Organizational

Behavior
By M. Shahid
Lecturer in Business Administration & Economics
Faisalabad Campus
U.E
BBA 6th (Hons) / MBA 4th (3.5 years)
Managerial Perspectives on
Organizational Behavior IN
Development of OB Model
 Purposes of this Topic:
• Understand the basics of human behavior
• Understanding importance of individuals, Groups, in
groups; in development of organizational model.
• Impact of different variables on organizational model.
• How the knowledge of humans can help manager in
organizational perspective in development of OB
model.
• Managerial perspective on organizational behavior
while developing OB model.
Use the following link
• https://
www.youtube.com/watch?v=oEuXSDXol7A&list=PLfXqU8lq
0Xi9zlHv0wvof5ggNvXatN9A0&index=4
Today’s Topics
Managerial Perspectives on
Organizational Behavior

Organizational behavior is not a

designated function or area. Rather, it is a
perspective or set of tools that all
managers can use to carry out their jobs
more effectively.
A Knowledge of Organizational Behavior
Helps Managers:

Better Understand the Better Interact with

Behavior of Those Colleagues, Peers, and
Around Them Co-Workers

Better Understand the Better Interact with

Basic Issues of Suppliers, Customers,
Leadership and Competitors
Understanding Work
Behavior

Manager’s Role Includes:

Observing and recognizing the differences
Studying relationships between variables that
influence individual behavior
Discovering and predicting relationships
8
 Part-I The Individual
• Ability & Learning
• Values, Attitudes and Job Satisfaction
• Personality & Emotions
• Perception & Individual Decision Making
• Basic Motivation Concepts
• Motivation and its Applications
Understanding the Basics of
Human Behavior
Heredity Individual Environment
Differences
Framework

Abilities Work-Related
Values Attitudes
and Skills

Work-Related
Behaviors
Demographic Factors
Demographic factors include a number of individual
differences that influence behavioral choices

Nationality
Race Age

Socioeconomic Educational
Background Attainment
Gender
Biographical
Characteristics

Age Gender

Marital
Tenure
Status

Prentice Hall, 2001 Chapter 2 13

Variables Influencing
Individual Behavior
 The Person
• Skills & abilities The Environment
• Personality • Organization
• Perceptions • Work group
• Attitudes • Job
• Values • Personal life
• Ethics

Behavior
B = f(P,E)
Individual Differences
To Understand Individual
Differences a Manager Must

Study
Studyrelationships
relationships
Observe
Observeand
and between
betweenvariables
variables Discover
Discover
recognize
recognizethe
the that
thatinfluence
influence relationships
relationships
differences
differences individual
individual
behavior
behavior
Why focus on individuals?
A lot of athletes say they want to
be part of a cohesive team—but
they also want their name printed
on the back of their jerseys in 6-
inch-high block letters.
-S.P.Robbins
 Personality
Self-concept Attitudes
Internal processes Emotions Behavior
Values Abilities
Individual Differences
• Individual Differences
• Personal attributes that vary from one person to another.
• Individual differences include personality, attitudes, perception, and
creativity.
 Model of Organizational Behavior
• Independent variables
• Individual
• Group
• Organizational

• Dependent variables
• Attitudinal
• Performance-related

Prentice Hall, 2001 Chapter 1 21

 Productivity

Absenteeism
The
Turnover Dependent
Variables
Organizational
Citizenship

Job Satisfaction

Prentice Hall, 2001 Chapter 1 22

MARS model of behaviour and performance

Role
perceptions

Motivation
Individual
behaviour and
performance
Ability

Situational
factors
Employee ability
Natural aptitudes and learned capabilities required to
successfully complete a task
• competencies  personal characteristics that lead to
superior performance
• person  job matching
• select qualified people
• develop employee
abilities through training R
M
• redesign job to fit
person's existing abilities BAR
A
S
Employee role perceptions
Beliefs about what behaviour is required to achieve the
desired results:
• understanding what tasks to perform
• understanding relative importance of tasks
• understanding preferred behaviours to accomplish tasks
Situational factors

Environmental conditions beyond the individual’s

short-term control that constrain or facilitate
behaviour
• time
• people
• budget
• work facilities
Types of work-related behaviour

Joining the
organisation

Exhibiting Remaining
organisational Types of with the
citizenship work-related organisation
behaviour
Performing Maintaining
required work
tasks attendance
Performance
Why Do We Care?
Ability

PERFORMANCE

Motivation Opportunity
Performance =
f (Ability, Motivation, Opportunity)
 The Psychological Contract
Contributions from Inducements from the
the Individual Organization

- Effort - Pay
- Ability - Job Security
- Loyalty - Benefits
- Skills - Career Opportunities
- Time - Status
- Competencies - Promotion Opportunities
The Person-Job Fit
• Person-Job Fit
• The extent to which the contributions made
by the individual match the inducements
offered by the organization.
 t o p
’s s
e t r e
L t he
i
Summary
Understanding the Basics of
Human Behavior
Variables Influencing
Individual Behavior
 The Person
• Skills & abilities The Environment
• Personality • Organization
• Perceptions • Work group
• Attitudes • Job
• Values • Personal life
• Ethics

Behavior
B = f(P,E)
Types of work-related behaviour

Joining the
organisation

Exhibiting Remaining
organisational Types of with the
citizenship work-related organisation
behaviour
Performing Maintaining
required work
tasks attendance