OB DEFINITION

KETH DAVIS
Organization behaviour is the study and
application of knowledge about how people
act within organition.it relates to other system
elements such as structure, technology and
the external social environment.
FRED LUTUANS

organization behaviour is directly concerned

with understanding prediction and control of the
human behaviour in the organizations.
1

Need and Importance of

Organisational Behaviour
Understanding of Self and Others
1)Individual Behavior
ii) Inter-Personal Behavior
iii) Group Behavior

2)
3)
4)
5)
6)

Motivation of Human Resources

Effective Communication
Effective Organizational Climate
Good Human Relations
Introduction of Change in the Organization

SIGNIFICANCE OF OB

Secure and comfortable environment

To help us understand and predict organizational life
To influence organizational events
To improve interpersonal relationship
To help the manager to understand the basic of
motivation
Cordial industrial relations
Innovation and diffusion of new products
Creating and learning
Important to have an effective economy in every
sector.
3

NATURE OF OB
Organization allows people jointly to
Increased specialization and derision
of labor
Use large-scale technology
Manage the external environment
Economized on transaction costs
Expert power and control
4

SCOPE OF OB
To study human behaviour in an
organization.
Individual behaviour
Interpersonal behaviour and
Organization

Groups, Teams and

Organizational Effectiveness
Group
Two or more
people who
interact with each
other to
accomplish certain
goals or meet
certain needs.

15-6

Groups, Teams and

Organizational Effectiveness
Team
A group whose members work
intensely with each other to achieve a
specific, common goal or objective.
All teams are groups but not all groups
are teams.
Teams often are difficult to form.
It takes time for members to learn how to
work together.

15-7

Groups, Teams and

Organizational Effectiveness
Two characteristics distinguish teams
from groups
Intensity with which team members
work together
Presence of a specific, overriding team
goal or objective

15-8

Groups and Teams as

Performance Enhancers
Advantage of synergy
People working in a group are able to
produce more outputs than would have
been produced if each person had
worked separately

15-9

Groups and Teams as

Performance Enhancers
Factors that contribute to synergy
Ability of group members to bounce
ideas off one another
To correct one anothers mistakes
To bring a diverse knowledge base to
bear on a problem
To accomplish work that is too vast for
any one individual to achieve

15-10

Groups and Teams as

Performance Enhancers
To take advantage of the potential for
synergy, managers need to make
sure groups are composed of
members who have complementary
skills and knowledge
relevant to the
groups work

15-11

Groups and Teams Contributions to

Organizational Effectiveness

Figure 15.1

15-12

Groups and Teams and

Responsiveness to
Customers

Responsiveness to Customers
Difficult to achieve given the many
constraints.
Safety issues, regulations, costs.

Cross-functional teams can provide the

wide variety of skills needed to meet
customer demands.
Teams consist of members of different
departments.

15-13

Teams and Innovation

Innovation
The creative development of new
products, new technologies, new
services, or new organizational structures
Individuals rarely possess the wide variety of
skills needed for successful innovation.
Team members can uncover each others
flaws and balance each others strengths and
weaknesses
Managers should empower the team and
make it accountable for the innovation
process.
15-14

Groups and Teams as

Motivators
Members of groups, and particularly
teams, are often better motivated
and satisfied than individuals.
Team members are more motivated and
satisfied than if they were working alone.
Team members can see the effect of
their contribution to achieving team and
organizational goals.
Teams provide needed social interaction
and help employees cope with workrelated stressors.
15-15

The Types of Groups and Teams in

Organizations

Figure 15.2

15-16

The Types of Groups and

Teams
Formal Group
A group that managers establish to
achieve organization goals.

15-17

Formal Groups
Cross-functional teams
composed of members from different
departments

Cross-cultural teams
composed of members from different
cultures or countries

15-18

The Types of Groups and

Teams
Informal Group
A group that managers or
nonmanagerial employees form to help
achieve their own goals or to meet their
own needs.

