Ob - Unit 1 (S)

Unit-I
Dr. Anshika Sharma

An Introduction to Organizational Behavior
Assistant
Course Professor
Code: 2HS401
OB-HRM Area
Department of Humanities & Social Science
Institute of Technology
Nirma University, Ahmedabad, Gujarat, India.
Course Outcome
Sr
Learning Outcomes Bloom’s
No.
Taxonomy
(Revised)
1 Apply principles of organisational BL2

dynamics relating to systems, culture,
structure and change processes
2 Apply critical analytical skills that will BL3
help them diagnose situations
pertaining to human behaviour and
generate effective solutions for the
same
3 Distinguish performance behaviour at BL4
individual and group levels
4 Illustrate the ability to lead and motivate BL3
others to succeed
2
Till Sessional (10th October, 2023)
Unit I 3
Introduction to Organisational Behaviour: Concept of Organizational
Behaviour (OB), Nature and scope of OB, Key elements in OB, Inter-
disciplinary contribution to OB, managerial roles
Unit II 3
Personality Fundamentals and determinants of personality, big five
dimensions, personality theory, personality traits
Unit III 5
Learning & Perception: Fundamentals of learning, learning theories - classical
conditioning theory, operant conditioning theory, social learning theory,
behaviour modification, definition of perception, perceptual process, common
perceptual errors.
Unit IV 4
Motivation: Basic concept of motivation, theories of motivation – Maslow,
Herzberg’s two factor theory, erg, McClelland, equity and vroom’s expectancy
theory
3
All eight Units in End Term Exams
Unit V 6
Leadership: Introduction, leadership theories - trait theories, behavioural theories and

situational theories
Unit VI 2
Group Dynamics: Defining and classifying groups, stages of group development,

group properties – roles, norms, status, size and cohesiveness, group decision making
Unit VII 4
Managing Change in Organisation: Definition, forces of change, causes for resistance

to change, overcoming resistance to change, force field analysis and Kotter’s model
for change
Unit VIII 3
Organisational Culture: Meaning, strong culture vs. weak culture, creating & sustaining
culture, socialization
4
Suggested Readings
R1 - Robbins, S., Judge T.A., Vohra N. (2022). Organisational Behaviour. Pearson India Education
Service Pvt. Ltd.18 ed. Noida UP. India.
R4 - Luthans, F., Luthans, B. C., & Luthans, K. W. (2021). Organizational Behavior: An Evidence-
Based Approach Fourteenth Edition. IAP.
Additional Readings (Optional)
3. Donnelly, J. H., Gibson, J. L., & Ivancevich, J. M. (1981). Fundamentals of management: selected
readings. 10th ed. Irwin McGraw-Hill
4. Pareek, U. (2012). Udai Pareek's Understanding organizational Behaviour, 3 ed. OUP Catalogue.
 Cites to Download Book PDF are:

1. Z-Library
2. Lib Genesis
5
Lesson Planning
Session No. Description
Unit I: Introduction to Organisational Behaviour (OB)
Topic Concept of Organisational Behaviour (OB)
Pedagogy Lecture and Discussion
1
Text Book Chapter 1 - R4
CLO No. 1
Topic Nature and scope of OB
2
Text Book Chapter 1 - R4
CLO No. 1
Topic Key elements in OB
Pedagogy Lecture and Case Discussion
3 Text Book Chapter 1 - R4
Case Apple goes global
CLO No. 1
4 Topic Inter-disciplinary contribution to OB, managerial roles
Text Book Chapter 1 – R3
CLO No. 1,2
6
Lesson Planning
Unit II: Personality
Topic Fundamentals and determinants of personality

