The Impact Of Organizational Behaviour On Employees Behaviour In Pharmaceutical Companies In Selected Locations Of Maharashtraviz.docx

THE IMPACT OF ORGANIZATIONAL BEHAVIOUR ON EMPLOYEES BEHAVIOUR IN PHARMACEUTICAL COMPANIES IN SELECTED LOCATIONS OF MAHARASHTRAVIZ; MUMBAI A PROJECT SUBMITTED TO UNIVERSITY OF MUMBAI, FOR THE PARTIAL COMPLETION OF DEGREE OF MASTER IN COMMERCE UNDER THE FACULTY OF COMMERCE BY Mr. Rajankumar Gupta

UNDER THE GUIDENCE OF DR. Sangita Pawar ASSOCIATE PROFESSOR,

DEPARMENT OF COMMERCE UNIVERSIRY OF MUMBAI, KALINA APRIL 2019

CERTIFICATE This is to certify that Mr. Rajankumar Gupta has worked and duly completed her Project Work for the degree of Master in Commerce under the Faculty of Commerce in the subject of Business Management and her project is entitled, “THE IMPACT OF ORGANIZATIONAL BEHAVIOUR ON EMPLOYEES BEHAVIOUR IN PHARMACEUTICAL COMPANIES IN SELECTED LOCATIONS OF MAHARASHTRAVIZ; MUMBAI.” Under my supervision. I further certify that the

entire work has been done by the learner under my guidance and that no part of it has been submitted previously for Degree or Diploma of any University. It is her own and facts reported by her personal finding and investigations.

EXTERNAL EXAMINER

HEAD OF THE DEPARTMENT

RESEARCH GUIDE (INTERNAL EXAMINER)

Dr. Sangeeta Pawar

Date of Submission: 18 April 2019

DECLARATION

I the undersigned Mr. Rajankumar Gupta here by, declare that the work embodied in this project work title “THE IMPACT OF ORGANIZATIONAL PHARMACEUTICAL

BEHAVIOUR COMPANIES

ON IN

EMPLOYEES SELECTED

BEHAVIOUR LOCATIONS

IN OF

MAHARASHTRAVIZ; MUMBAI.”

Forms my own contribution to the research work carried out under the guidance of Dr. Sangeeta pawar is result of my own research work and has not been previously submitted to any other university. Wherever a reference has been made to previous works of others, it has been clearly indicated as such and include in the bibliography. I, here by further declare that all information of this document has been obtained and presented in accordance with academic rules and ethical conduct.

Mr. Rajankumar Gupta (Student)

Certified By Dr. Sangeeta Pawar

(Internal Examiner)

ACKNOWLEDGMENT To list who all have help me is difficult because they are so numerous and the depth is so enormous. I would like to acknowledgment the following as being idealistic channels and fresh dimensions in the completion of this project. I take this opportunity to thank the University of Mumbai for giving me chance to do this project. I would like to thank my HOD, Miss Kinnarry Thakkar for proving the necessary facilities required for completion of this project. I take this opportunity to thank our Coordinator Miss Sangeeta Pawar for her moral support and guidance. I would also like to express my sincere gratitude towards my project guide Dr. Sangeeta Pawar whose guidance and care made the project successful. I would like to thank my College Library for having provided various reference books and magazines related to my project. Lastly, I would like to thank each and every person who directly or indirectly helped me in the completion of the project especially my Parents and Peers who supported me throughout my project.

INDEX Sr. no

CHAPTERS Certificate Declaration Acknowledgment

I

Chapter I – Introduction 1.1 Definition 1.2 Scope of study 1.3 Review of literature 1.4 Statement of study 1.5 Objective of study 1.6 Hypothesis of the study 1.7 Research methodology 1.8 Limitation

II

Chapter II – An Overview of study

III

Chapter III – Data Analysis

IV

Chapter IV- Findings & Conclusion Bibliography Annexure

Page no.

CHAPTER 1 INTRODUCTION

"Organisations are social inventions for accomplishing goals through group efforts". By Gary Johns. This definition covers wide variety-of groups such as businesses, schools, hospitals, fraternal groups, religious bodies, government agencies and so on. There are three significant aspects in the above definition, which require further analysis. They are as follows: Social Inventions: The word "social" as a derivative of society basically means gathering of people. It is the people that primarily make up an organisation. Accomplishing Goals: All organisations have reasons for their existence. These reasons are the goals towards which all organisational efforts are directed. While the primary goal .of any commercial organisation is to make money for its owners, this goal is inter-related with many other goals. Accordingly, any organisational goal must integrate in itself the personal goals of all individuals associated with the organisation.

Group Effort: People, both as members of the society at large and as a part of an organisation interact with each other and are inter-dependent. Individuals in themselves have physical and intellectual limitations and these limitations can only be overcome by group efforts. Organizations comprise of human beings who are highly complex and unpredictable in nature. The management of organizations is therefore a challenging task. Increasing diversity, knowledge and information explosion, strategic partnerships, global competition and emphasis on total quality management are the other challenges confronting managers in the modern times. To meet these challenges, managers require cooperation from individual employees and their work groups who often resist change. So, for an effective

management of organizations, an in-depth study of the behavior of individuals within workgroups, including an analysis of the nature of workgroups is required One such study is 'organizational behavior.'

Organisational behaviour is concerned with people's thoughts, feelings, emotions and actions in setting up a work. Understanding an individual behaviour is in itself a challenge, but understanding group behaviour in an organisational environment is a monumental managerial task. As Nadler and Tushman put it, "Understanding one individual's behaviour is challenging in and of itself; understanding a group that is made up of different individuals and comprehending the many relationships among those individuals is even more complex. Ultimately, the organisation's work gets done through people, individually or collectively, on their, own or in collaboration with technology. Therefore, the management of organisational behaviour is central to the management task—a task that involves the capacity to "understand" the behaviour patterns of individuals, groups and organisations, to ''predict'" what behavioural responses will be elicited by various managerial actions and finally to use this understanding and these predictions to achieve "control".

Organisational behaviour can then be defined as: "The study of human behaviour in organisational settings, the interface between human behaviour and the organisational context, and the organisation itself." The above definition has three parts—the individual behaviour, the organisation and the (interface between the two. Each individual brings to an organisation a unique set of beliefs, values, attitudes and other personal characteristics and these characteristics of all individuals must interact with each other in order to create organisational settings.

The organisational behaviour is specifically concerned with workrelated behaviour, which takes place in organisations. In addition to understanding; the on-going behavioural processes involved, in 'their own jobs, managers must understand the basic human element of their work.

Organisational behaviour offers three major ways of understanding this context; people as organisations, people as resources and people as people. Above all, organisations are people; and without people there would be no organisations. Thus, if managers are to understand the organisations in which they work, they must first understand the people who make up the organisations. As resources, people are one of the organisation's most valuable assets. People create the organisation, guide and direct its course, and vitalise and revitalise it. People make the decisions, solve the problems, and answer the questions. As managers increasingly recognise the value of potential contributions by their employees, it will become more and more important for managers and employees to grasp the complexities of organisational behaviour. Finally, there is people as people - an argument derived from the simple notion of humanistic management. People spend a large part of their lives in; organisational settings, mostly as employees. They have a right to expect something in return beyond wages and benefits. They have a right to expect satisfaction and to learn new skills. An understanding of organisational behaviour can help the manager better appreciate the variety of individual needs and' expectations. Organisational behaviour is concerned with the characteristics and behaviours of employees in isolation; the characteristics and processes that are part of the organisation itself; 'and the characteristics and behaviours directly resulting from people with their individual needs and motivations working within the structure of the organisation. One cannot

understand an individual’s behaviour completely without learning something about that individual's organisation. Similarly, he cannot understand how the organisation operates without; studying the people who-make it up. Thus, the organisation influences and is influenced by individuals.

