Principles & Practices of Management & Organizational Behavior -Prof.

Rutuja Jadhav

Defining Management
y Working with and through individuals, groups, and

other resources to accomplish organizational goals and objectives

y A process of designing and maintaining an

environment in which individuals, working together in groups accomplish effectively organizational goals

Definition of Management
y By Griffin:

A set of management functions directed at the efficient and effective utilization of resources in the pursuit of organization goals.

Definition .contd .
y By Koontz

Management is the process of designing and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims.

Management ..
y Is based on a systematic body of knowledge-laws, y y y y

principles and concepts And this knowledge is universal If a manager has this fundamental knowledge And knows how to apply it to a given situation He should be able to perform the managerial functions efficiently and effectively

Management
y Management Practice is regarded as an art y But, organized knowledge about management is a

science y THUS MANAGEMENT IS BOTH AN ART AND A SCIENCE

Management ..
Is also a profession
y Separation of ownership from control y The rules and regulations framed by the govt to protect

citizens from exploitation y The growth of trade union movement y The desire of business leaders for social status

The Functions of Management

Management

Planning activities to achieve the organization's objectives

Organizing resources the activities to achieve the organizations objectives

Staffing the organization with qualified people

Directing employees activities toward achievement of objectives

Controlling the organizations activities to keep it on course

What does a manager do?

y Plans y Organizes y Motivates y Communicates y Directs and co-ordinates y Controls

How does a manager get work done?

y Allocate and co-ordinate work y Delegate responsibility (giving details of what needs to

be done) y Communication y Co-operation and encouraging participation y Motivation

What qualities does a manager need?

y y y y y y y

Judgment Initiative Integrity Energy Foresight Decisiveness Dependability

y y y y y y

Fairness Ambition Emotional stability Co-operation Objectivity Human Relations skills

Fortune (American business journal)

Qualities of a good manager?

A good manager = A good leader

Edward and Townsend (1958)

Qualities of a good manager (..contd.)

y y y y y y

Strength and willingness to work hard Perseverance and determination An understanding of the market place and finances Audacity and willingness to take risks Ability to inspire enthusiasm and co-operation Toughness

oles of Manager
Interpersonal Role Figurehead- as a leader, Ceremonial duties Leader- Motivate & Encourage people Liaison- Cultivate contacts Informational Role Monitor- Environmental scanning Disseminator- Passing some of privileged information Spokesman- Gives information to various people linked with org. y Decisional Role A. Entrepreneur- Looking out for new ideas B. Disturbance Handler- fire-fighter role C. Resource Allocator- divide work & delegate authority D. Negotiator- with suppliers, trade unions on issues like strikes
y A. B. C. y A. B. C.

EARLY MANAGEMENT APPROACHES

y Scientific Management

The credit of systematic study and practice of management goes to F. W. Taylor, very well known as FATHER OF SCIENTIFIC MANAGEMENT

Behavioral Approach
y Emphasizes on People y Practical & situational constraints for decision making y Participative & group decision making y Self-direction y Self-control y Leadership

System Approach
y It provides integrated approach to management

problems
y System is a set of interdependent parts which together

form a unitary whole that performs some functions

Contingency Approach
y Management Principles & Concepts are not applicable

under all conditions y There is no one best way of doing things under all conditions y Methods & techniques which are effective in one situation may not work proper in other situation

F.W Taylor s Principles of Scientific Management

Time & Motion Study 2. Differential Payment 3. Drastic Reorganization of Supervision 4. Scientific Recruitment & Training 5. Intimate Friendly Cooperation between Management & Workers
1.

Henry Fayol s Principles of Management

Division of work 2. Authority & Responsibility 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Subordination of individual interest to General Interest 7. Remuneration
1. 8. Centralization 9. Scalar-Chain: Hierarchy of 10. 11. 12. 13. 14.

Authority Order: keep things right Equity: Fair treatment Stability of Tenure Initiative: Freedom to think out & execute plans Espirit-de-corps- Team Spirit

Planning
y Planning : most important and difficult managerial y y y y

function. Planning meant looking ahead and to foresee both to assess the future and make provision for it features of a good plan of action -unity, continuity, flexibility and provision A GOOD PLAN IS A PRECIOUS MANAGERIAL INSTRUMENT A GOOL PLAN ALSO HAS TO BE IMPLEMENTABLE

Management functions that involves the process of defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities

Planning

Importance of Planning
Minimizes Risk & Uncertainty 2. Leads to Success 3. Focuses attention on Organization s Goals 4. Facilitates Control
1.

Advantages of Planning
1. 2. 3. 4. 5.

Better coordination Increases & balances utilization of facilities More efficient control of operation Easier delegation More economical use

6. Better decision making

Limitations of Planning
1.

Planning is limited by accuracy of information & future goals Planning costs too much Planning has psychological barriers Planning delays action Planning is overdone by planners

2. 3. 4. 5.

6. Planning forces managers

Steps of Planning
1.

Being aware of opportunities

y y y y

The Market Competition Customers Needs Strength & Weakness

Establish objectives 3. Developing planning premises 4. Determine alternative course of action 5. Evaluate & Select course of action 6. Develop Derivative Plans 7. Measuring & Controlling the Process
2.

