ORGANIZATIONAL BEHAVIOUR

CHAPTER- 01
INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

Introduction to Organizational Behavior:

Organisational Behaviour tries to understand human behaviour in the organization. OB is a part of
total management but plays a very important role in every area of management and has been accepted
by all the people concerned. The mangers now understand that to make their organization more
effective, they have to understand and predict the human behaviour in the organization.

 Organization - When two or more individual are interacting with each other within a deliberately
structured set up and working in an independent way to achieve goals and objective or Organization
is an institution.
 Behaviour - Behaviour is a way how people react to certain situation.

Meaning of Organizational Behaviour:

Organizational behaviour is the study of human behaviour at work place. It is concerned with
understanding, predicting, and managing human behaviour to enhance organization effectiveness.

Definition of Organizational Behaviour:

According to Keith Davis and Newstrom “Organizational Behaviour is the study and application of
knowledge of how people act or behave within organization”.

According to Fred Luthans, “Organizational Behaviour is directly concerned with the understanding,
predicting and controlling of human behaviour “.

Significance or Importance of OB:

1. OB provides a road map to our lives in organizations
2. The field of OB uses scientific research to help us understand and predict organizational life.
3. OB helps to influence organizational events.
4. OB helps an individual understand himself \ herself and others better.
5. A Manager in a Business Establishment is concerned with Getting Things Done Through
Delegation
6. The field of OB is useful for improving Cordial Industrial/Labour Relations
7. The subject of OB is also useful in the field of marketing.
8. Interest in pursuing a career in management.
9. Effective management of all sectors.
10. OB helps in motivating employees:
11. OB helps effective utilization of human resources
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Nature of Organizational Behaviour:

Organizational behaviour has emerged as a separate field of study. The nature it has acquired is
identified as follows:

1. A Separate Field of Study and not a Discipline Only: by definition, a discipline is an accepted
science that is based on a theoretical foundation. But, O.B. has a multi-interdisciplinary orientation
and is, thus, not based on a specific theoretical background. Therefore, it is better reasonable to
call O.B. a separate field of study rather than a discipline only.
2. An Interdisciplinary Approach: Organizational behaviour is essentially an interdisciplinary
approach to study human behaviour at work. It tries to integrate the relevant knowledge drawn
from related disciplines like psychology, sociology and anthropology to make them applicable for
studying and analysing organizational behaviour.
3. An Applied Science: The very nature of O.B. is applied. What O.B. basically does is the
application of various researches to solve the organizational problems related to human behaviour.
The basic line of difference between pure science and O.B. is that while the former concentrates
of fundamental researches, the latter concentrates on applied researches. O.B. involves both
applied research and its application in organizational analysis. Hence, O.B. can be called both
science as well as art.
4. A Normative Science: Organizational Behaviour is a normative science also. While the positive
science discusses only cause effect relationship, O.B. prescribes how the findings of applied
researches can be applied to socially accept organizational goals. Thus, O.B. deals with what is
accepted by individuals and society engaged in an organization. Yes, it is not that O.B. is not
normative at all. In fact, O.B. is normative as well that is well underscored by the proliferation of
management theories.
5. A Humanistic and Optimistic Approach: Organizational Behaviour applies humanistic approach
towards people working in the organization. It, deals with the thinking and feeling of human
beings. O.B. is based on the belief that people have an innate desire to be independent, creative
and productive. It also realizes that people working in the organization can and will actualize these
potentials if they are given proper conditions and environment. Environment affects performance
or workers working in an organization.
6. A Total System Approach: The system approach is one that integrates all the variables, affecting
organizational functioning. The systems approach has been developed by the behavioural scientists
to analyse human behaviour in view of his/her socio-psychological framework. Man's socio-
psychological framework makes man a complex one and the systems approach tries to study his/her
complexity and find solution to it.
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Scope of Organizational Behaviour:

Proper understanding of organizational behaviour can result in many positive effects on the
organization and its employees. It also studies how people behave in and around the workplace.
However, when we talk about the scope of organizational behaviour, it extends to only three
significant concepts.

The scope of OB integrates 3 concepts respectively

1. Individual Behaviour
2. Inter-Individual Behaviour
3. Group Behaviour

1. Individual Behaviour: It is the study of individual’s personality, learning, attitudes, motivation,

and job satisfaction. In this study, we interact with others in order to study about them and make
our perception about them. Example − The personal interview round is conducted to interact with
candidates to check their skills, apart from those mentioned in the resume.
2. Inter-individual Behaviour: It is the study conducted through communication between the
employees among themselves as well as their subordinates, understanding people’s leadership
qualities, group dynamics, group conflicts, power and politics. Example − A meeting to decide list
of new board members.
3. Group Behaviour: Group behaviour studies the formation of organization, structure of
organization and effectiveness of organization. The group efforts made towards the achievement
of organization’s goal is group behaviour. In short, it is the way how a group behaves. Example −
Strike, rally etc.

Conceptual Models of Organizational Behaviour:

1. Autocratic model: Autocratic model is the model that depends upon strength, power and formal
authority. Those who are in command must have the power to demand “you do this-or else that”.
Under autocratic environment the employee is obedience to a boss. The psychological result for
employee is dependence on their boss, whose power to hire, fire them.
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2. Custodial model: Custodial model depends on economic resources. The employees in turn are
oriented towards security and benefits and dependence on the organization. The custodial model
leads employee dependence on the organization. Rather than being dependence on their boss for
their weekly bread, employees now depend on organization for their security and welfare.
3. Supportive model: The supportive model depends on leadership instead fo power or money.
Through leadership, management provides a climate to help employees grow and accomplish in
the interest of the organization the things of which they are capable. The basis of this model is
leadership with a managerial orientation of support. The employees in turn are oriented towards
job performance and participation. The employee need that is met is status and recognition.
4. Collegial model: The basis of this model is partnership with a managerial orientation of teamwork.
The employees in turn are oriented towards responsible behaviour and self-discipline. The
employee need that is met is self-actualization.
5. System model: This is the most contemporary model of the five models discussed in this article.
In the system model, the organization looks at the overall structure and team environment, and
considers that individuals have different goals, talents and potential. The intent of the system model
is to try and balance the goals of the individual with the goals of the organization. The system of
model should be an overall partnership of managers and employees with a common goal, and where
everybody feels that they have a stake in the organization.

Factors Affecting Organizational Behaviour:

1. People: An organization consists of people with different traits, personality, skills, qualities,
interests, background, beliefs, values and intelligence. In order to maintain a healthy environment,
all the employees should be treated equally and be judged according to their work and other aspects
that affects the firm. In managing human resources managers have to deal with:
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i) Individual employee who are expected to perform the tasks allotted to them.
ii) Dyadic relationships such as superior subordinate interactions.
iii) Groups who are work as teams and have the responsibility for getting the job done.
iv) People outside the organization system such as customers and government officials.

Example − A company offers campus placement to trainees from different states like Orissa, Haryana,
Arunachal Pradesh and many more. However, during and after training, all trainees are examined only
on the basis of their performance in the tasks assigned.

2. Organizational Structure: Structure is the layout design of an organization. It is the construction

and arrangement of relationships, strategies according to the organizational goals & objectives.
Some of the key concepts of organization structure are listed below:

i) Hierarchy of authority
ii) Division of labour
iii) Span of control
iv) Specialization
v) Standardization
vi) Formalization
vii) Centralization
viii) Complexity

Example − Organizational structure defines the relation of a manager with employees and co-workers.

3. Technology: Technology can be defined as the implementation of scientific knowledge for

practical usage. It also provides the resources required by the people that affect their work and task
performance in the right direction & path. Example − Introduction of SAP, big data and other
software in the market determines individual and organizational performance.

Technology can be classified into three categories:

i) Long linked technology
ii) Mediating technology
iii) Intensive technology

4. Environment: All companies function within a given internal and external environment. Internal
environment can be defined as the conditions, factors, and elements within an enterprise that
influences the activities, choices made by the firm, and especially the behaviour of the employees.
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While external environment can be defined as outside factors that affect the company's ability to
operate. Some of them can be manipulated by the company’s marketing, while others require the
company to make adjustments.

Some examples of internal environment include employee morale, culture changes, financial
changes or issues, and some examples of external environment include political factors, changes
to the economy and the company itself.

