Organizational Behaviour

INTRODUCTION
The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individual sare likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Great importance therefore must be attached to the study. Researchers, management practitioners, psychologists, and social scientists must understand the very credentials of an individual, his background, social framework, educational update, impact of social groups and other situational factors on behaviour. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behaviour forecasting. The value system, emotional intelligence, organizational culture, job design and the work environment are important causal agents in determining human behaviour. Cause and effect relationship plays an important role in how an individual is likely to behave in a particular situation and its impact on productivity. An appropriate organizational culture can modify individual behaviour. Recent trends exist in laying greater stress on organizational development and imbibing a favourable organizational culture in each individual. It also involves fostering a team spirit and motivation so that the organizational objectives are achieved.

The scope of the organizational behaviour is as under:

(a) Impact of personality on performance
(b) Employee motivation (c) Leadership (d) How to create effective teams and groups4 ORGANIZATIONAL BEHAVIOUR (e) Study of different organizational structures (f) Individual behaviour, attitude and learning (g) Perception (h) Design and development of effective organization (i) Job design (j) Impact of culture on organizational behaviour (k) Management of change (l) Management of conflict and stress (m) Organizational development (n) Organizational culture (o) Transactional analysis (p) Group behaviour, power and politics (q) Job design (r) Study of emotions

DEFINITIONS
Organizational behaviour can be defined as the study and application of knowledge about human behaviour related to other elements of an organization such as structure, technology and social systems (LM Prasad). Stephen P Robins defines Organizational behaviour as a systematic study of the actions and attitudes that people exhibit within organizations. It has been observed that we generally form our opinion based on the symptoms of an issue and do not really go to the root cause of the happening. Science of organizational behaviour is applied in nature. Disciplines like psychology, anthropology and political science have contributed in terms of various studies and theories to the field of organizational behaviour. A leader should be able to communicate with his subordinate and keep them in picture as to the happenings in the organization. People promote organizational culture for mutual benefit. Power dynamics plays a significant role in organization situations in different environment.

Leadership and Organizational Behavior

Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets peopleorganization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.

Elements of Organizational Behavior

The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.

Models of Organizational Behavior

There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):

Autocratic The basis of this model is power with a managerial orientation of authority. The
employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

Custodial The basis of this model is economic resources with a managerial orientation of
money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

Supportive The basis of this model is leadership with a managerial orientation of support. The
employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

Collegial The basis of this model is partnership with a managerial orientation of teamwork. The
employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

Although there are four organization operates usually be a predominate over-lapping in the other

separate models, almost no exclusively in one. There will one, with one or more areas models.

The first model, autocratic, has its roots in the industrial revolution. The managers of this type of organization operate mostly out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one best model. In addition, the collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.

What is Culture?
organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that's difficult to express distinctly, but everyone knows it when they sense it Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies, strategies, image, products, services, appearance, etc. The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well.

There's been a great deal of literature generated over the past decade about the concept of organizational culture -- particularly in regard to learning how to change organizational culture. Organizational change efforts are rumored to fail the vast majority of the time. Usually, this failure is credited to lack of understanding about the strong role of culture and the role it plays in organizations. That's one of the reasons that many strategic planners now place as much emphasis on identifying strategic values as they do mission and vision.

Types of Culture
There are different types of culture just like there are different types of personality. Researcher Jeffrey Sonnenfeld identified the following four types of cultures.

Academy Culture
Employees are highly skilled and tend to stay in the organization, while working their way up the ranks. The organization provides a stable environment in which employees can development and exercise their skills. Examples are universities, hospitals, large corporations, etc.

Baseball Team Culture

Employees are "free agents" who have highly prized skills. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations, such as investment banking, advertising, etc.

Club Culture
The most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority. Examples are the military, some law firms, etc.

Fortress Culture
Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car companies, etc.

Understanding the Culture of Your Organization

Quite often, a leader has a very good sense of the culture of their organization. They just havent made that sense conscious to the extent that they can effectively learn from, and lead within, the culture. Different people in the same organization can have different perceptions of the culture of the organization. This is especially true regarding the different perceptions between the top and bottom levels of the organization. For example, the Chief Executive may view the organization as being highly focused, well organized and even rather formal. On the other hand, the receptionist might view the organization as being confused, disorganized and, sometimes, even rude. Here are some basic guidelines to help a leader assess the culture of their organization.

1. Understand some of the major types of cultures. There are a number of research efforts that have produced lists of different types of culture. You can start by reviewing the very short list in the previous subsection, Major Types of Cultures. 2. Describe the culture of your organization. Consider what you see and hear, not what you feel and think. Answer the following questions. a. Who seems to be accepted and who doesnt? What is it about those who are accepted as compared to those who arent? b. What kinds of behaviors get rewarded? For example, getting along? Getting things done? Other behaviors? c. What does management pay the most attention to? For example, problems? Successes? Crises? Other behaviors? d. How are decisions made? For example, by one person? Discussion and consensus? Are decisions made at all? Note that there may not be close alignment between what the organization says it values (for example, creativity, innovation, team-building) as compared to what youre actually seeing (for example, conformity, individualism). This disparity is rather common in organizations. You might explain this disparity to other leaders in the organization. An ideal time to address this disparity is when developing a values statement during the strategic planning process.

