Organizational Behaviour

I. Fundamentals of Organizational Behaviour

Organization: -Groups of people who work

interdependently toward some purpose
– structured patterns of interaction
– coordinated tasks
– work toward some purpose
 Organization
• Organization as two or more individuals who are
interacting with each other within a deliberately
structured set up and working in an interdependent way
to achieve some common objective/s. Organizations play
a major role in lives. We possibly cannot think of a single
moment in our lives when we are not depending on
organizations in some form or the other. Right from the
public transport that you use to come to your institute,
the institutes itself, the class you are attending at this
moment, are all examples of organizations.
 What is Behavior?
• It is the behavior of the people working in an
organization to achieve common goals or
objectives. Organization comprises of people
with different attitudes, cultures, beliefs,
norms and values.
 Organizational Behaviour
• OB refers to the behavior of individuals and
groups within organizations and the interaction
between organizational members and their
external environments.
• OB is a field of study that investigates the
impact that individuals, groups and structure
have on behavior within organizations for the
purpose of applying such knowledge towards
improving an organization's effectiveness.
 Scope of Organizational Behaviour
• Impact of personality on • Impact of culture on
performance organizational behavior
• Employee motivation
• Management of change
• Leadership
• How to create effective teams and
• Management of conflict and
groups stress
•  Study of different organizational • Organizational development
structures • Organizational culture
• Individual behavior, attitude and
• Transactional analysis
learning
• Perception • Group behavior, power and
• Design and development of effective politics
organization • Job design
• Job design • Study of emotion
Nature of Organizational Behavior (OB)

• Psychology
• Sociology
• Social psychology
• Anthropology
• Economics
• Political Science
 Goals of Organizational Behaviour
• The first objective is to describe, systematically,
how people behave under a variety of
conditions.
• A second goal is to understand why people
behave as they do
• Predicting future employee behavior is another
goal of organizational behavior.
• The final goal of Organisational behavior is to
control.
 Fundamental Concepts of Organizational
Behaviour
• Individual Difference
• Strata differences
• Caused Behavior
• Human Dignity
• Organizations are Social System
• Mutuality of interest
• Holistic Concept
• Need for management
– Planning
– Organizing
– Leading
– Controlling
 Models of Organizational Behaviour
• Top management’s models are particularly important to
identify, for the underlying model that exists within a
firm’s chief executive officer tends extend throughout that
firm. For this reason, models of organizational behavior
are highly significant. Classification models of OB:
• There are five models of OB
I. Autocratic model
II. Custodial model
III. Supportive model
IV. Collegial model
V. System model
 Autocratic model
• In this model we can find that this model relies on power. For example,
managers have the ability, authority to control their employees and the
employee’s performance in this stage will be much lower than expected.
• Short notes of this model:
1. Depends on power
2. Managerial orientation is authority
3. Employee orientation is obedience
4. Employee psychological result depends on boss
5. Employee needs met is minimal
6. Performance result is minimum
• Example: Defense team, because here officer hold power and authority
to obey them and thus soldiers are obedient to execute officer’s order.
 Custodial model
• This model usually depends on economic resources (money). For instance,
managers can simulate their employees by offering them facilities, and
benefits, but in this model the employee’s won’t work as a team (Less sharing
with others) because everyone will depend on his self to get more benefits
than the others.
• Short notes of this model:
1. Depends on economical resource
2. Managerial orientation is money
3. Employee orientation is security and benefit
4. Employee psychological result depends on organization
5. Employee needs met is security
6. Performance result is passive cooperation
• Example: Garments factory, because here it is based on economical resource.
Here labors execute their job for security and benefit, again here if an
organization do well then employee get better benefit.
 Supportive model
• This model relies on leadership. For example, managers support
their employees by encouraging, and supporting them to perform a
better job, get along with each other and as well as developing
their skills. The Performance results will be awakened drives.
• Short notes of this model:
1. Depends on leadership
2. Managerial orientation is support
3. Employee orientation is job and performance
4. Employee psychological result is participation
5. Employee needs met is status and recognition
6. Performance result is awakened drives
• Example: Software firm, because here leaders support there
employee to perform their tasks or their project.
 Collegial model
• This model means that employees depend on each other cooperatively
and work as a team to do the task. Everyone will be having a normal
enthusiasm self-discipline, and responsible behavior towards their tasks.
• Short notes of this model:
1. Depends on partnership
2. Managerial orientation is teamwork
3. Employee orientation is responsible behavior
4. Employee psychological result is self discipline
5. Employee needs met is self actualization
6. Performance result is moderate enthusiasm
• Example: Social organization such as willingly blood donation organization
BADHON, because here every one work as teamwork and each member
takes responsibilities for organizational goal. Each member works here
only for self actualization.
 System model:
• This model is based on trust, self-motivation, and the performance results will be more
than expected, because employees will be committed to do their tasks as expected, and as
well as organizational goals. After we explained the models in brief we would like to inform
you that the world nowadays requires from us necessary steps before we decide the best
model to have for an each organization. One of the most important things to consider is
that managers and leaders should clearly understand the nature of their organizations
before making any decision. Also, they have to consider and look at the changing in the
environment and of course the employee’s needs so that they can have the best model to
use to get a better result.
• Short notes of this model:
1. Depends on trust, community, understanding
2. Managerial orientation is caring, compassion
3. Employee orientation is psychological ownership
4. Employee psychological result is self motivation
5. Employee needs met is wide range
6. Performance result is passion, commitment, organization goal
• Example: Some corporate firm which are based on trust or community Where employees are
self motivated and committed for organizational goals.
 Autocratic Custodial Supportive Collegial System
Basis of Power Economical Leadership partnership Trust
Model Resource Community
Understanding

