Term Paper on Organization Bahavior

8/11/2019 Term Paper on Organization Bahavior

1/45

Term Paperon

Leadership, Perception,

Attitudes, Job Satisfaction,

Conflict Frustration

8/22/2013


2/45

Term Paper

On

Leadership, Perception, Atti tudes, Job

Satisfaction, Conf l ict & F rustration

Submitted To:

Muhammad Mizanour Rahman

Assistant Professor,Department of Accounting & Information Systems

Comilla University, Comilla

Submitted By:

Group-03

NO. NAME OF STUDENTS CLASS ID SIGNATURE

1 Priya Saha (Group Leader) 0906004

2 Takia Begum 0906014

3 Balai Chandra Das 0906022

4 Abu Azad 0906030

5 Shakuit Hossain 0906038

6 Mehedi Hassan 0906045

7 Nazia Rahman 0906053

Students of 3rd Year 2nd Semester, 4th Batch

Dept. of Accounting & Information SystemsComilla University, Comllia


3/45

Letter of Transmittal

Date: 22th August, 2013Muhammad Mizanour Rahman

Assistant Professor,

Department of Accounting & Information Systems,

Comilla University,

Comilla.Subject: Request to accept the Report

Dear Sir,

It is a great pleasure for us to submit our report on Leadership, Perception,Attitudes, Job Satisfaction, Conflict and Frustration. We have prepared this

paper as a partial fulfillment of the course Organization Behavior. We havelearnt a lot while preparing this paper. We hope that this will help us in our

future practical life.

In preparing this report, we have tried our level best and worked with most

sincerity to gather information and make it as well structured as possible. Wewill be obliged, if you kindly accept this report. We are ready to make you clear

regarding any confusion or further clarification from this report.

Sincerely yours,

-----------------------------Priya Saha

Group Leader,

On behalf of all members,

Department of Accounting & Information Systems.

Comilla University.


4/45

Acknowledgement

One of the most pleasant parts of submitting a Term Paper is

the opportunity to thank them who have contributed for it.This acknowledgement is no exception.

We most sincerely express our thanks and gratitude to our

honorable course teacher Mohammad Mizanour Rahman for

giving us this opportunity to prepare this Report onLeadership, Perception, Attitudes, Job Satisfaction,Conflict and Frustration. Without the assist of dedicated

and cognizant teacher, a student cant be able to nourishhis/her caliber forlorn. A conversant teacher nurtures his

learners judiciously through rendering them his ultimate

excellence. So, we are truly grateful to our honorable course

teacher.

And finally, we would like to say that we have tried heart andsoul to prepare this report accurately. However there might be

some errors and mistake, so we seek your kind considerationas we are in the process of learning.


5/45

Executive Summary

This report has prepared as a requirement of OrganizationalBehavior course. The report interests have focused on

Leadership, Perception, Attitudes, Job Satisfaction,

Conflict and Frustration in organization, behavioral

decision making and the development of effectiveinterpersonal skill.

Here we have only used secondary sources of data. As

secondary sources of data we have collected many books,

journals and magazines & used to gather information in this

report. The report has analyzed the core concept leadership,attitudes, job satisfaction, conflict & frustration.

The aim of the study is to provide a clear notion about theconcepts and models of leadership, attitudes, job satisfaction,

conflict & frustration. The ideas and skills learned from this

report help us to cope with every aspect of our lives and tobuild better organization for a better society.


6/45

Content

1. Orientation Of The Study

1.1 Introduction1.2 Objective of the study1.3 Methodology1.4 Scope of the study1.5 Limitations of the study

2. Leadership

2.1 Meaning of Leadership2.2 The Nature Of Leadership

2.3 Management And Leadership2.4 Traits Of Effective Leaders2.5 Leadership Behavior2.6 Behavioral Approach Of Leadership Style2.7 Leader Use Of Consideration And Structure2.8 Contingencies Approaches To Leadership Style2.9 A Good manager is not necessarily a good leader- Explain2.10 Leaders are made, not born- Explain2.11 Leadership is the Catalyst that transforms potential into

reality- Explain2.12 All managers are leaders but not all leaders are managers

3. Perception

3.1 Meaning Of Perception3.2 Nature Or Characteristics Of Perception3.3 Factors That Influence Perception3.4 Perception Process3.5 Steps of Perception Analysis3.6 Attribution Theory

4. Attitudes

4.1 Meaning Of Attitude4.2 Main Components Of Attitude4.3 Does Behavior Always Follow From Attitudes?4.4 What are the major job attitudes?4.5 Are These Job Attitudes Really All That Distinct?

5. Job Satisfactions

5.1 Meaning Job Satisfaction

5.2 Measuring Job Satisfaction5.3 How Satins Feed Are People In Their Jobs


7/45

5.4 What Causes Job Satisfaction5.5 The Impact Of Satisfied And Dissection Feed Employees On

The Work Place5.6 Job Satisfaction And Job Performance

5.7 Job Satisfaction and Organizational Citizenship Behavior(OCB)

5.8 Job Satisfaction And Customer Satisfaction5.9 Job Satisfaction And Absenteeism5.10 Job Satisfaction And Turnover5.11 Job Satisfaction And Workplace Deviance5.12 Managers Often Dont Get It

6. Conflicts

6.1 Meaning Of Conflict

6.2 The Traditional View of Conflict6.3 The Human Relations View of Conflict6.4 The Interactionism View Of Conflict6.5 The Conflict Process

7. Frustration

7.1 Meaning Of Frustration7.2 Causes Of Frustration7.3 Nature Of Frustration

7.4 Means Of Removing Frustration

7.5 Difference Between The Motivated Behavior AndFrustrated Behavior

8. Conclusion

9.Bibiliography


8/45

1. Orientation Of The Study

1.1

Introduction

As a part of our course requirement we have to submit a Report. As we asked to

prepare a Report on Leadership, Attitudes, Job Satisfaction, Conflict &

Frustration we have work as a unit to make this report complete.

