Organizational Motivation

1. INDUSTRIAL RELATIONS
•B.A. (I.E/S): INDUSTRIAL RELATIONS
•FIRST YEAR B.A. INDUSTRIAL RELATIONS
•SEMESTER ONE: PAPER TWO:
ORGANISATIONAL BEHAVIOUR

2. BEHAVIOURAL SCIENCES AND
APPLIED BEHAVIOURAL SCIENCES:
• BEHAVIOUR REFERS TO THE WAY ONE CONDUCTS ONESELF. IT ALSO REFERS TO MANNERS, TREATMENT
OF OTHERS etc.
• BEHAVIOURAL SCIENCES ARE SCIENCES WHICH DEALS WITH THE SCIENTIFIC STUDY OF HUMAN
BEHAVIOUR.
• BEHAVIOURAL SCIENCES DEALS WITH THE SYSTEMATIC INQUIRY (INVESTIGATION) OF BEHAVIOUR,
GENERALLY FOR UNDERSTANDING HUMAN BEHAVIOUR.
• ACCORDING TO THE AMERICAN PSYCHOLOGICAL ASSOCIATION, BEHAVIOURAL SCIENCE IS A
DISCIPLINE THAT USES SYSTEMATIC OBSERVATION AND EXPERIMENTATION IN THE SCIENTIFIC STUDY
OF HUMAN AND NON-HUMAN ACTIONS AND REACTIONS.
• ACCORDING TO SOCIAL SCIENTISTS, BASIC AREAS OF BEHAVIOURAL SCIENCES ARE
• SOCIOLOGY
• PSYCHOLOGY
• ANTHROPOLOGY
• ECONOMICS
• POLITICAL SCIENCE

3. APPLIED BEHAVIOURAL SCIENCES………………
• ACCORDING TO Dr. JOSEPH T BELCHER, “APPLIED BEHAVIOURAL SCIENCE IS
THE APPLICATION OF MULTI-DISCIPLINARY BEHAVIOURAL RESEARCH AND
KNOWLEDGE TO SOLVE REAL WORLD PROBLEMS”.
• THUS, APPLIED BEHAVIOURAL SCIENCE IS A BROAD FIELD OF STUDY THAT
ENCOMPASSES SEVERAL OTHER FIELDS. UNDER THIS HEADING, ONE WILL
FIND FAMILIAR TOPICS SUCH AS SOCIOLOGY, PSYCHOLOGY, ETHICS, LOGIC
AND LAW. ALL OF THESE WORK TOGETHER TO INFLUENCE HUMAN
BEHAVIOUR.
• ACCORDING TO Dr. JOSEPH T BELCHER, APPLIED BEHAVIOURAL SCIENCE
HELPS US UNDERSTAND WHY PEOPLE AND GROUPS ARE BEHAVING A
CERTAIN WAY, AS WELL AS ADDRESS PROBLEMS THAT MAY IMPACT
BUSINESSES, ORGANIZATIONS, OR SOCIETY IN GENERAL.

4. APPLIED BRANCHES OF BEHAVIOURAL SCIENCES
• THE FOLLOWING ARE THE IMPORTANT APPLIED BRANCHES OF BEHAVIOURAL SCIENCES:
• INDUSTRIAL RELATIONS
• MANAGEMENT
• EDUCATION
• ADMINISTRATION
• PSYCHIATRY
• ORGANIZATIONAL BEHAVIOUR

5. ORGANIZATIONAL BEHAVIOUR
• MEANING OF ORGANIZATION:
• “ORGANIZATION” REFERS TO THE SYSTEMATIC ARRANGEMENT OF ANYTHING OR
• AN ORGANISED BODY OR
• THE STATE OF BEING ORGANIZED
• ACCORDING TO THE DICTIONARY OF PERSONNEL MANAGEMENT, ‘ORGANIZATION’ IS THE WAY OF
ARRANGING SOMETHING SO THAT IT WORKS EFFICIENTLY.
• ACCORDING TO THE OXFORD ENGLISH DICTIONARY, “ORGANIZATION” IS AN ORGANIZED SYSTEM OR
BODY OF PEOPLE.
• MEANING OF BEHAVIOUR:
• “BEHAVIOUR” REFERS TO THE WAY ONE CONDUCTS ONESELF OR
• MANNERS OF A PERSON/GROUP OR
• TREATMENT OF OTHERS OR
• THE WAY ONE ACTS

