National Institute of Business Management Chennai - 020 FIRST SEMESTER EMBA/ MBA Subjet ! "#gani$ational Beha%iou# Attend any any 4 questions. questions. Each question question carries 25 25 marks (Each answer should be of minimum 2 pages / of !! words"
1. Describe Interpersonal roles. 2. Explain the major personality attributes Influencing Organizational Behaviour. . !hat is matching personalities an" jobs# Discuss. $.%o& "o &e learn# 'hree theories have been offere" to explain the process by &hich &e ac(uire patterns of behavior. behav ior. Explain each theory. ). Explain Explain the lin* bet&een bet&een perception an" in"ivi"ual "ecision+ma*ing. ,.Describe %ierarchy of -ee"s 'heory
2) x $1// mar*s
1. Describe Interpersonal roles. Interpersonal:
Interpersonal refers to something involving0 or occurring among several people. Interpersonal s*ills refer to our ability to get along &ith others.
The Roles: intzberg publishe" his 'en anagement oles in his boo*0 3intzberg on anagement4 Insi"e our 5trange !orl" !orl" of Organizations03 in 166/. 'he ten roles are4 1.
7igurehea".
2.
8ea"er.
.
8iaison.
$.
onitor.
).
Disseminator.
,.
5po*esperson.
9.
Entrepreneur.
:.
Disturbance %an"ler.
6.
esource ;l ;llocator.
1/.
-egotiator.
'he 1/ roles are then "ivi"e" up into three categories0 as follo&s4
8et
Interpersonal Category 'he managerial roles in this category involve providing information an" i"eas. 1.
Figurehead = ;s a manager0 you have social0 ceremonial an" legal responsibilities. >ouou
2.
Leader = 'his is &here you provi"e lea"ership for your team0 your "epartment or perhaps your entire organization@ an" it
.
>ou nee" to Liaison = anagers must communicate &ith internal an" external contacts. >ou be able to net&or* effectively on behalf of your organization.
Informational Informational Category 'he managerial roles in this category involve processing information. $.
onitor = In this role0 you regularly see* out information relate" to your organization an" in"ustry0 loo*ing for relevant changes in the environment. >ou >ou also monitor your team0 in terms of both their pro"uctivity0 pro"uctivity0 an" their &ell+being.
).
Disseminator = 'his is &here you communicate potentially useful information to your colleagues an" your team.
,.
!po"esperson = anagers represent an" spea* for their organization. In this role you
Decisional Category 'he managerial roles in this category involve using information. 9.
#ntrepreneur = ;s a manager0 you create an" control change &ithin the organization. 'his means solving problems0 generating ne& i"eas0 an " implementing them.
:.
Disturbance $andler = !hen an organization or team hits an unexpecte" roa"bloc*0 itou >ou also nee" to help me"iate "isputes &ithin it.
6.
Resource %llocator = >ouou
1/.
&egotiator = >ou >ou may be nee"e" to ta*e part in0 an" "irect0 important negotiations &ithin your team0 "epartment0 or organization.
'. #(plain the ma)or personality attributes Influencing *rgani+ational ,ehavior.
1. %uthoritarianism: ;uthoritarianism as a concept &as "evelope" by b y the psychologist ;"orno "uring !orl" !orl" !ar !ar II to measure susceptibility to autocratic0 fascistic or a nti"emocratic appeals. ;fter that the concept &as exten"e" to the human personality. ;ccor"ing ;ccor"ing to ;"orno0 A'his concept concep t refers to a belief that there shoul" be status an" po&er "ifferences among people in organisations. ;uthoritarians ;uthoritarians ten" to place high moral value on their beliefs an" are strongly oriente" to&ar"s conformity of rules an" regulations. 'hey naturally prefer stable an" structure" &or* environments &hich are governe" by clean rules an" proce"ures.
