Organisation Behaviour Notes for beginners

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Purpos
e
Mission
Vision
Purpose keeps you focused on why you exist, vision
aligns you with your goal, and mission empowers
how you will accomplish it. Done well, it will inspire
and motivate you every day, and just might inspire
your audience.
Values
Organizational values are a set of core beliefs held
by an organization. They act as guiding principles
that provide an organization with purpose and
direction and set the tone for its interactions with its
customers, employees and other stakeholders.
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Organizational values are shared values by those associated,
often working, in a particular organization. They are common
to and shared by individuals and should support the desired
behaviour and guide to understanding what is right or
wrong as part of the organizational culture. Organizational
values can become beliefs that are unique to the organization,
but not necessarily to individuals. These beliefs are shared, as
often the case is, by employees. What may be personally
important to someone may be secondary in organizational
values, and not contradictory.
Organizational values are meant to inspire; they ought to
be defined as actions; they should be integrated to
behaviour.
to name a few. Values are connected to ethical behaviour,
morale, commitment to and of employees, and commitment to
customers. The values must be defined in such a way that
they have an impact on the way how people perform their
task
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According to Schein (2009), the levels of culture is
composed of three levels
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1. Human Resources Approach:
This approach recognizes that human resources in
an organization are the central force. Their
development will contribute to the success of the
organization. Human resources approach provides
for the changes in the managerial role. It requires
that the managers, instead of controlling the
employees, should provide active support to them by
treating them as part of the group.
The superiors and managers should practice a style
where workers are given the opportunities and
encouragement to perform under loose supervision.
By treating individuals as mature adults,
organisations can increase productivity and at the
same time meet the needs of individuals for
independence and growth.
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2 Contingency Approach:
The approach stresses that there is no single way to
manage effectively under all circumstances. The
methods of behaviours which work effectively in one
situation may fail in another. The organisational
structure and the processes of management are
governed by the external environment and several
aspects of the internal environment. Effective
management processes will vary in different
situations depending on the individuals and groups in
the organisation, the nature of the job and
technology, the environment facing the organisation
and its structure.
The manager’s task therefore, is to identify which
method will, in a particular situation, under particular
circumstances and at a particular time, best
contribute to the attainment of organization’s goals.
Thus, the manager will have to analyze each
situation prior to action and different managerial
practices and styles are needed for effective
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3 Productivity Approach:
Productivity means the numerical value of the ratio of
output to input. Higher the value of this ratio, greater is the
efficiency and effectiveness of the management. The
traditional concept of productivity was concerned with
economic inputs and output only. But nowadays human
and social inputs and outputs are equally important.
Productivity, a significant part of organisational behaviour
decisions, is recognized and discussed extensively. These
decisions relate to human, social and economic issues. For
example if better organisational behaviour can reduce
worker’s turnover or the number of absentees, a human
output or benefit occurs.
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4 System Approach:
The systems approach is of the view that an organisation is
a powerful system with several subsystems which are
highly and closely interconnected. Any action taken to
solve the problems in one subsystem will have its effect on
the other subsystems as well; since all the parts of the
organisation are closely connected. Thus, this approach
gives the managers a way of looking at the organisation as
a whole, whole group, and the whole social system.
Systems approach has become an integral part of modern
organisational theory. Organisations are termed as
complex systems comprising of interrelated and
interlocking systems.
According to this approach, an organisation receives
several inputs from its environment such as material,
human and financial. These inputs are then processed so
as to produce the final output in terms of products or
services.
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Individual Behavior in an Organization
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Individual Behavior in an Organization
Rational Economic Man: From the organisational perspective, managers had, for a long
time, viewed their employees as rational beings who are primarily motivated by money.
They took the ‘ECONOMIC MAN’ and ‘RATIONAL MAN’ approach to understand and
predict the human behaviour. This model is based on classical organisation theory.
The Scientific Management Movement was based on the belief that by rationally explaining
the one best way to do things and offering incentives to workers in the form of piece rates
and bonuses, organisational output can be increased. Psychologists have also studied this
model for predicting human behaviour. For example, McGregor’s assumptions of Theory X
reflect this model.
The basic assumptions of the concept of ‘Rational Economic Man’ are as
follows:
(i) People are motivated primarily by economic incentives. They will do things which get
them the greatest economic gain.
(ii) As the organisation controls the economic incentives, human beings are essentially
passive agents, who are manipulated, motivated and controlled by the organisation.
(iii) The feelings of the people are essentially irrational and must be controlled to achieve
rationality and self interest.
(iv) Organisations can and must be designed in such a way so as to neutralize and control
people’s feelings and therefore their unpredictable traits.
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Individual Behavior in an Organization
Social Man: From the reports of Hawthorne experiments (1927-32) conducted by Eltan
Mayo the following assumptions about human beings can be drawn:
(i) Human beings are basically motivated by social needs and all their efforts are directed
towards getting this satisfaction by maintaining relationships with others.
(ii) A human being is more responsive to the pressures and sanctions of his social group
than to the incentives and controls of the management. The reason is that he values social
relationship higher than his economic motives which are directly under the control of
management.
(iii) The amount of work to be done by a worker is not determined by his physical capacity
or by the management but by the social norms.
(iv) Generally, people do not act or react as individuals but as members of a group.
(v) Informal leaders play an important role in setting and enforcing the group norms.
(vi) Management should change and organize work in such a way that it provides more
belongingness not only in terms of interpersonal and group relationships, but also man’s
relationship with his job.
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Individual Behavior in an Organization
Organisational Man: Organisation man is an extension of social man. The concept of
organisation man was introduced by William Whyte. He believed that it is very important
for a person to be loyal to the organisation and cooperative with the fellow workers. Any
person who believes in this value system and acts in this way is an organisation man. The
basis of this concept is and that every individual should sacrifice his individuality for the
sake of the group and the organisation.
(i) The first proposition is that individual by himself is isolated and meaningless. The
group is the source of activity. Individuals create only when they move in a group. A
group helps to produce a whole that is greater than the sum of its parts.
(ii) The ultimate need of every individual is belongingness. He wants to belong to his
families, friends, relatives, colleagues and other members of the society as a whole.
Whyte says that there should be no conflict between man and society.
(iii) The goal of belongingness is achieved with the help of science. Whenever there is a
conflict between the needs of the society and the needs of the individual, an equilibrium
can be created by applying the methods of science. Science can help in removing all the
obstacles to consensus.
The organisation man concept emphasis, that there is no conflict between the individual
interest and the interest of the organisation. Even if there is any conflict, individual interest
will be sacrificed in favour of the group interest to remove the conflict. However, there is a
basic assumption behind this concept. Kedar Ambikar

