Super (BBA) Assignment BBA1003

7/27/2019 Super (BBA) Assignment BBA1003

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1.0 IntroductionOrganizational behavior is the field of study that investigates how

organizational structures affectbehavior within organizations.

Actions and attitudes of individuals and groups toward one another and

toward the organization as a whole and its effect on the organization's functioning and

performance are important.

Micro organizational behavior refers to individual and group dynamics in an

organizational setting. Macro organizational theory studies whole organizations and

industries, including how they adapt, and strategies, structures, and contingencies that

guide them.

Organizational behavior studies the impact individuals, groups, and structures

have on human behavior within organizations for the purpose of applying such

knowledge toward improving an organization's effectiveness. It is an

interdisciplinary field that includes sociology, psychology, communication, and

management. Organizational behavior complements organizational theory, which

focuses on organizational and intra-organizational topics, and complements human

resource studies, which is more focused on everyday business practices.

Many factors come into play whenever people interact in organizations.

Modern organizational studies attempt to understand and model these factors.

Organizational studies seek to control, predict, and explain. Organizational behavior

can play a major role in organizational development, enhancing overall

organizational performance, as well as also enhancing individual and group

performance, satisfaction, and commitment.


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1.1 Individual behavior and its relationship with intrinsicand extrinsic rewards

Individual behaviour refers to how individual behaves at work place, his

behaviour is influenced by his attitude, personality, perception, learning and

motivating. This also refers to the combination of responses to internal and external

stimuli. Factors affecting individual behaviour can be genetic or environmental. One

can be either programmed to behave in a certain way or the environmental factors

like climate and geography force us to react in certain ways.

Human behavior refers to the range ofbehaviors exhibited by humans and

which are influenced by culture, attitudes, emotions, values, ethics, authority,

rapport, hypnosis, persuasion, coercion and genetics.

First of all, culture refers to the shared patterns of behaviours and interactions,

cognitive constructs, and affective understanding that are learned through a process

of socialization. These shared patterns identify the members of a culture group while

also distinguishing those of another group. Next, attitude stands for a hypothetical

construct that represents an individual's like or dislike for an item; mental position

relative to a way of thinking or being. The current popular usage of attitude implies

negative mind-sets, "chip on the shoulder" behaviour, and an inner anger toward the

prevailing majority of thought. Thirdly, emotion is a feeling that is private and

subjective; a state of psychological arousal an expression or display of distinctive

somatic and autonomic responses.

Then, values means beliefs of a person or social group in which they have an

emotional investment (either for or against something). Ethics is the response based
http://en.wikipedia.org/wiki/Behaviorhttp://en.wikipedia.org/wiki/Culturehttp://en.wikipedia.org/wiki/Attitude_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Ethicshttp://en.wikipedia.org/wiki/Authorityhttp://en.wikipedia.org/wiki/Rapporthttp://en.wikipedia.org/wiki/Hypnosishttp://en.wikipedia.org/wiki/Persuasionhttp://en.wikipedia.org/wiki/Coercionhttp://en.wikipedia.org/wiki/Geneticshttp://en.wikipedia.org/wiki/Geneticshttp://en.wikipedia.org/wiki/Coercionhttp://en.wikipedia.org/wiki/Persuasionhttp://en.wikipedia.org/wiki/Hypnosishttp://en.wikipedia.org/wiki/Rapporthttp://en.wikipedia.org/wiki/Authorityhttp://en.wikipedia.org/wiki/Ethicshttp://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Attitude_(psychology)http://en.wikipedia.org/wiki/Culturehttp://en.wikipedia.org/wiki/Behavior


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on what is right; the process of determining how one should hold the interests of

various stakeholders, taking into account moral values/principles

Authority is the the power or right to give orders or make decisions.

Furthermore, coercion is obtaining a response by use force; compelling a

person to behave in an involuntary way (whether through action or inaction) by use

of threats or intimidation. Persuasion meansobtaining a response by convincing a

person; the process of guiding people toward the adoption of an idea, attitude, or

action by rational and symbolic (though not always logical) means. It is strategy of

problem-solving relying on "appeals" rather than force. Lastly, genetics can be

inherited from parents; pertaining to genes or any of their effects.

