Dimension Oc Ob

Unit 2.
Dimensions of OB
Part I. Individual Behaviors

Part II. Group Dynamics
By:Abdissa Desalegn
11/26/2023 Gudeta(Asst.Professor) 1
PART I. Individual behavior
 Behavior refers to the response made by
the individual. The response may be the
result of influence of external factors.
 The external factor is termed as

stimulus and the action taken by the
individual is known as response.
 Both heredity and environment

determine the behavior of an individual.
By:Abdissa Desalegn
Strategies for Change of
Behavior
 Identify the behavior to be
learned
 Baseline performance
 Functional analysis
 Intervention strategy
 Evaluation of performance
By:Abdissa Desalegn
Factors Influencing Individual Difference
 Demographic Factors
 Ability and Skills
 Perception
 Attitude
 Personality
By:Abdissa Desalegn
What is Individual Difference?
 It is the ways in which people differ from

each other
 Individual difference may be grouped into

two categories: personality differences
and difference in ability
 Everybody wants to understand others

behavior. Understanding others behavior
help the persons to influence them.
By:Abdissa Desalegn
Individual Difference …
With Whom You Want to Work?
High
Others Acceptance of My Capacity (C)
C√ PX CC√X P√
CX PX CX P√
Low
Low Others Acceptance of My Personality (P) High
By:Abdissa Desalegn
Individual Difference …
• Before we understand others, we need to understand

ourselves – self-awareness.
Each individual has four sets of personality
characteristics.
• One set, which includes such characteristics as working hard,
the individual is well aware of and so are others.
• A second set is unknown is unknown to the individual but
obvious to others.
– For e.g. in a working situation a peer might observe that your
jumping in to get the group moving off dead center is
appropriate. At other times, you jump in when the group is not
really finished, and you seem to interrupt.
• A third set is known to the individual but not others. These are
situations that you have elected not to share, perhaps because
of a lack of trust.
• Finally, there is a fourth set, which is not known to the
individual or to others, such as why you are uncomfortable at
office parties.
By:Abdissa Desalegn
Self-awareness & Understanding Others
My Own Perceptions
Things I Know Things I Do not

About Myself Know About Myself
The Blind Self

Things Others The Open Self
Know About Characteristics
Me Characteristics
not Apparent
Apparent to me
Other Persons’ Perceptions
to me
& to Others
Eg. Bad smell
The Concealed
Self The Unknown
Self
Things Others Characteristics
Do not Know Known to me but The Blind Area
About Me
Kept Hidden from
Others By:Abdissa Desalegn
Personality Concepts sec4
 Personality is the study of the characteristics traits
of an individual, relationships between these traits,
and the way in which a person adjust to other
people & situations.
 Personality is the sum total of ways in which an

individual reacts & interacts with others (Robbins).
 Personality is the pattern of relatively enduring ways
that a person feels, thinks, & behaves. It is a factor in
accounting why employees have favorable or
unfavorable attitudes towards their jobs & organizations
(George & Jones).
 Personality has been shown to influence career choice,

job satisfaction, stress, leadership,
By:Abdissa Desalegn & some aspects of
job performance
Personality Concepts…
Based on the above definitions personality characteristics
are:
 Personality refers both physical & psychological
qualities.
 It is unique in the sense that no two individuals are
same in terms of their personality.
 Personality is the manner of adjustment of individual to
the organization, environment and the group.
 It is a qualitative aspect. Certain techniques exist to
quantify it indirectly.
 Personality is dynamic. It changes with the time &
situation.
 Personality is a system. It has input, processing and
output.
 Personality influences goal achievement & performance
of an individual. By:Abdissa Desalegn
Determinants of Personality
Nature Nurture
Biological Heritage Personality Life Experiences
Biological Factors
 Heredity- physical stature, facial attractiveness,
gender, color of skin, hair & eye balls, temperament,
skills, abilities, etc.
 Brain
 Physical Feature – height, color, facial attraction,
muscle strength influences ones self-concept.
Family Factors
 Socialization
 Birth Order
Environmental Factors (Social & Cultural Factors)

Situational Factors By:Abdissa Desalegn
The Interaction of Personality & Situational
Factors
Both personality & situational factors affect

