organizational behavior slides

8/12/2019 Organizational Behavior Slides

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Organizational Behavior What is an Organization?

Organization is a consciously coordinated social unit, composed of a group ofpeople, which functions on a relatively continuous basis to achieve common goal ora set of goals.

Organization is a collection of people who work together to achieve individual ororganizational goals.

Organization is group of people with specific responsibilities acting together forachieving specific purpose.

Organization is a social arrangement that pursues collective goals.

Organization is a collection of people working together in a division of labour toachieve common purpose.

Nawab Ali, KIHE, AFGHANISTAN


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Organizational Behaviour

What is Organizational Behaviour?

A field of study that investigates the impactthat individuals, groups and structures haveon behaviour within organizations, for thepurpose of applying such knowledgetowards improving an organizationseffectiveness and achieving goals.



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Why to study Organizational Behaviour

Organizational Behavioour is Inter-disciplinary:It integrates knowledgefrom various relevant disciplines e.g. Psychology, Sociology, PoliticalScience, Economics, Medical Science, Engineering etc.

Organizational Behaviour is an Applied Science: It is oriented towardsunderstanding the forces that affect behaviour so that their influences canbe predicted, monitored and guided towards better and effectivefunctioning of the organization.

Behavioural Orientation: It is directly connected with the human side ofmanagement. More precisely, it looks at all the management functions from

behavioural perspective. Contingency Approach: There are few absolutes in Organizational

Behaviour. The approach is directed towards developing managerialactions that are most appropriate for a specific situation.



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Challenges and Opportunities forOrganizational Behaviour

Challenges and Opportunities for Organizational Behaviour

Responding to globalizationShifting Work/Employment Relationships

Work-life balanceEmpowering peopleEthical behaviourResponding to labour shortageImproving people skill

Managing workforceImproving Quality and Productivity



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Personality

Personality refers to the way in which a person views and understands himself, andthe way in which he interacts with people and reacts to situations. An individual'spersonality is influenced by factors like heredity, external environment, and person-situation interaction.

Many personality theorists have tried to explain the development of humanpersonality. According to Daniel Levinson, an individual's life can be divided intoadult, mid-life and late adult stages. The personality of an individual, Levinsonargues, develops to some extent at each stage of his lifecycle. Another theorist, Hall,suggested that the personality development of an employee takes place in fourstages: exploration, establishment, maintenance and decline.

Chris Argyris (Immaturity-Maturity model) proposed that human personality movesalong a continuum from immaturity (infancy) to maturity (adulthood). John Harroldproposed the personality-job fit theory in which he established a relationship amongpersonality characteristics, the requirements of a job, and job performance.



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Attitude

Attitude

Attitudes are evaluative statements

(favorable or unfavorable) about objects,people or events. Attitudes are acquiredfrom parents, teachers and members of thepeer group, apart from the predispositionsacquired at birth.



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Impression management

Impression management is a process people use to control theperceptions or impressions about themselves, a bit like personalbranding. Individuals may believe they are being judged orperceived based on their outward appearance, personality or other

subjective opinions by other people. Impression managementattempts to control these perceptions from other people through thedevelopment of self presentation methods and techniques used tocontrol outward perceptions or impressions. Common selfpresentation methods include authentic, ideal or tactical styles of

impression management.



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Learning To learn is to acquire knowledge or skill. Learning also

may involve a change in attitude or behavior. Childrenlearn to identify objects at an early age; teenagers may

learn to improve study habits; and adults can learn tosolve complex problems. Pilots and aviationmaintenance technicians (AMTs) need to acquire thehigher levels of knowledge and skill, including the abilityto exercise judgment and solve problems. Thechallenge for the aviation instructor is to understandhow people learn, and more importantly, to be able toapply that knowledge to the learning environment.



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Primary Motives

Human motives are variously calledphysiological, biological,unlearned, or pr imary.

Two criteria must be met in order for a motive to be includedin theprimaryclassification: It must be unlearned, and it mustbephysiologicallybased.


