: Psychology For Manages Shashi [Link] Rosy Joshi \[Link]. (1 Semester) BCM102 : Psychology For Managers Objective: The objective of the paper is 10 provide broad understanding about basic concepts and techniques of human behaviour to the students. UNIT-I Introduction: Concepts, Definitions; Need and Importance of Organisational Behaviour for Managers, Contributing Disciplines of OB. Nature and Scope, Organisational Behaviour Models. Individual Behaviour; Introduction and Meaning, Factors Affecting Individual Behaviour, Models of Individual Behaviour Personality; Meaning, Characteristics, Determinants and Theories of Personality Perception: Nature & Importance, Perception Process, Perceptual Selectivity, Perceptual Organization, Perpetual Errors and Distortions. Attitudes and Values: Components, Sources and Measurement of Attitudes. Concept Sources and Types of Values. UNIT -I Motivation: Meaning and Importance of Motivation, Theories of Motivation, Morale. Inter Personal Behaviour and Transactional Analysis (TA). Leadership: Definition, Importance, Leadership Styles, Models and Theories of Leadership . Stress Management: Concept, Sources of Stress, Work Stressors, Consequences, Prevention and Management of Stress, Conflict Management: Traditional vis-a-vis Modern View of Conflict, Types and Causes of Conflict, Conflict Resolution,5Now pn B Chapters 1. __| INTRODUCTION To PSYCHOLOGY FOR MANAGERS 14-140 | i | 2. | INDIVIDUAL BEHAVIOUR 24-217 | 3. | PERSONALITY 31 338 \ 4, | PERCEPTION 4.1- ial 5. | ArritupEs AND VALUES 51 7 5.32 6. | MOTIVATION 61- ‘| 7. | MOTIVATIONAL TECHNIQUES: TA—727. 8. | MORALE 81-812 iD: INTER PERSONAL BEHAVIOUR AND TRANSACTIONAL 9.1-9.28 ANALYSIS | 10. | LEADERSHIP | 10.1-10.38 11. | STRESS MANAGEMENT \ quan | 12. | MANAGEMENT OF ConrLict 1-12.27 |CHAPTER fn INTRODUCTION TO PsyCHOLOGY FOR MANAGERS [Learning Objectiv After reading this chapter the readers should have a clear understanding of : § Introduction and meaning of psychology for managers @ Aspects and key areas of organisational, psychology for managers & Introduction, meaning and definition of OB © Characteristics of organisational behavior & Key elements/process of organisational behavior & Goals and philosophical concepts of organisational behavior @ Levels of analysis = Fundamental concepts of organisational behavior = Organizational behavior and other fields of study = Role of organisational behaviour @ The historical evolution of organisational behaviour = Foundations of organisational behaviour § Approaches to the study of organisational behaviour 1m Process of behaviour Models of organisational behaviour = Challenges and Opportunities for organisational behaviour m_ INTRODUCTION AND MEANING One of the major tasks of a manager is to make decisions and “Decision Making” often involves human behaviour. In the business world, if individuals also possess both the knowledge ofPsychology For Margo, rio" advantage and competity en organisational psych Mtroduc to have management and psychology, they are more me - among their colleagues. Being able to apply of unique skill essential to the survival of businesses fesiciiieaaneannl the mind that is direct, the psychology oF », eFBON ON actviy «ns [management is the se of planning, organ vi “ihe state of mind of the people ay Thus, organisational chology is the: e z ; It is firstly the s so that several oni problems may be solved without ing to human be} human behavior and is concemed with the discovery Of ee ean a Secondly , it is concerned with the application of : fegal tepect of psycholoy, ¢ problems of human life. Organisational psychology is the professional Snes on main aim of organisational psychology is research rather than administration Fe: of empl workplace productivity and related issues such as the physical and mental wellbe ¥ no! gen 1 ASPECTS/NEED OF PSYCHOLOGY FOR MANAGERS = a Basically there are two aspects of psychology for managers. wh 1. First, there i the industrial side, which involves looking at how to best match indiviiiyy specific job roles. This segment of psychology is also sometimes referred to as per = psychology People who work in this area ‘employee characteristics match these individuals to jobs in which they are likely to perform well. Oth: that fall on the industrial side of psychology | g employees, dev * performance standards, and measuring job p influence how people behaviour within an. Psychologists hope to improve individual benefiting the organisation as a whole. According to Muchinsky, most organisational p areas: 1. Training and Development: , nom © patria Programs. n what type o! s* te employeeIntroduction to Psychology For Managers 13 2, Employee Selection: This area involves developing employee selection assessments, such as screening tests to determine if ob applicants are qualified for a particular position, Ergonomics: The field of ergondmics involves designing procedures and equipment designed to maximize performance and minimize injury. Performance Management: Psychologists who work in this area develop assessments and techniques to determine if employees are doing their jobs well 5. Work Life: This area focuses on improving employee satisfaction and maximizing the productivity of the workforce. Psychologists in this area might work to find ways to make jobs more rewarding or design programs that improve the quality of life in the workplace 6. Organisational Development: Psychologists who work in this area help improve organisations, often through increasing profits, redesigning products, and improving the organisational structure. + + @ INTRODUCTION TO ORGANISATION BEHAVIOUR Organisations are social systems. People who are responsible for managing them, need to understand how they operate. Organisations are a combination of science and people—technology and humanity. Unless there are qualified people to