Unit 3 Fundamental of Individual Behaviour Notes for MBA BBA

Fundamentals of Individual Behavior 

Refers to how individuals act and interact in an organization.Importance: Understanding individual behavior helps improve teamwork, communication, and productivity.

Some fundamentals of individual behavior are: 

1. Personality - Personality refers to the unique combination of traits, characteristics, and patterns of thinking, feeling, and behaving that each person has. Understanding personality helps organizations predict how employees will respond in different situations.

2. Motivation: Motivation is the internal drive that pushes individuals to take action toward achieving their goals.

Types of Motivation:

• Intrinsic Motivation: This comes from within the individual, such as a desire for personal growth or satisfaction from doing a good job.
• Extrinsic Motivation: This is influenced by external factors, like pay raises, promotions, or recognition from others.

Understanding what motivates employees helps managers create strategies to enhance productivity and job satisfaction. For example, implementing reward systems can boost extrinsic motivation.

3. Perception: Perception is the process through which individuals interpret and make sense of their environment. Each person's perception is shaped by their experiences, background, and biases. This can lead to misunderstandings in the workplace.
Example: If a manager gives critical feedback, one employee may perceive it as constructive, while another might see it as personal criticism. Recognizing these differences is key to effective communication.

4. Learning: Learning refers to the process through which individuals acquire new skills, knowledge, or attitudes based on their experiences. Different people have different learning preferences, such as visual, auditory, or kinesthetic (hands-on) learning. Organizations can benefit from understanding how their employees learn best. For instance, providing training in a way that matches employees’ learning styles can enhance retention and application of new skills.

5. Emotions: Emotions are complex psychological states that involve a subjective experience, physiological response, and expressive behavior.

• Impact on Behavior: Emotions can greatly influence workplace behavior. For example, a positive emotional state can enhance creativity and collaboration, while negative emotions can lead to conflicts and decreased productivity.
• Emotional Intelligence: This is the ability to recognize and manage one’s own emotions and the emotions of others. High emotional intelligence can improve teamwork and communication.

6. Values and Beliefs: Values are the core principles and ideals that guide an individual's behavior, while beliefs are the convictions people hold to be true. Values and beliefs influence decision-making and behavior at work. 
Organizations must be aware of the diverse values and beliefs among employees, especially in a global workforce, to foster an inclusive environment.

7. Attitudes: Attitudes are evaluations individuals make about people, objects, or ideas, often shaped by their beliefs and experiences.
Components: Attitudes consist of three components: cognitive (beliefs), affective (feelings), and behavioral (intended actions).
Example: An employee may have a positive attitude towards a new project (cognitive), feel excited about it (affective), and be willing to contribute actively (behavioral).

Meaning of individual behavior

Individual behavior refers to how a single person acts, thinks, and feels in different situations, especially in a workplace or organizational setting.

Importance of Understanding Individual Behavior:

• Teamwork: Knowing how individuals behave helps teams work better together. A mix of different personalities and motivations can lead to stronger collaboration.
• Leadership: Managers can lead more effectively when they understand the behavior of their team members. They can adapt their style to meet the needs of different individuals.
• Conflict Resolution: Recognizing that people have different perceptions and emotions can help resolve conflicts more smoothly.

Example: Imagine a marketing team where each member has a different personality:

Alice is very outgoing and loves brainstorming sessions.
Bob is more introverted and prefers working on tasks independently.
Carla is very detail-oriented and focuses on accuracy.

By understanding these individual behaviors, the team leader can create a balanced approach: they might hold both group brainstorming sessions and allow time for independent work, ensuring everyone’s strengths are utilized effectively.

Types of individual behavior

• Overt Behavior: Overt behavior refers to actions and responses that are visible and can be directly observed by others. It is outward and obvious. Example: If an employee raises their hand to speak, expresses their ideas clearly, or nods in agreement, these actions are overt behaviors because they are openly displayed.
• Covert Behavior: Covert behavior refers to actions or responses that are hidden, internal, and not easily visible to others. It includes thoughts, feelings, and attitudes that influence behavior but are not directly observable. Example: If an employee is thinking critically about a colleague’s idea but does not express their thoughts verbally, this internal thought process is a covert behavior.

