ORGANISATIONAL BEHAVIOUR

Submitted to: Dr.Megha Kochhar

Name:Isha

URN:2361212

Course: M.A Psychology{2023-2025}

Topics :

· Dynamics of OB

· Understanding Self

· Personality

· Attitude,Value and Beliefs

· Emotions and Mood

· Perception

· Group Dynamics and Team Building

· Leadership

· Communication

· Transactional Analysis

· Conflicts Management

DYNAMICS OF OB
ORGANISATION:

An organization is a group of people working together in a formally organised way

to achieve a common objective.The main objective is profit maximization.

FEATURES:

· Group of people

· Formally organised people/structure.

· Co-ordination among people

· Rationality

· Purposefully created to achieve a common goal.

BEHAVIOUR:

It is how a person behaves.It is an observable and measurable activity of

human being.

ORGANISATIONAL BEHAVIOUR:

It is a fieldof study that investigates the impact that individuals,groups,structues

have on behaviour within the organisation ,for the purpose of applying such
knowledge towards improving organizational effectiveness.{Stephen P Robbins}

Hence based on the defination we can say that:

· OB is a field of study

· It studies individuals,groups and structures

· It applies the knowledge to improve organizational effectiveness.

Therefore Organization Behaviour is concerned with two aspects:

1. How people behave in an organization?

2. How their behaviour does affect their performance?

KEY ELEMENTS OF OB:

· PEOPLE

· STRUCTURE

· TECHNOLOGY

· ENVIRONMENT

UNDERSTANDING SELF

- Self Understanding is the awareness of and ability to understand one's own

thoughts and actions.

-To attain the insight into your attitudes,motives,defences,reactions,weaknesses

and strengths.

-It is a subjective sense of the self and a complex mixture of unconscious and
conscious thoughts ,attitudes and perceptions.

IMPORTANCE OF UNDERSTANDING SELF:

-Self-Understanding has been recognized as a key competency for individuals to

function efficiently in organizations.

-It influences an individual's ability to make key decisions about self,others around.

-Understanding the self equips individuals with making more effective career and
life choice,the ability to lead,guide and inspire with authencity.

IT HAS GOT TWO IMPORTANT ENTITIES

-SELF-CONCEPT:Pictures or perception of ourselves.

-SELF-ESTEEM:Feelings we have about ourselves.

JOHARI WINDOW
The Model Can Be Looked Upon As A Communication Window
Through Which We Give And Recieve Information About Yourself And
Others.

OPEN AREA:Information in this pane about the behaviour ,feelings is

known to that person himself as well as other members of group.

BLIND SPOT:Information of your personality is known to others,but

that information is not known to you.

HIDDEN AREA:Hidden Area is the information that you hide from

others.

UNKNOWN AREA:The information is unkown to you as well the

others.
 SWOT ANALYSIS

ATTITUDE,VALUES AND BELIFES

An attitude is a negative or positive evaluationn of an object which influence

human's behaviour towards that object [Micheal hoggz}
 CHARACTERSTICS:
a)Attitude may be fluctuating.
b)Attitudes are intangible psychological phenomenon.
c)Attitudes help in adjusting to a new environment.
d)Knowledge can be substituted by the attitudes.
FACTORSB AFFECTING ATTITUDE
· Value System
· Upbringing
· Perception
· Observation over a period
· Peer group
· Social Environment
TYPES OF ATTITUDE:
· POSITIVE ATTITUDE[Sees best in worst and is
confident ,happy,patientand posses high self efficacy]
 · NEGATIVE ATTITUDE[Critical of others,tired and will bring the worst
even in best situation]
· NEUTRAL ATTITUDE[Do not react and do not take a stand]
· SICKLE ATTITUDE[Such a person has a caliber of destroying any
positive image].

VALUES
Values are individual beliefs that guidesus to act in one way or the other.

