SYLLABUS OF OB

S. No. Particulars

1. Introduction to OB

2. Personality

3. Perception, Attitude and Value

4. Motivation Concepts

5. Group Behaviour and Group Dynamics

6. Organisational Design

7. Leadership

8. Organisational Change and Culture Environnent

REFERENCE TEXT

1.Organisational Behavior- K. Aswathappa

2.Organisational Behavior- Stephen Robbins

3.Organisational Behavior-Fred Luthans

4.Understanding Organizational Behavior – Udai Pareek

5.Organizational Behavior – L. M. Prasad (Sultan Chand)

EVALUATION PATTERN FOR ORGANISATIONAL

BEHAVIOUR

Scheme of Assessments for Subjects of 100 Marks

Semester end Examination -60 Marks. Internal Assessments -40 Marks.

The allocation of 40 marks shall be on the following basis: -

a) Periodical class tests -(20 Marks)

b) Presentations -(10 Marks)

c) Attendance and Active participation in class - (05 Marks)

d) Overall Conduct - (05 Marks)

Note: Student has to separately secure minimum 50% marks (i.e 20 out of 40) in the internal assessments and secure minimum 50% marks (i.e 30 out of 60) in the Semester End Examination in every subject to be declared as Pass.

ORGANIZATIONAL BEHAVIOR

After studying this chapter,you should be able to:

1. Define organizational behavior (OB).

2. Describe what managers do.

3. Explain the value of the systematic study of OB.

4. List the major challenges and opportunities for managers to use OB concepts.

5. Identify the contributions made by major behavioral science disciplines to OB.

6. Describe why managers require a knowledge of OB.

7. Explain the need for a contingency approach to the study of OB.

L E

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B J

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What are ORGANISATIONS?

Organisations are sets of people who work together to achieve shared goals.

Why do Organisations Exist?

What is Organisational Effectiveness?

Organizations are effective when they produce quality goods and services at reasonable cost without compromising on profit –making.

What is Organisational Effectiveness?

Organizations are effective when they produce quality goods and services at reasonable cost without compromising on profit –making.

Organizational behavior

OB is the study of Human behaviour;

The study is about the behaviour in organisations;

And knowledge about human behaviour ,would be useful in improving an organisations effectiveness.

Enter Organizational Behavior

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.

HistoryIndustrial Revolution

Robert Owen , Andrew Ure and J. N. Tata provided certain welfare facilities.

Scientific Management

Fredrick Taylor believed in rationalising production.

Hawthrone studies

Hawthrone studies matched with the workers preferences of factors influencing productivity: these were size of the group, supervisory behavior, earning, novelty of situation, workers interest in the experiment and attention received.

Human Relations Movement

Great Depression, Labour movement and Hawthrone studies led to the movement.

Organisation Behaviour – 1950’s

Foundations of OB

Individual Differences

Whole Person

Caused Behaviour

Human Dignity

Social Systems

Mutuality of Interests

Holistic concepts

OB

Need for Management

Foundations of OB Individual differences-People have much in

common but each person in the world is individually different ex. Personality, intelligence and physique etc.

Whole person-when an individual is appointed, his skill alone is not hires, his background, likes and dislikes, pride and prejudices are also hired. A person’s family life cannot be separated from his work.

Caused behavior-The behavior of the employee is caused and not random.

Foundations of OB Human dignity-It states that people want to be

treated with respect and dignity and should be treated as such.

Organizations are social system-Two social system prevails formal and informal system. All parts of the systems are interdependent and are subject to influence by any other part.

Mutuality of interest-Organization needs people and people needs organization. It provides a super ordinate goal that unites the variety of needs that people brings to the organizations.

Foundations of OB Holistic concept-When the above six

fundamental concept of OB are placed together, a holistic concept emerges. This concept interprets people organization relationships in terms of the whole person, whole group, whole organization and the whole system.

Need for management-Management is the attainment of organizational goals in an efficient and effective manner through planning, organizing, leading and controlling organizational resources. Success or failure of an organization depends on these people.

Importance1. OB provides a road map to our lives in organizations

2. The field of OB uses scientific research to help us understand and predict organizational life.

3. OB helps us influence organizational events

4. It helps an individual to understand himself/herself and others better.

5. It helps manager understand the basis of motivation and what he or she should do to motivate subordinates

6. It helps in maintaining cordial industrial relations. So, OB is a discipline which enables a manager to motivate his

subordinates towards higher productivity and better results.

Toward an OB Discipline

Contributing Disciplines to the OB Field

PsychologyThe science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

Contributing Disciplines to the OB Field (cont’d)

SociologyThe study of people in relation to their fellow human beings.

Contributing Disciplines to the OB Field (cont’d)

Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

Contributing Disciplines to the OB Field (cont’d)

AnthropologyThe study of societies to learn about human beings and their activities.

Contributing Disciplines to the OB Field (cont’d)

Political ScienceThe study of the behavior of individuals and groups within a political environment.

Models of OB

PersonalityIntelligencePerceptionLearningAttitudes and AttributionMotivation

Management & ManagersGroup DynamicsTeam DynamicsLeadershipPower & PoliticsCommunicationConflictDecision Making

Organisational CultureHuman Resource Policies & PracticesWork StressOrganisational Change & Development

Individual Behaviour

Group Behaviour

Organisation

Organisational Effectiveness

Scope of OB

It is the study of human behaviour within organisations.

