Organizational

Behavior-1
BME (2015-18)

J. Singh
XLRI
 J. Singh
• Education:
• Ph.D. (Wharton School, Univ. of Pennsylvania, USA)
• MBA (XLRI Jamshedpur)
• B.A. (St. Xavier’s College, Calcutta University)

• Work Experience:
• XLRI: 19 years in 3 separate ‘innings’—including 4
years as Dean.
• Tata Steel: 23 years in Human Resources

• Contact: jittusingh@xlri.ac.in

J. Singh XLRI
 OB-1
• Course Objectives:
1. To give you an overview of the field of OB and its
importance in Management.
2. To enable you to understand Individual and Group Behavior
in organizations.
3. To sharpen your skills in selected processes for managing
individuals and teams.

• Text: Organizational Behavior (Stephen Robbins)

• Pedagogy: Mixture of lectures, group discussions, cases, self-

assessment tools, and simulation exercises.

J. Singh XLRI
 Course Content
Sessions Topic Chapter

1-2 Overview of OB 1

3-6 Understanding Personality 2-5

7-9 Motivational Needs and Processes 6-7

10-13 Group Dynamics / Managing Teams 9-10

14 Managing Communication 11

15-16 Managing Conflict 15

17-19 Understanding Leadership 12-13

20 Synthesis

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 Course Evaluation
• There will be three components—with each
carrying 1/3rd weightage.
1. Two ‘surprise’ quizzes
2. Book review:
• Choose any book related to the topics in this
course.
• Read it thoroughly during the term.
• On a designated day toward the end of the term,
you will be required to write in class a summary
and critical review of the book.
3. Final examination
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 Class Etiquette

• Regular attendance
• Punctuality
• Active involvement (“We can learn from one
another”).
• PLEASE switch off your mobile / laptop / IPad
etc. They are not needed.

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 Thought Starter
How many squares in this picture?

J. Singh XLRI
I. The Evolution of Organizations
• Pre-Industrial Era:
• Guild / Craft System
• The all-in-one family:
• Owner, worker, seller, accountant….
• Own tools
• Management was simple
• Mostly managing self / family & external
interfaces
• Disadvantage: Low output
J. Singh XLRI
 The Evolution (2)
• Industrial Era:
• Industrial Revolution (James Watt: 1736-1819)
• Invention of powered machines  Expensive
• Central location of machines  Factories
• Employment in factories
• Division of labor
• Problems of coordination  Management

J. Singh XLRI
 The Evolution (3)

• Division of Labor:
• Adam Smith (Wealth of Nations, 1776)
• Advantage: Increased productivity through
• Increased dexterity
• Saving of time lost in moving from one job
to another
• Invention of specialized tools for each job
• Disadvantages?

J. Singh XLRI
 The Evolution (4)

• Scientific Management:
• F. W. Taylor (1856-1915)
• Midvale Steel & Bethlehem Steel
• “Principles Of Scientific Management” (1911)
• Also Frank & Lillian Gilbreth; H. L.Gantt
• 4 basic principles:
• Scientific methods to replace rules-of-thumb
• Scientific selection & training of workers;
• Cooperation of Management & Labour;
• Equal division of labour between managers & workers.

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 The Evolution (5)

• F. W. Taylor (contd.):
• Other ideas:
• Separation of Planning from Execution
• Functional foremanship
• Time & Motion study
• Determine the best way to do a job
• The standard time to complete the job
• Incentive wage system (piece rate)

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 The Evolution (6)

• Administrative Management:
• Henri Fayol (1841-1925)
• “General & Industrial Management” (1916)
• Identified 5 functions of management: Planning,
organizing, commanding, coordinating & controlling
• 14 universal / general principles of management:
• Division of work
• Authority (official + personal) & Responsibility
• Discipline
• Unity of command

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 The Evolution (7)

• Henri Fayol (contd.):

• Unity of direction
• Individual interests subordinate to general
interests
• Remuneration
• Centralization
• Scalar chain
• Order
• Equity
• Stability of tenure of personnel
• Initiative
• Esprit de corps

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 The Evolution (8)

• Bureaucracy
• Max Weber (1864-1920)
• 3 types of authority: legal, traditional & charismatic
• Characteristics of bureaucracies:
• Fixed jurisdictional area (division of labour)
• Well-defined hierarchy
• Written rules & procedures; high formalization
• Selection purely on merit (impersonal; no nepotism)
• Promotions on the basis of seniority & performance
• Office is a vocation; career tracks for employees (long-
term employment)
• Separation of ownership from official work.

