This document provides an overview of individual behavior and organizational behavior concepts. It discusses:
1. Factors that influence individual behavior such as personal factors like personality and abilities, environmental factors, and organizational factors.
2. Key concepts related to individual behavior including personality types, attitudes, perception, and motivation.
3. The components of attitudes which are cognitive (beliefs), affective (feelings), and behavioral (actions).
The document discusses personality and the factors that influence it. It describes personality as being made up of both hereditary and environmental factors that are moderated by situational conditions. Some key points:
- Personality is influenced by heredity (genes), environment, and situations. Heredity sets parameters but the environment determines one's full potential.
- There are several theories of personality including traits theory, psychodynamic theory, humanistic theory, and the integrative approach.
- Popular models for describing personality include the Big Five model (extraversion, agreeableness, conscientiousness, emotional stability, openness) and Myers-Briggs Type Indicator (16 personality types).
This document discusses factors that influence individual behavior. It describes needs, motives, goals, values, beliefs, attitudes, perception, personality and motivation as key determinants of behavior. It provides details about each factor, including how they are formed and how they shape individual actions and responses to internal and external stimuli. Personality is influenced by heredity, environment, and situational factors. Key aspects of personality discussed are locus of control, Machiavellianism, self-esteem, self-monitoring, risk-taking, and Type A vs Type B.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
This chapter introduces organizational behavior (OB) and describes its key concepts. It defines OB as the field studying how individuals, groups, and structure influence workplace behavior. The chapter outlines the manager's functions of planning, organizing, leading, staffing, and controlling work. Effective managers need strong technical, human, and conceptual skills. Studying OB systematically and using evidence-based management can help managers understand workplace behavior better than relying solely on intuition. While few absolute rules govern OB, the field provides insights into challenges like globalization, diversity, and enhancing employee well-being and performance.
Organizational citizenship behavior is one which goes beyond the basic requirements of Job, to a large extent discretionary & is a benefit to the organization
This document discusses perception and the perception process. It defines perception as the process of receiving information about and making sense of the world around us. This involves selecting information to notice, categorizing it, and interpreting it based on existing knowledge. The document outlines the key elements in perception like sensation versus perception. It also discusses the various subprocesses involved in perception like receiving stimuli, selective attention, perceptual organization, interpretation, and response. Finally, it examines factors that influence perception like characteristics of the perceiver, target, and situation as well as barriers to accurate perception.
This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
Personality is the sum total of how an individual reacts and interacts with others. It is influenced by heredity, environment, and situation. There are several theories that describe personality types and traits, including the Myers-Briggs Type Indicator, Big Five model, and locus of control. The Myers-Briggs Type Indicator classifies people into 16 types based on four characteristics, while the Big Five model describes personality along five dimensions such as extroversion and agreeableness. Freud's psychoanalytic theory proposes that personality has three parts - the id, ego, and superego - which develop at different stages from birth to adulthood.
The document discusses personality and the factors that influence it. It describes personality as being made up of both hereditary and environmental factors that are moderated by situational conditions. Some key points:
- Personality is influenced by heredity (genes), environment, and situations. Heredity sets parameters but the environment determines one's full potential.
- There are several theories of personality including traits theory, psychodynamic theory, humanistic theory, and the integrative approach.
- Popular models for describing personality include the Big Five model (extraversion, agreeableness, conscientiousness, emotional stability, openness) and Myers-Briggs Type Indicator (16 personality types).
This document discusses factors that influence individual behavior. It describes needs, motives, goals, values, beliefs, attitudes, perception, personality and motivation as key determinants of behavior. It provides details about each factor, including how they are formed and how they shape individual actions and responses to internal and external stimuli. Personality is influenced by heredity, environment, and situational factors. Key aspects of personality discussed are locus of control, Machiavellianism, self-esteem, self-monitoring, risk-taking, and Type A vs Type B.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
This chapter introduces organizational behavior (OB) and describes its key concepts. It defines OB as the field studying how individuals, groups, and structure influence workplace behavior. The chapter outlines the manager's functions of planning, organizing, leading, staffing, and controlling work. Effective managers need strong technical, human, and conceptual skills. Studying OB systematically and using evidence-based management can help managers understand workplace behavior better than relying solely on intuition. While few absolute rules govern OB, the field provides insights into challenges like globalization, diversity, and enhancing employee well-being and performance.
Organizational citizenship behavior is one which goes beyond the basic requirements of Job, to a large extent discretionary & is a benefit to the organization
This document discusses perception and the perception process. It defines perception as the process of receiving information about and making sense of the world around us. This involves selecting information to notice, categorizing it, and interpreting it based on existing knowledge. The document outlines the key elements in perception like sensation versus perception. It also discusses the various subprocesses involved in perception like receiving stimuli, selective attention, perceptual organization, interpretation, and response. Finally, it examines factors that influence perception like characteristics of the perceiver, target, and situation as well as barriers to accurate perception.
This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
Personality is the sum total of how an individual reacts and interacts with others. It is influenced by heredity, environment, and situation. There are several theories that describe personality types and traits, including the Myers-Briggs Type Indicator, Big Five model, and locus of control. The Myers-Briggs Type Indicator classifies people into 16 types based on four characteristics, while the Big Five model describes personality along five dimensions such as extroversion and agreeableness. Freud's psychoanalytic theory proposes that personality has three parts - the id, ego, and superego - which develop at different stages from birth to adulthood.
The document discusses various factors that influence individual behavior, including personal factors like age, gender, experience and abilities; environmental factors in the economic, social and political environment; and organizational factors within the workplace like physical facilities, leadership, and reward systems. It provides details on how each of these biographical, learned, environmental, and organizational factors can shape an individual's behavior and performance.
This document discusses various aspects of individual and interpersonal behavior in an organizational context. It defines key terms like overt and covert behavior. It also outlines models for understanding behavior, like the SOBC model, and discusses factors that influence individual behavior like physiological, socio-psychological factors. The document also covers topics like attitude formation and components, motivation, decision making process, and implications for managing individual differences in organizations.
Attitudes are enduring organizations of thoughts, feelings, and behaviors toward people or objects. They have three main components - affective (feelings), behavioral (intentions), and cognitive (beliefs). Some key work attitudes include job satisfaction, job involvement, and organizational commitment. The theory of cognitive dissonance proposes that people seek to reduce inconsistencies between their attitudes, beliefs, and behaviors. When dissonance arises, people try to resolve it by changing their behavior, minimizing the importance of their behavior, changing their attitude, or adding new cognitions to outweigh the dissonant ones.
