Introduction to organisational behaviour

Organisational Behaviour (OB) is the systematic study of how individuals and groups
behave within an organisation. It examines the way employees interact with one
another, their managers, and the organisation as a whole. The main objective of
Organisational Behaviour is to understand, predict, and improve human behaviour in
the workplace so that both employees and the organisation can achieve their goals
effectively.

In today’s competitive business environment, organisations are not only concerned

with technology and pro ts but also with managing people ef ciently. Employees are

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considered the most valuable asset of an organisation because their knowledge,

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skills, attitudes, and behaviour directly in uence organisational performance.
Organisational Behaviour helps managers understand employee needs, motivate
them, resolve con icts, improve communication, and create a positive work
environment.
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The study of Organisational Behaviour combines knowledge from various disciplines
such as psychology, sociology, anthropology, political science, and management. It
focuses on important topics like personality, perception, motivation, leadership,
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communication, teamwork, organisational culture, decision-making, and job

satisfaction.
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A good understanding of Organisational Behaviour enables managers to build strong

teams, improve employee productivity, increase job satisfaction, and reduce
workplace stress and con icts. Therefore, Organisational Behaviour has become an
essential subject in business education and plays a vital role in the success and long-
term growth of everyday.
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 Meaning of organisational behaviour

Organisational Behaviour (OB) refers to the study of human behaviour in the

workplace. It explains how individuals and groups behave within an organisation and
how their actions in uence organisational performance. In simple words,
Organisational Behaviour is concerned with understanding why employees behave
the way they do, how they interact with their colleagues and managers, and how
these interactions affect the success of the organisation.

The term “Organisation” refers to a structured group of people who work together to
achieve common goals, while “Behaviour” means the actions, attitudes, emotions,

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and responses of individuals. Therefore, Organisational Behaviour is the study of

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people’s behaviour in an organisational setting.

Organisational Behaviour helps managers understand employee needs, expectations,

strengths, and weaknesses. By understanding these factors, managers can motivate
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employees, improve communication, reduce con icts, and create a positive work
environment. It also helps organisations increase employee satisfaction, improve
productivity, and achieve organisational objectives more effectively.
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Organisational Behaviour is not limited to studying individual employees. It also

examines group behaviour, leadership, organisational culture, decision-making,
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communication, teamwork, and organisational change. These factors together

in uence the ef ciency and effectiveness of an organisation.

In today’s business environment, organisations face constant changes due to

globalization, technological advancements, and increasing competition. Therefore,
understanding Organisational Behaviour has become essential for managers to
manage people effectively, encourage innovation, and maintain a healthy work
culture. A good understanding of Organisational Behaviour bene ts both employees
and employers by creating a workplace where people feel motivated, respected, and
committed to achieving organisational.
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Definition

Different management experts have defined Organisational Behaviour in different

ways. However, all definitions emphasize understanding human behaviour in the
workplace and using this knowledge to improve organisational effectiveness.

1. Fred Luthans

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“Organisational Behaviour is directly concerned with the understanding, prediction,

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and control of human behaviour in organisations.”

This definition explains that Organisational Behaviour helps managers understand

why employees behave in a particular manner, predict their future behaviour, and take
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appropriate actions to improve individual and organisational performance.

1. Stephen P. Robbins
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“Organisational Behaviour is a field of study that investigates the impact that

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individuals, groups, and structure have on behaviour within organisations for the
purpose of applying such knowledge toward improving an organisation’s
effectiveness.”

According to Robbins, Organisational Behaviour studies the behaviour of individuals,

groups, and organisational structures. The knowledge gained is used to increase
productivity, improve teamwork, and achieve organisational goals efficiently.

1. Keith Davis

“Organisational Behaviour is the study and application of knowledge about how

people act within organisations.”

Keith Davis emphasizes that Organisational Behaviour is not only about studying
employee behaviour but also about applying this knowledge to create a better
working environment, improve employee satisfaction, and increase organisational
success.

Conclusion

From the above de nitions, it can be concluded that Organisational Behaviour is the
scienti c study of human behaviour in organisations. It helps managers understand
employees, improve relationships, develop effective leadership, strengthen teamwork,

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and create a positive organisational culture. Ultimately, Organisational Behaviour
contributes to higher employee satisfaction, better performance, and long-term
organisational growth.

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Characteristics-
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CHARACTERISTICS OF ORGANISATIONAL BEHAVIOUR

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Organisational Behaviour (OB) has several important characteristics that make it an

essential area of study in management. These characteristics help managers
understand employee behaviour, improve workplace relationships, and increase
organisational effectiveness. By applying the principles of Organisational Behaviour,
organisations can create a positive work environment and achieve their goals more.

Characteristics
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1. People-Oriented

Organisational Behaviour mainly focuses on people working in an organisation. It

studies their attitudes, emotions, values, skills, and behaviour to improve their
performance and job satisfaction.

2. Scientific Approach

Organisational Behaviour is based on research, observation, and systematic analysis.

It uses scientific methods to understand and solve workplace problems.

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3. Goal-Oriented

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The purpose of Organisational Behaviour is to help both employees and the
organisation achieve their objectives effectively by improving performance and
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productivity.

4. Interdisciplinary
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Organisational Behaviour combines concepts from psychology, sociology,

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anthropology, economics, political science, and management, making it a broad and

practical field of study.

5. Dynamic in Nature

Human behaviour changes with time, situations, technology, and organisational

culture. Therefore, Organisational Behaviour is flexible and adapts to changing
business environments.

6. Performance-Focused
It helps organisations improve employee efficiency, teamwork, leadership,
communication, and overall organisational performance.

7. Practical and Application-Based

The principles of Organisational Behaviour are applied in real workplace situations to

solve problems such as employee conflicts, low motivation, poor communication,
stress, and resistance to change.

