Organizational behaviour conept:

Organizational behavior is the study of how individuals and groups behave within an
organization. It involves analyzing and understanding various factors that
influence human behavior in the workplace, such as leadership, communication,
motivation, decision-making, and teamwork.
Organizational behavior refers to both the individual and collective behavior and
how they impact the overall success of an organization.
It explores how individuals interact with each other and with the organization's
structure, culture, and processes.
Organizational behavior draws from various disciplines, including psychology,
sociology, anthropology, and management. Its goal is to increase knowledge on what
drives people in organizations and how organizations can foster a good work
environment for employees.

Fundamental conepts:

1.Individual differences :idea comes from psychology. Every person is different

from the day of birth, every person is unique and personal experiences make a
person more different than the other. Every individual differs in many ways like
intelligence, physique, personality, learning capability, communicative ability
etc.

2.A whole person :indicates that when an individual is appointed in an

organisation, he/she is not hired only on the basis of skills, but also on likes
and dislikes, pride and prejudices. An individual’s way of living in a family
cannot be separated from organisational life

3.Caused behavior : indicates that when an individual behaves in an unmannerly

fashion then there is a cause behind it. Anything could be the reason of this cause
such as personal problems at home within the family, or problems with coming early
to the office etc.

4.Human dignity :indicates that every individual needs to be treated differently.

It shows human dignity because people at every level of professional ladder want to
be treated with respect and dignity.

Nature:

https://theintactone.com/2019/06/18/mpob-u3-topic-1-concept-and-nature-of-
organizational-behavior/

Challenges of OB:

1. Non-appearance of clear direction:

Absence of direction is one of the most common organizational problems and it has
two prominent causes. They are as follows −

First − Either leaders rarely discuss or chart an intentional direction or strategy

for the future, or they fail to communicate a reasonable message about the strategy
to all members of the organization.

Second − There are always numerous activities to execute and the organization lacks
the coincide needed to gain the friction necessary to help the organization modify,
adapt, and shape its future-activities that would ensure the organization’s long-
term sustainable growth.
2.Difficulty in blending multiple personalities:

Blending multiple personalities into a cohesive and unified team can be a massive
challenge. People’s personalities vary broadly, and the assortment of backgrounds,
judgements, views, and experiences can cause challenges for teams to come together
and work peacefully.

3.Failure to develop key capability and behaviors:

In any organization, we often experience a lot of hardworking people who have good
targets. In spite of their experiences in the industry, their technical talent, and
the subject-matter competence that many leaders bring to the table, creating a
high-performance organization is often out of reach.

4. Poor communication and feedback:

There seem to be two utmost behaviors in this area - either people do everything in
their power to avoid tackling others and holding them responsible, or they delight
in any opportunity to chew people out, depreciate them, and crush their spirits.
This is the result of poor communication and as no proper feedback provided.

5. Absence of perception:

Constructing a reasonable organization takes hard work and an eager insight of the
culture and environment that exists in a business. Market conditions can change
fast in a rapidity, unpredictability, difficulty, and ambivalence world and demand
huge positions of a leader’s time. Therefore, a clear perception of market
requirements and market forecast are essential. Absence of these can result in huge
loss in every sector.

Opportunities of OB:

1. Enhancement people’s skills:

Organizational behavior helps in better management of the organization as it helps

in improving the skills of the people. It provides perception into the skills that
the employees can use on the job, such as designing jobs and creating effective
teams.

2. Managing workforce assortment:

Workforce assortment refers to the variety of differences between people in an

organization. Assortment enclose race, gender, racial, group, age, personality,
coherent style, occupation, organizational function, education, background and
more. Organizational behavior helps in understanding these differences and finding
out the best possible ways in eradicating issues arising out of such differences.

3. Improving customer service:

Organizational behavior helps in understanding all about what customers’ wants, how
they want and when they. Furthermore, this understanding helps in increasing
customer value as well as customer service. Thereby, a great way to improve one’s
business.

