Advanced

Organizational
Behavior & Design
 Course Description and Outlines
Course Description:
• The course is a comparative analysis of the actions
and attitudes of people in organizations across
cultures and countries.
• An introduction to the case study method is
featured.
• Topics covered include issues of motivation,
communication, and control: organizational
development; human resource management,
including management theory; special issues in
managing expatriate staff; and a comparison of
international employment law and practices.
Course Objectives:
• After completing the course students will be able to:
- Understand the core management principles in organization behavior
- Explain, predict, influence and manage human behavior in the
organization
- Identify processes and methods that can improve the behavior,
attitudes, and effectiveness of organizational members
- Understand the influences of individual differences in personality,
attitudes, emotions, and perceptions in organizations.
- Explain how influence tactics, organizational politics, and power affect
behavior in organizations.
- Apply the various theories or approaches concerning motivation to
motivating employees.
- Explain how communication affects organizational processes and what
makes for effective communication.
- Understand the various types of conflict resolution and negotiation
approaches
 Unit One: Introduction

1.1 The Nature and Functions of an Organization

1.2 Meaning and Definitions of OB
1.3 Reasons to Study Organizational Behavior
1.4 Evolution of OB Thoughts and Paradigms
1.5 Global Dimensions of Organizational Behavior
 Unit Two: Managing Individuals

2.1 Diversity and Individual Differences

2.2 Personality, Values, Attitudes and Emotion
2.3 Perception and Attribution
2.4 Motivation and Reinforcement
2.5 Learning and Behavior Modification
2.6 Human Resource Management Systems
2.7 High Performance Job Designs
 Unit Three: Managing Groups
3.1 The Nature of Groups
3.2 Stages of Group Development
3.3 Teamwork and High Performance Teams
3.4 Conflict and Negotiation
 Unit Four: Managing Organizations

4.1 Basic Attributes of Organizations

4.2 Power, Empowerment, and Politics
4.3 Job Stress
 Evaluation

Students performance assessment schemes:

Term Paper..............20
group assignment.....30.
Attendance ...........10
Final Exam................40
Total 100
References
• Stephen R. Robins, Organizational Behavior, Concepts, Controversies and Applications, 7 th
Edition, 1996. .
• Robbins, S. P., & Judge, T. A. (2007). Organizational behavior. (12th ed.). Upper Saddle River, NJ:
Prentice-Hall. ISBN: 0-132-43156-4
• Kreitner and Kinicki (2008). Organizational Behavior (8th ed.). Publisher: McGraw-Hill Irwin
th
• McShane and Von Glinow (2005). Organizational Behavior, (4 ed.) McGraw-Hill. I
• Schermerhorn, Hunt,, and Osborn., Organizational Behavior, 9th Edition, John Wiley and
Sons: 2005
• Andrew J. DuBrin, Fundamentals of Organizational Behavior, 3rd Edition, Thomson - South
Western, 2005
• Buchanan, D.A. & Huczynski, A.A. (2004) Organizational Behavior, 5th Edition, Harlow, Prentice
Hall.
• Main Text: George, M. J. & Jones, G. R. (2008). Understanding and Managing Organizational
Behavior (5th Edition), Pearson Education Co
• Buelens, M., Van Den Broeck, H., Vanderheyden, K., Kreitner, R. & Kinicki, A. (2006)
Organizational Behavior, 3rd Edition, London, McGraw-Hill
• Martin, J. (2005) Organizational Behavior, 3rd Edition, London, Thomson.
• Mullins, L.J. (2005) Management and Organizational Behavior, 7th Edition, Harlow, Prentice Hall.
• Rollinson, D. (2005) Organizational Behavior and Analysis, An integrated Approach, 3rd Edition,
Harlow, Prentice Hall.
 UNIT ONE

introduction to OB

• What is organization?

• What is Behavior?

Organization behavior (OB)

 Organization

• An Organization is the place where the

manager practices the art of management.
• Organization signifies an institution or some
sub-unit of an institution.
• An organization is a collection of people who work
together to achieve individual and
organizational goals.
• Examples of an organization are businessunits,
universities, and departments within these
institutions are organizations.
 Behavior

is The actions or reactions of persons or

• Behavior

things in response to external or internal stimuli.

Therefore, OB is
 What is Organizational Behavior?

