Organizational Structure & Behaviour

Odd Semester (2023‐24)

Prof. Amit Shukla

 Evaluation Scheme

Component Weight
Active Class Participation 10 %

Group Task 20 %

End Term Exam 20 %

 Topics To Be Covered

• OB – Systems Thinking Perspective

• Decision Making
• Personality
• Motivation
• Leadership
• Perception
• Compensation
• Team Work
 HR Studies: Configuration

Theoretical Organizational Organizational

Theory Behaviour

Applied Organizational
HRM
Development

Macro Micro
Psychology‐I/O Psychology‐OB‐HRM Linkage

Psychology

Organizational
Context
I/O Psychology

Sociology
Anthropology
OB

Application
Strategic Link
HRM
 Organizational Behaviour Definition

• “The study of individual behaviour and group

dynamics in organizations”

– Internal perspective
– External perspective

• Combined by Lewin in his Field Theory

– B = f(P , E)
Fundamental OB
Model
 Systems Thinking
Context

Inter-relation Inter-relation

Part 1 Part 3
Part 2
 Systems Thinking

• A holistic approach to analysis that focuses on

the way that a system's constituent parts
interrelate and how systems work over time
and within the context of larger systems
Personality
 Personality

• “The unique and relatively stable patterns of

behaviour, thoughts and emotions shown by
individuals”

• “The sum total of what we perceive of a person”

• Determinants:
– Heredity
– Environment
– Situation (weak)
 Major Psychometric Tests

• Standardized Personality Inventories (Big 5, MBTI,

FIRO‐B, DISC)
• Handwriting analysis
• Thematic Apperception Test (TAT)
• Inkblot test (Rorschach)
 Major Personality Attributes

• Locus of Control
• Machiavellianism
• Self‐monitoring
Locus of Control
Machiavellianism

Conditions Favoring High Machs

• Direct interaction
• Minimal rules and regulations
• Distracting emotions
Self‐Esteem and Self‐Monitoring
 In this Course We Study…

• Personality Frameworks
– Psychic Apparatus
– Big5
• Personality Tests (Psychometric)
– MBTI
– DISC
 Freud’s Psychic Apparatus

• Id

• Superego

• Ego
The Big Five Model
MBTI
Logical
Intuition Biased towards
Inner information
World collection

I N T P
Energy Information Decisions Actions

E S F J
Outer
World Biased towards
closure
Sensing Empathic
DISC Assessment
Motivation
 Vroom’s Expectancy Theory

Individual 1 Individual 2 Organizational 3 Personal

Effort Performance Rewards Goals

1. Effort-performance relationship (Expectancy)

2. Performance-rewards relationship (Instrumentality)
3. Rewards-personal goals relationship (Valence)
 Operant Conditioning

• Traditional PM firmly believed in OC

• A large stick with a small carrot dangling at far
end!
Job Characteristic Model
 Examples of High and Low Job
Characteristics
Characteristics Examples
Skill Variety
• High variety The owner-operator of a garage who does electrical repair, rebuilds engines,
does body work, and interacts with customers
• Low variety A body shop worker who sprays paint eight hours a day
Task Identity
• High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the
object, and finishes it to perfection
• Low identity A worker in a furniture factory who operates a lathe to make table legs
Task Significance
• High significance Nursing the sick in a hospital intensive care unit
• Low significance Sweeping hospital floors
Autonomy
• High autonomy A telephone installer who schedules his or her own work for the day, and
decides on the best techniques for a particular installation
• Low autonomy A telephone operator who must handle calls as they come according to a
routine, highly specified procedure
Feedback
• High feedback An electronics factory worker who assembles a radio and then tests it to
determine if it operates properly
• Low feedback An electronics factory worker who assembles a radio and then routes it to a
quality control inspector who tests and adjusts it
Computing a Motivating Potential Score

People who work on jobs with high core dimensions

are generally more motivated, satisfied, and
productive.
Job dimensions operate through the psychological
states in influencing personal and work outcome
variables rather than influencing them directly.
Leadership
 Contingency Theories

Leader: decreasing need for support and supervision

Perception
 Personal Effectiveness

• Two key components

– Self‐awareness
– Perceptiveness
Johari Window of Opportunity
Decision Making
 Decision Making

• Can have two (among many more) scenarios:

– We have finite options, and we are aware of basis
– Options may be finite; basis may not be clear
Scenario 1: Finite Options + Known Basis
Scenario 2: (In)Finite Options + Unknown Basis

- Argument(s)
- Observation(s)
Premise(s) Conclusion(s)
- Axiom
- Assumption
- Context
- Given
 Very Important!

• One must examine all the sides with EQUAL

CONSIDERATION in an UNBIASED manner
before taking a final decision
 Time‐Money Conundrum (In Business)

• Bounded Rationality
– Resorting to the concept of SATISFICING solution
(Simon, 1956)
– An optimum rather than a perfect solution
– A ‘good‐enough’ decision will do in certain
situations
Compensation
 Organizational Justice

• Equity Theory
Organizational Justice
 Compensation: Criteria

• Point Factor Method

– Method for Job Evaluation

• Korn Ferry (Hay) Guide Chart

– Know‐how (Technical, Planning, Communication)
– Problem solving (Thinking environment and challenge)
– Accountability (Freedom, Nature/magnitude of impact )
– Work environment (If applicable)
Teamwork
 Group Dynamics

“ Madness is the exception in individuals…

…but the rule in groups”

‐ Friedrich Nietzsche
Stages of Group Development
 An Alternative Model: Temporary
Groups with Deadlines
Punctuated‐Equilibrium
Model
Temporary groups under
time constrained Sequence of actions:
deadlines go through 1. Setting group direction
transitions between 2. First phase of inertia
inertia and activity at the 3. Half-way point transition
half‐way point, they 4. Major changes
experience an increase in 5. Second phase of inertia
productivity. 6. Accelerated activity
The Punctuated‐Equilibrium Model
 Group Properties

• Norms
• Status
• Roles
• Size
• Cohesiveness
 Group Properties – Norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.

Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources norms
 Group Properties – Norms
Conformity ASCH
STUDY
Adjusting one’s behavior to align
with the norms of the group.

Reference Groups
Important groups to which
individuals belong or hope
to belong and with whose
norms individuals are likely
to conform.
 Group Properties ‐ Status

Status
A socially defined position or rank given to groups or
group members by others.
Power over
Others

Ability to Group Member

Contribute Status

Personal
Characteristics
 Group Properties ‐ Roles
Role(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social unit.

Role Identity
Certain attitudes and behaviors
consistent with a role.

Role Perception
An individual’s view of how he or she
is supposed to act in a given situation.
 Group Properties ‐ Roles
Role Expectations
How others believe a person
should act in a given situation.

Psychological Contract
An unwritten agreement that sets
out what management expects from
the employee and vice versa.

Role Conflict
A situation in which an individual is confronted by
divergent role expectations.
 Group Properties ‐ Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance

Other conclusions:
• Odd number groups do
better than even.
• Groups of 5 to 7 perform
better overall than larger or
smaller groups.

Group Size
 Group Properties ‐ Cohesiveness
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.