DR.

VISHWANATH KARAD MIT WORLD PEACE UNIVERSITY

FACULTY OF MANAGEMENT

SCHOOL OF MANAGEMENT (PG)

CCA Parameter I: Individual Assignment

BATCH 2022-24

Title: Organization Behavior in a workplace & why it is important?

Name of the student: Mr. Shivprasad Sanjay Patil

PRN No: 10622202(07)

Division: 402

Course Code: MGP6002B

Course Name: Organization Behavior

Submitted to: Prof. Aparna Dixit

Date of Submission: 8th October 2022

Abstract
Organizational behaviour includes the way work is organised as well as the interpersonal, psychological, and
emotional factors that affect how well an organisation performs. The study of controlling operations and
managing personnel to carry out specified duties is the subject of management, a discipline that is essential to
understanding organisational behaviour and business success. For organisational effectiveness, management
places a strong emphasis on the design, execution, and layout of various administrative and organisational
systems. The organisation, on the other hand, modifies or restructures the individuals and groups through its
structure, culture, policies, politics, power, and procedures, as well as the roles expected of the people in the
organisation, while the individuals and groups bring their skills, knowledge, values, motives, and attitudes into
the organisation and thereby influence it.

Hamrefors (1999) identified and investigated four types of scanning behaviour: "private scanning,"
"anarchistic scanning," "scanning in principle," and "directed scanning." The most effective strategy for
organising competitive intelligence efforts is directed scanning, while establishing a centralised competitive
intelligence unit is by far the least frequent. Most frequently, such operations are decentralised. This method is
also the best fit for the majority of organisations, but decentralised activities need to be coordinated in order to
maximise competitive intelligence efforts.

Introduction
Research on organisational behaviour often borrows from a variety of fields, including as psychology,
sociology, and anthropology, but it typically looks at workers in their actual workplaces rather than in
experimental or quasi-experimental settings. In order to understand how these characteristics explain employee
work behaviours and how they are influenced by other variables, such as working conditions, company policies,
human resource programmes, or pay plans, organisational behaviour researchers are primarily interested in
measuring the presence of employee motivation, job alienation, organisational commitment, or similar work-
related variables.

People frequently act in a variety of ways at work, and these behaviours are described in a variety of ways:
an employee who puts forth a lot of effort might be described as "motivated," whereas an employee who
approaches their work with resignation and puts forth only the minimum amount of effort might be described as
"alienated." There are more potential reasons for the observed behaviour in each situation.

Alternative explanations include the possibility that the employee who puts in a lot of effort is aware of a
potential layoff, that the employee who puts in only the minimum amount of effort is ill or preoccupied with
personal matters, and that the employee who stays late is hoping to land a job with the client. Employee
perceptions are reflected in many of the factors of organisational behaviour that are of relevance.

That's because your employees' ability to work together effectively will decide how effective they are, and
their compatibility is crucial to prevent glitches. It is hard to create long-term business success without this
unity.The most effective corporate leaders improve employee productivity as well as the workplace
environment and job happiness in order to boost performance.

Understanding employee motivation and interactions with management will help you accomplish this.
Organizational behaviour is all about this.
 Literature review
It's not a novel idea to quickly identify and eliminate bad company practises in order to improve employee
performance, boost job happiness, and increase revenues. The industrial revolution, which began in 1760,
resulted in the utilisation of new technology, production techniques, and increased mechanisation.

New organisational forms were among the socio-cultural changes brought forth by these transformations. As
a result, German scientist Max Weber asserted that organisations built on rational-legal principles, charismatic
leadership, and maximal technical efficiency require bureaucracy.

In the 1890s, organisational behaviour was researched as a field of study, with a focus on scientific
management, which was popularised by American mechanical engineer and thinker Frederick Winslow Taylor.

However, the human relations movement was sparked by the failure of scientific management. Strategic
goal-setting, awards (to encourage employees), cooperative teamwork, staff ethics, a positive work
environment, and a strong emphasis on employee cooperation and morale are all part of the system.

These movements established organisational behaviour as an area of study and turned it into a formal academic
field.