• the study of factors that have an impact

Organization behavior (OB):

on how people and groups act, think, feel, and

respond to work and organizations, and how
organizations respond to their environments.
• Organizational behavior is a study and
application of managerial skills and knowledge
to people in the organization to investigate
individual and group behavior
❖ Organizational behavior is a field of study that investigates the
impact that individuals, groups and organizational structure have on
behavior within the organization, for the purpose of applying such
knowledge towards improving an organizational
effectiveness.

❖ The above definition has three main elements;

❖ first OB is an investigative study of individuals and groups,

❖ second, the impact of organizational structure on human
behavior
❖ third, the application of knowledge to achieve organ.
effectiveness.
❖ “the study and application of knowledge about humanbehavior
related to other elements of an organization such as structure,
technology and social systems”. LM Prasad
 ....©cant* d OB?
• Organizational Behavior (OB) is so important matter
for an organization to operate their business.
• Every organization's ultimate target is to maximize
profit by satisfying customers need, want and demand
successfully.
• If any organization wants to do business for longtime
they must have to organize their business organization
to compete in a high competitive global market.
• That's why the management of any organization is
very sincere to operate their employees in a dynamic
way
 Figure 1.1
What is Organizational Behavior?
Organizational behavior
Provides a set of tools
that allow:

Managers to improve, enhance,

People to understand, or change work behaviors so
analyze, and describe that individuals, groups and
behavior in organizations the whole organization can
achieve their goals
Levels of OB Analysis
 Human resource
ORGANIZATION
Productivity
policies and SYSTEMS LEVEL
practices I
Absence

Turnover
Organization
Organizational
struc ure Citizenship
cultu
and design Satisfaction

Chance Leadership
GROUP LEVEL
Group
decision making L- and
and stress trust

Group Work
Communication
structur teams
e

Power and
Conflict
politics

INDIVIDUAL LEVEL
Biocrapnica
characteristics
Basic OB
Model,
Persona lily
and emotions
Perception Stage II
Vdues and Indivic ua
Motivation
attitudes decision making

Individual
jma
learning
E X H I B I T 1-8
 cont...
Behavior Model for Organizational
Efficiency
S Organizational behavior is a study and application of managerial skills and knowledge to people in the

organization to investigate individual and group behavior.

S Various concepts and models in the field of organizational behavior attempt to identify, not only the

human behavior but also modify their attitude and promote skills so that they can act more effectively.

SThis is done scientifically; therefore, organizational behavior field is a scientific discipline.

S The knowledge and models are practically applied to workers, groups and organizational structure that

provide tools for improved behavior and dynamics of relationship.

 CONT'D
> Leaders must look for indicators (effects) of individual behavior
and of groups in any organization.
> Leader must be able to describe, understand, predict and
control individual behavior in the organization.
S Describe: Study of organizational behavior is based on
scientific methods, which have been applied on human
beings. It is a science, that analyses as to how people behave
in different situations in the organization.
S Understand: Leaders must understand human behavior as to
why people behave in particular manner and try to identify
reasons so that corrective actions can be taken.
 CONT'D
S Predict: By frequent closer interaction, a leader is in a position to identify

the nature of workers. Some are more productive while the others are tardy
and disruptive. In such situation, a leader should be able to handle each
individual differently so that his or her actions can be channelized to higher
productivity.
S Control: Managers in the organizations should train their subordinates

continuously; aim being development of skills, promotion of productivity

and improvement of individual behavior.
Organizational components that need to be managed

• What are these components?

 Organizational components that need to be managed

a. People

People are the main component of any organization that has to be managed.
Every individual has a personal goal to be achieved. Organizations
mustidentify the need spectrum/range of individuals and take suitable steps
for its fulfillment to enable them to perform effectively so that they complete
their allotted task in time.
 components C o n t ' d

b. Work teams and Groups play a vital role in the

organization
o Relationship between the workers, with subordinates and

superiors should be established based on full understanding

and complete faith based on mutual trust so that it is easy to
communicate and understand each other’s views.
 components Cont’d
C. Internal and External environment

Structure
Technology
Jobs Internal environments
Processes
Strategy

Economic
Conditior Political
Condition Social External environments
Condition Cultural
Pattern
Competitive Level
 Major Characteristics of OB
Interdisciplinary. Organizational behavior is an interdisciplinary orientation that
integrates behavioral sciences in understanding behavior and performance.
Itdraws heavily on knowledge about behavior generated in the social sciences of
psychology, sociology, and anthropology.

