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OrganizationalOrganizational

Behavior Behavior

1



O + B = OBO + B = OB

2



People Are anPeople Are an

Organization’sOrganization’s

Most ImportantMost Important

Assets Assets

3



What is an What is an

Organization?Organization?

Organizations are simplyOrganizations are simplygroups with two or moregroups with two or more

people that share a certainpeople that share a certain

set of goals and meet atset of goals and meet atregular times.regular times.

4



Behavior Behavior

This behavior occurs inThis behavior occurs in

organizations.organizations.

5



What is an Organization? What is an Or

ganization?An organization is a

collection of peoplewho work together

to achieve individual

and organizationalgoals.

5



What is Organizational What is Or ganizational

Behavior?Behavior?


behavior (OB) is thebehavior (OB) is the

study of factors thatstudy of factors thataect how individualsaect how individuals

and groups act inand groups act in

organizations and howorganizations and how

organizations manageorganizations manage

their environments.their environments.

6



What is Organizational What is Organizational

Behavior?Behavior?

Definition:Definition: The study of humanThe study of human

behavior, attitudes, and performance behavior, attitudes, and performance

in organizations.in organizations.

Value of OB:Value of OB: Helps people attain the competencies needed to becomeHelps people attain the competencies needed to become effectiveeffective

employees, team leaders/members, or managersemployees, team leaders/members, or managers

CompetencyCompetency = an interrelated set of abilities, behaviors, attitudes, and knowledge= an interrelated set of abilities, behaviors, attitudes, and knowledge

needed by an individual to be effective in most professional and managerialneeded by an individual to be effective in most professional and managerial

positions positions

8



What is Organizational What is Organizational

Behavior?Behavior?

Organizational Behavior is theOrganizational Behavior is the

study of human behavior in thestudy of human behavior in the

wor!place" the interactionwor!place" the interactionbetween people and thebetween people and the

organizationorganization with the intent towith the intent to

understand and predict humanunderstand and predict humanbehaviorbehavior..

9



What is OB?What is OB?

The study of human behavior in the wor!placeThe study of human behavior in the wor!place The iThe investigation of the impact thatnvestigation of the impact that

individuals" groups and structure have onindividuals" groups and structure have onbehaviour within organizations" for thebehaviour within organizations" for the

purpose of applying such !nowledge towardpurpose of applying such !nowledge towardimproving an organization#s eectivenessimproving an organization#s eectiveness

OB theories have widespread applications $OB theories have widespread applications $among other things" !nowing these theoriesamong other things" !nowing these theoriescan help you to%can help you to% &romote the well'being of employees&romote the well'being of employees valuate solutions proposed by consultants andvaluate solutions proposed by consultants and

managersmanagers &redict what will happen in your organization&redict what will happen in your organization n*uence the direction of your organizationn*uence the direction of your organization

1




Behaviour Behaviour . . . a eld of study that. . . a eld of study that

investigates the impact thatinvestigates the impact that

individuals" groups and structureindividuals" groups and structurehave on behaviour withinhave on behaviour within

organizations" for the purpose oforganizations" for the purpose of

applying such !nowledge towardapplying such !nowledge towardimproving an organization#simproving an organization#s

eectiveness.eectiveness.

11



Why Do We Study OB? Why Do We Study OB?

To learn about yourself and how to dealTo learn about yourself and how to dealwith otherswith others

,ou are part of an organization now" and ,ou are part of an organization now" and

will continue to be a part of variouswill continue to be a part of variousorganizationsorganizations Organizations are increasingly e-pectingOrganizations are increasingly e-pecting

individuals to be able to wor! in teams" atindividuals to be able to wor! in teams" at

least some of the timeleast some of the time ome of you may want to be managers orome of you may want to be managers or

entrepreneursentrepreneurs

12



WH OB WH OB

13



44

!nsert "igure 1.1 here

14



!hara"teristi"s!hara"teristi"s /oal'Oriented/oal'Oriented

0evels of analysis0evels of analysis

1uman tool1uman tool

atisfaction of employees needatisfaction of employees need

2 total systems approach 2 total systems approach

15



!hallenges and!hallenges and

Opportunities #or OBOpportunities #or OB

3esponding to /lobalization3esponding to /lobalization !ncreased foreign assign#ents!ncreased foreign assign#ents $orking with people fro# different cultures$orking with people fro# different cultures %oping with anti&capitalis# 'acklash%oping with anti&capitalis# 'acklash

