Here are my thoughts on the situations: 1. I would be honest but diplomatic about Sam's interpersonal skills, while focusing on his technical abilities. Perhaps something like "Sam is a very capable engineer but has had some challenges working well in a team. A change of environment may be good for him." 2. Performance and contribution to goals would need to be the primary criteria. Seniority alone is not fair if others are more effective. A review process considering multiple factors is ideal to make difficult choices fairly. 3. I would not buy shares or share insider information. That would be unethical and illegal. My role is to do my work with integrity, not take advantage of private knowledge for personal gain at others

2.  A sum total of a person’s whole psychological
system.
 Summary of the way an individual reacts and
interacts with others.

3. “first comprehensive theory of personality”
University of Vienna 1873
Voracious Reader
Medical School Graduate
(1856-1939)
Specialized in Nervous
Disorders
Some patients’ disorders
had no physical cause!

4. “the mind is like an iceburg - mostly hidden”
Conscious Awareness Unconscious
small part above surface below the surface
(Preconscious) (thoughts, feelings,
wishes, memories)
Repression
banishing unacceptable
thoughts & passions to
unconscious
Dreams & Slips

5.  Hereditary
 Temperament
 Energy levels
 Height
 Facial attractiveness …
 Environment
 Culture establishes norms, values and attitudes
 Social groups
 Family and friends
 Situation

6. Enduring characteristics which describe an
individual’s behavior.
As many as 17953 traits have been
identified.

7.  Reserved vs. talkative
 Less intelligent vs. more intelligent
 Affected by feelings vs. emotionally stable
 Submissive vs. dominant
 Serious vs. happy go lucky
 Expedient vs. conscientious
 Timid vs. venturesome
 Tough minded vs. sensitive
 Trusting vs. suspicious
 Practical vs. imaginative
 Forthright vs. shrewd
 Self assured vs. apprehensive
 Conservative vs. experimenting
 Group dependent vs. self sufficient
 Uncontrolled vs. controlled
 Relaxed vs. tense

8. Emotional Stability • Calm /Anxious
• Secure/Insecure
Extraversion
• Sociable/Retiring
• Fun Loving/Sober
Openness • Imaginative/Practical
• Independent/Conforming
Agreeableness • Soft-Hearted/Ruthless
• Trusting/Suspicious
Conscientiousness • Organized/Disorganized
• Careful/Careless

9.  Clinical Interview
 Objective Tests
 MMPI
 Myers-Briggs
 Projective Tests
 Rorschach Ink Blots
 Thematic Apperception Test

10.  Locus of control (internals and externals)
 Self esteem (degree of self liking)
 High esteem gives confidence to take
risks, unconventional jobs, faith in own abilities
 Machiavellianism (pragmatic, maintains
emotional distance and feels end justifies
means)
 Manipulate more
 Persuade more
 Winners

11.  Self monitoring
 Higher on this scale, higher is the ability to adapt.
 Risk taking

12.  Type A
 Restless
 Impatient
 Multi task
 Cannot cope with leisure
 Obsessed with numbers (measure success in numbers)
 Type B
 No sense of urgency of time / no impatience
 Feel no need to discuss / display their achievements
 Play for fun and relaxation
 Can relax without guilt

13.  Type A
 Operate under moderate to high levels of stress
 Fast workers
 Work long hours
 Display competitiveness
 Rarely creative
 More concerned with quantity and speed
 Easier to predict their behavior
 Poor research skills
 Type B

14. Personality and National Culture

15.  Realistic: mechanic, assembly line worker
 Investigative: biologist, environmentalist,
journalist
 Social: social worker, teacher, counselor
 Conventional: accountant, teller
 Enterprising: lawyer, public relations
 Artistic: painter, musician, interior decorator
What would be the personality traits of a
magician?

