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Ob Slides For Bba 19 and It 19
Ob Slides For Bba 19 and It 19
Ob Slides For Bba 19 and It 19
Introduction
Amanullah Parhyar 1
Evaluation and grading
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Course content / Outline
1. Organizational Behaviour: Its Meaning,
Nature And Scope
2. Essence Of Organizational Behaviour: Why
Study “OB”
3. Challenges And Opportunities For OB
4. Behavioral Performance Management
5. Power And Politics In Organisations
6. Teamwork And Organizational Behaviour
7. Managing Conflict In Organisations
8. Managing Stress In Organisations
Amanullah Parhyar 3
Definition
It is the field of study that investigates the
impact of individuals, groups and structure
on behaviour in the organisation for the
purpose of applying such knowledge towards
improving organizational effectiveness
It is a systematic study of the behaviour and
attitudes of both individuals and groups
within the organisations
Concerns itself with the scientific study or the
behavioral process which occurs in work
settings”
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Focuses on understanding and explaining
individual and group behaviours in
organisations
It is concerned with what people do in an
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OB is a field of study that investigates the
impact that individuals, groups, and
structure have on behaviour within an
organization.
OB focuses on improving productivity,
predictions of behaviour.
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OT vs. OB vs. HRM
Organizational Theory
Focuses on the organisation as the unit of
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Human resources management
Attempts to apply the principles of the
behavioral sciences in the workplace
While OB is somewhat more concept oriented,
HRM is more concerned with applied
techniques and behavioral technology.
HRM tries to provide a link between the
individual and the organisation by designing
and implementing systems to attract, develop
and motivate individuals within the
organisation
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OB OT
Emphasis on the Focuses largely
scientific study of on organizational
behavioral and
phenomena at environmental
individual and phenomena
group level Level of analysis -
Level of analysis
Macro/theory
-Micro/theory oriented
oriented
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HRM
Focuses on the
application of
behavioral
knowledge in
selecting, placing,
and training personal
Level of analysis -
Micro/application
oriented field of
study
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The Rigour of OB
OB looks at consistencies
◦ What is common about behaviour, and helps
predictability?
OB is more than common sense
◦ Systematic study, based on scientific evidence
OB has few absolutes
OB takes a contingency approach
◦ Considers behaviour in context
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Beyond Common Sense
Systematic Study
◦ Looking at relationships, attempting to attribute
causes and effects and drawing conclusions based
on scientific evidence
Behaviour is generally predictable
There are differences between individuals
There are fundamental consistencies
There are rules (written & unwritten) in almost every
setting
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Contributing Disciplines to the OB
Field
Psychology
Sociology
Social Psychology
Anthropology
Political Science
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Contributing Disciplines to the OB
Field
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Contributing Disciplines to the OB
Field (cont’d)
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Contributing Disciplines to the OB
Field (cont’d)
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Contributing Disciplines to the OB
Field (cont’d)
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WHY BOTHER STUDY
ORGANIZATIONAL BEHAVIOUR
1. Practical application
2. Personal growth
3. Increased knowledge
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Practical application
There are important practical benefits to
understanding the principles of
organizational behaviour:
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Practical application (cont..)
In the area of performance enhancement, benefits
can be gained by applying knowledge gathered in
the field of OB
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Practical application (cont..)
Attracting and developing talented individuals
are 2 issues critically important to the survival
and prosperity of an organisation
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2.PERSONAL GROWTH
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Personal growth (cont…)
Advancement in the business world
◦ It is also important for advancement in business world – it
can make a difference when it comes to advancing beyond
an entry level position.
◦ Entry level hiring are based largely on technical
competency, such as certification in a specialized area e.g.
CPA. Bachelor’s degree, MBA etc.
◦ Promotions however are often based on more that mere
technical competency.
◦ They are based on demonstrated abilities to understand
and work effectively with superiors, peer and subordinated.
◦ In short, an understanding of organizational behaviour may
be invaluable to you once you have that first job and seek
to distinguish yourself
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3.INCREASED KNOWLEDGE
To gather knowledge about people in a work setting
At minimum, the filed seeks to gather knowledge
for its own sake just like some sciences like Physics
and chemistry; the practical use of certain findings
may not be practical for years.
