MODULE 4

Behavioral Dynamics
 INTRODUCTION
• Human behaviour can be described as an act or pattern of an
individuals action or reaction over anything which can observed in
common as the whole and can be called as human behaviour.
• Behavioural dynamics are the factors that stimulates a change human
behavior
• We all grow up in different environment & culture. Consequently as per
our background, our behaviour gets affected by different factors which
brings changes in our behaviour and so collections of such factors are
called as Behavioural Dynamics.
 MARS MODEL OF INDIVIDUAL
BEHAVIOR AND PERFORMANCE
• MARS model of individual behavior is a model that seeks to elaborate individual
behavior as a result of internal and external factors or influences combined together. The
name itself is an acronym for individual Motivation, Abilities, Role Perception and
Situational Factors.

• These are marked as the four major factors in determining individual behavior and results.
The model can be implemented to a variety of situations, but is usually applied in
Management, Industrial Psychology or Organizational Behavior studies. This model
represents that these four factors have a mixed effect on individual performance. If any
factor weakens, performance will decrease.

• Say for example, passionate salespeople who understand their duties and have enough
resources will not perform their jobs well if they lack sufficient knowledge and sales skill.
Therefore, the Container Store and other enterprises that excel in customer service pay
attention to all four factors in the MARS model.
1.Motivation-Motivation can be described as
internal forces that impact the direction,
intensity, and endurance of a person’s voluntary
choice of behavior. It consists of −
• Direction − focused by goals.
• Intensity − bulk of effort allocated.
• Persistence − amount of time taken for the
effort to be exerted.
For example − A team leader encourages team
members to work efficiently.
2.Ability- Ability is the natural tendency and learned capabilities needed to complete a
task successfully. It has four different parts namely −
• Aptitudes − natural talent that helps people learn more efficiently and perform
effectively.
Learned capabilities − accomplished skills and knowledge.

Competencies − abilities, individual values, personality traits and other features of

people that result in superior performance.
Person-job fit − there are three ways to match people with jobs
• selecting qualified people
• developing employee abilities through training
• redesigning job to fit person's existing abilities
• For example − Rohan completes a task in 4 days while the time allotted was 6 days.
He has the ability to complete it before the required time frame.
3.Role Perceptions
• They are the beliefs about what behavior is necessary to
achieve the desired results, and have a check that everyone
is clear regarding their part. It is of four types −
• Understanding the tasks to be performed.
• Understanding associated importance of tasks allotted.
• Understanding preferred behaviors to complete respective
tasks.
• Clarifying role perceptions
• For example − Every member in a group is clear regarding
the part allotted to them. For instance, the programmer
writes the code and the tester checks it
4.Situational Factors
• They are the environmental conditions like
given time bound, team members, budget,
and work facilities that limits or facilitates
behavior. Factors that are beyond the
individual’s control in the short run.
 TYPES OF INDIVIDUAL
BEHAVIOUR
1.Task Performance: Task performance behaviours transform raw materials into goods and services or
supportand maintain technical activities. For example, foreign exchange traders at Wachovia make
decisions and take actions exchange currencies. Employees in most jobs have more than one performance
dimension. Foreign exchange traders must be able to identify profitable trades, work cooperatively with
clients and co-workers in a stressful environment, assist in training new staff, and work on special
telecommunications equipment without error.

2. Organizational Citizenship: Companies require contextual performance (i.e., OCBs) along with task
performance. Organizational citizenship behaviours take many forms. Some are directed toward
individuals, such as assisting co-workers with their work problems, adjusting your work schedule to
accommodate co-workers, showing genuine courtesy toward co-workers.

3. Counterproductive Work Behavior : Organizational behaviour is interested in all workplace

behaviours, including those on the "dark side," collectively known as counterproductive work behaviours.
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 acta (theft).
4.Joining and Staying with the Organization : Task performance,
organizational citizenship, and the lack of counterproductive work behaviors are
obviously important, but if qualified people don't join and stay with the
organization, none of these performance-related behaviors will occur. Attracting
and retaining talented people is particularly important as worries about skill
shortages heat up.
5. Maintaining Work Attendance: 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 organization with
generous sick leave because this benefits limits the negative financial impact of
taking time away from work.
 PERSONALITY
Meaning:-
Personality refers to the set of traits (A distinguishing
quality or characteristic) and behaviours that characterise
an individual. It is derived from latin word persona which
means a mask or to speak through.
 DEFINITION:-

