Ch Muhammad Irfan +92-345-4426176 2015

PRESTON UNIVERSITY

Ch Muhammad Irfan +92-345-4426176

+92-345-4426176 Skype id: ch.irfan786

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01/04/2015

The study of the way people interact within groups. Normally this study is applied in an attempt to create

more efficient business organizations. The central idea of the study of organizational behavior is that a

scientific approach can be applied to the management of workers. Organizational behavior theories are used

for human resource purposes to maximize the output from individual group members.

Ch Muhammad Irfan +92-345-4426176 2015

Important Questions of Organizational Behavior-I

By Professor

Muhammad Hussnain

Managerial Roles, Skills and Functions

Challenges & Opportunities for OB

Major Behavior Science discipline to OB

Diversity Management Strategies at work place strategies

Dimensions of Intellectual abilities

Biographical characteristics

Major Job Attitudes

Job Satisfaction

Moods, Emotions, Affects

Emotional Intelligence

Emotional labor

Personality

Instrumental and Terminal Values

Common short cuts to judging others

Big Five personality traits

Factors that influence perceptions

Self Efficacy theory

Motivation and Equity theories

Job characteristics model

Motivates to employees

Ch Muhammad Irfan

+92-345-4426176

Ch Muhammad Irfan +92-345-4426176 2015

Topic: What is intellectual Ability, and how is it relevant to OB? Ability refers to an individual’s capacity to perform the various tasks in a job. An individual’s overall abilities are essentially made up of the following factors: 1. Intellectual Abilities, and 2. Physical Abilities. Intellectual ability commonly refers to the ability measured by performance on an intelligence test. It is also sometimes used in the situation of discussing the performance of someone in an academic or real world setting. Intellectual Abilities are those that are needed to perform mental activities usually involving thinking and reasoning. Mental activities can be measured by intelligent quotient (IQ) tests that are designed to ascertain one’s general mental abilities. Some familiar examples of such tests are Common Admission Tests (CAT), Management programs admission tests (GMAT), law (LSAT), and medical (MCAT), etc. Usually these tests try to measure and evaluate one’s mental abilities on various academic areas pertaining to the success in the relevant courses, such as mathematics, English, General knowledge etc. It is believed that there are a few different dimensions of mental abilities. Some of the most frequently cited dimensions of intellectual capacities are: Number Aptitude (Mathematics), Verbal Comprehension (English), Perceptual Speed, Reasoning, Deductive Reasoning, Spatial Visualization and Memory. Generally speaking, the more information processing is required in a job, the more general intelligence and verbal abilities will be necessary to perform the job successfully. Of course, a high IQ is not a prerequisite for all. In Fact, for many jobs in which employee behavior is highly routine and there are little or no opportunities to exercise discretion, a high IQ may be unrelated to performance. On the other hand, a careful review of the evidence demonstrates that tests that assess verbal, numerical, spatial, and perceptual ability are valid predictors of job proficiency at all levels of jobs. Therefore, tests measure specific dimensions of intelligence have been found to be strong predictors of future job performance.

Relevance of Intellectual Ability to OB Organizational behavior is traditionally considered as the study of human behavior in the work place. Employee performance is enhanced when an employee and position are well matched—what we call a high ability–job fit. If we focus only on the employee’s abilities or the ability requirements of the job, we ignore the fact that employee performance depends on the interaction of the two. What predictions can we make when the fit is poor? If employees lack the required abilities, they are likely to fail. If you’re hired as a word processor and you can’t meet the jobs basic keyboard typing requirements, your performance is going to be poor in spite of your positive attitude or your high level of motivation. When an employee has abilities that far exceed the requirements of the job, our predictions would be very different. The employee’s performance may be adequate, but it may be accompanied by organizational inefficiencies and possible declines in employee satisfaction because the employee is frustrated by the limitations of the job. Additionally, given that pay tends to reflect the highest skill level that employees possess, if an employee’s abilities far exceed those necessary to do the job, management will be paying more than it needs to pay. In a nutshell, an employee’s job specifications should be in line with his intellectual abilities. That way, he’ll be able to execute his duties excellently and effortlessly, as well as obtaining maximum job satisfaction.

Dimensions of Intellectual Ability: Intellectual Ability:

1. Intellectual abilities are abilities needed to perform mental activities like, thinking, reasoning, problem solving etc.

2. Smart people generally earn more money & attain higher levels of education. 3. Tests such as SAT, CAT, GMAT etc. are designed to ascertain a person’s general intellectual abilities.

Ch Muhammad Irfan +92-345-4426176 2015

Followings are the dimensions of intellectual ability: Number Aptitude:

Ability to do speedy and accurate arithmetic.

Verbal Comprehension: Ability to understand what is read or heard and the relationship of words to each other.

Perceptual Speed: Ability to identify visual similarities & differences, quickly & accurately.

Inductive Reasoning: Ability to identify a logical sequence in a problem & then solve a problem.

Deductive Reasoning: Ability to use logic & assess the implications of an argument.

Spatial Visualization: Ability to imagine how an object would look if its position in space would change.

Memory: Ability to retain and recall past experiences.

PHYSICAL ABILITIES: The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.

Nine Physical Abilities: Dynamic Strength:

Ability to exert muscular force repeatedly or continuously over time. Trunk Strength:

Ability to exert muscular strength using the trunk muscle. Static Strength:

Ability to apply force against external objects. Explosive Strength:

Ability to expend a maximum amount of energy in one or a series of explosive acts. Extent Flexibility:

Ability to move the trunk and back muscles as far as possible. Dynamic Flexibility:

Ability to make rapid, repeated flexing movements. Body Coordination:

Ability to coordinate the simultaneous actions of different parts of the body Balance:

Ability to maintain equilibrium despite forces pulling off balance. Stamina: Ability to continue maximum effort requiring prolonged effort over time.

Forms of Diversity at work place/ Level of diversity: Surface Level Diversity: Difference in easily perceived characteristics, such as gender, race, ethnicity, age or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes.

Deep Level Diversity: Differences in values, personality, and work preferences that become progressively more important for determining similarly as people get to know one another better.