Managerial Authority Money Support Teamwork Caring

Orientation Compassion
Employee Obedience Security Job Responsible Psychological
orientation & & Behavior Ownership
Benefit Performance

Employee Depends Depends Partnership Self Self

Psychological On On Discipline Motivation
Result Boss Organization

Employee Subsistence Security Status Self Wide

Needs met & Actualization Range
Recognition

Performance Minimum Passive Awakened Moderate Passion

result Cooperation Drives Enthusiasm Commitment
Organizational
goal

Example Defense Garments Software Social Some

Team Factory Firm Organization Corporate
BADHON Firm
•Personality
•Perception OB Model
•Learning Individual
•Attitudes and Attribution Behaviour
•Motivation

•Group Dynamics
•Team Dynamics
•Leadership
Group Organizational
•Power and Politics
Behaviour Effectiveness
•Communication
•Conflict

•Organizational Culture
•Human Resource Policies and
Practices
•Work Stress
Organization
•Organizational Change and
Development
Emerging aspects of Organizational Behaviour:

• Managing Diversity.
• Changing demographics of workforce.
• Changed employee expectations.
• Globalization.
• Technology Transfer.
• Promoting Ethical Behaviour.
Emerging aspects of Organizational Behaviour:

Changing
Managing
demographics
Diversity
of workforce

Changed
Ethical
employee
Behaviour
expectations

OB
Technology
Transformation challenge Globalization
s
 Unit II
I. Perception,
II. Attitude,
III. Values and Motivation Concept, Nature, Process, Importance,
IV. Management Behavioral aspect of Perception.
V. Effects of employee attitudes;
VI. Personal and Organizational Values;
VII. Job Satisfaction;
VIII. Nature and Importance of Motivation;
IX. Achievement Motive;
X. Theories of Work Motivation:
a. Maslow’s Need Hierarchy Theory,
b. McGregor’s Theory ‘X’ and Theory ‘Y’
 I. Perception
• Perception is the act of seeing is there to be seen.
• The study of perception is concerned with
identifying the processes through which we
interpret and organize sensory information to
produce our conscious experience of objects and
object relationship.
• Perception is the process of receiving information
about and making sense of the world around us.
 Factors influencing Perception
Situational Factors

