Organizational Behaviour PDF

ORGANIZATIONAL BEHAVIOUR Akhil Raj Assistant Professor Department of Management Studies Ramanujan College, University of Delhi  Book References for OB  1. Stephen P. Robbins, T. A. Organisational Behavior. Pearson.  2. Aswathappa, K., & Reddy, G. S. (2009)...

ORGANIZATIONAL BEHAVIOUR Akhil Raj Assistant Professor Department of Management Studies Ramanujan College, University of Delhi  Book References for OB  1. Stephen P. Robbins, T. A. Organisational Behavior. Pearson.  2. Aswathappa, K., & Reddy, G. S. (2009). Organisational behaviour. Mumbai: Himalaya Publishing House.  3. Luthans Fred, Organisational Behaviour, Tata Mc Graw Hill.  4. Singh Kavita, Organisational Behaviour, Pearson.  5. Greenberg Jerald and Baron Robert A.: Behavior in Organisations: Understanding and Managing Human side of work, Prentice Hall of India  What’s in this course?  Unit 1: Fundamental Concepts in OB  Importance and Key concepts in OB  Perception  Personality  Theories of Learning  Unit 2: Motivation and Interpersonal Relations  Motivation: Concepts and their application.  Motivation Theories  Johari Window  What’s in this course?  Unit 3: Group Processes and Leadership at Work  Leadership Concept & Theories  Concept of Situational/Contingency approach to Leadership. Groups: Definition Stages of Group Development, Group Processes-Group Cohesiveness.  Unit 4: Organizational Dynamics of Politics, Conflict and Change.  Organisational Power: Concept, Sources of Power, Tactics to gain power in Organizations.  Conflict: Concept, Sources, Types, Stages of conflict.  Organisational Change: Concept, Resistance to change, managing resistance to change, Implementing Change  Understanding OB Organisation Behaviour  Defining OB  Organizational Behaviour is the study of human behaviour, attitudes and performance in organizations.  It is the study of what people think, feel and do in and around organizations. The aim is thus to apply such knowledge towards improving organizational effectiveness  OB is built on contributions from a number of behavioural disciplines, including psychology, sociology, social psychology, anthropology, and political science.  Definitions of OB by Renowned Authors/Philosophers  According to Davis and Newstram, “Organisational behaviour is the study and application of knowledge about how people act within organisations.”  Stephen P. Robbins states as "Organizational Behavior studies the impact that individuals, groups and structure have on behavior within organization for the purpose applying such knowledge toward improving n organizations effectiveness.“  Fred Luthans said as "Organization Behavior is directly concerned with the understanding prediction and control of human behavior in organization."  Advantages/Importance of OB  It helps in better understanding and managing of people at work.  It uses that knowledge to make organizations work more effectively.  OB focuses on how to improve productivity.  reduce both absenteeism and turnover.  increase employee job satisfaction.  OB also helps us understand how people can work together more effectively in the workplace.  OB recognizes differences, helps us see the value of workforce diversity.  Advantages/Importance of OB  It can help improve quality and employee productivity.  Ensure ethical behavior among staff and management.  Create a positive atmosphere for employees.  Facilitate effective teamwork.  Encourage creativity and innovation.  It offers specific insights to improve people skills.  Why are we studying OB?  Understanding employees in a better way  Ensuring higher productivity.  Encouraging ethical behaviour.  Creating a positive work environment.  Developing an inclusive work culture.  Building a good team.  Evolution of OB The First General theories of management began to evolve. The Classical Era Administrative Theory & Scientific Management (1860-1930) Management began looking for new ways for handling employees. The Behavioural Era (1930-1960) Hawthorne experiments Prof. Douglas Mc. Gregor’sTheory X & Theory Y The Modern Era Contingency Theory (1960 Onwards) The Building Blocks of OB Perception  Defining Perception  It is the process of selection and organisation of environmental stimuli and interpreting them to provide meaningful experiences for the perceiver.  Everyone selectively pays attention to some aspects of the environment and selectively ignores other aspects at any particular time.  Do Perception vary from individual to individual on a given same situation?  Example: A wave of the hand may be interpreted as a friendly gesture or as a threat, depending on the circumstances and the state of mind of those involved.  Selective Attention or Selective Ignorance?  Applied Question:  Shyam while on his way to college boards an e-rickshaw as his conveyance mode. He is further accompanied by 3 more fellow passengers later. Besides him sat a middle aged person and to his front sat a young female passenger who was also going for her office. Right infront of shyam sat an elderly man.  Sometime later, shyam felt that the elbow of middle aged man who is sitting just beside him was hitting him in between just for a while then eventually as shyam was about to reach his college he also noticed that the middle aged man sitting besides him was deliberately trying to touch the hand of the young female co-passenger sitting in front of him. In the meantime, his college came and post attending all the classes, he went back home and narrated the story to his father.  According to your opinion, what would shyam have interpreted as selective attention? Factors affecting Perception  Factors affecting Perception  The Perceiver : When an individual (“the perceiver”) looks at something (“the target”) and tries to interpret what he or she sees, that interpretation is heavily influenced by the perceiver’s personal characteristics. We often interpret others’ behaviours based on our own characteristics. Example: Have you ever bought a new car and then suddenly noticed a large number of cars like yours on the road? It’s unlikely that everyone else has suddenly bought the same model. Rather, your own purchase has influenced your perception so that you are now more likely to notice the other cars.  Factors affecting Perception  The Target : A target’s characteristics can affect what is perceived. Loud people are more likely to be noticed in a group than are quiet ones. So, too, are extremely attractive or unattractive individuals.  Persons, objects, or events that are similar to each other also tend to be grouped together. The greater the similarity, the greater the probability that we will tend to perceive them as a common group.  Example: People who are female, black, or members of any other clearly distinguishable group will tend to be perceived as similar not only in physical terms but in other unrelated characteristics as well.  