organisational behaviour module-2 sec a

8/10/2019 organisational Behaviour Module-2 Sec A

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ORGANISATIONAL BEHAVIOUR

MODULE-2BY:-NEHA RUSTAGI

SUKRITI JAIN

MONISHA SHARMA

JEYTAGURNOOR KAUR BHAIZADA

SOMYA GARG

AVNEET KAUR

UPKAR MULWANI

ABHISHEK SAPRAJASPREET SINGH


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TOPICS IN MODULE-2

Issues between individuals and organizations.

Perception-Introduction,,Attribution theory andIndividual decision making.

Introduction theories of learning.

Contribution to behaviour modification.

Transactional Analysis.

Early theories of Motivation.

Introduction to Motivations,Nature and itscomplexities.

Appraising and rewarding performance.

Values,Attitude,Job satisfaction,Job involvmentand Organizational commitment.

Personality-Introduction,Traits,Theories andMatching of personality with jobs.


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ATTITUDE

Attitudes are evaluative statements-either favourable or unfavourable-about

objects, people or event.

Attitudes are complex.

If you ask people about their attitude

towards religion or the organisation they

work for, you may get simple response but

the reason underlying it are probablycomplicated.

They reflect how we feel about

something. When I say I like my job, I am

expressing my attitude about work.


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VALUES

Valuesrepresent stable, long-lasting

beliefs about what is important.

Some people value money while others

consider morals as more important.Values differ from attitude.

Values are general beliefs of life, whereas

attitudes are directed towards specific

objects, events or people.

They are evaluative standards that help to

define what is write or wrong.


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JOB SATISFACTION

One of the task of managers is to providesatisfaction to employees from their respective

jobs.

The term job satisfaction refers to an individualsgeneral attitude towards his job.

A person with high job attitude holds positiveattitude towards his job, while a person who isdissatisfied with his job holds negative attitude

about his job. When people speak of employee attitudes more

often than not they mean job satisfaction.


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JOB INVOLVEMENT

Job Involvement refers to the degree to which a

person identifies psychologically with his job and

considers his perceived performance level

important to his self-worth. A person with high degree of involvement will

identify with his job and will care about the kind

of work he does on his job. Besides, such involvement in the job results in

reduced turnover and minimised absenteeism.


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ORGANISATIONAL COMMITMENT

If job involvement refers to ones identification

with a particular job, organisational commitmentmeans ones involvement with his employing

organisation. Being another name for organisational loyalty,

organisational commitment results in stableworkforce.

As with job involvement, attitude is an importantvariable in determining organisationalcommitment.


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LEARNING

Learning is the one of the most important mentalfunction of humans, animals and artificial cognitivesystems.

It is the act of acquiring new , or modifying and

reinforcing, existing knowledge , skills, behaviour ,values. Learning is usually goal-oriented and requires motivation.

It may occur as a part of education, personaldevelopment , schooling or training.

It may occur consciously or without consciousawareness.

Its goal is the increasing of individual and groupexperience.


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CHARACTERISTICS OF

LEARNING

Learning shows progressive change in

behaviour as individual reacts to a situation.

It enables individual to satisfy interests or to

attain goals.

It involves new ways of doing things and

attempts to adjust to new situations.


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THEORIES OF LEARNING

SOCIAL LEARNING THEORY

Established by bandura.

Four conditions are apart of this theory:1. Attention- Watch the behavior occur.

2. Retention-Recall what was observed.

3. Motor reproduction- Replicate behavior.4. Motivation- Feel the need to demonstrate

that behavior.


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CONSTRUCTIVISM

Learning is an active, constructive process.

Learner constructs information.

New information linked to prior knowledge. Learner is not a blank slate.

Originators and important contributors

include Vygotsky , Piaget ,Dewey and Bruner.


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SOCIAL DEVELOPMENT THEOR

Developed by Lev Vygotsky.

Connections between people and socio-

cultural context they act and interact in shared

experiences.

Students play an active role in learning.

MAJOR THEMES:

More knowledgeable other (MKO) .

Zone of proximal development(ZPD).


