ASSIGNMENT #01

Course name:
ORGANIZATIONAL BEHIVIOR
Course code: MGT-241
Submitted to
SAIMA AKTER
Lecturer of UITS

Submitted by

Fahima Akter Mahi

ID No: 10430337, Batch No: 33rd

Date: 27.02.2012
University of Information
Technology & Science (UITS)
Bangladesh
Organizational behavior
Organizational behavior is the study of individuals and their actions within the
context of the organization in a workplace setting. It is an interdisciplinary field that
includes sociology, psychology, communication, and management;
Organizational behavior is the study of how organizations can be structures more
effectively, and how several events in their outside situations effect organizations.
Learning about organizational behavior in todays business environment could help
managers build up a better work related understanding of themselves and their
subsidiary.
Organizational behavior Defining the
field
Organizations are collections of interacting and inter related human and non-
human resources working toward a common goal or set of goals within the
framework of structured relationships. Organizational behavior is concerned with all
aspects of how organizations influence the behavior of individuals and how
individuals in turn influence organizations.
Organizational behavior is an inter-disciplinary field that draws freely from a number
of the behavioral sciences, including anthropology, psychology, sociology, and many
others. The unique mission of organizational behavior is to apply the concepts of
behavioral sciences to the pressing problems of management, and, more generally, to
administrative theory and practice.
In approaching the problems of organizational behavior, there are a number of
available strategies we can utilize. Historically, the study of management and
organizations took a closed-systems view. The preoccupation of this view is to
maximize the efficiency of internal operations. In doing so, the uncertainty of
uncontrollable and external environmental factors often were assumed away or
denied. This traditional closed-systems view of organizations made substantial
contributions to the theory of organizational design. At the same time, for analytical
reasons, organizations came to be viewed as precise and complex machines. In this
framework, human beings were reduced to components of the organizational
machine.
More recently, the study of organizations and the behavior of human beings within
them have assumed a more open-systems perspective. Factors such as human
sentiments and attitudes, as well as technological and sociological forces originating
outside the organizations, have assumed greater importance in analyzing
organizational behavior.
This book adopts the open perspective, because this is a contemporary and more
meaningful way to view organizations and human behavior within them. After some
preliminary issues, we shall examine the individual. We shall move from the
individual to the small group, to the complex organization, and finally to some
environmental factors important to the process of organizational change.

Contributing disciplines to the OB field

Organizational behavior is an applied behavioral science that is built upon
contributions from a number of behavioral disciplines. The predominant areas are
psychology, sociology, social psychology, anthropology, and political science. Now
we are disussing the contribution of Psychological factors
To the OB field. Discuss below:-

Psychology
Psychology is the science that seeks to measure, explain, and sometimes change the
behavior of humans and other animals. it may be;the mental and behavior
characteristic of an individual or group; RELATONSHIP WITH OB If one
want to improve the behaviour of an individual on group we have to look into
the psychlogical needs of an individual and group.So the knowledge of
psychology can realy help in improving and modifying the behaviour of
individual and group.If the psychological needs are fulfilled ,it gives
satisfiction to people and also give peace of mind, which can improve the
ability of an organization. Psychological factors include:-

Ability & Learning

Values, Attitudes and Job Satisfaction
Personality & Emotions
Perception & Individual Decision Making
Basic Motivation Concepts
Motivation and its Applications.
We can show this by following Diagram:-

1. Learning
2. Motivation
3. Personality
4. Emotions
5. Perception
6. Training
7. Leadership effectiveness
Psychological factors 8. Job satisfaction
9. Individual Decision making
10. Work design
11. Performance appraisal
12. Attitude Measurement
13. Work stress
14. Employee selection
15. Ability

Now we describe this Factors in broadly:-

1. Learning
Learning is acquiring new or modifying existing knowledge,
behaviors, skills, values, or preferences and may involve synthesizing different types
of information. The ability to learn is possessed by humans, animals and
some machines. Progress over time tends to follow learning curves. Learning is not
compulsory, it is contextual. It does not happen all at once, but builds upon and is
shaped by what we already know. To that end, learning may be viewed as a
process,rather than a collection of factual and procedural knowledge.