Organizational behavior. It is the interaction of
personality & situational factors that determines how
people think, feel, & behave in general &, specifically,
how they do so within an organization.
Feelings
Thoughts Situational Factors
Personality (Job requirements,
Attitudes rules, etc.)
Behavior
By:Abdissa Desalegn
Major Organizationally Relevant Personality
Traits (Traits influencing OB)
 Locus of Control – is the degree to which people believe they are
masters of their own situation. Internal locus of control
describes people who believe that their ability & effort
determines what happens to them. External locus of control
describes people who believe that what happens to them is
controlled by external forces such as fate, luck, or chance.
 Machiavellianism (Mach) – is a degree to which an individual is
pragmatic, maintains emotional distance, and believes that ends
can justify means. High Machs manipulate or win more, but
persuades less.
 Self-Monitoring – is the extent to which people try to control the
way they present themselves to others (ability to adjust).
 Self-Esteem – is individuals’ degree of liking or disliking
themselves. High self-esteemed individuals take more risks in
job selection and choose unconventional jobs.
 Risk Taking Attitude decision making, achievement, motivation
 Authoritarianism negativeBy:Abdissa
beliefDesalegn
(command) about work &
workers
Models of Men
 Rational Economic Man Model – Classical
theories (Taylor). Economic rewards regulate behavior.
 Organizational Man Model – (William Whyte)
This model suggests that individual behavior is oriented
towards loyalty, belongingness, conformity, & sacrifice of
individual interest in the realization of organizational
goals.
 Social Man Model – (Mayo, Lewin, McGregor) It is
an outgrowth of human relations movement. It stresses
that social relationship, group norms, and social reward
direct individual actions.
 Self Actualizing Man Model – It suggested
that men engaged in innovations, creations, & dynamism.
 Complex Man Model – (recent origin) It assumes
that an individual behavior in his/her unpredictable)
By:Abdissa Desalegn
Personality Types…
Extrovert-Introvert Personality Types

(Carl Jung)
Type A & Type B Personality
 Type A: A person with desire to change,
extremely competitive, strong sense of
urgency, impatient & can be hostile.
 Type B: A person who tends to be
easygoing & relaxed.
By:Abdissa Desalegn
By:Abdissa Desalegn
Ability sec 5.
Ability is the mental or physical capacity to do
something.
 Cognitive Ability - predicts performance. However, other
things can also determine performance.
 Physical Ability - involves Motor Skills (ability to manipulate
objects) & Physical Skills (Person's fitness & strength).
 Emotional Intelligence (EI): A New Kind of Ability – It is the
ability to understand & manage one’s own feelings &
emotions & the feelings & emotions of other people.
 EI is an assortment of noncognitive skills & capabilities that
influence a person’s ability to succeed in copying with
environmental demands. It is composed of 5 elements: self-
awareness, self-management, self-motivation, empathy, &
social skills.
By:Abdissa Desalegn
Emotion
 When a person experiences stimuli, he/she
is likely to develop an inner feeling.
 Emotion is an expression of a feeling of
fear, anger, joy, love, hate grief,
frustration, satisfaction or any other similar
feelings.
 Emotions help to understand employees’
behavior in organizations. The 2
components emotions are Affect & Moods.
 Affect is a broad range of feelings. Moods are
feelings that tend to be less intense than
emotions & that By:Abdissa
lack aDesalegn
contextual stimulus.
Applications of Emotions in
Organizations
 Employee Satisfaction – Employees often conceal
their real emotions & display emotions suitable to
the demands of the environment.
 Organizations select employees who possess this
quality (emotional intelligence).
 Decision Making – Managers overlooking the
importance of negative emotions (fear, anxiety,
frustration, doubt, excitement, angry, stress,
coolness, etc) in decision making process are likely
to overlook number of alternatives.
 Leadership – It is concerned with communication of
directions, motivation of subordinates & resolving inter
personal conflicts.
 Management of Change – Linking emotions with change
(evocation, framing & mobilization of emotions) will
reduce resistance to change.
 Deviant Workplace Behavior – Promotion of positive
emotions controls deviations (slow working, sabotage,
politicking, recrimination, harassment,
By:Abdissa Desalegn aggressions, etc.).
Concept of Perception
 OB deals with human behavior at work place
and perception is an important determinant
of behavior.
 Perception may be defined as the way a

person sees the universe and feels about
certain elements in a situation.
 E.g. Happy employees are productive. It may or
it may not. Perception can provide false
interpretations of sensory information.
 Incorrect perceptions are called illusions.
Illusions may take place in two ways: due to
physical processes (mirages),
By:Abdissa Desalegn & cognitive
processes.
Factors Influencing Perception
 Factors in the perceiver (perceiver variable)