•Physical Setting
•Social Setting
•Organizational Setting

Perceivers Characteristics of the

characteristics perceived

•Needs •Nature
•Experiences Individuals •Size
•Values Perception •Appearance
•Attitudes •Location
•Personality
 Attitude
• Attitude are learned Feelings and beliefs of an
Individual or groups of people
• Attitude is mental state of readiness,learned
and organised through experience,exerting a
specific influence on person’s response to
people, object and situations with which it is
related.
 Effects of employee attitudes
• Affective –
feelings,sentiments,moods
and emotions about some
idea,person,event or object.
Affective
• Behavioral – the
predispositions to get on a
favorable or unfavorable
evaluation of something.
Behaviour Cognitive
• Cognitive – the beliefs,
opinion, knowledge, or
information held by the
individual,
 Motivation
• “Motivation is the result of
processes, internal or
external to the individual,
that arouse enthusiasm and
persistence to pursue a
certain course of action”
• “How behaviour gets started,
is energised, is sustained, is
directed, is stopped and what
kind of subjective reaction is
present in the organization
while all this going on”

Performance = f(ability x motivation)

 Importance of Motivation
1. Motivation coupled with ability leads to performance.
2. Motivated employees generally is more quality oriented.
3. Highly motivated workers are more productive than
apathetic workers.
4. Low attrition
5. Low turn over ratio.
6. Motivation as a concept represents a highly complex
phenomenon that affects, and is affected by a multitude
of factors in the organizational setup.
7. A must for technology based processes.
 Motivational Theories
• Maslow Need Hierarchy Theory.
• Herbergs Two factor Theory
a)Maslow Need Hierarchy Theory
Self-
Actu
alisa
tion
Esteem

Social Need
Safety and Security
Physiological
Herzberg's two factor Theory
McGregor's Theory X and Y
Maslow’s Hierarchy of Needs – Starter: Fill in the levels of
the hierarchy

Esteem Needs
Safety
Needs
Self Actualisation

Survival
Social Needs
Needs
 McGregor’s Theory
• McGregor looked at the
way in which employers
and employees
traditionally viewed
work – The employer
paid the money and
gave instructions, and
the worker did the job
without asking
questions (THEORY X)
 McGregor’s Theory X and Y
• Theory X workers:

• Don’t like working

• Do as little as they can get away with
• Don’t like things to change
• Need to be told what to do
• Cant be trusted to make a decision
• Are only interested in MONEY
• Must be closely watched
• Cant be trusted or relied upon
 McGregor's Theory y
• Theory Y workers:

• Enjoy their work

• Will work hard to get rewards
• Want to see new things happening
• Will work independently
• Can be trusted to make decisions
• Are motivated by things other than money
• Can work unsupervised
 Unit III
I. Personality Definition of Personality,
II. Determinants of Personality;
III. Theories of Personality- Trait and Type
Theories,
IV. The Big Five Traits,
V. Mytes-Briggs Indicator;
VI. Locus of Control,
VII.Type A and Type B Assessment of Personality
 I.Personality Definition of Personality,
• The term personality has been derived from latin
‘Persona’ which means “to speak through”. Thus,
personality is used in terms of influencing others
through external appearance. The sum total of ways
in which and individual reacts and interacts with
others.
• “Personality is the dynamic organisation within the
individual of those psycho-physical systems that
determine his unique, adjustments to his
environment.”-Allport.
 I. Personality Definition of Personality,