1. According to Golden Allport, “personality is the dynamic

organization within the individual of those psychophysical
systems that determine his unique adjustment to his
environment.”
2. According to Gluck-, “personality is a pattern of stable states
and characteristics of a person that influences his or her
behaviour towards goal achievement. Each person has unique
ways of protecting these states.”
 DETERMINANTS OF PERSONALITY

Family
Factors
Biological
Factors

Personality

Cultural
Factors

Social
factors

Situational
Factors
 1. BIOLOGICAL FACTORS

1. Heredity.
2. Brain.
3. Physical Features.
Heredity:-refers to those factors that were determined at
conception (formation)
Brain: Electrical stimulation of brain(ESB)and split brain
psychology(SBP) are the outcome of genetic transmission
Physical structure: facial attractiveness, temperament, muscle
composition, energy level.
 2. CULTURAL FACTORS

Among the factors that influence personality

formation is the culture in which we are
raised, early conditioning, norms prevailing
within the family, friends and social groups
etc.
 3. FAMILY FACTORS
. The family has considerable influence on personality development,
particularly in the early stages.
. The parents play an important role in the identification process which
is important to an individual’s early development.
. Usually the parents of the same sex as the child will serve as the model
for the child’s identification.
1. Identification can be viewed as the similarity of the behaviour
between child and model.
2. Identification can be looked upon as the child’s motive or desire to
be like the model.
 4. SOCIAL FACTORS
Besides heredity, environmental and family influences on personality,
there is greater realization that other relevant persons, groups and
organizations exercise their due role in personality development. This is
commonly called the socialization process.
Socialization process is not confined to early childhood, but takes place
throughout one’s life.
Social Factors Such as:-
1. peers.
2. School.
3. Friends.
4. Members of working group.
 5. SITUATIONAL FACTORS

Heredity, family, siblings and environment are no doubt important to

personality development, but it must be recognized that it is the immediate
situation which may predominate finally.
An individual’s personality, while generally stable and consistent, does
change in different situations.
According to Milgram, “Situation exerts an important press on the
individual. It exercises constraints and may provide push. In certain
circumstances, it is not so much the kind of person a man is, as the kind of
situation in which he is placed that determines his actions.”
 OTHER FACTORS:

• Temperament
• Interest
• Character
• Motives
THE BIG FIVE PERSONALITY
TRAITS
 OPENNESS TO EXPERIENCE

Openness addresses one’s range of interests. They are willing

to listen new ideas and to change their own ideas, beliefs and
attitudes in response to new information.
On the other hand, people with low levels of openness tend
to be less receptive to new ideas and less willing to change their
minds. They also tend to have fewer and narrow interests and be
less curious and creative.
 CONSCIENTIOUSNESS

The quality of being in accord with the dictates of

conscience (An inner feeling or voice viewed as acting as a
guide to the rightness or wrongness of one's behavior)
Refers to the number of goals that a person focuses on. A
highly conscientious person focuses on relatively few goals
at one time.
He or she is likely to be organized, systematic, careful,
thorough, responsible, self-disciplined and achievement-
oriented.
 EXTROVERSION

Extroversion reflects a person’s comfort level with

relationships. Extroverts are sociable, talkative,
assertive and open to establishing new
relationships.
Introverts are less sociable, less talkative less
assertive and more reluctant(unwilling) to begin
relationships.
 AGREEABLENESS

Refers to a person’s ability to get

along with others. Highly agreeable
people value harmony more than they
value having their say or their way. They
are cooperative and trusting of others.
 NEUROTICISM
Neuroticism Or Emotional Stability focuses on an
individual’s ability to cope with stress. The
individual with positive emotional stability tends to
be calm, enthusiastic and secure.
A person with low emotional stability tends to be
nervous, depressed and insecure.
 TRAITS/TYPES OF
PERSONALITY
1. Authoritarianism.
2. Locus of Control.
3. Machiavellianism.
4. Introversion- Extroversion.
5. Achievement Orientation
6. Self-esteem
7. Risk-Taking.
8. Self-Monitoring
9. Type A and Type B personalities
 1. LOCUS OF CONTROL
Meaning:-
Locus of control refers to an individual’s belief that either events are
in one’s control or not.
Locus of control refers to an individual’s belief that events are either with in
one’s control or are determined by forces beyond one’s control.
It has been proved that externals are less satisfied with their jobs, have
higher absenteeism rates and are less involved on their jobs.
Internals typically have more control over their own behaviour, are more
active in seeking information to make decisions and are more active
socially than externals.
 2. INTROVERSION AND
EXTROVERSION
Introverts are shy, quiet and retiring.
Extroverts are gregarious and sociable individuals.
Extroverts are more suitable for positions that
require considerable interaction with others,
whereas introverts are more inclined to excel at
tasks that require thought and analytical skills.
3. ACHIEVEMENT ORIENTATION