Same could apply to Organizational Behaviour.
Some early theories were not of immediate use but
are today useful
Additionally, the study of OB can help one think in a
critical fashion about matters that relate to
experience of working. Such critical thinking ability
can be useful in analyzing both employees and
personal problems
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challenges facing organisations
today that have made it
necessary for managers to
Study OB
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Challenges facing organisations
1. Improving quality and productivity
More and more managers are confronted with the challenge
of having to improve their organisations productivity and
the quality of their products and services.
In improving quality and productivity, they are
implementing programmes like TQM and Business Process
Reengineering (BPR)
2. Improving people skills/interpersonal skills
OB gives the manager the opportunity to completely
exercise insight in behaviour, how to alter the behaviour
and generally improve interpersonal skills
The subject matter of OB helps both practicing managers as
well as potential managers to develop skills that can be
used on the job
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Challenges facing organisations
(cont…)
3. Managing workforce diversity
Workforce diversity has important implication for
management – managers will need to shift their philosophy
form treating everyone alike to recognizing differences and
responding to them in ways that will ensure employee
retention and greater productivity.
4. Responding to Globalization
The world today is continuous becoming global village.
Organisations no longer constraint themselves to national
boarders.
OB provides us with fundamental concepts to enable us
focus on how cultural differences might require managers
to modify their managerial practices
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Challenges facing organisations
(cont…)
5. Empowering people
Managers are empowering employees; they are
putting employees of what to do.
They have to learn how to give up control and
employees have to learn how to take up
responsibility for their work.
6. Stimulating innovativeness and change
This implies that today successful organisations
must foster innovation and master the art of
change, or they become extinct.
Victory will go to organisation that maintain
flexibility, continually improve quality and beating
competition in the market place
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Challenges facing organisations
(cont…)
7. Coping with temporariness
Today change is an ongoing activity for most manages.
Managing in the past could be characterized by long
periods of stability, interrupted occasionally by short
periods of change.
But managing today could be described as long period of
on going change, interrupted occasionally by short periods
of stability
The world that most managers and employees face today is
that of permanent temporariness.
There is permanent change in the jobs themselves, so
workers need to continuously update their knowledge and
skills to perform new jobs requirements
Today managers and employees must learn to cope with
temporariness. They have to live with flexibility and
unpredictability.
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Challenges facing organisations
(cont…)
8. Dealing with employees’ loyalty
Today, organisations seek to be lean, and mean by closing
down operations, moving to low cost regions, closing the
less profitable branches, and eliminating entire levels of
managing and replacing permanent employees with
temporary ones.
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Challenges facing organisations
(cont…)
9. Improving Ethical Behaviours
Organisations today are characterized by cut
backs, expectations of improving workers
productivity and tough competition in the market
place.
Due to there pressures, employees feel pressured
to cut corners, break roles, and engage in other
forms of questionable practices could also be
contracted to give guidance to employees
Today managers need to create an ethically
healthy climate, living by example, for employees
where they can do their work productively and
confront minimal degree of ambiguity regarding
what constitutes right and wrong behaviour.
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OB – HISTORICAL
PERSPECTIVE
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SCIENTIFIC MANAGEMENT (1900 –
1945)
First developed by Fredrick W. Taylor (1856 –
1915)
Taylor aimed at making management a
scientific management
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Taylors core values
The rule of:
◦ Reason,
◦ Improved quality
◦ Lower costs
◦ Higher wages and higher output
◦ Labor-management cooperation, experimentation
◦ Clear tasks and goals,
◦ Feedback, training, mutual help and support,
stress reduction,
◦ Careful selection and development of people.