People

In any organisation, the workforce is made up of people. They conduct the routine tasks required to meet
organisational objectives. However, they have different talents, responsibilities, objectives, and goals. To avoid
subpar performance, you must train new hires on company policies when they join the team. In addition, you
need a strong incentive programme to motivate capable employees to continue working hard. This is because
great performers could become demotivated over time if there are no rewards to encourage them.

Employer-employee connections will be improved with expert knowledge of employee personalities, and
productivity rises the more you comprehend this component.

Structure

Starting with the lowest rated personnel and working your way up, the structure describes the formal
relationship you have with each member of your team. To enable them to function effectively, they should all
be ranked structurally.

It is necessary to make clear their roles, obligations, responsibilities, and duties in order to get people to
carry out their tasks as required. But continuously going through the same training might be exhausting. It
consumes a significant amount of your productive time. It's not what you want. To maximise worker
productivity and prevent expensive errors, you must record your procedures. By doing this, you may reduce
losses, boost earnings, and free up time.

Technology

In the twenty-first century, technology plays a significant role in organisational structure. It establishes the
workflow, gathers resources, records procedures, and influences worker collaboration. Employees can complete
their work more efficiently thanks to technology. It is challenging for employees to work effectively without it.
Working with technology is simpler.
You can gain the following advantages by using the appropriate technology:

-Avoid making the daily trip to work.

-Holding online meetings.

-Allowing remote work for your staff.

-Cutting back on expenses like office utilities.

-Duty distribution.

-Easily keeping track of each employee's daily output.

Technology also influences organisational culture and behaviour. It enables workers to set aside their social
backgrounds. Group conflict and cliques are prevented by the technology.

External Environment

Businesses would desire to have complete control over all of their processes. But outside circumstances can
have an impact on how employees behave at work.

These elements might be technological, social, political, or economic. One of your employees may, for instance,
be struggling with a relationship issue at home or financial difficulties. Their output will decrease if they
experience an emotional breakdown.

Similarly, a worker who enjoys their personal life will probably be motivated to complete responsibilities for
your business.

High-level executives have been compelled to leave by a number of companies after being the target of valid
accusations. In a similar line, companies are taking action against gender pay disparity by comparing the
earnings of male and female workers to ensure that those doing equivalent work are paid fairly.

Leaders and managers can create improvements by comprehending how these components interact. Even
while the organisation can more readily control some factors—such as its structure or the employees it hires—it
must nevertheless be able to react to outside influences and changes in the economic environment.

3 Levels of Organizational Behavior?

Individual Level
Your employees are the building blocks that make up your business. They all differ in terms of behavior, history,
expertise, and education; therefore you must comprehend them in order to take advantage of their potential for business
success.
Analyzing their perception, personality, task performance, creativity, ethics, cooperation, need for autonomy,
motivation, and how these aspects of their behavior effect workplace productivity will help you better understand
people.
Group Level

A group is defined as two or more people coming together to engage and work toward a common objective.
Your objective is to ascertain how each person's unique personality relates to the various leadership
philosophies and the results they produce.

However, you must comprehend group dynamics and interpersonal communication to do this well. Studying
leadership, politics, decision-making, authority, intergroup and intragroup cohesion, conflict resolution,
interpersonal communication, and norms are some of these.

Organization Level

Organizational behaviour at this level includes issues like cultural diversity, organisational cohesiveness and
conflict, change and change management, external environmental pressures, organisational culture, and
organisational structure.

In addition, when groups are combined, they form an organisation. Understanding how people set up their
working relationships and how your company interacts with competitors in the marketplace should be your
main focus at this stage.

People from various social backgrounds and orientations mix as your company develops and expands.
Conflicts, clashes of egos, and disagreements are inevitable. This means that as a manager, you must improve
the organisational behaviour of your staff members in order to promote performance, service delivery, cross-
team collaboration, and, of course, employee satisfaction.

Business leaders that are savvy use their understanding of organisational behaviour as a guide to establish an
effective corporate hierarchy and boss-employee relationship.

For instance, glancing over employees' shoulders all the time suggests a lack of trust and creates a hostile work
environment. Many businesses are moving away from a hierarchical and rigid structure that denies employees
this freedom in favour of a model that allows workers to pick how and with whom they work after witnessing
this trend through organisational behaviour research.

Because it's based on valuing each person's unique individuality, it empowers workers to submit ideas that will
improve both the organisation and themselves. Additionally, it enables managers to establish a solid rapport
with their team that is based on mutual trust, clear communication, and openness.