Behavioral Science Foundation. The behavioral sciences—psychology,

sociology and anthropology have provided the basic philosophy, characteristics of
science, and principles that are so freely borrowed by the field of organizational
behavior. The social sciences of economics, political science, and history have had
a secondary impact on the field.
 Major Characteristics of OB
9 Contingency Orientation. The term contingency orientation reflects the
need to consider the situation and individuals involved before drawing
conclusions about behavior. The OB field has no universally applicable set
of prescriptions for managers.

9 Three Levels of Analysis. The OB is unique in its approach to behavior

because it encompasses three levels of analysis, individual, group,
andformal organization. In addition, all three levels are treated with
equalimportance and needs to be scientifically studied.
 Characteristics of OB Cont’d
Q Scientific Method Foundation. OB had inherited the tradition of scientific
method in its investigations from its parent disciplines. The scientific methods
emphasize the use of logic and theory in formulating research questions and
the systematic use of objective data in answering such questions.

9 Concern for Application. The OB researcher must always be concerned with

understanding real events in actual organizations and with communicating
results in a meaningful fashion to practicing managers.
 The Development of OB

Individual Assignment One

1. Clearly discuss the evolution and development
of OB
2. its relationship with management theories and
3. its great contributors role in developing the
discipline
 Contributing Fields to Organizational Behavior
• Organizational behavior began to emerge as a mature field of
study in the late 1950s and early 1960s.
• Contemporary organizational behavior has an
interdisciplinary focus, drawing from fields such as ;
❖ Psychology
❖ Sociology
❖ Political science
❖ Social psychology
❖ Anthropology
❖ Economics study
❖ Engineering
 Contributing Disciplines to the OB Field
Psychology
Unit of analysis = Individual
The science that seeks to measure, explain, and sometimes change the
behavior of humans and other animals.
Contributing Disciplines to the OB
Field (cont'd)
Sociology
The study of people in relation to their fellow human beings.
Group dynamics
Work teams
Communication Organization
Power Conflict system
Intergroup behavior

Formal organization theory

Organizational technology
Organization change
Organizational culture
Contributing Disciplines to the OB
Field (cont'd)
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another.

Behavioral change Attitude

change Communication
Group processes Group Group
decision making
Contributing Disciplines to the OB
Field (cont'd)
Anthropology
The study of societies to learn about human beings and
their activities.

Comparative values
Comparative attitudes
Cross-cultural analysis

Organizational culture Organization

Organizational environment system
Contributing Disciplines to the OB Field (cont'd)
Political Science
The study of the behavior of individuals and groups
within a political environment.

Conflict
I—► Intraorganizational politics
Power
 Therefore,

T h e i r m o d e l c o n t r i b u t i o n t o To w a r d a n O B D i s c i p l i n e l o o k s

as

follows
 Group dynamics Work teams
Communication Power
Conflict
Intergroup behavior Toward an OB Discipline
Formal organization theory
Sociology Organizational technology
Organizational change
Organizational culture Study of
Group organizational
Behavioral change Attitude behavior
change Communication Group
processes Group decision
making

Social psychology Comparative values

Comparative attitudes Cross-
cultural analysis

Organizational culture Organization

Organizational environment system

Conflict
Anth ropology Learning
Intraorgan izationaI politics Motivation
Power Personality
Emotions
Perception
Training
Leadership effectiveness Job
Political science Psychology satisfaction Individual
decision making Performance
appraisal Attitude
measurement Employee
selection Work design Work
stress
DESIGNING A GLOBAL ORGANIZATION IN THE NEW
MILLENNIUM-SOME THOUGHT

Dramatic changes in science, information technology, consumer

lifestyle, and government legislation has globalized markets and
complicated business decision making, thereby intensifying the need for
frequent managerial consultation and information exchange.
To effectively facilitate this exchange, firms must restructure their
organization.
The emphasis in this new organization will not be on managing men and
material flow but on managing human intellect and information flow.
To be congruent with this shift in focus, managerial philosophy, structural
forms, and management practices must also correspondingly change.
 Cont...
Traditional Vs. Today’s Organization

• The traditional organization aimed at operational efficiency that

yesterday’s markets and competitive environment demanded.

