A presentation of Organisational and human behaviour

1. ORGANISATIONAL BEHAVIOUR
A PROJECT ON
INDIVIDUAL AND INTERPERSONAL BEHAVIOUR
SUBMITTED BY :
Deepanshu Chawla

2. NATURE OF HUMAN BEHAVIOUR
Behaviour in simple words is what a person does.
OVERT BEHAVIOUR: mental or physical activities which are observable
and measurable.
COVERT BEHAVIOUR: aspects of behaviour which are non observable
and measurable. It is significant because it shapes and influences overt
behaviour.
BEHAVIOUR: CAUSED OR AUTONOMOUS ?

3. SOBC
situatio
n
organism
consequen
ces
Behavio
urpatte
rn

4. MANAGERIAL IMPLICATIONS OF BEHAVIOUR
 Channelization of individual behaviour for achieving
organizational objectives.
Achieving a perfect person-job fit.
For a perfect person-job fit managers must understand the
factors that affect individual behaviour.

5. FACTORS IN INDIVIDUAL BEHAVIOUR
PHYSIOLOGICAL
 INTELLIGENCE
 PHYSICAL ABILITY
 AGE
 GENDER
 RACE
SOCIO-
PSYCHOLOGICAL
 PERSONALITY
 PERCEPTION
 LEARNING
 ATTITUDES & VALUES
 MOTIVATION

6. IMPLIACTION OF INDIVIUAL
DIFFERENCE
 It means that management can achieve the desired behaviour
from individuals by treating them differently.
 It is important as in an organization there are different individuals
with different qualities and capacities performing different
functions.
 Considering these differences will accept variety of management
structures and motivation techniques.

7. COMPLEX MODEL OF MAN
 Man is motivated by complex variables.
 Overlapping needs.
 Variations among people in same organizatision. Such
variations may be in terms of their pattern, behaviour and
consequently the need for control and direction.

9. ATTITUDE
Attitude is defined as " a learner
predisposition to respond in a
consistent favorable and unfavorable
manner with respect to given object "
. This is attitude affects behavior at a
different level than do values.

10. ATTITUDE COMPONENETS
AFFECTIVE ATTITUTE : INCLUDES THE EMOTIONAL AND
FEELING SEGMENT OF ATTITUDE
BEHAVIOURAL ATTITUDE : AN INTENTION TO BEHAVE
IN CERTAIN WAY TOWARDS SOMEONE OR
SOMETHING
COGNITIVE ATTITUDE : THE OPINION OR BELIEF
SEGMENT OF ATTITUDE

11. FORMATION OF
ATTITUDE
 PERSONAL EXPERIENCE
 ASSOCIATION
 FAMILY
 PEER GROUP
 SOCIETY
 PERSONALITY FACTORS

12. TYPES OF ATTITUDE
JOB SATISFACTION : A collection of positive or negative
feeling that an individual holds towards his or her job.
JOB INVOLVEMENT : Identifying the job , actively
participating in it and considering performance important to
self -worth.
ORGANISATIONAL COMMITMENT : Identifying with a
particular organization and its goal and wishing to maintain
membership in the organization.

16. MOTIVATIONAL
APPLICATIONS
It becomes very frustrating if you are asked to do more
while your salary stays flat.

17. CONTENT
S
DESIGNING
OF REWARD
SYSTEM
EMPORWERNMENT
JOB
SATISFACTION
MORALE

18. Designing of reward system
Reward is anything which is given in return of good
performance.
TYPES OF REWARD
INTRINSIC EXTRINSIC

19.  Intrinsic reward emerges from the work performance itself when
the work performer experiences sense of accomplishment on
doing a good work.
 Extrinsic reward is in tangible form that is provided to
employees after the work performance as promotion, pay
increase.

21. Empowerment
 Recalling depowering and empowering experiences
 Reasons for empowerment
 Choosing issue to work on
 Identifying potential power bases
 Developing actions plans

22. Job Satisfaction
 Job satisfaction play significant role in the organization. Managers should
take concrete steps to improve the level of job satisfaction.
 Steps may in the form of job redesigning to make job more interesting
and challenging, improving quality of work life etc.

23. Morale
In an every organization, people are working within a
subtitle of environment of attitudes.
Each employee has attitudes that range over the entire
spectrum of human behavior.
From the point of view, morale may be regarded
essentially an individual matter described as in terms of
feelings of an employee or manager towards his work.

24. INDIVIDUAL DECISION MAKING PROCESS

25. DECISION MAKING PROCESS
SPECIFIC
OBJECTIVES
PROBLEM
IDENTIFICATION
SEARCH FOR
ALTERNATIVES
EVALUATION OF
ALTERNATIVES
CHOICE OF
ALTERNATIVES
ACTIONRESULTS
FEEDBACK

26. SPECIFIC OBJECTIVE
 The Need for decision making arises in order to achieve the certain specific
objection
 Every action of human being is goal directed
 This is the starting point.
 This may not be considered truly as the first step of decision process but
provides framework for further decisions.

27. PROBLEM IDENTIFICATION
Ascertain the decision makers objective
Understand the background of the problems
Isolate and identify the problem not the
symptoms
Determine the units of analysis.
Determine the relevant variables

28. SEARCH FOR ALTERNATIVES ,EVALUATES AND
CHOICE OF BEST ALTERNATIVES

29. ACTION
ONCE THE ALTERNATIVE IS SELECTED, IT IS
PUT INTO ACTION.
THE ACTUAL PROCESS OF DECISION
MAKING ENDS WITH THE CHOICE OF AN
ALTERNATIVES THROUGH WHICH THE
OBJECTIVE CAN BE ACHIVED.

30. RESULTS
 WHEN THE DECISION PUT INTO THE ACTION ,
IT BRINGS CERTAIN RESULTS. THESE RESULTS
MUST CORRESPOND WITH OBJECTIVE, THE
STARTING POINT OF DECISION PROCESS, IF
GOOD DECISION HAS BEEN MADE AND
IMPLEMENTED PROPERLY.
 RESULTS PROVIDE INDICATION WHETHER
DECISION AND ITS IMPLEMENTATION IS
PROPER OR NOT.