Edward Thorndike, a renowned psychologist, previously contended in his law of impact theory that:

The phrase "responses that generate a pleasing result in a given scenario become more likely to occur again in
that context, while responses that produce a discomforting effect become less likely to occur again in that
environment" is used to describe this phenomenon.

This simply means that conduct that is rewarded is repeated.

Your team's dedication, creativity, and dependability depend on the motivation to keep up.

Everyone enjoys receiving a great reward for a job well done. Even the most unassuming worker appreciates
that you noticed their efforts, even if they don't like being recognised in front of others, for example because
they are timid or introverted. Additionally, it boosts their self-esteem and encourages them to work harder.
 Visionary managers take extra measures to resolve problems before they escalate into major confrontations.

As a business leader, evaluating organisational behaviour can assist you in swiftly identifying the areas
where your staff is experiencing conflict with coworkers or the leadership so you can take proactive steps to
remedy the issue and avoid a recurrence.

However, it could be challenging to determine the crisis's root cause and the best course of action to take if you
don't have the necessary knowledge of organisational behaviour.

Some strategies emphasise increasing employee or human capability. Others emphasise the idea that research or
developing an inclusive system easily helps to achieve organisational goals, while yet others emphasise how a
chosen strategy impacts productivity.

The top four methods for understanding organisational behaviour in your company are as follows:

-Productivity strategy

Simply explained, productivity is the ratio of output to input; it is a gauge of an organization's effectiveness.
It also shows how effective the management is in using resources. Therefore, productivity increases as the ratio
increases.

When I was growing up, the only thing that mattered was economic value. Today, however, human and social
inputs and outputs are much more significant than just the economic worth.

A human output happens, for instance, if good organisational behaviour can increase job happiness and
employee contentment.

Similar to this, a positive social outcome happens when hired staff enhancement initiatives produce better
citizens in the nearby towns.

-Human resources perspective

The human resources approach places a strong emphasis on the idea that people are the key component of
any business and that people require training to increase their productivity.

The supportive method is another name for it. It contrasts from the conventional management approach, in
which managers choose the goals they want to achieve and then closely monitor them until they are achieved.

Managers use the human resource strategy, shifting from their customary controlling position to that of
collaborative partners in job completion. Employees here are content with their careers.

This is due to the fact that instead of being strictly micromanaged by managers, employees have the opportunity
to inject creativity into the working environment.

-Continuity strategy

It avoids assuming things about people's aptitudes and the accuracy of procedures. Instead, it encourages the
need to evaluate and verify whether a plan can actually assist a company in achieving its objectives.

Because it is used in response to specific conditions, this strategy is also known as the situational approach. A
tactic that works in one circumstance might not in another.
 In order to easily surpass your business objectives, it is your responsibility as a manager to conduct research
and identify a suitable strategy that fits with your company culture.

This strategy succeeds because it discourages appointing individuals to roles based on presumptions or even
using a way to determine whether something is worthwhile by first assessing the circumstance.

-Systemic strategy

According to the systems approach, the organisation is a single system with interacting parts. With this
strategy, managers view the company as a whole and an inclusive social system.

The systems approach makes the assumption that every employee should view things in this way and that
every activity within an organisation has a significant impact on every other activity.

For instance, the job of the director, receptionist, and secretary affects both the productivity and behaviour of
other employees.

However, because they are the ones who set the example for others to follow, managers have a more difficult
task. For instance, managers support:

-Create an organisational culture that supports talent development for increased productivity.

-Establish streamlined corporate procedures to boost output and accomplish organisational objectives.

-Benefit society by providing better services and high-quality goods that meet their demands.

We all possess the intrinsic capacity to generalise about and forecast the future actions of others. Our
projections, however, are occasionally off.

This is because we hardly ever investigate the patterns affecting their behaviour in depth. An understanding of
behaviour models is required for this. The information improves our capacity to anticipate employee behaviour
in the workplace, how it impacts their performance, and how to influence it for a company's best interests.

The five management models listed below will assist you in using your understanding of organisational
behaviour:

-Autocratic Model

The authoritarian system is based on harsh rules, penalties, and threats. Employee performance improves as
a result of the fear it instils in them.