Conclusion

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The characteristics of Organisational Behaviour show that it is a scientific, practical,

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and people-focused field. It helps organisations understand employee behaviour,
build strong relationships, improve teamwork, increase job satisfaction, and achieve
long-term organisational success. A good understanding of these characteristics
enables managers to create a productive, positive, and healthy work environment.
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Objectives

Organisational Behaviour (OB) aims to understand and improve the behaviour of

employees in the workplace. It helps managers create a positive work environment,
enhance employee performance, and achieve organisational goals. The objectives of
Organisational Behaviour focus on developing better relationships between
employees and the organisation while increasing overall effectiveness.
Objectives of Organisational Behaviour

1. To Understand Human Behaviour

The primary objective of Organisational Behaviour is to understand how employees

think, feel, and behave in different workplace situations. This helps managers deal
with employees more effectively.

2. To Improve Employee Performance

OB helps identify the factors that in uence employee performance, such as

motivation, leadership, communication, and job satisfaction. By improving these

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factors, organisations can increase productivity and ef ciency.

3. To Enhance Job Satisfaction

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A satis ed employee is more committed and productive. Organisational Behaviour
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aims to create a healthy work environment where employees feel valued, motivated,
and respected.
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4. To Develop Effective Leadership

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Organisational Behaviour helps managers improve their leadership skills so they can
guide, inspire, and support employees in achieving organisational goals.

5. To Promote Teamwork

It encourages cooperation, trust, and coordination among employees. Strong

teamwork improves communication, problem-solving, and organisational
performance.

6. To Reduce Workplace Con icts

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OB provides techniques to identify the causes of conflicts and resolve them through
effective communication and negotiation, creating a peaceful work environment.

7. To Support Organisational Growth

By improving employee behaviour and organisational culture, Organisational

Behaviour contributes to long-term growth, innovation, and competitiveness.

Conclusion

The objectives of Organisational Behaviour are not limited to improving employee

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behaviour but also include creating an environment where both employees and the

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organisation can grow together. By understanding people, motivating them,
developing leadership, encouraging teamwork, and reducing conflicts, Organisational
Behaviour plays a significant role in achieving organisational success and
sustainability.
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Importance

Organisational Behaviour (OB) plays a vital role in the success of every organisation.
It helps managers understand the behaviour of employees, improve workplace
relationships, and create a positive organisational culture. In today’s competitive
business environment, organisations can achieve sustainable growth only when they
effectively manage their human resources. Therefore, the study of Organisational
Behaviour has become essential for both managers and employees.
1. Improves Employee Performance

Organisational Behaviour helps managers understand employee strengths,

weaknesses, and abilities. By providing proper motivation, training, and support,
employees perform their tasks more efficiently and contribute to organisational
success.

2. Increases Job Satisfaction

A positive work environment, fair treatment, and recognition increase employee

satisfaction. Satisfied employees are more committed, loyal, and productive.

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3. Enhances Communication

Effective communication is essential for every organisation. Organisational Behaviour

improves communication between employees and management, reducing
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misunderstandings and improving coordination.

4. Develops Leadership Skills

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OB helps managers become better leaders by improving their decision-making,

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communication, motivation, and problem-solving abilities. Effective leadership creates

a productive and positive workplace.

5. Encourages Teamwork

It promotes cooperation, trust, coordination, and mutual respect among employees.

Strong teamwork helps organisations complete tasks efficiently and achieve common
goals.

6. Reduces Workplace Conflicts

Conflicts are common in every organisation. Organisational Behaviour provides
techniques to identify the causes of conflicts and resolve them effectively through
communication and cooperation.

7. Supports Organisational Growth

When employees are motivated, satisfied, and committed, the organisation

experiences higher productivity, better customer service, increased innovation, and
long-term growth.

Conclusion

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Organisational Behaviour is an essential part of modern management because it
focuses on the most valuable resource of an organisation—its people. By
understanding employee behaviour, improving communication, developing
leadership, encouraging teamwork, and creating a healthy work environment,
Organisational Behaviour helps organisations achieve higher productivity, employee
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satisfaction, and long-term success.
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Scope

The scope of Organisational Behaviour (OB) refers to the different areas in which the
behaviour of employees and organisations is studied. It explains how individuals,
groups, and the organisation interact with one another to achieve common goals. The
scope of OB is broad because it covers every aspect of human behaviour in the
workplace. By studying these areas, managers can improve employee performance,
strengthen teamwork, and increase organisational effectiveness.
1. Individual Behaviour

This area focuses on the behaviour of individual employees. It includes topics such as
personality, perception, attitudes, values, learning, motivation, emotions, and job
satisfaction. Understanding individual behaviour helps managers assign suitable
roles, motivate employees, and improve their performance.

2. Group Behaviour

Group behaviour studies how employees work together in teams. It includes

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communication, teamwork, leadership, conflict management, group decision-making,

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and coordination. Effective group behaviour leads to better cooperation and higher
productivity.

3. Organisational Structure
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Organisational Behaviour also studies the structure of an organisation, including the
distribution of authority, responsibility, departmental relationships, and reporting
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systems. A well-designed organisational structure improves coordination and

efficiency.
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4. Organisational Culture

Organisational culture refers to the shared values, beliefs, customs, and work
practices followed within an organisation. A positive culture encourages innovation,
trust, teamwork, and employee commitment.

5. Leadership and Management

OB studies different leadership styles, managerial behaviour, decision-making, and

employee motivation. Effective leadership helps organisations achieve their goals and
maintain a healthy work environment.

6. Organisational Change and Development

Modern organisations constantly face changes due to technology, competition, and

customer expectations. OB helps managers manage change, reduce employee
resistance, and ensure smooth organisational development.

