Organisation Behavior

Organisation Management Managed Manager Behavior of manager and the managed has influence on management and hence on the overall effectiveness of the organisation.

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.

Controlling

Planning

The Functions of Management

Leading

Organizing

The Roles of Management

Decisional

Interpersonal

Informational

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.

The Skills That Managers Need

Technical Conceptual

Human

Managerial Activities
Traditional Management Communication

Networking

Managing Human Resources

Management / Manager roles

Interpersonal 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.

Management / Manager roles

Decisional.
Entrepreneur: searches for opportunities and initiates projects and actions to bring in changes. Handling grievances / conflicts: corrective actions and handling unexpected events which are mostly situational,, both short and long term. Resource creation and allocation. Negotiation

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 and diagnose complex situations and provide feasible and practical solutions in time.

Managerial activities
Traditional management
Decision making, planning and controlling

Communication
Information dissemination to the needy- right info in right perspective to right people in right time.

Human resource management

Motivating, disciplining, managing conflict, staffing, and training.

Networking.
interacting, and socializing formal and informal.

OB PROCESSPROBLEM 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?

Definitions of OB
Study of human behavior as individual, in groups in any organisation 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 the effectiveness.INTERACTION
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Understanding Organizational Behavior

Individual Differences Fundamental Consistencies

Intuition

Systematic Study

PERSONALITY PERCEPTION LERNING ATTITUDE AND VALUES MOTIVATION GROUP DYNAMICS LEADERSHIP POWER & POLITICS COMMUNCATION CONFLICT ORGANISTIONS CULTURE HR policiess &practices Work stress Organisation change & Development

Individual behavior

group behavior

ORGANISATION EFFECTIVENESS

organisation factors

Levels of OB Analysis

Individuals

Groups

Structures

Equation Evolved
Performance = Individual attributes X Work effort X Organisational support.

Scope of OB
STUDY OF INTER PERSONAL BEHAVIOR INTRAPERSONAL BEHAVIOR ORANISATION STRUCTURE CULTURE, CHANGES , AND CHANGE MANAGEMENT INTERNATIONAL OB

APPROACHES TO OB
HR APPROACH SUPPORTIVE CONTINGENCY SITUATIONAL PRODUCTIVITY RESOURCE OPTIMISATION &
EFFECTIVE DEPLOYMENT

SYSTEM APPROACH ENTIRE ORGANISATION

The Study of Organizational Behavior

Psychology Individual Sociology

Social Psychology

Group

Study of Organizational Behavior

Anthropology Organization Political Science

Contributing disciplines to OB
Psychology: seeks to measure, explain and change
behavior of humans. Helps in understanding individual behavior learning, perception, personality, emotions, trainability, leadership, motivational forces, decision making, 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 and adaptability of the individuals and the group of individuals in the organisation. Anthropology: cultures and environments. Political science: influence of political environment on individual and group behavior.

The variables
Unlike scientific theories, and mathematical formulae, OB study at best could develop models with situational variables and contingency variables. This means that organisational situations vary and under certain given conditions the models could be applied.

Productivity Absenteeism Turnover Organizational Citizenship Job Satisfaction

The Dependent Variables

Independent Variables
Individual
Biographical Traits Personality Values & Attitudes Ability Perception Motivation Individual Learning Decision Making

Group
Communication Other Groups Conflict Power & Politics Group Structure Work Teams Leadership Decision Making

Organization
Culture Structure Design Technology Work Processes Selection Processes Training Programs Appraisal Practices

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

Challenges to OB study.
Working in networked oraganisations Balancing of employee work / life conflicts and stresses. Improving ethical behavior. GLOBALISATION:
Virtual boundaries between countries Adoptability Change demand technological, cultural and sikills De-skilling Quality and productivity demands

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.

Overview of the OB Model

Level III

Organization Systems Level Group Level Individual Level

Time

Level II

Level I

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 the stated job requirements voluntarily), job satisfaction. Independent variables: provides us the answers for the questions why low productivity, why ineffectiveness, why job dissatisfaction, why there is frequent turnover of employees? Independent variables could be individual level, group level or the organisation level.

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

Responding to Globalization
Working in Foreign Countries Working with Multicultural Diversity

Improving Quality and Productivity

Total Quality Management

Corporate Reengineering

Improving People Skills

Concepts and Theories

Workplace Skills

Personal Insight

Empowering the Workforce

Managers Are Giving Up Controls Workers Are Accepting Responsibility

Coping with Temporariness

The Nature of Work Is Changing Organizations Are Also Changing

Stimulating Innovation and Change

Maintaining flexibility Improving quality Introducing new products and services

Improving Ethical Behavior

Provide in-house advisers Create protection mechanisms Write and distribute codes of ethics Give seminars, workshops, & training

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.

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 of consequences. Repeat behavior if reinforced, OT-pay,
higher commission, behavior not repeated if not reinforced/punished.

