Organisational behaviour (OB) studies the interactions of individuals, groups, and structures within organizations to improve effectiveness. It emphasizes understanding, predicting, and managing human behavior, and incorporates various factors at interpersonal, group, and inter-group levels. Different models of OB, such as the autocratic, custodial, supportive, and collegial models, guide managerial approaches to enhance employee motivation and organizational performance.

2. Organisational Behaviour(OB)
• Organisational behaviour is a field of study that
investigates the impact that Individuals, Groups and
Structure have on behaviour within organization for
the purpose of applying such knowledge towards
improving an organisations effectiveness. (Stephen. P. Robbins).
• Organisational behaviour can be defined as the
understanding ; prediction and management of
human behaviour that affect the performance of the
organizations.(Luthans)

3. • So,
Organisational
Behaviour
is
concerned with the study of what
people do in an organisation and how
their behaviour affect the performance
of the organisations.
• Organisational Behaviour is a scientific
discipline in which a large number of
research is conducted which improve its
knowledge base.

4. Why OB is Significant?
• Organisational behaviour offers several ideas to
manage as how human factor should be properly
emphasized to achieve organisational objectives.
• OB provides opportunity to the management to
analyze human behaviour and prescribe means
for shaping it to a particular direction.
• OB helps to analyze “why” and “how” an
individual behaves in a particular way.

5. Human behaviour
• Human behaviour is an complex
phenomenon and is effected by large
number
of
factors
including
Psychological, Social, and cultural
implications.
• Organisational Behaviour integrates
these factors to provide simplicity in
understanding the human behaviour.

6. Human behaviour at various levels
 Interpersonal Level: Human Behaviour can be understood at
the level of interpersonal interaction. Organizational
behaviour provides means for understanding the
interpersonal relationships in an organization.
 Group Level: Though people interpret anything at their
individual level, they are often modified by group
pressures, which then become a force in shaping human
behaviour. Thus individuals should be studied in groups also
 Inter-Group Level: The organization is made up of many
groups that develop complex relationships to build their
process and substance. Understanding the effect of group
relationships is important for managers in today's
organization. Inter-group relationship may be in the form of
co-operation or competition.

7. Factors applied at various levels of
Human behaviour
1.
2.
3.
4.
5.
6.
Controlling and directing Behaviour
Use of Power and Sanction
Leadership
Communication
Organisational Climate
Organisational Adaption

8. 1. Controlling and directing Behaviour
• After understanding the mechanism of human
behaviour, managers are required to control
and direct the behaviour so that it conforms
to the standards required for achieving the
organizational objectives.
• Thus, managers are required to control and
direct the behaviour at all levels of individual
interaction.

9. 2. Use of Power and Sanction
• The behaviours can be controlled and directed by
the use of power and sanction, which are
formally defined by the organization.
• Power is referred to as the capacity of an
individual to take certain action and may be
utilized in many ways.
• Organizational behaviour explains how various
means of power and sanction can be utilized so
that both organizational and individual objectives
are achieved simultaneously.

10. 3.Leadership
• Organizational behaviour brings new insights
and understanding to the practice and theory
of leadership.
• Thus, managers can adopt styles keeping in
view
the
various
dimensions
of
organizations, individuals and situations.

11. 4. Communication
• Communication helps people to come in
contact with each other.
• To achieve organizational objectives, the
communication must be effective.

12. 5. Organisational Climate
• Organizational climate refers to the total organizational
situations affecting human behaviour.
• Organizational climate takes a system perspective that
affect human behaviour.
• Besides improving the satisfactory working conditions
and adequate compensation, organizational climate
includes creation of an atmosphere of effective
supervision; the opportunity for the realization of
personal goals, congenial relations with others at the
work place and a sense of accomplishment.

13. 6. Organisational Adaption
• Organizations, as dynamic entities
characterized by pervasive changes.
are
• Organizations have to adapt themselves to the
environmental
changes
by
making
suitable, internal arrangements such as
convincing employees who normally have the
tendency of resisting any changes.

14. Historical Background For Modern
Organizational Behaviour
1. Scientific Management Approach
• Scientific management approach was developed by
F.W. Taylor at the beginning of the 20th century.
• This theory supported the use of certain steps in
scientifically studying each element of a
job, selecting and training the best workers for the
job arid making sure that the workers follow the
prescribed method of doing the job.
• It provided a scientific rationale for job
specialization and mass production. His assumption
was that employees are motivated largely by money.

