PAMANTASAN NG LUNGSOD NG MAYNILAPAMANTASAN NG LUNGSOD NG MAYNILA(University of the City of Manila)(University of the City of Manila) Intramuros, Manila Intramuros, Manila  COLLEGE OF MANAGEMENT AND ENTREPRENEURCOLLEGE OF MANAGEMENT AND ENTREPRENEUR

COURSE : BPACOURSE : BPACOURSE TITLE : HUMAN BEHAVIOR IN ORGANIZATIONCOURSE TITLE : HUMAN BEHAVIOR IN ORGANIZATIONCOURSE NO. : BMG 165COURSE NO. : BMG 165PRE-REQUISITE : Foundations of Public AdministrationPRE-REQUISITE : Foundations of Public AdministrationPROFESSOR : JANET JIAO GONZALES OPERARIO, MGMPROFESSOR : JANET JIAO GONZALES OPERARIO, MGMCLASS/VENUE : Bureau of Fire CLASS/VENUE : Bureau of Fire SCHEDULE : Nov. 23, 30 and December 7, 2008SCHEDULE : Nov. 23, 30 and December 7, 2008

I. COURSE DESCRIPTIONI. COURSE DESCRIPTION

The behavior of individuals in organization – their motivations, aspirations, and The behavior of individuals in organization – their motivations, aspirations, and expectations. This course covers leadership styles as they relate to organizational productivity. expectations. This course covers leadership styles as they relate to organizational productivity. The relationship of organizational goals and the goals of groups, work teams and individuals.The relationship of organizational goals and the goals of groups, work teams and individuals.

II. OBJECTIVESII. OBJECTIVES

A. General ObjectivesA. General Objectives

1. To be able to explain the basic concepts of organizational behavior and its effect on 1. To be able to explain the basic concepts of organizational behavior and its effect on job job performance in an organization. performance in an organization.

2. To be able to discuss the process of motivation and its relationship with behavior 2. To be able to discuss the process of motivation and its relationship with behavior modification and reinforcement. modification and reinforcement.

  

B. Specific ObjectivesB. Specific Objectives 1. To be able to critically analyze concepts of leadership, its nature and impact in 1. To be able to critically analyze concepts of leadership, its nature and impact in organizations. organizations. 2. To be able to describe how an organizational culture is created and maintained or 2. To be able to describe how an organizational culture is created and maintained or changed. changed.

III. METHODOLOGY

The lecture-discussion, workshop and case study methods shall be used in the course. Students are therefore expected to read given assignments ahead of time to enable them to participate actively in class discussion.

IV. COURSE OUTLINECOURSE OUTLINE

A. Fundaments of Organizational Behaviour A. Fundaments of Organizational Behaviour B. Elements in OB B. Elements in OB C. Fundamental Concepts C. Fundamental Concepts 1. Nature of People 1. Nature of People 2. Approaches to OB 2. Approaches to OB 3. Development of OB 3. Development of OB 4. Organizational Culture 4. Organizational Culture D. Managing Communications D. Managing Communications E. Motivation and Rewards Systems E. Motivation and Rewards Systems F. Leadership F. Leadership G. Participation G. Participation H. Managing Change H. Managing Change I. Organizational Development I. Organizational Development J. Behaviour in the Organization J. Behaviour in the Organization K. Case Study K. Case Study

V. COURSE REQUIREMENTSV. COURSE REQUIREMENTS

1. Complete Attendance1. Complete Attendance2. Reflection Paper 2. Reflection Paper 3. Active Participation3. Active Participation4. Case study4. Case study

VI. REFERENCESVI. REFERENCES

1. Baron, Robert A. and Jerald Greenberg. Behaviour in Organizations: 1. Baron, Robert A. and Jerald Greenberg. Behaviour in Organizations: UnderstandingUnderstanding and Managing the Human Side of Work, 3 and Managing the Human Side of Work, 3rdrd ed. Boston: Allyn and Bacon, 1990. ed. Boston: Allyn and Bacon, 1990. 2. Beer, Michael. Lead to Succeed. Manila: National Bookstore, Inc. 1990 2. Beer, Michael. Lead to Succeed. Manila: National Bookstore, Inc. 1990 3. Davis, Keith and John M. Newstrom, Human Behaviour at Work, 8 3. Davis, Keith and John M. Newstrom, Human Behaviour at Work, 8thth ed. New York: ed. New York:

McGraw Hil Book Co., 1989. McGraw Hil Book Co., 1989. 4. Gibson, James L. Organizations: Behaviour, Structure, Processes, 7 4. Gibson, James L. Organizations: Behaviour, Structure, Processes, 7thth ed ed Homewood, Homewood, Illinois: Irwin, 1991. Illinois: Irwin, 1991. 5. Leveriza, Jose P. Human Behavior in Organizations: A Multi-disciplinary 5. Leveriza, Jose P. Human Behavior in Organizations: A Multi-disciplinary Approach: Approach: Manila: National Bookstore, Inc. 1993. Manila: National Bookstore, Inc. 1993. 6. Martinez, Concepcion Rodil, Human Behaviour in Organizations. Manila: 6. Martinez, Concepcion Rodil, Human Behaviour in Organizations. Manila: NationalNational Bookstore, Inc. 1992. Bookstore, Inc. 1992. 7. Sison, Perfecto, Personnel Management 7. Sison, Perfecto, Personnel Management

any other reference relevant to the topics, published not earlier 1989. any other reference relevant to the topics, published not earlier 1989.

What It Takes To Enter the Government Service?

BEHAVIORBEHAVIOR

> a composition of all human activities> a composition of all human activities..

