TABLE OF CONTENTS

TABLE OF CONTENTS...............................................................................................1 HUMAN BEHAVIOUR IN ORGANIZATION............................................................1 PERSONALITY.............................................................................................................5 PERCEPTION................................................................................................................9 MOTIVATION............................................................................................................11 TRANSACTIONAL ANALYSIS................................................................................14 TEAMS AND GROUP DYNAMICS..........................................................................17 CONFLICT AND NEGOTIATION............................................................................18 POWER AND POLITICS............................................................................................22 LEADERSHIP THEORY / STYLES..........................................................................23 ORGANIZATIONAL STRUCTURE..........................................................................24

HUMAN BEHAVIOUR IN ORGANIZATION INTRODUCTION

Material, Manpower, Money and Machinery are the 4Ms of Management. On 1 st May 1886, workers from Chicago protested for their rights. They demanded an 8-hours work day, etc.

In 1912, the International Labor Organization was formed in an attempt to give workers their rights. General Electric Company, Chicago, manufactured equipments for Bell Telephone System. 30,000 workers were working in this company when the experiment started. Although the company gave its workers a number of benefits and facilities but the workers were dissatisfied and discontented. In order to study the reasons for the workers dissatisfaction and discontentment the Hawthorne Experiment was conducted by a psychologist, Elton Mayo in 1924. Several experiments were conducted to find out the causes/reasons: Illumination Experiment: the workers were divided in two groups and had to work in separate workshops. In the first workshop the illumination was kept constant and in the second workshop the illumination was increased. However, the output of the workers in the second group did not increase; but the workers of the first group with constant illumination gave a higher output. This showed that there was some factor operating in the workshop that was more responsible for the productivity. Factors that affected the productivity were: 1. Small room size- the workers had a fixed room for themselves. 2. Small team size- there are better relationships, better sharing within the group, etc. 3. Close supervision- the workers are in direct contact with the supervisor. 4. Recognition- higher authorities coming to see your work, etc. 5. Novelty of situation- something different at work.

Organization

Org. Culture, Org. Development, Org. Change

Group

Leadership, Teams, Group Dynamics

Individual
Perception Personality Motivation

ORGANIZATIONAL BEHAVIOUR: Organizational Behaviour is a systematic study of the actions and attitudes that people exhibit within organization. SALIENT FEATURES OF ORGANIZATIONAL BEHAVOUR: A. DYNAMIC: It is very difficult to predict what employees will think and how they will react. B. COMPOSITE BEHAVIOUR: Several people with their own attitudes, perceptions and personality make up the organization. C. Closely related to the structure of the organization. D. Organizational Behaviour is affected by the standard of living and by the technology. ONE EIGHTH PRINCIPLE JEFF PFEFFER: It suggests that half of the managers in an organization believe that people are at their competitive advantage. Only half of those actually will do something.

E.g.: 360 0 appraisals, incentive plans, employee welfare etc & only half of those will continue doing that. * * = 1/8. Our attitudes reflect how we feel about something. These statements can be favorable or unfavorable concerning people, objects or events. Job satisfaction refers to individuals general attitude towards his / her job.

PERSONALITY An individuals personality is the combination of psychological traits that are used to classify a person. The Myers Briggs Type Indicator (MBTI) is used to classify personalities. It is a 100 question test that asks people, how they feel or act in particular situation. On the basis of their answers, they are classified as: A. E xtroverted or I ntroverted (E/I) B. S ensing or i N tuitive (S/N) C. T hinking or F eeling (T/F) D. P erceiving or J udging (P/J) These classifications are then combined into 16 personality types. E.g.: A. INTJ is visionary: They have original ideas & a great drive for their own ideas. These people are therefore sometimes seen as critical, independent, determined and often stubborn. B. ESTJ: These people are organizers. They are practical, realistic and have natural head for business. They like to organize and run activities. C. ENTP: This is a conceptualizer. The person is quick, creative and good at many things. They are very resourceful in solving complex challenges but neglect routine work. However MBTI is not used across the world, because of the cost and need for trained interpreters. Instead we use Big Five model. The factors here are:

A. EXTROVERSION: Ones ability to form comfort level in relationships. Extroverts tend to be sociable, assertive and gregarious (being in a group). Extroverts usually tend to experience positive emotions and moods. They feel good about oneself and other people around them. However introverts tend to be reserved, timid and quiet. They are more likely to have less positive outlook. B. AGREABLENESS: Ones ability to work with others. Highly agreeable people are warm, co operative and trusting. They are likable, affectionate and care about others. Low agreeableness is seen in people, who are cold, disagreeable and antagonistic. They may be distrustful, unsympathetic, uncooperative and antagonistic C. CONSCIENTIOUSNESS: A measure of reliability. It is a tendency to be careful, scrupulous, and persevering. A highly conscientious person is responsible, focused, dependable and persistent. They tend to be more organized and selfdisciplined. Those who are low on conscientiousness are unreliable, easily distracted and irresponsible. They lack direction and self-discipline. D. EMOTIONAL STABILITY: A persons ability to cope with stress. It is a tendency to experience negative emotions and moods, feel distressed, and are critical of one and others. Highly stable people are calm, confident and secure. They do not experience many negative emotions and moods. They are optimistic and are not evaluating themselves and others. Those with negative scores are nervous, anxious and insecure. They may often feel angry and dissatisfied and complain about their own and others lack of progress

E. OPENNESS TO EXPERIENCE: A persons willingness to try new things. Extremely open people are creative, curious and artistically sensitive. They tend to have broad interests and are more original, innovative in planning and decision making. They often take risk. Those who are low on this point are conventional and find comfort in the familiar. They may be less prone to taking risks and be more conservative in their planning and decision making. TYPE A and TYPE B TYPE A Type A people are always in a hurry and have a constant urge to achieve more in less time. They are impatient, create a life of deadlines and cannot cope with leisure time. These people are curious and ambitious. They are very impulsive. They emphasize quantity over quality. Type A people would often work on multiple things simultaneously. These people are more willing to take the initiative or responsibility to do anything new. As managers, they will work long hours and often make poor decisions, as they make them too fast. They are not willing to spend time finding new solutions for new problems. Type A people may have high performance in sales jobs, as compared to senior executive positions. TYPE B Type B people will do things at their own pace. They are seen as lazy and laid back by Type A people. They will not be willing to move out of their comfort zone. They will wait to finish something till the last date.

Type B people are more like to make good decisions.

PERCEPTION Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Research consistently demonstrates that different individuals may look at the same thing, yet perceive it differently. The fact is that none of us sees reality. We interpret what we see and call it reality. FACTORS INFLUENCING PERCEPTION: A number of factors operate to shape and sometimes distort perception. These factors can be in the perceiver, in the object being perceived or in the context of the situation being perceived. When an individual looks at the target and attempts to interpret what he/she sees, that interpretation is heavily influenced by the personal characteristics of the individual perceiver, including attitudes, personality, motives, interests, past experiences and expectations. The characteristic of the target being perceived affects what is perceived. The context in which we see objects or events is also important. The time, location, light and any other environmental factor affect our perception. Our perceptions of people differ from our perceptions of inanimate objects. e.g.: buildings, offices etc. When we make judgments about the behaviour of other people, we tend to underestimate the influence of an external factors while overestimating the influence of internal or personal factors. This is called the Fundamental Attribution Error . It explains why a sales manager will link the poor performance of his sales force to their laziness, rather than to the innovative products of the competitors. On the other hand, individuals tend to attribute their own success to their internal factors, such as ability or effort, but blaming external factors like luck for failure.

Shortcuts to Perceptions (Judging others) 1. Assumed similarity- if a manager is hardworking one would assume that his/her subordinates are also hardworking and therefore expect a promotion. 2. Stereotyping- judging someone on the basis of ones perception of the group to which that person belongs. 3. Halo effect- drawing a general impression about an individual on the basis of a single characteristic. 4. Primacy effect- what one sees first affects how one relates with others. 5. Recency effect- what one has seen recently has affected the perception. 6. Fundamental Attribution Error- if things are going well then one is taking the credit for it but if the things are not coming in a particular manner than one would blame someone else. 7. Selectivity- people selectively interpret what they see on the basis of their interest, background, experience and attitudes.

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MOTIVATION Motivation is willingness to do something and is conditioned by the need that will be satisfied by that action. It is the willingness to exert a persistent and high level of effort towards organizational goals. MASLOWS THEORY OF HIERARCHY OF NEEDS: Maslow said that every individual has a hierarchy of needs.