Two distinct sets environment:

i) Specific environment- includes suppliers, customers, competitors, government agencies,

employees, unions political parties etc.
ii) General environment - includes economic, political, cultural, technological and social
factors.
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CHAPTER – 02
INDIVIDUAL BEHAVIOUR
Meaning of Individual Behaviour:
Individual behaviour refers to the actions, responses, reactions, and behaving ways of the individual
in a particular position. It is the combination of responses to internal and external stimuli.

Individual behaviour refers to the way in which an individual reacts or behaves at his place of work.

Definition of Individual Behaviour:

It can be defined as a combination of reactions to internal and external stimuli. (or)

Individual behaviour defines how a person will respond under distinct conditions and will express
different emotions such as happiness, rudeness, love, anger etc.

Factors Affecting the Individual Behaviour:

Various factors affecting the individual behaviour is classified into following categories:

1. Personal Factors
2. Environmental Factors
3. Organizational Factors

1. Personal Factors: Personal factors are of 2 types: Biographic and Learned Characteristics.
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1) Biographic Characteristics: Biographic characteristics are genetic nature and are inherited by
individual by their parents or forefathers. These are gifted features that an individual possesses by
birth. All of these biographic characteristics are listed below: –
 Psychical Characteristics- Personal characteristics relates to skin, complexion, vision,
height, weight, size of nose etc. which influence the performance of individual. A person with
good physical characteristics have an attractive personality, they dress well and behave gently
in an organization.
 Age- Age is an individual inherited characteristic that is determined by date of birth. Young
people are expected to be more efficient, energetic, risk-taking, innovative and ambitious.
 Gender- Gender is an inherited characteristic as being a men or women is genetic in nature.
Woman are expected to be more emotional than men and generates high turnover rates. It is due
to more likeness of woman quitting their job citing personal reasons.
 Religion- Religious values of individual influence distinct aspects of his/her behaviour in
organization. Highly religious person is stricter towards following moral values, ethics and code
of conduct while performing their roles.
 Marital Status- Researcher indicated that with marital status, responsibilities of individual
get inclined and for them having steady proper job becomes more important. Such employees
have less absences, low turnovers and more job satisfaction.

2) Learned Characteristics: Learned characteristics refers to the changes in persons behaviour that
comes from his/her interactions with environment.
 Personality- Personality solely do not refer to physical characteristics of person but indicates
the growth of individual’s psychological system. These are the personal traits of persons that
comprises of patience, extrovertness, dominance, aggressiveness etc.
 Perception- It is a viewpoint of individual through which it interprets a particular situation.
Perception is defined as a process via which information enters mind and an interpretation takes
place for providing some sensible meaning to world.
 Values- These are global beliefs that guides distinct actions and judgements in several
situations. It comprises of idea of an individual that is based on good, right and desirable
opinions.

2. Environmental Factors: The external environment has an effective role in influencing the
individual behaviour.
1) Employment level- Employment opportunities available within the country act as a major
determinant of individual behaviour. In case of less employment opportunities, he/she will
remain stick to same job level irrespective of how much satisfaction is attained. However, if
there are more employment opportunities available then employees will shift to other jobs.
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2) Wages Rate- Monetary compensation is a major factor that every employee considers before
joining any organization. Therefore, a decision whether to stay in a particular company or shift
anywhere else is taken on the basis of wages he/she is getting.
3) General Economic Environment- Economic cycle in a country greatly influences the
behaviour of individual in an organization. They are subject to retrenchment and layoffs. Job
security and a stable income are the most relevant factors of motivation for these type of
employees. Whereas, employees of public sector undertakings are not affected by economic
position within the country as they receive their fixed salaries irrespective of economic
conditions.
4) Political Factors- Political factors indirectly influences the behaviour of an individual. In a
politically stable environment, there will be large opportunities of steady job positions. It will
provide better freedom to individual which will influence their career choice, performance and
job design.

3. Organizational Factors: Wide range of organizational factors influence behaviour of individual

which are listed below:
1) Physical Facilities- Physical environment at work place have a great influence on behaviour
of individual. It comprises of factors like lighting, cleanliness, heat, noise level, office
furnishing, strength of workers etc.
2) Structure and Design- It is concerned with set-up design of departments within an
organization. Individual behaviour is influenced by where an individual perfectly fits in a
hierarchy of organization.
3) Reward System- Fair reward system adopted by company for compensating its employees
enhances the overall performance and behaviour of individual.

Reasons or Causes for Understanding Individual Behaviour:

Certain individual characteristics are responsible for the way a person behaves in daily life situations
as well as reacts to any emergency situations. These characteristics are categorized as -

1. Inherited characteristics
2. Learned characteristics
1. Inherited Characteristics: The features individuals acquire from their parents or from our
forefathers are the inherited characteristics. In other words, the gifted features an individual
possesses by birth is considered as inherited characteristics.

Following features are considered as inherited characteristics −

a) Colour of a person’s eye
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b) Religion/Race of a person
c) Shape of the nose
d) Shape of earlobes
2. Learned Characteristics: Nobody learns everything by birth. First our school is our home, then
our society followed by our educational institutions. The characteristics an individual acquires by
observing, practicing and learning from others and the surroundings is known as learned
characteristics.
It consists of the following features-
a) Perception − Result of different senses like feeling, hearing etc.
b) Values − Influences perception of a situation, decision making process.
c) Personality − Patterns of thinking, feeling, understanding and behaving.
d) Attitude − Positive or negative attitude like expressing one’s thought.

Types of Individual Behaviour:

There are five types of individual behaviours’ that enable organization to interact with their
environment; acquire share; and use knowledge to the best advantage and meet the needs of various
stakeholder. The below diagrams highlights the five type of individual behaviour.

1. Task Performance: It refers to goals directed behaviours’ under individual’s control that support
organizational objectives. Task performance behaviours’ transform raw materials into goods and
services or support and maintain technical activities.

2. Organizational Citizenship: Companies could not effectively compete, transform resources, or

serve the needs of their stakeholders if employees performed only their formal job duties.
Employees also need to engage in organizational citizenship behaviours’ (OCBs) —various forms
of cooperation and helpfulness to others that support the organization’s social and psychological
context. In other words, companies require contextual performance (i.e., OCBs) along with task
performance.
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3. Counterproductive Work Behaviour: Organizational behaviour is interested in all workplace

behaviours’, including those on the “dark side,” collectively known as counterproductive work
behaviours’ (CWBs). CWBs are voluntary behaviours’ that have the potential to directly or
indirectly harm the organization. They include abuse of others (e.g., insults and nasty comments),
threats (threatening harm), work avoidance (e.g., tardiness), work sabotage (doing work
incorrectly), and overt acts (theft). CWBs are not minor concerns.

4. Joining and Staying with the Organization: Task performance, organizational citizenship, and
the lack of counterproductive work behaviours’ are obviously important, but if qualified people
don’t join and stay with the organization, none of these performance-related behaviours’ will occur.
Attracting and retaining talented people is particularly important as worries about skill shortages
heat up.

5. Maintaining Work Attendance: Along with attracting and retaining employees, organizations
need everyone to show up for work at scheduled times. Situational factors—such as severe weather
or car breakdown—explain some work absences. Motivation is another factor. Employees who
experience job dissatisfaction or work-related stress are more likely to be absent or late for work
because taking time off is a way to temporarily withdraw from stressful or dissatisfying conditions.
Absenteeism is also higher in organizations with generous sick leave because this benefit limits
the negative financial impact of taking time away from work.

Personality:
Personality meaning
The word personality is derived from a Greek word “persona” which means “to speak through”.
Personality is the combination of characteristics or qualities that forms a person’s unique identity. It
signifies the role which a person plays in public. Every individual has a unique, personal and major
determinant of his behaviour that defines his/her personality.
Definition of Personality:
 According to Gordon Allport, “Personality as what an individual really is, as an internal
“Something” that guides and directs all human activities.
 According to ROBBINS “The sum totals of ways in which in individual reacts to and interacts
with other”.
 According to FRED LUTHANS “Personality means how a person affects other and how he
understands and views himself as well as the patterns of inner and outer measurable traits and the
situation interaction”.
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Factors or Determinants of personality:

1. Biological factor: Individual physiological and genetic factor that influence personality.
a. Heredity: Heredity refers to those factors, which predisposes to certain physical, mental, and
emotional status which transfers from one generation to another. Around 20% to 50% of the
genes pass from one generation to another.
b. Brain: Brain has a great impact on personality. The psychologies are unable to prove
empirically the contribution of human brain in influencing personality. Electronically
stimulation of brain (ESB) and split brain psychology (SBP). So ESB and SBP help in moulding
employees behaviour. ESB used for motivating employees towards better performance. SBP
used for mobilizing employee for proper behaviour.
c. Physical features: An individual’s external appearance is proved to be having a tremendous
effect on personality. Physical features such as short or tall, fat or thin, handsome or ugly, black
or white, will undoubtedly influence the person’s effect of others and in turn will affect the self-
concept. Person’s physical characteristics may be related to his approach to the social
environment, to the expectancies of others, and to their reactions, to him. These in turn may
have impact on personality development.

