Organisational Semester I

(Elective)

Behaviour

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 1

  Learning Outcomes
 Understand the nature and scope of Organizational
behaviour at Individual, Group, Organizational & Societal
levels
 Managerial Roles

Theme:
 Teaching Pedagogy
Introduction  PPT
to OB  Discussion

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 2

  Learning Outcomes
 Meaning and Determinants of Personalities
 Various Personality Styles, MBTI, Big 5, Type A & Type B
personality
 Awareness of students' own personality style through a
personality test
 Strengths and Weaknesses of personality style
 Ways of Handling different personalities

Theme:  Teaching Pedagogy

 PPT
Understanding  Discussion

Different  Filling personality test and identify the personality style

Personalities  Take Home Test

 Think about different personality traits we have spoken about. Can you
think of jobs or occupation that seem particularly suited to each trait?
Which trait would be universally desirable across all jobs?

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 3

  Learning Outcomes
 Understanding of the Concept of Defense Mechanism
 Types of Defense Mechanism
 Role of Defense Mechanism in Personality, Perception &
Guest Session – Attitude
 Significance & Relevance of Defense Mechanism for
‘Ego Defense Interpersonal Relations and Group Dynamics
Mechanism’  Teaching Pedagogy
 Guest Lecture

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 4

  Learning Outcomes
 Meaning of Perception
 Perceptual Process
 Effect of perception on decision making

 Teaching Pedagogy
 PPT
 Discussion
Theme:  Presentation

Perception and  Marketing: Change a negative perception of brand

 Finance: Changing perception of the firm in the minds of Bank / Financial Institution after

Decision
defaulting paying EMIs
 HR: Changing perception of organisation in the minds of prospective candidates,
 Operations and Systems: Changing perception of the firm in the minds of Suppliers after
Making defaulting payment on time
*Grading weightage
 Ideas presented 34%
 Presentation visuals 33%
 Presentation skills 33%

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 5

  Learning Outcomes
 Motivation Concepts
 Theories of Motivation: Maslow, ERG Theory, Need
and Achievement Theory, Herzberg’s Theory, Equity
Theory, Vroom’s Expectancy Theory
Theme:
Motivating
 Teaching Pedagogy
Individuals and  PPT
Teams  Discussion

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 6

  Learning Outcomes
 Stages of team development
 Behavioural implications in the team development
stage
 Team effectiveness, team cohesiveness
 Team Roles (Identify individual team role styles)
Theme:
Team Behaviour
 Teaching Pedagogy
& Team  PPT
 Discussion
Dynamics  Belbein Team Role Questionnaire

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 7

  Learning Outcomes
 French and Raven Bases of Power
 Politics at workplace
Theme:  Tactics and strategies to avoid politics
 Impression management
Leadership
Bases of Power
 Teaching Pedagogy
&  PPT
Organisational  Discussion
 Case on Bases of Power
Politics

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 8

  Learning Outcomes
 Effectively utilize and apply conflict intervention
strategies in the management and resolution of conflict
Theme:  Teaching Pedagogy
Conflict  PPT
 Discussion
Management

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 9

  Learning Outcomes
 Organic Structure
Theme:  Mechanistic Structure
 Matrix Organisation
Understanding  Determinants of Organisation Structure
Organisation
Structure and  Teaching Pedagogy
Design  PPT
 Discussion

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 10

  Organisational Behvaiour – Text and Cases by Kavita Singh

 Understanding Organisational Behaviour by Stephen Robbins

Reference  Organisational Behaviour by Fred Luthans
Books
 Organisational Behaviour by Udai Pareekh

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 11

  Assignments and Presentation 20 Marks
 Test 10 Marks
Internal Marking  Overall Class Participation 10 Marks
Scheme  Total 40 Marks

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 12

  Attendance is required at all class meetings
 Preparedness and Participation.
 Cell phones and all other electronics must be on silent
 No Plagiarism, Copying and Cheating
Course  Submission of Assignment on time

Standards  Late submission will not be accepted

 Assignment and projects will depend upon
 quality of work you do
 understanding of the assignment
 background study and overall efforts taken to complete the assignment
 It will not be possible to “re-do” an assignment