Planning Decisions
y Anticipates the future, sets goals and objectives and

identifies the actions necessary for the organization to attain these goals and objectives y Determining where you want to go and how and when you re going to get there y It involves specifying a target, a path or route to be followed and a time schedule for achieving that target

How does a manager Plan?

Establish objectives Determining planning premises Develop Strategies Establish policies Coordinate throughout the planning

Develop program for accomplishments

Develop preventive &/or contingent action Identify potential problems

Establish schedules and budgets

Establish procedures

Types of Plans
Operational Plans Specify actions to achieve tactical plans (very short-term) Designed to implement strategic objectives (usually one year or less) Establish long-range objectives

Tactical Plans

Strategic Plans

MANAGEMENT BY OBJECTIVES AND SELF-CONTROL

The concept is credited to Drucker and George S.Odiorne.  The MBO is the central point of discussion in his book The practice of Mangement-writes : Management is not just a creature of the economy; it is a creator as well. And only to the extent to which it masters the economic circumstances, and alters them by conscious, directed action, does it really change. To manage business means, therefore, to manage by objectives.


Why MBO?
The specialized work of the manager  The hierarchy in organizations  The existence of difference in vision in businesses Such factors cause conflict and breakdown in the organization and MBO overcomes these deficiencies by relating the task for each manager to the overall goals for the company.


y MBO is a managerial philosophy and technique that

attempts to draw on people s needs for achievement, competence and anatomy by allowing them to set their objectives, goals, and performance criteria
y This concept applies to employees at any position

ORGANIZING


Means : to organize a business is to provide it with everything useful to its functioning, raw materials, tools, capital, personnel. It is the process of defining & grouping the activities of enterprise & establishing the authority relationship among them.

Importance of an Organization
y promotes specialization and speedy performance of tasks y helps in avoiding duplication of work and overlapping

responsibilities among employees

y Scientific division of work y Organisation creates a solid foundation for focusing managerial

attention and actions on the accomplishment of enterprise objectives employees

y Organisation encourages creative thinking on the part of y Providing the optimum use of technological improvements y Sound organisation increases managerial efficiency

Organising Process
Step:1 Division Step: 2 Coordination

Step: 4 Flow of information

Step: 3 Control of tasks

Within Organising we have

y Division of work y Line and staff y Levels of authority y Organisation charts y Decentralisation y Job description

Principles of Organising
1. 2. 3. 4. 5. 6. 7.

Objectives Specialization Span of Control Exception Scalar Principle Unity of Command Delegation

8. Responsibility 9. Authority 10. Efficiency 11. Simplicity 12. Flexibility 13. Balance 14. Unity of Direction 15. Personal Ability

Types of Organizational Design

1. 2. 3. 4. 5.

Functional Org Product Org. Territorial Org. Customer Segmentation Matrix Org.

1.

Functional Org - Divide by Functions

CEO

Marketing

HR

Accounting

Finance

Production

R&D

Advantages
y Division of labour y Encourages specialization y Easy for understanding y Eliminates Duplication

Disadvantages
y Narrow set of tasks y Horizontal communication among departments y No accountability of each function y Department functions as a stand alone unit

2. Product Org. - Divide by product

Chief Executive Officer

Product A
South America

Product B

Product C

Africa

Europe

Australia

UK

Germany

Spain

France

Functions Functions

Functions

Functions

Advantages
y Specific needs of customers y Specific marketing strategies y New technologies y Serving multiple customers y New geographic markets

Disadvantages
y Complexity y Uncertainty of company s business environment y Diverse customers y New product lines y Technological Advances

3. Territorial/Geographical Org - Divide by regions

4. Customer Segmentation
- Divide by services provided

President Bank

Investment Bank

Community Bank

Commercial Bank

Agriculture

5. Matrix Org

Advantages
y Reduces functional barriers y Opens up communication among dept s y Maximize use of skilled professionals y Dual Focus-Cost & Quality y Motivates Employees

Disadvantages
y Conflict among people y Feeling of insecurity y Excessive workload y Dual staffing of bosses y Unnecessary complexity y Confusion about report to whom y Sense of reporting to none

5. Virtual Org.
y Latest type of design y Networked design- Cyberspace y Computer-mediated communication technology y People use computer network to work

Centralisation & Decentralisation of Authority

y Centralisation: The decision making authority is

concentrated in a few hands at the top management.

y Decentralisation: The decision making authority is

delegated to middle & lower level management where the work is to be performed.

Centralization & Decentralization of Authority

In the words of Fayol,

Everything that goes to increase the importance of the subordinates role is Decentralisation & Everything that goes to reduce it is Centralization.

Advantages of Centralization
1. 2. 3. 4. 5. 6.

CEO s are provided with power & prestige Uniformity of policies, practices, & decisions Duplication of functions is minimized Elaborate & extensive controlling procedures & practices are not required A strong coordinated top Mgt Team is developed Highly qualified specialists can be utilised

Advantages of Decentralization
1. 2.

3. 4. 5.

