1. Lecture 1(March 6th 2013) Chapter 1
What is Organizational Behavior?
Organizational Behavior is Blend of Sociology + Phycology + Societal Behaviors & Social Environment
Organizational Behavior is a unique combination of different disciplines. The predominate areas are
psychology, sociology, social psychology, anthropology, political science, and economics.
Organizational behavior is an applied behavioral science that is built upon contributions from a number of
behavioral disciplines. The predominant areas are psychology, sociology, social psychology,
anthropology, and political science
Learning Domains
Three are three domains of learning
C A
Cognitive Effective
P
Phycomotor
Learning Domains
C: Cognitive Domain = Mental Understanding
A: Affective Domain = Creation of Interest in learning (Lowest Level)
Emotional Attachment to learning (Highest Level)
P: Psychomotor Domain = Relate Theory to Practice, Applied
(Stimulitive Learning)

2. How We Learn
Humans are lifelong learners. From birth onward we learn and assimilate what we have just learned into
what we already know. Learning in the Geosciences, like all learning, can be categorized into the domains
of concept knowledge, how we view ourselves as learners and the skills we need to engage in the
activities of geoscientists. As early as 1956 Educational Psychologist Benjamin Bloom divided what and
how we learn into three separate domains of learning.
Cognitive Domain
This domain includes content knowledge and the development of intellectual skills. This includes the
recall or recognition of specific facts and concepts that serve developing intellectual abilities and skills.
There are six major categories, starting from the simplest behavior (recalling facts) to the most complex
(Evaluation).
The University of Washington's Geography Department website Major Categories in the Taxonomy of
Educational Objectives has a detailed explanation of Bloom's Six Levels of Cognitive Development
(more info)

3. Affective Domain
How does one approach learning? With confidence, a can do attitude. The Affective domain includes
feelings, values, appreciation, enthusiasms, motivations, and attitudes. The University of Dayton, School
of Law Affective Domain website describes each category in the domain and provides illustrative
examples and keywords for the cognitive, affective, and psychomotor domains.
Psychomotor Domain
The psychomotor domain includes physical movement, coordination, and use of the motor-skill areas.
Development of these skills requires practice and is measured in terms of speed, precision, distance,
procedures, or techniques in execution. For a more detailed treatment of this domain see the Penn State
Teaching and Learning with Technology website Psychomotor Domain Taxonomy (more info) =
What is emotional Intelligence?
Able to understand and identify emotions and moods of employees and staff and allow flexibility
according to the variables up to an acceptable level.
Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others,
and of groups. It can be divided into ability EI and trait EI. Ability EI is usually measured using
maximum performance tests and has stronger relationships with traditional intelligence, whereas trait EI
is usually measured using self-report questionnaires and has stronger relationships with personality.
What is Emotional Intelligence?
Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some
researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an
inborn characteristic.
Since 1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional
intelligence. In their influential article "Emotional Intelligence," they defined emotional intelligence as,
"the subset of social intelligence that involves the ability to monitor one's own and others' feelings and
emotions, to discriminate among them and to use this information to guide one's thinking and actions"
(1990).
The Four Branches of Emotional Intelligence
Salovey and Mayer proposed a model that identified four different factors of emotional intelligence: the
perception of emotion, the ability reason using emotions, the ability to understand emotion and the ability
to manage emotions.
Perceiving Emotions: The first step in understanding emotions is to accurately perceive them. In many
cases, this might involve understanding nonverbal signals such as body language and facial expressions.
Reasoning With Emotions: The next step involves using emotions to promote thinking and cognitive
activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things
that garner our attention.
Understanding Emotions: The emotions that we perceive can carry a wide variety of meanings. If
someone is expressing angry emotions, the observer must interpret the cause of their anger and what it

