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Contents

Introduction

Definitions of OB

Historical evolution ofOB as a discipline

Contributing disciplines

to the OB field

1 Organizational Behavior


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IntroductionOrganizations need to develop their interpersonal or

people skills for being effective.

Organizational behavior is a field of study that investigates

the impact that individuals groups and structure have on

behavior !ithin an organization then applies thatkno!ledge to make organizations !ork more effectively.

"obbins #$%%&'

OB concentrates on ho! to Improve productivity

"educe absenteeism and turnover

Increase employee citizenship

Increase employee (ob satisfaction

$ Organizational Behavior


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)he field of organizational behavior takes e*tracts from

the behavioral science disciplines like psychology social

psychology and cultural anthropology.

+ome basic ideas included in OB are personality theory

attitudes and values motivation and learning

interpersonal behavior group dynamics leadership and

team!ork organizational structure and design decision,

making po!er conflict and negotiation.

& Organizational Behavior


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Learning Objectives

-fter this unit you !ill be able to understand,,,,,

Historical evolution of OB as a discipline

Contributing disciplines to the OB field

Organizational Behavior


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Definitions of OB

Organizations are defined as social arrangementsconstructed by people !ho can also change them.

,,,,Buchanan and Huczynski #1//0'Organizations are a system of cooperative activities ,

and their coordination reuires something intangibleand personal that is largely a matter of personalrelationships.

,,,, Barnard #1/&2'

OB is concerned !ith 3the study of the structurefunctioning and performance of organizations and thebehavior of groups and individuals !ithin them4.

,,,, 5ugh #1/01'



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OB is about----1. the study of human behavior, attitudes and performance within an

organizational setting!. drawing on theory, methods and principles from such

disciplines---

". as psychology, sociology, and cultural anthropology to learn aboutindividual perception, values, learning capabilities, and actions

#. while wor$ing with groups and within the total organization

%. analyzing the e&ternal environment's effect on the organization

(. and its human resources, missions, ob)ectives and strategies.*

Organizational behavior is defines as +he understanding,prediction and management of human behavior in organizations.*

red uthans



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Contd.8rom the above definitions OB can be seen as,,,,- !ay of thinking

-n interdisciplinary field

Having a distinctly humanistic outlook

5erformance oriented

+eeing the e*ternal environment as critical

9sing scientific method

Having an application orientation



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Levels of Analysis

:ood #1//0' suggested that different levels ofanalysis can be applied !hen (udging the importanceof an organizational issue. He proposed eight

levels----Individual)eamInter,groupOrganizational

Inter,organizational+ocietalInternational;lobal



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istorical /volution of OB as a

Discipline


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!. 3or$ of 4harles Babbage

He added some more advantages to the list of

advantages of division of labor proposed by -dam +mith?

It decreases the time needed to learn a (ob.It reduces !astage of material during the learning

process.

Improves skill levels.

It matches people>s skills and physical abilities !ithspecific tasks.

1% Organizational Behavior


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B +he 4lassical /ra

Classical era covers the period from 1/%% to

mid 1/&%s.

)he main contributors during this period !ere8rederick )aylor

Henri 8ayol


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1.Frederick Taylor

His main focus !as on finding one best !ay of doing a (ob.

He gave importance on selecting the right people for the right

(ob and train them to do the (ob in one best !ay.

His scientific principles of management highlighted thefollo!ing principles+hift all responsibility for the organizational !ork from !orker to

manager.

9se scientific methods to find the most efficient !ay of doing !ork.

+elect the best person to do the (ob.)rain the !orker to do the !ork effectively.

Observe the performance of !orkers to make sure that proper !ork

methods are used and correct results are obtained.

1$ Organizational Behavior


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!.enri ayol

e was a mining engineer and a manager by profession.

e defined the nature and wor$ing patterns of twentieth century

organizations in his boo$, 5eneral and 6ndustrial 7anagement,

published in 181(.

In this book 14 principles of management are defined. They are----

1. Division of work@ +as$s should be divided among employees.

2. Athority and responsibility @ 0uthority is the right to give orders.

6t should match with responsibility.

!. Discipline9 6t is necessary for proper functioning of business.4. "nity of command @ 0n employee should receive orders from one

superior only.

#. "nity of direction@ 0ctivities related to a single ob)ective should be

coordinated by a single plan.

1& Organizational Behavior


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$. %bordinates of individal interest to general interest @ 6ndividualor group goals must not ta$e priority over business goals.

&. 'emneration of personnel @ 6t should be fair, encourage effortand there should be no overpayment.

(. )entrali*ation @ +he e&tent of centralization of power of issuingorders at the top depends on size of the organization and thes$ills of its personnel.

