Unit-2

BBA-I SEM
Organization Behavior
Code : 102

DR. S.V.
1 Organization Behavior - 102
 Syllabus of Unit-3

Behavior Dynamics – Interpersonal behavior,

communication, Transaction analysis, The Johari
Window, leadership, its theories and prevailing
leadership styles in Indian organization

DR. S.V.
2 Organization Behavior - 102
 Interpersonal Relationship

A strong bond between two or more people refers to

interpersonal relationship. Attraction between individuals
brings them close to each other and eventually results in a
strong interpersonal relationship.

DR. S.V.
3 Organization Behavior - 102
 Interpersonal Relationship
Forms of Interpersonal relationship
An interpersonal relationship can develop between any of the following:
1. Individuals working together in the same organization.
2. People working in the same team.
3. Relationship between a man and a woman (Love, Marriage).
4. Relationship with immediate family members and relatives.
5. Relationship of a child with his parents.
6. Relationship between friends.
7. Relationship can also develop in a group (Relationship of students with
their teacher, relationship of a religious guru with his disciples and so on)

DR. S.V.
4 Organization Behavior - 102
 What is a group ?
A group may be defined as a number of individuals who
join together to achieve a goal. People join groups to
achieve
  goals that cannot be achieved by them alone.
   By Johnson & Johnson (2006)

DR. S.V.
5 Organization Behavior - 102
 Group Dynamic
The social process by which people interact face-to-
face in groups.

Group dynamics involves the influence of personality,

power, and behavior on the group process.

It helps groups to work effectively.

DR. S.V.
6 Organization Behavior - 102
 Types of Group
Types of
Group

Formal Informal

A designated work A group that is neither

group defined by an formally structured nor
organization's organizationally
structure determined

DR. S.V.
7 Organization Behavior - 102
 Stage of Group Development

DR. S.V.
8 Organization Behavior - 102
 Explanation continued…

Forming stage Storming stage Norming stage Performing Stage Adjourning stage
Group members Group members
get to know Close ties and The group
disagree These may include parties or
each other and consensus begins to do its
reach common
on direction begin to real work ceremonies that exhibit
goals and leadership develop emotional support or
between
group members celebration of their success
DR. S.V.
9 Organization Behavior - 102
 Interpersonal Behavior (IPB)
 IPB is the study of one’s own perception, knowledge , attitude & motivation and how
these affect one’s behavior to the self & with others. It is characterized mainly by 3
factors…
Communication skill :
 Knowledge / literacy / intelligence
 Listening skill
 Verbal skill
 Active listening/feedback
Emotional intelligence :
 Self awareness
 Emotional maturity
Social skill :
 Good eye contact
 Body language
 Empathy/understanding & assimilating ability

DR. S.V.
10 Organization Behavior - 102
 Types Of Interpersonal Behavior

Types Of Interpersonal Behavior

Co-operative Conflict
Behavior Behavior

DR. S.V.
11 Organization Behavior - 102
 Transactional Analysis
 A theory for analyzing human behavior and communication.
 Developed by Eric Berne psychotherapy in the 1950s.
 Objective is to provide better understanding of how people relate to one another
so that they may develop improved communication and human relationship.

Transactional Analysis

Johari Ego Life

Transactions States Position
Window
DR. S.V.
12 Organization Behavior - 102
 Transactional Analysis
Definition: The interactions between people give rise to
the Social Transactions, i.e. how people respond and
interact with each other depends on their ego states. The
transactions routed through ego states of persons can
be classified as complementary, crossed and ulterior.
Complementary Transactions: A transaction is said to be
complementary when the person sending the message gets the
predicted response from the other person. Thus, the stimulus and
response patterns from one ego state to another are parallel.

DR. S.V.
13 Organization Behavior - 102
 Transactional Analysis

DR. S.V.
14 Organization Behavior - 102
 Ego State
The 3 Ego States
 People interact with each
other in terms of three
psychological positions or
behavioral pattern, known
as ego states.
 Person’s way of thinking,
feeling and behaving at any
time.
 Parent Ego State
 Adult Ego State
 Child Ego State

DR. S.V.
15 Organization Behavior - 102
 Parent Ego State
1. Incorporates the attitude and behaviors of all emotionally
significant people who serve as parent figure.
2. There can be two types of parent ego states :
1 Nurturing Parent Ego State
2 Critical Parent Ego State
 Nurturing Parent ego state includes the nurturing side and can
be soft, loving, and permission giving.
 The Critical Parent includes part of our personality contains the
prejudged thoughts, feelings and beliefs that we learned from
our parents.

