OB Arjya 20-21 Revision

Organizational Behavior
BLP & HRLP 2020-2021
Arjya Chakravarty
Arjya Class of 2020-2021 for OB Class discussions only 8/17/2020 1

Initial years – Behaviour of workers
• In 1911 The Principles of Scientific Management, a research conducted by
Frederick W. Taylor, was published. The book made a profound impact
on what is now called management (in fact, it has given it a real,
scientific start). We now refer to him as one of the founding fathers of
management.
• While working for Midvale Steel Company, Taylor needed to find ways
to make workers operate faster and better. In his experiment with pig
iron he decided to research whether it was possible to make them move
47 tons of pig iron instead of 12 ½ tons. It was, as it later turned out.
• physically fit, enduring men who had strength enough to work more
• follow instructions of their supervisors precisely
• Taylor divided the work into several operations and tracked exact time
needed to perform them. Average rates for the whole industry were thus
defined and workers wishing to keep their jobs were obliged to follow
them.
Interpreting Hawthorne
• For industry to benefit from the experiments at Hawthorne, Mayo first concluded that
supervisors needed training in understanding the personal problems of workers, and also in
listening and interviewing techniques. He held that the new supervisor should be less aloof,
more people-oriented, more concerned, and skilled in handling personal and social situations.
It was only later, after a period of reflection, that Mayo was able to conclude that:
• Job satisfaction increased as workers were given more freedom to determine the conditions of
their working environment and to set their own standards of output;
• Intensified interaction and cooperation created a high level of group cohesion;
• Job satisfaction and output depended more on cooperation and a feeling of worth than on
physical working conditions.
In Mayo's view, workers had been unable to find satisfactory outlets for expressing personal
problems and dissatisfactions in their work life. The problem, as Mayo perceived it, was that
managers thought the answers to industrial problems resided in technical efficiency, when
actually the answer was a human and social one.
Retrieved from :https://www.bl.uk/people/elton-mayo
The Manager’s Functions, Roles & Skills
Arjya Class of 2020-2021 for OB Class discussions only 8/19/2020 1-4

“Organizational Behavior” (OB)
Organizational behavior (OB) is a field of study that

investigates the impact that individuals, groups, and
structure/design have on behavior within
organizations , for the purpose of applying such
knowledge toward improving an organization’s
efficiency and effectiveness.

Outcome Variables
Organizational Citizenship Behavior (OCB)
• The discretionary behavior that is not part of
an employee’s formal job requirements, and
that contributes to the psychological and
social environment of the workplace, is called
organizational citizenship behavior.

Attitude
Attitudes are evaluative statements – either favorable or
unfavorable – about objects, people, or events.
They reflect how we feel about something.
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Three components of an attitude
3-8
The Relationship between Attitudes and
Behavior
• Early research: the attitudes that people hold determine what they
do.
• Festinger proposed that cases of attitude following behavior
illustrate the effects of cognitive dissonance.
• Cognitive dissonance is any incompatibility an individual might
perceive between two or more attitudes or between behavior and
attitudes.
• Research has generally concluded that people seek consistency
among their attitudes and between their attitudes and their behavior.
3-9
COGNITIVE DISSONANCE
• Psychologist Leon Festinger (1957) defined cognitive

dissonance as psychological discomfort arising from
holding two or more inconsistent attitudes, behaviours, or
cognitions (thoughts, beliefs, or opinions).
• Festinger’s theory of cognitive dissonance states that when
we experience a conflict in our behaviours, attitudes, or
beliefs that runs counter to our positive self-perceptions,
we experience psychological discomfort (dissonance).
• For example, if you believe smoking is bad for your health
but you continue to smoke, you experience conflict
between your belief and behaviour.
•

Attitudes and Behavior
➢Moderating Variables:
Mitigating Variables
Attitude ➢ Importance of the attitude
➢ Its correspondence to behavior
➢ Its accessibility
➢ The presence of social pressures
predicts ➢ Whether a person has direct
experience with the attitude
➢ The attitude-behavior relationship
Behavior is likely to be much stronger if an
attitude refers to something with
which we have direct personal
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experience.
Arjya Class of 2020-2021 for OB Class discussions only 8/17/2020
Johari window

