An overview of

Organizational Behavior
What is Organizational behavior ?
• Organizational behavior focuses on how humans behave in
organizations, including how they interact with each other, as well as
how they work within the organizations' structures to get their work
done
• The study of human behavior in organizational settings, the interface
between human behavior and the organization, and the organization
itself.
“Organizational behavior is directly concerned with the understanding,
prediction, and control of human behavior in organizations.” — Fred
Luthans
What is Organizational behavior ?
• It is an interdisciplinary field that includes sociology, psychology,
communication, and management; and it complements the academic
studies of organizational theory (which is focused on organizational
and intra-organizational topics) and human resource studies (which is
more applied and business-oriented)
• It may also be referred to as organizational studies or organizational
science
Organization and OB
• Organizations are social systems, a combination of humans and
technology
• OB is the study and application of knowledge about how people act
within an organization
A complex set of forces that affects nature of Org’s:
People
Structure
Technology
Environment
Objectives of OB
• Job Satisfaction.
• Finding the Right People.
• Organizational Culture.
• Leadership and Conflict Resolution.
• Understanding the Employees Better.
• Understand how to Develop Good Leaders.
• Develop a Good Team.
• Higher Productivity.
Scope of OB
• Impact of Personality on Performance
• Employee motivation
• Leadership
• How to create effective teams and groups
• Study of different organizational structure
• Individual behavior, attitude and learning
• Perception
• Job Design
Scope of OB
• Study of different organizational structures
• Individual behaviour, attitude and learning
• Impact of culture on organizational behaviour
• Change management, Conflict and Stress management
• Transactional analysis
• Group behaviour, power and politics
• Study of emotions
Contributing Fields to Organizational
Behaviour
• Psychology – The science that seeks to measures,, and sometimes changes
the behaviour of explains humans and other animals
• Sociology – The study of people in relation to their fellow human beings
• Social psychology – An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence of people on
one another
• Anthropology – The study of societies to learn about human beings and
their activities
• Political science– The study of the behaviour of individuals and groups
within a political environment
Contributing Fields to Organizational
Behaviour
Henri Fayol’s Functions of Management
Motivational theorist Henri Fayol put forth an argument that
management in their everyday routine carries our five major functions.
They are Planning, Organizing, Commanding, Coordinating, and
controlling.
Henri Fayol’s Functions of Management
Fayol's 14 Principles of Management
• Division of Work. Specialization increases output by making employees more efficient.
• Authority. Managers must be able to give orders, and authority gives them this right.
• Discipline. Employees must obey and respect the rules that govern the organization.
• Unity of command. Every employee should receive orders from only one superior.
• Unity of direction. The organization should have a single plan of action to guide
managers and workers.
• Subordination of individual interests to the general interest. The interests of any one
employee or group of employees should not take precedence over the interests of the
organization as a whole.
• Remuneration. Workers must be paid a fair wage for their services.
Fayol's 14 Principles of Management
• Centralization. This term refers to the degree to which subordinates are involved
in decision making.
• Scalar chain. The line of authority from top management to the lowest ranks is
the scalar chain.
• Order. People and materials should be in the right place at the right time.
• Equity. Managers should be kind and fair to their subordinates.
• Stability of tenure of personnel. Management should provide orderly personnel
planning and ensure that replacements are available to fill vacancies.
• Initiative. Employees who are allowed to originate and carry out plans will exert
high levels of effort.
• Esprit de corps. Promoting team spirit will build harmony and unity within the
organization
Mintzberg's Managerial Roles
Mintzberg's Managerial Roles
Fred luthans Managerial activities
Fred luthans effective vs successful managers
Three types of Managerial skills
• Technical Skills
• Human Skills
• Conceptual Skills
Organizational Components that Need to be
Managed
• People
• Structure
• Technology
• Jobs
• Processes
• External Environment
One hundred years of progress in OB
1890s - Frederick Taylor's development of scientific management
1900s - Max Weber's concept of bureaucracy and the Protestant ethic
191Os - Walter Cannon's discovery of the "emergency (stress) response"
1920s - Elton Mayo's illumination studies in the textile industry
- The Hawthorne studies at Western Electric Company
1930s - Kurt Lewin's, Ronald Lippitt's, and Ralph White's early leadership studies
1940s - Abraham Maslow's need hierarchy motivation theory
- B. F. Skinner's formulation of the behavioral approach
- Charles Walker's and Robert Guest's studies of routine work
1950s - Ralph Stogdill's Ohio State leadership studies
- Douglas McGregor's examination of the human side of enterprise
- Frederick Herzberg's two-factor theory of motivation and job enrichment
1960s - Arthur Turner's and Paul Lawrence's studies of diverse industrial jobs
- Robert Blake's and Jane Mouton's managerial grid
- Patricia Cain Smith's studies of satisfaction in work and retirement
- Fred Fiedler's contingency theory of leadership
1970s - J. Richard Hackman's and Greg Oldham's job characteristics theory
- Edward Lawler's approach to pay and organizational effectiveness
-Robert House's path-goal and charismatic t h e o r i e s of leadership
1980s - Peter Block's political skills for empowered managers
- Charles Manz's approach to self-managed work teams
- Edgar Schein's approach to leadership and organizational culture
Historical development of Organizational
behavior
Industrial Revolution
Scientific Management
Human Relations movement
Industrial Revolution
• The Industrial Revolution is the period from approximately 1760
when new technologies resulted in the adoption of new
manufacturing techniques, including increased mechanization
• The industrial revolution led to significant social and cultural change,
including new forms of organization
• It Increased productivity , increased wages, increased job satisfaction
and decreased work hours
• In 1800,Robert Owen , a young Welsh factory owner , was the first to
emphasize human needs of his employees
• Called “ Father of Personal Administration”, he did not employ kids
and educated adult employees on health, hygiene and cleanliness
Industrial Revolution
• In 1835, Andrew Ure a behavioral scientist recognized a third factor,
human factor , besides mechanical and commercial parts of
manufacturing
• He provided workers with hot tea, medical treatment, a fan and
sickness payments
• In India, JRD Tata took special interests in welfare of his employees
• He installed humidifiers, fire sprinklers, pension fund and accident
compensation
• They all showed that people mattered as much as profit
Scientific Management
• Fredrick W. Taylor , called Father of Scientific Management advocated the selection of right worker for right
jobs, imparting them adequately and remunerating them handsomely
• His work eventually improved recognition and productivity for industrial workers
• Scientific Management is the art of knowing exactly what is to be done in the best and the cheapest way
• Principles
• Science Not Rule of Thumb
• Harmony Not Discord
• Cooperation Not Individualism
• Development of Every Person to His or Her Greatest Efficiency and Prosperity
• Techniques
• Functional Foremanship
• Standardization and Simplification of Work
• Work-Study
• Differential Piece Wage System
• Mental Revolution
• Criticism
• Worker’s Point of View
• Employer’s Point of View
Frederick Taylor and Scientific Management
Frederick Taylor and Scientific Management
Human Relations Movement
• Failure of Scientific Management gave birth to Humans Relations
Movement
• Here, Workers were distinguished from non human factor such as
capital, machine and building
• Workers were involved in decision making
• The below three factors contributed to Human Relations Movement
1. The great depression
2. The Labour movement
3. The Hawthorne studies
The Hawthorne studies

