This document provides an overview and introduction to organizational behavior (OB). It discusses what OB is, why it is studied, and the basic OB model. It also covers key topics in OB like diversity, personality, emotions, and skills required for managerial effectiveness. The basic OB model shows inputs, processes, and outcomes at the individual, group, and organizational levels. Dependent variables in OB include productivity, effectiveness, efficiency, absenteeism, turnover, job satisfaction, and organizational citizenship behavior.

1. Introduction & Overview of OB-I
Diversity
Personality & Values
Emotions & Moods
Shivkumar Menon

2. Introduction & Overview of Organizational Behavior

3. 3 Agenda
organizational behavior- the what and why
what do managers do?
Mintzberg’s model
managerial skills & the changing landscape
luthan’s study – successful vs effective managers
challenges & opportunities- OB
OB- Basic Model

4. 4
what is Organizational Behavior?
Organizational Behavior is a field of study that investigates the impact that
individuals, groups and structure have on behavior within organizations for the
purpose of applying such knowledge towards improving an organization’s
effectiveness
Why Study Organizational Behavior?
Organizational Behavior Research is an area of study which unravels organizational
events which in turn helps in predicting these events, eventually helping individuals
to influence organizational events
Theoretical OB I OB II
Applied Human Resource
Management
(Micro)
Organizational
Change &
Development
(Macro)
OB moves along two axes

5. 5
what do Managers do? (functions)
Managers get things done through other people. They make decisions, allocate
resources, monitor actions of the resources to ensure that the given goals are
attained.
Managers perform 4 key management functions, planning, organizing, leading
and controlling.

6. 6 mintzberg’s Managerial Roles
Role Description
1 Interpersonal Figureheads, Leaders, Liaison
2 Informational Monitor, Disseminator, Spokesperson
3 Decisional Entrepreneur, Disturbance handler, Resource
Allocator, Negotiator

7. 7 skills required for Managerial Effectiveness
Organizational Researchers have identified some key skills required by managers to
become effective in their roles. These are based on studies and data collated from
organizations
Technical Skills – The ability to apply specialized knowledge or expertise. These are
specialized competencies which may require analytical ability or capability to use tools
& techniques important for delivering in the core business of an organization.
Very important at the lower level of management.
Interpersonal / Human Skills – The ability to understand, communicate with,
motivate and support other people both individually and in groups. People with
superior technical skills may lack in Human skills, but since the manager’s core
responsibility is to get their tasks accomplished from people, Human skills are very
important.
Conceptual Skills –.Managers must have the mental ability to
analyze and diagnose complex situations. Conflict management,
anticipation of future problems or challenges which will impede task
accomplishment, develop alternative solutions to correct these
problems are abilities which are part of conceptual skills required in a
manager to be an effective manager.

8. 8 the Changing Arena
Conceptual Skills
Interpersonal Skills
Ideas
People
Technical Skills Things
Top Level Managers
Mid Level Managers
Supervisory Managers
Operatives
In today’s changing arena, top Level Managers/Leadership
teams are expected to be high on Ideas and Interpersonal
skills, Mid Level and First level Managers are expected to be
high on interpersonal skills and Technical skills and
Operatives/ First rung executives are expected to be high
only on Technical skills.

9. 9
types of Domains in organizations today
Business
Leadership
Planning
Coordinating
Budgeting
Monitoring
Team Building and Guiding the team
Interpersonal
Managing one to one relationships
Intrapersonal Regulating emotions
Attitudes Motivation
Lower Level Domains are the most
difficult to master, Intrapersonal being the
most difficult
Higher Level
Domains are
relatively
easier to
master as
higher level
domains
build upon
skills in lower
domains

10. 10 effective versus successful managers
Fred Luthan and his associates studied to evaluate a co relation between successful and
effective managers and came out with results which have helped in defining Managerial
activities into 4 different groups
To add to this, the study clearly differentiated between an average manager, an effective
and a successful manager by the degrees of time spent in each of the 4 managerial
activities by them
Traditional Management – Decision making, planning & controlling
Communication – Exchanging routine information, and processing paperwork
Human Resource Management – Motivating, disciplining, managing
conflict, staffing and training
Networking – Socializing, politicking and interacting with outsiders

11. 11 allocation of Activities by Time
The average manager spent 32% of his /her time in traditional activities,
29% in communicating, 20% in Human Resource activities and 19% in
Networking.
But the results clearly showed that to become successful, networking is key
and successful managers spend 48% of their time in networking, even
communicating is a distant second at 28%.

