Introduction to Organizational Behavior

INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

All in all, a wealth of (Organizational Behavior) strategies are available to help practitioners improve their organization's operations__Karlene H. Roberts. People tend to be very effective at managing relationships when they can understand and control their own emotions and can empathize with the feelings of other. Daniel Goleman

INTRODUCTION A group of people who work independently towards some purpose is known as organization. This concept of organization came long before. It combined many people with many systems to achieve a goal. The response of the organization or system to various stimuli of inputs, internal or external, conscious or unconscious, overt of covert and voluntary or involuntary is known as human behavior. It is the outcome of a persons attitude. Manages under the behavior of human, identify their needs and take proper measures accordingly. The study and application of knowledge about human behavior related to other elements of an organization such as structure, technology and social system is known as organizational behavior. The objectives are set to move towards a goal and the same to be interpreted to all concerns. The importance of this subject matter is beyond expression to optimize the output. Understanding the models, key forces, functions, fundamental concept, characteristics, fields elements etc make the managers to function the organization effectively. There are many challenges to be faced and opportunities to be explored. All human being are separate and considered as a whole person. Their behavior and thinking process are also different to each other, there by they need different things in the own ways. A manager in charge must understand the subject matter to run an organization and bring it to an optimized state.

Introduction to Organizational Behavior

ORGANIZATION, BEHAVIOR AND ORGANIZATIONAL BEHAVIOR Organization Organizations are social entities. It is very essential for everybody who likes to work with or manage, to know how they operate. We cannot present an all-comprehensive definition of organization. We are giving hereunder some definitions of organization as a system. Many others have defined OB, which is as follows. 1. Pfiffner and Sherwood: Organization is the pattern of ways in which large numbers of people, too many to have intimate face to face contact with all others, and engaged in a complexity of tasks, relate themselves to each other in the conscious, systematic establishment and accomplishment of mutually agreed purpose.

2.

E.H. Scheni: The organization is the rational co-ordination of the activities of number of people for

the achievement of some common explicit purpose or goal, through division of labour and function, and through a hierarchy of authority and responsibility.

3. Bakke: however gives a more elaborate definition of organization. He defines it as a continuing system of differentiated and coordinate human activities utilizing, transforming and wedding together a specific set of human, material, capital, ideational, and natural resources into a unique problem solving whole engaged in satisfying particular human needs in interaction with other systems of human activities and resources in its environment. 4. Organizations are groups of people who work interdependently toward some purpose. Organizations are not buildings or other physical structures. Rather, they consist of people who interact with each other to achieve a set of goals. Employees have structured patterns of interaction,
Organizations are defined as Groups of people who work interdependently toward some purpose.

meaning that they expect each other to complete certain tasks in a coordinated wayin an organized way. Organizations also have a collective sense of purpose, whether it is producing oil or creating the fastest Internet search engine. 5. A company is one of humanitys most amazing inventions, says Steven Jobs, CEO of Apple

Computer and Pixar Animation Studios. Its totally abstract. Sure, you have to build something with bricks and mortar to put the people in, but basically a company is this abstract construct weve invented, and its incredibly powerful. 6. Organization is a consciously co-ordinate social unit composed of two or more people that function

in a relativity continuous basis to achieve a common goal or set of goals.

Introduction to Organizational Behavior

7. 8. Organization is defined as sequential or spatial (or both) form in which a body of knowledge, data, Organization is defined as social unit of people systematically arranged and managed to meet a need

people, things, or other elements, is purposefully arranged. or to pursue collective goals on a continuing basis. All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems that are affected by the environment beyond their boundaries. Behavior Behavior is a way of action. It is basically goal oriented. In other words our behavior is generally motivated by a desire to attain a goal. The specific goat is not 'always consciously known by the individual. Many times we wonder "why did - I do that?" The reason for our action is not always apparent to the conscious mind. The drives that motivate distinctive individual behavioral patterns are to a considerable degree subconscious and therefore not easily susceptible to examination and evaluation. 1. The basic unit of behavior is an activity. In fact, all behavior is a

series of activities. As a human being, we always do something: walking, talking, steeping`, etc. and sometimes we do more than one activity at a time. Sometimes, we decide to change from one activity to another. Why do we do so? or why do people engage in one

Behavior is the response of an individual or group to an action, environment, person, or stimulus.

activity and not another ? A manager must understand, predict and control the activities of a person at a given moment. To predict behavior, manager must know which motives or needs of people evoke a certain action at a particular time. 2. Behavior is the response of an individual or group to an action, environment, person, or

stimulus. 3. Behavior is defined as the actions of an organism or system, usually in relation to its environment, which includes the other organisms or systems all around. 4. Behavior is defined as the response of the organism or system to various stimuli or inputs;

whether internal or external, conscious or subconscious, overt or covert, and voluntary or involuntary. 5. Behavior is the actions or reactions of a person or animal in response to external or internal

stimulating. 6. Behavior can be conscious or unconscious, overt or covert, and voluntary or involuntary. It is the action or reaction of any material under given circumstances.

Introduction to Organizational Behavior

Organizational Behavior (OB) Many scholars have defined organizational behavior differently. These are as follows: 1. The Organizational behavior is a field of study that investigates the impact that individuals,

groups and organizational structure have on behavior within the organization, for applying such knowledge towards improving an organizational effectiveness. The above definition has three main elements; first organizational behavior is an investigative study of individuals and groups, second, the impact of organizational structure on human behavior and the third, the application of knowledge to achieve organizational effectiveness. 2. Organizational behavior is the study of what people

think, feel, and do in and around organizations. OB researchers systematically study individual, team, and organizational level characteristics that influence

Organizational Behavior (OB) is the study of what people think, feel and do in and around organizations.

behavior within work settings. By saying that organizational behavior is a field of study, we mean that OB experts have been accumulating a distinct knowledge about behavior within organizations. 3. The study of people at work is generally referred to as the study of organizational behavior.

Organizational behavior (often abbreviated as OB) studies the influence that individuals, groups, and structure have on behavior within Organizations. 4. Organizational behavior can be defined as -"the study and application of knowledge about human

behavior related to other elements of an organization such as structure, technology and social systems _LM Prasad. 5. "Organizational behavior as a systematic study of the actions and attitudes that people exhibit

within organizations." _ Stephen P Robins 6. Organizational behavior is an academic discipline concerned with describing, understanding,

predicting, and controlling human behavior in an organizational environment. The field is particularly concerned with group dynamics, how individuals relate to and participate in groups, how leadership is exercised, how organizations function, and how change is effected in organizational settings. When organizational behavior theory is directed specifically at ways in which management can control an organization, it is sometimes known as organizational behavior management.