> > A reflection of THOUGHTS, FEELINGS, EMOTIONS, SENTIMENTS whether A reflection of THOUGHTS, FEELINGS, EMOTIONS, SENTIMENTS whether conscious or not. conscious or not.

> a mirror of man’s NEEDS, VALUES, MOTIVATION, ASPIRATIONS, CONFLICTS > a mirror of man’s NEEDS, VALUES, MOTIVATION, ASPIRATIONS, CONFLICTS and and STATE OF LIFE. STATE OF LIFE.

VALUESVALUES

> are the accepted principles or standards of an individual, group or > are the accepted principles or standards of an individual, group or institution.institution.

> The word values root from the old French word, > The word values root from the old French word, valoirvaloir which means “to be which means “to be worth”worth” and from Latin and from Latin valerevalere, “to be powerful.”, “to be powerful.”

WHY STUDY HUMAN BEHAVIOR?WHY STUDY HUMAN BEHAVIOR?

> > To anticipate behavior, consequently influence individuals to think, To anticipate behavior, consequently influence individuals to think, feel and act accordingly. feel and act accordingly.

> To understand the actions of people necessary to the efforts of the > To understand the actions of people necessary to the efforts of the organization organization to achieve its goals with a more productive working (non-working, as well) to achieve its goals with a more productive working (non-working, as well) relationships (an improved work performance towards a higher level of relationships (an improved work performance towards a higher level of productivity).productivity).

> To have guidelines in the formulation of rules, policies, laws, and the like > To have guidelines in the formulation of rules, policies, laws, and the like that are that are appropriate and most useful to the organizations and members. (policy- appropriate and most useful to the organizations and members. (policy-making)making)

> To resolve conflicts. (industrial peace)> To resolve conflicts. (industrial peace)

> To determine people’s desires and wants which influence the DEMAND > To determine people’s desires and wants which influence the DEMAND (hence, (hence, selective buying), likewise, the thrust of innovations in technology and selective buying), likewise, the thrust of innovations in technology and sciencescience

> To increase productivity through improved performance.> To increase productivity through improved performance.

methods – system done by methods – system done by peoplepeople

machines – runs by peoplemachines – runs by peoplematerials – used by peoplematerials – used by peoplemoney – spent by peoplemoney – spent by people

manpower – acted by peoplemanpower – acted by people

FUNDAMENTALS OF OBFUNDAMENTALS OF OB

A. WORKING WITH PEOPLE A. WORKING WITH PEOPLE

ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL BEHAVIOR

The study and application of knowledge of how people – as an individuals The study and application of knowledge of how people – as an individuals or as groups, act within an organization.or as groups, act within an organization.

It strives to identify ways in which people can act more effectively.It strives to identify ways in which people can act more effectively.

1. 1. PRIMARY GOALS OF OBPRIMARY GOALS OF OB

> DESCRIBE – how people behave under a variety of conditions > DESCRIBE – how people behave under a variety of conditions

> UNDERSTAMD – why people behave as they do > UNDERSTAMD – why people behave as they do

> PREDICT – which employees might be dedicated and productive or > PREDICT – which employees might be dedicated and productive or which might be absent, today, or disruptive on a certain day. which might be absent, today, or disruptive on a certain day.

> CONTROL AND DEVELOP – some human activity at work > CONTROL AND DEVELOP – some human activity at work

2.2. ELEMENTS OF OBELEMENTS OF OB

* PEOPLE - make up the internal social system of the organization. * PEOPLE - make up the internal social system of the organization. They are They are living, with thinking, feeling beings who work in the living, with thinking, feeling beings who work in the organizationorganization to achieve their objectives. to achieve their objectives.

* STRUCTURE – defines the formal relationship of people in the * STRUCTURE – defines the formal relationship of people in the organization. organization. Different jobs are required to accomplish all of an Different jobs are required to accomplish all of an organization organization activities. The people have to be related in some activities. The people have to be related in some structural structural ways so that their work can be effectively coordinated. ways so that their work can be effectively coordinated.

* TECHNOLOGY- provides the resources with which people work and * TECHNOLOGY- provides the resources with which people work and affectsaffects the tasks that they perform. Allows people to do more the tasks that they perform. Allows people to do more and and better work. Has costs and benefits. better work. Has costs and benefits. * ENVIRONMENT- all organization operate within an internal and * ENVIRONMENT- all organization operate within an internal and external external environment. Part of a larger system that contains environment. Part of a larger system that contains many many other elements such as government, family and other other elements such as government, family and other

organizations. It influences the attitudes of people, organizations. It influences the attitudes of people, affects affects working conditions and provides competition for working conditions and provides competition for resources resources and power. and power.

KEY ELEMENTS IN ORGANIZATION BEHAVIORKEY ELEMENTS IN ORGANIZATION BEHAVIOR

* People join together in an organization to * People join together in an organization to accomplish an accomplish an objective, some kind of structure is required. objective, some kind of structure is required.

* People use technology to help get the job done, so * People use technology to help get the job done, so therethere is an interaction. is an interaction.

* These elements are influenced by external * These elements are influenced by external environmentenvironment and they influenced it. and they influenced it.

FUNDAMENTAL CONCEPTSFUNDAMENTAL CONCEPTS

A. NATURE OF PEOPLEA. NATURE OF PEOPLE

* Individual Differences – management can get the greatest motivation among employees by * Individual Differences – management can get the greatest motivation among employees by treating them differently. It requires that a managers approach to employees be individual treating them differently. It requires that a managers approach to employees be individual and not statistical. and not statistical.

