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ORGANISATIONAL BEHAVIOUR

MBA 1.2

ORGANISATIONAL BEHAVIOUR



SYLLABUS

UNIT 1 Introduction to Organisational Behaviour, Meaning; Elements; Need; Approaches; Mode

Global scenario.

UNIT 2 Individual Behaviour; Personality; Learning; Attitudes; Perception; Motivation; Ability; Th

relevant organizational behaviour.

UNIT 3 Group dynamics; Group norms; Group cohesiveness;

Group Behance to organizational behaviour.

UNIT 4 Leadership Styles; Qualities; Organisational communication; Meaning importance, proce

barriers; Methods to reduce barriers; Principle of effective communication.

UNIT 5 Stress; Meaning; Types; Sources; Consequences; Management of stress. Power and Politic

Definition; Types of Powers; Sources; Characteristics; Effective use of Power.

UNIT 6 Organisational Dynamics; Organisational design; Organisational effectiveness; Meanin

approaches; Organisational culture; Meaning, significance; Organisational Climate; Implicatio

on organizational behaviour.

Organisational Change; Meaning; Nature; Causes of change; Resistance of change; Management

change; Organisational development; Meaning; OD Interventions.

REFERENCE BOOKS

1. Fred Luthans, Organisational Behaviour, McGraw Hill Book Co., 1995.

2. Stephen P. Bobbins, Organisational Behaviour, Prentice Hall, 1997.

3. Keith Davis, Human Behaviour at Wor/c,.-M.cGraw Hill Book Co.,

1991.



4. Gregory Moorehead and R.S. Griffin, Organisational Behaviours:

Managing People and Organisations, Jaico, 1994.

5. Judith R. Gordon, A Diagnostic Approach to Organisational

Behaviour , Allyn & Bacon, 1993.



CONTENTS

No. LESSON Pg.n

1. INTRODUCTION TO ORGANISATIONAL BEHAVIOUR 4

2. FOUNDATION OF ORGANISATIONAL BEHAVIOUR 73. MODELS OF ORGANISATIONAL BEHAVIOUR 12

4. GLOBAL SCENARIO OF ORGANISATIONAL BEHAVIOUR 16

5. FOUNDATION OF INDIVIDUAL BEHAVIOUR 186. PERSONALITY 21

7. LEARNING AND BEHAVIOUR MODIFICATION 25

8. ATTITUDE AND PERCEPTION 289. MOTIVATION AND BEHAVIOUR 32

10. JOB SATISFACTION 44

11. GROUP DYNAMICS 4712. GROUP CONFLICT 52

13. ORGANISATIONAL COMMUNICATIONS 56

14. LEADERSHIP IN ORGANISATIONS 66

15. STRESS MANAGEMENT 7316. POWER AND POLITICS 77

17. ORGANISATIONAL DESIGN 81

18. ORGANISATIONAL CULTURE AND CLIMATE. 8519. ORGANISATIONAL EFFECTIVENESS 87

20. MANAGEMENT OF CHANGE CASE ANALYSIS 90



LESSON – 1

INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR

Learning Objectives

After reading this lesson, you should be able to understand:

• The major environmental challenges and the paradigm shift that the

management faces today

• The management perspective of organizational behaviour

• The historical background of modern organizational behaviour

• The modern approach to organizational behaviour

The knowledge and information explosion, global competition, total quality and diversity are some of the bitt

realities that the managers are facing today. There are many solutions being offered to deal with these compl

challenges. Yet the simple but most profound solution may be found in the words of Sam Walton, the riche

person in the world and the founder of Wal-Mart. Sam was once asked the key to successful organizations a

management. Sam quickly replied, "People are the key".

The term paradigm comes from the Greek word 'paradigma', which means ''model, pattern or exampl

First introduced over thirty years ago, by the philosophy and science historian Thomas Khun, the ter

"paradigm" is now used as, a broad model, a framework, a way of thinking, and a scheme for understandi

reality. The impact of information technology, total quality and diversity mentioned earlier has led to

paradigm shift.

NEW PARADIGM

The organizational behaviour has a goal lo help the managers make a transition to the new paradigm. Some

the new paradigm characteristics include coverage of second-generation information technology and to

quality management such as empowerment, reengineering and benchmarking, and learning organization f

managing diversity of work. The new paradigm sets the stage for the study, understanding, and application

the time-tested micro-variables, dynamics and macro-variables. One must know why management needs a ne

perspective to meet the environmental challenges and to shift to a new paradigm.

A NEW PERSPECTIVE FOR MANAGEMENT



Management is generally considered to have three major dimensions—technical, conceptual and human. T

technical dimension consists of the manager's expertise in particular functional areas. They know t

requirements of the jobs and have the functional knowledge to get the job done. But the practicing manage

ignore the conceptual and human dimensions of their jobs.

Most managers think that their employees are lazy, and are interested only in money, and that if y

could make them happy in terms of money, they would be productive. If such assumptions are accepted, t

human problems that the management is facing are relatively easy to solve.

But human behaviour at work is much more complicated and diverse. The new perspective assumes th

employees are extremely complex and that there is a need for theoretical understanding given by empiric

research before applications can be made for managing people effectively.

MODERN APPROACH TO ORGANIZATIONAL BEHAVIOUR

The modern approach to organizational behaviour is the search for the truth of why people behave the way th

do. The organizational behaviour is a delicate and complex process. If one aims to manage an organization, it

necessary to understand its operation. Organization is the combination of science and people. While science an

technology is predictable, the human behaviour in organization is rather unpredictable. This is because it aris

from deep needs and value systems of people.

HISTORICAL BACKGROUND FOR MODERN ORGANIZATIONAL BEHAVIOUR

Scientific Management Approach

Scientific management approach was developed by F.W. Taylor at the beginning of the 20th century. Th

theory supported the use of certain steps in scientifically studying each element of a job, selecting and traini

the best workers for the job arid making sure that the workers follow the prescribed method of doing the job

provided a scientific rationale for job specialization and mass production. His assumption was that employe

are motivated largely by money. To increase the output, Taylor advised managers to pay monetary incentives

efficient workers.

Yet, his theory was criticized by many employers and workers. Workers objected to the pressure

work as being harder and faster. Critics worried that the methods took the humanity out of labor, reducin

workers to machines responding to management incentives. Therefore, Taylor's view is now consider

inadequate and narrow due to the points given by the critics.

Bureaucratic Approach

While scientific management was focusing on the interaction between workers and the task, me researche

were studying how to structure the organization more effectively. Instead of trying to make each worker mo



efficient, classical organization theory sought the most effective overall organizational structure for workers a

managers.

The theory's most prominent advocate, Max Weber, proposed a 'bureaucratic form' of structure, whi

he thought would work for all organizations. Weber's idea! bureaucracy was , logical, rational and efficient. H

made the naive assumption that one structure would work best for all organizations.

Henry Ford, Henry Fayol and Frederick W. Taylor, the early management pioneers, recognized th

behavioral side of management. However, they did not emphasize the human dimensions. Although there we

varied and complex reasons for the emerging importance of behavioral approach to management, it is general

recognized that the Hawthorne studies mark the historical roots for the field of organizational behaviour.

Hawthorne Studies

Even, as Taylor and Weber brought attention with their rational, logical approaches to more efficie

productivity, their views were criticized on the ground that both approaches ignored worker's humanity.

The real beginning of applied research in the area of organizational behaviour started with Hawthor

Experiments. In 1924, a group of professors began an enquiry into the human aspects of work and workin

conditions at the Hawthorne plant of Western Electric Company, Chicago. The findings of these studies we

given a new name 'human relations' the studies brought out a number of findings relevant to understandin

human behaviour at work. The Human element in the workplace was considerably more important. The worke

are influenced by social factors and the behaviour of the individual worker is determined by the group.

Hawthorne studies have been criticized for their research methods and conclusions drawn. But the

impact on the emerging field of organizational behaviour was dramatic. They helped usher in a more human

centered approach to work.

APPROACHES TO ORGANIZATIONAL BEHAVIOUR

There are mainly four approaches to organizational behaviour. They are:

• Human resources approach '

• Contingency approach

• Productivity approach

• Systems approach

Human Resources Approach



The human resources approach is concerned with the growth and development of people towards higher leve

of competency, creativity and fulfillment, because people are the central resource in any organization. Th

approach help employees become better in terms of work and responsibility and then it tries to create a clima

in which they can contribute to the best of their improved abilities. This approach is also known as 'supporti

approach' because the manager's primary role changes from control of employees to providing an active suppo

for their growth and performance.

A Contingency Approach

A contingency approach to organizational behaviour implies that different situations require differe

behavioral practices for effectiveness instead of following a traditional approach for all situations. Ea

situation must be analyzed carefully to determine the significant variables that exist in order to establish t

more effective practices. The strength of this approach is that it encourages analysis of each situation prior

action. Thus, it helps to use all the current knowledge about people in the organization in the most appropria

manner.

Productivity Approach

Productivity is a ratio that compares units of output with units of input. It is often measured in terms

economic inputs and outputs. Productivity is considered to be improved, if more outputs can be produced fro

the same amount of inputs. But besides economic inputs and outputs, human and social inputs and outputs al

arc important.

Systems Approach

A system is an interrelated part of an organization or a society that interacts with everyone related to th

organization or society and functions as a whole. Within the organization 'people' employ 'technology'

performing the 'task' that they are responsible for, while the 'structure' of the organization serves as a basis f

co-ordinating all their different activities. The systems view emphasizes the interdependence of each of the

elements within the organization, if the organization as a whole is to function effectively. The other key aspe

of the systems view of organization is its emphasis on the interaction between the organization and its broad

environment,, which consists of social, economic, cultural and political environment within which they operat

Organizations arc dependent upon their surrounding environment in two main ways: First, t

organization requires 'inputs' from the environment in the form of raw material, people, money, ideas and so o

The organization itself can be thought of as performing certain 'transformation' processes, on its inputs in ord

to create outputs in the form of products or services. Secondly, the organization depends on environment su

as, public to accept its output. The systems view of organization thus emphasizes on the key interdependenci



that organizations must manage. Within themselves the organizations must trade off the interdependenci

among people, tasks, technology and structure in order to perform their transformation processes effectively an

efficiently. Organizations must also recognize their interdependence with the broader environments with

which they exist.

CONTEMPORARY ORGANIZATIONAL BEHAVIOUR

A Separate Field of Study

Organizational behaviour can be treated as a distinct field of study. It is yet to become a science. Now effor

are being made to synthesize principles, concepts and processes in this field of study.

Interdisciplinary Approach

Organizational behaviour is basically an interdisciplinary approach. It draws heavily from other disciplines li

psychology, sociology and anthropology. Besides, it also takes relevant things from economics, politi

science, law and history. Organizational behaviour integrates the relevant contents of these disciplines to ma

them applicable for organizational analysis. e.g. it addresses issues, which may be relevant to the case, such

the following:

• What facilitates accurate perception and attribution?

• What influences individual, group and organizational learning and the development of individu

attitudes toward .work?

• How do individual differences in personality, personal development, and career development affe

individual's behaviours and attitudes?• What motivates people to work, and how. does the organizational reward system influence worke

behaviour and attitudes?

• How do managers build effective teams?

• What contributes to effective decision-making?

• What are the constituents of effective communication?

• What are the characteristics of effective communication?

•How can power be secured and used productively?

• What factors contribute to effective negotiations?

• How can conflict (between groups or between a manager and subordinates) be resolved or managed?

• How can jobs and organizations be effectively designed?

• How can managers help workers deal effectively with change?



An Applied Science

The basic objective of organizational behaviour is to make application of various researches to solve th

organizational problems, particularly related to the human behavioral aspect.

Normative and Value Centered

Organizational behaviour is a normative science. A normative science prescribes how the various findings

researches can be applied to get organizational results, which are acceptable to the society. Thus, what

acceptable by the society or individuals engaged in an organization is a matter of values of the society an

people concerned.

Humanistic and Optimistic

Organizational behaviour focuses the attention on people from humanistic point of view. It is based on t

belief that needs and motivation of people are of high' concern. Further, there is optimism about the inna

potential of man to be independent, creative, predictive and capable of contributing positively to the objectiv

of the organization.

Oriented towards Organizational Objectives

Organizational behaviour is oriented towards organizational objectives. In fact, organizational behaviour tries

integrate both individual and organizational objectives so that both are achieved simultaneously.

A Total System Approach

An individual's behaviour can be analyzed keeping in view his psychological framework, interperson

orientation, group influence and social and cultural factors; Thus, individual's nature is quite complex an

organizational behaviour by applying systems approach tries to find solutions for this complexity.

LESSON –2

FOUNDATION OF ORGANISATIONAL BEHAVIOUR

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Learning Objectives

After reading this lesson, you should be able to:

• Define and explain the meaning of organizational behaviour

• Understand the nature and importance of organizational behaviour

• Relate the organizational behaviour to manager’s job

DEFINITION OF MANAGEMENT

Management is commonly defined as "Getting work done through other people". This simple definiti

explains the significance of the role of people. The work will not be done unless "people" want to do the wo

and if the work is not done then there will be no organisation. Hence, the cooperation of the workers is cruc

to the success or failure of the organisation.

DEFINITION OF ORGANISATION

According to Gary Johns, "Organisations are social inventions for accomplishing goals through group effort

This definition covers wide variety-of groups such as businesses, schools, hospitals, fraternal groups, religio

bodies, government agencies and so on. There are three significant aspects in the above definition, whi

require further analysis. They are as follows:

• Social Inventions: The word "social" as a derivative of society basically means gathering of people.

is the people that primarily make up an organisation.

• Accomplishing Goals: All organisations have reasons for their existence. These reasons are the goa

towards which all organisational efforts are directed. While the primary goal .of any commerci

organisation is to make money for its owners, this goal is inter-related with many other goa

Accordingly, any organisational goal must integrate in itself the personal goals of all individu

associated with the organisation.

• Group Effort: People, both as members of the society at large and as a part of an organisation intera

with each other and are inter-dependent. Individuals in themselves have physical and intellectu

limitations and these limitations can only be overcome by group efforts.

MEANING AND DEFINITION OF ORGANISATIONAL BEHAVIOUR

Organisational behaviour is concerned with people's thoughts, feelings, emotions and actions in setting up

work. Understanding an individual behaviour is in itself a challenge, but understanding group behaviour in

organisational environment is a monumental managerial task.

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As Nadler and Tushman put it, "Understanding one individual's behaviour is challenging in and of itse

understanding a group that is made up of different individuals and comprehending the many relationshi

among those individuals is even more complex. Ultimately, the organisation's work gets done through peop

individually or collectively, on their, own or in collaboration with technology. Therefore, the management

organisational behaviour is central to the management task—a task that involves the capacity to "understan

the behaviour patterns of individuals, groups and organisations, to ''predict'" what behavioural responses will

elicited by various managerial actions and finally to use this understanding and these predictions to achie

"control".

Organisational behaviour can then be defined as: "The study of human behaviour in organisation

settings, the interface between human behaviour and the organisational context, and the organisation itself."

The above definition has three parts—the individual behaviour, the organisation and the (interfa

between the two. Each individual brings to an organisation a unique set of beliefs, values, attitudes and oth

personal characteristics and these characteristics of all individuals must interact with each other in order

create organisational settings. The organisational behaviour is specifically concerned with work-relat

behaviour, which takes place in organisations.

In addition to understanding; the on-going behavioural processes involved, in 'their own jobs, manage

must understand the basic human element of their work. Organisational behaviour offers three major ways

understanding this context; people as organisations, people as resources and people as people.

Above all, organisations are people; and without people there would be no organisations. Thus,

managers are to understand the organisations in which they work, they must first understand the people wh

make up the organisations.

As resources, people are one of the organisation's most valuable assets. People create the organisatio

guide and direct its course, and vitalise and revitalise it. People make the decisions, solve the problems, an

answer the questions. As managers increasingly recognise the value of potential contributions by th

employees, it will become more and more important for managers and employees to grasp the complexities

organisational behaviour.

Finally, there is people as people - an argument derived from the simple notion of humanis

management. People spend a large part of their lives in; organisational settings, mostly as employees. They ha

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a right to expect something in return beyond wages and benefits. They have a right to expect satisfaction and

learn new skills. An understanding of organisational behaviour can help the manager better appreciate t

variety of individual needs and' expectations.

Organisational behaviour is concerned with the characteristics and behaviours of employees in isolatio

the characteristics and processes that are part of the organisation itself; 'and the characteristics and behaviou

directly resulting from people with their individual needs and motivations working within the structure of t

organisation. One cannot understand an individual’s behaviour completely without learning something abo

that individual's organisation. Similarly, he cannot understand how the organisation operates without; studyi

the people who-make it up. Thus, the organisation influences and is influenced by individuals.

ELEMENTS OF ORGANISATIONAL BEHAVIOUR

The key elements in the organisational behaviour are people,, structure, technology and the environment

which the organisation operates.

• People: People make up the internal and social system of the organisation. They consist of individua

and groups. The groups may be big or small; formal or informal; official or unofficial. Groups a

dynamic and they work in the organisation to achieve their objectives.

• Structure: Structure defines the formal relationships of the people in organisations. Different people

the organisation are performing different type of jobs and they need to be (elated in some structural w

so that their work can be effectively co-ordinated.

•

Technology: Technology such as machines and work processes provide the resources with whi people work and affects the tasks that they perform. The technology used has a significant influence

working relationships. It allows people to do more and work better but it also restricts' people in vario

ways.

• Environment: All organisations operate within an external environment. It is the part of a larger syste

that contains many other elements such as government, family and other organisations. All of the

mutually influence each other in a complex system that creates a context for a group of people.

NATURE OF ORGANISATIONAL BEHAVIOUR

Each individual brings to an organisation a unique set of personal characteristics, experiences from oth

organisation, the environment surrounding the organisation and1 they also posses a personal background.

considering the people working in an organisation, organisational behaviour must look at the unique perspecti

that each individual brings to the work setting.

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But individuals do not work in isolation. They come in contact with other individuals and t

organisation in a variety of ways. Points of contact include managers, co-workers, formal policies a

procedures of the organisation, and various changes implemented by the organisation. Over time, the individu

too, changes, as a function of both the personal experiences and the organisation. The organisation is al

affected by the presence and eventual absence of the individual. Clearly, the study of organisational behavio

must consider the ways in which the individual and the organisation interact.

An organisation, characteristically, exists before a particular person joins it and continues to exist af

he leaves it. Thus, the organisation itself represents a crucial third perspective from which to vie

organisational behaviour.

NEED FOR STUDYING ORGANISATIONAL BEHAVIOUR

The rules of work are different from the rules of play. The uniqueness of rules and the environment

organisations forces managers to study organisational behaviour in order to learn about normal and abnorm

ranges of behaviour.

More specifically, organisational behaviour serves three purposes:

• What causes behaviour?

• Why particular antecedents cause behaviour?

• Which antecedents of behaviour can be controlled directly and which are beyond control?

A more specific and formal course in organisational behaviour helps an individual to develop more refin

and workable sets of assumption that is directly relevant to his work interactions. Organisational behavio

helps in predicting human behaviour in the organisational setting by drawing a clear distinction betwe

individual behaviour and group behaviour.

Organisational behaviour does not provide solutions to all complex and different behaviour puzzles

organisations. It is only the intelligent judgement of the manager in dealing with a specific issue that can try

solve the problem. Organisational behaviour only assists in making judgements that are derived from tenab

assumptions; judgement that takes into account the important variables underlying the situation; judgement th

are assigned due recognition to the complexity of individual or group behaviour; judgement that explicitly tak

into account the managers own goals, motives, hang-ups, blind spots and weaknesses.

IMPORTANCE OF ORGANISATIONAL BEHAVIOUR

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Organisational behaviour offers several ideas to management as to how human factor should be proper

emphasised to achieve organisational objectives. Barnard has observed that an organisation is a conscio

interaction of two or more people. This suggests that since an organisation is Ihe interaction of persons, th

should be given adequate importance in managing the organisation. Organisational behaviour provid

opportunity to management to analyse human behaviour and prescribe means for shaping it to a particul

direction.

Understanding Human Behaviour Organisational behaviour provides understanding the hum

behaviour in all directions in which the human beings interact. Thus, organisational behaviour can

understood at the individual level, interpersonal level, group level and inter-group level.

Organisational behaviour helps to analyse 'why' and 'how' an individual behaves in a particular wa

Human behaviour is a complex phenomenon and is affected by a large number of factors including th

psychological, social and cultural implications. Organisational behaviour integrates these factors to provid

simplicity in understanding the human behaviour.

• Interpersonal Level: Human behaviour can be understood at the level of interpersonal interactio

Organisational behaviour provides • means for understanding the interpersonal relationships in

organisation. Analysis of reciprocal relationships, role analysis and transactional analysis are some

the common methods, which provide such understanding.

•

Group Level: Though people interpret anything at their individual level, they are often modified group pressures, which then become a force in shaping human behaviour, Thus, individuals should b

studied in groups also.. Research in group dynamics has contributed vitally to organisational behavio

and shows how a group behaves in its norms, cohesion, goals, procedures, communication pattern a

leadership. These research results are advancing managerial knowledge of understanding gro

behaviour, which is very important for organisational morale and productivity.

• Inter-group Level: The organisation is made up of many groups that develop complex relationships

build their process and substance. Understanding the effect of group relationships is important f

managers in today's organisation. Inter-group relationship may be in the form of co-operation

competition.

The co-operative relationships help the organisation in achieving its objectives. Organisational behavio

provides means to understand and achieve co-operative group relationships through interaction, rotation

members among groups, avoidance of win-lose situation and focussing on total group objectives.

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• Controlling and Directing Behaviour: After understanding the mechanism of human behavio

managers are required to control and direct the behaviour so that it conforms to the standards requir

for achieving the organisational objectives. Thus, managers are required to control and direct t

behaviour at all levels of individual interaction. Therefore, organisational behaviour helps managers

controlling and directing in different areas such as use of power and sanction, leadersh

communication and building organisational climate favourable for better interaction.

• Use of Power and Sanction: The behaviours can be controlled and directed by the use of power an

sanction, which are formally defined by the organisation. Power is referred to as the capacity of

individual to take certain action and may be utilised in many ways. Organisational behaviour explai

how various means of power and sanction can ,be utilised so that both organisational and individu

objectives are achieved simultaneously.

• Leadership: Organisational behaviour brings new insights and understanding to the practice and theo

of leadership. It identifies various leadership styles available to a manager and analyses which style

more appropriate in a given situation. Thus, managers can adopt styles keeping in view the vario

dimensions of organisations, individuals and situations.

• Communication: Communication helps people to come in contact with each other. To achie

organisational objectives, the communication must be effective. The communication process and

work in inter-personal dynamics have been evaluated by organisational behaviour.

• Organisational Climate: Organisational climate refers to the total organisational situations affecti

human behaviour. Organisational climate takes a system perspective that affect human behaviouBesides improving the satisfactory working conditions and adequate compensation, organisation

climate includes creation of an atmosphere of effective supervision; the opportunity for the realisation

personal goals, congenial relations with others at the work place and a sense of accomplishment.

• Organisational Adaptation: Organisations, as dynamic entities are characterised by pervasive change

Organisations have to adapt themselves to the environmental changes by making suitable, intern

arrangements such as convincing employees who normally have the tendency of resisting any changes

LEVELS OF ANALYSIS

Organisational behaviour can be viewed from different perspectives or levels of analysis. At one level, th

organisation can be viewed as consisting of individuals working on tasks in the pursuit of the organisation

goals. A second level of analysis focuses upon the interaction among organisational members as they work

teams, groups and departments. Finally, organisational behaviour can be analysed from the perspective of t

organisation as a whole.

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• Organisation at the Individual Level: Organisational behaviour can be studied in the perspective

individual members of the organisation. This approach to organisational behaviour draws heavily on t

discipline of psychology and explains why individuals behave and react the way they do to differe

organisational policies, practices and procedures. Within this perspective, psychologically bas

theories of learning, motivation, satisfaction and leadership are brought to bear upon the behaviour a

performance of individual members of an organisation. Factors such as attitudes, beliefs, perceptio

and personalities are taken into account and their impact upon individuals’ behaviour and performan

on the job is studied.

• Organisation at the Group Level: People rarely work independently in organisations; they have

necessarily work in coordination to meet the organisational goals. This frequently results in peop

working together in teams, committees and groups. How do people work together in groups? Wh

factors determine whether group will be cohesive and productive? What types of tasks could be assign

to groups? These are some of the questions that can be asked about the effective functioning of grou

in organisations. An important component of organisational behaviour involves the application

knowledge and theories from social psychology to the study of groups in organisations.

• Organisation at the Organisational Level: Some organisational behaviour researchers take t

organisation as a whole as their object of study. This j macro perspective on organisational behavio

draws heavily on theories and concepts from the discipline of 'sociology'. Researchers seek

understand the implications of the relationship between the organisation and its environment for t

effectiveness of the organisation. Emphasis is placed upon understanding how organisational structu

and design influences the effectiveness of an organisation. Other factors such as the technoloemployed by the organisation, the size of the organisation and the organisation's age are also examin

and their implications for effective organisational functioning are explored.

These different perspectives on the study of organisational behaviour are not in conflict with one anothe

Instead they are complementary. A full and complete understanding of the nature of organisations and th

determinants of their effectiveness requires a blending of knowledge derived from each perspective.

FUNDAMENTAL CONCEPTS OF ORGANISATIONAL BEHAVIOUR

Organisational behaviour starts with the following six fundamental concepts revolving around the nature

people and organisations:

The nature of people:

• Individual differences

• A whole person

• Motivated behaviour

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• Value of the person

The nature of organisation:

• Social system

• Mutual interest

• Individual Differences: Individuals are different in their physical and mental traits. They are differe

not only in the physical appearance such as sex, age, height, weight, complexion and so on but al

different in their psychological trait such as intelligence, attitude, motivation and perception. This beli

that each person is different from all others is typically called the 'Law of Individual Difference

Individual differences mean that the management has to treat them differently to get the best out

them.

• A Whole Person: Though the organisation may feel that they are employing only the individual's sk

or intelligence, in fact, they employ the 'whole person'. This means that individual does not have on

the skill and intelligence but he has a personal life, needs and desires as well. In other words, h

personal life cannot be separated from his work life since people function as total human beings.

When management practices organisational behaviour, it is not only trying to develop a better employee b

it also wants to develop a 'better person' in terms of all round growth and development. The benefit w

extend beyond the firm into the larger society in which each employee lives.

• Motivated behaviour: It is the urge of the individual to satisfy a particular need that motivates him

do an act. The motivation could be positive or negative.

Motivation is essential for the proper functioning of organisations. The organisation can show to

employees how certain actions will increase their need fulfilment.

• Value of the Person: It is more an ethical philosophy. It stresses that people are to be treated wi

respect and dignity. Every job, however simple, entitles the people who do it to proper respect an

recognition of their unique aspirations and abilities. Since organisational behaviour involves peop

ethical philosophy is involved in one way or the other.

The nature of an organisation can be understood with the help of tjie description of following two points:

•

Social System: A system is a group of independent and interrelated elements comprising a unifiwhole. In context with an organisation, the individuals of a society are considered as a system organise

by a characteristic pattern of relationships having a distinctive culture and values. It is also called soc

organisation or social structure. It can be further divided into following categories:

o Feudal system: This is a social system, which is developed in Europe in the 8th Century. A politic

and economic system based on the holding of. land and relation of lord to vassal and characterized

homage, legal and military service of tenants, and forfeiture.

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o Patriarchate: This is social system, in which a male is considered to be the family head and title

surname is traced through his chain. In other words, power lies in his hands.

o Matriarchate: This is social system, in which a female is considered to be the family head and title

surname is traced through her chain. In other words, power lies in her hands.

o Meritocracy: This is a social system, in which power vests in the hands of the person with superi

intellects.

o Class Structure: This is a social system of different classes with in a society.

o Segregation: This is a social system, which provides separate facilities for minority groups of a societ

• Mutual Interest: Organisational relationships are most likely to be strong if different groups c

negotiate strategies. This can be defined as the interests that are common to both the parties and a

related to the accomplishment of their respective goals. This space for sharing ideas builds tru

Individuals who have shared mutual interests are likely to make their organisation the strongest, becau

even though the views are different they have a shared concern for similar objectives. It is important f

the individuals to think about their issues openly, and to incorporate the perspectives of their colleague

This helps to build sustainable and harmonious activities that can operate in the mutual direct interes

of the organisation.

Holistic Organisational Behaviour: When the above six concepts of organisational behaviour are consider

together, they provide a holistic concept of the subject. Holistic organisational behaviour interprets peopl

organisation relationships in terms of the whole person, whole group, whole organisation and whole soci

system.

Thus, the blending of nature of people and organisation results in an holistic organisational behaviour.

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LESSON –3

Models of organizational behaviour

Learning Objectives


• The concept of organizational behaviour system

• The different models of organizational behaviour

• The importance of organizational behaviour to managers

• The future of organizational behaviour

Organizations have undergone tremendous change in the behaviour of their employee's. Earlier employers h

no systematic program for managing their employees instead their simple rules served as a powerful influen

on employees. However, today increasing many organizations are experimenting with new ways to attract a

motivate their employees.

CONCEPT OF ORGANIZATIONAL BEHAVIOUR SYSTEM

Organizations achieve their goals by creating, communicating and operating an organizational behavio

system. Organizational behaviour system defines organizational structure and culture and explains their impa

on employees. The figure 3.1 shows the major elements of a good organizational behaviour system:

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These systems exist in every organization, but sometimes in varying forms. They have a greater chance of bei

successful, though, if they have been consciously created, regularly examined and updated to meet new a

emerging conditions. The primary advantage of organizational behaviour system is to identify the major hum

and organizational variables that affect organizational outcomes. For some variables managers can only

aware of them and acknowledge their impact whereas for other variables, managers can exert some control ov

them. The outcomes are measured in terms of quantity and quality of products and services, level of custom

service, employee satisfaction and personal growth and development.

These systems exist in every organization, but sometimes in varying forms. They have a greater chan

of being successful, though, if they have been consciously created, regularly examined and updated to meet ne

and emerging conditions. The primary advantage of organizational behaviour system is to identify the maj

human and organizational variables that affect organizational outcomes. For some variables managers can on

be aware of them and acknowledge their impact whereas for other variables, managers can exert some contr

over them. The outcomes arc measured in terms of quantity and quality of products and services, level

customer service, employee satisfaction and personal growth and development.

ELEMENTS OF THE SYSTEM

The system's base rests in the fundamental beliefs and intentions of those who join together to create it such

owners and managers who currently administer it. The philosophy of organizational behaviour held

management consists of an integrated set of assumptions and beliefs about the way things are, the purpose f

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these activities, and the way they should be. These philosophies are sometimes explicit and occasional

implicit, in the minds managers.

Organizations differ in the quality of organizational behaviour that they develop. These differences a

substantially caused by different models of organizational behaviour that dominant management's thought

each organization. The model that a manager holds usually begins with certain assumptions about people a

thereby leads to certain interpretations of organizational events.

The following four models of organizational behaviour are as follows: A. Autocratic model

B. Custodial model

C. Supportive model

D. Collegial model

Autocratic Model

In an autocratic model', the manager has the power to command his subordinates to do a specific jo

Management believes that it knows what is best for an organization and therefore, employees are required

follow their orders. The psychological result of this model on employees is their increasing dependence on the

boss. Its main weakness is its high human cost.

Custodial Model

This model focuses better employee satisfaction and security. Under this model organizations satisfy t

security and welfare needs of employees. Hence, it is known as custodian model. This model leads to employ

dependence on an organization rather than on boss. As a result of economic rewards and benefits, employe

are happy and contented but they are not strongly motivated.

Supportive Model

The supportive model depends on 'leadership' instead of power or money. Through leadership, manageme

provides a climate to help employees grow and accomplish in the interest of an organization. This mod

assumes that employees will take responsibility, develop a drive to contribute and improve them if manageme

will give them a chance. Therefore, management's direction is to 'Support' the employee's job performan

rather than to 'support' employee benefit payments, as in the custodial approach. Since management suppor

employees in their work, the psychological result is a feeling of participation and task involvement in a

organization.

