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U1 Lect1 To 9 Obe 180120142624 PDF
U1 Lect1 To 9 Obe 180120142624 PDF
MBA/105
ORGANIZATIONAL BEHAVIOUR and EFFECTIVENESS
Syllabus Review
Introduction of the Subject:
The study of Organizational behavior has become
crucial as organizations across the world deal with the
far-reaching economic and social consequences.
• Organizational behavior is closely related to all i.e.
Administrative, Managerial and operative level
employees.
• Modern Organizations exist in a complex environment
with an increasing demand for fast and effective
environment changes.
• The manager also has to keep his focus on ethics,
values and social responsibility.
This subject of MBA helps in understanding
problems related to organizational behavior
and its effectiveness.
• It includes the study about management as
a creative problem solving process.
• Organization has some important features
like Culture, Atmosphere which depends
upon the Belief, Value and Attitude of the
employee.
• The Group and group decision making,
change process are the burning problems
now a days
Organizational Behavior is the systematic study of actions and attitudes
within organizations.
• It learns how to behave as an individual in group and in organizations.
• It is the study of dynamic character which acts in various organizations.
• Organizational Behavior is a part of management study.
• Organizational processes like power, politics, Empowerment and conflict
are required to be control for the better performance of the
organization.
• Organizational effectiveness is incomplete and incompatible without
creativity, innovation, so it is required to give enough attention on these
issues, which are the part of this syllabus.
Unit No. Topic No. Topic with detail Text and No. of Remark
course outlines References Periods if Any
Allotted
I 1 General 1
Introduction 1 Total
Personality 1 Periods 6
perception
3 Learning and 2
Learning behavior,
2 Belief, Value 1
Attitude
Unit Topic No. Topic with detail course Text and No. of Remark
No. outlines References Periods if Any
Allotted
II 1 Understanding Group, 1
Group Development Total
Cycle Periods 6
2 Understanding group 2
processes
3 Factors Influencing 1
Intergroup Behavior
4 Managing Intergroup 2
Behavior
Unit Topic No. Topic with detail course Text and No. of Remark
No. outlines References Periods if Any
Allotted
III 1 CONCEPT, NEED OF 2 Total
CHANGE Periods 6
CHANGE IN
ORGANIZATIONS,
2 CHANGE TYPES, 2
RESISTANCE TO CHANGE,
3 MEASURES TO 1
OVERCOME CHANGE
4 CASE STUDY-1 1
Unit Topic No. Topic with detail Text and No. of Periods Remark
No. course outlines References Allotted if Any
IV 1 Power and Control 2 Total
issues in Periods 6
Organization
2 Organizational 1
Politics
3 Empowerment 1
4 Conflict 2
Unit Topic No. Topic with detail course Text and No. of Remark
No. outlines References Periods if Any
Allotted
V 1 What is Creativity? 3
What is Innovation? Total
Creativity and Periods 6
Innovation in
Organization
2 Corporate Governance 2
Management of Gender
Issues
3 Case Study 1
Suggested Readings:
1. Heredity:
2. Culture:
3. Family Background:
4. Experiences in Life:
5. Friend Circle or Company:
Factors determining Personality
1. Heredity: Genetic factors influence certain aspects of personality.
For instance, looks, health, habits, behavior, etc are certain characteristics that
can be traced to hereditary in various cases. The development of our
personality is based on how we deal with others' reactions.
2. Culture: The culture and values in our surroundings extensively tend to
shape our personal values and preference.
Thus, people born in different cultures tend to develop different types of
personalities, which consecutively influence their behavior .
For example, Gujarathi’s are more enterprising than individuals from other states,
Punjabis are more industrious and hardworking. Bengalies are more creative and
with an intellectual bend and the likes.
3. Family Background: The socio-economic status , Number of child,
birth order, Education and background, education of the parents influence the
personality of a person to a considerable extent. For example, it is always
presumed that the son of businessman would possess business skills irrespective
of whether he becomes a businessman or professional. Similarly, an individual
belonging to a background of politicians is a good orator.
4. Experiences in Life: Whether one trusts or mistrusts others, is tight
fisted or generous, have a high or low self-esteem, etc is at least
partially related to the past experiences the individual has had and
sometimes shapes the personality of that individual
• Role characteristics
• Job characteristics
• Leader behavior
• Work group characteristics
• Organizational policies
Theories of Personality:
•Self-Efficacy
•Trait Theory (Five Dimensions of Personality)
•Murray's Theory of Psychogenic Needs
•Maslow's Hierarchy of Needs
•Erikson's Theory of Psychosocial Development
Concept: Self-Efficacy
The concept of self-efficacy lies at the center of psychologist
Albert Bandura’s social cognitive theory.