+. %calar chain ,line of athority @ low of communication shouldbe up and down the line of authority.

1. /rder@ 7aterial and personnel should be at proper place.

11. 0ity@ :eople should be treated with $indness and )ustice.

12. %tability of tenre of personnel@ ;uic$ turnover of people shouldbe avoided because it ta$es time to develop e&pertise.

1!. Initiative@ /mployees should be encouraged to ta$e initiatives.

14. 0sprit de corps @ 0ll efforts should be made to maintain peaceand harmony within the organization.



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3.Max eber

His theory is also kno!n as bureaucratic theory in management.

He described an ideal kind of organization and called it bureaucracy.

+he features of 3eber's bureaucratic structure are-------

-reas of authority should be clearly specified.Organizations follo! principle of hierarchy !here subordinates follo!

instructions of superiors but have a right to appeal.

-bstract rules guide decisions and actions.

Officials are selected on the basis of technical ualifications. Amployment by the organization is a career.



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!"T#e $u%an &elationsMove%ent

1. 7ary :ar$er ollet------

)he vie! that people are important to the !orld of

business !as given by


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!. 4hester Barnard

Barnard believed that organizations consist of people

!ho have interacting social relationships.

He believed that organizations can be successful if

they cooperate !ith various stakeholders such asemployees customers investors suppliers etc.

He emphasized on the need for development of skills

and motivation of employees for the success of

organization.



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3. 'lton Mayo

He is kno!n as the founder of human relations movement.

He is also kno!n for his research including the Ha!thorne +tudies

and his book )he +ocial 5roblems of an Industrialized Civilization

#1/&&'>. )he research conducted under the Ha!thorne +tudies sho!ed the

importance of groups in affecting the behavior of individuals at !ork.

He found that !ork satisfaction depended on the social relationship

of the !orkgroup.

5hysical conditions and financial incentives have very lo!motivational value.

He concluded that performance depends on both social issues and

(ob content.

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#. Dale 4arnegie

His book Ho! to :in 8riends and Influence 5eople is

used by management e*perts even today.

He believed that to succeed an organization should

!in the cooperation of its people.He advised,,,,,,


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(. Abra#a% Maslo)

He proposed the need hierarchy theory #physiological

safety social esteem and self actualization needs'.

Aach step in the hierarchy must be satisfied before

moving on to the ne*t step.

-fter a need is satisfied it does not motivate an

individual.

)he final goal of human e*istence is self actualization.


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Maslo)*sMaslo)*s

$ierarc#y$ierarc#yof +eedsof +eeds

SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological

Be where you want to be


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,. -ouglas Mcregor

e gave two statements about human nature 9 +heory = and+heory >.

+heory = put forward a negative view of people stating that thiscategory has ittle ambition

Disli$e wor$ 3ant to avoid responsibility put forward a positive view of people stating that thiscategory has 2elf direction

+a$e responsibility 4onsider wor$ as a natural activity

7c5regor believed that managers should give freedom to theirsubordinates to utilize their creativity and potential.

$$ Organizational Behavior


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-"/e#avioral 0cienceT#eorists1. B.. 2$inner-

His research on classical and operant conditioning

and behavior modification affected the design of

organization>s training programs and re!ard systems.

-ccording to +kinner behavior depends on results.

He stated that people sho! a desired behavior only if

they are re!arded for it.

- behavior is not repeated if an individual is notre!arded or punished for it.

$& Organizational Behavior


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.-avid Mc!lelland

His !ork has helped organizations to match people

!ith (obs and in redesigning (obs for high achievers to

motivate them.

8or e*ample people !ho have received achievement

training in India !ork for longer hours initiate more

ne! business ventures make greater investments in

productive assets as compared to people !ho did notreceive such training.

$ Organizational Behavior


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3.Fred Fiedler

His !ork in the field of leadership has a big

contribution to the gro!th of OB as a discipline.

He highlighted the situational aspects of leadershipand tried to develop a complete theory of leadership

behavior.

$6 Organizational Behavior


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2.Frederick $erberg

He tried to find ans!er tothe uestion? :hatindividuals !ant from their

(obs By his study he reached a

conclusion that peoplepreferred (obs that providedrecognition achievementresponsibility and gro!th.

Only hygiene factors !erenot sufficient to motivate

people at !orkplace. )his !ork is important in OB

because it helped inenriching (obs and theuality of !ork life in modernorganizations.


7otivational actorsygiene actors

4ompany policies

;uality of supervision

?elations with others

:ersonal life

?ate of pay

@ob security

3or$ing conditions

0chievement

4areer advancement

:ersonal growth

@ob interest

?ecognition

?esponsibility


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'" O/ in 4resent Ti%es

Only a single theory cannot improveorganizational functioning and effectiveness.

