WHAT MANAGERS DO?

• They get the things done through others.

• They take decisions, allocate resources and the

activities.

• They also change, shape, modify and control

their behavior.
Examples
• The team “LAGAAN” exemplifies the
management function of leadership and team work
leading the team to Victory.

• STARBUCKS (a coffee shop) understands how

OB affects an organization's performance. The
company builds and maintain good employees
relationship by providing a great work
environment. Friendly and well trained employees
in turn, treat their customers well. STARBUCKS
continues to increase revenue 20% each Year.
 A
PRESENTATION ON
ORGANIZATIONAL
BEHAVIOUR ---
A STUDY OF PSYCHOLOGICAL
COMPONENTS AFFECTING
INDIVIDUAL BEHAVIOUR AND
THEIR PERFORMANCE

BY : VIVEK PACHAURI
ASST. PROF. MGMT (IASCA)
.
• Marriot corporation sums up its attitude
towards employees and customers with
the motto “Spirit to serve”. The Hotel
chain’s CEO “Bill Marriot” visits
employees at more than 200 hotels a
year. “I want our associates to know
that their really is a guy named Marriot
who cares about them.”
.
• General Electric CEO “Jeffrey Immelt”
scores high on the extroversion .He is
described as gregarious and adapt at building
relationship.

• New York real estate developers “Donald

Trump” is willing to take chances, His risk
taking personality enables him to thrive in
situation that others find it stressful.
What is organizational behaviour ?

• “A field of study that investigates the impact

that individuals and groups have on behavior
within organizations , for the purpose of
applying such knowledge towards improving
an organization's effectiveness.”
• It is directly concerned with the
understanding, predicting and controlling the
behavior in the organization.
WHY TO STUDY
ORGANIZATIONAL BEHAVIOUR
(OB)
• It helps to understand human behavior in
organization.

• Managers modify the behavior to make

organization effective.

• Employees are the valuable assets and

Managers need to know their Psychology.
The Psychological
components affects on
behaviour

• PERCEPTION
• LEARNING
• ATTITUDES
• PERSONALITY
• MOTIVATION
PERCEPTION
“People behave on the basis of what they
perceive reality to be and not
necessarily as what reality is.”
PERCEPTION:
“The process by which
individuals organize and interpret their
sensory impression in order to give
meaning to the environment.”
SENSATION VS PERCEPTION

“Sensation may be defined as the

response of physical sensory organ.
The physical senses are vision, hearing,
touch, smell and taste.” While
perception is more than sensation.
PROCESS OF PERCEPTION

PERCEPTUAL
PERCEPTUAL PERCEPTUAL
THROUGHPUTS
INPUTS OUTPUTS

STIMULI RECEIVING ACTIONS

SELECTING

ORGANISING

INTERPRETING
FACTORS AFFECTING
PERCEPTION
“People see the same thing but perceive it
Differently”

• THE PERCEIVER
• THE TARGET
• THE SITUATION
TECHNIQUES OF
PERCEPTION

• SELECTIVE PERCEPTION
• HALO EFFECT
• CONTRAST EFFECT
• PROJECTION
• STEREOTYPING
LEARNING
Managers need to understand how
people learn so that they can facilitate
employees to learn.

LEARNING:
“A relatively permanent
change in behavior that occurs as a
result of experience.”
SHAPING THE BEHAVIOUR THROUGH
LEARNING
REINFORCEMENT:
“Anything that both increases
the strength of response as well as tends to
induce repetitions of Behavior.”
Types Of Reinforcement
1) Positive Reinforcement- – it is a reward for a desired
behavior.
2) Negative Reinforcement- It increases the behavior by the
termination or withdrawal of an undesirable
consequences.
Applications of learning
theory

• Using lotteries to reduce absenteeism

• Developing training programmes
• Developing mentoring programmes
• Self management
ATTITUDE
• If you ask people about their attitude toward the
organization they work for ,you may get a simple
response but the reasons underlying they response
are complex.