15-19

The Types of Groups and

Teams
Type of Team
Top-management
team

A group composed of the CEO, the president,

and the heads of the most important
departments

Research and
development team

A team whose members have the expertise

and experience needed to develop new
products

Command groups

A group composed of subordinates who

report to the same supervisor, also called a
department or unit,

Task forces

A committee of managers or nonmanagerial

employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an ad hoc
committee
15-20

The Types of Groups and

Teams
Type of Team
Self-managed work
team

A group of employees who supervise their

own activities and monitor the quality of the
goods and services they provide.

Virtual team

A team whose members rarely or never meet

face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.

Friendship group

An informal group composed of employees

who enjoy each others company and
socialize with each other.

Interest group

An informal group composed of employees

seeking to achieve a common goal related to
their membership in an organization.
15-21

Self-Managed Work Teams

Keys to effective self managed
teams:
Give the team enough responsibility and
autonomy to be self-managing.
The teams task should be complex enough
to include many different steps.
Select members carefully for their
diversity, skills, and enthusiasm.
Managers should guide and coach, not
supervise.
Determine training needs and be sure it is
provided.
15-22

Virtual Teams
A team whose members rarely
meet face-to-face
Interact by using various forms of
information technology
Email, computer networks,
telephone, fax, and
videoconferences

15-23

Friendship Groups
An informal group composed of
employees who enjoy one anothers
company and
socialize with
one another

15-24

Interest Groups
An informal group of employees
seeking to achieve a common goal
related to their membership in an
organization

15-25

Group Size
Advantage of small groups
Interact more with each other and easier
to coordinate their efforts
More motivated, satisfied, and
committed
Easier to share information
Better able to see the importance of
their personal contributions

15-26

Group Size
Advantages of large groups
More resources at their disposal to
achieve group goals
Enables managers to obtain division of
labor advantages

15-27

Group Size
Disadvantages of large groups
Problem of communication and
coordination
Lower level of motivation
Members might not think their efforts
are really needed

15-28

Group Tasks
Group tasks impact how a group
interacts.
Task interdependence shows how the
work of one member impacts another;
as interdependence rises, members
must work more closely together.

15-29

Definition of Conflict
Two essential concepts in any conflict
Divergent views and
Incompatibility of those views

Hostility occurs when an individual or

group actively strives for a particular
outcome precluding others preferred
outcome.
Leaders need to manage conflict to
reduce or prevent hostility.
30

Effects of Organizational
Conflict
Hostile conflict can result in:
Psychological
withdrawal--alienation,
apathy, and indifference.
Physical
withdrawalabsence,
tardiness, and turnover.

Conflict can create a downward spiral in

organizational health (See Figure 10.1).
Effective conflict management can lead
to improved organizational health (See
Figure 10.2).
31

A Process View of Conflict

Kenneth Thomas identified four parts of conflict that occur in a
sequence of episodes:

Frustrationcaused by someones action.

Conceptualizationdefining issues and seeking
alternative responses.
Behaviordictated by ones desire to satisfy the
others concerns resulting in cooperation (or not),
and by ones desire to satisfy his/her own concerns
resulting in assertiveness (or not).
Interaction of the parties follows.

Outcomeif negative, can have long-term effects

on relationships and the organization.
32

Levels and Types

of Conflict
Intra organization conflict
Conflict that occurs within an organization
At interfaces of organization functions
Can occur along the vertical and horizontal
dimensions of the organization
Vertical conflict:
between managers and
subordinates
Horizontal conflict: between departments and
work groups

33

Cont...
Intragroup conflict
Conflict among members of a group
Early stages of group development
Ways of doing tasks or reaching group's
goals

Intergroup conflict: between two

or more groups

34

Cont...
Interpersonal conflict
Between two or more people
Differences in views about what should
be done
Efforts to get more resources
Differences in orientation to work and
time in different parts of an organization

