Chapter-Introduction

1.Define organizational behaviour

Definition of Organizational Behaviour (OB)
According to Stephen P. Robbins
Organizational Behaviour (OB) is defined by Stephen P. Robbins as:

 “A field of study that investigates the impact that individuals, groups, and
structure have on behaviour within organizations, for the purpose of
applying such knowledge toward improving an organization’s effectiveness.”

This definition is foundational in Robbins’ Organizational Behaviour textbook and

encapsulates the core essence of OB as both a scientific and practical discipline.
Now let’s break this down into a brilliant, broad, and easily understandable
explanation so you can deeply grasp what OB really means.

 Key Elements of the Definition

Let’s explore the components of the definition for a more enriched understanding:

1. A Field of Study
Organizational Behaviour is an academic discipline. That means it’s a field like
psychology or sociology. It relies on systematic study, data collection, and scientific
inquiry to explain behaviour within the workplace. It’s not just based on
guesswork or personal opinion—it uses research to develop insights.

2. Investigates the Impact

The core purpose of OB is to examine how things affect human behaviour in
organizations. It focuses on understanding:

 How do individual traits and emotions affect work?

 How do group dynamics shape decisions.
 How does the structure of an organization influence performance?

3. Individuals, Groups, and Structure

OB examines behaviour at three distinct levels:

o Individual Level: Includes personality, perception, motivation, job
satisfaction, etc.
o Group Level: Involves leadership, communication, group decision-making,
teamwork, conflict, etc.
o Organizational/System Level: Encompasses organizational culture, structure,
change management, and policies.

These levels are interconnected, and OB seeks to understand how they function
together.

4.Within Organizations
OB is context-specific. It focuses only on behavior within organizations—not
general human behaviour, but behaviour in the workplace. The setting matters:
what motivates someone at home might not motivate them at work.

5.To Improve Organizational Effectiveness

The ultimate goal of studying OB is practical application—to help organizations
become more efficient, harmonious, and productive. Understanding OB helps
leaders and managers:

o Make better hiring decisions

o Design motivational reward systems
o Build cohesive teams
o Manage change effectively
o Improve employee satisfaction and retention

6.Importance of Studying Organizational Behaviour

Robbins emphasizes that understanding OB is essential for both managers and

employees. Here’s why:

a. Better Employee Management

Managers learn how to deal with diverse personalities, manage conflicts, and
inspire people to perform better.
b. Enhanced Organizational Performance
Understanding OB allows organizations to align their structure and culture in a
way that supports strategy and goals.
c. Workplace Adaptation
In today’s world of constant change, OB helps organizations and individuals adapt
quickly and positively to technological, economic, and global shifts.
d. Improved Communication and Leadership

OB teaches leaders how to communicate effectively, motivate teams, and develop

trust within the workplace.
7. Real-World Application Example

Imagine a multinational company like Google:

o At the individual level, it uses OB to recruit people with the right
personalities and skills.
o At the group level, it uses OB to manage diverse teams spread across the
globe.
o At the organizational level, it uses OB to create a culture of innovation and
agility.

All of this contributes to Google’s success—and it’s all guided by principles of

Organizational Behaviour.

8. Related Disciplines That Support OB (According to Robbins)

Robbins shows how OB draws from various other fields:

Supporting Discipline Contribution to OB

Phycology: Motivation, learning, personality, perception

Sociology: Group dynamics, communication, organizational
culture
Anthropology: Understanding organizational culture and
environments
Political Science: Conflict, power, and organizational politics
Economics: Decision-making, incentives, cost-benefit analysis
9. Summary Table
Component Explanation
Field of Study: Scientific and systematic exploration of
human behaviour at work
Focus: Individuals, groups, and
structures in organizations
Levels of Analysis: Individual, group, and
organization/system level
Purpose: Improve effectiveness,
productivity, and harmony in
organizations
Application: Hiring, motivating, managing change,
building teams, and improving
leadership
Final Words
Organizational Behaviour, as defined and explained by Stephen P. Robbins, is not
just a textbook subject—it’s a powerful tool for making the workplace more
human, more productive, and more adaptive. Understanding OB means
understanding how people behave in real organizational settings—which is the
first step in becoming a great manager, leader, or contributor in any professional
field.

