Individual Behaviour

Individual behavior offers justifications for why people act the way they do. People make up an organization as distinct members. They do a variety of jobs. They vary from person to person. Due to the complexity of human behavior and the individual differences among all members of a group, it can be difficult to match tasks, managers, and subordinates effectively. In a neutral circumstance, a manager would or should first study the task, then identify the necessary talents, and then then put together a team whose skills complement one another, resulting in an enlivening and conflict-free team. Every manager in the real world has to make use of the resources that are already in place to complete a task, and they must be able to recognize the variations in individual behaviors and make the most use of them to boost synergy. Consequently, it is crucial to comprehend the fundamentals of human cognition in order to comprehend individual behavior and personalities.

Integrated human behavior

An abstract representation of human behavior that primarily emphasizes and describes the process that results in individual differences is known as the integrated human behavior model. Following the definition

“Cognition is the thought process in humans that describes how the information we constantly acquire is transformed, stored and used as knowledge in future decision making”

As a result, it encompasses a considerably wider variety of mental activities, such as language, visual imagery, decision-making, problem-solving, etc. The brain receives input from the senses, which is immediately stored in our sensory memory, which is in huge form but only retains the information for a brief period of time. In order to produce a perception of the stimuli and abstract relevant information from the sensory memory, the observation process constantly attempts to match the data in the sensory memory with the prior knowledge. The brain's working memory, which also stores some of the associated information from the long-term memory, receives this abstracted information and passes it on. The short-term memory is only used up until the response to the stimulus and has a little greater latency than the sensory memory. The long-term memory has a huge capacity and is always the main repository of information.

The triggers call for action. The first input to the mind's analytical process is made up of the stimuli that are perceived along with a collection of connected and abstracted experiences. The emotional and intellectual components, which in turn depend on a person's values and beliefs, also have an impact on this input. The desired result and the necessary time to respond to the stimulus are the two crucial elements. In order to meet and satisfy these fundamental restrictions, a vast array of cognitive processes that act sequentially or concurrently and in complicated permutations are at the core of the analytical mind. The end result of this entire cognitive process is an individual's behavior, which is observed as a response to environmental stimuli. Thoughts are an individual's internal processes, whereas conduct can be seen. In the end, the action that was produced is fed back into the memory; it modifies the preexisting perceptual information, plants a new one, or is simply unresponsive to the stimulus.

Fig: Integrated human behavior model

Dimensions of cognitive psychology

The robustness and nature of the process itself serve to define the cognition. At the highest level of abstraction, thinking can be classified as either emotional or rational, and the stability of the thinking determines how robust it is.

• Rational thinking
  A reaction based on logical reasoning is referred to as rational thinking. It incorporates some kind of mathematical or statistical understanding where the validity of the procedure is Hugh implicitly proved. Finding the cause or explanation for an observed behavior is one of the reasoning processes known as attribution.
• Emotional thinking
  Thinking emotionally refers to how one feels about the thing in issue. Emotions neurologically bypass other cognitive thought processes on their route to the limbic reaction. When faced with imperfect and ambiguous sensory data, emotional thinking might be seen as the most basic response. Although there are optional and alternate rational explanations, emotions nevertheless have a significant impact on decision-making and other cognitive processes. Since emotions are founded on a person's beliefs and values, they do bootstrap into previous emotional responses.

Organizational behaviour at individual level focuses on understanding and managing individual behaviour. It studies.

• How psychological elements affect a person's behavior and ability to succeed at work. Needs, goals, motives, values, beliefs, motivation, perception, personality, and job satisfaction can all be considered as factors.
• Individual employee responses to organizational rules, practices, and procedures.

Assumptions about Nature of Individual

Individual behavior is based on the following fundamental notions of what an individual is:

• Individual differences: Every person is unique.
• Selective perception: Everybody sees, organizes, and interprets the world differently.
• A whole person: A person is a functioning unit.
• Behavior that is motivated: Individual behavior is driven.
• a desire for involvement: People want to be involved.
• Value of the person: Each person deserves to be treated with decency and respect.

Determinants of Individual Behaviour

Individual behavior offers justifications for why people act the way they do. People make up an organization as distinct members. They do a variety of jobs. They vary from person to person. The following are the factors that affect each person's behavior:

• Needs are the foundation of every individual's behavior.
• Motivations: Motivations are urgent requirements.
• Objectives: Every action taken by a person has an objective.
• Values are fundamental beliefs about what is proper, admirable, or desirable.
• Beliefs: These are thoughts that describe something.
• Attitudes: These are evaluations of things, people, and events.
• Perception: It offers an individual's surroundings context.
• Personality is the culmination of a person's responses and interactions.
• Motivation is the level, course, and perseverance of your efforts.

Reference

AGRAWAL, DR. GOVIND RAM. Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.