Collegial Model

The term 'collegial' relates to a body of persons having a common purpose. It is a team concept. Management

the coach that builds a better team. The management is seen as joint contributor rather than as a boss. Th

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employee response to this situation is responsibility. The psychological result of the collegial approach for t

employee is 'self-discipline'. In this kind of environment employees normally feel some degree of fulfillme

and worthwhile contribution towards their work. This results in enthusiasm in employees' performance.

FOUR MODELS OF ORGANIZATIONAL BEHAVIOUR

Autocratic Custodial Supportive Collegial

Basis of Model Power Economic

resources

Leadership Partnership

Managerial-

orientation

Authority Money Support Teamwork

Employee

psychological

result

Dependence on

boss

Dependence on

organization

Participation Self-discipline

Employee needsmet

Subsistence Security Status andrecognition

Self-actualization

Performance

result

Minimum Passive

cooperation

Awakened

drives

Moderate enthusiasm

It is wrong to assume that a particular model is the best model. This is because a model depends on t

knowledge about human behaviour in a particular environment, which is unpredictable. The primary challen

for management is to identify the model it is actually using and then assess its current effectiveness.

The selection of model by a manager is determined by a number of factors such as, the existin

philosophy, vision and goals of manager. In addition, environmental conditions help in determining whi

model will be the most effective model.

IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR TO MANAGERS

Managers perform four major functions such as planning, organizing, directing and controlling. In addition

these functions there are ten managerial roles, which can be defined as organized set of behaviors identifi

with the position. These roles are developed by Henry Mintzberg in 1960s after a careful study of executives

work. All these roles, in one form or other deal with people and their behaviour. These ten managerial roles a

divided into three categories. The first category called the interpersonal roles arises directly from the manage

position and the formal authority given to him. The second category, the informational role arises as a dire

result of the interpersonal roles and these two categories give rise to the third category called decisional role

Figure 3.2 shows the categories of managerial roles.

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The roles, in the context of organizational behaviour, are as follows:

Interpersonal Roles

In every organization managers spend a considerable amount of time in interacting with other people bo

within their own organizations as well as outside. These people include peers, subordinates, superiors, supplie

customers, government officials and community leaders. All these interactions require an understanding interpersonal behaviour. Studies show that interacting with people takes up nearly 80% of a manager's tim

These interactions involve the following three major interpersonal roles:

• Figure/lead Role: Managers act as symbolic figureheads performing social or legal obligations. The

duties include greeting visitors, signing legal documents, taking important customers to lunch, attendin

a subordinate's wedding and speaking at functions in schools and churches. All these, primarily, a

duties of a ceremonial nature but are important for the smooth functioning of an organization.

• Leadership Role: The influence of the manager is most clearly seen in the leadership role as a leader

a unit or an organization. Since he is responsible for the activities of his subordinates therefore he mu

lead and coordinate their activities in meeting task-related goals and motivate them to perform bett

He must be an ideal leader so that his subordinates follow his directions and guidelines with respect a

dedication.

• Liaison Role: The managers must maintain a network of outside contacts. In addition, they need to ha

a constant contact with their own subordinates, peers and superiors in order to assess the extern

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environment of competition, social changes or changes in governmental rules and regulations. In th

role, the managers build up their own external information system. This can be achieved by attendi

meetings and professional conferences, personal phone calls, trade journals and informal person

contacts with outside agencies.

Information Roles

A manager, by virtue of his interpersonal contacts, emerges as a source of information about a variety of issu

concerning an organization. In this capacity of information processing, a manager executes the following thr

roles.

• Monitor Role: The managers are constantly monitoring and scanning their internal and extern

environment, collecting and studying information regarding their organization. This can be done

reading reports and periodicals, interrogating their liaison contacts and through gossip, hearsay an

speculation.• Information Disseminator Role:The managers must transmit the information regardi

changes in policies or other matters to their subordinates, their peers and to other members of

organization. This can be done through memos, phone calls, individual meetings and group meetings.

• Spokesman Role: A manager has to be a spokesman for his unit and represent his unit in either sendin

relevant information to people outside his unit or making some demands on behalf of his unit.

Decision Roles

A manager must make decisions and solve organizational problems on the basis of the environmen

information received. In that respect, a manager plays four important roles.

• Entrepreneur Role: Managers, as entrepreneurs are constantly involved in improving their units a

facing the dynamic technological challenges. They are constantly on the lookout for new ideas f

product improvement or product addition. They initiate feasibility studies, arrange capital for ne

products and ask for suggestions from the employees to improve organization. This can

achieved through suggestion boxes, holding strategy meetings with project managers and R&

personnel.

• Conflict Handling Role: The managers are constantly involved as judge in solving conflicts among t

employees and between employees and management. Mangers must anticipate such problems and ta

preventive action and take corrective action once the problem arises. These problems may involve lab

disputes, customer complaints, employee grievances, machine breakdowns, cash flow shortages an

interpersonal conflicts.

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• Resource Allocation Role: The managers establish priorities among various projects or programs a

make budgetary allocations to different activities of an organization based on these priorities.

• Negotiator Role: The managers in their negotiator role represent their organization in negotiating dea

and agreements within and outside of an organization. They negotiate contracts with the unions. Sal

managers may negotiate prices with prime customers. Purchasing managers may negotiate prices w

vendors.

All these ten roles are important in a manager's job and are interrelated, even though some roles may be mo

influential than others depending upon the managerial position. For example, sales manager gives mo

importance to interpersonal roles, while the production manager may give more importance to decisional roles

LIMITATIONS OF ORGANIZATIONAL BEHAVIOUR

• Organizational behaviour cannot abolish conflict and frustration but can only reduce them. It is a way

improve but not an absolute answer to problems.

• It is only one of the many systems operating within a large social system.

• People who lack system understanding may develop a 'behavioral basis', which gives them a narro

view point, i.e., a tunnel vision that emphasizes on satisfying employee experiences while overlooki

the broader system of an organization in relation to all its public.

• The law of diminishing returns also operates in the case of organizational behaviour. It states, that

some point increase of a desirable practice produce declining returns and sometimes, negative return

The concept implies that for any situation there is an optimum amount of a desirable practice. When th

point is exceeded, there is a decline in returns. For example, too much security may lead to le

employee initiative and growth. This relationship shows that organizational effectiveness is achieved n

by maximizing one human variable but by working all system variables together in a balanced way.

• A significant concern about organizational behaviour is that its knowledge and techniques could be us

to manipulate people without regard for human welfare. People who lack ethical values could u

people in unethical ways.

FUTURE OF ORGANIZATIONAL BEHAVIOUR

The growing interest in organizational behaviour stems from both a philosophical desire by many people

create more humanistic work places and a practical need to design more productive work environments. As

result of these forces, organizational behaviour is now a part of the curriculum of almost all courses includin

engineering and medical.

The field of organizational behaviour has grown in depth and breadth. The keys to its past and futu

success revolve around the related processes of theory development, research and managerial practice.

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Although organizational behaviour has certain limitations, it has a tremendous potential to contribute

the advancement of civilisation. It has provided and will provide much improvement in the human environme

By building a better climate for people, organizational behaviour will release their creative potential to sol

major social problems. In this way organizational behaviour will contribute to social improvements. Improv

organizational behaviour is not easy to apply but opportunities are there. It should produce a higher quality

life in which there is improved harmony within each individual, among people and among the organizations

future.

LESSON – 4

GLOBAL SCENARIO OF ORGANIZATIONAL BEHAVIOUR

Learning Objectives

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• The global scenario of organizational behaviour

• The barriers to cultural adaptation and measures to overcome those barriers

Due to globalization of economy, many organizations now operate in more than one country. The

multinational operations add new dimensions to organizational behaviour. It is a step into different soci

political and economic environments. Therefore, communication and control becomes difficult. The soci

political and economic differences among countries" influence international organizational behaviour.

SOCIAL CONDITIONS

In many countries due to poorly developed resources, there is shortage of managerial personnel, scientists a

technicians. Hence the required skills must be temporarily imported from other countries, and training program

need to be developed to train the local workers. Trained locals become the nucleus for developing otherthereby spreading the training through masses.

Another significant social condition in many countries is that the local culture is not familiar wi

advanced technology. A few countries arc agriculture dominated and a few other manufacturing industri

dominated. Naturally, the nature of their culture and work life will be different.

POLITICAL CONDITIONS

Political conditions that have a significant effect on organizational behaviour include instability of t

government, restricting industries to a particular area and nationalistic drives such as self-sufficiency in late

technologies. When the government is unstable, organizations become cautious about further investments. Th

organizational instability leaves workers insecure and causes them to be passive and low in taking a

initiatives.

In spite of instability, a nationalistic drive is strong for locals to run their country and their organizatio

by themselves without any interference by foreign nationals.

In some nations, organized labor is mostly an arm of the authoritarian state and in some other natio

labor is somewhat independent. In some nations, State tends to be involved in collective bargaining and oth

practices that affect workers. For example, workers' participation in management are restricted by law while

other countries they are permitted.

ECONOMIC CONDITIONS

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The most significant economic conditions in less developed nations are low per capita income and rap

inflation. Inflation makes the economic life of workers insecure when compared to developed countries.

The different socio-economic and political conditions existing in countries influence the introduction

advanced technology and sophisticated organizational systems. A developed country can easily adopt advanc

technology when compared to a less developed country. These limiting conditions cannot be changed rapid

because they arc too well established and woven into the whole social fabric of a nation.

MANAGING AN INTERNATIONAL WORKFORCE

Whenever an organization expands its operations to other countries, it tends to become multicultural and w

then face the challenge of blending various cultures together. The managerial personnel entering another natio

need to adjust their leadership styles, communication patterns and other practices to fit their host country. The

role is to provide fusion of cultures in which employees from both countries adjust to the new situation seekin

a greater productivity for the benefit of both the organization and the people of the country in which it operate

Barriers to Cultural Adaptation

• Managers and other employees who come into a host country tend to exhibit different behavio

and somewhat, see situation around them from their own perspectives. They may fail to recogni

the key differences between their own and other cultures. These people are called, 'parochial'.

• Another category of managers called 'individualistic' place greatest emphasis on their personal nee

and welfare. They are more concerned about themselves than the host country.

•

Another potential barrier to easy adaptation of another culture occurs, when-people are predisposed believe that their homeland conditions are the-best. This predisposition is known as the 'self-referen

criterion' or 'ethnocentrism'. This feeling interferes with understanding human: behaviour in oth

cultures and obtaining productivity from local employees.

Cultural Distance

To decide the amount of adaptation that may be required when personnel moves to another country, it is helpf

to understand the cultural distance between the two countries. Cultural distance is the amount of distan

between any two social systems. Whatever may be the amount of cultural distance, it does affect the respons

of all individuals to business. The manager's job is to make the employees adapt to the other culture a

integrate the interests of the various cultures involved.

Cultural Shock

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When employees enter another nation they tend to suffer cultural shock, which is the insecurity a

disorientation caused by encountering a different culture. They may not know how to act. may fear losing fa

and self-confidence or may become emotionally upset. Cultural shock is virtually universal. Some of the mo

frequent reasons for cultural shock are as follows:

• Different management philosophies

• New language

• Alternative food, dress, availability of goods

• Attitude towards work and productivity

• Separation from family, friends and colleagues

• Unique currency system

Many expatriates report difficulty in adjusting to different human resource management philosophies, t

language, the different currency and work attitudes in another culture.

Overcoming Barriers to Cultural Adaptation

• Careful selection; of employees, who can withstand/adjust cultural shocks for internation

assignments* is important.

• Pre-departure training in geography, customs, culture and political environment in which the employ

will be living will help for cultural adaptation.

• Incentives and guarantees for better position will motivate employees for cultural adaptation in the ne

country.

• Employees who return to their home country after working in another nation for sometime tend to suff

cultural shock in their own homeland. After adjusting to the culture of another nation and enjoying

uniqueness, it is difficult for expatriates to re-adjust to the surroundings of their home country. Henc

organizations need repatriation policies and programs to help returning employees obtain suitab

assignments and adjust to the 'new' environments.

Cultural Contingencies

Productive business practices from one country cannot be transferred directly to another country. This refle

the idea of cultural contingency that the most productive practices for a particular nation will depend heavily o

the culture, social system, economic development and employee's values in the host country. Hence, t

expatriate managers must learn to operate effectively in a new environment with certain amount of flexibilit

Labor policy, personnel practices and production methods need to be adapted to a different labor forc

Organization structures and communication patterns need to be suitable for local operations.

MANAGEMENT'S INTEGRATING ROLE

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Once managers are in a host country, their attention needs to be directed toward integrating the technologic

approaches with the local cultures involved.

Motivating and Leading Local Employees

Same motivational tools may not suit the employees of all the nations. Hence, appropriate motivation

techniques need to be implemented depending on the requirement of employees of that particular nation.

Similarly, communication problems may also arise between the expatriate manager and the employe

of the host country. Hence, managers need to make adjustments in their communication suited to< loc

cultures. If local culture is ignored, the resulting imbalance in the social system interferes with the productivity

Eventually, a cadre of employees with cross-cultural adaptability can be developed in organizations wi

large international operations. These employees are 'trans-cultural’ employees because they operate effective

in several cultures. They are low in ethnocentrism and adapt readily to different cultures without major cultur

shock. They usually can communicate fluently in more than one language.

Trans-cultural employees are especially needed in large, multinational firms that operate in a-variety

national cultures. For a firm to be truly multi-national in character, it should have ownership, operation

markets and managers truly diversified. Its leaders look to the world as an economic and social unit; but th

recognize each local culture, respect its integrity, acknowledge its benefits and use its differences effectively

their organization.

LESSON – 5

FOUNDATION OF INDIVIDUAL BEHAVIOR

Learning Objectives

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• Understand the nature of individual differences in organizations

• Identify the individual factors affecting organizational behavior

INDIVIDUAL BEHAVIOR

Human behavior, which is; considered a complex phenomenon, is very difficult to define in absolute terms. It

primarily a combination of responses to external and internal stimuli. These responses would refl

psychological structure of the person and may be results' of the combination of biological and psychologic

processes, which interpret them, respond to them in an appropriate manner and learn from the result of the

responses.

Psychologist Kurt Levin has conducted; considerable research into the human behavior and its cause

He believes that people are influenced by a number of diversified factors, which can be both genetic an

environmental. The influence of these factors determines the pattern of human behavior.Whenever people buy something, for example, a car, both the buyer and the seller sign a contract th

specifies the terms of the sales agreement. Similarly, most people, when they begin a working relationship wi

an organization formulate a psychological contract with their employer. A psychological contract is the over

set of expectations that an individual holds with respect to his or her contributions to the. organization and t

organization's response to those contributions. A psychological contract is not written down like a leg

contract.

An individual makes a variety of contributions to an organization in the form of—efforts, skills, abili

time, loyalty and so forth. These contributions presumably satisfy various needs and requirements of th

organization. In return for contributions, the organization provides incentives such as pay, promotion, and jo

security to the employee. Just as the contributions available from the individual must satisfy the organizatio

needs, the incentives must serve the employees' needs in return.

If both the individual and the organization consider the psychological contract fair and equitable, the

will be satisfied with the relationship and are likely to continue it. If either party perceives an imbalance

iniquity in the contract, it may initiate a change. A major challenge faced by an organization, thus, is to mana

the psychological contracts.

One specific aspect of managing psychological contracts is managing the person-job fit. The 'person-jo

fit' is the extent to which the contributions made by the individual match the incentives offered by th

organization. In theory, each employee has a specific set of needs to fulfill and a set of job related behaviors an

abilities to contribute. If the organization can take complete advantage of those behaviors and abilities an

exactly fulfill the employee's needs, it will achieve a perfect person-job fit. Of course, such a precise, level

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person-job fit is seldom achieved due to various reasons such as imperfect selection procedures, differences

individual skills, constant change in the needs and requirements of people and organization. Thus, the behavi

of individuals in organization is the primary concern of management and it is essential that the managers shou

have an understanding of the factors influencing the behavior of the employees they manage. The figure 5

identifies five sets of factors that have an impact upon individual behavior in organizations.

NATURE OF INDIVIDUAL DIFFERENCES

Individual differences are personal attributes that vary from one person to another. Individual differences m

be physical and psychological. The figure 5.2 shows the attributes of physical and psychological differences.

Physical Differences Psychological Differences

• Height

• Weight

• Body Shape

• Appearance

• Complexionfigure

5.2

• Personality

• Attitudes

• Perception

• Motivation

• Learning

Whenever an organization attempts to assess the individual differences among its employees, it muconsider the situation in which that particular behavior occurs. Individuals who are satisfied in one context m

prove to be dissatisfied in another context. Assessing both individual differences and contributions in relation

incentives and contexts, then, is a major challenge for organizations as they attempt to establish effecti

psychological contracts with their employees and achieve optimal fits between people and jobs.

Individual differences make the manager's job extremely challenging. In fact, according to a rece

research, "variability among workers is substantial at all levels but increases dramatically with job complexit

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Due to these reasons, growing work force diversity compel managers to view individual differences in a fre

way. Leaders now talk frequently about "valuing differences" and learn to "manage diversity". So rather th

limiting diversity, as in the past, today's managers need to better understand and accommodate employ

diversity and individual differences.

IMPORTANT DIMENSIONS OF INDIVIDUAL DIFFERENCES

• Self-concept

• Personality dimensions

• Abilities, and

• Personal values and ethics.

Self-concept

Self is the core of one's conscious existence. Awareness of self is referred to as one's self-concept. Sociologis

Viktor Gecas defines self-concept as "the concept the individual has of himself as a physical, social an

spiritual or moral being". In other words, every individual recognizes himself as a distinct individual. A se

concept would be impossible without the capacity to think. This brings us to the role of cognitions. Cognitio

represent, "any knowledge, opinion, or belief about the environment about oneself, or about one's behavio

Among many different types of cognitions, those involving expectation, planning, goal setting, evaluating a

setting personal standards are particularly relevant to organizational, behavior.

Self-esteem

Self-esteem is a belief over one's own worth based on an overall self-evaluation. Those with low self-estee

tend to view themselves in negative terms. They do not feel good about themselves, tend to have trouble

dealing effectively with others, and are hampered by self-doubts. High self-esteem individuals, in contrast, s

themselves as worthwhile, capable and acceptable. Although, high self-esteem is generally considered

positive trait because it is associated with better performance and greater satisfaction, recent research uncover

flaws among those having high self-esteem. Specifically, high self-esteem subjects tended to become se

centered and boastful when faced with situations under pressure Hence moderate self-esteem is desirable.

Managers can build employee self-esteem in four ways:

1. Be supportive by showing concern for personal problems, interests, status and contribution.

2. Offer work involving variety, autonomy and challenges that suit the individual's values, skills a

abilities.

3. Strive for management-employee cohesiveness and trust building.

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4. Have faith in each employee's self-management ability, reward successes.

Self-efficacy

Self-efficacy is a person's belief about his' or her chances of successfully accomplishing a specific ta

According to one organizational behavior writer, "Self-efficacy arises from the gradual acquisition of comple

cognitive, social, linguistic, and/or physical skills through experience",

There is strong linkage between high self-efficacy expectations and success in terms of physical an

mental tasks, anxiety reduction, addiction control, pain tolerance and illness recovery. Oppositely, those wi

low self-efficacy expectations tend to have low success rates.

Self-efficacy Implications for Managers

Managers need to nurture self-efficacy in them and in their employees. Self-efficacy requires constructi

action in each of the following managerial areas:

• To design recruitment selection procedure.

• To design interview questions to probe applicant's general self-efficacy for determining orientation a

training needs.

• For designing job.

• For systematic self-management training.

• For goal-setting and quality improvement.

• To evolve suitable leadership.

• To design suitable regards.

Personality Dimensions

The big, five personality dimensions are: extroversion, agreeableness, thoroughness, emotional stability an

openness to experience. Ideally, these personality dimensions that correlate positively and strongly with j

performance would be helpful in the selection, training and appraisal of employees. The individuals w

exhibit; traits associated with a strong sense of responsibility and determination generally perform better ththose who do not.

PHYSICAL AND INTELLECTUAL QUALITIES

Physical differences among individuals are the most visible of all differences. They are also relatively easy

assess. Intellectual differences are somewhat more difficult to discern, but they too can be assessed by fair

objective means. The abilities/skills and competencies of employees are both physical and intellectual qualitie

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• Ability refers to an individual's skill to perform effectively in one or more areas of activity, such

physical, mental or interpersonal work.

Individuals with numerical ability, for example, can be trained to apply their ability in the field

engineering, accounting and computer science. Abilities develop from an individual's natural aptitud

and subsequent learning opportunities. Aptitudes are relatively stable capacities for performing som

activity effectively. Learning opportunities translate aptitude into abilities through practice, experien

and formal training. Organizations have to ensure that people possess the necessary abilities to enga

in the behaviors required for effective performance. This can 6e accomplished either by careful selectio

of people or by a combination of selection and training.

• Skills are generally thought of as being more task-specific capabilities than abilities. For example,

individual with numerical ability who goes to school to learn accounting develops a numerical sk

specific to that field'. Thus, when a particular ability is applied to a specialized area, (for examp

accounting), it becomes a skill.

• Competencies are skills associated with specialization. Competencies are skills that have been refin

by practice and experience and that enable, the-individual to specialize in some field. For example,

accountant with numerical "ability and accounting skill takes a position in the Taxation Department a

as time passes, he develops more competency as a tax expert.

Physical abilities such as strength, flexibility, endurance and stamina can be developed with exercise an

training. Mental abilities such as reasoning, memory visualization, comprehension and inter-personal abiliti

can also be developed through practice and education. Even in the absence of such formal programs, manindividuals manage their own careers in such a way as to continually upgrade their abilities, skills a

competencies in order to remain valuable to their organizations.

PERSONAL VALUES AND ETHICS

According to Milton Rokeach, a value is "an enduring belief that a specific mode of conduct or en

stated of existence is personally or socially preferable to an opposite or converse mode of conduct are end-sta

of existence".

Ethics involve the study of moral issues and choices. It is concerned with right versus wrong and go

versus bad. Relative to the workplace, the terms business ethics and management ethics are often heard.

Moral Principles for Managers

• Judge actions by their consequences; achieve the greatest good for the greatest number of people.

• Basic human rights should be respected.

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• Rules and rewards should be administered impartially, fairly and equitably.

Improving Organization's Ethical Climate

• Managers are powerful role models whose habits and actual behavior send clear signals about t

importance of ethical conduct. Ethical behavior is a 1 top to bottom proposition.

• Screen potential employees by checking references, credentials, and other information for ascertaini

their ethical behavior.

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ESSON - 6

PERSONALITY

Learning Objectives


• Understand perceptual clarity about personality

• Discuss main determinants of personality

• Explain nature and dimensions of personality

• Describe personality attributes that are relevant to organizational behavior

Personality is a complex, multi-dimensional construct and there is no simple definition of what personality

Maddi defines personality as, “A stable set of characteristics and tendencies that determine those commonaliti

and differences in the psychological behavior and that may not be easily understood as the sole result of th

social and biological pressures of the moment".

From the above definition we can infer that all individuals have some universally comm

characteristics. Yet they differ in some other specific attributes. This makes it difficult for the managers

assume that they can apply same reward types or motivation techniques to modify different individu

behaviors. The definition, however, does not mean that people never change. In simple terms, it asserts th

individuals do not change all at once. Their thoughts, feelings, values and actions remain relatively stable ov

time. Changes in individual's personality can, however, occur gradually over a period of time. The manage

should, therefore, attempt to understand certain dimensions of personality. This can enable them to predict t

behavior of their employees on a daily basis.

Some personality theorists stress the need of identifying person-situation as interaction. This

equivalent to recognizing that social learning aspects related to personality. Such a social learning analysis

one of the most comprehensive and meaningful ways included in the overall study of organizational behavio

From this perspective, personality means the way people affect others. It also involves people's understandi

themselves, as well as their pattern of inner and outer measurable traits, and the person and situation interactio

People affect others depending primarily upon their external appearance such as height, weight, facial feature

color and other physical aspects and traits.

Personality traits are very important in organizational behavior. In particular, five personality tra

especially related to job performance have recently emerged from research. Characteristics of these traits can

summarized as follows:

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1. Extroversion: Sociable, talkative and assertive.

2. Agreeableness: Good-natured, cooperative and trusting.

3. Conscientiousness: Responsible, dependable, persistent and achievement-oriented.

4. Emotional Stability: Viewed from a negative standpoint such as tense, insecure and nervous.

5. Openness to Experience: Imaginative, artistically sensitive and intellectual.

Identifying the above "big five" traits related to performance reveals that personality plays an important ro

in organizational behavior. Besides physical appearance and personality traits, the aspects of personal

concerned with the self-concept such as self-esteem and self-efficacy and the person-situation interaction al

play important roles.

PERSONALITY FORMATION

The personality formation of an individual starts at birth and continues throughout his life. Three major types

factors play important roles in personality formation, which are as follows:

• Determinants: The most widely studied determinants of personality are biological, social and cultur

People grow up in the presence of certain hereditary characteristics (body shape and height), the soc

context (family and friends) and the cultural context (religion and values). These three parts intera

with • each other to shape personality. As people grow into adulthood, their personalities become ve

clearly defined and generally stable.

•

Stages: According to Sigmund Freud human personality progresses through four stages: dependecompulsive, oedipal and mature. This concept of stages of growth provides a valuable perspective

organizational behavior. Experienced managers become aware of the stages that their employees oft

go through. This helps them 19 deal with these stages effectively and promote maximum growth for t

individual and for the organization.

• Traits: Traits to personality are also based on psychology. According to some trait theories, all peop

share common traits, like social, (political, religious and aesthetic preferences but each individua

nature differentiates that person from all others.

PERSONALITY FACTORS IN ORGANISATIQN5

Some of the important personality factors that determine what kind of behaviors are exhibited at work inclu

the following:

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Need Pattern

Steers and Braunstein in 1976 ^developed a scale for the four needs of personality that became apparent in t

'work environment. They are as follows:

• The need for achievement: Those with a high achievement need engage themselves proactively

work behaviors in order to feel proud of their achievements and successes.

• The need for affiliation: Those in greater need for affiliation like to work cooperatively with others.

• The need for autonomy: Those in need for autonomy function in the best way when not close

supervised.

• The need for dominance: Those high in need for dominance are very effective while operating

environments where they can actively enforce their legitimate authority.

Locus of Control

Locus of control is the degree to which an individual believes that his or her behavior has direct impact on t

consequences of that behavior. Some people, for example, believe that if they work hard they will certain

succeed. They, strongly believe that each individual is in control of his or her life. They are said to have a

internal locus of control. By contrast, some people think that what happens to them is a result of fate, chanc

luck or the behavior of other people, rather than the lack of skills or poor performance on their part. Becaus

these individuals think that forces beyond their control dictate the happenings around them, they are said

have an external locus of control.

As a personality attribute, locus of control has clear implications for organizations. For example, certa

individuals have an internal locus of control, which means they have a relatively strong desire to participate

the management of their organizations and have a' freedom to do their jobs. Thus, they may prefer

decentralized organization where they have a right of decision-making and work with a leader who provid

them freedom and autonomy. They may like a reward system that recognizes individual performance a

contributions.

Conversely, people with an external locus of control, are likely to prefer a more centralized organizatio

where they need not take any decisions. They may incline to structured jobs where standard procedures a

defined for them. They may prefer a leader who makes most of the decisions and a reward system that conside

seniority rather than merit.

Introversion and Extroversion

Introversion is the tendency of individuals, which directs them to be inward and process feelings, thoughts a

ideas within themselves. Extroversion, on the contrary, refers to the tendency in individuals to look outsi

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themselves, searching for external stimuli with which they can interact. While there is some element

introversion as well as extroversion in all of us, people tend to be dominant as either extroverts or introvert

Extroverts are sociable, lively and gregarious and seek outward stimuli or external exchanges. Such individua

are likely to be most successful while working in the sales department, publicity office, personal relations un

and so on, where they can interact face to face with others. Introverts, on the other Hand, are quiet, reflectiv

introspective, and intellectual people, preferring to interact with a small intimate circle of friends. Introverts a

more likely to be successful when they can work on highly abstract ideas such as R&D work, in a relative

quiet atmosphere. Since managers have to constantly interact with individuals both in and out of t

organization and influence people to achieve the organization's goals, it is believed that extroverts are likely

be more successful as managers.

Tolerance for Ambiguity

This personality characteristic indicates the level of uncertainty that people can tolerate to work efficient

without experiencing undue stress. Managers have to work well under conditions of extreme uncertainty an

insufficient information, especially when things are rapidly changing in the organization's external environme

Managers who have a high tolerance for ambiguity can cope up well under these conditions. Managers, w

have a low tolerance for ambiguity may be effective in structured work settings but find it almost impossible

operate effectively when things are rapidly changing and much information about the future events is n

available. Thus, tolerance for ambiguity is a personality dimension necessary for managerial success.

Self-Esteem and Self-Concept

Self-esteem denotes the extent to which individuals consistently regard themselves as capable, successf

important and worthy individuals. Self-esteem is an important personality factor that determines how manage

perceive themselves and their role in the organization. Self-esteem is important to self-concept, i.e., the w

individuals, define themselves as to who they are and derive their sense of identity. High self-esteem provide

high sense of self-concept, which, in turn, reinforces high self-esteem. Thus, the two are mutually reinforcin

Individuals with a high self-esteem will try to take on more challenging assignments and be successful. Thu

they will be enhancing their self-concept i.e., they would tend to define themselves as highly valued individua

in the organizational system. The higher the self-concept and self-esteem, the greater will be their contributio

to the goals of the organization, especially when the system rewards them for their contributions.

Authoritarianism and Dogmatism

Authoritarianism is the extent to which an individual believes that power and status differences are importa

within' hierarchical social systems like organizations. For example, an employee who is highly authoritari

may accept directives or orders from his superior without much questioning. A person who is not high

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authoritarian might agree to carry out appropriate and reasonable directives from his boss. But he may also rai

questions, express disagreement and even refuse to carry out requests if they arc for some reason objectionable

Dogmatism is the rigidity of a person's beliefs and his or her openness to other viewpoints. The popul

terms 'close-minded' and 'open-minded' describe people who are more and less .dogmatic in their belie

respectively. For example, a manager may be unwilling to listen to a new idea related to doing something mo

efficiently. He is said to be a person who is close-minded or highly dogmatic. A manager who is very recepti

to hearing about and trying out new ideas in the same circumstances might be seen as more open-minded or le

dogmatic. Dogmatism can be either beneficial or detrimental to organizations, but given the degree of change

the nature of organizations and their environments, individuals who are, not dogmatic are most likely to

useful and productive organizational members.

Risk Propensity

Risk-propensity is the decree to which an individual is willing to take chances and make risky decisions.

manager with a high-risk propensity might be expected to experiment with new ideas and to lead t

organization in new directions. In contrast, a manager with low risk propensity might lead to a stagnant a

overly conservative organization.

Machiavellianism

Machiavellianism is manipulating or influencing other people as a primary way of achieving one's goal. A

individual tends to be Machiavellian, if he tends to be logical in assessing the system around, willing to tw

and turn facts to influence others, and try to gain control of people, events and situations by manipulating t

system to his advantage.

Type A and B Personalities

Type A persons feel a chronic sense of time urgency, are highly achievement-oriented, exhibit a competiti

drive, and are impatient when their work is slowed down for any reason. Type B persons are easy-goin

individuals who do not feel the time urgency, and who do not experience the competitive drive. Type

individuals are significantly more prone to heart attacks than Type B individuals. While Type A persons he

the organization to move ahead in a relatively short period of time they may also suffer health problems, whic

might be detrimental to both themselves and the organization in the long run.

Work-Ethic Orientation

Some individuals are highly work-oriented while others try to do the minimum Work that is necessary to get b

without being fired on-the-job. The extremely work oriented person gets greatly involved in the job. Extrem

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work ethic values could lead to traits of "workahollism" where work is considered as the only primary moti

for living with very little outside interests. For a workaholic turning to work can sometimes become a viab

alternative to facing non-work related problems. A high level of work ethic orientation of members is good f

the organization to achieve its goals. Too much "workahollism", however, might lead to premature physical an

mental exhaustion and health problems, which is dysfunctional for both organization and the workaho

members.

