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TRANSCRIPT
Foundations Of Individual Behaviour
Evneet kaurM.Com(E-Com)Sem III
Contents
AbilityTypes of AbilityThe Ability-Job FitModels of ManMars Model of Individual BehaviourCase StudyConclusion References
Ability
The capacity of an individual to perform the various tasks associated with a job.
Types of ability Physical Ability
The capacity to do tasks demanding stamina, dexterity,
strength, and similar characteristics.
Intellectual AbilityAbility to perform the mental
activity
Nine Physical Abilities
Strength Factors1.Dynamic strength2.Trunk strength3. Static strength4. Explosive strength
Other Factors7.Body coordination8.Balance9Stamina
Flexibility Factors5.Extent flexibility6.Dynamic flexibility
Nine Basic Physical AbilitiesStrength Factors
1. Dynamic strength Ability to exert muscular force repeatedly or continuously over time
2. Trunk strength Ability to exert muscle strength using the trunk (particularly abdominal) muscles
3. Static strength Ability to exert force against external objects
4. Explosive strength Ability to expend a maximum of energy in one or a series of explosive acts
Flexibility Factors
5. Extent flexibility Ability to move the trunk and back muscles as far as possible
6. Dynamic flexibility Ability to make rapid, repeated flexing movements
Other Factors
7. Body coordination Ability to coordinate the simultaneous actions of different parts of the body
8. Balance Ability to maintain equilibrium despite forces pulling off balance
9. Stamina Ability to continue maximum effort requiring prolonged effort over time
Source: http://www.angelfire.com/ak6/organizational_behav/lecture2.pdf
INTELLECTUAL ABILITIES
Dimensions of Intellectual Ability
Dimension Description Job ExampleNumber aptitude Ability to do speedy and accurate
arithmeticAccountant: computing the sales tax on a set of items
Verbal comprehension Ability to understand what is read or heard and the relationship of words to each other
Plant manager: following corporate policies on hiring
Perceptual speed Ability to identify visual similarities and differences quickly and accurately
Investigator: identifying clues to support a investigation
Inductive reasoning Ability to identify a logical sequence in a problem and then solve the problem
Market researcher: forecasting demand for a product in the next time period
Deductive reasoning Ability to use logic and assess the implications of an argument
Supervisor: choosing between two different suggestions offered by employees
Spatial visualization Ability to imagine how an object would look if its position is space were changed
Interior decorator: redecorating an office
Memory Ability to retain and recall past experiences
Salesperson: remembering the names of customers
Source: http://www.angelfire.com/ak6/organizational_behav/lecture2.pdf
The Ability-Job Fit
Ability-JobFitEmployee’s
AbilitiesJob’s Ability
Requirements
Models Of Man
Rational Economic Man
Social Man
Organisational Man
The Self Actuating Man
Complex Man
Rational Economic Man
This model is given by McGregor’s
This modal is based on classical organization theory
Employees are rational who are primarily motivated by money.
Assumptions
People are motivated primarily by the economic incentives.
As the Organisation controls the economic incentives, human beings are essentially passive agents, who are manipulated , motivated and controlled by the organisation
Organisation designed in such a way so that they can control people’s feelings and their unpredictable traits.
Drawbacks
Based on classical organisation theory , it suffers from the shortcomings inherent in that theory.
The economic incentives can work till the man is not reasonably satisfied by the need of money.
Social man
Eltan mayo conceived this concept when he carried out Hawthorne studies during (1927-1932).
Man is a part of the social group. Influenced by the social forces and seeks satisfaction of the needs which are related to the maintenance of his social relationships.
Assumptions
Human beings are basically motivated by social needs.
Human being values social relationship higher than his economic motives.
People do not act or react as individuals but as a members of a group.
Informal leaders play an important role in setting and enforcing the group norms.
Changes required in the managerial strategy
Earlier the management was conceived only with the output given by the workers. In this approach, the management had to pay attention to the workers also as human beings.
Under this concept , the psychological needs were also to be considered
Cont.
