SlideShare a Scribd company logo
1 of 97
Download to read offline
EXPLAIN THE ORGANISATIONAL
BEHAVIOUR FRAMEWORK
Introduction to Organizational Behaviour:
Definition, Importance, Scope,
Fundamental Concepts of OB, Different models of OB
- autocratic, custodial,
supportive, collegial and SOBC
Introduction
The study of organizations and of the
collection of people within them together
comprises the field of organizational behavior.
Organizational behavior (OB) is the study of
human behavior in organizational settings, the
interface between human behavior and the
organization, and the organization itself.
Organizational Behavior is a field of study that
investigates the impact that individuals, groups,
and structure have on behavior within
organizations for the purpose of applying such
knowledge towards improving an organization's
effectiveness.
What is Organizational Behavior?
Organizations are social systems.
Organization is a combination of humanity
and technology.
OB is the study and application of
knowledge about how people act within the
organization.
It is a human tool for human benefit .
Contd..
A complex set of forces affects the nature
of organizations today.
It can be classified into four areas:
1. People
2. Structure
3. Technology
4. Environment
Contd..
When people join the organization to accomplish
the goals/ objectives, some kind of structure is
required. They use machinery, gadgets &
technology to achieve the organizational goals.
At the same time they are influenced by external
environment.
Organizations are defined as social arrangements,
constructed by people, who can also change them.
----Buchanan and Huczynski (1997)
Organizations are a system of cooperative activities
and their coordination requires something intangible
and personal that is largely a matter of personal
relationships.
---- Barnard (1938)
OB is concerned with “the study of the structure,
functioning and performance of organizations, and
the behavior of groups and individuals within them”.
---- Pugh (1971
The Nature of Organizational Behavior
The Organization
Environment
Environment
The Individual-Organization
Interface
Human Behavior in Organizational
Settings
Nature of OB
A field of study and not a discipline
Interdisciplinary Approach
An Applied Science
Normative and Value Centered
Humanistic & optimistic
Oriented Towards Organizational Objectives
A total Systems Approach
Evolution of OB
Robert Owen-(1800)
Young Factory Owner-First to emphasize the human needs
of employees and refused to employ children Taught
workers to improve working conditions
Father of personnel management
Andrew Ure-(1935)
The Philosophy of Manufacturers -1835
Value of human factor in manufacturing
Provided welfare facilities to workers
J.N. TATA in 1886 Instituted a pension fund & 1895 began to
pay accident compensation.
Evolution of OB
William Gilbreth-(1914)
“The Psychology of Management
F.W.Taylor-(1916)
Father of Scientific Management
Time & Motion Study
Piece Rate Method
Evolution of OB
Henry Fayol (1916)
Administrative Management , Principle of Governing Behavior,
Management Quality
Elton Mayo-(1920’s & 1930’s)
Human behavior at Harvard University
Hawthorne's Experiments/Plant
Abraham H. Maslow (1954):
Need Hierarchy Motivation model
Douglas McGregor (1960):
Theory X and Theory Y Managerial Style
Henry Mintzberg (1960) :
Managerial Roles : Interpersonal, Informational and Decision
making
Evolution of OB
Peter Drucker (1909 -2005)
Father of modern management
Importance of change
How to bring best out of people
Innovation
Entrepreneurship
Major Contributing Disciplines to the field
of organizational Behavior
1. Psychology: how individuals behave in response to
a stimulus.
2. Sociology: how individuals relate to groups and to
each other.
3. Social Psychology: How individuals and
organizations perceive conflict, threats and
undergo stress.
4. Anthropology: understanding customs traditions
and social mores of people since the organization is
a microcosm of the larger society.
Contd..
5. Political Science: Understanding Power,
Authority and Corporate Politics.
6. Economics: Appreciating monetary (wage
and bonus) and non monetary incentives
(housing, schooling and medical care) to
employees so that they are motivated to
produce more efficiently and effectively.
Challenges for OB
Globalization to Respond
Managing Diversity
Improving Quality and Productivity
Improving Customer Service
Improving People Skills
Stimulating Innovation and Chang e
Coping with Temporariness
Working in network organization
Helping employees balance work-life conflicts
Creating Positive work environment
Improving Ethical Behaviour
THE SCOPE OF THE ORGANIZATIONAL
BEHAVIOUR IS AS UNDER:
Impact of personality on performance
(b) Employee motivation
Leadership
How to create effective teams and groups
Study of different organizational structures
Individual behaviour, attitude and learning
Perception
Design and development of effective organization
Job design
Impact of culture on organizational behaviour
Management of change
Management of conflict and stress
Organizational development
Organizational culture
Transactional analysis
Group behaviour, power and politics
Job design
Study of emotion
Importance of OB
OB provides a road map to our lives in organizations.
OB uses scientific research to understand and make
organization life, as it helps to predict what people will do
under various conditions
It helps to influence organizational events – to understand
and predict events
It helps individual understand herself/ himself in better
fashion.
It helps manager to manage human resources effectively.
Eg. Motivation
It helps organizations for maintaining cordial industrial
relations.
It is also useful in the field marketing.
Interpersonal Level:
Group Level
Inter-group Level
The co-operative relationships help the organisation in
achieving its objectives.
Controlling and Directing Behaviour
Use of Power and Sanction
Leadership
Communication
Organizational Climate
