ORGANIZATIONAL BEHAVIOUR FOR BUILDING MANAGERS

Contents
PREFACE .......................................................................................................................................... 7 About the Author ............................................................................................................................ 8
............................................................... 9
1.1 MEANING AND DEFINITION ............................................................................................ 9
1.2 SCOPE AND IMPORTANCE ............................................................................................... 9
1.2.1 SCOPE OF ORGANIZATIONAL BEHAVIOUR: .......................................................... 9
Figure 1.1 Scope of Organizational Behaviour ........................................................................... 9
1.2.2 IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR ........................................... 11
1.3 RELATIONSHIP BETWEEN ORGANIZATIONAL BEHAVIOUR (OB) AND THE INDIVIDUAL .............................................................................................................................. 14
Figure 1.2 Understanding the relationship between OB and the individual ......................... 14
1.3.1 CONCEPT OF INDIVIDUAL PERSPECTIVE IN OB ................................................. 15
1.4 EVOLUTION OF OB ........................................................................................................... 17
Figure 1.3 Evolution of OB......................................................................................................... 17
1.4.1. CLASSICAL MANAGEMENT THEORIES ................................................................. 17
1.4.2. HUMAN RELATIONS MOVEMENT ........................................................................... 18
1.4.3. BEHAVIOURAL SCIENCE APPROACH .................................................................... 19
1.4.4. CONTEMPORARY OB AND MODERN BEHAVIOURAL SCIENCE .................... 19
1.5 MAJOR DISCIPLINES AND THEIR CONTRIBUTION TO OB .................................. 20
1.6 MODELS OF OB .................................................................................................................. 23
Figure 1.4 Models of OB ............................................................................................................. 23
Figure 1.5 SOBC Model.............................................................................................................. 25
1.7 LIMITATIONS OF OB ........................................................................................................ 27 ............................................................................ 30
2.1 INTRODUCTION TO VALUES AND ATTITUDES ....................................................... 30
2.1.1 VALUES ............................................................................................................................. 30
2.1.2 DESIGNING VALUE BASED ORGANISATION ......................................................... 31
Case 1: Compromising on values on your way to success – an organizational perspective ......... 31
2.2 ATTITUDES ......................................................................................................................... 33
2.2.1 COMPONENTS OF ATTITUDE ..................................................................................... 33
Figure 2.1 Components of Attitude ........................................................................................... 34
2.2.2 EXAMPLE OF THE COMPONENTS IN AN ATTITUDE ....................................... 34
2.3 DEFINITION AND CONCEPT OF EMOTIONS ............................................................. 36
2.3.1 EMOTIONAL INTELLIGENCE (EI) ............................................................................. 36
Figure 2.2 Emotional Intelligence .............................................................................................. 36
2.3.1.1 BENEFITS OF EI: .......................................................................................................... 37
2.3.2 DIFFERENCE BETWEEN EQ AND IQ: ....................................................................... 37
2.4 PERSONALITY & ATTITUDE .......................................................................................... 37
2.4.1 DEFINITION OF PERSONALITY: ................................................................................ 37
2.4.2 IMPORTANCE IN PERFORMANCE: ........................................................................... 37
2.4.3 THE MYERS-BRIGGS TYPE INDICATOR (MBTI): ................................................. 38
2.4.4 THE BIG FIVE PERSONALITY MODEL: ................................................................... 40
2.4.5 JOHARI WINDOW: ......................................................................................................... 41
2.4.6 TRANSACTION ANALYSIS: .......................................................................................... 42 .................................................................................... 45
3.1 PERCEPTION ...................................................................................................................... 45
3.1.1 MEANING AND CONCEPT: .......................................................................................... 45
3.1.2 FACTORS INFLUENCING PERCEPTION: ................................................................. 45
Figure 3.1 Factors Influencing Perception................................................................................ 45
3.2 SELECTIVE PERCEPTION: ............................................................................................. 48
3.3 ATTRIBUTION THEORY: ................................................................................................. 49
3.4 PERCEPTUAL PROCESS: ................................................................................................. 51
3.5 SOCIAL PERCEPTION: ..................................................................................................... 52