The above ten different personality predispositions are important for individual, managerial a

organizational effectiveness.

DESIRED PERSONALITY CHARACTERISTICS FOR EFFECTIVE MANAGERS

Obviously, there arc some personality ^predispositions, which are favourable "to managerial effectiveness a

to the success of managers. Apart from possessing the necessary skills and abilities, managers need to develop

high tolerance for ambiguity. There are many changes taking place in the internal and the external environme

of an organization.. Naturally, several unpredictable factors are involved in any complex situation, which a

beyond the managers’ control. Therefore, they should be able to, handle situations as they come, witho

experiencing undue stress. Thus, a high tolerance for ambiguity is a desired managerial trait. Managers with

good mix of achievements, affiliations and power will be successful in most situations. This is because they w

have the drive to achieve the goals and the interpersonal orientation to get the job done through others. In sa

and other people-oriented roles, extrovert managers will fit better in their jobs. Similarly, managers w

internal locus of control will be more efficient as intellectual and skilled performers. Managers with good wo

ethic values, will get more involved in their jobs and make things happen. They are likely to be more successf

in their jobs. Managers with Type A personalities may suit very well for some jobs, which have inbu

performance pressures and deadlines, but they need to know how to relax through exercises and self-monit

their stress levels.

Personality is a relatively stable factor, but our predispositions can be changed through conscio

choice. For instance, our tolerance for ambiguity and ability to handle stress can be considerably enhanced; t

attributions we make for success such as internal versus external-locus of control can be changed. Also, o

latent needs can be activated and our skills in decision-making can be increased through training programs a

by deliberately making the necessary changes. Recognizing the essential ingredients for managerial success

the first step towards making the changes.

THE SELF-CONCEPT: SELF-ESTEEM AND SELF-EFFICACY

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People's attempt to understand themselves is called the self-concept in personality theory. The human self

made of many interacting parts and may be thought of as the personality viewed from within. This self

particularly relevant to the concepts of self-esteem and self-efficacy in the field of organizational behavior.

People's self-esteem has to do with their self-perceived competence and self-image. Considerab

research has been done on the role played by self-esteem outcomes in the organizational behavior. Mo

recently done studies indicate that self-esteem plays an important moderating role in the areas of emotional an

behavioral responses and stress of organizational members. It was recently noted that, "both research a

everyday experience confirm that employees with high self-esteem feel unique, competent, secure, empower

and connected, to the people around them"

Self-efficacy is concerned with self-perceptions of how well a person can cope with situations as th

arise. Those with high self-efficacy feel capable and confident of performing well in a situation. In the field

organizational behavior, self-efficacy is conceptually close to self-esteem. Miner points out the differences

noting that self-esteem tends to be a generalized trait (it will be present in any situation), while self-effica

tends to be situation specific. Self-efficacy; has been shown to have an empirical relationship w

organizational performance and other dynamics of organizational behavior.

In summary, personality is a very diverse and complex cognitive process. It incorporates almo

everything. As defined above, personality means the whole person. It is concerned with external appearance an

traits, self and situational interactions. Probably the best statement on personality was made many years ago b

Kluckhohn and Murray, "to some extent, a person's personality is like all other people's, like some oth

people's, and like no other people's."

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LESSON – 7

LEARNING AND BEHAVIOR MODIFICATION

Learning Objectives


• Understand various factors affecting human behavior

• Explain implications of behavior modification

• Describe reinforcement for inducing positive behavior

Learning is an important psychological process that-determines human behavior. Learning can be defined

“relatively permanent change in behavior that occurs as a result of experience or reinforced practice". There a

four important points in the definition of learning:

1. Learning involves a change in behavior, though this change is not necessarily an improvement ov

previous behavior. Learning generally has the connotation of improved behavior, but bad habi

prejudices, stereotypes, and work restrictions are also learned.

2. The, behavioral change must be relatively permanent. Any temporary change in behavior is no

part of learning.

3. The behavioral change must be based oh some form of practice or experience.

4. The practice or experience must be reinforced in order so as to facilitate learning to occur.

COMPONENTS OF THE LEARNING PROCESS

The components of learning process are: drive, cue stimuli, response, reinforcement and retention.

Drive

Learning frequently occurs in the presence of drive - any strong stimulus that impels action. Drives are basical

of two types -primary (or physiological); and secondary (or psychological). These two categories of drives oft

interact with each other. Individuals operate under many drives at the same time. To predict a behavior, it

necessary to establish which drives are stimulating the most.

Cue Stimuli

Cue stimuli are those factors that exist in the environment as perceived by the individual. The idea is to discov

the conditions under which stimulus will increase the probability of eliciting a specific response. There may b

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two types i of stimuli with respect to their results in terms of response concerned: generalization a

discrimination.

Generalization occurs when a response is elicited by a similar but new stimulus. If two stimuli are exactly alik

they will have the same probability of evoking a specified response. The principle of generalization h

important implications for human learning. Because of generalization, a person does not have to 'complete

relearn each of the new tasks. It allows the members to adapt to overall changing conditions and specific ne

assignments. The individual can borrow from past learning experiences to adjust more smoothly to ne

learning situations.

Discrimination is a procedure in which an organization learns to emit a response to a stimulus but avoi

making the same response to a similar but somewhat different stimulus. Discrimination has wide applications

'organizational behavior. For example, a supervisor can discriminate between two equally high produci

workers, one with low quality and other with high quality.

Responses

The stimulus results in responses. Responses may be in the physical form or may be in terms of attitude

familiarity, perception or other complex phenomena. In the above example, the supervisor discriminat

between the worker producing low quality products and the worker producing high quality products, a

positively responds only to the quality conscious worker.

Reinforcement

Reinforcement is a fundamental condition of learning. Without reinforcement, no measurable modification

behavior takes place. Reinforcement may be defined as the environmental event's affecting the probability

occurrence of responses with which they are associated.

Retention

The stability of learned behavior over time is defined as retention and its contrary is known as forgetting. Som

of the learning is retained over a period of time while others may be forgotten.

LEARNING THEORIES

Classical Conditioning

The work of the famous Russian physiologist Ivan Pavlov demonstrated the classical conditioning proce

When Pavlov presented a piece of meat to the dog in the experiment, Pavlov noticed a great deal of salivatio

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He termed the food an unconditioned stimulus and the salivation an unconditioned response. When the dog sa

the meat, it salivated. On the other hand, when Pavlov merely rang a bell, the dog did not salivate. Pavlo

subsequently introduced the sound of a bell each time the meat was given to the dog. The dog eventual

learned to salivate in response to the ringing of the-bell-even when there was no meat. Pavlov had condition

the dog to respond to a learned stimulus. Thorndike called this the "law of exercise" which states that behavi

can be learned by repetitive association between a stimulus and a response.

Classical conditioning has a limited value in the study of organizational behavior. As pointed out b

Skinner, classical conditioning represents an insignificant part of total human learning. Classical conditioning

passive. Something happens and we react in a specific or particular fashion. It is elicited in response to

specific, identifiable event. As such it explains simple and reflexive behaviors. But behavior of people

organizations is emitted rather than elicited, and it is voluntary rather than reflexive. The learning of the

complex behaviors can be explained or better understood by looking at operant conditioning.

Operant Conditioning

An operant is defined as a behavior that produces effects. Operant conditioning, basically a product

Skinnerian psychology, suggests that individuals emit responses that are either not rewarded or are punishe

Operant conditioning is a voluntary behavior and it is determined, maintained and controlled by

consequences.

Operant conditioning is a powerful tool for managing people in organizations. Most behaviors

organizations are learned, controlled and altered by the consequences; i.e. operant behaviors. Management c

use the operant conditioning process successfully to control and influence the behavior of employees b

manipulating its reward system. Reinforcement is anything that both increases the strength of response an

tends to induce repetitions of the behavior. Four types of reinforcement strategies can be employed by manage

to influence the behavior of the employees, viz., positive reinforcement, negative reinforcement, extinction a

punishment.

Positive Reinforcement

Positive reinforcement strengthens and increases behavior by the presentation of a desirable consequen

(reward). In other words, a positive reinforce is a reward that follows behavior and is capable of increasing t

frequency of that behavior. There are two typos of positive: reinforces: primary and secondary. Prima

reinforcers such as food, water and sex are of biological importance and have effects, which arc independent

past experiences. For instance, a primary reinforcer like food satisfies hunger need and reinforced foo

producing behavior. Secondary reinforcers like job advancement, recognition, praise and esteem result fro

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previous association with a primary reinforcer. Primary reinforcers must be learned. In order to app

reinforcement procedures successfully, management must select reinforcers that are sufficiently powerful a

durable.

Negative Reinforcement

The threat of punishment is known as negative reinforcement. Negative reinforcers also serve to strength

desired behavior responses leading to their removal or termination.

Extinction

Extinction is an effective method of controlling undesirable behavior. It refers to non-reinforcement. It is bas

on the principle that if a response is not reinforced, it will eventually disappear. Extinction is a behavior

strategy that does not promote desirable behaviors but can help to reduce undesirable behaviors.

Punishment

Punishment is a control device employed in organizations to discourage and reduce annoying behaviors

employees.

OBSERVATIONAL LEARNING

Observational learning results from watching the behavior of another person and appraising the consequenc

of that behavior. It does not require an overt response. When Mr. X observes that Y is rewarded for superi

performance, X learns the positive relationship between performance and rewards without actually obtaini

the reward himself. Observational learning plays a crucial role in altering behaviors in organizations.

Cognitive Learning

Here the primary emphasis is on knowing how events and objects are related to each other. Most of the learni

that takes place in the classroom is cognitive learning. Cognitive learning is important because it increases t

change that the learner will do the right thing first, without going through a lengthy operant conditionin

process.

LEARNING THEORY AND ORGANIZATIONAL BEHAVIOR

The relevance of the learning theories for explaining and predicting of organizational behavior is marginal. Th

does not mean that learning theories are totally irrelevant. Learning concepts provide a basis for changi

behaviors that are unacceptable and maintaining those behavior that are acceptable. When individuals engage

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various types of dysfunctional behavior such as late for work, disobeying orders, poor performance, t

manager will attempt to educate more functional behaviors.

Learning theory can also provide certain guidelines for conditioning organizational behavio

Managers know that individuals capable of giving superior performance must be given more reinforces th

those with average or low performance.

Managers can successfully use the operant conditioning process to control and influence the behavior

employees; by manipulating its reward system.

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LESSON – 8

ATTITUDES AND PERCEPTION

Learning Objectives


• Explain the concept of attitude in organizations

• Understand the method of formation of attitude

• Discuss individual attitude in organizations and indicate their effect on

behaviour

• Explain the concept of perception and perceptual process

• Describe perception attribution in organizations

In simple words, an "attitude" is an individual's point of view or an individual's way of looking at somethin

To be more explicit, an "attitude" may be explained as the mental state of an individual, which prepares him

react or make him behave in a particular pre-determined way.

An attitude is defined as, "a learned pre-disposition to respond in a consistently favourable

unfavorable manner with respect to a given object".

Attitude is the combination of beliefs and feelings that people have about specific ideas, situations

other people. Attitude is important because it is the mechanism through which most people express the

feelings.

COMPONENTS OF ATTITUDE

Attitude has three components, which are as follows:

• Affective component

• Cognitive component

• Intentional component

The figure 8.1 shows the components of attitude.

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The affective component of an attitude reflects 'feelings and emotions' that an individual has towards

situation. The cognitive component of an attitude is derived from 'knowledge' that an individual has about

situation. Finally, the intentional component of an attitude reflects how an individual 'expects to behav

towards or in the situation. For example, the different components of an attitude held towards a firm, whi

supplies inferior products and that too irregularly could be described as follows:

• "I don't like that company"—Affective component.

• "They are the worst supply firm I have ever dealt with"—Cognitive component.

• "I will never do business with them again"'—Intentional component.

People try to maintain consistency among the three components of their attitudes. However, conflictin

circumstances often arise. The conflict that individuals may experience among their own attitudes is call

'cognitive dissonance.

ATTITUDE FORMATION AND CHANGE

Individual attitude are formed over time as a result of repeated personal experiences with ide

situations or people. One of the very important ways to understand individual behaviour in an organization that of studying attitude, which is situationally specific and learned.

An attitude may change as a result of new information. A manager may have a negative attitude about

new employee because of his lack of job-related experience. After working with a new person, a manager m

come to realise that he is actually very talented and subsequently may develop a more positive attitude towa

him.

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Work-Related Attitudes

People in an organization form attitude about many things such as about their salary, promotion possibilitie

superiors, fringe benefits, food in the canteen, uniform etc. Especially some important attitudes are j

satisfaction or dissatisfaction, organizational commitment and job involvement.

Job Satisfaction

Job satisfaction is an attitude reflects the extent to which an individual is gratified or fulfilled .by his or h

work. Extensive research conducted on job satisfaction has indicated that personal .factors such as

individual's needs and aspirations determine this attitude, along with group and organizational factors such

relationships with co-workers and supervisors, working conditions, work policies and compensation.

A satisfied employee also tends to be absent less often, makes positive contributions, and stays with t

organization. In contrast, a dissatisfied employee may be absent more often may experience stress that disrup

co-workers, and may keep continually looking for another job.

Organizational factors that influence employee satisfaction include pay, promotion, policies a

procedures of the organizations and working conditions. Group factors such as relationship with co-workers a

supervisors also influence job- satisfaction. Similarly, satisfaction depends on individual factors li

individual's needs and aspirations. If employees are satisfied with their job, it may lead to low employ

turnover and less absenteeism and vice-versa.

Organizational Commitment and Involvement

Two other important work-related attitudes arc organizational commitment and involvement. Organization

commitment is the individual's feeling of identification with and attachment to an organization. Involveme

refers to a person's willingness to be a team member and work beyond the usual standards of the job. A

employee with little involvement is motivated by extrinsic motivational factor and an employee with stro

involvement is motivated by intrinsic motivational factors.

There are a number of factors that lead to commitment and involvement. Both may increase with a

employee's age and years with the organization, with his sense of job security and participation in decisio

making. If the organization treats its employees fairly and provides reasonable rewards and job securit

employees are more likely to be satisfied and committed. Involving employees in decision-making can also he

to increase commitment. In particular, designing jobs, which are interesting and stimulating, can enhance jo

involvement.

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ATTITUDE: IT’S IMPORTANCE IN ORGANIZATIONAL BEHAVIOUR

Attitudes of both workers and management react to each other and determine mutual relationships.

Attitude is an understanding or learning of why employees feel and act the way; they do and he

supervisors in winning cooperation from them. So, it is very essential for the efficient working of

organization.

From a personal perspective, attitudes provide knowledge base or prepare, our mental state, for o

interaction with others, and with the world around us. This directly affects organizational behaviour, and in tu

organizational working.

PERCEPTION

Perception is an important mediating cognitive process. Through this complex process, people ma

interpretations of the stimulus or situation they are faced with. Both selectivity and organization go 'in

perceptual, interpretations. Externally, selectivity is affected by intensity, size, contrast, repetition, motion an

novelty and familiarity. Internally, perceptual selectivity is influenced by the individual's motivation, learni

and personality. After the selective process filters the stimulus situation, the incoming information is organiz

into a meaningful whole.

Individual differences and uniqueness are largely the result of the cognitive processes. Although the

are a number of cognitive processes, it is generally recognized that the perceptual process is a very importa

one. It is a process that takes place between the situation and the behaviour and is most relevant to the study

organizational behaviour. For example, the observation that a department head and a subordinate may rea

quite differently to the same top management directive can be better understood and explained by the perceptu

process.

In the process of perception, people receive many different kinds of information through all five sense

assimilate them and then interpret them. Different people perceive the same information differently.

Perception plays a key role in determining individual behaviour in organizations. Organizations se

messages in a variety of forms to their members regarding what they are expected to do and not to do. In sp

of organizations sending clear messages, those messages are subject to distortion in the process of bei

perceived by organizational members. Hence, managers need to have a general understanding of the bas

perceptual process.

A number of factors operate to shape and sometimes distort perception.

(1) the Perceiver who is affected by personal characteristics such as attitudes, motives, interests, p

experience, and expectations.

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(2) the Target who is affected by "what we see," attractive or unattractive individuals, motion, sounds, siz

and other attributes of a target shape the way we see it

(3) the Situation which is the context in which we see objects or events. The situation is important

elements in the surrounding environment influence our perceptions.

Basic Perceptual Process

Perception is influenced by characteristics of the object being perceived, by the characteristics of the person an

by the situational processes.

• Characteristics of the object include contrast, intensity, movement, repetition and novelty.

• Characteristics of the person include attitude, self-concept and personality.

The details of a particular situation affect the way a person perceives an object; the same person m

perceive the same object very differently in different situations. The processes through which a perso

perceptions are altered by the situation include selection, organization, attribution, projection, stereotypi

process, and the halo effect process. Among these, selective perception and stereotyping are particula

relevant to organizations.

Selective Perception

Selective perception is the process of screening out information that we are uncomfortable with or th

contradicts our beliefs. For example, a manager has a very positive attitude about a particular worker and o

day he notices that the worker seems to be goofing up. Selective perception may make the manager to quickdisregard what he observed. For example, a manager who has formed a very negative attitude about a particu

worker and he happens to observe a high performance from the same worker. In this case influenced by t

selective perception process he too will disregard it.

In one sense, selective perception is beneficial because it allows us to disregard minor bits

information. But if selective perception causes managers to ignore important information, it can become qu

detrimental.

Stereotyping

Stereotyping is the process of categorizing or labeling people on the basis of a single attribute. Perceptio

based on stereotypes about people's sex exist more or less in all work places. Typically, these perceptions le

to the belief that an individual's sex determines which tasks he or she will be able to perform. For example, if

woman is sitting behind the table in the office, she will be very often, perceived as a clerk and not an executiv

at first. But it would induce holding an exactly opposite assumption about a man. Stereotyping consists of thr

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steps: identifying categories of people (like women, politician), associating certain characteristics with tho

categories (like passivity, dishonesty respectively) and then assuming that any one who fits a certain catego

must have those characteristics. For example, if dishonesty is associated with politicians, we are likely

assume that all politicians are dishonest.

PERCEPTION AND ATTRIBUTION

Perception is also closely linked with another process called attribution. Attribution is a mechanism throu

which we observe behaviour and then attribute certain causes to it. According to Attribution theory, once w

observe behaviour we evaluate it in terms of its consensus, consistency and distinctiveness. Consensus is t

extent to which other people in the same situation behave in the same way. Consistency is the degree to whi

the same person behaves in the same way at different times. Distinctiveness is the extent to which the sam

person behaves in the same way in other situations. The forces within the person (internal) or outside the pers

(external) lead to the behaviour.

For instance, if you observe that an employee is much more motivated than the people around (lo

consensus), is consistently motivated (high consistency), and seems to work hard no matter what the task (lo

distinctiveness) you might conclude that internal factors are causing that particular behaviour. Another examp

is of a manager who observes that an employee is late for a meeting. He might realize that this employee is t

only one who-is laic (low consensus), recall that he is often late for other meetings (high consistency), an

subsequently recall that the same employee is sometimes late for work (low distinctiveness). This pattern

attributions might cause the manager to decide that the individual's behaviour requires a change. At this poi

the manager might meet the subordinate to establish some disciplinary consequences to avoid future delays.

IMPRESSION MANAGEMENT

Social perception is concerned with how one individual perceives other individuals. Conversely, impressio

management is the process by which the general people attempt to manage or control the perceptions that othe

form about them. People often tend to present themselves in such a way so as to impress others in a social

desirable manner. Thus, impression management has considerable' implications for activities like determini

the validity of performance appraisals. It serves as a pragmatic, political tool for someone to climb the ladder

success in organizations.

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The Process of Impression Management

As with other cognitive processes, impression management has many possible conceptual dimensions arid h

been researched in relation to aggression, attitude change; attributions and social facilitation, among oth

things. Most recently, however, two separate components of impression management have been identified

impression motivation and impression construction. Especially in an employment situation, subordinates m

be; motivated to control how their boss perceives them. The degree of this motivation to manage impressio

will depend on factors like the relevance that these impressions have on the individual's goals, the value of the

goals, the discrepancy between the image one would like others to hold and the image one believes othe

already hold.

Impression construction, the other major process, is concerned with the specific type of impressi

people want to make and how they create it. Although some theorists limit the type of impression only

personal characteristics others include such things as attitudes, physical status, interests, or values. Using th

broader approach, five factors have been identified as being especially relevant to the] kinds of impressi

people try to construct: the self-concept, desired and undesired identity images, role constraints, target valu

and current social image. Although there has been a considerable research done on how these five facto

influence the type of impression that people try to make, there is still little known of how they select the way

manage others' perceptions of them.

Employee Impression Management Strategies

There are two basic strategies of impression management that employees can use. If employees are trying

minimize responsibility for some negative event or to stay out of trouble, they may employ a demotio

preventative strategy. On the other hand, if they are seeking to maximize responsibility for a positive outcom

or to look better than what they really are, then they lean use a promotion-enhancing strategy.

The demotion-preventative strategy is characterized by the following activities:

• Employees attempt to excuse or justify their actions.

• Employees apologies to the boss for some negative event.

• Employees secretly tell their boss that they fought for the right thing, but were overruled. Employe

using this approach try to disassociate themselves from the group and from the problem.

The promotion enhancing strategies involve the following activities:

• Employees harbor a feeling that they have not been given credit for a positive outcome.

• Employees point out that they did more, but received a lesser credit.

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• Employees identify cither personal or organizational obstacles they had to overcome to accomplish

outcome and expect a higher credit.

• Employees ascertain that they are seen with the right people at the right times.

Coping with Individual Differences

Individual differences and people's perception of them affect every aspect of behaviour in organization

Managers must never underestimate, the differences between individuals. Successful managers constan

monitor their own assumptions, perceptions and attributions, trying to treat each individual as a unique person

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LESSON – 9

MOTIVATION AND BEHAVIOR

Learning Objectives


• Understand the meaning, nature and importance of motivation

• Explain need-based theories of motivation

• Discuss expectancy theory of motivation

• Explain ways of enhancing employee motivation

The word motivation is derived from ‘motive', which means an active form of a desire, craving or need th

must be satisfied. Motivation is the key to organizational effectiveness. The manager in general has to get t

work done through others. These 'others' are human resources who need to be motivated to attain organization

objectives.

DEFINITION

According to George R. Terry, "Motivation is the desire within an individual that stimulates him or her

action."

In the words of Robert Dubin, it is "the complex of forces starting and keeping a person at work in a

organization". Viteles defines motivation as "an unsatisfied need which creates a state of tension

disequilibrium, causing the individual to move in a goal directed pattern towards restoring a state

equilibrium, by satisfying the need."

According to Encyclopaedia of Management. "Motivation refers to the degree of readiness of

organism to pursue some designated goals and implies the determination of the nature and locus of for

inducing a degree of readiness."

On the basis of above definitions, the following observations can be made regarding motivation:

• Motivation is an inner psychological force, which activates and compels the person to behave in

particular manner.

• The motivation process is influenced by personality traits, learning abilities, perception and competen

of an individual.

• A highly motivated employee works more efficiently and his level of production tends to be higher th

others.

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• Motivation originates from the-needs and wants of an individual. It is a tension of lacking something

his mind, which forces him to work more efficiently.

• Motivation is also a process of stimulating and channelising the energy of an individual for achievin

set goals.

• Motivation also plays a crucial role in determining the level of performance. Highly motivat

employees get higher satisfaction, which may lead to higher efficiency.

• Motivating force an^ its degree, may differ from individual to individual depending on his personali

needs, competence and other factors.

• The process of Motivation helps the manager in analysing and understanding human behavior a

finding but how an individual can be inspired to produce desirable working behavior.

• Motivation may be positive as well as negative. Positive motivation includes incentives, rewards an

other benefits while negative motivation implies some punishment, fear, use of force etc.

• The motivation procedure contributes to and boosts up the morale of the employees. A high degree

motivation may lead to high morale.

FEATURES OF MOTIVATION

The following are the features of motivation:

• It is an internal feeling and forces a person to action.

• It is a continuous activity.

• It varies from person to person and from time to time.

• It may be positive or negative.

IMPORTANCE OF MOTIVATION

Motivation is an important part of managing process. A team of highly qualified and motivated employees

necessary for achieving objectives of an organization because of the following reasons:

• Motivated employees make optimum use of available resources for achieving objectives.

• Motivation is directly related to the level of efficiency of employees.

• Motivated employees make full use of their energy and other abilities to raise the existing level

efficiency.

• Motivated employees make goal-directed efforts. They are more committed and cooperative f

achieving organizational objectives.

• Motivated employees are more loyal and sincere to an organization. These factors help redu

absenteeism and labor turnover.

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• Motivation is considered as a backbone of good industrial relations.

• Effectively motivated employees get more job satisfaction and possess high morale.

• Motivation also helps in improving the image of an organization.

The motivation process begins with identification of individual needs. For example, when an employee fee

underpaid then what, then he tries to fulfill his needs by asking for a raise or by working harder to earn a rai

or by seeking a new job. He then chooses to pursue one or more of these options for instance, working hard

while simultaneously looking for a job. If his hard work resulted in a pay rise, he probably feels satisfied an

will continue to work hard. But if no raise has been provided he is likely to try another option. Since peop

have many different needs, the satisfaction of one need or set of needs is likely to give rise to the identificati

of other needs. Thus, the cycle of motivation is constantly repeated.

Understanding human motivation is crucial for managing people. Extensive research has been performed

find out what makes people work and how to motivate them. This includes managers, social scientis

behaviorists and psychologists. A number of theories have been developed, even though there is no universa

acceptable motivation theory. Understanding these theories facilitates the managers to get a better insight in

the human behavior.

NEED-BASED THEORIES TO MOTIVATION

Need-based theories try to answer the question, "what factor(s) motivate people to choose certain behaviors

Some of the widely known need-based theories are as follows:

(a) Maslow's Hierarchy of Needs

Maslow Abraham proposed his theory in the 1940s. This theory, popularly known as the Hierarchy of Nee

assumes that people are motivated to satisfy five levels of needs: physiological, security, belongingness, estee

and self-actualization needs. The figure 9.1 shows Maslow's hierarchy of needs

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Maslow suggested that the five levels of needs are arranged in accordance with their importanc

starting from the bottom of the hierarchy. An individual is motivated first and foremost to satisfy physiologic

needs. When these needs are satisfied, he is motivated and 'moves up' the hierarchy to satisfy security need

This 'moving up process continues until the individual reaches the self-actualization level.

Physiological needs represent the basic issues of survival such as food, sex, water and air.

organizational settings, most physiological needs are satisfied by adequate wages and by the work environme

itself, which provides employees with rest rooms, adequate lighting, comfortable temperatures and ventilation

Security or safety needs refer to the requirements for a secure physical and emotional environmen

Examples include the desire for adequate housing and clothing, the need to be free from worry about money an

job security and the desire for safe working conditions. Security needs are satisfied for people in the work pla

by job continuity, a grievance resolving system and an adequate insurance and retirement benefit package.Belonging or social needs are related to the, social aspect of human life. They include the need for lo

and affection and the need to be accepted by one's peers. For most people these needs are satisfied by

combination of family and community relationships and friendships on the job. Managers can help ensure t

'satisfaction of these important needs by allowing social interaction and by making employees feel like part o

team or work group.

Esteem needs actually comprise of two different sets of needs:

• The need for a positive self-image and self-respect.

• The need for recognition and respect from others.

Organizations can help address esteem needs by providing a variety of external symbols of accomplishme

such as job titles and spacious offices. At a more fundamental level, organizations can also help satisfy estee

needs by providing employees with challenging job assignments that can induce a sense of accomplishment.

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At the top of the hierarchy are those needs, which Maslow defines the self-actualization needs. These nee

involve realizing one's potential for continued: growth and individual development. Since these needs are high

individualized and personal, self-actualization needs are perhaps the most difficult for managers to addres

Therefore, an employee should try to meet these needs on his own end. However, an organization can help h

employee by creating a climate for fulfillment of self-actualization needs. For instance, an organization can he

in fulfillment of these needs by encouraging employee’s participation in decision-making process and b

providing them with an opportunity to learn new things about their jobs and organization. This process

contributing to actual organizational performance helps employees experience personal growth a

development associated with self-actualizing.

Maslow's concept of the need hierarchy possesses a certain intuitive logic and has been accepted universal

by managers. But research has revealed several shortcomings of the theory such as some research has found th

five levels of needs are not always present and that the order of the levels is not always the same as assumed b

Maslow. Moreover, it is difficult for organizations to use the need hierarchy to enhance employee motivation.

(b) ERG Theory of Motivation

Clayton Alderfer has proposed an alternative hierarchy of needs - called the ERG Theory of Motivation. Th

letters E, R and G stand for Existence, Relatedness and Growth. The figure 9.2 shows ERG theory:

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ERG Theory the need hierarchy developed by Maslow into three 9.2. The existence needs in this theo

refers to the physiological and security needs of Maslow. Relatedness needs refers to belongingness and estee

needs. Growth needs refers to both self-esteem and self-actualization needs.

Although ERG Theory assumes that motivated behavior follows a hierarchy in somewhat the sam

fashion as suggested by Maslow, there are two important differences.

• Firstly, ERG theory suggests that more than one kind of need might motivate a person at the same tim

For example, it allows for the possibility that people can be motivated by a desire for money (existence

friendship (relatedness), and an opportunity to learn new skills (growth) all at the same time.

• Secondly, ERG theory has an element of frustrations-regression that is missing from Maslow's ne

hierarchy. Maslow maintained that one heed must be satisfied before an individual can progress to nee

at a higher level, for example, from security needs to belongingness. This is termed as satisfaction—

progression process. Although the ERG theory includes this process, it also suggests that if nee

remain unsatisfied at some higher level, the individual will become frustrated, regress to a lower lev

and will begin to pursue low level needs again. For" example, a worker previously motivated by mone

(existence needs) is awarded a pay rise to satisfy this needs. Then he attempts to establish mo

friendship to satisfy relatedness needs. If for some reason an employee finds that it is impossible

become better friends with others in the work place, he may eventually become frustrated and regress

being motivated to earn even more money. This is termed as ‘frustration-regression' process.

The ERG theory emphasis on the following key points regarding needs:o Some needs may be more important than others.

o People may change their behavior after any particular set of needs has been satisfied.

(c) The Dual-Structure Approach to Motivation

Another popular need-based approach to motivation is the dual-structure approach developed by Frederi

Herzberg. This is also known as Two-factor Theory. Herzberg developed this approach after interviewing 2

accountants and engineers in Pittsburg. He asked them to recall such occasions when they had been dissatisfi

and less motivated. He found that entirely different sets of factors were associated with satisfaction a

dissatisfaction. For instance, an individual who identified 'low pay' as causing dissatisfaction did not necessari

mention 'high pay' as a cause of satisfaction. Instead, several other factors, such as recognition

accomplishment, were cited as causing satisfaction.

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This finding suggests that satisfaction and dissatisfaction are at opposite ends of a single sca

Employees would, therefore, be satisfied, dissatisfied or somewhere in between. Herzberg argued that attitud

and motivation consists of a dual structure. One structure involves a set of factors that result in feelings rangin

from satisfaction to no satisfaction. The other structure involves a set of factors that result in feelings rangin

from dissatisfaction to no satisfaction.

Herzberg identified two sets of factors responsible for causing either satisfaction or dissatisfaction. T

factors influencing satisfaction are called motivation factors or motivators, which are related specifically to t

job itself and the factors causing dissatisfaction are called hygiene factors, which are related to the wo

environment in which the job is performed.

