OB Final 28 Jun

Introduction to Organizational Behavior

INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

INTRODUCTION

A group of people who work independently towards some purpose is known as organization. This concept of

organization came long before. It combined many people with many systems to achieve a goal. The response

of the organization or system to various stimuli of inputs, internal or external, conscious or unconscious,

overt of covert and voluntary or involuntary is known as human behavior. It is the outcome of a person’s

attitude. Manages under the behavior of human, identify their needs and take proper measures accordingly.

The study and application of knowledge about human behavior related to other elements of an organization

such as structure, technology and social system is known as organizational behavior.

The objectives are set to move towards a goal and the same to be interpreted to all concerns. The importance

of this subject matter is beyond expression to optimize the output. Understanding the models, key forces,

functions, fundamental concept, characteristics, fields’ elements etc make the managers to function the

organization effectively.

There are many challenges to be faced and opportunities to be explored. All human being are separate and

considered as ‘a whole person’. Their behavior and thinking process are also different to each other, there by

they need different things in the own ways. A manager in charge must understand the subject matter to run an

organization and bring it to an optimized state.

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“All in all, a wealth of (Organizational Behavior) strategies are available to help practitioners improve their organization's operations”__Karlene H. Roberts.

“People tend to be very effective at managing relationships when they can understand and control their own emotions and can empathize with the feelings of other.” Daniel Goleman


ORGANIZATION, BEHAVIOR AND ORGANIZATIONAL BEHAVIOR

Organization

Organizations are social entities. It is very essential for everybody who likes to work with or manage, to

know how they operate. We cannot present an all-comprehensive definition of organization. We are giving

hereunder some definitions of organization as a system. Many others have defined OB, which is as follows.

1. Pfiffner and Sherwood: “Organization is the pattern of ways in which large numbers of people, too

many to have intimate face to face contact with all others, and engaged in a complexity of tasks, relate

themselves to each other in the conscious, systematic establishment and accomplishment of mutually

agreed purpose.”

2. E.H. Scheni: The organization is “the rational co-ordination of the activities of number of people for

the achievement of some common explicit purpose or goal, through division of labour and function, and

through a hierarchy of authority and responsibility.”

3. Bakke: however gives a more elaborate definition of organization. He defines it as “a continuing

system of differentiated and coordinate human activities utilizing, transforming and wedding together 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 its environment.”

4. Organizations are groups of people who work interdependently

toward some purpose. Organizations are not buildings or other

physical structures. Rather, they consist of people who interact with

each other to achieve a set of goals. Employees have structured

patterns of interaction, meaning that they expect each other to complete certain tasks in a coordinated

way—in an organized way. Organizations also have a collective sense of purpose, whether it is

producing oil or creating the fastest Internet search engine.

5. “A company is one of humanity’s most amazing inventions,” says Steven Jobs, CEO of Apple

Computer and Pixar Animation Studios. “It’s totally abstract. Sure, you have to build something with

bricks and mortar to put the people in, but basically a company is this abstract construct we’ve invented,

and it’s incredibly powerful.”

6. Organization is a consciously co-ordinate social unit composed of two or more people that function

in a relativity continuous basis to achieve a common goal or set of goals’.

7. Organization is defined as sequential or spatial (or both) form in which a body of knowledge, data,

people, things, or other elements, is purposefully arranged.

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Organizations are defined as Groups of people who work interdependently toward some purpose.


8. Organization is defined as social unit of people systematically arranged and managed to meet a need

or to pursue collective goals on a continuing basis. All organizations have a management structure that

determines relationships between functions and positions, and subdivides and delegates roles,

responsibilities, and authority to carry out defined tasks. Organizations are open systems that are affected

by the environment beyond their boundaries.

Behavior

Behavior is a way of action. It is basically goal oriented. In other words our behavior is generally motivated

by a desire to attain a goal. The specific goat is not 'always consciously known by the individual. Many times

we wonder "why did - I do that?" The reason for our action is not always apparent to the conscious mind. The

drives that motivate distinctive individual behavioral patterns are to a considerable degree subconscious and

therefore not easily susceptible to examination and evaluation.

1. The basic unit of behavior is an activity. In fact, all behavior

is a series of activities. As a human being, we always do

something: walking, talking, steeping`, etc. and sometimes we do

more than one activity at a time. Sometimes, we decide to change

from one activity to another. Why do we do so? or why do people

engage in one activity and not another ? A manager must understand, predict and control the

activities of a person at a given moment. To predict behavior, manager must know which motives or

needs of people evoke a certain action at a particular time.

2. Behavior is the response of an individual or group to an action, environment, person, or

stimulus.

3. Behavior is defined as the actions of an organism or system, usually in relation to its environment,

which includes the other organisms or systems all around.

4. Behavior is defined as the response of the organism or system to various stimuli or inputs;

whether internal or external, conscious or subconscious, overt or covert, and voluntary or involuntary.

5. Behavior is the actions or reactions of a person or animal in response to external or internal

stimulating.

6. Behavior can be conscious or unconscious, overt or covert, and voluntary or involuntary. It is the

action or reaction of any material under given circumstances.

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Behavior is the response of an individual or group to an action, environment, person, or stimulus.


Organizational Behavior (OB)

Many scholars have defined organizational behavior differently. These are as follows:

1. The Organizational behavior is a field of study that investigates the impact that individuals,

groups and organizational structure have on behavior within the organization, for applying such

knowledge towards improving an organizational effectiveness. The above definition has three main

elements; first organizational behavior is an investigative study of individuals and groups, second, the

impact of organizational structure on human behavior and the third, the application of knowledge to

achieve organizational effectiveness.

2. Organizational behavior is the study of what

people think, feel, and do in and around organizations.

OB researchers systematically study individual, team,

and organizational level characteristics that influence

behavior within work settings. By saying that organizational behavior is a field of study, we mean

that OB experts have been accumulating a distinct knowledge about behavior within organizations.

3. The study of people at work is generally referred to as the study of organizational behavior.

Organizational behavior (often abbreviated as OB) studies the influence that individuals, groups, and

structure have on behavior within Organizations.

4. Organizational behavior can be defined as -"the study and application of knowledge about human

behavior related to other elements of an organization such as structure, technology and social systems

“_LM Prasad.

5. "Organizational behavior as a systematic study of the actions and attitudes that people exhibit

within organizations." _ Stephen P Robins

6. Organizational behavior is an academic discipline concerned with describing, understanding,

predicting, and controlling human behavior in an organizational environment. The field is

particularly concerned with group dynamics, how individuals relate to and participate in groups, how

leadership is exercised, how organizations function, and how change is effected in organizational

settings. When organizational behavior theory is directed specifically at ways in which management

can control an organization, it is sometimes known as organizational behavior management.

