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ORGANIZATIONAL BEHAVIOR
• BY SUJITH BHASKAR R
PSYCHOLOGY
THE SCIENCE THAT SEEKS TO MEASURE, EXPLAIN, AND SOMETIMES CHANGE THE BEHAVIOUR OF HUMANS AND OTHER ANIMALS.
CONTRIBUTING DISCIPLINES
SOCIOLOGY
THE STUDY OF PEOPLE IN RELATION TO THEIR FELLOW HUMAN BEINGS.
CONTRIBUTING DISCIPLINES
SOCIAL PSYCHOLOGY
AN AREA WITHIN PSYCHOLOGY THAT BLENDS CONCEPTS FROM PSYCHOLOGY AND SOCIOLOGY AND THAT FOCUSES ON THE INFLUENCE OF PEOPLE ON ONE ANOTHER.
CONTRIBUTING DISCIPLINES
ANTHROPOLOGY
THE STUDY OF SOCIETIES TO LEARN ABOUT HUMAN BEINGS AND THEIR ACTIVITIES.
CONTRIBUTING DISCIPLINES
POLITICAL SCIENCE
THE STUDY OF THE BEHAVIOUR OF INDIVIDUALS AND GROUPS WITHIN A POLITICAL ENVIRONMENT.
CONTRIBUTING DISCIPLINES
ORGANISATIONAL BEHAVIOUR CAN BE DEFINED AS THE UNDERSTANDING, PREDICTION, AND MANAGEMENT OF HUMAN BEHAVIOUR IN ORGANISATIONS
ORGANISATIONAL BEHAVIOURFRED LUTHANS
OB : DEFINITION
ORGANISATIONAL BEHAVIOUR IS A FIELD OF STUDY THAT ENVISAGES THE IMPACT THAT INDIVIDUALS, GROUPS, AND STRUCTURE HAVE ON BEHAVIOUR WITHIN ORGANISATIONS FOR THE PURPOSE OF APPLYING SUCH KNOWLEDGE TOWARD IMPROVING AN ORGANISATION’S EFFECTIVENESS.
ORGANISATIONAL BEHAVIOUR - CONCEPTS, CONTROVERSIES & APPLICATIONSSTEPHEN P. ROBBINS
OB : DEFINITION
ORGANIZATIONAL BEHAVIOR ;DEFINATION
OB IS THE FIELD THAT SEEKS KNOWLEDGE OF BEHAVIOR IN ORGANIZATIONAL SETTINGSBY SYSTEMATICALLYSTUDYING INDIVIDUAL , GROUP , AND ORGANIZATIONAL PROCESES.
BEHAVIOR IN ORGANIZATIONS:
JERALD GREENBERG & ROBERT A. BARON
ORGANIZATIONAL BEHAVIOR:DEFINATION
O B IS THE TERM USED TO DESCRIBETHE ACTIONS AND REACTIONS OF INDIVIDUALS. DYADS, AND GROUPS IN THE SYSTEM AS THE INTERACT WITH EACH OTHER IN THE COURSE OF THE WORKING DAY.
ORGANISATIONAL BEHAVIOUR :TEXT & CASES
UMA SEKARAN
ORGANISATIONAL BEHAVIOUR STUDIES THREE DETERMINANTS OF BEHAVIOUR IN ORGANISATIONS: INDIVIDUALS, GROUPS AND STRUCTURE.
OB INCLUDES THE CORE TOPICS OF MOTIVATION, LEADER BEHAVIOUR AND POWER, INTERPERSONAL COMMUNICATION, GROUP STRUCTURE AND PROCESSES, LEARNING, ATTITUDE DEVELOPMENT AND PERCEPTION, CHANGE PROCESSES, CONFLICT, WORK DESIGN, AND WORK STRESS.
ORGANISATIONAL BEHAVIOUR - CONCEPTS, CONTROVERSIES & APPLICATIONSSTEPHEN P. ROBBINS
A GENERAL MODEL OF O B
STAKES OUT ITS PARAMETERS
IDENTIFIES ITS PRIMARY DEPENDENT &
INDEPENDENT VARIABLES.
