Organizational behavior is the study of human behavior in organizational settings. It examines three levels of analysis - individual behavior, group behavior, and organizational behavior. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key concepts in OB include individual differences, perception, treating employees as whole people, motivated behavior, employee involvement, and valuing employees. Models of OB range from autocratic to custodial to supportive to collegial to systems-based approaches.
This document provides an introduction to the course on Organizational Behaviour (OB) at Chandigarh Group of Colleges. It outlines the course objectives, which are to explain the basics of OB and examine individual and group behavior in organizations. The document also lists the course outcomes and units that will be covered, including individual behavior, group dynamics, leadership, conflict management and organizational culture. It concludes by providing references for further suggested readings on OB.
Organizational behavior is the scientific study of human behavior in organizational settings, how it is influenced by individuals, groups and structure, and how that knowledge can be applied to improve organizational effectiveness. The document outlines the key elements and historical development of organizational behavior. It traces the evolution of the field from a focus on human needs during the Industrial Revolution to establishing as a separate branch of management by the late 20th century. Understanding organizational behavior is important as it provides tools to analyze behavior at multiple levels and helps managers improve skills, quality, and diversity in organizations.
Organizational behaviour (OB) is concerned with understanding, describing and predicting the behaviour of individuals and groups in organizations. OB draws concepts from various behavioural sciences like psychology, sociology, anthropology and social psychology. OB aims to improve performance at the individual, group and organizational levels. Individual behaviour in organizations is influenced by personal factors like personality and abilities, psychological factors like attitudes and values, as well as environmental factors like organizational systems. Attitudes are expressions of favor or disfavor and are formed through experiences, conditioning, vicarious learning and social influences. Personality consists of inherited traits and acquired tendencies and can be of different types that impact work behaviour.
This document introduces the topic of organizational behavior and defines some key terms. It discusses that OB draws from several disciplines like psychology, social psychology, sociology, anthropology, and economics. OB uses the scientific method to form and test hypotheses about how things are usually done in organizations and how they could be done best. It examines outcomes like productivity, absenteeism, and turnover, and looks at individual, group, and organizational factors that influence these outcomes. Contingency theory holds that the best approach depends on situational factors. Understanding OB can help you understand how people respond to situations and get others to do what you want. Key trends affecting organizations today include technology changing work structures, increasing internationalization, and more diverse workforces
This document summarizes a presentation about using predictive analytics in human capital management. The presentation discusses discovering a new model of human capital management that drives organizational performance and profitability. It emphasizes using data and predictive analytics to uncover true human capital costs, build reliable talent pipelines, attract and retain critical talent, convert data into business intelligence, and sustain employee engagement. The presentation provides examples of how predictive analytics can be used to conduct strategic scans of the workforce, manage risks, develop capabilities, shift metrics to focus on leading indicators, and make connections between human capital factors and strategic outcomes like financial performance.
Organizational behavior is the study of how individuals and groups act within organizations. It examines how their behaviors impact organizational effectiveness. The document traces the historical roots of OB from scientific management to classical organization theory to the human relations movement. It defines key OB concepts like formal vs informal organizations and discusses individual differences in areas like personality, intelligence, attitudes and perception. The goals and scope of OB are explained along with topics like groups, leadership, motivation and organizational structure.
This document discusses career planning and development. It defines key terms like career goals, career paths, and career anchors. It also outlines the career development cycle and discusses organizational and individual career development perspectives. It provides examples of career paths and stages of career development. Finally, it discusses the role of HR in career development and provides the example of succession planning at Bajaj Auto and career development practices at Wipro.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
This document provides an introduction to the course on Organizational Behaviour (OB) at Chandigarh Group of Colleges. It outlines the course objectives, which are to explain the basics of OB and examine individual and group behavior in organizations. The document also lists the course outcomes and units that will be covered, including individual behavior, group dynamics, leadership, conflict management and organizational culture. It concludes by providing references for further suggested readings on OB.
Organizational behavior is the scientific study of human behavior in organizational settings, how it is influenced by individuals, groups and structure, and how that knowledge can be applied to improve organizational effectiveness. The document outlines the key elements and historical development of organizational behavior. It traces the evolution of the field from a focus on human needs during the Industrial Revolution to establishing as a separate branch of management by the late 20th century. Understanding organizational behavior is important as it provides tools to analyze behavior at multiple levels and helps managers improve skills, quality, and diversity in organizations.
Organizational behaviour (OB) is concerned with understanding, describing and predicting the behaviour of individuals and groups in organizations. OB draws concepts from various behavioural sciences like psychology, sociology, anthropology and social psychology. OB aims to improve performance at the individual, group and organizational levels. Individual behaviour in organizations is influenced by personal factors like personality and abilities, psychological factors like attitudes and values, as well as environmental factors like organizational systems. Attitudes are expressions of favor or disfavor and are formed through experiences, conditioning, vicarious learning and social influences. Personality consists of inherited traits and acquired tendencies and can be of different types that impact work behaviour.
This document introduces the topic of organizational behavior and defines some key terms. It discusses that OB draws from several disciplines like psychology, social psychology, sociology, anthropology, and economics. OB uses the scientific method to form and test hypotheses about how things are usually done in organizations and how they could be done best. It examines outcomes like productivity, absenteeism, and turnover, and looks at individual, group, and organizational factors that influence these outcomes. Contingency theory holds that the best approach depends on situational factors. Understanding OB can help you understand how people respond to situations and get others to do what you want. Key trends affecting organizations today include technology changing work structures, increasing internationalization, and more diverse workforces
This document summarizes a presentation about using predictive analytics in human capital management. The presentation discusses discovering a new model of human capital management that drives organizational performance and profitability. It emphasizes using data and predictive analytics to uncover true human capital costs, build reliable talent pipelines, attract and retain critical talent, convert data into business intelligence, and sustain employee engagement. The presentation provides examples of how predictive analytics can be used to conduct strategic scans of the workforce, manage risks, develop capabilities, shift metrics to focus on leading indicators, and make connections between human capital factors and strategic outcomes like financial performance.