Define organizational behaviour in your own word shortly easily

Organizational Behaviour (OB) is the study of how people behave individually and
in groups within a workplace. It helps us understand how people think, feel, and
act at work so that organizations can improve performance, teamwork, and
employee satisfaction.
In simple words:
OB is about understanding and managing people at work to make the organization
better.
2.Explain about management roles(interpersonal, informational,decisional role)
Certainly, Maisha! Let’s break down Management Roles using Henry Mintzberg’s
model as shown in your image, and explain it in a simple and broad way so you
understand it clearly and brilliantly. This concept is directly from Stephen P.
Robbins’ Organizational Behaviour book.

What Are Management Roles?

According to Henry Mintzberg, a well-known management scholar, managers

don’t just plan and control—they actually perform 10 different roles every day.
These roles are grouped into three categories:

1. Interpersonal Roles (how managers interact with people)

2. Informational Roles (how managers collect and share information)
3. Decisional Roles (how managers make decisions)

Now, let’s explain each group one by one with examples from the image and real-
world understanding.
1. Interpersonal Roles – “Working with People”
These roles focus on how a manager interacts with others, both inside and outside
the organization.

a) Figurehead
o The manager acts as a symbolic leader.
o Performs ceremonial duties (like giving a speech or handing out awards).
o Example from image: A college president handing out diplomas.
 b) Leader
o Directly involved in motivating, guiding, training, and disciplining
employees.
o A key part of building strong teams.
o Example: A factory supervisor motivating their team to work harder.

c) Liaison
o Builds a network of contacts inside and outside the organization.
o Shares and gathers valuable information and resources.
o Example from image: A sales manager talking to other executives at a trade
association.

2. Informational Roles – “Managing Information”

These roles are about gathering and distributing important information to help
the organization run smoothly.

a) Monitor
o Constantly seeks and receives information.
o Acts as a nerve center for internal and external communication.
o Example: Reading reports, scanning news, or listening to staff.

b) Disseminator
o Shares useful information from outside (or top management) with
employees.
o Helps everyone stay informed and productive.
o Example: A manager updating the team about new company policies.

c) Spokesperson
 o Represents the company to outsiders.
o Talks about company plans, results, or policies to customers, media, or
stakeholders.
o Example: A CEO giving an interview about the company’s growth.

3. Decisional Roles – “Making Big and Small Decisions”

These roles involve problem-solving, planning, and negotiating to keep the
organization moving forward.
a) Entrepreneur
o Always looking for new ideas and opportunities.
o Initiates change and improves systems.
o Example: A manager launching a new product line or automating a process.
b) Disturbance Handler
o Takes quick action during crises or conflicts.
o Maintains peace and stability.
o Example: Resolving employee disputes or handling a supplier delay.
c) Resource Allocator
o Decides where to use company resources like money, people, or time.
o Prioritizes tasks and projects.
o Example: Assigning staff to a new department or approving budgets.
d) Negotiator
o Engages in negotiations inside and outside the company.
o Ensures the company gets the best deals.
o Example: A manager discussing terms with a vendor or client.

Summary Table from the Image (Exhibit 1-1)

Category Role What the Manager Does

Interpersonal Figurehead Symbolic duties like giving awards or hosting events

Leader Motivates, trains, and disciplines employees
Liaison Builds relationships with key contacts
Informational Monitor Collects and reads information from inside and
outside
Disseminator Shares important information with team
Spokesperson Speaks on behalf of the organization
Decisional Entrepreneur Looks for change and opportunities
Disturbance Handler Solves unexpected problems and conflicts
Resource Allocator Distributes resources like time, money, and people
Negotiator Makes deals and compromises for the company

Why Is This Important in Organizational Behaviour?

Stephen P. Robbins includes Mintzberg’s roles because they help us understand:
 What managers really do daily, beyond planning and controlling.
  How these roles affect employee behaviour, motivation, communication,
and decision-making.
 That good managers must be adaptive and flexible—sometimes a coach,
sometimes a diplomat, sometimes a problem-solver.

Final Thoughts
Henry Mintzberg’s management roles give us a realistic and complete picture of
what managers do. Understanding these roles is vital for:
 Becoming an effective leader,
 Improving teamwork and communication,
 Managing change and making smart decisions in any organization.
3.What are the major behavioural science discipline(psychology,social
psychology, sociology,anthropology)
Organizational Behaviour (OB) is a field that tries to understand how people
behave in organizations. To do this, OB borrows knowledge from several
behavioral sciences—mainly:

1. Psychology
2. Social Psychology
3. Sociology
4. Anthropology
Each of these sciences looks at human behavior from a different angle and helps
OB in different ways. The diagram (Exhibit 1–3) shows how each science
contributes to the study of OB.