• Markets of the past were homogenous, staid, and, most importantly,

regional.
• Customer tastes were stable and local, technological change was
predictable, and foreign competitive entry in the form of superior
products was non-existent.
• The single factor contributing to competitive success in this steady
environment was efficiency in current operations.
 Cont'd

• Companies achieved this by

standardizingtasks and sequentially organizing
work.
• Any behavior-related deviation to this
arrangement was controlled through rules and
standard operating procedures.
• Market-related deviations were controlled by
vertical integration strategies.
 Cont...
Today’s environment
• Today’s environment demands an organization that is flexible, besides
being efficient, and global.
• Customer tastes have become differentiated and a firm should customize
design, packaging, and delivery to effectively serve multiple segments.
• Technologies are rapidly changing and it is imperative for a firm to
frequently innovate and offer higher quality products at standard prices
to remain competitive.
• Markets have become global and a firm must employ global
procurement, processing, and distribution strategies to be effective.
• It must design products in one place, make the components in another,
assemble them in a third place, and market/deliver them globally.
 Create a Learning Environment

• If information sharing is a vital attribute for a global firm, its

personnel must be capable of sending and receiving critical
information.
• To effectively achieve this, organizational members must be
well informed all the time.
• A learning environment is thus sine quinine for a global firm.

• Managerial decisions and organizational systems in this firm

must emphasis continuous company-wide learning as a
dominant value
 Adopt a Network Structure

> A global organization is one that transcends its home base by competing in
international markets.

>To be successful as a global firm, it must be capable of responding to

customer needs from diverse and distant markets, rapidly and effectively.

> Not only in virtual information flow from these markets to the firm’s
headquarters critical, but the headquarters should be capable of processing the
received information effectively.
 Cultivate a Global Manager Mindset

> A global firm requires a band of managers with a global

knowledge—frame and mindset.
> These managers must have the knowledge, attitude, and
requisite competence to effectively deal with foreign
government agencies and non-business stakeholder.
> This means proficiency in communication and in crosscountry
politics, cultures, and economics.
 Organizational Behavior in the 21st Century

Information is a major force driving change. We are

technology
experiencing the rapid integration of information across all industries
everywhere, yet it is still people who invent, direct, guide, and
manage change in their own careers and in the boundary less
organization.

Organizations are adapting by reengineering, reinventing,

restructuring, and rethinking their strategies , structures, and expertise
around web-based, Internet integrated business processes.

Not all organizations are changing at the same pace or on the same
scale. However, internet-driven networks and software applications
have produced a type of “digital Darwinism”.
 Cont...

Unified managerial vision in the organization, & devising a management

structure for task forces & ensuring the supply, preparation and testing of top
management people.

Finally, because of the internationalization of business and continuous merger,

acquisition, and divestiture activities, yet another aspect of managerial work is
being revised.
 Virtual Organization

Virtual Organization popularly known as ‘E’ Organization will have the

following characteristics:

There are no generally accepted rules. There are no established and

proven e-org models or strategic plans. What worked in March may be
scrapped in May. E-orgs in their infancy and players are being forced to
experiment.
Victory goes to the quick. Fast to no longer fast enough. It used to be that
the big would eat the small. In an e-word, the fast eat the slow.
 Cont’d

Competition is forcing e-organizations to make decisions quickly, develop

new products and service in record time, move into market fast, and be able
to respond to competitive actions immediately
 Cont...
Location doesn’t matter. In the past, the people you hired, the suppliers
you used, and the customers you serviced were largely defined by your
geographic location.
Integrated information is everything. Intranets, extranets and the internet
have changed the way that information can move inside organizations.
Open and integrated information systems allow bypassing of traditional
organizational hierarchies; making it easy for employees and managers
alike to track projects, democratizing internal decision making; and closely
linking organizations to their suppliers, partners, and customers.
 Limitations of OB
► OB will not abolish conflict and frustration; it can only
reduce them. It is a way to improve, not an absolute answer to
problems. Furthermore, it is but part of the whole cloth of an
organization. We can discuss organizational behavior as a
separate subject, but to apply it we must tie it back to the whole
of reality.
► Improved organizational behavior will not solve
unemployment.
► It will not make up for our deficiencies.
► It cannot substitute for poor planning inept organizing, or
shoddy controls. It is only one of many stems operating within a
larger social system.
 Cont....
► Overemphasis on an organizational behavior practice. It states
that at some point increases of a desirable practice produce
declining returns, eventually zero returns, and then negative
returnsas more increases are added.
► Use of autonomy. Employ autonomy is a higher-order need that is
frequently emphasized. One reason probably is that excessprevents
coordination toward central goals. Different units of the
organization cannot work together, so the labor of employees is
wasted.
 Cont'd

• Manipulation of people without regard for human welfare. A

significant concern about organizational behavior is that its knowledge and
techniques can be used to manipulate people as well as to help them
develop their potential. People who lack respect for the basic dignity of the
human being could learn organizational behavior ideas and use them for
selfish ends.
T h e E n d o f Chapter One

Thank you !!!

