1. INTRODUCTION
TO
ORGANIZATIONAL BEHAVIOUR

2. A PRELIMINARY DEFINITION
It is a science
- not intuition
- not approximations
- It establishes cause – effect relationship
- It deals with people inside an organization

3. WHY STUDY OB?
• MANAGERIAL ROLES
• MANAGERIAL SKILLS
• MANAGERIAL CHALLENGES AND
OPPURTUNITIES

4. Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles

5. Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)

6. Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)

7. Management Skills
Management Skills
Technical skills
The ability to apply specialized knowledge or expertise.
Conceptual Skills
The mental ability to analyze and diagnose complex
situations.
Human skills
The ability to work with, understand, and motivate other people,
both individually and in groups

8. Challenges and Opportunities for OB
Challenges and Opportunities for OB
• Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Coping with anti-capitalism backlash
– Overseeing movement of jobs to countries with low-
cost labor
• Managing Workforce Diversity
– Embracing diversity
– Changing demographics
– Implications for managers
• Recognizing and responding to differences

9. Major Workforce Diversity Categories
Major Workforce Diversity Categories
Gender
Gender National
National
Disability
Disability Origin
Origin
Age
Age
Heterogeneous
Heterogeneous
Community/
Community/ religious mix
religious mix
Caste
Caste
Domestic
Domestic
Partners
Partners

10. Challenges and Opportunities for OB (cont’d)
Challenges and Opportunities for OB (cont’d)
• Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
• Responding to the Labor Shortage
– Changing work force demographics
– Fewer skilled laborers
– Early retirements and older workers
• Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures

11. Challenges and Opportunities for OB (cont’d)
Challenges and Opportunities for OB (cont’d)
• Quality management (QM)
– The constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
– Requires employees to rethink what they do and
become more involved in workplace decisions.
• Process reengineering
– Asks managers to reconsider how work would be done
and their organization structured if they were starting
over.
– Instead of making incremental changes in processes,
reengineering involves evaluating every process in
terms of its contribution.

12. HAWTHORNE EXPERIMENTS
• Conducted between 1924 and 1930
• At Western Electric Company, Hawthorne
works in Illinois
• Elton Mayo, Harvard Professor
• Three stages – conflicting results
• Conclusions – novelty of the situation, type
of supervision, involvement in the
experiment

13. Toward an OB
Discipline

14. There Are Few Absolutes in OB
There Are Few Absolutes in OB
Contingency variables
Situational factors: variables that moderate the
relationship between two or more other variables and
improve the correlation
x Contingency
Variables y

15. Basic OB Model
Basic OB Model
Model
An abstraction of reality.
A simplified representation of some real-world
phenomenon.

16. A Better Definition
OB is the science of understanding,
predicting, and managing human behaviour
in organizations

17. Activity
What do you think is the single most critical “people”
problem facing any organisation (of your choice) today?
What is the cause and what are the effects of this
problem?
Can you analyze the issue at all three (individual, group,
and organizational) levels?

18. INDIVIDUAL DIMENSIONS
OF HUMAN BEHAVIOUR

19. The S-O-B-C Model
Stimulus Organism Behaviour
Consequence
Individuals Perception
Groups Personality
Organisational Motivation
Systems & Structures Learning

20. PERCEPTION

21. What Is Perception, and Why Is
What Is Perception, and Why Is
It Important?
It Important?
Perception ••People’s behavior is
People’s behavior is
A process by which based on their
based on their
individuals organize and perception of what
perception of what
interpret their sensory reality is, not on reality
reality is, not on reality
impressions in order to itself.
itself.
give meaning to their
environment. ••The world as it is
The world as it is
perceived is the world
perceived is the world
that is behaviorally
that is behaviorally
important.
important.

22. Factors That
Factors That
Influence
Influence
Perception
Perception

23. Person Perception: Making
Judgments About Others
Attribution Theory
When individuals observe
behavior, they attempt to
determine whether it is
internally or externally
caused.

24. Attribution
Attribution
Theory
Theory

25. Errors and Biases in Attributions
Fundamental Attribution Error
The tendency to underestimate
the influence of external factors
and overestimate the influence
of internal factors when making
judgments about the behavior of
others.

26. Errors and Biases in Attributions
Self-Serving Bias (cont’d)
The tendency for individuals to
attribute their own successes
to internal factors while putting
the blame for failures on
external factors.

27. Frequently Used Shortcuts in
Judging Others
Selective Perception
People selectively interpret what they see on the
basis of their interests, background, experience,
and attitudes.