ATTITUDE:
“These are the evaluative statements –
either favourable or unfavourable concerning any
object/people.”
“It reflects how one feels about something.”
HOW ATTITUDE IS FORMED

• Direct personal experience

• Association
• Family and peers groups
• Economic status and occupation
HOW MANAGERS CAN CHANGE
EMPLOYEES ATTITUDE

• Providing new information

• Use of fear (To a moderate degree)
• The co-opting approach
VALUES:A powerful silent
force affecting human
behavior
• “Is capital punishment right or wrong?
• The answer to this Q. is value laden
• (Some might say it right bcoz it reduces crimes like murder
while others might say that no govt. has right to take anyone’s
life.)

• What values is:

• “These are the basic convictions of individual.It
contains judgemental element that carry an individual’s ideas as
to what is right/wrong, bad/good, desirable/undesirable.
WHY VALUES:
• Personal value system influence the
perception of individual.
• It influences a manager’s decisions and
his solutions to various problems.
• It influences the attitude of individual.
• It influences the way in which u view the
other individuals & different situation.
SOURCES OF VALUES:
• FAMILY FACTORS
• SOCIAL FACTORS
• PERSONAL FACTORS
• CULTURAL FACTORS
• RELIGIOUS FACTORS
• LIFE EXPERIENCES
VALUES AND OB
• The decisions taken by individual to overcome the problems are
influenced by his values.
• Values affect the inter-personal relationships in organization
• Values of an individual influences the way he looks at the
organization’s success.
• Values of individual set the limits for determination of ethical or
unethical behavior for themselves.
• The extent to which an individual can cope up with
organization’s pressure and goals is determined by his values
system.
PERSONALITY
“Why are some people quite and passive
while other are loud and aggressive.”

DEFINITION
“A dynamic concept describing
the growth and development of a
person’s whole psychological system.”
Determinants of
personality
• HERIDITY
• ENVIORNMENT:-
• CULTURE
• FAMILY
• SOCIAL
• SITUATION
•
PERSONALITY TRAITS
INFLUENCING BEHAVIOUR

• AUTHORITARIANISM
• BUREACRATIC PERSONALITY
• MACHIAVELLIANISM
• INTROVERSION AND EXTROVERSION
• LOCUS OF CONTROL
• TYPE ‘A’ AND TYPE ‘B’ PERSONALITY
MOTIVATION
“THE ACTIVATOR AND DIRECTOR OF ENERGY”
MOTIVATION
“A Process of stimulating people to
action to accomplish desired goals.”

WHY MOTIVATION
• High performance
• Low employee turnover and absenteeism
• Acceptability or less resistance to change
• Better organizational image
MASLOW NEED
HIERARCHY
.
SELF
ACTUAL-
ISATION

SELF ESTEEM

SOCIAL

SAFETY

PHYSIOLOGICAL
ALDERFER’S ERG THEORY
• EXISTENCE NEEDS
• RELATEDNESS NEEDS
• GROWTH NEEDS
HYGIENE THEORY OR TWO
FACTORS
• HYGIENE FACTORS:-
• 1. COMPANY POLICY & ADMINISTRATION
• 2.TECHNICAL SUPERVISION
• 3.INTERPERSONAL RELATIONSHIP
• SUPERVISIOR
• 4.WITH PEERS
• 5. WITH SUBORDINATES
• 6. SALARY
• 7.JOB SECURITY
• 8.PERSONAL LIFE
• 9.WORKING CONDITIONS
• 10.STATUS
MOTIVATIONAL FACTORS
• 1.ACHIEVEMENT
• 2.ADVANCEMENT
• 3.POSSIBILITY OF GROWTH
• 4.RECOGNITION
• 5.WORK ITSELF
• 6.RESPONSIBILITY
TECHNIQUES OF
MOTIVATION
FINANCIAL NON FINANCIAL
MOTIVATORS MOTIVATORS

• SALARY • RECOGNITION
• BONUS • PARTICIPATION
• PROFIT SHARING • STATUS
PLAN • JOB ENRICHMENT
• LEAVE WITH PAY • BETTER WORK
• MEDICAL ENVIORNMENT.
REIMBURSEMENT etc. • JOB SATISFACTION
etc.
STRESS MANAGEMENT
• “Research has concluded that stressed out managers are not
good for their companies.”
• DEFINITIONS:
1. “A Dynamic condition in which an individual is
confronted with an opportunity, constraint or demand related to
what he or she desires and for which the outcome is perceived
to be both uncertain and important.”

