ORGANIZATIONAL

BEHAVIOUR
(BTCHEE604T)

Prof Yuvraj Chavhan

SCHEME
SUBJECT DETAILS
 PROGRAM: ALL
 DEGREE: ENGINEERING
 COURSE: ORGANIZATIONAL BEHAVIOUR
 SEMESTER:VIth CREDITS: 3
 COURSE CODE:BTCHEE604T
 COURSE TYPE: OPEN ELECTIVE
 COURSE AREA/DOMAIN
 CONTACT HOURS: 3hours/Week.
COURSE OBJECTIVES:
 The objective of the course is to create awareness among learners
about the various essential aspects of organizational processes and
structure and motivations in organization
COURSE OUTCOMES: By the end of the course , student will able to
1.Understand the concept and importance of organizational Behaviour
2.Acquire the knowledge of interpersonal behaviour and transaction
analysis
3.Know different traits and theories of personality
4. Analyze the importance of motivation in organization and types of
leadership
5.Relate personal life with professional life and their managment
SYLLABUS
UNIT DETAILS HOURS
I Introduction To Organizational Behaviour. Concept of 8
Organizational Behaviour, Importance of organizational behaviour,
Key Element of Organizational Bahaviour, Scope of organizational
Behaviour, Authority and power
II Introduction to Interpersonal Behaviour. Nature and meaning of 8
Interpersonal Behaviour, concept of transaction analysis ,benefits and
uses of transaction analysis,Johari window model, productivity
performance and organizational Behaviour.
III Introduction to personality. Defination and meaning of 8
personality,importance of personality,theories of personality,
personality traits, sources of conflict.
IV Introduction to Motivation and Leadership. Concept and 8
Importance of Motivation, Maslow’s two factor theory of motivation,
Significance of motivation in organization, Types of leadership
styles, difference between leaders and managers.
V Introduction to Work Life balance. Importance of job 8
satisfaction ,organizational change and its significance, change
management , work stress, prevention and management of work
stress, work-life balance, organizational development
CHAPTER 1 -
INTRODUCTION TO ORGANIZATIONAL
BEHAVIOUR
 Introduction To Organizational Behaviour.
 Various Definitions of Organizational Behaviour
 Nature of Organisational behaviour.
 Key Element of Organizational Bahaviour.
 Scope of organizational Behaviour,
 Model of organizational Behaviour
 Key Factors in Organisational Design
 Types of Organisational Design
 Importance of Organizational behaviour,
 Organizational culture
 Characteristic of Organizational culture
 Authority and power
 Benefits & Characteristic of power
 Difference between Authority and power
INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR.

 Organisational Behaviour is the study and application of

knowledge about how people act within organisations. It
is a human tool for human benefits. It applies to the
behaviour of people iat work in all types of organizations:
public, private, cooperative sector, commercial or service
organisations. Whatever organisations are, there is a
need to understand organisational behaviour.
 Organisational Behaviour is the study of human
behaviour in organisations to make more active human
performance to achieve organisational objectives as well
as human objectives. Organisational Behaviour aims at
finding out those ways in which people will contribute in
best possible manner.
 The study of Organisational Behaviour involves
understanding, prediction and control of human
behaviour and the factors which influence the
performance of people in an organisation. It is concerned
with the behaviour of individuals and groups not the
behaviour of all members collectively.
DEFINITIONS OF ORGANISATIONAL BEHAVIOUR

 1. Stephen P. Robbins : “Organisation Behaviour is

a field of study that investigates the impact that
individuals, groups and structure have on behaviour
within organisations, for the purpose of applying such
knowledge toward improving an organisation’s
effectiveness.”
 2. Moorhead/Griffin : “Organisation behaviour is the
study of human behaviour in organisational settings
that interface between human behaviour and the
organisation and the organisation itself.”
 3. Ramon J Aldag and Arthur P Brief :
“Organisationbehaviour is a branch of the social
science that seek to build theories that ca be applied
to predicting, understanding and controlling behaviour
in work organisations.”
 :
NATURE AND FEATURE : THE FOLLOWING IS THE NATURE OF ORGANISATIONAL BEHAVIOUR

