OSRG ion Behavior NSB 08

8/2/2019 OSRG ion Behavior NSB 08

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Organisation Behavior Organisation

Management Managed

Manager

Behavior of manager and the managed hasinfluence on management and hence on the

overall effectiveness of the organisation.


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Historical overview- paradigm shift

Agrarian economy Industrial revolution

Scientific management Taylors technical

efficiency time and motion study etc., HR movement after the depression in US

economy 1929.

Shift functional integration to achieve efficiency

and effectiveness in performance of the

organisation.


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PlanningPlanningControllingControlling

LeadingLeading OrganizingOrganizing

The FunctionsThe Functionsof Managementof Management


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The Roles of ManagementThe Roles of Management

InformationalInformationalInterpersonalInterpersonal

DecisionalDecisional


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Management functions 20th century

Plan, organise, command, command,coordinate, and control.

Modified to : planning, organizing, leading

and controlling (monitoring). What are managed?

Resources capital, human,material,

infrastructure, technology, environmental

changes, changes in government regulations,

Environment economic,social, demographic,

cultural and technological.


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The Skills ThatThe Skills ThatManagers NeedManagers Need

TechnicalTechnical

TechnicalTechnical HumanHuman

HumanHumanConceptualConceptual

ConceptualConceptual


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Managerial ActivitiesManagerial Activities

TraditionalTraditional

ManagementManagement

NetworkingNetworking

CommunicationCommunication

ManagingManagingHuman ResourcesHuman Resources


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Management / Manager rolesInterpersonal

a) Figurehead routine roles

b) Leader motivate.

c) Liaison inter-functional / outside

communication and sharing of information.

Informational

a) Monitor information and activities.

b) Disseminator transmit information to

employees.


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Management / Manager roles

Decisional. Entrepreneur: searches for opportunities and initiates

projects and actions to bring in changes.

Handling grievances / conflicts: corrective actions andhandling unexpected events which are mostly

situational,, both short and long term.

Resource creation and allocation.

Negotiation


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Management need skills Technical skills: ability to apply knowledge

and expertise to accomplish the tasks and

goals. Human skills: understand, work with and

motivate people.

Conceptual skills: ability to analyse anddiagnose complex situations and providefeasible and practical solutions in time.


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Managerial activities

Traditional management

Decision making, planning and controlling

Communication

Information dissemination to the needy- right

info in right perspective to right people in righttime.

Human resource management

Motivating, disciplining, managing conflict,

staffing, and training. Networking.

interacting, and socializing formal andinformal.


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OB PROCESS-

PROBLEM PREVENTION

UNDERSTANDING PROBLEM: Which variables are important?

How strong are they?

How do they interact?

Prediction:

What patterns of behavior are existing?

What is the cause and effect relationship?

What solutions are possible? What solutions are possible?

Which variable can be influenced?

How can they be influenced?


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Definitions of OB

Study of human behavior as individual, in groups in anyorganisation

OB is the knowledge source of human behavior to be

identified to improve organisational effectiveness

Understanding, prediction and control of human behavior in

organisations.

Investigative study of impact of Individual, Groups and

structure and culture of organisations have impact on theeffectiveness.INTERACTION

I E O


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Understanding

UnderstandingOrganizational BehaviorOrganizational Behavior

IndividualIndividualDifferencesDifferences

FundamentalFundamentalConsistenciesConsistencies

IntuitionIntuitionSystematicSystematic

StudyStudy


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PERSONALITY

PERCEPTION

LERNING

ATTITUDE AND VALUESMOTIVATION

GROUP DYNAMICS

LEADERSHIP

POWER & POLITICSCOMMUNCATION

CONFLICT

ORGANISTIONS CULTURE

HR policiess &practicesWork stress

Organisation change &

Development

Individual

behavior

group

behavior

organisationfactors

ORGANISATION

EFFECTIVENESS


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Levels of OB AnalysisLevels of OB Analysis

Individuals Groups

Structures


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Equation Evolved

Performance = Individual attributes X

Work effort X

Organisational support.