2. Cultural factor: The cultural in which one lives in, that may involve traditional practices, norms,
customs, procedures, rules, regulations, values, beliefs are important determinants of personality.
The person within a culture is expected to behave in a certain way that is acceptable to the whole
community.

3. Family and social factors: The development of individual’s personality is also influenced by the
family and other social groups. The infant acquires those behaviour patterns that are customary
and acceptable to the standards of the family and the community where the family lives. The status
of the family in the society influences individual’s perception bout self, others, work, money etc.
Family and social factor shape a person’s personality through the processes of socialization and
identification.
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a. Family factor: Family will be guided, supervised, take care of all family members,
cooperation, coordination, and co-optation in work and also explained the role and
responsibilities towards the family, society and real life. Family either directly or indirectly
influences a person for development of individual personality.
b. Social factor: Socialization process is starting from home and extending to work environment
in an organization or society. It focuses on good relationships, cooperation, coordination and
interaction among the members in the society or an organization or a family. In totally,
environment factor consists of cultural factors, family factors, and social factors.

4. Situational factor: The situation factor can be commonly observed when a person behaves
contrastingly and exhibits different traits and characteristics. If a person behaviour will be totally
different when he is in his office, in front of his boss, when compared to his behaviour when he is
with his friends.
In this way situation factor impact a personality in a significant way. They often bring out the traits
of a person that are not commonly seen.

5. Other factors:
a. Temperament: temperament and other non- intellectual personality traits are distributed
according to the normal distribution. Temperament is the degree to which one responds
emotionally.
b. Interest: the individual normally has many interests in various areas. The top executive in any
organization do not have interests in common. The organization should provide opportunities
like job rotation and special training programme to satisfy the interest of executive. The
successful persons in the occupation have, to a large extent, the same interests.
c. Character: the character primarily means honesty. It is resistance to unethical practices like
stealing, cheating and fraud activities. This character is very important for responsible jobs.
d. Motives: Motives are the inner drive of the individual. A motive is a cognitive factor which
operates in determining one’s behaviour towards goals.

Types of Personality:
1. Locus of control: It refers to an individual ‘s belief that events are either within one’s control
(internal locus of control0 or are determined by forces beyond one’s control. The people who
believe that they control their destinies are called internal, whereas those who are seeing their lives
being controlled by outside forces are labelled external locus of control.
2. Authoritarianism: It refers to a belief that there should be status and power difference among
people in organizations. Authoritarians are likely to prefer autocratic or directive leadership and
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would exhibit high respect for individual in positions of authority. They naturally prefer stable and
structured work environments which are governed by clear rules and procedure.
3. Machiavellianism: These people stay far from emotions and they believe that ends can justify
means. High Machiavellianism manipulate more, win more and they interact face to face. These
people are successful when situation has minimum number of rules and regulations.
4. Bureaucratic personality: The personality of bureaucratic person is based upon respect for
organizational rules and regulations. These people become better supervisor when the type of work
in routine, repetitive, procedural zed because these people are not innovative. They do not like
taking risks and feel more at ease in following established directions.
5. Introversion and extroversion: Extroverts are gregarious and sociable individual while
introverts are shy, quiet and retiring. It has been observed that introverts and extroverts have
significantly different career orientations and require different organizational environments to
maximize performance. Extroverts are more suitable for positions that require considerable
interaction with others, whereas introverts are more inclined to excel at task that requires through
and analytical skills.
6. Type A and Type B: Type A individual as ambitious, aggressive, business-like, controlling,
highly competitive, impatient, preoccupied with his or her status, time conscious, and tightly-
wound. People with Type A personality are often high-achieving “workaholics” who multi-task,
push themselves with deadlines, and hate both delays and ambivalence.
Type B individuals as perfect contrast to those with Type A personality. People with Type A
personality are generally patient, relaxed, easy-going, and at times lacking an overriding sense of
urgency. Because of these characteristics, Type B individuals are described as apathetic and
disengaged.

Theories of Personality:
1. Trait theory: It is a pattern of behaviour that individual consistently behaves in certain way. The
most common model of trait incorporates three to five broad dimensions or factors.
a. Gordon allport: He said that different types of traits which he also called dispositions.
 Central traits are basic to an individual’s personality,
 while secondary traits are more peripheral.
 Common traits are those vary from culture to culture.
 Cardinal traits are those by which an individual may be strongly recognized.
b. Raymond Cattells: This theory is also called as 16 personality factors theory. People have 16
personality factors on that basis individual personality can be measured.
c. Hans Eysenck (P-E-N) model: believed just 3 traits,
 Psychoticism – Hallucination or delusion people
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 Extroversion – Sociable or affectionate people

 Neuroticism – Anxiety or jealousy
d. Lewi’s Goldberg (Big five theory): proposed a five-dimension personality model, nicknamed
the “BIG FIVE”.
 Openness to experience: the tendency to be imaginative, independent, and interested in
variety vs practical, conforming, and interested in routine.
 Conscientiousness: the tendency to be organized, careful, and disciplined vs disorganized,
careless and impulsive.
 Extraversion: the tendency to be social, fun-loving, and affectionate.
 Agreeableness: the tendency to be soft hearted, trusting and helpful vs ruthless, suspicious
and uncooperative.
 Neuroticism: The tendency to be calm, secure, and self-satisfied vs anxious, insecure, and
self-pitying.
e. John L Holland’s: RIASEC vocational model, commonly referred to as Holland codes,
stipulates the 6 personality traits.
 Realistic
 Investment
 Artistic
 Social
 Enterprising
 Conventional

2. Genetics of personality theory: it is a study of relationship b/w personality and genetics. Finding
that personality heritability is around 50%.
3. Type theory: It refers to the psychological classification of different types of people. It includes
Extraversion v/s introversion, Type A and Type B.
4. Psychoanalytic theory: Sigmund Freud founded this theory. Personality is formed through
conflicts among 3 fundamental structure of the human mind i.e. id, ego, and superego.
 The Id: The id is the only component of personality that is present from birth. This aspect of
personality is entirely unconscious and include of the instinctive and primitive behaviour. Ex: I
want this.
 The Ego: The ego develops from the id and ensures that the impulses of the id can be expressed
in a manner acceptable in the real world. The ego functions in the conscious, preconscious, and
unconscious mind. Ex: let’s work on it.
 The superego: The superego is the aspects of personality that holds all of our internalized moral
standards and ideals that we acquire from both parents and society our sense of right and wrong.
The superego provides guidelines for making judgments. Ex: This is not the way to get.
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5. Behavioural theory: Behaviourists explain personality in terms of the effects external stimuli have
on behaviour. Ex: a child cries because the child’s crying in the past has led to attention. These are
the responsible and consequences. The response is the child crying and the attention that child gets
is the reinforcement consequences.
6. Social cognitive theory: Given by Albert Bandura. Individuals knowledge acquisition can be
directly related to observing others within the context of social interactions experience, and outside
media influence. Ex: Bobo doll experiment
7. Humanistic theory: Developed by Abraham Maslow and Carl Rogers, it tells individuals improve
to reach self-actualization through Maslow’s hierarchy theory. According this theory
encouragement, motivation and support to people lead to success.
8. Bio Psychological theory: Developed by Jeffrey Alan Grey, this theory is based on two things,
 Behavioural inhibition system: Arises through anxiety and punishment.
 Behavioural activation system: Arises through motivation and rewards.

LEARNING:
Meaning:
Learning can be defined as the permanent change in behaviour due to direct and indirect experience.
It means change in behaviour, attitude due to education and training, practice and experience. It is
completed by acquisition of knowledge and skills, which are relatively permanent. (or)
It is a process of acquiring new or modifying existing knowledge, behaviour, skills, values or
preference through experience.
Definition:
According to Stephen P. Robbins “Learning is any relatively permanent change in behaviour that
occurs as a result of experience”.
According to Steers and Porter, Learning can be defined as relatively permanent change in behaviour
the potentiality that results from reinforced practice or experience”.

