The slide consists of content for MBA and BBA I sem students who have Organization Behaviour in their curriculum. Contents : 1.Definition 2.Elements of OB 3. Personality definition, nature, characteristics and determinants 4.Attributes of Personality 5. Job attitude 6. Job Satisfaction 7.Job Involvement and Organizational Commitment 8. Case study related to Job attitude 9. Learning definition, types of learners, characteristics of learning and process 10. Applications of learning 11. Theories of Learning 12. What is Perception and its process 13. 2 case studies related to perception 14. Motivation, features of motivation and characteristics 15. Different theories of motivation with links Note : The content which I have gathered is from google various sources, so all the copyrights are reserved with them. Hope it helps :) All the best

1. ORGANIZATION
BEHAVIOR
Foundations of Individual Behavior &
Motivation
Anusha Mokhriwale

2. Anusha Mokhriwale

3. Organizational Behavior
• OB is a study that deals with this interaction of the workforce.
• Organizational culture reflects the values, beliefs and behavioral norms that
are used by employees in an organization to reach the ultimate goal.
• OB can also be termed as “The study of human behavior within an
organization”.
Anusha Mokhriwale

4. Elements of Organization Behavior
Employee
Structure
TechnologySocial System
Environment
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5. Personality
• Greek word “Persona” meaning “to speak through mask.
• Personality means the combination of both mental as well as physical health
of an individual. It includes a person’s physical, psychological and emotional
aspects.
• Individual’s adjustment to the environment or situation.
• As in ancient times masks were worn in Greece and Rome by actors, while
enacting plays. Thus, personality is used for influencing others through
external appearance
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6. • G.W. Allport has drawn his definition on personality as “Personality is the dynamic
organization within the individual of those psychological systems that determine his unique
adjustment to his environment”.
• It is a psycho-social phenomenon, which analyses the cognitive features and presentation of
individual in the society.
• Personality is made up of the characteristic patterns of thoughts, feelings and behavior of an
individual. These attributes make a person unique. Personality originates within the individual
and remains fairly consistent throughout life.
• Personality exhibits distinctive qualities of a person, especially those distinguishing personal
characteristics that make one socially appealing. If a person wins an election on his own, society
may say that he/she has won “more on personality than on capability”.
• It is a pattern of collective character which includes behavioral, mental, temperamental, and
emotional traits of a person that makes one socially appealing.
• It exhibits the quality of a person, which is visible and impresses or disturbs others. For
example, the statements such as “He has a pleasing personality Raju is a Crude persona” reveal
the collective characters of a person which exhibits positive or negative personality.
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7. Personality – Nature Personality – Characteristics Determinants
Self-Conscious
Adaptability to
Environment
Goal-oriented
Integration of
Personality
Organized
and
constant
Psychological
Behavior
Displayed
through
thoughts,
feelings
Beliefs and
values
Personality
Heredity
EnvironmentSituation
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8. Attributes of Personality
Locus of control
Self esteem
Self monitoring
Risk taking
Type – A personality
Introversion or
Extroversion
Authoritarianism
Machiavellianism
Achievement
Orientation
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9. Job attitude
• An attitude is a positive, Negative and mixed assessment of an individual or
object, which is expressed at some level of intensity.
• For example if somebody has a positive attitude about changes, He is friendly
and has a good attitude, He was showing some attitude during practice today. ,
So the coach refused them, I like my friends, which means that I am expressing
my attitude towards my friends.
• A man can have various attitude even thousands of attitude, but organizational
behavior focuses limited number of work-related attitude. Mainly three types of
attitude in organizational behavior, which are,
Job Satisfaction.
Job Involvement.
Organizational Commitment.
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10. Job Satisfaction
Job satisfaction is the level of satisfaction, a person feels about their job. This feeling is mainly based on a person's perception of
satisfaction. A person with a high level of job satisfaction has a positive attitude about the job, while a person who is dissatisfied with their
job has a negative attitude about the job. A person with a negative angle exhibits a temperament disposition that's inclined to expertise
nervousness, tension, upset, distress, etc. whereas those with a positive angle can feel happy in themselves, others, and their work. Job
involvement refers to the degree to which a person psychologically identifies with their job and is considered important for self-worth. Higher
levels of job involvement have been found to be related to lower absenteeism and lower resignation rates.
Job Involvement
Job involvement refers to the degree to which a
person psychologically identifies with their job, and is
considered important for self-worth. Higher levels of
job involvement have been found to be related to
lower absenteeism and lower resignation rates.
However, it predicts more frequent turnovers than
absenteeism, as was the former with more than 16
percent of variance.
Organizational Commitment
The final job-approach reflects organizational
commitment. It is understood as identifying one with
its organization and feeling proud to be its employee.
It is defined as a state in which an employee
identifies a particular organization and its goals, and
the organization Wants to maintain membership.
Various studies suggest that a person's level of
organizational commitment is a better indicator of
business than most By fie-use job satisfaction over
34 percent portends to be original, when the
organizational commitment of employees, the
turnover and less absenteeism.
Anusha Mokhriwale

