UPPSC GOVERNMENT DEGREE COLLEGE COMMERCE UNIT-III

ORGANIZATIONAL BEHAVIOR UNIT-3 Organizational Theory and Behaviour: Evolution, Contingency theory of organization, models of organizational bahviour, Personality, perception and learning, Transactional analysis, Theory of leadership, Management by objective Organisational behaviour is a field of study that investigates the impact that individuals, group and structure have on behaviour within organisations. ” Organizational Behaviour is the study of human behaviour in the workplace, the interaction between people and the organization, and the organization itself.” Robbins, "O.B. is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations for the purpose of applying such knowledge towards improving an organization's effectiveness". Keith Davis may be defined as - "Organizational behaviour is the study and application of knowledge about human behaviour in organizations as it relates to other system elements, such as structure, technology and the external social system. O.B. studies are three determinants of behaviour in organizations individuals, groups and structure. HISTORY OF ORGANIZATIONAL BEHAVIOUR The Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic of persuasive communication. The writings of 16th century Italian philosopher Niccolo Machiavelli laid the foundation for contemporary work on organizational power and politics. In1776, Adam Smith advocated a new form of organizational structure based on the division of labour. Max Weber wrote about rational organizations and initiated discussion of charismatic leadership. Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. Influential work was done by Herbert Alexander Simon and James G. March and the so-called "Carnegie School" of organizational behaviour. Frederick Winslow Taylor (1856-1915) was the first person who attempted to study human behavior at work using a systematic approach. Mary Parker Follett told managers to motivate employees on their job performance, a "pull" rather than a "push" strategy. Douglas McGregor alsowrote a book, 'The Human Side of Enterprise', in 1960; Organizational behavior can be analyzed at three levels: the individual, the group and the organization as a whole. The systems perspective was introduced by Ludwig Von Bertalanffy who proposed that all systems have predictable tendencies of behaviours. 1. Open/Closed exchange - This implies responsiveness to information about the system that is internal or external to the system 2. Interdependence- systems are divided into many small parts known as sub systems. These subsystems are interacting each other simultaneously, and each part is affected by the actions of the other arts. 3. Homeostasis-systems adjust their communications and other behaviours to achieve or retain equilibrium 4. Non summativity – the whole system equals more the sum of its parts. These roles are developed by Henry Mintzberg in 1960s after acareful study of executives at work. These roles are divided into three categories. 1. Interpersonal roles • Figurehead • Leader • Liaison 2. Information roles • Monitor • Disseminator • Spokesperson 3. Decision roles • Entrepreneur • Disturbance Handler • Resource Allocator • Negotiator The four steps in planning are 1. Establish a goal or set of goals 2. Define the present situations 3. Identify the aids and barriers to the goals 4. Develop a plan or set of actions for reaching the goals Organizing The organizing function of leadership controls the overall structure of the company. The organizational structure is the foundation of a company. Organisations share three common characteristics 1. Each has a distinct purpose 2. Each is composed of people 3. Each develops some deliberate structure so members can do their work. The process of assigning causality to behaviour is referred to as attribution. The process of connecting behaviour and performance to specific internal or external sources of control is known as attribution. 1.Distinctiveness It refers to whether an individual displays different behaviours in different situations. 2.Consensus It refers to whether all the people who are facing with a similar situation respond in the same way or not. If all people are responding the same way, then there is high consensus. 3.Consistency It refers whether a person responds the same all the time, that is, whether his late coming is common in all the days or once in a while. The first model, classical conditioning, was initially identified by Pavlov in the salivation reflex of dogs. Salivation is an innate reflex, or unconditioned response, to the presentation of food, an unconditioned stimulus. 