OB class 1

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We are what we repeatedly do.Excellence, therefore, is not an

act but a habit..

Organizational Behaviour

JNANESWAR.KAsst. Professor-HR

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Why do we study OB To learn about yourself and how to deal with

others

You are part of an organization now, and will

continue to be a part of various organizations

Organizations are increasingly expectingindividuals to be able to work in teams, a least

some of the time

Some of you may want to be managers orentrepreneurs

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Methods

Case Discussion Article Review, student presentations, quiz

Mini projects

Role Play Group Discussion

Panel Discussion

Debate

Story telling- Good old lessons in management

concepts from an age-old fable

Videos, Outbound learning

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KEY Focus

Networking

Information searching, sharing anddocumenting

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Unit I

Definition of OB

Contributing disciplines

Historical evolution of OB

Contemporary applications and challenges of OB

Theoretical perspectives of human behaviour

Psycho-analytic frame work

Cognitive frame work

Social learning frame work

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Unit II

Attention & Perception

Impression formation and management

Learning

Motivation

Emotions

Job stress

Job satisfaction

Attitude Emotional Intelligence

Personality

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Unit III

Decision making Decision making models

Communication

Improving interpersonal & organizationalcommunication

Interpersonal dynamics

Johari window Transactional Analysis

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Unit IV

Groups-definition Development of groups-group structure,

norms, roles etc

Teams

Leadership

Power & Politics

Conflict process

Conflict resolution strategies

Negotiation

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Unit V

Organizational structure and design Organizational culture

Effects of organizational culture

Organizational change

Forces of change

Planned change model

Organization development

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ORGANIZATION

Organization

A group of people with formally assigned roles

who work together to achieve the stated goals of

the group.

Characteristics:

Common purpose/goals

Organizational structure

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Feedback Feedback

OutputsInputs

SubsystemSubsystem

Subsystem Subsystem

Organization

Open Systems Anchor of OB

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Traditional Organization

Inflexible

Individual oriented

Permanent jobs

Command oriented Managers always take

decisions

Rule oriented

Relatively homogenousworkforce

Workdays defined as 9-

5 Hierarchicalrelationships

Work at organizational

facility during specifichours

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Contemporary Organization

Dynamic

Flexible

Skills focused

Team oriented

Temporary jobs

Involvement oriented

Employees participatesin decision making

Customer oriented

Diverse workforce

Workdays have no time

boundaries

Work anywhere

anytime

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Financial Capital

Processes

Technology

People

UtilizationOrganisational

Goals

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Organizational Behaviour

. . . a field of study that investigates the

impact that individuals, groups and

structure have on behaviour withinorganizations, for the purpose of applying

such knowledge towards improving an

organizations effectiveness.

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17

Contributing Disciplines to the

OB Field

Psychology

Sociology

Social Psychology

Anthropology

Political Science

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18

Social psychology

Psychology

Behavioral

scienceContribution Unit of

analysisOutput

Anthropology

Sociology

Political science

Study of

Organizational

Behaviour

Organization

system

Learning

Motivation

Perception

Training

Leadership effectiveness

JobsatisfactionIndividual decision making

Performance appraisalAttitude measurement

Employee selection

Work design

Work stress

Group dynamics

Work teams

Communication

Power

Conflict

Intergroup behaviour

Formal organization theory

Organizational technology

Organizational change

Organizational culture

ConflictIntra organizational politics

Power

Organizational culture

Organizational environment

Behavioural change

Attitude change

Communication

Group processes

Group decision making

Group

Comparative values

Comparative attitudes

Cross-cultural analysis

Individual

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Individual

Group

Organization

Organizational

BehaviorSocial Psychology

Political Science

Anthropology

Psychology

Sociology

Discipline Unit of Analysis Output

Contributions to the Study of Organizational Behavior

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20

Levels within Organizational behaviour

Workplace

Organizational Level

Productivity

Developing Effective Employees

Global Competition

Managing in the Global Village

Group Level

Working With Others

Workforce Diversity

Individual Level

Job Satisfaction

Empowerment

Behaving Ethically

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MAJOR MANAGERIAL CHALLENGES

Shrinking Labour pool

Technologically sophisticated systems

Workforce diversity

Mergers/downsizing

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REWARDS OF BEING A MANAGER

Have opportunities to think creatively and useimagination

Help others find meaning and fulfillment in

work Support, coach and nurture others

Play a role in influencing organisational

outcome Receive recognition and status in organisation

and community

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CHALLENGES

Do hard work

Have to deal with a variety of personalities

Often have to make to do with limitedresources

Success depends on others work performance

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ORGANIZATIONAL BEHAVIOUR

To provide an understanding of what goes on at the workplace. Four

aspects need to be explained viz.

Definition, goals, forces and O.B.s major characteristics

1. O.B. is the systematic study and careful application of knowledge

about how people- as individuals and as members of groups act

within organizations. It strives to identify ways in which people can

act more effectively.

2. O.B. provides managers with the tools to:

(a) to understand the behaviour of individuals(b) to understand the complexities of inter-personal relations

(c ) to examine the dynamics of relationships within small groups

both formal teams and informal groups

(d) organizations can be viewed as whole systems that have interor anizational relationshi s

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GOALS: Most sciences share four goals-to describe, understand,predict

and control some phenomena. O.B. has the following goals

1.Describe, systematically, how people behave under a variety of

circumstances

2.Understand why people behave as they do.

3.Predicting future employee behaviour

4.Control at least partially, and develop some human activity at work

Managers can utilize the tool of O.B.to influence human behaviour,

skill development, team effort and productivity

FORCES: There are a wide array of issues and trends that affect the

nature of organizations today. They can be classified under four areas

PEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT

R ANIZATI NAL BEHAVI UR

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R ANIZATI NAL BEHAVI URKey forces affecting Organizational Behavior

People

Individuals

Groups

Environment

Government

Competition

Societal pressure

Organizational Behavior

Technology

Machinery

Computer hardware&software

Structure

JobsRelationships

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Beginning of OB- Earlier contributors

Robert Owen: improved working conditions,prevented child labour, shortened working hours

Munsterberg & Mary Follet: importance of

motivation, participation and democracy Hawthorne studies: Study conducted to

determine the effect of intensity of light onproductivity

Size of the group, supervisory behaviour, earning,novelty of situation, workers interest andattention received.

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Mc Gregor and Maslow: Human Relations

movement

Mc Gregor- Theory X and Theory Y

Maslow- Need hierarchy theory

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Maslows need hierarchy theory

Maslow need hierarchy divides human needs into

five levels.

Physiological needs,

Safety needs,

Social needs,

Esteem needs,

Self actualization needs,

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30

Maslows need hierarchy theory

Physiological needs: These are the basic human needs

including food, clothing, shelter and other necessities of

life. Once these are satisfied they no longer motivate the

man.

Safety needs: These includes economic security, protectionfrom physical dangers.

Social needs. Need for love, affection, emotional needs,

warmth, and friendship.

Self esteem. Ego or self esteem, self respect, selfconfidence, recognition.

Self actualization needs: desire for personal achievement

or mission of his life.

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Theory X

People do not like work and try to avoid it

Managers have to control, direct and threatenemployees to get them to work

People prefer to be directed, so as to avoidresponsibility and want security- they have

little ambition

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Theory Y

People do not naturally dislike work People are internally motivated to objectives

People are committed to goals to the degree thatthey receive personal rewards when they reachtheir objectives

People will seek and accept responsibility underfavorable conditions

People have the capacity to be innovative insolving organizational problems

Potential of people is always under utilized

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Organizational behaviour influenced by

Systems approach

Socio technical approach

Democratic approach

Contingency approach

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Changing context

Old logic

Bureaucracy is the most effective source of control

Top management and experts should add most of thevalue

Hierarchical processes are key to organizationaleffectiveness

Organizations should be designed around functions Effective managers are the key to organizational

effectiveness

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New logic

Organization can be the ultimate competitiveadvantage

Involvement is the most effective source of control

All employees should add significant value

Lateral processes are key to organizationaleffectiveness

Organizations should be designed around products

Effective leadership is the key to organizationaleffectiveness

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Trends

Changing profiles of customers and employees

Globalization

Information Technology

Outsourcing

Diversity

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LEARNING

Relatively Permanent change in behaviour

Improvement

Changing ones mindset

Understanding/ Internalizing

Improvement

Accepting changes

Removing ignorance

Coming out with innovation

Acquiring latest trends

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38

Theories of Learning

4. SocialLearning

3. Cognitive

Learning

2.OperantConditioning

1. Classical

Conditioning

Theoriesof

Learning

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Key Concepts

Unconditioned stimulus

Unconditioned response Conditioned stimulus

Conditioned response

Classical Conditioning Theory

A type of conditioning in which an individualresponds to some stimulus that would not

ordinarily produce such a response.

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40

Classical Conditioning

Dr. I. P.

Pavlov-Conditioned Reflexes.

Oxford University Press,

1927
http://images.google.com/imgres?imgurl=www.nobel.se/medicine/educational/pavlov/images/serie2.gif&imgrefurl=http://www.nobel.se/medicine/educational/pavlov/readmore.html&h=212&w=150&prev=/images?q=pavlov%27s+dogs&svnum=10&hl=en&lr=&ie=UTF-8&oe=UTF-8&safe=off&sa=G

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41

A type of conditioning in which desired voluntary behavior

leads to a reward or prevents a punishment.

2. Operant Conditioning or Reinforcement Theory

Behaviour is a function of its consequences

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42

Operant Conditioning

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Types of Reinforcement

Positive reinforcement

Providing a reward for a desired behavior.

Negative reinforcement

Removing an unpleasant consequence when the desiredbehavior occurs.

Punishment

Applying an undesirable condition to eliminate an

undesirable behavior. Extinction

Withholding reinforcement of a behavior to cause itscessation.

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Reinforcement Punishment

Positive

Consequences

Negative

Consequences

Apply Withhold

Withhold Apply

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Emphasizes that people learn by observing otherpersons (models) whom they believe are credible andknowledgeable.

Recognizes that behavior that is reinforced or rewardedtends to be repeated.

The models behavior or skill that is rewarded isadopted by the observer.

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4 - 46

Attention RetentionMotor

Reproduction

MotivationalProcesses

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Whats your Learning style??

involved tentative discriminating practical

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..involved.tentativediscriminatingpractical

.receptiveimpartialanalyticalrelevant

feelingwatching.thinking.doing

acceptingawareevaluativerisk taker

intuitivequestioninglogical.productive

..concreteobservingabstractactive

Present orientedreflectingfutureoriented..pragmatic

..opentonewexperienceperceptiveintelligent.

competent experienceobservationconceptualization

experimentation

..intensereservedrationalresponsible

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Concrete Experience

Reflective observation

Abstract conceptualization

Active Experimentation

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Perception

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Perceptual process

Perception is the process of receiving,

selecting, organizing, interpreting, checking

and reacting to sensory stimuli and data

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Perception creates individual differences

Our perception is our understanding of the

world around us

Social perception is the process of interpreting

information about the other person

Perception is also culturally determined

C t th b f F i th

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Count the number of Fs in the

sentence

Finished files are the result of years of scientific

study combined with the experience of years

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Factors that influence Perception

Factors in the perceiver

Factors in the target

Factors in the situation

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Characteristics of the perceiver

Familiarity with the target

Attitude

Mood

Self concept

Cognitive structure

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Characteristics of the target

Physical appearance

Verbal communication

Nonverbal cues

Intentions

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Characteristics of the situation

Time

Social setting

Selection of stimuli influence of

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Selection of stimuli-influence of

external factors

Intensity

Size

Contrast

Movement

Repetition

Familiarity Novelty

Selection of stimuli influence of

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Selection of stimuli-influence of

internal factors

Psychological need

Background

Experience

Personality

Self acceptance

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Barriers to social perception Selective perception: our tendency to prefer information

that supports our view points

StereotypingJudging someone on the basis of onesperception of the group to which that person belongs

First impression error

ProjectionAttributing ones own characteristics to otherpeople

Self-fulfilling prophecies: The situation in which ourexpectations about people affect our interaction with them

in such a way that our expectations are fulfilled Halo effectDrawing a general positive impression aboutan individual on the basis of a single characteristic.

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Attribution Theory

A person tries to determine whether another

persons behavior is caused by internal or

external factors. This is conditioned by three

attributes:

consensus in behavior.

consistency in behavior.

distinctiveness in behavior.

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Attribution Theory

Individual Behavior

Distinctiveness Consistency Consensus

LowInternal

cause

HighExternal

cause

LowExternal

cause

HighInternal

cause

LowInternal

cause

HighExternal

cause

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65

Attribution Theory Errors

Self-serving bias

This is a tendency for

individuals to attribute their

own success to internalfactors and place blame for

failures on external factors.

Their approach is self-

serving.

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66

Attribution Theory Errors

Fundamental attribution

error

We tend to underestimatethe influence of external

factors and overestimate

the influence of internalfactors.

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MOTIVATION

WILLINGNESS TO EXERT HIGH LEVELS OF

EFFORT TO REACH GOALS

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What is Motivation?

The word 'motivation' comes from the

Latin word meaning 'to move

External motivation: bonus, work conditions(getting the office with the window)

An inner (self-motivation) or outer drive to

meet a need or goal

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Why is Motivation Important?

It is one of the three key elements inperformance

Performance = f {Ability x Motivation xOpportunity}

Ability refers to a natural talent to do something mentalor physical

Motivation is not a stable individual characteristic.Motivation is not a trait.

Opportunity refers to the different situations thatworkers may find themselves in.

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Content Perspectives on Motivation

Content Perspectives Approaches to motivation that try to answer the question,

What factors in the workplace motivate people?

Content Perspectives of Motivation

Maslows Hierarchy of Needs

Alderfers ERG Theory

Herzbergs Two-Factor Theory

McClellands Achievement, Power, and Affiliation Needs


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(contd)

The Need Hierarchy Approach Maslows Hierarchy of Needs

Physiologicalbasic survival and biological function.

Securitya safe physical and emotional environment.

Belongingnesslove and affection. Esteempositive self-image/self-respect and recognition and

respect from others.

Self-actualizationrealizing ones potential for personal growthand development.

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Maslows Hierarchy of Needs


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(contd)

The ERG Theory

Needs are grouped into three overlapping categories:

Existence needsphysiological and security needs.

Relatedness needsbelongingness and esteem by others.

Growth needsself-esteem and self-actualization.

ERG theory assumes that:

Multiple needs can be operative at one time (there is no absolutehierarchy of needs).

If a need is unsatisfied, a person will regress to a lower-level needand pursue that need


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(contd)

The Two-Factor Theory (Herzberg)

Satisfaction and dissatisfaction are influenced by two

independent sets of factors.

Theory assumes that job satisfaction and jobdissatisfaction are on two distinct continuums:

Motivational factors (work content) are on a continuum that

ranges from satisfaction to no satisfaction.

Hygiene factors (work environment) are on a separate continuumthat ranges from dissatisfaction to no dissatisfaction.


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1675


(contd)

The Two-Factor Theory (contd)

Theory posits that motivation is a two-step

process:

Ensuring that the hygiene factors are not deficient andnot blocking motivation.

Giving employees the opportunity to experience

motivational factors through job enrichment.

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The Two-Factor Theory of Motivation

McClelland's Achievement

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McClelland s Achievement

Motivation

McClelland's Achievement MotivationTheory is based upon the idea that people

have an achievement need. An

achievement need is the need to besuccessful and to receive recognition foryour success.

3 h t i ti f l

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3 characteristics of people

1. Need for Achievement - doing innovative,new, interesting and challenging things.

2. Need for Affiliation - the need for

feedback / contact with others.3. Need for Power - the need for

responsibility, or to be responsible forothers.

A hi

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Achievement

The need for achievement is characterised by the

wish to take responsibility for finding solutions to

problems, master complex tasks, set goals, getfeedback on level of success.

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THE NEED FOR ACHIEVEMENT (N-ACH)

The n-ach person is 'achievement motivated'and therefore:

seeks achievement,

attainment of realistic but challenging goals, advancement in the job.

There is a strong need for feedback as to

achievement and progress, accompained witha need for a sense of accomplishment.

Affili ti

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Affiliation

The need for affiliation is characterised bya desire to belong, an enjoyment of

teamwork, a concern about interpersonal

relationships, and a need to reduceuncertainty.

( )

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THE NEED FOR AFFILIATION (N-AFFIL)

The n-affil person is 'affiliation motivated', He has a need for friendly relationships and is

motivated towards interaction with other

people. The affiliation driver produces motivation and

need to be liked and held in popular regard.

These people are team players.

P (I fl )

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Power (Influence)

The need for power is characterised by adrive to control and influence others, a

need to win arguments, a need to

persuade and prevail.

THE NEED FOR AUTHORITY AND POWER (N-

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THE NEED FOR AUTHORITY AND POWER (N

POW)

The n-pow person is 'authority motivated'. Thisdriver produces a need to be

influential,

effective

to make an impact.

There is a strong need to lead and for their ideas toprevail.

There is also motivation and need towards increasingpersonal status and prestige.

Motivation In Action: TIPS For Motivating

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Motivation In Action: TIPS For Motivating

Employees

1. Set Goals

2. Use Pay for Performance

3. Use Recognition

4. Empower Employees

5. Enrich the Jobs

6. Provide Lifelong Learning

E E l

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Empower Employees

Empowerment

The act of giving employees the authority, tools,

and information they need to do their jobs with

greater autonomy and confidence.

E i h th J b

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Enrich the Jobs

Job Enrichment

The inclusion of opportunities for achievement

and other motivators in a job by making the job

itself more challenging.

C t ti ti l i

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Current motivational issues

Diverse work force ?

Professionals?

Contingent workers?

Low-skilled minimum wage workers

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Motivation: Applications

Design of Work Systems

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g y

Job Specialization

Creates jobs with very narrow task(activity) assignments

Resulted in high efficiency, quicklyachieved job competency, low training

costs, but created monotonous jobs Job Enlargement

An increase in task variety to relieveboredom

Job Rotation Employees moved across different

specialized positions

Enlargement & rotation add variety but

not necessarily responsibility

Five Core Job Characteristics

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Skill variety

Extent to which work

allows employee to usevariety of skills

Task identity

Extent to which workallows employee tocomplete whole oridentifiable piece ofwork

Task significance

Extent to whichemployee perceivesthat work is important& meaningful to thoseinside or outsideorganization

Autonomy

Extent to whichemployee is able towork & determine workprocedure at owndiscretion

FeedbackExtent to which workallows employee togain sense of how welljob responsibilities

are met

Alternate work arrangements

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Alternate work arrangements

Flextime

Telecommuting

Employee Involvement &

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p yParticipation

Consists of those practices whichare initiated principally by themanagement and are designed to

increase employee information aboutand commitment to the organization

Forms of employee involvement &

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p y

Participation

Upward communication

Upward problem solving

Consultation and representative participation

Financial involvement and participation

Quality Circle

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Quality Circle

Small groups of volunteers whoare engaged in related work andwho meet regularly to discuss

and propose ways of improvingworking methods or arrangementsunder a trained leader

Aims

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Aims

Give those doing the job more scopeto use their experience and know-how

Improve productivity and quality Improve employee relations

Win commitment to the organization

Provide opportunities to tap theknowledge of employees

Essential Features

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Essential Features

Consist of volunteers

Have a trained leader

Hold regular meetings which arestrictly limited in duration

Have 5-10 members Usually select which problems totackle but may be steered away fromproblems which are clearly beyond

their scope or are already beingdealt with

Contd

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Contd..

Use systematic analyticalmethods or brain stormingtechniques in which they are

trained Present results to management

Implement accepted proposals

Attitude survey

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Attitude survey

Valuable way of involvingemployees by seeking their

views on matters that concernthem

Uses

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Provide particular information onthe preference of employees

Giving warning on potential areas

Diagnose the cause of particularproblems

Compare morale in different partsof the organization

Suggestion Schemes

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Suggestion Schemes

Provide a valuable means foremployees to participate inimproving the efficiency

Established procedure for

submitting and evaluating ideas

SAP INDIA LABS

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SAP INDIA LABS

INFORMAL CHATS AT TIMES THROW UP GOODIDEAS

REFERRALS BY EMPLOYEES COMPRISES 50

PERCENT OF ALL HIRING

SCOPE INTERNATIONAL

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SCOPE INTERNATIONAL

SMART WORK & SMART REWARD

ALLOWS EMPLOYEES TO SHIFT JOBS IF THEY DESIRE

CREATED A NEW POSITION EMPLOYEEENGAGEMENT MANAGER

Summer camp/cultural events

Recognition via Global Training opportunities

MIND TREE CONSULTING

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MIND TREE CONSULTING

TO RUN A TIGHT SHIP, KEEP YOUREMPLOYEES CLOSE AND EXTENDED FAMILY

EVEN CLOSER

GOES BEYOND ITS EMPLOYEES AND

CONNECTS WITH THEIR SUPPORT GROUP

Contd

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Contd

Hiring people without probation

PIP for poor performers

The Best Manager One Can Have Award

The New Heroes Gallery-Wall of Fame

NTPC

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NTPC

Employees participation in management aspart of employee relations strategy

Suggestion Melas at each location with reward

of Rs15000/-

Culture of reward and recognition

Equal Opportunity Employer

Extended maternity leaves, child care leave,

child care centre

GODREJ CONSUMER PRODUCTS LTD

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GODREJ CONSUMER PRODUCTS LTD

Welcome gift

Internal Customer satisfaction survey

Every Employee, a Leader philosophy

Mentoring

JOHNSON & JOHNSON LTD

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JOHNSON & JOHNSON LTD

J&J e-University Education Assistance Scheme

Idea works/Encash program

Web based discussion forum Touch point Peer Awards

Small Company Environment-Big company Impact

Google India Pvt. Ltd

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g

Bring your friend to work day

Nooglers (New Googlers) survey

Transferable stock options

Google India Women in Engineering-Award

Oversize whiteboards and suggestionboxes all over the work places

Education reimbursement and 2-5 yearleave of absence to pursue highereducation

American Express India

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American Express India

Celebrates family day

Every unit celebrates its Foundation Day

New hire orientation program

Women Integration Network Comprehensive training curriculum

Leadership visibility on the operation

floor

Marriot hotel India

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Marriot hotel, India

Every associate starts his day by readingthe Daily Packet

Speak Out! Program

Integrity Hotline

Each associate receives a Passport to

Success booklet to track their progress

Contd

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Contd

Birthday Voucher Cross training

Guarantee of Fair Treatment

Coffee with the GM

Community services

Agilent Technologies

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Agilent Technologies

Ask the CEO Open Door Policy

Coffee Talks

Education Assistance Programs

Flexible work Arrangement

Agilent Results Bonus Equal Opportunity

Classic Stripes Pvt Ltd

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Classic Stripes Pvt. Ltd

Morning Meetings Open Communication Forum

Relationship Committee

Associate of the Month

Long term Awards

CSR Activities Various celebrations

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Stress Management

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Stress Management

Stress - a dynamic condition in which anindividual is confronted with an opportunity,

demand or resource related to what the

individual desires and for which the outcomeis perceived to be both uncertain and

important

Stress also have a positive value

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p

Challenge stressors- stressors associated withwork load, pressure to complete the task andtime urgency

Hindrance stressors- stressors that keep you fromreaching the goals

Challenge stressors are less harmful thanhindrance stressors

Stress is associated with demands and resources

Potential sources of stress

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Potential sources of stress

Environmental factors- Economic uncertainty,Political uncertainty, Technological change

Organizational factors- Task demands, Roledemands, Interpersonal demands

Personal factors- Family problems, Economic

problems, Personality

Type A Personality

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Type A Personality

A person with a Type A personality isaggressively involved in a chronic, incessant

struggle to achieve more and more in less and

less time, and if required to do so, against theopposing efforts of other things or other

persons

Type As

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yp

Are always moving, walking and eating rapidly

Feel impatient with the rate at which most

events take place

Strive to think or do two or more things atonce

Cannot cope with leisure time

Are obsessed with numbers, measuring theirsuccess in terms of how many or how much of

every thing they acquire

Contrast to Type A personality is Type B

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Type B never suffer from a sense of urgency

Can relax without guilt

Type A operate under moderate to high level ofstress

Type As do better than Type B in job interviews

as they are likely to be judged as having desirabletraits such as high drive, competence and successmotivation

Consequences of stress

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Physiological symptoms: create changes inmetabolism, increase in heart and breathingrates, increase in blood pressure, bring onheadaches and induce heart attacks

Psychological symptoms: job relateddissatisfaction, tension, irritability, boredom

Behavioural symptoms: changes inproductivity, absence, changes in eatinghabits, smoking, consumption of alcohol,sleep disorders

Managing stress

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g g

Individual approach: implementing timemanagement techniques, increasing physical

exercises, relaxation training and expanding social

support network

Organizational approach: improved personnel

selection and job placement, training, use of

realistic goal setting, redesigning jobs, more

employee involvement, improved organizationalcommunication, corporate wellness programs

Frustration

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Blocking or slowing down of a goal directedactivity

Resultant feeling caused by a sense ofprivation, deprivation or conflict in relation to

goal directed activity

Dynamics of frustration

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y

F=f L x V x O+ I + P

L= expectation to achieve the goal

V= valence (attractiveness)O= opportunity to achieve the goal in the near

future

I= investment of effort and other inputsP= public knowledge of the expected

achievement

Frustration cycle

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Adaptive

deterioration

Isolation

Defensive

behaviour

Distortedperception

Hope cycle

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Problem

solving

Insight

Realistic

analysis

Exploration

Coping behaviour

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p g

Aggression

Regression

Flight

Exploration

Aggression

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gg

General aggression: General irritation,restlessness, and violent /destructiveexpressions of aggression

Target-directed aggression: Anger, blamingothers and hostility towards people seen ascausing disappointment

Self- directed aggression: blaming himself

Displaced aggression: aggression directed to athird person

Regression

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g

Regression is characterized by primitive orpreviously used modes of behaviour

Under emotional pressure a person mayrevert to earlier behavioural mode which

make him feel more secure

Flight

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g Apathy: A manager may not pay any attention to

the frustrating situation and may neglect it Withdrawal: A frustrating employee in an

organization may leave it or avoid attendingmeetings

Denial: A person may deny feeling any frustration,one may repress feeling of pain and denyexperiencing any frustration

Fantasy: day dream pleasant things and createfantasies of doing something one cannot do inreal life

Exploration

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p

Problem solving mode Explores issues with others, take steps to

analyze the situation and prepare alternative

strategies of action Self action, Action by others , Joint action

Managing frustration

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g g

Listen to the feelings of the staff Share own feelings of disappointment

Share feelings of guilt if any

Help the staff to accept and confront reality

Develop alternatives to solve problems

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Personality

Personality

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Sum total of ways in which an individual reactsto and interacts with others

Often described in terms of the measurable traitsa person exhibits

Main ways in which personality is measured are :self- report surveys, Observer ratings surveys andprojective measures

Personality test can help in screening, successionplanning, career planning, team building andmanagement development activities

Personality determinants

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Heredity: factors determined at conception,ones biological, physiological and inherent

psychological make up

Environment

Myers-Briggs Type Indicator

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Most widely used 100 question personality test that asks people

how they usually feel or act in particular

situations Individuals are classified as extraverted versus

introverted, Sensing or intuitive, Thinking or

feeling and Judging or perceiving

Myers-Briggs Type Indicator (MBTI)

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Style of

Decision Making Judgmental (J)

Perceptive (P)

Preference for

Decision Making Thinking (T)

Feeling (F)

Type of SocialInteraction Introvert (I)

Extrovert (E)

Preference for

Gathering Data Intuitive (N)

Sensing (S)

Extraverted individuals are outgoing, sociable

and assertive; Introverts are quiet and shy

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; q y

Sensing types are practical and prefer order;

Intuitive rely on unconscious processes and

look at the big picture

Thinking types use reason and logic to handle

problems; Feeling types rely on personal

values and emotions

Judging types want control, structured,

organized; Perceiving types are spontaneousand flexible

In work settings, extraverts prefer variety and donot mind being interrupted by phone calls orvisits They communicate freely

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visits. They communicate freely.

Introverts prefer to concentrate quietly, aredetail oriented and do not mind working on aproject for a long time. They dislike interruptionsand may have trouble in recalling names andfaces

At work sensing types prefer specific answers toquestions and can be frustrated by vagueinstructions. They like jobs yielding tangibleresults and use established skills than learn new

ones Intuitive types like solving new problems, enjoy

learning new skills and tend to think severalthings at once

Thinking types tend to show less emotion,

firm minded and like putting things into a

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firm minded and like putting things into a

logical frame work

Feeling types are comfortable with emotion in

workplace, enjoy pleasing people andreceiving frequent praise and encouragement

Big Five Personality Model

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Extraversion: Captures ones comfort levelwith relationships

Agreeableness: Refers to an individuals

propensity to defer to others Conscientiousness: Is a measure of reliability

Emotional stability: Taps a persons ability to

withstand stress Openness to experience: Addresses ones

range of interests and fascination with novelty

Extraversion

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The

Big Five Personality

Model

Openness to Experience

Agreeableness

Conscientiousness

Emotional Stability

Extraversion: outgoing, gregarious, active,

assertive and high spirited

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assertive and high spirited

Agreeableness: Compassionate, good natured,warm, trusting

Conscientiousness: well organized,

dependable, persistent, have high standards,strive to achieve goals

Emotional stability: calm, confident and

secure Openness to experience: Creative, curious,

have broad interest and very imaginative

Other Personality Traits

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Locus of control Machiavellianism

Narcissism

Type A

Risk taking

Proactive personality

HIGH MACS are:

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Pragmatic

Maintains emotional distance

Believes that ends can justify the means

Manipulate more

Win more

Persuaded less

Persuade others more

Persuaded by 3 factors

- Face-to-face interaction

- Situation having minimum number of rules & regulations ,allowing latitudefor improvisation

- Emotional involvement with details irrelevant

As 11th per Edition

Narcissism

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The tendency to be arrogant, have a grandiosesense of self importance, require excessive

admiration and have a sense of entitlement

Subordinates often rate Narcissists as badleaders

Narcissists treat others as inferior

Selfish, exploitative, carry the attitude thatothers exist for their benefit

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Groups

Group

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Two or more individuals, interacting andinterdependent, who have come together to

achieve particular objectives

Can be either formal or informal

Can be further classified into command, task,interest or friendship group

Command group: A group composed of the

individuals who report directly to a given

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p y g

manager

Task group: People working together to

complete a job task

Interest group: People working together to

attain a specific objective with which each is

concerned

Friendship group: People brought together

because they share one or more common

characteristics

Why do people join Groups?

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Security

Status

Self esteem

Affiliation

Power

Goal achievement

Stages of group development

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Forming

Storming

Norming

Performing

Adjourning

Stages of Team Development

O i t ti (F i )

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Orientation (Forming)

This is simply the bringing together of a group of individuals.

At this stage, members are:

Moderately eager

Have generally positive expectations

Have some anxiety about why they are there and what it all

means

Have some anxiety about other members such as who they

are and what they are like

Contd..

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During orientation,

How to approach Goals, and what skills are needed.

The length of this stage will depend on how clearly thetask is defined.

This is an important stage because it serves to clarify

the team's mission and bond team members.


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Storming

This stage is characterized by:

argument

conflict

a dip in morale

It results from differences between initial expectations

and the reality of the situation as perceived by the

members. Members may have varying opinions of what

the group was to do and how to accomplish it

Members are also beginning to confront the

differences in their personalities and values, a

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condition that is present anytime strangers meet.

Members may feel anger or frustration with the task

or with other members or may even resent the

presence of formal leadership.

Generally, the dissatisfaction stage is relatively short.

Some groups, however, may become stuck in this

stage and continue to be both demoralized and

relatively unproductive.

In the worst cases, some groups never emerge from

this stage and, if possible, disband in frustration.


Resolution (Norming)

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Resolution (Norming)

This stage in the group's development involves the: Resolving of issues

Setting up group processes

Setting of group policies, procedures, and values

Increasing production

Members are now resolving differences and clarifying the mission

and roles.

Members are less dissatisfied as in the previous stage because they

are now learning more about each other and how they will work

to ether

Members are making progress toward their goals.

They are developing tools to help them workbetter together such as a problem solving

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better together such as a problem solving

process, a code of conduct, a set of team values,and measurement indicators.

Member attitudes are characterized by

decreasing animosities toward other members;feelings of cohesion, mutual respect, harmony,and trust; and a feeling of pleasure inaccomplishing tasks.

The work is characterized by slowly increasingproduction as skills develop. The group isdeveloping into a team.


Production (Performing)

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Production (Performing)

The team is accomplishing work effectively.

Production is high and the climate is positive.

Member attitudes are characterized by positive feelings and

eagerness to be part of the team.

Members are confident about the outcome, enjoy open

communication, exhibit high energy, and disagreement is

welcome and handled without emotional conflict.

Although work is being accomplished through all the stages, this

stage reflects the work being accomplished most effectively.


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Termination

In the case of temporary teams such as task forces, design

teams, and problem solving teams, a fifth stage reflects the

ending of the process.

Depending on the team's success in accomplishing its task

and how strongly the members have bonded, this stage may

reflect either a sense of loss or relief. When a team ends,

time should be spent addressing how it should be done to

properly recognize the team's accomplishments.

Role

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A set of expected behaviour patternsattributed to someone occupying a given

position in a social unit

Our behaviour varies with the roles we are

playing

Role identity: Certain attitudes and behavioursconsistent with a role and they create the roleidentity

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identity

Role perception: An individuals view of howhe or she is supposed to act in a givensituation

Role expectations: How others believe aperson should act in a given situation

Role conflict: A situation in which an individualis confronted by divergent role expectations

Norms: Acceptable standards of behaviour

within a group that are shared by the

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members of the group

All groups have established norms

Performance norms, appearance norms, social

arrangement norms, resource allocation

norms etc

Conformity: The adjustment of ones

behaviour to align with the norms of the

group

Status: A socially defined position or rank

given to groups or group members by others

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According to status characteristics theory,

status tends to be derived from one of three

sources

1. The power a person wields over others

2. A persons ability to contribute to a groups

goals

3. An individuals personal characteristics

Group size

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Smaller groups are faster at completing tasks

than larger ones

Individuals perform better in smaller groups

than in larger ones

Larger groups are effective in fact

finding/problem solving

Social loafing: Is the tendency for individuals

to expend less effort when working

collectively than when working individually

Cohesiveness

Degree to which group members are attracted

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Degree to which group members are attracted

to each other and are motivated to stay in thegroup

Suggestions to encourage group cohesiveness

1. Make the group smaller2. Encourage agreement with group goals

3. Increase the time members spend together

4. Increase the status of the group5. Stimulate competition with other groups

6. Give group rewards

Group decision making

Strengths

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Strengths

1. Generate more information and knowledge

2. Can bring heterogeneity to the decision

process

3. Increased acceptance of a solution

Weaknesses

1. Time consuming

2. Conformity pressures in groups

3. Suffer from ambiguous responsibility

Groupthink

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A phenomenon in which the norm for consensus

overrides the realistic appraisal of alternativecourses of action

Describes a deterioration in an individualsmental efficiency, reality testing and moral

judgment as a result of group pressure

Suggestions to minimize groupthink

Monitor group size, encourage group leader to play

an impartial role, appoint one group member asdevils advocate, encourage active discussions

Team

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A team comprises a group of people linked in a

common purpose.

Teams are especially appropriate for conducting

tasks that are high in complexity and have many

interdependent subtasks

Why Have Teams Become SoPopular ?

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Teams typically outperform individuals.

Teams use employee talents better.

Teams are more flexible and responsive tochanges in the environment.

Teams facilitate employee involvement.

Teams are an effective way to democratize anorganization and increase motivation.

p

Work Group

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A group that interacts primarily to share informationand to make decisions to help each group memberperform within his or her area of responsibility.

Work Team

A group whose individual efforts result in aperformance that is greater than the sum of theindividual inputs.

Comparing Work Groups and Work Teams

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P bl S l i T

Types of Teams

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Problem-Solving Teams

Groups of 5 to 12 employees from the samedepartment who meet for a few hours eachweek to discuss ways of improving quality,efficiency, and the work environment.

Self-Managed Work Teams

Groups of 10 to 15 people who take on theresponsibilities of their former supervisors.

planning and scheduling of work,. assigningtasks to members, making operating

decisions taking actions on problems

Types of Teams (contd)

C F i l T

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Cross-Functional Teams

Employees from about the same hierarchical level,but from different work areas, who come together toaccomplish a task.

Types of Teams (contd)

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Virtual Teams

Teams that use computertechnology to tie togetherphysically dispersed

members in order toachieve a common goal.

Tend to be more task oriented and exchange less social-emotional

information than face to face teams.

Team effectiveness- Contextual factors

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Adequate resources

Leadership and structure

Climate of trust

Performance evaluation and rewards

Team effectiveness- composition

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Ability of members Personality of members

Allocation of roles

Diversity of members

Team size

Member preferences

Key roles of Teams Producer

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Producer

Organizer

Assessor

Promoter

Creator

Linker

Adviser Maintainer

Controller

Team effectiveness- Process

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Common purpose Specific goals

Team efficacy

Mental model

Conflict levels

Social loafing

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Training game- Team building

The top management team of a manufacturingorganisation was deployed for an outboundtraining program focused on team building

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There was a specified training need of trust andteam functioning under stressful conditions

The trainer deployed a training game titled asnighttrek in a dense forest

The team was given the task of reaching aspecified point in the jungle by following a handmade map

On the map there were clues which indicated

the path that the team had to follow

Three hour activity each team was given

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Three hour activity, each team was given

resources like water, torches and fruit

The team was accompanied by the trainer

whose role was to observe the functioning of

the team in conditions of stress andsubsequently catalyze learning by quoting live

data regarding the performance of the different

team members

There was no light or sound except the light heartedhumour of the participants

The team functioned like a well oiled machine

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The unit head became the de-facto leaderThere was rampant enthusiasm and a spring in the step

of the participants as they searched for clues given on

the map

After the second clue team lost its way. They went one

way, lost track, returned and then explored different

routes, all to no avail

The teams energy began to sagA large group of the participants stood around with hand

on their hips and passive looks on their faces

The first crack in the team began to show

The participation of the person who wanted to goback declined

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back declined

His criticism of the event went to go upSome other members began to pay heed to hisutterances

Finally a group of participants were standingaround doing nothing in particular

A small group of participants was still at work

They were poring over the map and trying todecipher it

The team was lost, it was pitch dark

A small subgroup of the team was busy findinglandmarks while this altercation was going on

The team leader along with his small set of croniesdi i f h

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set a direction for the team

As the team went into action, the unrest subsided

The leader asked some team members to exploreahead

The behaviour of the two sets of team members caneasily be classified into two categories

One set was energetic, willing to take risks, explore

ahead and provide direction

When the team reached the camp site, there was a little bit o

a pandemonium Some participants spoke angrily to the participants, What isthe meaning ofthis?

The team leader said, This is how life is. It puts up itschallenges. We need to take them on. It was quite anexperience

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experience

Some active participants added, It was fun, I had a greattime On listening to these comments, the pugnacious group

quietened and the situation returned to normalcy Then everybody started poking fun at each other especially

the ones who panicked during the night trek at stressfulpoints.

That is when the learning began to sink in The performers got the kudos and respect of their fellowmen

This was a classical case of team dynamics under stressfulconditions

For the trainer it was just like being in human behaviour lab

He could spot the changes in the functioning of the team as

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He could spot the changes in the functioning of the team as

the situation went from under-control to out -ofcontrol AS the situation deteriorated, the veneer that the executives

developed after attending team building workshops slowlydisappeared

Therefore when the team really needed to function as one, itwas segmented and divided

It is easy to talk about teams and their relevance in a classroom

It is easy to be a good team member and put goody-goody

behaviour when times are good and success ia at hand

It is only when times are bad that one is able todistinguish between genuine team members and

others to wear the clock of Sprit de corps

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From the team dynamics in this game, it becomesclear that because of numerous and omnipresent

training programs on team building, executives in

organisations have realized the relevance of

functioning as a team.

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Leadership

What Do Leaders Do?

Leadership

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p

One person influencing another to willingly worktowards a predetermined objective.

Effective Leadership

A balance of traits and skills, and leadership stylesor behaviors, all combined in a way thats right for a

particular situation.

Studying Leadership

Focus on the leaders traits and skills, on his or her

behavior, or on how the situation influences what

type of leader is best.

What Is Leadership?

Leadership

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Leadership

The ability to influence a group toward theachievement of goals.

Management

Use of authority inherent in designated formal rankto obtain compliance from organizational members.

Trait Theories

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Leadership Traits:

Ambition and energy

The desire to lead

Honest and integrity

Self-confidence

Intelligence

High self-monitoring

Job-relevant knowledge

Traits Theories of

Leadership

Theories that considerpersonality, social,

physical, or intellectualtraits to differentiateleaders from non leaders.

Behavioral Theories

Behavioral Theories of Leadership

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Trait theory:

Leaders are born, not made.

Behavioral theory:

Leadership traits can be taught.

Behavioral Theories of Leadership

Theories proposing that specific behaviorsdifferentiate leaders from nonleaders.

Ohio State Studies

Initiating Structure

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Initiating Structure

The extent to which a leader is likely to define andstructure his or her role and those of sub-ordinatesin the search for goal attainment.

Consideration

The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respect

for subordinates ideas, and regard for their feelings.

University of Michigan StudiesEmployee-Oriented Leader

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Emphasizing interpersonal relations; taking apersonal interest in the needs of employees andaccepting individual differences among members.

Production-Oriented Leader

One who emphasizes technical or task aspects ofthe job.

QUOTES FROM PETER DRUCKER

O I S I U IO CA OSSI LY SU VIV I I S

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NO INSTITUTION CAN POSSIBLY SURVIVE IF IT NEEDS

GENIUSES OR SUPERMEN TO MANAGE IT. IT MUST

BE ORGANISED IN SUCH A WAY AS TO GET ALONG

UNDER A LEADERSHIP COMPOSED OF AVERAGE

HUMAN BEINGS MANAGEMENT IS DOING THINGS RIGHT;

LEADERSHIP IS DOING THE RIGHT THINGS

PRACTICES FOLLOWED BY EFFECTIVE

LEADERS

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WHAT NEEDS TO BE DONE WHAT IS RIGHT FOR THE ENTERPRISE

ACTION PLANS

RESPONSIBILITY FOR DECISIONS RESPONSIBILTY OF COMMUNICATING

FOCUSED ON OPPORTUNITIES RATHER THAN

PROBLEM

PRODUCTIVE MEETINGS

THOUGHT AND SAID WE RATHER THAN I

Comparison of Transformational and

Transactional Leadership

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Transformational Leadership Promotes change

Shares vision, values and

emotional bonding

Provides intellectualstimulation

Develops pride, gains trust

and respect

Provides personal attention

Transactional leadership Maintains stability

Goes into contractual

arrangement

Provides guidance and roleclarification

Promises reward for

performance

Interactions mostly formaland officious

Key competencies in Transformational leaders

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Ability for assessment of current situation Ability to challenge the status quo

Adaptability to the changing environment

Ability to have a long term vision

Capability to articulate and practice a set of corevalues

Risk taking ability

Communication skills Ability to arouse passion

Contd..

Understanding and practice of equity, power

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and freedom Building coalitions

Flexibility and openness to experience

Ability to make fast decisions

Ability to modify systems

MENTORING

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Form of coaching in which an ongoing

relationship is developed between a senior

and junior employee

FEATURES TO BE CONSIDERED INMENTORING PROGRAM

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Top Management support Integration into the career development process

Voluntary involvement

Assignment of mentees to mentors Relatively short phases to the program

An established orientation

Monitoring of the process

Mind Tree Consulting- Mentor Me

Mindtrees program that transfers experiential knowledge and

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connects mentor-mentee & tries to build a connect acrosslevels of employees

Learner centric mentoring

Bi-directional that focuses on a developmental partnership

between knowledge rich giver and knowledge seeker Performed a needs analysis

Formalized the several mentoring engagements under a single

umbrella program MentorMe

Individual development as well as collective learning

T b i b h i l i d h i l

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Two sub programs viz behavioural mentoring and technical

mentoring

Mentors provide cushion for the knowledge seekers and

cocoon mentees with the much needed personal care and

guidance

Two way learning approach

Intellectual and emotional

Training is provided

Role of mentoring consultant Requires a certain level of engagement

M t t i f CLAS i ll d lid

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Mentee engagement is a process ofCLAS in small and solid

steps

Two levels of engagement viz intellectual engagement and

emotional engagement

Open to all across competencies and is voluntary

Available pool of experts for those who want to learn

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Decision making

Phases in decision making

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Identification phase

Development phase

Selection phase

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Programmed decisions: routine and repetitivedecisions that are normally handled by

bureaucratic procedures

Non programmed decisions: are made by

individuals using the information available and

their own ability to judge the situation

Models of decision making process

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Rational decision making model: it is assumedthat people are economically rational and thatthey are making an attempt to maximizeoutcomes in all situations

Bounded rationality model: assumes that peopleare bounded by certain constraints, may seek forthe best solution but usually settle for much lessbecause the decisions they confront typically

demand greater information processingcapabilities than they possess

Heuristics

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Rule that guides the search for alternativesinto areas that have a high probability of

yielding satisfactory solutions

Based on what has worked in past experiences

Shortcuts in decision making that save mentalactivity

Group decision making techniques

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Brain storming

Nominal technique

Delphi technique

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Organizational structure and design

What Is Organizational Structure?

Organizational Structure

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Key Elements:

Work specialization

Departmentalization

Chain of command

Span of control

Centralization and

decentralization

Formalization

Organizational Structure

How job tasks are formallydivided, grouped, andcoordinated.

Work Specialization

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Division of labor:

Makes efficient use of employee skills

Increases employee skills through repetition

Specialized training is more efficient.

Allows use of specialized equipment.

The degree to which tasks in the organization aresubdivided into separate jobs.

Departmentalization

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Grouping Activities By:

Function

Product

Geography

Process

Customer

The basis by which jobs are grouped together.

Authority

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Chain of Command

The unbroken line of authority that extends from thetop of the organization to the lowest echelon andclarifies who reports to whom.

The rights inherent in a managerial position to giveorders and to expect the orders to be obeyed.

Unity of Command

A subordinate should have only one superior to whomhe or she is directly responsible.

Span of Control

The number of subordinates a manager can efficientlyand effectively direct.

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Narrow Span Drawbacks:

Expense of additional layers of management.

Increased complexity of vertical communication.

Encouragement of overly tight supervision anddiscouragement of employee autonomy.

Concept:

Wider spans of management increase organizationalefficiency.

Centralization

The degree to which decision making isconcentrated at a single point in the organization

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concentrated at a single point in the organization.

Formalization

The degree to which jobs within the organization arestandardized.

Decentralization

The degree to which decision making is spreadthroughout the organization.

Common Organization Designs

Simple Structure

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A structure characterized by a low degree ofdepartmentalization, wide spans of control, authority

centralized in a single person, and littleformalization.

Common Organization Designs (contd)

Bureaucracy

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A structure of highly operating routine tasksachieved through specialization, very formalized

rules and regulations, tasks that are grouped intofunctional departments, centralized authority, narrowspans of control, and decision making that followsthe chain of command.

The Bureaucracy

Strengths Weaknesses

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Strengths

Functional economies of

scale

Minimum duplication of

personnel and

equipment

Enhanced

communication

Centralized decision

making

Weaknesses

Subunit conflicts with

organizational goals

Obsessive concern with

rules and regulations

Lack of employee

discretion to deal with

problems

Common Organization Designs (contd)

Matrix Structure

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Key Elements:

+ Gains the advantages of functional and productdepartmentalization while avoiding their weaknesses.

+ Facilitates coordination of complex and interdependentactivities.

Breaks down unity-of-command concept.

A structure that creates dual lines of authority andcombines functional and product departmentalization.

New Design OptionsTeam Structure

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Characteristics: Breaks down departmental barriers.

Decentralizes decision making to the team level.

Requires employees to be generalists as well as specialists.

Creates a flexible bureaucracy.

The use of teams as the central device to coordinatework activities.

New Design Options (contd)

Virtual Organization

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Concepts:

Advantage: Provides maximum flexibility while concentrating

on what the organization does best.

Disadvantage: Reduced control over key parts of the

business.

A small, core organization that outsources its majorbusiness functions.

Highly centralized with little or no departmentalization.

New Design Options (contd)Boundaryless Organization

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T-form Concepts:

Eliminate vertical (hierarchical) and horizontal

(departmental) internal boundaries.

Breakdown external barriers to customers andsuppliers.

An organization that seeks to eliminate the chain ofcommand, have limitless spans of control, andreplace departments with empowered teams.

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Why Do Structures Differ? Strategy

Innovation Strategy

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A strategy that emphasizes the introduction of majornew products and services.

Cost-minimization Strategy

A strategy that emphasizes tight cost controls,avoidance of unnecessary innovation or marketingexpenses, and price cutting.

Why Do Structures Differ? Size

Size

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Characteristics of large organizations:

More specialization

More vertical levels

More rules and regulations

How the size of an organization affects its structure.As an organization grows larger, it becomes moremechanistic.

Why Do Structures Differ?Environment

Environment

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Key Dimensions-

Capacity: the degree to which an environment can support

growth.

Volatility: the degree of instability in the environment.

Complexity: the degree of heterogeneity and concentration

among environmental elements.

Institutions or forces outside the organization thatpotentially affect the organizations performance.

Organizational Designs andEmployee Behavior

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Research Findings:

Work specialization contributes to higher employee productivity, but

it reduces job satisfaction.

The benefits of specialization have decreased rapidly as employees

seek more intrinsically rewarding jobs.

The effect of span of control on employee performance is contingent

upon individual differences and abilities, task structures, and other

organizational factors.

Participative decision making in decentralized organizations ispositively related to job satisfaction.

Organizational Change

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Any alteration of people, structure ortechnology in an organization

Why do people resist change?

Uncertainty

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y

Habit

Concern over personal loss

Belief that the change is not in theOrganization's best interest

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Managerial Actions to Reduce Resistance to

Change

Education & Communication

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Communicate with employees to help them tosee the logic of change

Educate employees

Appropriate if source of resistance is eitherpoor communication or misinformation

Must be mutual trust and credibility between

managers and employees

Participation

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Allows those who oppose a change toparticipate in the decision

Assume that they have the expertise to make

meaningful contribution

Involvement can reduce resistance, obtain

commitment to seeing change succeed and

increase quality of change decision

Facilitation & Support

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Provide supportive efforts such as employeecounseling, new skills training or short paid

leave of absence

Can be time consuming and expensive

Negotiation

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Exchange something of value to reduceresistance

May be necessary when resistance comes

from a powerful source

High costs and likelihood of having to

negotiate with other resisters

Coercion

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Using direct threats or force

Inexpensive way

May be illegal.

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Planned change

Lewins change model

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Conceived change as modification of forceskeeping a systems behaviour stable

A particular set of behaviours at any moment

is the result of two groups of forces: those

striving to maintain the status quo and those

pushing for change

Change process consists of three steps:

Unfreezing, moving and refreezing

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Action research model

Problem identification

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Consultation with a behavioural expert

Data gathering and preliminary diagnosis

Feedback to a key client or group

Joint diagnosis of the problem

Joint action planning

Action

Data gathering after action

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Communication

Functions of Communication

Communication

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Communication Functions

1. Control member behavior.

2. Foster motivation for what is to be done.

3. Provide a release for emotional expression.

4. Provide information needed to make decisions.

The transference and the understanding of meaning.

Elements of the CommunicationProcess

The sender

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Encoding

The message

The channel Decoding

The receiver

Noise

Feedback

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Interpersonal Communication

Oral Communication

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Advantages: Speed and feedback.

Disadvantage: Distortion of the message.

Written Communication

Advantages: Tangible and verifiable.

Disadvantages: Time consuming and lacks feedback.

Nonverbal Communication

Advantages: Supports other communications and providesobservable expression of emotions and feelings.

Disadvantage: Misperception of body language or gesturescan influence receivers interpretation of message.

Grapevine Grapevine Characteristics

f l ll d b

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Informal, not controlled by management. Perceived by most employees as being more

believable and reliable than formalcommunications.

Largely used to serve the self-interests ofthose who use it.

Results from:

Desire for information about important situations Ambiguous conditions

Conditions that cause anxiety

Computer-Aided Communication

E-mail

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Advantages: quickly written, sent, and stored; low costfor distribution.

Disadvantages: information overload, lack of

emotional content, cold and impersonal. Instant messaging

Advantage: real time e-mail transmitted straight tothe receivers desktop.

Disadvantage: can be intrusive and distracting.

Computer-Aided Communication(contd)

Intranet

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A private organization-wide information network.

Extranet

An information network connecting employees withexternal suppliers, customers, and strategic partners.

Videoconferencing

An extension of an intranet or extranet that permits

face-to-face virtual meetings via video links.

Knowledge Management (KM)

Knowledge Management

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Why KM is important:

Intellectual assets are as important as physical assets.

When individuals leave, their knowledge and experience goes with

them.A KM system reduces redundancy and makes the organization

more efficient.

A process of organizing and distributing anorganizations collective wisdom so the rightinformation gets to the right people at the right time.

Choice of Communication Channel

Channel Richness

Th t f i f ti th t b t itt d

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Characteristics of Rich Channels

1. Handle multiple cues simultaneously.

2. Facilitate rapid feedback.

3. Are very personal in context.

The amount of information that can be transmittedduring a communication episode.

Barriers to Effective Communication

Filtering

A d i l ti f i f ti th t it ill

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A senders manipulation of information so that it willbe seen more favorably by the receiver.

Selective Perception

People selectively interpret what they see on thebasis of their interests, background, experience, andattitudes.

Information OverloadA condition in which information inflow exceeds anindividuals processing capacity.

Barriers to Effective Communication(contd)

Emotions

Ho a ecei e feels at the time a message is ecei ed

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How a receiver feels at the time a message is receivedwill influence how the message is interpreted.

Language

Words have different meanings to different people.

Communication Apprehension

Undue tension and anxiety about oralcommunication, written communication, or both.

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Organizational Communication

Organizational Communication

C i ti th t l

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Communication that occurs among severalindividuals or groups.

Downward communications go from superior to

subordinate.

Lateral (horizontal) communications move betweendepartments or between people in the same

department.

Upward communications move from subordinates to

superiors.

Fostering Upward OrganizationalCommunication

Social gatherings

U i bli ti

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Union publications

Regular meetings

Performance appraisal meetings

Grievances

Attitude surveys

A suggestion system

An open door policy

E-Mail

Getting Upward Feedback Request feedback from people whom you trust and who will

be honest with you.

If the feedback is too general, ask for examples of specific,

recent behavior

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recent behavior.

Dont be defensive, make excuses, or blame others whenyou hear criticism.

Do not overreact or under-react to feedback.

Once the feedback is complete, summarize what the speakersaid to make sure that you understand.

Explain what you are going to do in response to thefeedback, do it, evaluate the consequences on performance,and then let the feedback-giver know of the outcome.

Thank the person for his or her concern and advice.

Improving Downward Communication

Open-Book Management

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A management style in which a company opens its

books to the employees, sharing financial data,

explaining numbers, and rewarding workers for

improvement.

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Organization Development

OD

Planned, managed and systematic process tochange the culture systems and behaviour of an

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change the culture, systems and behaviour of anorganization in order to improve theorganizations effectiveness in solving itsproblems and achieving its objectives

Improving orga

Documents

OB class 1