The key elements in the organisational behaviour are people,, structure, technology and the environment in which the organisation operates. People: People make up the internal and social system of the organisation. They consist of individuals and groups. The groups may be big or small; formal or informal; official or unofficial. Groups are dynamic and they work in the organisation to achieve their objectives. Structure: Structure defines the formal relationships of the people in organisations. Different people in the organisation are performing different type of jobs and they need to be (elated in some structural way so that their work can be effectively coordinated. Technology: Technology such as machines and work processes provide the resources with which people work and affects the tasks that they perform. The technology used has a significant influence on working relationships. It allows people to do more and work better but it also restricts' people in various ways. Environment: All organisations operate within an external environment. It is the part of a larger system that contains many other elements such as government, family and other organisations. All of these mutually influence each other in a complex system that creates a context for a group of people. Each individual brings to an organisation a unique set of personal characteristics, experiences from other organisation, the environment surrounding the organisation and they also poses a personal background. In considering the people working in an organization, organizational behaviour must look at the unique perspective that each individual brings to the work setting. But individuals do not work in isolation. They come in

contact with other individuals and the organisation in a variety of ways. Points of contact include managers, co-workers, formal policies and procedures of the organisation, and various changes implemented by the organisation. Over time, the individual, too, changes, as a function of both the personal experiences and the organisation.

The organisation is also affected by the presence and eventual absence of the individual. Clearly, the study of organisational behaviour must consider the ways in which the individual and the organisation interact. An organisation, characteristically, exists before a particular person joins it and continues to exist after he leaves it. Thus, the organisation itself represents a crucial third perspective from which to view organisational behaviour. The rules of work are different from the rules of play. The uniqueness of rules and the environment of organisations forces managers to study organisational behaviour in order to learn about normal and abnormal ranges of behaviour. A more specific and formal course in organisational behaviour helps an individual to develop more refined and workable sets of assumption that is directly relevant to his work interactions.

Organisational behaviour helps in predicting human behaviour in the organisational setting by drawing a clear distinction between individual behaviour and group behaviour. Organisational behaviour does not provide solutions to all complex and different behaviour puzzles of organisations. It is only the intelligent judgement of the manager in dealing with a specific issue that can try to solve the problem. Organisational behaviour only assists in making judgements that are derived from tenable assumptions; judgement that takes into account the important

variables underlying the situation; judgement that are assigned due recognition to the complexity of individual or group behaviour; judgement that explicitly takes into account the managers own goals, motives, hang-ups, blind spots and weaknesses.Organisational behaviour offers several ideas to management as to how human factor should be properly emphasised to achieve organisational objectives. Barnard has observed that an organisation is a conscious interaction of two or more people. This suggests that since an organisation is Ihe interaction of persons, they should be given adequate importance in managing the organisation. Organisational behaviour provides opportunity to management to analyse human behaviour and prescribe means for shaping it to a particular direction. Understanding Human Behaviour Organisational behaviour provides understanding the human behaviour in all directions in which the human beings interact. Thus, organisational behaviour can be understood at the individual level, interpersonal level, group level and inter-group level. Organisational behaviour helps to analyse 'why' and 'how' an individual behaves in a particular way. Human behaviour is a complex phenomenon and is affected by a large number of factors including the psychological, social and cultural implications.

Organisational behaviour integrates these factors to provide simplicity in understanding the human behaviour. Interpersonal Level: Human behaviour can be understood at the level of interpersonal interaction. Organisational behaviour provides means for understanding the interpersonal relationships in an organisation. Analysis of reciprocal relationships, role analysis and transactional analysis are some of the common methods, which provide such understanding. Group Level: Though people interpret anything at their individual level, they are often modified by group pressures, which then become a force in shaping human

behaviour, Thus, individuals should be studied in groups also.. Research in group dynamics has contributed vitally to organisational behaviour and shows how a group behaves in its norms, cohesion, goals, procedures, communication pattern and leadership. These research results are advancing managerial knowledge of understanding group behavior, which is very important for organizational morale and productivity. Inter-group Level: The organization is made up of many groups that develop complex relationships to build their process and substance. Understanding the effect of group relationships is important for managers in today's organization. Intergroup relationship may be in the form of co-operation or competition. The co-operative relationships help the organization in achieving its objectives.

Organisational behaviour provides means to understand and achieve co-operative group relationships through interaction, rotation of members among groups, avoidance of winlose situation and focussing on total group objectives.

Controlling and Directing Behaviour: After understanding the mechanism of human behaviour, managers are required to control and direct the behaviour so that it conforms to the standards required for achieving the organisational objectives. Thus, managers are required to control and direct the behaviour at all levels of individual interaction. Therefore, organisational behaviour helps managers in controlling and directing in different areas such as use of power and sanction, leadership, communication and building organisational climate favourable for better interaction.

Use of Power and Sanction: The behaviours can be controlled and directed by the use of power and sanction, which are formally defined by the organisation. Power is referred to as the capacity of an individual to take certain action and may be utilised in many ways. Organisational behaviour explains how various means of power and sanction can ,be utilised so that both organisational and individual objectives are achieved simultaneously.

Leadership: Organisational behaviour brings new insights and understanding to the practice and theory of leadership. It identifies various leadership styles available to a manager and analyses which style is more appropriate in a given situation. Thus, managers can adopt styles keeping in view the various dimensions of organizations, individuals and situations.

Communication: Communication helps people to come in contact with each other. To achieve organisational objectives, the communication must be effective. The communication process and its work in inter-personal dynamics have been evaluated by organisational behaviour.

Organizational Climate: Organisational climate refers to the total organizational situations affecting human behaviour. Organisational climate takes a system perspective that affect human behaviour. Besides improving the satisfactory working conditions and adequate compensation, organisational climate includes creation of an atmosphere of effective supervision; the opportunity for the

realisation of personal goals, congenial relations with others at the work place and a sense of accomplishment.

Organizational Adaptation: Organisations, as dynamic entities are characterized by pervasive changes. Organisations have to adapt themselves to the environmental changes by making suitable, internal arrangements such as convincing employees who normally have the tendency of resisting any changes.

Organisational behaviour can be viewed from different perspectives or levels of analysis. At one level, the organisation can be viewed as consisting of individuals working on tasks in the pursuit of the organisational goals. A second level of analysis focuses upon the interaction among organisational members as they work in' teams, groups and departments. Finally, organisational behaviour can be analysed from the perspective of the organisation as a whole.

Organisation at the Individual Level: Organisational behaviour can be studied in the perspective of individual members of the organisation. This approach to organisational behaviour draws heavily on the discipline of psychology and explains why individuals behave and react the way they do to different organisational policies, practices and procedures. Within this perspective, psychologically based theories of learning, motivation, satisfaction and leadership are brought to bear upon the behaviour and performance of individual members of an organisation. Factors such as attitudes, beliefs, perceptions and personalities are

taken into account and their impact upon individuals’ behaviour and performance on the job is studied.

Organization at the Group Level: People rarely work independently in organisations; they have to necessarily work in coordination to meet the organisational goals. This frequently results in people working together in teams, committees and groups. How do people work together in groups? What factors determine whether group will be cohesive and productive? What types of tasks could be assigned to groups? These are some of the questions that can be asked about the effective functioning of groups in organisations. An important component of organisational behaviour involves the application of knowledge and theories from social psychology to the study of groups in organizations.

Organisation at the Organizational Level: Some organisational behaviour researchers take the organisation as a whole as their object of study. This macro perspective on organisational behaviour draws heavily on theories and concepts from the discipline of 'sociology'. Researchers seek to understand the implications of the relationship between the organisation and its environment for the effectiveness of the organisation. Emphasis is placed upon understanding how organisational structure and design influences the effectiveness of an organisation. Other factors such as the technology employed by the organisation, the size of the organisation and the organisation's age are also examined and their implications for effective organisational functioning are explored. These different perspectives on the study of organisational behaviour are not in conflict with one another. Instead they are complementary. A full and complete understanding of the nature of

organisations and the determinants of their effectiveness requires a blending of knowledge derived from each perspective.

