Organizational Behavior

1.1 What is Organizational Behavior?

 Human Relations;
 Organizational Structure;

 Assigned Responsibilities;

 Economic and social aspect of employee;

 Integrated approach to achieve the

organizational goals;

OB focuses on understanding and explaining individual

and group behavior in organization;
Definitions of OB:
 OB can be defined as the understanding ,
prediction, and management of human
behavior in organizations. –
Fred Luthans

 OB may be defined as the systematic study of

the nature of organizations- how they begin,
grow, and develop, and they affect on
individual members, constituent groups, other
organizations, and larger institutions. – Joe
Kelly

 OB is the study and application of knowledge

about how people– as individuals and as
groups act within organizations.

– John Newstrom & Keith Davis

2
 OB is a field of study that investigates the impact of
individuals, groups and structure on behavior within
organization for the purpose of applying such
knowledge towards improving an organization’s
effectiveness. – Stephen P. Robbins

 The field of OB focuses on the micro aspects of

organizations such as motivation, job satisfaction,
and leadership. – Martin J. Gannon

There are four components such as (Martin J. Gannon)-

 Design of Organization,
 Planning and control,
 Behavioral process and
 Decision Making;
3
1.2 Nature of Organizational Behavior

 Field of study- it discusses concepts, theories,

procedure, methods, & principles of behavior;

 Interdisciplinary subject- OB studied in Psycho,

Mgt, Pol Sc., Soc, Engineering, and SW
discipline etc.
 Applied science- to apply research findings to
solve the behavioral problems;
 Humanistic and Optimistic issues- (Hum- need
& motivation, Opti- to believe in freedom,
creativity, productivity of employee to achieve
the organizational goals);
4
 Normative and value centered- not only cause
& effect relationship rather it is based on socially
accepted and value centered approach;

 Total system approach- individual behavior,

psychological structure, interpersonal relations are
discussed in relations to socio-cultural perspective;

 Performance oriented- can differentiate employee

in terms of skills, performance, quality enhancement
and motivation using cause and effect method;

 Oriented toward organizational objectives/

Integration of objectives- coordinated with the
personal and organizational goals and directed to
achieve organizational goals;
5
1.3 Goals of OB

Goals
• To describe behavior- to relate behavior with
organization, how people behave with organization
decision, principle, philosophy, discipline etc.

• To understand- to understand the inner causes of

the behavior of the employee;

• To predict the future outcomes- to protect

uncertainty;

• Control- to control behavior to achieve the goals of

the organization;
6
 1.4 Elements of OB

o People- individual, group (people form groups

for their interest, group dynamics);

o Structure of Organization- worker, supervisor,

manager, director, accountant etc.

o Technology used in organization- can't produce

more by bare hand, so technology is very
essential.

o Environment- organization affect environment,

school, hospital, community centre etc.

7
 Elements of OB
(to establish good relation to ensure human welfare)

Human Resources
•Individual
•Group

Environment Structure
•Government •Task Organizational
•Competitors •Relations Behavior
•Social System

Technology
•Machineries
•Computer Hardware & Hardware

8
1.5 Basic Approaches of OB

 Inter-Disciplinary Approach- to enhance the relationship

between employee and the organization;
 Human Resource Approach- to help and create environment
to fully develop the skills and creativity;
 Contingency/Situational Approach- it was believed that
same mgt principles would be used for all organization, but
recent views is program taken based on a particular situation;
 Whole System Approach- activities of employee sometimes
affect the total/partial part of the organization, before taking any
program it is important to know the internal situation of the
organization; lots of variable, interdependent, sub-stream, input-
output, positive-negative, short term-long term; Whole system
approach;
 Productivity/Result Oriented Approach- productivity
depends on input-output ratio, if output increases out of same
input it can be termed productivity;