1.2 Objective Of the Study

The objective of the study is given below:

To understand nature, concept and approaches of leadership. To understand nature of attitudes and job satisfaction.

To know the benefits of studying employee attitudes

To understand the concept of conflict and frustration arises in the organization.

1.3 Methodology

To make this report we only used secondary data. To provide relevant information we

focused on books and web information.

1.4 Scope of the study

Although there are some limitations, we enjoyed our study. We got all the information

from referred book as instruction of our course teacher. He also gave guide line to

make our effort perfect and convenient.

1.5

Limitations Of The Study

Although it has been tried on the level best to make this report based on completeinformation available, there are some limitations that are inevitable. They are

following:

Practical knowledge is absent in this study which could have been much better

than the theoretical knowledge.

We were confined within the books.


9/45

2. Leadership

2.1 Meaning Of Leadership

Leadership is the process of influencing and supporting others to work enthusiastically

toward achieving objectives. It is the critical factor that helps an individual or a group

identify its goals and then motivates and assists in achieving the stated goals. The three

important elements in the definition are -

Without leadership, an organization would be only a confusion of people and machines, just

as an orchestra without a conductor would be only musicians and instruments. The orchestra

and all other organizations require leadership to develop their precious assets to the fullest.

2.2 The Nature Of Leadership

The nature of leadership the behaviors, roles, and skills that combine to form different

leadership styles. Behavioral approaches are descriptive, offering a variety of ways in which

the actions of leaders often differ (e.g., leaders can be positive or negative, autocratic or

participative, employee-oriented or task-oriented). Contingency approaches are more

analytical, encouraging managers to examine their situation and select a style which best fits

it. We conclude with a look at some of the newer ideas, such as substitutes for leadership, and

coaching.

2.3 Management And Leadership

Leadership is an important part of management, but it is not the whole story. The

primary role of a leader is to influence others to voluntarily seek defined objectives

(preferably with enthusiasm). Managers also plan activities, organize appropriate

structures, and control resources.

Managers hold formal positions, whereas anyone can use his or her informal influence

while acting as a leader.

Managers achieve results by directing the activities of others, whereas leaders create a

vision and inspire others to achieve this vision and to stretch themselves beyond their

normal capabilities.

Influenc

e/Support

Voluntary Effort

Goal

Achievement

Leadership


10/45

Because there is a difference between management and leadership, strong leaders may be

weak managers if poor planning causes their group to move in the wrong direction.

2.4 Traits Of Effective Leaders

Early research tried to identify the traits- physical, intellectual, or a personality

characteristics- that different between leaders and non-leaders or between successful and

unsuccessful leaders. Many cognitive and psychological factors, such as intelligence,

ambition, and aggressiveness, were studied. Other researchers examined physical

characteristics, such as height, body size and shape, and personal attractiveness. The current

research on leadership traits suggests that some factors do help differentiate leaders from

non-leaders. The most important (primary) traits are a high level of personal drive, the desire

to lead, personal integrity, and self-confidence. Cognitive (analytical) ability business

knowledge, charisma, creativity, flexibility, and personal warmth are also frequently desired

but are often seen as secondary in their importance.

2.5 Leadership Behavior

The three broad types of skills leaders use are technical, human, and conceptual. Although

these skills are interrelated in practice, they can be considered separately.

1. Technical skill refers to a persons knowledge of and ability in any type of process or

technique. Technical skill is the distinguishing feature of job performance at the

operating and professional levels, but as employees are promoted to leadership

responsibilities, their technical skills become proportionately less important.

Primary traits

Honesty and integrity

Personal drive and energy

Desire to lead

Self-confidence

Secondary traits

Cognitive ability

Charisma

Flexibility and adaptiveness

Positive activity (warmth)

Creativity and originality

Knowledge of business


11/45

Variation in the use of leadership skill at different organization level

100

50

0

Supervisor Middle management Top management

2. Human skill is theability to work effectively with people and to build teamwork. It

involves a wide range of behaviors- energizing individuals, giving feedback,

coaching, care-giving, demonstrating empathy and sensitivity, and showing

compassion and support for people who need it. It is a major part of leadership

behavior. Lack of human skills has been the downfall of many managers and CEOs.

3. Conceptual skill is the ability to think in terms of models, frameworks, and broad

relationships, such as long-range plans. It becomes increasingly important in higher

managerial jobs. Conceptual skill deals with ideas, whereas human skill concern

people and technical skill involves things.

2.6 Behavioral Approach Of Leadership Style

1. Positive leaders:when the approach emphasizes rewards economic or otherwise

positive leader uses positive leadership. Better employee education, greater for

independence, and other factors have made satisfactory employee motivation

more dependent on positive leadership.

rewards

motivation

independence

Conceptual skill

Human skill

Technical skill

Lea

der

E

E

E


12/45

2. Negative leadership: If emphasis is placed on threats, fear, harshness, and

penalties, the leader is applying negative leadership. This approach can get

acceptable short term performance in many situations, but it has high human costs.

Negative leaders act domineering and superior with people.

Threats

Fear

Penalties

3.

Autocratic leaders: The way in which a leader centralizes power and makesdecision in themselves. They structure the complete work situation for their

employees, who are expected to do what they are told and not think for

themselves. Autocratic leadership typically is negative, but it can appear to be

positive.

Centralizes Power

Makes Decision

4. Consultative leader:The way in which a leader approach one or more employees

and ask them for inputs prior to making decision. This leader may then choose touse or ignore the information advice received.

Ask Employee before Decision Making Consider the Advice

Lea

der

E

E

E

Lea

der

E

E

E E

EELea

der


13/45

5.

Participative leader: The way in which the leader decentralizes the authority.

Participative decision is not unilateral, as with the autocrat because they inputs

from followers and participation by them. The leader and group is acting as a

social unit.

Decentralize the authority

Work as a Social Unit

2.7 Leader Use Of Consideration And Structure

Two different leadership styles with employees are consideration and structure, also known

as employee oriented and task oriented.

Considerate leader: considerate leader is concerned about the human needs of their

employees. They try to build team work, provide psychological support, and help employees

with their personal problems.