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General Motives The Curiosity, Activity Motives

The Affection Motive

Secondary Motives The Power Motive

The Achievement Motive

The Affiliation Motive

The Security Motive The Status Motive


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Adams' equity theory.

Adams called personal effortsandrewardsand other similar 'give and take'

issues at work respectively 'inputs'and'outputs'.



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Adams' equity theory.

These terms help emphasise that what people put intotheir work includes many factors besides working hours,and that what people receive from their work includes

many things aside from money. Adams used the term 'referent' othersto describe the

reference points or people with whom we compare

our own situation, which is the pivotal part of the

theory. Crucially this means that Equity does not depend on

our input-to-output ratio alone - it depends on our

comparison between our ratio and the ratio of

others.



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ERG Theory of Motivation

ERG theory of motivation

To bring Maslows need hierarchy theory of motivation

in synchronization with empirical research, Clayton

Alderfer redefined it in his own terms. His rework iscalled as ERG theory of motivation. He recategorizedMaslows hierarchy of needs into three simpler and

broader classes of needs:

Existence needs-These include need for basicmaterial necessities. In short, it includes an individuals

physiological and physical safety needs.



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Difference between Maslow Need HierarchyTheory and Alderfers ERG Theory

ERG Theory states that at a given point of time, more than one needmay be operational.

ERG Theory also shows that if the fulfillment of a higher-level need issubdued (quit or depressed), there is an increase in desire for satisfying a

lower-level need. According to Maslow, an individual remains at a particular need level

until that need is satisfied. While according to ERG theory, if a higher- levelneed aggravates, an individual may revert to increase the satisfaction of alower- level need. For instance- when growth need aggravates, then anindividual might be motivated to accomplish the relatedness need and if

there are issues in accomplishing relatedness needs, then he might bemotivated by the existence needs.



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Difference between Maslow Need HierarchyTheory and Alderfers ERG Theory

So Maslows need hierarchy theory is rigid as it

assumes that the needs follow a specific andorderly hierarchy and unless a lower-level need

is satisfied, an individual cannot proceed to thehigher-level need; ERG Theory of motivation isvery flexible as he perceived the needs as a

range/variety rather than perceiving them as ahierarchy.



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Maslow's Motivation Theory

Maslow's motivation theory

In 1943, Dr. Abraham Maslow 's article "A Theory ofHuman Motivation " appeared in Psychological Review,

which were further expanded upon in his book: Towarda Psychology of Being In this article, Abraham H.Maslow attempted to formulate a needs-basedframework of human motivation and based upon his

experiences with people.



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The basis of Maslow's motivation theory is that humanbeings are motivated by unsatisfied needs, and thatcertain lower factors need to be satisfied before higher

needs can be satisfied. According to Maslow, there aregeneral types of needs (physiological, survival, safety,love, and esteem) that must be satisfied before a personcan act unselfishly. He called these needs "deficiencyneeds." As long as we are motivated to satisfy thesecravings, we are moving towards growth, toward self-actualization. Satisfying needs is healthy, whilepreventing gratification makes us sick or act evilly.



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As a result, for adequate workplace motivation, it isimportant that leadership understands the active needsactive for individual employee motivation. In this

manner, Maslow's model indicates that fundamental,lower-order needs like safety and physiologicalrequirements have to be satisfied in order to pursuehigher-level motivators along the lines of self-fulfillment.

As depicted in the following hierarchical diagram,sometimes called 'Maslow's Needs Pyramid' or'Maslow's Needs Triangle', after a need is satisfiedit stops acting as a motivator and the next need onerank higher starts to motivate.

Nawab Ali Khan, KIHE,AFGHANISTAN


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Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs



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Phys iologic al Needs

Physiological needs are those required to sustain life, such as:

Air

Water Food

Sleep

According to this theory, if these fundamental needs are notsatisfied then one will surely be motivated to satisfy them. Higher

needs such as social needs and esteem are not recognized untilone satisfies the needs basic to existence.



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Safety Needs

Once physiological needs are met, one's attention turns to safetyand security in order to be free from the threat of physical andemotional harm. Such needs might be fulfilled by:

Living in a safe area

Medical insurance

Job security

Financial reserves

According to the Maslow hierarchy, if a person feels threatened,needs further up the pyramid will not receive attention until thatneed has been resolved.



