Program: Bachelor of Business Administration

Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

Module 1

Introduction to Organization Behavior

Concept and nature of Organizational behaviour, contributing disciplines to the field of O.B,
O.B. Models, Need to understand human behaviour, Impact of Global and Cultural diversity in
OB. Ability & amp; Values. Attitudes: Formation, Theories, And Personality: determinants and
traits.

Concept and nature of Organizational behavior

Organizational behavior (OB) is the study of how people interact within groups in a workplace
setting. It draws on various disciplines, including psychology, sociology, anthropology, and
management, to understand and improve organizational effectiveness.

Key Concepts of Organizational Behavior

1. Individual Behavior: This focuses on how individual traits, perceptions, and motivations
affect work performance and interactions. Factors such as personality, learning styles,
and attitudes are considered.
2. Group Dynamics: OB examines how people behave in groups, including team roles,
group cohesion, and communication patterns. Understanding group dynamics helps
organizations foster teamwork and collaboration.
3. Organizational Culture: This encompasses the values, beliefs, and norms that shape
how work is done within an organization. A strong culture can enhance employee
engagement and performance.
4. Leadership: Different leadership styles impact organizational behavior. Effective leaders
influence employee motivation, satisfaction, and performance through their behaviors
and decision-making approaches.
5. Power and Politics: Understanding the dynamics of power and influence within
organizations helps in navigating complex relationships and fostering a positive work
environment.
6. Change Management: Organizations must adapt to change. OB provides insights into
how individuals and groups respond to change, helping leaders manage transitions
effectively.

Nature of Organizational Behavior

1. Multidisciplinary: OB integrates theories and concepts from various fields to understand

complex organizational dynamics.
2. Practical Application: The insights gained from studying OB are used to develop
strategies for improving workplace practices, enhancing employee satisfaction, and
boosting productivity.
3. Dynamic: Organizational behavior is influenced by various external and internal factors,
making it a constantly evolving field.
4. Focus on Outcomes: Ultimately, the goal of studying OB is to improve organizational
effectiveness by enhancing individual and group performance.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

5. Behavioral Science: It relies on research and empirical data to understand and predict
behavior in organizational settings.

By studying organizational behavior, leaders can create environments that foster collaboration,
innovation, and high performance, ultimately driving organizational success.

Contributing disciplines to the field of O.B

Organizational behavior (OB) draws from various disciplines, each contributing unique insights
and perspectives. Here are the key contributing disciplines:

1. Psychology: Provides insights into individual behavior, motivation, perception, and

personality. Concepts from psychology help understand employee attitudes, decision-
making processes, and emotional responses in the workplace.
2. Sociology: Focuses on social relationships and structures within organizations. It
examines group behavior, social norms, and the impact of organizational culture on
employee interactions.
3. Anthropology: Offers a perspective on cultural influences in organizations. It helps in
understanding the values, beliefs, and rituals that shape workplace dynamics and
employee behavior.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

4. Management: Provides frameworks for understanding organizational structure, strategy,

and processes. Management theories inform leadership styles, team dynamics, and
performance management.
5. Economics: Contributes to understanding how economic principles influence
organizational decision-making, resource allocation, and employee incentives. Behavioral
economics, in particular, helps analyze how cognitive biases affect choices.
6. Political Science: Explores power dynamics, influence, and conflict within organizations.
It helps understand how organizational politics affect decision-making and leadership.
7. Communication Studies: Examines how communication flows within organizations,
impacting collaboration, information sharing, and relationship-building. Effective
communication strategies are vital for team success.
8. Health Sciences: Focuses on employee well-being and its impact on performance. This
includes understanding stress, work-life balance, and mental health in the workplace.

These disciplines together create a comprehensive framework for analyzing and improving
organizational behavior, enabling leaders to foster effective and positive work environments.

O.B. Models

1. Feudal Autocratic

 Characteristics:
o Centralized decision-making.
o Strict hierarchy; authority is clearly defined.
o Limited input from subordinates; decisions are often made unilaterally.
 Pros:
o Quick decision-making; clear direction.
o Efficient in crisis situations where swift action is needed.
 Cons:
o Can lead to low morale; employees may feel undervalued.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

o Resistance to change; innovation may be stifled.

 Best Fit: Traditional industries, military settings, or organizations in crisis.

