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1. ORGANIZATIONAL
BEHAVIOUR

3. OB
• Organizational behaviour is the study of both group
and individual performances and activities within an
organization. It examines the human behavior in the
work environment and determines its impact on job
structure, performance, communication, motivation,
leadership, etc.

5. DEFENITIONS
Organizational behavior is the study of
application of knowledge about how
people act within organization. It is human
tool for human benefit and applies
behavior of people in all types of
organizations.
• Keith Davis
Organisational behaviour is directly
concerned with under-standing,
production and management of
human behaviour in organizations.
-Fred Luthans

6. CONCEPT
• It is the field of study which investigates the impact that
individuals, groups and structure have on their behavior
within the organization.
• It is the study and application of knowledge about how
people act within the organization.
• It is the human tool for human benefit.
• It applies broadly to the behavior of the people in all types
of organizations such as business, government, schools
and service organization.

7. • It covers three dimensions of behavior in an
organization: individuals, groups and structure.
• Organization behaviour is the field of application and
applies the knowledge gained about individuals and effect
of structure of behavior in order to make organization
more effective.
• Organization behavior covers the core topics of
motivation, leadership, behavior and power.

9. APPROACHES

10. BEHAVIOURISTIC
• This approach is the outcome of the efforts by Pavlov and
John B. Watson.
• They made an effort to establish the importance of
observable behavior in learning.
• They tried to explore and understand behavior in terms of
stimulus-response.

11. COGNITIVE
• The cognitive approach draws its inputs from various
sources.
• Cognition takes place before the actual behavior, thereby
forming an important input in an individual's thinking
process or perception and processing of information.

12. COGNITIVE
Cognition takes place before the actual behavior, thereby
forming an important input in an individual's thinking
process or perception and processing of information.
Cognition definitely plays an important role in determining
behavior.

13. SOCIAL LEARNING
• The social learning approach is a behavioural approach.
• This approach goes by the belief that people are aware of
their behaviour and thus are engaged in purposive
behavior.
• People are aware of their environment and try to modify
and create the environment, which provides reinforcing
variables.

14. ORGANIZATIONAL BEHAVIORAL
MODEL
Davis OB model
Decision making model
Robbins model

16. Defining the problem
Determination of the process
 Time scale
Gathering information
 Identify the alternatives
implimentation

17. VARIABLES

18. ROBBINS MODEL
• Independent variables
Individual level
Group level
Organization system

19. CHALLENGES

21. KURT LEWIN

22. group is a social unit which consists of a number of
individuals who stand in definite status and role
relationship to one another which possess a set of values
or norms of its own, regulating the behavior of individual
members at least in matters of consequence to the group.
-Sheriff and Sheriff

23. • Group dynamics is the study of groups and group process, the
personal interrelationships among members of the group.
• Group dynamics refers to the complex forces that are acting
upon every group throughout its existence which cause it to
behave the way it does. It deals with the interactions and
forces between group members in a social institution.
• -Stephen Robbins

24. OBJECTIVES OF GROUP DYNAMICS
• To identify the social processes that impact group
development and performance
• To acquire skills necessary to intervene and improve
individual and group activity
• To build more successful organization

25. PRINCIPLES OF GROUP DYNAMICS
• There should be good group cohesiveness within the group
• The members of the organization should have a strong sense
of belongingness
• Group originates and function to achieve common goals

26. QUALITIES OF A GROUP ARE:
• A definite membership
• Ability to act in a unitary manner
• Group consciousness, group members should have collective perception of
a decision
• The group members have same goal
• In group, there are interdependence between members to achieve goals
• In groups, there are interactions between members

27. TYPES OF GROUP

28. This Photo by Unknown Author is licensed under CC BY-SA

29.  formal
Informal
Task
Command
Social

30. GROUP DEVELOPMENT
Dr. Bruce Tuckman
 forming- (orientation)
Storming- (conflicting stage-accept the existence of
the group)
 norming. (COHESIVENESS)
Performing
Adjourning- (dismissal)

