DBA PROJECT PAPER FINAL

Research Topic: Organizational Behavior and its effectiveness towards the development oforganization. Diploma of Business Administration (DBA)

Chapter One:

1.1 Introduction:

The function of organizational behavior in organizational development

is to improve organizational processes and interaction, improving the

communication channel between employees and managers, and production

rate and quality of the products and services offered by the

organization. To date, in the majority of the literature collected, OB

researchers have now determined that the effectiveness of

organizational managers and leaders as well as business success is

dependent on the attitudes and behaviors of employees and consumers.

It is also apparent with the advancement of technology, influences

from media corporations and social attitudes can create changes that

are both positive and negative in an organizational culture and

business practices. Although technical business skills are still vital

to the success of organizational development, the impact only minutely

affect the success of organizational management and leadership.

This organizational phenomenon (OB) holds tremendous potential for

unlocking unexplained answers for the field of business and possibly

opening new territories for research development. While many

researchers approach the subject of organizational behavior on a

Prepared by Solomon Nduka Lazarus, Diploma In Business Administration. Innovative International University Collage Pertaling Jaya Malaysia 1 | P a g e


broader scale, others attempted to concentrate on a specialization

within the study.

A psychologist, specializing in organizational behavior management

(OBM) can become involved in human resource development, helping to

improve and maintain any aspect of organizational performance or

individual. OBM psychologist may participate in the areas of employee

training, performance evaluation, management, and systems analysis.

OBM psychologist focus on increasing the efficiency of how work/ task

gets done in the organization, improving what individuals do in their

jobs, developing measurement systems for various units in the

organization, and assisting organizations at the top level to

determine measurable goals. While many people still perceive the

practice of OBM as the general term for performance management or

managing organizational behaviors. It specifically refers to the

application of behavioral principles in business and industry

practices.

1.1 Statement of problems:

Management is creative problem solving achieved using the four

functions of management: planning, organizing, leading, and

controlling. Organizing these four functions results in the

competitive advantage a business may need in order to succeed, the



result is the achievement of the company's missions and goals through

the effective use of the organization's resources.

Planning is the ongoing process of developing the business' mission

and objectives and determining how they will be accomplished (Erven,

2007). The difference between a successful and unsuccessful manager

can be traced back to effective planning. Planning is like a blueprint

for businesses. It is the first tool of the four functions and the

other three functions can all be traced back to planning.

They cannot be achieved until the plans and goals are in place and

clearly defined. There are many examples of planning including:

strategic planning (vision, mission), business planning, project

planning, staffing planning, advertising and promotions planning, etc.

(McNamara, 2007). Strategic planning is where the organization's

strategies are determined using a 3 question process. Where are we

now? Where do we want to be? How do we get there? (Erven 2007).

Answering these questions defines the business, the basic actions

needed to be taken, and identifies the weaknesses and strengths.

Strengths can be exploited and become the base of the mission and

objectives of the company. Weaknesses can limit accomplishments and

business growth. Both need to be addressed during the planning stage



of the foundation of the business will be weak. Planning is essential

to all levels of management; however, the technicalities vary at each

level.

Organizing is establishing the internal organizational structure of

the business (Erven, 2007). This entails gathering and coordinating

all the resources necessary to achieve the organization's goals:

human, financial, physical, and informational. Manager's decisions

should reflect the mission, objectives, goals, and tactics when

developing the organizational structure and distributing authority.

Under the function of organization, managers decide the division of

labor, the delegation of authority, department, span of control, and

coordination (Erven, 2007). Management must make these decisions in

any organization with more than 2 people. Division of labor is

concerned with the relationships among tasks and the authority to

complete these tasks. Delegation of authority is the distribution of

authority, or power, freeing the manager for higher priority

activities but not from responsibility or accountability. The chains

of command must be clearly defined.

Department is grouping jobs underneath one manager based on planning,

coordination, and control. How large the department is depends on the



size of the company and the number of people reporting to a single

manager. Coordination is the departments, employees, and managers

working together effectively and productively. Staffing is another

piece of the function of organizing.