Organisational behaviour starts with the following six fundamental concepts revolving around the nature of people and organizations: The nature of people: Individual differences, A whole person Motivated behavior, Value of the person.

Individual Differences: Individuals are different in their physical and mental traits. They are different not only in the physical appearance such as sex, age, height, weight, complexion and so on but also different in their psychological trait such as intelligence, attitude, motivation and perception. This belief that each person is different from all others is typically called the 'Law of Individual Differences'. Individual differences mean that the management has to treat them differently to get the best out of them. A Whole Person: Though the organization may feel that they are employing only the individual's skill or intelligence, in fact, they employ the 'whole person'. This means that individual does not have only the skill and intelligence but he has a personal life, needs and desires as well. In other words, his personal life cannot be separated from his work life since people function as total human beings.When management practices organisational behaviour, it is not only trying to develop a better employee but it also wants to develop a 'better person' in terms of all round growth and development. The benefit will extend beyond the firm into the larger society in which each employee lives.

Motivated behavior: It is the urge of the individual to satisfy a particular need that motivates him to do an act. The motivation could be positive or negative. Motivation is essential for the proper functioning of organisations. The organisation can show to its employees how certain actions will increase their need fulfilment.

Value of the Person: It is more an ethical philosophy. It stresses that people are to be treated with respect and dignity. Every job, however simple, entitles the people who do it to proper respect and recognition of their unique aspirations and abilities.

Since organisational behaviour involves people, ethical philosophy is involved in one way or the other. The nature of an organisation can be understood with the help of description of following two points:

Social System: A system is a group of independent and interrelated elements comprising a unified whole. In context with an organisation, the individuals of a society are considered as a system organised by a characteristic pattern of relationships having a distinctive culture and values. It is also called social organisation or social structure. It can be further divided into following categories: A) Feudal system: This is a social system, which is developed in Europe in the 8th Century. A political and economic system based on the holding of. land and relation of lord to vassal and characterized by homage, legal and military service of tenants, and forfeiture. B) Patriarchate: This is social system, in which a male is considered to be the family head and title or surname is traced through his chain. In

other words, power lies in his hands. C) Matriarchate: This is social system, in which a female is considered to be the family head and title or surname is traced through her chain. In other words, power lies in her hands. D) Meritocracy: This is a social system, in which power vests in the hands of the person with superior intellects. E) Class Structure: This is a social system of different classes with in a society. F) Segregation: This is a social system, which provides separate facilities for minority groups of a society.

Mutual Interest: Organizational relationships are most likely to be strong if different groups can negotiate strategies. This can be defined as the interests that are common to both the parties and are related to the accomplishment of their respective goals. This space for sharing ideas builds trust. Individuals who have shared mutual interests are likely to make their organisation the strongest, because even though the views are different they have a shared concern for similar objectives. It is important for the individuals to think about their issues openly, and to incorporate the perspectives of their colleagues. This helps to build sustainable and harmonious activities that can operate in the mutual direct interests of the organisation.Holistic Organisational Behaviour: When the above six concepts of organisational behaviour are considered together, they provide a holistic concept of the subject. Holistic organisational behaviour interprets peopleorganisation relationships in terms of the whole person, whole group, whole organisation and whole social system. Thus, the blending of nature of people and organisation results in an holistic organisational behaviour.

Organizational behavior is a study of individuals including the behavior within the context of the organization in a workplace setting. Organization behavior seeks to explain the behavior of individuals and their performance at work, both individually and in a group. The nature of social structures or organizations (comprising of several work groups) and organizational design are also dealt in the study of OB. Organizations comprise of human beings who are highly complex and unpredictable in nature. The management of organizations is therefore a challenging task. Increasing diversity, knowledge and information explosion, strategic partnerships, global competition and emphasis on total quality management are the other challenges confronting managers in the modern times. Organizational Behavior (OB) is a discipline that deals with the study and application of knowledge about how people as individuals and as groups act within organizations.

Fred Luthans defines OB as "The understanding, prediction and management of human behavior in organizations." It also attempts to explain the processes that contribute to individuals and groups adapting their behavior in response to the changing environmental conditions to achieve organizational goals. In this chapter, we will discuss the theoretical framework and would throw meaningful insights on individual and group behavior offered by OB which can help managers deal with complex situations at the workplace.

The organizational behaviour has a goal lo help the managers make a transition to the new paradigm. Some of the new paradigm characteristics include coverage of secondgeneration information technology and total quality management such as

empowerment, reengineering and benchmarking, and learning organization for managing diversity of work. The new paradigm sets the stage for the study, understanding, and application of the time-tested micro-variables, dynamics and macro-variables. One must know why management needs a new perspective to meet the environmental challenges and to shift to a new paradigm. Management is generally considered to have three major dimensions ie ; technical, conceptual and human. The technical dimension consists of the manager's expertise in particular functional areas.

They know the requirements of the jobs and have the functional knowledge to get the job done. But the practicing managers ignore the conceptual and human dimensions of their jobs. Most managers think that their employees are lazy, and are interested only in money, and that if you could make them happy in terms of money, they would be productive. If such assumptions are accepted, the human problems that the management is facing are relatively easy to solve. But human behaviour at work is much more complicated and diverse. The new perspective assumes that employees are extremely complex and that there is a need for theoretical understanding given by empirical research before applications can be made for managing people effectively.

The organizational behaviour is a delicate and complex process. If one aims to manage an organization, it is necessary to understand its operation. Organization is the combination of science and people. While science and technology is predictable, the human behaviour in organization is rather unpredictable. This is because it arises from deep needs and value systems of people. The real beginning

of applied research in the area of organizational behaviour started with Hawthorne Experiments. In 1924, a group of professors began an enquiry into the human aspects of work and working conditions at the Hawthorne plant of Western Electric Company, Chicago. The findings of these studies were given a new name 'human relations' the studies brought out a number of findings relevant to understanding human behaviour at work. The Human element in the workplace was considerably more important. The workers are influenced by social factors and the behaviour of the individual worker is determined by the group. Hawthorne studies have been criticized for their research methods and conclusions drawn. But their impact on the emerging field of organizational behaviour was dramatic. They helped usher in a more humanity centered approach to work.

There are mainly four approaches to organizational behaviour. They are Human resources approach, Contingency approach, Productivity approach, and Systems approach.

The human resources approach is concerned with the growth and development of people towards higher levels of competency, creativity and fulfillment, because people are the central resource in any organization. This approach help employees become better in terms of work and responsibility and then it tries to create a climate in which they can contribute to the best of their improved abilities. This approach is also known as 'supportive approach' because the manager's primary role changes from control of employees to providing an active support for their growth and performance. A contingency approach to organizational behaviour implies that different situations require different behavioral practices for

effectiveness instead of following a traditional approach for all situations. Each situation must be analyzed carefully to determine the significant variables that exist in order to establish the more effective practices. The strength of this approach is that it encourages analysis of each situation prior to action. Thus, it helps to use all the current knowledge about people in the organization in the most appropriate manner.

Productivity approach is a ratio that compares units of output with units of input. It is often measured in terms of economic inputs and outputs. Productivity is considered to be improved, if more outputs can be produced from the same amount of inputs. But besides economic inputs and outputs, human and social inputs and outputs also arc important.

A system is an interrelated part of an organization or a society that interacts with everyone related to that organization or society and functions as a whole. Within the organization 'people' employ 'technology' in performing the 'task' that they are responsible for, while the 'structure' of the organization serves as a basis for coordinating all their different activities. The systems approach view emphasizes the interdependence of each of these elements within the organization, if the organization as a whole is to function effectively. The other key aspect of the systems view of organization is its emphasis on the interaction between the organization and its broader environment,, which consists of social, economic, cultural and political environment within which they operate.

