Orientation: Organization Behavior

Dr. Nilanjana Bhaduri

Why study OB? What is imp in OB?
• Way to increase organizational performance
• Productivity → Engagement → Wellbeing

• Core elements:
• All Stakeholders: Employees, Suppliers, Shareholders…
• Interactions: Managers, Leaders, Followers
• Organizational Enablers: Structure
• Change Management

• Tools:
• Systems Thinking
• Big Data
• Social Physics

• Disciplines:
• Psychology, Social Psychology, Sociology, Anthropology
 Cases:
1. Alana Robertson
2. Jensen Shoes
3. BCG Development
4. Malaysian Bank
5. Akhil & Roopa
Cluster 1 6. David Melcher

Cluster 2, 3

Cluster 3 &
Project
Class 1: Organization Behavior
What is OB?

OB is 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.

OB includes the core topics of motivation, leader behavior and power, interpersonal communication, group
structure and processes, learning, attitude development and perception, change processes, conflict, work design,
and work stress.
Manager
• managerial tasks?
• roles of a manager?
• skills required to be a manager?
Effective vs Successful manager

1. Traditional management. Decision making,

planning, and controlling.
2. Communication. Exchanging routine
information and processing paperwork.
3. Human resource management.
Motivating, disciplining, managing conflict,
staffing, and training.
4. Networking. Socializing, politicking, and
interacting with outsiders.
Adding to complexities…
• Virtualization / Globalization impact
• Workforce Diversity
• Customer Engagement
• Innovation & Change
• Gig handling
• Life balance
Class 2: Attitudes & Values
Attitude: Evaluative judgments about events, objects & people
Attitude at Work
• Attitude predicts Behavior
• Moderating variables: importance of the attitude, its correspondence to
behavior, the presence of social pressures
• Job Attitudes: Job satisfaction, Job involvement, Organizational
Commitment
• JS: Positive feeling about the job
• JI: Psychological involvement with the job & deriving feeling of self-worth
• OC: Identification with org goal and desire to stay
• POS (Percd Org Support)
• Engagement: Satisfaction & Enthusiasm
Job Satisfaction
• Autonomy and independence
• Compensation & Benefits
• Peer and Supervisor Relationships
• Networking
• Opp to use skills & abilities & Career advancement opportunities
• Work itself: Significance, Variety at work
• Flexibility to balance life and work issues
• Job security
• Overall corporate culture
• Feeling safe in the work environment
What do you value most in your job?
Values: individual’s ideas as to what is right, good, or desirable
• Ought to be vs ought not to be
• Rokeach
• Terminal values: Prosperity, Social Recognition, Health
• Instrumental values: Discipline, Kindness, Goal-orientation, …
Using Skills for Right Role Fitment
Class 3: Personality
Homework: Alana Robertson at Munchia
MBTI
• E-I: Concentrated on external vs internal world
• S-N: facts & details vs big picture & interpretation
• T-F: logic vs personal values / human impact
• J-P: decided vs open

INTJ
Big Five: Concept
• Extraversion. The extraversion dimension captures our comfort level with relationships. Extraverts
tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
• Agreeableness. The agreeableness dimension refers to an individual’s propensity to defer to
others. Highly agreeable people are cooperative, warm, and trusting. People who score low on
agreeableness are cold, disagreeable, and antagonistic.
• Conscientiousness. The conscientiousness dimension is a measure of reliability. A highly
conscientious person is responsible, organized, dependable, and persistent. Those who score low
on this dimension are easily distracted, disorganized, and unreliable.
• Emotional stability. The emotional stability dimension—often labeled by its converse,
neuroticism—taps a person’s ability to withstand stress. People with positive emotional stability
tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous,
anxious, depressed, and insecure.
• Openness to experience. The openness to experience dimension addresses range of interests and
fascination with novelty. Extremely open people are creative, curious, and artistically sensitive.
Those at the other end of the category are conventional and find comfort in the familiar.
Big Five: At work
Be Careful!
• Machiavellianism
• High M: manipulates more, wins more, stressed more, less engaged, like their
job less
• Narcissism
• grandiose sense of self-importance, requires excessive admiration, has a
sense of entitlement, and is arrogant
Personality
• Persona + Attitude + Values
• Predicts consequential outcomes for organizations, such as job
performance, counterproductive work and turnover intentions
Job Fitment
• Holland’s Test
Global Values
Cultural Parameters
Class 4: Perception
Profile Decrypting
• Experience: Companies, Work Ex, Academia, …
• Persona: Beliefs, Values, Strengths, Influence, Family
• Present Need, Priorities:
• Motivators / Demotivators:
• Context & Relationships, Influencers:
• Perceptions: Self, Others
Perception
 Attribution theory tries to explain the ways in which we judge
Attribution Theory people differently, depending on the meaning we attribute to a
given behavior

• Attribution error: When we make

judgments about the behavior of other
people, we tend to underestimate the
influence of external factors and
overestimate the influence of internal or
personal factors

• Self-serving bias: Individuals and

organizations also tend to attribute their
own successes to internal factors such as
ability or effort, while blaming failure on
external factors such as bad luck or
unproductive co-workers
Bias
• Selective perception
• Halo effect
• Horns effect
• Contrast effect
• Stereotyping

• Situations: Interview, Performance Expectations, Performance Review

• Link between perceptions & decision-making
Rational Decision-making
• Define the problem
• Identify decision criteria
• Allocate weights
• Develop alternatives
• Evaluate alternatives
• Select best alternative

• Bounded rationality, Intuition

• Overconfidence bias, Anchoring bias, Confirmation bias, Availability bias,
Escalation of commitment, Randomness error, Risk aversion, Hindsight bias
Dec-making: Ind & Org Influencers
• Individual Differences
• Personality
• Gender
• Mental ability
• Cultural difference
• Org
• Perf evaluations
• Rewards
• Formal regulations
• System imposed constraints
• Precedents
Pygmalion
• Self-fulfilling prophecies: way one treats each other can be
transforming
• Power of Expectations
• Realistic & Achievable, Stretch
• Influence of first mgr
Behavioral ethics
• How people behave when they face ethical dilemmas
• Mgr display
• Sign of status
• Conversations on moral issues
• Lying, Body language
Class 5 & 6: Motivation
Motivation
• processes that explains an individual’s intensity, direction, and
persistence of effort towards attaining a goal

N-Achievement

N-Authority

N-Affiliation
Expectancy Theory

Natalie vs Brett: Who deserves the promotion? How to communicate to Brett? To the Team?
Performance – Potential Matrix
Ref: Natalie vs Brett
Concept of Fairness
Using Motivation at Work
Job Characteristics Model
Employee Motivation & Job Design

Drive Levers
Drive to Acquire Reward System
Drive to Bond Culture
Drive to Comprehend Job Design
Drive to Defend Performance Mgmt & Resource
Allocation
3 things that matter a lot
• How to handle mistakes & failures

• How to learn

• Stay invested in sports