ORGANISATIONAL

BEHAVIOUR

UNIT – 1

INTRODUCTION TO
ORGANISATIONAL BEHAVIOUR

-VIJAY MASARKAR
AST. PROF. – MGT.
 Objectives

After completing this unit, you will be able to:

 Identify the importance of human element in the organization.

 Analyze how industrial psychology, scientific management thoughts,

and human relations movement ushered in the discipline of OB.

 Discuss the facets of Hawthorne experiments and their implications on

the study of Organizational Behaviour.

 Explain the importance of cultural diversity, ethical management and

corporate social responsibility today.
 Structure of the session

1.1 Introduction

1.2 Historical Development of Organizational Behaviour

1.3 Events Instrumental in the Development of OB:

 The Great Depression
 The Rise of Trade Unionism
 Hawthorne Experiments

1.4 Impact of OB on Organisational Environment

1.5 Emerging Concerns in Organizational Behaviour

Summary
 1.1 INTRODUCTION

Every Organisation has Vision, Mission and Goals.

The Goals cannot be achieved by individual or small group.

Many people need to be tied in a meaningful relationship thereby

creating an Organisational Structure.

In every organisation there is a constant interaction between

People, Structure and Technology resulting into work complexity

Fixed ratio of input to output cannot be applied to Human

Resources.
 What is Organisational Behaviour?

OB is the study of Human Behaviour in organisation for

improving an Organisational Effectiveness.

OB is directly concerned with the understanding, prediction and

control of Human Behaviour in Org.

Fundamental Concepts which govern OB is :

 We deal with a person as a whole
 An individual has dignity
 Behaviour of an individual is caused
 There are differences between individuals
 Organisations are social systems
 Mutuality of interest amongst organisational members.
 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
Contributing Disciplines to OB

Organisation
al Behaviour

Psychology

Anthropolo
Sociology
gy

Political Industrial
Science Psychology
 1.2 Historical Development of O.B.

Contributing Disciplines :
 Psychology: motivation, personality, perception, attitude, opinion etc.

 Sociology: Leadership, group dynamics, communication, etc

 Social and Industrial Psychology: Changes in attitude and

communication pattern, group decision making, boredom, monotony, stress
etc.

 Anthropology: A study of man & his work, culture etc.

 Political Science: Conflict resolution, Group coalition, power and politics

etc.
 Behavioural Contribution Unit of Output
science analysis
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Psychology Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Individual

Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Sociology

Formal organization theory Study of

Organizational technology Group Organizational
Organizational change Behaviour
Organizational culture

Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
system
Comparative values
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment

Conflict
Political science Intraorganizational politics
Power
 The Layers of OB

The Organization

Change
Organizational culture
Decision making
The Group Leadership

Power and politics

Negotiation
Conflict
Communication
The Individual Groups and teams

Motivating self and others

Emotions
Values and attitudes
Perception
Personality
 Contd…

The specific aspects which form the subject matter of OB are

related to :

 Individual behaviour

 Interpersonal behaviour

 Small Group behaviour

 Inter-group Behaviour

 Interaction of formal and Informal Organisation

 Organisation as a total system

Organisation as a total system
 The Predecessors of OB

1. Industrial Psychology: Application of Psychological facts and

principles concerning Human Beings who are working in Business
or Industry.

2. Scientific Management Movement: Fredrick W. Taylor

advocated internal and external parity of wages and other issues,
insisted in supervisory training and introduced financial incentives.

3. Human Relations Movement: Three events cumulatively

ushered in this era:
A. The Great Depression
B. Rise of Trade Unions
C. The Howthorne experiments
 1.5 HAWTHORNE EXPERIMENTS

Western Electric Co. conducted at its Hawthorne Works, a

research program or a series of experiments on the factors
rarely understood in industry, recognizing the employee
attitudes, his social situation on the job and his personal
characteristics and background.

