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8/6/2019 Motivation 6
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Motivation
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Module Coverage
Meaning and Concept; Content Theories of Motivation Two
factor theory, McGregor Theory X and
Y, Alderfer ERG Theory; Process Theories- Vrooms Expectancy
Theory, Porter-Lawler Model; Contemporary Theories- Equity Theory,
Attribution Theory; Financial and Non Financial incentives,
Job enrichment, Linking Performancewith rewards
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Meaning Of Motivation
The willingness to exert high levels ofeffort toward organizational goals,conditioned by the efforts ability to
satisfy some individual need
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The Motivation Process
/iological Psychological Deficiency( )NEED
Individual behaves in aCertain manner
( )DRIVE
Achieves a ParticularGoal
( )INCENTIVES
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Classification Of Motives
Primary motives
Hunger, thirst, sleep, sex
General Motives or stimulusmotive
Curiosity, manipulation, active andaffection
Secondary Motives Power, achievement, risk taking,
affiliation, security, status
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Content Theories ofMotivation
1.Maslows Hierarchy of Needs
2.Herzbergs Two factor theory ofMotivation
3.ERG
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2. Herzbergs theory ofMotivation
Propounded by Frederick Herzberg
Also known as Two factor theory
Study on job satisfaction ordissatisfaction
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Two factors
Hygiene Factors
Dissatisfiers
Job dissatifiers were
related to jobcontext
Hygiene factors areresponsible for
preventingdissatisfaction
It is related toMaslows lowerorder of needs
Eg.. Salary, incentives
Motivating factors
Satisfiers
Job satisfiers were
associated with jobcontent
Motivators keepemployees satisfied
Higher order of needsin Maslow'shierarchy of needs
Eg.. Challenging jobs
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Contrasting Views ofSatisfaction-Dissatisfaction
Motivators
ygiene Factors
raditional ViewSatisfactionatisfaction Dissatisfactionissatisfaction
erzberg s ViewSatisfactionatisfaction o Satisfactiono Satisfaction
o Dissatisfactiono Dissatisfaction Dissatisfactionissatisfaction
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ERG
Propounded by Clayton Alderfer
His theory is an extension ofHerzbergs and Maslows hierarchyof needs
Conducted some empirical study
Recognized the importance ofcategorizing needs
There is a clear distinction betweenlower level and higher level needs
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ERG Model of Motivation
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3 BASIC GROUP OF CORENEEDS
1.Existence Needs: These are associated with the
survival and physiological well being
of an individual2.Relatedness Needs:
These needs emphasize thesignificance of social and
interpersonal relationship3.Growth Needs:
These needs are related to apersons inner desire for personalgrowth and development
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,he Relationship between Maslow's hierarchy of Need Herzberz's Twoactor theory and Alderfer's ERG Needsaslow's ierarchy ofNeeds
erzberg's Twoactor Theory lderferr'sRG NEEDS
Self Actualizationand fulfillment MotivationalFactors
Work itselfAchievementPossibility of
growthResponsibility
Growth
Esteem and Status AdvancementRecognition StatusHygien
eFactors
Relatedness
Belonging and SocialNeeds
Relationship with,supervisors Peer
,relations Relations,with Subordinates
Quality ofSupervision
Safety and Security Company policy andadministration Job
securityExistence
Physiological Needs Working Conditions
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1. Vrooms Expectancy Theoryof Motivation
Proposed by Victor Vroom Acc to him the content theories of work
motivation did not provide an
adequate explanation for the complexprocess of work motivation Hence proposed expectancy theory of
work motivation
Three important Variables are Valence, Instrumentality and ExpectancyTherefore VIE
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Meaning of Variables
Instrumentality (I) = refers to thedegree to which a first leveloutcome would help in attaining
the desired second level outcome Instrumentality serves as input for
valence
Eg.. The desire to obtain a promotionmay motivate an individual todisplay superior performance in the
job
The superior performance is the first
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Meaning of Variables
Valence(V) = denotes the strengthof an individuals preference for aparticular outcome
Other terms used for valence areValue, Incentive, attitude andexpected utility
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Meaning of Variables
Expectancy (E) = is the probabilitythat performing a specific actionwould produce a particular first
level outcome of effort Expectancy relates to a persons
effort to the first level outcome
Instrumentality relates first leveloutcome to second level outcome
Hence motivation to perform acertain task depends on sum of VIE
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Vrooms focus
Focuses on the relationship bt anemployees efforts, performance,rewards and personal goals
Three types of relationships areidentified in Vroom's expectancytheory
1.Effort performance2.Performance reward
3.Reward personal goal
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Conti..