Conclusion

The scope of Organisational Behaviour is very wide because it includes the study of
individuals, groups, organisational systems, leadership, communication, culture, and

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change. A proper understanding of these areas enables managers to improve

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employee satisfaction, strengthen organisational performance, and achieve long-term
business success. Therefore, Organisational Behaviour is one of the most important
subjects in modern management.
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Discipline Contribution Of Organisational

Behaviour
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Organisational Behaviour (OB) is an interdisciplinary eld of study because it

combines knowledge from several social science disciplines. These disciplines help
managers understand human behaviour, improve employee performance, and create
a positive work environment. Each discipline contributes unique concepts and
theories that make Organisational Behaviour more practical and effective.
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 Major Disciplines Contributing to Organisational Behaviour

1. Psychology

Psychology is the study of human behaviour and mental processes. It helps

managers understand personality, perception, learning, motivation, emotions, job
satisfaction, stress, and individual differences. Psychological principles are widely
used in employee selection, training, and performance evaluation.

2. Sociology

Sociology studies the behaviour of people in groups and society. It helps explain

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teamwork, group dynamics, communication, organisational structure, leadership,

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organisational culture, and con ict management.

3. Social Psychology
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Social Psychology combines concepts of psychology and sociology. It studies how
individuals in uence one another in groups. It is useful in understanding teamwork,
attitude change, communication, leadership, and decision-making.
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4. Anthropology
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Anthropology studies human culture, traditions, beliefs, and values. It helps

organisations understand cultural diversity, organisational culture, employee
behaviour, and the management of multicultural workplaces.

5. Political Science

Political Science helps in understanding power, authority, organisational politics,

con ict resolution, negotiation, and decision-making. It explains how power
relationships affect employee behaviour and organisational performance.
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6. Economics

Economics contributes to Organisational Behaviour by explaining resource allocation,

incentives, compensation systems, productivity, and decision-making. It helps
organisations design effective reward systems and improve ef ciency.

Conclusion

Organisational Behaviour is a multidisciplinary subject that integrates knowledge from

psychology, sociology, social psychology, anthropology, political science, and
economics. These disciplines help managers understand employees more effectively,
improve workplace relationships, develop leadership skills, encourage teamwork, and

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achieve organisational goals. The combined contribution of these disciplines makes
Organisational Behaviour an essential eld in modern management.

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Models Of Organ Behaviour
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Organisational Behaviour (OB) models explain how managers interact with

employees and how these interactions in uence employee behaviour, motivation, and
organisational performance. Different organisations follow different management
styles depending on their culture, goals, and leadership philosophy. Understanding
these models helps managers choose the most suitable approach for managing
employees effectively.

Major Models of Organisational Behaviour

1. Autocratic Model
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The Autocratic Model is based on authority and power. In this model, managers make
all decisions, and employees are expected to follow instructions without questioning.
Employees depend on their managers for direction and job security. Although this
model ensures quick decision-making, it may reduce employee motivation and
creativity.

2. Custodial Model

The Custodial Model focuses on providing employees with economic security and
benefits such as good salaries, insurance, and welfare facilities. Employees feel
secure and remain loyal to the organisation. However, this model may not always

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create high motivation or innovation.

3. Supportive Model
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The Supportive Model is based on leadership and motivation. Managers encourage
employees, provide guidance, and create a supportive work environment. Employees
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feel valued and become more committed, motivated, and productive.
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4. Collegial Model

The Collegial Model emphasizes teamwork, partnership, and mutual respect.

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Managers and employees work together as colleagues to achieve organisational

goals. This model promotes cooperation, trust, responsibility, and employee
involvement in decision-making.

5. System Model

The System Model is the modern approach to Organisational Behaviour. It focuses on

trust, transparency, employee development, shared values, and organisational
culture. Employees feel a sense of ownership and actively contribute to innovation,
continuous improvement, and long-term organisational success.
Conclusion

Each model of Organisational Behaviour has its own advantages and limitations.
Modern organisations generally prefer the Supportive, Collegial, and System Models
because they encourage employee participation, motivation, teamwork, and
innovation. Choosing the right model depends on the organisation’s objectives, work
culture, and management philosophy.

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Individual Behaviour
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Individual Behaviour refers to the actions, attitudes, emotions, and responses of an
employee in the workplace. Every individual is unique because people differ in their
personality, values, beliefs, skills, experience, and motivation. These differences
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influence the way employees perform their duties, interact with others, and contribute
to organisational goals.
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Understanding individual behaviour is one of the most important aspects of

Organisational Behaviour because the success of an organisation depends largely on
the performance of its employees. Managers who understand the behaviour of
individuals can motivate them effectively, improve job satisfaction, reduce conflicts,
and create a positive work environment.

Factors Affecting Individual Behaviour

1. Personality
Personality refers to the unique characteristics of an individual. It affects the way
employees think, communicate, make decisions, and perform their work.

2. Perception

Perception is the process by which individuals interpret information and situations.

Different employees may react differently to the same situation because of differences
in perception.

3. Attitude

An employee’s attitude towards work, colleagues, and the organisation directly affects

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productivity, teamwork, and job satisfaction. A positive attitude leads to better

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performance and cooperation.

4. Motivation
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Motivation is the internal force that encourages employees to work ef ciently and
achieve organisational goals. Motivated employees show greater commitment and
higher productivity.
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5. Learning and Experience

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Employees continuously learn through education, training, and work experience.

Learning improves knowledge, skills, con dence, and overall job performance.

6. Values and Beliefs

Personal values and beliefs in uence ethical behaviour, decision-making, and

relationships with colleagues and managers.

Conclusion
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Individual Behaviour plays a vital role in organisational success because every
employee contributes to the achievement of organisational objectives. By
understanding the factors that influence individual behaviour, managers can improve
employee performance, strengthen teamwork, increase job satisfaction, and create a
healthy and productive workplace. Effective management of individual behaviour
leads to better organisational performance and long-term success.