2. Cognitive theory of learning Wolfgang Köhler showed that a protracted process of trial-and-error may be replaced by a sudden understanding that grasps the interrelationships of a problem. This process, called insight, is more akin to piecing together a puzzle than responding to a stimulus. Social learning theory Also called observational learning, social learning theory, emphasizes the ability of an individual to learn by observing others. An individual acquires new knowledge by observing what happens to his or her model. This is popularly known as vicarious learning. A learner acquires tacit knowledge and skills through vicarious learning. Social learning has considerable relevance in organizational behaviour. Learning curves A highly useful learning concept which is valid for a wide range of situation is the learning curve, a diagrammatic presentation of the amount learned in relation to time. A typical learning curve will show on the Y-axis the amount learnt and the X-axis the passage of time. The direct methods of assessing memory are: (i) recall, (ii) recognition, (iii) relearning, and (iv) reconstruction. Motivation “The processes that account for an individual’s intensity, direction, and persistence of effort toward achieving a goal” Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment. Edwin B. Flippo defines,” motivation is the process of attempting to influence others to do their work through the possibility of gain or reward “ MOTIVATION PROCESS 1. Unsatisfied needs and motives: it is the first process of motivation. 2. Tension 3. Action to satisfy needs and motives 4. Goal accomplishment 5. Feedback Content theories of motivation The content approach to motivation focuses on the assumption that individuals are motivated by the desire to fulfil inner needs. Content theories focus on the needs that motivate people. 1. Maslow’s need hierarchy theory This theory was propounded by Abraham Harold Maslow. It is the simple and widely accepted theory. Abraham Maslow’s hierarchy of needs is the most well-known theory of motivation. Social Needs Once a person has met the lower level physiological and safety needs, higher level needs become important, the first of which are social needs. Social needs are those related to interaction with other people and may include: •Need for friends •Need for belonging •Need to give and receive love Esteem Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are: •Self-respect •Achievement •Attention •Recognition •Reputation Maslow later refined his model to include a level between esteem needs and self-actualization: the need for knowledge and aesthetics. Self-Actualization Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualized people tend to have needs such as: •Truth •Justice •Wisdom •Meaning McClelland achievement motivation theory In his in his 1961 book 'The Achieving Society', David McClelland expounds on his acquired needs theory. 1. Need for affiliation 2. Need for power 3. Need for achievement Theory X and Theory Y In his 1960 book, The Human Side of Enterprise, Douglas McGregor proposed two theories by which to view employee motivation. THE PROCESS THEORIES OF MOTIVATION Whereas the content theories concentrate on the question of 'what' motivates, the process theories address more the issues relating to how the process works and sustains itself over time, such as factors that determine the degree of effort, the continuation of effort, the modification of effort, etc. As with content theory, there are a number of process theories. These include: •Equity theory •Expectancy theory •The Porter-Lawler Model PORTER AND LAWLER MODEL OF MOTIVATION Lyman Porter and Edward Lawler came up with a comprehensive theory of motivation, combining the various aspects. Porter and Lawler's model is a more complete model of motivation. This model has been practically applied also in their study of managers. This is a multivariate model which explains the relationship that exists between job attitudes and job performance. Porter and Lawler's theory is an improvement over Vroom's expectancy theory. The Various Elements of Porter and Lawler Model 1. Effort, 2. Performance and 3. Satisfaction. 4. REINFORCEMENT THEORY Reinforcement theory of motivation was proposed by BF Skinner and his associates. It states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e, individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour with negative consequences tends not to be repeated. Positive Reinforcement- This implies giving a positive response when an individual shows positive and required behaviour. Negative Reinforcement- This implies rewarding an employee by removing negative / undesirable consequences. Punishment- It implies removing positive consequences so as to lower the probability of repeating undesirable behaviour in future. In other words, punishment means applying undesirable consequence for showing undesirable behavior. Extinction- It implies absence of reinforcements. In other words, extinction implies lowering the probability of undesired behaviour by removing reward for that kind of behaviour. Non-Financial Motivation Methods 1.Job enlargement Job enlargement involves adding extra, similar, tasks to a job. 2.Job rotation Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation. 3.Job enrichment Job enrichment attempts to give employees greater responsibility by increasing the range and complexity of tasks they are asked to do and giving them the necessary authority. 