WHY TO STUDY

ORGANIZATIONAL
BEHAVIOUR???????
?
THINK AND
ANSWER………
………………
CAN YOU
 WORK ISOLATELY?

 SURVIVE WITHOUT COMMUNICATION?

 WORK IN THE ORGANIZATION WITHOUT

RELATIONSHIPS?

 SURVIVE AS A STRANGER IN A GROUP?

 WORK LIKE A MACHINE?

IF YOUR ANSWER IS NO
THAN………..
YOU REALLY NEED TO STUDY

ORGANIZATIONAL
BEHAVIOUR
B. TECH- VIth Sem
WHAT IS AN ORGANIZATION?
Mc Farland has defined organization as an

“ Identifiable group of people contributing their

efforts towards the attainment of goals”

“ An organization comes into existence when there

are number of persons in communication and
relationship to one another and are willing to
contribute towards a common Endeavour”
NATURE OF ORGANIZATION

Group of persons
Common objectives
Co- ordination & Communication
Division of Work
Chain of Commands
Division Of Activities
Delegation of Authority
COMPONENTS OF
ORGANIZATION
Determination of Objectives
Division of Activities
Fitting Individuals into Jobs
Developing Relationships
Delegation of Authority
Effective Communication
Coordination of Activities
What is Organizational
Structure?

Specification of the jobs to be done within

an organization and the ways in which
they relate to one another. This allows
the organization to achieve its goals. At
some organizations the structure is rigid,
at other it is more flexible.
Determinants of Organization
 Every business needs structure to operate. Organizational
structure varies according to a firm’s mission, purpose, and
strategy.
 Size, technology, and changes in environmental
circumstances also influence structure.

Although all organizations have the same basic

elements, each develops the structure that
contributes to the most efficient operations.
The Building Blocks of Organizational
Structure

The first step in developing the structure of any business,

large or small, involves two activities:
Specialization
Determining who will do what
Departmentalization
Determining how people performing certain tasks can
best be grouped together
Line and Staff Organization—Line do the mainline functions/Staff
assist

Clark Equipment Corp.

Staff
Human
Engineering
Managers Resources
Department
Department

Line Trucks Forks & Small Tools

Managers
Division Earthmovers Division Division

Materials
Purchasing Fabrication Painting Assembly Sales Distribution
Handling

6 - 13
Multiple Forms of Departmentalization
President

Functional Departmentalization
Vice President Vice President Vice President
Marketing Production Finance

Geographical Departmentalization
Texas Plant Oregon Plant Florida Plant
Manager Manager Manager

Product Departmentalization
Consumer Industrial Consumer Industrial Consumer Industrial
Products Products Products Products Products Products
 Organisational Behaviour defined

OB is the field of study that investigates the

impact that individuals, groups, and
structure have on behaviour within
organisations, with the purpose of applying
such knowledge toward improving an
organisation’s efficiency & effectiveness

Def adapted from S.Robbins

‘Organizational Behavior’
 SOME MORE DEFIITIONS
“Organizational Behaviour can be defined as a branch of the social sciences that seeks
to build theories that can be applied to predict, understand and control human
behaviour in the organization”
Raman.J. Aldag

“ Organizational Behaviour is concerned with the understanding , prediction and

management of human behavior in organizations”
Fred Luthans
Characteristics Of Organizational
Behaviour
•Helps us to understand why people &
groups feel and behave the way they do

•Helps us identify processes and techniques

which improve attitudes and work
behaviour thereby improving effectiveness

•Helps us to develop and enhance our skills

as an organisational member & manager
 Nature of OB
•It is an interdisciplinary subject

•It involves systematic study of attitudes

and behaviours of people in organisations
Common sense
•This means attempting to establish cause
and effect based on scientific evidence
INTERDISCIPLINA
•It contrasts with thinking based on RY
‘common sense’ and intuition

SYSTEMATIC STUDY
 Models Of Organizational Behavior

Autocratic
Custodial
Supportive
Collegial
"...and don't forget to empty the
employees' suggestion box."
 Autocratic Model
•In it the manager has the power
and authority to command over the
people.
•Employees have simply to follow
instruction given by management.
•Employees are ordered and
directed to do assigned work.
•Employees are paid minimum
wages for minimum performance.
•In it the communication is one
way i.e. downward only.
 Custodial
•It is based on the economic resources
of the organization rather than on the
personal dependence.

•Managerial orientation moved towards

to pay for employees benefits.

•The employees feel security as they

became dependent on organization.

•In it management decides what

benefits and rewards should be given to
the employees.
 SUPPORTIVE

•This model depends on managerial

leadership.

•The aim of manager is to support

employees in their achievement.

•The focus is primarily on

participation & involvement of
employees.

•It is similar to McGregor’s Theory

Y.
 COLLEGIAL
•The term collegial refers to a body of
people having common purpose.

•It is based on TEAM concept.

•Control is basically through Self-

Discipline.

•Each employee develops high degree of

understanding towards others and shares
common goals.
PEOPL VARIABLES OF OB
E
ENVIRONMEN
T

TECHNOLOGY

STRUCTURE
 PEOPLE
•People make the internal social
system of the organization.

