This document provides an overview of organizational behavior. It defines organizations as groups that work interdependently toward a common purpose. Organizational behavior is the study of what people think, feel, and do in and around organizations. Understanding organizational behavior can help managers improve planning and increase organizational performance. The document outlines levels of analysis in organizational behavior and its key components. It also discusses management functions, skills, and conceptual tools like cause-and-effect diagrams. Finally, it covers foundations of individual behavior including ability, biographical characteristics, attitudes, and major job attitudes.

1. ORGANIZATIONAL
BEHAVIOR
FACULTY:
E.VEERA PRATAP
ASSISTANT PROFESSOR
DEPARTMENT OF MECHANICAL ENGINEERING
GITAM
HYDERABAD CAMPUS

2. WHAT ARE ORGANIZATIONS ?
• Organizations are groups of people who work
interdependently toward some purpose.
• Organizations have existed for as long as people have
worked together.

3. WHAT IS ORGANIZATIONAL BEHAVIOR (OB)?
• OB is the study of what people think, feel, and do in and
around organizations.
• OB is the study of what people do in an organization and how
their behavior affects the organizations performance.
• Its focus is on employee behavior, decisions, perceptions and
emotional responses.

4. WHY STUDY OB?
• Understand behavior
• Predict behavior
• Influence behavior
• Study of OB, can improve a manager’s planning abilities
and increase organizational performance.

5. LEVELS OF OB
Organization
al level
Group
Level
Individual
level

6. COMPONENTS OF OB
Understanding and
managing OB requires
studying
Individuals in
organization
Groups and Teams
Organizational
Processes

7. MANAGER
• Persons who direct and supervise the activities of
one or more employees.

8. MANAGEMENT
• Management is the technique of understanding the
problems, needs and controlling the use of resources,
cost, time, scope and quality.

9. MANAGEMENT FUNCTIONS
•Planning
•Organizing
•Leading
•Controlling

10. MANAGEMENT FUNCTIONS: PLANNING
• Deciding in advance
• What to do?
• When to do?
• How to do?
• Who is going to do it?
• Sets the goal of an organization
• It encompasses defining an organization’s goals, establishing an overall strategy for
achieving those goals, and developing a comprehensive set of plans to integrate and
coordinate activities.

11. MANAGEMENT FUNCTIONS: ORGANIZING
• Organizing as a process involves:
• Identification of activities
• Classification of grouping of activities
• Assigning duties
• Delegation of authority and creation of responsibility
• Coordinating authority and responsibility relationships
• Organizing includes determining what tasks are to be done, who is
to do them, how the task are to be grouped, Who reports to whom
and where decisions are to be made

12. MANAGEMENT FUNCTIONS: LEADING
• A function that includes motivating employees,
coordinating employees, direct their activities,
select the most effective communication channels,
and resolve conflicts among members.

13. MANAGEMENT FUNCTIONS: CONTROLLING
• A function that includes monitoring activities to ensure
they are being accomplished as planned and correcting
any significant deviations.
Goals are being met Goals are not being met
Managers can take action to
maintain and improve
performance
Managers must take corrective
action

15. ROLE
• A set of behaviors or tasks a person is expected to
perform because of the position he or she holds in
a group or organization.

20. MANAGEMENT SKILLS
• Technical skills
• Human skills
• Conceptual skills

21. MANAGEMENT SKILLS
• Technical skills
• The ability to apply specialized knowledge or expertise.
• Job specific knowledge and techniques
• Eg: Manufacturing, accounting, programming, marketing
etc.,

22. MANAGEMENT SKILLS
• Human skills
• The ability to work with, understand and motivate other
people, both individually and in groups.
• Control the behavior of individual and groups.

23. MANAGEMENT SKILLS
• Conceptual skills
• The mental ability to analyze and diagnose complex
situations.
• Ability to distinguish between cause and effect.
• Planning and organizing require a high level of conceptual
skill.

24. CAUSE AND EFFECT DIAGRAM

25. CAUSE AND EFFECT DIAGRAM (CONCEPTUAL SKILL)

26. CAUSE AND EFFECT DIAGRAM (CONCEPTUAL SKILL)

27. FOUNDATIONS OF INDIVIDUAL BEHAVIOR
• Here we look at how individual differences in the
form of Ability and Biographical characteristics
affect employee performance and satisfaction.

28. FOUNDATIONS OF INDIVIDUAL BEHAVIOR: ABILITY
• Ability: An individuals capacity to perform various tasks in
a job
• Types of abilities:
• Intellectual abilities and
• Physical abilities.

29. FOUNDATIONS OF INDIVIDUAL BEHAVIOR: ABILITY
• Intellectual Ability: abilities needed to perform mental activities for thinking
reasoning and problem solving.
• Dimensions of Intellectual Ability
• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory

31. Dimensions of intellectual ability

32. NUMBER APTITUDE

33. PERCEPTUAL SPEED

34. INDUCTIVE REASONING

35. DEDUCTIVE REASONING

36. SPATIAL VISUALIZATION

37. SPATIAL VISUALIZATION

38. MEMORY

39. MEMORY

40. FOUNDATIONS OF INDIVIDUAL BEHAVIOR: ABILITY
• Physical Ability: The capacity to do task demanding
stamina, dexterity, strength, and similar characteristics.

43. STRENGTH FACTORS

44. Basic Physical abilities

45. FLEXIBILITY FACTORS

46. OTHER FACTORS

47. FOUNDATIONS OF INDIVIDUAL BEHAVIOR:
BIOGRAPHICAL CHARACTERISTICS
• Finding and analyzing the variables that have an impact
on employee productivity, absence, turnover, and job
satisfaction.
• Biographical characteristics such as:
• Age
• Gender
• Disability
• Length of tenure.

48. ATTITUDE

49. ATTITUDE
• Attitudes are evaluative statements or judgements that are
either favorable or unfavorable about objects, people.
• They reflect how we feel about something.
• It shows our feelings about something.

50. IMPORTANCE OF ATTITUDE

54. COMPONENTS OF ATTITUDE
•Cognitive component
•Affective component
•Behavioral component

55. COMPONENTS OF ATTITUDE: COGNITIVE
COMPONENT
•The opinion or belief segment of an attitude.
•For example, “My pay is low.”
• Cognitive meaning relating to or involving the processes of thinking
and reasoning

56. COMPONENTS OF ATTITUDE: AFFECTIVE
COMPONENT
•The emotional or feeling segment of an
attitude.
•For example, ”I am angry over how little I’m
paid.”

57. COMPONENTS OF ATTITUDE: BEHAVIORAL
COMPONENT
•An intention to behave in a certain way
toward someone or something.
•For example, “ I’m going to look for another
job that pays better.”

59. MAJOR JOB ATTITUDES OR TYPES OF ATTITUDES
•Job satisfaction
•Job involvement
•Organizational commitment

60. MAJOR JOB ATTITUDES
• Job satisfaction
• A positive feeling about one’s job resulting from an
evaluation of its characteristics.

61. MAJOR JOB ATTITUDES
• Job involvement
• The degree to which a person identifies with a job,
actively participates in it, and considers
performance important to self worth.

62. MAJOR JOB ATTITUDES
• Organizational commitment
• The degree to which an employee identifies with
a particular organization and its goals and
wishes to maintain membership in the
organization.