Bandura’s theory emphasizes the role of
* Observational learning,
* Social experience, and
* Reciprocal determinism in the development of personality.
Psychological states
Self-efficacy behavior
Motivation
The Role of Self-Efficacy:
All people can identify goals they want to accomplish, things they
would like to change, and things they would like to achieve.
However, most people also realize that putting these plans into action
is not quite so simple.
1. Mastery Experiences:
The most effective way of developing a strong sense of efficacy is through mastery
experiences.
Failing to adequately deal with a task or challenge can undermine and weaken self-
efficacy.
2. Social Modeling:
Witnessing other people successfully completing a task is another
important source of self-efficacy.
Trait Theory:
In psychology, the "Big Five" factors of personality are five
broad domains or dimensions of personality that are used to
describe human personality. The theory based on the Big Five
factors is called the Five Factor Model (FFM).
The Big Five framework of personality traits from Costa &
McCrae, 1992 has emerged as a robust model for
understanding the relationship between personality and
various individual behaviors.
The Big Five factors are:
1. Agreeableness
2. Conscientiousness
3. Extraversion
4. Neuroticism (EI)
5. Openness
1. Agreeableness
Agreeableness reflects individual differences in concern with cooperation and
social harmony.
Agreeable individuals value getting along with others.
They are –
friendly,
generous,
helpful, and
willing to compromise their interests with others.
On the other hand, agreeableness is not useful in situations that require tough
or absolute objective decisions.
Disagreeable individuals place self-interest above
getting along with others.
Disagreeableness
I am not interested in other people’s problems.
I am not really interested in others.
I feel little concern for others.
I insult people.
2. Conscientiousness :
Conscientiousness concerns the way in which we control, regulate, and
direct our impulses.
Unconscientiousness
I leave my belongings around.
I make a mess of things.
I often forget to put things back in their proper place.
I shirk my duties.
3. Extraversion:
Extraversion also called "extroversion
Extraverts enjoy being with people, are full of energy, and often
experience positive emotions.
1. Scientist:
2. Professor (Academician):
3. Manager: CEO:
What are the Important traits for the
following personalities:
• Scientist:
Conscientiousness,
openness,
Introvert,
low neuroticism
What are the Important traits for the
following personalities:
• Professor (Academician):
Agreeableness(50%),
Conscientiousness(+),
Extrovert(50%),
Neuroticism(50%),
Openness(+)
What are the Important traits for the
following personalities:
• Manager: CEO:
Agreeableness,
Conscientiousness,
Extrovert(50%),
Low Neuroticism,
Openness
Thank You
Lecture - 7
Points to Cover:
-Esteem needs are about being given recognition for a job well done.
They reflect the fact that many people seek the esteem and respect
of others. A promotion at work might achieve this.
The message is clear - if management can find out which level each
employee has reached, then they can decide on suitable rewards.
Problems with the Maslow Model
There are several problems with the Maslow model when real-
life working practice is considered:
-Individual behavior seems to respond to several needs - not
just one
-The same need (e.g. the need to interact socially at work) may
cause quite different behavior in different individuals
- There is a problem in deciding when a level has actually been
"satisfied"
- The model ignores the often-observed behavior of individuals
who tolerate low-pay for the promise of future benefits
- There is little empirical evidence to support the model. Some
critics suggest that Maslow's model is only really relevant to
understanding the behavior of middle-class workers.
Henry Murray
• Description of Need
• Abasement (Loss of Self Respect)To surrender and accept
punishment
• Achievement To overcome obstacles and succeed
• Acquisition (Conservancy) To obtain possessions
• Affiliation To make associations and friendships
• Aggression To injure others
• Autonomy To resist others and stand strong
• Blame avoidance To avoid blame and obey the rules
• Construction To build or create
Murray’s Psychogenic Needs
• Contrarians To be unique
• Counteraction To defend honor
• Defendance To justify actions
• Deference To follow a superior, to serve
• Dominance (Power) To control and lead others
• Exhibition To attract attention
• Exposition To provide information, educate
• Harm avoidance To avoid pain
• Infavoidance To avoid failure, shame, or to conceal a
weakness
• Nurturance To protect the helpless
• Order To arrange, organize, and be precise
Murray’s Psychogenic Needs
• Play To relieve tension, have fun, or relax
• Recognition To gain approval and social status
• Rejection To exclude another
• Sentience To enjoy sensuous impressions
• Sex (Erotic) To form and enjoy an erotic relationship
• Similance To empathize
• Succorance To seek protection or sympathy
• Understanding (Cognizance) To analyze and experience, to
seek knowledge
Murray’s Psychogenic Needs
Achievement (nAch):
Those with a high need for achievement (nAch)
demonstrate a consistent concern about meeting
obligations and accomplishing tasks. They are,
however, more focused on internal motivation rather
than external rewards.
