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Understanding Organizational Behaviour

Organizational behaviour is the study of how individuals and groups act in organizations. It aims to describe, understand, predict, and control human behavior in organizational settings. There are four main elements of OB: people, structure, technology, and environment. Some key forces that influence OB include globalization, workforce diversity, quality/productivity, empowering people, and coping with change. The historical background of OB includes early practices like scientific management in the 1900s and the behavioral era beginning in the 1930s which emphasized the human factor in organizations.

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10 views25 pages

Understanding Organizational Behaviour

Organizational behaviour is the study of how individuals and groups act in organizations. It aims to describe, understand, predict, and control human behavior in organizational settings. There are four main elements of OB: people, structure, technology, and environment. Some key forces that influence OB include globalization, workforce diversity, quality/productivity, empowering people, and coping with change. The historical background of OB includes early practices like scientific management in the 1900s and the behavioral era beginning in the 1930s which emphasized the human factor in organizations.

Uploaded by

pankajmp01
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd

ORGANIZATIONAL BEHAVIOUR

By Dr. B. R. Shejwal

Organizational Behaviour
OB is the study and applications of knowledge about how people as individuals and as groups act within organizations.

Goals of Organization Behaviour


To describe: To understand: To predict: To control: how people behave under a variety of conditions? why people behave as they do? future employee behaviour. and develop human activity at work.

Elements of Organizational Behaviour


i. i. i. People : Organization exist to serve the people, rather than people exist to serve the organization. Structure: The formal relationship of people in organization. Technology: Technology allows people to do more and better work effectively. It also restricts people in various ways. Environment: Government,family,and other organizations are the larger parts of the [Link] interactions influence the attitudes of people and affect working conditions.

i.

Importance / Forces of O.B.


Globalization Work force diversity Quality and productivity People skill Empower people Coping with Temporariness Innovation Ethical Behaviour

Historical Background
Why study history? When I want to understand what is happening today or try to decide what will happen tomorrow, I look back.
Oliver Wendell Holmes

Historical Background
Early Practices

Adam Smith Charles Babbage Robert Owen Scientific management Administrative Theory Structural Theory Social man Theory The Magna Carta of Labor Human Relations Behvaioural Science Theories

The Classical Era


The Behavioral Era


Early Practices

Adam Smith Economist


In 1776, contribution to economic doctrine The Wealth of Nations. Talked about work of specialization, which lead to the development of assembly-line production in 20th century.

Charles Babbage British Mathematician


He proposed that the economies from specialization should be as relevant to doing mental work as physical labor.

Robert Owen Welsh Entrepreneur


In 1789, recognized how the growing factory system was demeaning to workers.

The Classical Era (1900-1930)


Scientific management Frederick Taylor during 1900, proposed Four principles of Management. Administrative Theory Henri Fayol proposed 14 principles of management. Structural Theory Max Weber, 6 points of Ideal Bureaucracy. Social man Theory Mary Parker Follett, Chester Barnard gave importance to the social aspects of organizations.

The Behavioral Era


The birth of the personnel office around 1900 and the creation of field of industrial psychology with the publication of Hugo Munsterbergs textbook in 1913.

The Behavioral Era

The people side of organizations came into its own in the 1930s, predominantly as a result of the Hawthorne studies. These studies led to a new emphasis on the human factor in organization and increased paternalism by management. In the late 1950s managers attention was caught by the ideas of people such as Abraham Maslow and Douglas McGregor, who proposed that organization structures and management practices had to be altered so as the bring out the full productive potential offered by David McClelland, Fred Fiedler, Frederick Herzberg, and other behavioral scientists during the 1960s to 1970s provided managers with still greater insights into employee behavior.

Fundamental Concepts of OB
A) B)

Nature of people Nature of organization

A) Nature of people
(i) (ii)

Individual differences: Unique person Individual experiences Perception: Behaviour of an individual is largely result of the way one perceives oneself and the world around him at any given moment A whole person: Personal life is not separable from work life. Motivated Behavior: Motivation is essential to the operation of organization Involvement: Provide opportunities for meaningful involvement in activities Value of a person (ethical treatment): People want to be treated with respect and dignity by employers

(iii) (iv) (v) (vi)

B) Nature of organization Social system: Formal social system and Informal social system (ii) Mutual interest: Mutuality of interest among participants of organizations
(i)

Models of Organizational Behaviour

Models of O.B.
Feudal Model Autocratic Model Custodial Model Supportive Model Collegial Model Human Value Model

Feudal Model
This model depends on the owner-Hire and Fire principleCarrot (Money) and stick (Threat of retrenchment) approach for motivationFear psychosis among employees

Autocratic Model
The model depends on power i.e. authority or bossDisobedient employees penalized-Authority delegated by right to command over people-It assumes that employees have to be directed, persuaded and pushed into performance-Management believes that it knows what is best-Employees depend on their own authority figures;but they do not respect them-Employees feel insecurity, frustration and aggression-The employees can not express their genuine aggression feeling towards their boss, instead they express these negative emotions in their families and communities.