2. Custodian

 Characteristics:
o Focus on stewardship; leaders see themselves as caretakers of resources and
people.
o Emphasizes ethical practices and long-term sustainability.
 Pros:
o Builds trust and loyalty among team members.
o Promotes a sense of purpose and belonging.
 Cons:
o Decision-making may be slower due to the focus on consensus.
o Potential for complacency if not balanced with performance metrics.
 Best Fit: Nonprofits, educational institutions, and organizations with a strong social
mission.

3. Supportive

 Characteristics:
o Leaders act as coaches or mentors, providing guidance and resources.
o Encourages open communication and feedback.
 Pros:
o Fosters a positive and collaborative environment.
o Increases employee satisfaction and retention.
 Cons:
o Risk of being overly accommodating; can lead to indecisiveness.
o May not address performance issues directly.
 Best Fit: Creative industries, teams focused on innovation, or organizations emphasizing
employee well-being.

4. Collegial

 Characteristics:
o Emphasizes teamwork and shared decision-making.
o Leaders and team members collaborate as equals.
 Pros:
o High levels of engagement and commitment from team members.
o Diverse perspectives can lead to more innovative solutions.
 Cons:
o Can lead to conflicts if roles and responsibilities are not clearly defined.
o Slower decision-making processes; may struggle with accountability.
 Best Fit: Research teams, professional services, and organizations that prioritize
collaboration.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

5. Human Value

 Characteristics:
o Prioritizes individual well-being and development.
o Focuses on empathy, inclusivity, and respect.
 Pros:
o Stronger interpersonal relationships; higher employee morale.
o Encourages personal and professional growth.
 Cons:
o Potential for neglecting organizational goals in favor of individual needs.
o May struggle to enforce discipline or accountability.
 Best Fit: Organizations in sectors such as healthcare, education, or any industry
prioritizing employee engagement.

6. Contingency

 Characteristics:
o Emphasizes adaptability; the best approach depends on various situational factors.
o Leaders must assess their environment and tailor their style accordingly.
 Pros:
o Flexibility in leadership; can respond effectively to changing circumstances.
o Encourages leaders to develop a range of skills and strategies.
 Cons:
o Requires leaders to be highly skilled in situational analysis.
o May lead to inconsistency in leadership style if not managed carefully.
 Best Fit: Fast-paced industries, startups, or organizations facing rapid change.

Each of these models has its strengths and weaknesses, and the effectiveness of a particular
approach often depends on the organization's culture, goals, and specific challenges.

Organizational behavior (OB) models provide frameworks for understanding how

individuals and groups behave within organizations. Here are some prominent OB models:

1. The Classical Model

 Key Theorists: Frederick Taylor, Henri Fayol, Max Weber.

 Key Features:
o Scientific Management: Taylor’s principles focused on efficiency through time
studies, standardization of tasks, and a clear separation between management and
labor.
o Administrative Theory: Fayol emphasized principles of management such as
division of work, authority and responsibility, discipline, and unity of command.
o Bureaucracy: Weber introduced the concept of bureaucracy, characterized by a
hierarchical structure, defined rules, and impersonal relationships to ensure
efficiency and reliability.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

2. The Human Relations Model

 Key Theorists: Elton Mayo, Abraham Maslow, Douglas McGregor.

 Key Features:
o Hawthorne Studies: Mayo’s research showed that social factors and employee
attitudes significantly impact productivity, suggesting the importance of
interpersonal relationships.
o Maslow’s Hierarchy of Needs: This theory posits that individuals are motivated
by a series of needs ranging from physiological to self-actualization. Satisfying
these needs leads to increased motivation and productivity.
o Theory X and Theory Y: McGregor distinguished between two management
styles: Theory X (authoritarian) assumes employees are inherently lazy, while
Theory Y (participative) believes employees are self-motivated and seek
responsibility.

3. The Systems Model

 Key Features:
o Views organizations as open systems that interact with their environment.
o Emphasizes the interdependence of organizational components (people, tasks,
technology) and external factors (market conditions, regulations).
o Adaptability and feedback loops are critical for organizational survival and
success.

4. The Contingency Model

 Key Theorists: Paul Lawrence, Jay Lorsch, Fred Fiedler.