(verseeing #ove#ent of )o's to countries with low&(verseeing #ove#ent of )o's to countries with low&cost la'or cost la'or

*anaging people during the war on terror *anaging people during the war on terror

4anaging 5or!force 6iversity4anaging 5or!force 6iversity

+#'racing diversit,+#'racing diversit, %hanging -.. de#ographics%hanging -.. de#ographics !#plications for #anagers!#plications for #anagers

/ecognizing and responding to differences/ecognizing and responding to differences

16



Domestic

artners

Ma$or Wor%#or"eMa$or Wor%#or"e

Diversity !ategoriesDiversity !ategories

!ace

"on#$hristian

"ational

%rigin

&ge

Disability

E X H I B I T 1–4

'ender

10



!hallenges and Opportunities #or!hallenges and Opportunities #or

OB &"ont’d'OB &"ont’d'

mproving 7uality and &roductivitymproving 7uality and &roductivity ualit, #anage#ent *ualit, #anage#ent * rocess reengineeringrocess reengineering

3esponding to the 0abor hortage3esponding to the 0abor hortage %hanging work force de#ographics%hanging work force de#ographics "ewer skilled la'orers"ewer skilled la'orers +arl, retire#ents and older workers+arl, retire#ents and older workers

mproving 8ustomer ervicemproving 8ustomer ervice !ncreased epectation of service ualit,!ncreased epectation of service ualit, %usto#er&responsive cultures%usto#er&responsive cultures

18



(oday’s !hallenges in the(oday’s !hallenges in the

!anadian Wor%pla"e!anadian Wor%pla"e 8hallenges at the ndividual 0evel8hallenges at the ndividual 0evel

9ob atisfaction 9ob atisfaction

mpowermentmpowerment

Behaving thicallyBehaving thically

8hallenges at the /roup 0evel8hallenges at the /roup 0evel 5or!ing 5ith Others5or!ing 5ith Others

5or!force 6iversity5or!force 6iversity

19



(oday’s !hallenges in the(oday’s !hallenges in the

!anadian Wor%pla"e!anadian Wor%pla"e 8hallenges at the Organizational 0evel8hallenges at the Organizational 0evel

&roductivity&roductivity

6eveloping ective mployees6eveloping ective mployees 2bsenteeism 2bsenteeism TurnoverTurnover

Organizational 8itizenshipOrganizational 8itizenship

8ompetition :rom the /lobal nvironment8ompetition :rom the /lobal nvironment

4anaging and 5or!ing in a /lobal ;illage4anaging and 5or!ing in a /lobal ;illage

2



Produ"tivity Produ"tivity

&roductivity&roductivity 2 performance measure including 2 performance measure including

eectiveness and eiciencyeectiveness and eiciency

ectivenessectiveness 2chievement of goals 2chievement of goals

iciencyiciency

The ratio of eective wor! output to theThe ratio of eective wor! output to theinput re<uired to produce the wor! input re<uired to produce the wor!

21



)*e"tive )mployees)*e"tive )mployees

2bsenteeism 2bsenteeism :ailure to report to wor! :ailure to report to wor!

TurnoverTurnover ;oluntary and involuntary permanent ;oluntary and involuntary permanent

withdrawal from the organizationwithdrawal from the organization

Organizational citizenship behaviourOrganizational citizenship behaviour 6iscretionary behaviour that is not part of an6iscretionary behaviour that is not part of an

employee#s formal ob re<uirements" but isemployee#s formal ob re<uirements" but is

helpful to the organizationhelpful to the organization

22



Exhibit 1-2Exhibit 1-2

Toward an OB DisciplineToward an OB Discipline

Social pscholo!

"scholo!

Beha#io$ralscience

%ontrib$tion &nit o' analsis

O$tp$t

(nthropolo!

Sociolo!

