Organizational Behaviour 215g6o

Organizational behaviour (OB) INTRODUCTION An organization is a collection of people who work together to achieve a wide variety of goals, both goals of the various individuals in the organization and goals of the organization as a whole. Organizational behaviour involves integration of studies undertaken relating to behavioural sciences like psychology, sociology, anthropology, economics, social psychology and political science. Therefore, organizational behaviour is a comprehensive field of study in which individual, group and organizational structure is studied in relation to organizational growth and organizational culture, in an environment where impact of modern technology is great. The study of organizational behavior provides a set of tools ,concepts and theories, that help people understand, analyze, and describe what goes on in organizations and why. How do the characteristics of individuals, groups, work situations, and the organization itself affect how feel about their organization.

DEFINITION According to ‘Raman J. Aldag’. “Organizational Behaviour is a branch of the social science that seeks to build theories that can be applied to predicting , understanding & controlling behaviour in work organization ”. According to ‘Fred Luthans ’. “Organizational Behaviour is directly concerned with the understanding, production & control of behaviour in organization”

IMPORTANCE 1. To expand the management horizon. 2. To approach the subject from various angles and viewpoints in depth in exhaustive manner. 3. To make the students learn about the concept of organization. 4. It describes various interdisciplinary forces that affects the complexity of human behaviour.

5. To improve individual group performance within the organizational setting .it help for the study of individuals personal factors and environmental factors both at macro and micro level with the influence of behaviour. 6. At micro level the working condition includes reward systems, organizational policies,

communication, control system, leadership and motivation, interaction with peers superiors, sub-ordinates 7. At macro level organizational environment effects behaviour of individual and society.

Types of Organizational Behaviours It addresses particular behaviors a manager wishes to modify, regulate and optimize for the purpose of achieving an end objective. For example, "Incentive Theory" is concerned with predicting, controlling and explaining behavior by means of providing a reward; determining exactly what reward best sparks the impulse to participate with someone else's agenda is the art behind the science. Organizational Culture  Organizational culture is the particular set of experiences defining the needs, wants,

values and beliefs that is often distinctive and is a notable trait defining an organization.  Organizational culture is the invisible hand that shapes and molds behaviors.  Ex:-A unit in the hospital contend with is the "culture of fear" versus a "culture of

innovation." The premise is that innovation, adaptability and the robust exchanges of profitable ideas are often suppressed in environments where employees are afraid to speak their minds. Why employees are afraid to speak their mind belong to a distinct set of circumstances behaviorist attempt to determine. A particular arrangement of a company's values and managing strategies versus how employees within that organization internalize those experiences helps to define its culture.

 Emotional Labor  Emotional labor is a term describing an employee's requirement to exert specific emotions as part of his job description. 

For example, retail outlets have their sales staff smile and project cheerfulness to their customers; this is not encouraged, it's required if the employee wishes to remain employable, but the requirement of emotional labor may be disguised as a sort of encouragement.

 A prolonged display of fake emotions is laborious, involving a great deal of concentration and effort, like digging a ditch, hence the term "labor." It is understood that projecting emotions (fake or authentic) can be contagious, possibly changing the emotional state of the recipient, all in hopes of facilitating a sale. Professional Ethos  Implementing emotional labor is easily observable and obvious within the workforce. However, what is overlooked is the profound accomplishment involved from an organizational viewpoint.  For example, it's an incredible achievement of behavioral modification having freethinking cognitive adults allowing themselves to be micromanaged down to precisely how a tailored emotion should be executed and for how long; this is essentially surgically replacing a person's intent with a collective agenda, all at the sometime calling it "professional" to compromise authenticity for compliance. Ceremonies  Expectations of how and when employees are to participate in activities manufactured by organizations are significant aspects of organizational behavior.  For example, the ceremony of the "morning motivational rallies" or the ceremonies of

"frowning security guards when checking bags before you clock out from work" .

 Hawthorn Effect  Hawthorn Effect is the result of individual or groups of people displaying an overall

improvement of applied skills simply because of their awareness of being observed.  For example, managers are empowered to modify behavior and shape behavior to fit a larger agenda simply by being present

Models of organizational behaviour The Autocratic Model .

I. II.

The custodial model.

III.

The ive model.

IV.

The Collegial Model.

V.

The SOBC Model

The Autocratic Model  The model is based on the assumption that authority is central to results.  People must accept the authority of their superiors and obey their instructions.  Obedience is the main employee orientation.  Obedience on the part of subordinates can be for respect for the knowledge and the

authority of the superiors or fear of punishment.  Job security, basic needs of a person, survival and growth makes the subordinates to

obey. The Custodial Model  This assumes that the organizational behavior depends upon the economic resources.  Employee work for money and desires job security.

