1. Introduction to
organizational behavior
A way to understand One's organization

2. Topics which we have
learned
 The organizational theories
Modern organizational designs
The organizational culture
Creating and maintain a culture
The meaning of personality
The role of heredity an the brain
The perception process
Social perception
Work related attitude
Stress and conflict

3. organization

4. What is an
organizational behavior?
According to Luthans
“OB is directly concerned with the understanding, predicting
and controlling of human behavior in organizations.”

5. What is an
organizational behavior?
Stephen P Robins
A systematic study
and application of
knowledge about
how individuals and
groups act with in
the organization
where they work

6. Organizational behavior chart

7. Importance of OB
1. It provides a road map to our lives in
organization.
2. It uses scientific research to help
understand and predict organization life.
3. OB help us influence organizational event.
4. It help us to understand himself and others
better.
5. It helps to understand the basis of
motivation.

8. Fundamental concepts of
organizational behavior?
The nature of people
 Individual difference
 A whole person
Motivated behavior
Value of the person

9. The nature of
organization
 social system
Mutual interest

10. Characteristics of OB
Large Size
It employ Hundreds and thousands of employees.
Human Resources Complexity
It involves huge investment and complicated
technology, their management and operation is a
complex affair.
Co-ordination Pattern Behavior
There is a system of working in all organization
like hierarchical levels, a chain of command, rules
and procedures.
Discipline Dynamic
Organization behavior is dynamic rather than
static. It essence is reflected in change in
behavior of individuals in organization

11. THE CHALLENGES
FACING MANAGEMENT
Challenges
Challenges at the Individual Level
Job Satisfaction
Empowerment
Behaving Ethically
Challenges at the Group Level
Working With Others
Workforce Diversity

12. RESEARCH
METHODOLOGY TO
DETERMINE VALID
EVIDENCE
An evidence-based approachto organizational behavior dependson rigorous research
methodology.Accumulating validevidenceof why people behave the way they do is a very
delicate and complexprocess. In fact, the problems are so great that many scholars, chiefly
from the physical and engineeringsciences,argue that there can be no precisescience of
behavior. They maintainthat humans cannot be treated like chemical orphysical elements;
they cannot be effectively controlledor manipulated.

13. The Overall Scientific
Perspective
Behavioral scientists in general and organizational
behavior researchers in particular strive
to attain the following hallmarks of any science:
1. The overall purposes are understanding/explanation,
prediction, and control.
2. The definition are precise and operational.
3. The measures are reliable and valid.
4. The methods are systematic.
5. The results are cumulative.

14. FIGURE 1.1
Simple Relationships
Among Problems,
Methodology, and
Valid Evidence.

15. The Validity of Studies
The value of any evidence is dependent on its validity. In
particular, research results must
have both
 internal validity
external validity

16. external validity
External validity, which is concerned with the
generalizability of the results obtained. In order for a
study to have external validity, the results must be
applicable to a wide range of people and situations.

17. internal validity
A study has internal validity if there are no plausible
alter-
native explanations of the reported results other
than those reported. The threats to internal
validity include uncontrolled intervening events that
occur between the time the pre-experiment
measurement is taken and the time the
postexperiment measurement is taken or does
A cause B, or does B cause A, a problem with
correlational studies.

18. FIGURE 1.2
The Relationship Organizational Behavior to Other Closely
Related Disciplines.

19. THEORETICAL
FOUNDATION FOR
ORGANIZATIONAL
BEHAVIOR
Cognitive Framework
Behavioristic Framework
Social Cognitive Framework

20. Cognitive
Framework
The cognitive approach has
been accused of being
mentalistic, and the
behavioristic approach has
been accused of being
deterministic.
Cognitive theorists argue that
the S-R
model, and to a lesser degree
the R-S model, is much too
mechanistic an explanation of
human behavior.

21. The Basic Human Capabilities According to Bandura’s Social
Cognitive Theory (SCT).

22. Behavioristic Framework
These pioneering behaviorists stressed the importance of dealing
with observable behaviors instead of the elusive mind that had preoccupied earlier
psychologists. They used classical conditioning experiments to formulate the
stimulus-response (S-R) explanation of human behavior.
Both Pavlov and Watson felt that behavior could be best understood in terms of S-
R. A stimulus elicits a response. They concentrated mainly on the impact of the
stimulus and felt that learning occurred when the S-R connection was made.

23. Social Cognitive Framework
Social learning takes the position that behavior can best
be explained in terms of a continuous reciprocal
interaction among cognitive, behavioral, and
environmental determinants. The person and the
environmental situation do not function as independent
units but, in conjunction with the behavior itself,
reciprocally interact to determine behavior. Bandura
explains that “it is largely through their actions that
people produce the environmental conditions that affect
their behavior in a reciprocal fashion. The experiences
generated by behavior also partly determine what a
person becomes and can do, which, in turn, affects
subsequent behavior.

24. A Conceptual Model for the Study of Organizational
Behavior: An Evidence-Based Approach.
Environmental Context
2. Globalization, Diversity, & Ethics
Organizational Context
3. Design & Culture
4. Reward System
Social
Cognitiv
e
Theory
Dynamics
8. Communication
& Decision
Making
9. Stress & Conflict
10. Power & Politics
11. Groups &
Teams
12. Behavioral
Management
13. Leadership
Processes
14. Great
Leaders
Cognitive Processes
5. Personality, Perception, & Attitudes
6. Motivational Processes and Application
7. Positive Organizational Behavior and Psychological
Capital