The document discusses organizational behavior at three levels - individual, group, and structural. At the individual level, it examines attitudes, personality, emotions, perception, and motivation. At the group level, it looks at teams, power and politics, and conflicts. At the structural level, it analyzes organization structure, human resource policies, organizational culture, and change. It also discusses challenges and opportunities in organizational behavior like managing diversity, innovation, and work-life balance.

2. The Field of study the impact that
individuals, groups and structure have on
behavior within organizations, for the
purpose of applying such knowledge
towards improving the organizational
effectiveness
6/10/2015 2Sanjika Perera

3. Here we consider,
• Individual level
– Attitudes
– Personality
– Emotions and moods
– Perception
– Motivation
6/10/2015 Sanjika Perera 3

4. Group level
– Groups/Teams
– Power and Politics
– Conflicts
Structure level
– Organization structure and design
– Human resource Polices and practices
– Organizational culture
– Organizational change and development
6/10/2015 Sanjika Perera 4

5. What are challenges and
opportunities of OB?
• Responding to economic pressure
• Responding to globalization
• Increase foreign assignments
• Work with people with different cultures
• Managing work force diversity
• Improving customer service
• Improving people skills
• Innovation/growth
• Coping with temporariness
• Networked organizations
• Work-life balance
• Improving ethical behavior
6/10/2015 Sanjika Perera 5

6. • Reducing
– absenteeism
– turn over
– deviant work
place behavior
6/10/2015 6Sanjika Perera

7. Increasing
•productivity
•organizational
citizenship behavior
•job satisfaction
6/10/2015 7Sanjika Perera

8. 6/10/2015 8Sanjika Perera

9. 6/10/2015 9Sanjika Perera

10. 6/10/2015 10Sanjika Perera

11. 6/10/2015 11Sanjika Perera

12. 6/10/2015 Sanjika Perera 12

14. • What is an attitude ?
Feelings
Thought
Behavior
6/10/2015 14Sanjika Perera

15. Situation 1
• You have to give a report
to cull animals. You are a
devote Buddhist/Hindu
that despise killing
animals.
• How do you behave in
such situation?
Situation 2
• Some of you may tried
hard to become a doctor
and you end up being a
veterinarian.
• Do you like being a
veterinarian now?
6/10/2015 15Sanjika Perera

16. Cognitive Dissonance
6/10/2015 16Sanjika Perera

17. Job Satisfaction Job Involvement
6/10/2015 17Sanjika Perera

18. Organizational
Commitment
Organizational
Citizenship Behavior
6/10/2015 18Sanjika Perera

19. 6/10/2015 19Sanjika Perera

20. How to make your employee satisfied?
• Increasing pay /incentives/bonus will not work
• Make work challenging and interesting
• Create a positive work environment
• Group works, trainings, responsibilities and
limited freedom to control own work
environment
6/10/2015 Sanjika Perera 20

21. 6/10/2015 21Sanjika Perera

22. Is this the personality?
6/10/2015 Sanjika Perera 22

23. • The sum total of ways in which an
individual reacts to and interacts with
others
• Dynamic concept of describing the growth
and development of person’s whole
psychological system
6/10/2015 Sanjika Perera 23

24. 6/10/2015 24Sanjika Perera

25. Extraversion
• Interpersonal skills
• Greater social dominance
• More emotionally expressive
• Higher performance
• Easily emerge as Leaders
• High Job satisfaction/life satisfaction
6/10/2015 Sanjika Perera 25

26. Conscientiousness
• Greater effort /persistence
• Better organized /planning
• More drive and discipline
• Higher performance
• Enhanced leadership
• Better longevity
6/10/2015 Sanjika Perera 26

27. Openness
• Increased learning
• More creative
• More flexible and autonomous
• Training performance
• Enhanced leadership
• More adaptable to change
6/10/2015 Sanjika Perera 27

28. Agreeableness
• Better liked
• More compliant and conforming
• Higher performance
• Lower level of deviant behavior
6/10/2015 Sanjika Perera 28

29. Emotional Stability
• Less negative thinking
• Fewer negative emotions
• Less hyper vigilant
• High job/life satisfaction
• Lower levels of stress
6/10/2015 Sanjika Perera 29

30. Narcissism
• Like to be the center of
attention
• Grandiose sense of self
importance
• Requires excessive
admiration
• Sense of entitlement
• arrogant
6/10/2015 30Sanjika Perera

31. Type A Personality
• Extremely competitive
• Moving, walking, eating
rapidly
• Feel impatient with rate
of events take place
• Cannot cope with leisure
time
• Obsessed with numbers,
How much, how many
6/10/2015 31Sanjika Perera