12. 12 enter organizational behavior
A field of study that investigates the impact of individuals, groups and structure on the
performance of an organization. The purpose of the study is to apply the learning's
garnered from the study to maximize the growth and performance of the organization.
OB uses evidence based management complementing systematic study adding to
intuition before taking managerial decisions.
Systematic study looks at relationships attempting to attribute causes and effects and
drawing conclusions based on scientific evidence.
A clear outcome of such a study is to predict behavior and influence decision making in
an organization.

13. 13
contributing disciplines to the ob field

14. 14
there are a few absolutes in OB
Laws in physical sciences – chemistry, astronomy, physics are consistent and apply
in a wide range of situations. But there are only a few absolutes in OB.
Contingency Variables play a key role and hence human behavior and decisions
are different on the basis of situations. Hence in OB, its fairly common to surmise that
x will lead to y in a given situation, but can move to z if the situation differs.
x CCoonnttiinnggeennccyy
VVaarriiaabblleess y

15. 15
challenges & opportunities for OB
Understanding organizational behavior has never been more important for
managers than in today’s context. Some of the challenges & opportunities in today’s
business environment where OB has an ample scope to contribute are shared
below.

16. 16
challenges & opportunities for OB (contd..)

17. 17 developing an ob model
A model is an abstraction of reality, a simplified representation of some real world
phenomenon.
The basic OB model is based on 3 types of variables viz. inputs, processes and
outcomes at three levels of analysis viz. individual, group and organizational.
The basic OB model showcases independent and dependent variables. Dependent
variables move on the basis of actions and behavior exhibited by the independent
variables like individuals, groups and organization.
Some Dependent Variables
Productivity
Attrition
Absenteeism
Turnover
Effectiveness
Efficiency
Job Satisfaction
Organizational Citizenship
behavior (OCB)

18. 18 basic ob model
Processes
Individual Level
•Emotions & Moods
•Motivation
•Perception
•Decision making
Group Level
•Communication
•Leadership
•Power and Politics
•Conflict and Negotiation
Organizational Level
•Human Resource
Management
•Change Practices
Outcomes
Individual Level
•Attitudes & Stress
•Task Performance
•Citizenship Behavior
•Withdrawal Behavior
Group Level
•Group Cohesion
•Group Functioning
Organizational Level
•Productivity
•Survival
Inputs
Individual Level
•Diversity
•Personality
•Values
Group Level
•Group Structure
•Group Roles
•Team Responsibilities
Organizational Level
•Structure
•Culture

19. 19
The Dependent Variables
Dependent variable
A response that is affected by an independent variable.
x
y

20. 20
The Dependent Variables
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective
output to the input
required to achieve it.

21. 21
The Dependent Variables
Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

22. 22
The Dependent Variables
Organizational citizenship
behavior (OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning of
the organization.

23. 23
The Dependent Variables
Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.

24. 24 ob model – stage II
Dependent
Variables
(x)
Independent
Variables
(y)