2. “Job stress is a condition arising from the interaction of the

people and their jobs, and characterized by changes within
people that force them to deviate from their normal functioning.”
SOURCES OF STRESS
A. EXTRA-ORGANISATIONAL STRESSORS:
1. Political factors
2. Economic factors
3. Technological factors

B. ORGANISATIONAL STRESSORS:
1.Job Related Factors.
2.Role related Factors.
3.Interpersonal & group related factors
4.Organisational structural factors
5.Organisational leadership factors
Cont.
C.GROUP STRESSORS:
1.Group cohesiveness
2.Lack of social support
3. Conflicts.

D. INDIVIDUAL STRESSORS:
1.Job concerns
2. Career Changes
3. Economic Problems
4. Personality of a person
5. Ability to cope.
CONSEQUENCES
A. FOR INDIVIDUAL:
1.Pyhsiological symptoms
(Anxiety, Depression, irritability, heart
beat, etc.)
2.Psychological symptoms
(dissatisfaction, low self esteem)

3.Behavioural symptoms
(sleeplessness,smoking,drinking,losing your sense
of humour,absenteeism etc.)
Cont.
CONSEQUENCES FOR FAMILY:
(withdraw from responsibility,delimas of
balance)
CONSEQUENCES TO ORGANISATION:
1.Low performance
2.Low productivity
3.Absenteeism
4.labour turnover
5.poor attitude of employees.
 COPING STRATEGIES:
INDIVIDUAL APPROACHES:
1.Knowledge about stress
2.Physiological fitness
3.Time management
4.Assertiveness
5.Social support network
6.Relaxation techniques.

.
Cont.
ORGANISATIONAL APPROACHES:
1.Selection and placement
2.goal setting
3.Improved communication
4.Participative decision making
5. Building team work
6. wellness programmes
CONFLICT MANAGEMENT
• “A manager often faces his most uncomfortable events when he
has to deal with conflicts or differences among people or groups
of people at work.”

Definition:
“A disagreement between two or more individuals or groups, with
each individual or group trying to gain acceptence of its view or
objectives over others.” It is associated with situations that
involve contradictory or irreconciable interest between two
opposing groups.
TYPES OF CONFLICTS
• FUNCTIONAL CONFLICTS
• DYSFUNCTIONAL CONFLICTS

FUNCTIONAL: “Support the goals of the group and improve

its performance “
It serves the following functions:
1.Release of tension
2.Analytical thinking
3.Group cohesiveness
4.competition
5.Stimulation for change
6. Identification of weakness
7.High quality decisions
Cont.
• Dysfunctional: “It hinders the group
performance.”
1.High employee turnover
2.Tensions
3.Dissatisfaction
4.Climate of distrust
5.Personal vs organisational goals
LEVELS OF CONFLICT
A.INDIVIDUAL LEVEL CONFLICT

B.INTERPERSONAL CONFLICT

C.GROUP LEVEL CONFLICT

D.ORGANISATION LEVEL CONFLICT

Cont.
• INDIVIDUAL LEVEL: “It arises within an
individual whenever his desires and motives
are blocked and he is unable to take
decisions.”

Its causes are:

1.Unacceptability
2.Incomparatibility
3.Uncertainity
Cont.
• Three types of conflict within an individual:
A. Frustration: “The highest level of dissatisfaction which in turn
creates conflict in the individual.”

The defence mechanism to overcome:

1.Aggression
2.Withdrawl
3.Fixation
4.Compromise

B.Goal conflict: “It occurs when two or more motives block each
other.”
Cont.
• Three types of goal conflict:
1.Approach-approach conflict
2.Approach-avoidance conflict
3.Avoidance-avoidance conflict

C.Role conflict: “It occurs when the

expected role is different or
opposite from the behaviour
anticipated by an individual in
that role.”
The causes are: 1.Role Ambiguity
2.Role overload
INTERPERSONAL
CONFLICT
• “It involves conflict between two or more
individuals & is the most common and
recognised conflict.”