Personality

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Personality is one of the most important concepts in Organisational Behaviour. It
refers to the unique combination of an individual’s thoughts, feelings, attitudes, and
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behaviours that make a person different from others. Personality influences how
employees interact with colleagues, respond to challenges, make decisions, and
perform their duties in the workplace. Since every employee has a different
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personality, managers must understand these differences to manage people

effectively.
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A positive personality helps employees build good relationships, work efficiently in

teams, adapt to changes, and handle workplace stress. On the other hand, a negative
personality may lead to conflicts, poor communication, low motivation, and reduced
productivity. Therefore, understanding personality is essential for improving
organisational performance and maintaining a healthy work environment.

Characteristics of Personality

1. Unique
 Every individual has a unique personality shaped by heredity, environment,
education, and life experiences.

2. Dynamic

Personality is not completely xed. It develops and changes over time through
learning, experience, and interaction with others.

3. In uences Behaviour

Personality affects the way employees think, communicate, solve problems, make
decisions, and react to different workplace situations.

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4. Affects Job Performance

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Employees with positive traits such as con dence, responsibility, honesty, and
emotional stability generally perform better and contribute more effectively to
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organisational goals.

5. Helps in Teamwork
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Understanding different personality types enables managers to assign suitable roles,

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improve cooperation, reduce con icts, and build strong teams.

Importance of Personality in the Workplace

* Improves communication and interpersonal relationships.

* Helps managers assign the right person to the right job.
* Increases employee motivation and job satisfaction.
* Strengthens teamwork and collaboration.
* Reduces misunderstandings and workplace con icts.
* Supports effective leadership and better decision-making.
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Conclusion

Personality plays a significant role in shaping employee behaviour and organisational

success. By understanding employees’ personality traits, managers can motivate
them effectively, improve teamwork, reduce conflicts, and create a positive
organisational culture. Thus, personality is a key factor in achieving both individual
and organisational goals.

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Perception
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Perception is the process through which an individual selects, organizes, and
interprets information from the surrounding environment to give it meaning. In an
organisation, employees often face the same situation but may understand and react
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to it differently because each person’s perception is influenced by their experiences,

beliefs, attitudes, values, and expectations. Therefore, perception plays a significant
role in shaping employee behaviour and organisational performance.
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A manager who understands employee perception can communicate more effectively,

reduce misunderstandings, improve decision-making, and create a positive work
environment. Correct perception helps employees build trust, cooperate with
colleagues, and perform their responsibilities efficiently.

Process of Perception

1. Selection
Employees receive information from their surroundings but pay attention only to
selected information that they consider important.

2. Organisation

The selected information is arranged and classi ed in a meaningful way based on

past knowledge and experience.

3. Interpretation

Employees assign meaning to the organised information. Different individuals may

interpret the same situation differently.

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4. Response

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Based on their interpretation, employees react through their behaviour,
communication, and decision-making.
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Factors Affecting Perception
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* Past experiences
* Personality
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* Attitudes and beliefs

* Emotions and feelings
* Cultural background
* Expectations
* Work environment

Importance of Perception in Organisational Behaviour

* Improves communication between employees and management.

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 * Helps managers understand employee behaviour.
* Supports better decision-making.
* Reduces misunderstandings and workplace con icts.
* Builds trust and healthy interpersonal relationships.
* Increases employee satisfaction and organisational effectiveness.

Conclusion

Perception is an important element of Organisational Behaviour because it in uences

how employees understand situations, make decisions, and interact with others.
Positive and accurate perception creates a healthy work environment, improves
teamwork, strengthens communication, and contributes to the overall success of the

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organisation.

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Attitude And Values
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Attitude and values are two important concepts in Organisational Behaviour that
in uence the way employees think, behave, and perform at work. A positive attitude
and strong values help employees build good relationships, work ef ciently, and
contribute to the success of the organisation. Managers who understand employees’
attitudes and values can create a healthy work environment, improve motivation, and
increase organisational effectiveness.

Attitude

Attitude is a person’s positive or negative feeling, opinion, or evaluation towards

people, work, or situations. It affects an employee’s behaviour, job performance,
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 communication, and relationship with colleagues.

Types of Attitude

* Positive Attitude: Encourages cooperation, con dence, motivation, and better

performance.
* Negative Attitude: Leads to dissatisfaction, con icts, poor communication, and low
productivity.

Importance of Positive Attitude

* Improves job satisfaction.

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* Increases productivity.
* Encourages teamwork.
* Enhances communication.
* Creates a positive work environment.
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Values
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Values are the beliefs and principles that guide an individual’s behaviour and
decision-making. They help employees distinguish between right and wrong and
in uence their work ethics and professional conduct.
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Examples of Workplace Values

* Honesty
* Integrity
* Respect
* Responsibility
* Commitment
* Teamwork
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* Discipline

Importance of Values

* Builds trust among employees.

* Encourages ethical behaviour.
* Improves organisational culture.
* Supports fair decision-making.
* Strengthens employee commitment and loyalty.

Difference Between Attitude and Values

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Attitude Values

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It is a person’s opinion or feeling toward a situation or object.
It is a person’s core belief or principle.
It may change over time. It is generally stable and long-lasting.
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It directly in uences behaviour. It guides behaviour and decision-making.

Conclusion
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Attitude and values play a vital role in Organisational Behaviour. A positive attitude
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helps employees perform better and maintain good relationships, while strong values
promote honesty, responsibility, and ethical behaviour. Together, they create a
productive work environment and contribute to the long-term success of the
organisation.

Learning
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Learning is the process through which an individual acquires new knowledge, skills,
attitudes, and behaviours through education, training, observation, and experience. In
Organisational Behaviour, learning plays an important role because it helps
employees improve their performance, adapt to changes, and contribute effectively to
organisational goals. Continuous learning enables employees to perform their jobs
more efficiently and prepares them for future responsibilities.

Organisations encourage learning by providing training programs, workshops,

seminars, mentoring, and on-the-job experience. A learning-oriented organisation
develops skilled employees, increases innovation, and improves overall productivity.
Employees who continuously learn are more confident, motivated, and capable of

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solving workplace problems.

