Organizational behavior

Organizational behavior

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  ORGANIZATIONAL BEHAVIOR
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  OUTLINE  Definition ofOrganizational behavior  Origin of Organizational behavior  Theoretical frameworks  Importance of Organizational behavior  Conclusion
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  DEFINITION  OB canbe defined as the understanding, prediction and management of human behavior in organizations.  Luthans,2010,p.20.  OB is concerned with “The study of the structure, functioning and performance of organizations and the behavior of groups and individuals within them.”  Pugh,(1971)
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  ORIGIN OF OB Industrial Evolution  F.W.Taylor-(1916) – scientific management  Henry Fayol-(1916)-Principles of governing behavior  Elton Mayo-(1920)- Hawthrone’s experiments  Peter Drucker-(1909-2005)- Modern management,Innovation
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  THEORETICAL FRAMEWORK FOR ORGANIZATIONBEHAVIOR  Cognitive Framework  Behavioristic Framework  Social Learning Framework
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  COGNITIVE FRAMEWORK  Thisframework was introduced by the “Edward Tolman”  Cognition means the mental action or process of acquiring knowledge and understanding thought, experience and the senses.  Behavior is purposive (directed towards a purposes or goal)  Learning consists of the expectancy that particular event will leads to particular consequence.
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  BEHAVIORISTIC FRAMEWORK  Thisframework developed by Ivan Pavlov and J.B.Wotson  Study learning by focusing on observable events, both environmental and behavioral.  OB can be explained with help of Stimulus and Responses.  Behavioristic framework classical conditioning theory operant condition theory (B.F.Skinner)
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  SOCIAL COGNITIVE FRAMEWORK Thetheory explains human behavior in terms of continuous reciprocal interaction among cognitive, behavioral and environmental influences. Luthans, Fred (2005), Organizational Behavior, 10th Edition, McGraw-Hill
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  IMPORTANCE OF OB Skill improvement  Employee motivation  Understand the nature of employee  Efficiency and effectiveness  Better environment of organization Luthans, Fred (2005), Organizational Behavior, 10th Edition, McGraw-Hill
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  … Conclusion
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  REFERENCES  Bandura, A.,& Adams, N. E. (1977) Analysis of self- efficacy theory of behavioral change. Cognitive Therapy and Re- search, 1, 287-308.  Kotter, J. P. (1982) What effective general managers really do. Harvard Business Review, 60(6), 156-167.  LexingtonL. M. (1979) Application of social learning theory to training supervisors through behavioral modeling. Journal of Applied Psychology, 64, 239-246.  Lazarus, R. S., & Folkman, S. (1984) Stress, appraisal, and coping. New York: Springer.  Lent, R. W., & Hackett, G. (1987) Career self-efficacy: Empir- ical status and future directions. Journal of Vocational Be- havior, 30, 347-382.
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  THANK YOU!