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Essentials of Organisation Behaviour/Organisation Behaviour

Notes 3. Spokesman: Manager represents the organization to outsiders by performing the role as
spokesman. In this context, the manager transmits information to outsiders on
organization's plans, policies, results, achievements, serves as expert on the chosen field
by giving value suggestion to the community etc. As mentioned earlier, he holds board
meeting periodically and gives information to the media.

Decisional Roles

This refers to those types of managerial roles that revolve around making decision. There are
four types of decisional roles.
1. Entrepreneur: As entrepreneur, manager initiates and oversees new projects that will
improve their organization's performance. He thoroughly analyses the strengths of the
organization and the opportunities available in the environment and takes initiative to
implement improvement projects to bring about worthwhile changes with in the
organization and continuously supervise designing new developmental projects. Some of
the typical activities include organizing strategy and review sessions to develop new
programs, instrumental in venturing novel projects etc.

2. Disturbance Handler: As disturbance handler, managers take corrective action in response
to unforeseen problems within as well as outside the organization. Whenever any conflicts
occur among the subordinates regarding the sharing of resources, allocation of funds, etc.,
and the manager intervene appropriately and resolve those issues. He is responsible for
corrective action when organization faces important, unexpected disturbances.
3. Resources Allocator: Manager is responsible for the allocation of organizational
resources – physical, human, monetary resources of all kind and in effect, the making or
approval of all significant organizational decision. In order to perform this activity, he
will be schedule meetings, requesting authorization, and performing any activity that
involves budgeting and the programming of subordinates work.
4. Negotiator: Manager also performs as negotiators when they discuss and bargain with
other groups to gain advantage for their own units. Manager will negotiate with business
partners in case the organization is seeking alliances to venture projects or extend their
operation in new marketing.

1.3 Need for Organisational Behaviour

The need for Organisational behaviour can be discussed as follows:
1. Explain individual and group behaviour: We are pursuing the explanation objective when
we want to know why individuals or groups behave the way they do. For example, if the
turnover rate in an Organisation is very high, we want to know the reason, so that action
can be taken to correct the situation in the future.
2. Predict certain behavioural response to change: Prediction seeks to determine what
outcomes will result from a given action. Having a sound knowledge of OB will help the
manager to predict certain behavioural responses to change. In this way, the manager can
anticipate which approaches will generate the least degree of employee resistance and use
that information in making decisions.
3. Control Behaviour: The knowledge of OB can be used by managers to control behaviour.
Managers frequently see the control objective as the most valuable contribution that OB
makes toward their effectiveness on the job.

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