Organizational Behavior/ Behavioral Sciences

Organizational Behavior/
Behavioral Sciences
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Organizational Behavior/
Behavioral Sciences
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OB/
Behavioral Science
• No Two People are Alike In All Respects
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OB/
Behavioral Science
• Behavior = f ( Person x Environment)
– Person
• Cognitive
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OB/
Behavioral Science
– Person
• Cognitive (Analytical, Thinking)
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OB/
Behavioral Science
– Person
• Affective (Emotions)
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OB/
Behavioral Science
– Person
– Glad, Sad, Mad, Scared
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OB/
Behavioral Science
– Person
• Conative
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OB/
Behavioral Science
– Person
• Conative (Action Orientation, Making a
Difference)
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Attitudes
• Evaluative statements or judgments concerning
objects, people, or events
• Three components of an attitutde:
– Cognitive (Opinion or belief segment of an attitude)
– Affective (Emotional or feeling part)
– Behavioral (an intention to behave in a certain way
towards the attitude object)
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Questionnaire F: FIRO-B
• FIRO-B
– Fundamental
– Interpersonal
– Relations
– Orientation
– Behavior
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Taken Together, Six Cells of FIRO-B
I C A
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Taken Together, Six Cells of FIRO-B
I C A
e eI eC eA
w wI wC wA
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An Example of FIRO-B Scores’ Meaning
If FIRO-B scores for an individual ‘X’ look like these:
Row
I C A Sub Total
e 3 8 2 13
w 2 2 3 7
Column
Sub Total
5 10 5
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Row
I C A Sub Total
e 7 2 5 14
w 6 6 6 18
Column
Sub Total
13 8 11
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FIRO-B
• Fundamental Interpersonal Relations Orientation - Behavior
– Gives you feedback about:

• Total 6 cells where score can range from 0 to 9 in each
cell (eI, wI, eC, wC, eA, wA)
• I I I (Intensity of your Interpersonal Interactions)
• Urges you to do I I I I if on some of the six cells you have
a low score
– What is I I I I
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FIRO-B
• Fundamental Interpersonal Relations Orientation - Behavior
– Gives you feedback about:

• Total 6 cells where score can range from 0 to 9 in each
cell (eI, wI, eC, wC, eA, wA)
• I I I (Intensity of your Interpersonal Interactions)
• Urges you to do I I I I if on some of the six cells you have
a low score
• I I I I (Improve the Intensity of your Interpersonal
Interactions)
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Row
I C A Sub Total
e 3 8 2 13
w 2 2 3 7
Column
Sub Total
5 10 5
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FIRO-B Scores and
Reciprocal Compatibility
• In inter-personal relationships, reciprocal compatibility
in terms of INCLUSION:
– If first person has high score in eI and the second has
high score in wI
or
– If first person has high score in wI and the second
person has high score in eI
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FIRO-B Scores and Reciprocal Compatibility
X’S FIRO-B SCORES Y’S FIRO-B SCORES
I C A I C A
e 5 2 4 e 3 6 3
w 0 4 0 w 1 1 4
• Calculation of a difference score when we know FIRO-B

scores of X and Y:
– Modulus of (eI score of X minus wI score of Y) = 4
– Modulus of (wI score of X minus eI score of Y) = 3
– Modulus of (eC score of X minus wC score of Y) = 1
– Modulus of (wC score of X minus eC score of Y) = 2
– Modulus of (eA score of X minus wA score of Y) = 0
– Modulus of (wA score of X minus eA score of Y) = 3
– Difference score of X and Y = 13 {=4+3+1+2+0+3} 20

How Can We Use FIRO-B ?
• Traits difficult to change but behaviors can be changed with
practice, training, feedback
• As FIRO-B shows your orientation by virtue of statements
like “I try to ….” , you can use this feedback of your scores
to read the statements measuring a particular score and
introspect on the changes you need to make to get a higher
score on a particular dimension
• But remember, for inter-personal relationships (both at
work and at home), your FIRO-B scores and that of the
person with whom you work together determine the
compatibility
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Leadership
• Leadership is the process