25. Diversity in
Organizations
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26. Learning Objectives
• Major Forms of workforce diversity
• Levels of Diversity
• Recognize Stereotypes and how they function in
organizational settings
• Identify the key biographical characteristics and describe how
they are relevant to OB
• Define Intellectual ability and demonstrate its relevance to OB
• Contrast Intellectual and Physical Ability
• Diversity Management Strategies – an overview
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27. Diversity
Demographic characteristics in the workforce differ from
country to country and largely influences the strategies to be
adopted while practicing Diversity management in
organizations.
A survey conducted in the US indicates clearly that the US
workforce is already diverse today.
• The earnings gap between Whites and other racial and ethnic
groups have decreased and in many instances even been
reversed.
• The challenges faced in the US workforce is more
towards the aging of the workforce.
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28. Diversity (contd..)
Whereas challenges faced in the Indian workforce is different
•Largest youth population in the world.
•Youth come from urban as well as rural backgrounds
•First generation, second generation and many third generation
workers
•Understanding the motivation, aspirations, preferences of these
diverse groups is the biggest challenge faced by
middle managers in India
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29. Levels of Diversity
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30. Levels of Diversity
• Surface-level diversity:
– Difference in easily perceived characteristics
– It can lead employees to perceive one another through
stereotype and assumption.
– Such as race, age, gender…
• Deep-level diversity:
– More important for determining similarity as people get to
know one another
– Such as values, personality, and work preferences
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31. Case Study
Manoranjan and Latika are co-workers who seem to have little in common
in first glance. Manoranjan is a young, recently hired male college graduate
with a business degree, raised in a Bengali speaking neighborhood in
Delhi.
Latika is an older long-tenured woman raised in rural Orissa, who achieved
her current level in the organization by starting as a high school graduate
and working her way through the hierarchy.
At first these co-workers experienced some differences in communication
based on their surface level differences in education, ethnicity, regional
background, and gender.
But eventually they found similarities like deep commitment to their families,
a common way of thinking about important work problems, common
aspirations for international assignments in the future.
These deep level similarities will overshadow the
superficial surface level dissimilarities and help them in ‘
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32. Case Study
Prateek and Vivek are two unmarried male college grads from Bangalore who
recently started working together. Superficially they seem evenly matched.
Prateek is highly introverted, prefers to avoid risks, solicits the opinions of
others before making decisions, and likes the office quiet.
Vivek is extraverted, risk seeking, and assertive and likes a busy, active and
energetic work environment.
Their surface level similarity will not necessarily lead to positive interactions,
because they have such fundamental and deep level differences. It will be a
challenge for them to collaborate and work together as their values, beliefs are
completely in conflict.
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33. Recognize Stereotypes
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34. Discrimination
Discrimination means, allowing our behavior to be influenced by
stereotypes about groups of people.
Discrimination in itself is not harmful if its recognized on healthy terms viz.
noticing one employee is more qualified for making hiring decisions and
another is taking on leadership responsibilities exceptionally well.
But when it goes beyond looking at individual characteristics unfair
discrimination assumes everyone in a group is the same, which in turn is
harmful to organizations and employees
Most overt forms of discrimination have faded after coming under legal
scrutiny and social disapproval but covert forms like incivility or
exclusion has increased
Discrimination causes serious negative consequences for employers
including reduced productivity and citizenship behavior,
negative conflicts, high employee turnover, qualified
candidates lose out on initial hiring and promotions and
creates a unhealthy work culture affecting the performance
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35. Different forms of Discrimination
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36. Biological Characteristics or Surface Level Diversity
and its influence on OB
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37. Biological Characteristics
Biological characteristics such as age, gender, race, disability and length of
service / tenure has its impact on employee productivity & turnover, deviance,
absence, citizenship and satisfaction.
Some more biological characteristics include religion, sexual orientation and
gender identity
Motivation, power and politics or organizational culture are hard to assess. But
the biological characteristics are surface level characteristics which are easily
attainable from an HR file.
Variations in these surface level characteristics may not necessarily have its
impact on organization but its worth knowing how closely its related to work
outcomes.
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38. India Diversity Concerns
Diversity Attributes Issues Concerns
Gender Gender Diversity is important New mothers want remote
working setups. Female
employees may want wider
networking opportunities
Age Youthful population and how do
seniors respond to their
aspirations
Young people may want
mentoring and promotion on
merit and performance rather
than on tenure
Older employees may want
training on newer technologies
City & Hinterland The third largest economy
globally based on Purchasing
Power, but there is a stark divide
between urban and rural
consumers and both are
growing. Can we sell the same
products in the same manner to
both groups
Both groups have different
needs. Rural India needs
handholding for assimilating
them to urban culture and Urban
India needs training to
understand the rural psyche to
sell better.
Geographies, Religious and
Cultural Backgrounds
Does a North Indian woman
decide in the same way as a
South Indian woman. Each state
has a different culture and ethos
and different ways of taking
decisions
Respect for each other’s culture
needed.
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39. Discrimination
Diversity Attributes Issues Concerns
Fast Changing GDP Distribution While Agriculture produce is
increasing, its composition
versus Manufacturing and
Services is decreasing
Moving from an old economy to
a new economy brings up the
need for orientation programs
Physically Challenged Disabled persons constitute 2%
of the total population
Clear recruitment policies. Equal
& fair opportunities of job
placements and growth
Marital Status Sensitivities to single parents,
widowers, widows , the divorced
and their needs
These groups may want co-workers
to be sensitive to their
needs
Sexual Orientation Most of the world is still in the
wilderness when it comes to
sexual orientation
The world is going through self
discovery
Nationality India is increasingly attracting
specialized talent and acquiring
organizations. How we interact,
learn and deal with such cross
cultural and regional diversities
is important
Orientation is required for
companies coming to India and
for Indian companies acquiring
assets abroad to understand the
cross cultural challenges and
ethos to succeed
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40. Deep Level Diversity and its influence on OB