2. Motivation
Motivation is defined as the process that initiates, guides and maintains goal-oriented
behaviors. Motivation is what causes us to act, whether it is getting a glass of water
to reduce thirst or reading a book to gain knowledge.
It involves the biological, emotional, social and cognitive forces that activate
behavior. In everyday usage, the term motivation is frequently used to describe why a
person does something. For example, you might say that a student is so motivated to
get into a clinical psychology program that she spends every night studying.
Psychologists have proposed a number of different theories of motivation,
including drive theory, instinct theory and humanistic theory.

Motivation is the word derived from the word motive which means needs, desires,
wants or drives within the individuals. It is the process of stimulating people to
actions to accomplish the goals. In the work goal context the psychological factors
stimulating the peoples behavior can be -

desire for money

success
recognition
job-satisfaction
team work etc.

3. Personality
Personality is made up the characteristic patterns of thoughts, feelings and behaviors
that make a person unique. Personality arises from within the individual and remains
fairly consistent throughout life

Personality psychology is a branch of psychology that studies personality and

individual differences. Its areas of focus include:

Constructing a coherent picture of the individual and his or

her major psychological processes
Investigating individual differences - how people are unique
Investigating human nature - how people are alike
"Personality" can be defined as a dynamic and organized set of characteristics
possessed by a person that uniquely influences his or her
cognitions, emotions, motivations, and behaviors in various situations.

4. Emotion
Emotion is a complex psychophysiologicalexperience of an individual's state of
mind as interacting with biochemical (internal) and environmental(external)
influences. In humans, emotion fundamentally involves "physiological arousal,
expressive behaviors, and conscious experience." Emotion is associated with mood,
temperament, personality, disposition, and motivation. Motivations direct and
energize behavior, while emotions provide the affective component to motivation,
positive or negative.
No definitive taxonomy of emotions exists, though numerous taxonomies have been
proposed. Some categorizations include:

"Cognitive" versus "non-cognitive" emotions

Instinctual emotions (from the amygdala), versus cognitive
emotions (from the prefrontal cortex).

A related distinction is between the emotion and the results of the emotion,
principally behaviors and emotional expressions. People often behave in certain ways
as a direct result of their emotional state, such as crying, fighting or fleeing. If one
can have the emotion without a corresponding behavior, then we may consider the
behavior not to be essential to the emotion.

5. Perception
As mentioned in the introduction, perception refers to interpretation of what we take
in through our senses. The way we perceive our environment is what makes us
different from other animals and different from each other. In this section, we will
discuss the various theories on how our sensation are organized and interpreted, and
therefore, how we make sense of what we see, hear, taste, touch, and smell.
"Perception" is defined as the process by which individuals select, organize, and
interpret the input from their senses to give meaning and order to the world around
them Components of perception include the perceiver, target of perception, and the
situation. Factors that influence the perceiver:

Schema: organization and interpretation of information based on past experiences

and knowledge

Motivational state: needs, values, and desires of a perceiver at the time of

perception

Mood: emotions of the perceiver at the time of perception Factors that influence the target:

Ambiguity: a lack of clarity. If ambiguity increasing, the perceiver may find it

harder to form an accurate perception

Social status: a persons real or perceived position in society or in an organization

Impression management: an attempt to control the perceptions or impressions of

others. Targets are likely to use impression management tactics when interacting with
perceivers who have power over them. Several impression management tactics
include behavioral matching between the target of perception and the perceiver, self-
promotion (presenting ones self in a positive light), conforming to situational norms,
appreciating others, or being consistent.

6. Training
The term training refers to the acquisition of knowledge, skills, and competencies as
a result of the teaching of vocational or practical skills and knowledge that relate to
specific useful competencies. Training has specific goals of improving one's
capability, capacity, and performance. It forms the core of apprenticeships and
provides the backbone of content at institutes of technology (also known as technical
colleges or polytechnics). In addition to the basic training required for
a trade, occupation or profession, observers of the labor-market recognize as of
2008 the need to continue training beyond initial qualifications: to maintain, upgrade
and update skills throughout working life. People within many professions and
occupations may refer to this sort of training as professional development.
7. Leadership
Leadership has been described as the process of social influence in which one
person can enlist the aid and support of others in the accomplishment of a common
task". Other in-depth definitions of leadership have also emerged.