35

Cont...
Intrapersonal conflict
Occurs within an individual
Threat to a persons values
Feeling of unfair treatment
Multiple and contradictory sources of
socialization
Related to the Theory of Cognitive
Dissonance (Chapter 5) and negative
inequity (Chapter 8)
36

Cont...
Inter organization conflict
Between two or more organizations
Not competition
Examples: suppliers and distributors,
especially with the close links now
possible

37

Ethical Issues in
Conflict in Organizations
Tolerance for conflict
Manager with a high tolerance for conflict;
keeps conflict levels too high for
subordinates
Should such managers reveal their
intentions about desired conflict levels?
Full disclosure: subordinates could leave
the group if conflict levels became
dysfunctionally stressful
Ethical question applies equally to newly
hired employees
38

Cont....
Deliberately increasing conflict is an effort
to guide behavior in a desired direction
Subtle methods of increasing conflict (forming
heterogeneous groups) connote manipulation
Full disclosure: manager states his intention
to use conflict to generate ideas and
innovation
If people are free to join a group or not, the
ethical issue likely subsides

39

Cont.....
Experiencing intrapersonal conflict
Requests to act against one's moral values
Observing behavior that one considers
unethical

Reduce intrapersonal conflict

Report unethical acts
Transfer to another part of the organization
Quit

40

Cont.....
Different cultures
values on conflict

place

different

Optimal conflict levels vary among

countries
Lower levels conflict in collectivistic
countries than individualistic countries

41

Introduction to Group
Dynamics
Normative' View
Set of Techniques View
Internal Nature of Group
View

Features of Group
Dynamics

Perception
Motivation
Group Goals
Group Organization
Interdependency
Interaction
Entity

Important Concepts
Associated with Group
Dynamics.

Norms
Status
Cohesion
Conformity
Groupthink

PERCEPTION
According to Kolasa, "Perception is selection
and organization of material which stems from
the outside environment at one time or the other
to pro-vide the meaningful entity we experience".
According to S.P. Robbins, "Perception may be
defined as a process by which individuals
organize and interpret their sensory impressions
in order to give meaning to their environment".
According to Joseph Reitz, "Perception
includes all those processes by which an
individual receives information about his
environment seeing, hearing, feeling, tasting,
and smelling".

Nature /Features of
Perception
Perception is an Intellectual
Process
Perception is a Cognitive or
Psychological Process
Perception is a Subjective
Process

Importance of Perception
Facilitates Understanding of
Human Behavior:
Helps in Behavior Prediction
Determination of Needs
Effective Subordinate Dealing

Factors Influencing
Perception
Characteristics of the Perceiver
(Internal Factors)
Characteristics of the Target or
Perceived (External Factors)
Characteristics of the situation

Characteristics of the
Perceiver (Internal Factors)

Needs and Motives

Self-concept
Beliefs
Past Experience
Current Psychological State
Expectations

Characteristics of the
Target or Perceived
(External Factors)

Size
Intensity
Frequency
Status
Contrast
3) Characteristics of the
Situation

PERSONALITY
Personality can e described as how he understands and
views himself, and his pattern of inner and outer measurable
traits.Eg: We find in our day-to-day life that some people
are quiet and passive, while others are loud and aggressive
in their behaviours.
Personality can be defined as the sum total of ways in which
an individual reacts and interacts with others and
environment. In other words, personality is an organized
behavior of an individual to react to a given stimulus in a
set manner. This is most often in the form of consistent
response to environmental stimuli.

Different Personality Types

-A B and C

Human behavior is not only a complex subject to understand, but it

is also cursed with the element of unpredictability. Every one tries to
fathom what the next guy is thinking about or how he or she will act
in a certain environment such as the work place.
The advances in the field of psychology and the deeper
understanding of the psyche of men, too, have come up with
personality types A B C D. People in a work place such as an office
or factory, can be grouped under any one of the personality types
a,b,c, based on the their behavior and personality traits as follows. If
the world is full of people of personality types A B C only, then it
will be a very bleak place to live in. You will be extremely lucky to
find a true specimen of the personality type A B C as described
below.
Read
more
on personality
traits
list.