* Perception – a unique way in which each person sees, organizes and interprets things, employees * Perception – a unique way in which each person sees, organizes and interprets things, employees see their work world differently because they may differ in their personalities, needs, see their work world differently because they may differ in their personalities, needs, demographic factors and past experiences. demographic factors and past experiences.

* A Whole Person- people function as total human beings. Organization employ whole person* A Whole Person- people function as total human beings. Organization employ whole person rather than certain characteristics. rather than certain characteristics.

* Motivated Behavior – motivation is essential to the operation of organizations. No matter how* Motivated Behavior – motivation is essential to the operation of organizations. No matter how much technology and equipment an organization has, these things cannot much technology and equipment an organization has, these things cannot be put to use until they are released and guided by people who have been be put to use until they are released and guided by people who have been motivated. motivated.

* Desire for Involvement – (self efficacy) the belief that one has the necessary capabilities to * Desire for Involvement – (self efficacy) the belief that one has the necessary capabilities to performperform a tasks, fulfill role expectations, make a meaningful contribution or meet a a tasks, fulfill role expectations, make a meaningful contribution or meet a challenging challenging situation carefully. Employees share their talents and ideas. Organization need to situation carefully. Employees share their talents and ideas. Organization need to provide opportunities for meaningful involvement which will result in mutual benefit provide opportunities for meaningful involvement which will result in mutual benefit for both parties. for both parties.

*Value of the Person – people want to be treated with respect and dignity; they want to be valued *Value of the Person – people want to be treated with respect and dignity; they want to be valued for for their skills and abilities and to be provided with opportunities to develop themselves. their skills and abilities and to be provided with opportunities to develop themselves.

B. BASIC APPROACHES TO OBB. BASIC APPROACHES TO OB

* HUMAN RESOURCES APPROACH – concerned with the growth and * HUMAN RESOURCES APPROACH – concerned with the growth and development of people toward higher levels of competency; creativity and development of people toward higher levels of competency; creativity and fulfillment because people are the central resources in any organization. fulfillment because people are the central resources in any organization. Supportive helps employees to become better and more responsible persons.Supportive helps employees to become better and more responsible persons.

* CONTINGENCY – different behaviors are required by different environments * CONTINGENCY – different behaviors are required by different environments for effectiveness. It encourage analysis of situation prior to action while at the for effectiveness. It encourage analysis of situation prior to action while at the same time discouraging habitual practice based on universal assumption same time discouraging habitual practice based on universal assumption about people.about people.

* PRODUCTIVITY APPROACH- OB programs are assessed in terms of their * PRODUCTIVITY APPROACH- OB programs are assessed in terms of their efficiency. It measure how efficiently one produces whatever output is efficiency. It measure how efficiently one produces whatever output is desired. Better productivity is a valuable measure of how will resources are desired. Better productivity is a valuable measure of how will resources are used in society.used in society.> knowledge x skill = ABILITY> knowledge x skill = ABILITY> Attitude x situation = MOTIVATION> Attitude x situation = MOTIVATION> Ability x motivation = POTENTIAL HUMAN PERFORMANCE> Ability x motivation = POTENTIAL HUMAN PERFORMANCE> human performance x resources = ORGANIZATIONAL PRODUCTIVITY> human performance x resources = ORGANIZATIONAL PRODUCTIVITY

* SYSTEM APPROACH – all parts of the organization interact in a complex * SYSTEM APPROACH – all parts of the organization interact in a complex relationship. It interprets a people-organization relationships in terms of relationship. It interprets a people-organization relationships in terms of whole person, whole group, whole organization and the whole social system.whole person, whole group, whole organization and the whole social system.

C.C. DEVELOPMENT OF OBDEVELOPMENT OF OB

1. HISTORICAL DEVELOPMENT1. HISTORICAL DEVELOPMENT

*ROBERT OWEN– emphasize the human needs of employees*ROBERT OWEN– emphasize the human needs of employees - taught his workers cleanliness and temperance - taught his workers cleanliness and temperance - improved their working conditions - improved their working conditions F Father of public administrationather of public administration

* ANDREW URE – recognized the mechanical and commercial parts of * ANDREW URE – recognized the mechanical and commercial parts of manufacturing but added a human factor. manufacturing but added a human factor.

* FREDERICK TAYLOR – * FREDERICK TAYLOR – father of scientific managementfather of scientific management - pointed out that just as there was a best machine for a job so - pointed out that just as there was a best machine for a job so were were there best ways for people to do their jobs. there best ways for people to do their jobs.

* ELTON MAYO – concluded that an organization is a social system and * ELTON MAYO – concluded that an organization is a social system and the the worker is indeed the most important element in it. worker is indeed the most important element in it. F Father of Human Relationsather of Human RelationsHUMAN RELATIONSHUMAN RELATIONS is the interaction of people in a work situation is the interaction of people in a work situation which enables them to work effectively and cooperatively with which enables them to work effectively and cooperatively with economic, social and psychological satisfaction.economic, social and psychological satisfaction.

2.2. CONCEPTUAL DEVELOPMENTCONCEPTUAL DEVELOPMENT

* Douglas McGregor –most management actions flow directly from * Douglas McGregor –most management actions flow directly from whatever theory of human behavior they hold.whatever theory of human behavior they hold.- management personnel practices, decision making, operating - management personnel practices, decision making, operating practices and even organizational design flow from assumptions about practices and even organizational design flow from assumptions about human behavior.human behavior.

THEORY X THEORY Y

Traditional assumptions about personTraditional assumptions about person

(dislikes work and will avoid it if possible)(dislikes work and will avoid it if possible)

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Manager views the average man as basically Manager views the average man as basically lazy, avoids work if possible; selfish and lazy, avoids work if possible; selfish and dishonest; cannot be trusted or relied upon to dishonest; cannot be trusted or relied upon to carry on responsibility. carry on responsibility.