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 The Evolution (9)

• Human Relations School

• Inconclusive illumination experiments at Western
Electric (Hawthorne)
• Elton Mayo’s experiments (1927-32)
• First Relay Assembly Group
• Second Relay Assembly Group
• Mica Splitting Test Room
• Interview Program
• Bank Wiring Observation Room
• Organizations are not machines. Leadership, group
behavior, relationships are important.

J. Singh XLRI
 References
• D. S. Pugh (1971, Penguin): Organization
Theory (Chapters 1, 6, 7)
• J. M. Shafritz & J. S. Ott (1978, Moore):
Classics of Organization Theory (Chapters 2, 6,
7, 8)
• Hawthorne Revisited (Organizational
Dynamics, Winter 1975)
• C. Perrow: The Short & Glorious History of
Organization Theory (Organizational
Dynamics, Summer 1973)

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J. Singh XLRI
 Some Key Concepts
People: Organization:
• Personality • Goals
• Abilities / skills • Task
• Needs • Technology
• People—Organization
• Attitudes • Fit
Structure / culture
• Values, etc. • Policies, etc.

J. Singh XLRI
 Some Key Concepts
• What do managers do?
• Plan, organize, lead and control

• Managerial Skills:
• Technical
• Human
• Conceptual

• Mintzberg’s roles:
• Interpersonal (Figurehead / Leader / Liaison)
• Informational (Monitor / Disseminator / Spokesperson)
• Decisional (Entrepreneur / disturbance handler / Resource
allocator / Negotiator)

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What Is Your Personality Type?
1 Am casual about
1 2 3 4 5 6 7 8 Am never late
appointments
Am very
2 Am not competitive 1 2 3 4 5 6 7 8
competitive
3 Never feel rushed,
1 2 3 4 5 6 7 8 Always feel rushed
even under pressure
Try to do many
4 Take things one at a 1 2 3 4 5 6 7 8
things at once;
time think about what I
am going to do
next
5 Do things slowly 1 2 3 4 5 6 7 8 Do things fast
6 Express feelings 1 2 3 4 5 6 7 8 “Sit” on feelings
Have few interests
7 Have many 1 2 3 4 5 6 7 8
outside work
interests
• Total your score & multiply it by 3
• Interpretation:
• Less than 90: Type B
• 90 to 99: B+
• 100 to 105: A-
• 106 to 119: Type A
• 120 or more: A+

Scoring Key
 Type A
• Is always moving
• Walks / eats / talks rapidly
• Impatient
• Does two or more things at
once
• Can’t cope with leisure
• Obsessed with numbers
• Aggressive / competitive
• Constantly under time
pressure
Type A & B Personalities
Type B
• Casual about time
• Patient
• Plays for fun—not to win
• Relaxes without guilt
• Has no pressing deadlines
• Is mild mannered
• Is never in a hurry
 Prologue

 In order to lead others, one must first

understand / manage, oneself.
 Only self-aware and self-disciplined
individuals can become effective leaders.
 Are you fully aware of yourself? And
self-disciplined?
 What do you do to develop yourself?

J. Singh XLRI
 Some Key Questions
What are your life & career goals?
What are your dearest values?
What are your main personality
characteristics?
What are your strengths and weaknesses?
Are you aware of how others perceive you?
What is your roadmap for self-fulfillment?
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 Johari Window
Feedback

Unknown by others Facade Unknown E

x
p
o
s
u
r
Blind
Known to others Arena e
Spot

Known Unknown
by self by self
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 Instruction:
For each of the 12 situations described in
this questionnaire, please indicate which
behavior—”A” or “B”—you would adopt.
Please respond as fast as possible.
There are no right or wrong answers.

J. Singh XLRI
1. If I had engaged in a heated argument with
an employee and I realized that he was ill at
ease around me from that time on, I would:

A) Avoid making matters worse by

calling attention to his behavior and
let the whole thing drop.

