Introduction to Organisation Behaviour

Three Level of analysis - Individuals, Groups , Organisations

Framework or Organisational Behaviour
The Organisations Environment Factor
o Techology
o Marketing conditions
o Social Changes
o Political and legal changes
The Individuals in the organisations
Interpersonal Influence and Group Behaviiour
o Group Behaviour
o Intergroup Behaviour and Conflict
o Power and Politics
Organisational Processes, Structure and Design
o Organisational Structure
o Job Design
o Organisational Processes
Leadership
Communication Process
Decision-Making process
Organisational change and development process
Organisational Behaviour Models
Dependant Variables
o Productivity
o Absenteeism
o Turnover
o Job Satisfaction
Independent Variables
Various Models of OB
o Autocratic Model
o Custodial model
o Supportive Model
o Collegial Model
o Systems Model
INDIVIDUAL BEHAVIOUR AND PERSONALITY
Individual Behaviour
Individual Differences
Environmental Influences
Factors Influencing Personality
Biological Factor
o Heredity
o Brain
o Biofeedback
o Physical Features
Cultural Factors
Family Factors
Social Factors

Situational Factors

Types of Personality
Type A Personality
Type B Personality
Personality Characteristics in Organisations
Locus of Control (Internal Vs External)
Machiavellianism
Self-esteem (Self-worth)
Self-efficacy(Individual belief)
Self-monitoring
Positive / Negative Effect
Risk Taking
Measuring Personality
The Projective Tests
o Rorschach test (inkblot test)
o Reliability and Validity of Projective tests
Behavioural Measures
o Self-report Questionnaire
MMPI ( Minnesota Multiphase Personality Inventory)
MBTI (Myers-Briggs Type Indicators)
Theories of Personality
Intrapsychic Theory
o The Components of Personality
Id, Ego, Superego
o Defence Mechanisms
Repression
Projection
Denial
Rationalisation
Regression
Reaction Formation
Displacement
Sublimation
Type Theories
o Sheldons Physiognomy Theory
Endomorph
Mesomorph
Ectomorph
o Carl Jungs Extrovert-Introvert Theory
Extroverts
Introverts
Thinking
Feeling
Sensation
Intution
Type I, Type II, Type III, Type IV

Trait Theories
o Gordon Allports Personality Traits
Common Traits
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to experience
Individual Traits
Cardinal Traits
Central Traits
Secondary Traits
o Raymond Cattells 16 personality factors
Surface Traits
Source Traits
Self-theory
o Conditions of Worth
o Unconditional Positive Regard
Social Learning Theory
o Attention Process
o Retention Process
o Motor Reproduction Process
o Reinforcement Processes
Direct
Vicarious
Self-administered

LEARNING

Determinants of Learning
o Motive
o Stimuli
o Generalisation
o Discrimination
o Responses
o Reinforcement
o Retention
Types of Learners
o Visual Learners
o Auditory Learners
o Kinesthetic Learners
The Learning Process
Attention
Expectancy
Retrieval of Relevant information to Working memory
Selective Perception
Encoding Entry of Information into Long-Term Storage
Responding
Feedback

Cueing Retrieval

Theories of Learning
Classical Conditioning
o Before Conditioning
o After Conditioning
Operant Conditioning
Cognitive Learning Theory
o Wolfang Kohler (1887 1967) Learning by Insight
o Edward Tolman (1886 1959) Latent Learning and Cognitive Maps
Social Learning
o Elements of Social Learning
Modelling
Attention
Retention
Reproduction
Reinforcement
Self-efficacy
Self-control and Self-reinforcement
o Guidelines for using Social Learning Theory to Improve Behaviour in
Organsiations
Principles of Reinforcement
Positive Reinforcement
Negative Reinforcement
Extinction (Withholding Reinforcers)
Punishment
Schedules of Reinforcement
Continuous Reinforcement Schedule
Partial Reinforcement Schedule
o Fixed Interval Schedule
o Variable Interval Schedule
o Fixed Ratio Schedule
o Variable Ratio Schedule
Learning Curve
Diminishing-returns Learning Curve
Increasing Returns Learning Curve
Increasing-Decreasing Return Learning Curve
Increasing-decreasing Return Learning Curve (Complex pattern)
o Slow Learning
o Increasing Returns
o Plateau Proficiency
o Peak Period
o Over learning
Learning and Behaviour
Reducing absenteeism through learning
Substituting well-pay for sick-pay