INSTRUMENTAL VALUES

· Capable
· Responsible
· Forgiving
· Helpful
· Loyal
TERMINAL VALUES

· Comfortable life
· Family Security
· Pleasure
· Self Respect
· Inner peace

PERSONALITY
The sum total of ways in which an individual reacts and interacts with others.
Personality is a pattern of stable states and characterstics of a person that
influences his or her behaviour toward goal achievement.
PERSONALITY DETERMINANTS:
· Heredity
· Environment
· Situation
· Culture
· Family and Social background.
NATURE OF PERSONALITY:
· It is relatively stable but dynamic in nature.
· Helps in adjusting the individual with the environment.
· It is consistent
· It is unique

BIG FIVE PERSONALITY TRAITS:

· Openess to expereinces
· Conscientiousness
· Extraversion
· Agreeableness
· Neuroticism
The Big Five Model,also known as the Five -Factor Model,is the most widely
accepted personality theory held by psychologists today.
OPEN TO EXPERIENCE:
Prefers routine 'practical vs.imaginative, spontaneous.
CONSCIENTIOUSNESS:
Impulsive , disorganised vs. disciplined ,careful.
AGREEABLENESS:
Suspicious, uncooperative vs.trusting, helpful.
EXTRAVERSION:
Reserved, thoughtful vs.sociable ,fun-loving.
NEUROTICISM:
Calm , confident vs.anxious , pessimistic.

PSYCHOANALYTIC THEORY

This theory is given by Sigmund Freud .These three components of the

mind shapes human behaviour.

ID: The primitive aspect of the mind that desires instant fulfillment of
biological or instinctive needs is known as id.It mainly thrives on
pleasure principle.

EGO:The ego is the rational and conscious aspect of the mind that is
linked to the reality principle.It balances the needs of the ID and the
superego in real -life situations.

SUPER-EGO:The Super-ego is associated with the socialor moral

norms than an individual instils as s/he gets older.It serves as an ethical
restriction on action and aids in the development of an individual's
conscience.

EMOTIONAL INTELLIGENCE

Emotional Intelligence refers to the capacity for recongnizing our own

feelings and those of others ,for motivating ourselves, and for managing
emotions well in ourselves and our relationships.{Goleman,1989]

THE CORE ELEMENTS OF EI

· Self Awareness[refers to recognizing one's emotions,strengths and

limitations,and capabilities and how these affect others].

· Self-regulation[ability to think before acting and to control

 disruptive impulses]

· Motivation[represnts the forces acting on or within a person that

cause the person to behave in a specific, goal-directed manner].

· Empathy[refers to sensing what others need in order for them to

develop].

· Social Skill[refer to the ability of an individual to influence

others].

FOUR AREAS OF EMOTIONAL INTELLIGENCE:

 SELF AWARENESS

· Emotional Self-Awareness
· Accurate Self Assesment
· Self Confidence

SELFMANAGEMENT

· Emotional Self-Control
· Transparency
· Adaptability
· Achievement
· Initiative
· Optimism
SOCIAL AWARENESS

· Empathy
· Organizational Awareness
· Service Orientation
RELATIONSHIP MANAGEMENT

· Inspirational Leadership
· Influence
· Developing Others
· Change Catalyst
· Conflict Management
· Team Work and Collaboration
THE FOUR -BRANCH MODEL OF EMOTIONAL INTELLIGENCE:
The synergy of this four:
· MANAGEMENT
· PERCEPTION
· FACILITATION
· UNDERSTANDING
SIX MAJOR TYPES OF EMOTIONS:
 · ANGER
· FEAR
· JOY
· LOVE
· SADNESS
· SURPRISE

DIFFERENCES BETWEEN EMOTIONS, AND MOODS

PERCEPTION
Perception is an intellectual processs of transforming sensory stimuli to
meaningful information.In other words, perception is the way in which
something is regarded ,understood or interpreted.

PERCEPTION IN ORGANIZATION:

· How Individual View Other?

 · How that person will behave within the buisness?

PERCEPTUAL PROCESS:

1)SENSATION: Individua's ability to detect stimuli in the immediate

envirinment.

2)SELECTION:The process a person uses to eliminate some of the stimuli

that have been sensed and to retain others for further processing.

