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SKR ENGINEERING COLLEGE

DEPARTMENT OF MANAGEMENT STUDIES

571104 ORGANIZATIONAL BEHAVIOUR

PREPARED BY

K P SAJANA

LECTURER

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BA9204 ORGANIZATIONAL BEHAVIOUR 0 0 UNIT I FOCUS AND PURPOSE

5Defnition, need and importance o organizational behaviour Nature and

scope Frame work Organizational behaviour models.UNIT II INDIVIDUAL BEHAVIOUR 12

ersonalit! t!pes Factors in"uencing personalit! #heories $earning #!pes o learners #he learning process $earning theories Organizationalbehaviour modifcation. %isbehaviour #!pes %anagement &ntervention.'motions ( 'motional $abour 'motional &ntelligence #heories. )ttitudes *haracteristics *omponents Formation %easurement( +alues. erceptions &mportance Factors in"uencing perception &nterpersonal perception(&mpression %anagement. %otivation importance #!pes ' ects on workbehavior.UNIT III GROUP BEHAVIOUR 10Organization structure Formation -roups in organizations &n"uence -roup d!namics 'mergence o in ormal leaders and working norms -roupdecision making techni ues #eam building ( &nterpersonal relations *ommunication *ontrol.UNIT IV LEADERSHIP AND PO!ER "%eaning &mportance $eadership st!les #heories $eaders +s %anagers /ources o power ower centers ower and olitics.UNIT V DYNAMICS OF ORGANIZATIONAL BEHAVIOUR

10Organizational culture and climate Factors a ecting organizational climate &mportance. 0ob satis action Determinants %easurements &n"uence onbehavior. Organizational change &mportance /tabilit! +s *hange roactive+s 1eaction change the change process 1esistance to change %anagingchange. /tress 2ork /tressors revention and %anagement o stress 3alancing work and $i e. Organizational development *haracteristics ob4ectives . Organizational e ectivenessTE#T BOOKS TOTAL$ 45PERIODS5. /tephen . 1obins, Organizational 3ehavior, 6& $earning 7 earson

'ducation, 55 th edition, 899:.8. Fred $uthans, Organizational 3ehavior, %c-raw 6ill, 55 th 'dition, 8995. REFERENCES

5. /chermerhorn, 6unt and Osborn, Organizational behavior, 0ohn 2ile!, ; th

'dition, 899:.8. .2

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?. %c /hane @ +on -linov, Organizational 3ehaviour, > th 'dition, #ata %c-raw 6ill, 899A.

>. 6ellrigal, /locum and 2oodman, Organizational 3ehavior, *engage$earning, 55 th 'dition 899A.

B. &vancevich, Conopaske @ %aheson, Organizational 3ehaviour @%anagement, A th edition, #ata %c-raw 6ill, 899:.

UNIT I1% D&'(& )*+,(-.,/-)() group o people working together to attain common goals.2% ! ,/ - MBO) program that encompasses specifc goals, participative set, ar ane=plicit time period, with eedback on goal program

% ! ,/ 3) ) 6&,( ,//*- /-)( / &)*/uggests that we attribute causes to behavior based on observations o

certain characteristics o that behavior. 'mplo!ees observe their ownbehavior, determine whether it is a response to e=ternal or internal actors,and shape their uture motivated behavior accordingl!.4% ! ,/ 3) ) 6&,( & ,8-)*, ,::*),;)pproach to leadership that tries to identi ! behaviors that di erentiatede ective leaders rom nonleaders. &t uses rules o thumb, sub optimizing,and satis !ing in making decisions.5% ! ,/ 3) ) 6&,( ; , -;, )*+,(-.,/-)( / &)*

)n earl! approach to management that ocused on how organizations canbe structured most e ectivel! to meet their goals./*,8&* -)(

#he ualit! o being com ortable with relationships the opposite e=treme,introversion, is characterized b! more social discom ort.9% D&'(& +),) desirable ob4ective.10% D&'(& +), ,;;&:/,(;&

#he e=tent to which a person accepts a goal as his or her own.11% D&'(& +), ;)66-/6&(/

#he e=tent to which a person is personall! interested in reaching a goal.12% D&'(& +), ;)6:,/- - -/

#he e=tent to which the goals o more than one person or group can beachieved at the same time.1 % D&'(& +), 3-?; /

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#he e=tent to which a goal is challenging and re uires e ort.14% D&'(& +), :&;-';-/

#he clarit! and precision o a goal.

