Organizational behavior

1. Organizational Behavior
Dr. Gopal Thapa
Tribhuvan University

2. Organizational Behavior
 Organization
 Behavior
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3. Organization
 An organization is purposeful combination of two
or more people who independent with each other
to achieve specific goal.
 It is composed of people, structure and technology
for the purpose of attainment of a common
purpose in a changing enviornment
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4. Organization
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An organization is a
consciously coordinated social
unit, composed of two or more
people that functions on a
relatively continuous basis to
achieve a common goal or set
of goals.
Stephen P. Robbins
San Diego State University

5. Characteristics of Organization
 Goal oriented
 People
 Structure
 Technology
 Continuity
 Environment
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6. Behavior
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Behavior is anything that the
human does.
Fred Luthans
University of Nebraska

7. Organizational Behavior
 Organizational behavior is directly concerned with
the understanding, prediction, and control of
human behavior in organizations.
 Organizational behavior is the study of both group
and individual performance and activity within an
organization.
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8. Organizational Behavior
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Organizational behavior is the
understanding, prediction and
management of human
behavior in organization
Fred Luthans
University of Nebraska

9. Characteristics of OB
 Science and art
 Rational
 People oriented
 Multidisciplinary
 A total system approach
 Goal oriented
 Applied science
 Multi level existence
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10. Key Elements of OB
 People.
 Structure.
 Technology.
 Environment.
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11. OB: Multidisciplinary
 Psychology.
 Sociology.
 Social Psychology.
 Anthropology.
 Political Sciences.
 Economics.
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12. Levels of OB
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13. OB System
 Input (independent variables)
 Individual level variables
 Group levels variables
 Organizational level variables
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14. OB System
 Input (independent variables)
 Individual level variables
 Biological characteristics
 Ability
 Values
 Attitudes
 Personality
 Emotions etc.
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15. OB System
 Input (independent variables)
 Group levels variables
 Task Characteristics
 Group composition
 Group size etc.
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16. OB System
 Input (independent variables)
 Organizational level variables
 Organizational structure
 Culture
 Leadership etc.
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17. OB System
 Processes (Organism)
 Individual process
 Motivation, perception, learning , decision making
 Group process
 Group dynamics, communication, leadership,
conflict, power and process
 Organizational process
 Design of formal organization, HR policies and
practices, Interaction with external environment
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18. OB System
 Output (Dependent variables)
 Productivity
 Absenteeism
 Turnover
 Citizenship (Organizational citizenship behavior)
 Job Satisfaction
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19. OB System
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20. Basic Assumptions of OB
(Fundamental Concepts)
 The Nature of People
 Individual differences
 A whole person
 Caused behavior (motivation)
 Value of the person
 The Nature of Organization
 Social system
 Mutual interests
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21. Changing nature of work
and work organization
 Nothing is certain in the word except the change
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22. Changing nature of work
and work organization
 Traditionally economy was agro-based
 Then moved towards industry based economy
 Today develop countries’ economy is based on
knowledge and services
 Increased competition and quality awareness have
demanded high level of skills and knowledge
 Employers must train and re-educate their less
skilled employees
 Managers are more responsive towards employees
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23. Changing nature of work
and work organization
 Decentralized decision making
 Increased responsibility to employees
 Participation
 Team work
 Increased automation
 Boss/ supervisors/ managers vs coach, advisor, or
facilitators
 Laws are becoming more favorable towards
employees
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24. Changing nature of work
and work organization
 Managers do not face the same laws globally
 Think globally, act locally (Glocalization)
 Decision making shifted to operating levels (schedule,
procedure, problem solving etc.)
 Work from home
 Trend of self managed work team, quality circle, job
enrichment, MBO etc.
 Managers are empowering employees
 How to give up control (managers) and how to take
responsibility (subordinates)
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25. Changing nature of work
and work organization
 Reorganization of departments
 Disposal of poor performing units
 Down sizing
 Employee outsourcing
 Digital transformation
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26. Changing nature of work
and work organization
 New generations entering the workforce and older
generations working longer are changing
employment, career models, and organizational
structures.
 Work is increasingly flexible and decentralized.
 for attracting, retaining, and rewarding talent must
also change in order to maintain a competitive
advantage.
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