Personality Type A
The individuals that come under personality type A are of a highly
independent nature. These are the bulldozers in the personality types a, b, c.
Their ambition to leave their mark in the world singles them out from the rest.
They are self driven and know the importance of goal setting,
positive thinking and motivation. If you are interested in studying one of the
specimens of personality type A, choose one from the ranks of business
leadership. They are competitive in nature, in fact they thrive on it as if it is
the fuel of their life. They are well known for their sharpness in getting to the
heart of the matter in no-nonsense and blunt terms. Individuals of personality
type A are risk takers which characterize an entrepreneurial spirit or mind.
They do have the ability to put on the veil of practicality to solve a problem as
and when required. You will find that open minded individuals of personality
type A are the ones who welcome changes in technology and practices and
who don't baulk under the requirements and necessity of change and success.

Personality Type B
These people can be described as the "bombers" among the personality types A, B and C.
These characters are extroverts to the soles of their boots and think that life is nothing but
getting under the spotlight and spell binding the rest. Individuals that fall under the
personality type B are human magnets that can attract the attention of the rest in a
gathering, effortlessly. This make their type seem special among the various other
personalities. These individuals have a very engaging personality and when it comes to
conversations they are as sleek as eels. Individuals of personality type B are the people
who can sell a fridge to an Eskimo who, after the sale, thanks all his departed ancestors
and the snowman for bestowing the honor of buying something from this wonderful man.
Because of their ability to get tuned in with the people, others find them a fountain of
entertainment and charisma. Turn and focus your microscope to sales and marketing or to
those people in the field of entertainment and you will find them in no time (aren't they in
the limelight too?). Persons of personality type B thrive on the interaction with the rest.
Your act of ignoring them or their efforts is as good as you sticking a knife in their back,
for them. Not being able to to attract your attention or making you sway to their tune, will
hurt these people.

Personality Type C
The apt term to describe these individuals in personality types A, B and C is
"seekers". If you are searching for a promising heir to your microscope, you can
choose any person of personality type C. These are introverts who are interested
in details which separates them from the rest of the types in personality types A,
B, C. They could turn heaven and hell upside down or inside-out, depending on
their mood, to find the detail or fact they are interested in, before taking it to
pieces in order to restart the process. These people tend to shrink from social or
human interaction. Arranging facts (these include women and their behavior,
how foolish!) around them, in logical order is what drives these people to no end.
This type of a person can live with an individual of personality type B, as
happily as a meditative pound of matter with an outgoing, bubbling, jesting and
noisy pound of antimatter. Yes, personality type C is as exactly opposite of the
personality type B as an electron with the left spin is the antithesis of the one
with the right spin. You can find specimens of personality type C personified in
accountants, computer programmers etc. These people find it difficult to get out
of their shell and communicate with other people, but are tigers when it comes to
numbers and logic. Reservedness is a mark of personality type C and they are
cautious, too. Risk taking is not a very attractive option for these people who
tend not to venture into something until they have gone over all the facts with a
fine toothed comb.

Personality Type D
These gentlemen really believe in inertia which they have
no shortage of. These people prefer to stick to the trodden
paths and established routines over the uncertainty of
change. You will find, don't train your microscope or
binoculars on a stage bathed under a a flood of spotlight, a
true specimen of this type are people engaged as clerks.
These are followers of the spent actions and executors of the
direct commands. You will find them doing their best not to
stretch their neck out when it comes to taking responsibility
and risk. With the help of professionals in the field of
personality development and through sheer power of
self motivation or self improvement, these individuals can
overcome their handicap to some extent.

