Relationship between OB and the individual

The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behaviour forecasting. The value system, emotional intelligence, organizational culture, job design and the work environment are important causal agents in determining human behaviour. Cause and effect relationship plays an important role in how an individual is likely to behave in a particular situation and its impact on productivity. An appropriate organizational culture can modify individual behaviour. Recent trends exist in laying greater stress on organizational development and imbibing a favourable organizational culture in each individual. It also involves fostering a team spirit and motivation so that the organizational objectives are achieved. There is a need for commitment on the part of the management that should be continuous and incremental in nature. The field of the organizational behaviour does not depend upon deductions based on gut feelings but attempts to gather information regarding an issue in a scientific manner under controlled conditions. It uses information and interprets the findings so that the behaviour of an individual and group can be canalized as desired. Large number of psychologists, social scientists and academicians have carried out research on various issues related to organization behaviour. Organizations are composed of number of individuals working independently or collectively in teams, and number of such teams makes a department and number of such departments make an organization. It is a formal structure and all departments have to function in a coordinated manner to achieve the organizational objective. It is therefore important for all employees to possess a positive attitude towards work. They need to function in congenial atmosphere and accomplish assigned goals. It is also important for managers to develop an appropriate work culture. Use of authority, delegation of certain powers to subordinates, division of labour, efficient communication, benchmarking, re-engineering, job re-design and empowerment are some of the important factors so that an organization can function as well-oiled machine. This is not only applicable to manufacturing organizations but also to service and social organizations. For organisations to grow continuously, there is need for keeping its individuals growing through following measures: Continuous Learning: There are many ways through which an individual learns. Learning is any permanent change in behaviour, or behaviour potential, resulting from experience. In order to be effective organisations need to promote that behaviour, which are functional and need to discourage that behaviour, which are detrimental to effective organisation. Creating Right Perception: Perception is the process through which we select, organise, and interpret input from our sensory receptors. Your five senses (eyes through sight, ears through audition, nose through smell, mouth or tongue through taste, and skin through touch) are continuously gathering information from your surroundings. Now, it is your perception, which gives meaning to various combinations of information those you gather. The field of OB helps us to create right perception, which is pre-requisite for working effectively with people. Building Positive Attitudes and Values: Attitudes are lasting evaluations of people, groups, objects, or issues- in fact, of virtually any aspect of the social or physical world. Positive attitudes are important ingredient of effective relationship. Values are the basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or adverse mode of conduct or end-state of existence. Values are at the base of attitudes and behaviour, hence it is important to learn values in OB. Having Personality and Emotions Compatible at Work Place: Personality is an individuals unique and relatively stable patterns of behaviour, thoughts, and feelings. There is need in

organisations to create a right combination of person and job, so that full potential of an individual can be utilized. According to the requirements of the work, personality can be also developed. Emotions are reactions consisting of subjective cognitive states, physiological reactions, and expressive behaviours. Cognition is the mental activities associated with thought, knowledge, and memory. An understanding about emotions help for self-development of individuals. Maintaining Stress-free Individuals and Environment: Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. With growing competition and survival, and excellence becoming tougher, stress is the managerial discomfort of modern era. Unit 10 shall help you to know the causes and remedies of stress. Keeping Individuals and Teams Motivated and providing Job Satisfaction: Motivation can be described as perhaps the most important intangible resource of the organisation. Motivation is an inferred internal process that activates, guides, and maintains behaviour over time. Job satisfaction is a general attitude towards ones job. It also depends on the difference between the amount of rewards workers receive and the amount they believe they should receive.

Building Emotional Intelligence

EI might sound as if it's something you're born with. However, research shows that you can develop your team's emotional intelligence, even in just a few hours.

Start with Yourself

One of the best ways to help your people develop EI is to lead by example. So, start by making sure that you're leading with emotional intelligence. This means staying aware of your own thoughts and feelings, and managing them, so that you affect other people positively.

