Organizational Behavior Organizational Behavior 1.1 What is Organizational Behavior? 1.1 What is Organizational Behavior? Human Relations; Human Relations; Organizational Structure; Organizational Structure; Assigned Responsibilities; Assigned Responsibilities; Economic and social aspect of employee; Economic and social aspect of employee; Integrated approach to achieve the Integrated approach to achieve the organizational goals; organizational goals; OB focuses on understanding and explaining OB focuses on understanding and explaining individual and group behavior in organization; individual and group behavior in organization;
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Organizational BehaviorOrganizational Behavior
1.1 What is Organizational Behavior?1.1 What is Organizational Behavior?
Human Relations;Human Relations; Organizational Structure;Organizational Structure; Assigned Responsibilities;Assigned Responsibilities; Economic and social aspect of employee;Economic and social aspect of employee; Integrated approach to achieve the Integrated approach to achieve the organizational goals;organizational goals;
OB focuses on understanding and explaining OB focuses on understanding and explaining individual and group behavior in organization;individual and group behavior in organization;
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Definitions of OB:Definitions of OB:
OB can be defined as the OB can be defined as the understanding , understanding , prediction, and managementprediction, and management of human of human behavior in organizations. behavior in organizations. – – Fred LuthansFred Luthans
OB may be defined as the systematic study OB may be defined as the systematic study of the nature of organizations- of the nature of organizations- how they how they begin, grow, and develop, and they affect begin, grow, and develop, and they affect on individual members, constituent on individual members, constituent groups, other organizations, and larger groups, other organizations, and larger institutionsinstitutions.. – – Joe KellyJoe Kelly
OB is the study and application of OB is the study and application of knowledge about how people– as knowledge about how people– as individuals and as groups act within individuals and as groups act within organizations.organizations.
– – John Newstrom & Keith DavisJohn Newstrom & Keith Davis
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OB is a field of study that investigates OB is a field of study that investigates the impact the impact of individuals, groups and structure on behavior of individuals, groups and structure on behavior within organizationwithin organization for the purpose of applying for the purpose of applying such knowledge towards improving an such knowledge towards improving an organization’s effectiveness. organization’s effectiveness. – – Stephen P. Stephen P. RobbinsRobbins
The field of OB focuses on the micro aspects of The field of OB focuses on the micro aspects of organizations such as organizations such as motivation, job motivation, job satisfaction, and leadershipsatisfaction, and leadership. . – – Martin J. GannonMartin J. Gannon
There are four components such as There are four components such as (Martin J. (Martin J.
Gannon)-Gannon)-
Design of Organization, Design of Organization, Planning and control, Planning and control, Behavioral process and Behavioral process and Decision Making;Decision Making;
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1.2 Nature of Organizational Behavior1.2 Nature of Organizational Behavior
Field of study-Field of study- it discusses concepts, it discusses concepts, theories, procedure, methods, & principles of theories, procedure, methods, & principles of behavior;behavior;
Interdisciplinary subject-Interdisciplinary subject- OB studied in OB studied in Psycho, Mgt, Pol Sc., Soc, Engineering, and Psycho, Mgt, Pol Sc., Soc, Engineering, and SW discipline etc. SW discipline etc.
Applied science-Applied science- to apply research findings to apply research findings to solve the behavioral problems;to solve the behavioral problems;
Humanistic and Optimistic issues-Humanistic and Optimistic issues- (Hum- (Hum- need & motivation, Opti- to believe in need & motivation, Opti- to believe in freedom, creativity, productivity of employee freedom, creativity, productivity of employee to achieve the organizational goals); to achieve the organizational goals);
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Normative and value centered-Normative and value centered- not only not only cause & effect relationship rather it is based on cause & effect relationship rather it is based on socially accepted and value centered approach;socially accepted and value centered approach;
Total system approach-Total system approach- individual behavior, individual behavior, psychological structure, interpersonal relations psychological structure, interpersonal relations are discussed in relations to socio-cultural are discussed in relations to socio-cultural perspective; perspective;
Performance oriented-Performance oriented- can differentiate can differentiate employee in terms of skills, performance, employee in terms of skills, performance, quality enhancement and motivation using quality enhancement and motivation using cause and effect method;cause and effect method;
Oriented toward organizational objectives/ Oriented toward organizational objectives/ Integration of objectives-Integration of objectives- coordinated with coordinated with the personal and organizational goals and the personal and organizational goals and directed to achieve organizational goals;directed to achieve organizational goals;
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1.3 Goals of OB1.3 Goals of OB
GoalsGoals
• To describe behavior-To describe behavior- to relate behavior with to relate behavior with organization, how people behave with organization, how people behave with organization decision, principle, philosophy, organization decision, principle, philosophy, discipline etc. discipline etc.