6. ORGANIZATIONAL BEHAVIOUR
• INDUSTRY IS AN ORGANIZATION.
• INDUSTRY CONSISTS OF PEOPLE.
• PEOPLE WILL BEHAVE IN THE ORGANIZATION/INDUSTRY.
• THUS,
• THE BEHAVIOUR OF PEOPLE IN ORGANIZATIONS IS KNOWN AS
ORGANIZATIONAL BEHAVIOUR.
• ORGANIZATIONAL BEHAVIOUR IS AN APPLIED BEHAVIOURAL SCIENCE.

7. ORGANISATION AND ORGANISATIONAL BEHAVIOUR
• ACCORDING TO GARY JOHNS, “ORGANIZATIONS ARE SOCIAL INVENTIONS FOR ACCOMPLISHING
GOALS THROUGH GROUP EFFORTS”.
• “SOCIAL INVENTION” REFERS TO ORGANIZATIONS WHICH ARE CREATION OF SOCIETY.
• Eg. Of ORGANIZATIONS-FACTORIES, SCHOOLS, COLLEGES, HOSPITALS, RELIGIOUS BODIES,
BUSINESS HOUSES Etc.
• FUNDAMENTAL ELEMENTS/FEATURES/CHARACTERISTICS OF ORGANIZATIONS:
• 1. CO-ORDINATION
• 2. COMMON GOALS
• 3. DIVISION OF LABOUR
• 4. SPECIALIZATION
• 5. INTEGRATION

8. SIGNIFICANCE OR IMPORTANCE OF ORGANIZATIONS
• {GIVE ONE DEFINITION OF ORGANIZATION}
• DIVISION OF LABOUR IS MADE POSSIBLE THROUGH ORGANIZATIONS.
• ORGANIZATIONS ENABLE GROUP EFFORT FOR THE ACCOMPLISHMENT OF GOALS.
• SPECIALIZATION AND CO-ORDINATED ACTIVITES ARE POSSIBLE THROUGH ORGANIZATIONS.
• AN INDIVIDUAL ALONE WILL HAVE PHYSICAL AND INTELLECTUAL LIMITATIONS, WHICH CAN BE
OVERCOME BY GROUP EFFORT-MADE POSSIBLE THROUGH ORGANIZATIONS.
• THE NECESSITY OF INTERDEPENDENCY IS MET THROUGH ORGANIZATIONS.
• IN SHORT, VARIOUS ORGANIZATIONS ARE NECESSARY TO MEET VARIOUS GOALS.

9. DEFINITIONS AND EMERGENCE OF ORGANIZATIONAL BEHAVIOUR
• IN SIMPLE WORDS, ORGANIZATIONAL BEHAVIOUR (O.B) IS THE STUDY OF HUMAN BEHAVIOUR IN
ORGANIZATIONS.
• ACCORDING TO FRED LUTHANS, ORGANIZATIONAL BEHAVIOUR IS DIRECTLY CONCERNED WITH
THE UNDERSTANDING, PREDICTION AND CONTROL OF HUMAN BEHAVIOUR IN ORGANIZATIONS.
• ACCORDING TO H.J.ARNOLD AND DANIEL C FELDMAN, ORGANIZATIONAL BEHAVIOUR IS
CONCERNED ABOUT TWO BASIC ISSUES-
• HOW DO ORGANIZATIONS INFLUENCE MEMBERS AND
• HOW DO MEMBERS INFLUENCE ORGANIZATIONS.

