MCA-110 Organizational Behavior

Dr. S. Suresh
Assistant Professor
Department of Computer Applications
NIT Kurukshetra

January 25, 2024 MCA110 – Organizational Behavior 1

 Course Outline
◼ Course details:
◼ MCA 2nd Semester
◼ Course Code & Name: MCA-110 Organizational Behavior
◼ No of credits: 4

◼ Instructor details:
◼ Name: Dr. S. Suresh & Dr. Anshu Parashar

◼ Contact number: 9941506562

◼ Email: suresh.selvam@nitkkr.ac.in

January 25, 2024 MCA110 – Organizational Behavior 2

 Motivation
SEMESTER – II
MCA-110: Organizational Behavior
L T P Total Credits – 4 4 0 04 Duration of Exam- 3 Hours
Course Objective: This course is designed to enhance understanding of human behavior in
organization and increase the effectiveness as a professional and leader.
Introduction: Organization as a Social Unit, Concept of Learning Organization, Field of
Organization Behavior (OB), Individual, Groups & System as building blocks, contributing
disciplines, Challenges & opportunities of OB, Historical background of OB, Hawthorne
Studies; Artificial Intelligence, Machine Learning, Cloud Computing and Social Network
usage in OB.
Individual behavior: Foundations of individual behavior, Personality: Meaning, “Big -
Five” Personality traits, Perception: Meaning, Judging Others, Impact of Information &
Communication Technology (ICT) on Human Behavior.
Learning: Meaning, Theories: Classical conditioning, Methods to shape behavior
(reinforcement, punishment, & extinction), Impact of ICT on learning.
Individual behavior in Organization- Attitudes: Components, functions, changing
attitudes, work attitudes (Job satisfaction, Organizational Commitment & Employee
Engagement), Impact of ICT on Job Behavior (Case Study).
January 25, 2024 MCA110 – Organizational Behavior 3
 Motivation
Individual behavior in Organization- Attitudes: Components, functions, changing
attitudes, work attitudes (Job satisfaction, Organizational Commitment & Employee
Engagement), Impact of ICT on Job Behavior (Case Study).
Motivation: Concept of motivation, theories of motivation – Maslow’s, Herzberg’s and
McGregor’s theories, Employee motivation techniques, tools and software - Kudos,
TINYpulse, Culture Amp, HighGround (Kazoo).
Groups in Organization: Types, their development stages, concept of role, status, norms
size and cohesiveness. Group decision making techniques, Transactional analysis; Four Life
positions, Impact of technological support on groups.
Stress and Conflict: Meaning and causes of stress, types of conflicts (intra, individual and
interactive), coping strategies for stress & conflict; negotiation skills. Communication:
Process, types, barriers, Grapevine, Stress Management - Using and analyzing data from
smartphones OR understanding working of apps such as Sanvello, Happify and
Headspace.
Leadership: Concept, Trait, Behavioral and Contingency theories, leadership styles, Toogl
Plan Software.
Organizational Culture and Change: Concept, Characteristics, Elements of Culture,
Implications of Organization culture, Organizational change concept, resistance to and
managing change, Technology support in Corporate
January 25, 2024 MCA110 – Organizational Behavior 4
 Motivation
Text Books: -
1. Stephen P Robbins, “Organizational Behavior: Concepts, Controversies &
Applications”, Prentice Hall of India.

2. Keith Davis, “Organizational Behavior”, TMH.

3. Prasad.L. M, “Organizational Behavior”, Sulton Chand & Sons

4. Internet Resources

January 25, 2024 MCA110 – Organizational Behavior 5

 Introduction to Organizational
Behavior:

January 25, 2024 MCA110 – Organizational Behavior 6

 Organization
◼ What is an Organization?
 Organization
◼ What is an Organization?

◼ An organization is a collection of people who work

together to achieve individual and organizational
goals
 What is Organizational Behavior?

◼ The study of organizations and of the collection of

people within them together comprises the field
of organizational behavior.

◼ Organizational behavior (OB) is the study of

human behavior in organizational settings, the
interface between human behavior and the
organization.
What is Organizational Behavior?
 What is Organizational Behavior?

