CC15- ORGANISATIONAL

BEHAVIOUR
CC15- ORGANISATIONAL BEHAVIOUR
• Module 1 Introduction – Individual Behaviour
• Definition of Organisation Behaviour – Nature &
Scope – Challenges & Opportunities for Organisation
Behaviour – Individual behavior: Personality – Myers
Briggs Type Indicator, Big Five Model, Sixteen
Personality Factor – Values, Attitudes & its
components, Perception – Factors influencing
perception – Perception & Individual Decision
making; Learning – Theoretical overview
CC15- ORGANISATIONAL BEHAVIOUR
• Module 2 Motivation
• Motivation – Meaning, Definitions – Early Theories of
motivation – Needs Hierarchy theory, Theory X & Y,
Two-Factor theory; Contemporary Theories of
motivation – Goal Setting Theory – Reinforcement
Theory – Expectancy Theory – Applications of
Motivation – An overview of Employee Involvement
and Employee Participation.
CC15- ORGANISATIONAL BEHAVIOUR
• Module 3 Leadership & Power
• Leadership: – Leadership Theories: Trait
theories – Behavioural Theories – Contingency
Theories: Fiedler Model – Path Goal Theory –
Contemporary Leadership: Charismatic
Leadership & Transformational Leadership –
Power: Bases of Power – Power Tactics
CC15- ORGANISATIONAL BEHAVIOUR
• Module 4 Group Behaviour & Teams
• Group Formation and Development; Group
dynamics; Team Building, Structure of Groups; Group
Efficiency; Group Norms; Cohesiveness; Group
Effectiveness; Group Decision Techniques;
Application of Fundamental Interpersonal Relations
Orientation – (FIRO-B); Kinesics-Body Language.
CC15- ORGANISATIONAL BEHAVIOUR
• Module 5 Organization System & Dynamics
• Organization Structure: Span of Management
– Centralization & Decentralization –
Organizational Culture – Organizational
Change – Resistance to Change – Managing
Change - Stress: Sources and Consequences,
Stress Management Emotional Intelligence,
Emotional Labour, Conflict, Transactional
Analysis & Johari Window
 References
1. K. Aswathappa, Organisational Behaviour,
Himalaya Publishing House
2. Kavitha Singh, Organisational Behaviour: Text
& Cases – Vikas Publishing
3. Fred Luthans, Organisational Behaviour, New
York, McGraw Hill.
4. Stephen P Robins, Organisational Behaviour,
Pearson Education.
 What is an organisation?

• 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
 Definition
• Fred Luthans defines Organisational behaviour as “the
understanding, prediction and management of human
behaviour in organisation”

• OB is concerned with the study of what people do in an

organization why they do it and how that behaviour
affects the performance of the organization
 Definitions of OB
• According to Stephen P Robbins
• “OB is a field of study that investigates the impact that
individuals, groups and structure have on behaviour within
organisation for the purpose of applying such knowledge
towards improving an Organisational effectiveness.”
 Factors affecting Org. Effectiveness

• Productivity

• Absenteeism

• Labor Turnover

• Job satisfaction

• Organizational citizenship
 Productivity
• Productivity

• Productivity measures the efficiency of production.

A productivity measure is expressed as the ratio of
output to inputs used in a production process, i.e.
output per unit of input.
 Absenteeism
• Failure to report to work.
• Levels of absenteeism beyond the normal rate have a direct
impact on Organisational effectiveness and efficiency.
• Are all absences bad?
• Jobs in which employee need to be more alert it may be
better for the organisation if the employee does not report to
work rather than show up and perform poorly.
• Eg: pilots, surgeons etc
 Labour Turnover
• Voluntary and involuntary permanent withdrawal from the
work/organisation.

• Turn over has both positive and negative effects.

• Higher turnover rates results in increased recruiting, selection

& training costs.

• It creates an opportunity to replace an underperforming

employee with a skilled one.
 Job satisfaction
• The general attitude towards one’s job

• It’s usually the difference between the amount of rewards

worker receive and amount they believe they should receive

• Satisfied employees are more productive than dissatisfied

employees.
 Organisational citizenship

• Discretionary/(optional) behaviour that is not a part of

employees formal job requirement but nevertheless
promotes the effective functioning of the organisation.

• Eg-:helping others in the team, volunteering for extra job

activities, showing care for organizational properties
 Assumptions /Principles of OB

Individual
difference Social Systems

Whole person
OB Mutuality of Interests

Caused Behaviour

Holistic concept
Human Dignity
 Nature of OB
Environment

Human
Behaviour in
Organisation
al Settings The
Individual
organisation
interface
The
Organisation

Environment
 Nature of OB
• Field of Study
• Interdisciplinary
• Focus attention on people
• Applied science
• Normative science
• OB just not only define the cause and effect
relationship but also suggests, whether it is acceptable
to the values of the individual and the society.
• Humanistic and Optimistic
• Total System Approach
 Contributing disciplines for the
development of OB
• Psychology -the scientific study of the human mind and its functions, The
science that seeks to measure, explain the behaviour of humans.ie study
of individual behaviour

• Sociology- The study of the people in relation to the fellow human beings,
ie, the study of the group Behaviour

• Social psychology- Social psychology is the study of human behavior in the

context of social situations.

• Anthropology- The study of the societies to learn about human beings and
their activities, particularly the culture and traditions

• Political science-Study of the behaviour of the individuals and groups

within a political environment.
 Scope of OB
• OB is the study of human behaviour within organisations.
• OB encompasses the study of
• Individuals
• Intrapersonal Behaviour such as personality,
Perception, attitude, learning, motivation, job
satisfaction etc.
• Groups
• Interpersonal behaviour such as group/team
dynamics, intergroup conflict, communication,
leadership etc.
• Organisation
• Organisational structure, organisational culture,
change management etc.
Scope of OB
Why do we study OB?/Importance
• Helps an individual understand himself/herself and others
better.