4. might mean. For example, if your boss is acting angry, it might mean that he is dissatisfied with your
work; or it could be because he got a speeding ticket on his way to work that morning or that he's been
fighting with his wife.
Managing Emotions: The ability to manage emotions effectively is a key part of emotional intelligence.
Regulating emotions, responding appropriately and responding to the emotions of others are all important
aspect of emotional management.
What is job sculpting?
Employees are given tasks in which they are interested.
Shaping job tasks and job processes to better fit an individual’s strengths and interests. It is about
increasing and aligning discretionary work practices
Job sculpting is a job system in which job profile is designed in accordance with the employee’s interest
rather than expecting employee to fit in, as is done in traditional system.
Six Learning Levels of Cognitive Domain
In 1950’s Bloom’s Taxonomy i.e.the theory was developed;
Level Level Name Question Type Learning Level
Number Grade
1 K Knowledge Level Define, state, shat etc.
Basic Level
2 C Comprehension Level Explain, elaborate, conclude,
Learning
describe,
3 A Application Level Solve, apply, compute, prove,
Mid-Level
4 A Analysis Level Compare, differentiate, match,
Learning
analyze,
5 S Synthesis Level Develop, design, construct, create,
Advance Level
6 E Evaluation Level Evaluate, rate, justify, findings,
Learning
recommend,
In 1956, Benjamin Bloom headed a group of educational psychologists who developed a
classification of levels of intellectual behavior important in learning. Bloom found that over 95
% of the test questions students encounter require them to think only at the lowest possible
level...the recall of information.
Bloom identified six levels within the cognitive domain, from the simple recall or recognition of
facts, as the lowest level, through increasingly more complex and abstract mental levels, to the
highest order which is classified as evaluation. Verb examples that represent intellectual activity
on each level are listed here.
1. Knowledge: arrange, define, duplicate, label, list, memorize, name, order, recognize,
relate, recall, repeat, and reproduce state.
2. Comprehension: classify, describe, discuss, explain, express, identify, indicate, locate,
recognize, report, restate, review, select, translate,

5. 3. Application: apply, choose, demonstrate, dramatize, employ, illustrate, interpret, operate,
practice, schedule, sketch, solve, use, write.
4. Analysis: analyze, appraise, calculate, categorize, compare, contrast, criticize,
differentiate, discriminate, distinguish, examine, experiment, question, and test.
5. Synthesis: arrange, assemble, collect, compose, construct, create, design, develop,
formulate, manage, organize, plan, prepare, propose, set up, and write.
6. Evaluation: appraise, argue, assess, attach, choose compare, defend estimate, judge,
predict, rate, core, select, support, value, evaluate.

6. Lecture 2(March 12th 2013) Chapter 1
Discipline Effectiveness Efficiency
Total Quality Management Quality Time
Organizational Behavior Achieving Goals Reducing Cost
Variable
A variable is any general characteristic that can be measured and that changes in amplitude, intensity, or
both. Some examples of OB variables found in this textbook are job satisfaction, employee productivity,
work stress, ability, personality, and group norms.
Dependent Variables
If response are depending / change due to other variables.A dependent variable is a response that
is affected by an independent variable. In terms of the hypothesis it is the variable that the
researcher is interested in explaining. In organizational behavior research, the most popular
dependent variables are productivity, absenteeism, turnover, job satisfaction and organizational
commitment.
Independent Variables
The independent variables are the major determinants of productivity, absenteeism, Organizational
citizenship behavior (OCB), turnover, and Job satisfaction. Consistent with our belief that organizational
behavior can best be understood when viewed essentially as a set of increasingly complex building
blocks, the base, or first level, of our model lies in understanding individual behavior.
Individual
Group
Organizations
Moderating Variable
A moderating variable abates the effect of the independent variable on the dependent variable. It might
also be thought of as the contingency variable: If X (independent variable), then Y (dependent variable)
will occur, but only under conditions Z (moderating variables). To translate this into a real-life example,
we might say that if we increase the amount of direct supervision in the work area (X), then there will be

7. a change in worker productivity (Y), but this effect will be moderated by the complexity of the tasks
being performed.
Dependent Variables
S# Name Type
1 Production Behavior 5 = Behavior
2 Absenteeism Behavior
3 Turnover Behavior 1 = Attitude
4 Job Satisfaction Attitude
5 Deviate work place Behavior Advance Learning
behavior Addition
6 OCB (Organizational Behavior
Citizenship Behavior)
Behavior = Stimulus Response
Job Satisfaction
Job satisfaction or Employee Satisfaction (also referred to as morale) is one of the most widely used
variables in organizational behavior. It is an employee's attitudinal response to his or her organization. As
an attitude, job satisfaction is summarized in the evaluative component and comprised of cognitive,

8. affective, behavioral components. As with all attitudes, the relationship between satisfaction and
behavior, most specifically job performance and membership, is complex. The following sections
summarize the cognitive and affective components of job satisfaction; their relationship to organizational
inducements systems and their impact on performance and membership.
Job satisfaction is a feeling, so it is attitude,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
―HR Heads have very important role in OB‖