For example, those high in nAch are more likely to
value intelligence and personal achievement over
recognition and praise.
Lecture
Learning
WHAT IS LEARNING?
• A relatively permanent change in behaviour potential that occurs due to
practice or experience.
• PRACTICAL SKILLS
• INTRAPERSONAL SKILLS
• INTERPERSONAL LEARNING
• CULTURAL AWARENESS
1. PRACTICAL SKILLS
• Job-specific skills
• Knowledge
• Technical competence
2. INTRAPERSONAL SKILLS
• Problem solving
• Critical thinking
• Learning about alternative work processes
• Risk taking
3. INTERPERSONAL LEARNING
• Interactive skills
• Communicating
• Teamwork
• Conflict resolution
4. CULTURAL AWARENESS
1. REINFORCEMENT THEORIES
The process by which stimuli strengthen behaviours.
For example, every time you hear a bell you get kicked in the leg
and then scream. Two or three kicks later you learn to associate
the bell with the kick and then start screaming at the sound of
the bell. In that scenario, the kick is called the unconditioned
stimulus, or the thing that will automatically produce a
response(your scream). The scream is called the unconditional
response because it is the unlearned reaction to the
unconditioned stimulus.
So what does that make the bell?
1. MODELING
2. SELF-EFFICACY
3. SELF-MANAGEMENT
4. ORGANIZATIONAL BEHAVIOUR MODIFICATION
5. TRAINING
MODELING
• The process of imitating the behaviour of others.
Perception
PERCEPTION
- External environment
- Confrontation
- Registration
- Interpretation
- Feedback
- Behavior
- Consequence
What do you see?
What do you see?
Observation Selection
Object in the
Organization
Environment
Response Interpretation
Perceptual Selectivity
1. External Factors
2. Internal Factors
External Factors affecting perceptual
selection
1. Size: The larger the size, the more likely it is to be
perceived.
The tallest person in the office will invariably be noticed.
2. Intensity: The more intense an external factor (bright
light, loud noise, high pitch sound etc.) the more likely it is
to be perceived.
One may notice that the TV commercials always have high
pitch as compared to normal telecast.
3. Contrast: External factors that stand out against the
background or things that are not which people expect
are more likely to be perceived.
4. Motion: A moving factor is more likely to be perceived
than stationary factor. Films (motion pictures) attract
people more than a static picture.
5. Repetition: A repeated factor is more likely to be
noticed.
Marketing managers use this principle in trying to get
attention of the prospective customers.
6. Novelty and familiarity: Either novelty or familiarity
which can attract attention. People would quickly notice a
person riding an elephant on a busy street.
On the other hand, one is likely to spot a familiar face in a crowd or a
familiar voice even if there is a lot of noise and confusion.
A person’s most urgent needs and desires at any particular time can
influence perception. People perceive things that promise to help
satisfy their needs and that they have found rewarding in the past.
BRUNER’S MODEL OF
THE PERCEPTUAL PROCESS
PERCEPTUAL PROCESS
Sensation
The absolute threshold
The differential threshold
Subliminal perception
Sensory Receptors: The human organs (eyes, ears,
nose, mouth, skin) that receive sensory inputs.
Nature of Product
Physical Attributes of Product
Package Design
Brand Name
Advertisements & Commercials
Position of Ad
Editorial Environment
Distorting Influences
Physical Appearances
Stereotypes
Irrelevant Cues
First Impressions
Jumping to Conclusions
Halo Effect
Important Elements (Biases) in Perception
There are two issues. While objective reality of stimuli remains unchanged,
people’s subjective reality also remains constant. That is, the individual is
likely to give meaning to stimuli in the same way whenever exposed to them
unless and until objective reality has been revealed more broadly by way of
undoing the perceptual errors.
For example, a manager in the company who believes that female employees
are poor performers would continue to have the same perception until and
unless the latter prove that they are better than their male colleagues.
4. Perceptual Context:
• LOYALTY
• DUTY
• RESPECT
• SELFLESS SERVICE
• HONOR
• INTEGRITY
• PERSONAL COURAGE
Categories of Values
• Personal Values
• Representative of an individual's moral character
• Social Values
• Folkways- values people accept out of habit
• Morals- morality which governs values
• Institutional- ways or practices set up under law
• Taboos(banned) the emphatic do’s and don’ts of a particular society
Categories of Values
• Political
• Public service, voting, civic responsibility
• Economic
• Such mediums as equal employment, stable economy, money, private
property, pride of ownership, and taxes
• Religious
• Characterized by reverence for life, human dignity and freedom of worship
• Socialization
• Major source of individual values
Louis Rath’s Value Criteria
• Choosing Freely
• No one can force you into a value
• Acted upon
• Your actions speak louder than words
• Repeated
• Consistent in your pattern of life
Activity#1: What are some of my values?
