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CHRISTIAN COLLEGE OF
MANAGEMENT STUDIES, ANAND
CHAPTER - 1
ORGANISATION BEHAVIOUR
T Y BBA 2010 -111
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1.1 THE ORGANISATION
y Can be defined as two or more people, doing different tasks,
but working as one unit with the deliberate purpose of
achieving a particular goal or goals.
y Organisations are the means by which people get thingsdone which they could not do alone.
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1.2 COMMON ELEMENTS IN ORGANISATIONS
y A reason for existing
y People
y Tasks are to be performed if the reason for existing is to be
realised
y
Structure or framework clarifying responsibility for what,and for whom
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1.3 FORMAL WORKORGANISATIONS
Formal work organisations have certain attributes
in common:
y
A purpose (reason for existing)y Division of labour
y Authority, and
y A hierarchy of authority (arrangement of work positions in
order of increasing authority).
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1.4 ORGANISATION STRUCTURE
A basic framework or structure that an
organisation adopts to carry out its
strategy.
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1.5 ORGANISATIONAL BEHAVIOUR
The study of people within an organisation.OB investigates the behaviour of:
IndividualsGroups within an organisation
Relationships between individuals, groupsand the organisation.
OB studies how people behave, the reasonsfor that behaviour and how the behaviouraffects the performance of the organisation.
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1.6 ORGANISATIONAL BEHAVIOUR
The knowledge of OB can then be used to:Explain and predict behaviour that is likely to occur in
certain situations; and
Promotes behaviour that has been found by researchers to
work in the best interests of both the people and thebusiness enterprise.
Organisational behaviour is therefore both a
theoretical and a practical activity.
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1.7 ORGANISATIONAL BEHAVIOUR
Organisational Behaviour seeks to deal with
people in the best way to release their
creative potential so that they find
satisfaction in work, and so that their work
organisations remain viable.
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1.8 ORIGINS OF ORGANISATIONAL BEHAVIOUR
y Behaviour is caused.
y Personal responses and actions and structural actions
and responses will occur.
y Understanding, planning and anticipating organisational
behaviour is necessary for harmony and effectiveness.
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1.9 ORGANISATIONAL THEORY OF BEHAVIOUR
Has its roots in the behavioural sciences with
contributions mostly from:
y Psychology
perception, attitudes, individual differences,learning, motivation, stress, leadership.
y Sociology team or group dynamics, power, conflict,
ethics, change.
y Anthropology- organisational and environmental culture.
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1.10 EVOLUTION OF ORGANISATIONAL
BEHAVIOUR
Major movements have had a continuing affect on
the way we seek to understand behaviour in the
work place and the evolution of management
practices.y Scientific management
y Welfare movement
y Behavioural sciences
y Human relations
y Systems view, and other theories.
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1.11 PIONEERS IN THE FIELD OF OB.
The Classical Era 1900-1930s
Frederick Taylor and Scientific Management.Henry Fayol and Administrative Theory.
Max Weber and Structural Theory.
Mary Parker Follet and Social Man Theory.
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1.11 PIONEERS IN THE FIELD OF OB.
The Behavioural Era. 1930s
Elton Mayo and The Hawthorne Studies.
Maslows Hierarchy of needs.
Douglas Mcgregors Theory X and Theory Y.
Behavioural Science Theorists.
David McClelland and Needs Achievement. Frederic Herzberg and his Hygiene Factors.
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1.12 DISTINGUISHING ORGANISATIONAL
BEHAVIOUR FROM:
1. Organisation theory.
y Relates to the component parts of an organisation and how
these parts function together to produce outcomes.
y This theory is based on research and practice eventuating
with a series of rules, regulations, structures, frameworks
and guidelines that are aimed at defining an organisation
that should work effectively as intended.
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1.12 DISTINGUISHING ORGANISATIONAL
BEHAVIOUR FROM:
2. Human resource management.
y Is a functional activity concerned with organisation
behaviour with a focus on employer/employee relationship
at work.
y The principal activities: job analysis, recruitment and
selection, performance appraisal, training and development,
benefits, health and safety.
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1.12 DISTINGUISHING ORGANISATIONAL
BEHAVIOUR FROM:
3. Organisation development.
y Relates to a planned approach to change for the benefit of
the organisation.
y Considers many factors of organisation theory and attempts
to integrate the workforce, machinery, technology, systems,
computers, and management towards an improved and
effective organisation.
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1.13 FACTORS INDICATING ORGANISATIONAL
EFFECTIVENESS
y Profit. Short term or long-term pursuit of profit. How much
profit?
y Goal Achievement. Success at individual, department
and enterprise level?
y Shareholder satisfaction.
Information, consideration,
and return on investment?
y Customer/client satisfaction. Delivery, service, quality,
product range, spares?
y Employee satisfaction. Wages and conditions,
managerial competency, organisational effectiveness?
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1.14 PROBABLE CHANGES TO ORGANISATIONS
1. Nature of work.
y Automation and technology levels
y Degree of shift work or work shift patterns.
y Mental or physical work
y Work sharing
y Work-force numbers and skill
y Producer of goods/provider of service
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1.14 PROBABLE CHANGES TO ORGANISATIONS
2. Nature of the workforce.
y Age, education and skill
y Ethnicity/Cultural background
y Job satisfied?
y Gender balance
y Team work
y Job security, work casualisation and contracting
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1.14 PROBABLE CHANGES TO ORGANISATIONS
3. Nature of the workplace.
y Flatter organisation structure
y Gender in management
y Domestic or global producer/supplier
y Innovation and change
y Policies
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