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CHRISTIAN COLLEGE OF

MANAGEMENT STUDIES, ANAND

CHAPTER - 1

ORGANISATION BEHAVIOUR

T Y BBA 2010 -111

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1.1 THE ORGANISATION

y Can be defined as two or more people, doing different tasks,

but working as one unit with the deliberate purpose of

achieving a particular goal or goals.

y Organisations are the means by which people get thingsdone which they could not do alone.

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1.2 COMMON ELEMENTS IN ORGANISATIONS

y A reason for existing

y People

y Tasks are to be performed if the reason for existing is to be

realised

y

Structure or framework clarifying responsibility for what,and for whom

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1.3 FORMAL WORKORGANISATIONS

Formal work organisations have certain attributes

in common:

y

A purpose (reason for existing)y Division of labour

y Authority, and

y A hierarchy of authority (arrangement of work positions in

order of increasing authority).

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1.4 ORGANISATION STRUCTURE

A basic framework or structure that an

organisation adopts to carry out its

strategy.

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1.5 ORGANISATIONAL BEHAVIOUR

The study of people within an organisation.OB investigates the behaviour of:

IndividualsGroups within an organisation

Relationships between individuals, groupsand the organisation.

OB studies how people behave, the reasonsfor that behaviour and how the behaviouraffects the performance of the organisation.

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The knowledge of OB can then be used to:Explain and predict behaviour that is likely to occur in

certain situations; and

Promotes behaviour that has been found by researchers to

work in the best interests of both the people and thebusiness enterprise.

Organisational behaviour is therefore both a

theoretical and a practical activity.

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Organisational Behaviour seeks to deal with

people in the best way to release their

creative potential so that they find

satisfaction in work, and so that their work

organisations remain viable.

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1.8 ORIGINS OF ORGANISATIONAL BEHAVIOUR

y Behaviour is caused.

y Personal responses and actions and structural actions

and responses will occur.

y Understanding, planning and anticipating organisational

behaviour is necessary for harmony and effectiveness.

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1.9 ORGANISATIONAL THEORY OF BEHAVIOUR

Has its roots in the behavioural sciences with

contributions mostly from:

y Psychology

perception, attitudes, individual differences,learning, motivation, stress, leadership.

y Sociology team or group dynamics, power, conflict,

ethics, change.

y Anthropology- organisational and environmental culture.

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1.10 EVOLUTION OF ORGANISATIONAL

BEHAVIOUR

Major movements have had a continuing affect on

the way we seek to understand behaviour in the

work place and the evolution of management

practices.y Scientific management

y Welfare movement

y Behavioural sciences

y Human relations

y Systems view, and other theories.

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1.11 PIONEERS IN THE FIELD OF OB.

The Classical Era 1900-1930s

Frederick Taylor and Scientific Management.Henry Fayol and Administrative Theory.

Max Weber and Structural Theory.

Mary Parker Follet and Social Man Theory.

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1.11 PIONEERS IN THE FIELD OF OB.

The Behavioural Era. 1930s

Elton Mayo and The Hawthorne Studies.

Maslows Hierarchy of needs.

Douglas Mcgregors Theory X and Theory Y.

Behavioural Science Theorists.

David McClelland and Needs Achievement. Frederic Herzberg and his Hygiene Factors.

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1.12 DISTINGUISHING ORGANISATIONAL

BEHAVIOUR FROM:

1. Organisation theory.

y Relates to the component parts of an organisation and how

these parts function together to produce outcomes.

y This theory is based on research and practice eventuating

with a series of rules, regulations, structures, frameworks

and guidelines that are aimed at defining an organisation

that should work effectively as intended.

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BEHAVIOUR FROM:

2. Human resource management.

y Is a functional activity concerned with organisation

behaviour with a focus on employer/employee relationship

at work.

y The principal activities: job analysis, recruitment and

selection, performance appraisal, training and development,

benefits, health and safety.

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BEHAVIOUR FROM:

3. Organisation development.

y Relates to a planned approach to change for the benefit of

the organisation.

y Considers many factors of organisation theory and attempts

to integrate the workforce, machinery, technology, systems,

computers, and management towards an improved and

effective organisation.

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1.13 FACTORS INDICATING ORGANISATIONAL

EFFECTIVENESS

y Profit. Short term or long-term pursuit of profit. How much

profit?

y Goal Achievement. Success at individual, department

and enterprise level?

y Shareholder satisfaction.

Information, consideration,

and return on investment?

y Customer/client satisfaction. Delivery, service, quality,

product range, spares?

y Employee satisfaction. Wages and conditions,

managerial competency, organisational effectiveness?

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1.14 PROBABLE CHANGES TO ORGANISATIONS

1. Nature of work.

y Automation and technology levels

y Degree of shift work or work shift patterns.

y Mental or physical work

y Work sharing

y Work-force numbers and skill

y Producer of goods/provider of service

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2. Nature of the workforce.

y Age, education and skill

y Ethnicity/Cultural background

y Job satisfied?

y Gender balance

y Team work

y Job security, work casualisation and contracting

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3. Nature of the workplace.

y Flatter organisation structure

y Gender in management

y Domestic or global producer/supplier

y Innovation and change

y Policies

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