'. ,ureaucratic ,ureaucratic -ersonality: 'he personality of a bureaucratic person is base" upon respect for organisational rules an" regulations. %e is "ifferent from an authoritarian person in respect that his acceptance of authority is not total an" blin". ; person person &ho is bureaucratic in nature na ture values subor"ination0 conformity to rules0 impersonal an" formal relationships. 'hese people become better supervisors &hen the type of &or* is routine0 repetitive an" proce"uralise" because these people are not innovative0 they "o not li*e ta*ing ris*s an" feel more at ease in follo&ing establishe" "irections.
. achiavellianism: 'his personality trait of achiavellianism also *no&n as ach is name" after -iccolo achiavelli0 &ho &rote in the 1,th century on ho& to gain an" use po&er.
The characteristics of high %C$ employers are as follo/s:
Ci ; ach man is pragmatic0 maintains emotional "istance an" an " believes that en"s en "s can justify means. Cii ; high ach man manipulates more0 &ins more0 are persua"e" less an" persua"e others more than the lo& machs. Ciii %igh ach people flourish &hen they interact face to face &ith others rather than in"irectly. Civ 'hese people are successful &hen the situation has a minimum number of rules an" regulations. Cv %igh ach man has high self confi"ence an" high self esteem. 'hey are cool an" calculating an" have no hesitation h esitation using others or ta*ing a"vantage of others in or"er to serve their o&n goals. Cvi 'hey are not easily s&aye" by a sense of frien"ship0 trust or loyalty. loyalty. 'hey are specially successful in exploiting structure" situations an" vulnerable people.
0. Introversion and #(troversion: 'hese t&o terms are generally associate" &ith the interpersonal behaviour of an in"ivi"ual an" his sociability. sociability. Extroverts are gregarious an" an " sociable in"ivi"uals &hile introverts are shy0 (uiet an" retiring. It has been observe" that introverts an" extroverts people have "ifferent career orientations an" re(uire "ifferent organisational environment to maximize performance. Extroverts are more suitable for positions that re(uire consi"erable interaction &ith others that is &hy managerial positions are "ominate" by extroverts.
. -roblem !olving !tyle: In"ivi"uals have their o&n style of solving their problems an" ma*ing their "ecisions an" this style of their affects their personality in certain &ays. 'here are four problem solving styles base" upon Don %ellriegll0 ohn !. !. 5locum an" ichar" !. !. !oo"man !oo"man Aorganisational Aorganisational behaviour. 'hese styles are4 Ci 5ensation 7eeling 5tyle4 Cii 5ensation 'hin*ing 5tyle4 Ciii Intuition 7eeling style4 Civ Intuition 'hin*ing 5tyle4
2. %chievement *rientation: ;chievement orientation or a high nee" to achieve is a personality trait &hich varies among "ifferent types of people an" can be use" to pre"ict certain behaviour. 'he people &ith very high achievement orientation strive to "o things in a better &ay. 'hey &ant to feel that their success or failure is "ue to their o&n actions. 'hese people "o not li*e to perform easy tas*s &here there is no challenge or tas*s &ith very high amount of ris* as the failure rate is more.
3. Locus of Control: Control: 8ocus of control refers to an in"ivi"ualFs belief that events are either &ithin oneFs control CInternal 8ocus of Gontrol or are "etermine" by forces b eyon" oneFs control. 5ome people believe that they are the masters of their o&n fate. Other people see themselves as pa&ns of fate0 fate0 believing that &hatever happens to them in their lives is "ue to their luc* or fate. 'he first first type is labele" as internals an" the latter has been be en calle" externals. ; ?E5O-F5 ?EGE?'IO- O7 '%E 5OHGE O7 %I5 O %E 7;'E I5 'EED 8OGH5 O7 GO-'O8.
