19EHS403:

Organizational Behaviour

Module-I
J Uma mahesh Introduction; Definition of Organization
Behaviour and Historical development,
Assistant Professor Environmental
Dept. of Mechanical Engineering Context (Information Technology and
Globalization), Diversity and Ethics, Design and
GST, GITAM Deemed to be University
Cultural,
Reward Systems. The Individual: Foundation of
individual behaviour, Ability
syllabus
Learning: Definition, Theories of Learning, Individual Decision Making, classical
conditioning, operant conditioning, social Making, learning theory, continuous
and intermittent reinforcement.
Perception: Definition, Factors influencing perception, attribution theory,
selective perception, projection, stereotyping, Halo effect.

Motivation: Maslow’s Hierarchy of Needs, Mc. Gregory’s theory X and Y,

Herzberg’s motivation
Hygiene theory, David Mc Cleland three needs theory, Victor vroom’s
expectancy theory of
motivation.
syllabus
Values and attitudes: Definitions – values, Attitudes: Types of values, job
satisfaction, job involvement, professional Ethics, Organizational
commitment, cognitive dissonance. Conflict Management: Definition of
conflict, functional and dysfunctional conflict, stages of Conflict process.

Leadership: Definition, Behavioural theories – Blake and Mouton

managerial grid, Contingency theories – heresy - Blanchard’s situational
theory, Leadership styles – characteristics, Transactional, transformation
leaders. The Organization: Mechanistic and Organic structures, Minitberg’s
basic elements of organization, Organizational Designs and Employee
behaviour, organization development – quality of work life (QWL)
Text Books(s)

1. Stephen P Robbins -Organizational Behaviour, Pearson Education

Publications,ISBN– 81–
7808–561-5, 9th Edn. 2012.
2. Fred Luthans -Organizational Behaviour, Mc Graw Hill International
Edition,ISBN–0–07–
20412–1, 11th Edn. 2006.
Managment Activities
Furthermore, these skills are also necessary for your career
advancement.
A survey of over 2,100 CFOs across 20 industries indicated that a
lack of interpersonal skills is the top reason why some employees fail
to advance.Ultimately, OB can equip you with critical tools for
success and advancement in the workplace.
Understanding OB is important to you now more than ever.
We are in the midst of an OB revolution of sorts that is
gaining traction year by year.

As noted in the 2016 Deloitte Global business trends report,

organizations have figured out that they need to understand
“what makes people join, perform well in, and stay with an
organization; who will likely be successful; who will make the
best leaders; and what is required to deliver the highest-
quality customer service and innovation.”
A knowledge of OB and interpersonal skills is critical for your
success and advancement in the modern workplace.

According to Jeff Weiner, executive chair of LinkedIn,

“Communications is the No. 1 skills gap across . . . major cities
in the United States.
How the knowledge and practice of OB
can help you?

(1) think analytically and critically

(2) make better decisions
(3) communicate and collaborate more effectively
with others
4) act with a sense of social responsibility in the
workplace.
Research has demonstrated that these types of
“employability skills” are highly valued and
desired by employers.

A lack of these skills can lead to problems in the

workplace
Incorporating OB principles into the workplace can also yield many
critical organizational outcomes.

For one, companies known as good places to work—such as Hilton, UKG,

Wegmans, Cisco, Workday, Salesforce, and Edward Jones—have been
found to generate superior financial performance due to their attention
to OB.
Second, developing managers’ and employees’ interpersonal skills
helps organizations attract and keep high-performing employees. This
function is vital because outstanding employees are always in short
supply and costly to replace.
Third, strong associations exist between the quality of workplace
relationships and employee job satisfaction, stress, and turnover.

One extensive study of hundreds of workplaces and more than

200,000 respondents showed that social relationships among coworkers
and supervisors were strongly related to overall job satisfaction. Positive
social relationships were also associated with lower stress at work and
lower intentions to quit.
Fourth, an emphasis on OB can foster awareness for organizations’
environmental, social, and sustainability performance
Who’s Who in the World of Work

First, workers are people within organizations who get things done. Workers, as individuals,
members of work groups, teams, or organizations, contribute to the accomplishment of goals.
It may seem unnecessary to define a worker up front, but as the past decade has
demonstrated, the nature of work and what it means to be a worker is changing.