Organizational behavior is the study of how individuals and groups act within organizations. It examines how their behaviors impact organizational effectiveness. The document traces the historical roots of OB from scientific management to classical organization theory to the human relations movement. It defines key OB concepts like formal vs informal organizations and discusses individual differences in areas like personality, intelligence, attitudes and perception. The goals and scope of OB are explained along with topics like groups, leadership, motivation and organizational structure.
This document discusses career planning and development. It defines key terms like career goals, career paths, and career anchors. It also outlines the career development cycle and discusses organizational and individual career development perspectives. It provides examples of career paths and stages of career development. Finally, it discusses the role of HR in career development and provides the example of succession planning at Bajaj Auto and career development practices at Wipro.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
Unit I - Management Science and Theory and PracticeArgon David
This document outlines the topics that will be covered in Unit 1 of Principles of Management, including the evolution of management thought, social responsibility and ethics, global and comparative management, the functions of management, planning, objectives, strategies, policies, decision making, and global planning.
Mc Gregor's & Ouchi's theories of management.ArulmadhavUB
McGregor's Theory X and Theory Y describe two approaches to managing employees and motivation in organizations. Theory X assumes employees dislike work and must be closely controlled, while Theory Y assumes employees can be self-motivated and ambitious. Theory Z, proposed by Ouchi, focuses on long-term employment, individual responsibility, holistic concern for employees, and consensus-based decision making, drawing on Japanese management styles.
Performance execution involves employees striving to achieve agreed upon results and develop skills. Managers are responsible for creating motivating conditions, eliminating problems, and providing opportunities. It converts strategic objectives into results through motivation, counseling, training, coaching, and feedback alignment. Regular feedback ensures performance is monitored and adjusted, and that managers and employees agree on expectations. Motivation comes from recognition, accountability, and rewarding success. Counseling addresses issues impacting performance and helps with personal and career development. Training provides skills and coaching supports learning goals. Alignment requires shared understanding of goals throughout the organization.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Organizational development (OD) aims to expand knowledge and effectiveness for organizational change and performance. The key concepts of OD theory are organizational climate, culture, and strategy. Organizational climate refers to a company's unique personality while culture comprises shared assumptions, values, and beliefs. Organizational strategy involves long-term goals and a strategic plan. The process of OD involves diagnosis, action planning, intervention, and evaluation.
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
Perception and learning are important processes. Perception involves receiving environmental stimuli and organizing and interpreting the information. It can be influenced by both internal factors like beliefs and experiences as well as external factors such as size, movement, and novelty. Learning is a permanent change in behavior resulting from experience. It involves steps like receiving input, responding, motivation, and reinforcement. Major theories of learning include classical and operant conditioning, cognitive theories, and social learning theory. Conditioning involves associating stimuli with responses, while cognitive and social learning theories emphasize how people learn through meaning, observation, and social models.
The document discusses Indian labor legislation. It provides definitions and outlines the objectives, principles, scope, and classification of labor laws in India. Key points covered include:
- Labor legislation protects workers' rights and promotes healthy employer-employee relations.
- Major labor laws in India relate to industrial relations, wages, working conditions, welfare, and social security.
- Labor laws aim to prevent exploitation of workers, preserve their health and safety, and establish productive employment relationships.
- Major central acts discussed are the Industrial Disputes Act, Employees' Compensation Act, Payment of Gratuity Act, and Minimum Wages Act.
This document discusses key concepts in organizational behavior, including:
1) Organizational behavior is the study of how individuals and groups act within organizations and how organizational structure impacts performance.
2) Individual, group, and organizational factors all influence behavior.
3) Three disciplines - psychology, sociology, and anthropology - provide frameworks for understanding organizational behavior.
4) Metaphors like "machines" and "organisms" can help explain how organizations function.
it is about the personality perception and motivation of a person along with the theories of the personality and traits of different personality organisational behavior is the subject and it will help you prepare for the presentation for free
The document provides information about collective bargaining including:
- Definitions of collective bargaining as the negotiation process between worker representatives and management to determine terms of employment.
- The history of collective bargaining beginning in the late 19th century and its introduction in Bangladesh in 1969.
- The objectives, characteristics, types, issues and structure of collective bargaining from the plant to national levels.
- The roles of collective bargaining agents and the process of selecting them.
- The typical steps in the collective bargaining process from preparation to settlement.
- Factors that are important for successful collective bargaining and reasons it has not progressed significantly in Bangladesh.
The document discusses various topics related to compensation management including job evaluation, incentive plans, and strategic benefit planning. It covers job evaluation methods like Hay Profile Method and factors. It defines incentives and different types of individual, team, and enterprise incentive plans. It also discusses the importance of strategic benefit planning and providing a balanced bouquet of benefits to employees.
The presentation discusses about the competitive environment of an organization. This includes organization and their environment, the nature of organizational environments, and basic framework describing how environments affect organizations.
Couselling skills
Managers
couselling in organisations
counselling in workplace
Types of counselling
Approaches to counselling
Verbalnd non verbalskills for counsellors
Ohio & Michigan state theories of leadershipIsha Joshi
The document discusses two major theories of leadership: the Ohio State Leadership Theory and the Michigan State Leadership Theory. The Ohio State model identifies two dimensions of leadership behavior - consideration (people-oriented) and initiating structure (task-oriented). The Michigan State model found that production-centered leadership focused on tasks while employee-centered leadership focused on relationships and satisfaction, leading to better performance and lower turnover. Both theories contribute to understanding that effective leadership balances both task and relationship behaviors.