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41. Ability
Ability is an individual’s current capacity to perform various tasks
in a job.
Overall abilities are essentially made up of two sets of factors:
Intellectual
Physical
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42. Intellectual Ability
• Intellectual abilities are abilities needed to perform
mental activities—thinking, reasoning, and problem
solving.
• Most societies place a high value on intelligence, and for
good reason.
• Intelligent Quotient (IQ) tests are designed to ascertain a
person’s general intellectual abilities.
• The seven most frequently cited dimensions making up
intellectual abilities are number aptitude, verbal
comprehension, perceptual speed, inductive reasoning,
deductive reasoning, spatial visualization & memory
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43. Dimensions of Intellectual ability
Dimension Description Job Example
Number Aptitude Ability to do speedy and accurate
arithmetic
Accountant: Computing the sales
tax on a set of items.
Verbal Comprehension Ability to understand what is read
or heard and the relationship of
words to each other
Plant Manager: Following
Corporate Policies while hiring
Perceptual Speed Ability to identify visual
similarities and differences
quickly & accurately
Fire Investigator: Identifying
clues to support a charge of
arson
Inductive Reasoning Ability to identify a logical
sequence in a problem and then
solve the problem
Market Researcher: Forecasting
demand for a product in the next
time period
Deductive Reasoning Ability to use logic and assess
the implications of an argument
Supervisor: Choosing between
the two different suggestions
offered by employees
Spatial Visualization Ability to imagine how an object
would look if its position in space
were changed
Interior Decorator: Redecorating
an office
Memory Ability to retain and recall past
experiences
Salesperson: Remembering the
names of customers
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44. Intellectual Ability and its influence on OB
Researchers recognize a general factor of intelligence , General Mental Ability (GMA)
and evidence supports the idea that the structures and measures of intellectual abilities
generalize across cultures.
Jobs differ in the demands they place on intellectual abilities. The more complex a job in
terms of information processing demands, the more general intelligence and verbal
abilities will be necessary to perform successfully.
Interestingly, while intelligence is a big help in performing a job well,, it doesn’t make
people happier or more satisfied with their jobs. The correlation between intelligence and
job satisfaction is about zero.
Research suggests that while intelligent people get their job done faster, their
expectations from their workplace, peers and subordinates are also substantially high
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45. Physical Abilities
While the changing nature of work suggests intellectual abilities are increasingly
important for many jobs, physical abilities have been and will remain valuable.
Nine basic abilities have been identified for performance of physical tasks.
Strength Factors
1.Dynamic Strength
2.Trunk Strength
3.Static Strength
4.Explosive Strength
Flexibility Factors
1.Extent Flexibility
2.Dynamic Flexibility
Other Factors
1.Body Coordination
2.Balance
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3.Stamina
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46. Social Identity Map
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47. Social Identity Map
We all have multiple identities. Its human nature to want to “fit in” as well as to be
unique. Some identities are visible and some less apparent. Some are accepted and
some are taboo.
You continually gain or lose or change some aspects of your identity and some remain
etched.
Context affects which identities are most important, helpful or harmful for leadership
influence.
Three internal processes relevant for social identity are Categorization, Identification &
Comparison
Mapping these helps us to articulate, discuss and reflect upon these processes.
Our Social identity and that of others has the power to
bind us or blind us.
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48. Social Identity Map
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49. Diversity Management
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50. Diversity Management Strategies
Diversity Management makes everyone more aware of and sensitive to the needs and
differences of others. The role of managers in managing diversity comes in different
forms.
Attracting, Selecting, Developing & Retaining Diverse Employees
Diversity in Groups
Effective Diversity Programs
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51. Effective Diversity Programs
Effective, comprehensive workforce programs encouraging diversity have 3 distinct
components.
Legal Framework – Managers are taught the legal framework for equal employment
opportunities and encourage fair treatment of all people regardless of their
demographic characteristics
Diverse Workforce – Managers are taught how a diverse workforce will be better able
to serve a diverse market of customers & clients.
Personal Development Practices - Foster personal development practices that bring
out skills and abilities of all workers, acknowledging how differences in perspective can
be a valuable way to improve performance for everyone.
Diversity has to do much about fair treatment and stop undue discrimination on the
basis of race, gender, ethnicity and so on and forth..
Organizations acknowledge this cannot be achieved through one time
programs and needs constant sessions or workshops to change
perceptions.
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52. Effective Diversity Programs
Researchers suggest that diversity experiences are more likely to lead to positive
adaptation for all parties if :
Diversity programs based on these principles are likely
to be more effective than traditional classroom learning.
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53. Personality & Values
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54. Learning Objectives
Define Personality & how is it measured; Factors Determining
Individual Personality
Myers Briggs Type Indicator: Strengths & Weaknesses
The Big Five Personality Model
Influence of the Big Five Traits on behavior at workplace
Define Values & Its Importance ; Contrast Terminal &
Instrumental Values
Generational Values & Dominant Values in today’s Workforce
Personality-Job Fit Theory by John Holland
Hofstede’s Six Value Dimensions of National Culture
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55. What is Personality & how
is it measured
Gordon Allport’s Definition of Personality
“the dynamic organization within the individual of those psychophysical
systems that determine his unique adjustments to his environment”
In other words, the sum total of ways in which an individual reacts and
interacts with others, measurable traits a person exhibits
why & how is Personality measured at the workplace
Research proves, personality tests are useful to make crucial hiring
decisions to get the best fit for a given job. Two commons forms used to
measure Personality are Self Reporting and Observer Rating
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56. Self Reporting
Surveys where individuals evaluate themselves on a series of factors.
Works well when the survey questions
are well constructed
Respondents lie, Manage Impressions in
hiring tests and tend to share more accurate
responses for self awareness
Observer Rating
An observer or a co-worker does the rating (with or without the subject’s
knowledge)
Better Predictor of success on
the job Observers can be biased
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Using both observer ratings and self report ratings of personality for important
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employment decisions is the best approach