• According Ruch, personality should include

– External appearance and behaviour or social
stimulus value.
– Inner awareness of self as a permanent organising
forces.
– The particular pattern or organisation of
measurable traits both inner and other.
 II. Determinants of Personality;
• People are very Complex. They are different abilities and interests. Personality is an
important factor influencing and employees behavior.
– Cultural factor
– Family and Social factors
• Socialization Process
• Identification Process
– Situational factors
– Biological factors
• Physical Features
• Brain
• Heredity
– Other factors
• Temperament
• Interest
• Character
• Scheme
• Motives
 Pshycho - Analytical Theory.
• ID
• EGO
• SUPER EGO
 III - Type Theory
• Kretschmer and Sheldon.
• People are grouped into identifiable categories. One basis
for classifying personalities is the structure of the body.
– Short plump – (Endomorph) – Sociable, relaxed and even
tempered.
– Tall thin – restrained ,self conscious, and fond of Solitude.
– Heavy-Set muscular – Noisy, callous, and fond of physical
activity.
• Type theories are simple and popular but carry no
substance.
 III - Type Theory
• Carl Jung. (Swiss psychologist)
Introvert Extrovert
• Shy, quiet, and retiring. • Gregarious, Sociable,
• Greater sensitivity and Proactive
concern for feeling • Towards other
people,events and
objects
 III – Trait Theory.
• Less concerned with the explanation for
personality development…. More concerned
with describing personality and predicting
human behavior
Trait:-
• Consistent, enduring way of thinking, feeling or
behaving
• So…..– Trait theories attempt to describe
personality in terms of a person’s traits
 Trait Theories of Personality
• Gordon Allport
• Made one of the earliest
attempts to list the traits
that made up one’s
personality
– Found 200 in the dictionary
• – Thought these traits were
wired into an
• individual’s nervous system
• – No scientific evidence…..
 Trait Theories of Personality
Raymond Cattell
– Believed 200 traits were too many
– Defined 2 types of traits:
Surface and Source
• Surface traits
– Personality
characteristics easily
seen by other people
(one’s outward
actions)
• Source traits
– More basic traits that
underlie the surface
traits
 Trait Theories of Personality
• Raymond Cattell
• Discovered 16
Reserved Serious Trusting Conservative
sources traits
• He developed the
Concrete Rule-
Practical Group
sixteen personality thinker defying
Dependent
factor Easily upset Shy Forthright
Undisciplined
questionnaire
Submissive Submissive Submissive Relaxed
scored on a
continuum
 Trait Theories of Personality
The Big Five
– Thought 16 factors were still a
lot to discuss
– Several researchers came up
with 5 trait dimensions which
formed the five-factor model or
the Big Five
– Five Factors (OCEAN)
– Openness,
– conscientiousness,
– Extraversion,
– Agreeableness, and
– Neuroticism
 Trait Theories of Personality
The Big Five
– Openness
• Person’s willingness to try new
things/experiences
– Conscientiousness
• Person’s organization and motivation
– Extraversion
• Outgoing and social
– Agreeableness
• Basic emotional style of a person
(easygoing, friendly, and pleasant)
– Neuroticism
• A person’s emotional instability or
stability (excessive worriers,
overanxious, and moody)
 Myers-Briggs Indicator
• Extraversion (E) -(I) Introversion
• Sensing (S) -(N) Intuition
• Thinking (T) -(F) Feeling
• Judgment (J) -(P) Perception
 Locus of Control
• Locus of Control refers to an individual’s belief
that events are either with in one’s
control(internal locus of control) or are
determined by forces beyond one’s
control(External locus of Control)
Type A and Type B Assessment of Personality.
• Type A • Type B
The Type A personality generally lives at a The Type B personality generally lives at
higher stress level. This is driven by
a lower stress level and are typically:
• They enjoy achievement of goals, with
greater enjoyment in achieving of more • They work steadily, enjoying
difficult goals. They are thus constantly achievements but not becoming
working hard to achieve these. stressed when they are not achieved.
• They find it difficult to stop, even when • When faced with competition, they
they have achieved goals.
do not mind losing and either enjoy
• They feel the pressure of time, constantly
the game or back down.
working flat out.
• They are highly competitive and will, if • They may be creative and enjoy
necessary create competition. exploring ideas and concepts.
• They hate failure and will work hard to • They are often reflective, thinking
avoid it. about the outer and inner worlds.
• They are generally pretty fit and often
well-educated (a result of their anxiety).
 I. Work Stress Meaning and definition of Stress,

• Stress is an adaptive • Stress is not simply

response to an external anxiety or nervous
situation that results in tension.
physical, psychological • Stress need not always
and/or behavioral be damaging,
deviations for • Stress is not always due
organizational to overwork
participants. • Stress cannot be avoided.
• Body has limited capacity
to respond.
 II. Symptoms of Stress;
Stress Warning Signs and Symptoms
Cognitive Symptoms Emotional Symptoms
•Memory problems •Moodiness
•Inability to concentrate •Irritability or short temper
•Poor judgment •Agitation, inability to relax
•Seeing only the negative •Feeling overwhelmed
•Anxious or racing thoughts •Sense of loneliness and isolation
•Constant worrying •Depression or general unhappiness