Implies more human and supportive approach Implies more human and supportive approach to managing people. (work is as natural as to managing people. (work is as natural as play or rest)play or rest)

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Manager believes man is basically possessing Manager believes man is basically possessing self-direction and self-control; can be trusted self-direction and self-control; can be trusted and relied upon and in seeking responsibility and relied upon and in seeking responsibility and self-fulfillment.and self-fulfillment.

He exercise tight control of his men, driving to He exercise tight control of his men, driving to work by threats of being penalized andwork by threats of being penalized and

Acting in a bossy and autocratic manager.Acting in a bossy and autocratic manager.

He is permissive, supportive and encourages He is permissive, supportive and encourages independent mindedness, individual independent mindedness, individual development and expression allowing development and expression allowing subordination to find fulfillment in their work.subordination to find fulfillment in their work.

4.4. ORGANIZATIONAL CULTURE (CHANGESORGANIZATIONAL CULTURE (CHANGES))

- - the set of assumptions, beliefs, values and norms that is shared the set of assumptions, beliefs, values and norms that is shared among its members in the organization.among its members in the organization.

SOCIAL CULTURE – beliefs customs knowledge and practicesSOCIAL CULTURE – beliefs customs knowledge and practices behavior- affects decision making. behavior- affects decision making.

NEW CULTURE-(CULTURE SHOCK) – a feeling of confusion, insecurity NEW CULTURE-(CULTURE SHOCK) – a feeling of confusion, insecurity and anxiety caused by a strange new environment.and anxiety caused by a strange new environment.

* social equilibrium – working balance-harmonious relationship.* social equilibrium – working balance-harmonious relationship.* social disequilibrium – people working against one another* social disequilibrium – people working against one another

CHANGECHANGE the process of learning new ideas and practices and a change in one part of a system in the process of learning new ideas and practices and a change in one part of a system in the organization affects all other parts no matter how slight or how great its impact may the organization affects all other parts no matter how slight or how great its impact may be.be.

EFFECTS OF CHANGEEFFECTS OF CHANGE

FUNCTIONAL EFFECTFUNCTIONAL EFFECT DYSFUNCTIONAL EFFECTDYSFUNCTIONAL EFFECT

Occurs when a change such as the Occurs when a change such as the introduction of cross functional design introduction of cross functional design teams and it when it is favorable for the teams and it when it is favorable for the systemsystem

Ex. Introduction of computer in BIREx. Introduction of computer in BIR

(increases productivity)(increases productivity)

Employees can be creative, productive, Employees can be creative, productive, enthusiastic and actively seek to enthusiastic and actively seek to improve the quality of their improve the quality of their organizations service.organizations service.

OVERCOME: to encourage functional OVERCOME: to encourage functional behaviors, the employees need to behaviors, the employees need to receive clear expectations and promises receive clear expectations and promises of rewards, and the organization needs of rewards, and the organization needs to receive commitment from them in to receive commitment from them in exchange.exchange.

Occurs when an action or change Occurs when an action or change creates an unfavorable effects (decline creates an unfavorable effects (decline productivity) for the system.productivity) for the system.

Ex. Employees are tardy, absent Ex. Employees are tardy, absent frequently, unwilling to use their frequently, unwilling to use their talents, and resist to organizational talents, and resist to organizational changes.changes.

ROLEROLE

* * the pattern of actions expected of a person in activities involving the pattern of actions expected of a person in activities involving others. others. * reflects one’s person’s position in the social system with its * reflects one’s person’s position in the social system with its accompanyingaccompanying rights and obligations, power and responsibility. rights and obligations, power and responsibility.* a person has roles both on the job and away from it. As role of * a person has roles both on the job and away from it. As role of worker, worker, family role of parent; social role of club president, etc. family role of parent; social role of club president, etc. * each role calls for different types of behavior.* each role calls for different types of behavior.

Ex. Worker may have more role: Ex. Worker may have more role:

a clerk in one unit; a clerk in one unit; a subordinate to his supervisor; a subordinate to his supervisor; a member of the employees association; and a member of the employees association; and a representative in a working committee. a representative in a working committee.

ROLE PERCEPTIONROLE PERCEPTION

* how they think they are supposed to act in their own roles and how* how they think they are supposed to act in their own roles and how others should act in their roles. others should act in their roles.

Ex. When a manager and an employee interact, each one needs to understand Ex. When a manager and an employee interact, each one needs to understand at least three role perceptions. at least three role perceptions.

A manager and an employee has the following roles: A manager and an employee has the following roles:

1. the role as required by the job being performed.1. the role as required by the job being performed.2. the role of the one being contracted .2. the role of the one being contracted .3. the role as seen by the manager/employee.3. the role as seen by the manager/employee.

MENTORSMENTORS

a role model who guides another employee (protegee) by sharing valuable a role model who guides another employee (protegee) by sharing valuable advice on roles to play and behaviors to avoid.advice on roles to play and behaviors to avoid.(teach, advice, and sponsor their fellow employee so as to expedite their (teach, advice, and sponsor their fellow employee so as to expedite their career progress)career progress)- usually older, successful themselves and respected by their peers and - usually older, successful themselves and respected by their peers and influential.influential.- willing to commit time and energy to help another person move up to the - willing to commit time and energy to help another person move up to the corporate corporate ladder (amasenso) ladder (amasenso)- often not the employees’ direct supervisor, can provide additional support to - often not the employees’ direct supervisor, can provide additional support to aid an aid an employee’s career progress. employee’s career progress.