 UNIT TWO

Managing Individuals
 Diversity and Individual Differences
• Everybody brings differences to an organization
where they work.

• These differences can create energy and

excitement in the workplace, but they can also
cause conflict.

• So it is important that we have an

understanding of how diversity works in
organizations.
 Two levels of diversity
• When we look at the workplace we can recognize two levels of diversity.

1. Surface-level diversity represents the characteristics that are easily observed

such as race, gender, age etc.

2. Deep-level diversity represents the aspects that are more difficult to see at
first glance such as values, personality, and work preferences.
♦♦♦ Organizations need to engage in Diversity Management to eliminate unfair
discrimination.

♦♦♦ By understanding what diversity is and helping employees with training and
development opportunities, the negative impact of discrimination can be
minimized.
 Diversity

Surface-level diversity

Deep-level diversity

Diversity Management
 Personality
DEFINITION

• Set of characteristics that underlie a relatively stable pattern of behavior in

response to ideas, objects, or people in the environment

• The sum total of ways in which an individual reacts and interacts with
others.

• Personality is a pattern of stable states and characteristics of a person that

influences his or her behavior toward goal achievement.

• Each person has unique ways of protecting these states.
 Definition

• The dynamic organization within the individual of those

psychophysical systems that determine his unique
adjustments to his environment.
- Gordon Allport
 Determinants to Personality

What determines an individual's personality?

 .................Determinants to Personality
a. Heredity- Whether we are tall or short, experience
good health or ill health, are quickly irritable or patient, are all
characteristics which can, in many cases, be traced to heredity.

Factors determined at conception: physical stature, facial

attractiveness, gender, temperament, muscle composition and
reflexes, energy level, and bio-rhythms
This “Heredity Approach” argues that genes are the source of
personality
- Twin studies: raised apart but very similar personalities
- There is some personality change over long time periods
 Determinants to Personality
b. Culture. The cultural values we are surrounded
by significantly tend to shape our personal
values and predisposition.

c. Family Background- His socio-economic

status of the family, the number of children in
the family and birth order, and the
background and education of the parents and
extended members of the family such as
uncles and aunts, influence the shaping of
personality to a considerable extent
 .................Determinants to Personality
d. Situation:- Individual has to interact with number of

problems in a given situation, which does not remain constant. It

is subject to change and hence fluid in nature
e. Environment:- Every individual is born and brought

up in a particular environment. Environment leaves an imprint on

the personality of an individual. It is commonly seen that a
doctor’s son preferring his father’s profession and a child of a
soldier entering into defense Services.
Frameworks used to describe personality

• Two dominant frameworks used to describe

personality
— Myers-Briggs Type Indicator (MBTI)
— Big Five Model
 The Myers-Briggs Type Indicator
Most widely used instrument in the world.
Participants are classified on four axes to determine one of
16 possible personality types, such as ENTJ.

Sociable and Extroverte Introverted Quiet and

Assertive d (E) (I) Shy

x
Practical and conscious
Processes
Orderly

Use Reason es Values

and Logic & Emotions

Want Order Flexible and

& Structure Spontaneous
/artless
 16 Myers-Briggs Types

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
 T h e Ty p e s a n d T h e i r U s e s

• Each of the sixteen possible combinations has a name, for

instance:
— Visionaries (INTJ) - original, stubborn/willful, and driven
— Organizers (ESTJ) - realistic, logical, analytical, and businesslike
— Conceptualizer (ENTP) - entrepreneurial, innovative, individualistic,
and resourceful

Research results on validity mixed

— MBTI is a good tool for self-awareness and counseling.
The Big Five Model of Personality Dimensions
Sociable, gregarious, and assertive

Good-natured, cooperative, and trusting

Responsible,
dependable, persistent,
and organized
Calm, self-confident, secure under stress
(positive), versus nervous, depressed,
and insecure under stress (negative)
Curious, imaginative, artistic, and
sensitive
 How Do the Big Five Traits Predict Behavior?

• Research has shown this to be a better framework.

