ORGANIZATIONAL BEHAVIOR

OUTLINE

Definition of Organizational behavior Origin of Organizational behavior Theoretical frameworks Importance of Organizational behavior Conclusion

DEFINITION OB can be defined as the

understanding, prediction and management of human behavior in organizations.

Luthans,2010,p.20.

OB is concerned with “The study of the structure, functioning and performance of organizations and the behavior of groups and individuals within them.”

Pugh,(1971)

ORIGIN OF OB Industrial Evolution F.W.Taylor-(1916) – scientific management Henry Fayol-(1916)-Principles of

governing behavior Elton Mayo-(1920)- Hawthrone’s

experiments Peter Drucker-(1909-2005)- Modern

management,Innovation

THEORETICAL FRAMEWORK FOR ORGANIZATION BEHAVIOR

Cognitive Framework Behavioristic Framework Social Learning Framework

COGNITIVE FRAMEWORK This framework was introduced by the “Edward Tolman”

Cognition means the mental action or process of acquiring

knowledge and understanding thought, experience and the senses.

Behavior is purposive (directed towards a purposes or goal)

Learning consists of the expectancy that particular event will leads to particular consequence.

BEHAVIORISTIC FRAMEWORK

This framework developed by Ivan Pavlov and J.B.Wotson

Study learning by focusing on observable events, both environmental and behavioral.

OB can be explained with help of Stimulus and Responses.

Behavioristic framework classical conditioning theory operant condition theory (B.F.Skinner)

SOCIAL COGNITIVE FRAMEWORKThe theory explains human behavior in terms of continuous reciprocal interaction among cognitive, behavioral and environmental influences.

Luthans, Fred (2005), Organizational Behavior, 10th Edition, McGraw-Hill

IMPORTANCE OF OB Skill improvement Employee motivation Understand the nature of employee Efficiency and effectiveness Better environment of organization

Luthans, Fred (2005), Organizational Behavior, 10th Edition, McGraw-Hill

…

Conclusion

REFERENCES Bandura, A., & Adams, N. E. (1977) Analysis of self-efficacy

theory of behavioral change. Cognitive Therapy and Re- search, 1, 287-308.

Kotter, J. P. (1982) What effective general managers really do. Harvard Business Review, 60(6), 156-167.

LexingtonL. M. (1979) Application of social learning theory to training supervisors through behavioral modeling. Journal of Applied Psychology, 64, 239-246.

Lazarus, R. S., & Folkman, S. (1984) Stress, appraisal, and coping. New York: Springer.

Lent, R. W., & Hackett, G. (1987) Career self-efficacy: Empir- ical status and future directions. Journal of Vocational Be- havior, 30, 347-382.

THANK YOU!