 Attitudes, Motives
 Self-concept, Experience, etc.
 Factors in the target (subject characteristics)
 Status, Appearance
 Sound and Background of the Target, etc.
 Factors in the situation (situational variables)

 Social context, Organizational roles
 Work setting, Time, etc.
By:Abdissa Desalegn
Barriers to Accurate Perception
 Stereotyping
 Halo effect
 Similar-to-me effect or projection
 Selective perceptions
 Distortion
 Contrast effects
By:Abdissa Desalegn
Managerial Uses of Perception
 Advertising
 Maintaining Safety
 Managing Impression
 Building Corporate Image
 Managing Performance
 Evaluating Performance
 Judging Employees’ Loyalty
 Self-Assessment and Development
 Building Relationship
By:Abdissa Desalegn
Developing Perceptual Skills
 Getting feedback & receiving feedback
 Having empathy
 Having positive attitudes
 Enhancing self-concept
 Avoiding common biases
 Communication
 Correct use of attribution
By:Abdissa Desalegn
Concept of Attitude
 According to Petty and Cacioppo, attitudes
are general evaluations people make about
themselves, other persons, objects, or
issues.
 There are three basic components of

attitudes:
 Evaluative component (how do they feel)
 Cognitive component (what do you believe)
 Behavioral component (a predisposition to act
in a certain way)By:Abdissa Desalegn
Methods of Effecting Attitude Change
 Providing new information

 Fear arousal and reduction
 Dissonance arousal
 Position discripancy
 Participation in decesion
making
By:Abdissa Desalegn
Work Related Attitudes
 Job satisfaction
 Job involvement
 Organizational
commitment , unwilling to
leave their organization
By:Abdissa Desalegn
By:Abdissa Desalegn
Values
 Values provide the basic foundation for
understanding a persons attitudes, perceptions
and personality
 Values contain judgemental element as to what
is right, good, or desirable.
 Values have both content and intensity
attributes. Content attribute describes what is
important and intensity attribute describes how
much is it important.
 According to Edward Spranger, values are the
constellation of likes, dislikes, viewpoints,
shoulds, inner inclinations, rational and
irrational judgments, prejudice and association
patterns that determine a persons view of the
world.
11/26/2023
By:Abdissa Desalegn
Gudeta(Asst.Professor) 29
Values cont’d …
 Instrumental Values & Terminal
Values (Milton Rokeach)
 Terminal Values – Desirable end
state of existence; the gols that
a person would like to achieve
during his or her lifetime.
 Instrumental Values – preferable
modes of behavior or means of
achieing one‘s terminal values.
By:Abdissa Desalegn
Major Instrumental Values & Terminal
Values Rokeach Value Survey
Terminal Values Instrumental Values

 Comfortable life  Ambitious (hardworking,
aspiring)
 Lasting contribution  Capable (competent,
 Inner harmony efficient)
 Imaginative (daring,
 National security creative)
 Pleasure (leisurely life)  Intellectual, reflective
 Salivation (saved, eternal  Logical (rational)
life)
 Loving (affectionate, tender)
 Wisdom (a mature  Self-controlled (restrained,
understanding of life)
self-disciplined)
By:Abdissa Desalegn
31
11/26/2023 Gudeta(Asst.Professor)
Types of Values (G.W. Allport)
 Theoretical: high importance to discovery of truth through
critical & rational approach.
 Economic: emphasis on useful & practical.
 Aesthetic: highest value on form & harmony
 Social: highest value to the love of people.
 Political: emphasis on acquisition of power & influence.
 Religious: concerned with unity of experience & understanding
of the cosmos as a whole.
Other Types of Values
 Ethical Values – personal conviction about what is right &
wrong.
 Work Values – personal convictions about outcomes & behavior at work
1. Intrinsic work values –are related to the nature of the work
itself
2. Extrinsic work values – are related to the consequences of
By:Abdissa Desalegn
work
A Comparison of Intrinsic work
values and Extrinsic work values
Intrinsic work values Extrinsic work values