Age

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At any given time, there may be three or four generations at work. That is, people whose ages could make them grandparents, parents and children if they were related, all bring different experiences, World views and strengths to the modern workplace. Also, many people delay retirement and stay in the workforce longer.

Religious People of all faiths -- and of no organized religious faith at all -- clock in workday mornings. Religious diversity in the workplace can have a particular set of challenges. For example, someone may want to not participate in a mandatory company event that has religious overtones. In another case, a worker who has exhausted all personal days may want to take a day off for a holiday that is central to his religion but not recognized by the company.

Racial/Ethnic People of color have always been a part of the U.S. workforce, even if they were not treated fairly as such. Blacks, Asians, Native Americans and Latinos all played early roles in developing various industries. Now, they are more widely hired in professional, service, corporate and public places of employment.

Disability The U.S. government encourages the hiring of people with physical, mental or emotional disabilities through federal laws and by making funding available to companies to employ these workers. Even so-called invisible disabilities, such as depression, dyslexia and fibromyalgia, require workplaces to provide reasonable accommodations. These accommodations help workers adequately perform their duties without lowering performance expectations or standards.

How to Manage Diversity in a Workplace: Diversity in the workplace means bringing together people of different cultural backgrounds, religions and age groups into a cohesive and productive unit. Advances in communication technology, such as the Internet and cellular phones, have made the marketplace a more global concept. In order to survive, a company needs to be able to manage and utilize its diverse workplace effectively. Managing diversity in the workplace should be a part of the culture of the entire organization.

Step 1 Confirm that all of your personnel policies from hiring to promotions and raises are based on employee performance. Avoid allowing tenure, ethnic background or any other kind of category into your human resources policies. Managing a diverse workplace begins with strong policies of equality from the company. Once these policies are in place, the company can begin implementing diversity measures throughout the entire organization.

Step 2 Rate the qualifications of the candidate based on the quality of his experience, not age or any other category, when hiring. When you hire a diverse but qualified workforce, you are on the right track towards being able to manage the diversity in your company.

Step 3 Encourage diversity when creating teams and special work groups within the company. If a manager creates a work group that does not utilize the skills of the most qualified employees, then insists that the group be changed to include all qualified staff members.

Step 4

Ch Muhammad Irfan +92-345-4426176 2015

Treat complaints of favoritism or discrimination seriously. Encourage employees to report all instances of discriminatory behavior, and have a definitive process in place for investigating and dealing with these issues.

Step 5 Hold quarterly trainings for the entire staff on the benefits of diversity in the workplace. Encourage discussions at these meetings on how the company can better manage workplace diversity.

Cultural Diversity Training & Education in the Workplace: Or how organizations manage cultural diversity effectively. Employers that invest in cultural diversity training can benefit from improved employee relations as well as an enhanced ability to interact and manage employees from several perspectives.

Ethics: Business ethics is a matter of moral values and has a direct effect on how different cultures treat one another in the workplace. Diversity training can help employers and employees identify the values that are important in supporting cultural differences.

Customer Service: Cultural diversity training and education is important to support the customer service efforts of an organization. Providing quality customer service across many cultures requires a solid understanding of what different cultures consider appropriate behavior.

Supervisor Training: Supervisors are in a position where they have to manage the diverse perspectives of workers and customers. Managers are obligated to treat their people equally, but sometimes fall short of communicating effectively with individuals from diverse backgrounds or experiences. Training that focuses on managing a diverse workforce will help supervisors connect with all team members and include every worker in the activities that support the company from Bottom line to end.

Employee Training: Cultural diversity training can help employees improve their performance by creating a workplace free of judgments and stereotypes. Although employees may have certain opinions about their co-workers, diversity training will help employees recognize the behaviors that could possibly create a hostile or uncomfortable work environment.

Multi-Cultural Workforce: Finding common ground in an environment rich with varying opinions and perspectives can be challenging to some employees. Education initiatives that teach employees how to succeed and perform optimally across a multi-cultural workforce can directly support diversity efforts in the workplace. Diversity education encourages thoughtfulness and consideration between co-workers of different nationalities and backgrounds.

Implementing Diversity Management Strategies: Having a diverse workplace can help improve productivity and create a synergetic environment. The combination of different cultures, experiences and ideas can enhance the workplace environment and help drive creativity. Unfortunately, the downside of a diverse workplace is the possibility of culture clashes and misunderstandings due to disparate thinking. Management must adopt creative strategies to effectively handle workplace diversity. Effective management is the key to unlocking the synergy that a diverse workplace provides.

Ch Muhammad Irfan +92-345-4426176 2015

The Hiring Process: Building diversity into the hiring process is an important component of a strategic management plan. A company's hiring policy should incorporate federal Equal Employment Opportunity guidelines. This is a starting point for ensuring that hiring procedures effectively encourage a diverse applicant pool. Going above and beyond federal guidelines is an effective strategy for building diversity.

Education: It's not sufficient to simply put up a few posters regarding diversity in the workplace or to update the employee manual. An effective strategy incorporates diversity training in the workplace. Before starting training, however, managers should meet and decide on key areas to focus on and discuss what they expect to achieve. There are many companies that provide speakers and corporate presentations on diversity, so businesses don't have to rely on their in-house Human Resources departments. Of course, training is just a part of the overall strategy, and points covered during the training should be reinforced in office policies and procedures. Mission statements and core values should also reflect a company’s diversity strategy.

Policy Review: While company policies in general tend to be all-inclusive, ensuring the same treatment for all, this doesn't always contribute to encouraging diversity. To embrace a more diverse workplace, companies must review polices on holidays, time off and employee communication. While most companies acknowledge standard holidays, a company that wants to embrace the diversity in its workforce will recognize various religious holidays and allow for more flexible leave for employees to celebrate them. Also, while most office communications may be in Standard English, those with a more diverse workforce may need to come up with different ways to communicate to employees who speak other languages. This ensures that the messages are properly conveyed to all employees. This also shows employees that the company is actively supportive of a diverse workforce.

Long Term Strategies: As we move toward a more global economy the need for workplace diversity grows. In the future diversity in the workplace may be required for companies that want to be competitive, because diverse ideas help create new solutions to help overcome obstacles. To take advantage of the synergy that diversity brings to the workplace, companies must develop long term goals and strategies.