• Helps the manager to understand the basics of motivation.

and what he/she should do to motivate subordinates.

• Helps in maintaining cordial industrial/Labour relations.

• Helps in managing conflicts in the organisation.

• Helps in improving group /team effectiveness.

• Helps in predicting and controlling the behaviour of

employees.
 Challenges and opportunities for OB
• Responding to the globalization
• Managing workforce diversity
• Changing demographics of workforce
• Changed employee expectations
• Empowering people
• Improving quality and productivity
• Technology ( Automation & Information Technology)
• Improving ethical behavior
• Coping with temporariness/Contingent/Temporary Workforce
• Stimulating innovation and change
• Helping Employees Balance Work-Life Conflicts.
 Responding to Globalization
• Uniting the world

• Lots of companies are going global.

• Personal functions like hiring, training, compensating acquired

a global perspective.

• Management required to cope up with unfamiliar laws,

languages, practices, competitors, management styles, work
ethics and more…….

• Reverse Globalization
 Managing Employee Diversity
• Organisations have to adapt with different people (age,
gender, race, religion, lifestyle)within the organisation.

• Categories of workforce Diversity(Indian Context): SC,ST, OBC,

Ex-Defense, Disabled Persons, Gender, Displaced persons,
Age, Temporary Contract.

• Managing diversity means how the differences are accepted

and respected and how they are made to work in cohesion

• Organisation should ensure diversity in building various

groups, teams……..
 Managing Employee Diversity
• Barriers to accept Diversity

• Prejudice, Ethnocentrism, Stereotyping

• Educating managers and subordinates about why and how

people differ in the way they think, communicate and
approach situations will develop a healthy respect for
diversity.

• Training, Role-plays, Films, videos, printed materials

supplemented by experiential training helps to improve
awareness and skills to mange diversity
 Stereotyping
• Set of beliefs about a group that is applied universally to all
members of that group

• Eg: all poor people are uneducated, all Asians are good in
maths…….
 Traits associated with gender Stereotypes

Male Female
• Aggressive • Affectionate
• Autocratic • Emotional
• Competitive • Mild
• Loud • Weak
• Unemotional • Complaining
 Changing demographics of workforce

• Problems related to “dual career couples”

• Increasing number of working mothers.

• Increasing number of young employees joins the organisation.

 Changed employee expectations

• Traditional Expectations

• Job security, attractive remuneration, housing.

• Today

• Empowering the people/employees, decision making is

put down to the operational level.

• Workers demand better treatment, challenging

assignment, career advancement
 Improving Quality & Productivity
• With the help of TQM, Re-engineering

• TQM-(Total Quality Management)

• A philosophy of management that is driven by the constant attainment
of customer satisfaction through continuous improvement of all
organizational process.

• Re-engineering-
• Reconsider how work would be done and the organisation structured
if they were being created from scratch.

Above programs requires extensive employee involvement.

 Technology Transformation
• Technology-anything that the worker of an organisation use to
transform its inputs to outputs

• Divided in to

• Automation

• Automation occurs when a task performed by a

worker is mechanized to be performed by a
machine

• Can result is loss of job for employees.

• Information Technology
Impact of Information Technology(IT)
• Downsizing

• organisation uses fewer employees to produce greater

volumes

• Outsourcing

• process of hiring outside firms to perform the non core

activities of the business.

• Wired organisation

• Organisations of today are totally connected

 Wired organisation
• Work from home/ telecommuting.
• Web conferencing/web seminars.
• Problems related to org. hierarchies.
• Time differences across the globe.
• Problems relating to motivate the employees.
• Leadership
• Interference in to the privacy of the employees - hidden cams
& CCTV.
 Ethics & ethical dilemma
• Ethics-

• Refers to a system of moral principles-a sense of right or

wrong, the goodness of badness of actions and the
motives and consequences of actions.

• Eg: if protecting others from any harm is considered to

be ethical, then a company which recalls a defective
product from the market is an ethical company.
 Ethical Dilemma
• Ethical Dilemma
• Situation in which an individual is required to define right
and wrong conduct.
• Downsizing

• Whistle blowing

• Refers to the disclosure by a former or current

employee of any illegal, immoral, or illegitimate
practices involving its employees

• Performance appraisal
 Challenges and opportunities for
OB
• Coping with temporariness/Contingent/Temporary Workforce
• Changing nature of jobs
• Changes in the employment pattern( permanent employee
to temporary employee)
• Stimulating innovation and change
• Emphasis on R&D and training the employees for new
competencies and skills
• Stimulate the employees creativity and tolerance for change.
• Helping Employees Balance Work-Life Conflicts.
• Work life balance because of the 24*7 work culture
 Challenges and Opportunities for OB (Recap)
• Responding to the globalization
• Managing workforce diversity
• Changing demographics of workforce
• Changed employee expectations
• Empowering people
• Improving quality and productivity
• Technology ( Automation & Information Technology)
• Improving ethical behavior
• Coping with temporariness/Contingent/Temporary Workforce
• Stimulating innovation and change
• Helping Employees Balance Work-Life Conflicts.
 Assignment-1
1. Define OB.
2. Explain the nature and scope of OB.
3. Explain the challenges and opportunities for
OB.

Submission Date: 04-02-2019

Individual Behaviour
 Individual Behaviour
• How an individual/ employee behaves, reacts
or responds in a given situation.
B= f (P,E,O)
B= Individual Behaviour
P= Person
E= Environment
O=Organisation
Types of Behaviour in organisation
• Task Performance

• Goal Directed Behaviour

• Organisational Citizenship

• Performance beyond assigned duties

• Counter productive behaviour/ Deviant behaviour

• Any intentional action by members of the organisation

that violate core organisational and/or societal norms.

• Eg: workplace violence, Cyber loafing, Theft etc.

