Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
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What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Introduction to Organisational BehaviourISAAC Jayant
Organisational behavior is a field of study that investigates the impact that Individuals, Groups and Structure have on behavior within organization for the purpose of applying such knowledge towards improving an organisations effectiveness. (Stephen. P. Robbins).
Management thought & organizational behavior Shilpi Arora
Fields contributing to organizational behavior
Managers’ roles and functions
Organizational behavior in the context of globalization
Definition of management
Approaches to management: Classical, Behavioral, Quantitative
Management principles : Taylor, Weber, Fayol
Hawthorne studies
Workforce diversity
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2. Contents:
Oraganisation
Features of Organisation
Organisational Behaviour
Concept of OB
Nature of OB
Challenges of OB
Importance of OB
Approaches to OB
3.
4. Features of Organisation:
Identifiable Aggregation of human Beings
Deliberate and Conscious Creation
Purposive Creation
Coordination of Activities
Structure
Rationality
6. ORGANISATIONAL BEHAVIOUR
Aldag and Brief defined OB as:
“Organisational Behaviour is a branch of the social
sciences that seeks to build theories that can be
applied to predicting, understanding, and controlling
behaivour in work oraganisations.”
Callahan defined OB as:
“Organisational Behaviour is s subset of management
activities concerned with understanding, predicting and
influencing individual behaviour in organisational
settings.”
7. Concept Of OB:
A key aspect to maintain and enhance interaction
levels amongst employees
Other attributes like leadership, openness to discuss
problems, challenge initiative are all tied in to this base
concept of OB to help the business achieve its
strategic & in some cases business objectives.
It is an eclectic field of study involving the integration of
the behavioural sciences into the study of people’s
behaviour within organisations.
8.
9. Nature Of OB:
A Field of Study and not a Discipline
Interdisciplinary Approach
An Applied Science
Normative and Value centred
Humanistic and Optimistic
Oriented, towards Organisational Behaviour
A Total Systems Approach
11. Importance Of OB:
1. Understanding Human Behaviour
(Individual level, Interpersonal level, Group level,
Intergroup level)
2. Controlling and Directing Human Behaviour
(Use of Power and Sanction, Leadership,
Communication, Organisational Climate)
3. Organisational Adaptation
12. Various Approaches to OB :
Scientific Management
Bureaucracy
Human Relation Approach
Social System Approach
13. SCIENTIFIC MANAGEMENT
“Scientific management is concerned with knowing exactly what you
want men to do and then see in that they do it in the best &
cheapest way.”
Emphasis on obtaining increased productivity from
individual workers through the technical structuring of
the work organisation and the provision of monetary
incentives as the motivator for higher levels of output.
Major Contributor - FW TAYLOR (1856 - 1917) - held
the view that there was a best working method by which
people should undertake their jobs.
14. Weber’s Bureaucracy
Features Of Bureaucracy
Job Specialisation
Authority Hierarchy
Division of Work
Formal Rules and
Regulations
Impersonal Relationships
Official Records
Criticisms of Bureaucracy
Lack of attention to the
informal organisation.
Restriction of psychological
growth
Bureaucratic dysfunction
*Weber proposed a bureaucratic form of structure that he believed would work
for all organisations.
*Embraced logic, rationality, efficiency.
15. HUMAN RELATIONS APPROACH
During the 1920s, attention began to focus on social factors at
work, groups, leadership, the informal organisation and
behaviour of people.
‘Behavioural’ and ‘informal’ are alternative headings sometimes
given to this approach.
Turning point came with the famous Hawthorne experiments at
the Western Electric Company in America (1924-32)
One of the researchers (leader) was ELTON MAYO (1880-
1949)
16. HUMAN RELATIONS APPROACH(contd.)
Four Main Phases to the Hawthorne Experiments
The Illumination Experiments - level of production was
influenced by factors other than changes in physical conditions of
work.
The Relay Assembly Test Room - attention and interest by
management reason for higher productivity.
The Interviewing Programme -20,000 interviews. Highlighted the
need for management to listen to workers.
The Bank Wiring Observation Room - Piecework Incentive
Scheme. Group pressures stronger than financial incentives
offered by management.
17. Social System Approach
Organisation is a social system, a system of cultural
relationships.
Relationships exist among the external as well as internal
environment of the organisation.
Cooperation among group members is necessary for the
achievement of organisational objectives.
For effective management, efforts should be made for
establishing harmony between goals of the organisation &
the various groups therein.
Editor's Notes
THE ILLUMINATION EXPERIMENTS
Investigation of the effects of different levels of lighting on productivity. The researchers systematically manipulated the lighting of the area in which a group of women worked. The group’s productivity ws measured and compared with the control group whose lighting ws left unchanged. As lighting was increased productivity went up for the experimental group and surprisingly it also went up for the control group. Even when it ws subsequently reduced, the productivity of both groups continued to increase. The findings were that lighting had no relationship to productivity ie the level of production ws influenced by factors other than changes in physical conditions of work.
THE RELAY ASSEMBLY TEST ROOM
Extra attention and apparent interest by management in the workers was the main reason for higher productivity.