You and the Organisation

KM, 2016, IIMIDR

YOUR FUTURE ROLE

KM, 2016, IIMIDR

Network of relationships
Organisation: A structured social system

consisting of groups and individuals

working together to meet some hope-fully
agreed-upon goals.
Organisation goals
Product/Deptartment goals
Personal goals.

KM, 2016, IIMIDR

Source: Perrow 1967

BEHAVIOR?
KM, 2016, IIMIDR

Organisation Behavior
As manager you need to be efficient

(resource utilisation) and effective (goal

achievement)
OB to understand all aspects of behaviors
in three levels of analysis - individual, groups
and organisation.
PRACTICE QUIZ
Behavior: The way one acts or conducts oneself in response to stimuli

KM, 2016, IIMIDR

OB - evolution
Boring, monotonous, physical labour is drastically

reduced
Decision making is being driven down the
organisation as access to information to take decision
is at finger tips of most
To tap employees potential to create, judge, imagine,
build relationships
Create work that is challenging, meaningful and
interesting
People want to earn but also care about interpersonal
side of work recognition, relationships, social
interaction

KM, 2016, IIMIDR

OB - evolution
Scientific management (downplayed the human dimensions):

Time and motion studies (bottom up)

Designing jobs as efficiently as possible
Carefully selecting & training people (Taylor)
Classical organizational theory
Efficient way to organize work in an organization
Division of labour (Fayol) (top down)
Human relations movement
Importance of social processes in work settings (Mayo)
Hawthorne studies: social conditions existing in a organization how
employees are treated by management and relationships they have
with one another influence job performance

KM, 2016, IIMIDR

Systematically reinforcing each successive step that moves an individual closer

to the desired response (OB modification)

Shape Behavior

Positive reinforcement
principles improves
organization functioning

Negative reinforcement
principles to discourage
undesirable behavior

Practice Test

1. Reward and Recognition schemes,

2. Incentive schemes,
3. Various data-based performance
improvements

1. Discipline related,
2. Norms, Rules & Regulations
3. Convert ve to +ve
reinforcements & benefits

KM, 2016, IIMIDR

Three Readings
How to manage self to do well in life?
What is the role of a manager?
Inner work life What manager can do to

drive performance?
Book: pg. 4-14

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ANCHORS OF OB
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Two fundamental assumptions: 1. dynamic nature of organisation as a open

system, 2. and there is NO one best approach

Anchors

Systematic research OB should study organizations using

anchor
systematic research methods
Multidisciplinary
anchor

OB should import knowledge from other

disciplines, not just create its own
knowledge

Contingency anchor OB theory should recognize that the

effects of actions often vary with the
situation
Multiple level of
analysis anchor

OB events should be understood from

three levels of analysis: individual, team,
organisations
KM, 2016, IIMIDR

Contributing Disciplines

Measure,
explain &
sometime
change
behavior
of humans

Learning, motivation,
personality, emotions,
perception
Training, leadership
effectiveness, job satisfaction
Individual decision making,
performance appraisal, attitude
measurement
Employee selection, work
design, and work stress

Group dynamics
Work teams
Communication
Power
Conflict
KM, 2016, IIMIDR
Intergroup behavior

Focus on
peoples
influence
on one
another
Peoples
relation to
social
environment
or culture

Behavioral change
Attitude change
Communication
Group processes
Group decision
making

Study societies to
learn about
human beings
and activities

Organizational
culture
Organizational
environment

Four issues.
Firmly grounded in scientific method
Interdisciplinary in nature
Basis for enhancing organisational

effectiveness and individual well-being

Studies individuals, groups and organisations

KM, 2016, IIMIDR

Intuition and Systematic Study

The two are complementary means of predicting

KM, 2016, IIMIDR

Types of Study Variables

Independent (X)

The presumed cause of the

change in the dependent
variable (Y).
This is the variable that OB
researchers manipulate to
observe the changes in Y.

Dependent (Y)

This is the response to X

(the independent variable).
It is what the OB
researchers want to predict
or explain.
The interesting variable!

Eg, Hawthorne studies

KM, 2016, IIMIDR

Interesting OB Dependent Variables:

work outcome variables
Productivity

Transforming inputs to outputs at lowest cost. Includes the concepts of

effectiveness (achievement of goals) and efficiency (meeting goals at
a low cost).

Absenteeism

Failure to report to work a huge cost to employers.

Turnover

Voluntary and involuntary permanent withdrawal from an organization.

Deviant Workplace Behavior

Voluntary behavior that violates significant organizational norms and

thereby threatens the well-being of the organization and/or any of its
members.
KM, 2016, IIMIDR

More Interesting OB Dependent

Variables
Organizational Citizenship Behavior (OCB)

Discretionary behavior that is not part of an employees

formal job requirements, but that nevertheless promotes
the effective functioning of the organization (eg, covering
for a sick colleague, noticing a flaw in work process).

