organisational behaviour module-2 sec a
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ORGANISATIONAL BEHAVIOUR
MODULE-2BY:-NEHA RUSTAGI
SUKRITI JAIN
MONISHA SHARMA
JEYTAGURNOOR KAUR BHAIZADA
SOMYA GARG
AVNEET KAUR
UPKAR MULWANI
ABHISHEK SAPRAJASPREET SINGH
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TOPICS IN MODULE-2
Issues between individuals and organizations.
Perception-Introduction,,Attribution theory andIndividual decision making.
Introduction theories of learning.
Contribution to behaviour modification.
Transactional Analysis.
Early theories of Motivation.
Introduction to Motivations,Nature and itscomplexities.
Appraising and rewarding performance.
Values,Attitude,Job satisfaction,Job involvmentand Organizational commitment.
Personality-Introduction,Traits,Theories andMatching of personality with jobs.
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ATTITUDE
Attitudes are evaluative statements-either favourable or unfavourable-about
objects, people or event.
Attitudes are complex.
If you ask people about their attitude
towards religion or the organisation they
work for, you may get simple response but
the reason underlying it are probablycomplicated.
They reflect how we feel about
something. When I say I like my job, I am
expressing my attitude about work.
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VALUES
Valuesrepresent stable, long-lasting
beliefs about what is important.
Some people value money while others
consider morals as more important.Values differ from attitude.
Values are general beliefs of life, whereas
attitudes are directed towards specific
objects, events or people.
They are evaluative standards that help to
define what is write or wrong.
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JOB SATISFACTION
One of the task of managers is to providesatisfaction to employees from their respective
jobs.
The term job satisfaction refers to an individualsgeneral attitude towards his job.
A person with high job attitude holds positiveattitude towards his job, while a person who isdissatisfied with his job holds negative attitude
about his job. When people speak of employee attitudes more
often than not they mean job satisfaction.
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JOB INVOLVEMENT
Job Involvement refers to the degree to which a
person identifies psychologically with his job and
considers his perceived performance level
important to his self-worth. A person with high degree of involvement will
identify with his job and will care about the kind
of work he does on his job. Besides, such involvement in the job results in
reduced turnover and minimised absenteeism.
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ORGANISATIONAL COMMITMENT
If job involvement refers to ones identification
with a particular job, organisational commitmentmeans ones involvement with his employing
organisation. Being another name for organisational loyalty,
organisational commitment results in stableworkforce.
As with job involvement, attitude is an importantvariable in determining organisationalcommitment.
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LEARNING
Learning is the one of the most important mentalfunction of humans, animals and artificial cognitivesystems.
It is the act of acquiring new , or modifying and
reinforcing, existing knowledge , skills, behaviour ,values. Learning is usually goal-oriented and requires motivation.
It may occur as a part of education, personaldevelopment , schooling or training.
It may occur consciously or without consciousawareness.
Its goal is the increasing of individual and groupexperience.
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CHARACTERISTICS OF
LEARNING
Learning shows progressive change in
behaviour as individual reacts to a situation.
It enables individual to satisfy interests or to
attain goals.
It involves new ways of doing things and
attempts to adjust to new situations.
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THEORIES OF LEARNING
SOCIAL LEARNING THEORY
Established by bandura.
Four conditions are apart of this theory:1. Attention- Watch the behavior occur.
2. Retention-Recall what was observed.
3. Motor reproduction- Replicate behavior.4. Motivation- Feel the need to demonstrate
that behavior.
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CONSTRUCTIVISM
Learning is an active, constructive process.
Learner constructs information.
New information linked to prior knowledge. Learner is not a blank slate.
Originators and important contributors
include Vygotsky , Piaget ,Dewey and Bruner.
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SOCIAL DEVELOPMENT THEOR
Developed by Lev Vygotsky.
Connections between people and socio-
cultural context they act and interact in shared
experiences.
Students play an active role in learning.
MAJOR THEMES:
More knowledgeable other (MKO) .
Zone of proximal development(ZPD).
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TRANSACTIONAL ANALYSIS
Transaction Analysis : a theory for analyzing human behavior and
communication.
Developed by Eric Berne.
Seeks to explain how each of us has developed into the people we have
become by understanding everything around us. A model for explaining why and how people think, act and interact like
they do.