Introduction to Organizational Behavior

Seven Foundation Competencies 1. Managing Self. 2. 3. 4. 5. 6. 7. Managing Communication Managing Diversity Managing Ethics Managing Across Cultures Managing Teams Managing Change 1. Self

M A N A G I N G

2. Communication 3. Diversity 4. Ethics 5. Across Cultures 6. Teams 7. Change

OBJECTIVES OF ORGANIZATIONAL BEHAVIOR The objectives are set by organizations with an aim to implement; here are some of them: 1. Improving Managerial Activities: The paramount importance of managing people is being

recognized. Regardless of weather it is called, "the leading function" interpersonal role, human skill, or human resource management, communication or network activities. It is clear that manager need to develop their people skill if they are going to be effective and successful, OB play an important role in this regard. 2. Improving Quality and Productivity: Every organization around the world added capacity in

response to increase demand. Excess capacity translates with increase competition. An increase competition is forcing manager to reduce cost at the same time quality of the products. 3. Improving Customer Service: Organization behavior can contribute to improving an

organization performance by showing manager how employee attitude behavior is associated with customer satisfaction. Therefore, management needs to create customer responsive culture. OB can provide considerable guidance in helping manager create such culture. 4. Improving Peoples Capabilities: Organization behavior can help to explain and predict the

behavior of people at work. In additions to that, it can help to gain insight into people capabilities that we can use for job. OB helps to motivate people, improving listening skill and help to create a more effective team. 5. Provide Power to People: To achieve the organizational goal and ensuring the participation of

all employee toward goal manage proved source control and autonomy to the employee,

Introduction to Organizational Behavior

organizational behavior help the manager regarding the size manager are putting employee in charge of what they do. 6. Stimulating Creation: Todays successful organization must foster creation and make the art of

change. An organization employee can be the inputs for creation ad change. The field of OB provides a wealth of ideas and technique to aid n realizing these goals. 7. Help in employee balance work: Employees are increasingly complaining that the line between

work and non-work time has become blurred, creating personal conflicts and stress. Organization offer a number of suggestions to guide manager in designing work force and job that can help the employee deal with balance work time. 8. Improving ethical behavior: Member of organization are increasingly finding themselves facing ethical dilemma situation in which they are required define right and wrong conduct. Organization behavior helps this manager to improving the ethical behavior of the employee. 9. Understanding the employees better: Organizational behavior studies help us to understand

why employees behave the way they do, and thereby predict how they are going to behave in the future. 10. Understand the culture of an organization: Most societies in the developed world are

becoming multicultural societies. In this context, it is important to understand the diversity of societal culture and its bearings on the culture of an organization. 11. Understand how to develop good leaders: Organizational behavior patterns help in

predicting who among the employees have the potential to become leaders. They also teach us bow to mold these employees so that their leadership potential is utilized to its fullest. Develop a good team: An organization is only as good as the weakest member of its team. 1t is essential that all members of the team work in coordination and are motivated to work together to achieve the best results. The teamwork theories of organizational behavior are an essential tool in the hands of any manager. 12. It sounds more complex than it really is. Once you have understood the principles behind

Organizational behavior, it is easy to manage them. Once you have been able to communicate these theories to the members of your organization effectively, the positive results are manifold, and it makes all the effort worthwhile. This is the major reason why Organizational Behavior studies have become such an essential part of any business and of any management course.

Introduction to Organizational Behavior

Dsecribe Prediction

Understand Control

GOALS OF ORGANIZATIONAL BEHAVIOR Most Sciences share four goals to describe, Understand, Predict, and Control some phenomena. These are the goals of organizational behavior. 1. Describe: Systematically, how people behave under a variety of conditions, for achieving this goal allows managers to communicate about human behavior at work using a common language.

2.

Understand: Managers would be highly frustrated if they could only talk about behaviors of

their employees, but not understand the reasons behind those actions. Therefore, inquisitive managers learn to probe for underlying explanations. 3. Prediction: Ideally, managers would have the capacity to predict which employees might be

dedicated and productive or which ones might be absent, tardy, or disruptive on a certain day. 4. Control: Managers are held responsible for performance outcomes; they are vitally interested in being able to make an impact on employee behavior, skill development, team effort, and

Introduction to Organizational Behavior

productivity. Managers need to be able to improve results through the actions of their employees take and organizational behavior can aid them in their pursuit of this goal.

FACTOR AFFECTING ORGANIZATION BEHAVIOR The main objective of an organization is to achieve its goal by applying direction of activities to the employee. The following factor affects to achieve the organization goal. 1. Bounded Rationality: The capacity of the human mind for formulating and solving complex

problem is far too small to meet the requirement for full rationality, individual operate within the confines of boundary rationality. People extract the essential feature from problems capturing all their complexities. 2. Increased Foreign Assignment: Due to globalization effect regularly, increase the foreign

assignment that leads to transferred employee and operation division or subsidiary in another country. There have to mange a work force that is likely to be very difficult. 3. Managing Work Force Diversity: Work force diversity means that organization is becoming

heterogeneous mixture of in term of gender, race, age and ethnicity. Managing this diverse force becomes a global concern. 4. Responding to Out-Sourcing: In line with globalization skill manpower are recruited by many countries from outside of their country. So many employee works beyond their own culture. This is an important factor to manage the organization behavior within the organization. 5. Working in Network Organization: Computerization, the internet and the ability to link

computer within the organization and between organizations have created a different work place for many people-a network organization. It allows people to communicate and work together maybe thousand miles apart. For this reason, manager needs to develop new skill to manage the situation. 6. Technology: The great benefit of technology is that it allows people to do more and better work. However, it also restricts people in many ways. It has cost and as well, as benefit. The technology advances in its own way, place-increased pressure on OB to maintain the delicate balance between technical and social system.

IMPORTANCE OF ORGANIZATION BEHAVIOR The importance or benefits of organizational behavior are as follows:

Introduction to Organizational Behavior

1.

To Increase Efficiency: Efficiency defines the ratio of effective output to the input required to

achieve it. Organization behavior helps to increase the skill of the employee and develop relation between manager and employee. It helps to achieve the organization goal by increasing the efficiency of the organization. 2. To Increase Job Satisfaction: Job satisfaction is defined as a collection of feeling that an

individual holds towards his/her job. Job satisfaction represents an attitude rather than a behavior. If an employee in an organization satisfied with his/her job the efficiency by the organization will be enhanced. 3. Reduce Turnover: Turnover is the voluntary and involuntary permanent withdrawal from an

organization. A high rate of turnover results in increased recreating, selection and training art. Organizational behavior helps to reduce the turnover role of an organization that will help the organization. 4. Enhance Organization's Citizenship Behavior: Organization's citizen behavior is discretionary

behavior that is not part of employee formal job requirement, but that promote the effective functioning of the organization. Successful organizations need employee who will do more than their usual duties. In today's dynamic work place, it is essential for organization performance. 5. Reduce Absenteeism: absenteeism is defined as the failure report to work. And absenteeism as

become a huge cost and disruption to employers. It is obviously difficult for an organization to operate smoothly and to attain its objectives if employee fails to report to their job. OB plays an important role to reduce absenteeism. 6. Working with People of Different Culture: Even in our own country, we are going to you

working with boss, peers and other employees we are born and raised in different culture. Our style of communication maybe straight forward and open, but they may find this approach uncomfortable and threatening. To work effectively with the people you will need to understand how their culture and religion have shaped them. OB helps in many ways regarding this issue. 7. Improving Managerial Role: Manager play different kind of role that is interpersonal role,

informational role, decisional role and leadership role. OB helps the manager to improve the following role that leads to achieve the organizational goal. 8. Improving Management Skill: What managers do is to look at the skill or competitiveness.

They need to achieve the organization goal. The skill is needed for organization is technical skill,

Introduction to Organizational Behavior

Human skill and conceptual skill. Organizational behavior helps to build these skills.

BENEFITS OF ORGANIZATIONAL BEHAVIOR There are four basic benefits of Organizational Behavior: 1. 2. 3. Organizational Behavior helps to identify and describe systematically how people of the Organizational Behavior helps to determine and understand the reason why people in the Organizational Behavior helps to predict the future behavior of the employees in the

organization behave under a variety of conditions in the Organization. organization behave like this. organization. 4. Organizational Behavior helps to control the behavior of the people of the Organization for the purpose of their effective and efficient performance towards the accomplishment of goals.