5
CLO No. 2
Topic Big five dimensions,
6 Text Book Chapter 5 – R1
Class exercise Test your knowledge of personality – R4
CLO No. 2
Topic Personality Theories & Personality Traits
Case On the Costs of Being Nice
CLO No. 2, 3
7
Lesson Planning
Unit III: Learning & Perception
Topic Fundamentals of learning
8
CLO No. 2, 3
Topic Learning theories - classical conditioning
theory, operant conditioning theory and Social
learning theory.
9 Pedagogy Lecture and Discussion
Case Warning: Collaboration Overload
CLO No. 3
Topic Behaviour modification.
10
CLO No. 3
Topic Definition of perception, perceptual process,
common perceptual errors.
CLO No. 1 8
Lesson Planning
Unit IV: Motivation
Topic Basic concept of motivation
Text Book Chapter 7&8 – R1
Case The Demotivation of CEO Pay (Page no. 281)
12
Or
Pay Raises Every Day (Page no. 291)
CLO No. 2
Topic Theories of motivation – Maslow hierarchy of need theory and
Herzberg’s two factor theory,
13
CLO No. 2
Topic Theories of Motivation – ERG theory and McClelland theory of
need.
14
Text book Chapter 7&8 – R1
Case Laziness is Contagious (TB pg.No.311)
CLO No. 2
Topic Theories of Motivation – Equity theory and Vroom’s expectancy
theory.
CLO No. 1
9
Unit V: Leadership
Topic Introduction to Leadership
16 Transactional analysis
Reading
CLO No. 2
Topic Leadership theories - Trait theories
17
CLO No. 2
Topic Leadership theories - Behavioural theories
CLO No. 1
Topic Leadership theories - Behavioural theories
Case Sharing is Performing (Page no. 475)
CLO No. 1
Topic Leadership theories - Situational theories or Contingency
theories.
Case Leadership by Algorithm (Page no. 475-476)
CLO No. 2
21 Topic Leadership theories - Situational theories or Contingency
theories.
CLO No. 2
10
Lesson Planning - Unit VI: Group Dynamics
Unit VI: Group Dynamics

Topic Defining and classifying groups
22
CLO No. 3
Topic Stages of group development
Case Trusting Someone You Can’t See (Page no. 389-390)
CLO No. 2
Topic Group properties – roles, norms, status, size and cohesiveness.

CLO No. 2
Topic Group decision making
Case Smart Teams and Dumb Teams (Page no. 390)
CLO No. 2,3
11
Lesson Planning – Unit VII: Managing Change in Organization
Topic Definition, forces of change and causes

for resistance to change.
Case Sprucing Up Walmart (Page no. 679)
CLO No. 2
Topic Overcoming resistance to change.
27
CLO No. 2
Topic Force field analysis and Kotter’s model for
change.
28
Text Book Chapter 17 (Pg. No:558-590)
CLO No. 4
12
Lesson Planning – Unit VIII: Organizational Culture
Topic Meaning of organisational culture and

strong culture vs. weak culture.

29
Case The Place Makes the People (Page no. 633-
634)
CLO No. 4
Topic Ceating & sustaining culture and

socialization
30
CLO No. 2
13
Course Instructor Expectations
 Create one WhatsApp Group and add everyone in the class
 Come prepare with readings in class
 Do read Case in your tutorials and solve it collaboratively and diligently. (Beforehand)
 Do not create any nuisance in class environment
 Being empathetic towards your batch mates as well as kind and cooperative with your course instructor Anshika
Sharma
 Being energetic and creative
 Complete your assignments before deadline
 Learn people skills from this course which will lead you towards a successful Engineers or Managers.
14
I am an engineering student why should I learn OB?
 This is an opportunity for you. Take it  This will make you more creative.
as opportunity.
You will earn more money.
15
Popular Reasons to Study OB
It helps to understand the behavioral changes, attitude changes, better ways of communication, how
groups are form, how groups take decisions and power of group members.
It helps understand the cause of the problem,
(e.g. Introduced the unplanned machinery to the shop floor level)
Predicts the future course of action, Controls its evil consequences.
Studying OB is to learn how to predict human behavior ‘ and then apply it in some useful way to make the
organization more effective.
16
Learning Objectives
 Understanding towards the Management & OB?

