Definition

Organizational behaviour, is a
study and application of knowledge
about human behaviour as
individuals and in groups in orgns
strives to identify ways in which
people can act more effectively.
The understanding, prediction and
management of human behaviour in
organisations.
Is an applied science- best practices in
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one orgn can be communicated
to others

What is Organizational Behavior?

Insert Figure 1.1 here

Why Study Organizational Behavior

Understand
organizational
events

Organizational
Behavior
Research
Influence
organizational
events

Predict
organizational
events
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Goals
Describe how people behave under a
variety of conditions
Understand why people behave as they
do
Predict future employee behaviour
Control and develop human activity at
work to improve productivity, skill
improvement, team effort, etc
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Forces
People- individuals and groups
Structure- jobs and relationships
Technology-machinery, computers
Environment-govt, competition, social
pressures.
All the above forces interact on each other
resulting in OB.

Generalisations about human

behaviour
> happy workers are productive workers.
> Individuals are most productive when the
boss is friendly, reliable and unassuming.
> Interviews are effective selection devices.
> Everybody likes a challenging job
> People will have to be bullied/intimidated
to make them to do their jobs.
> Money motivates all.
> People are more concerned about their own
salaries than others.
> Members of effective groups do not quarrel among
themselves.
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Levels of Analysis
Organizational Level
Group Level
Individual
Level

Four Principles of
Scientific Management
1. Study the way employees perform their
tasks, gather informal job knowledge that
employees possess, and experiment with
ways of improving the way tasks are
performed.
2. Codify the new methods of performing
tasks into written rules and standard
operating procedures.
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Four Principles of
Scientific Management
3. Carefully select employees so that they
possess skills and abilities that match the
needs of the task, and train them to
perform the task according to the
established rules and procedures.
4. Establish an acceptable level of
performance for a task, and then develop
a pay system that provides a reward for
performance above the acceptable level.
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The Hawthorne Studies

Hawthorne Works of the Western Electric
Company near Chicago; 1924-1932 these
studies mark the starting point of the field of
Organisational Behaviour
Initiated as an attempt to investigate how
characteristics of the work setting affect
employee fatigue and performance (i.e.,
lighting).
Found that productivity increased regardless of
whether illumination was raised or lowered.
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Contributing Disciplines to the OB Field

EXHIBIT

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1-3a

Contributing Disciplines to the OB Field

EXHIBIT

12

1-3c

Contributing Disciplines to the OB Field

EXHIBIT

13

1-3b

Contributing Disciplines to the OB Field

EXHIBIT

14

1-3c

Contributing Disciplines to the OB Field

EXHIBIT

15

1-3d

Contributing Disciplines to the OB Field

EXHIBIT

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1-3f

Models of OB
Basic of
model

Autocratic

Custodial

Supportive

Collegial

Managerial
orientation

Power

Economic
resources

Leadership

Partnership

Employee
Orientation

Authority

Money

Support

Teamwork

Employee
Dependence
Psychological on boss
Result

Dependence
on org.

Participation

Self discipline

Employees
need met

Subsistence

Security

Status &
recognition

Self
actualization

Performance
result.

Minimum

Passive
cooperation

Awakened
drives

Moderate
enthusiasm

Autocratic

Autocratic
The basis of this model is power
managerial orientation of authority.
Those who are in command must have the
power to demand you do this or else

Autocratic
The employee in turn are oriented towards
obedience & dependence on boss.
The employee need that is met is
subsistence.
The performance result is
minimal.

Autocratic
Usefulness
Acceptable approach to guide managerial
behavior when there where no well known
alternatives.
Useful under some extreme conditions
such as organizational crises.

Custodial

Custodial Model
The basis of this model is economic
resources with managerial orientation of
money.
The employee in turn are
oriented towards security.

Custodial Model
The employee need that is met is security.
Employee feel with reasonable
containment.
Most employees are not producing
anywhere near there capacities.
The performance result is
passive co-operation.

Supportive

Supportive Model
The basis of this model is leadership with
a managerial orientation of support.
The employees in turn are oriented
towards job performance & participation

Supportive Model
Psychological result is a feeling of
participation & task involvement in the
organization.
Employees may say we insisted of they .