To be effective in staffing, managers must first truly understand

themselves: their method of work, type of people they want working

underneath them, etc. Managers must know the business they work for

completely in order to find the perfect match and do not just hire

anyone to fill the position. Creating an effective and informational

interview process is essential to finding the most qualified candidate

for the job.

Leading, simply put, is establishing direction and influencing people

to follow that direction (McNamara, 2007). The purpose is

accomplishing the mission and objectives while helping the employees

accomplish their career objectives. This is accomplished by directing,

or channeling, the behavior of all employees towards those goals.

Leading is also sometimes referred to as influencing, directing,

coaching, motivating, interpersonal relations, and human relations

(Erven, 2007). Gemmy Allen says, "A leader can be a manager, but a

manager is not necessarily a leader" (1998).



Leading is persuading, inspiring, influencing, and motivating

employees to achieve the goals of the organization and of their own.

Managers must lead by example. Removing barriers of communication,

providing positive as well as negative feedback, and channeling the

communication where it needs to go are all parts of the leading

function of management and help motivate employees to believe in and

follow their managers. Performance appraisals are quite effective in

any organization however, a manager cannot be afraid to discipline as

well. Failure to do so can create a less effective manager with

employees who are not properly motivated.

Controlling is monitoring and adjusting resources and processes to

achieve goals and objectives in a highly effective and efficient

fashion (McNamara, 2007). After receiving preliminary feedback and

results, a manager may re-organize some departments, re-distribute

some authority, or take steps to prevent future actions happening.

Keeping high performance standards is imperative no matter how great

the temptation is to lower them.

The only times standards may be lowered are if they are unattainable

due to external factors or limited resources. Corrective and

preventive actions should be performed any time performance is below

standards. The controlling function of management is never finished.

New problems are constantly being identified and addressed. Control



anticipates problems and takes preventive steps. Many employees will

view this function of management negatively, not wanting to change no

matter how positive the change is for the company. Each person,

employees and managers, should view control as his or her own personal

responsibility.

In my past organization, Outback Steakhouse, we relied on our

Principles and Beliefs to explain our plans to all of our employees.

All of our visions and expectations were clearly defined along with

our mission to the community and ourselves. We performed very in depth

classroom training for all new employees and serious testing on

potential employees in the organizing function. The interviews were

very in depth, a three part process, before we ever offered employment

to anyone. We had a manager for each of the sections in the store.

Leading included leading by example. We were never afraid to jump in

and show that we too could do the job. We were involved in the lives

of all of our employees, listened and coached their life decisions.

Controlling included performing employee evaluations semi-monthly. We

evaluated profits and restructured plans to fix any problems. Each

employee's contributions to the company are vital for the

organizations success.



Without them company's goals would never be met, however, there is

always room for improvement. Sticking to the four functions of

management, planning, organizing, leading, and controlling, will

provide a solid idea for any organization to succeed. All these and

many more are the problems we have decided to concern ourselves with,

here, with a view to proffering solutions to them.

1.2 Need for the study;

The need of this study is to know how the study of organizational

behavior has helped our today's industry to attain its goal.

Organizations as defined as “a consciously coordinated social unit,

composed of two or more people that functions on a relatively

continuous basis to achieve a common goal or set of goals." So we can

see that individuals, walking under the flag of organization are

valuable resources to the firm.

It is totally impossible to find an organization without any manpower.

So, as long as organizations are consisted of individuals, it is very

important to know and learn about these fundamental elements of the

firms. And that is the reason the concept of organizational behavior

is a major field of study these days. Organizational behavior is

defined as “a field of study that investigates the impact that

individuals, groups, and structure have on behavior within



Organizations, for the purpose of applying such knowledge toward

improving an organization's effectiveness." Or in other words, it is

"the study of what people think, feel, and do in and around

organizations."

And because the nature of human being is a sophisticated,

multidimensional phenomenon, wide ranges of disciplines are required.

Psychology, sociology, anthropology, political science, economics and

industrial engineering are the traditional disciplines and

communications, information system, marketing and women's studies are

the emerging disciplines toward studying organizational behavior. Being in the shoes of an employee or, on the other hand, as a senior

manager, it is vital to understand, predict and even influence self or

others behaviors. Each person has an inherent need to understand and

predict the world. Because much of each individual's time is spent

working in or around organization, OB theories are particularly

helpful in satisfying this innate drive to make sense of the

workplace. OB theories also give the opportunity to question and

rebuild personal mental models that have developed through observation

and experience.