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Organizational Behavior (OB) is the study of what people think, feel and do in and around organizations.


Seven Foundation Competencies

1. Managing Self.

2. Managing Communication

3. Managing Diversity

4. Managing Ethics

5. Managing Across Cultures

6. Managing Teams

7. Managing Change

OBJECTIVES OF ORGANIZATIONAL BEHAVIOR

The objectives are set by organizations with an aim to implement; here are some of them:

1. Improving Managerial Activities: The paramount importance of managing people is being

recognized. Regardless of weather it is called, "the leading function" interpersonal role, human skill,

or human resource management, communication or network activities. It is clear that manager need to

develop their people skill if they are going to be effective and successful, OB play an important role

in this regard.

2. Improving Quality and Productivity: Every organization around the world added capacity in

response to increase demand. Excess capacity translates with increase competition. An increase

competition is forcing manager to reduce cost at the same time quality of the products.

3. Improving Customer Service: Organization behavior can contribute to improving an

organization performance by showing manager how employee attitude behavior is associated with

customer satisfaction. Therefore, management needs to create customer responsive culture. OB can

provide considerable guidance in helping manager create such culture.

4. Improving People’s Capabilities: Organization behavior can help to explain and predict the

behavior of people at work. In additions to that, it can help to gain insight into people capabilities that

we can use for job. OB helps to motivate people, improving listening skill and help to create a more

effective team.

5. Provide Power to People: To achieve the organizational goal and ensuring the participation of

all employee toward goal manage proved source control and autonomy to the employee,

organizational behavior help the manager regarding the size manager are putting employee in charge

of what they do.

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5. Across Cultures

6. Teams

7. Change

1. Self

4. Ethics

2. Communication

3. Diversity

MANAGING


6. Stimulating Creation: Today’s successful organization must foster creation and make the art of

change. An organization employee can be the inputs for creation ad change. The field of OB provides

a wealth of ideas and technique to aid n realizing these goals.

7. Help in employee balance work: Employees are increasingly complaining that the line between

work and non-work time has become blurred, creating personal conflicts and stress. Organization

offer a number of suggestions to guide manager in designing work force and job that can help the

employee deal with balance work time.

8. Improving ethical behavior: Member of organization are increasingly finding themselves

facing ethical dilemma situation in which they are required define right and wrong conduct.

Organization behavior helps this manager to improving the ethical behavior of the employee.

9. Understanding the employees better: Organizational behavior studies help us to understand

why employees behave the way they do, and thereby predict how they are going to behave in the

future.

10. Understand the culture of an organization: Most societies in the developed world are

becoming multicultural societies. In this context, it is important to understand the diversity of societal

culture and its bearings on the culture of an organization.

11. Understand how to develop good leaders: Organizational behavior patterns help in

predicting who among the employees have the potential to become leaders. They also teach us bow

to mold these employees so that their leadership potential is utilized to its fullest. Develop a good

team: An organization is only as good as the weakest member of its team. 1t is essential that all

members of the team work in coordination and are motivated to work together to achieve the best

results. The teamwork theories of organizational behavior are an essential tool in the hands of any

manager.

12. It sounds more complex than it really is. Once you have understood the principles behind

Organizational behavior, it is easy to manage them. Once you have been able to communicate these

theories to the members of your organization effectively, the positive results are manifold, and it

makes all the effort worthwhile. This is the major reason why Organizational Behavior studies have

become such an essential part of any business and of any management course.

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GOALS OF ORGANIZATIONAL BEHAVIOR

Most Sciences share four goals – to describe, Understand, Predict, and Control some phenomena. These are

the goals of organizational behavior.

1. Describe: Systematically, how people behave under a variety of conditions, for achieving this

goal allows managers to communicate about human behavior at work using a common language.

2. Understand: Managers would be highly frustrated if they could only talk about behaviors of

their employees, but not understand the reasons behind those actions. Therefore, inquisitive managers

learn to probe for underlying explanations.

3. Prediction: Ideally, managers would have the capacity to predict which employees might be

dedicated and productive or which ones might be absent, tardy, or disruptive on a certain day.

4. Control: Managers are held responsible for performance outcomes; they are vitally interested in

being able to make an impact on employee behavior, skill development, team effort, and

productivity. Managers need to be able to improve results through the actions of their employees take

and organizational behavior can aid them in their pursuit of this goal.

FACTOR AFFECTING ORGANIZATION BEHAVIOR

The main objective of an organization is to achieve its goal by applying direction of activities to the

employee. The following factor affects to achieve the organization goal.

1. Bounded Rationality: The capacity of the human mind for formulating and solving complex

problem is far too small to meet the requirement for full rationality, individual operate within the

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Dsecribe

Prediction Control

Understand


confines of boundary rationality. People extract the essential feature from problems capturing all their

complexities.

2. Increased Foreign Assignment: Due to globalization effect regularly, increase the foreign

assignment that leads to transferred employee and operation division or subsidiary in another country.

There have to mange a work force that is likely to be very difficult.

3. Managing Work Force Diversity: Work force diversity means that organization is becoming

heterogeneous mixture of in term of gender, race, age and ethnicity. Managing this diverse force

becomes a global concern.

4. Responding to Out-Sourcing: In line with globalization skill manpower are recruited by many

countries from outside of their country. So many employee works beyond their own culture. This is

an important factor to manage the organization behavior within the organization.

5. Working in Network Organization: Computerization, the internet and the ability to link

computer within the organization and between organizations have created a different work place for

many people-a network organization. It allows people to communicate and work together maybe

thousand miles apart. For this reason, manager needs to develop new skill to manage the situation.

6. Technology: The great benefit of technology is that it allows people to do more and better work.

However, it also restricts people in many ways. It has cost and as well, as benefit. The technology

advances in its own way, place-increased pressure on OB to maintain the delicate balance between

technical and social system.

IMPORTANCE OF ORGANIZATION BEHAVIOR

The importance or benefits of organizational behavior are as follows:

1. To Increase Efficiency: Efficiency defines the ratio of effective output to the input required to

achieve it. Organization behavior helps to increase the skill of the employee and develop relation

between manager and employee. It helps to achieve the organization goal by increasing the efficiency

of the organization.

2. To Increase Job Satisfaction: Job satisfaction is defined as a collection of feeling that an

individual holds towards his/her job. Job satisfaction represents an attitude rather than a behavior. If

an employee in an organization satisfied with his/her job the efficiency by the organization will be

enhanced.

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3. Reduce Turnover: Turnover is the voluntary and involuntary permanent withdrawal from an

organization. A high rate of turnover results in increased recreating, selection and training art.

