AMEEL MUSANI _ 20209 _DIV – B

UNIT ONE
WHAT IS ORGANIZATIONAL BEHAVIOUR

A manager is a person, who is responsible for a part of a company, i.e., they ‘manage’ the
company. Managers may be in charge of a department and the people who work in it. In some
cases, the manager is in charge of the whole business. For example, a ‘restaurant manager’ is in
charge of the whole restaurant.
Organization: A consciously coordinated social unit composed of two or more people that
functions on a relatively continuous basis to achieve a common goal or set of goals.

1. Planning - Organizational planning is the process of defining a company's reason for

existing, setting goals aimed at realizing full potential, and creating increasingly discrete
tasks to meet those goals
2. Organizing- Organizing can be defined as a process that initiates implementation of plans
by clarifying jobs, working relationships and effectively deploying resources for
attainment of identified and desired results.
3. Leading- A function that includes motivating employees, directing others, selecting the
most effective communication channels, and resolving conflicts.
4. Controlling- Monitoring activities to ensure that they are being accomplished as planned
and correcting any significant deviations.

Roles of Manager-

1. Interpersonal- Leader ,Figurehead , Liaison

2. Informational - Monitor , Disseminator , Spokesperson
3. Decisional - Entrepreneur , Disturbance Handler ,Resource allocator , Negotiator

Management Skills

1. Technical Skills – Technical skills are the abilities and knowledge needed to perform
specific tasks. They are practical, and often relate to mechanical, information technology,
mathematical, or scientific tasks.

2. Human Skills – the ability to work with, understand, and motivate other people.

3. Conceptual Skills – Conceptual skills are the abilities that allow an individual to better
understand complex scenarios and develop creative solutions.

Organizational behavior (OB) is 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 toward improving an organization’s effectiveness.

It is built upon contributions from a number of behavioral disciplines.

Challenges and opportunities for organizational Behavior

• Economic Pressure
• Continuing Globalization – Increasing Foreign Direct investments – The variety of
culture of people.- Movement of jobs to Countries with low cost labor - Adapting
to Differing Cultural and Regulatory Norms
• Workforce Demographics
• Workforce Diversity
• Customer Service
• People Skills
• Networked org.
• Social media
• Ethical dilemmas and ethical choices

The simple OB model

1. Inputs

▪ Variables like personality, group structure, and organizational culture that lead to
processes.
▪ Group structure, roles, and team responsibilities are typically assigned
immediately before or after a group is formed.
▪ Organizational structure and culture change over time.

2. Processes

If inputs are like the nouns in organizational behavior, processes are like verbs.

• Defined as actions that individuals, groups, and organizations engage in as a

result of inputs, and that lead to certain outcomes.

3. Outcomes

• Key variables that you want to explain or predict, and that are affected by some
other variables like attitudes and stress, Task performance, Organizational
citizenship behavior, Withdrawal behavior, group functioning, productivity and
survival.
 UNIT TWO
WORKPLACE DISCRIMINATION AND ORGANIZATIONAL EFFECTIVENESS

• Discrimination is to note a difference between things.

Unfair discrimination assumes stereotypes about groups.
Refusal to recognize individual differences is harmful to organizations and employees.

Stereotype threat describes the degree to which we agree internally with the generally
negative stereotyped perceptions of our groups.
Forms of Discrimination:
Discriminatory policies or practices
Sexual harassment
Intimidation
Mockery and insults
Exclusion
Incivility
Biographical Characteristics and Organizational Behavior:
Biological characteristics are personal characteristics that are objective and easily obtained
from personnel records.
-Variations in these can be the basis for discrimination

• Age -Studies show that turnover and absenteeism rates are lower among older workers,
and age is not associated with lower productivity.
• Sex-There are no consistent male-female differences in problem-solving ability,
analytical skills, competitive drive, motivation, sociability, or learning drive.
• Race and Ethnicity-Laws against race and ethnic discrimination are in effect in many
countries.
• Disabilities-A person as disabled who has any physical or mental impairment that
substantially limits one or more major life activities.
• Hidden Disabilities- Sensory disabilities, chronic illness or pain, cognitive or learning
impairments sleep disorders, and psychological challenges.
• Tenure -Tenure and job performance are positively related.
• Religion - U.S. law prohibits discrimination based on religion, but it is still an issue,
especially for Muslims.
Ability is an individual’s current capacity to perform various tasks in a job.
Two types-

