ORGANISATIONAL BEHAVIOUR

MODULE-2
BY:-
NEHA RUSTAGI
SUKRITI JAIN
MONISHA SHARMA
JEYTA
GURNOOR KAUR BHAIZADA
SOMYA GARG
AVNEET KAUR
UPKAR MULWANI
ABHISHEK SAPRA
JASPREET SINGH


TOPICS IN MODULE-2

Issues between individuals and organizations.
Perception-Introduction,,Attribution theory and
Individual decision making.
Introduction theories of learning.
Contribution to behaviour modification.
Transactional Analysis.
Early theories of Motivation.
Introduction to Motivations,Nature and its
complexities.
Appraising and rewarding performance.
Values,Attitude,Job satisfaction,Job involvment
and Organizational commitment.
Personality-Introduction,Traits,Theories and
Matching of personality with jobs.







ATTITUDE
Attitudes are evaluative statements-
either favourable or unfavourable-about
objects, people or event.
Attitudes are complex.
If you ask people about their attitude
towards religion or the organisation they
work for, you may get simple response but
the reason underlying it are probably
complicated.
They reflect how we feel about
something. When I say I like my job, I am
expressing my attitude about work.

VALUES
Values represent stable, long-lasting
beliefs about what is important.
Some people value money while others
consider morals as more important.
Values differ from attitude.
Values are general beliefs of life, whereas
attitudes are directed towards specific
objects, events or people.
They are evaluative standards that help to
define what is write or wrong.

JOB SATISFACTION
One of the task of managers is to provide
satisfaction to employees from their respective
jobs.
The term job satisfaction refers to an individuals
general attitude towards his job.
A person with high job attitude holds positive
attitude towards his job, while a person who is
dissatisfied with his job holds negative attitude
about his job.
When people speak of employee attitudes more
often than not they mean job satisfaction.

JOB INVOLVEMENT
Job Involvement refers to the degree to which a
person identifies psychologically with his job and
considers his perceived performance level
important to his self-worth.
A person with high degree of involvement will
identify with his job and will care about the kind
of work he does on his job.
Besides, such involvement in the job results in
reduced turnover and minimised absenteeism.

ORGANISATIONAL COMMITMENT
If job involvement refers to ones identification
with a particular job, organisational commitment
means ones involvement with his employing
organisation.
Being another name for organisational loyalty,
organisational commitment results in stable
workforce.
As with job involvement, attitude is an important
variable in determining organisational
commitment.

LEARNING
Learning is the one of the most important mental
function of humans, animals and artificial cognitive
systems.
It is the act of acquiring new , or modifying and
reinforcing, existing knowledge , skills, behaviour ,values.
Learning is usually goal-oriented and requires motivation.
It may occur as a part of education, personal
development , schooling or training.
It may occur consciously or without conscious
awareness.
Its goal is the increasing of individual and group
experience.



CHARACTERISTICS OF
LEARNING
Learning shows progressive change in
behaviour as individual reacts to a situation.
It enables individual to satisfy interests or to
attain goals.
It involves new ways of doing things and
attempts to adjust to new situations.

THEORIES OF LEARNING
SOCIAL LEARNING THEORY
Established by bandura.
Four conditions are apart of this theory:
1. Attention- Watch the behavior occur.
2. Retention-Recall what was observed.
3. Motor reproduction- Replicate behavior.
4. Motivation- Feel the need to demonstrate
that behavior.

CONSTRUCTIVISM
Learning is an active, constructive process.
Learner constructs information.
New information linked to prior knowledge.
Learner is not a blank slate.
Originators and important contributors
include Vygotsky , Piaget ,Dewey and Bruner.

SOCIAL DEVELOPMENT THEORY
Developed by Lev Vygotsky.
Connections between people and socio-
cultural context they act and interact in shared
experiences.
Students play an active role in learning.
MAJOR THEMES:
More knowledgeable other (MKO) .
Zone of proximal development(ZPD).

TRANSACTIONAL ANALYSIS
Transaction Analysis : a theory for analyzing human behavior and
communication.
Developed by Eric Berne.
Seeks to explain how each of us has developed into the people we have
become by understanding everything around us.
A model for explaining why and how people think, act and interact like
they do.
Some of the important assumptions made by TA are :
Everyone is born ok.
Each person has a right to be in this world and to be accepted as they are.

Everyone is responsible for themselves.
All seek physical and emotional nurturing so our behavior is modified to
achieve this.

THE 3 EGO STATES
Everyone has three ego states based on their
childhood experiences and role models.

Each ego state is a separate and distinct source of
behavior

The three ego states are Parent Ego state or
The Should Ego state, the Adult Ego state that
Computes Dispassionately and the Child Ego
state that Makes you feel like you did when you
were a child.


THE EGO STATES






Personality
PARENT
CHILD
ADULT
PARENT EGO STATE
Thoughts, feelings, attitudes and behavioral patterns based on
lessons learned from parents and other parental sources

Parent ego state can be divided into two types: the Nurturing
Parent ego state and the Critical Parent Ego state

The Nurturing Parent ego state includes the nurturing side
and can be soft, loving, and permission giving.

The Critical Parent. (also sometimes called the Prejudiced
Parent) includes part of our personality contains the
prejudged thoughts,feelings and beliefs that we learned from
our parents.

Values of the parent ego state : Condemning, Moralistic,
Supportive, Encouraging, Judgmental, Nurturing and Critical.


CHILD EGO STATE
Thoughts, feelings, attitudes and behavioral
patterns based on child like emotions
Divided into two parts : Free child ego state(
known as Natural child) and Adaptive child
ego state(includes Rebellious child ego state)
Free child : spontaneous feeling and behavior.
Characteristics : playful, expressive and
emotional.


Contd..
Adaptive child : Experience and parental influence on
behavior
Part of the personality that has learned to comply with the
parental messages received while growing up.
Rebellious Child ego state: Sometimes when faced with
parental messages that are restricting, instead of complying
with them, we rebel against them.
Values of child ego state : Selfish, Mean, Playful, Affectionate,
Whining, Manipulative and Curious, Impulsive, Pleasure
seeking, Angry, Happy and Self centered.
ADULT EGO STATE
Adult ego state is data processing center.

Part of our personality that can process data accurately, that
sees, hears, thinks, and can come up with solutions to
problems based on the facts and not solely on our pre-judged
thoughts or childlike emotions.

Gives a person a measure of objectivity.

Can evaluate parental and child programming and decide on
what is all right and what needs to be changed.

ANALYSIS OF TRANSACTIONS
A transaction is a basic unit of social interaction.
The heart of transactional analysis is the study
and diagramming of the exchanges between two
persons.
Thus where a verbal or non verbal stimulus from
one person is being responded by another person
a transaction occurs.
Transactional analysis can help us to determine
which ego state is most heavily influencing our
behaviour and the behaviour of the other people
with whom we interact.
Depending on the ego states of the persons involved in
transactions, there may be three types of transactions:
1.Complementary transactions:
Both people are operating from the same ego state. There can
be nine complementary transactions. They are given below:
Adult-Adult transactions
Adult-Parent transactions
Adult-Child transactions
Parent-Parent transactions
Parent-Adult transactions
Parent-Child transactions
Child-Parent transactions
Child-Adult transactions
Child-Child transactions


LEADER FOLLOWER
LEADER FOLLOWER
FOLLOWER LEADER
PARENT PARENT
PARENT PARENT PARENT PARENT
ADULT
ADULT ADULT
ADULT
ADULT ADULT
CHILD CHILD
CHILD CHILD CHILD CHILD
ADULT TO ADULT
TRANSACTION
CHILD TO CHILD
TRANSACTION
CHILD TO PARENT
TRANSACTION
COMPLEMENTARY TRANSACTIONS
2. Crossed transactions:
a crossed transaction is one in which the
sender sends message a behaviour on the basis
of his ego state, but this message is reacted to by
an unexpected ego state on the part of the
receiver. Crossed communication should be
avoided as far as possible. Whenever such
transactions occur, communication tends to
blocked and a satisfactory transaction is not
accomplished.


