1. UNIT-III ELEMENTS OF HUMAN BEHAVIOUR AT WORK

2. ORGANISATIONAL BEHAVIOUR
IS A FIELD OF STUDY; THAT INVESTIGATES; THE IMPACT OF INDIVIDUALS, GROUPS AND STRUCTURE; ON BEHAVIOUR WITHIN ORGANISATIONS; FOR THE PURPOSE OF APPLYING SUCH KNOWLEDGE; TOWARDS IMPROVING ORGANISATION’S EFFECTIVENESS.

3. CONCEPT OF OB A FIELD OF STUDY AND NOT A DISCIPLINE;
INTERDISCIPLINARY APPROACH;
AN APPLIED SCIENCE;
NORMATIVE & VALUE CENTRED;
HUMANISTIC & OPTIMISTIC;
ORIENTED TOWARDS ORGANISATIONS OBJECTIVE(S); AND
A TOTAL SYSTEMS APPROACH.

4. NEED OF ORGANISATIONAL BEHAVIOUR
EMPLOYEE
EMPLOYEE GOALS
ETHICS
ORGANISATION
SUPERORDINATE GOALS OF MUTUAL INTEREST
MUTUAL ACCCOMPLISH -
MENT OF GOALS
SOCIETY
ORGANISATIONAL GOALS
SOCIAL SYSTEMS, MUTUAL INTEREST & ETHICS

5. IMPORTANCE OF OB
HELPS INDIVIDUALS TO UNDERSTAND THEMSELVES AND OTHERS BETTER. (ATTITUDE, PERCEPTION, LEADERSHIP, COMMUNICATION, INTER-PERSONAL RELATIONS, MOTIVATION, GRIEVANCE, CONFLICT, TRANSACTIONAL ANALYSIS ETC) ;
THROUGH MOTIVATION UNDERSTAND ITS BASIS, TO GET BETTER RESULTS. (INDIVIDUALS, GROUPS, ORGANISATIONS) ;
HELPS TO IMPROVE COMMUNICATION SKILLS ;
SEEKS TO SATISFY INDIVIDUAL NEEDS & ATTAIN OBJECTIVES ;
SUGGESTS APPROACHES TO CREATE GOOD ORGANISATIONAL CLIMATE / ENVIRONMENT :-
GOOD PHYSICAL & MENTAL WORKING CONDITIONS ;
ADEQUATE COMPENSATION ; &
BETTER EQUIPMENT / TOOLS
MUTUAL TRUST ;
OPPORTUNITIES FOR GROWTH ;
RELATION WITH OTHERS ; &
SENSE OF ACHIEVEMENT.

6. FOUNDATIONS OF O.B. OB SOCIAL SYSTEMS INDIVIDUAL DIFFERENCES WHOLE
PERSON
MUTUALITY OF
INTERESTS OB
CAUSED BEHAVIOUR
(MOTIVATION)
HUMAN DIGNITY (VALUES)
NEED FOR
MANAGEMENT
HOLISTIC
CONCEPT (ETHICS)
(PEOPLE)
(ORGANISATION)

7. PERSONALITY
IS THE SUM TOTAL OF WAYS IN WHICH AN INDIVIDUAL REACTS AND INTERACTS WITH OTHERS
CONCEPT:
HOW PEOPLE AFFECT OTHERS AND HOW THEY UNDERSTAND & VIEW THEMSELVES, AS WELL THEIR PATTERN OF INNER & OUTER MEASURABLE TRAITS AND THE PERSON SITUATION INTERACTION.

8. INDIVIDUAL PERSONALITY
PERSONALITY- NATURE
BIOLOGICAL FACTORS
(HEREDITARY, BRAIN,
PHYSICAL FEATURES)
(MENTAL, EMOTIONAL STATES)
INDIVIDUAL PERSONALITY
FAMILY & GROUP FACTORS
(HOME, FAMILY, SOCIAL)
(SOCIALISATION & IDENTIFICATION)
SITUATIONAL FACTORS
(RELIGIOUS PLACE, FESTIVAL)
CULTURAL FACTORS
(INDEPENDENCE, AGGRESSION, COMPETITION, CO-OPERATION)

9. PERSONALITY TRAITS
TRAITS ARE ENDURING QUALITIES OF AN INDIVIDUAL THAT ARE NOT COMPLETELY INBORN BUT CAN BE DEVELOPED.
EXAMPLES OF TRAITS:
EXTROVERSION
AGREEABLENESS
CONSCIENTIOUSNESSS
EMOTIONAL STABILITY
OPENNESSS TO EXPERIENCE
LOCUS OF CONTROL
SELF ESTEEM
RISK TAKING

10. TYPES OF PERSONALITIES
TYPE ‘A’
TYPE ‘B’

11. TYPES OF PERSONALITIES (Contd.)
TYPE ‘A’ PERSONALITY – TO ACHIEVE MORE & MORE IN LESS & LESS TIME.
ARE ALWAYS MOVING, WALKING & EATING FAST,
FEEL IMPATIENT WITH THE RATE AT WHICH EVENTS TAKE PLACE,
LIKE TO THINK OR DO TWO OR MORE THINGS AT A TIME.
CANNOT COPE WITH FREE TIME.
ARE OBSESSED WITH NUMBERS, MEASURING THEIR SUCCESS IN TERMS OF HOW MANY OR HOW MUCH OF EVERY THING THEY ACQUIRE.
TYPE ‘A’ – OPERATE UNDER MODERATE TO HIGH STRESS LEVELS; FAST WORKERS, QUICK DECISION MAKERS, LESS CREATIVE.

