Understanding Organizational Behaviour

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UNDERSTANDING

ORGANIZATIONAL
BEHAVIOUR
MOTIVATIO
N

Motivation is the processes that


account for an individual’s
intensity, direction, and
persistence of effort toward
attaining a goal

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“Do not go where the path
may lead, go instead where
there is no path and leave a
trail”
—Ralph Waldo Emerson

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THEORIES OF
MOTIVATION
•Maslow’s Hierarchy of Needs
•Herzberg’s Two-Factor
Theory/Motivator-Hygiene
• McGregor’s X and Y Theories
• McClelland’s Need Achievement
Theory
•The Equity Theory
•Value – Percept Theory
•Vroom’s Expectancy Theory
•Porter-Lawler Model
MOTIVATION & BEHAVIOUR

MOTIVATION BEHAVIOUR
Motivation is the will to do, and the will Behaviour is 'need' based and goal
to do well. Motivation may be self- oriented. The basic unit of behaviour is
directed, or one may be motivated by an activity. In fact all behaviour is a
others and by the environment, and one series of activities. As human beings we
can motivate others as well are always doing something: walking,
talking, eating, sleeping, working and
the like

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“The Harder You Work
The Better You Get”

Motivation at work

Work motivation "is a set of energetic forces that


originate both within as well as beyond an
individual's being, to initiate work-related behavior,
and to determine its form,
direction, intensity, and duration.“ Understanding
what motivates an organization's employees is
central to the study of psychology.
ATTITUDE

What is attitude?
An attitude is somewhere between a belief, a stance, a mood, and a pose. If
you've got an attitude about something, it can be hard to change it because you
think you're right.

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Attitude Formation

The study of attitude formation is


the study of how people form
evaluations of persons, places or
things. Theories of classical
conditioning, instrumental
conditioning and social learning are
mainly responsible for formation
of attitude. Unlike personality ,
attitudes are expected to change
as a function of experience..

.
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JOB RELATED ATTITUDES

JOB EMPLOYEE
GLOBAL INVOLVEMENT ENGAGEMENT
Global job attitudes are identifying with one's An individual's
attitudes developed job and actively
towards a job through involvement with,
participating in it,
the organization, satisfaction with, and
Working environment,
and considering
performance important enthusiasm for the
Affective disposition,
aggregate measures of to self-worth. organization.
Job characteristics and
the social environment

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JOB RELATED ATTITUDES

ORGANIZATIONAL
COMMITMENT
Identifying with a particular
organization and its goals, and
wishing to maintain
membership in the
organization..

PERCEIVED
ORGANIZATIONAL
SUPPORT
The degree to which employees
feel the organization cares about
their well-being. And also the
organization is paying him well
salary if he leaves the company
his family should be affected

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GROUP BEHAVIOUR
Leadership , Change &
Conflicts
GROUP BEHAVIOR

Individuals form groups. They live in groups.


They move in groups. They work in groups.
Groups are important. They influence work
and work behaviour. They cannot be
ignored. They exert significant influence on
the organisation. They are inseparable from
organisation. They are useful for the
organisation.

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TYPES OF GROUP
BEHAVIOUR

1.COLLECTIVE BEHAVIOUR 2.COMMUNITY SERVICES


This includes social behaviour such as action These are actions taken by corporate groups or
and industrial action. It is defined by the fact individuals to improve the lots of communities.
that individuals come together to express a The provision of boreholes or pipe-borne water
preference for, or a grievance against, a given in a community by a group of individuals is a
social situation. Strikes by the Nigerian Labor form of community service
Congress, for instance, constitute collective
behaviour or mass action.

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ASSOCIATION OF
A SUPPORTIVE
ENVIRONMENT SKILLS AND ROLE
REQUIREMENTS

DETERMINANTS
OF GROUP
BEHAVIOUR
APPLICATION
APPLICATION OF THROUGH TEAM
GOALS REWARDS

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INTER GROUP
PROBLEMS
Intergroup conflict refers to
disagreements that exist between
two or more groups and their
respective members
LEADERSHIP

Leadership captures the


essentials of being able and
prepared to inspire others.
Effective leadership is based
upon ideas—both original and
borrowed—that are effectively
communicated to others in a
way that engages them enough
to act as the leader wants them
to act.
LEADERSHIP TRAITS

ADAPTABILITY ASSERTIVENESS CREATIVITY


Effective leaders don't get A great leader is able to be They are also able to foster creativity
stuck in a rut. direct and assertive without among members of the group along
coming off as overly pushy or with themselves
aggressive

DECISIVENESS EMOTIONAL STABILITY PERSEVERANCE


A great leader is capable of making In addition to being dependable overall, Strong leaders stick with it, even
a decision and is confident in his or strong leaders are able to control their when things get difficult or the group
her choices. emotions and avoid overreactions. faces significant obstacles.

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BEHAVIOURAL
THEORY
Behavioral theory seeks to
explain human behavior by
analyzing the antecedents and
consequences present in the
individual's environment and the
learned associations he or she has
acquired through previous
experience.
MANAGERIAL GRID ORGANIZATIONAL
CONFLICT
BVThe managerial grid model is a style leadership
model developed by Robert R. Blake and Jane It is a state of discord caused by the
Mouton. This model originally identified five actual or perceived opposition of
different leadership styles based on the concern for needs, values and interests between
people and the concern for production. The optimal
people working together. Conflict
leadership style in this model is based on Theory Y.
takes many forms in organizations.

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TYPES OF CONFLICTS

CONFLICT WITHIN INTERPERSONAL INTER


INTERGROUP
INDIVIDUAL CONFLICT ORGANIZATIONAL
CONFLICT
CONFLICT

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ORGANIZATIONAL
1 CLAN CULTURE
CULTURE T Focuses on Mentorship and teamwork

Y
Organizational Culture is a ADHOCRACY CULTURE
group of internal values and
behaviors in an organization. It
2 Focuses on Risk-taking and innovation

includes experiences, ways of


thinking, beliefs and future
expectations. It is also intuitive,
with repetitive habits and
P MARKET CULTURE 
3
E
emotional responses. Focuses on Competition and growth 

S 4
HIERARCHY CULTURE
Focuses on Structure and stability
ORGANIZATIONAL

CHANGE
Organizational change refers to the actions in
which a company or business alters a major
component of its organization, such as its
culture, the underlying technologies or
infrastructure it uses to operate, or its internal
processes
PLANNED CHANGE RESISTANCE TO CHANGE
Planned change is the process of Resistance to change is the
preparing the entire organization, or a unwillingness to adapt to altered
significant part of it, for new goals or a circumstances. It can be covert or overt,
new direction. organized, or individual

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MANAGING STRESS DURING CHANGE

Control Time  Reconsider Control


Allocation all your
and Goals Meetings Time

Make  Manage
decisions your
based on Procrastination
Analysis

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THANK YOU
D.NITHISHA
BBA 1D – SEM 2
ROLL NO. :168
AGBS

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