A work organization can be defined as a socially designed unit, or collectivity, which engages in activities to accomplish a goal or set of objectives,

has an identifiable boundary, and is linked to the external society. Work organizations are absolutely different from other social entities, which include families, clans, tribes, etc (John Bratton, Work and organization Behavior, 2007, pg5). Organizational behavior encompasses the systematic study and careful application of knowledge about how people act within organizations. (Wikipedia, October 2010) We need to understand 3 key areas while studying OB (Organization Behavior); they are Personality, Motivation and Leadership. Personality is the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individuals distinctive method of relating to the environment (Kagan and Havemann, 1976) or the dynamic organization within the individual of those psychophysical systems that determine his characteristic behaviour and thought (Allport, 1964).Personality is explained by various theorists like Jung, Hans Eyesenck, Costa and McRae. Jung has introduced 4 concepts, which are sensation thinking, which includes Practical, down to earth, impersonal, interested in facts, wants order, precision, no ambiguity, values efficiency and clear lines of authority. The next concept is intuition thinking which includes Conceptual and inventive, sees future possibilities through analysis, comfortable with charts and graphs, generates new ideas and change, creates enthusiasm. Then comes sensation feeling which includes Gregarious, sociable, interested in people, dislikes ambiguity, likes to establish settings in which people support each other, no time for reflection.The last concept is intuition Feeling which includes Creative, values imagination and warmth, enthusiastic, has big goals, dislikes rules, likes flexibility and open communication, persistent and committed. Hans Eysenck having been influenced by Jung has developed 2 concepts Introversion & Extroversion. Both have seven traits. Extrovert is created by impulsiveness; risk-taking; sociability; practicality; irresponsibility; activity; and expressiveness. Introvert is created by carefulness; responsibility; control; reflectiveness; unsociability; inhibition; and inactivity. Costa & McRae introduced the Big Five model is a comprehensive, empirical, data-driven research finding. Identifying the traits and structure of human personality has been one of the most fundamental goals in all of psychology. The five broad factors were discovered and defined by several independent sets of researchers (Digman, 1990). These researchers began by studying known personality traits and then factor-analyzing hundreds of measures of these traits (in self-report and questionnaire data, peer ratings, and objective measures from experimental settings) in order to find the underlying factors of personality. The Big five model is represented by the handy acronym OCEAN or CANOE (depending upon the configuration of words). The big five theory has been summarized in the next paragraph. Openness a general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience, distinguishes imaginative people from down-to-earth, conventional people. People who are open to experience are intellectually curious, appreciative of art, and sensitive to beauty. They tend to be, compared to closed people, more creative and more aware of their feelings. They are more likely to hold unconventional beliefs.

Conscientiousness is a tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior. Extraversion is characterized by Energy, positive emotions, surgency, and the tendency to seek stimulation in the company of others. Agreeableness is a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. Neuroticism is a tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Motivation and personality come together with three different classifications of needs. The first one is achievement. This is where the individual has this need to drive forward and succeed.(David McClelland) Motivating someone like this is usually quite simple, as they tend to have motivational skills. This kind of person is constantly challenging themselves, and to get them to do more is usually easy enough to do, often just by setting a simple task that requires some skill to accomplish. We define motivation as the set of processes that arouse, direct, and maintain human behavior toward attaining some goal. (Barron et al., 2008, p248). Several theorists, including Abraham Maslow, Frederick Herzberg, David McClelland, and Clayton Alderfer, have provided theories to help explain needs as a source of motivation. Abraham Maslow defined need as a physiological or psychological deficiency that a person feels the compulsion to satisfy. This need can create tensions that can influence a person's work attitudes and behaviors. Maslow formed a theory based on his definition of need that proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order. His premise is that only an unsatisfied need can influence behavior; a satisfied need is not a motivator. Maslow's theory is based on two principles, i.e. deficit principle, which states that a satisfied need no longer motivates behavior because people act to satisfy deprived needs, and progression principle, which states the five needs he identified exist in a hierarchy, which means that a need at any level only comes into play after a lower-level need has been satisfied. In his theory, Maslow identified five levels of human needs as illustrated in the following pyramid:-