Characteristics of Learning

1. Continuous Process
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Learning is a lifelong process. Employees continue to gain knowledge and skills
throughout their careers.
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2. Brings Behavioural Change

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Learning results in positive changes in an employee’s knowledge, skills, attitude, and

work behaviour.

3. Based on Experience

Employees learn through practical experience, observation, training, and interaction

with others.

4. Goal-Oriented
The main purpose of learning is to improve individual performance and help the
organisation achieve its objectives.

Methods of Learning

* Training Programs: Improve technical and professional skills.

* Observation: Employees learn by watching experienced colleagues and managers.
* Experience: Practical work experience develops knowledge and confidence.
* Feedback: Constructive feedback helps employees identify mistakes and improve
performance.
* Self-Learning: Reading books, online courses, and continuous practice enhance

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personal and professional growth.

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Importance of Learning in Organisational Behaviour

* Improves employee knowledge and skills.

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* Increases productivity and efficiency.
* Encourages innovation and creativity.
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* Helps employees adapt to technological and organisational changes.

* Enhances job satisfaction and career development.
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* Supports organisational growth and long-term success.

Conclusion

Learning is an essential element of Organisational Behaviour because it enables

employees to develop new skills, improve their performance, and respond effectively
to changing workplace demands. A culture of continuous learning benefits both
employees and organisations by increasing productivity, innovation, and overall
organisational effectiveness.
Motivation

Motivation is the inner force that encourages an individual to work with enthusiasm,
dedication, and commitment in order to achieve personal and organisational goals. In
Organisational Behaviour, motivation is considered one of the most important factors
influencing employee performance, productivity, and job satisfaction. A motivated
employee performs tasks efficiently, accepts responsibilities, and contributes
positively to the organisation.

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Managers play a vital role in motivating employees by providing fair salaries,
recognition, career growth opportunities, training, rewards, and a positive work
environment. When employees feel valued and appreciated, they become more loyal,
creative, and committed to achieving organisational objectives.
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Characteristics of Motivation
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1. Goal-Oriented
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Motivation directs employees towards achieving specific personal and

organisational goals.

2. Continuous Process

Employee motivation is not a one-time activity. It requires continuous encouragement,

support, and recognition.

3. Psychological in Nature
Motivation is related to an individual’s needs, desires, expectations, and emotions.

4. Improves Performance

Motivated employees show higher productivity, better quality of work, and greater
commitment.

Types of Motivation

1. Intrinsic Motivation

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Intrinsic motivation comes from within the individual. It is driven by personal
satisfaction, self-development, achievement, and interest in the work itself.

2. Extrinsic Motivation
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Extrinsic motivation comes from external rewards such as salary, bonuses,
promotions, incentives, recognition, and other bene ts provided by the organisation.
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Importance of Motivation
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* Increases employee productivity and ef ciency.

* Improves job satisfaction and employee morale.
* Reduces absenteeism and employee turnover.
* Encourages creativity and innovation.
* Strengthens teamwork and cooperation.
* Helps organisations achieve long-term goals and sustainable growth.

Conclusion

Motivation is a key element of Organisational Behaviour because it in uences

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employees’ willingness to perform their work effectively. Organisations that focus on
motivating their employees create a positive work environment, improve performance,
enhance job satisfaction, and achieve higher levels of organisational success.
Therefore, motivation is essential for both employee development and organisational
growth.

Theories Of Motivation

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Motivation theories explain the factors that encourage employees to perform their
work ef ciently and achieve organisational goals. These theories help managers
understand employee needs, behaviour, and expectations so that they can create an
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effective and motivating work environment. Some of the most important motivation
theories are explained below.
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1. Maslow’s Need Hierarchy Theory

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According to Abraham Maslow, human needs are arranged in a hierarchy from basic
to higher-level needs. Employees rst try to satisfy their basic needs before moving to
higher-level needs.

Five Levels of Needs:

* Physiological Needs: Food, water, shelter, and salary.

* Safety Needs: Job security, safe working conditions, and nancial security.
* Social Needs: Friendship, teamwork, belongingness, and acceptance.
* Esteem Needs: Recognition, respect, promotion, and appreciation.
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* Self-Actualization Needs: Personal growth, creativity, and achieving full potential.

2. Herzberg’s Two-Factor Theory

Frederick Herzberg divided workplace factors into two categories:

* Hygiene Factors: Salary, company policies, job security, working conditions, and
supervision. These factors prevent dissatisfaction but do not necessarily motivate
employees.
* Motivational Factors: Achievement, recognition, responsibility, promotion, and career
growth. These factors increase employee satisfaction and motivation.

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3. McGregor’s Theory X and Theory Y

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Douglas McGregor proposed two different assumptions about employees:

* Theory X: Employees dislike work, avoid responsibilities, and require close

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supervision and strict control.
* Theory Y: Employees enjoy work, accept responsibility, are self-motivated, and can
contribute creatively when given opportunities.
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4. McClelland’s Need Theory

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According to David McClelland, employee motivation is mainly in uenced by three

needs:

* Need for Achievement (nAch): Desire to accomplish challenging goals.

* Need for Power (nPow): Desire to in uence and lead others.
* Need for Af liation (nAff): Desire to build friendly relationships and work in teams.

Conclusion
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Motivation theories help managers understand what drives employee behaviour and
performance. By applying these theories, organisations can improve job satisfaction,
increase productivity, reduce employee turnover, and create a positive work
environment. Proper motivation not only bene ts employees but also contributes to
the long-term success of the organisation.

Leadership

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PD
Leadership is the ability to in uence, guide, and motivate individuals or groups to
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achieve organisational goals. A leader inspires employees, builds con dence,
encourages teamwork, and creates a positive work environment. In Organisational
Behaviour, leadership is considered one of the most important factors because it
directly affects employee performance, job satisfaction, and organisational success.
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An effective leader not only gives instructions but also motivates employees, listens to
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their ideas, solves problems, and helps them develop their skills. Good leadership
improves communication, strengthens trust, and creates a culture of cooperation and
innovation. Every successful organisation requires capable leaders who can manage
change, make sound decisions, and achieve organisational objectives.

