BHARATHIDASAN UNIVERSITY
嚜濁HARATHIDASAN UNIVERSITY
(Re-accredited with &A* Grade by NAAC)
CENTRE FOR DISTANCE EDUCATION
PALKALAIPERUR, TIRUCHIRAPPALLI 每 24
M.B.A
FIRST SEMESTER
Paper - V
ORGANIZATIONAL BEHAVIOUR
Syllabus Revised from 2017 onwards
Copy right reserved
For Private Circulation only
CORE COURSE: V
ORGANISATIONAL BEHAVIOUR
(Syllabus)
Objectives:
The objectives of the course are to familiarize the participants with the behavioural
patterns of human beings at individual and group levels in the context of an Organization.
Unit I
Orgnanizational Behavior 每 Definition, Need for studying Organizational Behavior,
Disciplines involved in the study of Organizational Behavior, -Contributing disciplines and
area like psychology, social psychology, economics, anthropology etc. Application of
Organizational Behavior in Business.
Unit II
Individual behaviour 每 personality, perception, learning, attitudes inter-personal behaviour
每 Group and inter-group behaviour.
Unit III
Group Dynamics 每 Formal and Informal Group, Group Norms, Group Cohesiveness,
Group Behaviour and Group Decision 每 making.
Unit IV
Motivation and morale, leadership-nature, styles and approaches, development of
leadership including laboratory training. Power and Authority 每 Definition of Power 每
Types of Power.
Unit V
Management of change-conflict Management- Organisation Health, Development and
Effectiveness. Management of culture, Cross Cultural Management.
Recommended Text books
1. Organizational Behaviour, India Edition, Nelson & Quick, Cengage learning.
2. Organisational Behaviour, S. Fayyaz Ahamed and others, Atlantic publisher.
3. Organisation Behaviour, A modern approach 每 Arun Kumar & N. Meenakshi Vikas publishing
House PVT Ltd.,
4. Behaviour in organizations, Indian Edition, Jerald Green Berg and Robert A. Baron 每 PHI Learning
PVT Ltd.,
5. Organisational Behaviour, UMA Sekaran, Tata Mcgraw Hill.
Suggested Readings:
1. Fundamentals Organisational Behaviour, India Edition 每 Slocum and Hell Riegel by Cengage
learning.
2. Culture and organisational Behaviour Jai B.P. Sinha sagepublications. com
3. Organizational Behaviour, Special Indian Edition 每 by Steven L Mcshane, Mary Ann Von Glinow
and Radha R. Sharma, Tata Mcgraw hill co.
4. Management of Organizational Behaviour Indian Edition, By Paul Hersey Kenneth. H. Blanchard
and Dewey 每 PHI learning PVT Ltd.,
ORGANISATIONAL BEHAVIOUR
UNIT-1
EVOLUTION OF MANAGEMENT THOUGHT
1.1 Introduction:
Management as a discipline, as we understand and practise today, is barely hundred years old.
Considering that documented history is a few thousand years old, the so-called scientific management is still
in its infancy. Obviously, our ancestors practised some form of management and achievements testify their
success. Any traveller to countries which have had ancient civilizations, such as India, China or Greece, will
marvel at how human beings scaled great heights of success in politics, science, commerce, religion, etc.
only to fall later and then start all over again. The very concept of management is understood and practised
differently in different countries. From that perspective, contemporary management concepts are just
another wave of thought in the vast ocean of human history and are bound to change with the passage of time
and culture.
1.2 Objectives:
After reading this unit, you will be able to
1) define the concept of management
2) trace the history of management
3) identify the contributions made by important management thinkers.
4) compare the contributions of various management thinkers.
1.3
Structure of the unit
1.3.1 Definition of Management
1.3.2 Features of Management
Check your Progress
1.40 Pioneer of Management Thinkers
1.41 Frederic Winslow Taylor
1.42 Henri Fayol
1.43 Max Weber
1.44 Mary Parker Fallot
1.45 George Elton Mayo
1.46 Chester I. Bernard
1.47 Herbert A. Simon
1.48 Rensis Likert
1.49 Douglas McGregor
1.50 Chris Argysis
Check your Progress
1.51 Modern Management Thinkers
1.52 Peter F. prucker
1.53 Michel E. Porter
1.54 Tom peters
1.55 Gary Hamel
1.56 H. Igor Ansoff
1.57 Henry Minzberg
Check your Progress
1.58 Summary
1.59 Key words
1.60 Answers to check your progress
1.61 Activity
1.62 Cases
1.63 Review questions
1.64 References
1
1.3.1
Definition of Management
There were four blind men. They wanted to see an elephant. The first man described
elephant was like a pillar, second man as rope, the thirdman as wall and the last man as a fan.
