Organizational Behaviour

Prof. Rajasshrie
 What is OB ?
• ………………….. A field of study that
investigates the impact that individuals,
groups and structure have on behavior
within organizations, for the purpose of
applying such knowledge toward
improving an organization’s effectiveness.
• Organization Behavior is the study of
human behavior settings, the interface
between human behavior and
organizational and the organization itself.
 Definition

Organisational Behaviour is a field of study that

investigates the impact that individuals, groups, and
structure have on behaviour within organisation for the
purpose of applying such knowledge toward improving
an organisation’s effectiveness.
Organisational Behaviour is a field of study that investigates the impact that individuals,
groups, and structure have on behaviour within organisation for the purpose of applying such
knowledge toward improving an organisation’s effectiveness.

OB is a field of study
Means a distinct area of expertise with a common
body of knowledge

What does it study?

It studies three determinants of behaviour in organisation
Individuals, Groups, structure
Applying such knowledge
OB applies knowledge about individuals, groups and the
effect of structure on behaviour in order to make
organisation work more effectively.
Therefore –
OB is concerned with the study of what people do in an
organisation and how the behaviour affects the performance
of the organisation.

It is concerned with employment related situations, and

emphasises behaviour as related to concerns such as jobs,
work, absenteeism, employment turnover, productivity,
performance and management.
 CONTRIBUTING DISCIPLINES TO THE FIELD OF OB

Psychology – The science that seeks to measure, explain, and

sometimes change the behaviour of human and other animals.
Sociology – The study of people in relation to their fellow human
beings.
Social psychology – An area with psychology that blends
concepts from psychology and sociology and that focuses on the
influence of people on one another.
Anthropology –societies to learn about human beings and their
activities.

Political science – the study of the behaviour of individual and

groups within a political environment.
 CONTRIBUTING DISCIPLINES TO THE FIELD OF OB
Behavioural Science Contribution Unit of Output
Learning Job satisfaction analysis
Motivation Decision making
Personality Performance appraisal
Emotions Attitude
Perception Selection
Psychology Training Work design Individua
Leadership Stress l

Group Power
dynamics Conflict
Work teams Intergroup behaviour
Communication Study of
Sociology Group
Formal organisational Organisational OB
theory change
Organisational technology Organisational culture
Behavioural Group processes
Social psychology change Group decision
Attitude change making
Communication
Comparative values & attitudes
Cross culture analysis Organisatio
Anthropology n system
Organisational culture
&environment
Conflict
Political science Intraorganisational politics
Power
CHALLENGES AND OPPORTUNITIES FOR OB

1. Responding to Globalisation
2. Managing Workforce Diversity
3. Improving Quality and Productivity
4. Responding to Labour Shortage
5. Improving Customer Service
6. Improving People Skill
7. Empowering People
8. Coping with Temporariness
9. Stimulating Innovation and Change
10.Helping Employees Balance Work/Life Conflicts
11.Improving Ethical Behaviour
 Organizational Behaviour Model

• Organization develops a particular model in which

behaviour of people takes place

• The model is developed on the basis of management’s

assumptions about people and the vision of the
management

• “Most of our organization tend to be arranged on the

assumption that people cannot be trusted or relied on
even in tiny matters”
 OB Models are as below

• Autocratic
• Custodial
• Supportive
• Collegial
 Autocratic Custodial

Basis of Model Power Economic

Managerial Orientation Authority Money

Employee Orientation Obedience Security and

(direction) benefits

Employee psychological Dependence on Dependence on

result boss organization

Employee needs met Subsistence Security

(survival)
Performance Result Minimum Passive
cooperation
 Supportive Collegial

Basis of Model Leadership Partnership

Managerial Orientation Support Team work

Employee Orientation Job Responsible

(direction) performance behavior

Employee psychological Participation Self-discipline

result

Employee needs met Status and Self-

recognition actualization
Performance Result Awakened Moderate
drives enthusiasm
 Organizational Behavior Model

Stimulus Organism Behavior Consequence

•Overt (open) and • Perceptual filters • Individual Behavior •Results of behavior

convert stimuli that - Sensory Screens, Overt and covert •Positive Result (+)
are present in the Seeing, Hearing, responses and
environment feeling, smelling Consequence that
patterns of behaviour
tasting results in
•Overt stimuli :
-Overt Response : satisfaction and a
Observable cues -Emotional Open and observable desire to repeat the
(sign/Prompt) in Screens behaviour behavior
the environ. That
trigger behavior Personality, self- -Convert Response •Negative Result (-_
concept, Attitudes,
•Covert (secret) Hidden, concealed or Consequences that
Beliefs, Habits
stimuli :cues in the secret kinds of results in
environment that Learning behavior dissatisfaction and
are non- Motivation desire to not repeat
consciously the behavior
noticed
 Approaches to OB
Contingency
Approach Productivity
HR Approach
Approach

OB

Systems Interactionalism
Approach Approach
 HR Approach

• People are important and central resource of

organization
• Its people who contribute to the growth of the
organization
• This approach is also called supportive
approach
• Manager’s role changes as stated above
 Contingency Approach
• This approach is also useful to looking at
the oB
• It assumes that there is no ‘one best way’
available in any organization. It suggests
that in most organizations situations and
outcomes are contingent
• There are variable depend on the institute
 Forces for Change
• Forces of change
• Technology
• Economic changes
• Competition
• Social trends
• International politics
 Resistance to Change

• Individual Res. • Organizational Res.

– Habit • Structural Inertia
– Security • Limited focus of
– Economic Factors change
– Fear of the • Group Inertia
unknown • Threat to expertise
– Selective • Threat to established
information power relationships
processing • Threat to established
resource allocations
 RESISTANCE TO CHANGE
• Individual factors
• Habit
• Security
• Economic factors
• Fear of unknown
• Selective information processing
 Aims of Planned Change

• Improve the ability to adapt to change

• Seeks to change employee behaviour
 Managing Planned Change

• Activities
• Intentional & Goal Oriented
 Overcoming Resistance to Change

• Education & communication

• Participation
• Facilitation & Support
• Negotiation
• Manipulation & cooptation
• Coercion
Structure Physical Setting

Change Options

Techniques People
 Order of Planned Change

• First order change

• Second order change

* Change Agents *
 Approaches to Managing Organizational
Change

• Lewin’s 3 step model

– Unfreezing
– Movement to a new state (changing)
– Refreezing

Desired
State R-Forces

Status
Quo

D- Forces
Time
 LEWIN’S 3 STEP MODEL
1. Unfreezing –efforts to overcome
individual & group resistance
2. Movement –Facilitating the change
3. Refreezing – Balancing the change
 MECHANISMS OF CHANGE
1. Research
2. Training
3. Organizational development
4. Process consultation