Improving employee discipline

Developing training programmes

ORGANISATIONAL BEHAVIOUR MODIFICATION AND MISBEHAVIOUR

Organisational Behaviour Modification
Application of Organisational Behaviour Modification
o Every Manager Users OB Mod
o Action Speaks Louder than Words
o Doing nothing has Reinforcing Consequences
o Reinforces are individual in Nature
o Reinforcers must be oriented towards specific behaviours
o Reinforcements must be Real
o Reinforcements must be fair
o Reinforcements must be relatively quick
o Employees must be given feedback on their performance
Limitations of Behaviour Modification
Steps

involved in Behaviour Modification

Identification of critical behaviour
Measurement of Behaviours
Functional analysis of the behaviours
Development of an intervention strategy
Systematic evaluation to ensure performance improvement

Organisational Misbehaviour
Types of Organisational Misbehaviour
o Misbehaviours that are intended to benefit the self (OMB Type S)
o Misbehaviours that mainly intend to benefit the members
employing organisation as a whole (OMB Type O)
o Misbehaviours that mainly intend to inflict damage and are
destructive (OMB Type D)
Forms of Misbehaviour
o Violence in the workspace
o Inappropriate e-mail and internet usage
o Substance abuse in the workplace
o Other workplace dishonesty
o Sexual Harassment
Causes of Employees Misbehaviours
o Bad Fits
o Unclear about their Role
o Lack of Support
o Not Being Valued
o Lack of Inspiration
Management Intervention to Prevent Misbehaviour
Step 1 : Lead by example
Build and ethical climate
Develop a companywide policy
Train employees / managers

Develop a crisis plan

EMOTIONS AND MOTIVATIONS

Emotions
Meaning of Emotions
o Anger
o Sadness
o Fear
o Enjoyment
o Love
o Surprise
o Disgust
o Shame
Concept of Emotions
o General Characteristics of Emotions
Emotions and biological drives
Emotions and reasoning
Emotion and over behaviour
Emotions and internal response
Emotions and Mood
Emotional Labour
Importance of Emotional Intelligence
Domains of EI
Knowing ones emotions (self-awareness)
Managing emotions
Motivating oneself
Recognising emotions in others
Handling relationships
Theories of Emotions
James-Lange Theory
Cannon-Bart Theory
Schachter-Singers Two-factory Theory
Opponent Process Theory : Action and Reaction to Emotion
Motivation
Definitions of Motivation
Importance of Motivation
Types of Motivation
o Positive or Incentive Motivation
o Negative or fear Motivation
Methods of Motivating People
Factors Determining the Effect of Motivation on Work Behaviour
Theories of Motivation
Content Theories
o Maslows Need-Hierarchy Theory of Motivation

Alderfer - ERG Theory (Existence, Related ness, Growth needs)

McClelland Needs Theory
Herzbergs Two Factor Theory
Hygiene Factor
Motivation Factors
o McGregors Theory X and Theory Y
Process Theory
o Equity Theory
o Expectancy Theory
Valance
Instumentality
Expectancy
o Goal Setting Theory
o
o
o

ATTITUDE AND PERCEPTION

Meaning of Attitude
Characteristics of Attitudes
Components of Attitudes
Cognitive Component
Affective Component
Behavioural Component
Attitude Formation
Direct Experience
o Classical Conditioning
o Operant Conditioning
o Vicarious Learning
Social Learning
o The Family
o Peer Group
o Modelling
Measurement of Attitude
Semantic Differential
o Evaluation
o Potency
o Activity
Likert Scale
o Evaluation of Direct Methods
Projective Techniques
o Thematic Apperception Test
Evaluation of Indirect Methods
Values
Importance of Values
Formation of Values
Types of Values

o Theoretical
o Economic
o Aesthetic
o Social
o Political
o Religious
Instrumental and Terminal Values
o Instumental Value
o Terminal Value
Terminal Value takes a Comparable Form
o Work Values
Achievements
Concern for Others
Honesty
Fairness
Concept of Perception
Importance of Perception
Factors Influencing Perception
Characteristics of the Perceiver
o Attitudes
o Moods
o Motives
o Self-Concept
o Interest
o Cognitive Structure
o Expectations
Characteristics of the Target
Characteristics of the Situvation
Perception Errors:
Selective Perception
Stereotype
Attractiveness
Halo Effect
First-impression error
Contrast Effect
Projection
Implicit Personality Theories
Self-fulfilling Prophecies (Pygmalion Effect)
Interpersonal Perception
Perception and its Application in Organisation
o Employment Interview
o Performance Appraisals
o Assessing Level of Effort
o Assessing Loyalty
Implications of Perception of Performance and Satisfaction
o Productivity
o Absenteeism and Turnover

