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ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
UNIT II- LECTURE NOTES
Personality – types – Factors influencing personality – Theories – Learning – Types of learners – The
learning
–
process
–
Attitudes
theories
–
Types
Emotional
Labour
Misbehaviour
Emotions
Learning
–
Characteristics
–
Organizational
–
–
Components
behaviour
modification.
Management
Emotional
–
Formation
Intervention.
–
Intelligence
–
Theories.
Measurement-
Values.
Perceptions – Importance – Factors influencing perception – Interpersonal perception- Impression
Management. Motivation – importance – Types – Effects on work behavior.
PERSONALITY TYPES AND FACTORS
PERSONALITY
Personality: It can be termed as the combination of qualities mental, physical and moral
that set one
apart
1. General:
from
others.
Relatively stable, consistent,
and
distinctive
set
of
mental
and
emotional characteristics a person exhibits when alone, or when interacting with people and his
or her external
environment.
2. Legal: A person's or entity's status in law.
TYPES OF PERSONALITY
Sensing managers:
Take in information through their sense and attend to the details of the problem. they
are patient with routine details and precise in their work. they distrust creative inspiration and
usually work all the way through to reach conclusions. They emphasize action, urgency, and
bottom-line results.
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Intuitive Managers
Like solving new problems and are impatient with routine details. They perceive the
problem in its totality and consider several alternatives simultaneously. They are imaginative and
futuristic, enjoying mind testing games.
Feeling Managers
Heavily emphasize the human aspects in dealing with organizational problems and is
more process oriented. They enjoy pleasing people avoid conflicts.
Thinking Managers
Are logical and analytical in their problem solving and search for additional information
in a logical manner.
Intuitive Thinkers(Nt)
Is the architects of progress and ideas. They are interested in the principles on which the
organization is built and seek answers to the “whys” of events. They have enormous drive and
creative.
If organizations do not have some NT,s change will be minimal.
Sensation Feelers(Sf)
Deal with concrete problems in a methodical way. They have astute powers of
observation regarding the details of how an organization is run. SFs do not fight the systems, but
use what is available for problem solving. SFs are non- judgmental of their coworkers and do not
look for underlying motives and meaning in people behaviour.
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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If organization do not have SFs, small problem will go unattended till they become big
Sensation Thinkers(St)
Are decisive and excellent at decisions involving precise interpretations of facts and
figures. They are preserving and precise. They want the organization run on an impersonal basis.
they are hard working and super dependable.
Organizations run efficiently because of such managers
Intuitive Feelers(Nf)
Have personal charisma and commitment to the people they lead. they communicate their
caring and enthusiasm. They are comfortable in an unstructured, group- centered management
system that lets employees participate in the decision making process.
Without NFs an organization will become cold , sterle and dull.
Sick Personality
The personally can be broadly classified into two groups – sick personality and healthy
personality.
The sick personality is also known as disturbed or peculiar personality. Sick personality
can be the consequence of physical and/or psychological factors. These factors may or may not
be in the control of the person. Some of these factors can be troubled childhood, repeated
failures, lack of motivation, rejections, distrust of the parents and peers etc. The person himself
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has to assume a greater responsibility for following a prescribed pattern and pulling himself out
of this situation.
Healthy Personality
Healthy personality is an image of a person who does not feel anxious or hostile, is not
self defeated or destructive to others. People with healthy personalities are judged to be well
adjusted. Apart from a good physical health, some other characteristics and features are
necessary for an individual in order to have a positive, strong, and balanced personality. Such a
personality helps an executive to influence other people in his favor.
FACTORS INFLUENCING PERSONALITY
The most important and relevant question related to personality is: How does it originate
and develop?
The major determinants of personality of an individual can be studied under four broad
heads – biological, family, cultural and situational.
BIOLOGICAL FACTORS:
The foremost determinant of personality is the biological factor, in which are included
heredity, the brain and the physical stature. Psychologists and geneticists argue strongly that
heredity plays an important role in one’s personality. The importance of heredity varies from one
personality trait to another. For example, heredity plays a more important role in determining a
person’s temperament than determining the values and ideals.
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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BRAIN OF THE INDIVIDUAL
Another factor which influences the personality is the brain of the individual.
Perhaps, physical stature of an individual is the most outstanding influence on the
personality of an individual. For example, the fact that a person is short or tall, fat or skinny,
good looking or not, will influence others and in turn will affect the person himself.
FAMILY FACTORS:
Family and social factors are also important in giving the shape to an individual’s
personality. It initially starts with contact with the mother and later with other members of the
family. Later still, the contact with social group influences an individual’s personality. The
personality of an individual is also influenced by the home environment. There is evidence to
indicate that the overall environment at home created by parents is critical to personality
development.
Apart from the family background, social class also leaves an imprint on the personality
of an individual.
SITUATIONAL FACTORS
Situational factors also influence the human personality. The effect of environment on
personality is quite strong. Knowledge skill and language are acquired by a person and can be
termed as learned modifications of behavior.
These learned modifications cannot be passed on to the children. The children in turn
must acquire them through their personal effort, experience and the interaction with the
environment.
