MODIBBO ADAMA UNIVERSITY, YOLA.

FACULTY OF SOCIAL AND MANAGEMENT SCIENCES.

DEPARTMENT OF BUSINESS ADMINISTRATION

COURSE CODE: MGT 308

COURSE TITLE: ORGAZATIONAL BEHAVIOUR
GROUP 1 PRESEMTATION ON THE TOPIC: DISCUSS THE CONCEPT
AND THEORIES OF ORGANISATIONAL BEHAVIOR

MGT/20U/2377
ID NUMBERS: 10.
MGT/20U/2348
S/N ID NUMBERS 11.
1. BUS/21D/1750 MGT/20U/2471
2. BUS/21D/1824 12.
BUS/21D/1814
3. BUS/22D/2419 13.
4. BUS/22D/2537 IMT/21D/1614
5. IMT/20U/2040 14.
6. MGT/19U/2420 IMT/21D/1642
15.
7. MGT/20U/2254 IMT/20U/2118
MGT/20U/2278 16.
8. IMT/22D/1994
MGT/20U/2312 17.
9. 18. IMT/22D/2020
 ABSTRACT

Organizational behavior is the study of human behavior within organizations focusing on

individual and group dynamics, motivation, leadership, communication and organizational

structure. Classical theory emphasizes efficiency, productivity and formal structure. Human

relations theory focuses on employee satisfaction, motivation and social needs contingency theory

suggests that organizational structure and leadership depend on environmental factors. Systems

theory views organizations as complex interconnected systems, motivation theories include

maslows hierarchy of needs, mcclellands acquired needs theory, herzbergs two factor theory and

self-determination theory. Leadership theories include trait theory, behavioral theory, contingency

theory, transformational leadership and servant leadership group dynamics include group

development, group norms, group cohesion and group decision making. Communication theories

include information richness theory, social learning theory and communication channels.

Organizational change theories include lewins change management model, kotters eight step

change model and adkar model job design theories include job enrichment, job rotation and job

enlargement. Organizational culture theories include scheins organizational culture model deal

and kennedys cultural framework power and politics theories include french and ravens power

bases and mintzbergs power and politics framework these concepts and theories help us understand

individual and group behavior within organizations enabling effective management leadership and

organizational development.
INTRODUCTION

Organisational Behaviour tries to understand human behaviour in the organization. OB is a part

of total management but plays a very important role in every area of management and has been

accepted by all the people concerned. The managers now understand that to make their

organization more effective, they

have to understand and predict the human behaviour in the organization. As a field of study, O.B

is directly concerned with the understanding, prediction and control of human behaviour in

organizations. It represents the behavioural approach to management though not the whole of

management. In other words organizational behaviour does not intend to portray the whole of

management since there are other recognized approaches to management including the process,

qualitative system and contingency approaches.The study of O.B. is generally concerned with how

to understand, predict and influence human behaviour in organizations. It basically deals with the

human aspect of business and industrial concern. It

is a truth that organizations are faced with a mirage of intractable financial, technical, scientific

problems etc., None is, however, more serious and challenging than the

complex task of understanding why people behave the way they do in an organization.

DEFINITION OF ORGANIZATIONAL BEHAVIOR

According to Stephen P Robbins - “Organisational behaviour is a field of study that investigates

the impact that individuals, groups and structure have on behaviours within the organizations for

the purpose of applying such knowledge towards improving an organizations effectiveness”.

According to Fred Luthans - “Organisational behaviour is directly concerned with the

understanding production and control of human behaviour in organization”. According to Raman

J Aldag – “Organisational behaviour is a branch of the

social sciences that seeks to build theories that can be applied to predicting, understanding and

controlling behaviour in work organizations”.By analyzing the above definitions, we can define

OB as a behavioural Science that states about : .Nature of Man

.Nature of the Organization Knowledge of human would be useful in improving an organization’s

effectiveness.

CONCEPT OF ORGANIZATIONAL BEHAVIOR

The Concept of organizational behavior (OB) encompasses several key characteristics:

Interdisciplinary: Organizational behavior draws upon insights and theories from various

disciplines such as psychology, sociology, anthropology, economics, and management studies. It

integrates these perspectives to understand individual, group, and organizational dynamics within

the workplace.

2. Focus on Behavior: OB emphasizes the study of human behavior within organizational settings.

It examines how individuals, groups, and structures interact and influence each other, shaping

behavior and outcomes within the organization.

3. Systemic Approach: Organizational behavior takes a systemic view of organizations,

considering them as complex systems comprised of interconnected elements. It examines how

factors such as organizational structure, culture, leadership, communication, and external

environment interact to influence behavior and

performance.

4. Applied Orientation: OB has a practical focus, aiming to improve organizational

effectiveness and performance. It applies theories and research findings to address real-world
challenges within organizations, such as enhancing employee motivation, teamwork, leadership

effectiveness, and organizational culture.

5. Multilevel Analysis: Organizational behavior examines behavior at multiple levels of

analysis, including individual, group, and organizational levels. It considers how factors at each

level contribute to overall organizational functioning and performance.

