Learning Objectives: Understand what Organisations are Develop a Perspective on Organisations

in India Explain what is Organisational

Behaviour (OB) and how it has evolved Discover what Disciplines Contribute to

and are Related to Knowledge in OB Examine our Framework Adopted by

this book to Understand OB

Work Organisations: among different types of organisations that are all around us

Organisations have goals, membership criteria and membership is contractual

Work Organisations

Social Organisation (E.g. Family)

Individual

A continuing system Differentiated and coordinated human

activities Utilizing, transforming and combining A specific set of human, material, capital,

ideational and natural resources Into a unique problem-solving whole Engaged in satisfying particular human needs In interaction with other systems of human

activities and resources in the environment.

“A social membership which limits or closes admission of outsiders by rules ... so far as its order is enforced by the action of specific individuals.”

Powerful tool, controlled by humans Versatile, greater potential than

individuals Longer life Not open for everybody Complex , formal systems

With life cycles Rational and non-rational Hierarchical Created for stability and control

A Problem or an Unrealized opportunity

Managerial effort and outcomes

Desired outcomes

?

New problem or Opportunity

Process Approach

Organisational

Behaviour Approach

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Organisational Behaviour as one of the approaches to Management

Why is OB Relevant? Process approach popular in stable,

predictable environment Earlier competitive advantages of capital

and technology eroding Environmental change, uncertainty require

quick adaptation, knowledge and creativity – rely on people

Features of OB: A field of scientific study of behaviour,

resulting knowledge applied to attain organisational effectiveness

Focus on behaviour within the organisation Humanistic and Optimistic Importance of Groups Ongoing Process

1922: Max Weber gives the concept o Bureaucracy

1925: Mary Parker Follette writes on Power, conflict and leadership

1938: Chester Bernard writes about Functions of Executive

1939: Hawthorn studies are carried out and its findings are published

1960: Douglas McGregor gives theories X and Y

1985: Peter F. Drucker gives the concept of MBO

1990: Peter Senge writes about Learning and Change

Belief in Direct Applicability of Ancient Indian Wisdom

Purist Belief in Transnational and Universal Thought

Modifying Basic Western Concepts to Suit Indian Requirement

Basic Indian Tradition modified to serve as foundation for integrative management practices

“Crossvergence” Contributing Disciplines

Anthropology, Psychology, Sociology, Social Psychology, Political Science, Management Science

Sister disciplines: Organisation Theory, Organisation Development and Human Resources Management

Organisational DynamicsOrganisational DesignOrganisational Structure Organisational Culture

Leading for Desired Organisational

OutcomesThrough understanding,

and managing human behaviour at work

Group Dynamics Communication

Conflict and Stress and Negotiation

Decision-makingPower & Politics

Individual Dynamics

AttitudesPersonality and Values

Perception Motivation

Effectiveness of Organisational Roles

Interpersonal Effectiveness

Group Effectiveness

Individual Effectiveness

Organisational Effectiveness

Effectiveness of Leading Styles and

Competencies