Organisational Behaviour

Module -3
Organization Behaviour

 Stephen Robbin’s
“It is field that investigates the impact that
individual, groups and structure have on
behaviour, within organisation for the
purpose of applying knowledge towards
improving an organisation effectiveness”.
In Short, O.B. Is the study and
application of knowledge about how
people act in organization.
Why study OB ?
 Organisation is a complex system.

 Human Behaviour in organisation is unpredictable ( Elements viz

Colleagues, Manager, customer etc..)

 There is a no perfect solution to organisational problems.

 To upgrade the work relationships.

 To improve the Interpersonal Skill and begin to manage the

relationships.

 To understand and control their own emotions and be effective.

Contributing Disciplines
1. Psychology ( Individual Attributes )
{ Knowledge ; Personality; Perception; Attitudes; Learning;
Motivation ; Training ; Work Stress ; Emotions; Job Satisfaction;
Performance Appraisal; Leadership Styles }

2. Sociology (Group Attributes )

{Group Dynamics; Communication ;Leadership; Conflict; Organisation
Culture and Structure; Intergroup Behaviour }

3. Anthropology (Organisation)
{Individual Culture; Organisation Culture }

4. Political Science (Organisation)

{Organizational Power; Politics ; Conflicts }
Importance of OB

 Road map to our lives in organizations

 Helps us understand and predict organizational life

 Influences events in organizations

 Helps understand self and others better

 Helps a manager get things done better

 Helps maintain cordial relations

 Highly useful in the field of marketing

 Helps in career planning and development

 Helps sustain the tempo of economic growth

Nature of OB

 Fundamental part of management

 Multi disciplinary approach

 Normative science

 Humanistic approach

 Focused on organizational objectives

 Approaches to Organisational Behaviour
Scientific management approach
Bureaucratic Approach
Hawthorne Studies
Human Resources Approach
Contingency Approach
The methods took the humanity out of
labor, reducing workers to machines
responding to management incentives
Scientific Management Approach
This was severely criticized as Weber tried
to use one approach to all organizations
Human attention improved the production,
which was ignored for so long.
Helps employees become better in terms of
work and responsibility and then it tries to
create a climate in which they can
contribute to the best of their improved
abilities
Each situation must be analyzed carefully
to determine the significant variables that
exist in order to establish the more
effective practices
 Approaches to Organisational Behaviour

Productivity Approach Besides economic inputs and outputs,

human and social inputs and outputs also
are important

Systems Approach Within the organization 'people' employ

'technology' in performing the 'task' that
they are responsible for, while the
'structure' of the organization serves as a
basis for coordinating all their different
activities

Interdisciplinary Approach Organizational behaviour integrates the

relevant contents of these disciplines to
make them applicable for organizational
analysis
Models of OB

 Autocratic Model

 Custodial Model

 Collegial Model

 Supportive Model

 System Model 
AUTOCRATIC MODEL

 Depends on power
 Managerial orientation is authority.
 Employee orientation is obedience.
 Employee psychological result depends on boss.
 Employee needs met is subsistence.
 Performance result is minimum.

 Ex Defense team, because here officer hold power

and authority to obey them and thus soldiers are
obedient to execute officer’s order.
 CUSTODIAL MODEL
 Depends on economical resource
 Managerial orientation is money
 Employee orientation is security and benefit
 Employee psychological result depends on organization
 Employee needs met is security
 Performance result is passive cooperation

 Ex Garments factory, because here it is based on

economical resource. Here labors execute their job for
security and benefit, again here if an organization do
well then employee get better benefit
COLLEGIAL MODEL
 Depends on partnership
 Managerial orientation is teamwork
 Employee orientation is responsible behavior
 Employee psychological result is self discipline
 Employee needs met is self actualization
 Performance result is moderate enthusiasm

 Ex Social organization willingly blood donation

organization , because here every one work as
teamwork and each member takes responsibilities for
organizational goal.
SUPPORTIVE MODEL