3.6. MOTIVATION .................................................................................................................... 52
3.6.1 CONTENT THEORIES OF MOTIVATION: ................................................................ 52
3.6.1.1 MASLOW'S HIERARCHY OF NEEDS THEORY: .................................................. 52
Figure 3.2 Maslow's Hierarchy of Needs .................................................................................. 52
3.6.1.1 HERZBERG’S TWO-FACTOR MODEL THEORY ................................................. 53
Table 3.1 Comparison between Maslow’s Theory and Herzberg’s Theory .......................... 53
3.6.2 PROCESS THEORIES OF MOTIVATION: ................................................................. 54
3.6.2.1 VROOM’S EXPECTANCY THEORY: ....................................................................... 54
Figure 3.3 Vroom's Expectancy Theory.................................................................................... 54
3.6.2.2 PORTER-LAWLER MODEL: ..................................................................................... 56
3.6.3 CONTEMPORARY THEORIES: ................................................................................... 57
Case 2: Is motivation linked to supervision?................................................................................. 58 .................................................................................... 62
4.1 GROUP: ................................................................................................................................. 62
4.2 GROUP BEHAVIOUR: ....................................................................................................... 62
4.3 GROUP DYNAMICS: .......................................................................................................... 62
4
4.4 TYPES OF GROUPS............................................................................................................ 62
4.4.1 FORMAL GROUPS: ......................................................................................................... 62
4.4.2 INFORMAL GROUPS: .................................................................................................... 62
4.5 THE FIVE-STAGE MODEL OF GROUP DEVELOPMENT......................................... 62
Figure 4.1 Five Stage Group Model .......................................................................................... 63
4.6 TEAM EFFECTIVENESS & TEAM BUILDING ............................................................ 64
4.7 GROUP CONFLICT ............................................................................................................ 64
Case 3: Managing Group Dynamics and Conflict Escalation at Pragma ....................................... 67
4.8 LEADERSHIP ....................................................................................................................... 69
4.8.1 LEADERSHIP STYLES ................................................................................................... 69
4.8.2 THEORIES OF LEADERSHIP: ...................................................................................... 72
Figure 4.2 Theories of Leadership ............................................................................................. 72 ............................................................................................ 75
5.1. DEFINITION AND MEANING OF CONFLICT ............................................................ 75
5.2. SOURCES OF CONFLICT ................................................................................................ 75
5.3 TYPES OF CONFLICT ................................................................................................. 75
Table 5.1 Types of Conflict......................................................................................................... 75
5.4 CONFLICT MANAGEMENT APPROACHES ................................................................ 77
Table 5.2 Conflict Management Approaches: .......................................................................... 77
5.5. CONFLICT MANAGEMENT STYLES ........................................................................... 78
Case 4: Non-Binary - A Myth or a Fad? Corporate Ramifications ................................................. 78
5.7. ORGANIZATIONAL CULTURE ..................................................................................... 81
5.8 ORGANIZATIONAL CHANGE PROCESS ..................................................................... 89
Figure 5.1: Steps in Organizational Change ............................................................................. 89 ............................................................................................... 94
6.1 STRESS IN WORKPLACE ................................................................................................. 94
6.2 POSITIVE AND NEGATIVE CONSEQUENCES OF STRESS ..................................... 95
6.3 WORK STRESSORS ........................................................................................................... 96
6.4 PREVENTION AND MANAGEMENT OF STRESS ....................................................... 96
Table 6.1 Strategies for stress management ............................................................................. 97
6.5 BALANCING WORK AND LIFE ...................................................................................... 97
6.6 IMPORTACE OF WORK-LIFE BALANCE .................................................................... 97
6.7 MANAGING STRESS BY MAINTAINING WORK LIFE BALANCE ......................... 98
6.8 VACATIONS/SABBATICALS ........................................................................................... 98
Table 6.2 Difference between Vacations and Sabbaticals ....................................................... 99
6.9 IMPORTANCE OF VACATIONS/SABBATICALS ...................................................... 100
6.10 WORKPLACE SPIRITUALITY .................................................................................... 101