31. FACTORS AFFECTING GROUP BEHAVIOUR
• Group member resources
• Group structure
• Group norms
• Group cohesiveness
• Group roles

32. Group structure
Formal leadership
Role identity
Role perception
Role expectation
Role ambiguity
Role conflict-inconsistency between perceived roles and role
behavior
group roles
Social loafing: Social loafing is the tendency of individual to put
less effort when working in a group.It may be usually seen in
large group

33. GROUP ROLE
Work roles.
involve a variety of specific roles as initiator, informer clarifier and
summarizer.
Maintenance roles
are social and emotional activities that help members maintain
their involvement in the group. The maintenance roles are
harmonizer, encourager, and compromiser.
Blocking roles
are activities that disrupt the group and the activities are in the
form of dominating discussions, verbally attacking other group
members and distracting group with trivial information or
humor.

34. • Group norms are rules or guidelines of accepted behavior which
are established by a group and used to monitor the behavior of
its members.
• -Micheal Argyle
• Group norms are important in an organization as they regulate
the activities or roles of members in the group to achieve the
objectives and facilitate survival of the group.
• The norms may be of different types, like performance norms
which determine the level of performance; the norms of equality
that dictate equal treatment of all the members; social
responsibility norms, and behavior norms which include norms
that standardize the behavior of employees in the group.

35. Group cohesiveness:
Cohesiveness is the degree to which members are attracted
to each other and are motivated to stay in the group.
Cohesiveness refers to the degree and strength of
interpersonal attraction among members of the group.

36. GROUP DECISION-MAKING
TECHNIQUES
This Photo by Unknown Author is licensed under CC BY

37. • Brain storming:
Brain storming is a group technique by which efforts are
made to find out solution for a specific problem or decision-
making by gathering ideas spontaneously contributed by
the members in the group.

38. During brain storming, the group members sit together
around a table and the group leader introduces the situation
clearly to the group. The members should have a complete
understanding of the issue. The members are encouraged to
give suggestions regarding the idea. The group leader will
record the ideas given by group members. Criticisms are not
allowed. All the alternate suggestions are recorded, discussed
and analyzed to formulate solutions. Nowadays some groups
are utilizing electronic brain storming which allows group
members to propose suggestion by means of e-mail or other
electonic medias.

39. • Nominal group technique (NGT):
• This technique was developed by Andre Delbecg and
Andrew Van de Ven at the University of Wisconsin.
• In NGT the organizer explains the purpose of task
and asks group members to write down their ideas
without any discussion or communication.

40. • They are asked to record their ideas and suggestions privately.
Each member is allowed to share their ideas they have generated
before the group. The group then discusses the idea and each
group member independently rank-orders the ideas. The idea
with the highest aggregate ranking determines the final decision.
• NGT is a structured group decision-making process in which
members are requested to prepare a comprehensive list of their
ideas in writing. This method helps to provide more information
and alternatives to a situation.

41. • Delphi technique:
• The group members are selected based on their specific
knowledge and expertise in the subject. In Delphi technique a
group of 15-20 experts are selected. All group members are
given a structured questionnaire with questions relevant to
decision-making. They complete and return the questionnaire
after completing through e-mail, fax or online. The organizer
summarizes the options of the experts and again sends back
to the experts seeking their response to the results and ask.
them to review the results. The process is repeated several
times until an agreement among experts is obtained.

42. • Didactic interactions:
• These types of interactions are used when the type of
problem is such that it result in a 'yes' of
'no' solution.
• There may be two groups, one favoring yes and other
favoring no. Both the groups discuss their views and find
out strengths and weaknesses and finally result in mutual
acceptance of facts or solutions.

43. Electronic meetings:
the members in the group interact with the help of
computers through connected computer terminals. The
projector screen is used to show the individual
suggestions.
The group members sit around and issues are presented
to participants and they type their responses on to their
computer screens. These comments are displayed on a
projection screen in the room. This method of meeting are
significantly faster and cheaper.