Learning Objectives:
 Understand what Organisations are  Develop a Perspective on Organisations in India  Explain what is Organisational Behaviour (OB)

and how it has evolved  Discover what Disciplines Contribute to and are Related to Knowledge in OB  Examine our Framework Adopted by this book to Understand OB

g. membership criteria and membership is contractual Social Organisation (E. Family) Work Organisations Individual .  Work Organisations: among different types of organisations that are all around us Organisations have goals.

” A continuing system Differentiated and coordinated human activities Utilizing. transforming and combining A specific set of human. ideational and natural resources  Into a unique problem-solving whole  Engaged in satisfying particular human needs  In interaction with other systems of human activities and resources in the environment.“A social membership which limits or closes admission of outsiders by rules . capital.. so far as its order is enforced by the action of specific individuals. material..     .

     Powerful tool. controlled by humans Versatile. formal systems  With life cycles  Rational and non-rational  Hierarchical  Created for stability and control . greater potential than individuals Longer life Not open for everybody Complex .

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Organisational Behaviour as one of the approaches to Management Quantita tive Approac h Systems Approac h Process Approach Managerial effort and outcomes Desired outcomes ? New problem or Opportunity Organisation al Behaviour Approach Conti ngen cy Appr oach A Problem or an Unrealized opportunity .

resulting     knowledge applied to attain organisational effectiveness Focus on behaviour within the organisation Humanistic and Optimistic Importance of Groups Ongoing Process . knowledge and creativity – rely on people  Features of OB:  A field of scientific study of behaviour. uncertainty require quick adaptation. Why is OB Relevant?  Process approach popular in stable. predictable environment  Earlier competitive advantages of capital and technology eroding  Environmental change.

1922: Max Weber gives the concept o Bureaucracy 1925: Mary Parker Follette writes on Power. conflict and leadership 1938: Chester Bernard writes about Functions of Executive 1939: Hawthorn studies are carried out and its findings are published 1960: Douglas McGregor gives theories X and Y 1985: Peter F. Drucker gives the concept of MBO 1990: Peter Senge writes about Learning and Change .

Social Psychology.      Belief in Direct Applicability of Ancient Indian Wisdom Purist Belief in Transnational and Universal Thought Modifying Basic Western Concepts to Suit Indian Requirement Basic Indian Tradition modified to serve as foundation for integrative management practices “Crossvergence” Contributing Disciplines  Anthropology. Sociology. Political Science. Management Science  Sister disciplines: Organisation Theory. Psychology. Organisation Development and Human Resources Management .

Individual Dynamics Attitudes Personality and Values Perception Motivation Interpersonal Effectiveness Individual Effectiveness Effectiveness of Organisational Roles Group Effectiveness Leading for Desired Organisational Outcomes Through understanding. and managing human behaviour at work Organisational Effectiveness Group Dynamics Communication Conflict and Stress and Negotiation Decision-making Power & Politics Organisational Dynamics Organisational Design Organisational Structure Organisational Culture Effectiveness of Leading Styles and Competencies .

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