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HUBERT KAIRUKI MEMORIAL UNIVERSITY
DEPARTMENT OF BEHAVIOURAL SCIENCES
TOPIC; DYNAMICS OF ORGANIZATIONAL
BEHAVIOUR
FACILITATOR; MR LEMA
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PRESENTERS
 RAYYAN SAID
FATMA SAID BAESH
ASHA SALUM HAMAD
ENOCK RAPHAEL
RAMADHAN IDDY
GAMBUNA DAVID
VALENTINE JUVINILE
TUMENYE AMBAKISYE
MARTIN JOSHUA
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OBJECTIVES
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INTRODUCTION
ATTITUDE
PERSONALITY
PERCEPTION
LEARNING
STRESS MANAGEMENT
SUMMARY
CONCLUSION
RECOMMENDATION
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OVERVIEW
 Employees and managers bring their individual differences
to work each day
 Differences in attitudes, values, personality, and behavior
influence
 how people interpret an assignment,
 whether they like to be told what to do
 how they handle challenges
 how they interact with others
Manager’s Challenge: Quick Eagle Networks
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Organizational Behavior
• Interdisciplinary field dedicated to the study of
 attitudes
 behavior
 performance
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Interdisciplinary Influences on
Organizational Behavior
Economics
Cultural Anthropology
Management
Sociology
Psychology
Vocational Counseling
Ethics
Organizational
Behavior
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Industrial
Engineering
Organizational Citizenship
 Work behavior that goes beyond job requirements and
contributes as needed to the organization’s success
● Being helpful to coworkers and customers
● Doing extra work when necessary
● Looking for ways to improve products & procedures
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Attitudes
 Cognitive and affective evaluation that predisposes a
person to act in a certain way
 Attitudes determine how people
 Perceive the work environment
 Interact with others
 Behave on the job
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Components of an Attitude
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Components of Attitudes
Particularly important when attempting to change attitudes
 Cognitive component includes the beliefs, opinions, and
information the person has about the object of the
attitude
 Affective component is the person’s emotions or
feelings about the object of the attitude
 Behavioral component of an attitude is the person’s
intention to behave toward the object of the attitude in
a certain way
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High-Performance Work Attitudes
 Two attitudes that might relate
to high performance
 Job Satisfaction
 Organizational Commitment
Managers of today’s knowledge workers often rely on
job satisfaction to keep motivation and enthusiasm for
the organization high
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High-Performance Work Attitudes
 Job Satisfaction = positive attitude toward one’s
job
 Organizational Commitment = loyalty to and
heavy involvement in one’s organization
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Conflicts Among Attitudes
 Cognitive Dissonance = condition in which two
attitudes or a behavior and an attitude conflict
 Leon Festinger – 1950s
 People want to behave in accordance with their
attitudes
 Usually will take corrective action
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Perception
 Cognitive process people use to make sense out of
the environment by
● Selecting
● Organizing
● Interpreting information
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Perception
Perception Process: Cognitive process
used to make sense out of the
environment (3 steps)
 Observe information via senses
 Screen information & select what to
process
 Organize selected data into patterns
Perceptual Selectivity:
process by which
individuals screen and
select various stimuli that
vie for their attention
 Primacy (toward beginning)
 Recency (toward end of event)
Perceptual Distortions: errors in perceptual
judgment arising from inaccuracies in any part
of the perceptual process
Common Errors:
 Stereotyping
 Halo effect
 Projection
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Common Perceptual
Distortions
Stereotyping
 Tendency to assign an individual to a group or
broad category and then attribute
generalizations about the group to the
individual
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Common Perceptual
Distortions
Halo
Effect
 Overall impression of a person or situation based
on one characteristic, either favorable or
unfavorable
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Common Perceptual
Distortions
 Tendency to see
one’s own
personal traits in
other people
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Projection
Common Perceptual
Distortions
Perceptual
Defense
 Tendency of perceivers to protect themselves by
disregarding ideas objects, or people that are
threatening to them
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Attributions
 Judgments about what caused a person’s behavior—
either characteristics of the person or of the situation
 As people organize what they perceive, they often
draw conclusions
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External or Internal Attributions
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Attribution Biases
Fundamental Attribution Error = tendency to
underestimate the influence of external factors on
another’s behavior and to overestimate the influence
of internal factors
Self-serving Bias = tendency to overestimate the
contribution of internal factors to one’s sucesses and
the contribution of external factors to one’s failures
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Personality
 Set of characteristics that underlie a relatively
stable pattern of behavior in response to ideas,
objects, or people in the environment
 Big Five Personality Factors
 Extroversion
 Agreeableness
 Conscientiousness
 Emotional Stability
 Openness to Experience
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Big Five Personality Factors
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Emotional Intelligence (EQ)
Basic Components
Self-awareness: basis for all other components, being aware of
what you are feeling
Self-management: control disruptive or harmful emotions and
balance one’s moods so they do not cloud thinking
Social awareness: understand others and practice empathy
Relationship awareness: connect to others, build positive
relationships, respond to emotions of others, and influence
others
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Behaviors Influenced by Personality
 Authoritarianism = belief that power and status
differences should exist within the organization
Stick to conventional values
Obey recognized
authority above them
Critically judge others
Oppose the use of
subjective feelings
Concerned with power
and toughness
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Behaviors Influenced by Personality cont…
 Machiavellianism = tendency to direct much of
one’s behavior toward the acquisition of power
and the manipulation of other people for
personal gain
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Problem Solving Styles
Individuals differ in the way they solve problems
and make decisions
Gathering and evaluating information are
separate activities
● Gather information
● Sensation
● Intuition
● Evaluate information
● Thinking
● Feeling
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Learning and Learning Styles
 Learning = change in behavior or performance
that occurs as the result of experience
 Learning Styles
Diverger
Assimilator
Converger
Accommodator
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Stress and Stress Management
 Stress = physiological and emotional response to
stimuli that place physical or psychological demands
on an individual
 Type A Behavior = pattern characterized by extreme
competitiveness, impatience, aggressiveness, and
devotion to work
 Type B Behavior = pattern that lacks Type A and
includes a more balanced, relaxed lifestyle
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Work Stress
Four Categories
Job Tasks Demands
Physical Demands
Role Demand (Sets of expected behaviors)
Interpersonal Demands
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Recommendation
 People conducting organisations like managers and
directors should be fully aware of different kinds of
their employees and costermars so as to have a highly
effective and productive organisations.
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Conclusion
 Organizations should make sure that they catch
people’s interests and attention for them to love their
jobs and be committed with them.
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REFFERENCES
 WIKIPEDIA FREE ENCYCLOPEDIA
 OXFORD DICTIONARY
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