1. Fundamentals Of
Organisational Behaviour
Name: Rohit Ravindra Nirhali
Course: Masters of Business Administration
Class: F.Y. MBA. SEMESTER I
Subject: Organisational Behaviour
Made under the guidance of Prof. Santosh Khamkar Sir
2. Functions of Management
The functions of management, as outlinedby management theorist
Henri Fayol, include:
1. Planning: Settinggoals, defining strategies, and creating plans to
achieve objectives.
2. Organizing: Structuring tasks, resources, and people to implement
the plans effectively.
3. Staffing: Staffing is that part of management process which is
concerned withrecruitment, selection, placement, utilisation and
development of employees
4. Leading: Guiding and motivating employees to work toward the
organization’s goals.
5. Controlling: Monitoring progress, comparing it to goals, and making
necessary adjustments.
3. Definition, Scope and Importance of
OB
Definition of Organizational Behaviour:
Organizational behavior (OB) is the study of how individualsand
groups withinan organization interact, behave,and influence one
another.
Scope of Organizational Behaviour:
1. Individual Behavior: This involves the study of individual attributes,
attitudes, perceptions, motivation, learning, and decision-making
within an organization. It explores how individualsinteract withtheir
work environment and colleagues.
2. Group Behavior: OB looks at how individuals come togetherto form
workgroups or teams, and how these groups function,
communicate, make decisions, and solve problems.
4. 3. Leadership and Management: It examines leadership styles, the role
of managers, and how they influence employee behavior and
performance.
4. Organizational Culture: OB delvesinto the values, beliefs, and norms
that shape an organization’s culture, as well as the impact of
culture on employeebehaviorand performance.
5. Organizational Structure: The study of how an organization is
structured and how this structure affects communication, decision-
making, and overall efficiency.
6. Work Motivation and Job Satisfaction: OB investigates the factors
that motivateemployees, such as rewards, job design, and
recognition, and how these factors relate to job satisfaction and
performance.
7. Conflict Resolution and Negotiation: OB deals with conflict within the
workplace and methods for resolvingdisputes and reaching
agreements.
5. Importance of Organizational Behaviour:
1. Enhanced Productivity: Understanding OB helps in optimizing
employee performance and productivity. When employees are
motivated, satisfied, and work welltogether,they tend to be more
productive.
2. Improved Employee Relations: It promotesbetter relationships
among employees, which can lead to a more harmonious work
environment and reduce conflicts.
3. Better Decision-Making: Understanding individual and group
behavioraids in making more informed decisions, especially in
areas like team formation, problem-solving, and conflict resolution.
4. Adaptation to Change: In a rapidly changing business
environment, OB helps organizations manage change effectively,
ensuring that employees adapt and embrace new strategiesand
technologies.
5. Enhanced Communication: It emphasizes the importance of
effectivecommunication, which is crucial for conveying
information, goals, and expectations clearly within an organization.
6. Features of Organizational Behaviour:
1. Continuous Learning: OB is a field that encourages ongoing learning and
adaptation to stay current with changes in the workplace and society.
2. Focus on People: It centers on the study of people within the workplace,
examiningtheir attitudes, motivations, and interactions as they relate to their job
roles.
3. Focus on Organization and Individuals: OB considers both the organization as a
whole and individual employees, as well as their interactions and relationships.
4. Change-Oriented: OB acknowledges the dynamic nature of organizations and
the need to adapt to change, whether it’s technological, structural, or cultural.
5. Human-Centric: People are viewed as the most valuable asset in an
organization, and OB emphasizes the importance of understanding their needs,
motivations, and well-being.
8. 1. Autocratic Model: This style is characterized by a strong focus on
production with little concern for the well-being of employees.
Managers who follow this model tend to make decisions
unilaterally,often relying on strict rules and structure. Employee
satisfaction may not be a priority.
2. Custodial Model: In this style, the primary concern is for the
employees rather than production. Managers who adopt this
approach emphasize job security, benefits, and employeewell-
being.
3. Supportive Model: The supportive model places equal emphasis on
both concern for people and concern for production. Managers
using this approach seek to balance employeeneeds with
productivity. They providesupport, encourage collaboration, and
aim to create a positive work environment.
9. 4. Collegial Model: This modelstrikes a balance between concern for
people and concern for production. Managers adopting this style
promote teamwork, participation, and collaboration.
5. System Model: In the system model, the expectations of the
managers are much more than gettingthe work done by the
employees. The managers have to show their emotional side, be more
compassionate and caring towardstheir team, and they must be
sensitivetowardsthe needs of the diverse workforce.