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Scope of OB STUDY OF INTER PERSONAL

BEHAVIOR

INTRAPERSONAL BEHAVIOR

ORANISATION STRUCTURE

CULTURE, CHANGES , AND CHANGE

MANAGEMENT

INTERNATIONAL OB


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APPROACHES TO OB

HR APPROACH SUPPORTIVE

CONTINGENCY SITUATIONAL

PRODUCTIVITY RESOURCE OPTIMISATION &EFFECTIVE DEPLOYMENT

SYSTEM APPROACH ENTIRE ORGANISATION


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The Study of Organizational BehaviorThe Study of Organizational Behavior

IndividualIndividual

GroupGroup

OrganizationOrganization

Study ofStudy of

OrganizationalOrganizational

BehaviorBehavior

Social PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology


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Contributing disciplines to OB Psychology: seeks to measure, explain and change

behavior of humans. Helps in understanding individualbehavior learning, perception, personality, emotions,trainability, leadership, motivational forces, decisionmaking, attitude, which helps in selection, work design,

job allocation, performance appraisal, training and

development, and in some cases cessation. Sociology:helps in understanding group behaviors.

Social psychology: change management andadaptability of the individuals and the group of

individuals in the organisation. Anthropology: cultures and environments.

Political science: influence of politicalenvironment on individual and group behavior.


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The variables

Unlike scientific theories, and mathematical

formulae, OB study at best could developmodels with situational variables and

contingency variables. This means that

organisational situations vary and undercertain given conditions the models could

be applied.


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TheTheDependentDependentVariablesVariables

ProductivityProductivity

AbsenteeismAbsenteeism

Job SatisfactionJob Satisfaction


CitizenshipCitizenship

TurnoverTurnover


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Independent VariablesIndependent Variables

Individual Group Organization

Biographical Traits

Personality

Values & Attitudes

Ability

Perception

Motivation

Individual Learning

Decision Making

Communication

Other Groups

Conflict

Power & Politics

Group Structure

Work Teams

Leadership

Decision Making

Culture

Structure

Design

Technology

Work Processes

Selection Processes

Training Programs

Appraisal Practices


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Challenges to OB study. Environmental : technology, economic, social,

political, demographic, regional,globalisation,WTO, etc.,

Work force diversity skilled, ex-defence persons, displaced,disabled, gender issues, age, temporary, contract, permanent, govt.

servants, etc.,

Improving product quality, service quality and

productivity- process re-engineering

Responding to out sourcing,

Improving people skills customer satisfaction, Empowering people:

Innovation and change

Leadership


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Challenges to OB study. Working in networked oraganisations

Balancing of employee work / life conflicts andstresses.

Improving ethical behavior.

GLOBALISATION: Virtual boundaries between countries

Adoptability

Change demand technological, cultural and sikills De-skilling

Quality and productivity demands


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IT IS THERE WE MUST ACCEPT-Individuals are different

-There is a whole person concept

-Individual behavior is caused.

-Individual has dignity

-Groups have different dynamics other than individuals

-Organisations are social systems

-Mutuality of interests purpose.-Organisations are beyond charts and charters.


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Overview of the OB ModelOverview of the OB Model

Individual LevelIndividual Level

Group LevelGroup Level

Organization Systems LevelOrganization Systems Level

Time

Level III

Level II

Level I


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Developing OB model.

Model is an abstraction of reality a simplified

representation of some real world phenomenon. Dependent variables in OB productivity,

absenteeism, effectiveness, efficiency, turnover,organisational citizenship ( owning beyond thestated job requirements voluntarily), job satisfaction.

Independent variables: provides us the answers forthe questions why low productivity, why

ineffectiveness, why job dissatisfaction, why there isfrequent turnover of employees?

Independent variables could be individual level,group level or the organisation level.


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Advantages of study of OB

Individuals understands oneself better improve IPR.

IMPROVE ATTITUDE, PERCEPTION,

LEADERSHIP, COMMUNICATION, Transactional

analysis and conflict management

Motivation individuals and groups

Maintain cordial industrial and social relationships

Consumer behavior study & suppliler behavior study Change mangement


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Responding toResponding toGlobalizationGlobalization

Working inWorking in

ForeignForeignCountriesCountries

Working withWorking with

MulticulturalMulticulturalDiversityDiversity


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Improving Qualityand Productivity

Total QualityTotal Quality


CorporateCorporate

ReengineeringReengineering


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Improving People SkillsImproving People Skills

PersonalPersonalInsightInsight

WorkplaceWorkplaceSkillsSkills

ConceptsConceptsand Theoriesand Theories


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EmpoweringEmpoweringthe Workforcethe Workforce

ManagersManagers

Are GivingAre GivingUp ControlsUp Controls

Workers AreWorkers Are

AcceptingAcceptingResponsibilityResponsibility


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Coping withCoping withTemporarinessTemporariness

The NatureThe Nature

of WorkIsof WorkIs

ChangingChanging

OrganizationsOrganizations

Are AlsoAre AlsoChangingChanging


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Stimulating Innovation

and Change

Maintaining flexibility

Improving quality

Introducing new productsand services


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ImprovingEthical Behavior

Provide in-house advisers

Create protection mechanisms

Write and distribute codes of ethics

Give seminars, workshops, & training


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Foundations of individual behavior

Biographical characteristics:

Age, gender, tenure of service in a single orgn.

