UNDERSTANDING

ORGANIZATIONAL
BEHAVAIOUR
 ORGANIZATIONAL ICEBERG
FORMAL (OVERT) ASPECTS
GOALS, TECHNOLOGY,
STRUCTURES, POLICIES AND
PROCEDURES, PRODUCTS,
FINANCIAL RESOURCES

INFORMAL (COVERT) ASPECTS

BELIEFS & ASSUMPTIONS } about the

PERCEPTIONS } formal and
ATTITUDES } informal
FEELINGS (anger, fear, } systems
sadness, liking, }
happiness, despair etc)}
VALUES
INFORMAL INTERACTIONS 2
GROUP NORMS
Organizational Behaviour (OB) -

Broadly OB is the systematic study and careful

application of knowledge about how people – as
individuals and as groups act within organizations.
It strives to identify ways in which people can act
more effectively.

It is a scientific discipline and an applied science.

3
It helps managers to look at the behaviour of the
individuals within an organization.

OB aids Managers’ understanding of the complexities

involved in interpersonal relations.

OB is valuable for examining the dynamics of

relationships within small groups, both formal and
informal.

OB helps understanding organizations as ‘whole system’

. 4
OB is the study of what people think, feel and do in and
around organizations.

OB is concerned with the study of what people do in an

organization and how that behavior affects the performance
of the organization. It emphasizes on behavior as related to
concerns such as jobs, work, absenteeism, employment
turnover, productivity, human performance and
management.

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 OB CAN BE DEFINED AS:
“OB is a field of study that investigates the impact that individuals, groups
and structure have on behavior within organizations for the purpose of
applying such knowledge forward improving an organization’s
effectiveness.”
- Robbins

“OB is an interdisciplinary behavioural science that studies phenomena

related to organizations and the dynamics (processes*) of organizations
and their various human units (individuals roles, dyads teams, interteams,
organizations and the organization - environment interface”.
– Udai Pareek
*Processes – underlying human and behavioural dimensions
of an organization and the various groups in constituting the
organization.

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 THERE ARE FOUR GOALS OF OB
a) TO DESCRIBE, SYSTEMATICALLY, HOW
PEOPLE BEHAVE UNDER A VARIETY OF
CONDITIONS.
b) TO UNDERTAKE WHY PEOPOLE BEHAVE AS
THEY DO.
c) TO PREDICT FUTURE EMPLOYEE
BEHAVIOUR.
d) TO CONTROL, AT LEAST PARTIALLY, AND
DEVELOP SOME HUMAN ACTIVITY AT
WORK.
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 KEY FORCES AFFECTING OB
People

External
environment

Structure Technology
8
 KEY FORCES AFFECTING OB
PEOPLE
INDIVIDUALS
GROUPS

ENVIRONMENT STRUCTURE
GOVERNMENT JOBS ORGANIZATIONAL
COMPETITION RELATIONSHIPS BEHAVIOUR
SOCIETAL PRESENCES

TECHNOLOGY
MECHINARY
COMPUTER HARDWARE &
SOFTWARE

9
 REASONS FOR STUDYING OB
UNDERTAKING
ORGANIZATIONAL EVENTS

OB RESEARCH

INFLUENCE PREDICT
ORGANIZATIONAL ORGANIZATIONAL
EVENTS EVENTS 10
We are in a VUCA world - this is the ‘New Normal’

V = VOLATILITY V = VISION

U = UNCERTAINTY U = UNDERSTANDING

C = COMPLEXITY C = CLARITY

A = AMBIGUITY A = AGILITY

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Levels of analysis in OB

Organizational Processes
Team Processes
Individual Processes

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Disciplines which contribute to the field of OB:

• Psychology (for understanding Individuals)

• Social Psychology

(for understanding Groups)

• Sociology

• Anthropology (for understanding organization

system, i.e, environment, culture,
power, values, attitudes, impact
of cross-cultural issues etc.)
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 CONTRIBUTING DISCIPLINES
BS CONTRIBUTION UNITS OF OUTPUT
ANALYSIS
LEARNING, MOTIVATION, PERSONALITY
EMOTIONS, PERCEPTION, TRAINING,
LEADERSHIP EFFECTIVENESS, JOB
PSYCHOLOGY SATISFACTION, INDIVIDUAL DECISION-
MAKING, PERF. APPRAISAL, ATTITUDE
MEASUREMENT, EMPLOYEE SELECTION, INDIVIDUAL
WORK DESIGN, WORK STRESS