Although research has not verified the strict deficit and progression principles of Maslow's theory, his ideas can help managers understand and satisfy the needs of employees. Frederick Herzberg offers another framework for understanding the motivational implications of work environments. Hersbergs theory is illustrated in the following diagram:-

In his two-factor theory, Herzberg identifies two sets of factors that impact motivation in the workplace, they are Hygiene factors which include salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing. Something as simple as adding music to the office place or implementing a no-smoking policy can make people less dissatisfied with these aspects of their work. However, these improvements in hygiene factors do not necessarily increase satisfaction. Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation. For example, managers can find

out what people really do in their jobs and make improvements, thus increasing job satisfaction and performance. Following Herzberg's two-factor theory, managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs. Clayton Alderfer's ERG (Existence, Relatedness, and Growth) theory is built upon Maslow's hierarchy of needs theory. To begin his theory, Alderfer collapses Maslow's five levels of needs into three categories. They are Existence needs are desires for physiological and material well-being. (In terms of Maslow's model, existence needs include physiological and safety needs) Relatedness needs are desires for satisfying interpersonal relationships. (In terms of Maslow's model, relatedness correspondence to social needs) Growth needs are desires for continued psychological growth and development. (In terms of Maslow's model, growth needs include esteem and self-realization needs) The following diagram illustrates Alderfers theory:-

This approach proposes that unsatisfied needs motivate behavior, and that as lower level needs are satisfied, they become less important. Higher level needs, though, become more important as they are satisfied, and if these needs are not met, a person may move down the hierarchy, which Alderfer calls the frustration-regression principle. What he means by this term is that an already satisfied lower level need can become reactivated and influence behavior when a higher level need cannot be satisfied. As a result, managers should provide opportunities for workers to capitalize on the importance of higher level needs. David McClelland's acquired needs theory recognizes that everyone prioritizes needs differently. He also believes that individuals are not born with these needs, but that they are actually learned through life experiences. McClelland identifies three specific needs, like need for achievement which is the drive to excel, need for power which is the desire to cause others to behave in a way that they would not have behaved otherwise and need for affiliation which is the desire for friendly, close interpersonal relationships and conflict avoidance.

McClelland associates each need with a distinct set of work preferences, and managers can help tailor the environment to meet these needs. High achievers differentiate themselves from others by their desires to do things better. These individuals are strongly motivated by job situations with personal responsibility, feedback, and an intermediate degree of risk. In addition, high achievers often exhibit behaviors like seeking personal responsibility for finding solutions to problems, wanting rapid feedback on their performances so that they can tell easily whether they are improving or not, setting moderately challenging goals and perform best when they perceive their probability of success as 50-50. An individual with a high need of power is likely to follow a path of continued promotion over time. Individuals with a high need of power often demonstrate behaviors such as enjoy being in charge, wanting to influence others, preferring to be placed into competitive and status-oriented situations, tending to be more concerned with prestige and gaining influence over others than with effective performance. People with the need for affiliation seek companionship, social approval, and satisfying interpersonal relationships. Some such behaviors are taking a special interest in work that provides companionship and social approval, striving for friendship, referring cooperative situations rather than competitive ones, desiring relationships involving a high degree of mutual understanding, may not make the best managers because their desire for social approval and friendship may complicate managerial decision making. Interestingly enough, a high need to achieve does not necessarily lead to being a good manager, especially in large organizations. People with high achievement needs are usually interested in how well they do personally and not in influencing others to do well. On the other hand, the best managers are high in their needs for power and low in their needs for affiliation. However, Leadership plays a very important role in motivation. Leadership has been explained below. Leadership can be defined "organizing a group of people to achieve a common goal." The leader may have formal or informal authority. According to Arieu, A., a leader as "a person capable of inspiring and associate others with a dream." It is therefore important that organizations have a mission high transcendent, since it is a powerful way to strengthen the leadership of its directors. "Effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals." (Ogbonnia, 2007). In an organization, it is really important to have an effective leader.

