Organizational behaviour (OB)

INTRODUCTION
An organization is a collection of people who work together to achieve a wide
variety of goals, both goals of the various individuals in the organization and goals of the
organization as a whole. Organizational behaviour involves integration of studies undertaken
relating to behavioural sciences like psychology, sociology, anthropology, economics, social
psychology and political science. Therefore, organizational behaviour is a comprehensive field
of study in which individual, group and organizational structure is studied in relation to
organizational growth and organizational culture, in an environment where impact of modern
technology is great. The study of organizational behavior provides a set of tools ,concepts and
theories, that help people understand, analyze, and describe what goes on in organizations and
why. How do the characteristics of individuals, groups, work situations, and the organization
itself affect how members feel about their organization.
DEFINITION

According to ‘Raman J. Aldag’. “Organizational Behaviour is a branch of the

social science that seeks to build theories that can be applied to predicting , understanding &
controlling behaviour in work organization ”.

According to ‘Fred Luthans ’. “Organizational Behaviour is directly concerned

with the understanding, production & control of behaviour in organization”

IMPORTANCE
1. To expand the management horizon.
2. To approach the subject from various angles and viewpoints in depth in exhaustive
manner.
3. To make the students learn about the concept of organization.
4. It describes various interdisciplinary forces that affects the complexity of human
behaviour.
 5. To improve individual group performance within the organizational setting .it help for the
study of individuals personal factors and environmental factors both at macro and micro
level with the influence of behaviour.
6. At micro level the working condition includes reward systems, organizational policies,
communication, control system, leadership and motivation, interaction with peers
superiors, sub-ordinates
7. At macro level organizational environment effects behaviour of individual and society.

Types of Organizational Behaviours

It addresses particular behaviors a manager wishes to modify, regulate and optimize for
the purpose of achieving an end objective. For example, "Incentive Theory" is concerned with
predicting, controlling and explaining behavior by means of providing a reward; determining
exactly what reward best sparks the impulse to participate with someone else's agenda is the art
behind the science.

Organizational Culture
 Organizational culture is the particular set of experiences defining the needs, wants,
values and beliefs that is often distinctive and is a notable trait defining an
organization.
 Organizational culture is the invisible hand that shapes and molds behaviors.
 Ex:-A unit in the hospital contend with is the "culture of fear" versus a "culture of
innovation." The premise is that innovation, adaptability and the robust exchanges of
profitable ideas are often suppressed in environments where employees are afraid to
speak their minds. Why employees are afraid to speak their mind belong to a distinct
set of circumstances behaviorist attempt to determine. A particular arrangement of a
company's values and managing strategies versus how employees within that
organization internalize those experiences helps to define its culture.
  Emotional Labor

 Emotional labor is a term describing an employee's requirement to exert specific

emotions as part of his job description.
 For example, retail outlets have their sales staff smile and project cheerfulness to
their customers; this is not encouraged, it's required if the employee wishes to remain
employable, but the requirement of emotional labor may be disguised as a sort of
encouragement.
 A prolonged display of fake emotions is laborious, involving a great deal of
concentration and effort, like digging a ditch, hence the term "labor." It is understood
that projecting emotions (fake or authentic) can be contagious, possibly changing the
emotional state of the recipient, all in hopes of facilitating a sale.

Professional Ethos

 Implementing emotional labor is easily observable and obvious within the workforce.
However, what is overlooked is the profound accomplishment involved from an
organizational viewpoint.
 For example, it's an incredible achievement of behavioral modification having free-
thinking cognitive adults allowing themselves to be micromanaged down to precisely
how a tailored emotion should be executed and for how long; this is essentially
surgically replacing a person's intent with a collective agenda, all at the sometime
calling it "professional" to compromise authenticity for compliance.

Ceremonies
 Expectations of how and when employees are to participate in activities
manufactured by organizations are significant aspects of organizational behavior.
 For example, the ceremony of the "morning motivational rallies" or the ceremonies of
"frowning security guards when checking bags before you clock out from work" .
  Hawthorn Effect

 Hawthorn Effect is the result of individual or groups of people displaying an overall

improvement of applied skills simply because of their awareness of being observed.
 For example, managers are empowered to modify behavior and shape behavior to fit
a larger agenda simply by being present

Models of organizational behaviour

I. The Autocratic Model .

II. The custodial model.

III. The supportive model.

IV. The Collegial Model.

V. The SOBC Model

The Autocratic Model

 The model is based on the assumption that authority is central to results.

 People must accept the authority of their superiors and obey their instructions.

 Obedience is the main employee orientation.

 Obedience on the part of subordinates can be for respect for the knowledge and the
authority of the superiors or fear of punishment.

 Job security, basic needs of a person, survival and growth makes the subordinates to
obey.

The Custodial Model

 This assumes that the organizational behavior depends upon the economic resources.

 Employee work for money and desires job security.

  While money is the main managerial orientation, job security is the main employee
orientation.