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Soc ial Needs

Once a person has met the lower level physiologicaland safety needs, higher level motivators awaken. The

first level of higher level needs are social needs. Socialneeds are those related to interaction with others andmay include:

Friendship

Belonging to a group Giving and receiving love



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Self-Actu alization ( FULFILLMENT OF GOALS & DREAMS)

Self-actualization is the summit of Maslow's motivation theory. It isabout the quest of reaching one's full potential as a person. Unlikelower level needs, this need is never fully satisfied; as one grows

psychologically there are always new opportunities to continue togrow.

Self-actualized people tend to have motivators such as:

Truth

Justice

Wisdom

Meaning



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Level 4 = Self-Esteem

SELF RESPECT & ACCEPTANCE

Need for reputation, prestige, and recognition from

others. Contains the desire to feel important, strong andsignificant.

Level 4 = Self-EsteemBRAINPOWER

Display your talents and skills, have self-confidence,appreciate attention and recognition from others.



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Level 3 = Love & Relationships

COMMUNICATION & RESPONSE

Need to be loved and to love. Includes the desire for

affection and belonging. Level 3 = Love & Relationships

VALIDATION

Join and be active in clubs and groups, be able to talk to

others, contribute to society, marry and have a family.



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Level 2 = Your Family & Work

SOCIAL SAFETY & SECURITY

Need to be safe from physical and psychological harm

in the present and future. Level 2 = Your Family & Work

SURVIVAL SKILLS

Work, save for future, improve skills and talents, be

responsible, and want



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Level 1 = Your Body

PHYSICAL SAFETY & SECURITY

Need to stay alive! Biological and cultural imperatives to

live. Includes having enough healthy food, air, and waterto survive.

Level 1 = Your BodySURVIVAL SKILLS

Eat, sleep, and take care of your bodily needs, provide



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Conflict Conf l ic t : It arises when there is a disagreement in

significant issues amongst individuals, parties,

groups or organizations.

Confl ic t Management Strategies: Forcing- using formal authority or other power that you

possess to satisfy your concerns without regard to theconcerns of the party that you are in conflict with.



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Conflict

Accommodating - allowing the other party to satisfytheir concerns while neglecting your own.

Avoiding -not paying attention to the conflict and not

taking any action to resolve it. Compromising- attempting to resolve a conflict by

identifying a solution that is partially satisfactory to bothparties, but completely satisfactory to neither.

Collaborating co-operating with the other party tounderstand their concerns and expressing your ownconcerns in an effort to find a mutually and completelysatisfactory solution (win-win).



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Power

Power

The ability to do something or act in a particular

way.

OR

The capacity to influence the behavior ofothers, the emotions, or the course of events.



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Power

Sometimes people believe that power is a bad thing. The issue becomeswhat kind of power a person has and how someone uses that power. Hereare some of the common types of power found in the workplace.

Coercive pow eris associated with people who are in a position to

punish others. People fear the consequences of not doing what has beenasked of them.

Connect ion poweris based upon who you know. This person knows,and has the ear of, other powerful people within the organization.

Expert powercomes from a persons expertise . This is commonly a

person with an acclaimed skill or accomplishment. A person who has access to valuable or important information possesses

Inform ational Power.



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Power

Legi t imate powercomes from the position a personholds. This is related to a persons title and jobresponsibilities. You might also hear this referred to as

positional power. People who are well-liked and respected can have

Referent Power.

Reward Poweris based upon a persons ability to

provide rewards. Those rewards might come in the formof job assignments, schedules, pay or benefits.



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STRESS

STRESS:

Stress is the emotional and physical strain caused by

our response to pressure from the outside world.

Common stress reactions include tension, inability toconcentrate, and a variety of physical symptoms thatinclude headache and a fast heartbeat.

It's almost impossible to live without some stress. And

most of us wouldn't want to, because it gives life somespice and excitement. But if stress gets out of control, itmay harm your health, your relationships, and yourenjoyment of life.