The studies point out that the needs for recognition, security
and sense of belonging exert greater impact on workers’
productivity than the physical working conditions; that the
attitudes and effectiveness of workers are determined by the
social requirements obtained inside and outside the factory
environment.
 HAWTHORNE EXPERIMENTS

1) Illumination Experiments: 1924 to 1927

2) Relay Room Experiments: 1927 to 1932

3) Second Relay Room and Mica Splitting test room

experiments

4) Mass Interviewing Program: 1928 to 1930

5) Bank Wiring Room Study: Nov 1931 to May 1932

Challenges of External Environment and OB

 Organizational Behaviour studies the external

environment which influences the human
behaviour within an organization. That is why
Organizational Behaviour takes cognizance of TQM (Total
quality management), TPM (Total productivity
management) Or new concepts originating in the external
environment.

 With a rapidly changing external environment, especially in

the light of globalization led by multinational companies,
HR professionals, people who manage people at the
workplace, are facing a whole new set of challenges.
 1.6 EMERGING CONCERNS IN
ORGANIZATIONAL BEHAVIOUR
1) Cultural Diversity and Teamwork-
Interdisciplinary, cross-functional teams are formed to bring together
all stakeholders in an organization to improve communication, increase
involvement, improve quality and efficiency, and increase productivity.

2) Ethical Management and Corporate Social Responsibility-

It’s coming to know what it right or wrong in the workplace and doing
what’s right — this is in regard to effects of products/services and in
relationships with stakeholders. Ethics in the workplace can be
managed through use of codes of ethics, codes of conduct, ethics
committees, policies and procedures, procedures to resolve ethical
dilemmas, ethics training, etc.
 SUMMARY

 Some of the major contributors to the development of

Organizational Behaviour are industrial psychology, scientific
management movement, andhuman relations movement.

 Three factors cumulatively contributed to the rise of human

relations movement. They are the great depression, rise of trade
unionism and the Hawthorne experiments.

 The discipline of Organizational Behaviour tries to synchronise

internal organizational environment with the external social
environment.
 Organizational Behaviour

UNIT – 2

UNDERSTANDING
ORGANISATIONAL
BEHAVIOUR
-VIJAY MASARKAR
AST. PROF.-MGT.,
 Objectives

After completing this unit, you will be able to:

 Define Organisational Behaviour.

 Analyse the fundamental concepts governing organisational

behaviour.

 Classify the different organisational models.

 Structure

2.1 Introduction

2.2 Fundamental Concepts of Organisational Behaviour

2.3 Various Organisation Models

2.4 Summary
 2.1 INTRODUCTION

The study of Organisational Behaviour has certain

basic assumptions. They are:
1) An industrial enterprise is an organisation of people.

2) These people must be motivated to work effectively.

3) The goals of the employee and the employer may not necessarily
coincide.
4) The policies and procedures adopted in an enterprise may
influence people in directions not always foreseen by the policy
makers.
 Definition – Organisational Behaviour

“Organisational Behaviour is the study and application of

knowledge about how people act within organisations. It is a human

tool for human benefit. It applies broadly to the behaviour of

people in all types of organisations such as business, government,

schools, etc. It helps people, structure, technology, and the external

environment blend together into an effective operative system.” -

Keith Davis
 2.2 FUNDAMENTAL CONCEPTS OF
ORGANISATIONAL BEHAVIOUR

The concepts dealing with the nature of individual

are four. They are:

1. Individual differences

2. Whole person

3. Motivation

4. Human dignity
 2.3 VARIOUS ORGANISATION MODELS
(OB revolves around the nature of the organisation too)

Social systems are formed on the basis of mutual

interests of the employees and the management:
 1. Organisation is a Social System
 2. Mutuality of Interests

 ORGANISATIIONAL MODELS:
 The Autocratic Model
 Custodial Model
 The Supportive Model
 The Collegial Model
 SUMMARY

Organisational Behaviour is mainly concerned with the study of

human behaviour at work.

Fundamental concepts revolve round the nature of the human

being and the nature of the organisation.

Fundamental concepts relating to the nature of human being are

four. They are individual differences, whole person, caused
behaviour i.e. motivation, and human dignity.