"olitical science

St$d o' Or!ani)ational

Beha#io$r

Or!ani)ationsste*

+earnin!,oti#ation"erceptionTrainin!+eadership e''ecti#enessob satis'actionIndi#id$al decision *a.in!"er'or*ance appraisal(ttit$de *eas$re*entE*ploee selection

/or. desi!n/or. stress

0ro$p dna*ics/or. tea*s%o**$nication"ower %on'lictInter!ro$p beha#io$r

or*al or!ani)ation theorOr!ani)ational technolo!Or!ani)ational chan!eOr!ani)ational c$lt$re

%on'lictIntraor!ani)ational politics"ower

Or!ani)ational c$lt$reOr!ani)ational en#iron*ent

Beha#io$ral chan!e

(ttit$de chan!e%o**$nication0ro$p processes0ro$p decision *a.in!

0ro$p

%o*parati#e #al$es%o*parati#e attit$des%ross-c$lt$ral analsis

Indi#id$al

23



(he +igour o# OB(he +igour o# OB

OB loo!s at consistenciesOB loo!s at consistencies 5hat is common about behaviour" and5hat is common about behaviour" and

helps predictability>helps predictability>

OB is more than common senseOB is more than common sense ystematic study" based on scienticystematic study" based on scientic

evidenceevidence

OB has few absolutesOB has few absolutes OB ta!es a contingency approachOB ta!es a contingency approach

8onsiders behaviour in conte-t8onsiders behaviour in conte-t

24



Beyond !ommon SenseBeyond !ommon Sense

ystematic tudyystematic tudy 0oo!ing at relationships" attempting to0oo!ing at relationships" attempting to

attribute causes and eects andattribute causes and eects and

drawing conclusions based on scienticdrawing conclusions based on scienticevidenceevidence Behaviour is generally predictableBehaviour is generally predictable There are dierences between individualsThere are dierences between individuals

There are fundamental consistenciesThere are fundamental consistencies There are rules (written ? unwritten) inThere are rules (written ? unwritten) in

almost every settingalmost every setting

25



),hi-it ./. !hallenges),hi-it ./. !hallenges

0a"ing the Wor%pla"e0a"ing the Wor%pla"e

/or.place

Or!ani)ational +e#el

"rod$cti#it De#elopin! E''ecti#e E*ploees 0lobal %o*petition ,ana!in! in the 0lobal 3illa!e

0ro$p +e#el

/or.in! /ith Others /or.'orce Di#ersit

Indi#id$al +e#el

ob Satis'action E*power*ent Beha#in! Ethicall

26



),hi-it ./1),hi-it ./1

Basi" OB Model2 Stage IBasi" OB Model2 Stage I

Or!ani)ation sste*s le#el

0ro$p le#el

Indi#id$al le#el

20

),hi-it . 3),hi-it . 3



),hi-it ./3),hi-it ./3

Basi" OB Model2 StageBasi" OB Model2 Stage

IIII

(bilitH$*an

inp$t

3al$es andattit$des

,oti#ation Indi#id$al

decision *a.in!

"ersonalit "erception

Bio!raphical

characteristics

+eadership

/or. desi!n

and

technolo!

Or!ani)ational

c$lt$re

%han!e and

stress

0ro$pdecision *a.in!

Other

!ro$ps%on'lict

"ower and

politics

/or.

tea*s

Indi#id$al +e#el

0ro$p +e#el

Or!ani)ationSste*s +e#el

Satis'action

Or!ani)ational

co**it*ent

T$rno#er

(bsence

"rod$cti#it

/or.place

interaction

H$*an

o$tp$t

%o**$nication0ro$p

str$ct$re

H$*an reso$rce

policies and

practices

Or!ani)ation

str$ct$re

and desi!n

Indi#id$al

Di''erences

28

), t . 4, t



), t ./4, t /!ompeting 5alues!ompeting 5alues

0rame6or% 0rame6or% lexibilit

%ontrol

I n t e r n a l 1 o c $ s

External1

oc$s

29



!ompeting 5alues!ompeting 5alues

0rame6or% 0rame6or% nternal'-ternal 6imensionnternal'-ternal 6imension

nwardly toward employee needs and concerns and@ornwardly toward employee needs and concerns and@orproduction processes and internal systemsproduction processes and internal systems

oror Outwardly" toward such factors as the mar!etplace"Outwardly" toward such factors as the mar!etplace"

government regulations" and the changing social"government regulations" and the changing social"environmental" and technological conditions of the futureenvironmental" and technological conditions of the future