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Individual Behavior in an Organization
The Self Actuating Man:
The concept of self actuating man is a further extension of social man and the organisation
man models. The social man concept assumes that the formation of social groups is the
basis of satisfaction for the individuals. But as against this the self actuating man assumes
that man’s inherent need is to use his capabilities and skills in such a way that he should
have the satisfaction of creating certain things. The earlier models do not allow him to
satisfy his self actuating needs.
Assumptions :
(i) The basic assumption about this concept is that the various needs of a man can be put
in the order of priority. For example, MASLOW has put various needs in a hierarchy:
Every unsatisfied need is a motivational factor for him. Self actualization is ultimate
goal, because it is last in the hierarchy and by the time his goal is achieved, all the other
needs of the man are also satisfied.
(ii) In the process of self actualization, there are various changes in the behaviour of the
individual and he moves from immaturity to maturity.
(iii)Another assumption is that a man is primarily self motivated and self controlled. Any
incentives given by the management cannot motivate him after a certain level and any
control imposed on him cannot threaten him.
(iv) The earlier models were based on the assumption that a man has got immature
personality. However, the reality is that if a man is left free, he will put in his maximum
efforts. (These assumptions are reference McGregor’s theory Y and Argyris’s
immaturity-maturity theory) Kedar Ambikar

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Individual Behavior in an Organization
Complex Man: The earlier models assume that man will always behave according to
certain set patterns. But research has indicated that there are many complex variables,
which determine the human behaviour. These variables are quite unpredictable. So the
human behaviour which is based on these variables cannot follow a set pattern.
Research has indicated that even if cause-effect relationship is established between the
variables and behaviour, it is not easy to understand and predict the individual behaviour
because of the individual differences. It is not necessary that everyone will behave
accordingly. Most behaviour in the organisation can be understood by taking assumptions
of complex man.
(i) People are not only complex but are also highly variable. Though their needs can be
arranged in a hierarchy, but this hierarchy is also not universal. Different people may
have different hierarchies.
(ii) People are capable of learning new motives through their organisational experiences.
(iii)People’s motives in different organisations or different sub parts of the same
organisation may be different.
(iv) People can respond to many different kinds of management strategies.
Human behaviour is not as simple as assumed in the previous models. Hence current
thinking on the subject is to take a ‘complex man’ approach and recognize that different
individuals have different needs and personality traits and if there is a proper match
between these and the environment they operate in, functional behaviour will emerge.
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OB Model
Why These Two employees act Kedar Ambikar

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OB Model
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OB Internationally
Fostering organizational commitment can be more complex in multinational
corporations, for two primary reasons.
First, multinational corporations provide two distinct foci of commitment:
Employees can be committed to the local subsidiary in which they work, or
they can be com-mitted to the global organization
Second, multinational corporations require many employees to serve as
expatriates for sig-nificant periods of time. Research suggests that the
organizational commitment of expatriates depends, in part, on how well they adjust
to their foreign assignments.
expatriates’ adjustment comes in three distinct forms:
•Work adjustment. The degree of comfort with specific job responsibilities
and performance expectations.
•Cultural adjustment. The degree of comfort with the general living conditions,
climate, cost of living, transportation, and housing offered by the host culture.
•Interaction adjustment. The degree of comfort when socializing and interacting
with members of the host culture.
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Job Performance

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Survey Questions Design to Assess High Performance Workplace

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What Does it mean to be a Good Performer

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Routine Task Performance : Task which employees can perform very habitual or
programmed way .
Adaptive Task Performance : Employee response to the task demands that are
novel, unusual and can be very unpredictable.
Creative Task Performance : Refer to the degree to which individuals develop the
ideas or outcomes those are both novel and extremely useful. The individual need
to be creative in the routine job as well !

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Behaviours involved in Adaptability

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Citizenship Behaviour

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Citizenship Behaviour

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Counterproductive
Behaviour

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Counterproductive
Behaviour

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What It Means to be a Good
Performer

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Trends Impacting the Performance

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Trends Impacting the Performance