FUNCTION OF ORGANIZATION BEHAVIOR Every organization's, stated or unstated philosophy, value vision, mission and goal, these items combine to create a culture in which personal attitude situational factor influence. Organizational behavior describes the following functions: 1. Motivate Employee Behavior: People behave under variety of consequences. Manager

communicates the employee at work with reward that helps to motivate the pupil to work the organization goal. Organization behavior helps to change the mind of employee toward organization goal. 2. Understand the Employee Behavior: Another function of OB is to understand why people

behave as they do. Managers would be highly trusted if they could only talk about behave of the employees but not understand the reason behind those action. Organization behavior helps to understand the behavior of an employee under efficient situations. 3. Prediction of Employee Behavior: Predicting the future behavior of an employee is another

function of OB. Ideally manager would have the capacity predict which employee might be dedicated and productive or which one might be absent. OB help the manager to predict the behavior of employee in an organization.

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Introduction to Organizational Behavior

4. Control the Manager Behavior: The function of an organization behavior is to control the

behavior of an employee at work. Since manager are held responsible for performance outcome. They are vitally interested in being able to make an impact on employee behavior. Skill development learns effort and productivity. Therefore, OB helps the manager in this regard. 5. Reduce Undesirable Behavior: Organization behavior will be use to limit the undesirable

behavior of the employee. Some time empowerment of employee creates some undesirable activity that make an impact in achieving organizational goal. Organizational behavior plays an important role to limit that undesirable behavior. 6. Better Management: Organization behavior uses human tool for human benefit. It applies

broadly to the behavior of people to manage the organization in a better way.

KEY FORCES OF ORGANIZATION BEHAVIOR There are four key forces of OB, namely- People, Structure, Technology and Environment. 1. People: People make up the internal social system of the organization. People are the living

things, feeling being who work in the organization to achieve their objectives. We must remember that organization exists to serve people, rather than people existing to serve organization. 2. Structure: Structure defines the formal relationship and use of people in organization. This

people have to be related in some structural way so that their work can be effectively coordinated. Many firm use team based structure.

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Introduction to Organizational Behavior

1. PEOPLE

4. ENVIRONMENT

2. STRUCTURE

OB

3. TECHNOLOGY

KEY FORCES OF OB KEY FORCES OF OB

3. Technology: Technology provides the resources with which people work and affects the task that they perform. The technology used has a significant influence on working relation-ship. The great benefit of technology is that it allows people to do more and better work. 4. Environment: All organization operates with an internal and external environment. Numerous

changes in the environment create demand on organization. Individual organization cannot escape being influenced by this external environment.

FUNDAMENTAL CONCEPT OF ORGANIZATION BEHAVIOR

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Introduction to Organizational Behavior

Organizational Behavior starts with a set of fundamental concepts revolving around mainly the people and the organization. 1. Individual Difference: The people have much in common but each person in the world is also

individually different. The idea of individual difference is supported by science. The ideas of individual difference come originally from psychology. 2. Perception: People look at the world and see things differently. Even when presented with the

same object two people may view it in two different ways. The view of other objectives environment is filtered by perception. 3. A whole person: FUNDAMENTAL CONCEPT Perception A whole person Motivated behavior Human Dignity

Although some organizations way wish, they could employ only a persons skill or brain. They actually employ a whole person rather than certain characteristics when arrange management principals behavior, of it is applies trying the to organization Individual Difference

develop a better employee. 4. that Motivated behavior: normal behavior has

From psychology, we learn certain causes. This may relate to a person's need or the consequences that result from

it. In case of need, people are motivated not by what we think they ought to have but by what they want. 5. Human Dignity : This concept of human dignify is-quite different form the above three

concepts about the nature of man. People unlike other factors of production should be treated differently as they are of the higher order in the universe and they should be treated with respect and dignity. The job may be simple bu the people doing it expect recognition of their abilities.

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Introduction to Organizational Behavior

CHARACTISTICS OF ORGANIZATION The above definitions present the following characteristics of an organization : 1. Modern organizations are too large in terms of number of people in employment and in terms of the amount of investment. Direct contact between employer and employees is not possible in modern organization. 2. Modern organization involves huge investment and complicated technology, their management

and operation is a complex affair. It needs assistance "from specialists at all levels. 3. There must be mutually agreed purpose because all activities in an organization are goal-oriented. 4. There must be a system of working in all organizations. It means there must be well defined So

hierarchical levels, a chain of command, rules and procedures, and communication network. that consistency and uniformity in behavior may exist. 5.

Differentiation is a must. A chain of systematic division of labour takes place by assigning

authority and responsibility to, an individual who is supposed to be specialized in the job and this leads to differentiation. 6. Co-ordination among various activities of a department

and of the organization is necessary for the harmonious functioning of the organization Co-ordination is done by the divisional head and the organization head. 7. Interaction with other systems is also must. All systems are interdependent and exert influence on others and are influenced by others. Mutual dependence necessities interaction and consequently adaptation. Thus the modern organization is an ideal co-ordination of the functions of a number of people for attaining the mutually agreed purposes through a well defined system of working i.e. hierarchical levels, chain of command, rules, and procedures and communications and through the principle of division of labour. it influences and is influenced by other social systems.

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Introduction to Organizational Behavior

NEED TO UNDERSTUDY HUMAN NATURE With regard to people, there are six basic concepts: 1. Individual Differences a. People have much in common (they become excited by an achievement; they are grieved by the loss of a loved one). b. But each person in the world is also individually different (and we expect that all who follow will be different!). c. d. The idea of individual differences is supported by Each person is different from all others, probably in millions of ways, just as each persons science. DNA profile is different, as far as we know. e. And these differences are usually substantial rather than meaningless. Think, for example, of a persons billion brain cells and the billions of possible combinations of connections and bits of experience that are stored there. f. All people are different, and this diversity needs to be recognized and viewed as a valuable asset to organizations. g. The idea of individual differences comes originally from psychology. From the day of birth, each person is unique (the impact of nature), and individual experiences after birth tend to make people even more different (the influence of nurture). h. Individual differences mean that management can motivate employees best by treating them differently. If it were not for individual differences, some standard, across-the-board way of dealing with employees could be adopted, and minimum judgment would be required thereafter. Individual differences require that a managers approach to employees be individual, not statistical. This belief that each person is different from all others is typically called the law of individual differences. 2. Perception People look at the world and see things differently. Even when presented with the same object, two people may view it in two different ways. Their view of their objective environment is filtered by perception, which is the unique way in the nature of people

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Introduction to Organizational Behavior

3.

A Whole Person a. Although some organizations may wish they could employ only a persons skill or brain, they actually employ a whole person rather than certain characteristics. b. Different human traits may be studied separately, but in the final analysis they are all part of one system making up a whole person. Skill does not exist apart from background or knowledge. Home life is not totally separable from work life, and emotional conditions are not separate from physical conditions. People function as total human beings. c. For example, a supervisor wanted to hire a new telemarketer named Anika Wilkins. She was talented, experienced, and willing to work the second shift. However, when Anika was offered the job, she responded by saying that she would need to start a half hour late on Wednesdays because her child-care service was not available until then. d. e. Also, since she had a minor handicap, her workstation required a substantial adjustment in When management practices organizational behavior, it is trying to develop a better height. So her supervisor had to consider her needs as a whole person, not just as a worker. employee, but it also wants to develop a better person in terms of growth and fulfillment. Jobs shape people somewhat as they perform them, so management needs to care about the jobs effect on the whole person. f. Employees belong to many organizations other than their employer, and they play many roles inside and outside the firm. If the whole person can be improved, then benefits will extend beyond the firm into the larger society in which each employee lives.