15. Scientific Management Approach
• To increase the output, Taylor advised managers to pay
monetary incentives to efficient workers.
• Yet, his theory was criticized by many employers and
workers. Workers objected to the pressure of work as
being harder and faster.
• Critics worried that the methods took the humanity
out of labour, reducing workers to machines
responding
to
management
incentives.
Therefore, Taylor's view is now considered inadequate
and narrow due to the points given by the critics.

16. 2. Bureaucratic Approach
• The term "bureaucracy" was created from
words: ‘bureau’ means “desk or office” and
“cracy or kratos” which means– rule or political
power
• While scientific management was focusing on the
interaction
between
workers
and
the
task, researchers of such approach were studying
how to structure the organization more
effectively.
• Instead of trying to make each worker more
efficient, classical organization theory sought the
most effective overall organizational structure for
workers and managers.

17. Bureaucratic Approach
• The theory's most prominent advocate, Max
Weber (1864-1920), proposed a 'bureaucratic
form' of structure, which he thought would
work for all organizations .
• Henry Ford, Henry Fayol and Frederick W.
Taylor, the early management pioneers,
recognized the behavioural side of
management. However, they did not
emphasize the human dimensions.

18. 3. Hawthorne Studies
• The real beginning of applied research in the area of
organizational behaviour started with Hawthorne Experiments.
• In 1924, a group of professors began an enquiry into the human
aspects of work and working conditions at the Hawthorne plant
of Western Electric Company, Chicago.
• The findings of these studies were given a new name 'human
relations' the studies brought out a number of findings relevant
to understanding human behaviour at work.
• The Human element in the workplace was considerably more
important. The workers are influenced by social factors and the
behaviour of the individual worker is determined by the group.

19. Learning organization and
knowledge management
• Learning organizations
• Learning organizations are organizations
where people continually expand their
capacity to create the results they truly
desire, where new and expansive patterns of
thinking are nurtured, where collective
aspiration is set free, and where people are
continually learning to see the whole together.

20. • According to Sandra Kerka (1995) most
conceptualizations of the learning organizations
seem to work on the assumption that ‘learning is
valuable, continuous, and most effective when
shared and that every experience is an
opportunity to learn‘.
• Learning organizations:
– Provide continuous learning opportunities.
– Use learning to reach their goals.
– Link individual performance with organizational
performance.

21. Benefits of Learning Organisations
• The main benefits are:
• Maintaining levels of innovation and remaining
competitive
• Being better placed to respond to external pressures
• Having the knowledge to better link resources to
customer needs
• Improving quality of outputs at all levels
• Improving Corporate image by becoming more people
oriented
• Increasing the pace of change within the organization.

22. Knowledge management (KM)
• Knowledge management (KM) comprises a range
of strategies and practices used in an organization
to identify, create, represent, distribute, and
enable adoption of insights and experiences.
• Knowledge management efforts typically focus on
organizational objectives such as improved
performance,
competitive
advantage, innovation, the sharing of lessons
learned,
integration
and
continuous
improvement of the organization.

24. Individual Behaviour and
Managing Diversity

25. The models to understand the
process of individual behaviour
• The process of individual behaviour
can be understood by three models:
(a) Basic model of behaviour
(b) S-R model of behaviour
(c) MARS model of behaviour

26. (a) Basic Model of behaviour

27. Basic Model of behaviour shows
that:1. The behaviour process is similar for all people
2. Actual behaviour can differ because of
physiological, environmental and physiological
variables and such factors as frustration,
conflict, and anxiety
3. Many of the variables influencing behaviour
have been shaped before persons enter in the
organization.

28. (b) Stimulus-Response(S-R) Model of
Behaviour
Cognition:-the mental action or process of acquiring knowledge through
experience, thought and the senses. Eg. a perception, sensation, or intuition.

29. The behaviour of person may be caused by :
I. Certain
internal
factors
such
as
feelings, stress, motives, etc.
II. Other external stimulus (environment)
III. A stimulus may be any factor in the
environment which directly has an impact
on the individual which may be visible in
the behaviour.
This means that the response or behaviour
of an individual is determined by certain
situational forces present in the
environment. This entire situation is
referred to as the S-R process.

