Organanizational behaviour and topics

UNIT 3
ORGANIZATIONAL
BEHAVIOR
2 NATURE OF
ORGANIZATIONALBEHAVIOUR:
Few things touch our daily life as much as organizations do.

We depend on organisations for few things: those are :
 Education,
 Employment,
 Food,
 Clothing,
 Shelter,
 Health,
 Wealth,
 Travel and much more.
3
 They touch every aspect of human life, as told in
the opening , from birth to death.
 In fact ,life becomes unbelievable without
organizations.
 But, most of us have a casual attitude towards
organizations.
 we notice their importance when they fail to
deliver their goods and services to us.
4 SCOPE
 It is stated that life is unbelievable without
organizations.
 This is a broad statement about the usefulness of
organizations in any society.
specifically, organizations play five different roles.

 Organizations allows people to increase specializations
and division of labour
 use large scale of technology
 manage the external environment,
 economize on transaction costs,
 power and control, all these increase the value to the
organization.
5 Contemporary Organizational Behaviour:
It has drawn heavily from a number of

applied behavioural sciences such as
psychology, sociology and anthropology.
It has also drawn from such subjects as
economics, history, political science,
engineering and medicine.
6 LINKAGES WITH OTHER SOCIAL SCIENCES:
 PSYCHOLOGY:
 Psychology is concerned with individual
behaviour.
 Intra personal aspects of organizational
behaviour like motivation, personality, attitude,
opinion, and learning owe their study to
psychology.
 They hold important positions in various
sectors.
 Some are in academics with specialization and
some can be found in business, industries and
government organizations.
7
 SOCIOLOGY:
 Sociology addresses itself to the study of group behaviour.
 Sociologists have enriched organizational behaviour through their contribution
to the study of interpersonal dynamics like leadership, communication, formal
and informal organizations.
 SOCIAL PSYCHOLOGY:
 This subject borrows concepts from both psychology and sociology.
 It focuses on the influence of people on one another.
 Social psychology is useful in measuring, understanding and changing
attitudes.
8
 ANTHROPOLOGY:
 It is the study of human race, in particular, its culture. Culture

has significant influence on human behaviour. It dictates what
people learn and how they behave.
 POLITICAL SCIENCE:
 Contributions from political scientists for a better

understanding of OB are significant.
 political scientists study the behaviours of individuals and
groups within a political environment.
 Specific topics of concern to political scientists include conflict
resolution, group coalition, allocation of power, and how
people manipulate power in their self interest.
9 INDIVIDUAL ROLE OF ORGANISATIONAL
BEHAVIOUR/ ORGANISATIONAL GOALS:
Meaning and Definition of Organisational Behaviour:
There are many definitions of Organisational
Behaviour. Therefore, we can explain three features
are there i.e.
 Organisational Behaviour is the study of human

behaviour;
 The study is about behaviour in organisations; and
 Knowledge about human behaviour would be useful
in improving organisation’s effectiveness.
10
“Organisational Behaviour refers to the behaviour of individuals
and groups within organisations and the interaction between
organisational members and their external environments”.
“Organisational Behaviour is a field of study that investigates the

impact that individuals, groups and structure have on behaviour
within organisations for the purpose of applying such knowledge
towards improving organisation’s effectiveness.”
The Organisational Behaviour obviously comprises individual

behaviour, group behaviour and of the organisational itself.
The study of individual behaviour alone is incomplete because the

actions of the employee influence and are influenced by the
organisation where he or she works.
11 Perspectives of human behaviour:
Meaning and Definition of Perception:
In simple terms, perception is understood as “the act of
seeing what is there to be seen.” The perception is influence
by the individual, the object, and the situation.
There are three elements in the definition; those are .
 The study of perception is concerned with identifying the
processes through which we interpret and organise sensory
information to produce our conscious experience of objects
and object relationship.
 Perception is the process of receiving information about and
making sense of the world around us. It involves deciding
which information to notice, how to categorise this
information, and how to interpret it within the framework of
our existing knowledge.
12
 Perception includes all those processes by which an