 1. Multidisciplinary study : Organisational behaviour is a

Multidisciplinary Subject. Organisational of behaviour uses
and applies principles, practices thoughts and theories of
various disciplines such as : Law, History, Psychology,
Political science, Economics etc. So Organisational
behaviour is a Multidisciplinary Subject.
 2. Science as well as Art : Organisational behaviour is a
science because it applies principles and concepts
objectively.. Organisational behaviour is also an art because
its application changes as and when required.
Organisational behaviour searche concepts and solutions
according to the situation and need.
 3. System Approach : Organisational behaviour uses
system approach. System approach provides a useful
framework for understanding how the elements of any
organisation react among themselves and with their
external environment. Organisational behaviour uses
system approach because it takes into account all the
variables affecting organisational functioning.
NATURE AND FEATURE : THE FOLLOWING IS
THE NATURE OF ORGANISATIONAL BEHAVIOUR
 4. Contingency Approach : Today’s business world
is full of uncertainties, i.e., in most organisational
situations, outcomes are affected by many factors. In
the earlier days of management studies, managers
tried to search for the universally applicable answers
to organizational problems. That’s why the earlier
management concepts were not successful.
Organisational environment is volatile and fast
changing so management without contingent
approach can not be successful. It must have
Contingency (as and when required) approach.
ELEMENTS IN ORGANISATIONAL BEHAVIOUR:
 The key elements of organisational behaviour include
people, structure, technology, and the environment.
ELEMENTS IN ORGANISATIONAL BEHAVIOUR:
 People: They form the internal and social system of
the organisation. People include the employees, the
organisation’s stakeholders (those affected by the
actions of an organisation), and groups. The groups
can be big or small, formal or informal, official or
unofficial.
 Structure: It is the formal and informal set of rules
and practices that govern how work gets done in an
organisation. It also includes policies, procedures,
guidelines, hierarchies, communication networks, etc.
 Technology: It constitutes the tools employed in an
organisation for achieving its objectives, including the
machines, work processes, software, tools, gadgets,
etc.
 Environment: It can be defined as the social factors
outside an organisation that affect its employees. It
includes cultural, economic, technological, political
and legal factors.
SCOPE OF ORGANISATIONAL BEHAVIOUR
 Psychology tell us that no two individuals are alike. Individual
differences will be there. And hence it is certainly possible that
a strategy which may enable a manager to persuade one
employee may not succeed in persuading another employee.
So our manager will have to appreciate this reality and then
continue his efforts of persuading people around him.
 Secondly, the individual with whom our manager is dealing
would also change over a period (So also our manager). So our
manager will also be required to keep this message in mind
that strategy which had worked in case of a particular
individual a few years ago may not work for him now. At this
stage we will not go into the details of why individuals change.
Let it be sufficient for us to realise that we change over a
period.
 Thirdly our individual whom our manager is trying to persuade
is capable of being influenced by other individuals around him.
In fact, the process operates both ways. An individual is
influenced by others around him and controriwise he also can
influence other individuals around him. The relationship
amongst individuals who are working together is reciprocal.
However when an individual is working along with others in
the organisation some other considerations have to be kept in
SCOPE OF ORGANISATIONAL BEHAVIOUR
 Fourthly, our individual manager may be in charge of
one section or one department. There are other
departments as well with their own peculiarities. So
the relationships between these departments and
sections can also influence the behaviour of
individuals in his section/department.
 Fifthly, we also have to appreciate that the
organisation is functioning in society. Events occurring
around the organisation are also capable of
influencing our organisation and more specifically the
behaviour of people in our organisation. So our
manager will also have to keep track of what is
happening in the world outside the organisation and
try to appreciate how these events can influence the
behavior of individuals in his organisation.
MODELS OF ORGANISATIONAL BEHAVIOUR
 MODELS OF ORGANISATIONAL
BEHAVIOUR
 1. The Autocratic Model Also known as the
Authoritarian Model, this model’s fundamental level is
power. According to this paradigm, the workers are
focused on compliance and discipline. The top
management is the only group with power.
 All decisions, strategies, and policies are made by the
senior management in a company that follows an
authoritarian style. Lower-level personnel are required
to comply with senior management’s directives. They
must comply; if not, they risk punishment or
termination.
 Under this model, people tend to get easily irritated
due to the lack of security, reliance on superiors, and
minimal performance following low pay. These are the
main problems of this model.
2. CUSTODIAL MODEL
 According to this paradigm, an equitable remuneration
structure boosts employee enthusiasm and
productivity inside the company. Giving employees
numerous financial and non-financial perks, including
job stability, fair compensation, bonuses, paid time off,
and prizes, is the main goal of this strategy, which
aims to keep great staff and boost motivation and
productivity.
 The custodial model assumes that employees will work
more and stay longer when they are paid fairly.
 Businesses use this strategy with substantial
resources. It is reliant on financial resources. This
strategy encourages relying on the company rather
than the management or boss. People cooperate
passively because they are content but not very
motivated.
3. SUPPORTIVE MODEL

 This approach assumes that although employees

may be somewhat self-motivated, they
nevertheless require managerial help to achieve
their best. As a result, a supportive model aims
to strengthen the interaction between managers
and their staff members.
 It emphasises the psychology, inspiration, and
zeal of workers. Here, the supervisor is a great
proponent of motivating staff to do better.
 The supportive model works best when there is a
positive work atmosphere, management support,
stronger relationships, harmony, good
communication, etc. Workers experience a sense
of involvement.
4. COLLEGIAL MODEL

 Collegial refers to a situation where groups of

coworkers share responsibilities. This model places a
strong emphasis on encouraging collaboration inside
the company.
 The manager serves both as a mentor and a member
of the team. Their job is to encourage teamwork and
make sure the team performs well. They routinely
encourage cooperation and keep track of outcomes.
 This approach presupposes teamwork is superior to
working alone and can lead to more significant
outcomes. As managers and employees collaborate
as a team, their bonds become stronger, they attend
crucial meetings, their opinions are respected,
everyone appears to respect one another, and a
harmonious work atmosphere is produced.
5. SYSTEM MODEL

 The system model discusses the organisational

structure, culture, working environment, and
consistent policies.
 It works to achieve a balance between the objectives
of the individual and the organisation, assuming that
people have varying goals, abilities, and potential.
Managers and staff members of the organisation
invest their interests to help and achieve established
objectives. All staff members and management should
feel that they have a relationship with the organisation
and agree on how to accomplish shared objectives.
 A positive workplace atmosphere, communication and
collaboration, and value to employees and the
community are only a few advantages of the system
model.
 KEY FACTORS IN ORGANISATIONAL DESIGN
 Organizational design is the structure which indicates the
pattern of relationship among the components parts of an
enterprise. Orgnisational design is represented as a form of
a graph which becomes the Orgnisational chart. As the
human beings have organs that defines their parameters
and coordination of different organs of a body. Similarly
Orgnisational design has structure that specifies various
positions groups dimensions etc. and their necessary
coordination in order achieve well established objectives.
 Key factors in Orgnisational design of an enterprise are
divided into two types:
1. Internal factors
2. External factors

Internal factors: There are many internal factor

affecting an Orgnisational design. The most important are
INTERNAL FACTORS

 a. Orgnisational Objectives: Every Orgnisation is supposed

to be an economic Orgnisation as well as asocial Orgnisation.
Therefore any business enterprises have to fulfill the needs of
social groups like customers, employees. Distributors,
investors the society and the government. So the enterprise
sets up various goals and objectives which are capable of
satisfying these groups. These objectives can be achieved
only when Orgnisational design is flexible and adaptable to
the situation and requirement. Sometimes the issues like
flexibility, adaptability and technical superiority play
important role in achieving Orgnisational goals. These issues
are based a Orgnisational design.
 b. Size of the Orgnisation: Size of the Orgnisation is
another important factor which influences the Orgnisational
design. E.g. If the enterprises is small in size, design will be
very informal. Actions and decisions are made on personal
relationship. But as the Orgnisation grows the Orgnisational
design movesfrom informal to the formalized structure.
Because operations are spread geographically and people are
assigned roles on the basis of their specialization. Thus
Orgnisation becomes bureaucratic.
INTERNAL FACTORS
 c. Nature of employees: Employees differ in nature
and their characteristic. So some of them prefer formal
orgnisation and some prefer informal structure. This
difference is because of their age, education, intelligence,
and experience etc.e.g. Old people feel safe in bureaucratic
model but younger ones prefer more dynamic and informal
Orgnisational design and they are against rules &
regulations i.e. bureaucratic model.

