it is about the personality perception and motivation of a person along with the theories of the personality and traits of different personality organisational behavior is the subject and it will help you prepare for the presentation for free
2. Organisational Behaviour 2
Objectives of the subject
To introduce the basic processes and principles that
underline human behavior
To create an understanding of how people behave in
organization and focus on ways to enhance
organizational effectiveness through people.
To understand how to effectively recognize and resolve
human issues in organizational settings.
To develop an ability to catalyze harmonious relationship
amongst employee groups.
To inculcate learning spirit, constant innovation and
concern towards people and environment.
4. Organisational Behaviour 4
Managers role
Interpersonal role – figurehead, liaison, leader
Information role – recipient, disseminator,
spokes person
Decision role – entrepreneurial, disturbance
handler, resource allocator, negotiator.
Management skills: Technical, human,
conceptual skills
5. Organisational Behaviour 5
Meaning
Is the study and application of knowledge
about how people- as individuals and as
groups – act within organizations.
11. Organisational Behaviour 11
Characteristics
Interdisciplinary nature- integrate the
behavioral science with other social
sciences.
Emerging bases of research knowledge
and conceptual framework
12. Organisational Behaviour 12
Elements of Organizational
behaviour
People
Structure
Technology
Environment Organization
People
TechnologyStructure
Environment
Environment
Environment
13. Organisational Behaviour 13
Evolution
Plato –Leadership qualities
Aristotle -persuasive communication.
Niccolò Machiavelli (Italian philosopher ,6th century) -
Contemporary work on organizational power and politics.
Adam Smith (In 1776) -Organizational structure based on
the division of labour.
Max Weber(German sociologist) -charismatic leadership.
Robert Owen (1800)- -emphasized the human needs
Frederick Winslow Taylor(1900- Father of Scientific
Management) -goal setting and rewards to motivate
employees.
Elton Mayo , 1920 and his colleagues conducted
productivity studies at Western Electric's Hawthorne plant
in the United States.
14. Organisational Behaviour 14
Though it traces its roots back to Max Weber and earlier,
organizational studies is generally considered to have
begun as an academic discipline with the advent of
scientific management in the 1890s, with Tayl The Greek
philosopher Plato wrote about the essence of leadership.
Prominent early scholars included Chester Barnard, Henri
Fayol, Frederick Herzberg, Abraham Maslow, David
McClelland, and Victor Vroom.
The Second World War further shifted the field, as the
invention of large-scale logistics and operations research
led to a renewed interest in rationalist approaches to the
study of organizations
15. Organisational Behaviour 15
In the 1960s and 1970s, the field was strongly influenced
by social psychology and the emphasis in academic study
was on quantitative research.
Starting in the 1980s, cultural explanations of organizations
and change became an important part of study. Qualitative
methods of study became more acceptable, informed by
anthropology, psychology and sociology.
16. Organisational Behaviour 16
Hawthorne experiment (Henry A. Landsberger )
Study Outcome
Changes in illumination Productivity increased(1927-
32)
Motivational effect of the interest being shown in them
productivity varied(2009) Other factors such as the weekly cycle of work or the
seasonal temperature and so the initial conclusions
were overstated and the effect was weak or illusory
Relay assembly test.
1.Changes in wages (Paid for
overall Production)
2. Increased the break time (two
5 minutes, two 10 minutes, six 5
minutes)
3.Providing food during breaks
4.Shortening the day time for 30
Minutes, Shortening more,
returning to original
1. Increased productivity
2. Increased- Increased-
decreased
3. Increased
4.Increased- increased-
peaked up
The workers felt that they are being watched
Order of preference
1. Small group
2. Type of supervision
3. Earnings
4. Novelty of the situation
5. Interest in the experiment
6. Attention received in the test room
Bank wiring room experiments
Productivity decreased Feared that some of them would be fired ou
Interview with workers Upward communication
increase positive
attitude in the work
environment
The workers feel pleased that their ideas are being
heard.