Organizational Adaptation
Hawthorne Effect
Illumination Experiment.
Relay Assembly Test Room Experiment.
Interviewing Programme.
Bank Wiring Test Room Experiment
Illumination Experiment:
This experiment was conducted to establish relationship
between output and illumination. When the intensity of
light was increased, the output also increased.
The output showed an upward trend even when the
illumination was gradually brought down to the normal
level.
Therefore, it was concluded that there is no consistent
relationship between output of workers and
illumination in the factory. There must be some other
factor which affected productivity.
Relay Assembly Test Room
Experiment:
This phase aimed at knowing not only the impact of illumination
on production but also other factors like length of the working
day, rest hours, and other physical conditions. In this
experiment, a small homogeneous work-group of six girls was
constituted. These girls were friendly to each other and were
asked to work in a very informal atmosphere under the
supervision of a researcher.
Productivity and morale increased considerably during the
period of the experiment. Productivity went on increasing and
stabilized at a high level even when all the improvements were
taken away and the pre-test conditions were reintroduced. The
researchers concluded that socio-psychological factors
such as feeling of being important, recognition, attention,
participation, cohesive work-group, and non-directive
supervision held the key for higher productivity.
Mass Interview Programme:
The objective of this programme was to make a systematic
study of the employees’ attitudes which would reveal the
meaning which their “working situation” has for them. The
researchers interviewed a large number of workers
with regard to their opinions on work, working
conditions and supervision. Initially, a direct approach
was used whereby interviews asked questions considered
important by managers and researchers.
The researchers observed that the replies of the workmen
were guarded. Therefore, this approach was replaced by an
indirect technique, where the interviewer simply listened
to what the workmen had to say.
The findings confirmed the importance of social
factors at work in the total work environment.
Bank Wiring Test Room Experiment:
This experiment was conducted Dickson with a view to develop
a new method of observation and obtaining more exact
information about social groups within a company and also
finding out the causes which restrict output. The experiment
was conducted to study a group of workers under
conditions which were as close as possible to normal. This
group comprised of 14 workers.
After the experiment, the production records of this group
were compared with their earlier production records. It was
observed that the group evolved its own production norms for
each individual worker, which was made lower than those set by
the management. Because of this, workers would produce only
that much, thereby defeating the incentive system.
Those workers who tried to produce more than the group norms
were isolated, harassed or punished by the group.
The findings of the study are:-
Each individual was restricting output.
The group had its own “unofficial” standards of
performance.
Individual output remained fairly constant over a
period of time.
Informal groups play an important role in the working
of an organization
Contributions of the Hawthorne
Experiment:
A business organization is basically a social system. It is not
just a techno-economic system.
Management must learn to develop co-operative attitudes
and not rely merely on command.
Participation becomes an important instrument in human
relations movement. In order to achieve participation,
effective two-way communication network is
essential.
Productivity is linked with employee satisfaction in any business
organization. Therefore management must take greater
interest in employee satisfaction.
Group psychology plays an important role in any business
organization. We must therefore rely
more on informal group effort.
Models of OB:
Traditional
Models
•Feudalism
•Slavery
Modern Models of Organizational
Behavior
Autocratic Model
Custodial Model
Supportive Model
Collegial Model
SOBC Model
Autocratic Model
Basis of Model Power
Managerial Orientation Authority
Employee Orientation Obedience
Employee psychological
results
Dependence on Boss
Employees needs met Subsistence (Survival)
Performance result Minimum
Custodial Model
Basis of Model Economic Resources
Managerial Orientation Money
Employee Orientation Security & Benefits
Employee Psychological
Results
Dependence on
Organization
Employees Needs Met Security
Performance Result Passive Cooperation
Supportive Model
Basis of Model Leadership
Managerial Orientation Support
Employee Orientation Job Performance
Employee Psychological
Results
Participation
Employees Needs Met Status & Recognition
Performance Result Awakened Drives
Basis of Model Partnership
Managerial Orientation Teamwork
Employee Orientation Responsible Behavior
Employee Psychological
Results
Self Discipline
Employees Needs Met Self Actualization
Performance Result Moderate
Enthusiasm
Collegial Model
S O B C Model
Basis of Model Facilitator
Managerial Orientation Empathy
Employee Orientation Belongingness
Employee Psychological
Results
Ownership
Employees Needs Met Higher Order Needs
Performance Result Passion and
Commitment
S O B C
Basis of Model Facilitator
Managerial
Orientation
Empathy
Employee Orientation Belongingness
Employee
Psychological results
Ownership
Employees needs met Higher order needs
Performance result Passion and
Commitment
S-O-B-C Model
Stimulus Organism Behavior Consequence
• Overt &
Covert
Stimuli
• Physical,
SocioCultural
&
technological
Environment
• Cognitive
Mediators
• Physiological
being
Environmental
• Overt & Covert
responses &
Patterns of
Behavior
• Overt & Covert
• Positive &
Negative
• Consequences
and Dynamics
THANK YOU

