This document discusses organizational behavior and related concepts from multiple perspectives. It defines organizational behavior as the study of human behavior in organizational settings, drawing from disciplines like psychology, sociology, social psychology, anthropology, and political science. It explores topics like perception, decision-making, creativity in decision-making, and bounded rationality. It also examines factors that influence individual and group behavior in organizations.

1. ORGANIZATIONAL BEHAV
• BY SUJITH BHASKAR R

2. PSYCHOLOGY
THE SCIENCE THAT SEEKS TO MEASURE,
EXPLAIN, AND SOMETIMES CHANGE THE
BEHAVIOUR OF HUMANS AND OTHER
ANIMALS.
CONTRIBUTING DISCIPLINES

3. SOCIOLOGY
THE STUDY OF PEOPLE IN RELATION TO
THEIR FELLOW HUMAN BEINGS.
CONTRIBUTING DISCIPLINES

4. SOCIAL PSYCHOLOGY
AN AREA WITHIN PSYCHOLOGY THAT
BLENDS CONCEPTS FROM PSYCHOLOGY
AND SOCIOLOGY AND THAT FOCUSES ON
THE INFLUENCE OF PEOPLE ON ONE
ANOTHER.
CONTRIBUTING DISCIPLINES

5. ANTHROPOLOGY
THE STUDY OF SOCIETIES TO LEARN ABOUT
HUMAN BEINGS AND THEIR ACTIVITIES.
CONTRIBUTING DISCIPLINES

6. POLITICAL SCIENCE
THE STUDY OF THE BEHAVIOUR OF
INDIVIDUALS AND GROUPS WITHIN A
POLITICAL ENVIRONMENT.
CONTRIBUTING DISCIPLINES

7. ORGANISATIONAL BEHAVIOUR CAN BE DEFINED AS
THE UNDERSTANDING, PREDICTION, AND
MANAGEMENT OF HUMAN BEHAVIOUR IN
ORGANISATIONS
ORGANISATIONAL BEHAVIOUR
FRED LUTHANS
OB : DEFINITION

8. ORGANISATIONAL BEHAVIOUR IS A FIELD OF
STUDY THAT ENVISAGES THE IMPACT THAT
INDIVIDUALS, GROUPS, AND STRUCTURE HAVE
ON BEHAVIOUR WITHIN ORGANISATIONS FOR
THE PURPOSE OF APPLYING SUCH KNOWLEDGE
TOWARD IMPROVING AN ORGANISATION’S
EFFECTIVENESS.
ORGANISATIONAL BEHAVIOUR - CONCEPTS, CONTROVERSIES
& APPLICATIONS
STEPHEN P. ROBBINS
OB : DEFINITION

9. ORGANIZATIONAL BEHAVIOR ;DEFINATION
OB IS THE FIELD THAT SEEKS KNOWLEDGE OF
BEHAVIOR IN ORGANIZATIONAL SETTINGSBY
SYSTEMATICALLYSTUDYING INDIVIDUAL , GROUP ,
AND ORGANIZATIONAL PROCESES.
BEHAVIOR IN ORGANIZATIONS:
JERALD GREENBERG & ROBERT A. BARON

10. ORGANIZATIONAL BEHAVIOR:DEFINATION
O B IS THE TERM USED TO DESCRIBETHE ACTIONS
AND REACTIONS OF INDIVIDUALS. DYADS, AND
GROUPS IN THE SYSTEM AS THE INTERACT WITH
EACH OTHER IN THE COURSE OF THE WORKING DAY.
ORGANISATIONAL BEHAVIOUR :TEXT & CASES
UMA SEKARAN

11. ORGANISATIONAL BEHAVIOUR STUDIES THREE
DETERMINANTS OF BEHAVIOUR IN ORGANISATIONS:
INDIVIDUALS, GROUPS AND STRUCTURE.
OB INCLUDES THE CORE TOPICS OF MOTIVATION,
LEADER BEHAVIOUR AND POWER, INTERPERSONAL
COMMUNICATION, GROUP STRUCTURE AND
PROCESSES, LEARNING, ATTITUDE DEVELOPMENT AND
PERCEPTION, CHANGE PROCESSES, CONFLICT, WORK
DESIGN, AND WORK STRESS.
ORGANISATIONAL BEHAVIOUR - CONCEPTS, CONTROVERSIES
& APPLICATIONS
STEPHEN P. ROBBINS

12. A GENERAL MODEL OF O B
STAKES OUT ITS PARAMETERS
IDENTIFIES ITS PRIMARY DEPENDENT &
INDEPENDENT VARIABLES.
MODEL
ABSTRACTION OF REALITY: SIMPLIFIED
REPRESENTATION OF SOME REAL - WORLD
PHENOMENON.

