ob3 organizational behavior 3

ORGANIZATIONAL BEHAVIOR

• By sujith bhaskar R

FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS

SELECTIVE PERCEPTION

PEOPLE SELECTIVELY INTERPRET WHAT THEY SEE ON THE BASIS OF THEIR INTERESTS, BACKGROUND, EXPERIENCE, AND ATTITUDES.

HALO EFFECT

DRAWING A GENERAL IMPRESSION ABOUT AN INDIVIDUAL ON THE BASIS OF A SINGLE CHARACTERISTIC.

FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS

CONTRAST EFFECTS

EVALUATIONS OF A PERSON’S CHARACTERISTICS

THAT ARE AFFECTED BY COMPARISONS WITH OTHER

PEOPLE RECENTLY ENCOUNTERED WHO RANK

HIGHER OR LOWER ON THE SAME CHARACTERISTICS.

FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS

PROJECTION

ATTRIBUTING ONE’S OWN CHARACTERISTICS TO OTHER PEOPLE.

STEREOTYPING

JUDGING SOMEONE ON THE BASIS OF ONE’S PERCEPTION OF THE GROUP TO WHICH THAT PERSON BELONGS.

SPECIFIC APPLICATIONS IN ORGANIZATIONS

EMPLOYMENT INTERVIEW

PERFORMANCE EXPECTATIONS

PERFORMANCE EVALUATION

EMPLOYEE EFFORT

EMPLOYEE LOYALTY

AMBIGUOUS PICTURE OF A YOUNG WOMAN AND AN OLD WOMAN.(SOURCE: EDWIN G. BORING, “A NEW AMBIGUOUS FIGURE,” AMERICAN JOURNAL OF PSYCHOLOGY, JULY 1930, P. 444. ALSO SEE ROBERT LEEPER, “A STUDY OF A NEGLECTED PORTION OF THE FIELD OF LEARNING - THE DEVELOPMENT OF SENSORY ORGANIZAITON,” JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P. 62. ORIGINALLY DRAWN BY CARTOONIST W.E. HILL AND PUBLISHED IN PUCK, NOVEMBER 6, 1915.)

CLEAR PICTURES OF THE YOUNG WOMAN AND OLD WOMAN.( SOURCE : ROBERT LEEPER, “A STUDY OF A

NEGLECTED PORTION OF THE FIELD OF LEARNING -

THE DEVELOPMENT OF SENSORY ORGANIZATION,”

JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P.

62. )

THE RATIONAL DECISION-MAKING PROCESS

RATIONAL

REFERS TO CHOICES THAT ARE CONSISTENT AND VALUE MAXIMIZING.

RATIONAL DECISION-MAKING

A DECISION-MAKING MODEL THAT DESCRIBES HOW INDIVIDUALS SHOULD BEHAVE IN ORDER TO MAXIMIZE SOME OUTCOME.

STEPS IN THE RATIONAL DECISION-MAKING MODEL

DEFINE THE PROBLEM

IDENTIFY THE DECISION CRITERIA

ALLOCATE WEIGHTS TO THE CRITERIA

DEVELOP THE ALTERNATIVES

EVALUATE THE ALTERNATIVES

SELECT THE BEST ALTERNATIVE

ASSUMPTIONS OF THE MODEL

PROBLEM CLARITY

KNOWN OPTIONS

CLEAR PREFERENCES

CONSTANT PREFERENCES

NO TIME OR COST CONSTRAINTS

MAXIMUM PAYOFF

CREATIVITY IN DECISION MAKING : DEFINITION

THE ABILITY TO COMBINE IDEAS IN A UNIQUE WAY

OR TO MAKE UNUSUAL ASSOCIATIONS BETWEEN

IDEAS.

DECISION MAKING ORGANIZATIONS

BOUNDED RATIONALITY

INTUITION

PROBLEM IDENTIFICATION

ALTERNATIVE DEVELOPMENT

MAKING CHOICES

ESCALATION OF COMMITMENT

BOUNDED RATIONALITY

INDIVIDUALS MAKE DECISIONS BY CONSTRUCTING SIMPLIFIED MODELS THAT EXTRACT THE ESSENTIAL FEATURES FROM PROBLEMS WITHOUT CAPTUREING ALL THEIR COMPLEXITY.