4.Teamworking and empowerment Empowerment involves giving people greater control over their working lives. Organising the labour force into teams with a high degree of autonomy can achieve this. PERSONALITY The word personality comes from the Latin root persona, meaning "mask." Gordon Allport coined the most frequent used definition: Personality—“the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment” According to Floyd.L.Ruch,”Personality should include : 1. External appearances and behaviour of social stimulus values 2. Inner awareness of self as a permanent organising force ; and 3. The particular pattern of organisation of measurable traits, both inner and outer. Stages of Personality Development Personality development is a continuous process. It starts since the child is in fetal stage. After birth, the child develops and learns. This process is continued throughout the life. Freudian Stages The theory of psychosexual development was proposed by the famous psychoanalyst Sigmund Freud. Psychoanalytic theory suggested that personality is mostly established by the age of five. According to Freud, personality develops as a result of interaction of four main sources of stress. These are physical growth process, frustration, conflicts and threats. These sources affect differently at each stage of life of a person. These stages are classified into five. They are • Oral stage, • Anal stage, • Phallic stage, • Latency stage • Genital stage. PERSONALITY DETERMINANTS These can be classified into four major factors. They are 1. Biological factors, • Physical features, • Brain and • Heredity. 2. Cultural factors, 3. Family and social factors 4. Situational factors “BIG FIVE” PERSONALITY TRAITS The Big Five traits are OCEAN: • Openness, • Conscientiousness, • Extroversion, • Agreeableness, • Neuroticism Neuroticism is also sometimes called Emotional Stability. The MBTI [MYERS-BRIGGS TYPE INDICATOR ."The underlying assumption of the MBTI is that we all have specific preferences in the way we interpret our experiences, and these preferences underlie our interests, needs, values, and motivation." This framework is based on the classic work of Carl Jung. He differentiates people in terms of four general dimensions. Attitudes: extraversion/introversion Jung first used them. Extraversion means "outward-turning" and introversion means "inward turning". Functions: sensing/intuition and thinking/feeling Jung identified two pairs of psychological functions: •Two perceiving functions: sensation (usually called "sensing" in MBTI writings) and intuition •Two judging functions: thinking and feeling. Lifestyle preferences: judging/perception Myers and Briggs added another dimension to Jung's typological model by identifying that people also have a preference for using either the judging function (thinking or feeling) or their perceiving function (sensing or intuition) when relating to the outside world (extraversion). PERSONALITY THEORIES These theories can be classified into • Trait theory, • Freud theory, • Adler and Jung theories, • Social learning theories • Holistic theories 1.Traits Theory Personality as revolving around attempts to identify and label permanent characteristics that describe an individual's behaviour. Popular characteristics or traits include shyness, aggressiveness, submissiveness, laziness, ambition, loyalty, and timidity. Allport bases his theory on the distinction between common traits and personal dispositions. He identifies six categories of values such as religious, social, economic, political , aesthetic and theoretical for comparison purposes. These are the common traits. Cattel developed a similar set of traits through the construction of tests and the determination of factors or trait families which may emerge from this psychological measure. Cattel identifies two set of traits such as surface traits and source traits. He determined five surface traits which are correlated e.g., affectionate-cold, honest- dishonest. Cattel identifies twelve source traits, it includes affecto thymia ( good nature and trustfulness) vs. Sizo thymia (critical and suspicious) ego strength ( maturity and realism) vs. Emotionality and neuroticism ( immaturity and evasiveness) dominance vs. Submissiveness ; surgency ( cheerfulness and energy ) vs, desurgency ( depressed and subdued feelings). 2. Freud Theory Sigmund Freud's psychoanalytic theory of personality argues that human behavior is the result of the interactions among three component parts of the mind: the id, ego, and superego. This theory, known as Freud's structural theory of personality. 3. Adler and Jung theory According to Adler the thrust of superiority is the drive which motivates the individual. He developed the concepts like compensation and inferiority complex based on the drive for power. Jung stressed on unconscious aspect of psycho analysis. According to him personality is based o pre-disposing pattern borrowed by persons from his ancestors. 4.Social Learning theory According to this theory situation is an important determinant of human behaviour. An individual’s action in a given situation, individual’s appraisal of the situation, and post reinforcement to behaviour is somewhat similar. 5.Holistic theories Kolasa has grouped several theorists under one group namely holistic theories, they include holistic, organismic and field theorists. They stress on the totality and interrelatedness of all kinds of human behaviour. MAJOR PERSONALITY ATTRIBUTES There are several attributes that influence behaviour in organisations. Among the most important are locus of control, self efficacy, authoritarianism, Machiavellianism, sel-festeem, and risk propensity. 