 Key Features:
o Argues that effective organizational practices depend on contextual factors such
as organizational size, environment, and technology.
o Fiedler’s Contingency Theory posits that the effectiveness of a leadership style is
contingent on situational factors, such as leader-member relations and task
structure.
o Emphasizes the need for managers to adapt their strategies based on the specific
circumstances they face.

5. The Social-Cognitive Model

 Key Theorist: Albert Bandura.

 Key Features:
o Emphasizes the role of observational learning, imitation, and modeling in
behavior change.
o Introduces the concept of self-efficacy, or belief in one’s ability to succeed in
specific situations, which influences motivation and performance.
o Highlights the interplay between personal, behavioral, and environmental factors.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

6. The Transformational Leadership Model

 Key Theorist: James MacGregor Burns, Bernard Bass.

 Key Features:
o Transformational leaders inspire and motivate followers to exceed their own self-
interests for the good of the organization.
o They create a vision, foster an environment of trust, and encourage innovation.
o This leadership style is associated with higher levels of employee satisfaction,
commitment, and performance.

7. The Organizational Culture Model

 Key Theorist: Edgar Schein.

 Key Features:
o Identifies three levels of culture:
 Artifacts: Visible, tangible elements (e.g., dress code, office layout).
 Values: Explicitly stated norms and values that guide behavior (e.g.,
teamwork, innovation).
 Underlying Assumptions: Deeply embedded, taken-for-granted behaviors
that are often unconscious but guide perceptions and behavior.
o Highlights the importance of aligning culture with organizational strategy for
success.

8. The Behaviorist Model

 Key Theorists: B.F. Skinner, Ivan Pavlov.

 Key Features:
o Focuses on observable behaviors rather than internal thoughts or feelings.
o Skinner’s operant conditioning explains how reinforcement (positive or negative)
can shape behavior.
o Suggests that behavior can be modified through systematic application of rewards
and punishments.

9. The Motivation-Hygiene Theory (Two-Factor Theory)

 Key Theorist: Frederick Herzberg.

 Key Features:
o Distinguishes between motivators (factors that lead to job satisfaction, e.g.,
achievement, recognition, responsibility) and hygiene factors (factors that
prevent dissatisfaction, e.g., salary, company policies, working conditions).
o Suggests that improving hygiene factors alone will not lead to higher motivation;
organizations must also enhance motivators.

10. The Five Stages of Team Development

 Key Theorist: Bruce Tuckman.

 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Key Features:
o Forming: Team members get to know each other; roles and responsibilities are
unclear.
o Storming: Conflicts arise as team members assert their personalities; this stage is
critical for growth.
o Norming: The team starts to establish norms and cohesion; roles become clearer.
o Performing: The team functions effectively toward achieving goals; high
collaboration and trust are present.
o Adjourning: The team disbands after achieving its goals; reflection on the team
experience occurs.

These models provide valuable frameworks for understanding the complexities of organizational
behavior, helping managers and leaders develop effective strategies to enhance performance,
foster teamwork, and improve employee satisfaction.

Need to understand human behaviour

Understanding human behavior, especially in the context of organizations, involves exploring

various factors that influence how individuals think, feel, and act. Here are key aspects to
consider:

1. Psychological Factors

 Personality: Traits such as introversion/extroversion, openness, conscientiousness, and

emotional stability influence how individuals interact and perform at work.
 Motivation: Different theories (like Maslow’s Hierarchy of Needs and Herzberg’s Two-
Factor Theory) explain what drives individuals to act, including intrinsic (internal
satisfaction) and extrinsic (external rewards) motivations.
 Cognitive Processes: Perception, decision-making, and problem-solving abilities shape
how individuals interpret situations and make choices.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

2. Emotional Influences

 Emotional Intelligence (EI): The ability to recognize, understand, and manage one’s
own emotions and the emotions of others is crucial for effective communication and
leadership.
 Stress and Coping: Understanding how individuals respond to stress and the coping
mechanisms they employ can provide insight into behavior in high-pressure situations.

3. Social Factors

 Group Dynamics: The behavior of individuals is often influenced by group norms, roles,
and dynamics. Concepts like conformity, groupthink, and team cohesion are essential for
understanding social interactions.
 Interpersonal Relationships: Trust, communication, and conflict resolution skills play a
significant role in how people work together and build effective teams.