Chapter No: 001

What is organizational Behavior?

TOPIC: EFFECTIVE VERSUS SUCCESSFUL MANAGERIAL ACTIVITES: Luthans (1988), on the basis of his study, found that all managers engage in four managerial activities.

Traditional management: This activity consists of planning, decision making, and controlling. The average manager spent 32 percent of his or her time performing this activity, whereas successful managers spend 13% and effective managers spend 13% of their time in this activity.

Communication:

This activity consists of exchanging routine information and processing paperwork. The average manager spent 29 percent of his or her time performing this activity while successful manager spends 28% and effective

Ch Muhammad Irfan +92-345-4426176 2015

managers spend 44% of their time in this activity.

Human resource management:

This activity consists of motivating, disciplining, managing conflict, staffing, and training. The average manager spent 20 percent of his or her time performing this activity, while successful manager spends 11% and effective managers spend 26% of their time in this activity.

Networking: This activity involves socializing, politicking, and interacting with outsiders. The average manager spent 19 percent of his or her time performing this activity; while successful manager spends 48% and successful manages spend 11% of their time in this activity. It was found that successful managers spent more time and effort in socializing, interacting and networking. They did not spend much time to the traditional management activities or to the human resource management activities (Luthans, 1988).

Topic: Challenges and Opportunities for OB: Following are the challenges & opportunities of the OB:

Responding to Globalization: Globalization can be described as a process by which the people of the world are unified into a single

society. This process is a combination of economic, technological and political forces.

Managing work-force diversity: The organizations are becoming more diverse in terms of gender, race, age, national origin and other diverse groups. Diversity, if positively managed, can increase creativity and innovation and also improve decision making. If not managed properly, then there is a potential for higher turn-over, difficult communication and interpersonal conflicts.

Improving Quality & Productivity: Quality Management is the stable achievement of customer satisfaction through the continuous

improvement of organizational processes.

Responding to the coming labor shortage: In times of labor shortage, managers will need sophisticated recruitment and retention strategies.

Improving Customer Service: OB can contribute to improving an organization's performance by showing managers how employee

attitudes and behaviors are associated with customer satisfaction.

Improving People Skills: Ability to explain and guess the behavior of people at work is important for managerial effectiveness.

Improving Ethical Behavior: Situations in which individuals are required to define right and wrong conduct.

Coping with Temporariness: Workers need to update their knowledge and skills continually to perform new job requirements.

Managers must learn to live with flexibility, artlessness and unpredictability.

Ch Muhammad Irfan +92-345-4426176 2015

Topic: How organizational behavior can respond the globalization:

Responding to Globalization: Globalization can be described as a process by which the people of the world are unified into a single

society. This process is a combination of economic, technological and political forces.

Managing work-force diversity: The organizations are becoming more diverse in terms of gender, race, age, national origin and other diverse groups. Diversity, if positively managed, can increase creativity and innovation and also improve decision making. If not managed properly, then there is a potential for higher turn-over, difficult communication and interpersonal conflicts.

Increased foreign Assignment: If you are manager you are increasingly likely to find yourself in a foreign assignment transferred to your

employer’s operating division or subsidiary in another country. Once there you will have to manage a

workforce very different in needs.

Working with people of different cultures: Even in your own country you will find yourself working with bosses, peers and other employees born and

raised in different cultures. What motivates your but not motivate them. To work effectively with people from

different cultures you will have to understand their culture values.

Overseeing movement of jobs to countries with low cost labor: It’s increasingly difficult for managers in advanced managers in advanced nations. Where minimum wages are

typically $6 or more an hour to compete against firms that relay on workers from china and other developing

nations where labor is available for 30 cents an hour. That’s why most of developed countries establish their

production units in developing countries for low cost labor.

Topic: Managers function, roles & Skills: Following are the functions of managers:

– Planning: Planning is primary function of management. It is process of thinking in advance the future course of actions.

It involves what to do, when to do, where to do and by whom it is to be done.

– Organizing:

Organizing is process of dividing work into duties, grouping of these duties in the form of positions and

grouping of these positions in the form of departments.

– Staffing: Staffing involves manning the positions created by the organizing process. Hiring right kind of people and

develop them for well being of organization.

– Directing: Directing is called management in action. It is concerned with commanding the people at work for

achievement of desired organizational goals.

– Controlling:

Ch Muhammad Irfan +92-345-4426176 2015

Controlling is process of seeing whether the activities have been performed according to the plans or not. It is

checking actual performance against the agreed or given standards.

Following are the roles and skills of mangers: – Interpersonal role:

The roles in this category involve providing information and ideas.

Figurehead

Leader

Liaison

– Informational Role: The roles in this category involve processing information.

Monitor

Disseminator

Spokesperson

– Decisional Role: The roles in this category involve using information.

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Technical Skills: Technical skills are the skills necessary to accomplish or understand the specific kind of work being done in an

organization. Technical skills are especially important for first line managers. These managers spend most of

their time training subordinates and answering question about work related problems. They must know how

to perform tasks assigned to those they supervise if they are to be effective managers.

Interpersonal Skills: Managers spend considerable time interacting with people both inside and outside the organization. For

obvious reasons then the manager also needs interpersonal skills- the ability to communicate with,

understand and motivate both individuals and groups.

Conceptual Skills: Conceptual skills depend on the manager’s ability to think in the abstract. Managers need the mental capacity

to understand the overall working of the organization and its environment, to grasp how all the part of the

organization fit together, and view the organization in a holistic manner. This allows them to think

strategically, to see the ‘big picture’, and to make broad based decisions that serve the overall organization.

Human Skills: The ability to work with, understand, and motivate other people, both individually and in groups.

Topic: Identify the Major Behavioral Science Disciplines That Contribute to OB

Ch Muhammad Irfan +92-345-4426176 2015

Organizational behavior is an applied behavioral science that is built upon contributions from a

number of behavioral disciplines:

Psychology

Social psychology

Sociology

Anthropology

Psychology: Psychology seeks to measure, explain, and

sometimes change the behavior of humans and

other animals.

Social Psychology: Social psychology blends the concepts of psychology and sociology.