The document discusses several key aspects of individual behavior:
1. Individual behavior is influenced by both internal factors like personality and external environmental factors.
2. There are many theories that seek to explain personality, including trait theory, psychoanalytic theory, humanistic theory, and social-cognitive approaches.
3. Personality is commonly measured using methods like questionnaires, interviews, case histories, observations, and projective tests. Core personality attributes like locus of control can influence behaviors in organizational settings.
Unit I - Management Science and Theory and PracticeArgon David
This document outlines the topics that will be covered in Unit 1 of Principles of Management, including the evolution of management thought, social responsibility and ethics, global and comparative management, the functions of management, planning, objectives, strategies, policies, decision making, and global planning.
Mc Gregor's & Ouchi's theories of management.ArulmadhavUB
McGregor's Theory X and Theory Y describe two approaches to managing employees and motivation in organizations. Theory X assumes employees dislike work and must be closely controlled, while Theory Y assumes employees can be self-motivated and ambitious. Theory Z, proposed by Ouchi, focuses on long-term employment, individual responsibility, holistic concern for employees, and consensus-based decision making, drawing on Japanese management styles.
Performance execution involves employees striving to achieve agreed upon results and develop skills. Managers are responsible for creating motivating conditions, eliminating problems, and providing opportunities. It converts strategic objectives into results through motivation, counseling, training, coaching, and feedback alignment. Regular feedback ensures performance is monitored and adjusted, and that managers and employees agree on expectations. Motivation comes from recognition, accountability, and rewarding success. Counseling addresses issues impacting performance and helps with personal and career development. Training provides skills and coaching supports learning goals. Alignment requires shared understanding of goals throughout the organization.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Organizational development (OD) aims to expand knowledge and effectiveness for organizational change and performance. The key concepts of OD theory are organizational climate, culture, and strategy. Organizational climate refers to a company's unique personality while culture comprises shared assumptions, values, and beliefs. Organizational strategy involves long-term goals and a strategic plan. The process of OD involves diagnosis, action planning, intervention, and evaluation.
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
Perception and learning are important processes. Perception involves receiving environmental stimuli and organizing and interpreting the information. It can be influenced by both internal factors like beliefs and experiences as well as external factors such as size, movement, and novelty. Learning is a permanent change in behavior resulting from experience. It involves steps like receiving input, responding, motivation, and reinforcement. Major theories of learning include classical and operant conditioning, cognitive theories, and social learning theory. Conditioning involves associating stimuli with responses, while cognitive and social learning theories emphasize how people learn through meaning, observation, and social models.
The document discusses Indian labor legislation. It provides definitions and outlines the objectives, principles, scope, and classification of labor laws in India. Key points covered include:
- Labor legislation protects workers' rights and promotes healthy employer-employee relations.
- Major labor laws in India relate to industrial relations, wages, working conditions, welfare, and social security.
- Labor laws aim to prevent exploitation of workers, preserve their health and safety, and establish productive employment relationships.
- Major central acts discussed are the Industrial Disputes Act, Employees' Compensation Act, Payment of Gratuity Act, and Minimum Wages Act.
This document discusses key concepts in organizational behavior, including:
1) Organizational behavior is the study of how individuals and groups act within organizations and how organizational structure impacts performance.
2) Individual, group, and organizational factors all influence behavior.
3) Three disciplines - psychology, sociology, and anthropology - provide frameworks for understanding organizational behavior.
4) Metaphors like "machines" and "organisms" can help explain how organizations function.
it is about the personality perception and motivation of a person along with the theories of the personality and traits of different personality organisational behavior is the subject and it will help you prepare for the presentation for free
The document provides information about collective bargaining including:
- Definitions of collective bargaining as the negotiation process between worker representatives and management to determine terms of employment.
- The history of collective bargaining beginning in the late 19th century and its introduction in Bangladesh in 1969.
- The objectives, characteristics, types, issues and structure of collective bargaining from the plant to national levels.
- The roles of collective bargaining agents and the process of selecting them.
- The typical steps in the collective bargaining process from preparation to settlement.
- Factors that are important for successful collective bargaining and reasons it has not progressed significantly in Bangladesh.
The document discusses various topics related to compensation management including job evaluation, incentive plans, and strategic benefit planning. It covers job evaluation methods like Hay Profile Method and factors. It defines incentives and different types of individual, team, and enterprise incentive plans. It also discusses the importance of strategic benefit planning and providing a balanced bouquet of benefits to employees.
The presentation discusses about the competitive environment of an organization. This includes organization and their environment, the nature of organizational environments, and basic framework describing how environments affect organizations.
Couselling skills
Managers
couselling in organisations
counselling in workplace
Types of counselling
Approaches to counselling
Verbalnd non verbalskills for counsellors
Ohio & Michigan state theories of leadershipIsha Joshi
The document discusses two major theories of leadership: the Ohio State Leadership Theory and the Michigan State Leadership Theory. The Ohio State model identifies two dimensions of leadership behavior - consideration (people-oriented) and initiating structure (task-oriented). The Michigan State model found that production-centered leadership focused on tasks while employee-centered leadership focused on relationships and satisfaction, leading to better performance and lower turnover. Both theories contribute to understanding that effective leadership balances both task and relationship behaviors.
The document discusses several key aspects of individual behavior:
1. Individual behavior is influenced by both internal factors like personality and external environmental factors.
2. There are many theories that seek to explain personality, including trait theory, psychoanalytic theory, humanistic theory, and social-cognitive approaches.
3. Personality is commonly measured using methods like questionnaires, interviews, case histories, observations, and projective tests. Core personality attributes like locus of control can influence behaviors in organizational settings.
Ajay Narta's resume summarizes his career objective, training experience, job experience, responsibilities, education, skills, hobbies, strengths, weaknesses, and personal details. His objective is to work for an organization that benefits both himself and the company. He has training experience in front office, food & beverage service, housekeeping, and food production from the Park Plaza Ludhiana. For job experience, he worked at CABBANA HOTEL and is currently working at JW MARRIOTT in their in-room dining department. He has a bachelor's degree in hospitality and tourism and is skilled in computer programs and the Microsoft Office suite.