Integrative Thinking

System 1 Thinking System 2 thinking
• Automatic judgements • Complex

• fast • Conscious
• Maybe critical for survival • Effortful controlled mental
process
• Error prone
• Seeks new missing information
• Assess the situation
• Cognitive decoupling , mental
simulation

Compare and Contrast
the Major Job Attitudes
• Organizational Commitment
• Identifying with a particular organization and its goals and wishing to
maintain membership in the organization.
• Theoretical models propose that employees who are committed will be
less likely to engage in work withdrawal even if they are dissatisfied,
because they have a sense of organizational loyalty.
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Perceived Organizational Support (POS)
• Degree to which employees believe the organization
values their contribution and cares about their well-being.
• Higher when rewards are fair, employees are involved in
decision making, and supervisors are seen as supportive.
• High POS is related to higher OCBs and performance.
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Employee Engagement
• The degree of involvement with, satisfaction
with, and enthusiasm for the job.
• Engaged employees are passionate about their
work and company.
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Main Causes of Job Satisfaction
• What causes job satisfaction?
• Research shows that job satisfaction is correlated with life satisfaction.
• Pay influences job satisfaction only to a point.
• Personality also plays a role in job satisfaction.
• People who have positive core self-evaluations, who believe in their inner worth
and basic competence, are more satisfied with their jobs than those with
negative core self-evaluations.
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Four Employee responses to
Dissatisfaction
3-21
Values
Terminal and Instrumental
• Values – basic convictions about what is right, good, or desirable.
( Values generally influence attitudes and behavior )
• Value system – ranks values in terms of intensity.
• The Importance and Organization of Values
• Values lay the foundation for understanding of attitudes and motivation.
• Values generally influence attitudes and behaviors.
• Terminal values – desirable end-states of existence (Ex prosperity,

world peace)
• Instrumental values – preferred modes of behavior or means of
achieving terminal values. (Ex self-reliance, personal discipline,
kindness, goal orientation)
Read page 147 , Robbins .
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http://mio-ecsde.org/protarea/Annex_4_3_values_lists.pdf
Value based assessments
Summary of Average Ratings -This section shows your average rating on each VBA dimension. The
average ratings received by the other participants in the survey are shown for comparison.
Your Average Avg of all Participants
1. Customer Focus and Performance 4.3 4.2
• Achieves Impact 4.5 4.2
• Develops Team Relationships 4.7 4.5
• Fosters Information Sharing that Leads to Results 4.0 4.1
• Develops Personal Relationships 4.4 4.0
• Learns from Others 3.9 4.0
2. Teamwork 4.2 4.1
• Understands Others 4.23.8Can Take Others' Perspective 4.54.1Puts Others at Ease 4.84.3Respects
Others
3. Leadership and Innovation 4.03.8Challenges the Situation 4.03.9Inspires a Shared Vision
4.43.9Empowers Others 4.14.2Models Effective Behavior 4.23.9Celebrates Achievements
4. . Trust 4.34.1Generates Confidence 4.84.2Engenders Mutual Trust 4.64.4Is Dependable 4.34.1Is
Open To and With Others
Describe Personality, the Way It Is
Measured, and the Factors that
Shape It
• Defining Personality
• Personality is a dynamic concept describing the growth and
development of a person’s whole psychological system.
The sum total of ways in which an individual

reacts to and interacts with others.
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• Reliability is consistency across time (test-retest reliability), across items
(internal consistency), and across researchers (interrater reliability).
• Validity is the extent to which the scores actually represent the variable
they are intended to. Validity is a judgment based on various types of
evidence.

What Are Personality Traits?
• Traits are typically defined as the different characteristics that make up

an individual’s personality.
• In the Handbook of Personality: Theory and Research, authors Roberts,
Wood, and Caspi define personality traits as "the relatively enduring
patterns of thoughts, feelings, and behaviors that distinguish individuals
from one another.“
• TRAIT THEORY suggests that our personalities are made up of a
number of different broad traits.
• Changes over time, often the result of experiences, have led to subtle
shifts in these central traits.