Supportive Model
Employees are strongly motivated
because their status & recognition needs
are better met thus they have awakened
drive for work.

Collegial

Collegial Model
The basis of this model is partnership with
a managerial orientation of teamwork.
The result is that employees feel needed &
useful.
There is at least one
thing that cannot be
done without you.

Collegial Model
The employees in turn are oriented
towards responsible behavior and selfdiscipline.
The employee need that is met is selfactualization. The performance result is
moderate enthusiasm

SOBC
This model is based on the assumption
that every behavior is caused. What we
see are the consequences of the behavior
shown by organism due to
stimulus(SUPPORTING FACTOR):

SOBC
Stimulus

SOBC
The Stimulus
is the cause that may be overt or covert,
physical, social, psychological,
technological, environmental etc.
The Organism
can be individual or a group. They have
cognitive mediators with physiological
existence.

SOBC
The Consequences
are expressed as the results that may be
overt or covert. Positive or negative and
can have effects on environmental
dynamics and applications.

SOBC
SOBC model is based on the very
practical philosophy of human behavior
that: every behavior is caused & follows
the Cause-Effect relationship.

5 OB Models
given by Keith Davis and Newstrom are:
1) Autocratic
2) Custodial
3) Supportive
4) Collegial
5) Systems
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AUTOCRATIC MODEL

The basis of this model is power with a

managerial orientation of authority. 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 - most prevalent during he
industrial revolution persons in power
can demand work from workers
pushing, directing and persuading tight
control unfair practices, low payment and
exploitation employees put in min38 work in the

Custodial
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. The performance result is passive
cooperation. To perk up the sagging morale of
the workers under the autocratic model
employers began to offer various welfare
schemes in the 19th century paternalism
fringe benefits job security.
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 E.g., IBM makes considerable efforts to

stabilise the workforce and preserve their
jobs reduces overtime, freezes hiring,
allows job transfers and offers retirement
incentives and lessens sub-contracting to
adjust IT slow downs. The organisation
should have considerable resources to pay
pension benefit from physical needs to security
needs.
Workers depend more on the organisation and
less on the managers ensures loyalty
economic rewards are assuredeven if the
employee does not perform contented but
performance may decline because 40of job

Supportive
The basis of this model is leadership with a
managerial orientation of support. The
employees in turn are oriented towards job
performance and participation. The employee
need that is met is status and recognition. The
performance result is awakened drives.
The leadership and other processes of the
organisation must be such as to ensure a
maximum probability that in all interactions and
all relationships within the organisation each
member will, in the light of his or her back
ground, values, and expectations view the
experience as supportive and one which builds
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and maintains his or her sense of personal

Collegial

The basis of this model is partnership with a

managerial orientation of teamwork. The
employees in turn are oriented towards
responsible behavior and self-discipline. The
employee need that is met is self-actualization.
The performance result is moderate
enthusiasm. Collegial means a group of
people working for a common purpose.
Manager is not addressed as boss but is a
facilitator. Employees are self disciplined, self
content and self actualised. E.g., a R&D team or
a project team.
Although there are four separate models,
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almost no organization operates exclusively in

autocratic Custodial

Supportive

Collegial

Autocratic Custodial Supportive Collegial

Economic
Model
depends
on Power
Model
depends
on
Leadership
Partnership
resources
PowerEconomic resourcesLeadershipPartnershipManagerial
orientationAuthorityMoneySupportTeamworkEmployee
Managerial
orientation
Authority
Money
Support
Teamwork
orientationObedienceSecurityJobResponsiblityEmployee
psychological resultDependence on bossDependence on
organizationParticipationSelf-disciplineEmployees needs
Employee
orientation
Obedience
Security
Job
Responsibility
metSubsistemceMaintenanceHigher-orderSelfactualizationPerformance resultMinimumPassive
Dependence enthusiasm
cooperationAwakened
drivesModerate
Employee
Dependence
psychological result

Employees needs met

Performance result

on
organization

Participation

Self-discipline

Subsistence Maintenance

Higher-order

Selfactualization

Awakened
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drives

Moderate
enthusiasm

on boss

Minimum

Passive
cooperation