SITUATIONAL FACTORS
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
UNIT II- LECTURE NOTES
Many a times the actions of the person are determined more by the situation, rather than
his behavior. Therefore, the situation may potentially have a very big impact on the actions and
expressions
THEORIES OF PERSONALITY
What Does Personality Mean
Personality is a stable set of characteristics and tendencies that determine those commonalities
and differences in the psychological behavior (thoughts, feeling & actions) of people that have
continuity in time and that may not be easily understood as the sole result of the social and
biological pressures of the moment
Psychoanalytic Theory
This theory was developed by Sigmund Freud, in his 40 years of writing and clinical
practice
He developed
(i) The first comprehensive personality theory
(ii) A method for treating neurotic ills, and
(iii) An extensive body of clinical observations based on his therapeutic experiences and selfanalysis
Freud associated the mind as an ice berg where in only a small portion is visible which
represents the conscious experience and the other major mass below water level represents
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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unconscious. This unconscious mind is a storehouse of impulses, passions, and primitive
instincts that affect our thoughts and behavior
Freud sought to explore this unconscious mind, and he did so by the method of free association.
Freud saw personality as being composed of three elements- id, ego and super ego
This tripartite division of personality is know an structural model of mental life
He insisted that these structures be considered as hypothetical constructs, since the field of
neuro-anatomy was not sufficiently advanced to locate them within the central nervous system
THE ID- According to Freud, the Id employ to rid the personality of tension: reflex actions and
primary process.
THE EGO – Ego is making you realize the reality. Mental images cannot satisfy your needs, as
such the reality and existence must be considered. Ego is developed from the id due to the
necessity to deal with reality. For Eg, if you show images of food items to a starving man he will
never be satisfied. The tension of hunger will be reduced only by having food.
THE SUPER EGO – This is third part of the personality, representing your internal
representation of values, beliefs and morals of the society as learned from your parents when you
were child. To function constructively in the society, you should acquire system of values,
norms, ethics, and attitudes which must be compatible with the society. The super ego judges
whether an action is right or wrong as per the standards raised by the society. As such the id
seeks pleasure, the ego tests the reality and the super ego strive for perfection.
Freud believed that the conflict between the id impulses-primarily sexual and aggressive
instincts-and the restraining influences of the ego and the super ego constituted the motivating
Source Of Personality
N.Senthil Kumar. Assistant professor .KVIMIS.
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This study contributed to four areas:
i. Creative Behavior; ii. Dissatisfaction; iii. Group Development; iv. Leadership and influence
However, since id, ego, super ego are primarily ‘ black-box’ explanation of human beings, as
such the theory fails to reflect the human personality and behavior. This is the criticism which
this theory faces.
SOCIAL LEARNING THEORY
The social learning theories of personality consider human behavior as an important behavior. it
focuses on the behavior patterns and cognitive activities in relation to the specific conditions that
evoke, maintain or modify them. This behavior is emphasize by the human behavior in a
particular situation
There are two ways of learning :
1. through reinforcement, direct experience and
2. learning by observing others, which is called Vicarious learning.
Some of the personal variables that determine what an individual will do in a particular situation
include the following :
i. Competencies - intelligence ability, social skills, other abilities.
ii. Cognitive Strategies- Habitual ways of selectively attending to information and organizing
meaningful units.
iii. Outcome expectations- Expectations about the consequences of different behaviors and the
meaning of certain stimuli
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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iv. Subjective value outcome- Different individuals behaving differently in the same situations
v. Self regulatory systems and plans- Individual differences in self-imposed goals, rules guiding
behavior, self-imposed rewards for success or punishment for failure, and ability to plan and
execute steps leading to a goal will lead to differences in behavior.
All these variables interact with the conditions of a particular situation to determine what an
individual will do in that situation
The social learning theorist have been criticized for over-emphasizing the importance of
situational factors in behavior to the neglect of individual differences.
An individual is regarded as flexible, malleable, and passive victim of external stimuli-the
permanent pawn of environmental fate. Environmental conditions are held to be superior to
human nature.
SELF CONCEPT THEORY
Carl Rogers and Abrham Maslow are credited with the humanistic theory of personality. Rogers
Self Concept theory – This approach to personality is described as phenomenological, which is
the study of the individual's subjective experience, feeling, and private concepts as well as his
views of the world and self. The behavior is dependent on how we perceive the world, that is the
behavior is a result of immediate events as they are actually perceived and interpreted by the
individual.
SELF CONCEPT THEORY
Such an approach to personality emphasizes the self and its characteristics. This is often referred
to as self theory personality because the best vantage point for understanding behavior is from
the internal frame of reference of the individual himself. Basic to Rogers’ personality theory are
two concept theory: self and self- actualization.
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THE SELF it consist of all the ideas, perceptions and values that characterize ‘I’ or ‘Me’; it
includes the awareness ‘What I am’ and ‘What I can do’. Self-concept denotes the individual's
conception of the person he is. It is one’s image of oneself. This perceived (self-concept)
influences both the person’s perception of the world and his own behavior.
SELF- ACTUALIZATION it is the basic motivating force representing the inherent tendency
of the organism to develop all its capabilities in ways which serve to maintain or enhance the
person.
Central to the humanistic approach are the following concepts:
(i) An individual is an integrated whole,
(ii) Animal research is irrelevant to human behavior,
(iii) Human nature is essentially good,
(iv) Man has creative potential, and
(v) Psychological health of man is most important
TRAIT THEORY
A personality trait is understood as being an enduring attribute of a person that appears
consistently in a variety of situations. A trait differentiates one from another in a relatively
permanent or consistent way. This is abstract from an individual’s behavior and serves as an
useful ‘ unit of analysis’ to understand personality.