design and implement, the techniques alone will not produce designable results. Human behaviour in organisations is quite unpredictable. It is. generally, concerned with the thoughts, feelings, emotions and actions of the people working in it However, it can be partially understood in terms of the framework of behavioural sciences, management and other disciplines. There is no idealistic solution to organisational problems. That is why it is rightly said that the success of an organisation depends upon the efficiency and effectiveness of the management and the effectivness of the management depends primarily on its human skills and how well it understands the needs and desires of the people working in the Organisational behaviour actually refers to the behaviour of the people in the organisations because organisations themselves do not behave. It is an accepted fact that an organisation can develop only when its people are developed. Study of their behaviour, therefore, becomes imperative for the development of people, OB is a field of study that investigates the impact that individuals, The field of OB does not depend upon assumptions based on intuition and gut feelings but attempts to gather information regarding an issue in a scientific manner under controlled conditions It uses information and interprets the findings so that the behaviour of an individual and group can be canalised 46 desited. Large number of psychologists, social scientists and academicians have carried out research on various issues related to organisational behaviour. The scope of OB is as follows : © Leadership + Employee motivation| ‘of study that investigates the impact thal individuals, group and | Organisational structure have on behaviour within, |_ towards an organisational effectiveness.” groups and structure have on behaviour within 14 Int Impact of personality on performance Creation of effective teams and groups Study of different organisational structures. Individual behaviour, attitude and learning, Perception Impact of culture on organisational behaviour Management of change. Stress and conflict management Organisation development and organisational design Transactional analysis Ps * Group behaviour * Power and politics and so on and so forth Ta MEANING AND DEFINITION OF ORGANISATIONAL BEHAVIOUR “Organisational behaviour is @ field ‘organisation, for the purpose of applying that knowiedge The above mentioned definition has three elements + Organisational behaviour is an investigative study of individuals and groups, * The impact of organisational structure on human behaviour. * The application of knowledge to achieve organisational effectiveness. Organisational behaviour is directly concerned \ with the understanding, prediction and control of hu man behaviour in organisations. It is an area of study that investigates the impact that individuals organisations,Introduction to Psychology For Managers In short, organisational behaviour revolves around two fundamental components: 1. The nature of the man. 2. The nature of the organisation. In other words, organisational behavio relation to physical means and resources 50 as to achieve the desired ur may be organisation of individual's behaviour in objective of the organisation m ORGANISATIONAL BEHAVIOUR, ORGANISATIONAL THEORY, ORGANISATIONAL PSYCHOLOGY & HUMAN RESOURCE MANAGEMENT Organisational behaviour is generally confused with organisational theory, psychology, and human resource management. ‘Organisatonal Theory differs from Organisational Behaviour in the following aspects - = ‘OB tries to understand the behaviour, | Organsiation theory focusses on the | and structure of the organisational in organisations. tional behaviour is a micro- study of the people's behaviour. OB emphasises on applied psychology in organisations. OBis predictive in nature. Organisation theory is a macro analysis of the organisation. Organisation theory lays emphasis on the sociology of the organisation. Organisation theory is descriptive and predictive in nature. The aim of Organisation theory is to analyse the design of organisation and explain what is happening in ‘The main aim of OB is to explain and ‘predict the behaviour of individuals and ‘groups in organisations. Organisational psychology restricts itself to psychological factors only whereas organisational behaviour considers and combines all the branches of study e.g. Science, technology, economics, anthropology, psychology and so on and so forth. Organisational behaviour is the basis of human resource management and devel former is concept oriented whereas the latter is concerned with the technology of human development. The variables influencing human development are scientifically studied under organisational behaviour. Human resource management, is activated, directed and channelised by the application of the knowledge of organisational behaviour which has become a field of study, research and application for the development of human resources and the organisation as @ whole. Thus, we can say that all these terms are interrelated but not synonymous with each other. lopment. TheIntroduction to Psychology For Manager, ORGANISATIONAL BEHAVIOUR) adie Ser asc n Kiss Sigs 2: Bh be From the above definitions, the following features of organisational behaviour emerge ; 1. Behavioural Approach to Management. Organisational behaviour is that part of who), management which represents the behavioural approach to management. Organisation, behaviour has emerged as a distinct field of study because of the importance of human behaviour in organisations. 2. Cause and Effect Relationship. Human behaviour is generally taken in terms of cause 11 effect relationship and not in philosophical terms. It helps in predicting the behaviour o: individuals. It provides generalisations that managers can use to anticipate the effect o: certain activities on human behaviour. 