Motivators

• Achievement

• Recognition

• Advancement

• The work itself

• The possibility of personal growth

• Responsibility

Hygiene or Maintenance Factors

• Company policies

• Technical supervision

• Interpersonal relations with supervisor

• Interpersonal relations with peers

• Interpersonal relations with subordinates

• Salary

• Job security

• Personal life

• Work conditions

• Status

Based on these findings, Herzberg recommended that managers seeking to motivate employees should fi

make sure that hygiene factors are taken care of and that employees are not dissatisfied with pay, security an

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working conditions. Once a manager has eliminated employee dissatisfaction, Hertzberg recommends focusi

on a different set of factors to increase motivation, by improving opportunities for advancement, recognitio

advancement and growth. Specifically, he recommends job enrichment as a means of enhancing the availabili

of motivation factors.

Although widely accepted by managers, Hertzberg’s dual structure approach however suffers from certa

drawbacks. Other researchers who measured satisfaction and dissatisfaction based on different aspects reach

very different conclusions. They have also criticized Herzberg's theory for its inability to define the relationsh

between satisfaction and motivation and to pay enough attention to differences between individuals. Hence,

present Herzberg's theory is not held in high esteem by researchers in the field of motivation. The theor

however, had a major impact on managers and has played a key role in increasing their awareness of motivatio

and its importance in type work place.

'X' AND ‘Y' THEORIES OF MOTIVATION

Douglas McGregor observed two diametrically opposing viewpoints of managers 'about their employees; one

negative called "Theory of X" and another is positive called "Theory of Y". I

Theory of X

Following are the assumptions of managers who believe in the "Theory of X" regarding their employees.

• Employees dislike work.

•

Employees must be coerced, controlled or threatened to do the work.• Employees avoid responsibilities and seek formal direction.

• Most employees consider security of job, most important of all other factors in the job and have ve

little ambition.

Theory of Y

Following are the assumptions of managers who believe in the "Theory of Y" regarding their employees.

• Employees love work as play or rest.

• Employees are self-directed and self-controlled and committed to the organizational objectives.

• Employees accept and seek responsibilities.

• Innovative spirit is not confined to managers alone, some employees also possess it.

Applicability of Theories 'X' and 'Y'

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Theory 'X' in its applicability, places exclusive reliance upon external control of human behavior, while theo

'Y', relies heavily on self-control -and self-direction.

Theory 'X' points to the traditional approach of management. Literally, this theory of behavior is relat

to organizations that lay hard and rigid standards of work-behavior. Some examples of such organizations a

organizations that break down jobs into specialized elements, establish 'norms of production, design equipme

to control worker's pace of work, have rigid rules and regulations, that are sometimes very vigorously enforced

Theory 'Y’, on the other hand, secures the commitment of employees to organizational objectives. Th

motivational theory places emphasis on satisfaction of employees. While applying this theory, the use

authority, as an instrument of command and control is minimal. Employees exercise self-direction and se

control.

The concepts of 'Job' Enlargement', 'Participation' and 'Management by Objectives' are quite consiste

with theory ' Y'.

McGregor supports the applicability of motivational theory 'Y', instead of theory ‘X'. Organizati

should keep in mind that once theory 'X' is employed for organizational working, it is difficult for th

management to shift to theory ' Y', all of a sudden. However, with systematic, judicious and slow steps, shifti

in the practical applicability of theory 'X' to theory ' Y' usually can be achieved.

MC-CLELLAND's NEED THEORY OF MOTIVATION

David C. McClelland and his associate Atkinson have contributed to an understanding of motivation b

identifying three types of basic motivating needs. These needs have been classified as:

1. Need for Power

2. Need for Affiliation

3. Need for Achievement : :

Need for Power

According to this theory the need for power, which might be defined as the desire to be influential in a gro

and to control one's environment is an important motivation factor. Research suggests that people with a stro

need for power, are likely to be superior performers and occupy supervisory positions. Such types of individua

generally look for positions of leadership, they act effectively, are outspoken, have a stubborn character a

exert authority.

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Need for Affiliation

The need for affiliation means the desire for human companionship and acceptance. Those with a high need f

affiliation often behave the way they think other people want them to, in an effort to maintain friendship. The

prefer a job that entails a good deal of social interaction and offers opportunities to make friends. The princip

characteristics of such peoples' traits are as follows:

• Desire to like and be liked.

• Enjoy company and friendship.

• Prefer cooperative situation.

• Excel in group task.

• Star attraction in gathering.

• Leadership qualities.

This need is closely associated with the "social-type” of personality, who are sociable, friendly, cooperati

and understanding. Persons with high motivation for power and affiliation have better chances of becomin

good managers.

Need for Achievement

People with a high need for achievement, always feel ambitious to be successful; are ever prepared to fa

challenging situations and set arduous goals .for themselves. They are prone to take calculated risks; a

possess a high sense of personal responsibility in getting jobs done. These people are concerned with th

progress, and feel inclined to put in longer hours of work" Failures never dishearten them and they are alwa

ready to put in their best efforts for excellent performance.

PROCESS-BASED THEORIES TO MOTIVATION

The field of organizational behavior has generally moved a way from the needs theories of motivation. Nee

theories are content-oriented - that is, they explain what are the causes leading to motivated behaviors. They

not explain why or how motivated behavior occurs. These questions relate to behaviors or actions, goals anfeelings of satisfaction., These concepts are addressed by various process-based theories to motivation.

Process-based theories to motivation are concerned with how motivation occurs. They focus on w

people choose to enact certain behavioral options to fulfill their needs and how they evaluate their satisfacti

after they have attained these goals. Two of the most useful process-based approaches to motivation a

expectancy theory and equity theory.

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(a) Expectancy Theory of Motivation

Expectancy theory of motivation was developed by- Victor Vroom. Basically, Vroom's expectancy theo

views motivation as a- process of governing choices. The expectancy theory tries to explain how and w

people choose a particular behavior over an alternative. The theory suggests that motivation depends on tw

things: how much an individual desires a particular goal and how likely he thinks he can get it. For instance

person is looking for a job and reads an advertisement for a position of Marketing Executive with a starti

salary of Rs. 3 lakh per year. Even though he might want the job, he probably does not apply because he

aware that there is little chance of getting it. Next he sees an advertisement is for Field Supervisor for a sala

of Re. 1 lakh per year. In this case he realizes that he .can probably get the job, but still doesn't apply simp

because he doesn't want it. Then he comes across another advertisement for a Management Trainee in a b

organization with a starting salary of Rs. 2 lakh per year. He chooses to apply for this job because he wants

and also thinks that he has a reasonable chance of getting it. Figure 9.3 shows the expectancy theory

motivation.

The expectancy theory rests on four assumptions:

• The theory assumes that behavior is determined by a combination of forces in the individual and in t

environment.

• It assumes that people make decisions about their own behavior in organizations.

• It assumes that different people have different types of needs, desires and goals.

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• It assumes that people make choices from among alternative plans of behavior based on th

perceptions of the extent to which a given behavior will lead to desired outcomes.

The above model suggests that motivation leads to efforts and that effort, when combined with individu

ability and environmental factors, result in performance. Performance, in turn, leads to various outcomes—ea

of which has an associated value called its 'valence'. According to this model, individuals develop some sen

of these expectations before they exhibit motivated or non-motivated behavior.

Effort-to-Performance Expectancy

The effort-to-performance expectancy refers to an individual's perception of the probability that effort w

result in high performance. When an individual believes that effort will lead directly to high performanc

expectancy is quite strong, that is close to 1.00. For instance, if one feels sure that studying hard for

examination (effort) will result in scoring high marks (performance), then his effort-to-performance expectan

is high, that is close to 1.0. When an individual believes that effort and performance are unrelated, the effort-t

performance expectancy is very weak, that is close to 0.0. Usually we are not sure about our expectations,

they fall somewhere between 0.0 and 1.0 with a moderate expectancy. ;

Performance-to-Outcome Expectancy

The performance-to-outcome expectancy means an individual's perception of the probability that performan

will result in a specific outcome. For example, an individual who believes that high performance will lead to

pay raise has a high performance-to-outcome expectancy, approaching to 1.00. An individual who believes th

high performance may possibly lead to a pay raise has a moderate expectancy between 1.00 and 0. And

individual who believes that performance has no relationship to rewards has a low performance-to-outcom

expectancy that is close to 0.

Outcomes and Valences

Expectancy theory recognizes that an individual may experience a variety of outcomes as a consequence,

behavior in an organizational environment. A high performer, for example, may get big pay raises, f

promotions and praise from the boss. However, he may also be subject to a lot of stress and incur resentme

from co-workers. Each of these outcomes has an associated value or valence that is,, an index of how much

individual desires a particular outcome. If an individual wants an outcome, its valence is positive. If

individual does not want an outcome, its valence is negative. If an individual is indifferent to an outcome, i

valence is zero. It is this advantage of expectancy theory that goes beyond the need-based approaches

motivation.

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Thus, for motivated behavior to occur on the part of any individual, three conditions must be met, whi

are as follows:

• First, the effort-to-performance expectancy must be greater than zero.

• Second, the performance-to-outcome expectancy must also be greater than zero.

• Third, the sum of the valences for all relevant outcomes must be greater than zero.

Expectancy theory maintains that when all of these conditions are met, the individual is motivated to expan

effort. The expectancy theory also has several other important practical implications, which managers shou

keep in mind. The managers can perform the following activities in relation to this -

• Determine what outcomes employees prefer.

• Define, communicate and clarify the level of performance that is desired.

• Establish attainable performance goals.

• Link desired outcomes to performance goal achievement.

Practical Applicability of Expectancy Theory

If a manager wishes to motivate his employees for increased and better performance, then he has to make su

whether the reward system is highly supportive to hard work or high quality. The manager will particularly s

that the specific system, as applicable in their case, is communicated to them, so as to make them feel confide

that their energized efforts will be rewarded.

Another important point, which should not be ignored by the manger, is that rewards must correspond

the varying preferences of an individual employee.

In conclusion, no doubt 'expectancy' theory has gained much popularity with theorists, but much mo

work still needs to be put in, before it can be accepted for use as an effective instrument of explanation

'motivation' with all its implications.

The Porter-Lawer Extension

Porter and Lawler have proposed an interesting extension to the expectancy theory. The human relationi

assumed that employee satisfaction causes good performance but research has not supported such relationsh

Porter and Lawler suggest that there may indeed be a relationship between satisfaction and performance but th

it goes in the opposite direction, that is, superior performance can lead to satisfaction.

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Porter-Lawler Model

First, an individual's initial effort is influenced by his perception regarding the value of reward and th

likelihood that the effort will yield a reward. The probability that increased effort will lead to improv

performance is affected by an individual's traits, abilities and perception of his role in an organization. T

model also distinguishes between intrinsic and extrinsic rewards. Finally, the Porter-Lawler model borrow

from equity theory the idea that the employee's satisfaction depends on the perceived equity of the rewar

relative to the 'effort expended and the level of performance attained.

Implications for Managers

Expectancy theory can be useful for organizations attempting to improve the motivation of their employee

Nadler and Lawler suggest a series of steps for managers in applying the basic ideas of the theory.

1. They should determine the primary outcomes that each employee likely desires.

2. They should decide what kind and levels of performance are needed to meet organizational goals.

3. They should ascertain that the desired levels of performance are attainable.

4. They should ensure that desired outcomes and performance are linked.

5. They should also analyze the complete work situation for conflicting expectancies.

6. They should make sure that the rewards are large enough.

7. They should make sure that the overall system is equitable for everyone.

The expectancy theory has also its limitations. It is quite difficult to apply, for example, application of th

theory in the work place would require to identify all the potential outcomes for each employee, to determine

relevant expectancies and then to balance everything somehow to maximize employee motivation. Expectan

theory also assumes that people are rational - therefore, they will systematically consider all the potenti

outcomes and their associated expectancies before selecting a particular behavior. However, few people actua

make decisions in such a precise and rational manner.

(b) Equity Theory

J. Stacy Adams developed equity theory of motivation. The equity theory argues that motivations arise out

simple desire to be treated fairly. Equity can be defined as an individual's belief that he is being treated fair

relative to the treatment of others. The figure 9.4 shows the equity process.

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A person's perception of equ

develops through a four-step proce

as shown below:

1. First an individual evaluates the way he is being treated by an organization.

2. The next step is for an individual to choose a co-worker who seems to be in a roughly simi

situation and to observe how an organization treats him.

3. In the crucial step of equity theory an individual 'compares' the two treatments.

4. In the fourth step he evaluate a sense of equity to see if the two treatments seem similar or if the a

different.

Adam suggests that employees make these comparisons by focusing on input and outcome ratios. A

employee's contributions or input to an organization include time, education, effort, experience and loyal

Outcomes are what an individual receives from an organization such as, pay, recognition and soc

relationships. The theory suggests that people view their outcomes and inputs as ratio and then- compare th

ratio to the ratio of someone else. This other 'person' may be someone in the work group. The comparison m

result in three types of attitudes:

• The individual may feel equitably rewarded,

• Under-rewarded.

• Over-rewarded.

An individual will experience a feeling of equity when the two ratios are equal. If an individual has t

feeling of equity then he should maintain the status quo. If he has a feeling of inequity then he is likely

change the input.

The single most important idea for managers to remember about equity theory is that if rewards are

motivate employees, they must be perceived as being equitable and^ fair. However, managers must rememb

that different employees have different sense towards basis for a reward and this may result in problems. Henc

the best way to avoid such problems is to make all employees aware of the basis for rewards.

Reinforcement Based Approaches to Motivation

A final approach to the motivation process focuses on why some behavior are maintained and chang

overtime. Reinforcement-based approaches explain the role of those rewards as they cause behavior to chan

or remain the same over time. Specifically, reinforcement theory is based on the fairly simple assumption th

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behaviors that result in rewarding consequences are likely to be repeated, whereas behavior that results

punishing consequences are less likely to be repeated. There arc similarities between expectancy theory a

reinforcement theory. Both consider the processes by which an individual chooses behaviors in a particul

situation. However, the expectancy theory focuses more on behavior choices and the latter is more concerne

with the consequences of those choices.

Reinforcement Contingencies

Reinforcement contingencies are the possible outcomes that an individual may experience as a result of his

her behaviors. The four types of reinforcement contingencies that can affect individuals in an organization

setting are positive reinforcement, avoidance, punishment and extinction.

Positive Reinforcement is a method of strengthening behavior. It is a reward or a positive outcome aft

a desired behavior is performed. When a manager' observes an employee is doing a good job and offers prai

then this praise helps in positive reinforcement of behavior. Other positive reinforces include pay, promotio

and awards.

The other reinforcement, contingency that can strengthen desired behavior is avoidance. This occu

when an individual chooses certain behavior in order to avoid unpleasant consequences. For instance,

employee may come to work on time to avoid criticism.

Punishment is used by some managers to weaken undesired behaviors. The logic is that the unpleasan

consequence will reduce an undesirable behavior again, for example, punishing with fine for coming late.

Extinction can also be used to weaken behavior, specially that has previously been rewarded. When

employee tells a vulgar joke and the boss laughs, the laughter reinforces the behavior and the employee m

continue

to tell similar jokes. By simply ignoring this behavior and not reinforcing it, the boss can cause th

behavior to subside which eventually becomes 'extinct'.

Positive reinforcement and punishment are the most common reinforcement contingencies practiced

organizations. Most managers prefer a judicious use of positive reinforcement and punishment. Avoidance an

extinction are generally used only in specialized circumstances.

NEW APPROACHES TO MOTIVATION IN ORGANIZATIONS

New approaches are emerging to supplement the established models and theories of motivation. Two of t

most promising are Goal-Setting Theory and the Japanese Approach.

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(a) Goal-Setting Theory

This approach to motivation has been pioneered in the USA by Edwin Locke and his associates in 1960s an

refined in 1980s. Goal-setting theory suggests that managers and subordinates should set goals for an individu

on a regular basis, as suggested by MBO. These goals should be moderately difficult and very specific and

type that an employee will accept and make a commitment to accomplishing them. Rewards should be ti

directly to accomplished goals. When involved in goal-settings, employees see how their effort will lead

performance, rewards and personal satisfaction.

Salient features of this theory are as follows:

• Specific goal fixes the needs of resources and efforts.

• It increases performance.

• Difficult goals result higher performance than easy job.

• Better feedback of results leads to better performances than lack of feedback.

• Participation of employees in goal has mixed result.

• Participation of setting goal, however, increases acceptance of goal and involvements.

• Goal setting theory has defined two factors,' which influences the performance. These are given below

o Goal commitment

o Self-efficiency.

The mere act of goal setting does not ensure higher levels of motivation among employees. In fact, the

seem to be three important criteria that goals must meet if they are to influence the behavior of organizatio

members. They are goal specificity, goal difficulty and goal acceptance.

Goal Specificity

Goals must be stated in specific terms if they are to motivate effective performance. Goals must be set in term

of measurable criteria of work performance, i.e., number of units produced, new sales etc. and must specify

lime period within which the goal is to be attained. It also gives a sense of personal satisfaction a

accomplishment to workers if he is able to meet the specific goal.

Goal Difficulty/Challenge

There exists a relationship between goal difficulty and work motivation. The more difficult- and challenging t

goal is, the higher the level of motivation and performance. However, it is essential that goals are set at realis

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levels. Goals that are very difficult to achieve are unable to motivate since it is beyond the capacity of th

concerned individual.

Goal Acceptance

In order to influence motivation and performance, a goal must be internalized by an individual. In other word

the person has to feel some personal ownership of the goal and must have commitment to achieve it.

Goal Setting in Practice

The most obvious implication of goal-setting theory is that managers should be helping subordinates to s

goals that are specific and reasonably difficult so that subordinates accept and internalize them as their ow

goals. Besides this, there are a number of issues that arise in implementing goal setting in practice.

• Though specificity of goal is essential and measurability is desirable, it should not affect in identifyi

meaningful and valid objective of goal attainment.

• The manager can stimulate goal acceptance in at least three ways:

o By involving subordinates in goal-setting process.

o By demonstrating a supportive attitude and approach toward his subordinates.

o By assigning various rewards to the achievement of goals.

Management by Objectives (MBO) is a managerial technique for improving motivation a

performance using goal-setting principles.

Cognitive Evaluation Theory

A researcher 'Charms' reported in 1960 that extrinsic motivation like pay or rewards for a job, which has a

intrinsic-motivation content, which is prior to such rewards. It tends to decrease overall level of motivatio

This proposal is called cognitive Evaluation Theory" which has been supported by a large number of resear

studies conducted subsequently.

(b) Japanese Approach to Motivation

The Japanese approach to motivation has gained increasing popularity around the world during the past fe

years. This approach is rather a philosophy of management than a theory or model. The basic tenet of t

Japanese approach is that managers and workers should perform together as partners. Since both of them s

themselves as one group, ail members are committed and motivated to work in the best interests of

organization. No one is called an employee; instead everyone is a team member, team leader or coach an

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everyone owns the 'share' of an organization. Like goal-setting meow, the Japanese approach is likely

become more common in businesses throughout the world.

Integration of Motivation Theories

Thus several theories complicate our understanding. Some of these theories are compatible and some are n

The real challenge that a researcher has to face is integration of all or at least some of these together so that the

inter and intra-relationships are established. This will also improve the understanding of motivation. Certa

attempts are made in USA and elsewhere.

Enhancing Motivation in Organizations

Managers trying to enhance the motivation of their employees can, of course, draw on any of the theori

described above. They may in practice adopt specific interventions derived from one or more theories or th

may influence motivation through the organization's reward system. The organization can enhance motivati

in following ways:

• Humanize the work environment: Respect the need to treat each employee as an individual.

• Publicize both short and long-term organizational goals: Encourage personal and departmental go

setting.

• Promote from within: It's great for morale and simplifies hiring procedures.

• Use incentive programs: Inducing the feeling that 'if you're creative enough, you won't have to rely

expensive financial bonuses.'

• Establish appropriate deadlines: Every project should have a deadline.

• Be liberal with praise: It's almost impossible to over praise and easy to under praise.

• Be consistent in your own work and in your relations with others.

• Show a personal interest in the people who work for you: Relations are always smoother betwe

people who know each other on a personal basis than relations between people who merely wa

something from each other.

• Admit mistakes: People will respect you for it and will be less likely to hide their own mistakes.

• Don't whitewash unpleasant assignments: Prepare subordinates for unpleasant assignments w

in advance and offer what support you can.

Managerial Approaches for Improving Motivation

A number of approaches can help managers motivate workers, to perform more effectively. The following ste

promote intrinsic motivation:

• Workers Participation in Management (WPM)

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• Management by Objectives (MBO)

• Organization Behavior Modification

• Job-Redesign

• Alternative Work Schedules.

Two approaches, however, have been especially effective: linking pay to jot performance and quality

work-life programs.

Pay and Job Performance

Pay often can be used to motivate employee performance. But a pay plan also must be able to do the followi

tasks:

• Create the belief that good performance leads to high levels of pay;

• Minimize the negative consequences of good performance; and

• Create conditions in which rewards other than pay are evaluated as related to good performance.

Quality of Work Life Programs

Quality of Work Life (QWL) is defined as an attempt through a formal program to integrate employee nee

and well being with the intention of improved productivity, greater worker involvement and higher levels of jo

satisfaction.

Programs for QWL improvements range from those requiring minor changes in an organization to tho

requiring extensive modifications in structure, personnel and the utilization of resources. There are three typ

of QWL programs, which are as follows:

Quality Circles

Quality Circles (QC) are small groups of workers who meet regularly with their supervisor as their 'circ

leader' to solve work-related problems. QCs give an employee an opportunity for involvement, social-ne

satisfaction, participation in work improvement and challenge and opportunity for growth. They are, in essenc

vehicles for providing employees with opportunities to satisfy lower and upper-level needs as stated Maslow, through the motivators described in 'Herzberg's theory.

Alternative Work Schedule

Organizations also frequently use the modified 'work-week' as a way to increase employee motivation.

modified 'work-week' can be any work schedule that does not conform to a traditional 8 hours a day or 5 day

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week format. The modified 'work-week' helps individual satisfy higher-level needs by providing more person

control over one's work schedule. It also provides an opportunity to fulfil several needs simultaneously.

Job-Redesign

Job-Redesign or changing the nature of people's job is also being used more as a motivational technique. T

idea pursued here is that mangers can use any of the alternatives job rotation, job enlargement, job enrichme

as part of motivational programme. Expectancy theory helps explain the role of work design in motivation.

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LESSON – 10

JOB SATISFACTION

Learning Objectives


• The concept of job satisfaction

• The various factors relating to job satisfaction

• The methods of enhancing job satisfaction

The term 'job satisfaction' refers to an employee's general happiness with his or her job. Locke defines j

satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job experience

For our purposes job satisfaction will be defined as the amount of overall positive affect or feelings th

individuals have towards their job.

Job satisfaction is the result of various attitudes the employee holds towards his job, towards relat

factors and towards life in general.

The importance of job Satisfaction is that if the people are satisfied with their work, then there is

improvement in both the quality and quantity of production. If they are not satisfied, then both the quantity a

quality of his output will be low, there will be high absenteeism and employee turnover and increased unionism

Caldur and Schurr in 1981 suggested that there are three different approaches to evaluating j

satisfaction. The first approach is that work attitudes such as job satisfaction are dispositional in nature, i.

they are stable, positive or negative disposition learned through experiences. The second approach is the 'soci

information processing model', which suggests that job satisfaction and other work place attitudes a

developed or constructed out of experiences and information provided by others at the work place. The thi

approach is the if information processing model', which is based on the accumulation of cognitive informati

about the -work place and one's job. In a sense, this is the most obvious approach, as it argues that a person's jo

satisfaction is influenced directly by the characteristics of their job.

FACTORS RELATING TO JOB SATISFACTION

Some of the most important factors relating to job satisfaction are briefly stated below:

Personal Factors

These factors include the individual employee's personality, age, sex, educational level, intelligence etc.

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Most of the evidence on the relation between age and satisfaction seems to indicate that there

generally a positive relationship between the two variables up to the pre-retirement years and then there is

sharp decrease in satisfaction.

There is no clear research evidence between educational level and job satisfaction. As regards th

relationship between the intelligence level and job satisfaction, it usually depends upon the level and range

intelligence and the challenge of the job. There is as yet no consistent evidence as to whether women are mo

satisfied with their jobs than men.

Job Factors

These factors include the type of work to be performed, skill required for work performance, occupation

status involved in the job etc.

The type of work is very important, as a number of research studies have shown that varied wo

generally brings about more satisfaction than routine work. Where skill exists to a considerable degree it ten

to become the main source of satisfaction to the employee. As regards the relation of occupational status to j

satisfaction, research evidences indicate that employees are relatively more dissatisfied in those jobs, whi

have less social status or prestige.

Organizational Factors

These factors include security, wages and salaries, fringe benefits, opportunities for advancement, worki

conditions etc. Social and economic security to employees increases job satisfaction, the wages and salaries a

fringe benefits are definitely the main factors that affect job satisfaction of employees. As regards the relation

opportunity for advancement to job satisfaction, it has been found that this factor is most important to skille

personnel and least important to unskilled personnel. Desirable working conditions are also important to j

satisfaction. Besides, an effective downward flow of communications in an organization is also important to j

satisfaction as employees are keen to know more about the company and its plans, policies etc.

Basically, job satisfaction is determined by the discrepancy between what individuals expect to get o

of their jobs and what the job actually offers. A person will be satisfied if there is no discrepancy betwe

desired and actual conditions

Importance of Job Satisfaction

Obviously, job satisfaction significantly contributes to employee productivity and morale. An organization c

be substantially benefited if it develops general attitudes of its employees that can effectively contribute to j

satisfaction. If employees are satisfied, turnover and absenteeism will be less and productivity will be mor

Further, satisfaction of individual expectations results in group integration and cohesiveness.

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Measuring Job Satisfaction

There have been many measures of job satisfaction in the work place from the Job Description index to J

Satisfaction Scales to the more recent job satisfaction scale of the Occupational Stress Indicator (OSI). They a

tend to involve scales, which explore pay, work activities, working conditions, career prospects, a

relationship with superiors and relationship with colleagues. An example of a measure of job satisfaction fro

the OSI, which contains all of the elements that usually make up a job satisfaction measure, is given in th

Table 10.1.

TABLE 10.1: An Example of a Measure of Job Satisfaction from the OSI

How You Feel About Your Job?

Very much satisfaction 6

Much satisfaction 5

Some satisfaction 4

Some dissatisfaction 3

Much dissatisfaction 2

Very much dissatisfaction 1

1. Communication and the way information flows around your

organization.

6 5 4 3 2 1

2. The relationships you have with other people at work. 6 5 4 3 2 1

3. The feeling you have about the way you and your efforts are

valued.

6 5 4 3 2 1

4. The actual job itself 6 5 4 3 2 1

5. The degree to which you feel “motivated” by your job 6 5 4 3 2 16. Current career opportunities 6 5 4 3 2 1

7. The level of job security in your present job 6 5 4 3 2 1

8. The extent to which you may identify with the public image

or goals of your organization

6 5 4 3 2 1

9. The style of supervision that your superiors use 6 5 4 3 2 110. The way changes an innovations are implemented 6 5 4 3 2 1

11. The kind of work or tasks that you are required to perform 6 5 4 3 2 112. The degree to which you feel that you can personally develop

or grow in your job.

6 5 4 3 2 1

13. The way in which conflicts are resolved in your company. 6 5 4 3 2 1

14. The scope your job provides to help you achieve your

aspirations and ambitions

6 5 4 3 2 1

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15. The amount of participation which you are given in important

decision making

6 5 4 3 2 1

16. The degree to which your job taps the range of skills which

you feel you possess

6 5 4 3 2 1

17. The amount of flexibility and freedom you feel you have in

your job.

6 5 4 3 2 1

18. The psychological “feel” or climate that dominates your

organization.

6 5 4 3 2 1

19. Your level of salary relative to your experience 6 5 4 3 2 1

20. The design or shape of your organization’s structure 6 5 4 3 2 121. The amount of work you are given to do whether too much or

too little

6 5 4 3 2 1

22. The degree to which you feel extended in your job 6 5 4 3 2 1

MEASURES TO INCREASE JOB SATISFACTION

Although management cannot change the personal factors in job satisfaction, it should appreciate the role-

such factors and must take care to place the employees where the personal factors of the individual help him

achieving job satisfaction.

Similarly, the management can use the factors inherent in the job to plan and administer jobs mo

advantageously for its personnel. For example, the policy of job rotation, job enrichment, and job enlargeme

may help increase job satisfaction. Management should also take necessary steps to raise the occupational stat

of the workers.

The management should carefully develop appropriate policies and practices for promotions a

transfers, working conditions, wages, grievance handling, fringe benefits, satisfactory hours of work a

adequate rest pausing. Management should also able to recognize and appreciate the good work done by t

employees and give respect for their creative suggestion. Proper delegation of authority, freedom to do wo

will also help increase job satisfaction. Above all, while keeping in view the factors related to job satisfactio

the management must recognize the importance of the stability of employee attitudes that may lead to hi

morale and production.

It is evident from the above description that there are many factors that influence job satisfaction and t

managements must be able to work out a broad strategies that may help increase job satisfaction and must al

able to identify the specific factors that causes the individual differences and must evolve appropriate strategi

that could raise the job satisfaction of those particular segment.

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LESSON - 11

GROUP DYNAMICS

Learning Objectives


• Define the term group and describe types of groups

• Understand group formation and development

• Discuss group norms and group cohesiveness

A group consists of a number of individuals working together for a common objective. Groups have significa

influence on an organization and are inseparable from an organization. They are useful for the organization

they form foundation of human resources.

The study of group behavior is essential for an organization to achieve its goals. Individual and gro

behavior vary from each other. In 1920, Elton Mayo and his associates conducted the Hawthorne experimen

and came to know that the group behavior has great impact on productivity. The importance of group behav

has been realized from time to time.

Human behavior consists of individuals, who move in groups. The knowledge of group behavior as w

as individual behavior is necessary for a manager. He must understand group psychology and should al

understand individual behavior in the context of group behavior. The group in which he moves influenc

individual work, job satisfaction and effective performance.

DEFINITION OF A GROUP

A group is a two or more individual who interact regularly with each other to accomplish a common purpose

goal.

According to Marvin Shaw, "a group comprises, of two or more persons who interact with one anoth

in such a manner that each person influences and is influenced by each other person'.

The key parts of this definition are the concepts of interaction and influence, which also limit the size

the group. It is difficult for members to interact sufficiently in a large group.

Groups or work teams are the primary tools used by managers. Managers need groups to co-ordina

individual behavior in order to reach the organizational goals. Groups can make a manager's job easier becau

by forming a group, he need not explain the task to each and every individual. A manager can easily coordina

with the work of an individual by giving the group a task and allow them to co-ordinate with each other. But f

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a group to work effectively, the interactions between its members should be productive. Therefore, manage

must pay attention to the needs of individuals.

Need for a Group

The reasons for the need, of groups are as follows:

• Management of modern organizations make mutual efforts to introduce industrial democracy

workplace. They use project teams and work committees where workers get due recognition. Th

willingly participate in decision-making.

• The tasks in modern industries are becoming more complex, tedious arid of repetitive nature. Wo

committees, work groups and teams are formed to monitor the work. They also make the environment

workplace more lively.

• Groups help in making participative management more effective.

• Groups of all kinds and types help by cooperating in all the matters related to production and hum

relations to work effectively in the organization.

• An individual cannot perform each and every task. Group efforts are required for its completion. F

example, building a ship, making of a movie, construction of a fly-over, etc. All these requ

coordinated and unified efforts of many individuals, working in a group.

• A group can judge in a better way as compared to an individual.

• While accomplishing tasks, all members of a group together use their creative and innovative ideas th

a single individual.

•

In a group, individuals communicate with each oilier, discuss their work performances and tasuggestions from each other to make it better.

• Group efforts affect an individual, his attitude and behavior.

• Group has the ability to satisfy the needs of its members.

Types of Groups

In an organization, there are three types of groups, which are as follows:

• Functional or formal groups

Functional groups are the groups formed by the organization to accomplish different organization

purposes. According to A L Stencombe, "a formal group is said to be any social arrangement in whi

the activities of some persons are planned by others to achieve a common purpose". These groups a

permanent in nature. They have to follow rules, regulations and policy of the organization. A form

organizational group includes departments such as the personnel department, the advertisi

department, the quality control department and the public relations department.