There are two ways of analyzing personality traits:
(i) the person describes himself by answering questions about this attitudes, feelings, and
behaviors;
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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(ii) someone else evaluates the person’s traits either from what he knows about the individual or
from direct observations of behavior.
With the first method, a personality inventory is most often used, whereas the second usually
involves using a rating scale. This is essentially a questionnaire in which the person reports
reactions or feelings in certain situations. A personality inventory asks the same questions of
each person, and the answers are usually given in a form that can be easily rated. This inventory
is to measure a single dimension of personality or several personality traits simultaneously.
A rating scale is a device for recording judgment about a trait. The rating scale is filled up by
someone else by what he or she knows about the individual or by studying his or her behavior in
certain situations.
A major objection to trait theories is that they are very descriptive rather than analytical and are
a long way from being comprehensive theories of personality. Behavior cannot be explained by
trait theory.
THE BIG FIVE PERSONALITY TRAITS
Openness to experience – (inventive/curious vs. consistent/cautious). Appreciation for art,
emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the
degree of intellectual curiosity, creativity and a preference for novelty and variety. Some
disagreement remains about how to interpret the openness factor, which is sometimes called
"intellect" rather than openness to experience.
Conscientiousness – (efficient/organized vs. easy-going/careless). A tendency to show self
dicipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior;
organized, and dependable.
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Extraversion – (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, surgency,
assertiveness, sociability and the tendency to seek stimulation in the company of others, and
talkativeness.
Agreeableness – (friendly/compassionate vs. cold/unkind). A tendency to be compassionate and
cooperative rather than suspicious and antagonistic towards others.
Neuroticism / emotional stability – (sensitive/nervous vs. secure/confident). The tendency to
experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability.
Neuroticism also refers to the degree of emotional stability and impulse control, and is
sometimes referred by its low pole – "emotional stability".
FIT THEORY
The personality job fit theory assumes that examining a persons personality will give
insight into their adaptability in an organization. Basically, how well they will fit in and work.
PERSONALITY DIMENSIONS
Authoritarianism :
Is a concept developed by psychologist Adorno during World War III to measure
susceptibility to autocratic, fascist, or anti-democratic appeals. Since then the concept has been
extended to the authoritarian personality, a generic term used to describe an individual who has
strong belief in the legitimacy of established mechanisms of formal authority, views obedience to
authority as necessary, exhibits a negative philosophy of people, adheres to conventional and
traditional value systems, is intellectually rigid and opposes the use of subjective feelings
Machiavellianism-
N.Senthil Kumar. Assistant professor .KVIMIS.
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This is a term derived from the writings of Nicoli Machiavelli, which refers to
individual’s propensity to manipulate people. Machiavellians would be prone to participate in
organizational politics. They are also adept at interpersonal game-playing, power tactics, and
identifying influence systems in organizations.
Locus of ControlRefers to an individual’s belief that events are either within one’s control (internal locus
of control) or are determined by forces beyond one’s control (external locus of control). These
traits are manifested in different behaviors which are significant to managers Personality
Characteristics in Organizations
Self-Efficacy - beliefs and expectations about one’s ability to accomplish a specific task
effectively
Sources of self-efficacy
Prior experiences and prior success
Behavior models (observing success)
Persuasion
Assessment of current physical & emotional capabilities
LEARNING
The learning process is a mental and habit formation process. Attention is paid to certain stimuli
used for learning which are recognized and translated into reinforcement and behaviour.
N.Senthil Kumar. Assistant professor .KVIMIS.
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STEPS IN LEARNING PROCESS
STIMULI
Stimuli are any objects and language which draw the attention of people. Employees get
stimuli from the actions of their superiors
ATTENTION
The degree of attention depends upon the nature of stimuli. All stimuli are not paid attention to.
Technical and interesting stimuli are highly attended. Career oriented stimuli are generally
accepted by employee.
RECOGNITION
Attention paid stimuli are recognized as acceptable factors of improvement and new life styles.
Employees paying attention to stimuli are recognizing the stimuli for learning purposes.
TRANSLATION
Recognized stimuli are evaluated at he mental level to eliminate the irrelevant points for
accepting a part of the stimulus for changing behavior
REINFORCEMENT
Reinforced perception is learning. The perception process includes stimuli, attention,
recognition, translation and behavior. Perception leads to learning, but perception itself is not
learning unless it is reinforced
BEHAVIOUR
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Learning changes behavior through re-enforcement of perceived knowledge. It makes permanent
changes in behavior. A temporary change in behavior is not learning .positive behaviour gives
rewards to employees
REWARD
Employees expect rewards for learning. If the translated behavior provides a reward, it is
accepted, otherwise it is not accepted.
HABITS
A permanent change in behavior becomes a habit which helps continuous improvement in
behavior and performance. Employees develop the habit of self- appraisal and development
MOTIVES
Motive depends on the level of satisfaction. Employees getting more satisfaction through
learning develop high motives. Less satisfied learners have low motives. Learning is complete
only when motives are fully realized and translated in to efforts.