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Taylors core values
He was the first to present a systematic
study of interactions among job
requirements, tools, methods, and human
skill, to fit people to jobs both
psychologically and physically, and to let data
and facts do the talking rather than prejudice
or opinions
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He advocates the use of
◦ Observation
◦ Measurement
◦ Experimentation
◦ Analysis
◦ Rationality
◦ Reasoning
As a chief instrument for developing
managerial systems
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Taylor principles
Father of scientific management
Principles
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The basic components of scientific
management as propounded by Taylor are:
◦ Determination of the standard of performance
◦ Functional foremanship
◦ Responsibilities of management
◦ Differential piecework system of wage payment
◦ Mental revolution
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Determining the standards of performance
Taylor introduced the “time and motion
study” to identify exactly how long it takes
to do a task and identify and eliminate
wasteful motions
Functional foremanship
Here Taylor called for separation of
planning from doing where the functional
foreman (specialist) did the planning of
various aspects of work
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Responsibility and management
Managers should accept responsibility for
planning, directing and organising
Managers should perform these functions in
a scientific way – i.e. analyse all operations
and develop scientific methods of doing them
Workers should be scientifically selected and
trained
Managers should heartily cooperate with
workers to ensure that work is done
according to scientifically selected managers
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Differential piece work system of payment – to ensure that
workers turn out optimal production – so that workers who
work hard get more
Mental revolution
Taylor held that the technique of determining work
standards, delimiting wasteful operations and differential
piece rate system of wage payment should benefit the worker
in form of higher wage payment and the employer in form of
higher production and this would result to a “mental
revolution” between ,management and workers
They would develop a cooperative rather than antagonistic
attitude towards each other
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Criticism of Tailors Study
Saw man as an economic being - man is only
motivated by money
Saw that man can be programmed as a
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The Hawthorne Studies (1924 –
1945)
The Hawthorne Experiments
The experiments were carried out between
1927 and 1933 at the Chicago Hawthorne
plant of the Western Electric Company.
Four studies were carried out namely:
◦ The illumination studies
◦ The Relay Assembly Test Room Studies
◦ The interviewing Program
◦ The Bank Wiring Room studies
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The illumination studies
These studies were expected to determine
the relationship between the level of
illumination and worker’s productivity.
It was expected that worker’s productivity
would increase with increasing levels of
illumination.
The studies failed to prove any relationship
between worker’s productivity and level of
illumination
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Relay assembly test room studies
These studies were carried out to determine the
relationship between worker’s productivity and
improved benefits and working conditions.
Manipulated factors of production to measure
effect on output:
◦ Pay Incentives
◦ Length of Work Day & Work Week
◦ Use of Rest Periods
◦ Company Sponsored Meals
The studies found out that there was no cause –
and – effect relationship between working
conditions and output.
Rather, there were other factors that affected
worker’s output such as his/her attitudes and
supervisor behavior
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Interview programme
A group of employees were interviewed to learn
more about their opinions with respect to their
work, working conditions and supervision. The
workers suggested that:
Psychological factors help determine whether a
worker is satisfied or dissatisfied in any particular
work situation
The person’s need for self-actualization
determines his/her satisfaction in the work.
A person’s work group and his relationship to it,
also determines his/her productivity.
Behavior of managers and workers in the work
setting is as important in explaining the level of
performance as the technical aspects of the task
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Bank
wiring room studies
This study was expected to study the effect of group
influence on workers productivity.
Few Special Conditions
◦ Segregated work area
◦ No Management Visits
◦ Supervision would remain the same
◦ Observer would record data only – no interaction with
workers
New incentive pay rate was established for the small group
Any increases in output would be included in departmental
pay incentives
The researchers found out that an informal grouping and
relationship was a critical factor in the workers’
productivity.
The informal group determined the group’s productivity,
and functioned as a protective mechanism (served both for
internal and external purposes).
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Conclusions on Hawthorne
experiments
An industrial organization is a socio technical
system. The socio part is the human aspects that
need to be taken care of in order to increase
workers’ productivity and the technical system is
the physical aspects that also need to be
improved.
Employee attitudes and morale are also
important as determinants of productivity.
Other factors include worker’s personality and
supervisor’s behavior, leadership style also
affect worker’s altitude and morale.