10. Limitations of Organisational Behaviour
1. Human Behavior Variability: Human behavior is inherently variable
and context-dependent,which can make it hard to predict and
manage consistently.
2. Changing Organizational Environments: Rapid changes in
technology, globalization, and the evolving nature of work present
challenges to traditional OB models and theories, which may not
adequately address contemporary organizational realities.
3. Individual Differences: OB models may not account for the wide
range of individual differences, such as personality traits and
cognitivestyles, which can significantly influence behavior in
organizations.
4. Lack of Real-time Feedback: Traditional OB research methods, such
as surveysand observations, may not provide real-time feedback,
limiting their usefulness in addressing immediate issues within
organizations.
11. Emotions, Attitudes and Behaviour
1. Beliefs: Belief is something we believe to be true. For example,I
believe that wage cutting increases cost efficiency.
2. Feelings: Feelings represent how we perceive something.
3. Behavioural intentions: This theory argues that specific events on the
job cause different kinds of people to feel different emotions. This
emotions, inter inspire actions that can benefit or impede othersat
work. Depression, Anxiety. Anger. Physical illness, increased drug
and alcohol use, and insomnia can result from frustration and
burnout with frustration being somewhat more activeand burnout
more passive.
13. Personality and Attitude
1. Definition of Personality: Personality is made up of the characteristic
set of thoughts, feelings and behaviours that make a person unique.
2. Definition of Attitude: attitude can be defined as a complexmental
state, involving beliefs and feelings and values and dispositions to
act in certain ways. For example, if someone says that I like my job,
the statement expresses his attitude towards his job.
15. 1. Openness To Experience: This trait measures a person’s willingness to
experience new things, their intellectual curiosity, and their
openness to new ideas and experiences.
2. Conscientiousness: Conscientiousness reflects how organized,
reliable, and responsible an individual is.
3. Extraversion: Extraversionmeasures the degree to which a person is
outgoing, sociable, and assertive. Extroverts tend to be enthusiastic,
talkative, and enjoy social interactions, whileintrovertsare more
reserved and may prefer solitary or one-on-one activities.
4. Agreeableness: This trait assesses an individual’s interpersonal
tendencies, including their levelof compassion, cooperation, and
friendliness.
5. Neuroticism (Emotional Stability): Neuroticism representsan
individual’s emotional stability and how they respond to stress and
negative emotions.
16. Johari Window
The Johari window model was devised by American psychologist,
Joseph Luft and Harry Ingham in 1955.
Luft and Ingham called their Johari window model Johari. After
combining their first name is Joe and Harry.
The Johari window model can be used to access and improve a
group’s relationship withthe other groups.
The Johari window actually represents information like feelings,
experience, views, attitudes, skills, intentions, motivation, etc.
17. Open Self: Information about you that you know and others also know.
Blind Self: Information about you that you don’t know but others do know.
Hidden Self: Information about you that you know but others don’t.
Unknown Self: Information about you that neither you nor others know.
18. Definition of Attitude
Attitude can be defined as a complex mental state, involving
beliefs and feelings and values and dispositions to act in certain
ways
For example, if someone says that I like my job, this statement
expresses his attitudetowards his job
Importance of Attitude in an Organisation:
1. Healthy work environment
2. Helps to achieve organisational goals
3. Improvescustomer relations
4. Improvesdecision-making
5. Improvesteamwork
6. Improvesinterpersonal relations
7. Reduces the number of obstacles and difficulties
19. Components of Attitude
1. Cognitive Component: This component refers to a person’s beliefs,
thoughts, and knowledgeabout the object of their attitude.It
represents what an individual knows or believesto be true about
the subject. For example, if someone has a positive attitudetoward
a specific brand, their cognitive componentmight include thoughts
about the brand’s quality, price, and reputation.
20. 2. Affective Component: The affective componentof an attitude
encompasses the emotional or feeling part of the attitude.It
involves the emotional responses or sentimentsa person associates
with the object. Using the brand example, the affective component
would represent the person’s emotional feelings of liking or disliking
the brand.
3. Behavioral Component: This component reflects a person’s
behavioraltendencies or intentions related tothe attitude object. It
includes the actions or behaviorsthat result from the cognitive and
affectivecomponents. In the case of the brand, the behavioral
component could involve purchasing products from that brand or
recommending it to others.
21. Points to remember
Managers need certain skills and competencies to successfully
achieve their goals.
The most significant management skills are the Technical, Human
and Conceptual Skills.
People learn by observingothers, with the environmentand
behaviour.
Organisation behaviouris important to all management,function,
roles and skills. People differ from each other in their needs and
values.
Human relations can be defined as motivating people in
organisations to work as a team.
Group effort eases task of achieving organisational goals
effectively.