Organizations are dependent upon their surrounding environment in two main ways: First, the organization requires 'inputs' from the environment in the form of raw material, people, money, ideas and so on. The organization itself can be thought of as performing certain 'transformation' processes, on its inputs in order to create outputs in the form of products or services. Secondly, the organization depends on environment such as, public to accept its output. The systems view of organization thus emphasizes on the key interdependencies that organizations must manage. Within themselves the organizations must trade off the interdependencies among people, tasks, technology and structure in order to perform their transformation processes effectively and efficiently. Organizations must also recognize their interdependence with the broader environments within which they exist. Organizational behaviour can be treated as a distinct field of study. It is yet to become a science. Now efforts are being made to synthesize principles, concepts and processes in this field of study.

Organizational behaviour is basically an interdisciplinary approach. It draws heavily from other disciplines like psychology, sociology and anthropology. Besides, it also takes relevant things from economics, political science, law and history. Organizational behaviour integrates the relevant contents of these disciplines to make them applicable for organizational analysis.

The basic objective of organizational behaviour is to make application of various researches to solve the organizational problems, particularly related to the human behavioral aspect.

Organizational behaviour is a normative science. A normative science prescribes how the various findings of researches can be applied to get organizational results, which are acceptable to the society. Thus, what is acceptable by the society or individuals engaged in an organization is a matter of values of the society and people concerned. Organizational behaviour focuses the attention on people from humanistic point of view. It is based on the belief that needs and motivation of people are of high' concern. Further, there is optimism about the innate potential of man to be independent, creative, predictive and capable of contributing positively to the objectives of the organization. Organizational behaviour is oriented towards organizational objectives. In fact, organizational behaviour tries to integrate both individual and organizational objectives so that both are achieved simultaneously. An individual's behaviour can be analyzed keeping in view his psychological framework, interpersonal-orientation, group influence and social and cultural factors; Thus, individual's nature is quite complex and organizational behaviour by applying systems approach tries to find solutions for this complexity.

The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Great importance therefore must be attached to the study.

Researchers, management practitioners, psychologists, and social scientists must understand the very credentials of an individual, his background, social framework, educational update, impact of social groups and other situational factors on behaviour. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behaviour forecasting. The value system, emotional intelligence, organizational culture, job design and the work environment are important causal agents in determining human behaviour. Cause and effect relationship plays an important role in how an individual is likely to behave in a particular situation and its impact on productivity. An appropriate organizational culture can modify individual behaviour. Recent trends exist in laying greater stress on organizational development and imbibing a favorable organizational culture in each individual. It also involves fostering a team spirit and motivation so that the organizational objectives are achieved. ORGANIZATIONAL BEHAVIOUR AND ITS IMPACT ON EMPLOYEES BEHAVIOUR

Occupational stress is a pervasive problem that has generated substantial research attention over the past decade. Consistent exposure to stressful working conditions has been associated with both short- and long-term individual reactions, including negative affect , job dissatisfaction , burnout , physical symptoms , psychological strains and even increased mortality rates. In addition to individual costs, the

direct and indirect cost of occupational stress incurred by organizations is estimated to be more than $150 billion per year . Such estimates are predicated on the assumption that stress can lead to outcomes such as increased absenteeism, turnover, health care costs, and workplace accidents. Considering the potentially widespread adverse effects of occupational stress, it is important to understand ways in which such stressful working conditions can be prevented or ameliorated. Such prevention strategies have been classified in terms of primary prevention (i.e., population-based interventions applied to all people), secondary prevention (i.e., interventions for people who are at high-risk for illness or injury), and tertiary interventions (i.e., interventions for people who are at high-risk for illness or injury), and tertiary interventions (i.e., interventions that target people experiencing symptoms of illness or injury, such as through individual counseling). Leadership behavior is likely to be an integral, yet understudied factor in the stress process that should be amenable to change in primary prevention efforts. As salient members of the work environment, leaders have a direct influence on subordinate behavior. As such, leaders may either increase stress (e.g., through using excessive control) or they can prevent stressors or facilitate coping with stress. Of the many ways that leadership can be studied in the context of occupational stress (e.g., leader emergence in times of stress, sources of stress in the leadership role), the effects of leadership on stress in subordinates is perhaps the least understood.

“It’s not fair” is a common remark we hear from people of all ages. Fairness matters to children playing in a playground, students receiving grades, and adults making a living. Standard English dictionaries list “justice” and “fairness” as synonyms. In a colloquial sense, justice and fairness encompass virtues such as moral rightness, equity, honesty, and impartiality. Fairness, or justice, is one of

the most fundamental concerns in society. Cohen claims that justice is “a central moral standard against which social conduct, practice, and institutions are evaluated” . A phrase such as “a fair day’s pay for a fair day’s work” symbolizes the importance of fairness at work to employees. In their qualitative analysis of employees’ accounts of their jobs, Polayni and Tompa found the quality of social interactions as one of the emerging concepts that are central to employees’ work life. Desirable characteristics of social interaction included fair treatment. While fairness is important for a good workplace, unfairness is often workers’ actual experience. Mikula found that the workplace was one of the social settings where most unfair events occurred. Employees’ perceptions of and responses to fairness at the workplace, termed organizational justice, have been important topics in organizational psychology. Major concepts of organizational justice and employees’ reactions to various types of injustice in organizations have been well documented. Since most organization justice research has been conducted by organizational behavior researcherit has tended to focus on outcomes related to the efficiency of organizational functioning: job performance, absenteeism, employees’ commitment to the organization, and so on. Recently, organizational injustice and its impact on health have started gaining attention among occupational health researchers.

Redesigning jobs from a traditional workgroup structure to a semi-autonomous team structure has become increasingly popular, but the impact of such redesigns on employee effectiveness criteria has been mixed. The present longitudinal quasiexperimental study showed that although such a redesign had positive effects on 3 performance behaviors (effort, skill usage, and problem solving), its effectiveness also depended on aspects of the organizational context. In conditions where the

organizational reward and feedback and information systems were effective, redesigning work into a semi-autonomous team structure had no discernible effect on performance behaviors. In conditions where these systems were poor, however, such a redesign produced large positive benefits. This suggests that work redesigns that enhance worker autonomy are most effective in contexts where other supportive management systems are absent.

Team-based approaches to organizing work have become very popular in the last two decades. In many instances, organizations have decided to redesign work (at considerable effort and expense) from individually oriented jobs in traditional workgroup structures to more autonomous team structures. In traditional workgroups, employees perform production activities but have no management responsibility or control over planning, organizing, directing, staffing, or monitoring, whereas in semi-autonomous teams employees both manage and execute major production activities. It is hoped that structuring work into semiautonomous teams will enhance effort, cooperation, communication, skill utilization, learning, and problem solving when compared with more independent forms of work design. If the voluminous popular business press is to be believed, the use of semiautonomous teams is a sort of panacea for organizational ills and is generally preferred to traditional workgroups. Autonomous and semi-autonomous teams have been forwarded as a way of transforming "isolated, reluctant, cynical, immature, apathetic employees" into "connected, motivated, value-driven, responsible employee-owners". In addition, it has been suggested that "any team-if it focuses on performance regardless of where it is in the organization or what it

does-will deliver results beyond what individuals acting alone in non-team working situations could achieve". Such a belief in the transformative powers of teams has been termed the "romance of teams" by some. Such promotion of semi-autonomous teams, however, may simply reflect management fashion, or the "relatively transitory collective belief, disseminated by management fashion setters, that a management technique leads [sic] rational management progress" (Abrahamson, 1996, p. 257). According to Abrahamson (1991, 1996), management fashions present two dangers to organizations: (a) following the advice of management fashion setters (e.g., consulting firms, management gurus, and mass-media publications), organizations may adopt technically inefficient administrative technologies; or (b) organizations may reject technically efficient administrative technologies that are not currently fashionable.

