Unit-I : Introduction \

Introduction to Organisation
1 Behaviour
\_Qt l ~~a t do yo u.m ean by org
ani sat ion s -? Di scu ss the fus ion
nducement con trib utr nn ~r~c~ss. pro ces s an d
~ eaning and De hn 1h on s of Or gan . .
isa tio n: Or gan isa tio n is har mo nio
idjustment of ~iff~rent fac~ors of us
pro ~u cti on !or the pu rpo se of _a
:letermined ob1ect1ves . It _is system chieving pre -
a~1c com bin ati on of peo ple , fun
=acilities. It is the me cha nis m or cti on s an d
framework wi tl\i ll wh ich pu rpl e
;ogether !or _the _achievement ~f live and wo rk
pre -de ter mi ne d o?j ect ive s. As
J rganisation ~.fill.H!!P2~ ~t fu_u.c_t a pr~ce_ss,
1on _o.f.M.al}~g~msnt.1t 1s a process
har mocious relationship bet we en of est abh shm g
different departments, activities
production of an enterprise. Co mp and factors of
let e coo rdi nat ion and har mn iou
among dif fer ent fac tor s of pro s adj ust me nt
du cti on is po ssi ble on ly thr ou
Organisation. The ter m "Organisati gh eff ici ent
on' is use d in a business or indust
in two different me aning s, i.e,, as rial ent erp ris e
E*str~ _and as U EOcess. As
organisation is the str uct ure of hu ma a structure,
n relationships. It incfua es ~ forma
relationships wh ich affects the beh l, inform~L
avi our of employees. . .....
~ cording to Oliver Shel1on, "The - -•
Process of so combining the wo rk
individuqls or groups have to per for wh ich
m wi th the faculties necessary for
that the duties, so performed, pro vid its execution
e the best channels for the efficient,
positive and co-ordinated applicati systematic,
on of the available efforts."
_.>ecording to L.F. Urwich, "O rga
nis ati on is to det erm ine the act
accomplish a job, and to arrange the ivities to
distribution of the activities among
...,,.kccording to Kimball and Kimball, the people."
"It embraces the duties of de_sign
departments and personnel tha t are ating the
to carry on the work, defining the
and specifying the relationship tha ir functions
t are exist between dep art me nt and
-A ec ording to R.C. Davis, "An Organ ind ividuals."
' individuals, large or sma'.11, tha t isation ma y be defined as any gro
is co-operating un der the direction up of
of executive ·

.
!leadership in the accomplishment
of certain com mo n objectives."
I _,According to Louis, A. Allen, "We can define org ani sat ion as· the proces
dentifying and grouping the work ~ of
to be performed, defining and del

1
esponsibility and aut hor ity and egating the
establishing rel ati on shi p for the
nabling peo ple to workmore effect pu rpo se of
ively together in accomplishing obj
---Aecording to L.F. Urwick, "O rga ectives."
nis ati on is to det erm ine the act
accomplish a job and to arrange the ivities to
distribution of the activities among
.-A etording to L.H. Haney, "O rga the people."
nis ati on is ha rm on iou s adj ust
specialised par ts for the accompli me nt ·of
shment of some common pu rpo se
.- lt'ccording to Mc. Farland, "An ide or pur poses."
ntifiable gro up of peo ple contrib
efforts towards the attainment of goa uting their
ls is called organisation."
,-/4 .c~ording to J.N. Schulze, "Orga
nis
_matenals, tools, equipments, worki ation is a combination of necessary beings,
ng space and apparatuses, bro ugh
in a systematic and effect
ive correlation to accomplish som t together
e desired objects.
(5)
 '
AMAR: B.Com. III Year Organ isation al Behav iour
~6 -- == -- -- -: -~ ~- -- -- ' . -
Follow ing are the ~hara~te1isti_cs of or?ani sat!on :
~11d and effecti ve organi sation is possib le only when the b~s1n0 111 ~\
· / ' · _oul t . e has clearly define d object ives. There fore, the obJecti Vc..•s c, 1
1t1dustna en erpns .
'
. .
terpris e.must be clearly defme d. ction is als ,
en -- . dJ·ustment betwe en differe nt factor s of produ
./"'J Harmo nious a . . r1

f . effective organi stion. If harmo nious adJust ment is not. establi shed I
_,,,, ,_, l
necessary 01 · · t' not be fruitfu
.. .
amon differe nt factors of produ ction, the or?am sa ion can
---ftf fectiv e Organ isation helps in the attam ~ent pre-de termin e~ ?f ~oals of a
g such :
business and indust rial enterp rise. Really speakm g, rt IS a tool of attamm
objec~ es. . .
/4 Organ isation define s activit ies of enterp rise also. It defme s as to what 1
~e these
,activi.ties are to be done, who are to do these activ~ties, how and w~e~ _a
anct l
activit ies to be done, etc. Organ isation also defme s the respons1bil1t1es
. ,
authoriti~s of all the emplo yees of an enterp rise.
.,,5:1kg anistio n establishes harmo nious co-ord ination and ad1ust ment among
~
~ -tlifferent factors of produc tion. . .
It is very difficult to define the term organi zation ~r~cisely bnngm g all_ the
_d
characteristics of a good definition. The basic reason for this is-the non-st an_dar?1ze
1s
use of the term organization. In manag ement literat ure, the term orgarn zation
lly,
used i.n two ways: o_!:g ani~_ as a process and organi zation as a unit. Natura
analysi s,
a single definition cannot cover both. As a subject-matter of organi zation al
the term organization is used in the sense of organi zed unit. Thus, an organization
and
may be define d as identifiable aggreg ation of human beings , delibe rately
consciously created for the attainm ent of certain goals with rationa l coordi nation
of closely relevant activities. Organization is an identif iable aggreg ation of human
a
beings. The indetification is possible because human organi zation is not merely
ersons
. numbe r of person s collected at random, but it is an organi zation of the p
who are interrelated. Organization is a deliberately and consci ously create d human
ers is
organization. It implies that relationship between organi zation and its memb
replac ed
contractual. They enter in the organization throug h the contract and can be
also, that is, unsatisfactory.
Importance of Organisation: Organisation is the Frame -work within which
get
•p·eople work in co-operation. It is the force throug h which manag ement can
"It is the objecti ve of
the things done. It the words of Koontz and O'Don nell,
can
organisation to establish an activity-authority enviro nment in which people
perfo:9J-✓1'11bst effectively." ·
_,A c~ording t~ Spre_igel and ~ans~t~rg._ "Or?a~isation is develo ped for the purpo se
,
of c_reatmg relaho~s~~~ that WJll mm1m1se fr~~hons, focus on the objectives, clearly
ves."
defme_ the respons1b1hhe~ of all parts and facilitate the attainm ent of the objecti
It 1s the ?1eans by _which ~11 the huma~ ~nd materi al resour ces are put togeth
er
object ives of an
and co:ord mated with a view of attamm g pre-de termin ed
enterp rise.
Highl~?hting. th~ i°:port ance of Organ isation , Lansb ury Fish has rightly
the
observed. Or~arnsahon 1s more than a chart, it is a mecha nism throug h which
the
manag ~ent direct, co-or~ !nates and contro ls the busine ss. It is indeed
foundat10n of Management. Importance of Organi sation in Business Management
can be summa rized in the following heads :
 lnt rod ut ttl,,n to l )r .;a ni· ~ll un
Hd,.,\ H.1U J
\ 1f t\'),• \.,~ .1m ~h1)n.ll "'tr uct
urt• llt Jn 1.n tt•rpn <..t" b ddc
r , ,, tur r.m d t(' th\· t'n lt.' -ctt-.:t•, , t rna y litus.t·
rpr ht' it m.1y le.1d to f n ct1
on, t:k..•t\.h l n c.·mploy, r~
, r 11..'I\ \'" .m J it m a\ dt,
tu rb the gro w th an d de\ld and
1. • t t ,, 'lt t'r~.11\l!->~ ho op ment of en te rp nS(.' An
n mc h!: b1.•. ~ th e ma n~ ge na
l an d admm1!:>trJU\t,) t {fl
t , t"flt\'rr n, \' It
.\$~i~n!-> th~ Jobs to all the perso n of
t. :,,\......
ns acc ord mg to the ir ab1htu.".:, an d
~ It .ur.ing-:-s for tht' amica ble
sol uti on of lab ou r p rob lem
\H' rt- m~ C'O ndit~o ns to th e s It pro Vld es the best
\~•o rke rs. All thi s inc rea ses
,, ,,r~t'rs "h 1ch mc rea st>s !h eir the w ork ing effiae nc y of
produ ctivity.
Or ga nisaHon~Pe ople lnt eri nfl
ue nce : An o rga nis ation an d pe
tht>\ Jtt ect eac h oth er. Th e op le interact an d
influence can be reali zed thr
r f (l\_~es- ou gh the fol low mg
ftJ$10n Pr oc ess : 1t is b ase
d on the ass u mp tio n tha
organizational chara cte ris t ics an t th e re ar e ce rta in
d ind ivi du al cha rac ter ist ics
thi s in te rac t ion , t w o pr wh ich in t~ ct. Ou t o f
o ce sse s- so ci ali zin g an d pe
simultan eo usl y. Th e fusion is rso na li zi ng -o pe ra t e
co mp os ed of ind i vid ua ls, for
mform a l gro up s en ga ged ma l organiz.a tio n. an d
in the ir act ivi tie s in ter act ing
equ ilib riu m, "vh ich ha s bee to ach ie, ~ a ba lan ce or
n cal led fusion by Ba kke. Th is
ind ivi d ~ a rol e consisting fus 10n di?, ~lo ps for the
of several set s of beh av iou r an
Social.iring Pr oc ess : Th e soc ial d act I\ ill ~
izj ng pro ces s is tha t by wh ich
made age nts of the org an iza md l\ 1d u Jls Jre
tio n an d or the informal gro
Pe rso na liz ing Pr oc ess : Th up .
e procc~s by w h ich th~ ind
age nt o f the form a l orga ni zat l\ ,du 3l 1:,, mJ d l• int o ::m
ion is call~d th~ fo rm.,\ '.> 0C
which he 1s made int o ;m age nt of uh11ng p r~ ~-- tha t ti,
the inform ;.}\ group 1:,-:lll1..,\
pro ces s. Th e pe rso na lizi n g ml om ul :-oo;ihzinA
pro cess is dd 11wJ ~h thJ t h,
act ual izes himself an d by wh , \ htc h th t• md l\ 1d u:ll
ich, a:,µc cts ul th~ orgJn1 1A'\ho
are ma de into ag encies for the n ;m d mf om u\ ~ro u p
ind i, id u:i l.
The socializing pro ces s an d pL· r::-o
in li1in~ pr-01.. 1.-.-:.-., t.X'\."\H , ,mult
pro cesses are un co ng rne nt Pl , u-.h 1f th ~
an d 1ncom p.1tib l~ tht'r1..• " 1\1
l. If the orgam , ..1t1 on,\\ go.ii., l,• '"\ lo,, m~ ~1t u J lio ns -
.m"· b"i ng .1d u1..' ' t'-1 " 1tlw u t \
tow ard s the ach ic, em L'nt o ( on tnr ulm R mu ch
ind l\·1<lu Jl r,0,11 , '-Cl( 1.1li : mi,: f'f<-lCl" ' ,~ N't.um
stron gly. n~ mu ch
2. H the md1 v1d ual.., F,:u n s..it
1-,fJct1on Crom th e,, l,rk " ,th
the orga niz ati on , p0rc:.on.i l11ing ou t ..;" m~ mu C'h to
proct•c:. ... ,._ op t.•r,1lln5 mu ch c..tron
W h e n b o th so cia l iz.1ng an ~l)
d pt.> rso11.1li11n~ pr oc es ~c -..
s,m ul tan eo us ly, the fusion pro ar~ o cc ur rm ~
cess 1s rl'allv occurri ng
O\ltcome an d Significance of the
Fu sion Process ?
It maintain s the int eg rity o f the
orgJni z.aho n in lhe fa~ ot di\
of ind iv idu a l~, groupc;;, oth l'I ~c.·. nt mt l' n.''- b
rr o rg an iza tio n s, an d tht
md,v1duali; ho p\! to rra lin• go • o r~J n1 1.i lw 1, ,m d th t~
als thr ou ~h lhe ,r co ntJ ct w
the fus,on sco n•. bt:ttt•r 1, thl ith l '.lt h 1.lthcr ln"' h1~lw r
' ' '-'"u lt bt1 th for th(' md1V1du
The followin~ ,t.1 h' mc n t s um 1T Jl., Jn d fo r tlw f\~ .m • .1\l l' ll
1Jn l l'S lh\? rl.'~uh , o ( 1t
Th e fu ~1on of f1,1ma l t,,..,"-.!, , inh
,rm.il t,v,k<; Jn d J t l '- \1..11, 111
The ftJ <;l()n o f !o rm.11 fund1 t1n 1.• ,
, inf Nm .1I tu nl..ll'-"n Jn d 1
l lw h1,10n l'f [nrm .11 pch 1lw u nd ud l, l''l'
n m{r,r mJ \ r 0,1t1~1n .,n d <-t.md
11' ..: "t. ,t , "
 AM AR : B.Com. I ll lL'.H l i 1~.1111-...1t1L' rl .tl HL•h,1, 1u t11

