Atal Bihari Vajpayee Indian Institute of

Information Technology and Management,

Gwalior

Organisational Behavior
Assignment 2

Submitted to:
Dr. Vinay Singh

Submitted by:
Rahul Dev
 2018IMG043
Q 1. Highlight all the Basics Emotions and Moods. How Emotions function. What are
the Sources of Emotions and Moods?

Emotions: -

 Caused by specific event

 Very brief in duration (seconds or minutes)
 Specific and numerous in nature (many specific emotions such as anger, fear, sadness,
happiness, disgust, surprise)
 Usually accompanied by distinct facial expressions
 Action oriented in nature

Emotions come in a variety of forms and have an impact on how we live and connect with
others. It may appear that we are governed by our emotions at times. The emotions we are
experiencing at any particular time influence the decisions we make, the actions we take, and
the impressions we have. Some of the basic emotions are: -

1. Happiness: - Happiness is the emotion that individuals seek for the most out of all the
different types of emotions. Contentment, joy, delight, satisfaction, and well-being are
all common sentiments associated with happiness.
2. Sadness: - It can be expressed in number of ways like crying, damped mood,
lethargy, quietness, withdrawal from others. People who are sad are more likely to use
coping techniques including avoiding other people, self-medicating, and brooding on
bad thoughts.
3. Fear: - Fear is a strong emotion that might be useful in survival situations. The fight
or flight reaction is triggered when you are confronted with a threat and sense dread.
Scary and anxiety can be reduced by repeated exposure to a fear item or circumstance,
which leads to familiarity and acclimatisation.
4. Disgust: - Revulsion can be triggered by a variety of factors, including an unpleasant
taste, sight, or smell. According to researchers, this emotion arose as a reaction to
meals that could be dangerous or lethal. Disgust is a common reaction when people
smell or taste spoiled foods, for example.
5. Anger: - Anger is a strong emotion that is marked by feelings of anger, agitation,
frustration, and antagonism toward others. Anger, like fear, can trigger your body's
fight or flight reaction.
6. Surprise: - Another of Eckman's six basic sorts of human emotions, surprise, is one of
the most common. Surprise is characterised by a physiological startle response in
response to something unexpected and is usually relatively brief.

Moods: -

 Cause is often general and unclear

 Last longer than emotions (hours or days)
 More general (There are two main dimensions, positive affect and negative affect that
are composed of multiple specific emotions)
  Generally, not indicated by distinct expressions
 Cognitive in nature

When we group emotions into positive and negative categories, they become mood states
because we are now looking at them more generally instead of isolating one particular
emotion. Different types of moods have different affect on people or organisation like Alert,
Excited, Elated and Happy cause high positive affect while Tense, Nervous, Stressed, Upset
have high negative affect. Content, Serene, Relaxed and Calm have low negative affect while
Sad, Fatigued, Bored and Depressed have low positive affect.

Function of Emotion:

 Our actions are influenced by our emotions, such as the fight, flight, or freeze
reaction.

 Emotions alert people to the fact that we are struggling with pressures and may
require assistance.

 Emotions carry a lot of knowledge. They indicate that something significant in our
lives is changing or requires our attention.

