2. Course objectives
• To provide the knowledge of the patterns of
organizational behavior that will enable you to
act intentionally, not merely act
• To foster the specific skills you need to
develop in order to shape and direct your
organization
3. Course Content
• Introduction to Organizational Behavior
• Individual Behavior and Processes
• Personality, Perception, Emotion, Motivation & Job
Satisfaction
• Team Processes
• Teamwork in Organization
• Organizational Processes
• Leadership, Communication, Decision Making, Organizational
Culture, Power and Conflict, Managerial Ethics
• Question & Answer Session
5. Introduction to
Organizational Behavior
• What is Organizational Behavior?
• Study of human behavior in organizations.
• An interdisciplinary field devoted to understanding individual and
group behavior, interpersonal processes, and organizational
dynamics.
• Why is it important?
• Understand, influence and predict organizational events
OB is a
knowledge base
OB is a
knowledge base
that helps people
work together
that helps people
work together
to improve the
performance of
organizations
to improve the
performance of
organizations
6. Introduction to
Organizational Behavior
• Contemporary Challenges for Organizations
• Commitment to ethical behavior
• Broader views of leadership – shared leadership
• Emphasis in human capital and teamwork
• Demise of command-and-control – participatory work settings
• Influence of technology – virtual work
• Respect for new workforce expectations – Y and Millennial
• Changing concept of careers – independent vs. traditional full
time
8. Individual Behavior and Processes :
Personality
• Definition:
• Combination of characteristics that capture the
unique nature of a person as that person reacts
to and interacts with others
9. Individual Behavior and Processes :
Personality
Model of Personality : Big 5 Personality Traits
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ConscientiousnessConscientiousnessConscientiousnessConscientiousness
AgreeablenessAgreeablenessAgreeablenessAgreeableness
NeuroticismNeuroticismNeuroticismNeuroticism
Openness to ExperienceOpenness to ExperienceOpenness to ExperienceOpenness to Experience
ExtroversionExtroversionExtroversionExtroversion
10. Individual Behavior and Processes :
Values
• Definition : A person’s sense of right & wrong
• Types:
• Terminal values
• A person’s preferences concerning ‘ends’ to be
achieved – a comfortable & prosperous life
• Instrumental values
• A person’s beliefs about the means to achieve
the desired end
13. Individual Behavior and Processes :
Cultural values
• Culture : The learned and shared way of
thinking and acting among a group of people
or society
• Hofstede’s dimensions of national culture
16. Individual Behavior and Processes :
Perception
• Definition : The process through which people
receive & interpret information from the
environment
• Process:
17. • Influencing factors
• The perceiver, the setting, the perceived
• Common perceptual distortions
• Stereotypes, halo effects, self-fulling
prophecies, primacy effect, recency effect
Individual Behavior and Processes :
Perception
20. • Definition: Strong positive or negative feeling
directed toward someone or something
• Types of emotions
• Self-conscious emotions (internal)
• Eg: Guilt
• Social emotions (external)
• Eg: Jealousy
Individual Behavior and Processes :
Emotions
21. Individual Behavior and Processes :
Emotions
• Emotions and behavior
• Emotion and mood contagion
• Emotional dissonance
• Emotions management
• Emotional intelligence
• Ability to understand emotions in ourselves and
others and to use that understanding to manage
relationships effectively
26. Individual Behavior and Processes :
Motivation & Job Satisfaction
• Definition: Forces within an individual that
account for the level, direction and persistence
of effort expended at work
• Theories
• Content theories (needs)
• Process theories (process)
27. • Hierarchy of Needs
Theory
• Two-Factor Theory
Individual Behavior and Processes :
Motivation & Job Satisfaction
Content theories
28. • Equity Theory • Expectancy Theory
Individual Behavior and Processes :
Motivation & Job Satisfaction
29. Model of individual motivation to work
Individual Behavior and Processes :
Motivation & Job Satisfaction
32. • Definition: Group of people brought together
to use their complementary skills to achieve a
common purpose for which they are
collectively accountable
• Team development process
Team Processes :
Team in Organization
33. Team effectiveness model
•Task characteristics
•Team size
•Team composition
Team Design
• Accomplish tasks
• Satisfy member
needs
• Maintain team
survival
Team
Effectiveness
• Team development
• Team norms
• Team cohesiveness
• Team trust
Team Processes
Organizational
and Team
Environment
Team Processes :
Team in Organization
34. • Constraints on team decision making
• Time constraints
• Evaluation apprehension
• Pressure to conform
• Groupthink
Team Processes :
Team in Organization
38. • “Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, to offer a solution everybody
can understand.”
• - Colin Powell
Organizational Processes :
Leadership
39. • Manager vs Leader
• Managerial positions ?
• Leadership and work performance
• Fiedler’s leadership contingency view
Organizational Processes :
Leadership
52. • Definition: The system of shared actions,
values and beliefs that develops within an
organization and guides the behavior of its
members
• Functions of organizational culture
• External adaptation
• Internal integration
Organizational Processes :
Organizational Culture
53. • Elements of organizational culture
• Subcultures
• Countercultures
• Artifacts of organizational culture
• Physical structure
• Language
• Rituals and ceremonies
• Organizational stories and legends
Organizational Processes :
Organizational Culture
56. • Definition: Ability to get someone else to do
something you want done
• Sources of power
• Position power
• Personal power
• Power vs Influence (coalition formation,
impression management, ingratiation)
• Organizational politics
• Organizational governance
Organizational Processes :
Power
61. • Definition: The code of moral principles and values
that govern the behaviors of a person or group
with respect to what is right or wrong
• Roles of manager:
• Immoral; amoral; moral manager
• Three ethical principles
• Utilitarian (greatest number of people)
• Individual rights (everyone has entitlements)
• Distributive justice (Similar to each other, receive
similar benefits)
Organizational Processes :
Managerial Ethics
62. • Factors that affect ethical behavior
• Stage of moral development (pre-conventional,
conventional & principled)
• Individual characteristics (locus of control)
• Structural factors (policies)
• Organizational culture
• Issue intensity (how important an issue is)
Organizational Processes :
Managerial Ethics
63. • Three pillars of an ethical organization
Organizational Processes :
Managerial Ethics