If semi-autonomous teams are merely a management fashion, it is likely that many organizations have redesigned work into team-based structures when they were not really needed. Research that has investigated the effectiveness of team-based designs suggests that this might actually be occurring, in that some have found positive results whereas others have shown mixed results. These varied results suggest that the effectiveness of transitioning to team-based designs depends on other factors, in which case organizations should consider these factors before deciding to redesign work into more semiautonomous structures. The danger, of course, lies in the costs and risks that organizations take when redesigning work. Increasing the autonomy of workers through the use of semiautonomous teams means that organizations cede control to the workers, thus putting themselves at risk that the workers will make poor decisions, be negligent

in their duties, or otherwise act in ways that are inconsistent with organizational interests. Moreover, although autonomy may be easily given, it is not easily taken back. Therefore, an organization that redesigns jobs into more semi-autonomous structures and finds that they did not work is likely to encounter great difficulty reverting to their former design. Finally, research has shown that process losses can occur in team-based structures. Conformity pressures Hackman, , group polarization, social loafing and free-riding (Albanese & Van Fleet, 1985) are wellknown problems associated with team- or group-based work. As such, it is not clear that organizing work around teams is always better than organizing it around individuals. Given these risks organizations incur in moving to semi-autonomous team designs, it is surprising that relatively little systematic empirical research has investigated work redesigns in which jobs that were performed in traditional workgroups are redesigned into more semi-autonomous teams and shown when it is most appropriate.

A dominant culture of conformity and followership generates "more of the same", while a culture encouraging individualism and leadership produces new products or methods of production by harnessing employee creativity and innovation. For the purposes of this discussion, the terms creativity and innovation will be used together as well as interchangeably, although they are not in reality synonymous. Creative thinking leads to change and if that change provides social or economic benefits, the result becomes an innovation. Drucker (1999) argues that the search for innovation must be systematic and purposeful, as opposed to waiting for the accidental light bulb experience. This discussion attempts to explain why the

rhetoric supporting the systematic and purposeful pursuit of innovation is not always acted upon in reality.

Behaviour in organisations has often been described in metaphorical terms. When discussing productivity and automation, it is useful to make reference to the highly organised nature of ants and termites. One vivid illustration can be seen in the manner in which some insects appear to be organised for the purpose of the greater good of the colony, hive, or nest. In contrast with human enterprises, insect activities do not produce or require managers to oversee their work and their construction projects. How can they achieve such seemingly amazing results without an architectural, planning, managing, leading, organising, or supervising function? Clark (1997), using the example of nestbuilding behaviour of termites explains that nest building is under the control of what are known as stigmergic algorithms. Clark (1997) describes the process like this: termites make mud balls that at first are deposited at random. Each ball carries a chemical trace added by the termite. Termites prefer to drop the mud balls where the chemical trace is strongest. Probability suggests that most of the mud balls will be deposited on top of old ones, serving to generate an even stronger attractive force. Columns begin to be formed. When two columns are fairly close together, the drift of chemical attractants from the neighbouring column influences the dropping behaviour by inclining the insects to preferentially add to the side of each column that faces the other. This process continues until arches are formed, and through more stigmergic effects, a complexity of tunnels and chambers result. Clark (1997) emphasises that at no point during this process is a plan of the nest represented or followed. No termite acts as construction leader. No termite "knows" anything beyond how to respond when confronted with a specific patterning of its local environment. The

termites do not talk to one another in any way, except through the environmental products of their own activity. While we may marvel at the success of stigmergic algorithms for achieving end results for termite colonies, such programmed mindlessness cannot be equated with the reality of human organizational life. We know that people do not work under the influence of stigmergic algorithms, and yet there are many parallels that can be drawn, which seem to have a disproportionately large influence on the way our organisations function or on the way some would wish them to function. Frederick Taylor, the founder of the scientific management movement, perhaps misinterpreted by some for his "alleged inhumanity" towards workers (Pugh and Hickson, 1996), could be accused of attempting to initiate something akin to stigmergic algorithms through the application of rigid work patterns and clearly defined laws, principles, and rules. In a sense it could be argued that he attempted to produce unthinking clones that would work as efficiently as machines or termites.

Organisations no longer adhere to such beliefs or do they? Some organisations have deeply embedded cultures, traditions, and operating procedures designed to reduce the cognitive load for individuals, supposedly making their work easier and of a standardised nature. However, the reduced need to think often results in performance rigidity, the consequence of an over-reliance on plans, strict operating policies, and deeply entrenched procedures a type of human stigmergic algorithm. It is argued that reliance on such "automated" systems increases the risk that the organisation will eventually lose its competitive edge through the loss of individualistic and innovative employee behaviour. The impact on the organisation can be quantified in lost earnings, due to the introduction of fewer new ideas, and as a consequence fewer new products or services for the customer.

The organisation may also experience higher operating costs due to low morale, increasing staff turnover, and unnecessarily inflated training and recruitment costs. The result is a demoralised and alienated staff, and for the organisation, reduced competitiveness. This is supported by Greenwood and Hinings (1996) who warn that a stagnant organisation (one that cannot innovate to meet evolving environmental conditions) will eventually find itself unable to compete in an increasingly complex and technologically sophisticated economy. An organisation, as with a single individual, will economise by developing patterned thinking, finding security in the establishment of routine habits such as meetings and standardised decision-making procedures. This is analogous to the termites' use of stigmergic algorithms for directing their nest building behaviour, the result is efficient and economic activity, but with minimal, if any exploitation of opportunities. Roberts (1988) suggests that innovation requires two parts, the generation of an idea or invention, and its exploitation through a business or other application. Therefore, efficient economic activity without purposeful exploitation cannot be called innovation. For several decades now, it has been fashionable for organisations to be seen to thrive in the midst of chaos (Peters, 1987), to be creative, and for management to encourage innovative behaviours amongst employees , encouraging them to escape from predictable and conventional patterns of thought. Managers have been encouraged to foster a culture better equipped to cope with the rapidity of change and the unpredictability of the times (Galbraith, 1982; Schuler, 1986; Waterman, 1987).

Drucker long ago punctuated the importance of creative and innovative behaviour in business by arguing that there are only two basic functions in business marketing and innovation. He claimed that marketing and innovation produce results and the "rest" should simply be viewed as costs to the organisation (Drucker, 1974). Managerial thinking has undergone a number of stages of an evolutionary process. Managers and theorists have cycled through a variety of "fashions" including efficiency, zero defects, quality, flexibility, learning, and innovation. Stuart Young, the executive chairman of New Zealand's Interlock Industries, who successfully entered the highly competitive Japanese market, maintains that it is innovation and not quality or any of the other management fashions that has made Interlock Industries so successful in Japan (Gilbertson and Gilbertson, (1992). Creativity and the ability to demonstrate initiative are seen to be key criteria for achieving success and ensuring survival for all organisations (Day, 1994). The focus on creativity and innovation may be a step in management's evolutionary process that will improve by ongoing and incremental refinements rather than a complete paradigm shift, as has occurred with earlier management fashions. Authors, academics, and consultants have described the benefits of creativity and innovation with almost evangelical zeal. How effective have these proponents of change been in altering the way that organisations operate? Increased displays of initiative, innovation and creativity are difficult to quantify. Creativity and other cognitive processes are what Clark (1989) calls inthe-head functions because they lack transparency. Constructive creative behaviour and resulting innovations are therefore often only known to have occurred in organisations by outcomes such as successful new products, services, and/or the introduction of more effective new operating procedures.

