Organizational Behaviour - Introduction

MR.T.SOMASUNDARAM
BBA172202:BBA172202:BBA172202:BBA172202:BBA172202:BBA172202:BBA172202:BBA172202:
ORGANIZATIONALORGANIZATIONALORGANIZATIONALORGANIZATIONALORGANIZATIONALORGANIZATIONALORGANIZATIONALORGANIZATIONAL
BEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOUR
MR.T.SOMASUNDARAM
ASSISTANT PROFESSOR
DEPARTMENT OF
MANAGEMENT STUIDES
KRISTU JAYANTI COLLEGE
(AUTONOMOUS)
BENGALURU
Unit 1 – Introduction 1

UNIT 1: INTRODUCTIONUNIT 1: INTRODUCTIONUNIT 1: INTRODUCTIONUNIT 1: INTRODUCTIONUNIT 1: INTRODUCTIONUNIT 1: INTRODUCTIONUNIT 1: INTRODUCTIONUNIT 1: INTRODUCTION
Meaning & Definition; Importance;
Scope of OB; Contribution of other
disciplines towards OB; Important
concepts in OB; Emergingconcepts in OB; Emerging
challenges in OB; Models of
Organizational Behaviour;
Custodial, Supportive, Collegial
and System (Concept only).

MEANING OF ORGANIZATIONMEANING OF ORGANIZATIONMEANING OF ORGANIZATIONMEANING OF ORGANIZATIONMEANING OF ORGANIZATIONMEANING OF ORGANIZATIONMEANING OF ORGANIZATIONMEANING OF ORGANIZATION
Organization:
“Organization is the structural framework of duties and
responsibilities required for a person in performing various
functions within the company”.
“Organizations are simply groups with two or more
people that share a certain
3
set of goals and meet at
regular times”.
Behaviour:
“It is a human tool
for human benefit. How
people act or behave”.
“It occurs in organizations”.

Meaning of Organizational Behaviour:
Organizational behaviour
means human behaviour- the
behaviour of the individuals in
the organization.
Behaviour of employees
would help the managers to
4
would help the managers to
drive optimum (favourable outcome, success of
something,
make the best) results out of their efforts.
Behaviour within organizations improves an
organization's effectiveness.

Definition: (O + B = OB)
“Organizational behaviour is the
study and application of knowledge
about how people - as individuals and
as groups behave or act in
organizations and how organizations
manage their environments. It strives to identify ways in
5
which people can act more effectively”.
“The study of human behaviour in organizational
settings, the interface between human behaviour and the
organizational context, and the organization itself”.
“Organizational behaviour is directly concerned with
the understanding, prediction,(behaving or occurring in
the way expected) and control of human behaviour in
organizations”. Unit 1 – Introduction 5

WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?WHY ORGANIZATION EXIST?
Five Reasons why organization exist:
Increased
specialization and
division of labour
Use large – scale
technology
WhichWhich
8
Organization
allows people
jointly to:
Manage the external
environment
Economize on
transaction costs
Exert power and
control
can create
Which
increases the
value that an
organization
can create

Need to study OB:
To secure better labour- management relationships
(motivating employees).
To identify individual differences and how to deal with
others (people differ in their knowledge, attitude,
intelligence, capacity, skill, memory and so on).
To overcome resistance (organization that fights against
an enemy trying to prevent by action or argument).
9
an enemy trying to prevent by action or argument).
To understand group behaviour.
To provide counseling
(advise someone with personal problems).
To manage conflicts
(misunderstanding).
To introduce change.
Some want to be managers or Entrepreneurs. 9

Nature of Organizational Behaviour:
1. It focuses on the behaviour of individuals (studies why
people in the workplace behave in a particular way).
2. It is inter- disciplinary (It studies relevant things from
science subjects psychology, sociology and
anthropology).
i) Psychology - The study of the human mind (mental
characteristics).
10
characteristics).
ii) Sociology - The study of the human society (people).
iii) Anthropology -The study of the human cultures.
3. It is an applied science (makes use of research findings to
solve organizational problems relating to human behavioral
aspects).
4.It is an art as well (not only science, even skills are also
important to understand human behaviour). 10

5. It adopts a humanistic approach ( fulfilling the needs of the
individuals i.e. support and involvement).
6. Its ultimate aim is to attain the organizational objective (by
having positive human behaviour the objectives are
achieved).
7. A total systems approach (systems approach tries to find
solutions for the variables affecting organizational functions).
11
solutions for the variables affecting organizational functions).
Characteristics of OB:
Goal – Oriented.
Levels of Analysis.
Human tool.
Satisfaction of employees need.

