Professional Documents
Culture Documents
By
karteek
Definition
Organizational Behaviour is a field of
study that investigates the impact that
individuals, groups, and structure have on
behaviour within organization for the purpose
of applying such knowledge toward improving
an organization's effectiveness.
OB is a field of study
Means a distinct area of expertise with a common
body of knowledge
Conflict
Intraorganisational politics
Political science
Power
What is Organisational
Behaviour ?
Every individual has 24 hours a day. The
worldwide research has shown that an average
person spends about 6 to 8 hours a day in sleep
more than 8 hours are spent in working and
traveling. One gets left with only 8 hours for
personal and private life with family and friends.
It means we spend 33% of life in sleeping, 50%
in working and are left with only 17% for personal
pleasures.
Therefore subject of Organizational
Behaviour deals with that part of life
which we spend in working which is also
called “On the job” life.
1. Autocratic Model
2. The custodial model
3. The supportive model
4. The collegial model
5. The SOBC (Stimulus, organism, behaviour,
consequences) model
The Autocratic Model
The model is based on the assumption that
authority is central to results. People must accept the
authority of their superiors and obey their
instructions. Obedience is the main employee
orientation. Obedience on the part of subordinates
can be for respect for the knowledge and the
authority of the superiors or fear of punishment. Job
security, basic needs of a person, survival and growth
makes the subordinates to obey.
The Custodial Model
This assumes that the organizational behavior
depends upon the economic resources. Employee
work for money and desires job security. While
money is the main managerial orientation, job
security is the main employee orientation. For the
basic need of job security employee offer a passive
co-operation to the superiors. The management
knows better welfare of the people & takes the role of
custodian and guardian of the people and their
wealth.
The Supportive Model
The model assumes that management is
leadership. The management plays the role of a
supportive leadership. The employees are
performance oriented & need support for their
initiative and drive for performance. This
encourages participation by the subordinates. The
basic need of the employee is the self esteem and
recognition. The employees need support, status
and recognition for their performance.
The Collegial Model
This model is based on the assumption that
generally the employees are self disciplined and they
exhibit a responsible behaviour. The main need of the
employee is self actualization. If this need is
satisfied, they show enthusiastic performance.
Therefore they must be encouraged for the
participation in decision making. Team building on
the part of management is must as the team work is
main managerial orientation.
The SOBC Model
This model is based on the assumption that every behaviour is
caused. What we see are the consequences of the behaviour shown by
organism due to stimulus. This model can be diagrammatically shown as
follows:
Stimulus > Organism > Behaviour > Consequences
(cause) (individual) (Actions) (Results)
The Stimulus is the cause that may be overt or covert, physical, social,
psychological, technological, environmental etc.
The Organism can be individual or a group. They have cognitive
mediators with physiological existence.
The Consequences are expressed as the results that may be overt or
covert. Positive or negative and can have effects on environmental
dynamics and applications.
SOBC model is based on the very practical philosophy of human
behaviour that: every behaviour is caused & follows the Cause-Effect
relationship.
ERCEPTION
P
Perception is a process by which
individuals ORGANIZE and INTERPRET
their sensory impressions in order to give
meaning to their environment.
- Stephen Robins
Factors Influencing Perception
Factors in the Perceiver
Attitudes
INTERNAL FACTORS Motives
Interests
Experience
Expectations
Factors in the situation
Time
PERCEPTION
Work Setting
Social Setting
Factors in the target
Novelty
Motion
EXTERNAL FACTORS Sounds
Size
Background
Proximity
Similarity
What do you see?
• Capturing capacity
4. TRANSLATION
ATTRIBUTION THEORY
The theory is proposed to develop explanations of the
ways in which we judge people differently, depending
on what meaning we attribute to a given behaviour. The
theory suggests that when an individual observes another
individual’s behaviour and they observer attempts to
determine whether the behaviour is caused internally or
externally.
The determination, however depends upon three factors
1. Distinctiveness
2. Consensus
3. Consistency
PERSONALITY
Definitions
‘Personality is the dynamic organisation within an
individual of those psychological systems that determine
his unique adjustments to his environment.’
- Gordon Allport
EXTERNALS
Individuals who believe that what happens
to them is controlled by outside forces such
as luck or chance.
TYPE A AND TYPE B PERSONALITY
TYPE A PERSONALITY
1. Cognitive Component
2. Affective Component
3. Behavioural Component
COMPONENTS OF AN ATTITUDE
1. Job Satisfaction
2. Job Involvement
3. Organisational Commitment
JOB SATISFACTION
Instrumental values
TYPES OF VALUES
-Michael Julius
DIFFERENCE BETWEEN
MOTIVATION AND SATISFACTION
MOTIVATION REFERS TO THE DRIVE AND EFFORT TO
SATISFY A WANT OR GOAL.
