Organisational Behaviour Lesson 1

ORGANISATIONAL
BEHAVIOUR
Suggested Books - By Authors
1. Stephen P Robbins
2. Fred Luthans
3. Steven L McShane & Mary Ann Von Glinow
4. Don Hellriegel, John W Slocum &
Richard W Woodman
5. Jit S Chandan
6. Aswathappa
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S1
CHAPTER ONE
INTRODUCTION TO
ORGANIZATIONAL
BEHAVIOUR
WHAT IS AN ORGANIZATION?
Organisations are social inventions for

accomplishing goals through group
efforts.
MANAGERIAL FUNCTION
 Planning
 Organising
 Directing
 Controlling
Behavioural aspects are connected with each of them
HENRY MINTZBERG’S
MANAGERIAL ROLES
I. Interpersonal
II. Informational
III. Decisional
I. INTERPERSONAL
Role Description
Figurehead - Symbolic head. Routine
duties of legal or social nature
Leader - responsible for motivation and
direction of subordinates
Liaison - maintains network of outside
contacts
II. INFORMATIONAL
Role Description
Monitor Nerve centre for internal and external
information.
Disseminator Transmits information received to
members of organization.
Spokesperson Transmits information to
outsiders
III. DECISIONAL
RoleDescription
Entrepreneur - Searches for opportunity and
projects for change.
Disturbance - Responsible for corrective handler
action when organization faces disturbances.
Resource - makes significant.
allocator organizational decisions
Negotiator - represents organization in
major negotiation.
MANAGEMENT SKILLS
Robert Katz
Skill Ability to
Technical - apply specialised
knowledge or expertise
Human - work with, understand and
motivate other people
Conceptual- analyse and diagonise
complex situations
COMPETENCY
is an interrelated set of skills,

behaviours, attitude and
knowledge needed by an individual
to be effective in most professional
and managerial positions.
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
10
FOUNDATION COMPETENCIES
FOR
INDIVIDUAL AND MANAGERIAL
EFFECTIVENESS
1. Self
2. Communication
3. Diversity
4. Ethics
5. Across Cultures
6. Teams
7. Change
11
1. MANAGING SELF
COMPETENCY
involves the ability to

-assess our own strengths & weakness
-set and purse professional & personal goals
-balance work & personal life
-engage in new learning
12
2. MANAGING
COMMUNICATION
COMPETENCY
involves the ability to use all modes of
transmitting, understanding and receiving
thoughts and feelings – verbal, listening,
nonverbal, written, electronic and the like –
for accurately transferring and exchanging
information and emotions.
13
3. MANAGING DIVERSITY
COMPETENCY
involves the ability to – value unique

individual and group characteristics,
embrace such characteristics as
potential sources of organisational
strength and respect the uniqueness of
each individual.
14
4. MANAGING ETHICS
COMPETENCY
involves the ability to – incorporate

values and principles that distinguish
right from wrong in making decisions
and choosing behaviours.
15
5. MANAGING ACROSS
CULTURES COMPETENCY
involves the ability to – recognise

and embrace similarities and
differences among nations and
cultures and then approach key
organisational and strategic issues
with an open and curious mind.
16
6. MANAGING TEAMS
COMPETENCY
involves the ability to – develop,

support, facilitate and lead groups
to achieve organisational goals.
17
7. MANAGING CHANGE
COMPETENCY
involves the ability to – recognise

and implement needed adaptations
or entirely new transformations in
the people, tasks, strategies,
structures or technologies in a
persons area of responsibility.
18
The study of
Organisational Behaviour (OB)
is to understand and improve
all the competencies.
19
OB – DEFINITION
a. Robbins:
OB is a field of study that investigates the
impact that individuals, groups and structure
have on behaviour within organisations for
the purpose of applying such knowledge
towards improving an organisation’s
effectiveness.
20
OB – DEFINITION (Contd.)
b. McShane & Vonglinow:
OB is the study of what people

think, feel and do in and around
organisations.
21
OB – DEFINITION (Contd.)
c. Hellriegel, Solcum & Woodman:

OB is the study of human behaviour,
attitude and performance in
organisations
22
FIVE ANCHORS OF OB
1. Multidisciplinary
2. Scientific method
3. Contingency
4. Multi levels
5. Open system
23
1. MULTI DISCIPLINARY
ANCHOR
DISCIPLINES
TRADITIONAL EMERGING
*Psychology *Communications
*Sociology *Information systems
*Anthropology *Women studies
*Political Science
*Economics
*Industrial Engineering
24
2. SCIENTIFIC METHOD ANCHOR
Scientific method is a set of

principles and procedures that help
researches to systematically
understand previously unexplained
events and conditions.
25
3. CONTINGENCY ANCHOR
Contingency is the idea that a

particular action may have
different consequences in different
situations; that no single solution is
best in all circumstances
26
4. MULTIPLE LEVELS OF
ANALYSIS ANCHOR
 Individual level
 Team level
 Organisational level
27
5. OPEN SYSTEMS ANCHOR
 Company is a living system – within the

context of larger systems.
 Organisations consist of independent parts

that work together to continually monitor and
transact with external environment
28
CONCLUSION
With the understanding of the

nature and scope of OB remaining
topics will be dealt from multiple
levels framework
29

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ORGANISATIONAL

Organisations are social inventions for

Behavioural aspects are connected with each of them

is an interrelated set of skills,

involves the ability to

involves the ability to – value unique

involves the ability to – incorporate

involves the ability to – recognise

involves the ability to – develop,

involves the ability to – recognise

b. McShane & Vonglinow:

OB is the study of what people

c. Hellriegel, Solcum & Woodman:

Scientific method is a set of

Contingency is the idea that a

 Company is a living system – within the

 Organisations consist of independent parts

With the understanding of the

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