Unit 1.1.pdf

Organisational Behaviour MODULE – 1 Introducing Organisational Behaviour MODULE Introducing Organisational Behaviour Module Description The study of Organisational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. Th...

Organisational Behaviour MODULE – 1 Introducing Organisational Behaviour MODULE Introducing Organisational Behaviour Module Description The study of Organisational 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 organisational behaviour relates to the expected behaviour of an individual in the organisation. No two individuals are likely to behave in the same manner in a particular work situation. There are no absolutes in human behaviour. 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. OB involves integration of studies undertaken relating to behavioural sciences like psychology, sociology, anthropology, economics, social psychology and political science. Therefore, organisational behaviour is a comprehensive field of study in which individual, group and organisational structure is studied in relation to organisational growth and organisational culture, in an environment where impact of modern technology is great. The aim of the study is to ensure that the study of the human behaviour contributes more towards growth of the organisation and greater efficiency is achieved. Unit 1.1 Introduction to Organisational Behaviour Unit 1.2 Personality Unit 1.3 Perception Unit Table of Contents Unit 1.1 Introduction to Organisational Behaviour Topics Page No. Learning Objectives Learning Outcome 1.1.1 What is Organisational Behaviour (OB)? 1.1.2 Why does OB Matter? 1.1.3 Where does OB Knowledge Come from? 1.1.4 Research Methods in OB 1.1.5 Historical Perspectives of OB Activity Activity Answer Key Summary References Introduction to Organisational Behaviour Learning Objectives: Explain the history of management theory and the evolution of organisational behaviour Analyse the individual and group behaviour Elaborate the organisational behaviour theories and its application in current situation Understand the individual behaviour in organisation Relate the topics in organisational behaviour to the contemporary issues and trends Learning Outcome: Analyse the evolution of organisational behaviour Categorise the behaviour of individuals and groups in organisations Apply the organisational behaviour concepts, models and theories through situational cases Compare the individual personalities and behaviours and its impacts on individual perception and behaviour Analyse individual personality and behaviour impacts in the organisation Organisational Behaviour | Introducing Organisational Behaviour 1 Introduction to Organisational Behaviour The organisational behaviour field deals with human behaviour in organisation. It is the multidisciplinary in nature that searches and spreads the knowledge of behaviour in all directions, in an organisation, either based on studying individual or group or the organisational processes. In common, two individuals are not expected to behave in the same manner and that too in a particular work situation. It is the prediction skill of a manager about the expected behaviour of an individual. Organisational Behaviour | Introducing Organisational Behaviour 2 Introduction to Organisational Behaviour 1.1.1 What is Organisational Behaviour (OB)? 1.1.1.1 Introduction The organisational behaviour field deals with human behaviour in organisation. It is the multidisciplinary in nature that searches and spreads the knowledge of behaviour in all directions, in an organisation, either based on studying individual or group or the organisational processes. The study of individual behaviour would be incomplete if the behaviour is affected by the people surrounding us as well as by the organisation, in which they work. Studying only individuals or only organisations would be of no use. It is essential to study both simultaneously. Therefore the role and field of organisation behaviour is not only concerned with a particular organisation, but also more concerned with the society. Organisational Behaviour | Introducing Organisational Behaviour 3 Introduction to Organisational Behaviour 1.1.1.2 Meaning and Definition of OB The study of Organisational Behaviour (OB) is very appealing and challenging too. It is related to individuals, group / teams of people working together in the organisation. The study becomes more challenging when situational factors interact. The study of organisational behaviour thus relates to the expected behaviour of an individual in the organisation. In common, two individuals are not expected to behave in the same manner and that too in a particular work situation. It is the prediction skill of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. The definitions for OB are stated below: According to Fred Luthans, “Behaviour is directly concerned with the understanding, prediction and control of human behaviour in organisations.” According to Davis and Newstram, “Organisational behaviour is the study and application of knowledge about how people act within organisations.” According to L. M. Prasad, “Organisational behaviour can be defined as the study and application of knowledge about human behaviour related to other elements of an organisation such as structure, technology and social systems.” Organisational behaviour (OB) is the study of how people behave in organisational settings. Its principles are applied with the goal of making organisations and the people in them work more effectively together. Study about individual behaviour, group behaviour and organisations give the inferences about how different people react to different situations. It also guides regarding the motivation styles and the leadership styles to be adopted for different persons. Due to the individual differences, the diverse leadership styles, incentive schemes, motivators and communication styles are to be applied. Organisational Behaviour | Introducing Organisational Behaviour 4 Introduction to Organisational Behaviour 1.1.1.3 Objectives of Organisational Behaviour There are several objectives of organisational behaviour and some of them are briefly stated here, 1. To establish a social system in the organisation. 