Organizational Behavior

ORGANIZATIONAL BEHAVIOR
INTRODUCTION
Three features should be emphasized-
• Study of human behavior
• About behavior in organizations (org)
• Useful in improving an organization’s effectiveness

Definition-“OB is directly concerned with the understanding, prediction & control of human
behavior in orgs.”
By Fred Luthans
The managers (mgr) ability to understand, appreciate & manage people in orgs. They also provide
unique opportunities to enhance personal n organizational effectiveness
Scope of OB
 Intra-personal behavior covers such aspects as personality, attitudes, perception, learning,
opinion, motivation & job satisfaction.
 Inter-personal behavior includes group dynamics, inter-group conflict, leadership,
communication & the like.
 Orgs, the study covers such aspects as their formation, structures & formal n informal orgs.
Why study OB
1. It helps an individual 2 understand himself n others better
2. Managers can motivate his subordinates to work 4 better results
3. Useful 2 maintain cordial industrial relations.
4. Understand the cause of problem, predict its course of action in control its
consequences.
5. Useful 4 marketing flow of goods n services 4m producers 2 consumers.
6. Predict behavior n apply to make org more effective.
Approaches to the study of OB
1.Human Resource (HR) Approach- people r the central resource in any org. n developed
towards higher competency, creativity n fulfillment
2.Contingency Approach- or situational approach, methods (methods) or behaviors which

works effectively in 1 situation
3.Productivity Approach- ratio of output 2 input, organization’s effectiveness, optimizing
resources utilization
McGregor’s Theory X and Theory Y
Douglas McGregor.
Theory-X emphasizes managerial action. It is autocratic
Assumptions
 Management (mgt) is responsible 4 organizing elements of production- men, material, money
etc.
 Mgt should direct n motivate people n control their action
 In the absence of intervention of mgt people will be inactive n idle
 The av. Individual has dislike 4 doing work n try 2 avoid it
 Individual prefers 2 be guided by others
 People by nature resist change.
Theory-Y is decentralization of authority n creating opportunities 4 workers 2 do their best.
Assumption
 Work is not a burden or load, but it is a play
 Individual readily takes to work
 Autocratic methods of mgt will lead to unproductive result
Formal and Informal Leadership
A formal leadership occurs when a person is appointed or elected as an authority figure.
The informal leadership emerges when a person uses interpersonal influence in a group without
designated authority or power.
Difference between Leaders and Managers
Sl.No.
Leaders
Managers
1
It has followers
It has subordinates
2
Follower wont obey their leader
Subordinates may obey their mgrs
3
Leader has emotional appeal
Mgrs r expected 2 b rational decision
maker n problem solver
4
Leader fulfill followers need
Main aim of mgr is to meet org.al goal
5
Leaders r doing right things
Mgrs r doing things right
6
Innovates
Administers
7
Is an original
It is a copy
8
Develops
Maintains
9
Focus on people
Focus on system n structure
10
Inspires trust
Relies on control
11
Has long range perspective
Has short range perspective
12
Asks what n why
Ask how n when
13
Originates
Initiates
Trait Theory
Leaders pocesses a set a traits which make them distinct from followers.
Successful leaders has following qualities
1. a strong desire 4 accomplishment
2. achieve the goals
3. creativity n intelligence used 4 problem solving
4. initiative applied 2 social situations
5. self assumed personality
6. high tolerance
7. ability 2 influence others
Evaluation of trait theory
It is criticized by many
 personality trait of successful leaders is too long
 this theory says leaders is born not trained but this is not accepted by contemporary thinkers
 how much of which trait a successful leader must have is not clear
 it is wrong tat a effective leaders depends only on the personality, there r other variables like
his task, characteristics of followers
 Some people who fails as leaders has possess some of the traits as successful leaders.
Behavioral Theories
It studies how a leader behaves n the followers performs well and have job satisfaction
It was started after World War II.
It can be summarized as follows
1. consideration was positively related 2 low absenteeism but was negatively related 2
performance
Behavioral Theories
It studies how a leader behaves n the followers performs well and have job satisfaction
It was started after World War II.
It can be summarized as follows
1. consideration was positively related 2 low absenteeism but was negatively related 2
performance
2. initiating structure was positively related to performance but was negatively consequence as
absenteeism
3. when both consideration n structure were is high, performance n satisfaction tended to be high
Criticism of theory
 it could mot successfully identify a consistent relationship b/n leadership behavior n
group performance.
 General statement could not be made because results would vary over different range
of circumstances
Contingency Theory or Situational Approach
No leadership style is the best for all times & in all situations. Situation helps the people to develop
their leadership qualities n emerge as leaders. The extent to which the leader has control over the
situations.
The effectiveness of a leader depends upon –
1. his motivational style
2. the favorableness of the situation
Communication
Communication is the transmission, facts, feelings & ideas b/n 2 or more people.
The person who sends the message is the sender or communicator and who receives it is the receiver
or communicatee.
Need for communication
1. to establish n spread goals of an org widely
2. to develop plans for future achievement
3. to organize human n resource in most efficient n effective way
4. to select n appraise members of the org
5. to lead, direct, motivate n create good working environment
6. to control n maintain uniform performance
Process of communication
1. Sender- person who starts the communication process 4 passing information to others
2. Communicating channels- medium through which the encoding information is passed from
sender to receiver. For example Fax, e-mail, etc
3. Symbols- the basis for transfer of information it may be in the form of words, sketch,
diagrams etc
4. Receiver- person who receives the final information n understand it
5. Noise & feed back communication- checking the information whether it is correctly reached
or not
METHODS OF COMMUNICATION
Written, oral and non-verbal forms of communication
An organization mainly uses oral communication for day today activities.
Advantages
• Doubt is clarified immediately
• Feedback is known
• Provide team spirit
• Quick n effective method

Disadvantages
• No permanent record
• Likely to be forgotten
• Likely to be misunderstood n noisy

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ORGANIZATIONAL BEHAVIOR

• Study of human behavior

• About behavior in organizations (org)

• Useful in improving an organization’s effectiveness

2.Contingency Approach- or situational approach, methods (methods) or behaviors which

• Doubt is clarified immediately

• Provide team spirit

• Quick n effective method

• Likely to be misunderstood n noisy

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