OB MODEL

Behavioural science

Contribution
Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture

Unit of analysis

Output

Psychology

Individual

Sociology

Group

Study of Organizational Behaviour

Social psychology

Behavioural change Attitude change Communication Group processes Group decision making
Comparative values Comparative attitudes Cross-cultural analysis Organization system

Anthropology Organizational culture Organizational environment Conflict Intraorganizational politics Power

Political science

Challenges Facing the Workplace

Organizational Level
Productivity Developing Effective Employees Global Competition Managing in the Global Village

Group Level
Working With Others Workforce Diversity

Workplace

Individual Level
Job Satisfaction Empowerment Behaving Ethically

NEED FOR UNDERSTANDING HUMAN BEHAVIOR

Challenges at the Individual Level Job Satisfaction Empowerment Behaving Ethically
Challenges at the Group Level Working With Others Workforce Diversity

 Challenges at the Organizational Level Productivity Developing Effective Employees Absenteeism: The failure to report to work.

Turnover : The voluntary and involuntary permanent withdrawal from an organization.

 Organizational Citizenship : Discretionary behavior that is

not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization.

Competition From the Global Environment Managing and Working in a Global Village

Productivity
Productivity A performance measure including effectiveness and efficiency Effectiveness Achievement of goals Efficiency The ratio of effective work output to the input required to produce the work

Effective Employees
Absenteeism
Failure to report to work

Turnover
Voluntary and involuntary permanent withdrawal from

the organization

Organizational citizenship behaviour

Discretionary behaviour that is not part of an employees

formal job requirements, but is helpful to the organization

Summary
OB is a field of study that investigates the impact that

individuals, groups, and structure have on behaviour within an organization.

OB focuses on improving productivity, reducing

absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.
OB uses systematic study to improve predictions of

behaviour.

OB MODELS
MODEL BASIS
MANAGERIAL ORIENTATION EMPLOYEE ORIENTATION EMPLOYEE PSYCHE EMPLOYEE NEEDS PERFORMANC E AUTOCRATIC

CUSTODIAL Economic Money Security & Performance Dependence on organization Security Passive cooperation

SUPPORTIVE COLLEGIAL Leadership Support Job Behavior Participation Partnership Teamwork Responsible Self-discipline

Power Authority Obedience Benefit Dependence on boss Subsistence Minimum

Status and recognition Awakened drives

Selfactualization Moderate enthusiasm

INDIVIDUAL BEHAVIOR
B=f(P*E)

PERSONALITY
FACTORS INFLUENCING:

(A) BIOGRAPHICAL:

Age, Gender, Marital status, No. Of dependents

FACTORS INFLUENCING BEHAVIOR

(B) ABILITY: Physical Intellectual (c) Perception
(d) Motivation: Incentives, Training, Attitude, Belief,

Values, Goals
(e) Socio-cultural factors: family, friends, peers,

subordinates

PERSONALITY
The term personality has been derived from the latin

word persona which means to speak through. Greeks: mask

Fred Luthans: personality means how a person affects

others and how he understands and views himself as well as the pattern of inner and outer measurable traits, and the person- situation interaction.

DETERMINANTS OF PERSONALITY
BIOLOGICAL:
Heredity; Brain Physical Features FAMILY & SOCIAL FACTORS SOCIAL FACTORS

Personality traits influencing behavior in organizations

SELF ESTEEM
LOCUS OF CONTROL: Internals / Externals AUTHORITARIANISM MACHIAVELLIANISM INTROVERT & EXTROVERT TYPE A & TYPE B

TYPE A ACTIVE CAPABLE OF BEHAVING IN A FEW WAYS SHORT-TERM PERSPECTIVE LACK OF AWARENESS OF SELF

TYPE B PASSIVE CAPABLE OF BEHAVING IN A VARIETY OF WAYS LONG--TERM PERSPECTIVE AWARENESS OF & CONTRO OVER SELF

Eysencks Three Factor Theory

Hans Eysenck, English psychologist, believed that there are three fundamental factors in personality:

Introversion versus Extroversion Emotionally Stable versus Unstable (neurotic)

Impulse Control versus Psychotic

 The first two factors create 4 combinations, related

to the four basic temperaments recognized by ancient Greeks:

Melancholic (introverted + unstable): sad, gloomy Choleric (extroverted + unstable): hot-tempered,

irritable
Phlegmatic (introverted + stable): sluggish, calm Sanguine (extroverted + stable): cheerful, hopeful

Raymond Cattell: The Sixteen Personality Factors

Freuds Psychoanalytic Theory

The Id, Ego, and Superego

Id: Innate biological instincts and urges; selfserving & irrational

Totally unconscious
Works on Pleasure Principle: Wishes to have its desires (pleasurable) satisfied NOW, without waiting and regardless of the consequences

 Ego: Executive; directs id energies

Partially conscious and partially unconscious Works on Reality Principle: Delays action until it is practical and/or appropriate

Levels of Awareness
Conscious: Everything you are aware of at a given moment
Preconscious: Material that can easily be

brought into awareness

Unconscious: Holds repressed memories and emotions and the ids instinctual drives

Graphic: Levels of Awareness

Definitions: Learning is:

1. a persisting change in human performance or performance potential . . . (brought) about as a result of the learners interaction with the environment (Driscoll, 1994, pp. 8-9). the relatively permanent change in a persons knowledge or behavior due to experience (Mayer, 1982, p. 1040). an enduring change in behavior, or in the capacity to behave in a given fashion, which results from practice or other forms of experience (Shuell, 1986, p. 412).