 For the basic need of job security employee offer a passive co-operation to the superiors.

 The management knows better welfare of the people & takes the role of custodian and
guardian of the people and their wealth.

The Supportive Model

 The model assumes that management is leadership.

 The management plays the role of a supportive leadership.

 The employees are performance oriented & need support for their initiative and drive for
performance.

 This encourages participation by the subordinates.

 The basic need of the employee is the self esteem and recognition.

 The employees need support, status and recognition for their performance.

The Collegial Model

 This model is based on the assumption that generally the employees are self disciplined
and they exhibit a responsible behavior.

 The main need of the employee is self actualization.

 If this need is satisfied, they show enthusiastic performance.

 Therefore they must be encouraged for the participation in decision making.

 Team building on the part of management is must as the team work is main managerial
orientation.
The SOBC Model

 This model is based on the assumption that every behavior is caused. What we see are the

consequences of the behavior shown by organism due to stimulus.

 This model can be diagrammatically shown as follows:
Stimulus > Organism > Behaviour > Consequences
(cause) (individual) (Actions) (Results)
 The Stimulus is the cause that may be overt or covert physical, social, psychological,
technological, environmental etc.
 The Organism can be individual or a group.
 They have cognitive mediators with physiological existence.
 The Consequences are expressed as the results that may be overt or covert.
 Positive or negative and can have effects on environmental dynamics and applications.
SOBC model is based on the very practical philosophy of human behaviour that:
every behaviour is caused & follows the Cause-Effect relationship.

Organizational behaviour Theory

According David S. Walonick organizational behaviour theory is classified into

following:-

 Classical Organization Theory

Classical organization theory evolved during the first half of this century. It
represents the merger of:-

1. Scientific management.
2. Bureaucratic theory .
3. Administrative theory.

1. Scientific management

Frederick Taylor (1917) developed scientific management theory .His theory had
four basic principles:
  find the one "best way" to perform each task.
 carefully match each worker to each task,
 closely supervise workers, and use reward and punishment as motivators
 the task of management is planning and control.

2. Bureaucratic theory

This theory was developed by Weber and the theory named after him as weber
bureaucratic theory.

 It emphasized the need for a hierarchical structure of power. It recognized the importance
of division of labor and specialization.
 A formal set of rules was bound into the hierarchy structure to insure stability and
uniformity.

 Weber also put forth the notion that organizational behavior is a network of human
interactions, where all behavior could be understood by looking at cause and effect
yielded large increases in production.

3. Administrative theory

This refers to the principles of management and was formalized in the 1930's by
Mooney and Reiley (1931). The emphasis was on establishing a universal set of management
principles that could be applied to all organizations.

 Neo-classical Organization Theory

 Neoclassical theory displayed genuine concern for human needs.

 Barnard (1968) proposed one of the first modern theories of organization by defining
organization as a system of consciously coordinated activities.
 He stressed in role of the executive in creating an atmosphere where there is coherence of
values and purpose.
 Organizational success was linked to the ability of a leader to create a cohesive
environment.
  Barnard's theory contains elements of both classical and neoclassical approaches.

 Contingency Theory

Classical and neoclassical theorists viewed conflict as something to be avoided

because it interfered with equilibrium. Contingency theorists view conflict as inescapable, but
manageable.

 Chandler (1962) studied four large United States corporations and proposed that an
organization would naturally evolve to meet the needs of its strategy -- that form follows
function.
 Implicit in Chandler's ideas was that organizations would act in a rational, sequential, and
linear manner to adapt to changes in the environment.
 Effectiveness was a function of management's ability to adapt to environmental changes.

 Systems Theory

Systems theory was originally proposed by Hungarian biologist Ludwig von Bertalanffy
in 1928.

 The foundation of systems theory is that all the components of an organization are
interrelated, and that changing one variable might impact many others.
 Organizations are viewed as open systems, continually interacting with their
environment.
 They are in a state of dynamic equilibrium as they adapt to environmental changes.
END OF LIFE CARE

INTRODUCTION

Most people envision living "the good life" in their later years and devote decades to
preparing for it. But few people devote much thought to how they might live with a serious or
life-threatening disease or to how they will die. Thus, most people do not discuss their feelings or
make adequate plans to ensure that their wishes will be followed. Until a few generations ago,
there was very little to think about concerning death and dying. Many people died very quickly
after becoming infected or injured. Others died quickly after developing a disease such as
coronary artery disease or cancer, because no effective treatments existed. Much has changed in
the last few generations, however. Some people still die of infections or injuries, although far
fewer than ever before. And some people still die instantly or very quickly of diseases that strike
with little or no warning.

DEFINITION

According to world health organization

End of life care is an important part of palliative care, and usually refers to the care
of a person during the last part of their life, from the point at which it has become clear that the
person is in a progressive state of decline.

According to Kirsti A. Dyer:

End of Life Care is the care provided to a person in their final stages of life. Also
known as hospice care, comfort care , supportive care, palliative care or symptom management.