ORGANIZATION BEHAVIOUR-I

GROUP 6
Abhimanyu Thakur 2018IPM00
Gaikwad Jayesh Jagan 2021PGP124
Shah Kaushal Ketan 2021PGP339
Sanjana Pradip 2021PGP319
Sharmishtha Das 2021PGP344
Social Practice
Corporate Social Responsibility (CSR)
A business model that has been developed and mandated by the government to make an
effort to all its stakeholders for operating to enhance the responsibility towards society and
the environment. It not only helps the brand in gaining or building trust but also benefits
society. It is a concept for the community to form a stronger bond between corporations, the
public, and employees. The company must be responsible and accountable, and CSR allows
organizations to give back depending on the industry. The responsibility and the market hold
or share are directly proportional as more visible and successful the company more
responsibility it has for the people.

Issues and Challenges of CSR

1. Lack of Society Participation: The community lacks interest in contributing to CSR
activities as people are not aware of or know the same. No awareness campaigns are
carried out by the companies in the local communities about such initiatives, and the
gap between the organization and people further aggravates the issue.
2. Lack of transparency: The information on implementing programs, campaigns,
impact, audit issues, and funds allocated are dubious and not transparent. This has
been negatively impacting the program among the people and negatively impacts the
trust between the company and society.
3. Low Visibility: The CSR campaigns by organizations always welcome media to
cover the story, but the people turn out in low numbers as non-governmental
organizations tend to have events planned along with it that end up losing out on the
meaningful interventions.
4. No Guidelines: There are loads of loopholes in the process and do not give specific
direction on how CSR initiatives must be carried out. However, it is clear that the
larger the company, the grander the CSR initiative.
Frameworks for Analysis

ERG Theory
Existence: Basic requirements of the people for material existence
Relatedness: Desire among the people to maintain and enhance the interpersonal relationship
Growth: Intrinsic desire among people for personal development

A large section of people in the society are deprived of several things like water and
electricity for 24 hours, medical facilities, bad roads, social issues, etc., that must be resolved
for the better of the society. People require this as one must at least have a living standard
that many people fail to have. The existence of certain materials is essential for people whose
mandatory contribution by the company is a must for society. This helps resolve issues of
concern and allows the government in funding. Knowing that the campaigns can help
overcome such issues, the overall process is not entirely transparent, and the government
must rectify such loopholes for everyone's benefit.
The people want all the issues to be resolved as they will be able to save their money and
time and invest in things that can benefit them rather than waiting for hours for water, travel
via bad roads and remove issues and taboos from society. However, people don't have the
means to fix the issue, requiring an outside hand. People always come together to resolve a
problem if it concerns everyone, and CSR campaigns have shown a positive outcome in the
past. The organization's primary concern is to improve the brand name and enhance their
relationship with the consumers and focus on this rather than the core issue, which leads to
low participation. It should be the government's responsibility to make sure this does not
happen and the gap it creates among the people and such campaigns. The relatedness among
the should be maintained for the society to breakthrough through such barriers.
There is often a time when there is a low turn up in such campaigns by the people as they
cannot relate with it or believe that it is a hoax. The motivation does not seem to be evoked in
people, but the organizations must ensure to garner maximum participation to make a
difference for everyone and therefore must do the necessary to attract people to participate in
such campaigns before the commencement. If the crucial stakeholders are not involved in the
campaign, then the social responsibility of resolving the issue together fails. There have been
successful CSR campaigns by companies that made a difference for the people like Phillips
Green India- a campaign for cleaner air and planting trees, a Healthcare project by Infosys- a
campaign to provide free dialysis for the poor in Bangalore, etc. The organizations must
grow to a potential where their intervention for the society is a success.

McClelland's Three Needs of Theory

Need for Achievement (nAch): It is the desire to excel and set a standard to achieve your goal
in order to survive. It is the behavior that is chosen as the standard of excellence directed
towards competition.
Need for Power (nPow): The requirement to make others behave which otherwise would not.
The Power to control one's surroundings.
Need for Affiliation (nAff): The desire to maintain friendly and interpersonal relationships
among people.

The organizations want to excel in all possible aspects, which brings them competition
geographically, demographically, and behavioral-wise. Everyone wants to achieve the most
extensive consumer base. One of the methods is by CSR campaigns that align the
organization with government policies and their contribution to society to make a difference
and increase their brand value. Organizations want to achieve the highest position to increase
their brand value and attract people's attention in CSR campaigns to showcase reliability and
care for the people. This is mainly done to achieve the target of a higher consumer base,
brand value, and social work for society.
Other than achieving the organization's goals, they still want to exercise the Power on their
consumer to decide what is right for them. They want to make sure that they are always in
control and have the authority to make decisions for themselves and the consumers. They
showcase their campaigns that influence people to behave in a way they want them to control
the organization's output for the consumer. They target the CSR campaigns that make a
difference towards society and what makes them more visible and authentic to have more
trust in people.
The central aspect of increasing the brand value is maintaining relationships with people to
ensure that everyone is unique and special to the company. An attempt to have a positive
impact on society makes consumers believe that they have an affiliation to maintain
interpersonal relationships with the consumers. Thus, in the people's eyes, if the company is
making sure that a part of society is benefitted, then so will their products or services.
Four Drive Theory
The Drive to acquire: It is the Drive to seek and control objects to retain personal
experiences.
The Drive to bond: A drive towards maintaining kinship and associations with the ones you
care about.
The Drive to comprehend: A drive to make a meaningful contribution towards the
environment and people to understand one another.
The Drive to defend: The Drive to fight and protect physically and socially to support the
belief system.