15% B*-&@ /& , ) / H, / )*(& / 3-& %

*onducted between 5;8A and 5;?8, these studies led to some o the frstdiscoveries o the importance o human behavior in organizations.1

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) temporar! alliance between two or more organizations that bandtogether to undertake a specifc venture.2"% D&'(& )* =)*;& 3-8&* -/

#he similarities and di erences in such characteristics as age, gender,ethnic heritage, ph!sical abilities and disabilities, race, and se=ualorientation among the emplo!ees o organizations.

29% ! ,/ 3) ) 6&,( )* -=& *& ,/-)( -: #he interrelationships between a person s work li e and personal li e.

0% ! ,/ 3) ) 6&,( )* : ,;& & ,8-)* #he pattern o action b! the members o an organization that directl! orindirectl! in"uences organizational e ectiveness.

UNIT II

1 D&'(& ,//-/ 3&)ttitude is a mental and neural state o readiness organized throughe=periences, e=isting a directive or d!namic in"uence upon theindividuals response to all ob4ects and situation with which it is related )ll ort2 D&'(& 8, &3asic convictions that a specifc mode o conduct or end(sate o e=istenceis personall! or socialit! pre erable to an opposite or converse mode o

conduct or end(state o e=istence( 1okeach! ,/ - 6)/-8,/-)(

#he processes that account ar an individualGs intensit!, direction andpersistence o e ort toward attainting a goal

4 ! ,/ - & -/ / &)*)n individual compare their 4ob inputs and out comes with those o othersand then respond to eliminate an! ine uities

5 ! ,/ - &>:&;/,(; / &)* #he strength o a tendenc! to act in a certain wa! depends on thestrength o an e=pectation that the act will be ollowed b! a given outcomes and an the attractiveness o that out come to the individual< ! ,/ - &6: ) && -(8) 8&6&(/) participate process that uses the entire capacit! o emplo!ees and isdesigned to encourage increased commitment to the organizationGssuccess.7 ! ,/ - :,*/-;-:,/-8& 6,(,+&6&(/

#he participative management is a process in which subordinates share asignifcant degree o decision( making power with their immediatesuperiors.

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" ! ,/ - , -/ ;-*; &) 2ork groups o emplo!ee who meet regularl! to discuss their ualit!problems, investigate causes, recommend solutions and take correctiveactions.9 ! ,/ - ) *)/,/-)(

#he 4ob rotation means a periodic shi ting o an emplo!ee rom one task

to another.10 ! ,/ - ) &( ,*+&6&(/&ncreasing the number and variet! o tasks that an individual per ormsresults in 4obs with more diversit!11 ! ,/ - ) &(*-; 6&(/

0ob enrichment is the vertical e=pansion o 4obs, increasing the degree towhich the worker controls the planning, e=ecution, and evaluation o hisor her work.

12 ! ,/ - ; / *& );)n emplo!eeGs eeling o con usion, insecurit!, an=iet! caused in astrange new work environment.1 ! ,/ - ;)+(-/-8& D- )(,(;&

#he an=iet! a person e=periences when two sets o knowledge aperception are contradictor! or incongruent. &t also occurs when a personbehaves a responds in a wa! inconsistent with his as her attitude.