Features of Individual Behavior:

• Uniqueness: Each person has distinct traits and experiences that shape their behavior.
• Consistency: Individuals often display stable patterns of behavior influenced by their personality.
• Influence of Environment: Behavior is affected by workplace culture and social interactions.
• Emotional Impact: Emotions influence how individuals act, affecting productivity and relationships.
• Social Interaction: Interactions with others can change how a person behaves.
• Motivation: Internal and external factors drive individual actions and performance.
• Adaptability: Individuals can adjust their behavior to meet new challenges.
• Cognitive Processes: Thoughts and perceptions influence responses to situations.
• Value System: Personal beliefs and values guide decisions and actions.
• Learning and Experience: Past experiences shape future behavior.

Personality 

Derived from the Latin word: persona means to speak through.

Personality refers to the unique combination of characteristics, traits, and patterns of thinking, feeling, and behaving that distinguish one individual from another. It encompasses a person's typical ways of interacting with others, their emotional responses, and their overall approach to life.

Example: 

• Extrovert/Outgoing Personality: An individual who enjoys socializing, seeks new experiences, and easily makes friends.
• Introvert/Reserved Personality: Someone who prefers solitude, thinks deeply before speaking, and may take time to warm up to others.

Characteristics of Personality:

• Consistency: Traits remain stable over time and situations (e.g., a friendly person is friendly in various contexts).
• Individuality: Each person has a unique combination of traits (e.g., siblings may share traits but differ in personality).
• Dynamic: Personality can evolve through experiences and personal growth (e.g., gaining confidence after overcoming challenges).
• Influences Behavior: Traits shape how individuals think, feel, and act (e.g., conscientious people are organized).
• Emotional Responses: Personality affects how emotions are experienced and expressed (e.g., optimists respond positively to setbacks).
• Motivational Drives: Traits influence what motivates individuals (e.g., ambitious people set challenging career goals).
• Social Interaction: Personality shapes interactions and relationships (e.g., extroverts thrive in social settings).
• Cognitive Styles: Traits affect information processing and decision-making (e.g., detail-oriented vs. big-picture thinkers).
• Values and Beliefs: Personality is linked to personal values, guiding choices and actions (e.g., valuing teamwork)

Determinants of Personality

• Genetic Factors: Inherited traits from parents that influence personality characteristics. Example: Some individuals may inherit traits like being extroverted or introverted.
• Environmental Influences: The surroundings in which a person grows up, including family, culture, and life experiences. Example: A supportive family may encourage confidence and social skills, while a strict upbringing may lead to cautious behavior.
• Culture: The values, norms, and practices of a society that shape how individuals think and behave. Example: In collectivist cultures, individuals may prioritize group harmony over personal achievement, affecting personality traits.
• Situational Factors: Specific contexts or circumstances that influence behavior and personality expression. Example: An individual might be outgoing in social settings but reserved in professional environments.
• Psychological Factors: Internal processes, such as thoughts, feelings, and motivations, that affect personality. Example: A person’s self-esteem and mental health can shape their interactions and behaviors.

Carl Jung's Classification of Personality

Carl Jung was a Swiss psychologist and psychiatrist. It consists of four phases: thinking, feeling, Sensation, and intuition.

The individual personality is a mixture of these factors. He Classified personality into two types Extrovert and Introvert type personality.

• Extroverts are energized by socializing in larger groups of people, and having many friends. They are talkative & think in terms of objectives & Accept Change easily.
• Introverts are energized by spending time alone or with a smaller group of friends.", They are Less risk-taking and directive-oriented. & they require strong motivation and specific directions. they have their own philosophy and ideology to guide the thinking of introverts & Do not Accept Change easily.

Carl Jung's theory helps management in deciding Job design, motivation, leadership styles, training, etc.

Introverts are more likely to perform better in repetitive. Extrovert performs better in dynamic and environmental-centered jobs. Similarly, extroverts need a democratic style of leadership and introverts need more directive-oriented leadership.

Holland's Occupational Personality Type

John Holland Classify personality on the basis of Occupation/Interest into Six Category

• Realistic
• Investigative
• Artistic
• Social
• Enterprising
• Conventional

1. Realistic (Outdoor and Technical interests) is Like to work with Plant, animals, machines, etc 
Avoid social activities like teaching or informing others & prefer to "learn by doing" in a practical, task-oriented setting Example: Farmer, electrician, engineer, etc.

2. Investigative (thinkers) are analytical, intellectual, and observant and enjoy research, mathematical, or scientific activities & Focused on creative problem-solving, investigative types often work autonomously and do not seek leadership roles. Example: investigative careers include medical technologist, biologist, chemist, and systems analyst.

3. Artists(creators) are original, intuitive, and imaginative and enjoy creative activities, such as composing or playing music, writing, drawing or painting, and acting in or directing stage productions.
they seek opportunities for self-expression through artistic creation.

