Organisational Behaviour
ORGANISATONAL BEHAVIOR – UNIT I
Managers get things done through other people.
Managers do their work in an organization, which 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.
Management Skills – Robert Katz has identified three essential management skills – technical, human and conceptual.
Technical skills encompass the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.
Human skills refer to the ability to work with, understand and motivate other people, both individually and in groups. Because managers get things done through other people, they must have good human skills to communicate, motivate and delegate.
Conceptual skills refer to the mental ability to analyse and diagnose complex situations.
It has been seen that managers need to develop their people skills if they are going to be effective and successful.
Concept and Nature of Organizational Behavior (OB)
OB is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying knowledge toward improving an organisation’s effectiveness (Robbins).
That means,
‘OB is a field of study’ – it is a distinct area of expertise with a common body of knowledge. What does it study? It studies three determinants of behavior in organizations: individuals, groups and structure. OB applies the knowledge gained about individuals, groups and the effect of structure on behavior in order to make organizations work more effectively.
To sum up, OB is concerned with the study of what people do in an organization and how their behavior affects the organization’s performance.
Nature of OB * OB is a field of study not a discipline – OB has emerged as a distinct field of study containing a body of research, theory and
Managers get things done through other people.
Managers do their work in an organization, which 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.
Management Skills – Robert Katz has identified three essential management skills – technical, human and conceptual.
Technical skills encompass the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.
Human skills refer to the ability to work with, understand and motivate other people, both individually and in groups. Because managers get things done through other people, they must have good human skills to communicate, motivate and delegate.
Conceptual skills refer to the mental ability to analyse and diagnose complex situations.
It has been seen that managers need to develop their people skills if they are going to be effective and successful.
Concept and Nature of Organizational Behavior (OB)
OB is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying knowledge toward improving an organisation’s effectiveness (Robbins).
That means,
‘OB is a field of study’ – it is a distinct area of expertise with a common body of knowledge. What does it study? It studies three determinants of behavior in organizations: individuals, groups and structure. OB applies the knowledge gained about individuals, groups and the effect of structure on behavior in order to make organizations work more effectively.
To sum up, OB is concerned with the study of what people do in an organization and how their behavior affects the organization’s performance.
Nature of OB * OB is a field of study not a discipline – OB has emerged as a distinct field of study containing a body of research, theory and