Job Satisfaction

Impression Management
Impression Management Techniques
o Name-dropping
o Flattery
o Managing ones Appearance
The process o Impression Management
o Impression Motivation
o Impression Construction
The Self Concept
Desired and undesired identity images
Role constraints
Targets value
Current Social image
Employee Impression Management Strategy
o Demotion Prevention Strategy
o Promotion-Enhancing Strategy
Corporate Impression Management Tactics
o Need for Positive Corporate Image
o Communication of Corporate Image to the Various Stakeholders
Imformation through Advertisements
Annual Reports
GROUP BEHAVIOUR AND GROUP DYNAMICS
Group Behaviour
Spectators
Public
Organisation Structure
Organisation Chart
Types of Organisation Structures
o Functional Structure
o Divisional Structure
o Matrix Structure
Meaning Of Groups
Two or More Persons
Interactions
Reasonable Size
Shared Goal Interest
Stability
Collective Identity
Reasons for Group Formation
Performance
Cooperation
Satisfaction
Groups in Organisation
Types of Groups in Organisation
o Formal Groups
Command Group

 Task Group
Informal Groups
Friendship Group
Interest Group
Reference Group
Membership Group
Characteristics of Group Structure
o Role Structure
Norms
Individual Adjustments
Enforcement of Norms
Factors Influencing Conformance to Norms
Personality Factors
Situational Factors
Intra-group Relationships
Compatible Goals
o Cohesiveness
Factors affecting cohesiveness
o Leadership
o Status
o Tasks
Task Type
Production tasks
Discussion Tasks
Problem-solving tasks
Performing Requirements
Disjunctive Tasks
Conjunctive Tasks
Additive Tasks
Understanding Group Dynamics
Group Dynamics
o

Emergence of Informal Leaders and Working Norms

Working Norms of Informal Group
o First Stage
o Second Stage
o Third Stage
Group Decision Making
Decision Making
o Decision by lack of Response
o Decision by Authority Rule
o Decision by Minority Rule
o Decision by Majority Rule
Techniques for Group Decision-making
o Brainstorming
Production Blocking
Evaluation Apprehension
o Nominal Group Technique (NGT)
o Delphi Technique
o Electornic Meeting

o
o
o

Devils Advocacy
Quality Circles and Quality Teams
Self-managed Teams

Team Building
High Performance Team Attributes
o Participative Leadership
o Shared responsibility
o Aligned on purpose
o Strong Communication
o Future Focused
o Focused on Task
o Creative talents
o Rapid response
Types of Work Teams
o Problem-solving teams
o Self-managed work teams
o Cross-functional Teams
o Virtual teams
Creating Effective Work Teams
o Selection
o Training
o Rewards
Interpersonal Relations
Ways of Improving Interpersonal Relationships at Workplace
COMMUNICATIONS
Meaning and Definition of Communication
Importance of Communication
Communication Styles
Johari Window
o Open Self
o Hidden Self
o Blind Self
o Undiscovered Self
The Communication Process
Source
Encoding
The Mesasge
o The content
o The Affect
o The channel
o Decoding
o The Receiver
o Feedback
Communication Network
Y Pattern
Wheel Network
Circle Network

Chain Network
The All-channel Network or the Star Network

Informal Communication
Grapevine
The Old Boys Network
Non-Verbal Communication
Four- aspects of communications
o Physical
o Aesthetics
o Symbolic
o Sign
Important Categories
o Proxemics
Intimate Zone
Personal Zone
Social Zone
Public Zone
o Kinesics
Facial Expression
Eye Behaviour
Gestures
o Paralanguage
o Object Language
o Territory
o Physical Appearance
Control
Meaning of Control
Control and Performance in an Organisation
LEADERSHIP
Meaning and Definition of Leadership
Compliance
Indentification
Internalisation
Characteristic Features and Importance of Leadership
Characteristics
o Leadership implies the existence of followers
o Leadership Involves a community of interest between the leader
and his/her followers
o Leadership involves an unequal distribution of authority amoung
leaders and group members
o Leadership is a process of influence
o Leadership is the function of simulation
o A leader must be exemplary
o A leader ensures absolute justice