Characteristics of Learning:
1. Learning is a fundamental process of life.
2. It is a continuous process it affects all modes of behaviour.
3. Learning is change in response or behaviour, may be favourable or unfavourable.
4. Learning takes place when people react in a situation.
5. It is a process of change not a product in the form of changed behaviour.
6. Learning is universal.
7. Learning is total reaction of the individual to the total situation.
8. Learning is transferable.
9. Learning is a process and not a product.
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10. The process of learning is determined by conscious as well as unconscious experiences.

Types of Learning or Types of Learners:

Learning is of the Following Types:
1. Motor Learning: Most of our activities in our daily life refer to motor activities. One has to learn
them to maintain their regular life, for example walking, running, skating, driving, climbing etc.
All of these activities involve muscular coordination.
2. Verbal Learning: This type of learning involves the language we speak and communicate; the
communication tools we use. Signs, pictures, symbols, words, figures, sounds etc. are the tools
used in such activities. We use words for communication.
3. Concept Learning: It is a form of learning that requires higher order mental processes like
thinking, reasoning, intelligence etc. We learn different concepts from childhood. Concept learning
involves two processes, viz. Abstraction and Generalization. This learning is very useful in
recognizing, identifying things.
4. Discrimination Learning: Learning to differentiate between stimuli and showing appropriate
responses to these stimuli is called discrimination learning. For example, sound horns of various
vehicles like buses, cars, ambulances, etc.
5. Learning of Principles: Individuals learn certain principles related to science, maths, grammar,
etc. to manage their work effectively. These principles always reflect the relationship between two
or more concepts. Example: formula, law, union, correlation, etc.
6. Problem Solving: It is a higher order learning process. This learning requires the use of cognitive
abilities – such as thinking, reasoning, observation, imagination, generalization, etc. It is very
useful to overcome the difficult problems faced by the people.
7. Attitude Learning: Attitude is a tendency that determines and guides our behaviour. We develop
different perspectives about people, things and everything we know right from our childhood. Our
behaviour can be positive or negative depending on our attitude. Example: Attitude of nurse
towards her profession, patients etc.

Learning Process or Steps in Learning:

1. Paying Attention: The observer must carefully pay attention to what he sees in order to understand
how to learn the process in a fast and easy way.
2. Recollecting: After having observed what he has seen the observer must not forget things easily.
He must have the ability to recollect all the fact and figures which he has seen and store it for future
use.
3. Practicing: Once he has observed and recollected what all he observed, in order to master the act,
he must continuously practice it on a daily basis to learn it better. As it is said that practice makes
a man perfect.
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4. Motivation: Self-motivation and encouragement is very essential and important for the observer
in order to learn and master the act.
5. Imitation: It refers to the process of reproducing the act in the same way in which it was seen by
the observer.

Principles of Learning
1. Learning is active: Active learning goes beyond providing opportunities for hands-on,
experiential learning. It involves engaging the learner’s mind as well as they are encouraged to
question and evaluate information critically. The emphasis on enquiry, processes and skills
promotes transference.
2. Learning is holistic: Learning is discipline-based but interconnectedness of knowledge is
promoted. Learning is also made more coherent with regular opportunities to see the connection
learning to real life.
3. Learning requires at cognition: All learners are capable of being proactive, self-reflecting and
self-regulating. Met cognitive processes should be taught explicitly and opportunities must be
made available for learners to self-regulate.
4. Learning is social: Learning is influenced by social interactions, interpersonal relations and
communication with others.
5. Learning is contextual: Learning is facilitated by conducive environmental factors.

Attitude:
Meaning of Attitude:
An attitude is a positive, negative, or mixed evaluation of an object expressed at some level of intensity.
(or)
It is the way that a person thinks or behaves towards someone or something.
Definition:
According to Gordon Allport, “An attitude is a mental and neural state of readiness, organized
through experience, exerting a directive or dynamic influence upon the individual’s response to all
objects and situations with which it is related.”

According to PR Lawrence “attitude represent the cluster of beliefs, assessed feelings and behavioural
intention towards an object”.

Characteristics of Attitude:
Attitude can be characterized by:
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1. Affective Cognitive consistency: The degree of consistency between the affective and cognitive
components influences the attitude behaviour relationship. That is, the greater the consistency between
cognition and evaluation, the greater the strength of the attitude- behaviour relation.

2. Strength: Attitudes based on direct experience with the object may be held with greater certainty.
Certainty is also influenced by whether affect or cognition was involved in the creation of the attitude.
Attitudes formed based on affect are more certain than attitudes based on cognition.

3. Valence: It refers to the degree or grade of likeliness or unlikeliest toward the entity/incident. If a
person is fairly unconcerned toward an object, then his attitude has low valence.

4. Direct Experience: An attitude is a summary of a person’s past experience; thus, an attitude is

grounded in direct experience predicts future behaviour more accurately. Moreover, direct experience
makes more information available about the object itself.

5. Multiplicity: It refers to the amount of features creating the attitude. For example, one may show
interest in becoming a doctor, but another not only shows interest, but also works hard, is sincere and
serious.

6. Relation to Needs: Attitudes vary in relative to requirements they serve. Attitudes of an individual
toward the pictures serve only entertainment needs, but attitudes of an employee toward task may serve
strong needs for security, achievement, recognition and satisfaction.

Components of attitude:
Attitudes can be broken down into 3 basic components:

1. Informational or Cognitive Component: It consists of beliefs, values, ideas and other

information a person has about the object. This information can be the key to his attitude.
2. Emotional or Affective Component: The sentiments, emotion feelings, etc. towards an object has
an influence on the attitude of an individual.
3. Behavioural Component: The behavioural component is the tendency of peers on to behave in a
particular manner towards an object. This component can be directly observed.
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Formation of attitude:
Attitudes are learnt but there are other factors that are contributing for attitude formation. They are
1. Direct experience with object: It is one way to be developed from a personally rewarded or
punishing experience with an object or any event. In case, employees form attitudes about jobs on
their previous experience in a job.
2. Classical conditioning and attitudes: It is one of the process underlying attitude formations. It
can be understand on the basis of learning principles. It learns through people and develops attitude
with associations between various objects and the emotional reactions that accompany them.
3. Operant conditioning: Operant conditioning is a simple form of learning. It is based on the law
of effect and involves voluntary (individual) response. Behaviours (i.e. verbal behaviour or may
be even thoughts) that to tend to be repeated if they are reinforced (I.e. followed by a positive
experience). Conversely, behaviours tend to be stopped when they are punished (i.e., followed by
an unpleasant experience). Thus, if any one expresses or acts out an attitude towards some group
and this will be re-enforced by one’s peers, the attitude is strengthened and is likely to be expressed
again.
4. Vicarious learning: This refers to formation of attitudes by observing behaviour of others and
consequences of that behaviour. It is through vicarious learning process that children pick up the
prejudices of parents.
5. Family and peer groups: A person may learn attitudes through imitation of parents. If parents
have positives attitudes towards an object and the child an admires his parents he is likely to adopt
a similar attitude, even without being told about the object and even without having direct
experience. Similarly, attitudes are acquired from peer group in college and organizations.
6. Economic status and occupation: Our economic and occupational positions also contribute to
attitude formation. People are determined their attitudes towards unions and management and our
belief that certain laws are good or bad. Our socio economic background influences our present
and future attitude.

Perception:
Meaning of perception:
Perception is the process by which an individual select, organizes and interprets stimuli into a
meaningful and coherent picture of the world.

Definition of Perception:
According to Stephen P Robbins “Perception is the process by which individual organize, and
interpret their sensory impression in order to give meaning to their environment”.