2. To determine the motivation level of employees. 3. To encourage the employees, to work enthusiastically in the organisation. 4. To develop an effective group behaviour among the employees. 5. To identify the reasons for conflict and to resolve the conflict. 6. To trace out the reasons for dis-satisfaction. depression and thereby to reduce or eliminate the reasons. 7. To increase the moral of employees of the organisation. 8. To maintain the organisational environment favourable for the work. 9. To find out the ways for effective organisational development. Organisational Behaviour | Introducing Organisational Behaviour 5 Introduction to Organisational Behaviour 1.1.1.4 Scope of Organisational Organisational Behaviour is defined as the understanding, prediction and management of human behaviour both individually or in a group that occurs within an enterprise or organisation. Fig 1.1.1: Scope of Organisational Behaviour The elements of the internal organisation are as below, 1. People The people are the major force who constitutes the internal social system of the organisation. They consist of individuals and groups. Groups may be in any form - small / large, formal / informal, and official / unofficial. They are always dynamic, because they form, change and disband. In general, people are living, thinking and feeling as human being who created the organisation and they try to achieve the objectives and goals. Thus, organisations exist to serve the people and not the people who exist to serve the organisation. 2. Structure Structure describes the sole relationship of people in the organisation. Different people in the organisation are assigned different roles where they will have certain relationship with others. Added, it leads to division of labour so that people can perform their duties or work to accomplish the organisational goal. 3. Technology Technology decides the physical, environmental and economic conditions in which people work. The nature and temperament of technology depends more on the nature of the organisation and hence, it influences the work and working conditions. Thus, technology brings effectiveness in the areas of systems, process and even in updating the people by themselves in various ways etc. are the scopes of having updated technology in an organisation. Organisational Behaviour | Introducing Organisational Behaviour 6 Introduction to Organisational Behaviour 4. Social System Social system provides external environment in which the organisation operates. It influences the attitudes of people, their working conditions and above all provides competition for resources and power. OB is thus the study of human behaviour at work in organisations. Accordingly, the scope of OB includes the study of concepts relating to Individual Behaviour, Inter-individual Behaviour groups and Group Behaviour, which are explained below, a. Individual Behaviour This relates to the study of individual’s personality, learning, attitudes, motivation, and job satisfaction. It is about the interaction with others in order to study about themselves and to make their own perception about them. Example: The Observation of personality and attitude, made during interview round happens, to check their skills, apart from those mentioned in the resume. b. Inter-Individual Behaviour It is the study of the employees and the communication between themselves as well as between their subordinates in understanding people’s leadership qualities, group dynamics, group conflicts, power and politics. Example: A class meeting to decide upon the new leader. c. Group Behaviour Group behaviour generally, studies the formation of organisation, structure of organisation and the effectiveness of the organisation. The group efforts directed towards the achievement of organisation’s goal is called as group behaviour. In short, it is the way how a group behaves. Example: Strike, rally etc Organisational Behaviour | Introducing Organisational Behaviour 7 Introduction to Organisational Behaviour 1.1.1.5 Benefits of Studying OB By studying the principles of organisational behaviour, managers become adept at the following key skills, a. Understanding organisational behaviour is helpful for an individual to understand his/her behaviour itself, which in turn will help the organisations enrich their understanding about their employees, so as to help in getting their work done properly. b. Organisational behaviour helps in managing human resources and in developing the work-related environments added with creating a motivated atmosphere in the organisation. c. Organisational behaviour helps in predicting the behaviour which in turns helps attain effectiveness in an organisation resulting in increasing productivity, escalating the effectiveness, efficiency etc. d. Organisational behaviour also helps in reducing dysfunctional behaviour in workplace like absenteeism, dissatisfaction and tardiness etc. e. Organisational behaviour helps in enhancing managerial skills; it helps in creating leaders. f. Organisational behaviour helps managers and leaders to understand, describe and modify an individual