EXTERNAL FACTORS
External Factors also play important role in Orgnisational
design. These include:
 a. Environment: Since the Orgnisation are open systems
they must respond to their external environments. The
environment may be of two types:
i) General Environment: This includes demographical,
physical, political, legal, social, cultural, technological
economical etc. All these environment affect the
Orgnisational design.
ii) Task Environment: This includes competition, customers
and suppliers etc. these are more specific and therefore are
EXTERNAL FACTORS

 b. Technology: In highly- technology units operating on

the frontiers of technical development. Orgnisational design
should facilitate problem solving and risk taking. Conversely
operating with more well-known and stable processes should
consider structures that facilitate efficiency. As the range of
products and services increases the structure of the
Orgnisation should accommodate differences across product
and services.
TYPES OF ORGANISATIONAL DESIGN
 Orgnisational design takes different forms. These forms can
be broadly divided into following types:
1.Line Orgnisation: It is oldest & simplest form of
Orgnisational design. It is used even today in small
manufacturing unit. In line Orgnisation the line of authority
moves directly from top to bottom in a step by step manner.
According to Jame Stoner “Line authority is represented by
the standard chain of command, starting with the Board of
Directors and extending down through the point where the
basic activities of the Orgnisation are carried out.”
TYPES OF ORGANISATIONAL DESIGN
 2.The Functional Orgnisation: It is a way of putting
specialists to work. It was developed by F.W.Taylor who
introduced specialization at the plant level. He divided the
plant work into planning and shop floor jobs. His main idea
was that the direction of work must be decided by functions
and not by mere authority. He divided work on the basic of
specialization. Each worker had four supervisors who were
specialized in 1 different function, each workman is held
responsible to many bosses. He pointed out that under this
structure , each worker comes in contact with many member
of management for directions rather than just one member
the foreman.
 TYPES OF ORGANISATIONAL DESIGN
 3.The Line staff Orgnisation:It is nothing but the combination of

two Orgnisational design line and functional. This design trees to

retain the advantages of both the line and functional Orgnisation
and tries to remove the limitation of both. In this case Orgnisation
structure is divided into 2 parts, line executives who are also called
“doers” and staff execut who are also called “thinkers”. The line
executives are concerned with the execution of plans and policies.
The staff concentrates their attention on research and planning
activities. They only suggest or recommend but have no power to
command the line executives.According to Louis Allen, “Line refers
to those positions and elements of the Orgnisation,which have the
responsibility and authority and are accountable to accomplishment
of primary objectives. Staff elements are those which have
responsibility and authority for providing advice and service to the
line in attainment of objectives.”
IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR,

1.Understand Organization and Employee

2.Improved Communication
3. Motivate Employee
4. ffective Utilization Of Human Resources
5. Prediction and Control of Human Behavior
6. Teamwork and Collaboration
7. Managing Diversity and Inclusion
8. Conflict Resolution
9. Leadership Development
10. Adaptability and Innovation
ORGANIZATIONAL CULTURE
 The concept of culture has been derived from anthropology
where it is defined in so many ways. Culture is nothing but the
combination of knowledge belief, art, morals, law, custom and
other capabilities and habits acquired by man in a society.
 Orgnisational Culture may also be called corporate culture has
been defined as the philosophies, ideologies, values,
assumptions, beliefs, expectations, attitudes and norms that an
Orgnisation together and are shared by its employees.
 Charles O’Reilly has defined Orgnisational Culture is precise
manner as: “Orgnisational Culture is the set of assumptions
beliefs, values, and norms that are shared by an Orgnisation are
members.
 Thus Orgnisational Culture is a set of characteristics that are
commonly shared by people in the Orgnisation. Such
characteristics may be in the form of assumptions beliefs, values,
and norms which are known as abstract elements of the culture
or externally oriented characteristics like products, buildings, and
dresses etc. which are known as material elements of the culture.
CHARACTERISTIC OF ORGANIZATIONAL CULTURE
There are following characteristics which help to understand the essence of
an Orgnisational Culture.
 1. Initiative: The degree of freedom, authority and responsibility

enjoyed by an individual in an Orgnisation.

 2. Risk taking: Employees are encouraged to be aggressive,

innovative and risk taking.

 3. Direction: The degree to which the organisation creates clear

objectives and performance expectations.

 4. Integration: The degree to which units within the org. are

encouraged to operate in an integrated manner.

 5. Management Support: The degree to which managers provide

clear communication, assistance and support to their subordinates.

 6. Control: The number of rules and regulations and the amount of

direct supervision that is used to control employee behaviour.

 7. Identity: The degree to which members’ identity with the org.

as a whole rather than with their particular work group or field of

professional expertise.
 8. Reward system: The degree to which reward allocation are

based an employee performance criteria in contrast to seniority, favoritism

etc.
 9.Conflict Tolerance: The degree to which employees are
encouraged to air conflicts and criticisms openly.
 10. Communication Patterns: The degree to which org.
communication are restricted to the formal hierarchy of authority.
AUTHORITY AND POWER
 Authority, on the other hand, is the right to make decisions
and take action. It is granted by others and is usually based
on a person's job role or position in the organization. The
use of authority should only be used when necessary and
appropriate. The benefits of using power and authority
include increased efficiency, better decision-making, and
improved morale.
 Power is the ability to influence and control people and
situations. It is based on a person's influence, status, and
authority. Power is often seen as more personal and
subjective, while authority is seen as more formal and
objective. Power is often seen as the ability to create
change, while authority is seen as the right to implement
change. Power is often seen as a source of control and
influence, while authority is seen as a source of legitimacy
and responsibility.
 Benefits of Power
 The power of management is an incredibly useful tool for getting the most out of your team. Whether you’re a
new manager just starting out or a seasoned pro, having a firm grasp of the power dynamics within your
organization is essential for achieving your goals.
 The power of management can help motivate employees to do the work you need them to do. By offering
rewards for good performance, or punishing bad performance, you can create incentives for employees to do
their best. This can be a great way to help ensure that everyone is on the same page when it comes to meeting
goals.
 The power of management can also be used to ensure compliance with organizational policies. By setting
clear expectations and making sure that everyone understands the consequences for not following the rules, you
can create an environment of accountability and trust. This helps to ensure that everyone is working towards the
same objectives and that the organization is running smoothly.
 Finally, the power of management can help you make decisions quickly and efficiently. By having the authority to
make decisions without having to consult with others, you can get things done quickly and move on to the next
task. This can help ensure that projects stay on track and that deadlines are met.
 In conclusion, the power of management is a powerful tool that can help you get the most out of your team. By
leveraging the power of management, you can motivate employees, ensure compliance, and make decisions
quickly and efficiently. So, don’t hesitate to use your power when necessary. It just might be the key to a
successful and productive team.
 Characteristics of Power
The following are the characteristics of power :
 1. Specific : Power is specific in the sense that it may be exercised by some people in some
circumstances. Power may not be exercised by all people in all circumstances.
 2. Dependency : The main feature of power is dependency. The greater the dependence of one person on
you, the g
 3. Expand or Contract : Power is elastic. People who are habituated to exercise power, may try to acquire
more power and expand it. In some organisations, due to change in position of a manager in the organisation,
that is, shift from one department to the other may cause contraction in power.
 4. Reciprocal Relationship : Power relationships in an organisation are reciprocal in nature. Power exists
due to relationship between two or more persons. It is based on two-way concept of influencing others and being
influenced.reater is the amount of power you can exert on him.
CHAPTER 2 -INTRODUCTION TO
INTERPERSONAL BEHAVIOUR
CONTENT