Figure 6.1 Composition of Workplace Spirituality ................................................................ 101
6.11 MENTAL HEALTH AND HYGIENE............................................................................ 102
6.12 COUNSELING AND THERAPY .................................................................................... 102
Table 6.3 Difference between counselling and therapy ......................................................... 103
6.13 STRESSORS - SOURCES OF STRESS ......................................................................... 104
6.14 A MODEL OF OCCUPATIONAL STRESS ................................................................. 104
Figure 6.2: Transactional Model ............................................................................................. 104
6.15 STRESS VS. BURNOUT .................................................................................................. 105
6.16 A MODEL OF BURNOUT .............................................................................................. 105
Figure 6.3 Maslach's Model of Burnout .................................................................................. 106
Case 5: Stressors Unique to Age and Gender ............................................................................. 107
6.17 TIME MANAGEMENT MATRIX ................................................................................. 110 ......................................................................................... 112
7.1 INTRODUCTION TO COMMUNICATION .................................................................. 112
Figure 7.1 The Communication Process ................................................................................. 112
7.2 OBJECTIVES OF COMMUNICATION ......................................................................... 112
7.3. CHANNELS OF COMMUNICATION ........................................................................... 112
7.4 MODELS OF COMMUNICATION ................................................................................. 113
7.5 GROUP COMMUNICATION .......................................................................................... 113
7.6 GROUP COMMUNICATION CHANNELS ................................................................... 114
7.7. BARRIERS IN COMMUNICATION .............................................................................. 115
7.8 EFFECTIVE COMMUNICATION .................................................................................. 115
Case 6: Miscommunication and Its Organizational Effect .......................................................... 116 ............................................................... 121
8.1 LISTENING AS A MANAGERIAL PROCESS .............................................................. 121
8.2 IMPACT OF GOOD LISTENING ON MANAGERIAL EFFECTIVENESS .............. 121
8.3 PRACTICAL TIPS FOR IMPROVING LISTENING ................................................... 123
8.4 DIFFERENCE BETWEEN HEARING AND LISTENING ........................................... 123
8.5 INTERVIEW ....................................................................................................................... 125
8.6 TYPOLOGY OF INTERVIEWS ...................................................................................... 125
Table 8.1 Typology of Interviews ............................................................................................. 125
8.7 BASED ON STRUCTURE ................................................................................................. 126
8.8 BASED ON PURPOSE ....................................................................................................... 126
8.9 BASED ON FORMAT........................................................................................................ 127
8.10 INGREDIENTS FOR AN EFFECTIVE INTERVIEW ................................................ 129
8.11 PREPARING FOR THE INTERVIEW ......................................................................... 130
8.12 INTERVIEW FACING AND GUIDING TECHNIQUES ............................................ 131
8.12.1 INTERVIEW FACING TECHNIQUES...................................................................... 132
8.12.2 INTERVIEW GUIDING TECHNIQUES ................................................................... 133
Case 7: The Cost of Haphazard Hiring at Inditech ....................................................................... 134
8.13 GROUP DISCUSSION ..................................................................................................... 136
8.13.1 IMPORTANCE OF GROUP DISCUSSION IN AN ORGANIZATION ................. 136
8.13.2 INGREDIENTS OF A GOOD GROUP DISCUSSION ............................................. 137
8.14 NEGOTIATION ............................................................................................................... 138
8.14.1 IMPORTANCE OF NEGOTIATION IN AN ORGANIZATION ............................ 138
8.14.2 EFFECTIVE NEGOTIATION TECHNIQUES ......................................................... 139
8.14.3 GUIDING THE NEGOTIATION PROCESS ............................................................. 139
8.14.4 INGREDIENTS OF A GOOD NEGOTIATION PROCESS ..................................... 140
Case 8: Navigating the Compensation Dispute – Importance of Negotiation ............................ 141
Glossary ....................................................................................................................................... 145
Sources for further reading ..................................................................................................... 147
Books: ......................................................................................................................................... 147
Articles and Papers: ................................................................................................................. 147
Online Resources ......................................................................................................................