Th e org ani·z "... tion al aim of the i u sio 11 prLK L':-.:-. is to c•~L1lili-,h ,llld mL1111 1. -.
• t ·
il 1nt eg r zi t1· o n w I11·L·I1 w 1· 11 a t 1t'.1 ·
1111
en13 1 and C\.t\ ?rnz
•
the organiz< 1t1on anci-1 m . st 1 ' •
• f ,
·t f ncti on uni mpa i red Jnd .:it b Ls t \-\,.1111m . . . ., 1_,~\
' L
capa city to prh ~rm Is u . d "cat es thJ t p 10, L t 11...11 c:ip;:i .
th/o r(Ta ni Lill ion to som e dL'g ree rcm~~t,
Op~ rat'.o~ o ti isdp ro
the md1v1du a an t l1e ce_ssd1~ ·ct1 ' al to som e deo~ ee mak es the
in 1v1 u o rg;:111i zc1ti on. e;
o
Ind u cem ent- Con trib utio n Pro cess : Thi
s p roce ss dev elo p e d_ by t-vlarc,h anct
. n. Th h
1mo trat ed on thos e inte !Iec tual pro cess es w hi ch tend to lie
5 ey ave co nce n at
th;- hea rt of larg e-sc ale org aniz atio ns. . .
Eac h mem ber of the org a~ 1z~t1o n gets
ind uce men ts for the con trib utio ns whi
ch he m ake s to the or~ amz atio n. Each
mem ber w ill con tinu e to give his con trib
utio ns so lon g _as the ind uce men ts are
mor e or equ al to con trib utio ns. It is bas ed
on the assu mpt 1?n t~a t the mem be~ can
va lu e bot h con trib utio ns and ind uce men
ts . The con tnb u twn s f~o m v~rr ous
mem bers are the sou rce thro ugh w hich the
org aniz atio n pro duc es the ind uce ments
for the mem bers . The Org aniz atio n will
con tinu e to giv e ind uce men ts or rece ive
con trib utio ns so long as con trib utio ns are
suff icie nt to giv e ind uce men ts.
The fusi on and ind uce men t-co ntri but ion
mod els spe ak of the pro ces s thro ugh
whi ch indi vidu al and org aniz atio nal goa
ls will be inte gra ted. Bot h em_ rhas i~e that
hig her leve l of bal anc e bet wee n the