:le-ibility'8ontrol 6imension:le-ibility'8ontrol 6imension :le-ible and dynamic" allowing more teamwor! and:le-ible and dynamic" allowing more teamwor! and

participationA see!ing new opportunities for products andparticipationA see!ing new opportunities for products andservicesservices

oror 8ontrolling or stable" maintaining the status <uo and8ontrolling or stable" maintaining the status <uo and

e-hibiting less changee-hibiting less change

3



Basic OB ModelBasic OB Model

Or!ani)ation sste*s le#el

0ro$p le#el

Indi#id$al le#el

Independent 3ariablesIndi#id$al-+e#el 3ariables +eadership5 "ower5 (ttit$des6

0ro$p-+e#el 3ariables Di#ersit5 0ro$ps5 Tea*s5 %on'lict6

Or!ani)ational Sste*s-+e#el 3ariables %$lt$re5 Str$ct$re5 Desi!n5

%han!e6

Dependent 3ariables

"rod$cti#it (bsenteeis* T$rno#er ob Satis'action

,oti#ation /ell-bein! Sa'et E''ecti#eness

E''icienc Ethics

31

S 7S 7



Summary 7Summary 7

Impli"ationsImpli"ations OB is a eld of study that investigates the impact ofOB is a eld of study that investigates the impact of

individuals" groups" and structure on behaviourindividuals" groups" and structure on behaviourwithin an organization.within an organization.

OB focuses on improving productivity" byOB focuses on improving productivity" byunderstanding employees and why they behave inunderstanding employees and why they behave in

the ways they do.the ways they do. Behavior of organizations" groups" ? individualsBehavior of organizations" groups" ? individuals

can be predicted" but you have to understand thecan be predicted" but you have to understand thecircumstances.circumstances.

To study OB" one needs to move from an intuitionTo study OB" one needs to move from an intuition

and common sense approach to a systematic study.and common sense approach to a systematic study. OB uses systematic study to improve predictions ofOB uses systematic study to improve predictions of

behaviour.behaviour.

32



Why Study Why Study

Organizational Behavior?Organizational Behavior? uccess isn#t a destination $ it#s a process. 2nduccess isn#t a destination $ it#s a process. 2ndthe margin between successes is often small.the margin between successes is often small.0earn the principles of dening and achieving0earn the principles of dening and achievingsuccess in your own life andsuccess in your own life and -egin the $ourney-egin the $ourney

today today .. This ourney begins with understanding theThis ourney begins with understanding the

behaviors between the leader" the followers" andbehaviors between the leader" the followers" andthe organization.the organization.

This is also a leadership course of study. To beThis is also a leadership course of study. To besuccessful leader" one needs to understand thesuccessful leader" one needs to understand thebehaviors of people" organizations" and thebehaviors of people" organizations" and thesituation.situation.

33



8evels o# Analysis8evels o# Analysis

Organization levelOrganization level

/roup level/roup level

ndividual levelndividual level

34



Basi" OB ModelBasi" OB Model

ndependentndependent

;ariables ;ariables

6ependent6ependent

;ariables ;ariables

35

/(7-%!!:

A;+<++!*

-/<(+/

=(; A!"A%!(<

(rganizational >evel

?roup >evel

!ndividual >evel



)lements o# o-)lements o# o-

People.ndividuals./roup

Environment./overnment.8ompetition

.ocial

Technology .4achinery

.8opm. hard ?soft.

Structure.9obs

.3elationshipOB

36

77



77

!nsert "igure 1.2 here

30



!ontri-ution to!ontri-ution to

various dis"iplines o# various dis"iplines o#o-o-

38

i- i i i li



!ontri-uting Dis"iplines!ontri-uting Dis"iplines

to the OB 0ieldto the OB 0ield &sychology&sychology

ociologyociology

ocial &sychologyocial &sychology 2nthropology 2nthropology

&olitical cience&olitical cience

39

&erception



Study of OB

ndividual

/roup

Organizations

&erception&ersonality4otivationTraining

& 2 9ob atisfact.

&sychology

/roup "Team8ommuni.8on*ict

Org.change"structure

2ttit.? beh.8hange/roup

process ?decisionma!ing

ndi.Org.culture ? nv.