An intrinsic reward is an intangible award of recognition or a sense of

achievement motivation, in any endeavour when one feels in the Maslows hierarchy

as attainment in conscious satisfaction. It is the knowledge that one did something

right, or one made some body's day better. On the other hand, an extrinsic reward

is an award that is tangible or physically given to us for accomplishing something as

recognition of ones endeavour.

Extrinsic rewards, usually financial, are the tangible rewards given employees

by managers, such as pay raises, bonuses, and benefits. They are called extrinsic

because they are external to the work itself and other people control their size and

whether or not they are granted. In contrast, intrinsic rewards are psychological

rewards that employees get from doing meaningful work and performing it well. On

top of that, extrinsic rewards played a dominant role in earlier eras, when work was

generally more routine and bureaucratic, and when complying with rules and

procedures was paramount. This work offered workers few intrinsic rewards, so that


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extrinsic rewards were often the only motivational tools available to organizations.

Last but not least, extrinsic rewards remain significant for workers, of course. Pay is

an important consideration for most workers in accepting a job, and unfair pay can

be a strong de-motivator. However, after people have taken a job and issues of

unfairness have been settled, we find that extrinsic rewards are now less important,

as day-to-day motivation is more strongly driven by intrinsic rewards.


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2.0 Biological and individual factorsBiographical Characteristics refers to finding and analysing the variables

that have an impact on employee productivity, absence, turnover, and satisfaction is

often complicated. Biographical characteristics can define are generic in nature and

are inherited. Many of the concepts: motivation, or power, politics or organizational

culture are hard to assess.

Physical characteristic are related to height, skin, complexion, vision, shape

and size. Whether there is a correlation between body structure or not has been

scientifically proven.

Physical abilities gain importance in doing less skilled and more standardized

jobs. Individuals differ in the extent to which they have each of these abilities. High

employee performance is likely to be achieved when management matches the extent

to which a job requires each of the nine abilities and the employees abilities.

The personal characteristic are more easily definable and readily available

data that can be obtained from an employees personnel file and include

characteristics such as age, gender, religion, marital status, ability, physical abilities,

experience and etc.

In the first, age is one of the characteristics. The relationship between age and

job performance is increasing in importance. There is a widespread belief that job

performance declines with increasing age. The workforce is aging and the workers

over 55 are the fastest growing sector of the workforce.

Employers perceptions are mixed. They see a number of positive qualities

that older workers bring to their jobs, specifically experience, judgment, a strong


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work ethic, and commitment to quality. But, older workers are also perceived as

lacking flexibility and as being resistant to new technology.Psychologically, young

people are expected to be more energetic, innovative, adventurous, and ambitious and

risk taking. Whereas old people supposed to be more conservative, set their own way

and less adaptable.

Next, the gender is differences between female and male. There are few

important differences between men and women that will affect their job performance,

including the areas have problem-solving, analytical skills, competitive drive,

motivation, sociability, and learning ability.

Women are more willing to conform to authority, and men are more

aggressive and more likely than women to have expectations of success, but those

differences are minor. For example, mothers of preschool children are more likely to

prefer part-time work, flexible work schedules, and telecommuting in order to

accommodate their family responsibilities. In the absence and turnover rates,

womens quit rates are similar to mens. The research on absence consistently

indicates that women have higher rates of absenteeism. The logical explanation is

cultural expectation that has historically placed home and family responsibilities on

the woman.

Religion and religion based cultures play an important role in determining

some aspects of individual behavior. People who are highly religions are supposed to

have high moral values. They are honest they do not tell lies or talk ill of others.

Furthermore, marital status not enough studies which could draw any

conclusion as to whether there is any relationship between marital status and job

performance. Research consistently indicates that married employees have fewer


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absences, undergo less turnover, and are more satisfied with their jobs than are their

unmarried coworkers. More research needs to be done on the other statuses besides

single or married, such as divorce, domestic partnering, etc.

Ability is the criterion used to determine what a person can do. Everyone has

strengths and weaknesses in terms of ability in performing certain tasks or activities.