Communicate the Benefits

Your team members might be more open to developing their EI if you communicate the benefits that they can expect. For example, sales professionals who have higher Emotional Intelligence often achieve better sales than colleagues with lower EI; professionals with higher EI typically have a higher income and experience greater job stability throughout their life; and, high EI makes work and professional relationships more rewarding. Let your team members know how developing their EI will benefit them, both personally and professionally.

Develop Self-Awareness
Self-awareness is the most important aspect of EI. People who are self-aware understand their own thoughts and emotions, as well as understanding how their actions affect others around them. Encourage your team members to keep a daily journal even writing for just five minutes a day can help people develop self-awareness.

You can also help team members build self-awareness by asking for their opinions on decisions this is especially important for quieter people, who might not speak up that often. When you ask about a team member's thoughts and feelings, it makes them stop and examine how they really feel about an issue, and this can lead to increased self-awareness over time. It's also important to set aside time to talk about difficult situations or issues, and to address the resulting emotions. This can take place one-on-one, or informally over lunch. The more you encourage your team members to open up and talk about what they're thinking and feeling, the more likely they are to develop self-awareness.

Strengthen Communication
People with high EI typically have excellent communication skills. Develop better communication in your team by teaching people to understand body language. Good communication also means knowing how to deal with negative emotions. Give your team avenues for "venting" negative emotions or frustrations about setbacks in a constructive way. For example, if people are upset, set aside five minutes of each meeting for complaints and frustrations, and let your team know that their criticisms won't be frowned upon. You can keep this lighthearted by using a stopwatch; when five minutes are up, then your team members should move on and focus on an action item, or something that they can control. Try to create fun ways to acknowledge and deal with stress or tension. Another important and often overlooked communication tool is listening. Teach everyone on your team to use active listening skills, and to respect other people when they're speaking. When people are obviously not listening, call them out on their behavior. Last, if you think that your group doesn't discuss and analyze decisions fully, make sure that you question decisions and avoid Groupthink. Play devil's advocate and force a discussion about the issue at hand. Ask why everyone is agreeing, and, again, encourage quieter team members to speak up.

Build Optimism
The ability to think positively is an important part of EI. You can help your people think positively by stopping self-sabotaging behavior or statements. For instance, if you hear someone say "I'm not very good at writing reports," or "I'll never be able to make a presentation in front of the group!" remind them of their strengths and thank them for the good work that they're doing. Keep in mind that positive thinking doesn't mean ignoring bad news and avoiding issues. It means acknowledging bad news and rationally deciding how to handle it, as well as searching for the good in each situation and learning from every mistake.

Encourage Healthy Conflict

People with high EI know how to engage in conflict in a healthy way, where everyone's perspective is respected when they communicate their views. This type of conflict can strengthen people individually and within a group, and can lead to personal growth.

Teach your people good conflict resolution skills. Make it clear that conflicts should never get personal, and that whoever "has the floor" gets the full attention of everyone else in the room. Set ground rules, so that everyone knows what is and isn't fair behavior.

Set Specific Learning Goals

Your team members will have different strengths and weaknesses when it comes to their own EI. For example, some people might be poor communicators, others might have little self-awareness, and some might be lacking in empathy. First, help each person discover their strengths and weaknesses. You can do this by performing a personal SWOT Analysis. It may be necessary to provide extra support and guidance for team members with low EI, as they may not be good at self-reflection. Next, set clear, specific goals to help each person work on their weaknesses. For example, one person might be a poor listener, so, his goal could be to use active listening techniques four times per week for the next four weeks. Personalized goals like this will keep each person motivated. Last, make sure that you provide constructive feedback on each person's progress, but remember to do this sensitively for team members who may have low EI. A word of encouragement or a helpful observation will go a long way in keeping your team members motivated and moving forward. Applications of Psychological testing
Detection of specific Behavior: Psychological test is used to measure and to detect the abilities of a person. Individual Differences: A psychological test is used to measure the individual differences, that are different between abilities of different persons and the performance of the same person at different time. Legal Classification: A psychological test helps in classifying a number of people into different categories For example normal and abnormal, criminal and innocent, intellectual and mental retarded, able and disable etc. Promoting Self Understanding: A psychological test provide standardized information about the abilities, capabilities, aptitudes, potential competencies interest, trait and states of a person which helps in understanding one's personality and planning future prospective. Program Evaluation: An effectiveness of a particular program is assessed by the applications of some kind of test. This function is usually performed by an achievement test.