Frustration
Motivation and Frustration
A person get frustrated because of unfulfilled need. Whenever
a person is frustrated, the defence mechanism gets triggered
into action. Frustration can be manifested into one or more of
following behaviour:
Aggression: A reaction to a situation where one’s motive is
blocked, causing oneself to turn against the barrier in terms of
verbal or physical injury.
Withdrawal: Leaving the field physically and psychologically.
Fixation: An unreasonable stubbornness, repeated behaviour,
non adjusting.
Compromise: Adjusting with the situation leading to ‘give and
take’ attitude.
MOTIVATION THEORIES
MASLOW’S HIERARCHY OF NEEDS
Self-
Achievement Actuali- Challenging job
zation
Needs
Physiological Needs
Sustenance Base Salary
Douglas Mcgregor’s Theory
Douglas Mcgregor, a professor of industrial
Administration (USA) theorized that every
person has certain basic assumptions about other
people’s attitude towards work and organisation
the assumption is labeled as Theory X and
Theory Y.
Theory X Assumptions
It is the traditional assumptions about the nature of people
and states that-
1. Average human being have an inherent dislike of work
and will avoid it if they can.
2. Because of this human characteristic of disliking work,
most people must be coerced, controlled, directed and
threatened with punishment to get them to put forth
adequate effort toward the achievement of organisational
objectives.
3. Average human beings prefer to be directed, wish to
avoid responsibility, have relatively little ambition, and
want security above all.
Theory Y Assumptions
The assumption under this are _
a) When did you feel particularly good about your job and
what turned you on?
b) When did you feel exceptionally bad about your job and
what turned you off?
CONTARSTING VIEW OF
SATISFACTION AND DISSATISFACTION
TRADITIONAL VIEW
Satisfaction Dissatisfaction
HERZBERG’s VIEW
1) Motivational factors
2) Hygiene or maintenance factors
Motivational factors
• Recognition
• Advancement
• Responsibility
• Possibility of growth
• Achievement
• Work itself
Motivational factors are directly related to the job
itself. Present of such factor create a highly
motivating situation, but their absence does not cause
job dissatisfaction. These factors are ‘content
oriented’.
Hygiene or Maintenance factors
• Company policy and administration
• Technical supervision
• Interpersonal relations with subordinates
• Salary
• Job security
• Personal life
• Working conditions
• Status
• Interpersonal relations with supervisors
• Interpersonal relations with peers/colleagues
Maintenance factors are ‘context oriented’ their
presence does not significantly motivate the
person. The presence of such factors prevents
dissatisfaction and maintains a certain level of
motivation but any reduction in the availabilities
of these factors is likely to affect motivation and
bring down the level of performance. According to
Herzberg, Hygiene factors can dissatisfy by their
absence but they cannot satisfy by their presence.
Motivational vs. Hygiene Factors
Motivational Factors Hygiene factors
Self
Maslow Actu-
ERG
alisation Growth
Esteem
Relatedness
Social
Security Existence
Physiological
1 2 3
Individual Individual Organizational Personal
Effort Performance Rewards Goals
VXE=M
V = Valence is strength of desire for something
E = Expectancy is probability getting it with a certain action
M = Motivation is strength of drive towards an action
MORALE
MORALE
Traits Theory
Behavioural Theories
Contingency Theories
Leader-Member Exchange Theory
Managerial Grid
The Traits Theory
(Ordway Tead & Chester Bernard)
It is a traditional theory
It is based on the belief that 'Leaders are born & not made'
It is based on the assumption that physiological &
psychological traits of the leaders determine the success or
failure of the leadership
The Traits Theory
Strengths
It banks upon the Weaknesses
personal qualities of the The traits are not exhaustive or
leader universal
It draws on the influence There is a lack of scope for
of the charisma of the development of the followers
leader There is a possibility of
There is an emotional exploitation of the followers
bond between the leader &
the followers.
There is loyalty by the
followers
Inter-personal
relationships among the
members of the group are
Some traits of effective leadership
B Style 4 Style1
E
DELEGATING DIRECTIVE
H
A LOW REGULATING HIGH REGULATING
V LOW NURTURING LOW NURTURING
I
O
U
R
The Managerial Grid
The Managerial Grid is developed by
Robert Blake and Jane Mouton.