2.

3.

Behaviorism
Confined to observable and measurable behavior
Classical Conditioning - Pavlov Operant Conditioning - Skinner

Behaviorism
Classical Conditioning - Pavlov

A stimulus is presented in order to get a response: S R

Behaviorism
Classical Conditioning - Pavlov

US UR

CS

US

CR

Behaviorism
Operant Conditioning - Skinner

The response is made first, then reinforcement follows.

Behaviorism
Learning is defined by the outward expression of new

behaviors
Focuses solely on observable behaviors A biological basis for learning Learning is context-independent Classical & Operant Conditioning Reflexes (Pavlovs Dogs) Feedback/Reinforcement (Skinners Pigeon Box)

 WE DONT SEE THINGS AS THEY ARE, WE

SEE THINGS AS WE ARE.

-PERCEPTION

Perception
The study of perception is concerned with identifying the process through which we interpret and organize sensory information to produce our conscious experience of objects and object relationship. Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categorize this information and how to interpret it within the framework of existing knowledge. A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

The Perceptual Process

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

Perceptual Process Receiving Stimuli (External & Internal)

Selecting Stimuli External factors : Nature,

Location,Size,contrast, Movement,repetition,similarity Internal factors : Learning, needs,age,Interest,

Interpreting Attribution ,Stereotyping, Halo Effect, Projection

Organizing Figure Background , Perceptual Grouping ( similarity, proximity, closure, continuity)

Response Covert: Attitudes , Motivation, Feeling Overt: Behavior

Factors influencing perception

A number of factors operate to shape and sometimes distort perception. These factors can reside in the perceiver, in the object or target being perceived or in the context of the situation in which the perception is made.

 Factors influencing Perception

Factors in the perceiver Attitudes Motives Interests Experience Expectations

Factors in the situation Time Work Setting Social Setting

Perception

Factors in the Target Novelty Motion Sounds Size Background Proximity Similarity

PERCEPTUAL ERRORS
Selective Perception :

People selectively interpret what they see on the basis of their interests, background, experience and attitudes.
Halo Effect :

Drawing a general impressions about an individual on the basis of a single characteristics.

Attribution : When people give cause and effect explanation to

the observed behavior.

 Contrast Effect :

Evaluation of a persons characteristics that are effected by comparisons with other people recently encountered who rank higher or lower on the

same characteristics.
Projection :

Attributing one's own characteristics to other people.

Stereotyping :

Judging someone on the basis of ones perception of the group to which that persons belongs.

What is an attitude?
A learned predisposition to respond to an object or a

class of objects in a consistently favorable or unfavorable way.

Attitudes are Pervasive.
Attitudes are Invisible. Attitudes are Acquired.

Attitudes are situation-related.

Attitudes affect behavior.

Functions of Attitudes
Utilitarian function
Ego-defensive function Knowledge function Value-expressive function

SOURCES OF ATTITUDES
DIRECT PERSONAL EXPERIENCE
ASSOCIATION SOCIAL LEARNING

FORMATION OF ATTITUDES
PSYCHOLOGICAL FACTORS
FAMILY FACTORS SOCIAL FACTORS ORGANIZATIONAL FACTORS ECONOMIC FACTORS

COGNITIVE DISSONANCE
Proposed by LEON FESTINGER IN 1950
CD Refers to any incompatibility that an individual

might perceive between >=2 of his attitudes or behavior.

JOB-RELATED ATTITUDES
JOB SATISFACTION JOB INVOLVEMENT ORGANIZATIONAL COMMITMENT

How do we form attitudes?

Three different paths to attitude formation:
Attitudes are created by first creating beliefs.

Consumer beliefs are the knowledge that a consumer has about objects, their attributes, and the benefits provided by the objects. Consumer beliefs are created by processing information-cognitive learning.

Forming Attitudes, continued

Attitudes are created directly.

Behavioral learning Mere exposure

Attitudes are created by first creating behaviors.

Consumers respond to strong situational or environmental forces, and after engaging in the behavior, form attitudes about the experience.

Tri-component Model of Attitude formation

Cognitive component The knowledge and perceptions that are acquired by a combination of direct experience with the attitude object and related information from various sources. Affective component The emotions or feelings associate with a particular product or brand. Conative component The likelihood or tendency that an individual will undertake a specific action or behave in a particular way with regard to the attitude object.