This document discusses the concept of attitude. It defines attitude as an evaluating statement that can be favorable or unfavorable about objects, people, or events. Attitude reflects how people feel and is learned through social interaction and experience. The document also discusses the cognitive, affective, and behavioral components of attitudes. It explains how attitudes are different from but related to values and beliefs. Additionally, it covers functions of attitudes and theories of attitudes including balance theory, congruity theory, and cognitive dissonance theory. The document concludes by briefly defining job satisfaction and its relationship to attitudes.
Meaning of Perception: Perception is the process by which individuals select, organize and interpret
information from environment through five senses.
It is a process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.
Process of Perception
Inputs: Input refers to Stimuli available in the environment. It
includes, information, objects, events and people etc.
Throughputs: it is the stages of transformation. Perceptual inputs
are proceeds to obtain output. Throughputs includes:
Selection: selecting information on the basis of interests, experience,
background etc.
Organization: grouping stimuli into meaningful & identifiable patterns.
Interpretation: assigning meaning to the selected & organized
information.
Outputs: At this stage result of perceptual process can be seen. Transformed inputs.
Results in attitude, opinions, feelings, values & behavior.
Perceptual Error in Organizations:
Stereotyping : Judging people on the basis of group to which they
belong is called stereotyping.
Impression / first impressions : Making an opinion about a person on the
basis of first meeting itself.
Projection
Attributing (looking) one's own characteristics (qualities) to someone
else.
looking one's own qualities in other people. E.g., if a person is honest,
he will consider other people as honest.
Attribution
How people explain the cause of other’s or their own behaviour.
Selective perception
People perceive as per their need, motives or interests.
Inference
Judging others on the basis of incomplete information.
Perceptual set
Interpreting others behaviour according to our own mental set.
Halo effect
one trait forms a general impression. Evaluating a person on the basis
of single trait/ characteristics/ quality.
Factors influencing perception
Internal Factor: These are factors related to the characteristics of
perceiver.
Needs & motives: People with different needs generally experience different
stimuli. A hungry man catches attestation of food related objects.
Self concept: How the people see him self. Generally people select only
those aspects which they find match with their characteristics.
Past experience: A person also perceives on the basis of his past
experiences.
Beliefs: A person also perceives on the basis of what he believes irrespective
of what really is,
Expectations: Expectation refers to the anticipation of particular behavior
from a person which also affects the perceptions.
Current psychological states: The current state of mind also affects the
selection of stimulus.
External Factors: These are the environmental factors and are the
characteristics of the perceived (Stimuli).
Size: Big size catches attestation
Intensity: Loud sound and bright color catches attestation more.
Contrast: Stimuli which stand against the background catches attention
more.
Repetition: it catches attention more.
The document discusses the Big Five Model of personality and organizationally relevant personality traits. The Big Five Model identifies five broad personality traits: Extraversion, Neuroticism, Agreeableness, Conscientiousness, and Openness to Experience. It also describes additional traits relevant to work such as Locus of Control, Self-Monitoring, Self-Esteem, Type A/Type B personality, and McClelland's Needs for Achievement, Affiliation, and Power. The traits influence factors like career choice, job satisfaction, leadership abilities, and performance.
Personality & Values and Perception & Decision-makingmasitones
This document provides an overview of chapters from the textbook "Essentials of Organizational Behavior" on personality, values, perception, and decision making. It defines key concepts like personality, values, perception, attribution theory, and decision making models. It also describes approaches to measuring personality like the Myers-Briggs Type Indicator and Big Five model. The document emphasizes that personality and values influence perception and decision making. Managers must understand these concepts and their biases to improve productivity, decision making, and creativity.
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
This document discusses key concepts in organizational behavior including attitudes, personality, emotional intelligence, learning styles, and stress. It defines attitudes and their components, and explains how personality traits like the Big Five and emotional intelligence influence workplace behaviors. Learning is described as a change in behavior from experience, and different learning styles are outlined. Stress and its causes in the workplace are also summarized, along with strategies for stress management.
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
Notes on Attitude & Values in Organisation BehaviorYamini Kahaliya
this document is on Attitudes and values in organisation behavior for BBA/B.com students .
it tells about that how an individual behave in an organisation.
Attitude : An attitude is a way of thinking or feeling about something, a certain state of mind at the time.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Notes on Organisation behavior (Introduction Of Organisation Behavior for BBA...Yamini Kahaliya
Organizational behavior can be defined as understanding, predicting, and managing human behavior in organizations. It takes an interdisciplinary approach, drawing from fields like psychology, sociology, and anthropology. Understanding organizational behavior helps improve job satisfaction, leadership, productivity, and other organizational goals. It has evolved from early studies of organizations and continues to incorporate new knowledge from various social sciences.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
organizatioal Behavior : Values, Attitude and Job SatisfactionRaisulAkash1
The document discusses work values, attitudes, and job satisfaction. It defines work values as personal convictions about work outcomes and behaviors. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is influenced by pay, personality, need fulfillment, discrepancies between expectations and reality, and other factors. High job satisfaction is related to better job performance, customer satisfaction, less absenteeism, lower turnover, and less workplace deviance. Managers often overestimate employee satisfaction levels.
This document provides definitions and explanations of key concepts in organizational behavior. It discusses what determines behavior, including factors like attitude, personality, perception, motivation, abilities, self-concept, and socio-cultural influences. Important determinants of behavior like attitude, perception, personality, needs, and situations are explained. The document also defines organizational behavior and discusses concepts like individual differences, the whole man approach, human dignity, and caused behavior. Major challenges for organizational behavior are listed as responding to globalization, managing workforce diversity, improving quality and productivity, and managing virtual organizations.
The document discusses various factors that influence individual behavior, including personal factors like age, gender, experience and abilities; environmental factors in the economic, social and political environment; and organizational factors within the workplace like physical facilities, leadership, and reward systems. It provides details on how each of these biographical, learned, environmental, and organizational factors can shape an individual's behavior and performance.
This document discusses various aspects of individual and interpersonal behavior in an organizational context. It defines key terms like overt and covert behavior. It also outlines models for understanding behavior, like the SOBC model, and discusses factors that influence individual behavior like physiological, socio-psychological factors. The document also covers topics like attitude formation and components, motivation, decision making process, and implications for managing individual differences in organizations.
Attitudes are enduring organizations of thoughts, feelings, and behaviors toward people or objects. They have three main components - affective (feelings), behavioral (intentions), and cognitive (beliefs). Some key work attitudes include job satisfaction, job involvement, and organizational commitment. The theory of cognitive dissonance proposes that people seek to reduce inconsistencies between their attitudes, beliefs, and behaviors. When dissonance arises, people try to resolve it by changing their behavior, minimizing the importance of their behavior, changing their attitude, or adding new cognitions to outweigh the dissonant ones.