• Intellectual abilities
• Physical abilities
Intellectual abilities are abilities needed to perform mental activities – thinking, reasoning, and
problem solving.
 • General mental ability is an overall factor of intelligence as suggested by the positive
correlations among specific intellectual ability dimensions
Dimensions of Intellectual Ability-

• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory

• Physical Abilities is the capacity to do tasks demanding stamina, dexterity, strength, and
similar characteristics.

Dimension of physical abilities-

A) Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength
B) Flexibility Factors
• Extent flexibility
• Dynamic flexibility
C) Other Factors
• Body coordination
• Balance
• Stamina
Diversity management is the process and programs by which managers make everyone more
aware of and sensitive to the needs and differences of others.
Attracting, selecting, developing, and retaining diverse employees
• Target recruiting messages to specific demographic groups.
Diversity in Groups
• Most people in groups need a common way of looking at and accomplishing major
tasks, and they need to communicate well with each other.
• Emphasize higher-level similarities among people.
Expatriate Adjustment
Organizations should select employees for international assignments who are capable of
adjusting quickly and ensure they have the support they need for their assignment.
Effective diversity programs
 • Teach managers about the legal framework for equal employment opportunity and
encourage fair treatment of all people.
• Teach managers how a diverse workforce will be more effective at serving a diverse
customer base.
• Foster personal development practices that bring out the skills and abilities of everyone
Implications for Managers:
• Understand anti-discrimination policies
• Assess and challenge your own stereotype beliefs to increase your objectivity.
• Look beyond readily observable biographical characteristics
• Fully evaluate what accommodations a person with disabilities will need
• Seek to understand and respect the unique biographical characteristics of your
employees
 UNIT THREE
ATTITUDES AND JOB SATISFACTION
Attitudes are evaluative statements—either favorable or unfavorable—about objects, people,
or events. They reflect how we feel about something.
Viewing attitudes as having three components—
1. Cognition= evaluation
2. Affective = feeling
3. Behavior = action

Relationship between Attitudes and Behaviors:

1) The attitudes that people hold determine what they do.
• Festinger: cases of attitude following behavior illustrate the effects of cognitive
dissonance.
• Cognitive dissonance is any incompatibility an individual might perceive between
two or more attitudes or between behavior and attitudes
2) Research has generally concluded that people seek consistency among their attitudes and
between their attitudes and their behavior.
• Moderating Variables -
1. Attitude’s importance
2. Correspondence to behavior
3. Accessibility
4. Presence of social pressure
5. Whether a person has direct experience with the attitude
3) The attitude-behavior relationship is likely to be much stronger if an attitude refers to
something with which we have direct personal experience.
Major Job Attitudes
• Job Satisfaction-A positive feeling about the job resulting from an evaluation of its
characteristics.
• Job Involvement-Degree, to which a person identifies with a job, actively participates in
it, and considers performance important to self-worth.
• Organizational Commitment- Belief in the degree of influence over one’s job,
competence, job meaningfulness, and autonomy
• Perceived Organizational Support (POS)
• Degree to which employees believe the organization values their contribution and
cares about their well-being.
• Higher when rewards are fair, employees are involved in decision making, and
supervisors are seen as supportive.
 •POS is important in countries where power distance is lower.
Employee Engagement
• The individual’s involvement with, satisfaction with, and enthusiasm for the work.
• Engaged employees are passionate about their work and company.

Job Satisfaction- A positive feeling about the job resulting from an evaluation of its
characteristics.
• Two approaches for measuring job satisfaction are popular-
1. The single global rating.
2. The summation of job facets.