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Stress in the workplace

Stress in the workplace has become an increasingly hot topic overthe past few decades. Stress in the workplace is obviouslyimportant to employees but management is also concerned about

stress in the workplace for several reasons. Increased stress in theworkplace has been shown to increase absenteeism and employeeturnover. Increased stress in the workplace also increases medicaland insurance costs because of rising Workers compensation ratesand awards due to mounting stress in the workplace suits.



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In addition, stress in the workplace reducesproductivity, which adversely affects the bottomline and can lower profits causing company's

stock price to fall. The American Institute ofStress estimates that stress in the workplacecosts U.S. corporations over $300 billionannually, or more than ten times the cost of allstrikes combined. In addition, employers may beheld liable if they do not offer programsdesigned to reduce stress in the workplace.



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The ability to lower levels of stress in the workplace hasbeen shown to improve employee health and quality oflife as well as boosting the bottom line. These are some

of the reasons that Employee Assistance programs toreduce stress in the workplace by providing services likeanger and time management and learning relationshipskill. Some even offer marital counseling, since stress athome often spills over to affect job performance that

increases stress in the workplace.



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A lack of job security is also cited as one ofthe major causes of stress in the workplaceand has been a growing problem due tomore downsizing, hostile takeovers andmergers. This type of stress in theworkplace can affect everyone from data

entry clerks and salespersons tosupervisors, middle management and topexecutives.



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Office politics are a frequent cause of stress in theworkplace and can be due to fierce competition forpromotion, discrimination because of race, gender,

religion or age. This common source of stress in theworkplace is often intensified if workers have no outletto complain or feel that pointing out such injustices willonly make things worse. Problems related to officepolitics also tend to get worse during downsizing,

acquisitions and mergers so that stress in the workplaceincreases further.



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Sources of Stress

Sources of Stress

Organizational stress does not solely have its roots in factors due to job ofan individual but individual personal reason also has a major role in factorsleading to stress. The stressors can be of following types

I) Extra organization al stresso rsIt refers to the factors that aremore personal and related more to individual, like :Societal patternsTechnological changesChanged lifestyleRelocation of work or family

Unexpected happening or changes in lifeSociological variables like race, sex and class leads to stress



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Sources of Stress

II) Organizational Stresso rs- They emerge from reasons related toorganization or job assigned to individual. They can be of following reasons

a) High stress job- It refers to work which involves hectic schedule and

complex job responsibilities which result into imbalance in personal andwork a life and also overwork may affect physical health of individualresulting into ineffective work and dissatisfaction among employees leadingimbalance in family or personal life also

b) Job roleCertain job characteristics like job overload, job assignment,job responsibility and responsibility of others, and constant pressure

causes stress.



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Sources of Stress

c) Improper working conditionSometimes even the physical condition,the infrastructure and missing in basic facilities of the organization lead tostress and improper work efficiency.

d) Under utilization of skillsIf the skills remain underutilized it leavesthe person de-motivated due to scarcity of opportunities for growthresulting into frequent absenteeism, aloofness( not friendly), role ambiguity,instability and dissatisfaction.

e) Organizational PoliticsCompetition within departments if improperlyhandled results into negative feelings, fault finding and high role ambiguitywhich spoil the overall culture and climate of organization.



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Sources of Stress

III) Ind ividual Stressors

Since each individual's disposition and perception for taking and handling stressvaries, so the level of stress and its causes are more individual in nature. Thecauses of individual stressors are

a) Role ambiguityIt can be due to lack of training, improper knowledge of subject,

poor communication channel, friction between superior and subordinates etc.

b) Psychological HardinessIt decides the level and capacity of a person tohandle stress since it varies from individual to individual. Thus people having highlevel of hardiness in handling stress are persons who know how to handle situationbetter and in a planned way so as to reduce level of stress

c) Type of PersonalityAs per the category Type A are people who have high level

of commitment, are competitive,, aggressive, and exhibit different behavior patterns.They desire to achieve. Such personalities are more prone to chances of stress andincompatibility. Type B are those who have a relaxed and balanced approach andare more confident in their approaches towards work. They are less likely to be

influenced or harmed by stress.