1.9 9.9
Country club Team
management managers
Concern for People
5.5 Middle of
the Road
Task
1.1 Impoverished
Managers
9.1
1. Arbitration
2. Mediation
3. Union Management co-operation
4. Prior consultation
5. Joint study committees
COMMUNICATION
What are the most common ways
we communicate?
ma ges
o rd al I
e n W Visu
Spok
Bod
y La n
Written Word gua
ge
Process of sending & receiving
messages
–Spoken
–Written
–Nonverbal
The Five Components
of Communication
Internal Verbal
1 3 5
4
STIMULAS MESSAGE MEDIUM DESTINATION
Externa Non-verbal
2
l Filter
Feedback
The Goals of Communications
To change behavior
Transmission
Thoughts Encoding Decoding Under-
Of Reception
standing
Message
Sender
Sender Receiver
Noise
Communication
Oral Written
Meetings Letters
Presentations Reports
Videoconferences Miscellaneous
Direction of Communication
CEO
Upward
VP-1 VP-2
Downward
Cross-Channel
Lateral
Interpersonal Communication
ORAL
WRITTEN
NON VERBAL
Oral Communication
Advantages
1. Speeches
1. Speed
2. Group Discussions 2. Feedback (instant)
3. One to one Communication
3. Early Correction
4. Meetings
5. Grapevine Disadvantages
1. Distortion
Written Communication
Advantages
1. Letters
1. Tangible
2. Electronic Mail 2. Verifiable
3. Memos
3. Record & Storage
4. Fax
4. Carefully written
5. House Journals Disadvantages
6. Circulars
1. Time Consuming
7. Notices on bulletin boards 2. Feedback (lacking)
Nonverbal Communication Advantages
1. Conveys extent of liking and
1. Glance disliking
2. Conveys relative perceived
2. Smile
status between sender and
3. Stare receiver
3. Gives meaning to spoken
4. Frown
language
5. Body movements
Disadvantages
6. Intonations/emphasis
1. No Record
7. Facial expressions 2. May be different
from verbal
communication
Formal Small Group Networks
In an organization -
• Formal Network can be complicated.
• Hundreds or thousands of people may be involved.
• Hierarchy levels may be many.
• Transmits information
through nonofficial channels
– Business-related
– Accurate
– Pervasive (all levels)
– Rapid
– Most active during change
– Normal
– Accept & pay attention
Characteristics of Grapevine
Sender Receiver
Distortion
INTERESTING FACTS ABOUT LISTENING
Eliminate distractions
Concentrate
Focus on the speaker
Maintain an open mind
Look for nonverbal cues
Do not react to emotive
words
Ask questions
Sit so you can see & hear
Avoid prejudices
Take notes
Ask for clarification
STRESS MANAGEMENT
Stress
• The physical, psychological, and behavioral
reactions experienced by individuals in
situations where they feel they are in danger
of being overwhelmed.
• It is a common experience of people when
any demands are placed on them by their
work or personal environment.
Definition
• Stress is mentally or emotionally disruptive or
disquitening influence.
• The non specific response of the body to any
demands made upon it. -Hans selye
• An adaptive response to an external situation that
results in physical, psychological, and/or
behavioural deviations for organisational
participants. - Fred Luthans
“The Fight or Flight Response”
When confronted by a
threat, your body
prepares itself to either
stand ground and
fight, or to run away.
Classification of Stress
(1). EUSTRESS
• The stress which
results when
“good” things
happen to us or
Positive stress
Classification of Stress
(2). DISTRESS
(3). Neustress
• When a person is
indifferent to the
stress and the result
is neutral.
Sources of Stress
Stressors
External events or stimuli that are responsible
for stress.
Characteristics of stressors
• Produce state of overload
• Uncontrollable
Potential sources of stress
Environmental factors
Organisational factors
Individual factors
Environmental factors
Economic uncertainty
Political uncertainty
Technological uncertainty
Terrorism
Organisational factors
Task demands
Role demands
Interpersonal demands
Organisational structure
Organisational leadership
Organisation’s life stage
Individual factors
Family problems
Economic problems
Personality
Consequences of stress
Physiological consequences of stress - 1
Short-term effects
Loss of weight
High/Low Blood pressure
Delayed blood clotting
Cardio- Vascular disorders
Arteriosclerosis (Thickening of wall of arteries)
Exhaustion
Heart attack
Diabetes
Damage to the kidneys
Reduction in the immune system
Depression in sensory perceptions/responses
Psychological Consequences of Stress - 1
Cognitive Effects
Emotional Effects
•Time Management
Man is a social animal. After the basic needs and the security
needs are satisfied, an individual needs a social support with a
sense of belonging. It is observed that social support plays an
important role in relieving stress of the individual, because the
person gets friends, colleagues, listeners, and confidence builders
who help in networking and thus relieving the harmful stress. This
also helps to control the ill effects of stress, by virtue of giving a
vent to one's feelings, emotions, fears and frustrations to others,
who can understand and possibly try help him/her out.
