Unit 1

Organisational Behaviour
Meaning and Definition of
Organisational Behaviour
According to Callahan, “Organisational
behaviour is subset of management
activities concerned with understandings,
predicting and influencing individual
behaviour in organisational setting.
Nature of Organisational Behaviour
1. Fundamental part of management
2. Multi-disciplinary Approach
3. Science and Art
4. Humanistic and Optimistic approach
5. Focused towards organisational
objectives
6. Total system approach
 Opportunities / Scope of Organisational
Behaviour
1. Skill development
2. Personal growth
3. Improvement of organisational and
individual effectiveness
4. Sharpening and refining of common sense
Importance of Organisational Behaviour
1. Helps in understanding human behaviour
2. Assists in controlling and directing behaviour
3. Explains appilcation of power and sanction
4. Helps in understanding leadership concepts
5. Evaluate communication processes
6. Helps in understanding organisational climate
7. Assists in organisational adapation
Need of Organisational Behaviour
1. Understanding of self and others
i. Individual behaviour
ii. Inter-personal behaviour
iii. Group behaviour
2. Motivation of human resources
3. Enhancement of quality and productivity
4. Effective communication
5. Effective organisational climate
Disciplines Contributing to OB
1. Psychology
2. Medicine
3. Sociology
4. Social psychology
5. Anthropology
6. Political science
7. Industrial engineering
8. Economics
Organisational Behaviour Models
1. Autocratic model ( Dictatorship or
Sarvathigaram )
2. Custodial model (Responsibility)
3. Supportive model (Support)
4. Collegial model ( Teamwork)
1. Autocratic Model
In this model manager has the authority to
order the employees to perform a specific
task
An employee must obey the superior
commands.
It leads to reduced employee morale, poor
decision making ability and high rate of
turnover.
2. Custodial Model
This model focus on satisfaction, security
and welfare needs of the employees.
The employees get frequent economic
rewards and recognitions which make
them happy but it does not lead to high
motivations.
3. Supportive Model
This model believes in creating an
environment which helps both the employees
and organisations to grow mutually.
It provides an employee a chance to take
responsibility and give decisions and
contribute towards goal of the organisations
and develop themselves.
It differs from custodial approach as it focuses
on employees growth and performance rather
than payment of employees benefit.
4. Collegial Model
Collegial refers to group of people with a
common goal.
In this model, the management works to
develop better team and acts as a mutual
contributor.
The psychological result of this approach
is that the employees feel self discipline,
co-operation as he owns responsibility of
the work.
Who is a manager?
Manager most commonly refers to a person
who supervises employees in a company or
other organization.
Managers are typically somewhere in the
middle level of an organization—the term
most commonly refers to a person who is a
boss but also has a boss. Manager is the
noun form of the verb manage, which has
many meanings but commonly means to be
in charge of or supervise employees
Roles of a manager
Interpersonal role
Informational role
Decision role
Functions of a manager
Planning
Organising
Staffing
Directing
Controlling
Challenges of OB
Improving customer satisfaction
Improving people skills
Managing workforce diversity
Responding to globalization
Empowering people
Work life balance of the employee