Presentation topic: Short notes and

important topics of organizational behavior.

 Super Eight
Group Name ID
members
1 Rubel Miah 17132625

2 Mutasin Billa 17132639

3 Saiful Islam 17132642

4 Minhaz Uddin 17132645

5 Imran Hasan Akash 17132659

6 ShafiKujjaman 17132660

7 Roman Hasan 17132662

8 Abdullah Al Ridoy 17132663

What is Organizational
Behavior?
 Manager

Manager also known as administrator who achieve goals through

other people or get thing through other people.
Activities
Here is four activities of a manager..
1. Make Decision
2. Allocate resource
3. Direct activities of others and
4. Take responsibility to attain goals.
Organization
A consciously coordinated social unit, composed of two or more
people that functions on a relatively continuous basis to achieve a
common goal or set of goals.
 Management Functions

 Planning: The process that includes define goals, establishing

strategy and developing plan to coordinate activities.
 Organizing: Determining what task are to be done, who is to do
them, how the task are to be grouped, who reported to whom and
where decisions are to be done.
 Leading: A function that includes motivating employees,
directing others, selecting the most effective communication
channels and resolving conflicts.
 Controlling: Monitoring activities to ensure they are being
accomplished as planned and correcting any significant deviation.
 Management Skills
 Technical skill: Technical skill is the ability to apply specialised
knowledge or expertise.
 Human skill: The ability to work with understand and motivate
other people both individually and in groups is known as human
skill.
 Conceptual skill: The mental ability to analyse and diagnose
complex situation.
Effective vs. Successful managerial activities:
Fred Lathan’s and his associates looked at what managers do from a
somewhat different perspective. They studied more than 450
managers who are generally engaging four activities:-
1. Traditional management: Decision making, planning and
controlling.
2. Communication: Exchanging routine information and processing
paperwork.
3 Human resource management: Motivating, disciplining, managing
conflicts & staffing and training.
4. Networking: Socializing, politicking and interacting with others.
 Organizational Behaviour (OB)

 A field of study that investigate the impact that individuals,

groups and structure have on behaviour within their
Organizations for the purpose of applying such Knowledge
toward improving an organisation's effectiveness.

 OB included the core topic of motivation, manager’s behaviour

and power, interpersonal communication, group structure and
learning process, change process, attitude development and
perception, conflict, work design and work stress.
Completing intuition with systematic study:
 Intuition: A gut feeling not necessarily supported by research.
 Systematic study: By systematic study, we mean looking at
relationships, attempting to attribute causes and effect and drawing
conclusion based on scientific evidence that is on data gathered
and in a reasonably rigorous manner.
 EBM: The starting point of evidence based management is that
management decision should be based on a combination of critical
thinking and the best available facts or data supporting a claim,
assumption and hypothesis. Evidence may come from scientific
research but international businesses information and even process
experience can count as evidence.
Disciplines that contribute to OB field:
Organisation behaviour is an applied behavioural science build on
contribution from a number of behavioural disciplines mainly
psychology, social psychology, sociology and anthropology.
1. Psychology: The science that seek to measure, explain and
sometimes change the behaviour of human and other animals.
2. Social Psychology: An area of psychology that blend concepts
from psychology and sociology and that focuses on the influence of
people on one another.
3. Sociology: The study of people in relation to their social
environment and culture.
4. Anthropology: The study of societies to learn about human being
and their activities.
 Challenges of OB
1. Responding to economic pressure: Effect management is especially
important during tough economic time. Employees look at their managers
to provide safety during the instability of recession.
2. Responding to Globalization: Increase foreign assignment. Working
with people with different culture and overseeing movement of job to
countries with low cost labour.
3.Managing workplace diversity: Workplace diversity (Organization are
becoming more heterogeneous, mix of people in term of gender, ages,
race, ethics, sexual orientation and inclusion of other people.
4. Improving customer service and people's skill: The majority of
employees in foreign countries work in service job and they must know
how to please their customer... People skill are essential to succeed in
today's organization.
5. Simulating Innovation and change: Flexibility, Quality improvement,
staying competitive.
Attitudes and Job
Satisfaction
 Attitudes
“Attitudes are evaluative statements or judgement either favourable
or unfavourable toward people objects or events”.