4. Cultural Influences

 Organizational Culture: The values, beliefs, and norms within an organization shape
behavior. Understanding the culture can help predict how employees will respond to
various situations.
 Diversity and Inclusion: Different backgrounds (cultural, racial, gender) can influence
perspectives and behaviors, making it important to foster an inclusive environment that
values diverse viewpoints.

5. Environmental Factors

 Work Environment: Physical surroundings, such as office layout and resources, can
affect behavior and productivity. A supportive and well-designed environment can
enhance job satisfaction.
 Leadership Style: The approach taken by leaders—whether autocratic, democratic, or
transformational—can significantly influence employee behavior and motivation.

6. Developmental Aspects

 Life Stages: Different stages of life (e.g., young adulthood, midlife, retirement) can
influence priorities, motivations, and behavior in the workplace.
 Learning and Experience: Previous experiences and learning shape how individuals
approach tasks, challenges, and relationships in a professional setting.

7. Behavioral Models and Theories

 Behaviorism: Focuses on observable behaviors and the impact of reinforcement and

punishment on behavior.
 Social Learning Theory: Suggests that people learn behaviors through observation and
modeling others, highlighting the role of social context in shaping actions.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Cognitive Behavioral Theory: Examines how thoughts influence feelings and behaviors,
emphasizing the importance of mindset in personal and professional settings.

Practical Application

To effectively understand and influence human behavior in organizations:

 Observe and Listen: Pay attention to verbal and non-verbal cues in interactions.
 Encourage Open Communication: Create a safe space for individuals to express their
thoughts and feelings.
 Foster Relationships: Build trust and rapport through supportive leadership and team-
building activities.
 Adapt Management Approaches: Tailor your approach based on individual and group
needs, considering motivational factors and personalities.

By integrating these insights, organizations can enhance employee engagement, improve

collaboration, and create a positive workplace culture that fosters growth and productivity.

Impact of Global and Cultural diversity in OB

The impact of global and cultural diversity on organizational behavior (OB) is profound and
multifaceted. Understanding and managing this diversity can significantly influence
organizational effectiveness, employee satisfaction, and overall performance. Here are key areas
where global and cultural diversity impacts OB:
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

1. Enhanced Creativity and Innovation

 Diverse Perspectives: A diverse workforce brings various viewpoints, ideas, and

problem-solving approaches, fostering creativity and innovation.
 Collaboration: When individuals from different backgrounds work together, they
challenge each other’s assumptions, leading to more innovative solutions.

2. Improved Decision-Making

 Broader Insight: Diverse teams are better equipped to consider a wide range of options
and potential outcomes, improving the quality of decisions.
 Reduced Groupthink: Cultural diversity can mitigate the tendency toward conformity,
allowing for more critical analysis and discussion of ideas.

3. Better Customer Understanding

 Market Insights: A diverse workforce can better understand and cater to diverse
customer bases, enhancing marketing strategies and customer service.
 Cultural Sensitivity: Employees with varied cultural backgrounds can provide insights
into cultural nuances, improving communication and relationships with clients from
different backgrounds.

4. Increased Employee Engagement and Retention

 Inclusive Environment: Organizations that embrace diversity often see higher employee
satisfaction, leading to greater engagement and lower turnover rates.
 Empowerment: When employees feel valued and included, they are more likely to
contribute fully and commit to their organization.

5. Conflict and Challenges

 Cultural Misunderstandings: Differences in values, communication styles, and work

ethics can lead to misunderstandings and conflict within teams.
 Resistance to Change: Some employees may resist diversity initiatives, leading to
tension and hindering team cohesion if not managed properly.

6. Leadership and Management Styles

 Adaptive Leadership: Leaders must adapt their styles to effectively manage culturally
diverse teams, incorporating flexibility and cultural competence.
 Training and Development: Organizations need to invest in training programs that
promote cultural awareness, sensitivity, and conflict resolution skills.

7. Workplace Policies and Practices

 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Flexible Policies: Organizations should develop inclusive policies that accommodate

diverse needs, such as different religious observances and family responsibilities.
 Diversity Training: Regular training on diversity and inclusion helps build awareness
and understanding among employees, fostering a more inclusive workplace culture.

8. Global Team Dynamics

 Virtual Collaboration: As globalization increases, teams often work across borders and
time zones, requiring effective virtual communication and collaboration strategies.
 Cultural Adaptability: Team members must learn to adapt to varying cultural norms and
practices, enhancing their ability to work effectively in a global context.