Sociology: Sociology studies people in relation to their social environment or culture.

Anthropology: Anthropology is the study of societies to learn about human beings and their activities.

Ch Muhammad Irfan +92-345-4426176 2015

What Is Job Satisfaction? Job satisfaction refers to the general attitude of employees towards their jobs.

When the attitude of an employee towards his or her job is positive, there exists job satisfaction. Dis-

satisfaction exists when the attitude is negative.

Determinants of Job Satisfaction:

Organizational Factors:

1) Salaries and Wages

2) Promotion Chances

3) Equitable Rewards

Personal Factors:

1) Age

2) Level of Education

Work Environmental Factors:

1) Supervisions

2) Work Groups

3) Working conditions

Theories of Job Satisfaction:

Herzberg’s Motivator-Hygiene Theory:

Every worker has two sets of needs or requirements: motivator needs and hygiene needs.

Motivator needs refers to the achievement, recognition, responsibility etc., the presence of which

causes satisfaction but their absence does not result in dissatisfaction.

Hygiene needs are associated with the salary, working conditions, job security etc., the absence of

which causes dissatisfaction but their presence does not result in job satisfaction.

The Discrepancy Model:

To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This

“ideal job” could be

What one thinks the job should be like

What one expected the job to be like

What one wants from a job

What one’s former job was like

The Steady-State Theory

Each worker has a typical or characteristic level of job satisfaction, called the steady state or

equilibrium level.

Ch Muhammad Irfan +92-345-4426176 2015

Different situational factors or events at work may move a worker temporarily from this steady state,

but the worker will eventually return to his or her equilibrium level.

Consequences of Job Satisfaction:

Performance: Satisfied workers are only slightly more likely to perform at a higher level than

dissatisfied workers.

Absenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers.

Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers

Topic: Major Job Attitudes and how it affects organization

Major Job Attitudes:

Organizational commitment:

The degree to which an employee identifies with a particular organization

and its goals and wishes to maintain membership in the organization.

DIMENSIONS:

Affective commitment: An emotional attachment to an organization and a belief in its values.

Continuance commitment: the perceived economic value of remaining with an organization compared with

leaving it.

Normative commitment: An obligation to remain with an organization for moral or ethical reasons.

Job Involvement:

The degree, to which a person identifies with a job, actively participates in it, and considers

performance important to self-worth.

Perceived Organizational Support:

The degree to which employees believe an organization values their

contribution and cares about their well-being.

Employee Engagement:

An individual’s involvement with, satisfaction with, and interest for the work he or

she does.

Job Satisfaction:

A positive feeling about one’s job resulting from an evaluation of its characteristics or an

individual’s emotional response to work or workplace.

Measurement of job Satisfaction: Two measures:

Global Rating– an individual’s response to the question, that is, how satisfied he is with job

Summation score of job facets.

Topic: Explain basic moods with diagram of structure of moods? There are dozens of emotions , including anger, contempt, interest, envy, fear, frustration, disappointment,

embarrassment, disgust, happiness, hate, hope, jealousy, joy, love, pride, surprise, and sadness. Numerous

researchers have tried to limit them to a fundamental set. But some argue that it makes no sense to think in terms of “basic” emotions because even emotions we rarely

experience, such as shock, can have a powerful effect on us.

Ch Muhammad Irfan +92-345-4426176 2015

The Basic Moods: Positive and Negative Affect One way to classify emotions is by whether they are positive or negative.

Positive emotions—such as joy and gratitude—express a favorable evaluation or feeling.

Negative emotions—such as anger or guilt—express the opposite.

Keep in mind that emotions can’t be neutral. Being neutral is being none motional.

When we group emotions into positive and negative categories, they become mood states because we are

now looking at them more generally instead of isolating one particular emotion.

Nervous is a pure marker of high negative affect; relaxed is a pure marker of low negative effect. Finally, some

Emotions—such as contentment (a mixture of high positive affect and low negative affect) and sadness (a

mixture of low positive affect and high negative affect)—are in between. You’ll notice this model does not

include all emotions. Some, such as surprise, don’t fit well because they’re not as clearly positive or negative.

More will be cleared by Diagram:

Topic: How affect, Emotions and moods are intertwined: The Basic Moods: Positive and Negative Affect

1) AFFECTS It is generic term that covers a broad range of feelings that people experience. It

encompasses both emotions and moods.

2) EMOTIONS Intense feelings that are directed at someone or something.

3) MOODS Feelings that tend to be less intense than emotions and that lack a contextual stimulus.

Ch Muhammad Irfan +92-345-4426176 2015

Topic: What are personalities Determinants explain in detail? Personality can be described as: the collective qualities, characteristics, disposition and values of a person

which distinguish him or her from others, and which will affect the manners he/she reacts toward or interacts

with other people and his /her environment.

A person’s personality should be seen as on-going development process.

Every person has a different personality and set of traits.

DETERMINANTS OF PERSONALITY: BIOLOGICAL FACTORS

CULTURAL FACTORS

SOCIAL FACTORS

SITUATIONAL FACTORS

BIOLOGICAL FACTORS:

BIOLOGICAL FACTORS Brain is one of the most important factors of personality determinant. It is generally

believed that the father and the child adopt almost the same type of brain stimulation and the later

differences are the result of the environment in which the child has been grown up.

PHYSICAL FACTORS One of the most important factors in determining personality is the ‘Physical Characteristics’ of an individual.

It is believed that this factor plays a vital role in determining one’s behavior in any organization. Physical

features may involve the height of a person (short or tall), his color (white or black), his health status (fat or

skinny) and his beauty (handsome or ugly).

Ch Muhammad Irfan +92-345-4426176 2015

These factors are involved when interacting with any other person and thus contribute in the personality

development in many ways.

Heredity (Genetics) Factors Last, but not the least, the heredity factors play a very important role as the major determinants and factors of

personality. Heredity factors are the ones that are determined at the time of conception. These factors not

only affect the physical features of a person, but the intelligence level, attentiveness, gender, temperament,

various inherited diseases and energy level, all get affected by them.

The example of how heredity factors determine such a huge and significant part of an individual’s personality

can easily be observed in children. Many children behave exactly how their parents do. Similarly, twin siblings

also have a lot of things in common.

