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- 2. Organizational behaviour (OB) • Organizational behaviour may be defined as the study of the behaviour of people (as individuals and as groups) in organisations. It explains in psychological terms what goes on within the organization. According to Keith Davis, 'Organizational behaviour is the study and application of knowledge about human behaviour in organizations as it relates to other system elements such as structure, technology, and external social system." DEBR's
- 3. • organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". • According to L. M. Prasad, “Organisational behaviour can be defined as the study and application of knowledge about human behaviour related to other elements of an organisation such as structure, technology and social systems.” DEBR's
- 4. • According to Davis and Newstram, “Organisational behaviour is the study and application of knowledge about how people act within organisations.” DEBR's
- 5. Organisational Behaviour – Scope • The scope of the organizational behavior is as under: • Impact of personality on performance • Employee motivation • Leadership • How to create effective teams and groups • Study of different organizational structures • Individual behavior, attitude and learning • Perception • Design and development of effective organization DEBR's
- 6. Cont., • Job design • Impact of culture on organizational behavior • Management of change • Management of conflict and stress • Organizational development • Organizational culture • Transactional analysis • Group behavior, power and politics • Job design • Study of emotions DEBR's
- 7. • Large number of psychologists, & social scientists has carried out research on various issues related to organization behavior. • Employee performance and job satisfaction are determinants of accomplishment of individual and organizational goals. • Organizations have been set up to fulfill needs of the people. In today’s competitive world, the organizations have to be growth- oriented. • Employee who absents frequently cannot contribute towards productivity and growth of the organization. DEBR's
- 8. • Job satisfaction is a major factor to analyze performance of an individual towards his work. • Organizations are composed of number of individuals working independently or collectively in teams, and number of such teams makes a department and number of such departments makes an organization. DEBR's
- 9. • It is therefore important for all employees to possess a positive attitude towards work. They need to function in congenial atmosphere and accomplish assigned goals. It is also important for managers to develop an appropriate work culture. Use of authority, delegation of certain powers to subordinates, division of labor, efficient communication. • Benchmarking, re-engineering, job re-design and empowerment are some of the important factors so that an organization can function as well-oiled machine. DEBR's
- 10. OB – 6 Important Characteristics • Modern organisational behaviour is characterised by the acceptance of a human resource model. It takes a more positive view of human beings. DEBR's
- 11. Some of the important characteristics of organisational behaviour are discussed as follows • 1. Organisational behaviour is a rational thinking, not an emotional feeling about people. The major goals of organisational behaviour are to explain and predict human behavioural in organisations. It is action-oriented and goal-directed. • 2. Organisational behavioural seeks to balanced human and technical values at work. It seeks to achieve productivity by building and maintaining employee’s dignity, growth and satisfaction, rather than at the expense of these values. DEBR's
- 12. • 3. Organisational behaviour integrates behavioural sciences. Many of its core concepts are borrowed from others fields and discipline like social psychology, sociology, and anthropology, etc. • 4. Organisational behaviour is both a science and an art, the knowledge about human behaviour in organisations leans towards being science. Modern organisational behaviour is, at once, empirical, interpretative, and critical. It is an interpretative science in the pursuit of knowledge and meaning. • The basic purpose is to make meaningful the facts of organisational life. DEBR's
- 13. • 5. Organisational behaviour exists at multiple like levels. Behaviour occurs at the individual, the group, and the organisational systems levels. • 6. Organisational behaviour does not exist in vacuum. Organisations are made up of both social and technical components and therefore characterized as social-technical systems. DEBR's
- 14. Organisational Behaviour – 3 Levels • Individual, Group and Organisational Level • OB can be defined as actions and behaviors of individuals and groups towards and their impact on the organization’s overall functioning and performance. OB can be studied at various levels within an organization, and each level has a unique set of roles, responsibilities, and goals. DEBR's
- 15. • 1. Individual Level – Deals with the concepts at the individual level. Examples of individual-level concepts are perception, personality, learning, motivation, and attitude. • 2. Group Level – Deals with the concepts at the group level. Examples of group-level concepts are team, conflict, leadership, power, and politics. Group-level concepts may include how groups are formed, how to make effective teams, how individually and collectively the group activities can be improved, how to motivate employees, and which type of group would be suitable for a particular assignment. DEBR's
- 16. • 3. Organizational Level – Deals with the concepts at the organizational level. Examples of organizational-level concepts are change management and organizational culture. Other topics discussed at organizational level include the concept of organization, different organizational models, and organizational change along with its impact and implementation. The working conditions and stress management are also discussed at the organizational level. DEBR's