Describe Personality, the Way It Is
Measured, and the Factors that
Shape It
• Managers need to know how to measure personality.
• Personality tests are useful in hiring decisions and help managers
forecast who is best for a job.
• The most common means of measuring personality is through

psychometric tests .
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The Factors that Shape It
• Personality Determinants
• Is personality the result of heredity or environment?
• Heredity refers to those factors that were determined at conception.
• The heredity approach argues that the ultimate explanation of an individual’s
personality is the molecular structure of the genes, located in the chromosomes.
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Nature AND Nurture
• Both nature and nurture can play a role in personality.
• The Minnesota Study of Twins Reared Apart, studied 350 pairs of twins
between 1979 and 1999. Participants included both identical and fraternal
twins who were either raised together or apart. Results revealed that
personalities of identical twins were similar whether they were raised in the
same household or apart, suggesting that some aspects of personality are
influenced by genetics.
• This certainly does not mean that the environment does not play a role in
shaping personality. Twin studies suggest that identical twins share
approximately 50% of the same traits, while fraternal twins share only about
20%.
• Personality traits are complex and research suggests that our traits are
shaped by both inheritance and environmental factors. These two forces
interact in a wide variety of ways to form our individual personalities.
Source :Handbook of Personality Theory and Research, Roberts, Wood, Caspi (2008

Personality measurement
BROAD Traits

How do you Measure or understand an
individual’s Personality ?
• Personality tests are techniques designed to measure one’s personality.
They are used to diagnose psychological problems as well as to screen
candidates for college and employment. There are two types of
personality tests: self-report inventories and projective tests.
• The output depends on the examination of one's own conscious thoughts and feelings
- which is a subject’s self evaluation.
• The first personality assessment measures were developed in the 1920s and were
intended to ease the process of personnel selection (aka. Hiring, Recruitment),
particularly in the armed forces.

Self-report inventories are a kind of objective test used to assess personality.
They typically use multiple-choice items or numbered scales, which
represent a range from 1 (strongly disagree) to 5 (strongly agree). They often
are called Likert scales after their developer, Rensis Likert (1932)

Projective Tests
.This kind of test relies on one of the defense mechanisms proposed by
Freud—projection—as a way to assess unconscious processes. During this
type of testing, a series of ambiguous cards is shown to the person being
tested, who then is encouraged to project his feelings, impulses, and
desires onto the cards—by telling a story, interpreting an image, or
completing a sentence.
• Rorschach Inkblot Test

• Thematic Apperception Test (TAT)
• TEMAS (Tell-Me-A-Story)
• Rotter Incomplete Sentence Blank (RISB).

Myers- Briggs Type Indicator
The purpose of the Myers-Briggs Type
Indicator® (MBTI®) personality inventory is to make
the theory of psychological types ,understandable
and useful in people's lives.
The essence of the theory is that much seemingly
random variation in the behavior is actually quite
orderly and consistent, being due to basic differences
in the ways individuals prefer to use their perception
and judgment.

Myers- Briggs Type Indicator ( 16 pf )
I. Favorite world: Do you prefer to focus on the outer world or on your own inner world? This
is called Extraversion (E) or Introversion (I).
II.
Information: Do you prefer to focus on the basic information you take in or do you prefer to
interpret and add meaning? This is called Sensing (S) or Intuition (N).
III.
Decisions: When making decisions, do you prefer to first look at logic and consistency or
first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).
IV.
Structure: In dealing with the outside world, do you prefer to get things decided or do you
prefer to stay open to new information and options? This is called Judging (J) or Perceiving
(P).
Your Personality Type: When you decide on your preference in each category, you have your own
personality type,.
The identification of basic preferences of each of the four dichotomies specified or implicit in
Jung's theory. The identification and description of the 16 distinctive personality types that result
from the interactions among the preferences."
Arjya Class of 2020-2021