The issue is knowing how people differ in abilities and using that knowledge to

increase performance. Ability refers to an individuals capacity to perform the various

tasks in a job. It is a current assessment of what one can do.

In intellectual abilities, are needed to perform mental activity. IQ tests are

designed to ascertain ones general intellectual abilities. Examples of such tests are

popular college admission tests such as the SAT, GMAT, and LSAT. The seven most

frequently cited dimensions making up intellectual abilities are number aptitude,

verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning,

spatial visualization, and memory.

Experience is considered to be a good indicator of employee performance.

There is a positive relationship between experience and job performance. There is

negative relationship between seniority and absenteeism.

Tenureimpact of job seniority on job performance has been subject to

misconceptions and speculations. Tenure is also a potent variable in explaining

turnover. Tenure has consistently been found to be negatively related to turnover and

has been suggested as one of the single best predictors of turnover.


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2.1 Concept of emotional intelligence

Emotional intelligence (EI) is the ability to identify, assess, and control the

emotions of oneself, of others, and of groups. Various models and definitions have

been proposed of which the ability and trait Emotional intelligence models are the

most widely accepted in the scientific literature.

Emotional Intelligence must somehow combine two of the three states of mind,

cognition and affect, or intelligence and emotion. Emotional intelligence is the

ability to perceive emotions, to access and generate emotions so as to assist thought,

to understand emotions and emotional knowledge, and to reflectively regulate

emotions so as to promote emotional and intellectual growth.

EI been defined as an individuals capacity to appropriately regulate his or her

emotions, and involves the ability to monitor ones own and others feelings and

emotions, to discriminate among them, and to use this information to guide ones

thinking and action.

Emotional intelligence refers to an ability to recognize the meanings of

emotion and their relationships, and to reason and problem-solve on the basis of

them. Emotional intelligence is involved in the capacity to perceive emotions,

assimilate emotion-related feelings, understand the information of those emotions,

and manage them.

Emotional Intelligence is increasingly relevant to organizational development

and developing people, because the EI principles provide a new way to understand

and assess people's behaviors, management styles, attitudes, interpersonal skills, and

potential. Emotional Intelligence is an important consideration in human resources


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planning, job profiling, recruitment interviewing and selection, management

development, customer relations and customer service, and more.

Emotional intelligence has the five domains. The five domains identified as

knowing the emotions, managing own emotions, motivating a person, recognizing

and understanding other people's emotions, managing relationships and managing

the emotions of others.

Emotional Intelligence embraces and draws from numerous other branches of

behavioral, emotional and communications theories, such as NLP (Neuro-Linguistic

Programming), Transactional Analysis, and empathy. By developing the Emotional

Intelligence in these areas and the five EQ domains that can become more

productive and successful at what to do, and help others to be more productive and

successful too. The process and outcomes of Emotional Intelligence development

also contain many elements known to reduce stress for individuals and organizations,

by decreasing conflict, improving relationships and understanding, and increasing

stability, continuity and harmony.


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2.2 Framework of emotional competencePersonal Competence Social Awareness

Self-Awareness

Accurate Self-Assessment Emotional Self-awareness Openness to Self-Improvement Self-confidence

Social Awareness

Emotional Boundaries Empathy Organizational Awareness Service Orientation

Self-management

Adaptability Achievement drive Initiative Self-control Transparency

Relationship management

Building Bonds Change Catalyst Conflict Management Developing Others Influence Inspirational Leadership


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2.3 Learned CharacteristicsCommonly, individual behaviour is affected by learned characteristics. There

are various learned characteristics of an individual. For example, there are heredity,

attitudes, perception, personality, environment, attribution and value.

First of all, heredity is one of the learned characteristics. Human inherit 60-70%

abilities and intelligence. Physical stature, facial attractiveness, gender, temperament,

muscle composition and reflexes, energy levels and so on are broadly attributed to

biological factors. Parents biological, physiological and inherent psychological

make-up contributes to an individuals personality to a great extent. According to

Heredity approach, the ultimate explanation of an individuals personality is the

molecular structure of the genes, located in the chromosomes. However, the critics

observe that if personality characteristics were completely dictated by heredity, they

would be fixed at birth and no amount of experience or learning could alter them.

