ORGANISATIONAL

BEHAVIOUR
Suggested Books - By Authors
1. Stephen P Robbins
2. Fred Luthans
3. Steven L McShane & Mary Ann Von Glinow
4. Don Hellriegel, John W Slocum &
Richard W Woodman
5. Jit S Chandan
6. Aswathappa

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 CHAPTER ONE

INTRODUCTION TO
ORGANIZATIONAL
BEHAVIOUR

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WHAT IS AN ORGANIZATION?

Organisations are social inventions for

accomplishing goals through group
efforts.

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 MANAGERIAL FUNCTION

 Planning
 Organising
 Directing
 Controlling

Behavioural aspects are connected with each of them

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 HENRY MINTZBERG’S
MANAGERIAL ROLES

I. Interpersonal
II. Informational
III. Decisional

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 I. INTERPERSONAL

Role Description
Figurehead - Symbolic head. Routine
duties of legal or social nature
Leader - responsible for motivation and
direction of subordinates
Liaison - maintains network of outside
contacts

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 II. INFORMATIONAL

Role Description
Monitor Nerve centre for internal and external
information.
Disseminator Transmits information received to
members of organization.
Spokesperson Transmits information to
outsiders

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 III. DECISIONAL

RoleDescription
Entrepreneur - Searches for opportunity and
projects for change.
Disturbance - Responsible for corrective handler
action when organization faces disturbances.
Resource - makes significant.
allocator organizational decisions
Negotiator - represents organization in
major negotiation.

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 MANAGEMENT SKILLS
Robert Katz
Skill Ability to
Technical - apply specialised
knowledge or expertise
Human - work with, understand and
motivate other people
Conceptual- analyse and diagonise
complex situations

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 COMPETENCY

is an interrelated set of skills,

behaviours, attitude and
knowledge needed by an individual
to be effective in most professional
and managerial positions.

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 FOUNDATION COMPETENCIES
FOR
INDIVIDUAL AND MANAGERIAL
EFFECTIVENESS
1. Self
2. Communication
3. Diversity
4. Ethics
5. Across Cultures
6. Teams
7. Change
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 1. MANAGING SELF
COMPETENCY

involves the ability to

-assess our own strengths & weakness
-set and purse professional & personal goals
-balance work & personal life
-engage in new learning

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 2. MANAGING
COMMUNICATION
COMPETENCY
involves the ability to use all modes of
transmitting, understanding and receiving
thoughts and feelings – verbal, listening,
nonverbal, written, electronic and the like –
for accurately transferring and exchanging
information and emotions.

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 3. MANAGING DIVERSITY
COMPETENCY

involves the ability to – value unique

individual and group characteristics,
embrace such characteristics as
potential sources of organisational
strength and respect the uniqueness of
each individual.

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4. MANAGING ETHICS
COMPETENCY

involves the ability to – incorporate

values and principles that distinguish
right from wrong in making decisions
and choosing behaviours.

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 5. MANAGING ACROSS
CULTURES COMPETENCY

involves the ability to – recognise

and embrace similarities and
differences among nations and
cultures and then approach key
organisational and strategic issues
with an open and curious mind.

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 6. MANAGING TEAMS
COMPETENCY

involves the ability to – develop,

support, facilitate and lead groups
to achieve organisational goals.

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 7. MANAGING CHANGE
COMPETENCY

involves the ability to – recognise

and implement needed adaptations
or entirely new transformations in
the people, tasks, strategies,
structures or technologies in a
persons area of responsibility.

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 The study of
Organisational Behaviour (OB)
is to understand and improve
all the competencies.

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 OB – DEFINITION

a. Robbins:
OB is a field of study that investigates the
impact that individuals, groups and structure
have on behaviour within organisations for
the purpose of applying such knowledge
towards improving an organisation’s
effectiveness.

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OB – DEFINITION (Contd.)

b. McShane & Vonglinow:

OB is the study of what people

think, feel and do in and around
organisations.

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 OB – DEFINITION (Contd.)

c. Hellriegel, Solcum & Woodman:

OB is the study of human behaviour,
attitude and performance in
organisations

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 FIVE ANCHORS OF OB

1. Multidisciplinary
2. Scientific method
3. Contingency
4. Multi levels
5. Open system

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 1. MULTI DISCIPLINARY
ANCHOR
DISCIPLINES
TRADITIONAL EMERGING
*Psychology *Communications
*Sociology *Information systems
*Anthropology *Women studies
*Political Science
*Economics
*Industrial Engineering

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 2. SCIENTIFIC METHOD ANCHOR

Scientific method is a set of

principles and procedures that help
researches to systematically
understand previously unexplained
events and conditions.

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 3. CONTINGENCY ANCHOR

Contingency is the idea that a

particular action may have
different consequences in different
situations; that no single solution is
best in all circumstances

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 4. MULTIPLE LEVELS OF
ANALYSIS ANCHOR

 Individual level
 Team level
 Organisational level

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 5. OPEN SYSTEMS ANCHOR

 Company is a living system – within the

context of larger systems.

 Organisations consist of independent parts

that work together to continually monitor and
transact with external environment

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 CONCLUSION

With the understanding of the

nature and scope of OB remaining
topics will be dealt from multiple
levels framework

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