10. APPLIED BEHAVIOURAL SCIENCE-ORGANIZATIONAL BEHAVIOUR
• ACCORDING TO FRED LUTHANS, ORGANIZATIONAL BEHAVIOUR IS DIRECTLY CONCERNED WITH
THE UNDERSTANDING, PREDICTION AND CONTROL OF HUMAN BEHAVIOUR IN ORGANIZATIONS.
• ORGANIZATIONAL BEHAVIOUR BECAME A DISTINCT FIELD OF STUDY DURING THE LATE 1950s.
• INDUSTRIAL WORLD STARTED RECOGNISING THE FACT THAT ALL MANAGERIAL AND
ORGANIZATIONAL PROBLEMS ARE NOT TECHNICAL IN NATURE.
• IMPORTANCE OF UNDERSTANDING HUMAN BEHAVIOUR AND EFFORTS AT PREDICTABILITY OF
HUMAN BEHAVIOUR AT WORK, RESULTED IN THE EMERGENCE OF THE APPLIED DISCIPLINE OF
ORGANIZATIONAL BEHAVIOUR.
• THE IMPORTANCE GIVEN TO THE STUDY AND APPLICATION OF KNOWLEDGE ABOUT HUMAN
BEHAVIOUR IN ORGANIZATIONS RESULTED IN THE STRENGTHENING OF ORGANIZATIONAL
BEHAVIOUR.
• ORGANIZATIONAL BEHAVIOUR IS INTERDISCIPLINARY IN NATURE.
• ORGANIZATIONAL BEHAVIOUR IS AN INTERDISCIPLINARY APPLIED BEHAVIOURAL SCIENCE.

11. INTERDEPENDENT NATURE OF ORGANIZATIONAL BEHAVIOUR
• THERE ARE INTERDISCIPLINARTY INFLUENCES ON ORGANIZATIONAL BEHAVIOUR.
• ALL THESE DISCIPLINES HAVE CONTRIBUTED TO ORGANIZATIONAL BEHAVIOUR IN A SIGNIFICANT
WAY AND HELPS IN IMPARTING KNOWLEDGE ABOUT BEHAVIOUR OF PEOPLE IN ORGANIZATIONS.
• SOCIOLOGY-INDUSTRIAL SOCIOLOGY IN PARTICULAR
• PSYCHOLOGY-INDUSTRIAL PSYCHOLOGY & SOCIAL PSYCHOLOGY IN PARTICULAR
• ANTHROPOLOGY
• POLITICAL SCIENCE
• MEDICINE
• ENGINEERING

12. SIGNIFICANCE/IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR
• BEHAVIOUR IS AN EXTEMELY COMPLEX PHENOMENON. IT IS A DIFFICULT SUBJECT MATTER.
HOWEVER, BEHAVIOUR IS NOT TOTALLY UNPREDICTABLE. CERTAIN GENERALIZATIONS ARE
POSSIBLE WITH REFERENCE TO BEHAVIOUR.
• BEHAVIOUR MUST BE STUDIED THOROUGHLY AND SYSTEMATICALLY. DESCRIPTION OF CERTAIN
BEHAVIOUR PATTERNS IS POSSIBLE.
• THUS, ORGANIZATIONAL BEHAVIOUR AS A DISCIPLINE IS VERY IMPORTANT. IT IS AN APPLIED
BEHAVIOURAL SCIENCE, A SCIENTIFIC DISCIPLINE WHICH PROVIDES USEFUL TOOLS FOR EFFECTIVE
FUNCTIONING OF ORGANIZATIONS.
• THE STUDY OF ORGANIZATIONAL BEHAVIOUR IS BENEFICIAL IN SEVERAL WAYS. IT IS VERY USEFUL
TO MAINTAIN CORDIAL/GOOD INDUSTRIAL RELATIONS. IT HELPS IN TACKLING HUMAN PROBLEMS
HUMANLY.
• ORGANIZATIONAL BEHAVIOUR IS HELPFUL IN UNDERSTANDING COMPLEXITIES INVOLVED IN
INTER-PERSONAL RELATIONS.

13. SIGNIFICANCE/IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR……continuation….
• ORGANIZATIONAL BEHAVIOUR SERVES AS A BASIS FOR MODERN HUMAN RESOURCE
MANAGEMENT.
• O.B. HELPS IN UNDERSTANDING THE CAUSES FOR VARIOUS PROBLEMS AND PREDICT COURSE OF
ACTION AND CONTROL CONSEQUENCES. IT SERVES AS HUMAN TOOL FOR HUMAN BENEFIT.
• O.B. ANALYSES OPTIMUM(MAXIMUM) UTILIZATION OF HUMAN RESOURCES FOR ATTAINING
ORGANIZATIONAL GOALS. IT IS A VERY USEFUL BRANCH OF KNOWLEDGE WHICH ATTEMPTS TO
STUDY AN ORGANIZATION AT THE MICRO LEVEL.
• O.B. HELPS DESCRIBE HOW PEOPLE BEHAVE WITHIN AN ORGANIZATION UNDER VARIED
CONDITIONS.
• O.B. HELPS UNDERSTAND WHY PEOPLE BEHAVE AS THEY DO WITHIN AN ORGANIZATION.
• O.B HELPS MAKE PREDICTIONS ABOUT BEHAVIOUR OF MEMBERS BELONGING TO AN
ORGANIZATION.
• O.B. HELPS IN CONTROLLING AND IN UNDERSTANDING MECHANISMS RELATING TO HUMAN
ACTIVITIES AT WORK AND STRIVES TO IDENTIFY WAYS IN WHICH PEOPLE ACT MORE EFFECTIVELY.