Job Satisfaction

A general attitude (not a behavior) toward ones job; a

positive feeling of one's job resulting from an evaluation
of its characteristics.

KM, 2016, IIMIDR

The Independent Variables

The independent variable (X) can be at any of these three
levels in this model:
Individual

Biographical characteristics, personality and emotions, values and

attitudes, ability, perception, motivation, individual learning, and
individual decision making

Group

Communication, group decision making, leadership and trust, group

structure, conflict, power and politics, and work teams

Organization System

Organizational culture, human resource policies and practices, and

organizational structure and design
KM, 2016, IIMIDR

What managers do?

KM, 2016, IIMIDR

Management Functions
Planning
Organising
Coordinating
Controlling

Fayol

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Management Roles
Discovered ten managerial roles sets of

behaviors in their work

Separated into three groups:

Interpersonal
Informational
Decisional

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Mintzbergs Managerial Roles:

Interpersonal
Symbolic head required
to perform routine duties of
a legal or social nature

Figurehead

Maintains a network of
outside contacts who
provide favours and
information
Leader

Provides motivation and

Direction of employees;
hiring and disciplining

Liaison

Interpersonal Roles

KM, 2016, IIMIDR

Mintzbergs Managerial Roles:

Informational
Monitor

Serves as a nerve center

of internal and external
information
Transmits information from
outsiders or from other
employees to others inside

Spokesperson

Transmits information
to outsiders on plans,
policies, actions & results

Informational Roles

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Disseminator

Mintzbergs Managerial Roles:

Decisional
Searches organisation and
environment for opportunities
& initiates projects to bring
about change

Entrepreneur

Corrective action when

organisation faces important,
unexpected disturbances

Negotiator

Disturbance handler

Responsible for
Representing the
organisation at
major negotiations

Decisional Roles
Resource allocator

KM, 2016, IIMIDR

Makes or approves
significant organisational
decisions

Management Skills
Technical Skills

The ability to apply specialized knowledge or

expertise

Human Skills

The ability to work with, understand, and

motivate other people, both individually and in
groups

Conceptual Skills

The mental ability to analyze and diagnose

complex situations
KM, 2016, IIMIDR

Effective vs Successful Managerial

Activities
Four types of managerial activity:

Traditional Management

Communication

Exchanging routine information and processing

paperwork

Human Resource Management

Decision making, planning, and controlling

Motivating, disciplining, managing conflict, staffing,

and training

Networking

Socializing, politicking, and interacting with others

KM, 2016, IIMIDR

Successful vs. Effective Allocation

by Time

Managers who got promoted faster (were successful)

did different things than did effective managers
(those who did their jobs well)
KM, 2016, IIMIDR

VALUES, ATTITUDES AND

BEHAVIOR
KM, 2016, IIMIDR

Values
Basic convictions on how to conduct yourself or how to live
a life that is personally or socially preferable How To
live life properly.
Viewed as a conception, explicit or implicit, of what an
individual or a group regards as desirable, and in terms of
which he or they select, from among alternative available
modes, the means and ends of action. Judgemental
Element
Beliefs: what is known about the world (eg, life after
death, walking under ladder brings ill luck)
Values: what should be and what is desirable
KM, 2016, IIMIDR

Some issues.
Stable
Enduring
Significant portion is established in early

years through socialisation

Some research says that values may be
partly determined by our genetically
transmitted traits.

KM, 2016, IIMIDR

Values
Attributes of Values:

Content Attribute: says that a mode of conduct or end-state

of existence is important
Intensity Attribute: just how important that content is
Value System

A persons values rank ordered by intensity

Tends to be relatively constant and consistent

Eg, freedom, pleasure, self respect, honesty, obedience,

equality
KM, 2016, IIMIDR

Importance of Values
Provide understanding of attitudes, motivation, and

behaviors

Eg, you view that pay should be based on performance, but in

your orgn, it is based on seniority disappointment, less
output.

Influence our perception of the world around us

Eg, tit for tat is the best

Represent interpretations of right and wrong

Imply that some behaviors or outcomes are preferred

over others
KM, 2016, IIMIDR

Classifying Values Rokeach

Value Survey

Terminal Values (18 items)

Desirable end-states of existence; the goals that a person would like to

achieve during his or her lifetime

Eg, true friendship, a comfortable life

Instrumental Values (18 items)

Preferable modes of behavior or means of achieving ones terminal

values

Eg, responsible, ambitious

People in same occupations/categories tend to hold similar values

But values vary between groups

Value differences make it difficult for groups to negotiate and may create
conflict
KM, 2016, IIMIDR

Value Differences Between Groups

Source: Based on W. C. Frederick and J. Weber, The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, in
W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 12344.