6. Dynamic and Contextual: OB recognizes that organizational behavior is dynamic and influenced

by various contextual factors, including organizational culture, leadership style, industry norms,

and societal trends. It emphasizes the importance of understanding the specific context in which

behavior occurs.

7. Humanistic Perspective: Organizational behavior takes a humanistic approach, recognizing the

importance of understanding and valuing the experiences, perspectives, and well-being of

employees within organizations. It emphasizes the role of factors such as motivation, job

satisfaction, and employee engagement in driving organizational success.

APPLICATION OF ORGANIZATIONAL BEHAVIOR IN MANAGEMENT

1) Responding to Globalization Organization in recent days has changed the style of working and

tries to spread worldwide. Trapping new market place, new technology or reducing cost through

specialization or cheap labour are few of the different reasons that motivates organizations to

become global.

2) Managing Workforce Diversity The increasing heterogeneity of organizations with the inclusion

of different groups. Whereas globalization focuses on differences among people from different

countries.

"Workforce diversity has important implications for management practice. Managers will need

to shift their philosophy from treating everyone alike to recognizing differences and responding to
those differences in ways that will ensure employee retention and greater productivity while, at the

same time,

not discriminating".

3) Improving Quality and Productivity Total Quality Management (TQM) It is a philosophy of

management that is driven by the constant attainment of customer satisfaction through the
continuous improvement of all organizational processes.
1. Intense focus on the customer
2. Concern for continuous improvement
3. Improvement in the quality of everything the organization does
4. Accurate measurement
5. Empowerment of employees.
b) Reengineering
Reengineering: Reconsiders how work would be done and the organization structured if they
were being created from scratch. "It asks managers to reconsider how work would be done and
their organization structured if they were starting over".
4) Improving people skills It will help management to better plan and respond to changes in the
workplace. employee relationship is also showing change in the modern era. Employer
Employers are no more autocrats and participative style of leadership welcomed. Flexible
working hours and increased is authority
motivates employees to perform to their best. Management now welcomes upward
communication and participation of lower level employees in the decision making process.
5) Stimulating Innovation and Change Today's successful organizations must foster innovation
and master the art of change or they'll become candidates for extinction. An organization's
employees can be the impetus for innovation and change or they can be a major stumbling block.
The challenge for managers is to stimulate employee creativity and tolerance for change.
ORGANIZATIONAL BEHAVIOR THEORIES
THE CLASSICAL THEORIES

•THE SCIENTIFIC THEORY

Scientific management theory focuses on increasing efficiency and productivity in the workplace

through systematic study and analysis of work processes. It emphasizes the use of scientific

methods to standardize tasks, streamline production, and improve worker performance. One of the

key proponents of scientific management is Frederick Taylor, who argued that managers should

carefully study and redesign work processes to eliminate waste and optimize productivity.

According to Taylor, by breaking down tasks into smaller components and

identifying the most efficient way to perform them, organizations can achieve higher levels of

efficiency and output. Another important aspect of scientific management is the concept of

division of labor, where work is subdivided and assigned to specialized workers based on their

skills and abilities. This

allows for greater specialization, efficiency, and productivity in the workplace. Overall, scientific

management theory aims to enhance organizational performance by applying scientific principles

to the management of work processes and employees.

•THE ADMINISTRATIVE THEORY

Administrative management theory focuses on the organization and coordination of work activities

within an organization. Developed by Henri Fayol, this theory emphasizes the importance of

managerial principles and functions in overseeing and coordinating the work of employees. Fayol

identified five key functions of management, including planning, organizing, commanding,

coordinating, and controlling. He argued that managers at all levels should perform these to ensure

the smooth operation of the organization.

Additionally, Fayol highlighted fourteen principles of management, such as division of work, unity

of command, and scalar chain, that should guide managerial behavior and decision-making to

achieve organizational goals. Overall, administrative management theory emphasizes the role of

managers in setting

objectives, organizing resources, and coordinating activities to achieve desired outcomes in an

organization.

THE BUREAUCRATIC THEORY

Bureaucratic management theory focuses on the organization of hierarchical structures and

formalized rules and procedures within an organization. Developed by Max Weber, this theory

emphasizes the importance of clear-cut rules, division of labor, and a well-defined hierarchy of

authority to achieve efficiency and consistency in the workplace.

According to Weber, bureaucratic management is characterized by the presence of a formal

hierarchy of authority, with clearly defined lines of authority and responsibility. This ensures that

decisions are made based on established rules and procedures, rather than personal preferences or

arbitrary judgment. Weber also emphasized the importance of rules and procedures in a

bureaucratic organization, as they help ensure consistency and predictability in decision-making

and actions. The use of procedures and regulations helps minimize ambiguity and enhance

organizational
efficiency. Furthermore, bureaucratic management theory stresses the division of labor, where

tasks are

allocated based on employees' skills and expertise. This specialization allows for efficient use

resources and promotes organizational effectiveness. Overall, bureaucratic management theory

highlights the importance of formalized rules, clear hierarchy, and division of labor in achieving

organizational efficiency and effectiveness.

