Module-4

Organizational Behavior

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 OB studies what people do in an
organization and how that
behavior affects the performance
of the organization.

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 Organizational Behaviour
. . . a field of study that investigates
how individuals, groups and structure
affect and are affected by behaviour
within organizations, for the purpose of
applying such knowledge toward
improving an organization’s
effectiveness.
Focus of OB

 Focuses on 2 major areas

• First, OB looks at individual behavior
• Personality, perception, learning and motivation
• Second, OB is concerned with group behavior
• Norms, roles, team-building and conflict
OB Model

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Dependent variable
 Things which will be affected by OB
• Productivity
• What factors influence the effectiveness and
efficiency of individuals
• Absenteeism
• Absenteeism is not all bad
• Having too high employee absent rate will affect
productivity
• Turnover
• Not all turnover is bad
• High turnover rate…in some degree affect
productivity, particularly 4 the hospitality inducstry

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 Organizational citizenship

 Behavior that is not directly part of an

employee’s formal job description
• i.e. those behaviors that promote the effective
functioning of the organization
• E.g. positive employee citizenship might include
helping others on one’s work team, volunteering
for extra job activities, avoiding unnecessary
conflicts etc.
Independent variables
 Individual variables
• Age, gender, personality, emotion, values, attitude,
ability
• Perception, individual decision making, learning, and
motivation
 Group variables
• Norm, communication, leadership, power, politics
 Organization system variables
• Organizational culture, HR practices

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Goals of OB

• To explain and to predict behavior

• Managers need this skill to manage their
employee’s behavior
• Employee’s behavior includes
• Employee productivity, absenteeism and turn over
• Managers are concerned with the quantity and quality of
o/p of each employee. But absence and turn over in high
rates can adversely affect this o/p

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 Key elements of OB
1. People – individuals and (formal & informal)
groups, diverse work force( individual
differences, social back ground, likes and
dislikes).
2. Structure- roles and relationships of people in an
organization -formal and informal social system.
3. Technology-it allows people to do more and
better work.
4. Environment-influenced by the internal and
external environment.
 Nature

1. A separate field of study and not a

discipline only – OB has a multi inter
disciplinary orientation.
2. An applied science – applications of
various researches to solve the
organizational problems related to human
behaviour.
 Contributing Disciplines
Psychology seeks to
measure,explain,
and change
behavior
Sociology studies
people in relation to their
fellow human beings

Social psychology
focuses on the
influence of people
on one another

Political science is the

Anthropology is the
study of the
study of societies
behavior of individuals
to learn about human
and groups within
beings and their activities
a political environment
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Models of OB

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 AUTOCRATIC MODEL

 It depends on power
 The manager has the power to demand
“you do this or else” – and an employee
who does not follow orders is punished.
 The manager has formal, official, authority
over employees.
 This model assumes that employees have
to be directed and pushed into doing the
work.
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 In this model, management does the
thinking, employees obey orders and
depend on the manager. Employees are
tightly controlled. The manager can hire,
fire and “perspire” them.
 Employees may obey managers but
employees may not respect
management.

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Problem
 leads to low employee morale,
 poor decision-making (no one will make
a decision because he/ she is afraid of
the decision being over turned) and
 high turnover.

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Custodial Model
 depends on economic resources –
money for wages and benefits - to
motivate employees.
 The company has to have enough
money to cover these costs.
 offering welfare programs…for e.g.
housing, medical care and insurance,
fewer working hours sick pay, pensions
and paid vacation time off.
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Problem
 it leads to dependence on the
organization by the employee because
of the security offered.
 Employees do not want to leave the
organization, not so much because they
like the job, but because they like or
depend on the benefits that go with it.
They cannot afford to quit.

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SUPPORTIVE MODEL

 assumes that employees want to work

and will take responsibility. Employees
are encouraged to be involved in the
organization.
 Employees are more strongly motivated
because their status and recognition
needs are better met than with earlier
models.

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 The supportive approach is not about
money, but about the way people are
treated at work.
 A supportive manager helps employees
solve problems and accomplish their
work.

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COLLEGIAL MODEL

 Collegial means people working

together cooperatively.
 In this model, management builds a
feeling of partnership with employees.
The environment is open and people
participate.
 The collegial model is about team work.
Managers are coaches to help build
better teams.
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 Employees are responsible – they
produce quality work.
 Employees must be self-disciplined.
 Many employees feel satisfied that they
are making a worthwhile contribution.

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THE SYSTEM MODEL

 people want more than money, job

security and cooperative teams.
 Employees today want trust, an ethical
workplace, managers who show care
and compassion and a workplace that
has a sense of community.

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 The system model focuses on
“identifying developing and managing
the strengths within employees”.
 Managers focus on “helping employees
develop feelings of hope, optimism, self
confidence, empathy, trustworthiness,
esteem, courage and efficacy

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stop

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