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 13

Introduction to
Organisational Module 1

Behaviour

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 14

 Plan Organize

What Manager
s
Managers
do?
Lead Control

They get things done through other people

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 15
  Ten managerial roles categorised into 3 groups
Mintzberg’s
Managerial  Interpersonal
Roles  Informational
 Decisional

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 16

 Figurehea
d
Mintzberg’s
Managerial
Roles -
Interpersonal
Leader Liaison

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 17

 Monitor

Mintzberg’s
Managerial
Roles -
Informational Spokesperson Disseminator

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 18

 Entrepreneur

Mintzberg’s
Managerial Negotiator Disturbance handler

Roles -
Decisional
Resource allocator

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 19

 Organisational Behaviour is a field of study that investigates
the impact that individuals, groups, and structure have on
Organisational behaviour within organisations for the purpose of applying
Behaviour such knowledge towards improving an organisation’s
effectiveness.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 20

 • Gut feelings
• Individual observation
Intuition • Common sense
Intuition and
Systematic
Study • Looks at relationships
Systemati • Scientific evidence
c Study • Predicts behaviors

The two are complementary means of predicting behavior.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 21
 Many behavioral sciences
have contributed to the
development of Psychology
Organizational
Contributing Behavior

Discipline Social
Psychology

Sociology Anthropology

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 22

  The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals

 Unit of Analysis
 Individual

 Contributions to OB
Psychology
 Learning, motivation, personality, emotions, perception

 Training, leadership effectiveness, job satisfaction

 Individual decision making, performance appraisal,

attitude measurement
 Employee selection, work design, and work stress
Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 23
  An area within psychology that blends concepts from
psychology and sociology and that focuses on the
influence of people on one another

Social  Unit of Analysis:

 Group
Psychology
 Contributions to OB
 Team Concept

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 24

  The study of people in relation to their fellow human
beings

 Unit of Analysis
 Organizational System

Sociology  Contributions to OB
 Group dynamics
 Work teams
 Communication
 Power
 Conflict
 Intergroup behavior

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 25

  The study of societies to learn about human beings
and their activities

 Unit of Analysis
 Organizational System
Anthropology
 Contributions to OB:
 Organizational culture
 Organizational environment

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 26

  OB model has three levels of analysis
 Each level is constructed on the prior level

OB Model

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 27

  Managers need to develop their interpersonal skills to be
effective

 OB focuses on how to improve factors that make

organizations more effective

Summary and
 The best predictions of behaviour are made from a
Managerial combination of systematic study and intuition
Implications
 Situational variables moderate cause-and-effect relationships,
which is why OB theories are contingent

 There are many OB challenges and opportunities for

managers today
Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 28
Personality

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 29

 The sum total of ways in which an individual reacts and

Personality interacts with others, the measurable traits a person

exhibits

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 30

 Write 3 major factors that has influenced your personality

What
Determines Heredity Environment Situation
Personality?

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 31

 • Sociable, gregarious, and assertive
Extroversion

• Good-natured, cooperative, and trusting

Agreeableness

• Responsible, dependable,
persistent, and organized
Big 5 Traits Conscientiousness
• Calm, self-confident, secure under stress
(positive), versus nervous, depressed, and
Emotional Stability insecure under stress (negative)

Openness to • Curious, imaginative, artistic, and sensitive

Experience

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 32

 Type of Social Extrovert (E)
Interaction
Introvert (I)
Preference for Sensing (S)
Myers-Briggs Gathering Data Intuitive (N)
Type
Indicator Preference for Feeling (F)
Decision Making Thinking (T)
Perceptive (P)
Environment Orientation
Judgmental (J)

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 46

 Extroversion Introversion

Myers-Briggs Type of Social Interaction

Type
Indicator E Talkative, Shy, I
Sociable, Reserved,
Friendly, Quite,
Outspoken

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 47

 Sensing iNtuition
Information
Myers-Briggs
Type
Indicator
S Organised, Prefer to
interpret from
N
Focus Detail
less
Require information,
more
Able to take
information
foresee