Structured leader: structured leader believes that he gets results by keeping people

constantly busy, ignoring personal issues and emotions, and urging them to produce.

Considerate leader

No YesYes No

Structured leader

No Yes

Yes No

keeping constantly

busy

provide psychological

support

help employees with

their personal

problems

urging them to

produce

Lea

der E

E

E

E


14/45

Black and MoutonsManagerial Grid

A popular framework for thinking about a leaders task versus person orientation was

developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid,

or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and

identifies five combinations as distinct leadership styles.

Understanding the Model, the Managerial Grid is based on two behavioral dimensions:

High Concern for People High Concern for People

Low Concern for Production High Concern for Production

Middle Concern for People

Middle Concern for Production

Low Concern for People Low Concern for People

Low Concern for Production High Concern for Production

9.1 Authoritarian - compliance

leadership

People in this category believe that

employees are simply a means to an end.

Employee needs are always secondary to

the need for efficient and productive

workplaces. This type of leader is very

autocratic has strict work rules olicies.

5.5 Middle-of-the-Road LeadershipThis style seems to be a balance of the

two competing concerns. It may at first

appear to be an ideal compromise.

Therein lies the problem, though: When

you compromise, you necessarily give

away a bit of each concern so that neither

production nor people needs are fully met.

9.9 Team LeadershipThis is the pinnacle of managerial

style. These leaders stress

production needs and the needs of

the people equally highly. The

premise here is that employees are

involved in understanding

organizational purpose and

determinin roduction needs.

1.1 Impoverished LeadershipThis leader is mostly ineffective.

He/she has neither a high regard for

creating systems for getting the job

done, nor for creating a work

environment that is satisfying and

motivating. The result is a place of

disorganization, dissatisfaction and

disharmony.

1.9 Country Club Leadership

This style of leader is most

concerned about the needs and

feelings of members of his/her

team. These people operate underthe assumption that as long as team

members are happy and secure then

the will work hard.


15/45

2.8 Contingencies Approaches To Leadership Style

The positive, participative, considerate leadership style is not always the best style. There are

some exceptions. A number of models have developed that explain these exceptions and they

are called contingencies approaches. These models state the most appropriate style of

leadership depends upon an analysis of the nature of the situation facing the leader. Here

briefly explain Fiedlers Contingencies Theory, Hersey & Blanchard's Approach and

Path-Goal Model.

Fiedlers ontingency Theory

Fiedlers Contingency Theory shows the relationship between the leaders orientation style

and group performance under differing situational conditions. The theory is based on

determining the following aspects.

There is no single leadership style that is effective in all situations. Rather, certain leadership

styles are better suited for some situations than for others. Fiedler found that the effectiveness

of the leader is Contingent upon the orientation of the leader and the favorableness of the

situation.

FiedlersContingency

Theory

Leader-member relations is the degree ofcofidence, tust & respect member have intheir leadre

Task Structure is the degree to wich the jobassignment are procedurized.

Position Power is the degree of influence a

leader has over power variables such ashiring,firing,discilpline etc.

LeaderOrientation

Relationship Orientated- high LPC leaders aremore concerned with personal relations, moresensitive to the feelings of others, and better off atheading off conflict & use their good relationswith the group

Task Orientated- low LPC leaders are moreconcerned with the task, and less dependent on

group support. They quickly organize the job andhave a no-nonsense attitude about getting thework done.


16/45

Hersey And Blanchard s Approach

Hersey and Blanchard (1999) and other books suggest leaders should adapt their style to

follower development style (or 'maturity'), based on how ready and willing the follower is to

perform required tasks (that is, their competence and motivation). It is simple and easy to

understand, which makes it particularly attractive for practicing managers who do not want

to get into heavier material.

There are four leadership styles (S1 to S4) that match the development levels (R1 to R2) of

the followers.

The four styles suggest that leaders should put greater or less focus on the task in question

and/or the relationship between the leader and the follower, depending on the development

level of the follower. Hersey and Blanchards Situational Leadership Modelis given below

Leadership style in response tofollower development level

Follower development level

Low High

R4 R3 R2 R1

Task / directive behavior

Low High

Relationship/

supportive

behavior

High

Low

S3

Partici

pating

S2

Selling

S4

Delegat

ing

S1

Telling

S1: Telling / Directing copyFollower: R1:Low competence, low commitment / Unable and unwilling or insecure

Leader:High task focus, low relationship focus

S2: Selling / Coaching

Follower: R2:Some competence, variable commitment / Unable but willing or motivated

Leader:High task focus, high relationship focus

.

S3: Participating / SupportingFollower: R3:High competence, variable commitment / Able but unwilling or insecure

Leader:Low task focus, high relationship focus

S4: Delegating / Observing

Follower: R4:High competence, high commitment / Able and willing or motivated

Leader:Low task focus, low relationship focus


17/45

Path-Goal Model of Leadership

1. Path-goal theory was initially developed by Robert House to explain workplace

leadership. It states that the leaders job is to use structure, support and rewards to create a

work environment that helps employees to reach the organization goals. The theory builds

heavily on two theories of work motivation: goal setting and expectancy theory.

2. Goal-setting theorysuggests that an effective way to motivate people is to set challenging

but realistic goals and to offer rewards for goal accomplishment.

3. Expectancy theory explains why people work hard to attain work goals. People will

engage in behaviors that lead to goal attainment if they believe that goal attainment leads to

something they value (e.g., increase in pay, status, promotion)

Path-Goal Theory suggests that it is leaders job to assist followers in attaining their goals

and to provide the necessary direction and support ensure that their goals are compatible with

the overall objectives of the group or organization.

Leader Behavior

i.Directive ii.Achievement

Oriented

iii.Participating iv. Supportive

Outcomes

i.Performanc

e

ii.Satisfaction

Environment

Contingency Factorsi.Task Structure

ii.Formal Authority

System

iii.Work Group

Personal

Characteristics

i.Factors of control

ii.Experience

iii.Percieived Task

Ability


18/45

4. The Process of PathGoal Theory

5. Leadership Styles

Path-goal theory is a contingency theory,proposing that effective leadership is contingent on

the leader's adopting a particular style of behavior to match the needs to the subordinate and

the situation in which the subordinate is working. The theory identifies four main types of

leadership behaviors, each of which can help subordinates attain their goals.