3)ORGANIZATION:The process of placing selected perceptual stimuli into

a framework for storage.

4)TRANSLATION:The stage of the perceptual process at which stimuli are

interpreted and given meaning.
 FACTORS AFFECTING PERCEPTION:

FACTORS IN THE SITUATION:

· Time
· Work setting
· Social Setting

FACTORS IN THE TARGET:

· Novelty
· Motion
· Sounds
· Size
· Background
· Proximity
· Similarity

FACTORS IN THE PERCIEVER:

 · Attitudes
· Motives
· Interests
· Experience
· Expectations
A number of factors operates to shape and sometimes distort perception.These
factors can reside in a perciever,in the object or target being percieved or in
the context of the situation in which the perception is made.

GROUP DYNAMICS AND TEAM BUILDING

A group is the collection of people with some common characterstics or

purpose.

Group Dynamics:A group of two or more people interacting with each

other in a manner that each person influences and is influenced by each other
person.
The group dynamics refers to change which takes place within groups and is
concerned with the interaction and forces obtained between group members
in social settings.

Team:Two or more people working together to achieve a shared goal.

Team Building:The process of getting people to work together effectively

to achieve a shared goal.
 WHY DO PEOPLE JOIN GROUP?

· SECURITY:Group reduces insecurity and standing alone

syndrome.

· STATUS:Recognition and status same as that of group.

· Develop Self -esteem

· POWER:There is power in number.

· Goal achievement Pool of talent ,skills and knowledge.

STAGES OF GROUP/TEAM FORMATION:

 HOW DO WE ASSESS TEAMWORK?

· Trust among members.

· Feedback mechanisms
· Open communications
· Approach to decisions
· Leadership sharing
· Acceptance of goals and tasks
· Valuing diversity
· Member cohesiveness
· Support for each other
· Performance norms

CONCEPT OF LEADERSHIP

· Leadership is the ability to influence a group toward the achievement of

 goals.
· Leadership is a function of knowing ones self,having a vision that is well
communicated,building trust among colleagues,and taking effective
action to realize ones own leadership potential.

LEADERSHIP TRAITS
1)Physical traits:
· High energy level
· Physical stamina
· Tolerance for stress
· Uncared about being overworked
· Vitality
2)Intellectual traits:
· Foresightful
· Ask for more responsibility
· Extensively scholarly
· Willing to experiment
· Being able to handle varied workforce
3)Personality traits:
· Verbal Potentiality
· Honesty
· Initiative
· Aggressive
· Risk taking
· Ambitious
· Adaptability
4)Emotional traits:
· Self- Confidence
· Optimism
· Determination
· Self -discipline
· Reliability

TYPES OF LEADERSHIP STYLES

THEORIES OF LEADERSHIP

· Traits Theories
· Behavioural Theories
· Contingency/Situational Theories
· Transactional Theories
· Transformational Theories
· Charismatic Theories of Leadership

TRAIT THEORIES OF LEADERSHIP

Considers personality ,social,physical,or intellectual traits to differentiate.
Factors determining leadership strategies of traits based leaders:
· Extraversion
· Conscientiousness
· Openess
· Emotional Intelligence

BEHAVIOURAL THEORIES OF LEADERSHIP:

Specific behaviours differentiate leaders from non-leaders.

Factors determining leadership strategies of behaviour based leaders.

· Initiative
· Consideration
· Employee orientation
 · Production orientation
· Development orientation

CONTINGENCY/SITUATIONAL THEORIES OF LEADERSHIP:

Blend of a leader's style and the degree to which the situation gives control
and influence to the leader.

Factors determining leadership strategies of contingency based leaders:

· Leader-Member relations
· Leader readiness to delegate
· Follower readiness to accept responsibilities
· Task structure
 · Positional power

TRANSACTIONAL THEORIES OF LEADERSHIP:

Guides or motivates the followers in the direction of established goals by
clarifying role and tasks requirements.