There are 9 sources of emotions and moods: -

1. Personality: - We must all have built-in proclivities to experience some moods and
feelings more frequently than others. We also differ in how intensely we experience the
same emotion; people who are affectively intense are more aware of both happy and poor
moods and emotions.
2. Day of the week or time of the day: - By now, you've probably figured out that people are
in their worst moods early in the week and their greatest moods late in the week. As a
result, Monday morning is not the best time to break bad news or ask for a favour.
3. Weather: - Have you heard of the term "illusory correlation" before? People have a
tendency to link two occurrences together when there is no connection. Although many
individuals believe so, the weather has minimal effect on our mood.
4. Stress: - Stress can have a bad impact on our moods and emotions. The consequences
accumulate over time, and chronic stress can exacerbate our moods and emotions.
5. Social activities: - For the most part, social activities boost our pleasant mood while
having minimal impact on our negative mood. When you're in a good mood, you want to
interact with other people. Formal and sedentary events are less strongly linked to happy
emotions than physical, informal, and epicurean activities.
6. Sleep: - I'm sure your favourite source of energy is sleep! The quality of one's sleep does
have an impact on one's mood. When you're weary, you're more likely to experience
tiredness, anger, and aggression, which can affect decision-making and make controlling
emotions difficult.
7. Exercise: - Isn't this another one of your favourites? It ought to be! Exercising, in fact,
improves our mood. This is especially beneficial for persons who are depressed.
8. Age: - People appear to experience fewer negative feelings as they grow older. Positive
moods remain longer in elderly persons, but negative moods dissipate faster than in
younger people. With age, emotional experience improves.
9. Gender: - Women have a higher level of emotional expression than men. They have a
stronger emotional response to them and are able to hang on to them for longer than
males. Except for rage, they express good and negative emotions more frequently. This is
due to the fact that men are encouraged to be tough and courageous. Women are more
optimistic because they are social and nurturing.

Q 2. How Emotions and Moods affect Decision Making, Creativity, Job Attitudes, and
workplace Behaviours. How Managers Can Influence Moods?

Decision Making: - Traditional approaches to studying organisational decision-making have

emphasised rationality. OB researchers, on the other hand, are increasingly discovering that
moods and emotions have a significant impact on decision-making. Researchers in the field
of obstetrics and gynaecology continue to discuss the impact of negative emotions and moods
in decision-making. Although one widely regarded study claimed that depressed persons
made more accurate decisions, new evidence suggests they make inferior decisions. Why?
Because depressed people absorb information more slowly and analyse all conceivable
possibilities rather than the most likely ones, they are more prone to make mistakes. They
look for the ideal solution when there isn't one.

Creativity: - People in good moods tend to be more creative than people in bad moods. They
produce more ideas and more options, and others think their ideas are original. However,
some experts disagree that being in a good mood makes people more creative. They suggest
that when people are in a good mood, they are less likely to engage in the critical thinking
required for some forms of creativity ("If I'm in a good mood, things must be going well,
therefore I don't need to come up with new ideas") and are more likely to relax. The answer
could be found in a new way of thinking about moods. Rather than focusing on positive or
negative effect, moods might be thought of as active emotions such as wrath, fear, or
euphoria, which can be contrasted with deactivating emotions such as grief, depression, or
tranquilly. Activating moods, whether happy or negative, appear to lead to increased
creativity, whilst deactivating moods appear to lead to decreased creativity.

Job Attitudes: - Have you ever heard the phrase "Never take your work home with you,"
which implies that once you reach home, you should forget about work? It's easier said than
done, though. People who had a nice day at work likely to be in a better mood at home that
evening, according to several research. People who have had a stressful day at work have a
hard time unwinding when they get home. In one study, married couples responded to timed
cell-phone questionnaires throughout the day to describe their moods. As most married
readers are aware, if one of the couple's members was in a bad mood during the day, that
mood was carried over to the spouse at night. To put it another way, if you've had a difficult
day at work, your spouse is likely to have a bad evening as well.
Workplace Behaviours: - Anyone who has worked in an organisation for a long time knows
that people frequently act in ways that go against established norms and endanger the
organisation, its members, or both. These practises are known as workplace deviant
behaviours, as we saw in Chapter 1. Negative emotions are at the root of many of them.
People who experience negative emotions, such as rage or animosity, are more prone than
others to engage in deviant conduct at work, according to research. Once violence begins,
other individuals are likely to become furious and aggressive as well, setting the foundation
for a major escalation of bad conduct.

Influence of managers on moods:

Sharing a hilarious video clip, providing a tiny bag of chocolates, or even offering a pleasant
beverage may usually lift a friend's spirits. But what can businesses do to boost staff morale?
Managers can utilise humour and modest gestures of appreciation to show their appreciation
for their employees' hard work. In addition, when group members are in a good mood, they
are more positive, and as a result, they cooperate more.

