Key Aspects of Organizational Behaviour in Order To Make Work Environment Most Effective

WELCOME
SINGHANIA
UNIVERCITY
1
SINGHANIA UNIVERSITY RAJASTHAN
PROJECT NAME-
Key Aspects Of Organizational Behaviour In Order To
Make Work Environment Most Effective And
Productive
 SUBMITTED BY – MR. SOURABH SATISH

WAGHMALE.
 COURSE - MASTER OF BUSINESS

ADMINISTRATION ( MBA ) IN MARKETTING
MANAGEMENT
 SEMESTER – FIRST SEMESTER
 YEAR – 2021/22
 ENROLLEMENT NO – 200755146778
SUBMITTED TO SINGHANIA UNIVERCITY

RAJASTHAN
2
CERTIFICATE
This to certify that the above mentioned student have successfully

completed the thesis of the subject Key aspects of organizational
behaviour in order to make work environment most effective
and productive under the supervision of guide name in the partial
fulfillment of Master of Business Administration (MBA) in
Marketting Management academic year 2021/22
DATE :
PLACE : RAJASTHAN
GUIDE
SINGHANIA UNIVERCITY
3
ACKNOWLEDGEMENT
With immense pleasure, I present the report as part of the curriculum

of the MBA IN MARKETTING MANAGEMENT. I express
sincere and profound thanks to SINGHANIA UNIVERCITY
RAJASTHAN , project Guide who is ready to help with the most
diverse problems that I have encountered along the way. I express
sincere thanks to all staff and colleagues who have helped directly or
indirectly in completing this project report successfully.
4
INDEX
1.INTRODUCTION…………………………………………………………...6
2.HOSTORY AND EVOLUTION AN ORGANIZATIONAL
BEHAVIOUR…………………………………………………………………..7
3.ORGANIZATIONAL BEHAVIOUR DEFINITION……………………...8
4.WHY ORGANIZATIONAL BEHAVIOUR MATTER?.................................9
5.CHARACTERISTICS OF ORGANIZATIONAL BEHAVIOUR………10
6. ORGANIZATIONAL BEHAVIOUR MODULE………………………..11
7.FUNDAMENTAL CONCEPTS OF ORGANIZATIONAL
BEHAVIOUR…………………………………………………………………12
8.KEY FORCES AFFECTING ORGANIZATIONAL BEHAVIOUR…...13
9.FOUR APPROACHES OF ORGANIZATIONAL BEHAVIOUR……...14
10.RESEARCH METHODOLOGY ORGANIZATIONAL
BEHAVIOUR…………………………………………………………………15
11.ORGANIZATIONAL BEHAVIOUR OF 4 MAJOR MODULES…….16
12.ORGANIZATIONAL BEHAVIOUR 4 BASIC ASPECTS…………….17
13.ORGANIZATIONAL BEHAVIOUR 5 KEY ELEMENTS……………18
14.ORGANIZATIONAL BEHAVIOUR 2 MAIN PRINCIPLES…………19
15.ORGANIZATIONAL BEHAVIOUR CHALLENGES FACE BY
OB......................................................................................................................21
16. REVIEW OF LITERATURE……………………………………...…….22
17.CONCLUSION……………………………………………………………23
18.SUMMERY………………………………………………………………..24
19.REFERENCES……………………………………………………………25
5
INTRODUCTION
What Is Organizational Behavior?
 Organizational behavior (OB)1 is defined as the systematic study and