4. Motivated Behavior a. From psychology we learn that normal behavior has certain causes. These may relate to a persons needs or the consequences that result from acts. In the case of needs, people are motivated not by what we think they ought to have but by what they want. b. To an outside observer, a persons needs may be unrealistic, but they are still controlling. This fact leaves management with two basic ways to motivate people. It can show them how certain actions will increase their need fulfillment, or it can threaten decreased need fulfillment if they follow an undesirable course of action. c. Clearly, a path toward increased need fulfillment is the better approach. Motivation is essential to the operation of organizations. No matter how much technology and equipment an organization has, these resources cannot be put to use until they are released and guided by people who have been motivated.

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d. Think for a minute in terms of the Concorde-a supersonic passenger plane sitting at the end of a runway at a New York City airport. The plane has been refueled for its return to Europe, the baggage has been loaded, tickets have been sold, and the passengers are on board. A flight plan has been filed, and the plane has cleared for takeoff. No matter how well this preliminary work has been done, the plane cannot move an inch down the runway until the pilot starts the ignition and provides fuel to the jet engines-that is, until motive power is supplied. Similarly, in an organization, motivation turns on the power to start and keep the organization running effectively. 5. Desire for Involvement Many employees today are actively seeking opportunities at work to become involved in relevant decisions, thereby contributing their talents and ideas to the organizations success. They hunger for the chance to share what they know and to learn from the experience. Consequently, organizations need to provide opportunities for meaningful involvement. This can be achieved through employee empowerment-a practice that will result in mutual benefit for both parties. 6. Value Of The Person People Deserve It should be treated differently from other factors of production (land, capital, technology) because they are of a higher order in the universe, Because of this distinction, they want to be treated with caring, respect, and dignity; increasingly, they demand such treatment from their employers. They refuse to accept the old idea that they are simply economic tools. They want to be valued for their skills and abilities and to be provided with opportunities to develop themselves.

Why Study Organizational Behavior? Unlike accounting, marketing, or most other fields of business, organizational behavior does not have a clearly-defined career path, yet this topic is identified as very important among people who have worked in organizations for a few years. The reason for this priority is that to apply marketing, accounting, and other technical knowledge, you need to understand, predict, and influence behavior (both our own and that of others) in organizational settings.
Understand

Why Study OB

Predict Influence

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Introduction to Organizational Behavior

Each one of us has an inherent need to understand and predict the world in which we live. Since much of our time is spent working in or around organizations, OB theories are particularly helpful in satisfying this innate drive to make sense of the workplace. OB theories also give you the opportunity to question and rebuild your personal mental models that have developed through observation and experience. Most of us also need to influence people in organizations, so OB concepts play an important role in performing your job and working more effectively with others. This practical side of organizational behavior is a critical feature of the best OB theories. Along with helping you as an individual, organizational behavior knowledge is important for the organizations financial health. CONTRIBUTING FIELDS TO ORGANIZATIONAL BEHAVIOR Organization behavior is an applied science that is limit on contribution from a number of behavioral disciplines. The Predominant areas are psychology, sociology, social psychology, anthropology, and political science. The details are as follows: 1. Psychology: Psychology is an applied science, which attempts to explain human behavior in a

particular situation and predicts actions of individuals. Psychologists have been able to modify individual behavior largely with the help of various studies. It has contributed towards various theories on learning, motivation, personality, training and development, theories on individual decision making, leadership, job satisfaction, performance appraisal, attitude, ego state, job design, work stress and conflict management. Studies of these theories can improve personal skills, bring change in attitude and develop positive approach to organizational systems. Various psychological tests are conducted in the organizations for selection of employees, measuring personality attributes and aptitude. Various other dimensions of human personality are also measured. These instruments are scientific in nature and have been finalized after a great deal of research. Field of psychology continues to explore new areas applicable to the field of organizational behavior. Contribution of psychology has enriched the organizational behavior field. 2. Sociology: Science of Sociology studies the impact of culture on group behavior and has

contributed to a large extent to the field of group-dynamics, roles that individual plays in the organization, communication, norms, status, power, conflict management, formal organization theory, group processes and group decision-making. 3. Political science: Political science has contributed to the field of Organizational behavior.

Stability of government at national level is one major factor for promotion of international business, financial investments, expansion and employment. Various government rules and regulations play a very decisive role in growth of the organization. All organizations have to abide by the rules of the government of the day.

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4. Social psychology: Working organizations are formal assembly of people who are assigned

specific jobs and play a vital role in formulating human behavior. It is a subject where concept of psychology and sociology are blend to achieve better human behavior in organization. The field has contributed to manage change, group decision-making, communication and ability of people in the organization, to maintain social norms. 5. Anthropology: It is a field of study relating to human activities in various cultural and

environmental frameworks. It understands difference in behavior based on value system of different cultures of various countries. The study is more relevant to organizational behavior today due to globalization, mergers and acquisitions of various industries. The advent of the 21st century has created a situation wherein cross-cultural people will have to work in one particular industry. Managers will have to deal with individuals and groups belonging to different ethnic cultures and exercise adequate control or even channels behavior in the desired direction by appropriately manipulating various cultural factors. Organization behavior has used the studies on comparative attitudes and cross-cultural transactions. Environment studies conducted by the field of anthropology aims to understand organizational human behavior so that acquisitions and mergers are smooth. Organizations are bound by its culture that is formed by human beings.

ELEMENTS OF ORGANIZATIONAL BEHAVIOR Elements play an important role in organization behavior. These elements are discussed below: 1. Motivation: Motivation is the set of internal and external forces that cause an employee to choose

a course of action and engage in certain behavior. Ideally, these behaviors will be directed at the achievement of organization goal. 2. Communication: It is the transfer of information and understanding from one person to another

person. It is a way of receiving others by transmitting idea, facts, thoughts, feeling and values. It's goal is to have the receiver understand the message as it was intended. 3. Leadership: Leadership is the process of influencing and supporting to work enthusiastically

towards achieving objectives. It is the critical factor that helps an individual or a group identity its goal and than motivates and assist in achieving the stated goal. 4. Empowerment: Empowerment is any process that provides autonomy to employee through the

sharing of relevant information and the provision of control over factor effecting job performance. Empowerment helps removing the condition that causes powerlessness.

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5. Participation: Participation is the mental and emotional involvements of people in-group that

encourage them too contribute to group goals and share responsibility for them. This definition entails three important ideas -involvements, contribution and responsibility.

1. Motivation 2. Communication

3. Leadership 4. Empowerment
ELEMENTS OF OB

7. Emotion 8. Decision

5. Participation 6. Attitude

6.

Attitude: Attitudes are the feeling and beliefs that largely determine how employee will perceive

their environments, commit them to intended action and ultimately behave. Attitude form a mental set that affects how to view something else. 7. Emotion: Emotions are intense feeling that are directed at someone or something. Emotions are

reaction to an object. 8. Decision: The choice made among two or more alternatives. Decision-making occurs as a reaction

to a problem. That is, there is a discrepancy between some current state of affairs and desired state.

MODELS OF ORGANIZATIONAL BEHAVIOR setting. These are enumerated below: 1. Autocratic Model a. It is the prevailing model of the industrial revolution. b. The basis of this model is power.