I
two wil l br_ing hig her sati sfa ctio n to
gan izat i al mem bers , and con seq uen tly
bett er resu lts .
. "W hat man age rs do in an org anis atio n are
exp lain ed by man age men t
~ ctio ns and man age men t role s," Exp lain and sho
w how bot h the se app roa che s
are reco ncil ed ? ,
~ - Fun ctio ns of M.r nag men t
. Pla nni ng: Pla nni ng is a pro cess and a plan
is the out com e of this proc ess.
nin g is the pro cess of dec idin g how the org
anis atio n can get w her e it wan ts to
g nd wha t it will do to get ther e. Plan ning
is dec idin g in adv anc e wh at to do,
how to do it, whe n to do i!_and who is to
do it. In invo lves anti cipa ting the futu re
and con scio usly cho osin g the futu re cou
rse of acti on. bcc ord ing to Hai ma nn, "
Pla nni ng is the func tion that dete rmi nes in
adv anc e wha t sho uld be don e. It con sist
of sele ctin g the ente rpri se obje ctiv es, poli cies s
, pro gra mm es, pro ced ure s and oth er
m ean s of ach ievi ng thes e obje ctiv es".
, In the wor ds of Koo ntz and O ' Do nne
ll,
"Pl ann ing inv olv es sele ctin g ent erp rise
obj ec tive , d e par tma nta l goa ls, and
pro gra mm es and dete rmi nin g the way s
of reac hin g them . Pla nni ng thu s pro vid
a ratip n al app roa ch." es
✓ 2. O_r~a:"ising ::Or ga~ isin g is the
pro cess of esta blis hing h a rmo nio us a uth
resp ons 1bil 1ty rela t10n sh1 ps amo ng the o r ity-
m emb e rs of the e nte rpri se. The n etw ork
auth orit y-respo nsib ility rela tion ship is of
kno wn as org a ni sa tion stru ctu re . Suc h
stru ctur e serv es ~s the fram ewo rk with i~ a
w~i ch peo pl e can wor k tog eth er effe ctiv
fo r ~h e ac~ om phs h?1en_t of _common O?Je ct1v ely
es. Acc ord i n g to fay ol, "To org ani se a
b us in ess is to pro vid e 1t wit h eve ryth ing
u sefu l to it s fun ctio nin g- Raw ma teri als,
tool s, cap ita l ,rnd p e rson nel." The pro cess of
org a ni s ing n m s is ts of th e fo llow i ng
s tep s :
(a) De te rm in ing a nd def inin g the J C- I iv it
ic•.-;;
(b) G ro upi ng the acti viti es;
(c) Ass ig nin g the d u ties and ;icli vili l's
to :, 11l'c' i (i<· pnt; i l iow;;
(d) Del ega ting c1 u tho rit y;
 Intr odu ctio n to Org ani sati on Behaviour 9
(e) Defining and fixing responsibility;
(j) Est~blishing ho~izontal and vertical aut
hority-responsibility rela tion shi ps:
~S.taff mg : Ac cor ?m g to Koon tz.and O'D
.Q.!1Ucll, "Th e ma nag eria l fun ctio n ot
_____s±-affi~g involves_marnmg the organisati
onal stru ctu re thro ugh pro per and effe
select101), app:,aisal ~nd deve_lopment c_tive
of per son nel to fill the roles-d esig ned
the_ s~ructure. Sta fh~ g c~n sist s o_f ma mto
npo we r pli:!_!1nin g, rec rnit me11. t, seJectio
tra1m_ng, c~ pensat~on, 1Dte_grat_lQJ.J,.. n,
and :ru.aintena nce of em plo yee s. Sta
Tu:'nctiop:has ~ecom~ im~ ort~ nt wit h ffin g
gro win g size of organisati01q,
_ ,,,,, 4. Directmg : Dir ect i~g 1s the g\!l_
ding, S':P,ervising, m.9tiva ting and l~ad
peop~e tow ard s the atta mm ent of pla ing _
nne d targ ets of per for ma nce . Dir ect
function of ma nag me nt em bra ces the ing
following act s-
(a) Issuing ord ers and inst ruc tion s.
(b) Sup erv isin g peo ple at wo rk,
(c) Motivation,
(d) C_9.01muni cat ion ,
Y1,....Lead ers hip
_ "' 5. Controlling: Con trol ling is the
process of ens urin g tha t the org ani sati
moving in the des ired dire ctio n .and on is
tha t pro gre ss is bei ng ma de tow ard s
achievement of goo ds. The pro ces s of the
controlling involves the following,:
(a) Establishing sta nda rds ;
(b) Me asu rem ent of act ual per form anc
e and com par ing it wit h the stan dar ds;
Managerial Ro les
..)<lnterpersonal Ro les: The said inte rpe
rso nal role.S arise directly from formal
-/4 Uth orit y and refe r to the rela tion shi
p bet wee n the ma nag er and others. As
hea d a ma nag er acts as a sym bol of the figure
org ani zat ion and und erta kes formal dut
and activities des ign~ to pro mo te the ies
interests of the organization. In the role
leader, he energizes the org ani zat ion and of
motivates the subordinates to accomplis
org ani zat ion al obj ect ive s and thr oug h
h his liai son rol e, he cre ate s we b
relationships bot h wit h pee rs wh o pro of
vid e necessary information, resources
oth er re.quired hel p. and
.
✓- t.Informational Roles: The manager also
have imp orta nt "informational Roles'
wh ich inc lud e thre e dis tinc t roles of li}-
monitor, Jii} dis sem ina tor and (iji-)--spokes
person. As mo nito r he con tinu ally scans
the env iron me nt and probes subordina
bosses and out sid e con tac ts for info tes,
rma tion ; as dis sem ina tor he dis trib ute
info rma tion to key inte rna l peo ple and s
a spo kes per son , he pro vid es information
to out sid ers.
__.....--------. De cis ion al Ro les : The ma '
nag er · pla ys fou r 'De cis ion al Ro le'
(z)t'.ntr epr ene ur,Jii}I?isturbance handle of
r, (ijj} Resource allocater and (µ,}Negotia
In his ent rep ren eur ial rol_e, the ma nag tor.
6 initiates dev elo pm ent of a project
assemiles the necessary resources; as dist and
urbance handler, he reacts to the proble
and pre ssu res of the situation; as reso ms
urc e allocator, he dec ide s wh o gets wh
while app orti oni ng org ani zat ion al reso at
urces of all typ es to var iou s ind ivid ual
and gro ups and as negotiator. s
Reconciling Ma nag eri al Functions and
Ro les
Ma nag em ent fun ctio ns and role s are the
way s of inte rpr etin g wh at manage rs
do. Managerial roles can be inte gra ted wit
h functions. The reconciliation is betwee
n
 avi our
AMAR: B.Com. III Year Org ani sati ona l Beh
10
ao
eria l job s sho ws tha t in pla nn! ng a rnan
function and role app roa che s of ma nag iou s relevaaer
roles as he collects var
erfo rms inf orm atio nal and dec isio nal .. I . . 1
1e per forn
111
i~
P kes dec is10 ns. n .or~ am zm g~
info rma tion on the basis of wh ich he ma -
resources to orgarnzat10nal urn ts and mak
decisional roles by aliocating dut ies and l1~
ts. In ~irect~ng, .the ma n?g er perforl
way for the coo rdin atin g of the se uni
interacti~g wit h his su?ordmat~s, leading,
interpersonal and info rma tion al roles by roles.
In controllmg, he sha res mformat10nal
motivating, and com mu nic atin g them.
These n,;i.anagers eng ang e in the follow
ing ma nag eria l activities:
ing, pla nni ng, and controlling.
(i) ..,n..;ditional ma nag me nt : decision mak
rou tine inf orm atio n and pro ces sing
- ·(ii) Co mm uni cat ion : exc han gin g
.~ : .. ., J!P erwork. g ma nag ing conflict,
yi r ::~r~an resource ma nag me nt: motivating, disciplinin
staffing, and training.
g (engaging in org ani zati ona l politics)
(iz0 ~et wo rkin g socializing politickin
.,,-Y and interacting wit h outsiders.
xim um am oun t of the ir tim e in
The effe ctiv e ma nag ers spe nt the ma l
of time of in net wo rkin g and suscessufu
com min utio n while the least am oun t t
of their tirrie in net wo rkin g and the leas
managers spe nt the maximum am oun t e in
ctive man age rs spe nd ave rag e tim
time in hum an resource managment. Effe ·
urce managment.
traditional man age men t and hum an reso
and exp lain its fea ture s. Give nee ds
"--- ~- 3~Def ine,Org ani sati ona l Behaviour
and sign_ificance.
ng and Definitions : Organisational
, Afu. Organisational Behaviour: Meani of hum an beh avi our which is
that aspect
behaviour is prim aril y concerned with ual __
It studies hum an beh avi our at ind ivid
relevant for organizational performance. abo ut
level. It applies the kno wle dge gai ned
k_vel gi::oup level, and organizational ani zati on
ind ivid ual s, gro ups , and the etfect
of organization stru ctu re and org
of mak ing org ani zati ons wo rk mo re
cul ture on beh avi our tow ard s the end an
ctiv ely. It is con cern ed wit h und erst anding predicting, and influencing hum
effe
behaviour in organizational settings.
of the term, but is rath er an eclectic
OB is not a discipline in the usual sense stu dy
of the behavioural sciences into the
field of stu dy involving the integration t rese arch in
ns. While those who con duc
of people's Lc.l,aviour within organizatio
business schools, they ma y hav e their
Jrganizational bt.l1av·iour often come from
al scien~e, soc iolo gy, psy cho log y,_o r
roo ts in div ers e areas, such. as politic
vant knowledgQ of these areas tha t has
ap thro pol gy. It is the integrat10n of rele
give n us a new fi~!=:! cf stu dy i.e. org
aniz! tional behaviour.
ional beh avi our is the stu dy and
In the wo rds of Keith Davis, "Organizat
ple as individuals or as gro ups act within
application of knowledge about how peo "
ani zati ons . It stri ves to iden tify way s in which people can act mo re effectively.
org
aviour can be define d as how the
According tg Luthans, "Organizational beh
ent of the hum an beh vio ur affect the
und ers tan din g, pre dic tion and managm
per form anc e of the organizations.
izational behaviour is a fiel d of study
According to SJgp~en P. Robbin~, "C?r?an
v1du,als, gro ups and stru ctu re have on
tha t inve stig 1,e s the imp act that md1
pur pose of app lyin g such kno wledge
behavi our wit in an organi~a ti~n ~or the eness."
ctiv
toward s imp r vin g an orgamzat10n s effe
 Int rod uct ion to Org ani sat ion Beh avi
our 11
Thu s, it can be co n clu ded tha t org ani
zat ion al beh avi our refe rs to the stu
the activities of peo ple in an org ani dy of
zat ion and how the ir beh avi our infl
per for ma nce of the org ani zat ion . uen ces the
·
Natfire of Organisationsal Behavi
~ under- our : Na-tur e of OB can be und ers too
d as
~ is a sep ara te fiel d of stu dy,
not a dis cip line .
. 2--:-0B is ori ent e? t~w ard s org ani zat
ion al objectives. Tho ugh an org ani zat
~11ay hav e sev e al ob1echves and som ion
7
1t sho uld not bt und erst ood tha t OB
etim es con flic ting wit h ind ivid ual obj
ectives,
onl y em pha size s the ach iev em ent of
objectiv~s at the cos t of org ani zat ion ind ivid ual
al objectives.
_ -'Dt is bas ica lly an inte rdi sct plin
ary app roa ch. An inte rdis cip lina ry
~nte1~g~·ates the rele van t kno vyl e?g app roa ch
e dra wn fro m diff ere nt dis cip line
specific pur pqs e. OB dra:-vs hea vily s for som e
from psychology, sqciology and ant
It alsd t~k~/' :ele van ~ thi: 'gs fro m e~n hro pol ogy.
om i9? , political science,. la_yv, and_bi
These d1sc1plmes exi st sep ara tely , sto r):,
but OB inte gra tes the rele van t con ten
dis cip line s to ma ke the m app lica ble ts of the se
for org ani sati ona l analysis.
_,,. . . .4 ,--e) B is a nor ma tiv e scie nce wh
ich sug ges ts onl y cause-effect rela
--pres crib es how the var iou s fin tion shi p,
din gs of the res ear che s can be app
org ani zat ion al res ults wh ich are acc li_ed to get
ept abl e to the society.
, . . . .-5-:>1t is a tota l sys tem s app roa ch
wh ere in the livi ng sys tem of an org
· is vie we d as an enl arg em ent of ani zat ion
a ma n. The sys tem s app roa ch is an
app roa ch wh ich tak es int o acc oun inte gra tive
t all the var iab les affe ctin g org ani
fun ctio nin g. In fact, the sys tem s zat ion al
thin kin g in org ani zat ion al ana lys is
dev elo ped by beh avi ora l sci ent has bee n
ists . Be hav ior al sci enc e, wh ile
org ani zat ion al beh avi our doe s not tak ana lyz ing
e hum an bei ng in isolation but as the
of soc io-p syc hol ogi cal factors. Thu produ'Ct
s, his beh avi our can be ana lyz ed kee
vie w this psy cho log ica l fram ew ork , pin g in
inte rpe rso nal orie nta tion , gro up infl
social and cul tur al factors. uen ce and
_ 6. If focuses the atte ntio n on peo ple
fro m hum ani stic poi nt of view. It is
~n the belief tha t nee ds and mo tiva bas e.cl
tion of peo ple are of hig h concern. The
acc ept anc e of the val ue of the ind re is an
ivid ual as a thin kin g, feeling org ani
wit hou t the se con sid era tion s, the sm , and
org ani zat ion ma y not be fully ope rati
social entity. ona l as a
'-- - -7_~ OB con cen trat es on app lied
res ear che s. Tho ugh ma ny of the res
ma y be car ried on in lab ora tory situ ear che s
atio ns and controlled conditions, the
for gen era l app }ic atio n in org ani zat y are me ant
ion al ana lys is. Thus, org ani zat ion al
is bot h scie nce as...w.ell as ai:t. beh avi our
- -s-:- Org ani sat ion al beh avi our is tha t par t of wh ole
ma na_gm ent wh ich rep res ent s
the beh ~vi our al app roa ch to ma nag
me nt. It is a dis tinc t field of stu dy.
9. Hu ma n beh avi our is gen era lly tak
en in form of cau se and effect rela tion
the refo re org ani sat ion al beh avi our shi p
hel ps in pred~cting the beh avi our of
Org ani sat ion al beh avi our pro vid es ind ivid ual s.
rati ona l thin kin g abo ut peo ple and
beh avi our . Th e ma jor objective of org the ir
ani sati ona l beh avi our is to exp lain and
hum an beh avi our s and org ani sati on, pre dic t
to tha t res ult yie ldin g situ atio ns can
Org ani zat ion al beh avi our has got be created .
a pra ctical val ue also by und ers tan
the ori es and res ear ch exp erie nce din g the
of oga nis atio nal beh avi our ; it p rov
ide s us
 . ti )f1
Ifl Jt'.lf ()r~,l nJS,l l
11
•
nl :'.1\ l\'L;T
--
AMAR : B.Com. -- -
12 . k. to so 1vc 1, u mc1n
(7 t
prt>bkrn .., 111 rn ,~Jn, .it
- d dforcreativethtn Iflo . . . !1e.,vilr influe11c1 :d h, ' l
f n nee e b h v1ou r 1!:> .. ., •
educa 10 . I' f organisational e a inent ::imong them J rc p!:> cJi.,
The d_isopl I~ene:es and socia l sciences. ~,e plrbo~~J viou.r is a blend of rl'!>L'<;r, h Lt-
hehav10ra sci O anisat10na e I f
. I and anthropolog~, :g h viour involves three levc o anJl \'s1, t.
sooo ogyd,. 1'plines. Organ1sa t10nal be a h . . an·d behJviour of orgJn i,Jt1·-
all these 1sc h . r group be av1our ,i•

behaviour-in. d'i v1'dual be av10u '