THE SATISFICING DECISION MAKER SETTLES FOR THE FIRST SOLUTION THAT IS “GOOD ENOUGH”.

INTUITIVE DECISION MAKING

AN UNCONSCIOUS PROCESS CREATED OUT OF DISTILLED EXPERIENCE.

INTUITION IS NOT INDEPENDENT OF RATIONAL ANALYSIS. THE TWO COMPLEMENT EACH OTHER.

MAKING CHOICES

HEURISTICS

JUDGMENTAL SHORTCUTS IN DECISION MAKING.

AVAILABILITY HEURISTICTHE TENDENCY FOR PEOPLE TO BASE THEIR JUDGMENTS ON INFORMATION THAT IS READILY AVAILABLE TO THEM.

REPRESENTATIVE HEURISTICASSESSING THE LIKELIHOOD OF AN OCCURRENCE BY DRAWING ANALOGIES AND SEEKING IDENTICAL SITUATIONS WHERE THEY DON’T EXIST.

ESCALATION OF COMMITMENT

AN INCREASED COMMITMENT TO A PREVIOUS

DECISION IN SPITE OF NEGATIVE INFORMATION.

ORGANIZATIONAL CONSTRAINTS : DECISION MAKING

PERFORMANCE EVALUATION

REWARD SYSTEMS

PROGRAMMED ROUTINES

SYSTEM-IMPOSED TIME CONSTRAINTS

HISTORICAL PRECEDENTS

FACTORS AFFECTING ETHICAL DECISION-MAKING BEHAVIOR

STAGE OF MORAL DEVELOPMENT

ORGANIZATIONAL ENVIRONMENT

LOCUS OF CONTROL

ETHICAL DECISION-MAKING BEHAVIOR

PERCEPTION : DEFINITION

PERCEPTION CAN BE DEFINED AS THE PROCESS THROUGH WHICH PEOPLE SELECT, ORGANIZE AND INTERPRET OR ATTACH MEANING TO EVENTS HAPPENING IN THE ENVIRONMENT.

THIS ORGANIZATIONAL BEHAVIOR TEXT AND CASES

UMA SEKARAN

HONING PERCEPTUAL SKILLS KNOWING AND PERCEIVING ONESELF

ACCURATELY

BEING EMPATHIC

HAVING POSITIVE ATTITUDES

ENHANCING ONE’S SELF-CONCEPT

MAKING A CONSCIOUS EFFORT TO AVOID THE POSSIBLE COMMON BIASES IN PERCEPTION

COMMUNICATING WITH EMPLOYEES TO ERASE INCORRECT PERCEPTIONS, AND

AVOIDING ATTRIBUTIONS.

SUBPROCESSES OF PERCEPTION

EXTERNAL

EBVIRON-

MENT

STIMULUS

OR

SITUATION

CONFRONTATION

OF SPECIFIC

STIMULUS

REGISTRATION

OF STIMULUS

INTERPRETATION

OF STIMULUS

FEEDBACK

FOR CLARI-

FICATION

BEHAVIOR

CONSEQUENCE/S

THE JOHARI WINDOW

ASPECTS OF ME THAT:

PUBLIC AREA BLIND AREA

PRIVATE AREA DARK AREA

OTHERS KNOW

OTHERS DON’T KNOW

MODEL OF PERCEPTUAL PROCESSPERCEIVED CHARACTERISTICS OF

STIMULI OR INPUTS

SIZE STATUS

INTENSITY APPEARANCE

REPETITION CONTRAST

NOVELTY MOTION

PERCEPTUAL MECHANISMS

SELECTION INTERPRETATION

ORGANISATION

PERCEPTUAL INPUTS OR STSTIMULI

OBJECTS

EVENTS

PEOPLE

PERCEPTUAL OUTPUTS

ATTITUDES

OPINIONS

FEELINGS

VALUES

BEHAVIOUR

CHARACTERISTICS OF THE SITUATION

- PHYSICAL

- SOCIAL

- ORGANISATIONAL

- TIMING

- ORGANISATIONAL ROLES

PERCEIVERS CHARACTERISTICS

1. NEEDS & MOTIVES

2. SELF-CONCEPT

3. PAST EXPERIENCE

4. PSYCHOLOGICAL OR EMOTIONAL STATE

5. OTHER PERSONALITY ROLES

CASE STUDIES : OB

Dr. T.V.RAO.