To analyses and motivate human behaviour in term of groups rather than on individual basis.
Instead of being the controller of behaviour, manager were supposed to act as the supporter of workers.
Organisation Man
The concept of organization man was introduced by William Whyte
He believed that it is very important for a person to be loyal to the organization and cooperative with the fellow workers.
Every individual should sacrifice his individuality for the sake of the group and the organization.
Assumptions Individual by himself is isolated and
meaningless. The group is the source of activity. The ultimate need of every individual is
belongingness.The organization man concept emphasizes that
there is no conflict between the individual interest and the interest of the organization. Even if there is any conflict, individual interest will be sacrificed in favor of the group interest to remove the conflict.
The self actuating man
Self actuating man assumes that man’s inherent need is to use his capabilities and skills in such a way that he should have the satisfaction of creating certain things.
The earlier models do not allow him to satisfy his self actuating needs.
Assumptions
The basis assumption about this concept is that the various needs of a man can be put in the order of priority. For example MASLOW has put various needs in a hierarchy.
Self actualization according to this diagram is the ultimate goal, because it is last in the hierarchy and by the time this goal is achieved , all the other needs of the man are also satisfied.
Hierarchy of needs
Physiological Needs
Safety Needs
Belongingness Needs
Esteem Needs
Self Actualisation Needs
Assumptions (cont.)
In the process of self actualization, there are various changes in the behaviour of the individual and he moves from immaturity of maturity.
He is Self motivated and self controlled. Any incentives given by the management can not motivate him after a certain level and any control imposed on him cannot threaten him.
Assumptions (cont.)
The earlier models were based on the assumption that a man has got immature personality. However, the reality is that if a man is left free, he will put in his maximum efforts.
Complex man
Complex man presents the real picture of human behaviour.
The earlier models assume that man will always behave according to certain set patterns.
Assumptions People are not only complex but are also highly
variable. Though their needs can be arranged in a hierarchy, but this hierarchy is also not universal.
People are capable of learning new motives through their organizational experiences.
People’s motives in different organizations or different sub parts of the same organization may be different.
Mars model of individual behaviour
Motivation
Ability
Role Perception
Situationalcontingencies
Behaviour And
Results
Mars model of individual behaviour
This model shows that these four factors have a combined effect on individual performance.
If any of these four factors weakens ,employee’s performance will come down.
Case studyMarbonite is a fast growing manufacturing company.
Mr. Dilip khanna is the supervisor of the warehouse where unskilled workers are working. A few months back, the management had decided to install mechanized material handling equipment to reduce costs. Before installing the new equipment Mr. khanna ,made a lot of efforts to introduce the change by involving all the workers in it, since the workers lacked training and knowledge about productivity and cost reduction effects of this equipment. Ultimately ,the new material handling equipment was installed with the active cooperation of the workers.
(Cont.)A few months afterwards, the company decided to
install a sophisticated fixture in the electronic assembly department among a group of technical workers. Considering Mr. khanna’s success in the previous change, this job was also assigned to him. Mr. khanna did not expect any opposition about the proposed change since the group consisted of educated employees, who were in a better position to understand the company problems and utility of the new fixture. Accordingly, he did not make much efforts before introducing the new equipment as he had done in the previous situation.
(Cont.)
The result was beyond every body’s imagination. The group resisted tooth and nail the introduction of the new system until it was given up. The mistake proved very costly to Mr. khanna and he lost his job.
Questions?
1. What , in your opinion, Mr. khanna would have done to avoid resistance by the technical group to the proposed change?
2. How do you explain the behavior of the two groups in accepting or rejecting the change contemplated by the management?
Conclusion
References
Ashwathappa.k.(2004). Organizational Behaviour.Delhi:Himalaya Publishing House
Gupta.S.K.(2010). Organizational Behaviour.Chennai:Kalyani
Moorhead.G,Griffin.R.W. (2007).Organizational Behaviour.New Delhi:Bizantra
Robbins.S.P,Judge.T.A,Sanghi.S.(2009). Organizational Behaviour.Delhi:Pearson
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