9
1.5 Basic Approaches of OB

Basic Approaches of OB

Inter-Disciplinary Approach

Human Resource Approach

Contingency/Situational Approach

Total System Approach

Productivity/Result Oriented Approach

10
1.6 Models of OB

Models- Sets of assumptions, principles, & instructions

The Autocratic Model-

 historical perspective is the ‘industrial revolution’,

 main assumption is ‘exercise of power ‘ by mgt.,
 mgt. think they ‘understand better than anybody’,
 employee suppose to ‘follow order’ of the boss, & be ‘loyal’,
 employees are dependent to boss,
 employee don’t know the organization but know the boss;
 employee is compare with the ‘X’ theory of McGregor
 mgt. are only concern of employees ‘fundamental demands;’
 employees are usually ‘feels insecure and frustrated’;
 there is provision for ‘punishment’ for the employee;
11
 The Custodial/Supervisory Model

 this model is ‘opposite’ to autocratic model,

 emphasizes on ‘welfare’ of the employee;
 there is provision for ‘reward’ for the good work
of the employee,
 general assumption is the employee will depend
on the ‘organization’ rather than boss;
 employee usually work with ‘positive motivation’;
 ‘productivity and growth’ increased;

12
 The Supportive Model

 the model is similar to McGregor’s Y theory;

assumed that man are not lazy by nature;
 the model is based on leadership
 human resources approach
 to create such environment in organization so
that the organization will develop and
employee enjoy to achieve the goals of the
organization;
 the management support the task done by the
employee rather than the employee;

13
 The Collegial Model

 the model is called interrelated contribution

(employee-employer) model ;
 an upgraded version of the supportive model;
 this model is normally applied in the research
laboratory and where similar kind of working
environment exists;
 all employee think that he has some contribution
for the organization and the organization need
him; he also think that other people has similar
contribution for the organization;
 employee recognizes the contribution of the Mgt.
 management act like a partner, not as boss;
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 2.1 Definition of Motivation

Motivation- Motive (a driven force to do

something), Essential for Organization and Mgt.

Positive Motivation- Good Salary, Job Security,

Good Working Condition etc.

Negative Motivation- Threat, Punishment,

applying force etc.

“Motivation is the act of stimulating someone or

oneself to take a desired course of action.”
- Michael J. Jucius
15
“Motivation is the inner state of energies,
channels that sustains human behavior.”

- William F. Glueck

“Motivation is the set of forces that causes people

to behave in certain ways.”
- R.W. Griffin

“Motivation is a managerial function to inspire,

encourage and impel people to take required
action.” – S.A. Sherlekar
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Motivation Process/Cycle

Unsatisfied Need

Need Satisfaction Goal Directed Behavior

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Motivation Process/Cycle

Need Tension Drives Goal Directed Behavior

Goal Achievement Need Satisfaction Reduction of Tension

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 2.2 Importance/Proper Application of
Motivation

 Spontaneous Participation of Worker;

 Increases Productivity;
 Role of Motivation in Job Satisfaction;
 Role of Motivation in Maximum Utilization of
Human Resources;
 Encouraging the Worker to do more work;
 Proper Utilization of Production Elements;
 Change of Attitude and Behavior;
 Development of Labor Management Relation;
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 Conti-------- Importance/Proper Application of Motivation

 Labor Turnover Decreases; Increasing the

Efficiency/Skill of Employee;
 Motivation Increases the Flow of Work-
Organization;
 Success in Technical Change;
 Success in Training Programme;
 Better Image;
 Reduction of Wastage;
 Development of Morale (increase positive
morality);
 Organizational Development;
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 2.3 Factors of Employee Motivation

Financial Incentives
 High Salary
 Sound Promotion Policy
 Bonus & Festival Bonus
 Profit Sharing
 Insurance
 Medical Facilities
 Residential Facilities/ House Loan
 Transportation Facilities
 Reward, & Other Financial Facilities
21
 Factors of Employee Motivation

Conti---

Non-financial Incentives
1. Commitment
 Certain goals,
 Security of job,
 Opportunity of promotion,
 Training facility,
 Recognition of work,
 Application of objective management,
 Following proper management rule, 22
Factors of Employee Motivation
Conti-----

2. Opportunity to Secure Success

 Proportionality of responsibility and power;

 Equal distribution of power and
responsibility;
 opportunity of autonomy in own job area;
 Developing job;
 Environment of participatory decision
making;
 Direct communication;
 Satisfying the social and esteem need;
 Encouraging in creativity;
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2.4 Theories of Motivation:

Need Hierarchy Theory

 Abraham Herald Maslow (1943)
 The theory is called Maslow’s Need Hierarchy
Theory
 He has arranged human needs in five
categories and arranged them in terms of
importance- those are as follows-
1. Physiological Needs
2. Safety Needs
3. Social Needs
4. Esteem Needs
5. Self Actualization 24
Maslow’s Need Hierarchy Theory

Self Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

25
Criticism of Maslow’s Motivation Theory

 These hierarchy of needs are not equally

applicable for everyone;
 Which needs are currently fulfilling is not
possible to know;
 Exception of this hierarchy is not discussed;
 Needs and motivation discussed by Maslow’s is
simple, but in reality is not so simple;
 He has not discussed about the alternative goals
(When targeted goals are not possible to
achieve);
 Systematic satisfaction of needs is not true,
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 Two-Factor’s Theory
Fredrick Herzberg’s (1959) studied work motivation at
St. Pittsburg industrial area on 200 Engineers and
Accountants, results found that-
Factor- 1: Hygiene or Maintenance Factors-

(Items that influence the degree of job dissatisfaction)

 Company policy
 Supervision
 Salary
 Status
 Working Condition
 Security
 Inter-personal relationship 27
Factor- 2 : Motivational Factors
(Items that influence the degree of job satisfaction)

 Achievement
 Recognition
 Work itself
 Responsibility
 Personal growth
 Advancement

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 X & Y Theory
Douglas McGregor (1960) in his book ‘The Human
Side of Enterprise’ stated X & Y theory-

Basic Assumptions of ‘X’ theory (traditional/neg.)

 by nature man is lazy, and don’t like to work;

 less interest to work and try to avoid work,
 man wants to control and directed by others,
 limited high ambition and expect security and
safety;
 greedy for money & no drive for creativity;
 man considered as machine, mgt don’t value them
as a man;
 man work to avoid punishment; 29
Basic Assumptions of ‘Y’ theory (liberal/positive)

 democratic principle
 man don’t dislike work, they work like sports &
sleep;
 there is no need to threat anybody to get the things
done;
 man like to be self controlled & self-direction;
 man work for recognition (reward) and self
development;
 man wants more and more responsibilities in
appropriate environment;
 man has intelligence, creativity to solve
organizational problems;
30
 Expectancy Theory
Victor H. Vroom of Yale University has proposed
the theory of expectancy. Motivation depends
on the following perceptions-

Motivation (M) = Valence (V) X Expectation (E)

 Attractiveness- how results is important

 Practice and performance- how much work

possible to do
 Job performance and reward relation- possibilities

to get expected rewards

Four phases of expectancy theory-

Practice Skills Organizational Reward Personal31Goal

 Motivation (M) = Valence (V) X Expectation (E)

Valence X Expectation Motivation Action

Satisfactions Outcomes

32
 Equity Theory

J. Stacy Adam’s introduced equity theory-

Perception of individuals in terms of justice/equity-

Person (for own) = Obtained Results/ Input

For Other’s = Obtained Results/ Input

33
 ERG Theory

Alderfer’s ERG Theory is an alternative to Maslow’s

need hierarchy theory-

E = Existence Needs- Foods, Cloths, Abode, safety are

the needs for existence which are alternative to Maslow’s
Physiological needs and safety needs;
R = Relatedness Needs- means related with social
environment such as- family, friends, relatives, peers and
others, which are alternative to Maslow’s Social needs;

G = Growth Needs- man wants to do some creative work

and contribute in science, arts, commerce & other fields
(Which is Maslow’s Esteem Needs);
34
 Achievement Motivation Theory
David C. McClelland’s proposed Achievement
ExpectationTheory. For him, need created from
experience and learning. He has divided human
needs in three categories which are as follows-

1. Need for Achievement- challenging & risk

involve;

2. Need for Affiliation- individual present them

pleasant and attractive to management/manager,
manager also influence them;

3. Need for Power- influence subordinates, want

development, take responsibilities, enjoy decision-
making role;

35
 Goal Setting Theory (E. Locke, 1968)

Goals Practice towards goals

• Specific
• Hard • Attention Improved
• Participative • Incentive Performance
• Farm in own decision
•Techniques to achieve goals
• Development of work plan

Achieved Results
36
 Leadership

3.1 What is Leadership?

Lead- to show the path, to order, to direct

Towards goals, to act as a frontal hero etc.

