Organisational
Behaviour
Unit III
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ORGANISATIONAL BEHAVIOUR
Robbins (1999) defines organisational behavior as “a field of study that
investigates the impact that individuals, groups and structure have on behavior
within organizations for the purpose of applying such knowledge towards
improving an organisation’s effectiveness.”
Organisational behaviour refers to the behaviours of individuals and groups
within organizations and the interaction between organizational members and
their external environments. Organisational behavior is concerned with the
understanding, prediction and management of human behavior in organizations.
Another definition defines it as “the study of human behavior in organizational
settings, the interface between human behavior and the organisational context,
and the organization itself”. (Chandan, 2005).
Nature and Characteristics of OB
Interdisciplinary/
Separate field of Behavioural
Multidisciplinary in
study Approach
Nature
Practical Use of scientific Open system
Orientation methods approach
Concern for
effectiveness
FORCES AFFECTING ORGANISATIONAL BEHAVIOUR
External Environment Forces Internal Environment Forces
Factors in External environment
Regulatory
Stakeholders Customers Competitor
bodies
Technological Economic
Suppliers Social factors
innovations factors
Factors in internal environment
Relationships in Top management Structure
organization philosophy
1. It builds better relationship by achieving, people,
organizational, and social objectives.
2. It covers a wide array of human resource like
Behavior, training and development, change
management, leadership, teams etc.
3. It brings coordination which is the essence of
IMPORTANCE OF management.
ORGANIZATION 4. It improves goodwill of the organization.
5. It helps to achieve objectives quickly.
BEHAVIOR 6. It makes optimum utilization of resources.
7. It facilitates motivation.
8. It leads to higher efficiency.
9. It improves relations in the organization.
10. It is multidisciplinary in the sense that applies
different techniques, methods, and theories to
evaluate the performances.
Three levels of analysis
• Individual behaviour
• Group behaviour
• Organisational behaviour
(i) Personality
Individua (ii) Perception
l
(iii) Values and Attitudes
Behaviour
(iv) Learning
(v) Motivation
i. Work groups and group dynamics
ii. Dynamics of conflict
Group
iii. Communication
Behaviour
iv. Leadership
v. Morale
(i) Organizational Climate
Organization: (ii) Organizational Culture
Structure, Process (iii) Organizational Change
and Application
(iv) Organizational Effectiveness
(v) Organizational Development
Personality
• Personality is a synthetic unity of all
mental features and functions in
their interplay.
- Mc Dougall, J.W. (1932)
• Personality is that which permits a
prediction of what a person will do
in a given situation.
- Cattel, R.B. (1967)
Nature of Personality
Element of Personality
Factors influencing personality
• Biological Factors
• Heredity Factors
• Psychological Factors
• Environmental Factors
Types of Personality
• Sheldon’s Classification (Somatotype/Body
Build)
• Kretschmer’s Classification (Constitutional
Type)
Jung’s Typology
• Extrovert
• Introvert
Theories/Approaches of Personality
• Trait theories of personality
• Allport theory
A. Cardinal traits
B. Central traits
C. Secondary traits
Cattell’s Classification
i. Common traits
[Link] traits
[Link] traits
[Link] traits
Eyesenck’s Hierarchical Theory
• Specific response level
• Habitual response level
• Trait level
• Type level
Personality Dynamics
• Introversion-Extroversion
• Neuroticism
• Psychoticism
Perception
• The word, 'Perception' is not the
same for different people.
• Individuals may look at the same
thing differently.
• A manager may evaluate an
assistant who takes time to
decide things, as thorough and
thoughtful.
• Another may interpret such
behaviour as slow, disorganised
and afraid of taking prompt
decisions.
Attribution
This is a cognitive process where It’s essential for forming judgments and
individuals assign causes to behaviors and guiding social interactions.
events, trying to understand why things
happen or why people behave in specific
ways.
Nature of • Selective
Perception • Subjective
and • Consistent and organized
• Contextual
Attribution
Perceptual Mechanisms/Process
Selection Organisation Interpretation
Attribution Process
Observation Determination Attribution
Importance of Perception and Attribution
IMPROVING EFFECTIVE CONFLICT PERFORMANCE
COMMUNICATION DECISION-MAKING RESOLUTION EVALUATION
How to develop perceptual skills?
1 2 3 4
Avoid Make accurate Put yourself in Create a good
perceptual self-perception another impression
distortion person’s place about yourself
Applications of Perception
and Attribution
• Management and Leadership
• Marketing and Consumer Behaviour
• Healthcare
• Conflict Resolution and Negotiation
Attitudes
• An individual's behaviour is also a function of attitudes.
• An attitude is a learned predisposition to respond in a positive or negative way
to someone or something in one's environment.
• It is an evaluative statement - either favourable or unfavourable - concerning
the objects, people or events.
• The statement 'I like my Job' reflects one's attitude towards work.
• Attitudes are different from values.
• Values are the ideals that represent our beliefs about ideal conduct.
• They contain a judgemental element in that they carry an individual's idea about
what is right, good or desirable.
Characteristics of
Attitude
Valence Multiplexity
Relation to
Centrality
need
Concept/Components of
an Attitude
• Cognitive
• Affective
• Behvaioural
Process of Attitude Formation
Learning Classical and Social Influence Cognitive
Operant Dissonance
Conditioning
Importance of
Attitude
• Behaviour Prediction
• Interpersonal Relationships
• Organizational Performance
• Personal Development
Attitude
Measurement
• Self-Report Scales
Likert Scale
Semantic Differential
Scale
• Observation of Behaviour
• Implicit Association Test (IAT)
• Interviews and Focus Groups
Application of Attitude
Measurement
• Consumer Research
• Employee Engagement
• Social and Political Studies
Learning
• Learning is a foundational concept in psychology and education, referring to
the process through which individuals acquire new knowledge, skills,
attitudes, or behaviors.
• It is an essential part of human development and adaptation, as it allows
individuals to respond to changes in their environment.
Concept of Learning
• Definition: Learning is a relatively permanent change in behavior,
knowledge, or skills that results from experience, practice, or observation.
Characteristics of Learning
ACTIVE PROCESS CONTINUOUS PURPOSEFUL CHANGE-
ORIENTED
A. Behavioural Theories
• Classical Conditioning (Pavlov)
Theories of
Learning • Operant Conditioning (Skinner)
• Social Learning Theory (Bandura):
B. Cognitive Theories
• Information Processing Theory:
• Piaget’s Theory of Cognitive Development:
• Vygotsky’s Sociocultural Theory:
C. Constructivist Theories
• Constructivist Learning Theory (Bruner):
• Experiential Learning Theory (Kolb):
Importance of Understanding Learning Theories
PERSONALIZED EFFECTIVE SKILL SELF-
LEARNING INSTRUCTIONAL DEVELOPMENT IMPROVEMENT
DESIGN