MODELS

There have five models of organization behavior. These models keep a very important role in organizational

Autoerotic Custodial Supportive Collegial System

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Introduction to Organizational Behavior

c. In an autocratic environment, the managerial orientation is formal, official authority. d. Here employees' orientation is to obey or follow the orders of management. e. Here employees give minimum performance. f. This model was intensely disliked by many employees. 2. Custodial Model a. This approach depends on economic resource. b. The resulting managerial orientation is toward money to pay wages and benefits. c. Here employees' orientation is to get physical as well as security needs. d. It leads to employee dependence on the organization. e. Its great benefit is that it brings security and satisfaction to workers. f. It produces only passive co-operation. g. Employees working in a custodial environment become psychologically preoccupied with their economic rewards and benefits. 3. Supportive Model The basis of this model is leadership instead of power and money.

a. Here management orientation is to support the employees' job performance.

b. Here employees' job predominance is satisfactory then the autocratic and custodial approach. c. The psychological result is a feeding of participation and task involvement in the organization which is supported in this approach. d. Here, they are strongly motivated. e. Thus, they have awakened drives for work. 4. Collegial Model a. The term collegial relates to a body of people working together cooperatively.

b. This model depends an managements' building a feelings of partnership employees.

The managerial orientation is toward teamwork. c. Employees' orientation toward this teamwork is responsive behavior. d.The psychological result of the collegial approach has the employee is self-discipline. e. In this environment employees normally feel some degree of fulfillment, worth while contribution and self-actualization. f. This self-actualization will lead to or result moderate enthusiasm in predominance. 5. System Model a. It is an emerging model of organizational behavior.

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Introduction to Organizational Behavior b. It is the result of a strong search for bigger meaning, integrity, trust and sense of community
among co-workers at work.

c. In this, environment managers demonstrate a sense of caring and compassion. d. Here employees experience a sense of psychological ownership for the organization and its
products or services.

e. They go beyond the self-discipline of the collegial approach until they reach a state of selfmotivation.

f. Here the employee needs that are met are wide-ranging but after include the higher order
needs that are social, status, esteem, autonomy, and self-actualization.

g. This new model can engender employees' passion and commitment to organizational goals.
LIMITATION OF MODELS Autocratic Model's Limitation 1. It only depends on power and ignores many important factors like economic resources, trust community etc. 2. As it maintains a strictly formal management authority, it ignores the employee's objectives in the organization. 3. In this model them is no chance to discuss with the employees because the only decision maker is the boss. 4. In this model employees can't express their demands and needs do the authority. 5. As the connection between employer and employees is less. So those companies organizations which follow the model perform minimum result in gaining their expected objectives. 6. There can be a chance of industrial dispute due to the restricted structure of this model. Custodial Model's Limitation 1. Custodial model only deals with economic resources but in an organizational setting, there have many other sites. So, custodial model bas some limitation in these regards. 2. Custodial model indicates the money as a managerial process of controlling the employee it is not possible only with money. 3. It highlights the employee dependence on organization rather than dependence on boss. For this, there has a chance of can gap between management and employees. 4. Security is the main psychological aspect of this model. However, in these model, there bas nothing specified solution about frustration and aggressions. 5. In this model, employees are psychologically fit for work but the accomplishment of work cannot be sure became there has lack of command. Supportive E Model's Limitation but

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Introduction to Organizational Behavior

1. As it supports employees growth and amenity maximum time, it often gives minimum pressure on attaining organizational goals. 2. Too much anticipation of employees in every important case often delays the process of decisionmaking. 3. More supportive approach will he demanded by employees although they get supportive

advantages. 4. Consequently their progression through the model is frequently a more rapid one, which will not satisfactory to the organization. Collegial Model's Limitations 1. The collegial model depends on managements building a feeling with employees but sometimes employees take the bad chance of this opportunity. 2. This model tells about self-discipline but without any disciplinary action it is bard to maintain employees in work place. 3. Here managerial orientation relates to teamwork. But in the real life situation~ teamwork consumers more money and time. 4. Here employee orientation relates to responsible behavior. But according to Mc Gregor in an organization there has two types of workers. System Model's Limitations 1. This model ignores other important factors like, powers, economic resources, leadership etc. 2. As the employees get more freedom they work as they wish. 3. There is a chance of indiscipline as they have no strict authority. 4. It is not easy to make all people self-motivated.

HOW DOES THE LAW WORK IN ORGANIZATIONAL BEHAVIOR

1. The law of diminishing returns: It in organizational behavior works in a similar way. At states that at some point, increases of a desirable practice produce declining returns, eventually zero returns, and then negative returns as more increases are added. The concept implies that for any situation there is an optimum amount of a desirable practice, such as recognition or participation. When that point is exceeded, there is a decline in returns. In other words, the fact that a practice is desirable does not mean that more of it desirable. More of a good thing is not necessarily good.

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Introduction to Organizational Behavior

2. Example: The diminishing returns associated with various incentives for enlisting in the U.S. Nave were studied interviews with 1,700 civilian males. Substantially different levels of incentives were offered: $ 1,000 bonuses, two years versus four years of free college, and 10 versus 25 percent of base pay for exceptional performance. None of the three larger incentives produced more favorable dispositions to enlist. In fact, the respondents found the 10 percent bonus more attractive, leading the researches to conclude that not only is more not necessarily better but it can be worse.

3. Application of The law of diminishing returns: Diminishing returns may not apply to every human situation, but the idea applies so widely that it is of general use. Furthermore, the exact point at which as application becomes excessive will vary with the circumstances, but an excess can be reached with nearly any practice.

4. Reasons for existing the law of diminishing: Essentially, it is a system concept. It applies because of the complex system relationships of many variables in a situation. The facts state that when an excess of one variable develops, although that variable is desirable, it tends to restrict the operating benefits of other variables so substantially that net effectiveness declines. For example, too much security may lead to less employee initiative and growth. This relationship shows that organizational effectiveness is achieved not by maximizing one human variable but by working all system variables together in a balanced way.

UNETHICAL MANIPULATION OF PEOPLE A significant concern about organizational behavior is that its knowledge and techniques can be used to manipulate people unethically as well as to help them develop their potential. People who lack respect for the basic dignity of the human being could learn organizational behavior ideas and use them for selfish ends. They could use what they know about motivation or communication in the manipulation of people without regards for human welfare. People who lack ethical values could ues people in unethical ways.

The philosophy of organizational behavior is supportive and oriented toward human resources. It seeks to improve the human environment and help people grow toward their potential. However the knowledge and techniques of his subject may be used for negative as well as well positive consequences. This possibility is turnoff. Ethical leadership will recognize such principles as the following:

1. Social Responsibilities: To other arises whenever people have power in an organization.

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Introduction to Organizational Behavior

2. Open Communication: It should operate as two-way, open system. 3. Cost-Benefit Analysis: In addition to economic costs and benefits, human and social costs and benefits of an activity shall be analyzed on determining whether to proceed with the activity.

AIDS TO UNDERSTAND THE BEHAVIOR Organizational behavior helps the manager to make all the people behaviorally expectable to the organization. In addition to these following are the points of aids to organizational. 1. It strives to identify ways in which people can act more effectively. 2. It creates a scientific discipline in the organization. 4. It is also an applied science, in that information about effective practices in one organization is being extended to many others. 4. Organizational behavior provides a useful set of tools at many levels of analysis. 5. It also aids their understanding of the complexities involved in interpersonal relations. 6. At the next level, organizational behavior is valuable for examining the dynamics of relations within small groups, both formal teams and informal groups. 7. When two or more groups need to coordinate their efforts, such as engineering and sales, managers become interested in the inter group relations that emerge.