Characteristics of an Effective Leader

1. Vision

A good leader has a clear vision and guides employees towards achieving
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 organisational goals.

2. Communication Skills

Effective leaders communicate clearly with employees, provide proper guidance, and
encourage open discussions.

3. Decision-Making Ability

Leaders analyse situations carefully and make timely and effective decisions for the
bene t of the organisation.

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4. Motivation

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A leader inspires employees by appreciating their work, providing support, and
encouraging them to perform at their best.
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5. Integrity
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Honesty, fairness, and ethical behaviour help leaders gain the trust and respect of
employees.
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6. Team Building

Effective leaders promote cooperation, coordination, and teamwork to achieve

common objectives.

Importance of Leadership

* Improves employee motivation and morale.

* Increases productivity and organisational performance.
* Enhances communication and coordination.
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* Helps resolve con icts effectively.
* Encourages innovation and creativity.
* Creates a positive organisational culture.
* Supports organisational growth and long-term success.

Conclusion

Leadership is a key element of Organisational Behaviour because it in uences the

behaviour and performance of employees. A skilled leader creates a positive work
environment, motivates employees, improves teamwork, and helps the organisation
achieve its goals. Therefore, effective leadership is essential for the success and
sustainable growth of every organisation.

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Leadership Style
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Leadership style refers to the method or approach a leader uses to guide, motivate,
and manage employees. Different situations require different leadership styles. An
effective leader selects the most appropriate style according to the nature of the work,
the abilities of employees, and the objectives of the organisation. Choosing the right
leadership style improves employee performance, strengthens teamwork, and helps
the organisation achieve its goals.

Major Leadership Styles

1. Autocratic Leadership
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In this style, the leader makes all decisions without consulting employees. Employees
are expected to follow instructions strictly. This style is useful in emergency situations
where quick decisions are required, but it may reduce employee creativity and job
satisfaction.

2. Democratic Leadership

The leader encourages employees to participate in decision-making and values their

opinions. This style improves communication, teamwork, employee satisfaction, and
commitment to organisational goals.

3. Laissez-Faire Leadership

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In this style, the leader gives employees a high degree of freedom and allows them to
make decisions independently. It works best when employees are experienced,
skilled, and capable of working without close supervision.
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4. Transformational Leadership

Transformational leaders inspire and motivate employees to achieve higher levels of

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performance. They encourage innovation, creativity, continuous learning, and

personal development while creating a shared vision for the organisation.
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5. Transactional Leadership

Transactional leaders focus on performance, discipline, and achieving targets. They

use rewards, incentives, and recognition for good performance, while poor
performance may result in corrective actions. This style is effective in organisations
where clear rules and measurable results are important.

Importance of Leadership Styles

* Improves employee motivation and job satisfaction.

* Enhances teamwork and communication.
* Increases productivity and ef ciency.
* Encourages innovation and creativity.
* Helps managers make effective decisions.
* Supports the achievement of organisational goals.

Conclusion

Every leadership style has its own advantages and limitations. A successful leader
understands the needs of employees and the organisation before selecting a
leadership style. In today’s business environment, democratic and transformational
leadership styles are widely preferred because they encourage participation,

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innovation, employee development, and long-term organisational success.

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Communication
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Communication is the process of exchanging information, ideas, thoughts, feelings,

and opinions between two or more people to achieve mutual understanding. It is one
of the most important functions of management and plays a vital role in
Organisational Behaviour. Effective communication helps employees understand their
responsibilities, coordinate with team members, and work towards achieving
organisational goals.

In every organisation, communication ows between managers, employees,

customers, suppliers, and other stakeholders. Clear and timely communication
reduces misunderstandings, builds trust, improves teamwork, and increases
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productivity. On the other hand, poor communication can lead to confusion, con icts,
low employee morale, and reduced organisational performance.

Types of Communication

1. Verbal Communication

Verbal communication involves the use of spoken or written words to convey

messages. Examples include meetings, telephone conversations, presentations,
emails, reports, and of cial letters.

2. Non-Verbal Communication

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Non-verbal communication includes body language, facial expressions, eye contact,
gestures, posture, and tone of voice. It often supports or strengthens verbal
communication.
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3. Formal Communication

Formal communication follows the of cial channels of the organisation. It includes

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notices, circulars, reports, of cial meetings, and written instructions.

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4. Informal Communication

Informal communication takes place outside the of cial communication system. It

includes casual conversations, friendly discussions, and the grapevine network
among employees.

Importance of Communication

* Improves coordination among departments.

* Increases employee motivation and job satisfaction.
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* Helps managers make better decisions.
* Reduces misunderstandings and workplace con icts.
* Strengthens teamwork and cooperation.
* Builds trust between employees and management.
* Improves overall organisational performance.

Conclusion

Communication is the foundation of every successful organisation. Effective

communication ensures that information reaches the right people at the right time,
helping employees understand their roles and responsibilities. It promotes teamwork,
improves relationships, reduces con icts, and contributes signi cantly to

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organisational success. Therefore, communication is an essential element of

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Organisational Behaviour.
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Communication Process
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The Communication Process is a systematic method through which information,

ideas, thoughts, or feelings are transmitted from one person to another to achieve
mutual understanding. In an organisation, effective communication ensures that the
right message reaches the right person at the right time. A successful communication
process helps improve coordination, increase employee ef ciency, reduce
misunderstandings, and strengthen workplace relationships.
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Communication is considered effective only when the receiver clearly understands
the message and provides appropriate feedback. If there is any misunderstanding or
interruption during the process, communication becomes ineffective and may lead to
confusion or con icts.

Steps in the Communication Process

1. Sender

The sender is the person who initiates the communication by having an idea or
information that needs to be shared with others.