Self Actualization

Esteem Social

Promotion

Belonging Insurance / Pension / Gratuity Salary

Security / Safety Physiological

A. Physiological Needs: Physiological needs are the most basic human physical needs. These include food, clothing, shelter, recreation and other bodily needs. Companies will try to meet this need by giving a salary and offering subsidized housing, canteen facilities, uniforms, transportation etc. B. Safety or Security Needs: These needs ensure the continuation of the fulfillment of the basic needs. It ensures a safe and secure physical and emotional environment.

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Companies offer group insurance, family mediclaim, pension, gratuity, health insurance, etc. C. Social Needs: Social need fulfills ones desire to be accepted by ones colleagues. These include affection, friendship, acceptance and sense of belonging. Companies try to fulfill this through parties, picnics, social gatherings etc. D. Esteem Needs: Esteem need include positive self-image, self-respect, status, recognition, attention and power. Companies meet this need by giving promotions, offering foreign trips, sending employees as official representatives to events and conferences. E. Self Actualization: The drive to become what one is capable of becoming. i.e.: Achieving ones potential and self fulfillment. Companies try to fulfill this need by providing an employee with the opportunity for personal growth, realization of potential. According to Maslow, the needs are satisfied one level at a time. We move from lower order needs i.e. physiological and safety to the higher order needs i.e. social, esteem and self actualization. ALDERFERS ERG THEORY: It was a modification of Maslows Theory. According to him, Existence corresponds to Physiological and safety needs (the needs for physical wellbeing), Relatedness corresponds to esteem and social needs (the need for satisfactory relationships with others), and Growth needs corresponds to Self Actualization (human potential, personal growth, and increased competence). According to Alderfer, more than one need can be achieved at the same time.

Existence

Relatedness

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. McGREGORs THEORY X & THORY Y: Under Theory X according to McGregor, Manager would view people: A. People are basically lazy and dislike their work. B. The only thing that motivates them is money. C. Employees will avoid responsibility as much as possible. D. People have very little ambition and value job security the most. Under Theory Y managers will assume following: A. Employees see their work as natural as play. B. They need to be directed to achieve their goals. C. They are not just motivated by money, but also look for recognition. D. They are able to take responsibility and find creative ways to perform their tasks. The Theory X assumes that the lower order needs motivate individuals, while Theory Y assumes that people are motivated by the higher order needs. The Theory Y manager will introduce participation and decision making, offer responsible and challenging jobs, and good group relations will motivate employees. McCLELLANDs NEED ACHIEVEMENT THEORY: It proposed 3 major needs in the workplace: A. The need for achievement i.e. Drive to excel, to strive to succeed and to achieve, relative to a set of standards. B. The need for power i.e. to make others behave as you want them. C. The need for affiliation. i.e.: The need for close and friendly interpersonal relationships. High achievers will try to do things better than others. They will take responsibility for finding solutions to problems and look for challenging situations, irrespective of success or failure.

Growth

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People who enjoy having an impact and controlling others have a high need for power. They prefer status oriented situations and will look at ways of influencing others, rather than performing effectively. Individuals with a high need of affiliation will prefer cooperative situations, rather than competitive ones, and work for relationships involving a high degree of mutual understanding. Motivation = Desire * Belief.

TRANSACTIONAL ANALYSIS A stroke is a unit of recognition of another person. Strokes can be physical and psychological. They can be either positive or negative. Physical positive strokes include a pat on a back; worm handshake etc. physical negative strokes include a slap, a push. Psychological positive strokes include appreciation; praise etc. psychological negative strokes include criticism, back biting etc. There are 3 ego states. The Parent, the Adult and the Child. These 3 ego states determined our behaviour in any situation. The parent ego state is primarily behaviour copied from our parents, teachers and elders. It can be of 2 types: A. Critical Parent: Finding fault, demanding explanations etc. B. The Nurturing Parent: State is seen in behaviour that shows concern for the other. The adult ego state is seen in behaviour that is rational and based on logic and fact.