• Yoga
•Organisation Structure
Employee counseling, if properly done, can yield very good results not
only in terms of reducing the employee stress, but also in terms of
improvement in the overall organisational Productivity.
Organisation Culture
Organisation culture represents a complex set of beliefs,
expectations, ideas, values, attitudes, shared by the members of
an organisation that evolve over time.
Cultural Symbols
Shared Behaviours
Cultural Values
Shared Assumptions
Cultural Symbols are words, gestures and picture or other
physical objects that carry a particular meaning within a culture.
Internal Integration
Recruitment of Removal of
Employee who Organisational Employee who
fit the culture Culture Deviate from
the culture
Types of Organisation Culture
Bureaucratic Culture
Clan Culture
Entrepreneurial Culture
Market Culture
Bureaucratic Culture
An organisation that values formality, rules, standard operating
procedures, and hierarchical coordination has a bureaucratic
culture.
concerns of a bureaucratic culture are:
- predictability
- efficiency and
- stability
Mangers view their role as as being coordinators and enforces
written rules and standards.
Tasks, responsibilities, and authority are clearly defined.
Employees believe that they “go by the book” as rules and
process are clearly defined in the manual..
Clan Culture
Flexible
Formal Control Orientation
CLAN ENTREPRENEURIAL
CULTURE CULTURE
BUREAUCRATIC MARKET
CULTURE CULTURE
Stable
Internal External
Forms of Attention
Management of organisational
Change
Characteristic of organisational change
Force Examples
--------------------------------------------------------------------------
Nature of the workforce More cultural diversity
Increase in professionals
Many new entrants with
inadequate skills
Technology Faster and cheaper computers
New mobile communication
device
Deciphering of human genetic
code
Economic shocks Rise and fall of dot.com stocks
Decline in the value of euro
Collapse of Enron Corp
Forces for change
Force Examples
--------------------------------------------------------------------------
Competition Global competitors
Mergers and consolidations
Growth of e-commerce
Selective
information Habit
processing
Individual
Resistance
Fear of the Security
unknown
Economic
factors
Organisational Resistance
Sources of Organisational Resistance to Change
Threat to
Structural
established
inertia
revenue
allocation
Limited
Threat to Organisational focus of
established Resistance change
power
relationship
Threat to Group
expertise inertia
Overcoming Resistance to Change
1. Change is necessary
2. Become person oriented
3. Take opportunities for Advancement
4. Keep up with technology
5. Introduce change effectively
6. Have Personal Control over Life
GROUP DYNAMICS
Group
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
FORMING
Forming Stage
Avoiding Controversy
STORMING
Storming Stage
Members Adjust
According To The
Needs
Group Is Highly
Productive
Emphasis On
Achievement
ADJOURNING
Adjourning Stage
Termination Of Group
Disengagement Of
Relationships
Recognition Of Work
1.Organisation Strategy
2.Authority Structure
3.Formal Regulations
4.Organisational Resources
5.Procurement of Personnel
6.Performance Appraisal and Reward System
7.Organisational Culture
8.Physical Work Setting
TEAMS
TEAMS vs
vs GROUPS
GROUPS
CRITERIA GROUPS TEAMS
Leadership Formal Shared roles
-established
Accountability Individual Shared and
individual
Performance Sum of individual Collective and
outputs synergistic
Skills Diverse Complementary
1.Cooperation
2.Trust
3.Training
4.Rewards
WORK
AND
CONDITIONS OF WORK
Work
1. Fatigue
2. Boredom
Fatigue
1. Noise
2. Music
3. Illumination
4. Colour
5. Atmospheric effects
Organisational Power and Politics
Power and dependence
Person Person
B B’s goals
Person A’s
power over
Person B
The meaning of power
Power is the capacity of a
person, team or organisation
to influence others
the potential to influence
others
people have power they don’t
use and may not know they
possess
power requires one person’s
perception of dependence on
© Southland Times/(New Zealand) another person
Model of power in
organisations
Sources
of power
Legitimate Power
Reward over others
Coercive
Expert
Referent Contingencies
of power
Consequences of power
Sources Consequences
of power of power
Expert
power
Commitment
Referent
power
Legitimate
power Compliance
Reward
power
Coercive Resistance
power
Organisational politics
Creating
Types of Controlling
obligations organisational information
politics
Cultivating Forming
networks coalitions
Conditions for organisational
politics
Personal Scarce
characteristics resources
Conditions
supporting
organisational
politics
Complex and
Tolerance of
ambiguous
politics
decisions
Controlling political
behaviour
Provide
Remove
sufficient
political norms
resources
Hire
Introduce
low-politics
clear rules
employees
Increase
Free flowing
opportunities
information
for dialogue