OB is concerned with the emerging realities in the work-place revolution. Knowledge is replacing infrastructure. Self-leadership is superceding command-control management.

Networks are replacing hierarchies. Virtual teams are replacing committees. Companies are looking for employees with emotional intelligence, not for just technical smarts. Globalisation has become the mantra of corporate survival. Co-workers are not down the hall; they are at the end of an internet connection located somewhere else on the planet.

 The organisation is above all social. It is people.

Peter Drucker People are the key Sam Walton, the founder of Wal-Mart and the richest person in the world when he died .
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Definition
Organizational behaviour, is a study and

application of knowledge about human behaviour as individuals and in groups in orgns strives to identify ways in which people can act more effectively. The understanding, prediction and management of human behaviour in organisations.
Is an applied science- best practices in one orgn can be communicated to others
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What is Organizational Behavior?

Insert Figure 1.1 here

Why Study Organizational Behavior

Understand organizational events

Organizational Behavior Research Influence organizational events Predict organizational events

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Goals
Describe how people behave under a variety of conditions Understand why people behave as they do Predict future employee behaviour Control and develop human activity at work to improve productivity, skill improvement, team effort, etc
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Forces
People- individuals and groups Structure- jobs and relationships Technology-machinery, computers Environment-govt, competition, social pressures. All the above forces interact on each other resulting in OB.
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The major problem is and will continue to be managing people the HRs of the organisation the major challenge and critical competitive advantage. Globalisation, diversity, strategic partnerships, emphasis on TQM, environmental issues, Corporate Governance and ethics serve as important contextual or environmental dimensions for OB.
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Generalisations about human behaviour

> happy workers are productive workers. > Individuals are most productive when the boss is friendly, reliable and unassuming. > behaviour of good leaders is consistent irrespective of the situations they face. > Interviews are effective selection devices. > Everybody likes a challenging job > People will have to be bullied/intimidated to make them to do their jobs. > Money motivates all.
> People are more concerned about their own salaries than others. > Members of effective groups do not quarrel among themselves.9

Levels of Analysis
Organizational Level

Group Level Individual Level

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Characteristics of OB
Inter-disciplinary Research based theories and practice Increased acceptance of findings by managers

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Components of Organizational Behavior

Understanding organizational behavior requires studying

Part One Individuals in Organizations

Part Two Group and Team Processes

Part Three Organizational Processes

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Challenges to Management
Todays challenges to management: - a turbulent economy - dangerous geopolitics At the organisations level: - understanding global competition - diversity - ethical problems
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Contributing Disciplines to the OB Field

EXHIBIT

1-3a

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Contributing Disciplines to the OB Field

EXHIBIT

1-3c

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Contributing Disciplines to the OB Field

EXHIBIT

1-3b

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Contributing Disciplines to the OB Field

EXHIBIT

1-3c

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Contributing Disciplines to the OB Field

EXHIBIT

1-3d

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Contributing Disciplines to the OB Field

EXHIBIT

1-3f

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5 OB Models given by Keith Davis and Newstrom are:

1) Autocratic 2) Custodial 3) Supportive 4) Collegial 5) Systems

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 The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal - most prevalent during he industrial revolution persons in power can demand work from workers pushing, directing and persuading tight control
unfair practices, low payment and exploitation employees put in min work in the job to serve the basic needs of the family - though harsh, it has worked well in certain conditions, e.g., organisational crisis.
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AUTOCRATIC MODEL

Custodial
The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. To perk up the sagging morale of the workers under the autocratic model employers began to offer various welfare schemes in the 19th century paternalism fringe benefits job security.
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 E.g., IBM makes considerable efforts to stabilise the workforce and preserve their jobs reduces overtime, freezes hiring, allows job transfers and offers retirement incentives and lessens subcontracting to adjust IT slow downs. The
organisation should have considerable resources to pay pension benefit from physical needs to security needs. Workers depend more on the organisation and less on the managers ensures loyalty economic rewards are assuredeven if the employee does not perform contented but performance may decline because of job security 1940s and 50s University of Michiganconducted studies which revealed that happy employees are not necessarily 23 the ost producticve employees.

Supportive
The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. The leadership and other processes of the organisation must be such as to ensure a maximum probability that in all interactions and all relationships within the organisation each member will, in the light of his or her back ground, values, and expectations view the experience as supportive and one which builds and maintains his or her sense of personal worth and importance. e.g., TATAs. Ensures organisatinal harmony.
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Collegial
The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm. Collegial means a group of people working for a common purpose. Manager is not addressed as boss but is a facilitator. Employees are self disciplined, self content and self actualised. E.g., a R&D team or a project team. Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas overlapping in the other models.
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autocratic Custodial

Supportive

Collegial

Autocratic Custodial Supportive Collegial Economic Model depends on Power Model depends on Leadership Partnership resources PowerEconomic resourcesLeadershipPartnershipManagerial orientationAuthorityMoneySupportTeamworkEmployee Managerial orientation Authority Money Support Teamwork orientationObedienceSecurityJobResponsiblityEmployee psychological resultDependence on bossDependence on organizationParticipationSelf-disciplineEmployees needs Employee orientation Obedience Security Job Responsibility metSubsistemceMaintenanceHigher-orderSelfactualizationPerformance resultMinimumPassive Dependence cooperationAwakened drivesModerate enthusiasm Employee Dependence
psychological result on boss on organization Participation Self-discipline

Employees needs met

Subsistence Maintenance

Higher-order

Selfactualization
Moderate 26 enthusiasm

Performance result

Minimum

Passive cooperation

Awakened drives