Organizational

behavior
Definition-
Is a field of study that investigate the impact that individuals,
group, and structure have on behavior within organizations for
the purpose of applying such knowledge toward improving an
organization's effectiveness.
The nature of organizational
behavior
p The field of organizational behavior
attempts to understand human behavior
in organizational settings , the
organization itself, and the individual –
organization interface. These areas at a
time , a complete understanding of
oraganizational behavior requires
knowledge of all three areas.
 environment

Human behavior in organizational settings

The individual-organization interface

The organization

environme
nt
Definition ( Intuition / systematic
study)
p Systematic study

Looking at relationships ,attempting to attribute cause and
effects,and drawing conclusion based on scientific evidence

Intituition

A gut feeling not necessarily supported by research. Feeling about
what, why, how to do.
Disciplines contributing for
OB
p Psychology- is the science that seeks to measure, explain,and sometimes change the
behavior of humans and other animals .
p Sociology- the study of people in relation to their fellow human beings.
p Social psychology – blends concepts from both psychology and sociology. It focuses
on the influence of people on one another.
p Anthropology- is the study of societies to learn about human beings and their
activities
p Political science-study the behavior of individuals and groups within political
environment.
p
Behavioral contribution
Unit of output
science analysis
Learning,motivation,personality,
Emotions,perception,training,
Leadership effectiveness,
Job satisfaction,individual decision
psychology making,
performance appraisal,attitude
measurement
Employee selection,work design,work
stress
individual
Gr.dynamic,work team,communication
Power,conflict,intercrop behavior
sociology
Formal org theory
Org technology
Org change
Org culture Study of
Organization
Behavior change,attitude
group behavior
change
Social; Communication,go processes
psychology Group decision making

Comparative value
Comparative attitude
Cross-cultural analysis
anthropology
Org culture Organization
Org envy system

Conflict
Political
Interior politics
science
power
The Historical roots
p The scientific era
p Classical organization theory
p The hawthorne studies
p The human relation movement
p Toward organizational Behavior – The
value of people
Challenges
p Responding to globalization
p Managing workforce diversity
p Improving quality and productivity
p Responding to coming labor shortage
p Improving customer service
p Improving people skill
p Empowering people
p Stimulating innovation and changes
p Coping with “ temporaries”
p Improving ethical behavior
OB MODEL

The model is based on three level of analysis in OB
p Organization level
p Group level
p Individual level

The model depends on two variables
p Dependent
p independent

Variables

Dependent variables –
p Productivity- implies a concern for both effectiveness and efficiency
p Absenteeism – as the failure to report for work
p Turnover- is the voluntary and involuntary permanent withdrawal from an
organization.
p Organization citizenship behavior (cob)
p Job satisfaction

The Independent variables –
p Individual –level variables
p Group level variables
p Organization systems level variables

Four models
Autocratic Custodial Supportive Collegial

Basic of Power Economic Leadership Partnership

model resources

Managerial Authority Money Support Team work

orientation

Employee Obedience Security and Job Responsible

orientation benefits performance behavior

Employee Dependence on Dependence Participation Self discipline

psychological boss on
Results organization

Employee Subsistence security Status and Self

needs recognition actualization
Meet

Performance minimum Passive Awakened Moderate

result cooperation drives enthusiasm
The S-O-B-C model
p Stimulas
p Organism
p Behavior
p Consequences

Attitudes

Attitudes are evaluating statements –either favorable or
unfavorable –concerning objects ,people or events . They
reflects how one feels about something .

Attitude are not the same as values but the two are interrelated .

The three components of attitudes –
p Cognitive components
p Affective component
p Behavioral component



Types of attitude
p Job satisfaction
p Job involvement
p Organizational commitment
Cognitive Dissonance theory

Leon Festinger proposed the theory of cognitive dissonance.

This theory explains the linkage between attitude and
behavior

Dissonance means an inconsistency .

