Behavioral Analysis

• Individual level of analysis

• Group level of analysis
• Organizational level of analysis
BASIS OF Analysis at Individual Level

Psychology

Engineering

Medicine
Analysis at Individual Level
LEARNING

PERCEPTION

CREATIVITY

MOTIVATION

PERSONALITY

TURNOVER

TASK PERFORMANCE & EVALUATION

COORDINATED BEHAVIOUR

DEVIANT WORK BEHAVIOUR

ETHICS

COGNITION
BASIS OF Analysis at Group Level

Sociological

Socio-psychological
Analysis at Group Level
GROUP GESTURE

INTRA & INTER GROUP DISPUTE AND ATTACHMENT

LEADERSHIP

POWER

NORMS

INTERPERSONAL

COMMUNICATION

NETWORKS

ROLES
BASIS OF Analysis at Organizational Level

Sociology Political
Science
Analysis at Organizational Level
ORGANIZATION CULTURE

STRUCTURE

CULTURAL DIVERSITY

INTER ORGANIZATIONAL COOPERATION & COORDINATION

DISPUTE

CHANGE

TECHNOLOGY

EXTERNAL ENVIROMENT

ERGONOMICS

STATISTICS

PSYCHOMETRICS
Individual Behavior
Individual Behavior = f {external, internal stimuli}
FRAMEWORK FOR INDIVIDUAL BEHAVIOR
Based on Field Theory measure the interaction between individual and
environment. Developed by Kurt Lewin, a Gestalt psychologist, in the
1940s. Lewin's field theory can be expressed by a formula: B = f(p,e),
meaning that behavior (B) is a function of the person (p) and his/her
environment 
Causes of Individual Behavior
Inherited Learned

Perception − Result of
Color of a person’s eye different senses like
feeling, hearing etc.

Values − Influences
Religion/Race of a perception of a
person situation, decision
making process.

Personality − Patterns
of thinking, feeling,
Shape of the nose
understanding and
behaving.

Attitude − Positive or
negative attitude like
Shape of earlobes
expressing one’s
thought.
Factors influencing the Individual Behavior
Abilitie
s

Attitude Gender

Individual
Behavior
Race
Perception and
Culture

Attribution
Continue..

Intellectual
Abilities

Physical

Self-
Awareness
Gender
Will Assess with the help of survey
Race & Cultures,
HOW?
Perception

External
Processing Information
Stimuli
Sources of Perception

Sound Speech

Taste Touch
Attribution

• Attribution is the course of observing

behavior followed by determining its cause
based on individual’s personality or
situation.
Attribution Framework

The extent to which people in the same situation might react similarly.
• Consensus

The extent to which a person’s behavior can be associated to situations or

personality.
• Distinctiveness

The frequency measurement of the observed behavior, that is, how often does
this behavior occur.
• Consistency
Attitude

• Attitude is the abstract learnt reaction or

say response of a person’s entire cognitive
process over a time span.
The traits we use to find out the careers and
college majors we should opt for, and will fit us
the best is known as occupational personality
traits. Personality can be further classified on the
basis of an individual’s occupation and vocational
options.
John Holland grouped  six personality types −
Realistic :-
Shy, practical

Conventional:-
practical, Investigative:-
organized, Curious
and logical

Personality
Types

Enterprising:-
ambitious, Artistic:-
adventurous imagination
and energetic

Social
:-sociable,
Personality leads toward taking
decision
Indicators for how people perceive the world and make decisions.
Katherine Briggs and Isabel Briggs Myers, is
established on four preferences 

Preference
Types of
for
social
gathering
interaction
data

Preference
Style of
for
decision
decision
making
making
Eight leadership styles

• E or I (Extraversion or Introversion)
• S or N (Sensing or intuition)
• T or F (Thinking or Feeling)
• J or P (Judgment or Perception)
Myers-Briggs Personality Test
Big-Five Personality Model
Open to
experiences

Big
Conscientiousness extraversion.

Five
Emotional Stability Agreeableness
MARS Model of Individual Behavior
• Rationality (Motivation, Abilities, Role and Situations Factors)

Internal
Influence
Individual
Behavior

External
Influence
 Motivations Ability

Internal
Influence
Individual
Behavior

External
Influence

Role Situational
Perceptions Factors
 Motivation
Direction − focused by goals.

Intensity − bulk of effort allocated.

Persistence − amount of time taken for

the effort to be exerted.
 Ability
Aptitudes − natural talent that helps people learn more efficiently and perform effectively.

Learned capabilities − accomplished skills and knowledge.

Competencies − abilities, individual values, personality traits and other features of people that
result in superior performance.

