UNIT I INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR

DEFINATIONS

OB is a branch of social science that seeks to build theories that can be applied to predicting ,understanding and controlling OB is a subject of management activities with understanding ,predicting and influencing individual behavior in organizational setting In other words OB is study and application of knowledge about how people as individual and as group act within organization.

Organizational behaviour Provides a set of tools that allows:

People understand, analyze, and describe behavior in organizations

Managers to improve, enhance ,or change work behaviors so that individuals, groups and the whole organization can achieve their goals.

NATURE OF ORGANIZATIONAL BEHAVIOUR

Distinct field of study Behavioural approach to management Practical orientation Level of analysis (individual,group,and organization) Satisfaction of individual and organizational needs Multidisciplinary Reliance on scientific method

Purpose of Organizational Behaviour

Analysis & prediction of human behaviour (helps in demolishing incorrect assumptions one may hold
about people in organization and lead towards rational thinking)

Satisfaction of individual and organizational needs (both are benefited by each other) Synthesis of knowledge (different discipline) Training of managers (so that they can lead their
group effectively)

KEY FORCES AFFECTING ORGANIZATIONAL BEHAVIOUR

PEOPLE INDIVIDUALS GROUP

ENVIOURMENT EXTERNAL INTERNAL

STRUCTURES JOBS RELATIONSHIPS

ORGANIZATIONAL BEHAVIOUR

TECHNOLOGY MACHINRY TECHNICAL SKILLS

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Contributing Disciplines to the OB Field

Psychology Sociology Social

Psychology Anthropology Political Science

Behavioural science

Contribution Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Behavioural change Attitude change Communication Group processes Group decision making Comparative values Comparative attitudes Cross-cultural analysis

Unit of analysis

Output

Psychology

Individual

Sociology

Group

Study of Organizational Behaviour

Social psychology

Organization system

Anthropology Organizational culture Organizational environment Conflict Intraorganizational politics Power

Political science

Contributing Disciplines to the OB Field

Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans.

Contributing Disciplines to the OB Field (contd)

Sociology
The study of people in relation to their fellow human beings

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Contributing Disciplines to the OB Field (contd)

Social Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another

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Contributing Disciplines to the OB Field (contd)

Anthropology
The study of societies to learn about human beings and their activities

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MANAGEMENTS PHILOSOPHY,VALUES,VISION,MISSION, GOALS ORGANIZATIONAL CULTURE

FORMAL ORGANIZATION INFORMAL ORGANIZATION

SOCIAL ENVIRONMENT

LEADERSHIP,COMMUNICATION,GROUP DYNAMICS QUALITY OF WORK LIFE (QWL) MOTIVATION OUTCOMES: PERFORMANCE,EMPLOYEE SATISFACTION,PERSONAL GROWTH
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McGregors theory X & theory Y assumptions about employees THEORY Y

THEORY X The typical person dislikes work and will avoid it if possible The typical person lacks responsibility, has little ambition ,and seeks security above all Most people must be controlled and threatened with punishment to get them work.

Work is as natural as play or rest People are not inherently lazy. They have become that way as a result of experience. People will exercise self direction and self control in the service of objectives to which they are committed. People have potential under proper conditions they learn to accept and seek responsibility. they have imagination and creativity that can be applied to work.

With these assumptions the managerial role is to develop the potential in employees and help the release that potential towards common objectives.

With these assumptions the managerial role is to control employees.

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Five models of O.B

autocratic
Basis of model Power

Custodial Supportive
Economic resource Leadership

collegial
Partnership

System
Trust, community meaning

Managerial orientation

Authority

Money

Support

Teamwork

Caring compassion

Employee orientation

Obedience

Security Benefits

Job performance

Responsible Behavior

Psychological Ownership

Employee psychological result

Dependence On boss

Dependence On Organization Security

Participation

Self Discipline

Self motivation

Employee needs met

Subsistence

Status and recognition

self actualization

Wide range

Performance result

Minimum

Passive Cooperation

Awakened drives

Moderate enthusiasm Passive & committed for organization goal

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AUTOCRATIC MODEL

This model depends on power of the boss. The managerial orientation is official authority. It assumes that employees have to be directed ,persuaded and pushed into performance. The employee orientation Is obedience to the boss ,not respect for him. The psychological result for employee is dependence on their boss ,how has the power of hire and fire. The employee gives minimum performance ,though some time reluctantly ,because they may satisfy subsistence needs of themselves and families.

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CUSTODIAL MODEL

Model used by progressive managers ,it depends on economic resources. If an organization does not have the wealth to provide pensions and other pay benefits it cannot follow this approach. Managerial orientation is towards money to pay wages and benefits. Since employees physical needs are already reasonably met, the employer looks to security needs as motivating force. This approach leads to employee dependence on the organization rather than on the boss. The employee are satisfied and happy but they are not strongly motivated ,so they may give only passive cooperation. The result may be that they do not work much more vigorously.

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SUPPORTIVE MODEL

This approach depends on leadership instead of authority and rewards. Management orientation here is to support the employees job performance, rather than simply supporting employee benefits and payments. The workers feel a sense of participation and task involvement in the organization. The manager's role is one of helping employee solve their problems and accomplish their work . This model has been found to be effective in countries where workers are more concerned about their higher level needs affiliation and esteem.

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COLLEGIAL MODEL

The term collegial related to a body of persons having a common purpose It is a team concept. This model depends on managements building a feeling of partnership with employee. Managers are seen as joint contributors rather than as bosses. The employee are self disciplined. In this kind of environment employee normally feels some degree of fulfillment worthwhile contribution and self actualization.

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Need to understand human behaviour

Would answer Why people behave as they do? Why people act, react and respond as they do? Would help To formulate strategies for dealing with subordinates, peers and supervisor.

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Model of human behaviour

environment Goal acheived

Needs wants

Tension discomfort

behaviour

Goal not achieved Frustration Give up goal Change path Substitute another goal
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Need to understand human behaviour

Human

behaviour is goal orientaed Behaviour is influence by perception Motivation and behaviour Frustration response and behaviour Attitude and behaviour

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Challenges and opportunity for OB

Responding to globalization Managing workforce diversity Improving quality and productivity Responding to labor shortage Improving customer services Improving people skills Empowering people Coping with temporariness Stimulation innovation and change Helping employees balance work/life conflicts Improving ethical behaviour

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Using new information technology to enhance creativity and organizational learning

Information technology: the computer systems & software that organizations use to speed the flow of information around an organization and to better link people and subunits within it. Creativity: the decision-making process that produces novel and useful ideas that lead to new and improved goods and services or to improvement in the way they are produced.

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New ways to increase performance

Reengineering: a complete rethinking and redesigning of business processes to increase efficiency,quality,innovation,or responsiveness to customer. Restructuring: altering an organizations structure to streamline the organizations operations and reduce costs. Outsourcing: acquiring goods or services from sources outside the organization. Freelancers: independent individuals who contract with an organization to perform specific services.
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Developing organizational ethics and well-being

Ethics: rules, beliefs and values that outline the ways in which managers and workers should behave when confronted with a situation in which their actions may help or harm other people inside or outside an organization. Well being: the condition of being happy, health and prosperous. Social responsibility: an organizations moral responsibility towards individual or groups outside the organization that are affected by its action.

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Challenges and opportunity for OB

Improving quality and productivity
Customer focus

Continuous improvement

Organizational improvement

Accurate measure

Employee empowerment
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