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TRANSACTIONAL ANALYSIS

Transaction Analysis : a theory for analyzing human behavior and

communication.

Developed by Eric Berne.

Seeks to explain how each of us has developed into the people we have

become by understanding everything around us. A model for explaining why and how people think, act and interact like

they do.

Some of the important assumptions made by TA are :

Everyone is born ok.

Each person has a right to be in this world and to be accepted as they are.

Everyone is responsible for themselves.

All seek physical and emotional nurturing so our behavior is modified to

achieve this.


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THE 3 EGO STATES

Everyone has three ego states based on theirchildhood experiences and role models.

Each ego state is a separate and distinct source ofbehavior

The three ego states are Parent Ego state or

The Should Ego state, the Adult Ego state that Computes Dispassionately and the Child Egostate that Makes you feel like you did when youwere a child.


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THE EGO STATES

Personality

PARENT CHILD ADULT


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PARENT EGO STATE

Thoughts, feelings, attitudes and behavioral patterns based onlessons learned from parents and other parental sources

Parent ego state can be divided into two types: the NurturingParent ego state and the Critical Parent Ego state

The Nurturing Parent ego state includes the nurturing sideand can be soft, loving, and permission giving.

The Critical Parent. (also sometimes called the PrejudicedParent) includes part of our personality contains theprejudged thoughts,feelings and beliefs that we learned fromour parents.

Values of the parent ego state : Condemning, Moralistic,Supportive, Encouraging, Judgmental, Nurturing and Critical.


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CHILD EGO STATE

Thoughts, feelings, attitudes and behavioral

patterns based on child like emotions

Divided into two parts : Free child ego state(

known as Natural child) and Adaptive child

ego state(includes Rebellious child ego state)

Free child : spontaneous feeling and behavior.

Characteristics : playful, expressive and

emotional.


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Contd..

Adaptive child : Experience and parental influenceonbehavior

Part of the personality that has learned to comply with the

parental messages received while growing up. Rebellious Child ego state: Sometimes when faced with

parental messages that are restricting, instead of complying

with them, we rebel against them.

Values of child ego state : Selfish, Mean, Playful, Affectionate,Whining, Manipulative and Curious, Impulsive, Pleasure

seeking, Angry, Happy and Self centered.


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ADULT EGO STATE

Adult ego state is data processing center.

Part of our personality that can process data accurately, thatsees, hears, thinks, and can come up with solutions to

problems based on the facts and not solely on our pre-judgedthoughts or childlike emotions.

Gives a person a measure of objectivity.

Can evaluate parental and child programming and decide onwhat is all right and what needs to be changed.


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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 twopersons.

Thus where a verbal or non verbal stimulus fromone person is being responded by another persona transaction occurs.

Transactional analysis can help us to determinewhich ego state is most heavily influencing ourbehaviour and the behaviour of the other peoplewith whom we interact.


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Depending on the ego states of the persons involved intransactions, there may be three types of transactions:

1.Complementary transactions:

Both people are operating from the same ego state. There canbe 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

CO S C O S


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LEADER FOLLOWERLEADER FOLLOWER FOLLOWERLEADER

PARENT PARENT PARENT PARENT PARENT PARENT

ADULTADULT ADULT

ADULTADULT ADULT

CHILDCHILDCHILDCHILD CHILD CHILD

ADULT TO ADULT

TRANSACTION

CHILD TO CHILD

TRANSACTION

CHILD TO PARENT

TRANSACTION

COMPLEMENTARY TRANSACTIONS


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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 beavoided as far as possible. Whenever such

transactions occur, communication tends to

blocked and a satisfactory transaction is notaccomplished.

C OSS S C O S


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PARENT PARENT

ADULT ADULT

CHILD CHILD

LEADER FOLLOWER

CROSSED TRANSACTIONS


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MOTIVATION

EARLY THEORIES OF MOTIVATION

1. Maslows Hierarchy Of Needs.

2. Mc GregorsTheory X and Y

3. Herzbergs Two Factor Theory


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MASLOWS HIERARCHY OF NEEDSThis motivation theory was framed by A.Maslow , a humanist psychologist in

which he explained that different human needs have different level of

satisfaction.The hierarchy moves down from lower order i.e physiological needs, safety

and security needs and social needs to higher order i.e esteem needs and self

actualization needs.