9. Performance Metrics

 Inclusive Evaluation: Organizations should develop performance metrics that consider

cultural diversity in team dynamics and individual contributions.
 Feedback Mechanisms: Creating channels for feedback on diversity initiatives can help
organizations understand employee experiences and adjust strategies accordingly.

The impact of global and cultural diversity on organizational behavior is significant. Embracing
and effectively managing this diversity can lead to enhanced creativity, better decision-making,
and improved employee engagement. However, organizations must also address the challenges
that come with diversity to create a truly inclusive and productive work environment. By
investing in cultural competence, adaptive leadership, and inclusive policies, organizations can
harness the benefits of diversity to drive success in an increasingly globalized world.
Ability

Understanding Ability in Organizational Behavior

1. Definition of Ability

 Cognitive Ability: Refers to mental capacities such as reasoning, problem-solving, and

learning. It is often measured through IQ tests and is linked to job performance in
complex roles.
 Physical Ability: Involves the physical capabilities required to perform specific tasks,
such as strength, stamina, and coordination. This is particularly relevant in jobs that
require manual labor or physical activity.
 Emotional Ability: Related to emotional intelligence (EI), which includes the ability to
recognize, understand, and manage one’s own emotions and those of others. High
emotional intelligence can enhance leadership and teamwork.

2. Importance of Ability in Organizations

 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Job Performance: Higher abilities often correlate with better job performance.
Organizations can benefit from hiring individuals with the right mix of cognitive and
emotional abilities for specific roles.
 Training and Development: Understanding employees’ abilities can inform training
programs tailored to enhance skills and address gaps.
 Team Dynamics: Ability impacts how individuals contribute to teams. Diverse abilities
can enhance problem-solving and creativity within groups.

3. Assessment of Ability

 Selection Tests: Organizations often use standardized tests to assess cognitive and
sometimes emotional abilities during the hiring process.
 Performance Evaluations: Regular assessments can help identify areas where
employees excel and where they may need development.

4. Enhancing Ability

 Continuous Learning: Organizations can foster a culture of learning and development to

enhance employees’ abilities over time.
 Coaching and Mentoring: Providing support through coaching can help individuals
leverage their strengths and improve areas of weakness.

Values

Values are fundamental beliefs or principles that guide behavior and decision-making in
individuals and organizations. In the context of organizational behavior (OB), understanding
values is crucial as they shape the culture, influence motivation, and impact interpersonal
relationships. Here’s a deeper look at values:
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

1. Definition of Values

 Personal Values: These are individual beliefs about what is important in life, guiding
personal behavior and choices. Examples include honesty, integrity, family, and
achievement.
 Organizational Values: These are the core principles that an organization stands for,
influencing its culture, practices, and policies. Examples include innovation, customer
focus, teamwork, and sustainability.

2. Importance of Values in Organizations

 Guiding Behavior: Values act as a compass for employee behavior and decision-making,
helping individuals align their actions with organizational goals.
 Cultural Foundation: Shared values create a cohesive organizational culture, fostering
unity and a sense of belonging among employees.
 Motivation: Values can drive motivation, as individuals are more engaged and
productive when their personal values align with those of the organization.
 Brand Identity: Organizational values shape brand perception and can influence
customer loyalty and trust.

3. Types of Values

 Core Values: These are the fundamental beliefs that are essential to the organization’s
identity. They are usually few in number and remain consistent over time.
 Instrumental Values: These are the means by which individuals achieve their goals,
such as hard work, discipline, and self-control.
 Terminal Values: These represent the end goals or desired outcomes, such as happiness,
career success, or social equality.

4. Values and Organizational Culture

 Alignment: When organizational values are clearly defined and communicated, they can
enhance employee alignment with the organization's mission and objectives.
 Cultural Change: Organizations seeking to change their culture must often address
underlying values, ensuring that new values are adopted and integrated into daily
practices.

5. Assessing Values

 Surveys and Assessments: Organizations can use tools like values assessments or
employee surveys to gauge the values held by employees and their alignment with
organizational values.
 Performance Evaluations: Incorporating values into performance evaluations can help
reinforce the importance of aligning behavior with organizational principles.