Custodial Model
This model depends on the organization, rather than on the boss-Owners and managers are considered custodians of resources- Management looks after the welfare of the employees to a certain extent-Employees are allowed to redress their problems-Security needs of employees are metEmployees are happy and contented; but not strongly motivated and hence gives only passive cooperationEmployees do not utilize their full potential because employees values , preferences and attitudes are not given due consideration.

Supportive Model
This model depends on leadership-Through effective leadership, management provides climate to grow and accomplish employees capabilities. Leaders use the attitudes and values of the employees for motivating them. Employees participate and involve in activities of the organization. We feeling is created among employees. Status and recognition needs of employees are met

Collegial Model
This model depends on a feeling of partnership between management and employees- Managers are as joint contributors rather than bosses. Managers are co-workers. Managerial orientation is towards team work. Sense of responsibility is created among employees. Selfactualization and fulfillment needs of employees are met. Outcome of this approach is cultivation of self-discipline among employees.

Human Value Model


In this model, Behaviour and consequences are observed- People work in organization, in addition to economic needs, for fulfilling their social and psychological needs- It is briefly known as SOBC model (Stimulus, Organism, Behaviour and Consequences)The SO portion deals with the understanding of behaviour and the BC portion deals with prediction and control of behaviour- The stimuli may be physical, social, cultural and technological.

THANK YOU..

Common questions

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The Human Value Model emphasizes fulfilling not only economic but also social and psychological needs of employees, positioning them as active participants influenced by various stimuli. In contrast, the Autocratic Model is rooted in authority and control, with managers commanding and directing employees who are seen merely as instruments for achieving organizational goals, often leading to feelings of insecurity and aggression among employees .

The Collegial Model promotes self-discipline by fostering a partnership between management and employees, treating managers as contributors rather than authority figures. This approach encourages employees to take responsibility for their actions, leading to self-actualization and fulfillment, thereby cultivating a sense of duty and self-management .

In the Classical Era, the focus was on scientific management, administrative, and structural theories which emphasized efficiency, hierarchical structure, and labor division. In contrast, the Behavioral Era shifted focus towards the human factor in organizations, predominantly influenced by the Hawthorne studies. It considered the psychological and social aspects of work, highlighting the importance of employee motivation, behavior, and management's paternalistic roles .

The Hawthorne studies were pivotal in emphasizing the human factor in organizations, marking the beginning of the Behavioral Era. These studies highlighted the impact of social and psychological factors on productivity, leading to greater attention to employee needs, motivations, and the development of human relations theories in management practices .

The Supportive Model emphasizes active employee involvement, which enhances job satisfaction by meeting employees' recognition and status needs. This participatory approach fosters a sense of ownership and encourages contributions, leading to improved morale, motivation, and performance. The resulting teamwork and partnership further cultivate a supportive work environment conducive to organizational success .

Adam Smith introduced the concept of work specialization, which laid the foundation for assembly-line production. Charles Babbage argued for applying specialization principles to mental work, while Robert Owen recognized the demeaning effects of the factory system on workers, paving the way for more humane management practices. Each contributed foundational ideas that influenced later management theories and practices .

The Supportive Model relies on effective leadership to foster a climate that enhances employee capabilities and motivation. Unlike autocratic or custodial models, it encourages participation and involvement, creating a collective 'we' feeling and meeting the status and recognition needs of employees. This approach can lead to increased employee satisfaction and motivation, contributing to improved organizational performance .

The concept of "a whole person" acknowledges that individuals cannot separate their personal lives from their work lives. This perspective is crucial for organizations as it underlines the importance of considering employees’ overall wellbeing, influences on their behavior, motivations, and subsequently their productivity and engagement within the workplace .

Technology allows people to perform more efficiently and effectively, but it also imposes certain restrictions on them. It plays a crucial role in increasing productivity while simultaneously shaping the way individuals and groups function within an organization .

Globalization affects organizational behavior by necessitating adaptability in diverse and multicultural work environments. It influences employee attitudes and behaviors by exposing them to different cultural norms and values, thus requiring organizations to develop strategies that effectively manage and leverage this diversity to enhance productivity and innovation .

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