This document discusses the concept of attitude. It defines attitude as an evaluating statement that can be favorable or unfavorable about objects, people, or events. Attitude reflects how people feel and is learned through social interaction and experience. The document also discusses the cognitive, affective, and behavioral components of attitudes. It explains how attitudes are different from but related to values and beliefs. Additionally, it covers functions of attitudes and theories of attitudes including balance theory, congruity theory, and cognitive dissonance theory. The document concludes by briefly defining job satisfaction and its relationship to attitudes.
Meaning of Perception: Perception is the process by which individuals select, organize and interpret
information from environment through five senses.
It is a process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.
Process of Perception
Inputs: Input refers to Stimuli available in the environment. It
includes, information, objects, events and people etc.
Throughputs: it is the stages of transformation. Perceptual inputs
are proceeds to obtain output. Throughputs includes:
Selection: selecting information on the basis of interests, experience,
background etc.
Organization: grouping stimuli into meaningful & identifiable patterns.
Interpretation: assigning meaning to the selected & organized
information.
Outputs: At this stage result of perceptual process can be seen. Transformed inputs.
Results in attitude, opinions, feelings, values & behavior.
Perceptual Error in Organizations:
Stereotyping : Judging people on the basis of group to which they
belong is called stereotyping.
Impression / first impressions : Making an opinion about a person on the
basis of first meeting itself.
Projection
Attributing (looking) one's own characteristics (qualities) to someone
else.
looking one's own qualities in other people. E.g., if a person is honest,
he will consider other people as honest.
Attribution
How people explain the cause of other’s or their own behaviour.
Selective perception
People perceive as per their need, motives or interests.
Inference
Judging others on the basis of incomplete information.
Perceptual set
Interpreting others behaviour according to our own mental set.
Halo effect
one trait forms a general impression. Evaluating a person on the basis
of single trait/ characteristics/ quality.
Factors influencing perception
Internal Factor: These are factors related to the characteristics of
perceiver.
Needs & motives: People with different needs generally experience different
stimuli. A hungry man catches attestation of food related objects.
Self concept: How the people see him self. Generally people select only
those aspects which they find match with their characteristics.
Past experience: A person also perceives on the basis of his past
experiences.
Beliefs: A person also perceives on the basis of what he believes irrespective
of what really is,
Expectations: Expectation refers to the anticipation of particular behavior
from a person which also affects the perceptions.
Current psychological states: The current state of mind also affects the
selection of stimulus.
External Factors: These are the environmental factors and are the
characteristics of the perceived (Stimuli).
Size: Big size catches attestation
Intensity: Loud sound and bright color catches attestation more.
Contrast: Stimuli which stand against the background catches attention
more.
Repetition: it catches attention more.
The document discusses the Big Five Model of personality and organizationally relevant personality traits. The Big Five Model identifies five broad personality traits: Extraversion, Neuroticism, Agreeableness, Conscientiousness, and Openness to Experience. It also describes additional traits relevant to work such as Locus of Control, Self-Monitoring, Self-Esteem, Type A/Type B personality, and McClelland's Needs for Achievement, Affiliation, and Power. The traits influence factors like career choice, job satisfaction, leadership abilities, and performance.
Personality & Values and Perception & Decision-makingmasitones
This document provides an overview of chapters from the textbook "Essentials of Organizational Behavior" on personality, values, perception, and decision making. It defines key concepts like personality, values, perception, attribution theory, and decision making models. It also describes approaches to measuring personality like the Myers-Briggs Type Indicator and Big Five model. The document emphasizes that personality and values influence perception and decision making. Managers must understand these concepts and their biases to improve productivity, decision making, and creativity.
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
This document discusses key concepts in organizational behavior including attitudes, personality, emotional intelligence, learning styles, and stress. It defines attitudes and their components, and explains how personality traits like the Big Five and emotional intelligence influence workplace behaviors. Learning is described as a change in behavior from experience, and different learning styles are outlined. Stress and its causes in the workplace are also summarized, along with strategies for stress management.
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
Notes on Attitude & Values in Organisation BehaviorYamini Kahaliya
this document is on Attitudes and values in organisation behavior for BBA/B.com students .
it tells about that how an individual behave in an organisation.
Attitude : An attitude is a way of thinking or feeling about something, a certain state of mind at the time.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Notes on Organisation behavior (Introduction Of Organisation Behavior for BBA...Yamini Kahaliya
Organizational behavior can be defined as understanding, predicting, and managing human behavior in organizations. It takes an interdisciplinary approach, drawing from fields like psychology, sociology, and anthropology. Understanding organizational behavior helps improve job satisfaction, leadership, productivity, and other organizational goals. It has evolved from early studies of organizations and continues to incorporate new knowledge from various social sciences.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
organizatioal Behavior : Values, Attitude and Job SatisfactionRaisulAkash1
The document discusses work values, attitudes, and job satisfaction. It defines work values as personal convictions about work outcomes and behaviors. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is influenced by pay, personality, need fulfillment, discrepancies between expectations and reality, and other factors. High job satisfaction is related to better job performance, customer satisfaction, less absenteeism, lower turnover, and less workplace deviance. Managers often overestimate employee satisfaction levels.
This document provides definitions and explanations of key concepts in organizational behavior. It discusses what determines behavior, including factors like attitude, personality, perception, motivation, abilities, self-concept, and socio-cultural influences. Important determinants of behavior like attitude, perception, personality, needs, and situations are explained. The document also defines organizational behavior and discusses concepts like individual differences, the whole man approach, human dignity, and caused behavior. Major challenges for organizational behavior are listed as responding to globalization, managing workforce diversity, improving quality and productivity, and managing virtual organizations.
MHR722 CLASS NOTES.ppt organisational behaviourmwesigye jimmy
This document provides an overview of organizational behavior concepts. It introduces organizational behavior as the study of human behavior in organizations using scientific methods and models. Key topics covered include organizations as work settings, modern workplace trends, organizational culture, the nature of managerial work, and the management process. It also discusses individual differences like personality and values, and how these relate to stress, diversity, emotions, attitudes, and job satisfaction. The document provides definitions and explanations of these various organizational behavior concepts.
The document discusses key concepts in organizational behavior including:
1. Organizational behavior is defined as the study of human behavior in organizational settings, including how individuals, groups, and structures influence behavior.
2. People's behavior is influenced by both individual factors like personality, skills, and attitudes as well as situational factors like the work environment and job characteristics.