Understanding and predicting are important, but it is also needed to

influence the organizations in various ways. Whether trying to

introduce a new marketing strategy encouraging staff to adopt new

information technology, or negotiating more flexible work arrangement

with a boss, it will be found that OB concepts play an important role

in performing job and working more effectively within organizations.

By acquiring the knowledge of Ob, responding to Globalization,

managing workforce diversity, improving quality and productivity,

responding to the labor shortage, improving customer service,

improving people skills, empowering people, coping with temporariness,

simulating innovation and change, helping employees balancing

work/life conflicts, improving ethical behavior and many other thing

would be possible.

Today's managers understand that the success of any effort at

improving quality and productivity must include their employees. These

employees won't only be a major force in carrying out changes, but

increasingly will actively participate in planning those changes. OB

offers important insight into, helping managers work through these

changes.

1.3 Objective of study:



The objectives of the study include:

1. To determine the efficiency of the industries through

organizational behavior

2. To determine the type of relationship existing between the

industrial development and organizational behavior;

3. To critically analyze the nature, roles and problems of the

organizational behavior in the industrial development.

4. To draw conclusion and make recommendations based on the above for

our industries and further studies.

1.4 Research Question/Hypothesis:

This research study is guided by the following hypothesis:

Demographic information (please tick “X” to the correct answer

a. Your gender: Male Female

b. Your age: …………………… (Example 25-35, 35-40, 40-50)

c. Your current degree: Certificate, Diploma,

Bachelor, Master, PHD.

d. Your Current profession CEO Manager Supervisor

Employee

Others please specified.

HO1. Do you know what organizational behavior is all about?



Yes little idea I have never heard of

it at all

HO2. Employee attitudes and employee behaviors which organizational

behavior teaches, has nothing to do with organizational success?

Yes or No.

HO3. Is organizational change differing from industrial development?

Yes or No

HO, 4. Is organizational behavior a necessarily to our industries:

Yes or No

HO, 5. Does the success of our industries depend on the study of

organizational behavior?

Yes or No

HO, 6. Does organizational behavior have any similarities with

industrial development?

Yes or No

HO, 7. Does the study of organizational behavior influence the

productivity of employees?



Yes or No

HO, 8. Does the study of organizational behavior change the leadership

style in an organization?

Yes or No

HO, 9. Does organizational behavior related to industrial development?

Yes or No HO, 10. Does a company’s culture affect organizational performance and

effectiveness?

Yes or No

HO, 11. Does a good organizational behavior contribute to

organizational productivity?

Yes or No

HO, 12. Organizational behavior is a stupid ideal and creates more

complication at work place?

Yes or No



HO, 13. The level of organizational behavior in our industrial has not

been significantly high.

Yes or No

HO, 14. Does job satisfaction really make a difference in

organizational development?

Yes or No

HO, 15. Are you ready to assume more responsibility at work by the

practice of OB?

Yes or No

HO, 16. If you are aware of how your perceptions and personality

affect your interactions with others, you can be more careful in

forming your initial impression of others?

Yes or No

HO, 17. Is Organizational Behavior for everyone?

Yes or No

HO, 18. Does knowing about organizational behavior make work and life

more understandable? Yes or No



HO19. Isn’t organizational behavior common sense? Or just like

psychology?

Yes or No

HO, 20. How would you describe your relationship with your immediate

supervisor/boss taken into account the study of organizational

behavior?

Good Moderate very poor

1.5 Scope of the study:

This research will discuss the problems and prospects of the

organizational behavior towards rapid industrialization of our

economy; Organizational behavior is becoming more important due to the

rapidly changing business cultures and environments. The employee’s

nature, reaction and response to different situations of organization

also becoming an important part in today’s scenario. So manager should

concentrate on such changes of workforce.