For instance, today’s world of work is much more autonomous and interdependent. It requires
a greater variety of skills than work 30 years ago.

As Outside a full-time employee’s traditional role, nonstandard worker arrangements are

much more common in today’s day and age, with many people working as contract workers,
independent contractors, freelancers, or temporary workers.

Second, the most notable characteristic of managers is that they get things done through
other people. They make decisions, allocate resources, and direct others’ activities to attain
goals. Managers are sometimes called administrators, especially in nonprofit organizations.

They do their work in an 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.
Organizational behavior (OB) is a field of study investigating the impact
that individuals, groups, and structure have on behavior within organizations
to apply such knowledge toward improving an organization’s effectiveness.

OB is a field of study, meaning that it is a distinct area of expertise with

a common body of knowledge.

It focuses on three determinants of behavior in organizations: individuals,

groups, and structure and applies the knowledge gained about individuals,
groups, and the effect of structure on behavior to make organizations work
more effectively.

To sum up our definition, OB is the study of what people do in an organization

and how their behavior affects the organization’s performance
Psychology seeks to measure, explain, and sometimes change humans and
other animals’ behavior.
Early industrial/organizational psychologists studied fatigue, boredom, and
other working conditions that could impede efficient work performance.
More recently, their contributions have expanded to include learning,
perception, personality, emotions, training, leadership effectiveness,
needs, motivational forces, job satisfaction, decision-making processes,
performance appraisal, attitude measurement, employee-selection
techniques, work design, and job stress
Social psychology, generally considered a branch of
psychology, blends concepts from psychology and
sociology to focus on people’s influence on one
another.
One central study area is change —how to implement it
and reduce barriers to its acceptance. Social
psychologists also contribute to measuring,
understanding, and changing attitudes; identifying
communication patterns; and building trust. They have
made significant contributions to our study of group
behavior, power, and conflict.
Sociology
While psychology focuses on the individual,
sociology studies people in relation to their social
environment or culture. Sociologists have
contributed to OB by studying group behaviors in
organizations, particularly formal and complex
organizations. Perhaps most important,
sociologists have studied organizational culture,
formal organization theory and structure,
organizational technology, communications,
power, and conflict.
Anthropology
Anthropology is the study of societies to learn about
human beings and their activities. Anthropologists’
work on cultures and environments has helped us
understand differences in fundamental values,
attitudes, and behavior among people in different
countries and organizations. Much of our current
understanding of organizational culture,
organizational climate, and differences among
national cultures results from anthropologists’ work or
those using their
methods.
Understanding organizational behavior has never been
more critical for managers. Take a quick look at the
dramatic changes in organizations. The workforce is
becoming increasingly diverse; organizations are
continuing to develop a global, integrated presence;
technology is revolutionizing how (and where) we do work;
managers are increasingly interested in the role that
justice and ethics play in the workplace;

organizations are beginning to focus on their

responsibilities to the environment, societies, and
communities—and at the same time developing strengths
in workers; and finally, the nature of work itself has been
shifting with the advent of the “Gig Economy” and global
crises, such as the COVID-19 pandemic.
 10-07-2023 OB Class
Incorporating OB principles into the workplace can also yield many critical organizational outcomes.

1)Due to their attention to OB: Hilton, UKG, Wegmans, Cisco, Workday, Salesforce, and Edward Jones
have become good workplaces.

2)Developing managers’ and employees’ interpersonal skills helps organizations attract and keep high-
performing employees. This function is vital because outstanding employees are always in short supply
and costly to replace.

3)Strong associations exist between the quality of workplace relationships and employee job satisfaction,
stress, and turnover. One extensive study of hundreds of workplaces and more than 200,000
respondents showed that social relationships among coworkers and supervisors were strongly related to
overall job satisfaction. Positive social relationships were also associated with lower stress at work and
lower intentions to quit.

