Organization Behaviour Understanding Organizations: Dr. Sumi Jha

Organization Behaviour
Understanding organizations
Dr. Sumi Jha

Organizational Behavior
 OB is concerned with the study of what
people do in an organization (social system)

and how that behavior affects the
performance of the organization (its
effectiveness and efficiency).
 Individual Behavior
 Individual and group behavior
 Organizational structure
Introduction
 Organizational behavior is an applied
behavioral science that is built upon

contributions from a number of behavioral
disciplines.
 The predominant areas are psychology,
sociology, social psychology, and political

science.
Why is the study of organization
behavior important?
 Viewing organizations as closed systems
is no longer valid
 Components are no longer homogeneous
– Work Place diversity
 Globalization makes hierarchical
communications too slow
 Information Technology gives power and
information to the one who can use it
best.
 The environment is changing rapidly
making adaptation and change crucial to
survival
Evolution and revolution as
organization grow
Age of the organization

Size of the organization
Stages of evolution
Stages of revolution
Growth rate of Industry
Five phases of growth
Phase1- Creativity
A crisis of leadership
Phase II- Direction
A crisis of autonomy
Phase III- Delegation
A crisis of control
Phase IV- Coordination
A crisis of Red Tape
Phase V- Collaboration
????????
Organisational Practices in the five phase of growth
Category Phase I Phase 2 Phase 3 Phase 4 Phase 5

Managem Make and Efficacy of Expansion Consolidat Problem
ent focus sell operations of market ion of solving
organisati and
on innovation
Organizati Informal Centralise Decentrali Line staff Matrix of
onal d and sed and and teams
structure functional geographi product
cal groups
Top Individuali Directive Delegativ Watch dog Participati
managem stic and e ve
ent style entrepren
eurial
Control Market Standards Reports Plans and Mutual
system results and cost and profit investmen goal
centers centers t centers setting
Managem Ownership Salary and Individual Profit Team
ent merit bonus sharing bonus
reward increases and stock
Thank You
Exercise
Share any one evaluative statement about

your friend
Share any evaluative statement about

NITIE/ Mumbai/your earlier college/ job you
were at
Attitude
A state of mind or feeling with regard to

some matter
A relatively stable clusters of feelings,

beliefs and behavioural predispositions
toward some specific object.
Attitude
Attitudes are evaluative statements either

favourable or unfavourable, about objects,
people, or events. It reflects how we think,
feel, and act about something.
Components of Attitude
Cognitive component
Affective component
Behavioral component
Example
How do I evaluate my salary?

How do I evaluate the city?
How do I evaluate my boss?
How do I evaluate the Govt.?
Cognitive Dissonance
A state of internal tension that results
from an inconsistency between any
knowledge , belief, opinion, attitude or
feeling about the environment, oneself
of one’s behavior. It is psychologically
uncomfortable.
Cognitive- being reduced to factual

knowledge; act or process of knowing
including both awareness and judgment.
Dissonance- lack of agreement, inconsistency

between one’s actions and one’s belief
Example of the Process
Ramesh is unhappy that women are now
assigned to his unit because he feels
that females cannot handle stressful
emergency situations. Then during a
situation one female functions well
during an emergency.
Ramesh experiences cognitive

dissonance.
How does Ramesh reduce this?

Example of the Process
Avoidance- Ramesh delegates responsibilities
so he doesn’t have to come in contact with
females, or asks for a transfer.
Denial- Ramesh passes this off as an

exception to the rule
Change- Ramesh thought females could not

perform under stress, but he was wrong.
Have you experienced this?

