Organizational Behaviour Syllabus
Unit I
1. Concept of Organizational Behaviour
Organizational Behaviour (OB) is the study of how individuals and groups act within the
workplace or organization. This field examines the impact that individuals, groups, and
structures have on behavior within organizations to apply this knowledge towards improving
an organization's effectiveness.
Example, if a company notices a high turnover rate, OB principles might be used to analyze
the work environment, employee satisfaction, and organizational culture to identify and
address the underlying issues.
2. Models of Organizational Behaviour
There are several models of OB that help to explain how managers can motivate and
manage their employees effectively:
- Autocratic Model:
This model is based on power and authority, where the manager makes decisions
unilaterally. Employees are expected to follow orders without questioning. This model may
lead to quick decision-making but can also result in low employee morale and high turnover.
Example: A factory manager enforces strict rules and closely supervises employees to
ensure compliance, leading to quick decision-making but possibly low morale.
- Custodial Model:
This model emphasizes providing economic security and benefits to employees to ensure
their loyalty and motivation. It assumes that satisfied employees are more productive.
Companies using this model offer extensive benefits like healthcare, retirement plans, and
job security.
Example: A tech company offers comprehensive health benefits and retirement plans to
retain employees.
- Supportive Model:
Focuses on leadership and the support of employees. Managers provide resources and
support to help employees achieve their goals, leading to higher motivation and job
satisfaction. This model encourages managers to be approachable and supportive.
Example: A manager regularly meets with team members to provide feedback and support,
boosting morale and productivity.
- Collegial Model:
Emphasizes teamwork and partnership between employees and managers. It fosters a
collaborative work environment where everyone works together and shares responsibility.
This model is common in organizations that value creativity and innovation.
3. Perception
Perception is the process through which individuals interpret what they see, hear, and feel to
form a clear view of their environment. In the workplace, perception can significantly affect
behavior and decision-making. Factors influencing perception include the perceiver’s
attitudes, motives, interests, past experiences, and expectations.
Example, an employee's perception of fairness in the workplace can impact their motivation
and job satisfaction. Misperceptions or biases can lead to misunderstandings and conflicts.
Therefore, managers need to be aware of how their actions and decisions are perceived by
their employees and work towards maintaining transparency and open communication.
4. Attribution Theory
Attribution theory is about how people figure out why things happen, especially why people
behave the way they do. It looks at two types of explanations
- Internal Attributions:
These are reasons related to someone's personality or character.
Example: If someone is late to a meeting, you might think they are lazy or disorganized.
- External Attributions:
These are reasons related to outside circumstances or situations.
Example: If someone is late to a meeting, you might think there was heavy traffic or an
emergency.
Understanding attribution can help managers in providing appropriate feedback and support
to employees. By recognizing the underlying reasons for behavior, managers can address
issues more effectively and foster a supportive work environment.
Unit II
1. Attitude
An attitude is a way people think and feel about something, just like an object, person, event,
or situation. It shows whether they like or dislike it.. Attitudes reflect a person's overall
evaluation, which can range from positive to negative, and influence how they think, feel, and
behave in relation to the object of their attitude.
- Cognitive Component:
This component involves the beliefs and thoughts that individuals hold about the object of
their attitude. It reflects their understanding and perceptions of the entity based on
information and past experiences.
Example, in the context of an employee's attitude towards their job, the cognitive component
might include beliefs about the job's challenges, rewards, responsibilities, and overall
significance.
- Affective Component:
The affective component involves the emotional responses or feelings that individuals
experience towards the object of their attitude. It reflects the emotional aspect of the
evaluation, such as liking, disliking, excitement, enthusiasm, or indifference.
Using the same example, an employee's affective component of attitude towards their job
might include feelings of happiness, satisfaction, pride, or frustration.
- Behavioral Component:
This component pertains to the way attitudes influence individuals' actions or behaviors in
relation to the object of their attitude. It reflects the observable manifestations of the attitude
through actions, decisions, and interactions.
For instance, an employee who holds positive attitudes towards their job is more likely to
exhibit behaviors such as punctuality, dedication, enthusiasm, and willingness to go the extra
mile in performing their tasks effectively. andUnderstanding employees’ attitudes can help
managers create a more positive work environment and address issues that may lead to
dissatisfaction and poor performance.