EI SI TF JP (I FITE PJS )
for OB Class discussions only 8/19/2020 36
Myers-Briggs Type Indicator Personality Framework
Strengths and Weaknesses
• One of the most widely used personality

frameworks is the Myers-Briggs Type Indicator
(MBTI).
• Individuals are classified as:
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
• INTJs are visionaries.
• ESTJs are organizers.
• ENTPs are conceptualizers.
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• Type tables can also be used to gather and facilitate analysis of
information about teams or specific groups of people.
•
All types are equal: The goal of knowing about personality type is to
understand and appreciate differences between people. As all types are
equal, there is no best type.
•

• Pavlovian theory is a learning procedure that involves pairing a stimulus
with a conditioned response
• Classical conditioning (also known as Pavlovian conditioning) is
learning through association and was discovered by Pavlov, a Russian
physiologist. ... Watson believed that all individual differences in
behavior were due to different experiences of learning.
• B. F. Skinner was one of the most influential of American psychologists.
A behaviorist, he developed the theory of operant conditioning -- the
idea that behavior is determined by its consequences, be they
reinforcements or punishments, which make it more or less likely that
the behavior will occur again.

Big Five Personality Model
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability
5. Openness to experience
OCEAN 5-41

The Big five personality Model (ocean)

The Big Five Traits Predict Behavior At Work
• Other Personality Traits Relevant to OB
• Core Self-Evaluation – bottom line conclusions
individuals have about their capabilities,
competence, and worth as a person.
• Self-Monitoring – measures an individual’s
ability to adjust his or her behavior to external,
situational factors.
• Proactive Personality – people who identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs.
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The Big Five Traits Predict Behavior at Work
• The Dark Triad
1. Machiavellianism – the degree to which an individual
is pragmatic, maintains emotional distance, and
believes that ends can justify means.
2. Narcissism – the tendency to be arrogant, have a
grandiose sense of self-importance, require excessive
admiration, and have a sense of entitlement.
3. Psychopathy – the tendency for a lack of concern for
others and a lack of guilt or remorse when their actions
cause harm. 5-44

The Big Five Traits Predict Behavior At Work
• Approach-Avoidance
• The approach-avoidance framework – casts personality traits as
motivations. The Enneagram has a The Enneagram has a circle, an inner triangle,
and a hexagon. The ring explains how the different personalities unite while the
triangle shows how three nearby characters may influence each character. The
hexagon, in arithmetic, is the decimal figure derived from dividing one by seven.
• It is a well-received assessment because it is thorough. , an inner triangle, and a
hexagon. The ring explains how the different personalities unite while the The
Enneagram has a circle, an inner triangle, and a hexagon. The ring explains how the
different personalities unite while the triangle shows how three nearby characters
may influence each character. The hexagon, in arithmetic, is the decimal figure
derived from dividing one by seven.
• It is a well-received assessment because it is thorough. triangle shows how three
nearby characters may influence each character. The hexagon, in arithmetic, is the
decimal figure derived from dividing one by seven.
• It is a well-received assessment because it is thorough.
• Approach motivation is attraction to positive stimuli.
• Avoidance motivation is our aversion to negative stimuli. 5-45

The Enneagram
• A model of 9 personality types.
Based on the work
of Oscarchazo and Claudio
Naranjo.
• The Enneagram has a circle, an
inner triangle, and a hexagon.
The ring explains how the
different personalities unite
while the triangle shows how
three nearby characters may
influence each character. The
hexagon, in arithmetic, is the
decimal figure derived from
dividing one by seven.
• It is a well-received assessment
because it is thorough.

Free tests
• https://www.truity.com/test/enneagram-personality-test
• https://www.jobtestprep.com/personality-disc

Disc Assessment
• Based on the ideas of psychologists William Marston and Walter

Clarke, it evaluates behavior. It focuses on the traits of dominance,
inducement, submission, and compliance (DISC).
• Some companies rely on it to hire staff, while others use it to gauge an
employee’s suitability for a job.