1. Psychology

Focus: The Individual

Psychology studies individual behavior—how people think, feel, and act.

Key Contributions to OB:

o Learning – How employees gain new skills.

o Motivation – What drives people to work hard.
o Personality – How personal traits affect job behavior.
o Emotions and Perception – How feelings and views influence work.
 o Training & Leadership – Improving performance and guiding teams.
o Job Satisfaction – Whether people enjoy their work.
o Decision Making – How individuals choose between options.
o Performance Appraisal – Judging how well someone works.
o Work Stress & Attitude Measurement – Managing mental pressure and
behavior.

Unit of Analysis: Individual

 Example: A psychologist helps design a training program to increase

employees’ learning speed.

2. Social Psychology

Focus: The Group

Social psychology is a bridge between psychology and sociology. It looks at how
people influence each other in groups.

Key Contributions to OB:

o Behavioral & Attitude Change – How group dynamics shape opinions.

o Communication – How people share information.
o Group Processes – How teamwork functions.
o Group Decision Making – How groups choose together.
o Power, Conflict & Intergroup Behavior – Dealing with power struggles, office
politics, and team clashes.
Unit of Analysis: Group
 Example: Social psychology explains why people behave differently in teams
compared to when they’re alone.

3. Sociology
Focus: The Organizational System
Sociology examines how groups, organizations, and social systems behave.

Key Contributions to OB:

o Formal Organization Theory – Structure and design of companies.

o Organizational Technology – How tech changes work culture.
o Organizational Change – How organizations evolve over time.
o Organizational Culture – Shared values and beliefs at work.

Unit of Analysis: Organization System

 Example: A sociologist studies how a company’s hierarchy affects

communication and teamwork.

4. Anthropology
Focus: Comparing Cultures and Systems
Anthropology is about understanding cultures—how people live, think, and work
in different societies.

Key Contributions to OB:

o Comparative Values & Attitudes – Differences in beliefs across countries or
organizations.
o Cross-Cultural Analysis – Studying different workplace cultures.
o Organizational Culture & Environment – How surroundings and shared
habits shape behavior.
o Power – How control and influence vary across cultures.

Unit of Analysis: Organization System

 Example: An anthropologist helps a multinational company adapt to local

work cultures when expanding abroad.
Table Summary Based on the Image
Final Thoughts
OB is like a team project where each science contributes something valuable.

Together, they help us understand how individuals and groups behave, how
organizations function, and how we can make work better for everyone.

4.Contrast the contribution of psychology and sociology to OB

contrast the contributions of psychology and sociology to Organizational
Behaviour (OB) using the perspectives from Stephen P. Robbins’ Organizational
Behaviour textbook.

Contrast Between Psychology and Sociology in OB

Conclusion
 Understanding psychology allows us to personalize management for each
employee.
 Understanding sociology allows us to build organizations that function
smoothly, fairly, and effectively.
 Both together make OB a powerful tool to build happy people and healthy
organizations.

5.What are the challenges and opportunities for managers in using OB concepts
Great question, Maisha! Understanding the challenges and opportunities for
managers in using Organizational Behaviour (OB) concepts is very important
because OB is not just theory—it’s a practical guide to managing people at work.

Based on Stephen P. Robbins’ textbook “Organizational Behaviour,” here is a

brilliant, broad, and easy-to-understand explanation of both the challenges and
opportunities that managers face when applying OB in real-life organizations.

What is the Goal of OB for Managers?

The goal of OB is to help managers:

o Understand, predict, and influence human behavior at work.
o Improve employee performance, satisfaction, and organizational
effectiveness.
But there are challenges (difficulties) in applying these concepts—and also great
opportunities (benefits) if applied correctly.
 Challenges for Managers in Using OB Concepts

a. Managing Workforce Diversity

o Challenge: Today’s workplace includes people of different cultures,

religions, ages, genders, and backgrounds.
o Why it’s hard: Miscommunication, stereotyping, or unconscious bias can
affect teamwork and morale.
o Example: A manager must ensure fair treatment while respecting cultural
differences.

b. Adapting to Globalization

o Challenge: Companies operate across countries and time zones.

o Why it’s hard: Managing cross-cultural teams, legal systems, and
communication across borders is complex.
o Example: A manager in Bangladesh may have to lead a virtual team with
members from Europe and Japan.

c. Managing Technological Change

o Challenge: Rapid changes in technology disrupt traditional ways of working.

