Intro, personality, attitude edited

Organisational Behaviour 1

Organisational behavior


Objectives of the subject To introduce the basic processes and principles that

underline human behavior To create an understanding of how people behave in

organization and focus on ways to enhance organizational effectiveness through people.

To understand how to effectively recognize and resolve human issues in organizational settings.

To develop an ability to catalyze harmonious relationship amongst employee groups.

To inculcate learning spirit, constant innovation and concern towards people and environment.


Course content Fundamentals Perception Attitude Personality Motivation Learning Reward system Group dynamics Interactive conflict & negotiation skills Transaction analysis Leadership Managing change


Managers role

Interpersonal role – figurehead, liaison, leader Information role – recipient, disseminator,

spokes person Decision role – entrepreneurial, disturbance

handler, resource allocator, negotiator. Management skills: Technical, human,

conceptual skills


Meaning

Is the study and application of knowledge about how people- as individuals and as groups – act within organizations.


Definition

The understanding, prediction, and management of human behaviour.


THEORETICAL Organizational Theory (OT)

Organizational Behaviour (OB)

APPLIEDOrganizational Development

(OD)

Personnel/ Human resources

(P/HR)

MACRO MICRO


Contribution from other disciplines

Psychology Sociology Socio Psychology Anthropology Political science


Importance

Smooth conduct of organizational activities Coordination Efficiency


Goals of organizational behaviour

Describe Understand Predict Control


Characteristics

Interdisciplinary nature- integrate the behavioral science with other social sciences.

Emerging bases of research knowledge and conceptual framework


Elements of Organizational behaviour People Structure Technology Environment Organization

People

TechnologyStructure En

viro

nmen

t Environment

Environment


Evolution Plato –Leadership qualities Aristotle -persuasive communication. Niccolò Machiavelli (Italian philosopher ,6th century) -

Contemporary work on organizational power and politics. Adam Smith (In 1776) -Organizational structure based on

the division of labour. Max Weber(German sociologist) -charismatic leadership. Robert Owen (1800)- -emphasized the human needs Frederick Winslow Taylor(1900- Father of Scientific

Management) -goal setting and rewards to motivate employees.

Elton Mayo , 1920 and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States.


Though it traces its roots back to Max Weber and earlier, organizational studies is generally considered to have begun as an academic discipline with the advent of scientific management in the 1890s, with Tayl The Greek philosopher Plato wrote about the essence of leadership.

Prominent early scholars included Chester Barnard, Henri Fayol, Frederick Herzberg, Abraham Maslow, David McClelland, and Victor Vroom.

The Second World War further shifted the field, as the invention of large-scale logistics and operations research led to a renewed interest in rationalist approaches to the study of organizations


In the 1960s and 1970s, the field was strongly influenced by social psychology and the emphasis in academic study was on quantitative research.

Starting in the 1980s, cultural explanations of organizations and change became an important part of study. Qualitative methods of study became more acceptable, informed by anthropology, psychology and sociology.


Hawthorne experiment (Henry A. Landsberger )Study Outcome

Changes in illumination Productivity increased(1927-32)

Motivational effect of the interest being shown in them

productivity varied(2009) Other factors such as the weekly cycle of work or the seasonal temperature and so the initial conclusions

were overstated and the effect was weak or illusory Relay assembly test.1.Changes in wages (Paid for overall Production)2. Increased the break time (two 5 minutes, two 10 minutes, six 5 minutes)3.Providing food during breaks4.Shortening the day time for 30 Minutes, Shortening more, returning to original

1. Increased productivity

2. Increased- Increased- decreased

3. Increased 4.Increased- increased-

peaked up

The workers felt that they are being watchedOrder of preference1. Small group2. Type of supervision3. Earnings4. Novelty of the situation5. Interest in the experiment6. Attention received in the test room

Bank wiring room experiments Productivity decreased Feared that some of them would be fired ou

Interview with workers Upward communication increase positive attitude in the work environment

The workers feel pleased that their ideas are being

heard.


Models of OB

Autocratic Custodial Supportive Collegial


Models of Organizational Behaviour

Autocratic Custodial Supportive CollegialBasis of model Power Economic

resourcesLeadership Partnership

Managerial Orientation

Authority Money Support Teamwork

Employee orientation

Obedience Security and benefits

Job performance Responsible behaviour

Employee psychological result

Dependence on Boss

Dependence on organization

Participation Self-discipline

Employee needs met

Subsistence Security Status and recognition

Self-actualization

Performance result

Minimum Passive cooperation

Awakened drives Moderate enthusiasm


Perception


Perception process: Nature and importance, Perceptual selectivity, Perceptual organisation, Social perception, The Halo effect


Perception

Perception is the process by which organisms interpret and organize sensation to produce a meaningful experience of the world.


Nature and importance Unique representation of the situation Recognition of the difference between real and

perceptual world Example: universal perception on certain

situation Better understanding of the concepts is

important To understand the difference between sensation

and perception


Sensation Vs Perception

The data collected through the sensory organs must be processed in order to understand the world around them.