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)

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.

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. 2. 3. 4. Positive reinforcement Negative reinforcement Punishment Extinction.

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.

Individual Behavior factors influencing

Environmental Economic Social and cultural nomrs Political Demographic Personal factors: Education Skill sets Perception (internal) Attitude vision

Individual Behavior factors influencing Psychological:

Personality Perception (overall) Values Learning.

Organisational
Structure Culture Leadership Rewards Growth opportunities

4 models
1. 2. 3. 4. Rational and emotional model Behaviorist and humanistic model Economic and self- actualisation model Theory X and theory Y

PERCEPTION & PERSONALITY

PERCEPTION IS A PROCESSOF RECEIVING, SELECTING, ORGANISING, INTERPRETING , CHECKING AND 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 and people:

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 Individuals perception
INFLUENCE ON - OB GROWTH SUPERVISION DISCIPLILNE PERF. AAPRAISAL PRODUCTIVITY.

PERCEIVED

NEEDS EXPERIENCES VALUES ATTITUDE PERSONLITY

APPEARANCE BEHAVIOR STATUS

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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 state of 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. 51 SIMPLIFY, INSULATE, SHARE, CLARIFY YOUR MISSION.

ATTITUDE
SOURCES OF IDENTIFICATINO OF ATTITUDE:
EVALUATIVE STETEMENTS BEHAVIOURS W.R.T. EVENTS, OBJECTS AND PEOPLE. PRE-DISPOSITION TOWARDS ENVIRONMENT PEOPLE SERVICE, INSTIUTIONS. BELIEFS, FEELINGS AND ACTIONS TENDENCIES OF INDIVIDUAL 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 effective organisation.
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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. 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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Utilitarian (utility)

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. 55

Attitude and Organisation Behaviour Self fulfilling prophecy: Process of converting our attitudes, beliefs and 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 THOUGHT DESIRABLE INTERNALISED CRITERIA BY THE INDIVIDUAL SOCIAL REFERENCE: MORALITY, JUDGEMENT OF RIGHT OR WRONG. PROVIDES STANDARDS OF COMPETENCE AND MORALITY. VALUE SYSTEM IS RELATIVELY PERMANENT AND CHANGE 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 through reasoning and systematic thinking . Economic usefulness of and practicality including acquisition of wealth. Aesthetic: beauty, form artistic harmony. Social : people, love, concern for human relationships. Political : gaining power and influence. Religion: unity, understnding cosmos as awhole (synergy) TERMINAL VALUESA ND INSTRUMENTAL 58 VALUES.

TERMINAL vs INSTRUMENTAL VALUES

A comfortable life prosperous life. An exciting life stimulating and active life. A sense of accomplishment lasting contribution A world of at peace free of war and conflicts A world of beauty beauty of nature and arts. Equality brotherhood, equal opportunity for all Family security taking care of loved ones Freedom independence and free space. Ambitious hardworking, aspiring Broadminded open minded Capable competent / effective. Cheerful lighthearted, joyful Clean neat and tidy Courageous standing up for ones beliefs. Forgiving willing to pardon
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TERMINAL vs INSTRUMENTAL VALUES

Happiness contended Inner harmony freedom from inner conflicts National security security from attack. Self respect self esteem Social recognition admiration True friendship trust and companionship. Wisdom mature understanding of life. Independent self-reliant, selfsufficient. intellectual reflective critical thinking, logical and reasoning. Obedient dutiful, respectful Polite courteous, wellmannered Responsible dependable, reliable. self-controlled restraint, selfdiscipline Honest sincere and truthful Imaginative daring and 60 creative

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 1520% 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 view themselves
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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 in which one individual differs from others. Key assumptions
based on comparisons across individuals the behaviors making up a trait must be distinctive enough 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 5 personality 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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Agreeableness-Antagonism (A)
Six Facets
trust straightforwardness altruism compliance modesty tender-mindedness
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Agreeableness-Antagonism (A)
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 E O A C .84 .82 .85 .69 .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 selfconcept 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 with expectations
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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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Eriksons Psychosocial Theory

People experience certain crises and their resolution results in a qualitatively different personality characteristic

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Eriksons Psychosocial Theory

Strengths Studies with college students tend to support the main tenets A study that examined men from Harvard, as well as men from low income areas also showed 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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Eriksons Psychosocial Theory

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 through periods 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 to have a crisis women also showed no evidence longitudinally

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Theories of personality.
Type theory Trait theory Psychoanalytical theory Social learning theory Rogers self theory Maslows self actualisation theory.

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Theories of personality.
Type theory: Personality as identifiable categories:
Based on physique Introverts and extroverts continuum not discrete. Sociability Interpersonal orientation.