itself. d f Organisational Behaviour

Sie1nificance and Nee o h I . formault in a better leadersh ip
b 1. Study of organisational behaviour e ps m o
strategies. . . . . . the dynamics of relationship within
2. OB helps the orgarnsat10n m exammmg
both formal as .well as informal gro_upd~· f. t oraanisational relationshjps.
. b d rs tan ma o m er- o
3. OB helps m etter un_ e h 1 . b nderstandina how individuals, groups
4. Organisational behav10ur e ps I~ u o another.
d organisational structures interact with and affect o~e .
an 5 It studies and examines . the pa tt em o f communicat10n. . .
6.· OB studies the structure as well as the culture of the orgam~at10n.l.
7. It helps understanding the perceptio~, mot1vat10n, personality, va ues
· · - etc.
of employees. Such elements play a key role m the _success_. . .
8. Study of organisational behaviour aims at improv_m g commumca t10~.
9. OB helps the management in effectively dealing with any s?rt ?£_confl icts.
10. OB provides greater insights to the management regarding md1v1dual and
group behaviour. . . .
11. OB helps the management to understand and effectively manage fear of
change.
Q. 4. Discuss the following:
(a) OB and human relations
(b) OB and Behavioural Science
Aus-:-(a) Organisational Behaviour and Human Relations : Human relations
1ss~es that people primarily respond to their socizil environment and motivation
:lepends more on social needs. OB assumes that people are quite complex and
~espond to a variety of factors and, therefore, satisfaction of their social needs does
1ot necessarily motivate them. Human relations assumes that a satisfied worker is
nore productive. OB assumes that there is no direct cause-effect relationship
Jetween satisfaction and productivity. There fore, It is not necessary that a satisfied
Norker is more productive. Even satisfaction emerges from better productivity. A
:omparison of OB and human relations shows that sometimes both are used
_;ynonymously, while at other times, a distinction is made between the two. Hum~m
·elations broadly applies to the interaction and cooperation of people in gro ups.
fhis can happen to any aspec t of hum an activity-organis;:itional o r non -
>rganisational. Thus, human relationS' can be applied in a wider contex t. Whl'n
·rnman rela tions is used in the organisational contex t, particul ary in business and
,ndividua l organisations.
I (b) Organisationa,!_ Behaviour and Behavioural Science: Behaviou ral science
s interested in stud7 ing'f , urnan behaviour in a scien ti fic wJ y. Therefore, beh;:ivioura/
' . \ ., >')('
r- ..-' ' ~ ~ ' .,,.
-. , h ,, , • J \ 1'l lh '\'t "-\ 1 \tl, '1\ .1l1,111t \ \ lllt ,....
1
111, \ 11.i1111 .ll1 \1 ,11 , , •11 1 t l • I
1.m 1.., t"' ' •' r•, ,'\ h ,\i, hh 11 , ti- d1 thr ,nt 1.1 h -. l•,l l\1 t11 1l\ l.11
th.~ -•, • . \' ' ) I .. ,' u , ,........, h.'I 1dl ,l 11 \l 1 llf
\ ll I k t\\t 'I h, ,,I, II' l 11 II
l I. 111 \\' l.11 h .i Ill
1t .:'\'1'' 1.'n,• ,h' l' Im th1..•r b, I LI I I" t 11 1.1 I I l l Ii I
prt,, 1J in~ ll h· .m ~,,·,·1 11 1 t It,· qu (

ll' I... "-'n , 1tu.,tw n ntl , -,t 11 ,11 '\\ I1,1I nu Iii Id l~
"' t 'h' ~ l \ L'n -..1tu,,t 1 ..,n l h1~
wr th. mn w1 ~\\ g,, 1n~; tl w .m ,\\ t'I ut tlll •qu v l1o
n'1.. l1,1t ti
norm.it\\ e .1 ,p 1' d nl hum .111 l,L·
;,"-'::-, l\m~ \\'~~ m im pro , h .1, t\lU t 111, ,1 /•H 1• 1 11
mg hu m;rn h1.•h.l\ 1ou r ,n tlw
,,::- t"-'. "tl\c S. ()B .r nd be uq.;,111111 l1rn1 It, 11..d1 ,,· 11
hJ
, 1ou ral science ~hm , s thJ l bo
..,r;;..lniz.1tt1.m,1l stu dy. Beh aviou th h,W l' ... 11111I Jr l 1 >' J', <JI
r;:il ~ci ence c.1n b..., d elm ed ..1s
t-."hlh'Ur to establish ge ne ral the ~tud) of hu rnJ t
iLatio ns that ,HL' ~u pport ed by
l'\_,l\ t"(ted in an im personal an ~mp11 tL JI l·videnL1.'
d objective wa y. This ev idence
, ~rification by oth er intereste d mu ~t b<. .__apJble of 1

sch ola rs, and proced ures mu st

to review JI).d rep licati on be rnm plt>teh 01x 1
.
Q. 5'. "Expla in the ma.in co ntr
ibu tin g discip l ine s to OB .
Ans. Di sci pli ne s Co ntr ibu tin
g to org an isa tio na l Beha vio ur
be ha ,·io ur mai nly dra ws pri : Organisational
nciples and concepts from beh
maior discip lines of these sci a\' lou rJI ~-=-1e1Ke. Tlw
ences are sa.ciolng~, ~ thr o_pglo
Or ganisational be ha vio urs dra ~~ ps) cholo~\' etc.
ws som eth ing fro m, soc i;:il sC
science, history, eco no mi cs etc ience i.e . p1.'lil1ul
. Or ga nisati onal beh av iour dra
knowled ge frQrn the fo llo wi ng ,,·::. pn nc 1p ks .:m d
core disciplines -
t. Arts an d Sc ien ces
1. Hu ma nities
2. Phys ical Science and
3. Biological Science
U. Social Sciences
1. Po litical Science
2. Econ om ic, and
3. Hi sto ry
IU , Beh av ioral Science
1. Socio logy
2. Psych ology, and
3. Anthropolo gy
Organisatio nal brh .1v 1ou r d oes
no t dra w the " holl' \...nm\le
dis cip l ines bu t the onl y rc lev dgl' ot the ab o, t'
.,nl kn ow lcd gt' 1c; d r,11 \·n . Th
contributing to OB C m be dic e CO IL' d1 "rt j'l1 1w ,
;n1c;sed .is under -
Pc,ycholo gy : P~ych ology slu die
-. bd1,\\ 1ou1 in \ ·.11 H)U ~ cond1t
abnormal, ~oc 1a\, md u!:.l ria \, 1t,n-. n 1,1 m.1\
lcg;-il, Chtld lH')od, .1dnle'-tl'n1.L',
c;tudics procc>c;s es of hu ma n old ,l)~L' l'll lt .1\ , 1)
bl'11Jv iou r Su ch J c, lea rni n
S(.>nc;a t1nn , prr n• p l1on, r mo g lh m\-.111 )~. nw nw 1 \
l1o n. f..:-cll1ng .1n cJ 1wr c.0 n.1lit,
b(>hn1, 1ou ral sc il•nct>, JS appl1 ,1 ... , 1,nl1 ,h, 11 ,,n , t,,
l•d lo m.1 n.1 gl'r 1,il p r,K l11 t'" ,\H
perc1 pit on , mo ltV ill H)l l, 111tl1v1uu ' 111 tlw 111•1,l ,,1 k ,, 1111
,1l ,1n d g t llll l' dt•\ 1... 111n 1n,, k11 1r 1 1~
•r) 1p pro c<' '-", v ot,1 l1 nn .1\ l' 1lll'111 \\I 1111l11
c1h \'
tl1111n· .111 d .., 1\1 ,l.1 1111,11
de t, ,r, . , ,,11111\lt1ll, .1\i , 111 \'1'1 ,,,r
.i., I lr 111111g ,ind , Ii nw l
111 ~1• 11111 11·.. 11111.1 11,>11 t--
\, ,l,·1 ,, I', , h,, ,, ., ,, ,111,, 1
1
r ril l\ ll'111H,I llw ..,,,, 1111• 111 \11•li.n111u 1
,h 1
, .. ,~, • \\h 1th 1 11, 11h hl,11 ,,, d , 1
cm •·,111 gl' IWr.1 I lho u,l il\ ,
w1 ,•,11 ,• l\\••1 1 h,·1,\1 ,q•l1 1 1o·
\,h l,n , ~1
 AMA R : B. Com . UI Yczir Orgzinisziti on J I l-lcllJ \ iou.
1--l
.· . svcho loa is more close ly ident ified w_i lh
- .......
ovc_ral l b dl.:1\J ,"
behav 1oual sC1ence, ~- a, sC1en . vY f bel1..,v iour the term behav 10u r bcmg in terµ rv •
· p I o!oay 1s ce o " ,
sC1ence. syc ! v I d t only objec tive and subje ctive form o f hu n-'"'~
ien s no f 1 ·
literal ly for it comp rebehav iour of th e anim als. In act, t i ere is a separc:1te brar.,
. ' b 1 t1
psychologicc1 [ fa "
be~av10ur_ Iut a soh O lie which deals with the appli catioIns· of · · ',
of mdus tna psyc ogy huma n r e at10n s m organ izatio r
. . l to 1
tl· e probl ems conce rning • k ·t · ·
an d prmc1 p es ....,
integ ration of huma n facto r mto _w or SI ua tio_n Whic
H relati ons is the
cal, <tn~
m~: :es it to work toget her effect ively provi ding it so_c1a l,_ psych olog1
n o f psych ology ;1
econo mic satisf action , From this point of view, and contr ibutio
. ~

quite signifi,can~ ~ ~, '\ -3' ~\ \ <. 7' . . .

<:;ociology: It is the scien tific study of sec~~1ty, mclu ~mg p~tt: rns of soc!al
l oroup :, soetal
iel~ nship s, social intera ction and cultur e. S~ec1fically studi es so~ia
l I~ obili~y, and
behav iour society, custo ms, instit ution s, soci~l- class, ~tatu s, :ociast 1
: ~1soci~l~gy, 1
presti ge. It has also devel oped sub-f ields ~f polih c~I s~c10 logy, m~u
lo0 } of religio n.'.
socio logy of law, famil y sociology, educa t10~a l so~10Io?y, and_soc10
b_ur:<1u~rc1cy, ro le
To the mana geria l practi ce, its contr ibutio n 1s i:namly m th~ field
t~1ah_za:10~ on the
struct ures, social syste m theory , group dynam ics, effec t of mdus
discip ~me t~at ,
s o c i ~, etc. Socio logy can be desc~ ibed as an acade rrnc
bout mans social ·
utiliz e the scien tific meth od in accum ulatm g know ledge a
t he w~y in which
behav iour. It studies- the patte rned, share d hurna n bi:::1~viour ;
peopl e ac~~ ward ~ e ~noth e~ ~~ ~ , ...-1'\ ' , . '~.
m part and
Antllr~olo gy: It 1s the study of vario us aspec ts o f h uman s w1th
study the norms
pres~nt so~ieties. Socia l anthr opolo gy and cultu ral anthr opolo gy
ng the cultural
and value s of societ ies. Anth ropol ogy contr ibute s in unde rs t,mdi
s, senti ments,
effects on organ izatio nal behav iour, effect s of val ue, syste ms, norm
ul arly studies
cohes ion and integr ation. Anthr opolo gy is the scien ce of man. It partic
ls and g roups,
civili zation , forms of cultu res and their impa c t on indi v idua
onsh ip am ong
biolo gical featu res of man and evolu tiona ry patte rn and relati
ns, powe r ,rnd
langu ages. Politi cal scienc e provi des clue to confl icts organ izatio
rical app roach,
autho rity struct ure, and overa ll admin istrat ive proce ss. From histo
roles o f decis ion
- case studi es have emer ged which have helpe d in cla rify ing the
make rs. ,