1.Locus of control It is the degree to which an individual believes that they are masters of their own fate. A person’s perception of the source of his/her fate is termed locus of control. There are two types of people in this category : a.Internals: People who believe that they are masters of their own fate. b.Externals: People who believe they are pawns of fate. 2.Machiavellianism An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes that ends can justify means. High Machs manipulate more, win more, are persuaded less, and persuade others more. 3.Self-esteem and self concept Self-esteem is the degree to which people like or dislike themselves. (SE) is directly related to expectations for success. It denotes the extent to which individuals consistently regard themselves as capable, successful, important and worthy individuals. 4.Self-monitoring It refers to an individual’s ability to adjust his or her behaviour to external, situational factors. Individuals high in self-monitoring show considerable adaptability. They are highly sensitive to external cues, can behave differently in different situations, and are capable of presenting striking contradictions between their public persona and their private self. 5.Type A Personality and Type B Personality A Type A personality is “aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and, if required to do so, against the opposing efforts of other things or other persons.’’ Type Bs never suffer from a sense of time urgency with its accompanying impatience and feel no need to display or discuss either their achievements or accomplishments unless such exposure is demanded by the situation. 8.Introversion and extroversion Introversion is the tendency of individuals which directs them to be inward and process feelings, thoughts and ideas within themselves. Extroversion, on the contrary, refers to the tendency in individuals to look outside themselves, searching for external stimuli with which they can interact. ATTITUDES Attitude is defined as “a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object.” Three basic components of attitude. These are: (i) Emotional or Affective. (ii) Informational or Cognitive. (iii) Behavioural or Intentional. Attitudes change when :- 1. A person receives new information from others or media – cognitive change 2. Through direct experience with the attitude object – Affective change. 3. Force a person to behave in a way different than normal- Behavioural change. 1.Learning theory Classical conditioning, operant conditioning, and observational learning can be used to bring about attitude change. Classical conditioning can be used to create positive emotional reactions to an object, person, or event by associating positive feelings with the target object. Operant conditioning can be used to strengthen desirable attitudes and weaken undesirable ones. People can also change their attitudes after observing the behaviour of others. 2.Balance theory It involves an individual’s evaluation of an attitude object and the evaluation of another individual. If an individual has a positive attitude towards a second person, and a positive attitude towards a certain object, the system will be in balance if the second person has a positive attitude towards the object as well. 3.Cognitive dissonance theory Leon Festinger, the late 1950s proposed the theory of cognitive Dissonance. Dissonance is an aversive motivational state which results from explicit behaviour being inconsistent with our attitudes. This creates psychological tension which needs to be relieved. 4.Self perception theory This theory states that individuals know their attitudes from inferring from their own behaviour. Attitudes are casual verbal statements in this regard rather than strong predispositions. If we do not have any well defined specific attitude, we will infer them from our behaviour. 5.Expectancy value theory This theory state that an attitude towards an object will be chosen after all positive and negative outcomes resulting form that attitude is weighed 6.Cognitive response theory This theory states that one reacts to a position with either positive or negative thoughts. These thoughts determine whether the position will be supported or not. This theory state that an attitude towards an object will be chosen after all positive and negative outcomes resulting form that attitude is weighed. The value of a particular outcome will be weighed, as well as the expectancy that the outcome will occur. 