 Origin of OB?
 Why OB Considered as Multidisciplinary & Interdisciplinary
 Three levels of analysis in OB
 The Importance of Interpersonal Skills
 Primary Activities of Manager
 Mintzberg’s Managerial Roles
 The important Skills required in Manager

17
Ethical Dilemma (Think, Pair and Share)
Big merging companies in
Imagine that you are a manager at a consumer products company.
India are:
Your company is in negotiations for a merger. If and when the two
companies merge, it seems probable that some jobs will be lost, but  Vodafone-Idea
you have no idea how many or who will be gone. You have five  Bank of Baroda-Vijaya
subordinates. One is in the process of buying a house while Bank- Dena Bank
undertaking a large debt. The second just received a relatively  Flipkart-Myntra
lucrative job offer and asked for your opinion as his mentor. You feel  Zomato-Uber Eats
that knowing about the possibility of this merger is important to them  Tata Motors-Jaguar
in making these life choices. At the same time, you fear that once you  Aditya Birla Group-Jaypee
let them know, everyone in the company will find out and the Cement
negotiations are not complete yet. You may end up losing some of  HUL-GSK Consumer
your best employees, and the merger may not even happen. What do health care
you do? Do you have an ethical obligation to share this piece of news
18
with your employees? How would you handle a situation such as this?
History of Organizational Behavior
 The Industrial Revolution is a period from the 1760s where new technologies resulted in the adoption of
new manufacturing techniques and increased mechanization.
 In 1776 Adam Smith advocated a new form of organizational structure based on division of labor.
 OB generally considered to begun as a academic discipline with the advent of scientific management in
the 1890’s, led by Frederick Taylor, a 19th-century engineer.
 Organizational behavior started in 1920 but it was officially recognized as a field of study in 1970s. OB is a
field of study that is essential for decision making and important for corporate human resources.
 In the early 20th century the idea of Fordism emerged. Named after automobile mogul Henry Ford, the
method relied on the standardization of production through the use of assembly lines. This allowed
unskilled workers to produce complex products efficiently.
 Studies conducted by prominent scholars like Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick
Herzberg, Abraham Maslow, David McClelland’s and Victor Vroom contributed to the growth of
Organizational Behavior as a discipline.
19
Management & Organization
Q1. What do you mean by Management? Q3. What is an Organization?
According to Marry Parker Follet “Management is Organization is a group of people working
an art of getting things done through others.” together to attain common organizational
objectives.
Q2. Who is Manager?
OB is the "study of human behavior
Manager is an individual who achieves goals
in organizational settings, the interface between
through others.
human behavior and the organization, and the
organization itself".
Q2. What is an Organizational Behavior?
Organization behavior is a study or investigation
of behavior of group of people working together
to attain common organizational objectives.
20
Key Elements in OB
Organizational behavior is the study of human behavior in an organizational setting. It involves
understanding, predicting, and managing human behavior individually or in a group within an organization.
1. People: The first element of internal organization is People consisting of individuals and groups. Groups
may be official/ unofficial, formal/ informal, and large/ small. The organization's objectives and goals exist
to serve the people in the organization.
2. Structure: Structure in an organization determines the sole relationship of people. In an organization,

the structure relates to power and duties where one has the authority and others have to obey them.
3. Technology: Technology is the third element in the internal organization. It covers the physical and
economic conditions of the people working. The technology depends on the organization's nature, which
influences the working conditions.
4. Social System: A social system is the only external environment and a final element in an organization.
Therefore, it has the power to influence people's attitudes and working conditions.
21
Why OB Considered as Interdisciplinary
OB considered as interdisciplinary because it studies the phenomenon related to organizations and
their human units.
22
Why OB Considered as Multidisciplinary
Specialist in OB drive knowledge from a wide variety of social science disciplines to create a unique,
multidisciplinary field. Some of the most important parent disciplines are listed here, along with some of the
OB topics to which they are related.
Disciplines Relevant OB Topics Disciplines Relevant OB Topics