4. Social (Helper) is humanistic, idealistic, responsible, and concerned with the welfare of others.
they enjoy participating in group activities and helping, training, healing, counseling or developing others. Example: Psychologist, therapist

5. Enterprising(persuader) is energetic, ambitious, adventurous, sociable, and self-confident.
They enjoy activities that require them to persuade others, such as sales, and seek out leadership roles.
Enterprising are often effective public speakers & typical enterprising careers include salesperson, business executive, and manager.

6. Conventional (organizers) are comfortable working within an established chain of command and prefer carrying out well-defined instructions over assuming leadership roles. They prefer organized, systematic activities & Typical conventional careers include secretary, accountant, and banker.

Friedman and Roseman 

Classified Personality Type A and Type B & Both are opposite to each other.

• Type A personality: Type A personality is marked by being competitive, ambitious, and always in a hurry. People with this type often work hard, set high goals, and can feel stressed if things don’t go their way. They may find it hard to relax.
• Type B personality: Type B personality is relaxed, easygoing, and less competitive. People with this type are patient, handle stress well, and prioritize relationships over deadlines. They tend to be more creative and spontaneous.
  

Big Five Personality Traits

The model proposes that human personality can be measured along five major dimensions, each of which is distinct and independent from the others. Originally developed in 1949

The Big 5 personality traits is a theory established by D. W. Fiske and later expanded upon by other researchers including Norman (1967), Smith (1967), Lewis Goldberg (1981), and McCrae & Costa (1987).

The Big Five model is also sometimes called OCEAN or CANOE, both acronyms of the five traits. Guldais OCEAN

• O - Openness
• C- Conscientiousness
• E - Extroversion
• A - Agreeableness
• N - Neuroticism (Emotional Stability)
  

• Openness to Experience: This trait features characteristics like creativity, curiosity, and a willingness to try new things. High scores indicate a love for adventure and new ideas, while low scores suggest a preference for routine and familiarity.
• Conscientiousness: This trait reflects a person's level of organization, dependability, and discipline. High conscientiousness is associated with being responsible and goal-oriented, while low scores may indicate a more laid-back and spontaneous approach.
• Extraversion: This trait measures how outgoing and social a person is. High extraversion means someone enjoys being around people, is talkative, and energetic, while low extraversion (or introversion) indicates a preference for solitary activities and deep conversations.
• Agreeableness: This trait encompasses qualities like kindness, empathy, and cooperativeness. High agreeableness means a person is friendly and compassionate, while low scores may indicate a more critical or competitive nature.
• Neuroticism: This trait measures emotional stability and the tendency to experience negative emotions like anxiety or depression. High neuroticism indicates a higher likelihood of experiencing stress and emotional instability, while low neuroticism suggests a more calm and stable emotional state.

Personal effectiveness

Personal effectiveness refers to an individual's ability to achieve their goals and objectives efficiently and effectively. It involves a combination of skills, behaviors, and strategies that help a person manage their time, resources, and relationships to maximize productivity and success it include:

• Goal Setting: Clearly defining short-term and long-term objectives.
• Time Management: Prioritizing tasks and using time efficiently.
• Self-motivation: Staying driven and committed to personal and professional goals.
• Communication Skills: Effectively sharing ideas and collaborating with others.
• Problem-Solving: Identifying challenges and finding effective solutions.
• Adaptability: Being flexible and open to change.

Meaning of Attitude

Attitude is how a person thinks or feels about something. It can be positive, negative, or neutral and affects how they act and react in different situations. For example, someone with a positive attitude might see challenges as opportunities, while someone with a negative attitude might see them as problems. Our attitudes come from our experiences and how we see the world.

In an organization, Attitude refers to how managers and employees feel about their work and colleagues. A positive attitude leads to motivation and productivity, while a negative attitude can result in low morale and poor teamwork. Managers can influence attitudes by creating a supportive environment, which helps improve overall workplace culture and effectiveness.

Features of Attitude

• Complexity: People have mixed feelings about their jobs and coworkers.
• Direction: Attitudes can be good, bad, or neutral, which affects how happy or motivated people are.
• Intensity: Some attitudes are very strong, while others are more casual.
• Consistency: Attitudes usually stay the same but can change based on new experiences.
• Influence on Behaviour: Attitudes affect how people work together and how productive they are.
• Learned: Attitudes come from experiences at work and the company culture.
• Social Nature: What coworkers think can influence a person's attitude.
• Components of Attitude
• Cognitive Component: This is what people think or believe about their job or workplace. For example, an employee might believe that their company cares about teamwork.
• Affective Component: This is how people feel about their job. For instance, an employee might feel happy and satisfied with their work.
• Behavioral Component: This is how those thoughts and feelings lead to actions. For example, if an employee has a good attitude towards their team, they are likely to help and cooperate with their coworkers.