14 ! ,/ - /&*&)/ :-(+ 0udging someone on the basic o oneGs perception o the group to whichthat person belongs.15 ! ,/ - :*)' -(+) rom o stereot!ping in which a group o individuals is singled out(t!picall! on the basic o race or ethnicit!( ar intensive in uir! scrutinizinga investigation.1< ! ,/ - , ) & &;/

#he halo e ect re ers to a cognitive bias whereb! the perception o aparticular trait is in"uenced b! the perception o the ormer traits in ase uence o interpretations.17 ! ,/ - D& : - /&; (- &

#he Delphi techni ue is a method ar obtaining orecasts rom a panel o independent e=perts over two or more rounds. Delphi method uses apanel o care ull! selected e=perts who answer a series o uestionnaires.1" D&'(& , &(/&&- 6Failure to show up or work.19 ! ,/ 3) ) 6&,( -+ '8& :&* )(, -/ /*,-/) set o undamental traits that is especiall! relevant to organizations.20 ! ,/ 3) ) 6&,( ; , -;, ;)(3-/-)(-(+

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) simple orm o learning that links a conditioned response with anunconditioned stimulus.21 D&'(& 3 , /* ;/ *& / &)*&dentifes motivation actors, which a ect satis action, and h!giene

actors, which a ect dissatis action.22 ! ,/ 3) ) 6&,( +-&(& =,;/)*

#hese actors are e=trinsic to the work itsel . #he! include actors such aspa! and 4ob securit!.2 D&'(& -6:*& -)( 6,(,+&6&(/) direct and intentional e ort b! someone to enhance his or her ownimage in the e!es o others.24 ! ,/ 3) ) 6&,( -(3-8-3 , 3- &*&(;&

ersonal attributes that var! rom one person to another.25 D&'(& -(3-8-3 , - 6

#he e=tent to which people place primar! value on themselves.

2< D&'(& ) ,(, - #he process o s!stematicall! gathering in ormation about specifc 4obs touse in developing a per ormance measurement s!stem, to write 4ob orposition descriptions, and to develop e uitable pa! s!stems.27 D&'(& ) 3& -+(6ow organizations defne and structure 4obs.

2" D&'(& ) &( ,*+&6&(/&nvolves giving workers more tasks to per orm.29 D&'(& ) &(*-; 6&(/'ntails giving workers more tasks to per orm and more control over howto per orm them.

0 D&'(& ) )::-(+Occurs when an individual makes ewer ad4ustments within theorganization and moves to di erent organizations to advance his or her

career.1 D&'(& ) *)/,/-)(

/!stematicall! moving workers rom one 4ob to another in an attempt tominimize monoton! and boredom.

2 D&'(& ) ,/- =,;/-)( #he e=tent to which a person is gratifed or ulflled b! his or her work.

D&'(& ) ,*-(+) situation in which two or more part(time emplo!ees share one ull(time

4ob.4 D&'(& ) :&;-, -.,/-)(

)dvocated b! scientifc management. &t can help improve eHcienc!, but itcan also promote monoton! and boredom.

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5 ! ,/ 3) ) 6&,( 6)/-8,/-)( ,(3 :*)3 ;/-8-/ #he stages o group development in which members cooperate, help eachother, and work toward accomplishing tasks.

< ! ,/ 3) ) 6&,( 6)/-8,/-)( =,;/)* #hese actors are intrinsic to the work itsel . #he! include actors such asachievement and recognition.

7 D&'(& 6)/-8&) actor that determines a person s choice o one course o behavior romamong several possibilities.

" ! ,/ 3) ) 6&,( )*+,(-.,/-)(, & ,8-)* 6)3-';,/-)(OB 6)3

#he application o rein orcement theor! to people in organizationalsettings.

9 ! ,/ 3) ) 6&,( :,*/-;-:,/-)(

#he process o giving emplo!ees a voice in making decisions about theirown work.40 D&'(& :&*;&:/-)(

#he set o processes b! which an individual becomes aware o andinterprets in ormation about the environment.

41 ! ,/ 3) ) 6&,( & &;/-8& :&*;&:/-)( #he process o screening out in ormation that we are uncom ortable with

or that contradicts our belie s.42 D&'(& & = &?;,;

#he e=tent to which we believe we can accomplish our goals even i weailed to do so in the past.