Org. &ower

&olitics

ociology

ocial&sychology

2nthropology

&oliticalscience

4



O+I9I:S O0O+I9I:S O0

O+9A:I;A(IO:A8 B)HA5IO+O+9A:I;A(IO:A8 B)HA5IO+ Psy"hology Psy"hology . &sychological theories have. &sychological theories havehelped us e-plain and predicthelped us e-plain and predict individualindividual-ehavior -ehavior . 4any of the theories dealing. 4any of the theories dealing

withwith

personality2 attitude2 learning2personality2 attitude2 learning2

motivation2 and stressmotivation2 and stress have beenhave beenapplied in Organizational Behavior toapplied in Organizational Behavior tounderstand wor!'related phenomenaunderstand wor!'related phenomenasuch assuch as $o- satis#a"tion2 "ommitment2 $o- satis#a"tion2 "ommitment2a-senteeism2 turnover2 and 6or%era-senteeism2 turnover2 and 6or%er 6ell/-eing 6ell/-eing..

41



So"iology So"iology

So"iologistsSo"iologists" studying the structure and" studying the structure andfunction offunction of small groupssmall groups within a societywithin a societyhave contributed greatly to a more completehave contributed greatly to a more completeunderstanding of behavior withinunderstanding of behavior withinorganizations. Ta!ing their cue fromorganizations. Ta!ing their cue from

ociologists" scholars in the eld ofociologists" scholars in the eld ofOrganizational Behavior have studied theOrganizational Behavior have studied theeects of the structure and function of wor!eects of the structure and function of wor!organization on the behavior of groups" asorganization on the behavior of groups" aswell as the individuals within those groups.well as the individuals within those groups.

4any of the concepts and theories about4any of the concepts and theories aboutgroups and the processes ofgroups and the processes of "ommuni"ation2"ommuni"ation2de"ision ma%ing2 "on<i"t2 and politi"sde"ision ma%ing2 "on<i"t2 and politi"s used in Organizational Behavior" are rooted inused in Organizational Behavior" are rooted inthe eld ofthe eld of So"ial Psy"hology So"ial Psy"hology ..

42



!ontri-uting Dis"iplines to the OB!ontri-uting Dis"iplines to the OB

0ield &"ont’d'0ield &"ont’d'

E X H I B I T 1–8 cont9d6

ociolog,he stud, of people in relation to their fellow hu#an

'eings

43






ocial s,cholog, An area within ps,cholog, that 'lends concepts fro#

ps,cholog, and sociolog, and that focuses on the influence

of people on one another

44



Politi"al S"ien"ePoliti"al S"ien"e The eld ofThe eld of Politi"al S"ien"ePoliti"al S"ien"e hashas

helped us understand howhelped us understand how

dierences in preferences anddierences in preferences and

interests lead tointerests lead to "on<i"t and po6er "on<i"t and po6er struggles between groups withinstruggles between groups within

organizations.organizations.

45



Anthropology Anthropology Organizational Behavior draws onOrganizational Behavior draws on

the eld ofthe eld of Anthropology Anthropology forfor

lessons about howlessons about how "ultures"ultures

( corporate culture) and belief( corporate culture) and beliefsystems develop.systems develop.

46






Anthropolog,he stud, of societies to learn a'out hu#an 'eings and

their activities

40

::



Managerial +olesManagerial +oles

Manager Manager % 2ny person who supervises one% 2ny person who supervises oneor more subordinates.or more subordinates.

Role Role% 2 set of behaviors or tas!s a person% 2 set of behaviors or tas!s a personis e-pected to perform because of theis e-pected to perform because of theposition he or she holds in a group orposition he or she holds in a group ororganization.organization.

Managerial roles Managerial roles identied by 4intzbergidentied by 4intzberg(see Table .)%(see Table .)%

:igurehead:igurehead 0eader0eader

0iaison0iaison 4onitor4onitor6isseminator6isseminator po!espersonpo!esperson

ntrepreneurntrepreneur 6isturbance handler6isturbance handler

3esource allocator3esource allocator CegotiatorCegotiator

48

;;



Managerial S%illsManagerial S%ills Conceptual SkillsConceptual Skills% The% The

ability to analyze andability to analyze anddiagnose a situation anddiagnose a situation anddistinguish between causedistinguish between cause

and eect.and eect. Human Skills Human Skills% The% Theability to understand"ability to understand"wor! with" lead" andwor! with" lead" andcontrol the behavior ofcontrol the behavior of

other people and groups.other people and groups. Technical SkillsTechnical Skills% 9ob'% 9ob'

specic !nowledge andspecic !nowledge andtechni<ues.techni<ues.

