ORGANISATIONAL BEHAVIOUR
INTRODUCTION TO ORGANISATIONAL BEHAVIOUR
Learning Objectives
At the end of the lecture and tutorial, students should be able to:
1.
2.
3.
4.
6.
Define an organisation.
Identify the essential skills for managers.
Define organisational behaviour (OB).
Describe the determinants of human behaviour.
Identify the various levels of analysis in the OB Model.
1.
DEFINE ORGANISATION
An organisation is a ____________________ that functions on a relatively
______________________
_______________.
to
achieve
a
_________________
or
a
Organisations are made up of ______________________.
Without people, organisations cannot exist.
Individuals and the organisations they belong to produce the best results when there
is a __________ between the individuals' goals and the goals of their organisations.
Managers/supervisors are responsible for achieving organisational goals. They get
things done ________________ by making decisions, allocating resources and
directing the activities of others to achieve goals.
2.
THE THREE LEVELS OF MANAGEMENT AND ESSENTIAL SKILLS
There are three basic levels of management:
a)
_______________ Management – these are supervisors who are directly
____________________ for the work of non-managerial employees.
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b)
________________ Management – these managers ___________ and
___________ the effort of first-line supervisors and serves as the link between
top management and supervisors.
c)
____________ Management – these managers are responsible for the
________________________ and make decisions on the ____________
direction of the organisation.
All managers/supervisors require 3 essential management skills to successfully
perform their jobs and achieve goals:
•
_____________ skills - the ability to apply ____________ knowledge or
expertise.
•
_____________ skills - the ability to work with, understand and ____________
other people.
•
____________ skills - the mental ability to ___________ complex situations
as well as to ____________ and ____________ the organisation's interests
and activities.
__________________ is most important at the ___________
levels
of
management, while the importance of ____________ skill increases as the
manager/supervisor rises to higher management levels.
_____________ is important for all levels. Managers/supervisors need to develop
their human skills if they are to be effective and successful. Human skills can be
developed if there is a good understanding of the ___________ and ___________
of people in organisations. This is why we need to study Organisational Behaviour.
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3.
ORGANISATIONAL BEHAVIOUR (OB)
Organisational Behaviour (OB) is a field of study that _____________ the
___________ that individuals, groups of individuals and structures have on
_____________ within organisations, for the purpose of applying such knowledge
toward _____________ an organisation's effectiveness.
It is concerned with ________ people ______ in an organisation and how their
_____________ affects the ________________ of the organisation. It studies the
_______________________ in an organisation, which could be broadly classified
into _________________, _____________ and ________________________.
Organisational behaviour is an applied behavioural science that is built upon
contributions from a number of behavioural disciplines. The following are disciplines
that contribute to the organisational behaviour field:
____________
the science that seeks to measure, explain, and sometimes
change the behaviour of humans. It studies the conditions
that may impede efficient work performance, e.g. learning,
motivation, personality, emotions, training, etc.
_____________
the study of people in relations to their social environment or
culture.
It studies the organisation culture, formal
organisation theory and structure, organisation technology,
communication, power and conflict, etc.
_________________ an area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another.
It identifies communication
patterns, understanding and changing attitudes and building
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trust, etc. It made important contributions to our study of
group behaviour, power and conflict
______________
the study of societies to learn about human beings and their
activities. It helps to understand about fundamental values,
attitudes, and behaviour between people in different
countries and within different organisations.
Extracted from Robbins, S. P. & Judge, T. (2017) Organisational Behaviour (17th Ed.) (pp. 53). Harlow, England: Pearson
^ Contributions are factors that determine or influence human behaviour.
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4.
Levels of analysis in OB model
There are three levels of analysis in the OB model. The three basic levels are
analogous to building blocks; each level is constructed upon the previous level. How
an individual behaves is determined by his/her internal factors and how the individual
behaves in a group setting is greatly influenced or affected by the behaviour of other
individuals in the group.
Likely the work environment can serve as a further
constraint that influence and/or affect the individual’s behaviours at the organisation.
Organisation
System
Level
BASIC OB MODEL
Group
Level
Individual
Level
The topics for this subject are grouped into 3 main categories. Initially, we will
consider _____________ factors such as personality, perception and motivation.
We will then examine interpersonal and work ___________ processes such as
group dynamics, leadership, power & politics, and conflict management. Lastly, we
will consider the implications of the above-mentioned factors and processes on the
___________________.
There are interconnections or mutual influence amongst the topics. For example,
interpersonal processes are influenced by individual and organisational factors, and
vice versa.
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The OB topics are known as ___________________ variables as they affect the
_____________________ variables.
Independent Variables
[Cause]
ORGANISATION
SYSTEMS
LEVEL
Organisation
System
Variables
GROUP LEVEL
Dependent Variables
[Effect]
Productivity
Absenteeism
Turnover
Group Dynamics
Conflict Management
Leadership
Power & Politics
Citizenship
INDIVIDUAL LEVEL
Job Satisfaction
Personality
Perception
Motivation
D. W. behaviour
(Deviant workplace behavior)
_________________ are the key factors that managers want to explain or predict.
Primary ___________ of a dependent variables include productivity, absenteeism,
staff turnover, citizenship, job satisfaction and deviant workplace behaviour.
Major determinants of dependent variables are factors classified as
_____________________. They affect the impact of the dependent variables on
the company’s performance. Independent variables are made up of ___________,
_________, and ________________ determinants.
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At the ____________ level
People enter the organisation with certain __________________ that will influence
their ___________ at work. Some of these characteristics include personal or
________________ characteristics such as age, gender, personality, values and
attitudes and basic abilities such as intellectual abilities and physical abilities. As
they are part of the employee when he or she joins the organisation, there is little
management can do to alter these characteristics.
Others include perception,
learning, motivation that would affect _______________ at the workplace.
At the __________ Level
Behaviour of people in __________ is more than the sum total of all the individuals
acting in their own way. Thus, there is the need for the managers to ___________
the impact of group dynamics, effect of leadership and conflict management to
design effective work groups.
At the ___________________ level
Similarly, just as groups are more than the sum of their individual members, so are
organisations more than the sum of their________________. There are generally
four organisation system variables that affect the individual’s behaviour in the
organisation.

Organisational Structure & Design

Human Resource Policies & Practices

Organisational Culture

Work Stress
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5.
SUMMARY
To be an effective manager/supervisor in an organisation is to be a
manager/supervisor of people. To simply depend on our “intuition” or “experience”
of people is insufficient; a systematic study is necessary to help us better understand
and predict human behaviour.
It is only then that managers/supervisors and
organisations could improve in their performance. OB offers specific insights into
human behaviour to help managers improve their people skills.
Specifically, OB focuses on how the organisation can improve its productivity;
reduce absenteeism, turnover, and deviant workplace behaviour; and increase
organisational citizenship behaviour and job satisfaction.
REFERENCES
1.
Robbins, S. P. & Judge, T. (2018). Organisational Behaviour. (18th ed.). Harlow,
England: Pearson.
2.
Nelson, Debra L & Quick, James C (2013), Organisational Behaviour: Science the
Real World, and You. (8th ed), South-Western Cengage Learning.
3.
Kinicki, A. (2012). Organisational Behaviour: Key concepts, skills & Best Practices.
(5th ed). New York: McGraw-Hill Irwin
4.
Kreitner, R. (2010). Organisational Behaviour. (9th ed). Boston: McGraw-Hill Irwin
5.
McShane Steven L (2012). Organisational Behavior: New York: McGraw-Hill Irwin
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