Applications of MBTI testing

Managing staff What are a person's natural strengths? For what role is an individual best suited? Guiding careers What types of jobs and positions will a person find most fulfilling? Improving interpersonal relationships How can we best relate to and communicate with other personality types to maximize understanding? Developing education and training Which teaching methods will ensure that all personality types benefit from the information presented? Coaching and advising people How can we help people understand themselves better, identify their strengths, and address their weaknesses?

http://books.google.co.in/books? id=OfGCToE5jgYC&pg=PA196&dq=contemporary+theories+of+motivation&hl=en&sa=X&ei=2da2UdO7G4 79rAeOrYDwAw&ved=0CE0Q6AEwBjgK#v=onepage&q=contemporary%20theories%20of %20motivation&f=false

http://www.managementstudyguide.com/modern-theories-motivation.htm http://www.citeman.com/275-contemporary-theories-of-motivation.html

Steve Jobs
About
Steve Jobs was born in San Francisco, California, on February 24, 1955, to two University of Wisconsin graduate students who gave him up for adoption. Smart but directionless, Jobs experimented with different pursuits before starting Apple Computers with Steve Wozniak in 1976. Apple's revolutionary products, which include the iPod, iPhone and iPad, are now seen as dictating the evolution of modern technology. He died in 2011, following a long battle with pancreatic cancer. Birth of Apple Inc. In 1976, when Jobs was just 21, he and Wozniak started Apple Computers. The duo started in the Jobs family garage, and funded their entrepreneurial venture after Jobs sold his Volkswagen bus and Wozniak sold his beloved scientific calculator. Jobs and Wozniak are credited with revolutionizing the computer industry by democratizing the technology and making the machines smaller, cheaper, intuitive and accessible to everyday consumers. In 1980, Apple Computer became a publicly traded company, with a market value of $1.2 billion on its very first day of trading. Jobs looked to marketing expert John Scully of Pepsi-Cola to help fill the role of Apple's president. In 1984, Apple released the Macintosh, marketing the computer as a piece of a counter culture lifestyle: romantic, youthful, creative. But despite positive sales and performance superior to IBM's PCs, the Macintosh was still not IBM compatible. The following year Jobs purchased an animation company from

George Lucas, which later became Pixar Animation Studios. Believing in Pixar's potential, Jobs initially invested $50 million of his own money into the company. Pixar Studios went on to produce wildly popular animation films such as Toy Story, Finding Nemo and The Incredibles. Pixar's films have netted $4 billion. The studio merged with Walt Disney in 2006, making Steve Jobs Disney's largest shareholder. Despite Pixar's success, NeXT, Inc. floundered in its attempts to sell its specialized operating system to mainstream America. Apple eventually bought the company in 1997 for $429 million. That same year, Jobs returned to his post as Apple's CEO. Achievements Apple's quarterly reports improved significantly in 2007: Stocks were worth $199.99 a sharea recordbreaking number at that timeand the company boasted a staggering $1.58 billion dollar profit, an $18 billion dollar surplus in the bank and zero debt. In 2008, iTunes became the second biggest music retailer in America-second only to Wal-Mart. Half of Apple's current revenue comes from iTunes and iPod sales, with 200 million iPods sold and six billion songs downloaded. Apple has been ranked No. 1 on Fortune magazine's list of "America's Most Admired Companies," as well as No. 1 among Fortune 500 companies for returns to shareholders.