Organizational behavior helps to reduce the turnover role of an organization that will help the

organization.

4. Enhance Organization's Citizenship Behavior: Organization's citizen behavior is discretionary

behavior that is not part of employee formal job requirement, but that promote the effective

functioning of the organization. Successful organizations need employee who will do more than their

usual duties. In today's dynamic work place, it is essential for organization performance.

5. Reduce Absenteeism: absenteeism is defined as the failure report to work. And absenteeism as

become a huge cost and disruption to employers. It is obviously difficult for an organization to

operate smoothly and to attain its objectives if employee fails to report to their job. OB plays an

important role to reduce absenteeism.

6. Working with People of Different Culture: Even in our own country, we are going to you

working with boss, peers and other employees we are born and raised in different culture. Our style of

communication maybe straight forward and open, but they may find this approach uncomfortable and

threatening. To work effectively with the people you will need to understand how their culture and

religion have shaped them. OB helps in many ways regarding this issue.

7. Improving Managerial Role: Manager play different kind of role that is interpersonal role,

informational role, decisional role and leadership role. OB helps the manager to improve the

following role that leads to achieve the organizational goal.

8. Improving Management Skill: What managers do is to look at the skill or competitiveness.

They need to achieve the organization goal. The skill is needed for organization is technical skill,

Human skill and conceptual skill. Organizational behavior helps to build these skills.

BENEFITS OF ORGANIZATIONAL BEHAVIOR

There are four basic benefits of Organizational Behavior:

1. Organizational Behavior helps to identify and describe systematically how people of the

organization behave under a variety of conditions in the Organization.

2. Organizational Behavior helps to determine and understand the reason why people in the

organization behave like this.

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3. Organizational Behavior helps to predict the future behavior of the employees in the

organization.

4. Organizational Behavior helps to control the behavior of the people of the Organization for the

purpose of their effective and efficient performance towards the accomplishment of goals.

FUNCTION OF ORGANIZATION BEHAVIOR

Every organization's, stated or unstated philosophy, value vision, mission and goal, these items combine to

create a culture in which personal attitude situational factor influence. Organizational behavior describes the

following functions:

1. Motivate Employee Behavior: People behave under variety of consequences. Manager

communicates the employee at work with reward that helps to motivate the pupil to work the

organization goal. Organization behavior helps to change the mind of employee toward organization

goal.

2. Understand the Employee Behavior: Another function of OB is to understand why people

behave as they do. Managers would be highly trusted if they could only talk about behave of the

employees but not understand the reason behind those action. Organization behavior helps to

understand the behavior of an employee under efficient situations.

3. Prediction of Employee Behavior: Predicting the future behavior of an employee is another

function of OB. Ideally manager would have the capacity predict which employee might be dedicated

and productive or which one might be absent. OB help the manager to predict the behavior of

employee in an organization.

4. Control the Manager Behavior: The function of an organization behavior is to control the

behavior of an employee at work. Since manager are held responsible for performance outcome. They

are vitally interested in being able to make an impact on employee behavior. Skill development learns

effort and productivity. Therefore, OB helps the manager in this regard.

5. Reduce Undesirable Behavior: Organization behavior will be use to limit the undesirable

behavior of the employee. Some time empowerment of employee creates some undesirable activity

that make an impact in achieving organizational goal. Organizational behavior plays an important role

to limit that undesirable behavior.

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6. Better Management: Organization behavior uses human tool for human benefit. It applies

broadly to the behavior of people to manage the organization in a better way.

KEY FORCES OF ORGANIZATION BEHAVIOR

There are four key forces of OB, namely- People, Structure, Technology and Environment.

1. People: People make up the internal social system of the organization. People are the living

things, feeling being who work in the organization

to achieve their objectives. We must remember that organization exists to serve people, rather than

people existing to serve organization.

2. Structure: Structure defines the formal relationship and use of people in organization. This

people have to be related in some structural way so that their work can be effectively coordinated.

Many firm use team based structure.

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2. STRUCTURE

1. PEOPLE

4. ENVIRONMENT

3. TECHNOLOGY

OB

KEY FORCES OF OB

2. STRUCTURE

1. PEOPLE

4. ENVIRONMENT

3. TECHNOLOGY

OB

KEY FORCES OF OB


3. Technology: Technology provides the resources with which people work and affects the task that

they perform. The technology used has a significant influence on working relation-ship. The great

benefit of technology is that it allows people to do more and better work.

4. Environment: All organization operates with an internal and external environment. Numerous

changes in the environment create demand on organization. Individual organization cannot escape

being influenced by this external environment.

FUNDAMENTAL CONCEPT OF ORGANIZATION BEHAVIOR

Organizational Behavior starts with a set of fundamental concepts revolving around mainly the people and the

organization.

1. Individual Difference: The people have much in common but each person in the world is also

individually different. The idea of individual difference is supported by science. The ideas of

individual difference come originally from psychology.

2. Perception: People look at the world and see things differently. Even when presented with the

same object two people may view it in two different ways. The view of other objectives environment

is filtered by perception.

3. A whole person:

Although some organizations

way wish, they could employ

only a person’s skill or brain.

They actually employ a whole

person rather than certain

characteristics when arrange

FUNDAMENTAL CONCEPT

Indi

vidu

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Dif

fere

nce

Per

cept

ion

A w

hole

per

son

Mot

ivat

ed b

ehav

ior

Hu

man

Dig

nit

y

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management applies the principals of organization behavior, it is trying to develop a better employee.

4. Motivated behavior: From psychology, we learn that normal behavior has certain causes. This

may relate to a person's need or the consequences that result from it. In case of need, people are

motivated not by what we think they ought to have but by what they want.

5. Human Dignity : This concept of human dignify is-quite different form the above three

concepts about the nature of man. People unlike other factors of production should be treated

differently as they are of the higher order in the universe and they should be treated with respect and

dignity. The job may be simple bu the people doing it expect recognition of their abilities.

CHARACTISTICS OF ORGANIZATION

The above definitions present the following characteristics of an organization :

1. Modern organizations are too large in terms of number of people in employment and in terms of

the amount of investment. Direct contact between employer and employees is not possible in modern

organization.

2. Modern organization involves huge investment and complicated technology, their management

and operation is a complex affair. It needs assistance "from specialists at all levels.

3. There must be mutually agreed purpose because all activities in an organization are goal-oriented.

4. There must be a system of working in all organizations. It means there must be well defined

hierarchical levels, a chain of command, rules and procedures, and communication network. So

that consistency and uniformity in behavior may exist.