More Related Content

Similar to OB Framework Explained

Elton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne StudiesElton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne Studiessteffibhasme
 
Introduction To The Field Of Organizational Behaviour
Introduction To The Field Of Organizational BehaviourIntroduction To The Field Of Organizational Behaviour
Introduction To The Field Of Organizational BehaviourSahil Mahajan
 
intoduction of organization behaviour
intoduction of organization behaviourintoduction of organization behaviour
intoduction of organization behaviourManish Kaushik
 
Introduction to Organisational Behaviour
Introduction to Organisational BehaviourIntroduction to Organisational Behaviour
Introduction to Organisational BehaviourISAAC Jayant
 
Presentation On HUMAN RELATION APPROACH 56 (1).pptx
Presentation On HUMAN RELATION APPROACH 56 (1).pptxPresentation On HUMAN RELATION APPROACH 56 (1).pptx
Presentation On HUMAN RELATION APPROACH 56 (1).pptxmng2021
 
Westerncompany hawthorne experiment
Westerncompany hawthorne experimentWesterncompany hawthorne experiment
Westerncompany hawthorne experimentPunit Tripathi
 
Organisational behaviour
Organisational behaviourOrganisational behaviour
Organisational behaviourSrishti Aneja
 
Ob lecture1 -1-
Ob lecture1 -1-Ob lecture1 -1-
Ob lecture1 -1-Nada Ariff
 
2 h. relation & intr-pers skill -ob-23
2  h. relation & intr-pers skill -ob-232  h. relation & intr-pers skill -ob-23
2 h. relation & intr-pers skill -ob-23Hitesh Rochwani
 
Human relations and behavioral science approach to motivation in selected bus...
Human relations and behavioral science approach to motivation in selected bus...Human relations and behavioral science approach to motivation in selected bus...
Human relations and behavioral science approach to motivation in selected bus...Alexander Decker
 
Role of hr manager
Role of hr managerRole of hr manager
Role of hr managerrajesh149671
 
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...BBAsourashtracollege
 
Evolution of Management Thought
Evolution of Management ThoughtEvolution of Management Thought
Evolution of Management ThoughtAakash singh
 
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptx
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptxModule-1 ORGANISATIONAL BEHAVIOUR 1.pptx
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptxS. Shreedhar Chavan
 
Organizational behavior
Organizational behavior Organizational behavior
Organizational behavior kdore
 

Similar to OB Framework Explained (20)

Elton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne StudiesElton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne Studies
 
Introduction To The Field Of Organizational Behaviour
Introduction To The Field Of Organizational BehaviourIntroduction To The Field Of Organizational Behaviour
Introduction To The Field Of Organizational Behaviour
 
intoduction of organization behaviour
intoduction of organization behaviourintoduction of organization behaviour
intoduction of organization behaviour
 