The document provides a schedule of 37 matches played during the 2012 season of the Indian Premier League (IPL) cricket tournament. It lists the date, time, match number, participating teams, venue, scores and highlights for each match including the man of the match.
1) The CEO discusses Bharti Airtel's expansion into Africa in June 2010, which transformed the company into a truly global operator covering over 1.8 billion people across South Asia and Africa.
2) In the past year, Airtel focused on preparing its operations across 16 African countries for long-term growth on the continent, which presents immense opportunities.
3) While Africa poses challenges like high costs and lack of infrastructure, Airtel is addressing these challenges proactively and seeing positive results as it works towards its 2015 vision of being "the most loved brand" across Africa.
In this presentation you will be introduced to one of the most interesting subject in Business Administration. Organizational Behaviour. This relates to individuals/ group of people working together in teams; however this subject becomes more challenging when situational factors are incorporated which alter the dynamics of the way a team works and executes its plans. This is a good information tool to better understand professional behavior in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
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Introduction to Organizational BehaviorAmare_Abebe
The Presentation contains:
Organizational Behavior: Meaning, scope and Foundations
Systematic study of behavior
Scope of OB
Fundamental concepts of OB
Importance of OB
Model of OB
Unit 3 Organanizational behavr and topics.pptxhonakjannu789
This document discusses organizational behavior and the nature and scope of the field. It notes that organizations touch nearly every aspect of life and are essential in modern society. Organizational behavior draws from various social sciences like psychology, sociology, anthropology, and political science to study individual and group behavior in organizational contexts. Perception is an important topic, as it influences how people interpret and act in organizations. Successful managers understand perception and try to gain accurate perspectives from different points of view to make informed decisions. Diversity management programs also aim to leverage diversity while addressing perceptual biases.
This document provides an overview of human behavior in organizations. It discusses three levels of analysis (individual, group, and organization). It also outlines the contributing disciplines to organizational behavior including psychology, sociology, social psychology, anthropology, and political science. The document then contrasts McGregor's Theory X and Theory Y approaches to management, with Theory X assuming employees dislike work and Theory Y assuming employees can exercise self-direction. The conclusion emphasizes aligning individual, group, and organizational behaviors to accomplish goals.
Organizational behavior aims to improve organizational effectiveness by studying how individuals, groups, and structure influence behavior within organizations. However, there are some limitations to consider. First, an overemphasis on employee satisfaction can overlook broader organizational goals. Second, applying organizational behavior practices excessively may reach a point of diminishing returns. Finally, knowledge of human behavior could potentially be used to manipulate people unethically rather than help them develop. Overall, organizational behavior provides useful insights but is not a perfect solution and must consider ethical implications.
MBA 1s sem Organisational Behaviour NotesSuman Poudel
The document discusses organizational behavior and leadership skills. It aims to equip students with knowledge and skills to understand how individual, group, and organizational factors influence workplace behavior. The course covers topics like individual behavior foundations, group behavior foundations, leadership and organizational change. It discusses how organizational behavior draws from disciplines like psychology, sociology, and economics to study human behavior in organizational settings. The importance of applying such knowledge to improve organizational performance and effectiveness is also highlighted.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of what people think, feel, and do in organizations. It discusses how organizational behavior draws from various behavioral sciences like psychology, sociology, social psychology, anthropology, economics, and political science to understand individual and group behavior in organizational settings. The document also outlines the process of organizing, including identifying objectives and activities, assigning duties, defining relationships, and integrating groups. Overall, the document introduces the topic of organizational behavior and its interdisciplinary nature.
Organizational behavior draws from various fields like psychology, sociology, political science, economics, anthropology to understand human behavior in organizational settings. It focuses on understanding the impact of individuals, groups, and organizational structure on employee behavior. The goal is to apply this knowledge to improve organizational effectiveness and productivity.
The dynamics of people and organizationbasudebkumar
This presentation provides an overview of organizational behavior. It defines organizational behavior as the study of how people act within organizations both individually and in groups. The goals of organizational behavior are described as describing, understanding, predicting, and controlling human behavior in organizational settings. Key forces that affect organizational behavior are identified as people, structure, environment, and technology. Basic approaches taken in organizational behavior are identified as the human resources, contingency, results-oriented, and systems approaches. Fundamental concepts regarding the nature of people and organizations are also outlined.
Organizational behavior (OB) is the study of how individuals and groups act within organizations. [1] OB has the goals of describing, understanding, predicting, and controlling human behavior in organizational settings to improve organizational effectiveness. [2] It draws on various disciplines like psychology, sociology, and anthropology. [3] OB faces challenges like improving employee skills, quality, and diversity to meet business goals in an increasingly global environment.
Organizational behavior is the field of study that investigates how individuals, groups, and organizational structure impact behavior in organizations. It draws from various contributing disciplines including psychology, sociology, social psychology, anthropology, and political science. There are many challenges and opportunities for organizational behavior today, such as responding to globalization, managing workforce diversity, improving quality and productivity, and improving customer service. Organizational behavior aims to understand and predict workplace behaviors in order to help organizations operate more effectively and improve outcomes like productivity, job satisfaction, and organizational citizenship.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how people act within organizations. It discusses key elements like people, structure, technology, and environment. It outlines fundamental concepts including that individuals differ, people are whole beings with needs and values, behavior is motivated, and human dignity is valuable. Organizations are social systems with formal and informal structures. The document also covers the historical development of the field and approaches like interdisciplinary, human resources, contingency, productivity, and systems approaches. It provides an example of how recognizing an individual's needs for recognition can improve their performance.