DR. S.V.
16 Organization Behavior - 102
 Adult Ego State
1. The Adult ego state evokes behavior that could be described
simply as logical, reasonable, rationale and unemotional.

2. Characterized by problem-solving analysis and rationale

decision making.

3. Identified by verbal and physical signs which include

thoughtful concentration and discussion.

DR. S.V.
17 Organization Behavior - 102
 Child Ego State
I. The child ego state is associated with behaviors that appear
when a person is responding emotionally.
II. Characteristics of child ego include creativity, conformity,
depression, anxiety, dependence, fear and hate.
III. A person's child contains the 'natural' impulses and attitudes
learned from child experiences.
There are three parts of child ego:
1. Natural
2. Adaptive
3. Rebellious
DR. S.V.
18 Organization Behavior - 102
 Child Ego State
1. The natural child is affectionate impulsive, sensuous and
does what come naturally.
2. The adaptive child is the trained one and he is likely to do
what parents insist on, and sometimes learns to feel non ok.
3. The rebellion child experiences anger, fear and frustration.

Video of 3 Ego state - https://www.youtube.com/watch?v=CSFPI5l6ze8

DR. S.V.
19 Organization Behavior - 102
 JOHARI WINDOW:

JW is a psychological too created by Joseph Luft & Harry Ingham

in 1955 in u.s.
It helps people to understand their better interpersonal relations
& communication Luft and Ingham called their Johari Window
model 'Johari' after combining their first names, Joe and Harry. In
early publications the word appears as 'JoHari'.

DR. S.V.
20 Organization Behavior - 102
 JOHARI WINDOW:
What actually Model Represents:
• The Johari Window model is also referred to as a 'disclosure/feedback model of self
awareness', and by some people an 'information processing tool’.
• The Johari Window actually represents information - feelings, experience, views, attitudes,
skills, intentions, motivation, etc - within or about a person - in relation to their group, from four
perspectives.
Johari window four quadrants:
1. what is known by the person about him/herself and is also known by others - open area,
open self, free area, free self, or 'the arena‘.
2. what is unknown by the person about him/herself but which others know - blind area, blind
self, or 'blindspot‘.
3. what the person knows about him/herself that others do not know - hidden area, hidden
self, avoided area, avoided self or 'facade‘.
4. what is unknown by the person about him/herself and is also unknown by others - unknown
area or unknown self.

DR. S.V.
21 Organization Behavior - 102
 JOHARI WINDOW
 Today the Johari Window
model is especially relevant
due to modern emphasis on,
and influence of, 'soft' skills,
behavior, empathy,
cooperation, inter-group
development and
interpersonal development.

 The Johari Window concept is

particularly helpful in
understanding
employee/employer
relationships within the
Psychological Contract. 

Video :
https://www.youtube.com/wat
ch?v=_C8iKEvjGro

DR. S.V.
22 Organization Behavior - 102
 Life Positions
 In the process of growing up, people make basic assumptions
about themselves and others.
 Very early in childhood a person develops from experience a
dominant philosophy. Such philosophy is tied into his
identity, sense of worth, and perception of other people.
 This tends to remain with the person for lifetime unless major
experience occur to change it. Such positions are called life
positions.

DR. S.V.
23 Organization Behavior - 102
 Life Positions
Four possible relationship resulted from this life position.
 I am not OK, You are not OK (neither person have value)
 I am not OK, You are OK (you have value but I do not have)
 I am OK, You are not OK (I have value but you don't have)
 I am OK, You are OK (we both have value)
I AM NOT OK, YOU'RE NOT OK:
o People tend to feel bad about themselves and see that the whole world as miserable.
Give up, do not trust other people and have no confidence in themselves
I AM NOT OK, YOU'RE OK:
o People with this life position often come from their child ego state. They feel that
others are more capable and generally have fewer problems than they themselves do.

DR. S.V.
24 Organization Behavior - 102
 Life Positions
I AM OK, YOU'RE NOT OK:
o This type of people often come their Critical Parent ego state. They tend to be down on
other people for at least two reasons. First, they often regard other people as source of
criticism. They feel that if they are not exactly perfect or right, people will be excessively
critical of them.
o Second, they want to break away or rebel from some authority figure and become more
independent, but they are either not sure how to go about this or they have had pleasant
experiences in attempting it in the past.
I AM OK, YOU'RE OK:
o This life position is considered as healthy position. People with these feelings express
confidence in themselves as well as trust and confidence in other people in their
environment.

