UNIT1
UNIT1
The scope of Organizational Behavior (OB) is broad and encompasses various aspects of how
individuals, groups, and structures impact behavior within organizations. Here are the key
areas within the scope of OB:
1. Individual Behavior
2. Group Behavior
• Group Dynamics: Analyzing how people behave in groups, including the formation,
structure, and processes within groups. This involves studying roles, norms, status,
group cohesiveness, and conformity.
• Teams: Understanding team development, team roles, and the factors that contribute
to effective teamwork. This includes examining how teams set goals, make decisions,
and resolve conflicts.
• Communication: Exploring the methods and effectiveness of communication within
groups, including verbal, non-verbal, and digital communication.
• Conflict and Negotiation: Studying the sources and types of conflict in organizations
and the strategies for conflict resolution and negotiation.
3. Organizational Structure
• Culture: Studying the shared values, beliefs, and norms that shape behavior within
organizations. This includes exploring how culture is created, maintained, and
changed.
• Climate: Analyzing the shared perceptions of organizational policies, practices, and
procedures and their impact on employee behavior and attitudes.
5. Leadership
6. Decision Making
7. Change Management
• Recruitment and Selection: Exploring how organizations attract, select, and retain
talent.
• Training and Development: Understanding the methods for employee training and
development and their impact on performance.
• Performance Management: Analyzing how organizations evaluate and manage
employee performance, including appraisal systems and feedback mechanisms.
Historical Development of Organizational Behavior
The field of Organizational Behavior (OB) has evolved over time, influenced by various
disciplines and significant research contributions. Here's an overview of its historical
development:
• Abraham Maslow: Maslow introduced the Hierarchy of Needs theory, proposing that
human motivation is based on a progression of needs from physiological to self-
actualization.
• Douglas McGregor: McGregor proposed Theory X and Theory Y, contrasting
assumptions about employee motivation. Theory X views employees as inherently
lazy, while Theory Y sees them as self-motivated and seeking responsibility.
• Herzberg’s Two-Factor Theory: Frederick Herzberg distinguished between hygiene
factors (which can cause dissatisfaction if missing) and motivators (which can drive
satisfaction and performance).
• This approach argues that there is no one best way to manage or lead an organization.
Instead, the optimal course of action depends on various internal and external factors.
Prominent contributors include Fred Fiedler (Fiedler’s Contingency Model) and Paul
Lawrence and Jay Lorsch (Contingency Theory of Organizational Design).
• Equity Theory (J. Stacy Adams): This theory posits that employees seek fairness in
the workplace and are motivated by their perceptions of equitable treatment compared
to others.
• Expectancy Theory (Victor Vroom): Vroom's theory suggests that motivation is
based on the expectation that effort will lead to performance and performance will
lead to desired outcomes.
• Social Learning Theory (Albert Bandura): This theory highlights the role of
observational learning, imitation, and modeling in behavior development within
organizations.
• Organizational Culture and Climate: Researchers like Edgar Schein and Geert
Hofstede have contributed to understanding how organizational culture and climate
impact behavior and performance.
• ponents of Attitudes:
o Cognitive Component: Beliefs or opinions held about an object or situation.
o Affective Component: Emotional or feeling segment of an attitude.
o Behavioral Component: Intention to behave in a certain way toward someone
or something.
4. Motivation
5. Learning
• Definition: Learning is a relatively permanent change in behavior that occurs as a
result of experience.
• Learning Theories:
o Classical Conditioning: Learning through association, as demonstrated by
Pavlov's experiments with dogs.
o Operant Conditioning: Learning through consequences, as shown in B.F.
Skinner's work, where behavior is influenced by rewards and punishments.
o Social Learning Theory: Albert Bandura's theory that behavior is learned
through observing others and modeling their actions.
6. Values
• Definition: Values are basic convictions about what is right, good, or desirable. They
guide behavior and decision-making.
• Types of Values:
o Terminal Values: Desired end-states or life goals (e.g., happiness, success).
o Instrumental Values: Preferred modes of behavior or means of achieving
terminal values (e.g., honesty, hard work).