Organizational bahaviour (ob) by tutor; joseph kasika hrm professionalJoseph Kasika
This document provides an overview of organizational behavior and human resource management. It discusses key topics such as the meaning and scope of organizational behavior, elements and benefits of studying organizational behavior, differences between human and non-human resources, major goals of organizational behavior, and the multidisciplinary nature of organizational behavior drawing from fields such as psychology, sociology, anthropology, economics, and political science. The document is a compilation on organizational behavior prepared by Joseph L. Kasika to provide foundational knowledge on the subject.
- Organizational behavior is the study of how people act within organizations and how their behaviors are influenced by the organizational context. It applies to understanding behavior in all types of organizations.
- Understanding individual and group behaviors in organizational settings is important for managers to effectively manage people. Organizational behavior offers ways to understand people as the organizations themselves, as valuable resources, and as individuals with needs and motivations.
- Individual behaviors interact with and influence the organization, and the organization also influences individual behaviors. Organizational behavior integrates knowledge from various disciplines to analyze organizations.
This document provides an overview of organizational behavior prepared by Mehul Rasadiya of K.K. Parekh Institute of Management Studies in Amreli, India. It defines OB as the study of human behavior in organizational settings and applying that knowledge to improve organizational effectiveness. It discusses the historical development of OB, fundamental concepts, contributing disciplines, models of OB, social systems and organizational culture, international dimensions, and limitations and future of OB. Key concepts covered include individual differences, organizations as social systems, and the need for management.
This document provides an introduction to organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings, including the interface between human behavior and the organizational context. It discusses the historical development of the field, including scientific management, bureaucratic approaches, and the Hawthorne studies. It notes that organizational behavior takes an interdisciplinary approach by integrating relevant knowledge from disciplines like psychology, sociology, and anthropology. The nature of organizational behavior is described as an applied science, normative science, and one that takes a humanistic and optimistic approach to understanding people in organizations.
Organizational behavior is the study of how individuals and groups act within organizations. It examines how human behavior, group dynamics, and structure impact productivity, communication, motivation and leadership. Organizational behavior draws from psychology, sociology, and anthropology to understand individuals, teams, and structure. Its goal is to apply research findings to improve organizational effectiveness and human well-being in workplaces. It takes a holistic, interdisciplinary approach to analyze all factors influencing organizational functioning.
detailed study of OB , introductions ,goals, scope, historical development, applications and uses, models, limitations of OB, future of OB, complete indepth case study for seminars and presentations.
This document discusses the relationship between organizational behavior and the individual. It defines organizational behavior as how people act individually and in groups within organizations. It strives to identify ways for people to act more effectively. The document then lists several ways that organizational behavior can enhance the relationship between the individual and the organization, including continuous learning, creating the right perceptions, building positive attitudes and values, maintaining a stress-free environment, and keeping individuals and teams motivated through job satisfaction.
1. Organizational behavior is the study of human behavior, attitudes, and performance within organizational settings, drawing on theories from disciplines like psychology, sociology, and anthropology.
2. It analyzes how the external environment affects organizations and their human resources, objectives, and strategies.
3. Organizational behavior is an interdisciplinary field that uses concepts from multiple reference disciplines like psychology, sociology, social psychology, anthropology, political science, management, and economics to understand, predict, and manage human behavior in organizations.
1. Organizational behavior is the study of human behavior, attitudes, and performance within organizational settings.
2. It draws from various disciplines like psychology, sociology, anthropology to understand individual and group behaviors and their impact on organizations.
3. The goal is to apply findings to predict, understand, and manage human behavior in work environments to meet organizational objectives.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
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- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
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In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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2. INTRODUCTION
OB is one among the specialized fields of study concerned
with understanding and describing human behavior in an
organization. It is the study of why people behave as they
do in organizations. Organizational behavior involves three
levels of analysis : It is concerned with individual behavior,
group behavior and the behavior of the organization itself.
SANDHYA YERIYURU UMESH 2
3. CONT……
In the words of Keith Davis “Organizational behavior is an
academic discipline concerned with understanding and
describing human behavior in an organizational
environment. It seeks to shed light on the whole complex
human factor in organization by identifying causes and
effects of that behavior”.
SANDHYA YERIYURU UMESH 3
4. CONT….
Organization are social systems. As pointed out by Etzinoni,
“We are born in organization, educated by organizations,
and most of us send much of our lives working for
organizations. Organizations of one form or another are a
necessary part of our society and they serve many
important needs. Organizations affect us enormously. In
short, we lead organizational lives. It is important,
therefore, if one wishes to work in them, to manage them,
to understand how organization are formed, they operate
and how pervasive are influences which they exercise on
the behavior of people.
SANDHYA YERIYURU UMESH 4
5. DEFINITIONS & MEANING
Fred Luthan in his book “Organizational Behvaiour”
defined, “Organizational behaviour attempts to study the
behaviour of people in organizations. It is concerned with
the understanding, prediction and control of such
behaviour”. Organizational behvaiour is the study of the
behaviour of people within an organizational setting.
SANDHYA YERIYURU UMESH 5
6. It involves the understanding, prediction and control of
human behaviour and the factors. Which influence the
performance of people as member of an organization.
They study of it is to utlize it as a tool for human benefit. It
can broadly be applied to the behaviour of people in all
types of organizations, such as those of business,
government and service organizations.
SANDHYA YERIYURU UMESH 6
7. In the words of Stephen P. Robbins; “Organizational
Behaviour is a field of study that investigates the impact
that individuals, groups and structure have on behaviour
within organizations, for the purpose of applying such
knowledge towards improving an organization’s
effectiveness”. From this definition we could understand
that organizational behaviour is a field of study and it is a
distinct area of expertise with a common body of
knowledge. What does it study ?
SANDHYA YERIYURU UMESH 7
9. Organizational behavior is the systematic study of the
actions and attitudes that people exhibit in organizations.
