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BEHAVIOUR
INTRODUCTION
Definition
It is the field of study that investigates the
impact of individuals, groups and structure on
behaviour in the organisation for the purpose of
applying such knowledge towards improving
organizational effectiveness
It is a systematic study of the behaviour and
attitudes of both individuals and groups within
the organisations
Concerns itself with the scientific study or the
behavioral process which occurs in work
settings
Focuses on understanding and explaining
individual and group behaviours in organisations
It is concerned with what people do in an
organisation and how that behaviour affects
performance
The understanding, prediction and
management of human behaviour in the
organisations
More micro than macro
OB is a field of study that investigates the
impact that individuals, groups, and structure
have on behaviour within an organization.
OB focuses on improving productivity,
reducing absenteeism and turnover, and
increasing employee job satisfaction and
organizational commitment.
OB uses systematic study to improve
predictions of behaviour.
OT vs. OB vs. HRM
Organizational Theory
Focuses on the organisation as the unit of
analysis. Organizational attributes such as
goals, technology and culture are the
subject of study.
Organizational theory often uses an
across-organizational approach or macro
perspective in gathering new knowledge.
Human resources management
Attempts to apply the principles of the
behavioral sciences in the workplace
While OB is somewhat more concept oriented,
HRM is more concerned with applied
techniques and behavioral technology.
HRM tries to provide a link between the
individual and the organisation by designing and
implementing systems to attract, develop and
motivate individuals within the organisation
OB OT
Emphasis on the Focuses largely on
scientific study of organizational and
behavioral environmental
phenomena at phenomena
individual and group Level of analysis -
level
Macro/theory
Level of analysis
oriented
-Micro/theory oriented
HRM
Focuses on the
application of
behavioral knowledge
in selecting, placing,
and training personal
Level of analysis -
Micro/application
oriented field of study
The Rigour of OB
OB looks at consistencies
What is common about behaviour, and
helps predictability?
OB is more than common sense
Systematic study, based on scientific
evidence
OB has few absolutes
OB takes a contingency approach
Considers behaviour in context
Beyond Common Sense
Systematic Study
Looking at relationships, attempting to
attribute causes and effects and drawing
conclusions based on scientific evidence
Behaviour is generally predictable
There are differences between individuals
Group level
Individual level
Contributing Disciplines to the
OB Field
Psychology
Sociology
Social Psychology
Anthropology
Political Science
Contributing Disciplines to the
OB Field
EXHIBIT 1-3a
Contributing Disciplines to the
OB Field (contd)
EXHIBIT 1-3b
Contributing Disciplines to the
OB Field (contd)
EXHIBIT 1-3c
Contributing Disciplines to the
OB Field (contd)
EXHIBIT 1-3d
Exhibit 1-2
Toward an OB Discipline
Behavioural Contribution Unit of Output
science analysis
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Psychology Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Individual
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Sociology
Formal organization theory Study of
Organizational technology Group Organizational
Organizational change Behaviour
Organizational culture
Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
Comparative values system
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment
Conflict
Political science Intraorganizational politics
Power
WHY BOTHER STUDY
ORGANIZATIONAL BEHAVIOUR
1. Practical application
2. Personal growth
3. Increased knowledge
Practical application
There are important practical benefits to
understanding the principles of organizational
behaviour:
Organizational Level
Productivity
Developing Effective Employees
Global Competition
Managing in the Global Village
Group Level
Working With Others
Workforce Diversity Workplace
Individual Level
Job Satisfaction
Empowerment
Behaving Ethically
Todays Challenges in the
Workplace
Challenges at the Individual Level
Job Satisfaction
Empowerment
Behaving Ethically
Organizational Citizenship
Productivity
A performance measure including
effectiveness and efficiency
Effectiveness
Achievement of goals
Efficiency
The ratio of effective work output to the
input required to produce the work
Effective Employees
Absenteeism
Failure to report to work
Turnover
Voluntary and involuntary permanent withdrawal
from the organization
Organizational citizenship behaviour
Discretionary behaviour that is not part of an
employees formal job requirements, but is helpful
to the organization
Challenges facing organisations
1. Improving quality and productivity
More and more managers are confronted with the challenge of
having to improve their organisations productivity and the
quality of their products and services.