3. Organisational Behaviour is a Branch of Social Sciences. Organisational behaviour heavily influenced by several other social sciences viz. Psychology, Sociology ané Anthropology. It draws a rich array of research from these disciplines. 4. Three Levels of Analysis. Organisational behaviour encompasses the study of three leve! of analysis namely individual behaviour, inter-individual behaviour and the behaviour o! organisations themselves. The field of organisational behaviour embraces all these levels « being complementary to each other. 5. A Science as well as an Art. Organisational behaviour is a science as well as an art. Iv systematic knowledge about human behaviour is a science and the application ©’ behavioural knowledge and skills is an art. Organisational behaviour is not an exact scien: because it cannot exactly predict the behaviour of people in organisations. At best manager can generalise to a limited extent and in many cases, he has to act on the basis © partial information. 6. A Body of Theory, Research and Application. Organisational behaviour consists of a bod of theory, research and application which helps in understanding the human behaviour organisation. All these techniques help the managers to solve human problems i" organisations.17 Introiduction to Psychology For Managers Organi iduals. Organisational behaviour creates an th isation and Indivi a eee both organisation and individuals are benefitted by each other. A ‘ nable climate is created so that employees may get much needed satisfaction and the reasor organisation may attain its objectives. inking. Organisational behaviour provides a rational thinking about people oon a en nic The major objective of organisational behaviour is to explain and rretihoaitd behaviour in organisations, 80 that result yielding situations can be created wm KEY ELEMENTS/SCOPEOFOB Like any other discipline, OB also has certain ‘Fundamental concepts or assumptions’. These are basically the forces which affect the nature of organisations today. There are four key elements of OB ~People, structure, technology and environment. These key elements are discussed as follows 1, People. Organsiations are run by people and people make up the internal social system of the organisation. People consist of individuals and groups. The groups may be large groups as well as small groups, formal’ and informal groups, official and unofficial groups. Group are dynamic in nature. These are formed, changed, reformed and disbanded. People, though have much in common yet they differ from each other. There can be no set or scientific formula of dealing with the human beings. Managers have to deal with employees with their individual differences. We should always Temember that the survival of oganisations depend upon serving their people and keeping them happy. Inmanaging people, the managers have to deal with : ~ Individual employees who are expected to perform the tasks allotted to them. ~ Dyadic relationships such as superior subordinate relationship. ~ Groups who work as eam and have the responsibilty for getting the job done. People outside the organisation system such as customers and governement officials People of today are not the-same as people of yesterday or the day before. A new labour force has emerged and the management must change its leadership practices to match the new challenges Some of the latest changes in labour force are : ~ Decline in the work ethics. ~ Rising emphasis on leisure self expression, fulillment and personal growth.a= “Introduction to Payehotogy For Manager, — Decline in automatic acceptance of authority. — Increase inthe desire for participation, autonomy and control, = Very fast obsolescence of skills due to technical advancement. ~ Retraining or retrenchment of manual workers. — Increased concems for security due to downsizings arid outsourcing. — Renewed emphasis on money as a motivator, Managers of today have to be prepared sce ol ewe shenaeason ear ey ve to adapt themselves to them, Human behaviour i always caused. There is always @ cause : ind every human act or behaviour. The manager must know the cause to solve the problent. People are living, thinking and feeling beings. The management has to treat them with dignity and not like other economic tools. 2, Structure. Organisations are social systems. In every organisation, two types of social systems exist ~ formal and informal. The formal relationship of people in organisations is called the structure Different jobs are required to accomplish the goals and objectives of the organisations. Different people perform these different jobs and at different levels. These people have to be related in some structural way, so that their work can be effectively coordinated. These relationships create complex problems of cooperation, negotiation and decision making for the managers. The organisational structures are also changing with the passage of time. Nowadays, the recent trend is of flatter and leaner organisations, To lower the costs and to survive in the globally competitive environment the organisations have to resort to downsizing and restructuring. Mergers, acquisitions andl joint ventures make the structures even more complex. Organisations are moving from traditional structures to team based structures. Several organisations are experimenting with Part time, temporary and contract employees. 5. Technology. Technology provides the resources with which people work and affects the task that they perform. The type of technology tsed in the organisation has a very significant inhuence on the working relationships among individuals and groups. The major benefit of technology is that i allows people to do more work and that oo in abetter way. On the other hand, it ao restricts people in many ways. Managers nowadays are under tremendous. i i vores eae e ‘Pressure to maintain the delicate balanceIntroduction to Psychology Far Managers e m GOALS OF 0B , ‘The main goals or objectives of OB are as follows = 1. Describe, The first objective of OB is to describe systematically, how people behave under a variety of conditions. If the managers can achieve this goal, they can succeed in communicating about human behaviour at work using common language. 