Importance of Leadership

Leadership Styles and Patterns

Ranges of Leadership Styles
o The Manager makes decision and announces it
o The Manager sells his/her decisions
o The Manager presents his/her ideas and invites questions
o The Manager presents a tentative decision subject to change
o The manager may present the problem, get the suggestions and
then take his/her own decisions
o The manager may define the limits and request the group to make a
decision
o The Manager may permit full involvement of the subordinates in the
decisionmakeing process
Leadership Style
o Autocratic or Task Management Leadership
Types of Autocratic Leadership
Strict Autocratic Leaders
Benevolent Autocrat
Manipulative Autocrat
o Participative or Democratic Leadership
o Laissez Faire or Free-rein Leadership
o Paternalistic Leadership
Leadership Skills
Human Skills
o Empathy
o Objectivity
o Communication Skills
o Teaching Skills
o Social Skills
Conceptual Skills
Technical Skills
Personal Skills
o Intelligence
o Emotional Maturity
o Personal Motivators
o Integrity
o Flexibility of Mind
Theories of Leadership
Trait Theory of Leadership
o Effective Leadership
Drive
Desire to Lead
Honesty and Integrity
SelfConfidence
Intelligence
Job-related Knowledge
o Personal Characteristics
Good Personality
Intellectual ability
Initiative

Imagination
Maturity
Desire to accept responsibility
Self Confidence
Flexibility
Fairness and objectivity
Considerate
o Evaluation of Trait Theory
o Limitations of the Trait Theory
o Application of Trait Theory
Behavioural Theory of Leadership
o The Ohio State University Studies
Initiating-Structure Behaviour (IS)
Consideration Behaviour
o The University of Michigan Studies
Task-Centered Leader Behaviour
Employee centered leader Responsibility
The Managerial Grid
o Improvised Management
o Authority Compliance Managemnet
o Country Club Management
o Middle of the Road
o Team Management
Situational Theory of Leadership
o Subordinate Considertaions
o Supervisor Considerations
o Task Considerations
o Limitations of situational theory leadership
Great Man Theory of Leadership
o Limitations of great man theory of leadership
Path-Goal Theory
o Directive Style
o Supportive Style
o Participative Style
o Achievement Oriented Style
o Applying Path Goal Theory
Assess the task
Assess the leaders formal authority
Assess the nature of the work group
Assess the organisations culture
Assess the subordinates skills and needs
Participation Theory of Leadership
o Evaluation of the Theory

Leaders Vs Managers
POWER AND POLITICS
Meaning and Definition of Power
Sources of Power
Interpersonal Source of Power
o Legitimate Power

o Reward Power
o Coercive Power
o Referent Power
o Expert Power
Structural Sources of Pwer
o Uncertainty Reduction
Resource Control
Infromation Control
Decision Making
o Subsitutability
o Centrality
Managing the Boss
Consequence of Using Power
Addictiveness of Power
Empowerment
Power Centers
Political Behaviour in Organisations
Political Strategies and Influence Tactics
o Sponsorship
o Whistle Blowing
o Control of Resources
o Attacks on others
The Reality of Politics
Power Tactics
o Reason
o Coalition
o Friendliness
o Bargaining
o Higher Authority
o Assertiveness
o Sanctions
ORGANISATIONAL CULTURE, CLIMATE AND JOB SATISFACTION
Organisational Culture
Meaning and definitions of Organisational Culture
Functions of Organisational Culture
o It gives members an organisational identity
o It facilitates collective commitment
o It promotes systems stability
o It shapes behaviour by helping members make sense of their
surrounding
o It provides a boundary
o It provides conformity
Types of Culture
o Clan Culture
o Hierarchy Culture
o Adhocracy Culture
o Market Culture
Basic Elements of Culture

o Artefacts
o Expoused Values
o Basic underlying Assumptions
Developing High-performance cultures
o Strength Perspective
o Fit Perspective
o Adaptive perspective
Creating and Sustaining Culture
o Creating a Culture
A single person (founder) has an idea for a new enterprise
Founders creation of a core group
Indoctrinate and Socialise
Build a Common History
o Sustaining a Culture
Selection
Top Management
Socialisation
Pre-arrival Stage
Encounter Stage
Metamorphosis Stage
Changing Organisational Culture
o A dramatic crisis
o Leadership changes hands
o Young and small organisations
o Mergers and acquisitions
o Weak Culture
o Responding to the revolution brought about by Internet
Strategies to Merge Different Organisational Cultures
o Assimilation
o Deculturation
o Integration
o Separation
Organsioatonal Climate
Organisational Emphasises and Focus
o Innovation
o Flexibility
o Citizenship and ethics
o Appreciation and recognition
o Learning and development
o Quality Performance
o Involvement and empowerment
o Leadership
Positive and employee centric climate
o Communication
o Values
o Expectations
o Norms
o Policies and rules
o Programs
o Leadership
Factors affecting organisational climate