Personality is the personal characteristics that lead to consistent patterns of

behaviour. According to Slocum and Hellriegal, 'Personality represents the overall

profile or combination of stable psychological attributes that capture the unique

nature of a person. It combines a set of mental and physical characteristics that

reflects how a person looks, thinks, acts and feels.' Fred Luthans has defined

personality as peoples external appearance and traits, their inner awareness of self,

and the person-situation interaction make up their personalities. S P Robbins

observes that personality is sum total of ways in which an individual reacts to and

interacts with others.

Next, attitudes do not normally predict or cause behaviour in a simple and

direct way. Attitude is a persistent tendency to feel and behave in a particular way

towards some object. Broadly speaking, attitudes are general evaluations that people

make about themselves, others, objects or issues that develop from past experience,


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guide our current behaviour and direct our development in future. These are

relatively lasting feelings, beliefs, and behaviour tendencies directed toward specific

people, groups, ideas, issues, or objects. Attitude can also be defined as a

multiplicative function of beliefs and values.

Attitudes are a complex cognitive process that has three basic features: they

persist unless changed in some way, they range along a continuum and they are

directed towards an object about which a person has feelings or beliefs. There are

three principles relate attitudes to behaviour: general attitudes best predict general

behaviours, specific attitudes best predict specific behaviours as well as the less time

that elapses between attitude measurement and behaviour, the more consistent will

be the relationship between them.

Moreover, perception is the process of acquiring, interpreting, selecting, and

organizing sensory information. The word perception comes from the Latin

perception-, percepio, means "receiving, collecting, action of taking possession,

apprehension with the mind or senses. According to Stephen P Robbins, Perception

is a process by which individuals organize and interpret their sensory impressions in

order to give meaning to their environment. The term originated from a Latin word

percepio meaning receiving, collecting, action of taking possession, apprehension

with the mind or senses.

Environment is another learned characteristic. It is one of the factors that

exert pressures on our personality formation. The cultures in which we are raised

are early conditioning, norms among our family and friends and social groups. The

environment we are exposed to plays a substantial role in shaping our personalities.

Culture establishes the norms, attitudes, and values passed from one generation to

the next and create consistencies over time. Man cannot be separated from his


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environment. His consciousness is inextricably linked with his surroundings,

physical and social. He adapts himself to his social environment as well as his

physical environment. Both environments affect his organic and mental

development.

Neither nature nor nurture is more important because they are both essential

for the development of the human personality. The basic relativity of nature and

nurture cannot be overlooked. Sentience imports for us to be conscious of something

and that something, whether painful, pleasurable, or indifferent, comes within our

experience. Some experiences are agreeable and some disagreeable; some are of

own seeking and some are thrust upon themselves. By far the most important part of

the overall environment of man is the social environment. It differs from one nation

to another, one period to another, one class to another, and its influences are outside

the control of any one individual.

Last but not least, attribution also implies the ways in which people come to

understand the causes of their own and others behaviour. In essence, the attribution

process reflects a persons need to explain events through deliberate actions of

others rather than viewing them as random events. People make attributions in an

attempt to understand why people behave as they do and to make better sense of

their situations. Individuals do not consciously make attributions all the time

although they may do it unconsciously most often. However, under certain

circumstances, people are likely to make causal attributions consciously.


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2.4 Environmental factors

The behaviour of an individual is affected to a large extent by the economic

environment. There are some environmental factors, including economic factor,

political factor, cultural factor, legal environment and demographic factors.

A consideration regarding how a consumer's disposable income and other

financial resources tend to impact their buying activities. For example, the

marketingteam of a manufacturingbusiness might do an analysis of how changes in

every significant economic factor relevant to their target consumer market tend to

affect consumptionpatterns for theirproduct type.

Political factor is a factor that must be taken into account when considering

political change or transformation. When the Greek government is 'forced' by the

European Union and to implement financially austere policies, one of the political

factors the Government must take cognizance is the wishes of the Greek populace.