KM, 2016, IIMIDR

Generational Values
Cohort

Entered
Workforce

Approximate
Current Age

Dominant Work Values

Socialists

1950s to the late

1980s

55+

Hardworking, conservative,
conforming; loyalty to the
organization; emphasis on a secure
life

Liberals

Early 1990s to
2000

Mid-40s to mid60s

Success, achievement, ambition,

dislike of authority; loyalty to career

Xers

20002005

Late 20s to early Work/life balance, team-oriented,

40s
dislike of rules; want financial
success; loyalty to self and
relationships

Millennials

2005 to present

Early 20s

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Comfortable with technology,

entrepreneurial; high sense of
entitlement

HOFSTEDES FRAMEWORK
FOR ASSESSING CULTURES
KM, 2016, IIMIDR

Six dimensions of value difference

across cultures
Power distance: accepts unequal power distribution
Individualism: preference to act as individuals
Masculinity: favours traditional masculine work roles of

achievement, power and control

Uncertainty avoidance: feels threatened by uncertain and
ambiguous situations and tries to avoid them
Long term orientation: emphasizes future, thrift, persistence
Indulgence: it is alright to enjoy life, have fun, fulfil natural
human desires

India?
KM, 2016, IIMIDR

ATTITUDES
KM, 2016, IIMIDR

Definitions
Beliefs: what is known about the world
Values: what should be and what is desirable
Attitudes: tendency to respond (in readiness) in a

particular way - expressed by evaluating an entity with

some degree of favour or disfavour
Relatively stable clusters of feelings, beliefs and
behavioral intentions towards specific object, person or
institution
Expressed through behavior

Behaviors: The way one acts or conducts oneself in

response to stimuli
KM, 2016, IIMIDR

Attitudes
Evaluative statements or judgments concerning
objects, people, or events
Three components of an attitude:
I dont like lazy people
The emotional or
feeling segment of
an attitude
(feeling)

The opinion or
belief segment of
an attitude
(evaluating)
I believe that my boss is lazy
KM, 2016, IIMIDR

An intention to behave
in a certain way toward
someone or something
(action)

I try to avoid boss when I can

Does Behavior Always Follow from

Attitudes?
Leon Festinger No, the reverse is sometimes true!
Cognitive Dissonance: Any incompatibility between two or more attitudes or

between behavior and attitudes people who will change what they say so it doesnt
contradict their behavior.

Individuals seek to reduce this uncomfortable gap, or dissonance, to reach

stability and consistency

Consistency is achieved by changing the attitudes, modifying the behaviors

, or through rationalization (deny any linkage of smoking and health or brainwash
about benefit of smoking or rationalise benefits)

Desire to reduce dissonance depends on:

Importance of elements creating it (eg bribe taking)
Degree of individual influence in the situation (eg, it is institutionalised)
Rewards involved in dissonance (eg, reward here is great)

KM, 2016, IIMIDR

Predicting Behavior from Attitudes

Important attitudes have a strong relationship to behavior.

Accessibility (memories can easily access those) is more likely to predict
behavior
Presence of social pressure lead to discrepancy of attitude and behavior
Linkage is strong if there is direct personal experience
The closer the match between attitude and behavior, the stronger the
relationship:
Specific attitudes predict specific behavior (eg, asking someone about
intention to quit in six months is better predictor of behavior than
asking her how satisfied she is on job)
General attitudes predict general behavior (eg, overall job satisfaction
is better predictor of whether the individual is engaged in her job or
motivated to contribute)
KM, 2016, IIMIDR

Predicting Behavior from Attitudes

The more frequently expressed an attitude, the better predictor it
is (attitudes that our memory can access easily so talk more
about itif you want to shape your behavior)
The more tightly related the attitude is to values we hold dear,
the stronger the relationship will be to the behavior.
High social pressures reduce the relationship and may cause
dissonance but social pressures to behave in certain ways hold
exceptional powers (eg, executives in ENRON).
Attitudes based on personal experience are stronger predictors.
(eg, asking college students if they would like to work for
authoratarian supervisor is not likey to predict their actual
behavior)

KM, 2016, IIMIDR

PERCEPTION
KM, 2016, IIMIDR

Environment is complex
Construct simplified models that extract the

essential features
Essential features may not capture all the
complexity

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Environment is complex
The simplified model is likely to be:
Categorical thinking organising people or objects in
pre-conceived categories stored in long term memory
to achieve closure, eg, ex-servicemen are disciplined
Mental models: broad world views or theories-inuse that people rely on, eg, how to behave in a
organisation
Selective Attention: Filtering information received by
our senses; perceivers expectations and innate drives
also adds to it, eg, footsteps of boss. Application
hearing customer voice.
KM, 2016, IIMIDR

Source: McShane & Glinow 2007: 45-46

Perceiving others thro social

identity
Categorization : into distinct groups
Homogenization : within group people are

similar
Differentiation : Fulfils our inherent need to

have distinct and positive identity

Simplify the complex world, bring order to it

KM, 2016, IIMIDR

Source: McShane & Glinow 2007: 47

Perceptions and Emotions

Perception - Process through which we assign

meaning to the world around us

Nothing but simplified models that we construct to
deal with environment complexity
We decide what to notice, how to categorise this
information, and how to interpret within the
framework of our existing knowledge
The world as it is perceived is the world that is
behaviorally important.

