ORGANISATIONAL

BEHAVIOUR
UNIT - 1

Definition
Organizational behaviour, is a study and

application of knowledge about human

behaviour as individuals and in groups in
orgns strives to identify ways in which
people can act more effectively.
The understanding, prediction and
management of human behaviour in
organisations.
Is an applied science- best practices in one orgn
can be communicated to others
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What is Organizational Behavior?

Insert Figure 1.1 here

Why Study Organizational

Behavior
Understand
organizational
events

Organizational
Behavior
Research
Influence
organizational
events

Predict
organizational
events

Goals
Describe how people behave under a variety

of conditions
Understand why people behave as they do
Predict future employee behaviour
Control and develop human activity at work to
improve productivity, skill improvement, team
effort, etc

Forces
People- individuals and groups
Structure- jobs and relationships
Technology-machinery, computers
Environment-govt, competition, social

pressures.
All the above forces interact on each other
resulting in OB.

Generalisations about human behaviour

> happy workers are productive workers.

> Individuals are most productive when the
boss is friendly, reliable and unassuming.
> Interviews are effective selection devices.
> Everybody likes a challenging job
> People will have to be bullied/intimidated to
make them to do their jobs.
> Money motivates all.
> People are more concerned about their own salaries
than others.
> Members of effective groups do not quarrel among

Levels of Analysis
Organizational Level
Group Level
Individual
Level

Four Principles of
Scientific Management
1. Study the way employees perform their
tasks, gather informal job knowledge that
employees possess, and experiment with
ways of improving the way tasks are
performed.
2. Codify the new methods of performing tasks
into written rules and standard operating
procedures.

Four Principles of
Scientific Management
3. Carefully select employees so that they
possess skills and abilities that match the
needs of the task, and train them to perform
the task according to the established rules
and procedures.
4. Establish an acceptable level of performance
for a task, and then develop a pay system
that provides a reward for performance above
the acceptable level.

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The Hawthorne
Studies
Hawthorne Works of the Western Electric Company

near Chicago; 1924-1932 these studies mark the

starting point of the field of Organisational
Behaviour
Initiated as an attempt to investigate how
characteristics of the work setting affect employee
fatigue and performance (i.e., lighting).
Found that productivity increased regardless of
whether illumination was raised or lowered.
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Contributing Disciplines to the OB

Field

EXHIBIT

1-3a
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Contributing Disciplines to the OB Field

EXHIBIT

1-3c
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Contributing Disciplines to the OB Field

EXHIBIT

1-3b
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Contributing Disciplines to the OB Field

EXHIBIT

1-3c
15

Contributing Disciplines to the OB Field

EXHIBIT

1-3d
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Contributing Disciplines to the OB Field

EXHIBIT

1-3f
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Models of OB
autocrat Custodial
ic

Supportive Collegial

Power

Economic
resources

Leadership

Partnership

Managerial
orientation

Authority

Money

Support

Teamwork

Employee
orientation

Obedience

Security

Job

Responsibilit
y

Model depends on

Dependenc
Employee
Dependen
e on
Participation
psychological result ce on boss organizatio
n
Employees needs
met
Performance result

Selfdiscipline

Subsistenc Maintenanc
SelfHigher-order
e
e
actualization
Minimum

Passive
cooperation

Awakened
drives

Moderate
enthusiasm

Autocratic

Autocratic
The basis of this model is power managerial

orientation of authority.
Those who are in command must have the

power to demand you do this or else

Autocratic
The employee in turn are oriented towards

obedience & dependence on boss.

The employee need that is met is subsistence.
The performance result is

minimal.

Autocratic
Usefulness
Acceptable approach to guide managerial
behavior when there where no well known
alternatives.
Useful under some extreme conditions such

as organizational crises.

Custodial

Custodial Model
The basis of this model is economic resources

with managerial orientation of money.

The employee in turn are

oriented towards security.

Custodial Model
The employee need that is met is security.
Employee feel with reasonable containment.
Most employees are not producing anywhere

near there capacities.

The performance result is

passive co-operation.

Supportive

Supportive Model
The basis of this model is leadership with a

managerial orientation of support.

The employees in turn are oriented towards

job performance & participation

Supportive Model
Psychological result is a feeling of

participation & task involvement in the

organization.
Employees may say we insisted of they .

Supportive
Model

Employees are strongly motivated because

their status & recognition needs are better
met thus they have awakened drive for work.

Collegial

Collegial Model
The basis of this model is partnership with a

managerial orientation of teamwork.

The result is that employees feel needed &

useful.

There is at least
one thing that
cannot be done
without you.

Collegial Model
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

SOBC Model
This model is based on the assumption that

every behavior is caused. What we see are

the consequences of the behavior shown by
organism due to stimulus(SUPPORTING
FACTOR):
SOBC model is based on the very practical
philosophy of human behavior that: every
behavior is caused & follows the CauseEffectrelationship.

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SOBC

Stimulus

SOBC
The Stimulus

is the cause that may be overt or covert,

physical, social,psychological, technological,
environmental etc.
The Organism
can be individual or a group. They have
cognitive mediators with physiological
existence.

SOBC
The Behaviour

the response to the stimulus and organism.

The Consequences
are expressed as the results that may be overt
orcovert. Positive or negative and can have
effects on environmental dynamics and
applications.

Thank you

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