application of knowledge about how individuals and groups act within the
organizations where they work.
 As you will see throughout this book, definitions are important. They are
important because they tell us what something is as well as what it is not.
For example, we will not be addressing childhood development in this
course—that concept is often covered in psychology—but we might draw
on research about twins raised apart to understand whether job attitudes
are affected by genetics. OB draws from other disciplines to create a
unique field.
 As you read this book, you will most likely recognize OB’s roots in other
disciplines. For example, when we review topics such as personality and
motivation, we will again review studies from the field of psychology.
The topic of team processes relies heavily on the field of sociology. In the
chapter relating to decision making, you will come across the influence of
economics.
 When we study power and influence in organizations, we borrow heavily
from political sciences.
 Even medical science contributes to the field of organizational behavior,
particularly to the study of stress and its effects on individuals. Those
who study organizational behavior—which now includes you—are
interested in several outcomes such as work attitudes (e.g., job
satisfaction and organizational commitment) as well as job performance
(e.g., customer service and counterproductive work behaviors).
 A distinction is made in OB regarding which level of the organization is
being studied at any given time. There are three key levels of analysis2 in
OB. They are examining the individual, the group, and the organization.
For example, if I want to understand my boss’s personality, I level of
analysis. If we want to know about how my manager’s personality affects
my team, I am examining.
6
HISTORY AND EVOLUTION AN
ORGANIZATIONAL
BEHAVIOUR
Origin of Organisational Behaviour can trace its roots back to Max Weber
and earlier organizational studies.
The Industrial Revolution is the period from approximately 1760 when new
technologies resulted in the adoption of new manufacturing techniques,
including increased mechanization.
The industrial revolution led to significant social and cultural change,

including new forms of organization.
Analyzing these new organizational forms, sociologist Max Weber

described bureaucracy as an ideal type of organization that rested on
rational-legal principles and maximized technical efficiency.
In the 1890’s; with the arrival of scientific management and Taylorism,

Organizational Behavior Studies was forming it as an academic discipline.
Failure of scientific management gave birth to the human relations

movement which is characterized by a heavy emphasis on employee
cooperation and morale.
Human Relations Movement from the 1930’s to 1950’s contributed to

shaping the Organizational Behavior studies.
Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol, Mary
Parker Follett, Frederick Herzberg, Abraham Mas low, David Mc Cellan and
Victor Vroom contributed to the growth of Organisational Behaviour as a
discipline.
Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol, Mary
Parker Follett, Frederick Herzberg, Abraham Maslow, David Mc Cellan and
Victor Vroom contributed to the growth of Organisational Behaviour as a
discipline.
7
ORGANIZATIONAL BEHAVIOUR
DEFINATION
 “Organizational behavior is directly concerned with the
understanding, prediction, and control of human behavior in
organizations.” — Fred Luthans.
 Organizational behavior is the study of both group and individual
performance and activity within an organization.
 This area of study examines human behavior in a work environment
and determines its impact on job structure, performance,
communication, motivation, leadership, etc.
 It is the systematic study and application of knowledge about how
individuals and groups act within the organizations where they work.
OB draws from other disciplines to create a unique field.
 For example, when we review topics such as personality and
motivation, we will again review studies from the field of psychology.
The topic of team processes relies heavily on the field of sociology.
 When we study power and influence in organizations, we borrow
heavily from political sciences.
 Even medical science contributes to the field of Organizational
Behavior, particularly in the study of stress and its effects on
individuals.
 There is increasing agreement as to the components or topics that

constitute the subject area of OB.
 Although there is still considerable debate as to the relative
importance of change, there appears to be general agreement that
OB includes the core topics of motivation, leader behavior, and
power, interpersonal communication, group structure and processes,
learning, attitude development, and perception, change processes,
conflict, work design, and work stress.
Why Organizational Behavior Matters ?
8
 OB matters at three critical levels. It matters because it is all about things
you care about. OB can help you become a more engaged organizational
member. Getting along with others, getting a great job, lowering your
stress level, making more effective decisions, and working effectively
within a team…
 These are all great things, and OB addresses them! It matters because
employers care about OB. A recent survey by the National Association of
Colleges and Employers (NACE) asked employers which skills are the
most important for them when evaluating job candidates, and OB topics
topped the list.NACE 2007 Job Outlook Survey. Retrieved July 26, 2008,
from the National Association of Colleges and Employers (NACE) Web
site: http://www.naceweb.org/ press/quick.htm#qualities.
 The following were the top five personal qualities/skills:
1. Communication skills (verbal and written)

2. Honesty/integrity
3. Interpersonal skills (relates well to others)
4. Motivation/initiative
5. Strong work ethic
ORGANIZATIONAL BEHAVIOUR IS –
1. A Separate Field of Study and not a Discipline Only.

