Organizational Behaviour

Introduction
Organisational behavior is "the study ofhuman behavior in organizational settings, the

interface between human behavior and the organization, and the organization itself.
OB can be divided into three levels.

The study of :
1. individuals in organizations (micro-level),
2. work groups (meso-level),
3. how organizations behave (macro-level).

Overview
Chester Barnard recognized that individuals behave differently when acting in their
organizational role than when acting separately from the organization. Organizational
Behavior researchers study the behavior of individuals primarily in their organizational roles.
One of the main goals of organizational behavior is "to revitalize organizational theory and
develop a better conceptualization of organizational life".
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Relation to industrial and organizational psychology

Miner (2006) pointed out that "there is a certain arbitrariness" in identifying "a point at which
organizational behavior became established as a distinct discipline" , suggesting that it could
have emerged in the 1940s or 1950s.

He also underlined the fact that the industrial psychology division of the American
Psychological Association did not add "organizational" to its name until 1970, "long after
organizational behavior had clearly come into existence" , noting that a similar situation arose
in sociology.

Although there are similarities and differences between the two disciplines, there is still
much confusion as to the nature of differences between organizational behavior and
organizational psychology.

Contributing Disciplines

Psychology

Social Psychology

Sociology
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Anthropology

Political Sciences

Economics

Contents of Organisational Behaviour

Counterproductive work behavior:

Counterproductive work behavior consists of behavior by employees that harm or intended to
harm organizations and people in organizations.

Decision-making:

Rational planning model

Normative decision-making (concerned with how decision is ordinarily made)

Descriptive decision-making (concerned with how a thinker arrives at a judgment)

Prescriptive decision-making (aims to improve decision-making)

Employee mistreatment:

There are several types of mistreatment that employees endure in organizations including
abusive supervision, bullying, incivility, and sexual harassment.

Abusive supervision:
Abusive supervision is the extent to which a supervisor engages in a pattern of behavior that
harms subordinates.

Bullying:
Although definitions of workplace bullying vary, it involves a repeated pattern of harmful
behaviors directed towards an individual. In order for a behavior to be termed bullying, the
individual or individuals doing the harm have to have either singly or jointly more power than
the victim.

Incivility:
Workplace incivility consists of low-intensity discourteous and rude behavior with ambiguous
intent to harm that violatesnorms governing appropriate workplace behavior.

Sexual harassment:
Sexual harassment is behavior that denigrates or mistreats an individual due to his or her
gender, creates an offensive workplace, and interferes with an individual being able to do the
job.

Teamwork & Job-related attitudes and emotions:

Organizational behavior deals with employee attitudes and feelings.

Job satisfaction is the feelings one has about the job or facets of the job, such as pay or
supervision.
Organizational commitment is the extent to which employees feel attachment to their
organization.
Emotional labor concerns the requirement that employees display certain emotions, like
smiling at customers.

Leadership:

There have been a number of approaches and theories that concern leadership. Early theories
focused on characteristics of leaders, while later theories focused on leader behavior, and
conditions under which individuals can be effective. Some leadership approaches and theories
include:

Contingency theory says that good leadership depends on characteristics of the

leader and the situation.

Leader-member exchange theory or LMX focus on relationships between

individual supervisor-subordinate pairs.

Ohio State Leadership Studies identified the dimensions of consideration (showing

concern and respect for subordinates) and initiating structure (assigning tasks and setting
performance goals).

Path-goal theory is a contingency theory linking appropriate leader style to

organizational conditions, and subordinate personality.

Transformational leadership theory concerns the behaviors leaders do that inspire

followers to high levels of motivation and performance. Related to charismatic
leadership that is part of transformational.

Managerial roles:
In the late 1960s Henry Mintzberg, a graduate student at MIT, carefully studied the activities
of five executives. On the basis of his observations, Mintzberg arrived at three categories that
subsume managerial roles:
interpersonal roles;
decisional roles;
& informational roles.

Motivation:
Baron and Greenberg (2008) wrote that motivation involves "the set of processes that arouse,
direct, and maintain human behavior toward attaining some goal."
There are several different theories of motivation relevant to OB.

Equity theory

Expectancy theory

Maslow's hierarchy of needs

Incentive theory

Organizational Justice theory

Frederick Herzberg's two-factor theory

Theory X and Theory Y

National culture:
National culture is thought to affect the behavior of individuals in organizations. This idea is
exemplified by Hofstede's cultural dimensions theory. Hofstede surveyed a large number of
cultures and identified six dimensions of national cultures that influence the behavior of
individuals in organizations.

Power distance

Individualism vs. collectivism

Uncertainty avoidance

Masculinity vs. femininity

Long-term orientation vs. short term orientation

Indulgence vs. restraint

Personality:

Personality concerns consistent patterns of behavior, cognition, and emotion in individuals.

