Organisational_Behavior_OVERALL_PPT_ppt.ppt

CONCEPT OF LEADERSHIP
• Leadership is the ability to influence a group
toward the achievement of goals.
• Leadership is a function of knowing ones self,
having a vision that is well communicated,
building trust among colleagues, and taking
effective action to realize ones own leadership
potential.

LEADERSHIP TRAITS
2. Intellectual Traits:
• Verbal
potentiality
• Honesty
• Initiative
• Aggressive
1. Physical Traits:
3. Personality Traits:
• Ambitious
• Risk taking
• Originality
• Sociability
• Adaptability
• High energy level
• Physical stamina
• Tolerance for stress
• Uncared about being
overworked
• Vitality
• Foresightful
• Ask for more responsibility
• Extensively Scholarly
• Willing to experiment
• Being able to handle varied
workforce
4. Emotional Traits:
• Self-confidence
• Optimism
• Determination
• Self-discipline
• Reliability

TYPES OF LEADERSHIP STYLES
LEADERSHIP
STYLES
DECISIONS
MAKING
STYLE
MEMBERS’
DEPENDENC
Y LEVEL
RESULTS APPLICATION
AUTOCRATIC No chance for
suggestions /
opinions from
others
High High Alienation
& Demotivation
• Quicker
• Members are not
experts
• High level of
control
DEMOCRATIC Consultative &
Persuasive
Moderate High Team
Effectiveness &
Motivation for
new ideas
• Slower,
• Members are
equally efficient
• High involvement
FREE-REIGN Shared
Responsibility
Independence High motivation,
Self-monitoring,
Good Team &
Interpersonal
relations
• Creative ideas are
the core business
• No need for close
monitoring
PATERNALISTI
C
Makes Self-
decisions & Rarely
Consults
Moderate Welfare &
Supportive Work
Environment
• Policy Formulations
• Members unaware
of own strengths

THEORIES OF LEADERSHIP
• Traits Theories
• Behavioral Theories
• Contingency / Situational Theories
• Transactional Theories
• Transformational Theories and
• Charismatic Theories of Leadership

Factors determining
leadership strategies
of Traits based
Leaders
 Extraversion
 Conscientiousness
 Openness
 Emotional Intelligence
Trait Theories of
Leadership
Considers personality,
social, physical, or
intellectual traits to
differentiate
THEORIES OF LEADERSHIP (Contd.)

Factors determining
leadership strategies of
Behaviour based Leaders
 Initiative
 Consideration
 Employee orientation
 Production orientation
 Development orientation
Behavioral Theories of
Leadership
Specific behaviors
differentiate leaders
from non-leaders.

Contingency / Situational
Theories of Leadership
• Blend of a leader’s style and
the degree to which the
situation gives control and
influence to the leader.
Factors determining
Contingency based
Leaders
 Leader-Member relations
 Leader readiness to
delegate
 Follower readiness to
accept responsibilities
 Task structure
 Positional power

Factors determining
of Transaction based
Leadership:
 Management by
reward
 Management by
Exception
 Laissez-Faire
Transactional Theories of
Leadership
• Guides or motivates the
followers in the direction of
established goals by clarifying
role and task requirements.

Factors determining
of Transformation
based Leaders
(4 ‘I’s):
 Idealized Influence
 Inspirational
Motivation
 Intellectual
Stimulation
 Individual
Consideration
Transformational Theories of
Leadership
• Adopts transformational
approaches using the 4 ‘I’s rather
than a conventional or
transactional approaches

Theories of Charismatic
Leadership
• Followers attributions
of heroic or
extraordinary
leadership abilities
when they observe
certain behaviors.
Factors determining
Charismatic Leaders
 Self Confidence
 Visionary
 Being a change agent
 Environmental sensitivity
& needs of the followers
 Willingness to take
personal risks to achieve
the vision.

TEAM, LEADERSHIP & MOTIVATION
LINKAGE MODEL

VIDEO ON LEADERSHIP STYLES
http://www.youtube.com/watch?v=hPfRK
u05bkQ

IDENTIFY WHICH LEADERSHIP
STYLES ARE THEY?
http://www.youtube.com/watch?v=Bv16yc
tXaFM
END OF MODULE - IV

ORGANIZATIONAL BEHAVIOR
Curriculum Workshop 2015
Term I

Course Title Organizational Behavior
Number KH1ORB3
Programme Post Graduate Diploma in
Management (PGDM)
Total Credits 3
Total Number of Sessions 24
Session Duration 1.15 Mins
Faculty/course facilitator Dr. I. Jayasri / Ms Kirti Menon
Course Profile

The Course Objectives
• The Organizational Behviour is aimed at
creating an awareness on
 the concepts of behavior in the organizations,
 the factors that affect the dynamics of group
interactions and group behavior in organization
and
 how the knowledge on these impact effective
management of human resource in an
organization.

The Course Objectives
To provide an understanding of:
• Why employees behave the way they do, and how an individual differs
from others and the ways in which organizations exhibit behavioral
models in them
• The impact of Perception, Emotions and Stress at workplace
• Motivation and Personality as processes of behaviour and their
significance in organizational scenario
• Group dynamics, Group communication and Leadership as
organizational behavioral elements
• Power, Politics and the impact of other social processes at workplace

Mo
dule
Weig
ht(%)
No. of
Sessions
Description
1 5 2
Introduction to Organizational Behavior
Importance of individual and group
behavior in organization through S-O-B-C
Model
Major Disciplines & Contributions to OB
Models of organizational behavior:
Autocratic, Custodial, Collegial and Supportive
Models of behavior in organizations.
Course Outline (Syllabus)

Mod
ule
Weig
ht(%)
No. of
Sessions
Description
2 20 4
Organizational Behavior (Individual Focus):
Perception - Perceptual process - Attribution,
Selection, Impression Management - Perceptual
errors – Theories of Learning
Emotions - Concept of Emotions - External
constraints and Affective Events Theory (AET)
of emotions – Emotional Quotient - linking
emotions to Values, Attitude and Behavior
Stress Management - Individual differences –
General Adaptation Syndrome (GAS) -
Consequences and Implications for managers
Course Outline (Syllabus-Continues….)

Mo
dule
Weig
ht(%)
No. of
Sessions
Description
3 25 6
Organizational Behavior (Individual Focus)
Motivation - Conventional Theories of
Motivation: Maslow’s Hierarchy of Needs
Theory, Herzberg’s 2-Factor Theory,
McGregor’s Theory X, Theory Y and Theory
Z, Clayton’s ERG Theory - Contemporary
Theories of Motivation: Path goal Theory,
Equity Theory – Applications of motivation
theories at workplace
Personality- Personality attributes influencing
OB: Locus of Control, Machiavellianism, Self
Esteem, Self-Monitoring, Type A & Type B
personality - Personality Job Fit Theory.