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• Task group

Tasks groups are the groups formed by an organization to accomplish a narrow range of purposes with

a specified time. These groups are temporary in nature. They also develop a solution to a problem or comple

its purpose. Informal committees, task forces and work teams are included in task groups. The organizati

after specifying a group membership, assigns a narrow set of purposes such as developing a new produc

evaluating a proposed grievance procedure, etc.

• Informal group

Informal groups are the groups formed for the purposes other than the organizational goals. Inform

groups form when individuals are drawn together by friendship, by mutual interests or both. The

groups are spontaneous. According to Keith David, "the network of persons and social relations whi

is not established or required form an informal organization". These are the groups formed by th

employees themselves at the workplace while working together. The organization does not take an

active interest in their formation.

Informal groups are very effective and powerful. These groups work as an informal communicatio

network forming a part of the grapevine to the organizations. They are also like a powerful force, whi

an organization cannot avoid. Some managers consider them to be harmful to the interest of

organization. They suspect their integrity and consider as a virtual threat. Some managers do n

consider them as threat and seek the help of group members in getting the organizational ta

accomplished. Informal groups are of following types:

o

Interest group: Interest groups are the groups formed to attain a common purpose. Employecoming together for payment of bonus, increase in salary, medical benefit and other facilities a

the examples of interest groups

o Membership group: Membership groups are the groups of individuals' belonging to the sam

profession and knowing each other. For example, teachers of the same faculty in a university.

o Friendship group: Friendship groups are the groups of individuals belonging to same a

group, having similar views, tastes and opinions. These groups can also be formed outside t

plant or office and can be in the form of clubs and associations.

o Reference group: Reference groups are the group where individuals shape their ideas, belie

values etc. They want support from the group.

GROUP FORMATION AND DEVELOPMENT

Groups can form when individuals with similar goals and motives come, together. Groups are form

voluntarily. The individuals of a group can join and leave the group any time and they can also change the

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tasks. Hence, understanding how groups form and develop is important for managers. There are certain motiv

because of which, the individuals join a group, which are as follows:

• Organizational motives to join groups: Organizations form functional and task groups because su

groups help the organization in structuring and grouping the organizational activities logically a

efficiently.

• Personal motives to join groups: Individuals also choose to join informal or interest groups f

unimportant reasons. Since joining these groups is voluntary, various personal motives aff

membership. Some of these are shown in the figure 11.1:

• Interpersonal attraction: Individuals conic together to form informal or interest group, as they arc al

attracted to each other. The factors that contribute to interpersonal attraction are sex, similar attitude

personality and economic standing. The closeness of group members may also be an important factor.

• Interest in-group activities: Individuals may also be motivated to join an informal or interest gro

because the activities of the group appeal to them. Playing tennis, discussing current events

contemporary literature, all these are group activities that individuals enjoy.

•

Support for group goals: The individuals may also be motivated goals by the other group members join. For example, a club, which is dedicated to environmental conservation, may motivate individua

to join. Individuals join groups, such as these in order to donate their money and time to attain the goa

they believe in and to meet other individuals with similar values.

• Need for affiliation: Another reason for individuals to join groups is to satisfy their need f

attachment. Retired/old aged individuals join groups to enjoy the companionship of other individuals

similar situation.

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• Instrumental benefits: Group membership sometimes also helpful in providing other benefits to

individual. For example, a manager might join a Rotary/ Lions club if he feels that being a member

this club will lead to important and useful business contacts.

STAGES OF DEVELOPMENT

Members of new group are unfamiliar with one another's personalities and : hesitant in their interaction

The new group must pass s of development, which are depicted in the figure 11.2.

Mutual Acceptance

• Making Acceptance

• Sharing Acquaintances

• Discussing Subjects

• Testing Each Other

• Being Defensive

Communication and Decision-Making

• Expressing Attitudes

• Establishing Norms

• Establishing Goals

• Openly Discussing Tasks

• Being Defensive

Motivation and Productivity

• Cooperating

• Working Actively on Tasks

• Being Creative

Control and Organization• Working Independently

• Assigning Tasks Based on Ability

• Being Flexible

Figure 11.2

These different stages of group development are explained as follows:

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Slow Evolution to Next Stage

Burst of Activities to Next Stage

Slow Evolution to Next Stage



• Mutual Acceptance

The very first stage of a group development is called "Mutual Acceptance". During this stage, t

members of the group get familiar with one another and check, which inter-personal behavior

acceptable and which is unacceptable by the other members of the group. This helps all the members

a group to know each other better and helps the group to move to the next stage easily.

• Communication and Decision-making

The second stage of group development is "Communication and Decision-making''. During this stag

group members share their opinions and formulate the group's goals. Through communication a

decision-making, the structure becomes clear and the group moves to the third stage.

• Motivation and Productivity

The third stage is "Motivation and Productivity", which is characterized by a shared acceptance amo

members of what the group is trying to do. Each person recognizes and accepts his role as well as

accept and to understand the roles to others. Members also become more comfortable with each oth

and develop a sense of group identity and unity.

• Control and Organization

The fourth stage is "Control and Organization", in which the members perform the roles they ha

accepted and direct their group efforts toward goal attainment. In reality, this developmental sequen

varies from group to group, depending on the time, personal characteristics of group members an

frequency of interaction.

CHARACTERISTICS OF MATURE GROUPS

As groups pass through the stages of development to maturity, they begin show signs of the following fo

characteristics: a role structure, behavioral norms, cohesiveness and informal leadership.

• Role Structures

A role is the part that an individual plays in a group to reach its goals. Some individuals are leader

some focus on the group's task; some interact with other groups and so on. Role structure is the set

defined roles and interrelationships among those roles that the group members define and accept. T

failure in role development result in role ambiguity, role conflict and role overload. Managers have

take steps to avoid role ambiguity, role conflict and role overload.

• Behavioral norms

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Although informal groups do not have any specific goals to accomplish, but they must have some goa

over a period of time. These goals are temporary and can be changed in accordance with the needs

the group members. The goals can be achieved effectively depending on the following factors:

o The extent of cooperation with management.

o Maintenance of an efficient communication system.

o Satisfaction of the needs of group members.

• Informal leadership

Each informal group has one or more leaders. These leaders come forward on the basis of acceptance of all t

group members. Every informal group has one primary leader apart from the secondary : leaders. The prima

leader has more influence on the group members than the secondary leaders.

• Cohesiveness

Cohesiveness is defined as the attractiveness of group members towards the group. It also emphasiz

on the group's ability to satisfy its members needs. It, therefore, helps the group members to work mo

consistently and make greater contribution to the achievement of the organizational goals. It is al

psychologically more satisfying to all of its members.

According to Cartwright there are four principal consequences of cohesiveness, which are as follows:

o Ability of a group to retain its members.

o Power of the group to influence its members.

o Degree of participation and loyalty of members.

o Feeling of security on the part of the members.

GROUP NORMS

Norms refer to group behavior standard, beliefs, attitudes, traditions and expectations shared by gro

members. According to Michael Argyle, "Group norms are rules or guidelines of accepted behavior which a

established by a group and used to monitor the behavior of its members". They are framed to achieve objectiv

of the group. They can be social and fair in nature. Norms define boundaries between acceptable a

unacceptable behavior. They make the members to identify themselves with the group. Norms play a significa

role in disciplining the members of a group to make them to work regularly and properly. This reducabsenteeism and employee turnover. The members of the group are expected follow the norms strictly. This w

make the group more organized

Types of Group Norms

There are two types of group norms, which arc as follows:

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• Behavior norms: Behavior norms are rules that standardise how individuals act while working on

day-to-day basis. Examples are. "do not come to committee meetings unless you have read the reports

be '"discussed"', "greet every customer with a smile'', etc. These norms tend to reflect motivatio

commitment to the organization and therefore result in high level of performance.

• Performance norms: Performance norms are rules that standardize employee output a

number of hours worked.

Reasons for Strong Enforcement of Norms

Groups don't have the time or energy, to regulate each and every action of the group members. Only tho

behaviors that sound to-be important by group members should be brought under control.

Groups, like individuals, try to operate in such a way that they maximize their chances of task succe

and minimize (heir chances of task failure. Groups want to facilitate their performance and overcome barriers

reach their goals. Moreover, groups want to increase morale and prevent any interpersonal discomfort to the

members. Norms that will help groups meet these aims of performing successfully and keeping morale high a

likely to be strongly enforced.

Conditions where group norms will be strongly enforced are as follows:

• If the norms facilitate group success or ensure group survival,

• If the norms simplify or predict regarding the behavior which is expected from group members.

• If the norms emphasize the roles of specific members within a group and

• If the norms help the group to solve the inter-personal problems themselves.

Uniqueness of Group Norms

The norms of one group cannot be easily mixed with another group. Some differences are primarily due to t

difference in structure of the groups. However, even very similar work groups may develop different norms

The members of one group may be friendly with their supervisor whereas those of another group may not

Norm Conformity

Norms have the power to force a certain degree of conformity. There are several factors consist of nor

conformity, which are as follows:

• Some groups may exert more pressure for conformity than others because of the personalities of th

group members.• The history of the group and its members also plays a part in conformity. For example, if the group h

always been successful by following certain behaviors, new group members are also asked to follow t

same. If the group was not successful in the past, a new group member may have greater freedom

exhibit other behaviors.

Group Cohesiveness

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According to Rcnsis Likert, "cohesiveness is the attractiveness of the members towards the group or resistan

of the members leaving it". It refers to the attachment of members with the group.

According lo K. Aswalhappa, "cohesiveness is understood as the extent of liking each member h

towards others and how far everyone wants to remain as the member of the group". Attractiveness is the key

cohesiveness. Cohesiveness is the extent to which group members are loyal and committed lo the group and

each other. In a highly cohesive group, the members work well together, support and trust one another and a

generally effective at achieving their chosen goals.

A group that lacks cohesiveness will not be very much coordinated. Its members will not support o

another and they may face difficulty in reaching their goals.

Managers should develop an understanding of the factors that increase and reduce group cohesiveness

Advantages of Group Cohesiveness

The advantages of group cohesiveness are as follows:

• The members of cohesive groups have high morale.

• The members don't have conflicting views, which decreases the chances of in clash among the views

group members at the workplace or elsewhere.

• Individuals of cohesive groups have no anxiety at the workplace.

• Members of cohesive groups are regular at their work.

• Cohesiveness increases productivity.

• Organizations gain from the members of cohesive group because they communicate better they sha

ideologies and respect opinions of fellow employees.

The following factors can increase group cohesiveness:

• Competitiveness with other groups.

• Inter-personal attraction.

• Favourable evaluation from outsiders.

• Agreement on goals.

• Frequent interaction. The following factors decrease cohesiveness:

• Large group size.

• Disagreement on goals.

• Competitiveness within group.

• Domination by one or more members.

• Unpleasant experiences.

LESSON - 12

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LEARNING AND BEHAVIOR MODIFICATION

Learning Objectives


• Conceptual clarity about nature and levels of conflicts

• The sources and effects of conflicts to manage conflicts

Conflict arises from difference of opinion between the group members while attaining the organizational goa

An organization is an interlocking network of groups, departments, sections or work teams. In organizatio

everywhere, conflict among groups of different interests is unavoidable. According to one survey, manage

spend an estimated 20 percent of their time dealing with group conflicts. The success of an organizati

depends upon the harmonious relations among all independent groups. Managers may either directly resolve t

conflicts or they may act as mediators between two or more employees. In either case, knowledge a

understanding of conflict and the methods of resolving it are important.

Inter-group conflicts result from the ways in which organizations co-ordinate the work of differe

groups and distribute rewards among those groups.

TYPES OF CONFLICT

The levels of group conflict are as follows:

• Personal conflict: Are the conflicts that arise among employees, individuals because of th

competitive roles.

• Group conflict: Are the conflicts arising within two or more groups due to difference in their attitud

and behavior.

• Infra-organizational conflict: Are the conflict arising between

levels of an organization, which are of two types. Vertical conflict arises between higher and lower level

management. Horizontal conflict arises among the employees at same level.

Following is the sequence in which a conflict can arise:

Latent conflict: Is a situation when the conditions for conflict arise. For example, two grou

competing for scarce resources.

Perceived conflict: Is a situation when both the groups realize that there exists conflict between them.

Felt conflict: Is a situation when members involved in the conflict feel tense or anxious.

Manifest conflict: Is a situation when both the group try to frustrate each other.

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Conflict outcome: Is a situation or consequence arising after the conflict is eliminated.

REASONS FOR CONFLICT

There are many reasons for conflicts among groups and its members. Some of them are related to limit

resources, communication problems, differences in interests and goals, different perceptions, attitudes and la

of clarity about responsibilities. The reasons for group conflicts are as follows:

• Communication problems: Groups often become very involved with their own areas of responsibili

They tend to develop their own unique vocabulary. Paying attention to an area of responsibility is

worthy Endeavour, but it can result in communication problems. The receiver of information should

considered when a group communicates an idea, a proposal, or a decision. Misinformed receivers oft

become irritated and then hostile.

• Incompatible goals: Inter-group conflict arises because of goal incompatibility. In other words, go

attainment by one group may reduce the level of goal attainment by other groups. This may be due

horizontal differentiation and task specialization. The conflict between production and marketidepartments, line and staff departments, union and management are few examples of inter-gro

conflicts that arise because of incompatibility of goals.

• Task interdependence: Task interdependence means to what extent a work, group relies on oth

organizational groups to complete its tasks. In simple words, it refers to the dependence of one group

another for resources or information. It can be said in genera] that as interdependence increases, th

potential for conflict increases.

According to J. Thompson, there are three types of interdependence among groups, which are

follows:

o Pooled interdependence: It arises when groups have little interaction with each other but a

affected by each other's activities. For example, a branch in Delhi does not need to interact wi

a branch in Chennai. The only linkage between the two is that they share financial resourc

from a common pool and the success of each branch contributes to the success of t

organization.

o Sequential task interdependence: It arises when one group is unable to commence its wo

until the work of other group gets completed. In sequential task interdependence, the output

one group becomes the input of another group. In such situations, the potential for conflict

greater. Life and staff groups often have conflicts resulting from this type of interdependence.

o Reciprocal interdependence: It arises between the groups, which depend on each other for the

respective task such as production department and quality department. The producti

department provides the goods to the marketing department to sell and the marketing departme

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prepares the orders and estimates on the basis of the volume produced by the producti

department. Inter-group conflict arises from reciprocal task interdependence over difference

performance expectations. Each group is dissatisfied will the quality or quantity of wo

received; from the other group.

o Task ambiguity: The lack of clarity over job responsibilities is called task ambiguity and

frequently leads to aggression between groups. Inter-group conflict also arises when it is n

clear which group is responsible for certain activities. Task ambiguity often arises where th

organization is growing quickly or the organization's environment is changing rapidly. A goo

example of task ambiguity is inter-group conflict arising in the recruitment of new employees.

may be the responsibility of either the personnel department or any of the functional departmen

such as marketing, finance. The confusion may also arise regarding who has the final authori

to execute the final decisions.

o Resource sharing: The relation between two groups can be affected by the degree to which th

make use of a common pool of resources and the degree to which this common pool of resourc

is adequate to meet the demands of both the groups. Thus, conflict of this nature; arises becau

of the differences between aggregate demand of a group and available resources to meet them

Each party of the conflict competes with each other to get a larger share. The conflict betwee

management and the labor union-is the best example. Such conflicts take place in the quantu

of wages, amenities, working conditions and other related matters.

o Difference in work orientation: The ways in which employees do their work and deal w

others vary widely with the functional areas of an organization. First, functional groups differ their time perspectives. For example, R&D scientists have a longer-range of goals th

manufacturing groups. The range of work of manufacturing group is evaluated on how quickly

can manufacture high-quality products while the range of R&D scientists can be evaluated

the basis of product development and testing after a long period of time. Second, the goals

different functional groups vary to a large extent. The goals of manufacturing groups are mo

specific and clear-cut than the goals of R&D groups.

The greater the differences in goal and time between two groups, the more likely it is th

conflict will arise between them while co-ordinating their work efforts. These differenc

between groups result in frustration, misinterpretation of the behaviors and activities of oth

groups.

o Conflicting reward systems: Sometimes the ways in which reward systems in organizations a

designed create a situation in which one group can only. accomplish its goal at the expense

other groups. For example, staff departments may be rewarded for cutting costs and personn

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while line departments are rewarded for increasing the amount of products sold or servic

provided. To increase the amount of products sold, the line group may have to depend ev

more heavily on staff groups such as advertising. However the staff groups are being reward

for cutting costs and personnel provided the types of services asked for by line groups c

prevent them from meeting their own goals. Conflicting reward systems inevitably result in po

inter-group relations.

o Different perceptions and attitudes: The attitudes, values and perceptions of members

various groups towards each other can be a cause and a consequence of the nature of the

relationship. If the group relations begin with the attitudes of distrust, competitiveness, secre

and closed communications, there is a possibility of conflicts, disagreements in their views a

among themselves. This can affect the success of a group to accomplish their work in

effective manner.

DYNAMICS OF INTER-GROUP CONFLICT

The following points are covered in the dynamics of an inter-group conflict:

• Changes within each group: When there is inter-group conflict in an organization, systematic chang

take place in the perceptions, attitudes and behaviors of the participants. They are as follows:

o The group demands more loyalty from individual members while facing an external threat.

the face of an external threat, past differences and difficulties between group members a

forgotten and group cohesiveness increases.

o

In an inter-group conflict, it is important for a group to respond quickly and in a unified mannto the activities of other groups. In an inter-group conflict, the organization and structure of t

work group becomes more rigid. It leads to more coordination of activities, allocution

responsibilities to different group members.

o Changes in relation between groups: The nature of the relationships between groups al

changes markedly during inter-group conflicts. Union-Management relationships during contra

negotiations are one of the examples of the group dynamics. It becomes difficult for each grou

to see the positive behavior and attitude of the other group. Each party undervalues the intere

of the other group. The changes that occur arc as follows:

o There are distortions of perception about one's own group and about the other group.

o The interaction and communication between groups' decreases.

o There is a shift among the groups from a problem-solving motive to a win-lose motive.

o There is increased ill feeling towards the rival group.

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GROUP STRATEGIES TO GAIN POWER

There are several strategies that various groups use to gain power in an inter-group conflict situation. Some

these strategies allow co-operation and sharing between groups while other strategies are more competitive a

increase the power of one group at the expense of others.

• Contracting: It refers to the negotiation or an agreement between two groups. Each group makes som

compromises so that there can be some predictability and stability in their relationships. POT examp

contracting occurs between labor and management at the time collective bargaining.

• Co-opting: It occurs when a group gives some of its leadership positions to members of other groups

includes them in its policy-making committees. For example, representatives from financial institutio

are included in the Board of Directors of a Company to participate in decision-making activities.

• Forming association: In forming an association, two or more groups cooperate or combine th

resources in order to increase their power over other groups. Members of groups co-operate with ea

other in order to compete more effectively with members of other groups.

• Influencing decision criteria: Groups can also sometimes exert power lo change criteria for decisio

making that are selected as the basic for resource distribution.

• Controlling Information: Gaining access to sensitive information and then limiting other group

access lo it increases the power of" the information-' rich group and other subunits.

• Pressure tactics: These are applied to force other to use the most competitive strategy a group can u

to gain power. For instance, a union might threaten to strike to pressurize management.

Management reaction to disruptive inter-group conflict can take many different forms. But manageme

usually tries to minimize the conflict indirectly and if this fails, become directly involved.

Methods to Solve Inter-group Conflict Indirectly

The various methods to solve inter-group conflicts indirectly are as follows:

• Avoidance: It is an indirect method often used by the managers. It includes avoidance of dire

approaches on the part of managers to solve among groups. But avoidance does not always minimize t

problem. Matters can get worse if nothing is done and the groups can become more aggressive a

unfriendly.

• Encouragement: This is another indirect method to solve the group conflicts. It includ

encouragement on the part of managers to the groups so that they will be able to meet and discuss th

differences. By doing so, they can find out a solution without the involvement of management.

• Bargaining: This is the indirect method, in which the groups agree as to what each of them will get an

give others regarding their work. This makes the accomplishment of the assigned task much easier. F

example, one group may agree to give the other, a quick turn around time on the repairs of need

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equipment only if the Second group agrees to bring complaints about the quality of repairs to it befo

going to management. Bargaining between two groups is successful if both groups are comfortable w

the agreement between them.

• Persuasion: This is the indirect method, in which the groups find the areas of common interests amon

themselves. The groups try to find out those interests levels where they have the same say. Afterward

the groups try to show how important it is to each of them in attaining organizational goals. B

persuasion is possible only if there are no clashes between the groups and its members

Methods to Solve Inter-Group Conflict

The various methods to solve inter-group conflicts directly are as follows:

• Ignoring the conflict: This is a direct method used by (he managers to solve inter-group conflic

Ignoring the conflict is characterized by the absence of behavior wherein the members of the grou

avoids dealing with the dysfunctional aspects of the conflict. In this, a, group simply refuses to atta

the other group. But the disadvantage of this method is that it ignores the causes of conflicts and as

result, the conflict situation frequently continues or gets worse over time.

• Domination by the management: This method of solving inter-group conflicts emphasizes

improving the inter-group relations. To improve the inter-group relations, greater integration

collaboration among groups is needed. Management can use domination to minimize the conflicts

exercising its authority and power over the groups and their members.

• Removing the key figures in the conflict: This is another direct method to solve the inter-grou

conflicts. If a conflict arises because of personality differences between two individuals, removing theis a possible solution. It includes the removal of the key figures in the conflict. The key figures that a

to be removed may be leaders of the groups and removing them could lead to greater conflict. It is al

difficult to pinpoint accurately the individuals who are the root-cause of conflicts.

• Problem solving: Management can also establish a task force with representatives from groups

conflict to work on problems. The task force develops the ideas 'and procedures for improving grou

interaction and thereby attempt to solve the conflicts arising between the groups.

o Appealing to super-ordinate goals. The final method to minimize the conflicts is to find supe

ordinate goals. These are goals desired by two or more groups that can only be accomplish

through the cooperation of the groups. When conflicting groups have to cooperate to accompli

a goal, conflict can be minimized. For example, a wide profit-sharing plan of a company m

encourage groups to work together. If the profits of a company are distributed among employe

at the end of the year, the conflicts among groups can reduce. The super ordinate goals are

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follows: The assignment and co-ordination of work among groups should be clarified so that t

daily disputes over minor issues can be avoided.

o Managers should monitor reward systems to eliminate any win-lose conflicts among groups.

o The use of co-operative approaches among groups in organizations often leads to more positi

results than does the use of competitive approaches.

o Managers can establish rules and standard procedures to regulate conflict in more constructi

and effective ways.

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LESSON-13

ORGANIZATIONAL COMMUNICATIONS

Learning Objectives


• The meaning and importance of communication

• Communication process

• Various types of organizational communication

• The barriers and the methods of overcoming barriers to effective

communication

Communication is one of the most frequently discussed dynamics in the entire field of organizational behavio

In practice, effective communication is a basic prerequisite for the attainment of organizational goa

Therefore, communication is considered to be the most important and most effective ingredient of t

management process. Interpersonal communication is fundamental to all managerial activities. All oth

management functions involve communication in some form of directions and feedback. Thus, effecti

management is a function of effective communication.

DEFINITION OF COMMUNICATION

In modern society, the term communication is frequently and freely used by everyone, includi

members of the general public, organizational behavior scholars, and management practitioners.

Communication is the process of transmitting information from one person to another. Broadly, it mea

who says what, to whom, through which channel and with what effect. It is a way of reacting to the other perso

with ideas, facts, thoughts, feelings and values. Communication experts emphasize the behavioral implicatio

of communication by pointing out that "the only means by which one person can influence another is by t

behaviors he shows that is, the communicative exchanges between people provide the sole method by whi

influence or effects can be achieved". In other words, the behaviors that occur in an organization are vital to t

communication process. This personal and behavioral exchange view of communication takes many forms.

The figure 13.1 can be used to identify the major categories of communication that arc especial

relevant to the study of organizational behavior.

Communication

Technology

Interpersonal Technology Verbal

Technology

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Figure 13.1: Chain of Communication in Organizational Behavior

Objectives of Communication

Managements depend upon communication to achieve organizational objectives. Since managers work with a

through other people, all their acts, policies, rules, orders and procedures must pass through some kind

communication channel. Also there must be channel of communication for feedback. Accordingly, some of th

purposes of communication are:

• To discourage the spread of misinformation, ambiguity and rumors, which can cause conflict a

tension.

•

To foster any attitude, that is necessary for motivation, cooperation and job satisfaction.• To develop information and understanding among all workers. This is necessary for group effort.

• To prepare workers for a change in methods of environment by giving them necessary information

advance.

• To encourage subordinates to supply ideas and suggestions for improving the product or wo

environment and taking these suggestions seriously.

• To improve labor management relations by keeping the communications channels open and accessible

•

To improve social relations among workers by encouraging intercommunication. This would satisfy t basic human need for a sense of belonging and friendship.

Importance of Communication

Interpersonal roles require managers to interact with supervisors, sub-ordinates, peers and others outside t

organization. Thus, for co-ordinated action, communication is necessary. Communication transforms a group

unrelated individuals into a team that knows what its goals are and how it will try to reach them.

Communication allows people to co-ordinate with each other by providing them with a way to sha

information. The first type of information that needs to be shared is what the goals of the organizations ar

People need to know-where they are heading and why. They also need directions for their specific tasks.

Communication is especially important for the task of decision-making. Decision-makers must sha

their views on what the problem is and what the alternatives are. Once a decision has been mad

communication is necessary to implement the decision and to evaluate its results.

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Changes in market or in customer preferences can lead to uncertainty about whether a product Or

marketing strategy needs to be updated or overhauled. The uncertainty resulted from the lack of informatio

can be reduced by communicating that information. Market researchers, for example, can communicate wi

other groups about changes in the market place. The greater the uncertainty about a task, the more important t

communication of information becomes.

Communication also allows people to express their emotions. Communication of feelings can be ve

important to employee morale and productivity. Employees who feel that they cannot vent their anger

express their joy on the job may feel frustrated and repressed.

On any given day, a manager may communicate for all the purposes described above. Communicatio

goes up, down and across the levels of the hierarchy of an organization.

COMMUNICATION PROCESS

The figure 13.2 presents a general view of the communication process, as a loop between the source and t

receiver. In the simplest kind of communication, both the sender and the receiver perform the encoding an

decoding functions automatically.

Source or Sender

The communication cycle begins when one person called the sender wants to transmit a fact, idea, opinion

other information to someone else. A manager, for instance, might call the research department to send t

latest information on a particular market.

Encoding

The second step is to encode the message into a form appropriate to the situation. The encoding might take th

form of words, facial expressions, gestures, physical actions and symbols such as numbers, pictures, graphs et

Indeed, most communication involves a combination of these. The encoding process is influenced by t

content of the message, the familiarity of the sender and receiver and other situational factors.

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Transmission

After the message has been encoded, it is transmitted through the appropriate channel or medium. Commo

channels or media in organizations include face-to-face communication using the media of sound waves, lig

letters and reports.

Decoding

The person to whom the message is sent, called the receiver interprets the meaning of the message through t

process of decoding. This process may be simple and automatic, but it can also be quite complex. Even wh

you are just reading a letter, you may need to use all your knowledge of the language, your experience with th

letter-writer and so on. If the intended message and the received message differ a great deal, there is

communication gap and misunderstanding is likely to follow.

Receiver

The receiver can be an individual, a group, or an individual acting on behalf of a group. The sender h

generally little control over how the receiver will deal with the message. The receiver may ignore it, decide n

to try to decode, understand it or respond immediately. The communication cycle continues when the receiv

responds by the same steps back to the original sender, which is called the feedback.

Noise

In the communication process, noise takes on a meaning slightly different from its usual one. Noise refers

any type of disturbance that reduces the clearness of the message being transmitted. Thus, it might be somethin

that keeps the receiver from paying close attention such as someone coughing, other people talking dosely, a c

driving by etc. It can be a disruption such as disturbance in a telephone line, weak signal due to bad weather e

It can also be internal to the receiver such as tiredness or hunger or minor ailments, which may affect t

message.

METHODS OF COMMUNICATION

There are mainly three primary methods of communication in an organization, which are written, oral, and no

verbal. These methods of communication are often combined. Considerations that affect the choice of meth

include the audience whether it is physically present, the nature of the message, and the lost of transmissio

The figure 13.3 given below shows various forms each method can take.

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Typically organizations produce a great deal of written communication of many kinds. A letter is

formal means of communication with an individual, generally someone outside the organization. Probably t

most common form of written communication in organizations is the office memorandum, or a memo. Mem

usually are addressed to a person or group inside the organization. They tend to deal with a single topic and a

more impersonal, but less formal than letters. Other common forms of written communication include repor

manuals and forms. Reports generally summarize the progress or results of a project and often provi

information to be used in decision-making. Manuals have various functions in organizations. Instructi

manuals tell employees how to operate machines; policy and procedure manuals inform them of organization

rules; operations manual describe how to perform tasks and respond to work-related problems. As such, th

represent attempts to make communication more efficient and information more accessible. A performan

appraisal form is an example.

ORAL COMMUNICATION

Oral communication, also known as face-to-face communication is the most prevalent form of organization

communication. It may be in the form of direct talk and conversation between the speakers and listeners wh

they are physically present at one place or through telephone or intercom system conversation. Where one-w

communication is required, then oral communication may include public address system. Informal rumour m

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or grapevine is also a popular form of oral communication. It is most effective for leaders to address th

followers via public address system or audio-visual media. Oral communication is particularly power

because the receiver not only hears the content of the message, but also observes the physical gestu

associated with it as well as the changes in tone, pitch, speed and volume of the spoken word. The human voi

can impart the message much more forcefully and effectively than the written words and is an effective way

changing attitudes, beliefs and feelings, since faith, trust and sincerity can be much better judged in a face-t

face conversation rather than in written words.

Advantages

Some of the advantages of oral communication are:

• It is direct, simple, time saving and least expensive form of communication.

• It allows for feedback and spontaneous thinking, so that if the receiver js unsure of the message, rap

feedback allows for early detection by the sender so that corrections can be immediately made,

necessary.

• Because the message is conveyed instantaneously, it helps in avoiding delays, red tape and oth

formalities.

• It conveys personal warmth and friendliness and it develops a sense of belonging because of the

personalized contacts.

Disadvantages

•There is no formal record of communication so that any misunderstood message cannot be referred ba

to what was actually said.

• If the verbal message is passed on,the long hierarchical chain of command, then some distortions c

occur during the process. The more people the message is to pass through, the greater is the potent

distortion.

• Lengthy and distant communication cannot be conveyed verbally in an efficient way.

• The receiver may receive the message in his own perception and thus misunderstand the intent of t

message.• Spontaneous responses may not be carefully thought about.

• The spirit of authority cannot be transmitted effectively in verbal transactions.

• Organizational Communications

• More or less or a different meaning might be conveyed by manner of speaking, tone of voice and fac

expressions.

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WRITTEN COMMUNICATION

A written communication is put in writing and is generally in the form of instructions, letters, memos, form

reports, rules and regulations, policy manuals, information bulletins and so on. These areas have to be cover

in writing for efficient functioning of the organization. It is most effective when it is required to communica

information that requires action in the future arid also in situations where communication is that of gener

informational nature. It also ensures that everyone has the same information.

Advantages

• It serves as an evidence of events and proceedings.

• It provides a permanency of record for future references. The message can be stored for an indefini

period of time.

• It reduces the likelihood of misunderstanding and misinterpretation. The written communications a

more likely to be well considered, logical and clear. The message can be checked for accuracy before

is transmitted.

• It can save time when many persons must be contacted at the same time.

• It is more reliable for transmitting lengthy statistical data.

• It appears formal and authoritative for action.

Disadvantages

• It can be very time-consuming, specially for lengthy reports.

• There is no immediate feedback opportunity to be sure that the receiver has understood the message.