MODEL
ABSTRACTION OF REALITY: SIMPLIFIED REPRESENTATION OF SOME REAL - WORLD PHENOMENON.
ORGANIZATIONAL BEHAVIOR : DEFINITION
ORGANIZATIONAL BEHAVIOR IS THE STUDY OF ORGANIZATIONAL COMPONENTS, AND THEIR IMPACT ON HUMAN BEHAVIOR AND ORGANIZATIONAL PERFORMANCES. SUCH STUDY CAN BEDEFIT FROM VARIOUS BEHAVIORAL AND SOCIAL SCIENCES.
ORGANIZATIONAL BEHAVIOR - DEVELOPING MANAGERIAL SKILL.
KAE H. CHUNG AND LEON C. MEGGINSON.
ORGANIZATIONAL BEHAVIOR : DEFINITION
ORGANIZATIONAL BEHAVIOR MEANS THE STUDY OF THE BEHAVIOR OF INDIVIDUALS AND GROUPS IN ORGANIZATIONS, AND ORGANISATIONS THEMSELVES, AS THEY ACT AND INTERACT TO ATTAIN DESIRED OUTCOMES.
ORGANIZATIONAL BEHAVIOR
H. RANDOLPH BOBBIT JR.
PERCEPTION AND INDIVIDUAL DECISION
MAKING
PERCEPTION AND INDIVIDUAL DECISION MAKING
THE WORLD AS IT IS PERCEIVED IS THE WORLD THAT
IS BEHAVIORALLY IMPORTANT.
PERCEPTION : DEFINITION
A PROCESS BY WHICH INDIVIDUALS ORGANIZE AND
INTERPRET THEIR SENSORY IMPRESSIONS IN ORDER TO
GIVE MEANING TO THEIR ENVIRONMENT.
FACTORS INFLUENCING PERCEPTION
THE PERCEIVER
THE TARGET
THE SITUATION
FACTORS THAT INFLUENCE PERCEPTION
FACTORS IN THE SITUATION
THE PERCEIVER THE TARGET THE SITUATION
PERCEPTION
FACTORS IN THE PERCEIVER ATTITUDES MOTIVES INTERESTS EXPERIENCE EXPECTATIONS
FACTORS IN THE TARGET NOVELTY MOTION SOUNDS SIZE BACKGROUND PROXIMITY
DEFINITION OF ATTRIBUTION THEORY
WHEN INDIVIDUALS OBSERVE BEHAVIOR, THEY ATTEMPT TO DETERMINE WHETHER IT IS INTERNALLY OR EXTERNALLY CAUSED.
DETERMINATION IS BASED ON THREE FACTORS
DISTINCTIVENESS
CONSENSUS
CONSISTENCY
THERE IS A TENDENCY FOR INDIVIDUALS TO
ATTRIBUTE THEIR OWN SUCCESSES TO INTERNAL
FACTORS SUCH AS ABILITY OR EFFORT WHILE
PUTTING THE BLAME FOR FAILURE ON EXTERNAL
FACTORS SUCH AS LUCK.
FUNDAMENTAL ATTRIBUTION ERROR
THE TENDENCY TO UNDERESTIMATE THE INFLUENCE OF EXTERNAL FACTORS AND OVERESTIMATE THE INFLUENCE OF INTERNAL FACTORS WHEN MAKING JUDGMENTS ABOUT THE BEHAVIOR OF OTHERS.
SELF-SERVING BIAS
THE TENDENCY FOR INDIVIDUALS TO ATTRIBUTE THEIR OWN SUCCESS TO INTERNAL FACTORS WHILE PUTTING THE BLAME FOR FAILURES ON EXTERNAL FACTORS.
FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS
SELECTIVE PERCEPTION
HALO EFFECT
CONTRAST EFFECTS
PROJECTION
STEREOTYPING
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.
Raja, my concern right now is with the fact that “I built up my status on a symbol which was never mine - it was given to me by Management on my request for a year during which I was to make my own OYT arrangement”
I am also concerned with the fact that your wife and children have got into this process of image-building on temporarily hired symbols. What bothers me is your passing on these values to them.