Mod
ule
Weigh
t(%)
No. of
Session
s
Description
4 25 6
Organizational Behavior (Group Focus):
Group Dynamics and Communication:
Group Dynamics - Importance of
Communication – Tools and techniques of
communication: TA – Johari Window
Leadership - Leadership Styles - Leadership
Theories - Linkage leadership with team,
motivation and decision making

Mod. Wt
(%)
N.S Description
5 25 6
Power and Politics at workplace: Concept - Dependency
of power - Sources – Forms
Organizational politics: Types of political activity -
Conditions for organizational politics and controlling
techniques
Social Processes: Concept of social process - Forms of
social processes: Positive Processes - cooperation,
assimilation, negotiation, accommodation - Negative
Processes - conflict, competition, dispute – Significance of
social processes in organizations.
Total 100
%
24

Courseware
Book /
Journal title
Author Year/
edition/
volume
Publisher
Organizational
Behavior
S P Robbins 10 th
Edition
Prentice hall of
India
Behavior in
Organizations
Jerald Greenberg
and Robert A.
Baron
7th Edition Pearson
Education
Organizational
Behavior
Mc Shane, Glinow
and Radha R
Sharma
3rd Edition Tata McGraw
Hill
Organizational
Behavior
Robbins, Judge
and Vohra
2013
Edition
Pearson
Education
Organizational
Behvior
Uma Sekaran 2013 Tata McGraw
Hill

Supplementary Reading
• Harvard Business Review.
• Human Capital - Magazine
• Journal of Management Research
• Organizational Behavior By Margie Parikh and Rajen
Gupta Tata McGrawHill - for cases
• Business Legends
• OB – Wiley Online Library
E- books:
• 29 Leadership secrets from Jack Welch by Robert Slater
• Lasting Leadership: What can you learn from 25
business people of our times. Compiled by Mukul
Pandya and Robbie Shell, Wharton Publications
• Inspirational Lessons from Inspirational People

Module -1: Introduction to Organizational Behavior:
Models of OB & Contributions of other Disciplines to OB
5.1.1 Learning objectives:
• To understand the basic concepts of organizational behavior
• To identify and relate various models of behavior in an
organization.
• To understand the contributions made by other disciplines to
Organizational Behavior.
5.1.6 Learning outcome:
Students would be able to:
• Understand the importance of Organizational Behavior as a
course for management professionals.
• Apply various models and explain the impact of business
environment on behavior and vice versa.
• Identify the contributions made by other disciplines to OB.

Module -2: Organizational Behavior (Individual Focus):
Perception, Impression Management, Emotions & Stress
• To introduce the concepts of perception and impression
management
• To know the theories based on which the style of learning were
arrived at
• To identify the impact of emotions and stress in work situations
5.2.6 Learning outcomes:
• To understand the processes of perception and impression
management and their impact on organizations and vise versa
• To identify the impact of emotions and stress in work situations
and adapt / cope with them
• To understand the level of general stress associated with various
occupations relating to certain profiles

Module 3: Organizational Behavior (Individual Focus):
Motivation & Personality
• To identify the factors that influence motivation in organizational
scenario
• To understand the various factors that create and sustain
personalities in the organization
•
5.3.6 Learning outcome
• To identify motivation factors and use them effectively for
productivity and excellence
• To understand the various personalities in the organization

Module 4: Organizational Behavior-II: (Group Focus):
Group Dynamics & Group Communication
• To identify motivation factors and use them effectively for
productivity and excellence
• To understand the various personalities in the organization
• To recognize the process of group dynamics and communication in
organizations
• To use the group and communication tools such as Transactional
Analysis & Johari Window appropriately
• To relate decisions makers as discussed in various leadership
theorists

Module – 5: Organizational Behavior-I: (Group Focus):
Power, Politics, Social Processes, Conflict & Negotiation
• To introduce the concept of organizational power and distribution of
power in organizations
• To recognize political sub systems exist in organizations and
conditions favoring political behavior
• To understand the social processes with focus on negotiation and
conflict management styles
• Understand the concepts of power and politics in organizations
• Be aware of the conditions that lead to political behavior and
techniques to control them
• Identify the social processes and use them in negotiation and
conflict resolution

Internal Assessment
Evaluation Criteria
Criteria Pre Post Maximum Marks
Mid Term
Exam
20
Assignments 5 12 17
Quiz 7 07
Field study 5 5 10
Test 8 8 16
Total 25 25 70

Activities in Modules 1&2
Module -1
a) Stimulated  Behaved - Class Exercise
b) Do or don’t do – Class Exercise
Module -2
a) Create ME Commercial – Class exercise
b) Identify perceptual errors – Class exercise
c) Emotional Intelligence – Video Based Session -
https://www.youtube.com/watch?v=8pQlfW7AtEI
d) Retrenchment at Boeing– Case (www.citeman.com) - AET

Activities in Modules 3&4
Module -3
a) Motivation Strategies at Tesco – case study (Assignment No.1 - 5
Marks)
b) Personality Assessment – Reference: Inspirational Lessons from
Inspirational People
Module -4
a) Analysis of self-perception and / or group perception using Johari
Window Tool
b) What kind of leader am I? – Case Study - Leadership by Peter G
Northhouse (Assignment No.2 - 6 Marks)

Activities in Module -5
a) Case - The Popular Professor, Kavita Singh Chapter 11
pg no 298 (or) from Stanford Social Renovation
Review (Assignment No.3 - 6 Marks)
b) Conflict and Negotiation - 12 Angry Men Movie
Script as Case Analysis
c) Self assessment exercise on: My attitude towards
politicking

SCHEME OF INTERNALASSESSMENT
AND EVALUATION CRITERIA
Criteria
Pre Post Maximum Marks
Mid Term Exam 20
Assignments 5 12 17
Quiz 7 07
Pursuit 5 5 10
Test 8 8 16
Total 25 25 70

Milestones
Sl. No. Assessable
Components
Milestone Dates /
Sessions
1 Quiz 4th
2 Assignments 5th, 12th, 17th and 21st
3 Class Test-1 12th
4 Pursuit 6th & 23rd
5 Class Test-2 21st

EXECUTION PLAN FOR PURSUIT (10 Marks)
Objectives of the Study on Stress Management: Understanding the stress level
of given profiles of professional using the given tool
Illustrative Profiles to choose at random using Lottery Method:
Platform Vendor (1), Bus Driver (2) Conductor (3), Roaming Vendor (4), Traffic
Police (5), Construction Labor of individual property (6) Construction Labor of
community property (7), Construction Labor of government property (8), Airport
Crews-Pilot (9), Airport Crews-Airhostess (10), Airport Crews-Floor Staff (11),
Shipyard Crews-Captain (12), Shipyard Crews-Technician (13), Boat Jetty
Manager (14), Teacher-School (15), Teacher-School (16), Systems
Professional-Hardware (17), Systems Professional-Software (18), Systems
Professional-Team Leader (19) and Auto Rickshaw / Taxi Driver (20)

EXECUTION PLAN FOR PURSUIT (Contd…)
Methodology: (5 Marks)
• Theoretical orientation
• Literature review - Books / Web sourced (10 nos.)
• Interview using questionnaire
•
Data Analysis & Report Presentation: (5 Marks)
• Soft-copy
• Group and individual contributions
• Individual take away
• Supporting Data: A selfie with the respondent along with filled in
questionnaires and any other relevant proof of the field survey
Submission & Mark Allocation:
• Phase-1: Upto Methodology (5 marks)
• Phase-2: Data Collection & analysis presented in final report (5 marks)

Assessment Rubrics for Pursuit
Marks
Parameters
0 10 20
Objectives Not Stated Stated somewhat clearly. Well defined and stated
clearly.
Layout The selection of
graphics, line styles
and arrangement
options - ineffective
The selection of graphics, line styles
and arrangement options does not
enhance the layout.
The selection of
graphics, line styles, and
arrangement options -
highly effective
Spelling/
Grammar
Numerous spelling/
Grammatical errors.
Most words are spelled
correctly. Grammar, punctuation,
spacing and word usage have some
errors.
No errors
Marks 10 20 30
Content Only one objective /
essential question is
addressed.
Few of the objectives / essential
questions are properly addressed.
All objectives / essential
questions are properly
addressed.
Proper
administrati
on of the tool
Questions are
confusing and
ambiguous
Questions are somewhat clear but more
clarification required
Questions are crystal
clear and no
clarification required
Individual
Learning
Ineffective self
analysis
Some clarity in self analysis Self Analysis – Clear and
effective

Assessment Rubrics for Written Assignments / Case Analysis
Marks 10 20 30
Case Methodology
30%
(Emphasis on
method of
Analysis)
Poor introduction
and Analysis
Some introduction but
analysis ineffective
Good introduction and
effective analysis
Marks 0 5 10
Logical sequence
10%
No proper sequence Some logical sequence
established
Good logical sequence
Discussion – Questions
Marks 15 30 45
Content
45%
Only one question
correctly answered
Two questions correctly
answered.
All three questions
correctly answered.
Marks 5 10 15
Mechanics
15%
Lot of spelling errors ,
faulty sentences
No use of right
vocabulary /
terminology
Less spelling errors and
faulty sentences
Less usage of right
vocabulary / terminology
No errors and no faulty
sentences
Perfect use of
vocabulary /
terminology
Total marks 100

ORB: MODULE - I
Introduction to Organizational Behavior
• Defining Behavior using S-O-B-C Model
• Major Disciplines & Contributions to OB
• Importance of individual and group behavior in organization
• Models of organizational behavior:–
 Systems,
 Autocratic,
 Custodial,
 Collegial and
 Supportive Models of behavior in organizations.