1.Effort Performance Relationship: Shows anindividuals perception of the probability thata specific level of performance would resultif he exerts a certain amount of effort
2.Performance reward relationship: denotesthe extent of an individuals' belief that aparticular level of performance would resultin achieving the desired outcome
3.Rewards Personal goals relationship: refers
to the degree to which an individualspersonal goals or needs are satisfied by therewards given by the organization and hisperception of the attractiveness of theserewards
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2. Porter Lawler Model
Common belief that happy worker isa productive worker
Researchers also believe that factthat employees satisfaction toodetermines the productivity
The content theories of motivation
assumes that increase in employeesatisfaction improves productivity
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Conti
Porter-lawlermodel was developed byLyman W. Porter and Edward E.
Lawler as an extension of Vrooms
expectancy theory They tried to explore the complex
relationship bt motivation,
satisfaction and performance They pointed out that efforts put in
an employee did not directly result
in performance
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Conti
The model holds that performance in anorganization is dependent on threefactors
1.An employee should have the desire toperform (must feel motivated toaccomplish the task)
2.Motivation alone cannot ensuresuccessful performance of a task. The
employee should also have theabilities and skills required tosuccessfully perform the task
3.The employee should have a clear
perception of his role in the
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Important variables
1.Effort: denotes the amount ofenergy expended by an individualto perform a specific task
2.Performance: apart frommotivation, the individualsabilities and skills determine theperformance of the person
3.Rewards: both intrinsic andextrinsic
4.Satisfaction: It results when the
actual rewardsexceed the
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Porter-Lawler MotivationModel
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1. Equity Theory
Propounded by J.Stacy Adams
Defined as the degree of equity orinequity perceived by an employee
with reference to his work situation,plays a major role in workperformance and satisfaction.
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Conti..
Equity Representedas
Inequity Representedas
erson's Outcomesessthan ther'sOutputserson's Inputs thers'sinputsOR
erson's Outcomesorethan ther'sOutputserson's Inputes ther'sinputs
erson'sOutcomes qualTo ther'sOutputserson'sInputs ther'sinputs
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Inequity as a Motivationalprocess
equity perceived by theIndividual Leads to experienced tension Desire to reduce tension Action to reduce tens
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Conti..
The important variable in equitytheory is the Referent chosen bythe employee
Referent is an object of reference orindividual with whom the employeecompares himself
The various referent comparisonsused by an employee are 1. Self-inside, 2. Self-Outside, 3. Other-
inside , 4. Other-outside
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Conti
If employees perceives inequity, hewill make the following choices
1.Change in inputs
2.Change in outputs
3.Distort perceptions of self
4.Distort perception of others
5.Choose a different referent6.Leave the field
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2. Attribution Theory
Fritz Heider is first one to initiate thetheory
Other important contributions come
from H. Kelley,
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2. Attribution Theory
Definition a theory that is concerned mainly with
cognitive processes by which an
individual interprets behaviour ascaused by certain parts of therelevant environment
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Incentives
That which moves or influences themind, or operates on the passions;
that which incites, or has a tendency
to incite, to determination oraction;
that which prompts to good or ill;
motive; spur; as, the love ofmoney, and the desire ofpromotion, are two powerful
incentives to action.