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Stress Coping Strategies for Organization

C) Problem focused strategy

They hit the problem directly after analyzing the possible cause ofstress. They can be practiced in form of

* Training employees for best time management* Training to perform in a team* Job evaluation* Empowering employees* Participative exercises to build up involvement, trust.



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Stress Warning Signs and SymptomsCognitive Symptoms Emotional Symptoms

Memory problems

Inability to concentrate Poor judgment

Seeing only the negative

Anxious or racing thoughts

Constant worrying

short temper inability to relax

Sense of loneliness and

isolation

Depression or general

unhappiness

Physical Symptoms Behavioral Symptoms

Aches and pains

Diarrhea or constipation

Chest pain, rapid heartbeat

Frequent colds

Eating more or less

Sleeping too much or too

little

neglecting responsibilities

Using alcohol, cigarettes,

or drugs to relax

Nervous habits (e.g. nail

biting, etc etc)



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Tips for reaching out and building relationships:

Help someone else

by volunteering. Have lunch or coffee

with a co-worker.

Call or email an old

friend.

Go for a walk with a

buddy. Schedule a weekly

dinner date

join a club.



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How to relax

You cant completely eliminate stress from your life, but

you can control how much it affects you. Relaxationtechniques such as Breath control and deep breathing

activate the bodys relaxation response, a state ofrestfulness that is the opposite of the stress response.When practiced regularly, these activities lead to areduction in your everyday stress levels and a boost inyour feelings of joy. They also increase your ability to

stay calm and collected under pressure.



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Job Satisfaction

Job satisfaction is in regard to one's feelings or state-of-mindregarding the nature of their work. Job satisfaction can beinfluenced by a variety of factors, eg, the quality of one'srelationship with their supervisor, the quality of the physical

environment in which they work, degree of fulfillment in their work,etc.

There is no strong acceptance among researchers, consultants,etc., that increased job satisfaction produces improve jobperformance -- in fact, improved job satisfaction can sometimes

decrease job performance. For example, you could let sometime sitaround all day and do nothing. That may make them more satisfiedwith their "work" in the short run, but their performance certainlydidn't improve.



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Organizational commitment


What constitutes commitment in organizations? In oneview, commitment is the total capacity to act in ways

that meet the organization's goals and interests.Although a simple enough definition, it is inadequate.The problem is that commitment has now been definedin a number of widely varying ways. The sociologistEtzioni argues that commitmentand the authority thatorganizations have over membersis rooted in thenature of employee involvement in the organization.



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People become committed to an organization to the extent that theyperceive some beneficial or equitable exchange relationship.

The management guru Kanter takes a different view of commitment,arguing that different types of commitment result from different behavioralrequirements placed on members by the organization. So, involvementtakes three forms,i.e., Continuance commitment has to do with amember's dedication to the survival of the organization and results fromhaving people make sacrifices for and investments in the organization.Cohesion commitment is attachment to social relations in an organization;it can be enhanced by having employees publicly renounce previous social

ties or engage in ceremonies that enhance group cohesion.Controlcommitmentis a member's attachment to the norms of an organization thatshape behavior in desired ways. It exists when employees believe that theorganization's norms and values are important guides to their behavior.



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Perception What is perception?

According to Stephen P Robbins,Perception is aprocess by which individuals organize and interpret their

sensory impressions in order to give meaning to theirenvironment.

Perception is the unique inerptretation of the same

situation

Fred Luthans has defned Perception as a complicated

interactions of selection, organization and interpretation

of stimuli.



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Perceptual Process

Perceptual Process

Objects in the environment-Observation-Perceptual Selection-Perceptual

Organization-Interpretation-Response

Perceptual SelectivityPerceptual selection is the process by which people filter out irrelevant orless significant information so that they can deal with the most importantmatters.

Perceptual Selection is determined by

External Factors

Internal Factors



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Perceptual Process

Repeti t ion:A repeated factor is more likely to be noticed.