Psychology Perception & Learning Political Science Interpersonal conflict
Personality Socialization
Emotion & Stress Communication
Attitudes
Motivation
Decision Making Economics Decision making
Creativity Negotiation
Sociology Group Dynamics Organizational power
Socialization
Communication
Anthropology Organizational Culture Management Science Technology
Leadership Organizational quality and
change
23
OB considered as interdisciplinary and Multidisciplinary
Organizational behavior is an applied behavioral science that is built on contributions from a number of
behavioral disciplines. The sciences of psychology, sociology, anthropology, political science, engineering,
management and medicine are the primary fields of study out of which organizational behavior has grown.
1. Psychology:
Psychology is the science of human behavior and dates back to the closing decades of the nineteenth
century. Psychology traces its origins to philosophy and the science of physiology. Psychology is the
science that seeks to measure, explain and sometimes change the behavior of humans.
Psychologists concern themselves with studying and attempting to understand individual behavior.
The topics in organizational psychology, which include work teams, work motivation, training and
development, power and leadership, human resource planning and workplace wellness, are very similar to
the topics covered by organizational behavior.
24
2. Sociology:
Sociology, the science of society, has made important contributions to knowledge about group
and inter group dynamics in the study of organizational behavior.
Sociologists have made their greatest contributions to organizational behavior through their study of
group behavior in organizations, particularly formal and complex organizations. Some of the areas
within organizational behavior that have received inputs from sociologist are group dynamics,
design of work teams, organizational culture, formal organizations theory and structure,
organizational technology, bureaucracy, communications, power, conflict and inter group
behavior.
25
3. Socio psychology:
Social psychology is a branch of psychology which borrows concepts from psychology and
sociology. Social psychology focuses on the influence of people on one another.
Social psychologists have made significant contributions in the area of measuring, understanding and
changing attitudes; communication patterns; the way in which group activities can satisfy individual
needs, and group decision-making processes.
26
4. Engineering:
Engineering has made important contributions to our understanding of the design of work. By taking
basic engineering ideas and applying them to human behaviour in work organisations,
Fredrick Taylor had a profound influence on the early years of the study of organisational behaviour.
Taylor's engineering background led him to place special emphasis of human productivity and
efficiency in work behaviour. His notions of performance standards and differential piece- rate system
have contributed to the growth of organisational behaviour.
27
5. Management:
Originally called administrative science, is a discipline concerned with the study of overseeing
activities and supervising people in organisations. It emphasizes the design, implementation, and
management of various administrative and organisational systems.
6. Anthropology:
It is the science of human learned behaviour and is especially important to understand

