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Organisational behaviour

The document outlines the fundamentals of organizational behavior, covering topics such as its definition, models, and the importance of perception, motivation, and personality in the workplace. It explains various theories of motivation, like Maslow's hierarchy and McGregor's theories, and explores factors influencing group behavior, teamwork, and leadership styles. Additionally, it addresses work stress, conflict resolution, and the significance of understanding individual differences and organizational culture in enhancing employee performance and organizational effectiveness.

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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.
Organizational Behaviour • 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 Organizational Behaviour • 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. • Short notes of thismodel: 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. • Short notes of thismodel: 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. • Short notes of thismodel: 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
Herzberg'stwo factor Theory
McGregor's Theory XandY
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…..
Trait Theories of Personality 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
Trait Theories of Personality • 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
Trait Theories of Personality 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
Trait Theories of Personality 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.
•End of Unit III
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
• EndofUnitIV
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.
III. Characteristics of Team  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.
III. Characteristics of Team  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
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
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
Endof Unit V
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
IV Levelsof Conflict a) Intra Individual Conflict i) ApproachApproachconflict Positive Goal1 Positive Goal2 Approach Motive Strength Approach Motive Strength X Distance to Goal
IV Levelsof Conflict Positive andNegative Goal X Distance to Goal Approach Motive Strength a) Intra Individual Conflict i) Approach –AvoidanceConflict Avoidance Motive Strength
IV Levelsof Conflict a) Intra IndividualConflict iii) Avoidance –Avoidanceconflict Avoidance Motive Strength Avoidance Motive Strength XNegative Goal1 Negative Goal2
IV Levelsof Conflict a) Intra Individual Conflict 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 b) Inter-PersonalConflict 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 b) Inter-PersonalConflict ii) JohariWindow Feedback Known to self Not known to self Disclosure
V.LevelsofConflict b) Inter-PersonalConflict 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
VIII Conflict Resolution, a) Resolving Inter - PersonalConflict • Loose– Loose • Loose– Win • Win –Win • Developingcomplimentary Transactions • Altering BehavioralInputs Interpersonal Conflict
VIII Conflict Resolution, a) Resolving Intra - GroupConflict •Realizing that divided they stand, united they fall Intra Group
VIII Conflict Resolution, 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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Organisational behaviour

  • 1.
  • 2.
    • 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.
  • 3.
    UNIT-I I. Fundamentals ofOrganizationalBehaviour 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
  • 4.
    I. Fundamentals ofOrganizational Behaviour Organization: -Groups of people whowork interdependently toward somepurpose – structured patterns of interaction – coordinated tasks – work toward somepurpose
  • 5.
    Organization • Organization astwoor 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.
  • 6.
    What isBehavior? • Itis 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.
  • 7.
    Organizational Behaviour • OBrefersto 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.
  • 8.
    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
  • 9.
    Nature of OrganizationalBehavior (OB) •Psychology • Sociology • Socialpsychology • Anthropology • Economics • Political Science
  • 10.
    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.
  • 11.
    Fundamental Conceptsof Organizational Behaviour •Individual Difference • Strata differences • CausedBehavior • Human Dignity • Organizations are SocialSystem • Mutuality of interest • Holistic Concept • Need for management – Planning – Organizing – Leading – Controlling
  • 12.
    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
  • 13.
    Autocraticmodel • In thismodel 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.
  • 14.
    Custodialmodel • Thismodel usuallydepends 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. • Short notes of thismodel: 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.
  • 15.
    Supportivemodel • Thismodel relieson 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. • Short notes of thismodel: 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.
  • 16.
    Collegialmodel • Thismodel meansthat 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. • Short notes of thismodel: 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.
  • 17.
    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.
  • 18.
    Autocratic Custodial SupportiveCollegial 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
  • 19.
    •Personality •Perception •Learning •Attitudes andAttribution •Motivation •Group Dynamics •TeamDynamics •Leadership •Powerand Politics •Communication •Conflict •Organizational Culture •Human ResourcePolicies and Practices •Work Stress •Organizational Changeand Development Individual Behaviour Group Behaviour Organization Organizational Effectiveness
  • 20.
    Emergingaspectsof Organizational Behaviour: •Managing Diversity. • Changingdemographics of workforce. • Changedemployee expectations. • Globalization. • Technology Transfer. • Promoting Ethical Behaviour.
  • 21.
  • 22.
    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’
  • 23.
    I. Perception • Perceptionis 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.
  • 24.
