NAME SILVA SWETA MOHANTY

ROLL NO. 2314100786

PROGRAM BACHELOR OF BUSINESS ADMINISTRATION (BBA)
SEMESTER I
COURSE CODE & NAME DBB1102 – ORGANIZATIONAL BEHAVIOUR

SET-I
1. Organizational Behaviour is defined as the systematic study and application of
knowledge about how individuals and groups act within the organization where they
work. It concerned with people’s thoughts, feelings, emotions and actions in a work
setting.
As Nadler and Thusman put it,
Understanding a individual behaviour is challenging in and of itself and understanding a
group that is made up of different individuals and comprehending the many relationships
among those individual is even more complex. Therefore, the management of organisational
behaviour is central to the management task – a task that involves the capacity to
“understand” the behaviour patterns elicited by various managerial actions and finally to use
this understanding and these.

Foundations or approaches to study the organizational Behaviour: -

1. Human Resourse Approach: - It concerned with growth and development of
peoples towards higher level of competencies and fulfilment. It is also known as
supportive approach. The manager’s role changes from control of employees to active
support if their growth and performance. The managers should practice a style, where
workers are given the opportunities and encouragement to perform. In this approach,
the managers changes from structuring and controlling to supporting.
2. Productivity Approach: - Productivity is numerical value of the ratio of output to
input of an organization’s effectiveness. It also reveals managers efficiency in
optimizing in resource utilization. Productivity generally measured in terms of
economic inputs and outputs, but human and social inputs and outputs are important.
Better organization behaviour can improve job satisfaction.
3. Interactionism Approach: - Its focuses on social interaction in specific situations. It
attempts to explain how people select, interpret and change various situation.
 It also highlights on how status affects both individual and organizational behaviour.
 This approach based on cause and effect relationship.
 It suggests that job changes help employees to improve their attitudes whereas
attitudes influence how people perceive their jobs.
 This approach is slow and steady but views more promising ideas for future
development.
4. Contingency Approach: - This approach based on the principle that methods and
behaviours which work effectively in one situation fail in another.
 Result differ because situation differ.
 Hence, the managers task is to identify which method will, in a particular time, best
contribute to the attainment of organization’s goals.
  The strength of the contingency approach lies in the fact it encourages analysis of
each situation before taking any action while in the same time discourages the
habitual practice of universal assumptions about method and people.
 This approach is also more interdisciplinary, more system-oriented and research-
oriented than any other approach.
5. System Approach: - This approach views as a united, purposeful, system composed
of interrelated parts.
 It compels managers to take holistic view of the subject that interprets of the whole
person, whole group, whole organization and whole system.
 System approach universally based on the principle of inputs-process-outputs
 This approach is a concept which views a company as an interconnected purposive
system that consists of several business sections.
 This approach tells us that the activity of other segment considerably.
2. The term personality is derived from latin word ‘Persona’ which means a mask.
According to K. Young, “Personality is a patterned body of habits, traits, attitudes,
and ideas of an individual, as these are organised externally into roles and statuses,
and as they relate internally to motivations, goals and various aspects of selfhood”.

of individuals, groups and organisations, to “predict” what behavioural responses will be

predictions to achieve
“control”.