The sources are:

1.Personal differences
2.Information deficiency
Cont.
Group level conflict:
A.Intra group conflict: (b/w the members)
B.Inter group conflict: (b/w different groups)

Organisational level conflict:

(b/w buyer & seller, union & organisation)
 CAUSES OF
CONFLICT
A. Communicational aspect of conflict:

1.Too much & too little communication

2.Filtering of communication
3.Semantic Problems
4.Problem of noise

B. Behavioural aspect of conflict:

1.Differences in values & perception
2.Personal bias regarding religion,gender etc.
3.Conflict b/w formal goals & psychological needs.
Cont.

C. Structural aspect of conflict:

1.Size of the organization
2.Personal bias regarding religion,gender

etc.
3.Hierarchy & position of emoloyees
4.Conflict b/w formal goals & pschological
needs.
 CONFLICT
MANAGEMENT
A. Preventive Measures:
1.Establishing common goals
2.Reduction in Interdependence
3.Reduction in shared resources
4.Trust & Communication
5.Coordination
6.Exchange of personnel
7.Use of superior authority.
 Cont.
B. Curative Measures:
1.Avoidance
2.Competing
3.Collaboration
4.Compromise
 INTRPERSONAL
BEHAVIOUR
“ One of the major problems in the
study of organizational behavior is to
analyze & improve the interpersonal
relationships.”
The basic approach to study
interpersonal relationships in an
organizational system is
‘Transactional Analysis.
 TRANSACTIONAL
ANALYSIS
DEFINITION:
“TA is a technique used to help people better
understand their own & other’s behavior,
especially in interpersonal relationship.”

“It refers to a method of analyzing &

understanding interpersonal behavior.
It offers a model of personality & the dynamics of
self & its relationship to others that makes
possible a clear & meaningful discussion of
behavior.”
Cont.
TA is primarily concerned with the following:

1. Analysis of self awareness

2. Analysis of Ego states
3. Analysis of Transactions
4. Script Analysis
5. Games Analysis
6. Analysis of life positions
7. Stroking
ANALYSIS OF SELF
AWARENESS
“Self awareness is a cognitive concept,it
describes the self in terms of image, both
cinscious and unconscious.”

“It is the one’s personality including

behaviors & attitudes that can be known
and unknown to self & known & unknown
to others.” It can be shown as:
 JOHARI
Information
WINDOW
Information not known to
known to self self
.
Information
known to
others 1. OPEN 2. BLIND

Informatio
n not
known to 3. HIDDEN 4. UNKNOWN
others

Developed by Joseph Luft & Harrington Ingham

 ANALYSIS OF EGO
STATES
“ An Ego state is a pattern of behavior
that a person develops as he or she
grows, based on his or her
accumulated network of feelings and
experiences.”

There are three Ego states in which a

person move from one ego state to
another.
Cont.

P A C

CHILD
PARENT EGO ADULT
EGO
EGO

PERSONALITY
P---A---C SUB SYSTEM
Cont.
PARENT EGO: The charactarstics are
1.Judgemental
2.Value laden
3. Advice
4. Moralising

ADULT EGO: The charactarstics are

1.Authentic
2.Direct
3.Reality based
4.Fact finding
5.Reality based
Cont.
CHILD EGO: The charactarstics are
1.Anxiety
2.Fear
3.Joy
4.Emotional Sentimental
5.Dependence
 ANALYSIS OF
TRANSACTIONS
“A Transaction occurs where a verbal or non
verbal stimulus from one person is being
responded by another person.”

Depending on the ego states a person is

involved in three types of transactions:
1.Complimentary Transactions
2.Crossed Transactions
3.Ulterior Transactions
Cont.

A.COMPLIMENTARY:
1.Adult—Adult Transactions
P P

S
A A
R

C
C
 Cont.
2.Adult—Parent Transactions

P P
S

A R A

C
C
 Cont.

3.Adult—child Transactions

P P

A A
s

R C
C
 Cont.

4.Parent—Parent Transactions
S
P P
R

A A

C
C
 Cont.

5.Parent—Adult Transactions

P S P

R
A A

C
C
 Cont.

6.Parent—Child Transactions

P P

S
A A
R

C
C
 Cont.

7.Child—Parent Transactions

P P
S

A R A

C
C
 Cont.

8.Child—Adult Transactions

P P

A A

C
C
 Cont.