Bill Gates
Bill Gates, born on October 28, 1955, in Seattle, Washington, began to show an interest in computer programming at the age of 13. Through technological innovation, keen business strategy, and aggressive competitive tactics, he and his partner Paul Allen built the world's largest software business, Microsoft. In the process, Bill Gates became one of the richest men in the world. In 1975, Gates and Allen formed a partnership they called Micro-Soft, a blend of "micro-computer" and "software." In November 1980, IBM was looking for software that would operate their upcoming personal computer (PC) and approached Microsoft. Between 1978 and 1981, Microsoft's growth exploded, and staff increased from 25 to 128. Revenue also shot up from $4 million to $16 million. In mid-1981 Gates and Allen incorporated Microsoft, and Gates was appointed president and chairman of the board. Allen was named executive vice-president. By 1983, Microsoft was going global with offices in Great Britain and Japan, and with 30 percent of the world's computers running on its software. In 1981 Apple invited Microsoft to help develop software for Macintosh computers. Some developers were involved in both Microsoft development, and the development of Microsoft applications for Macintosh. In November 1985, Bill Gates and Microsoft launched Windows; nearly two years after his announcement. Visually the Windows system looked very similar to the Macintosh system Apple Computer Corporation had introduced nearly two years earlier. In 1986, Bill Gates took Microsoft public with an initial public offering (IPO) of $21 per share. Gates held 45 percent of the company's 24.7 million shares and became an instant

millionaire at age 31. Gates' stake at that time was $234 million of Microsoft's $520 million. Over time, the company's stock increased in value and split numerous times. In 1989, Microsoft introduced Microsoft Office which bundled office productivity applications such as Microsoft Word and Excel into one system that was compatible with all Microsoft products. Achievements In 1987, Bill Gates became a billionaire when the stock raised to $90.75 a share. Since then, Gates has been on the top or near the top of Forbes' 400 list of the world's wealthiest people. In 1999, with stock prices at an all time high and the stock splitting eight-fold since its IPO, Gates' wealth briefly topped $101 billion. Gates also holds several honorary doctorates from universities throughout the world and an honorary Knight Commander of the Order of the British Empire by Queen Elizabeth II. In 2006, Gates and his wife were awarded the Order of the Aztec Eagle by the Mexican government for their philanthropic work throughout the world in the areas of health and education.

Mark Zuckerberg
Born on May 14, 1984, in White Plains, New York, Mark Zuckerberg co-founded the social-networking website Facebook out of his college dorm room. He left Harvard after his sophomore year to concentrate on the site, the user base of which has grown to more than 250 million people, making Zuckerberg a billionaire. The birth of Facebook was recently portrayed in the film The Social Network. Zuckerberg developed an interest in computers at an early age; when he was about 12, he used Atari BASIC to create a messaging program he named "Zucknet."

Zuckerberg and his friends created a site that allowed users to create their own profiles, upload photos, and communicate with other users. The group ran the sitefirst called The Facebookout of a dorm room at Harvard until June 2004. After his sophomore year, Zuckerberg dropped out of college to devote himself to Facebook full time, moving the company to Palo Alto, California. By the end of 2004, Facebook had 1 million users.
In 2005, Zuckerberg's enterprise received a huge boost from the venture capital firm Accel Partners. Accel invested $12.7 million into the network, which at the time was open only to ivy league students. Zuckerberg's company then granted access to other colleges, high school and international schools, pushing the site's membership to more than 5.5 million users by December 2005. Not wanting to sell out, Zuckerberg turned down offers from companies such as Yahoo! and MTV Networks. Instead, he focused on expanding the site, opening up his project to outside developers and adding more features. Achievements

Time magazine named him Person of the Year in 2010, and Vanity Fair placed him at the top of their New Establishment list. Forbes also ranked Zuckerberg at No. 35beating out Apple CEO Steve Jobson its "400" list, estimating his net worth to be $6.9 billion. Facebook had its initial public offering, which raised $16 billion, making it the biggest internet IPO in history. In May 2013, Facebook made the Fortune 500 list for the first timemaking Zuckerberg, at the age of 28, the youngest CEO on the list.

