ORGANIZATION BEHAVIOR – 1
Gaurav Kumar
SECTION F IIM INDORE
Contents
1 Fundamentals of OB........................................................................................................................ 3
1.1 Managing oneself.................................................................................................................... 3
1.2 The Manager’s job: Folklore and fact ..................................................................................... 3
1.3 The neuroscience of trust ....................................................................................................... 3
2 Values, Attitudes and behaviour..................................................................................................... 3
2.1 Understanding another person, Part I – The individual frame of reference .......................... 3
2.2 Life stories of recent MBAs: Value and ethical challenges ..................................................... 3
3 Perception ....................................................................................................................................... 3
3.1 Managing yourself: A 2nd chance to make right impression ................................................... 3
3.1.1 Understanding perception .............................................................................................. 3
3.1.2 Coming Across the right way .......................................................................................... 3
4 Emotion ........................................................................................................................................... 3
4.1 Expressing emotion in Interpersonal Interaction ................................................................... 3
4.1.1 Suppressing Emotions ..................................................................................................... 3
4.1.1.1 Effect ........................................................................................................................... 3
4.1.1.2 Cost ............................................................................................................................. 3
4.1.2 Expressing emotion appropriately .................................................................................. 4
4.1.2.1 Timing.......................................................................................................................... 4
4.1.2.2 Context ........................................................................................................................ 4
4.1.2.3 Extent .......................................................................................................................... 4
4.2 What Makes a leader .............................................................................................................. 4
5 Personality ...................................................................................................................................... 4
5.1 Analyze This: Can personality theory help you lead your unit?.............................................. 4
5.1.1 Individual Personality tests to describe group as a whole .............................................. 4
5.1.1.1 MBTI (Myers-Briggs Type Indicator) ........................................................................... 4
5.1.1.2 Understanding how group processes info and make changes ................................... 4
5.1.1.3 Applying theory to build a well-rounded unit............................................................. 4
5.1.1.4 Modelling integration ................................................................................................. 4
5.2 Yes Personality Matters: Moving onto more imp matters? ................................................... 5
5.2.1 Why care about personality ............................................................................................ 5
5.2.2 Future research direction ............................................................................................... 5
5.2.3 Discussion........................................................................................................................ 5
6 Introduction to Motivation ............................................................................................................. 5
6.1 What makes work meaningful – or meaningless .................................................................... 5
7 Application of motivation theory at workplace .............................................................................. 5
7.1 Four intrinsic rewards: Meaningfulness, choice, competence, and progress. In Intrinsic
Motivation at Work: What Really Drives Employee Engagement ...................................................... 5
7.2 Employee Motivation: A powerful new model. ...................................................................... 5
7.3 Knowlton Roberts II (A). .......................................................................................................... 6
7.3.1 Basic Problem Statement ................................................................................................ 6
7.3.2 Key Parties Involved ........................................................................................................ 6
7.3.3 Key events and analysis .................................................................................................. 6
7.3.3.1 Before joining of Tim Rankle ....................................................................................... 6
7.3.3.2 After Joining of Tim Rankle ......................................................................................... 6
8 Heuristics and Biases....................................................................................................................... 7
8.1 Knowing When to Pull the Plug .............................................................................................. 7
8.2 Find Innovation Where You Least Expect It ............................................................................ 7