A worker’s social group has a prevailing effect on
his or her altitude and productivity
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Contribution
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CONTINGENCY APPROACH (1945 –
PRESENT
Following World War II, a new approach on
organizational behaviour began to develop
Called the contingency approach, it acknowledged
the difficulty of offering simple general principles
to explain or predict behaviour in organizational
setting
The approach sought to specify the conditions
under which we can expect to find certain
relationships.
As such it represented a search for the factors that
would aid in predicting and explaining behaviour
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Organizational behaviour researchers who subscribe t the
contingency approach believe that employee behaviour is too
complex to be explained by only a few simple and straight
forward principles. Instead, they seek to identify the factors
that are jointly necessary for a given principle to hold
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CULTURE –QUALITY MOVEMENT
(1980 – PRESENT
TQM is a corporate culture characterized by increased
customer satisfaction through continuous improvements, in
which all employees actively participate
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Organisational excellence, core values and core competencies
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Building quality into people
The first priority of any quality strategy must
be to build quality into people, which is the
essential foundation and necessary catalyst
for improving partnerships, processes and
products.
The quality strategy relating to building
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Core Values (CV)
The CV are the non-changeable spiritual values such as
honesty, loyalty, integrity, goodness, trust, justice, respect,
humbleness, dignity, etc. which are independent of culture,
time, place, race and age.
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Research also shows that procedural fairness
and procedural justice in the decision making
process are associated with increased
motivation and commitment toward the
decisions made among employees.
Research show furthermore that even though
the employees have the opportunity to
participate in the decision-making process,
they will get negative motivational effects in
form of frustration if their voices have not been
respected in the process.
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Recent research results carried out indicate
strongly that one of the most critical factors
for attaining employees' motivation and
commitment is related to personal CV.
In short, it seems that CV are very critical
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Core competencies (CC)
The CC, which comprise the capabilities
needed to satisfy human's mental needs, can
at the lowest level be subdivided into two
main areas:
◦ emotional competencies (EC); and
◦ intellectual competencies (IC).
Some research has shown that that the
strongest determinant for human success is
emotional competence or intelligence
competencies
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Core competence - EC
And according to recent research the IC can
explain less than 10 percent of a company's
success, while the EC can explain 90 percent
of a company's success.
EC are human capabilities to feel, to see, to
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Emotional
competencies/emotional
intelligence
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Do you know anybody who is extremely
bright and yet cannot put life together?
That very bright student but failed in
university?
That very bright employee but performance
is wanting?
Scientist over years have discovered
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What EC involves
EQ/EC involves a combination of
competencies which allow a person to:
◦ Be aware of own emotions
◦ Understand own emotions
◦ Be in control of own emotions
◦ Recognize and understand emotions of others and
◦ Use that knowledge for their own success and
success of others
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Core competence - EC
Include various types of interpersonal skills
such as techniques for emphatic listening,
dialogue, discussion, etc.
People who do not posses the EC will get
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Categories of EC
Category Description competence
Self to know one's inner Emotional self
awareness feeling, preference, awareness
intuition as well as
one's strengths and Accurate self
weaknesses assessment
•Cultivating
relationship with Amanullah Parhyar 66
category description Competencies
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Relating 4Ps to CV and CC
A pre-condition for achieving organizational
excellence defined as “the 4P” (people,
partnership, processes and products) is to
satisfy peoples' needs in a balanced way.
The CC are those capabilities, which, together
with the CV, are important for satisfying peoples'
spiritual and mental needs so that business
excellence can be achieved.
CV and the EC especially are related to the first
2P, i.e. people and partnership.
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Without focusing on the CV and the EC it will
be very difficult to achieve Excellency in the
last 2P, i.e. processes and products.
To build quality into the last 2P IC are
needed.