 Introduction to Interpersonal Behaviour.

 Importance of interpersonal relationship

in organization
 Areas of interpersonal skills,

 Transactional analysis definition

 Ego states

 Types of Transaction

 Factors involve in TA

 Benefits and uses of transaction

analysis,
 Johari window model,
INTRODUCTION TO INTERPERSONAL BEHAVIOUR.
 Interpersonal behavior is the behavior and actions that

are present in human relationships. The way in which

people communicate, and all that this entails, is
considered interpersonal behavior.
 Interpersonal behavior may include both verbal
communication and nonverbal cues, such as body
language or facial expressions.
 Verbal interpersonal behavior consists of joking, relating

to one another via the art of storytelling, and taking or

following orders.
 Interpersonal skills are highly desirable in many
situations, specifically careers that rely on personal
relationships such as the health care industry or sales.
Interpersonal Behaviour is basically how “two persons”
interact in any setting
 It is extremely important in organizations or even schools

and other education institutions to strengthen

interpersonal relationships. When at a basic level, that is,
between two people the relationship is strong and
IMPORTANCE OF INTERPERSONAL
RELATIONSHIP IN ORGANIZATION
Interpersonal relationship is an important aspect in
every organization. Employees are valuable assets of
an organization. Every organization wants to improve
its efficiency in order to survive and compete. In
today’s fast moving world it is very difficult to hire
people and retain them. Hence organizations are
trying to maintain the work force and to get the best
out of them in that process. They want higher
productivity i.e. maximum output with less input. A
study on interpersonal relationship and organizational
effectiveness levels enhances understanding the
concern of the workers, which means attracting,
retaining, developing, motivating, communicating to
contribute their best the organizational. The present
study has made an attempt
IMPORTANCE OF INTERPERSONAL
RELATIONSHIP IN ORGANIZATION
 1) An individual spends around eight to nine hours in
his organization and it is practically not possible for
him to work all alone. Human beings are not machines
who can work at a stretch. We need people to talk to
and share our feelings. Imagine yourself working in an
organization with no friends around!!!!!!!!We are social
animals and we need friends around. An individual
working in isolation is more prone to stress and
anxiety. They hardly enjoy their work and attend office
just for the sake of it. Individuals working alone find
their job monotonous. It is essential to have
trustworthy fellow workers around with whom one can
share all his secrets without the fear of them getting
leaked. We must have friends at the workplace who
can give us honest feedback.
IMPORTANCE OF INTERPERSONAL
RELATIONSHIP IN ORGANIZATION
 2) A single brain alone can’t take all
decisions alone. We need people to discuss
various issues, evaluate pros and cons and
reach to solutions benefiting not only the
employees but also the organization on the
whole. Employees can brainstorm together
and reach to better ideas and strategies.
Strategies must be discussed on an open
platform where every individual has the
liberty to express his/her views. Employees
must be called for meetings at least once in
a week to promote open communication.
Interaction on a regular basis is important for
healthy relationship
IMPORTANCE OF INTERPERSONAL
RELATIONSHIP IN ORGANIZATION
 3) Interpersonal relationship has a direct effect on
the organization culture. Misunderstandings and
confusions lead to negativity at the workplace.
Conflicts lead you nowhere and in turn spoil the
work environment
 4) We need people around who can appreciate our
hard work and motivate us from time to time. It is
essential to have some trustworthy co workers at
the workplace who not only appreciate us when we
do some good work but also tell us our mistakes. A
pat on the back goes a long way in extracting the
best out of individuals. One needs to have people
at the workplace who are more like mentors than
mere colleagues. Interpersonal Relationship.
IMPORTANCE OF INTERPERSONAL
RELATIONSHIP IN ORGANIZATION
 5) It always pays to have individuals around who
really care for us. We need colleagues to fall back on
at the times of crisis. If you do not talk to anyone at
the workplace, no one would come to your help
when you actually need them 6) An individual needs
to get along with fellow workers to complete
assignments within the stipulated time frame. An
Individual working all alone is overburdened and
never finishes tasks within deadlines. Support of
fellow workers is important. You just can’t do
everything on your own. Roles and responsibilities
must be delegated as per specialization, educational
qualification and interests of employees. An
individual needs help of his fellow workers to
complete assignments on time and for better results.
AREAS OF INTERPERSONAL
SKILLS
Areas of interpersonal skills
OB theorists have identified seven areas of interpersonal skills within the
organizational environment:

1 Verbal Communication: Verbal communication is to communicate the thoughts
through words. The thoughts to be communicated can be the feelings, emotions,
ideas, objections, sentiments etc. Thus verbal communication is to express you
before someone. Verbal communication is of great importance in everyday life. It’s
impossible to think life without verbal communication. From barbarism to
civilization, communication has gone under many modifications and what we have
today as verbal communication is an advanced form. Our ability to express
ourselves before others with help of organized words sets us apart from other
species found on this planet.
 2 Non – Verbal Communication: As the name suggests, non verbal communication

is a type of communication where one communicates with other without using any
words. This type of communication is facilitated by sending and receiving wordless
cues while interacting with each other. Non verbal communication includes the
facial expression, voice tone and pitch, body gestures, body language (kinesics)
and the physical distance (proxemics) between the people while communicating
with each other. There elements of non verbal communication provides hints, clues
and additional information to other person. Many times, people mistakenly use
refer non verbal communication as body language, where as body language is just
a part of non verbal communication. Non verbal communication includes many
other parts such as paralanguage, haptics, proxemics, chronemics, oculensics etc.
AREAS OF INTERPERSONAL SKILLS