All organizational leaders have a strong influence or effect on where paid work is performed, how it is performed, how people are managed, how people experience their work and how managers and coworkers interact and respond to each other. Bankruptcy was declared by Enron, the seventh largest company in the United States in 2001 only due to poor leadership. Although leadership has been studied in great depths, we continue to get confused about the qualities which are to be produced by an effective leader. While some say it is his/ her charisma, others say it is their vision. During the last century, systematic research has also been driven by two world wars. In 1990 over 7000 entries on leadership were cited, and between January 1990 and January 2002 more than 11,000 articles were published in English-language management journals. (Bratton et al., 2007, p132). Even after all this research, ten different people will have ten different answers about what leadership is all about. However, the theories proposed by various psychologists, scientists and the likes do help narrow it down a bit. The Trait Theory is probably the first academic theory of leadership. It describes the type of behavior and personality shown by an effective leader. This theory was also termed as The Great-Man theory and its main objective was to look for superior qualities in people that differentiated them from the so-called non-leaders. A distinctive quality about this theory was that it always looked for these innate qualities in men rather than women hence coined the great-man theory rather than the great-person theory. (Bratton et al., 2007). According to a research by Stogdill in 1974, people possessing characteristics such as stamina, fluency in speech, social status, self-confidence, integrity, intelligence among others turned out to be better leaders. He observed that individually, these traits held little or no importance in the leadership qualities of an individual but it was a certain pattern of traits that led to them becoming effective and successful leaders. (Bratton et al. 2007). Thirty-five years down the line and the Trait theory still exists. In the recent past, the interest in the trait theory and the way it helps choose effective leaders has considerably risen. Whilst the Trait-theory might seem like a very effective way to choose our future leaders, it too has its down side. If leaders were to be chosen on the basis of the Trait theory, those people would display a very low need for social affiliation. This is simply because for them, the primary concern would be to complete the task at hand rather than to form relationships and please people. Something the Trait theory did not observe is that for an effective leader it is very important to have followers and that can only happen when he/ she has good relationships with everyone around him. Another down side is that different cultures and religions view different traits differently. While in one culture/ religion aggressiveness might be seen as a positive trait, the same trait might be seen as a negative one in a culture/ religion like, say, Hinduism, one that encourages peace and spiritualism. Contingency leadership theories are based on the ideas that leaders will have to adjust their particular style of leadership according to the situation, the context, and the followers among other factors. These theories also assume that a certain set of traits will work better in a certain situation than others. According to this theory, leaders have to be willing to adapt to the situation and change their styles which make these theories a relatively effective way to choose good leaders. Least Preferred Co-worker theory, Path-goal theory and situational leadership model are good example of these contingency theories. As mentioned in the above theory, maintaining relationships with co-workers is a very important part of leadership. According to Fred Fiedler, leaders are either task-oriented or relationship-oriented and once a