Ob first module
Ob first moduleOb first module
Ob first module
 
Introduction to Organisational Behaviour
Introduction to Organisational BehaviourIntroduction to Organisational Behaviour
Introduction to Organisational Behaviour
 
Presentation On HUMAN RELATION APPROACH 56 (1).pptx
Presentation On HUMAN RELATION APPROACH 56 (1).pptxPresentation On HUMAN RELATION APPROACH 56 (1).pptx
Presentation On HUMAN RELATION APPROACH 56 (1).pptx
 
Westerncompany hawthorne experiment
Westerncompany hawthorne experimentWesterncompany hawthorne experiment
Westerncompany hawthorne experiment
 
Organisational behaviour
Organisational behaviourOrganisational behaviour
Organisational behaviour
 
Working with people
Working with peopleWorking with people
Working with people
 
Ob lecture1 -1-
Ob lecture1 -1-Ob lecture1 -1-
Ob lecture1 -1-
 
2 h. relation & intr-pers skill -ob-23
2  h. relation & intr-pers skill -ob-232  h. relation & intr-pers skill -ob-23
2 h. relation & intr-pers skill -ob-23
 
Ob 1
Ob 1Ob 1
Ob 1
 
Human relations and behavioral science approach to motivation in selected bus...
Human relations and behavioral science approach to motivation in selected bus...Human relations and behavioral science approach to motivation in selected bus...
Human relations and behavioral science approach to motivation in selected bus...
 
Module 1
Module 1Module 1
Module 1
 
Role of hr manager
Role of hr managerRole of hr manager
Role of hr manager
 
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
 
Evolution of Management Thought
Evolution of Management ThoughtEvolution of Management Thought
Evolution of Management Thought
 
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptx
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptxModule-1 ORGANISATIONAL BEHAVIOUR 1.pptx
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptx
 
OB Introduction, Scope, Challenges and Opportunities, goal and OB Model
OB Introduction, Scope, Challenges and Opportunities, goal and OB Model OB Introduction, Scope, Challenges and Opportunities, goal and OB Model
OB Introduction, Scope, Challenges and Opportunities, goal and OB Model
 
Organizational behavior
Organizational behavior Organizational behavior
Organizational behavior
 

More from GooglePay16

Business Research , definition, significance .pptx
Business Research , definition, significance .pptxBusiness Research , definition, significance .pptx
Business Research , definition, significance .pptxGooglePay16
 
Scheduling(production and operations management systems).ppt
Scheduling(production and operations management systems).pptScheduling(production and operations management systems).ppt
Scheduling(production and operations management systems).pptGooglePay16
 
Marketing-Management-Definition-Basic-Concepts-Part-II.pptx
Marketing-Management-Definition-Basic-Concepts-Part-II.pptxMarketing-Management-Definition-Basic-Concepts-Part-II.pptx
Marketing-Management-Definition-Basic-Concepts-Part-II.pptxGooglePay16
 
Undergrad-60-Min-presentation.pptx
Undergrad-60-Min-presentation.pptxUndergrad-60-Min-presentation.pptx
Undergrad-60-Min-presentation.pptxGooglePay16
 
BRF (SGA-1930, LEC-1).pptx
BRF (SGA-1930, LEC-1).pptxBRF (SGA-1930, LEC-1).pptx
BRF (SGA-1930, LEC-1).pptxGooglePay16
 
43fc6814bc8544fb86662167772d3d80.pptx
43fc6814bc8544fb86662167772d3d80.pptx43fc6814bc8544fb86662167772d3d80.pptx
43fc6814bc8544fb86662167772d3d80.pptxGooglePay16
 
DataBase Management systems (IM).pptx
DataBase Management systems (IM).pptxDataBase Management systems (IM).pptx
DataBase Management systems (IM).pptxGooglePay16
 
Security (IM).ppt
Security (IM).pptSecurity (IM).ppt
Security (IM).pptGooglePay16
 
functionalinformationsystem-131220061837-phpapp01 (1).pptx
functionalinformationsystem-131220061837-phpapp01 (1).pptxfunctionalinformationsystem-131220061837-phpapp01 (1).pptx
functionalinformationsystem-131220061837-phpapp01 (1).pptxGooglePay16
 