1.6 Assumption of the study:

The environment of business is ever changing, because of this fact;

the role of the managers has become increasingly more important in a

workplace. With recent increase in workload and responsibilities,

managers have found that their importance in a working environment has



also increased. In order to help managers and supervisors learn more

about the complexity of the new workforce, I have developed interest

in studying about this areas of study. One area of study that has

increased in importance over the years is the study of organizational

behavior and its effect to the expansion of organization.

1.7 Limitation of the study:

In the course of carrying out this research, many difficulties were

encountered; the gathering of information relating to this study

became a herculean task. Some of the industries which I went to for a

face to face interview to gather more information to carry out this

research successfully could not supply adequate information due to

communication barriers and racial differences. There are also

possibilities that one can be victimized over asking questions about

the organization behavior and industrial development.

In most cases getting the right people to interview become a problem

since most managers think that parting with such information is not

appropriate especially to the lower management staff. It was quite

tricky identifying personnel with whom to work to ensure that my

project came to fruition, I even sent email to one of a renowned

company in Shah Alam Selangor, but there was no response up till date,

so all these limited my research.



1.8 Definition of term:

In defining the terms used in this research, there are two major terms

used here which is Organizational behavior and Organizational

development. In defining organization behavior as a term, it is the

study of attitudes and behavior of individuals and groups in

organizations; it tries to examine different types of workers in all

types of different situations. It aims to help managers and

supervisors in many ways; it plays a role in all facets of an

organization. Finance, marketing, and production are just departments

within an organization. It studies the human behavior within the

organization and the relationship between human behavior and the

organization.

Organizational Development is another term used in this research,

which stress on the process by which organizations use the theories

and technology of the behavioral sciences to facilitate changes that

enhance their effectiveness” (Jex & Britt, 2008, p. 473).

Organizational development process is the map for organization to

follow to reach success; it is a process for management to realize

that supporting the employees in all aspects of their job, from the

time they come to work to the time the employees leave promotes



effective performance creating success. Organizational development

allows plans to be created, goals to be set, and how to reach the

goals of the company.

Chapter Two:

1.0 Literature Review:

Here people's opinion will be sampled; the previous research and

findings of people will be reviewed. This is because different

researchers have been differing from opinions and approaches on

organizational behavior and organizational development. Thus, this

study reviews the meanings which various writers gave the term

"Organizational behavior. The importance of organizational behavior

will also be discussed.

Organizational behavior and organizational development will be

examined and then. The problems of the Organizational behavior and

organizational development will be critically reviewed. In this

chapter, the researcher is going to. Show how the organizational

behavior helps in the process of facilitating the achievement of goals

and objectives of organizations development.



2.1 An overview of the study:

The overview of this study stresses on the organizational behavior and

its relationship with organizational expansion. This study has become

interestingly in the lives of organizations and scholars. This

organizational phenomenon (OB) holds tremendous potential for

unlocking unexplained answers for the field of business and possibly

opening new territories for research development.

Researchers have determined that the effectiveness of organizational

managers and leaders are dependent upon the attitudes of employees and

consumers. Therefore, I have come up with this study to air out the

hiding potential that the study of organizational behavior has to the

development of organizations.

2.2 Definition:

Organizational behavior (often abbreviated as OB) is fields of studies

who investigate how individuals, groups, and structure effect and are

affected by behavior within organizations. Behavior refers to what

people do in the organization, how they perform, and what their

attitudes are. Because the organizations studied are frequently

business organizations, OB is frequently applied to address workplace

issues such as absenteeism, turnover, productivity, motivation,

working in groups, and job satisfaction. Managers sometimes apply the



knowledge gained from OB research to help them manage their

organizations more effectively.

According to Professor Salome O. Siaton (2005), the term

organizational behavior is the study and application of knowledge

about how people as individuals and groups act in organizations. We

must learn to read people and figure out how they work. We must learn

how people respond to different situations and act accordingly.

Organizations are social inventions for accomplishing common goals

through group efforts. The basic characteristics of organizations are

that they involve the coordinated efforts of people working together

to accomplish same goals.

They are open systems that take inputs from the external environment,

transform some of these inputs, and send them back into the

environment as outputs. The external environment includes all the

events and conditions surrounding the organization that influences

this process. Major components of the environment include the economy,

customers, suppliers, competitors, social/political factors, and

existing technologies.