PARENT PARENT
ADULT
ADULT
CHILD
CHILD
LEADER FOLLOWER
CROSSED TRANSACTIONS
MOTIVATION
EARLY THEORIES OF MOTIVATION
1. Maslows Hierarchy Of Needs.
2. Mc Gregors Theory X and Y
3. Herzbergs Two Factor Theory

MASLOWS HIERARCHY OF NEEDS
This motivation theory was framed by A.Maslow , a humanist psychologist in
which he explained that different human needs have different level of
satisfaction.
The hierarchy moves down from lower order i.e physiological needs, safety
and security needs and social needs to higher order i.e esteem needs and self
actualization needs.
Individual cannot move to the next higher level until all needs at the current
(lower) level are satisfied.
Mc GREGORS THEORY X and Y
This theory was developed by Douglas Mc Gregor in 1960s.
Theory X
Assumes that workers have little ambition, dislike work, avoid responsibility
and require close supervision.
Theory Y
Assumes that workers can exercise self direction, desire, responsibility and
like to work.
HERZBERGS TWO FACTOR THEORY
The theory revolves around the two basic factors associated with job
satisfaction and job dissatisfaction.
Motivators (e.g. challenging work, recognition, responsibility) that give
positive satisfaction, arising from intrinsic conditions of the job itself, such
as recognition, achievement, or personal growth.
Hygiene factors (e.g. status, job security, salary, work conditions) that do
not give positive satisfaction, though dissatisfaction results from their
absence. These are extrinsic to the work itself, and include aspects such as
company policies, supervisory practices, or wages/salary.



PERSONALITY


The relatively stable set of
characteristics that influences an
individual behavior and lend it
consistency.
Personality determinants
An adult's personality is
generally considered to be
made up of both hereditary and
environmental factors,
moderated by situational
conditions.
Personality Traits
Enduring characteristics that
describe an individual
behavior.
Five Personality Traits
Personality theories
Trait Theory :- understand individuals by
breaking down behavior patterns into
observable traits
Psycho-dynamic theory :- emphasizes the
unconscious determinants of behavior
Humanistic theory:- emphasizes individual
growth and improvement
Integrative approach:- describes
personality as a composite of an
individual's psychological processes
Personality characteristics in
organizations
Strong
personalities
will dominate
in a weak
situation
A strong
situation can
overwhelm the effects
of individual personalities
by providing strong cues
for appropriate behavior
Behaviour Modification
Behaviour modification can be define as a theory that
explains learning in terms of the antecedents and
consequences of behavior.

It is also known as operant conditioning and
reinforcement theory.

It represents the application of reinforcement concept to
individuals in the work setting.

A-B-Cs of
Behavior Modification
Antecedents
What happens before
behaviour
Behaviour
What person says or
does
Consequences
What happens after
behaviour
Continue
The objective of behaviour modification is to change
behaviour (B) by managing its antecedents (A) and
consequences (C)

Antecedents (A): It is an event prior the behaviour. For
example is that employees before this are not motivated to do
their job, then the manager informs that there will be bonus
this month to employees who performs.
Here, we can see that when the consequences of that
particular action is attracting, it can attract people to change
their behaviour.
Continue
Consequences (C) : It is an event following a
particular behaviour that influence its future
occurrence.
Basically, people tend to repeat behaviours that
are followed by pleasant consequences that are
less likely to repeat behaviours that are
followed by unpleasant consequences or no
consequences at all.

Contingencies of Reinforcement
Behaviour modification identifies four types of
consequences, called the contingencies of
reinforcement, that increase, maintain, or reduce the
probability that behaviour will be repeated.

Positive reinforcement
occurs when the introduction of a consequence
increases or maintains the frequency or future
probability of a specific behaviour.

Punishment
occurs when a consequence decreases the
frequency or future probability of a behaviour.



Continue
Negative Reinforcement
occurs when the removal or avoidance of a
consequences increases or maintains the frequency
or future probability of a specific behaviour.

Extinction
occurs when the target behaviour decreases
because no consequence follows it. In this
respect, extinction is a do-nothing strategy.


Situation to Apply with Behaviour
Modification
Behaviour modification can be used to reduce absenteeism,
improve task performance , healthy lifestyle and etc.

In Arkansas, for example, the North Little Rock School Board
introduced an absenteeism reduction plan in which teachers can
receive $300 after every six months with perfect attendance.