3. Perception is the process by which people interpret and make sense of their environment. It is influenced by both external stimuli and internal factors like beliefs and expectations. Developing empathy can improve people's perceptual skills.
Attitude ,sources of attitude ,congnitive dissonance , organization related attitudes , personality , determinants of personaliity , personality traits in OB , types of personality
This document discusses key concepts related to understanding individual behavior in organizations. It addresses factors that influence individual behavior such as personal characteristics, environmental factors, mental processes, attitudes, values, needs, motives and emotions. Individual behavior is shaped by both internal factors like personality, beliefs, abilities as well as external environmental and organizational factors. Understanding these foundations of individual behavior and the interplay between inputs, mental processing and resulting outputs or responses is important for effective management of organizations.
Human behavior is influenced by both internal and external factors. It involves sensing external events, interpreting them, responding appropriately, and learning from the results. Behavior can be overt and observable or covert and involving internal mental processes. Differences in individual behavior are caused by physiological, psychological, and socio-cultural variables as well as situational organizational and job factors. Understanding human behavior helps influence organizational events, understand oneself and others, comprehend motivation, maintain relations, and shape organizational culture.
Understanding human nature and behaviourRachit Walia
This document discusses several concepts related to understanding human nature and behavior in organizational settings. It outlines two propositions: 1) that behavior is influenced by both individual and environmental factors, and 2) that behavior has a cause-and-effect relationship where a stimulus causes an individual's response. It then describes the Stimulus-Organism-Behavior model, where a stimulus is processed by an individual and leads to a behavior, which may provide feedback. Individuals respond differently to stimuli due to similarities and differences. Organizational behavior can be examined at the individual, group, and organizational levels. Rationality in behavior is bounded by human limitations.
Understanding human nature and behaviourRachit Walia
This document discusses several concepts related to understanding human nature and behavior in organizational settings. It outlines two propositions: 1) that behavior is influenced by both individual and environmental factors, and 2) that behavior has a cause-and-effect relationship where a stimulus causes an individual's response. It then describes the Stimulus-Organism-Behavior (SOB) model, which shows how individuals receive and process stimuli, form responses based on their beliefs and attitudes, and may provide feedback on their actions. The document also discusses differences between individuals that influence behavior and the concept of bounded rationality, where perfect rationality is impossible due to human cognitive limitations.
This document outlines topics related to individual behavior and group dynamics. It discusses factors that influence individual differences, concepts of personality types and traits. It also covers group dynamics, defining groups and teams. Key aspects of group development are described, including stages of formation, performance, and adjourning. Factors that influence group cohesiveness and types of work teams are also summarized.
This document provides an overview of key topics related to organizational behavior, including learning, personality, and perception. It defines learning as any relatively permanent change in behavior resulting from experience. Several learning theories are explained, such as classical conditioning, operant conditioning, cognitive learning theory, and social learning theory. Personality is defined as an individual's characteristic ways of thinking and interacting. Factors like heredity and environment are described as influencing personality development. Perception is the process by which individuals interpret information from their surroundings based on factors like selection, sensation, organization, past experience, and change.
Organizational behaviour is the study of how individuals and groups act within organizations. It examines how individual traits, group dynamics, and organizational structure impact behaviour. The goal is to apply this knowledge to improve organizational effectiveness. Some key points covered include:
- Organizations are groups that work together for a common purpose and have structured patterns of interaction.
- Organizational behaviour draws from multiple disciplines like psychology, sociology, and anthropology.
- Individuals have unique traits and experiences that impact their behaviour, and people bring their whole selves to work.
This document discusses factors that influence individual behavior. It identifies personal factors like age, education, abilities, and emotional intelligence. Environmental factors discussed include economic, cultural, ethical, and political influences. Organizational systems and resources discussed are facilities, structure, leadership, and rewards. Psychological factors like personality and perceptions also shape behavior. The document provides examples of how these various factors interact to determine an individual's behavior.
Human behavior is influenced by genetic, cultural, and individual factors and is composed of actions, cognitions, and emotions. Organizational behavior studies how individuals and groups act within organizations and considers factors like individual differences, perception, motivation, and values. It is important because it can contribute to personal and organizational growth, reduce conflicts, improve employee satisfaction, and facilitate management. The scope of organizational behavior includes studying individual, inter-individual, and group behaviors within organizations.
This document discusses personality and the Big Five model of personality. It provides definitions of personality as the unique combination of characteristics that capture a person's interactions with others and self-view. The Big Five model identifies the five main dimensions of personality as openness, conscientiousness, extraversion, agreeableness, and neuroticism. Each dimension is described in terms of typical behaviors and workplace implications. For example, openness relates to curiosity and creativity, while conscientiousness consistently predicts job performance. The document also lists factors that influence personality development such as heredity, environment, physical features, and socialization.
Human behavior is influenced by both internal and external factors. Individual behavior varies between people due to differences in internal forces like needs, motives, attitudes, beliefs, values, perceptions, personality, and emotions. Some key internal factors affecting individual behavior include needs which motivate people, motives which direct people towards fulfilling needs, and attitudes which are evaluative judgments that influence behavior. Understanding these internal forces helps managers effectively plan, organize, and control employee actions.
The document discusses personality, attitudes, and emotions. It defines personality as inner psychological characteristics that determine how a person responds to their environment. Personality is shaped by both heredity and environmental factors and is unique to each individual. Attitudes are overall evaluations that allow for consistent favorable or unfavorable responses to objects or issues. Attitudes are learned and help express values and understand the world. Emotions are complex states of inner sensations and outer expressions that motivate action. Reading emotions involves observing body language, facial expressions, verbal cues, eye contact, and touch.
This document discusses perception and its role in individual behavior. It defines perception as the process of understanding objects or events, which differs between individuals based on their expectations, needs, and background. Perception is influenced by both internal factors in the perceiver, like attitudes and motives, and external factors in the target and situation. The perceptual process involves environmental stimuli being selected, organized, and interpreted. This process can be affected by factors in the perceiver, target, and situation. Finally, the document discusses specific applications of perception in organizational contexts like employment interviews, performance expectations, and employee effort.
This document discusses organizational behaviour and individual behavior within organizations. It defines an organization as a consciously coordinated social unit composed of two or more people working together to achieve common goals. Behavior is influenced by both individual factors like personality, skills, and attitudes as well as situational factors like work environment and job characteristics. Organizational behavior aims to describe, understand, predict, and control human behavior in organizational settings to improve organizational effectiveness. Key aspects that influence individual behavior include physiological traits, socio-psychological characteristics, personality factors, and the situational context.