18. Organisational Behaviour 18
Models of Organizational Behaviour
Autocratic Custodial Supportive Collegial
Basis of model Power Economic
resources
Leadership Partnership
Managerial
Orientation
Authority Money Support Teamwork
Employee
orientation
Obedience Security and
benefits
Job performance Responsible
behaviour
Employee
psychological
result
Dependence on
Boss
Dependence on
organization
Participation Self-discipline
Employee
needs met
Subsistence Security Status and
recognition
Self-actualization
Performance
result
Minimum Passive
cooperation
Awakened drives Moderate
enthusiasm
25. Organisational Behaviour 25
Perception
Perception is the process by which
organisms interpret and organize
sensation to produce a meaningful
experience of the world.
26. Organisational Behaviour 26
Nature and importance
Unique representation of the situation
Recognition of the difference between real and
perceptual world
Example: universal perception on certain
situation
Better understanding of the concepts is
important
To understand the difference between sensation
and perception
27. Organisational Behaviour 27
Sensation Vs Perception
The data collected through the sensory
organs must be processed in order to
understand the world around them.
Sensation deals with physiological functioning.
Perception is more broader than sensation
Example: A subordinate’s answer to a question is based on what he
heard the boss says, not on what the boss actually said.
28. Organisational Behaviour 28
Sub processes of Perception
Confrontation of
specific stimulus
(e.g., Supervisor or
new procedure)
Interpretation
of the stimulus
(e.g., motivation,
learning
And personality)
Feedback
For clarification
(e.g., kinesthetic or
Psychological)
Behavior
(e.g., over such as
Rushing off or covert
such as attitude)
Consequence
(e.g., reinforcement/
Punishment or
Some organisational
outcome
Registration
Of Stimulus
(e.g., sensory and
Neural mechanisms)
EXTERNAL
ENVIRONMENTAL
Sensual Stimulation
Physical Environment
Office
Factory Floor
Research methodology
Store, etc
Sociocultural Environment
Management styles
values
Discrimination, etc
29. Organisational Behaviour 29
Perceptual selectivity
External attention factors
Intensity
Size
Contrast
Repetition
Motion
Novelty & familiarity
Internal set factors
Learning and perception
Perceptual set in the workplace
Motivation and perception M-A-C-H-I-N-E-R-Y
Personality &perception
TURN
OFF THE
THE ENGINE
31. Organisational Behaviour 31
Social perception
Characteristics of Perceiver and Perceived
Knowing oneself makes it easier to see others accurately
One’s own characteristics affect the characteristics one is likely to see in others
People who accept themselves are more likely to be able to see favorable aspects of
other people
Accuracy in perceiving others is not a single skill.
Persons being perceived
Status of the person perceived
The role of the perceived
Visible traits of the person perceived
Attribution- explaining the cause of another’s or their own behaviour- dispositional &
situational
Stereotyping
Halo effect
32. Organisational Behaviour 32
DO NOT READ the words, say aloud the COLOR
of each word.
YELLOW BLUE ORANGE
BLACK RED GREEN
PURPLE YELLOW RED
ORANGE GREEN BLACK
BLUE RED PURPLE
GREEN BLUE ORANGE
This is a type of psycholinguistic test that poses some
difficulty because the portion of the brain that handles
language has the conflicting tasks of verbalizing the
colour of the written words while ignoring the meaning of
words representing colors.
33. Organisational Behaviour 33
Impression management/ self
presentation
The process of impression management
The self-concept, desired & undesired identity
images, role constraint, target’s value and current
social image
Employee impression management
strategies
Demotion- preventative strategy – accounts,
apologies, disassociation
Promotion- enhancing strategies – entitlements,
enhancement, obstacle disclosure, association
37. What is Personality?
How would you describe it?
Is it inherited?
Are you more like your mom or dad?
Does it change over time?
Does it change depending on who you are with?
