ORGANISATIONAL BEHAVIOUR

– an
Overview
 ORGANISATIONAL BEHAVIOUR - Course Content- 100 marks
 
1.        Introduction to O.B.: Origin, Nature and Scope of Organizational Behaviour
and its relevance to Organizational Effectiveness and contemporary
issues
 
2.        Personality: Meaning and determinants of Personality; process of Personality
formation; Personality Types;Assessment of Personality Traits for
increasing Self-Awareness
 
3.        Perception: Attitude and Value, Perceptual Processes, Effect of perception on
Individual decision-making, Attitude and Behaviour. Sources
of Value, Effect of Values on Attitudes and Behaviour,Effects
of Perception, Attitude and Values on Work Performance
 
4.    Motivation Concepts: Motives, Theories of Motivation and their applications for
behavioural Change
 
5. Group Behaviour : Work groups, formal and informal groups and stages of
& Group Dynamics group development: Concepts of Group Dynamics, group
conflicts and group decision-making.
Team Effectiveness: High Performing Teams, Team Roles,
Cross-functional and self-directed Teams
 
6. Organizational Design: Structure, size, technology, environment of Organizations:
Organizational Roles: concept of Roles; role dynamics, role
Conflicts and stress and organizational conflicts
 
7.    7. Leadership: Concepts and skills of Leadership; Leadership and Managerial
roles, Leadership styles and effectiveness; contemporary issues of
leadership. Power and Politics; sources and uses of Power; politics
at workplace; tactics and strategies
 
Reference Texts
 
1.        Understanding Organizational Behaviour- Udai Pareek
2.        Organizational Behaviour- Stephen Robbins
3.        Organizational Behaviour- Fred Luthans
4.        Organizational Behaviour- Newstrom
5.      Organizational Behaviour- Uma Sekaran
 Organisational Behaviour
Definition-O.B. is a systematic study
of the actions and reactions of
individuals,groups and subsystems
PEOPLE-consist of individual
employees, dyads, groups and teams
who have to get the work done as
well as those outside the organization
like customers and government
officials
Organisational Behaviour
JOBS AND TASKS-
JOB- is the sum total of an individual’s
assignment at the workplace
TASKS-are the various activities that need
to be performed to get the job done.
TECHNOLOGY-is the mechanism
through which the raw input is converted
into finished products
STRUCTURE-refers to how the workplace
in terms of job positions is 7
PROCESS- is the way things get done
 Organisational Behaviour
Job Requirements, Group, Behaviour and Outcomes
Requirements of Jobs
Tasks Activities
Division of Labour
Coordination of Activities

Formal Group Informal Group Psychological Group

Required Behaviour Emergent Behaviour “We Feeling”

-Activities
-Activities -Psychological
-Interactions
-Interaction awareness and
-Sentiments
identification
with group
Group Processes Outcomes
- Norms - Performance
- Cohesion etc. - Productivity
- Satisfaction of
organisational members
 Difference between Work
Groups and Teams
Aspects Work groups Teams

Purpose Same as orgn. Specific

Work products Individual Collective
Process Discuss,decide,del Discuss,decide,do
Leadership A single leader Shared
Meetings Efficient Open,problem sol
Accountability Individual Individual,mutual
Evaluation Indirect Direct(collective
 Managers and their Internal and External Environments
External Environment Labour Market
Market
Internal Environment
PEOPLE
Cultural Individuals
Economic
Dyads
Groups

EE Political
STRUCTURE MANAGERS
Govt. Roles & Managerial JOBS
Position Processes Tasks
Hierarchy Activities

Techno- TECHNOLOGY
logical Machines & other Social
Mechanisms
Internal Environment
External Environment
Types of Groups
Formal- hierarchical
Informal-interest groups or cliques-horizontal, vertical or random
Virtual Groups- facilitated through I. T.
(a) Information Sharing
(b) Decision Making
(c ) Solving Complex Problems
Psychological Group-’we’ feeling, sensitivity, affinity, understanding of
individual strengths and personalities, sense of belonging and loyalty
Other types of Groups
1. (a)Interacting- assembly-line
(b) Co-acting- work independently
(c ) Counter-acting- union/ management
2. (a)Open-Matrix
(b) Closed- Fixed Roles
3. (a)Membership- belongs
Referent-Would like to belong
4. (a)In and Out groups- Gang Wars, rivalry, competition,politics
 Virtual Organization