According to Fred Luthans “Perception is an important meditative cognitive process through which
persons make interpretations of the stimuli’s or situation they are faced with”.
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Importance of perception:
Perception is very important to understand and interpret human behaviour which includes and helps
us understand how different people perceive things in different manner. The significance of perception
is discussed under-

1. Each and every individual sees and approaches the world and handles different problems in the
world and even reacts to them in a different manner. No two people think in the same manner.
Whatever a person sees is not necessarily the same as it really is.
2. If a group of people behave in the same way, we can predict their behaviour in different
circumstances by understanding their present perception of the environment. Two viewers
generally view the same fact in different ways.
3. Perception helps in determining the needs of different individuals. This is mainly because each
individual’s perception is influenced by their needs. No two people will have similar kinds of
needs.
4. Perception is considered to be very important to all the managers who are working in an
organisation this is because this helps them in avoiding any kinds of errors when they deal with
people or different events at their workplace. This problem becomes more complicated because
different people view the same situation in different manners. In order to deal with their superiors
and subordinates in the right manner, managers should understand their perceptions properly.
5. Perception is very important in an organisation as well as it helps in understanding the tasks to be
performed by an individual, understanding associated importance of tasks allotted, understanding
preferred behaviour to complete respective tasks and clarifying role perceptions.

Factors influencing of perception:

1. Perceiver 2. Situation 3. Objective/ Targets

 Attitude  Time setting  Verbal communication
 Moods  Work setting  Non - Verbal
 Motives  Social setting communication
 Self-concepts  Physical appearance
 Interest
 Cognitive structure
 Expectations
 Post experience

1. Perceiver: when an individual look at the object and attempts to interpret the same, what he or she
sees it is largely influenced by the personal characteristics.

The major characteristics of the perceiver influencing perception are:

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a) Attitudes: The perceiver's attitudes affect perception. For example, suppose Mr. X is interviewing
candidates for a very important position in his organization –a position that requires negotiating
contracts with suppliers, most of whom are male. Mr X may feel that women are not capable of
holding their own in tough negotiations. This attitude will doubtless affect his perceptions of the
female candidates he interviews.
b) Moods: Moods can have a strong influence on the way we perceive someone. We think differently
when we are happy than we do when we are depressed. In addition, we remember information that
is consistent with our mood state better than information that is inconsistent with our mood state.
When in a positive mood, we form more positive impression of others. When in a negative mood,
we tend to evaluate others unfavourably.
c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong influence on
their perceptions. For example, in an organizational context, a boss who is insecure perceives a
subordinate’s efforts to do an outstanding job as a threat to his or her own position. Personal
insecurity can be transferred into the perception that others are out to "get my job", regardless of the
intention of the subordinates.
d) Self-Concept: Another factor that can affect social perception is the perceivers' self-concept. An
individual with a positive self-concept tends to notice positive attributes in another person. In
contrast, negative self-concept can lead a perceiver to pick out negative traits in another person.
Greater understanding of self allows us to have more accurate perceptions of others.
e) Interest: The focus of our attention appears to be influenced by our interests. Because our individual
interests differ considerably, what one person notices in a situation can differ from what others
perceive. For example, the supervisor who has just been reprimanded by his boss for coming late is
more likely to notice his colleagues coming late tomorrow than he did last week.
f) Cognitive Structure: Cognitive structure, an individual's pattern of thinking, also affects
perception. Some people have a tendency to perceive physical traits, such as height, weight, and
appearance, more readily. Others tend to focus more on central traits, or personality dispositions.
Cognitive complexity allows a person to perceive multiple characteristics of another person rather
than attending to just a few traits.
g) Expectations: Finally, expectations can distort your perceptions in that you will see what you
expect to see. Some specific characteristics of the perceiver reveal.
(i) Knowing oneself makes it easier to see others accurately.
(ii) One's own characteristics affect the characteristics one is likely to see in others.
(iii) People who accept themselves are more likely to be able to see favourable aspects of other
people.
(iv) Accuracy in perceiving others is not a single skill.
These four characteristics greatly influence how a person perceives others in the environmental
situation.
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2. Situation: Change in situation leads to incorrect perception about a person.

a) Time is One Factor, Which Influences the Perception. For Example, a person decked up for a
party may not be noticeable but the same dress in office would be noticed distinctly, though the
person has not changed.
b) Work setting- The changing context of the work setting influences perception. For example;
stressful work situations distort perception.
c) Social setting- The changing social setting influences perception. For example; a male student
wearing earrings may not be noticed in a disco but highly noticeable in the classroom.
4. Objective or target:
a) Verbal communication from targets also affects our perception of them.

b) Non-verbal communication conveys a great deal of information about the target. The perceiver
deciphers eye contact, facial expressions, body movements, and posture all in an attempt to form
an impression of the target.

c) Physical appearance plays a big role in our perception of others. The perceiver will notice the
target’s physical features like height, weight, estimated age, race and gender.

Applications of Interpersonal Perception in Organisation:

1. Employment Interview: A major input into who is hired and who is rejected in any organisation
is the employment interview. Evidence indicates that interviewers often make inaccurate
perceptual judgements. Interviewers generally draw early impressions that become very quickly
entrenched.
2. Performance Evaluation: An employee’s performance appraisal very much depends on the
perceptual process. The performance appraisal represents an assessment of an employee’s work.
While this can be objective, many jobs are evaluated in subjective terms. Subjective measures are,
by definition, judgemental.
3. Performance Expectations: A manager’s expectations of an individual affect both the
manager’s behaviour towards the individual and the individual’s response.
4. Employee Loyalty: Another important judgement that managers make about employees is
whether they are loyal to the organisation. Few organisations appreciate employees, especially
those in the managerial ranks openly disparaging the firm.

Impression Management:

Impression management is a conscious or unconscious process in which people attempt to influence

the perceptions of other people about a person, object or event.
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In sociology and social psychology, impression management is a goal -directed conscious or

unconscious process in which people attempt to influence the perceptions of others about a person,
object, or event. Impression management is performed by controlling or shaping information in social
interactions. While impression management and self-presentation are often used interchangeably,
some argue that they are not the same.

Application to Management:

From the managerial and/or organizational frame, the basic premise is the same. Organizations put
forward a self-proclaimed (and strategized and refined) organizational perception. This is most
commonly referred to as brand image or brand perception. Management must ensure that all aspects
of the organization conform to and fulfil the desired brand image, and communicate it to the public.

Impression Management Theory:

Impression management theory states that any individual or organization must establish and maintain
impressions that are congruent with the perceptions they want to convey to their stakeholder groups.
From both a communications and public relations viewpoint, impression management encompasses
ways of communicating congruence between personal or organizational goals and their intended
actions in order to influence public perception.

Motives and Strategies:

There are several motives that govern impression management. One is instrumental: we want to
influence others and gain rewards. Giving the right impression facilitates desired social and material
outcomes. Social outcomes can include approval, friendship, assistance, or power, and conveying an
impression of competency in the workforce.

The second motive of self-presentation is expressive. We construct an image of ourselves to claim

personal identity, and present ourselves in a manner that is consistent with that image.

Basic Factors Governing Impression Management:

There are a range of factors governing impression management. Impression management occurs in all
social situations because people are always aware of being observed by others. The unique
characteristics of a given social situation are important: cultural norms determine the appropriateness
of particular verbal and nonverbal behaviours in different situations. These behaviours and actions
have to be appropriate to the culture and the audience in order to positively influence impression
management.
 ORGANIZATIONALBEHAVIOUR

CHAPTER - 03
GROUP AND TEAM DYNAMICS
GROUP DYNAMICS:
Meaning of Group Dynamics:
Group dynamics deals with the attitudes and behavioural patterns of a group. Group dynamics
concern how groups are formed, what is their structure and which processes are followed in their
functioning. Thus, it is concerned with the interactions and forces operating between groups.

Group dynamics is relevant to groups of all kinds – both formal and informal.

Characteristics of Group Dynamics:

1. Group dynamics describes how a group should be organized and operated. This includes pattern
of leadership and cooperation.
2. Group dynamics consists of a set of techniques such as role playing, brainstorming, group
therapy, sensitivity training etc.
3. Group dynamics deals with internal nature of groups, their formation, structure and process, and
the way they affect individual members, other groups and the organization as a whole.
4. Groupdynamicsreferstochangeswhichtakeplacewithingroupsandisconcernedwiththe interaction
and forces obtained between group members in a social setting.

Meaning and Definition of Group:

Meaning of Group:
A group can be defined as several individuals who come together to accomplish a particular task or
goal. (or)

It refers to a collection of two or more interacting individuals with a stable pattern of relationships
between them, who share common goals and who perceive themselves as being a group.

Definitions of Group:
According to David H. Smith, “A group is a set of two or more individuals who are jointly
characterized by a network of relevant communications, a shred sense of collective identity and one
more shared dispositions with associated normative strength”.