Foundations of individual behaviour/
Factors affecting individual Behaviour

Personal Factors Psychological

• Age • Personality
• Gender • Perception
• Education • Attitudes
• Ability • Values
• Marital status
• Learning
• No. of dependants Individual
• Creativity Behaviour

Organisational Systems Environmental

and resources Factors
• Physical Facilities • Economic
• Organisation Structure • Social -Cultural
and Design Values
• Leadership • Political
• Reward System • Technological
 Personal Factors
• Age

• High impact on performance, turnover, Absenteeism,

productivity, job satisfaction.

• Avoidable/unavoidable absence.

• Performance is dependent on age

A myth or stereotyping
• Adaptability get reduced by age

• Positive relationship between tenure/experience and

employee productivity, job satisfaction,
 Personal Factors
• Gender
• Problem solving ability, analytical skills, competitive drive, motivation,
leadership, learning ability are not gender dependent.

• Gender has an impact on turnover and absenteeism

• Education

• Increased level of education serve to increase an individual’s

expectations .

• Outcomes involves higher income level, greater and alternative source

of occupational choice.
 Personal Factors: Ability
• It refers to an individual’s capacity to perform various tasks
in the job

• Consists of 2 sets of skills

1)Intellectual abilities

• Abilities required to perform mental activities

2)Physical abilities

• Ability-job fit:

• Person should fit to the job and job should fit to person.
 Personal Factors
• Martial status

• Marriage impose additional responsibility, need for steady

job, steady income.

• Married ones have fewer absences, low turnover, more

satisfied.
• Number of dependents
• Number of children an employee has is positively related
to absence especially for women.
 Personal Factors: Creativity
• Creativity refers to activities that result in a new or novel way
of viewing or solving a particular problem.

• Creative individuals possesses at least three categories of

attributes

• back ground experiences

• personal traits

• cognitive abilities.
 Psychological Factors
• Individual’s mental and learned characteristics influence the behaviour.
• Characteristics are Personality, Perception, attitudes, values & learning.
• Personality:
• Dynamic concept describing the growth and development of a
person's whole psychological system.
• Perception
• Viewpoint by which one person interprets a situation.
• Attitude
• Expresses an individual's positive or negative feeling about some
object, event or idea.
• Values
• Values are broad beliefs about what is good, right or desirable.
 Environmental factors
• These factors are mainly external and influence the individual
behaviour.
• Economic factors
• Employment opportunities
• Wage rate
• Technological change
• Technological change has a great impact on the
lower level of workers.
 Environmental factors:
• Socio-Cultural Environment
• People grow up in a particular society that shapes their basic beliefs,
values, and behaviour.

• Culture varies from country to country.

• Political factors
• The stability of the government can affect employment opportunities

• Politically unstable government has difficulty in attracting industry and

maintain a steady level of employment
 Organisational Systems & Resources
• Physical Facilities

• Noise level, light, ventilation, cleanliness, office furnishing,

number of people working at a given place etc.

• Organisation structure & design

• Span of management, centralization, behaviour is influenced

by where the person fits in to the organisation structure.

• Leadership

• The system of leadership established by the management to

provide direction, assistance and coaching to individuals.

• Reward Systems

• Fair, equitable , Merit based, seniority based etc.

Personality
 Personality

• Attributes of an individual which make him/her different

from others.

• Personality refers to “a relatively stable pattern of

behaviour that characterize an individual”

• Robbins defines personality as" the sum total of ways in

which an individual reacts to and interacts with others.”
 Personality
• Personality has both internal and external elements.
– External elements are observable behaviour such as sociability and
internal elements such as thoughts, values etc.

• Personality is relatively stable.

• Personality is inherited as well as shaped by the environment.

• Inherited characteristics are altered by life experiences.

Determinants of personality

Environment Family
Heredity

Personality

Social Situational
 Heredity
• Heredity has impact on physical structure, facial attraction,
temperament, muscle composition, energy levels.

• Studies of young children demonstrates that traits such as

shyness, fear, and aggression can be traced to inherited
genetic characteristics.

• Experiments conducted on personality of identical twins

raised in different households are found to be more similar.
 Environment
• Environment is a broad term includes factors such as culture-
which influences norms , attitudes, and values passed from
one generation to another

• Eg: respect the elders.

• Most of the cultures expect different behaviour from males

and females (sex roles).
 Contribution from the Family
• The nature of influence of family depends on

• Socio- Economic Level of family

• Family size

• Birth order

• Religion

• Parent’s education Level etc.

• Family has an influence on personality at the early stages

(identification process).
 Social
• Socialization process

• Influence of persons other than the family members, groups

and organizations in personality development.

• Socialization starts with the initial contact between a mother

& her infant followed by immediate family( father, brothers,
sisters, close relatives or friends) followed by social
group(peers, school, work groups)
 Situational considerations
• Situation influences the individual personality.

• Eg: A weak and coward person may spontaneously perform

heroic action in saving some one’s life without regard to his
own saftey.
 The Big Five personality Traits
• Extroversion

• Agreeableness

• Conscientiousness

• Emotional stability/ Neuroticism

• Openness to experience
 Extroversion
• Reflects persons comfort level with relationships.-
prefer to be around people most of the time.

• They are sociable, talkative, outgoing, active, assertive -

(open to establish new relationship).

• Introverts are less sociable, less talkative, more

reluctant to begin new relationships.

Introvert Extrovert
 Agreeableness
• Ability to get along with others.

• They are trusting, good natured, co-operative, soft hearted,

avoid conflicts.

• People who score low on agreeableness focus more on their

needs than the need of others

Low High
Agreeableness Agreeableness
 Conscientiousness
• Is a measure of reliability / number of goals that a person
focuses on.

• A highly conscientious person is well organized, dependable,

systematic in their approach, responsible, achievement
oriented and self disciplined.

• Most consistently related to job performance when

compared to other traits.

Low
High conscientiousness
Conscientiousness
 Emotional stability/ Neuroticism
• Focuses on individuals ability to cope with stress.

• People with high emotional stability tends to be calm,

relaxed, secure, unworried.

• People with low emotional stability tends to be nervous,

depressed and insecure.

