Organisational Behaviour Presentation ..

Informative for understanding human resource

1. Organisational Behaviour

2. Organisational Behaviour is a field of
study that investigates the impact that
individuals, groups, and structure have
on behaviour within organisation for the
purpose of applying such knowledge
toward improving an organisation’s
effectiveness.
Definition

3. OB is a field of
study
Means a distinct area of expertise with a
common body of knowledge
What does it
study?
It studies three determinants of behaviour in
organisation
Individuals, Groups, Structure
Applying such
knowledge
OB applies knowledge about individuals, groups
and the effect of structure on behaviour in order
to make organisation work more effectively.
Therefore –
OB is concerned with the study of what people do in an organisation
and how the behaviour affects the performance of the organisation.
It is concerned with employment related situations, and emphasises
behaviour as related to concerns such as jobs, work, absenteeism,
employment turnover (attrition), productivity, performance and
management.

4. CONTRIBUTING DISCIPLINES TO THE FIELD OF OB
Psychology – The science that seeks to measure, explain, and sometimes
change the behaviour of human and other animals.
Sociology – The study of people in relation to their fellow human beings.
Social psychology – An area with psychology that blends concepts from
psychology and sociology and that focuses on the influence of people on
one another.
Anthropology – The study of societies to learn about human beings and
their activities.
Political science – the study of the behaviour of individual and groups
within a political environment.

5. CONTRIBUTING DISCIPLINES TO THE FIELD OF OB
Behavioural ScienceContribution
Unit of
analysis
Output
Psychology
Sociology
Social psychology
Anthropology
Political science
Learning
Motivation
Personality
Emotions
Perception
Training
Leadership
Job satisfaction
Decision making
Performance appraisal
Attitude
Selection
Work design
Stress
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Formal organisational theory
Organisational technology
Organisational change
Organisational culture
Behavioural change
Attitude change
Communication
Group processes
Group decision
making
Comparative values & attitudes
Cross culture analysis
Organisational culture &environment
Conflict
Intraorganisational politics
Power
Individual
Group
Organisation
system
Study of
O B

6. CHALLENGES AND OPPORTUNITIES FOR OB
1.Responding to Globalisation
2.Managing Workforce Diversity
3.Improving Quality and Productivity
4.Responding to Labour Shortage
5.Improving Customer Service
6.Improving People Skill
7.Empowering People
8.Coping with Temporariness
9.Stimulating Innovation and Change
10.Helping Employees Balance Work/Life Conflicts
11.Improving Ethical Behaviour

7. What is Organisational Behaviour ?
Every individual has 24 hours a day. The
worldwide research has shown that an average
person spends about 6 to 8 hours a day in sleep
more than 8 hours are spent in working and
traveling. One gets left with only 8 hours for
personal and private life with family and friends.
It means we spend 33% of life in sleeping, 50%
in working and are left with only 17% for personal
pleasures.

8. Therefore subject of Organisational
Behaviour deals with that part of
life which the employee spend in
working which is also called “On
the job” life.
Employee’s ‘Off the job’ life is
interrelated and interdependent
on ‘On the job life’ and vice versa.

9. Models of organisational behaviour
1.Autocratic Model
2.The custodial model
3.The supportive model
4.The collegial model
5.The SOBC (Stimulus, organism,
behaviour, consequences) model
 Models are frameworks of description of how things work and are also known as
paradigms.
 Every model in OB makes certain assumptions regarding the nature of the people
working in the organization.
 Models of OB not only differ from organization to organization but also from
department to department within an organization.
 The organizational practices are also largely dependent on a manager’s personal
preferences.