CONCEPT OF BEHAVIOR
Behavior refers to……
• range of actions and mannerisms
• made by individuals, organisms or artificial
entities
• which are influenced by culture, attitudes,
emotions, values, authority, genetics etc.

CONCEPT OF
A field of study that…..
• investigates the impact that
• individuals, groups, and structure have
• on behavior within organizations,
• with a purpose to improve organizational
effectiveness
• by applying the learned knowledge

S-O-B-C MODEL OF OB
S – Stimulus
O - Cognitive & Intrapersonal Organic process
B – Behavior / Response
C – Consequences
Stimulus:
Overt &
Covert
Organism:
Cognitive
Physiological
&Environmental
Behavior:
Overt & Covert
Responses
Consequences:
Overt & Covert,
Positive
& Negative
Consequences

MAJOR DISCIPLINES & CONTRIBUTIONS TO
PSYCHOLOGY:
Study of human
mind and its impact
on life
Unit of analysis is
individual
• Motivation
• Perception
• Attitude
• Personality
• Leadership
• Learning
• Emotions
• Training
• Job satisfaction
• Decision making
• Performance Management
• Employees selection
• Work design
• Work stress

ORGANIZATIONAL BEHAVIOR (Contd.)
SOCIOLOGY:
Study of society &
social
relationships
Unit of analysis is
Individual in
Groups
• Social groups & Work teams
• Social institutions
• Communication
• Power
• Conflict
• Social / Gender relations
• Cultural impact
• Inter / Intra-group Behavior
• Formal organizational structure
and nature of organizations
• Organizational culture
• Organizational climate

SOCIAL
PSYCHOLOGY:
Study of social dynamics
and their impact on
social transactions
Unit of analysis is
Individual in
Groups &
Groups on
Individuals
• Group dynamics
• Group processes
• Group decision making
• Group think
• Group feeling
• Group cohesion
• Group / Org. change
• Group / org.
communication
• Group belongingness
• Group conflicts
• Group attitude &
perception

ANTHROPOLOGY:
Study of the human
heredity and the
ancestral impact on
human beings
Unit of analysis is
individual’s
ancestry in Group
• Social genetics
• Group’s racial impact
• Group’s racial relations
• Group’s inter-religious
relations
• Group’s inter-cultural
relations
• Group’s inter-racial relations
• Group’s / organization’s
environment
• Group values
• Group morals

POLITICAL
SCIENCE:
Study on power
and politics as
social mandate
Unit of analysis is
group
• Organizational Power
• Organizational conflict
• Organization’s management
nature
• Significance for power
• Significance for participation
• Significance for opposition
• Significance for suggestion
• Significance for labor
decisions
• Significance for bargaining
• Receptivity to change

MODELS OF ORGANIZATIONAL BEHAVIOR
DIMENSIONS AUTOCRATIC
MODEL
CUSTODIAL
MODEL
SUPPORTIVE
MODEL
COLLEGIAL
MODEL
SYSTEM MODEL
BASIS Power Economic
Resources
Leadership Partnership Trusteeship
MANGERIAL
ORIENTATION
Authority Money Support Teamwork Caring &
compassionate
EMPLOYEES
ORIENTATION
Obedience Security &
Benefits
Job
performance
Responsible
behavior
Psychological
ownership
EMPLOYEES’
PSYCHOLOGI
CAL RESULT
Dependence
on boss
Dependence
on
organization
Participation Self-
discipline
Self-motivation
EMPLOYEES’
NEEDS MET
Subsistence Security Status and
recognition
Self-
actualization
Wide range
PEFORMANCE
RESULT
Minimum Passive
cooperation
Moderate
enthusiasm
Moderate
enthusiasm
Passion &
commitment to
org. goals

To respond to globalization
To manage workforce diversity
To improve quality & productivity
To improve people skills
To stimulate change and innovation
To empower people
To cope with temporariness
To manage with declining employees loyalty
To help employees managing work-life
balance
To improve ethical behavior, etc.

ACTIVITIES IN MODULE-1
1. Stimulated -> Behaved: Activity

ORB – MODULE II
• Perception - Perceptual process - Impression Management -
Perceptual errors
• Theories of Learning: Behaviorism, Cognitivism, Social
Learning, Social Constructivism, Multiple Intelligences and
Brain-Based Learning theories
• Emotions - Concept of Emotions - External constraints and
Affective Events Theory (AET) of emotions – Emotional
Quotient - linking emotions to Values, Attitude and Behavior
• Stress Management - Individual differences – General
Adaptation Syndrome (GAS) - Consequences and
Implications for managers

TRY TO SAY THE WORDS
ORANGE BLACK PURPLE
YELLOW GREEN BLUE
VIOLET RED BLACK
GREEN YELLOW BLUE
PURPLE ORANGE WHITE
BLACK VIOLET RED

TRY TO SAY THE COLOUR NOT THE WORD
ORANGE BLACK PURPLE
YELLOW GREEN BLUE
VIOLET RED BLACK
GREEN YELLOW BLUE
PURPLE ORANGE WHITE
BLACK VIOLET RED

WHICH STRAIGHT LINE IS LENGTHIER..?

NOW WHICH STRAIGHT LINE IS LENGTHIER..?

CONCEPT OF PERCEPTION
• Perception is the process….
 of receiving information about and
 making sense of the world around us.
• It involves deciding…
 which information to notice,
 how to categorize this information and
 how to interpret it
 within the framework of existing knowledge.

PHILOSOPHY OF PERCEPTION
“WE DON’T SEE THINGS AS THEY ARE,
WE SEE THINGS AS WE ARE.”

FACTORS INFLUENCING PERCEPTION
Factors in the
perceiver
Attitudes
Motives
Interests
Experience
Expectations
Perception
Factors in the Target
Novelty
Motion
Sounds
Size
Background
Proximity
Similarity
Factors in the
Situation
Time
Work Setting
Social Setting

CONCEPT OF PERCEPTUAL ORGANIZATION
Perceptual Organization is the
process by which we group
outside stimuli into recognizable
and identifiable patterns and
whole objects.

PERCEPTUAL TYPES & PRINCIPLES
TYPES PRINCIPLES FACTORS
OBJECT
BASED
PERCEPTION
Figure Ground Principle  Background and
 Actual figure
Perceptual Grouping
Principle
 Similarity
 Proximity
 Continuity and
 Closure
PEOPLE
BASED
PERCEPTION
Making judgments
principle
 Distinctiveness
 Consensus and
 Consistency

67
Figure-Ground Factor
 The tendency to distinguish
and focus on a stimulus that
is classified as figure as
opposed to background.

• Our tendency to group several individual stimuli into a
meaningful and recognizable pattern.
• It is very basic in nature and largely it seems to be inborn.
Perceptual-Grouping Factor

ATTRIBUTION THEORY
(Base for making Judgments)
OBSERVATION INTERPRETATION
ATTRIBUTION
OF CAUSES
Individual
Behavior
Distinctiveness:
How often I do this in
other situations?
Consensus:
How often others do
this in similar
situation?
Consistency:
How often I did this
in the past?
Low (Frequently)
Low (Never)
Low (Never)
High (Never)
High (Frequently)
High (Frequently)
Internal
Internal
External
External
External
Internal

REASON FOR JUDGING OTHERS
Self-Fulfilling Prophecy
A concept that proposes a person
will behave in ways consistent
with how he or she is perceived
by others.