Importance of OB:
It not only makes an individual a better employee of an
organization but makes better person with positive attitude.
It contributes towards better quality of life.
It provides a road map to our lives in organization.
The field of OB uses scientific research to help us
understand and predict organizational life.
OB helps us influence organizational events in order toOB helps us influence organizational events in order to
influence the environment in which we live.
OB helps an individual understand himself and others better
to improve the interpersonal relations.
Manager in a business establishment is concerned with
getting things done through delegation.
The field of OB is useful for maintaining cordial industrial
relations.Unit 1 – Introduction 12

The subject of OB is also useful in the field of marketing.
The most popular reason for studying OB is that the reader
is interested in pursuing a career in management and wants
to learn how to predict behaviour and apply it in meaningful
way to make organization more effective.
Basic Process of OB:
UNDERSTANDING CONTROLLINGPREDICTIONUNDERSTANDING
How strong are
they?
How do they
interrelate?
CONTROLLING
What solutions are
possible?
Which variables
can be influenced?
How can they be
influenced?
PREDICTION
What patterns of
behaviour are
present?
What is the cause
– effect
relationship?

Scope of Organizational Behaviour: (Key Elements)
1. People:
- people differ in their knowledge, attitude, intelligence,
capacity, skill, memory and so on. Managers should
identify the individual differences before assigning work.
2. Structure:
- without structure it is difficult to secure effective co-
ordination of the departmental activities.
14
ordination of the departmental activities.
3. Technology:
- uses of better technology enables the employees to work
with greater efficiency. This improves their satisfaction
and feelings.

4. Environment:
- both internal and external environment also influences
working relationships.
5. Individuals:
- organizations are the association of individuals differs in
different respects like personality, perception, attitudes,
values, learning and motivation.
6. Group of Individuals:
15
6. Group of Individuals:
- groups include aspects such
as group dynamics, group
conflicts, communication,
leadership, power and politics.

IMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONALIMPORTANT CONCEPTS OF ORGANIZATIONAL
BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)BEHAVIOUR (FOUNDATIONS)
1. Individual differences:
- people differ in their knowledge, attitude, intelligence,
capacity, skill, memory, etc.
2. Perception.
3. Concept of Whole person:
- it is not the skill or the intelligence of the individual alone is
important for the growth of organization, mainly the personal
16
important for the growth of organization, mainly the personal
life of individual helps to get the best out of him.
4. Motivation.
5. Involvement / Empowerment.
6. Dignity of Labour – treated with respect.
7. Social System – should work for a common goal.
8. Mutuality of Interest:
- it is the organization that satisfied the needs of the people,
then there is mutuality of interest. 16

As mentioned earlier organizational behaviour studies
human behaviour at work.
Organizational behaviour can be the behaviour of the
members of the organization towards each other, towards
the organization, towards the customers or clients, &
towards the society at large.
FRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONALFRAMEWORK OF ORGANIZATIONAL
BEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESSBEHAVIOUR (OR) PROCESS
18
towards the society at large.
This circle represents organizational frame work. It contains
3 levels of managers.
a) Top level managers ( TM )
b) Middle level managers ( MM )
c) Lower level managers (LM )
d) People ( P )

The hierarchy ( things one above the other according to status)
of managers is indicated by the triangle within the overall
organizational framework.
It represents managerial effectiveness & human relations.
It exhibits that the behaviour of one individual serves as cause
for another’s behaviour. The behaviour of another individual
thus become effect.
(E.g.) If the behaviour of TM towards its people ( P ) is with more
effect, then other levels management will make effect in the
19
effect, then other levels management will make effect in the
whole organization.
Finally it shows a positive relationship between human
relations & managerial effectiveness in the organization. Better
the human relations maintained among the people, greater would
be the positive behaviour & in turn greater would be the
managerial effectiveness.

MODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONALMODELS OF ORGANIZATIONAL
BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)
20

1. Autocratic model:
Under autocratic model, the managers uses authority and
directs the subordinates to do work as per his specification.
The subordinates are not given freedom to act. They have to
carry out the task faithfully as per their boss's instruction.
The employees are made to work like machines.
The use of such an approach may not always give the
manager the desired results. Employees physical & mental
21
manager the desired results. Employees physical & mental
health gets affected.
Organizations may also begin to face
behavioural problems as a high rate
of absenteeism, low morale
(feelings of confident & satisfaction),
high rate of labour turnover and so
on. Unit 1 – Introduction 21

2. Custodial:
Employees has to depend on the organization.
The organization takes care of all the need of the
employees like rent free accommodation, free education for
his children, food and so on.
Under this approach the employee is happy as the
organization satisfies his needs. But there will be no
guarantee that his performance level will be high.
22
guarantee that his performance level will be high.

3. Supportive:
The managers supports his subordinates in the performance
of their tasks.
The focus here is managerial leadership.
The manager does not make decision but involves his
subordinates in the decision making process.
This model is suitable in those workplaces where the
employees are self motivated.
23
employees are self motivated.

4. Collegial:
The managers and subordinates work as a team.
The manager participates in the process of task performed
by subordinates.
There is better interaction among team members.
Every subordinate is able to be self disciplined.
24

COMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONALCOMPARISON OF 4 MODELS OF ORGANIZATIONAL
BEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOUR
Autocratic Custodial Supportive Collegial
Basis of model Power Economic
resources
Leadership Partnership
Managerial
orientation
Authority Money Support Team work
Employee
orientation
Obedience Security and
benefits
Job
performance
Responsible
behaviour
25
orientation benefits performance behaviour
Employee
psychological
result
Dependence
on boss
Dependence
on
organization
Participation Self-discipline
Employee
needs met
Subsistence
(Basic level)
Security Status and
recognition
Self-
actualisation
Performance
result
Minimum Passive cooperation
(Accepting what
happens )
Awakened drives
(Perform well)
Moderate
enthusiasm

Important disciplines contributing to OB are:
OTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TOOTHER DISCIPLINES CONTRIBUTE TO
ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)ORGANIZATIONAL BEHAVIOUR (OB)
26

a)Psychology - the study of the human mind (mental
characteristics).
- it includes perception, learning, memory, attitude, opinion,
capacity to judge, ability to make decision.
- knowledge of psychology provides the manager to influence
the employees positively towards the goals.
b)Sociology - the study of the human society (people).
- sociology deals with the social behaviour of an individual. - an
27
employee, for example may strike work not on his own but due
to union pressure.
- knowledge of sociology helps the manager to tackle group
behaviour effectively.
c)Anthropology - the study of the human cultures and practices
in different societies.
- it is a study of fundamental values and beliefs (trust), useful
in understanding human behaviour.Unit 1 – Introduction 27

1. Human resource or supportive approach:
- it is concerned with growth & development of people
towards higher levels.
- it is supportive approach because managers primary role
change from control of the employees to achieve support of
their growth & performance.
- it helps an employee to become better, more responsible &
APPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONALAPPROACHES IN ORGANIZATIONAL
BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)BEHAVIOUR (OB)
28
- it helps an employee to become better, more responsible &
create a climate in which they can contribute to their improved
abilities.
2. Situational or contingency approach:
- ideas are suppose to apply in any type of situation.
- situational approach are much complex may require different
behavioural pattern & practices for more effectiveness.
- it helps to use the most appropriate manner, all the current
knowledge about people in organization. 28

3. Productivity approach:
- Productivity is the ratio that compares the units of output with
units of input, better productivity is a valuable measure of how
well resources are used in society.
- Productivity often is measured in terms of economic inputs &
outputs but human inputs & outputs are also important. (E.g.)
better organizational behaviour can increase job satisfaction
(i.e.) human output.
4. System approach:
29
4. System approach:
- a system implies that there are many variables in organization.
Each of them affect all the other in a complex relationship (a set
of repressed feelings affecting behaviour) which appears to
affect one individual or department in the organization.
- all people in organization should be concerned with improving
organizational behaviour.

PROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OFPROBLEMS IN THE STUDY OF
ORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOUR
1. Behaviour of an individual cannot be studied.
2. Behaviour of an individual may be different from
a group.
3. No formula or method is used to study.
4. Conflicts between personal and organizational
goals.
30
goals.
5. Perceptions, values, beliefs etc are not static.
6. Style of leadership for all managers are different.
7. Not possible to offer a solution to a certain
behavioural problem.

EMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OBEMERGING CHALLENGES OF OB
OB
Challenges
Managing
Diversity
Changing
demographics
of workforce
Challenges
Technology
transformation
Changed
expectations
Changed
Employee
expectations
Globalization

The challenges include –
1. Managing Diversity:
“Diversity is dealing with a collective mixture of
differences and similarities in a given group.”
(i.e.) Primary dimensions – age, gender, mental / physical
abilities and characteristics, race, ethnic heritage, etc.
Secondary dimensions – education, geographic location,
cultural experience, work experience, religion, work style,cultural experience, work experience, religion, work style,
family status, etc.
- it is a philosophy about how differences among
individuals are accepted and respected and how they are
made to work.
- there is diversity in all aspects of workforce makes not
only a strong moral but also business sense.

Diversity is built in various groups of members in
organization to achieve –
Access to a changing market place.
Large scale business transformation.
Superior customer service.
Workforce empowerment.
Total quality.
Alliances with suppliers and customers.Alliances with suppliers and customers.
Continuous learning.
(E.g.)
i) Procter & Gamble achieves 30 – 40% higher productivity
at its 18 diverse team based plants than at its non – diverse
plants.

Barriers to accept diversity:
a) Prejudice – unjustified negative attitude towards a person
based on his or her membership of a particular group.
b) Ethnocentrism – tendency to regard one’s own group,
culture, or nation as superior to others.
- this occurs in selective club, religious or political.
c) Stereotypes – set of beliefs about a group that is applied
universally to all members of that group.universally to all members of that group.
d) Discrimination – barring an individual from membership of
an organization or from a job because of his or her
membership of a particular group.
e) Harassment – consciously shunning or verbally or physically
abusing an individual.
f) Backlash – negative reaction to the gaining of power
influence by members of previously under represented groups,
leading to fear and reverse discrimination. 34

Manage diversity effectively:
i) Increasing awareness:
- awareness demands appreciation of diversity as a fact of
organizational life.
- diversity awareness programmes in organizations strive to
increase managers and worker’s attitude, biases,
stereotypes, differing perspectives of diverse managers, co-
workers.workers.
ii) Increasing Diversity Skills:
- efforts to increase diversity skills focus on improving the
managers and subordinates interaction and improving skill.
- it educate the way of thinking, communication, issues and
situations to develop healthy respect and mutual
understanding.

iii) Cultural diversity:
- this diversity in workplace is growing because of
globalization.
- the challenge to OB is to harness the wealth of differences
that cultural diversity provides.
Strategies to manage cultural diversity:
* For individuals:
- live and work outside your home country.- live and work outside your home country.
- develop friendship with people from nationalities other
than your own.
- learn another language.
- subscribe newspaper and periodicals that brings key
issues from multinational perspective.

* For companies and Organizations:
- offer language training to employee.
- encourage employees to accept non home country
assignments.
- provide transaction counselling to employees and families.
- provide training to help employees learn about cross
cultural differences.
iv) Gender diversity:iv) Gender diversity:
- the feminization of workforce has increased substantially.
- women’s participation in the workforce is increasing.
(E.g.) women hold 11.2% of corporate officer positions in
Fortune 500 companies.
- it allow individuals and organization to move away from
discriminating or making false assumptions while managing
with diverse groups.

v) Committing Top Management to Diversity:
- managers embrass diversity through their actions
and spread messages that diversity can be source of
competitive advantage.
- organization takes steps to manage diversity and
success in their efforts to manage diversity.
- diversity management efforts have backfired,- diversity management efforts have backfired,
leaving race and gender divisions even greater.
- experts recommended that managing diversity
demands expecting a range between people.

2. Changing demographics of Workforce:
- it relates to dual career couple where both partners are
actively pursuing professional careers.
- organization use physical relocation for developing talent.
- dual career professionals limits individual flexibility in
accepting assignments.
- another change in workforce relates to growing no. of
young employees and people who join jobs are freshyoung employees and people who join jobs are fresh
graduate.
- young people who are fresh, ambitious and enthusiastic
are handled with circumspection.
- changes in the workforce demographics have their own
implication for managers in the organization.

