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Chapter 01

Uploaded by

ROHITH P NAIR
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 33

ORGANISATION BEHAVIOUR

“Organisation Behaviour is concerned with the study of


what people do in an organisation and how that behaviour
affects the performance of the organisation.”
(Robbins: 1998,9)
Definition
• Organizational behaviour, is “… a study and
application of knowledge about human behaviour
– as individuals and in groups – in orgns – strives
to identify ways in which people can act more
effectively.”
• “The understanding, prediction and management
of human behaviour in organisations.”
• Is an applied science- best practices in one orgn can
be communicated to others

3
What is Organizational Behavior?

Insert Figure 1.1 here

4
Why Study Organizational Behavior

Understand
organizational
events

Organizational
Behavior
Research

Influence Predict
organizational organizational
events events

7
The goals of organizational behaviour.

The four goals of Organizational behavior are:


• To describe systematically how people behave
under variety of conditions
• To understand why people behave as they do
• Predicting future employee behavior
• Control at least partially and develop some
human activity at work.
Characteristics of OB

• Inter-disciplinary
• Research based – theories and practice
• Increased acceptance of findings by managers

9
Components of Organizational Behavior

Understanding
organizational behavior
requires studying

Part One Individuals in Organizations

Part Two Group and Team Processes

Part Three Organizational Processes


ORGANISATION BEHAVIOUR

The study of Organisational Behaviour involves:


• consideration of the interaction among the formal structure
(organisational context in which the process of management takes place)
• the tasks to be undertaken
• the technology employed and the methods of carrying out work
• the behaviour of people
• the process of management
• the external environment
ORGANISATION BEHAVIOUR

Interrelated dimensions influencing behaviour:


• The Individual - working environment should satisfy individual needs as
well as attainment of organisational goals.
• The Group - formal and informal. Understanding of groups complements
a knowledge of individual behaviour.
• The Organisation - impact of organisation structure and design, and
patterns of management, on behaviour.
• The Environment - technological and scientific development, economic
activity, governmental actions.
Why do organizations exist? Five Reasons
MANAGEMENT THEORY

Theory provides a sound basis for action BUT


if the action is to be effective the theory must
be adequate and appropriate to the task and
to improved organisational performance.
MANAGEMENT THEORY

In theory, theory and practice are the same.

In practice, theory and practice are different.

From “LEADERSHIP ... with a human touch”


20 October 1998
Contributing Disciplines
to the OB Field

Micro: Psychology
The Individual

Social Psychology

Sociology
Macro:
Groups &
Organizations Anthropology

1-23
Challenges and Opportunities for OB

• The workplace is contains a wide mix of cultures,


races, ethnic groups, genders and ages
• Employees have to learn to cope with rapid change
due to global competition
• Corporate loyalty has decreased due to corporate
downsizing and use of temp workers
• Managers can benefit from OB theory and concepts

1-24
Major disciplines and their contributions to OB
Contributing Disciplines to the OB Field

EXHIBIT 1-3a

26
Contributing Disciplines to the OB Field

EXHIBIT 1-3c

27
Contributing Disciplines to the OB Field

EXHIBIT 1-3b

28
Contributing Disciplines to the OB Field

EXHIBIT 1-3c

29
Contributing Disciplines to the OB Field

EXHIBIT 1-3d

30
Contributing Disciplines to the OB Field

EXHIBIT 1-3f

31
Approaches to OB

• Human Resources (Supportive)- Employee growth and development


are encouraged and supported.
• Contingency – Different Managerial behaviors are required by different
environments for effectiveness.
• Results oriented- outcomes of organizational behavior programs are
assessed in terms of their efficiency.
• Systems – all parts of an organization interact in a complex
relationship
• Interactionalism – Individual behavior results from a continuous and
multidirectional interaction between characteristics of the person and
the situation
Personality OB MODEL
Intelligence
Perception
Learning Individual behaviour
Attitudes and Attribution
Motivation

Management and Managers


Group Dynamics
Team Dynamics
Leadership Organizational
Power and politics Group behaviour
Effectiveness
Communication
Conflict
Decision Making

Organizational culture
Human resource policies and
practices
Work stress Organization
Organizational change and
development

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