32. 6/10/2015 32Sanjika Perera

33. 6/10/2015 33Sanjika Perera

34. 6/10/2015 34Sanjika Perera

35. 6/10/2015 35Sanjika Perera

36. Willing to
take
chances
6/10/2015 36Sanjika Perera

37. Show initiative,
Take action
Persevere until
meaningful results
occurs
6/10/2015 37Sanjika Perera

38. • Do personality related to work performances?
6/10/2015 Sanjika Perera 38

39. 6/10/2015 39Sanjika Perera

40. 6/10/2015 40Sanjika Perera

41. 6/10/2015 41Sanjika Perera

42. 6/10/2015 42Sanjika Perera

43. Emotional Labor
Is she really happy?
• The situation where the
employee expresses
organizationally desired
emotions during
interpersonal transactions
at work
• Receptionists
• Air Hostesses
• Call center workers
6/10/2015 43Sanjika Perera

44. Emotional Dissonance
• The inconsistency
between the emotions
people feel and
emotions they project
• Surface acting :
suppress display
emotions
• Deep acting : modify
felt emotions
6/10/2015 44Sanjika Perera

45. Emotional Intelligence
• Be self aware
• Detect emotions of
others
• Manage emotional
cues and information
• Empathy
• (Angry, but express it
without violating
social norms)
6/10/2015 45Sanjika Perera

46. 6/10/2015 46Sanjika Perera

47. 6/10/2015 47Sanjika Perera

48. 6/10/2015 Sanjika Perera 48

49. • Individuals organize and interpret their
sensory impressions in order to give
meaning to their environment
• The challenge is what we perceive is
substantially different from the objective
reality
6/10/2015 49Sanjika Perera

50. • Peoples behavior based on their
perception of what reality is, not on reality
itself
6/10/2015 Sanjika Perera 50

52. Situation
Time
Work setting
Social setting
Receiver
Attitudes
Motives
Interests
Experience
expectations
Target
Novelty
Motion
Sounds
Size
Back ground
Proximity
Similarity
Perception
Factors that
influence
perception
6/10/2015 52Sanjika Perera

53. Wetry to explain others behaviors
assume other people’s internal status
judge people based on our perceptions
6/10/2015 53Sanjika Perera

54. This is fundamental attribution error
6/10/2015 54Sanjika Perera

55. 6/10/2015 55Sanjika Perera

56. Selective perception
• Tendency to
selectively interpret
what one sees on
the based of ones
interests, back
ground, experience,
attitudes
6/10/2015 56Sanjika Perera

57. Halo effect
• Draw a general
impression about an
individual based on a
single characteristic
6/10/2015 57Sanjika Perera

58. Contrast effect
• Evaluation of a
persons is not done
in isolation, we
compare he/she with
people we recently
encountered
6/10/2015 58Sanjika Perera

59. Stereotyping
• Judging someone on
the basis of one’s
perception of the
group to which that
person belongs
• This activates
prejudice and
discrimination
6/10/2015 Sanjika Perera 59

60. • Employee interview-first impression within
1/10seconds
• Performance expectations-expect big things-
they deliver big! –Self –fulfilling Prophecy
• Performance evaluation-very often Subjective
• Halo, contrast effects, selective perception
and stereotypes all play a part
6/10/2015 60Sanjika Perera

61. 6/10/2015 Sanjika Perera 61

62. 6/10/2015 62Sanjika Perera

63. Maslow’s Hierarchy of needs
6/10/2015 63Sanjika Perera

64. 6/10/2015 64Sanjika Perera

65. 6/10/2015 65Sanjika Perera

66. 6/10/2015 66Sanjika Perera

67. Self Determination Theory
• Concerned with the
beneficial effects of
intrinsic motivation and
harmful effects of
extrinsic motivation
6/10/2015 Sanjika Perera 67

68. 6/10/2015 68Sanjika Perera

69. Reinforcement Theory
6/10/2015 69Sanjika Perera

70. Social Learning Theory
6/10/2015 70Sanjika Perera

71. 6/10/2015 Sanjika Perera 71

72. Expectancy Theory
6/10/2015 72Sanjika Perera

73. Equity Theory
6/10/2015 73Sanjika Perera

74. • Relevant to motivation special through feed
back
• facilitate decision making
• Displayed emotions are important to
negotiations and customer service
• Emotional Intelligence important to predict
behavior
6/10/2015 Sanjika Perera 74

75. 6/10/2015 Sanjika Perera 75

76. Group
• Two or more individuals
interacting and
interdependent, who
have come together to
achieve particular goal
6/10/2015 76Sanjika Perera

77. 6/10/2015 77Sanjika Perera

78. Why do we form groups?
6/10/2015 78Sanjika Perera

79. Group Properties
6/10/2015 79Sanjika Perera

80. 1.Group Roles
• Role perception: how to
act on given situation
• Role expectation: Our
belief how others
should act in given
situation
• Role conflict:
contradictory roles in
organization or social
setting
6/10/2015 80Sanjika Perera