High Low Emotional

emotional Stability
Stability
 Openness to experience
• Openness addresses one’s range of interests, imagination,
fascinations with novelty.

• Person will be intellectual, imaginative, curious, broadminded.

• People with low level of openness tend to be less receptive to

new ideas and less willing to change their minds.

High Low
Openness to Openness to
experience experience
 Other personality traits

• Authoritarianism

• Machiavellianism

• Self Esteem

• Risk taking
 Authoritarianism
• Individuals who has a strong self belief exhibits a negative
philosophy of people, opposes the use of feelings, strong
orientation towards rules and regulations.

• They prefer autocratic leadership

 Machiavellianism
• Refers to the individuals propensity to manipulate other
people.

• The people are prone to participate in organizational politics

• In the case of jobs require bargaining skills (labors negotiation,

commissioned sales) they perform better.
 Self Esteem
• Refers to the feelings of like or dislike of one self.

• People with high self esteem have the abilities to undertake

challenging jobs

• In managerial positions low self esteems will tend to be

concerned with pleasing others
 Risk Taking
• People differ in their willingness to take risks/chances.

• This has an impact on the how long it takes the managers to

make a decision.

• Studies have proved that decision accuracy was same for both
risk taking & non risk taking groups.
 Locus of control

• Refers to an individuals belief that events are either

within their control or are determined by the forces beyond
ones control.
• Internal locus of control
• External locus of control
 Locus of control
• External Locus of Control • Internal Locus of Control
• Less satisfied with job • More control over their

• Higher absenteeism rates behaviour

• More alienated from work • More socially active

settings • Active in seeking information

• Less involved in their jobs to take decisions.

 Type A & Type B personality
• Type A • Type B

• Always moving, walking, eating • Never suffer from a sense of

rapidly time urgency with its
accompanying impatience
• Feels impatient with the rate at
• Feels no need to display or
which most event take place discuss either their
• Think or do 2 or more things at
achievements or
accomplishments unless such
once. exposure is demanded by the
• They are obsessed with numbers situation.
• Don’t want to exhibit their
measuring their success in terms
superiority at any cost
of how much of any thing they
acquire
 Type A & Type B personality

• Type A are highly competitive and hardworking but type B

occupies the topmost executive positions in
organisation………….why?
Meyers-Briggs Type
Indicator(MBTI)
 MBTI
• MBTI Measures
– how we interact with other people (Extroversion vs
Introversion)
– how we see the world and process information
( Sensing vs iNtuition)
– how we make decisions and cope with emotions
( Thinking vs Feeling)
– Approach to work, planning and Orient themselves
to the other world( Judging vs Perceiving)

Meyers-Briggs Type Indicator(MBTI)

 MBTI
• Extroversion vs Introversion (how we interact with
other people)
• Introverted individuals prefer solitary activities and get
exhausted by social interaction. Extraverted individuals
prefer group activities and get energized by social
interaction.
• Sensing vs iNtuition (how we see the world and process
information)
• Sensing type uses organised structure to acquire factual
details .They focus on what is happening or has already
happened. intuitive people collect information non
systematically , focus on hidden meanings and future
possibilities.

Meyers-Briggs Type Indicator(MBTI)

 MBTI
• Thinking vs Feeling (how we make decisions and cope
with emotions)
• Thinking type rely on cause effect relationship and weigh
evidences unemotionally/ prioritize logic over emotions.
Feeling type consider how the choices affect others.
• Judging vs Perceiving (Approach to work, planning and
Orient themselves to the other world)
– Judging Type enjoy control of decision making and want to
resolve problems quickly. They value clarity, predictability
and closure, preferring structure and planning to
spontaneity. Perceiving type are more flexible and prefer
keeping their options open.

Meyers-Briggs Type Indicator(MBTI)

 MBTI
• Eg
• ESTJ: extraversion (E), sensing (S), thinking (T),
judgment (J)
• INFP: introversion (I), intuition (N), feeling (F),
perception (P)

Meyers-Briggs Type Indicator(MBTI)

• Do the MBTI test
• https://www.16personalities.com/free-
personality-test

Meyers-Briggs Type Indicator(MBTI)

 Sixteen personality Factor
• Raymond cattell identified 16 different
personality factors.
• This personality test consists of 164 statements
about an individual , for each indicate how
accurate it is on the scale of
•

• https://openpsychometrics.org/tests/16PF.php
 Primary Factors
in Cattell’s 16 Personality Factor

1. Warmth 9. Vigilance
2. Reasoning 10. Abstractedness
3. Emotional Stability 11. Privateness
4. Dominance 12. Apprehension
5. Liveliness 13. Openness to change
6. Rule-consciousness 14. Self-Reliance
7. Social boldness 15. Perfectionism
8. Sensitivity 16. Tension
Sl.No Factors Description
1 Warmth how nice you are to people?
2 Reasoning how good at thinking/perceiving?
3 Emotional stability controlling your emotions
4 Dominance how assertive you are while dealing with others
5 Liveliness how much energy you display
6 Rule-consciousness how much you abide by authority
7 Social boldness how socially confident you are
8 Sensitivity how much you can be affected
9 Vigilance how much alert/ cautious are you
10 Abstractedness how imaginative you are
11 Privateness how honest you are about who you are
12 Apprehension how troubled you are
13 Openness to change Affinity towards novelty
14 Self-reliance how contained your needs are( little or no help from
others
15 Perfectionism how high you set the standards for yourself
16 Tension Response to stress.
 Primary
Descriptors of Low Range Descriptors of High Range
Factor
Warm-hearted, caring, attentive to
Reserved, impersonal, detached Warmth
others
Concrete ,lower general mental capacity,
Reasoning more intelligent, bright, fast learner
less intelligent
Reactive, affected by feelings, Emotional
Emotionally stable, adaptive, mature
emotionally less stable, easily upset Stability
Cooperative, avoids conflict, submissive, Dominant, forceful, assertive,
Dominance
humble aggressive
Lively, spontaneous, enthusiastic,
Serious, restrained, careful Liveliness happy go lucky, cheerful, expressive,
impulsive
Expedient, nonconforming, disregards Rule-
Rule-conscious, dutiful
rules Consciousness

