Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are

1. ORGANISATIONAL BEHAVIOUR
SWATI SISODIA
Swati.sisodia@nmims.edu

2. History of Org Behavior
• A Short History of Organizational Behavior
• F.W. Taylor and Scientific Management
• Mary Parker Follett
• Hawthorne Studies
• Theory X and Y

3. F W Taylor
• Scientific management: the systematic study
of relationships between people and tasks for
the purpose of redesigning the work process
to increase efficiency
• The amount of and effort each employee
expends to produce a unit of output can be
reduced by increasing specialization and the
division of labor

4. Principles of Scientific Management
• Study the way employees perform their tasks,
gather informal job knowledge that
employees possess, and experiment with ways
of improving the way tasks are performed
• Codify the new methods of performing tasks
into written rules and standard operating
procedures

5. Principles of Scientific Management
• Carefully select employees so that they
possess skills and abilities that match the
needs of the task, and train them to perform
the task according to the established rules and
procedures
• Establish an acceptable level of performance
for a task, and then develop a pay system that
provides a reward for performance above the
acceptable level

6. Other theories
 Mary Parker Follett- Human side
 The “Hawthorne Effect”
 Douglas McGregor:
Average employee is lazy, Employees will do what is good
dislikes work, and will try to do for the organization when
as little as possible committed
Manager’s task is to supervise Manager’s task is create a work
closely and control employees setting that encourages
through reward and commitment to organizational
punishment goals and provides
opportunities for employees to
be exercise initiative

7. What is an organization?
Groups of people who work interdependently
toward some purpose
–Structured patterns of interaction
–Coordinated tasks
–Work toward some purpose

8. Organizational Behavior
• The study of individual behavior and group
dynamics in organizations
• Understand
The study and application
• Predict of how employees behave
within organizations
• Manage

9. Levels of Analysis
Organizational Level
Group Level
Individual
Group Level
Level

10. Contributing Disciplines to the OB Field
Learning
Motivation
Personality
Attitude, values
Motivation
Perception
Job satisfaction

11. Contributing Disciplines to the OB Field

12. Contributing Disciplines to the OB Field

13. Open Systems View of Organization
Task environment:
Competitors
Unions
Regulatory agencies
Clients
Structure
Inputs:
Material Outputs:
Capital Task Technology Products
Human Services
People
(Actors)
Organizational Boundary

14. Why Study Org Behavior?
Competitive advantage of an organization
today is represented by:
Human resource of an organization and
how they are managed.
Widely recognized as-
human capital
Describe how people behave under
a variety of condition
Understand why people behave as
they do
Predict future employee behaviour

15. TRENDS
GLOBALISATION
Implications of globalisation
New organisational structures
Different forms of communication
More competition, change, mergers, downsizing, stress
Need more sensitivity to cultural differences

16. TRENDS
CHANGING WORKFORCE
More women in workforce and professions
Different needs of Gen-X, Gen-Y and baby-boomers
Diversity has advantages, but firms need to adjust through
Cultural awareness
Family-friendly policies
Empowerment
Employment relationship
Employees perform many tasks, not a specific job
Working from home, usually with a computer connection to the office
Virtual teams
(operate across space, time and organisational boundaries; mainly
communicate through electronic technologies)

17. Studying Organizational Behavior

18. Activity
EFFECT OF POSITIVE AND
NEGATIVE REINFORCEMENT

19. Personality

20. What is personality?
The overall profile or combination of characteristics that
capture the unique nature of a person as that person
reacts and interacts with others.
– Combines a set of physical and mental
characteristics that reflect how a person looks,
thinks, acts, and feels.
– Predictable relationships are expected between
people’s personalities and their behaviors

21. Factors affecting personality
ENVIORNMENT
HERIDITY
Cultural
Physical characteristics
Social
Gender
Situational factors
PERSONALITY

22. Personality and the self-concept
– Personality dynamics.
•The ways in which an individual integrates and organizes
social traits, values and motives ,personal conceptions, and
emotional adjustments.
– Self-concept.
• The view individuals have of themselves as physical,
social, and spiritual or moral beings.
• Self-esteem.
• Self-efficacy.

23. How do personalities differ?
“Big Five” personality dimensions.
– Extraversion
• Being outgoing, sociable, assertive.
– Agreeableness.
• Being good-natured, trusting, cooperative.
– Conscientiousness.
• Being responsible, dependable, persistent.
– Emotional stability.
• Being unworried, secure, relaxed.
– Openness to experience.
• Being imaginative, curious, broad-minded.

24. Personal conception traits.
Locus of control.
Authoritarianism/dogmatism.
Machiavellianism.
 Self-monitoring.

25. Locus of control
– The extent to which a person feels able to control his/her
own life.
– Externals
•More extraverted in their interpersonal
relationships and more oriented toward the world around
them.
– Internals
• More introverted and more oriented towards
their own feelings and ideas.

26. Locus of control
Information processing Internals make more attempt to acquire information, are
less satisfied with the amount of information they possess
and are better at utilizing information
Job Satisfaction Internals are generally more satisfied, less alienated and
there is strong job satisfaction/ performance relationship for
them
Performance Internals perform better on learning and problem solving
tasks, when performance leads to valued rewards
Self control, risk & anxiety Internals exhibit better self control, are more cautious,
engage in less risky behavior and are less anxious
Motivation, expectancies' and results Internals display greater work motivation, see a stronger
relationship between what they do and what happens to
them, expect that working hard leads to good performance,
feel more control over their time.
Response to others Internals are more independent, more reliant on their own
judgment and less susceptible to the influence of others ;
they are more likely to accept information on its merit

27. Authoritarianism/dogmatism
– Authoritarianism.
• Tendency to adhere rigidly to conventional
values and to obey recognized authority.
– Dogmatism.
• Tendency to view the world as a
threatening place.

28. high-Machiavellian personality
Approach situations logically and
thoughtfully:
a) Are capable of lying to achieve personal goals.
b) Are rarely swayed by loyalty, friendships, past
promises, or others’ opinions.
c) Are skilled at influencing others.
d) Try to exploit loosely structured situations.
e) Perform in a perfunctory or detached manner in
highly structured situations.

29. Note
Machiavellianism (Mach) refers to the degree to which an individual is practical in his
approach, maintains an emotional distance from others, and believes that ends justify
the means. Research has revealed that individuals who score high on Mach are good
at manipulating others and try to win by any means. They do not need to be
persuaded to work but instead are able to successfully persuade others. People
having a high Mach perform well in situations that involve face-to-face meetings.
They are especially productive in jobs that require the use of bargaining (persuasion)
skills and in jobs that offer substantial rewards for the achievement of goal

30. low-Machiavellian personality
a) Accept direction imposed by others in loosely
structured situations.
b) Work hard to do well in highly structured
situations.
c) Are strongly guided by ethical considerations.
d) Are unlikely to lie or cheat.

31. Self-monitoring
– A person’s ability to adjust his/her behavior to
external situational factors.
– High self-monitors.
• Sensitive to external cues.
• Behave differently in different situations.
– Low self-monitors.
• Not sensitive to external cues.
• Not able to disguise their behaviors

32. MOTIVATION

33. The Basic Motivation Process
NEEDS DRIVES INCENTIVES

34. What is Motivation?
The level and direction
Motivation = of EFFORT expended
at work.
Derived from latin word “movere” means to move.

35. Categories of motivation theories.
Content theories. Process theories.
• Focus on profiling the needs that people • Focus on people’s thought or cognitive
seek to fulfill. processes. Emphasize controlling behavior
by manipulating its consequences.
Major content theories. Major content theories.
a) Maslows Hierarchy of needs theory. a) Vroom’s & Porter theory
b) Herzberg’s Two factor theory b) Equity theory
c) Alderfer’s ERG theory
d) Mc Clelland

36. Maslow’s Hierarchy Of Needs
SELF-
ACTUALIZATION
ESTEEM NEEDS
LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS

37. A Hierarchy Of Work Motivation
SELF-
ACTUALIZATION
Personal growth,
realization of potential
ESTEEM NEEDS
Titles, status symbols,
promotions, banding
SOCIAL NEEDS
Formal and informal
work groups or teams
SECURITY NEEDS
Seniority plans, union, health insurance,
employee assistance plans, severance pay, pension
BASIC NEEDS
Pay

38. Hezerberg’s two factor theory
Hygiene factors in job Motivators factors in job
Organisational policies Achievement
Quality of supervision Recognition
Working conditions Work itself
Base salary or wage Responsibility
Relationship with peer Advancement
Relationship with Growth
subordinates
Status
Security
High Job dissatisfaction Job satisfaction High

39. ERG & MC CLLELAND THEORY
ERG Theory. Mc Clleland’s Theory of needs :
– Existence needs. Need for achievement (nAch).
• Desire for physiological • The desire to do something
and material well-being. better or more efficiently, to
– Relatedness needs. solve problems, or to master
• Desire for satisfying complex tasks.
interpersonal Need for affiliation (nAff).
relationships. – • The desire to establish and
– Growth needs. maintain friendly and warm
• Desire for continued relations with others.
personal growth and – Need for power (nPower).
development. • The desire to control others,
to influence their behavior, or
to be responsible for others.

40. McClelland’s High Need Achiever
Work Preferences
• Prefers moderately challenging
goals
• Prefers performance feedback
• Prefers individual responsibility

41. Job Satisfaction Trends
Question
“Who is more likely to be satisfied with a job?”
• Internals or Externals
• Individualists or Collectivists
• Women or Men
• Younger workers or Older workers
• Less experienced or More experienced
• Top management or Rank and file workers
• Satisfied in prior jobs or Dissatisfied in prior jobs
• Satisfied with life or Dissatisfied with life

42. JOBS CAN BE REDESIGNED
Box 1 Box 2 Box 3
LOW HIGH
Task Variety
Skill Variety
Autonomy

43. JOB DESIGN ALTERNATIVES
Job Job
Simplification Enrichment
Taylor Herzberg
Job Enlargement
Automation & Rotation Self-
Managing
Teams

45. LEADERSHIP

46. DEFINITION
IMPORTANCE OF LEADERSHIP
According to Koontz and o’ 1. Initiates action
Donnell “it is the art of
2. Motivation
including the subordinates to
accomplish their assignments 3. Providing guidance
with zeal and confidence. Zeal 4. Creating confidence
reflects ardour, earnestness 5. Building morale
and intensity in execution of
6. Builds work environment
work; confidence reflects
experience and technical 7. Co-ordination
ability.”

47. Some Characteristics Of Managers Versus Leaders
In The Twenty-First Century
Manager Characteristics Leader Characteristics
Administers Innovates
A copy An original
Maintains Develops
Focuses on systems and structures Focuses on people
Relies on control Inspires trust
Short-range view Long-range perspective
Asks how and when Asks what and why
Eye on the bottom line Eye on the horizon
Imitates Originates
Accepts the status quo Challenges the status quo
Classic good soldier Own person
Does things right Does the right thing

48. LEADERSHIP THEORIES Keith davis has summarized four of
the major traits which might have
an impact on successful
organizational leadership. They
are:
A. TRAIT APPROACH
(a)Intelligence (b)Social maturity
and breath (c)Inner motivation
and achievement drives
(d)Human relations attitude
Autocratic
A. BEHAVIOURAL Participative or supportive
APPROACH Instrumental or instrumental
supportive
CONTIGENCY THEORY
A. SITUATIONAL THE PATH-GOAL THEORY
APPROACH

49. THE PATH-GOAL THEORY:
Path-goal theory identifies four kinds of leader behavior.
Directive leader behavior - letting subordinates know what is expected of
them, giving guidance and direction, and scheduling work.
Supportive leader behavior - being friendly and approachable, showing
concern for subordinate welfare, and treating members as equals.
Participative leader behavior - consulting subordinates, soliciting
suggestions, and allowing participation in decision making.
Achievement-oriented behavior - setting challenging goals, expecting
subordinates to perform at high levels, encouraging subordinates and
showing confidence in subordinates' abilities.

50. Path-Goal Situations & Preferred Leader Behavior

51. LEADERSHIP STYLES
Leadership styles refer to a leader’s behaviour.
AUTOCRATIC DEMOCRATIC
An Autocratic leader will not
A democratic
entertain any suggestions or
leader can win the
initiative from subordinates.
cooperation of his
Under this type of
group and can
leadership, one person
motivate them
decides for the whole group.
effectively and
An autocratic leader does
positively.
not trust anybody.
PATERNALISTIC LAISSEZ FAIRE
A free rein leader will
A paternalistic leader takes leave the group
care of his followers entirely to itself
in the way the head such as a leader
of the family takes
allows maximum
care of the family
members freedom to
subordinates.

52. CONFLICT MANAGEMENT

53. DEFINITION
Conflicts occur when disagreements occur in a social
situation.
Conflict is a process that begins when one party perceives
that another party has negatively affected, or is about to
negatively affect, something that the first party cares about.
It could also be defined as the appearance of difference i.e.
difference of opinion , difference of interest.
It can be viewed as a breakdown in the standard mechanism
of decision making.

54. ARE ALL
CONFLICTS BAD ?

55. Conflicts can be constructive or destructive.
Constructive conflict prevents stagnation, encourages creativity,
allows tension to be released.
Excessive conflict can hamper the effectiveness of a group or an
organization, reduces satisfaction of group members, increases
absence and turnover rates, and lowers productivity.
Conflict is constructive when it
Improves the quality of decisions.
Encourages creativity and innovation.
Develops interest and curiosity.
Provides medium through which tensions can be released.
Promotes an environment of self-evaluation and change.

56. Views About Conflict
The Traditional View
• This approach assumes that all conflicts hamper performance.
• Conflicts occur due to poor communication, lack of openness
and trust between people, and the failure of managers to be
open to their employees.
The Human Relations View
• This approach assumes that conflicts occur naturally in all
groups and organizations.
• It is natural and cannot be avoided, hence it should be
accepted.
• It cannot be removed and it may play a role in group
performance.
Conflict Management 56

57. Functional vs. Dysfunctional Conflict
• Functional or constructive conflict supports
the goals of the group and improves its
performance.
• Conflicts that hamper group performance are
dysfunctional or destructive conflicts.
• Task conflicts are related to the content and
goals of the work.
• Low to medium levels of task conflict is good
because it improves group performance.

58. Levels of Conflict
Conflicts can be at
Intrapersonal level (conflict within the
individual)
Interpersonal level (individual to individual
conflict)
Inter-group level
Inter-organizational level

59. Types of Intrapersonal conflict
• Approach – approach conflict
• Avoidance – avoidance conflict
• Approach – avoidance conflict

60. Reasons for conflict
Diversity of Goals
Competition for scarce resources
Organisational ambiguities
Introduction to change
Nature of Communication
Difference in work orientation

61. Conflict Management Approaches
1. Avoidance – In avoidance, every one shows that the conflict does
not really exist and hopes that it will finish.
2. Accommodation – It involves hiding the differences between the
conflicting parties and showing areas of agreement.
3. Compromise – It occurs when each party gives up something for
the sake of the other. No party is fully satisfied.
4. Competition – It is a victory achieved due to force, superior skill,
or domination of one party. It is a win-lose situation.
5. Collaboration – It involves appreciation by all conflicting parties
that something is wrong and needs attention.

62. ZOHARI WINDOW
• Developed by Joseph Luft and Harry Ingham (the
word “Johari” comes from Joseph Luft and Harry
Ingham).
• The Johari Window is a communication model
that can be used to improve understanding
between individuals.
• Individuals can build trust between themselves
by disclosing information about themselves.
• They can learn about themselves and come to
terms with personal issues with the help of
feedback from others.

64. GROUP DYNAMICS AND
UNDERSTANDING GROUP BEHAVIOUR

65. Definition & Characteristics
Group means there are Characteristics of Group
1. Two or more Shared values and
individuals Norms
2. Interacting & Interdependence
Interaction
interdependent Activities
3. Come together to Conformity
achieve particular
objectives.

66. Theories of group formation
• PROPINQUITY THEORY
• EXCHANGE THEORY
• BALANCE THEORY

67. Types of work teams
Problem solving
Self managed work teams
Cross functional teams
Virtual teams

68. ORGANISATIONAL POWER AND
POLITICS

69. Points to ponder
A. Describe a situation where you saw evidence of
power or influence being used in an organization
B. Describe a time when someone influenced you to
act a particular way or do a particular thing that you
would not of otherwise done.

70. The Meaning of Power
Power is the capacity of a
person, team, or
organization to influence
others.
The potential to influence
others
People have power they
don’t use and may not
know they possess
Power requires one person’s
perception of dependence
on another person

71. Why does having power
matter?

72. With power you can…
• Intercede favorably on behalf of someone in trouble
• Get a desirable placement for a talented subordinate
• Get approval for expenditures beyond the budget
• Get items on and off agendas
• Get fast access to decision makers
• Maintain regular, frequent contact with decision
makers
• Acquire early information about decisions and policy
shifts

73. Types of Individual Power: A
Summary
Individual Power
Position Power
Personal Power
• Referent power
• Legitimate power
• Expert power
• Reward power
• Coercive power

74. Information and Power
• Control over information flow
– Based on legitimate power
– Relates to formal communication network
– Common in centralized structures (wheel pattern)
• Coping with uncertainty
– Those who know how to cope with organizational
uncertainties gain power
• Prevention
• Forecasting
• Absorption

75. Consequences of Power
Sources Consequences
of Power of Power
Expert
Power
Commitment
Referent
Power
Legitimate
Power Compliance
Reward
Power
Coercive Resistance
Power

76. Organizational Politics
• Attempts to influence others using
discretionary behaviours to promote
personal objectives
– Discretionary behaviours — neither explicitly
prescribed nor prohibited
• Politics may be good or bad for the
organization

77. Organizational Politics: More Likely at the
Top
(1.22)
Extent to Which Political Activity is Likely (range 0-3)
1.3 Political activity
1.2 is perceived to
increase at higher (1.07)
1.1
organizational levels
1.0
.9
.8 (.73)
.7
(.54)
.6 (.50)
.5
.4
.3
(.18)
.2
.1
Production and Clerical and Technical and Lower Middle Upper
blue collar white collar professional management management management
Organizational Level

78. Conditions for Organizational Politics
Personal Scarce
Characteristics Resources
Conditions
Supporting
Organizational
Politics
Complex and
Tolerance of
Ambiguous
Politics
Decisions

80. Perception

82. Perception
“ The study of perception is concerned with identifying the process
through which we interpret and organize sensory information to
produce our conscious experience of objects and object relationship.”
“ Perception is the process of receiving information about and making sense
of the world around us. It involves deciding which information to notice,
how to categorize this information and how to interpret it within the
framework of existing knowledge.
“ A process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.
82

83. Perceptual Process
Selecting Stimuli
External factors : Nature,
Receiving Stimuli Location,Size,contrast,
(External & Internal) Movement,repetition,similarity
Internal factors : Learning,
needs,age,Interest,
Organizing
Interpreting Figure Background ,
Attribution ,Stereotyping, Perceptual Grouping
Halo Effect, Projection ( similarity, proximity,
closure, continuity)
Response
Covert: Attitudes ,
Motivation,
Feeling
Overt: Behavior
83

84. Factors influencing Perception
Factors in the perceiver
• Attitudes
• Motives
• Interests
• Experience
• Expectations
Factors in the situation
Perception
• Time
• Work Setting
• Social Setting
Factors in the Target
• Size
• Background
• Proximity
• Similarity
Organizational Behavior /
84
Perception