 Organizational Behaviors

Chapter 1: Introduction to Organizational Behavior

Chapter 2: Foundation of Individual Behaviour &

Learning In an Organization

Chapter3: Foundation of group behavior

Chapter 4: Motivation

Chapter 5: conflict Management

Chapter 6: Stress Management

 Course Outline
 What is Organizational Behavior.
 Features of OB.
 Challenges and Opportunities of OB.
 Levels of Analysis in OB.
 Variables of OB.
 Fundaments Assumption in OB
 Contributing Discipline to OB.
 Historical Development of OB.
 Managing Organization Behaviors in The
21st Century
What is Organizational
Behavior?
 Introduction to Organizational
Behavior
Organizational behavior (OB) deals with
organizations. We know from our experience what
an organization is all about, but to avoid
confusion/ambiguity a formal definition is needed.
Organization is a structured social system consists
of group and individuals working together to
accomplish some common pre- defined objectives
or goals.
OB is concerned with what people do in an
organization and how that behavior affects the
performance of that organization.
 Contd…
 "Organizational behavior is a field of study that investigates
the impact that individuals, groups and structure have on
behavior within organization for the purpose of applying
such knowledge toward improving an organization's
effectiveness."- Stephen P. Robbins
 "Organizational behavior is the study and application of
knowledge about the how people – as an individuals and a
groups - act within organization. It strives to identify ways
in which people can act more effectively."- Keith Davis
Contd…
 "Organizational behavior can be defined as the
understanding; prediction and management of the
human behavior affect the performance of the
organizations. - Luthans
 In brief, "Organizational behavior is concerned with
the study of what people do in an organization and
how their behavior affects the performance of the
organizations.
 What
What Managers
Managers Do
Do
Managers (or administrators)
Individuals who achieve goals through other
people.

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals
Functions and Roles of manager in Any
Organization
Management
Management Functions
Functions (cont’d)
(cont’d)
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to coordinate
activities.
Management
Management Functions
Functions (cont’d)
(cont’d)
Organizing
Determining what tasks are to be
done, who is to do them, how the
tasks are to be grouped, who reports
to whom, and where decisions are to
be made.
 Management
Management Functions
Functions (cont’d)
(cont’d)
Leading
A function that includes motivating
employees, directing others,
selecting the most effective
communication channels, and
resolving conflicts.
Management
Management Functions
Functions (cont’d)
(cont’d)
Controlling
Monitoring activities to ensure they are
being accomplished as planned and
correcting any significant deviations.
 Management
Management Skills
Skills
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with,
understand, and motivate other
people, both individually and in
groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
Features of Organizational Behavior
The field OB has a distinct feature that differentiates from
other fields.
It grounded in the scientific method
It studies individuals, groups ,and organizations
It is interdisciplinary in nature: it is the result of many fields
(Multidisciplinary )
It is used as the basis for enhancing organizational effectiveness and
individual well- being.
 It follows principles of human behavior. The effectiveness or failure of
each organization is greatly affected by human behavior because people are
a resource of all organizations, so focusing on human being is crucial for
organizations.
 Challenges and Opportunities of
Organizational Behavior
Improving Peoples’ Skills.
Creating a positive work environment
Improving Quality and Productivity.
Total Quality Management (TQM).
Managing Workforce Diversity.
Responding to Globalization.
Stimulating Innovation and Change.
Emergence of E-Organization & E-Commerce.
Improving Ethical Behavior.
Improving Customer Service.
Level of Analysis in OB
Organization Behavior focuses on
three levels of analysis:-
Individuals level,
 Groups level, and
 organizational level.
 Variables in Organizational Behavior
Organizational Behavior has both dependent and
independent variables. A dependent variable is the key
factor you want to explain or predict and that is
affected by some other factors. The primary dependent
variables in OB are:-
productivity,

Absenteeism,

Turn over, and

 Job satisfactions
 THE INDEPENDENT VARIABLES of OB

The independent variables can be

categorized into three levels: -
Individual level variable,
group level variable, and
organizational level variable.
 Contd…
 Individual level variable,

These variables consists of personal or biographic

characteristics such as age, gender, and marital status
personality characteristics , learning ,emotions, values and
attitudes motivations, and basic ability levels.
 Group level variable.