Sergey Brin
Sergey Brin was born on August 21, 1973 in Moscow, Russia. His family emigrated to the United States to escape Jewish persecution in 1979. He met Larry Page at Stanford University and the two created a search engine that would sort web pages based on popularity. As a research project at Stanford University, Brin and Page created a search engine that listed results according to the popularity of the pages, after concluding that the most popular result would often be the most useful. They called the search engine Google after the mathematical term "Googol," which is a 1 followed by 100 zeros, to reflect their mission to organize the immense amount of information available on the Web. After raising $1 million from family, friends and other investors, the pair launched the company in 1998. Google has since become the world's most popular search engine, receiving more than 200 million queries each day. Headquartered in the heart of California's Silicon Valley, Google held its initial public offering in August 2004, making Brin and Page billionaires. Brin continues to share the company's day-to-day responsibilities with Larry Page and CEO Eric Schmidt. In 2006, Google purchased the most popular Web site for user-submitted streaming videos, YouTube, for $1.65 billion in stock. Achievements In 2002, Brin, along with Larry Page, was named to the MIT Technology Review TR100, as one of the top 100 innovators in the world under the age of 35. In 2003, both Brin and Page received an honorary MBA from IE Business School "for embodying the entrepreneurial spirit and lending momentum to the creation of new businesses...". In 2004, they received the Marconi Foundation Prize, the "Highest Award in Engineering", and were elected Fellows of the Marconi Foundation at Columbia University. "In announcing their selection, John Jay Iselin, the Foundation's president, congratulated the two men for their invention that has fundamentally changed the way information is retrieved today." In 2004, Brin received the Academy of Achievement's Golden Plate Award with Larry Page at a ceremony in Chicago, Illinois.

In November 2009, Forbes magazine decided Brin and Larry Page were the fifth most powerful people in the world. Earlier that same year, in February, Brin was inducted into the National Academy of Engineering, which is "among the highest professional distinctions accorded to an engineer ... [and] honours those who have made outstanding contributions to engineering research, practice...". He was selected specifically, "for leadership in development of rapid indexing and retrieval of relevant information from the World Wide Web". [ Strong vs weak culture: Organisational culture can be labelled as strong or weak based on sharedness of the core values among organisational members and the degree of commitment the members have to these core values. The higher the sharedness and commitment, the stronger the culture increases the possibility of behaviour consistency amongst its members, while a weak culture opens avenues for each one of the members showing concerns unique to themselves. Soft vs hard culture: Soft work culture can emerge in an organisation where the organisation pursues multiple and conflicting goals. In a soft culture the employees choose to pursue a few objectives which serve personal or sectional interests. A typical example of soft culture can be found in a number of public sector organisations in India where the management feels constrained to take action against employees to maintain high productivity. The culture is welfare oriented; people are held accountable for their mistakes but are not rewarded for good performance. Consequently, the employees consider work to be less important than personal and social obligations. Sinha (1990) has presented a case study of a public sector fertilizer company which was established in an industrially backward rural area to promote employment generation and industrial activity. Under pressure from local communities and the government, the company succumbed to overstaffing, converting mechanised operations into manual operations, payment of overtime, and poor discipline. This resulted in huge financial losses (up to 60 percent of the capital) to the company. Formal vs informal culture: The work culture of an organisation, to a large extent, is influenced by the formal components of organisational culture. Roles, responsibilities, accountability, rules and regulations are components of formal culture. They set the expectations that the organisation has from every member and indicates the consequences if these expectations are not fulfilled. Informal culture on the other hand has tangible and intangible, specific and non specific manifestations of shared values, beliefs, and assumptions. This part of organisational culture comprising of artifacts, symbols, ceremonies, rites, and stories is highlighted in almost all the definitions of organisational culture.