UNIT III

HUMAN BEHAVIOUR
 INTRODUCTION
 BEHAVIUOR is the study of
individuals and the groups in the
working environment. The study
includes motivation, communication,
organisation structure, decision
systems, organisational change etc.,
 Need for understanding human
behaviour
 CONTENTS
UNIT III HUMAN BEHAVIOUR
Introduction to the field of people
management - basic individual psychology -
motivation - job design and performance
management - managing groups at work - self-
managing work teams - intergroup behaviour and
conflict in organisations - leadership - behavioral
aspects of decision making; and communication for
people management
 PSYCHOLOGY
 Psychology (from Greek) psycho
means spirit or soul; logos means
knowledge
 Psychology is both an academic and
applied discipline involving the
scientific study of mental processes
and behaviour
 MOTIVATION
 …the processes, both instinctive and rational,
which occur in an individual when seeking to
satisfy perceived needs and wants…
 Employees are needed to be motivated
continuously, to apply their skills in order to
improve productivity
 The key feature of motivation – it determines the
extent to which an individual desires to place
his/her knowledge and skills at the disposal of
others and shrug off the effects of obstacles and
difficulties in doing so
 REWARDING
 Tangible and Intangible.
 Monetary and Non-monetary.
 Praise in public; otherwise in private
 Even while pointing at errors, the
comments should be positive and
constructive
 MOTIVATION
 The basic motivation model:
Stimulus Appropriate behaviour Goal
i.e., in simple terms motivation can be
described as behaviour caused by some
stimulus but directed towards a desired
outcome
 Thus, motivation is a complex issue,
which is important for management in
organisation
 PERFORMANCE-RELATED
PAY
 Organisations use a system of
performance-related pay, partly as a
form of employee motivation
 But, this may not be always effective
as the rewards are too small to be
attractive / the rewards are paid too
long after the effort
 SIMPLE MOTIVATION MODEL
Intrinsic Extrinsic
rewards rewards
Learning
Individual’s
ABILITIES (Practice) criteria
APTITUDES (Potential)
KNOWLEDGE (Applicable) Selection /
Training SUCCESFUL JOB
External
PERFORMANCE
factors/risks
(Intended outcomes)
Appropriate
Behaviour
ATTITUDES Organisation’s criteria
MOTIVES, NEEDS
EXPECTATIONS Researchers’
criteria Cost Effectiveness

Targets
 PERFORMNACE MANAGEMENT
 Performance is to be managed, to manage the business (to
achieve goals)
 Performance Management should:
develop high-performance culture
achieve increased organisational effectiveness
better results for individuals and teams
higher the level of skills, competence, commitment &
motivation
 … should be a continuous process: not merely a
monthly/weekly (revival process)
 Managers &Team leaders are responsible for groups and
individuals are responsible for their own performance
development
 Contd…
 Some questions raised in PM Process & needed to
be answered:
How do customers see us?
What must we excel it?
Can we continue to improve?
How do we look to share holders?
 Concerns of PM
to get the right things done successfully
employee development
satisfying needs & expectations of all stake holders (owners,
management, employees, customers, suppliers & public)
communication and involvement.
 THE PROCESS
 The process of Performance development is
continuous and flexible
 Individual and Group performances are not
separable
Valuing Developing
People People
PERFORMANCE
MANAGEMENT
Paying Involving
People People
 Thus it is not only appraising and paying
people, but their personal development is
important
 PERSONNEL MANAGER’S
ROLE
The role-set amounts to a network of relationships that
exerts a set of pressure on the role holder.

EXTERNAL MANAGING GROUP PERSONAL

AGENCIES DIRECTOR DIRECTOR

MANAGEMENT PERSONNEL INDIVIDUAL

COLLEAGUES MANAGER EMPLOYEES

SHOP STEWARDS /
PERSONNEL TRADE UNION
STAFF
STAFF OFFICERS
REPRESENTATIVES
 JOB DESIGN
…is the organisation (or structuring) of a
job to satisfy the technical-organisation
requirements of the work… and the human
requirements of the person performing the work
(Davis & Canter)
…refers to the analysis and subsequent
restricting of the activities in which people
engage in a work situation. It is manifested in
the chustering of such activities into jobs, which
themselves are designed to achieve change
and/or effectiveness in the pursuit of
organizational path.
 JOB DESIGN PROBLEMS
 Identifying job boundaries
 Identifying the factors at work in jobs
 Determining methods of estimating and
controlling these factors
 Developing systematic design methods
 Developing criteria for evaluating designs
 APPROACHES TO JOB
Scientific
DESIGN
Socio-Technical
Management Systems Design

Job Enlargement
JOB DESIGN Job Rotation
(Horizontal)

Job Enrichment Autonomous

(Vertical) Work Groups
Quality of
Working Life
Movement
 CONTD…
– Some questions raised in PM process and needed to be answered are:
How do customers see us?
What must we excel at?
Can we continue to improve?
How do we look to share holders?
– Concerns of PM
To get the right things done successfully
Employee development
Satisfying needs and expectations of stake holders (owners
management, employees, customers, suppliers and public)
Communication and involvement
– Individual and group performance are not separable
– Finally, Performance Management is not only appraising and paying
people, but (achieve) their personnel development (transformation)
 EFFECTIVE TEAM WORK

Characteristics of effective team work:

 Clear objective and agreed goals
 Openness and confrontation
 Support and trust
 Co-operation and conflict
 Sound procedures
 Appropriate leadership
 Regular review
 Individual development
 Sound inter-group relations
 COHESIVENESS
The cohesiveness of any group is the extent to
which the group members develop strong ties to
each other and to the group as a whole (team
spirit)
Factors encouraging cohesiveness:
Similarity of work
Physical proximity
System of work
Task structure
Group size (especially small size)
External threats
Prospect of rewards
Leadership style of manager
Common social features (age, sex, etc.)
 NATURE OF GROUP
MEMBERS
The important issues in case of the
nature of the group membership are:
Relevant knowledge possessed by group
members
Level of skills contributed by individuals
Personal characteristics available to the
group
Relation among group members
Extent of sharing of sense of values or
priorities, among individuals
Effectiveness of group leader
Communication among group members
Experience of group in working together
 DIFFERENCES
Effective groups Ineffective groups
The atmosphere is informal and The atmosphere suggests
relaxed boredom or tension

There is much relevant Discussion is dominated by

discussion in which most
members participate
The group task is clearly
understood and people are
committed to it
The members listen to each
other
Conflict is not avoided, but
brought into the open and dealt allowed to develop into open
with constructively
one or two persons, and is
often irrelevant
No common objective is
apparent
Members tend not to listen to
each other
Conflict is either avoided or is
warfare
 CONTD…
Effective groups Ineffective groups
Most decisions are reached by Simple majorities are seen as
Consensus sufficient for group decisions

Ideas are expressed freely and Personal feelings are kept hidden
openly for fear of criticism

Leadership does not always Leadership is retained by the

reside in the Chairman, but is Chairman
shared as appropriate
The group examines its own The group avoids discussion of
progress its
and behavior own behavior
 SELF-MANAGING WORK
TEAMS
Characteristics of self-managing work teams:
They permit full labour flexibility by job rotation
They have a considerable degree of autonomy in the allocation of
work between members
They have considerable discretion to plan their production
schedules, within broad management guidelines
They organise their own rest periods
They may elect their own team-leader
They encourage full participation in group decision-making
 GROUP-BEHAVIOUR
VARIABLES
Key variables in Size Leadership
Group-Behaviour:

Nature of
Cohesiveness
Task

Nature/Motivation
Environment
of Members

Individual
Group norms
Roles
 GROUP STAGES
Five Stages of Development by Tuckman(1965)
 Stage 1: Forming. Finding about task, rules and
methods: acquiring information and resources;
reliance on leader.
 Stage 2: Storming. Internal conflict develops;
members resist the task at the emotional level.
 Stage 3: Norming. Conflict is settled, Co-
Operation develops: views are exchanged and new
standards (i.e.,) developed
 Step 4: Performing. Teamwork is achieved, roles
are flexible; solutions are found and implemented.
 Step 5: Adjourning. The team disperses.
Members prepare themselves for new roles.
 GROUP STAGES
Four Stages of Development by Woodcock(1979)
 Stage 1: The Undeveloped Team – feelings are avoided,
objectives are uncertain, the leader takes most of the
decisions.
 Stage 2: The Experimenting Team – issues are faced
openly, Listening takes place, the group may become
temporarily introspective.
 Stage 3: The Consolidating team – personal interaction is
established on a cooperative basis, the task is clarified,
objectives agreed and tentative procedures implemented.
 Step 4: The Matured Team – the feelings are open, a wide
range of option considered, working methodical, leadership
style is contributory, individuals are flexible and the group
recognizes its responsibility to the rest of the organization.
 LEADERSHIP
Leadership is a process within groups in which one
person, either by virtue of its position or personality or
both, obtains sufficient commitments of the other
members to facilitate the achievements of group goals.
Leaders are either:
– Natural (born leaders)
– Developed (Brought up leaders)
All are not natural leaders, but can be developed into
leaders.
Only individuals may not required leaders, but teams
mostly require leaders, else like a chariot stunned by its
horses each trying to run in its own direction, teams will
not progress.
Leader should lead by example (i.e.) do himself as well
as make others to do.
 CONTD…
Example:
Sathish Dhawan – Abdul Kalam Azad’s Project Leader –
rocket launching failed – faced press people himself – later
successful – asked Kalam to meet. i.e. Share – Success;
Face – Failure
Leaders should be democratic not a dictator
Leader should make discuss with other members of the
group, but make final decision upon his / her own.
Groups need leaders and leaders needs followers.
Leadership is a dynamic process at work in a group
where by one individual over a particular period of time,
and in particular organizational context, influences the
other group members to commit themselves freely to the
achievement of group tasks or goals.
 LEADERSHIP VARIABLES
Key Leadership variables:

Leader Attributes

Nature of Team Nature of Task

Organisational Culture
Leadership effectiveness or success, refers to
performance that leads to:
The achievement of organizational goals
A high degree of commitment to those goals by the group
A high level of group member satisfaction
Finally, Leadership is not simply selecting this or that,
but balancing a number of key factors (task nature, group
composition, degree of authority available) to achieve the
Goal
 COMMUNICATION FOR
PEOPLE MANAGEMENT
Communication (continuous dialogues) between managers and
team members are needed, to:
… define expectations and share information on the
organisation mission, values and objective…
Frequent meetings conducted – daily, weekly, monthly,
quarterly, yearly – based o n need
Un-official get-togethers to understand team members
Growth of technology – telephones – intercoms phones – mobile
– internet & emails – video conferencing