Social Factors Social factors also play a vital role in determining one’s personality. The things that revolve and evolve around

us on a regular basis determine our personality. The society that we live in, the cultural environment that we

face daily, the community we get interacted to, all are included in this factor. Relationships, co-ordination, co-

operation, interaction, environment in the family, organizations, workplaces, communities, societies all

contribute in way or another as personality determinants.

Cultural & Religious Factors The culture in which one life in that may involve traditional practices, norms, customs, procedures, rules and

regulations, precedents and values, all are important determinants of personality.

Moreover, the creed, religion and believes are also very important factors of personality determinants.

Topic : The Big Five Personality Model or Personality Traits Definition: The characteristics which are exhibited in a large number of situations are called personality

traits.

The traits could help in employee selection, matching people to jobs, and in guiding carrier development

decisions.

Extraversion The extraversion dimension captures our comfort level with relationships. Extraverts tend to be gregarious,

assertive, and sociable. Introverts tend to be reserved, timid, and quiet.

Agreeableness (Consideration) The agreeableness dimension refers to an individual’s propensity to defer to others. Highly agreeable people

are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and

antagonistic.

Conscientiousness (Attention to detail) The conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible,

organized, dependable, and persistent. Those who score low on this dimension are easily distracted,

disorganized, and unreliable.

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Emotional stability The emotional stability dimension—often labeled by its converse, neuroticism—taps a person’s ability to

withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those

with high negative scores tend to be nervous, anxious, depressed, and insecure.

Openness to experience The openness to experience dimension addresses range of interests and fascination with novelty. Extremely

open people are creative, curious, and artistically sensitive. Those at the other end of the category are

conventional and find comfort in the familiar.

OR Traits of the Big Five personality test Human resources professionals often use the Big Five personality dimensions to help place employees. That is

because these dimensions are considered to be the underlying traits that make up an individual’s overall

personality. The Big Five traits are Openness, Conscientiousness, Extroversion, Agreeableness,

and Neuroticism or OCEAN:

Openness People who like to learn new things and enjoy new experiences usually score high in openness. Openness

includes traits like being insightful and imaginative and having a wide variety of interests.

Conscientiousness People that have a high degree of conscientiousness are reliable and prompt. Traits include being organized,

methodic, and thorough.

Extraversion Extraverts get their energy from interacting with others, while introverts get their energy from within

themselves. Extraversion includes the traits of energetic, fluent, and self-confident.

Agreeableness These individuals are friendly, cooperative, and concerned. People with low agreeableness may be more far-

off. Traits include being kind, affectionate, and sympathetic.

Neuroticism Neuroticism is also sometimes called Emotional Stability. This element relates to one’s emotional stability and

degree of negative emotions. People that score high on neuroticism often experience emotional instability

and negative emotions. Traits include being moody and tense.

Topic: What are the main components of attitudes explain in

detail:

Ch Muhammad Irfan +92-345-4426176 2015

Attitude can be described as a tendency to react positively or negatively to a person or circumstances. Thus

the two main elements of attitude are this tendency or predisposition and the direction of this predisposition.

Following are the main components of attitudes: Experts have pointed out three basic components of attitude. These are:

Emotional : Emotional components include the feelings of a person about and object. These

feeling could be positive, negative or neutral. While customer service representative displays positive feelings,

a police officer or a bill collector would exhibit negative feelings. Similarly while discharging administrative

duties public servants are required to show neutral feelings.

Informational : The beliefs and information that the individual has about the object are the

informational component of attitude. Here it makes little difference if the information is correct or incorrect.

Behavioural: These components of attitude consist of a tendency of an individual to behave in a

particular way towards and object. Only this component of attitude is visible as the other two can only be

inferred.

Topic:Difference between Mood and Emotion Mood and emotion are words that are used interchangeably. Both emotion and mood are related to each

other that makes the distinction a bit hard.

One of the main differences between mood and emotion can be seen in the expression. Mood is something a

person may not express whereas emotions may be expressed. Another difference is that moods may last

longer than the emotions.

Emotions are aroused in people by some specific objects or situations. On the other hand, moods are not

created in someone because of any specific object or any particular situation. For example, if a person gets

angry, he expresses that emotion towards someone. If a person is in a sad mood, he cannot express it to

others. The concept that emotion is object- based has been proven even during Aristotle’s times.

Mood may for a long period whereas emotions only last for the time being. An anger or happiness pertains to

the time it is felt. On the other hand, sadness or any other mood is something that can be felt for many days.

When compared to moods, emotions are more extreme.

Summary

1. Mood is something a person may not express whereas emotions may be expressed.

2. Mood may last for a long period whereas emotions may last only for the time being.

3. Emotions are aroused in people by some specific objects or situations. On the other hand, moods are not

created in someone because of any specific object or any particular situation.

4. If a person gets angry, he expresses that emotion towards someone. If a person is in a sad mood, he cannot

express it to others.

5. When compared to moods, emotions are more extreme.

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6. Emotion is a word that has been derived from the French emouvoir.

7. Mood is a word that is derived from the Old English word of Mod, which represented military courage.

Topic: What is Emotional Intelligence (EQ)? For most people, emotional intelligence (EQ) is more important than one’s intelligence (IQ) in attaining

success in their lives and careers. As individuals our success and the success of the profession today depend on

our ability to read other people’s signals and react appropriately to them. Your EQ is the level of your ability to understand other people, what motivates them and how to work

cooperatively with them,” says Howard Gardner, the influential Harvard theorist. Five major categories of

emotional intelligence skills are recognized by researchers in this area.

Understanding the Five Categories of Emotional Intelligence (EQ)

Self-awareness The ability to recognize an emotion as it “happens” is the key to your EQ.

Developing self-awareness requires tuning in to your true feelings. If you evaluate your emotions, you can

manage them.

Self-regulation You often have little control over when you experience emotions. You can, however, have some say in how

long an emotion will last by using a number of techniques to alleviate negative emotions such as anger,

anxiety or depression. A few of these techniques include recasting a situation in a more positive light, taking a

long walk and consideration or prayer.