o Why it’s hard: Employees may resist change or lack skills for new tools.
o Example: An organization switching to AI-based systems must retrain
employees and deal with job fears.
 d. Creating a Positive Ethical Climate

o Challenge: Promoting integrity, fairness, and ethical decisions in all

departments.
o Why it’s hard: Ethical dilemmas may arise from business pressures or
competition.
o Example: A sales team may feel pressured to use dishonest tactics to meet
targets.

e. Stimulating Innovation and Change

o Challenge: The need to keep the organization innovative and adaptable.

o Why it’s hard: People often resist change; managing change requires
planning and persuasion.
o Example: Introducing remote work or green energy may require culture
shifts.

f. Responding to Economic Pressures

o Challenge: Economic crises like inflation or recessions impact budgets and

jobs.
o Why it’s hard: Managers must maintain productivity and morale during
layoffs or financial cuts.
o Example: A manager must keep teams motivated even after downsizing.

g. Working in Networked and Remote Organizations

o Challenge: Many organizations now operate virtually.

o Why it’s hard: Communication, collaboration, and performance monitoring
are difficult without face-to-face interaction.

o Example: A remote team may suffer from isolation or misunderstanding.

 Opportunities for Managers Using OB Concepts

a. Improving Employee Productivity

o Opportunity: By understanding what motivates people, managers can

create high-performing teams.
o Example: Using motivation theories like Maslow or Herzberg to design jobs
that excite employees.

b. Enhancing Employee Satisfaction and Morale

o Opportunity: Satisfied employees are more loyal and engaged.

o Example: OB concepts like job satisfaction, emotional intelligence, and
recognition help retain talent.

c. Building Strong Organizational Culture

o Opportunity: Managers can shape a positive, ethical, and collaborative

culture.
o Example: Promoting shared values and open communication improves unity
and trust.
 d. Encouraging Innovation and Learning

o Opportunity: OB helps create a learning organization where people grow

and improve.
o Example: Using leadership styles that empower creativity and
experimentation.

e. Better Conflict Management

o Opportunity: OB teaches how to manage interpersonal and intergroup

conflicts constructively.
o Example: Using negotiation and communication skills to resolve team
disputes.

f. Leading Effective Teams

o Opportunity: Managers can form diverse teams that function smoothly.

o Example: Applying group dynamics and team development models
improves performance.

g. Managing Organizational Change Smoothly

o Opportunity: Change is constant; OB helps manage resistance and create

buy-in.
o Example: Using Lewin’s change model to plan and implement changes.
Summary Table: Challenges vs. Opportunities

Final Thoughts
Organizational Behaviour provides powerful tools for understanding and
managing people. But like any tool, it must be used wisely. The modern workplace
is full of complexity—but by applying OB principles, managers can:
 o Turn obstacles into growth
o Turn teams into families
o Turn organizations into communities of purpose

Chapter:Attitude
6.Definition of attitude shortly,easily
Attitude is a person’s feeling or opinion about someone or something, which
affects how they think, feel, and behave.

Simple definition:
“Attitude is a learned tendency to respond positively or negatively toward a
person, object, or situation.”

It includes:
o What you think (belief)
o How you feel (emotion)
o How you act (behavior)

Example: If you have a positive attitude toward teamwork, you will enjoy working
with others and contribute more.

7.Does behaviour always follow from attitudes? Why or why not?Discuss the
factors that affect behaviour follows from attitudes
Excellent question, Maisha! According to Stephen P. Robbins in his Organizational
Behaviour textbook, behavior does not always follow from attitudes—but it often
does, especially when certain conditions or factors are present.

Does Behavior Always Follow from Attitudes?

Short Answer:
No, behavior does not always follow from attitudes.
But…
o Behavior is more likely to follow attitude when certain conditions are present.
o Sometimes people have a positive attitude but don’t act accordingly. For
example:
o A person may believe that exercise is good (attitude) but still not go to the gym
(behavior).
o An employee may feel dissatisfied (attitude) but not quit the job (behavior).

So, attitudes influence behavior, but they don’t automatically control it.

Why Doesn’t Behavior Always Follow Attitudes?

According to Robbins, this happens due to:

o External pressures (like social norms, job necessity)

o Lack of control
o Conflict between different attitudes
o Weak or general attitudes
Key Factors That Influence Whether Behavior Follows from Attitudes

Let’s discuss each factor from Robbins’ OB book with real-world examples and
simple explanations.

1. Importance of the Attitude

Strong attitudes are more likely to influence behavior.