- 17. OB– Four Major Models There are four major models or frameworks that organizations operate out of- • 1. Autocratic, • 2. Custodial, • 3. Supportive, and • 4. Collegial. DEBR's
- 18. • 1. Autocratic: • The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. DEBR's
- 19. • 2. Custodial: • The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. DEBR's
- 20. • 3. Supportive: • The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. • 4. Collegial: • The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm DEBR's
- 21. O B – 5 Key Elements • Organisation behaviour is an integrated process by which the role and behaviour of people are incurred. • In order to perform interactive and mutual tasks and to develop some behavioural aspects, certain key elements or constitutes are to be included. • 5 Elements • People, Structure, Technology, Interactive Behaviour and Environment DEBR's
- 22. As such, the key elements of organisational behaviour are stated here • Element # 1. People: • People makes the interactive and behavioural platform in any organisation and people consists in the form of individuals and group. The role and behaviour of people identifies, recognise and develop the interactive relations towards behavioural attitudes in society. • Element # 2. Structure: • The formal relationship of people makes the structural design in organisation. The managerial and organisational levels are decorated by specific job as well as level to be incurred in structural design. The rights and responsibilities are also being determined in a particular group or structure. DEBR's
- 23. • Element # 3. Technology: • The technology represent all the resources with which people work and affects the task that they perform. The role and utilisation of technology has a significant influence on the performance of people and thereby to achieve perfections in the betterment of interactive behaviour. DEBR's
- 24. • Element # 4. Interactive Behaviour: • In any organisation, the interactive relations and behaviour between individual and groups as well as the relations by formal and informal ways also have an important role to make perspectives in organisational behaviour. The mutual behaviour among people may be developed by the identification, existence and interactive role in any organisation and society. • Element # 5. Environment: • All organisations operates within internal and external environment. The existence, structural design, work performance, mutual relations and behavioural patterns are duly influenced by the internal and external environmental factors. DEBR's
- 25. Organisational Behaviour – Roles Roles are • Understanding Human Behaviour, • Controlling and Directing Behaviour and • Organisational Adaptation DEBR's
- 26. 1. Understanding Human Behaviour: • Organisational Behaviour can be understood at the individual level, interpersonal level, group level and intergroup level. • (a) Individual Level: • It provides for analysing why and how an individual behaves in a particular way. DEBR's
- 27. • Human behaviour is a complex phenomenon and is affected by a large number of factors: • 1. Psychological • 2. Social • 3. Cultural • Organisational Behaviour integrates these factors to provide simplicity in understanding human behaviour DEBR's
- 28. • (b) Interpersonal Level: • Interpersonal interaction is normally in peer relationship which represents mans most natural attempt at socialisation. Two person relationship is inevitable in the organization. Analysis of- • i. Reciprocal relationship • ii. Role analysis and • iii. Transitional Analysis • Are some of the common methods which provide such understanding. DEBR's
- 29. • (c) Group Level: • Group pressures become a force in shaping human behaviour. • (d) Intergroup Level: • The organisation is made up of many groups that develop a complex of relationships to build its process and substance. • Intergroup relationship may be in the form of cooperation or competition. DEBR's
- 30. 2. Controlling and Directing Behaviour • After understanding the mechanism of human behaviour, managers are required to control and direct the behaviour so that it conforms to standards required for achieving organisational objectives. DEBR's
- 31. • Organisational Behaviour helps managers in the following areas: • (a) Use of Power and Sanction: • i. Organisational Behaviour can be controlled and directed by the use of power and sanctions which are formally prescribed by the organisation. • ii. Power is referred to as capacity of an individual to take certain action and may be utilised in many ways. DEBR's
- 32. • (b) Leadership: • Organisational Behaviour brings new insights and understanding to the theory of leadership. • It identifies various leadership styles available to a manager and analyses which style is more appropriate in a given situation. DEBR's
- 33. • (c) Communication: • i. It is communication through which people come in contact with others. • ii. To achieve organisational effectiveness the communication must be effective. • iii. The communication process and how it works in interpersonal dynamics has been evaluated by Organisational Behaviour. DEBR's
- 34. • (d) Organisational Climate: • i. Organisational climate refers to the total organisational situations affecting human behaviour. • ii. Organisational Behaviour suggests the approach to create organisational climate in totality rather than merely improving the physiological conditions or increasing employees satisfaction by changing isolated work process. DEBR's
- 35. • iii. Organisational Behaviour states that it is very important to create an atmosphere of effective supervision, the opportunity for the realisation of personal goals, congenial relations with others at the work place and a sense of accomplishment. DEBR's
- 36. 3. Organizational Adaptation • i. Organisations have to adapt themselves to the environmental changes by making suitable internal arrangement. • ii. Managers have to face dual problems- Identifying need for change and then implementing the changes without adversely affecting the need for satisfaction of organizational people. DEBR's
- 37. Thank you DEBR's