Physical Symptoms Behavioral Symptoms

•Aches and pains •Eating more or less
•Diarrhea or constipation •Sleeping too much or too little
•Nausea, dizziness •Isolating yourself from others
•Chest pain, rapid heartbeat •Procrastinating or neglecting
•Loss of sex drive responsibilities
•Frequent colds •Using alcohol, cigarettes, or drugs to
relax
•Nervous habits (e.g. nail biting,
pacing)
 III. Sources of Stress
• Occupational
stress is stress involving work.
According to the current World
Health Organization's (WHO)
definition, occupational or
work-related stress "is the
response people may have
when presented with work
demands and pressures that
are not matched to their
knowledge and abilities and
which challenge their ability
to cope."
Relationship between Stressors and Stress

• Perception
• Past Experience
• Social Support
• Individual Differences

Stressors Stress
 Stressors Outcomes

Individual Level Behavioural

• Personality • Satisfaction
• Role overload • Performance
• Role Conflict • Absenteeism
• Role Ambiguity • Turnover
•Task Characteristics
• Accidents
• Substance Abuses
Group Level
• Managerial Behaviour Cognitive
• Lack of cohesiveness • Poor decision-making
• Intragroup Conflict • Lack of concentration
• Status Incongruence Stress • Forgetfulness
• Sexual Harassment
• Workplace Violence

Moderating Variables Physiological

Organizational Level • Perception
• Climate
• Increased Blood Pressure
• Past Experience • High Cholesterol
• Management Style
• Organizational Design
• Social Support • Heart Disease
• Individual Differences • Burnout
• Organizational life Cycle

Extra-Organisational
• Family
• Economy
• Lack of Mobility
• Quality of life
 III. Sources of Stress: Individual Level,

Individual Level Stressors

• Personality
• Role overload
• Role Conflict
• Role Ambiguity
• Task Characteristics
III. Sources of Stress – Group Level
Group Level
• Managerial Behaviour
• Lack of cohesiveness
• Intragroup Conflict
• Status Incongruence
• Sexual Harassment
• Workplace Violence
III. Sources of Stress – Organizational Level

Organizational Level
• Climate
• Management Style
• Organizational Design
• Organizational life Cycle
 III. Sources of Stress – Extra Organisational
level

Extra-Organisational
• Family
• Economy
• Lack of Mobility
• Quality of life
 IV. Effect of Stress – Burnouts
• Burnout is a troublesome
outcome of stress. It is
desirable to examine
burnout in detail.
• Burnout is a state of mind
resulting from prolonged
exposure to intense
emotional stress. It
manifests through emotional
exhaustion and a
combination of negative
attitude.
 V. Burnout
• Fatalism – A feeling that you lack control over
your work.
• Boredom – A lack of interest in doing your job
• Discontent – A sense of being unhappy with
your job
• Cynicism – A tendency to undervalue the
content of your job
• Inadequacy – A feeling of not being able to
meet your objectives
• Failure – A tendency to discredit your
performance
• Overwork – A feeling of having too much to do
and not enough time to complete it
• Nastiness – Rude behaviour
• Dissatisfaction – A feeling that you are not
being justly rewarded for your efforts
• Escape – A desire to give up and give away the
task.
 IV. Stress VS Burnout
Stress Burnout
The person feels fatigued The individual encounters chronic
exhaustion.

The person is anxious The individual is hypertensive

The person is dissatisfied with his or her job. The individual is bored and cynical about
their work.

The person’s job commitment has dropped The individual’s job commitment is virtually
off nil, he or she is mentally detached from the
organisation

The person feels moody The individual feels impatient, irritable and
unwilling to talk to others.

The person is having difficulty concentrating; The individual encounters mental depression
he or she tends to forget things

The person is having difficulty concentrating The individual does not seem to know where
he or she is , forgetfullness

The person undergoes physiological changes The individual begins to voice psychosomatic
such as increased blood pressure and heart complaints.
beat
 V. Stress Management – Individual Strategies,
Organizational Strategies

• Individual Strategy:
– Muscle Relaxation
– Biofeedback
– Meditation
– Cognitive Restructuring
– Time Management
 V. Stress Management – Individual Strategies,
Organizational Strategies
• Organizational Strategy:
– Improvements in the physical work environment.
– Job redesign to eliminate stressors
– Changes in workloads and deadlines
– Structural reorganization
– Changes in work schedules, more flexible hours and sabbaticals
– Management by objectives or other goal setting programmers
– Greater levels of employee participation, particularly in
planning changes that affect them and
– Workshops dealing with role clarity and role analysis.
– Employee assistance programme or wellness programmes are
being increasingly used by firms now a days.
 Targets of Organisational Stress Management Programmes

