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Organisational Behaviour

Organisational Behaviour. Course Content. 100 Marks – 60 marks written exam and 40 marks internal assessment. Introduction to OB Personality Perception Attitude and Values Motivation Concepts Group Behaviour and Group Dynamics Organisational Design Leadership Organisational Development.

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Organisational Behaviour

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  1. Organisational Behaviour

  2. Course Content • 100 Marks – 60 marks written exam and 40 marks internal assessment. • Introduction to OB • Personality • Perception Attitude and Values • Motivation Concepts • Group Behaviour and Group Dynamics • Organisational Design • Leadership • Organisational Development

  3. Reference Books • Understanding Organisational Behaviour – Udai Pareekh • Organisational Behaviour - Stephen P. Robbins • Organisational Behaviour – Fred Luthans • Organizational Behaviour- Newstrom • Organizational Behaviour- Uma Sekaran

  4. Course Content • 100 Marks – 60 marks written exam and 40 marks internal assessment. • Introduction to OB • Personality • Perception Attitude and Values • Motivation Concepts • Group Behaviour and Group Dynamics • Organisational Design • Leadership • Organisational Development

  5. Introduction to OB – Learning Objectives • Define Organisational Behaviour • Describe what Managers do • Explain the value of the systematic study of OB • List the major challenges and opportunities for the managers to use OB concepts • Identify the contributors made by major behavioural science discipline to OB • Describe why mangers require a knowledge of OB

  6. What Managers DO??? • Planning • Organising • Leading • Controlling • MINTZBER’S MANGERIAL ROLES

  7. Activity 1 Write down 10 roles which makes manager effective and successful??? Time – 5 Min

  8. Organisational Behaviour • Organisational Behaviour is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s effectiveness. • OB is concerned with the study of what people do in an organisation and how that behaviour affects the performance of the organisation. • It emphasises behaviour as related to concerns such as jobs, , work, absenteeism, employment turnover, productivity, human performance and management.

  9. Activity - 2 Write two different incidents when you predicted someone’s behaviour and your prediction was correct and when your prediction was wrong. Time – 5 Min

  10. Few Questions to Ponder??? • How many of have attempted to interpret what you see? • How many of you predict behaviour / actions of others? • How many times it was correct and how many times it was wrong? • How well did you know those people whose behaviour you predicted correctly? • How well did you know those people whose behaviour you predicted wrongly? • How many times you felt that behaviour displayed by others is irrational?

  11. Replacing Intuition with Systematic Study • You watch what others do and try to explain to yourself why they have engaged in their behaviour. • Unfortunately our casual or commonsense approach to reading others can often lead to erroneous predictions. • You can improve your ability by replacing your intuitive opinions with a more systematic approach. • Behaviour generally is predictable if we know how the person perceived the situation and what is important o him or her

  12. Replacing Intuition with Systematic Study • There are differences between individuals however there are certain fundamental consistencies underlying the behaviour of all individuals that can be identified • These fundamental consistencies are very important because they allow predictability. • Examples • Behaviour is generally predictable and the systematic study of behaviour is a means to making reasonably accurate predictions.

  13. Bases of OB • Psychology: The science or study of individual human behaviour • Sociology: The study of group human behaviour • Social Psychology: Studies influences of people on one another • Anthropology:Study of the human race, and culture • Political Science:Behaviour of individuals in political environment

  14. Bases of OB

  15. Challenges and Opportunities for OB • Responding to globalisation • Managing workforce diversity • Improving quality and productivity • Responding to skilled labour shortage • Improving customer service • Improving people skills • Empowering people • Coping with ‘Temporariness’ • Stimulating Innovation and Change • Helping employees balance work/life conflicts • Improving ethical behaviour

  16. OB Model Organisation System Level Group Level Individual Level

  17. OB Model – Individual Level • Values • Attitude • Personality Types and Emotions • Perception and Individual Decision Making • Motivation

  18. OB Model – Group Level • Foundation of Group behaviour • Understanding work teams • Communication • Power and Politics • Leadership • Conflict and Negotiation

  19. OB Model – Organisation System Level • Organisation Structure • Organisation Design • Organisation Development

  20. Activity - 3 Case Study

  21. Course Content • 100 Marks – 60 marks written exam and 40 marks internal assessment. • Introduction to OB • Values and Attitude • Personality • Perception • Motivation Concepts • Group Behaviour and Group Dynamics • Organisational Design • Leadership • Organisational Development

  22. Value – Corporate Value The Operating philosophies or principles that guide an organisation’s internal conduct as well as its relationship with its customers, partners, and shareholders.