13. ORGANIZATIONAL BEHAVIOR : DEFINITION
ORGANIZATIONAL BEHAVIOR IS THE STUDY OF
ORGANIZATIONAL COMPONENTS, AND THEIR
IMPACT ON HUMAN BEHAVIOR AND
ORGANIZATIONAL PERFORMANCES. SUCH STUDY
CAN BEDEFIT FROM VARIOUS BEHAVIORAL AND
SOCIAL SCIENCES.
ORGANIZATIONAL BEHAVIOR - DEVELOPING
MANAGERIAL SKILL.
KAE H. CHUNG AND LEON C. MEGGINSON.

14. ORGANIZATIONAL BEHAVIOR : DEFINITION
ORGANIZATIONAL BEHAVIOR MEANS THE STUDY OF
THE BEHAVIOR OF INDIVIDUALS AND GROUPS IN
ORGANIZATIONS, AND ORGANISATIONS
THEMSELVES, AS THEY ACT AND INTERACT TO
ATTAIN DESIRED OUTCOMES.
ORGANIZATIONAL BEHAVIOR
H. RANDOLPH BOBBIT JR.

15. PERCEPTION AND
INDIVIDUAL DECISION
MAKING

16. PERCEPTION AND INDIVIDUAL
DECISION MAKING
THE WORLD AS IT IS PERCEIVED IS THE WORLD THAT
IS BEHAVIORALLY IMPORTANT.

17. PERCEPTION : DEFINITION
A PROCESS BY WHICH INDIVIDUALS ORGANIZE AND
INTERPRET THEIR SENSORY IMPRESSIONS IN ORDER TO
GIVE MEANING TO THEIR ENVIRONMENT.

18. FACTORS INFLUENCING PERCEPTION
♦ THE PERCEIVER
♦ THE TARGET
♦ THE SITUATION

19. FACTORS THAT
INFLUENCE
PERCEPTION
FACTORS IN THE SITUATION
♦THE PERCEIVER
♦THE TARGET
♦THE SITUATION
PERCEPTION
FACTORS IN THE PERCEIVER
♦ATTITUDES
♦MOTIVES
♦INTERESTS
♦EXPERIENCE
♦EXPECTATIONS
FACTORS IN THE TARGET
♦NOVELTY
♦MOTION
♦SOUNDS
♦SIZE
♦BACKGROUND
♦PROXIMITY

20. DEFINITION OF ATTRIBUTION
THEORY
WHEN INDIVIDUALS OBSERVE BEHAVIOR, THEY
ATTEMPT TO DETERMINE WHETHER IT IS
INTERNALLY OR EXTERNALLY CAUSED.
DETERMINATION IS BASED ON THREE FACTORS
♦ DISTINCTIVENESS
♦ CONSENSUS
♦ CONSISTENCY

21. THERE IS A TENDENCY FOR INDIVIDUALS TO
ATTRIBUTE THEIR OWN SUCCESSES TO INTERNAL
FACTORS SUCH AS ABILITY OR EFFORT WHILE
PUTTING THE BLAME FOR FAILURE ON EXTERNAL
FACTORS SUCH AS LUCK.

22. 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.
SELF-SERVING BIAS
THE TENDENCY FOR INDIVIDUALS TO ATTRIBUTE
THEIR OWN SUCCESS TO INTERNAL FACTORS WHILE
PUTTING THE BLAME FOR FAILURES ON EXTERNAL
FACTORS.

23. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
♦ SELECTIVE PERCEPTION
♦ HALO EFFECT
♦ CONTRAST EFFECTS
♦ PROJECTION
♦ STEREOTYPING

24. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
SELECTIVE PERCEPTION
PEOPLE SELECTIVELY INTERPRET WHAT THEY SEE ON
THE BASIS OF THEIR INTERESTS, BACKGROUND,
EXPERIENCE, AND ATTITUDES.
HALO EFFECT
DRAWING A GENERAL IMPRESSION ABOUT AN
INDIVIDUAL ON THE BASIS OF A SINGLE
CHARACTERISTIC.

25. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
CONTRAST EFFECTS
EVALUATIONS OF A PERSON’S CHARACTERISTICS
THAT ARE AFFECTED BY COMPARISONS WITH OTHER
PEOPLE RECENTLY ENCOUNTERED WHO RANK
HIGHER OR LOWER ON THE SAME CHARACTERISTICS.

26. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
PROJECTION
ATTRIBUTING ONE’S OWN CHARACTERISTICS TO
OTHER PEOPLE.
STEREOTYPING
JUDGING SOMEONE ON THE BASIS OF ONE’S
PERCEPTION OF THE GROUP TO WHICH THAT
PERSON BELONGS.

27. SPECIFIC APPLICATIONS IN
ORGANIZATIONS
♦ EMPLOYMENT INTERVIEW
♦ PERFORMANCE EXPECTATIONS
♦ PERFORMANCE EVALUATION
♦ EMPLOYEE EFFORT
♦ EMPLOYEE LOYALTY

28. AMBIGUOUS PICTURE OF A YOUNG
WOMAN AND AN OLD WOMAN.
(SOURCE: EDWIN G. BORING, “A NEW AMBIGUOUS
FIGURE,” AMERICAN JOURNAL OF PSYCHOLOGY,
JULY 1930, P. 444. ALSO SEE ROBERT LEEPER, “A
STUDY OF A NEGLECTED PORTION OF THE FIELD OF
LEARNING - THE DEVELOPMENT OF SENSORY
ORGANIZAITON,” JOURNAL OF GENETIC
PSYCHOLOGY, MARCH 1935, P. 62. ORIGINALLY
DRAWN BY CARTOONIST W.E. HILL AND
PUBLISHED IN PUCK, NOVEMBER 6, 1915.)

29. CLEAR PICTURES OF THE YOUNG
WOMAN AND OLD WOMAN.
( SOURCE : ROBERT LEEPER, “A STUDY OF A
NEGLECTED PORTION OF THE FIELD OF LEARNING -
THE DEVELOPMENT OF SENSORY ORGANIZATION,”
JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P.
62. )

30. THE RATIONAL DECISION-MAKING
PROCESS
RATIONAL
REFERS TO CHOICES THAT ARE CONSISTENT AND
VALUE MAXIMIZING.
RATIONAL DECISION-MAKING
A DECISION-MAKING MODEL THAT DESCRIBES HOW
INDIVIDUALS SHOULD BEHAVE IN ORDER TO
MAXIMIZE SOME OUTCOME.

31. STEPS IN THE RATIONAL DECISION-
MAKING MODEL
♦ DEFINE THE PROBLEM
♦ IDENTIFY THE DECISION CRITERIA
♦ ALLOCATE WEIGHTS TO THE CRITERIA
♦ DEVELOP THE ALTERNATIVES
♦ EVALUATE THE ALTERNATIVES
♦ SELECT THE BEST ALTERNATIVE

32. ASSUMPTIONS OF THE MODEL
♦ PROBLEM CLARITY
♦ KNOWN OPTIONS
♦ CLEAR PREFERENCES
♦ CONSTANT PREFERENCES
♦ NO TIME OR COST CONSTRAINTS
♦ MAXIMUM PAYOFF

33. CREATIVITY IN DECISION MAKING :
DEFINITION
THE ABILITY TO COMBINE IDEAS IN A UNIQUE WAY
OR TO MAKE UNUSUAL ASSOCIATIONS BETWEEN
IDEAS.

34. DECISION MAKING ORGANIZATIONS
♦ BOUNDED RATIONALITY
♦ INTUITION
♦ PROBLEM IDENTIFICATION
♦ ALTERNATIVE DEVELOPMENT
♦ MAKING CHOICES
♦ ESCALATION OF COMMITMENT

35. BOUNDED RATIONALITY
INDIVIDUALS MAKE DECISIONS BY CONSTRUCTING
SIMPLIFIED MODELS THAT EXTRACT THE
ESSENTIAL FEATURES FROM PROBLEMS WITHOUT
CAPTUREING ALL THEIR COMPLEXITY.
♦ THE SATISFICING DECISION MAKER SETTLES
FOR THE FIRST SOLUTION THAT IS “GOOD ENOUGH”.

36. INTUITIVE DECISION MAKING
AN UNCONSCIOUS PROCESS CREATED OUT OF
DISTILLED EXPERIENCE.
♦ INTUITION IS NOT INDEPENDENT OF
RATIONAL ANALYSIS. THE TWO COMPLEMENT
EACH OTHER.

37. Raja, my concern right now is with the fact that “I
built up my status on a symbol which was never
mine - it was given to me by Management on my
request for a year during which I was to make my
own OYT arrangement”
I am also concerned with the fact that your wife and
children have got into this process of image-building
on temporarily hired symbols. What bothers me is
your passing on these values to them.