2. Personality
Personality refers to the unique and stable patterns of behavior, thoughts, and emotions
shown by individuals. Personality influences how people react to different situations and
behave with others. Major theories of personality include:
- Trait Theory:
Suggests that personality is composed of broad characteristics, qualities, such as openness,
conscientiousness, extraversion, agreeableness, and neuroticism. These qualities are
consistent over time and across different situations.
Example: An employee who scores high on conscientiousness is likely to be organized and
reliable.
- Psychoanalytic Theory:
Developed by Freud, this theory emphasizes the influence of the unconscious mind and
childhood experiences on personality.
Example: A manager may use psychoanalytic theory to understand an employee's deep-
seated motivations.
- Humanistic Theory:
Focuses on personal growth and self-actualization. Prominent theorists include Carl Rogers
and Abraham Maslow.
Example: A company might implement personal development programs to help employees
reach their full potential.
3. Learning
Learning is the process through which individuals acquire new knowledge, skills, attitudes, or
behaviors. There are several theories of learning relevant to organizational behavior:
- Classical Conditioning:
learning where we learn to associate two things together. One thing is something that
naturally makes us react in a certain way, like food making us feel hungry. The other thing is
something new, like a sound or a sight. By repeating them together, the new thing can start
to make us react in the same way, even without the first thing being there.
Example: Employees associate a particular sound with the start of a meeting.
-Operant Conditioning:
Operant conditioning is a type of learning where we learn from the results of our actions. If
something good happens because of what we do, we're likely to do it again. If something bad
happens, we're less likely to repeat that action. It's like learning from the consequences of
our behavior.
Example: A sales representative receives a bonus for exceeding targets.
-Social Learning:
Social learning is when we learn by watching others. It's like picking up skills or behaviors by
observing what other people do. So, if you see someone doing something cool or getting
rewarded for their actions, you might want to try it too. It's learning from the people around
us.
Example: New employees learn proper customer service techniques by watching
experienced colleagues.
4. Motivation
Motivation refers to the processes that account for an individual's intensity, direction, and
persistence of effort toward attaining a goal. Key theories of motivation include:
- Maslow's Hierarchy of Needs::
Suggests that individuals are motivated by a hierarchy of needs, starting with physiological
needs and moving up to self-actualization.
Example: A company provides competitive salaries to meet employees' basic needs and
offers career development opportunities to fulfill higher-level needs.
- Herzberg's Two-Factor Theory:
Differentiates between hygiene factors (which prevent dissatisfaction) and motivators (which
encourage job satisfaction).
Example: Ensuring a safe working environment (hygiene factor) while also offering
recognition and challenging work (motivators).
- McGregor's Theory X and Theory Y:
Describes two contrasting views of workers. Theory X assumes employees are inherently
lazy, while Theory Y assumes employees are self-motivated.
Example: A Theory Y manager might delegate more responsibility to employees, believing
they will take initiative.
Unit III
1. Leadership
Leadership is the ability to influence a group toward the achievement of a vision or set of
goals. Effective leadership requires various skills, including communication, motivation, and
problem-solving. Leadership styles can vary from autocratic, where decisions are made by
the leader alone, to democratic, where decision-making is shared among group members.
Example: A transformational leader inspires employees to exceed their own interests for the
good of the organization.
2. Leadership Styles in Indian Organizations
Leadership styles in Indian organizations are influenced by cultural factors. Common styles
include paternalistic leadership, where leaders take a fatherly approach to managing
employees, and transformational leadership, which focuses on inspiring and motivating
employees.
Example: In many traditional Indian companies, leaders act as mentors and protectors,
taking personal interest in employees' well-being.
3. Analysis of Interpersonal Relationship
Interpersonal relationships in the workplace involve the interactions and connections
between individuals. These relationships can impact job satisfaction, productivity, and overall
workplace harmony. Effective interpersonal relationships are built on trust, respect, and good
communication.
Example: A positive relationship between a manager and their team can lead to improved
collaboration and job performance.
4. Group Dynamics
Group dynamics refer to the behavioral and psychological processes that occur within a
social group or between social groups. Understanding group dynamics can help in managing
teams effectively, resolving conflicts, and improving overall group performance.
Example: In a project team, understanding the roles and interactions of team members can
help a manager facilitate better cooperation and task completion.