81. 2.Group Norms
Conformity
6/10/2015 81Sanjika Perera

82. Conformity
• need to accept by a
group
• susceptible to conform
to group norms
6/10/2015 Sanjika Perera 82

83. Deviant work place behavior
6/10/2015 83Sanjika Perera
Voluntary
behavior violates
significant
organizational
norms

84. 3.status
Socially define rank
Depends on
• Power over others
• Ability to contribute to
groups goals
• Personal
characteristics
6/10/2015 Sanjika Perera 84

85. 4.Group Size
Small Groups/Big groups
Advantages and disadvantages
6/10/2015 85Sanjika Perera

86. 6/10/2015 Sanjika Perera 86
Group Decision making-Brain storming

87. Social Loafing
6/10/2015 87Sanjika Perera

88. 5. Group Cohesiveness
6/10/2015 88Sanjika Perera
Degree to which
members attract to
each other
And wish to remain
in the group

89. Group think
• Group pressures for
conformity
• Deter the appraisal of
unusual, minority and
unpopular views
• Dramatically hinder
performance
6/10/2015 89Sanjika Perera

90. Group Shift or Group polarization
6/10/2015 90Sanjika Perera

91. 6/10/2015 91Sanjika Perera

92. • Groups properties are related to the group
performance
• If norms support high out put- organization’s
productivity increases
• Group works increase job satisfaction
• Teams and groups are not always the answer
6/10/2015 Sanjika Perera 92

93. 6/10/2015 93Sanjika Perera

94. Power is the capacity that A has to
influence the behavior of B so B
acts in accordance with A’s
wishes
6/10/2015 94Sanjika Perera

95. 6/10/2015 95Sanjika Perera

96. 6/10/2015 96Sanjika Perera

97. • Formal Power
• Coercive- fear of negative results
• Reward-ability to distribute valuable rewards
• Legitimate – position and formal hierarchy
• Personal Power
• Expert –special skills and knowledge
• Referent –desirable resources and personal
traits
6/10/2015 97Sanjika Perera

98. Key to Power
Dependency
• Importance: should
posses important
resource
• Scarcity : it should be
hard to find
• Non-substitutability : it
cannot be easily
replaced
6/10/2015 98Sanjika Perera

99. Power tactics
6/10/2015 99Sanjika Perera

100. Sexual
Harassment
Any unwanted
activity of Sexual
nature that affects
an individual’s
employment and
creates hostile
work environment
6/10/2015 100Sanjika Perera

101. Politics-Power in Action
legitimate
Normal every day activities
• Complaining to
supervisors
• By pass chain of
command
• Form coalitions
• Obstructing org polices
through inaction or
adhering to rules
• Outside professional
contacts
6/10/2015 101Sanjika Perera

102. illegitimate
• Sabotage
• Whistle –Blowing
• Symbolic protests
• Calling sick
6/10/2015 102Sanjika Perera

103. Impression Management
• The process by which
individuals attempt to
control the impression
others form on them
6/10/2015 103Sanjika Perera

104. Conflicts
• A process begins when
one party perceives
that another party has
negatively affected , or
is about to negatively
affect, something that
the first party cares
about
6/10/2015 104Sanjika Perera

105. Result in
• Lack of Communication
• Lack of trust
• Lack of openness
6/10/2015 Sanjika Perera 105

106. Are conflicts good or bad?
• Task conflicts -related to content and
goals of the work
• Relationship Conflicts -focus on
interpersonal relationships
• Process conflict -relate to how the work is
done
6/10/2015 106Sanjika Perera

107. • What are functional and dysfunctional
conflicts?
• Functional conflicts: supports the group
goals of the group
• Dysfunctional Conflicts : Hinder goals of
the group
6/10/2015 Sanjika Perera 107

108. Devil’s advocate
• A person expresses
opinion what he/she
do not hold
• To encourage the
discussion
• This may increase
new way of thinking
and healthy conflicts
levels in discussions
6/10/2015 Sanjika Perera 108

109. • Relationship conflicts are always bad
• Task conflicts and Process conflicts are good
only at a lower levels
• Be mindful of conflict levels of discussions
they may all together disrupt healthy out
comes
6/10/2015 Sanjika Perera 109

110. Negotiations
• A process in which
two or more parties
exchange gods or
services and attempt
to agree on the
exchange rate for
them
6/10/2015 Sanjika Perera 110

111. • Organization structure and design
• Human resource Polices and practices
• Organizational culture
• Also contribute to Organizational behavior
6/10/2015 Sanjika Perera 111