Authors such as Ettlie (2000) and Janszen (2000) argue that this is the age of innovation. Janszen (2000) explains that innovation - new technologies, new applications in the form of new products and services, the development of new markets, and/or the introduction of new organizational forms - will result in increased net value for customers and ultimately the firm. Such "rational" approaches include a dogmatic belief in the value of restructuring. Some managers, it seems, would prefer to focus on continuing cost-cutting measures, rather than offset the loss of "mass" with other forms of competitive strategies such as the systematic pursuit of innovation to stimulate growth and increase turnover. Research by Amabile and Conti (1999) suggests that corporate decision makers of the future should approach downsizing with great caution. They argue that the long-term negative effects of such actions oncreativity and innovation may only retrigger the corporate woes that started the cycle in the first place. Too much emphasis on costcutting and downsizing results in an increasing number of anorexic and/or neurotic organisations, with little energy and falling capability. A large amount of effort is expended in self-recrimination (from too much inward looking behaviour that often results in unnecessary or destructive restructuring programmes) and repetitive expressions of helplessness and anxiety concerning the future. These symptoms are comparable with people suffering from episodes of somatoform disorder. Soma means "body". In somatoform disorders, psychological disorders take a physical form.

Chapter 02 Review of literature This chapter includes the following literature: a review of organizational behavior, employees behaviour studies, Impact of organizational behaviour on employees behaviour.

Organizational behaviour Studies

Honingh, M., and Oort, F. (2009) compared teachers' organisational behaviour in publicly- and privately-funded schools in the Dutch Vocational Education and Training (VET) in publicly and privately funded schools (72 per cent and 43 per cent respectively) herein distributed self-report questionnaires were distributed to teachers measuring teachers' attitudes, sense of identification and perception of the school climate. The analyses show that teachers in publicly funded schools report a less curriculumoriented attitude, a lower sense of identification, and perceive a less supportive school climate than teachers in privately funded schools. Funding did not have an effect on the extent to which teachers have a student-oriented attitude. In addition, the analyses show significant effects of teacher characteristics, the disciplinary sector, and affiliation characteristics on teachers' organisational behaviour. This study clearly indicates differences in teachers' organisational behaviour in publicly and privately funded schools. Contrary to common beliefs, the institutional context hardly influences the extent to which teachers have a student-oriented attitude. Originality/value – This research contributes to insights

in behavioural aspects of the fading boundary between the public and private sector.

K. Aswathappa; and (2002) studied human behaviour, attitudes and performance in organizations providing value added knowledge for individuals at all organizational levels. He further elaborated that Organizational behaviour can be regrarded as a systematic attempt to undertstand the behaviour of people in organization which they are an integral part. Organizational behaviour like organizational thoery, for this purpose, draws upon various other disciplines like psychology, sociology, anthropology, political science, economics and so on. The field of OB is both exciting and complex. OB has emerged as a distinct field of study. It is a distinct area of expertise with a common body of knowledge. OB is also an applied field. It applies the knowledge gained about individual groups and the effect of structure on behaviour in order to make organizations work more effectively. It represents only the behavioural approach to management.

Hashim, Junaidah; Saodah Wok; Ghazali, and Ruziah (2008) examined organisational behaviour as a result of emotional contagion experienced by selected members in direct selling companies. Specifically, the study seeks to investigate how members in a group are affected by the happiness of their high achievers, what factors influence the emotional contagion to occur, and what are the effects of emotional contagion on individual, group and organisation work outcomes. The variables studied were emotional contagion, personal characteristics, group outcomes and organizational outcomes. Emotional contagion was measured by self-report of impulsive acts; while personal

characteristics were measured in terms of social desirability, extraversion, locus of control, live accomplishment, materialistic world, susceptibility to interpersonal influence, and selfesteem. Organisational outcome variables were measured in terms of organizational commitment and organizational culture. Other variables studied were group behaviour, team player, demographic characteristics, and business organizational characteristics. It is found that emotional contagion is positively related with personal outcomes. Further findings reveal that emotional contagion has an impact on both the group and the team. The team, as a whole, is influenced not only by the emotional contagion but also by the personal characteristics of the respondents. Emotional contagion is also related to organisational outcomes. Both the group characteristics are positively related with organisational commitment. Emotional contagion is also positively related to organisational culture. Group characteristics are also positively related with organisational culture. It can be postulated that the following relationships exist between emotional contagion, personal outcomes, group outcomes, and organisational outcomes. It is also found that emotional contagion is a very important variable in the light of personal characteristics, group characteristics and organisational characteristics.

Hanna, V; Burns, N DBackhouse, and C J (2000) Described a charting technique that can help a company determine if the different variables in the workplace are combining to produce an environment that encourages positive workplace behavior. The chart enables business managers to identify whether the organisational goals, performance measures and reward system, together with task and situation variables are all congruent or mutually reinforcing. The research is still at an exploratory stage and practical testing is continuing to examine the

effectiveness of the chart. Some early case-study investigations inside a manufacturing company are presented together with a synopsis of how the research will develop now the pilot study is complete. The author describe early results from research into the effect of organizational variables upon workplace behavior. In particular, they discuss what influence organization and situational variables have on performance. In organizations, groups of people are often seen behaving in rather similar ways.

Honingh, M E Oort, and F J compared teachers' organisational behaviour in publicly- and privately-funded schools in the Dutch Vocational Education and Training (VET) sector. A percentage of all middle managers in publicly and privately funded schools (72 per cent and 43 per cent respectively) distributed selfreport questionnaires to their teachers measuring teachers' attitudes, sense of identification and perception of the school climate. Data were analysed through multilevel analysis accounting for the dependency of teachers working within the same teaching unit. Findings - The analyses show that teachers in publicly funded schools report a less curriculum-oriented attitude, a lower sense of identification, and perceive a less supportive school climate than teachers in privately funded schools. Funding did not have an effect on the extent to which teachers have a student-oriented attitude. In addition, the analyses show significant effects of teacher characteristics, the disciplinary sector, and affiliation characteristics on teachers' organisational behaviour. Research limitations/implications - The study clearly indicates differences in teachers' organisational behaviour in publicly and privately funded schools.

Contrary to common beliefs, the institutional context hardly influences the extent to which teachers have a student-oriented attitude. The study contributes to insights in behavioural aspects of the fading boundary between the public and private sector.

Beatson, Amanda, Lings, Ian, Gudergan, and Siegfried P (2008) provided conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both delivery of high quality services (enhancing organizational effectiveness) and the maintenance of front-line staff (increasing organizational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.

Vakola, Maria; Bouradas, and Dimitris. (2005). aimed at investigating the dimensions of silence climate as they are perceived by individuals and exploring the effects of these dimensions on job attitudes. In a sample three dimensions of silence climate are constructed and measured in order to examine their effects on employee silence behaviour, organisational commitment and job satisfaction. Results indicate that supervisors' attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict employees' silence behaviour. These three dimensions are also associated with organisational commitment and job satisfaction. Although the phenomenon of organizational silence is expected in organisations, there is little empirical evidence in the literature aimed at defining it, analysing it and coping with it. Silence climate has an impact on organizations' ability to detect errors and learn and, therefore, organizational effectiveness is negatively affected. This exploratory study aims to measure organisational silence as a continuum between silence and voice explain silence behaviour throughorganisational climate dimensions. Based on the findings of this study, there are some important implications that are discussed.

Koh, Hian Chye; and El'fred H Y Boo. (2004). examined the relationship between organisational ethics and organisational outcomes based on the justice theory and cognitive dissonance theory. The sample data are derived from a questionnaire survey of 237 managers. Results obtained from decision trees indicate significant and positive links between ethical culture constructs (i.e. top management support for ethical behaviour and the association between ethical behaviour and career success within the organisation) and job satisfaction. Further, there is a significant and positive link between job satisfaction and organisational commitment. Also, for different levels of job satisfaction, particular aspects of

organizational ethics are associated with organizational commitment. The results suggest that organisational leaders can use organisational ethics as a means to generate favourable organisational outcomes.

