1. What is OB?

OB impact of individual, group and org structure on behavior of the org for improving the orgs effectiveness. What people do in org, how their behavior affects the orgs performance, 2. What managers do? PLOC, counseling 3. Management Roles a) Interpersonal a. Figurehead b. Leader c. Liaison b) Informational a. Monitor b. Disseminator c. Spokesperson c) Decisional a. Entrepreneurship b. Disturbance handler c. Resource allocator d. Negotiator 4. Management Skills a. Technical b. Human c. Conceptual

5. Challenges of OB a) Responding to globalization a. Increased foreign projects b. Multi lingual people, diverse culture, people from different countries c. Different rules for different nations d. For MNCs, moving jobs to low cost labour countries e. Managing people during unplanned disasters including terrorism and natural calamities b) Managing workforce diversity a. Managing people from different races, religions, age groups, gender, etc b. Embracing diversity c. Changing demographics c) Ethical behavior and CSR d) Technology transformation e) Changing employee expectations f) Helping employees balance work-life conflicts g) Improving people skills

h) Empowering people i) Improving customer service 6. Personality - Growth and development of a persons whole psychological system, sum total of the total ways a person reacts to situations and how he interacts with others. - Personality determinants heredity (in born) and environment (acquired) - Personality traits factors determining your personality o MBTI (Myers- Briggs Type Indicator) Personality assessment instrument Extravert vs Introvert Sensing vs Intuitive Thinking vs feeling Judging vs Perceiving o The Big Five Model Extraversion (extravert and introvert) Agreeableness (how well you can agree with people highly and opposite) Emotional stability (coping with stress) Conscientiousness (measure of reliability) Openness to experience - Personality traits influencing OB o Core self evaluation Self esteem degree to which people like or dislike themselves and degree to which they consider themselves trustworthy Locus of control degree to which people believe they are masters of their own fate Internals they believe that they control what happens to them Externals believe in luck o Machiavellianism manipulating others to get the work done, how to gain and use power o Narcissism person who wants to be center of attraction, is arrogant, has a sense of entitlement, sense of too much self-importance, requires excessive admiration o Self-monitoring o Risk-taking Type A 1. Are moving, walking, eating rapidly 2. Feel impatient 3. Multi tasking 4. Cannot cope with leisure time 5. Obsessed with numbers always quantify things 6. Hate failure and work avoid it Type B 1. no sense of urgency ever 2. feel no need to display achievements unless demanded 3. play for fun and relaxation, not for winning 4. can relax without guilt 5. reflective in nature - creative 6. do not mind losing

7. Perception Peoples behavior is based on their perception of reality, and not the reality itself. Factors influencing perception perceiver (his characteristics), target (characteristics), and situation (physical setting, social setting, org setting) Perception process -> 1. 2. 3. 4. 5. 6. 8. Decision making Inherent personal traps a. Bounded rationality (extracting only certain complexity from a much complex problem, simplifying them based on limited understanding and taking a rational decision on that simplified model) b. Common errors and biases i. Over confidence bias ii. Anchoring bias (based on first knowledge on a problem, not getting updated with new information) iii. Confirmation bias (try to match current problem with some problem in past and find solution for it) iv. Availability bias (forming decisions based on available information) v. Representative bias (assessing the current situation as a previous situation, eg. Companies not coming to college due to bad performance by previous batches) c. Escalation of commitment (staying committed to doing a thing even when it is not possible today) d. Randomness error (tendency of individuals to believe that they can predict the outcome of random events) e. Winners curse (it says that the winning participant in an auction pays too much for the winning team because he overvalues it) f. Hindsight bias (tendency to believe falsely that one could have accurately predicted the outcome of an event after that outcome is actually known) g. Intuition h. Individual differences (personality, gender, etc) i. Individuals ethics j. Cultural beliefs Stimuli Organizing Selective attention Ambiguous figures Interpretation (Halo effect, biases) Response

Styles a. Intuitive b. Individual c. Strategies for preventive actions: k. l. m. n. o. p. White hat based on data and facts Black hat pessimistic, cautious Blue hat cool in nature, chairing meetings Green hat innovative solutions to problems Red hat based on intuition and gut feeling Yellow hat positive nature and positive attitude

9. Motivation - Stimulus that makes you act with intensity, direction, and persistence towards attainment of your goals - Driving force for all your actions - Hierarchy of needs (Maslows) o Physiological needs roti kapna aur makaan and SEX o Safety security from physical and emotional harm o Social belongingness, acceptance and friendship o Esteem self importance, self respect, external status, recognition o Self actualization : drive to become what one is capable of becoming growth, achieving ones potential, and self fulfillment - Theory X by McGregor o Employees dislike work o Have to be controlled, punished if required o Need formal direction, as they lack responsibility - Theory Y by McGregor o Work is play for them o Seek responsibility o Self-motivated and can exercise self-direction o Creative - Two factor theory o Intrinsic factors (achievement, responsibility, recognition)- lead to job satisfaction o Extrinsic factors (supervision, pay, working conditions, company polices) lead to job dissatisfaction o Extrinsic factors have to be made hygiene factors to make employees satisfied at job - Cognitive Evaluation Theory o Paying extrinsic rewards for intrinsic behavior tends to decrease the overall motivation to do that job o Ex- a lady working for NGO, hired permanently, now not so happy doing the same thing

McClellands theory of needs o Need for achievement o Need for power o Need for affiliation (friendly and interpersonal relationship with all)

10. Goal Setting Process Goal setting specific and difficult goals, with feedback, leads to higher performance Goal setting theory assumes that people 1) can achieve the goal set 2) want to achieve the goal set MBO Theory Goals of the org is converted into specific objectives for organizational units and individuals that are tangible, verifiable, and measurable. It can be done top-down or bottom-up, and the goals of one level link up with the goals of the other level. Self- Efficacy Theory it is an individuals belief that he/she can do a particular work. People with high self efficacy will try hard to master the bad times, while people with low efficacy will give up. Goal setting and self efficacy theory go together. How to increase self efficacy Enactive mastery (gaining confidence from the fact that one has successfully done the job in the past) Vicarious modeling (becoming more confident that someone else has done the job successfully) Verbal persuasion (motivation from others verbally) Arousal (internal drive to do something)

11. Intelligence

12. Attitude - Notes 13. Learning - Notes

14. Conflict management - Notes 15. Group dynamics Notes and class attended