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Incentives
Financial
Money
Compensation
Salary
Non-financial
Higher designationchange
Recognition Mementos
gifts
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Job Enrichment
The process of job enrichmentaccounts for adding more variety oftasks to be performed in addition to
granting the worker more controlover the job
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Job Enlargement
Also known as horizon loading
Aims to expand the workers job toinclude the tasks which were
previously performed by the otherworkers
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Linking performance with
Rewards
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Module: 7
Leadership
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Module Coverage
Concept, important theories onleadership
Leadership styles Managerial Grid
Situational approach, likerts foursystems
Roles and activities of leadership
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I. Definition of Leadership
Defined as a process in which aperson tries to influence a set ofindividuals in the pursuit of
achieving individual, group andorganizational objectives. Effectiveleaders help groups of people to
define their goals and find ways toachieve them
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II. Theories of Leadership
1.Trait theory of leadership
2.Behavioural Theories of leadership
3.Contingency approaches toleadership
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1. Trait theory of Leadership
The term trait refers to a variety ofindividual attributes, includingaspects ofpersonality,
temperament, needs, motivesand values. Personality traits arerelatively stable disposition to
behave in a particular way . Ex.. Self confidence, emotional
maturity, emotional stability,energy level and stress tolerance
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Conti..
Napoleon, Alexander were naturalleaders
Great Person Theory states that
leadership traits can be acquiredwith training and experience
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Conti
Self confidence: leaders with highself-confidence are more likely toattempt difficult task and to set
challenging objectives forthemselves
Emotional stability and maturity:
emotional maturity may be definedbroadly to encompass severalinterrelated motives , traits andvalues
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Conti..
Emotional Intelligence: individualswith high EQ are in touch with theiremotions and demonstrate selfmanagement in their ability to controltheir moods and feelings productivelyand in staying motivated and focusedeven when facing obstacles
Personal integrity: integrity meansthat a person's behaviour isconsistent with espoused values andthat the person is honest, ethical and
trust worth
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Conti..
Achievement motivation: thisincludes a set of related attitudes,values, and needs: needs for
achievement, desire to excel,desire to succeed, willingness toassume responsibility, and concern
for the tasks objectives Power motivation: a strong need
for power is relevant to managerialrole requirements that involve the
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Conti
Affiliation motivation: people withstrong need for affiliation receivegreat satisfaction from being liked
and accepted by others and enjoyworking with people who arefriendly
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2. Behavioural Theories
Trait theory failed to establishrelationship between traits andleadership effectiveness
Hence behaviour theories
Some of the behaviorual theories
1.The Ohio State Studies
2.University of Michigan studies
3.The managerial grid
4.Scandinavian studies
e o a e
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. . e o a eStudies
In 1945, researchers from differentstreams carried out the studies ofleadership at Ohio
They developed a questionnairecalled the leader behaviourDescription Questionnaire toanalyze the difference in the
behavior of leader across variousgroups
Came out with two important
dimensions
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Two Dimensions
Initiating Structure
It refers to anindividuals ability todefine his own as well
as the subordinatestasks and get thesetasks accomplishedon time
The people who scorehigh on this dimensionwill put pressure ontheir subordinates tomeet deadlines and
maintain certainstandards of
Consideration
Refers to the extent towhich a leader caresfor his subordinates,
respects their ideasand feelings andestablishes workrelations which arecharacterized bymutual trust andrespect.
Individuals who scorehigh on this dimensionare open and friendlywith subordinates,help them solve both
personal and workrelated problems
2 2 University of Michigan
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2.2. University of MichiganStudies
Study of high- low productivity pairsat Prudential Insurance company.
Interviewed 24 supervisors and more
than 400 workers
Found that leadership behaviourcould be categorized
1.Employee-oriented2.Production-oriented
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Conti..