5. Differentiation is a must. A chain of systematic division of labour takes place by assigning

authority and responsibility to, an individual who is

supposed to be specialized in the job and this leads to

differentiation.

6. Co-ordination among various activities of a department

and of the organization is necessary for the harmonious

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functioning of the organization Co-ordination is done by the divisional head and the organization

head.

7. Interaction with other systems is also must. All systems are interdependent and exert influence on

others and are influenced by others. Mutual dependence necessities interaction and consequently

adaptation.

Thus the modern organization is an ideal co-ordination of the functions of a number of people for

attaining the mutually agreed purposes through a well defined system of working i.e. hierarchical

levels, chain of command, rules, and procedures and communications and through the principle of

division of labour. it influences and is influenced by other social systems.

NEED TO UNDERSTUDY HUMAN NATURE

With regard to people, there are six basic concepts:

1. Individual Differences

a. People have much in common (they become excited by

an achievement; they are grieved by the loss of a loved

one).

b. But each person in the world is also individually

different (and we expect that all who follow will be

different!).

c. The idea of individual differences is supported by

science.

d. Each person is different from all others, probably in millions of ways, just as each person’s

DNA profile is different, as far as we know.

e. And these differences are usually substantial rather than meaningless. Think, for example, of

a person’s billion brain cells and the billions of possible combinations of connections and bits of

experience that are stored there.

f. All people are different, and this diversity needs to be recognized and viewed as a valuable

asset to organizations.

g. The idea of individual differences comes originally from psychology. From the day of birth,

each person is unique (the impact of nature), and individual experiences after birth tend to make

people even more different (the influence of nurture).

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h. Individual differences mean that management can motivate employees best by treating them

differently. If it were not for individual differences, some standard, across-the-board way of

dealing with employees could be adopted, and minimum judgment would be required thereafter.

Individual differences require that a manager’s approach to employees be individual, not

statistical. This belief that each person is different from all others is typically called the law of

individual differences.

2. Perception

People look at the world and see things differently. Even when presented with the same object, two

people may view it in two different ways. Their view of their objective environment is filtered by

perception, which is the unique way in the nature of people

3. A Whole Person

a. Although some organizations may wish they could employ only a person’s skill or brain, they

actually employ a whole person rather than certain characteristics.

b. Different human traits may be studied separately, but in the final analysis they are all part of

one system making up a whole person. Skill does not exist apart from background or knowledge.

Home life is not totally separable from work life, and emotional conditions are not separate from

physical conditions. People function as total human beings.

c. For example, a supervisor wanted to hire a new telemarketer named Anika Wilkins. She was

talented, experienced, and willing to work the second shift. However, when Anika was offered

the job, she responded by saying that she would need to start a half hour late on Wednesdays

because her child-care service was not available until then.

d. Also, since she had a minor handicap, her workstation required a substantial adjustment in

height. So her supervisor had to consider her needs as a whole person, not just as a worker.

e. When management practices organizational behavior, it is trying to develop a better

employee, but it also wants to develop a better person in terms of growth and fulfillment. Jobs

shape people somewhat as they perform them, so management needs to care about the job’s

effect on the whole person.

f. Employees belong to many organizations other than their employer, and they play many roles

inside and outside the firm. If the whole person can be improved, then benefits will extend

beyond the firm into the larger society in which each employee lives.

4. Motivated Behavior

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a. From psychology we learn that normal behavior has certain causes. These may relate to a

person’s needs or the consequences that result from acts. In the case of needs, people are

motivated not by what we think they ought to have but by what they want.

b. To an outside observer, a person’s needs may be unrealistic, but they are still controlling.

This fact leaves management with two basic ways to motivate people. It can show them how

certain actions will increase their need fulfillment, or it can threaten decreased need fulfillment if

they follow an undesirable course of action.

c. Clearly, a path toward increased need fulfillment is the better approach. Motivation is

essential to the operation of organizations. No matter how much technology and equipment an

organization has, these resources cannot be put to use until they are released and guided by

people who have been motivated.

d. Think for a minute in terms of the Concorde-a supersonic passenger plane sitting at the end

of a runway at a New York City airport. The plane has been refueled for its return to Europe, the

baggage has been loaded, tickets have been sold, and the passengers are on board. A flight plan

has been filed, and the plane has cleared for takeoff.

No matter how well this preliminary work has been done, the plane cannot move an inch down

the runway until the pilot starts the ignition and provides fuel to the jet engines-that is, until

motive power is supplied. Similarly, in an organization, motivation turns on the power to start

and keep the organization running effectively.

5. Desire for Involvement

Many employees today are actively seeking opportunities at work to become involved in relevant

decisions, thereby contributing their talents and ideas to the organization’s success. They hunger for

the chance to share what they know and to learn from the experience. Consequently, organizations

need to provide opportunities for meaningful involvement. This can be achieved through employee

empowerment-a practice that will result in mutual benefit for both parties.

6. Value Of The Person People Deserve

It should be treated differently from other factors of production (land, capital, technology) because

they are of a higher order in the universe, Because of this distinction, they want to be treated with

caring, respect, and dignity; increasingly, they demand such treatment from their employers. They

refuse to accept the old idea that they are simply economic tools. They want to be valued for their

skills and abilities and to be provided with opportunities to develop themselves.

Why Study Organizational Behavior?

Unlike accounting, marketing, or most other fields of business, organizational behavior does not have a

clearly-defined career path, yet this topic is identified as very important among people who have worked in

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Why Study OB

Understand

Predict

Influence


organizations for a few years. The reason for this priority is that to apply marketing, accounting, and other

technical knowledge, you need to understand, predict, and influence behavior (both our own and that of

others) in organizational settings.

Each one of us has an inherent need to understand and predict the world in which we live. Since much of our

time is spent working in or around organizations, OB theories are particularly helpful in satisfying this innate

drive to make sense of the workplace.

OB theories also give you the opportunity to question and rebuild your personal mental models that have

developed through observation and experience. Most of us also need to influence people in organizations, so

OB concepts play an important role in performing your job and working more effectively with others. This

practical side of organizational behavior is a critical feature of the best OB theories. Along with helping you

as an individual, organizational behavior knowledge is important for the organization’s financial health.