Types of Attitude

• Positive Attitude: People with a positive attitude look for the good in situations and have an optimistic outlook. They are often motivated, supportive, and enjoy teamwork.
• Negative Attitude: Individuals with a negative attitude tend to focus on the bad side of things. They may complain often, resist change, and can bring down the mood of the team.
• Neutral Attitude: These individuals are indifferent and don’t express strong feelings about their work or coworkers. They do their jobs but don’t show much enthusiasm or dissatisfaction.
• Defensive Attitude: People with a defensive attitude may feel threatened or criticized easily. They might be overly protective of their ideas and resist feedback.
• Open-Minded Attitude: Those with an open-minded attitude are willing to consider new ideas and different perspectives. They are flexible and adaptable to change.
• Assertive Attitude: Assertive individuals express their opinions confidently and respectfully. They stand up for themselves while also considering others' views.

Attitude Formation 

Attitude formation in organizations is how employees develop feelings and beliefs about their work and colleagues. This happens through:

• Personal Experiences: Positive experiences lead to positive attitudes.
• Social Influence: Peers and company culture shape attitudes.
• Training: Learning new skills or values can change attitudes.

Attitude Change

Attitude change in organizations refers to how employees’ feelings shift over time. This can occur due to:

• New Information: Learning something new can alter beliefs.
• Experiences: Positive or negative experiences can change attitudes.
• Feedback: Open communication can help improve attitudes.
• Cognitive Dissonance: Conflicting beliefs can lead to attitude adjustments.

In short attitude formation is about how attitudes develop, and attitude change is about how they can shift based on experiences and information.

Meaning Of Group Behaviour

Group behavior in an organization refers to how individuals act and interact when they are part of a team. It include:

• Influence: Team members can affect each other's thoughts and actions.
• Team Dynamics: Good teamwork leads to collaboration, while poor dynamics can cause conflicts.
• Roles: Individuals take on specific roles that help the group function effectively.
• Norms: Groups develop rules for behavior that guide interactions.
• Shared Goals: Working together towards common objectives fosters teamwork and belonging.

In short, it’s about how people interact and work together within a team, impacting overall performance.

Characteristics or features of group

• Common Goals: Everyone in the group works towards the same objectives.
• Interdependence: Members rely on each other to succeed; their efforts affect the whole group.
• Defined Roles: Each member has specific responsibilities that help organize the group.
• Communication: Members share ideas and information with each other.
• Norms: Groups create their own rules about how to behave and make decisions.
• Cohesion: Members feel connected and loyal to each other.
• Diversity: Groups often include people with different skills and backgrounds, which can lead to better ideas.
• Leadership: There is usually someone who guides and motivates the group.
• Conflict: Disagreements can happen, but how they’re handled affects the group’s success.
• Duration: Groups can be short-term (like project teams) or long-term (like departments).

Types of Group

• Formal Groups: These are established by the organization for a specific purpose, like completing tasks or projects. Examples include departments, project teams, and committees.
• Informal Groups: These form naturally among employees based on personal relationships or shared interests, like friendships or common hobbies. They are not officially recognized by the organization.
• Task Groups: These groups are created to work on specific tasks or projects. Once the task is completed, the group usually disbands.
• Interest Groups: Members join these groups based on common interests or goals, such as professional development or social causes. They can exist within or outside the organization.
• Cross-functional Groups: These groups bring together employees from different departments or areas of expertise to work on a specific project or problem, promoting collaboration and diverse perspectives.
• Self-managed Teams: These are groups of employees who manage themselves without direct supervision. They take on responsibilities for planning and executing their work.
• Virtual Teams: These groups communicate and collaborate online rather than in person, often using technology to connect. They can include members from different locations.

Group formation Stage

1. Forming: In this initial stage, members come together and get to know each other. They may be polite and cautious as they establish relationships. The group's purpose and goals are discussed, but not everyone is clear about their roles yet.
2. Storming: As members start to interact more, conflicts and differences in opinions may arise. This stage involves some tension as people express their ideas and challenge each other. The group needs to address these conflicts to move forward.
3. Norming: In this stage, the group begins to resolve conflicts and establish norms (rules for behavior). Members start to work more cohesively, developing trust and collaboration. Roles become clearer, and the group becomes more organized.
4. Performing: At this stage, the group is functioning effectively. Members work together toward common goals, using their strengths and skills to achieve tasks. Communication is open, and the group is productive.
5. Adjourning: This final stage occurs when the group's task is completed, and they disband. Members may reflect on their experiences and accomplishments, celebrate their successes, and discuss what they learned.

