Organizational Behavior GROUP 1
-
Upload
kumarsaurabh94 -
Category
Documents
-
view
225 -
download
0
Transcript of Organizational Behavior GROUP 1
-
8/4/2019 Organizational Behavior GROUP 1
1/66
ORGANIZATIONALBEHAVIOR
Group 1
-
8/4/2019 Organizational Behavior GROUP 1
2/66
Chapters
1. Individual indifferences
2. Values, Attitudes, Moods, and Emotions
3. Perception, Attribution,and the Management of Diversity
-
8/4/2019 Organizational Behavior GROUP 1
3/66
Individual Differences
-
8/4/2019 Organizational Behavior GROUP 1
4/66
Nature of personality
Individuals
Not alike
Environment, instinct and experiences
Emotions and actions
-
8/4/2019 Organizational Behavior GROUP 1
5/66
Determinants of personality
Nature
Biologicalheritage
Nurture
Lifeexperiences
-
8/4/2019 Organizational Behavior GROUP 1
6/66
Interaction
Personality
Feelings
Thoughts
Attitudes
behavior
Situational
factors
-
8/4/2019 Organizational Behavior GROUP 1
7/66
ASA framework
Individualpersonality
Organizationalpersonality
Attraction
Individualpersonality
Organizationalpersonality
Attrition
Similar Not similar
-
8/4/2019 Organizational Behavior GROUP 1
8/66
The BIG five model of personality
Openness
conscientiousness
ExtraversionAgreeableness
Neuroticism
-
8/4/2019 Organizational Behavior GROUP 1
9/66
Openness to experience
Art, emotion, adventure, unusualideas, imagination, curiosity, andvariety of experience
Intellectually curious, appreciative ofart, and sensitive to beauty
More creative and more aware oftheir feelings
-
8/4/2019 Organizational Behavior GROUP 1
10/66
Measures
I have a rich vocabulary
I have a vivid imagination
I have excellent ideas I spend time reflecting on things
I use difficult words
I am not interested in abstractions
I do not have a good imagination
I have difficulty understanding abstract ideas
-
8/4/2019 Organizational Behavior GROUP 1
11/66
Conscientiousness
Self-discipline, act dutifully, and aimfor achievement
Planned rather than spontaneous
behavior
Control, regulate, and direct ourimpulses
Need for Achievement
-
8/4/2019 Organizational Behavior GROUP 1
12/66
Measures
I am always prepared
I am exacting in my work
I follow a schedule
I get chores done right away I like order
I pay attention to details
I leave my belongings around
I make a mess of thingsI often forget to put things back in their proper place
I shirk my duties
-
8/4/2019 Organizational Behavior GROUP 1
13/66
Extraversion
Positive emotions,surgency
Extraverts
Introverts
People
Energy
Enthusiastic
Action-oriented
Lack the social exuberance &
activity levels Quiet, low-key, deliberate, andless involved in the social world
-
8/4/2019 Organizational Behavior GROUP 1
14/66
Measures
I am the life of the party
I don't mind being the center of attention
I feel comfortable around people
I start conversations
I talk to a lot of different people at parties
I am quiet around strangers
I don't like to draw attention to myselfI don't talk a lot
I have little to say
-
8/4/2019 Organizational Behavior GROUP 1
15/66
Agreeableness
Compassionate and
cooperative
Considerate, friendly,
generous, helpful, and willingto compromise their interests
-
8/4/2019 Organizational Behavior GROUP 1
16/66
Measures
I am interested in people
I feel others' feelings
I have a soft heart
I make people feel at ease
I sympathize with others feelings
I take time out for others
I am not interested in other peoples problems
I am not really interested in others
I feel little concern for others
I insult people
I like being isolated
-
8/4/2019 Organizational Behavior GROUP 1
17/66
Neuroticism
Emotional instability
Experience Negative emotions, suchas anger, anxiety, or depression
Think clearly, make decisions, andcope effectively with stress
-
8/4/2019 Organizational Behavior GROUP 1
18/66
Measures
I am easily disturbed
I change my mood a lot
I get irritated easily
I get stressed out easily I get upset easily
I have frequent mood swings
I often feel blue
I worry about thingsI am relaxed most of the time
I seldom feel blue
-
8/4/2019 Organizational Behavior GROUP 1
19/66
Organizationally relevant personality
traits
External
Internal
High
Low
-
8/4/2019 Organizational Behavior GROUP 1
20/66
Nature of ability
Cognitive ability
Motor skill
Physical skill
Physical ability
Emotional intelligence
-
8/4/2019 Organizational Behavior GROUP 1
21/66
Types of Cognitive Ability
-
