Organisational Behaviour is a field of study that
investigates the impact that individuals, groups,
and structure have on behaviour within
organisation for the purpose of applying such
knowledge toward improving an organisation’s
effectiveness.
OB is a field of study
Means a distinct area of expertise with a common body of knowledge
Organisational Behaviour is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organisation for the purpose of applying such knowledge toward improving an organisation’s effectiveness.
What does it study?
It studies three determinants of behaviour in organisation Individuals, Groups, Structure
Therefore –
OB is concerned with the study of what people do in an
organisation and how the behaviour affects the performance of the organisation.
It is concerned with employment related situations, and
emphasises behaviour as related to concerns such as jobs, work, absenteeism, employment turnover (attrition), productivity,
CONTRIBUTING DISCIPLINES TO THE FIELD OF OB Psychology – The science that seeks to measure, explain, and sometimes change the behaviour of human and other animals.
Sociology – The study of people in relation to their fellow human beings.
Social psychology – An area with psychology that blends
concepts from psychology and sociology and that focuses on the influence of people on one another.
Anthropology – The study of societies to learn about human beings and their activities.
CONTRIBUTING DISCIPLINES TO THE FIELD OF OB
Behavioural Science Contribution Unit of
analysis Output Psychology Sociology Social psychology Anthropology Political science Job satisfaction Decision making Performance appraisal Attitude Selection Work design Stress Learning Motivation Personality Emotions Perception Training Leadership Power Conflict Intergroup behaviour Group dynamics Work teams Communication Organisational change Organisational culture Formal organisational theory
Organisational technology Group processes Group decision making Behavioural change Attitude change Communication
Comparative values & attitudes Cross culture analysis
Organisational culture &environment Conflict Intraorganisational politics Power Individual Group Organisation system Study of O B
CHALLENGES AND OPPORTUNITIES FOR OB
1. Responding to Globalisation
2. Managing Workforce Diversity
3. Improving Quality and Productivity
4. Responding to Labour Shortage
5. Improving Customer Service
6. Improving People Skill
7. Empowering People
8. Coping with Temporariness
What is Organisational
Behaviour ?
Every individual has 24 hours a day. The
worldwide research has shown that an average
person spends about 6 to 8 hours a day in sleep
more than 8 hours are spent in working and
traveling. One gets left with only 8 hours for
personal and private life with family and friends.
It means we spend 33% of life in sleeping, 50%
in working and are left with only 17% for personal
pleasures.
Therefore subject of Organisational
Behaviour deals with that part of life
which we spend in working which is
also called “On the job” life.
Our off the job life is interrelated
Models of organisational behaviour
2. Autocratic Model
3. The custodial model
4. The supportive model
5. The collegial model
6. The SOBC (Stimulus, organism, behaviour,
consequences) model
The model is based on the assumption that authority is
central to results. People must accept the authority of their superiors and obey their instructions. Obedience is the main employee orientation. Obedience on the part of
subordinates can be for respect for the knowledge and the authority of the superiors or fear of punishment. Job
security, basic needs of a person, survival and growth makes the subordinates to obey.
The Custodial Model
This assumes that the organisational behavior depends upon the economic resources. Employee work for money and
desires job security. While money is the main managerial orientation, job security is the main employee orientation. For the basic need of job security employee offer a passive co-operation to the superiors. The management knows
better welfare of the people & takes the role of custodian and guardian of the people and their wealth.
The Supportive Model
The model assumes that management is leadership. The management plays the role of a supportive leadership. The employees are performance oriented & need support for their initiative and drive for performance. This encourages participation by the subordinates. The basic need of the employee is the self esteem and recognition. The
employees need support, status and recognition for their performance.
The Collegial Model
This model is based on the assumption that generally the employees are self disciplined and they exhibit a
responsible behaviour. The main need of the employee is self actualisaton. If this need is satisfied, they show
enthusiastic performance. Therefore they must be
encouraged for the participation in decision making. Team building on the part of management is must as the team work is main managerial orientation.
This model is based on the assumption that every behaviour is caused. What we see are the consequences of the behaviour shown by organism due to stimulus. This model can be diagrammatically shown as follows:
Stimulus > Organism > Behaviour > Consequences
(cause) (individual) (Actions) (Results)
The Stimulus is the cause that may be overt or covert, physical, social,
psychological, technological, environmental etc.
The Organism can be individual or a group. They have cognitive
mediators with physiological existence.
The Consequences are expressed as the results that may be overt or
covert. Positive or negative and can have effects on environmental dynamics and applications.
Perception
is a process by which
individuals organise and interpret their
sensory impressions in order to give
meaning to their environment.
Factors
Influencing
Perception
Factors in the situation
Time
Work Setting Social Setting
Factors in the Perceiver
Attitudes Motives Interests Experience Expectations
Factors in the target
Novelty Motion Sounds Size Background Proximity Similarity PERCEPTION
What do you see?