Some of the important assumptions made by TA are :
Everyone is born ok.
Each person has a right to be in this world and to be accepted as they are.
Everyone is responsible for themselves.
All seek physical and emotional nurturing so our behavior is modified to
achieve this.
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THE 3 EGO STATES
Everyone has three ego states based on theirchildhood experiences and role models.
Each ego state is a separate and distinct source ofbehavior
The three ego states are Parent Ego state or
The Should Ego state, the Adult Ego state that Computes Dispassionately and the Child Egostate that Makes you feel like you did when youwere a child.
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THE EGO STATES
Personality
PARENT CHILD ADULT
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PARENT EGO STATE
Thoughts, feelings, attitudes and behavioral patterns based onlessons learned from parents and other parental sources
Parent ego state can be divided into two types: the NurturingParent ego state and the Critical Parent Ego state
The Nurturing Parent ego state includes the nurturing sideand can be soft, loving, and permission giving.
The Critical Parent. (also sometimes called the PrejudicedParent) includes part of our personality contains theprejudged thoughts,feelings and beliefs that we learned fromour parents.
Values of the parent ego state : Condemning, Moralistic,Supportive, Encouraging, Judgmental, Nurturing and Critical.
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CHILD EGO STATE
Thoughts, feelings, attitudes and behavioral
patterns based on child like emotions
Divided into two parts : Free child ego state(
known as Natural child) and Adaptive child
ego state(includes Rebellious child ego state)
Free child : spontaneous feeling and behavior.
Characteristics : playful, expressive and
emotional.
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Contd..
Adaptive child : Experience and parental influenceonbehavior
Part of the personality that has learned to comply with the
parental messages received while growing up. Rebellious Child ego state: Sometimes when faced with
parental messages that are restricting, instead of complying
with them, we rebel against them.
Values of child ego state : Selfish, Mean, Playful, Affectionate,Whining, Manipulative and Curious, Impulsive, Pleasure
seeking, Angry, Happy and Self centered.
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ADULT EGO STATE
Adult ego state is data processing center.
Part of our personality that can process data accurately, thatsees, hears, thinks, and can come up with solutions to
problems based on the facts and not solely on our pre-judgedthoughts or childlike emotions.
Gives a person a measure of objectivity.
Can evaluate parental and child programming and decide onwhat is all right and what needs to be changed.
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ANALYSIS OF TRANSACTIONS
A transaction is a basic unit of social interaction. The heart of transactional analysis is the study
and diagramming of the exchanges between twopersons.
Thus where a verbal or non verbal stimulus fromone person is being responded by another persona transaction occurs.
Transactional analysis can help us to determinewhich ego state is most heavily influencing ourbehaviour and the behaviour of the other peoplewith whom we interact.
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Depending on the ego states of the persons involved intransactions, there may be three types of transactions:
1.Complementary transactions:
Both people are operating from the same ego state. There canbe nine complementary transactions. They are given below:
Adult-Adult transactions
Adult-Parent transactions
Adult-Child transactions Parent-Parent transactions
Parent-Adult transactions
Parent-Child transactions
Child-Parent transactions
Child-Adult transactions
Child-Child transactions
CO S C O S
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LEADER FOLLOWERLEADER FOLLOWER FOLLOWERLEADER
PARENT PARENT PARENT PARENT PARENT PARENT
ADULTADULT ADULT
ADULTADULT ADULT
CHILDCHILDCHILDCHILD CHILD CHILD
ADULT TO ADULT
TRANSACTION
CHILD TO CHILD
TRANSACTION
CHILD TO PARENT
TRANSACTION
COMPLEMENTARY TRANSACTIONS
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2. Crossed transactions:
a crossed transaction is one in which the
sender sends message a behaviour on the basis
of his ego state, but this message is reacted to by
an unexpected ego state on the part of the
receiver. Crossed communication should beavoided as far as possible. Whenever such
transactions occur, communication tends to
blocked and a satisfactory transaction is notaccomplished.
