BHARATHIDASAN UNIVERSITY

BHARATHIDASAN UNIVERSITY

(Re-accredited with ¡®A¡¯ Grade by NAAC)

CENTRE FOR DISTANCE EDUCATION

PALKALAIPERUR, TIRUCHIRAPPALLI ¨C 24

M.B.A

FIRST SEMESTER

Paper - V

ORGANIZATIONAL BEHAVIOUR

Syllabus Revised from 2017 onwards

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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 ¨C 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 ¨C personality, perception, learning, attitudes inter-personal behaviour

¨C Group and inter-group behaviour.

Unit III

Group Dynamics ¨C Formal and Informal Group, Group Norms, Group Cohesiveness,

Group Behaviour and Group Decision ¨C making.

Unit IV

Motivation and morale, leadership-nature, styles and approaches, development of

leadership including laboratory training. Power and Authority ¨C Definition of Power ¨C

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 ¨C Arun Kumar & N. Meenakshi Vikas publishing

House PVT Ltd.,

4. Behaviour in organizations, Indian Edition, Jerald Green Berg and Robert A. Baron ¨C PHI Learning

PVT Ltd.,

5. Organisational Behaviour, UMA Sekaran, Tata Mcgraw Hill.

Suggested Readings:

1. Fundamentals Organisational Behaviour, India Edition ¨C Slocum and Hell Riegel by Cengage

learning.

2. Culture and organisational Behaviour Jai B.P. Sinha sagepublications. com

3. Organizational Behaviour, Special Indian Edition ¨C 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 ¨C 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

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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.

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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 ¨C1915):

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.

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