Another example, Reinforcing the Long (and Healthy) Walk- For
many Horton Groups 350 employees, the best parking spots arent
closest to the building. The Chicago- based insurance broker
reinforces the healthy lifestyle of walking by rewarding staff who
take at least 7000 steps each day.

The more steps taken, the higher the rewards in the form of cash
cards that can be used at popular retail stores.


ISSUES B/W ORG. AND INDIVIDUALS
A MODEL OF LEGITIMACY OF ORGANISATIONAL
BEHAVIOUR:

If the organisation and an individual define the
boundaries of legitimate influence differently, then
organisational conflict is likely to develop.

Example: personal telephone
It is legitimate for management for management to
control.

How rights to privacy are interpreted
Rights of privacy primarily are related to
organizational invasion of a persons private
life and unauthorised release of confidential
information about a person in away that
would cause emotional harm or suffering.

BUSINESS ACTIVITIES THAT MAY
INVOLVE RIGHTS OF PRIVACY ARE:
Encounter groups
Medical examinations
Treatment of alcoholism
Monitoring of emplyee lifestyles
Treatment of drug abuse
Surveillance devices
Computer data bunks
Confidential Records
Genetic Screening
PERCEPTION
Perception can be defined as a process by
which individuals select, organize and
interpret their sensory impressions, so as to
give meaning to their environment.
Perception is a complex cognitive process and
differs from person to person. People's
behaviour is influenced by their perception of
reality, rather than the actual reality.


PERCEPTION (Cont..)
In comparison to sensation, perception is a much
broader concept. Sensation involves simply
receiving stimuli through sensory organs,
whereas the process of perception involves
receiving raw data from the senses and then
filtering, modifying or transforming the data
completely through the process of cognition. The
processes of perception consist of various sub
processes such as confrontation, registration,
interpretation and feedback.

The Perceptual Process
1. Sensation
-An individuals ability to detect stimuli in the immediate
environment.
2. Selection
-The process a person uses to eliminate some of the stimuli that
have been sensed and to retain others for further processing.
3. Organization
-The process of placing selected perceptual stimuli into a
framework for storage.
4. Translation
-The stage of the perceptual process at which stimuli are
interpreted and given meaning.


Receiving Stimuli
(External & Internal)
Selecting Stimuli
External factors : Nature,
Location,Size,contrast,
Movement,repetition,similarity
Internal factors : Learning,
needs,age,Interest,
Organizing
Figure Background ,
Perceptual Grouping
( similarity, proximity,
closure, continuity)
Response
Covert: Attitudes ,
Motivation,
Feeling
Overt: Behavior
Perceptual Process
Interpreting
Attribution ,Stereotyping,
Halo Effect, Projection
Factors influencing Perception
Organizational Behavior / Perception 48
Factors in the perceiver
Attitudes
Motives
Interests
Experience
Expectations
Perception
Factors in the Target
Novelty
Motion
Sounds
Size
Background
Proximity
Similarity
Factors in the situation
Time
Work Setting
Social Setting
APPRAISING AND REWARDING
PERFORMANCE
Incentives are combined with other parts of wage
administration to build a complete reward system
that encourages motivation.
Money as a means of rewarding employees,
motivational models applied to pay, cost-reward
comparisons, and behavioral considerations in
performance appraisal.
On incentive pay, an approach in which each
workers pay varies in relation to employee or
organizational performance.
Money As a Means of Rewarding
Employees
Money is important to employees for a
number of reasons.
Money is valuable because of the goods and
services that it will purchase. All of us have
seen its importance as a status symbol for
those who have it and can thus save it, spend
it conspicuously, or give it away generously.
Money has status value when it is being
received and when it is being spent. It
represents to employees what their
employer thinks of them. It is also an
indication of one employees status relative
to that of other employees. It has about as
many values as it has possessors.

Performance appraisal

It plays a key role in reward systems. It is the process of
evaluating the performance of employees, sharing that
information with them, and searching for ways to
improve their performance. Appraisal is necessary in
order to:

1. allocate resources in a dynamic environment,
2. motivate and reward employees,
3. give employees feedback about their work,
4. maintain fair relationship within groups,
5. coach and develop employees,
6. comply with regulations.
THANKYOU