Individual cannot move to the next higher level until all needs at the current

(lower) level are satisfied.

M GREGORS THEORY X d Y


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Mc GREGORS THEORY X and YThis theory was developed by Douglas Mc Gregor in 1960s.

Theory X

Assumes that workers have little ambition, dislike work, avoid responsibility

and require close supervision.

Theory YAssumes that workers can exercise self direction, desire, responsibility and

like to work.


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HERZBERGS TWO FACTOR THEORY

The theory revolves around the two basic factors associated with job

satisfaction and job dissatisfaction. Motivators(e.g. challenging work, recognition, responsibility) that give

positive satisfaction, arising from intrinsic conditions of the job itself, such

as recognition, achievement, or personal growth.

Hygiene factors(e.g. status, job security, salary, work conditions) that do

not give positive satisfaction, though dissatisfaction results from theirabsence. These are extrinsic to the work itself, and include aspects such as

company policies, supervisory practices, or wages/salary.


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PERSONALITY

The relatively stable set ofcharacteristics that influences an

individual behavior and lend it

consistency.


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Personality determinants

An adult's personality is

generally considered to be

made up of both hereditary andenvironmental factors,

moderated by situational

conditions.

Personality Traits

Endurin characteristics that


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Five Personality Traits


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Personality theories

Trait Theory:- understand individuals bybreaking down behavior patterns intoobservable traits

Psycho-dynamic theory:- emphasizes theunconscious determinants of behavior

Humanistic theory:- emphasizes individual

growth and improvement

Integrative approach:- describespersonality as a composite of an

individual's psychological processes

Personality characteristics in


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Personality characteristics in

organizations

Strong

personalities

will dominatein a weak

situation

A strong

situation can

overwhelm the effects

of individual personalities

by providing strong cuesfor appropriate behavior


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Behaviour Modif ication

Behaviour modification can be define as a theory that

explains learning in terms of the antecedents and

consequences of behavior.

It is also known as operant conditioning and

reinforcement theory.

It represents the application of reinforcement concept to

individuals in the work setting.

A B C f


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A-B-Cs of

Behavior Modif ication

AntecedentsWhat happens before

behaviour

BehaviourWhat person says or

does

ConsequencesWhat happens after

behaviour


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Continue

The objective of behaviour modification is to change

behaviour (B) by managing its antecedents (A) and

consequences (C)

Antecedents (A): It is an event prior the behaviour. For

example is that employees before this are not motivated to do

their job, then the manager informs that there will be bonus

this month to employees who performs.

Here, we can see that when the consequences of that

particular action is attracting, it can attract people to change

their behaviour.


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Continue

Consequences (C) : It is an event following a

particular behaviour that influence its future

occurrence.

Basically, people tend to repeat behaviours that

are followed by pleasant consequences that are

less likely to repeat behaviours that are

followed by unpleasant consequences or noconsequences at all.

C ti i f R i f t


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Contingencies of Reinforcement

Behaviour modification identifies four types ofconsequences, called the contingencies ofreinforcement, that increase, maintain, or reduce the

probability that behaviour will be repeated.

Positive reinforcement occurs when the introduction of a consequence

increases or maintains the frequency or futureprobability of a specific behaviour.

Punishment

occurs when a consequence decreases thefrequency or future probability of a behaviour.

i


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Continue

Negative Reinforcement occurs when the removal or avoidance of a

consequences increases or maintains the frequency

or future probability of a specific behaviour.

Extinction

occurs when the target behaviour decreases

because no consequence follows it. In this

respect, extinction is a do-nothing strategy.

Situation to Apply with Behaviour


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Situation to Apply with Behaviour

Modification

Behaviour modification can be used to reduce absenteeism,improve task performance , healthy lifestyle and etc.

In Arkansas, for example, the North Little Rock School Boardintroduced an absenteeism reduction plan in which teachers can

receive $300 after every six months with perfect attendance.