Additional research suggests that positive work relationships help employees to flourish—leading to
improvements in job and life satisfaction, positive emotions at work, perceptions that one’s work has
meaning, and even performance.
4)An emphasis on OB can foster awareness for organizations’ environmental, social, and sustainability
performance.
Incorporating OB principles into the workplace can also help us understand how to manage the negative
aspects and outcomes of work, such as unethical or deviant workplace behavior, violence, stress,
discrimination, sexual harassment, conflict, drug abuse, incivility, and theft.

Worker An individual who contributes to the accomplishment of work goals.

Manager An individual who achieves goals through other people.
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.

More than ever, new hires and other employees are placed into management positions without
sufficient management training or informed experience. According to a large-scale survey, more than
58 percent of managers reported that they had not received any training, and 25 percent admitted
that they were not ready to lead others when they were given the role.
Considering that a Gallup poll found organizations chose the wrong candidate for management
positions 82 percent of the time,we conclude that the more you can learn about people and how to
manage them, the better prepared you will be to be the right management candidate. OB will help
you get there.
Conceptual Skills Managers must have the mental ability to analyze and diagnose complex situations.
These tasks require conceptual skills. Decision making, for instance, requires managers to identify
problems, develop alternative solutions to correct those problems, evaluate those alternative
solutions, and select the best one. After they have chosen a course of action, managers must organize
a plan of action and then execute it. The abilities to integrate new ideas with existing processes and
innovate on the job are also crucial conceptual skills for today’s managers.

People Skills The ability to understand, communicate with, motivate, and support other people, both
individually and in groups, defines people skills. Many people may be technically proficient but poor
listeners, unable to understand others’ needs, or weak at managing conflicts. Managers must
have good people skills because they need to get things done through other people.

Technical Skills Technical skills encompass the ability to apply specialized knowledge or expertise. When
you think of the skills of professionals such as civil engineers or oral surgeons, you typically focus on
the technical skills they have learned through extensive formal education. Of course, professionals
do not have a monopoly on technical skills. Not all technical skills have to be learned in schools or
other traditional training programs. All jobs require some specialized expertise, and many people
develop their technical skills on the job.
Organizational behavior (OB) A field of study that investigates the impact that individuals, groups, and
structure have on behavior within organizations for the purpose of applying such knowledge toward improving
an organization’s effectiveness.
To sum up our definition, OB is the study of what people do in an organization and how their behavior affects
the organization’s performance.
OB is concerned specifically with employment-related situations, it examines behavior in the context of job
attitudes, absenteeism, employee turnover, productivity, performance, and management. Although debate
exists about the relative importance of each, OB includes these core topics:
 OB Example

Internet retailer Zappos.com understands how

organizational behavior affects an organization’s
performance.
The firm maintains good employee relationships by offering
generous benefits, extensive training, and a positive work
environment in which employees are encouraged “to create
fun and a little weirdness.”
Whether you have explicitly thought about it before or not, you have been “reading” people almost all your
life. You have watched their actions and interpreted what you see or tried to predict what people might do
under different conditions. This casual approach to reading others can often lead to erroneous
predictions, but using a systematic approach can improve your accuracy.
Underlying the systematic approach in this text is the belief that behavior is not random. Instead, we can
identify consistencies underlying people’s behavior and modify them to reflect individual differences.

These consistencies are fundamental. Why? Because they allow predictability. Behavior is generally
predictable, and the systematic study of behavior is a way to make reasonably accurate predictions. When
we use the term systematic study, we mean looking at relationships, attempting to attribute causes and
effects, and basing our conclusions on scientific evidence. That is, we base our predictions on data
gathered under controlled conditions and measured and interpreted rigorously.