8. Effective Leaders
They are honest. This gives them credibility, resulting in the trust and
confidence of their people. Credible leaders foster greater pride in the
organization, a stronger spirit of cooperation and teamwork, and more feelings of
ownership and personal responsibility.
They do what they say they will do. They keep their promises and follow
through on their commitments.
They make sure their actions are consistent with the wishes of the people they
lead. They have a clear idea of what others value and what they can do.
They believe in the inherent self worth of others.
They admit to their mistakes. They realize that attempting to hide a mistake is
damaging and erodes credibility.
They create a trusting and open climate.
They help others to be successful and to feel empowered.
They don't push too much. They encourage members to do more, but know
when it's too much.
They roll up their sleeves. They show the members they aren't just the
figurehead or decision maker. Members respect leaders more when they show the
willingness to work alongside them.
They avoid phrases that cause resentment, reluctance and resistance. For instance,
instead of saying you have to do something, effective leaders request or recommend
that members do something.
9. Job satisfaction
Job satisfaction describes how content an individual is with his /her job. The happier
people are within their job, the more satisfied they are said to be. Job satisfaction is
not the same as motivation or aptitude, although it is clearly linked. Job design aims
to enhance job satisfaction and performance, methods include job rotation, job
enlargement, job enrichment and job re-engineering. Other influences on satisfaction
include the management style and culture, employee involvement, empowerment and
autonomous work position. Job satisfaction is a very important attribute which is
frequently measured by organizations.
Individual Decision Making
Decision making can be regarded as the mental processes (cognitive process)
resulting in the selection of a course of action among several alternative scenarios.
Every decision making process produces a final choice. The output can be an action
or an opinion of choice. Most of the players individual decision is based on soccer
knowledge adapted to the 2D simulation. This knowledge includes the way to decide
what to do with the ball (pass, shoot, forward, dribble or hold), without the ball in
active situations (intercept, mark opponent, mark pass line, approach the ball, cover
the goal, get free, etc.) and in stopped game situations.

Work design
In organizational development (OD), work design is the application of Socio-
Technical Systems principles and techniques to the humanization of work.
The aims of work design to improve job satisfaction, to improve through-put, to
improve quality and to reduced employee problems, e.g., grievances,

Absenteeis
 Scientific management.
Sought to improve work efficiency by creating small, repetitive tasks
and training workers to do these tasks well.

Job simplification.

Standardizes work procedures and employs people in clearly

defined and highly specialized tasks.

Intent is to increase efficiency, but it may be decreased due to the

motivational impact of unappealing jobs.

Job enlargement and job rotation.

Job enlargement.

Increases task variety by combining into one job two or more

tasks that were previously assigned to separate workers.

Job rotation.

Increases task variety by periodically shifting workers among jobs

involving different tasks.

Enlargement and rotation use horizontal loading to increase job breadth.

Job enrichment.

The practice of enhancing job content by building motivating factors

such as responsibility, achievement, recognition, and personal growth
into the job.

Adds planning and evaluating duties to the job content.

Uses vertical loading to increase job depth.

