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Block 1 Unit 2 Organisational Behaviour, Definition and Importance

1) Describe the field of organisational behaviour. What are the basic goals of organisational behaviour?

Organisational behaviour (OB) is a field of study that focuses on human behaviour within organisations, the interface between human behaviour and the organisation, and the organisation itself. It is concerned with the study of the behaviour of individuals and groups in the context of organisations.

The basic goals of organisational behaviour include:

• Describing systematically how people behave at work under a variety of conditions.
• Understanding why people behave as they do.
• Predicting behaviour in various situations, which can help managers to take preventative actions.
• Controlling and developing human behaviour at work, in order to achieve organisational goals.

2) Define organisational behaviour. Enumerate the major distinguishing characteristics of the field of organisational behaviour.

Organisational behaviour can be defined as the study of the structure, functioning, and performance of organisations and the behaviour of groups and individuals within them. It seeks knowledge of behaviour in organisational settings by systematically studying individual, group, and organisational processes. It investigates the impact that individuals, groups, and structure have on behaviour within organisations, with the aim of improving an organisation’s effectiveness.

The major distinguishing characteristics of the field of organisational behaviour are:

• Systematic Study: OB uses a systematic, empirical, and research-oriented approach to develop a base of knowledge. It employs a scientific approach to describe, understand, predict, and control behaviour in organisations.
• Three Levels of Analysis: OB focuses on behaviour at three distinct levels: individual, group, and organisation. The field recognises that all three levels must be used to comprehend the complex dynamics of behaviour within organisations.
• Basic and Application-Oriented: OB is both basic, in generating knowledge through research, and applied, in using that knowledge to improve individual and organisational performance and enhance member satisfaction.
• Betterment of Human Resources: OB seeks the betterment of human resources, moving away from traditional management approaches that treated employees as disposable machines to a more supportive and developmental approach.
• Contingency Approach: OB uses a contingency approach, implying that different situations require different behavioural practices for effectiveness, and that there is no 'one best way' to manage.
• Multidisciplinary Focus: OB draws heavily from a variety of disciplines such as psychology, social psychology, sociology, anthropology, management, engineering and even medicine.
• Organisations as Open Systems: OB recognises that organisations are not fixed but are dynamic and ever-changing entities that operate in a self-sustaining manner, transforming inputs into outputs.
• Cross-Cultural Approach: OB adopts a cross-cultural approach, recognising that concepts may be influenced by national cultures, and that models and theories should be re-evaluated when applied to other societies.

3) Describe the phases in the development of OB in India with suitable examples.

The development of OB in India has been marked by three phases:

• Replication: Initially, Indian studies replicated almost all Western theories, concepts, and methods, aiming to demonstrate their universal validity. For example, Meade (1967) replicated Lippitt and White’s study (1943) to show that because Indian culture is authoritarian, authoritarian leaders may be more effective than democratic ones.
• Disenchantment: As inconsistent findings increased, Indian culture was brought in as an explanation for the deviations from Western models.
• Integration: An approach emerged that attempted to integrate Western and Indian concepts, resulting in various streams of OB that tended to get integrated in varying degrees. For instance, Chakraborty (1991) enumerated idealised Indian values rooted in ancient psycho-spiritual thoughts, suggesting that these values have a normative role in transforming work organisations.

4) Contemporary man is man in organisations. Hence organisational behaviour is a relevant field of study. Discuss.

The statement "Contemporary man is man in organisations; hence organisational behaviour is a relevant field of study" is supported by the following:

• Pervasiveness of Organisations: Organisations are an important part of our daily lives, and our society is made up of diverse kinds of organisations. These organisations affect us directly and indirectly. Given the growth and pervasiveness of organisations in our lives, it is not surprising that psychologists have devoted considerable effort to studying them.
• Understanding Human Behaviour: Knowledge of organisational behaviour is important as it helps us gain an understanding of how an organisation functions, how it affects our behaviour, and how we, in turn, affect the behaviour of others.
• Relevance in a Changing World: Contemporary organisations and their environments are characterised by change. Knowledge and understanding of OB is vital for those who manage or aspire to manage, as it helps them to understand human behaviour in an organisational context.
• Addressing Critical Challenges: Knowledge of organisational behaviour equips managers to deal with critical challenges such as increasing globalisation, increasing workforce diversity, technological innovation, and the demand for ethical behaviour at work.
• Ubiquitous Nature of Organisations: In addition to work organisations, our society comprises governmental, non-governmental, political, religious, educational, military, health, and social organisations. Therefore, knowledge of OB helps us understand the world we live in.