2, Understand. The second objective of OB is to understand why people behave as they do. It will be highly frustrating for the managers, if they see the behaviour of their employees, talk about that, but not understand the reason behind those acts. The managers have to Jeam to probe the underlying explanations, 3. Predict. The third objective of OB is to predict the future employee behaviour. This is a very important job of the manager to predict how a particular employee will behave in a particular situation eg. who are the employees who will send their leaves on days which are supposed to be hectic or difficult. If the managers succeed in this objective, they can take preventive actions. 4. Control. The final objective of OB is to control; at least to some extent the human activity at work. Managers have to improve the performance through the actions they and their employees take and OB can help them in the pursuit of their goal. There are some philosophical concepts of OB around which the nature of people and the nature of organisation revolves. These are discussed as follows : i 2 See (Motivated Behaviour). From the study of psychology, we learn that uman has certain causes. These causes may relate to a person's needs or the consequences {het result from acts. In the case of needs, people are motivated not by what they think they ought to fj ve; Dut wha they themselves want to. To a neutral observer a person's needs may be unrealistic, rae o are still controlling; This situation leaves the management with two options to motivate the = Toshow them how certain actions will increase their need fulfillment or2. A whole Person. Although som Person's skill or brain, but that is not po certain characteristics. Different humart are all part of one system making up, # background. Home life is not totally separate from physical conditions. People: 3, Individual Differences. People have achievement, they are grieved by any loss, but The idea of individual differences originates ft unique and individual experiences after birt differences require that a manager's appro individual differences is that employees differently. All people are different and valuable asset to the organisation. If it were. dealing with employees could be adopted. 4, Human Dignity, Human dignity concepts about the nature of man. H should be treated with respect and d different from land, capital and other ph ‘draws heavily on the discipline of ps way they do to different Psychologically based theories of learning, mo at attitudes, belies, could employ only a person rather than ‘the final analysis they from knowledge or wal conditions are not e excited by an individually different sf birth, each person is different. Individual als of analysis. At one nak in the pursuit ofim People rarely work independently in organisations; they have to necessarily work in coordination to meet the organisational goals. This frequently results in people working together in teams, committees and groups, How do people work together in groups will be cohesive and productive ? What types of tasks could be assigned to groupe ? These are somé of the questions that can be asked about the effective functioning of groups in Organisations. An important component of organisational behaviour involves the application of knowledge and theories from social psychology to the study of groups in organsiations. 3. Organisation at the Organisational Level. Some organisational behaviour researchers take the Organisation as a whole as theit object of study. This macro prospective on organisational behaviour draws heavily on theories and concepts from the discipline of ‘sociology’. Researchers seek to understand the implications of the relationship between the Organisation and its environment for the effectiveness of the Organisation. Emphasis is placed upon understanding how organisational ‘of an organisation. Other factors such as the structure and design influences the effectiveness technology employed by the organisation, the size ofthe organisation and the organisation's age are alco examined and their implications for effective organisational functioning are explored “These different perspectives on the study another, instead they are complementary. A full and Organisations and the determinants from each perspective. of organisational behaviour are not in conflict with one complete understanding of the nature of of their effectiveness requires a blending of knowledge derived Organisational behaviour starts with the following six fundamental concepts revolving around the nature of people and organisations : ‘The nature of people + 1. Individual differences 2. Awhole person 3. Motivated behaviour 4. Value of the person ‘The nature of organisation : 1. Social system 2, Mutual Interest, b. ‘The two points: Iitrotction to Poychalogy For Managers ina al traits. They 1. Individual Differences. Individuals are different in their physical and mental Btah, are different not only in the physical appearance such as Be ke onl complexion and so on i i ee Sete ce. ititude, motivation and perception. This . person dif — Bathe ‘typ led ear of nl ire: nia flrs ean at the management has to treat the employees differently to get the best out ‘1 2. A Whole Person. Though the organisation may feel that they are employing only Ga individual's skill or intelligence, in fact, they employ the ‘whole person’. Ween ‘ia individual does not have only the skill and intelligence