Major job attitudes
Job satisfaction
Job Involvement
Organizational Commitment
Responses to Job
Dissatisfaction.
Active
Voice
Exit
Destructive Constructive
Neglect Loyalty
Passive
Exercise- What factors are most important to your job
satisfaction?
Following is a list of 21 job factors Job specific training
or attributes: Management recognition of
Autonomy and independence
employee job performance
Benefits
Meaningfulness of job
Career advancement
Networking
opportunities
Career development Opportunities to use skills/
opportunities abilities
Compensation/ pay Organizations' commitment to
Communication between professional development
employees and Management Overall corporate culture
Contribution of work to
Relationship with coworkers
organization's business goals
Relationship with immediate
Feeling safe in the work
environment supervisor
Flexibility to balance life and work The work itself
issues The variety of work
Job Security
Organizational commitment
Affective commitment
Continuance commitment
Normative commitment
Values
Source of our Value Systems
A significant portion is
genetically determined.
Other factors include national
culture, parents, teachers,
friends, and similar environmental
influences.
Values
Values are basic convictions that a

specific mode of conduct or end-state of
existence is personally or socially
preferable to an opposite or converse
mode of conduct or end-state of
existence.
Types of Values
Terminal
Terminal Instrumental
Instrumental
Values
Values Values
Values
Terminal and Instrumental Values in
Rokeach Value Survey
Terminal values Instrumental values

 Ambitious
 A comfortable life
 Broad-minded
 An exciting life
 Capable
 A sense of  Cheerful
accomplishment  Clean
 A world at peace  Courageous
 Equality  Forgiving
 Family security  Helpful
 Freedom  Honest
 Happiness  Imaginative
MARS MODEL OF INDIVIDUAL
BEHAVIOUR AND PERFORMANCE
Individual behaviour is influenced by:

motivation,
ability,
role perceptions and
situational factors (MARS)
Need to understand all four factors to
diagnose and change individual
behaviour
MARS model of behaviour and performance
Role
perceptions
Motivation
Individual
behaviour and
performance
Ability
Situational
factors
Employee motivation
Internal forces that affect a person’s

voluntary choice of behaviour
Direction (directed by goals)
Intensity (amount of effort allocated)
Persistence (amount of time that effort is
exerted)
Employee ability
Natural aptitudes (skills / competency) &

learned capabilities required to successfully
complete a task
competencies  personal characteristics that lead
to superior performance
person  job matching
select qualified people
develop employee
abilities through training
redesign job to fit
person's existing abilities
Employee role perceptions
Beliefs about what behaviour is required to

achieve the desired results:
understanding what tasks to perform
understanding relative importance of tasks
understanding preferred behaviours to
accomplish tasks
Employee role perceptions
• Clarifying role perceptions

Provide information about tasks
and priorities
Provide frequent and meaningful
performance feedback
Provide training on preferred
work processes
Situational factors
Environmental conditions beyond the

individual’s short-term control that constrain
or facilitate behaviour
time
people
budget
work facilities
Types of work-related
behaviour
Joining the
organisation
Exhibiting Remaining
organisational Types of with the
citizenship work-related organisation
behaviour
Performing Maintaining
required work
tasks attendance

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Organization Behaviour

Dr. Sumi Jha

people do in an organization (social system)

 Individual and group behavior

 Organizational behavior is an applied

behavioral science that is built upon

sociology, social psychology, and political

Age of the organization

Category Phase I Phase 2 Phase 3 Phase 4 Phase 5

Share any one evaluative statement about

Share any evaluative statement about

A state of mind or feeling with regard to

A relatively stable clusters of feelings,

Attitudes are evaluative statements either

How do I evaluate my salary?

Cognitive- being reduced to factual

Dissonance- lack of agreement, inconsistency

Ramesh experiences cognitive

How does Ramesh reduce this?

Denial- Ramesh passes this off as an

Change- Ramesh thought females could not

Have you experienced this?

Values are basic convictions that a

Terminal values Instrumental values

Individual behaviour is influenced by:

Internal forces that affect a person’s

Natural aptitudes (skills / competency) &

Beliefs about what behaviour is required to

• Clarifying role perceptions

Environmental conditions beyond the

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