Econ omics contr ibute s in unde rstan ding the decis ion proce ss, meth od s o f
mic polic y 011
alloca ting scarc e resou rces in organ izatio ns, and the impa ct of econo
organ izatio ns.
ger has to face
Q. 6. What are the chall enges and oppo rtuni ties that a mana
in mana ging huma n beha viour ?
chara cteriz ed
Ans. Chall enges and oppo rtuni ties for OB: India n busin ess in
t o f econ omic
~y 1ib~r a~iza tion of ec?no _my and globa lizati on. In the ligh
libera lizati on and globa hzat1 0n, some beh c1viou ral cha lleng es...af)
are ident ified w hich are as unde r: - _ ·
., C
, ' ~ . .
d op ortun itics

beha~ ioura l
I. Cultu ral Diver sity: ~eop le of differ ent cultu res h a~e di fferen~
m <1nner by which
patter n~. Every cultu ral se tting has its own patte rn that sh<1pes the
ions they h ave,
peop le m terrel ate, such as: how they g reet each other , the conv ersat
and m any m ore
t~e way they han_d le the_1r table man_n ers, busin ess proto col,
and v<1lu es thzit
differ ent ways of m teract mg . Cultu re 1s a set of belief s, attitu des,
 Introduction to Organisation Behav 15
iour
are shared commonly by the memb
ers of the society. Since different cou
have different cultures, people of dif ntries ma y
ferent countries may have different beh
patterns. There is a difference in the avioural
way the feedback is given to a collea
is considered to be sta nda rd in the US gue, wh at
could actually be considered rud e in
cultural setting. Th e wa y by wh ich anoth~r
you deal wit h your boss is totally dif
many countries, som e of ou r bosses fer ent m
replies can also have a different me
dep end in? on the rol_e tha t you play; ani ng,
and of course, bod y language can als
different mterpretations, dep end ing o por tra y
on the 'context. Cultural diversity
five dimensions,: ~d ~v idu ali sm ver exis..ts on
sus collectivism, pow er distance, unc
avoidance, m_ascu hm ty ver~us fem ertainty
inintty, and -time ~H'ientation. Let us
these dimensions affect hu ma n beh see how
aviour and, consequently, wo rk pra
1. lnd ~id~ lisp:\ and Collec t~sm: ctices.
Individualism is the extent to which
place vaft}~ ~1~fne ~\~ \ves, 01\ife co§'.e\""t"G~ is people
the extent to which people emphasiz
the good of the society. Followi.ng e
and organization- are the main things regariding indivi
dualism
·
Direct app rai sal of performance imp
roves productivity
Greater social mobility across occupa
tions
More im por tan ce to freedom and cha
llenging jobs
Poor per for ma nce reason for dismis
sal
Pre fer red rew ard allocation based
on equity for all
Employees responsible for themselv
es
- Family rel atio nsh ips seen as a
disadvantage in hiring
The major thi ngs reg ird ing collectivi
sm and wo rk organization can be und
Poor per for ma nce rea son for other er:
tasks
Pre fer red rew ard allocation based
on gro up equity
More im por tan ce to training and use
of skills in jobs
Direct appraisa1 of performance is
a threat to harmony
Less social mobility across occupa
tions
Or gan iza tio ns responsible for emplo
yees
Relatives of employees and emplo
yees preferred in hiring.
'-> : r-- .. . ..,2,_0rienta_tipn tJ?.,Aµ_th91i,!Y~
--~<2~ er Distance : It is the extent to
p~w"e~ful te'opfe·~ccept t~ ~1equ al'd wh ich less
isttibution of pow~r; people pre~er
situation wh ere the aut hor ity is clearly to be in a
und ers too d and lmes of authority are
bypassed. Effects of low er pow er dis never
tance can be as under.
Stress on rew ard ~nd expert power
Flat str uct ure wit h few supervisory
personnel
Participative/ consultative decision
making
Fre edo m mo re im por tan t tha n equ
ality
Au tho rity bas ed on rational argum
ents and consultation.
Effects of hig h pow er distance is as
un de r-
Equality/conformity more im por tan
t tha n freedom
Stress on coreci ve and referent pow
er
Tall str uct ure with large num ber of
supervisory per son nel
Au tho rita tiv e/p ate rnalistic decisio
n makin g
Au tho rity bas ed on tra ditions and
rules
 16 AMAR: B.C om . Irr Year Orgzrnisation al Behavio ur
' • 't' ~ ,\ , ""--. \ '.' : . p le p'refer to be in clear situ.:itio1~ _
3. Preferen ce for Stab11ity .' eop .d . as under. tht
. t L uncertai nty avo1 ance is t
avoid unce rtain Y· ow and preferen ce for indepen dent decj . r
_ Compet ition among emp 1oy~es . sio:
Prefe rence for smaller organiz ations-
Preferen ce for tasks with uncerta in . tcomes calculat ed risks a
ou ' , nc (
requirin g problem solving.
High uncertai nty avoidanc e ca1: be_know n as under-
Preferen ce for larger organiza tions . . 1
Avoidin g competi tion with peers and preferen ce for _group dec1s1on. I
Preferen ce for tasks w_ith certai~ ou~com es, no nsks, and fo!Iowinl
instructi ons.\.,, ~ c:i.rS" ~t1\', ..,..., ..,• · ~ ' l \ • • •
4 Mascul inity versus Feminin ity : In societie s havmg Musculin ity
chara~ter istics more emphasi s is placed on ego goals, such as care_er,_ money, etc.
while in socie~ies having feminini ty characte ristics, more emphasl 's 1s placed onh
social goals, such as relations hips, helping others etc. il
• •
, :;....i 4\1as_culinLty has followin g features - 1

' 1~ •ch-;Jien ge and recogniti on in jobs importa nt

2. Live in order to work etho Stress on what you do :1
;t
3. Ego orientati on
4. Lower norms for emotiona l stability and ego control.
~ . Faminity has followin g features - .
'--" \"(_ -~~~ ~ Corpora tion at work and relations hip with boss importa nt
2. Relation ship orientati on
3. Work in order to live etho
4. Stress on what you are
5. Higher norms for emotiona l stability and ego control.
5. Long-term Orientation and Short-term Orientat ion : People who prefer
long-term orientati on focus on future.
1. Syntheti c thinking and structure d problem solving.
2. Thinking that the most importan t events in life will occur in future.
3. Persistence, persever ance; in business, building of relations hip and market
position
4. Relation ships ordered by statues and this order observed
People having short-ter m orientati on have respect for tradition s and social
obligatio ns., They a; e more ?ri7nted ~ow~ s pas_t ~nd B-:.e sent. They expect quick ,
re SU Jts. ~ V ;' C, 'f'' , ',.. '' •• , ~ '° }' , < ' ·
r ' r , r • .'
1
II. Acquisit ions and Mergers of Organisa tions : In merger, one organiza tion
merges another organiza tion in its entity while in acquisiti on, one organiza tion
acquires the control of another organiza tion. Liberaliz ation has ·paved the way for
mergers and acquisiti ons. Post-mer ger and acquisiti on, integrati on involves three
phases-c leaning up ~nd buil?i~g the foundat ion throu g h change in top
managem ent, protect10 n of ex1stmg managem ent at the next layer, financial
rep_ort_ing_ system and ~u_nctional disciplin e; strategi c and o rganiza tional
Jev1ta1Izat10n, through v1s1on and values, structura l reorgani zation, workforce
ra ti onali zation, and skill updating ; and integrati on of people and operations
 Int rod uction to Organi sat ion Beh avi
our 17
thr oug h fun ct~o nal int egr atio n, sys
tems inte gra tion , stra teg ic inv es~
ma rke t exp ans10n , and two -way flow ~ent J nd
of peo ple at diff erent lev els ,. - .J\ \A
ln ma ny cas es of me rge rs and acquis ~
itions, rate of peo ple attr itio ~ is ver y
Dif fer ences in Ma nag em ent Pra ctic hig h.
es: Ma nag me nt practices ma y dif fer.
differences ma y be on the fol low ing Such
aspects;
1. Wo rk- cul tur e-h igh per for min g ver
sus low per for min g.
2. Per for ma nce app rai sal -m ode rn
ver sus trad itio nal .
3. Co mp ens atio n-C om pet enc e-b ase
d ver sus job-based.
4. Ma tch ing jobs and ind ivi dua ls-
hig h ma tch ing ver sus low ma tch ing
5. De vel o~m ent of ~eo ple -hi gh con .
cer n ver sus low conc~ n.
6. Pro ~~t lo~ -m er_ 1t- bas ed ver su~ sen
ior ity- bas ed . .._ ~ ! . "'\ \
7. Par hci pat ron - hig h ver sus low or
nil. "3 O
Ill. en a' ngi ng wo rkf orc e and Workforc
e Div ers ity : Now, wo rkf orc e is mo re
--ecfu cat ed and ski ll-o rien ted and has
hig h expectations. This is tru e wit h ma
too. Tod ays wo rkf orc e is bec om ing div nag ers
erse. It includes different age groups,
races. Ma nag ing the wo rkf orc e divers gen der,
ity has become a global concern. The
re9s._o~ ~o mp loy het€ro ~ne o\! s, cat pri ma ry
~ . ..,-.,_..,. ~
eg~ r of em plo yee s is to tap the tale nts and
po~ baT it es, par nes sihg( t e 1fu-t ova7 .
" . ·, ~ . .
·l!.i n@s\, obt am mg syn erg etic effe ct am ong
the divorce wo rkf orm ce. In general,
employees wa nte d to reta in the ir ind
and cul tur al identity, val ues and life ivid ual
styles eve n tho ugh they are wo rki ng
same org ani zat ion wit h com mo n rul in the
es and regulations. The major challen
organizations is to bec om e mo re acc ge for
om mo dat ing to diverse gro ups of peo
add res sin g the ir dif fer ent life styles, ple by
family nee ds and wo rk styles. Techno
changes, stru ctu ral changes, env iro nm logical
ent al changes are accelerated at a faster
in business field. Un les s em plo yee rate
s and executives are equ ipp ed to pos
required skills to ada pt tho se change sess the
s, the achievement of the targeted goa
be ac~ieved. in ti~ e. Th!::~ o: di!f~r~~ ls cannot
technical skills. ;i \ .J \'---'..-?\ , c, - t Cc\t~ gor ie.s .9f sl<~lJ; ~®.-~gerial skills and
· ;~ ~ · - < , , .{, •
~ - Increasefr?consciousness Toward
s Quality: Organizations are becom
con sci ous abo ut the qua lity of the ing
ir pro duc ts/s erv ice s. Qu ality is a sen
app rec iati on tha t som eth ing is bet ter se of
tha n som eth ing else. Fro m operationa
of view, qua lity me ans focusing on l poi nt
the creation of increasingly bet ter pro
services at pro gre ssiv ely mo re com duc ts/
petitive prices. The concept of total
ma nag em ent (TQM) wh ich ori gin ate quality
d in Japan has spr ead thr oug hou t the
and has attr act ed the atte ntio n of Ind wo rld
ian cor por ate sector only recently bec
glo bal iza tion of economy, inc rea sed ause of
competition, and gre ate r exp ect atio
dis cer nin g cus tom ers. Fie gen bau m has ns of
defined TQM as follows: "Total compos
of pro duc t and service characteristic ite
s of marketing, engineering, ma nuf act
and ma inte nan ce thr oug h wh ich the uri ng
pro duc t and service in use wil l me
expectations of the customers." et the
It is a phi los oph y of ma nag em ent
that is dri ven by the con sta nt atta inm
customer satisfaction thr oug h the con ent of
tinuous, imp rov em ent of all organizat
process. Th e com pon ent s of TQM are ional
intense focus of the customer; concer
con tinu al improvement; in the quality n for
of everything the organization does; acc
measu rem ent and em pow erm ent . ura te
Reel'\ginee ring : It re~ers to discrete
intitiativ~s that are inte_nded to achiev
rad ically r edesigned and 1mp rov ed e
"\..v r wo rk proces s ma bou nde d time fram
, e.
\'..l.
' .,,_
,_. \ ,, - -...,,,
' .v.->,
_,; , ''
~~
18____:A~M~A~R~:~B~~
-o:m~~
- ~~===~::;.:
C
:-:~;::---
III Year Org anis atio nal Beh avio ur