but he has a personal cm oe desires ag well, In other words, his personal life cannot be separated from his work life since people function as total human beings. _ it only trying to develop a When management practices organisational behaviour, itis not better employee but it also wants to develop a “better person’ ini terms of all'round growth and development, The benefit will extend beyond the firm into the larger society in which each employee lives, 5. Motivated behaviour, It is the urge of the individual to satisfy a particular need that motivates him to do an act. The motivation could be positive or negative. Motivation is essential for the proper functioning of organisations. The organisation can show’ to its ‘employees how certain actions will increase their needs fulfillment. ‘4 Value of the Person, It is more an ethical philosophy. It stresses that people are to be treated with respect and dignity. Every job, however simple, entitles the people who do it to proper respect and recognition of their unique aspirations and abilities. Since ‘organisational behaviour involves people, ethical philosophy is involved in one way or the other, ature of an organisation can be understood with the help of the description of following moo This also Si socal organisation or social structure. It can be further @) Fel en. This scl ssa, wich evo foeeiea and economic stem based on the vi characterized by homage, lena forfeiture, ii fa (b) Patriarchate. This is social system, which and title or sumame traced tough Re ore be the fam head in Europe in the 8th Century ‘holding of land and relation of lord to and military service of tenants, and © Matriarchate. This is social system, ix Which a female is head and title or surname 4 - * a 2]Introduction to Psychology For Managers ia (d) Meritocracy. This is a social system, in which power vests in the hands of the person with superior intellects. (©) Class Structure; This is a social system of different classes with in a society. (8) Segregation. This is a social system, ‘which provides separate facilities for minority groups of a society. : 6. Mutual Interests, Organisational relationships are most likely to be strong if different groups can negotiate strategies. This can be defined as the interests that are common to both the parties and are related to the accomplishment of their respective goals, This space for sharing ideas builds trust. Individuals who have shared mutual interests are likely to make their organisation the strongest, because even though the views are different they have a shared concern for similar objectives. It is important for the individuals to think about their issues openly, and to incorporate the perspective of their colleagues. This helps to build sustainable and harmonious activities that can operate in the mutual direct interests of the organisation. FIELDS OF STUDY The relationship of OB with other fields of study is depicted in the following, diagram, nesamenen me Organisational behaviour is an interdisciplinary approach as it has borrowed concepts, theories, models and practices of physical sciences as well as social sciences. The main features of organisational behaviour are primarily based on behavioural sciences. The organisational behaviour is studied in relation to psychology, sociology, political science, anthropology, economics, science, technology and environmental sciences. OB is, in fact, called an applied behavioural science. © PSYCHOLOGY ‘The term ‘psychology’ is derived from the Greek World ‘Psyche’ which means ‘soul! or ‘spirit’. ‘Organisational behaviour studies human behaviour which is concerned mainly with the psychology of the people. Psychology, especially, industrial or organisational psychology is the greatestiM " contributor to the field of organisational behaviout. Paychologists stady behaviour and industria or omnia psychologists deal specifically with the rs Se ceasemtd and Saree me et ey ‘ psig iste ry ander different working conditions, ste aaa ee role bxixviour of enployees, Job selec, performance SPP-at® 2nd noe a with the use of theories and models. Group bavi eae as . 4 and moulded with the use of theories of Social Pepcelgy. Te contain sts oraz, aide emplYees news as a subject of social psychology have a great influence on behaviour, Thus, many of the concepts wish eae ie o. ing, motivation ete. are also central to the students of oma ‘2 re We can conchide, that the contribution of psychology in the field of organisational behaviour is quite significant, 3 socioLocy Sociology also has a major impact onthe study of organisational behaviour. Sociology makes use ’ of scientifie methods in accumulating knowledge about the social behaviour of the groups Sociologists study social systems such as a family, an’ lass, a mob or an organisation. It specifically studies, social groups, social behaviour, society, customs, institutions, social classes, status, socal mobility, prestige etc, It studies the behaviour ofthe people in the society in relation to their fellow human beings. Sociology’ contributes to organisational behaviour through its contribution to the study of interpersonal dynamics like leadership, group dynamics, communication etc Socialisation is accepted for moulding the behaviour af people where the capacities of individuals to learn and respond to social systems, values, norms and social roles are accelerated! and appreciated ‘The attitudes and behavioural patterns of individuals and groups are greatly influenced by co ANTHROPOLOGY Anthropology is concerned with the interactions between people and their environment ‘especially their cultural environment. Culture is a major influence on the structure of organisations a wel as onthe behaviour of people within organisations. “Anthropo’ isa Greek word which means man’ and ‘logy’ means ‘Science’. Aristotle defined anthropology as a science