0. Syllabus of OB S. No. Particulars 1. Introduction to OB 2. Personality3.
Perception, Attitude and Value 4.
Motivation Concepts 5.
Group Behaviour and Group Dynamics 6.
Organisational Design 7.
Leadership 8.
Organisational Change and Culture Environnent

1. Reference Text 1.Organisational Behavior- K. Aswathappa
2.Organisational Behavior- Stephen Robbins
3.Organisational Behavior-Fred Luthans
4.Understanding Organizational Behavior – Udai Pareek
5.Organizational Behavior – L. M. Prasad (Sultan Chand)

2. Evaluation Pattern For Organisational Behaviour

3. Scheme of Assessments for Subjects of 100 Marks
Semester end Examination -60 Marks.
Internal Assessments -40 Marks.
The allocation of 40 marks shall be on the following basis: -
a) Periodical class tests -(20 Marks)
b) Presentations -(10 Marks)
c) Attendance and Active participation in class - (05 Marks)
d) Overall Conduct - (05 Marks)
Note: Student has to separately secure minimum 50% marks (i.e 20 out of 40) in the internal assessments and secure minimum 50% marks (i.e 30 out of 60) in the Semester End Examination in every subject to be declared as Pass.

4. ORGANIZATIONAL BEHAVIOR

5. After studying this chapter, you should be able to:
Define organizational behavior (OB).
Describe what managers do.
Explain the value of the systematic study of OB.
List the major challenges and opportunities for managers to use OB concepts.
Identify the contributions made by major behavioral science disciplines to OB.
Describe why managers require a knowledge of OB.
Explain the need for a contingency approach to the study of OB.
L E A R N I N G O B J E C T I V E S

6. What are ORGANISATIONS?
Organisations are sets of people who work together to achieve shared goals.

7. Why do Organisations Exist?
What is Organisational Effectiveness?
Organizations are effective when they produce quality goods and services at reasonable cost without compromising on profit –making.

8. Organizational behavior
OB is the study of Human behaviour;
The study is about the behaviour in organisations;
And knowledge about human behaviour ,would be useful in improving an organisations effectiveness.

9. Enter Organizational Behavior
Organizational behavior (OB)
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

10. History Industrial Revolution
Robert Owen , Andrew Ure and J. N. Tata provided certain welfare facilities.
Scientific Management
Fredrick Taylor believed in rationalising production.
Hawthrone studies
Hawthrone studies matched with the workers preferences of factors influencing productivity: these were size of the group, supervisory behavior, earning, novelty of situation, workers interest in the experiment and attention received.
Human Relations Movement
Great Depression, Labour movement and Hawthrone studies led to the movement.
Organisation Behaviour – 1950’s

11. Foundations of OB OB Need for Management Social Systems
Mutuality of Interests
Holistic concepts
Individual Differences
Whole Person
Caused Behaviour
Human Dignity OB
Need for Management

12. Foundations of OB
Individual differences-People have much in common but each person in the world is individually different ex. Personality, intelligence and physique etc.
Whole person-when an individual is appointed, his skill alone is not hires, his background, likes and dislikes, pride and prejudices are also hired. A person’s family life cannot be separated from his work.
Caused behavior-The behavior of the employee is caused and not random.

13. Foundations of OB
Human dignity-It states that people want to be treated with respect and dignity and should be treated as such.
Organizations are social system-Two social system prevails formal and informal system. All parts of the systems are interdependent and are subject to influence by any other part.
Mutuality of interest-Organization needs people and people needs organization. It provides a super ordinate goal that unites the variety of needs that people brings to the organizations.

14. Foundations of OB
Holistic concept-When the above six fundamental concept of OB are placed together, a holistic concept emerges. This concept interprets people organization relationships in terms of the whole person, whole group, whole organization and the whole system.
Need for management-Management is the attainment of organizational goals in an efficient and effective manner through planning, organizing, leading and controlling organizational resources. Success or failure of an organization depends on these people.

15. Importance OB provides a road map to our lives in organizations
The field of OB uses scientific research to help us understand and predict organizational life.
OB helps us influence organizational events
It helps an individual to understand himself/herself and others better.
It helps manager understand the basis of motivation and what he or she should do to motivate subordinates
It helps in maintaining cordial industrial relations.
So, OB is a discipline which enables a manager to motivate his subordinates towards higher productivity and better results.

16. Toward an OB Discipline

17. Contributing Disciplines to the OB Field
Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

18. Contributing Disciplines to the OB Field (cont’d)
Sociology The study of people in relation to their fellow human beings.

19. Contributing Disciplines to the OB Field (cont’d)
Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

20. Contributing Disciplines to the OB Field (cont’d)
Anthropology The study of societies to learn about human beings and their activities.

21. Contributing Disciplines to the OB Field (cont’d)
Political Science The study of the behavior of individuals and groups within a political environment.

22. Models of OB Personality Intelligence Perception Learning
Attitudes and Attribution
Motivation
Individual Behaviour
Management & Managers
Group Dynamics
Team Dynamics
Leadership
Power & Politics
Communication
Conflict
Decision Making
Organisational Effectiveness
Group Behaviour
Organisational Culture
Human Resource Policies & Practices
Work Stress
Organisational Change & Development
Organisation

23. Scope of OB It is the study of human behaviour within organisations.
It encompasses the study of individual behaviour, interpersonal behaviour and of the organisations themselves.
Intra personal Behaviour: Personality, attitude, perception, learning, opinion, motivation, job satisfaction and stress management.
Inter Personal Behaviour: Group dynamics, team dynamics, intergroup conflict, leadership, communication etc.