◼ Organizational Behavior is a field of study that

investigates the impact that individuals, groups,
and structure have on behavior within
organizations for the purpose of applying such
knowledge towards improving an organization's
effectiveness.
 Organizational Behavior

◼ Organizations are social systems. Organization is

a combination of humanity and technology.

◼ OB is the study and application of knowledge

about how people act within the organization.

◼ It is a human tool for human benefit .

 Organizational Behavior

◼ A complex set of forces affects the nature of

organizations today.

◼ It can be classified into four areas:

◼ People
◼ Structure
◼ Technology
◼ Environment
 Organizational Behavior

◼ When people join the organization to accomplish

the goals/ objectives, some kind of structure is
required.
◼ They use machinery, gadgets & technology to
achieve the organizational goals.
◼ At the same time they are influenced by external
environment.
 Organizational Behavior

◼ Organizations are defined as social arrangements,

constructed by people, who can also change them.
----Buchanan and Huczynski (1997)

◼ Organizations are a system of cooperative activities - and

their coordination requires something intangible and
personal that is largely a matter of personal relationships.
---- Barnard (1938)

◼ 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
 Why do we study OB?

◼ To learn about ourselves and others

◼ To understand how the many organizations we encounter
work
◼ to become familiar with team work
◼ To help us think about the people issues faced by
managers and entrepreneurs
 Contributing Disciplines to the OB Field

◼ Psychology
◼ Sociology
◼ Social Psychology
◼ Anthropology
◼ Political Science
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
(cont’d)
Contributing Disciplines to the OB Field
(cont’d)
Contributing Disciplines to the OB
Field (cont’d)
 Major Contributing Disciplines to the field of
organizational Behavior
1. Psychology: how individuals behave in response to a
stimulus.
2. Sociology: how individuals relate to groups and to each
other.
3. Social Psychology: How individuals and organizations
perceive conflict, threats and undergo stress.
4. Anthropology: understanding customs traditions and
social mores of people since the organization is a
microcosm of the larger society.
 .
5. Political Science: Understanding Power, Authority
and Corporate Politics.

6. Economics: Appreciating monetary (wage and

bonus) and non monetary incentives (housing,
schooling and medical care) to employees so that
they are motivated to produce more efficiently
and effectively.
 Nature of OB
• A field of study and not a discipline
• Interdisciplinary Approach
• An Applied Science
• Normative and Value Centered
• Humanistic & optimistic
• Oriented Towards Organizational Objectives
• A total Systems Approach
 Nature of OB
A separate field of study and not a
discipline only
 It has assumed the status of a distinct field of study.
 It is a part of general management.
 It represents behavioral approach to management.
An inter-disciplinary approach
 The OB is heavily influenced by several other behavioral
sciences and social sciences like psycholog y, Sociology
and anthropology.
 OB has psychological foundations.
 The concept like learning, perception, attitude,
motivation etc. is borrowed from psychology, sociology
and anthropology.
 Nature of OB (contd.)
A Normative Science
 Organizational behaviour is a normative science.
 A normative science prescribes how the various findings of
researches can be applied to get organizational results, which
are acceptable to the society.
 Thus, what is acceptable by the society or individuals
engaged in an organization is a matter of values of the
society and people concerned.
A Science and Art
 Organization behavior is both art and science.
 It is considered as art because it contains knowledge about
behavior of individuals.
 It is considered as science because it involves application of
science.
• normative science is a type of information
that is developed, presented, or interpreted
based on an assumed, usually unstated,
preference for a particular policy or class of
policies.
 Nature of OB (contd.)
Humanistic and Optimistic Approach
 Organizational behaviour focuses the attention on
people from humanistic point of view.
 It is based on the belief that needs and motivation of
people are of high concern.
 Further, there is optimism about the innate potential
of man to be independent, creative, predictive and
capable of contributing positively to the objectives of
the organization.
 Nature of OB (contd.)
Oriented towards Organizational Objectives
 Organizational behaviour is oriented towards
organizational objectives.
 In fact, organizational behaviour tries to integrate both
individual and organizational objectives so that both are
achieved simultaneously.
A Total System Approach
 An individual's behaviour can be analyzed keeping in view
his psychological framework, interpersonal-orientation,
group inf luence and social and cultural factors.
 Thus, individual's nature is quite complex and
organizational behaviour by applying systems approach
tries to find solutions for this complexity.
Levels of Analysis in OB
Organizational
Level

Group Level
Individual
Level
 Individual Level

◼ In individual level, organizational behavior involves the

study of learning, perception, creativity, motivation,
personality task performance, cooperative behavior,
deviant behavior, ethics, and cognition.