Perfect Competition.pptx
Perfect Competition.pptxPerfect Competition.pptx
Perfect Competition.pptxGooglePay16
 
business plan.pptx
business plan.pptxbusiness plan.pptx
business plan.pptxGooglePay16
 
elementsoftqm-150316124443-conversion-gate01 (1).pdf
elementsoftqm-150316124443-conversion-gate01 (1).pdfelementsoftqm-150316124443-conversion-gate01 (1).pdf
elementsoftqm-150316124443-conversion-gate01 (1).pdfGooglePay16
 
Innovation in business and management.p,reg no:22MBA043.pptx
Innovation in business and management.p,reg no:22MBA043.pptxInnovation in business and management.p,reg no:22MBA043.pptx
Innovation in business and management.p,reg no:22MBA043.pptxGooglePay16
 
Kind ofEconomics and diseconomies of scale .ppt
Kind ofEconomics and diseconomies of scale .pptKind ofEconomics and diseconomies of scale .ppt
Kind ofEconomics and diseconomies of scale .pptGooglePay16
 
green innovation .pptx
green innovation .pptxgreen innovation .pptx
green innovation .pptxGooglePay16
 
economies of scale.ppt
economies of scale.ppteconomies of scale.ppt
economies of scale.pptGooglePay16
 
Externalities.pdf
Externalities.pdfExternalities.pdf
Externalities.pdfGooglePay16
 

More from GooglePay16 (19)

Business Research , definition, significance .pptx
Business Research , definition, significance .pptxBusiness Research , definition, significance .pptx
Business Research , definition, significance .pptx
 
Scheduling(production and operations management systems).ppt
Scheduling(production and operations management systems).pptScheduling(production and operations management systems).ppt
Scheduling(production and operations management systems).ppt
 
Marketing-Management-Definition-Basic-Concepts-Part-II.pptx
Marketing-Management-Definition-Basic-Concepts-Part-II.pptxMarketing-Management-Definition-Basic-Concepts-Part-II.pptx
Marketing-Management-Definition-Basic-Concepts-Part-II.pptx
 
Undergrad-60-Min-presentation.pptx
Undergrad-60-Min-presentation.pptxUndergrad-60-Min-presentation.pptx
Undergrad-60-Min-presentation.pptx
 
TNSI-22.ppt
TNSI-22.pptTNSI-22.ppt
TNSI-22.ppt
 
BRF (SGA-1930, LEC-1).pptx
BRF (SGA-1930, LEC-1).pptxBRF (SGA-1930, LEC-1).pptx
BRF (SGA-1930, LEC-1).pptx
 
43fc6814bc8544fb86662167772d3d80.pptx
43fc6814bc8544fb86662167772d3d80.pptx43fc6814bc8544fb86662167772d3d80.pptx
43fc6814bc8544fb86662167772d3d80.pptx
 
DataBase Management systems (IM).pptx
DataBase Management systems (IM).pptxDataBase Management systems (IM).pptx
DataBase Management systems (IM).pptx
 
Security (IM).ppt
Security (IM).pptSecurity (IM).ppt
Security (IM).ppt
 
functionalinformationsystem-131220061837-phpapp01 (1).pptx
functionalinformationsystem-131220061837-phpapp01 (1).pptxfunctionalinformationsystem-131220061837-phpapp01 (1).pptx
functionalinformationsystem-131220061837-phpapp01 (1).pptx
 
Perfect Competition.pptx
Perfect Competition.pptxPerfect Competition.pptx
Perfect Competition.pptx
 
business plan.pptx
business plan.pptxbusiness plan.pptx
business plan.pptx
 
elementsoftqm-150316124443-conversion-gate01 (1).pdf
elementsoftqm-150316124443-conversion-gate01 (1).pdfelementsoftqm-150316124443-conversion-gate01 (1).pdf
elementsoftqm-150316124443-conversion-gate01 (1).pdf
 
Innovation in business and management.p,reg no:22MBA043.pptx
Innovation in business and management.p,reg no:22MBA043.pptxInnovation in business and management.p,reg no:22MBA043.pptx
Innovation in business and management.p,reg no:22MBA043.pptx
 