Emotion - Intense feeling that is directed at

someone or something.
KM, 2016, IIMIDR

I se

h
w
e

is
w
tI

s
o
ht

r
o
,
ee

t
a
wh

KM, 2016, IIMIDR

in
a
r
It

l
e
s
my

ee
s
to

Process of negotiation
in which the perceptual
end product is a result
of both of influences
within the perceiver
and of characteristics
of the perceived

Factors That Influence Perception

Perceiver:
- Attitudes
- Motives
Oragnisation
- Interests
and arrangement - Experience
Situational Factors:
- Expectations
of stimuli
- Time
- Work setting: Role
Perception
- Social setting
Perceived:
- Novelty
Pattern
- Background
- Proximity
Selection of
Stimuli
- Similarity
stimuli:
from the
Logic and meaning
- Size
environment Screening or to the individual
- Reputation

filtering

KM, 2016, IIMIDR

of behavior

Attribution
Attribution The process through which

individuals attempt to determine (that is, judge)

the causes behind their own and others behavior

Correspondent Inferences - based on one

evidence. Judging disposition based on behavior:

I have seen an action (aankhon dekhi) and

come to judgement about his disposition, traits
and characteristics (remember Laage Raho
Munnabhai)

KM, 2016, IIMIDR

Competency Mapping & Assessment Process, Performance Appraisal,

Interview process

Attribution

Causal Attribution: Asking the question

why?

Internal causes of behavior: explanations based on

actions for which the individual is responsible
External causes of behavior: explanation based on
situations over which the individual has no control

To know if the action is caused due to internal or

external factors :
Consensus: others behave in same manner
Consistency: does he behave in same fashion in
other such situations
Distinctiveness: does he behave in same fashion
KM, 2016, IIMIDR
in other contexts

Systematic Biases in attribution

Despite what Kelley might imply (causal attribution is it because external
or internal causes), people are not equally predisposed to reach
judgements regarding internal and external causality.
Self serving bias: Tendency to attribute external causes for our failures
and internal causes for success. It is our success but their failure.
Fundamental attribution error: Tendency to attribute internal causes
when focusing on someone elses behavior. We blame people first, not
the situation. This is so because it is easier to explain others action in
terms of traits/disposition rather than complex pattern of situational
factors that may have impacted their actions.

Appraisal : 1. Perceived source of responsibility

2. Whom to reward effort or outcome?
3. Tata Steel story
KM, 2016, IIMIDR

Perceptual biases: predispositions that

people have to misperceive others in various ways:
SHORTCUTS IN JUDGING OTHERS!!!

Selective perception: Selectively interpret what they see based

on their own interests, background, experience and attitudes. The

tendency to focus on some aspects of the environment while
ignoring others. We tend to be selective as it narrows down our
perceptual field. We select based on our interests, background,
experience, and attitudes

Which department contributes the most..

Eye of the Beholder

Similar-to-me effect: perceive people positively who are believed

to be similar to the perceiver. This applies with several dimensions

of similarity work values and habits, belief about the way things
should be done, similarity to demographic variables, etc.

Empathize with people and relate better who are similar to us

KM, 2016, IIMIDR

Systematic Biases in attribution

Halo / Horn effect:
Drawing a general impression about a person based on a single

characteristic like appearance, sociability, etc.

Tendency for our overall impressions of others to affect
objective evaluations of their specific traits; perceiving high
correlations between characteristics that may be unrelated.
Link certain traits

Multiple reviewers
Evidence of team halo effect: when performance is good, entire team is seen to
be responsible; when it was bad, individual team members are held accountable.

Self fulfilling prophecy (Pygmalino/Golem effect): Perception effect

reality. When our expectations about another person cause that

person to act in a way that is consistent with those expectations.

Eg, peptalk by the CEO.creation of +ve organisational behavior. Cocoplans.

KM, 2016, IIMIDR

Systematic Biases in attribution

Contrast effect: evaluations of a persons characteristics

that are affected by comparisions with other people

recently encountered who rank higher or lower on the
same characteristics.
Sequencing during interview
Stereotyping: Judging someone based on ones
perception of the group to which that person belongs.

KM, 2016, IIMIDR

Systematic Biases in attribution

First Impression error: The tendency to base our

judgement of others on our initial impressions of them.

Research tells us that first impression tend to be lasting, at
least in short run!
Projection: attributing ones own characteristics to

other people.

