Introduction

Organizational Behavior
Organizational behavior (OB) is a field of study devoted to recognizing, explaining, and
eventually developing the attitudes and behaviors of people (individual and group) within
organizations. Organizational behavior is based on scientific knowledge and applied practice. It
refers to the behavior of the individuals within the organizations, the reason being, organizations
can operate efficiently, if the human resources are skilled and capable.

The significance of organizational behavior is realized in all areas, whether it is education,

management, administration, science, technology and so forth. By acquiring knowledge about
organizational behavior, an individual is able to understand, how he would be able to carry out
his tasks, functions and activities within the organization. It covers three determinants of
behavior within the organizations, i.e. individuals, group and structure. It is an applied field, as it
applies the knowledge acquired about individuals, and the effect of structure on behavior, to
make the organizations work more effectually.

History of Organizational Behavior

Difference Between Organizational Psychology and Organizational Behavior

Goals of Organizational Behavior

There are four goals of organizational behavior:-
 Describe Understand

Predict Control

 Describe: The first goal is to describe, systematically how people behave under a variety
of conditions. Achieving this goal allows managers to communicate about human
behavior at work using a common language.

 Understand: A second goal is to understand any people behave as they do. The managers
would be frustrated if they could talk about behavior of their employees, but not
understand the reasons behind those actions.

 Predict: The managers would have capacity to predict which employees might be
dedicated and productive or which ones might have absent, cause problem. And thus the
managers could take preventive actions.

 Control: The final goal of OB is to control and develop some human activity at work.
Since managers are held responsible for performance outcome, they are vitally interested
in being able to make an impact on employee behavior, skill development, team effort,
and productivity. Managers need to be able to improve results through the actions they
and their employees take, and organizational behavior can aid them in their pursuit of this
goal.
Forces of Organizational Behavior

People

Environment Structure

Technology

 People
The people make up the organisation's internal social structure. This structure may
consist of individuals and groups, and may be large and small, formal and informal
groups. Groups are vivid. Shape, alter, and dissolve party. Since organisation, group of
people is combined. Managers have to be in the right direction with the people. Managers
have to be in the right direction with the men. It's very challenging to guide people or
employees who have different backgrounds, talents and perspectives in education. So
managers have to consider how people are expected and managed. They build up and
inspire relationships among the employees.

 Structure
Structure describes the formal relation and organizational use of people. There are
supervisors and workers, account assemblers to achieve different kinds of activities. We
are structurally related, so that their work can be organized effectively. Because no
organization, without proper coordination, can be through.

 Technology
Technology provides the tools people work with. We are unable to do the job with their
bare hands. Technology's big benefit is that it enables people to do more and better work.
But it restrains people in different ways as well. It's got risks as well as rewards. If any
 person lacks technological knowledge he / she may not be able to work. But it restrains
people in different ways as well. It's got risks as well as rewards. If any person lacks
technological knowledge he / she may not be able to work. In addition, technology
reduces the cost per product and improves the quality of the goods and services.

 Environment
All organizations work within both an internal and external environment. Not a single
organization leaves by itself. An entity is a part of a lager structure that includes many
other components, such as government, the family, and others. Any kind of
environmental change has an impact on the organisation. Any kind of environmental
change has an impact on the organisation. Citizens believe that social responsibility will
rest with organizations. Many tread unions of organisations have a direct impact.

Challenges in Organizational Behavior

Challenges in Organizational Behavior are as follows:

Responding
Improving to Economic Managing
Ethical Pressure Workforce
Behavior Diversity

Creating Improving
Positive Work Customer
Environment Sevice

Helping Challenges
Emplyees
Improving
Balance
People Skills
Work-Life
Conflicts

Working in Coping With Stimulating

Networked Temporarines Innovation
Organization s and Change

1. Responding to Economic Pressure

Effective management also comes at a premium during difficult economic times.
 When business is booming, anyone can run a company, because the difference between
good and bad management reflects the difference between making a lot of money and
making a lot of more money. Nevertheless, when times are bad, managers are on the front
lines of workers to be fired asked to do less, and concerned about their future. The
difference between good and bad management can be the difference between profit and
loss or, ultimately, success and failure.

2. Managing Workforce Diversity

Diversity of the workforce recognizes a workforce of men and women; many racial and
ethnic groups; people with a variety of physical or psychological abilities; and people
who differ in age and sexual orientation. It is a global concern to manage that diversity.
Most European countries have experienced dramatic immigration growth from the
Middle East, Argentina and Venezuela hosting significant numbers of migrants from
other South American countries, and nations from India to Iraq to Indonesia find great
cultural diversity within their borders.

3. Improving Customer Service

Many an organization has failed because its employees failed to please customers.
Management needs to create a customer-responsive culture. OB can provide considerable
guidance in helping managers create such cultures—in which employees are friendly and
courteous, accessible, knowledgeable, prompt in responding to customer needs, and
willing to do what’s necessary to please the customer.