BEHAVIOURAL CHANGE, ATTITUDE CHANGE

COMMUNICATION, GROUP PROCESSES
SOCIAL GROUP DECISION MAKING
PSYCHOLOGY

COMMUNICATION GROUP
POWER STUDY
CONFLICT OF
INTERGROUP BEHAVIOUR ORGANIZATIONAL
BEHAVIOUR
SOCIOLOGY
FORMAL ORGANIZATION THEORY
ORGANIZATIONAL TECHNOLOGY
ORGANIZATIONAL CHANGE
ORGANIZATIONAL CULTURE

COMPARATIVE VALUES
COMPARATIVE ATTITUDES ORGANIZATION
CROSS-CULTURAL ANALYSIS SYSTEM
ANTHROPOLOGY
ORGANIZATIONAL CULTURE
ORGANIZATIONAL ENVIRONMENT
POWER 14
ORGANIZATIONAL UNI T TOPIC RELEVANT BS

INDIVIDUAL MOTIVATION, PERCEPTION

PERSONALITY, PERSONAL
EFFECTIVENESS, DECISION- PSYCHOLOGY
MAKING, INTERPERSONAL STYLES
ATTITUDES

ROLE ROLE EFFECTIVENESS, LEADERSHIP SOCIOLOGY &

WORK MOTIVATION, ROLE STRESS & SOCIAL
BURNOUT, COPING PSYCHOLOGY

TEAMS & INTERTEAMS TEAM EFFECTIVENESS

INTERPERSONAL COMMUNICATION SOCIAL
CONFLICT MANAGEMENT PSYCHOLOGY
CONSENSUS BUILDING
DEVELOPING COLLABORATION

ORGANIZATION ORGANIZATIONAL CULTURE

ORGANIZATIONAL CLIMATE
ORGANIZATIONAL COMMUNICATION SOCIAL
ORGANIZATIONAL LEARNING PSYCHOLOGY
ORGANIZATIONAL CHANGE
ORGANIZATIONAL DEVELOPMENT
POWER & POLITICS POLITICAL SCIENCE
CROSS-CULTURAL ORGANISATION ANTHROPOLOGY

CONTEXT SOCIETAL CULTURE

VALUES ANTHROPOLOGY
POSITIVE THINKING 15
LEARNING PSYCHOLOGY
“The goals of a model of OB are to understand,
predict and control human behaviours in
organization”.
- Fred Luthans

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MODELS ARE ALSO CALLED PARADIGMS OR
FRAMEWORKS OF POSSIBLE EXPLANATION ABOUT
HOW THINGS WORK.
ANY MODEL THAT A MANAGER HOLDS USUALLY
BEGINS WITH CERTAIN ASSUMPTIONS ABOUT
PEOPLE AND LEADS TO CERTAIN
INTERPRETATIONS, IMPLICATIONS, AND EVEN
PREDICTIONS OF EVENTS.

MANAGERS TEND TO ACT AS THEY THINK,

BECAUSE THEY ARE GUIDED BY THEIR DOMINANT
THOUGHTS.
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 MODELS OF OB
THE FREUDIAN MODEL :
FREUDIAN MODEL IS CHARACTERIZED BY THE
CONFLICTING PERSONALITY CONSTRUCT (ID, EGO,
SUPEREGO) AND UNCONSCIOUS MOTIVATION.
PSYCHOLOGICAL ADJUSTMENTS OCCURS ONLY WHEN
THE EGO PROPERLY DEVELOPS TO RESOLVE THE
CONFLICTS STEMMING FROM THE ID & SUPEREGO.
IN THE FREUDIAN MODEL, BEHAVIOUR IS BASED ON
EMOTION. THE EGO CONCEPT IMPLIES THAT HUMANS ARE
RATIONAL, BUT THE ID, THE SUPEREGO AND UNCONSCIOUS
MOTIVATION GIVE THE IMPRESSION THAT HUMANS ARE
VERY IRRATIONAL. 18
EXISTENTIALISTIC MODEL [NIETZSCHE, SCHOPENHAUER]:

EXISTENTIALISM IS BASED ON THE ANALYSIS OF EXISTENCE AND

BEING. THIS MODEL IS NOT A B.S. MODEL. ITS ROOTS LIE NONE IN
THE REALM OF PHILOSOHY AND LITERATURE AND ARE NOT
SCIENTIFICALLY BASED. EXISTENTIALISTS SEE A BREAKDOWN OF
TRADITIONAL NORM AND TIES THAT INDIVIDUALS HAD WITH SOCIETY.
IN MODERN TIMES THE INDIVIDUAL IS FACED WITH A VERY LARGE,
GOVERNMENT WHICH IS HAVING A DEPERSONALIZING EFFECT AND
FORCING INDIVIDUALS TO DETERMINE THEIR OWN DESTINY. THIS IS
RESULTING IN INCREASED SELF-AWARENESS & SELF-DIRECTION. THIS
APPROACH MAINTAINS THAT PEOPLE HAVE TRUE WILL TO CHART THEIR
RESISTENCE AND BEING.