16. When you change
the way you look
at things, the
things you look
at change.
Organizational Behavior
Perception PPT for PGDM( RM) 2010 16 16

17. Organizational Behavior RM) 2010Organizational Behavior
Perception PPT for PGDM( 17 17

18. Organizational Behavior RM) 2010
Perception PPT for PGDM( 18 18

19. Word Color Test
In this test DO NOT READ the words,
say aloud the COLOR of each word.
YELLOW BLUE ORANGE
BLACK RED GREEN
PURPLE YELLOW RED
ORANGE GREEN BLACK
BLUE RED PURPLE
GREEN BLUE ORANGE
Organizational Behavior
Perception PPT for PGDM( RM) 2010 19 19

20. Wavy Squares? No!
The background of concentric circles
makes the squares appear distorted.
Organizational Behavior
Perception PPT for PGDM( RM) 2010 20 20

21. The Vertical lines are both the same
length.
The center circles are both the same size.
Organizational Behavior
Perception PPT for PGDM( RM) 2010 21 21

22. A process by virtue of which individuals
organize and interpret their sensory
impressions in order to give meanings t their
environment.

23.  The perceiver
 Attitudes
 Motives
 Interests
 Experience
 Expectations

24.  The target
 Novelty
 Motion
 Sounds
 Size
 Background
 Proximity
 The situation
 Time
 Work setting
 Social setting

25.  Attribution theory
 When individuals observe behavior, they tend to
determine whether it is internally or externally
caused.
 Determination depends on:
▪ Distinctiveness: whether an individual displays different
behaviors in different situations (high: external and low:
internal)
▪ Consensus: is shown when everyone faced with same
situation responds in a similar way (high: external and low:
internal)
▪ Consistency (over a period of time) (high: internal and low:
external)

26. Organizational Behavior
Perception PPT for PGDM( RM) 2010 2626

27.  Fundamental attribution error
 Self serving bias

28.  Selective perception (interpretation based on
interests, background, experience etc. of
perceiver)
 Halo effect
 Stereotyping
 Projection
 Contrast effects

29.  Employment interviews
 Performance evaluation
 Employee effort
 Employee loyalty
 Whistle blowing
 Performance expectations
 Self fulfilling prophesy
Absenteeism, job satisfaction and turnover are
based on perception.

30.  Optimizing model
 Ascertain need for decision
 Identify decision criteria
 Allocate weights
 Develop alternatives
 Evaluate alternatives
 Select best alternative

31.  Satisficing model
 Bounded rationality
 Implicit favorite model
 Intuitive model

32.  Ethics
 Utilitarianism
 Influencing factors
▪ Stage of moral development
▪ Locus of control
▪ Organizational environment
 Impact of culture (ethical culture, problem
solving culture etc.)
 Escalation of commitment

33. Evaluative statements or judgments
concerning objects, people or events.
Components
 Cognitive
 Affective
 Behavioral

34.  Parents
 Teachers
 Peer group
 Genetic dispositions
 Those we admire or respect
Attitudes are less stable.
Influence job behavior.

35.  Job Satisfaction
 A positive feeling about the job
resulting from an evaluation of its
characteristics
 Job Involvement
 Degree of psychological
identification with the job where
perceived performance is
important to self-worth
 Psychological Empowerment
 Belief in the degree of influence
over the job, competence, job
meaningfulness, and autonomy

36.  Organizational Commitment
 Identifying with a particular organization and its
goals, while wishing to maintain membership in the
organization.
 Three dimensions:
▪ Affective – emotional attachment to organization
▪ Continuance Commitment – economic value of staying
▪ Normative - moral or ethical obligations
 Has some relation to performance, especially for new
employees.
 Less important now than in past – now perhaps more of
occupational commitment, loyalty to profession rather than
a given employer.

37.  Perceived Organizational Support (POS)
 Degree to which employees believe the organization values
their contribution and cares about their well-being.
 Higher when rewards are fair, employees are involved in
decision-making, and supervisors are seen as supportive.
 High POS is related to higher OCBs and performance.
 Employee Engagement
 The degree of involvement with, satisfaction with, and
enthusiasm for the job.
 Engaged employees are passionate about their work and
company.