Brazil USA
Raw Materials Marketing

Singapore
Core Group
5exes.& 5 staff

India
Japan I.T.
Manufacturing Support
Rs.100 Cr. Turnover
Possible through I.T.
Linkages
Organizational Behaviour- GROUP
System- an orderly group of logically related facts,
principles, beliefs etc
an orderly method, plan or procedure
A group or arrangement of parts, facts, phenomena that relate
to or interact with each other in such a way as to form a
whole
Definition of Organizational Behaviour
‘ O. B is an interdisciplinary behavioural science studying
phenomena and dynamics( processes) of organizations and
their various human units.

Stages of Small Group Development

FORMING
STORMING
NORMING
PERFORMING
ADJOURNING
 Stages in Group Development- Summary

Knowledge Knowledge
Is Hidden Creation

Trust Forming Performing Synergies

Unknown

Collaborat
Distrust Norming
Storming
Knowledge Knowledge
Hoarding Sharing
 DIFFERENT ROLES PLAYED BY GROUP MEMBERS
As per BELBIN-1981 As per Margerison&McCann-
1990
1. Chairman/ Coordinator 1. Creator-initiates creative ideas
2. Shaper 2. Promoter-champions ideas
after they are initiated
3. Plant 3. Assessor- offers insightful
analysis of options
4. Monitor/ Evaluator 4. Organizer- provides structure
5. Company Worker 5. Producer-provides direction

and follow-through
6. Resource Investigator 6. Controller-examines details
and enforces rules
7. Team Worker 7. Maintainer-fights external
battles
8. Completor/Finisher 8. Advisor-encourages the search
Leadership Role & Functions

Achieving the Task

Task
Needs

Building and Team Individual Developing the

Maintaining Needs Needs Individual
the Team
 Model of Team-Building

Stage Theme Task Outcome Relationship Outcome

One Awareness Commitment Acceptance
Two Conflict Clarification Belonging
Three Cooperation Involvement Support
Four Productivity Achievement Pride
Five Separation Recognition Satisfaction
n.b. The above is similar to the stages of forming,storming,norming
performing and adjourning.
Effective teams take time to build in an organization and comprise
three steps viz.
(a) Team Development
(b) Team Roles
(c) Team Effectiveness
 Differences between Work Groups and Teams

S. No. Aspect Work Groups Teams

1. Roles& Respon. Set of behaviours Understands roles

2. Identity No identity Norms & values

3. Cohesion ‘me’ feeling ‘we” feeling

4 Communication self-centered member-centered

5. Flexibility rigid flexible

6. Morale Maybe Enthusiasm/pride

7. Idea generation Old ways New/creative ways

 Comparing Work Groups and Work Teams

Work Groups Work Teams

Share information Goal Collective Performance

Neutral(s.t.negative) Synergy Positive
Individual Accountability Individual and mutual
Random and varied Skills Complementary
 TYPES OF TEAMS

techno

Problem-solving Self-managed Cross-functional Virtual

 Characteristics of Effective Work Teams
1. Commitment and inspiring goals
2. Role Clarity
3. Self- disclosure (incl.confrontation)
4. Openness to feedback
5. Competence
6. Creativity with constructive confrontation
7. Collaboration /Support/Trust
8. Congruence between individual and group goals
9. Supportive leadership
10. Management of power
Team Functioning Team Empowerment
a)Cohesion- amongst team members a)Clarity of Roles
b)Confrontation-solving problems b)Autonomy
c)Collaboration-working together c)Resources provn.
d)Accountable-goals
 TEAM EFFECTIVENESS MODEL
Context Work Design
-Adequate resources -Autonomy
-Leadership and structure -Skill variety
-Climate of trust -Task identity
-Performance evaluation & -Task significance
reward systems
TEAM EFFECTIVENESS