of man’s sl understanding. It particularly studies civilisation, forms of cultures and their impact on individuals and groups, biological features of man and evolutionary patter, speech and relationship among languages. Anthropology contributes in understanding the cultural effects on organisational en effects wae epg norms, oe cohesion and interaction. Socialisation spreading | missions of organisation among employees. Anthropolox) influences the employees behaviour through motivation, interaction, goal setting, decision maki coordinating and controlling. ae an 1 POLITICAL SCIENCE In recent times, political science has also started interesting the or pi i a Rp of a ba a = | ob,Introduction to Psychology For Managers 145 interested in how and why people acquire power, political behaviour, decision making, conflict, the | behaviour of interest groups and coalition formation. These are also major areas of interest in | organisational behaviour. Political parties and Government directly intervene in many activities of the organisation. Specific principles of political science are observed in organisational behaviour for delegation of authority and responsibility, conflict resolution and stress management. In organisations, people strive for power and leadership recognition. Political Science helps in the management of men in an effective and efficient manner. Political perspectives and government policies are thoroughly analysed for moulding and modifying the behaviour of people, because they greatly influence the organisation. The law and order of the country influence the people at work. a ECONOMICS Economists study the production, distribution and consumption of goods and services. Students of organisational behaviour share the economist’s interest in such areas as labour market dynamics, Productivity, human resource planning and forecasting, and cost benefit analysis. The economic conditions of a country has long lasting impact on organisational behaviour. If psychological and economic expectations of employees are met, they are satisfied and become high performers. Economic systems include financial, commercial and industrial activities which have §feater influences on the behaviour of the people. The consumption pattern in society monitors the behaviour of employees. Consumption oriented society witnesses a different employee behaviour from that of a production oriented society. ‘| SCIENCE Science is systematised knowledge. The scientific methods attempt to produce information that is Objective in the sense that it is certifiable and independent of a person's opinions or preferences. ‘Scientific method is the backbone of organisational behaviour. Organisational behaviour is based on 7 study of facts, behaviour, their relationships and predictions. New scientific methods viz. observation of facts and behaviour, explanation of facts and relationships and coming to ‘onelsion thereon have become important bases of the study of organisational behaviour. The cause and effect relationship is also established in organisational behaviour like that of science. The verification of the relationship and its quantification has added to the importance of organisational behaviour. It becomes relatively easy to predict and mould the people at work. A researcher, in the field of OB investigates new facts, tests theories, hypothesis and models, Personal bias, superfluous Sonelusions and whimsical approaches are avoided in the study. A systemetised form of inquiry is used for the study of various problems, ‘0 TECHNOLOGY __ Thelevel of cal development affects the behaviour of the employees. Modern age is the ‘of computerisation. It has come within the framework of the model of organisational behaviour. e study of technological development is becoming essential for understanding the organisational haviour, because people are influenced by the technological development. Human behaviour and environments develop as a result of technological innovations. Technology changes116 mt “Introduction to Psychology For Manayy, behaviour, production activities, distribution and storage activities. To cope up with w, poe cork oe eee and/or technically skilled. They sho, id have to be responsibility conscious and development oriented, Unskilled or irresponsible wi) hav ‘he place in the modern innovative age. Thus, technological development leads to effective Work behaviour, iimproved organisational culture and helpful work environment. T_ ENGINEERING Nowadays, medicine has also come in connection withthe study of human behaviour at wor Tress oming avery common problem inthe organisations as well as inthe people Working ir the organisations. Research controlling the causes and consequences of stress in and Out of organisational settings, is important for the well : being of the individual as well as the organisatcs, Medicine hlpsin the control of tes as well as tess related problema, —" behaviour in work common purpose. People together to accomplis! mB Onganibing, leading and directing ‘Possible in order to reach the hal culture which all in nthas failed, Both OB an. ‘partly On the debate in the St Seienice and. anthropolo;) and organization ¥ @ relation between Obto management. OB is concerned with people in the organization- individually as well as in groups. it attainment of organisational objectives. As the attainment of | these objectives is not possible without the human beings in the organisation, therefore, OB becomes an integral and significant part of management. ‘The subject of OB is intended to support the knowledge necessary for the managers. Managers perform the managerial functions of planning, organizing, directing and controlling: they need to know what impact their decisions will have on the people. Moreover, they have to get the things done through people and with people, an understanding of the