DR. S.V.
25 Organization Behavior - 102
 Life Positions

DR. S.V.
26 Organization Behavior - 102
 Communication
Communication is simply the act of transferring information from
one place, person or group to another.

Definition : The imparting or exchanging of information by speaking,

writing, or using some other medium. …The successful conveying or
sharing of ideas and feelings.

Oxford English Dictionary

DR. S.V.
27 Organization Behavior - 102
 Communication Process
Sender: The sender initiates a message by encoding a thought.
Encoding: Encoding is the production of a message.
The Message: The message is the actual product of the sender’s encoding.
The Channel: Channel is the medium through which the message is travel.
Decoding: The decoding of a message is how an audience member is able
to understand and interpret the message
The Receiver: Receiver is the person to whom the message is directed.
Noise: Noise represents communication barriers that distort the clarity of the
message.
Feedback: Feedback is the check on how successful we have been in
transferring.

DR. S.V.
28 Organization Behavior - 102
 Directions of Communication
Communication can flow vertically or laterally . We further
subdivide the vertical direction dimensions into downward
Downward Communication:
• Downward communication is the flow of information
and messages from higher level inside an
organization to a lower one.
• One study found employees were twice as likely to
be committed to changes when the reasons behind
them were fully explained.
• Managers might think that sending a message one
time is enough to get through to lower level
employees most research suggests managerial
communications must be repeated several times
and through a variety of downward and upward
direction.

DR. S.V.
29 Organization Behavior - 102
 Directions of Communication
Upwards Communication
• Upward communication is the process of information flowing
from the lower levels of a hierarchy to the upper levels.
• This type of communication is becoming more popular in
organizations as traditional forms of communication are
becoming less popular.
• Upward communication keeps managers aware of how
employees feel about their jobs, co-workers, and the
organization in general.

DR. S.V.
30 Organization Behavior - 102
 Lateral Communication
• When communication takes place among members of the same work group,
members of work groups at the same level, managers at the same level, or any
other horizontally equivalent workers, we describe it as lateral communication.

DR. S.V.
31 Organization Behavior - 102
 Interpersonal Communication
Interpersonal communication is the process by which people exchange
information, feelings, and meaning through
1. Oral Communication,
2. Written Communication
3. Nonverbal Communication.
1. Oral Communication:
• Oral communication is the process of expressing information or ideas by word of mouth.
2. Written Communication
Written communications include memos, letters, fax transmissions, e-mail, instant messaging,
notices placed on bulletin boards (including electronic ones), and any other device that transmits via
written words or symbols.
3. Nonverbal Communication
nonverbal communication=communication without words
• Nonverbal communication is a process of communication through sending and receiving wordless
messages.
 facial expressions, gestures, eye contact, posture include in nonverbal communication.

DR. S.V.
32 Organization Behavior - 102
 Types of Organizational Communication
• Organizational communication, as a field, is the consideration, analysis, and
criticism of the role of communication in organizational contexts. Its main
function is to inform, persuade and promote goodwill.

DR. S.V.
33 Organization Behavior - 102
 Organizational Communication
Formal Small Group Networks
Formal organizational networks can be very complicated, including hundreds of
people and a half-dozen or more hierarchical levels. To simplify our discussion,
we’ve condensed these networks into three common small groups of five people
 each: chain, wheel, and all channel.
1. The chain rigidly follows the formal chain of command.
2. The wheel relies on a central figure to act as the conduit for all the group’s
communication
3. The all-channel network permits all group members to actively communicate with
each other

DR. S.V.
34 Organization Behavior - 102
The Grapevine
The informal communication network in a group or
organization is called the grapevine. Although the
rumors and gossip transmitted through the
grapevine. Its still an important role of Information.

