Introduction to Human

Behaviour in Organization

People are Important for

organizations
Motivated employees can make a significant
difference to the company's bottom line in terms
of bringing in new orders, meeting customer
needs, developing new products and performing
heroic efforts to achieve a company goal,"
According to the American Society for Training
and Development (ASTD): A high-knowledge,
multi-skilled workforce is the most important
competitive resource available to organizations
today

Putting
Putting People
People First
First
People are the key.. Sam Walton
People are the greatest asset.Jack Welch
Employee first, customer secondVineet Nayar

The inventory, the value of my company, walks out

the door every evening. Bill gates
People are definitely a companys greatest asset. It
doesnt make any difference whether the product is
cell phones or cars or cosmetics. A company is
only as good as the people it keeps..Anil Ambani

Successful organizations put their people first ..

Google, Federal Express, HP, TATA Group

Federal Express, from its inception, has put its
people first both because it is right to do so and
because it is good for business as well.

Frederick W. Smith Founder, Chairman & CEO, FedEx

Corporation

Over the years, FedEx had established its reputation as being

one of the most employee-friendly companies in the world
and is also credited for introducing many innovative HR
practices. The people-service-profit (PSP) philosophy
which FedEx introduced since its inception in 1973 was oneof-its-kind at the time. The formal HR policy linked
employees directly to profitability and long-term growth.

2016-India's Best Companies to

Work For
As a part of the Indias Best Companies to Work for 2016 study, about
800 organisations across industries, employee strength and revenue
brackets applied to be assessed. Over 155,119 employees were
surveyed, making it the largest survey of workplace cultures in
corporate India. As a part of this programme, the organisations were
studied under two dimensions.
First, being a unique employee-centric framework that measures the
levels of Trust, Pride and Camaraderie prevalent in an organisation.
Second, through a questionnaire seeking to understand the people
practices, philosophy and values of an organisation. In the 13th year of
assessment, Great Place To WorkInstitute, India has recognised
the 100 best workplaces that comprise of organisations across 16
industries, with employee strength varying from less than 500 to more
than 10,000, shattering the myth that organisations of certain legacy,
size or revenue are more likely to become great workplaces.

2016-India's Best Companies to

Work For
NO OF
RANK ORGANISATION

INDUSTRY

Google India Pvt. Ltd.

Information Technology | Software

American Express India

Financial Services & Insurance |

Banking/Credit Services

10,498

Ujjivan Financial Services

Pvt. Ltd.
Teleperformance India

Financial Services & Insurance

7,853

Information Technology

4,638

EMPLOYE
ES
1,683

Godrej Consumer Products Manufacturing & Production | Fast

Ltd.
Moving Consumer Goods

2,284

Hospitality | Food and Beverage Service

8,200

Marriott Hotels India Pvt.

Ltd.
SAP Labs India Pvt. Ltd.

Information Technology | Software

5,339

The Oberoi Group

Hospitality | Hotel/Resort

4,000

Lemon Tree Hotels Ltd.

Hospitality | Hotel/Resort

2,768

10

Intuit India Product

Development Centre Pvt.
Ltd.

Information Technology | Software

943

Outcomes
Companies that offer good employee benefits and
that have friendly conditions are more profitable
than those that are less people oriented.

An organization that applies good people

management practices can have

A Strong Reputation That Attracts Talent

Higher Employee Engagement
Better Retention of Key Talent
Customer Satisfaction
Better Financial Results

Research Findings
People who are satisfied with the way they are
treated on their jobs generally are more pleasant to
their co-workers and bosses and are less likely to
quit than those who are dissatisfied with the way
others treat them.
People who are carefully trained to work together in
teams tend to be happier and more productive than
those who are simply thrown together without any
definite organizational support .

Where
Where Managers
Managers Work
Work
Organization
A consciously coordinated social
unit, composed of two or more
people, that functions on a
relatively continuous basis to
achieve a common goal or set of
goals.

Management
Management Functions
Functions
Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

Leading
Leading

Management
Management Functions
Functions (contd)
(contd)
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to coordinate
activities.

Management
Management Functions
Functions (contd)
(contd)
Organizing
Determining what tasks are to be
done, who is to do them, how the
tasks are to be grouped, who reports
to whom, and where decisions are to
be made.

Management
Management Functions
Functions (contd)
(contd)
Leading
A function that includes motivating
employees, directing others,
selecting the most effective
communication channels, and
resolving conflicts.

Management
Management Functions
Functions (contd)
(contd)
Controlling
Monitoring activities to ensure they are
being accomplished as planned and
correcting any significant deviations.

Management
Management Skills
Skills
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with,
understand, and motivate other
people, both individually and in
groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.

ESSENTIAL MANAGERIAL
SKILLS
CONCEPTUAL SKILLS
The ability to solve complex problems
HUMAN SKILLS
The ability to work well with people
TECHNICAL SKILLS
The ability to perform specific tasks
Lower-level
Managers

Middle-level
Managers

Upper-level
Managers

Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)
1.
1.Traditional
Traditionalmanagement
management
Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling

2.
2.Communication
Communication
Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork

3.
3.Human
Humanresource
resourcemanagement
management
Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training

4.
4.Networking
Networking
Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

Allocation
Allocation of
of Activities
Activities by
by Time
Time

What is Organizational
Behaviour?
OB is the study of individual
and group dynamics in
organizations It investigates
the impact that individuals, groups
and structure have on behaviour
within organizations, for the
purpose of applying such
knowledge towards improving an
organization's effectiveness .

OB : Its Basic Nature

OB applies the scientific method to practical
managerial problems.
It focuses on three-level analysis
It is multidisciplinary in nature
Complements intuition with systematic study
One needs to take a contingency approach in
OB

Components of Organizational
Behaviour

The three-level analysis

The Organization

The Group

Change
Organizational culture
Decision making
Leadership

Power and politics

The Individual

Negotiation
Conflict
Communication
Groups and teams

Motivating self and others

Emotions
Values and attitudes
Perception
Personality

Basic OB
Model

Contributing Disciplines

Complements intuition with

systematic study
Intuition- A gut feeling not necessarily
supported by research
Systematic study-looking at relationships,
attempting to attribute causes and effects
and drawing conclusions based on scientific
evidence.
Evidence- based management(EBM)
complements systematic study by basing
managerial decisions on best available
scientific evidence.

There Are Few Absolutes in

OB
Contingency variables: "It Depends!!!"
Situational factors that make the main
relationship between two variables change--e.g., the relationship may hold for one condition
but not another.

X leads to Y under Z situation

Fundamental Assumptions

Individuals are different

Behaviour of an individual is caused not random
Largely individual behavior is predictable
OB believes in a whole person approach
Individuals like to be treated fairly and
respectfully
There exists mutuality of interest between
organisation and people
Organisations are part of the social systems
OB has few absolutes

Emerging Challenges in OB

Responding to economic pressure

Responding to globalization
Managing diversified workforce
Improving people skills
Customer focus
Stimulating innovation and change
Structuring organizations and work arrangements
Working in Networked organizations
Helping Employees to Balance Work &Life
Empowering people
Developing Ethical organizations
Coping with temporariness

A Downside to Empowerment?

Discuss
How can the field of OB contribute to
both the effective functioning of
organizations and to the well being of
individuals? Are these goals inconsistent?
Why or why not?
What is contingency approach and why
it is so popular in the field of OB?

 Discuss the Challenges for OB