 3 Listening Skills : Listening is an important part of communication

whether it is verbal communication or non verbal communication.
There is no communication if the message which is to be conveyed
it not listened properly by the listeners. Listening skills are
important in organization culture. Effective listening is a key to
better work attitude and working relationships between the
management and the employees. Listening skills also impact the
company’s communication with its customers. A very dynamic
process, listening is about the attention and interest one gives to
other during communication. Most of the time, listening is used as
hearing while there’re differences. Listening is an active and
dynamic process but hearing is a passive process. Listening is
more about focusing and concentration what is being said. Hearing
just perceives the sounds. Listening means whatever is said, is
understood properly.
 4 Negotiation
 5 Problem – Solving
 6 Decision – Making
 7 Assertiveness
TRANSACTIONAL ANALYSIS DEFINITION

TRANSACTIONAL ANALYSIS (TA)

 TA is a method of understanding
communication between people.
 T.A. is a system of analysing and
understanding human
relationships;
 Transactional analysis was first
developed by an American
psychiatrist, Eric Berne, drawing
on the theories of psychoanalyst
Sigmund Freud.
TRANSACTIONAL ANALYSIS (TA)
 Study of human behaviour is very complex. Human
behaviour is affected by behaviour of others. It is based
on basic psychological facts like perception, learning,
motivation and personality of the individuals interacting
with each other. Interpersonal behaviour could be
mutually cooperative where complementary
transactions take place, such behavior is possible where
there is mutual trust, respect for each other’s view point
and ideas, concern for each other’s needs and when
both have a complementary ego state. Such behaviours
are mutually gratifying to each other. On the other
hand, interpersonal behaviours can be conflicting.
Reasons for such behaviour can be attributed to
personality differences, different value system, and
conflict of interest and last but not the least role
ambiguity between the two individuals.
TRANSACTIONAL ANALYSIS INVOLVES THE
ANALYSIS OF THE FOLLOWING FACTORS:-

 (a) Study of awareness

 (b) Ego State
 (c) Analysis of transactions
 (d) Life Script
 (e) Psychological games
 (f) Study of life positions
 (g) Stroking
 (h) Games analysis
 EGO STATES
According to Berne, an ego state is a consistent pattern of feeling
and experience directly related to a corresponding consistent
pattern of behavior. Berne defined three ego states that can be
confirmed by observable behavior: the parent, adult, or child.

1.PARENT EGO STATE The parent is the ego state that contains the external events
that were imposed on people in the first five years of their life. These are constructs that
are imposed on the child. Examples would be 'Don't talk to strangers,' 'Always hold a
grown-up's hand when you cross the street,' or 'Don't touch a hot stove.’ When the
parent ego is in control, people behave from one of two perspectives:
a.Critical Parent:When you behave and respond with evaluative responses that are
critical, judgmental,opinionated, demanding, disapproving, disciplining, and so on,
you are in critical parent ego state. Peoplein the critical parent ego use a lot of do's
and don'ts. Managers using the autocratic style tend to be incritical parent ego state
because they use high task/directive behavior.
b. Sympathetic Parent:On the other hand, you can also be a different type of parent.
When you behave andrespond with reassuring response that are protecting,
permitting, consoling, caring, nurturing, and so on,you are in sympathetic parent ego
state. Managers using the consultative and participative styles tend to bein
sympathetic parent ego state because they are using high supportive/relationship
behavior.
 EGO STATES
2.CHILD EGO STATE The child is the ego state that contains the
feelings and emotions related to the external events that were
imposed on a person in the first five years of life. These feelings
or emotions are replayed in the person's mind when the
corresponding external event is recalled. Examples would be
'Being approached by a strange person makes me feel nervous,' 'I
feel safe when I hold someone's hand,' or 'I am scared of being
burned.’ When the child ego state is in control, people behave
from one of two perspectives:
a. Natural Child: When you behave and respond with probing
responses that shows curiosity, intimacy, fun, joyfulness, fantasy,
impulsiveness, and so on, you are in natural child ego state.
Successful managers do not tend to continuously operate from
the natural child ego state.
b. Adapted Child: When you behave with confronting responses
that express rebelliousness, pouting, anger, fear, anxiety,
inadequacy, procrastination, blaming others, and so on, you are
in adapted child ego state. Managers should avoid behaving from
the adapted child ego state because this type of behavior often
leadsto the employee becoming emotional and behaving in a
similar manner. When managers are transactingwith an employee
EGO STATES
3.ADULT EGO STATE The last ego state is the adult. The adult is the
ego state that evaluates what is really going on and makes
independent decisions about the world. This ego state begins
forming as soon as we gain the ability to control aspects of our
environment. It allows a person to compare what they are told
about the world with what they feel and experience. Let's use
the hot stove as an example. The adult is told by the parent
not to touch a hot stove and recognizes that the child's fear of
being burned is reasonable. Therefore, the adult determines to
use caution when it's necessary to use a hot stove. When the
adult ego is in control, people behave in a thinking, rational,
calculating, factual, unemotional manner. The adult gathers
information, reasons things out, estimates probabilities, and
makes decision with cool and calm behavior. When
communicating in the adult ego state, you avoid becoming the
victim of the other person by controlling your response to the
situation Thomas Harris uses an extremely simplified way to
explain these ego states. The parent is a taught concept, the
child is a felt concept, and the adult is a learned concept.
TYPES OF TRANSACTION

Complementary Transactions
This is a
complementar
P P y transaction
because the
employee
A A accepts the child
ego state
assigned to him
C C by the director
and responds in
child ego state.
DIRECTOR EMPLOYEE
“You’re three hours “I’m really sorry, I
late, I want an slept through the
explanation.” alarm, it won’t
happen again, I
promise.”
CROSSED TRANSACTION