These DISC personality types help employers effectively match
your personality to your prospective job.
Dominant (D) Influential (I) Compliant (C) Steady (S)

Results Driven Spotlight-Oriented Prioritizes Quality Cooperates Easily
Confident Open Detail-Oriented Sincere
Blunt Collaborative Accurate Humble
Challenge-Seeking Optimistic Competent Loyal
Big Picture-Oriented Persuasive Independent Dependable
Direct Enthusiastic Objective Calm

Motivation
Early Theories ( Behaviorist Theories –Evolutionary Psychology ))
1. Hierarchy of Needs Theory - Maslow
2. Theory X & Theory Y – McGregor
3. Two Factor Theory- Herzberg
4. Theory of needs – Mc Clelland
Contemporary theories
1. Self – determination
2. Job engagement
3. Goal setting
4. Self Efficacy
5. Reinforcement Theory Theory
6. Equity Theory
7. Expectancy Theory – Victor Vroom

• Motivation is a process that defines an individual’s intensity, direction
and persistence of efforts towards attaining a goal.
• Motivated individuals stay with a task long enough to achieve the
desired goal

maslow

Two factor theory Herzberg

Theory of needs

Vroom

perception
Attempt to interpret what you see
Interpretation is heavily influenced by personal characteristics
Attribution Theory
Selective perception
Halo effect
Contrast Effect
Stereotyping
Bounded rationality
Intuition
Principles of Attribution Theory
1. Attribution is a three stage process: (1) behaviour is

observed, (2) behaviour is determined to be deliberate,
and (3) behaviour is attributed to internal or external
causes.
2. Achievement can be attributed to (1) effort, (2) ability,
(3) level of task difficulty, or (4) luck.
3. Causal dimensions of behaviour are (1) locus of control,
(2) stability, and (3) controllability.

Rational decision making
Rational – Characterized by making consistent, value maximizing choices
within specified constraints
Rational decision making Model – A decision making model that describes
how individuals should behave in order to maximize some outcome

Rational Model of Decision Making, Bounded
Rationality and Intuition
• Bounded Rationality
• Most people respond to a complex problem by
reducing it to a level at which it can be readily
understood.
• People satisfice – they seek solutions that are
satisfactory and sufficient.
• Individuals operate within the confines of
bounded rationality.
• They construct simplified models that extract the
essential features.
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Contrast the Rational Model of Decision
Making with Bounded Rationality and Intuition
• Intuition
• Intuitive decision making occurs outside conscious
thought; it relies on holistic associations, or links between
disparate pieces of information, is fast, and is affectively
charged, meaning it usually engages the emotions.
• The key is neither to abandon nor rely solely on intuition,
but to supplement it with evidence and good judgment.

Intuition (N)
Intuitive decision making – an unconscious process created from distilled experiences
Paying the most attention to impressions or the meaning and patterns of the information
I get. I would rather learn by thinking a problem through than by hands-on experience.
I'm interested in new things and what might be possible, so that I think more about the
future than the past. I like to work with symbols or abstract theories, even if I don't
know how I will use them. I remember events more as an impression of what it was like
than as actual facts or details of what happened.
The following statements generally apply to me:
• I remember events by what I read "between the lines" about their meaning.
• I solve problems by leaping between different ideas and possibilities.
• I am interested in doing things that are new and different.
• I like to see the big picture, then to find out the facts.
• I trust impressions, symbols, and metaphors more than what I actually experienced
• Sometimes I think so much about new possibilities that I never look at how to make
them a reality.

Sensing (S)
Paying attention to physical reality, what I see, hear, touch, taste, and smell. I'm
concerned with what is actual, present, current, and real. I notice facts and I remember
details that are important to me. I like to see the practical use of things and learn best
when I see how to use what I'm learning. Experience speaks to me louder than words.
The following statements generally apply to me:
• I remember events as snapshots of what actually happened.
• I solve problems by working through facts until I understand the problem.
• I am pragmatic and look to the "bottom line."
• I start with facts and then form a big picture.
• I trust experience first and trust words and symbols less.
• Sometimes I pay so much attention to facts, either present or past, that I miss new
possibilities.
diversity
• Diversity usually means one of three things:
demographic diversity (our gender, race, sexual
orientation, and so on), experiential diversity (our
affinities, hobbies, and abilities), and cognitive
diversity (how we approach problems and think
about things). All three types shape identity — or
rather, identities.