o Organisational Change
o Communication
o Service
o Compensation
Meaning and Definition of Job Satisfaction
Factors Determining Job Satisfaction of an employee
o Mentally Challenging Jobs
o Equitable Rewards
o Supportive Working Conditions
o Supportive Fellow Employees
o Personality-Job Fit
o Financial Rewards
Measurement of Job Satisfaction
o Job Description Index (JDI)
o Minnesota Satisfaction Questionnaries (MSQ)
o Critical Incident Technique
Influence of Job Satisfaction on Behaviour
Effect of Job Satisfaction on Employee Performance
o Satisfaction and Prodcutivity
o Satisfaction and Absenteeism
o Satisfaction and Turnover
Organisational Change and Organisational Development
Managing change in the organisational context
Forces for change in Organisation
Importance of Organisational Change
Technology advancements
Customer Needs
The Economy
Growth Opportunities
Crisis Management
Challenging the Status Quo
Globalisation
Organisational Culture
Proactive Vs Reactive Change
Reaction To changes
o Anger
o Denial
o Acceptance
The Change Process
Kurt Lewins Change Theory
o UnFreeze Ready to change
o Change Implementation
o Freese / Refreeze Making it Stick
Resistance to Change
Individual Resistance
o Economic Reasons
o Fear ot the Unknown
o Fear ot Loss
o Security

o Status Quo
o Peer Pressure
o Distruption of Interpersonal Relationships
o Social Displacement
Organsiational Resistance
o Resource Constraints
o Structural Inertia
o Sunk Costs
o Politics
o Threat to established power relationships
o Threat to expertise
o Group Inertia
Managing Resistance to Change
Education and Communication
Participation
Empathy and Support
Negiotiation
Manipulation and cooperation
Coercion
Organsational Development
Definition of Organisation Development
Characteristics of Organisation Development
Objectives of OD programmes
Goals of Organisation Development
Organisational Effectiveness
Levels
o Individual Level
o Group Level
o Organisational Level
Approaches to Effectiveness
o Rational-Goal Approach
o System-Resource Approach
o Internal-Process Approach
o Multiple-Constituencies Approach
o Competing-Value Approach
Three Dimensions
External Vs Internal
Control Vs Flexibility
Means Vs Ends
Four Different Perspective
The Rational-goal perspective
The open-system perspective
The human relations perspective
Internal process perspective
o Achieving Organisational Effectiveness
OD Interveions or Techniques
OD Interventions
o Sensitivity Training

o
o
o

Survey feedback
Process consultation
Team Building
Inter-group Development
Evaluating the Effectiveness of OD
The Future and OD

STRESS
Meaning and Definition of Stress
General Adaptiion Syndrome (GAS)
Alarm Stage
Resistance
Exhaustion
Causes of Stress
Internal Stimuli for Stress
o Inner Conflict
o Perceptual Influences
o Thresholds of Stress
o Motivational Level
Envionmental Stressors
o Task Demands
o Role Demands
Inner-role Conflict
Intra-role Conflict
Person-Role conflict
Interpersonal Demands
o The Abrasive Person
o Sexual Harasssment
o Leadership Styles
Physical Demands
Work Stressors
o Too Much to do and not enough time
o Deadlines
o Interpersonal Conflicts
o Too much responsibility without authority
o Speak before a group or being in the spotlight
o Wage Inequality and Discrimination
Management of Stress
Individual Level
o Time Management
o Non-competive Physical Exercise
o Relaxation and Biofeedback
Relaxition
Meditation provides condition for relaxation
o Development of social support system
o Adjustment of Perceptions
o Learned Optimism
o Leisure Time Activities
o Diet
o Opening Up
Organisational Level

o Job Redesigning
o Goal Setting
o Role Negotiations
o Organisational Communication
o Employee Wellness Programmes
o Social Support System at Work Place
o Organisational Culture
Framework for Preventive Stress Management
Primary Prevention
Secondary Prevention
Tertiary Pervention
Balancing Work and Life
Defined Work-life Balance
o Work-family Conflict
o Work-life balance from the employee viewpoint
o Family friendly benefits
o Work-life programs
o Work life initiatives
o Work Family Cuture
Importance of Balancing Work and Life
Practices to Achieve Balanced Work and Life