Leadership

Intra- Ability to
individuals relations influence others

37
“Leadership is the processes of influencing
others to achieve organizational goals.”
- Bartol and Martin

“Leadership is the process of influencing and

Supporting others to work enthusiastically
toward achieving objectives.”
- Newstrom & Davis

“Leadership is the process of directing and

influencing the task-related activities of group
members.”
- Stoner, Freeman & Gilbert
39
3.2 Nature and Characteristics of Leadership

 Presence of followers, influence on

followers, & influencing power;
 Leadership is a process, is a process of
inter-personal relationship;
 Leadership is a skill & ability to apply
skills
 Leadership is Comparable with Strength
 Sum of Qualities
 Adjustment with the Situation
40
 Idea About Subordinates
 Acceptability
 Effective Communication
 Leadership is situational
 Ability to bring changes in the organization
 Dependent of communication
 Ability to command loyalty
 Tendency to shoulder responsibility
 Miscellaneous- dignity, commitment to goals,
risk taking tendency,

41
3.3 Qualities of a Leader

1. Membership- junior/senior member

2. Maturity of Mentality- mature & rationale
3. Ability to Counseling
4. Concept About Followers
5. Personality Development
6. Create Group Morality

42
7. Workers Developments
8. Flexibility & Elasticity
9. Acceptability of Criticism
10. Equity of Character
11. Providing Ability
12. Personality
13. Communication Skill
14. Personal Motivation

43
15. Technical Ability
16. Social Skill
17. Ability to Training
18. Patience
19. Sense of Responsibility
20. Inquisition Mentality
21. Analytical Power

44
3.4 Factors considering in successful leadership
1. Achieving Membership
2. Skill Organizer
3. Reward or Punishment System
4. Judges Role
5. Create Strong Morality
6. Achieving Confidence
7. Facing Crisis
8. Understanding Perception
9. Symbol of Welfare for Followers 45
3.4 Role & Function of a Leader
01. Policy Making
02. Planning
03. Coordinating
04. Role as a Specialist
05. Representation
06. Giving reward and penalty
07. Judge & Negotiator
08. Settlement of Dispute
09. Taking Decision 46
10. Guardian
11. Ideal
12. Face Emergency
13. Increase Group Morality
14. Intelligence
15. Technical skill
16. Courage
17. Flexibility
18. Providing Security
19. Promotion of Fraternity
20. Organizer, Inspiring, Integration etc.
47
3.3 Managerial Grid
Managerial Grid Theory
9.1Countri 9.9 Team
Club Mgt Mgt Style
Style
8
7
6
5 .5 M id d le
o f the
Ro ad Mgt
5 S t yle

4
3

2
We a k 9 .1
A u t o c ra t ic
M g t S t yle
Ta s k M g t
S t.
1 2 3 4 55 66 7 8 9
XOX’= Concern for Production
YOY’ = Concern for Employee
3.4 Theories of Leadership
Path-Goal theory/model-
Path-goal theory is proposed by Robert
House, the leader who set-up the goals of
the subordinates, explain the goals and
try to improve the goals. He always try
to improve the obstacles of the road. Two
Major roles of path goals
Goal Setting- Short-term, Long term goal
(achievable);
Improvement of Path- Directive Leadership,
Supportive leadership, Participative
leadership, achievement oriented leadership;
 Trait Theory

 Is called greatman theory (Barnard & Tead)

 By born great man bring some exceptional
qualities, later those qualities made him/her a
leader. Example- honesty, morality, values, etc.
Behavioral Theory of Leadership
 Behavior is the key;
 Based on a set of collective behavior

Types of Behavioral Theory

1. Continuous Theory of leadership- Autocratic vs
democratic leadership
2. Managerial Grid Theory (Robert Blake & Jane
Mouton are concern for production and employee);
Blake and Mouton proposed five styles of
leadership (managerial grid)-

 Weak/impoverished Mgt Style

 Autocratic Task Mgt Style
 Country Club Mgt Style
 Middle of the Road Mgt Style
 Team Mgt Style

