Organisational behaviour with full details by Anal Mandal

1. Organizational Behaviour
Anal Mandal
ECE – 8th Semester – 101
Techno Engineering College Banipur

2. Contents
Topics Page No.
What is Organizational Behaviour & Definition 2 - 3
Discipline contributing in Organizational Behaviour 4 - 7
Need & Importance of Organizational Behaviour 8
History of Organizational Behaviour 9 – 21
Challenges and Opportunities of Organizational Behaviour 22 – 28
References 29
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3. What is Organizational Behaviour?
 Organizational
 It is a group of people who are collected to work for a common goal with collective
efforts
 Behaviour
 It is a verbal or physical response shown by a person as a consequence of the
impact of his/her surroundings
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4. Definition of Organisational Behaviour
It is a field of study that investigates the
impact that individuals, groups and
structure have on behaviour within
organization
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5. Disciplines contributing to
Organizational Behaviour
 Psychology
 It is a science that seeks to
measure explain and sometimes
change the behaviour of human as
well as animals
 Domains of OB inherited from
Psychology are –
 Learning
 Motivation
 Perception
 Personality
 Attitude
 Job Satisfaction
 Work Stress
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6. Disciplines contributing to
Organizational Behaviour
 Sociology
 As Psychology focus on individuals
while sociology studies people in
relation to social environment and
culture
 Domains of OB inherited from
Sociology are –
 Organizational Culture
 Organizational Structure
 Power & Politics
 Organizational Communication
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7. Disciplines contributing to
Organizational Behaviour
 Social Sociology
 Social Psychology is inherited from
Sociology and Psychology
 Social Psychology studies the
influence of people on one
another. It is more oriented
towards group behaviour
 Domains of OB inherited from
Social Sociology are –
 Group decision making
 Communication
 Behavioural Change
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8. Disciplines contributing to
Organizational Behaviour
 Anthropology
 It is a field that seeks to study
various societies to learn about
human beings and their activities.
 Domains of OB inherited from
Anthropology are –
 Cross culture analysis
 Organizational Culture
 Comparative Values
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9. Need and Importance of OB
 Skill Development – Abilities and Knowledge of employees
 Understanding level of motivation and satisfaction of employees
 Helps in increasing efficiency of the organization
 To create healthy and ethical environment in the organization
 OB helps in utilizing the resources to the optimum level
 It helps in predicting behaviour of group and individuals
 Overall, it improves the goodwill of the organization
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10. History of Organizational Behaviour
 Classical View
 Bureaucracy
 Scientific Management
 Administrative
 Neoclassical
 Human Relations Movement
 Chester Barnard
 Integrating management theories
 Contingency Approach
 System
 Behavioural approach
 Quantitative approach
EARLY MANAGEMENT APPROACHES
MODERN MANAGEMENT APPROACHES
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11. Classical Administration Theory
Classical View (Early 1900s-1920)
 Bureaucracy:
 Max Weber(father of modern sociology)
 Strict chain of command, detailed rules, high
specialization, centralized power, and selection and
promotion based on technical competence
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12. Classical Administration Theory
Scientific management:
 Focusses on worker & machine relationship.
 Frederick Taylor(1911)-Father of Scientific Management.
 Published- Principles of Scientific Management
 Gilberth- “one best way” of doing work
 Motion study & time study
 Henry Gantt(1861-1919)- Gantt charts
 Henry focussed on motivational schemes, leadership and management skills
for an effective industrial organisation
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13. Classical Administration Theory
Administrative Management:
 Henri Fayol (1941-1924),popularized the concept of the “universality of
management principles”
 Father of Modern Management.
