Skill Building Exercises – 1 & 2 Case Incident – Left or Right? Individual Behavior Individual Goals vs. Organizational Demands Behavior of Individuals in an Organization Rational Economic Man Social Man Organization Man Self-actualization Man Complex Man Reference: VSP Rao (2009). Organizational Behaviour,1st ed., Excel Books, p. 99-108

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Unit – 3 CHAPTER - 7
INDIVIDUAL BEHAVIOUR
MBA 12 ORGANIZATIONAL
BEHAVIOUR - 1
Delivered By,
Dr. S. Gokula Krishnan, PhD.,
Associate Professor – OB, HR & Data Analytics,
Nehru School of Management,
Nehru College of Engineering & Research Centre.
E-mail : prof.gokulakrishnan@gmail.com
Discussions on
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2
 Skill Building Exercises – 1 & 2
 Case Incident – Left or Right?
 Individual Behavior
 Individual Goals vs. Organizational Demands
 Behavior of Individuals in an Organization
 Rational Economic Man
 Social Man
 Organization Man
 Self-actualization Man
 Complex Man
Reference:
VSP Rao (2009). Organizational Behaviour,1st ed., Excel Books, p. 99-
108

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Skill Building Exercise – 1
Discover your Self Image
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM3
 People generally like me
 I like myself
 I can rely on my family when I’m
in trouble
 I quarrel easily with family
members
 I do not give up easily
 I face my problems
 I cannot make up my mind
 I act before I think
 I care about my appearance
 I am a mean and bad person
 I am sloppy and unrecognized
 I have good health
 I am not important
 I solve my problems easily
 I am a friendly person
 Answers :True or False
Skill Building Exercise – 2
Test of Self Acceptance
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM4
 I received all the love I needed from my
parents
 I am no more self-conscious than the
average person
 I seldom feel terribly critical of people
 I have about as many friends as I would
like
 It doesn’t bother me much when people
I know do something really stupid
 I think I have got about as much as I
deserve from life
 I have not been bothered by many
physical or emotional symptoms
 I tend to trust most people
without too much difficulty
 Politicians are about as honest as
an average person
 I am probably no more sensitive
than most people
 It seldom occurs to me – people
might be laughing at me
 Most people won’t let you down
in a pinch
 Answers :True or False

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Case Incident: “Left or Right?”
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM5
 Rajender kumar was a production worker at Competent Motors Limited
(CML) which made components and accessories for the automotive industry.
He had worked at CML for almost seven years as a welder, along with fifteen
other man in the plant. All had received training in welding both on the job
and through company-sponsored external programmes. They had friendly
relations and got along very well with one another. They played volleyball in
the playground regularly before retiring to the quarters allotted by the
company. They work together in the company canteen, cutting jokes on each
other and making fun of everyone who dared to step into their privacy
during lunch hour. Most of the fellows had been there for some length of
time, except for two men who had joined the ranks only two months back.
 Rajender was generally considered to the leader of the group, so it was no
surprise that when foreman of the new was transferred and his job posted,
Rajender applied for the job and got it.
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM6
 There were only four other applications for the job, two from
mechanical section and two from outside, when there was a formal
announcement of the appointment on a Friday afternoon, everyone in
the group congratulated Rajender. They literally carried him on their
shoulders, and bought him snacks and celebrated.
 On Monday morning, Rajneder joined duty as Foreman. It was
company practice for all foreman to wear blue jacket and a white shirt.
Each man’s coat has his name badge sewn onto the leftside pocket. The
company had given two pairs to Rajender. He was proud to wear the
coat to work on Monday.
 People who saw him from a distance went upto him and admired the
new blue coat. There was a lot of kidding around calling Rajender as
“Hero”, “Raja Babu”, and “Officer” etc. on the guys wet back to his
locker and returned with a long brush and acted as though he were
removing dust particles on the new coat. After about five minutes of
horseplay, all the men went back to work. Rajender went to his office
to familiarize himself with the new job and environment.

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Dr. S. GOKULA KRISHNAN, Associate Professor @NSM7
 At noon, all the men broke for the lunch and went to the canteen to eat
and take a break as usual. Rajender was busy when they left but
followed after them a few minutes later. He bought the food coupon,
took the snacks and tea and turned to face the open canteen. On the
left-side corner room was his old work group; on the right-hand side of
the canteen sat all the other foreman in the plant-all in their smart blue
coats.
 At the point of time, silence descended on the canteen. Both groups
looked at Rajender anxiously waiting to see which group he would
choose to eat with.
 Questions:
 Whom do you think Rajender will eat with?Why?
 If you were one of the other foreman, what could you do to make
Rajender’s transition easier?
 What would you have done if you were in Rajender’s shoes?Why?
Individual Behavior
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM8
 Individual behavior, according to Kurt Levin, is a function of the (P)
person and the environment (E)
𝑩 = 𝒇 𝑷 ∗ 𝑬
 Factors of Individual Behavior
 Individual Differences
 Genetic (born with a predisposition to be a certain type of person like being
intelligent, being happy, being depressed etc),
 Physiological (like brain abnormalities, differences in hormones, a healthy diet
etc)
 Learning factors that predispose them to behave in certain ways.
 Environmental influences
 Physical environment – noise, hearing, lighting, ventilation, cleanliness, nature
of job, office furnishings, space utilization etc
 Social environment – societal norms and rules of behavior established over a
period of time.

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Individual Goals vs. Organizational Demands
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM9
 Individual Goals
When a person joins an organization, he brings with him a unique set of needs such as need
for making a living, gaining social status, attaining a prestigious position, grabbing a certain
amount of power, developing relevant skills and become what he wants to e and what he is
capable of.
 Organizational Goals
Organizations has its own goals such as gaining market share, improvement in sales
revenues, product development etc.
 Psychological Contracts
This contract executed by the organization by assigning task to individuals, setting certain
rules and placing some obligations on individuals while performing the duties.The
individual concerned is expected to put in his ability, loyalty, hard work, commitment while
at work and show superior performance and earn his rewards.
 Person-Job Fit
The extent to which a person’s ability and personality match the needs of a job is known as
person-job fit.When selecting people, managers should try to achieve person-job fit, so that
employees are more likely to contribute to the best of their abilities and remain satisfied.
Behavior of individuals in an Organization
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM10
 Rational Economic Model The model of decision making according to
which decision makers consider all possible alternatives to problems before
selecting the optimal solution
 Social Man This concept is based on the premise that man is a social
animal and is being influenced by a variety of social forces
 Organization Man This concept is based on the premise that a person is
willing to sacrifice individually for the sake of the group and the
organization
 Self-actualizing People Self-actualizing people are rare individuals who
come close to living up their full potential for being realistic, accomplishing
things, enjoying life, and generally exemplifying classic human values
 Complex manThis concept is based on the premise that man is motivated
by complex variables and it is difficult to predict his behavioral responses to
any managerial actions

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END OF THE CHAPTER