Organisational Behaviour 1 Organisational behavior
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Organisational behavior
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Objectives of the subject To introduce the basic processes and principles that
underline human behavior To create an understanding of how people behave in
organization and focus on ways to enhance organizational effectiveness through people.
To understand how to effectively recognize and resolve human issues in organizational settings.
To develop an ability to catalyze harmonious relationship amongst employee groups.
To inculcate learning spirit, constant innovation and concern towards people and environment.
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Course content Fundamentals Perception Attitude Personality Motivation Learning Reward system Group dynamics Interactive conflict & negotiation skills Transaction analysis Leadership Managing change
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Managers role
Interpersonal role – figurehead, liaison, leader Information role – recipient, disseminator,
spokes person Decision role – entrepreneurial, disturbance
handler, resource allocator, negotiator. Management skills: Technical, human,
conceptual skills
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Meaning
Is the study and application of knowledge about how people- as individuals and as groups – act within organizations.
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Definition
The understanding, prediction, and management of human behaviour.
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THEORETICAL Organizational Theory (OT)
Organizational Behaviour (OB)
APPLIEDOrganizational Development
(OD)
Personnel/ Human resources
(P/HR)
MACRO MICRO
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Contribution from other disciplines
Psychology Sociology Socio Psychology Anthropology Political science
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Importance
Smooth conduct of organizational activities Coordination Efficiency
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Goals of organizational behaviour
Describe Understand Predict Control
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Characteristics
Interdisciplinary nature- integrate the behavioral science with other social sciences.
Emerging bases of research knowledge and conceptual framework
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Elements of Organizational behaviour People Structure Technology Environment Organization
People
TechnologyStructure En
viro
nmen
t Environment
Environment
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Evolution Plato –Leadership qualities Aristotle -persuasive communication. Niccolò Machiavelli (Italian philosopher ,6th century) -
Contemporary work on organizational power and politics. Adam Smith (In 1776) -Organizational structure based on
the division of labour. Max Weber(German sociologist) -charismatic leadership. Robert Owen (1800)- -emphasized the human needs Frederick Winslow Taylor(1900- Father of Scientific
Management) -goal setting and rewards to motivate employees.
Elton Mayo , 1920 and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States.
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Though it traces its roots back to Max Weber and earlier, organizational studies is generally considered to have begun as an academic discipline with the advent of scientific management in the 1890s, with Tayl The Greek philosopher Plato wrote about the essence of leadership.
Prominent early scholars included Chester Barnard, Henri Fayol, Frederick Herzberg, Abraham Maslow, David McClelland, and Victor Vroom.
The Second World War further shifted the field, as the invention of large-scale logistics and operations research led to a renewed interest in rationalist approaches to the study of organizations
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In the 1960s and 1970s, the field was strongly influenced by social psychology and the emphasis in academic study was on quantitative research.
Starting in the 1980s, cultural explanations of organizations and change became an important part of study. Qualitative methods of study became more acceptable, informed by anthropology, psychology and sociology.
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Hawthorne experiment (Henry A. Landsberger )Study Outcome
Changes in illumination Productivity increased(1927-32)
Motivational effect of the interest being shown in them
productivity varied(2009) Other factors such as the weekly cycle of work or the seasonal temperature and so the initial conclusions
were overstated and the effect was weak or illusory Relay assembly test.1.Changes in wages (Paid for overall Production)2. Increased the break time (two 5 minutes, two 10 minutes, six 5 minutes)3.Providing food during breaks4.Shortening the day time for 30 Minutes, Shortening more, returning to original
1. Increased productivity
2. Increased- Increased- decreased
3. Increased 4.Increased- increased-
peaked up
The workers felt that they are being watchedOrder of preference1. Small group2. Type of supervision3. Earnings4. Novelty of the situation5. Interest in the experiment6. Attention received in the test room
Bank wiring room experiments Productivity decreased Feared that some of them would be fired ou
Interview with workers Upward communication increase positive attitude in the work environment
The workers feel pleased that their ideas are being
heard.
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Models of OB
Autocratic Custodial Supportive Collegial
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Models of Organizational Behaviour
Autocratic Custodial Supportive CollegialBasis of model Power Economic
resourcesLeadership Partnership
Managerial Orientation
Authority Money Support Teamwork
Employee orientation
Obedience Security and benefits
Job performance Responsible behaviour
Employee psychological result
Dependence on Boss
Dependence on organization
Participation Self-discipline
Employee needs met
Subsistence Security Status and recognition
Self-actualization
Performance result
Minimum Passive cooperation
Awakened drives Moderate enthusiasm
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Perception
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Perception process: Nature and importance, Perceptual selectivity, Perceptual organisation, Social perception, The Halo effect
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Perception
Perception is the process by which organisms interpret and organize sensation to produce a meaningful experience of the world.
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Nature and importance Unique representation of the situation Recognition of the difference between real and
perceptual world Example: universal perception on certain
situation Better understanding of the concepts is
important To understand the difference between sensation
and perception
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Sensation Vs Perception
The data collected through the sensory organs must be processed in order to understand the world around them.
