MID SEM ASSIGNMENT SUBMITTED TO: ASSO.PROF.

A SRINIVASA RAO SUBMITTED BY: ITEE GUPTA

 Introduction

Elements of Organizational Behaviour

Objective Importance of Organizational Behaviour

Models of Organizational Behaviour

Comparative Analysis Conclusions

Summary
References

London Business School defines Organisational behaviour (OB) seeks to understand how we can best do this. The OB group aims to provide high impact scholarship and teaching, leading to a better understanding of human behaviour in organisations. Stephen P Robins defines Organizational behaviour as a systematic study of the actions and attitudes that people exhibit within organizations.

The key elements in the organisational behaviour are : People 2. Structure 3. Technology 4. Environment
1.

 People

People make up the internal and social system of the organisation. They consist of individuals and groups. The groups may be big or small; formal or informal; official or unofficial. Groups are dynamic and they work in the organisation to achieve their objectives.

 Structure

Structure defines the formal relationships of the people in organisations. Different people in the organisation are performing different type of jobs and they need to be (elated in some structural way so that their work can be effectively co-ordinated.

 Technology

Technology such as machines and work processes provide the resources with which people work and affects the tasks that they perform. The technology used has a significant influence on working relationships. It allows people to do more and work better but it also restricts people in various ways.

 Environment

All organisations operate within an external environment. It is the part of a larger system that contains many other elements such as government, family and other organisations. All of these mutually influence each other in a complex system that creates a context for a group of people.

Our main motive to study Organizational Behaviour is listed as below

To describe human behaviour To understand behaviour To predict behaviour To modify and control behaviour OB is concerned with describing, understanding, predicting,

shaping,

modifying,

identifying

and

controlling

human

behaviour- individual or group- in an organization.

 Most organizational problems are human problems and

can be brought to an end by understanding humans.

Helps analyze complex nature of

humans at work,

understands workforce and cultural diversity to improve performance

Avoids assumptions about people and suggest right

approach to manage them

 Prevents/minimizes

unexpected

events,

improves

productivity, reduces wastages

Easily exercises motivation, leadership communication and

supervision activities.
Contributing

disciplines

Anthropology,

psychology,

sociology, social psychology, political science, economics,

IT

 Autocratic Model

Custodial Model
Supportive Model Collegial Model

Note: These models are described in further slides

 The basis of this model is power with a managerial

orientation of authority. Those who are in command must have the power to demand "you do this - or else The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Its principal weakness is its high human cost especially as caused by micromanagement.

Micromanagement a natural pattern of autocratic managers is the immersion of a manager into controlling the details of daily operations. Employees typically detest a micromanager, with the result being low morale, paralyzed decision making due to fear of being second-guessed and high turn-over.

Useful o Acceptable approach to guide managerial behavior when

there were no well-known alternatives. o Useful under some extreme conditions organizational crises

such

as

 The basis of this model is economic resources with a

managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. Employee feel with reasonable contentment. Most employees are not producing anywhere near their capacities. The performance result is passive cooperation.

The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. Psychological result is a feeling of participation and task involvement in the organization. Employees may say we instead of they. Employees are strongly motivated because their status and recognition needs are better met, thus they have awakened drive for work.

The basis of this model is partnership with a managerial orientation of teamwork. The result is that the employees feel needed and useful. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. Employees normally feel some degree of fulfillment, worthwhile contribution, and self-actualization. This self-actualization will lead to moderate enthusiasm in performance.

Conclusions are drawn on the basis of factors listed below:

o o

Evolving Usage Relation of Models to Human Needs

o
o o

Increasing Use of Some Models

Contingent Use of All Models Managerial Flexibility

Evolving Usage Manager/Organization use the models tends to evolve over time. There is no one permanently best model. Primary challenge to management is to identify the model actually using and then assess its current effectiveness. Relation of Models to Human Needs The five models are closely related to human needs. Each model is build upon the accomplishments of the other.

Relation of Models to Human Needs The four models are closely related to human needs. Each model is build upon the accomplishments of the other.

Increasing Use of Some Models The trend toward the supportive, collegial and system models will probably continue. Only these newer models can offer the satisfaction of the employees needs for esteem, autonomy and self-actualization.

Contingent Use of All Models Though one model may be most used at any given time, some appropriate uses will remain for other models.

Finally, The four models will continue to be used, but the more advanced models will have growing use as progress is made and employee expectations rise.

 Although there are four separate models, almost no

organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. The first model, autocratic, has its roots in the industrial revolution. The managers of this type of organization operate mostly out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one best model. In addition, the collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.

 Importance of OB in Todays Scenario

Provides a road map to our lives in an organization. Helps us influence organizational events. Helps an individual to understand him/herself and others better. Help the manager to understand basis of motivation. Useful for maintaining cordial industrial relations. Used in the field of marketing. Career in management and people skills. Motivation towards higher productivity and better results. Organization behaviour is an essential tool for managing effective team. Field of OB uses scientific research to help us understand and predict organizational life.

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3. 4.

5.

http://expertscolumn.com/content/what-organizationalbehaviour-and-its-definition. Missing or empty|title= (help) Lillian Margaret Simms, Sylvia Anderson Price, Naomi E. Ervin (1994). The professional practice of nursing administration. p.121. Michael I. Reed (1985). Redirections in organizational analysis. p.108. Hughes, H. P. N., Clegg, C. W., Robinson, M. A., & Crowder, R. M. (2012). Agent-based modelling and simulation: The potential contribution to organizational psychology. Journal of Occupational and Organizational Psychology, 85(3), 487 502. http://dx.doi.org/10.1111/j.2044-8325.2012.02053.x London Business School

Thank You