The behavior of people in group is more than the aggregation

of all the individuals acting in their own way.
 organizational level variable.

When formal structure is added to the previous knowledge

of individual and group behavior obtained,
organizational behavior reaches its highest level of
difficulty.

Just as groups are more than the sum of their individuals’

members, organizations are more than the internal
culture, and the organization’s human resources policies
and practices all have an impact on the dependent
variables.
Fundamental Assumptions
in OB
First, OB recognizes that organizations are
dynamic and ever changing.

Second, the field of OB assumes that there

is no one single best ways to behave in
organizations and that different approach
are called for in different situations
Contd…
 OB recognizes the dynamic nature of Organization:

Even though Organizational Behavior scientists and practitioners are

interested in the behavior of people, they also are concerned about
the nature of organizations themselves. OB recognizes that
organizations are not static but are dynamic and ever-changing
entities. In other words, they recognizes that organizations are open
system- that is self-sustaining entities that uses energy to transfer
resources from the environment (raw materials, work forces) into
some form of output (finished products ,wage earned)

What do we mean by open system? An open system is a

characteristic of modern day thinking in the field of organizational
Behavior. It means that organizations transform inputs into out puts.
Contd…
OB assumes there is no :one best” approach

What is the most effective way to motivate people?

What style of leadership work best?; In ancient time
the response by people for those questions was
intended to find only one best approach to each of
them, but contemporary theory specialists in the field
of OB argued that there is no one best approach for
any problem, the solution various depending upon
the situation.
Contributing Disciplines to OB
Bases of Organizational Behaviour
1. Psychology: The science or study of individual
human behaviour
2. Sociology: The study of group human
behaviour
3. Social Psychology: Studies influences of people
on one another
4. Anthropology: Study of the human race, and
culture
5. Political Science: Behaviour of individuals in
political environment
Contributing Disciplines to
OB
 Historical Development of Organizational
Behavior
• Historical Development of Organizational Behavior

Human being and organized activities have been around

for thousands of year, but we do not need to go back beyond the
eighteenth or nineteenth century to find OB’s roots.

Thus, we will just try to see historical development of

Organizational Behavior during: pre-classical, classical [Scientific
Management of Taylor, Administrative Management of Fayol, and
Bureaucratic Model of Max Weber] Neo classical and modern
theories [system &contingency] OB.
Contd…
 Pre-scientific classical Period

The advent of industrial revolution in the middle of the

18th century had its impact on management.
Industrial revolution brought about a complete
change in the methods of production, tools and
equipment, organization of labor and methods of
raising capital. There were many contributors, but the
notable contributors of this period are Adam smith,
Charles Babbage, and Robert Owner
Contd…
 Classical Era
The classical era covered the period from about 1900 to the mid of 1930s. It was during this
period that the first general theories of management began to evolve. Frederick Taylor,
Henri Fayol, Max Weber, Marry Parker Follet, and Chester Barnard laid the foundation
for contemporary management practices.

A. Taylor's Scientific Management:

B. Henry Fayol’s Administrative Management/ Organization Theory:

C. Bureaucratic Model:

D. Neoclassical Theory/Human Relation Movement

E. Modern Theory

System Approach

Contingency Theory

Quantitative Management
 Managing Organization
Behaviors in The 21st
Century
 Managing people in the 21st century is also about
embracing something—change. In many ways, the
manager’s job is still the same—to motivate, inspire, and
influence, among other things.
 The complex variety of social, demographic, and
technological change makes managing people more
challenging than ever. As one manager we know puts it,
“It’s like pushing water uphill with a rake!” And the
stakes are high.