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OB MODEL

Social psychology

Psychology

Behavioural

scienceContribution Unit of

analysisOutput

Anthropology

Sociology

Political science

Study ofOrganizational

Behaviour

Organizationsystem

LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress

Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour

Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture

ConflictIntraorganizational politicsPower

Organizational cultureOrganizational environment

Behavioural changeAttitude changeCommunication

Group processesGroup decision making

Group

Comparative valuesComparative attitudesCross-cultural analysis

Individual

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Challenges Facing the Workplace

Workplace

Organizational Level

Productivity Developing Effective Employees Global Competition

Managing in the Global Village

Group Level

Working With Others Workforce Diversity

Individual Level

Job Satisfaction Empowerment Behaving Ethically

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NEED FOR UNDERSTANDING HUMAN

BEHAVIOR Challenges at the Individual Level

Job Satisfaction

Empowerment Behaving Ethically

Challenges at the Group Level

Working With Others

Workforce Diversity

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Challenges at the Organizational Level

Productivity

Developing Effective Employees

Absenteeism: The failure to report to work.

Turnover : The voluntary and involuntary permanent

withdrawal from an organization.

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Organizational Citizenship : Discretionary behavior that is

not part of an employees formal job requirements, but that

nevertheless promotes the effective functioning of theorganization.

Competition From the Global Environment

Managing and Working in a Global Village

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Productivity Productivity

A performance measure including effectiveness andefficiency

Effectiveness Achievement of goals

Efficiency The ratio of effective work output to the input required

to produce the work

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Effective EmployeesAbsenteeism

Failure to report to work

Turnover Voluntary and involuntary permanent withdrawal from

the organization

Organizational citizenship behaviour

Discretionary behaviour that is not part of an employeesformal job requirements, but is helpful to theorganization

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Summary

OB is a field of study that investigates the impact thatindividuals, groups, and structure have on behaviour

within an organization.

OB focuses on improving productivity, reducingabsenteeism and turnover, and increasing employee jobsatisfaction and organizational commitment.

OB uses systematic study to improve predictions ofbehaviour.

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OB MODELSMODEL AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL

BASIS Power Economic Leadership Partnership

MANAGERIAL

ORIENTATION

Authority Money Support Teamwork

EMPLOYEEORIENTATION

ObedienceBenefit

Security &Performance

Job Behavior Responsible

EMPLOYEEPSYCHE

Dependenceon boss

Dependenceon

organization

Participation Self-discipline

EMPLOYEENEEDS

Subsistence Security Status andrecognition

Self-actualization

PERFORMANCE

Minimum Passive co-operation

Awakeneddrives

Moderateenthusiasm

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INDIVIDUAL BEHAVIOR B=f(P*E)

PERSONALITY

FACTORS INFLUENCING:(A) BIOGRAPHICAL:

Age, Gender, Marital status, No. Of dependents

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FACTORS INFLUENCING BEHAVIOR (B) ABILITY:

Physical

Intellectual

(c) Perception

(d) Motivation: Incentives, Training, Attitude, Belief,

Values, Goals

(e) Socio-cultural factors: family, friends, peers,subordinates

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PERSONALITY The term personality has been derived from the latin

word persona which means to speak through.Greeks: mask

Fred Luthans: personality means how a person affectsothers and how he understands and views himself as

well as the pattern of inner and outer measurabletraits, and the person- situation interaction.

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DETERMINANTS OF PERSONALITY BIOLOGICAL:

Heredity;

Brain Physical Features

FAMILY & SOCIAL FACTORS

SOCIAL FACTORS

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Personality traits influencing

behavior in organizations SELF ESTEEM

LOCUS OF CONTROL: Internals / Externals

AUTHORITARIANISM MACHIAVELLIANISM

INTROVERT & EXTROVERT

TYPE A & TYPE B

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TYPE A TYPE B

ACTIVE PASSIVE

CAPABLE OF BEHAVING IN A FEW

WAYS

CAPABLE OF BEHAVING IN A

VARIETY OF WAYS

SHORT-TERM PERSPECTIVE LONG--TERM PERSPECTIVE

LACK OF AWARENESS OF SELF AWARENESS OF & CONTRO OVERSELF

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Eysencks Three Factor Theory Hans Eysenck, English psychologist, believed

that there are three fundamental factors in

personality: Introversion versus Extroversion

Emotionally Stable versus Unstable

(neurotic) Impulse Control versus Psychotic

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The first two factors create 4 combinations, relatedto the four basic temperaments recognized byancient Greeks:

Melancholic (introverted + unstable): sad, gloomy

Choleric (extroverted + unstable): hot-tempered,irritable

Phlegmatic (introverted + stable): sluggish, calm

Sanguine (extroverted + stable): cheerful, hopeful

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Raymond Cattell:

The Sixteen Personality Factors

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Freuds Psychoanalytic Theory The Id, Ego, and Superego

Id: Innate biological instincts and urges; self-

serving & irrational

Totally unconscious

Works on Pleasure Principle: Wishes to have

its desires (pleasurable) satisfied NOW, withoutwaiting and regardless of the consequences

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Ego: Executive; directs id energies

Partially conscious and partially unconscious

Works on Reality Principle: Delays action untilit is practical and/or appropriate

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Levels of Awareness Conscious: Everything you are aware of at a

given moment

Preconscious: Material that can easily bebrought into awareness

Unconscious: Holds repressed memories and

emotions and the ids instinctual drives

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Graphic: Levels of Awareness

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Definitions: Learning is:1. a persisting change in human performance

or performance potential . . . (brought) aboutas a result of the learners interaction with theenvironment (Driscoll, 1994, pp. 8-9).