Marketing managers use this principle in trying to get attention ofthe prospective customers.Novelty and famil iar i ty:Either novelty or familiarity will can attract

attention. People would quickly notice a person riding an elephanton a busy street in Delhi. On the other hand, one is likely to spot afamiliar face in a crowd or a familiar voice even if there is a lot of

noise and confusion.

A combination of these or similar factor may be operating at anytime to affect perception. Along with the internal factors, theydetermine whether any particular stimulus is more or less likely tobe noticed.



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Perceptual Process

Internal factors affecting perceptual selection:

Personal i ty:Personality has an interesting influence on what andhow people perceive. For example, conscientious people tend to

pay more attention to external environmental cues than does a lessconscientious person.Less conscientious persons are impulsive,careless, and irresponsible. They see their environment as hecticand unstable which affects the way they make perceptualselections. On the other hand, more conscientious people organizetheir perceptions into neat categories, allowing themselves toretrieve data quickly and in an organized manner. In other words,they are careful, methodical, and disciplined in making perceptualselections.



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Perceptual Process

Learning:Learning determines the development of perceptual sets. Aperceptual set is an expectation of a particular interpretation based on pastexperiences with the same or an identical object. In organizational settings,past experiences of the managers and employees influence their

perceptions to a great extent.

Mot ivat ion:A persons most urgent needs and desires at any particular

time can influence perception. People perceive things that promise to helpsatisfy their needs and that they have found rewarding in the past. Also,people process pleasant event more efficiently and accurately than they dounpleasant events. For example, an employee who receives both positiveand negative feedback during the appraisal meeting may more easily and

clearly remember the positive statements than the negative ones.



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Perceptual Process

Perceptual Organization

Figure-ground:Perceived objects stand out as separable from theirgeneral background. In the context of organizations, a company mayimport a new technology in order to compete in the globalized economy.

Here import of a new technology is a figure and global competitive

environment is the background. The employees will immediately notice theinstallation of new technology whereas the global competitive environmentis not visible by naked eyes.Perceptual grouping: There is a general tendency among individuals to

group several stimuli together into a recognizable pattern. There are certainunderlying uniformities in grouping. When simple constellations of stimuliare presented to people, they tend to group them together by closure,continuity, proximity, and similarity.

. Nawab Ali, KIHE, AFGHANISTAN


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Perceptual Process

Closure:An individual may perceive a whole while one actuallydoes not exists. The persons perceptual process closes the gaps

that are unfilled by from sensory inputs. In a formal organization,employees may either see a whole that does not exits or not be

able to put the pieces together into a whole that does exists. Forexample, head of a project team may take the view that the entire

team agrees to his plan of action whereas there are differing views

among the team members, which remains unarticulated in a formal

manner.On the other hand, a functional team might view/perceivethat their objectives are the objectives of the whole company.



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Perceptual Process

Cont inui ty :An individual tend to perceive continuous lines/patterns. Thisleads to inflexible thinking on the part of organizational members (bothmanagers and employees). Thus, only the obvious, continuous patterns orrelationships are perceived. For example, a new design for someproduction process or product may be limited to obvious flows or

continuous lines/patterns. New innovative ideas or designs may not beperceived.Proximi ty:A group of stimuli that are close together will be perceived as awhole pattern of parts belonging together. For example, several employeesin an organization may be identified as a single group because of physical

proximity. Several workers who work on a particular process may be

viewed as a single whole.If the output is low and the supervisor reports anumber of grievances from the group, the management may perceive thatall the workers working on that particular process are trouble makerswhereas in some of them might be loyal and dedicated employees.



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Perceptual Process

Similar i ty:The greater the similarity of stimuli,the greater is the tendency to perceive them asa common group. Similarity is conceptually

related to proximity but in most cases strongerthan proximity. In an organization, all employeeswho wear blue collars may be perceived as a

common group, when in reality, each employee

is a unique individual. This might also lead to

perceptual error termed as stereotyping.



