This document provides an overview of organizational behavior. It begins with a definition of organizational behavior as the study of how individuals and groups act in organizations and how organizations manage their employees for maximum effectiveness. It then discusses key topics in organizational behavior like elements, models, contributing disciplines, and international dimensions. The purpose of studying organizational behavior is to understand, predict, and influence human behavior in organizational settings.

1. ORGANIZATIONAL
BEHAVIOUR
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2. Contents
 What is Organization Behaviour?
 Why study Organizational Behaviour?
 Elements of Organizational Behaviour
 Contributing factors to OB
 Evolution of OB(Historical Development)
 Models of Organizational Behaviour
 Fundamental Concepts
 Social systems and organizational culture
 International dimensions of Organizational Behaviour
 The future of OB.
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3. “O.B. is a field of study that investigates
the impact that individuals , groups and
structures have on behaviour within
organizations for the purpose of
applying such knowledge towards
improving an organization’s
effectiveness”
- Stephen P Robbins
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4. • O.B. can be defined as the systematic
study of the actions and reactions of
individuals, groups and sub-systems.
• O.B. is the study and understanding of
individual and group behaviour,
patterns of structure in order to help
improve organizational performance
and effectiveness
• The study of human behavior, attitudes,
and performance in organizations
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5. What is Organizational
Behavior?
• The study and application of how
employees behave within organizations
• Known as people skills
• Field of study that investigates the
impact that individuals, groups and
structure have on behavior within
organizations for the purpose of
applying such knowledge towards
improving an organization
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6. Interrelated dimensions influencing behaviour:
• The Individual - working environment should satisfy
individual needs as well as attainment of
organisational goals.
• The Group - formal and informal. Understanding of
groups complements a knowledge of individual
behaviour.
• The Organisation - impact of organisation structure
and design, and patterns of management, on
behaviour.
• The Environment - technological and scientific
development, economic activity, governmental
actions
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7. ROOPA TEMKAR V. 7

8. e.g., Selection Systems Organizational Level
Group Level
Individual
Level
e.g., Groupthink
e.g., Personality
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9. Understanding
organizational behavior
requires studying
Individuals in Organizations
Group and Team Processes
Organizational Processes
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10. • O.B. is the systematic study and careful application
of knowledge about how people- as individuals and
as members of groups –act within organizations. It
strives to identify ways in which people can act more
effectively.
• O.B. provides managers with the tools to:
• (a) to understand the behavior of individuals
• (b) to understand the complexities of inter-personal
relations
• (c )to examine the dynamics of relationships
within small groups –both formal teams and informal
groups
• (d) organizations can be viewed as whole
systems that have inter-orgRaOnOPiAz TaEMtKiAoR Vn. al relationships1 0

11. GOALS
The field of OB seeks to replace intuitive
explanations with systematic study O.B. has
the following goals,
• 1.Describe, systematically, how people
behave under a variety of circumstances
• 2.Understand why people behave as they do.
• 3.Predicting future employee behavior.
• 4.Control at least partially, and develop some
human activity at work
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12. Goals of Organizational
Understand
organizational
events
Organizational
Behaviour
Research
Predict
organizational
events
Behaviour
Influence
organizational
events
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13. Fundamental concepts of
ORGANIZATIONAL BEHAVIOUR
People
•Individuals
•Groups
Environment
•Government
•Competition
•Societal pressure
Organizational Behavior
Structure
•Jobs
•Relationships
Technology
•Machinery
•Computer hardware ,software
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14. Historical development of OB
1. Industrial revolution (1900)
Importance to relationship and behavior
was controlled and unquestioned.
2. Scientific management(1856-1915)
Concerned with inefficiencies in manual
labour
3. The Gillberths(1868-1924)
Were training young brick layers
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15. Wrote a book called psychology of
management
Proposed two factors i.e., analysis &
synthesis of task
4. Henry L. Gantt
Proposed Gantt chart which is a graphic
aid to planning, scheduling & control
5. Human relations management (1930-
1950) by Elton & Mayo
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16. The Elements of Organizational
Behavior
• The organization's base rests on
management's philosophy, values, vision and
goals.
• This in turn drives the organizational culture
which is composed of the formal organization,
informal organization, and the social
environment.
• The culture determines the type of
leadership, communication, and group
dynamics within the organization.
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17. • The workers perceive this as the quality
of work life which directs their degree of
motivation.
• The final outcome are performance,
individual satisfaction, and personal
growth and development.
• All these elements combine to build the
model or framework that the
organization operates from.
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18. ROOPA TEMKAR V. 18

19. Contributing Disciplines to
the OB Field
E X H I B I T 1-3a
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20. Contributing Disciplines to
the OB Field (cont’d)
E X H I B I T 1-3b
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21. Contributing Disciplines to
the OB Field (cont’d)
E X H I B I T 1-3c
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22. Contributing Disciplines to
the OB Field (cont’d)
E X H I B I T 1-3d
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23. Contributing Disciplines to
the OB Field (cont’d)
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24. Models of OB
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25. Autocratic — The basis of this model is
power with a managerial orientation of
authority. The employees in turn are
oriented towards obedience and
dependence on the boss. The employee
need that is met is subsistence. The
performance result is minimal.
Eg., “you do this or else”
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26. • Custodial — The basis of this model is
economic resources with a managerial
orientation of money. The employees in
turn are oriented towards security and
benefits and dependence on the
organization. The employee need that is
met is security. The performance result
is passive cooperation.
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27. • Supportive — The basis of this model is
leadership with a managerial orientation
of support. The employees in turn are
oriented towards job performance and
participation. The employee need that is
met is status and recognition. The
performance result is awakened drives.
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28. • Collegial — The basis of this model is
partnership with a managerial
orientation of teamwork. The employees
in turn are oriented towards responsible
behavior and self-discipline. The
employee need that is met is self-actualization.
The performance result is
moderate enthusiasm.
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29. • The system model
• In this approach managers try to convey
to each worker you are an important
part of our whole system
• The role of manager is facilitating
employee accomplishments
• employee orientation is self motivation
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30. International Dimensions of OB
Corporate governance.
– The active oversight of management decisions,
– corporate strategy, and financial reporting by
Boards of Directors.
Ethical leadership.
– Making business and organizational decisions
with high moral standards that meet the ethical
test of being “good” and not “bad,” and of being
“right "and not “wrong.”
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31. Integrity:
• Acting in ways that are always honest,
credible, and consistent in putting one’s
values into practice.
• Positive organizational behaviour.
Quality of work life.
• The overall quality of human experience in
the workplace. Commitment to quality of
work life is an important value within
organizational behaviour. Theory Y provides
the theoretical underpinnings for
contemporary quality of work life concepts.
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32. Globalization.
– The worldwide interdependence of resource
flows, product markets, and business
competition.
Job migration.
– The shifting of jobs from one nation to another
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