4. Stimulating Innovation and Change

Successful organizations today need to promote innovation and master the art of change,
or they will become candidates for extinction. Victory will go to companies with a
constant stream of new products and services that retain their versatility, continually
improve their quality and beat their competition to the marketplace. Amazon.com is
putting a lot of independent bookstores out of business as it proves you can successfully
sell books (and almost anything else) from a web site.

5. Coping with Temporariness

In the past, workers were assigned to a similar working group, achieving a considerable
amount of protection working day in and day out with the same men. This predictability
has been replaced by rotating working groups, with representatives from different
departments, and staff turnover has been increased to fill constantly changing work
assignments.
Finally organizations are in a state of flux themselves. They reorganize their different
divisions on an ongoing basis, sell poorly performing businesses, downsize operations,
 subcontract non-critical services and operations to other organizations, and replace
permanent employees with temporary workers.

6. Working in Netwroked Organization

7. Helping Employees Balance Work-Life Conflicts

8. Creating Positive Work Environment
9. Improving Ethical Behavior

Trends in Organizational Behavior

Difference Between Trends and Challenges

Organizational Behavior in Indian Context

OB made its first appearance in the Indian setting around the 1960s. Sinha (1994) presented a
rigorous review of the field of industrial and organizational psychology in India, and
categorically stated that organizational psychology, much like psychology in general, has been
mostly dominated by Western ideas, theories, and methods. Pandey and colleagues conducted a
program of research on ingratiation in the organizational context in India in the late 1970s. The
findings of their research supports that there are cultural differences in the forms of ingratiation,
and that the Indian style of ingratiation includes such behaviours as self-degradation,
instrumental dependency, name dropping, and changing one’s position with the situation.

There are four trends that have contributed to the evolution of Organizational Behavior in India,
as follows:-
 Boundaries
Applied Between
Behavioral Different
Sciences Behavioral
Sciences

The Development of
Psychodynamic Action
Process Approach

 Applied Behavioral Sciences

The first trend was to increase the scope of the behavioral science applied. Although
education and social anthropology have always been' applied' sciences, applied psychology
departments have been founded in Kolkata, and later in other universities. Nevertheless,
applied psychology was still limited to the psychology of hospitals, business and education.
Several sociology departments began studying and teaching social issues. Nevertheless, until
the creation of the Developing Societies Study Center and Policy Research Centre, very little
work was done in applied political science. The new areas of higher education and research
have meanwhile emerged as public administration, management and agricultural extension.

 Boundaries Between Different Behavioral Sciences

The second trend was to loosen the distinctions between the various behavior sciences.
Reviews of psychology research funded by the Social Science Research Council of India,
New Delhi, are a good example of this. Compared to the first study, which used conventional
classification for the subjects, the second used thematic classification, including social issues
such as poverty, inequality, population and family planning, and ecology, drawing on similar
writings for topics such as connectivity, power, and political processes from other behavioral
science. This pattern was maintained in the third and subsequent surveys. Themes such as
inter-group relations, rural development, and organizational effectiveness were included in
the third survey. 1962 under the chairmanship of S.K. Mira, the Behavioral Sciences Center
was founded under New Delhi. The centre published three directories of research in
behavioral sciences, a guide to Indian behavioral science science periodicals, and a quarterly,
Indian Behavioral Sciences Abstracts. When ICSSR started the publication of abstracts of
periodicals, the IBS Abstracts was discontinued.
 The Psychodynamic Process
The third trend, the psychodynamic process as an integrative force for behavioral science
research and applications, began in India with the arrival of Rolf Lynton to Mysore, where he
founded the Aloka institution in 1957 for youth leaders from Asian countries. This pattern
has been strengthened by institutionalizing the study groups and training classes. It was used
as the central technique at the Small Industry Extension Training Institute in the early 1960s,
where this author joined Rolf Lynton to reinvent training and community growth, to help
people address interpersonal and group problems. IIM Calcutta, under the influence of
McGregor, Bennis, and Baumgartel, has arranged to send some of its behavioral scientists to
the National Transport Library. With social scientists also traveling to NTL from different
parts of the country built up a large community of NTL-trained people who in 1971 founded
the Indian Society for Applied Behavioral Science. ISABS is a highly specialized community
of experts from ABS engaged in the progress of its cause. ISABS contributes to the creation
of ABS competencies across the world.

 Development of Action Research

Action research was the fourth phenomenon that contributed to the development of ABS,
addressing individual, community, or institutional problems, using process interventions, and
involving the members of the group involved in study. That had its origins in community
development in India, but appeared more strongly in education with Stephen M. Corey's
arrival in India in the late 1950s, at the invitation of Ministry of Education. A large number
of workshops on action research have been organized across the country for teachers and
headmasters. The workshops carried with them ABS ' three components. In classrooms a
manual for facilitators of such workshops advocated the psychodynamic approach.
Incidentally, in the late 1950s and early 1960s T-groups had been convened in New Delhi. A
large number of workshops on action research have been organized across the country for
teachers and headmasters. The workshops carried with them ABS ' three components. In
classrooms a manual for facilitators of such workshops advocated the psychodynamic
approach. Incidentally, in the late 1950s and early 1960s T-groups had been convened in
New Delhi.

Conclusions