Sensation deals with physiological functioning. Perception is more broader than sensation

Example: A subordinate’s answer to a question is based on what he heard the boss says, not on what the boss actually said.


Sub processes of Perception

Confrontation of specific stimulus

(e.g., Supervisor or new procedure)

Interpretation of the stimulus

(e.g., motivation, learning

And personality)

FeedbackFor clarification

(e.g., kinesthetic orPsychological)

Behavior(e.g., over such as

Rushing off or covert such as attitude)

Consequence(e.g., reinforcement/

Punishment or Some organisational

outcome

Registration Of Stimulus

(e.g., sensory and Neural mechanisms)

EXTERNALENVIRONMENTALSensual Stimulation

Physical Environment Office Factory Floor Research methodology Store, etc

Sociocultural Environment Management styles values Discrimination, etc


Perceptual selectivityExternal attention factors Intensity Size Contrast Repetition Motion Novelty & familiarity Internal set factors Learning and perception Perceptual set in the workplace Motivation and perception M-A-C-H-I-N-E-R-Y Personality &perception

TURN OFF THE

THE ENGINE


Perceptual Organisation

Figure- Ground Perceptual grouping – Closure, Continuity,

Proximity, Similarity Perceptual constancy Perceptual context Perceptual defense- Denial, modification &

distortion, change in perception, recognition but refusal to change


Social perception Characteristics of Perceiver and Perceived

Knowing oneself makes it easier to see others accurately One’s own characteristics affect the characteristics one is likely to see in others People who accept themselves are more likely to be able to see favorable aspects of

other people Accuracy in perceiving others is not a single skill.

Persons being perceived Status of the person perceived The role of the perceived Visible traits of the person perceived

Attribution- explaining the cause of another’s or their own behaviour- dispositional & situational

Stereotyping Halo effect


DO NOT READ the words, say aloud the COLOR of each word.

YELLOW BLUE ORANGEBLACK RED GREENPURPLE YELLOW REDORANGE GREEN BLACKBLUE RED PURPLEGREEN BLUE ORANGE

This is a type of psycholinguistic test that poses some difficulty because the portion of the brain that handles language has the conflicting tasks of verbalizing the colour of the written words while ignoring the meaning of words representing colors.


Impression management/ self presentation The process of impression management

The self-concept, desired & undesired identity images, role constraint, target’s value and current social image

Employee impression management strategies

Demotion- preventative strategy – accounts, apologies, disassociation

Promotion- enhancing strategies – entitlements, enhancement, obstacle disclosure, association


Personality

What is Personality?

How would you describe it?

Is it inherited? Are you more like your mom or dad?

Does it change over time?

Does it change depending on who you are with?


Per sona – to speak through How people will affect others and how they

understand and views themselves, as well as their pattern of inner and outer measurable traits and the person situation interaction

Definition: The unique qualities of an individual and how those

qualities affect understanding of themselves and others

The Role of Heredity and the BrainExternal appearance – due to genetics Internal characteristics – nature vs. nurture – Twin

Studies show that 40% are fixed…60% developable


Personality TheoriesTrait Theory - understand individuals by

breaking down behavior patterns into observable traits

Psychodynamic Theory - emphasizes the unconscious determinants of behavior

Humanistic Theory - emphasizes individual growth and improvement

Integrative Approach - describes personality as a composite of an individual’s psychological processes

Personality- SummaryThe Four Perspectives on Personality

Perspective Behavior Springs From Assessment Techniques Evaluation

Psychoanalytic Unconscious conflicts Projective tests aimed at A speculative, hard-to-test between pleasure-seeking revealing unconscious theory with enormous cul-

impulses and social restraints motivations tural impact

Trait Expressing biologically (a)Personality inventories A descriptive approach crit- influenced dispositions, such that assess the strengths icized as sometimes under-

as extraversion or introversion of different traits estimating the variability (b)Peer ratings of behavior of behavior from situation patterns to situation

Humanistic Processing conscious feelings (a)Questionnaire A humane theory that about oneself in the light of assessments reinvigorated contemporary

one’s experiences (b)Empathic interviews interest in the self; criticized as subjective and sometimes naively self-centered and

optimistic

Social-cognitive Reciprocal influences between (a)Questionnaire assessments Art interactive theory that in- people and their situation, of people’s feelings of control tegrates research on learning,

colored by perceptions of (b) Observations of people’s cognition, and social behavior, control behavior in particular criticized as underestimating

situations the importance of emotions and enduring traits


Self-concept

Self-concept: attempts to understand themselves

Self- esteem: self-perceived competence and self-image

Self- efficacy: capable and confident of performing well in a situation

Start with Nature, Then Add Nurture

How much of your personality was developed, learned, strengthened over time?

Socialization trains us how to act in relationship to others. Parents are our first teachers.

How much of personality is based on genetics?

Is Personality Changeable?