10. • The model is based on power and assumes that the person who holds power
has the authority to demand work from workers.
• It is based on the assumption that authority is central to results i.e., work
can only
be extracted by means of pushing, directing, and persuading the employees.
• People must accept the authority of their superiors and obey their
instructions.
Obedience is the main employee orientation and is shown by the
subordinates
for respect for the knowledge and authority of the superiors or fear of
punishment.
• Job security, basic needs of a person, survival and growth makes the
subordinates to
obey.
This model was widely popular during the Industrial Revolution, where
managers used authority for for unfair practices such as suspending the
employees for not obeying the orders, giving low pay, etc. Such a work
environment motivates very few employees to exhibit higher productivity.
However, the autocratic model works well under certain conditions,
particularly in times of an organizational crisis.
The Autocratic Model

11. The Custodial Model
• In this model, the emphasis is laid on providing job security to the
employees
• This assumes that the OB depends upon the economic resources.
• It has been observed that employees generally prefer jobs that promise
job
security. Therefore, employers offer fringe benefits to strengthen the
employee’s
confidence in job security.
• Employee work for money and desires job security. While money is the
main
managerial orientation, job security is the employee orientation.
For the basic need of job security employee offer a passive co-operation to
the superiors. The management knows better welfare of the people & takes
the role of custodian and guardian of the people and their wealth.
• While money helps in retaining the employees, knowing that they are
going to get incentives irrespective of their job performance might cause the
employees to be more laid back in their approach toward work.

12. The Supportive Model
• This model emphasizes leadership rather than power or money and
assumes
that management is leadership.
• The management plays the role of a supportive leadership where
leaders
promote an environment for the employees to grow while they help in
achieving
the organization’s objectives.
• The employees are performance oriented & need support for their
initiative and
drive for performance. This encourages participation by the
subordinates.
• The employees are self motivated and the he basic need is their self
esteem and
recognition. The employees need support, status and recognition to
enhance
their performance
The model might not be effective for employees whose lower level needs
are not satisfied. Nevertheless, the supportive model enhances the
relationships between the employee and the employer.

13. The Collegial Model
• This approach is an extension of the supportive model
• The term ‘collegial’ refers to a group of persons working for a common
purpose.
• This model is based on the assumption that generally the employees are self-

disciplined (they exhibit a responsible behaviour), self-satisfied, and have
specific
goals which motivate them to improve their performance.
• The main need of the employee is self actualisaton. If this need is satisfied,
they
show enthusiastic performance. Therefore they must be encouraged for the
participation in decision making. Team building on the part of management
is
must as the team work is main managerial orientation.
In this approach, the superior acts more like a leader who leads the way
And motivates employees that to perform at their best.

14. SOBC Model of Organizational Behavior is based on the social learning
approach. And is based on the assumption that every behaviour is caused.
What we see are the consequences of the behaviour shown by organism due to
stimulus. This model can be diagrammatically shown as follows:
Stimulus >Organism > Behaviour > Consequences
(cause) (individual) (Actions) (Results)
The Stimulus : is an environmental variable that depicts the environmental
situation, both contextual and organizational.
It is the cause that may be overt or covert, physical, social, psychological,
technological, environmental etc.
The Organism : is a cognitive variable that understands organizational
participants which link the environmental situation and the resulting
organizational behavior.
It can be individual or a group. They have cognitive mediators with
physiological existence.
The SOBC Model

15. Behaviour : Represents the organizational behavior
The Consequences : are environmental variable s that depicts
organizational and group dynamics and the consequences of previous
interactions between environmental, personal and behavioral variables.
Consequesnces are expressed as the results that may be overt or covert.
Positive or negative and can have effects on environmental dynamics and
applications.
SOBC model is based on the very practical philosophy of human behaviour
that:
every behaviour is caused & follows the Cause-Effect relationship.
The SOBC Model

16. AutocraticCustodialSupportiveCollegialSOBC
Model
depends on
Power Economic
resources
LeadershipPartnership Social
orientation
Managerial
orientation
Authority Money Support Teamwork Human
behavior

Employee
orientation
Obedience Security Job Responsiblit
y
Stimulus(cause)
Employee
psychological
Result
Dependence
on boss
Dependence
on
Organization
ParticipationSelf-
discipline
Consequence
(+ve/-ve result)
Employees
needs met
SubsistenceMaintenanceHigher-orderSelf-
actualization
follows the
Cause-Effect
relationship
Performance
result
Minimum Passive
cooperation
Awakened
drives
enthusiasm
OB Models at a glance