Composition Process
-Abilities of members -Common purpose
-Personality -Specific goals
-Allocating roles -Team efficacy
-Diversity -Conflict levels
-Size of teams -Social loafing
-Member flexibility
 Basic Definitions connected with O.B.
 Organization: An organization has four essential elements
(a) Group of people
(b) Interacting with each other
(c )In a structured manner
(d) Towards a common objective

 Management: Implies getting things done through and with people

 Manager: He is the dynamic, life-giving element in every

organization. And it is the quality and performance of its
managers which is the only effective advantage an
enterprise in a competitive economy can have and
particularly in a business enterprise.
Basic Definitions (contd..)
 Three elements stand out in a manager- competence,
integrity and performance
 Who is a manager? The CEO or the middle manager or the
supervisor?
 A manager’s decision-making,action and behaviour are all
geared towards ‘Economic Performance’.The objective
of a business enterprise could be Survival, Profit and /or
Growth ? Peter Drucker feels otherwise-’creating a
customer’.
 Basic Definitions connected with O.B.
The Manager has the following responsibilities:
1. Managing Managers
2. Managing Worker and Work
3. Managing a Business
4. Managing Time
A Manager has to manage Resources- 5 Ms- Money, Materials,
Machines, Methods and Man. One of these resources is different
from the others. Which one and why?
What about Time as a resource?
A manager also performs the following functions:
Planning, Organizing.Staffing, Directing and Controlling or
Leading,Planning,Organizing and Controlling
Planning –determines what results the organization will achieve
Organizing- specifies how it will achieve the results
Controlling –determines whether the results will be achieved
Leading- through planning, organizing and controlling managers
exercise leadership
 ORGANIZATIONAL BEHAVIOUR
To provide an understanding of what goes on at the workplace. Four
aspects need to be explained viz.
Definition, goals,forces and O.B.’s major characteristics
1. O.B. is the systematic study and careful application of knowledge
about how people- as individuals and as members of groups –act
within organizations.It strives to identify ways in which people can
act more effectively.
2. O.B. provides managers with the tools to:
(a) to understand the behaviour of individuals
(b) to understand the complexities of inter-personal relations
(c )to examine the dynamics of relationships within small groups –
both formal teams and informal groups
(d) organizations can be viewed as whole systems that have
interorganizational relationships
 ORGANIZATIONAL BEHAVIOUR
GOALS:Most sciences share four goals-to describe, understand,predict
and control some phenomena. O.B. has the following goals
1.Describe, systematically, how people behave under a variety of
circumstances
2.Understand why people behave as they do.
3.Predicting future employee behaviour
4.Control at least partially, and develop some human activity at work
Managers can utilize the tool of O.B.to influence human
behaviour.skill development, team effort and productivity
FORCES: There are a wide array of issues and trends that affect the
nature of organizations today. They can be classified under four areas
PEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT
 ORGANIZATIONAL BEHAVIOUR
Key forces affecting Organizational Behavior
People
•Individuals
•Groups

Environment
Structure
•Government
•Jobs Organizational Behavior
•Competition
•Relationships
•Societal pressure

Technology
•Machinery
•Computer hardware&software
 O. B. Definitions
1. O.B. is a field of study that investigates the impact that individuals ,
groups and structures have on behaviour within organizations for the
purpose of applying such knowledge towards improving an
organization’s effectiveness.
2. O.B. can be defined as the systematic study of the actions and
reactions of individuals, groups and sub-systems.
3. O.B. is the study and understanding of individual and group
behaviour, patterns of structure in order to to help improve
organizational performance and effectiveness.
4. O.B. is one of the most complex and perhaps least understood
academic elements of modern general management, but since it
concerns the behaviour of people within organizations it is also one
of the most central- its concern with individual and group patterns of
behaviour makes it an essential element in dealing with the complex
behavioural issues thrown up in the modern business world.
5. O.B. is an inter-disciplinary behaviour science studying phenomena
and dynamics(processes) of organizations and their various units.
 Bases of Organizational Behaviour