Finally, because happy attitudes spread from team member to team member, picking positive
team members might have a contagion effect. According to one research of professional
cricket teams, players' good moods influenced the emotions of their teammates and had a
favourable impact on their performance. It makes sense for managers to choose team
members who are more likely to be in a good mood.

Another major difficulty in organisational behaviour is how to run a profitable business while
still demonstrating to employees that the company cares about them. To put it another way,
it's about assisting employees in achieving the ideal work-life balance. For example, a firm
that provides an on-site day-care centre as a perk or at a discounted cost to its employees is
one approach to demonstrate that it cares about both their professional and personal well-
being. Employees may be able to positively contribute to corporate behaviour and culture as a
result of this.

Q 3. What Is Personality? Explain The Myers-Briggs Type Indicator. Discuss about The
Big Five Personality Model. List down all possible the Personality Traits Relevant to
OB.

Gordon Allport created the most often used personality description approximately 70 years
ago. "The dynamic organisation inside the individual of those psychophysical processes that
dictate his particular responses to his environment," according to Allport. For our purposes,
consider personality to be the totality of an individual's reactions to and interactions with
others. We usually characterise it in terms of a person's observable characteristics.

Myers-Briggs Type Indicator:

The Myers-Briggs Type Indicator (MBTI) is the world's most popular personality evaluation
tool. It's a 100-question personality test that asks people how they typically feel and respond
in different scenarios. Extraverted or introverted (E or I) people are defined as sensing or
intuition (S or N), thinking or feeling (T or F), and judging or perceiving (J or P) (J or P). The
following are the definitions for these terms:

 Extraverted (E) versus Introverted (I): - Extraverted individuals are outgoing, sociable,
and assertive. Introverts are quiet and shy.
 Sensing (S) versus Intuitive (N): - Sensing types are practical and prefer routine and
order. They focus on details. Intuitive rely on unconscious processes and look at the “big
picture.”
 Thinking (T) versus Feeling (F): - Thinking types use reason and logic to handle
problems. Feeling types rely on their personal values and emotions.
 Judging (J) versus Perceiving (P): - Judging types want control and prefer their world to
be ordered and structured. Perceiving types are flexible and spontaneous.

Big Five Personality Model:

Although the MBTI lacks good evidence, the Big Five Model's thesis (those five basic
characteristics) underpin all others and include most of the important diversity in human
personality - is backed up by a large amount of research. Furthermore, test scores for these
attributes are excellent predictors of how people will act in a range of real-life circumstances.
The Big Five variables are as follows:

 Extraversion: - The extraversion dimension captures our comfort level with relationships.
Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved,
timid, and quiet.
 Agreeableness: - The agreeableness dimension refers to an individual’s propensity to
defer to others. Highly agreeable people are cooperative, warm, and trusting. People who
score low on agreeableness are cold, disagreeable, and antagonistic.
 Conscientiousness: - The conscientiousness dimension is a measure of reliability. A
highly conscientious person is responsible, organized, dependable, and persistent. Those
who score low on this dimension are easily distracted, disorganized, and unreliable.
 Emotional stability: - The emotional stability dimension - often labelled by its converse,
neuroticism - taps a person’s ability to withstand stress. People with positive emotional
stability tend to be calm, self-confident, and secure. Those with high negative scores tend
to be nervous, anxious, depressed, and insecure.
 Openness to experience: - The openness to experience dimension addresses range of
interests and fascination with novelty. Extremely open people are creative, curious, and
artistically sensitive. Those at the other end of the category are conventional and find
comfort in the familiar.
Personality Traits Relevant to OB:

 Core Self-Evaluation
 Machiavellianism
 Narcissism
  Self-Monitoring
 Risk Taking
 Proactive Personality
 Other-orientation

Q 4. Discuss the “Individual Values and its Importance. Through light on Terminal,
Instrumental and generational Values. 