Employee-Oriented
Emphasizes theimportance ofinterpersonal relations
Leaders who score highon this dimensiontake a personalinterest in theirsubordinate's needsand accept individualdifferences amongmembers
It was observed that the
more productive
Production-Oriented
Are concerned withtasks and goals
They consideremployees to bemeans to achievegoals and pay littleor no attention to
any problems
Employees are nodifferent frommachines
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2.3. Managerial Grid
Blake and Mouton developed twodimensional matrix model ofleadership style
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3 Contingency Approaches to
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3. Contingency Approaches toLeadership
Contingency theories of leadershippostulates that leaders have tochange their style depending on
the situation they face Contingency theories
1.Fiedlers Contingency model
2.Hersey and Blanchards situational
theory3.Leader member exchange theory
4.Leadership-participation model
5.Path-goal theory
a. e er s on ngency
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a. e er s on ngencymodel
Fiedlers LPC(least Preferred Co-worker) Contingency theory
LPC model assumes that a leaders
contribution to the success of thegroup is determined by the leaderscompetency and by the situation
LPC:The LPC is a person with whomthe leader has found it mostdifficult to work
Low LPC leaders and high LPC
leaders
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Cont..
The effectiveness of a leader depends on
Leader-member relations: A leader whois liked and respected has thesubordinates' confidence, works in a
smoothly functioning group, and canenhance the effectiveness of the group
Task structure: clearly defined tasks goalsand roles for both leader and subordinates
need to in place Position power: refers to leaders ability to
enforce compliance. The power of theposition is the authority that leaders
command due to a proven ability to
b. Hersey and Blanchards
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ysituational leadership theory
Known as SLT
Incorporatesconsideration(Relationship
behaviour) and initiating structure(Task behaviour) and extends thesetwo dimensions of leadership toform four styles:
1.Tell2.Sell
3.Participate
4.delegate
b Hersey and Blanchards
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b. Hersey and Blanchard ssituational theory
1.Telling style: provides clean andspecific instructions. That is, theleader tells the subordinates what
to do and how to perform varioustasks
2.Selling style: a selling style is likelyto be effective when followers are
willing but unable to perform theirtasks. The selling style requiresboth task and relationship leaderbehavior
b Hersey and Blanchards
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b. Hersey and Blanchard ssituational theory
3. Participating Style: aparticipating style seems to workbest when the followers are able but
not confident of their ability toperform their tasks
4. Delegating Style: the leader uses
a delegating style when subordinatesare both able and willing to performtheir tasks and have confidence intheir abilities
Situational Leadership
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Situational LeadershipModel
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Conti
The leaders trust the subordinates,who belong to in-groups, give themmore attention, interact with them
frequently and offer them specialprivileges
The out-group people get less of the
leaders time and attention The interaction bt the leader and the
out-group are less frequent and
purely formal
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LMX
D Leadership-participation model
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D. Leadership participation model
Proposed by Victor Vroom and PhilipYetton
This theory provides a sequential
set of rules that can be followed forascertaining the type and amountof participation required in
decisions making in differentsituation
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E. Path-goal Theory
Developed by Robert House
Acc to this theory, the leader shouldprovide required support and
guidance to his followers and helpthem achieve organizational goals
He should also establish individualgoals for employees that are
compatible with the broadorganizational goals
Thus, the leader defines the path toachieve goals, he also removes any
obstructions that come while
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Conti..