14. SIGNIFICANCE/IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR……continuation….
• RELATIONS BETWEEN MANAGEMENT AND EMPLOYEES CAN BE STRAINED FOR REASONS THAT
ARE PERSONAL AND NOT TECHNICAL. THUS HUMAN PROBLEMS NEED TO BE TACKLED HUMANLY.
THUS IN THIS CONTEXT, O.B. IS VERY USEFUL.
• ORGANIZATIONAL BEHAVIOUR IS VERY USEFUL IN THE FIELD OF MARKETING TOO. IT CREATES AN
AWARENESS OF NATURE OF INDIVIDUAL AND SOCIAL PROCESSES (COMPETITION etc.),
CONSUMER CHOICE BEHAVIOUR, LEARNING OF RESPONSES etc.
• A THOROUGH KNOWLEDGE OF O.B. IS VERY MUCH NECESSARY/USEFUL FOR PURSUING A CAREER
IN MANAGEMENT. IT HELP IN PREDICTING BEHAVIOUR AND ENHANCES OUR ABILITY TO
UNDERSTAND OUR EMPLOYEES.
• AS AN ACADEMIC DISCIPLINE, ORGANIZATIONAL BEHAVIOUR IS GAINING POPULARITY.

15. CRITICAL EVALUATION/CRITICISMS AGAINST ORGANIZATIONAL BEHAVIOUR
• ORGANIZATIONAL BEHAVIOUR HAS ITS OWN LIMITATIONS.
• O.B. IS CONSIDERED AS A MERE FAD. IT CAN BE SELFISH AND EXPLOITATIVE SERVING
MANAGEMENT INTERESTS.
• O.B. IS CONSIDERED AS A PRODUCT OF CAPITALIST SOCIETIES SERVING THEIR SELFISH INTEREST.
• ANOTHER CRITICISM IS THAT O.B. SUITS THE DUAL PERSONALITIES OF MANAGERS WHO ACT LIKE
FEUDAL LORDS AND EXPECT WORKERS TO HAVE A SLAVISH ATTITUDE.
• SOME SCHOLARS FEEL THAT O.B. HAS NOT CONTRIBUTED IN IMPROVING INDUSTRIAL RELATIONS.
• IT IS CONSIDERED AS AN ACADEMIC DISCIPLINE WHICH IS DESCRIPTIVE-WHICH ONLY DESCRIBES
BEHAVIOUR AND IS NOT PRESCRIPTIVE AS IT CANNOT ALWAYS PREVENT PROBLEMS IN
INDUSTRIAL RELATIONS.
• IT BREEDS COMPETITIVE SPIRIT AND CAN AFFECT INDUSTRIAL RELATIONS NEGATIVELY.
• HOWEVER, KNOWLEDGE ABOUT HUMAN BEHAVIOUR-VERY IMPORTANT TO IMPROVE
ORGANIZATIONAL EFFECTIVENESS, PROVIDED BY O.B. CANNOT BE UNDERMINED.