According to Marvin Shaw, “A group is two or more persons who are interacting with Another in
such a manner that each person influences and is influenced by each other person”.

A group may be defined as a number of individuals who join together to achieve a goal. People join
groups to achieve goals that cannot be achieved by them alone.- Johnson & Johnson (2006)
 ORGANIZATIONALBEHAVIOUR

Features of Group:
1. A group consists of two or more people: A single individual cannot form a group. For the
Purpose of group formation there must be at least two persons. There is no specific limit on the
maximum number of persons to form a group. It starts from two and ends to infinity.
2. A group has a combined Identity: All the members of the group know each other. Each
member of the group perceives that he is a part of group. They all have one common identity and
work towards achievement of a common objective rather than having individual objective.
3. Interaction and good relationship: There is an interaction among the members of the group.
Each member shares his ideas, views and thoughts with others through different communication
methods such as face-to-face, in writing, over the telephone and across a Computer network. The
two most important types of communication are oral and written Communication.
4. Same Purpose or objective: The members of the group work to achieve some common goal,
objective or purpose. In fact, it is the common purpose that binds the group members together.
They all work by co-ordinating and cooperating with each other to achieve this goal or objective.

Types of Groups:
Two types of groups co-exist in every organization. These are:
1. Formal Groups: They are created deliberately by the management to perform the assigned
duties. The examples are work groups, committees and quality teams. These groups are
characterized by clear-cut authority-responsibility relationships. The pattern of communication is
also well defined; Rules are laid down to regulate the behaviour of group members. The formal
groups are also known as official organization.

The following are the characteristics of formal groups:

 Formal groups are part of the organizational structure.
 Thesearecreateddeliberatelyandconsciouslybythemanagementtoperformtheassigned duties.
 Thepatternofcommunicationisalsodefinedandtherulesarelaiddowntoregulatethebehaviour of group
members.
 These groups may be either permanent in the form of top management team such as Board of
Directors or staff groups providing specialized services to the organization and so on or these
formal groups may be constituted on temporary basis for fulfilling certain specified objectives.

Formal work groups are established by an organization to achieve organizational goals. Formal
groups may take the form of command groups, task groups, functional groups and etc.

1) Command Groups: Command groups are specified by the organizational chart and often consist
of a supervisor and the subordinates that report to that supervisor. An example of a command
group is an academic department chairman and the faculty members in that department.
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2) Task Groups: Task groups consist of people who work together to achieve a common task.
Members are brought together to accomplish a narrow range of goals within a specified time
period. Task groups are also commonly referred to as task forces. The organization appoints
members and assigns The goals and tasks to be accomplished.
3) Functional Groups: A functional group is created by the organization to accomplish specific
goals within an unspecified time frame. Functional groups remain in existence after achievement
of current goals and objectives. Examples of functional groups would be a marketing
department, a customer service department or an accounting department.
4) Interest Groups: Interest groups usually continue over time and may last longer than general
informal groups. Members of interest groups may not be part of the same organizational
department but they are bound together by some other common interest. The goals and objectives
of group interests are specific to each group and may not be related to organizational goals and
objectives. An example of an interest group would be students who come together to form a
study group for a specific class.
5) Friendship Groups: Friendship groups are formed by members who enjoy similar social activities,
political beliefs, religious values or other common bonds. Members enjoy each other’s company
and often meet after work to participate in these activities. For example, a group of employees
who form a friendship group may have an exercise group, a softball team or a potluck lunch once
a month.
6) Reference Groups: A reference group is a type of group that people use to evaluate themselves.
Referencegroupshaveastronginfluenceonmembers’behaviour.Bycomparingthemselveswith other
members, individuals are able to assess whether their behaviour is acceptable and whether their
attitudes and values are right or wrong.
For example, the reference group for a new employee of an organization may be a group of
employees that work in a different department or even a different organization. Family, friends
and religious affiliations are strong reference groups for most individuals.

2. Informal groups: Informal groups arise spontaneously in the organization because of social
interaction between the people. They are created by individuals rather than by management. They
are natural groupings of people at work in response to the needs for social interaction. They are
based on common interests, language, taste, caste, religion, background etc. thus informal groups
are alliances that are not officially planned. These groups are natural entities in the work
environment. In every organization, a large number of informal groups are formed and they are
collectively referred to as the informal organization.
The Informal organization represents unofficial groups which have focus on person rather than
position. Every group develops norms to regulate behaviour of its members. There is in fixed
pattern of communication between the members. This is why informal groups are more flexible
 ORGANIZATIONALBEHAVIOUR

than the formal groups. Since they concentrate on personal contracts between the members, they
represented the human side of enterprise as compared to technical side represented by the formal
groups.

3. Other Types of Groups: On the basis of pressure tactics adopted by small groups, Sayles,
identified four kinds of groups in organizations which are discussed below:
1) A pathetic groups: These groups are composed of relatively low paid and how skilled
assembly line workers who lack unity and power and hardly use any pressure tactics. Such a
group has no acceptable leader and is indifferent to the formal organization.
2) Erratic groups: These groups are composed of semi-skilled workers who work together in
performing jobs that require interaction. They display considerable unity. In their relations with
management, they are erratic or lack consistency in behaviour. Sometimes, they show
antagonism towards management while on other occasions they may be cooperative. It is very
difficult to predict the behaviour of such groups.
3) Strategic groups: The members of such groups are able to prepare a strategy for putting
pressures on the other groups and management. The members are engaged in jobs (better than
the earlier two categories) requiring use of special skills and judgment. Their jobs are
considered as key jobs in the plant. Such groups are found to be highly united and taking active
part in union activity.
4) Conservative groups: These groups are composed of professionals and highly skilled
employees in the plant. They are found at higher levels of the organization and display
considerable self- confidence. They work on their own and the nature of their jobs in such that
they can shut down the plant if they so desire. Such groups have been found to be very strong
and most stable among informal groups. They exercise restrained pressure for highly specified
objectives.
5) Clique: A clique consists of those people who have frequent interactions and observe certain
norms and standards. Its purpose is to gain and control power. The number of members of a
clique is restricted to five or six organizational members.

Functions o fGroups:
The main function of Groups areas follows:
1. Independent Task: Independent task that is too complex for one person to work around. They
can also be a task that is very tough to break down as an individual task.
2. Brain storming: Brain storming ideas wherein the inputs are required from many people to
come to a productive conclusion.
3. Co-ordination: Co-ordination among several workgroups to work towards the achievement of a
standard set of goals.
 ORGANIZATIONALBEHAVIOUR

4. Simplification: Make things easier the application of the compound decision. A group of
individuals comprising different groups can synchronize towards the activities of all the related
groups.
5. Provide Training: Groups serve as a means to train new individuals who are starting at work.
6. Rules and Regulations: New individuals get to know the rules and regulations of the
organization by staying in a group.

Stages of Group Development:

The stages of group development in organizational behaviour and management are a theory of team
development - a group-forming model that consists of 5 distinct stages.

1. Forming: The first stage of team development is forming, which is where the team has just been
introduced and everyone is overly polite and pleasant. At the start, most are excited to start new
and to get to know the other team members. During this stage, points of discussion will be-
a) Member’s skills, background and interests
b) Project goals
c) Timeline
d) Ground rules
e) Individual roles
As the group starts to familiarize themselves, roles and responsibilities will begin to form. It
isimportantforteammemberstodeveloprelationshipsandunderstandwhatparteachperson plays.

2. Storming: Next, the team moves into the storming phase, where people start to push against the
boundaries established in the forming stage. This is the stage where many teams fail. Storming
often starts where there is a conflict between team members natural working Styles. People may
work in different ways for all sorts of reasons but, if differing working styles Cause unforeseen
problems, they may become frustrated.
3. Norming: Gradually, the team moves into the norming stage. This is when people start to resolve
their differences, appreciate colleague’s strengths and respect your authority as a leader. Now
that team members know one another better, they may socialize together and they are able to ask
one another for help and provide constructive feedback. People develop a stronger commitment
to the team goal and you start to see good progress towards it.
 ORGANIZATIONALBEHAVIOUR

4. Performing:The team reaches the performing stage, when hard work leads, without friction, to
theachievementoftheteam’sgoal.Thestructuresandprocessesthatyouhavesetupsupportthis
well.Asleader,youcandelegatemuchofyourworkandyoucanconcentrateondevelopingteam
members.Itfeelseasytobepartoftheteamatthisstageandpeoplewhojoinorleavewon’tdisrupt
performance.
5. Adjourning: Many teams will reach this stage eventually. For example, project teams exist for
only a fixed period and even permanent teams may be disbanded through organizational
restructuring. Team members who like routine ,or who have developed close working
relationships with colleagues, may find this stage difficult, particularly if their future now looks
uncertain.