Shy, threat-sensitive Social Boldness Socially bold, thick skinned

unsentimental, tough minded, self-
Sensitivity Sensitive, tender minded
reliant
Descriptors of Low Range Primary Factor Descriptors of High Range
Trusting, unsuspecting, accepting Vigilance Vigilant, suspicious, distrustful

Grounded, Down to earth, practical, Abstractedness imaginative, absent minded, idea oriented

Genuine, open, involved Privateness Private, discreet, non-disclosing

Apprehension-
Self-Assured, unworried, , secure, free of Apprehensive, self doubting, worried, guilt
(how troubled you
guilt prone, insecure
are.)

Openness to
Traditional, attached to familiar Open to change, experimental
Change

Self-Reliance-
Group-oriented, affiliative (how contained Self-reliant, solitary, individualistic
your needs are.)
unexacting, flexible, undisciplined Perfectionism Perfectionistic, organized, self-disciplined,

Relaxed, patient, composed low drive Tension Tense, high energy, driven,
 Theories of personality
• Type theory

• Trait theory

• Psychoanalytic theory
 Type theory
• People are grouped in to identifiable categories on the basis
of structure of body ,psychological factors etc

• Relationship is established between features of face & body

and personality

• Eg :short plump person is said to be sociable, heavy set

muscular individual was described as noisy , fond of physical
activity.
 Type theory
• Another basis for type personalities is psychological factors.
• Eg: introvert &extrovert

– These above factors are normally associated with

an individuals sociability and interpersonal
orientation.
 Trait theory
• Trait- Characteristics of a person’s behavior

• Personality trait is understood as enduring attribute of a

person that appear consistently in a variety of situation
• Eg: intelligence, emotional stability, aggressiveness, creativeness,
friendly, cautious etc

• Traits are reactions not some thing that a person

possesses((shyness)
• Trait theories classify individuals on the basis of traits.

• Personality can be described by its position on a number of scales ,each

of which represent a trait.
 Psychoanalytic Theory

• Proposed by Sigmund Freud.

• Personality composed of 3 elements
1. Id
2. Ego
3. Superego
• Freud likened the mind to an iceberg- only a
small segment of which protruded above the
surface of water
 Psychoanalytic Approach

• Unconscious (id)- Conscious

Ego
• Is the inborn component
of personality Superego Preconscious
• Instincts
• Tension reduction Unconscious
through reflex actions
and primary process Id

• Eg: no laws, no rules

 Psychoanalytic Approach

• Conscious(ego) – Ego Conscious

Develops out of Superego Preconscious

the id because of
the necessity for Unconscious

dealing with the Id

real world.
 Psychoanalytic Approach

• Preconscious Ego
Conscious

(superego)-judges Superego Preconscious

whether an action
is right or wrong Unconscious
according to the Id

standards of the
society.
 Psychoanalytic
Divisions of the Mind
• Id - instinctual drives present at birth
– Id tries to rid of the tension by reflex actions and primary
process.
– operates according to the pleasure principle. (immediate
tension reduction)
– Primary process refers to attempt of an individual to form
mental images of the object to remove tension
– Inborn reflex mechanism involves coughing, sneezing,
blinking ……
– does not distinguish between reality and fantasy
 Psychoanalytic
Divisions of the Mind
• Ego - develops out of the id in infancy
– understands reality and logic

– Ego develops out of the id because of the

necessity for dealing with the real world
 Psychoanalytic
Divisions of the Mind
• Superego
– Represents the values and morals of the society as
taught to the child by parents and others
– It judges whether an action is right or wrong
according to the standards of society
– responsible for guilt
 Id, ego, superego

• Id seeks pleasure, ego tests for reality, and

superego strives for perfection
Learning
 Learning
• Definition
• According to Akin(1987) “any relatively
permanent change in the frequency of
occurrence of a specific individual behavior.”
• Importance in workplace
• Managers create learning experiences/ want the
employees to learn work-productive behaviour.
• Learning is source of motivation & job satisfaction
 Theories of Learning
• Classical conditioning
• Individuals learn reflex behaviour
• Operant conditioning
• Individuals learn voluntary behaviour
• Social learning
• Individuals learn by watching others
• …
 Classical Conditioning
• A process by which individual learn reflex behaviour.

• Reflex: An involuntary ,or an automatic ,response that is not

under an individual’s conscious control

• A type of conditioning/learning in which individual respond

to some stimulus that would not ordinarily produce such a
response.
 Classical Conditioning
• Pavlov's Dog Experiment
• Food --------------------> Salivation
• Unconditioned Stimulus ---------> Unconditioned Response
• Bell with Food ------> Salivation
• Unconditioned Stimulus------> Unconditioned Response
• Bell ----------------------> Salivate
• Conditioned Stimulus ---------> Conditioned Response
 Classical Conditioning
• Start with 2 things that are already connected with each other
(food& salivate) then we add a 3rd thing (bell) for several trials
Eventually, this third thing may become so strongly associated
that it has the power to produce the old behavior.
 Operand Conditioning
• Process by which an Individual learns voluntary behaviour.
• Proposed by B.F Skinner
• Also known as reinforcement theory
• This theory suggests that behaviour is a function of its
consequences.
• Behavior that results in pleasant consequences is more
likely to be repeated.
• Behavior that results in unpleasant consequences is less
likely to be repeated.
 Operand Conditioning
• Reinforcement

• A reinforcer is anything that strengthens the desired

response.

• Eg: verbal praise, a good grade

 Types of Reinforcement
• Positive reinforcement

• Avoidance (negative reinforcement)

• Extinction

• Punishment
 Positive reinforcement

• Positive reinforcement is a reward or other desirable

consequence that follows a desired behavior.

