Introduction to

Organizational Behaviour

Dr. Swati Srivastava

PG-HA (Batch 2023)
SGPGIMS
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 Definition of Organisation

“Organization is a structural relationship by which an

enterprise is bound together and the framework in
which individual effort is coordinated”
Koontz and
O’Donnell

A consciously coordinated social unit, composed of two

or more people, that functions on a relatively continuous
basis to achieve a common goal or a set of goals.

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 Definition of Organizational
Behaviour
Organizational Behavior can be defined as the
understanding, prediction, and management of
human behavior in organizations
(Freud Luthans)

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.
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The Essence of OB:
The influence of environment on the interface between
individuals and organisations cannot be overlooked.

Fig. Above illustrates the integrative study of OB. It

shows the linkages among human behaviour in
organisational settings, the individual-organisational
interface, the organisation, as well as the environment
surrounding the organisation.
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 Foundations of OB
• Individual differences

• A whole person

• Caused behaviour

• Human dignity

• Organizations are social

system

• Mutuality of interest

• Holistic concept

• Need for Management

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 Foundations of OB

• Individual differences -It is because of individual

differences and uniqueness that OB begins with the
individual. Only a person can take responsibility and
make decisions , a group, by nature cannot do so. A
group is powerless until individuals therein act

• A whole person – When an individual is appointed,

his/her social background, likes and dislikes, pride and
prejudices are also hired
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Caused Behavior – The behaviour of the employee is
caused and not random. This behaviour is directed
towards someone that the employee believes, rightly or
wrongly, is in his interest

Human dignity- It says that people are to be treated

with respect and dignity

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• Organizations are social systems- The existence of
a social system implies that the organizational
environment is one of dynamic change , rather than a
static set of relations

• Mutuality of interest- Organizations need people to

fulfil their goals and people also need organizations

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Holistic Concept- When the above six
fundamental concepts of OB are placed together, a
holistic concept emerges. This concept interprets
people-organisation relationships in terms of the
whole person, whole group, whole organisation and
the whole social system.

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 DISCIPLINES THAT CONTRIBUTE
TO THE OB FIELD
OB is an applied behavioral science built on
contributions from a number of behavioral
disciplines, mainly psychology and social
psychology, sociology, and anthropology.

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 Scope of OB
 The subject encompasses the study of intrapersonal
behaviour, interpersonal behaviour, and of the
organizations themselves
 Intrapersonal behaviour covers such aspects as
personality, attitude, perception, learning, opinion,
motivation, job satisfaction and stress management

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• Interpersonal behaviour includes group dynamics,
team dynamics, Intergroup conflict, leadership,
communication and the like

• About organizations, the study covers such aspects

as their formation, structures, effectiveness and
formal and informal organizations

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 Human Resource Approach

• This approach recognises the fact that people are the

central resource in any organization

• So, they should be developed towards higher levels of

Competency, Creativity, and Fulfillment

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Contingency Approach

• This approach assumes that there is no ‘one best

way’ available in any organization. It suggests that in
most organizations situations and outcomes are
contingent on, or influenced by , other variables

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Systems Approach

• This approach views the organisation as united,

purposeful system composed of interrelated parts

• This approach gives managers a way of looking at

the organization in totality: as a whole person ,
whole group and social system

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Productivity Approach

• Productivity the ratio of output to input, is a

measure of an organizations effectiveness

• It also reveals the managers efficiency in

optimizing resource utilization

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 The OB Models

• A model is an abstraction of reality, a simplified

representation of some real world phenomenon.

It proposes three types of

• variables (inputs, processes, and outcomes) at three

levels of analysis (individual, group, and organization)

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 The OB Model
Inputs Variables like personality, group structure, and
organizational culture that lead to processes

Processes are actions that individuals groups and

organizations engage in as a result of inputs and that
lead to certain outcomes

Outcomes are the key variables that you want to

explain or predict, and that are affected by some other
variables

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Autocratic Model- The autocratic model depends on
power. Managers are authority as the means to get things
done and employees are expected to follow orders

The Custodial Model- To overcome the shortcomings of

autocratic model, it came into existence. This model is
reward based. More emphasis is on economic rewards
and benefits to motivate employees

Supportive Model- It works in the public sector

organization which is dependent on effective leadership. It
is assumed that the workers are self directed and creative

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• Importance in this model is given to psychological
needs, self esteem, job satisfaction and friendly
relations between superior and subordinate

Collegial Model- This model is based on the partnership

between workers and management which works
together as a team. Workers are satisfied by their job and
they are committed to the organization

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The OB Model

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 CHALLENGES
1. Improving quality and productivity
More and more managers are confronted with the
challenge of having to improve their organisations
productivity and the quality of their products and
services

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2. Improving people skills/interpersonal skills

OB gives the manager the opportunity to completely

exercise insight in behaviour, how to alter the
behaviour and generally improve interpersonal skills

The subject matter of OB helps both practicing

managers as well as potential managers to develop
skills that can be used on the job

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3. Managing workforce diversity
Workforce diversity has important implication for
management – managers will need to shift their
philosophy form treating everyone alike
recognizing differences and responding to them in
ways that will ensure employee retention and
greater productivity

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4. Responding to Globalization

The world today is continuous becoming global

village. Organizations no longer constraint
themselves to national borders

OB provides us with fundamental concepts to enable

us focus on how cultural differences might require
managers to modify their managerial practices

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5. Empowering people
Managers are empowering employees.
They have to learn how to give up control and
employees have to learn how to take up responsibility
for their work.

6. Stimulating innovativeness and change

This implies that today successful organizations must
foster innovation and master the art of change, or
they become extinct.
Victory will go to organization that maintain flexibility,
continually improve quality and beating competition in
the market place.

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7. Coping with temporariness
Today change is an ongoing activity for most manages
Managing in the past could be characterized by long periods
of stability, interrupted occasionally by short periods of
change but managing today could be described as long
period of ongoing change, interrupted occasionally by short
periods of stability

8. Dealing with employees’ loyalty

Today, organizations seek to be lean, and mean by closing
down operations, moving to low cost regions, closing the less
profitable branches, and eliminating entire levels of
managing and replacing permanent employees with
temporary ones

These kinds of changes result in a decline of employee

loyally. Employees perceive that their employers are less
committed to them and as a result, they result to being
committed to their employer 30
9. Improving Ethical Behaviours

Organisations today are characterized by cut backs,

expectations of improving workers productivity and
tough competition in the market place

Due to there pressures, employees feel pressured to

cut corners, break roles, and engage in other forms of
questionable practices could also be contracted to
give guidance to employees

Today managers need to create an ethically healthy

climate, living by example, for employees where they
can do their work productively and confront minimal
degree of ambiguity regarding what constitutes right
and wrong behaviour
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References

 Essentials of Organizational Behavior

Stephen P. Robbins, Timothy A. Judge

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THANK YOU

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