Organizational behaviour BY Suhan Mendon Professor Manipal Institute of Management Manipal University.
Organizational behaviour is a field of study
that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving an organizational effectiveness".
The scope of the organizational behaviour is as
under: Impact of personality on performance Employee motivation Leadership How to create effective teams and groups Study of different organizational structures Individual behaviour, attitude and learning Perception Design and development of effective organization Job design Impact of culture on organizational behaviour
Management of change Management of conflict and stress
Organizational development
Organizational culture Group behaviour, power and politics
Job design
Study of emotions
Importance of OB
Organizational change: stress environment Understand and predict organizational life: different
people different behaviour OB theories and concepts influence on organizational events Improves interpersonal relations :APLC Motivation: Human problem need to be tackled: A) Employee on strike B) Employee slow in work
Marketing
Career in management
Economical change
shortcoming:
Wrecks in personal life Interpersonal relationship: jealousies, back-
stabbing, harassment, inequalities in rewards. Repeat in history. Difference between manager and subordinates: common uniforms, shared canteens and open offices.
OB is Selfish and exploitative Manager expect quick fix solutions
OB will not totally abolish conflict and
frustration. Ideas under different situations: Will conflict resolution strategies work? Will the motivational model be relevant? Will the leadership styles be practicable?
Contemporary of OB
Psychology: Personality, perception, attitude, learning,
motivation, job satisfaction, training, leadership effectiveness, performance appraisal, employee selection, work design and work stress. Sociology: Group dynamics, communication, leadership, conflicts, power and politics, formal and informal organization, organizational culture and change. Social psychology: Behavioural and attitude change, group processes and decision making, communication. Anthropology: Individual and organizational culture and organizational environment
Political science: Organizational power, politics and
conflicts
Foundations of individual behaviour
Personal factors:
1. Age
2. Sex 3. Education: specialized and general 4. Ability:
number aptitude(accountant), verbal comprehension(plant manager), perpetual speed(fire extinguisher), inductive reasoning(marketing researcher), deductive reasoning(supervisor), spatial visualization(interior decorator) and memory( sales person)
5. Marital status 6. Number of dependents 7. Creativity: background experience, personal traits and cognitive abilities. 8. Emotions and moods: a) Highly focused b) Expression of emotions are universal c) Culture and emotions expression
2. Environmental factors:
Economic environment: employment level, wage
rates and technological changes. Cultural environment: work ethics, achievement needs, reward expectations. Ethics and social responsibility: 3. Organizational systems and resources: Facilities Organization structure and design Leadership Reward system
Personality
Hereditary
Environment Family Socialization Situational change
The Myers-Briggs type indicator
1. Extraverted versus Introverted: E- outgoing and sociable I- quiet and shy 2. Sensitivity versus Intuitions:
S- practical, prefer routine and order
I- rely on unconscious processes 3. Thinking versus Feeling: T- use reason and logic to handle problems F- rely on personal values and emotions.
4. Judging versus Perceiving: J- want control and prefer their world to be ordered. P- flexible and spontaneous.
INTJ: They are visionaries
Critical, independent, determined and often
stubborn ESTJ: They are Organizers. Realistic, logical, analytical and decisive. ENTP: They are conceptualizers. Innovative, individualistic, versatile and attracted to entrepreneurial ideas.
The big five personality model
1. Emotional stability: less negative thinking and
emotions- higher job and life satisfaction, lower stress level 2. Extraversion: better interpersonal skills, greater social dominance and more emotional expressivehigher performance, enhanced leadership and higher job and life satisfaction. 3. Openness: increased learning, more creative and more flexible and autonomous- training performance, enhanced leadership and more adaptable to change
4. Agreeableness: better linked, more compliant
and conforming- higher performance and lower levels of deviant behaviour. 5. Conscientiousness: greater effort and persistence, more drive and discipline and better organized and planning- higher performance and enhanced leadership .
Other personality traits
Authoritarianism
Locus of control
Machiavellianism Introversion- Extroversion
Achievement orientation
Self- esteem
Risk taking
Self- monitoring Type-A and type-B
Moving, walking, eating, restless, many
things at a time, cannot cope up with leisure
Perception
Perception is a process by which individuals
organize and interpret their sensory impression in order to give meaning to their environment. Factors that influence perception: 1. Factors in the perceiver: a) Attitudes: Hospital b) Motives: Boy and Girl c) Interests: Marketing d) Experience: Mobile e) Expectations: Baby and Mother
2. Factors in the target: a) Novelty: New building to MIM b) Motion: Fan and Movies c) Sounds: Movies d) Size: Person Size e) Background: Individuals f) Proximity: Oasis g) Similarity: Picture of person 3. Factors in situation: a) Time: b) Work setting: IIM, IIT c) Social setting: Certain Community Thinking
The process of interpreting
Stereotyping: group of people
Halo effects: more marks to someone Projection: traits of others in them Perceptual set: lazy workers and manager Attribution : nurse dropping try
Attribution Theory
Attributions - are the reasons we give for our own
and others behaviors. Fritz Heider argued that there are two general types of attributions that people make: 1. Personal attributions 2. Situational attributions
Personal attributions
Explanations in terms of personal
characteristics. For example: The baby must be a happy baby. Other examples: He scored well on the exam because he is smart. She tripped because she is clumsy.
Situational attributions
Explanations in terms of situational factors.