Acc to path-goal theory, thebehaviour of a leader is acceptableto subordinates as long as
1.The subordinates find that thesatisfaction of their needs(promotion and rewards) dependson their effective performance
2.They are provided with guidance,support and rewards that areneeded for effective performance
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Leadership Styles According to
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Leadership Styles According toPath-Goal Theory
1.Directive:essentially aclarifyingbehaviour that
also provides apsychologicalsupportstructure to
subordinates2.Supportive:
Provides a highdegree of
emotional and
3. Participative:Encourages andcalls for theinvolvement and
participation ofsubordinates indecisions beyondtheir normal work
activities4. Achievement
Oriented:Encourages
employees to reach
Likerts System 4
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Likert s System 4Management
Previously there were two styles ofleadership
He went on to elaborate the above
ideas in four styles of leadershipthat captures the managementculture of an organization
1.System 1 : ExploitativeAuthoritative
2.System 2 : BenevolentAuthoritative
3.S stem 3 : Consultative
Likerts System 4
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Likert s System 4Management
1.ExploitativeAuthoritative:
The leader usesfear and threats,communication is
downward,superiors andsubordinates arepsychologicallydistant
2.BenevolentAuthoritative:
The leader usesrewards toencourages
performance
3. Consultative:Theleader usesappropriatesrewards, andcommunication may
be two way4. Participative: the
leader discusseseconomic rewardsand uses group
participation andinvolvement in fixinghigh performancegoals and improvingwork methods and
procedures
L d hi S l
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Leadership Styles
White & Lippitt
Through their experiments in socialpsychology
Came out with the contrasting waysof behaving of styles of leadership
1.Autocratic
2.Democratic3.Laissez-faire
St l f L d hi
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Styles of Leadership1. Autocratic Style:
Autocratic, or task-directed, leaders initiatestructure,
provide the information, determine what isto be done,
issue the rules, promise rewards forcompetence and threaten punishmentsfor disobedience
2. Democratic Style:
They solicit advice, opinions, informationfrom their followers, and share decisionmaking with their followers
St l f L d hi
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Styles of Leadership
3. Laissez-faire Style:
Leaders give group memberscomplete freedom of action,
provide them with material, andrefrain form participating except toanswer questions when asked
M d t l f L d hi
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Modern styles of Leadership
Charismatic leaders/Persuasiveleaders
Transformational leaders
A ti iti f l d
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Activities of a leader
1.A leader works with others to makethe difference
2.A leader creates something of value
that did not exist before3.A leader exhibits positive energy
4.Leaders encourage change
12 G t R l f A L d
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12 Great Roles of A Leader
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M d l C
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Module Coverage
Nature and types of groups Role of group in the organization
Group size and status, influence on
group behaviour Group structuring norms, tasks,
cohesiveness
Group think Group decision making techniques
Dynamics of formal and formal
A Wh t i G ?
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A. What is a Group?
A collection of two or more peoplewho meet regularly and influenceone another over a period of time,
perceive themselves as a distinctentity distinguishable from others,share common values, and strivefor common objectives
REASONS FOR GROUP
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FORMATION
1.Warmth and support
2.Power
3.Security
4.Recognition
5.Proximity
6.Goal accomplishment
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. TYPES OF GROUPSFORMAL GROUP INFORMAL GROUP
.1 Command Group
.2 Task Group
.3 Project Group
.4 Committees
.1 Friendship Groups.2 Interest Groups
.3 Reference Groups
1 Formal Group
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1. Formal Group
Definition
A formal group isestablished by themanagement and is
expected to performwell defined tasks toachieveorganizations
objectives
Example
At this level formalgroups help tosatisfy the persons
need for affiliation,confirm his identityand enhance self esteem
Ex..1.Task Group and
2.Command Group
3.Project Group
4.Committees
1 Formal Group
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1. Formal Group
a. Task Group
It is a temporaryformal group that
is established tosolve specificissues
ExSpecial Task
Force Curriculum
Revision
Disciplinary
b. Command Group
It is a form ofpermanent group inthe organization
dictated by thestructure of theorganization
A typical Command
group comprises ofa supervisorexercising hisauthority over a setof subordinates
2 Informal Group
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2. Informal Group
A group that is neither formallystructured nor organizationaldetermined; appears in response tothe need for social contact
Informal groups grow out of the needfor friendship, affiliation,companionship and communicationbetween people
Ex of Informal Groups1.Interest Groups
2.Friendship Groups
3.Reference Groups
2 Informal Groups
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2. Informal Groups
a. Friendship Groups
Friendship groups arebased on commoncharacteristics like
age, commonvalues and collegeaffiliations
Ex.. Chatting,
gossiping..
b. Interest Group
These groupscomprise ofindividuals who
share a mutualinterest and grouptogether to tryachieve their
objectives EX.. Drinking,
smoking, playing
C Functions of a Group
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C. Functions of a Group
a. Task Functions
1. Handling complextasks
2. Liaison or coordinatingfunctions
3. Implementation ofcomplex decisions
4. Generating new andcreative ideas
5. Vehicle for trainingnew employees
b. MaintenanceFunctions
1. Fulfilling the need forsocial interaction
2.Providing a sense ofidentity and selfesteem
3.Solving personalproblems
4.Reducing anxiety anduncertainty
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What is Role Ambiguity?