38.  Leon Festinger – No, the reverse is sometimes true!
 Cognitive Dissonance: Any incompatibility between two or
more attitudes or between behavior and attitudes
 Individuals seek to reduce this uncomfortable gap, or
dissonance, to reach stability and consistency
 Consistency is achieved by changing the attitudes, modifying the
behaviors, or through rationalization
 Desire to reduce dissonance depends on:
▪ Importance of elements
▪ Degree of individual influence
▪ Rewards involved in dissonance

39.  Leon Festinger – No, the reverse is sometimes true!
 Cognitive Dissonance: Any incompatibility between two or
more attitudes or between behavior and attitudes
 Individuals seek to reduce this uncomfortable gap, or dissonance,
to reach stability and consistency
 Consistency is achieved by changing the attitudes, modifying the
behaviors, or through rationalization
 Desire to reduce dissonance depends on:
▪ Importance of elements
▪ Degree of individual influence
▪ Rewards involved in dissonance

40. Attitudes are used after the fact to make sense
of an action that has already occurred.

41.  Attitude surveys
 Diversity management
 Training aimed at self evaluation to examine
ethnic and cultural stereotypes
 Volunteer work social service in order to meet
face to face with people from diverse
backgrounds

42.  One of the primary job attitudes measured.
 Broad term involving a complex individual summation
of a number of discrete job elements.
 How to measure?
 Single global rating (one question/one answer) - Best
 Summation score (many questions/one average) - OK
 Are people satisfied in their jobs?
 In India no, in the U. S., yes, but the level appears to be
dropping.
 Results depend on how job satisfaction is measured.
 Pay and promotion are the most problematic elements.

43.  Mentally challenging work
 Equitable rewards
 Supportive working conditions
 Supportive colleagues
 Personality job fit

44.  Pay influences job satisfaction only to a point.
 After about $40,000 a year, there is no relationship
between amount of pay and job satisfaction.
 Money may bring happiness, but not necessarily job
satisfaction.
 Personality can influence job satisfaction.
 Negative people are usually not satisfied with their
jobs.
 Those with positive core self-evaluation are more
satisfied with their jobs.

45. Active
Exit Voice
• Behavior directed • Active and
toward leaving constructive
the organization attempts to
improve
conditions
Destructive Constructive
Neglect Loyalty
• Allowing • Passively waiting
conditions to for conditions to
worsen improve
Passive

46.  Job Performance
 Satisfied workers are more productive AND more
productive workers are more satisfied!
 The causality may run both ways.
 Organizational Citizenship Behaviors
 Satisfaction influences OCB through perceptions
of fairness.
 Customer Satisfaction
 Satisfied frontline employees increase customer
satisfaction and loyalty.
 Absenteeism
 Satisfied employees are moderately less likely to
miss work.

47.  Turnover
 Satisfied employees are less likely to quit.
 Many moderating variables in this relationship.
▪ Economic environment and tenure
▪ Organizational actions taken to retain high performers and to weed out
lower performers
 Workplace Deviance
 Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.
Despite the overwhelming evidence of the impact of job
satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.

48.  What are organizations?
 Why do organizations exist?
 Organizational effectiveness

49.  OB refers to the behavior of individuals and groups
within organizations and the interaction between
organizations and their external environment.
 OB is a field of study that investigates the impact of
that individuals, groups and structure have on
behavior within organizations for the purpose of
applying such knowledge towards improving an
organization’s effectiveness.

50.  A study of behavior, attitudes and
performance and attitudes of people in
organizations.
 Emphasis on applied psychology
 A cause and effect study
 A branch of social science

51.  Description of human behavior
 Understanding it
 Individual behavior
 Interpersonal
 Group
 Inter group
 Prediction of human behavior

52. To determine your likeability, add the ten
numbers you selected as your answers. The
number will range from 10 to 50. A higher score
indicates a higher likeability.