4 D&'(& /&*&)/ :-(+ #he process o categorizing or labeling people on the basis o a singleattribute.44 D&'(& /*,/&+-; 8, &

#he basic belie s about an organization s environment that shape itsstrateg!.45 ! ,/ 3) ) 6&,(

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4" ! ,/ 3) ) 6&,( T :& Z '*6 #his t!pe o frm is committed to retaining emplo!ees evaluates workersper ormance based on both ualitative and uantitative in ormationemphasizes broad career paths e=ercises control through in ormal,implicit mechanisms re uires that decision making occur in groups andbe based on ull in ormation sharing and consensus e=pects individuals

to take responsibilit! or decisions and emphasizes concern or people.49 D&'(& 8, &(;&

#he degree o attractiveness or unattractiveness a particular outcome hasor a person.

UNIT III1 ! ,/ - ;)+(-/-8& &8, ,/-)( / &)*

)llocating e=trinsic rewards or behavior that had been precious b!intrinsicall! rewarding tends to decrease the overall level o motivation2 ! ,/ - , +*) :

#wo or more individuals interacting and interdependent together havecome together to achieve particular ob4ective.

! ,/ - , =)*6, +*) :) ormal group is which designated work group defned b! theorganizationGs structure.

4 ! ,/ - ,( -(=)*6, +*) :) group that is neither ormall! structures non(organizationall!determined, appears in response to the need or social contract.5 ! ,/ - , ;)66,(3 +*) :) group composed o the individuals who report directl! to a givenmanager.

< ! ,/ - /, +*) : #he task group are those working together to complete a 4ob task.7 ! ,/ - ,( I(/&*& / +*) :

#he &nterest group those working together to attain a specifc ob4ectivewith which each is concerned." ! ,/ - =*-&(3 -: +*) :

#hose brought together because the! share one or more commoncharacteristic9 ! ,/ - C) & -8&(&Degree to which group members are attracted to each others and aremotivated to sta! in the group.10 ! ,/ - +*) :/ -(

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henomenon in which the norm or consensus overrides the realisticappraisal o alternative courses o action is known as groupthink.11 ! ,/ - +*) : -=/) change in decision risk between the groupGs decision and the individualdecision the members within the group would make, can be either towardconservation or greater risk.

12 ! ,/ - ,( -(/&*,;/-(+ +*) : #!pical groups, in which members interact with each other ace to ace.1 ! ,/ - *,-( /)*6-(+)n idea( generation process that specifcall! encourages an! and allalternatives, while withholding an! criticism o those alternatives.14 ! ,/ - ()6-(, +*) : /&; (- &) group decision( making method in which individual members meet aceto ace to pool their 4udgments in a s!stematic but independent ashion.

15 ! ,/ - ;)66 (-;,/-)( :*);& #he communication process that steps between a source and a receiverthat result is the trans erence and understanding o meaning.1< D&'(& ;)66 (-;,/-)(*ommunication means trans erence o message or e=change o ideas,

acts, opinion or eeling b! two or more persons.17 ! ,/ - G*,:&8-(&

#he organizationGs in"amed communication network is known as

grapevine.1" ! ,/ - G*) : D (,6-;

#he social process b! which people interact ace to ace in small group iscalled group d!namic.

19 ! ,/ - /&,6 )*) team is a small number o people with complementar! skills who arecommitted to a common purpose, per ormance goals, and approach or

which the! hold themselves mutuall! accountable.20 D&'(& ;)(/*) -(+

#he process o monitoring actual organizational activities so as to keepthem headed toward the set goal a correcting "ows a deviation, i an!.21 D&'(& ,?(-/ +*) :*ollections o emplo!ees rom the same level in the organization whomeet on a regular basis to share in ormation, capture emergingopportunities, and solve problems.22 D&'(& ); )= ;)(/*)

#he e=tent to which people believe their circumstances are a unction o their own actions versus e=ternal actors be!ond their control.2 ! ,/ 3) ) 6&,( ()6-(, +*) : /&; (- &

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#echni ue in which group members ollow a generate(discussion(votec!cle until the! reach an appropriate decision.24 D&'(& )*+,(-; /* ;/ *&