C OSS S C O S
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PARENT PARENT
ADULT ADULT
CHILD CHILD
LEADER FOLLOWER
CROSSED TRANSACTIONS
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MOTIVATION
EARLY THEORIES OF MOTIVATION
1. Maslows Hierarchy Of Needs.
2. Mc GregorsTheory X and Y
3. Herzbergs Two Factor Theory
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MASLOWS HIERARCHY OF NEEDSThis motivation theory was framed by A.Maslow , a humanist psychologist in
which he explained that different human needs have different level of
satisfaction.The hierarchy moves down from lower order i.e physiological needs, safety
and security needs and social needs to higher order i.e esteem needs and self
actualization needs.
Individual cannot move to the next higher level until all needs at the current
(lower) level are satisfied.
M GREGORS THEORY X d Y
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Mc GREGORS THEORY X and YThis theory was developed by Douglas Mc Gregor in 1960s.
Theory X
Assumes that workers have little ambition, dislike work, avoid responsibility
and require close supervision.
Theory YAssumes that workers can exercise self direction, desire, responsibility and
like to work.
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HERZBERGS TWO FACTOR THEORY
The theory revolves around the two basic factors associated with job
satisfaction and job dissatisfaction. Motivators(e.g. challenging work, recognition, responsibility) that give
positive satisfaction, arising from intrinsic conditions of the job itself, such
as recognition, achievement, or personal growth.
Hygiene factors(e.g. status, job security, salary, work conditions) that do
not give positive satisfaction, though dissatisfaction results from theirabsence. These are extrinsic to the work itself, and include aspects such as
company policies, supervisory practices, or wages/salary.
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PERSONALITY
The relatively stable set ofcharacteristics that influences an
individual behavior and lend it
consistency.
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Personality determinants
An adult's personality is
generally considered to be
made up of both hereditary andenvironmental factors,
moderated by situational
conditions.
Personality Traits
Endurin characteristics that
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Five Personality Traits
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Personality theories
Trait Theory:- understand individuals bybreaking down behavior patterns intoobservable traits
Psycho-dynamic theory:- emphasizes theunconscious determinants of behavior
Humanistic theory:- emphasizes individual
growth and improvement
Integrative approach:- describespersonality as a composite of an
individual's psychological processes
Personality characteristics in
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Personality characteristics in
organizations
Strong
personalities
will dominatein a weak
situation
A strong
situation can
overwhelm the effects
of individual personalities
by providing strong cuesfor appropriate behavior
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Behaviour Modif ication
Behaviour modification can be define as a theory that
explains learning in terms of the antecedents and
consequences of behavior.
It is also known as operant conditioning and
reinforcement theory.
It represents the application of reinforcement concept to
individuals in the work setting.
A B C f
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A-B-Cs of
Behavior Modif ication
AntecedentsWhat happens before
behaviour
BehaviourWhat person says or
does
ConsequencesWhat happens after
behaviour
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Continue
The objective of behaviour modification is to change
behaviour (B) by managing its antecedents (A) and
consequences (C)
Antecedents (A): It is an event prior the behaviour. For
example is that employees before this are not motivated to do
their job, then the manager informs that there will be bonus
this month to employees who performs.
Here, we can see that when the consequences of that
particular action is attracting, it can attract people to change
their behaviour.
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Continue
Consequences (C) : It is an event following a
particular behaviour that influence its future
occurrence.
Basically, people tend to repeat behaviours that
are followed by pleasant consequences that are
less likely to repeat behaviours that are
followed by unpleasant consequences or noconsequences at all.
C ti i f R i f t
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Contingencies of Reinforcement
Behaviour modification identifies four types ofconsequences, called the contingencies ofreinforcement, that increase, maintain, or reduce the
probability that behaviour will be repeated.
Positive reinforcement occurs when the introduction of a consequence
increases or maintains the frequency or futureprobability of a specific behaviour.
Punishment
occurs when a consequence decreases thefrequency or future probability of a behaviour.
i
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Continue
Negative Reinforcement occurs when the removal or avoidance of a
consequences increases or maintains the frequency
or future probability of a specific behaviour.
Extinction
occurs when the target behaviour decreases
because no consequence follows it. In this
respect, extinction is a do-nothing strategy.
Situation to Apply with Behaviour
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Situation to Apply with Behaviour
Modification
Behaviour modification can be used to reduce absenteeism,improve task performance , healthy lifestyle and etc.
