Organizational Behavior (OB)…………………

………investigates the impact that

individuals, teams and structure have on
behavior within organizations, and the
impact of that behavior on organizational
performance.
Individual
MARS model
characteristics
Role
perceptions

Learning

Motivation
Values
Behavior and
results
Attitudes

Perceptions Ability

Personality
Situational
factors
 Learning
 Any relatively permanent change in behavior that occurs as a
result of experience
 Theories of learning:
1. Classical conditioning
 A type of conditioning in which an individual responds to
some stimulus that would not ordinarily produce such a
response

2. Operant conditioning
 A type of conditioning in which desired voluntary behavior
leads to a reward or prevents punishment

3. Social learning
 People can learn through observation and direct experience
• Attentional process
• Retention process
• Motor reproduction process
• Reinforcement process
 Shaping Behavior
 Systematically reinforcing each successive
step that moves an individual closer to the
desired response

 Methods of shaping behavior :

 Positive reinforcement

 Negative reinforcement

 Punishment

 Extinction
 Learning Through Feedback

 Feedback: any information that people receive

about the consequences of their behavior.

 Influence through role perceptions, ability and

motivation

 Feedback is effective when it is:

 Specific, relevant, credible

 Frequent

 Timely
 Values
 Basic convictions that a specific mode of conduct
or end-state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end-state of existence

 Value system: a hierarchy based on a ranking of an

individual’s values in terms of their intensity

 Terminal values (end-state) (peaceful life, self-respect, true

friendship, world peace, happiness etc ) and Instrumental values
(behavioral) (being honest, being responsible, being obedient, ambitious etc .)

 Personal, cultural, organizational, professional values

 Espoused values and enacted values

 Schwartz’s Values Circumplex
Self-transcendence

Universalism Benevolence

Self-direction Tradition

Conformity
Openness to
Conservation
change
Stimulation
Security

Hedonism

Achievement Power

Self-enhancement
 Values Across Cultures
 Hofstede’s Framework:
 Power distance

 Individualism vs collectivism

 Quantity of life vs quality of life

 Achievement vs Nurturing

 Uncertainty avoidance

 Long-term vs short-term orientation

 Monumentalism vs Flexumility
 The GLOBE framework
(Global Leadership and Organizational Behavior Effectiveness)
 Assertiveness
 Future orientation
 Gender differentiation
 Uncertainty avoidance
 Power distance
 Individualism / collectivism
 In-group collectivism
 Performance orientation
 Humane orientation