    Factors influencing Perception SituationalFactors •Physical Setting •SocialSetting •OrganizationalSetting Perceivers characteristics •Needs •Experiences •Values •Attitudes •Personality Characteristicsof the perceived •Nature •Size •Appearance •Location Individual s Perception
  • 25.
    Attitude • Attitude arelearned 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.
  • 26.
    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,
  • 27.
    Motivation • “Motivation isthe 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)
  • 28.
    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.
  • 29.
    Motivational Theories • MaslowNeed HierarchyTheory. • Herbergs Twofactor Theory
  • 30.
    a)Maslow Need HierarchyTheory Self- Actualisation Esteem Social Need Safety and Security Physiological
  • 32.
  • 33.
  • 34.
    Maslow’s Hierarchy ofNeeds – Starter: Fill in the levels of the hierarchy SelfActualisation EsteemNeeds Social Needs Safety Needs Survival Needs
  • 35.
    McGregor’s Theory • McGregorlooked 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)
  • 37.
    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
  • 38.
    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
  • 39.
    Unit III I. PersonalityDefinition 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
  • 40.
    I.Personality Definition ofPersonality, • 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.
  • 41.
    I. Personality Definitionof 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.
  • 42.
    II. Determinants ofPersonality; • 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
  • 43.
    Pshycho- Analytical Theory. •ID • EGO • SUPEREGO
  • 44.
    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.
  • 45.
    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
  • 46.
    III – TraitTheory. • 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
  • 47.
    Trait Theories ofPersonality • 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…..
  • 48.
    Trait Theories ofPersonality 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
  • 49.
    Trait Theories ofPersonality • 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
  • 50.
    Trait Theories ofPersonality 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
  • 51.
    Trait Theories ofPersonality 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)
  • 52.
    Myers-Briggs Indicator • Extraversion(E)-(I)Introversion • Sensing(S)-(N)Intuition • Thinking(T) -(F) Feeling • Judgment(J)-(P) Perception
  • 53.
    Locusof Control • LocusofControl 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)
  • 55.
    TypeAand TypeBAssessmentof Personality. • TypeA TheTypeApersonalitygenerally 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.
  • 56.
  • 57.
    Unit IV I. WorkStressMeaning 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
  • 58.
    I. WorkStressMeaning anddefinitionofStress, • 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.
  • 59.
    II. Symptoms ofStress; 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)
  • 60.
    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."
  • 61.
    Relationshipbetween Stressorsand Stress •Perception • PastExperience • SocialSupport • Individual Differences Stressors Stress
  • 62.
    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
  • 63.
    III. Sourcesof Stress:Individual Level, Individual LevelStressors • Personality • Roleoverload • RoleConflict • RoleAmbiguity • TaskCharacteristics
  • 64.
    III. Sourcesof Stress–Group Level Group Level • Managerial Behaviour • Lackof cohesiveness • Intragroup Conflict • Status Incongruence • Sexual Harassment • Workplace Violence
  • 65.
    III. Sourcesof Stress–OrganizationalLevel Organizational Level • Climate • Management Style • Organizational Design • Organizational life Cycle
  • 66.
    III. Sourcesof Stress–ExtraOrganisationallevel Extra-Organisational • Family • Economy • Lackof Mobility • Quality of life
  • 67.
    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.
  • 68.
    V.Burnout • Fatalism–Afeeling thatyou 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.
  • 69.
    IV.StressVSBurnout Stress Burnout Theperson feelsfatigued 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.
  • 70.
    V.StressManagement – IndividualStrategies, Organizational Strategies • Individual Strategy: – Muscle Relaxation – Biofeedback – Meditation – Cognitive Restructuring – TimeManagement
  • 71.
    V.StressManagement – IndividualStrategies, 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.
  • 72.
    OrganizationalStressManagement Programmes Targeted at WorkStressors •Work load •Jobconditions •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
  • 73.
    VIII. EmployeeCounseling • Itis usually been called asEmployee AssistanceProgrammeand it consistsof – Diagnosis – Treatment – Screening – Prevention
  • 74.
  • 75.
    Unit V I. GroupBehaviour 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
  • 76.
    I. GroupBehaviourandLeadershipNature ofGroup, • “A collectionof two or more interacting individuals with a stablepattern of relationships between them, who share commongoalsandwho perceivethemselvesas beinga group”
  • 77.
    I. GroupBehaviourandLeadership Nature ofGroup, People see themselves asmembers Interaction among Members Two or More Group Shared Goals
  • 78.