EFFORTS
Habits help achieve good efforts and performance. This is a continuous process. Efforts are the
automatic outcome of good habits which are acquired through learning process
TYPES OF LEARNERS
Active/Reflective learner
Sensing learner
Intuitive learner
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Visual/Verbal learner
Sequential/Global learner
Active/ Reflective Learners
Active learners tend to retain and understand information best by doing something active
with it—discussing it, applying it, or explaining it to others.
"Let's try it out and see how it works" is an active learner's phrase.
Reflective learners prefer to think about information quietly first.
"Let's think it through first" is the reflective learner's response.
Sensing Learners
Sensing learners tend to like learning facts. Sensors often like solving problems by wellestablished methods and dislike complications and surprises. Sensors tend to be patient with
details and good at memorizing facts and doing hands-on work.
Intuitive Learners
Intuitive learners often prefer discovering possibilities and relationships.
Intuitors like innovation and dislike repetition.
Intuitors may be better at grasping new concepts and are often more comfortable than
sensors with abstractions and mathematical formulations.
Intuitors tend to work faster and to be more innovative than sensors.
Visual/ Verbal Learners
N.Senthil Kumar. Assistant professor .KVIMIS.
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Visual learners remember best what they see.
Verbal learners get more out of words.
Everybody learns more when information is presented both visually and verbally.
Sequential/ Global Learners
Sequential learners tend to gain understanding in linear steps, following logical paths to
find solutions.
Global learners tend to learn in large chunks, absorbing material almost randomly
without seeing connections and then suddenly “getting it.”
Global learners may be able to solve complex problems quickly or put things together in
novel ways once they have grasped the big picture, but they may have difficulty explaining how
they did it.
ORGANIZATIONAL BEHAVIOR MODIFICATION
Organizational behavior modification (OB MOD) is the systematic application of the
principles of operant conditioning for teaching and managing organizational behavior
ORGANIZATIONAL BEHAVIOR MODIFICATION
OB Mod has been used successfully to improve productivity, attendance, punctuality,
safe work practices, and customer service. It can be used to encourage desired behaviors and
discourage undesired behaviors.
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Proponents rightfully claim that OB Mod is useful for managing important behaviors.
Research shows that it can be successful in increasing productivity and cutting down on
accidents, waste, and absenteeism. Critics say that it is overly manipulative.
THE BASIC STEPS OF OB MOD
Identify the behavior to be learned
Measure the frequency of the behavior
Analyze antecedents and consequences
Intervene
Evaluate the performance improvement
OB Mod should be used to encourage behaviors that can be observed by others (and can
therefore be reinforced) and measured, and are task-related and critical to the task.
Measures of the frequency of behavior should be based on direct observation, archival data, or
historical data.
Once the behavior is identified and its frequency has been determined, it is important to
identify the current antecedents and consequences of the behavior.
Interventions can include introducing antecedents and applying operant conditioning
techniques including positive reinforcement, negative reinforcement, punishment, and extinction.
When possible, positive reinforcement is preferred to negative reinforcement and extinction is
preferred to punishment.
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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In the last step of evaluation, the frequency of the behavior is measured again to
determine if the intervention was successful. If so, then all that has to be done is to maintain the
intervention by continuing to use the antecedents and positive reinforcers from the prior step. If
not, then managers need to reconsider the behavior and cycle through the process again until the
behavior has been successfully identified and modified.
THEORIES OF LEARNING
Behaviorism

Classical Conditioning - Pavlov

Operant Conditioning - Skinner
Cognitive learning Theory
A learning theory that takes into account the fact that thoughts and feelings influence
learning
Necessary components include
Vicarious learning
Self-control
Self-efficacy
Vicarious Learning
Learning that occurs when one person (the learner) learns a behavior by watching another
person (the model) perform the behavior
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Examples : Role playing, Demonstrations, Training films, Shadowing,
Self-efficacy
Self-efficacy is the measure of one's own competence to complete tasks and reach goals.
Psychologists have studied self-efficacy from several perspectives, noting various paths to the
development of self-efficacy; the dynamics of self-efficacy, and lack thereof, in different
settings; interactions between self-efficacy and self-concept; and habits of attribution that
contribute to, or detract from, self-efficacy.
Self-control
Self-control is the ability to control one's emotions, behavior, and desires in order to
obtain some reward, or avoid some punishment, later. Presumably, some (smaller) reward or
punishment is operating in the short term which precludes, or reduces, the later reward or
punishment. In psychology it is sometimes called self-regulation. Exerting self-control through
the executive functions in decision making is held in some theories to deplete one's ability to do
so in the future.[1]
Social-Learning Theory
People can learn through observation and direct experience.
Attention — various factors increase or decrease the amount of attention paid. Includes
distinctiveness, affective valence, prevalence, complexity, functional value. One’s characteristics
(e.g. sensory capacities, arousal level, perceptual set, past reinforcement) affect attention.
Retention — remembering what you paid attention to. Includes symbolic coding, mental
images, cognitive organization, symbolic rehearsal, motor rehearsal
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Motor Reproduction — reproducing the image. Including physical capabilities, and selfobservation of reproduction.
Motivation & reinforcement — having a good reason to imitate. Includes motives such as Â
past (i.e. traditional behaviorism), promised (imagined incentives) and vicarious (seeing and
recalling the reinforced model)
MEANING OF EMOTION
A Pearson's emotion is a state characterized by physiological arousal changes in facial
expression, gestures, posture and subjective feelings.
