HUMAN BEHAVIOUR

Topic: EVALUATION -2 Assignment

Submitted to: Prof. Anshika Prakash

Submitted by: Raghav Kumar

Roll no: 1902080005
Contents
What is motivation? Explain any two theories of motivation?...........................................................3
What exactly lies behind the motivations for why we act?.............................................................3
Motivation Theories.........................................................................................................................3
1. Maslow’s hierarchy of needs........................................................................................................3
2. Hertzberg’s two factor theory......................................................................................................4
3. McClelland’s theory of needs.......................................................................................................4
4. Vroom’s theory of expectancy......................................................................................................5
5. McGregor’s theory X and theory Y...............................................................................................5
Conclusion.........................................................................................................................................5
Define OB. Why it is imp to learn OB?..................................................................................................5
KEY TAKEAWAYS...............................................................................................................................5
Why is it important to learn OB?......................................................................................................6
What difference leadership makes in any organisation?.....................................................................7
What is perception and how it helps in decision making?...................................................................8
What is motivation? Explain any two theories of motivation?
Motivation is the process that initiates, guides, and maintains goal-oriented behaviours. It is what
causes you to act, whether it is getting a glass of water to reduce thirst or reading a book to gain
knowledge.

Motivation doesn't just refer to the factors that activate behaviours; it also involves the factors that
direct and maintain these goal-directed actions (though such motives are rarely directly observable).
As a result, we often have to infer the reasons why people do the things that they do based on
observable behaviours.

What exactly lies behind the motivations for why we act?

Psychologists have proposed different theories of motivation, including drive theory, instinct theory,
and humanistic theory (such as Maslow's hierarchy of needs). The reality is that there are many
different forces that guide and direct our motivations.

Motivation Theories
Motivation is a state-of-mind, filled with energy and enthusiasm, which drives a person to work in a
certain way to achieve desired goals. Motivation is a force which pushes a person to work with high
level of commitment and focus even if things are against him. Motivation translates into a certain
kind of human behaviour.

It is important to ensure that every team member in an organization is motivated. Various

psychologists have studied human behaviour and have formalized their findings in the form various
motivation theories. These motivation theories provide great understanding on how people behave
and what motivates them.

Motivation is a huge field of study. There are many theories of motivation. Some of the famous
motivation theories include the following:

1. Maslow’s hierarchy of needs

Abraham Maslow postulated that a person will be motivated when his needs are fulfilled. The need
starts from the lowest level basic needs and keeps moving up as a lower level need is fulfilled. Below
is the hierarchy of needs:

Physiological: Physical survival necessities such as food, water, and shelter.

Safety: Protection from threats, deprivation, and other dangers.

Social (belongingness and love): The need for association, affiliation, friendship, and so on.
Self-esteem: The need for respect and recognition.

Self-actualization: The opportunity for personal development, learning, and

fun/creative/challenging work. Self-actualization is the highest level need to which a human being
can aspire.Maslow’s hierarchy of needs

The leader will have to understand the specific need of every individual in the team and accordingly
work to help fulfil their needs.

2. Hertzberg’s two factor theory

Hertzberg classified the needs into two broad categories namely hygiene factors and motivating
factors.

Hertzberg’s two factor theory

Hygiene factors are needed to make sure that an employee is not dissatisfied. Motivation factors are
needed for ensuring employee's satisfaction and employee’s motivation for higher performance.
Mere presence of hygiene factors does not guarantee motivation, and presence of motivation
factors in the absence of hygiene factors also does not work.

3. McClelland’s theory of needs

McClelland affirms that we all have three motivating drivers, and it does not depend on our gender
or age. One of these drives will be dominant in our behaviour. The dominant drive depends on our
life experiences.

The three motivators are:

Achievement: a need to accomplish and demonstrate own competence People with a high need for
achievement prefer tasks that provide for personal responsibility and results based on their own
efforts. They also prefer quick acknowledgement of their progress.

Affiliation: a need for love, belonging and social acceptance People with a high need for affiliation
are motivated by being liked and accepted by others. They tend to participate in social gatherings
and may be uncomfortable with conflict.