• To understand-To understand- to understand the inner to understand the inner causes of the behavior of the employee;causes of the behavior of the employee;
• To predict the future outcomes-To predict the future outcomes- to protect to protect uncertainty; uncertainty;
• Control-Control- to control behavior to achieve the to control behavior to achieve the goals of the organization; goals of the organization;
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1.4 Elements of OB1.4 Elements of OB
o PeoplePeople- individual, group (people form groups - individual, group (people form groups for their interest, group dynamics); for their interest, group dynamics);
o Structure of Organization-Structure of Organization- worker, supervisor, worker, supervisor, manager, director, accountant etc.manager, director, accountant etc.
o Technology used in organization-Technology used in organization- can't can't produce more by bare hand, so technology is produce more by bare hand, so technology is very essential. very essential.
o Environment-Environment- organization affect organization affect environment, school, hospital, community environment, school, hospital, community centre etc.centre etc.
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Elements of OBElements of OB(to establish good relation to ensure human welfare)(to establish good relation to ensure human welfare)
Human Resources•Individual
•Group
Technology•Machineries
•Computer Hardware & Hardware
Structure•Task
•Relations
Organizational Behavior
Environment•Government•Competitors
•Social System
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1.5 Basic Approaches of OB1.5 Basic Approaches of OB
Inter-Disciplinary Approach-Inter-Disciplinary Approach- to enhance the to enhance the relationship between employee and the organization;relationship between employee and the organization;
Human Resource Approach-Human Resource Approach- to help and create to help and create environment to fully develop the skills and creativity; environment to fully develop the skills and creativity;
Contingency/Situational Approach-Contingency/Situational Approach- it was believed it was believed that same mgt principles would be used for all that same mgt principles would be used for all organization, but recent views is program taken based organization, but recent views is program taken based on a particular situation;on a particular situation;
Whole System Approach- Whole System Approach- activities of employee activities of employee sometimes affect the total/partial part of the sometimes affect the total/partial part of the organization, before taking any program it is important organization, before taking any program it is important to know the internal situation of the organization; lots of to know the internal situation of the organization; lots of variable, interdependent, sub-stream, input-output, variable, interdependent, sub-stream, input-output, positive-negative, short term-long term; Whole system positive-negative, short term-long term; Whole system approach; approach;
Productivity/Result Oriented ApproachProductivity/Result Oriented Approach- productivity - productivity depends on input-output ratio, if output increases out of depends on input-output ratio, if output increases out of same input it can be termed productivity; same input it can be termed productivity;
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1.5 Basic Approaches of OB1.5 Basic Approaches of OB
Basic Approaches of OBBasic Approaches of OB
Inter-Disciplinary Approach
Human Resource Approach
Contingency/Situational Approach
Total System Approach
Productivity/Result Oriented Approach
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1.6 Models of OB1.6 Models of OB
Models- Sets of assumptions, principles, & instructionsModels- Sets of assumptions, principles, & instructions
The Autocratic Model-The Autocratic Model-
historical perspective is the ‘historical perspective is the ‘industrial revolution’industrial revolution’, , main assumption is main assumption is ‘exercise of power‘exercise of power ‘ by mgt., ‘ by mgt., mgt. think they ‘mgt. think they ‘understand better than anybody’understand better than anybody’,, employee suppose to ‘employee suppose to ‘follow order’follow order’ of the boss, & be of the boss, & be
‘‘loyalloyal’, ’, employees are employees are dependent to bossdependent to boss,, employee don’t know the organization but know the employee don’t know the organization but know the
bossboss;; employee is employee is compare with the ‘X’ theory of McGregorcompare with the ‘X’ theory of McGregor mgt. are only concern of employees ‘mgt. are only concern of employees ‘fundamental fundamental
demandsdemands;’;’ employees are usually ‘employees are usually ‘feels insecure and frustrated’feels insecure and frustrated’; ; there is provision for ‘there is provision for ‘punishment’ punishment’ for the employee;for the employee;
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The Custodial/Supervisory ModelThe Custodial/Supervisory Model
this model is ‘this model is ‘opposite’opposite’ to autocratic model, to autocratic model, emphasizes on ‘emphasizes on ‘welfare’welfare’ of the employee; of the employee; there is provision for ‘there is provision for ‘reward’reward’ for the good for the good
work of the employee,work of the employee, general assumption is the employee will general assumption is the employee will
depend on the ‘depend on the ‘organization’organization’ rather than rather than boss;boss;
employee usually work with ‘employee usually work with ‘positive positive motivation’motivation’; ;
‘‘productivity and growth’productivity and growth’ increased; increased;
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The Supportive ModelThe Supportive Model
the model is similar to McGregor’s Y the model is similar to McGregor’s Y theory; assumed that man are not lazy by theory; assumed that man are not lazy by nature;nature;
the model is based on leadershipthe model is based on leadership human resources approachhuman resources approach to create such environment in to create such environment in
organization so that the organization will organization so that the organization will develop and employee enjoy to achieve develop and employee enjoy to achieve the goals of the organization;the goals of the organization;
the management support the task done by the management support the task done by the employee rather than the employee;the employee rather than the employee;
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The Collegial ModelThe Collegial Model
the model is called interrelated contribution the model is called interrelated contribution (employee-employer) model ;(employee-employer) model ;
an upgraded version of the supportive model;an upgraded version of the supportive model; this model is normally applied in the research this model is normally applied in the research
laboratory and where similar kind of working laboratory and where similar kind of working environment exists; environment exists;
all employee think that he has some all employee think that he has some contribution for the organization and the contribution for the organization and the organization need him; he also think that other organization need him; he also think that other people has similar contribution for the people has similar contribution for the organization;organization;
employee recognizes the contribution of the employee recognizes the contribution of the Mgt. Mgt.