3. Michigan Studies- Professor Rensis Likert (1940)

 Job Centered Style
 Employee Centered Style
Follower Theory of Leadership

 F.H. Sanchord
 Followers are the key elements of

this theory;
 Recognition of follower for leader is

important;
 The leader should able to fulfill the

demand of followers;
Situational Leadership

 Leaders are the product of a given

situation;
 Role of situation is very important for

leadership development;
 Qualities of a leader is helpful for such

leadership;
 A leader created in one situation may not be

successful in other situation;

“Leadership is the processes of influencing
others to achieve organizational goals.”
- Bartol and Martin

“Leadership is the process of influencing and

Supporting others to work enthusiastically
toward achieving objectives.”
- Newstrom & Davis

“Leadership is the process of directing and

influencing the task-related activities of group
members.”
- Stoner, Freeman & Gilbert
54
3.2 Nature and Characteristics of Leadership

 Presence of followers, influence on

followers, & influencing power;
 Leadership is a process, is a process of
inter-personal relationship;
 Leadership is a skill & ability to apply
skills
 Leadership is Comparable with Strength
 Sum of Qualities
 Adjustment with the Situation
55
 Idea About Subordinates
 Acceptability
 Effective Communication
 Leadership is situational
 Ability to bring changes in the organization
 Dependent of communication
 Ability to command loyalty
 Tendency to shoulder responsibility
 Miscellaneous- dignity, commitment to goals,
risk taking tendency,

56
3.3 Qualities of a Leader

1. Membership- junior/senior member

2. Maturity of Mentality- mature & rationale
3. Ability to Counseling
4. Concept About Followers
5. Personality Development
6. Create Group Morality

57
7. Workers Developments
8. Flexibility & Elasticity
9. Acceptability of Criticism
10. Equity of Character
11. Providing Ability
12. Personality
13. Communication Skill
14. Personal Motivation

58
15. Technical Ability
16. Social Skill
17. Ability to Training
18. Patience
19. Sense of Responsibility
20. Inquisition Mentality
21. Analytical Power

59
3.4 Factors considering in successful leadership

1. Achieving Membership
2. Skill Organizer
3. Reward or Punishment System
4. Judges Role
5. Create Strong Morality
6. Achieving Confidence
7. Facing Crisis
8. Understanding Perception
9. Symbol of Welfare for Followers 60
Stress Management
and
Conflict Resolution
Dr. Asoke Kumar Saha
 4.1 Concept of Mental Stress

STRESS IS A PERSON’S PHYSICAL AND

EMOTIONAL RESPONSE TO CHANGE
 Sources of Stress
1. Life events- such as divorce or separation, death of
a loved one, the birth of a child, a major financial
setback, employment changes or becoming the
victim of a crime or natural disaster;
2. Daily life events (psychological)- such as traffic
congestion, long commutes, working overtime,
deadlines, personal conflicts, car trouble, job stress,
and juggling households chores and childcare;
3. Environmental stressors- such as pollution, extreme
weather, excessive noise or crowding;
4. Physical stressors- such as physical activity (such
as traveling), and unsatisfied physical needs such as
hunger, thirst or lack of sleep;
 Causes of Stresses

1. DEATH OF A SPOUSE
2. DIVORCE
3. MARITAL SEPARATION
4. IMPRISONMENT
5. DEATH OF A CLOSE RELATIVE
6. PERSONAL INJURY OR ILLNESS
7. MARRIAGE
8. FIRED FROM A JOB
9. MARITAL
RECONCILIATION 10.
RETIREMENT 11.
ILLNESS OF A RELATIVE
12. PREGNANCY
13. SEXUAL PROBLEMS
Continued---------
 Causes of Stresses

14. BIRTH OR ADOPTION

15. BUSINESS READJUSTMENT
16. Change in financial status
17. Death of a close friend
18. Change to different work
19. Increased arguments with spouse
20. Mortgage or loan for major purchase
21. Foreclosure on mortgage or loan
22. Change in job responsibilities
23. Child leaving home
24. Problems with in-laws
25. Outstanding personal achievement
Continued---------
 Causes of Stresses

26. Spouse begins or stops work

27. Begin or end school
28. Change in living conditions
29. Changing personal habits
30. Problems with your boss
 4.3 Symptoms of Stress

