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OB 1 Historical Evolution of Organisational Behaviour
OB 1 Historical Evolution of Organisational Behaviour
BEHAVIOUR
UNIT – 1
INTRODUCTION TO
ORGANISATIONAL BEHAVIOUR
-VIJAY MASARKAR
AST. PROF. – MGT.
Objectives
1.1 Introduction
Summary
1.1 INTRODUCTION
• Productivity
• Developing effective employees
• Global competition
• Managing in the global village
Group Level
Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically
Contributing Disciplines to OB
Organisation
al Behaviour
Psychology
Anthropolo
Sociology
gy
Political Industrial
Science Psychology
1.2 Historical Development of O.B.
Contributing Disciplines :
Psychology: motivation, personality, perception, attitude, opinion etc.
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Sociology
Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
system
Comparative values
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment
Conflict
Political science Intraorganizational politics
Power
The Layers of OB
The Organization
Change
Organizational culture
Decision making
The Group Leadership
Individual behaviour
Interpersonal behaviour
Inter-group Behaviour
The studies point out that the needs for recognition, security
and sense of belonging exert greater impact on workers’
productivity than the physical working conditions; that the
attitudes and effectiveness of workers are determined by the
social requirements obtained inside and outside the factory
environment.
HAWTHORNE EXPERIMENTS
UNIT – 2
UNDERSTANDING
ORGANISATIONAL
BEHAVIOUR
-VIJAY MASARKAR
AST. PROF.-MGT.,
Objectives
2.1 Introduction
2.4 Summary
2.1 INTRODUCTION
3) The goals of the employee and the employer may not necessarily
coincide.
4) The policies and procedures adopted in an enterprise may
influence people in directions not always foreseen by the policy
makers.
Definition – Organisational Behaviour
Keith Davis
2.2 FUNDAMENTAL CONCEPTS OF
ORGANISATIONAL BEHAVIOUR
1. Individual differences
2. Whole person
3. Motivation
4. Human dignity
2.3 VARIOUS ORGANISATION MODELS
(OB revolves around the nature of the organisation too)
ORGANISATIIONAL MODELS:
The Autocratic Model
Custodial Model
The Supportive Model
The Collegial Model
SUMMARY
Thank you!
1–34
Organizational Behaviour
UNIT – 3
PERCEPTION
-VIJAY MASARKAR
AST. PROF.-MGT.,
PERCEPTION
‘When you
change the way
you look at
things, the things
you look at
change.’
3.1 Introduction to PERCEPTION
As a great deal of the industrial conflict stem from the divergence
between the perceptual world of the parties involved, attempts can
be made to minimize the magnitude of such conflicts by properly
assessing perceptions of various aspects in the work settings.
3.2 Meaning and Definition
PERCEP
TION
3.3 PRINCIPLES OF PERCEPTUAL
SELECTION
Perceptual Organisation:
1. Perceptual Grouping
2. Closure
3. Figure-ground
4. Perceptual Constancy
5. Perceptual Defense
a) Denial
b) Modification & Distortion
c) Change in Perception
d) Recognition
o 6. Social Perception
Figure and Ground
Wavy Squares? No!
The background of concentric circles
makes the squares appear distorted.
46
The Vertical lines are both the same
length.
47
PERCEPTUAL AMBIGUITY
48
48
PERCEPTUAL AMBIGUITY
49
Word Color Test
YELLOW BLUE ORANGE
BLACK RED GREEN
PURPLE YELLOW RED
ORANGE GREEN PURPLE
BLUE RED PURPLE
GREEN BLUE ORANGE
55
SUMMARY
UNIT-4
PERSONALITY
-VIJAY MASARKAR
AST. PROF - MGT.
Objectives
behaviour at work.
Structure
4.1 Introduction
4.6 Summary
Introduction: Personality and workplace
A consideration of personality differences is
important for many reasons:
Some people arouse hostility and aggression in their associates.
Some people encourage and others discourage free and open
communication.
Some people tolerate severely stressful situations, while tensions
and anxieties and similar circumstances swamp others.
The unique ways of responding to day-to-day life situations is at
the heart of human behaviour.
The personality difficulties are the root cause of organisational
conflicts and often lead to turnover and job dissatisfaction.
Accordingly, personality embraces all the unique traits and
patterns of adjustment of the individual in his relationship with
others and his environment.
What is Personality? The Concept
1) Biological
2) Cultural
3) Familial
4) Situational
1) Biological
a) The heredity
b) The brain
c) Physical features
2) Cultural / Environmental factors
4) Situational Factors
Personality theories
i) Culture
ii) Family
iii) Group Membership
iv) Life Experiences
4.4 PERSONALITY STRUCTURE
2. Locus of Control
3. Goal Orientation
5. Dogmatism
6. Authoritarianism
7. Organisational Implications