Even if some individuals perform exceptionally well in this type of management paradigm, the majority of
workers are unskilled. Since their managers do all the thinking, they don't have as much competence, aptitude,
or capacity to accomplish duties as required. Therefore, they generally follow the instructions of their superiors.

When a crisis demands for immediate action or when workers aren't performing at their best, managers
frequently choose the autocratic paradigm. To make sure they get up and do things, it is used.
-Custodial Model

The custodial model was developed on the idea that an organization's ability to retain its employees will
increase when it offers social security, rewards, and compassion toward them.

After businesses discovered the failure of the autocratic model, managers started using the custodial model in
the 1890s to 1900s to ensure employee contentment and reduce their hostile and violent conduct toward haughty
supervisors.

As a result, managers started social welfare programmes to give workers rewards like:

-Large pay.

-Benefits for health care and company cars as compensation.

-Decreased overtime (extra work hours).

-Advantages of early retirement.

-Favourable employment moves and transfers.

More businesses adopted these welfare initiatives later in the 1930s to inspire their employees, leading to the
creation of the custodial model.

-Support Model

The supporting model makes the assumption that workers are typically motivated and capable of adding
value.

They do this in the belief that given enough encouragement, people will exercise initiative and boost
productivity on their own.

Under this method, employees are motivated to excel by working closely with their teammates. Status and
recognition are met as a worker requirement.

Business managers also developed a motivating framework for aiming for leadership roles. It allows for the
staff to develop and aspire to leadership in this way. It creates an environment that fosters employee
development and task completion while supporting the objectives of the organisation. The manager's primary
responsibility is to assist them in doing precisely that.

In the 1920s and 1930s, Elton Mayo and Fritz Roethlisberger at the Western Electric Company's Hawthorne
Plant performed a research to examine how people behave at work while paying close attention to the
sociological and psycho-social aspects of the organisational structure.

The researchers came to the conclusion that a corporation is similar to a social structure, with employees
playing an important role in it. They discovered that workers are not tools but rather people with needs, desires,
and emotions that must be comprehended. They indicated that in order to get employees to play their parts and
contribute to accomplishing organisational goals, it is crucial to understand group dynamics, including
supportive leadership and letting workers participate in decision-making.
-Collegial Model

The supporting paradigm and the collegial model are comparable. It requires a lot of staff cooperation and
teamwork. It is based on the assumption that when employees cooperate and exchange ideas, corporate
objectives are readily defeated.

In addition, this paradigm flattens the hierarchy. Rules and instructions are not enforced by managers on the
workforce. Employees cooperate with one another to accomplish shared objectives; no one is in charge of them.

And like a sports coach, business executives simply focus on getting the best performance out of their staff
members rather than encouraging personal development. As there is little to no fear of being let go, employees
under this paradigm feel more at ease at work.

Collaboration with colleagues across boundaries is challenging, though. Even working together when you
can walk there is difficult.

For instance, managers may squander valuable time continuously repeating routines while introducing new
procedures or when training new staff on company procedures.

Research is needed to develop techniques and cutting-edge technology that improve teamwork, lessen tedious
emails back and forth, and eliminate virtual meetings discussing the same processes when walkthroughs might
simply be documented and automated.

-System Model

The system model is a more recent organisational behaviour theory that was developed in response to the
demand for greater commitment to the objectives of the company. Giving employees a high level of meaning at
work will increase their level of fulfilment and performance, according to this approach.

The model calls for managers to foster a positive workplace culture and demonstrate tolerance and concern
for the wellbeing of their employees. Employees feel like they are a part of a family as a result.

Additionally, you might need to spend time cultivating a sense of optimism, openness, credibility, bravery, and
self-determination. In the end, this increases employee loyalty and your business's success.

While managers work to improve social intelligence, collaboration, and transparency, staff members feel a
feeling of connection to the organization's overall strategy. Because they are now motivated by how they can
help their organisation exceed all expectations rather than by personal aspirations, they become more productive
and efficient.

Furthermore, it is incorrect to claim that any one management paradigm is the best. No one of them is flawless,
but they have all gradually altered as a result of changes in our perspective, experiences, and societal factors
that influence behaviour.