30. (c) MARS Model of Individual Behaviour

31. MARS Model of Individual Behaviour shows that :
1. All these four factors have combined effect on individual
performance. If any factor weakens, employee
performance will decrease.
2. These four factor – Motivation, Ability, Role
perceptions, and Situational factors are influenced by
several
other
individual
variables
such
as
values, personality, perceptions, emotions, attitudes, stres
s etc. Personality and values are the most stable
elements, whereas emotions, attitudes, and stress are
much more fluid characteristics.
3. Each of these factors relates to the MARS model in various
ways. For example, personal values affect an employee‘s
motivation through emotions & tend to shape role
perceptions through the perceptual process.

32. MODELS IN OB
• Models are developed in different fields to
guide activities in those fields.
• Every organization develops a particular
model in which behavior of the people takes
place.
• “Davis” has described four(4) OB models
which are as follows:
1. Autocratic
2. Custodial
3. Supportive
4. Collegial
Jayant Isaac,Asso.Profesor

33. THE AUTOCRATIC MODEL
• The autocratic model is based on power. Under this
model, the person who holds power has the authority
to demand work from workers.
• This model was widely popular during the Industrial
Revolution.
• It is based on the assumption that work can only be
extracted by means of pushing, directing, and
persuading the employees.
Jayant Isaac,Asso.Profesor

34. THE AUTOCRATIC MODEL
• This model empowers managers with authority which
might be used for unfair practices such as suspending
the employees for not obeying the orders, giving low
pay, etc.
• Such a work environment motivates very few
employees to exhibit higher productivity.
• However, the autocratic model works well under
certain conditions, particularly in times of an
organizational crisis.
Jayant Isaac,Asso.Profesor

35. THE CUSTODIAL MODEL
• In the custodial model, the emphasis is laid on
providing job security to the employees. It has been
observed that employees generally prefer jobs that
promise job security.
• Therefore, employers offer fringe benefits to
strengthen the employee’s confidence in job security.
• While
this
helps
in
retaining
the
employees, knowing that they are going to get
incentives irrespective of their job performance
might cause the employees to be more laid back in
their approach toward work.
Jayant Isaac,Asso.Profesor

36. THE SUPPORTIVE MODEL
• The supportive model emphasizes leadership rather than
power or money.
• Under this approach, leaders promote an environment for the
employees to grow while they help in achieving the
organization’s objectives.
•
Also the support extended by the management motivates the
employees to work. The employees are self motivated to
enhance their performance and are not compelled to do so.
• This model might not be effective for employees whose lower
level needs are not satisfied.
• Nevertheless, the supportive model enhances
relationships between Jayant Isaac,Asso.Profesor and the employer.
the employee
the

37. THE COLLEGIAL MODEL
• In the collegial model, employees are selfdisciplined, self-satisfied, and have specific goals
which motivate them to improve their
performance.
• In this approach, the superior acts more like a leader
who leads the way and motivates employees that to
perform at their best.
• The term ‘collegial’ refers to a group of persons
working for a common purpose. This approach is an
extension of the supportive model.
Jayant Isaac,Asso.Profesor

38. Model of OB
AUTOCRATIC
CUSTODIAL
SUPPORTIVE
COLLEGIAL
Basis of
model
Power
Economic
Resources
Leadership
Partnership
Managerial
orientation
Authority
Money
Supportive
Teamwork
Employee
orientation
Obedience
Security &
Benefits
Job
Performance
Responsible
Behavior
Employee
Dependence
psychological on boss
result
Dependence
on
organization
Participation
Self-discipline
Employees
need met
Subsistence
Security
Status &
recognition
Self
actualization
Performance
result
Minimum
Passive
Cooperation
Awakened
drives
Moderate
enthusiasm
Jayant Isaac,Asso.Profesor

39. S-O-B-C Model
• The OB model based on the social learning
approach is termed as the SOBC model, where
“S” stands for stimulus, “O” for organism, “B”
for behavior, and “C” for consequence.
• The S-O-B-C model gives the basic framework
rather than a complete explanation of OB.
Jayant Isaac,Asso.Profesor

40. • S – Stimulus: is an environmental variable that
depicts the environmental situation, both
contextual and organizational.
• O – Organism: is a cognitive variable that understands
organizational participants which link the environmental
situation and the resulting organizational behavior.
• B – Represents the organizational behavior.
• C – Consequence: is an environmental variable that depicts
organizational and group dynamics and the consequences
of previous interactions between environmental, personal
and behavioral variables.
Jayant Isaac,Asso.Profesor