8/4/2019 Organizational Behavior GROUP 1
22/66
The Determinants of Cognitive and
Physical Abilities
Nature
Biological heritage
Nurture
Education, practice& exercise
-
8/4/2019 Organizational Behavior GROUP 1
23/66
Management ability
-
8/4/2019 Organizational Behavior GROUP 1
24/66
Nature of values
Values
Work values
Intrinsic
Work
Values
Extrinsic
Work
Values
Ethical values
Justice values Utilitarian values
Moral rights values
-
8/4/2019 Organizational Behavior GROUP 1
25/66
Outcome expectations and work
Comfortable existence
Family security
Sense of accomplishment
Self-respect
Social recognition
Exciting Life
-
8/4/2019 Organizational Behavior GROUP 1
26/66
Intrinsic and Extrinsic Work Values
Interesting workand Challengingwork
Learning newthings
Making importantcontributions
Responsibility andautonomy
Being creative
High pay, Jobsecurity & Jobbenefits
Status in widercommunity
Social contacts
Time with family
Time for hobbies
-
8/4/2019 Organizational Behavior GROUP 1
27/66
Work attitudes
-
8/4/2019 Organizational Behavior GROUP 1
28/66
Components of work attitudes
-
8/4/2019 Organizational Behavior GROUP 1
29/66
Work Moods
Excited
Enthusiastic
Active
Strong
Peppy
Elated
Distressed
Fearful
Scornful
Hostile
Jittery
Nervous
PositiveNegative
-
8/4/2019 Organizational Behavior GROUP 1
30/66
Emotions
Intense, short-lived feelings that arelinked to specific cause or antecedent
Emotions can feed into moods
Emotional labor
-
8/4/2019 Organizational Behavior GROUP 1
31/66
Emotional Labor
-
8/4/2019 Organizational Behavior GROUP 1
32/66
Relationships Between Values,
Attitudes, Moods, and Emotions
-
8/4/2019 Organizational Behavior GROUP 1
33/66
Determinants of Job Satisfaction
-
8/4/2019 Organizational Behavior GROUP 1
34/66
Theories of Job Satisfaction
The Facet Model
H
erzbergs Motivator-H
ygiene Theory
The Discrepancy Model
The Steady-State Theory
-
8/4/2019 Organizational Behavior GROUP 1
35/66
Consequences of no Job Satisfaction
-
8/4/2019 Organizational Behavior GROUP 1
36/66
Determinants of Absence from Work
Motivationto attendwork is
affectedby
Jobsatisfaction
Organizationsabsencepolicy
Other factors
Abilityto
attendwork is
affected
by
Illness andaccidents
Transportationproblems
Familyresponsibilities
-
8/4/2019 Organizational Behavior GROUP 1
37/66
Mobleys Model of the Turnover
Process
Jobdissatisfactionexperienced
Evaluationof
alternatives
Comparisonof
alternativeswith present
job
Intentionto
quit/stay
Search foralternatives
Thinkingof
quitting
Evaluationof benefitsand costsof quitting
Intention tosearch foralternatives
Quit/stay
-
8/4/2019 Organizational Behavior GROUP 1
38/66
Consequences of job satisfaction
Organizational
citizenshipbehavior
Employeewell-being
-
8/4/2019 Organizational Behavior GROUP 1
39/66
OrganizationalCommitment
Feelings and
beliefsabout theemploying
organizationas a whole
Affectivecommitment
Continuancecommitment
-
8/4/2019 Organizational Behavior GROUP 1
40/66
Perception
Select, organize, and interpret the input from their
senses to give meaning and order to the world
around them
-
8/4/2019 Organizational Behavior GROUP 1
41/66
Components of perception
-
8/4/2019 Organizational Behavior GROUP 1
42/66
The Accuracy of Perceptions
Not always accurate
Perceptions arecritical for
managerial functions
Accuracy can beimproved by
understanding
Motivating subordinates Treating subordinates
fairly and equitably
Making ethical decisions
what perceptions are
how they are formed what influences them
-
8/4/2019 Organizational Behavior GROUP 1
43/66
Characteristics of the Perceiver That
Affect Perception
Perceiver
Schemas
Motivationalstate
Perceptionof a target
Mood
-
8/4/2019 Organizational Behavior GROUP 1
44/66
Factors That Influence Perception
Characteristics
of the Perceiver
Characteristics
of the Target
Characteristics
of the Situation
Schemas Ambiguity Additionalinformation
Motivational
state
Social status Salience
Mood Use of
impression
management
-
8/4/2019 Organizational Behavior GROUP 1
45/66
Impressions management
People attempt to influence the perceptions of other
people about a person, object or event; they do so
by regulating and controlling information in social
interaction
-
8/4/2019 Organizational Behavior GROUP 1
46/66
Impression Management Tactics
Behavioral
Matching
The target of perception matches
his or her behavior to that of the
perceiver.