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Perceptual Process

Perceptual Constancy :The individual is likely to givemeaning to stimuli in the same way whenever exposedto them unless and until objective reality has beenrevealed more broadly by way of undoing the perceptualerrors. For example, a manager in the company whobelieves that female employees are poor performerswould continue to have the same perception until andunless the latter prove that they are better than their

male colleagues.



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Perceptual Process

Percep tual Con text:It gives meaning andvalue to simple stimuli in the environment. Theorganizational culture and structure provide the

primary context in which workers and managersperceive things. Thus, a verbal order, an e-mailmessage, a new policy, a suggestion, a raised

eyebrow, a pat on the back takes on special

meaning and value when placed in the context

of work organization



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Importance of Learning

Importance of Learning:

Learning is a relatively permanent change in the frequency of

occurrence of a specific individual behavior. The world is a placeof change, and everyday new changes are taking place, new laws are

introduced, new policies are made and new ideas and approaches are

formed which require reasonable changes in the way we work. So if we

are not constantly updating ourselves with new knowledge and techniques,

we are likely to become obsolete over period of time.

The process of continuous learning involves being clear about what is

required of the individual in high-quality jobs. It also involves making sure

that we have the knowledge and skills to carry out our jobs appropriately

and fill any gaps in our knowledge base and skills.



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Forms of Learning

Social Learning: As part of social learning,

people learn new behavior by watching people

in social situations and then imitating or

modeling their behavior after that of the other

person.

People imitate parents, friends, teachers, heroes

etc etc because they can identify with them.Social learning provides guidelines for

behavoir.



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Forms of Learning

Cognitive Learning:IIt involves selective interpretation of

perceptual data organized into new patterns of thoughts and

relationship. This view of learning focuses on what happens

within the individual: motives, feelings, attitudes, memory,

and cognition ( thought). Sensory mechanism has the key role

in this regards, which is observation based. EXAMPLE, we

suddenly got an idea and sayaaahhhaaso a sudden

discovery of answer to the problem may change our feelings.

Human beings are capable of re-arranging thought patterns

into new configuration.



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Changing our own Attitudes

The Process of Cogni tive Dissonance: Suppose you receive

two job offers, you select one out of them, so your attitude

towards the job you selected will become more positive and

your attitude towards the rejected job will become more

negative. WHY DOES THIS OCCUR?

The answer lies in the process called Cognitive Dissonance.

In most cases people dislike inconsistencies. When we say

one thing and do another, e.g, we claim we like job A but

select job B or we want good health but also enjoy smooking,

the unpleasent state known as cognitive arises.



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Changing our own Attitudes

We feel un-easy with inconsistencies, believe our various

attitude, and are motivated to change our attitude to resolve

this dissonance(a lack of agreement between ideas, opinions,

or facts).

So to justify your decision and to avoid cognitive dissonance,

you simply change the way you feel, bringing your attitude in

line with your feelings. Specifically, you adopt a more positive

attitude towards the task/job you selected and a less positive

attitude towards the task/job you rejected.

In short you must bring your behavior and attitude in one

line, and you must ignore the situation in which your behavior

will dissonant with your attitude



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Changing Others Attitudes

There are situations in which we purposely attempt

to change others attitude. In particular, we may be

interested in improving peoples work-related

attitudes, because their negative attitude may beassociated with un-desirable situations, e.g., high rate

of absenteeism and turnover.

We often use the concept of Persuasionwhich

means The process in which a target person is

given a message in which the information presented

is designed to change attitude.



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Barriers to Learning

Organizations:

In some organizations, there may be a culture of

defensiveness, which discourages people from

looking at situations in a new light or from trying outnew ideas. Learning opportunities become very

restrictive in such types of organizations.



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Organizational Behavior Framework

The Environment

Individual Processes

Inter-personal & Group Processes Organizational Processes

Change Processes



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The Environment:

.When the organization came to know that

the environment in which they are working andcompeting has suddenly been changed, so the

policy makers will surely demand for radical

changes in both the content and processes to

formulate the winning strategy for tomorrow.



