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Concepts of Organizational Behaviour gmenlal

Definition of OB
Organizational
behavior withinBehaviour (OB) is the veaby loctians ,oueung
an organization. Its aimstudy
is
of howindividuals,
to apply knowledge to groups, and structures impact as
effectiveness and efficiency. improve organizational
Key Focus Areas:
a) Individual
b) Behaviour:Personality, perception, attitudes, and
Group Behaviour:
c) Team dynamics, leadership, motivation.
Organizational Aspects: Culture, communication,
structure, power, and politics. and conflict resolution.
Key Concepts of OB
1. Nature of OB:
i.
Multidisciplinary Approach:Combines elements of psychology,
anthropology, and economics. sociology,
ii.
Human-Centcred: Focuses on improving employee satisfaction and
perfornmance.
iii.
2.
Situational Perspective: Behavior varies depending on the
Challenges
i.
in OB: context.
ii.
Managing workforce diversity.
Adapting to globalization and
technological changes.
3.
ii.
Managing
Goals of OB;
stress, conflict, and resistance to change.
Explain, predict, and control'human behavior in
ii.
Enhance organizational effectivenss through employeeorganizations.
satisfaction, and innovation, productivity, job
Contributions of OB to Management
1. Improved leadership and decision-making.
2. Enhanced communication and teamwork.
3. Efficient handling of conflicts and change.
4. Better understanding of organizational culture and its impact.

OB Models
OB models are frameworks that explain how various elements in an organization interact to
influence behavior. There are fivekey models:

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1. Autocratic Model

1) Key Assumptions:
a) Management asumes that employees are inherently lazy and require strict supervision.
b) Leadership style is authoritarian.
2) Characteristics:
a) Power is centralized with managers.
b) Employees are motivated by fear and punishment.
3) Outcomes:
a) Low employee morale and satisfaction.
b) High dependence on the leader.
4) Example: Traditional military organizations.
2. Custodial Model

1) Key Assumptions:
a) Management focuses on providing financial security and welfare benefits to employees.
2) Characteristics:
a) Employees are dependent on the organization for their economic and security needs.
b) Motivation is driven by financial rewards and benefits.
3) Outcomes:
a) Improved job security and satisfaction.
b) Limited creativity and self-motivation.
4) Example: Organizations offering extensive benefits packages (e.g., pensions, healthcare).

3. Supportive Model
1) Key Assumptions:
for growth.
a) Employees are self-motivated and seek opportunities
environment.
b) Leadership focuses on fostering asupportive work
2) Characteristics:
a) Managers act as facilitators and mentors. recognition and participation.
b) Emphasis is on motivating employees thYough
3) Outcomes:
a) High job satisfaction and motivation.
b) Increased collaboration and loyalty.
management practices.
4) Example: Modern organizations with participative
4. Collegial Model
1) Key Assumptions:
to achieve organizational goals.
a) Employees and managers work as partners
2) Characteristics:
a) Focus on teamwork, collaboration, and shared responsibilities.
their roles.
b) Managers act as coaches, and employees take ownership of
3) Outcomes:
 a) High morale, satisfaction, and performance.
b) Strong sense of belonging and accountability. Google or Apple.
4) Example:Organizations with astrong team-oriented culture like
System Model

" Key Assumptions:

influenced by
o Employees are part of a complex system, and their behavior is
various factors (culture, structure, technology).
Characteristics:
Focus on holisticdevelopment of employees (economic, social, and
psychological).
o Promotes trust, care, and meaningful relationships in the workplace.
Outcomnes:
Highly motivated and innovative workforce.
o Strong organizational culture and adaptability to change.
Example: Companies emphasizing employee wellness and sustainable practices.

Comparison of OB Models

Model Focus Leadership Motivation Outcome

-Style
Fear and
Autocratic |Power and authority Authoritarian punishment Low morale, compliance
Financial Job security, limited
Custodial Security and benefits Benevolent
incentives creativity
Recognition and High satisfaction,
Supportive Growth and recognition Participative growth collaboration