behaviour of the people is critical for them, It can be said that management and OB are interrelated. Management can’t work effectively and successfully without OB and OB has no use and meaning without management. Organisational behaviour is concerned with understanding and describing human behaviour in an organisational setting. It seeks to shed light on the complex human factor in organisations by identifying causes and effects of human behaviour. It is called a social science because its main concem is people and their behaviour. Organisational behaviour studies four determinants of behaviour in organisations-individuals, groups, interpersonal and intergroup. Organisational behaviour is concerned with the behaviour of individuals and groups and the impact of structural design on the behaviour af individuals and groups, The knowledge of all these is applied to the organisation to make the organisation work more effectively. Thus, the role of managers include understanding the human behaviour and influencing the human behaviour, This is discussed in detail as follows. © A. UNDERSTANDING HUMAN BEHAVIOUR ‘Organisations are people and without people there would be no organisations. If the managers are to understand the organisations in which they work, they must first understand the people who make up the organisations, Organisational behaviour is the tool, which helps the managers in understanding human behaviour in all the directions in which the human beings interact. Human behaviour can be studied from the point of view of the following four levels —138 _ Introduction to Psychology For Manage,, i factors. The job individuals is affected by a number of psychological, social and a Bee oF organisational behaviourist isto integrate these factors to help in understanding human 2 Interpersonal Behaviour Behavioural Sciences also provide means for understanding interpersonal behaviour in th, organisations. In organisations, two person. relationship is. inevitable. Interpersonal interactio,, Tepresents man’s most natural attempt at socialisation. By studying behavioural sciences, th ‘managers can understand themselves and the others better. This will help in improving interperson,) relations also. The techniques, generally, used for studying interpersonal behaviour are study 0, Perception, role analysis, transaction analysis etc. 3. Group Behaviour Hawthorne studies have proven that an individual behaves differently as an individual and as , member of the group. His behaviour is often modified by group norms. Group behaviour has a synergic impact an the performance, Group formation, behaviour and interactions are studied in the course of the organisational process, Management can use group dynamics for better communication effective leadership and building high morale, 4, Inter Group Behaviour Organisations consist of large number of groups, which leads to complexity of relationships, It 'S very important for the managers to understand the group relationships. The cooperation, oordination and conflicts within groups influence performances. Organisational behaviour helps the managers in achieving cooperative group relationships through interaction, rotation of members ‘among groups, avoidance of win-lose situation and focus on total group objectives. -[Link] THE HUMAN BEHAVIOUR Influencing the human behaviourIntroduction to Payhology For Mawagers a tf situational approaches for the development of leadership. An activities. There are trait, goal a with the right type of leadership. A competent leader uses all Sane ae at the maximum levels for achieving the organisational goals. pees Yee the individuals, groups and various other aspects of the Motivation in an organisation is essential for ongoing work. Human beings work not only for money but also for getting job satisfaction. The job of a manager in the organisation is to get things done through others. He will be successful in his job when he can motivate his subordinates to work for organisational goals. Organisational behaviour helps the managers in understanding the needs and desires of the subordinates and other factors which affect their motivation. The monetary and non-monetary awards are used as incentives to motivate the subordinates. 3. Communication People came in contact with each other through communication, thus, communication is known as the building block of the organisation. To achieve organisational effectiveness, the communication ‘must be effective. Behavioural sciences help in improving communication in the organisation. The communication process and how it works in interpersonal dynamics is evaluated by behavioural selences. Organisational behaviour analyses the factors that affect communication $0 as to make it more effective. 4. Organisational Change and Development , v Change can be introduced tkrough group dynamics and Proper education of employees through effective communication. The benefits of change should be highlighted and information should be shared with all those likely to be afected by the change 5. Organisational Climate Organisational climate is the sum total of all the organisational situations affecting human behaviour. Organisational behaviour views organisational climate in totality rather than merely improving physical working conditions, or increasing employees satisfaction by changing isolated ‘Work process. Organisational climate is the creation of an atmosphere of effective supervision, the m ‘onain Managers 2 others at the work place anc 120 id affect opportunity for the realisation of personal goals, good en il pane ee % sense of accomplishment. Organisational climate om participative ship, two i human behaviour. Organisational behaviour creates for the job. D weay communication, adequate compensation anid DEH=S MT et sindy which cay ES is an exciting . for the realisation of Organisations) To