 Depends on leadership
 Managerial orientation is support
 Employee orientation is job and performance
 Employee psychological result is participation
 Employee needs met is status and recognition
 Performance result is awakened drives

 Ex Software firm, because here leaders support

there employee to perform their tasks or their
project.
SYSTEM MODEL

 Employees want more than just a paycheck and

job security.
 Managers must demonstrate a sense of caring
and compassion

 Employees experience a sense of psychological

ownership for the organization and its products or
services.
 The System model can engender employees’
passion and commitment to organizational goals.
Varun Baranwal
Attitude

 Reactions feelings and thinking of individuals

towards various aspects of environment is
known as attitude.

 Attitudes are an overall evaluation that

allows one to respond in a consistently
favorable or unfavorable manner with respect
to a given object .
Types of attitude

 There are three types of work related attitude

they are

 Job satisfaction

 Job engagement

 Organizational commitment
Components

 Psychologist such as Rosenber, Eagley and

Hovland have given a three components
model of Attitude
 Cognitive component
 Affective component
 Behavioral component
COGNITIVE COMPONENTS

 Cognitive components is the set of

information, facts, idea and knowledge about
an object.
 Example An orange is rich in vitamins. It is
good for skin. It has a good taste.
AFFECTIVE COMPONENTS

 This components consists of emotions and

feeling towards an object. It can be liking or
disliking, favoring or unfavoring, and positive
or negative evaluating toward the object.

 Example: I like orange.  

BEHAVIORAL COMPONENTS

 It is the tendency to behave towards the

object-
 e.g. how the individual act towards the object
depending upon cognitive(facts towards the
object)
 Example I eat an oranges daily
Key Differences between Attitude and
Behavior Attitude 
ATTITUDE BEHAVIOR

 A person’s mental  implies the actions, moves,

tendency, which is conduct or functions or an
responsible for the way he individual or group
thinks or feels for towards other persons.
someone or something.  A person’s conduct is
 The way of thinking or reflected by his behavior.
feeling is reflected by a Behavior is ruled by social
person’s attitude. norms.
 Attitude is a human trait.  Behavior is an inborn
Behavior attribute
Changing Attitudes in the Workplace

 Set an example
 Find motivators for your employees
 Remove troublemakers. 
 Create the right atmosphere
 Praise, encourage and acknowledge good
attitudes
 Offer support for employees
Perception
Perception

 is a process by which an individual selects,

organizes and interprets stimuli into a
meaningful and coherent picture of the
environment.
 Differs from one person to another, depending
on the needs, values and expectations.
 People respond to situations on the basis of
their perception about the reality rather than
reality itself.
 Perceptual Process
 Selecting Stimuli
External factors : Nature,
Receiving Stimuli Location,Size,contrast,
(External & Internal) Movement,repetition,similarity
Internal factors : Learning,
needs,age,Interest,

Organizing
Interpreting Figure Background ,
Attribution ,Stereotyping, Perceptual Grouping
Halo Effect, Projection ( similarity, proximity,
closure, continuity)

Response
Covert: Attitudes ,
Motivation,
Feeling
Overt: Behavior
 Factors in the perceiver
• Attitudes
• Motives
• Interests
Factors influencing Perception • Experience
• Expectations

Factors in the situation

• Time Perception
• Work Setting
• Social Setting
Factors in the Target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
• Similarity
Perception and Decision-making

 Rational Decision Making we often think the

best decision maker is rational and makes
consistent, value maximizing choices within
specified constrains.
 These decision follow a six step rational decision
making model. – Define the problem – Identify
the decision criteria – Allocate weights to the
criteria – Develop the alternatives – Evaluate
the alternatives – Select the bast alternative
Bounded Rationality

 limited information processing capability

makes it impossible to assimilate and
understand all the information necessary to
optimize.

 So most people respond to a complex

problem by reducing it to a level at which
they can readily understand it.
Intuition

 An unconscious process created from distilled

experience.