5. Foundations of Group Behaviour
Foundations of group behavior include concepts like group roles, norms (Rules), status, size,
and cohesiveness (How closely connected and united). These factors influence how groups
function and perform.
Example: A cohesive team with clear norms and roles is likely to be more productive and
satisfied with their work.
6. Group Structure
Group structure refers to the way a group is organized, including the roles and relationships
between members. A well-structured group has clear roles, responsibilities, and
communication channels.
Example: In a well-structured project team, each member knows their specific tasks and how
they contribute to the overall project goals.
7. Group Decision Making
Group decision making involves multiple individuals coming together to analyze problems,
consider alternatives, and choose a solution. This process can benefit from diverse
perspectives but may also be subject to issues like groupthink.
Example: A brainstorming session in a marketing team helps generate creative ideas for a
new campaign.
8. Group Cohesiveness
Group cohesiveness is how much the members of a group stick together, support each other,
and work well together to reach common goals. When a group has high cohesiveness, its
members feel connected and valued, leading to better teamwork, higher productivity, and
greater satisfaction. In cohesive groups, people are more likely to help each other,
communicate effectively, and stay committed to the group's objectives.
Example: A highly cohesive sports team works well together and supports each other,
leading to better performance.
9. Formal and Informal Groups
Formal groups are officially designated by the organization to achieve specific goals, while
informal groups form naturally among employees based on personal relationships and
common interests.
Example: A project team assigned by management (formal group) versus a group of
colleagues who regularly have lunch together (informal group).
10. Group Processes
Group processes refer to the patterns of interactions that emerge as group members work
together. These processes include communication, decision making, conflict resolution, and
leadership.
Example: Effective communication and conflict resolution processes can enhance the
performance and satisfaction of a project team.
11. Dysfunctional Groups
Dysfunctional groups are characterized by poor communication, unresolved conflicts, lack of
trust, and ineffective leadership. These issues can lead to low morale and productivity.
Example: A team where members frequently argue and undermine each other is likely to be
dysfunctional and ineffective.
12. Punctuated Equilibrium Model
The punctuated equilibrium model is a theory that explains how groups develop and change
over time. According to this model, groups experience long periods of stability where little
changes in behavior and performance occur. These stable periods are interrupted by short,
sudden bursts of significant change and increased productivity. This model helps explain why
some groups may work at a same speed for a while and then suddenly become very
productive when a deadline approaches or when they reassess their goals and strategies. It
highlights the importance of critical moments or "punctuations" in the life of a group that can
lead to rapid transformation and progress.
Example: A team may work steadily on a project but exhibit a sudden increase in activity and
output as the deadline approaches.
Unit IV
Concept of Power
Power in an organization refers to the ability to influence the behavior, decisions, and actions
of others. It is a fundamental aspect of organizational dynamics, enabling individuals to
achieve objectives and drive the organization's success.
Sources of Power
Interpersonal Power
Interpersonal power arises from personal interactions and relationships within an
organization. This type of power is based on personal attributes, social skills, and the ability
to influence others through direct and indirect interactions.
- Reward Power:
The ability to give or withhold rewards, such as bonuses, promotions, or desirable
assignments.
- Coercive Power:
The capacity to enforce compliance through threats or actual punishment.
- Expert Power:
Power stemming from possessing specialized knowledge or skills that are valued by the
organization.
- Referent Power:
Based on personal qualities or relationships, where others follow because they admire, like,
or respect the individual.
Structural Power
Structural power comes from an individual's formal position within the organizational
hierarchy and the control over resources, processes, and systems.
- Decision Making:
Derived from a formal position or role within the organization, such as a manager or
executive.
- Knowledge:
Knowledge refers to the formal and systematic control of information, expertise, and
organizational learning processes. This type of power is embedded in the organization’s
structure and can be leveraged by individuals or departments that manage critical knowledge
areas.
Distinctive Between Power, Authority, and Influence
Power is the overall ability to influence others and get things done. It can come from various
sources and is not always tied to a formal position.
Authority is the formal right to make decisions and command others, granted by the
organization’s hierarchy. It is a subset of power that comes with a specific role or title.
Influence is the ability to affect the behavior, decisions, or thinking of others. It can be a result
of power and authority but also stems from personal relationships, expertise, and charisma.