6.Cognitive response theory This theory states that one reacts to a position with either positive or negative thoughts. These thoughts determine whether the position will be supported or not. Again, the individual is seen as an active processor in the formation of attitudes rather than a passive recipient. OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. GROUP DYNAMICS AND INTER GROUP RELATIONSHIPS According to Edgar H.Schien, “a group may be defined as a social phenomenon in which two or more persons decide to interact with one another, share common ideology and perceive themselves as a group.” FORMAL GROUP i) Command Group: A command group consists of a manager and the employees who report to him or her. Thus, it is defined in terms of the organization's hierarchy. Membership in the group arises from each employee's position on the organizational chart. ii) Task Group: A task group is made up of employees who work together to complete a particular task or project. A task group's boundaries are not limited to its immediate hierarchical superior. It can cross command relationships. An employee's membership in the group arises from the responsibilities delegated to the employee -that is, the employee's responsibility to carry out particular activities. Task group may be temporary with an established life span, or they may be open ended. iii) Committee: A group of people officially delegated to perform a function, such as investigating, considering, reporting, or acting on a matter. Committee, one or more persons appointed or elected to consider report on, or take action on a particular matter. It investigates analyses and debates the problem and makes recommendation. 2. Informal Groups: An organization's informal groups are the groups that evolve to meet social or affiliation needs by bringing people together based on shared interests or friendship. i) Friendship Groups. ii) Interest Groups. iii) Reference Groups. iv) Membership Groups. v) Cliques GROUP DYNAMICS The term “group dynamics” refers to the interactions between people who are talking together in a group setting. Group dynamics can be studied in business settings, in volunteer settings, in classroom settings, and in social settings. Any time there are three or more individuals interacting or talking together, there are group dynamics. GROUP NORMS. Norms are acceptable standards of behaviour within a group that are shared by the members of the group. Norms define the boundaries of acceptable and unacceptable behaviour. LEADERSHIP STYLES Lewin's Leadership Styles Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards. 1. Autocratic leader 2. Democratic leaders 3. Laissez-faire or free rein Paternalistic leaderships- under this style leader assumes that his function is paternl or fatherly. Their relationship is same as father and family. The leader guides and protects his subordinates as members of his family. As the head of the family, the leader provides good working conditions and fringe benefits to his subordinates. According to Hollander, “Leadership is a process of influence between a leader and those who are followers”. According to Hamphill and Coons, “Leadership is the behavior of an individual when he is directing the activities of a group toward a share goal”. Theories of a Leadership 1. Traditional theory • Trait theory • Group and exchange theory 2. Behavioural theory • Continuous theory • Likert’s four systems • Managerial grid • Leader- participation model 3. Contingency/ situation theories • Fielder’s contingency theory • Path- goal theory • Hersey and Blanchard’s life- cycle/ Situational approach 4. Modern theories • Charismatic leadership • Transformational leadership theory Trait theory Trait theories assume that leaders are born not made. The research studies focus on personal traits or characteristics that distinguish the leaders from the followers and a successful leader from an unsuccessful leader. Trait theorists refer the people like Mahatma Gandhi, Indira Gandhi, Nelson Mandela, N.T.Rama Rao and describe them in terms of charismatic, enthusiastic and courageous. Stodgill classified these thaits into five categories  Intelligence and scholarship.  Physical traits like age, height, weight, strength ect.  Personality characterized by self-confidence, honesty, integrity, creativity and imitation.  Social status and experience.  Task-orientation. Managerial Grid Theory Industrial psychologists Blake and Mounton developed the managerial grid basing on the Ohio State study. The managerial grid identifies a range of management behavior based on the different ways how production -oriented and employee-oriented styles interact with each other. Transactional leadership involves an exchange relationship between leaders and followers. Transformational leadership is based on leaders shifting the values, beliefs and needs of the followers. The three basic phases of motivation 1. Effort 2. Persistence 3. Direction Content theories • Scientific management • Human relations • Carrot and stick approach theory • Theory X and theory Y • Theory Z • Maslow’s need hierarchy • Herzberg’s two- factor • Alderfer’s ERG • Mc Clelland’s theory of needs Process theories * Vroom’s expectancy * Porter and Lawler * Adam’s equity * Cognitive evaluation * Goal setting Reinforcement theories of motivation 1. Line Organization: - Line organization also called military or scalar organization. It is said to be the oldest and most traditional type of organization, which is widely used even today. 2. Line and Staff Organization: - The word “staff” means a stick for support. The staff members are specially appointed to give advice, and suggest, or assist the line managers in their day to day matters. The line manager can take the support of their staff mangers to get a full view of the issue under consideration 3. Functional Organization: - Taylor observed that one single foreman was overburdened with all the operations such as task setting, time recording, quality inspection, disciplinary jobs and so on. 4. Committee Organization: - A committee is formed when two or more persons are appointed to work as a team to arrive at a decision on the matters referred to it. It is intended to utilize the knowledge, skills, and experiences of all the concerned parties. Particularly, in large organizations, problems are too big to be handled by one expert. 