This is a crossed
transaction because
P P although the manager,
parent ego state,
attempted to address
A A the employee as a
child, the employee
refuses this ego state
C C and responds in adult
ego state to the
manager’s ego state.
DIRECTOR EMPLOYEE A crossed transaction
is any transaction
“You’re three “Oh, didn’t you
where the person
hours late, I get held up by
being spoken to
want an that accident on
refuses the ego state
explanation.” the road as
they are assigned by
well?”
the first speaker.
 BENEFITS & USES OF TA
 Improved Interpersonal Communication: With the help
of TA people can understand their own personalities. It can
help them understand why people sometimes respond as
they do. With the help of TA, a manager can understand
when a cross communication occurs and he can immediately
take steps to convert into complementary communication. As
a result there will be improvement in interpersonal
communication.
 (a) Development of positive thinking Transaction
analysis brings positive feelings in the individual, which has
remarkable impact on attitude change Present states
Transformation Confusion Clear thinking Defect Victory Fear
Courage, achievement Frustration Gratification Loneliness
Feeling of togetherness Pessimism Optimism Suppression
Friendship
 (b) Interpersonal effectiveness
• Transactional analysis improves:
• Interpersonal relationship
• Understanding of ego state
• Better Communication
• Problem solving
BENEFITS & USES OF TA
 2. Source of Psychic Energy: The purpose of TA is to bring positive
approach towards life and hence positive actions. A clear change can
be brought from negative feelings to positive feelings. Such a change
from negative attitude to positive attitude is a source of psychic energy.
Thus, the application of TA can enhance the trust and credibility felt
towards the organisations which are essential for good employee
relations.
 3. Understanding the Egostates: With the help of TA, managers will
be able to identify the ego states from which both parties are
interacting. A better understanding of themselves and of other people
will make them more comfortable, confident and effective. The
improved interpersonal relations will make the organisation more
effective. This will lead to self-development of individuals also.
 4. Motivation: TA helps in changing the managerial styles more
suitable to the emergent situation. TA can be applied very successfully
in motivation where it will help in satisfying human needs through
complementary transactions and positive strokes. If the manager
emphasises adult-adult interaction with life position “I am OK, you are
OK, it will be motivating for employees and beneficial to the
organisation as a whole.”

BENEFITS & USES OF TA
 5. Organisational Development: TA can
help in organisational development process.
Jongeward has identified the role of TA in six
areas of organisation development:
(i) To maintain adult transactions
(ii) To give an OK to the natural child
(iii) To identify and untangle quickly crossed
transactions
(iv) To minimize destructive game playing
(v) To maximize encounters.
(vi) To develop supportive systems, policies
and work environment.
 JOHARI WINDOW MODEL FOR TA
This relationship can be studied properly if a person can perceive his
own behavioural style and at the same time how it is perceived by
others. Self awareness is a cognitive concept; it describes the self in
terms of image, both conscious and unconscious. Joseph Luft and
Harrington Ingham have developed a diagram to look at one’s
personality including behaviours and attitudes that can be known
and unknown to self and known and unknown to others. They named
this diagram the Johari window
JOHARI WINDOW MODEL FOR TA

 1. The Open Self: The open quadrant refers

to the behaviours, feelings and motivations of
an individual which are known to self and also
known to others in any specific organisational
setting. Some individuals are straight forward,
open and sharing. He himself is very clear
about what he is doing, what he is feeling and
what his motivations are. Similarly others are
also very clear about his actions, feelings and
motivations. In such type of interpersonal
relationship, chances of conflict, if any, will be
very little.
JOHARI WINDOW MODEL FOR TA
 2. The Blind Self: The blind self quadrant is unknown to self
but known to others. Other people know what is happening to
a person, but he himself is unaware of it. Very often such
blind behaviour is copied by individuals from certain
significant people unconsciously right since the
childhood.Since such a behaviour is copied unconsciously,
people may not be aware of it. Another reason for this
unawareness is that other people are not willing to be open
and do not give relevant feed back to the person concerned.
Even if there is a verbal or non-verbal response in the
system, the individual may not be in a position to perceive it.
There are chances of interpersonal conflict in this
situation.Jongeward and Seyer observes that, “Subtle bars to
our personal effectiveness are often our blind quadrant. We
may speak in a certain way with a tone of voice, a look on
our facea gesture-that we are blind to, but other people are
acutely aware of it. In fact, our manner can affect how they
perceive us and they believe they can interact with us.”
JOHARI WINDOW MODEL FOR TA

 3. The Hidden Self: The hidden self is the

quadrant which is known to self but not
known to others. This is a very private and
personal window because only the person
concerned knows what is happening. The
individual is aware about the hidden self but
does not want to share it with others. People
learn to hide their feeling and ideas right
from the childhood. Other people in the
system are unable to perceive the verbal and
non-verbal behaviour of the person in
quadrant. Like blind self, chances of
interpersonal conflict are there is this
situation.
JOHARI WINDOW MODEL FOR TA
 4.The Unknown Self: This quadrant is unknown to self and
unknown to others. The unknown self is mysterious in nature.
Sometimes feelings and motivation go so deep that no one
including the person concerned knows about them. In Freudian
Psychology, this would be called the subconscious or
unconscious. Many times only a small portion of motivation is
clearly visible or conscious to oneself. People experience
unknown parts of life in dreams or deep rooted fears or
compulsions. In such situations, misunderstanding and
interpersonal conflict is almost sure to result. The process that
affects the shape of the Johari window is the feedback. This is
the extent to which others are willing to share with the person
on how he or she is coming across. It is also the extent to
which the person is able to perceive the verbal and non verbal
feedback in the organisational setting. Another important
factor that affects the Johari window is the disclosure. This is
the extent to which the persons are willing to share with the
others the data that exist in their organisational system
CHAPTER 3 - INTRODUCTION TO
PERSONALITY
CONTENT

 Defination and meaning of personality,

 Characteristic features of personality

 Importance of personality,

 Theories of personality,

 Personality traits,

 Conflict.