Person-job fit − there are three ways to match people with jobs

selecting qualified people

developing employee abilities through training

redesigning job to fit person's existing abilities

Role Perceptions
Understanding the tasks to be performed.

Understanding associated importance of tasks

allotted.

Understanding preferred behaviors to complete

respective tasks.

Clarifying role perceptions

They are the environmental conditions like given
time bound, team members, budget, and work
facilities that limits or facilitates behavior. Factors
that are beyond the individual’s control in the
short run.
Integrated Individual Behavior Model
• What is it ?
Integrated individual behavior model helps in taking a decision in order
to perform a task efficiently.

• How it Works ?
It analyzes a person’s intention to act by studying three parameters−
Attitudes, Perceived Norms, and Personal Agency.
Attitudes
• Attitude invokes an individual's overall promising or unpromising
perception towards a behavior consisting of affective and cognitive
dimensions.
Attitude
Experimental:-(affective attitude) is the emotional reaction of an individual
towards the idea of performing the behavior.

Instrumental:-(cognitive attitude) is determined by the beliefs regarding the results of

behavior.
Perceived Norms
• Perceived norm directs towards the social pressure one feels to
achieve or abstain from a particular behavior.

Injunctive norm (like the subjective norm) hints to normative

Perceived

beliefs regarding what others think one should do and

Norms

encouragement to comply.

Descriptive. norm indicates to perceptions about what others in one's social or

personal connections are up to. They are meant to capture situations where there is
strong social identity
Personal Agency
• Personal agency hints to individual's ability to originate and direct
actions for given purposes.

Self-efficacy is an individual's belief in his/her effectiveness in

performing the tasks assigned as well presenting their actual
Personal

skill.
Agency

Perceived control is an individual's perceived amount

of control over behavioral conduct. It is resolved by
control beliefs.
 Situations
Attitude

Environmental
Constraints Decision Behavior

Behavior

Personal Perceived
Habits Agency Norms
Douglas Murray
McGregor  (1906 – 1
October 1964)

• Contribution
1.) development of
the management
and motivational
theory.
2.) Theory X and
Theory Y 
Theory X
• Disfavor working.
• Abstain from responsibility and the need to be directed.
• Need to be controlled, forced, and warned to deliver what's
needed.
• Demand to be supervised at each and every step, with
controls put in place.
• Require to be attracted to produce results, else they have no
ambition or incentive to work.
Theory Y
• Take responsibility willingly and are encouraged
to fulfill the goals they are given.
• Explore and accept responsibility and do not
need much guidance.
• Assume work as a natural part of life and solve
work issues imaginatively.
Comparing Theory X and Theory Y

Theory X Theory Y
• Motivation:- Do not take • Motivation:- take Responsibilities
Responsibilities. • Management Style & Control
• Management Style & Control :-participative, employees are
:-authoritarian, and centralized involved decision making, but the
power retains to implement
control is maintained decisions.
• Work Organization:- specialized • Work Organization:- develop
and the same work cycle continues. expertise and make suggestions
• Rewards and Appraisals:- carrot and improvements.
and stick • Rewards and Appraisals:- appraisal
is regular and crucial.
Personality Traits

Extrovert

Open Neurotic

Personality
Traits

Conscientious Agreeable
Locus of Control
Machiavellianism
• Machiavellianism is being practical, emotionally distant, and
believing that ends justify means. Machiavellians are always wanting
to win and are great persuaders.
• High-Machs prefer precise interactions rather than beating about the
bush.
• High-Machs tend to improvise; they do not necessarily abide by rules
and regulations all the time.
Self-Esteem

•It is the extent up to which people

either like or dislike themselves.
Self-esteem is directly related to the
expectations of success and on-the-
job satisfaction.
Self-Monitoring
• Individuals with high self-monitoring skills easily
adjust their behavior according to external, situational
factors. Their impulsive talents allow them to present
public personae which is completely different from
their private personalities.
• People with low self-monitoring skills cannot cover
themselves. Regardless of any situation, they are
always themselves. They have an attitude of, “what
you see is what you get.”
Self-Monitoring