The Main Causes of Job Satisfaction:

– Job conditions-The intrinsic nature of the work itself, social interactions, and
supervision are important predictors of satisfaction and employee well-being
– Personality- People who have positive core self-evaluations, who believe in their
inner worth and basic competence, are more satisfied with their jobs than those
with negative core self-evaluations.
– Corporate Social Responsibility (CSR) – self-regulated actions to benefit society or
the environment beyond what is required by law.
Outcomes of Job Satisfaction
• Job Performance
Happy workers are more likely to be productive workers.
• OCB
People who are more satisfied with their jobs are more likely to engage in OCB.
• Customer Satisfaction
Satisfied employees increase customer satisfaction and loyalty.
• Life Satisfaction
Research shows that job satisfaction is positively correlated with life satisfaction.
Four Employee Responses to Dissatisfaction:
Counterproductive work behavior: actions that actively damage the organization, including
stealing, behaving aggressively toward co-workers, or being late or absent.

Absenteeism: the more satisfied you are, the less likely you are to miss work.
Personality- People who have positive core self-evaluations, who believe in their inner worth
and basic competence, are more satisfied with their jobs than those with negative core self-
evaluations.
Corporate Social Responsibility (CSR) – self-regulated actions to benefit society or the
environment beyond what is required by law.
Four Employee Responses to Dissatisfaction:

Counterproductive work behavior: actions that actively damage the organization, including
stealing, behaving aggressively towards co-workers, or being late or absent.
Absenteeism: the more satisfied you are, the less likely you are to miss work.
Turnover: a pattern of lowered job satisfaction is the best predictor of intent to leave.
Implications for Managers:
• Of the major job attitudes – job satisfaction, job involvement, organizational commitment,
perceived organizational support (POS), and employee engagement
• Pay attention to your employees’ job satisfaction levels as determinants of their
performance, turnover, absenteeism, and withdrawal behaviors.
• Measure employee job attitudes objectively and at regular intervals to determine how
employees are reacting to their work.
• To raise employee satisfaction, evaluate the fit between the employee’s work interests and
the intrinsic parts of his/her job to create work that is challenging and interesting to the
individual.
• Consider the fact that high pay alone is unlikely to create a satisfying work environment.
 UNIT FOUR
EMOTIONS AND MOODS.

Affect, Emotions, and Moods:

Affect-Defined as a broad range of feelings that people experience. Affect can be experienced
in the form of emotions or moods.
Emotions-
• Caused by specific event
• Very brief in duration
• Specific and numerous in nature
• Usually accompanied by distinct facial expressions
• Action oriented in nature
Moods-
• Cause is often general and unclear
• Last longer than emotions
• More general (two main dimensions— positive affect and negative affect— that are
composed of multiple specific emotions)
• Generally not indicated by distinct expressions
• Cognitive in nature
OB applications for Emotions and moods :
• Selection Decision Making
• Creativity
• Motivation
• Leadership
• Negotiation
• Customer Service
• Job Attitudes
• Deviant Workplace behaviors
• Safety and Injury at Work
Implications for managers-
1) Recognize emotions.
2) Foster effective decision making, creativity and motivation.
3) Provide positive feedback.
 UNIT FIVE
PERSONALITY AND VALUES
Personality: Personality is a dynamic concept describing the growth and development of a
person’s whole psychological system.
The sum of ways in which an individual reacts to and interacts with others.
Personality Determinants:
Heredity refers to those factors that were determined at conception.
The heredity approach argues that the ultimate explanation of an individual’s personality is the
molecular structure of the genes, located in the chromosomes.
Personality traits:
Shy, aggressive, submissive, lazy, ambitious, loyal, and timid.
Myers-Briggs Type Indicator (MBTI):
Individuals are classified as:
1) Extroverted or Introverted (E or I)
2) Sensing or Intuitive (S or N)
3) Thinking or Feeling (T or F)
4) Perceiving or Judging (P or J)
INTJs are visionaries, ESTJs are organizers, ENTPs are conceptualizers.
The Big Five Model:
• Extraversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience
Dark Triad:
1) Machiavellianism- the degree to which an individual is pragmatic, maintains emotional
distance, and believes that ends can justify means.
2) Narcissism- the tendency to be arrogant, have a grandiose sense of self-importance,
require excessive admiration, and have a sense of entitlement.
3) Psychopathy- the tendency for a lack of concern for others and a lack of guilt or remorse
when their actions cause harm.
An emerging framework to study dark side traits:

– Antisocial people are indifferent and callous toward others.