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This document provides an overview of organizational behavior concepts including:
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3. Topics
• Fundamentals of individual behavior
• Personality, Types of personality
• Personal effectiveness
• Meaning of Attitudes, Types, Components
• Attitude formation and attitude change
• Meaning & Type of Group Behaviour
• Interpersonal skills
• Transactional Analysis
• Johari Window
3
4. Organisational Behaviour
• Organisational behaviour is concerned with people's
thoughts, feelings, emotions and actions in setting up a
work. Understanding an individual behaviour is in itself
a challenge, but understanding group behaviour in an
organisational environment is a monumental
managerial task.
• Stephen P. Robbins defines organizational
behavior as "a field of study that investigates the
impact that individuals, groups, and structure have
on behavior within organizations for the purpose of
applying such knowledge toward improving
an organization's effectiveness."
4
5. INDIVIDUAL BEHAVIOR
• Human behaviour, which is; considered a
complex phenomenon, is very difficult to define
in absolute terms. It is primarily a combination of
responses to external and internal stimuli. These
responses would reflect psychological structure of
the person and may be results' of the combination
of biological and psychological processes, which
interpret them, respond to them in an appropriate
manner and learn from the result of these
responses
5
7. Some of the factors affecting Individual Behavior in an
organization are as follows:
I. Personal Factors:
II. Environmental Factors:
III. Organisational Factors:
7
9. 1.1. Biographical Characteristics:
All the human beings have certain characteristics which are
genetic in nature and are inherited. These are the qualities
which the human beings are born with. These are the
characteristics which cannot be changed; at the most, these
can be refined to some extent. If the managers know about
the inherited qualities and limitations of the persons, they
can use their organisational behaviour techniques more
effectively.
Examples-
Physical Characteristics & Age
Religion & Marital Status
Experience & Ability
9
10. 1.2. Learned Characteristics-
Learning is defined as, “a relatively permanent change in
behaviour resulting from interactions with the
environment.” A person is born with biographical
characteristics which are difficult to change or modify.
Therefore, the managers lay much stress on studying,
learning and predicting the learned characteristics.
Examples-
Personality
Perception
Attitude
10
11. Abilities
Abilities are the traits a person learns from the
environment around as well as the traits a person is gifted
with by birth. These traits are broadly classified as −
Intellectual abilities
Physical abilities
Self-awareness abilities
11
12. Conti…
In order to understand how these affect a person’s behavior, we
need to know what these abilities are.
Intellectual abilities − It personifies a person’s intelligence, verbal
and analytical reasoning abilities, memory as well as verbal
comprehension.
Physical abilities − It personifies a person’s physical strength,
stamina, body coordination as well as motor skills.
Self-awareness abilities − It symbolizes how a person feels about
the task, while a manager’s perception of his abilities decides the
kind of work that needs to be allotted to an individual.
12
13. Perception
Perception is an intellectual process of transforming sensory stimuli into
meaningful information. It is the process of interpreting something that we
see or hear in our mind and use it later to judge and give a verdict on a
situation, person, group, etc.
It can be divided into six types namely −
Of sound − The ability to receive sound by identifying vibrations.
Of speech − The competence of interpreting and understanding the sounds of
language heard.
Touch − Identifying objects through patterns of its surface by touching it.
Taste − The ability to detect flavor of substances by tasting it through sensory
organs known as taste buds.
Other senses − Other senses include balance, acceleration, pain, time,
sensation felt in throat and lungs etc.
Of the social world − It permits people to understand other individuals and
groups of their social world.
13
14. Attitude
Attitude is just like perception but with a frame of
reference. It is a tendency to act in a certain way, either
favourably or unfavourably concerning objects, people or
events.
For example, if I say I am satisfied with my job, I am
expressing my attitude towards work. An attitude may be
defined as the way a person feels about something, a
person, a place, a thing, a situation or an idea.
14
15. II. Environmental Factors:
The external environment is known to have a considerable impact
on a person’s behaviour.
1. Economic Factors.
The behaviour of an individual is affected to a large extent
by the economic environment.
Ex-Wage Rates
15
16. Continue…
2. Socio-cultural Factors:
The social environment of an individual includes his
relationship with family members, friends, colleagues,
supervisors and subordinates.
The behaviour of other people not with the individual, but in
general, is also a part of his social environment.
Similarly, every individual has a cultural background, which
shapes his values and beliefs. Work ethics achievement need,
effort-reward expectations and values are important cultural
factors having impact on the individual behaviour.
16
17. Continue…
3. Political Factors
Political environment of the country will affect the individual
behaviour not directly, but through several other factors.
The political ideology of a country affects the individual behaviour
through the relative freedom available to its citizens. A country can
have a controlled society or less controlled society.
The relative freedom available to the individuals can affect their
career choice, job design and performance.
17
18. III. Organisational Factors
1. Physical Facilities:
The physical environment at a work place is the arrangement of
people and things so that is has a positive influence on people.
Some of the factors which influence individual behaviour are noise
level, heat, light, ventilation, cleanliness, nature of job, office
furnishing, number of people working at a given place etc.
18
19. Continue…
2. Organisation Structure and Design:
These are concerned with the way in which different departments
in the organisation are set up.
What is the reporting system?
How are the lines of communication established among different
levels in the organisation.
The behaviour and performance of the individual is influenced by
where that person fits into the organisational hierarchy.
19
20. Continue…
3. Leadership:
The system of leadership is established by the management to provide
direction, assistance, advice and coaching to individuals. The human
behaviour is influenced to a large extent by the behaviour of the
superiors or leaders.
Behaviour of the leaders is more important than their qualities.
20
21. Continue…
4. Reward System:
The behaviour and performance of the individuals is also influenced
by the reward system established by the organisation to compensate
their employees.
21
23. PERSONALITY
• Personality come from Latin word “persona” which means
“to speak through” .Personality is sum of the activity that
can be observed over a long enough time to give reliable
information. Personality is a complex, multi-dimensional
construct and there is no simple definition of what
personality is.
• Maddi defines personality as, “A stable set of characteristics
and tendencies that determine those commonalities and
differences in the psychological behavior and that may not
be easily understood as the sole result of the social and
biological pressures of the moment".
23
24. PERSONALITY
• In the field of organizational behavior,
personality is the aggregate of a person's
feelings, thinking, behaviors and responses
to different situations and people.
24
25. PERSONALITY FORMATION
Every individual has his own characteristic way of
behaving, responding to emotions, perceiving things
and looking at the world. No two individuals are
similar.
Personality also influences what we think, our
beliefs, values and expectations.