FACTORS INFLUENCING
PERSONALITY
1)BIOLOGICAL FACTORS
Heredity
Physical Features
Brain Stimulation

2) Cultural Factors
3) Family: and Social Factor
i) Socialization Process
ii) Identification Process

Home Environment
Family Members
Social Groups

4) Situational Factors

ATTITUDE
Definition
A pre disposition or a tendency to respond positively or
negatively towards a certain
idea, object, person,
or
situation.
Attitude influences an individual's choice of action, and responses to
challenges, incentives, and rewards (together called stimuli).
According to Bern, "Attitudes are likes and dislikes".
According to Engel, "Attitudes are an overall evaluation that allows
one to respond in a consistently favorable or unfavorable manner
with respect to a given object or alternative".
According to Allport, "Attitude is learned predispositions to
respond to an object or class of object in a consistently favorable or
unfavorable way".
A definition of attitude popularized by cognitively oriented social
psychologists is, "an enduring organization of motivational,
emotional, perceptual, and cognitive process with respect to some
aspect of the individual's world".

Characteristics of Attitudes
I) Attitudes have an Object
2)Attitudes have Direction
i) Direction
ii) Degree
iii) Intensity

3)Attitudes have Structure

4)Attitudes are Learned

COMPONENTS OF ATTITUDE
Cognitive component
Affective component
Behavioural/conative component

FORMATION OF ATTITUDES
Direct experience
Social learning
Family
Peer groups and society
Models

Learning attitudes from observation involves the

following four processes.
Attention: attention must be focused on model
Retention: What was observed from the model must
be retained.
Reproduction: Behaviour must be practiced again and
again.
Motivation: the learner must be motivated to learn
from the model.

FACTORS INFLUENCING
ATTITUDE FORMATION

1. Group factors
a. Reference group
b. Family
c. Social factors

2. Personality factors
a. Psychological factors
3. Organizational factors

4. Economic factors

5. Political factors

VALUES
Values that a person has are one of the
major forces shaping behavior.
Values are convictions and a framework of
philosophy of an individual on the basis of
which he judges what is good or bad,
desirable or undesirable, ethical or
unethical.
Rokeach has defined values as Global
beliefs that guide actions and judgments
across a variety of situations.

CHARACTERISTICS OF
VALUE

Part of culture
Learned responses
Inculcated
Social phenomenon
Grafting responses
Adaptive process

TYPES OF VALUES
There are two basic types of values namely
( i) Terminal values
(ii) Instrumental values
Terminal values reflect what a person is ultimately
striving to achieve. ( E.g family security, selfrespect).
Instrumental values reflect the way to achieving
goals. ( E.g ) honesty, helpfulness, forgiving
nature.

ALLPORTs
CLASSIFICATION
Allport and his associates have categorized values
into six major types as follows:
a. Theoritical: This shows high importance on the
discovery of truth through reasoning and systematic
thinking.
Economic: Emphasis on usefulness and
practicability, including the accumulation of wealth.
Aesthetic: places the top most importance on
beauty, form and artistic harmony.
Social: Accords the highest value in people and
human relationship.
Political: Assigns importance to the acquisition of
power and influence.
Religious: Have concernwith the unity of experience
and understanding of the cosmos as a whole.

GRAVES CLASSIFICATION
Graves has classified various personal values
into five categories. These are:
Existentialism: Orientation of behaviour
congruent with existing realities.
Conformistic: Orientation towards
achievement of material beliefs through control
over physical resources.
Sociocentric: Orientation with getting people.
Tribalastic: Orientation towards safety by
submitting to power.
Egocentric: Orientation to survival and power.

ENGLANDS
CLASSIFICATION
England has classified personal values into two
categories:

Pragmatic: A pragmatic is one who takes a
pragmatic view of the situation which is
stereotyped; he opts for concepts and actions
which appear to him as important and
successful irrespective of good or bad.

Moralist: A moralist is one who is guided by the
ethical considerations of right or wrong, honest
or dishonest.

FACTORS IN VALUE
FORMATION

Value forming institutions

Organizational values
Peers and Colleagues
Work and career
Professional codes