• Achievement orientation is yet another personality trait which varies

among people and which can be used to predict certain behaviour.
• Employees with a high need to achieve, continually strive to do things
better. They want to overcome obstacles, but they want to feel that their
success or failure is due to their own actions.
• On the job, high achievers will perform better where there is moderate
difficulty, rapid performance feedback and direct relationship between
reward and feedback.
 4. SELF-ESTEEM
Meaning:- Self-esteem refers to the feeling of like or dislike
of oneself.
Self-esteem is an individual’s general feeling of self-worth.
This trait varies from person to person. Self-esteem is directly
related to the desire for success.
People with high self-esteem believe that they have abilities
to undertake challenging jobs.
 5. SELF- MONITORING
Meaning:- Refers to the individual’s ability to adjust his or
her behaviour to external factors.
Individuals high in self-monitoring can show considerable
adaptability in adjusting their behaviour to external,
situational factors. They are highly sensitive to external
cues and can behave differently in different situations.
 6. TYPE A AND TYPE B
PERSONALITY

Type A Personality:-
A person who is always in a hurry, is extremely
competitive and often hostile(unfriendly) and
irritable.
Type B Personality:-
A person who is relaxed, incompetent and easy
going.
 A. TYPE A PERSONALITY
BEHAVIOURS

1. Are always moving, walking and eating rapidly.

2. Feel impatient with the rate at which most events take
place.
3. Strive to think or do two or more things at once.
4. Cannot open with leisure.
5. Are obsessed with numbers, measuring their success in
terms of how much of anything they acquire.
 B. TYPE B PERSONALITY

1. Never suffer from a sense of time urgency with its

accompanying impatience.
2. Feel no need to display or discuss either their
achievements or accomplishments unless such exposure
is demanded by the situation.
3. Play for fun and relaxation, rather than exhibit their
superiority at any cost.
4. Can relax without guilt.
 7. AUTHORITARIANISM
Meaning:- dictatorship: a form of government in which the
ruler is an absolute dictator (not restricted by a constitution
or laws or opposition etc.).
Authoritarians also tend to be rigid in their positions, place
high moral value on their beliefs and are strongly oriented
towards conformity to rules and regulations.
They naturally prefer stable and structured work
environments which are governed by clean rules and
procedures.
 8.MACHIAVELLIANISM
Machiavellianism, a term derived from the writings of Nicolo
Machiavelli, refers to individual’s propensity (natural
tendency) to manipulate people.
They are also adept at interpersonal game-playing, power
tactics and identifying influence systems in organizations.
Machiavellianism is a personality characteristic indicating
one’s willingness to do whatever it takes to get one’s way.
 9. RISK –TAKING

People differ in their willingness to take

chances. High-risk-taking managers make
more rapid decisions and use less information
in making their choices than low-risk-taking
managers.
 VALUES IN WORK PLACE:

Value is the basic convictions that describes as treating actions themselves

as abstract objects, putting value to them.
Definition of value:
• According to M. Haralambos, “A value is a belief that something is
good and desirable.”
• According to R.K. Mukherjee, “Values are socially approved desires
and goals that are internalized through the process of conditioning,
learning or socialization and that become subjective preferences,
standards, and aspirations.”
 FEATURES OF VALUES
• These are extremely practical, and valuation requires techniques and an
understanding of the strategic context.
• These can provide standards of competence and morality.
• These can go beyond specific situations or persons.
• Personal values can be influenced by culture, tradition, and a combination
of internal and external factors.
• These are relatively permanent.
• These are more central to the core of a person.
• Most of our core values are learned early in life from family, friends,
neighborhood school, the mass print, visual media, and other sources within
society.
• Values are loaded with effective thoughts about ideas, objects, behavior, etc.
• They contain a judgmental element in that they carry an individual’s ideas
as to what is right, good, or desirable.
• Values can differ from culture to culture and even from person to person.
• Values play a significant role in the integration and fulfillment of man’s
basic impulses and desire stably and consistently appropriate for his living.
• They are generic experiences in social action made up of both individual
and social responses and attitudes.
• They build up societies and integrate social relations.
• They mold the ideal dimensions of personality and depth of culture.
• They influence people’s behavior and serve as criteria for evaluating the
actions of others.
• They have a great role to play in the conduct of social life. They help in
creating norms to guide day-to-day behavior.
• Individual values-honesty, loyalty, veracity,honour
• Collective values-norms of equality ,justice, socialableness
• Intrinsic values- Examples being goodness, beauty, happiness, bliss etc.
• Instrumental values-A subject is said to have instrumental value when it is
pursued, not for its own sake but for some ends beyond itself. Example being
education for success in life, political power to do public service etc.
VALUES FOR INDIAN MANAGERS