 Sources of Conflict
DEFINATION AND MEANING OF PERSONALITY,
 Personality: Refers to the relatively enduring
characteristics that differentiate one person from
another and that lead people to act in a consistent
and predictable manner, both in different
situations and over extended periods of time.
 It is a distinctive and relatively stable pattern of
behaviors, thoughts, motives, and emotions that
characterizes an individual
 Personality development is the development of the
organised pattern of behaviours and attitudes that
makes a person distinctive.
 This development occurs due to ongoing
interaction of temperament, character and
environment.
POPULAR DEFINITIONS OF PERSONALITY

 1.Political Definition of Personality

According to political definition a person has personality only
when he is charismatic, attractive and represents the
masses. He should be able to present himself in an
impressive manner at a public debate. His personal life
should be marred with scandals. Even this definition is not
acceptable for if we accept this definition then majority of
political leaders should not have any personality.
 2.Biophysical Definition of Personality

This category of definitions regards personality as organic

internal element of a person. It regards personality as
consisting of traits which lend themselves to objective
measurement. For example, Sheldon classified people on
the basis of physique. He described three types of
personality namely: endomorphic, mesomorphic and
ectomorphic, with endo morphic being fat and fleshy,
mesomorphic being athletic in build with a lot of muscles
and ecto morphic being thin and bony in build. .
3.Ominibus Definition This category includes all those
concepts which lay emphasis on the description of
personality. Morton Prince (1924)’s definition best
represents this approach. According to him “ personality is
the sum total of all biological, innate dispositions,
impulses, tendencies, appetites and instincts of the
individual and the acquired dispositions and tendencies
acquired by experiences. Although all encompassing, it is
criticizes on the basis of this being highly subjective and
complex.
4.Integrative Definition Essence of this definition lies in
finding order and consistency in the behaviour of an
individual across different situations. Thus personality is a
pattern or organisation. For example, Cagan and Haveman
define personality as the total pattern of characteristic
ways of thinking, feeling and behaving that constitute the
individual’s distinctive method of relating to the
environment.
5.Psychological Definition This definition includes all
those which define personality on the basis of variables
like adjustment, temperament, uniqueness, and dynamic
organisation. Under this category we can place quite a
CHARACTERISTIC FEATURES OF PERSONALITY
 a) Psychophysical systems: Personality is a system
that has both psychological and physical aspects. This
system is composed of interacting elements and the
main elements of the system are traits, emotions,
intellect, temperament, character and motives. All
these elements are psychological but they are based
in the neurology and endocrinology of the body.
 b) Dynamic organisation: It signifies that different
elements of psychological system are independent but
function in an interlocking manner and are subject to
change. However this change can take place over a
period of time in a gradual manner.
 c) Consistency: Since personality is a stable organisation it also has the
element of consistencey. By consistency we mean that an individual
behaves in the same way in different situations and behavioural
consistency is found when same situation is repeated across time.
Psychologists give four types of consistency.
 Type “A” consistency: In this type the situation and behaviour remain
same. For example, a football player is asked to play match against team
X and after 10 days he asked to play against the team.
 Type “B” consistency: When the same behaviour is repeated in two
different situations. For example, a person appears for an interview
before one selection board then he appears for interview for the same
job before another board in the final round.
 Type “C” consistency: When an individual is asked to behave differently
in the same situation. For example, when an actor is asked to imitate
different actors.
 Type “D” consistency: When a person behaves differently in different
situations. A person is able to behave in different situations according to
the demand of the situation because he is influenced by particular type
of traits. For example, a person is supposed treat his students differently
as compared to his colleagues. His behaviour with his parents would be
different form that with his friends.
 d) Unique adjustment to environment: Every person
is characterised with a dynamic organisation of
psychological traits that makes his adjustment. The
reason for this is that experiences of every person are
unique therefore their reaction to the environment is also
unique. You may notice that even identical twins who
come out of the same embryo, though have the same
genetic make up, react differently to the same situation
because their frame of references is unique.
 e) Development of personality structure: Personality
development is the natural quality of a growing organism.
The path is from simple to increasingly complex factors
and situations an individual has to pass by. According to
Heniz Werner, at birth the mental organisation of the
infant expands slowly. Through interactions with the
environment, the parts of the child’s mental structure
become progressively crystallised and differentiated from
each other. The analytical stage is followed by synthesis
or integration when the differentiated parts become
functionally organised. From a diffused mass through
progressive differentiation to an integrated whole is, then
 f) Consciousness: Personality is conscious in that it
develops out of our interaction with the environment.
This interaction results in formation of concept of self.
Self-concept means who we are and what we stand for.
All the responses of a human being are oriented toward
protection of the self concept.
 g) Potentiality for change: Potential for change is
another characteristic of personality. The earlier
psychoanalytical view did hold personality as a rigid
structure. However, modern humanistic theories have
demonstrated not only the human has the capacity for
reorganisation but also the conditions do foster
change. Integration or organisation is the quality of the
human personality, that is it occurs to human beings
naturally and normally. It is the normal development
 IMPORTANCE OF PERSONALITY,

 1. Foster self-awareness
 2. Boost self-confidence
 3. Amplify communication skills
 4. Polishes your personality skills
 5. Develops a positive attitude
MAJOR THEORIES OF PERSONALITY
 Personality psychology is the focus of some of the best-
known psychology theories by a number of famous
thinkers including Sigmund Freud and Erik Erikson. Some
of these theories attempt to tackle a specific area of
personality while others attempt to explain personality
much more broadly.
 Biological Theories of Personality
 Biological approaches suggest that genetics are
responsible for personality. In the classic
nature versus nurture debate, the biological theories of
personality side with nature.
 Research on heritability suggests that there is a link
between genetics and personality traits.1 Twin studies are
often used to investigate which traits might be linked to
genetics versus those that might be linked to
environmental variables. For example, researchers might
look at differences and similarities in the personalities of
twins reared together versus those who are raised apart.
 Behavioral Theories of Personality
 Behavioral theorists include B. F. Skinner and
John B. Watson. Behavioral theories suggest that
personality is a result of interaction between the
individual and the environment.3 Behavioral
theorists study observable and measurable
behaviors, rejecting theories that take internal
thoughts, moods, and feelings play a part as
these cannot be measured.
 According to behavioral theorists,
conditioning (predictable behavioral responses)
occurs through interactions with our environment
which ultimately shapes our personalities.
PSYCHODYNAMIC THEORIES OF PERSONALITY