Organizational behavior refers to the attitudes and behaviors of

individuals and groups in an organizational context; the field of



organizational behavior systematically studies these attitudes and

behaviors and provides advice about how organizations can manage them

effectively. The goals of the field include the prediction,

explanation, and management of organizational behavior.

Management is the art of getting things accomplished in organizations

through others. It consists of acquiring, allocating, and utilizing

physical and human resources to accomplish goals. Organizational

behavior is a very broad subject, in order to understand the

organizational behavior many terms and concepts must be studied, such

as, culture, diversity, communication, effectiveness and efficiency

and organizational learning.

The process of organizational development must first start with

problem recognition. The organization’s leaders or managers have

decided that change is necessary. The changes may be made for numerous

reasons. The organization may need to incorporate new technology,

there may be a general drop in company morale, or it could be in order

to ensure the company’s survival.

When a company has decided to change and that organizational

development is the answer than the next step is to hire someone in the

field to evaluate and suggest the proper changes. Some examples of



common practices explored by organizational developers would be things

like team building, creative problem solving, conflict resolution and

leadership development. Organizational development consultants will

work with an organization on all aspects of their development and will

cover everyone from the front of the house staff to the executive

management team.

Organizational development is a process by which organizations use the

theories and technology of the behavioral sciences to facilitate

changes that enhance their effectiveness (Jex & Britt, 2008).

According to an article found in The Resource behind Human Resources

website, the OD Process is based on the action research model that

begins with an identified problem or need for change.

The process proceeds through assessment, planning of an intervention,

implementing the intervention, gathering data to evaluate the

intervention, and determining if satisfactory progress has been made

or if there is the need for further intervention. The process is

cyclical and ends when the desired developmental result is obtained.

2.3 General nature:

In the general nature of this study, it stresses on the dependent and

independent variables, now looking into the whole scenario of this



research topic. Organizational behavior is independent variable and

this talk about the attitude and behavior of the subordinates towards

attaining the company’s objective. And the dependent variable here is

the organizational development. It is dependent because the success

or development of an organization depends on the right attitude of its

subordinates which the organizational behaviors' talks about, and

these aimed at using behavioral science-based theories, values,

strategies, and technologies planned to meet its objectives.

2.4 Features:

Organizational behavior is fields of studies that investigate how

individuals, groups, and structure effect and are affected by behavior

within organizations. Behavior refers to what people do in the

organization, how they perform, and what their attitudes are. Because

the organizations studied are often business organizations, OB is

frequently applied to address workplace issues such as absenteeism,

turnover, productivity, motivation, working in groups, and job

satisfaction. Managers sometimes apply the knowledge gained from OB

research to help them manage their organizations more effectively.

And Organizational Development is a concept adopted my many of these

organizations to do just that, although Organizational Development’s

definition can be molded to fit the specific situation it is best

described as, “a set of behavioral science-based theories, values,



strategies, and technologies aimed at planned change of the

organizational work setting for enhancing individual development and

improving organizational performance, through the alteration of

organizational members’ on-the-job behaviors”

Chapter three:3.0 Theoretical frame work and methodology

3.1 Introduction:This chapter covers all matters relating to research methodology, itdeals on how the research work is to be carried out and it comprisesof the approach of research design, strategy of data collectiontechnique and method of data analysis were highlighted in thischapter.

Theoretical Framework:Theoretical framework of this project is to study the effectiveness

Organizational Behavior towards the development of organization. The

importance of management information system cannot be over-emphasizing

as it helps management to reduce or minimize of waste resources.

3.3 Rational for choice of variables:

The driving force behind the choice of this topic was a result of

Organizational Behavior and its effectiveness towards the development

of organization. The nature of organizational downfalls and

undeveloped has entailed the choice of this topic, this is to

investigate the relevancy and importance of information technology to



aid management maximize their chances and ameliorate on their

feebleness.