The concepts relating to the nature of the organisation are two.

They are organisation in a social system and mutuality of interests.
Your Valuable feedback is solicited.

Please do write to:

[email protected]

Thank you!

1–34
 Organizational Behaviour

UNIT – 3

PERCEPTION
-VIJAY MASARKAR
AST. PROF.-MGT.,
 PERCEPTION

‘When you
change the way
you look at
things, the things
you look at
change.’
 3.1 Introduction to PERCEPTION

Perceptual process is of utmost significance in understanding

human behavior. It is a unique interpretation instead of a precise
recording of the situation.

The individual, while perceiving the world, sees a picture, which

expresses his own individual view of reality. This picture is quite
unique and may largely differ from the reality.

As a great deal of the industrial conflict stem from the divergence
between the perceptual world of the parties involved, attempts can
be made to minimize the magnitude of such conflicts by properly
assessing perceptions of various aspects in the work settings.
 3.2 Meaning and Definition

‘Perception is understood as the act of seeing what is there to be seen.’ but

what is seen is influenced by the perceiver, the object, and the
environment.

‘Perception can be defined as the process of receiving, selecting,

organising, interpreting, checking and reacting to sensory stimuli or data.’

‘Perception includes all those processes by which an individual receives

information about his environment – seeing, hearing, feeling, tasting and
smelling.

Perception is affected by 3 classes of variables –the object or event being

perceived, the environment in which perception occurs and the individual
doing the perceiving.’
Perception involves five sub-processes.

PERCEP
TION
 3.3 PRINCIPLES OF PERCEPTUAL
SELECTION

There are many stimuli demanding attention of the

individual at the same time and that individual can sense
only a limited amount of stimuli at a time.

Human beings are characteristically selective. They select

from among those physical stimuli, which they can
register at a point in time.

The factors that are in the situations are called ‘external

attention factors ‘and those factors that are within an
individual are called ‘internal set factors’.
 Factors affecting Perception
3.4 EXTERNAL 3.5 INTERNAL SET
ATTENTION FACTORS FACTORS

1) Intensity 1) Habit

2) Size 2) Motivation and
3) Contrast interest
4) Repetition 3) Learning
5) Motion 4) Organisational role
6) Novelty and and specialization
familiarity
Three Factors affecting Perception
 3.6 PERCEPTUAL SET IN ORGANISATIONAL
SETTINGS

Perceptual Organisation:
 1. Perceptual Grouping
 2. Closure
 3. Figure-ground
 4. Perceptual Constancy
 5. Perceptual Defense
 a) Denial
 b) Modification & Distortion
 c) Change in Perception
 d) Recognition

o 6. Social Perception
Figure and Ground
 Wavy Squares? No!
The background of concentric circles
makes the squares appear distorted.

                                                          

46
 The Vertical lines are both the same
length.

                         

The center circles are both the same size.

                                               
47
PERCEPTUAL AMBIGUITY

48

48
PERCEPTUAL AMBIGUITY

49
 Word Color Test

In this test DO NOT READ the words,

say aloud the COLOR of each word.

 
YELLOW BLUE ORANGE
BLACK RED GREEN
PURPLE YELLOW RED
ORANGE GREEN PURPLE
BLUE RED PURPLE
GREEN BLUE ORANGE
55
 SUMMARY

Perception is a unique phenomenon, influencing

people behave differently. Externally stimuli
selectivity is affected by such factors as the intensity,
size, movement, repetition etc. Internally perceptual
selectivity is influenced by learning, culture,
experience, interest, motivation etc.

The social context plays an important role in

understanding human behaviour in organisations.
ORGANISATIONAL
BEHAVIOUR

UNIT-4

PERSONALITY
-VIJAY MASARKAR
AST. PROF - MGT.
 Objectives

After completing this unit, you will be able to:

 Define the meaning of personality.

 Analyze the importance of personality at the work life.

 Identify various theories about the formation of personality.

