UNIT I

Organisational behaviour

Manager
A person who gets the work done
A person who plans, leads, coordinates and controls
Roles of a manager
Interpersonal
Figurehead
Leading
Liaison
Informational
Spokesperson
Monitor
Disseminator
Decisional
Entrepreneur
Resource allocator
Negotiator
Disturbance handler
Organisation
Group of two or more people who come together and work to achieve common goals
Organisational behaviour
It is the field of study that studies the impact that individuals, groups and structures have on the behaviour
of organisations for the purpose of applying such knowledge towards improving organisational effectiveness.

Why OB?
People are different and each person behaves differently in different situations.

Foundations of OB
1. Individual differences
2. A whole person
3. Caused behaviour
4. Human dignity
5. Organisations are social systems
6. Mutuality of interest
7. Holistic concept
8. Need for management

Challenges and opportunities of OB

1. Responding to globalisation
2. Workforce diversity
3. Coping with labour shortage
4. Improving quality and productivity
5. Improving customer service
6. Improving people skills
7. Empowering people
8. Coping with temporariness
9. Stimulating innovation and change
10. Helping employees balance work/life challenge
11. Improving ethical behaviour

Suggested readings
Dependent variables
Productivity
Absenteeism
 Employee turnover
Organisational citizenship
Job satisfaction
Independent variables
Individual level
Group level
Organisation system level

Emotional intelligence

An assortment of non-cognitive skills, capabilities and competencies that influence a person’s abilities in
coping with environmental demands and pressures is called emotional intelligence.

Dimensions of EQ
Emotional attainment or self-awareness and people skills
Emotional management
Using emotions
Self-motivation
Ethical behaviour

Why are ethics important

Correspondent to basic human needs
Create credibility with public
Give management credibility
Better decision making
Ethics and profit go together
Law cannot protect society like ethics can

Ethical dilemmas
Employment information system (issues related to technology)
Discrimination against diseased (HIV positive)
Sexual harassment
Whistle blowing
Employee remuneration
Employee appraisals

Managing ethics
Top management
Code of ethics
Ethics committees
Ethics hot lines
Ethics training programme
Ethics and law
Improving ethical decision making

Three principles to resolve ethical issues

Moral idealism
Intuition
Utilitarianism
INDIVIDUAL BEHAVIOUR

Reason for individual differences and how they pose a challenge

Personal factors
Age
Gender
Education
Ability
Intellectual abilities
Number aptitude
Verbal comprehension
Perceptual speed
Inductive reasoning
Deductive reasoning
Spatial memorisation
Memory
Physical abilities
Strength factors
Dynamic strength
Trunk strength
Static strength
Explosive strength
Flexibility factors
Extent flexibility
Dynamic flexibility
Other factors
Body coordination
Balance
Stamina
Ability-job fit
Marital status
No. of dependents
Creativity
Background experience
Personal traits
Cognitive abilities
Emotional intelligence
Mood
Impact on performance

Environmental factors
Economic factors
Employment opportunities
Wages
Economic outlook
Technological change
Cultural environment
Ethics
Achievement need
Political factors

Organisational systems and resources

Facilities
Organisational structure and design
Leadership
Reward system
Work related behaviour
Psychological factors
Personality
Perception
Attitudes
Values
Learning
PERCEPTION

What is perception?
It is a process by which individuals organise and interpret their sensory impressions in order to give meaning
to their environment.
Process of perception
Stimuli
Selective attention
Organising
Interpreting
Response
Factors influencing perception
Perceiver’s characteristics
Needs
Experiences
Values
Attitudes
Personality
Situational factors
Physical setting
Social setting
Organisational setting
Characteristics of the perceived
Nature
Appearance
Location, etc.

How do managers perceive differently?