CHARRACTERISTICS OF EMOTION
People are moved to take action by emotions such as fear, anger or joy
Pounding heart, gurgling stomach, sweet and nervous tics are bodily reactions initiated by
fear, anger , digest and try
Most of these above changes in activity are caused by adrenaline, a hormone produced by
the adrenal glands
PRIMARY & SECONDARY EMOTIONS
Primary emotions
fear, sadness, surprise, joy, disgust, anger, anticipation
Secondary function
aggression, love , remorse, awe, contempt, optimism and disappointment
EMOTIONAL LABOUR
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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In organizations emotional labour may involve enhancing, faking or suppress emotions
the emotional expression.
For Eg, employees working in customer service maybe encouraged to smile listen attentively and
show respect to even the most problematic customers. In these cases, the employee is managing,
modifying and using the emotions that the organization believes is best to be effective
Characteristics Of Emotional Labour
Some researchers have found that emotions are stressful and may result in burnout
The assumption is that managing emotions requires effort, time and energy
Organization that attempt to reduce the emotions of the employees
There are two ways for individuals to manage their emotions through what is called
surface acting
Where one regulate his or her emotional expressions and through deep acting, where one
modifies feelings in order to express a desired emotion
In both surface and deep acting there is a conscious effort being employed
In organizations have more negative events there is likely to be more emotional labour
The amount of emotional labour increases in the organization and stress also increases
due to the physiological demands involved in managing emotions
Management provides support for coaching, training and guidance to their employees to
reduce emotions.
EMOTIONAL INTELLIGENCE
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The handling of relationships and interactions with others
“A combination of skills and abilities such as self awareness, self control, empathy and
sensitivity to the feeling of others”
“ the capacity for recognizing our own feelings and those of others for motivating
ourselves and for managing emotion well in ourselves and in our relationship”
-Danres Goleman
CHARACTERISTICS OF EI
Emotional intelligence is a goal directed mental activity that is marked by efficient
problem solving, critical thinking and abstract reasoning
Gardner has argued that there are many ways to be intelligent, verbal mathematical,
spatial, musical, interpersonal and intrapersonal
The interpersonal and intrapersonal types of intelligence blend in with emotional
intelligence as a type of intelligence
A major weakness with emotional intelligence as a concept is the lack of scientifically
sound,, objective measures of the still elusive emotional intelligence construct
GOLEMAN APPROACH FOR EI
Goleman published his book working with emotional intelligence From this book
emotional intelligence counts for more than IQ or technical expertise for excellence in any job
and especially for outstanding leadership
He identifies self master job capabilities such as initiative, trustworthiness, self
confidence and achievement drive that contribute outstanding performance
N.Senthil Kumar. Assistant professor .KVIMIS.
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Next he identifies key relationship skills such as empathy political awareness, leveraging
diversity, team capabilities and leadership that result in effective organizations
Team capabilities
and leadership deal with how to develop emotional intelligence
capabilities and organization that are emotional intelligent
He concludes,
At the individual level elements of emotional intelligence can be identified assessed and
upgraded
At the group level, it means an interpersonal dynamics that makes groups smarter
At the organizational level, he means revising the value hierarchy to make emotional
intelligence, a priority in the concrete terms of hiring, training and development, performance,
evaluation and promotion
GOLEMAN’S DIMENSIONS OF EI IN THE WORKPLACE
The Salovery And Mayer Theory
Salovery and mayer first coined the term, ‘ emotional intelligence’.
1. They purpose that emotional intelligence emphasizes for cognitive components
N.Senthil Kumar. Assistant professor .KVIMIS.
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A capacity to perceive emotion to integrate it in thought to understand it , and
to manage it effectively
They believe it is more important that emotional intelligence fits within the domain of
conceptual definitions of intelligence
They propose that the ability to process effective information is an intellectual aptitude
The theoretical and research work of salovery and mayer uses a variety of self report
measures of emotional intelligence
They develop their own scales and borrow from the work of other psychologists
Unfortunately, presently the salovery and mayer scales such as MEIS are cumbersome
for respondents and take significant time to complete
Salovery and mayer temper any claims about the link between emotional intelligence and
career success
MISBEHAVIOUR
According to Macmillan dictionary
Bad behaviour or behaviour that offend other people
SEXUAL HARASSMENT
Unwelcome advances, requests for sexual favors and other types of verbal physical abuse
It is a form of aggression and unethical behaviour
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ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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It is not only misbehavior but also illegal
Sexual harassment occurs because of power difference
Harassed employees can file claims for defamation
Joking, singing. Bantering, bad signals are some of the sexual harassment
It creates job dissatisfaction
Any organization support this type of misbehaviour and loss its goodwill and reputation
AGGRESSION
Aggression in work setting this is behavior that brings harm to others
It affects psychological as well as physical injury
There are two types
1.psycial aggression
2.verabal aggression
Physical forms of aggression are pushing, slapping and fists
Verbal aggression in the form of words, gossip and rumors.
AGGRESSIVE
Generally males are more aggressive than female employees
It can occurs between colleagues, customer and management.
Aggression of the employees due to poor management observation
N.Senthil Kumar. Assistant professor .KVIMIS.
