Ob 1

ORGANISATIONAL
BEHAVIOUR
Organizational Behaviour is the study and
application of knowledge about how people,
individuals, and groups act in organizations.
• It does this by taking a system approach. That

is, it interprets people-organization relationships
in terms of the whole person, whole group,
whole organization, and whole social system.
• Its purpose is to build better relationships by
achieving human objectives, organizational
objectives, and social objectives.
Its purpose is to build better
relationships by achieving
human objectives,
organizational objectives, and
social objectives.
Organizational behaviour encompasses a
wide range of topics,
It is about people in organizations ;
• who they are ;
• how they think ,
• How they interact
• How they behave
• How they coordinate and why.
It deals with –
• Perception Learning
• Motivation Communication
• Stress Groupism
• Teams Leadership
• Organization culture Power
• Conflicts Changes
• Development Results
• Goals
• Organizational studies encompasses the
study of organizations from multiple
viewpoints, methods, and levels of
analysis
ORGANISATIONAL BEHAVIOUR
• MICRO : organizational behavior -- which
refers to individual and group dynamics in
an organizational setting -- and
• MACRO : organizational theory which
studies whole organizations, how they
adapt, and the strategies and structures
that guide them.
Whenever people interact in organizations,
many factors come into play.
• Modern organizational studies attempt to
understand and model these factors. Like
all modernist social sciences,
organizational studies seeks to control,
predict, and explain. As such,
organizational behaviour or OB (and its
cousin, Industrial psychology) have at
times been accused of being the scientific
tool of the powerful ; OB can play a major
role in organizational development and
success
Taylor was the first person who attempted to
study human behavior at work using a
systematic approach. Taylor studied
• human characteristics,
• social environment,
• task,
• physical environment,
• capacity,
• speed,
• durability,
• cost and their
• interaction with each other..
• The overall objective of his study was to reduce and/or
remove human variability.
• Taylor worked to achieve his goal of making work

behaviors stable and predictable so that maximum
output could be achieved.
• He relied strongly upon monetary incentive systems,

believing that humans are primarily motivated by money.
• He faced some strong criticism, including being accused

of telling managers to treat workers as machines without
minds, but his work was very productive and laid many
foundation principles for modern management study
• Organizational behaviour is becoming
more important in the global economy as
people with diverse backgrounds and
cultural values have to work together
effectively and efficiently.
• It is also under increasing criticism as a

field for its ethnocentric and pro-capitalist
assumptions .
ORGANISATION DESIGN
.
Organization design involves the
creation of
roles,
processes, and formal
reporting relationships in an
organization.
PHASES OF ORGANISATION
DESIGN
• Strategic grouping, which establishes the

overall structure of the organization, and
• operational design, which defines the

more detailed roles and processes
Core of Organisational Behaviour
• The concept of organization, defined as

two or more people working together
toward one or more shared goals.
OB is a long range effort to improve
organization's problem solving and
renewal processes, particularly through
more effective and collaborative
management of organizational culture,
often with the assistance of a change
agent or catalyst and the use of the theory
and technology of applied behavioral
science.
• Organisations are social systems . not just
technical economical systems.
.
• Organizations are collections of interacting
and inter related human and non-human
resources working toward a common goal
or set of goals within the framework of
structured relationships
• Organizational behavior is concerned with all
aspects of how organizations influence the
behavior of individuals and how individuals in
turn influence organizations.
• Organizational behavior is an inter-disciplinary
field that draws freely from a number of the
behavioral sciences, including anthropology,
psychology, sociology, and many others. The
unique mission of organizational behavior is to
apply the concepts of behavioral sciences to the
pressing problems of management, and, more
generally, to administrative theory and practice
Approaches to the study
• In approaching the problems of organizational behavior,
there are a number of available strategies Historically,
the study of management and organizations took a
closed-systems view to maximize the efficiency of
internal operations. In doing so, the uncertainty of
uncontrollable and external environmental factors often
were assumed away or denied. This traditional closed-
systems view of organizations made substantial
contributions to the theory of organizational design. At
the same time, for analytical reasons, organizations
came to be viewed as precise and complex machines. In
this framework, human beings were reduced to
components of the organizational machine.
• More recently, the study of organizations
and the behavior of human beings within
them have assumed a more open-systems
perspective.
• Factors such as human sentiments and

attitudes, as well as technological and
sociological forces originating outside the
organizations, have assumed greater
importance in analyzing organizational
behavior.
• Today most organisations adopts the open
perspective, because this is a
contemporary and more meaningful way to
view organizations and human behavior
within them. Human behavior in
organizations is a combination of
genetically and environmentally
determined aspects.
• An attempt has also been made to
examine the relationship between culture
and behavior. Since culture includes all
learned behavior, the discussion is
restricted to the influence of generational
values and the specific importance of
value differences among social classes
and work groups.
• The final major topic of discussion related
to attitudes and attitude change.
• A careful analysis is made of attitude

formation and the controversial
relationship between attitudes and
behavior.

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ORGANISATIONAL

• It does this by taking a system approach. That

organizational objectives, and

• Taylor worked to achieve his goal of making work

• He relied strongly upon monetary incentive systems,

• He faced some strong criticism, including being accused

• It is also under increasing criticism as a

• Strategic grouping, which establishes the

• operational design, which defines the

• The concept of organization, defined as

• Factors such as human sentiments and

• A careful analysis is made of attitude

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