49

1<1<



!hallenges #or Organizational!hallenges #or Organizational

Behavior Behavior

and Managementand Management Dsing new information technology toDsing new information technology to

enhance creativity and organizationalenhance creativity and organizational

learning.learning.

4anaging human resources to increase4anaging human resources to increase

competitive advantage.competitive advantage.

6eveloping organizational ethics and6eveloping organizational ethics and

well'being.well'being. 4anaging a diverse wor! force.4anaging a diverse wor! force.

4anaging the global environment.4anaging the global environment.

5



personality personality

51



:ature o# Personality :ature o# Personality

&ersonality traits&ersonality traits

3e*ects individuals dierences3e*ects individuals dierences

&ersonality can change&ersonality can change

52



determinantsdeterminants

ndividualpersonality

Biological

Others

8ultural

ituational

:amily ?ocial

53



-iologi"al-iologi"al

1eredity1eredity

BrainBrain

&hysical features&hysical features

54



8ultural factors8ultural factors

ituational factorsituational factors

55



0amily 7 So"ial 0a"tors0amily 7 So"ial 0a"tors

1ome ? :amily environment1ome ? :amily environment

ocial groupocial group

56



OthersOthers

nterestnterest

4otives4otives

50



Big 0ive (raits o#Big 0ive (raits o#Personality Personality

58



2greeableness 2greeableness

-troversion-troversion

motional stabilitymotional stability

8onscientiousness8onscientiousness

OpennessOpenness

59



agreea-lenessagreea-leness

2greeableness 2greeableness

1igh 0ow1igh 0ow

Agreea-leness Agreea-leness' 8ooperative" warm"' 8ooperative" warm"caring"caring" good'good'

natured" trustingnatured" trusting

6



),troversion),troversion

-troversion-troversion

-troversion ntroversion-troversion ntroversion

),troversion),troversion' ocial" outgoing"' ocial" outgoing"

tal!ative"tal!ative" assertive"assertive"

forgiving" understandingforgiving" understanding

61



)motional sta-ility )motional sta-ility

motionalmotional

1igh 0ow1igh 0ow

motional stability'motional stability' happy" unworried"happy" unworried"

secure" calmsecure" calm

62



!ons"ientiousness!ons"ientiousness

8onscientiousness8onscientiousness

1igh 0ow1igh 0ow

!ons"ientiousness!ons"ientiousness' 6ependable"' 6ependable"

hardwor!ing"hardwor!ing" organized" self'organized" self'

disciplined"disciplined" responsibleresponsible

63



OpennessOpenness

OpennessOpenness

4ore 0ess4ore 0ess

OpennessOpenness' 8reative" 8ultured"' 8reative" 8ultured":le-ible":le-ible" imaginativeimaginative

64



per"eptionper"eption

65



1uman being are constantly attac!ed1uman being are constantly attac!ed

by numerous sensory including noise"by numerous sensory including noise"

sight" smell" taste etc.sight" smell" taste etc.

The critical <uestion is the study ofThe critical <uestion is the study of

perception is Ewhy the same universeperception is Ewhy the same universe

is viewed dierently by dierentis viewed dierently by dierentpersons>Fpersons>F

The answer is the perception.The answer is the perception.6ierent people perceive the6ierent people perceive the

universe dierentlyuniverse dierently..

66



&erception is the process through which&erception is the process through which

the information from outsidethe information from outsideenvironment is selected" received"environment is selected" received"

organize and interpreted to ma!e itorganize and interpreted to ma!e it

meaningful to us.meaningful to us.