  23. Attitude • Attitudes are evaluative statements – either favorable or unfavorable – concerning objects, people, or situation. • Attitudes reflect how one feels about something. • Components of Attitude • Cognitive Component - Belief • Affective Component – Emotion or feeling • Behavioural Component • In organisation, Attitudes are important because they affect Job behaviour

  24. Types Of Attitude • Job Satisfaction • Job Involvement • Organisational Commitment

  25. Personality • Dynamic concept describing growth and development of a person’s whole psychological system . • “Personality is the sum total of ways in which an individual REACTS and INTERACTS with others.”

  26. What Determines The Personality? Heredity Environment Situation

  27. Personality Traits Models Model 1 - MBTI Model 2 - Big Five

  28. Myers-Briggs Type Indicator Extrovert (E) Type of Social Interaction Introvert (I) Sensing (S) Preference for Gathering Data Intuitive (N) Feeling (F) Preference for Decision Making Thinking (T) Perceptive (P) Style of Decision Making Judgmental (J)

  29. Myers-Briggs Type Indicator Extroversion Introversion Interest Orientation E I Talkative, Sociable, Friendly, Outspoken Shy, Reserved, Quite,

  30. Myers-Briggs Type Indicator Sensing iNtuition Information S N Organised, Focus Detail Require more information Prefer to interpret from less information, Able to take foresee

  31. Myers-Briggs Type Indicator Feeling Thinking Decision T F Priorities based on personal importance and values, First look at the people and special circumstances Reliability of logical order – cause and effect, Logic and consistency

  32. Myers-Briggs Type Indicator Judgment Perception Environment Orientation J P Prefer to get things decided systematic planning Less Flexible Spontaneity Curious Stay open to new information, Flexible

  33. Big Five Model 1 3 2 Conscientiousness Extroversion Agreeableness 5 4 Emotional stability Openness to Experience

  34. The Big Five Personality Dimensions • Extroversion:Outgoing, talkative, sociable, assertive • Agreeableness:Trusting, good natured, cooperative, soft hearted • Conscientiousness:Dependable, responsible, achievement oriented, persistent • Emotional stability:Relaxed, secure, unworried • Openness to experience:Intellectual, imaginative, curious, broad minded

  35. Locus of Control Self-Esteem Machiavellian Personality Self Monitoring Risk Propensity Type A and Type B Personality Major Personality Attributes Influencing OB Other Key Personality Attributes

  36. Locus of Control • Internal locus of control: belief that one controls key events and consequences in one’s life. • External locus of control: One’s life outcomes attributed to environmental factors such as luck or fate. As per 11th Edition

  37. JOB SUITABILITY • INTERNALS • Professional jobs • Managerial jobs • EXTERNALS • Structured jobs • Routine jobs As per 11th Edition

  38. Machiavellianism • Characteristics: • Pragmatic • Maintains emotional distance • Believes that ends can justify the means • Manipulate more • Win more • Persuaded less • Persuade others more As 11th per Edition

  39. Job Suitability • For High Machs • Job requiring bargaining skills • Or that offer substantial rewards for winning

  40. Self Esteem • The degree to which a person likes or dislikes himself • They believe that they possess the ability they need to succeed at work • And more likely to choose unconventional jobs than people with low self esteem • It is directly related to expectations for success • Two types • High Self Esteem • Low self Esteem

  41. High Self Esteem • They believe that they possess the ability they need to succeed at work • And more likely to choose unconventional jobs than people with low self esteem • They will not be susceptible to the external influences • They are more satisfied with their job

  42. High Self Monitoring • Capable of presenting striking contradictions between their public persona & private self • Capable of putting different “faces” for different audiences

  43. A & B Types of Personality • Type ‘A’ • Suffer high level of stress • Quantity over quality • Time pressure/deadlines • Rarely creative • Poor decision makers • Behavior is easier to predict • Type ‘B’ • Difficult to predict behavior • Good decision makers • Quality of work • No compromise on health • Wiser than hasty • Creative / innovative solutions to same problem

  44. Perception and Individual Decision Making TWELFTH EDITION

  45. What Is Perception, and Why Is It Important? • People’s behavior is based on their perception of what reality is, not on reality itself. • The world as it is perceived is the world that is behaviorally important. Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

  46. Person Perception: Making Judgments About Others Attribution Theory When individuals observe behavior, they attempt to determine whether it is internally or externally caused. Distinctiveness: shows different behaviors in different situations. Consensus: response is the same as others to same situation. Consistency: responds in the same way over time.

  47. Attribution Theory

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