Organizational Behaviour

Organization
It is defined as a collection of people who work together
to achieve a wide variety of goals.
Organizational Behavior
It is defined as the actions and attitudes of people in
organizations.
It is the study of human behavior in organizational
settings, how human behavior interacts with the
organization, and the organization itself. Although
It can help managers understand the complexity within
organizations, identify problems, determine the best
ways to correct them, and establish whether the
changes would make a significant difference.

Why Do We Study OB?

To learn about yourself and others
To understand how the many organizations
you encounter work.
To become familiar with team work
To help you think about the people issues
faced by managers and entrepreneurs

Chapter 1, Nancy
Langton and Stephen P.
Robbins, Fundamentals
of Organizational
Behaviour, Third
Canadian Edition

The Nature of OB
Environment

INDIVIDUAL
HUMAN
BEHAVIOR
IN
ORGANIZATIONA
L
SETTINGS

THE INDIVIDUALORGANIZATION
INTERFACE

THE
ORGANIZATIO
N

Components Of Organizational
Behaviour

Individual
Group
Structure
Technology
Environment

Historical Roots of Organizational

Behavior
Scientific Management
Person commonly associated with scientific
management is Fredric W. Taylor.
developed a standardized method for
performing each job.
He also installed a piece-rate pay system
Classical Organization Theory
Major contributors to classical organization
theory included Henri Fayol, Lyndall Urwick,
and Max Weber.
Weber, the most prominent of the three,
proposed a bureaucratic form of structure
that he believed would work for all

Historical Roots of Organizational

Behavior

The Hawthorne Studies

Hawthorne Works of the Western Electric Company;
1924-1932
Initiated as an attempt to investigate how
characteristics of the work setting affect employee
fatigue and performance (i.e., lighting)
Found that productivity increased regardless of
whether illumination was raised or lowered
Factors influencing behavior
Attention from researchers
Managers leadership approach
Work group norms
The Hawthorne Effect

Historical Roots of Organizational

Behavior
The Human Relation
Movement
Theory X
Average employee is
lazy, dislikes work,
and will try to do as
little as possible
Managers task is to
supervise closely and
control employees
through reward and
punishment

Theory Y

Employees will do what is

good for the organization
when committed
Managers task is create a
work setting that
encourages commitment
to organizational goals and
provides opportunities for
employees to be exercise
initiative

Interdisciplinary Approach

Psychology
Sociology
Political science
Anthropology
Economists
Engineering,
Medicine

Challenges

Improving People Skills

Improving Quality and Productivity
Managing Workforce Diversity
Responding To Globalization
Empowering People
Coping with Temporariness
Stimulating Innovation and Change
Emergence of the E-Organisation
Improving Ethical Behaviour

Management Function

Planning
Organizing
Leading
Controlling

Management Roles
Interpersonal Roles:
Figure head Role
Leader Role
Liaison Role
Informational Roles
Monitor
Disseminator
Spokesman
Decisional Roles
Entrepreneur
Disturbance Handler
Resources Allocator
Negotiator

Management Skills
Conceptual
Technical
People/Human Skill

Exhibit 1-3
Toward an OB Discipline
Behavioural
science

Psychology

Sociology

Contribution
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress

Individual

Group

Behavioural change
Attitude change
Communication
Group processes
Group decision making
Comparative values
Comparative attitudes
Cross-cultural analysis

Anthropology
Organizational culture
Organizational environment
Political science

Output

Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Formal organization theory
Organizational technology
Organizational change
Organizational culture

Social psychology

Unit of
analysis

Conflict
Intraorganizational politics
Power

Organization
system

Study of
Organizational
Behaviour

Basic Model of OB

Basic OB
Model,
Stage II

115

Skills for Mastery in the New

Workplace
Flexibility

1. Understanding
yourself and others
2. Interpersonal
communication
3. Developing
subordinates
1. Team building
2. Participative
decision making
3. Conflict
management

1. Living with change

2. Creative thinking
3. Managing change

Mentor Innovator

Facilitator

Broker

Monitor

Producer

1. Building and maintaining

a power base
2. Negotiating agreement
and commitment
3. Negotiating and
selling ideas

Internal
1. Receiving and
organizing information
2. Evaluating
routine information
3. Responding to
routine information

External

Coordinator Director
1. Planning
2. Organizing
3. Controlling

1. Personal productivity
and motivation
2. Motivating others
3. Time and stress
management

1. Taking initiative
2. Goal setting
3. Delegating effectively

Control
Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 48.