OB, def models.ppt

8/14/2019 OB, def models.ppt

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Organisational Behaviour


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Organisational Behaviour is a field of studythat investigates the impact that individuals,

groups, and structure have on behaviourwithin organisation for the purpose ofapplying such knowledge toward improving

an organisations effectiveness.

Definition


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OB is a field of study Means a distinct area of expertise with a commonbody of knowledge

What does it study? It studies three determinants of behaviour in organisationIndividuals, Groups, Structure

Applyingsuchknowledge OB applies knowledge about individuals, groups and theeffect of structure on behaviour in order to makeorganisation work more effectively.

Therefore OB is concerned with the study ofwhat people do in an organisation and howthe behaviour affects the performance of the organisation.

It is concerned with employment related situations, and emphasises behaviour asrelated to concerns such as jobs, work, absenteeism, employment turnover(attrition), productivity, performance and management.


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CONTRIBUTING DISCIPLINES TO THE FIELD OF OB

Psychology The science that seeks to measure, explain, and sometimes changethe behaviour of human and other animals.

Sociology The study of people in relation to their fellow human beings.

Social psychology An area with psychology that blends concepts frompsychology and sociology and that focuses on the influence of people on oneanother.

Anthropology The study of societies to learn about human beings and their

activities.

Political science the study of the behaviour of individual and groups within apolitical environment.


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CONTRIBUTING DISCIPLINES TO THE FIELD OF OBBehavioural Science Contribution Unit of

analysisOutput

Psychology

Sociology

Social psychology

Anthropology

Political science

Learning

Motivation

Personality

Emotions

Perception

Training

Leadership

Job satisfaction

Decision making

Performance appraisal

Attitude

Selection

Work design

Stress

Group dynamics

Work teams

Communication

Power

Conflict

Intergroup behaviour

Formal organisational theory

Organisational technology

Organisational change

Organisational culture

Behavioural change

Attitude change

Communication

Group processes

Group decision

making

Comparative values & attitudes

Cross culture analysis

Organisational culture &environment

Conflict

Intraorganisational politics

Power

Individual

Group

Organisation

system

Study of

O B


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CHALLENGES AND OPPORTUNITIES FOR OB

1. Responding to Globalisation2. Managing Workforce Diversity3. Improving Quality and Productivity4. Responding to Labour Shortage

5. Improving Customer Service6. Improving People Skill7. Empowering People8. Coping with Temporariness9. Stimulating Innovation and Change10.Helping Employees Balance Work/Life Conflicts11.Improving Ethical Behaviour


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What is Organisational Behaviour ?

Every individual has 24 hours a day. The

worldwide research has shown that an average

person spends about 6 to 8 hours a day in sleep

more than 8 hours are spent in working andtraveling. One gets left with only 8 hours for

personal and private life with family and friends.

It means we spend 33% of life in sleeping, 50%

in working and are left with only 17% for personalpleasures.


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Therefore subject of Organisational

Behaviour deals with that part of lifewhich the employee spend in workingwhich is also called On the job life.

Employees Off the job life isinterrelated and interdependent on

On the job life and vice versa.


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Models of organisational behaviour

1. Autocratic Model2. The custodial model3. The supportive model

4. The collegial model5. The SOBC (Stimulus, organism, behaviour,

consequences) model

Models are frameworks of description of how things work and are also known asparadigms.

Every model in OB makes certain assumptions regarding the nature of the people

working in the organization.

Models of OB not only differ from organization to organization but also from

department to department within an organization.

The organizational practices are also largely dependent on a managers personal

preferences.


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The model is based on power and assumes that the person who holds power

has the authority to demand work from workers.

It is based on the assumption that authority is central to results i.e., work can onlybe extracted by means of pushing, directing, and persuading the employees.

People must accept the authority of their superiors and obey their instructions.Obedience is the main employee orientation and is shown by the subordinatesfor respect for the knowledge and authority of the superiors or fear of punishment.