It stresses delegation of decision making & lightens the load of top managers Intimate personal ties & relationships are promoted, resulting in greater employee enthusiasm & coordination Reduces problem of communication Quicker & Better Decision Making Ensures Development of more competitive managers

What is Leadership?
Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members

CP/Nina Long

Leadership
y Ability to direct a group towards the attainment of

goals
y Influence y Voluntary

y What makes a great leader? y Leader emergence vs leader effectiveness y Leadership vs management

Distinctions Between Managers and Leaders

Leaders
y Innovate y Develop y Inspire y Take the long-term

Managers
Administer Maintain Control Have a short-term view Ask how and when Imitate Accept the status quo

view y Ask what and why y Originate y Challenge the status quo.

Charismatic Leadership
y Identification by Followers y Create a Vision y Tries to Establish Culture y Confident and Energetic Leadership y Effective Impression Management

Charismatic Leader Behaviors

1. 2. 3. 4. 5. 6. 7. 8. 9. Innovative visioning Unconventional Behavior Impression Management Self-sacrifice and Personal Risk Role model exemplary behavior Show confidence in followers Enhance team identity Share power for key decisions scan and analyze environment

Problems with Charismatic Leaders

y Reduced input by subordinates y Delusions of Infallibility y Difficulty in Understanding Other Perspectives y Transitory Effects y Lack of Successors

Leadership Styles

Leadership Style
y Autocratic/ Authoritarian Style:
y Leader makes decisions without reference to anyone else y High degree of dependency on the leader y Can create de-motivation and alienation of staff y May be valuable in some types of business where

decisions need to be made quickly and decisively

Leadership Style
y Democratic Style: y Encourages decision making

from different perspectives leadership may be emphasised throughout the organisation

y Consultative: process of consultation before decisions

are taken y Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

Leadership Style
y Democratic Style: y May help motivation and involvement y Workers feel ownership of the firm and its ideas y Improves the sharing of ideas and experiences within the business y Can delay decision making

Leadership Style
y Laissez-Faire/ Free-Rein Style:
y Let it be y y y y y

the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

Leadership Style
y Paternalistic Style: Leader acts as a father figure Paternalistic leader makes decision but may consult Believes in the need to support staff

Staffing
Staffing is defined as filling and keeping filled positions in the organisation structure through : 1.Identifying

work force requirements 2.Recruiting, selecting, placing 3.Induction and Orientation 4.Training/developing 5.Promoting,appraising,planning the careers, compensating 6.To accomplish their tasks efficiently and effectively.

Decision-making
Decision Making is about deciding what action to take, it usually involves choice between options. A leader who aspires to excellence obviously has a vested interest that the best decisions are taken.

y Set boundaries and limitations y Define objectives y Recognise limitations y Varies from company to company

THE ART OF EFFECTIVE DECISION MAKING

In decision making there is a classic five-step approach that you should find extremely helpful. That does not mean you should follow it blindly in all situations. It is a fairly natural sequence of thought, however, and so even without the formal framework you would tend to follow this mental path. The advantage of making it conscious is that it is easier to be swiftly aware when a step is missing or more probably has been performed without understanding or intention.

THE CLASSIC FIVE STEPS APPROACH TO DECISION MAKING

Step 1 Define the objective

Step 2

Collect relevant Information

Step 3 General feasible options

Step 4 Making the decision

Step 5 Implement and Evaluation

DEFINE THE OBJECTIVE Do you know what you are trying to achieve ? You do need to be clear or as clear as possible about where you want to get to. Otherwise the whole process of decision making is obscured in a cloud. As the proverb says, If you do not know what part you are heading for, any wind is the right wind. COLLECT RELEVANT INFORMATION The next skill is concerned with collecting and sifting relevant information. Some of it will be immediately apparent, but other data may be missing. It is a good principle not to make decisions in the absence of critically important information that is not immediately to hand, provided that a planned delay is acceptable. Remember the distinction between available and relevant information. Some thinkers do not, however, look at the information at their disposal and ask themselves, Is this relevant ? Instead they wonder, How can I use it ? They are confusing two kinds of information.

Contd ..COLLECT RELEVENT INFORMATION Life would be much simpler if you could just use the information at your disposal, rather than that which you really need to make the decision ! So often quantities of data are advanced there are acres of it on the internet that merely add bulk to, say, a management report without giving its recommendations any additional weight.

GENERAL FEASIBLE OPTIONS

Notice the word options rather than alternatives. An alternative is literally one of two courses open. Decision makers who lack skill tend to jump far too quickly to the either or alternatives. They do not give enough time an mental energy to generating at least three or four possibilities. As a Major in the says to his men, You can be sure that if the enemy has only two courses of action open to him, he will choose the third.

MAKE THE DECISION

The critical preliminary activity here is to establish the selection criteria. It is worth dividing them into different levels of priority.

Contd..MAKE THE DECISION Unless an option meets the MUST requirements you should discard it. But after the essentials have been satisfied, the list of desirables highly desirable SHOULDs or pleasant addition MIGHTs comes into play. Choosing a car is a relatively simple case, because there is a finite number of models to choose from and a relatively simple list of criteria. In order to help you choose in more complex cases, remember that you can make a decision by : Listing the advantages and disadvantages, Examining the consequences of each course, Testing the proposed course against the yardstick of your aim or objective, Weighting the risks against the expected gains.

