INTRODUCTION TO

ORGANIZATIONAL
BEHAVIOUR
 ORGANIZATION: It is group of
people who are collected to
work for a common goal with
collected efforts.
Organization
+ Behavior BEHAVIOR: It is a verbal or
physical response shown by a
person as a consequence of
the impact of his surrounding.
 Organization Behavior is concerned with the
study of what people do in an organization
and how that behavior affects the
performance of the organization.

Specifically, OB draws from many theoretical

Organizational frameworks of behavior sciences that are
focused on understanding and explaining
Behavior individual and group behavior in
organizations.

To sum up, organizational behavior can be

defined as the understanding, prediction and
management of human behavior in
organization.
OB definition
• Organizational Behavior (OB) is a
field of study that investigates the
impact that individuals, groups
and structure have on behavior
within organizations, for the
purpose of applying such
knowledge toward improving an
organization’s effectiveness.

Multi-disciplinary orientation:
draws knowledge from
psychology, sociology and
anthropology.
Humanistic approach – deals
with the thinking and feeling of
human beings.
Nature of OB
Applied science – applies various
researches to solve the
organisational problems related
to human behaviour.
Total system approach —
integrates all the variables,
affecting organisational
Functioning.
Satisfaction of Employees’
Needs: OB seeks to fulfil
employees’ needs and
aspirations. Every employee in
the organisation wants to fulfil his
needs through organisational
activities.
Levels of Analysis: OB involves
three levels of analysis of
Behaviour: individual behaviour,
group behaviour and behaviour of
the organisation itself.
Scope/levels of OB
Individuals: Organisations are the associations of individuals. Individuals differ in
many respects. The study of individuals, therefore, includes aspects such as
personality, perception, attitudes, values, job satisfaction, learning and motivation.
The study of behaviour of an individual working in the organisation is also known as
Micro Organisational Behaviour.

Groups of Individuals: Groups include aspects such as group dynamics, group

conflicts, communication, leadership, power and politics, and the like. This is also
known as Meso Organisation Behaviour.
Organisation/Structure: The study of organisation/structure includes aspects such
as formation of organisational structure, culture and change and development. The
study of behaviour from the perspective of the whole organisation is also referred
to as Macro Organisational Behaviour,
Determinants/Elements of OB

• PEOPLE : INDIVIDUALS AND GROUP – All

organisations are made up of people both
individuals and groups.
• STRUCTURE : Structure defines the roles and
relationships of people in an organisation.
• TECHNOLOGY : Technology imparts the
physical and economic conditions within which
people work in the organisation.
• ENVIRONMENT : Organisations are influenced
by external environment which include socio-
cultural, economic, politico-legal, and
geographical forces.
 Prediction and control of human behavior:

Motivate Employee

It helps to understand organization and employee

in better way.
Importance Effective utilization of human resources:
of OB
Satisfy our needs to understand and predict:

Effective Communication :

Effective Organisational Climate

Contributing Disciplines to the OB Field

Psychology: Psychology is the study of human behavior which tries to identify the characteristics of
individuals and provides an understanding why an individual behaves in a particular way.

Sociology: sociology is the study of social behavior, relationships among social groups and societies,
and the maintenance of social order.

Social psychology: Social psychology is the study of human behaviour in the context of social
situations.

Anthropology. Anthropology is the science of mankind and the study of human behaviour as a whole.
The main focus of attention is on the cultural system, beliefs, customs, ideas and values within a group
or society and the comparison of behaviour among different cultures.
Contributing
Disciplines to
the OB Field
CHALLENGES AND OPPORTUNITIES
FOR ORGANISATIONAL BEHAVIOUR
• Globalisation of Business. Norms, values and beliefs differ sharply among cultures
and these shape patterns of work-related behaviour of the workers to a great
extent. They also affect the nature of surpervisory relationship, decision making
styles and processes, and organisational configurations.
• Workforce Diversity. The increasing heterogeneity of organisations with the
inclusion of workers from different groups such as women, physically disabled
persons, retired defence personnel, backward classes, ethnic groups, etc.
• Promoting Ethical Behaviour. Ethics denote the socially accepted beliefs about
what is right and wrong or good and bad. Social responsibility is the organisation’s
obligation to protect and contribute to interests of various stakeholders such as
investors and owners, employees, customers, suppliers, Government, society, etc
CHALLENGES AND OPPORTUNITIES
FOR ORGANISATIONAL BEHAVIOUR
• Improvement of Productivity and Quality. Programmes like Total Quality
Management (TQM) and Business process re-engineering which require
extensive employee involvement can be implemented to meet the
challenges of quality and productivity.
• Empowerment of Employees. Empowerment involves efforts to take full
advantage of organisation’s human resources by giving everyone more
information and control over how they perform their jobs
• Facilitating Work-life Balance. Modern employers have taken several
initiatives to help their employees achieve worklife balance and reduce
their stress These include employee counselling, compressed workweeks,
flexible work schedules, and tele-commuting.
Models of OB
AUTOCRATIC MODEL
• It gives the owners and manager’s power to dictate and form
decisions while making employees obey their orders.
• Management does the thinking and employees obey the orders.
• Command comes from top to bottom.
• The boss has absolute power to hire, fire and perspire employees.
• The leadership in an autocratic model is negative because of which
the employees are uninformed insecure and afraid.
THEORY X- THE FOUNDATION OF
AUTOCRATIC MODEL
1. Based on the assumption that people are basically lazy.
2. People avoid responsibility whenever possible.
3. For getting things done, people must be pushed to work and
supervised closely.
4. Autocratic style of leadership is likely to be more effective to
manage people.
5. Applicable to illiterate, unskilled and lower-level workers
CUSTODIAL MODEL
• In this model, managers began to think about the security of the
employees (social as well economic).
• This model emphasises the economic rewards and benefits.
• The employees under custodial model depend upon the organisation
rather than their boss If the organisation has got sufficient welfare and
development programmes for the employees, they cannot afford to leave
the organisation.
• The satisfaction of psychological needs is ignored by the managers
following custodial model
SUPPORTIVE MODEL
• The supportive model is based on “principle of supportive relationships”.
• The management assumes that the workers will take responsibility, make
their contributions andimprove themselves, if given a chance.
• It is assumed that the workers are not lazy. If properly motivated, they can
be self directed and creative.
• It is the orientation of the management to support the employees job
performance, rather than simply giving them economic benefits as in the
custodial approach.
THEORY Y – THE FOUNDATION OF
SUPPORTIVE MODEL
1. Based on the assumption that people like work as children like play.
2. People assume responsibility gladly if conditions are favourable.
3. People do not require close and strict supervision for performing
their jobs.
4. Democratic or participative style of leadership is likely to be more
effective.
5. Applicable to educated and skilled employees who occupy higher
positions in the organisation.
 COLLEGIAL MODEL
• The term “collegial” relates to a body of persons having a common purpose.
• Collegial models seems to be an extension of the supportive model.
• In this scheme, the structure of an organization is developed in a way that there is no boss
nor subordinates, but all are colleagues who have to work as a team.
• Manager’s role is here like a coach whose function is to guide the team to perform and
generate positive and motivating work environment, instead of focusing on his own personal
growth.
• Under the collegial environment the workers have job satisfaction job involvement
job.Commitment and also some degree of fulfilment.
• The collegial model is especially useful in reasearch laboratories and similar work situations.