2. An Interdisciplinary Approach.
3. Applied Science.
4. Normative Science.
5. A Humanistic and Optimistic Approach.
CHARACTERISTICS OF
ORGANIZATIONAL
BEHAVIOUR
9
 Job Satisfaction.
 Finding the Right People.
 Organizational Culture.
 Leadership and Conflict Resolution.
 Understanding Employees Better.
 Understand how to Develop Good Leaders.
 Develop a Good Team.
 Higher Productivity.
MODEL
10
FUNDAMENTALS CONCEPTS
OF ORGANIZATIONAL
BEHAVIOURS
11
 Individual Differences.
 Perception.
 A Whole Person.
 Motivated Behavior.
 The desire for Involvement.
 The value of the Person.
 Human Dignity.
 Organizations are Social System.
 Mutuality of Interest.
 Holistic Concept.
KEY FORCES AFFECTING

ORGANIZATIONAL
BEHAVIOUR
12
There is a complex set of key forces that affect organizational behavior
today. These key forces are classified into four areas;
 People.
 Structure.
 Technology.
 Environment.
There is an interaction between people, structure, and technology and

these elements are influenced by the environment. 4 key forces affecting
Organizational Behavior and it is applied.
4 APPROACHES OF ORGANIZATIONAL
BEHAVIOUR
13
Organizational behavior approaches are a result of the research done by
experts in this field.
These experts studied and attempted to quantify research done about the
actions and reactions of employees, with regard to their work
environments.
1. Human resources approach.

2. Contingency approach.
3. Productivity approach.
4. Systems approach.
Learn how the 4 Approaches to Organizational Behavior studies work.
Research Methodology of
Organizational Behavior
The understanding and effective application of organizational behavior
depend on a rigorous research methodology.
14
The search for the truth of why people behave the way they do is a very
delicate and complicated process.
In fact, the problems are so great that many scholars, Chiefly from the
physical and engineering sciences, argue that there can be no precise
science of behavior.
The research method of organizational behavior start with Theory, use of

research designs, and checking the validity of studies
Reasons for Studying Organizational Behavior
Organizational Behavior is concerned with the study of what people do in

an organization and how that behavior affects the performance of the
organization.
OB studies put the focus on motivation, leader behavior and power,

interpersonal communication, group structure and processes, learning,
attitude development and perception, change processes, conflict, work
design, and work stress.
OF 4 MAJOR MODELS
There are four major models or frameworks that organizations operate out of-
1. Autocratic,
15
2. Custodial,
3. Supportive, and
4. Collegial.
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.
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.
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.
Although there are four separate models, almost no organization operates

exclusively in one. There will usually be a predominate one, with one or more
areas over-lapping in the other models.
Organisational Behaviour – 4 Basic

Aspects
16
In any organisation the area of behavioural and interactive aspects are much
concerned with human behaviours. It is a dynamic and multidisciplinary field
that seeks knowledge of behaviour in organisational structure by properly
studying individual, group and organisational processes.
(i) Organisation behaviour focuses on three levels of analysis-

individuals, groups and organisations. In any organisation,
people frequently work together in groups and teams. The
individual and group both influence the organisation and are
influenced by the environment in overall society.
(ii) Organisation behaviour is multidisciplinary in nature. The

field of OB is likely to consider a wide variety of
approaches. These approaches are based on individual and
group oriented.
(iii) Organisation behaviour and its aspects are more relevant to

different disciplines. The learning areas are relevant to
different disciplines like psychology, groups’ dynamics,
sociology, organisational culture, anthropology,
interpersonal conflicts, political science, management
science, etc.
Organisational behaviour are applicable in behavioural

s to seek knowledge and behavioural patterns in organisation. It develops the
process and methods of behavioural approaches.
Organisational Behaviour – 5 Key Elements:

People, Structure, Technology, Interactive
Behaviour and Environment
17
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.
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.
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.
anbehavioural patterns are duly .
Organisational Behaviour – 2 Main Principles:
Nature of the People and Organisation
18
Organisational behaviour is based mainly on two main principles:
1. Nature of the people, and
2. Nature of the organisation.
1. Nature of the People:
In this, we have to know the:

(i) Individual differences,
(ii) Whole person,
(iii) Caused behaviour, and
(iv) Human dignity.
(i) Individual Differences:
Every individual is different from the other in respect of intelligence, habit,

nature, attitude, etc. This individual difference is the outcome of his
psychological aspects. Organisational behaviour is a part of psychology.
An individual with psychological differences will show the same in his
behavioural pattern in an organisation. Management (Manager) has to behave
differently with different persons. This knowledge is provided to management
by the study of OB.
(ii) Whole Person:
An individual is a whole person with physical and psychological aspects.

Therefore, we cannot deal with a person by part. For example, an employee
working in an organisation has a lot of personal problems worrying him. It is
not possible for him to perform the work by keeping away these problems at
home and work efficiently with his physical capability alone.
No one can separate the physical and psychological aspects and deal with the
individual. Hence, the knowledge of OB and management has to be integrated
and the problem of an individual probed to find out remedial action to solve it
considering the individual as a whole person. Solving the problem will become
quite easy, if the relation between OB and management is well-understood by
the manager.
(iii) Caused Behaviour:
This is a reaction in an individual due to some needs and wants, which he has to
satisfy. These may be financial or non-financial. This caused behaviour has to
be regulated by proper motivation. Hence the management and OB have to
19
work together to understand the exact nature of the need of an individual to be
satisfied and the desired incentive to be provided to the individual so as to help
satisfy his needs.
(iv) Human Dignity:
People in an organisation have some strong beliefs and possess certain value
systems of their own. Let it be a manager or a worker; each possesses the
dignity of his position and role in the organisation. An individual, who
possesses a strong value system may not compromise it simply, as such he has
to be given the deserving value and recognition. Related approach of OB and
management will be of great help in such a situation.
2. Nature of Organisation:
Nature of organisation has two aspects:
(i) Social system.
(ii) Mutual interests.
(i) Social System:
Organisational activities are controlled by social and psychological norms.
People have psychological needs and motives, at the same time, they are bound
to shoulder social responsibility, according to their role in the organisation.
The behaviour of people in an organisation is normally governed by the group
and by individual’s desire. One can find the above two types of norms
operating. Due to proper interaction of these norms, organisational activities
become cordial and efficient.
(ii) Mutual Interests:
These always bring cooperation and confidence among people. It is the source
of sound organisational behaviour. People and organisation are interdependent
like OB and management. People need organisation for livelihood on the other
hand, the organisation needs people for achieving its goals. So the relation
between OB and management can bring all round progress, if both have amiable
relationship between them.
Organisational Behaviour – Challenges
Faced by Organizational Behavior:
Globalization, Management of Workforce
20
Diversity, Incorporation of Innovation and
a Few Others
Following points discuss these issues briefly:
1. Globalization:
Implies that no organization can work effectively in isolation and has to comply
with the global factors that have an impact on it. Globalization poses numerous
challenges in front of an organization. At the individual level, an employee may
require to work on foreign assignments or collaborate with people from
different cultures.
2. Management of Workforce Diversity:
Refers to the need of numerous conflict resolution techniques and problem-
solving approaches to deal with diverse workforce. It is difficult to manage the
employees belonging to different cultural backgrounds, due to differences in
their values, beliefs, attitudes, and behaviors. A proper management of
workforce diversity can have numerous positive results, such as the availability
of fresh ideas and talents.
3. Improvement in Quality and Productivity:
Refers to matching the desired levels of quality and productivity with the ever-
changing demands. Management guru Tom Peter says, “Almost all quality
improvement comes via simplification of design, manufacturing, layout,
processes, and procedures.” Now-a-days, a number of programs, such as
process reengineering and quality management are being implemented to bring
improvement in productivity.
4. Improvement in People Skills:
Implies that it is the necessity of time to improve and upgrade the skills of
employees from time to time. The change in business, political, and
technological environment makes it important to train and develop the
employees according to new trends. The technical and interpersonal skills of
employees need constant improvement.
REVIEW OF LITERATURE
21
 Editors Uddesh Kohli and Dharni P Shah(2000) through their book on
complication of 63 articles written by various dignitaries of various
countries.This book present rich and mosaic of contribution in the field of
Global changes in economy, technology, quality and society. It provides
numerous cases of the organizational responses for coping the changes. It also
provides glimpses of how HRD will contribute to the managing change in the
coming century. The country cases from Argentina, Bahrain, Bangladesh,
Chile, Japan, India, Mauritius, Malaysia, Nigeria, Spain and south
 Africa rich fare for all those interested in strategies issues which will confront
enterprises and nations in the wake of cataclysmic change which network
global change.
 Suresh Vyas(2005) and A.C. Mittal(2006), B.S Sharma(2006) in their book