A subordinate tries to imitate her bosss
behavior by being modest and soft-spoken
because her boss is modest and soft-spoken.
Self-
Promotion
The target tries to present herself
or himself in as positive a light as
possible.
A worker reminds his boss about his past
accomplishments and associates with co-
workers who are evaluated highly.
Conforming
to Situational
Norms
The target follows agreed-upon
rules for behavior in the
organization.
A worker stays late every night even if she has
completed all of her assignments because
staying late is one of the norms of her
organization.
Appreciating
or FlatteringOthers
The target compliments the per-
ceiver. This tactic works best when
flattery is not extreme and when itinvolves a dimension important
to the perceiver.
A coworker compliments a manager on his
excellent handling of a troublesome employee.
Being
Consistent
The targets beliefs and behaviors
are consistent. There is agreement
between the targets verbal and
nonverbal behaviors.
A subordinate delivering a message to his boss
looks the boss straight in the eye and has a
sincere expression on his face.
-
8/4/2019 Organizational Behavior GROUP 1
47/66
Biases and Problems in Perception
Primacy
Effects
The initial pieces of information
that a perceiver has about a target
have an inordinately large effect on
the perceivers perception and
evaluation of the target.
Interviewers decide in the first few minutes
of an interview whether or not a job candidate
is a good prospect.
Contrast
Effect
The perceivers perceptions of
others influence the perceivers
perception of a target.
A managers perception of an average
subordinate is likely to be lower if that
subordinate is in a group with very high
performers rather than in a group with very
low performers.
Halo
Effect
The perceivers general impression
of a target influences his or her
perception of the target on specific
dimensions.
A subordinate who has made a good overall
impression on a supervisor is rated as
performing high-quality work and always
meeting deadlines regardless of work that is
full of mistakes and late.
-
8/4/2019 Organizational Behavior GROUP 1
48/66
Similar-to-
me Effect
People perceive others who are
similar to themselves more
positively than they perceive those
who are dissimilar.
Supervisors rate subordinates who are similar
to them more positively than they deserve.
Harshness,
Leniency,
Average
Tendency
Some perceivers tend to be overly
harsh in their perceptions, some
overly lenient. Others view most
targets as being about average.
When rating subordinates performances, some
supervisors give almost everyone a poor rating,
some give almost everyone a good rating, and
others rate almost everyone as being about
average.
Knowledge
of Predictor
Knowing how a target stands on apredictor of performance influences
perceptions of the target.
A professor perceives a student more positivelythan she deserves because the professor knows
the student had a high score on the SAT.