Strategies for Improving Group Dynamics:

1. Conduct a diagnosis and get to know the team: Conduct a diagnosis of what is going wrong in
team by doing a team health check. Observe team at work and conduct individual interviews in a
private, safe and confidential space.
2. Address problems quickly: If you see a team member engaging in unhelpful behaviour, work to
address it quickly. Speak to the team member directly and invite him or her to reflect on the
behaviour and how it can be changed to support the team’s goals. Conflicts can happen from time
to time – even in the healthiest of teams – so encourage open discussion of the conflict and help
guide team members to a resolution, allowing your team to return to a state of positive group
dynamics.
3. Create a team charter: Teams and individual team members need a strong focus to thrive. If
you createateamcharterandofferclearlydefinedroles,youcouldmotivateteammemberstoaddress
their responsibilities and work together more effectively. A clear charter also helps you set clear
behavioural and outcomes expectations. It gives you standards by which you can hold
underperforming team members to account.
4. Enhance team culture: Deliberately build a supportive team culture. Use team-building
exercises to encourage stronger relationships between individual team members. Create a
workplace that supports employee well-being, success and enthusiasm for work. Value diversity
and think about how you can build trust and respect among members. Support open
communication, sharing of ideas through an inclusive work culture.
5. Build communication: Give your team tools to drive open communication and encourage team
members to communicate clearly to each other. Keep team members updated about project
changes and news, and they will feel included and alerted to what is going on. Make sure both
opinionated and quieter team members feel their voices are heard.
6. Always pay attention: As part of the organisation’s leadership, you should always be paying
attention to your team and know what is going on. Look out for unacceptable behaviours such as
 ORGANIZATIONALBEHAVIOUR

bullying, group think and free riding so you are ready to address them right away. Reinforce
positive behaviours like successful collaboration, sharing of ideas, trust and respect.

Determinants of Group Behaviour:

Group behaviour is a generic human instinct, rather than the exclusive outcome of deeply- rooted
traditions, religion or blood. Groups can have varying numbers of members, communication styles
and structures. A few common requirements contributing to the recognition of individuals working in
a collaborative environment to be considered a “group”:

1. People:
The first primary behavioural determinant in organizations is people. Company employees are
inherently different. Their ages and genders vary. They also come from diverse ethnic
backgrounds. Moreover, people bring different skill sets to their companies. Employees are also
different with respect to their goals and ambitions. Some strive to get promoted more quickly.
Others enjoy more tactical functions and are satisfied becoming more efficient at their present
jobs. Managers must understand what motivates employees so they can adopt the right
management styles with them. For example, some workers prefer closer supervision, while others
are more self- directed and thrive on independence. Employees also exhibit different behaviours
in group settings. Some individuals are more reserved and group settings almost hamper their
capabilities. Others are naturally leaders and tend to take over group tasks and projects. Managers
who correctly identify which employees work best on their own or in groups stand to gain the
most productivity from them.
2. Technology:
Technology also greatly influences working relationships between employees. Companies that
have more updated equipment or computer software usually can expect greater production from
workers. There also tends to be more cohesiveness among employees, Managers spend less time
harping over details when they know employees have the proper tools. For example, a marketing
manager may assign an analyst the task of creating a 10-page presentation for the department
meeting. The manager knows the presentation software provides tutorials and spends less time
explaining how to set up the presentation. Contrarily, employees who do not have the proper
technology and equipment may become agitated. They may start viewing their job as and start
taking their frustrations out on other workers.

3. Organizational Structure
Companies also must ensure they have the proper organizational structure for employees to work
effectively. A tall, bureaucratic structure, for example, would not work efficiently for a small
company with 50 employees. There would be too many management levels. Workers would
spend more time waiting for approval on projects or budgets, as more managers would be
 ORGANIZATIONALBEHAVIOUR

decision-making process. Creativity and communication also may be hampered in a taller

organizational structure. This may lower the morale of employees who are creative and have high
ambitions. Small companies servicing diverse customer groups may be better off using a
customer- based structure, according to Reference for Business.com Workers become more
specialized by customer, which may increase both customer and employee satisfaction Confusion
and frustration may be averted because employees don't have to know the different procedures
for serving all customers.

4. Considerations:
Company's environment also affects employees' performance and morale. Employees exposed to
hazardous working conditions, for example, may feel that management doesn't care about them.
Their attitudes may become more negative, hindering their productivity levels. Additionally,
workers may develop health problems working under such conditions. This can lead to lawsuits
and other legal issues for the company. Some workers may know employees working under
better conditions in competitive companies. This may lead to resentment and even job attrition.

5. Other Factors: Few factors that play an important role in group behaviour:
1) Interdependence: In order for an individual of the collective to accomplish their part in the
assigned task they depend, to some degree, on the outputs of other members of the collective.
2) Social interaction: In order to accomplish the goal some form of verbal or nonverbal
communication is required to take place amongst the members of the collective.
3) Perception of a group: All members of the collective must agree they are, infact, part of a
group.
4) Commonality of purpose: All the members of the collective come together to serve or attain a
common goal.

TEAM DYNAMICS:
Meaning of Team Dynamics:
Team dynamics are the unconscious, psychological forces that influence the direction of a team's
behaviour and performance.

Team dynamics are created by the nature of the team's work, the personalities within the team, their
working relationships with other people and the environment in which the team works.

Meaning of Team:
A team is a cooperative group whose members interact with each other towards the accomplishment
of special objectives.

In many organizations, employees work in regular small groups called teams where their efforts must
fit together like the places of a picture puzzle. When their work is interdependent.
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Definition of Team:
According to Katzenbach and Douglas Smith, “It is a small number of people with complementary
skills who are committed to a common purpose, set of performance goals and approach for which
they hold themselves mutually accountable”.

According to Stephen P. Robbins, “A work team is a collection of people whose individual efforts
results in a level of performance which is greater than the sum of their contributions.

Types of Teams:
Various types of team areas follows:
1. Functional work team: In this work team, all the members be long to the same functional area
and respond to a single manager, responsible for the management of the whole group. It’s very
common in companies with rigid hierarchies and you’ll recognize them for the examples we are
going to give: such as Accounting and HR departments or the Maintenance team and other
specialized groups like these.
2. Inter-working team: In this case, the work team is made up of members from different areas of
activity, and its members usually have the same hierarchical level. This type of work team is
usually formed to develop work with a multidisciplinary view, in which each area represented by
team members complements the knowledge of others, bringing more creative and comprehensive
results.
3. Troubleshooting team: Organizations employ these teams usually to improve processes to find
out how to solve the problems that are harming them. When determining the options for solving
the causes of problems, they are sent to the departments responsible, as this kind of work team
does not implement the solutions it suggests.
4. Self-managed teams: Groups of employees who work in an extremely integrated and
collaborative way because they don’t have a formal leader. Members define the division of
labour, responsibilities and the distribution of tasks, as well as make decisions and even control
and supervise themselves.
5. Project team: These are work groups an organization creates to implement a specific project
until completion. Afterward, the group dissolves as it achieved its objectives. Typically, members
come from different areas of the company and perform other tasks related to their home
department. But, as far as the project is concerned, they answer to the project leader.
6. Task Force team: This is one of the most interesting types of work teams. They form only when
emergency situations emerge which the organization needs to solve. Its members are usually the
best of the company in the area. During the resolution of the emergency, they will dedicate
themselves exclusively to this task. Their goal is to do this in the best way and in the shortest
possible time.
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Team Building:
To show business results and profitability, ways are explored by the executives to improve their
productivity. Successful team building, that creates effective, focused work teams, requires attention
to Each of following:

1. Clear Expectations: The managers must clearly tell the team members of the expected
performance and the team members must understand the reason for its creation. For it the
Organisation must support the team with resources of people, time and money.
2. Commitment: Team members must participate in the team, feel that the team mission is
important and show commitment to accomplishing the team mission and expected outcomes.
Commitment come if team members perceive their service as valuable to the Organisation and to
their careers.
3. Competence: Team members must have the knowledge, skill and capabilities, the resources,
strategies and support needed to accomplish its mission to address the issues for which the team
was formed.
4. Control: The team must have not only enough freedom and empowerment to feel the ownership
necessary to accomplish its charter, but also the accountability. There has to be a defined review
process.
5. Collaboration: The team should understand group processes and work effectively and
cooperatively with other members of the team. For it they have to understand the roles and
responsibilities of team members, team leaders and team recorders.
6. Communication: To make team members clear about the priority of their tasks and receive
regular feedback, team members must clearly and honestly with each other. Diverse opinions be
welcome and conflicts be taken up positively.
7. Creativity: The team should value creative thinking, unique solutions and new ideas; and reward
members who take reasonable risks to make improvements. If necessary, it should provide the
training, education, access to books and films and field trips to stimulate new thinking.
8. Co-ordination: Teams should understand the concept of internal customer to whom they provide
a product or a service. Team efforts need to be co-ordinated by a central leadership team that
assists the groups to obtain what they need for success.