• Certain traits have been shown to strongly relate to higher job
performance:
— Highly conscientious people develop more job knowledge, exert
greater effort, and have better performance.
— Other Big Five Traits also have implications for work.
• Emotional stability is related to job satisfaction.
• Extroverts tend to be happier in their jobs and have good social
skills.
• Open people are more creative and can be good leaders.
• Agreeable people are good in social settings.
 Major Personality Attributes Influencing
OB

• Locus of Control
• Machiavellianism
• Self-Esteem
• Self-Monitoring
• Risk-Taking
• Type A Personality
• Type B Personality
• Proactive Personality
 Locus of Control
The degree to which people believe they are in control of their
own fate/destiny.
o Internals (internal locus of control)
o Individuals who believe that they control what happens to them.

o Externals (external locus of control

o Individuals who believe that what happens to them is controlled by outside forces such as
luck or chance.

•If you believe you control your own destiny you are labelled internal; if you
see your life as being controlled by outside forces you are labelled external.

•Research shows internals are more satisfied with their jobs, have lower
absenteeism, and perform better on certain types of jobs.
 Machiavellianism
• Degree to which an individual is pragmatic/realistic,
maintains emotional distance, and believes that ends can
justify means.
• A person having High Machiavellianism (H Mach) generally
displays variety of personality traits like manipulation, win
more, and persuade others to do a work while they do not
get persuaded by others.
• Machiavelli believed in one doctrine, that a work must be
finished whatever be the means.
 Authoritarianism
•Authoritarianism Close to the personality trait that a person
possesses who is achievement oriented is a person who believes in
having a reasonably high authority in the organization.
•Theory of authoritarianism is related with status and power.

•The theory states that there should be status and power difference
between various people in the organization
 Self-Esteem
• Individuals’ degree of liking or disliking of themselves.

• People’s self-esteem has to do with their self-perceived competence and

self-image.
• People having high degree of self-esteem take more risk in job selection and
take up unconventional assignments.
• those possessing low self-esteem display dependency, seek approval from
others for the decision they make, respect others and seek confirmation in
beliefs.
• Managers with low self-esteem do not take unpopular stand, which may lead
to displeasing others.
 Self-Monitoring
• it is related to self- efficacy

• A personality trait that measures an individual’s ability to adjust

behaviour to external situational factors.

• This quality displays high degree of adaptability and high sensitivity of

an individual.

> A person possessing self monitoring trait is likely to behave differently in

different situation.
 Risk-Taking

• Refers to a person’s willingness to take chances or

risks.

• May be best to align propensity with job requirements.

• Risk takers make faster decisions with less information
 Type A Personality
■ a keen sense of time urgency

■ focuses excessively on achievement, very competitive

■ Aggressive

■ Quick Mover,

■ Impatient and compulsory ,irritable, perfectionist

■ Multitasks once
Type A: significant risk
■ Dislikes leisure
factor for coronary
■ Obsessed with numbers heart disease.
 Type B Personality
— Never suffers

— Doesn’t need to display

— Plays for fun

— Can relax

— strong self-esteem, even tempered,

— no sense of time urgency

— are more methodical in getting tasks accomplished

 Learning
Definitions: Learning is:
1. "a persisting change in human performance or
performance potential . . . (brought) about as a result of
the learner's interaction with the environment"
(Driscoll, 1994, pp. 8-9).

2. "the relatively permanent change in a person's knowledge

or behavior due to experience"
(Mayer, 1982, p. 1040).

3. "an enduring change in behavior, or in the capacity to

behave in a given fashion, which results from
practice or other forms of experience"
(Shuell, 1986, p. 412).
 Overview of the Three Types of Learning

• Classical Conditioning: The learning of “involuntary ”

reflexive behavior, such as emotional reactions
e.g. Pavlov dog case
• Operant Conditioning: The learning of voluntary, goal-
directed behavior through the direct experience of
consequences
- a type of learning that involves reinforcement and punishment. e.g.
Skinner
• Social Learning: The learning of voluntary, goal- directed
behavior through observation and imitation of others
An unconditioned stimulus (U£S) produces on A neutraJ stimulus produces no salivation response.
unconditioned response (UCR).
WJRHG CONDITION HG AFTER COW rTK>« HG

Neutral
shmdus - DCS (food
in mouth)

DCS (food
in mouth)
The unconditioned stimulus is repeatedly presented just The neutraJ stimulus alone now produces a conditioned response (CR),
after the neutral stimulus. thereby becoming a conditioned stimulus (CS).
The unconditioned stimulus continues to produce an
unconditioned response.
 Social Learning

• Social learning approach is a behavioral approach. The approach basically

deals with learning process based on direct observation and the experience
• It is achieved while interacting with individuals.