Project ones own undesirable personal characteristics

on others: Eg, a lazy supervisor may presume other is
also lazy and complaint that manager did not work
hard enough to get him resources
Project ones own feelings on others: Frightened
manager during organisation
change finds various
KM, 2016, IIMIDR
policy decisions more frightening than they are

Know yourself

More accepting of ourselves

Own characteristics affect the

characteristics one sees in others

Factors That Influence Perception

Perceiver:
- Attitudes
- Motives
Oragnisation
- Interests
and arrangement - Experience
Situational Factors:
- Expectations
of stimuli
- Time
- Work setting: Role
Perception
- Social setting
Perceived:
- Novelty
Pattern
- Background
- Proximity
Selection of
Stimuli
- Similarity
stimuli:
from the
Logic and meaning
- Size
environment Screening or to the individual
- Reputation

filtering

KM, 2016, IIMIDR

Selective
perception
Projection
Similar-to-me
effect
Halo effect

of behavior
Stereotyping

Application in Organisation
Selection process
Eg, Battery of selection methods
Performance expectation
Eg, Pygmalion effect or Golem effect
Performance evaluation
Eg, KRA based (what you have achieved external factors?)
Competency based (how you have achieved)
Decision making
Short cut to come to a judgement
Decision making= reaction to a problem= a discrepancy
that
exists between the current state of affairs and a
desired
state. Does a problem exists? Whether a
decision needs to
KM, 2016, IIMIDR
be made? Perceptual distortions
also
affect decision making.

Emotions and U
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What are Emotions and Moods?

KM, 2016, IIMIDR

Closely intertwined!!!

Sources of Emotion and Mood

Personality
There is a trait component affect intensity
Day and Time of the Week

There is a common pattern for all of us

Happier in the midpoint of the daily awake period

Happier toward the end of the week

Weather
Illusory correlation no effect
Stress

Even low levels of constant stress can worsen moods

Social Activities
Physical, informal, and dining activities increase positive
moods
KM, 2016, IIMIDR

More Sources of Emotion and

Mood

Sleep

Poor sleep quality increases negative affect

Exercise
Does somewhat improve mood, especially for depressed
people
Age
Older folks experience fewer negative emotions
Gender
Women tend to be more emotionally expressive, feel
emotions more intensely, have longer-lasting moods, and
express emotions more frequently than do men
Due more to socialization than to biology

KM, 2016, IIMIDR

Types of labour
Physical labour
Mental labour : cognitive capabilities
Emotional labour : when an employee

expresses organisationally desired emotions

during interpersonal transactions

Felt emotion: your actual emotion

Displayed emotion: emotion that you are required
to display
Emotional Dissonance:
Intensity
- choosing your preferred job
Frequency
- staffing decisions
Duration
KM, 2016, IIMIDR
- multicultural setups

Emotional Labor
An employees 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 individuals actual emotions
Displayed: required or appropriate emotions
Surface Acting: displaying appropriately but not feeling
those emotions internally: DISPLAYED EMOTIONS
Deep Acting: changing internal feelings to match
display rules - very stressful: FELT EMOTIONS

KM, 2016, IIMIDR

Emotion vs Mood
Mood: Feelings that tend to be less intense than

emotions and lack that contextual stimulus

It exists in the background to our daily experiences

It can fluctuate rapidly and sometimes widely during
the day
Combination of who we are (traits) & conditions we
face

Eg, you are depressed (individual quality) and

work place is uninspiring ~ bad mood

Making work place a fun place
KM, 2016, IIMIDR

High positive affect

Happier people outperform less happier people:
They tend to get better jobs with higher levels of autonomy, meaning
and variety
Happier people earn higher incomes

WHY?
Make better decisions
Evaluation of juniors: people in good mood evaluate good behavior

appropriately and provide encouraging feedback..they improve.

Mood congruence: The tendency to recall positive things when you
are in good mood and to recall negative things when you are in bad
mood. +ve mood -> +ve memories -> encourages extra effort -> job
performance improves
KM, 2016, IIMIDR

Affective Events Theory

Emotions are experiences: represent in change in physiological state (eg,

blood pressure), psychological state (eg, thought process) and behaviour

(eg, facial expression)
Workplace events cause emotional reactions in employees

Employees respond is predisposed towards +ve or ve emotional

reactions based on their personalities (+ve affectivity vs ve affectivity:
tendency to perceive a event) and moods (the mood I am in
exaggerates the nature of emotion we experience in response to an
event)
Influence workplace attitudes (job satisfaction) and behavior (job
performance)

Emotional episodes: series of emotional experiences , precipitated by

a single event and containing elements of both emotions and mood

cycles
KM, 2016, IIMIDR

Affective Events Theory (AET)

Task demand

You experience a very +ve reaction to this Pat

Role demand
Boss gave a pat on the back

Good Job

Mood congruence

Many enjoyable
encounters with
others in course
of a work day
High degree of +ve affect
& ingood mood
KM, 2016, IIMIDR

