The study of Organizational Behaviour (OB) is very interesting and challenging too.

It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behavior Organizational behaviour is a field of study that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving an organizational effectiveness the study and application of knowledge about human behaviour related to other elements of an organization such as structure, technology and social systems (LM Prasad). Stephen P Robins defines Organizational behaviour as a systematic study of the actions andattitudes that people exhibit within organizations. Contributing Fields to Organizational Behaviour Psychology: Psychology is an applied science, which attempts to explain human behavior in a particular situation and predicts actions of individuals. Psychologists have been able to modify individual behaviour largely with the help of various studies. It has contributed towards various theories on learning, motivation, personality, training and development, theories on individual decision making, leadership, job satisfaction, performance appraisal, attitude, ego state, job design, work stress and conflict management. Studies of these theories can improve personal skills, bring change in attitude and develop positive approach to organizational systems. Various psychological tests are conducted in the organizations for selection of employees, measuring personality attributes and aptitude. Various other dimensions of human personality are also measured. These instruments are scientific in nature and have been finalized after a great deal of research. Field of psychology continuesto explore new areas applicable to the field of organizational behaviour. Contribution of psychology has enriched the organizational behaviour field. Sociology: Science of Sociology studies the impact of culture on group behaviour and has contributed to a large extent to the field of group-dynamics, roles that individual plays in the organization, communication, norms, status, power, conflict management, formal organization theory, group processes and group decisionmaking. Political science: Political science has contributed to the field of Organizational behaviour. Stability of government at national level is one major factor for promotion ofinternational business, financial investments, expansion and employment. Various government rules and regulations play a very decisive role in growth of the organization. All organizations have to abide by the rules of the government of the day. Social psychology: Working organizations are formal assembly of people who are assigned specific jobs and play a vital role in formulating human behaviour. It is a subject where concept of psychology and sociology are blend to achieve better human behaviour in organization. The field has contributed to manage change, group decision-making, communication and ability of people in the organization, to maintain social norms. Anthropology: It is a field of study relating to human activities in various cultural and environmental frameworks. It understands difference in behaviour based on value system of different cultures of various countries. The study is more relevant to organizational behaviour today due to globalization, mergers and acquisitions of various industries. The advent of the 21 st century has created a situation wherein crosscultural people will have to work in one particular industry. Managers will have to deal with individuals and groups belonging to different ethnic cultures and exercise adequate control or even channelize behaviour in the desired direction by appropriately manipulating various cultural factors. Organization behaviour has used the studies on comparative attitudes and cross-cultural transactions. Environment studies conducted by the field of anthropology aims to understand organizational human behaviour so that acquisitions and mergers are smooth.Organizations are bound by its culture that is formed by human beings.

Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. In such environments, strong cultures help firms operate like well-oiled machines, cruising along with outstanding execution and perhaps minor tweaking of existing procedures here and there. Organizations in which the key values are intensely held and widely shared. A strong organizational culture could be one were the majority of the the participants hold the same basic beliefs and values as applies to the organization. The people in this group may follow the perceived rules and ethical procedures that are basic to the organization, even if those values are not publicly stated by the organization. This can be extremely valuable for building a team where all the participants have the same goals. Working together to improve efficiency or, possibly, communication with management could be some of the goals. This could also be detrimental to the company if the rules and regulations become more important to the participants than the actual goals of the company. New people joining the company are consciously of unconsciously indoctrinated into the existing culture, making innovation hard to come by. Socialization (or socialisation) is a term used by sociologists, social psychologists,anthropologists, political scientists and educationalists to refer to the process of inheriting and disseminating norms, customs and ideologies. It may provide the individual with the skills and habits necessary for participating within their own society; a society develops a culture through a plurality of shared norms, customs, values, traditions, social roles, symbols and languages. Socialization is thus the means by which social and cultural continuity are attained.[1] The world is full of stimuli that can attract our attention through various senses. The environmental stimulus is everything in our environment that has the potential to be perceived. This might include anything that can be seen, touched, tasted, smelled or heard. It might also involve the sense of proprioception, such as the movements of the arms and legs or the change in position of the body in relation to objects in the environment. For example, imagine that you are out on a morning jog at your local park. As you perform your workout, there are a wide variety of environmental stimuli that might capture your attention. The tree branches are swaying in the slight breeze; a man is out on the grass playing fetch with his Golden Retriever; a car drives past with the windows rolled down and the music blaring; a duck splashes in a nearby pond. All of these things represent the environmental stimuli, serving as a starting point for the perceptual process. http://sbaweb.wayne.edu/~absel/bkl/.%5Cjels%5C3-3h.pdf Difference Between Work Groups and Teams Work Groups Individual accountability Come together to share information and perspectives Focus on individual goals Produce individual work products Define individual roles, responsibilities, and tasks Concern with one's own outcome and challenges Purpose, goals, approach to work shaped by manager Teams Individual and mutual accountability Frequently come together for discussion, decision making, problem solving, and planning. Focus on team goals Produce collective work products Define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them Concern with outcomes of everyone and challenges the team faces