– Borderline people have low self-esteem and high uncertainty.
 – Schizotypal individuals are eccentric and disorganized.
– Obsessive compulsive people are perfectionists and can be stubborn, yet they attend to
details, carry a strong work ethic, and may be motivated by achievement.
– Avoidant individuals feel inadequate and hate criticism.
CSE, Self-Monitoring, and Proactive Personality:
1) Core Self-Evaluation
2) Self-Monitoring
3) Proactive Personality
Situation strength theory:
The degree to which norms, cues, or standards dictate appropriate behavior.
1) Clarity
2) Consistency
3) Constraints
4) Consequences
Contrast Terminal and Instrumental Values:
1) Values: basic convictions about what is right, good, or desirable.
2) Value system: ranks values in terms of intensity.
The Importance and Organization of Values:
1) Lay the foundation for understanding of attitudes and motivation.
2) Influence attitudes and behaviors.
Terminal vs. Instrumental Values:
1) Terminal values: desirable end-states of existence.
2) Instrumental values: preferred modes of behavior or means of achieving terminal
values.
Person-Job Fit:
1) People high on extraversion fit well with aggressive and team-oriented cultures.
2) People high on agreeableness match up better with a supportive organizational climate
than one focused on aggressiveness.
3) People high on openness to experience fit better in organizations that emphasize
innovation rather than standardization
Other Dimensions of Fit
1) Person-group fit
2) Person-supervisor fit
Hofstede’s Framework:
• Power distance
• Individualism versus collectivism
• Masculinity versus femininity
• Uncertainty avoidance
• Long-term versus short-term orientation
Hofstede’s Five Value Dimensions and GLOBE:
• The GLOBE Framework for Assessing Culture
• The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program
updated Hofstede’s research.
• Data from 825 organizations and 62 countries.
• Used variables similar to Hofstede’s.
• Added some news ones
Implications for Managers:
• Consider screening job candidates for high conscientiousness
• Evaluate jobs, work groups, and your organization to determine the optimal personality fit.
• Consider situational factors when evaluating observable personality traits, and lower the
situation strength to better ascertain personality characteristics more closely.
 UNIT SIX
PERCEPTION AND INDIVIDUAL DECISION MAKING

Perception is a process by which individuals organize and interpret their sensory impressions to
give meaning to their environment.
Factors That Influence Perception:
1) Factors in the perceiver-
• Attitudes
• Motives
• Interests
• Experience
• Expectations
2) Factors in the situation-
• Time
• Work setting
• Social setting
3) Factors in the target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
• Similarity
Attribution Theory suggests that when we observe an individual’s behavior, we attempt to
determine whether it was internally or externally caused.
Determination depends on three factors:
• Distinctiveness
• Consensus
• Consistency
Internally caused – those that are believed to be under the personal control of the individual.
Externally caused – resulting from outside causes.
Fundamental attribution error -We have a tendency to underestimate the influence of external
factors and overestimate the influence of internal or personal factors.
Self-serving bias -Individuals attribute their own successes to internal factors.
Selective perception
Any characteristic that makes a person, object, or event stand out will increase the probability
that it will be perceived.
Halo effect
The halo effect occurs when we draw a general impression based on a single characteristic.
Contrast effects
We do not evaluate a person in isolation.
Our reaction to one person is influenced by other persons we have recently encountered.
Stereotyping
Judging someone based on one’s perception of the group to which that person belongs.
Applications of Shortcuts in Organizations:
• Employment Interview
• Interviewers generally draw early impressions that become very quickly entrenched.
• Studies indicate that most interviewers’ decisions change very little after the first four or
five minutes of the interview.