3.4 The methodology:

There is a wide range of methods or techniques to adopt whenconducting a research. The decision adopted on a particular studydepends on a lot of factors some of which would include: the degree ofaccuracy aimed at, the conditions of the area in which it isconducted, the objectives, hypothesis, scope, limitations anddelimitations of the study as well as the time and resources availableto the researchers. It is therefore with due considerations that wehave adopted to define, estimate and evaluate the model of this studywith the tools and techniques of regression analysis which best suitesthe estimation of linear equation models of the type we have developedin the course of this study.

3.4.0 Research design:In this research, efforts are made to collect data from primarysource, this is possible by designing questionnaire that reflect theresearch question and the objective of this study. Questionnaires areformed comprehensively to reflect the research questions in order todetermine the correlation of management information and performance ofbanks.

In the study, the population under the study is the employees workingin the organization, the sample of 20 peoples were selected toresponse to questions in the questionnaires. This will form the basisfor the sample statistics.

Method of data collection:There are many methods of data collections but this study hinges onthe use of questionnaires for its primary data. The secondary data



were collected through looking through books, publications and mainlyinternet websites browsing.

Primary sources of data collection:This is a source specified use to get the data study, the sources areby interview, the interview is questionnaires interview. It wasexclusively collected for the purpose of this research.

3.4.1.1 Secondary sources of data collection:This source of data is an existing source. The information containedin the chapter one and two are all from the secondary sources.

3.5 Data analysis and techniques:For uniformity and depersonalization of data, all data obtained areexpressed in percentages for clear and fairer measurement of data;data about the variable are expressed in percentages for fairmeasurement and comparison. In addition, data obtained will beorganized into rows and columns (cell) so as to be calculate theirexpected frequencies.

Chapter four:4.0 Data Presentation and analysis:

4.1 Introduction: This chapter deals with all matters of analysis and presentation ofdata using charts and other related features both qualitative andquantitative techniques. In this chapter the researcher analyses allthe data he has collected through Questionnaires, UnstructuredInterviews and Observations. Also an attempt is made to present andinterpret the result obtained from the qualitative analysis of my



research data through the regression results of the relationshipbetween industrial development and organizational behaviors.

4.2 Data Presentation:This deals with the presentation and analysis of the research. Itbased on the presentation and interpretation of data from thequestionnaire response data presentation with a sample size of 20respondents.

* HO1. Do you know what organizational behavior is all about? Response Number PercentageresponseYes: 8 40Little idea: 5 25Never heard of it: 7 35Total 20 100

1 2 3012345678910

Series1

Analysis: In analyzing the table above, it shows that organizational behavior is well familiar and practiced in organizations.



* HO2. Employee attitudes and employee behaviors which organizational behavior teaches, has nothing to do with organizational success?

Response Number Percentage responseYes 5 25No 15 75Total 20 100

1 20

2

4

6

8

10

12

14

16

Series1

Analysis: In the analysis of the above, this depend that employee’s attitude and behaviors constituted to the success of every organization.

* HO3. Is organizational change differing from industrial development?



Response Number Percentage responseYes 16 80 No 4 20Total 20 100

1 20

2

4

6

8

10

12

14

16

Series1

Analysis: In analyses of question 3, the above table describes thatthe study of organizational behavior is quite differ from theorganizational development.

* HO 4. Is organizational behavior a necessarily to our industries?Response Number PercentageresponseYes 1785No 315



Total 20100

1 20246810121416

Series1

Analysis: The above graph shows that in question 4, organizationalbehavior practice in our industries is a necessity for itsdevelopment.

* HO 5. Does the success of our industries depend on the study oforganizational behavior?Response Number Percentage responseYes: 12 60No: 8 40Total 20 100



1 20246810121416

Series1

Analysis: This highlights that every industries to attain success mustadopt the practice of organizational behavior.

HO 6. Does organizational behavior have any similarities withindustrial development?Response Number Percentage responseYes: 2 10No: 18 90Total 20 100

1 20246810121416

Series1



Analysis: Here respondents were not able to identify the similaritiesbetween organizational behavior and organizational development,therefore the study of organizational behavior should be made know tothe industries.

HO 7. Does the study of organizational behavior influence theproductivity of employees?Response Number Percentage responseYes: 19 95No: 1 5Total 20 100

1 202468101214

Series1

Analysis: The graph above illustrates that the successor developmentof industries depends on the right attitude of employees and itenhance the productivity of the industries.