• of interpersonal influence
• over the activities of team members
• towards the achievement of organizational
goals
• in a given situation
Leadership = f (leader, willing followers, situation)
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Language Cues of Various
Points of View
• Follower’s Point of View
– What do you want me to do?
– Will you give me more authority?
– I need you to clear the obstacles for me.
• Bureaucrat’s Point of View
– That’s not my job
– I’ll pass that on to so-and-so.
– Our procedures don’t allow that.
– We’ve never done it that way.
– This hasn’t been approved
– I can’t do that without my supervisor’s permission
– Have you filled out the form yet?
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Points of View
• Administrator’s Point of View
– What was this done last time?
– We’ve never done it that way.
– Let’s see what was the rule on that?
– This is too different from what we have done before.
• Contrarian’s Point of View
– That’ll never work
– That’s a terrible idea.
– You won’t be able to fund it.
– You’ll never be able to do it in time.
– Yeah, but …
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Points of View
• Leader’s Point of View
CAN YOU THINK OF STATEMENTS ?
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Points of View
• Your Leader’s Point of View will come from
raising some of these questions:
– Do you see what needs to be done?
– Do you understand the underlying forces at play?
– Do you have the courage to initiate action to make
things better?
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Leadership: Trait Theories (early 1900s)
 Theories that consider personality, social, physical,
or intellectual traits to differentiate leaders from
nonleaders
 Leadership Traits
 Extroversion
 Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness
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Leadership: Trait Theories (early 1900s)
 Theories that consider personality, social, physical,
or intellectual traits to differentiate leaders from
nonleaders
 Leadership Traits
 Extroversion
 Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness
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Behavioral Theories of Leadership
(1940s through 1960s)
• Theories proposing that specific behaviors
differentiate leaders from nonleaders
 Differences between theories of leadership:
 Trait theory - leadership is inherent, so we must identify
the leader based on his or her traits
 Behavioral theory - leadership is a skill set and can be
taught to anyone, so we must identify the proper
behaviors to teach potential leaders
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Important Behavioral Theories of Leadership
• Ohio State University
– Found two key dimensions of leader behavior
• Initiating structure – the defining and structuring of roles
• Consideration – job relationships that reflect trust and respect
Both are important
 University of Michigan
 Also found two key dimensions of leader behavior
 Employee-oriented – emphasizes interpersonal relationships
and is the most powerful dimension
 Production-oriented – emphasizes the technical aspects of the
job
Notice that the two dimensions identified at Ohio
State/University of Michigan are similar 30
Reddin (1970): Basic Leadership Styles
High
Relationship
Orientation
(RO)
Low Task
Low Orientation High
(TO)
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High
Low TO, High RO High TO, High RO
Relationship
Orientation
(RO)
Low TO, Low RO High TO, Low RO
Low Task
(TO)
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High
Related Integrated
(Low T, High R) (High T, High R)
Relationship
Orientation
(R)
Separated Dedicated
(Low T, Low R) (High T, Low R)
Low Task
(T)
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High
Related Integrated
(Low TO, High RO) (High TO, High RO)
Relationship
Orientation
(RO)
Separated Dedicated
(Low TO, Low RO) (High TO, Low RO)
Low Task
(TO)
Each Basic Leadership Style will be manifested either

in a more effective way or in a less effective way
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Less Effective Manifestation
of
Basic Leadership Styles
 Read ‘S’ statements on different pages of the

Questionnaire
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What Basic Leadership Style do
‘S’ Statements Represent?
High
Related Integrated
Relationship
Orientation
(RO)
Separated Dedicated
Low Task
(TO)
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Less Effective Manifestation of
High
Relationship
Orientation
(RO)
Deserter (S)
Low
Low Task High
Orientation
(TO)
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of
 Read ‘T’ statements on different pages of the

Questionnaire
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‘T’ Statements Represent?
High
Related Integrated
Relationship
Orientation
(RO)
Separated Dedicated
Low Task
(TO)
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High
Missionary (T)
Relationship
Orientation
(RO)
Deserter (S)
Low
Low Task High
Orientation
(TO)
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of
 Read ‘U’ statements on different pages of the