 It occurs outside conscious thought it relies

on holistic associations, or link between
pieces of information.

 it’s fast and it’s affectively charged, meaning

it usually engages the emotions.
 Personality

 The word personality comes from the Latin root

persona, meaning "mask." According to this root,
personality is the impression we make on others; the
mask we present to the world. 

 J.B. Watson (1930) : “ Personality is the sum of activities

that can be discovered by actual observations over a
long enough period of time to give reliable
information.”
 Factors Influencing Personality
 Biological determinants - Hereditary influences - Nervous
system - Body chemistry

 Psychological determinants - Intelligence and mental

functioning - Level of aspiration and achievement
motivation -Will power

 Social and cultural determinants - Home and family -

Parents - Parental attitude -School environment -Cultural
environments
Big Five Personality Traits

 Commonly these Five traits are referred to as

“O.C.E.A.N.”, taking the first letters from each of
the traits.
Big Five Personality Traits
 OPENNES
 Very creative
 Open to trying new things
 Focused on tackling new challenges

 CONSCIENTIOUSNESS
 Spend time preparing
 Finish important tasks right away
 Pay attention to details
 Enjoy having a set schedule People who are low in this
trait tend to Dislike structure and
 Big Five Personality Traits
 Extraversion
 Enjoy being the center of attention
 Like to start conversations
 Have a wide social circle of friends and acquaintances

 AGREEABLENESS
 Have a great deal of interest in other people
 Care about others
 Feel empathy and concern for other people 

 NEUROTICISM
 Experience a lot of stress
 Worry about many different things
 Experience dramatic shifts in mood
 Myers–Briggs Type Indicator (MBTI)
 It’s a tool to analyze personality
 Based on Swiss psychologist Carl G Jung’stype
theory (1920s)
 Behaviour is individual and predictable
 Developed by Katherine Briggs (mother)and
Isabel Myers (daughter) 1940s
 The most widely used personality indicator in
the world
 Approximately 1 to 3 million people
areadministered by MBTI each year
Myers–Briggs Type Indicator

 Extravert :-action oriented

 Introvert :-contemplative
 Sensing :-pragmatic
 Intuition :-visionary
 Thinking :-logical
 Feeling :-compassionate
 Judging :-playful
 Perceiving :-adaptable
Myers–Briggs Type Indicator
EXTRAVERSION
  Attention focused
outward: people, things,
action
 Relaxed and confident
 Scanning the environment
for stimulation
 Seeks variety and action
 Wants to be with others
INTROVERSION
 Attention focused inward:
concepts, ideas, feelings
 Considering deeply before
acting
 Reserved and questioning
 Probing inwardly for
stimulation
 Seeks quiet for
concentration
Myers–Briggs Type Indicator
SENSING
 Perceiving with the 5
senses
 Reliance on experience
and actual data
 Attending to the present
moment
 Live life as it is
 Prefer using learned skills
INTUITION
 Perceiving with memory
and association (6th sense)
 Seeing patterns and
meanings
 Innovation & Seeing
possibilities
 Future achievement
 Projecting possibilities for
the future
Myers–Briggs Type Indicator
THINKING
 Decision based on the logic
of the situation
 Uses cause and effect
reasoning
 Strive for an objective
standard of truth
 Can be tough-minded
 Fair- want everyone
treated equally
FEELING
 Decisions based on impact
on people
 Guided by personal values
 Strive for harmony and
positive interaction
 May appear tenderhearted
 Fair-want everyone treated
as an individual
Myers–Briggs Type Indicator
JUDGING
 Focuses on completing
task
 Deciding and planning
 Organizing and scheduling
 Controlling and regulating
 Goal oriented
PERCEIVING
 Focuses on starting task
 Taking in information
 Adapting and changing
 Curious and interested
 Open minded
 Resisting closure in order
to obtain more data
Motivation
Motivation is the process that account for
individual’s intensity, direction, and
persistence of effort towards attainting a
goal

“Motivation is general term applying to the

entire class of drives, desires, needs,
wishes and similar forces that induce an
individual or group of people to work” -
Knootz and O’Donnel
Nature of motivation

 Goal oriented

 Impact by social and cultural norms

 Ongoing process

 Psychological relevance
Importance Of Motivation
 Productive use of resources

 Increased efficiency and output

 Achievement of goals

 Development of friendly relationship

 Stability in workforce
Process of Motivation
Types of Motivation

 Positive motivation-appreciation ,rewards in

order to achieve certain goals instills positive
motivation.