Power: a need for control own work or the work of other People with a high need for power desire
situations in which they exercise power and influence over others. They aspire for positions with
status and authority and tend to be more concerned about their level of influence than about
effective work performance.
4. Vroom’s theory of expectancy
Victor Vroom stated that people will be highly productive and motivated if two conditions are met:
1) people believe it is likely that their efforts will lead to successful results and 2) those people also
believe they will be rewarded for their success.

People will be motivated to exert a high level of effort when they believe there are relationships
between the efforts they put forth, the performance they achieve, and the outcomes/ rewards they
receive.

5. McGregor’s theory X and theory Y

Douglas McGregor formulated two distinct views of human being based on participation of workers.
The first is basically negative, labelled as Theory X, and the other is basically positive, labelled as
Theory Y. Both kinds of people exist. Based on their nature they need to be managed accordingly.

Theory X: The traditional view of the work force holds that workers are inherently lazy, self-centred,
and lacking ambition. Therefore, an appropriate management style is strong, top-down control.

Theory Y: This view postulates that workers are inherently motivated and eager to accept
responsibility. An appropriate management style is to focus on creating a productive work
environment coupled with positive rewards and reinforcement.

Conclusion
Motivation is the state of mind which pushes all human being to perform things with the highest
spirit and with positivity. The leader will have to ensure that every individual in the team and the
organization is motivated. The various motivation theories help in understanding what will motivate
people.

Define OB. Why it is imp to learn OB?

Organizational behaviour is the academic study of how people interact within groups. The principles
of the study of organizational behaviour are applied primarily in attempts to make businesses
operate more effectively.

KEY TAKEAWAYS
Organizational behaviour is the academic study of how people interact within groups and its
principles are applied primarily in attempts to make businesses operate more effectively.
The study of organizational behaviour includes areas of research dedicated to improving job
performance, increasing job satisfaction, promoting innovation, and encouraging leadership and is a
foundation of corporate human resources.

The Hawthorne Effect, which describes the way test subjects' behaviour may change when they
know they are being observed, is the best-known study of organizational behaviour.

Why is it important to learn OB?

It studies the interrelation between an individual and an organization in the following ways:

1.OB helps to learn about thyself and how to deal with others.

2.Organizational Behaviour is a way of thinking.

3.Organizational Behaviour is multidisciplinary, and it helps us in multiple ways.

4.There is a distinctly humanistic orientation with OB.

5.The field of organizational behaviour is performance oriented.

6.Organizational Behaviour satisfies the need to understand and predict.

7.It helps us to test personal theories.

8.OB helps managers understand the basis of motivation and what they should do to motivate their
subordinates.

9.OB helps to maintain cordial industrial relations, which help to increase the overall productivity of
the industry.

10.The subject of organizational behaviour is useful in the field of marketing.

11.This helps greatly in improving bur inter-personal relations in the organizations. 12.Friendly and
cordial relations between employees and management and the employees create a congenial work
environment in organizations.

13.It helps managers apply appropriate motivational techniques by the nature of individual
employees who exhibit a glaring difference in many respects.

14.One of the basic characteristics of OB is that it is human. So to say, OB tackles human problems
humanely. It helps understand the cause of the problem, predicts is the future course of action, and
controls its evil consequences.
15.Another popular reason for studying OB is to learn how to predict human behaviour ‘and then
apply it in some useful way to make the organization more effective.

16.OB implies that the effective utilization of people working in the organization guarantees the
success of the organization.

17.The most popular reason for studying organizational behaviour is that the reader is interested in
pursuing a career in management and wants to learn how to predict behaviour and apply it in some
meaningful way to make organizations more effective.

OB has a great impact on individuals and also on organizations that cannot be ignored. To run
businesses effectively and efficiently, the study of organizational behaviour is essential.

What difference leadership makes in any organisation?

Nothing matters more than leadership, why some people seem to find leading roles in every
organization they join. It just comes naturally. Then there those who want desperately to be
leaders, but the harder they try, the less accepted their leadership becomes.

1. Thus the first lesson is, beware of a leader who relies on style and oratory, and doesn’t back it up
with character, substance and integrity. Grand presentations and great oratory may be impressive,
but results are what matters, and those require more than glib delivery and well-rehearsed style.
Words matter, but actions, results and character matter more.