CONCEPT OF IMPRESSION MANAGEMENT
The process….
• by which individuals
• attempt to control the
impression
• that others form of them.

IMPRESSION MANAGEMENT TACTICS
TACTIC DEFINITION SITUATION
Behavioral
Matching
Perceiver’s perception
matches with others
Complementing with
truth
Self-promotion Positively projected
Perceiver’s perception
Promoting one’s own
past and claiming for
considering the present
Conforming To
Situational Norms
Perceiver following agreed
upon rules
Staying onto the laws
and codes
Appreciating /
Flattering
Perceiver complimenting the
other one
Appreciations /
Recognitions
Being Consistent Agreement between the
perceiver’s verbal & non-
verbal behaviors
Direct face-to-face
communication

PERCEPTUAL PROCESS
Receiving Stimuli
(External & Internal)
Selecting Stimuli
External factors: Nature,
Location, Size, Contrast,
Movement, Repetition, Similarity
Internal factors: Learning,
Needs, Age, Interest,
Organizing
Figure Background,
Perceptual Grouping
(Similarity, Proximity,
Closure & Continuity)
Response
Covert: Attitudes,
Motivation &
Feeling
Overt: Behavior
Interpreting
Attribution, Stereotyping,
Halo Effect & Projection

• Stereotyping: Judging someone on the basis of one’s
perception of the group to which that persons belongs.
COMMON PERCEPTUAL ERRORS / SHORTCUTS
• Selective Perception: People selectively interpret what
they see on the basis of their own interests, background,
experience and attitudes.
• Halo Effect: Drawing a general impressions about an
individual on the basis of a single characteristics.
• Contrast Effect: Evaluation of a person’s characteristics
that are effected by comparisons.
• Projection: Attributing one's own characteristics to
other people

VIDEO ON PERCEPTUAL ERRORS
https://www.youtube.com/watch?v=_ofkOiO5lX
A

APPLICATION OF THE PERCEPTUAL ERRORS IN REALITY
ACTIVITY: Listen to the stories and look at the events
happening and identify the errors that are there in the
perceptions of the parties involved.
1. Neighbor's Washed Clothes?
2. Two New Friends
3. Cat And Rats
4. Mum’s Apple
5. Culture on perception (American & Japanese)

THEORIES OF LEARNING
• Behaviorism Theory
• Cognitivism Theory
• Social Learning Theory
• Social Constructivism Theory
• Multiple Intelligences Theory
• Brain-Based Learning Theory

BEHAVIORIST THEORY OF LEARNING
• Classical Conditioning Behavior: PAVLOV
STIMULUS RESPONSE
• Operant Conditioning Behavior: SKINNER
RESPONSE REINFORCEMENT

COGNITIVE THEORY OF LEARNING
• Discovery Learning: JEROME BRUNER
CURIOSITY (COMPLEX UNKNOWN IDEA)
ways to discover
RESPONSE
• Meaningful Verbal Learning: DAVID AUSUBEL
CURIOSITY (COMPLEX KNOWN IDEA)
ways to discover
RESPONSE

SOCIAL THEORY OF LEARNING
• Learning through Model: A. BANDURA
OBSERVATION / SENSORY EXPERIENCES
Tendency to imitate
RESPONSE

SOCIAL CONSTRUCTIVISM THEORY OF
LEARNING
• Knowledge is actively constructed: LEV V
SEARCH FOR MEANING THROUGH
ACTIVITIES
ACTIVE INVOLVEMENT
RESPONSE

MULTIPLE INTELLIGENCE THEORY OF
LEARNING
• Knowledge is actively constructed: H. GARDNER
LEVERAGE STRENGTHS & ELIMINATE
WEAKNESS
USE INBORN INTELLIGENCE
RESPONSE
1. Verbal – Linguistic
2. Visual – Spatial
3. Logical – Mathematical
4. Kinesthetic
5. Musical
6. Naturalist
7. Interpersonal and
8. Intrapersonal
Types Of Intelligences

BRAIN – BASED LEARNING THEORY
• Neuroscience & Constructivism: D. SOUZA, N. CAINE & G.
CAINE, E. JENSEN
COGNITIVE PROCESS & NEUROTIC REACTIONS
GOVERNED BY NEUROTIC &
COGNITIVE PRINCIPLES
RESPONSE
Governing Principles Of Brain-based Learning
1. Brain is a parallel
processor
7. Focused attention & peripheral
perception
2. Whole body learning 8. Conscious & unconscious
processes
3. A search for meaning 9. Several types of memory
4. Patterning 10. Embedded learning sticks
5. Emotions are critical 11. Challenge & threat
6. Processing of parts and
wholes
12. Every brain is unique

CONCEPT OF EMOTIONS
A mental state that arises
spontaneously after being
aware of any information or
sensation.
84

Emotions, often called feelings, include
experiences such as:
 Love,
 Hate,
 Anger,
 Trust,
 Joy,
 Panic,
 Fear and
 Grief
EMOTIONS (Contd.)

CONCEPTS RELATED TO EMOTIONS
S.NO. CONCEPTS DEFINITION CONTEXT
1 Affect Collection of emotions Stressful
(+ / -)
2 Mood Emotionally less intensive
feelings
No Context
3 Emotional
Regulation
Regulating emotions to the
given norms
Norms / Body
Language
4 Felt Emotions Actual emotions Common
5 Displayed
Emotions
Appropriate emotions Regulated /
Unregulated
6 Emotional
Dissonance
Inconsistencies between
feeling & projection
Displayed Vs.
Felt

CONCEPTS RELATED TO EMOTIONS
S.NO. CONCEPTS DEFINITION CONTEXT
7 Emotional Labor Organizationally desired
emotions
Transactions
Based
8 Emotional
Burnout
Chronic emotional
depletion
Fatigue, Stress,
Exhaustion, Etc.
9 Emotional
Contagion
Emotions caused by
other’s emotions
Group
Transactions
10 Emotional
Intelligence
Ability to use emotional
information appropriately
S.A., S.M., S.A &
R.M
11 Emotion
Recognition
Recognitions of emotions
with collection features
Facial / Bodily
Expressions
12 Emotional
Stability
Ability to remain calm or
cool
Stressful /
Pressurized

• Self Awareness
• Self Management
• Social Awareness and
• Relationship Management
DIMENSIONS OF EMOTIONAL INTELLIGENCE

DIMENSIONS OF EMOTIONAL INTELLIGENCE (Contd.
• Monitoring self
goals,
• Intentions, reactions,
• Responsiveness,
• Respectfulness,
• Body language,
• Tone of voice,
• Listening and
• Attitude
Self Awareness

• Ability to stop reactive behavior in real
time,
• Ability to stop habits of unconscious
incompetence and
• Ability to avoid relationship harmfulness
DIMENSIONS OF EMOTIONAL INTELLIGENCE (Contd.)
Self Management

• Empathy,
• Tuning to other people,
• Assertiveness,
• Knowing what other peoples need and t
• Taking leadership in maintaining good human
relations
Social Awareness

• Building teamwork, trust and mutual respect,
• Focusing on the relationship too rather than the
task and
• Continuously building affective collaboration
skills
Relationship Management

VIDEO ON EMOTIONAL
INTELLIGENCE
https://www.youtube.com/watch?v=8pQlfW7At
EI

FUNNEL MODEL OF EMOTIONAL LEVELS IN
AN ORGANIZATION
5. ORGANIZATION-WIDE
Organizational Policies - Requirement For Emotional
Labor - Stress And Wellbeing - Emotional Climate
and Culture
4. GROUPS
Affective Composition - Emotionally intelligent
groups - Emotional contagion - Leader-member
exchange
3. INTERPERSONAL INTERACTIONS
Emotional Labor - Emotional Exchange - Displayed Vs.
Felt Emotions
2. BETWEEN PERSONS
Trait affectivity - Affective commitment - Job Satisfaction
- Burnout - Emotional Intelligence
1. WITHIN PERSON
Affective State - Affective Events - Discrete Emotions,
Moods and Behaviors

AFFECTIVE EVENTS THEORY (AET)
• Affective Event Theory (AET) is a model
developed by Organizational Psychologists
Howard M.W & Russel C.
Objective of AET:
• To explain how emotions and moods
influence Job Performance and Job
Satisfaction.