The study of personality in organizations has generally focused on the relation of specific
traits to employee performance. There has been a particular focus on the Big Five personality
traits, which refers to five overarching personality traits.

Occupational stress:
There are number of ways to characterize occupational stress. One way of characterizing it is
to term it an imbalance between job demands (aspects of the job that require mental or
physical effort) and resources that help manage the demands.

Work-family:
Chester Barnard recognized that individuals behave differently when acting in their work role
than when acting in roles outside their work role. Work-family conflict occurs when the
demands of family and work roles are incompatible, and the demands of at least one role
interfere with the discharge of the demands of the other.

Organisational Behaviour in Reliance Jewels:

Introduction

Reliance Retail Ltd. is a subsidiary company of Reliance Industries. Founded

in 2006 and based in Mumbai, it is the largest retailer in India in terms of revenue. Its
retail outlets offer foods, groceries, apparel and footwear, lifestyle and home
improvement products, electronic goods, and farm implements and inputs.

The companys outlets also provide vegetables, fruits and flowers. It focuses on
consumer goods, consumer durables, travel services, energy, entertainment and leisure,
and health and well-being products, as well as on educational products and services.
It has a total of 2000 stores (as of October 2014) in India with an area of approx. 9
million square feet across 155 cities.

Financial Position:
It had a turnover of Rs. 168 billion in the financial year 2013-14. Approx. 56 per
cent of this revenue came from its 'value and other' segment that operates grocery
chains Reliance Fresh, Reliance Super and Reliance Hyper.

Reliance Retail has announced revenues of Rs. 40.74 billion for the second quarter of
2015, showing 53% jump from 2013. The company also reported operating profit of
Rs. 189 million for the same quarter. Reliance reported quarterly profit of Rs. 189
Crore (for July - September 2015).

Subsidiaries & divisions:

There are over 45 Subsidiaries & divisions of Reliance Retail.[6] Following is the list
of major divisions:
1. Reliance Fresh - Retail outlets of fruits, vegetables & groceries. This division is
yet to become profitable.
2. Reliance Digital - Consumer Electronics retail stores. It had 689 stores in
October 2014.
3. Reliance Jewels - Jewellery; It had revenues of approx. Rs. 8 billion in
financial year 2013-14.
4. Reliance Time Out - Lifestyle store of Books, Music, Movies, Toys, Gaming,
Fragrances, Stationery.
5. Reliance Trends, Reliance Footprint and Reliance Living - Apparel and
Clothing. It had revenues of approx. Rs. 16 billion in financial year 2012-13.
6. Reliance Market, Reliance market - Wholesale cash n Carry . It had revenues of
approx. Rs. 1.6 billion in financial year 2012-13.

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Work Behaviour in Reliance Jewels:

Consumer behaviour can be defined as the decision making process which involves in
acquiring, evaluating, using of goods and services. Todays consumers consider numbers of
option before he takes a decision of buying a product or not to buy a product. The consumer
buying decision process looks at how consumers make buying decision. (Kotler and
Armstrong). The consumer buying behavior is a complex process as a number of internal and
external factors influence the buyers decision making. A process of buying starts in the mind
of the consumer, which helps them to find out alternatives available in the market. A
consumer who is highly involved with a product would be interested in knowing a lot about it
before purchasing. Hence he reads brochures thoroughly, compares brands and models
available At different outlets, as question, and look for recommendations. Thus consumer
buying behaviour can be defined as heightened state of awareness that motivates consumers
to think about product information prior to purchase. The study of consumer helps the
jewellery companies to improve their marketing strategies by understanding issues such as the
psychology of how consumers think about product. Consumers are looking for the best deal
on the things that they want to buy and are expecting companies to market products to show
why their product should be bought and where that product can be found.

BRANDED JEWELLERY IN INDIA:

The journey of branded jewellery in India has been full of trials and tribulation
branded jewellers has to coax consumer out of buying jewellery from their family
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jewellery. Branded jewellery is the new mantra in the market, having rapidly
acquired a niche over the past few years. Increasing purchasing power and
disposable incomes of Indias middle class has resulted in consumption growth of
this industry by about 11 per cent in the five-year period 2009-2014. Branded
jewellery also gained acceptance forcing traditional jewelers to go in for
branding. Given the opportunities the branded jewellery market offered; the
number of gold retailers in the country increased sharply. Add to that the
insatiable Indian craving for gems and jewellery, and the demand will increase to
US$ 20 billion by 2010 and US$ 30 billion in 2014, according to industry experts.
A number of individual players in the branded jewellery sector are recording close
to 80 percent growth rate. Growth prospects for the Indian economy are
extremely bright which would translate to greater sales of branded jewellery.
Within the jewellery retailing market in India, the share of gold jewellery is
estimated to be around 80%, according to CRISIL Research. The two major sub
segments within jewellery are gold (22 carat and above) and diamonds, with the
former constituting of 80% of the value of jewellery consumption and the balance
20% comprising of diamonds (15%) and gemstone jewellery. The overall size of
domestic Gems and Jewellery sector is pegged at Rs. 870 billion as of 2008-09
according to a FICCI - Technopak study and is expected to grow up to Rs. 1,832
billion by 2014-15. Major players for branded jewellery in the market are Asmi,
Ddamas, Gili, Kisna, Nakshatra, Reliance, Tanishq, and recently Kalyan Jewellers
in Mumbai.

