Organizational Behavior

Course Code:EMBA-RMBA-5323
Reference Book: Organizational Behavior(10th
Edition)
Written by: Stephen P. Robbins
Chapter 1
What is Organizational Behavior?
Where Managers Work
Organization
A consciously coordinated social unit,
composed of two or more people, that
functions on a relatively continuous basis
to achieve a common goal or set of
goals.
What Managers Do
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Management Functions
Planning Organizing

Management
Functions

Controlling Leading
Management Functions (cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
Management Functions (cont’d)
Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.
Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
Enter organizational Behavior
• Every organization’s performance is ultimately
dependent on the motivational levels of its human
resources and the willingness and ability of people to
work harmoniously and effectively towards the
accomplishment of shared goals.

Organizational behavior is the study of how people

behave both individually and within informal and
formal groups.
Definition:
Organizational behavior is a field of study concerning
the behavior of individuals and groups within
organizational settings.
Organizational Behavior

Organization

Group

Individuals
Cont‘d..........
OB studies three determinants of behavior in
organizations:
 Individuals,
 Groups; and
 Structure of the organization.

• OB is concerned with employment-related situation.

Importance of studying OB
The importance of organizational behavior rests in
Understanding how individuals, groups, and organizational
structures interact and affect one another.
Organizational studies examine communication patterns
between individuals and groups, as well as the structure and
culture of organizations.
Organizational practices generates greater insights about
communication patterns and conflicts.
Such findings sometimes spark solution-oriented policies
and organizational change, causing leaders to implement
rewards systems, new communication methods, or
innovative management approaches.
Cont‘d.........
understand and effectively manage change across the
organization.
Establish incentives, and/or implement training
sessions to help employees adapt to new systems.
Types of workplace behavior:
The Commander
The Drifter
The Attacker
The Pleaser
The Performer
The Avoider
The Analytical
The Achiever
Types of workplace behavior:
The Commander: Commanders might be perceived as-
domineering and
aggressive.
They don't like to waste time worrying about how to
phrase things tactfully. It helps to see the positive side to
these workers.
They usually demonstrate great drive and initiative.
They are the ones you can count on to complete a task
and meet deadlines. Because they like to take charge of
situations, they do well when given the opportunity to
lead a specific project.
The Drifter

The drifter is found at the opposite side of the spectrum

to the commander.
Drifters are disorganized and unfocused. They have
difficulty staying on task but do their best work when
variety and creativity are called for.
They are often the ones to come up with unique
solutions that no one else could conceive of.
The Attacker
Attackers go through life with a superiority complex.
They care little about other people's feelings and often
offend others.
They do the most damage in situations that require
cooperative team building.
They work best when given a task they can do on their
own.
They can be useful when given difficult tasks that
nobody else wants to do, especially when praised for
their ability to get the task done.
The Pleaser
Unlike attackers, making other people feel good is of
prime importance to pleasers. Although this might be
good for the morale of the staff, it sometimes comes at
the expense of getting the work done.
Pleasers respond well to praise that recognizes their
people skills.
If there is a harsh message that needs to be delivered to
pleasers, they are most likely to hear the criticism if it is
embedded in a lot of appreciation and thanks for all the
other things that they did well.
The Performer
The performers give the impression of accomplishing a
lot more than they actually do.
They have a great sense of humor and keep the
atmosphere lighthearted and upbeat with their jokes.
Behind all the bluster, however, there's often a person
who does not hesitate to take credit for someone else's
hard work.
They often try to shift blame for their mistakes to
someone else.
On the positive side, they are very good public
speakers and are skilled at forming new relationships.
The Avoider
Avoiders like to keep a low profile.
 They are quiet and prefer to work alone than be part of
a team that requires social interaction.
They require detailed instructions and lots of patience.
They don't function well if they have to work with or
for loud, aggressive types.
Although they don't usually show initiative, they are
very reliable and will meticulously follow instructions.
The Analytical
 Analytical are very meticulous, and will double-check
their work as well as the work of those around them.
They aren't very receptive to change because they can't
help seeing all the negative aspects of proposed new
ideas.
They are more successful when working alone, as those
on their team often feel over whelmed by the
information overload.
Analytical respond well to praise about their ability to
anticipate what lies ahead.
The Achiever
These employees display confidence in their beliefs
and actions.
They are capable individuals who are aware of their
own strong abilities without displaying arrogance.
They are well-liked, well-adjusted, competent workers
with a sense of humor.
They consult with others and make good decisions that
keep the organization's goals in the forefront.
Their decisions are not influenced by personal gain.
They are gifted with the ability to get along with all the
other behavior types.