LIMITATIONS OF ORGANIZATIONAL BEHAVIOR We continually report research results identifying payoffs in the areas of absenteeism, turnover, stress levels, and employee performance. Nevertheless, who also recognize the limitations of organizational behavior. 1. Behavioral Bias: People who lack system understanding and become superficially infatuated with OB may develop a behavioral bias, which givens them a narrow viewpoint that emphasizes satisfying employee experiences while overlooking the broader system of the organization in relation to all its publics. Concern for employees can be so greatly overdone that the original purpose of bringing people together-productive organizational outputs for society is lost. Sound organizational behavior should help achieve organizational purposes, not replace them. 2. The Law of Diminishing Returns: Overemphasis on an organizational behavior practice may produce negative results, as indicated by the law of diminishing returns. 8 It is a limiting factor in

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Introduction to Organizational Behavior

organizational be heavier the same way that it is in economics. In economics the law of diminishing returns refers to a declining amount of extra outputs when more of a desirable input is added to an economic situation. 3. Unethical Manipulation of People: A significant concern about organizational behavior is that its knowledge and techniques can be used to manipulate people unethically as well as to help them develop their potential. People who lack respect for the basic dignity of the human being could learn organizational behavior ideas and use them for selfish ends. They could use what they know about motivation or communication in the manipulation of people without regard for human welfare.

\ MEANS TO OVERCOME THE LIMITATIONS 1. Remember that your managerial actions have implications at one or more levels of OB: individual, interpersonal, group, inter group, and whole system. Therefore, try to increase your skills by predicting the results and monitoring the consequences of your decisions 2. Discipline yourself to read at least one item from the literature in OB theory, research, and

practice each month. Search for applications from each. 3. Create an inventory of the observed differences you see across your employees. Then state the

implications of those differences (how will you treat them based on what you know about them). 4. Identify the ethical issues you face. Share these with your employees so that they understand

them. 5. Analyze the organizational results you are currently responsible for. Identify which of the major

contributing factors (knowledge, skill, attitude, situation, or resources) is most under your control, and develop a plan for improving that one. 6. Examine a potential change you are considering making. Identify its costs and benefits, both

direct and indirect, and use that information to help determine your decision. 7. When an employee problem or issue emerges, discipline yourself to focus briefly on describing

the undesirable behavior before attempting to understand it or change it.

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8. Force yourself to take a systems approach to organizational problems, by rigorously

differentiating the consequences of actions as positive versus negative, intended versus unintended, and short-term versus long-term. 9. As your study of OB progresses, create an inventory of your favorite behavioral concepts and

practices. They caution you to avoid becoming overly biased in favor of these approaches, 10. When the pressure for rapid solutions to complex problems rises, resist the tendency to search

for quick fixes.

CHALLENGES AND OPPORTUNITIES FOR ORGANIZATIONAL BEHAVIOR Understanding organizational behavior has never been more important for managers. Consider some of the dramatic changes now taking place in organizations: Workers represent a large range of cultures, races and ethnic groups. The "war on terror" has brought to the forefront the challenge of working with and managing people during uncertain times. The typical employee is older. More women are in the work place. Global competition requires employees to become more flexible and to learn to cope with rapid change. Corporate downsizing and the heavy use of temporary workers are severing the bonds of loyalty that historically tied many employees to their employer. 1. Responding to Globalization: Organizations are no longer constrained by national borders, like

McDonald, KFC, nokia etc. a. Increased Foreign Assignment: Now firms are operating across the international borders, and thereby managers need to manage different situations. b. Working with People from Different Cultures: In an organization, People from different

cultures work together both at home and abroad. Managers need to understand these cultural differences to manage them.

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Introduction to Organizational Behavior

c. Coping with Anticapitalism Backlash: Capitalisms focus on efficiency, growth, and profits may be generally accepted in USA, Australia and Hong Kong, but these capitalistic values are not nearly as popular in places like France, the Middle East, and the Scandinavian countries. d. Overseeing Movement of Jobs to Countries with Low-Cost Labor: Minimum wages set by the regulating authorities in advanced countries impedes competitions with under developing countries. E. Managing People during the War on Terror: Surveys Suggest that fear of terrorism is the number-one reason business travelers have cut back on their mps. However, travel is not the only concern. 2. Managing Workforce Diversity: Work force diversity means that organizations are becoming a more heterogonous mix of people in terms gender, age, ethnicity, and sexual orientation. A diverse work force, for instant, includes women, people of color, the physically disabled, senior citizens, and gays and lesbians. a. Embracing Diversity: We use to take a melting-pot approach to differences in organizations, assuming that people who were different would somehow automatically want to assimilate.But, we now recognize that employee do not set aside their cultural values, lifestyle preferences, and differences when they come to work. b. Changing Demographics: Some demographic trends transforming the work force all over the world. The in USA increase in women work force is one of the best examples. 3. Improving Quality and Productivity: Todays managers understand that the success of any effort made to improve quality and productivity must include their employees. These employees not only will be a major force in carrying out changes but increasingly will actively participate in planning those changes. OB offers important insights into helping managers work through these changes. 4. Improving Customer Service: Today, the majority or employees in developed countries work in service jobs. For instance, 80 percent of the U.S. labor force is employed in service industries. In the United Kingdom, Germany, and Japan the percentages are 69, 68, and 65, respectively.

5. Improving People Skills: It is to demonstrate the importance of peoples skill on managerial effectiveness. 6. Stimulating Innovation and Change: Today's successful organizations must foster innovation and master the art of change or they'll become candidates for extinction. Victory will go to the organizations that maintain their flexibility, continually improve their quality; anti beat their competition to the market place with a constant stream of innovative products and services. 28

Introduction to Organizational Behavior 7. Coping with Temporariness: With change comes temporariness. Globalization expanded

capacity, and advances in technology have combined in recent rears to make it imperative that organizations be fast and flexible if they are to survive. The result is that most managers and employee today work in a climate best characterized as temporary. 8. Helping Employees Balance Work-Life Conflicts: In the 1960s and 1970s, employee typically showed up at the workplace Monday through Friday and did their job in eight or nine-hour chunks of time. The work place and hours were clearly specified. That is no longer true for a large segment of today's workforce. 9. Improving Ethical Behavior: In an organizational world characterized by cutbacks,

expectations or increasing worker productivity. and tough competition in the marketplace, it's not altogether surprising that many employees feel pressured to cut comers, break rules, and engage in other forms of questionable practices.

COMING ATTRACTIONS: DEVELOPING AN ORGANIZATIONAL BEHAVIOR MODEL An Overview A model is an abstraction of reality, a simplified representation of some real- world phenomenon. A mannequin in a retail store is a model. So, too, is the accountants formula Assets+ Liabilities= Owners Equity.

Asset + Liabilities = Owners Equity

1. The Dependent Variables: A dependent variable is the key factor that you want to explain or predict and that is affected by some other factor. What are the primary dependent variables in OB.? Scholars have historically tended to emphasize productivity, absenteeism, turnover, and job satisfaction. More recently, two more variables- deviant work-place behavior and organizational citizenship behavior- have been added to this list.

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Introduction to Organizational Behavior

a. Productivity:

An organization is productive is productive if it achieves its goals and does

so by transferring inputs to outputs at the lowest cost. As such, productivity implies a concern for both effectiveness and efficiency. A hospital, for example is effective when is successfully meets the needs of its clientele. b. Absenteeism: Absenteeism is defined as the failure to report to work. Absenteeism is a huge cost and disruption to employers. For instance, a recent survey found that the average direct cost to U.S. c. Turnover: Turnover is the voluntary and involuntary permanent withdrawal from an organization. A high turnover rate results in increased recruiting, selection, and training costs. What are those costs.? d. Deviant Workplace Behavior: Given the cost of absenteeism and turnover to employers, more OB researchers are studying these behaviors as indicators or markers of deviant behavior. Deviance can range from someone playing his music too loudly to violence. Managers need to understand this wide range of behaviors to address any form of employee dissatisfaction. e. Organizational Citizenship Behavior: Organizational Citizenship Behavior (OCB) is

discretionary behavior that in not part of an employees formal job requirements but that nevertheless promotes the effective functioning of the organization. Successful organizations need employees who will do more than their usual job duties- who will provide performance that is beyond expectations. In todays dynamic workplace, where tasks are increasingly done in teams and where flexibility is critical. organizations need employees who will engage in good citizenship behaviors such as helping others on their team, volunteering for letter of rules and regulations, and gracefully occasional work-related impositions and nuisances. f. Job Satisfaction. The final dependent variable we will look at is job satisfaction, which we define as a positive feeling about ones job resulting from an evaluation of its characteristics, Unlike the previous five variables job satisfaction represents an attitude rather than a behavior. Why then, has it become a primary dependent variable? 2. The Independent Variables: What are the major determinants of productivity, absenteeism, turnover, deviant workplace behavior, OCB, and job satisfaction.? Our answer to that question bring us to the independent variables. As independent variable is the presumed cause of some change in a dependent variable.