The critical or core IC are those
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As an effective response to growing global competition high
quality was seen to be the result of high employee
commitment and loyalty, - focusing on people, CC and CV
and do this
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Advocates of culture – quality movement
claim that productivity and financial return
can be significantly enhanced by developing
culture that emphasize key values
Presently, the evidence suggest that, properly
introduced, there are some economic
advantages to following culture-quality
movement
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THEORITICAL
FRAMEWORK OF OB
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OB – Theoretical Framework
Although OB is extremely complex and
includes many inputs and dimensions, three
frameworks:
◦ The cognitive,
◦ Behaviouristic,
◦ social cognitive frameworks
Can be used to develop an overall model for
OB
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Cognitive Framework
The cognitive approach to human behaviour
has many sources of inputs ( the five
senses)
Cognition, which is the basic unit of the
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Edward Tolman Cognitive framework
Although Tolman believed behaviour to be
appropriate unit of analysis, he felt that
behaviour is purposeful, that it is directed
towards a goal
He felt that cognitive learning consists of a
relationship between cognitive
environmental cues and expectations
Through experimentation, he found out that
a rat could learn to run through an intricate
maze, with purpose and direction, towards
goal (food)
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Tolman observed that at each point in the
maze, expectations were established – in
other words, the rat learned to expect a
certain cogitative cue associated with the
choice point might eventually lead to the
food
If the rat actually received the food, the
association between the cue and the
expectancy was strengthen, and leaning
occurred
Tolman’s approach could be depicted that
learning is an association between the cue
and the expectancy)
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In his laboratory experiment, he found that
animals learned to expect a certain event
would follow another – for example, animal
learned to behaviour as if they expect food
when a certain cue appeared.
Thus, Tolman believed that learning consist
of expectancy that a particular event will
lead to a particular consequence
This cognitive concept of expectancy
implies that the organisms is thinking about
or is conscious or aware of, the goal.
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Thus Tolman and others espousing the
cognitive approach felt hat behaviour is best
explained by these cognitions
Applied to OB, cognitive approach has
Amanullah Parhyar 80
BEHAVIOURISTIC FRAMEWORK
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Both Pavlov and Watson felt that behaviour
could be best understood in terms of S-R
A stimulus elicit response
They concentrated mainly on the impact of
Amanullah Parhyar 82
Based on Pavlov classical conditioning
experiment using dogs as subjects
When presented with meat powder
( unconditioned stimulus) - the dog
secreted saliva (unconditioned response)
When he merely rang a bell (neutral
stimulus) the dog did not salivate
When meat was accompanied with the
ringing of the bell several times, then Pavlov
rang the bell without presenting the meat,
the dog salivated to the bell alone
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Conclusion - that the dog has become
classically conditioned to salivate
(conditioned response) to the sound of the
bell ( conditioned stimulus
Thus classical conditioned can be defined
as a process in which a formerly neutral
stimulus, when paired with an
unconditioned stimulus, becomes a
conditioned stimulus that elicit a
conditioned response; in other words, the
S-R connection is learned
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Example of Pavlov S - R
Stimulus (S) Response ®
Is stuck by a pin Flinches
Is shocked by an Jumps/screams
kneecap
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B.F Skinner
Another psychologist whose work explains this
framework is B. F. Skinner.
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Skinner felt that classical conditioning explains
only respondent (reflexive) behaviours. – i.e.
involuntary responses that are elicited by a
stimulus
He felt that more complex, but common human
behaviour cannot be explained by classical
conditioning alone.
He noted that the greater part of the behaviour of
an organism was under control of stimuli which
were effective only because they were correlated
with reinforcing consequences
Through his research thus , skinner posited that
behaviour was a function of consequences, not the
classical conditioning eliciting stimuli
Amanullah Parhyar 87
He felt that most human behaviour affects, or
operates on, the environment to receive a desirable
consequences.
This type of behaviour is learned through operant
conditioning
Operant conditioning is concerned primarily with
learning that occurs as a consequence of
behaviour, or R-S.
It is not concerned with the eliciting causes of
behaviour, as classical , or respondent,
conditioning is
The organism has to operate on an environment
(thus the term operant conditioning) in order to
receive the desirable consequences.
