Organisational behaviour

TRINITY INSTITUTE OF PROFESSIONAL STUDIESSector – 9, Dwarka Institutional Area, New Delhi-75

Affiliated to Institution of G.G.S.IP.U, Delhi

ORGANISATIONAL

BEHAVIOUR (OB)

BBA201

INTRODUCTION TO ORGANISATIONAL BEHAVIOUR

PINKI BHARDWAJ

ASSISTANT PROFESSOR


ORGANISATIONAL BEHAVIOUR

Organisational Behaviour is defined as the understanding, prediction

and management of human behaviour in organisations.

- Fred Luthans

OB is primarily concerned with that aspect of human behaviour which

is relevant for organisational performance. It studies human behaviour

at individual level, group level, and organisational level.

It applies the knowledge gained about individuals, groups, and the

effect of organisation structure on behaviour towards the end of making

organisations work more effectively.


Nature of Organisational Behaviour

• A field of Study and not a Discipline.

• Interdisciplinary Approach.

• An Applied Science.

• Normative and Value Centered.

• Humanistic & Optimistic.

• Oriented towards Organisational Objective.

• A Total Systems Approach.



MODELS

Models are the frameworks of description of how things works. Each model in

O.B. makes some assumption about the nature of people. The four O. B.

models are:

• Autocratic Model

In the Autocratic model, managerial orientation is towards power. Managers

see authority as the only means to get the things done, and employees are

expected to follow orders.

• Custodial Model

In the custodial model, the managerial orientation is towards the use of

money to pay for employee benefits. The model depends on the economic

resources of the organisation and its ability to pay for the benefits.



MODELS

• Supportive Model

The supportive model of organisational behaviour depends on managerial

leadership rather than on use of power or money. The aim of managers is to

support employees in the achievement of results. The focus is primarily on

participation and involvement of employees in managerial decision-

making process.

• Collegial Model

Collegial model is an extension of supportive model. It is based on the team

concept in which each employee develops high degree of understanding

towards others and shares common goals. Employees need little direction

and control from management.



CONTRIBUTING DISCIPLINES

Many disciplines have contributed to the study of Organisational behaviour. The most

significant contributors are:

• Psychology

Psychology is the study of human behavior which tries to identify the

characteristics of individuals and provides an understanding why an individual

behaves in a particular way. This thus provides us with useful insight into areas

such as human motivation, perceptual processes or personality characteristics.

• Sociology

Sociology is the study of social behavior, relationships among social groups and

societies, and the maintenance of social order. The main focus of attention is on the

social system. This helps us to appreciate the functioning of individuals within the

organization which is essentially a socio-technical entity.



• Social psychology

Social psychology is the study of human behaviour in the context of social

situations. This essentially addresses the problem of understanding the typical

behavioral patterns to be expected from an individual when he takes part in group.

• Anthropology

Anthropology is the science of mankind and the study of human behaviour as a

whole. The main focus of attention is on the cultural system, beliefs, customs, ideas

and values within a group or society and the comparison of behaviour among

different cultures. It contributes in understanding the cultural effects on

organisational behaviour, effects of value systems, norms, sentiments, cohesion and

interaction.



• Economics

Economics contributes in understanding the decision process, methods of

allocating scarce resources in the organisations, and the impact of economic policy

on organisations.

• Political Science

The contributions of political scientists are significant to the understand

arrangement in organizations. It studies individuals and groups within specific

conditions concerning the power dynamics, conflicts in organisations and overall

administrative process.


CHALLENGES IN

ORGANISATIONAL BEHAVIOUR• Responding to Globalization

Business operations are no longer restricted to a particular locality or region.

Company’s products or services are spreading across the nations using mass

communication, internet, faster transportation etc.

• Improving Quality and Productivity

Quality is the extent to which the customers or users believe the product or service

surpasses their needs and expectations.

• Empowering People

The main issue is delegating more power and responsibility to the lower level cadre

of employees and assigning more freedom to make choices about their schedules,

operations, procedures and the method of solving their work-related problems.

Encouraging the employees to participate in work related decision will sizably

enhance their commitment at work.


CHALLENGES IN

ORGANISATIONAL BEHAVIOUR• Improving People Skills

Technological changes, structural changes, environmental changes are accelerated

at a faster rate in business field. Unless employees and executives are equipped to

possess the required skills to adapt those changes, the achievement of the targeted

goals cannot be achieved in time.

• Managing Workforce Diversity

This refers to employing different categories of employees who are heterogeneous

in terms of gender, race, ethnicity, relation, community, physically disadvantaged,

homosexuals, elderly people etc. The primary reason to employ heterogeneous

category of employees is to tap the talents and potentialities, harnessing the

innovativeness, obtaining synergetic effect among the divorce workforce.


CHALLENGES IN

ORGANISATIONAL BEHAVIOUR• Stimulating Innovation and Change

Today’s successful organizations must foster innovation and be proficient in the art

of change; otherwise they will become candidates for extinction in due course of

time and vanished from their field of business.

• Improving Ethical behavior

The complexity in business operations is forcing the workforce to face ethical

dilemmas, where they are required to define right and wrong conduct in order to

complete their assigned activities. The ground rules governing the constituents of

good ethical behavior has not been clearly defined. Differentiating right things from

wrong behavior has become more blurred.

Leadership & Management

Organisational behaviour