detailed information about Organizational behaviour

1. Organizational
Behaviour
11-03-2016
By:-Gourav Kottawar.

2. Definition
• The definition of OB are many. However three features need
to be emphasized in any definition:
1. OB is the study of human behaviour
2. The study is about behaviour in organisations
3. Knowledge about human behaviour would be useful in
improving an organisation’s effectiveness.
Combining the above three features, OB may be understood to
be the study of human behaviour in organisational settings, of
the interface between human behaviour & the organisation, &
of the organisation itself. Knowledge gained from such a study is
useful in improving organisational effectiveness.
11-03-2016By:-GouravKottawar

3. • OB refers to the behaviour of individuals & groups within
organisations & the interaction between organisational
members & their external environments.
• OB is a field of study that investigates the impact that
individuals, groups & structure have on behaviour within
organizations for the purpose of applying such knowledge
towards improving an organisation’s effectiveness.
Definition
11-03-2016By:-GouravKottawar

4. Foundations of OB
• The subject OB is based on a few fundamental concepts which
revolve around the nature of people & organisation.
• Every discipline be it a social science or a physical science, will
flourish on a definite assumptions.
• For example, the famous principle which runs through
financial accounting is that for every debit there shall be a
corresponding credit. Similarly, the law of gravity is common
whether it is in Mumbai or Bangalore.
11-03-2016By:-GouravKottawar

5. • Coming to OB, the basic assumptions distinct to the discipline
are
1. There are differences between individuals.
2. A whole person.
3. Behaviour of an individual is caused.
4. An individual has dignity.
5. Organisations are social systems.
6. Mutuality of interest among organisational members.
7. Holistic organisational behaviour.
8. Need for management.
Foundations of OB
11-03-2016By:-GouravKottawar

6. 1. Individual differences:
People have much in common but each person in the world is
individually different. Individual differences means that
management can cause the greatest motivation among
employees by treating them differently.
2. A whole person:
When an individual is appointed, his/her skill alone is not
hired, his/her social background, likes & dislikes, pride &
prejudices are also hired. A persons family life cannot be
separated from his or her work life. It is for this reason
that managers should endeavour to make the workplace
a home away from home.
Foundations of OB
11-03-2016By:-GouravKottawar

7. 3. Caused Behaviour:
The behaviour of the employee is caused & not random.
This behaviour is directed towards someone that the
employee believes, rightly or wrongly, is in his/her
interest. Thus when a worker comes late to his/her work,
pelts stones at a running bus, or abuses the supervisor,
there is a cause behind it. The manager must realize this
basic principle & correct this behaviour & tackle the issue
at its root.
Foundations of OB
11-03-2016By:-GouravKottawar

8. 4. Human Dignity:
It confirms that people are to be treated differently from
other factors of production because they are of a higher
order in the universe. It recognizes that people want to
be treated with respect & dignity & should be treated as
such.
5. Organisations are social systems:
Activities in an organisation are governed by social as
well as psychological laws. Just as people have
psychological needs, they also have social roles & status.
Their behaviour is influenced by their group as well as by
their individual drives. Two types of social system i.e.,
formal & informal social system exists in an organisation.
Foundations of OB
11-03-2016By:-GouravKottawar

9. 6. Mutuality of interest:
Mutual interest is represented by the statement that
‘organisations need people & people also need
organisations’. Organisations have human purpose. They
are formed & maintained on the basis of some mutuality
of interest among their participants. People see
organisation as a means to help them reach their goals,
while, at the same time, organisations need people to
attain organisational objectives. If mutuality is lacking, it
makes no sense to try to assemble a group & develop
cooperation, because there is no common base on which
to build.
Foundations of OB
11-03-2016By:-GouravKottawar

10. 7. Holistic concept:
When the above six fundamental concepts of OB are
placed together, a holistic concept emerges. This concept
interprets people-organisation relationship in terms of
the whole person, whole group, whole organisation, &
the whole social system.
8. Need for management:
While describing the nature of OB, an observation was
made that the knowledge about the subject would be
useful in improving an organisation’s effectiveness.
Foundations of OB
11-03-2016By:-GouravKottawar

11. An Interdisciplinary Focus
• OB is an applied behavioural science. It has drawn heavily
from a number of applied behavioural sciences such as:
1. Psychology
2. Sociology
3. Social Psychology
4. Anthropology
5. Political Science
11-03-2016By:-GouravKottawar

12. 1. Psychology: It is the science or study of behaviour, &
includes animal as well as human behaviour.
2. Sociology: If psychology is the study of individual behaviour,
sociology addresses itself to the study of group behaviour.
3. Social Psychology: This subject borrows concepts from both
psychology & sociology. It focuses on the influence of
people on one another.
4. Anthropology: It is the study of human race, in particular its
culture.
5. Political Science: Political scientists study the behaviour of
individuals & groups within a political environment.
An Interdisciplinary Focus
11-03-2016By:-GouravKottawar