53.  Control (belief that organisms respond to
stimulus)
 Leadership
 Motivation
 Communication
 Organizational change and development
 Organizational climate

54.  Caused / motivated behavior
 A whole person
 Individual differences
 Human dignity

55. OB is an applied behavioral science which
derives heavily from:
 Psychology
 Sociology
 Anthropology
 Political Science
 Economics
 Medicine and many others

56.  Planning
 Organizing
 Leading
 Controlling

57.  Interpersonal roles
 Figurehead
 Leader
 Liaison

58.  Informational
 Monitor
 Disseminator
 Spokesperson
 Decisional
 Entrepreneur
 Disturbance handler
 Resource allocator
 Negotiator

59. Situation 1
Sam works for you. He is technically capable
and a good worker, but does not get along well
with people in the group. When Sam gets an
opportunity to get a transfer, you encourage
him to take it. What would you say to Sam’s
potential supervisor when he asks about Sam?

60. Situation 2
Your boss has told you that you must reduce
your work group by 30 percent. Which criteria
would you use to lay off workers?

61. Probable answers to situation 2
 Lay off older, higher paid employees
 Lay off younger, lower paid employees
 Lay off workers based on seniority only
 Lay off workers based on performance only

62. Situation 3
You are engineer employed with ABC Ltd. but not
working on the company’s Department of
Transportation project. You overhear a conversation in
the cafeteria that a large contract is going to be given
to ABC company to develop a DOT subsystem. This
contract is likely to positively influence the share
prices of the company.
 Would you buy shares of ABC Ltd.?
 Would you share this information with some one
else?

63. Situation 4
You work for a cigarette company and up till
now you have not been convinced that
cigarettes cause cancer. Recently you have got
conclusive evidence of the same. What would
you do?

64. Situation 5
You are the CEO of a company, a close
competitor of which has made an un
patentable discovery likely to boost profits.
Would you attempt to hire employees of the
competitor company who know all the intricate
details of this company?

65.  What if everyone acted this way?
 Would you want someone to do this for / to
you?
 Can you comfortably defend your actions?
 Are there any other alternatives which are
more ethical?

66.  Diversity management
 Changing demographics of workforce
 Changed employee expectations
 Globalization
 Promoting ethical behavior
 Technology transformation

67.  Dimensions of diversity
 Age
 Gender
 Sexual orientation
 Ethnic heritage
 Race
 Mental/physical abilities / characteristics

68.  Dimensions of diversity
 Geographic location
 Cultural experience
 Work experience
 Income
 Religion
 First language
 Organizational role and level
 Communication style
 Family status
 Work style
 Education

69.  Prejudice
 Ethnocentrism
 Stereotypes
 Discrimination
 Harassment
 Sexual harassment
 Backlash

70.  Biographical characteristics
 Abilities (mental and physical)
Study of individual behavior is aimed at finding
the right ability job fit.

71. Any permanent change in behavior that occurs
as a result of experience.
Steps in the process:
 Acquiring new input
 Assimilating new input
 Internalization of the input
 Availability of internalized input for use
(generally involves creativity)
 Improved capacity for learning

72.  Classical conditioning
 Smells and sounds evoke memories
 Unconditioned stimulus evokes unconditioned
response
 Conditioning is required to produce a conditioned
response
▪ Goof off when no one is watching
▪ Arrive on time / late

73.  Operant conditioning
 Good acts are positively reinforced and bad acts
are negatively reinforced leading to desired
voluntary behavior.
▪ We automatically pull back our hand when it comes in
contact with a hot object.

74.  Social Learning Theory
 People learn through observation and direct
experience.
▪ Pay attention
▪ Retain
▪ Do
▪ Reinforce

75.  Cognitive dissonance
 Adult learning theories (CAL)
 Capitalize on experience
 Adapt to limitation
 Learning programmes

76.  Reinforcement
 Positive
 Negative
 Extinction
▪ Some type of reinforcement is required to change
behavior
▪ Some types of rewards are more effective in changing
behavior
▪ Timing of reinforcement is important (continuous or
intermittent)

77.  Reduction in absenteeism (rewarding no
absence)
 Well pay (sick pay reinforces wrong behavior)
 Discipline (match severity of crime with
punishment)
 Training (provide opportunity to practice new
behaviors and internalize positive ones)
 Mentoring
 Self management (to reduce external
negative reinforcement)