6. Challenges Related to Values

 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Value Conflicts: Discrepancies between personal and organizational values can lead to
dissatisfaction and disengagement.
 Diversity of Values: In a diverse workforce, differing values may lead to
misunderstandings or conflicts if not managed effectively.

7. Promoting Values in the Workplace

 Leadership Commitment: Leaders must embody organizational values in their actions

to promote a culture of integrity and alignment.
 Training and Development: Programs that reinforce organizational values can help
employees understand and internalize these principles.
 Recognition and Reward Systems: Recognizing and rewarding behaviors that reflect
organizational values can reinforce their importance and encourage others to adopt
similar behaviors.

Values play a critical role in shaping organizational behavior and culture. By clearly defining,
communicating, and promoting values, organizations can create a more cohesive, motivated, and
engaged workforce. Understanding and aligning personal and organizational values is essential
for fostering a positive work environment and achieving organizational success.

Attitudes: Formation, Theories

Attitudes are evaluative statements or judgments concerning objects, people, or events. They
reflect how we feel about something and can influence our behavior in significant ways.
Understanding how attitudes are formed and the theories that explain them is crucial in
organizational behavior. Here’s a detailed look:

1. Formation of Attitudes
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

a. Direct Experience

 Definition: Attitudes formed through firsthand experiences are often more resilient.
When individuals have a strong positive or negative experience, it significantly shapes
their feelings towards similar situations in the future.
 Example: If an employee participates in a successful team project, they may develop a
favorable attitude toward teamwork and collaboration.

b. Socialization

 Definition: Social influences play a critical role in shaping attitudes. Family, peers,
cultural background, and societal norms contribute to the development of one’s beliefs
and attitudes.
 Example: An employee raised in a competitive family might develop a strong
achievement-oriented attitude, valuing performance over collaboration.

c. Learning

 Classical Conditioning: Involves associating a neutral stimulus with a positive or

negative response. Over time, the neutral stimulus can elicit the same response.
o Example: If an employee associates the smell of fresh coffee with productive
meetings, they may develop a positive attitude toward morning meetings.
 Operant Conditioning: Involves reinforcement or punishment influencing behavior.
Positive reinforcement (rewards) can foster positive attitudes, while punishment can lead
to negative attitudes.
o Example: If an employee receives praise for their innovative ideas, they may
develop a positive attitude toward contributing new concepts.

d. Cognitive Dissonance

 Definition: Cognitive dissonance occurs when individuals hold conflicting beliefs or

when their behavior contradicts their beliefs, leading to discomfort.
 Example: An employee who values work-life balance but regularly works late may
experience dissonance. To resolve this, they might change their attitude about the
importance of overtime or adjust their work habits.

2. Theories of Attitudes

a. Cognitive Dissonance Theory

 Key Components:
o Dissonance Reduction: Individuals may change their attitudes, beliefs, or
behaviors to reduce dissonance. This can occur by changing one of the conflicting
elements or rationalizing the behavior.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

o Examples of Resolution: If an employee feels guilty about not attending a team-

building event, they might convince themselves that the event wasn’t beneficial or
that their time was better spent elsewhere.

b. Theory of Planned Behavior

 Components:
o Attitude toward the behavior: Personal evaluation (e.g., believing that
participating in training is valuable).
o Subjective norms: Perceptions of social pressure (e.g., colleagues encouraging
participation).
o Perceived behavioral control: Belief in one’s ability to perform the behavior
(e.g., confidence in attending training).
 Application: This theory is useful for predicting behaviors such as employee engagement
in training programs or commitment to organizational change.

c. Social Learning Theory

 Key Concepts:
o Observation: Individuals learn by observing others and the consequences of their
actions.
o Modeling: When employees see their peers rewarded for certain attitudes or
behaviors, they may adopt similar attitudes.
 Example: A new employee may adopt a positive attitude toward company culture by
observing long-term employees who express enthusiasm and commitment.

d. Functional Theory of Attitudes

 Functions of Attitudes:
o Utilitarian Function: Attitudes help individuals maximize rewards and minimize
costs (e.g., employees may develop a positive attitude towards a new software
that increases efficiency).
o Ego-Defensive Function: Protects self-esteem; for example, an employee may
justify subpar performance by blaming external factors.
o Value-Expressive Function: Reflects one’s values and self-concept (e.g., an
employee may embrace sustainability initiatives because they value
environmental conservation).
o Knowledge Function: Helps individuals make sense of their experiences and the
world around them (e.g., an employee may develop an attitude towards remote
work based on their understanding of its benefits).

e. Affective, Behavioral, and Cognitive Components

 Affective Component: This involves feelings or emotions toward an object or situation

(e.g., feeling excited about a new project).
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Behavioral Component: This refers to the intention to act in a certain way (e.g.,
volunteering for new assignments).
 Cognitive Component: This includes beliefs or thoughts about the object (e.g., believing
that teamwork leads to better outcomes).