9. HR LADDER
IV) Local Companies III) Local Companies
(0%) (3%)
Strategic Partners Change Agents
Highest Level of HR = SP (Strategic Partners) HR can act as a driver in change!
In the matrix portion lowest level is policy
implementation.
HR Head & HR Department involved in
preparing strategic planning
Internationally (3%) organizations falls in the Internationally (40%) organizations falls in the
category category
I) Local Companies II) Local Companies
(80%) (70%)
Administrative Expert All functions of HR are effective & efficient in
interest of organization’s employees.
(Fire Fighting Role)
70% is rating in terms of performance. The
rating is given by
Outside Analysts
Internal Employees
Technique used is PAT (Point allocation
technique)
Internationally (10% - 20%) organizations falls Internationally (35% - 40%) organizations falls
in the category in the category

10. Towards OB Discipline:
Absolutes of OB Discipline are;
Psychology
Psychology seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Those who have contributed and continue to add to the knowledge of OB are learning theorists,
personality theorists, counseling psychologists, and, most important, industrial and organizational
psychologists.
Early industrial/organizational psychologists studied the problems of fatigue, boredom, and other working
conditions that could impede efficient work performance. More recently, their contributions have
expanded to include learning, perception, personality, emotions, training, leadership effectiveness, needs
and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude
measurement, employee-selection techniques, work design, and job stress.
Social Psychology
Social psychology, generally considered a branch of psychology, blends concepts from both psychology
and sociology to focus on peoples’ influence on one another. One major study area is change —how to
implement it and how to reduce barriers to its acceptance. Social psychologists also contribute to
measuring, understanding, and changing attitudes; identifying communication patterns; and building trust.
Finally, they have made important contributions to our study of group behavior, power, and conflict.
Sociology
While psychology focuses on the individual, sociology studies people in relation to their social
environment or culture. Sociologists have contributed to OB through their study of group behavior in
organizations, particularly formal and complex organizations. Perhaps most important, sociologists have
studied organizational culture, formal organization theory and structure, organizational technology,
communications, power, and conflict.
Anthropology
Anthropology is the study of societies to learn about human beings and their activities. Anthropologists’
work on cultures and environments has helped us understand differences in fundamental values, attitudes,
and behavior between people in different countries and within different organizations. Much of our
current understanding of organizational culture, organizational environments, and differences among
national cultures is a result of the work of anthropologists or those using their methods.
There Are Few Absolutes in OB
Demonstrate why fewabsolutes apply to OB.
Laws in the physical sciences—chemistry, astronomy, physics—are consistent andapply in a wide range
of situations. They allow scientists to generalize about the pull of gravity or to be confident about sending
astronauts into space to repairsatellites. But as a noted behavioral researcher observed, ―God gave all the
easy problems to the physicists.‖ Human beings are complex, and few, if any, simple and universal

11. principles explain organizational behavior. Because we are not alike, our ability to make simple, accurate,
and sweeping generalizations is limited.
Two people often act very differently in the same situation, and the same person’s behavior changes in
different situations. Not everyone is motivated by money, and people may behave differently at a
religious service than they do at a party.
That doesn’t mean, of course, that we can’t offer reasonably accurate explanations of human behavior or
make valid predictions. It does mean that OB concepts must reflect situational, or contingency,
conditions. We can say x leads to y, but only under conditions specified in z —the contingency variables.
The science of OB was developed by applying general concepts to a particular situation, person, or group.
For example, OB scholars would avoid stating that everyone likes complex and challenging work (the
general concept). Why? Because not everyone wants a challenging job. Some people prefer routine over
varied or simple over complex. A job attractive to one person may not be to another; its appeal is
contingent on the person who holds it.

12. Lecture 3(March 13th 2013) Chapter 1
Learning Matrix
Gordon Training School
Conscious – Competence Learning Matrix
IV – Expert Stage III – Skilled Stage V – GURU Stage
Unconscious Competence Conscious Competence
―I do not Know that I Know ―I Know that I Know how to
Reflective
how to perform a task‖ perform a task‖ Competence
Play Role of Light
house
I – Novice Stage II – Trainee Stage ―People says that he
Unconscious Competence Conscious Incompetence Knows how to
perform task‖
―I do not Know that I do not ―I Know that I do not Know
know how to perform a task‖ how to perform a task‖
Ignorance of Ignorance Ignorance of Ignorance
Below Basic Level Basic Level
Example of Level – I, A person jumping in swimming pool do not know how to swim. Very Dangerous
stage.