• Eg : A compliment from the boss after completing a

difficult job and a salary increase following a period of
high performance.
 Avoidance
• Also known as negative reinforcement.

• Rather than receiving a reward following a desirable behavior,

the person is given the opportunity to avoid an unpleasant
consequence.
• Is used to increase the frequency of the desired behaviour.

• Eg: An employee’s boss may habitually criticize individuals

who dress casually. To avoid criticism, the employee may
formally dress to suit the supervisor’s taste.
 Extinction

• Extinction tends to decrease the frequency of undesirable

behavior, especially behavior that was previously rewarded.
 Punishment

• Tends to decrease the frequency of undesirable behaviors.

• Punishment is presented as an unpleasant consequence of

undesirable behavior.

• Eg: verbal or written reprimands, pay cuts, loss of privileges,

and termination.
 Types of Reinforcement

Positive Reinforcement Negative reinforcement

• Positive behaviour followed by • Positive behaviour followed by
positive consequences(Manager removal of negative
praises the employee) consequences ( Manager stops
nagging the employee)
Punishment Extinction
• Negative behaviour followed by • Negative behaviour followed by
negative consequences( manager removal of positive
demotes the employee) consequences( Manager ignores
the behaviour)
 Schedules of Reinforcement
• Continuous reinforcement when a desired behavior is
reinforced each and every time it is demonstrated

• Intermittent reinforcement when a desired behavior is

reinforced often enough to make the behavior worth
repeating but not every time it is demonstrated.
 Types of intermittent reinforcement

• Fixed Ratio Reinforcers are given after a certain

• Variable Ratio number of specific behaviour

• Fixed interval
Reinforcers are given after a
• Variable interval certain time period
 Types of intermittent reinforcement

• Fixed Ratio when a fixed number of responses are required to

be emitted for obtaining the reinforcement.

• Eg: piece-rate payment system

• Variable Ratio when a varying or random number of

responses must be emitted before reinforcement occurs.

• Eg: when the employees are given certain percentage on their

performance as the incentive as ‘commission’.

 Types of intermittent reinforcement

• Fixed interval when the reinforcements are spaced at uniform

intervals of time/ time period is held constant.
• Eg: in monthly or weekly payment system. ,time wage system

• Variable interval when reinforcements are distributed in time

so that these are unpredictable.
• Eg: surprise visit by managers, surprise tests during the class hours.
 Social learning Theory
• Social learning / observational/ vicarious learning theory-
emphasizes the ability of an individual to learn by observing
others.
• The individual acquires new knowledge by observing what
happens to his or her model.
• The models may include parents, teachers, peers, tv artists
etc.
• Eg: A new hire acquires job skills by observing what an
experienced employee does.
 Process of observational Learning

Model Observer

Pay attention to
Behaviour model
Remember what
model did

Practice Model’s
Behaviour

Motivated to imitate
model

Imitate model’s
Behaviour
 Assignment
1. What are the determinants of personality
2. Explain Big Five Personality Traits
3. Explain MBTI
4. Explain reinforcement theory of learning(
include types and schedules of
reinforcement)
Submission date: 18-02-2019
Attitudes & Values
 Attitude
• Attitude is a tendency or predisposition to evaluate
an object, event or an idea in a certain way.

• Attitudes are evaluative statements –either

favorable or unfavorable – about object, people or
events.

• Eg: I like cricket, I like ice cream , I like my job

 Nature of attitudes
• Attitudes refers to feelings and beliefs of an individual or
groups of individuals.

• Attitudes are learned.

• Attitude tends to result in behaviour or action.

• All people irrespective of their status or intelligence , hold

attitudes.
 Components of Attitude

Cognitive
Component

Affective
Attitude Component

Behavioral
Component

ABC Model of Attitude

 Components of attitudes
• A cognitive element- the beliefs, opinion, knowledge, or
information held by the individual.
• Eg: My pay s very low

• Affective component- the feelings, sentiments, moods and

emotions about some idea, person, event or object.
• Eg: I am angry over how little I’m paid.

• A behavioral component- the predispositions to get on a

favorable or unfavorable evaluation of something
– Intention to behave in a certain way towards someone or something

– Eg: I’m going to look for another job that pays better .
 Formation of Attitude
• Direct experience with the object

• Classical conditioning And Attitudes (association)

learning
• Operand conditioning and Attitudes (reinforcement)

• Vicarious learning

• Family and peer groups

• Neighborhood

• Economic status and occupation

• Mass communication/ Media

 Functions of attitudes
• Adjustment function
• Attitudes help people adjust to their work environment.
• Eg: When employees are well treated , they are likely to
develop a positive attitude towards management and
organisation.
• Ego-defense function
• People often form and maintain certain attitudes to protect
their own self images.
• Eg: workers may feel threatened by the advancement of
female workers. They may create an attitude that the
women are very emotional
 Functions of attitudes
• Expressive function
• It helps to express individuals values and self identity
• Eg: consumers express their values in the products they
buy, the lifestyle they exhibit
• Knowledge function
• Attitudes are often substituted for knowledge.
• In the absence of knowledge , we use our attitudes to
organize and make sense out of the perceived object, person
or idea.
• Eg: in the absence of knowledge about a person , we may use a stereotyped
attitude for judging a person.
 Changing attitude
• Barriers to change attitudes
• prior commitment/ Escalation of commitment.
• Cognitive dissonance
• Insufficient information
• Publically expressed attitudes
 Prior commitment/ Escalation of
commitment
• Refers to the prior commitment of people to a particular
cause and their non willingness to change.