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2. Encoding

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Encoding is the process of converting ideas or thoughts into words, symbols,
gestures, or signs that can be easily understood by the receiver.
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3. Message

The message is the actual information, instruction, or idea that the sender wants to
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communicate.
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4. Channel

The channel is the medium through which the message is transmitted. It may include
face-to-face conversation, telephone, email, letters, meetings, video conferencing, or
social media.

5. Receiver

The receiver is the person or group for whom the message is intended. The receiver
listens, reads, or observes the message carefully.
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6. Decoding

Decoding is the process by which the receiver interprets and understands the
message according to their knowledge, experience, and perception.

7. Feedback

Feedback is the receiver’s response to the sender. It confirms whether the message
has been understood correctly and completes the communication process.

Importance of the Communication Process

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* Ensures clear exchange of information.
* Improves coordination and teamwork.
* Helps in effective decision-making.
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* Reduces misunderstandings and conflicts.
* Increases employee productivity and organisational efficiency.
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Conclusion
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The communication process is the backbone of effective organisational

communication. Each step—from the sender to feedback—is equally important for
successful communication. A well-managed communication process builds trust,
improves employee relationships, supports better decision-making, and contributes to
the overall success of the organisation.
Barriers Of Communication

Communication barriers are the obstacles that prevent the smooth flow of information
from the sender to the receiver. These barriers may cause misunderstandings,

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confusion, delays, and conflicts within an organisation. Effective communication is
essential for achieving organisational goals, but various internal and external factors

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can reduce its effectiveness. Therefore, managers should identify these barriers and
take appropriate measures to overcome them.
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Types of Communication Barriers

1. Physical Barriers
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Physical barriers include distance between employees, noise, poor office layout,
technical problems, and inadequate communication facilities. These barriers interrupt
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the smooth flow of information.

2. Language Barriers

Communication becomes ineffective when the sender and receiver use different
languages or when difficult words, technical terms, or unclear messages are used.
Simple and clear language improves understanding.

3. Psychological Barriers
Psychological barriers arise due to emotions, stress, fear, anger, lack of con dence,
prejudice, or negative attitudes. These factors in uence how employees send and
receive information.

4. Organisational Barriers

A complex organisational structure, too many levels of management, unclear

authority, rigid rules, and excessive paperwork may delay communication and reduce
its effectiveness.

5. Cultural Barriers

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Employees from different cultural, social, and educational backgrounds may have

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different beliefs, values, customs, and communication styles. These differences can
lead to misunderstandings if not managed properly.

6. Personal Barriers
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Personal barriers include poor listening skills, lack of attention, low interest, incorrect
assumptions, and ineffective communication habits of individuals.
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Ways to Overcome Communication Barriers

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* Use simple and clear language.

* Encourage active listening.
* Provide regular feedback.
* Choose the appropriate communication channel.
* Promote open and transparent communication.
* Respect cultural diversity and individual differences.
* Improve communication skills through training.

Conclusion
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Communication barriers can reduce organisational efficiency and create
misunderstandings among employees. By identifying these barriers and adopting
effective communication practices, organisations can improve coordination,
strengthen teamwork, increase employee satisfaction, and achieve their goals more
efficiently. Effective communication is the foundation of a successful organisation

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Group Behaviour And Team Building PD
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Group Behaviour refers to the way individuals interact, communicate, and work
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together to achieve common organisational goals. In every organisation, employees

work in groups or teams where cooperation, coordination, and mutual understanding
are essential for success. Team Building is the process of developing trust,
collaboration, and unity among employees so that they can work efficiently as a single
unit.

Effective group behaviour helps organisations improve productivity, solve problems,

encourage innovation, and maintain a positive work environment. A well-developed
team shares responsibilities, supports one another, and works with a common
purpose. On the other hand, poor group behaviour may lead to misunderstandings,
conflicts, low morale, and reduced performance.
Characteristics of Effective Group Behaviour

1. Common Goal

All team members work together to achieve shared organisational objectives.

2. Cooperation and Coordination

Employees cooperate with each other, share information, and coordinate their efforts
to complete tasks successfully.

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3. Effective Communication

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Open and clear communication helps team members exchange ideas, solve
problems, and avoid misunderstandings.
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4. Mutual Trust and Respect
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Trust and respect among team members strengthen relationships and create a
positive working environment.
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5. Shared Responsibility

Every member accepts responsibility for assigned tasks and contributes equally to the
success of the team.

Importance of Team Building

* Improves teamwork and collaboration.

* Increases employee motivation and job satisfaction.
* Enhances creativity and innovation.
* Reduces workplace con icts.
* Improves communication and coordination.
* Increases productivity and organisational performance.
* Creates a positive organisational culture.

Methods of Team Building

* Organising training and development programmes.

* Conducting team meetings and discussions.
* Encouraging employee participation in decision-making.

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* Organising team-building activities and workshops.
* Recognising and rewarding team achievements.

Conclusion PD
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Group Behaviour and Team Building are essential components of Organisational
Behaviour. Strong teams improve communication, cooperation, trust, and problem-
solving abilities. Organisations that invest in team building create a motivated
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workforce, achieve higher productivity, and build a positive work culture. Therefore,
effective group behaviour is a key factor in achieving long-term organisationl success.
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Con ict Management

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Conflict Management is the process of identifying, controlling, and resolving
disagreements or disputes among individuals or groups in an organisation. Conflicts
are a natural part of every workplace because employees have different opinions,
values, personalities, goals, and working styles. If conflicts are not managed properly,
they can reduce employee morale, affect teamwork, and decrease organisational
productivity. However, when handled effectively, conflicts can encourage creativity,
improve decision-making, and strengthen workplace relationships.

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The main objective of conflict management is to resolve differences peacefully while
maintaining healthy relationships and achieving organisational goals.

Causes of Conflict PD
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1. Poor Communication

Misunderstandings, lack of information, and unclear instructions often create conflicts

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among employees.
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2. Difference in Opinions

Employees may have different ideas, beliefs, and approaches to completing a task,
leading to disagreements.