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g y
When people are uncertain abouttheir duties, responsibilities andauthority, it causes role ambiguity
Roles of a Group
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Roles of a Group
1.Task Roles
2.Maintenance Roles
3.Personal Roles
4.Expected Roles
5.Perceived Roles
6.Enacted roles
7.
Task Roles
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Task Roles
Meaning
Task roles directly helpthe group to achieveits goals and
objectives and arefocused towardsthat
Various Task Roles
Initiator
Information-seeker
Opinion seeker Information giver
Opinion giver
Elaborator
summarizer
Maintenance Roles
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Maintenance Roles
Meaning
Maintenance roles aregeared towardsestablishing and
maintaining goodinterpersonalrelations
Various MaintenanceRoles
Encourager
Gatekeeper
Standard setter Follower
Expresser
Tension reliever
Personal Roles
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Personal Roles
Meaning
Personal roles arebased on individualneeds and are
generallydetrimental to groupeffectiveness
Various Personalroles
Aggressor
Blocker
Confessor Competitor
Sympathy seekers
Pleader
withdrawal
Expected Roles
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Expected Roles
This is an unwritten agreement thatexists between the employer andthe employees, and it expresses
itself in terms of what managementexpects from the staff and viceversa.
Perceived Roles
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Perceived Roles
Perceived roles included the activitiesthat the role incumbent believesare necessary to fulfill the expected
role.
Enacted Role
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Enacted Role
This is a representation of how aperson actually behaves in a givensituation
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E Group Cohesiveness
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E. Group Cohesiveness
Meaning In situations of high levels of
agreement among group members
with regard to values and beliefs,cohesiveness is likely to exist in thegroup
Sources of Cohesiveness
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Sources of Cohesiveness
1.Similarity in attitude and goals2.Successful attainment of the goals
3.Size
4.Charismatic leader5.Threats
6.Membership to high status group
7.Rewards8.gender
Consequences of Group
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Cohesiveness
Group cohesiveness and productivity Group satisfaction and satisfaction
Group cohesiveness and growth
F Group Structure
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F. Group Structure
Groups, unlike mobs, tend to have adefinite structure
It helps shape the behavior of itsmembers
Group structure can be understoodthrough
Formal leadership Roles
Norms Group status Size Composition of the group
1 Formal Leadership
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1.Formal Leadership
Formal leader is important to leadthe group
The leader behavior influences the
follower The styles of a leader are emulated
2 Roles
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2.Roles
A role is defined as a set of recurringbehavior that is expected from amember by others in a group
Set of behaviour patterns which an
individual occupying a certainposition in society is expected todisplay
Various dimensions of roles Role Identity Role Perception
Role expectation
Role conflict
3 Norms
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3. Norms
Acceptable standards ofbehaviourwithin a group that areshares by the group members
Not necessarily written in the book oflaw
Norms that guide the group
Norms pertaining to performance
Appearance norms
Norms pertaining to informal socialarrangement
4 Status
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4. Status
Status can be defined as a socialposition or rank given to groups orgroup members by others
Disparity occurs due to status andthe behaviour of the groupmembers who belong to a
particular status
5 Size
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5. Size
The size of a group has a major impact onthe overall behaviour of the group
Researches have proved that small groupsare faster at completing tasks than large
once In large groups there can be social loafing
Social loafing:The tendency forindividuals to exert less effort while
working in a group as compared toworking alone in called social loafing
Risky-shift: some groups are equipped totake greater risk than individuals and the
phenomenon is called the risky shift
G Groupthink
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G. Groupthink
Phenomenon in which the norms forconsensus overrides the realisticappraisal of alternative courses of
action Groupthink exists when pressures for
conformity are so great that they
rend to overpower the memberconcern for realistic appraisal ofalternative course of actions
Symptoms of Group Think
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Symptoms of Group Think
1.Illusion of invulnerability2.Illusion of unanimity
3.Belief in the rectitude(Morality) of the
group4.Negative views of the competitor
5.Sanctity of group consensus
6.Erecting a protecting shield
7.Mind Guarding
Conti
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Conti..