It mea ns con
. ous imp rov eme.nt or
tmu I
imp rovernelll
t·on that ther e 1s a• way s scop e far
Kaizen is Janp ense. term . mp h .
b don the assu I
proc ess. it has its emp as1s on
over imp rove men t. It is ase . . nev er-e ndin g
men t syst em tha~ sup por ts ~nd
imp rove men t and , ther efor :· it_ is and man age
imp rove men t. It invo lves a Wide
proc ess-orie nted way of thmkm_g d darts for
con trol , qua lity imp rove ment
ackn owle dges peop le's proc ~ss- or!e nt~o ~l uali ty rove ment,
rang e of area s-cu stom er onen tat1 0n, d evegl o pme nt' pro duc tivi ty imp
. . me, n ew prod uct t· ·ties etc.
zero defect, just- m-ti· stem sma ll grou p ac ivi
disciplin e, sugg e st10 n ;Y th
' d f
0
. ving bus ines s proc esse s. The method,
ve and con trol ) is sup port ed by
Kai zen is a stru ctur ed me o
called DM AIC (defin~, ~ea sure , a~: ;::~::~:~ta~istically
~ imp ~o
how wel l a busine~
th t erfo rm at low er sigm a leve ls prod uce
an asso rtme nt of s_tat1sttcal tool s. prod uce
process is perf orm mg. The proc ess~ : alt f poss ible that a proc ess may . . h
d f cts per mill ion opp ortu mt1 es. 1s cts, but six sigm a as
low er defe
:~~ en ~7g her level than six sigm a imp lyin g still
d h bTt y f rm
become pop ular . rnet an t e a i i _o 1
w k' in Net wor ked orga niza tion s : The intetion s hav e crea ted a different
niza
com pu~ :r:~ thin orga niza tion s and betw een orga
to wor k toge ther eve n they my
wor kpla ce for man y emp loye es. It allo ws peo ple
be thou sand of mile s a part .
e-bu sine ss. Stat e ~d central
E-Organizations: This emb race s e-co mm erce and
Inte rnet for ex tend ing all the
Gov ernm ents , mun icip al corp orat ions are usin g the . .
rnet . _
pub lic utili ty services mor e effic ient ly thro ugh inte
E-co mm erce : E-C omm erce refe rs to the bus
ines s ope rati ons 1nv olvmg I
enti ng pro duc ts on w ebsites
elec tron ic mod e of tran sact ions . It enco mpa sses pres
med ia atte ntio n give n to using
and filling orde r. The vast maj ority of artic les and
ppin g.
the Inte rnet in busi ness are dire cted at on-l ine sho
tegi es for run ning internet- /
E-B usin ess : E-bu sine ss incl ude dev elop ing stra
ns, coll abo ratin g with part ners
base d com pani es, crea ting inte grat ed sup ply chai
on, iden tify ing a diff eren t kings
to elec tron icall y coor dina te desi gn and prod ucti
ied peo ple to buil d and ope rate
of lead er to run a 'virt ual' busi ness , find ing skil
intra nets and web sites .
al beh avio ur are in the form
VI. Ethi cal Issu es: Ethical issu es in orga niza tion
al prin cipl es that sho uld play
of busi ness ethi cs whi ch refe rs to a set of mor
s and emp loye es in the ope rati on
sign ifica nt role in guid ing the con duc t of man ager
deci ding wha t is righ t or wro ng'
of any orga niza tion . The re mor al prin cipl es help in
t acti ons sho uld be take n and
action. The imp lica tion of ethi cs is that only righ
wro ng acti ons shou ld be avoi ded.
atio ns tend to feel that their
Org anis atio n tend s to beh ave ethi call y. Org aniz
and any une thic al beh avio u r is a
long -term surv ival.dep end s on ethic~! beh avio ur
e is a prov erb, hon es ty is the
shor t-te~ m aber rat1 0n. Bec ause of this feat ure, ther
best poh cy.
h it,
Cred ibili ty of an orga·niza tion is an esse ntia l phe nom eno n b ecau se th rou g
'd · .
· · org aniz atio n refe rs to wha t jt is
the orga rnz~ hon prot ects ~ts 1 enti ty. Iden tity of an ·t f h • t·on
and wha t kmd of perc epti on peo ple hav e abo ut it · Cred ib·1 I 1 y o t e o rgan 1za 1
. es ty.
dep en d s on trus two rth mes s, tran spar ency, and hon
•••
 Unit-II: Individual Behaviour j
2 Personality
Q. 1. Def ine Personality. What are its det
erm ina nts?
Ans. Wh at is pers ona lity . The term pers
ona lity has bee n der ived from Latin
term "pe rson a" whi ch mea ns "to spe ak thro
ugh" the Latin term den otes the mas k
whi ch actors use d to wea r in anc ient Gre
ek and Rome therefore per son alit y refers
to how peo ple infl uen ce oth ers thro ugh thei
r external appearances. Personality may
be defi ned in term s of org aniz ed beh avio
ur as pre disp osit ion to react to a giv en
stim ulus in a par ticu lar man ner ; this may
be in the form of consistent resp ons e to
environmental stim uli. Per son alit y embrace
s all the uni que traits and patt ern s of
adjustment of the ind ivid ual in his relation
ship wit h oth ers and his env iron men t.
This implies not onl y the stru ctur e of per
son alit y but its dyn ami c qua litie s as well.
"Pe rson alit y is a set of cha rac teri stic s
and ten den cies tha t det erm ine tho se
commonalities and differences in the beh
avio r (thoughts, feelings, and actions) of
people that hav~ con tinu ity in tim e and
that may not be easily und erst ood as the
sole result of the social and biological pre
ssu res of the mom ent. " Personality is a set
of traits and characteristics, hab it patt ern
s and con diti one d resp ons es to certain
stimuli that form ulat e the imp ress ion and
ind ivid ual mak es upo n others. Thus,
personality may com e out as war m and frie
ndly, arro gan t and aggressive.
According to Flood L Ruch, "Personality
includes external app eara nce s and
behaviour, inn er awareness of self as a per
man ent organizing force and the particular
patt ern of org anis atio n of mea sura ble trai
ts, bot h inn er and outer."
Acc ord ing to Fred Luthans, "Personality
mea ns how a person affects oth ers
and how he und erst and s and view s him
self as well as patt ern of inn er and out er
measurable traits and the per son -sit uati on
interaction."
According to Gor don Allport, "Personality
is a dyn amic organis atio n within
the indi vidu al of thos e psychological syst
ems that determine his uni que adju stn, ent
to the environment".
According to Ruch, per son alit y include
:
(a) external app eara nce and beh avio ur or
social stimulu~ val ue;
(b) inn er awa ren ess of self as a per man ent
orga nizing force ;.an d
(c) the par ticu lar pat tern or org aniz atio n
of measurable traits, bot h inner and
oute r.
The rela tion ship bet wee n sup erv isor s
and emp loyees is refl ecte d in the ir
pers onality. Ma nag ers can deal mo re effe
ctively wit h sub ord inates and emp loyees
if they und erstand how ind ivid ual' s per son
ality develop s. Personality is com posed
of several cha ract eris tics whi ch are com par
atively pcnTIJllL'n t and inilul'llC~ hum an
beh avio ur.

( 1 Q\
 l l,•m~nh of rwr..on.,lih
l l\'f' tlll. lht\ 1, ~\\\ I dth 'dt• d b,•h ,l\ 11lll
tr:uh
~ It rtT n'-, rnb d1) tH tn 1.c'
J f\•r--~)fl.llit, 1s uniq ut in n.1tur,•
-l P,)~t)nJ litv for ms a tlme-intt•g\.•Jtmg -..1
I Ul Itll t'
.t\ ,11111 ,,.1 ,1111J11 l ,1 I ,i
5. rt'rsonali,ty results finall y into .1ct1011 lit•h
,11

L'r).!,miz,ltion or situ;-ition. 'lll.,l ' 11 ,lrf(•, I , ' ·'' iou• , ,.,," li,,1,,,.
' Pt>~on,1lin t:ikes whole man concept Lwt.
. , . ed consistent p:itt em of pl'rtl•ptmn of tht· I , ,,t<iund \I\ I
pw(~$.5es. It 1s an orga rnz ,
e., Pi,ydwlng, ~h II l Vt· .Jlt(' III J>I, d tr
tht> indi \'idual interacts and has e, perienc
ts. Pt>r-,on,1lit v fJll or~ Mt' t•x lfl•rr11 ,
des(ribe personality in term s of stand;:ird trL1i
i~ o~t.• uf thr ffiJJOr P.,\C hulog,c.,
important in org anisation sett ing. PersonJ lity
onality ,~ sum total of an ind " 1dua 1r
factors affecting the human beh aviour. Pers
ht.>r bt'haviour ma gn en <.>m 1ronmer t
psycho-p hysical system-that determine his or
situ ation.
Determinants of Per son alit y
:
Following are the determ inants of persona lity
(i) Biological Factors: 1. Heredity: It
is transmission of qualities from parenl:,
in the chromosomes of germ cells
to chil dren through a mechanism lyin g primarily
cture of the gen es localed in lh('
Ind ividual's pers ona lity is a molecu lar stru
1ctiveness, tem per Jrnen t, mu:,cle
chromosomes. Physica l stat ure, facial attr.
tha t are generally inhentt:>d from one:i
composition are examples of heredi ty fact ors
parents.
2. Brai n : It is another biologica l factor whi
ch 1nflut'nces thl• pl.'rsonJli t, . 11,e
the structure of hum Jn br.1111 mlo
psychologists and phys iologists have studied
righ t sid~ of the bod v Jnd righ t
two parts-le ft hemisphere which lies in the
body. DL'pend1ng on tlw -,truclure of
hem isphere whi ch lies in the left side of thl'
the brai.n, an indi vidual persona lity develops.
Lef t and rigl1 t hemisph ere of the brJi n
Left Hemisph ere Right Hem isph ere