9 Ethical Decision Making .................................................................................................................. 7
9.1 An Introduction to Ethics ........................................................................................................ 7
9.2 Razor’s Edge: Challenges of Ethical Decision Making. ............................................................ 7
10 Interpersonal Issues at Work ...................................................................................................... 7
10.1 Building effective one-on-one work relationship. .................................................................. 7
10.1.1 Analyzing your network of relationships) ....................................................................... 7
10.1.1.1 On whom are you dependent and who is dependent on you? .............................. 7
10.1.1.2 How are they different from you? .......................................................................... 7
10.1.1.3 How are your relationships developing? ................................................................ 7
10.1.2 Managing conflict............................................................................................................ 8
10.1.2.1 Balancing inquiry and advocacy .............................................................................. 8
10.1.2.2 The discipline of reflection ...................................................................................... 8
11 Transactional Analysis ................................................................................................................. 9
11.1 Hill, L.A. (1994) Lisa Benton (A). .............................................................................................. 9
12 FIRO-B ......................................................................................................................................... 9
12.1 Interpersonal Underworld ...................................................................................................... 9
13 Managing Interpersonal Conflict Effectively............................................................................... 9
13.1 Managing interpersonal conflicts ........................................................................................... 9
13.2 Conflict management at TKC consulting ................................................................................. 9
1 Fundamentals of OB
1.1 Managing oneself
1.2 The Manager’s job: Folklore and fact
1.3 The neuroscience of trust
2 Values, Attitudes and behaviour
2.1 Understanding another person, Part I – The individual frame of reference
2.2 Life stories of recent MBAs: Value and ethical challenges
3 Perception
3.1 Managing yourself: A 2nd chance to make right impression
Transparency Illusion
o We think that we are clear via our face expression but we are not because there is not
much difference between our 2 different intended face expressions
We often pick interpretations
Error in picking interpretations is predictable
3.1.1 Understanding perception
Trust lens
Power lens
Ego lens
3.1.2 Coming Across the right way
Activate desire to be fair
o Egalitarian goal
Make yourself necessary
o Outcome dependency
Seize right moments
4 Emotion
4.1 Expressing emotion in Interpersonal Interaction
4.1.1 Suppressing Emotions
4.1.1.1 Effect
We cease to require others to help us suppress our emotions
We distance ourselves from them
We learn little about managing them
4.1.1.2 Cost
Stress
Withdrawal from participation
Loss of energy and depression
Decreased learning
Loss of opportunities to influence others
Dampening motivation
Comparatively lesser credibility
4.1.2 Expressing emotion appropriately
4.1.2.1 Timing
4.1.2.2 Context
4.1.2.3 Extent
4.2 What Makes a leader
5 Personality
5.1 Analyze This: Can personality theory help you lead your unit?
5.1.1 Individual Personality tests to describe group as a whole
5.1.1.1 MBTI (Myers-Briggs Type Indicator)
Based on conceptual theory of Carl Jung
Maps personality on these dimensions
o Extraversion-Introversion
o Sensing-Intuitive
o Thinking-Feeling
o Judging-Perceiving
Advantage
o Helps moving on beyond “perfect” unit personality
o Focus on
making best use of group members’ individual preferences
structuring group interactions
o Developing undeveloped capacity of org
Limitations
o Too general, hence useless
o Helpful for researcher, not for practicing manager
o As a lever for change, can create more obstacles than opportunities
o Can lead to organizational determinism (very act of labelling can lead to getting stuck in
rut)
o Can become an excuse for dysfunctional behaviour
Solution
o Use mbti for individuals’ orientations, not for group
5.1.1.2 Understanding how group processes info and make changes
What is source of your org’s energy?
How does your org take in info?
How does your org make decisions?
How does your org deal with ext. environment?
5.1.1.3 Applying theory to build a well-rounded unit
Build heterogeneous unit
Balance yourself
5.1.1.4 Modelling integration
Place genuine value on both side of each pair of opposite
5.2 Yes Personality Matters: Moving onto more imp matters?
Personality matters because it predicts behaviour at work
5.2.1 Why care about personality
Managers care about it
Our understanding of relationship between personality constructs and job performance has
increased
o Big 5
Conscientiousness
Emotional Stability
Extraversion
Agreeableness
Openness to experience
Relation between personality construct and performance measure is underestimate
o Why so? Because we study only one by one, not taking them together
o Study personality, not trait
Incremental validity in prediction of job performances as compared to other methods
Reveal score difference between ethnic groups
Relationship b/w personality traits of childhood and career success in adulthood
Related to many work activities
5.2.2 Future research direction
3 issues
a. Insufficient to rely specifically on job analytical data to determine when specific