 Interesting work  High pay
 Challenging work  Job security
 Learning new things  Job benefits
 Making important
contributions
 Status in wider
community
 Reaching full potential
at work  Social contacts
 Responsibility &  Time with family
autonomy
 Time for hobbies
 Being creative By:Abdissa Desalegn
33
11/26/2023 Gudeta(Asst.Professor)
How to Design Value Based Organization
 Treat people with trust
 Be respectful to human being
 Accept and utilize human differences
 Use authority and networking for benfit of
organization
 Encourage appropriate confrontation
 Encourage willingness to take calculated
risks
 Emphasize collaboration
By:Abdissa Desalegn
Part II. Group Dynamics
2.2.1 Group Dynamics
 Group dynamics is the study of groups, and
also a general term for group processes.
 Relevant to the fields of psychology, sociology, and
communication studies.
 A Group is association of two or more individuals who
are connected to each other by social relationships.
 Because they interact and influence each other,
groups develop a number of dynamic processes
that separate them from a random collection of
individuals.
 These processes include norms, roles,
relations, development, need to belong, social
influence, and effects on behavior.
 The field of group dynamics is
By:Abdissa Desalegn primarily
concerned with small group behavior.
Dimensions of group process
 Some of the aspects of group process that a
process consultant would look at include:
1. Patterns of communication and coordination
2. Patterns of influence
3. Roles / relationship
4. Patterns of dominance (e.g. who leads, who
defers)
5. Balance of task focus vs. social focus
6. Level of group effectiveness
7. How conflict is handled
By:Abdissa Desalegn
Definition
 Schein (1988) defines the group
in psychological terms as any
number of people who:
1. Interact will one another
2. Are psychological aware of

one another and
3. Perceive themselves to be a
group.
By:Abdissa Desalegn
Definition cont’d …
 Robbins (2003) also

defines a group as two or
more individuals
interacting and
interdependent who come
together to achieve
particular objectives.
By:Abdissa Desalegn
Cont’d …
 Another useful way of defining a work
group is a collection of people who share
most, if not all of the following
characteristics:
 a definable membership
 group consciousness
 a sense of shared purpose
 interdependence
 interaction
By:Abdissa Desalegn
Group Dynamics
Effective group dynamics requires
 Respect for one another
 Clearly articulated shared goals
 Frequent interaction
 Shared decision-making power (with or
without a formally designated leader)
 Equitably divided tasks
 Shared responsibility for mistakes and
successes
 Free expression of opinions,
perspectives, & constructive criticism
By:Abdissa Desalegn
Respect
 Without respect, you do not have a team, but
simply a collection of individuals working on
individual tasks.
 You express respect by

• Listening carefully to others
• Recognizing the strengths and limitations
of others
• Acknowledging accomplishments of others
• Honest communication
By:Abdissa Desalegn
Setting Group Goals
 Professional goals
Design on-time and within budget, effective
documentation, satisfied customers, etc.
 Personal goals
Develop leadership skills, improve public
speaking skills, learn new technical skills, etc.
 Social goals
Betterment of society, assistive devices for
the disabled, create employment, etc.
By:Abdissa Desalegn
Group Interaction
 Frequent (weekly) group

meetings to discuss various
technical and project-oriented
issues.
Often, well-functioning
groups will also meet socially.
By:Abdissa Desalegn
Importance of Group
 Groups are an essential feature of the work
pattern of any organization.
 Members of a group must co-operate in order for
work to be carried out and managers themselves will
work within these groups.
 People in groups influence each other in many
ways and groups may develop their own hierarchies
and leaders.
 Group pressures can make a major influence
over the behavior of individual members and their
work performance.
 The activities of the group are associated with the
process of leadership.
 The style of leadership adopted by the manager has
an important influence on the behavior of members
of the group. By:Abdissa Desalegn
Cont’d …
 The classical approach to organization and
management tended to ignore the importance of
groups and the social factors at work.
 The human relations approach, however, gave
recognition to the work organization as a social
organization and to the importance of the
group, and group values and norms in
influencing behavior at work.
 The behavior of individuals in groups is something
more than the sum total of each acting in his or
her own way.
 Work is a group based activity and if the
organization is to function effectively it requires
good team work.
By:Abdissa Desalegn
Classification of Groups
 Groups can be either formal or informal.
 By formal, we mean defined by the organization's
structure, with designated work assignments
establishing tasks and work groups.
 In formal groups, the behaviors that one should engage in are
stipulated by and directed toward organizational goals.
 In contrast, informal groups are alliances that are neither
formally structured nor organizationally determined.
 These groups are natural formations in the work
environment, which appear in response to the need for social
contact.
By:Abdissa Desalegn
Cont’d …
 It is possible to sub classify groups further as
command, task, interest, or friendship groups.
 Command and task groups are dictated by the formal
organization. Whereas interest and friendship groups
are informal alliances.
 The command group is determined by the
organization chart. It is composed of the subordinates
who report directly to a given manager.
 Task groups, also organizationally determined,
represent those working together to complete a job
task.
By:Abdissa Desalegn
Cont’d …
 However, a task group's boundaries are not
limited to its immediate hierarchical superior.
It can cross command relationships.
 It should be noted that all command groups are
also task groups, but because task groups can cut
across the organization, the reverse need not be
true.
 This is an interest group. Employees who