Fundamental convictions that "a given mode of conduct or end-state of existence is

individually or socially preferable to an opposite or converse manner of conduct or end-state
of existence" are represented by values. They have a judging element to them since they
contain an individual's opinions about what is right, good, or desirable. Content and intensity
are both properties of values. A way of action or end-state of existence is important,
according to the content characteristic. Its importance is determined by the intensity attribute.
The value system of a person is determined by ranking their values in terms of intensity. Our
value system is made up of a hierarchy of values that we all hold. It can be found in the
weight we give to values like freedom, enjoyment, self-respect, honesty, obedience, and
equality.

Values form the basis for our understanding of people's motivations and attitudes, as well as
influencing our perceptions. We come into a company with preconceived assumptions of
what "should" and "should not" be. These ideas aren't valueless; they contain our perceptions
of good and wrong, as well as our preferences for some behaviours or results over others. As
a result, values cast a pall over objectivity and logic, influencing attitudes and behaviour.
Assume you join a company with the belief that assigning pay based on performance is
correct, but allocating compensation based on seniority is incorrect. What would you do if
you discover that the company you've just joined favours seniority rather than performance?
You're probably going to be disappointed, which may lead to work discontent and a decision
not to put in a lot of effort since "it's probably not going to lead to more money anyhow."

The Rokeach Value Survey was designed by Milton Rokeach (RVS). It is made up of two
sets of values, each with 18 different value elements. One group of values is referred to as
terminal values, and it corresponds to ideal end-states. These are the objectives that a person
wishes to achieve in his or her lifetime. The second set of values, known as instrumental
values, refers to preferred styles of conduct or methods for obtaining the terminal values.
Prosperity and economic success, Freedom, Health and Well-Being, World Peace, Social
Recognition, and Meaning in Life are some examples of terminal values in the Rokeach
Value Survey. Self-improvement, autonomy and self-reliance, personal discipline, kindness,
ambition, and goal-orientation are examples of instrumental values represented in RVS.

Q 5. Explain the linkage of personalities and values in the context of organizational

Behavior.

Organizations were only concerned with personality thirty years ago because their major goal
was to match people to specific positions. This concern has grown to cover the individual's
personality and ideals as they relate to the company. Why? Because today's managers are
more concerned with an applicant's capacity to adapt to changing circumstances and
dedication to the organisation than with his or her ability to do a certain job.

Person-Job Fit:
John Holland's personality–job fit theory best expresses the effort to align job requirements
with personality attributes. Holland provides six personality types and claims that how well
people match their personalities to a job determines job satisfaction and the likelihood of
leaving. The Vocational Preference Inventory questionnaire, which contains 160 job titles,
was created by Holland. Respondents choose which ones they like and dislike, and their
responses are used to create personality profiles. The hexagonal diagram illustrated in Figure
1 is based on extensive research. The more compatible two fields or orientations are in the
hexagon, the closer they are. Adjacent categories are very similar, whereas diagonally
opposing categories are very different.

Person-Organization Fit:

Researchers have looked into matching people to organisations as well as jobs, as we've
mentioned. If a business faces a dynamic and changing environment and demands employees
to be able to switch tasks and move across teams quickly, it's more crucial that employees'
personalities match with the overall firm's culture than with the job requirements. The
person-organization fit theory states that people are drawn to and picked by organisations that
share their beliefs, and they leave organisations that do not. People high on extraversion, for
example, fit well with aggressive and team-oriented cultures, people high on agreeableness fit
better with a supportive organisational climate than one focused on aggressiveness, and
people high on openness to experience fit better in organisations that emphasise innovation
rather than standardisation, according to the Big Five terminology. Following these principles
when hiring new employees should help you find people that suit your company's culture
better, which should lead to improved employee satisfaction and lower turnover. People–
organization fit research has also looked at whether people's values align with the culture of
the organisation. Job satisfaction, dedication to the organisation, and low turnover are all
predicted by this match. 80 Surprisingly, some research indicated that in a collectivist country
like India, person-organization fit was more relevant in predicting turnover than in a more
individualistic country like the United States (the United States).