 Illustrate how the knowledge about differences in personality

make-up would help a manager better perceive the human

behaviour at work.
 Structure

4.1 Introduction

4.2 Determinants of Personality

4.3 Personality and Organisation

4.4 Personality Structure

4.5 Personality and Behaviour

4.6 Summary
 Introduction: Personality and workplace
A consideration of personality differences is
important for many reasons:
 Some people arouse hostility and aggression in their associates.
 Some people encourage and others discourage free and open
communication.
 Some people tolerate severely stressful situations, while tensions
and anxieties and similar circumstances swamp others.
 The unique ways of responding to day-to-day life situations is at
the heart of human behaviour.
 The personality difficulties are the root cause of organisational
conflicts and often lead to turnover and job dissatisfaction.
 Accordingly, personality embraces all the unique traits and
patterns of adjustment of the individual in his relationship with
others and his environment.
 What is Personality? The Concept

Personality is the particular combination of emotional,

attitudinal, and behavioral response patterns of an individual.

The word personality is derived from the latin word ‘Persona’

which means to wear a mask.

According to Allport’s definition – ‘Personality is the dynamic

organisation within an individual of those psycho-physical system
that determines his unique adjustment to his environment.’

R. W. White – ‘Personality is the organisation of an individual’s

personal pattern of tendencies.’
 4.2 DETERMINANTS OF PERSONALITY

The major determinants of personality of an

individual can be studied under four broad headings

1) Biological

2) Cultural

3) Familial

4) Situational
 1) Biological

Biological factors may be studied under three heads –

a) The heredity

b) The brain

c) Physical features
 2) Cultural / Environmental factors

Culture or environment is traditionally considered as

the major determinant of an individual’s personality.
The culture largely determines what a person is and
what a person will learn. The culture within which a
person is brought up is very important determinant
of behaviour of a person.

Each culture expects, and trains, its members to

behave in the ways that are acceptable to the group.”
 3) Family and social factors

a) Socialization Process

 Socialization initially starts with the contact with mother and later on the other
members of the family (father, sisters, and close-relatives) and the social group
play influential role in shaping an individual’s personality.

b) Identification process

 Identification process can be examined from three angles:
 (i) it can be viewed as the similarity of behaviour between child and the model, and
 (ii) it can be looked as the child’s motives or desires to be like the model and
 (iii) it can be viewed as the process through which the child actually takes on the
attributes of the model.

 4) Situational Factors
 Personality theories

Personality theories can be grouped under the five

heads:

 1. Intrapsychic theory (Id, Ego and Superego)

 2. Type theories
 3. Trait theories
 4. Social Learning theory
 5. Self-theory
Id, Ego and Superego
How is an individual’s personality determined?

a) Heredity {NATURE}

b) Environment {NURTURE}

i) Culture

ii) Family
iii) Group Membership
iv) Life Experiences
 4.4 PERSONALITY STRUCTURE

Five main factors summarize the personality

structure. These Big Five factors, as they often are
referred to, describe an individual’s adjustment,
sociability, conscientiousness, agreeableness and
intellectual openness.

Each factor includes a potentially large number and

range of specific traits or dimensions.
 4.5 PERSONALITY AND BEHAVIOUR
Personality and behaviour of people in the organisation are intricately linked. For
example, researchers have extensively investigated the relationships between the
Big Five personality factors and job performance. Their findings indicate that the
employees who are responsible, dependable, persistent, and achievement-
oriented, perform better than those who lack these traits.
1. Self-Esteem

2. Locus of Control

3. Goal Orientation

4. Introversion and extroversion

5. Dogmatism

6. Authoritarianism

7. Organisational Implications

8. The Person and the Situation

 4.6 SUMMARY

Personality is an important cognitively-oriented variable

in the study of OB. Personality represents the whole
person. It includes perception, learning, physique and a
lot more of a person. Thinkers have tried to explain
various determinants of personality. However, we find
that every theory tends to take a specific view of the
major determinants of personality.

Personality, however, is not a static. It has determinants.

It is the psycho- physical, socioenvironmental
combination that makes personality dynamic.