9.Child—Child Transactions

P P

A A

S
C
C
R
 Cont.
B. CROSSED TRANSACTIONS:

P P

S
A A
R

C
C
Cont.
C. ULTERIOR TRANSACTION:
They always involve more than two
ego states and the communication has
double meaning.
It occurs when a person appears to be
sending one type of message but is secretly
sending another.
Cont.
SCRIPT ANALYSIS:
“In TA a person’s life is compared to a play
and the script is the text of that play.”

A person, when confronted with a

situation, acts according to his life script
which is based on what he expects or how
he views his life positions.
Cont.
“McClelland studied the relationship
b/w stories heard and read by children
& their motives in living. His research
showed that achiever’s scripts are
based on the success stories while the
scripts of power oriented persons are
based on the stories of risk.”
 ANALYSIS OF LIFE
POSITIONS
.
POSITI I AM OK- I AM OK-
VE YOU ARE YOU ARE OK
NOT OK

NEGATI I M NOT I M NOT OK-

VE OK-
U R OK
U R NOT
OK
NEGATIVE POSITIVE
 STROKING
“The term refers to giving some kind of
recognition to the other.”

TYPES OF STROKES:
1.POSITIVES STROKES
2.NEGATIVES STROKES
3.MIXED STROKES
 GAMES ANALYSIS
“When people fail to get enough
strokes at work they may try a
variety of things i.e. they play
psychological games.”

“Psychological games prevent

people & organisations to become
winners.”
Cont.
People play games because:
1.To get strokes
2.To strengthen life positions
3.To avoid or control intimacy
ORGANIZATIONAL CHANGE
“Organizations that learn and cope
with change will thrive & flourish &
others who fail to do so will be wiped
out.”

DEFINITION: “It refers to any alteration

which occurs in the overall work
environment of an organization.”
CHARACTERSTICS
1.Change results from the pressure of both internal
& external forces.
2.The change in any part of the organization affects
the whole of the organization.
3.Change will affect the various parts of the
organization in varying rate of speed & degree of
significance.
4.Change may affect people, structure, technology
& other elements of organization.
5.Change may be reactive or proactive.
FORCES FOR CHANGE
A.EXTERNAL FORCES:

1.Technology
2.Marketing Conditions
3.Social Changes
4. Political forces
Cont.
INTERNAL FORCES:

1.Nature of the work force

2.Change in managerial personnel
3.Deficiencies in Existing Management
structure.
4.To Avoid Developing Inertia.
RESISTENCE TO CHANGE
“Why Employees Resist the Change”

1.INDIVIDUAL RESISTANCE

2.GROUP RESISTANCE

3.ORGANIZATIONAL RESISTANCE
Cont.
A.INDIVIDUAL RESISTANCE:

1.Economic Factors
2.Habits
3.Insecurity
4.Lack of communication
5.Extent of Change
Cont.
B.GROUP RESISTANCE:
1.Fear of Cohesiveness
2.Existence of group is threatened.

C.ORGANIZATIONAL RESISTANCE:
1.Threat to power
2.Group Inertia
3.Organizational Structure
4.Threat to Specializations.
5.Resource Constraints
6.Sunk Cost
OVERCOMING THE
RESISTANCE TO CHANGE
1.Participation & Involvement
2.Effective Communication
3.Facilitation & Support
4.Leadership
5.Negotiation & Agreement
6.Manipulation & Cooptation
7.Coercion
8.Timing of Change
ORGANISATIONAL
DEVELOPMENT
“OD WAS ORIGINATED TO BRING CHANGES IN
THE ENTIRE ORGANIZATIONAL ASPECT”

DEFINITION:
” OD is a long range effort to improve an
organization’s problem-solving & renewal
processes, particularly through a more effective
& collaborative management of organization
culture with special emphasis on the culture of
formal work teams with the assistance of a
change agent or catalyst & the use of the theory
& technology of applied behavior science,
including action research.” (French & Bell)
CHARACTERSTICS OF OD
1.Planned Changed
2.Encompasses the whole organization
3.Long Range Change
4.Change Agent
5.Problem Solving approach
6.Collaborative Management
7.Feedback
8.Contigency Approach
9.Team Building
BENEFITS OF OD
1.Provides opportunities for people to
function as a human being rather than a
mere resources in production process.
2.Give each member opportunities to
develop his potential
3.Create an environment which is exciting &
challenging.
4.Treats each human being as a person with
a complex set of needs.
STEPS IN THE OD PROCESS
Initial Diagnosis of the problem

Data Collection

Data feedback & confrontation

Planning strategy for change

Intervening in the system

Team Building

Evaluation
OD INTERVENTIONS
“These are the various activities which
consultant & client organization perform
for improving organizational
effectiveness.”