• In social learning people observe, alter and even construct a particular

environment to fit in the social behavioral pattern.

• Individuals learn a great deal from watching attractive models and they

copy their behavior and display the same.

 B/Q

?
 c
Perception, Attribution
and
Judgment of Others
Perception Defined

The process of receiving

information about and making
sense of the world around us
- deciding which information to
notice
- how to categorize this
information
- how to interpret information
within our existing knowledge
framework
3-117
 Definition of Perception

■ Perception is defined as “a process by which

individuals organize and interpret their sensory

impressions in order to give meaning to their

environment (Robbins)
Kolsds defines "perception as the selection and organization of material
which stems from the outside environment at one time or the other to
provide the meaningful entity we experience ”.
 Errors and Biases in Attributions
• Fundamental Attribution Error
— The tendency to underestimate the influence of external factors and
overestimate the influence of internal factors when making judgments
about the behavior of others
— We blame people first, not the situation

• Self-Serving Bias
— The tendency for individuals to attribute their own successes to
internal factors while putting the blame for failures on external factors

— It is "our” success but "their”failure

Common Errors While Judging Others
•Prejudice refers to a person’s predetermined negative
attitudes towards people based on some group identity. When
an individual acts on his negative prejudicial attitudes,
discrimination occurs.
•Discrimination is the result of prejudicial attitudes.
Prejudices are generally deeply ingrained, learned beliefs and
attitudes passed on by family, regional, and peer cultures.
 Selective Perception

• People selectively interpret what they see based on their attitude, interest,

background and experience.

• It is important that when we read others, we make a mistake reading with

speed and putting seal of what has been selectively seen by a perceiver.
 Halo Effect

• It refers to judging an individual based on single

characteristics, such as intellectual ability, sociability and
appearance.
• Believing a person who did good/bad things once will do
similar things continuously.
•Example: Sales Manager’s visit to sales territory and consequent
increase in sales volume may be attributed to the visit of the sales
manager to a particular sales territory.
 Projection

• You assume a person based on your own traits and not what he actually

possesses.

• If you were hard working and dependable you would expect others to

be so.
• Attributing one’s own characteristics
 Contrast Effect/relativity effect

• We do not evaluate a person in isolation.

• Our reaction to one person is relative to the

other.

• During selection process, interviewer selects

a particular person for a particular job not
because he fulfils all requirements but he is
generally selected in relation to the other
 Stereotyping

♦♦♦ In order to simplify matters, we often tend

to classify people and events into already
known categories.
♦♦♦ For example we generally perceive man as
executive and woman as secretary even if the
situation may be different.
 d
Values,
Attitudes
and
Work Behavior
 Values
• Represent interpretations of “right” and
“wrong”
 Importance of Values
• Provide understanding of the attitudes, motivation,
and behaviors
• Influence our perception of the world around us
• Represent interpretations of “right” and “wrong”
• Imply that some behaviors or outcomes are
preferred over others
 Classifying Values - Rokeach Value Survey
• Terminal Values
— Desirable end-states of existence; the goals that a person would
like to achieve during his or her lifetime
• Instrumental Values
— Preferable modes of behavior or means of achieving one’s
terminal values

• People in same occupations or categories tend to hold

similar values
— But values vary between groups
— Value differences make it difficult for groups to negotiate and
may create conflict
 EXHIBIT 2-1 Examples of Terminal and Instrumental Values
in the Rokeach Value Survey
r- A
rermirul \ allies Instrumental Values

\ cut ns stable life (i prosnemus life) Ambitious (hardworking. aspiring}

g. ^ Capable t competent, effective)
''msc »f acc miph diinent<lasting contribution)
^ Wltrido' peace urec of HIT and conflict) Cheerful (lighthearted, joyful)
^ kS ,r d of beauty beauty of nature and the arts) Clean (neat, tidy)

FapulK; li n rherh' XHi, ctjujl opportunity lorail) Courageous (standing up for your beliefs)
\ A! HI I v security ttakingcare of loved ones) Helpful (working for the welfare of others)
IrrcvJmTi t independence, tree choice) Honest (sincere, truthful)

Happtncvs (cuntentodness) Imaginative (daring, creative)