• Optimum utilization of resources

• Attitude towards work
• Work commitment
 RELEVANCE OF VALUE BASED
MANAGEMENT IN GLOBAL CHANGE:

• VBM is the management philosophy that enables

and supports maximum value creation in
organizations, typically maximization of share
holder value.
• Three elements of VBM-creating value, managing
value, measuring value
 RELEVANCE OF VALUE BASED
MANAGEMENT IN GLOBAL CHANGE:
Identify organization
objective

Develop strategies and

Increase share holder
develop organisation
value
design

Evaluate performance Identify value drivers

Develop action
plans,select measures
and set targets
 IMPACT OF VALUES ON STAKE
HOLDERS
• Employees
• Customers
• Business Associates
• Communities
• Government
• Stake holder value
MODELS OF PERCEPTUAL
PROCESS
 FACTORS INFLUENCING
PERCEPTION

• The Perceiver(personality ,attitude,

values)
• The perceived(object)
• The situation(work setting, timing,
social setting)
 EMOTIONS

An emotion is a feeling such as happiness,

love, fear, anger or hatred which can be
caused by the situation that you are in or the
people you are with.
 EMOTIONS IN WORK PLACE

• Beyond the leader-employee relationship,

emotional dynamics affect our motivation, health,
communication, decision making, and more. Yet
most of us ignore these emotions. Why is it that
when we think of professionalism, we immediately
jump to the idea that we should suppress
everything we feel?”
 TYPES OF POSITIVE EMOTION
• Excitement
• Satisfaction
• Accomplishment
• Happiness
• Confidence
• Inspiration
• Curiosity
• Empowerment
 TYPES OF NEGATIVE EMOTION

• Anger
• Defensiveness
• Frustration
• Impatience
• Stress
• Anxiety
• Self-doubt
• Insecurity
 HOW TO MANAGE EMOTIONS
EFFECTIVELY
• Outline team values and principles
• Have regular one-on-one meetings
• Collect and share 360 degree employee feedback
CIRCUMPLEX MODEL OF
EMOTIONS
 ATTITUDE

• DEFINITION OF ATTITUDE
• An attitude is a negative or positive evaluation of an object which
influence human's behaviour towards that object -MICHEAL HOGG
• An attitude is a learned predisposition to respond In a favorable or
unfavorable manner toward people, an object, an idea or a situation-
MARTIN FISHBEIN
 EXPLAIN - ATTITUDE

"Attitute is an evaluation of things in terms of liking or disliking,

favor or unfavor, positive or negative, and pro or anti.“

• Differents peoples can have different attitude towards a same

things or ideas. For example, Some people think internet's use for
students as a positive thing that it help students in their studies.
But an another way some peoples think the use of internet for
students as a negative thing they think it wastes lot of time in
useless activities on the internet. They negative or positive
evaluation of an object is known as attitude.
 COMPONENTS OF ATTITUDE

Psychologist such as Rosenber, Eagley and Hovland

have given a three components model of Attitude.
According to this model an Attitude has following
three components:
• Cognitive component
• Affective component
• Behavioral component
 COGNITIVE COMPONENTS
• Cognitive components is the set of information, facts, idea
and knowledge about an object.
Example
• An orange is rich in vitamins. It is good for skin. It has a
good taste.
• Saver bulbs consumes less electricity than ordinary bulbs. It
has a brighter light. It is more durable
 AFFECTIVE COMPONENTS

This components consists of emotions and feeling

towards an object. It can be liking or disliking,
favoring or unfavoring, and positive or negative
evaluating toward the object.
Example:
• I like orange.
• I like saver-bulbs because saver-bulbs are good.
 BEHAVIORAL COMPONENTS

