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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.
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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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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.
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Maslow's Motivation Theory
Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Maslow's Motivation Theory
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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Stress in the workplace
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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Stress in the workplace
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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Stress in the workplace
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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Stress in the workplace
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
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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Organizational commitment
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.
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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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Organizational Behavior Framework
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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Organizational Behavior Framework
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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Organizational Behavior Framework
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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Organizational Behavior Framework
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 Behavior Framework
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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Organizational Behavior Framework
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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May Allah Bless you! Ameen
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THANKS
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