28. Frequently Used Shortcuts in
Judging Others
Halo Effect
Drawing a general impression
about an individual on the
basis of a single characteristic
Contrast Effects
Evaluation of a person’s characteristics that
are affected by comparisons with other
people recently encountered who rank higher
or lower on the same characteristics.

29. Frequently Used Shortcuts in
Judging Others
Stereotyping
Projection
Judging someone on the
Attributing one’s own basis of one’s perception of
characteristics to other the group to which that
people. person belongs.

30. Specific Applications in
Organizations
• Employment Interview
– Perceptual biases of raters affect the accuracy of
interviewers’ judgments of applicants.
• Performance Expectations
– Self-fulfilling prophecy (pygmalion effect): The lower
or higher performance of employees reflects
preconceived leader expectations about employee
capabilities.
• Ethnic Profiling
– A form of stereotyping in which a group of individuals
is singled out—typically on the basis of race or
ethnicity—for intensive inquiry, scrutinizing, or
investigation.

31. Specific Applications in
Organizations (cont’d)
• Performance Evaluations
– Appraisals are often the subjective (judgmental)
perceptions of appraisers of another employee’s job
performance.
• Employee Effort
– Assessment of individual effort is a subjective
judgment subject to perceptual distortion and bias.

32. Activity
You are a new recruit in an organisation. You do not
know anybody in the organisation. Use your perceptual
skills in deciding:
- the choice of a friend
- a strategy to deal with your boss
- in determining the power centres in your organization
- in dealing with your subordinates
Explain the process of your decision making

33. PERSONALITY

34. What is Personality?
Personality
The sum total of ways in which an individual reacts and
interacts with others.
Personality Traits Personality
Personality
Enduring characteristics Determinants
Determinants
that describe an • •Heredity
Heredity
individual’s behavior. • •Environment
Environment
• •Situation
Situation

35. The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.
Personality Types
Personality Types
• •Extroverted vs. Introverted (E or I)
Extroverted vs. Introverted (E or I)
• •Sensing vs. Intuitive (S or N)
Sensing vs. Intuitive (S or N)
• •Thinking vs. Feeling (T or F)
Thinking vs. Feeling (T or F)
• •Judging vs. Perceiving (P or J)
Judging vs. Perceiving (P or J)

36. Myers-
Briggs
Sixteen
Primary
Traits

37. The Big Five Model of
Personality Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Emotional Stability
Calm, self-confident, secure (positive) versus nervous, depressed,
and insecure (negative).
Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.

38. Major Personality Attributes
Influencing OB
• Locus of control
• Self-esteem
• Self-monitoring
• Risk taking
• Type A personality

39. Locus of Control
Locus of Control
The degree to which people believe they
are masters of their own fate.
Internals
Individuals who believe that they
control what happens to them.
Externals
Individuals who believe that
what happens to them is
controlled by outside forces
such as luck or chance.

40. Self-Esteem and Self-Monitoring
Self-Esteem (SE)
Individuals’ degree of liking
or disliking themselves.
Self-Monitoring
A personality trait that measures
an individuals ability to adjust his
or her behavior to external,
situational factors.

41. Risk-Taking
• High Risk-taking Managers
– Make quicker decisions
– Use less information to make decisions
– Operate in smaller and more entrepreneurial
organizations
• Low Risk-taking Managers
– Are slower to make decisions
– Require more information before making decisions
– Exist in larger organizations with stable environments
• Risk Propensity
– Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.

42. Personality Types
Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.

43. Personality Types
Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres
until meaningful change
occurs.
Creates positive change
in the environment,
regardless or even in
spite of constraints or
obstacles.

44. Achieving Person-Job Fit
Personality-Job Fit
Theory (Holland)
Personality Types
Personality Types
Identifies six personality
types and proposes that ••Realistic
Realistic
the fit between personality ••Investigative
Investigative
type and occupational
••Social
Social
environment determines
satisfaction and turnover. ••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic

45. TEAM EXERCISE
What’s a “Team Personality”?
It is the unusual organization today that is not using work teams. But not
everybody is a good team player. This prompts the questions: What
individual personality characteristics enhance a team’s performance? And
what characteristics might hinder team performance?
(a) identify personality characteristics you think are associated with high
performance teams and justify their choices
(b) identify personality characteristics you think hinder high performance
teams and justify their choices, and
(c) resolve whether it is better to have teams composed of individuals with
similar or dissimilar traits.