Generally the Greeks are very hostile to any changes that will affect adversely their

livelihood. Unfortunately, this is going to happen if the Greek government goes on to

carry out what the EU directs.

Political factors will affect the individual behaviour through several other

factors. The factors are instability and ideology.

Instability is accompanied by authoritarian governments that lack democratic

responsibilities and pressures. Factors like social mobilization can cause political

turmoil. Instability increases uncertainty, adds to indirect costs, planning problems

and leads to bureaucratic bottlenecks, economic disruption. Results can be

nationalization of industries, restrictions on repatriation of capital and threats to life
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and property. Firms should understand these implications by examining the

ideological direction of the change and the differences between the changing parties.

Political risk should be viewed as company specific rather than country specific.

Ideology is a set of beliefs and assumptions about values that the nation holds to

justify and make legitimate the actions and purpose of its institutions. A nation is

successful when its ideology is coherent and adaptable, enabling it to define and attain

its goals. Ideologies may limit the scope or organization of a business and require

distinct relationships with the government. Nationalistic sentiments may put foreign

firms at a competitive disadvantage. Understanding the ideology and how it is shifting

will enable a manager to understand better the nature of institutional change and

manage relations with the government more effectively.

Legal environment refers to rules and laws are formalized and written

standards of behaviour. Both rules laws are strictly enforced by the legal system.

Economic factors are defined infrastructure, employment level, wage rates and

etc.

Infrastructure is developing countries have less developed infrastructure,

physical and informational. Modern facilities are often lacking. [MI]: Influences the

choice of production operations, marketing, finance and business government

relations. Sometimes companies provide own infrastructure meaning investment

requirements are higher. Great opportunities for industries like construction

engineering and telecommunications manufacturers. Problems in energy supply lead

to production disruptions and higher maintenance costs.


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Employment level is opportunities available to individuals, the wages payable

to them, the general economic environment and the technological development affect

the individual behaviour to a large extent.

In wage rates, the major consideration of every employee working in any

organization is his wages. Monetary factor is the major factor affecting the job

satisfaction of the worker.

Cultural factors are a set of shared values, attitudes, and behaviors that

characterize and guide a group of people. Culture shapes the way in which societies

organize themselves and interact. There are three dimensions, attitude toward others,

individualism or collectivism, structure of relationships, hierarchical or egalitarian

(equality), and decision making styles, autocratic or participative.

It is developing countries are more receptive to hierarchical, authoritarian, and

paternalistic relationships within group, highly loyal to the group being of high

concern. More collectivism than the individualism. Industrialized countries have

defined class structures which are less distinct and more passable than in LDCs. The

cultural bases of a groups social structure and dynamics will significantly shape

organizational design and decision-making processes. HRM strategy should be suited

around the underlying values, behavioural norms and social groupings. Also, the firms

marketing activities are affected by social structures, segmented social structures

make markets narrower. This creates market niches.

Cultural factors are including time and space, religion, gender, and language.

Time and space is included by cultural factors. Different cultures have very distinct

orientations toward time and space. Attitudes toward time affect scheduling activities


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and planning orientations. Attitudes toward space can influence office layouts and

ones behaviour in personal interactions.

Religion has significant influence in various LDCs and can also be an

important political actor. Religion can affect work patterns, product preferences,

interest charges or conflict among employees. It shapes moral standards which vary

across cultures.

Gender rolesjust recently begun to recognize that womens actual and

potential economic contributions entails a high socioeconomic profit to society.

Unfortunately they are less educated than men, they do more agricultural work.

Gender division of labour tends to be more clearly demarcated socially in the

developing countries. Affects HRM so it is important to identify the patterns of

gender based division and the forces creating these patterns. Mobility restrictions due

to social norms may require special transportation services and gender segregated

workplaces.

Language has developing countries tend to have greater internal cultural

diversity and, consequently, greater linguistic diversity. Linguistic diversity carries

implications for marketing promotion and advertising strategies and organizational

communications among employees with different languages.