4. Improving quality and productivity:

Quality and productivity are key factors for competitiveness and have always been a
concern for the productive sectors, especially in countries with open economies.
Organizational behavior as it helps in understanding people and their behavior, it
thereby focuses not only on the people who do the work, but the tasks they perform.
It further standardizes policies and procedures in the company to maximize
efficiency.

5. Responding to globalism:

Globalization of businesses is nothing new in the present time. Businesses are

conducted beyond one nation and this is performed mostly through the Internet. This
globalization as become possible only because of organizational behavior.

6. Stimulating innovation and change:

Today’s successful organizations must foster innovation and be proficient in the

art of change; otherwise, they will become candidates for extinction in due course
of time and vanish from their field of business. Organizational behavior not only
helps to understand the behavior of people, but also their cultures overall which
ultimately decides their choices of buying products.

Types of organizational structure:

https://www.forbes.com/advisor/business/organizational-structure/

Organizational cultural:

Organizational Culture is the way in which people or employees in an organization

relate to each other, their work and the outside world, in comparison with other
organizations. Your Organizational Culture definition or Corporate Culture shows
how your organization works: how things get done, the interactions between people,
and employee relationships to their work and the outside world.

Types:

1. Optimal culture: one size doesn’t fit all. It’s never a good idea to try to
apply the culture of another organization as the optimal culture for yours. Optimal
culture is the organizational culture that best supports your organization's
strategy in order to be successful. It is crucial to keep in mind that optimal
culture should always be tailored for each organization, or function of an
organization.

2.Actual culture: is the culture your organization or department currently has and
should be the basis for all Organizational Culture change projects. In order to
guarantee accuracy and objectivity, actual culture should be measured using a valid
and objective method, such as our Multi-Focus ModelTM on Organizational Culture
that thousands of global organizations have relied on for shaping their culture,
since 1985.

3. Perceived culture: the culture people or employees in the organization think it

has. It is also the culture you think your organization has. You can get more
insight on the perceived culture by asking others and this might change your
perception or belief of your organization's culture. Implementing changes based on
perceived culture alone, without measuring the actual culture, is one of the
reasons why many Organizational Culture change projects fail.

Steps:
1. Define your strategy: the vital first step. Even before you are able to align
your Organizational Culture with your strategy, you have to clearly define what
that strategy is.

2.Understand your current Organizational Culture: it’s important for you to get an
impartial understanding of how your Organizational Culture is today. You can do
this by seeking inputs for different areas of your organization before you
establish an overall view of the situation.

3. Identify areas of improvement: Once you have clearly defined your strategy and
have an overview of your current Organizational Culture or Company Culture, you are
ready to identify the gaps where improvements could be made.

4. Create an action plan: once you put together the big picture, you are now ready
to create an action plan and task culture. In most cases you will have too many
gaps to address at one time and that is why we suggest starting with the most
beneficial ones to your organization.

5. Monitor the progress: In order to ensure consistent monitoring, we recommend

creating what we call Culture Squads. This means tasking a group of people or
employees with driving and monitoring change with the leadership.

6. Re-evaluate regularly: Consider evaluating and re-evaluating your Organizational

Culture on a regular basis in order to make sure you are continuously moving in the
right direction.

Values:

https://www.indeed.com/career-advice/career-development/values-for-an-organization

Group behaviour and work teams:

Differences:

Work group Work team  Formal leader is appointed.  The function of leadership
and responsibilities arising from it are divided and distributed among members. 
Adopts the objective of the organization as its target itself.  Certain objectives
are specified which gives identity to team and become a stimulating source.  The
result comes from the accumulation and coordination of results of each individual
activity.  Common result arises from the mixture of individual and collective
activities.  Its members assume responsibility strictly for the particular results
produced by each individual.  Its members share a common responsibility for final
outcome.  Meetings are of short duration and conducted by formal leader. 
Meetings are the "place" where members discuss, decide, jointly work, and actively
solve problems without the pressure of time.  Provides its members roles
appropriate to their professional qualifications.  Encourage its members to assume
multiple and diversified roles.  Rewards and recognizes individual contributions.
 Recognizes, rewards and celebrates more frequently and with more joy, with all
members, collective successes