APPLICATION OF AFFECTIVE EVENTS THEORY (AET)
Work Environment
• Characteristics of the
job
• Job demands
• Requirements for
emotional labor
Work Events
• Daily Hassles
• Daily uplifts
Personal Dispositions
• Personality
• Mood
Emotional Readiness
• Positive
• Negative
Job
Performance
Job
Satisfaction

CONCEPTS OF STRESS
• Stress:
 Biological response to Stressor /
Challenge
• Eustress:
 Stress from good sources
 Eg: Winning lottery
• Distress:
 Stress from bad sources
 Eg: Threat of personal injury

• Alarm and mobilization
phase: become aware of
the stressor
• Resistance phase:
preparation to fight the
stressor
• Exhaustion phase:
negative consequences of
stress appear
GENERAL ADAPTATION SYNDROME
(G.A.S) MODEL

FORMS OF STRESS
FORMS FEATURES
GENERAL STRESS • Universal form of resolvable stress.
• No professional intervention required
CUMULATIVE STRESS • Builds upon one’s body so difficult to alleviate
• Symptoms will sustain and result in serious issues
ACUTE TRAUMATIC
STRESS
• Critical incident stress
• Produces considerable psychological stress
• Normal reaction to abnormal events
POST TRAUMATIC
STRESS
• Shows severe psychological trauma
• Created by unresolved critical incident stress
• Produces lasting changes

EFFECTS OF STRESS ON PERFORMANCE
Poor Decision
Making
Deficit Motor
Ability
Unhappy
Moods
Wrongly
Directed
Thinking
Lack of
Confidence
Inappropriate usage of
positive energy
Lack of
Concentration

STRESS COPING MECHANISMS / STRATEGIES
Time Management
Relaxation Therapy Cognition Management
Spirituality Management
Total Lifestyle Management

ORGANIZATIONAL STRESS MANAGEMENT /
COPING STRATEGIES
END OF MODULE-II
Role analysis
Job
Organizational Mirroring
Quality Circles

CASE FOR APPLYING A.E.T THEORY

ORB – MODULE III
Organizational Behavior (Individual Focus)
Motivation - Conventional Theories of Motivation:
Maslow’s Hierarchy of Needs Theory, Herzberg’s 2-
Factor Theory, McGregor’s Theory X, Theory Y and
Theory Z, Clayton’s ERG Theory - Contemporary
Theories of Motivation: Path goal Theory, Equity
Theory – Applications of motivation theories at
workplace
Personality- Personality attributes influencing OB:
Locus of Control, Machiavellianism, Self Esteem,
Self-Monitoring, Type A & Type B personality -
Personality Job Fit Theory.

CONCEPT OF MOTIVATION &
ITS COMPONENTS
Motivation is the force that triggers
(feeling of interest), directs (set of
actions) and maintains (willingness
to sustain in the direction) human
behavior.

TYPES OF MOTIVATORS
• Intrinsic motivators and
• Extrinsic motivators

INTRINSIC MOTIVATORS
• Intrinsic motivators originate from the
nature of work, such as job satisfaction,
personal development, recognition,
interest, etc.
• Generally intrinsic motivators are
psychological and intangibles.

EXTRINSIC MOTIVATORS
• Extrinsic motivators are beyond the
control of individual, such as increment,
bonus, incentive, etc.
• Generally extrinsic motivators are
materials and tangibles.

IMPORTANCE OF EMPLOYEES’
MOTIVATION
• Under optimal conditions, effort can often
be increased and sustained;
• Delegation without constant supervision
is always necessary for employees to
become self-motivated;
• Motivated employees can provide
competitive advantage by offering
suggestions & working to satisfy customers.

Need based Approaches
• Abraham Maslow’s Hierarchy of Needs
Theory
• Clayton Alderfer’s ERG Theory
• Frederick Herzberg’s Two Factor Theory
and
• David McClelland’s Acquired Needs
Theory
CONVENTIONAL THEORIES OF
MOTIVATION

A COMPOSITE LOOK AT NEED BASED THEORIES OF MOTIVATION
Maslow’s
Hierarchy
of Needs
Theory
Alderfer’s
ERG
Theory
Herzberg’s
Two Factor
Theory
McClelland’s
Acquired
Needs Theory
Self
Actualization Growth Motivators Achievement
Self Esteem
Social /
Belongingness Relatedness
Hygiene
Factors
Power
Security
Existence
Affiliation
Physiological

X, Y & Z THEORY OF MOTIVATION
Theory Z – intimate and
happy work relationships
based style. Employees’
family, culture, social
commitments are
considered equally
important as work itself.
Staff
MODERN THEORIES OF MOTIVATION

PATH-GOAL THEORY OF MOTIVATION

CONCEPT OF PERSONALITY
Sum total of ways in
which an individual
reacts and interacts
with others.

DETERMINANTS OF PERSONALITY
• Genetic / Physiological Determinants
• Psychological (Temperamental) Determinants
• Social Determinants and
• Cultural Determinants

Genetic Determinants
• Biological Heredity:
chromosomal inheritance
• Social Heredity:
social traditions, customs, etc.
• Acquired: Knowledge and
Skills
DETERMINANTS OF PERSONALITY

Psychological Determinants (Temperaments)
i. Activity Level vii. Approach – Withdrawal
ii. Adaptability viii. Distractibility
iii. Quality of mood ix. Intensity of reaction &
iv. Responsiveness x. Regularity
v. Attention span
vi. Attention persistence
DETERMINANTS OF PERSONALITY (Contd.)

Social Determinants
• Role of Home: The first and
immediate environment
• Family Morale: Moral and
Immoral pattern
• Economic Factor of the Family: Income
sources
• Role of school: Role of the teacher & education

Cultural Determinants
• Internalization of values, ideas,
beliefs of own religion
• Institutionalization: Religions,
faiths and creeds with different
other religions
• Socialization through events,
programs and communal participations

The Big Five Model of Personality
(Digman – 1990)
Extroversion:
• Positive
emotional
states and
• Feeling
good
about
oneself
and the
world
around.
Neuroticism
• Negative
emotional
states and
• Viewing
oneself and
the world
around
negatively.
Agreeableness
• The
tendency
to get
along well
with others
Conscientiousness
• Carefulness
• Scrupulousn
ess and
• Persevering
Openness
• Originality
• Broad
interests
and
• Willingnes
s to take
risks.

MAJOR PERSONALITY
ATTRIBUTES INFLUENCING OB
• Locus of control
• Machiavellianism
• Self-esteem
• Self-monitoring
• Risk taking
• Type-A Vs. Type-B Personality

LOCUS OF CONTROL
The degree to which people believe they
are masters of their own fate.
Internal Locus of Control:
Individuals who believe that they control what happens to
them. Own efforts, abilities and actions are the
determinants.
External Locus of Control:
Individuals who believe that what happens to them is
controlled by outside forces such as luck or chance.
Fate, luck and external forces are the determinants.