   

IMPLEMENT AND EVALUATE

Decision comes from a Latin verb meaning to cut off . It is related to such cutting words as scissors and incision. What is cut off when you make a decision is the preliminary activity of thinking, especially the business of weighing up the pros and cons of the various courses of action. You now move into the action phases. The decision should be seen as part of the overall process. You may hardly notice the actual point of decision, just as passengers on a ship may be asleep when their ship crosses the equator line. The cut off point, be it conscious or unconscious, is when thinking ends your mind is made up and you move into the action or implementation phase. But you are still evaluating the decision, and up to the Point of No Return (PNR), you can always turn back if the early signs dictate. Not to decide is to decide

MODELS OF DECISION MAKING

1. Economic Man Model 2. Administrative Man Model 3. Social Man Model

Controlling Defined
y The process of monitoring activities to ensure they are

being accomplished as planned and of correcting any significant deviations

Controlling
y Controlling is the measurement and correction of

performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.
y Planning and Controlling are closely related.

Controlling Process
1. Establish Performance standards 2. Monitor actual performance 3. Measure performance 4. Correct deviations from

standards

Controlling Techniques
1. 2. 3. 4. 5.

Budget Statistical Data Reports and Analysis Time Budgeting Program Procedural Planning & Control.

Controlling Decisions
y Evaluates the performance of an organization and its

units to see whether the organization is progressing in the desired direction, and taking corrective action when and where necessary y Making sure what you want to happen does indeed happen!

Controlling Decisions (..contd.)

y THE QUALITY AND QUANITY OF CONTROLLING

DECISIONS DEPENDS A GREAT DEAL ON THE QUALITY OF PREVIOUSLY MADE PLANNING, ORGANIZING AND DIRECTING DECISIONS y The better the planning, organizing and directing, the better will be controlling!

The Well Balanced Organisation

In conclusion all else fails then ..

Organizational Behavior
-Prof. Rutuja Jadhav

Organizational Behavior
y Study of Human Behavior y Study is about behavior in org. y Knowledge of Human Behavior would be useful in

improving an org s effectiveness

Definitions
y OB refers to behavior of individuals & groups within

org. & interaction between organizational members & their external environment. y OB is the field of study & application of knowledge about how people as individuals or groups act within the org. y OB is a complex & exciting field of knowledge, in the management of people at the organizational setup.

Features of OB
y OB is the study of human behaviour y The study is about the behaviour in organisations y Knowledge about human behaviour would be useful in

improving an organisation s effectiveness

Importance of O.B
y Provides road map to our lives in org. y Tool for human benefit y Technique to improve human productivity in org. y Vital for managerial work y Describes complex human behavior y Helps to understand organizational events y Helps to maintain cordial industrial relations

Models of OB
1. y y y y

Autocratic Model:In this model disobedient employee will be penalised. Model depends upon power. Management does the thinking process and employees obey the orders. Employees feeling of insecurity, frustrations and aggressions towards authorities are the outcome of autocratic model Relationship among community members get disturbed. As a result increase in Welfare facilities.

y y

2. The Custodial Model:y This model leads towards employees dependency on the y y y y

organisation, rather than on the boss. Employees depend on organisations for their security and welfare. Managerial orientation is towards money to pay wages and benefits. Model leads to security and satisfaction of workers Happy employee is not necessarily the most productive employee.

3. The supportive model:y This model does not depend on power or money, but depends on leadership. y In this approach it is assumed that workers are not passive and resistant to organisational needs y Through effective leadership managements approach is to support the employees job performance. y This model leads to employees feeling of participation and task involvement in the org.

4. Collegial Model:y This model depends on management s building a feeling of partnership with employees. y Managerial orientation is towards teamwork, sense of responsibility. y Outcome of the collegial approach is cultivation of self-discipline among employees.

Autocratic

Custodial

Supportive

Collegial Partnership Teamwork

Basis of Model Managerial orientation

Power Authority

Economic Leadership Resources Money Support

Eee Obedience Orientation Eee psychologic al Results

Security Job and Performance Benefits Dependence Dependen Participation on boss ce on organisati on

Responsible Behaviour Selfdiscipline

Autocratic Eee needs meet Subsistence

Custodi Supportive Collegial al Security Status & Self Recognition Actualisation

Performance Minimum Results

Passive Cooper ation

Awakened Drives

Moderate enthusiasm

ySOBC MODEL
S- Stimulus O- Organism B- Behavior C- Consequence

CHAPTER 2

Motivation

Motivation
y The process that account for an individuals intensity,

Direction and persistence of effort toward attaining a goal

y Desire to succeed y Motivation is a set of forces that cause people to behave

in a certain way.
y Performance = ability X motivation

Importance of Motivation
y y y y y y y y

Better performance Increased Productivity Quality output Increase in efficiency Increase in Job Satisfaction Reduction in Absenteeism Reduction in Labour Turnover Healthy relations between employee and employer Increase in Loyalty

Types of Motives
y Primary Motives:- which are unlearned

Physiological, Biological Eg:- Hunger, thirst, sleep, avoidance of pain.

y Secondary motives:- which are learned

Eg:- Need for achievement, Power, Affiliation, Security, Status

Motivators
y Financial

Wages Bonus Profit sharing Leave with pay Reimbursements

Motivators-Non financial
y Appraisal y Recognition y Status y Competition y Authority y Participation y Job security y Job enlargement y Job enrichment y Job rotation y Moral support y Quality of work life y Flexi time y Job sharing

Maslow s Theory of Needs

y Hierarchy of needs
Selfactualization Esteem Social (Love) Safety & Security Physiological
Personal Growth & Fulfillment Achievements, Status, Responsibilities, Reputation Family, Affection, Relationship, Work Groups Protection, Security, Order Law, Stability Air, Food, Drink, Shelter, Basic Needs

Full use of abilities Independence Total self-direction Self-actualization needs Self-respect, responsibility, Importance. Esteem Needs Friendship, Group membership, Interaction with others Social needs Security, Favoritism, Due Process Safety Needs Food, Clothing, Shelter, Self-support Physiological Needs

Able to be creative Performing work that is preferred

Participating in important decisions, High status, Recognition.