Three behavioral determinants of the performance of
employees are
Productivity
Absenteeism
Turnover
All managers are concerned with the quantity and quality
of output that each employee generates. But absence and
turnover can adversely affect this output.
SANDHYA YERIYURU UMESH 9
10. Job satisfaction (an attitude) is important for three
reasons.
First, there may be a link between satisfaction and
productivity.
Second, satisfaction appears to be negatively related to
absenteeism and turnover.
Third, it can be argued that managers have a
humanistic responsibility to provide employees with jobs
that are challenging, intrinsically rewarding, and
satisfying.
SANDHYA YERIYURU UMESH 10
11. OB is specifically concerned with work-related behavior
which takes place in organizations. An organization is a
formal structure of planned coordination involving two or
more people who share a common purpose. It is
characterized by formal roles that define and shape the
behavior of its members.
SANDHYA YERIYURU UMESH 11
13. Elements of Organizational Behavior
Organizations operate their functional activities by some
elements, which affect organizations.
People:
People make up the internal social system in the
organization. They consist of individuals and groups.
Groups may be large or small, formal and informal,
official or unofficial. Human organization changes every
day. People are living, thinking and feeling beings that
created the organization and try to achieve the objectives
and goals.
SANDHYA YERIYURU UMESH 13
14. Structure:
Structure defines the formal relationship and use
of people in the organization. Different people in an
organization are given different roles and they have
certain relationship with others. Those people have to be
related in some structural way so that their work can be
effectively coordinated.
SANDHYA YERIYURU UMESH 14
15. Technology:
The technology imparts the physical and economic
conditions within which people work. With their bear
hands people can do nothing. So they are given
assistance of building, machines, tools, processes and
resources. The nature of technology depends very much
on the nature of the organization, influences the work or
working conditions.
SANDHYA YERIYURU UMESH 15
16. Social System:
Social system provide external environment within
which organization operates. A single organization can
not exist alone. It is a part of the whole. A single
organization can not give everything and therefore there
are many other organizations. All these organizations
influence each other.
SANDHYA YERIYURU UMESH 16
18. The goals of OB are to explain, predict, and control human
behavior.
When we seek answers to why an individual or group did
something, we are pursing the explanation objective.
It is probably the least important of the three goals because
it occurs after the fact. If we are to understand something,
however, we must begin by trying to explain it.
The goal of prediction focuses on future events to determine
what outcomes will follow from a given action. A manager
can use this information when making decisions.
SANDHYA YERIYURU UMESH 18
19. The most controversial goal is using OB knowledge to
control behavior. The idea that one person should attempt
to get others to behave in a certain way, while the
subjects may not know that their behavior is being
manipulated, has been viewed in some circles as
unethical and repugnant. While OB offers ways to control
the behavior of people, whether those methods should be
used is a question of ethics.
SANDHYA YERIYURU UMESH 19
20. Goals of Organizational Behavior
Describe: The first goal is to describe, systematically how
people behave under a variety of conditions. Achieving
this goal allows managers to communicate about human
behavior at work using a common language.
Understand: A second goal is to understand any people
behave as they do. The managers would be frustrated if
they could talk about behavior of their employees, but not
understand the reasons behind those actions.
SANDHYA YERIYURU UMESH 20
21. Predict: The managers would have capacity to predict
which employees might be dedicated and productive or
which ones might have absent, cause problem. And thus
the managers could take preventive actions.
Control: The final goal of OB is to control and develop
some human activity at work. Since managers are held
responsible for performance outcome, they are vitally
interested in being able to make an impact on employee
behavior, skill development, team effort, and productivity.
Managers need to be able to improve results through the
actions they and their employees take, and organizational
behavior can aid them in their pursuit of this goal.
SANDHYA YERIYURU UMESH 21
22. Fundamental Concepts of Organizational
Behavior
In every field of social science, or even physical science,
has a philosophical foundation of basic concepts that
guide its development. There are some certain
philosophical concepts in organizational behavior also.
The concepts are-
SANDHYA YERIYURU UMESH 22
23. Individual differences:
Every individual in the world is different from others. This
idea is supported by science. Each person is different
from all others, probably in million ways.
The idea of individual difference comes originally from
psychology. From the day of birth, each person is unique,
and individual experiences after birth tend to make
people even more different.
SANDHYA YERIYURU UMESH 23
24. Perception:
Peoples perceptions are also differ when they see an
object. Two people can differently present a same object.
And this is occurring for their experiences. A person
always organizes and interprets what he sees according to
his lifetime of experience and accumulated value.
Employees also see work differently for differ in their
personalities, needs, demographics factors, past
experiences and social surrounding.
SANDHYA YERIYURU UMESH 24
25. A whole person:
An employee’s personal life is not detached from his
working life. As an example, A women who attend the
office at 8:30 AM is always anxious for her children’s
school time (if her children able to attend the school or
not). As a result, its impact falls on her concentration that
means her working life. For this reason, we cannot
separate it. So manager should treat an employee as a
whole person.
SANDHYA YERIYURU UMESH 25
26. Motivated behavior:
An employee has so many needs inside him. So, they
want to fulfill those needs. That’s why; they had to
perform well in the organization. Some motivations are
needed to enrich the quality of work. A path toward
increased need fulfillment is the better way of enriches
the quality of work.
SANDHYA YERIYURU UMESH 26
27. Desire for involvement:
Every employee is actively seeking opportunities at work
to involve in decision-making problems. They hunger for
the chance to share what they know and to learn from the
experience. So, organization should provide them a
chance to express their opinions, ideas and suggestion for
decision-making problem. A meaningful involvement can
bring mutual benefit for both parties.