5. Matrix Organization: - This is also called project organization. It is a combination of all relationships in the organization- vertical, horizontal and diagonal. It is mostly used in complex projects. It provides a high degree of operational freedom, flexibility and adaptability for both the line and the staff managers in performing their respective roles Principles of learning Individual learning in organizations has to be shaped and managed based on behavioural requirements in an organization as. Individual learning is managed with the help of reinforcement and punishment. 1. Law of effect 2. Reinforcement 3. Positive and negative reinforces 4. Punishment Management by exception (MBE) is a practice where only significant deviations from a budget or plan are brought to the attention of management. The idea behind it is that management's attention will be focused only on those areas in need of action. When they are notified of variance, managers can hone in on that specific issue and let staff handle everything else. If nothing is brought up, then management can assume everything is going according to plan. The term management by objectives (MBO) was first used by Peter F. Drucker in his 1954 book entitled The Practice of Management. As Peter Drucker noted, “Do first things first, and second things not at all.” Overall, the MBO process consists of five steps: 1. Set company objectives 2. Cascade objectives to employees 3. Monitor 4. Evaluate performance 5. Reward performance 6 Stages of MBO (Management by Objectives) Process • Define organizational goals. • Define employees objectives. • Continuous monitoring performance and progress. • Performance evaluation. • Providing feedback. • Performance appraisal. Bittel, Lester R. (1964). Management by Exception; Components of Management By Exception The six fundamental components of Management By Exception are: 1. Measurement: Assignment of values to the past and present performances, so as to easily recognize an exception. 2. Projection: Forecasts that measurement which is relevant to the organizational objectives and extends the same, to future expectations. 3. Selection: Determines the parameters used by the management to pursue organizational objectives. 4. Observation: Measurement of existing performance so that the managers are having the knowledge of the existing state of affairs of the organization. 5. Comparison: Compare the actual and planned performance and indicating the exception which needs managerial action and reports the variances. 6. Decision Making: Prescription of the course of action which needs to be taken so as to ensure that the performance is back in control or to adjust expectations, which represents the changing conditions. Process of Management By Exception The steps involved in the process of Management by Exception (MBE), are listed as under: • Identifying and describing Key Result Areas (KRA). • Establishing standards and determining an acceptable level of deviations. • Making Comparison of actual result with that of the expected or the standard result. • Ascertaining variance. • Analysing the causes of such variance (deviation). • Strategizing and taking necessary actions wherever required and possible. Keith Davis and Newstrom recognizes four different models of organizational behavior (OB). Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm. Edgar Schein developed a model for understanding organizational culture. He identified three levels of organizational culture: (a) artifacts and behaviors, (b) espoused values, and (c) shared basic assumptions. Meso organisation behaviour is related with Group behaviour Which of the following frameworks is based on the expectancy, demand and incentive concepts? The cognitive framework The 3 Theoretical Framework of OB are Cognitive, Behaviouristic, Social Bandura identified five basic human capabilities as a part of Social Cognitive Theory or framework of organizational behaviour. __________ explains how and why people react when they feel unfairly treated a) Equity Theory, _________ focuses on how to set goals for people to reach c) Goal attain theory. _______ insist that it is advisable and fruitful to the study the behaviour of the human being which is visible than studying the mind which is elusive in nature. a) Ivan Pavlov and Jon B. Watson ________ developed social learning theory into the more comprehensive social cognitive theory (SCT). a) Bandura _______have translated this SCT into the theoretical framework for organizational behavior. a) Stajkovic and Luthans People process visual experiences into cognitive models. They help in future action is a) Symbolizing Employees plan their actions is called as b) Forethought ___________ a young Welsh factory owner was one of the first to emphasise the human needs of employees: He refused to employ young children b) Robert Owen