Link between Perception and Decision Making:

Individuals make decisions choosing from two or more alternatives.Decision making occurs as a
reaction to a problem.
Rational Model of Decision Making vs. Bounded Rationality and Intuition:
• Define the problem.
• Identify the decision criteria.
• Allocate weights to the criteria.
• Develop the alternatives.
• Evaluate the alternatives.
• Select the best alternative.
Assumptions of the Rational Model:
The decision maker…
• Has complete information.
• Is able to identify all the relevant options in an unbiased manner.
• Chooses the option with the highest utility.
Bounded Rationality
• Most people respond to a complex problem by reducing it to a level
• Individuals operate within the confines of bounded rationality.
Intuition
Intuitive decision making occurs outside conscious thought; it relies on holistic associations, or
links between disparate pieces of information, is fast, and is affectively charged, meaning it
usually engages the emotions.
Common Biases and Errors in Decision Making:
• Overconfidence Bias
• Anchoring Bias
• Confirmation Bias
• Availability Bias
• Escalation of Commitment:
• Randomness Error
• Risk Aversion
• Hindsight Bias
Contrast the Three Ethical Decision Criteria:
1) Utilitarianism: decisions are made solely on the basis of their outcomes or
consequences.
2) Focus on rights: calls on individuals to make decisions consistent with fundamental
liberties and privileges as set forth in documents such as the Bill of Rights.
3) Protects whistle-blowers.
4) Impose and enforce rules fairly and impartially to ensure justice or an equitable
distribution of benefits and costs
5) Behavioral ethics: an area of study that analyzes how people behave when confronted
with ethical dilemmas.
6) Lying- One of the top unethical activities we may indulge in daily.
The Three-Stage Model of Creativity:
Creativity is the ability to produce novel and useful ideas.
Creative behaviors:
1) Problem formulation
2) Information gathering
3) Idea generation
4) Idea evaluation
 UNIT 7
MOTIVATION CONCEPT
Motivation is the word derived from the word 'motive' which means needs, desires, wants or
drives within the individuals. It is the process of stimulating people to actions to accomplish the
goals. In the work goal context the psychological factors stimulating the people's behaviour can
be - desire for money or success.
Three key elements of motivation:-
• Intensity concerned with how hard a person tries.
• Direction: the orientation that benefits the organization.
• Persistence: a measure of how long a person can maintain his/her effort

MASLOW’S HIERACHY OF NEEDS THEORY

Comparison of Satisfiers and Dissatisfies

MCCLELLAND’S THEORY OF NEEDS
▪ Need for achievement (nAch): drive to excel, to achieve in relation to a set of standards, to
strive to succeed.
▪ Need for power (nPow): need to make others behave in a way that they would not have
behaved otherwise.
▪ Need for affiliation (nAfl): desire for friendly and close interpersonal relationships.

SELF-EFFICACY, REINFORCEMENT, AND EXPECTANCY THEORY

Self-efficacy theory is an individual’s belief that he or she is capable of performing a task.

• Enactive mastery
• Vicarious modeling
• Verbal persuasion
• Arousal

Also known as social cognitive theory and social learning theory.

Implications of self-efficacy theory:

• The best way for a manager to use verbal persuasion is through the Pygmalion effect.

• REINFORCEMENT THEORY: behavior is a function of its consequences.

o Reinforcement conditions behavior.
o Behavior is environmentally caused.
• Goal setting is a cognitive approach: an individual’s purposes direct his or her action.
• OPERANT CONDITIONING THEORY: people learn to behave to get something they want or
to avoid something they don’t want.
• SOCIAL-LEARNING THEORY: we can learn through both observation and direct experience
 EXPECTANCY THEORY

INTEGRATING CONTEMPORARY THEORIES OF MOTIVATION

IMPLICATIONS FOR MANAGERS

• Make sure extrinsic rewards for employees are not viewed as coercive, but instead provide
information about competence and relatedness.
• Either set or inspire your employees to set specific, difficult goals and provide quality,
developmental feedback on their progress toward those goals.
• Try to align or tie in employee goals to the goals of your organization.
• Model the types of behaviors you would like to see performed by your employees.
• Expectancy theory offers a powerful explanation of performance variables such as
employee productivity, absenteeism, and turnover.
• When making decisions regarding resources in your organization, make sure to consider
how the resources are being distributed (and who’s impacted), the fairness of the decision,
along with whether your actions demonstrate that you respect those involved.