1.Psychology: The science or study of individual human behaviour

2. Sociology: The study of group human behaviour

3. Social Psychology:Studies influences of people on one another

4. Anthropology:Study of the human race, and culture

5. Political Science:Behaviour of individuals in political env.

Toward an OB
Discipline
 ORGANIZATIONAL BEHAVIOUR
Personality affects workplace behaviour. Persons need to be placed in
jobs which match their SKILLS, ABILITIES and TEMPERAMENT or
PERSONALITY.
Personality is that dynamic organization within the individual, of those
psychophysical systems that determine his unique adjustments to the
environment. Besides a study of personality is helpful in ensuring
effective job performance.
Personality of an individual represents personal characteristics and traits
which can lead to consistent patterns of behaviour.
‘Personality’ comes from the Latin word per sona which means to speak
through- the role a person is playing in public.
A comprehensive definition of Personality is given by Salvatore
Maddi-’Personality is a stable set of characteristics and tendencies that
determine those commonalities and differences in the psychological
behaviour( thoughts, feelings and actions) of people that have continuity
in time and that may not be understood as a sole result of the social and
biological pressures of the moment.’
 ORGANIZATIONAL BEHAVIOUR
From the above definition the following points arise:
1) Describes all behaviour at all times
2) Some behaviours are common while others are unique
3) Thus managing people becomes all the more challenging
4) Personality is stable and has continuity in time
5) But an individual’s personality can undergo change in time
SELF CONCEPT
Self concept is when people try to understand themselves because
personality would essentially mean:
(a) How people affect others
(b) How they understand and see others
(c) What is the pattern of their inner and outer measurable traits
(d) What is the person-situation interaction
Self is very relevant to the concepts of self efficacy and self-esteem
Self Esteem is based on one’s perceived competence and self image
Self Efficacy is concerned with how well a person can cope with situations as they
arise. In other words, self esteem is a generalized trait whereas self-efficacy is
situation specific.
 THEORIES ON PERSONALITY

1. Type Theories

2. Trait Factor Theory

3. Psychoanalytic Theory

4. Socio-psychological Theory

5. Self Theory
 PERSONALITY

Cattell is also credited with having developed the 16 PF test which is used to assess personality. At first
personality and behaviour were identified by 5000 words from the dictionary which was then reduced to
200 words and finally to 16 factors.

Cattell’s 16PF Profile-

FACTOR DESCRIPTORS
A-Warmth Reserved/ Outgoing
B-Reasoning Less Intelligent/ More Intelligent
C-Emotional Stability Affected by feelings/ Emotionally stable
E- Dominance Humble/ Assertive
F-Liveliness Sober/Happy-go-lucky
G-Rule Consciousness Expedient/Conscientious
H-Social Boldness Shy/ Venturesome
I-Sensitivity Tough-minded/Tender-minded
L-Vigilance Trusting/ Suspicious
M-Abstractedness Practical/ Imaginative
N-Privateness Straightforwardness/ Shrewd
O-Apprehension Self-Assured/ Apprehensive
Q1-Openness to Change Conservative/ Experimenting
Q2-Self-Reliance Group-dependent/ Self-sufficient
Q3-Perfectionism Self-confident/ Self-control
Q4-Tension Relaxed/ Tense
There are 5 Super Traits which are-
1. Extroversion( sociable, assertive )
2. Emotionality ( anxious, insecure)
3. Agreeableness ( conforming, helpful to others)
4. Conscientiousness ( persistent, organized )
5. Intellect ( curious, open to experience )
 CONFLICT MANAGEMENT

APPROACH

Confrontation Compromise

Arbitration Negotiation
AVOIDANCE

Resignation Appease-
ment

Withdrawal Diffusion
 CONFLICT MANAGEMENT

AVOIDANCE APPROACH
Resignation Appeasement Confrontation- win-lose
(a) Fatalistic Concessions with trap
(b) Ignore hope of resolution e.g. Strike and Lockout
Arbitration- third party
Withdrawal Diffusion intervention
(a)No opportunity (a) Time e.g. award or formula
to fight (b) Good sense Compromise- give and tak
(b)Physical separation (c ) Buffer e.g. adjustment
(c )Define boundaries Negotiation- bargaining
(d) Actually withdraw e.g. demands and
Counter-demands and
reaching a settlement