Group cohesiveness, Teamwork, Opportunity to interact with others. Pensions, seniority, Insurance plans, Grievance procedure Equitable compensation, Good working conditions, Efficient flow of work

Merits
y Theory provides various factors for motivation y Theory focuses on both the interpersonal and

intrapersonal variations in human behaviour y Theory provides base to the managers for motivation y Theory can be applicable to all class of workers

Limitations
y Needs are not measurable y Difficult to follow of hierarchy y Individual differences y Availability of time to diagnose each level need

Hertzberg's theory of motivation

y Motivation hygiene theory/Dual Factor Theory y Frederick Hertzberg carried out survey of 200

accountants and engineers y When did you feel particularly good about your job? y When did you feel exceptionally bad about your job? y It was found that factors which made respondents feel good were totally different from those which made them feel bad

Hertzberg's Two Factor Theory

Hygiene factors (Extrinsic)  Policy & Admin  Supervision  Salary  Interpersonal relationship  Working condition Motivators (Intrinsic)  Recognition  Achievement  Work it self  Responsibility  Advancement

y 1. 2. 3. 4. 5. 6.

Intrinsic Factors/Motivators Job Satisfaction Achievement Recognition of achievement Work itself Responsibility Advancement Growth

Extrinsic Factors/Hygiene Factors :- Job Dissatisfaction Company policy & Administration Supervision Interpersonal Relations Working Conditions Salary Status Security

1. 2. 3. 4. 5. 6. 7.

Mc Gregor's Theory X And Theory Y

1. 2.

3. 4.

Assumptions for theory X Employees inherently dislike work and whenever possible will attempt to avoid it Since employee dislike work they must be coerced, controlled or threatened with punishment to achieve goals Eee will avoid responsibilities and seek formal direction whenever possible More workers place security above all other factors associated with work and will display little ambition.

Assumptions as per theory Y

y y y y

Eee can view work as being as natural as rest to play. People will exercise self-direction and self-control it they are committed to the objectives The average person can learn to accept, even seek responsibility The ability to make innovative decisions is widely dispread throughout the population and is not necessarily the sole province of those in mgmt positions

Evaluation
y As per theory x human beings are basically negative y As per theory Y human beings are basically positive y Identification of individual characteristics y For motivation:- Participative Decision making,

Responsible and Challenging Jobs, Good Group Relations will motivate the employees.

Vroom s Expectancy Theory

y Vroom s

E-to-P Expectancy

P-to-O Expectancy

Outcomes & Valences

Outcome 1
+ or -

Effort

Performance

Outcome 2
+ or -

Outcome 3
+ or -

Vroom s
yEfforts

Individual performance

Organizational rewards Personal goals

Expectancy theory in practice

y Increasing the E-to-P expectancy y training, selection, resources, clarify roles, provide coaching and feedback y Increasing the P-to-O expectancy y Measure performance accurately, explain how rewards are based on past performance y Increasing outcome valences y Use valued rewards, individualize rewards, minimize countervailing outcomes

Groups
y Collection of individuals who have mutually

dependent relationship.
y A collection of two or more interesting individuals

with a stable pattern of relationships between them, who share common goals & who perceive themselves as being group.

Characteristics
Interaction among members

Two or more people

People see themselves as a member

Shared Goals

Group Characteristics

Types of Groups

Change of Membership

Stages of Group Development

Awareness, Commitment, Acceptance

Conflict, Clarification, Belonging

Cooperation, Development, support

Productivity, Achievement, Pride

Separation, Recognizing, Satisfaction

Why People Join Groups??

y Interaction & Influence y Security y Esteem y Affiliation y Power y Identity

Group Dynamics
y Group dynamics is the study of groups, and also a

general term for group processes.

y Relevant to the fields of psychology, sociology, and

communication studies, a group is two or more individuals who are connected to each other by social relationships

Group Cohesiveness
y

It is the degree to which members of group are attached to & motivated to remain part of group Group Cohesiveness can be affected by: Interaction Threat Co-operation Shared Goals Attitudes & Values Size of Group

y 1. 2. 3. 4. 5. 6.

Advantages

Disadvantages

y Increased morale y Higher productivity y Better Communication y Similarity y Influence

y Group Think-people loose sight of group goals y Lower productivity- when performance norms are low

Team Building
Meaning of Team Team is a small no. of people who are committed to a common purpose, common performance goals, & an approach for which they hold themselves mutually accountable.