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 48

 Thinking Feeling
Preference for Decision Making

T F
Myers-Briggs
Type Reliability of Priorities based
Indicator logical order – on personal
cause and importance and
effect, values,
Logic and First look at the
consistency people and
special
circumstances

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 49

 Judgment Perception
Myers-Briggs Environment Orientation
Type
Indicator J Prefer to get
things
Spontaneity
P
Curious
decided
Stay open to
systematic
new
planning information,
Less Flexible Flexible

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 50

  Type A Personality
 Aggressively involved in a chronic, incessant struggle to
achieve more in less time
 Impatient: always moving, walking, and eating rapidly

 Strive to think or do two or more things at once

Type A and
 Cannot cope with leisure time
Type B
 Obsessed with achievement numbers

 Type B
 Type B people are the complete opposite of Type A’s

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 38

 Some people believe that they are masters of their own
fate.

Other people see themselves as pawns of fate, believing

that what happens to them in their lives is due to luck or
chance.
Locus of
Control Internal locus of control: belief that one controls key
events and consequences in one’s life.

External locus of control: One’s life outcomes attributed

to environmental factors such as luck or fate.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 39

  Machiavellianism
 A pragmatic, emotionally distant power-player who believes that ends
justify the means
 High Machs are manipulative, win more often, and persuade more than
they are persuaded. They flourish when:

Negative  they have direct interaction with others

Personality  they work with minimal rules and regulations

Traits  emotions distract others

 Narcissism
 An arrogant, entitled, self-important person who needs excessive
admiration
 Less effective in their jobs

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 40


Caselet: Making the Right
Choice
A manager, Kokila, is in
process of deciding which
of the two persons she will
appoint as a task force
leader. The task is to
develop a new approach repetitive, routine work. However, she enjoys solving new
to marketing an already
established product
Akhil: Kokila has observed Akhil, who is excellent at his
work however, quiet and reserved and interacts relatively
little with his work peers. He is very bright, a hard worker,
and very reliable in doing detailed, structured work. He
has never been observed to express either positive or
negative emotions.
Urmi: The other candidate Urmi, is talkative and outgoing. She
interacts easily with others and has a warm, outgoing style. She is
sometimes careless about details and is easily bored with
problems and makes good decisions in ambiguous situations.
She is quiet expressive, but she never let her emotions get out of
control at work, when under stress.
Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 41
Perception and Individual
Decision Making

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 42

  A process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.

 People’s behaviour is based on their perception of what reality is, not

Perception on reality itself.

 The world as it is perceived is the world that is behaviourally important.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 43

Factors
Influencing Perceiver
Target
Situation
Perception

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 44

  Selective Perception
Common  Halo Effect or Horn Effect
Shortcuts of
 Stereotyping
Judging
Others  Similarity Error

 Contrast Error

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 45

  Employment Interview

Specific  Performance Expectations

Applications in  Performance Evaluations
Organisations
 Other Decision Making Instances

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 46

Motivating Individuals
and Teams

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 47

 Ability

Drivers of
Performance Performanc
e

Opportunit
y Motivation

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 48

  Psychological processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal.

Three key elements:

Defining  Intensity – how hard a person tries
Motivation  Direction – effort that is channeled toward, and consistent with,
organizational goals
 Persistence – how long a person can maintain effort

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 49

 These early theories may not be valid, but they do form
the basis for contemporary theories and are still used by
practicing managers.
Early Theories
of Motivation 1. Maslow’s Hierarchy of Needs Theory
2. McGregor’s Theory X and Theory Y
3. Herzberg’s Two-Factor Theory
4. McClelland’s Theory of Needs

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 50

 There is a hierarchy of five needs. As each need is substantially
satisfied, the next need becomes dominant

 Individuals cannot
move to the next
1. Maslow’s Self-Actualization
Higher Order
Hierarchy of Internal Esteem
higher level until all

Needs needs at the current

Social (lower) level are
Lower Order Safety satisfied
External Physiological  Must move in
hierarchical order

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 51

  Two distinct views of human beings: Theory X (basically
negative) and Theory Y (positive).
 Managers used a set of assumptions based on their view
 The assumptions molded their behavior toward employees