24. What Managers Do Managers (or administrators)
Individuals who achieve goals through other people.
Managerial Activities
Make decisions
Allocate resources
Direct activities of others to attain goals

25. Where Managers Work Organization
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

26. Management Functions Management Functions Planning Organizing Leading
Controlling
Management Functions

27. Management Functions (cont’d)
Planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

28. Management Functions (cont’d)
Organizing
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

29. Management Functions (cont’d)
Leading
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

30. Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

31. Types of Manager First Line Managers Middle Level Managers
Top Managers

32. Mintzberg’s Managerial Roles
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

33. Mintzberg’s Managerial Roles (cont’d)
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

34. Mintzberg’s Managerial Roles (cont’d)
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

35. Management Skills
Technical skills The ability to apply specialized knowledge or expertise.
Human skills The ability to work with, understand, and motivate other people, both individually and in groups.
Conceptual and design Skills The mental ability to analyze and diagnose complex situations and to coordinate the integration of ideas across departments.

36. Successful Managerial Activities (Luthans)
Traditional management
Decision making, planning, and controlling
Communication
Exchanging routine information and processing paperwork
Human resource management
Motivating, disciplining, managing conflict, staffing, and training
Networking
Socializing and interacting with others

37. Allocation of Activities by Time
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).

38. Challenges and Opportunities for OB
Responding to Economic Pressure- Managing employees well when times are tough is just as hard as when times are good. In good times, understanding how to reward, satisfy and retain employees is at a premium. In bad times, issues like stress, decision making and coping come to the fore.
Responding to Globalization
Increased foreign assignments- If your are manager, you’ll have to manage a workforce very different in needs, aspirations and attitudes from those you are used to back home.
Working with people from different cultures-To work effectively with people from different cultures, you need to understand how their culture, geography and religion have shaped them and how to adapt your management style to their differences. Ex. McDonald’s, Disney and Coca-cola
Overseeing movement of jobs to countries with low-cost labor- In a global economy, jobs tend to flow where lower costs give businesses a comparative advantage, though labor groups, politicians and local community leaders see the exporting of jobs as undermining the job market at home. Mangers face the difficult task of balancing the interests of their organization with their responsibilities tot the communities in which they operate.

39. Challenges and Opportunity for OB
Managing Workforce Diversity- One of the most important challenges for organizations is adapting to people who are different in terms of age, gender, physical and physiological abilities, cultural differences etc.
Improving customer service- Many an organizations has failed because its employees failed to please customers. Today, the majority of employees in developed countries work in service jobs, including 80% in US, Australia 73%.UK 69%. Example -Citibank
Improving People Skills-There are ways to design motivating jobs, techniques for improving listening skills, to create effective teams.

40. Challenges and Opportunities for OB
Stimulating innovation and change-Today’s successful organizations must foster innovation and master the art of change, or they’ll become candidates for extinction. Ex. Wockhardt hospital, Air India etc.
Helping Employees Balance Work/Life Conflicts-
Recent studies suggest employees want jobs that give them flexibility in their work schedules so they can better manage work-life conflicts. Today, many organizations are trying to help their people achieve work life Balance in a bid to attract and retain the most capable and motivated employees.

41. Challenges and Opportunities for OB
Coping with Temporariness-Today’s managers and employees must learn to cope with temporariness, flexibility, spontaneity and unpredictability. The study of OB can help to better understand a work world of continual change, overcome resistance to change, and create an organizational culture that thrives on change.
Working in Networked organizations- Networked organizations allow people to communicate and work together even though they may be thousand of miles apart. The manager’s job is different in a networked organizations, motivating and leading people and making collaborative decision online requires different techniques than when individuals are physically present in a single location.

42. Challenges and Opportunities for OB
Creating a positive work environment-Companies have been planning avenues for their employees to donate some of their time and talent to work on issues they are interested in. For Ex. Satyam computer Service had developed a software for emergency services, called 108 emergency services, with the help of employees who are willing to volunteer their programming skills for the 108 application.
Improving ethical behavior-Today’s manager must create an ethically healthy climate for his employees, where they can do their work productively with minimal ambiguity about what right and wrong behaviors are. Companies that promote a strong ethical mission, encourage employees to behave with integrity , and provide strong ethical leadership[ can influence employee decisions to behave ethically.

43. Approaches of the study of OB
Human Resource Approach
Contingency Approach
System Approach
Productivity Approach
Interactionalism

44. Human Resource Approach
This approach recognizes the fact that people are the central resource in any organization and they should be developed towards higher levels of competency , creativity and fulfillment. People thus developed will contribute to the success of the organisation.

45. Contingency Approach
This approach assumes that there is no best way available in an organisation. It suggests that in most organisations situations and outcomes are contingent on, or influenced by other variables.

46. System Approach
The systems approach to OB views the organisation as a united , purposeful system composed of interrelated parts. This approach gives managers a way of looking at the organisation in totality: as a whole person, social system.

47. Productivity Approach
Productivity is the ration of output to input, is a measure of an organisation ‘s effectiveness. It also reveals the manager’s efficiency in optimising resource utilization .

48. Interactionalism
This is a relatively new approach to understanding behavior in organisational settings. It assumes that individual behaviour results from a continuous and multidirectional interaction between characteristics of the people and of the situation . This attempts to explain how people select, interpret and change various situations.