Cognitive dissonance refers to any incompatibility that an
individual might perceive between two or more of his or her
attitudes, or between his or her behavior and attitude .

The desire to reduce dissonance would be determined by
p Importance
p Influence
p reward
Job satisfaction
p Satisfaction and productivity
p Satisfaction and absenteeism
p Satisfaction and turn over
p Job satisfaction and OCB( Org citizenship
behavior
p Job satisfaction and customer satisfaction
dissatisfaction
p Exit
p Voice
p Loyalty
p neglect
Transactional Analysis
p Transactional analysis ( TA) is a system for the
analysis of personal and interpersonal
communication and behavior. It was defined
and evolved by Dr. Erik Berne, whose thesis
was that there existed in everyone three quite
clearly distinguishable sets of attitudes and
behaviors. He called them ego states.
Ego States
p Parent
p Adult
p Child

Configurations

Complementary

Crossed

Ulterior
 Johari window
p Feedback

Known to self Unknown to self

Known to others

Blind
Open or public

Unknown
To others Hidden or private Undiscovered or unknown
personality

Personality is “the dynamic organization
within the individual of those
psychophysical systems that determine his
unique adjustments to his environment “.

Personality is the sum total of ways in which
an individual reacts to and interacts with
others .

Its defined in terms of measurable traits .
Personality determinants
p Heredity
p Environment
p Situation
p
Personality traits
p There are various characteristic that describe an individuals
behavior .popular characteristic includes
shy,aggressive,submissive,lazy,ambitious.loyal and timid
.These characteristic when exhibited in large number of
situation are called personality traits .
p Researchers have long believed that these traits could help in
employee selection,matching people to jobs ,and in guiding
career development decision
The Myers –Briggs Type indicator
p Mostly used personality assesment
instrument in the world
p Depending on the result of the test
p Individual are classifie on terms as( E or
I),(S or N), (T or F), (J or P),

MBTI
These terms are defined as –


p Extroverted vs Introverted – Extroverte dindividual are outgoing ,

sociable ,and assertive. Introverts are quite and shy
p Sensing vs Intuitive – sensing types are practicle and prefer
routine and order. They focus on details . Intituitives rely on
unconscious processes and look at the “big picture”.
p Thinking vs feeling – Thinking types use reason and logic to
handle problems. Feeling types rely on their personal values
and emotions.
p Judging vs perceiving- judging types want control and prefer their
world to be ordered and structured . Perceiving types are
flexible and spontaneous .
p
MBIT
p Intj-are visionaries

They usually have original minds and great drive of their own ideas
and purpose . They are characterized as skeptical , critical ,
independent , determined and often stubborn.
p Estj are organizer .

they are realistic , logical analytical and decisive and have a natural
head for business or mechanics .. They like to organize and run
the activities .

Exercise

Major personality Attributes
influencing OB
p Locus of control-
1.Internals – belives that they can control
their destinies
2.Externals – who see their lives as beign
controlled by outside forces,

A persons perception of sources of his or
her fate is termed locus of control.
personality Attributes
Machiavellianism- named after Niccolo


Machiavelli.
p .an individual high in machiavellianism is
pragmatic , maintains emotional distance and
belives that end can justify means
p High mach florish –

1. When they interacts face to face with others

rather than indirectly
2. When the situation has a minimum numbers of
rules and regulations
3. When emotional involvement with details
irrelevent to winning distracts low machs.
4.