Any of the behaviour models can be chosen, modified, and used in various business contexts. Although it
encompasses a wider foundation of academic and applied disciplines and is concerned with a wider variety of
problems, the behavioural science approach to managing people is an offshoot of the human relations studies.
The social and biological disciplines that focus on understanding human behaviour are referred to as
behavioural sciences.
 Managers and HR professionals frequently struggle with improving performance and commitment at work,
especially in today's environment of rapid organisational change.

Even though we've discussed the models you can use to improve behaviour and achieve organisational goals,
let's now take a look at some of the top advice you can use to boost employee compliance and organisational
behaviour in your business:

-Show compassion

Avoid acting like a callous boss who doesn't care how comfortable employees are at their desks. To find out
how people feel about their job, you should poll your employees. Making the appropriate modifications could
be difficult if you merely make assumptions.

According to research, workers who are regarded as individuals with unique interests, preferences, and
aspirations perform better than those who are not.

More employees find fulfilment in a comfortable workspace in this new era of human resource management
than in earning more money in unfavourable settings.

-Make a system of rewards

Nobody enjoys working without a reward or advantage in return. When there is a reward they are hoping to
receive, people are motivated to work harder.

You can accomplish this by rewarding devoted, obedient, and diligent employees for reaching a goal or by
making sure they understand "what's in it for them" right away. This motivates employees to work harder to
complete tasks and behave nicely in order to get the reward.

-Empower and educate staff

When new employees join your firm, they already have some knowledge about it thanks to what they read in
your job posting or possibly just from a cursory check at your website.

In order to prevent these new hires from making costly errors, it is your responsibility as a manager to make
sure they are aware of their positions, obligations, and duties.

In addition, in order to expedite their work, more experienced personnel require refresher training and
tutoring about new tools, regulations, work practises, and procedures.

-Properly convey the ideals of the firm

The most crucial component of this is effectively articulating business values. An employee will struggle to
integrate into your organisational culture if they don't comprehend your company ideals.

Additionally, explaining business practises, specific tasks, and processes incorrectly frequently results in
subpar performance, the production of subpar items, or the provision of subpar services.

You must have a well-written, step-by-step tutorial for every repetitious task in order to prevent this.
-Have a good system in place for hiring employees

Human resource professionals thrive at developing clever business plans and contributing to increased
corporate success, according to studies.

Understanding human reaction management is crucial for this reason. In addition, you might involve human
resource specialists in the planning of transformative changes inside your business.

They may give original viewpoints and suggestions that executives would overlook, and they are crucial in
finding the proper professionals to take on new responsibilities inside an organisation.

You may simply accomplish your business goals with the aid of an effective personnel selection strategy. To
uphold behavioural standards, an organisation should hire workers who fit its culture. Mismatches of any kind
can cause behavioural issues and ongoing disputes. As a result, it might make people less willing to adapt.

-Be adaptable and promote productivity

Maintain your responsibility. Accountability is essential throughout any corporate process, including
transformation programmes. Project managers should have procedures in place to make sure that tasks are
properly delegated and carried out.

In addition to selecting the best candidates and educating them on corporate policies, achieving defined goals
is a crucial component. Employee performance must be above average, according to managers. Tracking
important indicators that encourage staff to perform better while holding them accountable is a sensible method
to accomplish that.

-Support learning and personal growth

It is your responsibility as a business leader to establish and uphold the measuring system needed to monitor
progress and conduct routine status reviews.

It's critical to understand that holding people accountable for their goals keeps them moving ahead if you want
to enhance corporate behaviour.

In order to retain clear objectives across the organisational setup, a company needs have efficient
accountability processes and procedures in place.

-Utilize technology

You need to identify SaaS products that boost business productivity in addition to using computers to do so.
Find one, for instance, that makes it simple for you to organise, allocate, and manage assignments.

You can improve organisational behaviour in the following ways by utilising technology:

-Upgrading their skills so they can function effectively without you.

-Ensuring smooth project collaboration.

-Eliminating errors and misunderstandings is made easier by documenting your processes and procedures.
 Apple is a well-known brand in every country. It deals with the development, production, and marketing of
portable computers, digital music players, and mobile gadgets.

They ranked the company as the first to reach a $2 trillion market cap as of 2020. Let's now examine some
organisational practises that assisted them in growing their business:

In order to establish any firm, leadership is a crucial component. It is a role that controls and directs
employee conduct within an organisation. Even though it frequently seems like a straightforward task, doing it
correctly calls for a high degree of performance and dedication.