• It is the tendency to behave towards the object- e.g how the

individual act towards the object depending upon
cognitive(facts towrds the object) affective (emotions
towards the object) components.
Example
• I eat an oranges daily.
• I buy and use saver-bulbs in my home
 RELATION BETWEEN ATTITUDE
AND BEHAVIOUR
•ATTITUDE
1.Attitudes is defined as a persons mental tendency which is
responsible for the way he thinks or feels for someone or something
2.A persons attitude is based on the experiences gained by him
during the course of his life and observations
3.Attitude is persons inner thoughts and feelings
4.The way of thinking or feeling is reflected by a persons attitude
5.Attitude is defined by the way we perceive things
 BEHAVIOUR

1.Behaviour implies the actions ,moves ,conduct or functions

or an individual or group towards others persons
2.Relies on the situation
3.Behaviour expresses a persons attitude
4.A persons conduct is reflected by his behaviour
5.The behaviour is ruled by social norms
 MOTIVATION 

• Motivation is defined as the desire to achieve

a goal or a certain performance level, leading
to goal-directed behavior. When we refer to
someone as being motivated, we mean that
the person is trying hard to accomplish a
certain task.
 DEFINITION:

According to stephen P Robbins-Motivation

is a process that starts with phsiological or
psychological deficiency or need that
activities behaviour or a drive that is aimed at
a goal or incentive
 THEORIES OF MOTIVATION
• CONTENT THEORY OF MOTIVATION
• 1. Maslow's need hierarchy Theory
• 2. Herzberg’s Two factor Theory
• 3. McClelland's Need Theory
• 4.Alderfer’s ERG Theory
• PROCESS THEORY OF MOTIVATION
• 1.Victor vroom’s expectancy Theory
• 2.Adam’s equity Theory
• REINFORCEMENT THEORY
• 1.Skinners behavior Modification theory
MASLOW'S NEED HIERARCHY
THEORY
 MASLOW'S NEED HIERARCHY
THEORY
• Physiological needs: are basic needs for survival such as air, sleep, food,
water, clothing, and shelter. 
• Safety needs: Protection from threats, deprivation, and other dangers
(e.g., health, secure employment, and property) 
• Social (belongingness and love) needs: The need for association,
affiliation, friendship, and so on. 
• Self-esteem needs:  The need for respect and recognition. 
• Self-actualization needs:  The opportunity for personal development,
learning, and fun/creative/challenging work.  Self-actualization is the
highest-level need to which a human being can aspire. 
 CRITICISMS
• One criticism relates to the order in which the needs are ranked. It is
possible to imagine that individuals who go hungry and are in fear of their
lives might retain strong bonds to others, suggesting a different order of
needs.
• Researchers failed to support the arguments that once a need is satisfied it
no longer serves as a motivator and that only one need is dominant at a
given time.
HERZBERG’S TWO FACTOR
THEORY
 CRITICISMS
1. The procedure that Herzberg used is limited by its methodology. When
things are going well, people tend to take credit themselves. They blame
failure on the external environment.
2. The theory, to the degree it is valid, provides an explanation of job
satisfaction. It is not really a theory of motivation.
3. No overall measure of satisfaction was utilized.
4. It ignores situational variables.
5.Research methodology he used look only at satisfaction, not at productivity.
McCLELLAND'S THEORY OF NEEDS

• David C. (Clarence) McClelland, a professor of psychology at Harvard

University, along with his team members did detailed studies on human
needs. He identified three types of needs which are capable of
motivating persons-

i. NEED FOR POWER

ii. NEED FOR AFFILIATION
iii. NEED FOR ACHIEVEMENT
 NEED FOR POWER

 The need for power reflects the desire to obtain and exercise power
and authority.

 A person with a high need for power is concerned with Influencing

others and winning arguments.

 He derives satisfaction from being in position of influence and

control
 Need for Affiliation

 It involves individuals who better perform in teams.

 They build interpersonal relations.

 They are cooperative.

 Interact with others frequently.

 Less Rigid
 Need for Achievement
 It involves challenger seeker, want to move forward to achieve their
goals and be successful.

 Always take feedback for improvement.

 Select moderate difficult task.

 Put maximum effort always to achieve task.

 FOUR DRIVE THEORY OF
MOTIVATION

The Four Drive Model of Employee

Motivation was presented by Lawrence and
Nohria in 2002. The model is a holistic way of
looking at employee motivation beyond the
typical “pay” model that is prevalent in the
corporate world today.
Thankyou for the patience Listening