Organisational behavior  by savitha shetty governemnt college of nursing hassan
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Transcript

  • 1. GOOD MORNING
  • 2. WHAT IS AN ORGANISATION Groups of people who work interdependently toward some purpose Structured patterns of interaction Coordinated tasks Work toward some purpose
  • 3. ORGANISATIONAL BEHAVIOUR Is the study and application of knowledge how people – as individual and as groups within organizations.Acts
  • 4. GOALS OF ORGANISATIONAL BEHAVIOUR To Describe To understand To predict To control
  • 5. FEATURES OF ORGANISATIONAL BEHAVIOUR 1. • An Integral Part of Management 2. • A Field of Study 3. • Inter-disciplinary Approach 4. • Levels of Analysis
  • 6. 5. • Goal-Oriented 6. • Human Tool 7. • Science and art 8. • Satisfaction of Employees’ Needs
  • 7. IMPORTANCE OF ORGANISATIONAL BEHAVIOUR  Helps an individual to understand himself and others better. The manager understand the basis of motivation of subordinates. It will be successful in maintaining cordial industrial relations. OB helps in the field of marketing.  OB helps in predicting the behaviour of individual. Enables a manager to motivate his subordinates towards higher productivity and better results.
  • 8. FORCES AFFECTING ORGANIZATIONAL BEHAVIOUR People Structure Technology Environment OB
  • 9. Disciplines contributing to OB Psychology Anthropology Political scienceEconomics Sociology
  • 10. Levels of OB Individual Interpersonal Group Intergroup level
  • 11. ELEMENTS OF ORGANISATIONAL BEHAVIOUR • The organisation’s base rests on management’s philosophy, values, vision and goals. • The culture determines the type of leadership, communication, and group dynamics within the organisation. • The workers perceive this as the quality of work life which directs their degree of motivation. • The final outcomes are performance, individual satisfaction, and personal growth and development. • All these elements combine to build the model or framework that the organisation operates from.
  • 12. Models of OB 1. Autocratic Model  Orientation is towards power.  High dependence on boss.  The organizational process is formal.  The management decides what the best action for the people is.  The model is largely based on the theory x assumptions of McGregor  This usually happens at lower strata of the organization
  • 13. 2. Custodial Model The model depends on the economic resources of the organization & its ability to pay for the benefits. The employees are highly dependent on the organization. The employees are able to satisfy their security needs . Employees performance level is not high as are not given any authority to decide what benefits / rewards they should get. Hence not a suitable model for matured employees.
  • 14. 3. Supportive Model This model depends on managerial leadership rather than on the use of power or money. The aim of managers is to support employees in their achievement of results. The focus is on employee participation in managerial decision making process. The supportive model is best suited when employees are self motivated. Manager’s role is to help employees achieve their work rather than supervising them closely.
  • 15. 4. Collegial Model The term “Collegial” refers to a body of people having a common purpose. It is based on the team concept in which employee develops a high degree of understanding towards others and shares common goals. “Responsibility” is expected out of the employees. Employees need a little direction and control from the management. Control is through self disciple from the team members.
  • 16. 5. System Model  Herein, there is a strong search for a higher meaning at work by the employees; they want more than a pay check & job security from their jobs.  They look for a work that is ethical, infused with integrity & trust and provide an opportunity to experience a growing sense of community among co-workers.  To accomplish this, the managers demonstrate caring and a compassionate attitude.  The role of a manager is to facilitate employee accomplishments through a variety of actions.
  • 17. In turn, the employees realize and recognize the mutuality of company- employee obligations in a system model. There is a sense of psychological ownership for the organization and its products / services. The employees take a responsibility for their own goals and actions, hence are self motivated. Hence, the employee needs are higher- order needs (social, status, esteem, autonomy, and self-actualisation).