personality traits are likely to be relevant to success
b. Process through which personality affect behaviour at work
i. Primarily motivation
c. Give more attention to measurement problems and trait generality
5.2.3 Discussion
Areas of research
o Investigating interaction b/w personality and context
o Investigating motivational process through which personality influences job
performance
o Identify critical measurement issue unique to against personality
6 Introduction to Motivation
6.1 What makes work meaningful – or meaningless
7 Application of motivation theory at workplace
7.1 Four intrinsic rewards: Meaningfulness, choice, competence, and progress. In
Intrinsic Motivation at Work: What Really Drives Employee Engagement
7.2 Employee Motivation: A powerful new model.
7.3 Knowlton Roberts II (A).
7.3.1 Basic Problem Statement
This case is about Roberts who came across his new junior Tim Rankle who was very competent but
intentionally/unintentionally created a drift among team, lowered team morale and eventually
forced Roberts to look for opportunity somewhere else
7.3.2 Key Parties Involved
Knowlton Roberts 2 Project Head
Jeffery Kim Boss of Roberts
Tim Rankle New joiner
Alvin Purvis Mathematical Modeller
Sarah Davenport Bench Researcher
Frank Xue Bench Researcher
7.3.3 Key events and analysis
7.3.3.1 Before joining of Tim Rankle
Roberts was conducting nuts and bolts retest on a potentially new compound as a receptor
antagonist
He found that compound closely resembled substrate for rate-limiting enzyme involved in bio
synthesis of molecule in question
So he discovered the compound, got a new project and got appointed as project head
Team was working fine but met some technical roadblocks
7.3.3.2 After Joining of Tim Rankle
7.3.3.2.1 First impression of Tim
Got under Robert’s skin
o Not well dressed
o Not asked whether he has time
o No introduction proper. Why he was there?
o Started using Robert’s desk without permission
o Assumed Roberts knew about Jennings surface, which he didn’t and hence make
him uncomfortable
Smart Jennings Surface
Kim had already decided to hire Tim
7.3.3.2.2 Problems that got solved
Solved “capacity problem”, without any resistance from team
Group meeting went excellent
7.3.3.2.3 Problems that aroused
Personal problem to Roberts
o Tim started eating his “alone time”
o Calls at 2 am in the morning
o Started taking over as team leader
Smarter
Better prepared
More capable
Problems in team
o Lesser attendance in Friday team meetings
o Davenport and Xue felt left out, embarrassed in team meetings
His rudeness
Accusations of fact ignorance
Silence on most problems because of it
Lack of background info
8 Heuristics and Biases
8.1 Knowing When to Pull the Plug
8.2 Find Innovation Where You Least Expect It
9 Ethical Decision Making
9.1 An Introduction to Ethics
9.2 Razor’s Edge: Challenges of Ethical Decision Making.
10 Interpersonal Issues at Work
10.1 Building effective one-on-one work relationship.
Growing mismatch between
o competencies that we needed earlier (technical)
o competencies which we will need (human/interpersonal)
John Kotter’s factor (exceptional manages have better ability to develop and maintain strong
relationships)
10.1.1 Analyzing your network of relationships)
Our reasoning should be analytical, strategic and data-driven
10.1.1.1 On whom are you dependent and who is dependent on you?
Questions need to ask
o Whose cooperation do I need?
o Whose compliance do I need?
o Whose opposition would keep me from accomplishing my work?
o Who needs my cooperation and compliance?
1 order & 2nd order dependencies
st
Better to overestimate rather than under estimate
10.1.1.2 How are they different from you?
Questions need to ask
o What differences exist between me and people on whom I am dependent?
o What underlying factors have created or reinforced these differences?
More difficult to bond with more different people
10.1.1.3 How are your relationships developing?
Questions need to ask
o What are your relationships like with them?
o Have you built relationships in first place? Do you need to cultivate/improve/repair
it?
3 qualities
o Mutual expectations
o Mutual trust
o Mutual influence
10.1.2 Managing conflict
10.1.2.1 Balancing inquiry and advocacy
Balancing skills
o Problem solving skills
Inquiry skills
o Ability to ask questions
“Balance” lay out your reasoning and ask others to challenge it
Guidelines
o When advocating your view
Explicit reasoning
Encourage other to explore your view
Encourage other to provide different view
Actively inquire into different view
o When inquiring into other’s view
State assumptions, if any
State data for assumptions
Don’t bother if not genuinely interested
o When you arrive at an impasse
What data might change other’s view
Can any experiment be designed to provide new info?
o When someone is hesitant to express his view
Encourage to think out loud about why hesitant
Jointly brainstorm about overcoming any barrier
10.1.2.2 The discipline of reflection
Mental models
o Internal pictures of how world works
Determine how we make sense of world
Shape our actions
o “Ladder of inference” by Senge et al.
Leap from particular to general concepts (abstract conceptual reasoning (we
remember general things most))
11 Transactional Analysis
11.1 Hill, L.A. (1994) Lisa Benton (A).
12 FIRO-B
12.1 Interpersonal Underworld
13 Managing Interpersonal Conflict Effectively
13.1 Managing interpersonal conflicts
13.2 Conflict management at TKC consulting