Inclusion for
Talent and Productivity –
Sourcing, Retention & Engagement
• Inclusive Leaders - with all members in a team
• Authenticity – Do you have to compromise with
your authenticity at the workplace
• Network & Visibility – Sponsorship is crucial
• Clear Career Paths- Missing out on clear
opportunities

Literature
• Cognitive psychology point of view
• Often stereotypes are negative, inaccurate, or distorted opinions about
people based on their membership in a particular group (Fiske &
Neuberg, 1990).
• They may be based on hearsay, preconceived ideas, or unfounded
assumptions and incorrectly infer that all members of that group are the
same (Fiske & Taylor, 1991).
• Stereotypes are different from prejudice, which is more affective or
attitudinal, and different from discrimination, which is more behavioral
(Fiske, 1998, 2004; Nelson, 2002).

Stereotypes and How They
Function in Organizational Settings
• Recognizing people for their abilities rather than assumptions
of stereotypes is an important part of OB and its application to
the work environment.
• Discrimination is to note a difference between things.
• Unfair discrimination assumes stereotypes about
groups.
• Refusal to recognize individual differences is harmful to
organizations and employees.
How Organizations Manage Diversity
effectively
• Diversity management is the process and programs by
which managers make everyone more aware of and
sensitive to the needs and differences of others.
• Diversity is more successful when it is everyone’s
business, not just for certain groups of employees.
Inclusion is the key to leveraging

Diversity

Managing Diversity Effectively in Org
Attracting, Selecting,
Developing, and Retaining
Diverse Employees
Diversity in Groups Effective Diversity

Programs

Implications for Managers
• Understand your organization's anti-discrimination policies
thoroughly and share them with your employees.
• Be aware of the relevant laws of each country.
• Assess and challenge your own stereotype beliefs to increase
your objectivity.
• Look beyond readily observable biographical characteristics and
consider the individual’s capabilities and potential before
making management decisions. (dignity of labor)
• Include poorly represented talent pool
• Fully evaluate what accommodations a person with disabilities
will need and then fine-tune a job to that person’s abilities.
• Seek to understand and respect the unique biographical
characteristics of your employees; a fair but individualistic
approach yields the best performance.
• Have compassion & empathy.
Remember business is a team sport

A huge milestone for science and for mankind, NASA’s 1969 Apollo
11 mission is a great demonstration of a top performing team.
• Whilst Neil Armstrong, Buzz Aldrin and Michael Collins are the
well-known faces of this prodigious achievement, they wouldn’t
have made it to the history books without the efforts of their
supporting team - years of previous research and expertise
allowed this mission to take place and succeed.
• For two years prior to the operation, mission planners studied the
moon’s surface using photographs from satellites and the
Surveyor spacecraft, to find the best place for Apollo 11 to land.
• NASA has estimated that more than 400,000 people made the
moon landings possible; scientists, engineers and technicians, who
had never worked in aerospace before, were given contracts to
design a machine
Arjya Class of 2020-2021
capable of transporting humans8/19/2020
for OB Class discussions only
safely to out of76
space.
• The astronauts visited the laboratories in order to create a human
connection to foster a more cohesive team – the workers met the
men whose lives were in their hands. In the operations control
room, during each flight, there were numerous technicians
guiding and supporting those heading into outer space.
Essentially, each step of the way, communication was paramount,
enabling the team behind NASA’s Apollo 11 to achieve a historical
milestone.