Circumplex Model of Affect

All emotions generate a global evaluation (core affect) that

something good or bad, helpful or harmful, to be approached or

to be avoided ie, all emotions communicate that perceived
object/event (context) is either +ve or ve.
All emotions produce some level of activation (energy or
motivational force)
Theory of emotional behavior based on:

degree to which emotions are pleasant or unpleasant, and

degree to which it makes one feel alert and engaged (activation)

Combination of these decide AFFECT positive or negative,

activated or unactivated
Presented in a two dimensional circular space
KM, 2016, IIMIDR

Basic Moods: Positive and Negative

Affect
Emotions cannot be neutral.
Emotions (markers) are grouped into general mood states

positive affect express a favourable evaluation or feeling.

Mood states affect perception and therefore perceived reality.
Positivity affect

KM, 2016, IIMIDR

Vertical axis: arousal;

Horizontal axis: valence (intrinsic attractiveness/aversiveness of a event/object, etc)
Emotions within each grouping are similar to one another.
Those across from one another are considered opposite emotions
Activated (High Energy)

Low-Pleasantness

High-Pleasantness

Low -ve affect

Low +ve affect

KM, 2016, IIMIDR

Un-Activated (Low Energy)

The ability to detect and to manage emotional cues and information

Definition

EI refers to the ability to monitor ones own and

others feelings and emotions, to discriminate

among them and to use this information to guide
ones thinking and actions. (Salovey & Mayer: 1990: 189)
Five dimensions:

Self awareness: aware of what you are feeling

Self management: to manage emotions & impulses
Self motivation: persist in the face of setbacks & failures
Empathy: to sense how others are feeling
Social skills: to handle emotions of others

The capacities to create optimal results in your

relationships with others EI
KM, 2016, IIMIDR

The Five Dimensions

- Empathy
- Listener
- Attuned to

Empathy

Self
Awareness

- Emotional Self
Awareness
- Accurate Self
Assessment
- Self Confidence

feelings Feeling for others

Introspection
- Coaching
- Service
Orientation
EI
- Self Control
-Mood Maker
- Consciousness
-Inspirational
Social
- Transparency
leadership
Skills
Self
- Trustworthiness
-Influence
Ability to make friends
Management - Initiative
-Change catalyst
- Optimism
Delay of gratification
- Achievement
-Conflict Management
- Performance
Decisive life skill Orientation
Orientation
Motivation
- Adaptability
- Perseverance
anger, anxiety,
Persistence

KM, 2016, IIMIDR

sadness

Why is EI important?
Decision making: Rational as well as intuitive
Motivation : Employee engagement
Leadership : Charging up people
Interpersonal conflict : Getting people work
through their conflicts
Deviant workplace behavior : Linked to
negative emotions

KM, 2016, IIMIDR

Cultivate EI
Brain creates reaction patterns that leads to automatic

behavior lack of initiative, lose of temper, arrogant

behavior.
Consciously break the pattern

Continually reflect on ones emotions and triggers

Recognizing and naming emotions
Differentiating between emotion and the need to
take action
promoting action in response to sadness/depression
inhibiting action in response to anger/hostility

Understanding the causes of feelings

KM, 2016, IIMIDR

Cultivate EI

Create a learning plan, and specific goals

Taking the time for mindfulness

Managing anger through learned behavior
or distraction techniques
Learning to postpone an outburst
Learn to be optimistic
Developing listening skills

KM, 2016, IIMIDR

Dynamic organisation within the individual of those psychophysical systems

that determine his unique adjustments to his environment

Personality

Enduring characteristics that influence an

individuals behavior (personality traits)

Sum total of ways in which an individual reacts and

interacts with others (observable patterns of behavior)
Generally, it is considered to be stable and consistent.
Usually described in terms of the measurable traits a
person exhibits.
Dynamic concept describing the growth and development
of a persons whole psychological system; it looks at some
aggregate whole that is greater than the sum of the parts.

KM, 2016, IIMIDR

How it develops?
Heredity
Brain : evolutionary psychologists (hardwired from distant

past to behave)
Socialisation process

Environment: Eg, in USA, themes of industriousness, success,

competition, independence and protestant work ethic, leads their citizens
to be ambitious and aggressive.

Person-situation interaction
Self Esteem: a persons self-perceived competence and

self image
Sort of a global, relatively fixed trait
Personality becomes more stable over time is that we form a clearer and
more rigid self concept as we get older. Who I am serves as an
anchor for our behaviour brain tries to keep our behaviour consistent
with our self-concept
KM, 2016, IIMIDR

Interactionist perspective = effect of traits are likely to be strongest in relatively

weak situations, and vice versa. Organisation settings tend to be strong
situations as they have rules and regulations that define acceptable behavior and
punish deviant behavior, and informal norms that dictate appropriate behavior
Behavior in army

Behavior is function of continuous, multidirectional

interaction between person and the situation

The person is active in this process and is changed
by situations and changes situations.
People vary in many characteristics, including
cognitive, affective, motivational, and ability factors.