57. Factors determining
Personality
“a combination of self reports and observer reports predicts performance better
than any type of information”
Heredity
Environment
2 Major Factors
Heredity refers to the biological, physiological & inherent psychological makeup and
research has proven that heredity plays a much greater role in influencing and
developing personality traits in individual than the environment.
Two 09/Frameworks 17/14 are dominantly PGC used Business at the Management workplace - to measure Personality, 57
the
Myers-Brigg Type Indicator and the Big Five XLRI
Model

58. The Myers-Brigg Type
Indicator (MBTI)
MBTI is a 100 question personality test, a self report that asks an individual how they
feel in a particular situation.
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59. The Myers-Brigg Type
Indicator (MBTI)
Respondents are classified under any of the 4 terms. These classifications together
describe 16 personality types, identifying every individual by one trait from each of
the 4 pairs
For example, an Introverted, Intuitive, Thinking and Judging (INTJ) person is a
visionary with an original mind and great drive.
Extraverted, Sensing, Thinking & Judging (ESTJ) are organizers, realistic, analytical,
logical and often are a natural for business or mechanics
Weakness
Research and empirical evidence is clearly against using MBTI as a measuring tool to
make hiring decisions at the workplace
It forces every individual into one type or another; whereas in reality, people can be
both extraverted or introverted to some degree. Hence MBTI is a reliable tool only
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60. The Big Five Personality
Model
The Big Five Model – 5 basic dimensions underlie all others and encompass most of
the significant variations in human personality.
Extraversion Captures our comfort level with relationships. Extraverts are
gregarious, assertive & sociable, whereas Introverts are reserved, timid & quiet
Agreeableness Individual’s propensity to defer to others. Highly agreeable
traits are cooperative, warm & trusting; the inverse traits are cold, disagreeable
& antagonistic
Conscientiousness is a measure of reliability. Highly conscientious person is
responsible, organized, dependable & persistent, whereas the inverse traits are
disorganized, unreliable & easily distracted
Emotional Stability is a person’s ability to withstand stress. Self confident,
secure and calmness are the positive traits, whereas the inverse is nervous,
anxious, depressed & insecure
Openness to Experience addresses range of interests and fascination with
novelty. Extremely open people are curious, creative & artistically sensitive
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whereas on the other end, people are conventional and stick to comfort zones
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61. Big Five traits & how it
influences OB
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62. Big Five traits & how it
influences OB
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63. Other Personality traits
relevant to OB
CCoorree SSeellff EEvvaalluuaattiioonn
Individuals high in core self evaluations see themselves as effective, capable and in control of
their environment. This directly relates to job satisfaction as they see more challenge in their
jobs and attain more complex jobs. Job performance also tends to be extraordinary as they
set ambitious goals, are persistent and ascend rapidly over time.
Those with negative core self evaluations tend to dislike themselves, question their
capabilities and view themselves as powerless over their environment.
MMaacchhiiaavveelllliiaanniissmm
High on pragmatism, maintains emotional distance and believes ends can justify means. High
Machs manipulate more, win more, are persuaded less and persuade others more. They like
their jobs less, take a lot of stress and engage in more deviant work behaviors.
High Machs flourish (i) when they interact face to face (ii) when the situation has minimal
rules and regulations (iii) when emotional involvement with details irrelevant to winning
distracts low Machs. Hence Jobs which require high bargaining skills or in commissioned
sales, 09/17/high 14 Machs are very productive
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64. Other Personality traits
relevant to OB
NNaarrcciissssiissmm
A person who has a grandiose sense of self importance, requires excessive admiration, has a
sense of entitlement, is arrogant and has low empathy towards others. Evidence suggests that
narcissists are more charismatic and are more likely to emerge as leaders.
Though not a desirable trait, Narcissists are known to be leaders and grow rapidly as they are
manipulative and have no empathy towards employees. They tend to whittle down opposition
in the ranks and file of the organization and do not take feedback in a positive light. Research
has shown that barring a few narcissist CEO’s, the more pragmatic and affable leaders are
more effective in their performance
SSeellff MMoonniittoorriinngg
Individuals high on self monitoring show considerable adaptability in adjusting their behavior
to situations and are more tactical in their approach and interactions with co-workers. They
tend to be highly mobile, get appraised better than low monitors and are highly successful in
their workplace.
Low Monitors however tend to display their true dispositions and attitudes in every situation
and stick to the conventional. Hence growth is largely stunted or very difficult to achieve.
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65. Other Personality traits
relevant to OB
RRiisskk TTaakkiinngg
An Individual high on risk taking ability manages to take quick decisions based on calculated
risks. Research suggests that the effectiveness and success ratio enjoyed by risk takers is the
same as people who are averse to taking risks.
PPrrooaaccttiivvee PPeerrssoonnaalliittyy
People who take active initiative to improve their current circumstances or create new ones
are also called as proactive personalities. They show action, initiative and persevere until
meaningful change occurs and hence are more successful in jobs which require high
persistence levels and positivity
Proactives are also likely to challenge the status quo or voice their displeasure when
situations arent’ to their liking. Proactives make good entrepreneurial candidates, however
they are also more likely to leave organizations faster to start their own ventures.
OOtthheerr OOrriieennttaattiioonn
Individuals with high level of other –orientation feel more obligated to help others who have
helped them, whereas those who are more self oriented will help others when they expect to
be 09/helped 17/14 in the future by them
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66. Values
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67. Define Values and its
importance
Values represent basic convictions. They contain a judgmental element in that they
carry an individual’s ideas as to what is right, good or desirable
Values have content and intensity attributes. The content attributes says a mode of
conduct or end-state of existence is important. The intensity attribute specifies how
important it is.
Every Individual has a set of values and gives relative importance to freedom, self
respect, honesty, obedience, equality, faith and so on and so forth.
These values are generally established in the formative years of a child through
parents, teachers and mentors and hence not very fluid and flexible. However they
can change as per the situation or after being continuously exposed to a different
environment.
For example, an individual must have been taught not to take bribes, but working in
an government organization, they may be forced to take bribes on account of peer
pressure and standard unofficial norms, which if not, abided may make co-workers
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68. Classify Values
Milton Rokeach created the Rokeach Value Survey (RVS), which comprised of two
sets of values, each containing 18 individual value items
Terminal Values
refers to desirable end states. These are goals a person would like to