For example: Someone must have just played with the baby . Other examples: He scored well because it was an easy test. She tripped because a squirrel ran in front of her.
Self-serving bias
People do not make objective situational / personal
attributions for their own behavior, though. They tend to attribute their successes to dispositional factors, and their failures to situational factors. For example: I did well on the test because I am smart, or I did poor on the test because I didnt get enough sleep.
How do people make attributions?
Kelley argued that people take three factors into account
when making a personal vs. situational attribution: Consistency: Is the degree to which a person engages in the same behaviour at different times. Is the baby always smiling? Distinctiveness: Is the degree to which a person behaves similarly in the different situations. Are there occasions on which the baby doesnt smile? Consensus: Is the degree to which other people are engaging in the same behaviour. Do all babies smile?
Why Marketers are Concerned about How Consumers Learn
1. Marketers want to teach consumers about their products product attributes where to buy them how to use and dispose of them 2. They want to know how effective they have been in communicating with the consumer directly, through advertisements Indirectly, through product appearance, packaging, price and distribution channels
What is Learning?
Generally, learning is a process by which changes occur in
the content or organization of an individuals long-term memory From a marketing standpoint, learning can be thought of as the process by which individuals acquire the purchase and consumption knowledge and experience that they apply to future related behavior High involvement: consumers are highly motivated to process the information Low involvement: consumers have little or no motivation to process the information
Classical Conditioning
Operant Conditioning
Instrumental conditioning process- behaviour-
consequences-future. Coffee vending machine Individual- works- is paid Individual- enters a restaurant- obtains food Individual-enters library-finds book Individual- complete difficult assignmentsreceives praise and promotions.
Cognitive theory
Maslows Hierarchy of Needs Model
Physiological needs:
Peruvian Airline crash Salary and basic working conditions Safety needs: income, insurance and own house Natural calamities Job security, salary increase, safe working conditions, unionization, pension scheme, gratuity, PF, grievance and insurance etc. Social needs: family and reference group. Work group, peer acceptance, professional friendship and friendly supervisor. Self-esteem need: self respect and esteem. Prestige, status, recognition, attention, acceptance, appreciation
Job title, merit pay increase, peer/supervisory recognition, publicity in company, challenging work and responsibility. Self-actualization needs: desire to become everything that one is capable of becoming. Talents, capacity and potentials highest level Exceling in ones job, advancing an important idea and successfully managing a unit.
Herzbergs 2-Factor Theory
Determinants of Job Dissatisfaction are Hygiene* Factors: Pay, fringe benefits Working conditions Quality of supervision Interpersonal relations Company policy and administration Status and security Job Environment Factors *
Poor hygiene can make you, sick, but good hygiene wont necessarily make you healthy
Determinants of Job Satisfaction are Motivator
Factors: Work itself Responsibility Advancement Recognition Growth Achievement
1. when did you feel good about your job? 2. when did you feel exceptionally bad about your
job?
McGregor theory X and Y
McGregor looked at the way in which
employers and employees traditionally viewed work The employer paid the money and gave instructions, and the worker did the job without asking questions (THEORY X)
Theory X workers: Dont like working
Do as little as they can get away with
Dont like things to change Need to be told what to do Cant be trusted to make a decision Are only interested in MONEY
Must be closely watched
Cant be trusted or relied upon
Theory Y workers:
Enjoy their work
Will work hard to get rewards
Want to see new things happening Will work independently Can be trusted to make decisions Are motivated by things other than money
Can work unsupervised
Group Dynamics
Group Characteristics:
Interaction among members Common interests or goals People see themselves as members Two or more people are needed to form
groups Crowd on a street and whole organization
Types of groups
A standing task group: command
Task group:
Interest group: working mother and day care facility Friendship group:
Open and closed groups: changing membership,
frame of reference and time perspective. In groups and out groups: neighbour gangs and wars
Why do people join groups?
Proximity Interaction Influence Security
Esteem
Affiliation Power Identity
Stages of group development
Forming:
Awareness, commitment and acceptance Storming: Conflict, clarification and belonging Norming: Co-operation, development and support Performing: Productivity, achievement and pride Adjourning : Separation, recognizing and satisfaction
Stages of group development
Mutual acceptance
Communication and decision making Motivation and productivity Control and organization
Determinants of group behaviour
Organization strategy Authority structure Formal regulations Organizational resources
Procurement of personnel
Performance appraisal and reward system Organizational culture Personality characteristics
Group Cohesiveness:
Organizational culture and change
Individual initiative Risk tolerance Direction Integration
Management support
Control Identity Reward Conflict tolerance
Communication patterns
Levels of cultures: National culture Organizational culture
Occupational culture
Business culture Authoritarian culture Participative culture Sub culture
Strong culture
Weak culture Unhealthy culture
Attitudes
Components of attitudes:
1. Affective: 2. Cognitive: 3. Behavioural: ABC model of attitude Formation of attitude Functions of attitude Changing attitude
Stress
Individual level stressor
Group level stressor Organizational stressor Extra-organizational stressors
Stress management
Power and authority
Power dynamics
Indicators of power Sources of power Types of political activity
Decision making
Nature of decision making
Types of decision making Models of decision making Barriers of effective decision making
Conflict and negotiation
Nature and process of conflict
Levels of conflict:
Intra individual conflict Inter personal conflict Intra group conflict Inter group conflict Strategies for resolving group conflict: Negotiation
