WEEK 1 - LAQ’S - ORGANIZATIONAL BEHAVIOR

ASWIN M (EC2452001010337)
Discuss the conceptual framework of Organizational Behaviour ?

Organizational Behaviour (OB) is the study of human behaviour in the

workplace, with a particular focus on how individuals, groups, and structures
within an organization interact and behave. The conceptual framework of OB
provides the theoretical foundation upon which the discipline is based. This
framework includes a number of key components which are critical in
understanding and analyzing organizational behaviour.
Individuals are one of the key components of OB. The conceptual framework
recognizes that individuals bring with them their own unique combination of
characteristics, such as personality traits, values, attitudes, and perception.
These individual differences can have a significant impact on behaviour,
motivation, and decision-making within the organization. For instance,
employees with a strong work ethic may be more productive and committed to
their work than those who do not have the same values.
Groups and teams are another key component of the conceptual framework of
OB. The study of OB explores the dynamics of these groups and teams within
organizations. It examines how group formation, communication patterns,
leadership, power dynamics, and decision-making processes impact individual
and collective behaviour and performance. Effective team dynamics can lead to
better collaboration, higher job satisfaction, and increased productivity in the
workplace.
Organizational structures are also a critical component of the conceptual
framework of OB. Organizational structures dictate how work is organized and
how decisions are made. Formal structures, such as hierarchical levels and
divisions, can create clear lines of authority and accountability, while informal
structures, such as social networks, can shape communication, coordination, and
decision-making processes within the organization.
Another key component of the conceptual framework of OB is organizational
culture. Organizational culture includes shared values, beliefs, norms, and
assumptions that guide employees' behaviour. The culture of an organization
can significantly influence employee behaviour and attitudes, such as their
motivation and commitment to the organization. For instance, a culture of
innovation and creativity may encourage employees to take risks and
experiment with new ideas.
Motivation and engagement are additional key components of the conceptual
framework of OB. Managers need to motivate employees in order to achieve
organizational goals. By examining factors that influence employee engagement
and job satisfaction, such as job design, rewards, and work life balance,
organizations can improve employee satisfaction, productivity, and retention.
Leadership and management are also critical components of the framework.
Different types of leadership styles and management approaches can impact
employee behaviour, motivation, and performance. The role of power and
influence is significant in organizational behaviour, as it can shape
organizational culture, communication patterns, and decision-making processes.

Basic organizational behaviour Model

Three main theoretical frameworks of organizational behaviour include the

cognitive, behaviouristic and social learning frameworks. These form the basis of
an organizational behaviour model.

The cognitive approach is based on the expectancy, demand and incentive

concepts. Edward Tolman has developed this approach. Behaviouristic
framework concentrates on observable behaviours. Ivan Pavlov and John
B.Watson evolved the theoretical model of the behaviouristic approach. These
theorists described human behaviour on the basis of the connection between
stimulus and response.

The social learning approach integrates the thoughts and principles of both the
cognitive and behaviouristic frameworks. This approach denotes that behaviour
is explained as a constant reciprocal interaction between cognitive, behavioural
and environmental determinants. Renowned theorists, Allbert Bandura, Julian
Rotter, Salancik and Pfeffer are the main advocates this framework.

In management practices, there are five organisational behaviour models that

include Autocratic, Custodial, Supportive, Collegial and System. Autocratic
model is power with a managerial orientation of authority. This model evolved
during the industrial revolution, in the 1800's and 1900's. This model undertakes
that employees have to be directed and motivated to do the work. In this model,
management does the thinking, employees follow orders and depend on the
manager. Employees are under controlled. Characteristically, employees receive
lowest pay for minimum expected performance. Employees may have lower
skills. Often, employees work in the authority model because they have to provide
maintenance for themselves and their families.

Main drawback is that it leads to micro management. With micro management,

managers control daily operations of employees. Managers control time and
processes, they put their needs above those of employees, they insist on
complicated approval processes for even the smallest things and closely monitor
all results. Autocratic model and micromanagement results in low employee
morale, poor decision-making and high turnover. This model can be beneficial in
crisis situations, or with short-term employees (Newstrom).

Supportive model is leadership with the managerial orientation of support.

Studies were conducted for this model in the decades of done 1920's and 1930's.
Personnel are more interested because their status and recognition needs are better
met as compared to other models. A supportive manager helps employees solve
problems and complete their work.

Collegial model is corporation with the managerial orientation of team work. In

this model, organisation develops a feeling of partnership with employees. The
environment is open and people participate. The collegial model is beneficial for
creative work such as marketing or communications or in thinking environments.

System Model: This model is currently developed in which people want more
than money, job security and cooperative teams. The system model focuses on
identifying developing and managing the strengths within employees .

Finally, the framework recognizes the importance of change and innovation

within organizations. With the continued evolution of technology and changing
market demands, organizations must adapt to remain competitive. By exploring
factors that facilitate or hinder innovation and creativity, such as organizational
culture and leadership, organizations can prepare themselves for growth and
change.
In conclusion, the conceptual framework of OB is essential in understanding
human behaviour in the workplace. The framework recognizes individual
differences, group dynamics, organizational structures, and culture, motivation
and engagement, leadership and management, and change and innovation,
among other factors, and provides a framework for developing insights and
strategies for improving individual and organizational performance.