organisational culture. Anthropologists study societies to learn about human beings and their
activities. Their work on cultures and environments has helped us understand differences in
fundamental values, attitudes, and behaviour between people in different countries and within different
organisations.
28
5. Political Science:
Political scientists study the behaviour of individual and groups within a political environment. Political
scientists have become increasingly aware that organisations are political entities and if we
are able to accurately explain and predict the behaviour of people in organisations, we need to
bring a political perspective to our analysis. The contributions of political scientists are significant
to the understanding of behaviour in organisations.
29
Fredrick Winslow Taylor (1856-1915) Father of Scientific Management
 F.W. Taylor, was a 19th century engineer. His
main objective was improving economic
efficiency, especially labor productivity.
 Scientific movement was started in early
1900's on time-and-motion studies at the
Midvale Steel Company.
The Principles of Scientific Management
(1911)
Although scientific management as a distinct theory or
1. Science is not the rule of thumb – Cause school of thought was obsolete by the 1930s, criticized as
and effect relationships Ex. Paper Loading Taylor's work for dehumanizing the work place and treating
machine. workers like machines, but his overall contribution to
2. Harmony, Not Discord – Cordial relations management was significant today also.
3. Mental Revolution – Sense of
togetherness Important parts of industrial engineering and management
today include:
4. Cooperation, not individualism – efficiency through elimination of wasteful
Substitute internal competition with
activities; standardization of best practices; the
cooperation
transformation of craft production into mass production;
5. Development of every person to his knowledge transfer between workers and from workers into
greatest efficiency - tools, processes, and documentation. 30
Hawthorne Works Western Electric by George Elton Mayo
(1880 – 1949)
 Psychologist, industrial researcher, organizational theorist.
Major Contribution
 Hawthorne effects: is a kind of reactivity in which individual modify an aspect of
their behavior in response to their awareness of being observed.
 1924 – 1927 the lighting studies were conducted. Workers experienced a series
of lighting changes in which productivity was said to increase with almost any
change in the lighting. This turned out to be true.
 The study ran from 1928-1932 , a series of work structure were implemented
(e.g. change in rest periods) in a group of five women. However, this study was
proved wrong methodologically and do not permit any firm conclusion to be
drawn.
31
Chester Irving Barnard’s Henri Fayol 1841 – 1925
French mining engineer.
1886 – 1961 Book: "General and industrial
American business administration” (1949)
executive and Functions of management
• Planning
public administrator. • Organizing
Book: The Functions of • Commanding
Executive (1938) • Co-ordinating
• Controlling
According to Barnard three elements are Principles of Management:
essential to establish formal 1 Division of work 2. Authority and Responsibility
organization. 3. Discipline 4. Unity of command
5. Unity of direction 6. Remuneration
A willingness to cooperate, 7. Subordination of Individual Interest to General Interest
A common purpose, 8. Centralization and Decentralization
9. Scalar chain (Gank Plank)
Communication. 10. Order 11. Equity
12. Stability of tenure of personnel
13. Initiative 14. Esprit de corps
32
OB focuses on three levels of analysis
1) INDIVIDUAL (Micro OB)
 OB research can be categorized in at least three ways
2) GROUPS (Meso OB)
3) ORGANIZATIONS (Macro OB)

 individuals in organizations (micro-level)
 work groups (meso-level)
 how organizations behave (macro-level)
 Chester Barnard recognized that individuals behave

differently when acting in their organizational role than
when acting separately from the organization.
 Herbert Simon's Administrative Behavior introduced a

number of important OB concepts, most notably
decision-making. Simon, along with Chester Barnard,
argued that people make decisions differently inside an
organization when compared to their decisions outside
of an organization.
33
Primary Activities of Manager / Managerial Functions
The work of manager categorized into four different activities:
1. Planning  3. Leading
 Defining an organization’s goals  Motivating employees,
 Establishing an overall strategy to achieve  Directing the activities of employees,
those goals  Selecting the most effecting communication
 Develop a comprehensive set of plans to channels,
integrate and coordinate activities  Resolving conflict
2. Organizing 4. Controlling
 Determining what tasks are to be done  Monitoring the activities to ensure that they
 Who is to do them are being accomplished as planned
 How the tasks are to be grouped  Correcting the significant deviation.
 Who reports to whom
 Where decisions are to be made
34
The Importance of Interpersonal
Skills Incorporating OB Principles into the
workplace can yield many important
Organizational Outcomes
 Until the late 1980’s, business school emphasis on the  Superior financial performance
technical aspects of management, focusing on
 Developing managers interpersonal skills helps
economics, accounting, finance, and quantitative
organizations attract and keep high performing
techniques.
employees.
 Coursework on human behavior or people skills
 Foster positive social relationship at work which will
received relatively less attention. The business schools
lead towards the job satisfaction, life satisfaction
have realized the significance role that interpersonal
skills play in determining a manager’s effectiveness.
positive emotions at work and
 In survey it was found that lack of interpersonal skills  Increasing the OB elements in organizations can
is the top reason why some employees fail to advance foster social responsibility awareness.
35
Henry Mintzberg
36
Henry Mintzberg Managerial Roles
• In 1973, Henry Mintzberg – a Canadian academic and author on business and management published a
book called ‘The Nature of Managerial Work’ in which based on his personal observation in different
organizations he identified 10 different roles manager perform.
• The data suggested that managers actually did not spend a lot of time on planning or strategizing. On
the contrary, they spent most of their day answering telephone calls, solving problems, dealing with
people, responding to crises, and had to deal with interruptions regularly.
• He found that managers could not stick to one task since they were constantly being interrupted either by
a phone call or a crisis. Over the years, managerial roles have become busier and more stressful.
• So much so, that managers find their days never-ending. With an economy that runs 24x7x365, multiple
chains of command, numerous projects, and frequently changing technology, etc., managers have a tough
time on their jobs.