Evidence-based management (EBM) complements systematic study by basing managerial decisions on the
best available scientific evidence
EBM
Go with their guts: Jack Welch (former CEO of General Electric)
noted, “The trick, of course, is to know when to
But should we trust our guts? Systematic go with your gut.” But if we make all decisions
study and EBM add to intuition, or with intuition or gut instinct, we are likely
working with incomplete information—like
those “gut feelings” about what makes making an investment decision with only half
others (and ourselves) “tick.” Of course, the data about the potential for risk and reward.
the things you have come to believe in As such, EBM becomes a balancing act in which
an unsystematic way are not necessarily one critically weighs evidence from multiple
incorrect. One review of hundreds of sources.
studies suggests that data-driven These sources include the opinions of
judgments (based on algorithms) were professional experts and respected figures,
about ten percent more accurate than evidence collected from one’s own business,
human’s intuitive judgments. and, of course, scientific evidence
Blue, white, and red are the colours of the
French flag in hoist-to-fly order, and the story
of each film is loosely based on one of the
three political ideals in the motto of the
French Republic: liberty, equality, fraternity.
References:

1)This Is How Mani Ratnam Used Colors In

The Climax Scene Of Yuva To Create A
Massive Impact!
https://chaibisket.com/the-impact-of-colors-
in-yuva-climax/
2)‘Three Colours: Red’ turns 25: An ode to its
master Krzysztof Kieślowski
https://www.thehindu.com/
entertainment/movies/a-look-at-polish-film-
three-colours-red/article27260889.ece
Building on Big Data with Artificial Intelligence

Data has been used to evaluate behavior since Background It is difficult to believe now,
at least 1749. On this date, the word statistic but not long ago, companies treated online
was coined to mean a “description of the state.” shopping as a virtual point-of-sale
Statistics back then were used for governance experience. Shoppers browsed websites
purposes, but since the data collection methods anonymously, and sellers tracked sales data
were clumsy and simplistic, so were the only on what customers bought.
conclusions.
Gradually, online retailers began to track
Big data—the extensive use of statistical and act on customer preferencesobtained
compilation and analysis—did not become
possible until computers were sophisticated through the Internet shopping experience.
enough to store and manipulate large amounts This knowledge was far superior to data
of information. gathered in simple store transactions. This
roots of big data for business : which originated action enabled them to create more
in online retailers’ marketing departments targeted marketing strategies than ever
before
The bookselling industry is a case in point.
Before online selling, brick-and-mortar bookstores could collect data about book sales only to create projections
about consumer interests and trends.

With the advent of Amazon, suddenly a vast array of information about consumer preferences became available for
tracking. These preferences included what customers bought, what they looked at, how they navigated the site, and
what influenced them (such as promotions, reviews, and page presentation).

The challenge for Amazon was to identify which statistics were persistent , giving relatively constant outcomes over
time, and which were predictive , showing steady causality between certain inputs and outcomes.

The company used these statistics to develop algorithms to forecast which books customers would like to read
next. Amazon could then base its wholesale purchase decisions on the feedback customers provided through both
these passive collection methods and solicited recommendations for upcoming titles.
 Current Usage No matter how many terabytes of data firms collect or
from how many sources, the reasons for data analytics are essentially
the same. They include predicting any event, from a book purchase to
a spacesuit malfunction; detecting how much risk is incurred at any
time, from the risk of a fire to that of a loan default; and preventing
It is good news for the future of
catastrophes large and small, from a plane crash to an overstock of
business that researchers, the media,
product.
and company leaders have identified
the potential of data-driven With big data, United States defense contractor BAE Systems protects
management and decision making. itself from cyberattacks. San Francisco’s Bank of the West uses
customer data to create tiered pricing systems. As a final example,
A manager who uses data to define London’s Graze.com analyzes customers’ preferences to select snack
objectives, develop theories of samples to send with their orders.
causality, and test those theories can
determine which employee activities
are relevant to their objectives. Overstocking, also called “surplus stock,” happens when stores
Big data is increasingly applied purchase more product than they sell. This leaves retailers with too
toward managing organizational much stock, and that excess stock is left sitting on store shelves or in
the warehouse, which hurts profitability
change and making effective
decisions
 Applications of
OB
⚫ Improving quality of work-life
⚫ Improving employee performance
⚫ Improving organizational effectiveness
OB class 24-07-23