• Confidential written material may leak out before time, causing disruption in its effectiveness.

• It leads to excessive formality in personal relations.

NON-VERBAL COMMUNICATION

Some of the meaningful communication is conveyed through non-verbal ways. Even some of the verb

messages are strengthened or diluted by non-verbal expressions. These non-verbal expressions include faci

expressions and physical movement. In addition, some of the environmental elements such as building a

office space can convey a message about the authority of the person. According to Tipkins and Mc-Cart

facial expressions can be categorized as:

• Interest-excitement

• Enjoyment-joy

• Surprise-startle

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• Distress-anguish

• Fear-terror

• Shame-humiliation

• Contempt-disgust

• Anger-rage

Physical movements or body language is known as "kinesics". A handshake is probably the most commform of body language and tells a lot about a person's disposition. Other examples of body language are tilti

of head, folding of arms or sitting position in a chair.

Our facial expressions can show anger, frustration, arrogance, shyness, fear and other characteristics th

can never be adequately communicated through written word or through oral communication itself. Some of t

other body language symptoms are shrugging our shoulders for indifference, wink an eye for mischief

intimacy, tap our fingers on the table for impatience and we slap our forehead for forgetfulness. As far

environmental elements are concerned, a large office with luxurious carpeting and expensive furniture conve

a message of status, power and prestige such as that of a chief operating officer. On the other hand, a sma

metal desk on a corner communicates the status of a low ranking officer in the organizational settin

Accordingly non-verbal actions have considerable impact on the quality of communication.

Communication Networks

A communication network is the pattern of information exchange used by the members of a group.

When the members of a group communicate mostly with the group leader, a wheel network develops. When t

members of a group are on different levels/of the organization's hierarchy, a chain network is develope

Members of a task force or committee often develop a circle network of communication with each perso

communicating directly to the other members of the task- force. Informal groups that lack a formal leader oft

form an all-channel network that everyone uses to communicate with everyone else. Figure 13.4 shows Whe

Communication Network. Figure 13.5 shows Chain Communication Network.

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The density of communication refers to the total quantity of communication among members. T

distance between members describes how far a message must travel to reach the receiver. The ease with whi

members can communicate with others is measured by members' relative freedom to use different paths

communicate. Members' commitment to the group's work is defined by the centrality of the position of th

members. All these provide insight into possible communication problems. For instance, a group with hi

density and distance can expect a lot of noise distortion in its communication, as messages travel a long distan

to get to the receivers.

The following factors influence the formation of communication patterns within small groups:

Organizational Communications • 123

1. Type of Task : If the task of the group is simple, a chain or wheel network is used. For hard tasks, a

channel networks arises.

2. Environment: Environment including the group's seating arrangement and meeting place also affec

communication patterns. For instance, if members always sit around a table, then circle network arise

3. Group Performance Factors: The group performance factors like group's size, composition, norm

and cohesiveness also affect the' formation of communication networks. For instance, it is much eas

to have an all-channel network in a group of eight than in a group of eighty.

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Managers must make use of all these characteristics and tendencies to help groups communicate a

work most efficiently. A manager, who sees that a wheel network is forming around an experienced, trust

employee might not interfere with the process. If an assertive but irresponsible employee becomes the hub

such a wheel, the manager may need to take action. If the manager relies on a group to help make decisions, th

manager may encourage silent group members to speak in order to get the desired decisions.

FORMS OF ORGANIZATIONAL COMMUNICATION

Although interpersonal and group forms of communication pertain even at the broadest organizational leve

they do not sufficiently describe the paths of all messages transmitted in organizations. Individuals can send a

receive messages across whole organizational levels and departments by means of vertical communication

the informal communication network. Non-verbal communication is also important and can be a part

interpersonal, group and organizational communication.

Vertical Communication

Vertical communication is the communication that flows both up and down the organizational hierarchy. Th

communication typically takes place between managers and their superiors or subordinates.

Upward Communication

Upward Communication consists of messages moving up the hierarchy from subordinates to superiors. T

content of upward communication usually includes requests, suggestions or complaints and information t

sub-ordinate thinks is of importance to the superior.

Downward Communication

Downward Communication consists of messages moving down the hierarchy from superiors to sub-ordinat

The content of downward communication often includes directives, assignments, performance feedback a

information that the superior thinks are of value to the sub-ordinate.

Transactional Communication

Wenburg and Wilmont suggest that instead of communication being "upward" or "downward" which is inte

communication, it should be "transactional" communication, which is mutual and reciprocal because, "

persons are engaged in sending and receiving messages simultaneously. Each person is constantly sharing in t

sending and receiving process and each person is affecting the other". In the transactional process, t

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communication is not simply the flow of information, but it develops a personal linkage between the superi

and the subordinate.

Informal Communication

Another term for informal communication network is the grapevine. Informal networks are found in

organizations. It is in the form of gossip in which a person spreads a message to as many other people

possible who may either keep the information to themselves or pass it on to others. The content of gossip

likely to be personal information or the information about the organization itself.

Managers should have some control over the informal network. For example, the grapevine in

organization may be carrying harmful information, false information or politically motivated informatio

When these kinds of rumors are being spread, managers may need to intervene. They can hold open meetin

and objectively discuss the issues that are being informally discussed already. They may also issue a clear

worded memo or report stating the facts and thereby help minimize the damage that the informal network ca

do.

Managers can also obtain valuable information from the grapevine and use it for decision-making.

Other Form's of Communication

One that has become especially popular is informally labelled as "management by wandering around". T

basic idea is that some managers keep in touch with what is going on by wandering around and talking wi

people such as sub-ordinates, customers, dealers and any one else involved with the company in any way. Th

will give managers, new ideas and a better feel for the entire company.

BARRIERS TO COMMUNICATION

The communication must be interpreted and understood in the same manner as it was-meant to be sent by th

sender, otherwise it will not achieve the desired result and a communication breakdown will occur. There a

certain external roadblocks to effective communication. In addition, there are personal factors, which affe

communication.

Some of the organizational barriers and some of the interpersonal barriers to effective communicatio

are discussed below:

Noise Barriers

Noise is any external factor, which interferes with the effectiveness of communication. The term is deriv

from noise or static effects in telephone conversation or radio wave transmission. It may cause interference

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the process of communication by distraction or by blocking a part of the message or by diluting the strength

the communication. Some of the sources contributing towards noise factor are:

Poor Timing

A message sent on poor timing acts as a barrier. For instance, a last minute communication with a deadline m

put too much pressure on the receiver and may result in resentment. A message must be sent at an appropria

time to avoid these problems. Hence the manager must know when to communicate.

Inappropriate Channel

Poor choice of channel of communication can also be contributory to the misunderstanding of the message. Th

manager must decide whether the communication would be most effective if it is in writing or by a telepho

call or a face-to-face conversation or a combination of these modes.

Improper or Inadequate Information

Information must be meaningful to the employee and should be precise or to the point. Too little or too mu

information endangers effective communication. Ambiguity in use of words will lead to differe

interpretations.

Physical Distractions

Any physical distractions such as telephone interruptions or walk-in visitors can interfere with the effecti

face-to-face communication process.

Organizational Structure

Communication may be blocked, chaotic or distorted if the channels are not clear or if there are bottleneck

Hence the organization structure should be such that the chain of command and channels of communication a

clearly established and ithe responsibility and authority are clearly assigned and are traceable.

Information Overhead

Overload occurs when individuals receive more information than they are capable of processing. The resu

could be confusion or some important information may be laid aside for the purpose of convenience.

Network Breakdown

Network breakdown may be intentional or due to information overload and time pressures under which

communication has to be acted upon. Some factors contributing to such disruptions are:

• The managers may withhold important negative information.

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• The secretary may forget to forward a memo.

• There may be professional jealousy resulting in closed channels.

Interpersonal Barriers

There are many interpersonal barriers that disrupt the effectiveness of the communication process and genera

involve such characteristics that either the sender or the receiver can cause communication problems. Some

these are:

Filtering

Filtering refers to intentionally withholding or deliberate manipulation of information by the sender, eith

because the sender believes that the receiver does not need all the information or that the receiver is better o

not knowing all aspects of a given situation. It could also be that the receiver is simply told what he wants

hear.

Semantic Barriers

These barriers occur due to differences in individual interpretations of words and symbols. The words a

paragraphs must be interpreted with the same meaning as was intended. The choice of a wrong word or

comma at a wrong place in a sentence can sometimes alter the meaning of the intended message. For example

nightclub advertisement sign, "clean and decent dancing every night except Sunday", could lead to tw

interpretations. First, that there is no dancing on Sundays and second, that there is dancing on Sundays, but

not clean and decent.

Perception

Perception relates to the process through which we receive and interpret information from our environment an

create a meaningful word out of it. Different people may perceive the same situation differently. Hearing wh

we want to hear and ignoring information that conflicts with what we know can totally distort the intent or t

content of the message. Some of the perceptual situations that may distort a manager's assessment of peop

resulting in reduced effectiveness of the communication are:

• A manager may perceive people to belong to one category or another as stereotypes, rather than uniq

and distinct individuals. For example, he may perceive women to be less efficient managers.

• A manager may make total assessment of a person based on a single trait. A pleasant smile may make

positive first impression.

• A manager may assume that his subordinate's perception about things and situations are similar to h

own.

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This perception limits the manager's ability to effectively respond to and deal with individual differenc

and differing views of work situations.

Cultural Barriers

The cultural differences can adversely affect the communication effectiveness, specially for multi-nation

companies and enterprises.

Sender Credibility

When the sender of the communication has high credibility in the eyes of the receiver, the message is tak

much more seriously and accepted at face value. If the receiver has confidence, trust and respect for the sende

then the decoding and the interpretation of the message will lead to a meaning of the sender. Conversely, if t

sender is not trusted, then the receiver will scrutinize the message heavily and deliberately look for hidd

meanings or tricks and may end up distorting the entire message. Similarly, if the source is believed to be

expert in a particular field then the listener may pay close attention to the message, and believe it specially if th

message is related to the field of expertise.

Emotions

The interpretation of a communication also depends upon the state of the receiver at the time when message

received. The same message received when the receiver is angry, frustrated or depressed may be interpret

differently than when he is happy. Extreme emotions are most likely to hinder effective communication becau

rational judgments are replaced by emotional judgments.

Multi-meaning Words

Many words in English language have different meanings when used in different situations. Accordingly

manager must not assume that a particular word means the same thing to all people who use it. Hence, t

managers must make sure that they use the word in the same manner as the receiver is expected to understand

otherwise it will create a barrier to proper understanding of the message.

Feedback Barriers

The final source of communication barrier is the feedback or lack of it. Feedback is the only way to ascertain

to how the message was interpreted.

Overcoming Communication Barriers

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It is very important for the management to recognize and overcome barriers to effective communication f

operational optimization and this would involve diagnosing and analyzing situations, designing prop

messages, selecting appropriate channels for communicating these messages, assisting receivers of messages

correct decoding and interpretation and providing an efficient and effective feedback system. Some of the ste

that can be taken in this respect are as follows:

1 Feedback : Feedback helps to reduce misunderstandings. The information is transferred mo

accurately when the receiver is given the opportunity to ask for clarifications and answer to a

questions about the message. Two-way communication, even though more time-consuming, avoi

distrust and leads to trust and openness, which helps in building a healthy relationsh

contributing to communication effectiveness.

2 Improve Listening Skills: Good listening habits lead to better understanding and good relationsh

with each other. Some guidelines for effective listening are:

• Listening requires full attention to the speaker. Do not let your mind wander or be preoccupi

with something else, otherwise you will not be able to grasp the meaning of the message in

entirety.

• The language used tone of the voice and emotions should receive proper attention. Listen f

feelings in (he message content and respond positively to these feelings.

• Ask questions to clarify any points that you do not understand clearly and reflect back to t

speaker, your understanding of what has been said.

•

Make sure that there are no outside interruptions and interference during the course conversation.

• Do not prejudice or value the importance of the message due to your previous dealings an

experiences with the sender or your perceptions about him, positive or negative.

• Do not jump to conclusions before the message is over and is clearly understood.

• Summarize and restate the message after it is over to make sure about the content and the inte

of the message.

3 Develop Writing Skills: Clearly written messages can help avoid semantic and perception barriers.

well-written communication eliminates the possibility of misunderstanding and misinterpretatio

When writing message it is necessary to be precise thus making the meaning as clear as possible

that it accomplishes the desired purpose. Some helpful hints in written communication are suggest

by Robert Degise as follows:

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• Keep words simple: This will reduce your thoughts to essentials and the message will b

easier to understand for the receiver. The message will be lost if the words are complex a

do not lend to a clear single meaning.

• Do not be boggart down by rules of composition: While the rules of grammar a

composition must be respected, they should not take priority over the ultimate purpose of t

communication.

• Write concisely: Use as few words as possible. Do not be brief at the cost of completenes

but express your thoughts, opinions and ideas in the fewest number of words possible.

• Be specific: Vagueness destroys accuracy, which leads to misunderstanding of the meani

or intent of the message. Accordingly, be specific and to the point.

4 Avoid Credibility Gaps: Communication is a continuing process and the goal of the communicati

is complete understanding of the message as well as the creation of trust among all members of. th

organization. Accordingly, the management must be sincere and should earn the trust of t

subordinates. Management should not only be sensitive to the needs and feelings of workers but al

its promises should be supported by actions. According to the studies conducted by J. Luft, openne

and an atmosphere of trust builds healthy relationship and closes credibility gaps, thus contributing

communication effectiveness.

GUIDELINES FOR EFFECTIVE COMMUNICATION

These guidelines are designed to help management improve their skills in communicating so as not only avo

any barriers to effective communication, but also to strengthen the basis for optimum results which depeupon the clear understanding of the desired communication.

The Ideas and Messages should be Clear, Brief and Precise

The ideas to be communicated must be well planned and clearly identified. This will eliminate ambiguity

that the message will not be subject to more than one interpretation. The message must be clear, precise and

the point and free from distortions and noise. It should also be brief so that only necessary and sufficien

meanings are provided.

Sense of Timing

The message should not only be timely so that the decisions and actions can be taken in tie and when necessar

but also the timing of the message and the environmental setting in which the message is delivered and receiv

is equally important.

Integrity

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The communication must pass through the proper channels to reach the intended receiver. T

communication flow and its spread must avoid bypassing levels or people. When these concerned levels a

omitted or bypassed, it creates bickering, distrust, confusion and conflict. Accordingly, the established channe

must be used as required.

Consult with others who are involved in Planning the Communication

If people have participated in the planning process, they would be highly motivated to give active suppo

to such communication. The people who are concerned must know exactly what they need and when they ne

the communication.

Consider the Receiver's Interest

Take the receivers interests into account, and then the receiver will be more responsive to t

communication. The management must clarify any part of the communication that may be necessary and mu

encourage comments, questions, and feedback. The management must always be helpful in carrying out t

intended message of the communication.

Mode of Delivery

While delivering the communication, avoid negative statements like, "I am not sure it will work", but

confident and definitive. The success of the communication also depends upon the tone of the voice if t

communication is verbal, expressions and emotions exhibited, attentiveness to the receiver and so on. T

written communication should be polite and unambiguous.

Use proper Follow-up

All communications need a follow-up to ensure that these were properly understood and carried out. T

response and feedback to the communication should determine whether the action to the communication h

been prompt, appropriate and accurate.

Communication should be Comprehensive

Communication should be complete so as not only to meet the present demands. It should also fee based o

future needs of the organization as well as individuals.

Recently, the nature of managerial and organizational communication has changed dramatically, main

because of break through of the electronic technology and advent of computers. Now cellular phones, E-Ma

and Internet have made the communication quick and convenient. It is now even possible for managers fro

different cities to meet by teleconferencing method without leaving their offices. At the same tim

psychologists are beginning to discover some problems associates with these new advances in communication

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LESSON -14

LEADERSHIP IN ORGANIZATIONS

Learning Objectives


• The meaning of leadership

• The various types and theories of leadership

• The importance of leadership in organizations

Leadership is an integral part of management and plays a vital role in managerial operations. It provid

direction, guidance, and confidence to the employees and helps in the attainment of goals in much easier wa

In business and industrial organizations, managers play the role of leader and acquire leadership

subordinates, their efforts towards the achievement of organizational goals and activate the individuals of

organization to make them work. Leadership influences behavior of the individuals. It has an ability to attra

others and potential to make them follow the instructions. Individuals can be induced to contribute the

optimum towards the attainment of organizational goals through effective leadership. Leadership acquir

dominance and the followers accept the directives and control of a leader. Leadership provides direction a

vision for future to an organization.

DEFINITION

Leadership is the art of influencing and inspiring subordinates to perform their duties willingly, competent

and enthusiastically for achievement of groups objectives.

According to Wendell French, "Leadership is the process of influencing the behavior of others in t

direction of a goal or set of goals or, more broadly, toward a vision of the future”,

According to Keith Davis, “Leadership is the process of encouraging and helping others to wo

enthusiastically towards objectives”.

According to Koontz and O'Donnell, "Leadership is the art or process of influencing people so that th

will strive willingly towards the achievement of group goals".

According to Peter Drucker, "Leadership means the lifting of man's visions to higher sights, the raisin

of man's performance to higher standard, the building of man's personality beyond its normal limitations".

According to Grey and Starke, "Leadership is both a process and a property. As a process, it is used f

non-coercive influence lo shape up the goals of a group or organization, to motivate behavior toward th

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achievement of those goals and to help define group or organizational culture. As a property, leadership is t

set multi characteristics attributed to those who are perceived to be leaders".

Thus, leaders are people who are able to influence the behavior of others without recourse to threats

other forms of force towards the individuals. Leaders are the people who are accepted by the other individual

as a superior person to them.

FEATURES OF LEADERSHIP

The features of leadership are as follows:

• Leadership is the process of influencing behavior of individuals of an organization.

• Leadership uses non-coercive methods to direct and coordinate the activities of the individuals of

organization.

• Leadership directs the individuals to attain the tasks assigned to them by following the instructions

their leaders.

• A leader possesses qualities to influence others.

• Leadership gives the individuals, a vision for future.

• Leadership is a group activity. Leader influences his followers and followers also exercise influen

over his leader.

• Leadership is meant for a given situation, given group for a pre-determined period of lime.

• Leadership is continuous process of influencing behavior. It encourages liveliness in the group.

Importance of Leadership

The following points can judge the importance of leadership:

• A leader should act as a friend of the people whom he is leading.

• A leader must have the capacity to recognize the potentials of the individuals and transform them in

realities.

• A leader should have the confidence of the individuals of the organization.

• A leader must be able to unite the people as a team and build up team spirit.

• A leader should be able to maintain discipline among his group and develop a sense of responsibility.

•

• A leader must be able to build up a high morale among the individuals of the organization.

• A leader should motivate his people to achieve goals.

• A leader should try to raise the morale of the individuals and should maintain ethical standards amon

the individuals.

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• A leader should act as a link between the work groups and the forces outside the organization.

Difference between Leadership and Management

Leading and managing go together but some differences exist between the two. The following are t

differences between the leadership and the management:

• Management takes rational and logical decisions while leadership takes decision on expectations of t

followers. Leadership has an emotional appeal while management acts on rationality.

• The management establishes relationship through a lawful authority while leadership establish

relationship through power.

• Managers have formal authority but the leaders have no such authority.

• All leaders are not managers and all managers are leaders.

• Management is a process of planning, organizing, directing and controlling the activities of others

attain the organizational objectives. Leadership on the other hand, is a process of influencing t

behavior of the people to attain their assigned tasks. A successful manager must possess both t

managerial and leadership qualities.

TYPES OF LEADERSHIP

Following are the main types of leadership:

Autocratic or Authoritarian

In this type of leadership, there is a complete centralization of authority in the leader, i.e., authority is center

in the leader himself. He has all the powers to make decisions. He uses coercive measures and adopts, negati

method of motivation. He wants immediate obedience of his orders and instructions. Any negligence on the p

of subordinates results in punishment. There is no participation from the subordinates in decision-making.

leader thinks that he is the only competent person in the organization. According to Edwin B. Filippo, there a

following three types of leaders in autocratic:

1. Hard Boiled or Strict Autocrat: Leader, under such type uses negative influence and expects that t

employees should obey his orders immediately. Non-compliance of his orders results in punishme

He makes all decisions and does not disclose anything to anyone. He is quite rigid on performance.

2. Benevolent Autocrat: Benevolent autocrat leader uses positive influences and develops effecti

human relations. He is known as paternalistic leader. He praises his employees if they follow h

orders and invites them to get the solutions of the problems from him. He feels happy in controllin

all the actions of his subordinates.

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3. Manipulative Autocrat: Leader, under such type is manipulative in nature. He creates a feeling in t

minds of his subordinates and workers that they are participating in decision-making processes. But

makes all decisions by himself. Non-compliance of his orders also results jn punishment.

Democratic or Participative

Democratic or Participative leadership is also known as group centered or consultative leadership. In this ty

of leadership, leaders consult their groups and consider their opinion in the decision-making process. Leade

encourage discussion among the group members on the problem under consideration and arrive at a decisi

depending on their consent. Participation or involvement of the employees in the decision-making process

also rewarded. Exchange of ideas among subordinates and with the leader is given encouragement. Leaders gi

more freedom to their group members, who feel that, their opinions arc honored and they are given importanc

It develops a sense of confidence among subordinates and they derive job satisfaction. It improves quality

decision as it is taken after due consideration of valued opinions of the talented group members.

The demerit of this type of leadership is that it takes more time to arrive at a decision, as a lot of time

wasted while taking the views from the employee. It is, therefore, very time consuming.

Laissez-faire or Free Rein

In this type of leadership, there is virtual absence of direct leadership. It is, therefore, known as "n

leadership at all". There is complete delegation of authority to subordinates so that they can make decisions

themselves. Absence of leadership may have both positive and negative effects. Free rein leadership may b

effective if members of the group are highly committed to their work. The negative aspect shows that the lead

is not competent enough to lead his group effectively. Members may feel insecure and develop frustration f

lack of decision-making authority.

Bureaucratic

This type of leadership emphasizes the rules and regulations of an organization. The behavior of a leader

determined by the rules, regulations and procedure to be followed under his leadership. The leader and t

subordinates both follow these rules and regulations. Therefore, there is no difference between the manageme

and the administration in this type of leadership. The employees, themselves cannot do anything in this regar

It is the rules that determine their performance.

Manipulative

This type of leadership manipulates the employees to attain their assigned tasks. A manipulative leader is qui

selfish and exploits the aspirations of the employees for his gains. He knows very well the needs and desires

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the employees but he does very little to fulfill them. Due to such attitude, he has to face the hatred of th

employees at times.

Paternalistic

The paternalistic leadership believes in the concept that the happy employees work better and harder.

maintains that the fatherly altitude is the right one for better relationship between the manager and t

employees. Everyone within the organization should work together like a family.

Expert Leadership

The expert leadership emerged as a result of complex structure of modern organizations. This type of leadersh

is based on the ability, knowledge and competence of the leaders. He handles the situation skillfully with h

talent. The employees feel relieved as they are working under a person who is expert and can handle t

situation without any problem.

In modern organizations, human resources vary in terms of skill, knowledge and competences. The

differ in quality, determination and their attitude towards the organization. They exhibit different behaviors

they differ in attitude and outlook also. The leader must understand their behavior and accordingly can ma

use of the various types LEADERSHIPS. The manager should assess the situation and adopt that type of leadershi

which suits that situation. He should remember that leadership is situational. If situation changes, the use

leadership among its various types also changes. A successful leader is the one who assesses the situatio

studies the psychology of the subordinates and adopts the most useful type of leadership to lead the people

work to accomplish the organizational goals.

THEORIES OF LEADERSHIP

A number of theories and approaches to study leadership have been developed. There are broadly three theori

of leadership.

• Trait Theory

• Behavior Theory

• Contingency Theory

(a) Trait Theory

This theory of studying leadership is taken into consideration to analyze the personal, psychological a

physical traits of strong leaders. The assumption made in this theory was that some basic traits or set of trai

differentiates leaders from non-leaders. For example, the leadership traits might include intelligenc

assertiveness, above average height, self-confidence, initiative and understanding of interpersonal hum

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relations. The existence of these traits determines the importance of leadership. Possession of these traits hel

the individuals to gain possession of leadership. Since all individuals do not have these qualities, only tho

who have them would be considered potential leaders.

Some of the weakness of this theory is:

• All the traits are not identical with regard to essential characteristics of a leader.

• Some traits may not be inherited, but can only be acquired by training.

• It does not identify the traits that are most important and that are least important for a successful leader

• It does not explain the leadership failures, in spite of the required traits.

• It has been found that many traits exhibited by leaders are also found among followers witho

explaining as to why followers could not become leaders.

• It is difficult to define traits in absolute terms.

• Thus, the trait theory has been criticized for lack of conclusiveness and predictability.

(b) Behavior Theory

The behavioral theory assumed that effective leaders behaved differently from ineffective leaders. It al

identified the need of consistency of behavior of good leaders. This theory can be more clearly understood wi

the help of following case studies.

• The Michigan Studies: Researchers at the University of. Michigan, led by Rensis Likert, beg

studying leadership in the late 1940s. Depending on broad discussions with both the managers and su

ordinates, the Michigan studies identified two forms of leadership behavior. They are discussed

below:

Job-centered leadership behavior : The first was called job-centered leadership behavio

which focuses on performances and efficient completion of the assigned tasks. A job-center

leader interacts with group members to explain task procedures and oversee their work.

Employee centered leadership behavior: The second behavior was identified as employ

centered leader behavior, which focuses on, high performance standards to be accomplishe

This can be done by developing a cohesive work group and ensuring that employees are satisfi

with their jobs. Thus, the leader's primary concern is the welfare of the ordinates. The Michag

researchers thought a leader could show signs of one kind of behavior, but not both.

• The Ohio State Studies: At about the same time, a group of researchers at Ohio State also beg

studying leadership. The Ohio State leadership studies also identified two major kinds of leadersh

behaviors or styles, which are as follows:

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Initiating-structure behavior: In initiating-structure behavior, the leader clearly defines t

leader-subordinate roles so that everyone knows what is expected. The leader also establish

formal lines of communication and determines how tasks will be performed.

Consideration behavior: In consideration behavior, the leader shows concern for subordinat

feelings' and ideas. He attempts to establish a warm, friendly and supportive.

The most obvious difference between Michigan and Ohio State studies is that the Ohio State researche

did not position their two forms of leader behavior at opposite ends of a single continuum. Rather, they assum

the behaviors to be independent variables, which means that a leader could exhibit varying degrees of initiati

structure and consideration at the same time i.e. a particular leader could have higher ratings on both measure

low ratings on both or high ratings on one and low on the other.

The Ohio State researchers found that a leader’s behavior remains consistent over a period of time, if t

situation also remains same. But the researchers could not come up with one best combination of behavi

suitable to all the situations. The researchers used to believe that the leaders in possession of both types

behavior are most effective. However, their studies at International Harvester found that leaders rated highly o

initiating structure behavior have higher performing but dissatisfied sub-ordinates, whereas leaders rated high

on consideration structure had lower-performing sub-ordinates who showed signs of higher satisfaction.

Most experts now agree that no single set of traits or behaviors appears to be common to all goo

leaders. The universal approaches to leadership can help managers examine their own leadership characterist

and match them against the traits most commonly identified with good leaders. In order to understand the f

complexity of leadership, contingency theory is to be studied.

(c) Contingency Theory

The main assumption of contingency theory is that the behavior of an appropriate leader varies from on

situation to another. The motive of a contingency theory is to identify key situational factors and to specify ho

they interact to determine appropriate behavior of a leader

The three most important and widely accepted contingency theories of leadership are as follows:

• The LPC theory: The first contingency theory of leadership is Fred Fielder's Least Preferred Co-work

(LPC) Model. Fielder identified two types of leadership: task-oriented and relationship-oriented. Field

believes that a leader's tendency to be task-oriented or relationship oriented remains constant. In- oth

words, a leader is either task-oriented or relationship-oriented while leading his group members. Field

used the Least Preferred Co-worker (LPC) scale to measure the type of leadership. A leader is asked

describe characteristics of the person with whom he or she is least comfortable while working. They c

do this by marking in a set of sixteen scales at each end, by a positive or negative adjective. F

example, three of the scales Fielder uses in the LPC are:

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Helpful-------------------- Frustrating 8 7 6 5 4 3 2 1

Tense ------------------- Relaxed 1 2 3 4 5 6 7 8

Boring ------------------- Interesting 1 2 3 4 5 6 7 8

The leader's LPC score is (hen calculated by adding up the numbers below the line checked on each scale.

high total score is assumed to reflect a relationship orientation and a low score, a task orientation by the lead

The LPC measure is controversial because researchers disagree about its validity. This is because some of th

LPC measures show whether the score is an index of behavior, personality or some other unknown factor.

According to Fielder, the contingency factor favours the situation from the leader's point of view. Th

factor is determined by leader-member relations, task-structure and position-power, which are discussed

below:

• Leader-member relations: A Leader-member relation refers to the nature of relationship between t

leader and his work group. If the leader and the group enjoy mutual trust, respect, confidence and th

like one another, relations will remain good. If there is little trust, respect or confidence and. if they

not like one another, relations will remain bad. Good relations are assumed to be favourable and ba

relations unfavorable.

• Task-structure: Task-structure is the degree to which the group's task is clearly defined. When the ta

is routine, easily understood, and unambiguous and when the group has standard procedures, t

structure is assumed to be high. When the task is non-routine, ambiguous, complex, with no standa

procedures and precedents, structure is assumed to be low. High structure is more favourable for t

leader and low structure is unfavorable. If the task structure is low, the leader will have to play a majrole in guiding and directing the group's activities. If the task structure is high, the leader will not ha

to pay much attention.

• Position-power: Position-power is the power vested in the position of a leader in an organization. If t

leader has the power to assign work, administer rewards and punishment, recommend employees f

promotion or demotion, position-power is assumed lo be strong. If the leader does not have requir

powers, the position-power is weak. From the leader's point of view, strong position power is favourab

and weak position power is unfavorable.

Fielder and his associates conducted various studies highlighting if a situation favors the leadersh

and group effectiveness or not.

When the situation includes good relations, high structure and strong power, a risk-oriented leader

lie most effective. However, when relations are good but task structure is low and position-power is weak,

relationship-oriented leader is considered to be most effective.

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• A final point about LPC theory is that, Fielder argues that any particular-type of leadership, which

measured by the LPC is inflexible and cannot be changed. In other words a leader cannot change h

behavior to fit a particular situation. Fielder's contingency theory has been criticized on the ground th

LPC measure lacks validity and that the assumption about the inflexibility of the leader's behavior

unrealistic.

(d) The Path-Goal theory

The path-goal model of leadership was introduced by Martin Evans and Robert House. Path-goal theory sa

that a leader can motivate subordinates by influencing their expectations. Leaders can motivate sub-ordinates b

making clear what they have to do to get the reward they desire. The path-goal model assumes that leaders c

change their style or behavior to meet the demands of a particular situation. This model identifies four kinds

leader behavior: directive, supportive, participative and achievement-oriented. According to this mod

managers can adjust their behavior to include any four kinds of leadership behavior mentioned above. F

instance, while leading a new group of sub-ordinates, the leader may be directive in giving guidance a

instructions to them. He may also adopt supportive behavior to encourage group cohesiveness, to look aft

their needs and ensuring that they get the rewards and benefits. As the group becomes more familiar with t

task and as new problems are taken into consideration, the leader may use participative behavior by which h

can participate with employees in making decisions and take their suggestions as well. Finally, the leader m

use achievement-oriented behavior to encourage continued high performance of sub-ordinates.

Environmental characteristics are factors, which are beyond the control of subordinates. It includes ta

structure, the primary work group and the formal authority system. For instance, when structure is hig

directive leadership is less effective than when structure is low. Sub-ordinates do not usually need their boss

repeatedly tell them how to do a routine job. According to the path-goal theory, these environmental factors ca

create uncertainty for employees. A leader who helps employees reduce such uncertainty can motivate them

The figure 14.1 shows the path goal model of leadership.