Motivation To motivate you for any achievement requires clear goals and a positive attitude. Although you may have a

tendency to either a positive or a negative attitude, you can with effort and practice learn to think more

positively. If you catch negative thoughts as they occur, you can reframe them in more positive terms — which

will help you achieve your goals.

Empathy The ability to recognize how people feel is important to success in your life and career The more skillful you

are at discerning the feelings behind others’ signal the better you can control the signals you send them.

Social skills The development of good interpersonal skills is tantamount to success in your life and career. In today’s

always-connected world, everyone has immediate access to technical knowledge. Thus, “people skills” are

even more important now because you must possess a high EQ to better understand, empathize and

negotiate with others in a global economy.

Topic: What is perception and factors that influence / affect the perception.

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PERCEPTION: A process by which individuals organize and interpret their sensory impressions in order to give

meaning to their environment

Factors that influence perception

Factors in the Perceiver Attitudes

Motives

Interests Experience

Expectations

For Example if you expect Police officers to be convincing, young people to be lazy, or politicians to be

dishonest, you may perceive them as such, regardless of what they may actually be.

Factors in the situation Time

Work setting

Social setting

For Example at a nightclub on Saturday night, you might not notice a young man “dressed to the nines”. Yet

that same person dressed in the same manner in the afternoon O.B. class would warrant a lot of attention.

Factors in the target Novelty

Motion

Sounds

Size

Backgrounds

Proximity

Similarity

For Example we have a tendency to group close or similar things together. We often perceive women, men,

whites, African Americans, Asians, or members of any other group as alike in other, unrelated ways as well.

Topic: Explain what self efficacy theory is According to Albert Bandura, self-efficacy is "the belief in one’s capabilities to organize and execute the

courses of action required to manage prospective situations." In other words, self-efficacy is a person’s belief

in his or her ability to succeed in a particular situation. Bandura described these beliefs as determinants of

how people think, behave, and feel (1994).

According to Bandura, there are four major sources of self-efficacy.

Mastery Experiences "The most effective way of developing a strong sense of efficacy is through mastery experiences," Bandura

explained. Performing a task successfully strengthen our sense of self-efficacy. However, failing to sufficiently

deal with a task or challenge can undermine and weaken self-efficacy.

Social Modelling Witnessing other people successfully completing a task is another important source of self-efficacy. According

to Bandura, "Seeing people similar to oneself succeed by sustained effort raises observers' beliefs that they

too possess the capabilities master comparable activities to succeed."

Social Persuasion

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Bandura also assert that people could be persuaded to believe that they have the skills and capabilities to

succeed. Consider a time when someone said something positive and encouraging that helped you achieve a

goal. Getting verbal encouragement from others helps people overcome self-doubt and instead focus on

giving their best effort to the task at hand.

Psychological Responses Our own responses and emotional reactions to situations also play an important role in self-efficacy.

Moods, emotional states, physical reactions, and stress levels can all impact how a person feels about their

personal abilities in a particular situation. A person who becomes extremely nervous before speaking in public

may develop a weak sense of self-efficacy in these situations.

Total: What is creativity? What is three components model of creativity? Explain.

Creativity:

Creativity is defined as the tendency to generate or recognize ideas, alternatives, or

possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves

and others.

Three- Component Model of Creativity:

Expertise the foundation for all creative work. Film writer, producer, and director Quentin Tarantino

spent his youth working in a video rental store, where he built up an encyclopedic knowledge of

movies. The potential for creativity is enhanced when individuals have abilities, knowledge,

proficiencies, and similar expertise in their field of endeavor. You wouldn’t expect someone with

minimal knowledge of programming to be very creative as software engineer.

The second component is creative thinking skills. This encompasses personality characteristics

associated with creativity, the ability to use analogies, and the talent to see the familiar in a different

light.

Creative people often love their work, to the point of seeming obsession. The final component in the

three component model creativity is intrinsic task motivation. This is the desire to work on something

because it’s interesting, involving, exciting, satisfying, or personally challenging. It’s what turns

creativity potential into actual creative ideas.

Topic: What are some of component decision biases or errors that people make?

Explain.

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Following are the errors of

Common Biases and Errors in Decision Making

Overconfidence Bias Believing too much in our own ability to make good decisions. Especially when

outside of own expertise.

Anchoring Bias Using early, first received information as the basis for making subsequent judgments.

Confirmation Bias Selecting and using only facts that support our decision.

Availability Bias Emphasizing information that is most readily at hand

--- Recent --- Vivid Copyright

Escalation of Commitment Increasing commitment to a decision in spite of evidence that it is wrong especially if responsible for the

decision perhaps they have invested too much time, resources, energy. Determined to prove they were right.

Representative Bias

Mixing apples with oranges Assessing the likelihood of an occurrence by trying to match it with a preexisting category using only

the facts that support our decision.

Hindsight Bias Looking back, once the outcome has occurred, and believing that you accurately

predicted the outcome of an event

Winner’s Curse Highest bidder pays too much.

Likelihood of “winner’s curse” increases with the number of people in auction.

Topic: What are contemporary theories of motivation?

Motivation: The processes that account for an individual’s intensity, direction, and persistence of effort toward

attaining a goal

Following are the contemporary theories of motivation:

Self-Determination Theory People prefer to feel they have control their actions, so anything that makes a previously enjoyed

task feel more like an obligation than a freely chosen activity will undermine motivation much research

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focused on Cognitive Evaluation Theory, which hypothesizes that extra rewards will reduce inherent interest in

task.

Goal-Setting Theory Do your best vs. Goal setting

Intentions to work toward a goal are a major source of work motivation.

Factors influence the goals: feedback, goal commitment, task characteristics and national

culture.

Self-Efficacy Theory An individual’s belief that he/she is capable of performing task

Four ways self-efficacy can be increased

Enactive mastery

Vicarious modeling

Verbal persuasion

Arousal

Reinforcement Theory Reinforcement conditions behavior.

People learn to behave to get something they want or to avoid something they don’t want.

Behaviorism: people learn to associate stimulus and response, but their conscious awareness of this

association is irrelevant.

Social-learning theory Behavior is a function of consequences.