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The child ego state is usually impulsive, fun living and includes behaviour that is picked up in our childhood. A transaction occurs when there is a response to a stimulus (stroke). Complementary Transactions occur when I get desired response. E.g.: My boss allows me to take leave before exam. Crossed Transactions occur when I do not get the expected response. E.g.: I ask for directions on the road. Ulterior Transactions imply that something is hidden behind the word used. A Game is a situation that involves 2 or more persons in which there are several complementary transactions, some crossed transactions and some ulterior transactions. HOW TO CONTROL A GAME The first step is to become aware of the game and that it has negative impact (Pay Off) on the persons involved. E.g.: The family game creates feelings of anger, distrusts and even hatred for one another. While, NIGYSOB is about looking for opportunities to get revenge. Games played from ego state become Parent Games, Adult Games and Child Games. However games prevent healthy relationships in organization. It leads to organizational politics and interpersonal conflicts. We need to control the game in order to have healthy workplace. We must train people in the area of Transactional Analysis so that they can find a suitable work environment. There needs to be give and take policy in addition to free flow of communication.

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Read: Games People Play by Dr Eric Berne

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TEAMS AND GROUP DYNAMICS TYPES OF TEAMS: The work team is a group that interacts primarily to share information and to make decisions to help increase performance within each members area of responsibility. It generates positive synergy through coordinated team effort. The individual efforts result in a level of performance that is greater than the sum of the individual inputs. The types of teams classify on the basis of their objectives: A. Problem Solving Teams: These teams were composed of 5 to 12 employees from the same department who met weekly for few hours to discuss ways of improving quality, efficiency and the work environment. They have secured ideas or offered suggestions to improve work environment. However, the employees of such teams have been given the authority to unilaterally implement their suggestions. Management retains control over the final implementation. Today, organizations used problem solving teams as a way to improve quality, speed up delivery, eliminate scrap, reduce accident rates and generally cut costs. B. Cross - Functional Teams: This team consist of employees from the same hierarchical level of the organization, but from different work areas, who come together to accomplish a task. E.g.: Toyota, Ford, GM, BMW used cross functional teams to coordinate complex projects. Cross functional teams allow people from diverse areas within the organization or even across organization to exchange information, develop new ideas, solve problems and coordinate complex projects. The early stages of development are often time consuming as people have to learn to work with diversity, to build up trust and teamwork especially among people from different backgrounds within different experience and perspectives. C. Self Managed Work Teams:

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These teams are generally composed of 1015 employees who take the responsibility of their former supervisor. Their responsibilities include determining work assignments, controlling pace of work, organizing their breaks and collective choice of inspection procedures. As a result, there is less importance given to supervisory positions and may even be eliminated. Employees in self managed work teams, usually have higher level of job satisfaction, but also show higher absenteeism and higher turnover. D. Virtual Work Teams: These are teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. People in different locations use computer technology to share information, make decisions and work on complete projects. However, team members have less direct social interaction and so hey tend to be more tasks oriented and less on social rapport. CREATING EFFECTIVE WORK TEAMS: Effective teams have certain common characteristics. The members should have freedom and autonomy, the ability to complete a task, the opportunity to utilize different skills and talents and to do work that has substantial impact on others. Teams require people with technical expertise as well as problem solving, decision making and interpersonal skills and high scores on extroverted, agreeableness, conscientiousness and emotional stability. Effective teams are neither too larger nor too small (5 12 people). The members must be committed to a common purpose, specific team goals, have adequate resources, believe in teams capability, a manageable level of conflict and minimal degree of social loafing. CONFLICT AND NEGOTIATION WHAT IS CONFLICT? : When a person A deliberately and consistently makes efforts to block the efforts of person B, we have a conflict situation. Person B experiences frustration and anger.

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Newstrom and Davis refer to conflict as any situation in which two or more parties feel themselves in opposition. Conflict is an interpersonal process that arises from disagreements over the goals to attain or the methods to be used to accomplish these goals. These disagreements between people may arise as a result of difference in: Ideas, Perspectives, Priorities, Preferences, Beliefs, Values, Goals, Organizational structures. However in the organizational context, the term conflict refers to instances in which units or individuals within an organization work against rather than with one another. Responses to conflict: A. Avoiding: This response is used when the issue is not very important. It is also done to maintain the peace. However, too much of this response can cause buildup of anger and frustration. Here one hides and ignores the conflict rather than resolving it. This creates lose-lose situation. It is appropriate to use this response when getting information is more important rather than making immediate decision. Avoiding response can also be due to time constraint. B. Accommodating: This is supposed to be a 50 50 response where both sides look for ways to adjust. However, most accommodation is usually one sided. e.g.: Going on a holiday, completing an office report etc. Here one emphasizes on human relations while resolving the conflict. In this response one tends to ignore ones own goals and let others have what they want. Resolve conflict by giving into others; unassertive and cooperative way. Creates a win-lose situation and advantage can be taken. This response may not be productive. It is appropriate to use this response when harmony and stability is valued. Maintaining the relationship overweighs any other considerations. C. Confrontation:

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It is the usual human response in which one person wins at the cost of the other. In an office environment, this may be seen in withholding information that others require, using delaying tactics, playing games etc. Concern is for goals and relationships in this response. D. Collaborating: This is the ideal response. In this response one values their goals and relations. Conflict is viewed as problems to be solved. Attempts are made to find solutions agreeable to all sides, a win-win situation. This response eliminates negative feelings but it takes a lot of time and effort. It is appropriate to use this response when maintaining relationships is important and time is not a concern. This response helps to learn and allows merging of different perspectives. NEGOTIATION: Negotiation is a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate. To improve our effectiveness at negotiating, we use following steps: A. Research your opponent: Acquire as much information as possible about his / her interests, goals and strategy. This will help you to understand his behaviour, predict his / her responses and frame solutions in terms of his interests. B. Begin with a positive gesture: Give a small concession which will lead to an agreement. C. Address the problem. Not the individual: Try to negotiate and reach the solution. Do not point out or blame people. D. Pay little attention to initial offers. E. Emphasize win win solutions.

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F. Create an open and trusting climate.

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POWER AND POLITICS POWER: Power refers to the capacity that person A has to influence the behaviour of B so that B does something that he or she would otherwise not do. Legitimate Power: In an organization, legitimate power is the result of ones designation in the formal hierarchy of an organization. It will include reward and coercive power. Coercive Power is dependent on fear. One reacts to this power with the fear of negative results that might occur if one failed to comply. e.g.: pain, force, unpleasant risks, dismissal, suspension, demotion etc. Reward Power: When I do something that produces positive benefits and the other person has the power to reward me. e.g.: money, promotion, interesting work assignments, important information, preferred work locations/shifts, favorable performance appraisals, then your ability to give that reward gives power over that individual. Expert Power: It is the influence that comes as result of expertise, special skills or knowledge. Expertise has become one of the worlds most influential sources of power. As jobs become more specialized, we are increasingly dependent on experts. e.g.: Doctors, computer specialists, lawyers etc. Referent Power: This power is a result of an individuals desirable resources or an individuals personal trait. In organizations, people want to be like the charismatic leader. It is also about using the influence of the manager to achieve ones purposes. POLITICS IS POWER IN ACTION:

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Politics is defined as those activities that are not required as part of ones formal job role, but which attain to influence the distribution of advantages and disadvantages within the organization. LEADERSHIP THEORY / STYLES TRAIT THEORY: It was presumed that a leader has certain traits and qualities, and therefore a person who wanted to be a leader, must possess those traits. Six traits commonly associated with leadership: A. Drive and Ambition. B. Desire to Lead. C. Honesty and Integrity. D. Intelligence. E. Self Confidence. F. In-depth Technical Knowledge in the Area of Responsibility. GREAT MAN THEORY: This refers to the idea that a king is a good leader and therefore his children will be good leaders. This theory has not held up, as seen in history and in modern democracies. e.g. Nehru Dynasty: Motilal NehruJawaharlal Nehru Indira GandhiRajiv GandhiRahul Gandhi. LEADERSHIP STYLES RANGE FROM AUTOCRATIC: i.e.: one who is always right and does not allow others to express their opinions. The autocratic leader gets things done without considering the impact on people. He/she is responsible for higher employee turnover and may encourage politics in the workplace. According to this type of leader there is only one way to work. These leaders are able to make decisions faster. DEMOCRATIC:

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Democratic leaders encourage all subordinates to take part in discussions. They are seen as fair and just. The employee turnover is low with such a leader. These leaders are more willing to try out new things or ways for working. Sometimes, they may take more time to arrive at decisions. Subordinates are satisfied with such a leader. LAISSEZ FAIRE: This type of leadership is actually no leadership at all. The leader here does not interact with the team and allows them to do as they like. This leader is concerned about his/her teams progress. Each subordinate can choose to do whatever they like to do. SITUATIONAL LEADERSHIP: Situational leadership is based on the fact that we must adapt ourselves to the situation. This type is also dependent on level of the followers. i.e.: based on their competence, experience etc. ORGANIZATIONAL STRUCTURE An organizational structure defines how jobs are formally divided, on the basis of 6 key elements that we need to address when we design organizational structure. The degree to which tasks are subdivided in separate Work Specialization jobs The basis on which jobs will be grouped together The reporting structures for individuals and groups. The number of individuals that a manager efficiently and effectively direct. The degree to which rules and regulations exist to direct Formalizations employees and mangers Who makes the decision? Centralization Decentralization vs. Departmentalization Chain of command can Span of control

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WORK SPECIALIZATION: Work Specialization is the degree to which tasks in the organization are subdivided into separate jobs. Division of labour increases the efficiency and the productivity because it is easier and less costly to find and train workers to do specific and repetitive tasks than to do many jobs. E.g.: McDonalds DEPARTMENTALIZATION: It can be on different basis: A. By Function: E.g.: Production, accounts, HR, IT etc. B. By Product: E.g.: Proctor & Gamble has skin care, home care, personal care etc. C. By Geography: E.g.: East, west, north, south, Asia Pacific, Middle East etc. D. By Process: Based on type of work. I.e.: Different types of processes. E. By Customer: E.g.: Insurance, corporate retail. CHAIN OF COMMAND: is the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom. Who am I responsible to? Authority refers to the right of a manger to give orders and expect those orders to be obeyed. The unity of command principle says that a person should have one and only one reporting manager to whom he is directly responsible. SPAN of CONTROL: it determines the number of levels and subordinates a manager can efficiently and effectively direct. It determines the number of levels and managers in organization. The trend today is towards larger spans of control. In order to reduce cost, cut

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overheads, increase flexibility and speed up decision meeting. A small span of control i.e.: 5 to 6 employees allow the manager to maintain close control. FORMALIZATION: is the degree to which jobs within the organization are standardized. When there is greater standardization, than the employees have less freedom to make decision. Everything has a clearly defined procedure. There are clear job descriptions and lots of rules. CENTRALIZATION: In a decentralized organization, action can be taken more quickly to solve problems. More people can give inputs and feel less alienated from decisions. TYPES OF STRUCTURES: A. Simple Structure: There is a low degree of departmentalization, wide span of control and very little formalization. It is usually a flat organization with 2 3 levels and one individual who makes the decisions. E.g.: Family business. As the size increases to more than 50 people, decision making becomes slower. B. The Bureaucracy: Highly routine operating tasks are carried out through specialization, much formalized rules and regulations, functional departments, centralized authority, narrow spans of control and decision making that follows chain of command. However, there will be some unit conflicts and excessive focus on rules. E.g.: Govt. organizations. The primary strength of the bureaucracy lies in its ability to perform standardized activities in a highly efficient manner. C. The Matrix Structure: It combines 2 forms of departmentalization. i.e.: Functional and product. Grouping the specialists allows us to solve problems and share the resources across products. However, it is difficult to coordinate their work in order to ensure they meet budget constraints and product deadlines. It

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creates dual authority lines i.e. employees have two bosses: the functional department manager and product manager. This structure creates confusion, increases power struggle and stress for individual. The advantage of such structure lies in putting like specialists together, which minimizes the number necessary, while it allows the pooling and sharing of specialized resources across products. D. Team Structure: It breaks down departmental barriers, achieving efficiency of bureaucracy, but maintaining flexibility of team. It uses teams as a central device to coordinate work activities. E. Virtual Organization: Outsourcing major business functions. Nike designs shoes and manufactures them elsewhere. Major advantage is flexibility as managers here spend most of their time coordinating external relations, usually on computer. IMPLICATION: An organization structure clarifies relationships and reduces ambiguity. However, organizations having high level of formalization and specialization, limited delegation of authority and narrow span of control give very little autonomy to employees. The organizations internal structure will explain and predict the human behaviour.

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