Individual Behaviour

ORGANISATIONAL behaviour MSC 42102 respective(prenominal) Processes Attitude and grade Organizational Behavior Submitted To Submitted By Dr. Pramod PathakAjit Vinod Kujur Manwendra Prakash Anshul Rawat Prateek Purty Prateeksha Maurya Individual Processes Individual manner is how we as singulars arrange ourselves. This mien is subject to many soulfulnessalized traits as well as habits, determine, perceptions, and another(prenominal) qualities and features. People collapse assumptions about those whom they deform with, supervise, or spend time with in leisure activities.To some extent, these assumptions mould the persons behavior towards others. Effective employees fancy what affects their own behavior before attempting to influence the behavior of others. Individual behavior is the animal foot of organizational performance. Understanding exclusive behavior, therefore, is of the essence(p) for effective management. Each person is a physiological system composed of a number of subsystems- locations, perception, personality, needs, values and feelings. Attitude A tendency to feel & deliver in a particular sort towards objects, people or events. Characteristics Remain un transfigured for a long period unless influenced by international forces * Evaluative averments favorable or critical Components * cognitive the opinions, values orbeliefs of an individual * Affective the feelings of a person towards something * behavioural the intention of a person to be realise in a particular substance Sources ofAttitude * Attitudes ar acquired by parents, teachers,& accomplice group members * Individuals are allow foring to interpolate theirbehavior & shape their attitude to yoke with the opinion leader * Attitude preempt be changed by providing feedbackTypes ofAttitude * patronage bliss * The pleasurable or authoritative emotional state that results when an individual evaluates his stage business or stemma experience. Dimensions * It is an emotional receipt to a barter. * The cheer that an individual derives from hisjob depends on the extent to which outcomes meet his expectations. * micturate satisfaction reflects other attitudes of employee. * 6 dimensions (P. C. Smith, L. M Kendall, C. L. Hulin) i. e. 1) The dally 2) The pay 3) Promotion 4) probability 5) Supervision 6) Co-worker 7) Working conditions patronage Involvement * The extent to which person identifies himself psychologically with his job, actively participates in it & considers that his performance in the job contribute to his self worth(predicate) * Organizational Commitment * An employees satisfaction with a particularorganization & its goals OC is abnormal by a number of * in-person variables employees age, attitude towards job. * Organizational variables job design, leadership style of the superior. John P. Meyer & Natalie J. Allen gave 3 component meansl i. . * Affective commission It is concerned with employees emotional appe ndix & involvement with the organization * Continuance committedness It is influenced by the costs that could accrue to the employee if he leaves the org * Normative commitment It refers to the extent to which an employee feels compel to continue in the organization. Functions of Attitudes * The adjustment put to work * People modify their attitudes to adjust to their work environment * When fair treatment is presumption positive attitude When treatment is not good negative attitude * Ego-defensive move * Attitudes help employee to defend their self ikon when mistake identified protects their ego * The value expressive function * measure outs cannister be expressed through attitudes E. g. if mgr wants employee to work hard whitethorn tell confederacy has a tradition of hard work. * The association function * Attitudes act as a standard of reference which allows people to clear & explain their environment. E. g. Union leaders attitude towards management based on past .Attitudes & Consistency * People may change their attitude do not defend their action * If any discrepancy arises, individuals will try to bridge the discrepancy by developing a rational score forthe discrepancy. Cognitive Dissonance Theory Leon Festinger (1950s) * Cognitive dissonance Incompatibility that an individual may perceive between 2 or more of his attitudes or between his behavior and attitude. * Emotional dissonance Conflict between the emotions an individual experiences & emotions he needs to expressAn individual can deal with dissonance every by * Sticking to his attitude * confide up his attitude * Change the attitude value Values are let beliefs that a specific mode of look at or end state of macrocosm is personally or socially favored to an opposite or converse mode of conduct or end state of existence. Values in the Workplace * Stable, critical beliefs that guide our preferences * Define pay or wrong, good or bad * Value system hierarchy of values Val ues and Behavior Habitual behavior normally consistent with values, but conscious behavior less so because values are abstract constructs * Decisions and behavior are joined to values when * Mindful of our values have logical reasons to apply values in that situation * Situation does not intervene Values Congruence * Used where ii or more entities have akin(predicate) value systems * Problems with incongruence * Incompatible decisions * Lower satisfaction/loyalty * Higher stress and disorder Benefits of incongruence * Better decision making (diverse perspectives) * Avoids corporal cultsValues across Cultures Individualism and fabianism * Degree that people value responsibleness to their group (collectivism) versus independence and person singularity (individualism) * Previously considered opposites, but unrelated i. e. feasible to value amply individualism and high collectivism estimable Behavior honest Behavior means acting in ways consistent with ones personal values and the commonly held values of the organization and society. Qualities Required for honourable Decision-making * The competency to identify ethical things and evaluate the consequences of resource courses of action. The self-confidence to seek out different opinions about the issue and decide what is right in terms of a situation. * Tough-mindedness the willingness to make decisions when all that needs to be cognize cannot be known and when the ethical issue has no established, unambiguous solution. Values, Ethics & Ethical Behavior * Value Systems systems of beliefs that affect what the individual defines as right, good, and fair * Ethics reflects the way values are acted out * Ethical behavior actions consistent with ones values