Path-Goal theory

Leadership Style/Situational Factors

Leadership Style Subordinate Environment

Directive - Want to authority leadership

- External locus of control

- Low ability

- Complex or ambiguous task

- Strong formal authority

- Good work group

Supportive - Do not want authority leadership

- Internal locus of control

- High ability

- Simple or structured task

- Weak formal authority

- No good work groupParticipative - Want to be involved

- Internal locus of control

- High ability

- Complex or ambiguous task

-Strong or weak formal

authority

- Good or No good work group

Achievement-Oriented - Want to authority leadership

- External locus of control

- High ability

- Simple or structured task

- Strong formal authority

- Good or no good work group

One implication of this approach is that leaders need to adopt multiple leadership styles and

be able to tailor these styles to the characteristics of the subordinate and the situation.

Because of the emphasis on the role of leaders' behaviors rather than their traits, the theory

has many applications for leadership training programs.

Leader identifieseemployee's needs

Appropriate goalsare established

leaders connects

rewards withgoals

leader providesassistance on

employee pathtoward goal

employee becomesatisfied and

motivated andaccept the leader

effectiveperformance

occurs

both employee&organozation

are better able toreach their goal


19/45


20/45

2.11 Leadership is the Catalyst that transforms potential into

reality- Explain

Leadership is a process that can lead to extraordinary performance and intolerable human

effects. It is the formal art that influences others to work enthusiastically and give all

supportive direction in achieving the stated goals. Leadership is the catalyst that

transforms potential into reality. Without leadership, an organization would be only a

confusion of people and machines

According to Weichrich and KoontzTransformational leader articulate vision, inspires, and motivates followers and creates a

climate favorable for organizational change

Leadership transforms potentiality into reality by following actions:

Develop a clear and appealing vision. Develop a strategy for attracting vision.

Articulate and promote the vision.

Act confidently and be optimistic.

Express confidence in followers.

Leader transforms potentiality into reality

Transform potential into

reality.

Transactional

LeaderNew expected

achievement by

motivation

Present condition of

expected

subordinate

Highly general

expected

achievement

General expected

achievement by

subordinate


21/45

2.12 All managers are leaders but not all leaders are

managers

Leadership doesnt require any managerial position to act as a leader On the other hand ,

a manager can be a true only if he has got the traits of leader in him. The differencesbetween manager and leader would be resolved this opinion.

By discussing the above mentioned differences we can easily comment that all managers are

leaders, but all leaders are not managers.

Manager Leader

Managers plan activities, organize

appropriate structures, and control

resources.

The primary role of a leader is to influence

others to voluntarily seek defined objectives.

Managers hold formal positions Anyone can use his or her informal influence

while acting as a leader.

Manager achieve results by directing the

activities of others

leaders create vision and inspire others to

achieve this vision and to stretch

themselves beyond their normal capabilities

By virtue of his position, manager has to

provide leadership to his group.

A person can be a leader by virtue of

qualities in him.

A manager has to perform all five

functions to achieve goals, i.e. Planning,

Organizing, Staffing, Directing controlling.

Leadership is a part of these functions.

Manager has got formal rights in an

organization because of his status.

Rights are not available to a leader.

It is more stable. Leadership is temporary.

All mangers are leaders. All leaders are not managers.Manager is accountable for self and

subordinates behavior and performance.

Leaders have not well-defined

accountability.


22/45

3. Perception

3.1 Meaning Of Perception

Perception is a process by which individuals organize and interpret their sensory impression

in order to give meaning to their environment.

According to R.W. Griffin-Perception is the set of process by which an individual becomes aware of as interprets

information about the environment.

According to Keith Davis-

Perception means individuals own view of world.

From the following definitions, the perception consists of following characteristics:-

It is a kind of action

Perception is selective

Meaningful Presentative

Experienced knowledge

At that we can say that perception refers to the way the world looks, sound, feels, tastes or

smells.

3.2 Nature Or Characteristics Of Perception

Generally, people used to make decision through perception. Right perception is the pre-

condition of a right decision. Perception is all about to see, to feel, to analyze, and to make

decision. The characteristics of perception show by the graph:

Perception is a kind of action

Perception is selective

Meaningful

Representative and re-presentation

Learning based

Well organized

Mixing process

Experienced Knowledge

Habit oriental

Adjustable

Feelings

Distance

Stability

Analysis

3.3 Factors That Influence Perception

It is very difficult to explain that individuals may look at the same thing yet perceive. A

number of factors operate to shape and something distant perception. These factors can reside

in the perceiver in the object or target being perceived or in the context of the situation inwhich the perception is made.


23/45

3.4 Perception Process

Perception is the experienced view of a particular person regarding any subject or activities.

Perception is the accumulation of consisting activities. For maintaining the overall

consistency, perception activities are expressed by a process.

1. Observation

Observation is the first stage of perception. Individual acquire collects information, news,

or elements by observing their surroundings. We see, smell, touch, and say through eyes,

ear, nose, and hands etc.

2. Selection

It is the second stage of perception. People cannot think or discuss or research the entire

element which they observed. People think and research those things which are needed

according to their demand, merits and demerits, capacity, interest, attraction etc.

3. Organization

Selected elements are being classified, executed and organized in that process. Scattered

elements are shaped by the organization.4. Details explanations

The fourth stage of perception process is detailed explanation of collected and received

information.

5. Reaction

The last stage of perception process where reaction being expressed. Reaction of a person

creates after observing situations. When people observe negativity then they feel sorry

and when observe positivity then they become joyful. Having seen that, reaction of a

person can be negative or positive after perception.

Finally, perception process becomes completed step by step by applying above elements ofperception.