Okurame, David E (2009) examined work attitudes in the public health sector using the relative impact of mentoring and organisational constraints on job satisfaction and organisational commitment. Data was collected from 161 employees in a large government-owned hospital in south western Nigeria. Results of the hierarchical regression analysis (which controlled for the effects of relevant covariates) showed that when informal mentoring and perceived organisational constraints were entered in the second step, for organisational commitment and job satisfaction increased from .17 to .45 (p = < .001), and from .15 to .49 (p = < .001), respectively. These findings suggest that work attitudes in the public health sector can be improved by facilitating mentoring relationships and removing organisational obstacles. The implications of these findings for policy formulation and effective health care delivery are explained.

Lok, Peter; Crawford, John (2004) examined the effects of organisational culture and leadership styles on job satisfaction and organisational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and

respondents' demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an "initiating Structure" leadership style had a negative effect on job satisfaction for the combined sample. Participants' level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment. National culture was found to moderate the effect of respondents' age on satisfaction, with the effect being more positive amongst Hong Kong managers.

Barnett, Belinda Renee; Bradley, and Lisa (2007) examined the relationship between organisational support for career development (OSCD) and employees' career satisfaction. Based on an extended model of social cognitive career theory (SCCT) and an integrative model of proactive behaviours, the study proposed that career management bhaviours would mediate the relationaship between OSCD and career satisfaction, and between proactive personality and career satisfaction. Public and private sector employees (N=90) participating in career development activities completed a survey regarding their proactivity, OSCD, career management behaviours and career satisfaction. OSCD, proactive personality and career management behaviours were all positively related to career satisfaction and career management behaviours mediated the relationship between proactive personality and career satisfaction. There was no support for the career management behaviours mediating between OSCD and career satisfaction. This study provided support for the extended SCCT model by testing a subset of its proposed relationships using a cross-sectional approach. The sample surveyed

(employees participating in career development activities) and the large proportion of full-time employees, may limit the generalisability of the findings. The results suggest that there are benefits for organisations and individuals investing in career development. First, from an organisational perspective, investing in OSCD may enhance employees' career satisfaction. Second, employees may enhance their own career satisfaction by participating in career management behaviours.

Rao, Surabhi; Mrozowski, Tim (2008) examined burnout factors derived from the literature on organizational behavior including role stress, role of interpersonal relations, incentives, and lack of motivation in the context of project closeout. Data obtained from interviews of contractors, subcontractors, and owners during the MSU (Michigan State University) study was analyzed using "Grounded Theory" to understand causes for slow closeout and to determine behavioral factors that impact closeout by comparing the literature to the data. Recommendations were developed for midsize contracting and subcontracting organizations by comparing the strategies suggested in the interviews with motivation theory in organizational behavior literature. Recommendations were validated through proof of concept interviews which indicated that organizational behavior has an impact on closeout and that problems that arise during closeout can be prevented by stressing the importance of the recommendations relating to role conflict and role ambiguity.

Schepens, Dona; Underwood, Anita. (2007) assessed organizational culture by investigating to what extent Core Value Behavior (CVB) is consistently practiced by individual employees and by the college system as a whole. A Values Framework Model provided a systems approach to studying the organization as a

living dynamic, changing and interactive environment and to measure the target behaviors used in the survey. The study confirmed the cultural strength of the organization as evidenced by the practice of core value behaviors. A recommendation for college administration is to define and describe CVB for every job classification, department, and academic program to close gaps in alignment with the core values, eliminate confusion and inconsistencies, and promote unity and understanding of the values expressed in the organizational culture. Prakash, Rajshree (2008) examined the factors that influence professional behavior. Specifically, it focuses on the role of organizational forms where professionals work and client relationships. Transcripts of Congressional Hearings related to Enron form the empirical context. Theoretically the researcher draws upon the research on the sociology of professions by revisiting the literature on professionals and organizations and professional-client relationship to suggest that the notion of professional behavior is more complicated than previously assumed.

Employees behaviour Studies

Aggarwal, Upasana; Bhargava, and Shivganesh (2009). reviewed and synthesised literature on the role of human resource practices (HRP) in shaping employee psychological contract (PC). Based on this review, a conceptual framework for examining the relationship between HRP and PC and their impact on employee attitudes as well as behaviour has been put forward for further examination. An extensive review of the literature, examining the role of HRP in influencing PC of employees, between the periods 1972 to 2007 has been

conducted. Adopting the multilevel approach, the paper discusses the role of individual variable (PC) and organisational variable (HRP) on employee attitudes and behaviours. The review brings to fore the following: the role of business and employment relationship strategy on HRP; the relationship between HRP and organisation culture as well as employees attitudes and behaviours; the relationship between HRP on and employee's psychological contract; and the moderating effect of those conceptions on employee attitudes and behaviours relationship. HRP and PC influence employee attitudes and behaviours as well as have a bearing on organisational effectiveness. Suggestively, as a policy implication, firms need to craft and effectively communicate their HR toolkit based on their employment relationship and business strategies. The main contribution of this paper is that it synthesises the research examining the impact of HRP on PC. Adopting a meso theory, the paper integrates both organisational and individual level variables and proposes a conceptual model.

Lambooij, Mattijs; Sanders, Karin; Koster, Ferry; Zwiers, and Marieke. (2006) addressed the question as to whether the linkage between HRM and organisational performance can be explained by the effect of the internal and strategic fit of HRM on the cooperative behaviours of employees. The author’s expect that the more HRM practices are aligned within themselves (internal fit) and the more HRM is aligned with an organisation's strategy (strategic fit), the better employees know what is expected of them, and the more they behave cooperatively towards their co-workers and towards their supervisor. Next, author’s hypothesised that the cooperative behaviours of employees are positively related to the financial and non-financial performance of the organisation. These hypotheses were tested using multilevel regression (N=723 employees; 10

organisations). Author’s found that cooperation with co-workers is negatively related to turn over and positively related to sick leave. No support was found, however, for the hypothesis that a better internal and strategic fit leads to more cooperative behaviour on the part of employees. The implications of these findings for future research and for human resource management are discussed.

Clark, Malissa; Baltes, Boris B.; Berry, Christopher M.; Partridge, Ty; Keashly, Loraleigh (2010) aimed to integrate these two themes to test how mood, personality, and factors relating to one's job influence a person's propensity to engage in acts of CWB (counterproductive work behavior). This study contributes to the extant literature in several ways. First, this is one of only a handful of studies that examines the relationship between momentary moods and counterproductive work behaviors using an experience sampling methodology. Second, this study includes two personality variables which are rarely examined in the organizational literatures, affect intensity and dispositional happiness. Third, this study adds to the current literature on how moods affect organizational behavior in that the present study examines both the hedonic tone and the activation dimensions of mood using the circumplex model of moods and emotions as a guiding framework. The sample consisted of one hundred and fourteen employees and students at a large Midwestern university. Participants completed short self-report questionnaires three times daily for two weeks, in addition to an initial demographic questionnaire. Data were analyzed using hierarchical linear modeling (HLM; Raudenbush & Bryk, 2002). Results revealed that all momentary variables varied both within- and between-persons. Individual factors (i.e., personality, mood) were more predictive of CWBs than situational factors (i.e., job demands, work events) in the present study. Broadly, individuals were less likely to engage in CWBs when

they were in positive moods. There were several unanticipated findings. Notably, individuals in activated mood states were less likely to engage in acts of counterproductive work behavior, and individuals in unactivated unpleasant (i.e., bored) mood states were more likely to engage in acts of counterproductive work behavior. While mood occasionally was related to subsequent perceptions of work events, more evidence was found that work events influenced subsequent mood states. In addition, positive work events indirectly decreased CWBs by increasing activated mood states. Implications of these findings and suggestions for future research are discussed.