 Attempts to prescribe the “correct” way to manage an organization and
achieve its goals
 High specialization of labour (each dept tended to its own business, and
decision making was centralized)
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14. Neoclassical School
 Human relations
 Chester Barnard(1886-1961)
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15. Human Relations Movement
 Advocates management styles that are more participative and oriented
towards employee needs
 Hawthorne Works of the Western Electric Company; 1924-1932
 Initiated as an attempt to investigate how characteristics of the work setting
affect employee fatigue and performance (i.e., lighting)
 Found that productivity increased regardless of whether illumination was
raised or lowered
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16. Chester Barnard
 3 top functions of executives-
 Establish and maintain an effective communication system
 Hire and retain effective personnel
 Motivate those personnel
 He gave ‘Acceptance Theory of Authority’
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17. Modern Management Approach
 System theory
 Contingency view
 Behavioural approach
 Quantitative approach
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18. System Approach
 Emerged during 1940s and World War-2
 System is also an organization just like a human body
 It can be defined as “essentially a set or assembly of things interconnection or
interdependent , so as to form a complex unites”
 Any degree of change will affect some other system
 Firstly applied in the fields of science and engineering system
 There are 2 major types of system: 1) Open system 2) Closed system
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19. System Approach
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20. Contingency View(mid 1960s)
 Also called Situational approach
 Emphasizes the fit b/w organisation process and the characteristic of the
situation
 It assumes that managerial behaviour is dependent on wide variety of
elements
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21. Behavioural Approach
 It is improved and more mature version of the human relations approach
 Scientists like Douglas McGregor, Abraham Maslow, Kurt Lewin, Chester
Barnard, Mary Parker Follet etc contributed to this behavioural approach
hence they are called Behavioural scientists
 Their contributions helped in understanding OB
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22. Quantitative Approach
 Also called the management science approach
 It gained momentum during 2nd world war to seek solutions to complex
problems in warfare
 The scientists engaged for this purpose were known as Operations Research
teams(‘.’ it included construction of mathematical models to simulate the
problem)
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23. Challenges and Opportunities for OB
 Overseeing movement of jobs to countries with
 Low-cost labour
 Stimulating Innovation and Change
 Working in Networked Organization
 Increasing Empowerment
 Emergence E-organization
 Improving Ethical Behaviour
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24. Overseeing movement of jobs to
countries with Low-cost labour
 It’s increasingly difficult for managers in advance nation.
 In a global economy, jobs tend to flow where lower costs give business a
comparative advantage, through labour group, politicians, and local
community leaders see the exporting of jobs as undermining the job market
at home.
 Managers face the difficult task of balancing the interests of their
organization with their responsibilities to the communities in which they
operate.
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25. Stimulating Innovation and Change
 Today’s successful organizations must foster innovation and master the art of
change, or they’ll become candidates for extinction.
 Victory will go to the organizations if that maintain their flexibility,
continually improve their quality, and beat their competition to the
marketplace with a constant stream of innovative product and services.
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26. Working in Networked Organization
 Network organizations allow people to communicate and work together even
though they may be thousands of miles apart.
 The manager’s job is different in a networked organization.
 Motivating and leading people and making collaborative decisions online
requires different techniques than when individuals are physically present in
a single location.
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27. Increasing Empowerment
 If leaders want to tap into the possibilities of an empowerment-based
company, they need to have confidence in employees.
 Employees should also be given opportunities to make their own decisions and
successful.
 For an empowerment-based organization, rules and policies that interfere
with self-management should be made more soften.
 Leaders should also set goals that can inspire people.
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28. Emergence E-organization
 It refers to the business operations involving electronic mode of transactions.
 In this process, the marketing and selling of goods and services are being
carried out over the Internet.
 E-business includes developing strategies for running Internet- based
companies, creating integrated supply chains, collaborating with partners to
electronically coordinate design and production, identifying a different kind
of leader to run a ‘virtual’ business, finding skilled people to build and
operate internet and websites, and running the back room or the
administrative side.
 Today’s successful organization must focuses on to e- organization
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29. Improving Ethical Behaviour
 The complexity in business operations is forcing the workforce to face ethical
dilemmas, where they are required to define right and wrong conduct in
order to complete their assigned activities.
 A very important organizational challenge relates to ethical behaviours. It is
the duty of today’s managers to create an ethically healthy climate for their
employees, where they can do their work productively and with clean
conscience.
 Managers and their organizations are responding to the problem of unethical
behaviour in number of ways. Managers must disclose code of ethics to guide
employees through ethical dilemmas. They can organizing seminars,
workshops, training programs to try to improve ethical behaviour of
employees.
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30. References
 https://www.youtube.com/watch?v=SheMhZeajyk
 https://www.slideshare.net/Abdullah071995/challenges-and-opportunities-
for-ob
 https://www.slideshare.net/rajshravanthi/history-of-ob-64201620
 http://en.wikipedia.org/wiki/Organizational_studies
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31. Thank You
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