Effective Team Management:

Effective team management is essential for both team and organizational success. A Manager who
excels in fundamental are as such as setting goals, delegating tasks and providing Consistent
feedback is more likely to have engaged employees, working towards the company’s goals.

1. Team leader is more of a mentor: For effective team management, it is important that the team
leader is more of a mentor to his team members rather than just being a strict boss.
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2. Participation of Discussion: Ensure that each and every team member willingly participates in
team discussions.
3. Respect Policies: Policies’ should be made best suited to all. The objective of the team must be
clearly set and circulated among all the team members. Everyone should be aware of his Roles
and responsibilities in the team.
4. Clear Communication: Communication among the team members must be clear and transparent
for an effective team management. Every team member should get the same information and
should have an easy access to the superiors in case of any query.
5. Confidential: The team members must not pass on any information to any one outside the team
to keep things to themselves. It is unethical to share the professional secrets with others.
6. Motivation: The team members must be motivated on a regular basis. Appreciation is a Must. If
any team member has performed extraordinarily, do give him a pat on his back.
7. The team members must be appraised: Performance appraisals, perks, incentives trophies,
prizes are all instrumental in motivating the team members to perform even better the next time,
Avoid criticizing any of your team members.

Stages of Professional Interpersonal Relations:

According to famous psychologist George Levinger, every relationship goes through following Five
stages.

1. First Stage-Acquaintance: Acquaintance refers to knowing each other. To start relationship

individuals, need to know each other well. Two individuals might meet at some place and
instantly hit it off. People fee attracted to each other and decide to enter into a relationship.
Common friends, social gatherings, same organizations also help people meet, break the ice, get
acquainted with each other and start a relationship.
2. Second Stage – The Build-up Stage: This is the stage when the relationship actually grows,
Individuals are no longer strangers and start trusting each other. Individuals must be compatible
with each other for the relationship to continue for a longer period of time. Individuals with
similar interests and back grounds tend to gel with each other more as compared to individuals
from diverse backgrounds and different objectives. The build-up stage in a relationship is often
characterized by two individuals coming close, being passionate and feeling for each other.
3. Third Stage – Continuation Stage: This is the stage when relationship blossoms into lasting
commitments. It is when people after knowing each other well decide to be in each other’s
company and tie the knot. Trust and transparency is essential for the charm to stay in relationship
forever.
4. Fourth Stage–Deterioration: Not all relationships pass through this stage. Lack of
compatibility, trust, love and care often lead to misunderstandings and serious troubles in
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some times find it extremely difficult to adjust with each other and eventually decide to bring
their relationship to an end. Compromise is an integral part of every relationship. Individuals
failing to compromise with each other find it difficult to take the relationship to the next level.
5. Fifth Stage – The Termination: Stage The fifth and the last stage is the end of a relationship.
Relationship terminates due to any of the following reasons.
a) Death of any one partner
b) Divorce
c) Separation

Difference Between Groups and Teams:

A group is a collection of individuals who coordinate their individual efforts. On the other hand, at
team is a group of people who share a common team purpose and a number of challenging goals.
Members of the team are mutually committed to the goals and to each other.

Si. Basis For Group Team

No Comparison
1. Meaning A collection of individuals who A group of persons having collective
work together in completing a task. identity joined together, to
accomplish a goal.
2. Leadership Only one leader More than one
3. Members Independent Interdependent
4. Process Discuss, Decide and Delegate. Discuss, Decide and Do.
5. Work Products Individual Collective
6. Focus on Accomplishing individual goals. Accomplishing team goals.
7. Accountability Individually Either individually or mutually

CONFLICT:
Conflict was first described in ancient Greek literature as the agon, or central contest in tragedy.
According to Aristotle, in order to hold the interest, the hero must have a single conflict.

Meaning of conflict:
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs,
values or goals.

Sources of Conflict:
The sources of conflicts are as follows:
1. Change: Implementation of new technology can lead to stressful change. Workers who don’t
adapt well to change can become overly stressed, which increases the likelihood of conflict in the
workplace.
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2. Interpersonal Relationships: When different personalities come together in a workplace, there

is always the possibility they won’t mesh. Office gossip and rumors can also serve as a catalyst
for deterioration of co-worker relationships.
3. Supervisor and Employee: Just as co-worker personalities may not mesh, a supervisor and
employee can also experience conflict. A supervisor who is seen as overbearing or unfair can rub
an employee the wrong way, which makes the working relationship more difficult.
4. External Changes: When the economy slides into a recession or a new competitor swoops in
and steals some of a company’s market share, it can create tension with in the company. This
stress can lead to conflict between employees and even between upper levels of management.
5. Poor Communication: Companies or supervisors that don’t communicate effectively can create
conflict. For example, a supervisor who gives unclear instructions to employees can cause
confusion as to who is supposed to do what, which can lead to conflict.
6. Low Performance: When a worker in a department is not “pulling his weight,” it can lead to
conflict within the department, even escalating into a confrontational situation. A supervisor who
fails to acknowledge or address the situation can add fuel to the fire.
7. Harassment: Harassment in the workplace can take many forms, such as sexual or racial
harassment or even the hazing of a new employee. Companies that don’t have strong harassment
policies in place are in effect encouraging the behaviour, which can result in conflict.
8. Limited Resources: Companies that are looking to cut costs may scale back on resources such as
office equipment, access to a company vehicle or the spending limit on expense accounts.
Employees may feel they are competing against each other for resources, which can create
friction in the workplace.
9. Data Conflicts: Data conflicts occur when people lack information necessary to make wise
decisions, are misinformed, disagree on which data is relevant, interpret information differently,
or have competing assessment procedures. Some data conflicts may be unnecessary since they
are caused by poor communication between the people in conflict. Other data conflicts may be
genuine incompatibilities associated with data collection, interpretation or communication. Most
data conflicts will have data solutions.
10. Interest Conflicts: Interest conflicts are caused by competition over perceived in compatible
needs. Conflicts of interest result when one or more of the parties believe that in order to satisfy
his or her needs, the needs and interests of an opponent must be sacrificed. Interest- based
conflict will commonly be expressed in positional terms. A variety of interests and intentions
underlie and motivate positions in negotiation and must be addressed for maximized resolution.
Interest-based conflicts may occur over substantive issues such as money, physical resources,
time, etc. procedural issues and psychological issues (perceptions of trust, fairness, desire for
participation, respect, etc.).
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11. Different Values: Any work place is made up of individuals who see the world differently.
Conflict occurs when there is a lack of acceptance and understanding of these differences.
12. Personality Clashes: All work environments are made up of differing personalities. Unless
colleagues understand and accept each other’s approach to work and problem-solving, conflict
will occur.

Conflict Resolving Strategies:

The Thomas-Kilmann Model identifies five different approaches to resolving conflict. These
approaches include:

1. Avoiding: Someone who uses a strategy of “avoiding” mostly tries to ignore or sidestep the
conflict, hoping it will resolve itself or dissipate.
2. Accommodating: Using the strategy of “accommodating” to resolve conflict essentially involves
taking steps to satisfy the other party’s concerns or demands at the expense of your own needs or
desires.
3. Compromising: The strategy of “compromising” involves finding an acceptable resolution that
will partly, but not entirely, satisfy the concerns of all parties involved.
4. Competing: Some one who uses the conflict resolution strategy of “competing” tries to satisfy
their own desires at the expense of the other parties involved.
5. Collaborating: Using “collaborating” involves finding a solution that entirely satisfies the
concerns of all involved parties.