; large amount of research has consistently sho&n the follo&ing characteristics of the internals an" externals. Internal Locus of Control:
Ci ; person &ith a strong internal locus of control has more control over his o&n behavior. %e believes that he controls events concerning his o&n life an" his internal traits "etermine "etermine &hat happens in a given situation. %e believes that he is the master of his o&n "ensity. Cii 'hese people are more active in see*ing more information to ma*e "ecisions. 'hey are better at retaining the information an" are less satisfie" &ith the amount of information they possess. Ciii Internals are more active socially. socially. Civ Internals prefer s*ill achievement outcomes. Cv Internals are more li*ely to use personally persuasive re&ar"s an" p o&er bases an" less li*ely to use coercion. Cvi 'hese people are more in"epen"ent an" less susceptible to influence of others. Cvii 'he internals prefer participative management. Cviii esearch has sho&n that internally oriente" people hol" jobs of higher 5tatus0 a"vance more rapi"ly in their careers. Cix Internals ta*e more responsibility for their health an" have better health habits. ;s a result their inci"ents of sic*ness an" of absenteeism are lo&er.
#(ternal Locus of Control:
Ci ?eople &ho rate high in externality are less satisfie" &ith their jobs0 have higher absenteeism rates0 are more alienate" from the &or* setting an" are less involve" on jobs than are internals. 'hey generally prefer "irective management. Cii Hnli*e the internals0 these people prefer chance oriente" a&ar"s. Ciii ; person &ith a strong external locus of controlF co ntrolF feels that outsi"e forces are affecting the events in his life an" he is at the mercy of "estiny0 chance or other people. %e believes that everything &ill happen by the &ill of Jo" an" nothing or nobo"y can stop it. External locus of control refer Civ Hnli*e0 the internals0 the externals are more intereste" in job security an" not in a"vancement of careers.
4. !elf #steem: A5elf Esteem refers to the feeling of li*e or "isli*e for oneself. A5elf Esteem is the "egree of respect a person has for himself. 'his trait varies from person to person as peop le "iffer in the "egree to &hich they li*e or "isli*e each other. 'he research on self esteem offers some interesting insights into organisation behaviour. % fe/ of the research findings about self esteem are:
Ci 5elf esteem is "irectly relate" to the expectations for success. %igh self esteem people believe that they possess the ability they nee" to succee" at &or*. Cii In"ivi"uals &ith high self esteem &ill ta*e more ris*s in job selection. 'hey are more li*ely to choose unconventional jobs than people &ith lo& self esteem.
Ciii ?eople &ith lo& self esteem are more susceptible to external influence than are those &ith high self esteems. 8o& esteems are "epen"ent o n the receipt of positive evaluations from others. ;s a result they are more li*ely to see* approval from others an" more prone to conform to the beliefs an" behaviours of those they respect than are the high esteem. Cvii %igh esteem people are high performers &hile lo& esteem p eople contribute to poor performance &hich in turn reinforces lo& self esteem. esteem.
5. !elf onitoring: A5elf monitoring is a personality trait that measures an in"ivi"ualFs ability to a"just his or her behaviour to external situational factors. 5elf monitoring is a personality personality trait &hich has recently receive" attention. 'he research on self monitoring is in infancy0 so pre"ictions must be guar"e".
16. Ris" Ri s" Ta"ing: Ta"ing: 'he propensity of people to assume ris*s or avoi" ris*s varies from person to person "epen"ing upon the &illingness of the people to ta*e chances. 'his human trait &ill affect the "ecision ma*ing capability of a manager. 'his in"ivi"ual personality trait &ill "etermine ho& long &ill it ta*e a person to ta*e a "ecision or ho& much information &ill be nee"e" before he ta*es a "ecision. 5ome people are very conscious co nscious in nature0 &hile the others are impulsive. ;n impulsive person is a high ris* ta*ing manager@ he &ill ma*e rapi" "ecisions an" use less information in ma*ing their choices than a very conscious con scious an" lo& ris* ta*ing manager. But the research sho&s that the "ecision accuracy is generally the same in both the groups. esearch has conclu"e" that managers in organisations are ris* aversive0 but still there are in"ivi"ual "ifferences on this point. 5ome jobs specifically "eman" high ris* ta*ing persons e.g. the job of a bro*er in a bro*erage firm. Because in this job for effective performance rapi"
"ecisions are re(uire". On the other han"0 han "0 some jobs are such &here ris* ta*ing may prove a major obstacle e.g. the job of an accountant &ho performs au"iting activities. 'his job shoul" be fille" by0 someone0 &ith lo& ris* ta*ing trait.