THE HUMAN RELATIONS THEORIES

•The Hawthorne studies The Hawthorne studies were a series of experiments conducted at a

Western Electric plant in the 1920s and 1930s to investigate how different factors, such as lighting

and work hours, impacted worker productivity. The studies revealed that worker productivity

increased regardless of changes made to the work environment. This phenomenon, known as the

Hawthorne effect, showed that workers were influenced by the attention they received rather than

the changes themselvlger & Cropanzano, 1998) es (Fo. Additionally, the Hawthorne studies

highlighted the importance of social factors in the workplace, such as group dynamics and

management style, on employee satisfaction and productivity. These findings challenged

traditional management theories and sparked a shift towards more human-focused approaches to

managing employees (Kanigel, 1987). Overall, the Hawthorne studies provided valuable insights

into the complexities of human behavior in the workplace and continue to influence organizational

behavior research and management practices today.

•The Maslow's Hierarchy of Needs

Maslow's hierarchy of needs is a theory proposed by psychologist Abraham Maslow in 194 that

suggests individuals have five basic needs arranged in a pyramid structure. At the base are
physiological needs, followed by safety needs, love and belonging needs, esteem needs, and self-

actualization needs at the top. Maslow argued that individuals must satisfy lower-level needs

before higher-level needs can be fulfilled (Maslow, 1943).

According to Maslow's theory, once basic physiological and safety needs are met, individuals

strive for social connections, recognition, and self-fulfillment. Meeting these needs leads to

personal growth and self-actualization, where individuals strive to reach their full potential and

achieve a sense of fulfillment (Maslow, 1943). Maslow's hierarchy of needs has had a significant

impact on psychology and organizational behavior, shaping understanding of motivation, human

behavior, and leadership practices. The theory remains influential in various fields, guiding

discussions on employee motivation, personal development, and individual well-being (Deci et al.,

2001). in conclusion, Maslow's hierarchy of needs offers a framework for understanding human

motivation and behavior, highlighting the importance of meeting fundamental needs to foster

personal growth and fulfillment.

• Mc Gregor's Theory X and Y

McGregor's Theory X and Theory Y propose contrasting views on employee motivation and

management. Theory X posits that employees are inherently lazy, need constant supervision,

and only work for extrinsic rewards. In contrast, Theory Y suggests that employees are self-

motivated, capable of self-direction, and seek fulfilling work experiences. McGregor believed

that a manager's attitude towards employees would shape their behavior and productivity

accordingly.
CONTINGENCY THEORY

Contingency theory suggests that the effectiveness of a leader is dependent on various factors,

such as the situation, the qualities of the followers, and the task at hand. According to Fiedler's

Contingency Model, effective leadership is contingent on the leader's style, which can be either

task-oriented or relationship-oriented, and the degree of situational control. Similarly, according

to Hersey and Blanchard's Situational Leadership Theory, effective leadership depends on the

maturity level of the followers and the task at hand.

Intex Citation:

- Fiedler, F. E. (1967). A Theory of Leadership Effectiveness. McGraw-Hil

- Hersey, P., & Blanchard, K. H. (1982). Management of Organizational Behavior: Utilizing

Human Resources. Prentice Hall.

THE MODERN THEORIES

Modern theories of leadership focus on the dynamic and adaptive nature of leadership,

emphasizing the importance of emotional intelligence, transformational leadership, and shared

leadership. Emotional intelligence theory suggests that effective leaders possess self-

awareness, self-regulation, empathy, and social skills. Transformational leadership theory

emphasizes the ability of a leader to inspire and motivate followers through vision, charisma, and

individualized consideration. Shared leadership theory posits that leadership is a distributed and

collective process involving multiple individuals across all levels of an organization.

Intex Citation:
- Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books

Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and Sampler

Set. Mind Garden.

- Pearce, C. L., & Conger, J. A. (2003). Shared Leadership: Reframing the Hows and Whys of

Leadership. SAGE Publications.

CONCLUSION

Overall, organizational behavior is a multifaceted field that draws on various theories and concepts

to understand and improve organizational performance. By studying the behavior of, groups, and

structures within an organization, researchers and practitioners can identify opportunities for

improvement and develop strategies to enhance employee engagement, teamwork, and overall

organizational effectiveness.
REFERENCES:

Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.

Fayol, H. (1949). General and Industrial Management. Pitman Publishing.

Weber, M. (1947). The Theory of Social and Economic Organization. Free Press.

Intex (n.d.). McGregor's Theory X and Theory Y. Retrieved from [link]

Fiedler, F. E. (1967). A Theory of Leadership Effectiveness. McGraw-Hil

Hersey, P., & Blanchard, K. H. (1982). Management of Organizational Behavior: Utilizing Human

Resources. Prentice Hall.

oleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and Sampler
Set. Mind Garden.

Pearce, C. L., & Conger, J. A. (2003). Shared Leadership: Reframing the Hows and Whys of
Leadership. SAGE Publications.