3. Changing Attitudes

Strategies for Changing Attitudes:

 Persuasive Communication: Tailored messages that address both the emotional and
rational aspects of attitudes can be effective. Using credible sources and appealing to
values can enhance persuasion.
 Positive Experiences: Creating opportunities for positive experiences can change
negative attitudes. For example, team-building activities can improve attitudes toward
collaboration.
 Social Influence: Encouraging positive role models within the organization can shift
attitudes through observation and imitation.
 Feedback Mechanisms: Providing feedback on attitudes and behaviors helps individuals
recognize areas for improvement and can foster attitude change.

Attitudes are a critical aspect of organizational behavior, influencing how individuals interact,
perform, and perceive their work environment. Understanding the formation and theories of
attitudes allows organizations to develop effective strategies to enhance employee engagement,
foster a positive workplace culture, and facilitate change. By addressing attitudes, organizations
can create a more motivated and cohesive workforce, ultimately driving better performance and
satisfaction.

Personality: Determinants and Traits

 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

Personality refers to the individual differences in characteristic patterns of thinking, feeling, and
behaving. In the context of organizational behavior, understanding personality is crucial as it
influences employee behavior, interactions, and performance. Here’s a detailed overview of the
determinants and traits of personality:

1. Determinants of Personality

Personality is shaped by a combination of factors:

a. Genetic Factors

 Biological Influences: Genetics play a significant role in determining certain personality

traits. Twin studies suggest that traits like extraversion and neuroticism have a hereditary
component.
 Temperament: Innate temperament, often evident in early childhood, can influence later
personality development.

b. Environmental Factors

 Family Influence: Parenting styles and family dynamics can significantly shape
personality. For instance, supportive and nurturing environments may lead to higher self-
esteem and social competence.
 Culture: Cultural norms and values impact personality traits. For example, collectivist
cultures may promote traits like cooperation and conformity, while individualistic
cultures may encourage independence and assertiveness.
 Life Experiences: Significant life events, such as trauma or success, can alter personality
traits over time.

c. Situational Influences

 Contextual Factors: Different situations may elicit different behaviors. For example, an
individual might display leadership qualities in a work setting but be more reserved in
social situations.
 Peer Influence: Friends and colleagues can impact personality development through
social interactions and shared experiences.

2. Traits of Personality

Personality traits are stable characteristics that influence behavior. Various models describe these
traits:

a. The Big Five Personality Traits (OCEAN)

This widely accepted model categorizes personality into five broad dimensions:
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

1. Openness to Experience
o Definition: Reflects creativity, curiosity, and a willingness to try new things.
o High Scorers: Open-minded, imaginative, and adventurous.
o Low Scorers: Conventional, resistant to change, and prefer routine.
2. Conscientiousness
o Definition: Indicates a person’s level of organization, dependability, and work
ethic.
o High Scorers: Diligent, disciplined, and goal-oriented.
o Low Scorers: Impulsive, disorganized, and less reliable.
3. Extraversion
o Definition: Describes sociability, assertiveness, and enthusiasm.
o High Scorers: Outgoing, energetic, and enjoy social interactions.
o Low Scorers: Introverted, reserved, and prefer solitary activities.
4. Agreeableness
o Definition: Reflects interpersonal orientation and the tendency to be
compassionate and cooperative.
o High Scorers: Trusting, empathetic, and friendly.
o Low Scorers: Competitive, critical, and less cooperative.
5. Neuroticism
o Definition: Indicates emotional stability and resilience.
o High Scorers: Anxious, moody, and prone to negative emotions.
o Low Scorers: Calm, emotionally stable, and less prone to stress.

