Individual Behaviour

ORGANISATIONAL BEHAVIOUR MSC 42102 undivided Processes locating and determine Organizational Behavior Submitted To Submitted By Dr. Pramod PathakAjit Vinod Kujur Manwendra Prakash Anshul Rawat Prateek Purty Prateeksha Maurya idiosyncratic Processes Individual demeanour is how we as respective(prenominal)s dress ourselves. This conduct is subject to many item-by-itemized traits as well as habits, set, perceptions, and other qualities and features. bulk make assumptions nigh those whom they work with, supervise, or spend time with in leisure activities.To close to extent, these assumptions influence the somebodys behavior towards others. Effective employees understand what affects their avow behavior before attempting to influence the behavior of others. Individual behavior is the creative activity of organizational performance. Understanding individual behavior, therefore, is crucial for effective management. Each person is a physio crystal clear system composed of a number of subsystems- views, perception, personality, needs, value and feelings. Attitude A tendency to feel & be thrust in a circumstance way towards objects, people or events. Characteristics Remain unvaried for a long period unless influenced by external forces * Evaluative statements flourishing orunfavorable Components * Cognitive the opinions, value orbeliefs of an individual * affective the feelings of a person towards something * Behavioral the intention of a person to behave in a particular way Sources ofAttitude * Attitudes are acquired by parents, teachers,& peer group members * Individuals are willing to modify theirbehavior & shape their perspective to match with the opinion leader * Attitude can be changed by providing feedbackTypes ofAttitude * Job satisfaction * The delightful or positive emotional state that results when an individual pass judgments his business or job experience. Dimensions * It is an emotional response to a job. * The satis faction that an individual derives from hisjob depends on the extent to which outcomes meet his expectations. * Job satisfaction reflects other attitudes of employee. * 6 dimensions (P. C. Smith, L. M Kendall(a), C. L. Hulin) i. e. 1) The work 2) The pay 3) Promotion 4) Opportunity 5) Supervision 6) fellow worker 7) Working conditions Job Involvement * The extent to which person identifies him ego psychologically with his job, actively participates in it & considers that his performance in the job contribute to his self worth * Organizational Commitment * An employees satisfaction with a particularorganization & its goals OC is affected by a number of * private variables employees age, attitude towards job. * Organizational variables job design, leadership style of the superior. seat P. Meyer & Natalie J. Allen gave 3 component model i. . * Affective payload It is interested with employees emotional attachment & involvement with the organization * sequel commitmen t It is influenced by the costs that could accrue to the employee if he leaves the org * Normative commitment It refers to the extent to which an employee feels obliged to continue in the organization. Functions of Attitudes * The adjustment function * People modify their attitudes to adjust to their work environment * When fair treatment is assumption positive attitude When treatment is not unspoiled negative attitude * Ego-defensive function * Attitudes help employee to defend their selfimage when mistake identify protects their ego * The value expressive function * determine can be expressed through attitudes E. g. if mgr wants employee to work hard may tell connection has a tradition of hard work. * The knowledge function * Attitudes act as a standard of reference which allows people to understand & develop their environment. E. g. Union leaders attitude towards management based on past.Attitudes & Consistency * People may change their attitude do not contrad ict their action * If any discrepancy arises, individuals will get wind to bridge the discrepancy by developing a rational interpretation forthe discrepancy. Cognitive Dissonance Theory Leon Festinger (1950s) * Cognitive fraudulent scheme Incompatibility that an individual may perceive between 2 or more of his attitudes or between his behavior and attitude. * Emotional dissonance Conflict between the emotions an individual experiences & emotions he needs to expressAn individual can deal with dissonance either by * Sticking to his attitude * Give up his attitude * Change the attitude comforts Values are enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or chat mode of conduct or end state of existence. Values in the Workplace * Stable, evaluative beliefs that guide our preferences * Define right or wrong, good or bad * Value system &8212 hierarchy of values Values and Behavior Habitual behavior us ually consistent with values, but conscious(p) behavior less so because values are abstract constructs * Decisions and behavior are linked to values when * Mindful of our values have logical reasons to apply values in that situation * Situation does not hinder Values Congruence * Used where two or more entities have similar value systems * Problems with incongruence * Incompatible decisions * Lower satisfaction/loyalty * higher(prenominal) stress and turnover Benefits of incongruence * Better decision making (diverse perspectives) * Avoids corporate cultsValues across Cultures Individualism and Collectivism * Degree that people value concern to their group (collectivism) versus independence and person uniqueness (individualism) * Previously considered opposites, but orthogonal &8212 i. e. possible to value high individualism and high collectivism honourable Behavior Ethical Behavior means acting in slipway consistent with ones personal values and the commonly held values of th e organization and society. Qualities Required for Ethical Decision-making * The competence to identify ethical takes and evaluate the consequences of alternative courses of action. The self-confidence to seek out different opinions about the restoration and decide what is right in terms of a situation. * Tough-mindedness the willingness to make decisions when all that needs to be known cannot be known and when the ethical issue has no established, unambiguous solution. Values, Ethics & Ethical Behavior * Value Systems systems of beliefs that affect what the individual defines as right, good, and fair * Ethics reflects the way values are acted out * Ethical behavior actions consistent with ones values