Perception

Factors in theperceive

Attitude,MotivesInterests ,Experience,

Expectations

Factors in the targetNovely Motion

sounds,Size

Background,Proximity,Similarity

Factors in thesituation

Time,work setting,Social setting


24/45

3.5 Steps of Perception Analysis

Steps of perception analysis are given below:

1. Discrimination:Discrimination is the first step of perception analysis. Sensations are

separated by discrimination. Thus, perception becomes complete.

2. Assimilation:In this stage, similarities are being created in the present sensation and

past sensation. Fruitful analysis is possible if the assimilation is pure or clean.

Situation

Knowledgeable sense,

Philosophy, hearing, touch, smell

External

Factors

Internal Factor

motives,

education &

Field of

shape

Perception

team

Continuousne

ss

Relatedness

Perception concept

result of primary

concept

Concept of Person and

Object

Inherent

mentality

Motivation

Open work

Observatio

n

selection

Organizatio

n

Details

Explanatio

Reaction


25/45

3. Association and reproduction: This is the third step of perception analysis. Each

sensation is related to each other in this step.

4. Objectification and localization:Selection of localization and clear cut idea about

the perception object are collected here.

5. Belief: This is the last step of percept ion analysis. Belief inspires any people to

receive sensation about any object. If the belief of a person and qualities of an object

differ then sensation will be interrupted.

3.6

Attribution Theory

Attribution theory tries to explain the ways in which we judge people differently, depending

on the meaning we attribute to a given Behavior. It suggests that when we observe an

individuals behavior, we attempt to determine depends largely on three factors: (1)

distinctiveness, (2) consensus, (3) consistency.First discuss the differences between the external and internal causation and then we will

briefly discuss three determining factors.

Internally caused behavior are those we believe to be under the personal control of the

individual.

Externallycaused behavior is what imagine the situation forced the individual to.

Distinctiveness: Distinctiveness refers to whether an individual displays different situations.

Consensus: if everyone faces a similar responds in same way, we can say that behavior

shows consensus.

Consistency: Finally an observer looks for consistency in a persons action. The more

consistence in behavior, the more we inclined to attribute it to internal causes.

Discrimination

Assimilation

Association andreproduction

Objectificationand localization

Belief


26/45

One of the most interesting findings of the attribution theory is that error biases distort

attribution. For instance, substantial evidence suggests that when make judgments about the

behavior of other people we tend to understand the influences of internal or personal factors.

Consistency

Consensus

Distinctiveness

Perception

Internal

Internal

External

External

Internal

External

High

High

High

Low

Low

Low


27/45

4. Attitudes

4.1 Meaning Of Attitude

Attitudes are evaluative statements or judgments concerning objects or people or event.Encyclopedia of management says, Attitude is an observed expression of thought or

feeling of an individual or group

For exampleBARD provides transportation service for the employees who come from the

city. It grows a positive attitude to their job.

Attitude can be understood by the following points. The subject of attitude can be personal or

impersonal.

4.2 Main Components Of Attitude

A

ttitude

It creates a tendency to react to a specific event and thereaction may be positive or negative for that event

Emotions are extremely expressed through attitude.

Attitude is learned, emotionalized predisposition to respondingsome consistent way toward an object ,person or situation.

It is a tendency to respond in an evaluative way.

It is the mental state of readiness for need arousal.

Attitude

Cognitive

evaluation

Behavior

al action

Affective

feeling


28/45

The components of attitude are stated below:

Cognitive componentThe opinion or belief segment of an attitude.

My pay is lowthe statement is the cognitive component. It sets the stage for the more

critical part of an attitudeaffective component.

Affective componentThe emotional or feeling segment of an attitude.

I am angry over how little I am paidthe statement presents the effect of being little paid.

Behavioral Component An intention to behave in certain way toward someone or

something.

I am going to look for a new job that pays better-the action or outcome of attitude.

4.3 Does Behavior Always Follow From Attitudes?

It has been found that behavior always follow from attitudes. Early research on attitudesassumed that they were casually related to behavior; that is, the attitude people hold

determine what they do. Common sense, too suggest a relationship.

One researcherLeon Festinger argued that attitudes follow behavior. Sometimes people

change what they say so it does not contradict what they do. Fstinger argued that these cases

of attitudes following behavior illustrate the effects of cognitive dissonanceany

incompatibility between two or more attitudes or behavior and attitudes. Festinger argued that

any form of inconsistency is uncomfortable and their individuals will attempt to reduce the

dissonance and, hence, the discomfort.

Research has generally concluded that people seek consistency among their attitudes and

between their attitudes and their behavior. They do this by altering either the attitudes or

behavior or by developing a rationalization for the discrepancy.

Festinger would propose that the desire to reduce dissonance depends on the importanceof

elements creating it and the degree of influence the individual believes he has over the

elements. The third factor is reward of dissonance; high reward accompanying high

dissonance tend to reduce the tension inherent in the dissonance. While Festinger questioned

the attitudes-behavior relationship by arguing that, in many cases, attitudes follow behavior.

More recent research showed that attitudes predict behavior and confirmed Festingers belief

that certain moderating variables can strengthen the link.The most powerful moderators of attitudes-behavior relationship are-

The importance of the attitude

Its correspondence to behavior

Its accessibility

Whether there exist social pressure

Whether a person has direct experience with the attitude


29/45


30/45

Perceived Organizational SupportThe degree to which employees believe the organization values their contribution and cares

about their well-being.

Employee Engagement

An individuals involvement with, satisfaction with, and enthusiasm for, the work he or shedoes.

4.5 Are These Job Attitudes Really All That Distinct?

No. These job attitudes are not really all that distinct. If people deeply involved in their

job(high job involvement) it means that they like it.(high job satisfaction).Similarly high

perceived organizational support also leads to the strong organizational commitment.

Evidence suggests that these attitudes are highly related, perhaps to a troubling degree. For

example, the correlation between perceived organizational support and affective commitment

is very strong. The problem is that the strong correlation means the variables may be

redundant. Redundancy is inefficient and confusing.