◼ At this level of analysis, organizational behavior draws

heavily upon psychology, engineering, and medicine.

◼ A study of organizational behavior at the individual level of

analysis might focus on the impact of different types of
overhead lighting on such factors as productivity and
absenteeism.
 Individual Level

• Perception means perceiving, i.e., giving meaning to the

environment around us. It can be defined as a process which
involves seeing, receiving, selecting, organising, interpreting
and giving meaning to the environment.
• Deviant behavior refers to a behavior that does not conform
to social norms and values. A deviant behavior elicits
negative response. Deviant behavior can be formal or
informal, and voluntary or involuntary.
• Absenteeism is a habitual pattern of absence from a duty or
obligation without good reason. Generally, absenteeism is
unplanned absences. Absenteeism has been viewed as an
indicator of poor individual performance
 Group Level

 At the group level of analysis, organizational behavior

involves the study of group dynamics, intra- and inter group
conflict and cohesion, leadership, power, norms,
interpersonal communication, networks, and roles.

 At this level of analysis, organizational behavior draws

upon the sociological and socio-psychological sciences

 A study of how different personality types correspond to

different leadership styles and levels of results operates at the
group level of analysis.
 Group Level

• Social psychologists typically explain human

behavior as a result of the interaction of mental
states and social situations.
• Social psychologists examine factors that cause
behaviors to unfold in a given way in the
presence of others. They study conditions
under which certain behavior, actions, and
feelings occur.
 Organizational Level

• At the organization level of analysis, organizational

behavior involves the study of topics, such as,
organizational culture, organizational structure,
cultural diversity, inter-organizational cooperation and
conflict, change, technology, and external
environmental forces.

• At this level of analysis, organizational behavior draws

upon anthropology and political science.
 Evolution of OB

Robert Owen-(1800)
• Young Factory Owner-First to emphasize the human needs of
employees and refused to employ children
• Taught workers to improve working conditions
• Father of personnel management
Andrew Ure-(1935)
• The Philosophy of Manufacturers -1835
• Value of human factor in manufacturing
• Provided welfare facilities to workers
• J.N. TATA in 1886 Instituted a pension fund & 1895 began to pay
accident compensation.
 Evolution of OB

William Gilbreth-(1914)
◼ “The Psychology of Management

F.W.Taylor-(1916)
◼ Father of Scientific Management

◼ Time & Motion Study

◼ Piece Rate Method

 Evolution of OB

• Henry Fayol (1916)

– Administrative Management , Principle of Governing Behavior,
Management Quality
• Elton Mayo-(1920’s & 1930’s)
– Human behavior at Harvard University
– Hawthorne's Experiments/Plant
• Abraham H. Maslow (1954):
– Need Hierarchy Motivation model
• Douglas McGregor (1960):
– Theory X and Theory Y Managerial Style
• Henry Mintzberg (1960) :
– Managerial Roles : Interpersonal, Informational and Decision making
 Evolution of OB

◼ Peter Drucker (1909 -2005)

◼ Father of modern management
◼ Importance of change
◼ How to bring best out of people
◼ Innovation
◼ Entrepreneurship

◼ Drucker's books and articles, both scholarly and

popular, explored how humans are organized across
the business, government, and nonprofit sectors of
society.
Challenges facing
organizations today that
have made it necessary for
managers to Study OB
 Challenges facing organizations

1. Improving quality and productivity

◼ More and more managers are confronted with the
challenge of having to improve their organizations
productivity and the quality of their products and
services.
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
 Challenges facing organizations

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. Organizations 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
 Challenges facing organizations

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 organizations must
foster innovation and master the art of change, or
they become extinct.
◼ Victory will go to organization that maintain flexibility,
continually improve quality and beating competition
in the market place
 Challenges facing organizations

7. Coping with temporariness

◼ Today change is an ongoing activity for most manages.
◼ 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.
 Challenges facing organizations