behaviour. g. Organisational behaviour involves the study of attitude, perception, learning and moral ethics at individuals point. h. Managers should be ready to handle the unpredicted worker's outcome and behaviours while seeking to make the temporary employees feel that they have a chance to retain their jobs which is a motivating factor. i. Organisational behaviour helps to respond to Globalisation interms of technology and international relationships. j. Managers must understand the religious backgrounds, socialisation units, geographical aspects, and the cultural differences, working with people so as to alter the management style to suit such people appropriately. People are different so should they be handled differently. k. Workforce diversity implies working with people from the same localities with different personalities and opinions within the organisation. Managers must understand how to handle the personalities to make sure that the organisation's culture, mission, and visions are not comprised, by the unbecoming act of an individual. Organisational Behaviour | Introducing Organisational Behaviour 8 Introduction to Organisational Behaviour l. Every organisation should motivate their employees towards innovation, invention and change through positivity, support, and tolerance. m. Managers need to create proper Work-Life balance for employees so as to keep positive about their work, which is done by means of understanding OB. Organisational Behaviour | Introducing Organisational Behaviour 9 Introduction to Organisational Behaviour 1.1.1.6 Levels of Organisational Behaviour OB can be defined as actions and behaviours of individuals and groups towards the organisation’s overall functioning and performance. The three levels includes the following, Fig 1.1.2: Levels of Organisational Behaviour 1. Individual Level – Deals with the concepts at the individual level. Examples of individual-level include the concepts like: learning, perception, motivation , personality and attitude. 2. Group Level – Deals with the concepts at the group level. Examples of group-level concepts are team, conflict, leadership, power, and politics etc., Group-level concepts may include how groups are formed, how to make effective teams, how individually and collectively the group activities can be improved etc.,. 3. Organisational Level – Deals with the concept that exists at the organisational level. Examples of organisational-level concepts are change management and organisational culture. Other topics discussed at organisational level include the concept of organisation, different organisational models, and organisational change along with its impact and implementation. Organisational Behaviour | Introducing Organisational Behaviour 10 Introduction to Organisational Behaviour 1.1.1.7 Models of Organisational Behaviour The four major models or frameworks that operate in an organisations are, Fig 1.1.3: Organisational Behaviour Models 1. Autocratic: The basis of this model is power with a managerial orientation of authority resulting in the employees increased obedience and dependency on the boss. The employee needs are met very low. The performance result is minimal. 2. Custodial: The basic concept of this model is economic resources with a managerial orientation of money. The employees are concerned and oriented more towards security and benefits and they dependent on the organisation. The performance result is passive cooperation. 3. Supportive: The basic notion of this supportive model is leadership with support. The employees are thus expected to be oriented towards job performance and participation. The employee need, meets its status and recognition. The performance result is awakened drives. 4. Collegial: The basic concept of this collegial model is partnership with a managerial orientation of teamwork. The employees in turn gets oriented towards responsible behaviour and self-discipline. The employee need that is met is self-actualisation. The performance result is moderate enthusiasm. Organisational Behaviour | Introducing Organisational Behaviour 11 Introduction to Organisational Behaviour 1.1.2 Why does OB Matter? Getting along smoothly with others, getting a great job successfully, deciding and finalising effective decisions, working sincerely and effectively within a team supporting the team etc are all concerned by knowing more about OB. Studying OB, helps to tackle all issues by understanding the behaviour of individuals/ group, which acts as the root cause for any problem. Organisations have been set up to fulfil the needs of the people. In today’s competitive world, it is mandatory for the organisations to be always growth-oriented. This is feasible when productivity is ensured with quality and quantity of products that are to be produced with zero errors. Additionally, employee who absents frequently cannot contribute towards productivity and growth of the organisation. In the same way, the employee turnover generally causes increased production cost. Job satisfaction is a major factor to analyse performance of an individual towards his work. Satisfied workers turn into highly productive categories who contribute more in building an appropriate work culture in the organisation. OB can help in studying the following which matters lot to the growth and advancement of any organisation, i. Why people behave in a particular way? ii. Why one person is more effective than the other? iii. Why one group is more effective than the other? iv. Why one individual is highly effective than the other, in an organisation? The study of above things gives sound knowledge about human behaviour and this knowledge can be applied