Intentional processes

Retention processes

Motor reproduction processes

Reinforcement processes

Equity Theory/Organizational Justice Individuals compare their job inputs and outputs with those of others and then respond to eliminate

any inequities.

Four referent comparisons: self-inside/ outside, other inside/outside.

Expectancy Theory Strength of a tendency to act in a certain way depends on the strength of our

expectancy of a given outcome and its attractiveness.

Topic: Three Key Elements of motivation: Motivation is not that hard to achieve and initiate.

However, successful motivation is not that easy. Whether you want to motivate yourself to achieve something

better, or you want to motivate someone else, there are three key elements that you should take care of.

These three key elements of successful motivation are:

1. Intensity

2. Direction

3. Persistence

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If any of the above 3 elements is missing, motivation will fail, so all of them are equally important. Let’s discuss

each of these three key elements one by one.

Intensity: During the motivation process, a person tries to achieve a certain goal. Intensity is a key element that refers to

the dedication and hard-work that is put into that process. Successful motivation is significantly dependent on

how hard a person tries to achieve his goal. Sometimes, being motivated is just not enough;

being really motivated is.

The intensity of motivation is greatly dependent on your goals and rewards. If you really want something, the

intensity of motivation will be high. This is where picking the right motive out of the many different types of

motives becomes such a crucial factor.

Direction: Assume that you have to put a bed into your bedroom and you are trying really hard to do that by putting all

your energy into it. The only problem is that you are pulling the bed towards the kitchen, not the bedroom. I

don’t think you would be doing a very good job, would you?

The point is that intensity and hard-work does not always guarantee success – especially in the case of

motivation. Direction is also an equally important element of successful motivation. The quality and direction

of your motivational efforts should be well-channeled, if you are to achieve your goals.

If you are motivating yourself, you need to be very clear in your goals and rewards. Moreover, you should also

believe in what you are trying to achieve. On the other hand, if you are trying to motivate someone else, you

should direct your motivational efforts to trigger the right emotions, so you can make the entire process more

effective and well-directed.

Persistence: The last key element of successful motivation is that motivation should be long and persistent enough to

achieve the desired results. It is simply not enough if you are working hard and in the right direction, if you do

not do it for long enough. Therefore, the third key element of successful motivation is persistence, which is a

measure of how long a person is motivated.

If the persistence is long enough – along with the intensity and right direction – the goal will be achieved.

During the motivation process, the individual has to be completely determined and committed to his

objective. Constantly reminding yourself of why you set your goal in the first place is a good technique to stay

devoted and persistent to your task.

Topic: How emotions and moods predict our selection process? In this article we are confining our discussion of emotions and moods by considering their specific application

to OB. In this article, we assess how an understanding of emotions and moods can improve our ability to

explain and predict the selection process in organizations, decision making, creativity motivation, leadership,

interpersonal conflict, negotiation, customer service, job attitudes and deviant workplace behaviors. We also

look at how managers can influence our moods.

Selection:

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One implication from the evidence to date on Emotional Intelligence (EI) is that

employers should consider it a factor in hiring employees, especially in jobs that demand a high degree of

social interaction. In fact, more and more employers are starting to use EI measures to hire people. A study of

US Air Force recruiters showed that top performing recruiters exhibited high levels of EI. Using these findings,

the Air Force revamped its selection criteria, a follow up investigation found that future hires who had high EI

scores were 2.6 times more successful than those who didn’t. By using EI in selection, the Air Force was able to

cut turnover rates among new recruiters in one year by more than 90 percent and save nearly $3 million in

hiring and training costs. At L’Oreal, salespersons selected on EI scores outsold those hired using the

company’s old selection procedure. On an annual basis, salespeople selected on the basis of emotional

competence sold $91,370 more than other salespeople did, for a net revenue increase of $ 2,558,360.

Creativity: People who are in good moods are more creative than people in bad moods, say some

researchers. They produce more ideas, others think their ideas are original, and they tend to identify more

creative options to problems.

It seems that people who are experiencing positive moods or emotions are more flexible and open in their

thinking, which may explain why they’re more creative. Supervisors should actively try to keep employees

happy because this will create more good moods. Employees like their leaders to encourage them and provide

positive feedback on a job well done, which in turn leads people to be more creative.

Motivation: Motivation theories propose that individual’s are motivated to the extent that their behavior is expected to

lead to desired outcomes. The employee essentially trades effort for pay, security promotions, and so forth.

But as the Affective Events theory demonstrated, people aren’t cold, feeling machines. Their perceptions and

calculations of work events are filled with emotional content that significantly influences how much effort

they exert. Moreover, when see people who are highly motivated in their jobs they’re emotionally committed.

People who are engaged in their work become physically, cognitively, and emotionally immersed in the

experience of activity in the pursuit of a goal.

Leadership: The ability to lead others is fundamental quality that organizations look for in employees.

Corporate executives know that emotional content is critical if employees are to buy into their vision of their

company’s future and accept change. When higher-ups offer new visions especially when the visions contain

distant or vague goals, it is often difficult for employees to accept those visions and the changes they’ll bring.

So when effectively leaders want to implement significant changes they rely on the emotion framing and

Topic: Adams’ Equity Theory Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level,

tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition,

and so on).

Understanding the Theory

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Adams' Equity Theory is named for John Stacey Adams, a workplace and

behavioral psychologist, who developed his job motivation theory in 1963. Much like many of the more

prevalent theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory ),

Adams' Equity Theory acknowledges that slight and variable factors affect an employee's assessment and

perception of their relationship with their work and their employer.

The theory is built-on the belief that employees become de-motivated, both in relation to their job and their

employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to

respond to this is different ways, including de-motivation (generally to the extent the employee perceives the

disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in more

extreme cases, perhaps even disruptive.

How to Apply the Adams' Equity Theory It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job

satisfaction, motivation level, etc., and what can be done to promote higher levels of each.

To do this, consider the balance or imbalance that currently exists between your employee's inputs and

outputs, as follows:

Inputs typically include:

Effort.

Loyalty.

Hard work.

Commitment.

Skill.

Ability.

Adaptability.

Flexibility.

Tolerance.

Determination.

Enthusiasm.

Trust in superiors.

Support of colleagues.

Personal sacrifice.