• Illumination experiments
• Relay assembly
• Interviewing workers
• Bank wiring room experiments
5 Models of OB
• Autocratic
• Custodial
• Supportive
• Collegial
• System
5 Models of OB
Challenges and Opportunities of OB
• Responding to Economic Pressures
• Responding to Globalization
• Increased Foreign assignments
• Working with people from different cultures
• Overseeing movement of Jobs to countries with Low Cost Labor
• Adapting to differing cultural and regulatory norms
• Managing workforce diversity
• Improving customer service
• Improving people skills
• Working in networked organizations
• Enhancing employee well being at work
• Creating a positive work environment
• Improving ethical behavior
A basic OB model
OB Summed up
Organizational behavior is the systematic study of human behavior,
attitudes and performance within an organizational setting; drawing on
theory methods and principles from such disciplines as psychology,
sociology and cultural anthropology to learn about individual
perceptions, values, learning capacities and actions while working in
groups and careful application of knowledge about how people- as
individuals and as groups- act within the total organization; analyzing
the external environment’s effect on the organization and its human
resources, missions, objectives and strategies.
OB Summed up
The above definition of OB highlights on its several aspects like:
(a) Way of thinking —requires clearly identifying the level of analysis (individual, group, organizational).
(b) Multi-disciplinary —draws principles, theories, and models from psychology, sociology and cultural
anthropology.
(c) Humanistic orientation —assumes that individual feelings, attitudes, perceptions, goals, etc., are important
to the organization.
(d) Performance-oriented —focusing on whether and why individual/group/organization performance is high,
moderate, or low.
(e) External environment —substantially impacts organizational behavior.
(f) Scientific method —plays a critical role in OB research.
(g) Applications oriented —concerned with providing useful/applicable answers to management problems.
Links
https://theinvestorsbook.com/scientific-management.html

https://www.lecturenotes.in/notes/28911-note-for-organizational-
behaviour-ob-by-abhilash-kumar-pattanaik

https://www.entrepreneurshipinabox.com/202/managerial-skills/

https://www.myorganisationalbehaviour.com/five-models-of-
organisational-behaviour/