band together to support a peer who has
been fired, or to seek increased fringe
benefits represent the formation of a united
body to further their common interest.
By:Abdissa Desalegn
Cont’d …
 Groups often develop because the
individual members have one or
more common characteristics. We call
these formations friendship groups
Social allegiances
 Informal groups provide a very

important service by satisfy their
members' social needs.
By:Abdissa Desalegn
Why do people join groups?
 There is no single reason why individuals join groups.
Since most people belong to a number of groups, it is
obvious that different groups provide different benefits
to their members.
 The most popular reasons for joining a groups

are related to our needs for security, status,
interaction, power and goal achievement.
Security
 "There's strength in numbers," By joining a group, we
can reduce the insecurity of "standing alone" __ we feel
stronger, have fewer self-doubts and are more resistant
to threats.
By:Abdissa Desalegn
Cont’d …
Status and self-esteem
 Group membership means "I'm somebody." It
can fulfill extrinsic needs by giving an
individual status and recognition.
 Many employees in organizations place a high
value on meeting their esteem needs and look
to membership in both formal and informal
groups for satisfaction of these needs.
 Groups can also fulfill intrinsic needs. Our
self-esteem is bolstered when we are
accepted by a highly valued group.
By:Abdissa Desalegn
Cont’d …
Interaction and Affiliation
 People enjoy the regular interaction that
comes with group membership.
 For many people, these on the job
interactions are their primary source for
fulfilling their needs for affiliation.
 For almost all people, work groups
significantly contribute to fulfilling their
needs for friendships and social relations.
By:Abdissa Desalegn
Cont’d …
Power
 One of the appealing aspects of groups is that they
represent power. What often cannot be achieved
individually becomes possible through group action.
 Of course, this power may not be sought only to
make demands on others. It may be desired merely
as a counter measure.
 In order to protect themselves from unreasonable
demands by management, individuals may align
with others.
By:Abdissa Desalegn
Cont’d …
Goal Achievement
 Task group are created to achieve a goal
that would be considerably more difficult
if pursued by a single person.
 There are times when it takes more than

one person to accomplish a particular
task-there is a need to pool talents,
knowledge, or power in order to get a job
completed.
By:Abdissa Desalegn
By:Abdissa Desalegn Gudeta(Asst.Professor)
11/26/2023 55

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Unit 2.

Part I. Individual Behaviors

 The external factor is termed as

 Both heredity and environment

 It is the ways in which people differ from

 Individual difference may be grouped into

 Everybody wants to understand others

• Before we understand others, we need to understand

Things I Know Things I Do not

The Blind Self

 Personality is the sum total of ways in which an

 Personality has been shown to influence career choice,

Environmental Factors (Social & Cultural Factors)

Both personality & situational factors affect

Extrovert-Introvert Personality Types

 Perception may be defined as the way a

 Factors in the perceiver (perceiver variable)

 Factors in the situation (situational variables)

 There are three basic components of

 Providing new information

Terminal Values Instrumental Values

Intrinsic work values Extrinsic work values

2. Are psychological aware of

 Robbins (2003) also

 You express respect by

 Frequent (weekly) group

 This is an interest group. Employees who

 Informal groups provide a very

 The most popular reasons for joining a groups

 There are times when it takes more than

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