CONTRIBUTING FIELDS TO ORGANIZATIONAL BEHAVIOR

Organization behavior is an applied science that is limit on contribution from a number of behavioral

disciplines. The Predominant areas are psychology, sociology, social psychology, anthropology, and political

science. The details are as follows:

1. Psychology: Psychology is an applied science, which attempts to explain human behavior in a

particular situation and predicts actions of individuals. Psychologists have been able to modify

individual behavior largely with the help of various studies. It has contributed towards various

theories on learning, motivation, personality, training and development, theories on individual

decision making, leadership, job satisfaction, performance appraisal, attitude, ego state, job design,

work stress and conflict management. Studies of these theories can improve personal skills, bring

change in attitude and develop positive approach to organizational systems. Various psychological

tests are conducted in the organizations for selection of employees, measuring personality attributes

and aptitude. Various other dimensions of human personality are also measured. These instruments

are scientific in nature and have been finalized after a great deal of research. Field of psychology

continues to explore new areas applicable to the field of organizational behavior. Contribution of

psychology has enriched the organizational behavior field.

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2. Sociology: Science of Sociology studies the impact of culture on group behavior and has

contributed to a large extent to the field of group-dynamics, roles that individual plays in the

organization, communication, norms, status, power, conflict management, formal organization

theory, group processes and group decision-making.

3. Political science: Political science has contributed to the field of Organizational behavior.

Stability of government at national level is one major factor for promotion of international business,

financial investments, expansion and employment. Various government rules and regulations play a

very decisive role in growth of the organization. All organizations have to abide by the rules of the

government of the day.

4. Social psychology: Working organizations are formal assembly of people who are assigned

specific jobs and play a vital role in formulating human behavior. It is a subject where concept of

psychology and sociology are blend to achieve better human behavior in organization.

The field has contributed to manage change, group decision-making, communication and ability of

people in the organization, to maintain social norms.

5. Anthropology: It is a field of study relating to human activities in various cultural and

environmental frameworks. It understands difference in behavior based on value system of different

cultures of various countries. The study is more relevant to organizational behavior today due to

globalization, mergers and acquisitions of various industries. The advent of the 21st century has

created a situation wherein cross-cultural people will have to work in one particular industry.

Managers will have to deal with individuals and groups belonging to different ethnic cultures and

exercise adequate control or even channels behavior in the desired direction by appropriately

manipulating various cultural factors. Organization behavior has used the studies on comparative

attitudes and cross-cultural transactions. Environment studies conducted by the field of anthropology

aims to understand organizational human behavior so that acquisitions and mergers are smooth.

Organizations are bound by its culture that is formed by human beings.

ELEMENTS OF ORGANIZATIONAL BEHAVIOR

Elements play an important role in organization behavior. These elements are discussed below:

1. Motivation: Motivation is the set of internal and external forces that cause an employee to choose

a course of action and engage in certain behavior. Ideally, these behaviors will be directed at the

achievement of organization goal.

2. Communication: It is the transfer of information and understanding from one person to another

18


person. It is a way of receiving others by transmitting idea, facts, thoughts, feeling and values. It's goal

is to have the receiver understand the message as it was intended.

3. Leadership: Leadership is the process of influencing and supporting to work enthusiastically

towards achieving objectives. It is the critical factor that helps an individual or a group identity its goal

and than motivates and assist in achieving the stated goal.

4. Empowerment: Empowerment is any process that provides autonomy to employee through the

sharing of relevant information and the provision of control over factor effecting job performance.

Empowerment helps removing the condition that causes powerlessness.

5. Participation: Participation is the mental and emotional involvements of people in-group that

encourage them too contribute to group goals and share responsibility for them. This definition entails

three important ideas -involvements, contribution and responsibility.

6. Attitude: Attitudes are the feeling and beliefs that largely determine how employee will perceive

their environments, commit them to intended action and ultimately behave. Attitude form a mental set

that affects how to view something else.

7. Emotion: Emotions are intense feeling that are directed at someone or something. Emotions are

reaction to an object.

19

3. Leadership4. Empowerment

1. Motivation2. Communication

5. Participation6. Attitude

7. Emotion8. Decision

ELEMENTS OF OB


8. Decision: The choice made among two or more alternatives. Decision-making occurs as a reaction

to a problem. That is, there is a discrepancy between some current state of affairs and desired state.

MODELS OF ORGANIZATIONAL BEHAVIOR

There have five models of organization behavior. These models keep a very

important role in organizational setting. These are enumerated below:

1. Autocratic Model

a. It is the prevailing model of the industrial revolution.

b. The basis of this model is power.

c. In an autocratic environment, the managerial orientation is formal,

official authority.

d. Here employees' orientation is to obey or follow the orders of management.

e. Here employees give minimum performance.

f. This model was intensely disliked by many employees.

2. Custodial Model

a. This approach depends on economic resource.

b. The resulting managerial orientation is toward money to pay wages and benefits.

c. Here employees' orientation is to get physical as well as security needs.

d. It leads to employee dependence on the organization.

e. Its great benefit is that it brings security and satisfaction to workers.

f. It produces only passive co-operation.

g. Employees working in a custodial environment become psychologically preoccupied with

their economic rewards and benefits.

3. Supportive Model

The basis of this model is leadership instead of power and money.

a. Here management orientation is to support the employees' job performance.

b. Here employees' job predominance is satisfactory then the autocratic and custodial approach.

c. The psychological result is a feeding of participation and task involvement in the

organization which is supported in this approach.

d. Here, they are strongly motivated.

e. Thus, they have awakened drives for work.

4. Collegial Model

20

Autoerotic Custodial Supportive Collegial System

MODELS


a. The term collegial relates to a body of people working together cooperatively.

b.This model depends an managements' building a feelings of partnership employees.

The managerial orientation is toward teamwork.

c. Employees' orientation toward this teamwork is responsive behavior.

d.The psychological result of the collegial approach has the employee is self-discipline.

e. In this environment employees normally feel some degree of fulfillment, worth while

contribution and self-actualization.

f. This self-actualization will lead to or result moderate enthusiasm in predominance.

5. System Model

a. It is an emerging model of organizational behavior.

b. It is the result of a strong search for bigger meaning, integrity, trust and sense of community

among co-workers at work.

c. In this, environment managers demonstrate a sense of caring and compassion.

d. Here employees experience a sense of psychological ownership for the organization and its

products or services.

e. They go beyond the self-discipline of the collegial approach until they reach a state of self-

motivation.

f. Here the employee needs that are met are wide-ranging but after include the higher order

needs that are social, status, esteem, autonomy, and self-actualization.

g. This new model can engender employees' passion and commitment to organizational goals.

LIMITATION OF MODELS

Autocratic Model's Limitation

1. It only depends on power and ignores many important factors like economic resources, trust

community etc.

2. As it maintains a strictly formal management authority, it ignores the employee's objectives in the

organization.

3. In this model them is no chance to discuss with the employees because the only decision maker is

the boss.

4. In this model employees can't express their demands and needs do the authority.

5. As the connection between employer and employees is less. So those companies organizations

which follow the model perform minimum result in gaining their expected objectives.