conclude, it can be said that organisational behaviour oe help the managers in effective handling of hae e ‘behaviour. ‘goals. Specifically, it helps in understanding at managing human © THE HISTORICALE : ; emerged as a distinct field of stuciy According to most of the estimates, ast Seal further back in time. The Great Gree}, traced Another great and respecte: around the 1940's, However, its origin can be it leadership. Philosopher PLATO had wrote about the importance of "68 “1m 500 B.C. the writin; Philosopher Aristotle had addreswed the topic of persuasive COmmnEnE atte)” ia Chinese Philosopher Confucius had started emphasising ethics - In 1776, ‘Adam Smith advocated a new form of organisational structure based oe labour. He used the Pin Manufacturing industry for hisjexamiples. Though Adam — ones economist, but his book “Wealth of Nations publehediini ize; emplinsised on the economic advantages that organisations. and society can reap from the’ division ee nt work specialisation. The work of Adam Smith was further p and expanded by a British Mathemati Professor Charles Babbage in 1832. He expanded on the virtues of division of labour by saying that economies from work specialisation should be as relevant to doing mental work as physical «ork Nowadays, we take specialisation for granted among professionals ie. doctors, lawyers, professor etc. but it was unheard of in nineteenth century England. A Welsh entrepreneur, Robert Owen is an important name in the history of OB because he we- one of the first industrialists who argued for regulated hours of work for all workers, child Jaws, public education, company supplied meals at work and business involvement in community Projects, He was more than a hundred years ahead of his time when in 1825, he ised how the growing factory system was demeaning to workers, — One hundred years after Ad ore et tm Sith, Gensan Saco Max Weber wrote about rin Soon after Max Weber, F.W. Taylor int = motivate employees. Taylor troduced the systematic use of goal setting and rewards « sought to create a mental revolution among both the ‘ management by defining clear guidelines for improving on among, workers and Scientific Management as well as the other papers ere efficiency. The Principles of USA. but also in France, Germany, Russi ane ‘Wrote, spread his ideas not only in n of123 ssa dite isations came into limelight in the 1930s, mainly as a result of eas studies led fo a ew emphasis on the human factor in the organsations. In saa on ine ‘Maslow and Douglas McGregor proposed that organisational gets t practices had to be altered so as to bring out the full production and ™ as eas ip heaineit 1 by David MeCellenad, Fred Fiedler, Herzberg and other behavioural scientists during the 1960's and 1970s provided managers with greater insights into employee behaviour. FOUNDATIONS OF ORGANISATIONAL BEHAVIOUR Modern organisational behaviour has a rich intellectual history, which provides a base for what we know today. In the classical theories of organisation as well as management, the roles of individuals and groups were ignored altogether or at the most given minimum attention. A few recognised the importance of individual, group and social processes writers and managers, however, in the organisation. Robert Owen a British industrialist tried to improve the condition of industrial workers in the early nineteenth century. Early in the twentieth century the noted German Psychologist Hugo Mustetberg argued that the field of psychology should provide important insights into areas such as motivation and the recruitment of new employees. Mary Parker Follet was another writer who believed that management should become more democratic in its dealing with employees. She worked mainly as a social worker among the poor in the Roxbury Section of Boston. Although, her work career did not involve management, she made several basic and enduring observations about organisations and management during the mid 1920s to the early 1930s. Three of her observations about organisations and management were-power, conflict and leadership. She had a positive view of power and saw it as basic to organisations and management. She also believed that power should be a jointly developed power, a coactive not a coercive power. Regarding conflicts, she believed that conflicts, in the organisations, could not be avoided. Instead of running from conflicts managers should put conflict to use in their organisations. Her creative suggestion was that the integration of desires was the way to manage the conflicts, This approach finds a solution that fully meets the goals of each party in dispute. Both parties get what they want. With integration, conflict is put to work to help discover new, creative solutions to problems and issues in organisations. Follett’s view of the personal qualities of a leader gives a vivid picture of the characteristics of a good leader. “Tenacity, steadfastness of purpose, tactfulness, steadiness in stormy period.” The views of Robert Owen, Hugo Musterberg and Mary Follett hold minority views. They were not widely accepted by practicing managers. Not much change took place till the 1930s in the management's perception of the relationship between the individual and the work place. In the 1930s a series of research studies led to the emergence of organisational behaviour as a field of study. A ue of major findings of researches relevant to the development of organisational behaviour is as i © The Hawthorne Studies The Hawthome Studies were a large research programme conducted vetween 1927 and 1932 at Western Electrie’s Hawthome plant near Chicago. The plant produced various parts for telephone Switching Systems. This research was a landmark work done in the Social Sciences in the United States. Several researchers were involved in this study, the best known being Elton Mayo, Pritz