3. Elements of OB
Task – an organization’s mission, purpose, or goal for
existing
People – the human resources of the organization
Structure – the manner in which an organization’s work
is designed at the micro level; how
departments, divisions, and the overall
organization are designed at the macro
level
Environment – Both Internal and External
Technology – the tools, knowledge, and/or techniques used
to transform inputs into outputs
5. Open Systems View of
Organization
Outputs:
Products
Services
Inputs:
Material
Capital
Human
Task environment:
Competitors
Unions
Regulatory agencies
Clients
Organizational Boundary
People
(Actors)
Structure
Task Technology
7. Psychology
the science
of human
behavior
Management
the study of overseeing
activities and supervising
people in organizations
Anthropology
the science of
the learned
behavior of
human beings
Medicine
the applied science
of healing or
treatment of diseases
to enhance an
individual’s health and
well-being
Engineering
the applied
science
of energy &
matter
Sociology
the science
of society
Interdisciplinary
Influences on
Organizational
Behavior
8. Formal
&
Informal
Elements
of
Organizations
Formal organization
(overt)
Goals and objectives
Policies and procedures
Job descriptions
Financial resources
Authority structure
Communication channels
Products and services
Informal organization
(covert)
Beliefs and assumptions
Perceptions and attitudes
Values
Feelings, such as fear, joy
anger, trust, and hope
Group norms
Informal leaders
9. Formal vs. Informal Organization
Formal Organization – the official, legitimate,
and most visible part of the system
Informal Organization – the unofficial and less
visible part of the system
10. Learning about Organizational
Behavior
Learning Activity
Development of
specific skills
and abilities
Mastery of
basic objective
knowledge
Application
of knowledge
and skills
Science
The Real World
You
Theories, Research, Articles
Organizational and Work Context
Exercises, Questionnaires
11. • OB is directly concerned with the understanding,
prediction and control of human behaviour in
organizations (Luthans).
• OB – The study and application of knowledge how
people act or behave within organization. It is a
human tool for human benefit. (Davis & Newstrom)
• OB 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 on
organization’s effectiveness. (Robbins)
13. Nature of OB
• A separate field of study and not a discipline
only
• An interdisciplinary approach (Psychology,
Sociology and Anthropology)
• An applied science
• A normative science
• A humanistic & optimistic approach
• A total system approach
14. Scope of OB
OB
Individuals
- Personality
- Perception
- Attitudes
- Motivation
- Job Satisfaction
- Learning
- Values
Groups
- Group Dynamics
- Group Conflicts
- Communication
- Leadership
- Power & Politics
Structure
- Org. Str.
- Culture
- Change
- Development
15. Foundations of OB
OB is based on few fundamental concepts which
revolve around the nature of people and
organization
1. Individual Differences
2. A whole person
3. Caused behaviour
4. Human dignity
5. Organizations are social system
6. Mutuality of interest
7. Need for management
16. Importance of OB
1. OB provides a road map to our lives in organizations.
2. OB uses scientific research to help us understand and
predict organization life.
3. OB helps us to influence organizational events.
4. OB helps an individual to understand himself/herself and
others better.
5. OB will help the manager to understand the basics of
motivation.
6. OB useful for maintaining cordial industrial relations.
17. Basic Process of OB
Problem Prevention
UNDERSTANDING
- How strong
are they?
- How do they
interrelate?
PREDICTION
- What pattern of
behaviour are
present?
- What is the
cause-effect
relationship?
CONTROLLING
- What solutions
are possible?
- Which variables
can be influenced?
- How can they be
influenced?
18. Approaches to the study of OB
OB
Systems
Approach
Interactionalism
Approach
Contingency
Approach
Productivity
Approach
HR
Approach
19. Models of OB
Autocratic Custodial Supportive Collegial
Basis of
model
Power Economic
sources
Leadership Partnership
Managerial
orientation
Authority Money Support Teamwork
Employee
orientation
Obedience Security and
benefits
Job
performance
Responsible
behaviour
Employee
psychologica
l result
Dependence on
boss
Dependence
on
organization
Participation Self-discipline
Employee
needs met
Subsistence Security Status &
recognition
Self-
actualization
Performance
result
Minimum Passive
cooperation
Awakened
drives
Moderate
enthusiasm
22. Models of Individual Behaviour
• Theory X & Theory Y Model
• Economic & Self-Actualizing Model
• Behaviouristic & Humanistic Model
- individuals can be describes solely in
terms of behaviour (behaviouristic)
- individuals are more philosophical
than scientific (humanistic)
• Rational and Emotional Model
23. Concluding remarks
• Personal factors such as age, sex, education, abilities, marital status, and
dependents will have significant influence on the behaviour of an
individual.
• Environmental factors include economic status, social and cultural norms,
and political factors. These also wield considerable influence on individual
behaviour.
• Organizational systems and resources include such variables as physical
facilities, organization structure and design, leadership rewards and work
itself. The influence of all these on the behaviour of an individual is no less
significant.
• More important are psychological factors like personality, perception,
learning, and attitudes. Because of their significance in determining one’s
behaviour, each of these factors is considered separately in the following
chapters.
• The famous Theory X and Theory Y, along with other models, seek to
explain the behaviour of an individual.