Organizational Stress Management

Programmes
Targeted at

Work Stressors
• Work load
• Job conditions
• Role conflict and Outcomes of Stress
ambiguity Employee Perception/ •Physiological
• Career Experience of Stress •Emotional
development •Behavioural
• Interpersonal
relations
• Aggressive
behaviour
• Conflict between
work and other
roles
 VIII. Employee Counseling

• It is usually been called as Employee

Assistance Programme and it consists of
– Diagnosis
– Treatment
– Screening
– Prevention
I. Group Behaviour and Leadership Nature of Group,

• “A collection of two or
more interacting
individuals with a
stable pattern of
relationships between
them, who share
common goals and who
perceive themselves as
being a group”
I. Group Behaviour and Leadership Nature
of Group,

Interaction
among
Members

Two or
More
Group

People see
Shared
themselves
Goals
as members
 I. Nature of Group
• Interaction among
members.
• Shared goals
• People see themselves
as groups
• Two or more people
needed
II. Types of Group
• Standing
Formal task Group
• Task Group
• Friendship
Informal • Reference
• Interest

• In Group
In or out
• Out Group

Change • Closed
of
Member
Group
ship • Open Group
 III. Nature of a Team
 A team is a small group of  Teams that recommend
people with complementary things. Established to study
skills, who work actively specific problems and
together to achieve a recommend solutions to
common purpose for which them.
they hold themselves  Teams that run things -
collectively accountable. Have formal responsibility
 Teams are one of the major for leading other groups.
forces behind revolutionary  Teams that make or do
changes in contemporary things. - Functional groups
organizations.
that perform ongoing tasks.
 III. Characteristics of Team
 Characteristics of teams with homogeneous
membership.
– Members are similar with respect to such variables as
age, gender, race, experience, ethnicity, and culture.
– Members can quickly build social relations and
engage in the interactions needed for teamwork.
– Homogeneity may limit the team in terms of ideas,
viewpoints, and creativity.
 III. Characteristics of Team
 Characteristics of teams with heterogeneous
membership.
– Members are diverse in demography, experiences, life
styles, and cultures, among other variables.
– Diversity can help improve team problem solving and
increase creativity.
– Diversity among team members may create performance
difficulties early in the team’s life or stage of development.
 III. Characteristics of Team
 Characteristics of teams with heterogeneous
membership (cont.).
– Enhanced performance potential is possible once short-
run struggles are resolved.
– Diversity can provide great advantages for high-
performance organizations.
 IV. Team Building
 Work groups and teams must master
challenges as they pass through the various
stages of group development.
 Team building is a sequence of planned
activities designed to gather and analyze data
on the functioning of a group and to initiate
changes designed to improve teamwork and
increase group effectiveness.
IV. Team Building
 IV. Team Building
 Approaches to team building.
– Formal retreat approach.
• Team building occurs during an offsite retreat.
– Continuous improvement approach.
• The manager, team leader, or members take
responsibility for ongoing team building.
– Outdoor experience approach.
• Members engage in physically challenging situations
that require teamwork.
 IV. Team Building
• Forming
• Storming
• Norming
• Performing

• Every effective team

goes through these
life cycle stages
 IV. Team Building
Forming
• Team members are
introduced and begin
getting to know each
other
• Goals and tasks are
established
• Generally polite behavior
among members
• Norms are not
understood
 IV. Team Building
Storming
• Members are sizing each
other up and may feel
more comfortable and
voice their views
• Members may compete
for team roles
• May argue about goals or
how they should be
accomplished
• May choose sides against
other members
 IV. Team Building
Norming
• Once issues are
resolved, agreement
occurs around team
norms and expectations
• Trust and common
interests are developing
• Roles and objectives
are clarified and
understood
 IV. Team Building
Performing
• Members make
contributions and are
motivated by results
• Leadership is shared
according to members’
knowledge and skills
• Norms and culture are
well understood
• Tasks get accomplished
effectively and efficiently
V. Effective Team Work
 V. Effective Team Work
•COMMUNICATION