3. Changes Employee Expectations:
- employee expectations and attitudes have changes due to
changes in workforce demographics.
- employees demand empowerment and expect quality of
status with management.
- empowerment results in redefining job, control over their
jobs and gain knowledge about work methods.
- expectations breaks traditional relationships between- expectations breaks traditional relationships between
employee and owners.
- today’s worker demands better treatment, challenging
assignments and career advancement.
- unions demanding so much pay rise, intensive training
program to upgrade their skills, job security, monetary
benefits, uniform, housing and other facilities.

4. Globalization:
- growth internationalization of business has its impact on
people management.
- it cope with problems of unfamiliar laws, languages,
practices, competitors, attitudes, management styles, work
ethics.
- personal function like hiring, training, compensating
acquire global perspective.acquire global perspective.
- management should be flexible and proactive which
makes contribution to company’s growth.
- it is the source of competitive advantage for the company.
Advantages:
a) Globalization affects an increasing no. of managers and
professionals.

b) Internationalization puts a premium on certain
competencies (or skills).
c) Managerial learning is a crucial process in
internationalization, bringing teamwork strongly to the
fore.
d) Managers of career in context of globalization brings
about for peculiar difficulties many companies.
5. Technology Transformation:
- it refer to something as abstract or formula, offers
competitive edge to a firm.
- this competitive edge comes when managers achieve
harmonious integration of their human and
technological resources.

Dimensions of Technology:
a) Automation – it occurs when a task performed by a worker
is mechanized to be performed by a machine.
- it has impact on job design (i.e.) simplification of task for
the worker.
- it changes the job level of the worker from assembling a
product and monitoring the machines.
- it needs to understand the effect on jobs.- it needs to understand the effect on jobs.
- it works as a supplements and create some awareness of
potential of worker alienation.
- employees must plan for effects on automation of
workforce, which includes displacement, replacement or
retaining.

b)Information Technology – it influence the organizations
and forcing OB scholars to re – examine their concepts in
light of revolutionary changes.
- it reshaped organizations and their interactions with other
entities.
- the entire world belongs technology – based products with
internet, e-mail, mobile phones, etc.
Implications of advanced technology:Implications of advanced technology:
a) Learner organization:
- every organization becomes learner through latest
technology.
- changes in technology makes organizations downsizing
or rightsizing and enable the fewer employees to produce
greater volumes.

- outsourcing is one of the process of hiring outside firms to
perform non – core activities of business.
- outsourcing results in fewer no. of employees in
organizations, sometimes fewer employees may lost their
jobs.
- nowadays organization has good infrastructure,
machines, computer and other facilities, which is
challenging for manager’s to satisfied and motivate thechallenging for manager’s to satisfied and motivate the
employees.
b) Wired Organization:
- organization has telecommunication facilities which
keeps people away from office.
- employees can operate from their home and need to visit
the offices if they required.
(E.g.) web conference, webinars, internet and e-mails. 45

- wired organizations pose another challenge how – to
motivate employees, which becomes as issues in
organization.
- organizational hierarchies is another challenges for
organization (i.e.) who was boss, who report to whom were
clearly defined and identified.
- time differences across globe is another problem.
(E.g.) Call centres(E.g.) Call centres
c) Virtual offices:
- it is one in which people work anytime, anywhere and
with anyone.
- it involves work being done from where people are,
instead of people going to work place.
- IT makes connectivity, collaboration and communication
easy. Unit 1 – Introduction 46

d) Changing nature of management work:
- technological innovations affect the very nature
managerial work.
- the work environment is vastly different now compare to
earlier days.
- in earlier days work environment has risk in physical
injuries, accidents, pollution and it tough task for manager
to monitor the worker’s movement.to monitor the worker’s movement.
- now the technology has altered the work environment and
stressed the workers both physically and psychologically.
- computerized monitoring provides managers with a
wealth of information about employee performance.
- managers need to upgrade their skills constantly.

- technology changes occur so rapidly in present that
turbulence characteristics most organizations.
- every employees must constantly learn and adapt to
changing technology to remain competitive.
- managers must efficiently deal with the challenge of
helping workers adapt and make effective use of
technology.technology.
- nowadays the new generation workers have both business
skills and technological expertise.
- the organization should include awareness of how to
integrate benefits of new technologies with organization’s
human resources.

Organizational Behaviour - Introduction

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