Factors determining leadership strategies of transaction based leadership:

· Management by reward
· Management by exception
· Laissesz faire

TRANSFORMATIONAL THEORIES OF LEADERSHIP

Transformational approaches using the 4 'I's rather than a conventional or

transactional approaches.
Factors determining leadership strategies of transformation based leaders:
· Idealized Influence
· Inspirational motivation
· Intellectual stimulation
· Individual consideration

THEORIES OF CHARISMATIC LEADERSHIP

Followers attributions of heroic or extraordinary leadership abilities when
they observe certain behaviours.
Factors determining leadership strategies of charismatic leaders
· Self Confidence
· Visionary
 · Being a single agent
· Willingness to take personal risks to achieve the vision.

COMMUNICATION
Communication that takes place within the context of an organisation that
include both the transfer and understanding of meaning.
Importance of Communication:
· Communication increases the efficiency in new technology and skills.
· It increases quality of products.
· It increases responsiveness to customers
· More and More innovations happens through communication.
Process of Communication

Goals of communication
· Sharing information
· Feedback
· Communication should be such ,it can influence others.
 · Problem solving
· Decision making

TYPES OF COMMUNICATION

Types of behavioural/Non Verbal communication:

1)Assertive Communication Style:
· Effective communication style
· Socially and Emotionally expressive
· High self esteem
2)Aggressive Communication Style
· Overpowering on others
· Demanding and exploitative
· Unpredictable
3)Passive Aggressive Style
 · Pattern of indirectly expressing negative feelings instead of openly
addressing them.
· Thers's a disconnect between what a person who exhibits passive
aggressive behaviour says and what he or she does.
4)Submissive Communication Style
· Easily adaptable
· Please other people to avoid conflicts
· Avoids confrontation
· Refuse compliments
5)Manipulative Communication Style
· Skilled at influencing and controlling people
· Knows how to get work done .

TRANSACTIONAL ANALYSIS

· When two people interact with each other,they engage in social

transactions,in which one person responds to other.

· Study of such "Social Transactions"is called "Transactional

Analysis".
A Transaction is an exchange of two strokes between two people.The first
stroke is called "Stimulus",the second is called the" Response".
EGO STATE:
Within each human being , several human beings are existing at the same
time, depending upon how the person is behaving at any given time.

PARENT EGO STATE:

Set of thoughts,feelings,and behaviours learnt from parents or other care
takers.
· Nurturing parent
· Soft,loving and permission giving.

ADULT EGO STATE

· Oriented towards current reality and objectivity gathering of

information.
· This is a role of care, concern,respect,responsibility and maturity.

CONFLICT
Conflict is a state of discord caused by the actual or percieved opposition of
needs ,values and interests. A conflict can be internal or external.
Organizational conflict is a disagreement between two or more organisational
members or groups arising from the fact that they must share scarce resources
or work activities or from the fact that they have different status,
goals ,values, or perceptions"
Features of Conflict:
· It arises when two or more individuals or group think differently.
· It is caused by different perceptions that different individuals hold
about the same object or goal.

· It usually arises because of scarcity of resources.

Causes of conflict:
· Differences in perception
· Excessive competition
· Difference in goals
· Independence of tasks
· Habit patterns.
Consequences of positive conflict:
· High degree of cohesion
· Improvement in quality of decisions
· Emergence of leaders
· Response to change
· Increased productivity
· Releases strain
Consequences of negative conflict:
· Mental strain
 · Discontentment
· Communication breakdown
· Resignation
· Distorted perceptions
· Competitive struggle
· Threat to group survival
Types of conflict:
1)Individual Conflict: Individual conflict may also arise within an
individual .This happens when a person cannot reconcile amongst his
competing goals or when his behaviour is different from what is expected.
2)Interpersonal Conflict: When conflict arises amongst people of different
levels or functional areas .
3)Intergroup Conflict: When conflict arises amongst different groups in the
organisation ,it results in intergroup conflict.
Management of Conflict:
· Stimulation of functional conflict
· Resolution of dysfunctional conflict
· Avoidance
· Collaboration