Purpose, goals, approach to work shaped by team leader with team members

Tuckman's Group Development Model [edit]Forming In the first stages of team building, the forming of the team takes place. The individual's behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organization, who does what, when to meet, etc. But individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it. This is a comfortable stage to be in, but the avoidance of conflict and threat means that not much actually gets done. The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team. Supervisors of the team tend to need to be directive during this phase. The forming stage of any team is important because, in this stage, the members of the team get to know one another, exchange some personal information, and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to pressure. [edit]Storming Every group will next enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open up to each other and confront each other's ideas and perspectives. In some cases storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Some team members will focus on minutiae to evade real issues. The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences should be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Some teams will never develop past this stage. Supervisors of the team during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behavior. The team members will therefore resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views.

[edit]Norming The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their own ideas and agree with others in order to make the team function. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals. [edit]Performing It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. . Description of Attribution Theory: Heider's "Naive" Psychology: Heider believe that people act on the basis of their beliefs. Therefore, beliefs must be taken into account if psychologists were to account for human behavior. This would be true whether the beliefs were valid or not. Heider also suggested that you could learn a great deal from commonsense psychology. He stressed the importance of taking the ordinary person's explanations and understanding of events and behaviors seriously. . Key terms: 1. Attributions - the causes individuals generate to make sense of their world. 2. Consistency - the degree to which the actor performs that same behavior toward an object on different occasions. 3. Distinctiveness - the degree to which the actor performs different behaviors with different objects. 4. Consensus - the degree to which other actors perform the same behavior with the same object. establish validity (Ross and Fletcher, 1985): Consensus information - do all or only a few people respond to the stimulus in the same way as the target person? Distinctiveness information - does the target person respond in the same way to other stimuli as well? Consistency information - does the target person always respond in the same way to this stimulus? Three combinations of this information:

1. High consensus, high distinctiveness, high consistency: The target person's judgment of the
restaurant (it is a good restaurant) should be perceived as valid if the perceiver knows that 1) other people like the restaurant, 2) the target person seldom likes restaurants, and 3) the target person enjoys the restaurant every time he or she goes there. The restaurant is good. 2. Low consensus, low distinctiveness, high consistency: If a perceiver knows that 1) most people do not like the target person's restaurant, 2) the target person likes most restaurants and 3) the

target person enjoys the restaurant each time s/he goes there. Target person's enjoyment at restaurant attributable to something about him/her (likes to eat out) not something unique about the restaurant. 3. Low consensus, high distinctiveness, low consistency: If a perceiver knows 1) few other people like the restaurant, 2) the target person seldom likes the restaurant, and 3) the target person disliked this restaurant in the past. More than likely the target person's liking this restaurant is attributable to the person liking the company or wine rather than the food.