ORGANIZATIONAL BEHAVIOR Ace Institute of Management MBAe Term

ORGANIZATIONAL BEHAVIOR Ace Institute of Management M-B-A-e Term IV, Spring Trimester 2011 Module 2 : The Individual Power. Point Compilation by Course Moderator Satish Jung Shahi Module 2: Organizational Behavior & Leadership – Ace Institute of Management

What is Personality? The term 'personality' is derived from the Latin word persona, which was the name given to the masks actors wore and the characters they portrayed. There again three behavioral options of an individual’s personality: • Every person is like other people. • Every person is like some other people. • Every person is like no other people. EXHIBIT © 2003 Prentice Hall Inc. All rights reserved. 4– 2 4 -1

Personality Traits Personality Determinants • Heredity • Socio-Cultural/Environment • Situational © 2003 Prentice Hall

The Big Five Model © 2003 Prentice Hall Inc. All rights reserved. 4– 4

The Myers-Briggs Type Indicator This is based on the work of Karl Jung who proposed the way people prefer to perceive the environment and obtain and process Personality Types • Focus Attention: Extroverted or information. Introverted (E or I) • Information Gathering: Sensing or Intuitive (S or N) • Process & Evaluate: Thinking or Feeling (T or F) • Orientation: Perceiving or Judging (P or J) © 2003 Prentice Hall Inc. All rights reserved. 4– 5

Sixteen Primary Traits EXHIBIT © 2003 Prentice Hall Inc. All rights reserved. 4– 6

Major Personality Attributes Influencing O-B • Locus of control: Internal & External. • Machiavellianism (MAEK-A-VALISM): High & Low. • Self-esteem: High & Low. • Self-monitoring: High & Low. • Propensity for risk taking: High & Low. • Narcissism: High & Low. • Self-efficacy: High & Low. • Risk propensity: High & Low. • Type A & B personality. © 2003 Prentice Hall Inc. All rights reserved. 4– 7

Emotions- Why Emotions Were Ignored in O-B • The “myth of rationality” – Organizations are not emotion-free. • Emotions of any kind are disruptive to organizations. – Original O-B focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency. © 2003 Prentice Hall Inc. All rights reserved. 4– 8

What Are Emotions? Affect A broad range of emotions that people experience. Emotions Moods Intense feelings that are directed at someone or something. Feelings that tend to be less intense than emotions and that lack a contextual stimulus. © 2003 Prentice Hall Inc. All rights reserved. 4– 9

Felt versus Displayed Emotions © 2003 Prentice Hall Inc. All rights reserved. 4– 10

Facial Expressions Convey Emotions EXHIBIT © 2003 Prentice Hall Inc. All rights reserved. 4–

Gender and Emotions • Women – Can show greater emotional expression. – Experience emotions more intensely. – Display emotions more frequently. – Are more comfortable in expressing emotions. – Are better at reading others’ emotions. • Men – Believe that displaying emotions is inconsistent with the male image. © 2003 Prentice Hall Inc. All – Are innately less able 4– 12 to read and to identify with rights reserved.

O-B Applications of Understanding Emotions • Ability and Selection – Emotions affect employee effectiveness. • Decision Making – Emotions are an important part of the decisionmaking process in organizations. • Motivation – Emotional commitment to work and high motivation are strongly linked. • Leadership © 2003 Prentice Hall Inc. All rights reserved. 4– 13 – Emotions are important to acceptance of

O-B Applications of Understanding Emotions (cont’d) • Interpersonal Conflict – Conflict in the workplace and individual emotions are strongly intertwined. • Deviant Workplace Behaviors – Negative emotions can lead to employee deviance in the form of actions that violate established norms and threaten the organization and its members. • Productivity failures • Property theft and destruction © 2003 Prentice Hall Inc. All 4– 14 rights reserved. • Political actions

Exercise 1: Type A & Type B Personality Exercise 1: ‘Type A & Type B Personality” Please answer the following questions (provided in your handout and see which Personality Type you belong to. (There is no grading for Exercise 1. The following slide will give you details on Type A & Type B Personality) © 2003 Prentice Hall Inc. All rights reserved. 4– 15

Personality Types (Type A & Type B): © 2003 Prentice Hall Inc. All rights

Note: Group Leaders, please reconfirm “Role Plays Invitations on Motivation Theories” allocation of your respective groups. In Sessions 10, 11 and 12, each theory gets 10 minutes only which includes seven minutes presentations and three minutes for Q&A. ALL THE BEST! © 2003 Prentice Hall Inc. All rights reserved. 4– 17

Case 1: Michael Milken Case 1, “Michael Milken: Bad, Good or Both? ” Group Presentations: After presentations, Group Leaders and their Deputy Leaders are to sit for a meeting with the Module Moderator in private. (Case 1 is one of the seven cases you will be dealing throughout the Organizational Behavior & Leadership module. Out of seven, the top five will be considered for final grading. Each case will carry 6/100 marks on your internal assessment) © 2003 Prentice Hall Inc. All rights reserved. 4– 18