Ability:

Intellectual abilities,

number aptitude, verbal comprehension, perceptual

speed- , inductive reasoning, deductive reasoning,

spatial visualisation, memory.

Physical abilities: dynamic strength, muscular strength,static strength, explosive strength, flexibility, stamina

etc.,

Ability job-fit.


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Foundations of individual behavior

Learning: any relatively permanent change in behavior that

occurs as a result of exposure and experience. Classical learning.

Operant learning.

Classical learning (reflexive) classical conditioning

Unconditional stimulus meat) and unconditional response(salivation)

Conditional stimulus bell) and conditional response(salivation).- dog-meat-bell.

Operant learning:

Operant conditioning: behavior is a function ofconsequences. Repeat behavior if reinforced, OT-pay,higher commission, behavior not repeated if not

reinforced/punished.


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Learning

People behave to get something they want or to avoid

something they dont want . Operant behavior means

voluntary /learned behavior not reflexive.

Tendency to repeat such behavior is influenced by the

reinforcement or lack of it. Creating a pleasing consequence increases the frequency of

repeated behavior responsible for that consequence.

Increased commission for increased sales target.(+ve

reinforcement) If for additional effort only a promise is given of taking care

of it during the performance appraisal.(-ve reinforcement)


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Social learning

People learn through observation and direct

experience. Learning also gets influenced by the way one

perceives the consequences of the observation and

direct experiences. Observing others, events happening around.

Learning also gets influenced:

Attention while observing Retention of what was observed

Reproduction process

Reinforcement process.


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How this helps managers?

Shaping the behavior: Reinforcing the job design with proper

remuneration and incentives.

Changing the behavior of employees. Four methods of shaping behavior:

1. Positive reinforcement

2. Negative reinforcement

3. Punishment

4. Extinction.


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Reinforcements

Continuous desired behavior is rewarded each

time it is demonstrated could lead to complacency.

Intermittent reinforcement is repeated often but

not every time. Could have better performance in

anticipation. Fixed interval fixed or consistent number of

repeated behavior.


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Individual Behavior factors influencing

Environmental

Economic

Social and cultural nomrs

Political

Demographic

Personal factors:

Education

Skill sets

Perception (internal) Attitude

vision


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Individual Behavior factors influencing

Psychological:

Personality

Perception (overall)

Values

Learning. Organisational

Structure

Culture

Leadership

Rewards

Growth opportunities


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4 models1. Rational and emotional model

2. Behaviorist and humanistic model

3. Economic and self- actualisation model

4. Theory X and theory Y


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PERCEPTION & PERSONALITY PERCEPTION IS A PROCESSOF RECEIVING,

SELECTING, ORGANISING, INTERPRETING , CHECKINGAND REACTING TO SENSORY STIMULI OR DATA.

RECEIVING :

SENSE ORGANS:

EXTERNAL FACTORS (SELECTION) NATURE, LOCATION, INTENSITY, SIZE, CONSTRAST, MOVING

OBJECTS, NOVELTY AND FAMILIARITY.

INTERNAL FACTORS:

LEARNING,(COGNITIVE), PSYCHOLOGICAL NEEDS WHAT

PERCEIVE WHATS IMPORTANT ( hunger food eating).

Age factor, self interest, paranoid highly intellectual,

highly disturbed and mentally retarded.


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Perception

Perceptual grouping:

Similarity similar shapes, sizes, colours etc.,

Proximity likeliness

Continuity no change in perception creativity lacking.

Interpretation: set of perceptions about organisation andpeople:

Attribution findings causes for good and bad events.

Stereotyping assume same perception based on sex, race,

religion, education, nationality, and occupation. Halo effect: liked (good) disliked (bad)

Perceptual defence: defends denial modify data- refusal to

change change.


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Multiple influences of perception

Situational factors:-Physical setting

-Social setting

-Organisational setting

PERCEIVER PERCEIVEDIndividualsperception

NEEDS

EXPERIENCES

VALUESATTITUDE

PERSONLITY

APPEARANCE

BEHAVIORSTATUS

INFLUENCE ON - OB

GROWTHSUPERVISION

DISCIPLILNE

PERF.AAPRAISAL

PRODUCTIVITY.