Main components of Attitudes: Attitudes have three main

components. These are :
 Cognitive component
 Affective component
 Behavioural component
 Cognitive component : The Opinion or belief segment of an
attitude.
 Affective component : The emotional or feeling segment of an
attitude.
 Behavioural component : An intention to behave in a certain
way toward someone or something.
 Importance of attitude :
1.Correspondence of behaviour
2.It’s accessibility
3.Social pressure
4.Past experience
 The major job attitudes : The major job attitudes are –
1.Job satisfaction
2.Job involvement
3.Organizational commitment
 Job satisfaction :Job satisfaction is a set of favourable or
unfavourable feelings with which employees view their work.
 Job involvement : Job involvement is the degree to which an
employee is engaged in and enthusiastic about performing their
work.
 Organisational commitment : The degree to which an employee
identifies with a particular organisation and it’s goal and wishes to
maintain membership in the organization.
 Measuring job satisfaction : there are two population approaches .
These are –
1.The single global rating
2.The summation of job facets.

 The single global rating : Respondents circle a number between 1

and 5 on a scale from highly satisfied to highly dissatisfied.
 The summation of job facets : It is more sophisticated. It identifies
key elements in a job such as the nature of the work, supervision,
present pay, and relation with co-workers.
The impact of satisfied and dissatisfied employees on the
workplace : One theoretical model -The exit-voice - loyalty- neglect
framework is helpful in understanding the consequences of
dissatisfaction.
 Exit: The Exit response directs behaviour toward leaving the
organization.
 Voice: The voice response includes actively and constructively
attempting to improve conditions.
 Loyalty : The loyalty response means passively but optimistically
waiting for conditions to improve.
 Neglect : The neglect response passively allows conditions to
worsen.
 Outcomes of job satisfaction and
dissatisfaction in the workplace
 Job satisfaction and job performance : Happy workers are more likely to be
productive workers.
 Job satisfaction and OCB: Satisfied employees would seem more likely to
talk positively about the organization.
 Job satisfaction and customer satisfaction : Satisfied employees increase
customer satisfaction and loyalty.
 Job satisfaction and absenteeism : Negative relationship between
satisfaction and absenteeism.
Personality and Values
"The sum of total of ways in which an individual reacts to
and interacts with other. " - Stephen P. Robbins.

"The dynamic organizations within the individual of this

psychological system that determine his unique adjustment
to his environment. "-Gordon Allport

"The personality is the relatively stable set of

psychological alternative that distinguish one person from
others "
 Measuring Personality
It is helpful in hiring decision and help manager forecast who is
best for job. There are method of measuring personality :
 Self Reporting Survey
 Observation Rating Survey

Determining of Personality
Heredity : Factors determined at conception : Physical stature,
facial attractiveness , gender, muscle and reflexes, energy level
and by rhythm.
 Personality Trait
Personality traits are the enduring features that define an individual
behavior. Phycologists resolved that there are five major personality
traits and every individual can be categorized into at least one of
them.
These five personality trait are :
 Extraversion
 Agreeableness
 Conscientiousness
 Neuritis
 Openness
 Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classify people into 1 to 16 personality types.

Extrovert vs Introvert
An extrovert is an outgoing and outspoken person who
enjoys being around and talking to people. An introvert
is a person who remains isolated, or enjoys the company
of few closed ones.
How do the big five traits model predict behavior at
work?

Highly conscientious people develop more job knowledge,

exert greater effort, and have better performance. Big Five
Traits also have implications for work.
 Emotional stability is related to job satisfaction.
 Extroverts tend to be happier in their jobs and have good
social skills.
 Open people are more creative and can be good leaders.
 Agreeable people are good in social settings.
Perception and Individual
Decision Making
 Perception
A process by which individuals organize and interpret their
sensory impressions in order to give meaning to their environment.

Steps in the Rational Decision –Making Model:

1. Define the problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaluate the alternative
6. Select the best alternative.
 Maslow’s Hierarchy of Needs
 Maslow's hierarchy of needs is a motivational theory in
psychology comprising a five-tier model of human needs, often
depicted as hierarchical levels within a pyramid.

 Needs lower down in the hierarchy must be satisfied before

individuals can attend to needs higher up.

 From the bottom of the hierarchy upwards, the needs are:

physiological, safety, love and belonging, esteem, and self-
actualization.
 Two Factor Theory
 Herzberg was the first to show that satisfaction and
dissatisfaction at work nearly always arose from
different factors, and were not simply opposing
reactions to the same factors, as had always previously
been believed.