 While money is the main managerial orientation, job security is the main employee

orientation.  For the basic need of job security employee offer a ive co-operation to the superiors.  The management knows better welfare of the people & takes the role of custodian and

guardian of the people and their wealth. The ive Model  The model assumes that management is leadership.  The management plays the role of a ive leadership.  The employees are performance oriented & need for their initiative and drive for

performance.  This encourages participation by the subordinates.  The basic need of the employee is the self esteem and recognition.  The employees need , status and recognition for their performance.

The Collegial Model  This model is based on the assumption that generally the employees are self disciplined

and they exhibit a responsible behavior.  The main need of the employee is self actualization.  If this need is satisfied, they show enthusiastic performance.  Therefore they must be encouraged for the participation in decision making.  Team building on the part of management is must as the team work is main managerial

orientation.

The SOBC Model  This model is based on the assumption that every behavior is caused. What we see are the

consequences of the behavior shown by organism due to stimulus.  This model can be diagrammatically shown as follows: Stimulus > Organism > Behaviour > Consequences (cause)

(individual) (Actions)

(Results)

 The Stimulus is the cause that may be overt or covert physical, social, psychological,

technological, environmental etc.  The Organism can be individual or a group.

 They have cognitive mediators with physiological existence.  The Consequences are expressed as the results that may be overt or covert.  Positive or negative and can have effects on environmental dynamics and applications. SOBC model is based on the very practical philosophy of human behaviour that: every behaviour is caused & follows the Cause-Effect relationship.

Organizational behaviour Theory According David S. Walonick organizational behaviour theory is classified into following: Classical Organization Theory Classical organization theory evolved during the first half of this century. It represents the merger of:1. Scientific management. 2. Bureaucratic theory . 3. istrative theory. 1. Scientific management

Frederick Taylor (1917) developed scientific management theory .His theory had four basic principles:

 find the one "best way" to perform each task.

 carefully match each worker to each task,  closely supervise workers, and use reward and punishment as motivators

 the task of management is planning and control. 2. Bureaucratic theory

This theory was developed by Weber and the theory named after him as weber bureaucratic theory.  It emphasized the need for a hierarchical structure of power. It recognized the importance

of division of labor and specialization.  A formal set of rules was bound into the hierarchy structure to insure stability and uniformity.  Weber also put forth the notion that organizational behavior is a network of human

interactions, where all behavior could be understood by looking at cause and effect yielded large increases in production. 3. istrative theory

This refers to the principles of management and was formalized in the 1930's by Mooney and Reiley (1931). The emphasis was on establishing a universal set of management principles that could be applied to all organizations.  Neo-classical Organization Theory

 Neoclassical theory displayed genuine concern for human needs.  Barnard (1968) proposed one of the first modern theories of organization by defining organization as a system of consciously coordinated activities.  He stressed in role of the executive in creating an atmosphere where there is coherence of values and purpose.  Organizational success was linked to the ability of a leader to create a cohesive environment.

 Barnard's theory contains elements of both classical and neoclassical approaches.  Contingency Theory Classical and neoclassical theorists viewed conflict as something to be avoided because it interfered with equilibrium. Contingency theorists view conflict as inescapable, but manageable.  Chandler (1962) studied four large United States corporations and proposed that an organization would naturally evolve to meet the needs of its strategy -- that form follows function.  Implicit in Chandler's ideas was that organizations would act in a rational, sequential, and linear manner to adapt to changes in the environment.  Effectiveness was a function of management's ability to adapt to environmental changes.  Systems Theory Systems theory was originally proposed by Hungarian biologist Ludwig von Bertalanffy in 1928.  The foundation of systems theory is that all the components of an organization are interrelated, and that changing one variable might impact many others.  Organizations are viewed as open systems, continually interacting with their environment.  They are in a state of dynamic equilibrium as they adapt to environmental changes.

END OF LIFE CARE INTRODUCTION

Most people envision living "the good life" in their later years and devote decades to preparing for it. But few people devote much thought to how they might live with a serious or life-threatening disease or to how they will die. Thus, most people do not discuss their feelings or make adequate plans to ensure that their wishes will be followed. Until a few generations ago, there was very little to think about concerning death and dying. Many people died very quickly after becoming infected or injured. Others died quickly after developing a disease such as coronary artery disease or cancer, because no effective treatments existed. Much has changed in the last few generations, however. Some people still die of infections or injuries, although far fewer than ever before. And some people still die instantly or very quickly of diseases that strike with little or no warning. DEFINITION

According to world health organization End of life care is an important part of palliative care, and usually refers to the care of a person during the last part of their life, from the point at which it has become clear that the person is in a progressive state of decline. According to Kirsti A. Dyer: End of Life Care is the care provided to a person in their final stages of life. Also known as hospice care, comfort care , ive care, palliative care or symptom management.