SANDHYA YERIYURU UMESH 27
28. Value of the person:
An employee wants to be treated separately from other
factor of production (land, capital, labor). They refuse to
accept the old idea that they are simply treated as
economic tools because they are best creation of
almighty Allah. For this reason, they want to be treated
with carrying respect, dignity and other things from their
employers and society.
SANDHYA YERIYURU UMESH 28
30. Autocratic Model
The autocratic model depends on power. Those who are in
command must have the power to demand “you do this-or
else,” meaning that an employee who does not follow
orders will be penalized.
In an autocratic environment the managerial orientation
is formal, official authority. This authority is delegated by
right of command over the people to it applies.
SANDHYA YERIYURU UMESH 30
31. CONT…………………
Under autocratic environment the employee is obedience
to a boss, not respect for a manager.
The psychological result for employees is dependence on
their boss, whose power to hire, fire, and “perspire” them
is almost absolute.
The boss pays minimum wages because minimum
performance is given by employees. They are willing to
give minimum performance-though sometimes
reluctantly-because they must satisfy subsistence needs
for themselves and their families.
SANDHYA YERIYURU UMESH 31
32. CONT……….
Some employees give higher performance because of
internal achievement drives, because they personally like
their boss, because the boss is “a natural-born leader,” or
because of some other factor; but most of them give only
minimum performance.
SANDHYA YERIYURU UMESH 32
33. The Custodial Model
A successful custodial approach depends on economic
resources.
The resulting managerial orientation is toward money to
pay wages and benefits.
Since employees’ physical needs are already reasonably
met, the employer looks to security needs as a motivating
force. If an organization does not have the wealth to
provide pensions and pay other benefits, it cannot follow a
custodial approach.
SANDHYA YERIYURU UMESH 33
34. CONT……….
The custodial approach leads to employee dependence on
the organization. Rather than being dependence on their
boss for their weekly bread, employees now depend on
organizations for their security and welfare.
Employees working in a custodial environment become
psychologically preoccupied with their economic rewards
and benefits.
SANDHYA YERIYURU UMESH 34
35. CONT………
As a result of their treatment, they are well maintained
and contended. However, contentment does not
necessarily produce strong motivation; it may produce
only passive cooperation. The result tends to be those
employees do not perform much more effectively than
under the old autocratic approach.
SANDHYA YERIYURU UMESH 35
36. The Supportive Model
The supportive model depends on leadership instead of
power or money. Through leadership, management
provides a climate to help employees grow and
accomplish in the interests of the organization the things
of which they are capable.
SANDHYA YERIYURU UMESH 36
37. CONT……
The leader assumes that workers are not by nature
passive and resistant to organizational needs, but that
they are made so by an inadequately supportive climate
at work. They will take responsibility, develop a drive to
contribute, and improve themselves if management will
give them a chance. Management orientation, therefore,
is to support the employee’s job performance rather than
to simply support employee benefit payments as in the
custodial approach.
SANDHYA YERIYURU UMESH 37
38. CONT……….
Since management supports employees in their work, the
psychological result is a feeling of participation and task
involvement in the organization. Employee may say “we”
instead of “they” when referring to their organization.
Employees are more strongly motivated than by earlier
models because of their status and recognition needs are
better met. Thus they have awakened drives for work.
SANDHYA YERIYURU UMESH 38
39. The Collegial Model
A useful extension of the supportive model is the collegial
model. The term “collegial” relates to a body of people working
together cooperatively.
The collegial model depends on management’s building a
feeling of partnership with employees.
The result is that employees feel needed and useful. They feel
that managers are contributing also, so it is easy to accept and
respect their roles in their organization. Managers are seen as
joint contributors rather than as bosses.
The managerial orientation is toward teamwork. Management
is the coach that builds a better team
SANDHYA YERIYURU UMESH 39
40. CONT……..
The employee’s response to this situation is responsibility.
For example employees produce quality work not because
management tells them to do so or because the inspector
will catch them if they do not, but because they feel inside
themselves an obligation to provide others with high
quality. They also feel an obligation to uphold quality
standards that will bring credit to their jobs and company.
SANDHYA YERIYURU UMESH 40
41. CONT……
The psychological result of the collegial approach for the
employee is self-discipline. Feeling responsible,
employees discipline themselves for performance on the
team in the same way that the members of a football
team discipline themselves to training standards and the
rules of the game.
In this kind of environment employees normally feel some
degree of fulfillment, worthwhile contribution, and self-
actualization, even though the amount may be modest in
some situation. This self-actualization will lead to
moderate enthusiasm in performance.
SANDHYA YERIYURU UMESH 41
42. The System Model
An emerging model of organization behavior is the
system model. It is the result of a strong search for higher
meaning at work by many of today’s employees; they
want more than just a paycheck and job security from
their jobs. Since they are being asked to spend many
hours of their day at work, they want a work context there
that is ethical, infused with integrity and trust, and
provides an opportunity to experience a growing sense of
community among coworkers.
SANDHYA YERIYURU UMESH 42
43. CONT………
To accomplish this, managers must increasingly
demonstrate a sense of caring and compassion, being
sensitive to the needs of a diverse workforce with rapidly
changing needs and complex personal and family needs.
In response, many employees embrace the goal of
organizational effectiveness, and reorganize the mutuality
of company-employee obligations in a system viewpoint.
They experience a sense of psychological ownership for
the organization and its product and services.
SANDHYA YERIYURU UMESH 43
44. CONT……..
They go beyond the self-discipline of the collegial
approach until they reach a state of self-motivation, in
which they take responsibility for their own goals and
actions.
As a result, the employee needs that are met are wide-
ranging but often include the highest-order needs (e.g.,
social, status, esteem, autonomy, and self actualization).
SANDHYA YERIYURU UMESH 44
45. CONT……..
Because it provides employees an opportunity to meet
these needs through their work as their work as well as
understand the organization’s perspectives, this new
model can engender employees’ passion and
commitment to organizational goals. They are inspired;
they feel important; they believe in the usefulness and
viability of their system for the common good.