8. Dealing with employees’ loyalty

◼ Today, organizations 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
 Challenges facing organizations

9. Improving Ethical Behaviours

◼ Organizations 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.
 The Hawthorne Studies (1924 – 1945)
• The Hawthorne Experiments
• The experiments were carried out between 1927 and
1933 at the Chicago Hawthorne plant of the Western
Electric Company. Four studies were carried out
namely:
– The illumination studies
– The Relay Assembly Test Room Studies
– The interviewing Program
– The Bank Wiring Room studies
•
 Illumination Experiment:
• This experiment was conducted to establish
relationship between output and illumination. When
the intensity of light was increased, the output also
increased.
• The output showed an upward trend even when the
illumination was gradually brought down to the normal
level.
• Therefore, it was concluded that there is no consistent
relationship between output of workers and
illumination in the factory. There must be some other
factor which affected productivity.
 Relay assembly test room studies
• These studies were carried out to determine the relationship
between worker’s productivity and improved benefits and
working conditions.
• Manipulated factors of production to measure effect on
output:
– Pay Incentives
– Length of Work Day & Work Week
– Use of Rest Periods
– Company Sponsored Meals
• The studies found out that there was no cause – and – effect
relationship between working conditions and output.
• Rather, there were other factors that affected worker’s
output such as his/her attitudes and supervisor behavior
 Mass Interview Programme:
• The objective of this programme was to make a systematic
study of the employees’ attitudes which would reveal the
meaning which their “working situation” has for them. The
researchers interviewed a large number of workers with
regard to their opinions on work, working conditions and
supervision. Initially, a direct approach was used whereby
interviews asked questions considered important by
managers and researchers.
• The researchers observed that the replies of the workmen
were guarded. Therefore, this approach was replaced by an
indirect technique, where the interviewer simply listened
to what the workmen had to say.
• The findings confirmed the importance of social factors at
work in the total work environment.
 Bank Wiring Test Room Experiment:
• This experiment was conducted Dickson with a view to develop a
new method of observation and obtaining more exact information
about social groups within a company and also finding out the
causes which restrict output. The experiment was conducted to
study a group of workers under conditions which were as close as
possible to normal. This group comprised of 14 workers.
• After the experiment, the production records of this group were
compared with their earlier production records. It was observed
that the group evolved its own production norms for each
individual worker, which was made lower than those set by the
management. Because of this, workers would produce only that
much, thereby defeating the incentive system.
• Those workers who tried to produce more than the group norms
were isolated, harassed or punished by the group.
 Conclusions on Hawthorne experiments
• An industrial organization is a socio technical system. The
socio part is the human aspects that need to be taken care
of in order to increase workers’ productivity and the
technical system is the physical aspects that also need to be
improved.
• Employee attitudes and morale are also important as
determinants of productivity.
• Other factors include worker’s personality and supervisor’s
behavior, leadership style also affect worker’s altitude and
morale.
• A worker’s social group has a prevailing effect on his or her
altitude and productivity
 Contribution

• The Hawthorne Studies have however made

the following contribution OB.
– Their finding on the importance of informal
groups is also a key to organization theory.
– Contribution on course effect of job satisfaction
– Contribution in the role of leadership and style of
leadership
– Their emphasis on employee altitude towards
work as an additional to other factors was a
breakthrough in OB.
 THE SCOPE OF THE ORGANIZATIONAL
BEHAVIOUR IS AS UNDER:

– Impact of personality on performance

Employee motivation
– Leadership
– How to create effective teams and groups
– Study of different organizational structures
– Individual behaviour, attitude and learning
– Perception
– Design and development of effective organization
– Job design
– Impact of culture on organizational behaviour
– Management of change
– Management of conflict and stress
– Organizational development
– Organizational culture
– Transactional analysis
– Group behaviour, power and politics
– Job design
– Study of emotion
 Importance of OB
• OB provides a road map to our lives in organizations.
• OB uses scientific research to understand and make
organization life, as it helps to predict what people will
do under various conditions
• It helps to influence organizational events – to
understand and predict events
• It helps individual understand herself/ himself in better
fashion.
• It helps manager to manage human resources
effectively. Eg. Motivation
• It helps organizations for maintaining cordial industrial
relations.
• It is also useful in the field marketing.