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Individual Processes:

.Personality

.Perception

.Values & Attitudes

.Learning

.Work motivation

.Work Stress

Every persons physiological system is composed of other sub-system

like digestive, nervous, circulatory and reproductive, as well aspsychological system composed of sub-system like attitudes, perceptions,

learning capabilities, personality, needs, feelings and values. Individual

behavior is the foundation of organizational behavior. So we have to know

the individual behavior



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Inter-personal & Group Processes:

.Dynamic with Teams

.Dynamics Between Teams

.Leadership

.Interpersonal communication

.Leadership and Negotiation

:::>Being inherently social people generally don not like to work alone.

Almost all our time is spent interacting with each others. We are born

into a family group, worships in a group, play in a group and so on.For these reasons and because many managers spend more than two-

third of their working days in meetings-skills in group dynamics are

vital to all managers and employees.>>>>PLZ SEE NEXT SLIDE



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Inter-personal & Group Processes:Many organizational goals ca be achieved by interacting with

others. Being an effective team member requires an understandingof the dynamics within and between groups. Team members must

be skillful in eliminating barriers to achieving their goals, solvingproblems, maintaining productive interaction among team membersetc etc. Organizations also need leaders who can integrateemployees and organizational goals.

How employees communicate with peers, superiors, and other s ca

help make them effective team members or lead to low morale andlack of commitment


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Organizational Processes:

.Organizational Culture

.Power and Political Behavior

.Job Design

.Organizational Design

.Decision Making

:::::>Individuals enter the organizations to work, earn money and pursue career goals. They do so

through organizations culture, that is.which policies, practices, norms are important in the

organization and how things really work in the organization. Newcomers have to understand the

organizations culture in order to be accepted and become productive. Employees and mangers use

power to accomplish their goals and to strengthen their positions. A person success or failure in

using or reacting to power is largely determined by understanding power, knowing how and whento use power and be able to predicts its probable effects on others. Job design & organizational

design help us to understand the way the jobs have been designed and the features and shape of the

organization. Decision making is one of the important activities to be performed by managers and

requires expertise.



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Change Processes:

.Nature of Planned Organizational Change

.Approach to Planned Organizational Change

::::> The management of change involves adapting an organization to the demands of the

environment and modifying the actual behavior of employees. If the employees do

not change their behavior, the organization can not change. four basic strategies forachieving change are:

1. People approaches: Using behavioral science techniques to involve employees in

diagnosing organizational problems and planning for correcting them.

2. Cultural approaches: changing the shared beliefs, values, expectations, and norms.

3. Technological approaches: Changing the methods by which work is accomplished.4. Design approaches: Re-arranging organizational authority, responsibility and

decision making.



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Negotiations

egotiationIt is a process by which two or moreparties, each with its own goals, co-ordinate areas of

interest through concession and compromise to reach

an agreement and take joint decisions about areas ofcommon interest in a situation in which neither side

has nor wants to use complete power.

Managers have to negotiate salaries for incoming

employees, deals with supervisors, bargain over

budgets, work out differences with associations and

resolve conflicts with subordinates.



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Negotiations

Strategies for Negotiations:1. Distributive Bargaining: It operates under azero-sum game,

that is, the gain made by one person is the loss incurred by

the other person.

2. Integrative Bargaining: It relies on a Win-Winsituation.

Both the parties involved in the process of negotiation

jointly look at the problem, try to search for alternatives and

try to evaluate them and reach a mutually acceptabledecision or solution for both parties


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Communication

Communication: It is the process of

transmission of a message and

understanding of information betweentwo or more people, it involves at least

two parties---a sender and a receiver.



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Communication

Components/Process of Communication:

1) Ideation: Ideation involves a persons decision to communicate and draft the

nature and content of the intended message based on the persons reasons for

communicating.

2) Message: The actual information that needs to be sent across the receiver.

3) Encoding: It involves converting an intended message into a transmittable form,

such as computer code etc

4) Channel: Any medium capable of transmitting a message, like phone lines, mail

system etc

5) Decoding: The process of interpreting a message to derive meaning

from it. Like it should be loud enough, viewable by software etc

6) Feedback: the process of reassuring that the message has reached the

intended person.



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