B) Comment on his behavior and ask him

how he felt the argument had
affected our relationship.

J. Singh XLRI
2. If an employee with whom I worked
began to avoid me and act in a
compliant but withdrawn manner, I
would:

A) Call attention to his behavior and

suggest that he tell me what was on
his mind.

B) Follow his lead and keep our contacts

on a ‘business as usual’ basis since
that is what he wants.
J. Singh XLRI
3. If a discussion with an employee
drifted toward a subject about which I
should have been knowledgeable, but
was not, I would:

A) Try to steer the conversation in a

different direction to avoid my
expertise being called in question

B) Admit my ignorance, whatever my

employee’s reaction, and
encourage continuation of the
conversation.
J. Singh XLRI
4. If an employee of mine were to tell me
that I was doing things that made me
less effective as a manager with
employees, I would:

A) Encourage him to specify and

elaborate on what he had
observed and suggest changes

B) Attempt to make it clear to him

why I behave that way.

J. Singh XLRI
5. If I had heard some of my employees discuss
an ugly rumor about another of my
employees, and if the affected person asked
me what I knew about it, I’d:

A) Plead ignorance of the matter and

suggest that no one would believe such
a rumor anyway

B) Tell him exactly what, when, and from

whom I heard it.

J. Singh XLRI
6. If an employee pointed out that I had a
‘personality conflict’ with a colleague in
another department with whom it was
important that I cooperate , I’d:

A) Consider his comments ‘out of line’

and discourage further discussion.

B) Discuss it openly with him to find out

how his work was being affected by
this.

J. Singh XLRI
7. If my relationship with one of my
employees had been damaged by
repeated arguments on an issue of
importance to both of us, I would:

A) Be cautious to avoid the issue

coming up again and worsening
our relationship

B) Point to the effects that the

controversy was having on our
relationship and suggest that we
discuss it until we got it resolved.
J. Singh XLRI
8. If I had reason to suspect that an ugly
rumor was being circulated about me
among my employees and that one of
them had quite likely heard it, I’d:

A) Avoid mentioning the issue and

leave it to him to tell me about it
if he wanted to.

B) Risk putting him on the spot by

asking him directly what he knew
about the whole thing.
J. Singh XLRI
9. If I had observed one of my employees
doing a things which limited his
effectiveness in his relationship with
others, I’d:

A) Keep my opinions to myself to

avoid being seen as interfering in
things that are none of my
business

B) Risk being seen as a ‘busybody’

and tell him what I had observed
and my reactions to it.
J. Singh XLRI
10 If an employee seemed preoccupied most
of the time and began to rebel against me
on seemingly trivial issues, I would:

A) Treat him with extreme diplomacy—

assuming he was having some
temporary personal problems which
were none of my business

B) Try to talk to him about it and point

out how he was affecting people.
J. Singh XLRI
11 If I had begun to dislike one of my employees
to the extent that it was interfering with my
ability to work with him effectively, I would:

A) Say nothing to him directly, but let him

know my feelings by keeping our
relationship on a strictly business level

B) Get my feelings out in the open and

clear the air so that we could get on
with our work
J. Singh XLRI
12 If I knew that I was being considered for a
top management position and my present
employees’ attitudes toward me was rather
negative, I would:

A) Discuss my shortcomings as a
manager with my employees so I
could see where to improve.

B) Try to assess my shortcomings as a

manager myself in order to do a
better job in the future.
J. Singh XLRI
 PRS Scoring
Feedback Exposure

1B 3B
2A 5B
4A 7B
6B 9B
8B 10B
12A 11B

J. Singh XLRI
• Please use the scale below to respond to
the following 16 statements:
• Scale: 1=Usually
2= Often
3=Sometimes
4=Occasionally
5=Rarely
6=Never

Looking In The Mirror: FIRO-B

1. I try to be with people
2. I let other people decide what to do
3. I join social groups
4. I try to have close relationships with
people
5. I tend to join social organizations when I
have an opportunity

FIRO-B
6. I let other people strongly influence my
actions.
7. I try to be included in informal social
activities.
8. I try to have close, personal relationships
with people.
9. I try to include other people in my plans
10 I let other people control my actions

