ORGANISATION BEHAVIOUR

“Organisation Behaviour is concerned with the study

of what people do in an organisation and how that
behaviour affects the performance of the organisation.”
(Robbins: 1998,9)
OB studies what people do in an
organization and how that behavior
affects the performance of the
organization.
 Introduction

•Organizations are much more than only a means for

providing goods and service
•They create the settings in which most of us spend our
lives
•They have profound influence on employee behavior
The core 21st century qualities
needed to create the ideal work
atmosphere begin with intelligence,
passion, a strong work ethic, and a
genuine concern for people.
Diversity Implications
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 The Origins of Management

Frederic W. Taylor’s Henri Fayol’s Classical

Scientific Management Management
Principles Principles
Taylor’s Scientific Management Principles

•Develop a science for each element of an

employee’s work
•which replaces the old rule-of-thumb method
•Scientifically select and then train, teach, and
develop the worker
•whereas in the past a worker chose the work to do and
was self-trained
 Taylor’s Four Scientific Principles:

•Scientifically study each part of a task and develop the best

method for performing the task.
•Carefully select workers and train them to perform the task by
using the scientifically developed method.
•Co-operate fully with workers to ensure that they use the
proper method.
•Divide the work and responsibility so that management is
responsible for planning work methods using scientific
principles and workers are responsible for executing the work
accordingly.
 Fayol’s Classical Management Principles

1.Activities of business divided into six functions, namely,

technical, commercial, financial, security, accounting,
and managerial.
2.He focused attention on the managerial function and
subdivided it into six groups, forecasting, planning,
organizing, coordinating, commanding and controlling
3.He devised fourteen principles of management.
 Scope of OB

lOB is the study of human behaviour at work in organizatons.

lAccording to scope of OB it includes study of;

1)Individuals
2)Groups
3)Organizational Structures
 Individual
lOrganization are a association of individuals.
lIndividuals differ in many aspect, they include;

lPersonality, Attitude, Perception, Learning and

Motivation.
 Groups

lAn organization is a collection of people who work

together to achieve individual and organizational
goals
lGroup is a collection of two or more Individuals to

achieve common goals

lGroups include; leadership, power, group

conflicts, group dynamics.

 Organizational Structure
lOrganizational Structure refers that how the work
of individuals and teams within and organization is
coordinated
lIt is a valuable tool in achieving coordination, as it

specifics reporting and relationships and

describes how separate actions of individuals are
linked together.
lOrganizational structure includes; organizational

culture, organizational change, and organization

development.
1. Improving quality and productivity
More and more managers are confronted with the challenge of having to improve their
organisations productivity and the quality of their products and services.
In improving quality and productivity, they are implementing programmes like TQM
and Business Process Reengineering (BPR)

2. Improving people skills/interpersonal skills
OB gives the manager the opportunity to completely exercise insight in behaviour,
how to alter the behaviour and generally improve interpersonal skills
The subject matter of OB helps both practicing managers as well as potential
managers to develop skills that can be used on the job
3. Managing workforce diversity
Workforce diversity has important implication for management – managers will need
to shift their philosophy form treating everyone alike to recognizing differences and
responding to them in ways that will ensure employee retention and greater
productivity.
4. Responding to Globalization
The world today is continuous becoming global village. Organisations no longer
constraint themselves to national boarders.
OB provides us with fundamental concepts to enable us focus on how cultural
differences might require managers to modify their managerial practices
5. Empowering people
Managers are empowering employees; they are putting employees of
what to do.
They have to learn how to give up control and employees have to learn
how to take up responsibility for their work.
6. Stimulating innovativeness and change
This implies that today successful organisations must foster innovation
and master the art of change, or they become extinct.
Victory will go to organisation that maintain flexibility, continually
improve quality and beating competition in the market place
7. Coping with temporariness
Today change is an ongoing activity for most managers.
Managing in the past could be characterized by long periods of stability, interrupted
occasionally by short periods of change.
But managing today could be described as long period of on going change, interrupted
occasionally by short periods of stability
The world that most managers and employees face today is that of permanent
temporariness.
There is permanent change in the jobs themselves, so workers need to continuously
update their knowledge and skills to perform new jobs requirements
Today managers and employees must learn to cope with temporariness. They have to
live with flexibility and unpredictability.
8. Dealing with employees’ loyalty
Today, organisations seek to be lean, and mean by closing down operations, moving to
low cost regions, closing the less profitable branches, and eliminating entire levels of
managing and replacing permanent employees with temporary ones.
These kinds of changes result in a decline of employee loyally. Employees perceive
that their employers are less committed to them and as a result, they result to being
committed to their employer
The manager therefore is to devise ways to motivate workers who feel less committed
to their employers, but at the same time maintain organizational global competitiveness
9. Improving Ethical Behaviours
Organisations today are characterized by cut backs, expectations of
improving workers productivity and tough competition in the market
place.
Due to there pressures, employees feel pressured to cut corners, break
roles, and engage in other forms of questionable practices could also be
contracted to give guidance to employees
Today managers need to create an ethically healthy climate, living by
example, for employees where they can do their work productively and
confront minimal degree of ambiguity regarding what constitutes right
and wrong behaviour.