There is some measure of distinctiveness among these attitudes, but they overlap greatly. The

overlap may exist for various reasons, including

Employees personalitysome people are predisposed to be positive or negative

about almost everything. If someone tells you she loves her company, it may notmean a lot if she is positive about everything else in her life.

Some organizations are just all around better places than others. This may mean

that if you as a manager know someones level of job satisfaction you know most

of what you need to know about how the person see the organization.


31/45

5. Job Satisfaction

5.1 Meaning Job Satisfaction

The term job satisfaction describes a positive feeling about a job, resulting from an evaluation

of characteristics. A person with a high level job satisfaction holds positive feelings about his

or her job while a dissatisfied person holds negation feelings. When people speak of

employee attitudes, they usually mean job satisfaction. In fact the two are frequently used

interchangeably.

5.2 Measuring Job Satisfaction

A persons job is more than just the obvious activities of suffering papers, writingprogramming code, waiting on customers or driving a truck. job require interacting with

coworkers and bosses, following organizational rules and policies, meeting performance that

are open less than idea and the like. This means that an employees assessment of how

satisfied he is with the job is a complex summation of a number of discrete job elements.

The two most widely used approaches are

1. The Single Global Rating Methodis nothing more than a response to one question, such

as all things considered, how satisfied are you with your job? The single global rating

method seems not likely to achieve a more accurate evaluation of job satisfaction.

2. Summation Score Madeis more sophisticated. It identifies key elements in a job and asks

for the employees feeling about each. Typical elements here are the nature of the work,

supervision, present pay, promotion opportunities and relation with coworkers. Responds rate

them on a standardized scale and researchers add the ratings to create an overall job

satisfaction score.

5.3 How Satisfied Are People In Their Jobs

Are most people sates feed with their jobs?

The answer seems to be a qualified yes in most developed Comprises .Independent studies

Conducted among U.S.A workers over the past 30years, for example, generally indicate that

more workers are saris feed with their jobs than are disasters feed. However two caveats need

to so mentioned

First, as we netted earlier job satisfaction Levels in the United States operas to be dropping.

Second, research Shows that satisfaction Levels vary a Lot depending on which facet of jobsatisfaction you are talking about.

SingleGlobalRating

SummationScore Made


32/45

5.4 What Causes Job Satisfaction

Think about the best job youve ever had .what made it so?

Chances are you probably Liked the work you did In facts enjoying the major job sates

faction facts enjoying the work is almost always the one most strongly Correlated with high

levels of quall job sates faction . Interesting jobs that pride training, variety, indene dance,

and control satisfy most employees. In other word, most people prefer work thats

Challenging and stimulating over work that is predict able and routine.

you have probably noticed that pray come up often when people discuss job satisfaction

.There is an interesting relationship between salary and job satisfaction .For people who are

Poor or who live in poor contrives pay does correlate with overall happiness .But once an

individual reaches a level of comfortable living ,the relationship Virtually disappears . In

other words people who earn 80000 are on average no happier with their jobs than those who

earn close to 40000. Take a look at exhibits 3-3. It shows the relationship between the

average pay for a job and the average level of job satisfaction. As you can see there is notmuch of a relationship there. Jobs that are compensated handsomely have average job

satisfaction levels no higher than those that are paid much less. To further illustrate this point,

One researcher even found no significant deference when he compared the overall wellbeing

of the richest people on the forbs 400 list with that of maasai herdsmen in East Africa.

5.5 The Impact Of Satisfied And Dissatisfied Employees On

The Work Place

There are consequences when employees like their jobs and when they dislike their jobs. One

theoretical model- the exit- Voice- loyalty -neglect framework- is helpful in understanding

the consequences of dissatisfaction.

Exit: The exit response involves directing behavior toward leaving the organization,

including looking for a new position as well as resigning.

Voice: The voice response involves actively and contractively attempting to improve

conditions, including suggestion improvement, discussing problems with superiors and

undertaking some forms of union activity.

Loyalty: The loyalty response involves passively but optimistically waiting for conditions to

improve, including speaking up for the organization in the face of external criticism and

trusting the organization and its management to do right thing.

Neglect: The neglect response involves passively allowing conditions to worsen, including

chronic absenteeism or lateness, reduced effort, and increased error rate.


33/45

Active

Destructive Constructive

Passive

5.6 Job Satisfaction And Job Performance

Job satisfaction and job performance are mostly related with each other. Researchers believethat the relationship between job satisfaction and job performance is pretty strong. Job

satisfaction can be defined as follows:

Above, the elements of job satisfaction are described. When an employee is satisfied with his

job, he is more courage in his job. He fells joy and happiness in his work and work is always

a play for him. There is a saying that Happy workers are more likely to be productive

workers. When satisfaction and productivity data are gathered for an organization as a

whole, it is found that this organization with more satisfied employees tend to be more

efficient than organizations with fewer satisfied employees.

Example- Mr. X is very satisfied with his salary and the work place. He always feels

comfortable in his work and he tried his best to perform his duty efficiently i.e. he tries to

give his best performance.

Exit Voice

Neglect Loyalty


34/45

5.7 Job Satisfaction and Organizational Citizenship

Behavior (OCB)

Organizational Citizenship Behavior can be defined as behavior [by the employee] that is

discretionary, not directly or explicitly recognized by the formal reward system, and that inthe aggregate promotes the effective functioning of the organization. It can also be defined

as non-required contributions that are regarded by the person as relatively less likely to lead

along any clear, fixed path to formal rewards.

Job satisfaction is a major determinant of an employees organizational citizenship behavior.

It is moderately correlated with organizational citizenship behavior. When employees are

satisfied with job, they are more likely to talk positively about the organization, help others,

and go beyond the normal expectations in their job. Besides this satisfied employees might be

more prone to go beyond the call of duty because they want to reciprocate their positive

experiences. Job satisfaction influences employees organizational citizenship through

perception of fairness.

Example: Examples of directly beneficial OCB include volunteerism, assistance between

coworkers, unusual attendance or punctuality, and active participation in organizational

affairs.