• LISTENING

• TEAM DIVERSITY

• MOTIVATION

• RESOLVING CONFLICT
 VI Nature of Leadership,
Traitist Situationist
• traits are relative to a specific • The situationist approach to leadership
provides a corrective to the traitist
social situation and are not
approach which regarded leaders as
exhibited in isolation uniquely superior individuals who would
• Traits are not uniform for lead in whatever situation or time they
everybody and changes as per might find themselves.
• This approach emphasizes that leadership
the situation.
is specific to a specific situation.
• The person who becomes a • A leader in one group is not necessarily a
leader surpasses others in some leader in another. A leader in the class
qualities required by the goal in may not be a leader in the playground.
Though leadership may be considered as
the particular situation. He writes behavior specific to a given situation yet it
leadership is both a function of does not mean that there is no generality
these two interactions. of traits on the basis of which certain
persons may be rated leaders.
 VII Leadership Styles;
• A leadership style is a I. Authoritarian or
leader's style of providing Autocratic
direction, implementing II. Paternalistic
plans,
and motivating people. T III. Democratic
here are many IV. Laissez-faire
different leadership V. Transactional
styles that can be VI. Transformational
exhibited by leaders in
the political, business or
other fields.
 VIII Traits of Effective Leaders
• Personality
• Persuasive
• Persistence
• Patience
• Perceptive
• "traits plus motivation
• Probity
equals leadership"  • Praise giving
• Positive orientation
• people based
• Practical
• Possible
• Progressive
• Prepared
• Power-building
 I. Conflict in Organizations
• There are at least two independent
groups, the groups perceive some
incompatibility between themselves,
and the groups interact with each
other in some way (Putnam and
Poole, 1987).
• "process in which one party
perceives that its interests are being
opposed or negatively affected by
another party" (Wall & Callister,
1995, p. 517), and
• "the interactive process manifested
in incompatibility, disagreement, or
dissonance within or between social
entities" (Rahim, 1992, p. 16).
 I. Conflict in Organizations
• Conflict varies in intensity. It may seen as a (1)
mild difference, (2) disagreement, (3) dispute,
(4) campaign, (5) litigation, or (6) fight or war
• Is an expressed struggle between at least two
interdependent parties who perceive
incompatible goals, scarce resources, and
interference from others in achieving their
goals
 II. Nature of Conflict
• In classical bureaucratic
organizations, conflict is
something to be suppressed
and avoided.
– Organizations should be
smooth running, harmonious
and ordered.
– Use of control and structure to
manage conflict.
• Human relations views see
conflict as a failure to develop
appropriate norms for groups.
– Seeks to achieve harmony
through happy, congenial work
groups.
 III. Process of Conflict Fuction
al
Conflict

Latent Perceived Felt Manifest

Conflict Conflict
Conflict Conflict

Dysfunc
tional
Conflict
 IV Levels of Conflict
Inter Group Conflict
Task interdependence
Task ambiguity
Goal incompatibility, Limited resources ,Reward Systems

Intra-Group Conflict
Disputes between family members

Inter Personal
TA, Johari Window, Stroking, Life Positions
Intra Personal
Conflict from frustration
Goal Conflict
Role Conflict
 IV Levels of Conflict
a) Intra Individual Conflict

Need Drive Barrier Goal

Frustration

Defence
Mechanism
a) Agression b) Withdrawl
c) Fixation d) Compromise
 IV Levels of Conflict
a) Intra Individual Conflict
i) Approach Approach conflict

Approach Approach
Motive Motive
Strength Strength

Positive X Positive
Goal 1 Distance to Goal Goal 2
 IV Levels of Conflict
a) Intra Individual Conflict
i) Approach – Avoidance Conflict

Avoidance Motive
Strength

Approach
Motive
Strength

Positive and Negative X

Goal Distance to Goal
 IV Levels of Conflict
a) Intra Individual Conflict
iii) Avoidance – Avoidance conflict

Avoidance Avoidance
Motive Motive
Strength Strength

Negative Goal 1 X Negative Goal 2

 IV Levels of Conflict
a) Intra Individual Conflict
iv) Multiple approach-avoidance conflict

