Ob3 ORGANIZATIONAL BEHAVIOR 3
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Transcript of Ob3 ORGANIZATIONAL BEHAVIOR 3
ORGANIZATIONAL BEHAVIOR
• By sujith bhaskar R
FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS
SELECTIVE PERCEPTION
PEOPLE SELECTIVELY INTERPRET WHAT THEY SEE ON THE BASIS OF THEIR INTERESTS, BACKGROUND, EXPERIENCE, AND ATTITUDES.
HALO EFFECT
DRAWING A GENERAL IMPRESSION ABOUT AN INDIVIDUAL ON THE BASIS OF A SINGLE CHARACTERISTIC.
FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS
CONTRAST EFFECTS
EVALUATIONS OF A PERSON’S CHARACTERISTICS
THAT ARE AFFECTED BY COMPARISONS WITH OTHER
PEOPLE RECENTLY ENCOUNTERED WHO RANK
HIGHER OR LOWER ON THE SAME CHARACTERISTICS.
FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS
PROJECTION
ATTRIBUTING ONE’S OWN CHARACTERISTICS TO OTHER PEOPLE.
STEREOTYPING
JUDGING SOMEONE ON THE BASIS OF ONE’S PERCEPTION OF THE GROUP TO WHICH THAT PERSON BELONGS.
SPECIFIC APPLICATIONS IN ORGANIZATIONS
EMPLOYMENT INTERVIEW
PERFORMANCE EXPECTATIONS
PERFORMANCE EVALUATION
EMPLOYEE EFFORT
EMPLOYEE LOYALTY
AMBIGUOUS PICTURE OF A YOUNG WOMAN AND AN OLD WOMAN.(SOURCE: EDWIN G. BORING, “A NEW AMBIGUOUS FIGURE,” AMERICAN JOURNAL OF PSYCHOLOGY, JULY 1930, P. 444. ALSO SEE ROBERT LEEPER, “A STUDY OF A NEGLECTED PORTION OF THE FIELD OF LEARNING - THE DEVELOPMENT OF SENSORY ORGANIZAITON,” JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P. 62. ORIGINALLY DRAWN BY CARTOONIST W.E. HILL AND PUBLISHED IN PUCK, NOVEMBER 6, 1915.)
CLEAR PICTURES OF THE YOUNG WOMAN AND OLD WOMAN.( SOURCE : ROBERT LEEPER, “A STUDY OF A
NEGLECTED PORTION OF THE FIELD OF LEARNING -
THE DEVELOPMENT OF SENSORY ORGANIZATION,”
JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P.
62. )
THE RATIONAL DECISION-MAKING PROCESS
RATIONAL
REFERS TO CHOICES THAT ARE CONSISTENT AND VALUE MAXIMIZING.
RATIONAL DECISION-MAKING
A DECISION-MAKING MODEL THAT DESCRIBES HOW INDIVIDUALS SHOULD BEHAVE IN ORDER TO MAXIMIZE SOME OUTCOME.
STEPS IN THE RATIONAL DECISION-MAKING MODEL
DEFINE THE PROBLEM
IDENTIFY THE DECISION CRITERIA
ALLOCATE WEIGHTS TO THE CRITERIA
DEVELOP THE ALTERNATIVES
EVALUATE THE ALTERNATIVES
SELECT THE BEST ALTERNATIVE
ASSUMPTIONS OF THE MODEL
PROBLEM CLARITY
KNOWN OPTIONS
CLEAR PREFERENCES
CONSTANT PREFERENCES
NO TIME OR COST CONSTRAINTS
MAXIMUM PAYOFF
CREATIVITY IN DECISION MAKING : DEFINITION
THE ABILITY TO COMBINE IDEAS IN A UNIQUE WAY
OR TO MAKE UNUSUAL ASSOCIATIONS BETWEEN
IDEAS.
DECISION MAKING ORGANIZATIONS
BOUNDED RATIONALITY
INTUITION
PROBLEM IDENTIFICATION
ALTERNATIVE DEVELOPMENT
MAKING CHOICES
ESCALATION OF COMMITMENT
BOUNDED RATIONALITY
INDIVIDUALS MAKE DECISIONS BY CONSTRUCTING SIMPLIFIED MODELS THAT EXTRACT THE ESSENTIAL FEATURES FROM PROBLEMS WITHOUT CAPTUREING ALL THEIR COMPLEXITY.