6. There can be a chance of industrial dispute due to the restricted structure of this model.

Custodial Model's Limitation

1. Custodial model only deals with economic resources but in an organizational setting, there

have many other sites. So, custodial model bas some limitation in these regards.

21


2. Custodial model indicates the money as a managerial process of controlling the employee but

it is not possible only with money.

3. It highlights the employee dependence on organization rather than dependence on boss. For this,

there has a chance of can gap between management and employees.

4. Security is the main psychological aspect of this model. However, in these model, there bas

nothing specified solution about frustration and aggressions.

5. In this model, employees are psychologically fit for work but the accomplishment of work cannot

be sure became there has lack of command.

Supportive E Model's Limitation

1. As it supports employee’s growth and amenity maximum time, it often gives minimum

pressure on attaining organizational goals.

2. Too much anticipation of employees in every important case often delays the process of decision-

making.

3. More supportive approach will he demanded by employees although they get supportive

advantages.

4. Consequently their progression through the model is frequently a more rapid one, which will not

satisfactory to the organization.

Collegial Model's Limitations

1. The collegial model depends on management’s building a feeling with employees but sometimes

employees take the bad chance of this opportunity.

2. This model tells about self-discipline but without any disciplinary action it is bard to maintain

employee’s in work place.

3. Here managerial orientation relates to teamwork. But in the real life situation~ teamwork

consumers more money and time.

4. Here employee orientation relates to responsible behavior. But according to Mc Gregor in an

organization there has two types of workers.

System Model's Limitations

1. This model ignores other important factors like, powers, economic resources, leadership etc.

2. As the employees get more freedom they work as they wish.

3. There is a chance of indiscipline as they have no strict authority.

4. It is not easy to make all people self-motivated.

HOW DOES THE LAW WORK IN ORGANIZATIONAL BEHAVIOR

22


1. The law of diminishing returns: It in organizational behavior works in a similar way. At states that

at some point, increases of a desirable practice produce declining returns, eventually zero returns, and

then negative returns as more increases are added. The concept implies that for any situation there is an

optimum amount of a desirable practice, such as recognition or participation. When that point is

exceeded, there is a decline in returns. In other words, the fact that a practice is desirable does not mean

that more of it desirable. More of a good thing is not necessarily good.

2. Example: The diminishing returns associated with various incentives for enlisting in the U.S. Nave

were studied interviews with 1,700 civilian males. Substantially different levels of incentives were

offered: $ 1,000 bonuses, two years versus four years of free college, and 10 versus 25 percent of base

pay for exceptional performance. None of the three larger incentives produced more favorable

dispositions to enlist. In fact, the respondents found the 10 percent bonus more attractive, leading the

researches to conclude that not only is more not necessarily better but it “can be worse”.

3. Application of The law of diminishing returns: Diminishing returns may not apply to every human

situation, but the idea applies so widely that it is of general use. Furthermore, the exact point at which as

application becomes excessive will vary with the circumstances, but an excess can be reached with nearly

any practice.

4. Reasons for existing the law of diminishing: Essentially, it is a system concept. It applies because

of the complex system relationships of many variables in a situation. The facts state that when an excess

of one variable develops, although that variable is desirable, it tends to restrict the operating benefits of

other variables so substantially that net effectiveness declines. For example, too much security may lead

to less employee initiative and growth. This relationship shows that organizational effectiveness is

achieved not by maximizing one human variable but by working all system variables together in a

balanced way.

UNETHICAL MANIPULATION OF PEOPLE

A significant concern about organizational behavior is that its knowledge and techniques can be used to

manipulate people unethically as well as to help them develop their potential. People who lack respect for the

basic dignity of the human being could learn organizational behavior ideas and use them for selfish ends.

They could use what they know about motivation or communication in the manipulation of people without

regards for human welfare. People who lack ethical values could ues people in unethical ways.

The philosophy of organizational behavior is supportive and oriented toward human resources. It seeks to

improve the human environment and help people grow toward their potential. However the knowledge and

23


techniques of his subject may be used for negative as well as well positive consequences. This possibility is

turnoff. Ethical leadership will recognize such principles as the following:

1. Social Responsibilities: To other arises whenever people have power in an organization.

2. Open Communication: It should operate as two-way, open system.

3. Cost-Benefit Analysis: In addition to economic costs and benefits, human and social costs and

benefits of an activity shall be analyzed on determining whether to proceed with the activity.

AIDS TO UNDERSTAND THE BEHAVIOR

Organizational behavior helps the manager to make all the people behaviorally expectable to the

organization. In addition to these following are the points of aids to organizational.

1. It strives to identify ways in which people can act more effectively.

2. It creates a scientific discipline in the organization.

4. It is also an applied science, in that information about effective practices in one organization is being

extended to many others.

4. Organizational behavior provides a useful set of tools at many levels of analysis.

5. It also aids their understanding of the complexities involved in interpersonal relations.

6. At the next level, organizational behavior is valuable for examining the dynamics of relations within

small groups, both formal teams and informal groups.

7. When two or more groups need to coordinate their efforts, such as engineering and sales, managers

become interested in the inter group relations that emerge.

LIMITATIONS OF ORGANIZATIONAL BEHAVIOR

We continually report research results identifying payoffs in the areas of absenteeism, turnover, stress levels,

and employee performance. Nevertheless, who also recognize the limitations of organizational behavior.

1. Behavioral Bias: People who lack system understanding and become superficially infatuated

with OB may develop a behavioral bias, which givens them a narrow viewpoint that emphasizes

satisfying employee experiences while overlooking the broader system of the organization in relation

to all its publics. Concern for employees can be so greatly overdone that the original purpose of

bringing people together-productive organizational outputs for society is lost. Sound organizational

behavior should help achieve organizational purposes, not replace them.

2. The Law of Diminishing Returns: Overemphasis on an organizational behavior practice may

produce negative results, as indicated by the law of diminishing returns. 8 It is a limiting factor in

24


organizational be heavier the same way that it is in economics. In economics the law of diminishing

returns refers to a declining amount of extra outputs when more of a desirable input is added to an

economic situation.

3. Unethical Manipulation of People: A significant concern about organizational behavior is that

its knowledge and techniques can be used to manipulate people unethically as well as to help them

develop their potential. People who lack respect for the basic dignity of the human being could learn

organizational behavior ideas and use them for selfish ends. They could use what they know about

motivation or communication in the manipulation of people without regard for human welfare.

\

MEANS TO OVERCOME THE LIMITATIONS

1. Remember that your managerial actions have implications at one or more levels of OB:

individual, interpersonal, group, inter group, and whole system. Therefore, try to increase your skills

by predicting the results and monitoring the consequences of your decisions

2. Discipline yourself to read at least one item from the literature in OB theory, research, and

practice each month. Search for applications from each.