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ATTITUDE

WAY ONE COMMUNICATES

moods to others.

Way one look at things mentally (perceive).

Ones mental focus on outside world.

Magnifying situations can become a habit resulting in

exaggerated distortion f problems negativity Attitude is never static:

Is dynamic, ongoing, sensitive, perpetual process.

Make one spend mind time.

Positive attitude is not an attribute it is a developed stateof mind or mind-set (not set mind)

High expectancy result in positive attitude

PERSONALITY IS 90% ATTITUDE.


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ATTITUDE

POSITIVE ATTITUDE : TRIGGERS ENTHUSIASM

ENHANCES CREATIVITY

LIGHTENS DIFFICULT SITUATIONS.

PRICELESS POSSESSION COULD BE EASILY STOLEN WELL,

EVEN IF STOLEN CANT BE USED.

NEEDS MAINTENACE AND RENEWAL. ENVIRONMENTAL SHOCK WAVES

SELF-IMAGE PROBLEMS

NEGATIVE DRIFT.

ADJUSTMENTS:

FLIPSIDE TECHNIAUE HUMARISE

PLAY YOUR WINNERS POSITIVE FACTORS THINK, TALK,

RESWORD YOUR WINNERS.

SIMPLIFY, INSULATE, SHARE, CLARIFY YOUR MISSION.


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ATTITUDE

SOURCES OF IDENTIFICATINO OF ATTITUDE:

EVALUATIVE STETEMENTS BEHAVIOURS W.R.T.EVENTS, OBJECTS AND PEOPLE.

PRE-DISPOSITION TOWARDS ENVIRONMENT PEOPLE SERVICE, INSTIUTIONS.

BELIEFS, FEELINGSAND ACTIONS TENDENCIES OFINDIVIDUAL OR GROUP.

PREJUDICE pre conceived notions.- hatred,dislike of certain habits, behaviolr, communicatin,mannerisms, etc.,

Types job satisfaction, job involvement,

organisational commitment. OB study is concerned about individual attitude and

how it affects the above 3 needs of effectiveorganisation.

ATTITUDE


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ATTITUDE

Attitudes help to respond to an event or object

under observation and serves following functions: Utilitarian function

Ego-defence function

Value expressive function

Knowledge function.

Utilitarian (utility)

Use to avoid punishment or obtain reward.

Using attitude as means to end.

Examples:

worker blaming boss co-worker empathy.

Easy positive targets vs. difficult target customers.


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ATTITUDE

EGO DEFENCE

PROTECTION OF SELF IMAGE prejudice over

young but more capable new entrants.

Value expressive

Attitude reflects values (self-concept) freedom is value attitude of sharing, authority,

flexible, schedules, decentralisation.

Knowledge functions:

Attitude substituted for knowledge Ex: no knowledge of nuclear energy but develop an

attitude of NE being dangerous.


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Attitude and Organisation Behaviour

Cognitive dissonance

Self-fulfilling prophecy.

Cognitive dissonance FEELING OF

INCONSISTENCY IN EMOTIONS, BELIEFS AND

BEHAVIOR.

SURFACES IN-

Decisions are important

Availability of number of foregone alternatives.

Foregone alternatives have positive features.

MINIMISING EFFORTS BY INDIVIDUALS: - Seeks information that

confirms wisdom of decision.- selectively arranges info. Supporting

decisins less favourable view about foregone alternatives. downplays

negatives, magnifies positives of choice or decision.

Attit d d O i ti B h i


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Attitude and Organisation Behaviour

Self fulfilling prophecy:

Process of converting our attitudes, beliefsand experiences to reality. I am competent take challenges

I say it will happen I will make it happen.

VALUES: CORE OF PERSONLITY. CHARECTERISTIC OF AN OBJECT OR ATTRIBUTE

POSSESSED BY AN INDIVIDUAL AND IS THOUGHTDESIRABLE INTERNALISED CRITERIA BY THEINDIVIDUAL

SOCIAL REFERENCE: MORALITY, JUDGEMENT OFRIGHT OR WRONG.

PROVIDES STANDARDS OF COMPETENCE ANDMORALITY.

VALUE SYSTEM IS RELATIVELY PERMANENT ANDCHANGE RESISTENT.


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ATTITUDES AND VALUES

ATTITUDE PREDISPOSITIONS TO RESPOND

VALUES: FOCUS ON JUDGEMENT OF WHAT OUGHT TO BE.

ATTITUDE SEVERAL BELIEFS FOCUSSED ON A SPECIFIC

OBJECT OR SITUATION.