3. Competition for Resources

Limited resources such as budget, equipment, promotions, or recognition can create

competition and conflict.
4. Personality Differences

Differences in attitudes, behaviour, and work styles may affect relationships and
teamwork.

5. Role Ambiguity

When job responsibilities and authority are not clearly de ned, employees may face
confusion and con icts.

Methods of Con ict Management

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* Avoiding: Ignoring minor con icts until the situation becomes clear.

harmony.
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* Accommodating: Giving importance to the other person’s views to maintain

* Compromising: Both parties make some sacri ces to reach a mutually acceptable
solution.
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* Collaborating: Working together to nd a solution that satis es everyone.
* Competing: Taking a rm stand when quick decisions are necessary.
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Importance of Con ict Management

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* Improves communication and understanding.

* Strengthens teamwork and cooperation.
* Reduces stress and workplace tension.
* Encourages better decision-making.
* Increases employee satisfaction and productivity.
* Creates a healthy and positive work environment.

Conclusion
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 Con ict Management is an essential part of Organisational Behaviour because it
helps organisations handle disagreements in a constructive manner. By using
effective Power and politics-
POWER AND POLITICS

Power and Politics are important concepts in Organisational Behaviour because they
in uence decision-making, leadership, employee relationships, and organisational
performance. Power is the ability of an individual or group to in uence the behaviour,
decisions, or actions of others. Politics refers to the activities and strategies used by
individuals or groups to gain in uence, achieve personal or organisational goals, and
secure resources within the organisation.

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When power and politics are used ethically, they help organisations make effective
decisions, improve leadership, and achieve organisational objectives. However, when

morale, and negatively affect teamwork.

Sources of Power
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they are used for personal bene t, they may create con icts, reduce employee
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1. Legitimate Power
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This power comes from an individual’s of cial position or authority in the organisation.
For example, a manager has the authority to assign work and supervise employees.
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2. Reward Power

Reward power is based on the ability to provide bene ts such as promotions, salary
increases, bonuses, recognition, or other rewards.

3. Coercive Power

Coercive power is the ability to in uence employees through fear of punishment,

disciplinary action, or negative consequences. Excessive use of this power may
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 reduce employee motivation.

4. Expert Power

Expert power is gained through knowledge, skills, experience, and professional

expertise. Employees respect and follow individuals who possess valuable
knowledge.

5. Referent Power

Referent power develops because of a person’s personality, honesty, leadership

qualities, and ability to inspire others. Employees willingly follow leaders they admire

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and trust.

Organisational Politics
PD
Organisational politics refers to the informal activities used by individuals or groups to
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in uence decisions and achieve their objectives. Positive politics encourages
cooperation and supports organisational goals, whereas negative politics may result
in favouritism, con icts, mistrust, and reduced employee morale.
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Importance of Ethical Use of Power

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* Improves leadership effectiveness.

* Encourages employee motivation and trust.
* Supports fair and transparent decision-making.
* Reduces con icts and misunderstandings.
* Strengthens organisational culture and teamwork.

Conclusion

Power and Politics are unavoidable in every organisation. Their impact depends on
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how they are used. Ethical and responsible use of power promotes trust, teamwork,
employee satisfaction, and organisational growth, whereas misuse of power and
politics can create con icts and reduce organisational effectiveness. Therefore,
managers should use power wisely and encourage a fair, transparent, and ethical
work environment. resolution techniques, managers can maintain healthy
relationships, improve teamwork, enhance employee morale, and ensure the smooth
functioning of the organisation. Proper con ict management ultimately contributes to
growth

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Power And Politics
PD
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Power and Politics are important concepts in Organisational

Behaviour because they in uence decision-making, leadership,
employee relationships, and organisational performance. Power is
the ability of an individual or group to in uence the behaviour,
decisions, or actions of others. Politics refers to the activities and
strategies used by individuals or groups to gain in uence, achieve
personal or organisational goals, and secure resources within the
organisation.
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When power and politics are used ethically, they help
organisations make effective decisions, improve leadership, and
achieve organisational objectives. However, when they are used
for personal bene t, they may create con icts, reduce employee
morale, and negatively affect teamwork.

Sources of Power

1. Legitimate Power

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This power comes from an individual’s of cial position or authority

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in the organisation. For example, a manager has the authority to
assign work and supervise employees.
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2. Reward Power

Reward power is based on the ability to provide bene ts such as

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promotions, salary increases, bonuses, recognition, or other

rewards.
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3. Coercive Power

Coercive power is the ability to in uence employees through fear

of punishment, disciplinary action, or negative consequences.
Excessive use of this power may reduce employee motivation.

4. Expert Power
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Expert power is gained through knowledge, skills, experience, and
professional expertise. Employees respect and follow individuals
who possess valuable knowledge.

5. Referent Power

Referent power develops because of a person’s personality,

honesty, leadership qualities, and ability to inspire others.
Employees willingly follow leaders they admire and trust.

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Organisational Politics

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Organisational politics refers to the informal activities used by
individuals or groups to in uence decisions and achieve their
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objectives. Positive politics encourages cooperation and supports
organisational goals, whereas negative politics may result in
favouritism, con icts, mistrust, and reduced employee morale.
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Importance of Ethical Use of Power

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* Improves leadership effectiveness.

* Encourages employee motivation and trust.
* Supports fair and transparent decision-making.
* Reduces con icts and misunderstandings.
* Strengthens organisational culture and teamwork.

Conclusion
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Power and Politics are unavoidable in every organisation. Their
impact depends on how they are used. Ethical and responsible
use of power promotes trust, teamwork, employee satisfaction,
and organisational growth, whereas misuse of power and politics
can create conflicts and reduce organisational effectiveness.
Therefore, managers should use power wisely and encourage a
fair, transparent, and ethical work environment.

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PD
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