5.8 Job Satisfaction And Customer Satisfaction

It is necessary for an organizational manager to focus on increasing employee job satisfaction

as an integral part of creating a positive work environment. Job satisfaction causes an

agreeable emotional condition in the employee that leads to a positive work attitude. Thispositive work attitude has an impact on other employees and customers. All employees are

seen as representatives of their company by any average customer. So if a customer sees that

an employee does not have a satisfied, positive, and fulfilled attitude a customer may make

the wrong assumptions leading the customer to question the trustworthiness of the company

and resulting in decreased sales for the company. Job Satisfaction and customer satisfaction

are linked anywhere customers and employees come in contact.

These usually include factors like service promptness, staff responsiveness, and

understanding of the customer's problem.

The relationship of job satisfaction and Customer satisfaction is as follows:


35/45

5.9 Job Satisfaction And Absenteeism

Absenteeism can be a major problem for organizations. As pressures increase on the budgets

and competitiveness of companies, more attention is being given to reduce workplace

absenteeism and its cost. Job satisfaction has been noted as one of the factors influencing an

employee's motivation to attend. So there exist a moderate negative correlation between

Absenteeism and job satisfaction.

Example- Organization that provide liberal sick leave benefits are encouraging all their

employees-including those who are highly satisfied-to take off days come free with no

penalties.

5.10 Job Satisfaction And Turnover

Job satisfaction is also negatively related to turnover. So their exist an adverse relationbetween job satisfaction and turnover. But in this case the correlation is stronger than

absenteeism. Sometimes when employees are satisfied with their current job, they want to get

more better job than the current one with their high performances.

Labor- market conditions, expectations about alternative job opportunity and length of tenure

with the organization are some important constraints on an employee decision to leave

current job. Besides these the receipt of recognition, praise and other rewards gives them to

do so.

Turnover of Employees


36/45

5.11 Job Satisfaction And Workplace Deviance

Job satisfaction includes a lot of specific behaviors such as unionization attempts, substance

abuse, stealing at work, undue socializing and tardiness. So job satisfaction has negative

affect on workplace. Sometimes employee with satisfied job may possess negative behaviors

those are indicators of a broader syndrome deferred as deviant behavior in the workplace(or

employee withdrawal) Or they may possess an absence control policy. They attack the

source of the problem instead of trying to control the different undesirable consequences of

job dissatisfaction.

Example-Surf the Internet during work time take work supplies home for personal use are

examples of workplace deviance.

5.12 Managers Often Dont Get It

Job satisfaction is very essential for every organization. But it can affect even the bottom line

of organizations. Sometimes many managers are unconcerned about job satisfaction of their

employees. Still others overestimate the degree to which their employees are satisfied with

their jobs, so they dont think theres problem when there is. In this situation , managers are

ignorant about the appropriate job satisfaction is very harmful for organizations. So managers

first need to care about job satisfaction and they need to measure it rather than just assume

that everything is going well.


37/45

6. Conflict

6.1 Meaning Of Conflict

Conflict arises from disagreements over the goals to attain or the methods used to accomplishthese goals.

Conflict is a process that begins when one party perceives that another party has negatively

affected, or is about to negatively affect, something that the first party cares about.

6.2 The Traditional View of Conflict

Conflict was viewed negatively, and it was used such terms as violence, destruction and

irrationality to reinforce its negative connotation.

The traditional view of conflict was consistent with the attitudes that prevailed about groupbehavior in the 1930s and 1940s.Conflict was seen as a dysfunctional outcome resulting from

poor communication, a lack of openness and trust between people, and the failure the

managers to be responsive to the needs and aspirations of their employees.

The view that all conflict is bad certainly offers a simple approach to looking at the behavior

of people who create conflict. It is known that the traditional view of conflict specially

indicate that all conflicts is harmful and must be avoided.

6.3 The Human Relations View of Conflict

The human relations view of conflict argued that conflict was a natural occurrence in all

groups and organizations. Because conflict was inevitable, the human relations school

advocated acceptance of conflict.

6.4 The Interactionism View Of Conflict

The interactionism view of conflict encourages conflict on the grounds that a harmonious,

peaceful, tranquil, and cooperative group is prone to becoming static, apathetic to needs for

change and innovation.

The interactionism view does not propose that all conflicts are good. Rather, some conflictssupport the goals of the group and improve its performance, these are functional,

constructive, forms of conflict. In addition, there are conflicts that hinder group performance;

these are dysfunctional or destructive forms of conflict.


38/45

The evidence indicates that you need to look at the typeof conflict.

6.5 The Conflict Process

The conflict process has five stages which is shown with diagram:

Potential Opposition:The first step in the conflict process is the presence of conditions that create opportunities for

conflict to arise. They need not lead directly to conflict, but one of these conditions is

necessary.

Task Conflict

RelationshipConflict

Process Conflict

Potential opposition

Cognition andpersonalization

Intentions

BehaviorOutcomes


39/45


40/45

7.Frustrations

7.1 Meaning Of Frustration

Man does their work with some expectation. When people fail to fulfill his/her expectation,

frustration arises from them. Dissatisfaction leads to frustration. Especially the industrial

workers become frustrated when they do not get their definite salary and better workenvironment. Frustration is mental state. The strong need to get anything leads frustration.

So, frustration is the feeling of discomfort and dissatisfaction or insecurity aroused by a

blocking of gratification or by unresolved problem.

Keith Davis said- frustration is a result of motivation being blocked to prevent one from

reaching a desired goal.

Fred Lutherans said- frustration occurs when a motivated drive is blocked before a person

reaching to a desired goal.

So, it can be said that frustration is the negative expression toward any kind of work or

activities.

7.2 Causes Of Frustration

There are some reasons behind the frustration. They are given below

Frustration

Conflict

Discrimi

nation

HighAmbitio

nConfict

OfMotivati

on

HardCompiti

on

Deprived

Situation

Obstacle

FrustrationPerson Need Goal


41/45

1. Conflict of motivation: Motivation creates excitement and pressure. It drives a

person to achieve something. If there is any obstacle for excitement in the way of his

success it creates frustration.

