Kristina Limarenko

Chapter Content:

Introduction to Organizational Behaviour:

Definition, Importance, Scope,

Fundamental Concepts of OB, Different models of OB
- autocratic, custodial,
supportive, collegial and SOBC
Introduction
The study of organizations and of the
collection of people within them together
comprises the field of organizational
behavior.

Organizational behavior (OB) is the study of

human behavior in organizational settings,
the interface between human behavior and
the organization, and the organization itself.
Organizational Behavior is a field of study that
investigates the impact that individuals, groups,
and structure have on behavior within
organizations for the purpose of applying such
knowledge towards improving an organization's
effectiveness.
What is Organizational Behavior?
Organizations are social systems.
Organization is a combination of humanity
and technology.

OB is the study and application of

knowledge about how people act within
the organization.

It is a human tool for human benefit .

Contd..

A complex set of forces affects the

nature of organizations today.
It can be classified into four
areas:

1. People
2. Structure
3. Technology
4. Environment
Contd..
When people join the organization to
accomplish the goals/ objectives, some kind of
structure is required. They use machinery,
gadgets & technology to achieve the
organizational goals.

At the same time they are influenced by

external environment.
The Nature of Organizational Behavior
Environment

Human Behavior in Organizational

Settings

The Individual-Organization
Interface

The Organization

Environment
Major Contributing Disciplines to the field
of organizational Behavior
1. Psychology: how individuals behave in
response to
a stimulus.
2. Sociology: how individuals relate to groups
and to each other.
3. Social Psychology: How individuals and
organizations perceive conflict, threats and
undergo stress.
4. Anthropology: understanding customs
traditions and social mores of people since the
organization is a microcosm of the larger society.
Contd..
5. Political Science: Understanding
Power, Authority and Corporate Politics.

6. Economics: Appreciating monetary

(wage and bonus) and non monetary
incentives (housing, schooling and
medical care) to employees so that they
are motivated to produce more efficiently
and effectively.
Challenges for OB
Globalization to Respond

Managing Diversity

Improving Quality and Productivity

Improving Customer Service

Improving People Skills

Stimulating Innovation and Chang

e

Coping with Temporariness

Working in network organization

Helping employees balance work-

life conflicts

Creating Positive work

environment Improving Ethical

Behaviour
 THE SCOPE OF THE ORGANIZATIONAL
BEHAVIOUR IS AS UNDER:
Impact of personality on performance
(b) Employee motivation
Leadership
How to create effective teams and groups
Study of different organizational structures
Individual behaviour, attitude and learning
Perception
Design and development of effective
organization
Job design
Impact of culture on organizational behaviour
Management of change
Management of conflict and stress
Organizational development
Organizational culture
Transactional analysis
Group behaviour, power and
politics Job design
Importance of OB
OB provides a road map to our lives in organizations.
OB uses scientific research to understand and make
organization life, as it helps to predict what people will do
under various conditions
It helps to influence organizational events – to understand
and predict events
It helps individual understand herself/ himself in better
fashion.
It helps manager to manage humanresources
effectively. Eg. Motivation
It helps organizations for maintaining cordial industrial
relations.
It is also useful in the field marketing.
Interpersonal Level:
Group Level
Inter-group Level
The co-operative relationships help the organisation
in achieving its objectives.