MACHIAVELLIANISM
Machiavellianism (Mach):
Degree to which an individual is pragmatic / realistic,
maintains emotional distance, and believes that ends
can justify means.
Determinants of High Machs:
• Direct interaction
• Minimal rules & regulations
• Less emotional attraction

Four Characteristics Of Machiavellianism
1. Lack of empathy for others
2. Utilitarian rather than moral
3. Instrumentalist rather than rational
and
4. Focus on task completion rather than
long-range ideological goals

SELF-ESTEEM (SE)
• Individuals’ degree of liking or disliking
for themselves.
• The extent to which people have pride in
themselves and their capabilities.
• It can be either high or low; but not
situation specific

SELF-MONITORING (SM)
• Individuals ability to adjust his or her behavior
to external, situational factors.
• The extent to which people try to control the
way they present themselves to others.
• Can be high or low

Risk-Taking Behavior
• High Risk-takers:
 Make quicker decisions
 Use less information to make decisions
 Operate in smaller and more entrepreneurial organizations
• Low Risk-takers:
 Are slower to make decisions
 Require more information before making decisions
 Exist in larger organizations with stable environments

Type-A Vs. Type-B Personality
Type B
• Live at a lower stress level.
• Work steadily, enjoying
achievements but not stressed
• Do not mind losing
competitions and either enjoy
the game
• Creative and enjoy exploring
ideas and concepts
• Often reflective, thinking
about the outer and inner
worlds
Type A
• Live at a higher stress level
• Enjoy achievement of goals so
working hard to achieve
• Feel the pressure of time
• Highly competitive, if necessary
create competition
• Hate failure and will work hard
to avoid failures
• Pretty fit and often well-
educated

Personality-Job Fit Theory
Personality Types:
•Realistic
•Investigative
•Social
•Conventional
•Enterprising
•Artistic
• The fit between personality type
and occupational environment
determines satisfaction and
turnover.
• As it mainly focuses on the person
& environment match, it is
otherwise known as “Person-
Environment Fit Theory” .
Personality-Job Fit Theory (John
Holland)
• Six personality types

• The closer the traits, higher the chance of
workplace productivity and satisfaction.
• The best personality fit decreases job turnover,
job stress, absenteeism and job
dissatisfaction.
• Thus, the Personality-job Fit Theory or Person-
environment (P-E) Fit is a match between a
worker's abilities, needs, and values and
organizational demands, rewards, and values.
Personality-Job Fit Theory (Contd.)

Realistic:
Prefers physical
activities
Shy, genuine, persistent,
stable,
conforming, practical
Mechanic, drill press
operator,
assembly-line worker,
farmer
Personality Type
Personality
Features
Congruent
Occupation
HOLLAND’S TYPOLOGY OF PERSONALITY – JOB CONGRUENCE MATRIX
Investigative:
Prefers thinking
activities
Analytical, original,
curious,
independent
Biologist, economist,
mathematician, news
reporter
Social:
Prefers helping
activities
Sociable, friendly,
cooperative,
understanding
Social workers, teacher,
counselor, clinical
psychologist
Conventional:
Prefers orderly activities
Conforming, efficient,
practical,
unimaginative, inflexible
Accountant, corporate
manager, bank teller, file
clerk
Enterprising:
Prefers verbal
activities of influence
and power
Self-confident, ambitious,
energetic, domineering
Lawyer, real estate agent,
public relations specialist,
small
business manager
Artistic:
Prefers ambiguous and
creative activities
Imaginative, disorderly,
idealistic,
emotional, impractical
Painter, musician, writer,
interior decorator

Understand Risk Conventional Challenge
Genuine Influence Conformity Practical
Curious Creative Help Orderly Power
Ambiguous Original Cooperation Ambition
Energetic Emotional Ideal Imagination
WORDS TO CHECK ONE’S OWN FITNESS
FOR OCCUPATIONS

M.A.R.S MODEL OF EMOTIONS, VALUES, ATTITUDES,
PERSONLITY, MOTIVATION & BEHAVIOR LINKAGE
END OF MODULE-III

1. State the meaning of motivation providing an example
from Tesco. (1 Mark)
2. Identify at least each two motivators of intrinsic and
extrinsic nature at Tesco. (2 Marks)
3. List at least 6 needs that are addressed through
motivation programs at Tesco. (3 Marks)
4. Identify at least 2 theories of motivation that are
appropriate for the organizational climate at Tesco and
rationalize your choice in few lines. (4 Marks)
CASE ANALYSIS ON MOTIVATION at TESCO

ORB – MODULE IV
• Group Dynamics and Communication: Group
Dynamics - Importance of Communication –
Tools and techniques of communication: TA –
Johari Window
• Leadership - Leadership Styles - Leadership
Theories - Linkage leadership with team,
motivation and decision making

Group Dynamics
• Scientific study of group processes
• Interpersonal processes in groups

HOMANS’ MODEL OF GROUP DYNAMICS
(1950, 1961)
Formal Groups Informal Groups Psychological Groups
“We” Feeling
Required Behaviour Emergent Behaviour
Requirements of
The Job: Division of
Labour, Coordination
Group Processes
Norms
Cohesion etc.
OUTCOMES
Psychological
Awareness &
Identification with
Group
•Performance
•Productivity
•Satisfaction of
Organizational
Members
- Activities
- Interactions
- Activities
- Interactions
-Sentiments

DETERMINANTS OF GROUP DYNAMICS
• Norms: Rules & Regulations
• Idiosyncratic Credit: Capacity to acceptably deviate from group
expectations
• Status: An evaluation and ranking of each member’s position in
the group relative to all other members
• Cohesion: The result of all forces acting on members to remain
in a group
• Conformity and Deviance: Being Social and Asocial
• Deviants: Members with deviant tendencies
• Group Think: Group’s thought process regarding the means of
success at the end
• The Risky Shift: Transformation of duties during difficulties &
challenges

CONCEPT OF ORGANIZATIONAL
COMMUNICATION
The ways in which groups of
people maintain structure and
order through their symbolic
interactions and allow individual
actors the freedom to accomplish
their goals.

FOCUS OF ORGANIZATIONAL
COMMUNICATION
• Focuses on getting work done and meeting
organizational goals
• Focuses on change and adaptation
• Focuses on social aspects and motivation of
individuals

COMMUNICATION CHANNELS
IN ORGANIZATIONS
• Downward communication
• Upward communication
• Horizontal communication
• Informal communication channels

BARRIERS TO ORGANIZATIONAL
COMMUNICATION
• Interpersonal barriers
• Status and power differences
• Differences across departments of needs and
goals
• Unfit / Misfit in communication
• Lack of formal channels

FAILURE FACTORS OF ORGANIZATIONAL
COMMUNICATION
• Conflicting frames of reference
• Selective perception
• Value judgments
• Status differences
• Security
• Source credibility
• Time pressures
• Information overload
• Poor listening skills and
• Semantic problems

INTERACTION PATTERNS
1. Maypole – leader to member & member to
leader
2. Round Robin – members take turns
3. Hot Seat – extended back and forth exchange
between leader and a member
4. Free Floating – all members take responsibility
for communicating

TRANSACTIONAL ANALYSIS AS A TOOL
OF COMMUNICATION
• A model for explaining why and how:
People think like they do
People act like they do
People interact / communicate with
others
• 3 EGO STATES OF OUR BRAIN
 Parent Ego
 Adult Ego
 Child Ego

PARENT EGO STATE
• Nature: ‘Parental’ or ‘authoritarian’ sources & Nurturing
views (sympathetic, caring views)
• Communication Types:
√ Shoulds and should nots; always and never
• Interaction Patterns: Prejudices & Criticisms
 Prejudicial views (not based on logic or facts) on things
such as:
Religion Dress Salespeople
Traditions Work Products
Money raising Children Companies
 Critical views (fault finding, judgmental, humiliating)

ADULT EGO STATE
• Nature: Adult & Rationalizing
• Communication Types:
√ According to,
√ With reference to,
√ Logically,
√ As far as….
• Interaction Patterns: Logical & Rational views
 Make decisions based on logic, computations,
probabilities, etc. (no emotions)
 Thoughts, feelings, attitudes, behavioral patterns based on
objective analysis of information (data, facts, etc.)

CHILD EGO STATE
• Nature: Childish or Immature or Self-centered
• Communication Types: Clapping, Showing elaborate
emotions by body language and facial expressions, Showing
too much of happiness / hatredness
• Interaction Patterns: Emotions-bound & Curiosity-
bound views
 Impulsive reactions such as:
Happiness Impulsive Curious
Anger Rebellious Eager to please
Fearful Self-centric Pleasure seeking

1. COMPLEMENTARY ‘TRANSACTIONS’
• Interactions, responses, actions regarded as appropriate
and expected from another person.
• Parallel communication arrows, communication
continues.
P
A
C
P
A
C
FORMS OF HUMAN TRANSACTIONS
P
A
C
P
A
C
Eg.1:
What’s time now?
Its 11.
Eg.2:
Again..! You are late
Sorry, I wont repeat.