• Tendency of the decision makers to persist with failing

course of action.
 Cognitive dissonance
• Put forward by Leon Festinger
• Individuals seek consistency in their attitude and behaviour
• Cognitive dissonance-It’s a state of inconsistency between an
individuals attitude and behavior
• Individuals tries to reduce tension by
• Changing the attitude
• Changing the behavior
• Rationalizing the thoughts
• Eg: people know the side effects of smoking, but still they
smoke.
 Changing attitude of employees
• Give feed back
• Positive role model
• Providing new information
• Use of fear
• Influence of friends and peers
• Co-opting approach
– Taking people who are dissatisfied with a situation and
getting them involved in improving things.
 Work related attitudes
• Job satisfaction
• Refers to a positive feeling about one’s job resulting
from the evaluation of its characteristics/ general
attitude of employees towards job.
• Job involvement
• Refers to one’s attachment to a job/ degree to which a
person identifies psychologically with his/her job and
considers his or her perceived performance level is
important to self worth.
• Organisational commitment
• Refers to employees identification with a particular
organisation and its goals and wishes to maintain
membership in organisation.
 Model of job satisfaction
Organizational
factors Low turnover

Job
Outcomes
satisfaction Low
expected
Group absenteeism
factors

Outcomes
High turnover
received
Job
Individual
factors dissatisfaction High
absenteeism
Causes & Consequences of job satisfaction
• Organizational factors
• Wages
• Promotions
• Nature of work
• Organizational policies and
procedures
Productivity
• Working conditions Turnover
Absences
Group factors Safety
•Size Job stress
•supervision unionization
• Individual factors
• Personality
• Motivation
• interests
Responses to Job Dissatisfaction
 Job involvement
• Refers to one’s attachment to a job/ degree to which a person
identifies psychologically with his o her job and considers his
or her perceived performance level is important to self worth.
 Organisational commitment
• Refers to employees identification with a particular
organisation and its goals and wishes to maintain
membership in organisation.
• 3 dimensions of Organisational commitment
• Affective Commitment
• Employees intention to stay an organisation
because of a strong desire to do so/ emotional
attachment.
• Continuous Commitment
• Perceived economic value of remaining with an
organisation compared to leaving it.
• Normative commitment
• Perceived obligation to stay in the organisation
because they feel they should do for moral or
ethical reasons.
 Values
• Values are beliefs that guide actions and judgments across a
variety of situations.

• Values represent stable long-lasting beliefs about what is

important, that influence thoughts and behaviour.

• Values are general beliefs about life whereas attitudes are

directed towards specific objects, events or people.

• Values are learned

• Values influence our attitude towards objects events or

people
 Value system
• Value system is a hierarchy based on a ranking of an
individual’s values in terms of one’s intensity.

• Source of our Value Systems

• include national culture, parents, teachers, friends, and

environmental influences.
 Types of values
(Milton Rokeach,1973)
• Terminal values-
• Desired state of existence that we think are worth striving
for.

• Instrumental values-
• Are desirable modes of behavior that helps us to reach the
objectives of terminal values
 Types of Personal Values

Terminal values Instrumental values

Types of Personal Values

End (Goal) Values Means (Behavior) Values
Prosperity Ambition and hard work
Stimulating, active life Open-mindedness
Achievement Competence
World peace Cheerfulness
Harmony in nature and art Cleanliness
Equality Courageousness
Personal and family security Forgiving nature
Freedom Helpfulness
Happiness Honesty

Adapted from Exhibit 5-6 Formation of Consistent Attitudes

 Types of Personal Values

Terminal values Instrumental values

Types of Personal Values

End (Goal) Values Means (Behavior) Values
Inner peace Imagination
Mature love Independence and self-reliance
National security Intelligence
Pleasure and enjoyment Rationality
Religion and salvation Affection and love
Self-respect Obedience and respect
Social respect Courtesy
Friendship Responsibility
Wisdom Self-discipline

Adapted from Exhibit 5-6 Formation of Consistent Attitudes

 Values across cultures
Hofsted’s Framework
• Individualism vs. collectivism

• Centralized vs. diffused power

• Strong vs. weak Uncertainty avoidance

• Masculinity vs. femininity

 Values across cultures
• Individualism Vs. collectivism- degree to which the people in
the country prefer to act as individuals rather than as a
member of groups

• Power distance- the degree to which the people in a country

accept power in an organization/society is distributed
unequally.
 Values across cultures
• Uncertainty avoidance- This relates to the degree of anxiety
that society members feel when in uncertain or unknown
situations.
• Masculinity: masculine values permeate societies where the
hero is the successful achiever, where showing off and
displaying wealth are accepted.

• Femininity: feminine values include putting relationship

before wealth, respecting the poor, tending to the quality of
life and environment.
Perception
 Perception
• Perception is the process of becoming aware of situations,
and adding meaningful associations to sensations.

• Perception is the process of receiving information and

making sense of world around us.

• Perception involves deciding which information to notice,

how to categorize the information, and how to interpret it
with in the framework of our existing knowledge.
 Perceptual process
Perception can be defined as the process of receiving,
selecting, organizing, interpreting, checking and reacting to
sensory stimuli or data.
PERCEIVER

SELECTING ORGANIZING
RECEIVING

OBJECT

REACTING CHECKING INTERPRETING

SITUATION
 Receiving stimuli
 Stimuli is received through sensory organs.

 External stimuli
Eg: light and sound, the taste of food and the smell of
chemicals etc….
 Internal stimuli
Eg: hunger, thirst, pain etc.
 Selecting stimuli
• The process of filtering the information received by the senses .

• External Factors influencing selection (Factors related to target/

perceived object)
• Nature
• Location
• Colour/intensity
• Size
• Movement
• Repetition
• Novelty and familiarity
• Contrast
 Contrast principle of perception
 An object which contrasts with the surrounding environment
is more likely to be noticed than the objects which blends in
the environment

Eg: white lettering on red background are attention

drawing.
 Selecting stimuli
Internal factors influencing selection (Factors
related to Perceiver)
1. Learning
2. Psychological needs
3. Age difference
4. Interests
 Learning and perception
 Learning by itself plays a major role in developing the
perceptual set.
 It creates expectancy in people.
 Eg:
Bird
In The
The bush

TURN
OFF THE
THE ENGINE
 Psychological needs
• Unreal things often look real because of deprived needs.