Controlling and Directing Behaviour

Use of Power and Sanction
Leadership
Communication
Organizational Climate
Organizational Adaptation
Hawthorne Effect
Illumination Experiment.
Relay Assembly Test Room
Experiment. Interviewing Programme.
Bank Wiring Test Room Experiment
Illumination Experiment:
This experiment was conducted to establish
relationship between output and illumination. When
the intensity of light was increased, the output also
increased.
The output showed an upward trend even when the
illumination was gradually brought down to the
normal level.
Therefore, it was concluded that there is no consistent
relationship between output of workers and
illumination in the factory. There must be some other
factor which affected productivity.
Relay Assembly Test Room
Experiment:
This phase aimed at knowing not only the impact of
illumination on production but also other factors like length of
the working day, rest hours, and other physical conditions. In
this experiment, a small homogeneous work-group of six girls
was constituted. These girls were friendly to each other and were
asked to work in a very informal atmosphere under the
supervision of a researcher.
Productivity and morale increased considerably during the
period of the experiment. Productivity went on increasing and
stabilized at a high level even when all the improvements were
taken away and the pre-test conditions were reintroduced.
The researchers concluded that socio-psychological factors
such as feeling of being important, recognition, attention,
participation, cohesive work-group, and non-directive
supervision held the key for higher productivity.
Mass Interview Programme:
The objective of this programme was to make a systematic
study of the employees’ attitudes which would reveal the
meaning which their “working situation” has for them.
The researchers interviewed a large number of workers
with regard to their opinions on work, working
conditions and supervision. Initially, a direct approach
was used whereby interviews asked questions considered
important by managers and researchers.
The researchers observed that the replies of the workmen
were guarded. Therefore, this approach was replaced by
an indirect technique, where the interviewer simply
listened to what the workmen had to say.
The findings confirmed the importance of
social factors at work in the total work
environment.
Bank Wiring Test Room Experiment:

This experiment was conducted Dickson with a view to develop

a new method of observation and obtaining more exact
information about social groups within a company and also
finding out the causes which restrict output. The experiment
was conducted to study a group of workers under
conditions which were as close as possible to normal. This
group comprised of 14 workers.
After the experiment, the production records of this group were
compared with their earlier production records. It was observed
that the group evolved its own production norms for each
individual worker, which was made lower than those set by the
management. Because of this, workers would produce only that
much, thereby defeating the incentive system.
Those workers who tried to produce more than the group
norms were isolated, harassed or punished by the group.
The findings of the study are:-

Each individual was restricting output.

The group had its own “unofficial” standards
of performance.
Individual output remained fairly constant over
a period of time.
Informal groups play an important role in the
working of an organization
Contributions of the Hawthorne
Experiment:
A business organization is basically a social system. It is not
just a techno-economic system.
Management must learn to develop co-operative attitudes
and not rely merely on command.
Participation becomes an important instrument in human
relations movement. In order to achieve participation,
effective two-way communication network is essential.
Productivity is linked with employee satisfaction in any
business organization. Therefore management must take
greater interest in employee satisfaction.
Group psychology plays an important role in any business
organization. We must therefore rely more on informal
group effort.
 Models of OB:
Traditiona
l Models
•Feudalism
•Slavery
Modern Models of Organizational Behavior
Autocratic Model
Custodial Model
Supportive Model
Collegial Model
SOBC Model
Autocratic Model
Basis of Model Power

Managerial Orientation Authority

Employee Orientation Obedience

Employee psychological Dependence on Boss
results
Employees needs met Subsistence (Survival)
Performance result Minimum
Custodial Model
Basis of Model Economic Resources

Managerial Orientation Money

Employee Orientation Security & Benefits

Employee Psychological Dependence on

Results Organization
Employees Needs Met Security

Performance Result Passive Cooperation

Supportive Model
Basis of Model Leadership

Managerial Orientation Support

Employee Orientation Job Performance

Employee Psychological Participation

Results
Employees Needs Met Status & Recognition

Performance Result Awakened Drives

Collegial Model
Basis of Model Partnership

Managerial Orientation Teamwork

Employee Orientation Responsible Behavior

Employee Psychological Self Discipline

Results
Employees Needs Met Self Actualization

Performance Result Moderate

Enthusiasm
S O B C Model
Basis of Model Facilitator

Managerial Orientation Empathy

Employee Orientation Belongingness

Employee Psychological Ownership

Results
Employees Needs Met Higher Order Needs

Performance Result Passion and

Commitment
 SOBC
Basis of Model Facilitator
Managerial Empathy
Orientation
Employee Orientation Belongingness

Employee Ownership
Psychological results

Employees needs met Higher order needs

Performance result Passion and

Commitment
 S-O-B-C Model
Stimulus Organism Behavior Consequence

• Overt & • Cognitive • Overt & • Overt & Covert

Covert Mediators Covert • Positive
Stimuli • Physiological responses & &
• Physical, being Patterns of Negative
Environmenta Behavior •
Socio-
Cultural & l
Consequences
technological and Dynamics
Environment
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