In improving quality and productivity, they are implementing
programmes like TQM and Business Process Reengineering
(BPR)
2. Improving people skills/interpersonal skills
OB gives the manager the opportunity to completely exercise
insight in behaviour, how to alter the behaviour and generally
improve interpersonal skills
The subject matter of OB helps both practicing managers as
well as potential managers to develop skills that can be used
on the job
Challenges facing organisations
(cont)
3. Managing workforce diversity
Workforce diversity has important implication for management
managers will need to shift their philosophy form treating
everyone alike to recognizing differences and responding to
them in ways that will ensure employee retention and greater
productivity.
4. Responding to Globalization
The world today is continuous becoming global village.
Organisations no longer constraint themselves to national
boarders.
OB provides us with fundamental concepts to enable us focus
on how cultural differences might require managers to modify
their managerial practices
Challenges facing organisations
(cont)
5. Empowering people
Managers are empowering employees; they are
putting employees of what to do.
They have to learn how to give up control and
employees have to learn how to take up responsibility
for their work.
6. Stimulating innovativeness and change
This implies that today successful organisations must
foster innovation and master the art of change, or they
become extinct.
Victory will go to organisation that maintain flexibility,
continually improve quality and beating competition in
the market place
Challenges facing organisations
(cont)
7. Coping with temporariness
Today change is an ongoing activity for most manages.
Managing in the past could be characterized by long periods of
stability, interrupted occasionally by short periods of change.
But managing today could be described as long period of on
going change, interrupted occasionally by short periods of stability
The world that most managers and employees face today is that
of permanent temporariness.
There is permanent change in the jobs themselves, so workers
need to continuously update their knowledge and skills to perform
new jobs requirements
Today managers and employees must learn to cope with
temporariness. They have to live with flexibility and
unpredictability.
Challenges facing organisations
(cont)
8. Dealing with employees loyalty
Today, organisations seek to be lean, and mean by closing
down operations, moving to low cost regions, closing the less
profitable branches, and eliminating entire levels of managing
and replacing permanent employees with temporary ones.
Mental revolution
Taylor held that the technique of determining work standards,
delimiting wasteful operations and differential piece rate system
of wage payment should benefit the worker in form of higher
wage payment and the employer in form of higher production and
this would result to a mental revolution between ,management
and workers
They would develop a cooperative rather than antagonistic
attitude towards each other
Criticism of Tailors Study
Cognitive theory
Social learning
Social cognitive theory
Cognitive Framework
The cognitive approach to human behaviour
has many sources of inputs ( the five senses)
Cognition, which is the basic unit of the
cognitive framework, can be defined as the act
of knowing an item from information
Under this framework, cognition precedes
behaviour and constitutes input into the
persons thinking, perception, problem solving,
and information processing
Edward Tolman Cognitive
framework
Although Tolman believed behaviour to be
appropriate unit of analysis, he felt that
behaviour is purposeful, that it is directed
towards a goal
He felt that cognitive learning consists of a
relationship between cognitive environmental
cues and expectations
Through experimentation, he found out that a
rat could learn to run through an intricate
maze, with purpose and direction, towards
goal (food)
Tolman observed that at each point in the
maze, expectations were established in other
words, the rat learned to expect a certain
cogitative cue associated with the choice point
might eventually lead to the food
If the rat actually received the food, the
association between the cue and the
expectancy was strengthen, and leaning
occurred
Tolmans approach could be depicted that
learning is an association between the cue and
the expectancy)
In his laboratory experiment, he found that
animals learned to expect a certain event
would follow another for example, animal
learned to behaviour as if they expect food
when a certain cue appeared.
Thus, Tolman believed that learning consist of
expectancy that a particular event will lead to a
particular consequence
This cognitive concept of expectancy implies
that the organisms is thinking about or is
conscious or aware of, the goal.
Thus Tolman and others espousing the
cognitive approach felt hat behaviour is
best explained by these cognitions
Applied to OB, cognitive approach has
dominated unit of analysis such as
perception, personality and attitudes,
motivation, decision making and goal
setting
BEHAVIOURISTIC FRAMEWORK
Organizational behaviour
Organizational environment
Social learning theory (cont..)
Social learning theory posits that learning can
also take place via
vicarious/explicit/shocking/juicy, or modeling,
and self control conditioning processes.
Thus social learning theory agrees with
classical and operant conditioning processes,
but says they too are limiting and adds
vicarious, modeling and self-control processes
Social cognition Albert Bandura