    I. Nature ofGroup • Interaction among members. • Shared goals • People seethemselves asgroups • Twoor more people needed
  • 79.
    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
  • 80.
    III. Nature ofaTeam  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.
  • 81.
    III. Characteristics ofTeam  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.
  • 82.
    III. Characteristics ofTeam  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.
  • 83.
    III. Characteristics ofTeam  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.
  • 84.
    IV.TeamBuilding  Work groupsand 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.
  • 85.
  • 86.
    IV.TeamBuilding  Approaches toteambuilding. – 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.
  • 87.
    IV.TeamBuilding • Forming • Storming •Norming • Performing • Every effective team goes through these life cycle stages
  • 88.
    IV.TeamBuilding Forming • Team membersare introduced and begin getting to know each other • Goals and tasks are established • Generally polite behavior among members • Norms are not understood
  • 89.
    IV.TeamBuilding Storming • Members aresizing 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
  • 90.
    IV.TeamBuilding Norming • Once issuesare resolved, agreement occurs around team norms and expectations • Trust and common interests are developing • Roles and objectives are clarified and understood
  • 91.
    IV.TeamBuilding Performing • Members make contributionsand 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
  • 92.
  • 93.
    V.Effective TeamWork • COMMUNICATION •LISTENING • TEAMDIVERSITY • MOTIVATION • RESOLVINGCONFLICT
  • 94.
    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.
  • 95.
    VII LeadershipStyles; • Aleadershipstyle 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
  • 96.
    VIII Traitsof EffectiveLeaders •"traits plusmotivation equals leadership" • Personality • Persuasive • Persistence • Patience • Perceptive • Probity • Praise giving • Positiveorientation • peoplebased • Practical • Possible • Progressive • Prepared • Power-building
  • 97.
  • 98.
    Unit VI I. ConflictinOrganizations 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.
  • 99.
    I. ConflictinOrganizations • Thereare 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).
  • 100.
    I. ConflictinOrganizations • Conflictvaries 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
  • 101.
    II. Nature ofConflict • 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.
  • 102.
  • 103.
    IV Levelsof Conflict InterGroupConflict 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
  • 104.
    IVLevelsof Conflict a) IntraIndividual Conflict Need Drive Barrier Goal Frustration Defence Mechanism a)Agression c) Fixation b) Withdrawl d) Compromise
  • 105.
    IV Levelsof Conflict a)Intra Individual Conflict i) ApproachApproachconflict Positive Goal1 Positive Goal2 Approach Motive Strength Approach Motive Strength X Distance to Goal
  • 106.
    IV Levelsof Conflict PositiveandNegative Goal X Distance to Goal Approach Motive Strength a) Intra Individual Conflict i) Approach –AvoidanceConflict Avoidance Motive Strength
  • 107.
    IV Levelsof Conflict a)Intra IndividualConflict iii) Avoidance –Avoidanceconflict Avoidance Motive Strength Avoidance Motive Strength XNegative Goal1 Negative Goal2
  • 108.
    IV Levelsof Conflict a)Intra Individual Conflict iv) Multiple approach-avoidanceconflict Multiple approach Motive Avoidance Motive Strength Positive Goals Negativegoals
  • 109.
    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.
  • 110.
    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.”
  • 111.
    V.LevelsofConflict P A C A C A CC AA P A C C b) Inter-PersonalConflict 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
  • 112.
    V.LevelsofConflict b) Inter-PersonalConflict 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.
  • 113.
    OpenArea BlindArea HiddenArea Unknown Area Knownto others Not Known to others V.LevelsofConflict b)Inter-PersonalConflict ii) JohariWindow Feedback Known to self Not known to self Disclosure
  • 114.
    V.LevelsofConflict b) Inter-PersonalConflict iii) Undisclosedself, 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
  • 115.
    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
  • 116.
    VII Effect ofConflict • 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.
  • 117.
    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
  • 118.
    VIII Conflict Resolution, a)Resolving Inter - PersonalConflict • Loose– Loose • Loose– Win • Win –Win • Developingcomplimentary Transactions • Altering BehavioralInputs Interpersonal Conflict
  • 119.
    VIII Conflict Resolution, a)Resolving Intra - GroupConflict •Realizing that divided they stand, united they fall Intra Group
  • 120.
    VIII Conflict Resolution, a)Resolving Inter - GroupConflict • Problem Solving • Organization redesign • Subordinate goals • Expansion of Resources • Avoidance • Smoothen Intergroup Conflict
  • 121.
    IX. Meaning andtypesof 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