11. Case Study
• Bernstein and Nash (2008) proposed that a cognitive, a behavioral, and a
emotional component together produce job satisfaction.
• The cognitive component of job satisfaction consists of how individuals perceive
their jobs (i.e. is it challenging or worthwhile?).
• The behavioral component of job satisfaction consists of individuals' inherent
predispositions toward their job. Behavioral components could include a
person’s affect and a general attitude toward others and work in general.
• Finally, the emotional component of job satisfaction consists of how a person
feels about their job. Does ones’ job cause anxiety and stress? If so, then such
feelings could decrease ones’ job satisfaction
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12. • Jessica is a 31-year-old woman who worked at a mental hospital as a Mental Health Technician (MHT) for 2.5 years. In the
beginning, Jessica felt that the job was interesting and informative, but as time went on, the job and its environment began to affect
Jessica negatively. As an MHT, Jessica was not given the opportunity to use the skills and knowledge she had acquired over time
from her Associate of Arts degree, from her Family Development Credential, and also from her 6.5 years of experience in Social
Services. Initially, in the MHT position, Jessica was permitted to chart on patients, which allowed Jessica to engage in therapeutic
conversations with the patients. These interactions with patients helped Jessica to feel like she was making a difference. After her
first year however, a policy change prohibited MHTs from charting on patients and mandated that such duties be done by licensed
staff only. This restriction cut into the therapeutic aspect of the job substantially. MHTs responsibility of doing patient groups was
also cut down to one community group in the mornings, a group meeting whose purpose was to go over rules and regulations. The
new MHT position as a result of the change consisted of nothing more than observing patients and documenting their location every
15 minutes.
• This affected Jessica greatly, as she felt the need to use her skills and experience and felt very overqualified and under utilized in her
position. Jessica's compensation was also an issue. The hospital system that oversaw the mental hospital did not recognize
educational milestones in Jessica's position. The AA that Jessica already held had no bearing on her pay rate. Jessica had also found
out that when she would have obtained her BA in December, there would be no pay increase as a result. Yearly raises had also been
minimal, with employees being told that they "should be thankful to have a job in this economy", but yet the hospital continued to
make expensive aesthetic improvements to the hospital. Jessica's supervisor was also someone who was hard to deal with. Known for
having minimal people skills, the supervisor maintained a distance with staff members. She was difficult to talk to, intimidating, and
hard to approach with personal or work concerns.
• Jessica had begun to notice that most of the time her attitude towards work had become negative. She dreaded getting up in the
mornings to go to work and almost never smiled while she was there. Her affect at work was often that of boredom and disdain. She
resented organizational rules and policies and how they were conducted at the hospital. She found that her stress level and negative
attitude had started to spill over into her personal life. Also, where Jessica was once a model employee on her performance review,
with zero absences and zero tardiness, she now found herself not caring whether she was on time or not, or what her supervisor
thought about her job performance.
• About six months ago, a job offer for a Counselor-In-Training opened up at a nearby clinic. Although Jessica wasn't really looking for
a change until graduation in December, she decided to interview and fortunately she ended up getting the job. Almost immediately,
Jessica's stress levels stabilized and her normal, pleasant affect returned. She also regained her positive attitude and began to once
again care about her work. She became once again motivated to perform at her best.
• In the new job, Jessica was able to have one-on-one sessions with patients and she also learned to work with a new computer
system. She really felt that her intelligence and skills were being utilized. This was extremely important to Jessica The pay was a bit
better, but Jessica found out that she would be getting a substantial raise once she obtains her BA in Psychology. The administrator,
Jessica's supervisor, was also kind and easy to talk to. Jessica immediately felt comfortable there and felt that she could really begin
to build her career at this organization.
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13. What you need to do?
• Overview of Job dissatisfaction
• Connections to the theory
• Did Concepts of Job Satisfaction theory create the issue?
• Outcome
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14. What is Learning?
• Learning is any relatively permanent change in behaviour that
occurs as a result of experience. - Stephen P. Robbins
• Nature of Learning :
 With learning comes change
The change in knowledge or behavor has to be relatively
permanent or long lasting
Learning takes place as a result of practice or through
experience.Anusha Mokhriwale

