Understanding Organisational Behaviour and Its Impact

ORGANISATIONAL BEHAVIOUR Dr Anitta J

References Robbins SP, Organisational behaviour, 7thed., New Delhi, PHI, 1996 Singh Dalip, Emotional Intelligence at work, Response books, sage publications, Delhi, 2001 Huse, F E and cunnings, T G, Organization Development and change, 3rded., New York, west,1985 Shekcharan Uma, Organisational Behaviour, Text and cases, New Delhi TMH, 1989. Gupta and Joshi, Organisational Behaviour, Kalyani Publication Michael Vaz, Organisational Behaviour, Manan Prakashan

Definition Stephen P. Robbins defines organizational behaviour as "a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness. Fred Luthans defines Organizational behaviour is directly concerned with the understanding, prediction, and control of human behaviour in organizations. It studies human behaviour at 5 levels- Individual, Interpersonal- within group, Intergroup, Inter- organisational

Scope It helps us to under personality of oneself and others and helps us to behave accordingly. OB helps to understand how an individual gets motivated to behave and perform within the organisation. It will also help the organisation to develop right reward and recognition structure for motivating the employees. Most of the human behaviour exhibited is built upon perception that he or she carriers. OB helps in reducing the barriers that develop wrong perceptions in relation to individuals, environment and situations. OB helps people in learning of new behaviour and modification of behaviour through reinforcement.

It aids in understanding group dynamics i.e. how groups are formed, group structure and process, reasons for joining a group and function of group. It further helps in developing a right team for accomplishment of tasks and understanding dynamics in formal and informal setup. OB facilitates change in negative attitude of employees by developing a sense of belonging ness and boosting their morale. It also helps the individuals and organisation to management stress by analysing the levels of stress, identifying the causes and its effects on behaviour and job performance and overcoming them.

Elements of OB People Structure Technology Environment Environment OB People Technology Structure

People: People make up the internal social system of the organization. They consist of individuals and groups. There are formal and informal groups. Groups are dynamic. They form, change and disband. Organizations exist to serve people, rather than people existing to serve organizations. Structure: Structure defines the formal relationships of people in organizations. Different jobs are required to accomplish all of an organization's activities. There are managers and employees, accountants and assemblers. These people have to be related in some structural way so that their work can be effectively co-ordinated. These relationships create complex problems of co-operation, negotiation and decision-making. Technology: Technology provides the resources with which people work and affects the tasks that they perform. The technology used has a significant influence in working relationships. The great benefit of technology is that it allows people to do more and better work, but it also restricts people in various ways. It has costs as well as benefits. Environment: All organizations operate within an external environment A single organization does not exist alone. It is part of a larger system that contains many other elements such as Gov., the family, and other organizations.

Features/Nature/Characteristics Interdisciplinary in Nature Involves Interaction of Theory, Research and Practice Aims to Study Human Behaviour at Different Levels Goals or Objectives Benefits both Individuals and Organisation Science as well as an Art Fulfils Employee and Organisational Needs Behaviour Directed towards Different Parties

Relationship with other disciplines OB Anthropology Psychology Sociology Political Science Social Psychology

Approaches to Ob Human Resources Approach (Supportive) Contingency Approach Productivity Approach Systems Approach

Theoretical Framework of OB COGNITIVE- Cognitive approach emphasizes the positive and freewill aspects of human behaviour and uses concepts such as expectancy, demand, and intention. Cognition can be simply defined as the act of knowing an item of information. In cognitive framework, cognitions precede behaviour and constitute input into the person s thinking, perception, problem solving, and information processing. BEHAVIOURISTIC- Pioneer behaviourists Ivan Pavlov and Jon B. Watson stressed the importance of studying observable behaviours instead of the elusive mind. They advocated that behaviour could be best understood in terms of stimulus and response (S-R). They examined the impact of stimulus and felt that learning occurred when the S-R connection was made.

SOCIAL COGNITIVE/LEARNING- Social cognitive theory recognizes the importance of behaviourism s contingent environmental consequences, but also includes cognitive processes of self regulation. The social part acknowledges the social origins of much of human thought and action (what individual learns from society), whereas the cognitive portion recognizes the influential contribution of thought processes to human motivation, attitudes, and action (BANDURA). Every individual is a product of his personality, but also influences his personality as consequence of results of his behaviour.

Historical growth of OB Scientific Management Hawthorne Experiments Bureau cracy Theory Administr ative Managem ent Behavi oural Studies

Challenges and Opportunities Work force diversity Changing Demographics of Workforce Work place issues and challenges Improving productivity and quality Responding to Globalization Empowering People Coping with Temporariness Stimulating Innovation and Change Emergence of the e-organization Improving Ethical Behaviour

Models of OB