management act like a partner, not as boss;management act like a partner, not as boss;
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2.1 Definition of Motivation
MotivationMotivation-- Motive (a driven force to do Motive (a driven force to do something), Essential for Organization and something), Essential for Organization and Mgt.Mgt.
Positive Motivation-Positive Motivation- Good Salary, Job Security, Good Salary, Job Security, Good Working Condition etc. Good Working Condition etc.
Negative Motivation-Negative Motivation- Threat, Punishment, Threat, Punishment, applying force etc.applying force etc.
““Motivation is the act of stimulating someone Motivation is the act of stimulating someone or or
oneself to take a desired course of action.”oneself to take a desired course of action.”
- - Michael J. JuciusMichael J. Jucius
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““Motivation is the inner state of energies, Motivation is the inner state of energies, channels that sustains human behavior.” channels that sustains human behavior.”
- - William F. GlueckWilliam F. Glueck
““Motivation is the set of forces that causes people Motivation is the set of forces that causes people to behave in certain ways.” to behave in certain ways.”
- R.W. Griffin- R.W. Griffin ““Motivation is a managerial function to inspire, Motivation is a managerial function to inspire, encourage and impel people to take required encourage and impel people to take required action.” action.” – S.A. Sherlekar– S.A. Sherlekar
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Motivation Process/CycleMotivation Process/Cycle
Unsatisfied Need
Need Satisfaction Goal Directed Behavior
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Motivation Process/CycleMotivation Process/Cycle
Need Tension Drives Goal Directed Behavior
Goal Achievement Need Satisfaction Reduction of Tension
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2.2 Importance/Proper Application of Motivation
Spontaneous Participation of Worker; Spontaneous Participation of Worker; Increases Productivity;Increases Productivity; Role of Motivation in Job Satisfaction; Role of Motivation in Job Satisfaction; Role of Motivation in Maximum Utilization Role of Motivation in Maximum Utilization
of Human Resources;of Human Resources; Encouraging the Worker to do more work;Encouraging the Worker to do more work; Proper Utilization of Production Elements;Proper Utilization of Production Elements; Change of Attitude and Behavior;Change of Attitude and Behavior; Development of Labor Management Development of Labor Management
Relation;Relation;
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Conti-------- Importance/Proper Application of Motivation
Labor Turnover Decreases; Increasing Labor Turnover Decreases; Increasing the Efficiency/Skill of Employee;the Efficiency/Skill of Employee;
Motivation Increases the Flow of Motivation Increases the Flow of Work-Organization;Work-Organization;
Success in Technical Change;Success in Technical Change; Success in Training Programme;Success in Training Programme; Better Image;Better Image; Reduction of Wastage;Reduction of Wastage; Development of Morale (increase Development of Morale (increase
High SalaryHigh Salary Sound Promotion PolicySound Promotion Policy Bonus & Festival BonusBonus & Festival Bonus Profit SharingProfit Sharing InsuranceInsurance Medical FacilitiesMedical Facilities Residential Facilities/ House LoanResidential Facilities/ House Loan Transportation FacilitiesTransportation Facilities Reward, & Other Financial FacilitiesReward, & Other Financial Facilities
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Factors of Employee Motivation
Conti---Conti---
Non-financial IncentivesNon-financial Incentives
1. Commitment1. Commitment
Certain goals, Certain goals, Security of job, Security of job, Opportunity of promotion, Opportunity of promotion, Training facility, Training facility, Recognition of work,Recognition of work, Application of objective Application of objective
management,management, Following proper management rule,Following proper management rule,
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Factors of Employee Motivation
Conti-----Conti-----
2. Opportunity to Secure Success
Proportionality of responsibility and Proportionality of responsibility and power;power;
Equal distribution of power and Equal distribution of power and responsibility;responsibility;
opportunity of autonomy in own job area;opportunity of autonomy in own job area; Developing job;Developing job; Environment of participatory decision Environment of participatory decision