The Person:
Skills and abilities
Personality
Perception
Attribution
Attitudes
Values Ethics

The Environment:
Organisation
Work Group
Job
Personal life
KM, 2016, IIMIDR

Personality Studies: two approaches

Nomothetic:

Collection of group data to identify, measure and compare

Trait theory: Breaks down behavior pattern into series of
observable traits: enduring characteristics that describe an
individual behavior
Tend to view environmental and social influences as minimal,
personality as consistent, largely inherited and resistant to change
What this means for a manager?
Power of trait to predict behavior:
The more consistent the characteristic, the more frequently it
occurs, the more important it is.
Can help in employee selection, job fit, and career development.

KM, 2016, IIMIDR

Personality Studies: two approaches

Idiographic:

Self unique interaction with the world

Personality development is open to change

What this means for a manager?

So, for a manager, this provides an opportunity to create
situation that mould the personality for enabling behavior
Coaching, mentoring can have impact

KM, 2016, IIMIDR

Why bother?
How do you select your people?

Selection test
Differentiate among all those who are keen to join
Reliably measure the competencies and personality traits that is needed
Provides valid results

Predicts future performance

What does it say about your belief? Are you a trait theorist?
How do you make them productive enough?

Constructive feedback to enhance generalised self efficacy; a persons belief about his
efficacy to perform specific tasks effectively
Expose employees to models of good performance and success mentoring
Continuous improvement
KM, 2016, IIMIDR

MBTI: Myers-Briggs Type

Indicator

Carl Jung (1920s): typologies based on mental processes.

Combination of their preferences differ.

Myers-Briggs (1940s) developed the self-reporting test to
measure their preferences.by asking questions on how
people usually feel or act in particular situation
Taps four characteristics (preferences to each) and classifies
people into 1 of 16 possible personality types.
These are preferences.differences are to be understood,
celebrated and appreciated (eg, to understand work styles).
Downside: It ignores the influence of situations, and
disregards that personality is dynamic, and not completely
stable.
KM, 2016, IIMIDR

The Myers-Briggs Type Indicator

Participants are classified on four axes to determine one of 16

possible personality types, such as ENTJ.

Sociable,
Interactive,
Assertive,
Outgoing,
Speaks &
then thinks
Practical and
Orderly, prefer
Gathering,
routine, Details,
Processing
Concrete,
information
Specific
Use Reason
Evaluate &
and Logic to handle
Making
problems, Rules,
decisions
Justice
Engaging
Want Order
with outer
& Structure, Time oriented,
world
Organized, Decisive

Quiet, Shy,
Concentrating,
Reflective,
Thinks, and
then speaks

KM, 2016, IIMIDR

Source of
energy
Unconscious
Processes, look at big
picture, General
possibilities,
Theoretical, Abstract
Uses Values & Emotions,
Heart, Subjective,
Circumstances, Mercy
Flexible and
Spontaneous, openended, exploring,
opportunity focused

The Types and Their Uses

Each of the sixteen possible combinations has a name,

for instance:

Visionaries (INTJ): original, stubborn, and driven

Organizers (ESTJ): realistic, logical, analytical, and businesslike: most of
7463 managers studied were ESTJ.
Conceptualizers (ENTP): entrepreneurial, innovative, individualistic, and
resourceful

High reliability and validity for identifying types, and its

linkage to learning style, teaching style and choice of

occupation.
Great tool for self-awareness and counseling.

Should not be used as a selection test for job candidates.

KM, 2016, IIMIDR

Big Five Test

Enter 5 if you agree strongly with the item,4 if you agree,3 if you neither agree nor
disagree, 2 if you disagree, and 1 if you disagree strongly.
Conscientiousness:
-I keep my room neat and clean.
-People generally find me to be extremely reliable.
Extraversion:
-I like lots of excitement in my life.
-I usually am very cheerful.
Agreeableness:
-I generally am quite courteous to other people.
-People never think I am cold and sly.
Neuroticism:
-I often worry about things that are out of my control.
-I usually feel sad or down.
Openness to Experience
- I have a lot of curiosity.
KM, 2016, IIMIDR
- I enjoy the challenge of change.

Scoring: Add your scores for each item. Higher scores reflect greater
degrees of the personality characteristic being measured.