Have high level of self-awareness
Seek information from various sources
Be empathetic
Influence perception of others
Avoid common perceptual distortions
Avoid inappropriate attributions
Diversity management programmes

Mistakes while perceiving

Perceptual selectivity
Perceptual distortion
Halo effect
Contrast effect
Projection
Stereotyping

Suggested readings
Attribution theory
Self-fulfilling prophecy
 UNIT II

PERSONALITY
the dynamic organisation within an individual of those psychophysical systems which determine his unique
adjustments to his environment.
determinants
heredity
environment
contribution from the family
socialisation process
situation
theories (for personality type)
type theory (kretschmer and sheldon)
trait theory
psychoanalytic theory
social learning theory
humanistic approach
Maslow's self-actualisation theory
theories (for personality traits)
myers-briggs type indicator
E or I (extroverted or introverted)
S or N (sensing or intuitive)
T or F (thinking or feeling)
P or J (perceiving or judging)
the big five model
extroversion
agreeableness
conscientiousness
emotional stability
openness to experience
personality-job fit theory
realistic
investigative
artistic
social
enterprising
conventional
personality attributes influencing OB (applications)
locus of control
Machiavellianism
self esteem
self-monitoring
risk taking
STRESS
a dynamic condition in which an individual is confronted with an opportunity, constraint or demand relating
to something he or she desires and for which the outcome is perceived to be both uncertain and important.
symptoms (and consequences)
physiological
headache
high BP
heart disease
psychological
anxiety
depression
decrease in job satisfaction
behavioural
productivity
absenteeism
turnover
sources
environmental factors
economic uncertainty
political uncertainty
technological uncertainty
organisational factors
task demands
role demands
interpersonal demands
organisational structure
organisational leadership
organisation's life stage
individual factors
family problems
economic problems
personality
stress management
individual approaches
time management, physical exercise, relaxation training, expanding social support network.
organisational approaches
improved personnel selection and job placement, training, realistic goal setting, redesigning
of jobs, increased employee involvement, improving communications, offering employee sabbaticals, corporate
wellness programs.
 UNIT III

GROUPS
groups are defined as two or more interacting and interdependent individuals who have come together to
achieve particular objectives
types of groups
formal group
informal group
command group
task group
interest group
friendship group
group development
5 stage model
forming
storming
norming
performing
adjourning
alternative model (punctuated-equilibrium model)
mutual acceptance
communication and decision making
motivation and productivity
control and organisation
group behaviour
long answer (group behaviour model)
group dynamics
huh?
social loafing
describe

group behaviour
TEAMS
unlike groups, in teams the combined work is not the summation of the individuals effort. teams generate
positive synergy through co-ordinated effort.
types of teams
problem solving teams
self-directed teams
cross functional teams
virtual teams
creating effective teams
work design
autonomy
skill variety
task identity
task significance
composition
ability
personality
roles and diversity
flexibility
size
preference for teamwork
team building
shaping team players
selection
training
rewards

EMPOWERMENT

is a process of enhancing the feeling of self-efficacy among organisational members through identification of
conditions that foster powerlessness and removing them by both formal organisational practices and informal
techniques of providing efficiency information.
significance
if you've memorised the definition, you can elaborate it.
process
identify conditions of powerlessness
implement empowerment strategies
remove conditions of powerlessness
feeling of empowerment generated
empowerment generates behaviours
prerequisites
empowerment does not work when people have inflated egos and are self-centred
when people are subjugated that they are meant to be led and not to lead
it has no appeal for those who look for secured rather than challenging jobs
CONFLICT
a conflict is a process that begins when one party perceives that another party has negatively affected or is
about to negatively affect something that the first party cares for.
concept
traditional view
human relations view
interactionists’ view
sources of conflict
er... what?
resolving conflicts
problem solving
superordinate goals
expansion of resources
avoidance
smoothing
compromise
authoritative command
altering the human variable
altering structural variables

POWER & POLITICS

power refers to the capacity that A has to influence the behaviour of B so that B acts in accordance with A's
wishes. the definition implies the capacity or the potential that need not be actualized to be effective and a
dependency relationship.
types
formal
reward
coercive
legitimate
information
personal
expert
referent
charismatic
sources or dependency (dependency is the key to power)
importance
scarcity
non substitutability
approaches
reason
friendliness
coalition
bargaining
assertiveness
higher authority
sanctions
politics
activities that are not required as a part of ones’ formal role in the organisation but influence or attempt to
influence the distribution of advantages or disadvantages within the organisation.
factors contributing to politics
individual factors
organisational factors