Characteristics of Teams
y Empowered to share management & leadership y y y y

functions Plan, control & improve their own work processes Set their own goals & inspect their own work Create their own schedules & reviews performance Prepares own budgets & coordinates with other departments

Groups vs. Teams

y y y y

GROUPS Performance based on individual members Individual performance is considered while rewarding Share common goal Groups are required to be responsive to demand from management Influenced by Management

y y y y y

TEAMS Performance depends on both individual & team members All team members represents their joint contribution Share common commitment to purpose Freedom & flexibility to do job without interference Self Managing & autonomous

Importance of Team-Building
y Enhances performance y Employee Benefits y Reduced Costs y Improved Processes-Coordination among members y Contributes to global competitiveness to org. y Increased Innovation y Creativity & Flexibility

Types of Teams
TEAMS

WORK TEAMS

VIRTUAL TEAMS

PROBLEM SOLVING TEAMS

MANAGEMENT TEAMS

Effectiveness of Team It depends on

y y y y y y y y y y y

Cooperation Trust Communication Support Respect Fairness Predictability Competence Leadership In Teams Training Rewards

Ways for Effective Teamwork

y Make team highly focused y Handle conflicts y Actively participate & encourage others y Keep sensitive issues private y Communicate openly & positively y Monitor what is going on within team y Work with underperformers to keep them in flow y Energize team when motivation is low y Be supportive of your team members

Conflict Management
WHAT IS A CONFLICT? It is disagreement

Opposition arising from disagreements due to inconsistent objectives, thoughts, or emotions within or among individuals, teams, departments or organizations.

Effective Negotiation
1. 2. 3. 4. 5.

Understand and predict the strategy of the opposing party Create a climate of trust Start with the positive approach. yield to minor difference. Address issues .Not the individual. Be a good listener.

Modern view
y Human relationist recognized the inevitability of

conflict and advised managers to live with it.(1970) y OB specialists realized conflict had both positive & negative outcomes, depending on its nature &intensity.

Functional versus Dysfunctional Conflict

Functional Conflict Conflict that supports the goals of the group and improves its performance. (Positive)

Dysfunctional Conflict Conflict that affects group performance. (Negative)

Levels & Sources of Conflict

Intergroup Conflict
Task Interdependence

Changes within each group

Task Ambiguity Goal incompatibility Limited resources Reward system

Changes between group

Organizational Conflict Within groups, dept s, sections

Among some/ all group members

Intra-Group Conflict Disputes among group members Interpersonal Conflict

Conflict between two individuals

Between two people in org

Within Individual Psychological Dynamics of Individual s Mind

Intra-Personal Conflict Conflict from frustration, Goal Conflict, Role Conflict

Process of Conflict
Functional Conflict Latent Conflict Perceived Conflict Felt Conflic t Manifest Conflict Dysfunctional
Conflict

Conflict Management Styles

Assertive

Forcing

Collaboration

Persons desire to satisfy concerns of others

Compromise

Avoidance
Unassertive
Cooperative

Smoothing
Uncooperative

Persons desire to satisfy own concerns

AVOIDANCE STYLE (Withdrawing)

I dont have enough time I dont have enough facts Perhaps the best way is to proceed as you think best

Criticism: The conflict is not solved Example situations where avoidance style is appropriate Minor issues Inadequate facts and power Others can more effectively resolve the conflict

SMOOTHING STYLE (Self-Sacrificing Style)

If it makes others happy, I wont challenge their views I dont want to hurt the feelings of others We should not risk our friendship, so lets not worry too much about the problem, things will work out

Criticism: It encourages individuals to cover-up or gloss over their feelings Example situations where smoothing style is appropriate Emotional conflicts Talented employees

FORCING STYLE (Fighting)

If you dont like the way things are run get out If you cant learn to cooperate, I am sure others who will, can be hired

Criticism: The subordinates interests are ignored. The conflict is not analyzed

Example situations where forcing style is suitable Inadequate time Stopping people from taking advantage of him/her

COMPROMISE STYLE
I let other people win something, if they let me win something I try to find out a position between theirs and mine

Criticism: people may encourage compromise on stated issues rather than on real issues

Example situations where compromise style is acceptable It is not possible to achieve a win-win agreement When conflicts block important agreements

COLLABORATIVE STYLE (Mutual Problem Solving)

I try to get all view points & issues out in the open Best alternatives must be arrived through analyzing

Criticism: It is not suitable when win-win situation is not possible

Example situations where this style is appropriate The parties disagree over the best means to achieve the common goals When there is a need for high-quality decisions

Effective Negotiation
1. 2. 3. 4. 5.

Understand and predict the strategy of the opposing party Create a climate of trust Start with the positive approach. yield to minor difference. Address issues .Not the individual. Be a good listener.

WHAT IS STRESS
y Stress is any interference that disturbs a persons healthy

mental and physical well-being. It occurs when body is required to perform beyond its normal range of capabilities.
y Stress is your mind and bodys response or reaction to a real

or imagined threat, event or change STRESS IS THE PRESSURE PEOPLE FEEL IN LIFE

Types of Stress
y Positive Stress

y Negative Stress

Positive Stress
Positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.

DISTRESS/ Negative Stress

Distress or negative stress occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.