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The preceding stimulus does not cause the
behaviour in operant conditioning; it serves
as a cue to emit the behaviour. For skinner
and other behaviorists, behaviour is a
function of its contingent environmental
consequences
So behavourisitic approach is environmentally
based. It posits that cognitive processes such
as thinking, expectancies, and perception
may exist but are not needed to predict and
control or manage behaviour
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On the other hand, Skinner found out
through his operant conditioning experiment,
that the consequences of a response could
better explain most behaviour than elicit
stimuli could
He emphasized the importance of the
Amanullah Parhyar 90
Example of Skinners operant
conditioning
Response ® Stimulus (S)
Works Paid
Talks to others
Meets more people
Enters a restaurant
Obtain food
Enters a library
Finds a book
Increases
Receives merit pay
productivity
Completes a Receives praise or
Amanullah Parhyar 91
Today operant conditioning has much
greater impact on human learning than
classical conditioning
It explain much of organizational behaviour
E.g. people go to work to feed, cloth and
house themselves and their families -
working (conditioned response) is
instrumental in obtaining food, shelter and
clothing
Managers can analyse the consequences of
organizational behaviour, to change the
environment, and help accomplish goals
Amanullah Parhyar 92
Social cognitive Framework
The cognitive approach has been accused of being
mentalistic, and the behavioristic approach has
been accused of being deterministic.
Social Cognitive theorists argue that the S-R model
and to a lesser degree the R –S model, are too
mechanistic explanation of human
The social cognitive approach tires to integrate the
contribution so both of these approaches
Social cognitive theory recognizes the importance
of behaviorism’s contingent environmental
consequences, but also includes cognitive
processes of self regulation
Amanullah Parhyar 93
Based on the work of Albert Bandura social learning
theory and David and Luthans, this framework
proposes a social learning approach to
organizational behaviour
Social learning takes the position that behaviour
can best be explained in terms of a continuous
reciprocal interaction among cognitive, behavioral
and environmental determinants.
The persons and the environmental situations do
not function as independent units but, in
conjunction with the behaviour itself, reciprocally
interact to determine behaviour
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Bandura explains that “it is largely through their
actions that people produce the environmental
conditions that affect their behavior in a reciprocal
fashion
The expediencies generated by behaviour also
partly determine what a person becomes and can
do which in turn, affects subsequent behaviour
Amanullah Parhyar 95
Social cognitive theory framework
Social/organisational environment
Behavior
Amanullah Parhyar 96
Personality
Emotions & Moods
Amanullah Parhyar 97
Why Were Emotions Ignored in OB?
The “Myth of Rationality”
◦ Emotions were seen as irrational
◦ Managers worked to make emotion-free
environments
View of Emotionality
◦ Emotions were believed to be disruptive
◦ Emotions interfered with productivity
◦ Only negative emotions were observed
Amanullah Parhyar 98
What are Emotions
Affect and Moods?
A broad range of
emotions that
people experience
Emotions Moods
Amanullah Parhyar 99
The Basic Emotions
While not universally accepted, there appear to be six
basic emotions:
1. Anger
2. Fear
3. Sadness
4. Happiness
5. Disgust
6. Surprise
All other emotions are subsumed under these six
May even be placed in a spectrum of emotion:
◦ Happiness – surprise – fear – sadness – anger – disgust
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0
What Is the Function of Emotion?
Emotions can aid in our decision-making process.
Many researchers have shown that emotions are
necessary for rational decisions.
Thinking
Feeling
Decision Making
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1
Sources of Emotion and Mood
Personality
Day and Time of the Week
Weather
Stress
Social Activities
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2
More Sources of Emotion and Mood
Sleep
Exercise
Age
Gender
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3
Emotional Labor
An employee’s expression of organizationally desired
emotions during interpersonal transactions at work.