Sensation deals with physiological functioning. Perception is more broader than sensation
Example: A subordinate’s answer to a question is based on what he heard the boss says, not on what the boss actually said.
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Sub processes of Perception
Confrontation of specific stimulus
(e.g., Supervisor or new procedure)
Interpretation of the stimulus
(e.g., motivation, learning
And personality)
FeedbackFor clarification
(e.g., kinesthetic orPsychological)
Behavior(e.g., over such as
Rushing off or covert such as attitude)
Consequence(e.g., reinforcement/
Punishment or Some organisational
outcome
Registration Of Stimulus
(e.g., sensory and Neural mechanisms)
EXTERNALENVIRONMENTALSensual Stimulation
Physical Environment Office Factory Floor Research methodology Store, etc
Sociocultural Environment Management styles values Discrimination, etc
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Perceptual selectivityExternal attention factors Intensity Size Contrast Repetition Motion Novelty & familiarity Internal set factors Learning and perception Perceptual set in the workplace Motivation and perception M-A-C-H-I-N-E-R-Y Personality &perception
TURN OFF THE
THE ENGINE
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Perceptual Organisation
Figure- Ground Perceptual grouping – Closure, Continuity,
Proximity, Similarity Perceptual constancy Perceptual context Perceptual defense- Denial, modification &
distortion, change in perception, recognition but refusal to change
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Social perception Characteristics of Perceiver and Perceived
Knowing oneself makes it easier to see others accurately One’s own characteristics affect the characteristics one is likely to see in others People who accept themselves are more likely to be able to see favorable aspects of
other people Accuracy in perceiving others is not a single skill.
Persons being perceived Status of the person perceived The role of the perceived Visible traits of the person perceived
Attribution- explaining the cause of another’s or their own behaviour- dispositional & situational
Stereotyping Halo effect
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DO NOT READ the words, say aloud the COLOR of each word.
YELLOW BLUE ORANGEBLACK RED GREENPURPLE YELLOW REDORANGE GREEN BLACKBLUE RED PURPLEGREEN BLUE ORANGE
This is a type of psycholinguistic test that poses some difficulty because the portion of the brain that handles language has the conflicting tasks of verbalizing the colour of the written words while ignoring the meaning of words representing colors.
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Impression management/ self presentation The process of impression management
The self-concept, desired & undesired identity images, role constraint, target’s value and current social image
Employee impression management strategies
Demotion- preventative strategy – accounts, apologies, disassociation
Promotion- enhancing strategies – entitlements, enhancement, obstacle disclosure, association
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Personality
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What is Personality?
How would you describe it?
Is it inherited? Are you more like your mom or dad?
Does it change over time?
Does it change depending on who you are with?
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Per sona – to speak through How people will affect others and how they
understand and views themselves, as well as their pattern of inner and outer measurable traits and the person situation interaction
Definition: The unique qualities of an individual and how those
qualities affect understanding of themselves and others
The Role of Heredity and the BrainExternal appearance – due to genetics Internal characteristics – nature vs. nurture – Twin
Studies show that 40% are fixed…60% developable
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Personality TheoriesTrait Theory - understand individuals by
breaking down behavior patterns into observable traits
Psychodynamic Theory - emphasizes the unconscious determinants of behavior
Humanistic Theory - emphasizes individual growth and improvement
Integrative Approach - describes personality as a composite of an individual’s psychological processes
Personality- SummaryThe Four Perspectives on Personality
Perspective Behavior Springs From Assessment Techniques Evaluation
Psychoanalytic Unconscious conflicts Projective tests aimed at A speculative, hard-to-test between pleasure-seeking revealing unconscious theory with enormous cul-
impulses and social restraints motivations tural impact
Trait Expressing biologically (a)Personality inventories A descriptive approach crit- influenced dispositions, such that assess the strengths icized as sometimes under-
as extraversion or introversion of different traits estimating the variability (b)Peer ratings of behavior of behavior from situation patterns to situation
Humanistic Processing conscious feelings (a)Questionnaire A humane theory that about oneself in the light of assessments reinvigorated contemporary
one’s experiences (b)Empathic interviews interest in the self; criticized as subjective and sometimes naively self-centered and
optimistic
Social-cognitive Reciprocal influences between (a)Questionnaire assessments Art interactive theory that in- people and their situation, of people’s feelings of control tegrates research on learning,
colored by perceptions of (b) Observations of people’s cognition, and social behavior, control behavior in particular criticized as underestimating
situations the importance of emotions and enduring traits
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Self-concept
Self-concept: attempts to understand themselves
Self- esteem: self-perceived competence and self-image
Self- efficacy: capable and confident of performing well in a situation
Start with Nature, Then Add Nurture
How much of your personality was developed, learned, strengthened over time?
Socialization trains us how to act in relationship to others. Parents are our first teachers.
How much of personality is based on genetics?
Is Personality Changeable?