FORMS OF HUMAN TRANSACTIONS (Contd.)
2. CROSSED ‘TRANSACTIONS’
• Interactions, responses, actions NOT regarded as
appropriate or Expected from another person.
• Crossed communication arrows, communication breaks
down
Eg.1:
What’s time now?
Hope you have watch. Find it for
yourself.
Eg.2:
You are late again..!
Yah.! I know. I was held up in
traffic.
P
A
C
P
A
C
P
A
C
P
A
C

3. ULTERIOR ‘TRANSACTIONS’
(THE GAMES PEOPLE PLAY )
• Interactions, responses, actions which are
different from those explicitly stated
• Such transactions would always have an ulterior
motive which is not generally the sated motive
FORMS OF HUMAN TRANSACTIONS (Contd.)
P
A
C
P
A
C
Stated transaction
Ulterior transaction

JOHARI WINDOW
(Joseph Luft and Harry Ingham)
A TOOL OF COMMUNICATION
Feedback
Exposure
Known to one’s
own self & others
Unknown to one’s
own self, but known
to others
Known to one’s own
self but others don’t
know
Unknown to one’s
own self and also to
others

PHILOSOPHICAL BASE FOR
USING JOHARI WINDOW
• Individuals can build trust between themselves
by disclosing information about themselves.
• They can learn about themselves with the help
of feedback from others.

HR MOTIVES TO USE JOHARI
WINDOW
• To develop the Open Area for every person
• Enhances individual and team effectiveness and
productivity.
• The Open Area is the ‘space’ where good
communications and cooperation occur, free
from confusion, conflict and
misunderstanding.
• Self-disclosure expands O.A vertically and
feedback expands it horizontally and builds
stronger team.

ORB – MODULE V
• Power and Politics at workplace: Concept - Dependency of
power - Sources – Forms
• Organizational politics: Types of political activity -
Conditions for organizational politics and controlling
techniques
• Social Processes: Concept of social process - Forms of
social processes: Positive Processes - cooperation,
assimilation, negotiation, accommodation - Negative
Processes - conflict, competition, dispute – Significance of
social processes in organizations.

CONCEPT OF POWER
A capacity that “A” has to influence
the behavior of “B”, so that
“B” acts in accordance with A’ s
wishes.

BASES / SOURCES OF POWER
• Formal power and
• Personal power

FORMS OF FORMAL POWER SOURCES
• COERCIVE POWER: Coercive power is the
power base dependent on fear.
• REWARD POWER: Reward power is the
power base dependent on the ability to reward.
• LEGITIMATE POWER: Legitimate power
is the power resultant in the formal hierarchy

FORMS OF PERSONAL POWER SOURCES
• EXPERT POWER: Expert power is the
power based on the possession of special
skill or knowledge
• REFERENT / CHARISMATIC
POWER: Referent / Charismatic power is
the power based on the possession of
individual resources or admirable traits

Model of Power in Organizations
Power
over Others
Contingencies
Of Power
Sources
Of Power
Coercive
Reward
Legitimate
Expert
Referent /
Charismatic

CONCEPT OF DEPENDENCY
“B”s relationship to “A” when “A”
possesses that “B” requires.

FACTORS CREATING DEPENDENCY
• Importance
• Scarcity and
• Non-substitutability

Power and Dependence
“A”
“B”’s Goals
“B”
“B”s counter-
power over “A”
“A”s power
over “B”

CONCEPT OF POWER TACTICS
The term “power tactics” means
the ways in which individuals
translate power bases into
specific actions.

FORMS OF POWER TACTICS
• Legitimacy: hierarchical power
• Rational persuasion: logical arguments
• Inspirational appeals: emotional commitment
• Consultation: participation
• Reward: exchange
• Personal appeals: friendship, loyalty, etc
• Ingratiation: flattery, praise, etc
• Pressure: warnings and reminders
• Coalitions: third party intervention

CONCEPT OF POLITICAL BEHAVIOR
The term “Political Behavior” means
the activities that are
not required
as part of one’s formal role in the
organization,
but that influence the distributions of
advantages and disadvantages
within the organization.

FORMS OF POLITICAL BEHAVIOR
• Legitimate Political Behavior: Normal
politics in day to day affairs
• Illegitimate Political Behavior: Extreme
political behavior that violates the
implied rules of the game

CONCEPT OF ORGANIZATIONAL
POLITICS
The term “Organizational Politics”
means the attempts to influence
others using discretionary
behaviours to promote personal
objectives.

Types of
Organizational
Politics
Managing
impressions
Attacking and
blaming
Creating
obligations
Cultivating
networks
Types of Organizational Politics
Controlling
information
Forming
coalitions

Conditions
Supporting
Organizational
Politics
Scarce
Resources
Complex and
Ambiguous
Decisions
Personal
Characteristics
Tolerance of
Politics
Factors / Conditions for Organizational Politics
Deceit is
appropriate
Zero-sum
rewards
Internal locus of
control
Perceived
alternatives
It works here
Democratic decision
making

EFFECTS OF ORGANIZATIONAL POLITICS
• Increased anxiety and stress
• Increased turnover
• Decreased job satisfaction and
• Reduced performance

DEFENSIVE BEHAVIOR AGAINST
ORGANIZATIONAL POLITICS
• Avoiding action
• Avoiding blame and
• Avoiding change

ORGANIZATIONAL POLITICS (Contd.)
AVOIDING ACTION
 Over-conforming: strict rule-boundedness
 Buck passing: unauthorized delegation
 Playing dumb: pretending inability / dumb
 Stretching: prolonging
 Stalling: appear to be more / less supportive

AVOIDING BLAME
Buffing: too much recording
Playing safe: evading risks
Justifying: developing explanations / apologies
Scapegoating: placing blame on ignorant
Misrepresenting: manipulating

AVOIDING CHANGE
 Prevention: preventing / avoiding
change
 Self-protection: guarding information
/ resources

VIDEO ON ORGANIZATIONAL POLITICS
http://www.youtube.com/watch?v=--
Z9yOEH6oQ

VIDEO ON ORGANIZATIONAL
POWER TACTICS
http://www.youtube.com/watch?v=7pe
FKioBCVI

CONTROLLING POLITICAL BEHAVIOUR
Peer Pressure
Against Politics
Remove
Political Norms
Free Flowing
Information
Manage Change
Effectively
Provide
Sufficient
Resources
Introduce
Clear Rules
Hire
Low-Politics
Employees
Increase
Opportunities
for Dialogue

CONCEPT OF SOCIAL INTERACTION
“Social interaction is the mutual
influences that individuals and
groups have on one another in their
attempts to solve problems and in
their striving towards goals.”

CONCEPT OF SOCIAL PROCESS
• Social processes are the ways of peoples
interaction for establishing system of
relationships
• Symbolic interactionism, which focuses on how
people interpret and define their social reality
and the meanings they attach to it in the process
of interacting with one another.

ELEMENTS OF SOCIAL PROCESS
• Sequence of events
• Repetition of events
• Relationship between events
• Continuity of events and
• Special Social results

TYPES OF SOCIAL PROCESS
• Associative process and
• Dissociative process

CONCEPT OF ASSOCIATIVE PROCESS
Associative processes are also
called the integrative or
conjunctive social processes
which are the integrating
processes for the progress of the
society.

