Organisational Behavior

1. Organisational Behaviour &
Development
I
JFM Lohith Shetty
PGDPM, MSW(HRD), MBA(Hosp Mgt), NET
Asst Professor
Chief Facilitator – Vinetra Training Institute
Trainer – Junior Chamber International
President - 2014, JCI Mangalore
Lohith Shetty

2. Statutory Instructions:
This is not a study material & only a teaching
aid.
There is constant changes made to this teaching
material & those changes are not updated in
Slide Share.
This slide is prepared as teaching aid only, so it
can be understood & interpreted rightly only
after attending my classes.
Lohith Shetty

3. Introduction:
Organizational Behaviour is concerned with the
study of human behaviour at work.
Organizational Behaviour is the study and
applications of knowledge about from people as
individuals and as groups believes or acts in
organization.
Org Behaviour Overview.ppt
Definition:
Luthans: Organizational Behaviour is directly
concerned with the understanding, prediction
and control of human behaviour in organization .Lohith Shetty

4. Nature & Scope:
• A separate field of study and not a discipline only
• An interdisciplinary approach
• An applied science
• A normative science
• A humanistic and optimistic approach
• A total system approach
Scope:
• Individual
• Group of individuals
• Organization / structureLohith Shetty

5. Approaches to Organizational
Behaviour:
1)Productivity Approach
2)Interactional Approach
3)Contingency Approach
4)Systems Approach
5)HR Approach
1. Perception
2. Learning
and
3.
Motivation.Lohith Shetty

6. Importance of Organizational Behaviour:
A. OB provides roadmap to lives in
organisation.
B. OB uses scientific research to understand
& predict organisational life.
C. OB helps in accomplishing the personal &
organisational objectives
D. OB helps improve organisational events
E. OB helps an individual to understand
themselves & others better in the
organisation. ...Contd...Lohith Shetty

7. Importance of Organizational
Behaviour: ...Contd...
F. OB helps in motivating subordinates better to
get better results.
G. OB is useful for maintaining cordial industrial
relations.
H. OB helps in pursuing carrier in management.
I. OB helps in equipping management staff for the
economic development, industrial growth &
globalisation observed in India with recent
past.
J. OB helps to control the consequence of
misunderstanding & problem between the
employees.
Lohith Shetty

8. Hawthorne studies:
The term gets its name from a factory called the Hawthorne Works, where
a series of experiments on factory workers were carried out
between 1924 and 1932.
Definitions
I. An experimental effect in the direction expected but not for the
reason expected; i.e., a significant positive effect that turns out to
have no causal basis in the theoretical motivation for the intervention,
but is apparently due to the effect on the participants of knowing
themselves to be studied in connection with the outcomes measured.
II. The Hawthorne Effect [is] the confounding that occurs if
experimenters fail to realize how the consequences of subjects'
performance affect what subjects do.
III. People singled out for a study of any kind may improve their
performance or behaviour, not because of any specific condition being
tested, but simply because of all the attention they receive.
IV. People will respond positively to any novel change in work
environment
Lohith Shetty

9. I. Illumination experiments (1924-27) to find
out the affect of illumination on worker’s
productivity.
II. Relay experiment (1927-28) to find out the
effect of changes in number of work hours
and related working condition on workers’
productivity.
Lohith Shetty

10. Relay assembly experiments
• The researchers wanted to identify how other variables could
affect productivity. They chose two women as test subjects
and asked them to choose four other workers to join the test
group. Together the women worked in a separate room over
the course of five years (1927-1932) assembling telephone
relays.
• Output was measured mechanically by counting how many
finished relays each dropped down a chute. This measuring
began in secret two weeks before moving the women to an
experiment room and continued throughout the study. In the
experiment room, they had a supervisor who discussed
changes with them and at times used their suggestions. Then
the researchers spent five years measuring how different
variables impacted the group's and individuals' productivity.
Some of the variables were: ...Contd...Lohith Shetty

11. Relay assembly experiments ...Contd...
• changing the pay rules so that the group was paid for
overall group production, not individual production
• giving two 5-minute breaks (after a discussion with
them on the best length of time), and then changing
to two 10-minute breaks (not their preference).
Productivity increased, but when they received six 5-
minute rests, they disliked it and reduced output.
• providing food during the breaks
• shortening the day by 30 minutes (output went up);
shortening it more (output per hour went up, but
overall output decreased); returning to the earlier
condition (where output peaked).
Lohith Shetty

12. Bank wiring room experiments
• The purpose of the next study was to find out how payment incentives
would affect group productivity. The surprising result was that they had
no effect. Ironically, this contradicted the Hawthorne effect: although the
orkers ere re ei ing spe ial attention, it didn’t affe t their eha iour
or productivity. However, the informal group dynamics studied were a
new milestone in organizational behaviour.
• The study was conducted by Mayo and W. Lloyd Warner between 1931
and 1932 on a group of 14 men who put together telephone switching
equipment. The researchers found that although the workers were paid
according to individual productivity, productivity did not go up because
the men were afraid that the company would lower the base rate.
Detailed observation between the men revealed the existence of informal
groups or 'cliques' within the formal groups. These cliques developed
informal rules of behaviour as well as mechanisms to enforce them. The
cliques served to control group members and to manage bosses; when
bosses asked questions, clique members gave the same responses, even if
they were untrue. These results show that workers were more responsive
to the social force of their peer groups than to the control and incentives
of management. Hence it is in managers' interest to collaborate with
these informal groups to increase cohesion for the company's benefit.Lohith Shetty

13. Intro Org Behaviour.ppt
Lohith Shetty