-
8/4/2019 Organizational Behavior GROUP 1
49/66
Attribution Theory
Attribution
Externalattribution
Internalattribution
-
8/4/2019 Organizational Behavior GROUP 1
50/66
Diversity Programs
Making explicit and breaking down organizationalmember stereotypes that result in inaccurateperceptions and attributions
Making members aware of different kinds of
backgrounds, experiences, and values
Showing members how to deal effectively withdiversity-related conflicts and tensions
Generally improving members understanding of eachother
-
8/4/2019 Organizational Behavior GROUP 1
51/66
Sexualharassment
Quid proquo
Hostile workenvironment
-
8/4/2019 Organizational Behavior GROUP 1
52/66
Combat Sexual Harassment
Develop a sexual harassment policy
Clearly communicate the organizations sexualharassment policy
Investigate charges of sexual harassment
Take corrective action
Provide sexual harassment training and education
-
8/4/2019 Organizational Behavior GROUP 1
53/66
AMERICAN COMPANIES
SUFFERED IN RECENT YEARS
effort toreduce costs
restructuringand
downsizing
poorleadership
e.g., Kodak;Xerox.
-
8/4/2019 Organizational Behavior GROUP 1
54/66
NEW CHALLENGES
CONFRONTING MANAGERS
IN TODAY'S BUSINESSENVIRONMENT
-
8/4/2019 Organizational Behavior GROUP 1
55/66
THREE DIMENSIONS OFMANAGEMENT
Solutions for management problems byusing innovative technological solutions
Technical, Conceptual, and Human
-
8/4/2019 Organizational Behavior GROUP 1
56/66
ORGANIZATIONAL BEHAVIOR,
ORGANIZATION THEORY (OT),
PERSONNEL/HUMAN RESOURCES(P/HR), AND ORGANIZATION
DEVELOPMENT
Organizationalbehavior is theoreticaland micro-oriented
Organizationalbehavior is theoreticaland micro-oriented
P/HR is applied and micro-oriented
OD is applied and macro-oriented.
-
8/4/2019 Organizational Behavior GROUP 1
57/66
HENRI FAYOL'S CONTRIBUTIONS
TO ORGANIZATIONAL THEORY
He has beencalled thefather of
management
& successfulFrench
industrialist.
HenriFayol's
FourteenManagement
Principles
Given majorclassical
managementconcepts ofplanning,
organizing,developing,
staffing,coordinating,
andbudgeting
(PODSCORB)
-
8/4/2019 Organizational Behavior GROUP 1
58/66
Fourteen Management Principles
Division of work
Authority andresponsibility
Discipline
Unity of command
Unity of direction
Subordination ofindividual interest to
general interest Remuneration of
personnel
Centralization
Scalar chain
Order
Equity
Stability of tenure ofpersonnel
Initiative
Espirt de corps
-
8/4/2019 Organizational Behavior GROUP 1
59/66
Weber Believes AllBureaucracies Have CertainCharacteristics
Max Weber can be classified in the bureaucraticmanagement
He constructed a "rational-legalauthority" model of anideal type bureaucracy.
-
8/4/2019 Organizational Behavior GROUP 1
60/66
FREDERICK W. TAYLOR'S
CONTRIBUTIONS TOORGANIZATIONAL THEORY
Ta lor has bee ter e the
father of scie tific a a e e t
pri ar otivationof an
e ployee was toearnoney
Taylor's ajor techniques inclu ed
ti e and otion
Taylor also pushed stronglyfor standardization in thedesign and useof tools
-
8/4/2019 Organizational Behavior GROUP 1
61/66
Employee been divided into two group.
Experiment group & Control group
-
8/4/2019 Organizational Behavior GROUP 1
62/66
MARY PARKER FOLLET &
HER IMPORTANTORGANIZATIONAL THEORY
Known as mother of Management
-
8/4/2019 Organizational Behavior GROUP 1
63/66
ABRAHAMMASLOW'S
CONTRIBUTIONS TOORGANIZATIONAL THEORY
Need
Safety
Social
Esteem
Self actualization
-
8/4/2019 Organizational Behavior GROUP 1
64/66
DOUGLAS MCGREGOR'S
CONTRIBUTIONS TOORGANIZATIONAL THEORY
Theory x- in its we deals with ve points
Theory Y +ve abt employee
-
8/4/2019 Organizational Behavior GROUP 1
65/66
FREDERICK HERZBERG'SCONTRIBUTIONS TO THE
STUDY OF
ORGANIZATIONALBEHAVIOR
Motivation Need
Hygiene
-
8/4/2019 Organizational Behavior GROUP 1
66/66
THANK
You