Emotional Signs of Stress

Rejection Fear Depression Sorrow Anger Worry Uncertainty

Hopelessness Helplessness Feeling lost Wishing to hide Anxiety Panic Inappropriate Emotions

Cognitive Signs & Symptoms

Difficulty in Making Decisions Confusion Difficulty in Naming Familiar Items Poor Concentration Blaming Others Memory Problems Replaying Events Over & Over

Behavioral Signs of Stress

Withdrawal Suspiciousness Excessive Humor or Silence Increased Smoking, Alcohol or Food Change in Activity Level Angry Outbursts Crying Spells

CAUSES OF STRESSS
y POOR WORKING CONDITIONS y SUSTAINED CONFLICTS y INTENTIONAL HARRASSMENT y DISTRUBING EVENTS y FAMILY ISSUES

JOB Related CAUASES OF STRESS

1. NEW WORK PROCEDURES 2. WORK OVERLOAD 3. TIME DEADLINES 4. POOR QUALITY OF SUPERVISION 5. INSECURE CLIMATE 6. ROLE AMBIGUITY/ ROLE CONFLICT 7. JOB NOT WELL DEFINED 8. INADEQUATE AUTHORITY 9. DIFFERENCE IN VALUES 10. ROTATING SHIFTS 11. RELATIONSHIPS AT WORK

Relaxation Techniques
Abdominal Breathing Active Progressive Muscle Relaxation Visualization SelfSelf-Analysis Meditation Music Stretching Exercise

Factors that influence Individual Behavior:

y y y y

Biographical Characteristics Abilities Personality Emotional Intelligence

Biographical Characteristics
y These variables are more manageable when it comes to finding and analyzing variables that have an impact on turnover, satisfaction, etc. y Age- older workers are less likely to resign y Gender - women have higher rates of absence y Marital Status Married employees have fewer absences, less turnover, & more satisfied. y Tenure- negatively related to turnover, positively related to satisfaction

Who Cares what value do biographical characteristics have for managers and organizations?

y It can help in making choices

among job applicants.

Abilities
y Intellectual Abilities
y That required to do mental activities. y *Found to be strong predictors of future job

performance.

y Physical Abilities
y That required to do tasks demanding stamina,

dexterity, strength, and similar characteristics.

Ability-Job Fit
y The Ability - Job Fit
y Employee performance is enhanced when there is a

high ability - job fit. y We need to keep this in mind from an HR perspective as well as an individual trying to make a job decision.

y What predictions can we make if the fit is poor?

y If employees lack the required abilities? y If employees abilities far exceed the requirements of

the job?

Personality
y What is Personality? y The sum total of ways in which an individual reacts to and interacts with others y Measurable traits that a person exhibits. y An enduring combination of motives, emotions, values, interests, attitudes and competencies.

Determinants of Personality
y Heredity/ Physiological Determinants
y physical differences, IQ, potential, temperament

y Environment
y culture, norms of family, friends & social groups,

other influences

y Situation
y in class vs. at a party y on-the-field/court vs. off-the-field/court

Personality Traits
y Myers-Briggs Type Indicator
y Extraverted/Introverted y Sensing/Intuitive y Thinking/Feeling y Judging/Perceiving

y Big 5 Model
y Extraversion y Agreeableness y Conscientiousness y Emotional stability y Openness to Experience

Type A s & Type B s

y Type A Personality
y Always moving, walking, and eating rapidly. y Feel impatient with the rate at which most events take place. y Strive to think or do two or more things at once. y Cannot cope with leisure time. y Are obsessed with numbers, measuring their success in terms of how many

or how much of everything they acquire.

y Type B Personality
y Never suffer from a sense of time urgency with its accompanying

impatience. y Feel no need to display or discuss either their achievements or accomplishments unless such exposure is demanded by the situation. y Play for fun & relaxation, instead of exhibit their superiority at any cost. y Can relax without guilt.

Why is it important that we understand personality & individual differences?

y To help you learn more about the dimensions of

your own personality. y To understand why individuals think, feel, and act differently. y To help managers create a good fit between people and jobs.
y By selecting people with the right attributes y By redesigning jobs to fit individuals strengths

y To help organizations create a good person-

organization fit

What is Personality?
s People differ from s People seem to show

each other in meaningful ways

some consistency in behavior

Personality is defined as distinctive and relatively enduring ways of thinking, feeling, and acting

Personality
y Personality refers to a person s unique and

relatively stable pattern of thoughts, feelings, and actions y Personality is an interaction between biology and environment
y Genetic studies suggest heritability of personality y Other studies suggest learned components of

personality

Four Theories of Personality

1. Trait 2. Psychoanalytic 3. Humanistic 4. Socio-Cognitive

The First Trait Theory

UNSTABLE
Moody Anxious Rigid Sober Pessimistic Reserved Unsociable Quiet Touchy Restless Aggressive Excitable Changeable Impulsive Optimistic Active melancholic choleric

y Two Factor Trait

Theory of Personality

INTROVERTED

EXTRAVERTED
Sociable Outgoing Talkative Responsive Easygoing Lively Carefree Leadership

phlegmatic sanguine Passive Careful Thoughtful

Peaceful Controlled Reliable Even-tempered Calm

STABLE

Personality Traits
y Traits are relatively stable and consistent personal

characteristics y Trait personality theories suggest that a person can be described on the basis of some number of personality traits
y Allport identified some 4,500 traits y Cattel used factor analysis to identify 30-35 basic traits y Eysenck argued there are 3 distinct traits in personality y Extraversion/introversion y Neuroticism y Psychotocism
Allport