DR. S.V.
35 Organization Behavior - 102
 Organization Communication
Electronic Communication
E-mail: E-mail uses the Internet to transmit and receive computer-generated
text and documents.
• Now a days it is the one of the best ways of communication.
• It can be stored or recorded easily.
• It can be distributed to one person or thousands
Instant messaging and Text messaging
Social networking
Blogs
Video Conferencing

DR. S.V.
36 Organization Behavior - 102
 Barriers to Effective communication
Psychological Barriers
There are various mental and psychological issues that may be barriers to effective communication.
Some people have stage fear, speech disorders, phobia, depression etc. All of these conditions are very
difficult to manage sometimes and will most certainly limit the ease of communication.
Emotional Barriers
The emotional IQ of a person determines the ease and comfort with which they can communicate. A
person who is emotionally mature will be able to communicate effectively. On the other hand, people
who let their emotions take over will face certain difficulties.
Physical Barriers to Communication
They are the most obvious barriers to effective communication. These barriers are mostly easily removable in principle at
least. They include barriers like noise, closed doors, faulty equipment used for communication, closed cabins, etc.
Sometimes, in a large office, the physical separation between various employees combined with faulty equipment may
result in severe barriers to effective communication.
Cultural Barriers of Communication
As the world is getting more and more globalized, any large office may have people from several parts of the world.
Different cultures have a different meaning for several basic values of society. Dressing, Religions or lack of them, food,
drinks, pets, and the general behaviour will change drastically from one culture to another.

DR. S.V.
37 Organization Behavior - 102
 Barriers to Effective communication
Organisational Structure Barriers
As we saw there are many methods of communication at an organizational level. Each of these methods has its own problems and constraints that
may become barriers to effective communication. Most of these barriers arise because of misinformation or lack of appropriate transparency
available to the employees.
Attitude Barriers
Certain people like to be left alone. They are the introverts or just people who are not very social. Others like to be social or sometimes extra
clingy! Both these cases could become a barrier to communication. Some people have attitude issues, like huge ego and inconsiderate behaviours.
Perception Barriers
Different people perceive the same things differently. This is a fact which we must consider during the communication process. Knowledge of the
perception levels of the audience is crucial to effective communication. All the messages or communique must be easy and clear. There shouldn’t
be any room for a diversified interpretational set.
Physiological Barriers
Certain disorders or diseases or other limitations could also prevent effective communication between the various channels of an organization.
The shrillness of voice, dyslexia, etc are some examples of physiological barriers to effective communication. However, these are not crucial
because they can easily be compensated and removed.
Technological  Barriers & Socio-religious Barriers
Other barriers include the technological barriers. The technology is developing fast and as a result, it becomes difficult to keep up with the newest
developments. Hence sometimes the technological advance may become a barrier. In addition to this, the cost of technology is sometimes very
high.

DR. S.V.
38 Organization Behavior - 102
 Leadership
Leadership is the art of motivating a group of
people to act towards achieving a common goal.
The process of encouraging and helping others
to work enthusiastically towards objectives .
"Leadership is ultimately about creating a way for
people to contribute to making something
extraordinary happen.” by Alan Keith

DR. S.V.
39 Organization Behavior - 102
 The Essence of Leadership
1. Leadership refers to ability of one individual to influence
others.
2. The influence is exercised to change the behavior of others.
3. Change of behavior is caused with an objective of achieving a
shared goal.
4. The person influencing others(leader) possesses a set of
qualities or characteristics with which he or she to influence
others.
5. Leadership is a group phenomenon. It involves interaction
between two or more people

DR. S.V.
40 Organization Behavior - 102
 Leadership & Management
• Management - is a process of planning , organizing,
coordinating ,directing, and controlling the activities of
others.

• Leadership - is the process of influencing for the

purpose of achieving shared goals.

DR. S.V.
41 Organization Behavior - 102
 Difference Between Managers & Leaders
Management Leadership
Involves coping with Coping with change
complexity

Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Do things right Do right things.
DR. S.V.
42 Organization Behavior - 102
 Formal & Informal Leadership
Formal leadership
1. Occurs when a manager leads by exercising formal authority.
2. The exercise of formal authority through assigning duties derives, from
the managers official position within the organization's hierarchy of
authority.
3. Any employee who is assigned a managerial position has the opportunity
and responsibility to exercise formal leadership

Informal leadership
4. Arises when a person without formal authority is influential.