•They consist of individuals and

groups.

•They are formal as well as

informal.
 Environment
•All organizations operate within an
internal and external environment.

•It influences the attitudes of people,

affects working conditions and
provides competition for resources
and power.
 Technology
•It provides the resources
with which people work and
affect the task that they
perform.

•The great benefit of

technology is that it allows
people to do more and better
work

•Example:-ATM, E-banking.
 Structure
•It defines the formal relationship
of people in organization.

•Different jobs are required to

accomplish all of an
organization's activities.

•There are managers and

employees.

•This people have to be related in

some structural way so that there
work can be effectively
coordinated.
 ROLES OF A MANAGER

INFORMATION
AL

INTERPERSON
AL
DECISIONA
L
 INTERPERSONAL ROLES
FIGUREHEAD: representing
the firm at public affairs and
overseeing official functions.

LEADER: motivating,
Guiding and encouraging.

LIAISON: link between

outside and inside people.
 INFORMATIONAL ROLES
MONITOR: monitor activities,
solicit information, gather data
and observe behaviour.

DISSEMINATOR: spreading
of information timely with
clarity.

SPOKESPERSON: representor
of the group.
 DECISIONAL ROLES
 ENTREPRENEUR: managers act in
entrepreneurial ways by constantly trying to
improve their operations. They seek new ways of
using resources, new technologies for enhanced
performance.

 DISTURBANCE HANDLER: Manager always

have the primary responsibility of resolving
problems.

 RESOURCE ALLOCATOR: Managers must

plan to meet their objectives and distribute
resources accordingly.
PERCEPTION
 Perception
is a process
by which individuals organize
and interpret their sensory
impressions in order to give meaning to their
environment.
 Concept Of perception
Perception is the intellectual process through which a
person selects the data from the environment, organizes it,
and obtains meaning from it.

The perception is a psychological process.

People’s actions, emotions, thoughts are triggered by the

perception of their surroundings.
FACTORS INFLUENCING
PERCEPTION
INTERNAL FACTORS:
Needs and Desires

Personality- persons who accept themselves and have

faith in their individuality perceive things favorable,
self accepting individuals perceive themselves as liked,
wanted and accepted by others.

EXPERIENCE
123411156111781
1
FACTORS INFLUENCING
PERCEPTION
EXTERNAL FACTORS
Size: The bigger the size of the perceived stimulus, the
higher is the probability that it is perceived.
Frequency: repeated external stimulus is more
attention attracting than a single time.
Status: High status people can exert greater influence
on perception .
Contrast: Stimuli that contrast with the surrounding
environment are more likely to be attention catching.
ATTITUDES
 ATTITUDE MEANING

Attitudes are evaluative statements, either

favorable or unfavorable, concerning objects,
people, or events. They reflect how one feels
about something.
 DEFINITION
“ An attitude is a tendency or
predisposition to evaluate an object in a
certain way”
--- Kartz and
Scotland
 Nature Of Attitude
Attitudes affect behaviour of a
person.
Attitudes are acquired through
learning over the period of time.
Attitudes can be assessed by
observing behavior of an
individual.
Individual respond favourably
and unfavourably to things in
his environment
All people , irrespective of their
status and intelligence hold
attitudes.
ATTITUDES…
Types of attitude in organizational
setting
These work related attitudes tap positive or negative
evaluations that employees hold about aspects of their
work environment.

They include
 job satisfaction
job involvement and
organizational commitment
 JOB SATISFACTION
Job satisfaction can be defined as a
positive feeling about one’s job
resulting from an evaluation of its
characteristics
PUNCTUAL

MINIMUM
ABSENTEEISM
HIGH
PERFORMANC
 JOB INVOLVEMENT
Job involvement measure the degree to which
people identify psychologically with their job or
consider their perceived performance level
important to self-worth.
ATTACHMEN
T
LOW
TURNOVER
ORGANIZATIONAL
COMMITMENT
Defined as the degree to which an employee identifies
with a particular organization and its goals and wishes
to maintain membership in the organization.

So, high job involvement means identifying with one’s

specific job, whereas high org. commitment means
identifying with one’s employing organization.

LOW
TURNOVER
CARE FOR
WORK
MOTIVATION
Motivation is the key to
continued fruitfulness
 MOTIVATION DEFINED
“ Motivation means a process of stimulating
people to action to accomplish desired goals.”
(SCOTT)

“ Motivation refers to the way in which urges,

drives, desires, strivings and needs directly control
the behavior of human beings”.
( MAC FARLAND)
SUCCESSFUL MOTIVATION
INVOLVES:
•Getting people to do what
you want them to do in terms
of the divinely imparted vision

•When you want them to do it

•The way you want them to do

it

•Because they want to do it

 CONCEPT OF MOTIVATION
•Motivation is:

•To create an urge or desire to do

some better performance.

•To generate the willingness to

use their best effort in performing
their work.

•The force that compel people to

move and instigate them to act.
 THEORIES OF
MOTIVATION
The basic theories of motivation
are:

Maslow’s Need Hierarchy Theory

Herzberg’s Two Factor Theory

Mc Clelland- Achievement
Motivation Theory.

Mc Gregor’s Participation Theories