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Introduction to Organizational Behavior

a. Individual-Level Variables: It has been said that managers, unlike parents, must work with used, not new, human beings- human beings whom others have gotten to first. 56 when individuals enter an organization, they are a bit like used cars. Each is different. b. Group-Level Variables: The behavior of people in groups is more than the sum total of all the individuals acting in their own. The complexity of our model is increased when we acknowledge that peoples behavior when they are in group is different from their behavior when they are alone. Therefore, the next step in the development of an understanding of OB is the study of group behavior. c. Organization System-Level Variables: Organizational behavior reaches its highest level of sophistication when we add formal structure to our previous knowledge of individual and group behavior. Just as groups are more than the sum of their individual members, so are organizations more than the sum of their member groups. The design of the formal organization; the organizations internal culture; and the organizations human resource policies and practices (that is, selection processes, training and development programs, performance evaluation methods) all have an impact on the dependent variables. d. Toward a Contingency OB Model: Our final model is shown in Exhibit 1-8 shows the six dependent variables and a large number of independent variables, organized by level of analysis, that research indicates have varying effects on the former. As complicated as this model is, it still doesnt do justice to the complexity of the OB subject matter. However, it should help explain why the chapters in this book are arranged as they are and help you to explain and predict the behavior of people at work.

CONCLUSION Human and organization are very charley related to each other. people satisfy the organization through producing foods and providing services, and organization satisfies people through fulfilling their needs. Organization behavior is full of challenge. It has many advantages with the limitation. A good manager needs to understand the subject matter, identify their needs and move towers a win-win situation.

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Introduction to Organizational Behavior

10. What are the key elements of OB? 1. Define organization, behavior and 11. Briefly discuss the model of OB. organizational behavior. QUESTIONS 12. Do you find any relations between O 2. What are the objectives of OB? State the and other fields of study? Discuss. goals of OB. 3. Why do we need to study OB? 13. What are the laws that are interrelated with OB? 4. What are the functions of OB? 14. Discuss regarding the unethical 5. Discuss the key forces of OB. manipulation of people. 6. Write down the fundamental concepts of 15. Write down the limitations of OB and OB. means to overcome the same. 7. Discuss the characteristics of an 16. What are the challenges do we need to organization. face in regards to OB? 8. Why do we need to understand an 17. What are the opportunities left in OB? organization? 18. Suppose you are an organizational 9. What are the fields of OB? behaviorist. What are the components would you consider to understand the human behavior of an organization?

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Introduction to Organizational Behavior

BIBLIOGRAPHY Books: 1. Organizational Behavior by Dr. M. Ataur Rahman and Md. Shahadat Hossain. 2. Industrial Relations by Dr. M. Ataur nrahman. 3. Organizational Behavior by John W Newstrom (12th Edition) 4. Essentials of Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (9th edition) 5. Essentials of Organizational Behavior by Stephen P. Robbins, Timothy A. Judge and Seema Sanghi(10th edition) 6. Organizational Behavior by Steven L. McDhane, Mary Ann Von Glinow and Radha R. Sharma(4th edition) 7. Organizational Behavior by Steven L. McDhane and Mary Ann Von Glinow (Essentials) 8. Organizational Behavior by Stephen P. Robbins, Timothy A. Judge and Seema Sanghi(10th edition) 9. Organizational Behavior by Griffin. Hand Notes: 1. Organizational Behavior by Dr. Md. Ataur Rahman Website: http://www.answerbag.com/q_view/1977400 http://www.referenceforbusiness.com/encyclopedia/Oli-Per/Organizational-Behavior.html http://www.cochrane.org/reviews/en/ab008009.html http://www.sccs.swarthmore.edu/org/phoenix/2000/2000-03-16/indepth/emppainters.html http://www.careerjournal.com/jobhunting/strategies/19980111-reisberg.html. http://en.wikibooks.org/wiki/Introduction_to_Sociology/Organizational_Behavior

Other References: Baker, H. K., & Phillips, A. L. (1999). Career Paths of Corporate CFOs and Treasurers. Financial Practice and Education [the name has changed to Journal of Applied Finance], 9(2), 38-50. Graham, L. A., & Krueger, T. (1996). What Does a Graduate Need?: Conflict in CFO and Student Opinions. Financial Practice and Education [the name has changed to Journal of Applied Finance], 6(2), 60-67. Hayes, J. (2001). People-focused 'organizational paradigm' lets staffers shine. Nation's Restaurant News, 35(4), 50.

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Ricadela, A. (2000). Reich Touts The Human Factor. Information Week, (777), 40. Zich, J. (1998, September). Ideas: We're All is This Together. Stanford Business. Retrieved August 10, 2003

Joyce, K, R. Pabayo, J.A. Critchley, and C. Bambra. 2010. Flexible Working Conditions and Their Effects on Employee Health and Well-Being. The Cochrane Collaboration: Cochrane Reviews. Fonner, Kathryn L., and Michael E. Roloff. 2010. Why Teleworkers are More Satisfied with Their Jobs than are Office-Based Workers: When Less Contact is Beneficial. Journal of Applied Communication Research 38:336. Herring, Cedric. 2009. Does Diversity Pay?: Race, Gender, and the Business Case for Diversity. American Sociological Review 74:208-224. dobbin, frank, alexandra kalev, and erin kelly. 2007. diversity management in corporate america. Contexts 6:21-27. Brand, Jennie E. and Sarah A. Burgard. 2008. Job Displacement and Social Participation over the Life Course: Findings for a Cohort of Joiners. Social Forces 87(1):211242. Bhide, A. & H. H. Stevens, Why Be Honest if Honesty Doesnt Pay? Harvard Business Review (September-October 1990): 121-129. Bommer W. H., E.W. Miles, and C.L. Grover. Does One Good Turn Deserve Another? Coworker Influences on Employee Citizenship. Journal of Organizational Behavior. 24. (2003): 181-196. Burnstein, E. and Y. Schul, "The Informational Basis of Social Judgments: Operations in Forming an Impression of another Person,"Journal of Experimental Social Psychology 18 (1982): 217-234. Frank, M.G and P. Ekman, "Appearing Truthful Generalizes Across Different Deception Situations," Journal of Personality and Social Psychology 86 (2004): 486-495. Green, Christopher D. Cognitive Dissonance journal. York University, Toronto, Ontario. (1959): 203-210. Heider, F. The Psychology of Interpersonal Relations (New York: Wiley, 1958). Herzberg, F. Work and the Nature of Man. Cleveland: World (1966). 19 November 2006.