Another example, Reinforcing the Long (and Healthy) Walk- Formany Horton Groups 350 employees, the best parking spots arentclosest to the building. The Chicago- based insurance broker

reinforces the healthy lifestyle of walking by rewarding staff whotake at least 7000 steps each day.

The more steps taken, the higher the rewards in the form of cashcards that can be used at popular retail stores.


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ISSUES B/W ORG. AND INDIVIDUALS

A MODEL OF LEGITIMACY OF ORGANISATIONALBEHAVIOUR:

If the organisation and an individual define theboundaries of legitimate influence differently, thenorganisational conflict is likely to develop.

Example: personal telephoneIt is legitimate for management for management tocontrol.


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How rights to privacy are interpreted

Rights of privacy primarily are related to

organizational invasion of a persons private

life and unauthorised release of confidential

information about a person in away thatwould cause emotional harm or suffering.


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PERCEPTION

Perception can be defined as a process bywhich individuals select, organize andinterpret their sensory impressions, so as to

give meaning to their environment.Perception is a complex cognitive process anddiffers from person to person. People'sbehaviour is influenced by their perception of

reality, rather than the actual reality.


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PERCEPTION (Cont..)

In comparison to sensation, perception is a muchbroader concept. Sensation involves simplyreceiving stimuli through sensory organs,whereas the process of perception involvesreceiving raw datafrom the senses and thenfiltering, modifying or transforming the datacompletely through the process of cognition. The

processes of perception consist of various subprocesses such as confrontation, registration,interpretation and feedback.


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The Perceptual Process

1. Sensation-An individuals ability to detect stimuli in the immediate

environment.

2. Selection-The process a person uses to eliminate some of the stimuli that

have been sensed and to retain others for further processing.

3. Organization-The process of placing selected perceptual stimuli into a

framework for storage.

4. Translation-The stage of the perceptual process at which stimuli areinterpreted and given meaning.

S l ti Sti liPerceptual Process


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Receiving Stimuli(External & Internal)

Selecting Stimuli

External factors : Nature,Location,Size,contrast,

Movement,repetition,similarity

Internal factors : Learning,

needs,age,Interest,

Organizing

Figure Background ,

Perceptual Grouping

( similarity, proximity,

closure, continuity)

Response

Covert: Attitudes ,

Motivation,

Feeling

Overt: Behavior

Perceptual Process

InterpretingAttribution ,Stereotyping,

Halo Effect, Projection

F t i fl i P ti


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Factors influencing Perception

Organizational Behavior / Perception 48

Factors in the perceiver

Attitudes

Motives

Interests

Experience

Expectations

Perception

Factors in the Target

Novelty

MotionSounds

Size

Background

Proximity

Similarity

Factors in the situationTime

Work Setting

Social Setting

APPRAISING AND REWARDING


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APPRAISING AND REWARDING

PERFORMANCE

Incentives are combined with other parts of wageadministration to build a complete reward systemthat encourages motivation.

Money as a means of rewarding employees,motivational models applied to pay, cost-rewardcomparisons, and behavioral considerations inperformance appraisal.

On incentive pay, an approach in which eachworkers pay varies in relation to employee or

organizational performance.

Money As a Means of Rewarding


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Money As a Means of Rewarding

Employees

Money is important to employees for a

number of reasons.

Money is valuable because of the goods and

services that it will purchase. All of us haveseen its importance as a status symbol for

those who have it and can thus save it, spend

it conspicuously, or give it away generously.


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Money has status value when it is being

received and when it is being spent. It

represents to employees what their

employer thinks of them. It is also an

indication of one employees status relative

to that of other employees. It has about as

many values as it has possessors.

P f i l


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Performance appraisal

It plays a key role in reward systems. It is the process ofevaluating the performance of employees, sharing thatinformation with them, and searching for ways toimprove their performance. Appraisal is necessary inorder to:

1. allocate resources in a dynamic environment,

2. motivate and reward employees,

3. give employees feedback about their work,

4. maintain fair relationship within groups,

5. coach and develop employees,

6. comply with regulations.


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THANKYOU

organisational behaviour module-2 sec a

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