VALUES REPRESENT A SINGLE BELIEF (LOGICALLY

EVOLVED) GUIDES JUDGEMENTS. ATTITUDE: MOSTLY INDIVIDUAL CENTRIC

VALUES: SOCIAL, CULTURAL GROUP DRIVEN.


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VALUES

VALUE: interest in

Theoretical - discovery of truth throughreasoning and systematic thinking .

Economic usefulness of and practicalityincluding acquisition of wealth.

Aesthetic: beauty, form artistic harmony.

Social : people, love, concern for humanrelationships.

Political : gaining power and influence.

Religion: unity, understnding cosmos asawhole (synergy)

TERMINAL VALUESA ND INSTRUMENTALVALUES.


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TERMINAL vs INSTRUMENTAL VALUES

A comfortable life prosperous life.

An exciting life stimulating andactive life.

A sense of accomplishment lastingcontribution

A world of at peace free of war andconflicts

A world of beauty beauty of natureand arts.

Equality brotherhood, equal

opportunity for all Family security taking care of loved

ones

Freedom independence and freespace.

Ambitious

hardworking, aspiring Broadminded open

minded

Capable competent /

effective. Cheerful lighthearted,

joyful

Clean neat and tidy

Courageous standing upfor ones beliefs.

Forgiving willing to

pardon


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TERMINAL vs INSTRUMENTAL VALUES

Happiness contended

Inner harmony freedom frominner conflicts

National security security

from attack.

Self respect self esteem Social recognition admiration

True friendship trust and

companionship.

Wisdom matureunderstanding of life.

Independent self-reliant, self-

sufficient. intellectual reflective critical

thinking, logical and reasoning.

Obedient dutiful, respectful

Polite courteous, well-mannered

Responsible dependable,

reliable.

self-controlled restraint, self-discipline

Honest sincere and truthful

Imaginative daring and

creative


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Personality

Definition

organized distinctive pattern of behavior

thoughts and emotions that characterize each

individuals adaptation to the situations of his or her life

It is a persons relatively consistent way of feeling,

thinking, and behaving


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Methods to Study Personality

Psychometric Tests - Objective

administer questionnaires to groups of people

(NEO, MMPI)

There are some concerns regarding the validity

of these measures.


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Origins of Personality

Nancy Pedersen

Examined twins who were reared together

or reared apart

Can estimate the relative contribution of

genes and environment


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Origins of Personality

genetics accounted for approximately 15-

20%

shared environment accounted for approx.

25-30%


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Approaches to Personality

Trait theories

people have high or low degrees of a

characteristic

Self-concept

concerned with changes in how people viewthemselves


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Approaches to Personality

Stage theories

portray a sequence of stage-like changes

Timing of events

change is related to changes in life

circumstances


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Personality Traits

Any distinguishable, relatively enduring way inwhich one individual differs from others.

Key assumptions

based on comparisons across individuals

the behaviors making up a trait must be distinctiveenough as to avoid confusion

traits should be stable characteristics


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Five-Factor Model

Costa and McCrae

NEO-AC is a personality test designed to index 5personality traits

Neuroticism (N)

Extraversion (E) Openness to Experience (O)

Agreeableness-Antagonism (A)

Conscientiousness-Undirectedness (C)


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Neuroticism

Six facets

Anxiety

hostility

self-consciousness

depression

impulsiveness Vulnerability


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Neuroticism

high N typically results in violent and

negative emotions

this interferes with the ability to handle

problems or deal with others


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Extraversion

Six facets:

warmth

gregariousness

assertiveness

activity

excitement seeking positive emotions


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Extraversion

high E people often work in people oriented

jobs (e.g., social workers)

low E people are more task oriented (e.g.,

architects)


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Openness to Experience

Six facets:

fantasy

aesthetics

feelings

actions

ideas Values


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Openness to Experience

open people tend to be more liberal in their

values

High O people may be in occupations that

value theoretical and/or philosophical

thinking


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Six Facets

trust

straightforwardness

altruism

compliance

modesty tender-mindedness


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Antagonistic people are skeptical,

mistrustful, unsympathetic

they may manifest overt hostility

they can be skillful manipulators or

aggressive go-getters with little patience


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Conscientiousness (C)

Six Facets

deliberation

self-discipline

achievement striving

dutifulness

order Competence


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Conscientiousness (C)

High C people are hard-working, ambitious,

energetic and persevering

Low C people can be lazy, careless, late and

aimless


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Is Personality Stable?

Two methods are used to index stability

Stability of average personality

look at changes in quantity over time


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Is Personality Stable?