Acc. To the Joseph Reitz: Acc. To the Joseph Reitz:

perception includes all thoseperception includes all those

processes by which an individual receiveprocesses by which an individual receiveinformation about his environment $information about his environment $

seeing" hearing" feeling" tasting andseeing" hearing" feeling" tasting and

smelling.smelling.60



pro"esspro"ess

Per"eptualInputs

Per"eptualMe"hanisms

Per"eptualOutputs

ndividual3eceiving electing

Organizingnterpreting

2ctions

68

:igure and /roup':igure is perceived to:igure and /roup':igure is perceived to



:igure and /roup :igure is perceived to:igure and /roup :igure is perceived to

dominate and more attention is paid to it"dominate and more attention is paid to it"

while ground is given less attention and iswhile ground is given less attention and is

!ept in the bac!ground.!ept in the bac!ground.

implication' 5henever people isimplication' 5henever people is

overloaded with the information" they tryoverloaded with the information" they try

to simplify it to ma!e it more meaningfulto simplify it to ma!e it more meaningfuland understandable. &erceiver subtractand understandable. &erceiver subtract

less salient information and concentrateless salient information and concentrate

on more important one.on more important one.

/rouping' n grouping" the information/rouping' n grouping" the information

which have been grouped together" arewhich have been grouped together" are

li!ely to be perceived as having sameli!ely to be perceived as having same

characteristics.characteristics.

69



a"tiona"tion

The last phase of perceptual process isThe last phase of perceptual process isthat acting in relation to what has beenthat acting in relation to what has been

perceived. This action may be covert orperceived. This action may be covert or

overt.overt.

8overt' 8hange in attitude" opinions"8overt' 8hange in attitude" opinions"

feeling" values and impressionfeeling" values and impression

formation resulting from the perceptualformation resulting from the perceptual

input.input.

Overt' The overt action may be in theOvert' The overt action may be in the

form of behavior easily visible.form of behavior easily visible. 0

0a"tors that in<uen"e0a"tors that in<uen"e



0a"tors that in<uen"e0a"tors that in<uen"e

the per"eptionthe per"eption

&erception

:actors insituation

ocial setting"Organizational

setting !ctors in

perceiver

"eeds !nd #otives$

E%perience$&urrent

psychologic!l st!te

!ctors in t!rget

St!tus$ Size$&ontr!st$

01



Internal #a"torsInternal #a"tors

"eeds !nd #otives' "eeds !nd #otives' &eople#s perception is&eople#s perception isdetermined by their inner needs. 2 feeling ofdetermined by their inner needs. 2 feeling of

tension and discomfort when one thin!s he istension and discomfort when one thin!s he is

missing something or re<uires something.missing something or re<uires something.

imilarly people with dierent needs selectsimilarly people with dierent needs selectsdierent items to respond.dierent items to respond.

Experience Experience' t have a constant bearing on' t have a constant bearing on

perception. uccessful e-perience boost theperception. uccessful e-perience boost the

perception ability whereas failure erodes self'perception ability whereas failure erodes self'

condence.condence.

02



Current psychological state-Current psychological state-

The emotional and psychologicalThe emotional and psychological

states of an individual are li!elystates of an individual are li!ely

to in*uence how things areto in*uence how things are

perceived. f a person isperceived. f a person isdepressed" he is li!ely todepressed" he is li!ely to

perceive the same situationperceive the same situation

dierently than if he is elated.dierently than if he is elated.

03

l #



),ternal #a"tors),ternal #a"tors

StatusStatus' &erception is also' &erception is also

in*uenced by the status of thein*uenced by the status of the

perceiver. 1igh status people canperceiver. 1igh status people cane-ert in*uence on perception ofe-ert in*uence on perception of

employees than low status people.employees than low status people.

:or e-ample if we introduce the:or e-ample if we introduce the

8O or the peon of the8O or the peon of theorganization then w rememberorganization then w remember

only the name of the 8O.only the name of the 8O.

04



ContrastContrast' timuli contrast with the' timuli contrast with thesurrounding environment. 2surrounding environment. 2

contrasting eects can be causedcontrasting eects can be caused

by color or any other factor that isby color or any other factor that is

unusual.unusual.

SizeSize' The bigger size of the' The bigger size of the

perceived stimulus" the higher isperceived stimulus" the higher isthe probability that it is perceived.the probability that it is perceived.

ize attracts the attention of anize attracts the attention of an

individualindividual

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organizationalbehavior-110209013753-phpapp02.ppt