3. Create an inventory of the observed differences you see across your employees. Then state the

implications of those differences (how will you treat them based on what you know about them).

4. Identify the ethical issues you face. Share these with your employees so that they understand

them.

5. Analyze the organizational results you are currently responsible for. Identify which of the major

contributing factors (knowledge, skill, attitude, situation, or resources) is most under your control,

and develop a plan for improving that one.

6. Examine a potential change you are considering making. Identify its costs and benefits, both

direct and indirect, and use that information to help determine your decision.

7. When an employee problem or issue emerges, discipline yourself to focus briefly on describing

the undesirable behavior before attempting to understand it or change it.

25


8. Force yourself to take a systems approach to organizational problems, by rigorously

differentiating the consequences of actions as positive versus negative, intended versus unintended,

and short-term versus long-term.

9. As your study of OB progresses, create an inventory of your favorite behavioral concepts and

practices. They caution you to avoid becoming overly biased in favor of these approaches,

10. When the pressure for rapid solutions to complex problems rises, resist the tendency to search

for “quick fixes”.

CHALLENGES AND OPPORTUNITIES FOR ORGANIZATIONAL BEHAVIOR

Understanding organizational behavior has never been more important for managers. Consider some of the

dramatic changes now taking place in organizations:

• Workers represent a large range of cultures, races and ethnic groups.

• The "war on terror" has brought to the forefront the challenge of working with and managing

people during uncertain times.

• The typical employee is older.

• More women are in the work place.

• Global competition requires employees to become more flexible and to learn to cope with rapid

change.

• Corporate downsizing and the heavy use of temporary workers are severing the bonds of loyalty

that historically tied many employees to their employer.

1. Responding to Globalization: Organizations are no longer constrained by national borders, like

McDonald, KFC, nokia etc.

a. Increased Foreign Assignment: Now firms are operating across the international borders, and

thereby managers need to manage different situations.

b. Working with People from Different Cultures: In an organization, People from different

cultures work together both at home and abroad. Managers need to understand these cultural

differences to manage them.

26


c. Coping with Anticapitalism Backlash: Capitalism’s focus on efficiency, growth, and profits

may be generally accepted in USA, Australia and Hong Kong, but these capitalistic values are not

nearly as popular in places like France, the Middle East, and the Scandinavian countries.

d. Overseeing Movement of Jobs to Countries with Low-Cost Labor: Minimum wages set by the

regulating authorities in advanced countries impedes competitions with under developing countries.

E. Managing People during the War on Terror: Surveys Suggest that fear of terrorism is the

number-one reason business travelers have cut back on their mps. However, travel is not the only

concern.

2. Managing Workforce Diversity: Work force diversity means that organizations are becoming a more

heterogonous mix of people in terms gender, age, ethnicity, and sexual orientation. A diverse work force, for

instant, includes women, people of color, the physically disabled, senior citizens, and gays and lesbians.

a. Embracing Diversity: We use to take a melting-pot approach to differences in organizations,

assuming that people who were different would somehow automatically want to assimilate.But, we

now recognize that employee do not set aside their cultural values, lifestyle preferences, and

differences when they come to work.

b. Changing Demographics: Some demographic trends transforming the work force all over the

world. The in USA increase in women work force is one of the best examples.

3. Improving Quality and Productivity: Today’s managers understand that the success of any effort made

to improve quality and productivity must include their employees. These employees not only will be a major

force in carrying out changes but increasingly will actively participate in planning those changes. OB offers

important insights into helping managers work through these changes.

4. Improving Customer Service: Today, the majority or employees in developed countries work in service

jobs. For instance, 80 percent of the U.S. labor force is employed in service industries. In the United

Kingdom, Germany, and Japan the percentages are 69, 68, and 65, respectively.

5. Improving People Skills: It is to demonstrate the importance of people’s skill on managerial

effectiveness.

6. Stimulating Innovation and Change: Today's successful organizations must foster innovation

and master the art of change or they'll become candidates for extinction. Victory will go to the

organizations that maintain their flexibility, continually improve their quality; anti beat their

competition to the market place with a constant stream of innovative products and services.

27


7. Coping with Temporariness: With change comes temporariness. Globalization expanded

capacity, and advances in technology have combined in recent rears to make it imperative that

organizations be fast and flexible if they are to survive. The result is that most managers and

employee today work in a climate best characterized as temporary.

8. Helping Employees Balance Work-Life Conflicts: In the 1960s and 1970s, employee typically

showed up at the workplace Monday through Friday and did their job in eight or nine-hour chunks

of time. The work place and hours were clearly specified. That is no longer true for a large

segment of today's workforce.

9. Improving Ethical Behavior: In an organizational world characterized by cutbacks,

expectations or increasing worker productivity. and tough competition in the marketplace, it's not

altogether surprising that many employees feel pressured to cut comers, break rules, and engage in

other forms of questionable practices.

COMING ATTRACTIONS: DEVELOPING AN ORGANIZATIONAL BEHAVIOR MODEL

An Overview

A model is an abstraction of reality, a simplified representation of some real- world phenomenon. A

mannequin in a retail store is a model. So, too, is the accountant’s formula Assets+ Liabilities= Owners’

Equity.

1. The Dependent Variables: A dependent variable is the key factor that you want to explain or predict and

that is affected by some other factor. What are the primary dependent variables in OB.? Scholars have

historically tended to emphasize productivity, absenteeism, turnover, and job satisfaction. More recently, two

more variables- deviant work-place behavior and organizational citizenship behavior- have been added to this

list.

28

Asset + Liabilities = Owners Equity


a. Productivity: An organization is productive is productive if it achieves its goals and does

so by transferring inputs to outputs at the lowest cost. As such, productivity implies a concern for

both effectiveness and efficiency. A hospital, for example is effective when is successfully meets the

needs of its clientele.

b. Absenteeism: Absenteeism is defined as the failure to report to work. Absenteeism is a huge cost

and disruption to employers. For instance, a recent survey found that the average direct cost to U.S.

c. Turnover: Turnover is the voluntary and involuntary permanent withdrawal from an

organization. A high turnover rate results in increased recruiting, selection, and training costs. What

are those costs.?

d. Deviant Workplace Behavior: Given the cost of absenteeism and turnover to employers, more

OB researchers are studying these behaviors as indicators or markers of deviant behavior.

