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Organizational Behaviour an

Introduction

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What is an organization?

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What is an organization?

y A structured social system with agreed upon objectives.

y Organizations consists of people, structure and technology.

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What is a behaviour?

y Response of the organism or system to various stimuli or

inputs, whether internal or external, conscious or

subconscious, overt or covert, and voluntary or involuntary.

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Basic assumptions of OB

y Organizations consist of people.

y Motivated people work effectively.

y Disparity between organizational and individual goals.

y Impact of policies and procedures on people are not alwayspredictable.

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Fundamental concepts

y Each individual is different.

y Multiple roles of employees.

y Motivation: the force behind.

y Human dignity.

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Levels of organizational Behaviour

y Organizational process: change management, organizational

culture and climate.

y Group process: team dynamics, conflict, leadership, power

and politics.y Individual processes: perception, personality, attitudes,

motivation.

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Why study organizational behaviour?

y Understand employee behaviour

y Predict employee reactions

y Plan for effective interventions

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Organizational Behaviour and HumanRelations/Resources Management

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Applications of OB

y Improving quality of work-life

y Improving employee performance

y Improving organizational effectiveness

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Historical developments of OB

y Industrial psychology: applying psychological techniques in

industrial set-up.

y Walter Dill Scot:- applying psychology in advertisement and

selling.

y Edward K Strong Jr.,:- guidance and vocational training.

y Hugo Munsterberg:- research into industrial accidents and book

Psychology and Industrial Efficiency

y World Wars and Industrial Psychology

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Historical developments of OBy Scientific management movement

y Frederick. W. Taylor

` Four principles of scientific management:

1. Scientifically study each part of the job and develop best

method (time-and-motion study)2. Select and train workers using scientifically developed

methods

3. Cooperate with workers to ensure that they use the propermethod

4. Divide work and responsibility among management andworkers

y Incentives for increased productivity

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Historical developments of OB

y Human relations movement

y The great depression and its implications

y Rise of trade unionism

y

Hawthorne experiments` First set of studies (1924-27): illumination studies

` Second set of studies (1927-1932): relay assembly test room study

` Second relay room and mica splitting test room

` Mass interviewing program(1928-30)

` Third set of studies (1931-1932): bank wiring observation room study

y Hawthorne effect

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In the late 20th century

y OB becoming interdisciplinary

y Psychology

y Sociology

y

Communicationy Anthropology

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Emerging concerns

y Technological changes.

y Globalization.

y Cultural diversity and teamwork.

y Ethical management and corporate social responsibility.

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