leader assumes a particular orientation, he/ she cannot change it. (Bratton et al., 2007, p143). A task oriented leader will be focused towards completing the task at hand whereas a relationship oriented leader will mainly be looking to develop good relationships with everyone around him/ her. An interesting technique introduced by Fred Fiedler is the Least Preferred Co-worker (LPC) scale. In this technique leaders are basically required to describe their LPC with adjectives, skills etc. Those who described their LPC in positive terms such as pleasant, efficient etc. were found to be relationship oriented leaders whereas those describing their LPC with negative terms such as unpleasant, inefficient etc. were found to be task oriented leaders. According to his theory, there are mainly three aspects to a leaders situation: task structure, position power and leader member relations. (Bratton et al., 2007, p143). The task structure refers to the number of rules and regulations, and procedures and their understanding. The position power refers to the authority the leader holds over his/ her sub-ordinates to reward or punish them. The leader member relations refer to the kind of relations a leader maintains with his/ her followers. When studied closely, not a lot of studies have supported this theory in practicality. Another criticism surrounds the models validity: that is, the LPC scale may not truly measure leadership style. (Bratton et al., 2007, p144). The second of the contingency theories is the Path-goal theory. This theory was introduced by Robert House and derives from the Vrooms Expectancy Theory of motivation. The expectancy theory showed the relations between effort and performance, and performance and outcome. The main job of the leader in this theory is to make the journey to the goal as easy as possible for his/ her followers. House suggested four leader behavioral styles: Directive, Supportive, Participative and Achievement oriented. The directive style is used when the leader is to dictate his expectations, levels of performance and hand out tasks. The supportive style is used when the leader shows his support towards the followers and ensures that his/ her followers have faith in him/ her. The participative style is used when the leader wants to give a higher level of autonomy to his/ her co-workers and involves them more in the decision making process. The achievement oriented style is used when the leader sets challenging goals for his co-workers possibly to achieve a higher level of performance and show a good amount of confidence in his co-workers. Each of these styles is used in different situations by the leader to help his/ her followers achieve their goals. The only down side in applying this theory is that even after extensive research, the entire path goal theory has yet not been tested. The third and final of the contingency theories is the situational leadership theory. Introduced by Paul Hersey and Kenneth Blanchard, it suggests that the leaders behavior should alter as per the maturity level of their followers. A common fact observed amongst all three contingency theories is the fact that they all believe that there are mainly two types of leaders: task oriented and relationship oriented which is something observed in this theory as well. There are mainly four levels of maturity among followers: able and willing, able but unwilling, unable but willing and lastly unable and unwilling. (Bratton et al., 2007, p147). In the first level of maturity, the followers are at the highest level of maturity and the leaders can ease up and show a low level for concern in both relationships and tasks because these people accept responsibility quite easily. As we move on downward to the second level, the next most mature followers, a great deal of participation is required from the leader showing a high level of concern for relationships but a lower concern for tasks. Moving on to the third level of maturity, the leader should explain his/ her decisions and

provide opportunities. A high level of concern in both the relationships and tasks is required. As we go to the last level of maturity, these are the followers for which both a high level of concern in tasks and relationships is required with close supervision. A low level of autonomy should be provided and there should be little room for consideration. Again this theory has never been fully tested and hence there is no validity or reliability in the theory. Also if the working conditions for the last level of followers are made too restricted, it might lower the motivation level of the followers and change their outlook towards the leader. While it not might be noticed in our day to day life, studies have found that in groups men talk more frequently, interrupt others and express anger more than women. (Bratton et al., 2007). As a result it is often seen that male leaders dominate the society in comparison to female leaders. Even after going through all these theories about leadership in our attempt to understand this vast topic, one might wonder whether leadership is really important, whether we really need so many leaders. One study found that forty-four percent of the profitability of the organizations studied was accounted for by changing the leader, while another study found that leadership is critical to mobilizing change in an organization. (Bratton et al., 2007, p150). Going back to the collapse of Enron in 2001 it is clearly evident how important leadership is in our daily life. So far, this essay has focused on three crucial aspects of organizational behavior. They are closely related. A leader will always be motivated to work towards the organizational goals and form relationships. No extrinsic or intrinsic factor of motivation will be required as being a leader is in itself enough motivation for them. From this essay I conclude that leadership and motivation are extremely important in organizations to achieve goals effectively and efficiently.

REFERENCES Motivational theories available from:http://www.cliffsnotes.com/study_guide/Motivation-Theories-Behavior.topicArticleId-8944,articleId8909.html Baron, Robert A., and Greenberg, Jerald. Behavior in organizations 9th edition. Pearson Education Inc., New Jersey: 2008. p.248 Bratton .J, et al. Work and Organizational Behavior. Palgrave Macmillan, New York: 2007. Personality:Bratton .J, et al. Work and Organizational Behavior. Palgrave Macmillan, New York: 2007. H. Clay Trumbull Individual work for individuals: A record for Personal Experiences and convictions. Robert Hogan Personality and the fate of Organizations Duane P. Schultz, Sydney Ellen Schultz Theories of Personalities Leadership:Peter G. (Guy) Northouse, Peter G. Northouse Leadership, Theory and Practice Bratton .J, et al. Work and Organizational Behavior. Palgrave Macmillan, New York: 2007. Shashanks last years coursework, UBS 12 ERGs theory image available at envisionsoftware.com Herzbergs two factor theory image available at freeoshasafetytraining.com Maslows pyramid image available at ruralhealth.utas.edu.au James R. Beck, Ocean theory, http://www.psychoheresy-aware.org/beck&ph102.html