What do you see?
There's a face... and the word
No, these are a bunch of
independent circles
Process of Perception
1. Confrontation of stimulus
The Individual comes face to face with another
Individual/group/object/situation/problem
Process of Perception
2. Registration
3. Interpretation
Process of Perception
The individual tries to understand the real meaning of the situation.
Process of Perception
4. Feedback
The individual evaluates the strength and weakness and gives a quick feedback to the sensory motor.
Process of Perception
5. Reaction
The individual gives the response in terms of reaction that can be positive, negative or neutral, depending upon the mutual interaction between the stimulus and the individual.
APPLICATION OF PERCEPTION
ATTRIBUTION THEORY
The theory is proposed to develop explanations of the ways in which we judge people differently, depending on what meaning we attribute to a given behaviour. The theory suggests that when an individual observes another individual’s behaviour and they observer attempts to determine whether the behaviour is caused internally or externally.
The determination, however depends upon three factors 1. Distinctiveness
2. Consensus 3. Consistency
Definitions
‘Personality is the dynamic organisation within an
individual of those psychological systems that determine his unique adjustments to his environment.’
- Gordon Allport
Personality is the sum total ways in which an individual reacts to and interacts with others.
PERSONALITY DETERMINANTS
Individual Personality is the result of heredity
and environment and the third factor is
HEREDITY
Heredity refers to those factors that were determined at conception. Physical stature, facial attractiveness,
temperament, muscle composition and reflexes, energy level, and biological rhythms are characteristics that are
generally considered to be either completely or substantially who the parents are; that is, by their biological,
physiological, and inherent makeup.
ENVIRONMENT
Environment factor like culture in which one is
raised, early conditioning; norms among
family, friends, social group and other
influences that one experiences, exert pressure
on personality of an individual.
SITUTATION
Situation influences the effect of heredity and
environment on personality. A individual’s
personality, although generally stable and
consistent, does change in different situations.
The different demands of different situations
call for different aspects one’s personality.
LOCUS OF CONTROL
Locus of control is the degree to which
people believe they are masters of their own
fate
Some people believe that they are masters of their own fate. Other people see themselves as pawns of fate, believing that what happens to them in their lives is due to luck or chance.
INTERNALS
Individual who believes that they control
what happens to them.
EXTERNALS
Individuals who believe that what happens
to them is controlled by outside forces such
as luck or chance.
TYPE A PERSONALITY
A person with a Type A personality is aggressively
involved in chronic, incessant struggle to achieve
more and more in less and less time, and if required
to do so, against the opposing efforts of other
Type A’s
1. Are always moving, walking, and eating rapidly
2. Feels impatient with the rate at which most event take place 3. Strive to think or to do two or more things at once
4. Cannot cope with leisure time
TYPE B PERSONALITY
Type B is exactly opposite to type A are rarely
harried by the desire to obtain a wildly increasing
number of things or participate in an endless
growing series of events in an ever decreasing
amount of time.
Type B’s
1. Never suffer from a sense of time urgency with the accompanying impatience
2. Feel no need to display or discuss their achievements 3. Play for fun and relaxation and not exhibit superiority 4. Can relax without guilt
PERSONALITY TRAITS
Personality are the enduring characteristics that describe an individual behavior.
A study identified 17,953 individual traits.
Another researcher isolated 172 traits and reduced set of traits that would identify underlying patterns and thereby 16 personality factors (called the source or primary traits) were identified
These 16 traits are to be found generally steady and constant source of behavior.
Personality traits
Sixteen Primary Traits
Tensed Vs Relaxed 16 Controlled Vs Uncontrolled 15 Self-sufficient Vs Group dependent 14 Experimenting Vs Conservative 13 Apprehensive Vs Self-assured 12 Shrewd Vs Forthright 11 Imaginative Vs Practical 10 Suspicious Vs Trusting 9 Sensitive Vs Tough minded 8 Venturesome Vs Timid 7 Conscientious Vs Expedient 6 Happy-go-lucky Vs Serious 5 Dominant Vs Submissive 4 Emotionally stable Vs Affected by feelings 3 More intelligent Vs Less intelligent 2 Outgoing Vs Reserved 1
ATTITUDES
Attitudes – Evaluative statements or judgments concerning objects, people or events.
Attitude may be favourable or unfavourable – concerning
objects or events. Attitudes are not the same as values, but the two are interrelated.