achieve during his or her lifetime
Instrumental Values
refers to preferable modes of behavior, or means of achieving terminal
values
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69. Values in
the
Rokeach
Survey
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
Terminal Values
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70. Values in
the
Rokeach
Survey
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
Instrumental Values
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71. Source: Based on W. C. Frederick and J. Weber, “The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.
Mean Value Rankings of
Executives, Union
Members, and Activists
Research studies indicate clearly that RVS values vary among groups. People in the
same occupation or categories tend to uphold similar values.
Activists in this exhibit hold Equality as one of their top most terminal values,
whereas Executives and Union Members uphold them at 12 and 13
Understanding the differences and the vested interest of each group in the same set
of values can help tremendously while forming
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72. Generational Values-
Dominant Values in today’s
workforce
Researchers have integrated several recent analyses of work values into groups that
attempt to capture the unique values of different cohorts or generations. The
classification of these cohorts and their values differ based on geography
The US Workforce The Indian Workforce
Veterans workforce entered in
the 50’s or early ’60s.
Boomers those who entered
the workforce between ‘65 to ‘85
Xers those who entered
the workforce between 1985 and
2000
Nexters those who entered
the workforce after 2000
Socialists workforce entered in
the 50’s to the late ‘80s
Liberals those who entered the
workforce between 1990s to 2000
Xers those who entered
the workforce between 2000 and
2005
Millennials those who entered
the workforce after 2005
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73. Dominant Values in
today’s workforce
Socialists Hardworking, conservative, conforming, loyal to the organization,
emphasis on a comfortable and secure life
Liberals
Success, achievement, ambition, dislike of authority, loyalty to
career, ends can justify means philosophy, material success is
important
Xers
Work Life Balance, dislike of rules, confident, want financial success,
self reliant but team oriented, loyalty to both self and relationships,
nuclear families, job satisfaction is important, less willing to make
personal sacrifices
Technology is taken for granted (its an SOP), entrepreneurial, want to
get rich quickly, high sense of entitlement, low attachment to jobs or
relationships, want meaning out of their actions
Millennials
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74. John Holland’s
Personality – Job Fit Theory
The changing needs of the workplace today have made it imperative for managers to
be more interested to go beyond matching an individual’s personality and values to
the organization and gauge the flexibility to meet changing situations and
commitment to the organization. Enter John Holland’s Personality-Job Fit Theory…
Realistic
(R)
Investigative
(I)
Artistic
(A)
Social
(S)
Enterprising
(E)
Conventional
(C)
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75. what is john holland’s
theory all about
“Satisfaction is highest and turnover lowest when personality and occupation are in
agreement.”
Realistic (R) person in a realistic job is more congruent viz. agreeable situation than
a realistic person in an investigative or a social job.
Numerous studies done in this area supports the value of assessing vocational
interests in the selection process with a match between interests and job
requirements.
For example, individuals higher in openness to experience as children, were more
likely to take jobs, high on the investigative and artistic dimensions
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Holland’s typology of Personality and Congruent Occupations P.T.O
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76. Personality Type Characteristics Congruent Occupations
Realistic: Prefers physical
Shy, genuine, persistent,
activities that require skill,
stable, conforming & practical
strength & coordination
Mechanic, Drill press operator,
assembly line worker, farmers
etc…
Investigative: Prefers activities
that involve thinking,
organizing and understanding
Analytical, original, curious
and independent
Biologist, economist,
mathematician, news reporter
etc…
Social: Prefers activities that
involve helping & developing
others
Sociable, Friendly,
cooperative, understanding
Social worker, teacher,
counselor, clinical psychologist
Conventional: Prefers rule
regulated, orderly and
unambiguous activities
Conforming, efficient,
practical, unimaginative,
inflexible
Accountant, corporate
manager, bank teller, file clerk
etc….
Enterprising: Prefers Verbal
activities where opportunities
to influence others arises
Self confident, ambitious,
energetic, domineering
Lawyer, real estate agent, PR
specialist, Business Managers
etc..
Artistic: Prefers ambiguous and
unsystematic activities that
allow creative expression
Imaginative, disorderly,
idealistic, emotional,
impractical
Painter, musician, writer,
interior decorator
Holland’s typology of
Personality & Congruent
Occupations
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77. Hofstede’s Value Dimensions
for assessing cultures
Geert Hofstede’s interviewed more than 116,000 IBM employees in 40 countries about
their work related values and found that managers & employees vary on five value
dimensions of national culture. A 6th one was added recently.
Power
deDgrisetea ntoc ewhich people in a country accept that power in institutions &
organizations is distributed unequally.
High Rating Low Rating
Large inequalities of power and wealth
exist and tolerated in the culture,
discouraging upward mobility
Characterizes societies that stress on
equality & opportunity
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78. Individualism Vs Collectivism
Individualism Collectivism
degree to which people prefer to act as
individuals than in groups and believe in
individual rights above all else
emphasizes a tight social framework in
which people expect others in the groups
to look after and protect them
Masculinity Vs Femininity
Masculinity Femininity
degree to which the culture favors
traditional masculine roles as opposed
to viewing men and women as equals.
High masculinity rating indicates the
culture has separate roles for men and
women with men dominating the
society
High femininity rating indicates the
culture sees little differentiation between
male & female roles & treats everyone at
par
Hofstede’s Value Dimensions
for assessing cultures
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79. Hofstede’s Value Dimensions
for assessing cultures
Uncertainty Avoidance
degree to which people in a country prefer structured over unstructured situations
defines their uncertainty avoidance. In cultures scoring high on this dimension,
people have an increased level of anxiety about uncertainty & use laws and
controls to reduce them
Long Term Versus Short Term Orientation
Long Term Orientation Short Term Orientation
people in such cultures look to the
future & value thrift, persistence &
tradition
people in such cultures value the here &
now, accept change more readily and
don’t see commitments as impediments to
change
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80. Indulgence Restraint
degree to which people find it alright to
enjoy life, have fun, and fulfill natural
human desires
is the extent to which social norms govern
the gratification of basic human desires &
people’s behavior
Indulgence Versus Restraint
Countries score differently on Hofstede’s dimensions
Malaysia scores very high on power distance, whereas the United States is very
individualistic. Economic differences also influence these dimensions.
The drawback of Hofstede’s model is that the data is more than 30 years old now
and the research is completely based on IBM
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81. Emotions & Moods