Deviance can range from someone playing his music too loudly to violence. Managers need to

understand this wide range of behaviors to address any form of employee dissatisfaction.

e. Organizational Citizenship Behavior: Organizational Citizenship Behavior (OCB) is

discretionary behavior that in not part of an employee’s formal job requirements but that nevertheless

promotes the effective functioning of the organization. Successful organizations need employees who

will do more than their usual job duties- who will provide performance that is beyond expectations.

In today’s dynamic workplace, where tasks are increasingly done in teams and where flexibility is

critical. organizations need employees who will engage in “ good citizenship” behaviors such as

helping others on their team, volunteering for letter of rules and regulations, and gracefully

occasional work-related impositions and nuisances.

f. Job Satisfaction. The final dependent variable we will look at is job satisfaction, which we define

as a positive feeling about one’s job resulting from an evaluation of its characteristics, Unlike the

previous five variables job satisfaction represents an attitude rather than a behavior. Why then, has it

become a primary dependent variable?

2. The Independent Variables: What are the major determinants of productivity, absenteeism, turnover,

deviant workplace behavior, OCB, and job satisfaction.? Our answer to that question bring us to the

independent variables. As independent variable is the presumed cause of some change in a dependent

variable.

29


a. Individual-Level Variables: It has been said that “ managers, unlike parents, must work with

used, not new, human beings- human beings whom others have gotten to first. “56 when individuals

enter an organization, they are a bit like used cars. Each is different.

b. Group-Level Variables: The behavior of people in groups is more than the sum total of all the

individuals acting in their own. The complexity of our model is increased when we acknowledge that

people’s behavior when they are in group is different from their behavior when they are alone.

Therefore, the next step in the development of an understanding of OB is the study of group

behavior.

c. Organization System-Level Variables: Organizational behavior reaches its highest level of

sophistication when we add formal structure to our previous knowledge of individual and group

behavior. Just as groups are more than the sum of their individual members, so are organizations

more than the sum of their member groups.

The design of the formal organization; the organization’s internal culture; and the organization’s

human resource policies and practices (that is, selection processes, training and development

programs, performance evaluation methods) all have an impact on the dependent variables.

d. Toward a Contingency OB Model: Our final model is shown in Exhibit 1-8 shows the six

dependent variables and a large number of independent variables, organized by level of analysis, that

research indicates have varying effects on the former. As complicated as this model is, it still doesn’t

do justice to the complexity of the OB subject matter. However, it should help explain why the

chapters in this book are arranged as they are and help you to explain and predict the behavior of

people at work.

CONCLUSION

Human and organization are very charley related to each other. people satisfy the organization through

producing foods and providing services, and organization satisfies people through fulfilling their needs.

Organization behavior is full of challenge. It has many advantages with the limitation. A good manager needs

to understand the subject matter, identify their needs and move towers a win-win situation.

30


31

1. Define organization, behavior and

organizational behavior.

2. What are the objectives of OB? State the

goals of OB.

3. Why do we need to study OB?

4. What are the functions of OB?

5. Discuss the key forces of OB.

6. Write down the fundamental concepts of

OB.

7. Discuss the characteristics of an

organization.

8. Why do we need to understand an

organization?

9. What are the fields of OB?

10. What are the key elements of OB?

11. Briefly discuss the model of OB.

12. Do you find any relations between O

and other fields of study? Discuss.

13. What are the laws that are interrelated

with OB?

14. Discuss regarding the unethical

manipulation of people.

15. Write down the limitations of OB and

means to overcome the same.

16. What are the challenges do we need to

face in regards to OB?

17. What are the opportunities left in OB?

18. Suppose you are an organizational

behaviorist. What are the components would

you consider to understand the human

behavior of an organization?

QUESTIONS


BIBLIOGRAPHY

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CASE STUDY

NATIONAL CADET CORPS (NCC) – A BOON FOR SOCIAL DEVELOPMENT

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National Cadet Corps (NCC) is a national organization

having junior wing and senior wing both for girls and

boys. Junior wing NCC is meant for secondary school

level and senior wing is applicable for college

students. The objective of NCC organization is to

inculcate discipline for the youth of our nation. An

Army Officer of the rank of Lt General called Director

General (DG) heads NCC organization at national

level. The organization has a vast network at each

state level headed by an officer of the rank of

Brigadier known as Deputy Director General (DDG)

of a particular state. In every state there are numbers

of Group Headquarters located at important cities

depending upon school and college density and

compositions. Under Group Headquarters there are

number of NCC Battalions (Boys/ Girls). Number of

battalions in each Group Headquarters varies

depending upon the size of the area. In the same

fashion, number of groups under a DDG varies. NCC

is applicable to all school/ college going children. It is

voluntary organization in nature. DDGs, group

commanders and battalion commanders organize

various events round the year. These are as under:

(a) Participation in professional training that includes

the following:

– Weapon training, including firing or rifles, sten

guns, light machine guns.

– Drill.

– First aid training in various contingencies.

– Basic field craft and guard duties.

– Basic battle craft at a level of a section (section

comprises of ten men)

(b) Organization of training camps where teamwork,

comradeship, cooperation and events mention in

above are practiced. The training camps are generally

of the duration of two weeks. Such camps are held

twice a year.

(c) After completion of two and four years of training,

B certification and C certificates respectively are

awarded to the cadets. The certificates have preference

for admission to various professional courses like

medicine. It also has a weightage for government jobs.

A person having C certificate need not appear in the

written examination conducted by UPSC for

commissioned officers of the defence services which

is a major concession. Such students have to face

Service Selection Boards direct, for selection in the

defence services as commissioned officers.

(d) Individual having C certification (which is

achieved after four years of NCC training) gets six

months seniority in defence services.

(e) NCC is considered as one of the best organizations

of our country. The organization has produced better

citizens. During the course of the attachment, the

cadets are given full NCC kit. Refreshment is

provided during parade days (twice a week). The

cadets are provided meals, transportation and medical

facility. The training in the organization is a costly

affair to the exchequer of the state government. NCC

officers have to interact with civil administration at

National Cadet Corps is an paramilitary force

organization. Obviously, it is a well-established

organization with a balanced work force structure. It’s

aim is to train the young people and make them join in

different arms forces. To attract them, it offered many

facilities that are really needed by the young

generations. It paid due considerations both ob

effective external and internal environment.

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state level, district level, and with principals/ directors

of the colleges. They have to deal with local

population, medical authorities, RTO and all agencies

related with civil administration. This involves

advance planning, good communication and inter-

personal relationship. Social, cultural and ethnic

activities are promoted in the NCC. Annual training

camps are held at state or national level. Cadets,

develop friendship with various individuals and learn

to live in a community environment during training

camps. NCC covers land, air and naval branches and

all cadets are put through training in the skill

development of respective wings.

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OB Final 28 Jun

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