COMPONENTS OF AN ATTITUDE
Attitude has three components and they are –
3. Cognitive Component
5. Affective Component
COMPONENTS OF AN ATTITUDE
Cognitive component of an attitude
It is the opinion or belief segment of an attitude Affective component of an attitude
It is the emotional or feeling segment of an attitude Behavioural component of an attitude
TYPES OF ATTITUDES
There may be thousands of attitudes in a person, OB
focuses attention on a very limited number of work
related attitudes. These work related attitudes are
positive or negative and shows how employee feel
about their job. Most of the research in OB has been
concerned with three attitudes namely:
JOB SATISFACTION
The term job satisfaction refers to an
individual’s general attitude toward his or her
job. An individual with high level of job
satisfaction holds positive attitudes about the
job, while a dissatisfied individual may hold
negative attitudes about the job.
Low job satisfaction can result in high attrition
rate, absenteeism, and poor mental health.
JOB INVOLVEMENT
Job involvement measures the degree to
which a person identifies psychologically
with his or her job and considers his or
her perceived performance level
important to self worth.
ORGANISATIONAL COMMITTMENT
Organisation commitment is defined as degree to
which an employee identifies with a particular
organisation and its objectives and wishes to maintain
membership in the organisation.
An employee may be dissatisfied with his or her
present job and consider it a temporary condition, yet
not be dissatisfied with the organisation as a whole.
But when dissatisfaction spreads to the organisation
itself, individuals are more likely to resign.
EFFECTS OF JOB SATISFACTION
The job satisfaction has an effect on the
performance of an individual however in
the organisation it tends to center on its
effect on productivity, absenteeism and
turnover.
Satisfaction and productivity
“Happy workers are productive workers” is a myth, the concept “productive workers are likely to be happy workers” may hold good.
Satisfaction and absenteeism
There is a negative relationship between satisfaction and absenteeism. Absenteeism increases with decrease in job satisfaction
Satisfaction and turnover
Satisfaction is also negatively related to turnover , factors like alternative job opportunities, length of tenure, labour market condition will also effect the turnover.
EXPRESSION OF DISSATISFACTION
Employee dissatisfaction can be expressed in various ways, however the following four responses shall indicate different responses to employee dissatisfaction.
Exit : Dissatisfaction expressed through behaviour directed toward leaving the organisation.
Voice : Dissatisfaction expressed through active and constructive attempts to improve conditions, may include union activity.
Loyalty : Passively but optimistically waiting for the condition to improve. It is trusting organisation and management ‘to do the right thing’.
JOB SATISFACTION AND CUSTOMER SATISFACTION
Satisfied employees increase customer satisfaction and loyalty. Satisfied employee are more likely friendly and responsive – which customers appreciate. Satisfied employees are less prone to turnover, customers are more likely to encounter familiar
VALUES
Values – Basic convictions that a specific mode of conduct or end state of existence is personally or socially preferable to an
opposite or converse mode of conduct or end state of existence. Value System – A hierarchy based on ranking of an individual’s values in terms of their intensity.
TYPES OF VALUES
Value typologies can be developed in two approaches
as per survey conducted by Milton Rokeach, the
survey is popularly known as Rokeach Value Survey
(RVS). RVS consists of two sets of values –
Terminal values and
Instrumental values
Terminal values – Desirable end-states of existence; the
goals that a person would like to achieve during his or
her lifetime.
TYPES OF VALUES
Instrumental values – Preferable modes of behaviour or
means of achieving one’s terminal values.
Terminal and Instrumental Values in Rokeach Value Survey
Instrumental Values
Ambitious (hardworking, aspiring) Broad minded (open minded) Capable (competent)
Cheerful (lighthearted, joyful) Clean (neat, tidy)
Courageous (standing up for your beliefs) Forgiving (willing to pardon others)
Helpful (working for the welfare of others) Honest (sincere, truthful)
Imaginative (daring, creative)
Independent (self-reliant, self-sufficient) Intellectual (intelligent, reflective)
Logical (consistent, rational) Loving (affectionate, tender) Obedient (dutiful, respectful)
Polite (courteous, well-mannered) Responsible (dependable, reliable)
Self-controlled (restrained, self-discipline)
Terminal Values
A comfortable life (a prosperous life) An exciting life ( a stimulating, active life)
A sense of accomplishment ( lasting contribution) A world of peace ( free of war and conflict)
A world of beauty (beauty of nature and the arts) Equality (brotherhood, equal opportunity for all) Family security (taking care of loved ones) Freedom (independence, free choice) Happiness (contentedness)
Inner harmony (freedom from inner conflict) Mature love (sexual and spiritual intimacy) National security (protection from attack) Pleasure (an enjoyable, leisurely life) Salvation (saved, eternal life)
Self respect (self-esteem)
Social recognition (respect, admiration) True friendship (close companionship) Wisdom (a mature understanding of life)
IT IS THE NEED OR DRIVE
WITHIN AN INDIVIDUAL THAT
DRIVES HIM OR HER TOWARD
GOAL ORIENTED ACTION. THE
EXTENT OF DRIVE DEPENDS
ON THE PRESCRIBED LEVEL
OF SATISFACTION THAT CAN
BE ACHIEVED BY THE GOAL
-Definition-“MOTIVATION
IS
A
PREDISPOSITION TO ACT
IN A SPECIFIED GOAL
DIRECTED MANNER”
“MOTIVATION REFERS TO
GOAL DIRECTED
BEHAVIOUR”
“A process of stimulating
the self or subordinates
to get into the desired
course of action”
DIFFERENCE BETWEEN
MOTIVATION AND SATISFACTION
MOTIVATION REFERS TO THE DRIVE AND EFFORT TO SATISFY A WANT OR GOAL.