Stability of individual differences

look at changes in ranking over time


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Stability of the NEO-AC

Stability is indexed with correlation coefficients,which can range from -1 to +1.

Six-year stability coefficients

N .84

E .82 O .85

A .69

C .73


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Active and Passive Mastery

Examined by Neugarten

At age 40, people felt in control of their lives,viewed risk taking positively, believed they could

tackle life head-on

At age 60, viewed the environment as harmful and

threatening, and themselves as accommodating


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Locus of Control

Internal - rewards and punishments result

from own actions

External - rewards and punishments result

from the actions of others


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Locus of Control

Does locus of control change with age?

No at the overall level

Yes, for some specific abilities (cognition,

health, personal development)


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Self-concept Models

Our view of ourselves is the core of our

personality

view of self grows out of social interaction

we continue to revise and modify our self-

concept based upon our social interactions


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Identity Styles

Susan Whitbourne

ways of confronting, interpreting, and

responding to experience

self-perceptions are confirmed or revised

through two processes


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Identity Styles

Identity Assimilation

when experiences are congruent with

perceptions

Identity Accommodation

when experiences are incongruent withexpectations


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Stage Theories

Personality is thought to develop through a

series of stages

Historically, these were the first

developmental personality theories


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Stage Theories

Freud was among the first to describe a

stage theory, but stopped at adolescence

Others (Jung, Erikson) have extended these

theories into late life


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Eriksons Psychosocial Theory

The best known life-span theory of

personality development

Personality develops through a series of

programmed stages


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People experience certain crises and their

resolution results in a qualitatively different

personality characteristic


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Strengths

Studies with college students tend tosupport the main tenets

A study that examined men from Harvard,as well as men from low income areas alsoshowed longitudinal progression


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Strengths

People who failed to pass one stage, did not

go on to future stages


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Weaknesses

generally created by examining only men

additional stages have been proposed,

especially during generativity


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Weaknesses

unclear why there are large age gaps

between the latter stages

focus is only on western cultures, thereby

generalizability is not clear


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Levinsons Seasons of Life

Daniel J. Levinson

Conducted in-depth interviews with 40 men

(35 white, 5 black; different job classes)


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Levinsons Seasons of Life

Argued personality consists of a series of

transitions and stable periods

Almost all men fit this pattern

Later, women were included


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Gender Differences

They do exist, but tend to be smaller than

the differences within specific groups

Aggressiveness - men are higher

Feelings - women tend to be higher


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Gender Differences

As men and women age, these differences

tend to vanish

There is a trend towards androgyny, or a

similarity between the genders


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Jungs theory

personality is the balance between introversion

and extraversion, as well as between femininity

and masculinity

With age, the balance goes towards introversion

with age, the styles become more androgynous


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Is there a Mid-life Crisis?

Some research suggests that men go throughperiods of intense struggle

Majority of research fails to find such problems

Longitudinal study of men between 30 and 60

years found only a handful of men appeared tohave a crisis

women also showed no evidence longitudinally

Theories of personality.


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p y

Type theory

Trait theory

Psychoanalytical theory

Social learning theory

Rogers self theory

Maslows self actualisation theory.



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Type theory:

Personality as identifiable categories: Based on physique

Introverts and extroverts continuum not

discrete. Sociability

Interpersonal orientation.



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Trait theory:

Personality trait is an enduring attribute of aperson that surfaces consistently in a variety

of situations.

Intelligence Emotional stability

Aggressiveness

Creativity

Friendliness etc.,


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Psycho-analytical theory:

Focus on in-depth study of individual personalities Focus on :

Personal behavior self concept

Neurotic ills Clinical observations based on therapeutic experiences

and self analysis.

MIND more hidden than exposed.

Conscious tip of the ice-berg

Unconscious underwater exploration.



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Three levels of consciousness:

SUPER

EGO

EGO

ID

conscious

unconscious

ID inherited by birth, original personalityEGO mental images, developed to satisfy needs.

SUPER EGO preparing for perfection.

Theories of personality. Id knows no laws obeys no rules unorganised


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Id knows no laws, obeys no rules, unorganised,animalistic, primitive, no inhibitions.

Seeks pleasure to release tensions created by need.

Employs

primary process mental images of object thatremoves tension

reflex actions automatic responses to irritation- fear close the eyes, attacked, withdraw.

EGO: finds realistic solutions to needs.

Super ego: seeks perfection values, ethics,attitudes,

Id is Raw, Ego normalises and rationalises & superEgo battles to balance Id and Ego.