personality Attributes
p Self esteem – is directly related to
expectation for success
p Self monitoring – refers to an individual,s
ability to adjust his or her behavior to
external , situational factors
p Risk taker
Types of personality
p Type a
p Type b
Type A
p Are always moving ,walking and eating rapidly
p Feel impatient with the rate at which most events take place
p Strives to think or do two or more thing at once
p Cannot cope with leisure time
p Are obsessed with numbers , measurable their success in terms of
how many or how much of everything they acquire.
p
Type B
p Never suffer from a sense of time urgency
with its accompanying impatience
p Feels no need to display or discuss either
their achievements or accomplishments
unless such exposure is demended by
the situation
p Play for fun and relxation , rather than to
exhibit their superiority at any cost
p Can relax without guilt
Proactive personality
p Identify opportunities , show initiatives ,
take action and persevere untill
meanigful change occurs. They create
positive change in their environment ,
regardless or even in spite of constraints
or obstacles.
p Motivation
Motivation
p Motivation is the set of forces that leads
people to behave in particular ways
p P=M+A+E

P= performance

M=Motivation

A=ability

E= environment
The motivation process

Needs
(deprivation) Drives
( deprivation Goals
with directions ) ( reduction
of drives )
Characteristics of motives
p Similar motives may be manifested
through different behaviors.
p Different motives may be expressed
through similar behavior .
p Motives may appear in disguised form.
p Any single act of behavior may express
several motives
Classification of motives
p Primary
p Secondary
p Power
p Achievement
p Affiliation
p Security
p Status
Morale
p According to Dale S.Beach – Morale is the
total satisfaction a person derives from
his job, his work group, his boss, his
organization and his environment.
p It is defined as a composite of feelings and
sentiments that contribute to general
feelings of satisfaction.
Concept of morale
p Fundamental psychological concept
p Multidimensional concept
p Group phenomenon
p Contagious
p Moral is different than motivation
Factors influencing morale
p External
p Internal –

1. Goals of an organization
2. Structure
3. Nature of task
4. Managerial philosophy
5. Working conditions
6. Groups
Relation ship of morale and
productivity
p High productivity – high morale
p Low productivity – high morale
p High productivity – low morale
p Low productivity – low morale
The motivational frame
work
Experienced Search for Choice of
need Ways to goal – directed
deficiencies Satisfy needs behaviors

Enactment
Reassessment Experienced Of Behavioral
Of need Rewards or Choice
deficiencies Punishments (performance)
Needs and motives
p Primary needs are the basic physical
requirements necessary to sustain life .
p Secondary needs are requirements learned
from the environment and culture in
which the person lives.
p A motive is a person’s reason for choosing
one behavior from among several
choices.
Theories
p Maslow’s – Hierarchy of needs
p Herzberg’s – dual structure Theory
p Alderfer’s – ERG Theory
p McClelland’s theory of Needs
p The job characteristic model
Maslow’s heirarchy of needs
Self
actualization