Counteracting Groupthink1.Encourage critical discussion
2.Exercise impartiality
3.Reappraise the first decision4.Break groups into subgroups
5.Keep a check on the competitor'sreaction
G. Group Decision making
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G. Group Decision making
Two heads are better than one 1. Conformity 2. Superiority 3. Risky Shift
Assets and liabilities of groupproblem solving and Decision
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problem solving and DecisionmakingASSESTS OF THE
GROUP
Greater knowledgeand information
More approaches aproblems
Increased acceptance
Better comprehensionof the decision
LIABILITIES OF THEGROUP
Time consuming
Pressure to conform
Individual domination Conflicting alternative
solutions
The problem of
responsibility
Problem Solving Techniques forG
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Group
1.Ordinary Group Interaction2.Brainstorming: group structure that
encourages creative thinking bydeferring judgment on ideas
generated3.The nominal group technique
(NGT): A technique for enhancinggroup creativity that integrates both
individual work and group interactionwithin certain ground rules4.Delphi Technique: it uses a
structured approach to gain thejudgments of a number of experts on
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Module: 09
ORGANIZATIO
NAL CHANGE
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Meaning
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Meaning
CHANGE
Change is thecoping process ofmoving from the
present state to adesired state thatindividuals, groupsand organizationsundertake inresponse todynamic internaland externalfactors that alter
current realities
ORGANIZATIONAL
CHANGE
The adoption of a newidea or behavour byan organization
Meaning of Organizationalde elopment
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development
Planned change programmesintended to help people andorganizations function more
effectively
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Conti..
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Evolutionary Change: it is gradual,incremental and specifically focused
it involves the attempt to increase theeffectiveness of the way an organizationcurrently operates
Revolutionary Change: it is drastic andorganization wide
it involves the attempt to find new ways tobe effective
It is dramatic
Re- engineering
TQM
Forces of Change or Factorsinfluencing change
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influencing change
Internal Forces
1. Increased size
2. Performance gaps
3. Employee needs andvalues
4. Change in the chiefExecutive
External Forces
1. Technology
2.Market situation
3.Social and politicalchange
4.The domino effect
5.competition
Change Process
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g
The following are the stages inchange process
1.problem Recognition
2.Identifying the causes
3.Implementing the change
4.Generating motivation for change
5.Managing the transition state
6.Supporting the change7.Supporting the change
8.Evaluating the change
Lewins Three Step Model ofchange
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change
Lewins Three Step Model ofchange
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change
1.UNFREEZE: here, employees are educatedabout the external and internal factorsthat make change imperative
2.MOVEMENT TO CHANGE: after the early
resistance to change, the employees areconvinced or prepared for change, theactual change process begins
3.REFREEZE: after change has been
implemented, it has to be assimilatedinto the organizational processes. Thisstep reinforces change so that theorganization does not revert back to oldstate of things
Resistance to Change
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g
Individual Resistance
1. Habit
2. Security
3. Fear of economic loss
4. Obsolescence of skills
5. Fear of unknown
6. Status quo
7. Self-interest and ego
defensiveness8. Peer pressure
9. Social displacement
Organizational
Resistance
1.Structural inertia
2. Limited focus ofchange
3.Group inertia
4.Threat to expertise
5.Threat to established
power relationships6.Threat to established
resourcesallocations
7 Resource constraints
Overcoming the resistance tochange
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change
1.Education and communication2.Participation and involvement
3.Facilitation and support
4.Negotiation and agreement
5.Manipulation and cooptation
6.Coercion
7.Group dynamics