ORGANIZATIONAL BEHAVIOR Ace Institute of Management M-B-A-e Term IV, Spring Trimester 2011 Module 2 : The Individual Power. Point Compilation by Course Moderator Satish Jung Shahi Module 2 : Organizational Behaviour & Leadership – Ace Institute of Management

Exercise 2: Case of the Mysterious Surgeon Exercise 2: “Case of the Mysterious Surgeon” A father and his son were driving along the Tribhuwan Highway when the father lost control of the newly purchased imported car and crashed into an electricity pole. The father died instantly, and his son was critically injured. An ambulance rushed the boy to Bir Hospital in Kathmandu. A prominent surgeon was summoned to provide immediate treatment. When the surgeon arrived and entered the operating room to examine the boy, a loud gasp was heard. “I can’t operate on this boy, ” the surgeon said, “He is my son!” © 2003 Prentice Hall Inc. All rights reserved. 5– 20

Exercise 2: Case of the Mysterious Surgeon (Cont’d) Exercise 2: “Case of the Mysterious Surgeon” Can you explain this? The father died in the accident. Who could this surgeon be? Write down as many explanations as you can. There is no grading for Exercise 2. © 2003 Prentice Hall Inc. All rights reserved. 5– 21

What Is Perception, and Why Is It Important? • People’s behavior is based on their perception of what reality is, not on reality itself. • The world as it is perceived is the world that is behaviorally important. © 2003 Prentice Hall Inc. All rights reserved. 5– 22

Factors That Influence Perception Factors affecting perception: 1. Internal. 2. External. 3. Situational. EXHIBIT

Frequently Used Shortcuts in Judging Others E. g. : People tend to perceive a

Frequently Used Shortcuts in Judging Others (Cont’d) E. g. : People tend to perceive a person wearing spectacles as being very intelligent and studious. © 2003 Prentice Hall Inc. All rights reserved. E. g. : If an A-I-M intern performs well at H-B-L, H-B-L managers tend to think A-I-M students are very good compared to other college students. 5– 25

Frequently Used Shortcuts in Judging Others (Cont’d) E. g. : A spinster manager could come to the office and work even on weekends to encourage others to do so. © 2003 Prentice Hall Inc. All rights reserved. E. g. : Muslims are perceived to be terrorists by airport authorities after the 9 -11 bombings in New York. 5– 26

Additional 1: Person Perception, Making Judgments About Others Distinctiveness: shows different behaviors in different situations. Consensus: response is the same as others to same situation. Consistency: responds in the same way over time. © 2003 Prentice Hall Inc. All rights reserved 7– 27

E. g. : A student passes in other 5 subjects except O-B this semester. E. g. : All students of M-B-Ae Term IV pass in all subjects except O-B. E. g. : Educational record of a student since S. L. C Exams. Attribution Theory © 2003 Prentice Hall Inc. All rights reserved EXHIBIT 7– 28 5 -2

Additional 1: Errors and Biases in Attributions © 2003 Prentice Hall Inc. All rights

Additional 1: Errors and Biases in Attributions (cont’d) © 2003 Prentice Hall Inc. All

Additional 2: Pygmalion in Management Pygmalion was a sculptor in Greek mythology who carved a statue of a beautiful woman that subsequently was brought to life. One person, by her/his effort and will, can transform another person. And in the world of management, many executives play Pygmalionlike roles in developing able subordinates and in stimulating their performance. Jr. Sterling Livingston, the author of “Pygmalion in Management”, is Professor of Business Administration at the Harvard Business School, © 2003 Prentice Hall Inc. All rights reserved 7– 31

Additional 2: Pygmalion in Management (cont’d) The way managers treat their subordinates is subtly (cleverly) influenced by what they expect of them. If a manager’s expectations are high, productivity is likely to be excellent. If her/his expectations are low, productivity is likely to be poor. The powerful influence of one person’s expectations on another’s behavior has long been recognized by physicians and behavioral scientists. © 2003 Prentice Hall Inc. All rights reserved 7– 32

Pygmalion in Management (cont’d) The evidence from scientific research reveals the following: - What a manager expects of her/his subordinates & the way s/he treats them largely determine their performance & career progress. - A unique characteristic of superior managers is their ability to create high performance expectations that subordinates fulfill. - Less effective managers fail to develop similar expectations, and, as a consequence, the productivity of their subordinates suffers. - Subordinates, more often than not, appear to do what they believe they are expected to do. © 2003 Prentice Hall Inc. All rights reserved 7– 33

Visual Aid 1: Eyes of the Beholder Visual Aid 1: “Eyes of the Beholder” At the interval of the movie, guess and discuss the characteristics of the main male role. © 2003 Prentice Hall Inc. All rights reserved. 5– 34