Group Dynamics
• Roles, Norms, Status, Size, Cohesiveness, Diversity
• Groupthink & Groupshift
• Types
✓ Self-managed teams
✓ Cross-functional Teams
✓ Virtual teams
• Team effectiveness
✓ Context
✓ Composition
✓ Process

Define Group, and Differentiate
Between Different Types of Groups
• A group is defined as two or more individuals,
interacting and interdependent, who have come
together to achieve particular objectives.
• Groups can be either formal or informal.
• Formal groups – those defined by the
organization’s structure.
• Informal groups – alliances that are neither
formally structured nor organizationally
determined.
9-79

• Social identity theory – considers when and
why individuals consider themselves members
of groups.
• People have emotional reactions to the failure
or success of their group because their self-
esteem gets tied into the performance of the
group.
• Social identities help us understand who we
are and where we fit in with people.
• Ingroup favoritism ( may lead to
stereotyping )
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• Several characteristics make a social identity
important to a person
• Similarity
• Distinctiveness
• Status
• Uncertainty reduction
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Identify the Five Stages of
Group Development
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Identify the Five Stages of
Group Development
• Group Effectiveness
• Groups proceed through the stages of group
development at different rates.
• Those with a strong sense of purpose and
strategy rapidly achieve high performance and
improve over time.
• Similarly, groups that begin with a positive social
focus appear to achieve the “performing” stage
more rapidly.
• Groups don’t always proceed clearly from one
stage to the next. 9-83

Show How Role Requirements
Change In Different Situations
• Role – a set of expected behavior patterns attributed to
someone occupying a given position in a social unit.
• Role perception – one’s perception of how to act in a
given situation.
• Role expectations – how others believe one should
act in a given situation.
• Psychological contract
• Role conflict – situation in which an individual faces
divergent role expectations.
• Zimbardo’s prison experiment
9-84

Demonstrate How Norms and Status
Exert Influence On an Individual’s
Behavior
• Norms – acceptable standards of behavior
within a group that are shared by the group’s
members.
• Performance norms
• Appearance norms
• Social arrangement norms
• Resource allocation norms
9-85

Show How Group Size Affects
Group Performance
• Group size affects the group’s overall behavior.
• Large groups are good for gaining diverse
input.
• Smaller groups are better doing something
with input.
• Social loafing – the tendency for individuals to
expend less effort when working collectively
than alone.
9-86

Contrast the Strengths and
Weaknesses of Group Decision
Making
• Groupthink – situations in which group pressures for
conformity deter the group from critically appraising
unusual, minority, or unpopular views.
• Related to norms
• Groupshift – a change between a group’s decision and an

individual decision that a member within the group
would make.
• The shift can be toward either conservatism or greater
risk, but is generally toward a more extreme version of
the group’s original position.
9-87

The Communication Process -
Formal and Informal Communication
11-88

Contrast Downward, Upward,
and Lateral Communication
• Downward communication flows from one level to a
lower level.
• Assign goals, provide instructions, communicate
policies and procedures, and provide feedback.
• Downward communication must explain the reasons
why a decision was made.
• Explanations increase employee commitment and
support of decisions.
• One problem is the one-way nature of downward 11-89
communication.
• Upward communication flows to a higher level in the
group or organization.
• Provide feedback to higher-ups, inform them of
progress, and relay current problems.
• To engage in effective upward communication:
• Communicate in headlines, not paragraphs.
• Support your headlines with actionable items.
• Prepare an agenda to make sure you use your
senior’s attention well.
11-90

• Lateral communication takes place among
members of the same work group, among
members of work groups at the same level,
among managers at the same level, or among
any horizontally equivalent personnel.
• Often necessary to save time and facilitate
coordination.
• May be formally sanctioned.
• Can create dysfunctional conflicts.
11-91

Compare and Contrast Formal
Small-Group Networks & the
Grapevine
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Identify Common Barriers to
Effective Communication
• Barriers to Effective Communication
• Filtering
• Selective perception
• Information overload
• Emotions
• Language
• Silence
• Communication apprehension
• Lying
11-93

Transaction analysis

Culture
synonyms: the arts, the humanities;

civilization, society, way More
of life, lifestyle; More
The arts and other manifestations of human intellectual achievement regarded collectively.
The ideas, customs, and social behavior of a particular people or society.