individual receives information about the environment-
seeing, hearing, feeling, tasting, and smelling.
 The study of these perceptual processes shows that their
functioning is affected by three classes of variables:
(a)The objects or events being perceived,
(b)The environment in which perception occurs and
(c)The individual doing the perceiving.
13 Managing the perception and
perceptual process:
 Successful managers understood the importance of perception
as an influencing factor on behaviour and they act accordingly.
 They are aware of perceptual distortions and also know that

perceptual differences are likely to exist in any situation.
 As a result, they try to make decisions and take action with a

true understanding of the work situation as it is viewed by all
persons concerned.
 There are few essentials a perception process will have:
those are
14
 Have a high level of self-awareness:
 Individual needs, experience, and expectations can all affect
perceptions.
 The successful manager knows this and is able to identify when he
or she is inappropriately distorting a situation because of such
perceptual tendencies.
 Seek information from various sources to confirm or disconfirm
personal impressions of a decision or situation:
 The successful manager minimises the biases of personal
perceptions by seeking out the viewpoints of others.
 These insights are used to gain additional perspective on

situations and the problems or opportunities they represent.
15
 Be empathetic – that is, be able to see a situation as it is perceived
by other people:
 Different people will define the same situation somewhat differently.
 The successful manager rises above personal impressions to

understood problems as seen by other people.
 Influence perceptions of other people when they are drawing

incorrect or incomplete impressions of events in the work setting:
 People act in terms of their perceptions.
 The successful manager is able to influence the perceptions of

others so that work events and situations are interpreted as
accurately as possible and to the advantage of all concerned.
16
 Avoid common perceptual distortions that bias our views of people
and situations:
 These distortions include the use of stereotypes and halo effects, as

well as selective perception and projection.
 Successful managers are self-disciplined and sufficiently self-aware so

that the adverse impacts of these distortions are minimised.
 Avoid inappropriate attributions:
 Everyone has a tendency to try and explain why events happened the
way they did or why people behaved as they did.
 The successful manager is careful to establish the real reasons why

things happen and avoid quick or inappropriate attributions of
casualty.
17
 Diversity management programmes:
 As firms globalise themselves, diversity management assumes
greater relevance.
 The challenge for corporate executives is to leverage the benefits of
this diversity while minimising the perceptual and behavioural
problems that tend to accompany heterogeneity.
 OB experts have designed diversity management programmes.
 Typically, these training programmes serve two purposes.
 First, they communicate the value of diversity.
 Second, these programmes help participants become aware of their
personal biases and give them more accurate information about
people with different backgrounds, thus avoiding perceptual
distortions.
18
 Know yourself:
 Apply the Johari window technique to know the real self.
 A powerful way to minimise perceptual biases is to know and become more

aware of one’s values beliefs and prejudice.
 Social Perception:
 Social perception is the process of combining, integrating, and interpreting

information about others to gain an accurate understanding of them.
 It focuses only on people. But perception in general focuses on other things,

in addition to people.
 It describes perception as the process of receiving, organising, interpreting,

and reacting to the sensory stimuli. The idea is to see what is there to be
seen.

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UNIT 3

Few things touch our daily life as much as organizations do.

specifically, organizations play five different roles.

It has drawn heavily from a number of

 It is the study of human race, in particular, its culture. Culture

 Contributions from political scientists for a better

 Organisational Behaviour is the study of human

“Organisational Behaviour is a field of study that investigates the

The Organisational Behaviour obviously comprises individual

The study of individual behaviour alone is incomplete because the

 Perception includes all those processes by which an

 They are aware of perceptual distortions and also know that

 As a result, they try to make decisions and take action with a

 There are few essentials a perception process will have:

 These insights are used to gain additional perspective on

 Different people will define the same situation somewhat differently.

 The successful manager rises above personal impressions to

 Influence perceptions of other people when they are drawing

 People act in terms of their perceptions.

 The successful manager is able to influence the perceptions of

 These distortions include the use of stereotypes and halo effects, as

 Successful managers are self-disciplined and sufficiently self-aware so

 Avoid inappropriate attributions:

 The successful manager is careful to establish the real reasons why

 Apply the Johari window technique to know the real self.

 A powerful way to minimise perceptual biases is to know and become more

 Social perception is the process of combining, integrating, and interpreting

 It focuses only on people. But perception in general focuses on other things,

 It describes perception as the process of receiving, organising, interpreting,

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