15. Types of Learners Characteristics of Learning Process
• Visual Learners
– Written word
• Auditory
Learners –
Listening
• Kinesthetic
Learners –
Practical
 Learning is purposeful
 Learning is a result of
experience
 Learning is Multifaceted
 Learning is an Active
process
Stimuli
Attention
Recognition
Translatiom
Reinforcement
Behavior
Rewards
Habits
Motives
Efforts
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16. Application of Learning
• Use of Lotteries to reduce Absenteeism
• Work pay vs Sick pay
• Training and Development
• Discipline
• Self Management
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17. Theories of Learning
• Classical Conditioning Theory
• Operant Conditioning Theory
• Cognitive Learning Theory
• Social Learning Theory
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18. Classical Conditioning Theory
 When a CEO visits an organization, production charts are updated, individuals put
on a good dress, window panes are cleaned and floors are washed.
The work performed is without any instructions. Because the people in the
organization have learned the behavior. It has caused a permanent change in the
organization (S-R connection)
 Ivan Pavlov, Russian psychologist (Nobel Peace Prize) developed the theory to on
his experiment to teach a dog to salivate in response to the ringing of a bell.
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19. Operant Conditioning Theory
• Operant behavior means voluntary or learned behavior.
• People learn to behave to get something they want or avoid something they
don’t want.
• For example, working hard and getting the promotion will probably cause
the person to keep working hard in the future.
Anusha Mokhriwale

20. Cognitive Learning Theory
• Cognitive means thinking, knowing, problem solving, remembering and
forming mental representations.
• Learning by insight by Wolfang Kohler, a German psychologist studied
anthropoid apes and become convinced that they behave intelligently and
were capable of problem solving.
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21. Social Learning Theory
o Behavioral approach
o The approach deals with learning process based on direct observations and
the experience.
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22. Social Learning Theory
o Behavioral approach
o The approach deals with learning process based on direct observations and
the experience.
Anusha Mokhriwale

23. What is Perception?
the process of selecting, organizing and interpreting information in order to make sense of
the world around us
- Bratton
• major point in how that person will behave within the business
• how an individual is motivated within an organization
• there needs to be a way of making sure employees fit before being hired
and then when they are hired their first perceptions of others need to be
good.
• To achieve a good first impression companies will often introduce new
employees and current employees in ways which show off key skills,
highlight the importance of these people to the team, so that perceptions
are built around positives instead of negatives.
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24. Perception Process
1.Receiving Stimuli – Picking up all external and internal factors.
2.Selecting Stimuli – Selecting the stimuli which will be most important – This is
where the introduction of new employees is important, they need to be presented
in a way where the selected stimuli are positive.
3.Organising – Grouping and selecting which are the perceptions to keep.
4.Interpreting – Fundamental Attribution Error, stereotyping, Halo Effect and
projection.
5.Response – The perception is then turned into attitudes, motivation, feelings and
beliefs, which will change the behaviors of the individuals.
Anusha Mokhriwale

25. Case Study - 1
Ashish gives 100%
• Ashish is on a 6-month assignment in Toronto, Canada, and is enjoying the city and his work
environment. He wants to give 100% to his job while in Canada. In that his family is not with
him, he decides that he will come into the office to work extra on Saturday morning on his
project. He wants to make a good impression.
• A co-worker who is a recent immigrant from Eastern Europe chats with Ashish at the coffee pot
on Friday morning and asks about his weekend plans. He then advises Ashish not to come to
work on Saturday.
• 1. What is Ashish’s intent? What might be the co-worker’s intent behind the advice?
2. Could there be something that the recent immigrant knows that Ashish doesn’t know? If so,
what?
3. Should Ashish take the co-worker’s advice?
Anusha Mokhriwale

