Organisational Behaviour Notes
Organisational Behaviour Notes
Organisational Behaviour Notes
Formation of attitude
1) Direct experience
● One’s past experience with person, object, or situation
● Powerful, stronger, durable, and more difficult to change due to availability in
our cognitive processes
2) Social learning
● Deriving attitudes from family, peer groups, religious organisations, culture
● Learn by observing their models- processes-
○ Attention
○ Retention
○ Reproduction
○ Motivation
● Individual’s association with others, shapes the attitude of others about them
2. Contributing disciplines
3. Models of man
2) Self-actualising man
● Based on McGregor’s theory- assumption that man is self-motivated
and controlled
● Needs in hierarchical order, as per Maslow
●If man is induced to make efforts, the sense of achievement gives him
satisfaction
3) Complex man
● Needs are not uniform across individuals, there may be overlapping
● Two people with the same needs behave differently due to the
unknown variable of human behaviour, which is unpredictable
● Managers should tale clues, cannot apply single action across all
situations, depend on complexities of variable affecting human
behaviour
4) Social man
● Assumption that man is influenced and motivated by social variables
● Induced by desire to maintain social relationships rather than
economic motives
● More responsive to group pressure and sanction
● Managers should focus on people’s feelings about their belongingness
within groups and society
5) Organisation man
● Assumes that man attaches high loyalty to his organisation and cordial
relationship with co-workers
● Sacrifices individuality for the sake of the organisation
● Organisation itself takes care of individual interests, management
should design various functions to fulfill organisational needs
4. Determinants of personality
● Heredity
● Environment
● situation
7. Individual differences
8. Development of personality
9. Types of values
● Terminal/instrumental
● Theoretical
● Economic
● Aesthetic
● Social
● Political
● Religious
PERCEPTION
1. Features of perception
● An intellectual process
● Affects behaviour
● Diff. people perceive diff.tly
● Adds to or subtracts from the sensory inputs
2. Process of perception(Input-Throughput-Output)
a. Receiving of stimuli
● Through the 5 organs- physiological aspect of this process
b. Selection of stimuli
● Based on external and internal factors(selective perception).
Principles-
i. Figure-ground principle
ii. Relevancy
c. Organisation of stimuli
i. Grouping- based on continuity, proximity, and similarity of stimuli
ii. Closure- filling gaps in incomplete information by guessing,
assumptions, etc. to make it more meaningful
iii. Simplification- subtract less salient information to make it more
meaningful
d. Interpretation
Factors influencing interpretation-
i. Halo effect
ii. Attribution
iii. Stereotyping
iv. Personality
v. Situation
vi. Perceiver
e. Action
Internal-
● Needs and desires
● Personality
● Experience
External-
● Size
● Intensity
● Frequency/repetition
● Contrast
● Status
● Movement
1. Characteristics
2. Determinants of learning
3. Theories of learning
a. Classical Conditioning- Pavlov
● Modifying behaviour so a conditioned stimulus is paired with an unconditioned
stimulus and elicits an unconditioned behaviour
● One stimulus serves as reward
4. Learning principles
a. Retention
● anything that increases the strength of response or induces repetitions of
behaviour.
● Attempt to develop or strengthen desirable behaviour by bestowing positive
consequences or withholding negative consequences.
● Schedules of reinforcement-
○ Continuous
○ Intermittent- Fixed Ratio, Variable Ratio, Fixed Interval, Variable
Interval
b. Learning curve
c. Extinction principle
d. Spontaneous recovery
e. Generalisation
f. Discrimination
5. Punishment
● Reducing absenteeism
● Substituting well-pay for sick-pay
● Improving employee discipline
● Developing training programmes
1. Definition
2. Determinants of OCB
● Courtesy
● Altruism
● Sportsmanship
● Conscientiousness
● Loyalty
● Civic Virtue
● Extra-role behaviour
● Commitment
3. Predictors of OCB
● Personality variables
● Job satisfaction
● Duration of employee relation with organisation
● Psychological contracts
● Leadership ability
● Organisational culture
MOTIVATION
The willingness to exert toward the accomplishment of goals or needs
1. Nature of motivation
● Internal to man
● Single motive can cause different behaviours
● Diff. motives can result in single behaviour
● Motives come and go
● Interact w the environment
2. Motivation cycle/process
4. Theories of motivation
1. Characteristics of a group
● Two or more persons
● Collective identity
● Interaction
● Common purpose
3. Types of groups
● Formal groups- established by organisation
○ Command group
○ Task group
○ Project group
○ Committees
● Informal groups- natural formations in the work environment
○ Friendship groups
○ Inter
○ est groups
○ Reference group
4. Stages of group development
a. Forming stage:- members seek to get to know each other & seek to establish
ground rules.
b. Storming stage:- members come to resist control by group leaders & show
hostility
c. Norming stage :-work together developing close relationships & feelings of
camaraderie
d. Performing stage:- group members work toward getting their jobs done
e. Adjourning stage:- groups separate after meeting their goals members leave
5. Group Norms
6. Group cohesiveness
Extent to which the members of a group are attached to each other and willing to
remain within the group
● Inducing agreement of group goals
● Membership homogeneity
● Interaction
● Downsizing the group
● Encouraging competition with rival groups
● Group rewards not Indiduals.
● Keeping the members isolated from other groups
7. Group role
● Types of group roles
○ Work role
○ Maintenance role
○ Blocking role
● Role identity
● Role ambiguity
● Role conflict
● Role expectations
8. Group decision-making
● Group size
● Group compsition
● Unnimity of group consensus
● Risky shift
LEADERSHIP
3. Functions of leadership
● Developing team work
● Representing the team
● Counselling the workmen
● Managing time
● Using proper power
● Securing group effectiveness
4. Qualities of a leader
a. Hawthorne studies
● Increase in productivity of wokers was attributed to positude attitude of
workers towards each oter and feelings of togetherness
● A leader not only has to plan, orgaise, lead, and control, but also
consider the human element which needs recognition and well-being