High self-monitoring Low self-monitoring

• easily adjust their behavior. • cannot cover themselves. 
• Easily Impersonating
Risk Taking Propensity
WHAT IS MOTIVATION?
Motivation is the word derived from the word ’motive’ which means
needs, desires, wants or drives within the individuals. It is the process
of stimulating people to actions to accomplish the goals.
psychological factors stimulating the people’s behaviour can be:-
• desire for money
• success
• recognition
• job-satisfaction
• team work
The Process of Motivation
• A felt need or drive
• A stimulus in which needs have to be aroused
• When needs are satisfied, the satisfaction or accomplishment of
goals.
Maslow’s Need Hierarchy Theory:
The main criticisms of the theory include
the following:
1. The needs may or may not follow a definite hierarchical order. So to
say, there may be overlapping in need hierarchy. For example, even if
safety need is not satisfied, the social need may emerge.
2. The need priority model may not apply at all times in all places.
3. Researches show that man’s behaviour at any time is mostly guided
by multiplicity of behaviour. Hence, Maslow’s preposition that one
need is satisfied at one time is also of doubtful validity.
4. In case of some people, the level of motivation may be permanently
lower. For example, a person suffering from chronic unemployment
may remain satisfied for the rest of his life if only he/she can get
enough food.
Herzberg’s Motivation Hygiene Theory
• Maslow and propsed a new motivation theory popularly known as
Herzberg’s Motivation Hygiene (Two-Factor) Theory. Herzberg
conducted a widely reported motivational study on 200 accountants
and engineers employed by firms in and around Western
Pennsylvania. Based on two important incidents at their jobs:
(1) When did you feel particularly good about your job.
(2) When did you feel exceptionally bad about your job? He used the
critical incident method of obtaining data.
Herzberg’s motivational and hygiene factors
Herzberg’s model has following criticism 
1. People generally tend to take credit themselves when things go well.
They blame failure on the external environment.
2. The theory basically explains job satisfaction, not motivation.
3. Even job satisfaction is not measured on an overall basis. It is not
unlikely that a person may dislike part of his/ her job, still thinks the job
acceptable.
4. This theory neglects situational variable to motivate an individual.
McClelland’s Need Theory
• Not based on need hierarchy.
• Motives and Manifest needs used in his early studies of personality. 
• Based on learning theory, needs are learned or acquired by the kinds
of events people experienced in their environment and culture.
• His theory focuses on Henry Murray’s three needs; achievement,
power and affiliation. In the literature, these three needs are
abbreviated “n Ach”, “n Pow”, and “n Aff” .
Characteristics of high-need achievers:
1. High-need achievers have a strong desire to assume personal
responsibility for performing a task for finding a solution to a problem.
2. High-need achievers tend to set moderately difficult goals and take
calculated risks.
3. High-need achievers have a strong desire for performance feedback.
Characterstics high need for power
1. A desire to influence and direct somebody else.

2. A desire to exercise control over others.

3. A concern for maintaining leader-follower relations.

Characteristics of  high need for affiliation
1. They have a strong desire for acceptance and approval from others.

2. They tend to conform to the wishes of those people whose

friendship and companionship they value.

3. They value the feelings of others.

Douglas McGregor’s
Participation Theory
Theory X and Theory Y
Theory X
1. People are by nature indolent. That is, they like to work as little as
possible.
2. People lack ambition, dislike responsibility, and prefer to be directed
by others.
3. People are inherently self-centered and indifferent to organisational
needs and goals.
4. People are generally gullible and not very sharp and bright.
Theory Y
1. People are not by nature passive or resistant to organizational goals.

2. They want to assume responsibility.

3. They want their organization to succeed.

4. People are capable of directing their own behavior.

5. They have need for achievement.

Urwick’s Theory Z
The three theorists Urwick, Rangnekar, and Ouchi-propounded the
third theory lebeled as Z theory.
The two propositions in Urwicks’s theory
are that:
(i) Each individual should know the organizational goals precisely and
the amount of contribution through his efforts towards these goals.

(ii) Each individual should also know that the relation of organizational
goals is going to satisfy his/her needs positively.
Theory Z is based on the following four
postulates
1. Strong Bond between Organization and Employees.

2. Employee Participation and Involvement.

3. No Formal Organization Structure.

4. Human Resource Development.

Argyris’s Theory
Argyris has developed his motivation theory based on proposition how
management practices affect the individual behavior and growth.
Vroom’s Expectancy Theory
• It is a cognitive process theory of motivation.
• Basic notions that people will be motivated to exert a high level of
effort when they believe there are relationships between the effort
they put forth, the performance they achieve, and the outcomes/
rewards they receive.
Relationships between notions of effort,
performance, and reward 
key Elements in the expectancy theory of
motivation are
1. Valence:
Valence, according to Vroom, means the value or strength one places on a
particular outcome or reward.
2. Expectancy:
It relates efforts to performance.
3. Instrumentality:
By instrumentality, Vroom means, the belief that performance is related to
rewards.
Thus, Vroom’s motivation can also be expressed in the form of an equation as
follows: Motivation = Valence x Expectancy x Instrumentality
Porter and Lawler’s Expectancy Theory
• Based on assumptions made about the positive relationship between
satisfaction and performance.