2. the relatively permanent change in apersons knowledge or behavior due toexperience (Mayer, 1982, p. 1040).

3. an enduring changein behavior, or in thecapacity to behave in a given fashion, whichresults from practice or other forms ofexperience (Shuell, 1986, p. 412).

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BehaviorismConfined to observable and measurable behavior

Classical Conditioning - Pavlov

Operant Conditioning - Skinner

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Behaviorism Classical Conditioning - Pavlov

S R

A stimulus is presentedin order to get a response:

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Behaviorism Classical Conditioning - Pavlov

S US

UR

CS US

CR

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Behaviorism Operant Conditioning - Skinner

The response is made first,then reinforcement follows.

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Behaviorism Learning is defined by the outward expression of new

behaviors

Focuses solely on observable behaviors

A biological basis for learning

Learning is context-independent

Classical & Operant Conditioning

Reflexes (Pavlovs Dogs) Feedback/Reinforcement (Skinners Pigeon Box)

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WE DONT SEE THINGS AS THEY ARE, WE

SEE THINGS AS WE ARE.

-PERCEPTION

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Perception

The study of perception is concerned with identifying the process

through which we interpret and organize sensory information toproduce our conscious experience of objects and object relationship.

Perception is the process of receiving information about and making

sense of the world around us. It involves deciding which information tonotice, how to categorize this information and how to interpret itwithin the framework of existing knowledge.

A process by which individuals organize and interpret their sensory

impressions in order to give meaning to their environment.

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The Perceptual Process1. Sensation

An individuals ability todetect stimuli in the

immediate environment.2. Selection

The process a person usesto eliminate some of the

stimuli that have beensensed and to retainothers for furtherprocessing.

3. Organization

The process of placingselected perceptualstimuli into aframework for storage.

4.Translation

The stage of theperceptual process at

which stimuli areinterpreted and givenmeaning.

P t l P

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Receiving Stimuli(External & Internal)

Selecting StimuliExternal factors : Nature,

Location,Size,contrast,Movement,repetition,similarity

Internal factors : Learning,

needs,age,Interest,

OrganizingFigure Background ,Perceptual Grouping( similarity, proximity,closure, continuity)

ResponseCovert: Attitudes ,

Motivation,Feeling

Overt: Behavior

Perceptual Process

InterpretingAttribution ,Stereotyping,Halo Effect, Projection

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Factors influencing perception

A number of factors operate to shape and sometimes

distort perception. These factors can reside in theperceiver,

in the object or target being perceived or in the context of

the situation in which the perception is made.

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Factors influencing Perception

Factors in the perceiver Attitudes Motives Interests Experience Expectations

Perception

Factors in the Target Novelty

Motion Sounds Size Background Proximity Similarity

Factors in the situation Time Work Setting Social Setting

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PERCEPTUAL ERRORS

Selective Perception :

People selectively interpret what they see on the basis of their

interests, background, experience and attitudes.

Halo Effect :

Drawing a general impressions about an individual on the basis of a

single characteristics.

Attribution : When people give cause and effect explanation to

the observed behavior.

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Contrast Effect :

Evaluation of a persons characteristics that are effected by comparisons

with other people recently encountered who rank higher or lower on the

same characteristics.

Projection :

Attributing one's own characteristics to other people.

Stereotyping :

Judging someone on the basis of ones perception of the group to which that

persons belongs.

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What is an attitude?A learned predisposition to respond to an object or a

class of objects in a consistently favorable orunfavorable way.

Attitudes are Pervasive.

Attitudes are Invisible.

Attitudes are Acquired.Attitudes are situation-related.

Attitudes affect behavior.

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Functions of Attitudes Utilitarian function

Ego-defensive function

Knowledge function

Value-expressive function

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SOURCES OF ATTITUDES

DIRECT PERSONAL EXPERIENCE

ASSOCIATION

SOCIAL LEARNING

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FORMATION OF ATTITUDES PSYCHOLOGICAL FACTORS

FAMILY FACTORS

SOCIAL FACTORS

ORGANIZATIONAL FACTORS

ECONOMIC FACTORS

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COGNITIVE DISSONANCE Proposed by LEON FESTINGER IN 1950

CD Refers to any incompatibility that an individualmight perceive between >=2 of his attitudes orbehavior.

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JOB-RELATED ATTITUDESJOB SATISFACTION

JOB INVOLVEMENT

ORGANIZATIONAL COMMITMENT

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How do we form attitudes? Three different paths to attitude formation:

Attitudes are created by first creating beliefs.

Consumer beliefs are the knowledge that a consumer hasabout objects, their attributes, and the benefits provided bythe objects.

Consumer beliefs are created by processing information--

cognitive learning.

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Forming Attitudes, continued Attitudes are created directly.

Behavioral learning

Mere exposure

Attitudes are created by first creating behaviors.

Consumers respond to strong situational or environmentalforces, and after engaging in the behavior, form attitudes

about the experience.

Tri component Model of Attitude

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Tri-component Model of Attitude

formation

Cognitive component

The knowledge and perceptions that are acquired bya combination of direct experience with the attitudeobject and related information from various sources.

Affective component

The emotions or feelings associate with a particularproduct or brand.

Conative component The likelihood or tendency that an individual will

undertake a specific action or behave in a particularway with regard to the attitude object.