STRESS

Physiological: Psychological Behavioral

• Ulcers
Symptoms: Symptoms:
• Digestive problems
• Depression • Absenteeism
• Headaches
• Fatigue • Affinity with drug
• High blood pressure
• Frustration • Low productivity
• Irregular heartbeat
• Anxiety • Increased accidents
• Panic attack
• Higher respiration • Highly emotional • No interest in
• Asthma • Anxious recreation
• Drug abuse • Irritation • Changing Food habits
• Higher Metabolism • Afraid • Non-helping attitude
4.4 Approaches to Stress Management

Individual Approach
• Time Management Techniques
• Physical Exercise
• Relaxation
• Social Support Network
• Self-controlled Behavior
• Maintaining Health
• Neutralization
• Treatment
4.4 Approaches to Stress Management

Organizational Approach
• Setting of Goals
• Re-designing of jobs
• Employee Recruitment, Selection
and Placement
• Training
• Reducing Role Conflict
• Developing Formal
Communication
• Offering Leaves
• Recreation
• Health Programme
• Employee Counseling
 4.5 Definition of Conflict

“Conflict is disagreement among parties, when people, groups,

or organization disagree over significant issues, conflict is often
the result.” ------Moorhead & Griffin

“Conflict arises from disagreements over the goals to attain or

the methods used to accomplish these goals.”
----- Newstrom & Davis
“Conflict is a process that begins when one party perceives that
another party has negatively affected, or is about to negatively
affect, something that the first party cares about.”
----Robbins, 1996
“Conflicts refers to overt behavior arising out of a processes in
which party seek the advancement of its relationship with other
with others”
----Schmidt & Kochan
4.6 Nature of Conflict

Nature of Conflict
 Changed background
 Incompleteness of demand
 Cold relation
 Lack of facilities
 Different opinion
 Psychological matter
 Subordination
 Inevitable
4.7 Types of Organizational Conflict

01. Personal Conflict

 Interpersonal Conflict
 Interpersonal Conflict

02. Group Conflict

 Intra-group Conflict
 Inter-group Conflict
03. Organizational Conflict

Hierarchical Conflict

Functional Conflicts

Line and Staff Conflict

Formal and Informal Conflict

 Types of Conflict by its nature
1. Approach-approach conflict: Example-High salary job
vs. Commonwealth Scholarship;
2. Approach-avoidance conflict: Example- Permanent
and high salary job vs. very high salary job but
temporary;
3. Avoidance-avoidance conflict: Example- Attending
office during strike may creates problems vs. absent in
the office during strike may creates problem for job;
4. Double approach-avoidance conflict: A needy students
got a tuition so that he will not be able to attend class
for 1 day vs. if he attend class regularly his result
would be good, if he don’t attend the class his result
would be poor, on the other hand if he continue this
tuition he would be financially sound, but if he don’t
do this tuition he may loose the other tuition;
 4.8 Conflict Resolution Processes

Keith Devis Model of Conflict Resolution

1. Causes of Conflict: Organizational change,

Differences of value system, Threat for
dignity, Perceptual difference, Lack of trust,
Personality conflict etc.
2. Perception of Conflict: Creativity, and
Destroying.
3. Techniques of Conflict Resolution-
Avoidance, Mutual by both the parties,
Applying force, Negotiation, Face-to-face
discussion etc.
Results of
Conflicts:

 Lose – Lose
 Lose – Win
 Win – Win
 Win - Lose
L.R. Pondy (1967) Model of
Conflict Resolution

1. Latent Conflict
2. Perceived Conflict
3. Felt Conflict
4. Manifest Conflict
5. Conflict aftermath
K. Thomas Model of
Conflict Resolution

1. Frustration
2. Conceptualization
3. Behavior
4. Outcomes
 Organizational Culture

 5.1 Meaning of Organizational

Culture
 5.2 Characteristics of
Organizational Culture
 5.3 Types of Organization Culture
 5.4 Measurement System of
Organizational Culture
5.1 Meaning of Organizational Culture

Combination of the followings:

 Own history
 Belief
 Tradition
 Story
 Rituals & Myths
 Language
 Internal Communication System
 Social or group
bindings/orientation
According to Newstrom & Davis “Organizational culture is
the set of assumptions, beliefs, values and norms that is
shared among its members.”