DR. S.V.
43 Organization Behavior - 102
DR. S.V.
44 Organization Behavior - 102
 Autocratic or Authoritarian Style
 Under the autocratic leadership style, all decision-making
powers are centralized in the leader, as with dictator leaders.
 They do not entertain any suggestions or initiatives from
subordinates. The autocratic management has been successful
as it provides strong motivation to the manager.
 It permits quick decision-making, as only one person decides for
the whole group and keeps each decision to himself until he
feels it is needed to be shared with the rest of the group.
 High degree of dependency on the leader.
 May be valuable in some types of business where decisions
need to
DR. S.V.
45 Organization Behavior - 102
 Participative or Democratic Style
1. The democratic leadership style favors decision-making by the
group .
2. They can win the cooperation of their group and can motivate
them effectively and positively.
3. The decisions of the democratic leader are not unilateral as
with the autocrat because they arise from consultation with the
group members and participation by them.
Consultative: process of consultation before decisions are taken
Persuasive: Leader takes decision and seeks to persuade others
that the decision is correct.

DR. S.V.
46 Organization Behavior - 102
 Laissez –Faire or Free Rein Style
A free rein leader does not lead, but leaves the group entirely to itself
such a leader allows maximum freedom to subordinates, i.e. they are
given a free hand in deciding their own policies and methods.

o Can be very useful in businesses where creative ideas are

important ..
o Can be highly motivational, as people have control over their working
life ..
o Can make coordination and decision making time consuming and
lacking in overall direction..
o Relies on good team work..

DR. S.V.
47 Organization Behavior - 102
 Based on Task v/s People Emphasis

DR. S.V.
48 Organization Behavior - 102
 Based on Assumption about People

DR. S.V.
49 Organization Behavior - 102
 Theories of Leadership

DR. S.V.
50 Organization Behavior - 102
 Trait Theory
 Focuses on individual characteristics of successful leaders.
 Leaders possess a set of traits which make them distinct from
followers.
 A strong desire for accomplishment.
 Creativity and intelligence.
 Initiative.
 High tolerance.
 Ability to influence

DR. S.V.
51 Organization Behavior - 102
 Leader Behavioral Theory
Main focus is behaviors of actual leaders.
Determines how various kinds of specific leaders
behavior affect the performance and satisfaction of
followers.

DR. S.V.
52 Organization Behavior - 102
 Managerial Grid
Managerial grid is used to evaluate the management style / leadership . The authors are
Robert Blake and Jane Mouton. The grid consists of two dimensions:
1. Concern for Production (Results)
2. Concern for People.
1.1 - “Impoverished” - minimum management/leadership and minimum requirements for the task
1.9 - “Country club” - high concern on people and interpersonal relationships, minimum focus on
the task
5.5 - “Middle-of-the-road” - medium level of focus on relationships and focus on the task
satisfactorily
9.1 - “Produce or Perish” - the minimum respect for people, high requirements for the task
9.9 - “Team” - the highest concern on people and relationships and also highest concern on the
task
Originally, the variant 9.9 was considered to be the best style, but later a view prevailed that
for different types of organizations and tasks are suitable different variants.

DR. S.V.
53 Organization Behavior - 102
Managerial Grid

DR. S.V.
54 Organization Behavior - 102
 Contingency Theory
Behavior of leader depends upon characteristic of situation leader is in.
Implies under what conditions will employee oriented leadership will be effective and under what type of
conditions production oriented leadership be more effective.
Most popular theories –
1. Fiedler’s contingency model.
Effectiveness of leadership depends upon
 His motivational style.
 The favorableness of situation.
2. Path – goal theory
Leader’s job is to use structure, support and rewards to create a work environment that helps employees
reach the organization's goals
3. Situational leadership theory (Paul hershey and Kenneth Blanchard)
 Maturity of followers as a contingency variable.
 Situational leadership requires leader’s emphasis on task behaviors and relationship behavior according
to maturity of followers in performing their tasks

DR. S.V.
55 Organization Behavior - 102
 Leadership Styles for Indian Organisations
• In the first instance, Indian management is generally believed to be autocratic with
subordinates closely supervised by their superiors and only a limited degree of participation
• However, the real situation in this context can be appreciated only when a detailed account
of various practices is taken for consideration. Fortunately, some empirical studies are
available in this context which does not necessarily support the traditional view rather they
present a mixed note. is allowed to the subordinates.
• Since, managerial styles are determined by a host of factors such as forces in superiors,
subordinates, and situations; it is unlikely to expect a uniform leadership style. Indian work
organizations, from this point of view can be classified into three parts which have some
distinctive features and consequently the different leadership styles.
• Such classification may be:
• (i) family-managed traditional organizations,
• (ii) professionally managed Indian organizations and foreign-owned organizations, and
• (iii) public sector organizations.

DR. S.V.
56 Organization Behavior - 102
DR. S.V.
57 Organization Behavior - 102