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Freud theory:

Impulses of Id, Restraint of Ego and Balancingconformity of Super Ego constitute personality.

Focus on psychological and phylosophical conceptions ofindividuals (satwa guna, rajo guna, tamo guna mix)

Impact of unconsciousness is more explicit on behavior.and hence personality.

Contribution of Freudian theory to OB:

CREATIVE behavior unconscious driven, free

association.Dissatisfaction: day dreaming, apathy and conflicts.

Group dynamics maturity

Leadership- influence styles and approches.



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Limitations of Psychoanalytical theory:

Hypothetical constructs Super ego is still a black box.

Overemphasis on sex and aggression.

Presumes that actions, thoughts, feelings and aspirations

are driven by instincts.

No room for free will, choice, spontaneity and self

determination.



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Social learning theory: Human behavior is learnt and

modified by further learning. Knowledge, language, attitude, values, skills, fear, self-

insight etc.,

Learning

Reinforcement experience

Observation and conclusions

Behavior proportional to situations:

Understanding of situations Past experience /action in similar situations

Observing others actions to that situations.


S i l L i Th


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Social Learning Theory:

Emphasis on situational behavior

1. competencies intellectual and skills

2. cognitive strategy info gathering and habitualselectivity for response

3. outcome expectations consequence with respect tovaried stimuli.

4. subjective value outcome expectations difference.

5. self regulatory systems- plans, goals, success definition,

etc.,6. this theory proposes: reciprocal behavior patterns.

Environmental stimuli is held superior to human nature.



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HUMANSITIC THEORY:

Roger's self theory. Behavior depends on self-perception and view

of the world and events.

Innermost nature of human nature is purposive,forward moving, constructive, realistic and

trustworthy.

Negative impulsive actions are contradicting to

nner-nature and hence not normal behavior humans are inwardly good.

Everyone wants to excel

Self actualisation motivates humans.



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Maslows self actualisation theory:

Individual is an integrated whole. Animal research is irrelevant to human behavior.

Eventually human nature is good.

Humans have creative potential.

Mental health is important

Traits influencing OB


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AUTHORITARIANISM authority, autocratic

leadership Locus of control (belief) events are within

individual control or beyond ones control.

Introversion and extroversion self driven timidity,self driven aggressiveness.

Self esteem job view satisfaction, self motivation

Risk taking risk averse, risk prone, risk pro. Job satisfaction, job involvemnt and organisation

commitment.



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Basic Motivation Concepts

Wh t I M ti ti ?


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What Is Motivation?

Direction

PersistenceIntensity

MaslowsMaslows


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Maslow sMaslow sHierarchyHierarchy

of Needsof Needs SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological

Little AmbitionLittle Ambition


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Theory XTheory XWorkersWorkers

Dislike WorkDislike Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory YTheory Y

WorkersWorkersEnjoy WorkEnjoy Work

Accept ResponsibilityAccept Responsibility

SelfSelf--DirectedDirected


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Herzbergs Two-Factor Theory

Hygiene Factors Motivational Factors

Quality of supervision

Rate of pay Company policies

Working conditions

Relations with others

Job security

Career Advancement

Personal growth

Recognition

Responsibility

Achievement

High HighJob Dissatisfaction Job Satisfaction0

Alderfers ERG TheoryAlderfers ERG Theory


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Alderfer s ERG TheoryAlderfer s ERG Theory

ExistenceExistence Growth

RelatednessRelatedness

Th ThTh Th

Th ThTh ThNeed forNeed for

Need forNeed for


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The TheoryThe Theory

of Needsof Needs

DavidDavidMcClellandMcClelland

The TheoryThe Theory

of Needsof Needs

DavidDavidMcClellandMcClelland

Need forNeed for

AchievementAchievement(nAch)(nAch)

Need forNeed for

AchievementAchievement(nAch)(nAch)

Need forNeed for

PowerPower(nPow)(nPow)

Need forNeed for

PowerPower(nPow)(nPow)

Need forNeed forAffiliationAffiliation(nAff)(nAff)

Need forNeed forAffiliationAffiliation(nAff)(nAff)


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Cognitive EvaluationCognitive Evaluation

IntrinsicMotivatorsIntrinsic

MotivatorsExtrinsic

MotivatorsExtrinsic

Motivators


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SpecificitySpecificity

ChallengeChallenge

FeedbackFeedback

ParticipationParticipation

CommitmentCommitment

Self Self--efficacyefficacy

CharacteristicsCharacteristics

CultureCulture

GoalGoal--Setting TheorySetting Theory

R i f t ThR i f t Th


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Reinforcement TheoryReinforcement Theory

