1. GOOD MORNING

2. WHAT IS AN ORGANISATION
Groups of people who work interdependently
toward some purpose
Structured patterns of interaction
Coordinated tasks
Work toward some purpose

3. ORGANISATIONAL BEHAVIOUR
Is the study
and application
of knowledge
how people –
as individual
and as groups
within
organizations.Acts

4. GOALS OF ORGANISATIONAL
BEHAVIOUR
To Describe To understand
To predict To control

5. FEATURES OF
ORGANISATIONAL BEHAVIOUR
1.
• An Integral Part of Management
2.
• A Field of Study
3.
• Inter-disciplinary Approach
4.
• Levels of Analysis

6. 5.
• Goal-Oriented
6.
• Human Tool
7.
• Science and art
8.
• Satisfaction of Employees’ Needs

7. IMPORTANCE OF
ORGANISATIONAL BEHAVIOUR
 Helps an individual to understand himself and
others better.
The manager understand the basis of motivation
of subordinates.
It will be successful in maintaining cordial
industrial relations.
OB helps in the field of marketing.
 OB helps in predicting the behaviour of
individual.
Enables a manager to motivate his subordinates
towards higher productivity and better results.

8. FORCES AFFECTING ORGANIZATIONAL
BEHAVIOUR
People
Structure
Technology
Environment
OB

9. Disciplines contributing to OB
Psychology
Anthropology
Political scienceEconomics
Sociology

10. Levels of OB
Individual
Interpersonal
Group
Intergroup level

11. ELEMENTS OF ORGANISATIONAL
BEHAVIOUR
• The organisation’s base rests on
management’s philosophy, values, vision
and goals.
• The culture determines the type of
leadership, communication, and group
dynamics within the organisation.
• The workers perceive this as the quality
of work life which directs their degree
of motivation.
• The final outcomes are performance,
individual satisfaction, and personal
growth and development.
• All these elements combine to build the
model or framework that the
organisation operates from.

12. Models of OB
1. Autocratic Model
 Orientation is towards power.
 High dependence on boss.
 The organizational process is
formal.
 The management decides what the
best action for the people is.
 The model is largely based on the
theory x assumptions of McGregor
 This usually happens at lower
strata of the organization

13. 2. Custodial Model
The model depends on the economic
resources of the organization & its
ability to pay for the benefits.
The employees are highly dependent
on the organization.
The employees are able to satisfy
their security needs .
Employees performance level is not
high as are not given any authority to
decide what benefits / rewards they
should get.
Hence not a suitable model for
matured employees.

14. 3. Supportive Model
This model depends on managerial
leadership rather than on the use of
power or money.
The aim of managers is to support
employees in their achievement
of results.
The focus is on employee participation
in managerial decision making
process.
The supportive model is best suited
when employees are self motivated.
Manager’s role is to help employees
achieve their work rather than
supervising them closely.

15. 4. Collegial Model
The term “Collegial” refers to a body
of people having a common purpose.
It is based on the team concept in
which employee develops a high
degree of understanding towards
others and shares common goals.
“Responsibility” is expected out of the
employees. Employees need a little
direction and control from the
management.
Control is through self disciple from
the team members.

16. 5. System Model
 Herein, there is a strong search for a higher
meaning at work by the employees; they
want more than a pay check & job security
from their jobs.
 They look for a work that is ethical, infused
with integrity & trust and provide an
opportunity to experience a growing
sense of community among co-workers.
 To accomplish this, the managers
demonstrate caring and a compassionate
attitude.
 The role of a manager is to facilitate
employee accomplishments through a
variety of actions.

17. In turn, the employees realize and
recognize the mutuality of company-
employee obligations in a system model.
There is a sense of psychological
ownership for the organization and its
products / services.
The employees take a responsibility
for their own goals and actions, hence
are self motivated.
Hence, the employee needs are higher-
order needs (social, status, esteem,
autonomy, and self-actualisation).