HO 8. Does the study of organizational behavior change the leadershipstyle in an organization?Response Number Percentage responseYes: 20 100No: 0 0Total 20 100



1 20%10%20%30%40%50%60%70%80%90%100%

Series1

Analysis: Here 100 percent of respondents agreed that the study oforganizational behavior positively influence the leadership style inorganization.HO 9. Does a company’s culture affect organizational performance andeffectiveness? Response Number Percentage responseYes: 14 70No: 6 30Total 20 100

1 20246810121416

Series1



Analysis: In the above graph, 14 respondents said yes that a companythat has a good culture will definitely have a good performance andeffectiveness.

HO, 10. Does a company’s culture affect organizational performance andeffectiveness?Response Number Percentage responseYes: 18 90No: 2 10Total 20 100

1 2012345678910

Series1

Analysis: This depend that company’s culture have an effect to itsperformance

HO, 11. Does a good organizational behavior contribute toorganizational productivity?Response Number Percentage responseYes: 20 100No: 0 0Total 20 100



12

0123456789

Series1

Analysis: The analysis here is that a good organizational behaviorpositively contributes to its productivity.

HO, 12. The study of Organizational behavior is a stupid ideal andcreates more complication at work place?Response Number Percentage responseYes: 0 0No: 20 100Total 20 100

1 20

2

4

6

8

10

Series1

Analysis: 100% of respondent agreed that the study of organizationalbehavior isn’t a stupid idea



HO, 13. The level of organizational behavior study in our industrieshas not been significantly high.Response Number Percentage responseYes: 11 55No: 9 45Total 20 100

1 20

2

4

6

8

10

Number

Number

Analysis: Base on the respondents, it indicates that the significantof the study isn’t in high level.

HO, 14. Does job satisfaction really make a difference inorganizational development?Response Number Percentage responseYes: 19 95No: 1 5Total 20 100



1 20246810

Number

Number

Analysis: It shows that when employees are satisfied with their job,the productivity of the organization will increase there bycontributing to the development of industries.HO, 15. Are you ready to assume more responsibility at work by thepractice of OB?Response Number Percentage responseYes: 6 30No: 14 70Total 20 100

1 20

2

4

6

8

10

Number

Number



Analysis here shows that responsibilities at work are less when OB isbeen practiced

HO, 16. If you are aware of how your perceptions and personalityaffect your interactions with others, you can be more careful informing your initial impression of others?Response Number Percentage responseYes: 17 85No: 3 15Total 20 100

1 20246810

Number

Number

Analysis: Here about 17 respondents which make up 85% observed thatperception and personality will make one more careful interacting withothers.HO, 17. Is Organizational Behavior for everyone?Response Number Percentage responseYes: 20 100No: 0 0Total 20 100



1 20

2

4

6

8

10

Number

Number

Analysis: The above graph indicates that 20 respondent which make up100% agreed that study of OB is for all.

HO, 18. Does knowing about organizational behavior make work and lifemore understandable?Response Number Percentage responseYes: 20 100No: 0 0Total 20 100

1 20

2

4

6

8

10

Number

Number



Analysis: Work becomes easier through the organizational behaviorstudy.

HO19. Isn’t organizational behavior common sense? Or just likepsychology?Response Number Percentage responseYes: 15 75No: 5 25Total 20 100

1 20

2

4

6

8

10

Number

Number

Analysis: A high percentage of respondents here agreed that it is acommon sense.

HO, 20. How would you describe your relationship with your immediatesupervisor/boss taken into account the study of organizationalbehavior?

Response Number Percentage responseGood: 9 45Moderate: 7 35



Very poor: 4 20Total 20 100

1 2 30123456789

Number

Number

Analysis: Here it assumes that employee’s relationships are very goodin a company where OB is been practiced.

4.3. Analysis of data presented:

Base on the general analysis/ description of the hypothesis of

findings, about 15 of 20 respondents which make up 75% of the total

respondent were male of different clans (Chinese, Malay, Indian) from

the age of 30-35, and they were working class and business

professional, while 5 of 20 respondents which make up the 25% of the

total respondents were female from the age of 25-30, and they are

working class. Male are more in number because they are the one that



was easy for me to approach because women feel embarrassing and shy

when approached.