SATISFACTION REFERS TO THE CONTENTMENT EXPERIENCED WHEN WANT IS SATISFIED. IN OTHER WORDS, MOTIVATION IMPLIES A DRIVE TOWARD AN OUTCOME, AND SATISFACTION IS THE OUTCOME ALREADY EXPERIENCED.
Employees' performance is, of course, partially
determined by the opportunities given them to
demonstrate their abilities. If employees are never given
opportunities to utilize all of their skills, then the
employer may never have the benefit of their total
performance. Work performance is also contingent upon
employee abilities. If employees lack the learned skills
or innate talents to do a particular job, then performance
will be less than optimal. A third dimension of
performance is motivation.
Mechanism of Motivation
Need
Drive
Barrier
Goal
Deprivation Direction Overt/Covert Achievement
NEEDS
An
internal
state
of
disequilibrium or deficiency
which has the capacity to
energise
or
trigger
a
Motivation and Frustration
A person get frustrated because of unfulfilled need. Whenever a person is frustrated, the defence mechanism gets triggered into action. Frustration can be manifested into one or more of following behaviour:
Aggression: A reaction to a situation where one’s motive is blocked, causing oneself to turn against the barrier in terms of verbal or physical injury.
Withdrawal: Leaving the field physically and psychologically. Fixation: An unreasonable stubbornness, repeated behaviour, non adjusting.
MASLOW’S HIERARCHY OF NEEDS
Self- Actuali-zation Needs Esteem Needs Belongingness NeedsAchievement Challenging job
Status Job title
Friendship Friends in Work
Douglas Mcgregor’s Theory
Douglas Mcgregor, a professor of industrial
Administration at MIT (USA) theorized that
every person has certain basic assumptions about
other people’s attitude towards work and
organisation the assumption is labeled as Theory
Theory X Assumptions
Theory X Assumptions
It is the traditional assumptions about the nature of people and states
that-1. Average human being have an inherent dislike of work and will avoid it if they can.
2. Because of this human characteristic of disliking work, most people must be coerced, controlled, directed and threatened with punishment to get them to put forth
adequate effort toward the achievement of organisational objectives.
3. Average human beings prefer to be directed, wish to avoid responsibility, have relatively little ambition, and
Theory Y Assumptions
Theory Y Assumptions
The assumption under this are _
1. The expenditure of physical effort and mental effort in work is as natural as play or rest.
2. External control and threat of punishment are not the only means for producing effort toward organisational
objectives. People will exercise self direction and self control in the service of objectives to which they are committed.
3. The degree of commitment to objectives is in proportion to the size of the rewards associated with their achievement. 4. Average human beings learn, under proper conditions, not
Herzberg’s 2-factor Theory
Fredrick Herzberg (1959) extended the work of Maslow and developed a specific content theory of work motivation. He conducted a widely reported study of about 200 accountants and engineers from eleven industries in the Pittsburgh area. He used the critical incident method of obtaining data for analysis. He asked them two questions: a) When did you feel particularly good about your job and
CONTARSTING VIEW OF
SATISFACTION AND DISSATISFACTION
TRADITIONAL VIEW
Satisfaction Dissatisfaction Satisfaction No Satisfaction No Dissatisfaction DissatisfactionHERZBERG’s VIEW
Motivators Hygiene FactorHerzberg’s theory was based on a two-factor
hypothesis that is factors leading to job satisfaction
And factors leading to no job dissatisfaction. They
were classified in two categories:
6) Motivational factors
Motivational factors
• Recognition
• Advancement
• Responsibility
• Possibility of growth
• Achievement
• Work itself
Motivational factors are directly related to the job
itself. Present of such factor create a highly
motivating situation, but their absence does not cause
job dissatisfaction. These factors are ‘content
oriented’.
Hygiene or Maintenance factors
• Company policy and administration
• Technical supervision
• Interpersonal relations with subordinates
• Salary
• Job security
• Personal life
• Working conditions
• Status
• Interpersonal relations with supervisors
Maintenance factors are ‘context oriented’ their
presence does not significantly motivate the
person. The presence of such factors prevents
dissatisfaction and maintains a certain level of
motivation but any reduction in the availabilities
of these factors is likely to affect motivation and
bring down the level of performance. According to
Herzberg, Hygiene factors can dissatisfy by their
Motivational Factors Hygiene factors
When present lead to
satisfaction and motivation.