IfiiJi r harroonv I treed »tn fr< MU inner conflict) Lunical icorsistent, raonml

I enjoyable, leisure!\ life! 1 .« wrmg (affectionate, lender)

Sahitjc*i baved^ ctenul libel Obedient (dutiful, respectful)

*** al rc%» oTiu**n [respect, admiration* Polite (courteous, well mannered <

J
• Responsible (dependable, reliable )
V '*** tnrrvihlnp iclusc citfiipuniondup}
 ATTITUDE
• Attitudes are evaluative statements-either favorable or unfavorable-
concerning objects, people, or events.
• They reflect how one feels about something
• Evaluative statements or judgments concerning objects, people, or
events

• Attitude is a mental state organized through experience, exerting a

directive or dynamic influence upon individual’s response to all
objects and situations with which it is related.”
• An attitude is “a learned predisposition to respond in a consistently
favorable or unfavorable manner with respect to a given object”
• Attitude object: physical objects, issues, ideas, events, people, places
 Components of Attitudes
• Cognitive component includes the beliefs, opinions, and information the
person has about the object of the attitude.
e.g. “I believe my boss plays favorites at work”. “I believe Japanese workers are
industrious” reflects the cognitive component of an attitude
• Affective component is the person’s emotions or feelings about the object of
the attitude
e.g. I don’t like my boss, I like this..I prefer that...
• Behavioral component of an attitude is the person’s intention to behave
toward the object of the attitude in a certain way.

•e.g. I do not like Maya because she is not hard working

This is an affective

component, I therefore would like to disassociate myself with her,

 Attitudes

Three components of an
attitude:

Affective
The emotional or
Cognitive feeling segment of
r an attitude
The opinion or A

\ belief segment of Behavioral

an attitude
An intention to behave in
a certain way toward
someone or something
Attitude
Components of an Attitude
What are the Major Job Attitudes?

• Job Satisfaction
— A positive feeling about the job
resulting from an evaluation of its
characteristics
Job Involvement
— Degree of psychological
identification with the job where
perceived performance is important to
self-worth
Psychological Empowerment
— Belief in the degree of influence over
the job, competence, job
meaningfulness, and autonomy
High Performance Job Designs
Motivation in Practice

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 Alternative Work Arrangements
• There are some alternative work arrangements that havebeen
successful in helping increase the motivation of workers.
• These arrangements give the worker more control over their
work and thereby can increase their level of motivation. For
example
i. Flextime
- Flextime allows employees to choose the hours they work within a
defined period of time.
ii. Job Sharing
- Job Sharing allows two or more individuals to split a traditional 40/48-
hour-a-week job.
iii. Telecommuting
- Telecommuting allows workers to work from home at least 2 days
a week on a computer linked to the employer’s office.

OB&A
. Social and Physical Context of Work
Social Context
- Some social characteristics that improve job performance include:
•
Interdependence
Social support
• Interactions with other people outside of work ___,

Physical Context
- The work context will also affect employee satisfaction
• Work that is hot, loud, and dangerous is less
satisfying
• Work that is controlled, relatively quiet, and
safe will be more satisfying

OB&A
 . Employee Involvement
• Definition: A participative process that uses employees’ input
to increase their commitment to the organization’s success.

Examples of Employee Involvement Programs

• Participative Management: when managers include
employees in the decision-making process
• Representative Participation: tries to redistribute power by
putting labor on a more equal footing with the interest of
managers and stockholders. They do this by letting the workers be
represented by small groups of employees who participate in
decisions.

OB&A
.Using Rewards to Motivate Employees
• Although pay is not the primary factor
driving job satisfaction, it is a
motivator. - Establish a pay structure
- Variable-pay programs

OB&A
 . Establishing a Pay Structure

4
' Internal External
< Pay Equity Pay Equity

OB&A
 . Flexible Benefits

• Flexible benefits give individual rewards by

allowing each employee to choose the
compensation package that best satisfies his
or her current needs and situations.

OB&A
 . Employee Recognition Programs
• Employee rewards need to be intrinsic and
extrinsic. Employee recognition programs are a
good method of intrinsic rewards.
— The rewards can range from a simple thank-you to more
widely publicized formal programs.
— Advantages of recognition programs are that they are
inexpensive and effective.
— Some critics say they can be politically
motivated and if they are perceived to be
applied unfairly, they can cause more harm
than good.

OB&A
 Motivational Practices

Not only this practices

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 GOODBYE!!

THANKYOU

OB&A