STATUSSTATUS

- social rank of a person in a group. It is a mark of recognition, honor - social rank of a person in a group. It is a mark of recognition, honor and acceptance given to a person.and acceptance given to a person.

SOURCES OF STATUS ON THE JOBSOURCES OF STATUS ON THE JOB- working condition - education - job level- working condition - education - job level- abilities - job skill - occupation- abilities - job skill - occupation- pay/method of pay - seniority - age - pay/method of pay - seniority - age

STATUS SYMBOLSTATUS SYMBOL- visible, external things that attach to a person or workplace and - visible, external things that attach to a person or workplace and serve as evidence of a social rank.serve as evidence of a social rank.Ex. Type of wastebasket (distinction)Ex. Type of wastebasket (distinction) position of the desk compared to subordinate position of the desk compared to subordinate a coat and tie (clothes people wear at work) a coat and tie (clothes people wear at work) job title (dr, captain) job title (dr, captain)

DIFFERENCESDIFFERENCES

DEVELOPMENT – continuous processDEVELOPMENT – continuous processGROWTH – age, it ends, it stopsGROWTH – age, it ends, it stops

DOING RIGHT THING – EFFECTIVEDOING RIGHT THING – EFFECTIVEDOING THINGS RIGHT – EFFICIENT (MEANS OF DOING)DOING THINGS RIGHT – EFFICIENT (MEANS OF DOING)

EFFICIENCY – MEANS OF DOING SOMETHINGEFFICIENCY – MEANS OF DOING SOMETHINGEFFECTIVE – WITH ACHIEVING OBJECTIVE FOR A GOALEFFECTIVE – WITH ACHIEVING OBJECTIVE FOR A GOAL

human resource development – peoplehuman resource development – peoplehuman resource management – includes everybody from the human resource management – includes everybody from the

organizationorganization

generalist – knows less of what is moregeneralist – knows less of what is morespecialist – knows more of what is lessspecialist – knows more of what is less

COMMUNICATIONCOMMUNICATION

the transfer of information from the transfer of information from one person to another person.one person to another person.

A way of reaching others by A way of reaching others by transmitting ideas, facts, thoughts, transmitting ideas, facts, thoughts, feelings and values.feelings and values.

Involves at least two people (a Involves at least two people (a sender and a receiver)sender and a receiver)

IMPORTANCE OF IMPORTANCE OF COMMUNICATIONCOMMUNICATION

Organization cannot exist without Organization cannot exist without communication.communication.

Employees cannot know what their workers Employees cannot know what their workers are doing, if there is no communication.are doing, if there is no communication.

Management cannot receive information Management cannot receive information inputs and supervisors and team leaders inputs and supervisors and team leaders cannot give instructions.cannot give instructions.

Coordination of work is impossible and Coordination of work is impossible and cooperation also becomes impossible cooperation also becomes impossible because people cannot express their needs because people cannot express their needs and feeling to others.and feeling to others.

It helps accomplish all the basic It helps accomplish all the basic management functions – planning, management functions – planning, organizing, leading and controlling – so that organizing, leading and controlling – so that organizations can achieve their goals and organizations can achieve their goals and meet their challenges.meet their challenges.

Communication BarriersCommunication Barriers

> > PERSONAL - arise from human emotions, values, and poorPERSONAL - arise from human emotions, values, and poor listening habits. listening habits.> PHYSICAL – occur in environment in which the > PHYSICAL – occur in environment in which the communicationcommunication takes place takes place> SEMANTICS – the science of meaning as contrasted with > SEMANTICS – the science of meaning as contrasted with phonetics, phonetics, the science of sounds. the science of sounds.

COMMUNICATION SYMBOLSCOMMUNICATION SYMBOLS

> Words> Words> Pictures> Pictures> Action > Action

STEPS OF COMMUNICATIONSTEPS OF COMMUNICATION1. DEVELOP 1. DEVELOP -an idea that the sender wishes to transmit-an idea that the sender wishes to transmit 2. ENCODE – 2. ENCODE – convert the idea into suitable words, symbols for convert the idea into suitable words, symbols for 3. 3. TRANSMITTRANSMIT- when finally developed, choose method to transmit- when finally developed, choose method to transmit4. RECEIVE 4. RECEIVE 5. DECODE - 5. DECODE - the message so that it can be understoodthe message so that it can be understood6. ACCEPT6. ACCEPT7. USE- 7. USE- its for the receiver to use the informationits for the receiver to use the information8. PROVIDE FEEDBACK- 8. PROVIDE FEEDBACK- acknowledges the message and responds to the acknowledges the message and responds to the sender, sender, feedback has occurred feedback has occurred

FORMS ELEMENTSFORMS ELEMENTSLATERAL SENDERLATERAL SENDERNETWORKS MESSAGE NETWORKS MESSAGE OMBUDSPERSON CHANNEL OMBUDSPERSON CHANNEL ELECTRONIC MAIL RECEIVER ELECTRONIC MAIL RECEIVER TELECOMMUTINGTELECOMMUTING

Praise and Praise and RecognitionRecognition

MOTIVATIONMOTIVATION

The word “motivation” is derived from the word “motivate” which means to: *     move, impel or induce to act to satisfy a need of want.*     any consideration, idea or object prompting of exciting an individual to act or move him to do what his leader wants to be accomplished.•     a willingness to exert effort to achieve a goal or object for • reward.*     anything that is designed to make the individual or group of individuals obtain or satisfy their needs.

MANAGEMENT TASK:

One of the most important tasks of management is how to arouse and maintain the interest of its employees to work

willingly and enthusiastically to achieve its goals.

