3. WHAT IS AN ORGANISATION?
• A tool used by people to
coordinate their actions
to obtain something they
desire or value.
• Organizations provide
goods and services
Organizations employ
people.
• O r g a n i z a t i o n s b r i n g
together people and
resources to produce
products and services.
• Basically, organizations
exist to create value.
4. ORGANISATION EXISTS
Increase
specialization &
division of labor
Use large scale
technology
Which
The use of increases
org. allows Manage the external the value
environment that an
people to
jointly organization
can create
Economize on
transactional costs
Exert power &
control
5. WHAT IS ORGANISATION BEHAVIOR
The systematic study and application of knowledge about
how individuals and groups act within the organizations
where they work.
6. DEFINITION
OB is the field of study that investigates the impact that individuals, groups & structures have on behavior
within the organization for the purpose of applying such knowledge towards improving an organization’s
effectiveness.
8. EXAMPLE
If I want to understand my boss’s personality, I would be
examining the individual level of analysis. If we want to know
about how my manager’s personality affects my team, I am
examining things at the team level. But, if I want to
understand how my organization’s culture affects my boss’s
behavior, I would be interested in the organizational level of
analysis.
9. OB DRAWS FROM OTHER DISCIPLINES
TO CREATE A UNIQUE FIELD.
Personality and Motivation - Psychology.
Team processes relies - Sociology.
Decision making - Influence of Economics.
Power and influence in organizations - Political sciences.
Stress and its effects on individuals – Medical Science
Attitude change, Group process – Social Psychology
Individual culture ,org culture – Anthropology
10. IMPORTANCE OF OB
OB provides road map to our lives in organizations .
OB uses scientific research to help understand & predict org. life.
OB helps us influence organizational events.
OB helps understand himself & others better.
OB helps to understand the basis of motivation .
11. IMPORTANCE OF OB
OB is useful for maintaining cordial industrial relation
OB is also useful in the field of marketing.
The most popular reason to study OB is if one wants to
pursue career in management.
Upward trend in economy.
12. SCOPE OF OB
OB is the study of human behavior at work in organizations.
Accordingly the scope of OB includes the study of
individuals, groups and organization/structure. The aspects
of these three are –
Individuals:- Organizations are the associations of
individuals. Individuals differ in many respects. The study of
individuals, therefore, includes aspects as personality,
perception, attitudes, values, job satisfaction, learning and
motivation.
13. SCOPE OF OB
Groups of individuals: Groups include aspects such as
group dynamics, group conflicts, communication, leadership,
power and politics and the like.
Organization structure: The study of organization/structure
includes aspect such as formation of organizational
structure, culture and change and development.
14. FUNDAMENTAL CONCEPTS OF
ORGANISATIONAL BEHAVIOUR
The nature of people:
ü Individual differences
ü A whole person
ü Motivated behavior
ü Value of the person
18. AUTOCRATIC
The basis of this model is
power managerial
orientation of authority.
Those who are in command
must have the power to
demand “you do this or
else”
19. AUTOCRATIC
The employee in turn are
oriented towards obedience
& dependence on boss.
The employee need that is
met is subsistence.
The performance result is
minimal.
20. AUTOCRATIC
ü Its principal weakness is its high human cost especially as
caused by micromanagement.
ü Micromanagement- a natural pattern of autocratic
manager - is the immersion of manager into controlling
the details of daily operations.
ü Employees typically detest micromanager, with a result
being low morale, paralyzed decision on making being
second guessed & high turn over.
21. AUTOCRATIC
Usefulness:
ü Acceptable approach to guide managerial behavior when
there where no well known alternatives.
ü Useful under some extreme conditions such as
organizational crises.
23. CUSTODIAL MODEL
ü The basis of this model is
economic resources with
managerial orientation of
money
ü The employee in turn are
oriented towards security.
24. CUSTODIAL MODEL
ü The employee need that is
met is security.
ü Employee feel with
reasonable containment.
ü Most employees are not
producing anywhere near
there capacities.
ü The performance result is
passive co-operation.
26. SUPPORTIVE MODEL
ü The basis of this model is
leadership with a
managerial orientation of
support.
ü The employees in turn are
oriented towards job
performance &
participation
ü Psychological result is a
feeling of participation &
task involvement in the
organization
ü Employees may say we
insisted of they
27. SUPPORTIVE MODEL
Employees are strongly
motivated because their
status & recognition needs
are better met thus they have
awakened drive for work.
29. COLLEGIAL MODEL
ü The basis of this model is
partnership with a
managerial orientation of
teamwork
ü The result is that
employees feel needed &
useful.
There is at least
one thing that
cannot be done
without you.
30. COLLEGIAL MODEL
ü The employees in turn are
oriented towards
responsible behavior and
self-discipline.
ü The employee need that is
met is self-actualization.
The performance result is
moderate enthusiasm
33. SOBC
The Stimulus
ü Is the cause that may be overt or covert, physical,
social, psychological, technological, environmental etc.
The Organism
ü Can be individual or a group. They have cognitive
mediators with physiological existence.
The Consequences
ü Are expressed as the results that may be overt or covert.
Positive or negative and can have effects on environmental
dynamics and applications.
34. SOBC
SOBC model is based on the very practical
philosophy of human behavior that: every
behavior is caused & follows the Cause-
Effect relationship.
35. CONCLUSION
ü Evolving Model
ü Relation of models to Human Needs
ü Increasing use of some models
ü Contingent use of all models
ü Managerial flexibility
36. EVOLVING MODEL
ü Managers /organizations use of the models tends to
evolve over time.
ü There is no permanent model.
ü Primarily challenge to management is to identify the
model it is actually using & then access its current
effectiveness.
37. RELATIONSHIP OF MODELS TO HUMAN
NEEDS
ü The five models are closely related to human needs .
ü Each model is built upon the accomplishments of the
other.
38. INCREASE USE OF SOME MODELS
ü The tend towards supportive, collegial & SOBC will
increase .
ü Only this newer models can offer the satisfaction of the
employees needs for esteem ,autonomy & self
satisfaction.
39. CONTINGENT OF OF ALL MODELS
ü Though one model may me used at any given time, some
appropriate use will remain for other models.
ü The 5 models will continue to be used, but the more
advanced model will have growing use as progress is
made & employees expectations rise.
40. MANAGERIAL FLEXIBILITY
ü Managers need to identify their current behavioral model
& must keep it flexible & current.
ü Mangers need to read, reflect, to interact with others & to
be receptive to challenges to their thinking from
colleagues & their employees .
41. MODELS OF OB
Basic of Autocratic Custodial Supportive Collegial
model
Managerial Power Economic Leadership Partnership
orientation resources
Employee Authority Money Support Teamwork
Orientation
Employee Dependence Dependence Participation Self
Psychologic on boss on org. discipline
al Result
Employees Subsistence Security Status & Self
need met recognition actualization
Performance Minimum Passive Awakened Moderate
result. cooperation drives enthusiasm
