ORGANIZATIONAL BEHAVIOUR

ORGANIZATIONAL BEHAVIOR
(OB)
•OB is a field of study that investigates the impact that individuals, groups, and
structure have on behavior within an organization.
Focuses on improving productivity,
•reducing absenteeism and turnover,
•and increasing employee job satisfaction and organizational commitment.
•Uses systematic study to improve predictions of behavior.
WHY STUDY OB?

•To understand and predict behaviour of employees in the organization

•Influence behavior –get things done
•OB improves an organization’s financial health
•OB is for everyone
CLASSIFICATION OF BEHAVIOR
ACCORDING TO LEVITT

1.Caused behavior
2.Motivated behavior
3.Goal oriented behavior
Conclusion: Behavior is the Dependant Factor
Therefore by understanding behavior we can predict, direct ,change and control
behavior of individuals or group.
DEFINITION OF OB
In the opinion of Robbins, OB is the study and application of knowledge how people
act or behave in an organization for the purpose of applying such knowledge towards
improving an organization’s effectiveness
According to Luthans, OB is concerned with understanding prediction and control of
human behaviour in an organization
Human behavior is very unpredictable. In behavior we cannot assume one set pattern
of behavior.
HOW OB EVOLVED….

Phases of Hawthorne experiments (1924 – 32)

PHASE I: Illumination Experiments (1942 – 27)
 Factors other than lighting were important
PHASE II: Relay Assembly test room study (1927 – 29)
 Social relationship among workers had greater effect on productivity rather than
working conditions.
 Changes were made in working hours, rest period, lunch breaks, etc
HAWTHORNE EXPERIMENTS…
CONTD…
PHASE III: Mass Interviewing Program (1928 – 30)
 Productivity can be increased if workers are allowed to talk freely about matters
that are important to them.
PHASE IV: Bank wiring Observation Room Experiment (1932)
 Group had established its own standards of output and these standards were
implemented through social pressure.
MODELS AND FRAME WORK
OB IN GLOBAL CONTEXT
Globalization – The trend toward a unified global economy involving free trade and
a free flow of capital between countries
Products, services, people, technologies, and financial capital move relatively freely
across national borders
Tariffs, currency laws, travel restrictions, immigration restrictions, and other barriers
to these international flows become less difficult to manage
Unified world market in which to sell products and services, and acquire resources
GLOBALIZATION…CONTD…
Culture
Shared values and taken-for-granted assumptions that govern acceptable behavior
and thought patterns in a country and that give a country much of its uniqueness.
“Many fear that unique cultures around the world will disappear over time if the
world becomes one unified market for goods and services.”
GLOBALIZATION…CONTD….
Well suited to associates who thrive on challenge
Typically member of geographically dispersed teams
Individual Issues
Virtual Teams
Members may have different working and decision styles due to cultural
differences.
Complex set of communication tools (virtual teams)
Need for team members to identify with the team
OCB/COMMITMENT/CPWB
OCB: organizational citizenship behavior (OCB) is a person's voluntary commitment
within an organization or company that is not part of his or her contractual tasks.
Organ (1988) defines OCB as "individual behavior that is discretionary, not directly or
explicitly recognized by the formal reward system, and that in the aggregate promotes the
effective functioning of the organization".
Organ's definition of OCB includes three critical aspects that are central to this construct:
First, OCBs are thought of as discretionary behavior, which are not part of the job
description, and are performed by the employee as a result of personal choice.
Second, OCBs go above and beyond that which is an enforceable requirement of the job
description.
Finally, OCBs contribute positively to overall organizational effectiveness.
COUNTERPRODUCTIVE WORK BEHAVIOR
CPWB/CWB

Counterproductive work behavior (CWB) is defined as "intentional employee

behavior that is harmful to the legitimate interests of an organization" (Dalal, 2005).
When considering the definitions of OCB and CWB, it seems logical to assume that
these constructs are opposites; one harms the organization and the other helps.
Individuals might further assume that by engaging in one of these types of behaviors,
an individual will not tend to engage in the other.
IDENTITY

Identity refers to collective vision of self.

• Individual identities
• Team or group identities
• Organizational identities
• Professional identities
• Informal social groups identities
INFLUENCING BEHAVIOUR-
IDENTITY
Identity concept helps in understanding
1. Individual and group behaviour
2. Communication patterns
3. Leadership
4. Organizational change
5. dynamics of control
IDENTITY WORK

Identity work describes the ongoing mental activity that an individual undertakes in
constructing an understanding of self that is
Coherent
distinct
 positively valued

Who am I/Who are We

HOW IDENTITIES ARE
CONTROLLED
The catalogue of corporate approved identities is restricted Identities are controlled
through
Organizational discourses-communications
Power of organizational elites-superiors/top management
Induction, training, corporate education….etc