Outputs typically include:

Financial rewards (such as salary, benefits,

perks).

Intangibles that typically include:

Recognition.

Reputation.

Responsibility.

Sense of achievement.

Praise.

Stimulus.

Sense of advancement/growth.

Job security.

While obviously many of these points can't be quantified and perfectly compared, the theory argues that

managers should seek to find a fair balance between the inputs that an employee gives, and the outputs

received.

And according to the theory, employees should be content where they perceive these to be in balance.

Topic: Write a note on Job Characteristics Model and how does it motivates

employees/ five core job dimensions? THE JOB CHARACTERISTICS MODEL (JCM) proposes that any job can be described in terms of 5 core job

dimensions:

1. Skill variety 2. Task identity

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3. Task significance

4. Autonomy

5. Feedback

Skill variety: The degree to which a job requires a variety of different activities Example:

The work of a garage owner-operator, who does electrical repairs, rebuilds engines, does bodywork, and

interacts with customer’s scores high on skill variety. The job of a body shop worker who sprays paint 8 hours

a day scores low on skill variety.

Task identity: The degree to which a job requires completion of a whole and identifiable piece of work

Example:

A cabinet maker who designs a piece of furniture, selects the wood, builds the object, and finishes it to

perfection – high task identity. Only making the legs of the table- low task identity.

Task significance: The degree to which a job has a substantial impact on the lives or work of

other people

Example:

A nurse in an I C U score high on task significance.

Autonomy: The degree to which a job provides substantial freedom and discretion to the

individual in scheduling the work and in determining the procedures to be

used in carrying it out

Feedback: The degree to which carrying out the work activities required by a job results in the individual obtaining direct

and clear information about the effectiveness of his or her performance.

How Does Motivate Employees: From a motivational standpoint, the JCM proposes that individuals obtain internal rewards when they learn

(knowledge of results) that they personally (experienced responsibility) have performed well on a task that

they care about (experienced meaningfulness). The more these 3 states are present, the greater will be

employees’ motivation, performance and satisfaction and the lower their absenteeism and likelihood of

leaving.

To be high on motivating potential, jobs must be high on at least

One of the 3 factors that lead to experienced meaningfulness and

High on both autonomy and feedback

JCM is strongly supported by evidence.

Topic: How can flexible benefits motivate employees?

JCM

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Flexible benefits: A benefits plan that allows each employee to put together a benefits package individually modified to

his or her own needs and situation.

Three popular types are:

1Modular plans.

2. Core-plus plans.

3. Flexible spending accounts.

Modular Plan: Modular plans are predesigned packages or modules of benefits, each of which meets the needs of

specific groups of employees.

A module designed for single employees with no dependents might include only essential benefits.

A module designed for single parents might have additional life insurance, disability insurance and

expanded health coverage.

Core – Plus Plans: Core-plus plans consist of a CORE of essential benefits and a menu like selection of others from which

employees can select.

Typically, each employee is given benefit credits, which allow the “purchase” of additional benefits that

uniquely meet his or her needs.

Flexible Spending Plan: Flexible spending plans allow employees to set aside pretax money up to the amount offered in the

plan to pay for particular benefits, such as healthcare premiums.

Take home pay is increased as taxes are not levied on the money spent on these heads.

Common Shortcuts for judging others:

Following are the common shortcuts to judge others

Selective Perception

People selectively interpret what they see on the basis of their interests, background,

experience, and attitudes.

Halo Effect

Drawing a general impression about an individual on the basis of a single characteristic

Contrast Effects

Evaluation of a person’s characteristics that are affected 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 one’s perception of the group to which that person

belongs.

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Specific Applications in Organizations for judging others:

Employment Interview

Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants.

Performance Expectations

The lower or higher performance of employees reflects preconceived leader expectations

about employee capabilities.

Ethnic Profiling

A form of stereotyping in which a group of individuals is singled out—typically on the basis

of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.

Performance Evaluations

Appraisals are often the subjective (judgmental) perceptions of appraisers of another

employee’s job performance.

Topic: Emotional Labor Emotional Labor: Effort, planning and control needed to express organizationally desired emotions during interpersonal

transactions.

Emotional labor higher when job requires:

frequent and long duration display of emotions

displaying a variety of emotions

displaying more intense emotions

Emotional Labor Challenges Difficult to display expected emotions accurately, and to hide true emotions

Emotional dissonance

Conflict between true and required emotions

Potentially stressful with surface acting

Less stress through deep acting

Emotional Labor across Cultures Some cultures expect people to display a neutral emotional demeanor, with minimal emotional

expression and monotonic voice (e.g. Korea, Japan, Austria)

Other cultures allow or encourage emotional expression, where emotions are revealed through voice

and gestures (e.g. Kuwait, Egypt, Spain, Russia)

INSTRUMENTAL VALUES and TERMINAL VALUES THE TWO TYPES OF VALUES

Values are of two types, both in the personal and organizational domains.

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INSTRUMENTAL VALUES Instrumental Values are core values, permanent in nature, comprise personal characteristics and character

traits.

Instrumental Values refer to preferable modes of behavior and include values like honesty, sincerity, ambition,

independence, obedience, courageousness, competitiveness, and also some negative traits too.

Organizations also have Instrumental Values (which can be ascertained from the organizational culture) and

these are permanent in nature and difficult to change.

For example, the instrumental values of a PSU will differ from that of an MNC though both may be in the same

business.

Instrumental Values are difficult to change.

TERMINAL VALUES In our personal lives, Terminal Values are those things that we can work towards or we think are most

important and we feel are most desirable – terminal values are desirable states of existence.

Terminal Values include things like happiness, self respect, family security, recognition, freedom, inner

harmony, comfortable life, professional excellence, etc

In a nutshell, Terminal Values signify the objectives of the life of a person – the ultimate things the

person wants to achieve through his or her behavior (the destination he wants to reach in life)

whereas Instrumental Values indicate the methods an individual would like to adopt for achieving his

life’s aim (the path he would like to take to reach his destination).This applies to organizations as well,

and organizations too exhibit Terminal Values. However, Terminal Values can be changed and this can

be seen when there is a change of top management or CEO.

WISH U

BEST OF LUCK