Speech/verba I Spa tial/ mus1ca I

Logical, mathem atica l Holistic
Linear, detailed Arti stic, Symbolic
Sequential Simu ltaneous
Dominant Minor (quiet)
Wo rdly Spintu;-il
Acti ve Rl'Cl'pli Vt'
Analytic Synllwtir, grc..t.ilt 0 rirtl ll'd
Reading, writing, naming l•,1t 1.d rt'cngnit ll, 11
Seq uen tial ord rnn g ~llll l ilt.111 cp11 ... I 011 1prl' l1<'1 l '-l1'l
l

Complex motor sC'quenn.·., H1'll lg111 l1n11 ,1( ( 1, 1111 ,ic, l it; tlll'
'-
 Person ality 21
3. Physic al : A person 's physic al features have some influen ce on his person ality.
Some people give relativ ely higher weigh t age to the physic al featur es
of an
individ ual while defini ng his personality. A person 's physic al feature s have
some
influence on his person ality becaus e he will influen ce others and, in turn, will
affect
his self-concept. Musse n observ es that "a child's physic al charac teristic s
may be
related to his approa ch to the social enviro nment , to the expect ancies of others
, and
to their reacti on to him. These , in turn, may have impac t on perso
nality
development." There may be correla tion betwee n physic al feature s and person
ality
traits.
Endom orphy person focuse d on the digestive system and has soft body with
round shape.
Mesophorphy. Person ality traits are adven turous , desire for power and
domin ance, courag eous, asserti ve, indiffe rent to what others think or
want,
competitive, and love for risk.
Ectom orphy type person focuses on nervou s system and brain; is thin, tall, and
stoop should ered, and has flat chest, delicate build, and young appear ance.
His
person ality traits are self-co nsciou s, prefer ence for privacy, introv ert, sociall
y
anxious, artistic, menta lly intense, and emotio nally restrai ned.
(ii) Family and social factors: 'Family and social groups have most signi{i
cant
impac t on person ality develo pment . ·These groups have their impac t throug
h
socialization and identif ication processes. The nature of such influen ce will depen
d
upon the follow ing factors : ·
(i) Socio-Economic level of the family -
(ii) Size of family
(iii) Birth order
(iv) Race
(v) Religion
(vi) Parent 's educat ional level
(vii) Geogr aphic location
Socializating and identification process is influen ced by home en~iro nment,
family memb ers, and social groups .
1. Horne Environment : It is a critical factor in person ality develo pment . For
example, childre n with marke dly institutional upbrin ging or childre n in a
cold,
unstim ulation home have a much greate r potential to be emotio nally malad justed
than childre n raised by parent s in a warm, loving, and stimul ating enviro nment
.
2. Member of Family: Parent~ and other family memb er have strong influence
on the personality develo pment of the child. Parents have more effect on
the
personality develo pment as compa red to other memb ers of the family.
3. Social Groups : Social placem ent of the family and the agencies outsid e the
home, particu larly the scho0l, friends hip, and other work groups etc. also
affect
personality develo pment .
The impact of these factors can be unders tood by the sociali zation and the
identification process. The contrib ution of family and social group in combination
with culture is called sociali zation. It initially starts with mothe r and later on
the
 J\M/\ll : J\.C\11n. Ill Y(•,11 ( ll) ', .1111 ·,.11 ,.i,1.II I\, l i.1, ,, ,111
"l l

~ nh'l'\l~ of the famil y. !Jent ifil .11 i1)11 :,t._11 h ,,.,11,•11 ., I 11·1.,, ", 1,,.,.., 11,·, t, ' ,, I,
' it i1,
. - ·lf with soml' otlwr nwmlwrs nf tl11• f,11nil y.
hnn::i1: . . I I I •I •11nill•"1wll.tl ,11 11•1·1<111 I:, .11,d wl , I
(' ") Cultural F:1ctors: Culture :1rg,· Y' l 1
"' . , . , ' culture within J 1wr:,<lll 1·1 h1 ,111 ~\III "P, 1·1 v, · 1 y 1i1 l p111 l.11 ·1 •1
prrso n will le::irn. 1 h1.: 1\
. f b 11 . . 0 fa 11crson J\t'corc 1,ng . 1 l Mu1-1rJcn 1•.1111, 1ilt1111 • 1•xi>
t , ,
detenmnant o e av,ou, . i•11~
d · ·t cmb •rs lo beh;we 111 t11c ·w:1y s lli J t ~ll't' ·~ll'i'l'l, 1,,lll1• lnllH '/'/<HlJ 1. l ·u11u
an trams I s m f I c b I' f < I cs and techni(Jucs fnr d1 •,1l lng w illi iv
tilt•,·11vi1<,n 11 11•111
is the complex o t 1c e ,es, va u . , nJ lrans1nitli'J hy iHll' ~;l'lll•r.1liu11 I() i11•xt
which are shared among contempor aries a !J •r·
. d < • , •
ta I, c , frolll 1h nw111 1 ... ·
Culture requires both conformity an accep L: • • • • ,
. . Th ff tof environrm:nl1s qu1I C!,l101 11-,,K 11ow
,
(iv) S1tuahonal Factors: e e ec . lrrh,
'f' . . 11

skill and language are acqu 11· .ed an d represent impo rtant 111 uc.l 1 1Ci.l l1on of 1111,
,

•
behaviour. Learn ed mo d'f" t· · behaviour are not passe d on to l he childr
1 1ca 10n m
.
e:n,
they must be acquired by them through their own p~rsonal ex~e .
ne,ncc,_lhrou14~
interaction with the environment. The affect of environment is
very str.0 ng; Jt
exercises constraints or pTovides push. In certain circumstances~
the actions of
individuals are determined by kind of situation they are p_laced
m. ~hey can be
acquired through own personal experience or interaction with the
environment.
Q. 2. What are the theories of personality ? ·
Ans. Theories of Personality
Psychological Theory : Sigmund Fraud developed Psychoanalytical
theory
based o,n his 40 years of writings and clinical practice. Fraud's clinic
al experiments
on his patient's behaviour led him to conclude that behaviour is main
ly influenced

~
by unconscious framework. This unconscious framework is comp
osed of three
elements-id, ego and super ego. Fraud himself considers the division
as hypothetical
one rather than specific structures of one's personality.
(a) Id : Id is the original and the most basic system and
consists of everything
psychologically that is inherited and present at the time of birth. At
the base of the
Freudian theory lies the id that is primitive, instinctual and gove
rned by the
principles of greed and pleasure. Id is the foundation of the unconsciou
s behaviour
and is the base of libido drives. In simple words, Id is the sources of
psychic energy
and seeks immediate satisfaction of biological or instinctual needs
. These needs
include sexual pleasure and other biological pleasures.
(b) Ego: The ego is the reality oriented part in thinking;
it is large ly practical
and works in an executive capacity. The Ego is associated with the
realities of life.
Ego is the conscious and logi~al part because it is concerned nbou
t the realities of
external environment. The ego of a person keeps the Id in check wlwn
~vcr it demands
immediate pleasure. The ego develops by creating an dfeeliw Pl't'Ccplua
l mechanism
that enables a person to adjust to the rcn lity principlt· vii., lllll'rL
lllC!.:! of tension
expectation of punishment, awareness of things :rnd :11-1 s<h ·i;11 •d l11hili
1 ll iuns of actions'.
With its logic and intellect, ego controls the Id .
(c) Su~er Ege: ~he supc~ego repn·s~11ls tit(• n1H·111:1nf IIi,· i11d
ivl d ;il, his family
and the so_c,ety and 1~ an ethica l const1::i1nt on llh· h1 •li,1v l1111r, ll , 11
11, \ 'Sents noblest
th_ough ts, 1?~als, fcclin ?s tl~at arc .:icqu ,n•d hy :i 1wrr1t111 l111 , ld:i 111
fri ends, relig1on, organisation and collP:1g111•:i I'! ~.
11
1,,11.c,,l:;, ll'ad, crs,
 Perso nality 23
The id, the ego an d th e su per ego are inter-rela ted . ln
orde r to creat e J norm al
perso nality, there must be a p_rop er balan ce in the relat
ionsh ip amo ng these for~es.
For example, if the supe r ego is over develope d, a man will
beco me very impr actic al
and irrational. He w ill feel guilty over trivia l matt ers. Such
a perso n cann ot exist in
the mod em life. On the othe r hand, an unde rdev elop ed
supe r ego wou ld let the Id
uro-e s loose, wh ich w ould mak e a man high ly imm oral
or with few morals. Then
th;re will not be muc h diffe rence betw een the man and
the anim al. That is why;
there must be a prop er balan ce betw een these forces. On
the othe r hand , this theo ry
is base d upon theor etica l conc ept. It does not give a total
pictu re of beha viou r whic h
is emer ging from the perso nalit y. Ther efore , this theor
y is not very relev ant from
the behaviora l scien ce poin t of view.
Trai t Theo ry of Pers onal ity : This theo ry post ulate
s that an indiv idua l
personalit y is com pose d of defin ite pred ispos ition al
attrib utes calle d traits . A
perso nalit y trait can be defin ed as "an endu ring attrib
ute of a perso n that appe ars
const antly in varie ty of situa tion" .
Indiv idua l can be desc ribed in term s of cons truct ion of
traits such as affiliation,
achie veme nt, anxi ety, aggr essio n and depe nden cy.
Trait disti ngui sped one
perso nalit y from the othe r. Trait s c:1.i"1J. the amou nt of each
traits that a pers on has is
assu med to be stabl e and exert s fairly univ ersal affec
ts on behaviou r and the
differences in perso nalit y and beha viou r betw een two
indiv idual s is assu med to be
resul t of diffe rence s in the amo unt of each that each perso
n has.
Trait theor y of perso nalit y attem pts to unde rstan d how
a set of perso nalit y
variables exert s on one's beha viou r. The main draw back
of tnis theo ry is it is more
descr iptiv e and less analy tical. In fact no hard evide nces
are there to supp ort that
trait theor y has a valid meas urem ent of perso nality.
Sixtee·n Primary Trait s
Main Opp osite
1. Rese rved Outg oing
2. Less intel ligen t More intel ligen t
3. Affe cted by feeli ngs Emo tiona lly stabl e
4. Subm issiv e Dom iQan t
5. Serio us Happ y-go -lucky
6. ExIJedient Cons cient ious
7. Timi d Vent ureso me
8. Toug h mind ed Sens itive
9. Trus ting Susp iciou s
10. Practical Imag inati ve
11. Fort right Shre wd
12. Self assu red Appr ehen sive
13. Cons erva tive Expe rime nting
14. Grou p Depe nden t Self- suffi cient
15. Unco ntrol led Cont rolle d
16. Relaxed Tens ed
 f\lVl.t\ .1\, lJ , '-,VlH • . . . · - ·- · - u
24