Kind ofEconomics and diseconomies of scale .ppt
Kind ofEconomics and diseconomies of scale .pptKind ofEconomics and diseconomies of scale .ppt
Kind ofEconomics and diseconomies of scale .ppt
 
green innovation .pptx
green innovation .pptxgreen innovation .pptx
green innovation .pptx
 
economies of scale.ppt
economies of scale.ppteconomies of scale.ppt
economies of scale.ppt
 
Marketing.ppt
Marketing.pptMarketing.ppt
Marketing.ppt
 
Externalities.pdf
Externalities.pdfExternalities.pdf
Externalities.pdf
 

Recently uploaded

How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHelp Desk Migration
 
Exploring Elite Translation Services in Your Vicinity
Exploring Elite Translation Services in Your VicinityExploring Elite Translation Services in Your Vicinity
Exploring Elite Translation Services in Your VicinityThe Spanish Group
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfDarshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfShashank Mehta
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 
Vladyslav Fliahin: Applications of Gen AI in CV (UA)
Vladyslav Fliahin: Applications of Gen AI in CV (UA)Vladyslav Fliahin: Applications of Gen AI in CV (UA)
Vladyslav Fliahin: Applications of Gen AI in CV (UA)Lviv Startup Club
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsIndiaMART InterMESH Limited
 
Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024Nihal Nishadul
 
Types of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfTypes of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfASGITConsulting
 
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh JiPsychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh Jiastral oracle
 
MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024Chandresh Chudasama
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdfMintel Group
 
Data Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and TemplatesData Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and TemplatesAurelien Domont, MBA
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerAggregage
 
Entrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextEntrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextP&CO
 
Roman Kyslyi: Використання та побудова LLM агентів (UA)
Roman Kyslyi: Використання та побудова LLM агентів (UA)Roman Kyslyi: Використання та побудова LLM агентів (UA)
Roman Kyslyi: Використання та побудова LLM агентів (UA)Lviv Startup Club
 
Simplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business LoansSimplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business LoansNugget Global
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesDoe Paoro
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Aggregage
 

Recently uploaded (20)

How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your Business
 
Exploring Elite Translation Services in Your Vicinity
Exploring Elite Translation Services in Your VicinityExploring Elite Translation Services in Your Vicinity
Exploring Elite Translation Services in Your Vicinity
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfDarshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 
Vladyslav Fliahin: Applications of Gen AI in CV (UA)
Vladyslav Fliahin: Applications of Gen AI in CV (UA)Vladyslav Fliahin: Applications of Gen AI in CV (UA)
Vladyslav Fliahin: Applications of Gen AI in CV (UA)
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan Dynamics
 
Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024
 
Types of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfTypes of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdf
 
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh JiPsychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
 
MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
 
Data Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and TemplatesData Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and Templates
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon Harmer
 
Entrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextEntrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider context
 
Roman Kyslyi: Використання та побудова LLM агентів (UA)
Roman Kyslyi: Використання та побудова LLM агентів (UA)Roman Kyslyi: Використання та побудова LLM агентів (UA)
Roman Kyslyi: Використання та побудова LLM агентів (UA)
 
Simplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business LoansSimplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business Loans
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic Experiences
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
 