Chapter Five:

5.0 Summary, conclusion and Recommendation

5.1 Summary:

In summary of this research, we find out that in chapter one, we

stated the problem, which necessitated the research: the under-

developed nature and lack of awareness of the potentials of the

organizational behavior study in our organizations. The main

objectives of the study were to determine the efficiency of the

organizational behavior study in enhancing organizational development;

to find out the relationship existing between the organizational

development and organizational behavior study and to critically

analyze the nature, roles and problems of the organizational behavior

study in the organizational development process. We worked on the

hypotheses that the level of organizational behavior in our industries

has not been significantly high.

In order to provide the justification needed for carrying out this

research, and to sharpen our focus, we reviewed the relevant

literature in chapter two. Such topics like the meaning and

importance of organizational behavior study were harnessed. The



relationship of organizational behavior study to organizational

development, and those factors that militate against the growth of

organizations were discussed. Also the concept of productivity in our

organizations was reviewed.

The nature and sources of data, scope, limitations of our study, model

specification and techniques of empirical analysis were discussed in

chapter three. In chapter four we carried out an indebt analysis of

the available data, questionnaire was used to determine the

significance of the level of organizational behavior studies to the

development of organizational, and also the relationship that exists

between the OB and organizational development. Our result shows that

75% relationship exists between the organizational behavior studies

and industrial development.

5.2 Conclusion:

The study of organizational behavior and its relationship to

organizational development has become interestingly to know in the

lives of industrialist. This organizational phenomenon (OB) holds

tremendous potential for unlocking unexplained answers for the field

of business and possibly opening new territories for research

development, OB researchers have determined that the effectiveness of



organizational managers and leaders are dependent upon the attitudes

of employees and consumers.

The revolution in organizational culture and business practices are

experiencing some phenomenal changes with the development of new

methodologies and research methods. With the advancement of new

technology and growing diversity within organizations, the process of

change has already shaped the culture of many organizations. The

impact of technology and how it changed the environment of nonprofit

and corporate organizations and behaviors, and performances and

behavior changes towards fellow employees of different ethnic and

religion.

Recommendation:

Since the studies of organizational behaviors teaches the attitudes

and actions of individuals and groups, looking particularly at how

people can be motivated to join and remain in the organization, how to

get people to practice effective teamwork, how people can accomplish

their jobs more efficiently, and how employees can be encouraged to be

more flexible and innovative. And all these studies immensely

contributes to the development of organizations, I hereby recommend

that organizational behavior studies should be made mandatory to all



firms, industries and organization for the effectiveness of the

employees and for the growth the organizations.

Bibliography:

S. Jex, T. Britt (2008). Organizational psychology: A scientist-

practitioner approach, (6th edition). Hoboken, NJ: John Wiley and

Sons. Yale University, 2011. Organizational Development & Learning

Center: Organizational Development Services.

Conner, Daryl R. (1993). Managing at the Speed of Change: How

Resilient Managers Succeed and Prosper Where Others Fail. New York:

Villard Books.

Hammer, Michael, and Champy, James. (1994). Reengineering the

Corporation: A Manifesto for Business Revolution. New York:

HarperBusiness.

Hunt, V. Daniel. (1996). Process Mapping: How to Reengineer Your

Business Processes. New York: Wiley.

Johns, Gary. (1996). Organizational Behavior: Understanding and

Managing Life at Work, 4th ed. New York: Harper-Collins.



Kotter, John P. (1996). Leading Change. Boston, MA: Harvard Business

School Press.

Schein, Edgar H. (1999). The Corporate Culture Survival Guide: Sense

and Nonsense about Culture Change. San Francisco: Jossey-Bass.

Senge, Peter M. (1999). The Dance of Change: The Challenges of

Sustaining Momentum in Learning Organizations. New York: Doubleday.

http://learn.caim.yale.edu/lcdb/webdev/html/odservices.htm

http://reviewessays.com/print/Organizational-Behavior/46174.html

Appendix:


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