82. 82 Learning Objectives
1. Differentiate Emotions from Moods and list the basic ones
2. Discuss whether emotions are rational and what functions they
serve
3. Sources of Emotions & Moods
4. Impact of Emotional Labor on employees
5. Affective Events Theory and its application
6. Emotional Intelligence – Contrast the evidence for and against its
existence
7. Strategies for emotion regulation & its likely effects
8. Apply concepts about emotions and moods to specific OB issues

83. 83 Emotions & Moods
Affect
defined as a broad range of feelings that people experience. Affect can be experienced in the
defined as a broad range of feelings that people experience. Affect can be experienced in the
form of emotions or moods
form of emotions or moods
Emotions Moods
Intense feelings directed at
someone or something
More reactive and action
oriented by nature
Can last very briefly or
transform into a mood
Specific and numerous in
nature
Intense feelings directed at
someone or something
More reactive and action
oriented by nature
Can last very briefly or
transform into a mood
Specific and numerous in
nature
Cause is often unclear and
general
Lasts longer than emotions or
could be triggered by emotions
Two main dimensions, positive
and negative affects
Cognitive in nature
Moods also transform into
emotions
Cause is often unclear and
general
Lasts longer than emotions or
could be triggered by emotions
Two main dimensions, positive
and negative affects
Cognitive in nature
Moods also transform into
emotions