When present, help in
preventing dissatisfaction but do not increase satisfaction or motivation.
When absent prevents both satisfaction and motivation.
When absent increase
dissatisfaction with the job.
Motivational vs. Hygiene Factors
Status goes down with Hygiene factors;
Recognition goes up with Motivators
McClelland’s theory of Needs
Developed by David McClelland and his
associates. The theory focuses on three needs:
1. Achievement
2. Power
Need for Achievement (nAch):
The drive to excel, to
achieve in relation to a set of standards.
Need for Power (nPow):
The need to make others
behave in a way that they would not have behaved
otherwise.
Need for Affiliation (nAff):
The desire for friendly and
close interpersonal relationship
E R G Theory
Clayton Alderfer of Yale University has reworked
Maslow’s need hierarchy.
He devised three groups of core needs:
1. Existence
2. Relatedness
3. Growth
Physiological Security Social Esteem Self Actu-alisation Existence Relatedness Growth
Maslow’s Need Hierarchy and Alderfer’s ERG Theory
Maslow’s theory follows a rigid, steplike progression. ERG theory does not assume that there exists a rigid hierarchy. It demonstrates that (i) more than one need may be operative at the same time, and (ii) if the gratification of a higher level need is suppressed, the
desire to satisfy lower level need increases. In ERG all the need categories could be operating at the same time
Vroom’s Expectancy Theory
The theory essentially emphasizes that motivation is increased if the individual perceives that –
3. His effort will result in successful performance 2. Successful performance leads to desired rewards
The theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the
Individual Effort Individual Performance Organizational Rewards Personal Goals 1 2 3
1. Effort-performance relationship: Probability perceived by the individual that exerting a given amount of effort will lead to performance.
2. Performance-reward relationship: The degree to which the
individual believes that performing at a particular level will lead to the attainment of a desired outcome.
3. Rewards-personal goal relationship: The degree to which
organizational reward satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for
individual.
Vroom’s Expectancy Theory
Vroom explains that motivation is a product of how much one wants something and one’s estimate of the probability that a certain action will lead to it.
This relationship is given in the formula:-V X E = M
V = Valence is strength of desire for something
Vroom’s Expectancy Theory
Range of Valence and Expectancy
Valance
-1 0 +1
Expectancy
EQUITY THEORY
James Stacy Adams (1965)
proposed the equity theory which
was based on his belief that an
individual’s motivation is
influenced by his perception of how
equitably he is treated at work.
To express his ideas, Adam used following formula:
EQUITY THEORY
Person’s Outcomes
Equity exists
when-Person’s Inputs
Other’s outcomes Other’s inputs
Negative Inequity exists
when-Person’s Outcomes
Person’s Inputs < Other’s outcomesOther’s inputs
Positive Inequity exists
when-Person’s Outcomes
EQUITY THEORY
In order to restore equity, individuals can make one of the six choices:
2. Change their inputs (reduce efforts)
3. Change their outcomes (earning more on a piece rate basis producing higher quantity)
4. Distort perception of self (changing self perception) 5. Distort perception of others (changing thoughts about
others)
6. Choose a different referent (changing person with whom comparison is made)
Value of rewards
Perceived Effort-reward
probability
Effort accomplishmentPerformance
Ability to do a specific task Perception Of task required Extrinsic rewards Perceived equitable rewards Satisfaction Intrinsic rewards
MORALE
Morale indicates happiness of the employees within the organizational environment.
It is essentially akin to job satisfaction and represents the integration of an individual with the team and the
organization itself.
Higher the morale higher is the productivity.
Relationship between morale and productivity need not always be direct. With high morale there could be low productivity.
High
Low
Low Productivity High
Morale
A B
“The Leader is a part of the group
– distinct from the group
and
can influence the behaviour of the
group”
Leadership is defined as “influence, that
is, the art or process of influencing
people so that they will strive Willingly
and enthusiastically towards the
achievement of group goals. Leading
involves influencing and interacting with
people to attain goals”
The leadership can be defined as
“the act of making an impact on other
in a desired direction”
‘The ability of a person to persuade
others to seek achievement of the group
goals efficiently & effectively '.
Leaders envision the future; they
Inspire organization members and
chart the course of the organization.
Leaders must instill values whether
they are concern for quality, honesty
and calculated risk taking or concern
for employees and customers.
LEADERSHIP STYLE
Psychologists, sociologists, political scientists
and certainly, management scientists have
become
increasingly
interested
in
leadership. There have been spurts of
research on this topic from time to time.
The more we research leadership, the more
complexity comes to light. Leadership is
broader than management. Managers can
An organisation requires management to achieve the organisational goal including the economic performance A manager must be a good leader since he has to get
work done by his people.