Emotional Dissonance:
◦ Employees have to project one emotion while
simultaneously feeling another
◦ Can be very damaging and lead to burnout
Types of Emotions:
◦ Felt: the individual’s actual emotions
◦ Displayed: required or appropriate emotions
Surface Acting: displaying appropriately but not feeling those
emotions internally
Deep Acting: changing internal feelings to match display rules
- very stressful
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4
Affective Events Theory (AET)
An event in the work environment triggers positive
or negative emotional reactions
◦ Personality and mood determine response intensity
◦ Emotions can influence a broad range of work variables
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5
Implications of AET
1. An emotional episode is actually the result of a series of emotional
experiences triggered by a single event
2. Current and past emotions affect job satisfaction
3. Emotional fluctuations over time create variations in job performance
4. Emotion-driven behaviors are typically brief and variable
5. Both negative and positive emotions can distract workers and reduce
job performance
Amanullah Parhyar 10
6
Emotional Intelligence (EI)
A person’s ability to:
◦ Be self-aware
Recognizing own emotions when experienced
◦ Detect emotions in others
◦ Manage emotional cues and information
EI plays an important role in job performance
EI is controversial and not wholly accepted
Amanullah Parhyar 10
7
OB Applications of Emotions and
Moods
Selection
◦ EI should be a hiring factor, especially for social jobs.
Decision Making
◦ Positive emotions can lead to better decisions.
Creativity
◦ Positive mood increases flexibility, openness, and creativity.
Motivation
◦ Positive mood affects expectations of success; feedback
amplifies this effect.
Leadership
◦ Emotions are important to acceptance of messages from
organizational leaders.
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Motivation Concepts
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After studying this chapter, you
should be able to:
1. Describe the three key elements of motivation.
2. Identify four early theories of motivation and
evaluate their applicability today.
3. Compare and contrast goal-setting theory and
self-efficacy theory.
4. Demonstrate how organizational justice is a
refinement of equity theory.
5. Apply the key tenets of expectancy theory to
motivating employees.
6. Explain to what degree motivation theories are
culture bound.
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What Is Motivation?
The processes that accounts
for an individual’s intensity,
direction, and persistence of
effort toward attaining a
organizational goal
◦ Intensity – the amount of effort
put forth to meet the goal
◦ Direction – efforts are
channeled toward
organizational goals
◦ Persistence – how long the
effort is maintained Amanullah Parhyar
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Early Theories of Motivation
Maslow’s Hierarchy of Needs
Theory
McGregor’s Theory X and
Theory Y
Herzberg’s Two-Factor
(Motivation-Hygiene) Theory
McClelland's Theory of Needs
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Maslow’s Hierarchy of Needs Theory
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Douglas McGregor’s X & Y
Theory XX
Theory Theory YY
Theory
Motivation
Motivation Factors
Quality of
•• Quality of Promotional
•• Promotional
supervision
supervision opportunities
opportunities
Pay
•• Pay Opportunities for
•• Opportunities for
Factors
Company policies
•• Company policies personal growth
growth
Factors
personal
Hygiene Factors
Physical working
•• Physical working
Recognition
•• Recognition
conditions
conditions
Relationships
•• Relationships Responsibility
•• Responsibility
Hygiene
Job security
•• Job security Achievement
•• Achievement
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Modern Theories of Motivation
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Cognitive Evaluation Theory
CET is designed to explain the effects of
external consequences on internal
motivation.
CET theory states that when intrinsic
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Goal-Setting Theory
Goal setting involves
the development of an
action plan designed to
motivate and guide a
person or set toward a
goal. Goal setting can
be guided by goal-
setting criteria such as
SMART criteria. Goal
setting is a major
component of
personal-development
and management 5-
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Management by Objectives (MBO)
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Self-Efficacy or Social Learning
Theory
Individual’s belief that he or she is
capable of performing a task
Self-efficacy increased by:
◦ Enactive mastery – gain experience
◦ Vicarious modeling – see someone
else do the task
◦ Verbal persuasion – someone
convinces you that you have the
skills
◦ Arousal – get energized
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Equity Theory
Employees weigh what they put into a job
situation (input) against what they get from
it (outcome).
They compare their input-outcome ratio
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Equity Theory
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Equity Theory:
Forms of Justice
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Expectancy Theory
Expectancy Theory is the person's belief that if they
can meet performance expectations, they will receive
"a great reward“
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Expectancy Theory
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Integrating modern Theories of
Motivation
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THANK YOU
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