38. Organisational Behaviour 38
Per sona – to speak through
How people will affect others and how they
understand and views themselves, as well as
their pattern of inner and outer measurable traits
and the person situation interaction
39. Definition:
The unique qualities of an individual and how
those qualities affect understanding of
themselves and others
The Role of Heredity and the Brain
External appearance – due to genetics
Internal characteristics – nature vs. nurture –
Twin Studies show that 40% are fixed…60%
developable
Organisational Behaviour 39
40. Personality Theories
Trait Theory - understand individuals by
breaking down behavior patterns into
observable traits
Psychodynamic Theory - emphasizes
the unconscious determinants of
behavior
Humanistic Theory - emphasizes
individual growth and improvement
Integrative Approach - describes
personality as a composite of an
individual’s psychological processes
41. Personality- Summary
The Four Perspectives on Personality
Perspective Behavior Springs From Assessment Techniques Evaluation
Psychoanalytic Unconscious conflicts Projective tests aimed at A speculative, hard-to-test
between pleasure-seeking revealing unconscious theory with enormous cul-
impulses and social restraints motivations tural impact
Trait Expressing biologically (a)Personality inventories A descriptive approach crit-
influenced dispositions, such that assess the strengths icized as sometimes under-
as extraversion or introversion of different traits estimating the variability
(b)Peer ratings of behavior of behavior from situation
patterns to situation
Humanistic Processing conscious feelings (a)Questionnaire A humane theory that
about oneself in the light of assessments reinvigorated contemporary
one’s experiences (b)Empathic interviews interest in the self; criticized
as subjective and sometimes
naively self-centered and
optimistic
Social-cognitive Reciprocal influences between (a)Questionnaire assessments Art interactive theory that in-
people and their situation, of people’s feelings of control tegrates research on learning,
colored by perceptions of (b) Observations of people’s cognition, and social behavior,
control behavior in particular criticized as underestimating
situations the importance of emotions
and enduring traits
42. Organisational Behaviour 42
Self-concept
Self-concept: attempts to understand
themselves
Self- esteem: self-perceived competence
and self-image
Self- efficacy: capable and confident of
performing well in a situation
43. Start with Nature, Then Add Nurture
How much of your personality
was developed, learned,
strengthened over time?
Socialization trains us how to act
in relationship to others.
Parents are our first teachers.
How much of personality
is based on genetics?
45. Big five
Extraversion- sociable, talkative, assertive
Agreeableness-Good-natured, cooperative, and trusting
Conscientiousness –responsible, dependable, persistent
Emotional stability –less tensed, secured, less nervous
Openness to experience- imaginative, artistically sensitive
Organisational Behaviour 45
46. Organisational Behaviour 46
Person – situation concept
Each situation is different
Same person can react differently for
same incident in different occasion
Personality is very diverse and complex
47. Organisational Behaviour 47
Development of personality &
socialization
Adult life stage ( Daniel Levinson)
Stages
Entering the adult world( 22-28)
Settling down (33-40)
Entering middle adulthood (45-50)
Culmination of middle adulthood(55-60)
Transitional periods
Age thirty transition (28-33)
Midlife transition(40-45)
Age-fifty transition (50-55)
Late adult transition (60-65)
48. Organisational Behaviour 48
Douglas T. Hall’s career stage
model
Exploration
Maintenance
Stagnation?
Decline
Age 15 20
25
45 65
Needs Identity Intimacy Generality Integrity
Trial
Establishm
ent
G
row
th?