– Determinants
– Stages
– Traits
25
26. Determinants of Personality
• Heredity - Heredity refers to factors that are determined once an
individual is born. An individual’s physique, attractiveness, body
type, complexion, body weight depend on his/her parents
biological makeup.
• Environment - The environment to which an individual is
subjected to during his growing years plays an important role in
determining his/her personality. The varied cultures in which we
are brought up and our family backgrounds have a crucial role in
shaping our personalities.
• Situation - An individual’s personality also changes with current
circumstances and situations. An individual would behave in a
different way when he has enough savings with him and his
behavior would automatically change when he is bankrupt.
26
27. Types of personality
The most widely accepted of these traits are
the Big Five-
1. Openness
2. Conscientiousness
3. Extraversion
4. Agreeableness
5. Neuroticism
27
30. 1. Openness
This trait features characteristics such as imagination
and insight.
People who are high in this trait also tend to have a
broad range of interests. They are curious about the
world and other people and eager to learn new things
and enjoy new experiences.
30
33. 2. Conscientiousness
Standard features of this dimension include high levels
of thoughtfulness, good impulse control, and goal-
directed behaviors.
Highly conscientious people tend to be organized and
mindful of details. They plan ahead, think about how
their behavior affects others, and are mindful of
deadlines.
33
36. 3. Extraversion
Extraversion (or extroversion) is characterized by
excitability, sociability, talkativeness, assertiveness,
and high amounts of emotional expressiveness.
36
38. 4. Agreeableness
This personality dimension includes attributes such as
trust, kindness, affection, and other prosocial behaviors.
People who are high in agreeableness tend to be more
cooperative while those low in this trait tend to be more
competitive and sometimes even manipulative.
38
40. 5. Neuroticism
Neuroticism is a trait characterized by sadness,
moodiness, and emotional instability.
Individuals who are high in this trait tend to experience
mood swings, irritability, and sadness.
40
42. PERSONALITY FACTORS IN ORGANISATIQN
Need Pattern
Steers and Braunstein in 1976 developed a scale for the four
needs of personality that became apparent in the 'work
environment. They are as follows:
• The need for achievement: Those with a high achievement
need engage themselves proactively in work behaviors in order
to feel proud of their achievements and successes.
• The need for affiliation: Those in greater need for affiliation
like to work cooperatively with others.
• The need for autonomy: Those in need for autonomy function
in the best way when not closely supervised.
• The need for dominance: Those high in need for dominance
are very effective while operating in environments where they
can actively enforce their legitimate authority.
42
43. PERSONALITY FACTORS IN ORGANISATIQN
• Locus of Control.
• Introversion and Extroversion.
• Tolerance for Ambiguity.
• Self-Esteem and Self-Concept.
• Authoritarianism(Dictatorship) and
Dogmatism (Rigidity) .
43
44. 1. Locus of control
• Locus of control is the degree to which an
individual believes that his or her behavior has
direct impact on the consequences of that
behavior. They are.
–Internal locus of control.
–External locus of control.
44
46. Type A and B
• Type A persons feel a chronic sense of time urgency, are
highly achievement-oriented, exhibit a competitive drive,
and are impatient when their work is slowed down for any
reason.
• Type B persons are easy-going individuals who do not feel
the time urgency, and who do not experience the
competitive drive.
• Type A individuals are significantly more flat to heart
attacks than Type B individuals.
• While Type A persons help the organization to move
ahead in a relatively short period of time they may also
suffer health problems, which might be detrimental to
both themselves and the organization in the long run.
46
47. 2. Introversion and Extroversion
• These two terms are generally associated with the
interpersonal behaviour of an individual and his
sociability.
• Extroverts are unreserved and sociable individuals
while introverts are shy, quiet and reserved.
• It has been observed that introverts and extroverts
people have different career orientations and require
different organisational environment to maximize
performance.
• Extroverts are more suitable for positions that require
considerable interaction with others that is why
managerial positions are dominated by extroverts.
47
48. 3. Tolerance for Ambiguity
• This personality characteristic indicates the level of
uncertainty that people can tolerate to work efficiently
without experiencing undue stress.
• Managers have to work well under conditions of
extreme uncertainty and insufficient information,
especially when things are rapidly changing in the
organization’s external environment.
48
49. 4. Self-Esteem and Self-Concept
• Self-esteem denotes the extent to which individuals
consistently regard themselves as capable, successful,
important and worthy individuals.
• Self-esteem is an important personality factor that
determines how managers perceive themselves and
their role in the organization.
• self-concept is a cognitive or descriptive component of
one's self (e.g. "I am a fast runner"), while self-
esteem is evaluative and opinionated (e.g. "I feel good
about being a fast runner").
49
50. 5. Authoritarianism and Dogmatism
• Authoritarianism is the extent to which an individual
believes that power and status differences are
important within’ hierarchical social systems like
organizations. For example, an employee who is
highly authoritarian may accept directives or orders
from his superior without much questioning.
• Dogmatism is the rigidity of a person’s beliefs and his
or her openness to other viewpoints. For example, a
manager may be unwilling to listen to a new idea
related to doing something more efficiently. He is said
to be a person who is close-minded or highly
dogmatic.
50
51. ATTITUDE
• In simple words, an "attitude" is an individual's
point of view or an individual's way of looking
at something.
• To be more explicit, an "attitude" may be
explained as the mental state of an individual,
which prepares him to react or make him
behave in a particular pre-determined way.
51
52. Definition
• An attitude is defined as, "a learned pre-
disposition to respond in a consistently favorable
or unfavorable manner with respect to a given
object".
• Attitudes are evaluation statements either
favorable or unfavorable concerning objects,
people or events. They reflect how one feels about
something.
Robbins
52
53. COMPONENTS OF ATTITUDE
Attitude has three components, which are as follows:
• Cognitive component- based on the information or
knowledge
• Affective component- based on the feelings.
• Behavioural component- Based on the way we act or
behave.
53
54. COMPONENTS OF ATTITUDE
Cognitive component-
• The cognitive component of attitudes refers to the
beliefs, thoughts, and attributes that we would
associate with an object.
• It refers to that part of attitude which is related in
general knowledge of a person.
• Typically these come to light in generalities or
stereotypes, such as ‘all babies are cute’, ‘smoking is
harmful to health’ etc.
54
55. COMPONENTS OF ATTITUDE
Affective component-
• The affective component of attitude refers to how we
feel about something.
• It’s often our initial reaction and might be positive or
negative, such as a fear-based reaction or an
excitement-based reaction.
Some examples include:
• Being excited about a song because it reminds us of a
loved one.