OB Framework Explained

  • 3. Definition, Importance, Scope, Fundamental Concepts of OB, Different models of OB
  • 5. supportive, collegial and SOBC Introduction
  • 6. The study of organizations and of the
  • 7. collection of people within them together comprises the field of organizational behavior.
  • 9. human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. Organizational Behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge towards improving an organization's effectiveness.
  • 12. Organization is a combination of humanity and technology.
  • 13. OB is the study and application of
  • 14. knowledge about how people act within the organization.
  • 15. It is a human tool for human benefit .
  • 16. Contd.. A complex set of forces affects the nature of organizations today. It can be classified into four areas: 1. People 2. Structure 3. Technology
  • 18. When people join the organization to accomplish
  • 19. the goals/ objectives, some kind of structure is required. They use machinery, gadgets & technology to achieve the organizational goals. At the same time they are influenced by external environment.
  • 20. Organizations are defined as social arrangements,
  • 21. constructed by people, who can also change them. ----Buchanan and Huczynski (1997)
  • 22. Organizations are a system of cooperative activities
  • 23. and their coordination requires something intangible and personal that is largely a matter of personal relationships. ---- Barnard (1938)
  • 24. OB is concerned with “the study of the structure,
  • 25. functioning and performance of organizations, and the behavior of groups and individuals within them”. ---- Pugh (1971 The Nature of Organizational Behavior
  • 27. Nature of OB A field of study and not a discipline Interdisciplinary Approach An Applied Science Normative and Value Centered Humanistic & optimistic Oriented Towards Organizational Objectives A total Systems Approach
  • 28. Evolution of OB Robert Owen-(1800)
  • 29. Young Factory Owner-First to emphasize the human needs
  • 30. of employees and refused to employ children Taught workers to improve working conditions Father of personnel management Andrew Ure-(1935) The Philosophy of Manufacturers -1835 Value of human factor in manufacturing Provided welfare facilities to workers J.N. TATA in 1886 Instituted a pension fund & 1895 began to pay accident compensation. Evolution of OB William Gilbreth-(1914)
  • 31. “The Psychology of Management
  • 32. F.W.Taylor-(1916) Father of Scientific Management Time & Motion Study Piece Rate Method Evolution of OB Henry Fayol (1916) Administrative Management , Principle of Governing Behavior, Management Quality Elton Mayo-(1920’s & 1930’s) Human behavior at Harvard University Hawthorne's Experiments/Plant Abraham H. Maslow (1954):
  • 33. Need Hierarchy Motivation model Douglas McGregor (1960): Theory X and Theory Y Managerial Style Henry Mintzberg (1960) : Managerial Roles : Interpersonal, Informational and Decision making Evolution of OB Peter Drucker (1909 -2005) Father of modern management Importance of change How to bring best out of people Innovation Entrepreneurship
  • 34. Major Contributing Disciplines to the field of organizational Behavior 1. Psychology: how individuals behave in response to a stimulus. 2. Sociology: how individuals relate to groups and to each other. 3. Social Psychology: How individuals and organizations perceive conflict, threats and undergo stress. 4. Anthropology: understanding customs traditions and social mores of people since the organization is a microcosm of the larger society.
  • 35. Contd.. 5. Political Science: Understanding Power, Authority and Corporate Politics. 6. Economics: Appreciating monetary (wage and bonus) and non monetary incentives (housing, schooling and medical care) to employees so that they are motivated to produce more efficiently and effectively.
  • 36. Challenges for OB Globalization to Respond Managing Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Chang e Coping with Temporariness Working in network organization Helping employees balance work-life conflicts Creating Positive work environment
  • 37. Improving Ethical Behaviour THE SCOPE OF THE ORGANIZATIONAL BEHAVIOUR IS AS UNDER: Impact of personality on performance (b) Employee motivation
  • 38. Leadership How to create effective teams and groups Study of different organizational structures Individual behaviour, attitude and learning Perception Design and development of effective organization Job design Impact of culture on organizational behaviour Management of change Management of conflict and stress Organizational development Organizational culture Transactional analysis Group behaviour, power and politics Job design Study of emotion
  • 39. Importance of OB OB provides a road map to our lives in organizations. OB uses scientific research to understand and make organization life, as it helps to predict what people will do under various conditions
  • 40. It helps to influence organizational events – to understand
  • 42. It helps individual understand herself/ himself in better
  • 44. It helps manager to manage human resources effectively.
  • 46. It helps organizations for maintaining cordial industrial
  • 48. It is also useful in the field marketing.
  • 49. Interpersonal Level: Group Level Inter-group Level The co-operative relationships help the organisation in achieving its objectives. Controlling and Directing Behaviour Use of Power and Sanction Leadership Communication Organizational Climate
  • 50. Organizational Adaptation Hawthorne Effect Illumination Experiment. Relay Assembly Test Room Experiment. Interviewing Programme. Bank Wiring Test Room Experiment Illumination Experiment:
  • 51. This experiment was conducted to establish relationship
  • 52. between output and illumination. When the intensity of light was increased, the output also increased.