13. 11-03-2016By:-GouravKottawar

14. Importance of OB
1. OB provides road map to our lives in organisations.
2. The field of OB uses scientific research to help us understand &
predict organisational life.
3. Ob helps us influence organisational events.
4. OB helps an individual understand himself/herself & others better.
5. A manager in a business establishment is concerned with getting
things done through delegation.
6. The field of OB is useful for maintaining cordial industrial relations.
7. The subject of OB is also useful in the field of marketing.
8. The most popular reason for studying OB is that the reader is
interested in pursuing career in management & wants to learn how
to predict behaviour & apply it in some meaningful way to make
organisations more effective.
9. It enables a manager to motivate his or her subordinates towards
higher productivity & better results.
11-03-2016By:-GouravKottawar

15. Models of OB
• There are five models of OB
1. Autocratic model
2. Custodial model
3. Supportive model
4. Collegial model
5. System model
11-03-2016By:-GouravKottawar

16. Autocratic Model
• In this model we can find that this model relies on power. For
example, managers have the ability, authority to control their
employees and the employee’s performance in this stage will
be much lower than expected.
1. Depends on power.
2. Managerial orientation is authority
3. Employee orientation is obedience
4. Employee psychological result depends on boss
5. Employee needs met is subsistence
6. Performance result is minimum
• Example: Defence team, because here officer hold power and
authority to obey them and thus soldiers are obedient to
execute officer’s order.
11-03-2016By:-GouravKottawar

17. Custodial model
• This model usually depends on economic resources (money).
For instance, managers can simulate their employees by
offering them facilities, and benefits, but in this model the
employee’s won’t work as a team (Less sharing with others)
because everyone will depend on his self to get more benefits
than the others.
1. Depends on economical resource
2. Managerial orientation is money
3. Employee orientation is security and benefit
4. Employee psychological result depends on organization
5. Employee needs met is security
6. Performance result is passive cooperation
11-03-2016By:-GouravKottawar

18. Supportive Model
• This model relies on leadership.
• For example, managers support their employees by
encouraging, and supporting them to perform a better job, get
along with each other and as well as developing their skills.
The performance results will be awakened drives.
1. Depends on leadership
2. Managerial orientation is support
3. Employee orientation is job and performance
4. Employee psychological result is participation
5. Employee needs met is status and recognition
6. Performance result is awakened drives
• Example: Software firm, because here leaders support there
employee to perform their tasks or their project.
11-03-2016By:-GouravKottawar

19. Collegial Model
• This model means that employees depend on each other
cooperatively and work as a team to do the task. Everyone will
be having a normal enthusiasm self-discipline, and responsible
behaviour towards their tasks.
1. Depends on partnership
2. Managerial orientation is teamwork
3. Employee orientation is responsible behaviour
4. Employee psychological result is self discipline
5. Employee needs met is self actualization
6. Performance result is moderate enthusiasm
• Example: Social organization such as willingly blood donation
organization BADHON, because here every one work as
teamwork and each member takes responsibilities for
organizational goal.
11-03-2016By:-GouravKottawar

20. System Model
• This model is based on trust, self-motivation, and the
performance results will be more than expected, because
employees will be committed to do their tasks as expected,
and as well as organizational goals.
1. Depends on trust, community, understanding
2. Managerial orientation is caring, compassion
3. Employee orientation is psychological ownership
4. Employee psychological result is self motivation
5. Employee needs met is wide range
6. Performance result is passion, commitment, organization goal
• Example: Some corporate firm which are based on trust or
community where employees are self motivated and
committed for organizational goals.
11-03-2016By:-GouravKottawar

21. Table of Five Models of OB
11-03-2016By:-GouravKottawar

22. Approaches to the Study of OB
Productivity
Approach
Interactionalism
Approach
Contingency
Approach
Systems
Approach
HR
Approach
OB
11-03-2016By:-GouravKottawar

23. Approaches
1. Human Resource Approach: This approach recognises the
fact that people are the central resource in any organisation
& that they should be developed towards higher levels of
competency, creativity & fulfilment.
People thus developed will contribute to the success of the
organisation.
2. Contingency Approach: This approach assumes that there is
no ‘one best way’ available in any organisation. It suggests
that in many organisations situations & outcomes are
contingent on, or influenced by, other variables.
11-03-2016By:-GouravKottawar

24. Approaches
3. Systems Approach: The systems approach to OB views
organisation as a united, purposeful system composed of
interrelated parts. This approach gives managers a way of
looking at the organisation in totality: as a whole person,
whole group, social system.
According to this approach, an organisational system
receives 4 kinds of inputs from its environment: material,
human, financial & informational.
4. Productivity Approach: Productivity, which is the ratio of
output to input, is a measure of an organisations
effectiveness. It also reveals the manager’s efficiency in
optimising resource utilization. The higher the numerical
value of this ratio, the greater the efficiency.
11-03-2016By:-GouravKottawar

25. Approaches
5. Interactionalism Approach: This view assumes that
individual behaviour results from a continuous &
multidirectional interaction between characteristic of the
person & of the situation. More specifically, Interactionalism
attempts to explain how people select, interpret & change
various situations.
11-03-2016By:-GouravKottawar

26. END
11-03-2016By:-GouravKottawar