Human Resourse development in Business and Human Resource
Management has emphasized upon the strategies related to human resource.
They have dealt with the concept of the Human Resource Management in
depth such that it will be well understood and when implemented will
enhance the efficiency and productivity of the human resource in the
organization.
 Suresh Vyas in his book has also stressed on Human Resource Department in
Export Industry which has made possible the optimum Utilization and
Management of people in Export Industry. It gives insight that when Human
Resource is given importance in the business world.
CONCLUSION
22
 Organizational Behavior is the study and application of knowledge
about how people, individuals, and groups act in organizations. It
does this by taking a system approach.
 That is, it interprets people-organization relationships in terms of the

whole person, the whole group, the whole organization, and the
whole social system.
 Its purpose is to build better relationships by achieving human

objectives, organizational objectives, and social objectives. OB
encompasses a wide range of topics, such as human behavior,
change, leadership, teams, etc.
 Organizational behavior has a great impact on individuals and also in

organizations that cannot be ignored. In order to run the businesses
effectively and efficiently, the study of organizational behavior is very
essentiaI.
SUMMARY
23
To work on a specific project, we make a group of 4 members: Rohit, Raj, Sid,
and Rahul. It is not possible for any one of them to complete the project
individually as it may be time consuming as well as not all the members as
individuals have mastered the skills required to complete the project. This
indicates the need to come together as a group.
Moving ahead, let us specify their roles. Rohit is the initiator, as he proposes
the idea of the project, Raj collects all the information and resources required
for the project and becomes the informer, Sid is the clarifier as he interprets the
data and saves refined information, and Rahul is the summarizer as he
concludes the result of the project that is what do we achieve by the end of our
project. These are the task-oriented roles.
When a group of people come together and present their ideas there is a fair
chance of collision. Rohit tries to resolve all the disagreements and disputes in
the first place and acts as a harmonizer, Sid makes sure that everybody is
giving their full support and effort in the project and acts as a gatekeeper, Raj is
the one encouraging everyone and motivating them when they fail to try harder
to complete the project and is the encourager, while Rahul tests the project at
each stage and examines the major decision to be made and is the consensus
tester. These are the relationship-oriented roles of each member.
Individually, each of them have different tasks to fulfill. Rohit tries to be the
group leader and impose his ideas on others and we consider him as the
dominator, Rahul is always up with excuses to avoid the task given to him and
acts as avoider, Raj is the one who opposes everything but is never up with
some new idea and becomes the blocker, while Sid takes part in every group
activity in a non-productive way and becomes the cavalier.
REFERENCES
24
BusinessDictionary.com. (n.d.) Organizational behavior. Retrieved April 17,
2010 from http://www.businessdictionary.com/definition/organizational-
behavior.html.