• Being repulsed by a smell because we have associated it
with a bad memory.
• Being afraid of a lion because we’ve never seen one
before.
55
56. COMPONENTS OF ATTITUDE
Behavioral component-
• Behavior component of an attitude consists of a person’s
tendencies to behave in a particular way toward an object.
• It refers to that part of attitude which reflects the intention
of a person in the short-run or long run.
• It can be informed by our attitude or cognition. For
example, if we’re afraid of something (our affect), we
might run (our behavior).
56
58. Characteristics of Attitudes
Attitude are predispositions
• Attitude are predispositions of purpose, interest or
opinion of the person to assess some objects in a
favourable or an unfavourable manner.
Attitude are different from values
• Attitude are different from values: Values are the
ideals, whereas attitudes are narrow, they are our
feelings.
Attitude are evaluative statement
• Attitude are evaluative statements: either favourable or
unfavourable concerning the objects, people or events.
58
59. Characteristics of Attitudes
Attitude influence human behavior
• A positive attitude towards a thing will influence
human behavior towards the thing favorably and
vice-versa.
Attitude have intensity
• It refers to the strength of the effective component.
For example, we may dislike an individual but the
extent of our disliking would determine the intensity
of our attitude towards the person.
Attitude are learnt
• Attitude is not inborn phenomenon. Attitude are
learnt through social interaction and experience.
59
60. Functions of Attitude
• Adjustment Function
• Ego-Defensive Function
• Value-Expressive Function
• Knowledge Function
60
62. Types of Attitude
There are broadly three types of attitude in
term of organizational behavior.
1. Job satisfaction.
2. Job involvement.
3. Organizational commitment.
62
63. Types of Attitude
Job satisfaction
• A collection of positive and/or negative feelings that an
individual holds toward his or her job.
• A person will hold a positive attitude if had a high level of
satisfaction, while dissatisfied people will generally
display a negative attitude towards life.
Job involvement
• Job involvement refers to the degree to which a person
identifies himself (psychologically) with his job, actively
participates and considers his perceived performance
level important to self-worth. (Robbins)
Organizational commitment
• Organizational commitment refers to a degree to which an
employee identifies himself with the organizational goals
and wishes to maintain membership in the organization
63
64. Attitude Formation
• Experiences: Our personal experiences with
people and situations develop our attitude
towards such persons and situations.
Through job experience, people develop
attitudes towards working conditions, salaries,
supervision, group dynamics and so on.
64
65. Attitude Formation (cont…)
• Perceptual biases: Perception is the result of a
complex interaction of various senses such as feelings,
seeing, hearing and so on and plays an important part
in our attitude and behavioural formation.
• Observation of the other person’s attitude: When we
like someone, we try to emulate that person’s attitude.
65
66. • Association: Our association with the group we
belong to strongly influences our attitude. Our close
association with a group would encourage us to be
consistent with the attitude of the group.
• Personality: Personality is a set of traits and
characteristics, habit patterns and conditioned
responses to certain stimuli that formulate the
impression that a person makes upon others and this
impression is a function of a person’s attitude.
Attitude Formation
66
67. Group Behavior
• The study of group behavior is essential for an
organization to achieve its goals.
• Individual and group behavior vary from each
other.
• In 1920, Elton Mayo and his associates
conducted the Hawthorne experiments and
came to know that the group behavior has
great impact on productivity.
• The importance of group behavior has been
realized from time to time.
67
69. 4 Phases of Hawthorne Experiments –
• 1. Experiments to determine the effects of
changes in illumination on productivity,
illumination experiments, 1924-27.
• 2. Experiments to determine the effects of
changes in hours and other working conditions
on productivity, relay assembly test room
experiments, 1927-28;
69
70. Continue…
• 3. Conducting plant-wide interviews to
determine worker attitudes and sentiments,
mass interviewing programme, 1928-30; and
• 4. Determination and analysis of social
organisation at work, bank wiring observation
room experiments, 1931-32.
70
72. Types of Groups
In an organization, there are three types of groups, which are as
follows:
• Functional or formal groups
• Task group or Command groups - cross-functional
activities
• Committees group
• Informal group
Interest group.
Membership group.
Friendship group.
Reference group.
72
73. Formal group
This group is defined by the organizational structure.
After planning, organizations group the activities and
put those under a formal structure, deciding their
goals and objectives and strategies to achieve the
same. Formal group members report to their
superiors and interact with each other to achieve the
common goals.
73
74. Command group:
This group is also known as task group. A task is
defined as cross-functional activities, carried
out by group members to accomplish a
common goal. A team represents the nature of
a command group. A command group can be
formed by drawing members from various
formal groups. For example, to achieve success
in new product launches, organizations may
form a command group. Once the task is
achieved, group members may be sent back to
their specific formal groups.
74
75. Committees group:
• To achieve results, organizations often form
permanent or temporary committees, drawing
members from various formal groups. Committees
also represent the presence of cross-functional
members. While for a command group, goals may
be specific, for committees, it is varied.
• For example, to ensure better transparency and
accuracy in purchase decisions, various members
drawn from the user sections such as, finance,
marketing, HR and s, may represent a Tender
Purchase Committee (TPC), in an organization.
75
76. Informal group:
• Informal groups are formed within a formal
organizational structure. Informal group
members primarily meet the social or
affiliation needs sharing their commons
interests. Thus informal groups are not
organizationally determined; the members
themselves from such groups to fulfil their
needs for social interaction.
76
77. Group Cohesiveness
• Group Cohesiveness :- According to Rensis
Likert, "cohesiveness is the attractiveness of
the members towards the group or resistance
of the members leaving it". It refers to the
attachment of members with the group.
77
78. Interpersonal skills
• Interpersonal skills are the qualities and
behaviors we exhibit while interacting with
other people. They are considered to be one of
the most sought after types of soft skill.
78
79. Interpersonal skills
• Active listening
• Team work
• Responsibility
• Dependability
• Leadership
• Motivation
• Flexibility
• Patience
• Empathy
79
81. How to improve
• Interact with your colleagues or subordinates
more often.
• Conduct as well as attend morning meetings.
• Seek opportunities to build relationships.
• Be thoughtful about ways your interactions
could improve.
• Observe other positive interpersonal
interactions.
81
82. TRANSACTIONAL ANALYSIS
• It was introduced by Eric Berne.
• Transactional analysis is a technique used to help
people better understand their own and other’s
behaviour, especially in interpersonal relationships.
• It is a good method for understanding interpersonal
behaviour.
• It offers a model of personality and the dynamics of
self and its relationship to others that makes possible a
clear and meaningful discussion of behaviour.