30
30
40geneticstrained-permanenttrained-adjustable
Big five Extraversion- sociable, talkative, assertive Agreeableness-Good-natured, cooperative, and trusting Conscientiousness –responsible, dependable, persistent Emotional stability –less tensed, secured, less nervous Openness to experience- imaginative, artistically sensitive
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Person – situation concept
Each situation is different Same person can react differently for
same incident in different occasion Personality is very diverse and complex
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Development of personality & socialization
Adult life stage ( Daniel Levinson) Stages
Entering the adult world( 22-28) Settling down (33-40) Entering middle adulthood (45-50) Culmination of middle adulthood(55-60)
Transitional periods Age thirty transition (28-33) Midlife transition(40-45) Age-fifty transition (50-55) Late adult transition (60-65)
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Douglas T. Hall’s career stage model
Exploration
Maintenance
Stagnation?
Decline
Age 15 20 25
45 65
Needs Identity Intimacy Generality Integrity
Trial
Esta
blishmen
t
G
rowth?
Adva
ncemen
t
Em
ploy
ee w
ork
perfo
rman
ce
High
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Development of personality & socialization
The Chris Argyis Immaturity- Maturity Continuum
Immaturity Characteristics Maturity Characteristic
Passivity Activity
Dependence Independence
Few ways of behaving Diverse behavior
Shallow interests Deep interest
Short time perspective Long time perspective
Subordinate position Super ordinate positionLack of self- awareness Self- awareness and control
The socialization process
The continuous impact from the environment Organisational socialization
Change of attitudes, values and behaviour Continuity of socialization over time Adjustments to new jobs, work groups and
organisational practices Mutual influence between new recruits and their
managers Criticality of the earlir socialization period
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For successful organizational socialization Provide a challenging first job Provide relevant training Provide timely and consistent feedback Select a good supervisor to be in charge of
socialization Design a relaxed orientation program Place new work group in work groups with high
morale.
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Personality Characteristics in Organizations
Self-EsteemFeelings of Self Worth
Success tendsto increaseself-esteem
Failure tendsto decreaseself-esteem
Personality Characteristics in Organizations
Locus of ControlInternal ExternalI control what
happens to me!
People and circumstances control
my fate!
Outcomes of Personal Control
Learned HelplessnessLearned Helplessness
Uncontrollablebad events
Perceivedlack of control
Generalizedhelpless behavior
Important IssueImportant Issue• Nursing Homes
• Prisons•Colleges
Personality Characteristics in Organizations
Generalized Self-Efficacy - beliefs and expectations about one’s ability to accomplish a specific task effectively
Sources of self-efficacy Prior experiences and prior success Behavior models (observing success) Persuasion Assessment of current physical & emotional
capabilities
Personality Characteristics in Organizations
Self-MonitoringBehavior based on cues from people & situations
High self monitors flexible: adjust
behavior according to the situation and the behavior of others
can appear unpredictable & inconsistent
Low self monitors act from internal states
rather than from situational cues
show consistency less likely to respond
to work group norms or supervisory feedback
Personality Characteristics in Organizations
Positive Affect - an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general
Negative Affect - an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general
Personality Characteristics in Organizations
A strong situation can
overwhelm the effectsof individual personalitiesby providing strong cues
for appropriate behavior
Personality Characteristics in Organizations
Strong personalitieswill dominate
in a weaksituation
How is Personality Measured?
Projective Test - elicits an individual’s response to abstract stimuli
Behavioral Measures - personality assessments that involve observing an individual’s behavior in a controlled situation
Self-Report Questionnaire - assessment involving an individual’s responses to questions
Myers-Briggs Type Indicator (MBTI) - instrument measuring Jung’s theory of individual differences.
Discussion Questions
Do you feel organizations should hire people based upon their personality characteristics?
What are the issues with this?
When people are hired into a job (e.g., engineering) do you think the personality is attracted to the job, or the job shapes the personality? Why?
“I didn’t used to me this way until I started working here.”
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Attitude
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A persistent tendency to feel and behave in a particular way toward some objectCharacter
Tend to persist unless something is done to change them
Can fall anywhere along a continuum from favorable to unfavorable
Directed toward some object about which a person has feeling and beliefs
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Components
Emotional- positive, negative, neutral
Informational- beliefs and information
Behavioural – person’s tendencies to behave in a particular way toward
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Functions of attitude
The adjustment function
The Ego-defensive function
The value- expression function
The knowledge function
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Change in attitude Barriers to changing attitudes
Prior commitment Insufficient information
Providing new information Use of fear Resolving discrepancies Influence of friends and peers The coopting approach
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Job satisfaction
A pleasurable or positive emotional state resulting from appraisal of one’s job or job experience
Dimension An emotional response to job situation How well the outcomes meet or exceed expectations Represents several related attitudes
The work itself, pay, promotion opportunities, supervisor, coworkers
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Influences on job satisfactions
The work itself Pay Promotional opportunities Supervision WorkgroupWorking conditions
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Outcomes of job satisfaction
Satisfaction and productivity Satisfaction and turnover Satisfaction and absenteeism Other effects of job satisfaction
Fewer accidentsCitizenship behaviour
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Organizational commitment
Strong desire to remain a member of a particular organization
Willing to exert a high level of efforts Definite belief in and acceptance of the
values and goals of the organization
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