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COGNITIVE MODEL [EDWARD TOLMAN) :

THIS MODEL OF HUMAN BEHAVIOUR HAS MANY

SOURCES OF INPUT. THIS MODEL CAME ABOUT AS A
REACTION TO THE OTHER MODELS OF HUMAN
BEHAVIOUR. THIS MODEL EMPHASIZES THE
POSITIVE AND FACE-WILL ASPECTS OF HUMAN AND
UTILISES CONCEPTS SUCH AS EXPECTANCY,
DEMAND AND INCENTIVE. ACCORDING TO THIS
MODEL: BEHAVIOUR WAS PURPOSIVE; IT WAS
DIRECTED TOWARDS GODS.

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BEHAVIOURISTIC MODEL [PAVLOV, WATSON,
SKINNER] :
HERE THE EMPHASIS IS ON “OBSERVABLE
BEHAVIOUR” INSTEAD OF ELUSIVE MIND.
STIMULUS ELICITS RESPONSE. SKINNER TALKED
ABOUT OPERANT CONDITIONING, FOR HIM
BEHAVIOUR IS A FUNCTION OF ITS
CONSEQUENCES.
COGNITIVE MODEL HAS BEEN ACCUSED OF BEING
MOBILISTIC, THE BEHAVIOURISTIC MODEL HAS
BEEN ACCUSED OF BEING DETERMINISTIC.
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 SOCIAL COGNITIVE THEORY (SCT)
SOCIAL LEARNING TAKES THE POSITION THAT BEHAVIOUR CAN BEST
BE EXPLAINED IN TERMS OF CONTINUOUS RECIPROCAL
INTERACTION AMONG COGNITIVE, BEHAVIOURAL AND
ENVIRONMENTAL DETERMINANTS.

THE PERSON AND THE ENVIRONMENTAL SITUATION DO NOT

FUNCTION AS INDEPENDENT UNITS BUT, IN COGNITION WITH THE
BEHAVIOUR ITSELF, RECIPROCALLY INTERACT TO DETERMINE
BEHAVIOUR.

ALBERT BANDURA EXPLAINS THAT “IT IS LARGELY THROUGH

ACTIONS THAT PEOPLE PRODUCT THE ENVIRONMENTAL
CONDITIONS THAT AFFECT THEIR BEHAVIOUR IN A RECIPROCAL
FASHION. THE EXPERIENCE GENERATED BY BEHAVIOUR ALSO
PARTLY DETERMINE WHAT A PERSON BECOMES AND CAN DO,
WHICH, IN TURN, AFFECTS SUBSEQUENT BEHAVIOUR” 22
SCT EXPLAINS OB IN TERMS OF THE
BIDIRECTIONAL, RECIPROCAL CAUSATION
AMONG THE ORGANIZATIONAL PARTICIPANTS,
THE ORGANIZATIONAL ENVIRONMENT, AND THE
O.B. ITSELF.

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 THE BASIC HUMAN CAPABILITIES ACCORDING TO ALBERT BANDURA’s SCT
SYMBOLIZING FORETHOUGHT OBSERVATIONAL SELF REGULATORY SELF-REFLECTIVE

EMPLOYEES PROCESS EMPLOYEES PLAN THEIR EMPLOYEES LEARN BY EMPLOYEES SELF- EMPLOYEES
VISUAL EXPERIENCES ACTIONS, ANTICIPATE OBSERVING THE CONTROL THEIR ACTIONS REFLECT BACK
INTO COGNITIVE MODELS THE CONSEQUENCES AND PERFORMANCE OF BY SETTING INTERNAL ON THEIR ACTIONS
THAT THE SERVE AS DETERMINE THE LEVEL REFERENT & CREDIBLE STANDARDS AND BY AND
GUIDES FOR FUTURE OF DESIRED OTHERS AND THE EVALUATING THE PERCEPTUALLY
ACTIONS PERFORMANCE CONSEQUENCES THEY DISCREPANCY DETERMINE
RECEIVE FOR THEIR BETWEEN THE HOW STRONG
ACTIONS STANDARD AND THEY
ACTUAL BELIEVE THEY
PERFORMANCE CAN
SUCCESSFULLY
ACCOMPLISH THE
TALK IN THE
FUTUREO GIVEN
THE CONTEXT6

