UNIT-III ELEMENTS OF HUMAN BEHAVIOUR AT WORK

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.

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.

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

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.

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)

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.

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)

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

TYPES OF PERSONALITIES TYPE ‘A’ TYPE ‘B’

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.

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.

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.

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

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

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

CHARACTERISTICS OF SITUATION AFFECTING PERCEPTION TIME WORK SETTING SOCIAL SETTING

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

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.

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)

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