In Arkansas, for example, the North Little Rock School Boardintroduced an absenteeism reduction plan in which teachers can
receive $300 after every six months with perfect attendance.
Another example, Reinforcing the Long (and Healthy) Walk- Formany Horton Groups 350 employees, the best parking spots arentclosest to the building. The Chicago- based insurance broker
reinforces the healthy lifestyle of walking by rewarding staff whotake at least 7000 steps each day.
The more steps taken, the higher the rewards in the form of cashcards that can be used at popular retail stores.
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ISSUES B/W ORG. AND INDIVIDUALS
A MODEL OF LEGITIMACY OF ORGANISATIONALBEHAVIOUR:
If the organisation and an individual define theboundaries of legitimate influence differently, thenorganisational conflict is likely to develop.
Example: personal telephoneIt is legitimate for management for management tocontrol.
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How rights to privacy are interpreted
Rights of privacy primarily are related to
organizational invasion of a persons private
life and unauthorised release of confidential
information about a person in away thatwould cause emotional harm or suffering.
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PERCEPTION
Perception can be defined as a process bywhich individuals select, organize andinterpret their sensory impressions, so as to
give meaning to their environment.Perception is a complex cognitive process anddiffers from person to person. People'sbehaviour is influenced by their perception of
reality, rather than the actual reality.
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PERCEPTION (Cont..)
In comparison to sensation, perception is a muchbroader concept. Sensation involves simplyreceiving stimuli through sensory organs,whereas the process of perception involvesreceiving raw datafrom the senses and thenfiltering, modifying or transforming the datacompletely through the process of cognition. The
processes of perception consist of various subprocesses such as confrontation, registration,interpretation and feedback.
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The Perceptual Process
1. Sensation-An individuals ability to detect stimuli in the immediate
environment.
2. Selection-The process a person uses to eliminate some of the stimuli that
have been sensed and to retain others for further processing.
3. Organization-The process of placing selected perceptual stimuli into a
framework for storage.
4. Translation-The stage of the perceptual process at which stimuli areinterpreted and given meaning.
S l ti Sti liPerceptual Process
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Receiving Stimuli(External & Internal)
Selecting Stimuli
External factors : Nature,Location,Size,contrast,
Movement,repetition,similarity
Internal factors : Learning,
needs,age,Interest,
Organizing
Figure Background ,
Perceptual Grouping
( similarity, proximity,
closure, continuity)
Response
Covert: Attitudes ,
Motivation,
Feeling
Overt: Behavior
Perceptual Process
InterpretingAttribution ,Stereotyping,
Halo Effect, Projection
F t i fl i P ti
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Factors influencing Perception
Organizational Behavior / Perception 48
Factors in the perceiver
Attitudes
Motives
Interests
Experience
Expectations
Perception
Factors in the Target
Novelty
MotionSounds
Size
Background
Proximity
Similarity
Factors in the situationTime
Work Setting
Social Setting
APPRAISING AND REWARDING
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APPRAISING AND REWARDING
PERFORMANCE
Incentives are combined with other parts of wageadministration to build a complete reward systemthat encourages motivation.
Money as a means of rewarding employees,motivational models applied to pay, cost-rewardcomparisons, and behavioral considerations inperformance appraisal.
On incentive pay, an approach in which eachworkers pay varies in relation to employee or
organizational performance.
Money As a Means of Rewarding
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Money As a Means of Rewarding
Employees
Money is important to employees for a
number of reasons.
Money is valuable because of the goods and
services that it will purchase. All of us haveseen its importance as a status symbol for
those who have it and can thus save it, spend
it conspicuously, or give it away generously.
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Money has status value when it is being
received and when it is being spent. It
represents to employees what their
employer thinks of them. It is also an
indication of one employees status relative
to that of other employees. It has about as
many values as it has possessors.
P f i l
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Performance appraisal
It plays a key role in reward systems. It is the process ofevaluating the performance of employees, sharing thatinformation with them, and searching for ways toimprove their performance. Appraisal is necessary inorder to:
1. allocate resources in a dynamic environment,
2. motivate and reward employees,
3. give employees feedback about their work,
4. maintain fair relationship within groups,
5. coach and develop employees,
6. comply with regulations.
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THANKYOU
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