37
Mintzberg Managerial Roles
38
Mintzberg’s Managerial Roles
Informational Role Decisional Role

Interpersonal Role
1. Entrepreneur: Searches
1. Figurehead: Symbolic head; 1. Monitor: Receives wide variety
organizations and its
of information; serves as nerve environment for opportunities
required to perform number of
center of internal and external and initiates projects to bring
routine duties of a legal or information of the organizations about change
social nature 2. Disseminator: Transmits 2. Disturbance Handler:
information receive from Responsible for corrective action
2. Leader: Responsible for the outsiders or from other when organization faces
motivation and direction of employees to members of the important, unexpected
organization disturbances.
employees
3. Spokesperson: Transmits 3. Resource Allocator: Makes or
3. Liaison: Maintain a network of information to outsiders on approves significant
outside contacts who provide organization’s plans, policies, organizational decisions
actions, and results; serves as 4. Negotiator: Responsible for
favors and information
experts on organization’s representing the organization at
industry major negotiations
39
TIME FOR QUIZ
1. Fred the football coach must meet with the media and answer questions about
team performance after every game. Which one of Mintzberg's managerial roles is
Fred fulfilling?
a. Speaker
b. Spokesperson
c. Disseminator Monitor
d. Monitor
40
2. Rita is the regional manager for a clothing retailer. She attends a ribbon cutting
ceremony every time a new store opens for business. Which one of Mintzberg's
managerial roles is she fulfilling?
a. Figurehead
b. Liaison
c. Leader
d. Communicator
41
3. Which category of roles does Sara the store manager use when she makes up the
weekly schedule for her employees?
a. Directive
b. Decisional
c. Interpersonal
d. Informational
42
Think Pair & Share.
Applying Mintzberg's Management Roles
You can use Mintzberg's 10 Management Roles model as a frame of reference when you're thinking about
developing your own skills and knowledge. (This includes developing yourself in areas that you consciously
or unconsciously shy away from.)
First, examine how much time you currently spend on each managerial role (analyze it from your current
situation – as a student, as a family member, or any other engagements of life you are currently
engaged). Do you spend most of your day leading? Managing conflict? Disseminating information? This will
help you decide which areas to work on first.
Next, get a piece of paper and write out all ten roles. Score yourself from 1-5 on each one, with 5 being "Very
skilled" to 1 being "Not skilled at all.”
Very Skilled - 5, Skilled - 4, Neither Skilled / nor unskilled - 3, Little Skilled -2, Not skilled at all - 1
Once you've identified your weak areas, think about how to improve them and give suggestions for
improvement.
43
Levels of Management
 Top Management – Conceptual Skills
 Middle Level Manager – Human Skills
Top Level
 Bottom or First Level of Management- Management
Technical Skills CEO, Deputy Director,
Director General
Middle Level Managers

Factory Manager, regional
manager,
Divisional manager, HOD,
Branch Manager
First Level Managers

assistant managers, shift managers, foremen, section
managers and office managers, depending on what
industry they work in.
44
Management Skills
Technical Skills Human Skills Conceptual Skills
Technical Skills Human Skills

Conceptual Skills
The ability to apply specialized The ability to work with,
knowledge or skills The mental ability to analyze
understand, and motivate
For e.g. Civil engineers, oral and diagnose complex
other people, both
surgeons. situation.
individually or in groups.
45
1. Technical Skills
Technical skills, sometimes referred to as hard

skills, involve the practical knowledge you use in
order to complete tasks. Some examples of technical
skills are: Data analysis. Web development.
Computer programming languages.
Technical skills involve skills that give the managers

the ability and the knowledge to use a variety of
techniques to achieve their objectives. These skills
not only involve operating machines and software,
production tools, and pieces of equipment but also
the skills needed to boost sales, design different
types of products and services, and market the
services and the products. 46
2. Conceptual Skills
These involve the skills managers present in