SANDHYA YERIYURU UMESH 45
46. Historical overview
The notion of an organisation as an imperative,
absolute entity, is the direct outcome of historical
transformations occurred in Europe and North America
from the end of the 18th century onwards:
SANDHYA YERIYURU UMESH 46
47. CONT……..
Before the 19th Century:
• Experience of Artisan work (e.g. Ironsmith)
– Technical skills, personal competence and craft pride
constitutive of the working process.
Industrial revolution in the 19th Century
– Close relationship between the subject of work and his/her
activity was lost
SANDHYA YERIYURU UMESH 47
48. CONT..........
Early 20th Century: ‘Classical approach’
Advent of scientific management (F.W. Taylor)
– Aim: controlling labour through science
– Far-reaching process of establishing control and surveillance:
to discipline the mind and body of the productive subject
was the central concern.
– Deconstruction of the task from ‘within’
– Rigid control over time and body movements
– Conception and execution as separate domains in
hierarchical relationships
SANDHYA YERIYURU UMESH 48
49. CONT..........
Hawthorne Studies and the Human Relations
Movement (Elton Mayo, 1923-1933)
– Hawthorne studies: environment and productivity?
– Results: organizations are social systems, not just technical
economical systems
– Groups, teamwork, different job roles, human relations are
of great significance in organizations
– We are motivated by many needs
– Leadership should be modified to include concepts of human
relations
A new discipline of human behaviour and, by extension,
Organisational behaviour. (1960s)
SANDHYA YERIYURU UMESH 49
51. CONT………
The organization seen as an open socio-
technical system.
The existence of subsystems which interact
with one another.
Management is a distinct subsystem which
is responsible for direction and coordination
of all other subsystems
SANDHYA YERIYURU UMESH 51
53. The study of Organizational behavior
Psychology
Individual
Sociology
Study of
Social Psychology Group Organizational
Behavior
Anthropology
Organization
Political Science
SANDHYA YERIYURU UMESH 53
54. PSYCHOLOGY
• Concentrates on the study of individual
behavior, as well as, personality and group
behavior.
• Psychology is the science that seeks to
measure, explain, and sometimes change the
behavior of individuals. The following areas of
psychology have contributed to the knowledge
base of OB:
Learning and personality theorists,
Counseling psychologists,
Industrial and organizational psychologists
SANDHYA YERIYURU UMESH 54
55. SOCIOLOGY
Focuses on social behavior and is
particularly concerned about societal structures
and controls
• Sociology, the study of people in relation to
their fellow human beings, has contributed to
OB in the following areas:
Group dynamics
Design of work teams
Organizational culture, theory
Structure and technology
Power, communications, and conflict
SANDHYA YERIYURU UMESH 55
56. SOCIAL PSYCHOLOGY
• Social psychology blends concepts from
psychology and sociology to focus on how
people influence one another. Social
psychologists have made significant
contributions in the areas of measuring,
understanding, and changing attitudes;
communication patterns; the ways in which
group activities can satisfy individual needs;
and group decision-making processes.
SANDHYA YERIYURU UMESH 56
57. ANTHROPOLOGY
• Anthropology is the study of societies to learn
more about human beings and their activities.
Much of our current understanding of
organizational cultures and environments, and
the differences among national cultures is the
result of the work of anthropologists.
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58. POLITICAL SCIENCE
• Political science is the study of the behavior of
individuals and groups within a political
environment. Specific topics of concern include
structuring of conflict, allocation of power, and
how people manipulate power for individual
self-interest.
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59. Changing Social and Cultural
Environment
• National culture
• Organizational ethics and well-being
• Diverse work force
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60. SOCAIL SYSTEM AND
ORGANISATIONAL CULTURE
• The first challenge is the changing social and cultural
environment. Forces in the social and cultural
environment are those that are due to changes in the
way people live and work – changes in values,
attitudes, and beliefs brought about by changes in a
nation’s culture and the characteristics of its people.
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61. CONT…….
• National culture is the set of values or beliefs that a
society considers important and the norms of behavior
that are approved or sanctioned in that society. Over
time, national cultures change and this affects the
values and beliefs of each nation’s members.
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62. CONT………
• Ethics scandals have hit many companies recently
including Tyco, Adelphia, Enron, and Arthur Andersen.
An organization’s ethics are the values, beliefs, and
moral rules its managers and employees should use to
analyze or interpret a situation and then decide what is
the most appropriate way to behave.
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63. CONT…..
• Ethical organizational behavior affects the well-being
(happiness, health, and prosperity) of a nation, an
organization, citizens, and employees.
• Ethics also define an organization’s social responsibility
– its obligations toward people or groups outside the
organization that are directly affected by its actions.
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64. What Is Organizational Culture?
Organizational
Characteristics
Culture
1. Innovation and risk
taking
A common perception
held by the organization’s 2. Attention to detail
members; a system of 3. Outcome orientation
shared meaning 4. People orientation
5. Team orientation
6. Aggressiveness
7. Stability
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65. What Do Cultures Do?
Culture’s Functions
1. Defines the boundary between one organization and
others
2. Conveys a sense of identity for its members
3. Facilitates the generation of commitment to
something larger than self-interest
4. Enhances the stability of the social system
5. Serves as a sense-making and control mechanism
for fitting employees in the organization
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67. INTERNATIONAL DIMENSION
• The world of organizations is no longer defined by
national boundaries. INTERNATIONAL DIMENSIONS OF
ORGANIZATIONAL BEHAVIOR breaks down the
conceptual, theoretical, and practical boundaries
limiting our ability to understand and work with people
in countries and cultures around the world. The
approach views global complexity as neither
unpredictable nor random; rather, she demonstrates
that variations across cultures and their impacts on
organizations follow systematic, predictable patterns.
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