The Myers-Briggs Type Indicator (MBTI) is a popular personality assessment tool designed to
help individuals understand their personality preferences and how these preferences influence
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

their interactions with others. Developed by Isabel Briggs Myers and her mother, Katharine
Cook Briggs, the MBTI is based on Carl Jung's theories of psychological types.

Key Concepts of MBTI

1. The Four Dichotomies

The MBTI identifies personality types based on four dichotomies, each representing a spectrum
of preferences:

1. Extraversion (E) vs. Introversion (I)

o Extraversion (E): Prefers engaging with the outer world, gaining energy from
social interactions and activities.
o Introversion (I): Prefers focusing on the inner world, gaining energy from
solitude and introspective activities.
2. Sensing (S) vs. Intuition (N)
o Sensing (S): Focuses on concrete information and experiences; prefers facts,
details, and practicality.
o Intuition (N): Focuses on patterns, possibilities, and the big picture; prefers
theories, concepts, and abstract ideas.
3. Thinking (T) vs. Feeling (F)
o Thinking (T): Makes decisions based on logic and objective criteria; values
fairness and consistency.
o Feeling (F): Makes decisions based on personal values and the impact on others;
values empathy and harmony.
4. Judging (J) vs. Perceiving (P)
o Judging (J): Prefers structure, organization, and planning; likes to have things
settled and decided.
o Perceiving (P): Prefers flexibility, spontaneity, and adaptability; likes to keep
options open.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

2. 16 Personality Types

The combinations of the four dichotomies result in 16 distinct personality types. Each type is
represented by a four-letter code. For example:

 ENTJ: Extraversion, Intuition, Thinking, Judging

 ISFP: Introversion, Sensing, Feeling, Perceiving

Understanding the Types

Each type has unique characteristics, strengths, and weaknesses. Here are some examples:

 INTJ (The Architect): Analytical, strategic, and independent thinkers who enjoy solving
complex problems.
 ESFJ (The Provider): Sociable, caring, and organized individuals who value harmony
and community.
 INFP (The Mediator): Idealistic, empathetic, and open-minded, often driven by their
values and a desire for authenticity.
 ESTP (The Entrepreneur): Energetic, action-oriented, and spontaneous, enjoying new
experiences and challenges.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

Applications of MBTI in Organizations

 Team Building: Understanding personality types can improve team dynamics by

highlighting individual strengths and potential areas of conflict.
 Career Development: Individuals can gain insights into suitable career paths based on
their personality preferences.
 Conflict Resolution: Recognizing different communication styles can help in resolving
misunderstandings and enhancing collaboration.
 Leadership Development: Leaders can tailor their approach based on their personality
type and the types of their team members.

Criticisms of MBTI

 Scientific Validity: Critics argue that the MBTI lacks empirical support and reliability
compared to other personality assessments, such as the Big Five.
 Over-Simplification: The binary nature of the dichotomies can oversimplify the
complexity of human personality, leading to pigeonholing.
 Static Nature: Some believe that personality is more fluid than the MBTI suggests, with
preferences changing over time or depending on context.

The MBTI is a widely used tool for understanding personality preferences and enhancing
personal and professional development. While it offers valuable insights into individual
differences and promotes self-awareness, it’s essential to approach its use with an understanding
of its limitations and consider it as one of many tools for exploring personality.

c. HEXACO Model

An extension of the Big Five, the HEXACO model includes six dimensions:

1. Honesty-Humility
2. Emotionality
3. extraversion
4. Agreeableness
5. Conscientiousness
6. Openness to Experience

3. Impact of Personality on Organizational Behavior

 Job Performance: Traits like conscientiousness are often linked to higher job
performance and productivity.
 Leadership Styles: Different personality traits influence leadership styles and
effectiveness.
 Team Dynamics: Understanding personality traits can improve team collaboration by
promoting diverse perspectives and strengths.
 Program: Bachelor of Business Administration
Course Name: Organization Behaviour and Principles of Management, Code: NBBA5201

 Employee Satisfaction: Compatibility between personality traits and job roles can lead
to higher job satisfaction and lower turnover rates.

Personality is a complex interplay of genetic, environmental, and situational factors that

influence individual behavior in significant ways. Understanding the determinants and traits of
personality is essential for organizations to foster a positive work environment, enhance
employee performance, and improve team dynamics. By recognizing and valuing personality
differences, organizations can better align roles with individual strengths, ultimately driving
organizational success.