in shaping the behaviour and taking various decisions related to policy making in human resource management. It is therefore important for all employees to possess a positive approach towards OB. It is also important for managers to develop an appropriate work culture. Hence the understanding of OB matters a lot in an organisation for their continuous success and growth. Organisational Behaviour | Introducing Organisational Behaviour 12 Introduction to Organisational Behaviour 1.1.3 Where does OB Knowledge Come from? The one best way where people learn about organisational behaviour is: By becoming a part/ an element of any organisation. Usually, the learning by observing helps us to know what goes on around us in the organisation. For example, the existence of a hierarchy and the expectations of the organisation, describes us clearly about the organisation. Knowledge, exposures and generalisations from these experiences, helps us to form our own ideas about the concept of organisational behaviour. As employees, it is a great chance for most of us to learn our life in the workplace, either by some process/ or by observations and interactions. In the sense to have a good understanding about the concepts, ideas and theories of organisational behaviour, a theoretical grounding and experience with organisations is the very much necessary. The sources from where the knowledge can be adopted are as follows, a. Multidisciplinary Anchor In general, the organisational behaviour is anchored around the idea that the field should develop from knowledge from various other disciplines and not only from its own field. Added, sociologists have contributed so much about the basic knowledge of team dynamics, organisational power, organisational etc. In view of this point, already OB knowledge has been benefited from knowledge in emerging fields such as communications, marketing, and information systems. Thus, in this concern, the organisational behaviour has thrived through its diversity of knowledge from other fields of study. Organisational Behaviour | Introducing Organisational Behaviour 13 Introduction to Organisational Behaviour b. Systemic Research Anchor A significant feature of OB knowledge is that it is based on systematic research, which naturally involves framing research questions, collecting the data systematically, and then testing hypotheses against those data etc with a research process. When the research is found theoretically and conducted systematically, the results are highly reliable so as to aid in making decisions and taking corrective actions, as based on research evidence. c. Contingency Anchor People and their work environments are literally complex in nature, and so the field of organisational behaviour recognises this with particular actions and reactions, which may have different consequences in different situations. In additional words, it is strongly accepted that no single solution is best in all circumstances. d. Multiple Level of Analysis Anchor The individual level consists of the characteristics and behaviours of employees as well as the thought provoking processes that are attributed to them, such as personalities, perceptions, attitudes, motivation and values. In general, the team looks at the way that the people interact. Thus it can be stated that the multi level analysis includes leadership, power, team dynamics, communication organisational politics, conflict etc. Organisational Behaviour | Introducing Organisational Behaviour 14 Introduction to Organisational Behaviour 1.1.4 Research Methods in OB OB researchers have many tools to discover how individuals, groups, and organisations behave. Researchers have worked on the hypotheses, based on their own self observations, readings on the subject, and by getting information from individuals within the organisations. Based on these ideas, they try to understand the relationship that exists among different variables. There are a number of different research methods that researchers use, which are to be discussed below, Fig 1.1.4: Research Methods a. Surveys Surveys are one of the most primary methods used by the management researchers to learn more about OB and its concepts. The basic survey comprises a number of questions asking individuals to respond. The questions can be open-ended or close-ended. Today, everyone is finding it very easy to create an online survey that quickly compiles the result automatically and rapidly. There are even several survey tools available in online too. An example for an open-ended question to employees: How do you feel about goal setting with respect to productivity? Then this answer can be summarise with findings. b. Field Studies Field studies, on other hand, are very effective to learn about the facts that are going on within organisations. There are survey field studies and more compelling evidence comes from field studies that employ an experimental design. Organisational Behaviour | Introducing Organisational Behaviour 15 Introduction to Organisational Behaviour c. Laboratory Studies OB researchers are often interested in taking the basic research questions. The researchers usually conduct a lab study in which one group is allocated under one condition while the other group is allocated under the control conditions (generally the control condition involves no change at all). One of the most important concept, to be understand with lab studies is that: they provide the researchers with a great opportunity of control over the environment in which they are studying, which is a less “realistic” way, since they are not studying real employees in real work settings. d. Case Studies Case studies are