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It increased pressure for more productively and longer work hours
BULLYING
Bullying is defined as reputed actions that are directed to another worker that are
unwanted
It create unpleasant situation in the work place
Manager often uses the words, your performance is not fair, and you will be punished
Bullying enhances labour turnover and absenteeism
The manager handle particular employee roughly continuously without any reason
FRAUD
Fraud is defined as intentional act it receiving or misrepresenting in order to induce
another individual or group to give up something of value
There is no discrimination in manager and non matters for fraud
Research studies suggest that more dissatisfied employee and non motivated individual
will be to engage in fraud
Fraud is a combination of motivation and opportunity
SABOTAGE
Sabotage involves damaging or destroying an organization's colleagues, equipment, data
or workplace
It is extreme for violence. This type of misbehavior is small form of revenge
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In sabotage people destroy the person’s career, progress and reputation
In sabotage people destroy the data, office files and running machines
THEFT
Theft is defines as the unauthorized taking consuming or transferring of money or goods
owned by an organization & Theft may be data, information and intellectual property
It includes terms such as stealing, misappropriation, grand theft and embezzling
Organization conduct honesty and integrity tests at the time of interview and then select
the candidates for their job
MANAGEMENT INTERVENTION
Management interventions are the actions taken by mangers to prevent, control or respond to
harmful misbehaviour
Selection of employee
Training and counseling
Working environment
Ethical behaviour award
SELECTION OF EMPLOYEE
The organization conduct honest test at the time of interview and then select the suitable
candidate for the job. The management carefully screens to hire risky individuals
TRAINING AND COUNSELING
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The organizations are conducted counseling programes and change the negative attitude
of the employees
WORKING ENVIRONMENT
The management create pleasing working environment reduces consequences of
misbehavior, fair compensation increase a job satisfaction. It reduces negative attitude of the
employees
ETHICAL BEHAVIOUR AWARD
Introduce into the company’s performance evaluation, promotion and merit pay
decisions. Ethical behaviour criteria for each employee, illustrating that ethical behaviour is
considered to be important and part of the organization’s reward system.
ATTITUDE DEFINITION
“Attitude are evaluative statements either favorable or unfavorable concerning objects, people
or events. They reflect how one feel about something”
Eg: Our boss is highly humanistic
-Robbins
ATTITUDE CHARRACTERESTICS
Attitudes are evaluated statements either favorable or unfavorable concerning objects,
people or events
Attitudes are learned predisposition toward aspects of our environment
N.Senthil Kumar. Assistant professor .KVIMIS.
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Attitude is a bent of mind or predisposition to certain action
Attitude is a detailed direction of human behavior
Attitude are the feeling and believe that largely determine how employees will perceive
their environment
Attitude is the most important because it is the mechanism through which people express
their feelings
Attitude is expression of inner feeling towards an object or his subject
Attitudes are acquired through learning over a period of time
Attitude are subject to change. A person having a negative attitude towards his job may in
due course of time start developing a positive attitude towards its
All individual hold attitudes irrespective of their age, gender, social status etc
Psychical environment and culture are irresponsible for the formation of common
attitudes
Attitudes are generally hidden in the mind and heart of people which may be expressed or
inferred in some situation
ATTITUDE FORMATION
PAST EXPERIENCE
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People come to believe or not believe things on the basis of what they have experienced in
the past. If everyone who has held job ’A’ has been promoted within six months, current job ‘A’
holders are likely to believe that they also will be promoted within six months
GENERALIZATION
These come from similar events or situations. If no one has hold closely related job ‘B’
has ever been promoted; this may lead job ‘A’ holders believe that they will not be promoted
either
ASSOCIATION
People are highly influenced by the major groups or associations to which they belong.
Our religion, educational background, race, gender, age and income class, are strongly influence
our attitudes.
FAMILY
Family experts influence on the initial core at attitudes held by an individual. Individuals
develop certain attitudes from their family members, parents, brothers, sisters, etc.
PEER GROUPS
As people of adulthood they increasingly rely on their people groups for approval
attitude. How others judge an individual largely determines his self image and approval seeking
bahaviour. “we often seek out others who share attitudes similar to our own or else we change
our attitudes to confirm the attitudes of those in the group whose approval is important to us “
SOCIETY
Social class and religious also play a vital role in forming attitudes of an individual. The
culture, language and the society, all provides an individual with the boundaries of his initial
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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attitudes. At the very early age an individual is taught that certain attitudes are acceptable and
certain others are non – acceptable in the society.
COMPONENTS OF ATTITUDE
1. Affective component
2.cognitive component
3.intentional component
The affective component of an attitude reflects ‘feelings and emotions’ that an individual
has towards a situation
The cognitive component of an attitude derived from knowledge that an individual has
about a situation
The intentional component of an attitude reflects how an individual expects to behave
towards or in situation
AFFECTIVE COMPONENT
The affection refers to the feelings and emotions associated with an attitude object. It is
an emotional component that develops as a conditioned response by association with stimuli that
has either punishing or rewarding effects
COGNITIVE COMPONENT
Cognitive component based on a variety of learning experiences, rumors . Cognitive component
is very important and consist of the individuals perceptions.
INTENTIONAL COMPONENT
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Intentional component of attitude of attitude consists of the tendency to act or react toward an
attitude object in certain specific persons.