Political Implications of Power
Power
Power in an organization is the capacity of an individual or group to influence others and
control resources to achieve their goals. It plays a critical role in shaping decisions and
driving the organization's direction. The implications of power include:
1. Decision-Making: Individuals with power often have a significant influence on
organizational decisions, determining policies, strategies, and the allocation of resources.
2. Resource Control: Power allows individuals to control access to valuable resources such
as information, funding, and personnel, which can be used to support their agendas.
3. Behavior Influence: Those in power can shape the behavior and attitudes of others
through rewards, punishments, and persuasive communication.
Politics
Organizational politics involves activities aimed at improving personal or organizational
interests. It often involves the use of power in strategic ways to navigate the complexities of
the organization. The political implications of power include:
1. Forming Alliances: Building networks and coalitions with others to consolidate power and
achieve common objectives. Alliances can provide support, share resources, and increase
influence.
2. Controlling Information: Managing the flow of information to influence perceptions and
decisions. Controlling information can create advantages in negotiations and decision-
making processes.
3. Networking: Developing relationships with key stakeholders inside and outside the
organization. Networking can provide access to critical information, resources, and
opportunities for career advancement.
Organizational politics can have both positive and negative effects. Positive effects include
improved decision-making and innovation through diverse perspectives and ideas. Negative
effects can include conflicts, reduced morale, and a toxic work environment if politics are
used for personal gain at the expense of others or the organization.
Dysfunctional Uses of Power
When power is used inappropriately, it can harm the organization and its members.
Examples of dysfunctional uses of power include:
1. Bullying: Using power to intimidate or coerce others into compliance.
2. Manipulation: Deceptively influencing others to achieve personal gain.
3. Threats: Using the possibility of punishment to control behavior.
These behaviors can lead to a toxic work environment, reduced morale, and decreased
productivity.
Causes of Stress
Stress in the workplace can be caused by several factors:
1. Workload: Having too many tasks or high pressure to perform.
2. Unclear Role: Unclear job responsibilities and expectations.
3. Role Conflict: Conflicting demands from different sources within the organization.
4. Lack of Control: Limited autonomy over how to perform one’s job.
5. Interpersonal Relationships: Conflicts or poor relationships with colleagues and
supervisors.
Managing Stress
Effective stress management strategies include:
1. Time Management: Prioritizing tasks and organizing time effectively to reduce overload.
2. Support Systems: Building a network of supportive colleagues, friends, and family.
3. Relaxation Techniques: Engaging in activities like deep breathing, meditation, or exercise
to alleviate stress.
4. Professional Help: Seeking counseling or therapy for severe stress.
5. Organizational Changes: Improving job roles, enhancing communication, and providing
resources to support employee well-being.
Unit V
1. Knowledge Management
Knowledge management involves the systematic management of an organization's
knowledge assets for creating value and meeting tactical and strategic requirements. It
includes initiatives, processes, strategies, and systems that sustain and enhance the storage,
assessment, sharing, refinement, and creation of knowledge.
Example: A company implements a knowledge-sharing platform where employees can
access and contribute to a repository of best practices and expertise.
2. Emotional Intelligence
Emotional intelligence (EI) is the ability to recognize and manage one's own emotions and
the emotions of others. High EI contributes to better teamwork, communication, and conflict
resolution.
Example: A manager with high EI can effectively handle a team member's frustration, turning
a potential conflict into a productive discussion.
3. Organizational Change
Organizational change refers to the process by which organizations move from their present
state to some desired future state to increase their effectiveness. Managing change involves
preparing, supporting, and helping individuals, teams, and organizations in making
organizational changes.
Example: A company undergoing digital transformation needs to manage employee training
and adaptation to new technologies.
4. Conflict
Conflict in organizations arises from differences in values, goals, or interests among
individuals or groups. While conflict can be disruptive, it can also lead to positive outcomes if
managed constructively. Effective conflict management involves identifying the underlying
causes and finding mutually beneficial solutions.
Example: Two departments with conflicting goals might engage in a facilitated negotiation to
find a solution that satisfies both sides.
5. Grievance
A grievance is a formal complaint raised by an employee against their employer due to
perceived unfair treatment. Organizations typically have grievance procedures to address
and resolve such issues fairly and promptly.
Example: An employee files a grievance after being denied a promotion they believe they
deserved, and the organization investigates the claim and provides a resolution.