FIRO-B (2)
11 I try to have people around me
12 I try to get close & personal with people
13 When people are doing things together, I
tend to join them.
14 I am easily led by people
15 I try to avoid being alone
16 I try to participate in group activities

FIRO-B (3)
• For the next 24 statements (i.e. 17 to 40),
please use the following scale:
• Scale: 1=Most people
2=Many people
3=Some people
4=A few people
5=One or two people
6=Nobody

FIRO-B (4)
17 I try to be friendly to people
18 I let other people decide what to do
19 My personal relations with people are
cool and distant.
20 I let other people take charge of things
21 I try to have close relationships with
people

FIRO-B (5)
22 I let other people strongly influence my
actions
23 I try to get close & personal with people
24 I let other people control my actions
25 I act cool & distant with people
26 I am easily led by people
27 I try to have close, personal relationships
with people.

FIRO-B (6)
28 I like people to invite me to things
29 I like people to act close & personal with
me
30 I try to influence strongly other people’s
actions.
31 I like people to invite me to join their
activities.

FIRO-B (7)
32 I like people to act close toward me
33 I try to take charge of things when I’m
with people
34 I like people to include me in their
activities
35 I like people to act cool & distant toward
me

FIRO-B (8)
36 I try to have other people do things the
way I want them done
37 I like people to ask me to participate in
their discussions
38 I like people to act friendly toward me
39 I like people to invite me to participate in
their activities
40 I like people to act distant toward me

FIRO-B (9)
• For the remaining 14 statements, please
respond using the following scale:
• Scale: 1= Usually
2= Often
3=Sometimes
4=Occasionally
5=Rarely
6=Never

FIRO-B (10)
41 I try to be the dominant person when I’m
with people
42 I like people to invite me to things
43 I like people to act close toward me
44 I try to have other people do things I
want done
45 I like people to invite me to join their
activities

FIRO-B (11)
46 I like people to act cool & distant toward
me
47 I try to influence strongly others’ actions
48 I like people to include me in their
activities
49 I like people to act close & personal with
me
50 I try to take charge of things when I’m
with people
FIRO-B (12)
51 I like people to invite me to participate in
their activities
52 I like people to act distant toward me
53 I try to have other people do things the
way I want them done
54 I take charge of things when I’m with
people
The End

FIRO-B (13)
• There are 3 aspects in every relationship:
• Inclusion
• Control
• Affection
• Relationships are 2-way. Therefore, there are
2 dimensions to the processes listed above:
• Express
• Want

FIRO-B: The Underlying Theory

 FIRO-B: Scoring (1)
Inlcusion (Expressed) Inclusion (Wanted)
1) 1, 2, 3 28) 1, 2
3) 1, 2, 3, 4 31) 1, 2
5) 1, 2, 3, 4 34) 1, 2
7) 1, 2, 3 37) 1
9) 1, 2 39) 1
11) 1, 2 42) 1, 2
13) 1, 2 45) 1, 2
15) 1, 2 48) 1, 2
16) 1 51) 1, 2
 FIRO-B: Scoring (2)
Control (Expressed) Control (Wanted)
30) 1, 2, 3 2) 1, 2, 3, 4
33) 1, 2, 3 6) 1, 2, 3, 4
36) 1, 2 10) 1, 2, 3
41) 1, 2, 3, 4 14) 1, 2, 3
44) 1, 2, 3, 4 18) 1, 2, 3, 4
47) 1, 2, 3 20) 1, 2, 3, 4
50) 1, 2 22) 1, 2, 3, 4
53) 1, 2 24) 1, 2, 3
54) 1, 2 26) 1, 2, 3
 FIRO-B: Scoring (3)
Affection (Expressed) Affection (Wanted)
4) 1, 2 29) 1, 2
8) 1, 2 32) 1, 2
12) 1 35) 5, 6
17) 1, 2 38) 1, 2
19) 4, 5, 6 40) 5, 6
21) 1, 2 43) 1
23) 1, 2 46) 5, 6
25) 4, 5, 6 49) 1, 2
27) 1, 2 52) 5, 6
 FIRO-B: Your Scorecard
Inclusion Control Affection

Expressed

Wanted