 Affective component
How we feel towards the situation
 Cognitive component
why we feel that way
 Intentional component
how we indented to behave towards the situation
The different components of an attitudes held towards a firm, which supplies inferior products
and that too irregularly could be described as follows:
“ I don’t like that company”
- Affective component
“ They are the worst supply firm, I have ever deal with”
-Cognitive component
“I will never do business with them again”
-intentional component
ATTITUDE MEASUREMENT
Thurstone’s scale:
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Thurstone collected a large number of statements relations to the area in which attitudes
were to be measured. The statements maybe relating for any objects. For Eg religion, education,
war, piece etc
Likert’s Scale
Likert’s scale has five boxes exhibiting from strongly agree to strongly disagree. Under
each statements of attitude the respondent will be given a chance to check the five boxes and
finally all the ratings will be summed up.
This scale is a kind a summed rating measure as several statements are collected in an
attitude are such as one’s attitude about a job and scales are added up or summed a person’s
attitudes towards his job. The summed rating scale provides a means of measuring the intensity
of one’s attitude toward a particular object.
BOGARDUS’S SOCIAL DISTANCE SCALE
It is a simplest scale developed by bogardus. The scale is composed of a large number of
statements regarding national, or racial or ethnic groups
Bogardus used a seven point of scale ranking from the most favorable acceptance picture, that
acceptance to close kingship by marriage, to termination or exclusion from the country as the
other by extreme end of scale.
GULTMAN’S SCALE
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It is a cumulative scaling technique to measure attitudes developed by gultman in 1750.
suppose an individual gets a higher scale than other person on a particular set of items. We can
easily determine his position for every single item.
For Eg: let us consider three items referring to weight that is to be tested. (1) my weight
is more than 45 kgs. (2) my weight is more than 50 kgs (3) we know he has already said “yes” to
numbers 2 and 1 also
Similarly in the case of one’s attitude towards work an employee might be presented with
six statements displaying successfully higher degree of satisfaction. It is assumed that the
employee will reach some point beyond which he can no longer agree. The main threshold is
considered to be the degree of satisfaction
PERCEPTION
“Perception can be defined as the process of receiving, selecting, organizing, interpreting,
checking, and reacting to sensory stimuli or data”
udai pareek and others
IMPORTANCE OF PERCEPTION
Employment interview
Organization typically select new employees on the basis of interview and reviews of
applicant’s background. In many instances much of the information is vague, and managers are
subject to many of the perceptual problems when they make the selection decision. Interviewers
make perceptual judgments that are often inaccurate
PERFORMANCE APPRAISAL
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ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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The appraisal of a subordinate's performance is highly affected by the manager’s
perceptions. The major areas of concern in the context are,
I. managers may have tendencies to positive evaluate some employees because they are better
liked or are in favoured tasks or are particularly noticeable
II. Because of halo effects performance evaluation will be affected adversely
EXAMINING THE LOYALTY
Another important judgment that managers decide about employees whether they are
loyal to the organization
ABSENTEEISM AND LABOUR TURNOVER
In every organization, absenteeism and labour turnover is very common. High percentage
of absenteeism and labour turnover affect the growth of organization. It is due to the individual
perception
Manager must know how each individual interprets his job. He must know the reason for
their dissatisfaction about their job and try to eliminate the distortions. If he fails it will result in
increase of absenteeism and labour turnover.
EMPLOYEE EFFORT
In many organizations, the level of an employee’s performance is given high importance.
Hence, an employee’s future in an organization depends on his/her effort made for achievements,
the organizational goals
JOB SATISFACTION
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ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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It is a very important psychological concept. Each employee is working in the
organization only for their benefits and their career advancement. This variable is critically
linked to perception. When job satisfaction is to be improved, the workers job involvement and
commitment must be positive to the organization
INTERPERSONAL PERCEPTION
Interpersonal perception is the process by which individuals attribute characteristics or
trails to other people
The perception process is follows the same sequence of observation, selection,
organization, interpretations and response
Perceptions of situations, events and objects are important, but individual differences in
perceptions of other people are crucial to understand the behaviour in work setting
For example, suppose that you meet a new employee at lunch time. He focuses his
achievements and his qualification. You may from the impression that, he is self centered. But
your perceptions may always be strongly affected by this first impression called the primary
effect.
FACTORS INFLUENCING PERCEPTION
INTERNAL FACTOR
personality
Individual personality is important factor for influence on perceived behaviour
Optimistic people perceive the things in favorable terms
Pessimistic begins in negative terms
N.Senthil Kumar. Assistant professor .KVIMIS.
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Persons can view the objects and situations as per their personality level
Experience:
The experience of employees has different level of perception
Experimental employees generally understand the objects quickly and correctly
Needs and desire
People at different levels of needs and desires perceive the same thing differently
There is a strong like hood of attending to job threatening comments if you feel insecure
about your job
Power seekers are more likely to notice power related stimuli
Perceiver
Perception depends on how an individual views the object and situation
Some employees may perceive work place as a favourable working condition while
others perceive it place of good pay
Among the more relevant personal characteristics affecting the perception are attitude,
motives, interest, past experience and expectations
Mental set:
Mental set is the tendency one has to react to a certain way to given situation
It a supervisor thinks that a particular employee is insincere and un cooperative; the tendency
will be o interpret behaviour according to one’s mind set.