30

30

40geneticstrained-permanenttrained-adjustable

Big five Extraversion- sociable, talkative, assertive Agreeableness-Good-natured, cooperative, and trusting Conscientiousness –responsible, dependable, persistent Emotional stability –less tensed, secured, less nervous Openness to experience- imaginative, artistically sensitive



Person – situation concept

Each situation is different Same person can react differently for

same incident in different occasion Personality is very diverse and complex


Development of personality & socialization

Adult life stage ( Daniel Levinson) Stages

Entering the adult world( 22-28) Settling down (33-40) Entering middle adulthood (45-50) Culmination of middle adulthood(55-60)

Transitional periods Age thirty transition (28-33) Midlife transition(40-45) Age-fifty transition (50-55) Late adult transition (60-65)


Douglas T. Hall’s career stage model

Exploration

Maintenance

Stagnation?

Decline

Age 15 20 25

45 65

Needs Identity Intimacy Generality Integrity

Trial

Esta

blishmen

t

G

rowth?

Adva

ncemen

t

Em

ploy

ee w

ork

perfo

rman

ce

High


Development of personality & socialization

The Chris Argyis Immaturity- Maturity Continuum

Immaturity Characteristics Maturity Characteristic

Passivity Activity

Dependence Independence

Few ways of behaving Diverse behavior

Shallow interests Deep interest

Short time perspective Long time perspective

Subordinate position Super ordinate positionLack of self- awareness Self- awareness and control

The socialization process

The continuous impact from the environment Organisational socialization

Change of attitudes, values and behaviour Continuity of socialization over time Adjustments to new jobs, work groups and

organisational practices Mutual influence between new recruits and their

managers Criticality of the earlir socialization period


For successful organizational socialization Provide a challenging first job Provide relevant training Provide timely and consistent feedback Select a good supervisor to be in charge of

socialization Design a relaxed orientation program Place new work group in work groups with high

morale.


Personality Characteristics in Organizations

Self-EsteemFeelings of Self Worth

Success tendsto increaseself-esteem

Failure tendsto decreaseself-esteem


Locus of ControlInternal ExternalI control what

happens to me!

People and circumstances control

my fate!

Outcomes of Personal Control

Learned HelplessnessLearned Helplessness

Uncontrollablebad events

Perceivedlack of control

Generalizedhelpless behavior

Important IssueImportant Issue• Nursing Homes

• Prisons•Colleges


Generalized Self-Efficacy - beliefs and expectations about one’s ability to accomplish a specific task effectively

Sources of self-efficacy Prior experiences and prior success Behavior models (observing success) Persuasion Assessment of current physical & emotional

capabilities


Self-MonitoringBehavior based on cues from people & situations

High self monitors flexible: adjust

behavior according to the situation and the behavior of others

can appear unpredictable & inconsistent

Low self monitors act from internal states

rather than from situational cues

show consistency less likely to respond

to work group norms or supervisory feedback


Positive Affect - an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general

Negative Affect - an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general


A strong situation can

overwhelm the effectsof individual personalitiesby providing strong cues

for appropriate behavior


Strong personalitieswill dominate

in a weaksituation

How is Personality Measured?

Projective Test - elicits an individual’s response to abstract stimuli

Behavioral Measures - personality assessments that involve observing an individual’s behavior in a controlled situation

Self-Report Questionnaire - assessment involving an individual’s responses to questions

Myers-Briggs Type Indicator (MBTI) - instrument measuring Jung’s theory of individual differences.

Discussion Questions

Do you feel organizations should hire people based upon their personality characteristics?

What are the issues with this?

When people are hired into a job (e.g., engineering) do you think the personality is attracted to the job, or the job shapes the personality? Why?

“I didn’t used to me this way until I started working here.”


Attitude


A persistent tendency to feel and behave in a particular way toward some objectCharacter

Tend to persist unless something is done to change them

Can fall anywhere along a continuum from favorable to unfavorable

Directed toward some object about which a person has feeling and beliefs


Components

Emotional- positive, negative, neutral

Informational- beliefs and information

Behavioural – person’s tendencies to behave in a particular way toward


Functions of attitude

The adjustment function

The Ego-defensive function

The value- expression function

The knowledge function


Change in attitude Barriers to changing attitudes

Prior commitment Insufficient information

Providing new information Use of fear Resolving discrepancies Influence of friends and peers The coopting approach


Job satisfaction

A pleasurable or positive emotional state resulting from appraisal of one’s job or job experience

Dimension An emotional response to job situation How well the outcomes meet or exceed expectations Represents several related attitudes

The work itself, pay, promotion opportunities, supervisor, coworkers


Influences on job satisfactions

The work itself Pay Promotional opportunities Supervision WorkgroupWorking conditions


Outcomes of job satisfaction

Satisfaction and productivity Satisfaction and turnover Satisfaction and absenteeism Other effects of job satisfaction

Fewer accidentsCitizenship behaviour


Organizational commitment

Strong desire to remain a member of a particular organization

Willing to exert a high level of efforts Definite belief in and acceptance of the

values and goals of the organization

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