Esteem needs

Love needs

Safety needs

Psychologic
al needs
Herzberg’s theory
p Motivational p Hygiene factors
p Recognition p Company policies
p Responsibility p Technical supervision
p Possibility of growth p Salary
p Advancement p Interpersonal relation
p Achievements p Job security
p Work itself p Personal life
p Working condition
p Status
p
p
Group dynamics
group
p A group is defined as two or more
individuals , interacting and
interdependent, who have come
together to achieve particular objectives.
p Groups can be either formal or informal
Types of groups
p Formal group- those defined by the organization’s
structure, with designated work assignment establishing
task .
p Informal group- are alliances that are neither formally
structured nor organizationally determined
p A command group is determined by organizational chart.
p Task group also organizationally determined, represent
those working together to complete a job task.
p Interest group people who may or may not be aligned into
common command or task groups may affiliate to attain
a specific objectives with which each is concerned.
p Friendship group-based on common characteristics .
An Alternative Model
p Groups direction
p 1st inertia
p A transition at the end of this phase
p A transition initiates a lot of changes
p A second phase of inertia follows the transition
p The group’s last meeting is characterized by markedly
accelerated activity
Why formation of groups
p Security
p Status
p Self-esteem
p Affiliation
p Power
p Goal achievement
Stages of group development
p The five stage model
p An alternative model
The five stage model
p Forming
p Storming
p Norming
p Performing
p adjourning
Group structure
p Roles
p Norms
p Status
p Group size
p And the degree of group cohesiveness.
p
Roles
p Role identity
p Role perception
p Role expectation
p Role conflict
p
Norms
p Hawthorn studies
p Common clauses of norms
1. Performance norms
2. Appearance norms
3. Social arrangements norms
4. Allocation of resources norms
p Conformity
p Deviant workplace behavior
p
p
Status
p Status and norms
p Status and group interaction
p Status inequity
p Status and culture
p
size
p Groups made up of odd numbers do a
pretty good job of exercising the best
elements of both small and large groups.
p Having an odd number of members
eliminates the possibility of ties when
votes are taken
Cohesiveness
p That is the degree to which member are attracted or attached to
each other and are motivated to stay in then group.
p To encourage group cohesiveness –
1. Make the group smaller
2. Encourage agreement with group goals
3. Increase the time member spend together
4. Increase the status of the group and the perceived difficulty of
attaining membership in the group
5. Stimulate competition with other groups
6. Give rewards to the group rather than to individual member
7. Physically isolate the group.
Group decision making
p Strengths of group decision making
p Weakness of group decision making
p Effectiveness and efficiencies
Group decision making techniques
p Brainstorming
p The nominal group techniques
p Electronic meeting
Teams
p Co-ordination
p High motivational spirit
p Sportman spirit
p Improved productivity
p Better understanding of process of work
p
Group vs Team
Groups team

Share information toward goal Collective performance toward goal

achievement achievement

Synergy neutral Positive synergy

Individual accountability Individual and mutual

Skills required are random and varied complementary

No need of opportunity to engage in Specific task orientated

collective work
Types of teams
p Problem –solving teams
p Self managed work teams
p Cross- functional teams
p Virtual teams
Problem solving teams
p Composed of 5-12 members
p Members from Same department
p Few hours or each week interval
p Discuss improving quality , efficiency, and the work
environment.
p They rarely have authority to unilaterally implement any of
their suggested action.
Self managed work team
p Group of 10 –15
p Members perform highly related or interdependent jobs and take
on many of the responsibilities of their former supervisors.
p members evaluate each others performance
p
Cross-functional Teams
p Employees about the same hierarchical
level, but from different work areas ,
who come together to accomplish a task.
p
Virtual teams
p Use computer technology to tie together
physically dispersed members in order
to achieve common goal.
Creating effective teams
Context: Composition:
•Adequate resources •Abilities of
•Leadership and members
structure •Personality’
•Climate of trust •Allocating roles
•Performance •Diversity
evaluation •Size of teams
and reward system •Member flexibility
•Member preferences
•
Team effectiveness

Process: Work design:

•Common purpose •Autonomy
•Specific goals •Skill variety
•Team efficacy •Task identity
•Conflict levels •Task significance
•Social loafing
Key roles of teams

Advisor linker creator

promoter
maintainer Teams

assessor
controlle
r
producer organizer
Effectiveness of teams
p Effectiveness teams need to work together and
take collective responsibility to complete
significant task.
p Use of work design characteristics ( skill variety,
Task identity, task significance0
p These work design characteristic motivates
because they increase members sense of
responsibility and ownership over the work and
because they make the work more interesting
to perform.
p Common purpose
p Specific goals

Effectiveness of teams
p Team efficacy
p Conflict level
p Social loafing
 conflict
A process that begins when one party
perceives that another party has negatively
affected , something that the first party
cares about.
Different views
p Traditional view of conflict – the belief that
all conflict is harmful and must be
avoided.
p Human relation view-the belief that
conflict is a natural and inevitable
outcome in any group.
p Interactionist view- the belief that a
conflict is not only a positive force in a
group but that it is absolutely necessary
for a group to perform effectively.
Types of conflict

Functional and dysfunctional
p Functional conflict- conflict that supports the
goals of the group and improves its
performance.
p Dysfunctional conflict-conflict that hinders group
performance