PERFORMANCEPERFORMANCE(the product of ability and motivation)(the product of ability and motivation)

P=A x M P=A x M

THEORIES OF HUMAN MOTIVATIONTHEORIES OF HUMAN MOTIVATION1. NEED-HIERARCHY CONCEPT (A. MASLOW)1. NEED-HIERARCHY CONCEPT (A. MASLOW)

EFFECTS PF MOTIVATIONEFFECTS PF MOTIVATION

From the studies made by the researchers on motivation, the following effects of From the studies made by the researchers on motivation, the following effects of motivating employees have been definitely established:motivating employees have been definitely established:

* That employees who are sufficiently motivated, move and act to follow the * That employees who are sufficiently motivated, move and act to follow the direction direction desired by management. desired by management.  *    That the motivated employees achieve high output and produce good quality *    That the motivated employees achieve high output and produce good quality products and products and services. services.  * That employees who are properly motivated are more careful in the use and * That employees who are properly motivated are more careful in the use and care of machines and equipment, avoid or prevent accidents and minimize or care of machines and equipment, avoid or prevent accidents and minimize or prevent prevent losses or waste. losses or waste.  * That employees accept willingly the changes made by management provided * That employees accept willingly the changes made by management provided that the changes to be made have been previously explained to and understood that the changes to be made have been previously explained to and understood byby them and proper training is provided to adjust them to the change. them and proper training is provided to adjust them to the change.  *    That motivated employees willingly respond in times of emergencies or during *    That motivated employees willingly respond in times of emergencies or during rushrush periods or occasions requiring special effort, overtime and the like. periods or occasions requiring special effort, overtime and the like.  * That with motivated employees the problems of discipline are minimized. * That with motivated employees the problems of discipline are minimized. When a man is sufficiently motivated, discipline will take care of itself. When a man is sufficiently motivated, discipline will take care of itself.

TYPES OF MOTIVATIONTYPES OF MOTIVATION

POSITIVE NEGATIVE

A human relations and leadership A human relations and leadership approach whereby subordinates approach whereby subordinates follow the leader’s will because of follow the leader’s will because of some possible gain, reward or some possible gain, reward or satisfaction they expect to get.satisfaction they expect to get. Creates greater worker enthusiasm Creates greater worker enthusiasm to work with a higher level of morale to work with a higher level of morale and with fewer complaints and less and with fewer complaints and less problems.problems.

Ø MoneyØ Money

Ø  Job securityØ  Job security

Ø  Praise and recognitionØ  Praise and recognition

Ø  Sense of belongingness Ø  Sense of belongingness

Ø  CompetitionØ  Competition

Ø  Delegation of authority & Ø  Delegation of authority &

ResponsibilityResponsibility

Ø  Employee participationØ  Employee participation

Ø  Sincere interest in SubordinatesØ  Sincere interest in Subordinates

Also influences others to follow the Also influences others to follow the leader’s will, but not because of any leader’s will, but not because of any expected advantage but of fear of expected advantage but of fear of punishment or the application of punishment or the application of certain sanctions such as losing some certain sanctions such as losing some money, recognition or even one’s job.money, recognition or even one’s job. The supervisor may get more The supervisor may get more results in terms of productivity while results in terms of productivity while the workers are being watchedthe workers are being watched.. Ø      negative leaders may get Ø      negative leaders may get immediate response to his immediate response to his instructions instructions

  

MASLOW’S HIERARCHY OF NEEDSMASLOW’S HIERARCHY OF NEEDS

Security/safetySecurity/safety

Social needSocial need

self self realizationrealization

Physiological needsPhysiological needs

self-self-fullfullmenmentt

MOTIVATION HYGIENE CONCEPTMOTIVATION HYGIENE CONCEPT(Frederick Herzberg(Frederick Herzberg) ) JOB SATISFACTION – a set of favorable or unfavorable feelings and JOB SATISFACTION – a set of favorable or unfavorable feelings and emotions emotions with which employees view their work. with which employees view their work.> he argues that JS and JD are separate dimensions> he argues that JS and JD are separate dimensions> emphasize achievement, as a critical factor for long run JS> emphasize achievement, as a critical factor for long run JS

STRONG DETERMINANTS OF JSSTRONG DETERMINANTS OF JS > achievement > achievement> recognition> recognition> work itself> work itself> responsibility> responsibility> advancement> advancement

ACHIEVEMENT MOTIVATIONACHIEVEMENT MOTIVATION(D. McGregor)(D. McGregor)

> need for achievement> need for achievement> based on the assumption that human needs are factors in > based on the assumption that human needs are factors in motivating people to perform organizational tasks.motivating people to perform organizational tasks.

THEORY X AND THEORY Y THEORY X AND THEORY Y

MOTIVATIONAL APPROACHMOTIVATIONAL APPROACH(Rensis Likert)(Rensis Likert)

based his motivational approach to mgt.based his motivational approach to mgt.good supervisors are those whose groups achieved high good supervisors are those whose groups achieved high productivity and bad supervisors are those whose groups productivity and bad supervisors are those whose groups produced low output.produced low output.Maximum production results are based on the manager’s Maximum production results are based on the manager’s understanding of the groups and individuals on whom understanding of the groups and individuals on whom supervisors depend for results.supervisors depend for results.He suggest that mgt should organize work groups following He suggest that mgt should organize work groups following those criteria instead of using the traditional man to man those criteria instead of using the traditional man to man pattern.pattern.