 Two factors are:- Hygiene factors and Motivational

factors.
Management by objectives (MBO): A management
system in which the objectives of an organization are
agreed upon so that management and employees
understand a common way forward.

The objectives must meet five criteria: they must be

(1) Arranged in order of their importance.
(2) Expressed quantitatively, wherever possible.
(3) Realistic.
(4) Consistent with organization's policies, and
(5) Compatible with one another.
 Reinforcement Theory
 Reinforcement theory of motivation was proposed by B.
F. Skinner and his associates.

 It states that individuals behavior is a function of its

consequences.

 It is based on “Law of effect”, i.e, individuals behavior

with positive consequences tends to be repeated but
individuals behavior with negative consequences tends
not to be repeated.
 Equity Theory
 The Equity theory by John Stacy Adams tends to explain why
conditions and monetary incentive might not motivate. It also
explains why promoting an individual or giving a pay rise to one
person may be a demotivating factor to others.

 People who feel fairly treated are likely to be motivated. When

unfairly treated, on the other hand, employees feel dissatisfied and
demotivated.

 Employees always strive to maintain a balance between the job

inputs and outcomes received against perceived inputs and
outcomes. 
There are Four referent comparisons in Equity
Theory. They are,
Self
Outside

Self Other
Inside
Comparison Inside

Other
Outside
Based on Equity Theory, Employees will
make one of Six Choice:
1. Change Inputs.
2. Change Outcomes.
3. Distort perceptions of self.
4. Distort perceptions of others.
5. Choose different referent.
6. Leave the field.
 Expectancy Theory
With Vroom’s Expectancy Theory,
 It is assumed that behavior arises from choices whose sole
purpose is to obtain maximum pleasure and lowest pain.
 Vroom, therefore, realized that employees’ performances
are based on individual factors that include personality,
knowledge and skills, experience and other abilities.
 He further explains that performance, motivation, and
effort are directly linked through variables
i.e. Instrumentality, Expectancy, and Valence.
 EXPECTANCY THEORY BELIEFS

1.Expectancy: The belief that increased effort will lead to high

performance.

2.Valence:The importance that the individual places upon the

expected outcome.

3.Instrumentability:The perception of employees whether they will

actually receive what they desire, even if it has been promised by a
manager.  This is the belief that if someone performs well, a valued
outcome will arise.
Expectancy Theory focuses on Three relationships

Effort- Performance- Rewards-

Performance Reward Personal
relationship. relationship. relationship.
Conflict and Negotiation
 Conflict
“A process that begins when one party perceives that another
party has negatively affected or is about to negatively affect,
something that the first party cares about”.
Conflict is defined as a interactive process manifested in
compatibility, disagreement or dissonance within or between
entities. (individual , group , organization).

Conflict is generally arises from interaction. A moderate level

of conflict is good for the organization.
 Types of Conflict
According to source an outcome:
 Task conflict : relates to the contents and goals of the work .
 Process conflict : Relates to how the work get done.
 Relation conflict : Focuses on interpersonal relationship.
 Functional conflict : support the goals of the group and improve
the group performance and is thus a constructive conflict.
 Dysfunctional conflict : A conflict that hinders group
performance and is destructive in nature.
There are 3 prerequisites in conflict :

Perception in
Interaction Incompatibility
incompatibility
Conflict can also be divided in some ways :

1.Structural Conflict : due to organizational design

 Horizontal conflict(among different dept. division and unit)
 Authority conflict (superior to subordinate)
 Role conflict
 Resource conflict 
2. Behavioral Conflict: It can be divided into two ways: 
 Interpersonal conflict
 Intrapersonal conflict
 
 View points about organizational conflict
Classical View:
 Conflicts are always bad
 Must be avoided at all cost
 Always have negative or dysfunctional outcome.
Interactionist View :
 Conflicts are good
 They should not be avoided rather should be encouraged
 They do have positive or functional outcome
Neo-Classical view:
 Conflicts are not necessarily harmful
 They are inevitable and can’t be avoided
 May have functional outcome.
 Conflict process
The conflict process is made up with five stages.

stage -1
potential opposition
or in compatibility

stage-2
Stage-5
cognition and
outcomes
personalization

stage-4 stage-3
Behavior Intentions
 Conflict management technique
It is the process for ensuring optimum level of conflicts in
organization.
Two set of strategies:
1.Conflict stimulation Strategies( Low-Moderate)
2.Conflict resolution strategies (Moderate-Excessive) Bring
down