11. 7Type %8 and 7Type ,8 -ersonality: ?eople &ho are impatient0 aggressive an" highly competitive are terme" as 'ype 'ype ;F personality. personality. But those &ho are easy going0 lai" bac* an" non+competitive are terme" as 'ype 'ype BF personality. personality. 'ype 'ype ;F people ten" to be very pro"uctive as they &o r* very har". 'heir negative si"e is that they are very impatient0 goo" team players0 more irritable an" have poor ju"gment. 'ype 'ype BF people "o better on complex tas*s involving ju"gment an" accuracy rather than spee" an" har" &or*.
1'. yers9,riggs Type Indicator ,TI;: 'he personality theory propose" by Garl ung i"entifie" the &ay people preferre" to perceive their environment. ;lmost '&enty '&enty years later0 Briggs an" yers "evelope" the yers = Briggs type in"icator CB'I a personality test that measure" each of the traits in Garl ungFs mo"el. mo"el. B'I is in+fact0 one of the most &i"ely use" personality tests. It is use" by many organisations to select people for a particular position.
8i*es to &or* &ith animals0 tools0 or machines@ generally avo i"s social activities li*e teaching0 healing0 an" informing others@
•
%as goo" s*ills in &or*ing &ith tools0 mechanical or electrical " ra&ings0 machines0 or plants an" animals@
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Lalues Lalues practical things you can see0 touch0 an" use li*e plants an" animals0 tools0 e(uipment0 or machines@ an"
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5ees self as practical0 mechanical0 an" realistic.
Investigative •
8i*es to stu"y an" solve math or science problems@ generally avoi"s lea"ing0 selling0 or persua"ing people@
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Is goo" at un"erstan"ing an" solving science an" math problems@
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Lalues science@ an"
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5ees self as precise0 scientific0 an" intellectual.
%rtistic •
8i*es to "o creative activities li*e art0 "rama0 crafts0 "ance 0 music0 or creative &riting@ generally avoi"s highly or"ere" or repetitive activities@
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%as goo" artistic abilities ++ in creative &riting0 "rama0 crafts0 music0 or art@
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Lalues Lalues the creative arts ++ li*e "rama0 music0 art0 or the &or*s of creative &riters@ an"
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5ees self as expressive0 original0 an" in"epen"ent.
!ocial
•
8i*es to "o things to help people p eople ++ li*e0 teaching0 nursing0 or giving first ai"0 provi"ing information@ generally avoi"s using machines0 tools0 or animals to achieve a goal@
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Is goo" at teaching0 counseling0 nursing0 or giving information@
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Lalues Lalues helping people an" solving social problems@ p roblems@ an"
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5ees self as helpful0 frien"ly0 an" trust&orthy.
#nterprising •
8i*es to lea" an" persua"e people0 an" to sell things an" i"eas@ generally avoi"s activities that re(uire careful observation an" scientific0 analytical thin*ing@
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Is goo" at lea"ing people an" selling things or i"eas@
•
Lalues Lalues success in politics0 lea"ership0 or business@ an"
•
5ees self as energetic0 ambitious0 an" sociable.
Conventional •
8i*es to &or* &ith numbers0 recor"s0 or machines in a set0 or"erly &ay@ generally avoi"s ambiguous0 unstructure" activities
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Is goo" at &or*ing &ith &ritten recor"s an" n umbers in a systematic0 or"erly &ay@
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Lalues Lalues success in business@ an"
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5ees self as or"erly0 an" goo" at follo&ing a set plan.