13. PCN : Parent Country National
In an international firm, a PCN is a person whose nationality is the same as that of the firm, but different
from the country in which they are working: for example, a Japanese manager working for a UK-based
subsidiary of a Japanese company.
A parent-country national is a person working in a country other than their country of origin
HCN : Host Country National
A host-country national (HCN) is an employee who is a citizen of a country in which an organization's
branch or plant is located, but the organization is headquartered in another country.
TCN : Third Country National
A third country national (TCN) is an employee who is not a citizen of the home or host countries. For
example, a French National working in the Hong Kong subsidiary of a US company would be considered
a TCN employee
Example
Let us say John is a U.S. citizen. If John moves to France to live with no immediate intention of going
back to the US (but also no immediate intention of becoming a French citizen) John is an American
Expatriate. If John goes to France to study, from his standpoint other Americans are Home-country
nationals, French people are Host-country nationals and people from any country other than the US or
France are Third-country nationals. Clear?
More Explanation
Parent country nationals (PCNs) are employees who are citizens of and are hired from the nation where
an organization has its original and current headquarters (the parent country). PCNs are distinct from host
country nationals (HCNs), who are staff hired from the country where the international subsidiary is
operating (the host country). Third country nationals (TCNs) are citizens of neither the parent nor the host
country. The role and function of a PCN depends on the organizations approach to international human
resource management and the needs of the overseas subsidiary where the PCN is assigned. PCNs use
different adaptation strategies to cope with their overseas assignments, and there are both advantages and
disadvantages in using PCNs to staff international subsidiaries. The term parent country national usually
is used only to identify an employee who is posted to an overseas country as an expatriate (overseas
assignment of more than one year), as a worker on a short-term assignment (less than one year), or as a
flexpatriate (several short-term overseas postings, sometimes referred to as commuter assignments). The
term became widespread in the business world in the 1960s and 1970s, when it became apparent that the
traditional employment dichotomy of expatriates and nationals could not accommodate employees who
were citizens of neither the host nor the parent country (TCNs). Researchers and organizations replaced
the dichotomy by distinguishing employees by parent, host, and third country citizenship.Global
businesses now categorize employees by using frameworks that include length of assignment (expatriate,
short-term, and flexpatriate), direction of assignment (expatriate vs. inpatriate), and nature of assignment
(expatriation vs. virtual assignment). Virtual assignments are job assignments focused on projects within

14. a particular country that rely on electronic communications such as videoconferencing rather than
requirethe assignee to travel to the country itself. Inpatriates are transfers of HCNs or TCNs to corporate
headquartersfor developmental purposes.The role of PCNs in an international organization depends on the
organizations approach to internationalhuman resource management. Those management approaches can
be categorized as (1) exportive/ethnocentric, (2) integrative/regiocentric and geocentric, and (3)
adaptive/polycentric. In the export-ive/ethnocentric approach, PCN expatriates function in a control
position, as this approach is characterized bya transfer of the parent company’s human resource
management system to the host country. PCNs alsobenefit from international developmental experience
while they are on expatriate assignment. The integra-tiveapproach also allows for the employment of
PCN expatriates; however, human resource management policiesand managerial practices are transfused
and adapted from host country to parent country, and vice versa.PCNs are learners in the adaptive
approach, in which organizations focus on adopting and localizing thepractices and policies of the
international organization to the host country.PCNs are used for overseas assignments for several other
reasons, including filling an existing overseasposition, developing managers in terms of global awareness
and experience, fulfilling the role of organizationaldevelopment, and problem solving. Researchers have
found differences in the importance of the reasons for employing PCNs in subsidiaries, depending on the
organizations headquarters country, demonstrating thatnational culture can influence organizational
reasons for expatriation. Japanese and European companies aremore likely to use PCNs, whereas U.S.
companies are more likely to use HCNs.PCNs tend to use different adaptation strategies when on
overseas assignment. Researchers have categorizedPCN expatriates according to their degree of
allegiance to the parent or host country as being outcomes of adaptation. The categories are (1) free
agents, who have low allegiance to both home and host countries; (2)³going native´ expatriates, who have
high allegiance to the host country and little to the home country; (3)³hearts at the parent´ expatriates,
who have high allegiance to the home country and little to the host country; and (4) dual citizens, who
have high allegiance to both countries. The choice of adaptation strategy appears to be linked to the
personality of the PCN.
Advantages and Disadvantages
Several advantages result from employing PCNs who have experience in the organization rather than
HCNs or TCNs. PCNs usually are considered by headquarters as being familiar with the organizations
goals, products,services, technology, policies, and procedures. This familiarity may help facilitate
coordination, control, anddevelopment of organizational strategy.The use of PCNs also has several
disadvantages. Among them: (1) PCNs may impose a culturallyinappropriate management style on the
host country subsidiary; (2) using PCNs may limit the promotionalopportunities of HCNs; and (3) the
compensation for PCNs usually is greater than that received by HCN staff,which may cause a degree of
resentment among HCN staff. PCNs also may take a long time to adapt to thehost country, which is likely
to affect their work performance.Some researchers have questioned whether HCNs, TCNs, and inpatriates
maybe better equipped to deal withthe cultural challenges of international management than are PCN
expatriates. The use of PCNs in globalorganizations appears to continue to develop rather than diminish,
however.
Polycentric Approach:
Polycentrism is the belief that managers and employees in a foreign operation should be from the host
country. The feeling is that people native to the host country will not have problems with culture shock,
knowing the language, realizing and adhering to the local customs, values, and attitudes, and being