 Psychodynamic theories of personality are heavily

influenced by the work of Sigmund Freud and
emphasize the influence of the unconscious mind and
childhood experiences on
personality.4 Psychodynamic theories include
Sigmund Freud's psychosexual stage theory and Erik
Erikson's stages of psychosocial development.
 Freud believed the three components of personality
were the id, ego, and superego. The id is responsible
for needs and urges, while the superego regulates
ideals and morals. The ego, in turn, moderates the
demands of the id, superego, and reality.
 Freud suggested that children progress through a
series of stages in which the id's energy is focused on
different erogenous zones.
TRAITS
 Traits are relatively permanent characteristics of
personality which compel an individual to behave
consistently across different situations. People can be
compared by measuring these traits. We call these
traits relatively permanent because they change over
time. For example, an introvert person may not
remain that introvert after 10 years. Some of the
important traits are
 (a) Introversion-extraversion; (b) Neuroticismstability
 (c) Psychoticism
 a) Introversion-extroversion It is a bipolar trait.
People with predominance of introversion are self-
centered. Such people are idealistic, imaginative, shy
and secluded. Predominance of thoughtfulness steers
them in the world of brooding, fantasy and
daydreaming. These people take considerable time in
reaching decision and are worried about the future.
Such people are theoretical and often are
philosophers, poets, scientist and professors
b) Neuroticism stability dimension
. This too is a bipolar dimension. People high on neuroticism exhibit
particular traits and behavioural tendencies. They show lack of
emotional control and will power with an added characteristic of
slowness in thought process and activity. Even small things
perturb them. People with high neuroticism are high on
suggestibility and low on sociability. However, such people are
also characterised by increased emotional impulsiveness.
Contrary to neuroticism, people high on stability are cool and do
not get easilybn disturbed or perturbed by conflicting issues.
They are able to keep themselves under control even in most
difficult circumstances. They can detach themselves and think
over the problem in a balanced manner so as to arrive at a right
decision. This quality of them makes them realistic and problem
solution oriented.
As for the physiological correlates of neuroticism and stability, it is
believed that autonomic nervous system of people with high
neuroticism is more reactive. These people are vulnerable to
reaction to environmental stimulus. Researches reveal that
people with high cortical excitation threshold and increased
autonomic reactivity show more acute and explicit symptoms of
disorders like phobia, anxiety disorder, and obsessive-compulsive
disorder
 c) Psychoticism dimension People with this trait
show lack of concentration power and weak memory.
They are also characterised with insensitivity. They are
more worried for themselves than for others. Element
of cruelty and sensation seeking marks their behaviour
and they are unable to protect themselves from danger
and dangerous situations.
 d) Internal and external locus of control Locus of
control refers to internal or external control over
reinforcement resulting from operating response upon
the environment. In fact it is the development of a
generalised expectancy within the individual as to how
he receives reinforcement. People with internal locus of
control think that skill coupled with hard work,
foresightedness and feeling of responsibility can
change their fate and bring reinforcement. While
people high on external locus of control think that
reinforcement is not in their control that is, they can
not influence the outcome of happenings. Whatever
happens is ascribed to luck and coincidence.
 e) Field dependence–independence This
relates to differences in information
processing. Field dependent person is directly
influenced by the stimuli and events in his
environment because he accepts all these
information in a non-selective manner while
field independent person selects information
coming from the environment on the basis of
internal cues coming from within. The
differences between these two factors are
given in the table below.
HUMANIST THEORIES OF PERSONALITY

 Humanist theories emphasize the importance

of free will and individual experience in the
development of personality.5 Humanist
theorists include Carl Rogers and Abraham
Maslow.
 Humanist theorists promote the concept of

self-actualization, which is the innate need

for personal growth and the ways that
personal growth motivates behavior.
CONFLICTS

 The concept of conflict is supposed to be an

outcome of behaviours and is an integral part
of human life. The place where people interact
there is every chance of conflict. Conflict can
be defined or explain in many ways as an
expression of hostility, negative attitudes,
antagonism, aggression rivalry and
misunderstanding. This also involves situation
that involve contradiction between two
opposing groups. In other words, conflicts is
basically a disagreement between two or more
individuals or groups, with each individual or
group trying to gain acceptance of its own
view on others.
 Definitions
 According to S.P. Robbins, “Conflict is a

process in which an effort is purposefully

made by onresults in frustrating the
attainment of the other’s goals or the
furthering of his or her interests.”
 Mary Parker Follet defines conflict as,

“The appearance of difference, difference of

opinions, of interests.”
 Louis R. Pondy defines, “Conflict may be

viewed as a breakdown in the standard

mechanism of decision making.”e person or
unit to block another that
 Sources of Conflict :
 We can categorise the causes of conflict into one of the
following three categories.
 1. Communicational Aspect of Conflict : Poor
communication can also have a powerful effect in
causing conflict. Any misunderstanding or partial
information during the communication process is
another factor supporting it. Due to the improper
sending and receiving of the information conflicts
situation. The filtering of information is also said to be
playing its role at various levels of the organisation
structure. Amount of information is functional upto a
point, beyond which it becomes a source of conflict.
Semantic difficulties arise due to differences in
background, training, selective perception and
incomplete or inadequate information regarding others.
In respect of completion of any job in absence of the
senior or supervisor it is essential that proper
information in a correct and understandable form must
be disseminated
 2. Behavioural Aspect of Conflict : These types
of conflicts arise because of human thoughts,
feelings, attitudes, emotions, values, perceptions and
reflects basic traits of a personality. So perceptions of
certain people any arise conflicts among others. On
the other hand individuals who are of low self-esteem
may feel threatened by others in simple matters and
over-react causing a conflict. Conflict in the modern
society are mostly behavior oriented. They induce
unrealised expectations and complexity of social and
organisation system. Conflict may also arise due to
differing views regarding any issue or cause which is
requiring participation. Under privileged and the one
having unrealised expectations also cause conflicting
situation. From organisational behaviour point of view,
there is a conflict between the goals of the formal
organisation and psychological growth of the
individual.

related to the
3. Structural Aspects of Conflict : These conflicts arise due to issues
structural design of the organisation as a whole as well as its sub-units.
some of the structurally related factor are :
 (i) Size of Organisation : The larger the size of the organisation,
the more is the basis for existence of conflict. In a big organisation
there is less goal clarity, more supervisory levels and supervision and
greater chances of information being diluted or distorted as it is passed
along.
 (ii) Participation : It is seen that if subordinates are not allowed
to participate in the decision-making process they show resortment
which gives rise to conflict. On the other side, if more participation of
the subordinates are allowed then also chances of conflict increases as
they become more aware of the things in detailedmanner.
 (iii) Role Ambiguity : Role is a certain set of activities
associated with a certain position in the organisation. When the work
is illdefined the person at that osition fails to perform well. This creates
conflict with that person and the others who are dependent on that
particular individual. Such conflicts can be reduced by redefining and
classifying roles and their inter-dependencies.
 (iv) Scarcity of Resources : The resources are made available to
the working employees, but when there is an uneven distribution it
gives rise to dissatisfaction and resentment. Specially in declining
organisation cut back is made on personnel and services so that the
concerned unit shrinking pool of resources and this breeds conflict. The
chances of conflict rise high when resources such as capital facilities,
staff assistance and many other factors start decreasing or are in
inadequate