Performance appraisal
A performance appraisal, employee appraisal, performance review, or(career)
development discussion is a method by which the job performance of
an employee is evaluated (generally in terms of quality, quantity, cost, and time)
typically by the corresponding manager or supervisor. A performance appraisal is a
part of guiding and managing career development. It is the process of obtaining,
analyzing, and recording information about the relative worth of an employee to the
organization. Performance appraisal is an analysis of an employee's recent successes
and failures, personal strengths and weaknesses, and suitability for promotion or
further training. It is also the judgement of an employee's performance in a job based
on considerations other than productivity alone.
Job Stress
Most of the time, it's the major sources of stress that lead to job burnout and health
problems. Job stress can affect your home life too. Here are some common sources of
major job stress, with examples of each:
Lack of control. Feeling as if you have no control over your
work or job duties is the biggest cause of job stress. People who
feel like they have no control at work are most likely to get
stress-related illnesses. Here's an example:
o Shelly is responsible for putting together a report that her boss
must deliver at a 4 p.m. meeting. She's been waiting all day for
the notes and numbers she needs. Shelly finally gets the notes
from her boss at 3:15 and rushes to prepare the report and charts
and to make copies in time. She gets it done, but she feels mad
and resentful. This is the third time this week that this has
happened.
Increased responsibility. Taking on extra duties in your job is
stressful. You can get more stressed if you have too much work
to do and you can't say no to new tasks.
o John volunteers for every new project, because he heard that's the
best way to get promoted. But the tasks are starting to pile up, and
he's feeling overwhelmed. He knows he can't really manage one
more thing. But this morning, John's boss asked him to take on
another project, and John agreed. Now he's more worried than
ever about getting everything done.
Job satisfaction and performance. Do you take pride in your
job? If your job isn't meaningful, you may find it stressful. Are
you worried about doing well at work? Feeling insecure about job
performance is a major source of stress for many people.
o Raoul has worked in his new job for 8 months. He thinks he is
doing well. But his boss doesn't say much, so Raoul isn't sure. He
wonders if he's on the right track, but he's afraid to ask.
Uncertainty about work roles. Being unsure about your duties,
how your job might be changing, or the goals of your department
or company can lead to stress. If you report to more than one
boss, juggling the demands of different managers can also be
stressful.
o Rosa's old manager was promoted. Now Rosa is working for
someone new. She's heard that the new boss plans to "shake
things up" in her department. The new boss just hired Emily,
whose job seems to be the same as Rosa's. Rosa worries about
what this means for her.
 Poor communication. Tension on the job often comes from poor
communication. Being unable to talk about your needs, concerns,
and frustrations can create stress.
o A new job with more responsibility and better pay just opened up
in Jill's department. Jill knows she can do this job. And she's been
with the company longer than anyone else on her team. She waits
for her manager to ask if she is interested. But after several
weeks, a coworker is promoted to the new job. Jill feels hurt and
angry, but she doesn't say anything.
Lack of support. Lack of support from your boss or coworkers
makes it harder to solve other problems at work that are causing
stress for you.
o Jeff works in a busy office answering customer complaint calls all
day. It would be easier to handle all the calls if he could at least
trade tips with his coworkers. But everyone else is busy too. His
coworkers never make it out of their cubicles during the day, even
to let off a little steam.
Poor working conditions. Unpleasant or dangerous physical
conditions, such as crowding, noise, or ergonomic problems, can
cause stress.
o Sonya is exposed to constant noise at work. She wears earplugs,
but at the end of her shift her ears are ringing.

Measurement of Attitudes
Attitude can be measured in several ways. Attitudes are revealed in the behavior of
an individual. So they can be measured by direct observation of overt behavior of the
individual this method, needless to point out has all the defects of observation. In
addition to the difficult of experimentally creating a stimulated situation where on the
behavior can be observed. People have likes and dislikes and have them in varying
degrees. But why study and measure them? Attitudes are action tendencies and as
such they can facilitate or hinder action at all levels--individual, group, community,
state, and national.

Consider the case of population control. Among the various possible activities toward
progress, the government of India wanted its people to adopt birth control and
compulsory sterilization was introduced in certain parts of the country. But, this
move, as we all know, gave rise to immense anxiety and antagonism among people
and the programmed ended in a fiasco. Such blatant disregard for people's attitudes
not only thwarted many a corresponding programmed of the government, but, tagged
on to other grievances of the kind under Emergency, also turned into a massive time
bomb which, after an adequate gestation period, blew up the once invincible reign of
Mrs. Gandhi and her colleagues. At the same time, certain other activities like the
introduction of new variety seeds in agriculture and the introduction of adult
education had a better fate. To determine, therefore, what action to introduce when
and how to introduce it for the desired effect among a target population, the action
planners must know how far the existing action tendencies of the population are
receptive/resistant to the proposed action. Such knowledge would help devise
appropriate means for triggering the desired change.

Employee selection
The process of interviewing and evaluating candidates for a specific job and selecting
an individual for employment based on certain criteria. Employee selection
can range from a very simple process to a very complicated process depending
on the firm hiring and the position. Certain employment laws such as anti-
discrimination laws must be obeyed during employee selection.

Employee Selection
Conclusion:-
Organizational behavior is an applied behavioral science that is built on contributions
from a number of behavioral disciplines. Psychologys contributions have been
mainly at the individual or micro level of analysis.

Organizations are all around us. We are born in an organization, we live, work and
most probably will die in an organization. Yet most of us do not understand how
people function, behave and interact between each other within these organizations.
We also do not understand if people shape an organization or an organization shapes
people.

In the beginning, people create an organization and shape its mission and culture
and later more people join the organization. This new group of people adjust
themselves within the existing organizational culture. Sometimes they also influence
organizational culture by bringing new and unique skills to the organization.
Sometimes they learn from each and at other times, external forces like competition,
political and cultural changes compel them to learn new technical, communication or
interpersonal skills. All these internal and external factors help an organization and
its people to evolve to cope with the ever-changing world.