The organizations look forward to enhancing their status and recognition as they strive to
acquire a higher position in different aspects and for themselves and the people or society via
CSR campaigns. There are many organizations, and the bigger they are, their CSR campaigns
will lead to competition as they compete against each other to acquire people's trust and
provide an intervention that is helpful for society.
Besides acquiring, organizations also drive towards forming attachments and bonds with
people to evoke positive emotions for the brand by aligning with various groups to form
social identities. With the help of a CSR campaign, the consumers create a sense of belonging
and forms bond as the organizations help them overcome a social issue.
With CSR campaigns, the organizations comprehend and defend the relationships and
acquisition to understand themselves, people, and the environment. Suppose there is anything
inconsistent in society or something that people find difficult to comprehend due to their
belief system. In that case, the CSR campaigns motivate people to resolve the issue to bridge
the gap.
Organizational Behaviour
Understanding Interpersonal conflict with help of Fundamental Interpersonal
relationship orientation behavior.
1)Interpersonal Conflicts that arise in the workplace can be a reason for less productivity and
motivation in work. Usually, these reduce the overall development of the individual as well as
the company. There are numerous ways by which interpersonal conflicts can arise, one of
which is when there are differences between an individual’s values, beliefs, and attitude or
when these don’t align with the organization's. Each person has a set of values that is
convictions on how to conduct yourself, Beliefs - what is already known about the world, and
attitudes – How one response to a particular situation. Each person has a different level of self-
respect, honesty, obedience, etc. Specific organizations often have a different set of values that
the employees find difficult to connect with and follow. Beliefs and values depend on many
factors and can vary from person to person across diverse cultures and sometimes even within
the same one. Attitudes vary according to the life experiences of individuals. Differences in
these aspects often lead to interpersonal conflicts among employees and employers in an
organization.

2)Different perceptions about situations, things, and people can also lead to interpersonal
conflicts. Perception is mainly defined as a process through which we understand the world
and add meaning to it. Several factors influence perception, including situational factors like
time and work setting, organizational stimuli, co-workers, expectations, motives, etc. For
example, in an organization, a crisis can be perceived by different employers; differently, one
may get disappointed and demotivated while the other may take it as a motivation to work
harder. Attribution is more or less judgment that an individual has about another person's
behaviour compared to his own. Factors influencing it can be internal and external; thus,
differences often lead to interpersonal conflicts. Biases can be systematic as well as perpetual.
These biases can arise for many reasons, including the human tendency to find it easier to
blame another human for a cause rather than blaming the most complex situation, always
focussing on what is excellent or similar to “me” and ignoring everything else. Biases can also
occur due to first impression error, stereotypical thinking, etc. All these lead to conflicts and
affect the achievement of common goals between individuals working for the same
organization and thus should be handled.

3)Emotional Intelligence
Most companies today consider Emotional Quotient as an important deciding factor while
hiring a new candidate. Emotional Intelligence is the ability to gauge and understand one’s
own and others’ emotions and behavior and use it to guide one’s actions. Each individual
may have a different behavioral orientation and different level of EQ. High EQ is coveted and
most successful individuals in organizations are seen to have high EQ. There are five
dimensions to EI. Their roles in interpersonal conflicts are described below.
a. Self- awareness: Being aware of your own emotions and associated actions. When
individuals are not aware about their own emotions, they are unable to control or
modulate their reactions to situations. If a person is sensitive to a particular topic of
 conversation but is not aware about the difference of opinion that he shares with
fellow employees he might not be able to manage his emotions on hearing something
that goes against his beliefs.
b. Self-management: Managing our responses to others’ emotions and actions. This is
the next step. After an individual has undergone introspection about his emotional
state, he must devise a method that would help him manage his emotions and keep it
balanced in a work place scenario.
c. Empathy: The ability to understand or predict other’s emotions by “stepping into their
shoes”. In an organization one might find a lot of individuals who do not share their
beliefs and opinions or are more sensitive to certain topics than others. Ability to
empathize with others helps the individual to regulate his behavior and words so as to
not offend others and avoid conflicts.
d. Social Skills: Ability to influence or manage other’s emotions and thus get a desired
response. When one has mastered the art of understanding other’s emotion, one is
able to use it to their advantage to influence them to perform in a desired manner.
e. Motivation: Understanding what motivates self and other individuals and use that to
encourage or persuade to get desired results.