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Leaders do not always have control over environmental factors, but the theory emphasizes that leaders can u

the control they want, to adjust the environment and to motivate sub-ordinates.

(e) The Vroom-Yetton-Jago Theory (VYJ)

The Vroom-Yetton-Jago model was first introduced by Vroom and Yetton in 1973 and was revised by Vroo

and Jago in 1988, This model has a much less focus than the path-goal theory. It helps a leader to determine th

extent, to which employees should participate in the decision-making processes,

The VYJ theory argues that decision-effectiveness is best judged by the quality of decision and by t

acceptance of that decision on the part of employees. Decision acceptance is the extent to which employe

accept and are loyal to their decisions.

To maximize decision effectiveness, the VYJ theory suggests that leaders adopt one of five decisio

making leaderships. The appropriate leadership depends on the situation. As summarized in the following tabl

there are two autocratic types of leadership, which are AI and All, two consultative types of leadership, whi

are CI and CII and the other one is group GII.

Decision-Making Styles in the VYJ model

Decision Style Description

AI Manager makes the decision alone.

AII Manager asks for information from subordinates but makes

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are better performers. Research shows that people in the ‘in-group’ are more productive and mo

satisfied with their work than ‘out group’ members.

• Life Cycle Model: The life cycle model suggests-that appropriate leader behavior depends on t

maturity of the followers. In this context, maturity includes motivation, competence and experience. T

model suggests that as followers become more mature, the leader needs to move gradually from high

low task orientation. Simultaneously, the leader's employee-oriented behavior should start low, increa

at a moderate rate and then decline again.

Many leaders are familiar with the life cycle theory because it is both simple and logical. However,

has received little scientific support from researchers.

EMERGING PERSPECTIVES ON LEADERSHIP IN ORGANIZATIONS

The new perspectives that have attracted attention are the concepts of substitutes for leadership a

transformational leadership.

Substitutes for Leadership

The existing leadership theories and models try to specify what kind of leader’s behavior is appropriate f

different situations. They do not take into consideration, the situations where the leadership is not needed. T

substitute concept identifies the situations where the characteristics of the subordinates, the task and t

organization replace leaders' behaviors. For example, when a patient is admitted to an emergency room in

hospital, nurses, doctors and attendants act immediately without waiting for directive or supportive behaviors

leaders in an emergency ward.

Several characteristics of the sub-ordinate may serve to replace or change .the behavior of the leader

For example, employees with much ability and experience may not need to be told what to do. Similarly,

strong need for independence by the sub-ordinate may result in ineffectiveness of leaders’ behavior.

Characteristics of the task that may substitute the leadership include, the availability of feedback an

intrinsic satisfaction. For example, when the job is routine and simple, the subordinate may not need directio

When the task is challenging, the subordinate may not need or want support.

Organizational characteristics that may substitute for leadership include formalization group cohesio

inflexibility and a rigid reward structure. For example, when policies are formal and rigid, leadership may n

be needed.

Transformational Leadership

Another new concept of leadership goes by a number of labels: charismatic leadership, inspirational leadershi

symbolic leadership and transformational leadership. This is a leadership that transmits a sense of missio

increases teaming experiences and inspires new ways of thinking.

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Charisma is a form of interpersonal attraction. Charismatic people attract followers and this type

leader has great power over his or her followers. Charismatic leaders are self-confident and can influen

others. The followers of a charismatic leader identify with the leader's beliefs, accept, trust and obey the lead

without questioning him and thereby contribute toward the success of the organizational goals.

Leadership Skills

There is now recognition in both leadership theory and practice of the importance of skills, how leaders shou

behave and perform effectively. Although there are many skills, such as cultural flexibility, communicatio

HRD, creativity, and self-management of learning, the research-based skills identified by Whetten and Camero

seem to be most valuable. Their personal skills model, involving developing self-awareness, managing stre

and solving problems creatively; the interpersonal skills model, involving communicating supportively, gaini

power and influence, motivating others and managing conflict, are especially comprehensive and usef

Finally, the widely recognized organizational behavior .techniques such as, training, job design and leaders c

also effectively use behavioral management.

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LESSON -15

STRESS MANAGEMENT

Learning Objectives


• The meaning of stress

• Various sources of stress

• Various effects or consequences of stress

• Various methods of managing stress

The nature of stress has been studied by scholars in a wide range of academic disciplines. Physician

psychiatrists, and researchers in management have all studied its causes and its symptoms, and have defined th

term in a variety of different ways. Stress is defined as "the reactions of individuals to new or threateni

factors in their work environments”.

Stress can be either positive or negative. Some new work situations can bring us positive challenges an

excitement. For example, promotions to new jobs present employees with positive stress. Employees may fe

anxious about their new work assignments; they also anticipate them eagerly and look forward to the addition

challenges, rewards, and excitement. In these cases, the new and uncertain job situations create positive stre

The positive stress is also called the eustress. However, there are certain other types of work that are ve

threatening and anxiety-arousing. For example, depression in the economy can create negative stress for sal

personnel, because they will be much more anxious about making sales commissions and sales quotas.

For every individual there is an optimum level of stress under which he or she may perform to fu

capacity. If the stress experienced is below this optimum level, then the individual gets bored, the motivation

level to work reaches a low, point, and apathy sets in. If one operates in a very low stress environment an

constantly experiences boredom, the person is likely to psychologically or physically withdraw from wor

Psychological withdrawal will result in careless mistakes being frequently made, forgetting to do things, an

thinking of things other than work during work hours. Physical withdrawal will manifest itself in increas

rates of tardiness and absenteeism, which may ultimately lead to turnover. Though the optimum stress level

different Form different individuals, each individual can sense and determine how much stress is functional f

an individual to operate in a productive manner.

Research indicates that those who possess high tolerance of ambiguity, internal locus of control a

self-esteem seem to effectively handle a high level of stress. An individual possessing high degree of toleran

for ambiguity allows him to experience very little anguish while operating under conditions of insufficie

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information or in an uncertain environment. People with an internal locus of control also handle stress we

since they feel they are in control of the situation, rather than feeling controlled by the situation they are facin

This makes it possible for them to manage their environmental stress without experiencing its harmful effec

Those with high self-esteem also handle stress with ease since a high self-esteem increases the confidence a

enables them to deal with stressful situations with calmness and clear thinking. The more successfully o

handles a stressful situation without panicking or getting overwhelmed by it, the more confidently will t

individual face further stressful situations. Thus, it is possible to raise one’s capacity to handle in differe

situations.

SOURCES OF STRESS

Stress is a reality of our everyday life. There are both positive and negative stresses that come from our wo

and non-work lives. As pointed out by Near. Rice, and Hunt (1980) and Sckaran (1986), among others, t

work and non-work domains of one's life are closely interrelated. The stresses and strains experienced in o

domain are carried over to the other. Thus, if one experiences stress at work, that stress will be carried over

the home.

One major source of job stress is the job itself. The way the job is designed, the amount of time pressu

an individual faces and the amount of expectations others have of a person at work can all lead to job stres

Interpersonal relationships are a second source of job stress. How much contact an individual has w

coworkers and managers, how much time he or she deals with clients or consumers, and how pleasant tho

interactions are all influences of how much stress an individual experiences at work. Third source is problem

in personal lives, which can spill over into the work environment, adding further tension to an already stressf

work situation.

SOURCES OF JOB STRESS

• Job Characteristics

o Role ambiguity

o Role conflict

o Role overload o Ethical dilemmas

• Interpersonal Relationships

o Amount of contact with others

o Dealing with people in other departments

o Organizational climate

• Organizational Factors

• Personal Factors

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o Career concerns

o Geographical mobility

o Rate of life change

Job Characteristics

A major source of job stress is a person's role in the organization. A role is simply the set of expectations th

other people in the organization have for an individual, For example, supervisors, coworkers, customers an

suppliers expect an employee to behave in certain predictable ways. The expectations others have of

employee arc sometimes unclear, in conflict, or too high for the employee to meet within the time allotted, an

he or she experiences stress.

• Role Ambiguity: When there is a lot of uncertainty surrounding job definitions or job expectation

people experience role ambiguity. With the recent increase in mergers and acquisitions among maj

organizations, more and more employees arc experiencing job stress as a result of role ambiguity. Ro

ambiguity is anxiety arousing among employees that leads to job stress.

• Role Conflict: Often employees discover that different groups of people in an organization have wide

varying expectations of them, and that they cannot meet all those expectations. This inconsistency

expectations associated with a role is called role conflict, which results in stress.

• Role Overload: Role overload is a situation in which employees feel they are being asked to do mo

than time or ability permits. Working under time pressure is especially stressful.

• Role Underload : Role Underload is the condition in which employees have too little work to do or t

little variety -in their work. For example, salespeople in a store with no customer, standing around aday with nothing to do, could be said to experience role underload. Ironically, role underload leads

low self-esteem, increased frequency of nervous symptoms and increased health problems.

• Ethical Dilemmas: Ethical dilemmas such as whether or not one should report the observed unethic

behaviors of another person can cause extreme levels of stress in individuals. This will be especially tr

for those who have strong moral values of right and wrong and a deep sense of personal and corpora

social responsibility. Tensions arise because one might have to contend against one's own colleagu

who might be close friends, and may fear of reprisal and other undesirable consequences.

Interpersonal Relationships

Another major source of stress in organization is poor interpersonal relationships with superviso

subordinates, coworkers. or clients. When interpersonal relationships at work are unpleasant, employe

develop a generalized anxiety, a diffuse feeling of dread about upcoming meetings and interactions. Thr

aspects of interpersonal relationships at work, which have a negative impact on job stress, are as follows:

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• Amount of contact with others: Jobs vary in terms of how much interpersonal contact is built in

them. Too much prolonged contact with other people can cause stress.

• Amount of contact with people in other departments: Having contacts with people outside one's ow

department creates a special sort of stress. People in other departments do not always have an adequa

understanding of jobs outside their own areas, which can cause stress.

• Organizational climate: The overall psychological climate of the organization can create stress. Wh

day-to-day life in an organization is marked by unfriendly, distant, or hostile exchanges, employees a

continually tense and this causes stress.

Organizational Factors

Following are the organizational factors that cause stress in individuals:

• Work environment factors such as noise, heal, poor lighting, radiation and smoke are stress-inducin

agents.

• Insufficient resources such as time, budget, raw materials, space or manpower also induce stress in t

work environment. When one has to produce and perform with inadequate resources on a long-ter

basis, this naturally imposes stresses and strains on the individuals who are responsible for getting t

job done.

• Structural factors in the organizational setting such as staff rules and' regulations and reward system

may cause stress.

• Lack of career promotion in organizations may be sometime cause stress.

• Environmental factors of stress include sudden and unanticipated changes in the marketplac

technology, the financial market and so on.

Personal Factors

Employees’ personal lives have a marked effect on their lives at work. If things are going well personally, th

are more likely to be upbeat and optimistic. They have more energy and patience for dealing with problems

work. On the other hand, if employees are having some personal problems, they might be more tense

distracted when they go to work.

Factors that influence how much stress people bring from their persona! lives to the work setting are

follows:

• Career Concerns: One major career concern that can cause stress is lack of job security. A secon

career concern that can cause employees stress is status incongruity, i.e., having jobs with less statu

power and prestige than they think they deserve.

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• Geographical Mobility: Geographical moves create stress because they disrupt the routines of da

life. When geographical moves arc undertaken as part of a job transfer, the moves can be even mo

stressful. The transferred employees are likely to feel out of control at work, too, and experience th

new work environments as unpredictable.

EFFECTS OR CONSEQUENCES OF JOB STRESS

Negative stress has unpleasant consequences for them, their families and for the organizations they serve.

Effects on the Individual

The impacts of distress on individuals are of following types:

• The subjective or intrapersonal effects of stress are feelings of anxiety, boredom, apathy, nervousnes

depression, fatigue, and anger. Sometimes experiencing the stress may cause aggressive behaviors on t

part of the individual.

• The cognitive effects include poor concentration, short attention span, mental blocks and inability to ma

decisions.

• The physiological effects can be seen in increased heart and pulse rate, high blood pressure, dryness

throat, and excessive sweating.

• The behavioral effects arc manifest in such things as accident proneness, drinking, excessive eatin

smoking, impulsive behaviors, depression, and withdrawal behaviors.

• The manifest health effects could be stomach disorders, asthma, eczema, and other psychosoma

disorders. In addition, the mental health, i.e. the ability lo function effectively in one's daily life, will al

decline as excessive stress is experienced.

Consequences for the Family

Negative stress, which is handled by individuals in dysfunctional ways, such as drinking or withdraw

behaviors, will have an adverse effect on their home life. Spouse abuse, child abuse, alienation from fam

members, and even divorce could result from dysfunctional coping mechanisms.

Consequences to Organizations

The adverse consequences on an organization include low performance and productivity, high rates

absenteeism and poor decision-making. It also leads to lost of customers because of poor worker attitude

increased alienation of the worker from the job, and even destructive and aggressive behaviors resulting

strikes and sabotage. The stresses experienced by employees who take on critical roles and are responsible f

safety can sometimes be detrimental to the public. For instance, the stresses experienced by a train driver

railway guard, or that of an airline pilot, navigator, or air traffic controller may result in serious acciden

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Needless to say that the costs of employee stress to the organization in terms of lost profits, poor image and lo

of future business are enormous.

METHODS OF MANAGING STRESS

Stress is a factor that everybody has to contend with on a daily basis both in the work and non-work spheres

life. Since the body has only a limited capacity to respond to stress, it is important for individuals to optima

manage their stress level to operate as fully functioning human beings.

There are several ways in which stress can be handled so that the dysfunctional consequences of stre

can be reduced. Some of them are:

Role Analysis Technique (RAT)

The Role Analysis Technique helps both the manager and the employee to analyze the requirements a

expectations from the job. Breaking-down the job into various components clarifies the role of the job for t

entire system. This also helps to eliminate reduction of work and thus lowering down the stress level.

Job Relocation

Job relocation assistance is offered to employees who are transferred, by finding alternative employment for t

spouses of the transferred employees and getting admissions in schools for their children in the new plac

These arrangements help to reduce the anxiety and stress for the moving family.

Recreational Program

Providing recreational facilities, arranging group meditation programs, help to reduce the stress levels of th

employees.

Employee Assistance Program

Another widely used strategy is the employee assistance Programs, which offer a variety of assistance

employees. These include counseling employees who seek assistance on how to deal with alcohol and dr

abuse, handling conflicts at the work place, dealing with marital and other family problems.

Career Counseling

Career Counseling helps the employee to obtain professional advice regarding career that would help t

individual to achieve personal goals. It also makes the employees aware of what additional education

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qualifications or specialized technical training, if any, (hat they should acquire. By becoming knowledgeab

about the possible avenues for advancement, the employees who consider their careers to be important c

reduce their stress levels by becoming more realistic about their options and can start preparing themselves f

it.

Time Management

Another way of coping with stress is to manage time more effectively. People can learn to get better organize

so that they can do their work more efficiently.

Delegation

Another way of coping with job stress is to delegate some responsibilities to others. Delegation can direct

decrease workload upon the manager and helps to reduce the stress. !

More Information and Help

Some new employees have to spend more time on a job than necessary because they are not sure what they a

doing. So it is necessary that some help should be provided before doing the work that would lead to mu

efficient, effective work. It would also reduce anxiety and stress among the employees.

Health Maintenance

Probably the most frequently used organizational stress management program is health maintenance. Ma

companies invest large sum of money in gym and sport facilities for maintaining the health of the employees.

Supervisor Training

Another type of stress management Program that organizations are experimenting with is supervisor trainin

The emphasis on supervisory training Program is how to prevent job stress. Managers are trained to give bett

performance appraisals, to listen to employees’ problems more effectively, and to communicate job assignmen

and instructions more clearly.

Individual Stress Reduction Workshops

Some organizations have also sponsored individual stress reduction workshops for their employees. The

programs include biofeedback, meditation to career counseling, time management and interpersonal sk

workshops. In lectures and seminars, participants are given a basic understanding of the causes of stress and

consequences. Then, participants are given materials to help them identify the major sources of stress in the

own lives, and some strategies for dealing with that stress more effectively.

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LESSON-16

POWER AND POLITICS

Learning Objectives


• Know the meaning and sources of power.

• Understand how people use power

• Discuss how people use political behavior in organizations

• Understand the techniques of political behavior

Power is easy to feel but difficult to define. It is the potential ability of a person or group to influence anoth

person or group. It is the ability to get things done the way one wants them to be done. Both formal a

informal groups and individuals may have power; it does not need an official position or the backing of

institution to have power. Influence can take many forms. One person has influenced another if the seco

person's opinions, behavior or perspectives have changed as a result of their interaction. Power is a factor at

levels of most organizations. It can be a factor in almost any organizational decision.

POWER AND AUTHORITY

Sometimes power and authority is used synonymously because of their objective of influencing the behavior

others. However, there is difference between the two. Power does not have any legal sanctity while authori

has such sanctity. Authority is institutional and is legitimate. Power, on the other hand, is personal and does n

have any legitimacy. But stilt, power is a crucial factor in influencing the behavior in organizational situation.

Sources of Power

John R. P. French and Bertram Raven identified five bases or sources of power: legitimate, reward, coerciv

expert and referent power.

Legitimate Power

A person's position within organization provides him with legitimate power. The organization gives manage

the power to direct the activities of their subordinates. Legitimate power is similar to formal authority and hen

it can be created, granted, changed or withdrawn by the formal organization. The structure of the organizatio

also identifies the strength of the legitimate authority by position location. For instance, higher-level positio

exercise more power than lower-level positions in a classical hierarchical organizational structu

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Organizations vary in how much legitimate power they grant to individuals. In such organizations, everyo

knows who has the most power and few people challenge the power structure.

Reward Power

This type of power is the extent to which one person has control over rewards that are valued by another. Th

greater the perceived values of such rewards, the greater the power. Organizational rewards include pa

promotions and valued office assignments. A manager who has complete control over such rewards has a go

deal of power. Manager who uses praise and recognition has also a good deal of power.

Coercive Power

People have, coercive power if they have control over some form of punishment such as threat of dismiss

suspension, demotion or other method of embarrassment for the people. Perhaps, a manager can cau

psychological harm also lo an employee. A manager’s coercive power increases with the number and severi

of the sanctions over which the manager has control. Although the use of coercive power is often successful

the short run, it tends to create resentment and hostility and therefore is usually detrimental to the organizati

in the long run.

Expert Power

It is more of personal power than organizational power. Expert power is that influence which one wields as

result of one's experience, special skill or knowledge. This power occurs when the expert threatens to withho

his knowledge or skill. Since any person who is not easily replaceable has more power as compared to tho

who are easily replaceable. If the sub-ordinates view their superior as competent, and knowledgeable, natural

they will obey and respect the superior. To the extent, that a low-ranking worker has important knowledge n

available to a superior, he is likely to have more power.

Referent Power

A person who is respected by certain others for whatever reason has referent power over those people. A pers

with referent power may have charisma and people who respect that person are likely to get emotional

involved with the respected person and identify with, accept and be willing to follow him or her. People w

referent power are often imitated by others with the star's actions, attitudes and dress. This imitation reflects t

rising star's power over the imitations.

HOW PEOPLE USE POWER

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An individual manager may have power derived from any or all of the five bases of power and the manag

may use that power in different1 ways. Therefore, good managers must try to analyse the sources of their pow

and be careful how they use that power.

The work of Gary Yukl provides both a way to predict the consequences of certain uses of power a

guidelines for using power. The following table list^ the five sources of ;i leader's power and some of t

variables that are likely to lead to three general types of employee responses or outcomes-commitme

compliance and resistance-when the leader uses the power. For instance, the table shows that a leader's use

referent power will lead employees to be committed lo the leader’s project if they see that the project

important to the leader. However a leader who relics on coercive power is very unlikely to have committ

employees.

Using Legitimate Power

The use of legitimate power is seldom challenged in an organization; when a superior asks a sub-ordinate to

something, the sub-ordinate usually complies without resistance. However, the way the superior makes t

request and follows it up are very important for ensuring the sub-ordinate’s future compliance and the growth

the superior's referent power. Though the secretary does what the boss asks, still the boss could be cordial a

polite when making requests and should whenever possible explain why a particular task needs to be done. T

secretary who understands the importance of a task will be more likely to work enthusiastically on it.

The boss must follow normal procedures and make sure the request is appropriate. For instance, a vic

president whose secretary is busy should not assume that he or she can just ask a supervisor's secretary to dro

all other work and type a letter. Such by passing of the normal chain of command can cause hard feelin

among all the people involved.

Most of these suggestions imply that managers must be sensitive to employees concerns. Managers wh

are insensitive to their employees may find that their legitimate power dwindles and that they must resort

coercive power.

Using Reward Power

The manager, before giving a reward, must be sure that the employee has actually done the job and done it we

Employees must know that they get rewarded for good work.

Using Coercive Power

For some people, using coercive power is a natural response when something goes wrong. But often employe

resist coercive power, resent it and losing respect for people using that type, of power. Hence, coercion is no

generally recognized to be the most difficult form of punishment to use successfully in an organization.

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Managers who wish to maintain their credibility should make threats only when they intend to car

through on them and should never threaten a punishment that they cannot bring about. A good manager will

such that the punishment fit the crime. For instance, warning an individual who uses copying machine to ma

-personal copies but firing someone who steals equipment from the organization. Public punishment mak

everyone uneasy and humiliating and hence should be done private.

Using Expert Power

To gain power from their expertise, managers must make people aware of how much they know. Manager c

use his expert power most effectively to address employee concerns. If a particular sales person faces an

difficulty in selling a particular product and turns to manager for his help, the manager must be able to identi

the defect and must be able to help and educate him.

Using Referent Power

Leaders have traditionally strengthened their referent power by hiring employees with backgrounds similar

their own. One of the most positive and subtle uses of referent power is the process of rote modeling.

respected manager who wants her employees to be punctual, considerate and creative can simply demonstra

those behaviors herself and her employees will likely imitate her actions.

POLITICAL BEHAVIOR AND ORGANIZATIONAL POLITICS

Power and politics are inextricably interwoven with the fabric of an organization's life. In any organization,

any given moment, a number of people are seeking to gain and use power to achieve their own ends. Th

pursuit of power is political behavior. Organizational politics refers to the activities carried out by people

acquire, enhance and use power and other resources to obtain their preferred outcomes in a situation whe

there is uncertainly or disagreement. One great organizational scholar, Tushman defined politics, ‘as t

structure and process of the use of authority and power to affect definition of goals, directions and the oth

major parameters of the organization. Decisions are not made in rational or formal way but rather throu

compromise accommodation and bargaining.

Managing Political Behavior

The very nature of political behavior makes it difficult to manage or even approach in a rational and systemat

manner. However a manager who understands why people use political behavior and the techniques peop

usually employ has the best chance to manage political behavior successfully.

People use political behavior in organizations in response to the five main factors:

• Ambiguous goals

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• Scarce resources

• Technology and the environment

• Non-Programmed decisions

• Organizational change

FACTORS INFLUENCING POLITICAL BEHAVIOR

Ambiguous Goals

When the goals of a department or the entire organization are ambiguous then there is more room available f

playing politics. Some people may use the ambiguity to manipulate the situation for their benefit.

Scarce Resources

When resources are scarce, people have the tendency to use political behavior to make sure that they get t

biggest possible share of the resource.

CHANGES IN TECHNOLOGY AND ENVIRONMENT

Organizational effectiveness is largely a function of the organization’s ability to appropriately respond

external environment which is highly dynamic and generally unpredictable as well as adequately adopt

complex technological developments. Thus, political behavior is increased when the internal technology

complex and when external environment is highly volatile.

Non-Programmed Decisions

Sometimes, the companies have to make a lot of non-Programmed decisions on certain issues. These decisio

are not based on clear standards and precedents, because such issues involve many factors and variables that a

complex in nature. Hence decisions are taken on intuition, bunch and guesses and all these subjective feelin

can be affected by political behavior.

Organizational Change

Whenever there are changes in the organizational structure and policies, peoples in powerful positions have t

opportunity to play politics. These changes may include restructuring of a division or creating a divisio

personnel changes, introducing a new product line and all these changes influence political behavior wh

various individuals and groups try to control the given situation.

It is widely accepted that managers have to be politicians in order to maintain their positions in t

organizational hierarchy as well as serve the interests of their units. Pfeiffer, who has done extensive resear

on -the subject of power in organizations, states as follows:

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Image building is creating positive impression reflected by the personality, appearance and style. Some

the factors that enhance a preferred image consist of being well dressed, having a pleasant smile, bei

attractive, honest, sociable and loyal to the organizational interests. In addition, always project an image

competence and self-assurance.

Building coalitions or alliance is another technique of gaining political power. It is necessary to have th

alliance with the right people. Coalition building can become simply a matter of quid pro quo: I will suppo

you if you will support me.

Managing Political Behavior

Though it is virtually impossible to eliminate political behavior in organizations, it is possible to reduce it, i

manager understands the reasons for it and the techniques of political behavior. Politics when carried to t

extreme can damage morale, create enemies, destroy loyalty, damper co-operative spirit and much time a

energy is spent planning attacks and counter attacks which are detrimental to organizational heal

Accordingly, combating politics must be undertaken by the top management and some of the steps that can

undertaken are: open communication, reduction of uncertainty and creating awareness.

Open communication can reduce the political activity if all employees know how and why

organization allocates resources, the employees will be likely to put their energy into meeting the stated crite

for gelling resources rather than into political activity. If the organization is open about why it made particu

decision, then employees will he less likely to think that the decisions were political and less likely to u

political techniques to try to influence the next decision.

Uncertainty in the form of ambiguous goals and changes that affect the organization tends to increa

the use of political activity. Reducing such uncertainty can, therefore, reduce the political behavior. Op

communication is one of the ways an organization can reduce uncertainty. For instance, laying down cle

criteria and making it transparent to the employees who will be laid off, in case of lay off the organization c

reduce political behavior.

Finally, managers who develop an ability to recognize and predict political activity are in the be

position to limit its effects. Managers with this awareness will expect an increase in political activity durin

times of organizational change and will learn how to handle it.

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LESSON -17

ORGANIZATIONAL DESIGN

Learning Objectives


• Understand the concept of organizational design

• Identify the determinants of organizational design

• Know the various forms of organizational design

CONCEPT OF ORGANIZATIONAL DESIGN

Organizational design is the overall configuration of structural components that defines jobs, groupings of job

the hierarchy, patterns of authority, approaches to co-ordination and line-staff differentiation into a single an

unified organizational system. Consider, for example, the differences in organizational design that might ex

between a computer manufacturer and university. Since the computer manufacturer has to respond to freque

technological breakthroughs and changes in its competitive environment, it is likely to have a relatively flat an

decentralized design whereas the university has a more stable environment and is less affected by technolog

Therefore, it has a more centralized structure with numerous rules and regulations.

DETERMINANTS OF ORGANIZATIONAL DESIGN

The key situational determinants of organizational design are technology, organizational environment, an

organization size and life cycle.

• Technology: Technology is the set of processes that an organization uses to transform various resourc

such as materials and labor into products or services. Joan Woodward was the first person to see the lin

between technology and organizational design. In particular. Woodward defined three basic types

technology.

In unit or small-batch technology, products are manufactured according to customer specifications

small quantities. Examples are printing press and studios.

In large batch or mass-production technology, products. are manufactured in assembly-line fashion

combining component pans to create finished goods. Examples are home-appliance," automobile a

computer manufacturers.

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In continuous-process technology, products are transformed from raw materials into finished goo

through a series of machine transformations that change the composition of the materials themselve

Examples are petroleum refiners, food processors and chemical manufacturers.

Woodward viewed unit or small-batch technology as -the least complex while the continuo

process technology as the most complex. She found that organizations within each set had simil

designs but the designs varied somewhat from set to set.

Bums and Stalker argued that managers should examine the rate of change in technology

determine the best organizational structure. They recommended a bureaucratic or mechanistic structu

for organizations with slowly changing technology and an organic or flexible structure for organizatio

with rapidly changing technology.

Charles Perrow concluded that me key question concerning an organization’s technology

whether it is routine or non-routine. In his view, a highly formalized centralized structure is appropria

for an organization that uses the same routine technology while a more flexible structure is necessary f

an organization that often uses new technology. '

An organization that uses continuous process, non-routine or intensive technology needs to ensu

that its structure can adapt to changes in the technologies. Technology can affect all aspects of

organization, not just production and the same technological change can have very different effects

different organizations.

• Environment: The environment also influences the type of design an organization is likely to adopt. T

environment of an organization consists of all the factors and conditions outside the organization thmight affect it. which include customers, shareholders competitors, legislatures and regulatory agencie

economic factors, which include interest rates, unemployment rate, finance, objects, which inclu

buildings, machines and events, which include as elections, war, floods etc.

If the managers are good at analyzing and predicting changes in the environment, then, they c

help the organization to take advantage of any change. Since the environment affects organization bo

directly and indirectly, therefore, the managers must keep an eye on it and be ready to mod

organization's design to respond to environmental changes.

• Organizational Size and Life Cycle: Organization size refers to how large : the organization

usually, in terms of the number of its full-time employees. Life cycle refers to organization

maturity relative to that of other organizations.

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Size can affect organization design in many different ways. A group of researchers in England fou

that large organizations tend to have more job specialization, more standard operating procedures, more rul

and regulations, and more decentralization than small organizations. Thus, as organizations grow in size, th

should be prepared to adapt their design accordingly.

An organization's life cycle is related to its size. Organizations tend to follow a predictable pattern

growth. After they are created, they grow for some period of time and then eventually stabilize as a matu

organization.

To summarize, an organization design needed by a small but rapidly growing business is different fro

an organization design needed by an established and entrenched industry giant growing at a stable a

predictable rate. An organization's life cycle and growth rates are directly linked to the strategy that t

organization is pursuing. The following figure 17.1 shows the organization cycle.

CONTEMPORARY FORMS OF ORGANIZATIONAL DESIGN

Every organization has its own unique design depending on its technology. limits and potentials of"

environment and the life cycle stage it follows. Following are the various forms of an organization based o

their design:

• The U-Form Organization: In the U-form organization. U stands for Unity, It is also called

"functional design as it relies exclusively on the functional approach to departmentalization. Membe

of the organization who perform the same functions arc grouped together into departments. Su

organization requires perfect co-ordination to operate smoothly aiming the various departments, sin

each department is highly dependent on another.

The U-Form design has several advantages. It allows an organization to staff each department wi

experts; it also facilitates wide spans of management and helps the Managing Director to mainta

centralized authority.

However, the U-form design shows decision-making and employees within each department m

concentrate on their own function forgetting overall organizational goals. It tends to make it hard f

organization to monitor the performance of individual managers within each functional area. When t

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organizations grow, they often find that the disadvantages of the U-form tend 10 become mo

significant and adopt different designs as they evolve through their life cycles.

The H-Form Organization: In the H-form organization, H stands for Hybrid and is also known

conglomerate. The design relics on product departmentalization with the various products constituting differe

businesses. This design usually results from the corporate strategy of unrelated diversification of the products.

This design has two advantages. First, such an organization can protect itself from cyclical fluctuations in

single industry. The loss in one product is compensated by profit in another. Secondly, an organization can b

and sell its individual businesses with little or no disruption to the others. The main disadvantage of this form

organization is that it is complex and diverse thereby creating difficulty for top managers in having knowled

about all products. The figure 17.2 shows the H-form organization.

• The M-Form Organization: In the M-form organization M stands for Multi-divisional and it is call

the divisional design. It is similar to the H-form design but has one notable distinction. Most of i

businesses are in the same or related industries. For example, an organization with an M-form desi

might own one business that manufactures automobile batteries, other that manufactures lyre and st

another that manufactures car polish. Although each is distinct from the other but still related, in term

of manufacturing products that is used by automobile owners. Thus, the M-form design is used

implement a corporate strategy of related diversification.

A primary advantage of the M-form organization is that it can achieve a great deal of synergy in

operations. For example, a consumer familiar with an organization’s batteries will be inclined to buy

tyres and car polish. Moreover, because the various units are in the same or related businesses, it is ea

for top managers to understand, co-ordinate and control them. However, if the businesses are t

closely related, 'the organization cannot escape from the effect of cyclical fluctuations.