THE SATISFICING DECISION MAKER SETTLES FOR THE FIRST SOLUTION THAT IS “GOOD ENOUGH”.
INTUITIVE DECISION MAKING
AN UNCONSCIOUS PROCESS CREATED OUT OF DISTILLED EXPERIENCE.
INTUITION IS NOT INDEPENDENT OF RATIONAL ANALYSIS. THE TWO COMPLEMENT EACH OTHER.
MAKING CHOICES
HEURISTICS
JUDGMENTAL SHORTCUTS IN DECISION MAKING.
AVAILABILITY HEURISTICTHE TENDENCY FOR PEOPLE TO BASE THEIR JUDGMENTS ON INFORMATION THAT IS READILY AVAILABLE TO THEM.
REPRESENTATIVE HEURISTICASSESSING THE LIKELIHOOD OF AN OCCURRENCE BY DRAWING ANALOGIES AND SEEKING IDENTICAL SITUATIONS WHERE THEY DON’T EXIST.
ESCALATION OF COMMITMENT
AN INCREASED COMMITMENT TO A PREVIOUS
DECISION IN SPITE OF NEGATIVE INFORMATION.
ORGANIZATIONAL CONSTRAINTS : DECISION MAKING
PERFORMANCE EVALUATION
REWARD SYSTEMS
PROGRAMMED ROUTINES
SYSTEM-IMPOSED TIME CONSTRAINTS
HISTORICAL PRECEDENTS
FACTORS AFFECTING ETHICAL DECISION-MAKING BEHAVIOR
STAGE OF MORAL DEVELOPMENT
ORGANIZATIONAL ENVIRONMENT
LOCUS OF CONTROL
ETHICAL DECISION-MAKING BEHAVIOR
PERCEPTION : DEFINITION
PERCEPTION CAN BE DEFINED AS THE PROCESS THROUGH WHICH PEOPLE SELECT, ORGANIZE AND INTERPRET OR ATTACH MEANING TO EVENTS HAPPENING IN THE ENVIRONMENT.
THIS ORGANIZATIONAL BEHAVIOR TEXT AND CASES
UMA SEKARAN
HONING PERCEPTUAL SKILLS KNOWING AND PERCEIVING ONESELF
ACCURATELY
BEING EMPATHIC
HAVING POSITIVE ATTITUDES
ENHANCING ONE’S SELF-CONCEPT
MAKING A CONSCIOUS EFFORT TO AVOID THE POSSIBLE COMMON BIASES IN PERCEPTION
COMMUNICATING WITH EMPLOYEES TO ERASE INCORRECT PERCEPTIONS, AND
AVOIDING ATTRIBUTIONS.
SUBPROCESSES OF PERCEPTION
EXTERNAL
EBVIRON-
MENT
STIMULUS
OR
SITUATION
CONFRONTATION
OF SPECIFIC
STIMULUS
REGISTRATION
OF STIMULUS
INTERPRETATION
OF STIMULUS
FEEDBACK
FOR CLARI-
FICATION
BEHAVIOR
CONSEQUENCE/S
THE JOHARI WINDOW
ASPECTS OF ME THAT:
PUBLIC AREA BLIND AREA
PRIVATE AREA DARK AREA
OTHERS KNOW
OTHERS DON’T KNOW
MODEL OF PERCEPTUAL PROCESSPERCEIVED CHARACTERISTICS OF
STIMULI OR INPUTS
SIZE STATUS
INTENSITY APPEARANCE
REPETITION CONTRAST
NOVELTY MOTION
PERCEPTUAL MECHANISMS
SELECTION INTERPRETATION
ORGANISATION
PERCEPTUAL INPUTS OR STSTIMULI
OBJECTS
EVENTS
PEOPLE
PERCEPTUAL OUTPUTS
ATTITUDES
OPINIONS
FEELINGS
VALUES
BEHAVIOUR
CHARACTERISTICS OF THE SITUATION
- PHYSICAL
- SOCIAL
- ORGANISATIONAL
- TIMING
- ORGANISATIONAL ROLES
PERCEIVERS CHARACTERISTICS
1. NEEDS & MOTIVES
2. SELF-CONCEPT
3. PAST EXPERIENCE
4. PSYCHOLOGICAL OR EMOTIONAL STATE
5. OTHER PERSONALITY ROLES
CASE STUDIES : OB
Dr. T.V.RAO.