2. McGregor’s
Theory X and
Theory X Theory Y
Theory Y
• Workers have little
• Workers are self-directed
ambition
• Enjoy work
• Dislike work
• Accept responsibility
• Avoid responsibility
 No empirical evidence to support this theory.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 52

  Need for Achievement (nAch)
 The drive to excel, to achieve in relation to a set of standards, to
strive to succeed

3.  Need for Power (nPow)

McClelland’s  The need to make others behave in a way that they would not

Three Needs have behaved otherwise

Theory  Need for Affiliation (nAff)

 The desire for friendly and close interpersonal relationships

 People have varying levels of each of the three needs

 Hard to measure

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 53

 Key Point: Satisfaction and dissatisfaction are not opposites
but separate constructs

4. Herzberg’s Company Policies Growth

Extrinsic and Intrinsic and
Two-Factor Related toSalary Related to
Responsibility
Theory Dissatisfaction
Hygiene
Factors
Satisfaction
Motivators

Work Conditions Achievement

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 54

Contemporary  Equity Theory
Theories of  Expectancy Theory
Motivation  Goal-Setting Theory

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 55

  Employees compare their ratios of outcomes-to-inputs of
relevant others.

 Inputs - characteristics which individual bring with them to

the job
Adam’s
Equity Theory  Outcomes - what person gets from job in terms of pay,
promotions benefits and so on.

 When ratios are equal: state of equity exists – there is no

tension as the situation is considered fair

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 56

  When ratios are unequal: tension exists due to unfairness
 Underrewarded states cause anger
Adam’s  Overrewarded states cause guilt
Equity Theory
 Tension motivates people to act to bring their situation
into equity

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 57

  Employee behaviors to create equity

 Change inputs (slack off)

 Change outcomes (increase output)

Reactions to  Distort/change perceptions of self
Inequity
 Distort/change perceptions of others

 Choose a different referent person

 Leave the field (quit the job)

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 58

 Procedural Justice
• FairnessInteractional
of Justice
Distributive Justice
•
• Fairness ofoutcome Being treated
with dignity and
outcome process
respect

Justice and Organization

Equity Theory al Justice

Overall perception
of what is fair in
the workplace.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 59

  The strength of a tendency to act in a certain way depends on
the strength of an expectation that the act will be followed by a
given outcome and on the attractiveness of the outcome to the
individual
Expectancy Expectancy of Instrumentality of Valuation of the
Theory performance
success
success in getting
reward
reward in
employee’s eyes

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 60

  Effort–Performance Relationship
 The probability that exerting a given amount of effort will
lead to performance.

 Performance–Reward Relationship
Expectancy  The belief that performing at a particular level will lead to
Theory the attainment of a desired outcome.

Relationships
 Rewards–Personal Goals Relationship
 The degree to which organizational rewards satisfy an
individual’s goals or needs and the attractiveness of
potential rewards for the individual.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 61

  Effort–Performance Relationship
 “If I Give maximum effort , will it be recognised in my
performance appraisal?”

Expectancy  Performance–Reward Relationship

 “If I get a good appraisal, will it lead to Organisational
Theory Rewards?”
Relationships
 Rewards–Personal Goals Relationship
 “If I am rewarded, are the rewards ones that I find personally
attractive?”

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 62

  Goal setting theory states that employees are motivated by clear goals and
appropriate feedback

 Clear goals means specific and difficult

 E.g. "Try hard" or "Do your best" is less effective than "Try to get more than
Goal Setting 80% correct"

Theory by Dr.  Working toward a goal is a major source of motivation

Edwin Locke
 Performance improves to achieve the goal

 Goal that's too easy is not a motivating force

 Because it's much more of an accomplishment to achieve something that

needs to be worked for
Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 63
  To motivate, goals must have:
 Clarity: Measurable and Unambiguous
 Challenge: Difficult
 Commitment: Understood and Agreed upon
5 Principles of  Feedback: Clarify expectations
Goal Setting  Task complexity: Dynamic
 The whole point of goal setting is to facilitate success.
 Ensure that the conditions surrounding the goals don't frustrate
or inhibit people from accomplishing their objectives.

Organisational Behaviour, Sem I - Prepared by: Smita Mukherjee 64