Overview of the Big 5

Evaluating Trait Theory

y Trait theory, especially the Big 5 model, is able to

describe personality
y Cross-cultural human studies find good agreement for

the Big 5 model in many cultures y Appear to be highly correlated not only in adulthood, but also in childhood and even late preschoolers y Three dimensions (extraversion, neuroticism and agreeableness) have cross-species generality

y Problems with trait theory include:

y Lack of explanation as to WHY traits develop y Issue of explaining transient versus long-lasting traits

Psychoanalytic Theory
y Psychoanalytic theory, as devised by Freud, attempts to

explain personality on the basis of unconscious mental forces

y Levels of consciousness: We are unaware of some aspects

of our mental states y Freud argued that personality is made up of multiple structures, some of which are unconscious y Freud argued that as we have impulses that cause us anxiety; our personality develops defense mechanisms to protect against anxiety

The Johari Window

The Johari Window is a model that can be used to improve understanding between individuals within a team or in a group setting. Based on disclosure, self-disclosure and feedback, the Johari Window can also be used to improve a group's relationship with other groups.

Johari window model is a behavior model which is based on Four-Square grid representing four different areas of people interaction.
Developed by Joseph Luft and Harry Ingham (the word "Johari" comes from Joseph Luft and Harry Ingham), there are two key ideas behind the tool: 1.That individuals can build trust with others by disclosing information about themselves. 2.That they can learn about themselves and come to terms with personal issues with the help of feedback from others. By explaining the idea of the Johari Window to your team, you can help team members understand the value of self-disclosure, and gently encourage people to give and accept feedback. Done sensitively, this can help people build more-trusting relationships with one another, solve issues and work more effectively as a team.

Explaining the Johari Window:

The Johari Window model consists of a foursquare grid (think of taking a piece of paper and dividing it into four parts by drawing one line down the middle of the paper from top to bottom, and another line through the middle of the paper from side-to-side). T Using the Johari model, each person is represented by their own four-quadrant, or four-pane, window. Each of these contains and represents personal information feelings, motivation, etc. about the person, and shows whether the information is known or not known by themselves or other people. The four quadrants are: Quadrant 1: Open Area What is known by the person about him/herself and is also known by others. Quadrant 2: Blind Area, or "Blind Spot" What is unknown by the person about him/herself but which others know. This can be simple information, or can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, rejection) which are difficult for individuals to face directly, and yet can be seen by others. Quadrant 3: Hidden or Avoided Area What the person knows about him/herself that others do not. Quadrant 4: Unknown Area What is unknown by the person about him/herself and is also unknown by others. The process of enlarging the open quadrant vertically is called self-disclosure, a give and take process between the person and the people he/she interacts with. As information is shared, the boundary with the hidden quadrant moves downwards. And as other people reciprocate, trust tends to build between them.

Transactional Analysis (T.A)

TA: INTRODUCTION Every Mans Psychology, People Technology Scientific Basis, 3R Explains individual differences and behaviour Model for studying interpersonal relationships Framework for Analysing Communication problems Helps in dealing with a variety of people A framework for change Addressing Human Rights Issue

T.A Assumptions: It is possible to analyse behaviour in a systematic way; The past influences present behaviour; We can always change; The quality of interpersonal relationships influences the quality of organizational and cultural life; We are ultimately responsible for our own feelings and behaviour.

Three philosophical concepts of T.A. Respect for the dignity of all human beings and empathic acceptance of them as people. People at all ages and stages of development are capable of learning to take responsibility for their decisions and actions Educational difficulties can be addressed effectively with co-operative goodwill and a coherent theoretical framework.

EGO STATES
Parent (Recording of early experiences unique to a person) Adult (Reality testing rational behaviour, problem solving) Child (Recording of internal events in response to external events) Critical Parent makes rules and sets limits disciplines, judges and criticizes advises and guides/protects & nurtures concerned with data and facts considers options and estimates probabilities makes unemotional decisions plans and makes things happen Free (Natural) Child fun-loving and energetic creative and spontaneous Adapted Child Rebellious Child Compliant and polite Rebellious and manipulative

Nurturing Parent

CHANGE MANAGEMENT

What is a Change?


Something different from what is existing

Why is change management so hard?



Race to overcome the Market Globalization Technology Complexity

What are the business benefits of change management?



 

Change management helps to lower risks associated with change Strategic benefits Increased internal teamwork and external end-user satisfaction

Barriers To Change
self interest Misunderstanding Low tolerance of change Disagreement over the need for change Organizational barriers to change Individual barriers to change Inappropriate change management

Ways to Manage Change Effectively

y Be Alert For The First Signs Of CHANGE y Accept CHANGE As A Fact Of Life. y Always Look At The Opportunity That Change

Represents CHANGE

y Surround Yourself With People Who Are Open To y Keep Renewing Yourself I.e. Manage Learning y Get healthy then stay healthy.

Eliminate the tolerations in your life.

y Manage The Process. y Manage Uncertainty. y Play To Win.

EVERYONE THINKS OF CHANGING THE WORLD, BUT NO ONE THINKS OF CHANGING HIMSELF --LEO --LEO TOLSTOY

All The Best..