing Information Technology
 New Employee – Employer relationship due to merger
or acquisition
 4: Changing values and Ethics