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3.0 ConclusionBehavior is related to performance and productivity. Organizational behavior

is the application of knowledge about how people, individuals, and groups act in

organizations, in order to achieve the highest performance and dominant results. It

focuses the best way to manage individuals, groups, organizations, and processes.

Individual behaviour is influenced by his attitude, personality, perception,

learning and motivating. This also refers to the combination of responses to internal

and external stimuli.

The five domains in emotional intelligence identified as knowing the emotions,

managing own emotions, motivating a person, recognizing and understanding other

people's emotions, managing relationships and managing the emotions of other,

enhancing the performance.

The study of the way people interact within groups. Normally this study is

applied in an attempt to create more efficient business organizations. The central

idea of the study of organizational behavior is that a scientific approach can be

applied to the management of workers. Organizational behavior theories are used for

human resource purposes to maximize the output from individual group members.


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4.0 Reference

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http://individualbehaviour.blogspot.com/ http://giftedkids.about.com/od/glossary/g/intrinsic.htm http://college.cengage.com/business/moorhead/organizational/6e/students/sum

maries/ch04.html

https://docs.google.com/document/d/10rtRdZZ4DrbtwyNesiGGNlcrDezJC9M

u3jXwP9fX0Us/edit?pli=1

http://www.slideshare.net/mishuarora/individual-behaviour Mayer, J. D., Caruso, D., & Salovey, P. (1999). Emotional intelligence meets

traditional standards for an intelligence. Intelligence, 27, 267-298.

http://psychcentral.com/lib/what-is-emotional-intelligence-eq/0001037 http://www.managementparadise.com/forums/indian-management-thoughts-

practices/200204-impact-environment-heredity-personality.html

http://www.slideshare.net/kottikkal/individual-behaviour-12810177 http://businesscasestudies.co.uk/first-group/managing-external-

influences/political-and-economic-factors.html#axzz2auAAjXS4
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Coursework

1. Please list out TEN most common barriers to implement successful diversityprograms and explain carefully each of them.

Barriers and Challenges to Managing Diversity

Organizations encounter a variety of barriers when attempting to implement

diversity initiatives. It thus is important for present and future managers to

consider these barriers before rolling out a diversity program. The following is a

list of the most common barriers to implementing successful diversity programs.

1. Inaccurate stereotypes and prejudice. This barrier manifests itself in the beliefthat differences are viewed as weaknesses. In turn, this promotes the view that

diversity hiring will mean sacrificing competence and quality.

2. Ethnocentrism. The ethnocentrism barrier represents the feeling that onescultural rules and norms are superior or more appropriate than the rules and

norms of another culture.

3. Poor career planning. This barrier is associated with the lack of opportunitiesfor diverse employees to get the type of work assignments that qualify them

for senior management positions.

4. An unsupportive and hostile working environment for diverse employees.Diverse employees are frequently excluded from social events and the friendly

camaraderie that takes place in most offices.


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5. Lack of political savvy on the part of diverse employees. Diverse employeesmay not get promoted because they do not know how to play the game of

getting along and getting ahead in an organization. Research reveals that

women and people of color are excluded from organizational networks.

6. Difficulty in balancing career and family issues. Women still assume themajority of the responsibilities associated with raising children. This makes it

harder for women to work evenings and weekends or to frequently travel one

they have children. Even without children in the picture, household chores

take more of a womans time than a mans time.

7. Fears of reverse discrimination. Some employees believe that managingdiversity is a smoke screen for reverse discrimination. This belief leads to very

strong resistance because people feel that one persons gain is anothers loss.

8. Diversity is not seen as an organizational priority. This leads to subtleresistance that shows up in the form of complaints and negative attitudes.

Employees may complain about the time, energy, and resources devoted to

diversity that could have been spent doing real work.

9. The need to revamp the organizations performance appraisal and rewardsystem. Performance appraisals and reward systems must reinforce the need to

effectively manage diversity. This means that success will be based on a new

set of criteria. Employees are likely to resist changes that adversely affect their

promotions and financial rewards.

10.Resistance to change. Effectively managing diversity entails significantorganizational and personal change.

Super (BBA) Assignment BBA1003

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