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House, J.S., K.R. Landis, and D. Umberson, "Social Relationships and Health," Science 241 (1988): 540-545 Judge, T.A. and R. Ilies, Relationships of Personality to Performance Motivation: A meta-Analytic Review, Journal of Applied Psychology 87 797-807 Loehr, J. and T. Schwartz, The Making of a Corporate Athlete, Harvard Business Review 79 (2001): 120129 Maslow, A. H. A Theory of Human Motivation. Psychological Review 50 (1943): 370-396. 15 November 2006. McClelland, D.C. and D. Burnham, Power is the Great Motivator. Harvard Business Review 54 (1976): 102. 19 November 2006. Michael, J. Using the Meyers-Briggs Indicator as a Tool for Leadership Development: Apply with Caution, Journal of Leadership & Organizational Studies 10 (2003): 68-78. Morand, D.A. "Language and Power: An Empirical Analysis of Linguistic Strategies Used in SuperiorSubordinate Communication," Journal of Organizational Behavior 21 (2000)235-249 Moss, S.E. and J.I. Sanchez. Are Your Employees Avoiding You? Managerial Strategies for Closing the Feedback Gap. Academy of Management Executive 18 (2004): 32-44. Mussweiler, T., S. Gabriel, and G. V. Bodenhausen, Shifting Social Identities as a Strategy for Deflecting Threatening Social Comparisons, Journal of Personality and Social Psychology 79 (2000): 398-409. Nelson, Debra L., James Quick, "Organizational Behavior" 5t ed. Thompson Corporation, Mason, 2006 Peterson, M.F. et al.,"Role Conflict, Ambiguity, and Overload: A 21 Nation Study," Academy of Management Journal 38 (1995): 429-452 Quick, J.C. and M. Macik-Fray Behind the Mask: Coaching through Deep Interpersonal Communication, Consulting Psychology Journal: Practice and Research 56 (2004): 67-74 VanEerde, W. and H. Thierry, Vrooms Expectancy Models and Work-Related Criteria: A Meta Analysis. Journal of Applied Psychology 81 (1996): 575-586. 21 November 2006. F.Lee and L. Z. Tiedens,"Who's Being Served? 'Self-Serving' Attributions in Social Hierarchies," Organizational Behavior and Human Decision Processes 84, No. 2 (March 2001):254-287.

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Natsu, Furuichi. Empowered Painters. The Phoenix Online. (March 16, 2000), F. C. Brodback et al.,"Cultural Variation of Leadership Prototypes across 22 European Countries," Journal of Occupational and Organizational Psychology 73 (2000): 1-29 Schopler, J et al." When Groups are More Competitive than Individuals: The Domain of Discontinuity Effect" Journal of Personality and Social Psychology. 80 (2001): 632-644. Lewicki, R.J. et al.Negotiation, 2nd Edition. (1994). B. Morris, "Is Your Family Wrecking Your Career? (And Vice Versa)," Fortune (March 17, 1997): 70-80. J.P. Kotter, "The Psychological Contract: Managing the Joining up Process," California Management Review 15 (1973): 91-99 T. Lee, Should You Stay Energized by Changing Jobs Frequently? Career Journal (January 11, 1998), J. Ivancevich and J. Donnelly Jr., "Relation of Organization and Structure to Job Satisfaction, Anxiety-Stress, and Performance," Administrative Science Quarterly 20 (1975): 272-280. The Academy of Management Journal, Vol. 17, No.4(Dec.,1974), pp. 693-708. Administrative Science Quaterly, Vol. 21, No.1. (Mar.,1976), pp.1-19. D. Miller and C. Droge, "Psychological and Traditional Determinants of Structure," Administrative Science Quarterly 31 (1986): 540 H. Tosi, Jr., and J. Slocum, Jr., "Contingency Theory: Some Suggested Directions," Journal of Management 10 (1984): 9-26. W.A. Hochwater, and The interactive effects of pro-political behavior and politics perception on job satisfaction and affective commitment, Journal of applied social psychology 33 (2003): 1360-1378 Cunningham, J. B. & Eberle, T. (1990). A Guide to Job Enrichment and Redesign. Personnel, Feb 1990, p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGrawHill. Davis , K. (1967). Human relations at work: The dynamics of organizational behavior. 9th ed., New York: McGraw-Hill Hackman, J. R. & Oldham, G. R. (1975). Development of the Job Diagnostic Survey. Journal of Applied Psychology, 60, pp. 159-70.

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Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93128). Baltimore: Paul H. Brookes Publishing Co. Koch, C. (2006). The New Science of Change. CIO Magazine, Sep 15, 2006 (pp 54-56). Also available on the web: http://www.cio.com/archive/091506/change.html Newstrom, John W. & Davis, Keith (1993). Organizational Behavior: Human Behavior at Work. New York: McGraw-Hill. Revans, R. W. (1982). The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley. Schein, E. (1968). Organizational Socialization and the Profession of Management. Industrial Management Review, 1968 vol. 9 pp. 1-15 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill. Stewart, J. (1991). Managing Change Through Training and Development. London: Kogan Page.

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CASE STUDY NATIONAL CADET CORPS (NCC) A BOON FOR SOCIAL DEVELOPMENT National Cadet Corps (NCC) is a national organization having junior wing and senior wing both for girls and boys. Junior wing NCC is meant for secondary school level and senior wing is applicable for college students. The objective of NCC organization is to inculcate discipline for the youth of our nation. An Army Officer of the rank of Lt General called Director General (DG) heads NCC organization at national level. The organization has a vast network at each state level headed by an officer of the rank of Brigadier known as Deputy Director General (DDG) of a particular state. In every state there are numbers of Group Headquarters located at important cities depending upon school and college density and compositions. Under Group Headquarters there are number of NCC Battalions (Boys/ Girls). Number of battalions in each Group Headquarters varies depending upon the size of the area. In the same fashion, number of groups under a DDG varies. NCC is applicable to all school/ college going children. It is voluntary organization in nature. DDGs, group commanders and battalion commanders organize various events round the year. These are as under: (a) Participation in professional training that includes the following: Weapon training, including firing or rifles, sten guns, light machine guns. Drill. First aid training in various contingencies. Basic field craft and guard duties. Basic battle craft at a level of a section (section comprises of ten men) (c) After completion of two and four years of training, B certification and C certificates respectively are awarded to the cadets. The certificates have preference for admission to various professional courses like medicine. It also has a weightage for government jobs. A person having C certificate need not appear in the written examination conducted by UPSC for commissioned officers of the defence services which is a major concession. Such students have to face Service Selection Boards direct, for selection in the defence services as commissioned officers. (b) Organization of training camps where teamwork, comradeship, cooperation and events mention in above are practiced. The training camps are generally of the duration of two weeks. Such camps are held twice a year.
National Cadet Corps is an paramilitary force organization. Obviously, it is a wellestablished organization with a balanced work force structure. Its aim is to train the young offered due people and make many facilities them join in are really different arms forces. To attract them, it that ob needed by the young generations. It paid considerations both effective external and internal environment.

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Introduction to Organizational Behavior

(d) Individual having C certification (which is achieved after four years of NCC training) gets six months seniority in defence services. (e) NCC is considered as one of the best organizations of our country. The organization has produced better citizens. During the course of the attachment, the cadets are given full NCC kit. Refreshment is provided during parade days (twice a week). The cadets are provided meals, transportation and medical facility. The training in the organization is a costly affair to the exchequer of the state government. NCC officers have to interact with civil administration at state level, district level, and with principals/ directors of the colleges. They have to deal with local population, medical authorities, RTO and all agencies related with civil administration. This involves advance planning, good communication and interpersonal relationship. Social, cultural and ethnic activities are promoted in the NCC. Annual training camps are held at state or national level. Cadets, develop friendship with various individuals and learn to live in a community environment during training camps. NCC covers land, air and naval branches and all cadets are put through training in the skill development of respective wings.

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