Self Theory of Personality : This .theorTh y treats organ ism as who I

. e to cl
degree than other theore tical formu lati01:s. e most impo rtant contri buoo g'.l":

theory comes from Carl Rigors. He defmed self or self concept as an

n1~
consistent conceptual gestalt composed of ~erceptions of _the 'I' or
%g~~, 1

relationship of 'I' & 'ME' with others and to various aspects of hfe has been anq1
t • l
Y:
by Rogers.
A. Self Image: By nature, every person has certain beliefs about what or ,
lvf
he/she is. The self images the way one sees oneself.
B. Ideal Self : The ideal self refers to w~at one w~uld like _to do, What 00 '
would like to be. Basic difference between self image and ideal self 1s that the
f
indicates reality of a person whereas later implies ideality of a person. The~r~0
er
self image is reality and ideal self is perception.
C. Looking Glass Self : The lookin~ glass self is th~ ~ercep!i~n of a per
ti
about how others are perceiving his qualities and characteristics. This 1s a percep
of others perception.
D. Real Self: The first three aspects of self concept are the functi ons of individu
eJv
perception. People receive feedback from environment and re-evaluate thems
mutu~
and re-adjust their self image with the cues they are receiving. Thus there is a
recognition of his real self.
Aperson perceives a situation depending upon his self concept which has diret1
~
influence on his behaviour which implies that person with different self concep
a very
needs different types of managerial practices. Self concept theory plays
important role in analysing organisational behaviour.
Social Learning Theory: Self learning theory considers situation as an import
an1
situatio n
determi}lant of behaviour according to this an individual's action in a given
in
is individual's appraisal of the situatjon and post reinforcement of behaviour
somewhat similar situation. When people encounter relatively stable situati on
their
ach is
behaviour will be more or less consistent. The main focus of learning appro
on various patterns of behaviour that individuals adopt by learning
from
direct
environment. Some behavioural patterns are learned or acquired through
ary for
experience. Social learning theorists believe that reinforcement is not necess
on
learning but they accept that reinforcement facilitates learnin g by focusing attenti
to
The assumption of this theory is that peopl e like to behave in the ways likely
quite large
produce reinforcement. The individual's range of learned behaviors is
ted
and the particular action chosen for specific situation depends upon expec
outcome.
Q. 3. Design the following personality parts.
(a) Type A and type B. Personality traits.
(b) Authoritarianism personality trait.
(c) Machiavellionism personality trait.
(d) Locus of control.
(e) Work ethic orientation.
(f) Tolerance of ambiguity.
(g) Risk taking.
(h) Management style.

d
 Per sonality 25
_!....::..:. •.;~r:-e A ~~d 1 ?-= B Per son alit y Traits: Per sonality has been gro
_:- :: -:- , : ~:-=-; ::-::= =~~:~.::_z-y c.J?habets A and B. upe d
Type A peo ple alw ays feel a
=--=-- : -2:: =-=--=.::: ; ~ -::-,- ~-=_:--.:; ,-,J~ ~c.rjeYeme nt-o
rien ted , exhibit a com pet itiv e drive,
::__-- : ;..:-2 :.::-- ? ::;:: ~: -....-::-z-. ::-.a:- ·v,-ork is slow ed dow n for
any rea son . Suc h peo ple are
:-:- : :-: -;:=-~ =---= : :; : ·"';:;: a ...::.:k ._Cb tt'1e ot.her
han d, typ e B peo ple are eas ygo ing . Do
:-::.· 2 ..: ;==- -::· :::- ~ :e., 2...
:..::1 do not ~""Perience the
not
competitive drive. Personalities
:-~- c ~ =- - ::·..:r.2-:. :....-·:0 :--.., -~ ca:egories
den ote d by alphabet 'A' and 'B'. Type
:_::,.2::-::-: :-~ :-: · ~?C ?-~ _ 2:--= fi:p a::e nt, 3.ggressive and highly competi 'A'
tive
~:: 'C2~-_.- ?~=:=--; . ~~ :'~=-°!< ~:d
·, : :-~- ~~3..:-:: ~:.: :.:_e::- r-.e p_:nYe 51de is
n~n -co mp eten t. Type 'A' ten d to be pro
. Typ
duc
e 'B'
tive
peo
as
ple
the y
they are imp atie nt, goo d tea m players,
:...--:-:a::c c:.:._:-..2~e ? 00r _rud gm ent. Typ e 'B' peo ple mo re
do bet ter on com ple x task s
!.:",·. 0:y:n g ~-.:.c£ET.E"it ana acc
uracy rath er tha n spe ed and har d wo rk.
(b) Au th o~ ~ Per son al Tra
it : Au tho rita sion s ten d to -be ·rig id in
positio ns, place rug.ri mo ral val ues on the the ir
ir beliefs and are strongly orie nte d tow ard
conformity to rule s and reg ula tions. s
They are generally conservative con cer
with tou ghn ess and pow er and a close min ned
ded and generally less edu cate d. The y
aJe able to gen era te goo d foll ow ers
and peo ple wo rk bet ter und er dire ctiv
sup ervision and are mo re pro duc tive wit e
hin Aut hor itar ian organisational structu
Aut hor itar ian ism is a con cep t dev elo ped re.
by psychologists Ad orn o dur ing wo rld
war second. Accord ing to Ad orn o "thi
s concept refers to a belief tha t the re sho
be stat us and pow er diff ere nce s am ong uld
peo ple in organisation." Au tho rita rian
beli eve tha t the re sho uld be stat us
and pow er diff ere nce am ong peo ple
organisation. and
(c) Ma chi ave llia nis m per son alit y Tra
it: Machiavellianism is associated wit
Niccaol Ma chiavelli, who w rote in the h
16t h cen tury how to gai n and use pow
Machiavellianisrn refe rs to ma nip ula tion er.
of others as a prim ary way of achieving
one's goals. It em pha size s on pur ely per
son al gains and kee pin g control of oth
People wit h Ma chi ave llia nism hav e hig ers.
h s1=lf esteem ~d hig h confidence. A ma
man is pra gm atic , ma inta ins emo tion al tch
distance and believes tha t end s can just
means. These are the peo ple are succes ify
sful wh en situ atio n has min imu m rules
regulations. Wh en the y are rate d on mat and
ch scale, tho se wit h hig h scores ten d to
cool, logical in ass ess ing the sys tem aro be
und them, wil ling to twi st and turn fact
influence oth ers and try to gai n con s to
trol of peo ple , eve nts and situ atio ns
manipu lati ng the sys tem to the ir adv ant by
age . They are skilled in infl uen cin g oth
and they app roa ch the situ atio n tho ugh ers
tful ly and logically.
(d) Locus of con trol per son alit y Tra
it: Locus of control me ans wh eth er peo
believe tha t the y are in con trol of events, ple
or events control the m. Tho se wh o hav
internal locus of con trol bel iev e tha t the e
y control and sha pe the cou rse of eve nts
their lives·I tho se wh o hav e ext ern al loc in
us of con trol ten d to bel iev e tha t eve
occur pur ely by cha nce or bec aus e of nts
factors bey ond the ir ow n control. For
category of peo ple see k opp ortu niti es me r
for advancement, and rely mo re on the
abilities and jud gem ent at wor k; wh ile ir
latt er category of peo ple rem ain mo stly
inactive and allo w the eve nts occ ur on
the ir own .
(e) Work Ethic Ori ent atio n Per son alit y
Tra it: For effective organizations, peo ple
wit h hig h wo rk-e thic orie nta tion are nec
essary as com par ed to ext rem ely hig h
low work-ethic orie nta tion bec aus e the or
extremely hig h wor k-e thic -ori ent ed peo
ple
 AMAR: B.C0m. Ill Ye:1r Organisational Behaviour
20
\\'ill !>urn llwir enl'r~y to: quickl; :reating lot of h~alth problems, ~
l,ni:·ll'l'I\I lirµ.mizntionnl cffcrt ivrness advers~ly, while_people with low Wortti,
1
l,ri1nt,1til,n will not be nblc to .1_rhic~1e an~thmg meanm_gful _for the organiza~·1tf
1

pl'l'\'k h,WL' diffcrl'nl work ethic onentation. People with high work orientat,:
· · 'b d I' . t'
,m' hn'.1tly involved m the JOb and ca_n be de~cn e as ivm~, ea i_ng and breathi
with tlw job. i:0 r such pC'ople_w o_rk 1s a mam reason ~f satisfaction a~d they '.
wry \ittll.! alll'ntion to the outside mterest. On the othe1 hand people with low P
lH't1'nt,1tio11 dt) minimum on the job so that they are not fired on the job. etr
(t) Tolerance of Ambiguity Personality Trust_: ~here _are differ:nt types
indivichrnls t1nc who can tolerntc high level of amb1gwty without feelmg stress
,md work l'ffectively. Out the people who have low tolerance for ambiguity th (
t'fficiPncy n-1ay be harnessed and it becomes difficult for them to operate when thinE
around tlwm are changing very quiGkly and information about these changes relat'
to them is not avail.-ible. In an organisation the executive have to work in '.
t,nvironment which is full of uncertainties and rapid changes therefore they have'
ckwlop high level of tolerance.
(s) Risk Taking Personality Trait : Risk propensity is the degree to which
person is willing to take chances and make risky decisions. A person with highrii
propensity experiments with new ideas. In an organizational context, he ma
introduce new ideas, gamble on new products. Risk taking ability is very effecth
in performance of certain jobs like stock trader in brokerage firm, as this type ,
jobs demand rapid decision making. On the other hand people with low ris
propensity are conservative in their thought and try to maintain status quo.
(11) Management Style Personality Trait: Management style is an importar
personality dimension that effect employees. There are various personalit
dimensions that contribute to the management styles of supervisors and manage1
that is whether the supervisor is dominating and non participator or friendly an
considerate. The people with authoritarian style of management have unrealisti

~
expectations. They seldom smile they never recognizes the good performance c

..
employees. _Hence t!1ey are not l!ked by their subordinates. The supervisors wh
are supportive trustmg encouragmg and considerate are liked by the subordinate,
,