ORGANISATION

BEHAVIOUR

Unit 1

FOCUS AND
PURPOSE

CONTENTS:

Definition
Need and importance of OB
Nature and scope
Frame work
OB models

What is an Organization?

Organizations are simply

groups with two or more
people that share a certain
set of goals and meet at
regular times.

An organization is
a collection of
people who work
together to
achieve individual
and
organizational
goals.

ORGANISATION BEHAVIOUR

Organisation Behaviour is concerned with the

study of what people do in an organisation and
how that behaviour affects the performance of
the organisation.
(Robbins: 1998,9)

OB is concerned with the study of the

structure, functioning and performance of
organizations, and the behavior of groups and
individuals within them.
Pugh (1971)

The study of human behavior,

attitudes, and performance in
organizations.

Organizational Behavior is the

study of human behavior in the
workplace, the interaction between
people and the organization with
the intent to understand and
predict human behavior.

Need and importance of

OB:

Understanding self and others

Motivation of Human Resources
Improvement of quality and productivity
Effective communication
Effective organisational climate
Good human relations

Importance of OB

OB provides a road map to our lives in organizations.

OB uses scientific research to understand and make
organization life, as it helps to predict what people will
do under various conditions
It helps to influence organizational events to
understand and predict events
It helps individual understand herself/ himself in better
manner.
It helps manager to manage human resources
effectively. Eg. Motivation
It helps organizations for maintaining cordial industrial
relations.
It is also useful in the field marketing.

Nature of OB

A field of study and not a discipline

Interdisciplinary Approach
Analysis of behaviour
Goal oriented
Humanistic & optimistic
Oriented Towards Organizational
Objectives
A total Systems Approach

The Nature of Organizational Behavior

Environment

Human Behavior in Organizational

Settings
The Individual-Organization
Interface
The Organization

Environment

THE SCOPE OF THE

ORGANIZATIONAL BEHAVIOUR IS
AS UNDER:

Impact of personality on performance

Employee motivation
Leadership
How to create effective teams and groups
Study of different organizational
structures
Individual behaviour, attitude and learning
Perception
Design and development of effective
organization
Job design

Impact of culture on organizational

behaviour
Management of change
Management of conflict and stress
Organizational development
Organizational culture
Group behaviour, power and politics
Job design
Study of emotion

Theoretical framework of
OB:
OB is an extremely complex discipline in
management that involves numerous
inputs and dimensions.
1. Cognitive framework
2. Behaviourist framework
3. Social cognitive framework

1.Cognitive framework

It emphasises the positive and freewill

aspects of human behaviour and uses
concepts such as expectancy, demand
and incentive.

2.Behaviourist framework

Ivan Pavlon and John B Watson were the

pioneers of the behaviouristic theory.
They observed the behaviour rather the
evasive of mind.

3.Social cognitive
framework

According to some researchers, the

cognitive approach emphasises too
much on psychological process whereas
the behaviouristic approach stresses on
stimulus, response and consequences.
The social learning approach attempts to
integrate the contributions of both these
approaches.

OB Models :
The models of OB are:
1)
2)
3)
4)

Autocratic
Custodial
Supportive
Collegial

AUTOCRATIC MODEL

The basis of this model is power with a

managerial orientation of authority.
The employees in turn are oriented
towards obedience and dependence on
the boss.
The employee need that is met is
subsistence.

The performance result is minimal

persons in power can demand work from
workers pushing, directing and persuading
tight control
unfair practices, low payment and
exploitation
employees put in minimum work in the job
to serve the basic needs of the family

Custodial

The basis of this model is economic

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

Workers depend more on the organization and

less on the managers
ensures loyalty
economic rewards are assured even if the
employee does not perform
contented
but performance may decline because of job
security

Supportive

The basis of this model is leadership with

a managerial orientation of support.
The employees in turn are oriented
towards job performance and
participation.
The employee need that is met is status
and recognition.

The leadership and other processes of the

organization must be such as to ensure a
maximum probability that in all interactions
and all relationships within the organization
each member will, in the light of his or her
back ground, values, and expectations view
the experience as supportive and one which
builds and maintains his or her sense of
personal worth and importance. e.g., TATAs.
Ensures organizational harmony

Collegial

The basis of this model is partnership with

a managerial orientation of teamwork.
The employees in turn are oriented
towards responsible behavior and selfdiscipline.
The employee need that is met is selfactualization.
The performance result is moderate
enthusiasm.

Collegial means a group of people working

for a common purpose.
Manager is not addressed as boss but is a
facilitator. Employees are self disciplined, self
content and self actualized. E.g., a R&D team
or a project team.
Although there are four separate models,
almost no organization operates exclusively in
one. There will usually be a predominate one,
with one or more areas over-lapping in the
other models.