terms of the knowledge and ability for
abstract thinking and formulating ideas.
The manager is able to see an entire
concept, analyze and diagnose a problem,
and find creative solutions. This helps the
manager to effectively predict hurdles of
their department or the business as a whole
may face.
47
3. Human Skills
The human or the interpersonal skills are

the skills that present the managers’ ability to
interact, work or relate effectively with
people. These skills enable the managers to
make use of human potential in the company
and motivate the employees for better
results.
48
Quiz Time
1. Aana saw Jasmine cheating on a test in their OB class. However, she

did not report this because Jasmine is on her team in the class and she
feared that Jasmine might be kicked out of the class and that this would
hurt her teams chances of doing well on their project. Aana is
experiencing_____________________
49
2. When information is brought into the organization from the external
environment.
A. Knowledge acquisition
B. Organizational learning
C. Corporate social responsibility
D. Knowledge sharing
E. Intellectual capital
50
3. Aman he works in a operations department and most of the time he instruct the
workers on handling machinery carefully, what kind of precautionary measures
they have to take while working on machineries and also inspect time to time
disturbances or damages happen on the floor. What managerial role Aman is
performing on his current position? Also describe the level of managerial skills he is
performing?
51
References
1. Robbins, S. P., Judge, T. A., & Vohra, N. (2019). Organizational behaviour by pearson 18e. Pearson Education
India.
2. Griffin (2004). The dark side of Organizational Behaviour 1st e. John Wiley & Sons.
3. Pareek, U. (2012). Udai Pareek's Understanding organizational Behaviour, 3e. Oxford Higher Education.
4. https://www.google.com/
52

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Unit-I

Dr. Anshika Sharma

1 Apply principles of organisational BL2

Leadership: Introduction, leadership theories - trait theories, behavioural theories and

Group Dynamics: Defining and classifying groups, stages of group development,

Managing Change in Organisation: Definition, forces of change, causes for resistance

Additional Readings (Optional)

 Cites to Download Book PDF are:

Pedagogy Lecture and Discussion

Unit VI: Group Dynamics

24 Pedagogy Lecture and Discussion

Topic Definition, forces of change and causes

Topic Meaning of organisational culture and

Text Book Chapter 16 – R4

Topic Ceating & sustaining culture and

 Come prepare with readings in class

 Do not create any nuisance in class environment

 Being energetic and creative

 Complete your assignments before deadline

You will earn more money.

It helps understand the cause of the problem,

(e.g. Introduced the unplanned machinery to the shop floor level)

Predicts the future course of action, Controls its evil consequences.

organization more effective.

 Understanding towards the Management & OB?

 Why OB Considered as Multidisciplinary & Interdisciplinary

 Three levels of analysis in OB

 The Importance of Interpersonal Skills

 Primary Activities of Manager

 Mintzberg’s Managerial Roles

 The important Skills required in Manager

2. Structure: Structure in an organization determines the sole relationship of people. In an organization,

Disciplines Relevant OB Topics Disciplines Relevant OB Topics

It is the science of human learned behaviour and is especially important to understand

 Hawthorne effects: is a kind of reactivity in which individual modify an aspect of

their behavior in response to their awareness of being observed.

3) ORGANIZATIONS (Macro OB)

 Chester Barnard recognized that individuals behave

 Herbert Simon's Administrative Behavior introduced a

The work of manager categorized into four different activities:

organizations he identified 10 different roles manager perform.

people, responding to crises, and had to deal with interruptions regularly.

time on their jobs.

Informational Role Decisional Role

Middle Level Managers

First Level Managers

Technical Skills Human Skills Conceptual Skills

Technical Skills Human Skills

Technical skills, sometimes referred to as hard

Technical skills involve skills that give the managers

These involve the skills managers present in

The human or the interpersonal skills are

1. Aana saw Jasmine cheating on a test in their OB class. However, she

C. Corporate social responsibility

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