Multiple Avoidance
approach Motive
Motive Strength

Positive Goals Negative goals

 V. Levels of Conflict
b) Inter-Personal Conflict
• Inter-Individual conflict • Transactional
occurs between tow Analysis(TA), Johari
individuals in an Window, Stroking, and
organization. It arises Life Positions seek to
mainly because of explain the
differences in perception,
phenomenon of inter-
temperaments,
personal conflict.
personalities, value
systems, socio-cultural
factors, and role
ambiguities.
 V. Levels of Conflict
b) Inter-Personal Conflict
i) Transactional Analysis(TA)

• Transactional Analysis: • “The study of moves

When two people interact people make in their
with each other there dealings with each
results a social transaction.
other and is based on
Analysis of the social
transactions is called the idea that people’s
Transactional Analysis.(TA) interactions resemble
• TA was introduced by Eric moves in games.”
Bern and popularized by
Thomas Harris in the
1960s.
 V. Levels of Conflict
b) Inter-Personal Conflict
i) Transactional Analysis(TA)
Complimentary, Crossed and Ulterior Transactions

P P P P P P

S
S
A A A A A A
R R

C C C C C C

a b c

P=Parent, A=Adult, C=Child, S=Stimulus, R=Response

 V. Levels of Conflict
b) Inter-Personal Conflict
ii) Johari Window

• Development by Joseph • Degree to which the

Luft and harry person knows about
Ingham(thus the name himself or herself.
Johari Window), this • Degree to which the
model is highly useful in person is known to
analysing the causes for others.
inter-personal conflict.
The model is based on
two assumptions
 V. Levels of Conflict
b) Inter-Personal Conflict
ii) Johari Window

Feed back
Known to self Not known to self

Known to
Open Area Blind Area
Disclosure

others

Not Known
Unknown
to others Hidden Area
Area
 V. Levels of Conflict
b) Inter-Personal Conflict
iii) Undisclosed self, Stroking, Life Positions

Positive
I am OK I am OK
You are not OK You are OK

Negative
I am not OK I am not OK
You are not OK You are OK

Negative Positive
 VI. Sources of Conflict
• Poor communication
• Different Values:
• Differing Interests
• Scarce Resources
• Personality clashes.
• Poor Performance.
• Task Inter dependence
• Task Ambiguity
• Goal Incompatibility
• Competition for Limited Resources
• Competitive Reward System
• Line and Staff
 VII Effect of Conflict
Positive Negative
• Increased Involvement • Unresolved anger
• Increased Cohesion • Personality classes
• Increased Innovation and • Less Self-esteem
Creativity • Inefficiency
• Personal growth and change • Diversion of energy from work
• Clarification of key issues • Psychological well being
threatened
• Organizational vibrancy
• Wastage of resources
• Individual and Group • Negative climate
Identities • Group cohesion disrupted.
 VIII Conflict Resolution,
a) Resolving Intra-Personal Conflict

• Remove Barriers.
• Cognitive dissonance.
• Refuse to select either approach.
Intrapersona • Minimize and priorities roles.
l Conflict • Develop compatibility between
personal and organizational goals.
• Develop satwik guna.
 VIII Conflict Resolution,
a) Resolving Inter - Personal Conflict

• Loose – Loose
• Loose – Win
Interperson • Win – Win
al Conflict • Developing complimentary
Transactions
• Altering Behavioral Inputs
 VIII Conflict Resolution,
a) Resolving Intra - Group Conflict

• Realizing that
Intra
divided they
Grou stand, united
p they fall
 VIII Conflict Resolution,
a) Resolving Inter - Group Conflict

• Problem Solving
• Organization redesign
Intergrou • Subordinate goals
p Conflict • Expansion of Resources
• Avoidance
• Smoothen
 IX. Meaning and types of Grievances & Process of
Grievances Handling.
• Dissatisfaction :Anything that
disturbs an employee, whether or
not the unrest is expressed in words.

• Complaint : A spoken or written

dissatisfaction brought to the
attention of the supervisor or the
Shop Steward ( In – Charge ).

• Grievance : A complaint that has

been formally presented to a
Management Representative or to
a Union Official