Orgnizational behaviour
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This document provides an overview of organizational behavior concepts and research methodology. It discusses three major theoretical frameworks that inform the study of organizational behavior - cognitive framework, behavioristic framework, and social cognitive framework. The cognitive framework views behavior as influenced by internal mental processes, while the behavioristic framework focuses on observable stimulus-response relationships. The social cognitive framework proposes a model of triadic reciprocal causation where personal factors, environmental influences, and behavior continually interact. The document emphasizes the importance of valid and rigorous research methodology to establish evidence-based understanding of organizational behavior.
Orgnizational behaviour
- 1. Introduction to organizational behavior A way to understand One's organization
- 2. Topics which we have learned The organizational theories Modern organizational designs The organizational culture Creating and maintain a culture The meaning of personality The role of heredity an the brain The perception process Social perception Work related attitude Stress and conflict
- 3. organization
- 4. What is an organizational behavior? According to Luthans “OB is directly concerned with the understanding, predicting and controlling of human behavior in organizations.”
- 5. What is an organizational behavior? Stephen P Robins A systematic study and application of knowledge about how individuals and groups act with in the organization where they work
- 7. Importance of OB 1. It provides a road map to our lives in organization. 2. It uses scientific research to help understand and predict organization life. 3. OB help us influence organizational event. 4. It help us to understand himself and others better. 5. It helps to understand the basis of motivation.
- 8. Fundamental concepts of organizational behavior? The nature of people Individual difference A whole person Motivated behavior Value of the person
- 9. The nature of organization social system Mutual interest
- 10. Characteristics of OB Large Size It employ Hundreds and thousands of employees. Human Resources Complexity It involves huge investment and complicated technology, their management and operation is a complex affair. Co-ordination Pattern Behavior There is a system of working in all organization like hierarchical levels, a chain of command, rules and procedures. Discipline Dynamic Organization behavior is dynamic rather than static. It essence is reflected in change in behavior of individuals in organization
- 11. THE CHALLENGES FACING MANAGEMENT Challenges Challenges at the Individual Level Job Satisfaction Empowerment Behaving Ethically Challenges at the Group Level Working With Others Workforce Diversity
- 12. RESEARCH METHODOLOGY TO DETERMINE VALID EVIDENCE An evidence-based approachto organizational behavior dependson rigorous research methodology.Accumulating validevidenceof why people behave the way they do is a very delicate and complexprocess. In fact, the problems are so great that many scholars, chiefly from the physical and engineeringsciences,argue that there can be no precisescience of behavior. They maintainthat humans cannot be treated like chemical orphysical elements; they cannot be effectively controlledor manipulated.
- 13. The Overall Scientific Perspective Behavioral scientists in general and organizational behavior researchers in particular strive to attain the following hallmarks of any science: 1. The overall purposes are understanding/explanation, prediction, and control. 2. The definition are precise and operational. 3. The measures are reliable and valid. 4. The methods are systematic. 5. The results are cumulative.
- 14. FIGURE 1.1 Simple Relationships Among Problems, Methodology, and Valid Evidence.
- 15. The Validity of Studies The value of any evidence is dependent on its validity. In particular, research results must have both internal validity external validity
- 16. external validity External validity, which is concerned with the generalizability of the results obtained. In order for a study to have external validity, the results must be applicable to a wide range of people and situations.
- 17. internal validity A study has internal validity if there are no plausible alter- native explanations of the reported results other than those reported. The threats to internal validity include uncontrolled intervening events that occur between the time the pre-experiment measurement is taken and the time the postexperiment measurement is taken or does A cause B, or does B cause A, a problem with correlational studies.
- 18. FIGURE 1.2 The Relationship Organizational Behavior to Other Closely Related Disciplines.
- 19. THEORETICAL FOUNDATION FOR ORGANIZATIONAL BEHAVIOR Cognitive Framework Behavioristic Framework Social Cognitive Framework
- 20. Cognitive Framework The cognitive approach has been accused of being mentalistic, and the behavioristic approach has been accused of being deterministic. Cognitive theorists argue that the S-R model, and to a lesser degree the R-S model, is much too mechanistic an explanation of human behavior.
- 21. The Basic Human Capabilities According to Bandura’s Social Cognitive Theory (SCT).
- 22. Behavioristic Framework These pioneering behaviorists stressed the importance of dealing with observable behaviors instead of the elusive mind that had preoccupied earlier psychologists. They used classical conditioning experiments to formulate the stimulus-response (S-R) explanation of human behavior. Both Pavlov and Watson felt that behavior could be best understood in terms of S- R. A stimulus elicits a response. They concentrated mainly on the impact of the stimulus and felt that learning occurred when the S-R connection was made.
- 23. Social Cognitive Framework Social learning takes the position that behavior can best be explained in terms of a continuous reciprocal interaction among cognitive, behavioral, and environmental determinants. The person and the environmental situation do not function as independent units but, in conjunction with the behavior itself, reciprocally interact to determine behavior. Bandura explains that “it is largely through their actions that people produce the environmental conditions that affect their behavior in a reciprocal fashion. The experiences generated by behavior also partly determine what a person becomes and can do, which, in turn, affects subsequent behavior.
- 24. A Conceptual Model for the Study of Organizational Behavior: An Evidence-Based Approach. Environmental Context 2. Globalization, Diversity, & Ethics Organizational Context 3. Design & Culture 4. Reward System Social Cognitiv e Theory Dynamics 8. Communication & Decision Making 9. Stress & Conflict 10. Power & Politics 11. Groups & Teams 12. Behavioral Management 13. Leadership Processes 14. Great Leaders Cognitive Processes 5. Personality, Perception, & Attitudes 6. Motivational Processes and Application 7. Positive Organizational Behavior and Psychological Capital