2. Leadership skills grow with experience. Leaders who are short on experience make foolish
mistakes that undermine their credibility. People who work with them notice this and quietly
question the leader’s right to lead. Inexperienced leaders also make a common mistake of
“throwing money at problems.” They think they can “buy their way to success” when they don’t
know what else to do. Thus, they are often unable to choose between good (wise) investments with
good likely returns and the bad ones, which are simple wasteful or excessive spending.

4. There is a big difference between leadership and management—which is not always well
understood. Management skills are almost always present in good leaders. The opposite is not
always true. The simplest example is an excursion. The manager makes sure details are attended to:
provisions, routes, transportation plans. The leader makes sure the people want to go, will follow
wherever they go, and stick together along the way. That’s a very big difference.

5. Weak leaders often resort to ordering or directing people on what to do, using the power of their
position. Strong leaders build consensus, collaboration, and cooperation—not simply compliance.
People choose to follow if the leader “walks his/her talk”—e.g., does what s/he says. If the leader
fails to “walk the talk,” the followers soon lose faith, and doubt the leader.

(An even worse case is when the leader practices “two-faced talk,” saying one thing and doing
something entirely different. That kind of hypocrisy is a failure of integrity.)

6. Leaders must earn (and deserve) the right to lead, and not rely on having it “bestowed on them.”
The great leaders take charge, get results, and take less than their share of the credit (for success)
and more than their share of the blame (for failure). Great leaders are accountable and take
responsibility for the consequences of their actions. Weak leaders do not.

7. Weak leaders whine, complain and blame others for their failures. This is a dead giveaway of a
leader who is long on style and short on substance—and integrity. The best leaders have long been
found to be “servant leaders,” people who realize that they actually enable the success of others—of
those they lead—based on plans they have developed together.

8. There is little room for a too-big ego and narcissism in a leader’s makeup. A strong leader neither
pretends to be, nor needs to be the “smartest person in the room.” That kind of leader demotivates
followers. A truly effective leader encourages the ideas and input of followers, listens to them and
then includes their input in the decisions about what to do, and how. Only an ego-driven narcissist
(or an insecure leader) insists that his/her ideas be the basis of all decisions.

9. In the ultimate act of desperation, the failed leader tries to practice “victory by definition.” This is
a form of denial (or delusion) that portrays a failure as success by redefining the measures—after
outcomes are known. This is a devastating mistake, since reality ultimately defines success or failure
—and not some contrived set of distorted metrics.

10. A common myth, perpetrated over the past few decades is that great leaders are (or must be)
“charismatic.” They may be—or may not. Jim Collins, the bestselling author of Good to Great
studied this premise extensively. Many of the best leaders in his studies were self-effacing, modest
people of great substance, achievement—and earned-respect. Collins’s conclusions were that while
“charisma” helped inspire people temporarily, character, experience, behaviour, skills and personal
attributes—most of all integrity—were far more important.

What is perception and how it helps in decision making?

Perception is a process by which individuals organize and interpret their sensory impressions in
order to give meaning to their environment. In relation to decision making process, perception
affects our way of thinking on how we deal with situations like making a decision. We may make
decisions based on our experiences because there are some that has already the knowledge on how
they will respond to that situation. There are also some that they based their decision-making skills
on their interest or their motives with it. There are factors that influences our perception in order to
make decisions, the perceiver, the target and the situation. You can use this as a help in deciding the
best solution in a certain situation for example.

Perception affects our decision-making process because in order to make an accurate decision, you
need to think properly if this one will work or not. There are a lot of things that should be consider in
making a decision. One thing that makes decision making difficult is our perception to what will be
the outcome after making this decision. For example, is when you are already in the situation of
making a decision wherein you are going to decide the best solution for a certain problem. You are in
the state where in you are having a hard time in deciding the best solution because you have this
perception that makes it difficult for you think if this will be the right solution. In this way or this act
of having difficulties in deciding the best solution because of our perception shows only that
perception really affects the decision-making process.

We cannot make decisions that easy because all of us have doubts if this will be really the best
decision. But one thing’s for sure, “life is all about perception. Positive versus negative. Whichever
you choose will affect and more than likely reflect your outcomes.”