https://geert-hofstede.com/national-culture.html

Edgar Schein Culture Framework

Arjya Class of 2020-2021 for OB Class discussions only
• Seek to develop trusting relationships with followers because, as
organizations have become less stable and predictable, strong
bonds of trust are replacing bureaucratic rules in defining
expectations and relationships.
• Consider investing in leadership training such as formal courses,
workshops, rotating job responsibilities, coaching, and mentoring.
12-100

Define Power and Contrast
Leadership and Power
• Power refers to a capacity that A has to influence the behavior of B,
so that B acts in accordance with A’s wishes.
• Power may exist but not be used.
• Probably the most important aspect of power is that it is a function

of dependence.
• A person can have power over you only if he or she controls
something you desire.
13-101

Define Power and Contrast
Leadership and Power
• Contrasting Leadership and Power
• Leaders use power as a means of attaining group goals.
• Goal compatibility
• Power does not require goal compatibility, merely dependence.
• The direction of influence
• Leadership focuses on the downward influence on one’s followers.
• Leadership research emphasizes style.
13-102

Contrast the Five Bases of Power
• Formal Power
• Coercive Power
• Reward Power
• Legitimate Power
• Personal Power
• Expert Power
• Referent Power
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Contrast the Five Bases of Power
• Which Bases of Power Are Most Effective?
• Personal sources are most effective.
• Both expert and referent power are positively
related to employees’ satisfaction with supervision,
their organizational commitment, and their
performance, whereas reward and legitimate
power seem to be unrelated to these outcomes.
• Coercive power usually backfires.
13-104

Organization Structure

The Six Elements of an Organization’s Structure
15-106

Matrix Organization
• The matrix structure combines two forms of departmentalization—
functional and product:
• The strength of functional is putting specialists together.
• Product departmentalization facilitates coordination.
• It provides clear responsibility for all activities related to a product, but with
duplication of activities and costs.
15-107

15-109

Kurt Lewin Model of Change

Virtual Organization
• The Virtual Organization
• The essence of the virtual organization is that it is typically a small, core
organization that outsources major business functions.
• Also referred to as a modular or network organization.
• It is highly centralized, with little or no departmentalization.
15-114

Characteristics of a Virtual Organization
15-115

Creating Boundaryless Organizations
• The Boundaryless Organization
• The boundaryless organization seeks to eliminate the chain of command,
has limitless spans of control, and replaces departments with empowered
teams.
• Uses cross-hierarchical teams.
• Uses participative decision making practices.
• Uses 360-degree performance appraisals.
15-116

Creating Boundaryless Organizations
• Functional departments create horizontal boundaries.
• Replace these with cross-functional teams organized around processes.
• Boundaryless organizations break down geographic and cultural

barriers.
• Strategic alliances help blur cultural differences.
• Telecommuting blurs organizational boundaries
15-117

Mechanistic and Organic Structural Models
15-118

The strategy & structure relationship
• An organization’s structure is a means to help management achieve

its objectives.
• Most current strategy frameworks focus on three strategy
dimensions:
1. Innovation
2. Cost Minimization
3. Imitation
15-119

The strategy & structure relationship

How Organizational Structures Differ-
Mechanistic and Organic Structural Models

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Organizational Behavior

BLP & HRLP 2020-2021

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Organizational behavior (OB) is a field of study that

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They reflect how we feel about something.

• Psychologist Leon Festinger (1957) defined cognitive

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• Automatic judgements • Complex

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• Terminal values – desirable end-states of existence (Ex prosperity,

The sum total of ways in which an individual

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• Traits are typically defined as the different characteristics that make up

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• The most common means of measuring personality is through

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• Rorschach Inkblot Test

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Arjya Class of 2020-2021

• One of the most widely used personality

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• Based on the ideas of psychologists William Marston and Walter

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Dominant (D) Influential (I) Compliant (C) Steady (S)

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1. Hierarchy of Needs Theory - Maslow

2. Theory X & Theory Y – McGregor

3. Two Factor Theory- Herzberg

4. Theory of needs – Mc Clelland

5. Reinforcement Theory Theory

7. Expectancy Theory – Victor Vroom

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1. Attribution is a three stage process: (1) behaviour is