Leadership in the manager plays a very important role.
Essential of Leadership
Some of the major factors of importance of leadership in business organisations may be summarised as follows :
It helps to build of the group
It helps to create confidence among the members It motivates the group members
It inculcates discipline
Theories of Leadership
Various theories of leadership have been developed by different management experts.
The major theories of leadership are as follows : Traits Theory
Behavioural Theories Contingency Theories
Leader-Member Exchange Theory Managerial Grid
The Traits Theory
(Ordway Tead & Chester Bernard)
In the early stages of organisational development, it was believed that 'Leaders are born' This theory is based on the assumption that leadership depends upon the traits of the
successful leaders. Some of the major features of this approach are as follows :
It is a traditional theory
It is based on the belief that 'Leaders are born & not made' It is based on the assumption that physiological & psychological traits of the leaders determine the success or
The Traits Theory
Strengths
It banks upon the
personal qualities of the leader
It draws on the influence of the charisma of the
leader
There is an emotional bond between the leader & the followers.
There is loyalty by the followers
Inter-personal
relationships among the members of the group are better
Weaknesses
The traits are not exhaustive or universal
There is a lack of scope for development of the followers
There is a possibility of exploitation of the followers
Some traits of effective leadership
Knowledge of the job/task Intelligence. Self-respect Self-confidence. Courage Logical thinking Rational judgment Decision-making Communication ability Creativity
Initiative & drive
Problem-solving ability High morale & motivation Positive attitude
Authority & Responsibility Flexibility in approach
Conviction & Commitment Impressive Personality
THE FOUR LEADERSHIP STYLES
The four leadership style can be stated as –
•Directive
•Supportive
•Consulting
•Delegating
A combination of high and low
regulating and nurturing behaviour
will give four quadrants, each
representing four different leadership
styles.
THE FOUR
LEADERSHIP
STYLES
REGULATING BEHAVIOUR N U R T U R I N G B E H A V Style1 DIRECTIVE HIGH REGULATING Style 4 DELEGATING LOW REGULATING Style 2 SUPPORTIVE HIGH REGULATING HIGH NURTURING Style 3 CONSULTING LOW REGULATING HIGH NURTURING
The Managerial Grid is developed by
Robert Blake and Jane Mouton.
The grid has been used throughout the
world as a means of training managers
and of identifying various combination of
leadership styles.
The Grid Dimensions
The grid has two
dimensions-2. Concern for People
3. Concern for Production
“Concern for” is meant to convey “how and to what
extent” managers are concerned about production
and “how and to what extent” they are concerned
about people, and not such things as “how much”
production they are concerned about getting out of a
group.
Concern for production includes the attitude of a
manager towards wide variety of things, such as –
3. Quality of Policy Decision 4. Procedure and Processes 5. Creativeness of Research 6. Quality of Staff Services 7. Work Efficiency
Concern for people is interpreted in a broad
way and
includes-2. Degree of Personal Commitment toward
Goal Achievement
3. Maintenance of the Self Esteem of
Workers
4. Placement of Responsibility on the basis
of Trust rather than Obedience
5. Provision of Good Working Conditions
6. Maintenance of Satisfying Interpersonal
5.5
9.9
1.9
The Managerial Grid
C oncern f or People Middle of the Road Team managers Country club management
The 1.1 Style
In this style the managers concern themselves
very little with either people or production and
have minimum involvement in their jobs. They
abandon their jobs and only mark time or act
as messengers communicating information
from superior to subordinates.
This style is referred to as Impoverished
The 9.9 Style
In this style the manager display in their actions
the highest possible dedication both to people
and to production. They mesh the production
needs of the enterprise with the needs of
individuals.
The 1.9 Style
In this style the manager display in their actions
little or no concern for the production but are
only concerned for people. They promote an
environment in which everyone is relaxed,
friendly, and happy and no one is concerned
about putting forth coordinated effort to
accomplish organisational goals.
This style is referred to as Country Club
The 9.1 Style
In this style the manager display in their actions
the highest possible dedication only to
production and developing an efficient
operation. They have no concern for people, and
they are autocratic in leadership style.
This style is referred to as Autocratic Task
The 5.5 Style
In this style the manager display in their actions
the adequate performance through balance of
work requirements and maintain satisfactory
morale.
This style is referred to as Middle of the Road
SITUATIONAL THEORY OF LEADERSHIP
OR
The theory is devised by Paul Heresy and Kenneth
Blanchard who in this approach shows how well
managers can match the appropriate style with
the maturity level of the group being led. It
focuses on followers maturity.
The approach identifies two major
styles-3. Task Style: The leader organises and define roles
for subordinates. The leader explain the task so
that each subordinate does it effectively.
4. Relationship Style: The leader have close
personal relationship with the members of the
group
with
open
communication
and
psychological support.
Four style of leadership
2. Telling Style: high task low relationship style and is very effective when followers are at very low level of maturity 3. Selling Style: high task high relationship style and is very
effective when followers are at low level of maturity. Directive and supportive behaviour are provided by the leader
4. Participating Style: low task high relationship style and is very effective when followers are at high level of maturity
LEADER :
1. Leads his men
2. Depends on goodwill
3. Inspires ‘confidence'
4. He knows and shows
5. Takes the "Let us do it"
approach
6, Says - "We".
BOSS:
2.
Drives his men
3.
Depends
on
authority
4.
Creates 'fear'
5.
He knows
6.
"Do it" is his slogan
7.Says "I"
MANAGEMENT
Of
Conflict may occur due to
disagreements, Employees and
management have divergent
interests in allocating resources
which leads to conflict.
Conflicts leads to
Non-co-operation, arguments, hostility,
stress, absenteeism, morcha,
gherao, loss of production, strike,
lay-offs, lockouts, labour turnover,
Conflicts Resolution
1. Direct observation
2. Open door policy
3. Personnel counselors
4. Suggestion boxes
5. Exit interviews
6. Ombudsman approach
7. Internal tribunal
Problem Solving for Unionized Employees
Personnel Department should ensure that –
3. Complaints are investigated and decided on the facts
4. Causes of grievances are genuine and due to personality conflicts
5. Proper grievance procedure is followed involving both union and the management
The grievance handling procedure may not
provide a satisfactory solution and that any of
the following method of grievance handling
may need to be resorted to
-1. Arbitration
2. Mediation
3. Union Management co-operation
4. Prior consultation
Spoken Word
Written Word
Visual Images
Body Language
What are the most common ways
we communicate?
Process of sending & receiving messages
–Spoken
–Written
The Five Components
of Communication
STIMULAS MESSAGE DESTINATION
1 Filter 2 3 MEDIUM 4 5 Internal External Verbal Non-verbal Feedback
To change behavior
To get action To get and give
Information
The Communication Process Model
Thoughts Encoding TransmissionOf Message
Sender
Reception Decoding standing
Under-Receiver
Noise Feedback
Oral Phone calls Meetings One-on-one conversations Written E-mail Letters Memorandums
Communication
Downward CEO VP-1 MGR-1 MGR-2 VP-2 MGR-3 MGR-4 Upward Lateral Cross-Channel
Direction of Communication
Interpersonal Communication
ORAL
Oral Communication
1. Speeches
2. Group Discussions
3. One to one Communication 4. Meetings 5. Grapevine Advantages 1. Speed 2. Feedback (instant) 3. Early Correction Disadvantages 1. Distortion
Written Communication
1. Letters 2. Electronic Mail 4. Fax 5. House Journals 3. Memos 6. Circulars Advantages 1. Tangible 2. Verifiable3. Record & Storage 4. Carefully written
Disadvantages
Nonverbal Communication
1. Glance 2. Smile 4. Frown 5. Body movements 3. Stare 6. Intonations/emphasis 7. Facial expressions Advantages1. Conveys extent of liking and disliking
2. Conveys relative perceived status between sender and receiver
3. Gives meaning to spoken language
Disadvantages
1. No Record
2. May be different from verbal communication
Formal Small Group Networks
In an organization
-• Formal Network can be complicated.
• Hundreds or thousands of people may be involved. • Hierarchy levels may be many.
CHAIN
It rigidly follows formal chain of command It is rigid three level organization
ALL CHANNEL
Permits all group members to actively communicate with each other. Often used by self-managed teams.
Formal Small Group Networks &
Effective Criteria
Network
None High Moderate Emergence of a Moderate High High Accuracy Fast Fast Moderate Speed All Channel Wheel Chain Criteria•
Transmits information through
nonofficial channels
–
Business-related
–
Accurate
–
Pervasive (all levels)
–
Rapid
–
Most active during change
–
Normal
–
Accept & pay attention
Characteristics of Grapevine
Not controlled by Management.
Perceived by most employees as being more believable and reliable than formal communication.
It is largely used to serve self interest of the people.
Evidence show that 75%of what is carried in grapevine is accurate.
Rumors emerge as response to situation that are important and when there is ambiguity.
Suggestions to Reduce Negative
Consequences of Rumors
Announce timetable for making important decisions. Explain decisions and behaviors that may appear inconsistent or secretive.
Emphasize the downside, as well as upside, of current decision of the future plans
Openly discuss worst-case-possibilities – it is almost never as anxiety as the unspoken fantasy.
•
70 % of a ll our commun ica ti on
effor ts a re:
•
mi sun de rst ood, misi nt erpr eted,
rejec ted, d is liked, di st orted, or not
hea rd (i n th e sa me l angua ge, sa me
cult ur e)!