26. Case Study – 2
The Evaluation
• Bob is an American trainer who works extensively onsite with two team leaders, Vivek and Rajiv, on how to train agents in effective
customer service delivery. Over the course of many weekly sessions, Rajiv consistently implements the training he receives. Vivek
never really understands what Bob is training (though he thinks that he does). At the close of the project, the Customer Service
Manager, Ankit, asks Bob for an evaluation of his team leaders.
• Ankit: “Tell me, Bob, what is your final analysis of my team leaders?”
• Bob: “Well, Rajiv does everything I tell him to do; he welcomes input and then practices it. Best of all, he then mentors all his reps
positively and clearly…”
[silence]
Ankit: “And Vivek?”
Bob: “Hmmm… as I’ve mentioned before, Vivek struggles on a basic level of understanding. He tries to implement what we talk about,
but it doesn’t last very long because he really doesn’t ‘get it’. Frankly, I don’t think he can do the mentoring that these agents need.”
Ankit: “Ohhh. Well, he’s a good man, Bob. He’s been doing this for a long time. I like him a lot.”
• Both Ankit and Bob become silent. Both of them look tense.
• What values is Bob evidencing in his analysis of Vivek’s performance and competency?
What values is Ankit evidencing in his response to Bob’s evaluation?
From the conversation above, what action(s) would Bob prefer? What action(s) will Ankit take regarding Vivek? What do they think
about each other’s respective decision
Anusha Mokhriwale

27. Motivation
• Motivation can be described as the internal force that impacts the
direction, intensity, and endurance of a person’s voluntary choice of
behavior. It consists of −
• Direction − focused by goals.
• Intensity − bulk of effort allocated.
• Persistence − amount of time taken for the effort to be exerted.
• Example − A team leader encourages team members to work efficiently.
Anusha Mokhriwale

28. Features of Motivation
• Motivation is an internal feeling, that is, it defines the psychological state of a
person. It is a continuous process and we should make sure that it is not
disturbed. A person should be encouraged completely.
• Motivation consists of three interacting and dependent elements −
• Needs − The requirements or deficiency which is created whenever there is
physiological imbalance.
• Drives − The various camps or events organized to motivate the employees and
give them new opportunities.
• Incentives − Employees need to be rewarded for their nice work in order to keep
them encouraged.
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29. Importance of Motivation
• We need to motivate employees because of the following reasons −
• Motivated employee are more quality oriented.
• Highly motivated employees are more productive as compared to other
employees.
• It helps in achieving three behavior dimension of human resource namely
• Candidates must be attracted not only to join but also remain in the firm.
• Employees must perform task in a dependable manner.
• Employees should be creative, spontaneous and innovative at work.
Anusha Mokhriwale

30. Maslow’s Hierarchy of Needs
Aim – The leader will have to understand the specific need of every individual
in the team and accordingly work to help fulfill their needs.
 Physiological Needs – Physical survival necessities such as Food, Water,
Shelter and Sleep
 Safety and Security – Protection from threats, deprivation and other
dangers. Security of income, salary, body, employment, To have a place to
live, good health, financial aid, permanent scholarship
 Belongingness and Love – The need for association, affiliation, friendship
and so on. Relationship with our family and friends, colleagues, team
members
 Self esteem or Status- The need for respect and recognition. Status,
promotions, respects, raises, good grades, prizes
 Self actualization – The opportunity for personal development, learning,
and fun/creative. Challenging work. Self actualization is the highest level
need to which a human being can aspire.
Anusha Mokhriwale

31. Herzberg’s Theory
Aim – A leader will have to understand that hygiene factors and motivation factors go hand in
hand for employee’s satisfaction
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32. Links for YouTube channel
• Maslow Hierarchy - https://youtu.be/O-4ithG_07Q
• Herzberg’s two factor theory - https://youtu.be/lD0drD5-JjU
• ERG theory – https://youtu.be/upBHae2J-LI
• Vroom’s Expectancy theory - https://youtu.be/IpnzW06shsM
• Equity theory – https://youtu.be/_VWD-rg7_oU
• Reinforcement theory and behavior modification - https://youtu.be/bgUzk_Ivo60
• Example of positive reinforcement - https://youtu.be/JA96Fba-WHk
Anusha Mokhriwale