16. ORGANIZATIONAL STRUCTURE
• STRUCTURE REFERS TO THE WAY A THING IS CONSTRUCTED OR ORGANIZED.
• STRUCTURE ALSO REFERS TO A COMPLEX WHOLE, OR SUPPORTING FRAME WORK OR ESSENTIAL
PARTS.
• EVERY ORGANIZATION INCLUDING INDUSTRY HAS A STRUCTURE KNOWN AS ORGANIZATIONAL
STRUCTURE.
• ORGANIZATIONAL STRUCTURE HAS ESSENTIAL PARTS OR DETERMINANTS.
• THE DETERMINANTS/ESSENTIAL PARTS OF AN ORGANIZATIONAL STRUCTURE ARE AS FOLLOWS:
• 1. ENVIRONMENT
• 2. TECHNOLOGY
• 3. SIZE
• 4. PHILOSOPHY AND STRATEGY

17. ORGANIZATIONAL STRUCTURE……continuation…….
• 1. ENVIRONMENT:
• ALL ORGANIZATIONS WILL HAVE INTERACTION WITH OUTSIDE ENVIRONMENT.
• THIS WILL HAVE A CONSIDERABLE IMPACT ON INTERNAL OPERATIONS OF ORGANIZATIONS.
• CUSTOMERS, CULTURAL CONDITIONS, ECONOMIC CONDITIONS etc. MAKES VARIATIONS IN
ORGANIZATIONAL STRUCTURE.
• 2. TECHNOLOGY:
• IS AN IMPORTANT DETERMINANT OR ESSENTIAL PART OF AN ORGANIZATIONAL STRUCTURE.
• IT IS A COMBINATION OF TOOLS, TECHNIQUES etc. AND HAS A MAJOR IMPACT ON
ORGANIZATIONAL STRUCTURE.

18. ORGANIZATIONAL STRUCTURE……continuation…….
• 3. SIZE:
• SIZE OF THE ORGANIZATION GENERALLY REFERS TO THE NUMBER OF PEOPLE WORKING THERE.
• SIZE OF THE ORGANIZATION DETERMINES TYPES OF EFFECTIVE ORGANIZATIONAL STRUCTURE.
• AN ORGANIZATION WITH A LARGER OR BIGGER SIZE, WILL HAVE MORE NUMBER OF
DEPARTMENTS, MORE NUMBER OF MANAGERIAL LEVELS AND MORE RESPONSIBILITIES. A
RELEVANT STRUCTURE IS NECESSARY TO DEAL WITH THE SIZE OF THE ORGANIZATION.
• FOR A BIG ORGANIZATION, A SIMPLE STRUCTURE WILL BE INEFFICIENT/INEFFECTIVE.

19. ORGANIZATIONAL STRUCTURE……continuation…….
• 4. PHILOSOPHY AND STRATEGY:
• PHILOSOPHY AND STRATEGY OF ORGANIZATIONS IS IMPORTANT IN THE DETERMINATION OF
LONG TERM GOALS AND OBJECTIVES OF ENTERPRISE.
• THIS WILL INFLUENCE THE ADOPTION OF COURSES OF ACTION AND ORGANIZATIONAL
STRUCTURE.
• A RESEARCH BY Dr. ALFRED CHANDLER POINTS TO THE FACT THAT THERE IS DEFINITE LINK
BETWEEN ORGANISATIONAL PHILOSOPHY AND STRATEGY AND ORGANIZATIONAL STRUCTURE.
•

20. IMPORTANCE/USES OF AN ORGANIZATIONAL STRUCTURE
• A GOOD ORGANIZATIONAL STRUCTURE/WELL PLANNED ORGANIZATIONAL STRUCTURE HAS VARIOUS
USES. IT IS INDEED NECESSARY FOR ANY ORGANIZATION TO HAVE A GOOD STRUCTURE.
• IT HELPS IN BETTER USE OF RESOURCES
• IT ENABLES EACH PERSON TO KNOW HIS/HER POSITION, ROLE AND RELATIONSHIP WITH OTHERS.
• IT HELPS IN EFFICIENT EXECUTION OF ROLES AND DUTIES
• IT HELPS IN INTEGRATION OF DIVERSE ACTIVITIES
• IT HELPS IN OPTIMUM USE OF HUMAN SKILL
• IT HELPS IN SMOOTH OPERATIONS AND SMOOTH FLOW OF WORK
• IT ENSURES EFFICIENCY IN THE FUNCTIONING OF ENTERPRISE
• IT HELPS AVOID MISAPPLICATION OF HUMAN RESOURCE
• ORGANIZATIONAL STRUCTURE IS DESIGNED BOTH FROM MECHANISTIC AND HUMANISTIC POINT OF
VIEW.
• ORGANIZATIONAL STRUCTURE DEPENDS ON THE EXTENT TO WHICH IT IS RIGID OR FLEXIBLE.