  • 53. The output showed an upward trend even when the
  • 54. illumination was gradually brought down to the normal level.
  • 55. Therefore, it was concluded that there is no consistent
  • 56. relationship between output of workers and illumination in the factory. There must be some other factor which affected productivity. Relay Assembly Test Room Experiment:
  • 57. This phase aimed at knowing not only the impact of illumination
  • 58. on production but also other factors like length of the working day, rest hours, and other physical conditions. In this experiment, a small homogeneous work-group of six girls was constituted. These girls were friendly to each other and were asked to work in a very informal atmosphere under the supervision of a researcher.
  • 59. Productivity and morale increased considerably during the
  • 60. period of the experiment. Productivity went on increasing and stabilized at a high level even when all the improvements were taken away and the pre-test conditions were reintroduced. The researchers concluded that socio-psychological factors such as feeling of being important, recognition, attention, participation, cohesive work-group, and non-directive supervision held the key for higher productivity. Mass Interview Programme:
  • 61. The objective of this programme was to make a systematic
  • 62. study of the employees’ attitudes which would reveal the meaning which their “working situation” has for them. The researchers interviewed a large number of workers with regard to their opinions on work, working conditions and supervision. Initially, a direct approach was used whereby interviews asked questions considered important by managers and researchers.
  • 63. The researchers observed that the replies of the workmen
  • 64. were guarded. Therefore, this approach was replaced by an indirect technique, where the interviewer simply listened to what the workmen had to say.
  • 65. The findings confirmed the importance of social
  • 66. factors at work in the total work environment. Bank Wiring Test Room Experiment:
  • 67. This experiment was conducted Dickson with a view to develop
  • 68. a new method of observation and obtaining more exact information about social groups within a company and also finding out the causes which restrict output. The experiment was conducted to study a group of workers under conditions which were as close as possible to normal. This group comprised of 14 workers. After the experiment, the production records of this group were compared with their earlier production records. It was observed that the group evolved its own production norms for each individual worker, which was made lower than those set by the management. Because of this, workers would produce only that much, thereby defeating the incentive system.
  • 69. Those workers who tried to produce more than the group norms
  • 70. were isolated, harassed or punished by the group.
  • 71. The findings of the study are:-
  • 72. Each individual was restricting output. The group had its own “unofficial” standards of performance.
  • 73. Individual output remained fairly constant over a
  • 75. Informal groups play an important role in the working
  • 76. of an organization Contributions of the Hawthorne Experiment:
  • 77. A business organization is basically a social system. It is not
  • 79. Management must learn to develop co-operative attitudes
  • 80. and not rely merely on command.
  • 81. Participation becomes an important instrument in human
  • 82. relations movement. In order to achieve participation, effective two-way communication network is essential.
  • 83. Productivity is linked with employee satisfaction in any business
  • 84. organization. Therefore management must take greater interest in employee satisfaction.
  • 85. Group psychology plays an important role in any business
  • 86. organization. We must therefore rely more on informal group effort. Models of OB: Traditional Models •Feudalism •Slavery
  • 87. Modern Models of Organizational Behavior Autocratic Model Custodial Model Supportive Model
  • 88. Collegial Model SOBC Model Autocratic Model Basis of Model Power Managerial Orientation Authority Employee Orientation Obedience Employee psychological results Dependence on Boss Employees needs met Subsistence (Survival)
  • 89. Performance result Minimum Custodial Model Basis of Model Economic Resources Managerial Orientation Money Employee Orientation Security & Benefits
  • 90. Employee Psychological Results Dependence on Organization Employees Needs Met Security Performance Result Passive Cooperation Supportive Model Basis of Model Leadership Managerial Orientation Support
  • 91. Employee Orientation Job Performance Employee Psychological Results Participation Employees Needs Met Status & Recognition Performance Result Awakened Drives Basis of Model Partnership
  • 92. Managerial Orientation Teamwork Employee Orientation Responsible Behavior Employee Psychological Results Self Discipline Employees Needs Met Self Actualization Performance Result Moderate Enthusiasm
  • 94. S O B C Model Basis of Model Facilitator Managerial Orientation Empathy Employee Orientation Belongingness Employee Psychological Results Ownership Employees Needs Met Higher Order Needs
  • 95. Performance Result Passion and Commitment S O B C Basis of Model Facilitator Managerial Orientation Empathy Employee Orientation Belongingness Employee Psychological results Ownership
  • 96. Employees needs met Higher order needs Performance result Passion and Commitment S-O-B-C Model Stimulus Organism Behavior Consequence
  • 97. • Overt & Covert Stimuli • Physical, SocioCultural & technological Environment • Cognitive Mediators • Physiological being Environmental • Overt & Covert responses & Patterns of Behavior • Overt & Covert • Positive & Negative • Consequences and Dynamics THANK YOU