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• The Matrix Organization: A matrix organization is created by overlaying product-bas

departmentalization on lo a functional structure. A matrix design is seldom used for an ent

organization and is often used for a portion of it. Figure 17.3 shows the matrix organization.

A matrix design allows an organization to capitalize on the advantages of both functional and produ

departmentalization. It has also some drawbacks such as an organization lacks a clear chain of comman

thereby 'resulting into confusion about which manager lies authority over a given employee. T

organization also has to devote more resources to coordination because of high levels

interdependence that result from a matrix.

• Global Organization: An organization, which has assets in more than one country other than its hom

country is called as global organization. Such companies have offices and/or factories in differe

countries and usually have a centralized head office where they coordinate the global managemen

These organizations have centralized head office in their home country that controls their various offi

in other parts of the world.

A global organization must modify and adapt its design to allow it to function effectively. e.g. Nest

is a big global organization and highly decentralized. Us organizational design is like an umbrell

Nestlé’s various organizations scattered around the world are operated by its own general manage

who arc empowered with a great deal of autonomy and authority to make decisions. As a result, Nes

is almost a confederation of independent operating organizations. Its design is similar to the M-form b

because the operating units are so far apart that there is little synergy.

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It is to be remembered that there is no one best form of design that all organizations should adopt. Eac

organization has to carefully assess its own strategy, its strengths and weaknesses, its history, its technolog

environment, life cycle and size. It must then choose a design that fit these elements most effectively.

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LESSON -18

ORGANIZATIONAL CULTURE AND CLIMATE

Learning Objectives


• Organizational culture and explain its importance.

• Factors affecting organizational climate

CONCEPT OF ORGANIZATIONAL CULTURE

Organizational culture is the set of values that states what an organization stands for, how it operates and what

considers important. According to Deal and Kennedy, a strong culture is. "a system of informal rules that spe

out how people have to behave most of the time". Schein defines organizational culture as the pattern of basassumptions that a given group has invented, discovered and developed while learning to cope with its problem

of external adaptation and internal integration.

All the above definitions stress acceptable and unacceptable behavior of its members. For instance, o

organization might value solidarity and loyalty to organization more than any other value whereas anoth

organization might stress on good relations with customers. Such values are part of organizational culture

spite of not being formally written like rules and regulations of the organization. They do not usually appear

the organizational training Program and in fact, many organizations have difficulty in expressing their cultu

values. However, an organization's values automatically enter every employee's personal values and actio

over a period of time. Organizational culture has a profound influence on individual employees because it

generally an accepted set of values rather than a written set of rules with which employees might not argue.

Importance of Culture

Culture plays a very significant role in any organization by communicating information about the overa

acceptable and unacceptable behavior. Culture communicates whether the organization expects its managers

be aggressive or conservative in decisions-making, generous or moderate in supporting social causes a

ruthless or kind in competitive dealings.

Some organizations have clear, strong and well-defined culture whereas: others have ambiguous, we

and poorly defined cultures. Most managers agree that a strong and clear culture is preferable to weak a

vague culture because it helps to provide a common frame of reference for managerial decision-making and

wide variety of other organizational activities.

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An organizational culture generally lakes shape over time and is often deeply influenced by the valu

of the organizational founders. As organizational culture evolves, various symbols, stories, heroes, slogans a

ceremonies also come into being. These, then, serve to maintain and perpetuate the culture through subseque

generations of employees.

Changing Organizational Culture

Change is most often needed when the organization has lost its effectiveness and is struggling to either" car

out or change its strategic goals. The manager trying to change an organizational culture faces lots

difficulties. Because organizational culture embody the organizational values, which are embedded

organization's soul that stays stable irrespective of the changes in leadership and environment.

It is, however, possible to change organizational culture, to improve the organization performance. F

this managers must change employee's ideas about what is and what is not appropriate behavior. They mu

create new role model and new stories to help employees understand the meaning of what is happening aroun

them. One way to brine about such changes is to manage the symbols that are important to the organization. A

organization's suggestion box is a symbol of an organization's openness to the ideas of the employees. Som

organizations try to emphasize the importance of employees’ ideas by rewarding them for their suggestion

However, if the suggestion box remains just a symbol and organization never translates the suggestions in

actions, the box will have little effect on organization morale.

Once successfully made, changes in the organizational culture will be as stable as the old culture wa

However, any organization willing to change its culture must realize that such a change is never easy an

cannot be brought about simply by ordering employees.

Organizational Climate

Even though organizational culture and organizational climate are sometimes used interchangeably, there a

certain differences between the two. According to Bowditch and Buono. "Organizational culture is concern

with the nature of beliefs and expectations about organizational life, while climate is an indicator of wheth

those beliefs and expectations are being fulfilled." Organizational climate is a relatively enduring quality of t

internal environment that is experienced by its members, influences their behavior, and can be described

terms of the values of a particular set of characteristics."

It is a set of characteristics and factors of the organization that are perceived by the employees and, which serv

as a major force in influencing their behavior. These factors may include job descriptions, performance ar

evaluation standards, leadership style, challenges and innovations.

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FACTORS AFFECTING ORGANIZATIONAL CLIMATE

In every organization, there exist certain factors that exert deep influence on the climate. Schneider and Barl

describe six factors that have an influence over organizational climate such as managerial support, inter-agen

conflict, agent dependence and general satisfaction. Lawrence James and Allan Jones have identified fiv

factors influencing climate, which include management philosophy, organizational structure and process, whi

include communication, motivation and leadership, physical environment and values. Similarly, Kahn h

identified factors such as rules orientation, the nurture of subordinates, strict supervision and promotion

achievement orientation. Thus, it is very difficult to generalize exactly the factors affecting the climate.

Organizational climate has a major influence on human performance through its impact on t

motivation, job satisfaction and attitudes of people.

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LESSON - 19

ORGANIZATIONAL EFFECTIVENESS

Learning Objectives


• The concept of organizational effectiveness

• Factors contributing organizational effectiveness

CONCEPT OF ORGANIZATIONAL EFFECTIVENESS

Organizational effectiveness is defined as an extent to which an organization achieves its predetermin

objectives with the given amount of resources and means without placing undue strain on its members.

Sometimes efficiency and effectiveness are used as synonyms. However, there exists a differen

between the two concepts. Therefore, it is important to explain the difference between the concepts effectiveness and efficiency to understand why organizations may he effective bin not efficient, or efficient b

not effective. Effectiveness is a broad concept and takes into account a collection of factors both inside a

outside an organization. It is commonly referred to as the degree to which predetermined goals are achieved. O

the other hand, efficiency is a limited concept that pertains to the internal working of an organization. It refe

to an amount of resources used to produce a particular unit of output. It is generally measured as the ratio

inputs to outputs.

Further, effectiveness concentrates more on human side of organizational values and activities where

efficiency concentrates on the technological side of an organization. However the concept of effectiveness

not simple because there are many approaches in conceptualizing this term. Such approaches can be group

into following three approaches:

• Goal Approach,

• Functional Approach

• System Resource Approach

Goal Approach

Goal attainment is the most widely used criterion of organizational effectiveness, in goal approac

effectiveness refers to maximization of profits by providing an efficient service that leads to high productiv

and good employee morale. Campbell has suggested several variables such as, quality, productivity, efficienc

profit, turnover, accidents, morale, motivation and satisfaction, which help in measuring organizatio

effectiveness. However, none of the single variable has proved to be entirely satisfactory.

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Causal variables are those independent variables that determine the course of developments within

organization and the objectives achieved by an organization. These causal variables include only tho

independent variables, which can be altered by organization and its management. Causal variables inclu

organization and management's policies, decisions, business and leadership strategies, skills and behavior.

Intervening Variables

Intervening variables according to Likert are those variables that reflect the internal state and health of a

organization. For example, loyalties, attitudes, motivations, performance goals and perceptions of all t

members and their collective capacity for effective interaction, communication and decision-making.

End-Result Variables

End-Result variables are the dependent variables that reflect achievements of an organization such as

productivity, costs, loss and earnings.

Inter-Relationship of Variables

The three variables such as causal, intervening and end-result ore interrelated. The inter-relationship m

be visualized as psychological process where stimuli or causal variables acting upon the organism

intervening variables and creating certain responses or end-result variables. The causal, intervening and en

result variables comprise a complex network with many interdependent relationships. The causal variables a

the key to organizational effectiveness. Hence, to make organization effective, attempt should be made

improve the causal variables, while other variables will be corrected or improved automatically because

causal variables. Figure 19.1 shows the relationship among various variables.

Casual Variables Intervening Variables End Results Variables

Leadership Style Commitment to

Objective

Production

Cost

Sales

Earning

Turnover

Management Union

Relationship

Management

Decision

Motivation and

Morale

Organizational

Philosophy

Objectives and

policies

Communication

Leadership Skills

Conflict Resolution

Technology Decision –Making

Figure 19.1: Inter-relationship of Variables

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The above model is quiet simple. The effectiveness model can be presented in a more complex way i

at three different levels such as the individual, group and organizational levels in order to make the organizatio

more effective. Figure 19.2 shows Levels of Variables.

The effective organization is built of effective individuals who work collectively in groups.

The extent to which individual and organizational goals are integrated, affects the degree

organizational effectiveness, i.e., each individual tries to satisfy his goal by working in an organization a

simultaneously satisfying organizational minis. He may sec his goal satisfaction in satisfying organization

goals. If there is no perfect integration of individual and organizational goals then organizational effectivene

is affected adversely. However, organizational effectiveness is not a result of integration between individual a

organizational goals only but there are other causal variables affecting it.

Effectiveness through Adaptive-Coping Cycle

The organization must develop a system through which it can adapt or cope with the environmen

requirements; Schein has suggested that an organization can do this through the adaptive coping cycle, whi

consists of various activities that enable an organization to cope with the dynamics of environment.

Adaptive-Coping cycle is a continuous process. There are six stages in the adaptive-coping cycle as follows:

1. Sensing of Change: The first stage is the sensing of change in internal or external environment. Mo

of the organizations have adaptive sub-system such as marketing research, research and developme

and other similar devices for effective coping with the environment.

2. Importing the Relevant Information: Organizations must be able to take the relevant informati

from the environment, which constitutes the input.

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3. Changing Conversion Process: The organization takes the inputs from environment for furth

processing, normally known as conversion process.

4. Stabilizing Internal Changes: The fourth stage of the cycle is to stabilize an internal sub-system of

organization, which is dependent on external, sub-system. This is because change in one may affe

other and this change can be either positive or negative.

5. Exploring New Outputs: When the internal change is stabilised, the organization can export ne

outputs, which are in accordance with environment requirements.

6. Obtaining Feedback: The last stage in the cycle is to obtain feedback on the outcome of the chang

for further sensing the state of the external environment and the degree of integration of intern

environment. This is similar to first stage.

A successful coping suggests that all the stages have to be successfully-negotiated and failure at any

these stages may result into ineffectiveness.

Following are the major organizational conditions for effective coping:

• There should be an effective communication system through which reliable and valid information c

be passed.

• There should be enough internal flexibility so that changes can be brought and absorbed by

organization.

• Successful coping requires integration and commitment to organizational goals, which provi

willingness for change.

•

There should be supportive internal climate, which can support good communication, reduction inflexibility and stimulation of self-protection.

Maintaining organizational effectiveness requires additional efforts, especially when the maj

organizational changes take place.

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LESSON - 20

MANAGEMENT OF CHANGE

Learning Objectives

After reading this lesson, you should-be able to understand:

• The concept of change in the organization

• Forces affecting the change

• Model and dynamics of planned change

• The reasons for resistance to change

• The method of overcoming resistance to change

Change simply refers to alteration in the existing conditions of an organization. Even in most stab

organizations change is necessary to maintain stability. The economic and social environment is so dynam

that without adapting to such change even the most successful organizations cannot survive in the chang

environment. Therefore, management must continuously monitor the outside environment and be sufficient

innovative and creative to implement these changes effectively.

Organizations encounter different forces for change. These forces come from external and intern

sources of the organization.

EXTERNAL FORCESExternal forces for change originate outside an organization. There are four key external forces for change:

Demographic Characteristics: These include age, education, skill level and gender of employe

Organizations need to effectively manage these characteristics in order to receive maximum contribution an

commitment from their employees.

Technological Advancements: Both manufacturing and service organizations are increasingly usi

technology as a means to improve productivity and market competitiveness.

Market Changes: The emergence of a global economy is forcing Indian organizations to change the way th

do business. Organizations are entering into new partnerships with their suppliers in order to deliver high

quality products at lower prices.

Social and Political Pressures: These forces are created by social and political events. Personal values affe

employees’ needs, priorities and motivation. Therefore, managers need to adjust their managerial sty

according to the changing employee values. Political events also create substantial change in an organizatio

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Although it is difficult for organizations to predict changes in political forces, many organizations hire lobbyis

and consultants to help them detect and respond to social and political changes.

INTERNAL FORCES

Internal forces for change come from inside the organization. This may come from both human resour

problems and managerial behavior.

Human Resource Problems

These problems stem from employee perceptions about their work environment and conflict between

employee and organization needs. Organizations might respond to these problems by using the vario

approaches to job design by implementing realistic job previews and by reducing employees' role confli

stress, work overload and ambiguity.

Managerial Behavior

Excessive interpersonal conflict between managers and their subordinates is a sign of implementing

immediate change. Inappropriate leader behavior such as inadequate direction and support are the cause

conflict between managers and their subordinates.

Nature of Change

Organizations introduce changes through people. Unless the people arc willing to accept the need a

responsibility for organizational change, intended changes can never be translated into reality. In additio

individuals have to learn to adapt their attitudes and behavioral patterns to constantly changi

environments.

Management of change involves both individual and organizational change. Individual change

behavioral change, which is determined by individual characteristics of members such as their knowledg

attitudes, beliefs, needs, expectations and skills. It is possible to bring about a total change m_ an organizati

by changing behaviors of individual members through participative and. educative strategies. Although, t

degree of difficulty involved in the change and the time taken to bring about the change will depend on t

target of change.

The attitudes towards change are largely dependent on the nature of the situation and the manner

.which changes are initiated and executed.

Changing individual behavior is more time consuming and a difficult task. The linkage between attitu

and behavior is not direct and therefore changing behavior is more difficult than changing attitudes. On

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attitude does not necessarily get reflected in one's behavior. For example, we know that honesty is the be

policy and we have favourable altitudes towards people- who are honest but in certain situations, we may st

act in a less honest way.

Changing group behavior is usually a more prolonged and harder task. Every group has its ow

dynamics of push and pull that attempt to neutralise the change that may have taken place in an individual. D

to this group dynamics, individual member's ‘changed behavior’ may revert to earlier normative behavior

order to maintain the change in the existing conditions. However, due to the same reasons of a group's ove

riding influence on individual members, sometimes it may be easier to tackle the group as a whole rather th

trying to change the behavior of members one by one.

Bringing total behavioral change in all the groups and members of an organization involves difficu

long-range effort. More often than not, it is a slow painful process to usher a total cultural change in

organization.

It is possible to change total organization without focusing at the level of individual's change

knowledge, attitude and behavior. Modification in the organization's structures, policies, procedures a

techniques leads to total organizational change. These types of changes alter prescribed relationships and rol

assigned to members and eventually modify the individual members’ behavior and attitudes. As these two kin

of changes are interdependent, the complexity of managing change increases manifold.

APPROACHES TO ORGANIZATIONAL CHANGE

As organizational change is a complex process, therefore managers must approach it systematically a

logically. Some organizational changes are planned whereas other changes are reactive. Planned change

designed and implemented by an organization in an orderly and timely fashion in the anticipation of futu

change.

Reactive change results from a reaction of an organization to unexpected events. In contrast to plann

change, it is a piece-meal response to circumstances as they develop. External forces that the organization h

failed to anticipate or interpret always bring about reactive change. Since reactive change may have to

carried out hastily, it increases the likelihood of a poorly conceived and poorly executed Program.

Planned change is always preferable to reactive change. Managers who sit back and respond to chan

only when they can no longer avoid it are likely to waste a lot of time and money trying to patch together a la

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minute solution. The more effective approach is to anticipate the significant forces for change working in a

organization and plan ways to address them. To accomplish this, managers must understand the steps need

for effective change.

A COMPREHENSIVE MODEL OF CHANGE

The comprehensive model of change shown in the figure 20.1 shows seven steps that can lead to effectiv

change. This model is useful for both planned and reactive change.

The seven steps of comprehensive model of change are as follows:

Recognize need for change

The first step in this model is recognizing need for change. For marketing managers who anticipate neede

change, recognition is likely to come much earlier, as a result of marketing forecasts indicating new mark

potential, expert indications about impending socio-economic change or a perceived opportunity to capitali

on a key technological breakthrough. These managers tend to ‘initiate change because they expect it to

necessary in the near future in any case’.

Establish goals for change

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The manager must then set goals for the proposed change. It is important for the manager to specify goals th

the change is supposed to accomplish. The goals can be set to maintain or increase the market standing, to ent

new markets, to restore employee morale, to reduce turnover, to settle a strike and to identify good investme

opportunities.

Diagnose relevant variables

An important next step is diagnosing organizational variables that have brought about the need for chang

Turnover, for example, may be caused by a variety of factors such as low pay, poor working conditions, po

supervision, better alternatives in the job market or employee job dissatisfaction etc. Thus, if turnover is t

recognized stimulus for change, the manager must understand what has caused it in a particular situation

order to make the right changes. To carry out this diagnosis, the manager may discuss the situation wi

employees and other managers.

Select change intervention

After the manager has developed an understanding of the problem and its causes then he must select a chang

intervention that will accomplish the intended goal. An intervention is a specific change induced in

organization with the intention of solving a particular problem or accomplishing a specific objective. F

example, if turnover is caused by low pay, then a new reward system is required and if the cause is po

supervision then interpersonal skills and training for supervisors is required.

Plan implementation of change

The manager must then carefully plan the implementation of change. Planning the implementation of chang

involves consideration of the cost of the change, how the change will affect other areas of the organization a

the degree to

which employees should participate in bringing about the change. Hastily implemented change can result

more harm than benefit. For example, if the change involves the use of new equipment, the manager should n

make any changes that rely on the use of new equipment until it has arrived and been installed and worke

know how to use it. Moreover, if change is thrust upon them too quickly, their resistance may stiffen.

Implement change

A systematically implemented change is more likely to proceed smoothly and to encounter fewer obstacles th

is a change that is implemented too quickly and without adequate preparation.

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Evaluate implementation

Finally, after the change has been implemented, the manager should verify that it has accomplished its intend

goals. A change may fail to bring about the intended results. This may be due to inappropriate goals

inaccurate diagnosis of the situation or wrong selection of intervention.

MODELS AND DYNAMICS OF PLANNED CHANGE

Managers are criticized for emphasizing short-term, quick fix solutions to organizational problems. Quick-f

solutions do not really solve underlying problems and they have little staying power. Researchers and manage

have thus tried to identify effective ways to manage the change process. The following models have be

developed to effectively manage change:

Lewin's Change Model

Most theories of organizational change originated from the landmark work of social psychologist Kurt Lew

Lewin developed a three-stage model of planned change, which explained how to initiate, manage and stabili

the change process. The three stages are unfreezing, changing and refreezing. Before reviewing each stage, it

important to highlight the assumptions on which, this model is based:

1. The change process involves learning something new, as well discontinuing current attitudes, behavio

and organizational practices.

2. Change will not occur unless there is motivation to change. This is often the most difficult part of t

change process.

3. People are the hub of all organizational changes. Any change, whether in terms of structure, gro

process, reward systems or job design requires individuals to change.

4. Resistance to change is found even when the goals of change are highly desirable.

5. Effective change requires reinforcing new behaviors, attitudes and organizational practices.

The following are the three stages of change:

Unfreezing

The focus of this stage is to make organization open to change. In doing so individuals are encouraged

replace old behaviors and attitudes with those desired by management. Managers also need to devise ways

reduce the barriers to change during this stage.

Changing

The focus of this stage is in providing employees with new information, new behavioral models, or new wa

of looking at things. The purpose is to help employees learn new concepts to implement change. Role mode

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mentors, experts, benchmarking organization against world-class organizations and training are use

mechanisms to facilitate change.

Re freezing

The focus of this stage is stabilizing the change during refreezing by helping employees integrate the chang

behavior or attitude into their normal way of doing things. This is accomplished by first giving employees t

chance to exhibit the new behaviors or attitudes. Once exhibited, positive reinforcement is used to reinforce t

desired change. Additional coaching and modelling are also used at this point to reinforce the stability of t

change.

Expanded Process Model

Lewin's model is very simple and straightforward and virtually all models of organizational change use h

approach. However, it does not deal with several important issues. Expanded process model is illustrated in t

figure 20.2. This model looks at planned change from the perspective of top management. The mod

incorporates Lewin's concept as part of the implementation phase.

Figure 20.2

Top management according to this model perceives certain forces or trends that call for change an

issues that are subjected to the organization's usual problem solving and decision-making processes. Usual

the top management defines its goals in terms of what the organization or certain processes, or outputs will

like after the change. Alternatives for change are generated and evaluated and then an acceptable one

selected.

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RESISTANCE TO CHANGE

Although organizations initiate changes in order to adjust to the changes in their environments but peop

sometimes resist them. Therefore, managers need to recognize the manifestations of resistance both

themselves and in others, if they want to be more effective in supporting change. For example, managers c

use the list given in following table.

Acceptance • Enthusiasm

• Cooperation

• Cooperation under pressure from

management

• Acceptance

• Passive resignation

• Indifference

Indifference • Apathy: loss of interest in the job

• Doing only what is ordered

• Regressive behavior

Passive

Resistance

• Non-learning

• Protests

• Working to rule

• Doing as little as possible

Active

Resistance

• Slowing down

• Persona! withdrawal (increased time off

the job)

• Committing "errors"

• Spoilage

• Deliberate sabotage

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The sources of resistance to change within organizations are classified into organizational sources

resistance and individual sources of resistance.

ORGANIZATIONAL SOURCES OF RESISTANCE

According to Daniel Kantz and Robert L Khan, organizational sources of resistance can be divided in

following six general groups.

• Over determination or structural inertia refers to the tendency of an organization's rules, policies a

structure to maintain the existing conditions and therefore resist change even when change wou

benefit the organization more than stability.

•

When an organization tries to change one of its division or part of the division without recognizing tinterdependence of the division with other divisions of the organization, then it is said to have a narro

focus of change. Often a part of division cannot be changed without changing the whole division.

• Group inertia may weaken an individual’s attempt to bring about change.

• Resistance may also take the form of threatened expertise if the change lends to weaken speci

expertise built after years of experience. Organizational restructuring that involves reducing the numb

of job categories often meets this kind of resistance.

• Any change that may alter the power relationships within an organization may meet the form

resistance known as ‘threatened power’.

• Resistance may occur when a change threatens quantum of resource allocation from one part of t

organization to another.

Individual Sources of Resistance

According to researchers, individuals have the following reasons for resisting change:

• Simple habits create a lot of resistance. Most people prefer to do their work the way they did it last we

rather than learn a new approach.

• Perhaps the biggest cause of employee resistance to change is uncertainty. In the face of impendin

change, employees are likely to become anxious and nervous. They worry about their ability to me

new job demands therefore, leading to feeling of job insecurity.

• Some people resist change to avoid feeling of loss. For example, many organizations chan

interventions and alter work arrangements, thus disrupting existing social networks. Social relationshi

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are important to most people, so they resist any change that might adversely affect those relationship

Change may also threaten people's feelings of familiarity and self-confidence.

• People may resist change because their perceptions of underlying circumstances differ from t

perceptions of those who are promoting the change.

Valerie Stewart (1983), a British Psychologist and business consultant, has listed the followi

characteristics of people who are good at managing changes.

1. They know clearly what they want to achieve.

2. They can translate desires into practical action.

3. They can propose changes not only from their own view point but also from that of others.

4. They show reverence for tradition and respect for experience.

5. They are not discouraged by setbacks.

6. They harness circumstances to implement change.

7. They clearly explain change to people affected by change.

8. They involve their staff in the management of change and protect their security.

9. They do not pile one change on another but wait for assimilation.

10. They present changes as a relational decision.

11. They make change by personally rewarding people, wherever possible.

12. They share maximum information about possible outcomes.

13. They show that change is ‘related to business or job’.

14. They have a history of successful change.

OVERCOMING RESISTANCE TO CHANGE

Managers need not abandon planned change in the face of resistance. Before recommending speci

approaches to overcome resistance, there are three key conclusions that should be kept in mind. First,

organization must be ready for change. Second, the top management should inform the employees about t

process of change. Third, the employees perceptions or interpretations of a change should be considered.

The following methods of overcoming-resistance to change are as follows:

• Participation: Participation is generally considered the most effective technique for overcomi

resistance to change. Employees who take part in planning and implementing change are better able

understand the reasons for the change than those who are not involved. They become committed to t

change and make it work. Employees who have the opportunity to express their own ideas and

understand the perspectives of others are likely to accept change gracefully. It is a time consumi

process.

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• Education and Communication: Educating employees about the need for and the expected results

an impending change help reduce their resistance. Managers should maintain an open channel

communication while planning and implementing change. However, it is also a time consuming proces

• Facilitation of Change: Knowing ahead of lime that employees are likely to resist change then t

manager should do as much as possible to help them cope with uncertainly and feeling of los

Introducing change gradually, making only necessary changes, announcing changes in advance a

allowing time for people to adjust to new ways of doing things can help reduce resistance.

• Force-Field Analysis: In almost any situation where a change is being planned, there are forces acti

for and against the change. In force-field analysis, the manager list each set of forces and then try

remove or minimize some of the forces acting against the change.

• Negotiation: Where someone or some group will clearly lose out in a change and where that group h

considerable power to resist, there negotiation is required. Sometimes it is a relatively easy way to avo

major resistance.

• Manipulation and Cooperation: This is followed when other tactics will not work or are t

expensive. It can be quick and inexpensive, However, it can lead to further problems if people fe

manipulated.

• Explicit and Implicit Coercion: This is adopted where speed is essential and where the chan

initiators possess considerable power. It is speedy and can overcome resistance.

Each of the above methods has its advantages and disadvantages. There is no universal strategy f

overcoming resistance to change. Hence, an organization that plans to introduce certain changes must

prepared to face resistance from its employees. An organization should also have a planned approach

overcome such resistances.

ORGANIZATIONAL DEVELOPMENT

The term Organizational Development (OD) refers to a broad range of behavioral science based strategies us

to diagnose the need for change in organizations and to implement changes when necessary. OD can be defin

as a technique for bringing change in the entire organization, rather man focusing attention on individuals

bring change easily in the entire organization.

Nature of OD

OD is a general strategy or approach to organizational change mat is employed to analyze and diagnose th

sources of organizational problems and to develop and implement action plans for their solution. According

Bennis, OD has the following characteristics;

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• It is an educational strategy for bringing planned change.

• It relates to real problems of an organization.

• Laboratory training methods based on experienced behavior are primarily used to bring change.

• Change agent applying OD technique for change is external to the forms of consultants.

• There is a close working relationship between change agents and the people who are being changed. Th

relationships involve mutual trust, joint goals, means, and mutual influence.• The change agents share social philosophy about human value. They are humanists seeking to get

humanistic philosophy in organization.

OD Interventions

OD interventions refer to various activities which consultant and client organization perform for improvi

organizational functioning by enabling organization members to better manage their team and organizati

cultures. French and Well have defined OD interventions as "sets of structured activities in which select

organizational units (target groups or individuals) engage with a task or a sequence of tasks where the task goa

are related directly or indirectly to organizational improvement. Interventions constitute the action thrust

organization development; they make things happen and are what is happening.”

Intervention Techniques

• Sensitivity Training

• Process Consultation

• Team Development

• Grid Organization Development

Sensitivity Training: Sensitivity training is a small-group interaction under stress in an unstructured encount

group, which requires people to become sensitive to one another's feelings in order to develop reasonable gro

activity. In sensitivity training, the actual technique employed is T-group. T-group has several characteris

features:

• The T-group is generally small, from ten to twenty members

• The group begins its activity with no formal agenda

• The primary role of trainer is to call attention of members from time to time lo the ongoing proce

within the group

• The procedure lends to develop introspection and self-examination, with emotional levels

involvement and behavior.

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The objectives of such training are increased openness with others, more concern for others, increas

tolerance for individual differences, less ethnic prejudice, understanding of a group process, enhanced listeni

skills and increased trust and support.

Process Consultation: Process Consultation (P-C) represents a method of intervening in an ongoing system

The basic content of P-C is that the consultant works with individuals and groups to help them learn abo

human and social processes and learn to solve problems that stem from process events. P-C consists of ma

interventions and activities which affect the various organizational processes such as. communication, roles an

functions of group members, group problem-solving and decision-making, group norms, authority a

leadership and inter-group cooperation and conflicts.

Team Development: The underlying aim of team development is to increase trust among team membe

because people work better together when there is open and honest sharing about the problems and difficulti

that they have with one another. As such, at the initial level, the attempt should be to develop such a

environment where such trust can be developed among the team members

Grid Organization Development: Grid organization development, developed by Blake and Mounton, is

comprehensive and systematic OD Program. The Program aims at individuals, groups and the organization as

whole. It utilizes a considerable number of instruments, enabling individuals and groups to assess their ow

strength and weaknesses. It also focuses on skills, knowledge and processes necessary for effectiveness at t

individual, group and inter-group and total organization levels.

In addition to these people focused interventions, there may be other types of interventions too. e

structural and job interventions such as job enlargement, job enrichment, management by objectives, rule

procedures and authority structure.

OD offers some very attractive methodologies and philosophies to practicing managers a

academicians. William Halal is right when he says "OD in future includes any method for modifying th

behavior in the organization, hereby, encompassing the entire spectrum of applied behavioral science". The

also have been experiences of failure in OD but these are being recorded and collected to be reviewed.

general, OD shows a promising future, since there are no rigid sets of procedures in OD work and differe

strategies have to be evolved for different types of organizations.

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MODEL QUESTION PAPER

ORGANIZATIONAL BEHAVIOR

Time: 3 Hours Max. Marks: 100

SECTION-A (5x8 = 40)

Answer any Five questions

Note: All questions carry equal murks

1. What do you understand by organizational behavior? Bring out its nature and importance.

2. Discuss the personality attributes in organization.

3. What is the organizational design? What are its forms?

4. What is group cohesiveness? What are its determinants?

5. What are the forms of organizational communications?

6. What are the sources of power?

7. What are the causes of stress?

8. What is organizational culture? How it affects the behavior of the people?

SECTION- B (4x15 = 60)

Answer any four questions

1. Compare the Maslow's Theory with ERG Theory of Motivation.

2. What are the barriers to effective communication? How to overcome those barriers?

3. What are the techniques of managing political behavior?

4. State the consequences of stress and method of managing the stress.

5. Suggest strategies to resolve inter-group conflicts.

6. Why do people resist change? As a manager how would you overcome such resistance?

MODEL QUESTION PAPER

ORGANIZATIONAL BEHAVIOR

Time: 3 Hours Max. Marks: 100

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SECTION-A (5x8 = 40)

Answer any Five questions

Note: All questions carry equal murks

9. What do you understand by organizational behavior? Bring out its nature and importance.

10. Discuss the personality attributes in organization.

11. What is the organizational design? What are its forms?

12. What is group cohesiveness? What are its determinants?

13. What are the forms of organizational communications?

14. What are the sources of power?

15. What are the causes of stress?

16. What is organizational culture? How it affects the behavior of the people?

SECTION- B (4x15 = 60)

Answer any four questions

7. Compare the Maslow's Theory with ERG Theory of Motivation.

8. What are the barriers to effective communication? How to overcome those barriers?

9. What are the techniques of managing political behavior?

10. State the consequences of stress and method of managing the stress.

11. Suggest strategies to resolve inter-group conflicts.

12. Why do people resist change? As a manager how would you overcome such resistance?

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12 lessons of ob

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