INTERVENTIONS:

1.SENSITIVITY TRAINING:
“With sensitivity training a person understands
how his behavior affects others & his reaction to
the behavior of others.
Cont.
2.PROCESS CONSULTATION:
“It assumes that an organization’s
effectiveness depends upon how well its
people relate to one another.”

3.TEAM DEVELOPMENT:
“It is a process of diagnosing and
improving the effectiveness of a work
group.”
Cont.
4.SURVEY FEEDBACK:
“The main aim of survey feedback is to get
teams in the organization to devise better
process for handling the issues facing
them.”

5.THIRD PARTY PEACE MAKING:

“It focuses on the interventions by a third
party to resolve the conflicting situations.”
Cont.
6.ROLE PLAYING:
“This technique is used for human
relations & leadership training.”

7.STRUCTURAL TECHNIQUES:
It Includes:
1.Change in organization structure
2.Job Redesigning
3.Job Enlargement
4.Job Enrichment
5.MBO
6.Training & Development
7.Modification in organizational culture.
GROUP DYNAMICS
GROUP: “Two or more individuals
interacting & interdependent,
who have come together to
achieve particular objectives.”

CHARACTERSTICS:
1.Two or more persons
2.Collective Identity
3.Interaction
4.Shared goal Interest
TYPES OF GROUP
1.PRIMARY & SECONDARY
2.COMMAND GROUP
3.TASK GROUP
4.MEMBERSHIP & REFERENCE
GROUP
5.FORMAL & INFORMAL
WHY DO PEOPLE JOIN
GROUPS ?
1.SECURITY
2.STATUS
3.SELF-ESTEEM
4.AFFILIATION
5.POWER
6.GOAL ACHIEVEMENT
 STAGES OF GROUP
DEVELOPMENT

3.normi
2.storming ng
Pre 1.Forming
stage

5 adjourning 4 performing
 WORK TEAM
“ A Work group is a group that interacts primarily to
share information & to make
decisions to help each member perform within his/her
area of responsibility.”

WORK TEAM: “Any work group whose individual efforts

result in a performance that is greater than the sum of
individual inputs is called a work team.”

A work team generates positive synergy through

coordinated effort.Their individual efforts result in a
performance that is greater than the sum of those
individual inputs.”
WORK GROUP Vs WORK
TEAM
GROUP TEAM
Share information GOAL Collective

performance
Neutral(sometimes SYNERGY Positive
positive)
Individual ACCOUNTABILITY Individual &
mutual
Random & Varied SKILLS Complimentary
TYPES OF TEAMS
1.PROBLEM SOLVING TEAM

?
Groups of 5 to 12 employees from the same dept. who
meet for a few hours each `week to discuss ways of
improving quality,efficiency, & the work environment.
Self-managed team

Group of 10 to 15 people who take on responsibilities of their

former supervisors.
Cross Functional

Employees from about the same hierarchical level,

but from different work areas, who come together to
accomplish a task.
VIRTUAL
TEAM

Virtual teams use computer & communication technology to share

information & make decisions.
 TEAM EFFECTIVENESS
A.CONTEXT:
1.Adequate Resources
2.Leadership & Structure
3.Climate & Trust
4.Performance Evaluation &
Reward System
Cont.
B.COMPOSITION:
1.Abilities of members
2.Personality
3.Allocating Roles
4.Diversity
5.Size of Teams
6.Member Flexibility
7.Member Preferences
Cont.
C.WORK DESIGN:
1.Autonomy
2.Skill Variety
3.Task variety
4.Task Significance
Cont.
D.PROCESS:
1.Common Purpose
2.Specific Goals
3.Team Efficacy
4.Conflict Levels
5.Social Loafing.
SHAPING TEAM PLAYERS
SELECTION
TRAINING
REWARDS