12. TYPES OF PERSONALITIES (Contd…)
TYPE – ‘B’ PERSONALITY
NEVER SUFFER FROM A SENSE OF TIME URGENCY.
FEEL NO NEED TO DISPLAY OR DISCUSS EITHER THEIR ACHIEVEMENTS UNLESS IT IS DEMANDED BY THE SITUATION.
PLAY FOR FUN & RELAXATION RATHER THAN TO EXHIBIT THEIR SUPERIORITY AT ANY COST.
CAN RELAX WITHOUT FEELING GUILTY.

13. PERCEPTION
IS A PROCESSe , BY WHICH INDIVIDUALS ORGANISE AND INTERPRET THEIR SENSORY IMPRESSIONS, IN ORDER TO GIVE MEANING TO THEIR ENVIRONMENT.
e - PROCESS IS INTELLECTUAL & PSYCHOLOGICAL HENCE SUBJECTIVE; BECAUSE
EACH INDIVIDUAL MAY HAVE DIFFERENT MEANING FOR THE SAME THING IN HIS/HER ENVIRNONMENT.

14. PERCEPTION PROCESS CHARACTERISTICS OF TARGET B E H A V I O U R
(VARIABLE) B E H A V I O U R
INPUTS
OBJECTS
EVENTS
PEOPLE
MECHANISM
SELECTION INTERPRETATION
ORGANISATION
OUTPUTS
ATTITUDES
OPINIONS
FEELINGS
VALUES
CHARACTERISTICS
OF SITUATION
CHARACTERISTICS
OF PERCEIVER
(VARIABLES)
PERCEPTION PROCESS

15. CHARACTERISTICS OF TARGET AFFECTING SELECTION- PERCEPTION
SIZE
INTENSITY
REPETITION
NOVELITY OR FAMILIARITY
CONTRAST
MOTION
STATUS
VISIBILITY TRAITS

16. CHARACTERISTICS OF PERCEIVER- AFFECTING PERCEPTION
SELF CONCEPT
BELIEFS
EXPECTATIONS
INNER NEEDS
RESPONSE DISPOSITION
RESPONSE SALIENCE
PERCEPTUAL DEFENCE
PERSONALITY
MENTAL SET

17. CHARACTERISTICS OF SITUATION AFFECTING PERCEPTION
TIME
WORK SETTING
SOCIAL SETTING

18. PRINCIPLES OF PERCEPTUAL ORGANISATION
FIGURE GROUND
GROUPING-PROXIMITY OR SIMILARITY
SIMPLIFICATION
CLOSURE

19. MANAGEMENT & BEHAVIOURAL APPLICATIONS OF PERSONALITY & PERCEPTION
EMPLOYEE INTERVIEW/ SELECTION OF EMPLOYEES
SAME CANDIDATE – DIFFERENT PERCEPTION OF MEMBERS OF SELECTION COMMITTEE.
MUST RECOGNISE THE PERCEPTUAL FACTORS, FOR IT IS IMPORTANT AFTER THAT WHO IS SELECTED & WHO IS NOT.
INFOMATION IS VAGUE, INCOMPLETE.
EMOTIONAL STATE OF INTERVIEWER OR STEREOTYPING.
PERFORMANCE EXPECTATION (ON JOB)
PEOPLE WILL VALIDATE YOUR PERCEPTION OF REALITY.
SELF FULLFILLING PROPHECY
YOU EXPECT BIG THINGS, PEOPLE WILL NOT LET YOU DOWN.

20. MANAGEMENT & BEHAVIOURAL APPLICATIONS OF PERSONALITY & PERCEPTION
ETHENIC PROFILING
PEOPLE FROM NORTH EAST (INDIA)
SEP 11, 2001 (9/11) – (eg. ARABS, MUSLIMS)
STEREO TYPING (BLACKS, WHITES)
PERFORMANCE EVALUATION (APPRAISAL)
CONFIDENTIAL REPORTS
OBJECTIVE & NOT SUBJECTIVE (JUDGEMENTAL)
FAVOURED / UNFAVOURED TASKS
EMPLOYEE EFFORT
MAY NOT BE ON PERCEPTION OF PERFORMANCE BUT ACTUAL EFFORT PUT IN
(eg. TEACHERS, STUDENTS, MANAGERS/WORKERS)

21. MANAGEMENT & BEHAVIOURAL APPLICATIONS OF PERSONALITY & PERCEPTION
INTERPERSONAL WORKING RELATIONS
MISCONCEPTIONS etc. –(SHOULD NOT RESULT IN UNNECESSARY CONFLICT).