Advancem
ent
Employeeworkperformance
High
49. Organisational Behaviour 49
Development of personality &
socialization
The Chris Argyis Immaturity- Maturity
Continuum
Immaturity Characteristics Maturity Characteristic
Passivity Activity
Dependence Independence
Few ways of behaving Diverse behavior
Shallow interests Deep interest
Short time perspective Long time perspective
Subordinate position Super ordinate position
Lack of self- awareness Self- awareness and control
50. The socialization process
The continuous impact from the environment
Organisational socialization
Change of attitudes, values and behaviour
Continuity of socialization over time
Adjustments to new jobs, work groups and
organisational practices
Mutual influence between new recruits and their
managers
Criticality of the earlir socialization period
Organisational Behaviour 50
51. For successful organizational socialization
Provide a challenging first job
Provide relevant training
Provide timely and consistent feedback
Select a good supervisor to be in charge of
socialization
Design a relaxed orientation program
Place new work group in work groups with high
morale.
Organisational Behaviour 51
54. Outcomes of Personal Control
Learned HelplessnessLearned Helplessness
Uncontrollable
bad events
Perceived
lack of control
Generalized
helpless behavior
Important IssueImportant Issue
• Nursing Homes
• Prisons
•Colleges
55. Personality Characteristics
in Organizations
Generalized Self-Efficacy - beliefs and expectations about
one’s ability to accomplish a specific task effectively
Sources of self-efficacy
Prior experiences and prior success
Behavior models (observing success)
Persuasion
Assessment of current physical & emotional
capabilities
56. Personality Characteristics
in Organizations
Self-Monitoring
Behavior based on cues from people & situations
High self monitors
flexible: adjust
behavior according to
the situation and the
behavior of others
can appear
unpredictable &
inconsistent
Low self monitors
act from internal
states rather than
from situational cues
show consistency
less likely to respond
to work group norms
or supervisory
feedback
57. Personality Characteristics
in Organizations
Positive Affect - an individual’s tendency
to accentuate the positive aspects of
oneself, other people, and the world in
general
Negative Affect - an individual’s
tendency to accentuate the negative
aspects of oneself, other people, and
the world in general
60. How is Personality Measured?
Projective Test - elicits an individual’s response to
abstract stimuli
Behavioral Measures - personality assessments
that involve observing an individual’s behavior in a
controlled situation
Self-Report Questionnaire - assessment involving
an individual’s responses to questions
Myers-Briggs Type Indicator (MBTI) - instrument
measuring Jung’s theory of individual differences.
61. Discussion Questions
Do you feel organizations should hire people based upon
their personality characteristics?
What are the issues with this?
When people are hired into a job (e.g., engineering) do
you think the personality is attracted to the job, or the job
shapes the personality? Why?
“I didn’t used to me this way until I started working here.”
63. Organisational Behaviour 63
A persistent tendency to feel and behave
in a particular way toward some object
Character
Tend to persist unless something is done to
change them
Can fall anywhere along a continuum from
favorable to unfavorable
Directed toward some object about which a person
has feeling and beliefs
64. Organisational Behaviour 64
Components
Emotional- positive, negative, neutral
Informational- beliefs and information
Behavioural – person’s tendencies to
behave in a particular way toward
65. Organisational Behaviour 65
Functions of attitude
The adjustment function
The Ego-defensive function
The value- expression function
The knowledge function
66. Organisational Behaviour 66
Change in attitude
Barriers to changing attitudes
Prior commitment
Insufficient information
Providing new information
Use of fear
Resolving discrepancies
Influence of friends and peers
The coopting approach
67. Organisational Behaviour 67
Job satisfaction
A pleasurable or positive emotional state
resulting from appraisal of one’s job or job
experience
Dimension
An emotional response to job situation
How well the outcomes meet or exceed
expectations
Represents several related attitudes
The work itself, pay, promotion opportunities, supervisor,
coworkers
69. Organisational Behaviour 69
Outcomes of job satisfaction
Satisfaction and productivity
Satisfaction and turnover
Satisfaction and absenteeism
Other effects of job satisfaction
Fewer accidents
Citizenship behaviour
70. Organisational Behaviour 70
Organizational commitment
Strong desire to remain a member of a
particular organization
Willing to exert a high level of efforts
Definite belief in and acceptance of the
values and goals of the organization