Chance, P.L., & Chance, E.W. (2002). Introduction to educational leadership
and organizational behavior: Theory into practice. Larchmont, NY: Eye on
Education.

Ellis, T.I. (1984). Motivating teachers for excellence. Eugene, OR: ERIC
Clearinghouse on Educational Management. (ERIC Number ED259449)

Michigan State University Extension. (1994). Group effectiveness:
understanding group member roles. Retrieved April 19, 2010
from http://web1.msue.msu.edu/msue/imp/modii/ii719202.html.

Porter, L.W., Bigley, G.A., & Steers, R.M. (2003). Motivation and work
behavior (7th ed.). New York, NY: McGraw-Hill/Irwin.

Prati, L., McMillan-Capehart, A., & Karriker, J.H. (2009). Affecting
organizational identity: A manager's influence. Journal of Leadership and
Organizational Studies, 15(4), 404-415.

Rothwell, W.J., Stavros, J.M., & Sullivan, R.L. (2009). Practicing organization
development: A guide for leading change (3rd ed.). New York, NY: John Wiley
and Sons.

Staw, B.M. (2003). Organizational psychology and the pursuit of the
happy/productive worker. In L.W. Porter, G.A. Bigley, & R.M. Steers, R.M.
(Eds.), Motivation and work behavior (pp. 144-155). New York, NY: McGraw-
Hill/Irwin.
25
THANK YOU
26

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WELCOME

 SUBMITTED BY – MR. SOURABH SATISH

 COURSE - MASTER OF BUSINESS

 SEMESTER – FIRST SEMESTER

SUBMITTED TO SINGHANIA UNIVERCITY

This to certify that the above mentioned student have successfully

With immense pleasure, I present the report as part of the curriculum

What Is Organizational Behavior?

 Organizational behavior (OB)1 is defined as the systematic study and

The industrial revolution led to significant social and cultural change,

Analyzing these new organizational forms, sociologist Max Weber

In the 1890’s; with the arrival of scientific management and Taylorism,

Failure of scientific management gave birth to the human relations

Human Relations Movement from the 1930’s to 1950’s contributed to

 There is increasing agreement as to the components or topics that

Why Organizational Behavior Matters ?

 The following were the top five personal qualities/skills:

1. Communication skills (verbal and written)

1. A Separate Field of Study and not a Discipline Only.

 Finding the Right People.

 Leadership and Conflict Resolution.

 Understanding Employees Better.

 Understand how to Develop Good Leaders.

 Develop a Good Team.

KEY FORCES AFFECTING

There is an interaction between people, structure, and technology and

1. Human resources approach.

Learn how the 4 Approaches to Organizational Behavior studies work.

The research method of organizational behavior start with Theory, use of

Reasons for Studying Organizational Behavior

Organizational Behavior is concerned with the study of what people do in

OB studies put the focus on motivation, leader behavior and power,

Although there are four separate models, almost no organization operates

Organisational Behaviour – 4 Basic

(i) Organisation behaviour focuses on three levels of analysis-

(ii) Organisation behaviour is multidisciplinary in nature. The

(iii) Organisation behaviour and its aspects are more relevant to

Organisational behaviour are applicable in behavioural

Organisational Behaviour – 5 Key Elements:

Element # 2. Structure:

Element # 3. Technology:

Element # 4. Interactive Behaviour:

Element # 5. Environment:

1. Nature of the People:

In this, we have to know the:

Every individual is different from the other in respect of intelligence, habit,

An individual is a whole person with physical and psychological aspects.

 Suresh Vyas(2005) and A.C. Mittal(2006), B.S Sharma(2006) in their book

 That is, it interprets people-organization relationships in terms of the

 Its purpose is to build better relationships by achieving human

 Organizational behavior has a great impact on individuals and also in

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