CHAPTER 1

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INTRODUCTION TO
ORGANIZATIONAL

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BEHAVIOR

Prof. Sushama Khanna

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 ORGANIZATIONAL BEHAVIOR
DEFINITION

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An interdisciplinary behavioural
science which studies

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phenomena and dynamics
(processes) of organizations and
relates these processes to their
various human units
(individuals, roles, dyads, teams,
interteams, organizations and
organisation-environment
interface). 5

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 CONTRIBUTING DISCIPLINES TO OB

Psychology seeks to Sociology studies

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Social psychology
focuses on the
influence of people
on one another

Political science is the

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CONTRIBUTING DISCIPLINES TO THE OB FIELD

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CONTRIBUTING DISCIPLINES TO THE OB
FIELD

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 CONTRIBUTING DISCIPLINES TO THE OB FIELD

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CONTRIBUTING DISCIPLINES TO THE OB FIELD

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BEHAVIOURAL SCIENCE SOURCES OF OB TOPICS

Organizational Unit Topic Relevant Behaviral

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Science
Individual Motivation Psychology

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Perception
Personality
Decision making
Interpersonal styles
Attitude
Role Role effectiveness Sociology and
Leadership Psychology
Work motivation
Role stress and
burn-out 12

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BEHAVIOURAL SCIENCE SOURCES OF OB TOPICS

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Organizational Unit Topic Relevant Behaviral
Science

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Teams and inter- Team effectiveness Sociology
teams Communication
Conflict Mgt.
Consensus building
Dev. Collaboration

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BEHAVIOURAL SCIENCE SOURCES OF OB TOPICS

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Organizational Unit Topic Relevant Behaviral
Science

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Organization Culture & climate Anthropology
Org. communication Political Science
Org. learning
Org. change and
development
Power & politics
cross-cultural orgs.
Context Societal culture Anthropology
Values
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EVOLUTION OF OB
Robert Owen – British Industrialist

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-improved working conditions and facilities for workers, no
child labour, etc.

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Fredrick Taylor –
-popularized concept of Scientific Management using studies of
time and motion, very little concern for human aspects
Hawthorn Studies – at Hawthornworks of Western
Electric Co., USA
-Effect pf intensity of light on productivity
Human Relations Movement – 1950s
- Social environment; McGregor (Theory X, Theory Y); Maslow
(Hierarchy of needs theory of motivation) 15
 ORGANIZATIONAL PROCESS

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 Process is the underlying human
and behavioural dimension of an

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organisation and various groups
and individuals which constitute
the organisation.

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 PROCESS LEVELS
Levels Processes
1. The person: Self-awareness,
Existential Processes

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2. Inter-person: Communication, relationship
Empathic Processes building

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3. The Role : Coping Processes Coping in the roles one plays
4. The Group : Building Processes Building of group as an entity, Norms
and traditions
5. Intergroup : Cooperation, problem solving,
Collaborative Processes perception
6. The Organisation : Growth Channels of communication, culture,
Processes climate
7. Org-Environment Interface: Cultural, political and economic
Influence Processes conditions exerting on org.
8. The community: Social Awareness Relating and helping the community17
9. The Society : Value processes Values and power, social
responsibility
 DEVELOPING AN OB MODEL
 Can be developed based on 3 levels

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Organization

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system level

Group level

Individual level
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 VARIABLES IN OB MODEL
Independent Dependent

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Variables Variables

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The independent The dependent
variables do not get variables get affected
affected by any other by other variables and
variable; e.g. gender, may change frequently.
height, age, IQ, EQ, For example,
etc. employee turnover
may be due to beh. of
boss or peers,
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org.culture etc.
 THE INDEPENDENT VARIABLES IN OB MODEL
The independent variables can be at any of these three levels in
this model:
 Individual
– Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,
individual learning and individual decision making.
 Group
– Communication, group decision making, leadership and
trust, group structure, conflict, power and politics,
competition and collaboration and work teams.
 Organization System
– Organizational culture, human resource policies and
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practices, and organizational structure and design.
 THE DEPENDENT VARIABLES IN OB MODEL
 Productivity - Transforming inputs to outputs at lowest
cost. Includes the concepts of effectiveness (achievement of
goals) and efficiency (meeting goals at a low cost).
 Absenteeism - Failure to report to work – a huge cost to
employers.
 Turnover - Voluntary and involuntary permanent
withdrawal from an organization.
 Organizational Citizenship – Employee’s bonding or feeling
of belongingness. Going an extra mile willingly and
enthusiastically to carry out tasks which are not part of an
employee’s formal job requirements
 Job Satisfaction - A general attitude (not a behavior)
toward one’s job; a positive feeling about one's job
resulting from an evaluation of its characteristics. 1-21
 TEAM EXERCISE – ORGANIZATIONAL
EFFECTIVENESS (APP. 40 MINS.)

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 Make groups of 4-6.
 Each group is given following instructions:

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 “You are the HR department of Topaz
Industries. Topaz Industries has been into
existence since 1980 manufacturing batteries.
Recently it has been noticed by top management
that organization is not meeting its goal and
organization is going into heavy losses. Your
team has been asked to present a report on the
causes for low effectiveness and low efficiency of
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organization.
 Your team has conducted a survey and
findings of survey are:
“It has been noticed that Productivity of

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organization has been decreasing since

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past ten months, Absenteeism rate has
increased, Employee turn-over is very
high, Job-satisfaction of employees is
also very low and in general employees
refuse to do any work beyond their basic
job responsibilities.”
 Your team is very concerned on such
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findings.
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 Discuss among your team, reasons,
consequences and remedial action to be
taken up for all the above mentioned

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issues. (10 mins.)

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 Present your views, comments and action
plan in front of entire class.” (15 mins)
 Conduct a class discussion based on
presentations made by all the groups. (10
mins.)

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