. #(plain #(plain the ma"ing.
lin" bet/ee bet/een n perceptio perception n and individua individuall decision9 decision9
'%E 8I-K BE'!EE- ?EGE?'IO- ;-D I-DILIDH;8 DEGI5IO- ;KI-J In"ivi"uals in organizations ma*e "ecisions. 'hat is0 they ma*e choices from among t&o or more alternatives. 'op 'op managers0 for instance0 "etermine their organizations goals0 &hat pro"ucts or services to offer0 ho& best to finance operations0 or &here to locate a n e& manufacturing plant. i""le an" lo&er+level managers "etermine pro"uction sche"ules0 select ne& employees0 an" "eci"e ho& pay raises are to be allocate". Of course0 ma*ing "ecisions "e cisions is not the sole province of managers. -on+managerial employees also ma*e "ecisions that affect their jobs an" the organizations for &hich they &or*. 'he more obvious of these "ecision might inclu"e &hether or not to come to &or* on any given "ay0 ho& much effort to put forth once at &or*0 an" &hether o r not to comply &ith a re(uest ma"e by the boss. In a""ition0 an increasing number of organizations in recent years have been empo&ering their non managerial employees &ith job+relate" "ecision ma*ing authority that historically &as reserve" for managers. In"ivi"ual "ecision ma*ing0 therefore0 is an important0 part of organizational behavior. But ho& in"ivi"uals in organizations ma*e "ecisions an" the (uality of their final choices are largely influence" by their perceptions. Decision ma*ing occurs as a reaction to a problem. 'hat is0 there is a "iscrepancy bet&een some current state of affairs an" some "esire" state0 re(uiring the consi"eration of alternative courses of action. 5o if your car brea*s "o&n an" you rely on it to get to &or*0 you have a problem that re(uires a "ecision on our part. Hnfortunately problems come neatly pac*age" &ith a label clearly "isplaye" on them. One personal problem is another personal satisfactory state of affairs. One manager may vie& her t&o percent "ecline in (uarterly sales to be a serious problem re(uiring imme"iate action on her part. In contrast0 her counterpart in another "ivision of the same company0 &ho also ha" a t&o percent sales "ecrease0 may consi"er that percentage (uite acceptable. 5o the a&areness that a problem exists an" that a "ecision nee"s to be ma"e is a perceptual issue. oreover0 every "ecision re(uires the interpretation an" evaluation of information. Data are typically receive" from multiple sources0 an" they nee" to be screene"0 processe"0 an" interprete". !hich "ata0 for instances0 are relevant to the "ecision a n" &hich are not# 'he perceptions of "ecision ma*er &ill ans&er that (uestion. ;lternati ;lternatives ves &ill be "evelope"0 an" the strengths an" &ea*ness of each &ill nee" to be evaluate". ;gain0 because alternatives come &ith i"entifying them as such or &ith their strengths an" &ea*ness c learly mar*e"0 the in"ivi"ual "ecision perceptual process &ill have a large bearing on the final outcome. 7inally0 throughout the entire "ecision process0 perceptual "istortions often surface that have the potential to bias analysis an" conclusions.
The Lin" bet/een -erception and Individual Decision a"ing
Decisions Ghoosing bet&een 2 or more alternatives
?roblems ; "iscrepancy "iscrepancy bet&een some current state of affairs an" some "esire" state !teps in the Rational Decision9a"ing odel
M
Define the problem.
M
I"entify the "ecision criteria.
M
;llocate &eights to the criteria.
M
Develop the alternatives.
M
Evaluate the alternatives.
M
5elect the best alternative.
%ssumptions of the Rational Decision9a"ing odel
9 -roblem Clarity9
=
'he problem is clear an" unambiguous.
9 ?no/n *ptions9
=
'he "ecision+ma*er can i"entify all relevant criteria an" viable alternatives. alternatives.
9 Clear -references9
=
ationality assumes that the criteria an" alternatives alternatives can be ran*e" an" &eighte".
9 Constant -references9
=
5pecific "ecision criteria are constant an" that the &eights assigne" to them are stable over time.
9 &o Time or Cost Constraints9
=
7ull information is available because there are no time or cost constraints. constraints.
9a(imum -ayoff9
=
'he choice alternative &ill yiel" the highest perceive" value.