82
83. Transactional analysis is primarily consists with
Following-
• Analysis of self awareness
• Analysis of ego states
• Analysis of transactions
• Script analysis
• Games analysis
• Analysis of life positions
• stroking
TRANSACTIONAL ANALYSIS
83
84. 1. ANALYSIS OF SELF AWARENESS
• The interpersonal relationships are composed of interself.
• Self is the core of personality pattern which provides integration.
• Self awareness is an important concept, it describes the self in
terms of image, both conscious and unconscious.
• Joseph Luft and Harrington have developed a diagram to look at
one’s personality including behaviours and attitudes that can be
known and unknown to self and known and unknown to others.
• This diagram is known as the JOHARI WINDOW.
• It comprising of 4 parts.
84
85. JOHARI WINDOW
OPEN
(known to others and also self)
BLIND
(unknown to self but known toothers)
HIDDEN
(known to self but unknown to others)
UNKNOWN
(unknown to self and unknownto
others)
85
86. ANALYSIS OF EGO STATES
• The ego plays an important role in human behaviour.
• People interact with each other in terms of
psycological positions or behavioural patterns known as ego states.
• Ego states are person’s way of thinking, feeling and
behaving at any time.
• There are 3 important ego states.
• Ego states: child, adult and parent.
• A person of any age have these ego states in varyingdegree.
• A healthy person is able to move from one ego state
to another. 86
88. 1. Parent ego state:
The parent ego state means that the values, attitudes
and behaviours of parents an integral part of the
personality of an individual. These people tend to talk to
people and treat others like children. The characteristics of
a person with parent ego state are:
• Judgemental
• Rule maker
• Moralising
• Over protective
• indispensable
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89. 2. Adult ego state:
The adult ego state is authentic, direct, reality based,
fact seeking and problem solving. They assume that
human beings as equal, worthy and responsible. The
process of adult ego state formation goes through one’s
own experiences and continuously updating attitudes left
over from childhood. People with adult ego state, gather
relevant information, carefully analyse it, generate
alternatives and make logical choices.
3.Child ego state:
The child ego state is characterized by very immature
behaviour. The important features of child ego state are
creativity, anxiety, depression, dependence, fear, joy,
emotional sentimental etc.
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90. 3. ANALYSIS OF TRANSACTIONS
• A transaction is a basic unit of social interaction.
• The heart of transactional analysis is the study and
diagramming of the exchanges between two persons.
• Thus where a verbal or non verbal stimulus from one
person is being responded by another person a
transaction occurs.
• Transactional analysis can help us to determine which
ego state is most heavily influencing our behaviour and
the behaviour of the other people with whom we
interact.
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91. Depending on the ego states of the persons involved in transactions,
there may be three types of transactions:
1.Complementary transactions:
Both people are operating from the same ego state. There can be
nine complementary transactions. They are given below:
Adult-Adult transactions
Adult-Parent transactions
Adult-Child transactions
Parent-Parent transactions
Parent-Adult transactions
Parent-Child transactions
Child-Parent transactions
Child-Adult transactions
Child-Child transactions
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95. 2.Crossed transactions:
A crossed transaction is one in which the sender sends
message a behaviour on the basis of his ego state, but this
message is reacted to by an unexpected ego state on the
part of the receiver. Crossed communication should be
avoided as far as possible. Whenever such transactions
occur, communication tends to blocked and a satisfactory
transaction is not accomplished.
3.Ulterior transactions:
Two ego states within the same person but one disguises
the other one.
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96. 4. SCRIPT ANALYSIS
• In a layman’s view ,a script is the text of play, motion
picture, or a radio or TV programme.
• In transactional analysis a person’s life is compared to a
play and the script is the text of the play.
• According to Eric Berne,” a script is an ongoing
programme, developed in early childhood under parental
influence which directs the individual behaviour in the
most important aspects of his life.
• A script is a complete plan of living, offering
prescriptions, permissions and structure which makes
one winner or loser in life.
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97. 5. ANALYSIS OF LIFE POSITIONS
• In the process of growing up people make basic assumptions about
their own self worth as well as about the worth of significant people
in their environment.
• The combination of assumptions about self and the other person
called as life position.
• Transactional analysis constructs the following classifications of
the four possible life positions or psychological positions:
• I am OK,, you are OK.
• I am OK, ,you are not OK.
• I am not OK,, you are OK.
• I an not OK,, you are not OK
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98. I am not OK
You are OK
The One-down position
“I wish I could do that as well as
you do”
I am OK
You are OK
The Healthy position
“Hey. We’re making good
progress now.”
I am not OK
You are not OK
The Hopeless position
“Oh this is terrible – we’ll never
make it”
I am OK
You are not OK
The One-Up position
“You're not doing that right
- Let me show you.”
You are okay with me
You are not okay with me
I
am
not
okay
with
me
I
am
okay
with
me
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99. • I am OK, you are OK:
It appears to be an ideal life position. People with this type of life
position have confidence in themselves as well as trust and
confidence in others.
• I am OK, you are not OK:
This is a distrustful psychological positions. This is the attitude of
those people, who think that whatever they do iscorrect.
• :I am not OK, you are OK
This is a common position for those people who feel power less
when they compare themselves to others.
• I am not OK,, you are not OK:
people in this position tend to feel bad about themselves and see
the whole world as miserable. They do not trust others and have no
confidence in themselves. 99
100. 6. STROKING
• Stroking is an important aspects of the transactional
analysis.
• The term stroke refers to “giving some kind of recognition to
others.”
• People need strokes for their sense of survival and well
being on thejob. Lack of stroking can have negative
consequences both on physiological and psychological well being
of a person.
• There are three types of strokes:
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101. 1.Positive strokes:
The stroke one feel good, is a positive stroke.
Recognition, approval are some of the examples.
2. Negative strokes:
A stroke one feel bad or not good is a negative stroke.
negative strokes hurt physically or psychologically.
3.Mixed strokes:
A stroke may be of a mixed type also.
Example :the boss comment to a worker “you did an
excellent job inspite your limited experience.
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102. 7. GAMES ANALYSIS
• When people fail to get enough strokes at work they try a variety of
things.
• One of the most important thing is that they play
psychological games.
• A psychological game is a set of transaction with three
characteristics:
The transaction tend to be repeated.
They make sense on superficial or social level.
One or more transactions is ulterior.
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103. Types of games:
A first degree game is one which is socially
acceptable in the agent’s circle.
A second degree game is one which more
intimate end up with bad feelings.
A third degree game is one which usually
involve physical injury.
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