Factors affecting Perception  The Situation : The context in which we see objects or events is important. Elements in the surrounding environment influence our perceptions.  The time at which an object or event is seen can influence attention, as can location, light, heat, or any number of situational factors.  Examples:  1. It might be entirely appropriate to wear shorts and T-shirts in a social setting, but not appropriate in a work setting.  PERCEPTUAL ERRORS  It’s difficult to perceive and interpret what others do.  Perceptual error is the inability to judge humans, things or situations fairly and accurately.  For instance, when we make a bad first impression on someone, that perception may lead them to treat us poorly, or dismiss us as a prospective employee or teammate.  Some of the errors that distort the perception process include attribution theory, selective perception, the halo effect, contrast effects, projection, and stereotyping. Attribution Theory Who do you tend to blame when someone makes a mistake? Ever wonder why?  Attribution Theory  Attribution theory in organizational behavior refers to the process by which individuals interpret and explain the causes of their own and others' behavior.  Basically, the theory suggests that when we observe an individual’s behaviour, we try to determine whether the individual is responsible for the behaviour (the cause is internal), or whether something outside the individual caused the behaviour (the cause is external).  Internally caused behaviour is believed to be under the personal control of the individual; that is, the person chooses to engage in the behaviour. Externally caused behaviour is believed to result from outside causes; that is, the person does not have control over his or her actions and is forced into the behaviour by the situation.  For example, while waiting for one of your team members who is late for a meeting, you could imagine either an internal or an external reason for the lateness. Rules for Determining Attribution Rules for Determining Attribution  Distinctiveness: Distinctiveness refers to whether an individual acts similarly across a variety of situations. Is the student always underperforming (being late for class, goofing off in team meetings, not answering urgent emails) or is the student’s behaviour in one situation unusual from what he shows in other situations? If the behaviour is unusual, the observer is likely to make an external attribution. If this action is not unusual, the observer will probably judge it as internally caused.  Consensus: Consensus considers how an individual’s behaviour compares with others in the same situation. If everyone who is faced with a similar situation responds in the same way, we can say the behaviour shows consensus.  Consistency: Finally, an observer looks for consistency in an action that is repeated over time. If a student is usually on time for class (she has not been late all term), being 10 minutes late will be perceived differently from the way it is when the student is routinely late (almost every class). If a student is almost always late, the observer is likely to attribute lateness to internal causes. If the student is almost never late, then lateness will be attributed to external causes. Selective Perception Have you ever misjudged a person? Do you know why?  Selective Perception  People’s selective interpretation of what they see based on their interests.  Example: you are listening to your instructor while surfing the net. The next thing you know, the instructor is calling on you, asking a question, but you have no idea what to answer because you got involved in an online auction on eBay and lost track of the classroom discussion. While you were surfing, the eBay auction became more important than what your instructor was saying, and you tuned her out. However, had she said “tomorrow’s test will cover the following topics,” you might have snapped to attention again, knowing that you needed that information to study effectively.  Selective perception also allows us to “speedread” others, but we may draw inaccurate pictures as a result. Because we see what we want to see, we can make unwarranted conclusions about an ambiguous situation.  Halo Effect  Drawing a general impression of an individual on the basis of a single characteristic.  Students may give more weight to a single trait, such as enthusiasm, and allow their entire evaluation to be affected by how they judge the instructor on that one trait. Thus, an instructor may be quiet, assured, knowledgeable, and highly qualified, but if his or her presentation style lacks enthusiasm, those students would probably give the instructor a low rating.  Contrast Effects  The concept that our reaction to one person is often influenced by other people we have recently encountered.  Example: Consider what happens when a manager interviews job candidates from a pool of applicants. The evaluation of a candidate can be affected by his or her place in the interview schedule. The candidate is likely to receive a better evaluation if interviewed after a mediocre applicant, and a worse evaluation if interviewed after a strong applicant.  Projection  Attributing one’s own characteristics to other people.  For instance, if you want challenge and responsibility in your job, you assume that others want the same. Or you are honest and trustworthy, so you take it for granted that other people are equally honest and trustworthy.  People who engage in projection tend to perceive others according to what they themselves are like rather than perceiving others as they really are.  Is Projection an accurate perception technique?  Stereotyping  Judging someone on the basis of one’s perception of the group to which that person belongs.  Q: Differentiate between Stereotyping & Halo Effect?  Example: SRCC Vs Amity  PERCEPTUAL PROCESS Perceptual Perceptual Perceptual Selection Organization Interpretation  PERCEPTUAL SELECTION  Perceptual selection is the process by which people filter out most stimuli so that they can deal with the most important ones. It simply refers to paying attention to those things or situations which are relevant to a person.  PERCEPTUAL ORGANISATION  Perceptual organization refers to the process by which the human brain organizes and makes sense of sensory information received from the environment.  This process is crucial for our ability to perceive, interpret, and navigate the world around us.  Two people can look at the same image and have different interpretations of it. For example, what do you see when you look at the following image? Some people see a vase, others see two human faces. Which image a person sees depends on what they perceive?  PERCEPTUAL INTERPRETATION  The stage of perception in which we assign meaning to the information we have selected.  For instance, Rahul thinks a man running down the sidewalk hurries because he is late, but Shivam infers that the man is chasing someone.