4. Personality: Nomothetic- The Big Five Model

Complementary personalities tend to have lesser conflicts. Interpersonal conflicts due to
difference in personality traits can be evaluated using the Big Five Model.
a. Conscientiousness- If one person in a team prefers a methodical, disciplined and
planned approach whereas others rely on spontaneity and impulse then this can lead to
conflicts due to their different approaches to work.
b. Agreeableness- Higher degree of agreeableness helps individuals to manage conflicts
as they are considerate, cooperative and flexible to other people’s decisions.
c. Emotional Stability- Emotionally stable individuals do not react impulsively to
situations thus giving them a window to analyze the circumstance and modulate their
reaction accordingly. This trait is important to manage conflicts.
d. Openness- Individuals who are open to ideas and opinions encounter less conflicts as
they are curious and ready to consider the other person’s point of view and learn
before coming to a conclusion.
e. Extraversion- Extroverts tend to be happier and have better social skills which helps
them manage other’s emotions better.

5)We make several decisions in our day-to-day life, several of them being programmed –
routine decisions that are subject to rules and policies and others being non-programmed –
these are made less frequently and are subjected to heuristics/ cognitive biases. Biases can be
defined as, “inclination of temperament or prejudice for or against someone or something”.
There are several types of biases which can refrain us from making correct/ rational
decisions. Some of those biases are explained here.
1) Anchoring bias:
- Anchoring bias can be defined as over-reliance on the first piece of information
received. This bias can be observed in salary negotiations, negotiations in market
place, while buying or selling stocks on stock exchange, etc.
 2) Availability heuristic:
- Availability heuristic can be defined as increased importance towards the
information available. One of the examples can be airplane accidents. People tend
to think that airplane travel is not safe as they often hear about horrendous crashes
that kill many people. But the fact is airplane travel is one of the safest modes of
travel.
3) Bandwagon effect:
- Bandwagon can be defined as the increased probability of a person adopting to a
belief based on the increased number of people who hold that belief. This bias can
be seen during meetings and group discussions and hence, they might be
unproductive.
4) Clustering illusion:
- Clustering illusion can be defined as the tendency to see patterns in random
events. One of the most prevalent examples of this illusion can be the Roulette
table in casinos.
5) Confirmation bias:
- Confirmation bias can be defined as only considering the information that
confirms the preconceptions. One of the examples can be people who believe that
left-handed people are better at creativity as compared right-handed people.
6) Survivorship bias:
- Survivorship bias can be defined as a notion that comes from concentrating only
on surviving examples leading to incorrect decision. Examples can be
entrepreneurship, the notion that people only lose money in stock market or vice-
versa.
7) Placebo effect:
- Placebo effect can be defined as is belief that something will have a certain effect.
One of the most common examples is medicine. Especially during clinical trials,
people subjected to fake pills often experience the same physiological effects as
people are given the real thing.
There are several other biases including but not limited to blind-spot bias, choice-supportive
bias, conservatism bias, information bias, ostrich effect, outcome bias, overconfidence, pre-
innovation bias, recency, salience, selective perception, stereotyping and zero-risk or risk
verse bias which we encounter and affects our judgement while making decisions. Hence,
one should be as much aware of these biases to make decisions effectively.

6) FIRO – B

This evaluation helps us to understand what one wants from others and how one expresses
himself to others. This deals with the pattern of behavior and not the personality types. This
instrument categorizes interaction patterns of individuals in three domains Inclusion, Control
and Affection and in two needs of Expression and Wanting.
Naturally there is great collaboration between individuals where one has higher need of
expression of affection and other has higher need of affection. Similarly, there is a higher
possibility of conflict between two individuals who both has higher need of expression of
control. Therefor in organization everyone should be aware of their interaction needs. A
manager needs to understand if he has greater need of expression of control, he will function
well with subordinate with higher need of wanted control but if the subordinate has need of
expressed control, then there is surely great possibility of conflict between the two. In such
cases the manager needs to take initiative to understand the behavior patterns of subordinate
and deal with them accordingly same applies to subordinates towards their manager. In the
conflict situation the manager can ask the opinions of subordinate with higher expression of
control and discuss how he wants to deal with the situation and correct the approach
wherever necessary this will help to minimize the conflict within the team.

Conflict Management: Causes and Management

Conflicts can be managed and even used to increase the performance within and between
teams. For this we need to understand cause, behavior of two parties towards the conflict and
their intension to handle the conflict.

Conflict occurs when one party perceives that other party has acted or will take action about
something for which the first party is concerned, and the action is not in alignment to them.
The causes can be categorized in three domains

1. personal variables like personality types, behavior patterns, Value system

2. Communication: Communication gaps, Over communication, Misunderstanding
3. Structure: Reward system (incentive and performance management system),
Leadership style of managers, dependence & independence of groups

Group or individuals can have different intensions towards conflict like avoiding,
accommodating, compromising, competing and collaboration depending upon their concerns
for themselves and towards others.

Hence it becomes very important for group or individual to understand concern of other party
as well as themselves. During the conflict situation if the leaders of both the parties come
together and discuss their individual concerns then the feeling of competition can be
transformed to collaboration which will increase the performance of both the parties as they
will work together to achieve their goals but if they fail to do so then they will completely
avoid the concerns of each other and this will lead to the teams work in opposite directions
eating into the resources which could have been used optimally.