KM, 2016, IIMIDR

Five Factor Test

17000 words to describe a persons

personality initially combined to derive 171

personality traits
Distilled to five abstract personality
dimensions Five core personality traits:
It taps five basic dimensions.
These encompass most of the significant
variation in human personality

KM, 2016, IIMIDR

Nomothetic: The Big Five Model;

Taps into five basic dimensions
Trait

What it means

Conscientiousness

The person is responsible, hardworking, organised,

persistent and dependable, goal-focused, thorough,
methodical: RELIABILITY

Agreeableness

The person is cooperative, warm, and agreeable,

trusting, helpful, good-natured, considerate, generous,
flexible: PROPENSITY TO DEFER TO OTHERS

Neuroticism
Emotional
stability

Anxious, insecure, self-conscious, depressed,

temperamental, hostility, self-consicousness
The person is calm, self-confident, and cool: ABILITY TO
WITHSTAND STRESS

Openness
to
experience

The person is creative, curious, cultured, imaginative,

unconventional, perceptive, autonomous :
FASCINATION WITH NOVELTY, RANGE OF INTERETS

Extraversio The person is gregarious, assertive, and sociable,

KM, 2016,
IIMIDR
n
talkative, energetic,
outgoing:
COMFORT LEVEL WITH
RELATIONSHIPS
Exercise

Personality and workplace (situational factors

and characteristics of those in setting have an impact)
Traits reflects an individuals behavioural tendencies .predicting some

workplace behaviour & outcomes

Cluster around the broad characteristics of:
CAlowN = getting along
OEClowN = getting ahead
C and lowN = best predicts individual performance in almost every job group
energize a willingness to fulfil work obligation (C) with established rules and
to allocate resources to accomplish those tasks (lowN)
(Caveat= less than 10% of performance is due to personality trait of C. Generally
speaking, C=> on performance, job satisfaction, motivation)
More specific types of employee behaviour:

E = sales and management jobs

A = team based, customer relations, conflict handling situations
O = creative and adaptable to change
KM, 2016, IIMIDR

Big Five Traits

What happens if you donot like your personality trait?

Put your best foot forward. Personality is not synonymous with

behavior
Find an organization that suits you. Not all organizational cultures
are for everyone. Big corporations tend to be tilted
toward extraverts..
Time is on your side. As people age, their scores on conscientiousness
and agreeableness increase rather dramatically, and neuroticism
decreases (emotional stability increases) substantially.
Realize that all traits have upsides and downsides. Extraverted
people are more impulsive and more likely to be absent.
Conscientious individuals adjust less well to change. Open people are
more likely to have accidents. Agreeable people are less successful in
their careers
KM, 2016, IIMIDR

Psychometric tests
They make decisions about people:

More systematic
More precise

They predict future performance and reduce uncertainty

They provide more accurate descriptions of people and

their behavior
But,

Tests should be seen as an additional source of

information only
Practice may have effect on test results
KM, 2016, IIMIDR

Core Self Evaluation: best dispositional

predictor of job satisfaction and performances
A persons fundamental evaluation of themselves. The degree to which a person
likes or dislikes himself, whether he sees himself as capable and effective,
whether he feels he has control over environment.
In assessing who we are, people rely on four aspects of personality:
Self Esteem: Overall value one places on oneself as a person. Self perceived
competence (welcome challenging tasks) and self image. Sort of a global,
relatively fixed trait
Generalised self efficacy: A persons beliefs about his capacity to perform
specific tasks successfully (confidence that they can do well whatever they do.
Associate work with success so tend to be satisfied with job). Situational and
context specific
Locus of control: The extent to which a person feel that they are able to
control things in a manner that affects them
Emotional stability: The tendency to see oneself as confident, secure, steady
KM, 2016, IIMIDR

Some terms
Independent (predictor) variable
Dependent variable

Predictive validity
Moderator:
influences the strength of a relationship between two
other variables. Eg, HE and social class. Education of
parents may be a moderator- the more educated are the
parents, stronger is the relationship
Mediator:
that explains the relationship between the two other
variables. Cost of HE may be a mediator as it explains
why there will be a relationship.

KM, 2016, IIMIDR

Other Personality Tests.

Locus of control: the degree to which people

believe they are masters of their own fate:

As internals believe they control what happens to them, they will want
to exercise control on their environment. Wont like close supervision.
Internals have been found to have higher job satisfaction and
performance, more likely to assume managerial positions, prefer
participative management styles
Internals may continue to be happy about promotion for a long time..
Search actively for information before making a decision, are more
motivated to achieve, make a greater attempt to control their
environment. Sophisticated jobs like professional/managerial jobs that
require complex information processing and learning, require
independence of action and initiative. Eg, almost all successful sales
people are internals.
KM, 2016, IIMIDR

Other Personality Tests.

Locus of control: the degree to which people

believe they are masters of their own fate:

Externals will like more structured environment, and they may

be more reluctant to participate in decision making.
Do well in jobs which is pre programmed, compliant and willing
to follow directions.
Are less satisfied with their jobs (as they believe that they have
little control over organisational outcomes that are important to
them) , have high absentism rates (internals believe that health
is substantially under their own control through proper habits),
are more alienated from work setting, and are less involved on
their jobs than are internals.
KM, 2016, IIMIDR