Questionnaire
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‘U’ Statements Represent?
High
Related Integrated
Relationship
Orientation
(RO)
Separated Dedicated
Low Task
(TO)
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High
Missionary (T)
Relationship
Orientation
(RO)
Deserter (S) Autocrat (U)
Low
Low Task High
Orientation
(TO)
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of
 Read ‘V’ statements on different pages of the

Questionnaire
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‘V’ Statements Represent?
High
Related Integrated
Relationship
Orientation
(RO)
Separated Dedicated
Low Task
(TO)
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High
Missionary (T) Compromiser (V)
Relationship
Orientation
(RO)
Deserter (S) Autocrat (U)
Low
Low Task High
Orientation
(TO)
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of
 Sum of S+T+U+V denotes the proportion of

ineffective component in your overall leadership
style
 Broad advice: As total of 100 points have been
distributed, the lower the value of S+T+U+V (with
lowest sum being zero), the better for you
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Please raise your right hand if ….
 S = 0 for you in the scoring sheet
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Broad Advice
 S should definitely be zero

 Each of T, U, V to be less than equal to 5
 If we follow the above recommendations, S+T+U+V will be

15 points or less i.e. proportion of ineffective component in
our overall style will be 15% or less
 Most of our scores then i.e. 85% will be in the more
effective W, X, Y, Z
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More Effective Manifestation
of
 Read ‘W’ statements on different pages of the

Questionnaire
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More Effective Manifestation of
High
Relationship
Orientation
(RO)
Bureaucrat (W)
Low
Low Task High
Orientation
(TO)
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of
 Read ‘X’ statements on different pages of the

Questionnaire
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High
Developer (X)
Relationship
Orientation
(RO)
Bureaucrat (W)
Low
Low Task High
Orientation
(TO)
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of
 Read ‘Y’ statements on different pages of the

Questionnaire
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High
Developer (X)
Relationship
Orientation
(RO)
Bureaucrat (W) Benevolent Autocrat
(Y)
Low
Low Task High
Orientation
(TO)
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of
 Read ‘Z’ statements on different pages of the

Questionnaire
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High
Developer (X) Executive (Z)
Relationship
Orientation
(RO)
Bureaucrat (W) Benevolent Autocrat
(Y)
Low
Low Task High
Orientation
(TO)
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Let us do a Fill in the Blank ….
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Fill in the Blank …
• We had to distribute 10 points on each page
• We had the freedom to choose only one of the eight
alphabets (S,T,U,V,W,X,Y,Z) and give all 10 points to that
alphabet
• If we gave all 10 points to only one alphabet and to the
same alphabet on each page, the alphabet to which we
should give those 10 points is ____?
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Using ‘Inventory of Managerial Styles’
as a trigger for change
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Organizational Change and Leadership
• A style of leadership that is associated with
effective organizational change is called
transformational leadership
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State Bank of India
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Why SBI needed to change?
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What steps O P Bhatt took?
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Did you make a FIRO-B picture of
O P Bhatt?
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Lewin’s Force Field Theory of Change
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THANK YOU
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Organizational Behavior/ Behavioral Sciences

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Organizational Behavior/

– Gives you feedback about:

– Gives you feedback about:

• Calculation of a difference score when we know FIRO-B

– Difference score of X and Y = 13 {=4+3+1+2+0+3} 20

• Leadership is the process

Leadership = f (leader, willing followers, situation)

CAN YOU THINK OF STATEMENTS ?

Each Basic Leadership Style will be manifested either

 Read ‘S’ statements on different pages of the

 Read ‘T’ statements on different pages of the

 Read ‘U’ statements on different pages of the

 Read ‘V’ statements on different pages of the

 Sum of S+T+U+V denotes the proportion of

 S = 0 for you in the scoring sheet

 S should definitely be zero

 If we follow the above recommendations, S+T+U+V will be

 Read ‘W’ statements on different pages of the

 Read ‘X’ statements on different pages of the

 Read ‘Y’ statements on different pages of the

 Read ‘Z’ statements on different pages of the

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