2.

Limitation of individual power:Every person have a qualitative limitation. He canto expand his qualification. So, if he tried to take excess responsibility beyond his

qualification it will leads him to frustration.

3. Environmental obstacle:Environment has a great impact on the life of a person. He

cannot deny his surroundings. When he cannot remain still on his way for his society

and surrounding environment he falls into frustration.

4. High ambition:Man is high ambitious. In his every step of life both personal and

professional he wants to get facilities to make true his expectations. When he does not

get his desired facilities he become frustrated.

5. Conflicts: Life is full of conflictions which never end. These conflictions make a

person frustrated about his life.

6. Deprived situation: If an employee is continually deprived of his basic rights and

needs, he become frustrated.

7. Discrimination: If an employee faces discrimination in his workplace, he falls in

frustration.

8. Hard competition: Every employee has to compete with each other for their

existence in their workplace. Failure in the competition leads a person towards in

frustration.

9. Sickness:Sickness make person frustrated. When a person suffers from a disease for

a long time, he lost his will power to back his professional world.

7.3 Nature Of Frustration

Frustration is mental disorder of a person. When an employee becomes frustrated, some

changes in his behavior are expressed. These are called symptoms or nature of frustration.

The nature and their symptoms of an employee are given in the next page-


42/45

An employee alwayz complains. Their tolerance level become low.

Employee involves in crticism aganist othrs employes.

He cannot interact with others and they lost intesrests of work.Aggression

He wants recall his bygone days and behaves as chiledren.

He cannot control their emotions. He always vehave emotionally.

He trusts his leader bilndly more than themslves & believe in rumors.Regression

He cannot take the changes easily.

He denes the logic and remains still on his believe.

He constantly does the same thing after being failure.

AbnormalFixation

He withdraws his trade union membership.

Anyone cannot request him to do any work.

He leaves station without any notice. Withdrwal

He denies his liabilities.

He tries to impoes his faults on others.

He tries to influence othres to hide his crimes.Projection

He does not attend the meeting.

He does not do ant work properly

He requests others not to assign any work.Resignation

He compromises in his work.

He does works on others' advices.

He criticises himself for his deed.

Compromise

He adjusted with the stutaion.

He compromises with the management to get facilities.

He tries to reach his goal by using the easiest way.

Sublimation

He tries to blame the condition to save hinself from failure.

He compensate his failure by doing other assignment.

He thinks that his future work will be the right compensation of pastwork.

Rationalization


43/45

7.4 Means Of Removing Frustration

Man can be frustrated by any dissatisfaction and this frustration can be removed. To remove

frustration anyone can follow the following steps.

1.

Evaluation frustration behavior: For evaluation frustrated behavior, at first anyone

has to identify the fact f frustration & personality difference.

2. Constructive View:For solving the problem, practical view is needed. Problem of

the frustrated person must be seen with sympathy.

3. Correcting situation:The most effective way to remove frustration is to create an

efficient working environment in the organization.

4. Job evaluation:The management must evaluate the employee appropriately & praise

him for his good work.

5. Two-way communication:Two-way communication reduces the frustration. There

is no scope of any dissatisfaction among the employees in the two way

communication.

6. Counseling: Counselor can idea the workers problem from his experiences and can

adjust the workers with the situation or vice versa.

7. Catharsis: When the problem is solved by discussing the feeling with the worker and

expressing them toward the management is called catharsis.

8. Communication network: If the management introduce the new concept and

communicate it with the workers they can updates themselves. Moreover, they can

consult with the management about their problem and need and if the organization

communicates with the workers, the workers will be optimistic.


44/45

Difference Between The Motivated Behavior And

Frustrated Behavior

Subject of

DifferenceMotivated Behavior Frustrated Behavior

1.Goal It drives to goal. It doesnt drive to goal

2.TensionIf goal is achieved, excitement

reduces.

If frustration increases,

excitement increases.

3.Punishment

Fear of punishment reduces the

possibility of completion ofwork.

Fear of punishment increases

the frustration

4.Flexibility in

behavior

Motivated behavior is flexible

and brings imperative solution of

the problem.

This kind of behavior is static

and unchangeable.

5.LearningLearning brings the progress in

behavior.

Learning is not so fruitful in this

case.

6.Job satisfactionMotivated employee remains

satisfied.

Frustration is the expression of

dissatisfaction.

7.DisciplinaryMotivated behavior is regulated,

logical and practical.

Frustrated behavior is

unregulated and conflicted.

8.Stong confidenceMotivated employee possesses

strong confidence.

Frustrated employee possesses

week confidence.

9.problem solutionIn this case, the employee seek

solution

Here the employee can behave

imperatively for problem

solution.

10.labor

management

relation

Here labor management relationis sound.

Labor management relationdoesnt remain sound.

11.Stress reductionWhen goal is achieved, it reduces

the stress

When the behavior is expressed,

stress started to reduce.

12.Interest of work It increases the interest of work. It reduces the interest of work.

13.Nature of

behavior

It is constructive. It is destructive in nature.


45/45

8.Conclusion

In this term paper, we try to disclose all the affecting factor of Leadership, Perception,

Attitudes, Job Satisfaction, Conflicts & Frustration. We can conclude here that when

leadership involves influencing someone towards goal, then perception is the unique way in

which each person sees, organization, and interprets things. Whereas, attitudes is the

expression of thoughts and feelings towards a person, event or object, on the other way, job

satisfaction is positive attitudes about job. When there is in satisfaction in work place it leads

to frustrations that result from conflicts.

9.Bibliography

Organizational Behavior- ROBBINS & JUDGE (13th Edition)

Organizational Behavior- KEITH DEVIS & JHON W NEWSTROM(12th Edition)

WWW.EHow.Com

WWW.Wikipedia.Com

WWW.Answer.Com
http://www.ehow.com/http://www.ehow.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.answer.com/http://www.answer.com/http://www.answer.com/http://www.wikipedia.com/http://www.ehow.com/

Documents

Term Paper on Organization Bahavior