The document discusses why managers should understand organizational behavior (OB). It states that OB emphasizes practical application of topics like motivation, leadership, and teamwork which are essential for managers. Understanding OB allows managers to better predict employee behavior, motivate subordinates, and make effective use of human resources. However, overemphasis on OB can have limitations like behavioral bias where employee satisfaction is prioritized over organizational goals. OB knowledge must be applied ethically without manipulating employees.

1. Dr. Gireesh.Y.M
Introduction to Organizational
Behaviour.

2. Why should Managers understand
OB?
 OB Emphasizes the practical application of
various topics such as Motivation,
Leadership,Teamwork,Organizational change and
Development.
 Essential to the development of leaders who work
in a diverse array of managerial roles.
 Manager must understand why people behave as
they do within the organization, by first
appreciating the complex nature of individuals

3. Why should Managers understand
OB?
 And Second, by being able to identify causes and
effects of individual behaviors.
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The collective behaviors of the individuals within an
organization strongly influences business
performance for Better or Worse

4. How an Organization gets benefitted
from OB
 Manager must have a strong foundation in
Organizational Behavior.
 Managers understand the organizational impacts
of individual and group behaviors.
 Managers are more effective in motivating their
subordinates.
 Relationships are better between management
and employees.

5.  Managers are able to predict and control
employee behavior.
 The organization is able to make optimally
efficient use of human resources.

6. What abilities does OB give
Managers?
 1.Identify and Promote positive behaviors:
a) Accepting Pro Social behaviors
b) Discouraging Mistrust and other poor
interpersonal dynamics.
2. Creating a positive work culture.
 Incentives, Perks, Recognition Bonuses
 The right incentives are the building blocks of a
supportive and Selfless work culture.

7.  3.Motivate employees to exhibit Prosocial
behaviors: This discipline offers a set of
motivational tools for managers to use, which
takes into account individual differences between
employees.
 Applied Psychology
 Applied Sociology

8. What abilities does OB give
Managers?
4.Identify the causes of Anti-Social Behaviour.
1. Identify Toxic behavior and Negative
Behaviour
2. Developing Plans to solve the identified
problems.

9. What abilities does OB give
Managers?
 Assess likely employee response before initiating
organizational change
 Predictive Ability.
 Determining the right strategies

10. Limitations of Organizational
Behaviour
 1. Emphasis on principles, not practice -
Organizational behavior is mostly a theoretical
subject, it does not lay much emphasis on improving
behavior.
 2.Descriptive only, not prescriptive –
Organizational behavior is the only descriptive
subject. It does not offer any solutions, commands, or
instructions for problem-solving, it is limited to the
disclosure of problems.
3. No improvement in industrial relations -
Organizational behavior has not been successful in
preventing industrial disputes, conflicts, and production
block activities in the subject organization. In spite of
implementing the procedures of organizational behavior,
there has been no reduction in incidents like strikes,
lockouts, and sabotage, in the institutions.

11. Limitations of Organizational
Behaviour.
4. Dual Personality - The only dual character has
been created in organizational behavior
management. Managers talk only about ideals in
the name of change or development, but their own
behavior is double. They emphasize bringing
changes in the behavior and attitudes of the
employees without changing themselves.
Managers give the status of servants to the
employees and behave inhumanly. All this reveals
his dual personality.
5. Prejudice – There is a possibility of favouritism
with some individuals in organizational behavior.
Those who do not get justice, they remain
dissatisfied. They do not take any interest in
performing tasks and discharging responsibilities.

12. Major Limitations
 Behavioral Bias: Behavioral Bias is a condition that is a
reflection of tunnel vision, in which people have narrow
viewpoints as if they were looking through a tunnel.
 They see only the tiny view at the other end of the tunnel while
missing the broader landscape.
 Following the behavioral bias, people who lack system
understanding may develop a behavioral bias, which leads them
to develop a narrow viewpoint that emphasizes employee
satisfaction while overlooking the broader system of the
organization about all its stakeholders.
 It should be clear that the concern for employees can be so
greatly overdone that the original purpose of bringing people
together, which is “productivity organizational outputs for society”
could be lost.
 An effective organizational behavior should help accomplish
organizational purposes. It should not replace them.

13. Continued…
 The person who does not consider the needs of people as consumers of organizational
output while fighting for employee needs is not applying the ideas of organizational behavior
correctly.
 It is a mistake to assume that the objective of organizational behavior is as simple as to
create a satisfied employee-base, as that goal will not automatically turn into new products
and stellar customer service.
 It is also a fact that the person who pushes production outputs without regard for employee
needs is also not applying organizational behavior in the right fashion.
 The most effective OB dwells, acknowledges and appreciates a social system that consists
of many types of human needs that are served in many ways.
 Behavioral bias can be so misapplied in a way that it can be harmful to employees as well as
the organization as a whole.
 Some individuals, despite having good intentions, so overwhelm others with the care that the
recipients of such care become dependent and unproductive. They find excuses for failure
rather than take responsibility for progress. They do not possess a high degree of self-
respect and self-discipline.

14. Continued…
 Overemphasis on organizational behavior, the practice may
produce negative results, as indicated by the law of diminishing
returns.
 It places an overemphasis on an OB practice that may produce
negative results. It is a limiting factor in organizational behavior
in the same way that it is in economics.
 In economics, the law of diminishing return refers to a declining
amount of extra outputs when more of a desirable input is added
to an economic situation.
 After a certain point, the output from each unit of added input
tends to become smaller. The added output eventually may
reach zero and even continue to decline when more units of
input are added.

15. Continued…
 According to the law of diminishing returns, at some
point, increases of a desirable practice produce
declining returns, finally resulting in zero returns, and
then follows negative returns as more increases are
added.
 More of a good thing is not necessarily good. The
concept means that for any situation there is an
optimum level of a desirable practice, such as
recognition or participation.
 When that point is exceeded, there is a decline in
returns realized. To put it differently, the fact that a
practice is desirable does not necessarily imply that
more of the same practice is more desirable

16. Conclusion
 The philosophy of organizational behavior is supportive and
oriented toward human resources. It takes to improve the human
environment and help people grow toward their potential.
owever, the knowledge and technique of this subject may be
used for negative as well as positive consequences. This
possibility is true of knowledge in almost any field, so it is no
special limitation of organizational behavior.
 Nevertheless, we must be cautious so that what is known about
people is not used to manipulate them.
 The possibility of manipulation means that people in power in
organizations must maintain high ethical and moral integrity and
not misuse their power.
 Without ethical leadership, the new knowledge that is learned
about people becomes a dangerous instrument for possible
misuse.

17.  However, the knowledge and technique of this subject may
be used for negative as well as positive consequences.
This possibility is true of knowledge in almost any field, so
it is no special limitation of organizational behavior.
 Nevertheless, we must be cautious so that what is known
about people is not used to manipulate them.
 The possibility of manipulation means that people in power
in organizations must maintain high ethical and moral
integrity and not misuse their power.
 Without ethical leadership, the new knowledge that is
learned about people becomes a dangerous instrument for
possible misuse.