Types –
p Task conflict- conflict over contents and goal of
the work
p Relationship conflict- conflict based on
interpersonal relationships.
p Process conflict- conflict over how work gets
done.
 The conflict process

Stage 2
Cognition Stage Stage
& 4 5
Stage 3
Stage 1 personalizat behav outco
Intention
Potential ion ior mes
s
Opposition
Increased
Conflict –
Perceived Group
handling
conflict Overt performan
Antecedent Intentions
conflict ce
condition •Competing
•Collaborating •party;’s
•Communication
•Compromising behavoir Decreased
•Structure
Felt •Avoiding •Other’s Group
•Personal variables
conflict •Accommodating behavior Performan
• ce
Levels of conflicts
p Intra Individual Conflict –
a)Goal Conflict
b)Role Conflict
p Interpersonal conflict- Johari Window


Open self Hidden self

Blind self Undiscovered self

Levels
p Inter group
p Structural –

Hierarchical Conflict

Functional

Line-staff

Formal Informal

Management of conflict
p Conflict is inevitable
p It can harm achievement
p It can promote innovation of development
of new ideas.
p It can be managed.
Strategies for conflict
resolution
p Bargaining Approach
p Bureaucratic approach
p System Approach
Conflict –resolution
techniques
p Problem solving
p Superordinate goals
p Expansion of resources
p Avoidance
p Smoothing
p Compromise
p Authoritative command
p Altering the human variables
p Altering the structural variables
Conflict – stimulation
techniques
p Communication
p Bringing in outsider
p Restructuring the organization
p Appointing a devils advocate
p
p
Negotiation
p Negotiation permeates the interaction of almost every one
in groups and organization
p It can be defined as a process in which two orr more
parties exchange goods or services and attempt to agree
on the exchange rate for them
p Term negotiation and bargaining interchangeably
p
p
Bargaining strategies
p Distributive bargaining
p Integrative Bargaining
The negotiation process

Preparation and
planning

Definition of
Ground rules

Clarification and
justification
Bargaining and
Problem solving

Closure and
implementation
Issues in negotiation
p The role of personality traits in negotiation
p Gender difference in negotiations
p cultural differences in negotiation
p Third party negotiations
Leadership
Leadership vs management
p Operational vs Conceptual
p Followers vs forced
p Internal driven vs external driven
p Formal vs informal
p
Leadership
 
Management
p Sources of power- p Authority delegates
Personal abilities p Operating results
p Focus- Vision and
p Transactional
purpose
p Control
p Approach-
p Individualism
Transformational
p Reactive
p Process-Inspiration
p Formal
p Emphasis- Collectivity
p Futurity-Proactive
p Type-Formal and
informal
Trait theory
p Focuses on personal characteristic of the leader
p Seven traits ambition and energy, the desired to lead,
honesty, and integrity , self confidence ,
intelligence,high self monitoring, and job relevant
knowledge
p The big five model-extroversion, agreeableness,
conscientiousness, emotional stability, openness
to experience.
p Two conclusions –
1. Traits can predict leadership
2. Traits do better job at predicting the emergence of
leaders and the appearance of leadership than in
actually distinguishing between effective and
ineffective leaders.
p
Limitation
p Generalization of traits
p Applicability of traits
Behavioral theories

Ohio state studies – these researcher sought to
identify independent dimension. They are called
initiating structure and consideration.
p Initiating structure – refers to the extent to which
a leader is likely to define and structure his or
her role and those of subordinates in the
search for goal attainment.
p Consideration- the extent to which a leader is
likely to have job relationships characterized by
mutual trust , respect for subordinates ideas
and regards for their feeling.