• Eg: a thirsty person in a desert for instance gets the illusion of

water when seeing sand from distance
 Age difference
 Different perceptions of the old and the young are due to
their age differences

 Eg:Older one complain about inability of the new, young ones

to take tough decisions in turn young managers complain
about the old ones to resist changes
 Perceptual organisation
• Ambiguous figures
• Figure-ground
• Perceptual grouping
• similarity
• proximity
• closure
• continuity
• Perceptual constancy
 Ambiguous figures
• Perceptual organization becomes a difficult task when there
are confusing and disorganized stimuli in the external
environment.
 Ambiguous figures
An Ambiguous Figure — a
An Ambiguous Figure — a
duck or a rabbit
kneeling woman or a man’s
face
Ambiguous figures
 Figure-ground
• Relationship of a target to its background influences
perception.

• Perceived objects stand out as separable from their general

background.

• Eg: in a noisy and crowded restaurant one is able to hold a

meaningful conversation with a colleague
Figure ground experiment
 Perceptual grouping
• Principle of similarity
 Objects of similar shape , size, or Colour tends to be
grouped together.

 Eg: employees who wear tie are regarded as a common

group, a company requires visitors to wear white hats
while the workers should wear yellow hats.
 Perceptual grouping
• Principle of proximity
 Tendency to perceive stimuli which are near one another
as belonging together.

 Eg: several employees working for an organization may be

identified as a single group because of physical proximity.
 Perceptual grouping
• Principle of closure
• A person has the tendency to perceive a whole when
none exist
• Persons perceptual process will close the gaps which are
unfilled from sensory organs
• Eg: a manager makes a complex decision even though
some details are lacking on the basis of experience and
imagination.
Principle of Continuity

• Continuity principle states that a person tends to

perceive the extension of a stimulus.
 Perceptual Constancy
• Our ability to perceive certain characteristics of an object as
remaining constant.
• The perception of elements like size, shape, color, brightness
and location of an object remains constant and does not
change from one individual to another.
• Eg: photograph of a person, The image of an apple
 Process of interpreting
• Assign meaning to information
• Factors affecting interpreting stimuli/ (Perceptual
errors)
• Perceptual set
• Attribution
• Stereotyping
• Halo effect
• projection
 Perceptual set
• Previously held beliefs about object
• It influence an individual’s perception of similar
objects
• Eg: a managers attitude towards workers
 Attribution theory
• When individuals observe behavior , they attempt to determine
whether it is internally or externally caused.
• It helps determine the manner in which supervisors behave
towards their subordinates.

• The behaviour of others can be based on 3

factors
1.Distinctiveness
2.Consistency
3.Consensus.
Rules of Attribution
 Attribution theory
• Fundamental attribution error
• The tendency to underestimate the influence of external
factors and overestimate the influence of internal factors
when making judgments about the behaviour of others.

• Eg: a manager is prone to attribute the poor performance

of the sales people because of their laziness rather than to
innovative product line introduced by the competitors.
 Attribution theory
• Self serving basis
• The tendency of the individuals to attribute their own
successes to internal factors while putting blame for
failures on external factors

• Eg: feed back provided to the employee in the

performance review will be predictably distorted by the
recipients depending on whether it is positive or negative.
 Attribution theory
• Selective perception

• People selectively interpret what they want to see on the

basis of their interest , background, experience, and
attitudes.

• Eg: A plastic surgeon is more likely to notice an imperfect

nose than a plumber.
 Stereotyping
• When a perceiver judges some person based on his
perception about the group to which the person belongs, it
is known as stereotyping.

• Stereotyping may attribute favorable or unfavorable traits to

the person being perceived.

• In organizations, stereotypes are based on gender, race,

ethnicity.
• Eg: women won’t relocate for promotions, older workers can’t
learn new skills
 Halo effect
• Drawing general impression about an individual on the basis
of a single characteristics (mainly positive characteristics).

• Eg: performance evaluation, a professor giving more marks to

a well liked student.

• Rusty halo/horn effect ( over emphasizing the negative

characteristics)
 Projection

• Attributing ones own characteristics to other people

• Eg: if you want challenge and responsibility then you assume

that others also want the same.

 Process of checking
• After the data has been received and interpreted the
perceiver needs to check whether his
interpretations are right or wrong.
• Through introspection or by checking the truth
about the interpretation with others
 Process of reacting
• Last phase of perceptional process
• It can be either positive/favorable or
negative/unfavorable attitudes, values, opinions,
feelings or behaviour
 Factors that influence perception
Perceiver’s Charectiristics

•Motives/Needs
•Self-concept
•Past Experience
•Current Psychological state
•Interests
•Expectations

Situational factors
•Time
•Work settings perception
•Social settings

Charectiristics of the perceived

•Nature
•Motion
•Sound
•Size
•Location
•Perceptual grouping
 Perception & OB
• Employment interview

• Performance Evaluation
CC15- ORGANISATIONAL BEHAVIOUR
• Module 1 Introduction – Individual Behaviour
• Definition of Organisation Behaviour – Nature &
Scope – Challenges & Opportunities for Organisation
Behaviour – Individual behavior: Personality – Myers
Briggs Type Indicator, Big Five Model, Sixteen
Personality Factor – Values, Attitudes & its
components, Perception – Factors influencing
perception – Perception & Individual Decision
making; Learning – Theoretical overview.
 Important questions
• Definition of OB
• Nature and scope of OB
• Disciplines contributed to the development of OB/ interdisciplinary
• Challenges and opportunities
• Foundations of Individual behaviour
• Determinants of Personality
• Big five Personality traits
• Personality inventories( MBTI, 16 personality traits)
• Any two theories of personality
• Any two theories of learning
• Types and schedules of reinforcement
• Components of Attitude
• Formation of attitudes
• How to change attitudes
• Various work related attitudes
• Types of values
• Process of perception
• Perceptual Errors
• Factors influencing Perception