Partnership and |Coaching Team spirit Accountability, loyalty

Collegial teamwork

Holistic employee Caring Trust anid care Innovation, adaptability

System ldevelopment

The concepts of OB focus on understanding human behavior in organizations to improve

elfectiverness. The OB models provide frameworks to understand the dynamics of managerial
Styles, employee motivation, and organizational performance. Adopting the right modl depends
on the organization's culture, goals, and employee needs.
 Components of Organizational Behavior (OB)
Organizational Behavior (OB) has three primary components:
1) Individual Level:
a) Focuses on understanding individual behaviors, motivation, learning, emotions,
personality, and attitudes.
b) Key theories include Maslow's hierarchy of needs, Herzberg's motivation-hygiene
theory, etc.
2) Group Level:
a) Examines dynamics between team members, leadership, communication, power, and
conflict.
b) Focus on group behavior, team roles, and interpersonal relationships.
3) Organizational Level:
a) Focuses on organizational structure, culture, change, and effectiveness.
b) Analyzes how policies and structures affect behavior.
Personality
Meaning of Personality:
that
Personality refers to the unique and stable patterns of thoughts, feelings, and behaviors
differentiate one individual from another.

Tpes of Personality:
1) Type A:
a) Competitive, ambitious, impatient, and aggressive.
b) Highly stress-prone.
2) Type B:
a) Relaxed, patient, and easy-going.
b) Handles stress effectively.
3) Type C:
emotions, and avoids conflicts.
a) Detail-oriented, suppresses health issues.
b) Often linked to stress-related
4) Type D: inhibited.
a). Pessimistic, distressed, and socially
anxiety.
b) Likely to experience depression and
Personal Effectiven ess

individual's ability toachieve personal and

Meaning: Personal effectiveness refers to an resources.
professional goals by effectively utilizing time, skills, and
Ways to Improve Personal Effectiveness:
 Time management
Effective communication
Problem-solving skills
" Emotional intelligence
Setting SMART goals
Attitude

Meaning: Attitude is a psychological tendency expressed by evaluating a particular entity

(person, object, or event) with some degree of favor or disfavor.
Types of Attitude:
1. Positive Attitude: Leads to optimism and constructive behavior.
2. Negative Attitude: Leads to pessimism and destructive behavior.
3. Neutral Attitude: Indifference to a situation or entity.

Components of Attitude Formation:

1) Cognitive Component:
a) Refers to beliefs or knowledge about the subject (e.g.,"I think exercise is good for
health").
2) Affective Component:
a) Emotional feelings or sentiments (e.g., "I enjoy exercising").
3) BehavioralComponent:
a) Tendency to act in a certain way (e.g., "Iexercise daily").

Attitude Change:
a subject.
1) Meaning: Refers to the shift in an individual's perspective or evaluation of
2) Theories of Attitude Change:
a) Cognitive Dissonance Theory: Dissonance leads to
i) Individuals strive for consistency in their beliefsand actions.
attitude change.
b) Social Learning:
influences attitude.
i) Observing and imitating others
c) Persuasion Techniques:
(e.g., using facts or emotional
i) Effective communication can influence attitudes
appeals).
 Meaning of Group Behavior:
Group behavior refers to the way
encompasses the collective actions,individuals
attitudes,
act and interact when they are part of a
and performance of individuals within agroup. It
influenced by group norms, roles, dynamics, and shared objectives. Group group,
from the interdependence of group members and reflects how behavior emerges
and respond to each other to achieve commön goals. they collaborate, communicate,

Types of GroupBehavior:
Group behavior can be categorized into the following types:
1) Mass Behavior:
a) Involves large groups of people reacting similarly in response to a stimulus or situation.
b) Example: Public rallies, mass protests, or panic in emergency situations.
2) Crowd Behavior:
a) Refers tothe temporary gathering of individuals who act in unison, often influenced by
emotions or a common goal.
b) Example: Behavior during concerts, sporting events, or riots.
3) Organizational Group Behavior:
a) Focuses on formal and informalgroups within organizations.
b) Examples include work teams, committees, or task forces that coordinate efforts to
achieve organizational objectives
4) Cooperative Behavior:
a) Occurs when group members work together' to achieve a shared goal.
b) Example: A project team collaborating to complete a task.
5) Competitive Behavior:
a) Arises when group members compete for resources, recognition, or leadership roles.
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b) Example: Sales teams competing to achieve higher targets.

6) Normative Behavior:
a) Refers to actions aligned with group norms and values.
b) Example: Employees following workplace dress codes or adhering to cultural norms
within a team.
7) Deviant Behavior:
a) Involves actions that violate group norms or expectations. group.
b) Example: A team member disregarding deadlines or behaving unethically within a
8) Collective Behavior:
group.
a) Representsspontaneous, unstruçtúred, and unpredictable actions by a
b) Examnple: Flash mobs or rumors spreading in a community.
Each type of group behavior reflects different social dynamics and psychological factors, often
influenced by leadership, roup cohesion, externalpressures, and individual motivations.