University of Michigan studies- employee
oriented and production oriented
p Michigan researchers favored the employee
oriented , related to higher group productivity
and job satisfaction.
Managerial grid
p Blake and Mouton
p Also called as leadership grid, - based on the style of “ concern for
people” and “concern for production”
p Nine possible positions along each axis, creating 81 different
positions in which the leader’s style may fall.
p 1,9- country club management
p 99- team management
p 5,5- middle-0f-the –Road management
p 1,1- impoverished management
p 9,1- Authority- compliance management
hi
gh Concern for people 1,9 9,9

5,5

lo
1,1 9,1
w

lo Concern for results

hi
w
gh
Situational theory
p Paul Hersey and Ken Blanchard have developed a
leadership model –called situational leadership
theory ( SLT)
p This is a contingency theory that focuses on the
followers.
p The term readiness is given importance.
p The emphasis on the followers in leadership
effectiveness reflects the reality that it is the
followers who accept or reject the leader.
Regardless of what the leader does,
effectiveness depends on the actions of his or
her followers.
SLT
p Identify four specific leader behavior- from highly
directive to highly laissez-fair.
p Follower is unable and unwilling to do a task –
leader needs to give clear and specific
directions
p Follower unable and willing –leader needs to
display high task orientation to compensate for
the follower’s lack of ability and high
relationship orientation.
p Follower able and unwilling- leader supportive
and participative style
p Follower able and willing – leader doesn’t has to
do much
p
Stress management
Stress
p Stress is a dynamic condition in which an
individual is confronted with an
opportunity , constraints or demand
related to what he or she desires and for
which the outcome is perceived to be
both uncertain and important.
p Stress is not necessarily bad in and of
itself.
p Stress is associated with constraints and
demands
Potential Source of stress
p Environment factors
p Organizational factors
p Individual factors s
Consequences
p Physiological symptoms
p Psychological symptoms
p Behavioral symptoms
 Model of stress
Environment factors –
Economic uncertainty
Individual differences- Physiological symptoms
Political uncertainty
Perception Headaches
Technological uncertainty
Job experience High blood pressure
Social support Heart disease
Belief in locus of control
Self- efficacy
Org factors
hostility
Task and role demand
Interpersonal demand Psychological symptoms
Org structure Anxiety
Org leadership Depression
Org life stages Decrease in job satisfactio
Experienced stressed

Individual factors Behavioral Symptoms

Family problems Productivity
Economic problems Absenteeism
Personality turnover
Managing stress
p Individual Approach
p Organizational Approach
 Change
Management
p Organizational change is a complex
phenomenon.
p There is a distinction between changing
reality , which is a continuous process,
and changing perception, which is
essentially a sporadic process.
p we need to become the driver of change
rather than being nailed by the
multiplicity of influence that a change of
external circumstances can wield.
Sequential Process
p Initiation
p Motivation
p Diagnosis
p Information collection
p Deliberation
p Action proposal
p Implementation
p Stabilisation
p
Main Role
p Corporate management
p Consultant(s)
p Counterpart
p Chief implementer
p Implementation team
p Task forces
Corporate management
p Legitimizing function
p Energizing function
p Communicating function
p Gate-keeping function
Consultant
p Implanting function
p Transcending function
p Function of generating alternatives
p Process facilitating function
p Shock absorbing function
p Resource sharing function
p Resource building function
p Self-liquidating function
Implementation Team
p Collaboration building function
p Gate- keeping function
p Reviewing function
p Policy formulating function
Sources of resistance and
coping Mechanisms
Sources of resistance and
coping Mechanisms
Sources of resistance

p Perceived peripherality of
change.
p Perception of imposition.
p Indifference of the top
management.
p Vested interests
p Complacency inertia
p Fear of large scale
disturbance .
p Fear of inadequate resources
p Fear of obsolescence
p Fear of loss of power
p Fear of overload.
p
Coping mechanisms

p Participation in diagnosis
p Participation and
involvement.
p Active support from the
top
p Phasing of change
p Support of resources
p Development of skills
p Role redefinition and re-
orientation
p Role clarity and definition.
p