APRESENTATION

ON

“Foundations of Individual Behaviour”

Made by:- SHARAD VIJ

NEERAJ RAWAT RAVI BAJAJ SHAKTI RANA

Need for Studying Individual behaviour• Organizations have grown in size and complexity• Need of employees to be proficient in various areas such as human relations , core job skills etc.• Increasingly diverse workforce in terms of social, cultural and religious backgrounds.• Huge expectations from the employers and are ready to quit the job at the slightest provocation.

HOW TO WORK WITH PEOPLE

Individual Behavior

According to Kurt Levin:

B = f(P x E) The behaviour of individuals changes

due to a variety of reasons broadly categorized as :

Individual differences Environmental influences

Individual Differences Age, sex, education etc tell us why people

behave differently in different situations

People’s behavior is a function of three main influences:

Genetic: being intelligent , being happy, being depressed.

Physiological : Brain abnormalities , differences in hormones

Learning: Includes the factors that affect our ability to think and decide how will we behave in a given situation.

Environmental InfluencesThese are divided into two

categories:

Physical : includes factors such as noise, heating, nature of job, cleanliness , ventilation etc

Social : unwritten laws of behaviour governing the conduct of employees

Individual Goals Vs Organizational demands.

• Both the Individual and the Organization enter into a kind of “Psychological Contract

• In the business environment there must be a blending of the goals of each individual and those of the organization.

• Unimaginable rewards accrue o both the individual and the organization, when individual goals are in sync with the organizational goals.

Individual Goals Vs Organizational demands. (continued)

• Managers need to help their people define their personal goals.

• Manager should try to achieve “Person-Job-fit”

MODELS OF MANRational Economic ManSocial ManOrganization ManSelf-actualization ManComplex Man

Rational Economic ManDefines a problem carefully and

would have a clear and specific goal.Tries to gather complete information.Criteria for evaluating alternatives

are known.The decision maker is rational and

uses logic to assign values, order preferences and make the decision in order to maximize the economic return to the organization.

Social ManWork is basically a social experience and

therefore, most people find satisfaction in being a member of social group.

Work group pressures and problem often dictate the manner in which a person would behave.

Willing to obey management rules till there is no conflict with the interest of work group.

To organize work in a democratic manner.

Organization manThe group is the source of

creativity.Belongingness is the ultimate

need of the individual.The application of science

achieves the goal of belongingness.

Self-actualizing ManSelf-actualizing is the final goal of any

individual.Man moves from a state of immaturity

to a state of maturity to satisfy this particular need.

Man is essentially self-motivated and does not require any external control or direction.

Conflicts between self-actualizing man and the form of organization structure are inevitable.

Complex ManMan is motivated by a variety of factors

which are complex and unpredictable.A person’s needs, aspiration, attitude

etc. will change as he begins to interact with his colleagues, organization and the environment.

There are wide variation among same organization. Such variation may be in terms of their need pattern, behavior and hence the need for direction and control.

CASE STUDY“Left Or Right”

Rajendar Kumar was a production worker at Competent Motors Limited(CML) which made components and accessories for the automotive industry. He had worked at CML for almost seven years as a welder, along with fifteen other man in the plant. All had received training in welding both on the job and through company-sponsored external programmes. They had friendly relations and got along very well with one another. They played volleyball in the playground regularly before retiring to the quarters allotted by the company canteen, cutting jokes on each other and making fun of everyone who dared to step into their privacy during lunch hour. Most of the fellows had been there for some length of time, except for two men who had joined the ranks only two months back.

Rajendar was generally considered to be the leader of the group, so it was no surprise that when the foreman of the new was transferred and his job was posted, Rajendar applied for the job and got it.

There were only four other applicants for the job, two from mechanical section and two from outside, when there was formal announcement of the appointment on a Friday afternoon, everyone in the group congratulated Rajinder. They literally carried him on their shoulders, and bought him snacks and celebrated.

On Monday morning, Rajendar joined duty as Foreman, it was company practice for all foreman to wear blue jacket and a white shirt. Each man’s coat had his name badge sewn onto the left side pocket. The company had given two pairs to Rajendar. He was proud to wear the coat to work on Monday.

People who saw him from a distance went upto him and admired the new blue coat. There was a lot of kidding around calling Rajendar as ‘Hero’, ‘Raja Babu’ and ‘Officer’ etc. One of the guys went back to his locker and returned with a long brush and acted as though he were removing dust particles on the new coat. After about five minutes of horseplay, all the men went back to work. Rajender went to his office to familiarize himself with the new job and environment.

At noon, all the men broke for Lunch and went to the canteen to eat and take a break as usual. Rajender was busy when they left but followed after them a few minutes later. He bought the food coupon, took the snacks and tea and turned to face the open canteen. On the left-side corner of the room was his old work group; on the right-hand side of the canteen sat all the other formen in the plant--- all in their smart blue coats.

At that point of time, silence descended on the canteen. Both the groups looked at Rajendar anxiously, waiting to see which group he would choose to eat with.

At noon, all the men broke for Lunch and went to the canteen to eat and take a break as usual. Rajender was busy when they left but followed after them a few minutes later. He bought the food coupon, took the snacks and tea and turned to face the open canteen. On the left-side corner of the room was his old work group; on the right-hand side of the canteen sat all the other formen in the plant--- all in their smart blue coats.

At that point of time, silence descended on the canteen. Both the groups looked at Rajendar anxiously, waiting to see which group he would choose to eat with.