15. effective immediately instead of after a learning process has taken place. Key positions in the foreign
operation are filled with host country nationals (HCNs). This saves money associated with recruiting,
training, and transferring expatriates from other countries in which the company also has operations.
There are, however, possible negative aspects of a polycentric approach to hiring. One of the biggest
problems relates to parent company control over the foreign subsidiary. The question arises: ―Will host
country managers be loyal to the parent or to the local operation?‖ A potential problem arises with
coordination of activities, goals, and objectives between parent and subsidiary. The fact remains, though,
that polycentric staffing and operation of foreign subsidiaries is successfully being applied by
organizations. The parent company must be aware of potential problems and introduce control systems to
uncover these problems before they are allowed to get out of hand.
Geocentric Approach:
It is an approach where the global companies hire personnel from any part of the world according to the
experience and job description and not because he or she is from the home country or host country.
Human resource planning having been done, the international human resource manager must
proceed with the job of hiring the right number of people of the right type.
The international human resource manager must not only select people with skills, but also employees
who can jell with the organization’s culture. ; So it wants to hire employees whose styles, beliefs, and
value systems are consistent with those of the firm.
Approaches of Staffing
International businesses are said to adopt three approaches to staffing:
(1) Ethnocentric,
(2) Polycentric, and
(3) Geocentric.
Ethnocentric Approach
In this approach, all key management positions are held by parent-country nationals. This strategy may be
appropriate during the early phases of international business, because firms at that stage are concerned
with transplanting a part of the business that has worked in their home country.
This practice was widespread at one time. Firms such as P & G, Philips NY, and Matsushita originally
followed the ethnocentric approach.
Reasons:
Perceived lack of qualified host country nationals;
Understanding that a united corporate culture can be maintained; and
Need to maintain good communication, coordination, and control links with headquarters.

16. Disadvantages:
Denial of promotional opportunities to host-country nationals, leading to reduced productivity
and increased turnover.
The adaptation of expatriate managers to host countries takes a long time during which home-
country nationals make poor decisions and commit mistakes.
For many expatriates a key international posting means new status, authority, and increased
standard of living. The changes may affect expatriates' sensitivity to the needs and expectations of
their host country subordinates.
Polycentric Approach
The polycentric staffing policy requires host-country nationals to be hired tomanage subsidiaries, while
parent-country nationals occupy key positions at corporate headquarters. Although top management
positions are filled by home-country personnel, this is not always the case.
For example, many US MNCs use home-country managers to get the operations started, then hand it over
to the host-country managers. Hindustan Lever Ltd, (HLL), the Indian subsidiary of Unilever, has locals
as its chiefs.
Geocentric Approach
This staffing philosophy seeks the best people for key jobs throughout the organization, regardless of
nationality. Seeking the best person for the job, irrespective of nationally is most consistent with the
underlying philosophy of a global corporation.
Colgate Palmolive is an example of a company that follows the geocentric approach. It has been operating
internationally for more than 50 years, and its products are household names in more than 170 countries.
60 per cent of the company's expatriates are from countries other than the US. All the top executives
speak at least two languages, and important meetings routinely take place all over the globe.

17. USA
(PCN)
CHINA
IF EMPLOYEES SENT
WILL BE CALLED (TCN)
SINGAPORE MALYSIA
(HCN) (TCN)
IF EMPLOYEES SENT WILL
BE CALLED (TCN)