in-depth descriptions of a company. Case writers typically employ a systematic approach to gather data and explain a situation in detail. The advantage of case study is that they provide enormous information for portraying the conclusions about the circumstances and the people involved in this. e. Meta-Analysis Meta-analysis is a method used by researchers to summarise and sketch what other researchers have found on a particular topic. The benefit of this meta-analysis is that it gives a more definitive answer to a question than a single study ever could. The disadvantage is that meta-analysis is only possible if sufficient research has been done on the topic in question. Organisational Behaviour | Introducing Organisational Behaviour 16 Introduction to Organisational Behaviour 1.1.5 Historical Perspectives of OB It is an accepted fact that the origin of Organisational Behaviour and its study can trace its roots back to Max Weber. While, the previous organisational studies, was considered to have its origin from the academic discipline with the advent of scientific management in 1890's, with Taylorism representing the peak of the movement. Thus, it was Fredrick Winslow Taylor who introduced the systematic use of goal setting and rewards to motivate employees that could be considered as the starting of the academic discipline of Organisational Behaviour. The historical development of Organisational behaviour are stated below, Fig 1.1.5: Historical Development of Organisational Behaviour a. Scientific Management Approach Scientific management approach was developed by F.W. Taylor at the beginning of the 20th century. This theory has thus supported its use by - scientifically studying each and every element of the job, in selecting and training the best workers for the job arid then lastly in making sure that the workers follow the prescribed method of doing the job. It provided a scientific rationale for job specialisation and mass production. The assumption of F.W. Taylor was to motivate the employees largely by money and thereby to make the workers to work more efficiently to increase the output. Over the other side, this theory was criticised by many employers and workers. Workers objected to take up extra pressures of work, as being felt harder and faster. Criticisms bothered much that this method took the humanity out of labour, reducing workers to machines responding to management incentives. Therefore, Taylor's view has now considered inadequate and narrow based on the points given by the critics. Organisational Behaviour | Introducing Organisational Behaviour 17 Introduction to Organisational Behaviour b. Bureaucratic Approach While scientific management focused on the interaction between workers and the task, the researchers studied the structure of the organisation more effectively. This bureaucratic approach theory has the tendency to derive the works from each employee more efficiently. Hence, this classical organisation theory sought to be the most effective among the overall organisational structure for workers and managers. This theory's which was proposed by the most prominent advocate, Max Weber, designed a 'bureaucratic form' of structure, in which he thought the work for all organisations. The Management Gurus like: Henry Fayol and Frederick W. Taylor, the early management pioneers, thus has recognised the behavioural side of management. However, they did not emphasise the human dimensions. c. Hawthorne Studies The real beginning of organisational behaviour started with Hawthorne Experiments, in the year 1924. A group of professors started to enquire about the human aspects of work and working conditions at the Hawthorne plant of Western Electric Company, located in Chicago. The findings of these studies, with many experiments, were given a new name as 'human relations' and the studies brought out a number of findings to the limelight, with relevant factors and proof to understand the human behaviours at work. Thus the Human element in the workplace was considered more important. The workers were also influenced by social factors and the behaviour of each individual worker was determined by the group. Organisational Behaviour | Introducing Organisational Behaviour 18 Introduction to Organisational Behaviour 1.1.6 Conclusion This chapter is thus designed to get familiarise with the various concepts of organisational behaviour, like benefits of learning OB, its models, issues related to the way people behave at work, in teams etc. In addition, with the large number of factors, both within an individual and within the environment, that influences a person’s behaviours and attitudes. Thus, OB studies enhances an organisation’s ability to cope with any issues and to create an environment that is mutually beneficial to the company as well as its employees. Hence forth, the study of organisational behaviour, gives us an insight on how employees behave and perform in the workplace. Added, it also aids in developing and understanding the factors that can motivate the employees to increase their performance and thereby help the organisations to establish a strong and trusting relationship with their employees. Organisational Behaviour | Introducing Organisational Behaviour 19 Introduction to Organisational Behaviour Summary o Organisational behaviour (OB) is the systematic study and application of knowledge about how individuals and groups act within the organisations where they work. o Individual Behaviour is the study of individual’s personality, learning, attitudes, motivation, and job satisfaction. o Group behaviour studies the formation of organisation, structure of organisation and effectiveness