INDEX
Sl No Title Page No
1 ORGANISATION BEHAVIOUR 4 -16
2 PERCEPTION & ATTITUDES 17 -32
3 PERSONALITY 33 – 42
4 GROUP DYNAMICS & LEADERSHIP 43 -79
5 LEARNING & BEHAVIOUR 80 – 89
MODIFICATION
6 ORGANISATIONAL CHANGE 90 – 101
1
, UNIT 1
ORGANIZATIONAL BEHAVIOR
Organization
• An organization is 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.
• An organization is a structure having relationship that is inter winded between people
who work with collective sense of purpose
Structure of an organization
• Organization structure is the basic frame work with in which the decision making
behavior of an executive take place
• It is an established pattern of relationship among the components of organization.
• These relationship are stable and change only slowly
Types of organization
• Organizations are formed with a specific purpose.
• Some organizations are profit driven and some serve the society like universities ,
hospitals and welfare organizations
• There are three general type of organization , they are :
1. Functional organization
2. Line and staff
3. Matrix form
• These organizations will have formal structures
• In recent time there are informal structures which have invisible relationship
between the members, such as network organization and boundary less
organization. These are called as virtual organization
Functional organization
• In this type the specialists person will be heading their respective departments to
discharge specific functions assigned to them
2
, • Workers under functional type receives instructions from their head or
specialists Line and staff organization
• This is combined structure of line (Actual execution of work) and staff(Advisory
body)
• This structure covers planning and execution
• Planning is done by staff officials and execution is done by line
officials Matrix organization
• This is the multiple command system in which workers will have two bosses
• In this structure vertical and horizontal pattern of reporting system operates
simultaneously.
• Global organizations prefers this structure
Types of organization structure
• There are two types of structures
1. Tall structure
2. Flat structure
• Tall structure implies
1. Centralization of authority
2. Many middle level management and narrow span of control
3. Extended communication lines
4. Impersonality
• Flat organization structure implies
1. Less intervention from top management
2. De – Centralized authority
3. Wide span of management
4. Less extended communication lines
3
, • Organizational structures is determined by varies factor,
1. Size of the business
2. Job designing
3. Grouping of activity
4. Span of control
5. Delegation of authority
• Today’s organizations are becoming oriented towards flat structure and
technology is the driving force therefore virtual organizations are increasing
reducing the human force at work
MEANING AND DEFINITION OF ORGANISATIONAL BEHAVIOUR
• Organisational behaviour is concerned with people's thoughts, feelings, emotions and
actions in setting up a work. Understanding an individual behaviour is in itself a
challenge, but understanding group behaviour in an organisational environment is a
monumental managerial task.
• As Nadler and Tushman put it, "Understanding one individual's behaviour is challenging
in and of itself; understanding a group that is made up of different individuals and
comprehending the many relationships among those individuals is even more complex.
Ultimately, the organisation's work gets done through people, individually or collectively,
on their, own or in collaboration with technology. Therefore, the management of
organisational behaviour is central to the management task—a task that involves the
capacity to "understand" the behaviour patterns of individuals, groups and organisations,
to ''predict'" what behavioural responses will be elicited by various managerial actions
and finally to use this understanding and these predictions to achieve "control".
• Organisational behaviour can then be defined as: "The study of human behaviour in
organisational settings, the interface between human behaviour and the organisational
context, and the organisation itself."
• The above definition has three parts—the individual behaviour, the organisation and the
(interface between the two. Each individual brings to an organisation a unique set of
beliefs, values, attitudes and other personal characteristics and these characteristics of all
individuals must interact with each other in order to create organisational settings. The
organisational behaviour is specifically concerned with work-related behaviour, which
takes place in organisations.
4
Sl No Title Page No
1 ORGANISATION BEHAVIOUR 4 -16
2 PERCEPTION & ATTITUDES 17 -32
3 PERSONALITY 33 – 42
4 GROUP DYNAMICS & LEADERSHIP 43 -79
5 LEARNING & BEHAVIOUR 80 – 89
MODIFICATION
6 ORGANISATIONAL CHANGE 90 – 101
1
, UNIT 1
ORGANIZATIONAL BEHAVIOR
Organization
• An organization is 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.
• An organization is a structure having relationship that is inter winded between people
who work with collective sense of purpose
Structure of an organization
• Organization structure is the basic frame work with in which the decision making
behavior of an executive take place
• It is an established pattern of relationship among the components of organization.
• These relationship are stable and change only slowly
Types of organization
• Organizations are formed with a specific purpose.
• Some organizations are profit driven and some serve the society like universities ,
hospitals and welfare organizations
• There are three general type of organization , they are :
1. Functional organization
2. Line and staff
3. Matrix form
• These organizations will have formal structures
• In recent time there are informal structures which have invisible relationship
between the members, such as network organization and boundary less
organization. These are called as virtual organization
Functional organization
• In this type the specialists person will be heading their respective departments to
discharge specific functions assigned to them
2
, • Workers under functional type receives instructions from their head or
specialists Line and staff organization
• This is combined structure of line (Actual execution of work) and staff(Advisory
body)
• This structure covers planning and execution
• Planning is done by staff officials and execution is done by line
officials Matrix organization
• This is the multiple command system in which workers will have two bosses
• In this structure vertical and horizontal pattern of reporting system operates
simultaneously.
• Global organizations prefers this structure
Types of organization structure
• There are two types of structures
1. Tall structure
2. Flat structure
• Tall structure implies
1. Centralization of authority
2. Many middle level management and narrow span of control
3. Extended communication lines
4. Impersonality
• Flat organization structure implies
1. Less intervention from top management
2. De – Centralized authority
3. Wide span of management
4. Less extended communication lines
3
, • Organizational structures is determined by varies factor,
1. Size of the business
2. Job designing
3. Grouping of activity
4. Span of control
5. Delegation of authority
• Today’s organizations are becoming oriented towards flat structure and
technology is the driving force therefore virtual organizations are increasing
reducing the human force at work
MEANING AND DEFINITION OF ORGANISATIONAL BEHAVIOUR
• Organisational behaviour is concerned with people's thoughts, feelings, emotions and
actions in setting up a work. Understanding an individual behaviour is in itself a
challenge, but understanding group behaviour in an organisational environment is a
monumental managerial task.
• As Nadler and Tushman put it, "Understanding one individual's behaviour is challenging
in and of itself; understanding a group that is made up of different individuals and
comprehending the many relationships among those individuals is even more complex.
Ultimately, the organisation's work gets done through people, individually or collectively,
on their, own or in collaboration with technology. Therefore, the management of
organisational behaviour is central to the management task—a task that involves the
capacity to "understand" the behaviour patterns of individuals, groups and organisations,
to ''predict'" what behavioural responses will be elicited by various managerial actions
and finally to use this understanding and these predictions to achieve "control".
• Organisational behaviour can then be defined as: "The study of human behaviour in
organisational settings, the interface between human behaviour and the organisational
context, and the organisation itself."
• The above definition has three parts—the individual behaviour, the organisation and the
(interface between the two. Each individual brings to an organisation a unique set of
beliefs, values, attitudes and other personal characteristics and these characteristics of all
individuals must interact with each other in order to create organisational settings. The
organisational behaviour is specifically concerned with work-related behaviour, which
takes place in organisations.
4