Palmer, Jacquelyn Wright (2006) developed and tested an interactive model of innovative behavior of frontline employees in the public sector. Three gaps in innovation research have given rise to this study: the need for contextualization, the need for studies that include the frontline employee, and the need for studies that examine the interactions of factors that influence individual level innovative behavior. In the study of innovation, the notion of context is an under-examined contingency. The context of interest in this study is the public sector, as it is generally believed that the public sector differs from the private sector in key ways that may influence the extent of innovative behavior, including the difference in rewards for innovation available for public sector employees and the overabundance of rules and procedures that influence an individual's ability to be adaptable and innovative. Innovation research in the public sector has been biased toward the organizational level, and individual innovative behaviour has received minor attention despite the major practical implications of individual innovative behavior for organization innovation. Even when the individual level has been addressed in innovation research, frontline employees have often been overlooked,

though they are in a prime position to recognize opportunities for innovation. Although innovative researchers are increasingly recognizing the merits of an interactive approach, the innovation literature could profit from more research that examines how factors at multiple levels combine to influence innovative behavior. This study examined the interaction of factors at the individual and organization level that influence innovative behavior of frontline employees in the public sector. In contrast to studies in the private sector, this study did not find a relationship between creative problem solving style and innovative behavior. The study concludes with a discussion of the contextual differences in the public sector that may explain this difference.

Sucharski,Ivan; Eisenberger,Robert.(2007)explored the extent to which employees perceive supervisors as representing the organization in their words and deeds (supervisor's organizational embodiment: SOE) and how the strength of this belief affects employees' perceptions of support, affective commitment, and positive organizational behaviors. It was hypothesized that employees would generalize perceptions of support and affective commitment from supervisors with high SOE (supervisor's organizational embodiment) into beliefs regarding support from and commitment to the organization that would then influence several proorganizational employee behaviors. A series of three sets of hypotheses were employed to explore the possible influence of SOE on employees' relationships with the organization. In order to better understand the factors that contribute to employee beliefs regarding SOE, the first set of hypotheses tested a variety of possible antecedents to SOE. This model included supervisor' informal status, formal status, and value congruence with the organization, as well as measures reported by supervisors such as a supervisor's perceived organizational support.

The second set of hypotheses tested a model of moderated mediation where perceived organizational support was hypothesized to mediate the relationship between perceived supervisor support and employee behaviors, especially when SOE was high. The third set of hypotheses tested a similar moderated mediation model where affective organizational commitment was hypothesized to mediate the relationship between affective supervisor commitment and employee behaviors, especially when SOE was high. All studies were performed by collecting survey data from employees and their supervisors. Two separate samples were used, the first made up of employed university alumni working in a variety of organizations, and the second from a single, large social services organization. Structural equation modeling was used to examine the models proposed in the three sets of hypotheses. Results of the antecedent model suggest that the perceived organizational support of the supervisor is strongly related to the supervisor's informal status and value congruence with the organization, both of which are positively related to SOE. SOE was found to moderate both the relationship between perceived supervisor support and perceived organizational support (both samples), and the relationship between affective commitment to the supervisor and the organization (organizational sample only). Neither sample found support for the hypotheses regarding moderated mediation. SOE appears to be a useful tool in indicating how the actions of some supervisors can be interpreted as highly organizationally representative while the same action by other supervisors is not. The identification of supervisors with the organization appears to strengthen employee generalization of supervisory actions into organizational actions.

Sparrow, and Paul R (2000) examined the adaptations to work being made by employees and the future generation of workers is highlighted. The initial

experience of work in virtual organizations is considered. It is argued that we shall witness fundamental transitions in forms of work organization. Initially this will not compensate for the deterioration in the psychological contract that has been experienced by those who have lived through an era of downsizing. However, it will raise the need to develop new competencies to cope with the changes in work design. The need for more studies on numerically restricted but meaningful work populations (such as teleworkers, virtual teams, international managers, employees in small and medium-sized enterprises, small project-based forms of organization) is signalled.

Costigan, Robert D; Insinga, Richard C; Berman, J Jason; Ilter, and Selim S; (2005). determined whether the perceived effectiveness of a performancemanagement process is associated with effective workplace behaviours in Russia and Poland as it typically is in Western countries, such as the US. The study considers the extent to which cultural dimensions, such as in-group collectivism, power distance, and performance orientation, moderate the relationship between performance management and employee behaviour. Using samples drawn primarily from adult education programs in the university setting, the study asked 99 US employees, 100 Polish employees, and 86 Russian employees to provide ratings of their firm's performance-management process while coworkers rated the trustworthy behaviour and energized take-action behaviour of these employees. The results show that the correlations between a performance-management composite and these two behavioural measures are significant, but that national culture did not moderate these relationships in the three countries. These findings lend credence to a universalistic view of performance management. Therefore,

companies in these transition economies should feel encouraged when introducing a performance-management process.

Cambra-fierro, Jesús; Polo-redondo, Yolanda; Wilson, and Alan Aug (2008) explored the influence that an organisation’s corporate values have on employees’ behaviour and values both within and outside the work environment. In particular, it focuses on the impact of these values on the personal buying behaviour of employees. The empirical research was undertaken within organisation that produces wine in Spain and involved interviews with senior management, an analysis of company documentation, as well as group discussions with employees supported by an employee survey. The article argues that an organisation’s corporate values influence not only its employees’ behaviour within the work environment, but also impacts on their global values system outside of the work environment. In particular, this was evident within the employees’ buying behaviour practices in relation to supplier loyalty and environmental concern. This has implications for business ethics as an organisation’s value system may go beyond the purely business context. Organisations need to be aware of their impact on employees’ behaviour outside of the work environment; this is particularly the case for multinational companies working across many cultures.

Research Gap

No study on Impact of Organizational Behaviour on Employees Behavior in Pharmaceutical Companies in selected locations of Mumbai, Pune, Nasik has been

done till date. Its being found that studies focus on individual aspects of Organizational behaviour such as Teams and Teams work, Job satisfaction but none of the studies have focused on the aspects related to phamrmaceutical companies The researcher has found that even recent studies on Organizational behaviour don’t focus on employees behavior and organizational behaviour together and mostly studies are focusing on all sectors other than pharmaceutical sector. Hence this present study under taken by the researcher would bridge the gap between the past and recent studies. This present study undertaken would primarily foucs on employees of pharmaceutical companies.

Chapter 03 Research methodology SCOPE OF THE STUDY This study focuses on Organizational Behavior and its impact on Employees Behavior in Pharmaceutical Companies in selected locations of Mumbai, Pune and Nasik. Important dimensions such as Internal Communication System, Organizational Structure, Teams and Team Work, Power and Politics, Leadership, Supervisory style, Implementation of Evaluation and Performance Appraisal are considered for analyzing Organizational Behavior in Pharmaceutical companies in selected areas of Mumbai, Pune and Nasik. Dimensions such as Job satisfaction, Creativity Stimulants, Absenteeism, and Attrition Rate are considered for analyzing Pharmaceutical Companies Employees Behavior. The study includes Small scale Industries, Large Scale Industries, as well as Medium Scale Pharmaceutical Companies in Selected areas of Mumbai, Pune and Nasik.

OBJECTIVES:

To study the effect of organizational behaviour on size of organization

To study the significant difference of organizational behaviour in different cities .

To study the association between organizational behaviour and

employees behavior.

To study the association between leadership of organization and job satisfaction of employees.

To study the association between job satisfaction and demographic factors of employees.

To study the impact of political environment on employees satisfaction.

To study the effect of Evaluation and appraisal of employees on employees satisfaction.

To study the effect of ethics and social responsibilities of organization on employees satisfaction.

To study the effect of internal communication system of organization on employees behaviour.

To study the significant difference among various dimensions of organizational behaviour.