TYPES OF ASSOCIATIVE PROCESSES
• Co-operation
• Accommodation
• Assimilation
• Acculturation and
• Negotiation

ASSOCIATIVE PROCESSES AN OVERVIEW
PRO
CESS
DEFINITION ELEMENTS FEATURES TYPES
COOPERATION
Two or more
persons work
together to gain a
common end
• Common purpose and
• Organized effort
• Continuous
• Personal
• Conscious
• Universal
• Common Ends and
• Organized Efforts
• Direct
• Indirect
• Primary
• Secondary and
• Tertiary
ACCOMMODATION
Competing and
conflicting
people adjust to
each other in
order to
overcome the
difficulties
• Need
• Fear / domination
• Universal
• Continuous
• Both conscious and
unconscious
• End-result of Conflict
• Mixture of love and
hatred
• Yielding to Coercion
• Compromise
• Tolerance
• Arbitration
• Conciliation
• Conversion
• Sublimation
• Rationalization

ASSOCIATIVE PROCESSES AN OVERVIEW (Contd.)
PROC
ESS
ASSIMILATION
Attitudes of many
persons are united
and develop into a
united group
• Right attitude
• Tendency to unite
• Mutual
• Universal
• Unconscious
• Slow and Gradual
• Two-way and
• Confined to multiple
fields
• Assimilation
• Acculturation
ACCULTURATION
Cultural learning
as a result of
first-hand
contact and the
convergence and
acceptance of
one culture into
another
Societal level elements:
• Society of origin
• Society of settlement
Individual level elements:
• Individual
characteristics
• Situational
characteristics
Moderating elements:
• Cultural Contact
• Stress & skill
deficiency
• Responses
• Outcomes
• Universal
• Both Conscious &
Unconscious
• Both Fast & Slow and
• Two-way
• Biculturalism
• Assimilation
• Separation
• Marginalization

MODES / FORMS OF ACCULTURATION
Is it considered to be of value to maintain the
traditional cultural identity and characteristics?
“YES” “NO”
“YES”
“NO”
BICULTURALISM ASSIMILATION
SEPARATION MARGINALIZATION
Issue 1
Issue 2
Is it considered to be of
value to develop and
maintain relationships
with members of the
new culture?

CONCEPT OF NEGOTIATION
Negotiating is the art of reaching an
agreement by resolving differences
through creativity.
Negotiation is about getting the best
possible deal in the best possible
way.

STEPS INVOLVED IN
NEGOTIATING PROCESS
• Preparation and Planning
• Defining the ground rules
• Clarification and justification
• Bargaining and problem solving and
• Closure and implementation

TYPES OF NEGOTIATION / BARGAINING
DISTRIBUTIVE Vs. INTEGRATIVE NEGOTIATION / BARGAINING
Negotiating
Characteristic
DISTRIBUTIVE INTEGRATIVE
Goal Get as much as
possible
Expand whatever
is given
Focus Positions Interests
Motivation Win-lose Win-win
Interests Opposed / Vested Congruent
Information Sharing Low High
Duration Of
Relationship
Short term Long term

VIDEO ON COOPERATION
http://www.youtube.com/watch?v=uL5mHE3H5
wE

VIDEO ON ACCOMMODATION &
ASSIMILATION
http://www.youtube.com/watch?v=3-
A9SgbAK5I

• Dissociative processes are those of destructive
goal or intentions.
• Also called the disintegrative or disjunctive
social processes.
• Their absence results in stagnation of society.
CONCEPT OF DISSOCIATIVE PROCESSES

• Competition and
• Conflict
TYPES OF DISSOCIATIVE PROCESSES

ASSOCIATIVE PROCESSES AN OVERVIEW (Contd.)
PRO
CESS
COMPETITION
Struggle for
possession of
rewards which are
limited in supply,
goods, status, and
power, love, etc.
• Need for victory
• Presence of
competitors
• Need for the feeling
of possession
• Universal
• Continuous
• Unconscious
• Impersonal
• Always governed by
norms
• Political
• Social
• Economic
• Cultural
• Racial
CONFLICT
Deliberate
attempt to
oppose, resist or
coerce the will of
others.
• Voluntarism
• Violence
• Universal
• Conscious
• Personal
• Intermittent and
• Based on violence
• Direct
• Indirect
(War, Feud,
Litigation and
Conflict of
Impersonal
Ideals)

PERSPECTIVES / THOUGHTS / THEORIES
OF CONFLICT
• Traditional perspectives
• Human relations perspectives
• Interactionist perspectives

TRADITIONAL PERSPECTIVES OF CONFLICT
• All conflicts are bad
• Used synonymously with violence, destruction and
irrationality
• By definition conflict is considered harmful and to be
avoided
• Conflict is seen as a dysfunctional outcome resulting
from the failure of managers
• Based on the principles of group behavior (1930s &
1940s)

HUMAN RELATIONS PERSPECTIVES OF
CONFLICT
• Conflict is natural
• Advocated acceptance of conflict
• Believes that there are possibilities for conflict to
benefit group’s performance
• Based on the principles of human relations (1940s –
1970s)

INTERACTIONIST PERSPECTIVES OF CONFLICT
• Encourages conflict on the grounds of harmonious,
peaceful, tranquility and cooperation
• Encourages leaders to maintain an optimum level of
conflict to keep groups viable, self-critical and creative
• Functional and dysfunctional forms
• Task conflict, relationship conflict and process
conflict are the forms of conflict
• Relationship conflicts are dysfunctional
• Low level of process conflicts & low-to-moderate
levels of task conflicts are functional
• Low-to-moderate levels of task conflicts are
functional

IMPORTANCE / FUNCTIONS OF CONFLICT
Positive Functions
• Increases fellow feeling, brotherhood and social solidarity
within groups and societies.
• Helps in the exchange of cultural elements
• Changes the status of the group or society
• Brings changes in old customs, traditions, folkways and mores.
• Helps in increasing the production which adds to the national
income.

IMPORTANCE / FUNCTIONS OF CONFLICT
Negative Functions
• The defeated party becomes psychologically and normally down.
• Time, money and energy of the conflicting parties get exhausted.
• Uncontrolled conflict brings violence which leads to destruction of
lives and properties
• Social solidarity is adversely affected and it hinders national
integration.
• Leads to inter-group tension and disrupts group unity.
• Conflict diverts members’ attention from group objectives.

PROCESS OF CONFLICT
Antecedent
conditions
• Commun
ication
• Structure
• Personal
variables
Conflict-handling
intentions
• Competition
• Collaboration
• Compromise
• Avoidance
• Accommodation
Overt
Conflict
• Party’s
Behavior
• Other’s
Reaction Decreased
Group
Performance
Increased
Group
Performance
Felt
Conflict
Perceived
Conflict
Stage - V
Outcomes
Stage - IV
Behavior
Stage - III
Intentions
Stage - II
Cognition &
Personalization
Stage - I
Potential
Opposition /
Incompatibility

CONFLICT - INTENSITY CONTINUUM
Annihilatory Conflict
» Overt efforts to destroy the other party
» Aggressive physical attacks
» Threats and ultimatums
» Assertive verbal attacks
» Overt questioning or challenging of others
» Minor disagreements or misunderstandings
No Conflict

VENN DIAGRAM OF CONFLICT
RESOLUTION STRATEGIES
GROUP- A GROUP - B
CONFLICT SITUATIONS
A place for me and a place
for you
GROUP- A GROUP - B

RESOLUTION STRATEGIES (Contd.)
CONFRONTATION & COMPROMISE:
Thru an innovative alternative ( C )
GROUP- A GROUP - B
C
Thru an Integrative synthesis
GROUP- A GROUP - B
C

A + B
Thru Compromise Thru Integrative Bargaining
(Negotiation)
GROUP
- B
GROUP-
A
A+B

Thru Domination
GROUP- A
Thru Stagnation or Withdrawal
(FAILURE OF RESOLUTIONS)
GROUP - B GROUP- A
GROUP- B

DIMENSIONS OF CONFLICT HANDLING INTENTIONS
A
S
S
E
R
T
I
V
E
N
E
S
S
Assertive
Unassertive
COOPERATIVENESS
Cooperative
Uncooperative
Collaborating
Accommodating
Avoiding
Competing
Compromising
END OF MODULE-V

Organisational_Behavior_OVERALL_PPT_ppt.ppt

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