Sender Receiver Feedback
Distortion
OUT OF THE TOTAL TIME IN
COMMUNICATING YOU
SPEND-–9% IN WRITING
–16% IN READING
–30% IN SPEAKING
–45% IN LISTENING
•
Perce pti ons
•
La ng uage
•
Se ma ntics
•
Persona l Inter ests
•
Emoti ons
•
Inf lectio ns
• Enviro nme nt – no ise • Prec onc eiv ed
not ion s/exp ectat ion s • Word iness
• At ten tion span
• Ph ysi cal he ari ng p rob lem • Spee d o f th ou ght
What causes distortion or the barriers to
understanding/listening?
Other Barriers in Communication
Management Philosophy Attitudes and opinions Non receptivity/defensive Know-it-all attitude
Blocked mind Obstinate person Bias and prejudice Wrong assumptions
Failure to discriminate Polarization
Frozen evaluation
Improper assessment of the receiver
Secrecy
Lack of self confidence Abstractions
How can we improve our listening skills?
Elimi nat e dist rac tion s Con centrat e
Foc us on th e sp eake r Mai ntain an op en m ind Look for non verbal c ues Do n ot re ac t t o emot ive word s
Ask que st ion s
Sit so y ou c an se e & h ear Av oid preju dic es
Take not es
Stress
• The physical, psychological, and behavioral
reactions experienced by individuals in
situations where they feel they are in danger
of being overwhelmed.
• It is a common experience of people when
any demands are placed on them by their
work or personal environment.
Definition
• Stress is mentally or emotionally disruptive or
disquitening influence.
• The non specific response of the body to any
demands made upon it. -Hans selye
• An adaptive response to an external situation that
results in physical, psychological, and/or
behavioural deviations for organisational
“
The Fight or Flight Response
”
When confronted by a
threat, your body
prepares itself to either
stand ground and
Classification of Stress
• The stress which
results when
“good” things
happen to us or
Classification of Stress
• The stress which
results when “bad”
things occur or
negative stress
Classification of Stress
(3). Neustress
• When a person is
indifferent to the
Stressors
External events or stimuli that are responsible
for stress.
Characteristics of stressors
• Produce state of overload
• Evoke incompatible tendencies
• Uncontrollable
Potential sources of stress
Environmental factors
Organisational factors
Individual factors
Environmental factors
Economic uncertainty
Political uncertainty
Technological uncertainty
Terrorism
Organisational factors
Task demands
Role demands
Interpersonal demands
Organisational structure
Organisational leadership
Organisation’s life stage
Individual factors
Family problems
Economic problems
Personality
Physiological consequences of stress - 1
Short-term effects
Speeding up of the reflexes Improved performance
Increased muscle function
Lower load for the digestion system Stomach troubles
Cooling of muscles
Increased breathing rate
Physiological consequences of stress - 2
Long-term effects
Loss of weight
High/Low Blood pressure Delayed blood clotting
Cardio- Vascular disorders
Arteriosclerosis (Thickening of wall of arteries) Exhaustion
Heart attack Diabetes
Damage to the kidneys
Reduction in the immune system
Psychological Consequences of Stress - 1
Cognitive Effects
Decrease in concentration resulting into diminishing powers of observation.
Increase in distractibility resulting into loss of the thread of thinking process.
Deterioration of memory in the short as well as long term reducing the span of the memory for recalling & recognition of even familiar things .
Reduction in the response speed.
Increase in error rate resulting into snap & hurried decisions and errors in manipulative & cognitive tasks.
Psychological Consequences of Stress - 2
Emotional Effects
Increase in tension reducing the ability to relax switching off the worries & anxiety.
Increase in Hypochondria: imaginary complaints & lack of feeling of well-being & good health.
Changes in personality traits: indifferent attitude, untidy & slipshod, over- anxiety, over- sensitivity, hostility,
defensiveness, etc.
Moral & emotional behaviour: emotional outbursts, lower spirits, a sense of powerlessness, etc.
Fall in the self-esteem: a feeling of incompetence, worthlessness, lack of status in the groups or society at large, etc.
Behavioural Effects
Increase in problems of speech : stuttering, stammering, hesitancy, etc. Diminishing interests & enthusiasm :abandoning short-term goals & life objectives, dropping of hobbies, disposing of cherished possessions, drop in energy levels, etc. .
Increase in absenteeism: real or imaginary illness, false excuses, etc. . Increase in drug abuse: alcohol, caffeine, nicotine, etc.
Disturbance in sleep patterns: either lack of sleep or disturbed sleep.
Cynicism: an increasing tendency to be over-critical & sarcastic about the superiors, , colleagues, clients, customers, events, etc.
Ignorance of new developments: new people, new systems, new methods, new products, new technology are ignored.
Superficial problem-solving : temporary & stop-gap solutions are offered, lack