)herefore a contingency approach is

suggested.)oday the focus is on understanding the

situational factors and ho! they affect a

behavior pattern of individuals.



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Contributing Disciplines to theOB Field

Organizational behavior is a behavioral science that takescontributions from various behavioral disciplines like,,,,

5sychology

+ociology

+ocial psychology

-nthropology

5olitical science



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:sychology

It is the science that tries to measure e*plain and change thebehavior of humans and other animals.

Aarly industrial or organizational psychologists !ere

concerned !ith problems of tiredness boredom and other

factors that affect performance.

But no! they are concerned !ith learning perception

personality training leadership effectiveness etc.

2ociology

It is the study of the social system in !hich the individual lives.

It studies people !ith respect to their colleagues.

+ociologists make an important contribution to OB through

their study of group behavior in organizations.

$/ Organizational Behavior


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0ocial 4syc#ology

It mixes the concepts of psychology and sociology. It focuses on inuence of people on one another.

Ant#ro5ology

It is the study of societies to learn about human beings andtheir activities.

Anthropologists or! on culture and environments."hey help in understanding di#erences in fundamental values$

attitudes and behavior of people in di#erent countries anddi#erent organi%ations.

4olitical 0cience

It studies behavior of individuals and groups ithin a politicalenvironment.

It focuses on areas li!e conict$ intra&organi%ational politicsand poer.

&% Organizational Behavior


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'otivation and (ob)atisfaction*hy is this important+Are you tired of unmotivated$ uninterested$

and inept or!ers+

One&third to one&half your life is spent at

or!,,


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"heories of 'otivation

Content "heories- Focus on the importanceof the or! e.g.$ challenges andresponsibilities/)peci0c needs that motivate human behavior

1rocess "heories- Deal ith the cognitiveprocesses used in ma!ing decisions aboutour or!


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Content "heories

Achievement 'otivation "heory- David'cClelland. 2mphasi%es need to accomplishsomething. 3in!ed to successful managersFavor environment here they can assume

responsibility"a!e calculated ris!s and set attainable goals4eed continuing recognition and feedbac!

'anagers high in achievement motivation

sho more respect for subordinates and usemore participatory systems


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4eed 5ierarchy "heory

Abraham 'aslo- proposed that e have ahierarchy of needs. Once one is ful0lled ecan move on to the next1hysiological

)afetyBelonging and 3ove2steem)elf&Actuali%ation


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267 "heory

Alderfer)imilar to 'aslo. *e have needs$ but in

this case they are not hierarchicallyarranged

)atisfying a need may increase its strength2xistence 4eeds6elatedness 4eeds7roth 4eeds


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'otivator&5ygiene "oFactor/ "heory'otivator 4eeds- internal to or! itself. If

conditions are met$ 8ob satisfaction occurs(ob enrichment- expand a 8ob to give

employee a greater role in planning$

performing$ and evaluating their or!5ygiene 4eeds- Features of or!

environment. If not met$ 8ob dissatisfactionoccurs


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(ob Characteristics "heory

If employees have a high need for groth$speci0c 8ob characteristics lead topsychological conditions that lead to

increased motivation$ performance$ andsatisfaction.)!ill variety9nity of a 8ob

"as! signi0canceAutonomyFeedbac!


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1rocess "heories

:alence&Instrumentality&2xpectancy :I2/"heory- people ill or! hard if theyexpect their e#ort to lead to reard

Importance of outcome determines its

strength as a motivator ; supported byresearch


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2


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7oal&)etting "heory

Idea that our primary motivation on the 8obis de0ned in terms of our desire to achievea particular goal6esearch shos that having goals leads to

better performance than not having goals)peci0c goals are more motivating than

general

'oderately di=cult goals are most

motivating


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5igh 1erformance Cycle

2xpands on 7oal )etting "heory)peci0c$ attainable goals inuenced by

'oderators commitment to goal$ self&e=cacy$ tas! di=culty$ feedbac!/ and

'ediating 'echanisms universal tas!strategies such as direction of attention$e#ort and persistence/


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(ob )atisfaction

Overall measures of satisfaction may be toobroad- current measures address di#erentfacets of 8ob satisfaction

Overall 8ob satisfaction rate has remained thesame for over >? years6ates are much loer for government

or!ers

*hen people say they are satis0ed$ theyoften mean they are not dissatis0ed,,


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1ersonal Characteristics and(ob )atisfaction

Age- in general$ increases ith age'alcontents have stopped or!ing

Older or!ers have greater chance offul0llment

7ender- inconclusive results

6ace- hites are happier

Cognitive Ability- slight negative relationshipbeteen level of education and satisfaction