 Negative motivation-developing fear in and

getting things done.

 Rational motivation-logical decision making

 Emotional motivation-criteria like

fear,pride,status,love esteem is influence in
decision making.
Types of Motivation
 Primary motivation/biological motivation-it is
a impact on physiological existence. Hunger,
Touch taste and small are the basis of primary
motivation.

 Secondary motivation-are learnt from passage

of time. Social motives are stimulated from
social setting of an individual. It also includes
psychological motives which alter person to
person they are self esteem and self security.
Types of Motivation

 Intrinsic motivation- is internally generated does

require external stimulus. Working in a particular
company for long time.
 Extrinsic Motivation-results from external stimulus.
it takes place when individual is awarded with an
incentive.
 Financial motivation-is monetary and can be
measured in terms of money like salary, wages &
allowances.
 Non financial motivation-cannot be measured in
terms of monetary benefits like job enrichment&
participative management
Theories of motivation
Maslow’s Hierarchy of Needs
 Two-Factor Theory (Frederick
Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction,
while extrinsic factors are associated with
dissatisfaction.

Hygiene Factors
Factors—such as company policy and
administration, supervision, and salary—
that, when adequate in a job, placate
workers. When factors are inadequate,
people will not be dissatisfied.
 Theory X and Theory Y (Douglas
McGregor)

Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.

Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making decisions,
and exercise self-direction and
self-control when committed to
a goal.
Vrooms Expectancy Theory

1) Expectancy – the level of effort an employee

is willing to exert in hopes that the increased
effort will result in better performance.
2) Instrumentality – the belief that if you
perform well, then a valued outcome will be
received.
3) Valence – the importance that the individual
places upon the expected outcome
Vrooms Expectancy Theory

 SITUATION 1 Mr. X (manager) gave employee

I some projects to complete. She did the work
properly and completed it on time.
 Result – Employee is very happy because her
boss acknowledged her hard work. The more
projects she gets, the more rewards she will
receive.
Vrooms Expectancy Theory

 Mr. X (manager) gives employee I some projects

to complete and instead of completing them, she
keeps gossiping and doesn’t complete her work.
 Mr. X gets very disappointed and tells her that if
she continues this behaviour, he will not let her
handle any more projects.
 Result – She is very sad with her performance
and worried that she might never gain her boss’s
trust again. Isha Joshi 
McClellands Needs Theory

 These are the main three needs

 The Need for Achievement

 The Need for Affiliation

 The Need for Power

 These are the Motivators which are present in

varying degrees.
Need Of Achievement

 They are Challenging & They like working

Alone or with other Achievers
 They are self motivated
 They like feedback to assess their progress
 These individuals will perform better if
money is linked with their achievements.
Need for Affiliation

 Individual having this need have following

characteristics.
 They are concerned in “being liked” and
“being accepted”
 They are very cooperative
 These people perform better in Team.
“Desire for friendly and warm relationship
with others”
Need of Power

 People with this need have following

characteristics.
 They Like to control others
 They are argumentative
 They have ability to influence people

 “It is the desire to control other and influence

their behavior”
Alderfer ERG Theory

 Existence- extended version Maslow

Physiological theory.

 Relatedness-interpersonal relationships in
organizations.

 Growth-related to growth of human

capability.
McGregor (1957) Theory X
and Theory Y.
Theory Y Assumptions:
people are not passive by nature and are capable of self-control and
self-direction

work is natural and pleasurable

workers are not resistant to change and will work towards

organizational goals

people seek and accept responsibil ity

The worker expects recognition of successful accomplishment of task