Similarly, there was no single definition of Management. To have an understanding, three
important definitions are discussed below:
※Management may be defined as the art of securing maximum results with a minimum of
effort so as to secure maximum prosperity and happiness for both employer and employee and give
the public the best possible service§. -JOHN.E.MEE
※Management is the art of getting things done through and with people in formally
organised groups. It is the art of creating the environment in which people can perform as
individuals yet cooperate towards attainment of group goals. It is the art of removing blocks to such
performance, a way of optimising efficiency to reach goals.§ -HAROLD KOONTZ
※Management is a distinct process consisting of planning, organising, actuating, and
controlling performed to determine and accomplish the objectives by the use of people and
resources.§ -GEORGE. R. TERRY
1.31
Features of Management:
You have gone through three popular definitions of Management. Each definition has its
own emphasis. Based on them, we can narrate the following features of Management:
1.
Activity: Management is a process of organised activity. It is concerned with the efficient
use of resources like men, money and materials in the organisation.
2.
Group Activity: Management cannot exist independent of the group or organisation it
manages. It is a cardinal part of any group activity and inspires workers to put forth their
best efforts.
3.
Universal Activity: Management is a universal phenomenon. However, management
principles are not universally applicable but are modified to suit the given situation and the
type of organisation.
4.
Purposeful: Management is a goal-oriented activity. It is concerned with the
accomplishment of goals through its various functions like planning, organizing, staffing,
directing, and controlling.
5.
Process: Management is a process, which involves planning, organizing, directing and
controlling the efforts of human resources in the use of material resources. These are the
basic functions, which every manager performs for the accomplishment of certain goals.
6.
Intangible: Management is abstract and cannot be seen with the eyes. It is indicated by the
quality of the organisation and the results. Thus, feeling of management is result-oriented.
7.
Profession: Management is a profession because most of its established principles are being
applied in practice.
8.
Interdisciplinary: This implies that, even though management has been developed as a
distinct discipline, it draws knowledge and concepts from other social sciences like
psychology, sociology, anthropology, economics, and so on.
9.
Decision-making: Management process involves decision-making at various levels for
getting things done by others. It involves selecting the most appropriate alternative out of
the several available.
2
10.
Science and an art: Management has developed certain principles and laws, which have
wide applications. So it is treated as a science. It is also an art, because it is concerned with
the application of knowledge for the solution of organisational problems.
Check Your Progress:
1.
When management is performed at all levels of organization, it is said to be
__________________
2.
Management requires the knowledge of various disciplines and hence it is
__________________
1.40
Pioneers of Early Management Thinkers
After understanding the concept of Management, let us trace the history of Management.
You see management has been practised in some form or other since the dawn of civilization. The
Egyptian pyramids, the Great Wall of China, Qutab Minar in Delhi, the Taj mahal in Agra, the
Stupas or Sanchi, the Jain temple at Mount Abu
the Archaological findings of Mohanjodara all
clearly indicate that organizations and ideas about how to manage them have been around since
antiquity. In this section, we would come across the pioneer thinkers of management, who provided
solid mettle for constructing the sophisticated and elegant buildings of management. Their
contributions are explained below:
1.41
Frederick Winslow Taylor (1856 每1915):
F.W. Taylor was born in 1856 in Philadelphia, U.S.A. Taylor was a chief engineer in the
Midvale Steel Works where he started his career as an apprentice. He carried out many experiments
to find out the best way to work, over a period of more than two decades. One of his experiments
led to the discovery of high speed steel which made him popular. He became disgusted with the
existing monotonous methods of working. Soon he realised that there was a lot of waste of material,
resulting in loss of production and efficiency. As a solution to these problems, he wanted to apply
scientific reasoning to management. After leaving Midvale Steel works, Taylor joined the
Bethleham Steel Company where he experimented with his ideas. He discussed his thoughts of
management in a paper, &A Piece Rate System and shop Management*, before the American Society
of Mechanical Engineers. Moreover, Taylor*s publications like &Shop Management* and &Principles
of Scientific Management* have received wide public attention and reading.
Frederick W. Taylor rested his philosophy on four basic principles:
1. the development of a true science of management, so that the best method for performing
each task could be determined.
2. the scientific selection of workers, so that each worker would be given responsibility for the
task for which he or she is best suited.
3. the scientific education and development of the worker and
4. the Intimate, friendly cooperation between management and labour.
Taylor contended that the success of these principles required ※a complete mental
revolution§ on the part of management and labour. Rather than quarrel over profits, both sides
should try to increase production; by so doing, he believed, profits would rise to such an extent that
the labour and management would no longer have to fight over them. In short, Taylor believed that
management and labour had a common interest in increasing productivity.
3
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