ConsequencesConsequences

RewardsRewards

No RewardsNo Rewards

PunishmentPunishment

BehaviorBehavior

Equity Theory


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Ratio

Comparison*Employees

Perception

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

Equity Theory

R h i E iR h i E i


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Research into EquityResearch into Equity

Amount andAmount and

AllocationAllocation

of Rewardsof Rewards

PerceivedPerceived

Fairness of theFairness of the

Distribution ProcessDistribution Process

DistributiveDistributive

JusticeJustice

ProceduralProcedural

JusticeJustice

E h


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Expectancy Theory

3. Rewards-personal goals relationship

1. Effort-performance relationship

2. Performance-rewards relationship


EffortEffort


PerformancePerformance

PersonalPersonal

GoalsGoals


RewardsRewards

1 2

3

Performance DimensionsPerformance Dimensions


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Performance DimensionsPerformance Dimensions

OpportunityOpportunityMotivationMotivation

AbilityAbility

PerformancePerformance

An Integrative Model of MotivationAn Integrative Model of Motivation


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Personal

Goals

Personal

Goals

Individual

Performance

Individual

Performance

Individual

Effort

Individual

Effort

Goals Direct

Behavior

Goals Direct

Behavior

High

nAch

High

nAchAbilityAbility

OpportunityOpportunity Performance

Appraisal Criteria

Performance

Appraisal Criteria

Performance

Appraisal

System

Performance

Appraisal

System

ReinforcementReinforcement Dominant

Needs

Dominant

Needs

Equity

Comparison

O O

IA IB

Equity

Comparison

O O

IA IB

Organization

Rewards

Organization

Rewards

Motivation Theories


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Motivation Theories

Are Culture Bound

Need forNeed for

AchievementAchievement

HierarchyHierarchy

of Needsof Needs

Equity TheoryEquity Theory


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Motivation

From Concept To Applications

MBO: Cascading of ObjectivesMBO: Cascading of Objectives


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OrganizationalOrganizationalObjectivesObjectives

DivisionalDivisional

ObjectivesObjectives

DepartmentalDepartmental




The XYZ CompanyThe XYZ Company

Consumer ProductsConsumer Products Industrial ProductsIndustrial Products

DevelopmentDevelopmentResearchResearchMarketingMarketingCustomerCustomer

ServiceServiceSalesSalesProductionProduction


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Key Elements of MBOKey Elements of MBO

GoalGoal


ExplicitExplicitTime PeriodTime Period

Participation inParticipation in

Decision MakingDecision Making

PerformancePerformanceFeedbackFeedback

Linking MBO andLinking MBO and


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Linking MBO andLinking MBO and

GoalGoal--Setting TheorySetting Theory

ParticipationParticipationin Goal Settingin Goal Setting


of Goalsof Goals

FeedbackFeedbackon Performanceon Performance

DifficultyDifficulty

of Goalsof Goals

Employee Recognition


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Employee Recognition

Programs

Recognition &Recognition &

ReinforcementReinforcement

DefiningDefining

RecognitionRecognition

Recognition PlansRecognition Plansin Practicein Practice

Employee Involvement


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Employee Involvement

Programs

ParticipativeParticipative


QualityQualityCirclesCircles

RepresentativeRepresentative

ParticipationParticipation

EmployeeEmployeeStock OwnershipStock Ownership


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VariablePay Plans

Piece Rate Profit Sharing

Bonus PlansGainsharing

Skill-Based Pay Plans


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Skill-Based Pay Plans

Promotes FlexibilityPromotes Flexibility

Facilitates CommunicationFacilitates Communication

Satisfies Ambitious WorkersSatisfies Ambitious Workers

Topping OutTopping Out

Obsolescence of SkillsObsolescence of Skills

Performance versus SkillsPerformance versus Skills

AdvantagesAdvantages

DisadvantagesDisadvantages

Fl ibl B fitFl ibl B fit


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Flexible BenefitsFlexible Benefits

Employees Choose From A Menu of OptionsEmployees Choose From A Menu of Options

Expectancy TheoryExpectancy Theory

Individual NeedsIndividual Needs

Cost of ManagementCost of Management

Cost of PremiumsCost of Premiums

S i l M ti ti IS i l M ti ti I


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Special Motivation IssuesSpecial Motivation Issues

ProfessionalsProfessionals

Contingent workersContingent workers

Diversified workforceDiversified workforce

LowLow--skilled service workersskilled service workers

Highly repetitive tasksHighly repetitive tasks

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