In short, group formation involves five stages: forming (getting to know each other), storming (facing conflicts), norming (establishing norms), performing (working effectively), and adjourning (disbanding after achieving goal)

Interpersonal behavior 

Interpersonal behavior refers to how people interact and communicate with each other at work. It includes:

• Communication: Sharing ideas and feedback to prevent misunderstandings.
• Collaboration: Working together to achieve common goals.
• Conflict Resolution: Handling disagreements effectively through discussion.
• Empathy: Understanding and being sensitive to others’ feelings.
• Respect: Treating colleagues with professionalism to foster a positive environment.

Types of Interpersonal Behaviour

• Assertive Behavior: This involves expressing one’s opinions, needs, and feelings openly and honestly while respecting others. Assertive individuals communicate clearly and stand up for themselves without being aggressive.
• Aggressive Behavior: This type involves expressing one’s thoughts and feelings in a way that violates the rights of others. Aggressive individuals may use harsh language, intimidation, or hostile actions, which can create a toxic work environment.
• Passive Behavior: Passive individuals tend to avoid expressing their thoughts and feelings, often yielding to others. They may feel unheard or unappreciated, leading to frustration and resentment.
• Passive-Aggressive Behavior: This is a combination of passive and aggressive behaviors. Individuals may express their anger or frustration indirectly through sarcasm, procrastination, or stubbornness rather than addressing issues openly.
• Collaborative Behavior: This involves working together cooperatively with others to solve problems or achieve goals. Collaborative individuals value input from all members and focus on building consensus.
• Empathetic Behavior: This type emphasizes understanding and responding to the feelings of others. Empathetic individuals actively listen and provide support, creating a caring and respectful workplace.
• Conflict Management Behavior: This refers to how individuals handle disagreements. Some may confront issues directly, while others might avoid conflict or seek mediation to resolve disputes.
• Networking Behavior: Building relationships with others in the organization is essential for sharing information, resources, and opportunities. Networking behavior includes reaching out to colleagues across departments.

Johari Window

The Johari Window is a psychological tool that helps individuals understand their self-awareness and improve communication within groups. Developed by Joseph Luft and Harry Ingham in 1955, it consists of a grid divided into four quadrants. Each quadrant represents different aspects of self-awareness and how we relate to others. 

The Four Quadrants of the Johari Window

1. Open Area (Arena) : This part includes information about yourself that both you and others know. It includes your skills, behaviors, and experiences that are openly shared. Example: Your name, job title, and skills you openly discuss with colleagues.
2. Blind Area: This area contains information that others know about you, but you are unaware of. It represents feedback and perceptions from others. Example: A habit that annoys others, but you don’t realize it.
3. Hidden Area (Façade): This section includes information that you know about yourself but keep hidden from others, such as personal feelings or secrets. Example: Your fears or concerns that you choose not to share with colleagues.
4. Unknown Area: This quadrant contains information that neither you nor others are aware of. It can include untapped potential or subconscious feelings. Example: Skills or talents you haven’t discovered yet.

Purpose and Benefits

• Self-Awareness: The Johari Window encourages individuals to explore and expand their open areas by seeking feedback and sharing more about themselves.
• Communication Improvement: It helps identify how effectively people communicate and interact with each other.
• Team Building: In group settings, it fosters trust and understanding among team members, enhancing collaboration.

In short, the Johari Window is a useful tool for increasing self-awareness and improving interpersonal relationships by understanding what is known and unknown about oneself and how this affects communication with others.

The Johari Window in an organization serves to enhance communication, self-awareness, and teamwork. Here are its key applications:

• Self-Awareness: Employees gain insights into their strengths and weaknesses through feedback, expanding the Open Area.
• Communication Improvement: Sharing information reduces the Hidden Area and promotes clearer communication.
• Trust Building: Openly sharing experiences fosters trust and strengthens relationships among team members.
• Team Development: Used in team-building activities, it helps members understand each other better for improved collaboration.
• Conflict Resolution: Encourages sharing perspectives, reducing tension, and promoting effective problem-solving.
• Leadership Development: Helps leaders reflect on their behaviors and improve their emotional intelligence.

In short, the Johari Window is a valuable tool for creating a more open, collaborative, and effective work environment.