HBO

1. EXE- M.B.A
HUMAN BEHAVIOUR IN ORGANISATION.

2. SYLLABUS DETAILS :
1. INTRODUCTION TO ORGANISATIONAL
BEHAVIOUR,
2. PERCEPTION AND ATTRIBUTION,
3. PERSONALITY,
4. GROUP AND GROUP DYNAMICS,
5.TEAM,

3. Syllabus details Contd...
6. LEADERSHIP AND INFLUENCE,
7. POWER AND POLITICS
8. CONFLICT AND NEGOTIATIONS,
9. CHANGE & STRESS MGMT. AND
10. DELEGATIONS.

4. NATURE OF ORGANISATION:
WE DEPEND ON ORGANISATIONS FROM
EDUCATION, EMPLOYMENT, FOOD
CLOTHING, SHELTER, WEALTH,
RECREATION AND MUCH MORE .
IN FACT, LIFE BECOMES UNLIVABLE SANS
(WITHOUT) ORGANISATIONS.

5. WHAT ARE ORGANISATIONS?
ORGANISATIONS ARE AS OLD AS THE
HUMAN RACE ITSELF. ORGANISATIONS
ARE NOT PHYSICAL STRUCTURES;
RATHER; THEY ARE PEOPLE WHO WORK
TOGETHER TO ACHIEVE A SET OF
GOALS.

6. WHO CREATES THESE
ORGANISATIONS?
OFTEN AN INDIVIDUAL , OR A GROUP OF
PEOPLE, WHO BELIEVE THAT THEY
POSSESS THE NECESSARY SKILLS AND
KNOWLEDGE, FORM AN ORGANISATION
TO PRODUCE GOODS AND SERVICES.

7. WHY DO ORGANISATIONS
EXIST?

8. ORGANISATIONS ALLOWS
PEOPLE JOINTLY TO:

1. INCREASED SPECIALIZATION AND
DIVISION OF LABOUR.

2. USE LARGE-SCALE TECHNOLOGY,

3. MANAGE THE EXTERNAL
ENVIRONMENT,

4. ECONOMIZE ON TRANSACTION COSTS,

5. EXERT POWER AND CONTROL.

9. ORGANISATIONAL
EFFECTIVENESS ?

IT IS ESSENTIAL THAT ORGANISATIONS
SHOULD FUNCTION EFFECTIVELY IF THEY
ARE TO BE USEFUL.

THEY ARE SAID TO BE EFFECTIVE WHEN
THEY PRODUCE QUALITY GOODS AND
SERVICES AT REASONABLE COST
WITHOUT COMPROMISING ON PROFIT-
MAKING.

THEY SHOULD SEEK TO SATISFY THEIR
DIVERSE STAKEHOLDERS.

10. THE ROLE OF ORGANISATIONAL
BEHAVIOUR:

ORGANISATIONAL BEHAVIOUR (OB)
HELPS FIRMS ACHIEVE EFFECTIVENESS IN
THEIR ACTIVITIES.

PEOPLE GENERALLY POSSESS PHYSICAL
STRENGTH, SKILLS OF SOME KIND,
EXECUTIVE SKILLS, AND ORGANISING
ABILITIES.

O.B HELPS HARNESS THESE QUALITIES
AND USE THEM FOR ACHIEVING
ORGANISATIONAL GOALS.

11. DEFINITION AND MEANING OF
O.B:

IT IS THE STUDY OF HUMAN BEHAVIOUR.

THE STUDY IS ABOUT BEHAVIOUR IN
ORGANISATIONS,

KNOWLEDGE ABOUT HUMAN BEHAVIOUR
WOULD BE USEFUL IN IMPROVING AN
ORGANISATION'S EFFECTIVENESS.

12. 
O.B REFERS TO THE BEHAVIOUR OF THE
INDIVIDUALS AND GROUPS WITHIN
ORGANISATIONS AND THE INTERACTION
BETWEEN ORGANISATIONAL MEMBERS
AND THE EXTERNAL ENVIRONMENTS.

IT IS A FIELD OF STUDY THAT
INVESTIGATES THE IMPACT THAT
INDIVIDUALS, GROUPS AND STRUCTURE
HAVE ON BEHAVIOUR WITHIN
ORGANISATIONS FOR THE PURPOSE OF
APPLYING SUCH KNOWLEDGE TOWARDS
IMPROVING AN ORGANISATION'S
EFFECTIVENESS.