Job security, basic needs of a person, survival and growth makes the subordinates toobey.

This model was widely popular during the Industrial Revolution, where managers usedauthority for for unfair practices such as suspending the employees for not obeying theorders, giving low pay, etc. Such a work environment motivates very few employees toexhibit higher productivity. However, the autocratic model works well under certain

conditions, particularly in times of an organizational crisis.

The Autocratic Model


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The Custodial Model

In this model, the emphasis is laid on providing job security to the employees This assumes that the OB depends upon the economic resources.

It has been observed that employees generally prefer jobs that promise jobsecurity. Therefore, employers offer fringe benefits to strengthen the employeesconfidence in job security.

Employeework for money and desires job security. While money is the mainmanagerial orientation, job security is the employee orientation.

For the basic need of job security employee offer a passive co-operation to thesuperiors. The management knows better welfare of the people & takes the role of

custodian and guardian of the people and their wealth.

While money helps in retaining the employees, knowing that they are going toget incentives irrespective of their job performance might cause the employees to bemore laid back in their approach toward work.


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The Supportive Model This model emphasizes leadershiprather than power or money and assumes

that management is leadership.

The management plays the role of a supportive leadershipwhere leaderspromote an environment for the employees to grow while they help in achievingthe organizations objectives.

The employees are performance oriented & need support for their initiative anddrive for performance. This encourages participation by the subordinates.

The employees are self motivated and the he basic need is their self esteem andrecognition. The employees need support, status and recognition to enhancetheir performance

The model might not be effective for employees whose lower level needsare not satisfied. Nevertheless, the supportive model enhances the

relationships between the employee and the employer.


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The Collegial Model This approach is an extension of the supportive model

The term collegial refers to a group of persons working for a common purpose.

This model is based on the assumption that generally the employees are self-disciplined (they exhibit a responsible behaviour), self-satisfied, and have specific

goals which motivate them to improve their performance.

The main need of the employee is self actualisaton. If this need is satisfied, theyshow enthusiastic performance. Therefore they must be encouraged for theparticipation in decision making. Team building on the part of management ismust as the team work is main managerial orientation.

In this approach, the superior acts more like a leader who leads the wayAnd motivates employees that to perform at their best.


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SOBC Model of Organizational Behavior is based on the social learning approach. Andis based on the assumption that every behaviour is caused.

What we see are the consequences of the behaviour shown by organism due to stimulus.This model can be diagrammatically shown as follows:

Stimulus > Organism > Behaviour > Consequences(cause) (individual) (Actions) (Results)

The Stimulus : is an environmental variable that depicts the environmental situation,both contextual and organizational.It is the cause that may be overt or covert, physical, social, psychological, technological,environmental etc.

The Organism: is a cognitive variable that understands organizational participantswhich link the environmental situation and the resulting organizational behavior.It can be individual or a group. They have cognitive mediators with physiologicalexistence.

The SOBC Model


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Behaviour : Represents the organizational behavior

The Consequences: are environmental variable s that depicts organizational andgroup dynamics and the consequences of previous interactions betweenenvironmental, personal and behavioral variables.Consequesnces are expressed as the results that may be overt or covert. Positive ornegative and can have effects on environmental dynamics and applications.

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

The SOBC Model


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Autocratic Custodial Supportive Collegial SOBC

Model

depends on

Power Economic

resources

Leadership Partnership Social

orientation

Managerial

orientation

Authority Money Support Teamwork Human

behavior

Employeeorientation

Obedience Security Job Responsiblity

Stimulus(cause)

Employee

psychological

Result

Dependence

on boss

Dependence

on

Organization

Participation Self-

discipline

Consequence

(+ve/-ve result)

Employees

needs met

Subsistence Maintenance Higher-order Self-

actualization

follows the

Cause-Effect

relationship

Performance

result

Minimum Passive

cooperation

Awakened

drives

enthusiasm

OB Models at a glance

Documents

OB, def models.ppt