• Manners—are they old fashioned? Do they hold a high or low value in
your life?
• Pride—are there things you need to be proud of? Do you value pride or
do you value humility?
• Clothes—how important are clothes at work? At play?
• Behaviour on the sports field—what behaviours do you value?
Sportsmanship? Winning? Team spirit? Individuality?
• Family life? What do you value about family life?
Write down some of the values you hold in these areas. Talk to
friends and family members. Ask them these same questions. Do
the answers differ?
What is a belief?
ATTITUDE BEHAVIOUR
ATTITUDE FORMATION
• Difficult to measure
• Indicated by behavior, reactions to individual situations, social values
• Demonstrated by behavior
Characteristics of Attitude
• Positive or negative
CHANGED
BELIEFS
CHANGED CHANGED
AND/OR
ATTITUDES BEHAVIOUR
VALUES
Lecture 9
COGNITIVE DISSONANCE
COGNITIVE DISSONANCE
• A feeling of tension experienced when certain cognitions
are contradictory or inconsistent with each other.
Cognitive Dissonance
Beliefs: Lawyers
overcharge
their clients
Values: Fairness
Avoidance
Denial
Change
Example of the Process
• MR. XYZ is unhappy that women are now assigned to his unit
because he feels that females cannot handle stressful emergency
situations. Then during a situation one female functions well during
an emergency.
AFFECTS AFFECTS
AFFECTS AFFECTS
YOUR ATTITUDE
Emotions
• Emotions
• Intense feelings (reactions) that are directed at
specific objects (someone or something)
• Universal emotions:
• Anger
• Fear
• Sadness
• Happiness
• Disgust
• Surprise
Emotional Intelligence
• Employee selection
• Helps in understanding employee behavior(s)
• By understanding others’ behavior(s), can work better with them
Q1. What is Personality? What are the different characteristics of
personality?
Discuss factors influencing personality.
Q2. What is Self Efficacy/ Self Esteem? Discuss major sources of
development of Self Efficacy/ Self Esteem.
Q3. What are 5 big traits of personality? Discuss each in detail.
Q4. WHAT IS LEARNING? What are the Factors helping (Techniques
used) in learning process:
Q5. What is PERCEPTION? What are the Internal factors affecting
perceptual selection?
Q6. Discuss Important Elements (Biases) in Perception.
Q7. What is Belief? What is value? What are different categories of
value?
Q8. What is attitude? Discuss different characteristics of Attitude.
Q9. What is Cognitive Dissonance? How it can be reduce?
Similarities
between lower-
order factors for
‘psychoticism’ and
the low-order
factors
‘openness’,
‘agreeableness’
and
‘conscientiousness’
(Data from
Matthews, Deary
& Whiteman,
2003)
i). Closure: An individual may perceive a whole while one actually does
not exists. The person’s perceptual process closes the gaps that are
unfilled by from sensory inputs.
For example, head of a project team may take the view that the entire
team agrees to his plan of action whereas there are differing views
among the team members, which remains unarticulated in a formal
manner. On the other hand, a functional team might view/perceive that
their objectives are the objectives of the whole company.
ii). Continuity: An individual tend to perceive continuous
lines/patterns. This leads to inflexible thinking on the part of
organizational members (both managers and employees).
Thus, only the obvious, continuous patterns or relationships
are perceived. For example, a new design for some production
process or product may be limited to obvious flows or
continuous lines/patterns. New innovative ideas or designs
may not be perceived.
iii). Proximity: A group of stimuli that are close together will be
perceived as a whole pattern of parts belonging together. For example,
several employees in an organization may be identified as a single group
because of physical proximity. Several workers who work on a
particular process may be viewed as a single whole. If the output is low
and the supervisor reports a number of grievances from the group, the
management may perceive that all the workers working on that
particular process are trouble makers whereas in some of them might be
loyal and dedicated employees.
iv). Similarity: The greater the similarity of stimuli, the greater is the
tendency to perceive them as a common group. Similarity is
conceptually related to proximity but in most cases stronger than
proximity. In an organization, all employees who wear blue collars
may be perceived as a common group, when in reality, each employee
is a unique individual. This might also lead to perceptual error termed
as stereotyping.
OCCUPATIONAL DIFFERENCES IN VALUES IN
DIFFERENT CULTURES
• Occupational differences
• Define attitudes and explain how people develop and change attitudes.
• Explain the concept of job satisfaction and discuss some of its key
contributors.
• Discuss the roles of discrepancy, fairness and disposition in promoting job
satisfaction.