If a person deeply cares about something, their actions will reflect it.

Example:
An employee with strong ethical beliefs (attitude) is more likely to report unethical
behavior at work (behavior).

2. Attitude Specificity

Specific attitudes predict behavior better than general attitudes.

Example:

General attitude: “I like helping people.”

Specific attitude: “I support volunteering at the local food bank every Saturday.”

The more specific attitude leads to real action.

3. Accessibility of the Attitude

An attitude that is easily remembered and frequently thought about will influence
behavior more.

Example:
If you always think “I hate being late,” you will make sure to arrive on time for
work.

4. Social Pressures or Norms

Sometimes, people act differently than their attitudes because of peer pressure or
cultural norms.

Example:
An employee may think the boss is unfair (attitude), but still behave respectfully
(behavior) because of social expectations or fear of job loss.

5. Direct Experience with the Object

Attitudes formed from personal, direct experience are stronger and more likely to
influence behavior.

Example:
Someone who has faced job discrimination is more likely to support equal
employment policies actively.

6. Personality Traits

Some people have stronger consistency between attitude and behavior due to
traits like self-monitoring.
Low self-monitors (true to themselves) act more in line with their attitudes.
High self-monitors adjust behavior based on the situation.

7. Cognitive Dissonance

When people act against their attitudes, they may feel psychological discomfort
called dissonance.

They will try to change their behavior or attitude to reduce that tension.

Example:
If you believe lying is wrong but lie in a job interview, you may either:

Feel guilty (and stop lying again)

Or adjust your belief (e.g., “It was just a small lie, and everyone does it”)
Illustrative Example from Work

Let’s say an employee:

Attitude: Believes management is unfair.

But Behavior: Still works hard and follows orders.

Why?

They fear losing their job (social pressure).

They need the salary (external factors).

They are high self-monitors (adjust to situations).

Conclusion

So, in the real world, behavior:

Sometimes follows attitudes directly, especially if the attitude is strong, specific,
and deeply held.

Sometimes does not, due to external factors like pressure, fear, or conflicting
needs.

Robbins’ OB Conclusion:

 “Attitudes significantly influence behavior, but the relationship is complex

and affected by various personal and situational factors.”

Quick Summary Table

FactorHow it Affects Behavior Example

Attitude Importance Stronger = more influence Ethical person reports

corruption
Attitude Specificity Specific = more predictive Supporting a cause = donating
to it
Accessibility Frequently recalled = more behavioral impact Always thinking
“be punctual”
Social Pressures May override personal attitude Obeying unfair boss
Direct Experience Increases strength of attitude-behavior link Victim of
discrimination = acts on it
Personality (self-monitoring) Low self-monitors = more consistent behavior
Acting naturally vs. Adjusting for others
Cognitive Dissonance Drives change in attitude or behavior Feeling guilt after
lying

How do personal attitudes impact organizational culture and what role does job
satisfaction play in shaping these attitudes. Describe it shortly easily
Great question, Maisha! Here’s a short and easy explanation based on Stephen P.
Robbins’ Organizational Behaviour:

How Personal Attitudes Impact Organizational Culture

Personal attitudes are the beliefs, feelings, and intentions individuals have toward
their job, co-workers, and organization. These attitudes influence how people
behave at work.

If most employees have positive attitudes (e.g., respect, trust, teamwork), it

creates a positive, supportive culture.
If many have negative attitudes (e.g., dissatisfaction, mistrust), it creates a toxic
culture.

Example:
If employees value honesty and cooperation, the organization will likely have a
culture of openness and teamwork.

Role of Job Satisfaction in Shaping Attitudes

Job satisfaction is a major part of attitude—it reflects how much people like or
dislike their job.

High job satisfaction leads to positive attitudes like motivation, loyalty, and
engagement.

Low job satisfaction can lead to negative attitudes like absenteeism, turnover, and
conflict.

In short:

Job satisfaction shapes personal attitudes

Personal attitudes shape the overall organizational culture

Simple Chain:

Job Satisfaction → Positive Attitude → Positive Behavior → Strong Organizational

Culture

Chapter-Personality
Definition of personality shortly easily
Personality is the unique set of traits and behaviors that make a person think, feel,
and act in a certain way.

Simple definition:
“Personality is the way a person consistently behaves and reacts to people and
situations.”

It includes:
o How you think (mindset)
o How you feel (emotions)
o How you act (behaviors)
Example:
A cheerful, friendly person who always stays calm under pressure shows a positive
and stable personality.