ORGANIZATIONAL BEHAVOUR

1. ORGANIZATIONAL BEHAVIOUR
UNIT-1 OB
Q1. BEHAVIOURAL SCIENCE DISCIPLINESCONTRIBUTING TO ORGANIZATIONAL
BEHAVIOUR/CONTRIBUTINGFIELDFOR STUDY OF OB.
1. Psychology: psychologyis a behavioural science whichstudies behaviour of human beings in
specific conditions andpredicts how the individual will react insuchconditions. Psychologywithits
various studies andtheories hasbrought about immense difference in human behaviour. Theories
relatedto leadership, motivation, individual decision-making, attitude, ego state, learning,
personality, performance appraisal, job satisfaction, training anddevelopment, work design, job
stress andconflict resolutionhave beentakenfrom psychologyitself.
2. Medicine:
3. Sociology:
4. Social psychology:
5. Anthropology:
6. Political science:
7. Industrial engineering:
8. Economics:
Q2. CHALLENGES FACED BY ORGANIZATIONAL BEHAVIOUR (OB)
1. Workforce diversity: workforce diversitymeans having a wide range of individuals inthe
organization. It includes workers fromdifferent groups suchas physicallychallenged persons, ethnic
groups, personnel retiredfrom defence services, women, backward classes, etc. Workforce diversity
focuses onthe dissimilaritiesamong individualsinthe same country, whereas globalisationrefers to
dissimilaritiesbetweenemployees comingfrom various countries.
2. Globalisation of business:
3. Changed employee expectations:
4. Ethical issues at work:
5. Improving Quality and productivity:
6. Improving Customer service:
7. Improving people skills:
8. Stimulating innovation and change:
9. Coping with Temporariness :
10. Working in network organization:
11. Helping employees Balance work-life conflicts:
12. Creating positive Work Environment:
13. Improving Ethical Behaviour:
Q3. EFFECT OF EMOTIONS AND MOODS ON OB ISSUES
1. Decision making: Decision making is the process of making choices byidentifying a decision,
gathering information, andassessingalternative resolutions. Using a step-by-stepdecision-making
process canhelp you make more deliberate, thoughtful decisions byorganizing relevant
informationanddefining alternatives. Thisapproachincreases the chances that you will choose the
most satisfying alternative possible
2. Creativity:
3. Negotiation:
4. Customer service:
5. Job attitude:
6. Deviant workplace behaviours:
Q4. CROSS-CULTURAL DYNAMICS
Every organizationwhichhas its operations spreadacross the boundariesof nations gives a lot of
significance to cross culturaldynamics anddiversity. Global interactions canbe manageda ndinfluenced
byorganizations, therebyexceeding the endeavours of various governmental andnon-governmental
organizations. The strategyof managing the dynamics ofdiversityin its own boundariesis followed
purposefullybyorganizations.
IMPACT OF CROSS-CULTURAL DYNAMICS ON ORGANIZATIONAL PERFORMANCE
1. Produce negative dynamics: various negative dynamics suchas stereotyping, ethnocentrism and
cultural clashes maybe results due to diversityinmanyorganizations. These cancreate problems
for minoritiesandwomenwhen theyare coupled withimbalancedstructuresof power.
2. Outperform culturally diverse group:
3. Separation of various social groups:
4. Unfavourable results:
5. Intergroup conflict:
6. Problems in creating a multicultural organisation:
7. Difference in organizational values due to diversity:

2. UNIT-2
Q1. STRESS
Stress is the reactionof anindividual against the troubling factor ofhis surroundings. Stress is a flexible reactionto an
external conditionandleads to physiological, emotional and behavioural variations. Stressors are physiological or
mental demands that arise fromthe surroundings andlead to stress. Stressors produce tensionor the possibilityfor
tension, whenthe individualfeelsthat anyparticular demandis far greater thanhis ability.
SOURCES OF STRESS
1. Individual stressors:
i. Personally type:
ii. Role conflict:
iii. Role ambiguity:
iv. Work overload:
2. Group stressors:
i. Group cohesiveness:
ii. Social support:
iii. Inter and intra-group relationships:
iv. Sexual harassment:
3. Organizational stressors:
i. Task demand:
ii. Interpersonal relationship at work:
iii. Organizational leadership:
iv. Group pressures:
STRESS MANAGED IN THE ORGANIZATION
1. Job design:
2. Involvement and communication:
3. Awareness programmes:
4. Health programmes:
5. Organizational design:
6. Personal development:
7. Employee assistance programmes:
8. Procedural framework:
9. Conflict management:
10. Cultural design:
Q2. PERCEPTION
Perceptionrefers to the stimuli that our senses gain fromthe surrounding. It includes the entire process of analysing
the environmental stimulianddeciding the actions to be takenaccordingly. Perceptual process helps people to gain
insight about those components ofthe environment that are crucialfor existence. Perception comprises of five senses
which are touch, smell, taste, sight andsound.
PROCESS OF PERCEPTION
1. Perceptual selectivity/selection:
i. Sensory activation:
ii. Sensory adaptation:
2. Perceptual grouping/organization:
i. Figure and ground:
ii. Perceptual grouping:
iii. Perceptual constancy:
iv. Perceptual context:
v. Perceptual defence:
3. Perceptual interpretation:
PERCEPTUAL SKILLS AND ABILITIES
1. Highlevel of self awareness:
2. Gathering information from different sources:
3. Be empathetic:
4. Influence others perception:
5. Avoid common perceptual distortion:
6. Avoid inappropriate attribution:
7. Use of diversity management program
8. Know yourself:
FACTORS INFLUENECING PERCEPTION
1. Internal factors:
i. Needs and motives:

3. ii. Self concept:
iii. Beliefs:
iv. Past experience:
v. Current psychological state:
vi. Expectation:
2. External factors:
i. Size:
ii. Intensity:
iii. Frequency:
iv. Status:
v. Contrast:
3. Characteristics of situation:
Q3. LEARNING
Learning acts as a dominant encouraging factor for the employeesto remain connected withorganizations. It
influences the abilities, various roles of life and motivation level of the individuals. Besides influencingindividual
behaviour, learning alsoplays a vital roleinthe management of knowledge. Thoughthe knowledge management, an
organizationacquisition and sharing capacityget boosted. As a result knowledge canbe utilised properlyto make
improvement inthe continuity andprosperityof the organisation.
According to Martyn Sloman, Learning is the processbywhicha personconstructs knowledge, skills and capabilities.
THEORIES OF LEARNING
1. Classical conditioning theory:
2. Operant/instrument conditioning theory:
3. Social learning theory:
4. Cognitive learning theory:
APPLICATION OF LEARNING THEORIES
1. Motivation:
2. Performance evaluation and rewards:
3. Training:
4. Self management:
5. Other organizational effects:

4. UNIT-3
Q1. CONFLICT
Conflict refers to demonstrationof anger, revolt, negative behaviour, violence, enmityand misconception. It is a result
of differencesinopinions ofpeople or groupworkingwithin an organization. Reasons canbe numerous, ranging from
allocationof resources to division of work to overall functioning of the organization. Diversitywithinthe organization
in terms of goals, objectives, philosophiesandviewpoints results inconflict. Conflicts can arise withinanorganization
or betweentwo organizations or betweenorganizationandtheir external environments.
According to joe Kelly, Conflict is defined as opposition or dispute betweenpersons, groups or ideas.
CLASSIFICATION OF CONFLICT
1. Individual level conflict: need motivates humanbehaviour. An individualworks inorder to fulfilhis various
needs. Whenanorganization fails to fulfil the needs ofits employees, conflict arises.
2. Group level conflict:
3. Organizational conflict:
CONFLICT RESOLUTION
1. Avoiding (withdrawal):
2. Accommodating (smoothing):
3. Competing (dominance):
4. Compromising:
5. Collaborating:
Q2. SOCIAL LOAFING
As it is difficult to recognise the contributionof a single groupmember socialloafingtakes place innumerous
conditions of the group. Suchdifficultyinrecognising frequentlyleads to applicationof fewer efforts bygroup
members thantheywouldhave applied, if theywere working individually. This fact hasgained much validation as it is
observedthat social loafing for numerous activitiescandecrease or be eradicatedwhen the performance ofan
individualis made recognisable.
According to karauandWilliams:Social loafingis defined as the tendencyfor individuals to expendlesseffort when
workingcollectivelythanwhenworkingindividually.
CAUSES OF SOCIAL LOAFING
1. Lack of motivation:
2. Relaxation due to others presence:
3. Simple tasks:
4. Dispersion of responsibility:
Q3. VIRTUAL TEAMS
A Virtual teamalso knownas a Geographicallydispersedteam. It is a groupof individuals who work acrosstime, space
and organizationalboundaries withlinks strengthened bywebs of communicationtechnology. Theyhave
complementaryskills andare committedto a common purpose. Theyhave interdependent performance goalsand
share an approachto work for whichtheyholdthemselves mutuallyaccountable. Virtual teams are a great wayto
enable teamwork insituations where people are not sitting in the same physical office at the same time.
BENEFITS OF VIRTUAL TEAMS
1. Cost benefits:
2. Labour pool enhancement:
3. Environmental and facility advantages:
4. Employer efficiencies:
5. Employee efficiencies:
6. Effective decision making:
Q4. CONCEPT OF GROUP
A group is formedwhentwo or more people interact, deliberatelyto reacha commonconsensus. Groupmembers are
mutuallydependent andare sensitive to the needs of other members of the group. There are groups inevery
organizationandaffect the behaviour of members.
Accordinglyto StephenRobbins:A groupmaybe definedas two or more individuals, interacting andinterdependent,
who have come together to achieve particular objectives.
PROCESS OF GROUPFORMATION
Groups do not form easily;theyundergoa standardisedsequence inthe processof their evolution.
Characteristic of groupformation.
1. Forming: During the first stage there is lot ofambiguityrelatedto the purpose, structure anddirectionof the
group. Members are tryingto judge the acceptable behaviour. Thisstage is finished when members beginto view
each other as part ofa group.
2. Storming:
3. Norming:
4. Performing:
5. Adjourning:
WHY PEOPLE JOIN GROUPS
1. Personal attraction:

5. 2. Group activities:
3. Group goals:
4. Security and social affiliation:
5. Status and self esteem:
6. Power:
Q5. CONFLICTIONS ARE NOT ALWAYS BAD. COMMENT
Conflict is oftenseenbyparticipants as destructive, but this is a limited view. In fact if all conflict withco-workers is
avoidedeach partyis likelydeprivedof useful informationabout the others preferences and views. Conflict is not all
bad, but rather mayresult in either positive/productive/functional outcomes. Most experts todayviewconflict as a
potentiallyuseful aspect of organization.
1. Stimulant for change:
2. Creative and innovation:
3. Group cohesion:
4. Avoidance of tension:
5. Identification of weakness:
6. Challenge:
7. Conflict raises questions:
8. Conflict builds relationships:
9. Conflict beats stagnation:
10. Conflict opens minds:
Q6. GROUPDYNAMICS
The studyof groupdynamics canbe helpful inunderstandingdecisionmaking behaviour, building effective
techniques, and following the emergence andpopularityof newideas and technologies ingroup. Reducedmorale,
decreasedproductivityandbadteamdecisionmakingare effects ofpoor group dynamics. Thus managers must
understandgroup dynamics andhowit affects the success ofa team andlearn the most excellent wayto mange
groups.
NATURE OF GROUPDYNAMICS
1. Concerned with group:
2. Dynamic:
3. Rigidity or flexibility:
4. Defines effectiveness of leader:
5. Continuous:
COMPONENTS OF GROUPDYNAMICS
1. Group composition:
2. Group size:
3. Group role:
4. Group leadership:
5. Group norms:
6. Group cohesiveness:
7. Group status:
Q7. EMPOERMENT
According to Thomas S. Bateman:Empowerment inthe processof sharingpower withemployees.
The expansionof the jobresponsibilitiesof anemployee byproviding him decisionmaking authorityrelatedto his
own work without seeking the authorisationof hisimmediate superior is referred to as empowerment. It implies the
magnitude ofauthorityandresponsibilitywhichis providedto a worker. Throughempowerment the utilizationof
employees abilities, creativities, and skills canbe motivatedandassistedthough the acceptance ofresponsibilityfor
their job.
FEATURE OF EMPOWERMENT
1. Delegation of power:
2. Continuous process:
3. Self determination of employees:
4. Authority over organizational resources:
5. Firm leadership:
6. Not a zero sum game:
PROCESS OF EMPOWERMENT
1. Establishing goals:
2. Orienting the employees:

6. 3. Transferring of authority:
4. Assigning responsibility:
5. Ensuring accountability:
6. Maintaining communication:
7. Follow up and feedback:
SIGNIFICANCE OF EMPOWERMENT
1. Saves cost:
2. Improves morals:
3. Enhances management employee relationship:
4. Offers direct responsibilities to employees:
Q8. POWER
According to Stephenp. Robbins:Power is definedas the abilityto influence andcontrol anything that is of value of
others.
The abilityof anindividual to make things happenin manner desiredbyhimor the abilityof prompting someone to do
something, whichanindividualwants, canbe termedas power. Regulating the behaviour ofothers is the fundamental
of power. Byutilising the force of power, anindividual canmake things done inthe desiredmanner.
SOURCES OF POWER
1. Individual power sources:
i. Formal individual power sources: the power whichis gaineddue to the individualposition inthe
hierarchical order of the organizationis calledformalindividual power. These powers include the following:
a. Legitimate power:
b. Coercive power:
c. Reward power:
d. Information power:
ii. Informal individual power sources:
a. Expert power:
b. Referent power:
c. Charismatic power:
2. Functional and divisional power:
I. Skills to control contingency:
II. Substitutability:
III. Centrality:
IV. Ability to control and generate resources:
V. Discretion:
VI. Perceptibility:
VII. dependability
3. Structural sources:
I. Knowledge as power:
II. Resources as power:
III. Decision making as power:

7. UNIT-4
Q1. ORGANIZATIONAL STRUCTURE
The term organizational structure reflects the collaborative efforts bythe personnel ofthe firmfor attainingthe set
objectives. Its mainaim is to clearlydefine the roles andresponsibilities of everyemployee. The definite structure of the
firm makesit quite simple to find the role expectedbyeachworker andwhomto approachwhenthings donot move as
per the plan. Organizational structure is an arrangement or patternof jobs within the firm, whichreflects the work
arrangement. It shows the directionof flow of orders ina firm. The structure ofthe firmshows the functioning and
workingenvironment of the firm.
FEATURE OF A GOOD ORGANIZATIONAL STRUCTURE
1. Simplicity:
2. Flexibility:
3. Clear line of authority:
4. Application of ultimate responsibility:
5. Proper delegation of authority:
ORGANIZATIONAL DESIGN
Organizational designcanbe definedas a process for improving the probabilitythat anorganization will be successful by
assessingandreshaping structure and positions to better meet goal.
FEATURE OF ORGANIZATIONAL DESIGN
1. Getting work done:
2. Organizational goals fulfilment:
3. Way of integration:
4. Aligning strategic actions:
5. Deciding organizational structure:
6. Allocation of resources:
Q2. ORGANIZATIONAL CULTURE
Organizational culture is the set of assumptions, beliefs, valuesandnorms that are shared byorganisation members.
CHARACTERISTICS OF ORGANIZATIONAL CULTURE
1. Prescriptive:
2. Socially shared:
3. Smoothens communication:
4. Learned:
5. Subjective:
6. Long term:
7. Growing:
8. Dynamic:
LEARNING ORGANIZATIONAL CULTURE
1. Stories:
2. Rituals:
3. Material symbols:
4. Language:
COMPONENTS OF ORGANIZATIONAL CULTURE
1. Artefacts:
2. Stories, histories, myths, legends and jokes:
3. Rituals, rights, ceremonies and celebrations:
4. Heroes:
5. Symbols and symbolic actions:
6. Beliefs, assumptions and mental models:
7. Attitudes:
8. Rules, norms, ethical codes and values:
Q3. JOB/WORKDESIGNING
Job designis the specification of the content, methods and relationships of jobs in order to satisfytechnological and
organizationalrequirements as wellas the social and personal requirements ofthe job holder.
TECHNIQUES OF JOB DESIGNING
1. Job/work simplification:
2. Job enlargement:
3. Job rotation:
4. Job enrichment:
5. Autonomous and self directed teams:
IMPORTANCE OF JOB DESIGN
1. Gives job feedback:
2. Permits adjustment:

8. 3. Motivates employees:
4. Improves performance:
5. Stresses on training employees:
6. Schedules work as well as rest: