Organisational behaviour

Organizational Behaviour
Bhavesh yadav
IMSMGKVP
Varanasi,UP

• BCA-S108- OrganizationalBehaviour
• UNIT-I
• Fundamentals of Organizational Behaviour Nature, Scope,Definition and Goalsof Organizational
Behaviour; Fundamental Concepts of Organizational Behaviour; Models of Organizational
Behaviour; Emerging aspects of Organizational Behaviour: Meaning, Cultural Diversity, Managing
the PerceptionProcess
• UNIT-II
• Perception,Attitude, Valuesand Motivation Concept,Nature, Process,Importance, Management
Behavioral aspectof Perception. Effectsof employee attitudes;Personal and Organizational Values;
JobSatisfaction;Nature and Importance of Motivation; Achievement Motive; Theories of Work
Motivation: Maslow’s Need Hierarchy Theory, McGregor’sTheory ‘X’ andTheory ‘Y’
• UNIT-III
• PersonalityDefinition of Personality, Determinants of Personality;Theories of Personality-Trait and
TypeTheories, TheBigFiveTraits, Myres-Briggs Indicator; Locusof Control, TypeAand TypeB
Assessmentof Personality
• UNIT-IV
• Work StressMeaning and definition of Stress,Symptoms of Stress;Sourcesof Stress:Individual
Level, Group Level, Organizational Level; Stressors,Extra Organizational Stressors; Effect of Stress–
Burnouts; StressManagement – Individual Strategies, Organizational Strategies;Employee
Counseling
• UNIT-V
• Group BehaviourandLeadership Nature of Group,Typesof Groups; Nature and Characteristicsof
team; TeamBuilding, Effective Teamwork; Nature of Leadership, Leadership Styles;Traits of
Effective Leaders
• UNIT-VI
• Conflict in OrganizationsNature of Conflict, Processof Conflict; LevelsofConflict – Intrapersonal,
Interpersonal; Sourcesof Conflict; Effect of Conflict; Conflict Resolution, Meaning and types of
Grievances & Processof GrievancesHandling.

UNIT-I
I. Fundamentals of OrganizationalBehaviour
II. Nature, Scope,
III. Definition and Goalsof OrganizationalBehaviour;
IV. Fundamental Concepts of OrganizationalBehaviour;
V. Models of OrganizationalBehaviour;
VI. Emerging aspectsof OrganizationalBehaviour:
VII. Meaning,
VIII.Cultural Diversity,
IX. Managing the PerceptionProcess

I. Fundamentals of Organizational
Behaviour
Organization: -Groups of people whowork
interdependently toward somepurpose
– structured patterns of interaction
– coordinated tasks
– work toward somepurpose

Organization
• Organization astwo or more individuals who are
interacting with eachother within adeliberately
structured set up and working in an
interdependent way to achieve some common
objective/s. Organizations play amajor role in
lives. Wepossibly cannot think of asingle
moment in our lives when we are not depending
on organizations in some form or the other. Right
from the public transport that you use to come to
your institute, the institutes itself, the classyou
are attending at this moment, are all examples of
organizations.

What isBehavior?
• It is the behavior of the people working in an
organization to achieve common goals or
objectives. Organization comprises of people
with different attitudes, cultures, beliefs,
norms and values.

• OBrefers to the behavior of individuals and
groups within organizations and the
interaction between organizational members
and their externalenvironments.
• OBis afield of study that investigates the
impact that individuals, groups and structure
haveon behavior within organizations for the
purpose of applying suchknowledge towards
improving an organization's effectiveness.

Scopeof Organizational Behaviour
• Impact of personalityon
performance
• Employee motivation
• Leadership
• How to create effectiveteams
and groups
• Study of different
organizational structures
• Individual behavior,attitude
and learning
• Perception
• Designand development of
effective organization
• Jobdesign
• Impact of cultureon
organizational behavior
• Management of change
• Management of conflictand
stress
• Organizational development
• Organizational culture
• Transactional analysis
• Group behavior, power and
politics
• Jobdesign
• Study of emotion

Nature of OrganizationalBehavior
(OB)
• Psychology
• Sociology
• Socialpsychology
• Anthropology
• Economics
• Political Science

Goalsof Organizational Behaviour
• Thefirst objective is to describe,systematically,
how people behave under avariety of
conditions.
• Asecondgoal is to understand whypeople
behave asthey do
• Predicting future employee behavior isanother
goal of organizationalbehavior.
• Thefinal goal of Organisational behavior isto
control.

Fundamental Conceptsof
• Individual Difference
• Strata differences
• CausedBehavior
• Human Dignity
• Organizations are SocialSystem
• Mutuality of interest
• Holistic Concept
• Need for management
– Planning
– Organizing
– Leading
– Controlling

Models of OrganizationalBehaviour
• Topmanagement’s models are particularly important
to identify, for the underlying model that exists within
afirm’s chief executive officer tends extendthroughout
that firm. For this reason, models of organizational
behavior are highly significant. Classification models of
OB:
• There are five models of OB
I. Autocraticmodel
II. Custodialmodel
III. Supportive model
IV. Collegial model
V. Systemmodel

Autocraticmodel
• In this model we can find that this model relies on power. For
example, managers have the ability, authority to controltheir
employees and the employee’s performance in this stage will be
much lower than expected.
• Short notes of thismodel:
1. Depends on power
2. Managerial orientation isauthority
3. Employee orientation is obedience
4. Employee psychological result depends on boss
5. Employee needs met is minimal
6. Performance result isminimum
• Example: Defense team, becausehere officer hold power and
authority to obey them and thus soldiers are obedient to execute
officer’s order.

Custodialmodel
• Thismodel usually depends on economic resources (money). For
instance, managers cansimulate their employees by offering them
facilities, and benefits, but in this model the employee’s won’t work
asateam (Lesssharing with others) becauseeveryone will depend
on his self to get more benefits than theothers.
1. Depends on economical resource
2. Managerial orientation ismoney
3. Employee orientation is security andbenefit
4. Employee psychological result depends on organization
5. Employee needs met is security
6. Performance result is passivecooperation
• Example: Garments factory, becausehere it is based on economical
resource. Here labors execute their job for security and benefit,
again here if an organization do well then employee get better
benefit.

Supportivemodel
• Thismodel relies on leadership. For example, managers
support their employees by encouraging, andsupporting
them to perform abetter job, get along with eachother
and aswell asdeveloping their skills. ThePerformance
results will be awakeneddrives.
1. Dependson leadership
2. Managerial orientation issupport
3. Employee orientation is job andperformance
4. Employee psychological result is participation
5. Employee needs met is status and recognition
6. Performance result is awakeneddrives
• Example: Software firm, because here leaders support
there employee to perform their tasks or their project.

Collegialmodel
• Thismodel means that employees depend on each other
cooperatively and work asateam to do the task. Everyone will be
having anormal enthusiasm self-discipline, and responsible
behavior towards their tasks.
1. Depends on partnership
2. Managerial orientation isteamwork
3. Employee orientation is responsible behavior
4. Employee psychological result is self discipline
5. Employee needs met is self actualization
6. Performance result is moderate enthusiasm
• Example:Socialorganization suchaswillingly blood donation
organization BADHON,becausehere every one work asteamwork
and each member takes responsibilities for organizational goal.
Eachmember works here only for selfactualization.

Systemmodel:
• Thismodel isbasedontrust, self-motivation, andthe performance resultswill bemore
than expected, becauseemployeeswill be committed to dotheir tasksasexpected,andas
well asorganizational goals.After we explained the modelsin brief we would like to inform
youthat the world nowadaysrequiresfrom usnecessarystepsbefore we decidethe best
model to have for aneachorganization.Oneof the mostimportant thingsto consideris
that managersandleadersshouldclearly understandthe nature of their organizations
before makinganydecision.Also,they have to considerandlook at the changingin the
environment andof coursethe employee’sneedssothat they canhave the bestmodel to
useto get a better result.
• Shortnotesof this model:
1. Depends on trust, community, understanding
2. Managerial orientation is caring,compassion
3. Employeeorientation is psychological ownership
4. Employee psychological result is self motivation
5. Employeeneedsmet is wide range
6. Performance result is passion, commitment, organizationgoal
• Example:Somecorporate firm which are based on trust or community Where employees are
self motivated and committed for organizationalgoals.

Autocratic Custodial Supportive Collegial System
Basisof
Model
Power Economical
Resource
Leadership partnership Trust
Community
Understanding
Managerial
Orientation
Authority Money Support Teamwork Caring
Compassion
Employee
orientation
Obedience Security
&
Benefit
Jo
b
&
Performance
Responsible
Behavior
Psychological
Ownership
Employee
Psychological
Result
Depends
On
Boss
Depends
On
Organization
Partnership Self
Discipline
Self
Motivation
Employee
Needsmet
Subsistence Security Status
&
Recognition
Self
Actualization
Wide
Range
Performance
result
Minimum Passive
Cooperation
Awakened
Drives
Moderate
Enthusiasm
Passion
Commitment
Organizational
goal
Example Defense
Team
Garments
Factory
Software
Firm
Social
Organization
BADHON
Some
Corporate
Firm

•Personality
•Perception
•Learning
•Attitudes andAttribution
•Motivation
•Group Dynamics
•TeamDynamics
•Leadership
•Power and Politics
•Communication
•Conflict
•Organizational Culture
•Human ResourcePolicies and
Practices
•Work Stress
•Organizational Changeand
Development
Individual
Behaviour
Group
Behaviour
Organization
Organizational
Effectiveness

Emergingaspectsof Organizational Behaviour:
• Managing Diversity.
• Changingdemographics of workforce.
• Changedemployee expectations.
• Globalization.
• Technology Transfer.
• Promoting Ethical Behaviour.

Emergingaspectsof Organizational Behaviour:
OB
challenges
Technology
Transformation
Ethical
Behaviour
Managing
Diversity
Changing
demographics
of workforce
Changed
employee
expectations
Globalization

Unit II
I. Perception,
II. Attitude,
III. Valuesand Motivation Concept, Nature, Process,Importance,
IV. Management Behavioral aspect of Perception.
V. Effectsof employee attitudes;
VI. Personal and Organizational Values;
VII. JobSatisfaction;
VIII. Nature and Importance of Motivation;
IX. Achievement Motive;
X. Theories of WorkMotivation:
a. Maslow’s Need Hierarchy Theory,
b. McGregor’s Theory ‘X’ and Theory ‘Y’

I. Perception
• Perception is the act of seeing is there to be seen.
• Thestudy of perception is concerned with
identifying the processesthrough which we
interpret and organize sensory information to
produce our conscious experience of objectsand
object relationship.
• Perception is the process of receivinginformation
about and making senseof the world aroundus.

Factors influencing Perception
Situational Factors
•Physical Setting
•SocialSetting
•OrganizationalSetting
Perceivers
characteristics
•Needs
•Experiences
•Values
•Attitudes
•Personality
Characteristicsof the
perceived
•Nature
•Size
•Appearance
•Location
Individual
s
Perception

Attitude
• Attitude are learned Feelings and beliefs ofan
Individual or groups of people
• Attitude is mental state of readiness,learned
and organised through experience,exertinga
specific influence on person’s response to
people, object and situations with which itis
related.

Effects of employeeattitudes
Affective
CognitiveBehaviour
• Affective –
feelings,sentiments,moods
and emotions about some
idea,person,event or object.
• Behavioral– the
predispositions to get ona
favorable or unfavorable
evaluation of something.
• Cognitive – the beliefs,
opinion, knowledge, or
information held by the
individual,

Motivation
• “Motivation is the result of
processes, internal or
external to the individual,
that arouse enthusiasmand
persistence to pursuea
certain course of action”
• “How behaviour gets
started, is energised, is
sustained, is directed, is
stopped and what kind of
subjective reaction is
present in the organization
while all this goingon”
Performance=f(ability x motivation)

Importance of Motivation
1. Motivation coupled with ability leads to performance.
2. Motivated employees generally is morequality
oriented.
3. Highly motivated workers are more productivethan
apathetic workers.
4. Low attrition
5. Low turn overratio.
6. Motivation asaconcept represents ahighly complex
phenomenon that affects, and is affected by a
multitude of factors in the organizational setup.
7. Amust for technology basedprocesses.

Motivational Theories
• Maslow Need HierarchyTheory.
• Herbergs Twofactor Theory

a)Maslow Need Hierarchy Theory
Self-
Actualisation
Esteem
Social Need
Safety and Security
Physiological

Maslow’s Hierarchy of Needs – Starter: Fill in the levels of
the hierarchy
SelfActualisation
EsteemNeeds
Social
Needs
Safety
Needs
Survival
Needs

McGregor’s Theory
• McGregor looked at the
way in which employers
and employees
traditionally viewed
work –Theemployer
paid the money and
gaveinstructions, and
the worker did the job
without asking
questions (THEORYX)

McGregor’s Theory XandY
• Theory Xworkers:
• Don’t likeworking
• Doaslittle asthey canget away with
• Don’t like things to change
• Need to be told what todo
• Cant be trusted to make adecision
• Are only interested in MONEY
• Must be closely watched
• Cant be trusted or reliedupon

McGregor's Theory y
• Theory Yworkers:
• Enjoy their work
• Will work hard to getrewards
• Want to seenew thingshappening
• Will work independently
• Canbe trusted to makedecisions
• Are motivated by things other thanmoney
• Canwork unsupervised

Unit III
I. Personality Definition of Personality,
II. Determinants of Personality;
III. Theories of Personality- Trait andType
Theories,
IV. TheBigFive Traits,
V. Mytes-Briggs Indicator;
VI. Locusof Control,
VII.TypeAand TypeBAssessmentof Personality

I.Personality Definition of Personality,
• Theterm personality hasbeen derived fromlatin
‘Persona’which means “to speakthrough”.Thus,
personality is used in terms of influencing others
through external appearance. Thesum total of
waysin which and individual reacts andinteracts
with others.
• “Personality is the dynamic organisationwithin
the individual of those psycho-physicalsystems
that determine his unique, adjustments to his
environment.”-Allport.

I. Personality Definition of Personality,
• According Ruch,personality should include
– External appearance and behaviour or social
stimulus value.
– Inner awareness of self asapermanent organising
forces.
– Theparticular pattern or organisationof
measurable traits both inner andother.

II. Determinants of Personality;
• People are very Complex. Theyare different abilities andinterests.
Personality is an important factor influencing and employeesbehavior.
– Cultural factor
– Family and Social factors
• Socialization Process
• Identification Process
– Situational factors
– Biological factors
• PhysicalFeatures
• Brain
• Heredity
– Other factors
• Temperament
• Interest
• Character
• Scheme
• Motives

Pshycho- Analytical Theory.
• ID
• EGO
• SUPEREGO

III - TypeTheory
• Kretschmer and Sheldon.
• People are grouped into identifiable categories. One
basis for classifying personalities is the structure ofthe
body.
– Short plump – (Endomorph) – Sociable, relaxed and even
tempered.
– Tallthin – restrained ,self conscious, and fond ofSolitude.
– Heavy-Set muscular – Noisy, callous, and fond of physical
activity.
• Typetheories are simple and popular but carryno
substance.

III - TypeTheory
• Carl Jung.(Swiss psychologist)
Introvert Extrovert
• Shy,quiet, and • Gregarious, Sociable,
retiring.
• Greater sensitivity and
Proactive
• Towards other
concern for feeling people,events and
objects

III – Trait Theory.
• Less concernedwith the explanation for
personality development…. More concerned
with describingpersonality and predicting
human behavior
Trait:-
• Consistent, enduring way of thinking, feeling
or behaving
• So…..–Trait theories attempt to describe
personality in terms of aperson’straits

Trait Theories of Personality
• GordonAllport
• Made one of theearliest
attempts tolist the traits
that made up one’s
personality
– Found 200 in the
dictionary
• –Thought these traits
were wired into an
• individual’s nervous
system
• – Noscientific
evidence…..

RaymondCattell
– Believed 200 traits were toomany
– Defined 2 types of traits:
Surfaceand Source
• Surfacetraits
– Personality
characteristics easily
seenby other people
(one’s outward
actions)
• Sourcetraits
– More basictraits that
underlie the surface
traits

• Raymond Cattell
• Discovered16
sourcestraits
• Hedeveloped the
sixteenpersonality
factor
questionnaire
scoredona
continuum
Reserved Serious Trusting Conservative
Concret
e
thinker
Rule-
defyin
g
Practical Group
Depende
nt
Easilyupset Shy Forthright
Undisciplined
Submissive Submissive Submissive Relaxed

TheBigFive
– Thought 16 factors werestill
alot to discuss
– Severalresearchers cameup
with 5 trait dimensions
which formed the five-
factor model or theBigFive
– FiveFactors (OCEAN)
– Openness,
– conscientiousness,
– Extraversion,
– Agreeableness, and
– Neuroticism

TheBigFive
– Openness
• Person’swillingness to try new
things/experiences
– Conscientiousness
• Person’sorganization and motivation
– Extraversion
• Outgoing and social
– Agreeableness
• Basicemotional style of aperson
(easygoing, friendly, andpleasant)
– Neuroticism
• Aperson’s emotional instability or
stability (excessive worriers,
overanxious, and moody)

Myers-Briggs Indicator
• Extraversion(E)-(I) Introversion
• Sensing(S)-(N)Intuition
• Thinking(T) -(F) Feeling
• Judgment(J)-(P) Perception

Locusof Control
• Locusof Control refers to an individual’sbelief
that events are either with in one’s
control(internal locus of control) orare
determined by forces beyondone’s
control(External locus of Control)

TypeAand TypeBAssessmentof
Personality.
• TypeA
TheTypeApersonality generally lives at a
higher stress level. This is driven by
• Theyenjoy achievement of goals,with
greater enjoyment in achieving of more
difficult goals.Theyare thus constantly
working hard to achievethese.
• They find it difficult to stop, even when
they haveachieved goals.
• Theyfeel the pressure of time, constantly
working flat out.
• Theyare highly competitive and will, if
necessary create competition.
• Theyhate failure and will work hardto
avoid it.
• Theyare generally pretty fit and often
well-educated (a result of theiranxiety).
• TypeB
TheTypeBpersonality generally lives
at alower stress level and are
typically:
• Theywork steadily, enjoying
achievements but not becoming
stressedwhen they are not
achieved.
• When faced with competition,
they do not mind losing and
either enjoy the gameor back
down.
• Theymaybe creative and enjoy
exploring ideas and concepts.
• Theyare often reflective, thinking
about the outer and innerworlds.

Unit IV
I. Work StressMeaning and
definition of Stress,
II. Symptoms of Stress;
III. Sourcesof Stress:Individual
Level, Group Level,
Organizational Level;
IV. Stressors,
V. ExtraOrganizational
Stressors;
VI. Effect of Stress–Burnouts;
VII. StressManagement –
Individual Strategies,
Organizational Strategies;
VIII. Employee Counseling

I. WorkStressMeaning anddefinition ofStress,
• Stressis an adaptive
response to anexternal
situation that results in
physical, psychological
and/or behavioral
deviations for
organizational
participants.
• Stress is not simply
anxiety or nervous
tension.
• Stressneed not alwaysbe
damaging,
• Stressis not alwaysdue
to overwork
• Stresscannot beavoided.
• Body haslimited capacity
to respond.

II. Symptoms of Stress;
Stress Warning Signs and Symptoms
Cognitive Symptoms Emotional Symptoms
•Memory problems
•Inability to concentrate
•Poor judgment
•Seeing only the negative
•Anxious or racing thoughts
•Constant worrying
•Moodiness
•Irritability or short temper
•Agitation, inability to relax
•Feeling overwhelmed
•Sense of loneliness and isolation
•Depression or general unhappiness
Physical Symptoms Behavioral Symptoms
•Aches and pains
•Diarrhea or constipation
•Nausea, dizziness
•Chest pain, rapid heartbeat
•Loss of sex drive
•Frequent colds
•Eating more or less
•Sleeping too much or too little
•Isolating yourself from others
•Procrastinating or neglecting
responsibilities
•Using alcohol, cigarettes, or drugs to
relax
•Nervous habits (e.g. nail biting,
pacing)

III. Sourcesof Stress
• Occupational
stress is stress involving wor
k.According to the current
World Health Organization's
(WHO)definition,
occupational or work-
related stress "is the
responsepeople mayhave
whenpresentedwith work
demandsandpressures
that are not matchedto
their knowledgeand
abilities andwhich
challengetheir ability to
cope."

Relationshipbetween Stressorsand Stress
• Perception
• PastExperience
• SocialSupport
• Individual Differences
Stressors Stress

Stressors Outcomes
Individual Level
• Personality
• Roleoverload
• RoleConflict
• RoleAmbiguity
•TaskCharacteristics
Group Level
• Managerial Behaviour
• Lackof cohesiveness
• Intragroup Conflict
• Status Incongruence
• SexualHarassment
• WorkplaceViolence
Organizational Level
• Climate
• Management Style
• Organizational Design
• Organizational life Cycle
Extra-Organisational
• Family
• Economy
• Lackof Mobility
• Quality of life
Stress
Moderating Variables
• Perception
• PastExperience
• Social Support
• Individual Differences
Behavioural
• Satisfaction
• Performance
• Absenteeism
• Turnover
• Accidents
• SubstanceAbuses
Cognitive
• Poor decision-making
• Lackof concentration
• Forgetfulness
Physiological
• IncreasedBlood Pressure
• High Cholesterol
• Heart Disease
• Burnout

III. Sourcesof Stress: Individual Level,
Individual LevelStressors
• Personality
• Roleoverload
• RoleConflict
• RoleAmbiguity
• TaskCharacteristics

III. Sourcesof Stress– Group Level
Group Level
• Managerial Behaviour
• Lackof cohesiveness
• Intragroup Conflict
• Status Incongruence
• Sexual Harassment
• Workplace Violence

III. Sourcesof Stress– OrganizationalLevel
Organizational Level
• Climate
• Management Style
• Organizational Design
• Organizational life Cycle

III. Sourcesof Stress– ExtraOrganisationallevel
Extra-Organisational
• Family
• Economy
• Lackof Mobility
• Quality of life

IV.Effect of Stress– Burnouts
• Burnout is atroublesome
outcome of stress. It is
desirable to examine
burnout in detail.
• Burnout is astate of mind
resulting from prolonged
exposure to intense
emotional stress. It
manifests through
emotional exhaustionand
acombination of negative
attitude.

V.Burnout
• Fatalism–Afeeling that you lackcontrol
over your work.
• Boredom–Alack of interest in doing
your job
• Discontent–Asenseof being unhappy
with yourjob
• Cynicism– Atendencyto undervalue
the contentof yourjob
• Inadequacy–Afeeling of not beingable
to meet yourobjectives
• Failure–Atendency to discredit your
performance
• Overwork–Afeeling of having too much
to do and not enoughtime to complete it
• Nastiness– Rude behaviour
• Dissatisfaction–Afeeling that you are
not being justly rewarded for your efforts
• Escape–Adesire to give up and give
awaythe task.

IV.StressVSBurnout
Stress Burnout
Theperson feels fatigued Theindividual encounters chronic
exhaustion.
Theperson is anxious Theindividual is hypertensive
Theperson is dissatisfied with his or herjob. Theindividual is bored and cynical about
their work.
Theperson’s job commitment hasdropped
off
Theindividual’s job commitment isvirtually
nil, he or she is mentally detached from the
organisation
Theperson feels moody Theindividual feels impatient, irritable and
unwilling to talk toothers.
Theperson is having difficulty concentrating;
he or she tends to forgetthings
Theindividual encounters mental depression
Theperson is having difficulty concentrating Theindividual does not seemto knowwhere
he or sheis , forgetfullness
Theperson undergoes physiological changes
suchasincreased blood pressure and heart
beat
Theindividual begins to voice psychosomatic
complaints.

V.StressManagement – Individual Strategies,
Organizational Strategies
• Individual Strategy:
– Muscle Relaxation
– Biofeedback
– Meditation
– Cognitive Restructuring
– TimeManagement

V.StressManagement – Individual Strategies,
Organizational Strategies
• Organizational Strategy:
– Improvements in the physical workenvironment.
– Jobredesign to eliminate stressors
– Changesin workloads and deadlines
– Structural reorganization
– Changesin work schedules,more flexible hours andsabbaticals
– Management by objectives or other goal settingprogrammers
– Greater levels of employee participation, particularly inplanning
changesthat affect them and
– Workshops dealing with role clarity and roleanalysis.
– Employee assistance programme or wellness programmes are
being increasingly used by firms now adays.

OrganizationalStressManagement
Programmes
Targeted at
WorkStressors
•Work load
•Job conditions
•Roleconflict and
ambiguity
•Career
development
•Interpersonal
relations
•Aggressive
behaviour
•Conflict between
work and other
roles
EmployeePerception/
Experienceof Stress
Outcomesof Stress
•Physiological
•Emotional
•Behavioural
Targetsof OrganisationalStressManagement Programmes

VIII. EmployeeCounseling
• It is usually been called asEmployee
AssistanceProgrammeand it consistsof
– Diagnosis
– Treatment
– Screening
– Prevention

Unit V
I. Group Behaviour and
Leadership Nature of
Group,
II. TypesofGroups;
III. Nature and
Characteristicsof team;
IV. TeamBuilding,
V. EffectiveTeamwork;
VI. Nature of Leadership,
VII. LeadershipStyles;
VIII. Traitsof Effective
Leaders

I. GroupBehaviourandLeadershipNature of Group,
• “A collectionof two or
more interacting
individuals with a
stablepattern of
relationships between
them, who share
commongoalsandwho
perceivethemselvesas
beinga group”

I. GroupBehaviourandLeadership
Nature of Group,
People see
themselves
asmembers
Interaction
among
Members
Two or
More
Group
Shared
Goals

I. Nature of Group
• Interaction among
members.
• Shared goals
• People seethemselves
asgroups
• Twoor more people
needed

II. Typesof Group
Formal
• Standing
task Group
• TaskGroup
Informal
• Friendship
• Reference
• Interest
In or out
• In Group
• Out Group
Change
of
Member
ship
• Closed
Group
• OpenGroup

III. Nature of aTeam
 Ateam is asmall group of
people with complementary
skills, who work actively
together to achieve a
common purpose for which
they hold themselves
collectively accountable.
 Teamsare one of the major
forces behind revolutionary
changes in contemporary
organizations.
 Teamsthat recommend
things. Established to study
specific problems and
recommend solutions to
them.
 Teamsthat run things -
Haveformal responsibility
for leading othergroups.
 Teamsthat make or do
things. - Functional groups
that perform ongoingtasks.

III. Characteristics of Team
 Characteristics of teams with homogeneous
membership.
– Members are similar with respect to such variables as
age,gender, race, experience, ethnicity, andculture.
– Members canquickly build social relations andengage
in the interactions needed forteamwork.
– Homogeneity maylimit the team in terms of ideas,
viewpoints, andcreativity.

 Characteristics of teams with heterogeneous
membership.
– Members are diverse in demography, experiences,life
styles, and cultures, among other variables.
– Diversity can help improve team problem solvingand
increase creativity.
– Diversity among team members may create performance
difficulties early in the team’s life or stage of development.

 Characteristics of teams with heterogeneous
membership (cont.).
– Enhancedperformance potential is possible once short-
run struggles areresolved.
– Diversity can provide great advantages for high-
performance organizations.

IV.TeamBuilding
 Work groups and teams must master
challenges asthey passthrough the various
stagesof group development.
 Teambuilding is asequenceof planned
activities designed to gather and analyzedata
on the functioning of agroup and to initiate
changesdesigned to improve teamwork and
increase group effectiveness.

IV.TeamBuilding
 Approaches to teambuilding.
– Formal retreat approach.
• Teambuilding occurs during an offsite retreat.
– Continuous improvement approach.
• Themanager, team leader, or memberstake
responsibility for ongoing teambuilding.
– Outdoor experience approach.
• Members engagein physically challenging situations
that require teamwork.

IV.TeamBuilding
• Forming
• Storming
• Norming
• Performing
• Every effective team
goes through these
life cycle stages

IV.TeamBuilding
Forming
• Team members are
introduced and begin
getting to know each
other
• Goals and tasks are
established
• Generally polite
behavior among
members
• Norms are not
understood

IV.TeamBuilding
Storming
• Members are sizing
each other up and may
feel more comfortable
and voice their views
• Members may compete
for team roles
• May argue about goals
or how they should be
accomplished
• May choose sides
against other members

IV.TeamBuilding
Norming
• Once issues are
resolved, agreement
occurs around team
norms and expectations
• Trust and common
interests are developing
• Roles and objectives
are clarified and
understood

IV.TeamBuilding
Performing
• Members make
contributions and are
motivated by results
• Leadership is shared
according to members’
knowledge and skills
• Norms and culture are
well understood
• Tasks get accomplished
effectively and
efficiently

V.Effective TeamWork
• COMMUNICATION
• LISTENING
• TEAMDIVERSITY
• MOTIVATION
• RESOLVINGCONFLICT

VINature of Leadership,
Traitist
• traits are relative to aspecific
social situation and are not
exhibited in isolation
• Traits are not uniform for
everybody and changesasper
the situation.
• Theperson who becomes a
leader surpassesothers in
some qualities required by the
goal in the particularsituation.
Hewrites leadership is both a
function of these two
interactions.
Situationist
• Thesituationist approach to leadership
provides acorrective to the traitist
approach which regarded leaders as
uniquely superior individuals who
would lead in whatever situation or
time they might findthemselves.
• Thisapproach emphasizes that
leadership is specific to aspecific
situation.
• Aleader in one group is not necessarily
aleader in another. Aleader in the class
may not be aleader in the playground.
Though leadership may be considered
asbehavior specific to agiven situation
yet it does not mean that there is no
generality of traits on the basisof which
certain persons may be ratedleaders.

VII LeadershipStyles;
• Aleadership style is a
leader's style of
providing direction,
implementing plans,
and motivating people.
There are many
different leadership
styles that canbe
exhibited by leaders in
the political, businessor
other fields.
I. Authoritarian or
Autocratic
II. Paternalistic
III. Democratic
IV. Laissez-faire
V. Transactional
VI. Transformational

VIII Traitsof EffectiveLeaders
• "traits plusmotivation
equals leadership"
• Personality
• Persuasive
• Persistence
• Patience
• Perceptive
• Probity
• Praise giving
• Positiveorientation
• peoplebased
• Practical
• Possible
• Progressive
• Prepared
• Power-building

Unit VI
I. Conflictin Organizations
II. Nature of Conflict,
III. Processof Conflict;
IV. Levelsof Conflict –
V. Intrapersonal,
VI. Interpersonal;
VII. Sourcesof Conflict;
VIII. Effectof Conflict;
IX. ConflictResolution,
X. Meaning andtypes of
Grievances& Processof
GrievancesHandling.

I. ConflictinOrganizations
• There are at least two independent
groups, the groups perceive some
incompatibility between
themselves, and the groups
interact with each other in some
way (Putnam and Poole, 1987).
• "process in which one party
perceives that its interests are
being opposed or negatively
affected by another party" (Wall&
Callister, 1995, p. 517), and
• "the interactive process
manifested in incompatibility,
disagreement, or dissonancewithin
or between social entities" (Rahim,
1992, p. 16).

I. ConflictinOrganizations
• Conflict varies in intensity. It may seenasa(1)
mild difference, (2) disagreement, (3)dispute,
(4) campaign, (5) litigation, or (6) fight orwar
• Isan expressed struggle between at leasttwo
interdependent parties who perceive
incompatible goals, scarceresources, and
interference from others in achieving their
goals

II. Nature of Conflict
• In classicalbureaucratic
organizations, conflict is
something to be
suppressed and avoided.
– Organizations should be
smooth running,
harmonious andordered.
– Useof control and
structure to manage
conflict.
• Human relations views see
conflict asafailure to
develop appropriate
norms for groups.
– Seeksto achieve harmony
through happy,congenial
work groups.

III. Processof Conflict
Latent
Conflict
Perceived
Conflict
Felt
Conflict
Manifest
Conflict
Fuction
al
Conflict
Dysfun
ctional
Conflict

IV Levelsof Conflict
Inter GroupConflict
Taskinterdependence
Taskambiguity
Goalincompatibility, Limited resources ,Reward Systems
Intra-Group Conflict
Disputes between family members
Inter Personal
TA,Johari Window, Stroking, LifePositions
Intra Personal
Conflict fromfrustration
GoalConflict
RoleConflict

IVLevelsof Conflict
a) Intra Individual Conflict
Need Drive Barrier Goal
Frustration
Defence
Mechanism
a)Agression
c) Fixation
b) Withdrawl
d) Compromise

i) ApproachApproachconflict
Positive
Goal1
Positive
Goal2
Approach
Motive
Strength
Approach
Motive
Strength
X
Distance to Goal

Positive andNegative
Goal
X
Distance to Goal
Approach
Motive
Strength
i) Approach –AvoidanceConflict
Avoidance Motive
Strength

a) Intra IndividualConflict
iii) Avoidance –Avoidanceconflict
Avoidance
Motive
Strength
Avoidance
Motive
Strength
XNegative Goal1 Negative Goal2

iv) Multiple approach-avoidanceconflict
Multiple
approach
Motive
Avoidance
Motive
Strength
Positive Goals Negativegoals

V.LevelsofConflict
b) Inter-Personal Conflict
• Inter-Individual conflict
occurs between tow
individuals in an
organization. It arises
mainly becauseof
differences in perception,
temperaments,
personalities, value
systems,socio-cultural
factors, and role
ambiguities.
• Transactional
Analysis(TA),Johari
Window, Stroking, and
Life Positions seekto
explain the phenomenon
of inter-personalconflict.

V.LevelsofConflict
b) Inter-PersonalConflict
i) TransactionalAnalysis(TA)
• TransactionalAnalysis:
When two peopleinteract
with eachother there
results asocial
transaction. Analysis of
the social transactions is
called Transactional
Analysis.(TA)
• TAwasintroduced by Eric
Bern and popularized by
ThomasHarris in the
1960s.
• “The study of moves
people makein their
dealings with eachother
and is based on the idea
that people’sinteractions
resemble movesin
games.”

V.LevelsofConflict
P
A
C
A
C
A
CC
AA
P
A
C C
b) Inter-Personal Conflict
i) TransactionalAnalysis(TA)
Complimentary, CrossedandUlteriorTransactions
P P P P
P=Parent,A=Adult, C=Child, S=Stimulus, R=Response
S
R
S
R
a b c

V.LevelsofConflict
ii) JohariWindow
• Development by Joseph
Luft and harry
Ingham(thus the name
Johari Window), this
model is highly usefulin
analysing the causesfor
inter-personal conflict.
Themodel is based on
two assumptions
• Degree to which the
person knows about
himself or herself.
• Degree to whichthe
person is known to
others.

OpenArea BlindArea
HiddenArea
Unknown
Area
Knownto
others
Not
Known to
others
V.LevelsofConflict
ii) JohariWindow
Feedback
Known to self Not known to self
Disclosure

V.LevelsofConflict
iii) Undisclosed self, Stroking, LifePositions
I am OK
Youare not OK
I am OK
Youare OK
I am not OK
Youare not OK
I am not OK
Youare OK
Positive
Negative
Negative Positive

VI. Sourcesof Conflict
• Poor communication
• Different Values:
• Differing Interests
• ScarceResources
• Personality clashes.
• Poor Performance.
• TaskInterdependence
• TaskAmbiguity
• Goal Incompatibility
• Competition for Limited
Resources
• Competitive RewardSystem
• Line and Staff

VII Effect of Conflict
• Increased Involvement
• Increased Cohesion
• Increased Innovation and
Creativity
• Personal growth andchange
• Clarification of keyissues
• Organizational vibrancy
• Individual andGroup
Identities
Positive Negative
• Unresolved anger
• Personality classes
• LessSelf-esteem
• Inefficiency
• Diversion of energy fromwork
• Psychological well being
threatened
• Wastageof resources
• Negative climate
• Group cohesion disrupted.

VIII Conflict Resolution,
a) Resolving Intra-Personal Conflict
• RemoveBarriers.
• Cognitive dissonance.
• Refuseto select eitherapproach.
• Minimize and priorities roles.
• Develop compatibility between
personal and organizationalgoals.
• Develop satwik guna.
Intrapersonal
Conflict

a) Resolving Inter - PersonalConflict
• Loose– Loose
• Loose– Win
• Win –Win
• Developingcomplimentary
Transactions
• Altering BehavioralInputs
Interpersonal
Conflict

a) Resolving Intra - GroupConflict
•Realizing that
divided they
stand, united
they fall
Intra
Group

a) Resolving Inter - GroupConflict
• Problem Solving
• Organization redesign
• Subordinate goals
• Expansion of Resources
• Avoidance
• Smoothen
Intergroup
Conflict

IX. Meaning andtypes of Grievances& Processof
GrievancesHandling.
• Dissatisfaction :Anything that
disturbsanemployee, whether
or not the unrestisexpressedin
words.
• Complaint : Aspokenor written
dissatisfactionbroughtto the
attention of the supervisoror
the ShopSteward( In – Charge).
• Grievance : Acomplaintthat
hasbeenformally presentedto a
Management Representativeor
to aUnionOfficial

Organisational behaviour

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