ORGANISATIONAL BEHAVIOUR an Overview

Organisational Behaviour
Definition-O.B. is a systematic study of the actions and reactions of individuals, groups and subsystems

PEOPLE - consist of individual employees, groups and teams who have to get the work done as well as those outside the organization like customers, suppliers and government officials

Basic Definitions connected with O.B.

Organization: An organization has four essential elements (a) Group of people (b) Interacting with each other (c )In a structured manner (d) Towards a common objective Management: Implies getting things done through and with people Manager: He is the dynamic, life-giving element in every organization.

Basic Definitions connected with O.B. The Manager has the following responsibilities: 1. Managing Managers 2. Managing Worker and Work 3. Managing Time 4. Manager has to manage Resources- 5 Ms- Money, Materials, Machines, Methods and Man. 5. Manager also performs the following functions: Planning, Organizing, Staffing, Directing and Controlling or Leading,Planning,Organizing and Controlling Planning determines what results the organization will achieve Organizing- specifies how it will achieve the results Controlling determines whether the results will be achieved Leading- through planning, organizing and controlling managers exercise leadership

ORGANIZATIONAL BEHAVIOUR 1. O.B. provides managers with the tools to: (a) to understand the behaviour of individuals (b) to understand the complexities of inter-personal relations (c )to examine the dynamics of relationships within small groups both formal teams and informal groups (d) organizations can be viewed as whole systems that have interorganizational relationships

ORGANIZATIONAL BEHAVIOUR O.B. has the following goals 1.Describe, systematically, how people behave under a variety of circumstances 2.Understand why people behave as they do. 3.Predicting future employee behaviour 4.Control at least partially, and develop some human activity at work Managers can utilize the tool of O.B.to influence human behaviour. skill development, team effort and productivity FORCES: There are a wide array of issues and trends that affect the nature of organizations today. They can be classified under four areas PEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT

Organisational Behaviour
JOBS AND TASKSJOB - is the sum total of an individuals assignment at the workplace TASKS - are the various activities that need to be performed to get the job done.

TECHNOLOGY - is the mechanism through which the raw input is converted into finished products
PROCESS- is the way things get done

ORGANIZATIONAL BEHAVIOUR Key forces affecting Organizational Behavior

People Individuals Groups Environment Government Competition Societal pressure Structure Jobs Relationships

Organizational Behavior

Technology Machinery Computer hardware&software

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O. B. Definitions O.B. is a field of study that investigates the impact that individuals , groups and structures have on behaviour within organizations for the purpose of applying such knowledge towards improving an organizations effectiveness. O.B. can be defined as the systematic study of the actions and reactions of individuals, groups and sub-systems. O.B. is the study and understanding of individual and group behaviour, patterns of structure in order to to help improve organizational performance and effectiveness. O.B. is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most central- its concern with individual and group patterns of behaviour makes it an essential element in dealing with the complex behavioural issues thrown up in the modern business world. O.B. is an inter-disciplinary behaviour science studying phenomena and dynamics(processes) of organizations and their various units.

Bases of Organizational Behaviour

1.Psychology: The science or study of individual human behaviour 2. Sociology: The study of group human behaviour 3. Social Psychology:Studies influences of people on one another 4. Anthropology:Study of the human race, and culture 5. Political Science:Behaviour of individuals in political env.

Organisational Behaviour
Job Requirements, Group, Behaviour and Outcomes
Requirements of Jobs
Tasks Activities Division of Labour Coordination of Activities

Formal Group

Informal Group

Psychological Group

Required Behaviour -Activities -Interaction

Emergent Behaviour -Activities -Interactions -Sentiments Outcomes

We Feeling -Psychological awareness and identification with group - Performance - Productivity - Satisfaction of organisational members

Group Processes - Norms - Cohesion etc.

Difference between Work Groups and Teams

Aspects Purpose Work products Process Leadership Meetings Accountability Evaluation Work groups Same as orgn. Individual Discuss,decide,del A single leader Efficient Individual Indirect Teams Specific Collective Discuss,decide,do Shared Open,problem sol Individual,mutual Direct(collective work products)

Managers and their Internal and External Environments

External Environment Market Labour Market

Internal Environment
Cultural
PEOPLE Individuals Groups

Economic

Govt.

STRUCTURE Roles Position Hierarchy

MANAGERS & Managerial Processes

EE

Political
JOBS Tasks Activities

Technological External

Internal

TECHNOLOGY Machines & other Mechanisms

Social

Environment Environment

Evolution of Management Thought

History of management.ppt
Organizational Behaviour

1970s
Human Relations Hawthorne Studies

1940s
Classical Organization Theory Scientific Management

1900s

Meaning & Definition of Human Resource

According to Leon C Magginson The term human resources can be thought of as the total knowledge, skills, creative abilities, talents and aptitudes of an organisations workforce as well as the value attitudes and beliefs of the individuals involved.

Scope of Importance of HR

Human Resource Planning Job Analysis and Design Recruitment and Selection Orientation and Placement Training and Development Performance Appraisals Job Evaluation Employee remuneration Motivation and communication Welfare and Safety and health Industrial relations

Roles and Responsibilities of a HR Manager

Policy initiation and formulation Advisory Role Problem Solver Role Mediator Role Welfare Role Representative Role Decision Making Role Conducts Research Management and Training Effective Communication etc.

Qualities of a HR Manager
Fairness and firmness Tact and Resourceful Personal Integrity Sense of social responsibilities Sympathy and Considerate Knowledge of labour and other terms Communication Skills etc.

The Models of Organisational Behaviour

Keith Davis recognises four different models of OB. These models show evolution of the thinking and behaviour on the part of management and managers alike. 1) 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 survival. The performance result is minimal.

2) Custodial Model

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 organisation. The employee need that is met is security. The performance result is passive cooperation.

3) Supportive Model

The basis of this model is leadeship 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 recognition. The performance result is awakened drives.

4) Collegial Model

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

Although there are four separate models, almost no organisation operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping the other models.