For Gibson & Ivancevich, “Organizational culture is what

the employees perceived and how this perception creates
a pattern of belief, values and expectations.”

According to Stephen P. Robbins,“Organizational culture

refers to a system of shared meaning held by members
that distinguishes the organization from other
organization”.

A culture may exist across an entire organization, or it

may refer to the environment with a single division,
branch, plant or department.
5.2 Characteristics of Organizational Culture

According to Newstrom & Keith Davis-

 Distinctive
 Stable

 Implicit

 Symbolic
Characteristics of Organizational Culture

According to Fred Luthans-

 Dominant Value
 Norms

 Observe Behavioral Regularities

 Rules

 Philosophy

 Organizational Climate
 Characteristics of Organizational Culture
General Characteristics of Organizational Culture
 Integrated form- beliefs, values, norms,rules etc.
 Separate/Independent- beliefs, values & norms are

separate;
 Stability- values, norms, and rules are relatively

unchanged and thus became stable;

 Innovation and Risk Taking- Staffs are become---

 Result Oriented- depends on results

 Reflection of Top Management- top down approach

 Inter-relation of Employees- in different phases

 Implicit- work plan and method

 Team Building and taking challenge- through formation

of new team
 Legal and Acceptable- acceptable to all employee and
 5.3 Types of Organizational Culture
According to Kreitner & Kinicki-
1. Constructive Culture- encouraged to work on tasks
which will satisfying their needs to grow and
developed;
2. Passive-defensive culture- not threatening their job
security;
3. Aggressive-defensive culture- forceful approach in
order to protect their status and job security;
According to S.P. Robbins-
1. Dominant Culture- shared by majority member of the
organization;
2. Sub-culture- different problems, Situation,
Experience etc.
3. Strong vs. weakness culture- High vs. low
 5.4 Measurement System of
Organizational Culture
“One of the more interesting methods is to become a
member of the organization and engage in participant
observation” -------Newstrom & Keith Davis
Experts Recommendation of Measurement System/
Technique of Organizational Culture are given as follows:
 Observation on the Employee

 Conducting Interview of the Employee

 To examine Story, Symbol, Religious system, and

Festival
 Conducting direct survey on employees

 Preparing open questionnaire

 Being a member it is to be observed all members

 To examine moral philosophy of the employee

 Organizational Change and Development

6.1 What is Organizational Change?

According to Fred Luthans, “Change is aconstant
Issues in the current world” .

According to Stephen P. Robbins, “Innovation is the

essence of long-term survival for many countries,
more and more organizations today face a dynamic
Environment that requires adaptation”.
6.2 Organizational Change and Development

“Any changes in organizational culture is

called organizational change”--- Newstrom
and Davis
“To change an enterprise is to make the
enterprise different in some way in order to
better achieve its objectives”--- W.F. Glueck
“Organizational change is the planned attempt
by management to improve the overall
performance of individuals, groups, and the
organization by altering structure, behavior
and technology”. --- Ivancevich
 6.3 Overcoming Resistance to Change
1. Consultation with the Employee
2. Two-way communication- grip sessions..
3. Advance Planning- by evolution not revolution
4. Attention to Time- timely
5. Integration of three Dimension of Change-
coordination among logical, psychological and
sociological dimension;
6. Group Force- through group
7. Facilitation and Support- training & counseling
8. Negotiation and Agreement- give & take app.
9. Explicit and Implicit Coercion- direct/in-direct
force;
10. Safeguard of Interest- through protect interest;
 6.4 Benefits of OD
1. Change in throughout organization
2. Greater Motivation
3. Increase Productivity
4. Better Quality of Work
5. Higher Job Satisfaction
6. Improve Team Work
7. Better resolution of conflicts
8. Commitments to objectives
9. Increased willingness to Change
10. Reduce Absences
11. Lower Turnover
12. Creation learning individuals and groups
6.5 Organizational Development Techniques
1. Diagnostic activities
2. Team building
3. Survey feedback
4. Education
5. Intergroup activities
6. Third party peace making
7. Techno-structural activities
8. Processes consultation
9. Life and career planning
10. Coaching and counseling
11. Planning and goal setting
12. Managerial Grid
13. Training