#his structure is set up like a network. 2ithin it, interactions andcommunications are horizontal, knowledge resides wherever it is mostuse ul to the organization, and membership re uires a commitment to the

organization s tasks.25 D&'(& *&=*&&.-(+

#he process o making new behaviors relativel! permanent and resistantto urther change.2< D&'(& *&-(=)*;&6&(/

#he conse uences o behavior.27 D&'(& *&-(=)*;&6&(/ 3- ;*-6-(,/-)(

#he process o recognizing di erences between behavior and

rein orcement in di erent settings.2" ! ,/ 3) ) 6&,( *&-(=)*;&6&(/ +&(&*, -.,/-)(

#he process through which a person e=tends recognition o similar oridentical behavior(rein orcement relationships to di erent settings.29 ! ,/ 3) ) 6&,( *&-(=)*;&6&(/ / &)*

#his theor! is based on the idea that behavior is a unction o itsconse uences.

0 ! ,/ 3) ) 6&,( /, 3&6,(3

/tressors associated with the specifc 4ob a person per orms.1 ! ,/ 3) ) 6&,( /, &(8-*)(6&(/

#his environment includes specifc organizations, groups, and individualsthat in"uence the organization.

2 ! ,/ 3) ) 6&,( /, +*) :) relativel! temporar!, ormal group established to do a specifc task.

D&'(& /&,6

) small number o people with complementar! skills who are committedto a common purpose, common per ormance goals, and approach orwhich the! hold themselves mutuall! accountable.

4 ! ,/ 3) ) 6&,( /&; (-;, /, /&6 #he means b! which inputs are trans ormed into outputs.

UNIT IV1% ! ,/ - A /)()6

#he degree to which the 4ob provides substantial reedom and discretionto the individual in scheduling the work and in determining theprocedures to be used in carr!ing it out2% ! ,/ - O::)*/ (-/ /) :&*=)*6

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6igh levels o per ormance are partiall! a unction o an absence o obstacles that *O% train the emplo!ee

% ! ,/ 3) ) 6&,( ,;;&:/,(;& / &)* )= , / )*-/ #he theor! that the manager s authorit! depends on the subordinate sacceptance o the manager s right to give directives and to e=pectcompliance with them.

4% D&'(& , / )*-/,*-,(- 6 #he belie that power and status di erences are appropriate withinhierarchical social s!stems such as organizations.5% D&'(& , / )*-/

ower that has been legitimized within a particular social conte=t.

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15% D&'(& &,3-(+ #he process o getting the organization s members to work togethertoward the organization s goals.1

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#he s!stem that consists o all organizational components, includingpeople, processes, rules and procedures, and decision(making activities,involved in allocating compensation and benefts to emplo!ees ine=change or their contributions to the organization.

UNIT V1% ! ,/ - A;/-)( R& &,*;

) change process based on s!stematic collection o data and thenselection o a change action based on what the anal!zed data indicate.2% ! ,/ - S&( -/-8-/ T*,-(-(+

#raining groups that seek to change behaviour through unstructuredgroup interaction.

% ! ,/ - I(/&* +*) : D&8& ):6&(/OD e orts to change the attitudes, stereot!pes and perception thatgroups have o each other.

4% ! ,/ - A::*&;-,/-8& I( -*)ppreciative in uir! seeks to identi ! the uni ue ualities and specialstrengths o an organization, which can then be built on to improveper ormance.5% ! ,/ - I(()8,/-)() new idea applied to initiating or improving a product, process or service.

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organizational goals or ma4orit! and minorit! groups, and low levels o intergroup con"ict.12% D&'(& )*+,(-.,/-)( ; -6,/&*urrent situations in an organization and the linkages among workgroups, emplo!ees, and work per ormance.1 % D&'(& )*+,(-.,/-)( ; / *&

#he set o values that helps the organization s emplo!ees understandwhich actions are considered acceptable and which unacceptable.14% D&'(& )*+,(-.,/-)( 3&8& ):6&(/

#he process o planned change and improvement o the organizationthrough application o knowledge o the behavioral sciences.15% D&'(& )*+,(-.,/-)(, /*& )*Factors in the workplace that can cause stress.1