Organisational Behaviour- Levels, Models & Objectives

Organisational Behaviour- Levels, Models & Objectives

Levels of Organisational Behaviour

There are 3 levels of organisational behaviour- Individual, Group and Organisational Level.

O.B. can be defined as actions and behaviors of individuals and groups towards and their impact on the organization’s overall functioning and performance. OB can be studied at various levels within an organization, and each level has a unique set of roles, responsibilities, and goals.

Following points discuss the three levels briefly:

1. Individual Level-

   It deals with the concepts at the individual level. Examples of individual-level concepts are perception, personality, learning, motivation, and attitude.

2. Group Level-

   It Deals with the concepts at the group level. Examples of group-level concepts are team, conflict, leadership, power, and politics. Group-level concepts may include how groups are formed, how to make effective teams, how individually and collectively the group activities can be improved, how to motivate employees, and which type of group would be suitable for a particular assignment.

3. Organizational Level-

   It Deals with the concepts at the organizational level. Examples of organizational-level concepts are change management and organizational culture. Other topics discussed at organizational level include the concept of organization, different organizational models, and organizational change along with its impact and implementation. The working conditions and stress management are also discussed at the organizational level.

Models of Organisational Behaviour

There are four major models or frameworks that organizations operate-

1. Autocratic:

   The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

2. Custodial:

   The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

3. Supportive:

   The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employees need that is met is status and recognition. The performance result is awakened drives.

4. Collegial:

   The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employees need that is met is self-actualization. The performance result is moderate enthusiasm.

Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models.

The first model, autocratic, has its roots in the industrial revolution. The managers of this type of organization operate mostly of McGregor’s Theory X. The next three models begin to build on McGregor’s Theory Y. They have each evolved over a period of time and there is no one best model. In addition, the collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.

Objectives of Organisational Behaviour

There are several objectives of organisational behaviour and some of them are briefly stated here:

1. To analyse different perspective and potentialities to create and develop the ethical values in an organisation,
2. To analyse the potentialities towards the ways and means to conduct and organise the systems, methods and approaches for organisation development in an organisation,
3. To analyse the potentialities to develop process, methods and approaches of formal and informal patterns of organisation and society,
4. To analyse how to make perspective methods and process of effective communication to formulate ethical norms in an organisation,
5. To analyse various aspects and factors affecting the group cohesiveness,
6. To analyse the ways and means to develop different ethical aspects for group dynamism,
7. To analyse the mutual interest of individual and group. Mutual interest is represented by the statement Organisation needs people, and people also need organisation’,
8. To analyse and evaluate the role of different key elements like people, structure, technology interactive behaviour and environment etc.
9. To analyse and evaluate the behavioural approaches in organisation. In context of that all of them are based on ‘Art’ and ‘Science’,
10. To analyse different aspects of work environment which duly affects the behavioural patterns and attitudes of persons.

Important links

• Organisational Behaviour- Meaning, Definition, Nature, Scope, Importance
• Important Characteristics of Organisational Behaviour
• Organisation Behaviour and Industrial & Organizational Psychology
• Emergence and Ethical Perspective on Organisational Behaviour
• Entrepreneurship- Meaning, Definition, Functions & Characteristics

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