84. 84 Sources of Emotions & Moods
Primary Influences of Emotions and moods
Personality – Moods and emotions have a trait
component. Hence we observe affectively intense
people experience both positive and negative
emotions more deeply. People can experience the
same moods at different intensities based on their
personality traits
Day of the week and time of the day – People tend to
be in their best moods in the latter half of the week and
in their worst moods on a Monday aka Monday blues.
Weather – Even weather can influence moods or
emotions. A dull and gloomy weather can bring out
a sad mood in people or can make them depressed
and a bright and sunny weather can make the day
exciting as well.
Stress – a constant diet of low stressful events can
also cause workers to experience a gradual increase of
strain over time. Isolated stressful events at work or
home can also impact your mood in a negative manner
Social Activities – Social activities like partying
with friends, or interacting with like minded
people or planning informal trips out can also
have a positive effect on a person’s moods.
Sleep – Inadequate sleep or poor quality of sleep can
also influence and bring about negative emotions in
people
Exercise, Age and Sex are three other sources which can have an influence or
bearing on the moods and emotions of people

85. 85 Impact of Emotional Labor on employees
Emotional Labor is relevant to almost every job. Its an employee’s expression of
organizationally desired emotions during interpersonal transactions at work.
The true challenge arises when employees have to project one emotion while
feeling another. This disparity is called emotional dissonance.
Emotional dissonance takes a heavy toll on employee’s job performance and job
satisfaction
Surface Acting is hiding inner feelings and forgoing emotional expressions in
response to display rules. This is more stressful than deep acting.
Deep Acting is trying to modify our inner feelings based on display rules.

86. 86 Affective Events Theory
AET model demonstrates
that employees react
emotionally to things that
happen to them at work
and this reaction
influences performance
and satisfaction at the
work place.
Emotions provide valuable insights into how work place hassles and uplifting emotions
influence employee performance and satisfaction and drive employee attitude at the
workplace.
Secondly, employees and managers shouldn’t ignore emotions or the events that cause
them, even when they seem to be minor as they accumulate over a period of time

87. 87 Emotional Intelligence
Emotional intelligence is a person’s ability to perceive emotions in self and others,
understand the meaning of these emotions and regulate one’s emotions
accordingly to bring effective outcomes

88. 88
Emotional Intelligence
Components of Emotional Intelligence
EI Component Definition Hallmarks
Self Awareness Knowing one’s emotions, strengths,
weaknesses, drives, values, and
goals – and their impact on others
Self Confidence
Realistic Self Assessment
Self-deprecating sense of
humor
Thirst for constructive
criticism
Self-Regulation Controlling or redirecting disruptive
emotions and impulses
Trustworthiness
Integrity
Comfort with ambiguity &
change

89. 89
EI Component Definition Hallmarks
Motivation Being Driven to achieve for the sake
of achievement
A passion for the work
itself & for new challenges
Unflagging energy to
improve
Optimism in the face of
failure
Empathy Considering other’s feelings,
especially when making decisions
Expertise in attracting and
retaining talent
Ability to develop others
Sensitivity to cross-cultural
differences

90. 90
EI Component Definition Hallmarks
Social Skill Managing Relationships to move
people in desired connections
Effectiveness in leading
change
Persuasiveness
Extensive Networking
Expertise in building and
leading teams

91. 91 Impact of emotions and moods on the workplace
Understanding of emotions and moods can improve our ability to explain and predict
the selection process in organizations, Decision making, Creativity, Motivation,
Leadership, Negotiation, Customer Service, Job Attitudes, Deviant Workplace
behaviors, Safety and Injury at work

92. 92