N.Senthil Kumar. Assistant professor .KVIMIS.
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EXTERNAL FACTOR
Size:
Size establishes dominance and thereby enhances perceptual selection
For example in advertising a full page spread is more attention than few lines in some corner of
the news paper
Larger objects attract attention more than the smaller ones
Intensity
The more intense the external stimulus, the more likely it is perceived
A loud noise, strong odor or bright light will be noticed more than a soft sound, weak odor or
dim light
Advertisers use intensity to gain the consumers attention
Repetition
A repeated external stimulus is more attention getting than a single one
Advertisers trying to create a unique image for product which is undifferentiated from its
competitors rely heavily on repetitive advertising
Thus the greater repetition with which a sensory stimulus is presented, the greater chances, we
select it for attention
Status
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Perception is also influenced by the status of the perceiver
High status people can exert influence on perception of an employee than low status
people
For example; when we are introduced to the divisional manager and foreman, we are
likely to remember the name of the divisional manager than the name of the foreman.
Stereo typing
This means that the perceiver sees the person on the basis of single class or category to
which the person belongs There are certain stereotyped groups such as managers, supervisors,
workers, union leaders, etc.,
For example, teachers are perceived honest people.
Workers are in general perceived to have anti- management attitude
Halo effect
It is similar to stereotyping. Whereas in stereo typing the person is perceived according to
a single category, under the halo effect the person is perceived on the basis of one trait
For example: if an employee is considered good on one account, he is treated well on all
accounts. But in reality, he may not be good on every account
Halo effect is related with the total personality assessment based only on a single
trait If a manager is found intelligent he is considered
dependability and for other purposes
Contrast effect
N.Senthil Kumar. Assistant professor .KVIMIS.
good
for cooperation
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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contrast effect is another factor of social perception
For example, what a manager emphasis the employee take different picture of the stimuli
For example manager asks the employees to increase productivity for getting extra bonus
Employees may view this stimulus or message as the manager is bothered for his problem
INTERPERSONAL PERCEPTION
Interpersonal perception is the process by which individuals attribute characteristics or
trails to other people
The perception process is follows the some sequence of observation, selection,
organization, interpretations and response.
Perceptions of situations, events and objects are important, but individual differences in
perceptions of other people are crucial to understand the behaviour in work setting
For Example, suppose that you meet a new employee at lunch time . He focuses his
achievements and his qualification. You may from the impression that, he is self centered. But
your perceptions may always be strongly affected by this first impression called the primary
effect
MOTIVATION
“Motivation means a process of stimulating people to action to accomplish desired goals”
-Scot
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“motivation is the process of attempting to influence others to do your will through the
possibility of reward”
-Edwin B. Flippo
IMPORTANCE OF MOTIVATION
Motivation is one of the important functions of the management without which
organizational objectives are difficult to achieve. It is the integral part of the management
process and every manager must motivate his subordinates to create in them the will to work.
Motivation is necessary for the better performance. The importance of motivation is briefly
discussed below
Proper utilization of human resources possible since it inspires employees to make best
possible use of different factor of production
Proper motivations improve the efficiency of operation
Motivation creates a willingness on the part of workers to do the work in a better way
Higher motivation leads to job satisfaction. As a result of this labour absenteeism and
turnover are low
Motivation helps to solve the labour problems and maintain good relations
Motivation is the basis of co operation to get the best results out of the men on the job.
Efficiency and output are increased through co operation
High motivation helps to reduce resistance to change
By providing proper motivation, all the members will try to be as efficient as possible and
to improve upon their skill and knowledge
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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Financial and non financial incentives not only retain the existing employees but also
attract the component employees from outside the enterprise
A proper motivation scheme promotes closer relationship between enterprise and workers
TYPES OF MOTIVATION
POSITIVE MOTIVATION
Positive motivation involves proper recognition of employee’s efforts and appreciation of
employee contribution towards the goal achievement. Economic benefits, participation in
decision making process, pride and delegation of authority and responsibility are some of the
methods of positive motivation. Such motivations improve the standard of performance, lead to
good item sprit, a sense of co operation and fetching of belonging and happiness
NEGATIVE MOTIVATION
This motivation is based on force, fear and threats. The fear of punishment or unfavorable
consequences affects the behavioral changes. If the worker fails to complete the work, they may
be threatened with demotion, dismissed, lay-off, pay cut etc. the negative motivation gives
maximum benefits in the short run.
EXTRINSIC MOTIVATION
This motivation is induced by external factors, which are primarily financial in nature.
These incentives and rewards have been subjected of debate, whether they really motivate the
employee simply move them to work or perform. These motivation includes higher pay,
retirement benefits , rest periods, holidays, profit sharing schemes , health and medical insurance,
vacationed
N.Senthil Kumar. Assistant professor .KVIMIS.
ORGANIZATIONAL BEHAVIOUR- LECTURE NOTES
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INTRINSIC MOTIVATION
Intrinsic motivation is available at the time of performance of work. These motivations
provide a satisfaction during the performance of the work itself. Some of the intrinsic
motivations are praise, recognition, responsibility, esteem, power, status , participation etc.
THANK YOU,,,,,
ALL THE BEST
N.Senthil Kumar. Assistant professor .KVIMIS.