organizational behaviour

1. Organizational BehaviourOrganizational Behaviour
Chapter:- 1
Introduction to Organization
Behaviour

2. What are organizations?What are organizations?
Organizations are as old as human race
Organizations are sets of people who
work together to achieve shared goals.
Created by individual or a group of
people, who believe that they possess the
necessary skills and knowledge, form an
org. to produce goods and services

3. Why do organizations exist?Why do organizations exist?
Organizations
allows people
jointly to
Increased
specialization and
division of labour
Use large scale
technology
Manage the
external
environment
Economize on
transaction costs
Exert power and
control
Which
increases the
value that an
org. can
create

4. Organizational BehaviorOrganizational Behavior
OB is the study of human behaviour in
organizational settings
People possess physical strength, skills of
some kind, executive skills, and organizing
abilities and OB helps harness these
qualities and use them for achieving
organizational goals.

5. DefinitionsDefinitions
OB refers to the behaviour of
individuals and groups within
organizations and the interaction
between organizational members
and their external environments.

6. 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 an organization’s
effectiveness.

7. FeaturesFeatures
1. OB is the study of human behaviour
2. The study is about behaviour in
organizations and
3. Knowledge about human behaviour
would be useful in improving an
organization’s effectiveness

8. The
individual –
organization
al interface
Human behaviour in
organizational settings
The
organization

9. Models ofModels of
O.B.O.B.
Organization differ in the
◦ Nature of the systems they develop and
maintain
◦ In the result they achieve
Models constitute the belief system that
dominates Mgt.’s thoughts and affect its
actions.
Different models gives different results
and applicable in different situations.

10. Organizational ModelsOrganizational Models
Model Autocratic Custodial Supportive Collegial System
Basis of
Model
Power Economic
Resources
Leadership Partnership Trust,
Community,
Meaning
Managerial
Orientation
Authority Money Support Teamwork Caring and
compassion
Employee
Orientation
Obedience Security and
Benefits
Job
performance
Responsible
behaviour
Psychologica
l Ownership
Employee
psychologica
l result
Dependence
on Boss
Dependence
on
Organization
Participation Self
discipline
Self
motivation
Employee
needs met
Subsistence Security Status and
recognition
Self-
actualization
Wide range
Performance
result
Minimum Passive
cooperation
Awakened
drives
Moderate
enthusiasm
Passion and
commitment
to org. goal

11. Organizational Behaviour and Mgt.Organizational Behaviour and Mgt.
PracticesPractices
“That is fine in theories, but in practice it
does not work”
Main
objective of
O.B.
Study
behaviour
and direct
them
towards
organizationa
l goal
Various
theories are
evolved
(developed
by
industrially
advanced
countries)
Gap between
theories and
Practice.
(These
theories
might not
applied in
Indian
context)

12. Why theories Fail?Why theories Fail?
1)Lack of Proper Understanding
2)Lack of Specific Applicability of a
Theory
3)Lack of Universal Application
4)Wrong Theory
5)No Consideration given for System
effects

13. Importance of O.B.Importance of O.B.
O.B provides road map to our lives in
organization
O.B. uses scientific research to help us
understand and predict orgnal
life.
O.B helps us influence organizational
events.
O.B. helps an individual understand
him/herself and others better.

14. O.B will help the manager basis of
motivation and what to do to motivate
subordinates.
O.B. is useful in maintaining cordial
industrial relations.
O.B. serves the basis for human resource
management.
Understand problem and behaviour
Predict the behaviour
Motivate people towards higher productivity and
better result.
O.B. is useful in the field of marketing.

15. Shortcomings of O.B.Shortcomings of O.B.
It better only at workplace, it may fail on
the domestic front.
O.B. is selfish and exploitative.
Ideas developed in particular condition
will not give same result in other
conditions.
O.B. will not totally abolish conflict and
frustration.
Nothing is permanent.