It encompasses the study of individual behaviour, interpersonal behaviour and of the organisations themselves.

Intra personal Behaviour: Personality, attitude, perception, learning, opinion, motivation, job satisfaction and stress management.

Inter Personal Behaviour: Group dynamics, team dynamics, intergroup conflict, leadership, communication etc.

What Managers Do

Managerial Activities• Make decisions• Allocate resources• Direct activities of others

to attain goals

Managerial Activities• Make decisions• Allocate resources• Direct activities of others

to attain goals

Managers (or administrators)

Individuals who achieve goals through other people.

Where Managers WorkOrganization

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.

Management Functions

ManagementFunctions

ManagementFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling

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.

Types of Manager

First Line Managers

Middle Level Managers

Top Managers

First Line Managers

Middle Level Managers

Top Managers

Mintzberg’s Managerial Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

Mintzberg’s Managerial Roles (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

Mintzberg’s Managerial Roles (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

Management SkillsTechnical skillsThe ability to apply specialized knowledge or expertise.

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

Conceptual and design SkillsThe mental ability to analyze and diagnose complex situations and to coordinate the integration of ideas across departments.

Successful Managerial Activities (Luthans)

1. Traditional management• Decision making, planning, and controlling

2. Communication• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing and interacting with others

1. Traditional management• Decision making, planning, and controlling

2. Communication• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing and interacting with others

Allocation of Activities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).

Challenges and Opportunities for OB Responding to Economic Pressure- Managing employees well when

times are tough is just as hard as when times are good. In good times, understanding how to reward, satisfy and retain employees is at a premium. In bad times, issues like stress, decision making and coping come to the fore.

Responding to Globalization Increased foreign assignments- If your are manager, you’ll have to manage a

workforce very different in needs, aspirations and attitudes from those you are used to back home.

Working with people from different cultures-To work effectively with people from different cultures, you need to understand how their culture, geography and religion have shaped them and how to adapt your management style to their differences. Ex. McDonald’s, Disney and Coca-cola

Overseeing movement of jobs to countries with low-cost labor- In a global economy, jobs tend to flow where lower costs give businesses a comparative advantage, though labor groups, politicians and local community leaders see the exporting of jobs as undermining the job market at home. Mangers face the difficult task of balancing the interests of their organization with their responsibilities tot the communities in which they operate.

Challenges and Opportunity for OB Managing Workforce Diversity- One of the most important

challenges for organizations is adapting to people who are different in terms of age, gender, physical and physiological abilities, cultural differences etc.

Improving customer service- Many an organizations has failed because its employees failed to please customers. Today, the majority of employees in developed countries work in service jobs, including 80% in US, Australia 73%.UK 69%. Example -Citibank

Improving People Skills-There are ways to design motivating jobs, techniques for improving listening skills, to create effective teams.

Challenges and Opportunities for OB Stimulating innovation and change-Today’s successful

organizations must foster innovation and master the art of change, or they’ll become candidates for extinction. Ex. Wockhardt hospital, Air India etc.

Helping Employees Balance Work/Life Conflicts-

Recent studies suggest employees want jobs that give them flexibility in their work schedules so they can better manage work-life conflicts. Today, many organizations are trying to help their people achieve work life Balance in a bid to attract and retain the most capable and motivated employees.

Challenges and Opportunities for OB Coping with Temporariness-Today’s managers and

employees must learn to cope with temporariness, flexibility, spontaneity and unpredictability. The study of OB can help to better understand a work world of continual change, overcome resistance to change, and create an organizational culture that thrives on change.

Working in Networked organizations- Networked organizations allow people to communicate and work together even though they may be thousand of miles apart. The manager’s job is different in a networked organizations, motivating and leading people and making collaborative decision online requires different techniques than when individuals are physically present in a single location.

Challenges and Opportunities for OB Creating a positive work environment-Companies have

been planning avenues for their employees to donate some of their time and talent to work on issues they are interested in. For Ex. Satyam computer Service had developed a software for emergency services, called 108 emergency services, with the help of employees who are willing to volunteer their programming skills for the 108 application.

Improving ethical behavior-Today’s manager must create an ethically healthy climate for his employees, where they can do their work productively with minimal ambiguity about what right and wrong behaviors are. Companies that promote a strong ethical mission, encourage employees to behave with integrity , and provide strong ethical leadership[ can influence employee decisions to behave ethically.

Approaches of the study of OB

Human Resource Approach

Contingency Approach

System Approach

Productivity Approach

Interactionalism

Human Resource Approach

This approach recognizes the fact that people are the central resource in any organization and they should be developed towards higher levels of competency , creativity and fulfillment. People thus developed will contribute to the success of the organisation.

Contingency Approach

This approach assumes that there is no best way available in an organisation. It suggests that in most organisations situations and outcomes are contingent on, or influenced by other variables.

System Approach

The systems approach to OB views the organisation as a united , purposeful system composed of interrelated parts. This approach gives managers a way of looking at the organisation in totality: as a whole person, social system.

Productivity Approach

Productivity is the ration of output to input, is a measure of an organisation ‘s effectiveness. It also reveals the manager’s efficiency in optimising resource utilization .

Interactionalism

This is a relatively new approach to understanding behavior in organisational settings. It assumes that individual behaviour results from a continuous and multidirectional interaction between characteristics of the people and of the situation . This attempts to explain how people select, interpret and change various situations.