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ECLECTIC MODEL:

25
 AN ECLECTIC MODEL FOR OB
THE S O B C MODEL CAN BE FORMULATED TO
INCORPORATE BOTH COGNITIVE & BEHAVIOURISTIC
APPROACHES

STIMULUS ORGANISM BEHAVIOUR CONSEQUENCES

STIMULI AND THE PHYSIOLOGICAL OVERT & POSITIVE & NEGATIVE
PHYSICAL, SOCIO- MEDIATIONS AND COVERT CONTINGENT
CULTURAL, AND THE RESPONSES CONSEQUENCES &
TECHNOLOGICAL PSYCHOLOGICAL PATTERNS OF ENVIRONMENTAL
ENVIRONMENT PROCESS BEHAVIOUR DYNAMICS AND
APPLICATIONS

KURT LEWIN’S CELEBRATED FORMULA FOR BEHAVIOUR:

B = f ( P, E) 26
CONCEPTUAL FRAMEWORK FOR THE STUDY OF O.B.
S=FORMAL O=ORGANIZATIONAL B=ORG. C=ORGANIZATIONAL
ORGANIZATION PARTICIPANTS BEHAVIOUR CONSEQUENCES

----------------------------------------------------------------------------------------------------------------------------------------
STRUCTURE: PHYSIOLOGICAL: DYNAMICS:
CLASSICAL HEREDITY GROUPS
MODERN NERVOUS SYSTEM INFORMAL ORGAN-
SENSE ORGANS IZATION
PROCESSES: MUSCLES & GLANDS CONFLICTS
DECISION MAKING CHANGE
COMMUNICATION PSYHCHOLOGICAL PROCESS: JOB SATISFACTION
CONTROL PERCEPTION POWER
TECHNOLOGY: LEARNING
MECHANIZATION MOTIVATION APPLICATIONS:
CYBERNATION PERSONALITY: SELECTION
COMPUTERS DEVELOPMENT JOB DESIGN
STRUCTURE APPRAISAL
BEHAVIOURAL
CHANGE 27
O.D.
 FIVE MODELS OF OB
AUTOCRATI CUSTODIAL SUPPORTIVE COLLEGIAL SYSTEM
C

MODEL POWER ECONOMIC LEADERSHIP PARTNERSHIP TRUST,

DEPENDS ON RESOURCES COMMUNITY

MANAGERIAL AUTHORITY MONEY SUPPORT TEAMWORK CARING &

ORIENTATION COMPASSION

EMPLOYEE OBEDIENCE SECURITY & JOB RESPONSIBLE PSYCHOLOGICA

ORIENTATION BENEFITS PERFORMAN BEHAVIOUR L
CE
EMPLOYEE DEPENDEN DEPENDENCE PARTICIPATIO SELF- SELF-
PSYCHOLOGI- CE ON ON N DISCIPLINE MOTIVATION
CAL RESULT BOSS ORGANIZATION

EMPLOYEE SUBSISTEN MAINTENANCE STATUS & SELF- WIDE RANGE

NEEDS MET CE RECOGNITION ACTUALIZA-
(HIGHER TION
ORDER)
PERFORMANCE MINIMUM PASSIVE AWAKENED MODERATE PASSION &
RESULT COOPERATION DRIVES ENTHUSIASM COMMITMENT
TO ORIGINAL
28
GOALS
 MANAGERIAL PARADIGMS (JOEL BERKER)
WORKS IN SEVERAL IMPORTANT WAYS:

 THEY INFLUENCE MANAGERIAL PERCEPTION OF

THE WORLD AROUND THEM.
 THEY DEFINE ONE’S BOUNDARIES AND PROVIDE
PRESCRIPTIONS FOR HOW TO BEHAVE
 THEY ENCOURAGE RESISTANCE TO CHANGE,
SINCE THEY HAVE OFTEN WORKED IN THE PAST.
 THEY MAY EITHER CONSCIOUSLY OR
UNCONSCIOUSLY AFFECT ONE’S BEHAVIOUR.
 WHEN NEW PRADIGM’S APPEAR, THEY PROVIDE
ALTERNATIVE WAYS OF VIEWING THE WORLD AND
SOLVING PROBLEMS.

29