Tim Cook took over when Steve Jobs passed away and carried on where his predecessor had left off. Cook
leads with a democratic approach that encourages everyone to use their skills to advance Apple's success. But
that doesn't imply he defers to the judgement of other executives. Instead, he keeps an open mind, weighs his
options, and exhorts his coworkers to follow his example.

Teamwork is the most important component of any successful business, and Apple appears to realise that. Not
only does it promote collaboration and idea sharing, but it also aids in accelerating the execution process
through efficient labour allocation.

The CEO of Apple once said:

"Teamwork depends on trusting the other people to complete their tasks without constant supervision."

Steve Jobs had to make sure that collaboration was ingrained in their organisational culture due to the growth in
their base of devoted customers and their high expectations.

He accomplished this goal by:

-Maintaining their weekly meeting

-Allowing members to present ideas and make arguments will help them reach their full potential

-Ensuring that project teams always have a single objective in mind

Utilizing specific stress-reduction techniques can boost productivity by lowering exhaustion, anxiety, and
mental and physical stress.

But how do Apple staff maintain their sanity given the pressure to come up with innovative ideas, meet
deadlines, and satisfy their customers' unrelenting demand for smarter and more svelte phones?

Steve Jobs thought that allowing his employees to practise meditation for 30 minutes each day would
improve their experience at work.

He regularly engaged in meditation, and he even taught yoga and meditation. He thought employees' mental
health would improve if they were given more time each day to unwind. This crucial element aids in lowering
worker burnout and raising output.

People continue to think that Apple's main objective is to generate a profit. Apple's top priority is to please
its customers, though. They think that by dazzling their clients, their customers would be inspired to make
additional purchases, which will increase their revenue. It benefits both parties.
 However, gathering accurate information about client needs and putting forth the effort to meet those needs
can be taxing. Apple supports teamwork among its staff members.

The business promotes employee empowerment so that they have confidence in both themselves and the brand.
Steve Jobs advocated for "socialised power." When someone makes use of their influence to show concern for
others and the organization's objectives, it helps to motivate and connect the entire team.

A discourse with the goal of obtaining a win-win agreement is called a negotiation.

Any business looking to expand must engage in negotiations. Steve Jobs was a skilled negotiator for Apple.
He had the ability to influence his team members and workers to complete the task at hand. Plus, he’s widely
known for leveraging emotions to get people to say yes to his offers.

Summary
Applying understanding of how people, groups, and organisations behave and act in order to achieve the
highest standards of performance and dominating outcomes is known as organisational behaviour. Utilizing the
creativity of its own employees is one way for a company to become more inventive. Job happiness and
performance are directly correlated in all organisations and groups. An ideal interpersonal chemistry must be
developed in order to maximise the performance of persons within a system. More research suggests that the
development of soft skills should be given more priority in educational settings and corporate training
programmes, but it should never be used in place of or as a substitute for hard abilities.

Conclusion
People encourage seeking fulfilment in all aspects of their lives. Hunger, thirst, rest, and social connection
are some of the basic primal needs and desires that must be satisfied before the sophisticated community of
today can set its standards for what should be achieved by each individual. This particular set of objectives
includes finding a solid job with, ideally, good salary and, hopefully, a high level of job satisfaction. There is no
set and official guideline on how to turn obstacles at work into a driver for people to achieve job happiness, so
people can successfully handle task pressure and overcome a variety of obstacles with effective organisational
behaviour practise.

People will be able to display and have a well-practiced positive working attitude toward his own task and
job obligations thanks to the research and learning of organisational behaviour. This particular organisational
behaviour education aids people in developing self-awareness constantly. People will be able to create and carry
out their own action plans, understand their current situation and the position they hope to reach in the future.

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Prati, L., McMillan-Capehart, A., & Karriker, J.H. (2009). Affecting organizational identity: A manager's influence. Journal of
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Michigan State University Extension. (1994). Group effectiveness: understanding group member roles. Retrieved April 19, 2010
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Porter, L.W., Bigley, G.A., & Steers, R.M. (2003). Motivation and work behavior (7th ed.). New York, NY: McGraw-Hill/Irwin