A good way to learn from cases is to analyze each caseand the following questions may be asked:
1. What is the problem? What is the organization or themanager in the case should be concerned about?
2. What will happen if the organization /manager lets thinggo on as they are?
3. What are the events that have led upto this situation?4. What are the competency gaps of various individuals in
performing their roles?5. What organization polices seem to effect the individuals
in the case?6. What are the points of view adopted that have led to the
present situation? Which of these are desirable or lessdesirable?
7. What can be done to solve the problem? Who shouldinitiate action? How? With what anticipatedconsequences?
8. What is the role of HR Manager?9. What things should change in the organization? What
should change in different individuals involved in thecase in terms of their attitudes, valves, perceptions etc.?
10. What lessons can be drawn from this case for theorganization, the line manager, and the HR Manager?
United States
Australia
Canada
Britian
Netherlands
Singapore
Germany
France
Honkong
Japan
Italy
Taiwan
Soth Korea
0 5 10 15 20 25 30 35
FIGURE 1.1The distribution(per 100 people,1995) of computers around the world.(Source: WorldEconomic Forum,1996.)
Presence of Tension
• Gap between vision & reality
• Questioning / Inquiry
• Challenging Status Quo
• Critical Reflection
Systems Thinking
• Shared vision
• Holistic Thinking
• Openness
Cultural Facilitating Learning
• Suggestions
• Team Work
• Empowerment
• Empathy
FIGURE 2.2Characteristics of learningorganizations. (source: Adapted from Fred Luthans, micheal J. Rubach, and Paul Marsnik, “Going BeyondTotal Quality: The Characteristics,Techniques, and Measures of Learning Organizations. “The international Journal of Organzational Analysis Jan’1995
LEARNINGORGANIZATION
VALUES, ATTITUDES AND JOB SATISFACTION
“A VALUE IS A VALUE FOR ME ONLY WHEN I SEE
THE VALUE OF THE VALUE AS VALUABLE TO ME.”
SWAMI DAYANANDA
THE VALUE OF VALUES
SRI GANGA DHARE SWAR TRUST
PURANI JHADI RISHIKESH
“WHEN YOU PREVENT ME FROM DOING ANYTHING
I’WANT TO DO, THAT IS PERSECUTION; BUT WHEN I
PREVENT YOU FROM DOING ANYTHING YOU WANT
TO DO, THAT IS LAW, ORDER AND MORALS.”
- G. B. SHAW
VALUES
BASIC CONVICTIONS THAT A SPECIFIC MODE OF
CONDUCT OR END-STATE OF EXISTENCE IS
PERSONALLY OR SOCIALLY PREFERABLE TO AN
OPPOSITE OR CONVERSE MODE OF CONDUCT OR
END-STATE OF EXISTENCE.
VALUE SYSTEM
A HIERARCHY BASED ON A RANKING OF AN
INDIVIDUAL’S VALUES IN TERMS OF THEIR
INTENSITY.
TYPES OF VALUES
TERMINAL VALUESDESIRABLE END-STATES OF EXISTENCE; THE GOALS THAT A PERSON WOULD LIKE TO ACHIEVE DURING HIS OR HER LIFETIME.
INSTRUMENTAL VALUESPREFERABLE MODES OF BEHAVIOR OR MEANS OF ACHIEVING ONE’S TERMINAL VALUES.
A FRAMEWORK OF ASSESSING CULTURES
POWER DISTANCE
INDIVIDUALISM
COLLECTIVISM
QUANTITY OF LIFE
QUALITY OF LIFE
UNCERTAINTY OF EVIDENCE
LONG TERM ORIENTATION
SHORT TERM ORIENTATION