Organization
Organization as a purposeful system with several subsystems where individuals and activities are
organized to achieve certain predetermined goals through division of labor and coordination of
activities. Division of labor refers to how the work is divided among the employees and coordination
refers to how all the various activities performed by the individuals are integrated or brought together
to accomplish the goals of the organization. The term organizing is used to denote one aspect of the
managerial activities when he or she is preparing and scheduling the different tasks that need to be
completed for the job to be done.
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People in Reliance Jewels

People make up the internal social system of the RJ. They consist of individuals and groups, and large
groups as well as small ones. People are the living, thinking, feelings beings who created the
organizations. It exists to achieve their objectives. Organizations exist to serve people. People do not
exist to serve organizations.

The work force is one of the critical resources t hat need to be managed. In managing human
resources, managers have to deal with:
i)
ii)
iii)
iv)

Individual employee who are expected to perform the tasks allotted to them
Dyadic relationships such as superior-subordinate interactions
Groups who work as teams and have the responsibility for getting the job done,
People out side the organization system such as customers and government
officials.

Structure

Structure defines the official relationships of people in organizations. Different jobs are
required to accomplish all of an organizations activities. There are managers and employees,
accountants and assemblers. These people have to be related in some structural way so that
their work can be effective. The main structure relates to power and to duties. For example,
one person has authority to make decisions that affect the work of other people. Some of the
key concepts of organization structure are listed as below:
a) Hierarchy of Authority: This refers to the distribution of authority among organizational
positions and authority grants the position holder certain rights including right to give
direction to others and the right to punish and reward.
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b) Division of Labor: This refers to the distribution of responsibilities and the way in which
activities are divided up and assigned to different members of the organization is considered
to be an element of the social structure.
c) Span of Control: This refers to the total number of subordinates over whom a manager has
authority
d) Specialization: This refers to the number of specialities performed within the organization.
e) Standardization: It refers to the existence of procedures for regularly recurring events or
activities
f) Formalization: This refers to the extent to which rules, procedures, and communications
are written down
g) Centralization: This refers to the concentration of authority to make decision.
h) Complexity: This refers to both vertical differentiation and horizontal differentiation.
Vertical differentiation: outlines number of hierarchical levels; horizontal differentiation
highlights the number of units within the organization (e.g departments, divisions)

Jobs and Tasks

Job refers to the sum total of an individuals assignment at the workplace. Tasks
refer to the various activities that need to be performed to get the job done. The
nature of tasks, its executives by various individuals, nature of interdependence
and inter-relatedness, group activities etc have implication for organizational
effectiveness. Thus the jobs and tasks have to be designed and managed
properly.
In reliance jewels there are following jobs in a showroom
A) Sales
-

Team
Junior Customer Sales Executive
Customer Sales Executive
Senior Sales Executive
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B) Commercial Team
- Cashier
- Stock Controller
- Commercial Officer
C) Operational Team
- Floor Manager
- Showroom Manager
- Cluster Manager

Core Job Characteristics:

There are five job characteristics which are central to providing potential
motivation to workers. They are: Skill variety, Task identity, Task significance,
Autonomy, and Feedback from the job itself.
i)

Task Variety: This denotes the extent to which any particularly

job utilizes a range of skills, abilities and talents of the
employees. If number of different skills is used by the employee
on the job, the job is going to provide challenge and growth

ii)

experience to the workers.

Task Identity: This indicates the extent to which the job involves
a whole and identifiable piece of work. If the job involves the
whole components (eg painting a portrait), then the individual
can identify with the ultimate creation turned out by him and

iii)

derive pride and satisfaction from having done a good job.

Task significance: This refers to the meaningfulness or
significance of the impact that a job has on the lives of others
both inside and outsider of the organization. If what one does has
an impact on the well being of others, the job becomes

iv)

psychologically rewarding to he person who performs it.

Autonomy: This refers to the extent to which the job provides an
employee the freedom, independent and discretion to schedule
work and make decision and formulate the procedures to get the
job done without interference from others. The greater the
degree of autonomy, the more the person doing the job feels in

v)

control.
Feedback from the Job itself: This indicates the extent to which
the person who is working on the job can assess whether they
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are doing things right or wrong even as they are performing the
job. That is, the job itself is stimulating one and enjoyable.

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BIBLIOGRAPHY

www.google.com
Research Methodology- Micheal Waz

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