13. FOUNDATIONS OF O.B :
BASED ON THE FOLLOWING ASSUMPTIONS
DISTINCT TO THE DISCIPLINE :
1) AS INDIVIDUALS ARE DIFFERENT – AS A
WHOLE PERSON AND BEHAVIOURAL.
2) DIGNITY AND IMAGE OF THE
ORGANISATION ,
3) MUTUALITY OF INTEREST AMONG
ORGANISATIONAL MEMBERS,
4) HOLISTIC CONCEPT.

14. 5) NEED FOR MANAGEMENT :
MANAGEMENT IS THE ATTAINMENT OF
ORGANISATIONAL GOALS IN AN
EFFECTIVE AND EFFICIENT MANNER
THROUGH PLANNING, ORGANISING,
LEADING AND CONTROLLING.

15. IMPORTANCE OF O.B:
1) IT PROVIDES A ROAD MAP TO OUR LIVES
IN ORGANISATIONS.
2) PEOPLE BRING THEIR ASPIRATIONS AND
DREAMS TO THE WORK PLACE.
3) THE FIELD OF O.B USES SCIENTIFIC
RESEARCH TO HELP US UNDERSTAND AND
PREDICT ORGANISATIONAL LIFE.
4) IT HELPS US INFLUENCE
ORGANISATIONAL EVENTS.

16. 5) IT HELPS AN INDIVIDUAL TO
UNDERSTAND HIMSELF/HERSELF AND
OTHERS BETTER.
6) HELPS IN DELEGATIONS,
7) IT BUILDS UP CORDIAL INDUSTRIAL
RELATIONS.

17. WHY ARE ORGANISATIONS
POLITICAL SYSTEMS?
IS IT ALLWAYS RELATED WITH POWER?
IS IT BECAUSE OF COMPLEXITY IN THE JOB?

18. APPROACHES TO THE STUDY OF
O.B:
1) PRODUCTIVITY
APPROACH.
2)INTERACTIONALISM
APPROACH
3) CONTINGENCY
APPROACH
4) SYSTEMS
APPROACH AND
5) H.R APPROACH.

19. 1. PRODUCTIVITY APPROACH :
IT IS THE RATIO OF OUTPUT TO INPUT, AND
IS THE MEASURE OF AN ORGANISATIONS
EFFECTIVENESS.
IT ALSO REVEALS THE MANAGERS
EFFICIENCY IN OPTIMISING RESOURCE
UTILISATION.

20. 2. INTERACTIONALISM
APPROACH:
THIS METHOD ATTEMPTS TO EXPLAIN HOW
PEOPLE SELECT, INTERPRET, AND
CHANGE VARIOUS SITUATIONS.

21. 3. CONTINGENCY APPROACH:
THIS APPROACH PICKS UP THE ONE BEST
WAY OUT OF THE DESIRABLE VARIABLES.

22. 4. SYSTEMS APPROACH:
THIS HELPS THE MANAGERS TO
CONCEPTUALISE THE FLOW AND
INTERACTION OF VARIOUS ELEMENTS
OF THE ORGANISATION.

23. 5. H.R APPROACH:
THIS APPROACH IS ALSO CALLED THE
SUPPORTIVE APPROACH. IT
RECOGNISES THE FACT THAT PEOPLE
ARE THE CENTRAL RESOURCE IN ANY
ORGANISATION AND THAT THEY SHOULD
BE DEVELOPED TOWARDS HIGHER
LEVELS OF COMPETENCY.

24. THE O.B MODEL:
1. INDIVIDUAL BEHAVIOUR: PERSONALITY,
INTELLIGENCE, PERCEPTION, LEARNING,
ATTITUDES AND MOTIVATION.
2. GROUP BEHAVIOUR : MGMNT. AND
MANAGERS, GROUP DYNAMICS, TEAM
DYNAMICS, LEADERSHIP, POWER AND
POLITICS, COMMUNICATION, CONFLICT
AND DECISION MAKING.

25. THE O.B MODEL contd....
3.ORGANISATION: ORGANISATIONAL
CULTURE, H.R POLICIES & PRACTICES,
WORK STRESS, ORGANISATIONAL
CHANGE MGMT. AND DEVELOPMENT.