MOTIVATIONAL APPROACHES IN GOVT SERVICESMOTIVATIONAL APPROACHES IN GOVT SERVICESRecruitment and selection reassignmentRecruitment and selection reassignmentpromotion career and personnel devtpromotion career and personnel devtreduction in force staff development planreduction in force staff development planperformance appraisal leave incentive retirementperformance appraisal leave incentive retirementappointmentappointment

MOTIVATIONAL DRIVESMOTIVATIONAL DRIVES

Achievement Motivation- a drive to overcome, accomplish Achievement Motivation- a drive to overcome, accomplish objectives and get ahead.objectives and get ahead.

(wishes to achieve objectives and advance up the ladder of (wishes to achieve objectives and advance up the ladder of success)success)

Affiliation – a drive to relate to people on a social basisAffiliation – a drive to relate to people on a social basis

(work better when they are complemented)(work better when they are complemented)

Competence Motivation- a drive to do high quality work and Competence Motivation- a drive to do high quality work and develop one’s skillsdevelop one’s skills

(seek job mastery, take pride in developing)(seek job mastery, take pride in developing)

Power Motivation – a drive to influence people and situation.Power Motivation – a drive to influence people and situation.(seek power through legitimate means, rise to leadership (seek power through legitimate means, rise to leadership

positions through successful performance)positions through successful performance)

MOTIVATORSMOTIVATORS

INTRINSIC – internal rewards INTRINSIC – internal rewards

EXTRINSIC- external rewardsEXTRINSIC- external rewards

EMPLOYEE ATTITUDESEMPLOYEE ATTITUDES

are the feelings and beliefs that largely determine how are the feelings and beliefs that largely determine how employees will receive their environment, commit themselves employees will receive their environment, commit themselves to intend actions and ultimately behave.to intend actions and ultimately behave.

A mental set that affects how a person will view something A mental set that affects how a person will view something else, such as a window provides a framework for the view or else, such as a window provides a framework for the view or out of a buildingout of a building

- - the ability to influence others inside the organizationthe ability to influence others inside the organization

LEADERSHIP STYLESLEADERSHIP STYLES DIRECTIVE – the leader focuses on clear tasks DIRECTIVE – the leader focuses on clear tasks

assignments, standards of successful performance and assignments, standards of successful performance and work schedules.work schedules.

SUPPORTIVE- the leader demonstrates concern for SUPPORTIVE- the leader demonstrates concern for employees’ well-being and needs, while trying to create employees’ well-being and needs, while trying to create a pleasant work environment.a pleasant work environment.

ACHIEVEMENT-ORIENTED- the leader sets high ACHIEVEMENT-ORIENTED- the leader sets high expectations for employees, communicates confidence expectations for employees, communicates confidence in their ability to achieve challenging goals, and in their ability to achieve challenging goals, and enthusiastically models the desired behavior.enthusiastically models the desired behavior.

PARTICIPATIVE- the leader invites employees to provide PARTICIPATIVE- the leader invites employees to provide input to decisions, and seriously seeks to use their input to decisions, and seriously seeks to use their suggestions as final decisions are made.suggestions as final decisions are made.

LEADER’S TRAITLEADER’S TRAIT TO BE A LEADER ONE MUSTTO BE A LEADER ONE MUST Believe in and live out corporate Believe in and live out corporate

valuesvalues Be a risk takerBe a risk taker Develop and communicate a Develop and communicate a

rallying visionrallying vision Proven track recordProven track record A listenerA listener Be an optimistic and have a sense Be an optimistic and have a sense

of humorof humor A catalyst for changeA catalyst for change Earned the trust of the Earned the trust of the

organizationorganization good, strong subordinates for good, strong subordinates for

successionsuccession Be a strategic thinkerBe a strategic thinker

TO BE A LEADER ONE TO BE A LEADER ONE SHOULDSHOULD

Have had different work Have had different work experiencesexperiences

Be able to deal with ambiguityBe able to deal with ambiguity Be skilledBe skilled Understand and know how to Understand and know how to

deploy technicaldeploy technical Be financially adeptBe financially adept Have a balanced healthy lifestyleHave a balanced healthy lifestyle Contribute to the local communityContribute to the local community Be active in at least one business Be active in at least one business

activityactivity Be active in at least non-business-Be active in at least non-business-

non local activity non local activity

LEADERSHIP REQUIREMENTSLEADERSHIP REQUIREMENTS

CourageCouragedependabilitydependability

flexibilityflexibilityintegrityintegrityjudgmentjudgment

respect for othersrespect for others

B. B. EMPOWERMENT AND PARTICIPATIONEMPOWERMENT AND PARTICIPATION

SELF EFFICACY - conviction among pSELF EFFICACY - conviction among people that they can successfully perform eople that they can successfully perform their jobs and make meaningful contribution.their jobs and make meaningful contribution.

EMPOWERMENT – process of identifying and removing conditions of EMPOWERMENT – process of identifying and removing conditions of powerlessness while emphasizing feeling of self efficacy.powerlessness while emphasizing feeling of self efficacy.

APPROACHES:APPROACHES:

a. Helping employee achieve job mastery a. Helping employee achieve job mastery b. providing successful role modelb. providing successful role modelc. using social reinforcement and persuasionc. using social reinforcement and persuasiond. Giving emotional supportd. Giving emotional support

when a managers use these approaches, employees begin believing that when a managers use these approaches, employees begin believing that thy are competent an valued, that their jobs have meaning and impact, and thy are competent an valued, that their jobs have meaning and impact, and the opportunities to use their talent.the opportunities to use their talent.

PARTICIPATIONPARTICIPATION

mental and emotional involvement of person in group situation that encourage mental and emotional involvement of person in group situation that encourage them to contribute to group goals and share responsibility for them.them to contribute to group goals and share responsibility for them.