A good way to learn from cases is to analyze each caseand the following questions may be asked:

1. What is the problem? What is the organization or themanager in the case should be concerned about?

2. What will happen if the organization /manager lets thinggo on as they are?

3. What are the events that have led upto this situation?4. What are the competency gaps of various individuals in

performing their roles?5. What organization polices seem to effect the individuals

in the case?6. What are the points of view adopted that have led to the

present situation? Which of these are desirable or lessdesirable?

7. What can be done to solve the problem? Who shouldinitiate action? How? With what anticipatedconsequences?

8. What is the role of HR Manager?9. What things should change in the organization? What

should change in different individuals involved in thecase in terms of their attitudes, valves, perceptions etc.?

10. What lessons can be drawn from this case for theorganization, the line manager, and the HR Manager?

United States

Australia

Canada

Britian

Netherlands

Singapore

Germany

France

Honkong

Japan

Italy

Taiwan

Soth Korea

0 5 10 15 20 25 30 35

FIGURE 1.1The distribution(per 100 people,1995) of computers around the world.(Source: WorldEconomic Forum,1996.)

Presence of Tension

• Gap between vision & reality

• Questioning / Inquiry

• Challenging Status Quo

• Critical Reflection

Systems Thinking

• Shared vision

• Holistic Thinking

• Openness

Cultural Facilitating Learning

• Suggestions

• Team Work

• Empowerment

• Empathy

FIGURE 2.2Characteristics of learningorganizations. (source: Adapted from Fred Luthans, micheal J. Rubach, and Paul Marsnik, “Going BeyondTotal Quality: The Characteristics,Techniques, and Measures of Learning Organizations. “The international Journal of Organzational Analysis Jan’1995

LEARNINGORGANIZATION

VALUES, ATTITUDES AND JOB SATISFACTION

“A VALUE IS A VALUE FOR ME ONLY WHEN I SEE

THE VALUE OF THE VALUE AS VALUABLE TO ME.”

SWAMI DAYANANDA

THE VALUE OF VALUES

SRI GANGA DHARE SWAR TRUST

PURANI JHADI RISHIKESH

“WHEN YOU PREVENT ME FROM DOING ANYTHING

I’WANT TO DO, THAT IS PERSECUTION; BUT WHEN I

PREVENT YOU FROM DOING ANYTHING YOU WANT

TO DO, THAT IS LAW, ORDER AND MORALS.”

- G. B. SHAW

VALUES

BASIC CONVICTIONS THAT A SPECIFIC MODE OF

CONDUCT OR END-STATE OF EXISTENCE IS

PERSONALLY OR SOCIALLY PREFERABLE TO AN

OPPOSITE OR CONVERSE MODE OF CONDUCT OR

END-STATE OF EXISTENCE.

VALUE SYSTEM

A HIERARCHY BASED ON A RANKING OF AN

INDIVIDUAL’S VALUES IN TERMS OF THEIR

INTENSITY.

TYPES OF VALUES

TERMINAL VALUESDESIRABLE END-STATES OF EXISTENCE; THE GOALS THAT A PERSON WOULD LIKE TO ACHIEVE DURING HIS OR HER LIFETIME.

INSTRUMENTAL VALUESPREFERABLE MODES OF BEHAVIOR OR MEANS OF ACHIEVING ONE’S TERMINAL VALUES.

A FRAMEWORK OF ASSESSING CULTURES

POWER DISTANCE

INDIVIDUALISM

COLLECTIVISM

QUANTITY OF LIFE

QUALITY OF LIFE

UNCERTAINTY OF EVIDENCE

LONG TERM ORIENTATION

SHORT TERM ORIENTATION