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1ersonal Characteristics$Cont.9se of )!ills(ob Congruence

1ersonality- less alienation and internallocus of control lead to higher satisfaction

Occupational 3evel- the higher the statuslevel the greater the satisfaction


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3o )atisfaction and (ob

BehaviorAbsenteeism- any given day @&? of

or!ers miss or!. Costs businesses E?billion dollars a yearounger have higher absence rates

6ates are inuenced by economic conditions

"urnover- 4ot alays a bad thing,

Functional "urnover- hen bad or!ers leaveDysfunctional "urnover


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32AD26)5I1 G )9126:I)IO4


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32AD26)5I1

Leaders#i5Leaders#i5 involves 6ualities related to a 5erson7s

c#aracter and be#aviors8 as )ell as roles )it#in agrou5 or organiation. It re6uires t#at a 5erson #avet#e ability to guide and in9uence anot#er 5erson8grou58 or bot# to t#ink in a certain )ay8 ac#ieveco%%on goals8 or 5rovide ins5iration for c#ange.Mar6uis and $uston :;;3" state t#at leaderscult to %anage


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0ituational Leaders#i5 :cont."

#en to use situational%anage%ent$ig#ly ex5erienced

%anager

Manager #ig#ly skilled in

#u%an relations'%5loyees )it# range of

needs for su5ervision


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)upervision

"h A t G C ft f


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"he Art G Craft of)upervision

The Art The Craft

Interpersonal

and Conceptual

Skills

Technical

Skills


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'a!ing the "ransition

Find out hat management expects of you.2stablish your authority.

7et to !no your operation.

7et to !no your people.

Communicate your expectations.


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DO4H" DO I",

1laying favorites.Doing the or!. 3et your employees be the technical

or!ers. Being emotional. 3ying your ay out of things."rying to be One of the 7ang."a!ing credit for your employeeHs successes. Blaming management for problems. )elling out your employees. 6efusing to ma!e a proper commitment to the 8ob.4eglecting to gro into the 8ob.


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Eualities of +upervisors

7oal orientedBottom line oriented

Communicates and enforces standards

Initiative ; see!s opportunities to solve

problems)!illful use of inuence

Communicates con0dence

in people


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Eualities of +upervisors #continued'

Interpersonal sensitivityDevelops and coaches others

7ives performance feedbac!

Collaboration and team building

Conceptual s!ills and systematicproblem solving

Concern for image and

reputation


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)upervisor De0nition

)upervisor has its roots in 3atin$ here itmeans J3oo!s OverK

)uper hich means :ery 7oodand :ision

hich means Detailed Focus.


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*hat Is )upervision+

)upervision is the 0rst level ofmanagement in an organi%ation

)upervisors do not do operative or!$ but

see that it is accomplished through thee#ort of others


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*ho are )upervisors+

A supervisor is the manager ho serves asthe lin! beteen operative employees andall other managers

Five Attitudes for )uccessful


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Five Attitudes for )uccessful)upervision

IHmA member of management

6esponsible for the performance of my entireteam

2asy to or! for2asy to get along ith

Able to forgive myself for mista!es


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"he Functions of )upervision

Planning

Organizing

Staffing

Leading

Controlling

Determining how well the work is beingdone compared to what was planned

Directing channeling

emplo!ee beha"ior

Obtaining de"eloping

good people

Distributing the work arranging

it so that it flows smoothl!

Determining the most effecti"e

means for achie"ing the work


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"he Functions of )upervision

E types of s!ills re


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)!ills G 3evels of'anagement


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:hat 8actors -ffect Behavior

1olicies

1eer group

'edia

Di#erence of ethics taught and ethics observed2xternal inuencesFamily

6eligious

Cultural1olitical


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)upervisorMs 6esponsibility

Lno and understand values of thedepartment$ subordinates$ self.

Demonstrate integrity.

Instruct$ monitor$ correct behaviors insubordinates.


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2thics In "he *or!place

2mployeesM ideas of hat is acceptable andnot acceptable are based on thesupervisorMs actions

"he supervisorMs failure to ta!e corrective

action in certain situations can also a#ectthe behavior of the employees


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Areas 6e


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Dealing ith Dishonest2mployeesA. -ealing )it# dis#onest subordinates

@. 6ecogni%e the problem$ get the facts$ and document the

case

. Confront the employee

E. Follo the established disciplinary system

/. -ealing )it# dis#onest 5eers or ot#er %anagers@. ou may not be able to deal directly ith the problem

. In most cases$ report your suspicions and 0ndings to

your boss and let them confront those involved

!. #istle blo)ing

@. *histle bloer places himself or herself at ris!

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