of organisation. The group efforts made towards the achievement of organisation’s goal is group behaviour. o There are four major models or frameworks that organisations operate which includes autocratic, custodial, supportive, collegial models. o Organisational behaviour helps in managing human resources; it helps in developing work-related environment in an organisation. It helps in creating a motivated atmosphere in any organisation. o OB is multidisciplinary in approach where it also helps to study the behavioural changes, attitude changes, and ways of communication, group processes and group decision making powers of the individuals in a group Organisational Behaviour | Introducing Organisational Behaviour 20 Introduction to Organisational Behaviour Activity Read and Answer the following question The case “Rise and Fall of Chanda Kochhar” looks at the series of allegations against ICICI Bank’s former MD and CEO Chanda Kochhar (Kochhar) that eventually led to her unceremonious exit from the bank after an illustrious career of 34 years. Kochhar joined ICICI Limited in 1984 and played an important role in establishing ICICI Bank during the 1990s. She served as head of infrastructure finance and corporate banking business during the period. Kochhar became a member of the Board of Directors of ICICI Bank in 2001. She led the bank’s corporate and international banking businesses during 2005-07. The bank promoted her to Joint Managing Director and Chief Financial Officer in 2007. Kochhar was promoted to the top position at ICICI Bank as Managing Director and CEO in 2009. She oversaw the bank’s operations in India and abroad. She also chaired the boards of most of the bank’s principal subsidiaries. In 2016, Kochhar came under the lens of multiple revenue and law enforcement agencies after allegations of corruption and misconduct surfaced against her, beginning with a complaint from Arvind Gupta (Gupta), an investor in both ICICI Bank and the Videocon Group. Gupta sought an inquiry into the dealings between Kochhar’s husband Deepak Kochhar (Deepak) and Videocon Group promoter Venugopal Dhoot (Dhoot). The allegation came into the limelight in April 2018 with an investigation by The Indian Express confirming a web of transactions between Deepak and Dhoot. Initially, the ICICI Bank’s Board of Directors gave Kochhar a clean chit. Organisational Behaviour | Introducing Organisational Behaviour 21 Introduction to Organisational Behaviour Following a whistleblower’s complaint and a letter written by Deepak to the Board confirming his dealings with Dhoot, the bank’s board set up an enquiry committee under B. N. Srikrishna. Amidst the allegations, Kochhar resigned as CEO and exited the Board of Directors of ICICI Bank's subsidiaries in October 2018, much before the bank received the Enquiry Report from B. N. Srikrishna. Following the receipt of the Enquiry Report on January 30, 2019, the Board of Directors of ICICI Bank treated the separation of Kochhar as a ‘Termination for Cause’ under the Bank’s internal policies, schemes, and Code of Conduct, with all attendant consequences, including revocation of all her existing and future entitlements. The Income Tax department, the Serious Fraud Investigation Office, the Central Bureau of Investigation and the Directorate of Enforcement also sought details of the loans disbursed during Kochhar’s tenure as MD and CEO and sought the bank’s response on the alleged non-compliance with disclosure norms in dealings with the Videocon Group. Kochhar denied the allegations and said that she and her husband Deepak did not share any business details with each other and that she was not aware of his clients. She admitted to the Board that she had come to know about her husband’s business dealings only later. She also stated that the loan given to Videocon was based purely on merit. She later challenged the bank’s decision to treat her separation as a termination rather than as a resignation. Questions 1. Gain knowledge on types of power in an organisation. 2. Understand the different circumstances in an organisation that lead to conflict of interest 3. Learn about the compliance challenges of the Board of Directors of an organisation. Organisational Behaviour | Introducing Organisational Behaviour 22 Introduction to Organisational Behaviour Activity Answer Key 1. There are many types of power in an organisation, say: Legitimate power. Information power. Expert power. Reward power Coercive power. Referent power. But here, in this case, legitimate power was used to handle the allegations in that occurred in areas of: internal policies, code of conduct etc., 2. The different circumstances that prevailed in the organisation that lead to conflict are: Corruption, Misconduct, and the complaints and allegations registered against Kochhar, due to his fraudulent act. Organisational Behaviour | Introducing Organisational Behaviour 23 Introduction to Organisational Behaviour Bibliography E-References 1. Larry A. Samovar & Richard E. Porter, "Understanding culture: Alternative views of reality," ch. 02 in Communication Between Cultures (2004). 2. Alan Bryman and Emma Bell, Business Research methods, 3rd Edition,Oxford External Resources http://www.economicsdiscussion.net/management/organisational-behaviour/ 31869 https://ebrary.net/2810/management/nature_scope_features_organiational_be haviour https://www.civilservicegurukul.com/scope-of-organisation-behaviour/ https://www.enotes.com/homework-help/discuss-two-ways-peolple-learn-ab out-353720 https://relivingmbadays.wordpress.com/2012/08/01/anchors-of-organizational -behavior-knowledge/ Organisational Behaviour | Introducing Organisational Behaviour 24