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Definition-O.B. is a systematic study of the actions and reactions of individuals, groups and subsystems
PEOPLE - consist of individual employees, groups and teams who have to get the work done as well as those outside the organization like customers, suppliers and government officials
Basic Definitions connected with O. life-giving element in every organization.B. . Organization: An organization has four essential elements (a) Group of people (b) Interacting with each other (c )In a structured manner (d) Towards a common objective Management: Implies getting things done through and with people Manager: He is the dynamic.
Organizing.Planning. Managing Worker and Work 3.Basic Definitions connected with O. Materials.B.Organizing and Controlling Planning –determines what results the organization will achieve Organizing. Machines.Money. organizing and controlling managers exercise leadership . Manager also performs the following functions: Planning. Managing Managers 2. Directing and Controlling or Leading. Staffing.5 Ms. Manager has to manage Resources.through planning. Methods and Man. Managing Time 4. 5.specifies how it will achieve the results Controlling –determines whether the results will be achieved Leading. The Manager has the following responsibilities: 1.
B. O. provides managers with the tools to: (a) to understand the behaviour of individuals (b) to understand the complexities of inter-personal relations (c )to examine the dynamics of relationships within small groups – both formal teams and informal groups (d) organizations can be viewed as whole systems that have interorganizational relationships .ORGANIZATIONAL BEHAVIOUR 1.
and develop some human activity at work Managers can utilize the tool of O. team effort and productivity FORCES: There are a wide array of issues and trends that affect the nature of organizations today. STRUCTURE. TECHNOLOGY and the ENVIRONMENT . how people behave under a variety of circumstances 2.B. skill development.Control at least partially. They can be classified under four areas PEOPLE.Describe.Predicting future employee behaviour 4. has the following goals 1.to influence human behaviour.ORGANIZATIONAL BEHAVIOUR O.B.Understand why people behave as they do. 3. systematically.
TECHNOLOGY .is the way things get done .Organisational Behaviour JOBS AND TASKSJOB .is the sum total of an individual’s assignment at the workplace TASKS .are the various activities that need to be performed to get the job done.is the mechanism through which the raw input is converted into finished products PROCESS.
ORGANIZATIONAL BEHAVIOUR Key forces affecting Organizational Behavior People •Individuals •Groups Environment •Government •Competition •Societal pressure Structure •Jobs •Relationships Organizational Behavior Technology •Machinery •Computer hardware&software .
2. but since it concerns the behaviour of people within organizations it is also one of the most central. Definitions O.B.B. groups and sub-systems. 3. O. O. 4. O.B. . 5.B. B. patterns of structure in order to to help improve organizational performance and effectiveness.B. can be defined as the systematic study of the actions and reactions of individuals.1.its concern with individual and group patterns of behaviour makes it an essential element in dealing with the complex behavioural issues thrown up in the modern business world. O. O. is the study and understanding of individual and group behaviour. is a field of study that investigates the impact that individuals . is an inter-disciplinary behaviour science studying phenomena and dynamics(processes) of organizations and their various units. is one of the most complex and perhaps least understood academic elements of modern general management. groups and structures have on behaviour within organizations for the purpose of applying such knowledge towards improving an organization’s effectiveness.
Social Psychology:Studies influences of people on one another 4.Bases of Organizational Behaviour 1.Psychology: The science or study of individual human behaviour 2. Sociology: The study of group human behaviour 3. and culture 5. . Political Science:Behaviour of individuals in political env. Anthropology:Study of the human race.
Group. . Behaviour and Outcomes Requirements of Jobs Tasks Activities Division of Labour Coordination of Activities Formal Group Informal Group Psychological Group Required Behaviour -Activities -Interaction Emergent Behaviour -Activities -Interactions -Sentiments Outcomes “We Feeling” -Psychological awareness and identification with group .Performance .Norms .Satisfaction of organisational members Group Processes .Organisational Behaviour Job Requirements.Cohesion etc.Productivity .
problem sol Individual.Difference between Work Groups and Teams Aspects Purpose Work products Process Leadership Meetings Accountability Evaluation Work groups Same as orgn.mutual Direct(collective work products) .do Shared Open. Individual Discuss.decide.del A single leader Efficient Individual Indirect Teams Specific Collective Discuss.decide.
STRUCTURE Roles Position Hierarchy MANAGERS & Managerial Processes EE Political JOBS Tasks Activities Technological External Internal TECHNOLOGY Machines & other Mechanisms Social Environment Environment .Managers and their Internal and External Environments External Environment Market Labour Market Internal Environment Cultural PEOPLE Individuals Groups Economic Govt.
Evolution of Management Thought History of management.ppt Organizational Behaviour 1970’s Human Relations Hawthorne Studies 1940’s Classical Organization Theory Scientific Management 1900’s .
skills. talents and aptitudes of an organisation’s workforce as well as the value attitudes and beliefs of the individuals involved. creative abilities.Meaning & Definition of Human Resource According to Leon C Magginson – The term human resources can be thought of as “ the total knowledge. .
Scope of Importance of HR Human Resource Planning Job Analysis and Design Recruitment and Selection Orientation and Placement Training and Development Performance Appraisals Job Evaluation Employee remuneration Motivation and communication Welfare and Safety and health Industrial relations .
Roles and Responsibilities of a HR Manager Policy initiation and formulation Advisory Role Problem Solver Role Mediator Role Welfare Role Representative Role Decision Making Role Conducts Research Management and Training Effective Communication etc. .
.Qualities of a HR Manager Fairness and firmness Tact and Resourceful Personal Integrity Sense of social responsibilities Sympathy and Considerate Knowledge of labour and other terms Communication Skills etc.
The employees in turn are oriented towards obedience and dependence on the boss.The Models of Organisational Behaviour Keith Davis recognises four different models of OB. The performance result is minimal. 1) Autocratic – The basis of this model is power with a managerial orientation of authority. . The employee need that is met is survival. These models show evolution of the thinking and behaviour on the part of management and managers alike.
The performance result is passive cooperation.2) Custodial Model 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 organisation. The employee need that is met is security. .
. The employees in turn are oriented towards job performance and participation.3) Supportive Model The basis of this model is leadeship with a managerial orientation of support. The performance result is awakened drives. The employee need that is met is status recognition.
The performance result is moderate enthusiasm.4) Collegial Model The basis of this model is partnership with a managerial orientation of teamwork. . The employee need that is met is selfactualization. The employees in turn are oriented towards responsible behaviour and self-discipline.
almost no organisation operates exclusively in one. There will usually be a predominate one. . Although there are four separate models. with one or more areas over-lapping the other models.