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Theories of personality.
Trait theory: Personality trait is an enduring attribute of a person that surfaces consistently in a variety of situations.
Intelligence Emotional stability Aggressiveness Creativity Friendliness etc.,
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Theories of personality.
Traits are REACTIONS and not possessions. Reactions are circumstantial or situational. Principles:
Identify basic traits (factors) Identify how to measure those factors.

Methods.
Self anlysis personality inventory Evaluation by others.
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Theories of personality.
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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Theories of personality.
Three levels of consciousness:
EGO EGO conscious

SUPER

ID

unconscious

ID inherited by birth, original personality EGO mental images, developed to satisfy needs. SUPER EGO preparing for perfection.
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Theories of personality.
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 that removes 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 & super 115 Ego battles to balance Id and Ego.

Theories of personality.
Freud theory:
Impulses of Id, Restraint of Ego and Balancing conformity of Super Ego constitute personality. Focus on psychological and phylosophical conceptions of individuals (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 116 Leadership- influence styles and approches.

Theories of personality.
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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Theories of personality.
Social learning theory: Human behavior is learnt and modified by further learning.
Knowledge, language, attitude, values, skills, fear, selfinsight 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.
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Theories of personality.
Social Learning Theory:
Emphasis on situational behavior 1. competencies intellectual and skills 2. cognitive strategy info gathering and habitual selectivity for response 3. outcome expectations consequence with respect to varied 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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Theories of personality.
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 120 Self actualisation motivates humans.

Theories of personality.
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

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Traits influencing OB
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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Theories of personality.

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Theories of personality.

124

Theories of personality.

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Basic Motivation Concepts

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What Is Motivation?
Direction

Intensity

Persistence

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Maslow s Hierarchy of Needs

Self Esteem Social Safety Physiological

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Little Ambition

Theory X Workers

Dislike Work Avoid Responsibility SelfSelf-Directed

Theory Y Workers

Enjoy Work Accept Responsibility

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Herzbergs Two-Factor Theory

Hygiene Factors
Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security
High Job Dissatisfaction

Motivational Factors
Career Advancement Personal growth Recognition Responsibility Achievement
0
Job Satisfaction High
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Alderfer s ERG Theory

Existence

Growth

Relatedness

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Need for Achievement

(nAch)

The Theory of Needs

Need for Power

(nPow)

Need for Affiliation

(nAff)

David McClelland
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Cognitive Evaluation

Intrinsic Motivators

Extrinsic Motivators

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GoalGoal-Setting Theory
Specificity Challenge Feedback Participation Commitment Self-efficacy Self Characteristics Culture

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Reinforcement Theory
Rewards

Consequences

No Rewards

Behavior

Punishment
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Equity Theory
Ratio Comparison*
Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A
*Where A

Employees Perception
Outcomes B Inputs B Inequity (Under-Rewarded)

<

Outcomes B Inputs B

Equity

>

Outcomes B Inputs B

Inequity (Over-Rewarded)

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

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Research into Equity

Distributive Justice Procedural Justice

Amount and Allocation of Rewards

Perceived Fairness of the Distribution Process

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Expectancy Theory
Individual Effort 1 Individual Performance 2 Organizational Rewards 3 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Personal Goals

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Performance Dimensions
Ability

Performance

Motivation

Opportunity

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An Integrative Model of Motivation

High nAch
Ability Opportunity Performance Appraisal Criteria Equity Comparison O O IA IB

Individual Effort

Individual Performance

Organization Rewards

Personal Goals

Performance Appraisal System

Reinforcement

Dominant Needs

Goals Direct Behavior

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Motivation Theories Are Culture Bound

Hierarchy of Needs Need for Achievement

Equity Theory
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Motivation
From Concept To Applications

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MBO: Cascading of Objectives

Organizational Objectives

The XYZ Company

Divisional Objectives

Consumer Products

Industrial Products

Departmental Objectives

Production

Sales

Customer Service

Marketing

Research

Development

Individual Objectives
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Key Elements of MBO

Goal Specificity Participation in Decision Making

Explicit Time Period

Performance Feedback
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Linking MBO and GoalGoal-Setting Theory

Difficulty of Goals Feedback on Performance Specificity of Goals Participation in Goal Setting
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Employee Recognition Programs

Defining Recognition Recognition & Reinforcement

Recognition Plans in Practice

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Employee Involvement Programs

Participative Management Representative Participation

Quality Circles

Employee Stock Ownership

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Piece Rate

Profit Sharing

Variable Pay Plans

Gainsharing Bonus Plans
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Skill-Based Pay Plans

Promotes Flexibility

Advantages

Facilitates Communication Satisfies Ambitious Workers

Topping Out

Disadvantages

Obsolescence of Skills Performance versus Skills

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Flexible Benefits
Employees Choose From A Menu of Options

Expectancy Theory Individual Needs

Cost of Management Cost of Premiums

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Special Motivation Issues

Professionals Contingent workers Diversified workforce Low-skilled service workers Low Highly repetitive tasks
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