UTILIZATION OF WORKFORCEUTILIZATION OF WORKFORCEPRODUCTIVITY-IMPROVEMENT PRESSURESPRODUCTIVITY-IMPROVEMENT PRESSURESEMPLOYEE DESIRES AND EXPECTATIONSEMPLOYEE DESIRES AND EXPECTATIONS

PREREQUISITES FOR PARTICIPATIONPREREQUISITES FOR PARTICIPATIONAdequate time to participateAdequate time to participatepotential benefits greater that costspotential benefits greater that costsrelevance to employee interests relevance to employee interests adequate employee abilities to deal with the subjectadequate employee abilities to deal with the subjectmutual ability to communicatemutual ability to communicateno feeling of threat to either partyno feeling of threat to either partywithin the area of job freedomwithin the area of job freedom

PARTICIPATIONPARTICIPATION

PRE REQUISITESPRE REQUISITES Adequate time to participateAdequate time to participate Potential benefits greater than Potential benefits greater than

costscosts Relevance to employee interestsRelevance to employee interests Adequate employee abilities to Adequate employee abilities to

deal with the subjectdeal with the subject Mutual ability to communicateMutual ability to communicate No feeling of threat to either partyNo feeling of threat to either party Within the area of job freedomWithin the area of job freedom

BENEFITSBENEFITS

Higher productivityHigher productivity Better qualityBetter quality Feel more accepted and Feel more accepted and

involvementinvolvement

CHANGECHANGEis any alteration from the past to the presentis any alteration from the past to the present

reasons they resist to changereasons they resist to changesocial interactionsocial interaction

it threatens their needs for securityit threatens their needs for securitystatusstatus

self esteemself esteem

BENEFITS FROM RESISTANCEBENEFITS FROM RESISTANCE

ISSUES IN THE ORGANIZATIONISSUES IN THE ORGANIZATION

Issues between organization and individualsIssues between organization and individuals

conformity- is a dependence on the norms of others conformity- is a dependence on the norms of others without independent thinking.without independent thinking.

Rights of privacy refers to organizational invasion of Rights of privacy refers to organizational invasion of person’s private life and unauthorized release of person’s private life and unauthorized release of confidential information about a person in a way that confidential information about a person in a way that would cause emotional harm or suffering.would cause emotional harm or suffering.

DISCIPLINE

“He should not do that again…”

Discipline means the mental and moral training and development of Discipline means the mental and moral training and development of character or the training that corrects and strengthens mental and character or the training that corrects and strengthens mental and moral character. Discipline is also the manner in which a member of moral character. Discipline is also the manner in which a member of the organization conforms to the established rules and regulations the organization conforms to the established rules and regulations which experience has shown to be desirable.which experience has shown to be desirable.

The two (2) goals of discipline are:The two (2) goals of discipline are:  1.      to improve performance; and1.      to improve performance; and2.      to improve morale2.      to improve morale  5.2.1 GUIDES TO DISCIPLINARY ACTION5.2.1 GUIDES TO DISCIPLINARY ACTION              Disciplinary action should be taken in private.Disciplinary action should be taken in private.            An application of a penalty should always carry with it a An application of a penalty should always carry with it a

constructive element.constructive element.            Disciplinary action should be applied by the immediate supervisor.Disciplinary action should be applied by the immediate supervisor.            Promptness is important in the taking of disciplinary action.Promptness is important in the taking of disciplinary action.            Consistency in the administration of disciplinary action is highly Consistency in the administration of disciplinary action is highly

essential.essential.            An immediate supervisor should never be disciplined in the An immediate supervisor should never be disciplined in the

presence of his own subordinate.presence of his own subordinate.            After the disciplinary action has been taken, the manager should After the disciplinary action has been taken, the manager should

attempt toattempt to assume a normal attitude toward the employee. assume a normal attitude toward the employee.

Preventive discipline – is action taken to encourage employees to Preventive discipline – is action taken to encourage employees to follow standards and rules so that infractions do not occur. follow standards and rules so that infractions do not occur.

(encourage employees self discipline)(encourage employees self discipline)Corrective discipline – is an action that follows infractions so that Corrective discipline – is an action that follows infractions so that

future acts will be in compliance with standards.future acts will be in compliance with standards.

WHISTLE BLOWING –disclosing alleged a misconduct to an internal or WHISTLE BLOWING –disclosing alleged a misconduct to an internal or external source.external source.

CONFLICTCONFLICT – arises from disagreement over goals and the methods – arises from disagreement over goals and the methods used to accomplish these goals.used to accomplish these goals.

Intrapersonal conflict- occurs within an employee between individual Intrapersonal conflict- occurs within an employee between individual or groups and across organizations as they compete.or groups and across organizations as they compete.

Interpersonal conflict protecting oneself image and self esteem from Interpersonal conflict protecting oneself image and self esteem from damage by others. Occurs when two persons are incompatible and damage by others. Occurs when two persons are incompatible and

their personalities clash.their personalities clash.Intergroup conflict – conflict between departments.Intergroup conflict – conflict between departments.

SOURCES OF CONFLICTSOURCES OF CONFLICT

Organizational change- different viewsOrganizational change- different viewspersonality clashes-individual differencespersonality clashes-individual differencesdifferent sets of values-different sets of beliefs and value different sets of values-different sets of beliefs and value systemsystemthreats to status- social rank is threatened by another, people threats to status- social rank is threatened by another, people struggle struggle to maintain a desired image. to maintain a desired image. contrasting perception- people see or perceive differently as a contrasting perception- people see or perceive differently as a result of their prior experiences and expectationsresult of their prior experiences and expectations