16. Contemporary O.B.Contemporary O.B.
Three very important aspects in
contemporary O.B.
O.B. is interdisciplinary in focus
 Psychology, sociology, engineering, social science,
political science
A particular set of concepts is accepted
as defining the scope of O.B.
 Individual, interpersonal, group and intergroup
behaviour.
O.B. assumes that there is no ‘one best’
answer to a problem

17. O.B. ChallengesO.B. Challenges

18. Managing DiversityManaging Diversity
Diversity:- It deals with a collective
mixture of differences and similarities, it
includes, age, education, function,
personality etc.
Diversity has two dimensions Primary
and Secondary.

19. Diversity DimensionsDiversity Dimensions
Primary Secondary
Age
Gender
Mental and physical ability
and characteristics
Race
Ethnic heritage
Sexual Orientation
Geographic location
Cultural Experience
Work experience
Income
Religion
First language
Organizational role and
level
Communication style
Family status
Work style
Education

20. Managing Diversity:- it is a philosophy
about how differences among
individual are accepted, respected
and how to make them work
cooperatively.
◦ it increases moral sense as well as business
sense
Diversity is built in various groups like;
◦ Project teams
◦ Business start-up teams
◦ Customer response teams
◦ Sales force and top level mgt. etc.

21. Barriers to accepting DiversityBarriers to accepting Diversity
Prejudice
Ethnocentrism: eg. Political party,
religious institutions
Stereotypes
Discrimination
Harassment
Sexual harassment

22. How to manage Diversity?How to manage Diversity?
Promoting its
awareness,
increasing diversity skill,
encouraging cultural and gender diversity,
committed top mgt. for diversity

23. Changed Employee ExpectationChanged Employee Expectation
Traditionally,
◦ Job-Security
◦ Attractive remuneration
◦ Housing provides motivation
but now
Employees can be attracted, retained and
motivated through
◦ Empowerment and
◦ Quality of status

24. Empowerment results in to,
◦ Redefining jobs
◦ Control over jobs
◦ Special privilege
Quality of status demands,
◦ Better treatment
◦ Challenging assignments
◦ Career advancement
“Expectation of equality changed the
traditional relationships between
employee and owners”

25. GlobalizationGlobalization
Impact can be seen on H. R. Management
Mgt. require to cope up;
◦ Unfamiliar laws Attitude
◦ Language Mgt. styles
◦ Practices Work ethics etc.
◦ Competitors

26. Major ChallengesMajor Challenges
Globalization affects an increasing no. of
managers and professionals
Internationalization puts a premium on
certain competencies ( or skills)
Managerial learning is a critical process
in
◦ internationalization and
◦ bringing teamwork
Management of careers in context of
glob. Brings peculiar difficulties

27. How to face this Challenges?How to face this Challenges?
Management must be most flexible
and proactive
Helping best-qualified people to
execute company’s strategy on global
scale.

28. Technology transformationTechnology transformation
Technology:- it refers to something as
abstract as a recipe or formula or
something as a concrete.
Competitive edge comes when managers
achieve a harmonious integration of their
human and technological resources.
Two dimensions of technology are:
◦ Automation
◦ Information Technology

29. What employer can do?What employer can do?
Employer should know about
◦ Potential of worker
◦ Plan for effects of automation whether
 Displacement, replacement or retraining is
required.
Manger must efficiently deal and help
workers to adapt and make effective
use of technology

30. The new term emerged
“Gold collar” worker having both
business skill and technological
expertise.

31. Promoting Ethical BehaviourPromoting Ethical Behaviour
Every decision and behavior in org.
should have foundation of ethics,
principles, and rules.
◦ Ethical concepts are understood
◦ Principles are respected and
◦ Rules are observed

32. What ethical businessman do?What ethical businessman do?
Must draw their idea about ‘What is
desirable behaviour’
Business should not try to evolve their
own principles justifying ‘What is right
and What is wrong’