Influencing Culture of Your Organization

There are four primary ways to influence the culture of your organization. Emphasize whats important. This includes widely communicating goals of the organization, posting the mission statement on the wall, talking about accomplishments and repeating what you want to see in the workplace. Reward employees whose behaviors reflect whats important. Discourage behaviors that dont reflect whats important. There is no need to punish or cause prolonged discomfort. Rather, you want to dissuade the employee from continuing unwanted behaviors by giving them constructive feedback, verbal warnings, written warnings, or firing them. Model the behaviors that you want to see in the workplace. This is perhaps the most powerful way to influence behaviors in the workplace. For example, if you want to see more teamwork among your employees, then involve yourself in teams more often.

ORGANIZATIONAL CULTURE:
Every Organization has a culture. It has its own cultural forms that constitute the expected, supported and accepted way of behaving. These norms are mostly unwritten and tell employees the way things really are. These influence everyone's perception of the business from the chief executive to the lowest rank. Employees from all cadres of any organization contribute to the success or failure of the organization, to the norms by accepting and supporting them.

ORGANIZATIONAL CULTURE: CONCEPTUAL FRAMEWORK

Stanley Davis commented on this concept as follows: corporate culture is the pattern of shared beliefs and values that give the member of an institution meaning and provide them with the rules for behaviour in their organization.

Campbell, Dunnelte and Lawler have commented that organizational culture is concerned with how employees perceive the six basic characteristics such as individual, autonomy, structure, reward, consideration and conflict. Every organization will have its own word to describe what it mean by culture, Some of them are core, ethos, ideology, manner, patterns, philosophy, purpose, roots, style, vision and way.

CONSTITUTES OF THE CULTURE

Davis says that ''People have all sorts of beliefs from profound to trivial''. Corporate culture is made up of the two dimensions, viz guiding beliefs and daily beliefs. Guiding beliefs, they come in two varieties. There are external beliefs about how to compete and how to direct the business and there are internal beliefs about how to manage, how to direct the organization. These are the roots and principles upon which the organization is built the philosophical foundation of the organization. They are held in the realm of universal truths and are broad enough to accommodate any variety of circumstances. Daily beliefs are rules and feelings about everyday behavior. They are situational and change to meet circumstances. They tell people the ropes to skip and the ropes to know.

FUNCTIONS OF ORGANISATIONAL CULTURE

A growing organization cannot neglect its human side. Employees are the real fortune makers who make the organization a strong and growing unit. It becomes necessary for management to nurture the spirit of oneness and to develop an organizational entity. Organisational culture performs four different types of functions. (i) The fooling of organisational identify No Organization can grow without strong commitment of its employees to the cause of organization. Organisational culture has its own ability to attract develop and keep talented people. (ii) Collective Commitment Organisational development is the result of group efforts. Culture is that invisible bond of emotions and feeling that ties employees at various levels to develop collective commitment.

(iii) Socialization of Members The organizational culture develops uniform system of promotions, remuneration and behaviour patterns which can socialize the employees without any group conflicts and ideological clashes. (iv) Desired Behavioural Pattern The employees must understand their surroundings; they should learn to behave according to basic philosophy of business. No organization can succeed for a long if it has not given proper understanding of its surroundings to its employees. IMPACT OF ORGANISATIONSAL CULTURE ON EMPLOYEE MORALE

The nature of corporate culture that exists in a company is going to decide the degree to which the desired results from the employees are obtained. The common perceptions of the individual members about the organisation determines the types of the organisational culture, individuals with realm of universal truths and are broad enough to accommodate any variety of circumstance. An organisation culture consists of two primary components. (i) The primary value of the organization and (ii) The existing management style and systems. These two components significantly determine the degree to which the desired result from the employees is obtained. The value system to which the employees support directly or indirectly or by their behaviour indicates the direction in which organizations are likely to move in the future. A strong culture is a powerful lover for guiding behaviour. It helps the employees to do their job better. The essence of the organizational culture can be stated in its five characteristics namely. (i) Individual autonomy (ii) Organisational Structure (iii) Reward organisation (iv) Consideration and (v) Conflict Organisationals culture is concerned with how employees perceive each of the five characteristics slated above whether it may be positive or negative. An effective culture is a system of informal rules that spell out how employees are behaving most of the time. It also enables people to feel better about what they do, so they are more likely to work harder. It provides a sense of common direction and guidelines for day to day behaviours. CONCLUSION Culture helps the organization to accomplish what it desires to achieve. The corporate culture as a management programme has great motivating impact to motivate employees to improve their own and organizational performance. REFERENCES 1. Robbins S.P, Organisational behaviour cases,concepts,and controversies, Printice hall of India, New Delhi 1993. 2. Fred Luthans, Organisational behaviour, Mcgraw hill inc, 1993.

Assignmen t On Organizational Behaviour

(Organizational Behaviour and working Industry) Culture in Morden

Submitted by:M.Raja Lakshmi,BBA Reg no:FMBA3 Submitted To:Mr.Balaji Submitted on :16/09/2011