making;making; Direct communication;Direct communication; Satisfying the social and esteem need;Satisfying the social and esteem need; Encouraging in creativity;Encouraging in creativity;
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2.4 Theories of Motivation:2.4 Theories of Motivation:
Need Hierarchy Theory Need Hierarchy Theory
Abraham Herald Maslow (1943)Abraham Herald Maslow (1943) The theory is called Maslow’s Need The theory is called Maslow’s Need
Hierarchy TheoryHierarchy Theory He has arranged human needs in five He has arranged human needs in five
categories and arranged them in terms categories and arranged them in terms of importance- those are as follows-of importance- those are as follows-
1.1. Physiological NeedsPhysiological Needs
2.2. Safety NeedsSafety Needs
3.3. Social NeedsSocial Needs
4.4. Esteem NeedsEsteem Needs
5.5. Self ActualizationSelf Actualization
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Maslow’s Need Hierarchy TheoryMaslow’s Need Hierarchy Theory
Physiological NeedsPhysiological Needs
Safety NeedsSafety Needs
Social NeedsSocial Needs
EsteemEsteem NeedsNeeds
Self Self ActualizationActualization
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Criticism of Maslow’s Motivation TheoryCriticism of Maslow’s Motivation Theory
These hierarchy of needs are not equally These hierarchy of needs are not equally applicable for everyone;applicable for everyone;
Which needs are currently fulfilling is not Which needs are currently fulfilling is not possible to know; possible to know;
Exception of this hierarchy is not discussed; Exception of this hierarchy is not discussed; Needs and motivation discussed by Maslow’s Needs and motivation discussed by Maslow’s
is simple, but in reality is not so simple; is simple, but in reality is not so simple; He has not discussed about the alternative He has not discussed about the alternative
goals goals
(When targeted goals are not possible to (When targeted goals are not possible to achieve);achieve);
Systematic satisfaction of needs is not true,Systematic satisfaction of needs is not true,
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Two-Factor’s Theory
Fredrick Herzberg’s (1959) studied work Fredrick Herzberg’s (1959) studied work motivation at St. Pittsburg industrial area on 200 motivation at St. Pittsburg industrial area on 200 Engineers and Accountants, results found that- Engineers and Accountants, results found that-
Factor- 1: Hygiene or Maintenance Factors-Factor- 1: Hygiene or Maintenance Factors-
(Items that influence the degree of job dissatisfaction) (Items that influence the degree of job dissatisfaction)
Company policyCompany policy Supervision Supervision SalarySalary StatusStatus Working ConditionWorking Condition SecuritySecurity Inter-personal relationship Inter-personal relationship
(Items that influence the degree of (Items that influence the degree of job satisfaction))
Achievement Achievement RecognitionRecognition Work itselfWork itself ResponsibilityResponsibility Personal growthPersonal growth AdvancementAdvancement
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X & Y Theory
Douglas McGregor (1960) in his book ‘The Human Douglas McGregor (1960) in his book ‘The Human Side of Enterprise’ stated X & Y theory- Side of Enterprise’ stated X & Y theory-
Basic Assumptions of ‘X’ theory (traditional/neg.)Basic Assumptions of ‘X’ theory (traditional/neg.)
by nature man is lazy, and don’t like to work;by nature man is lazy, and don’t like to work; less interest to work and try to avoid work,less interest to work and try to avoid work, man wants to control and directed by others,man wants to control and directed by others, limited high ambition and expect security and limited high ambition and expect security and
safety;safety; greedy for money & no drive for creativity;greedy for money & no drive for creativity; man considered as machine, mgt don’t value man considered as machine, mgt don’t value
them as a man;them as a man; man work to avoid punishmentman work to avoid punishment; ;
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Basic Assumptions of ‘Y’ theory (liberal/positive)Basic Assumptions of ‘Y’ theory (liberal/positive)
democratic principledemocratic principle man don’t dislike work, they work like sports man don’t dislike work, they work like sports
& sleep;& sleep; there is no need to threat anybody to get the there is no need to threat anybody to get the
things done;things done; man like to be self controlled & self-direction;man like to be self controlled & self-direction; man work for recognition (reward) and self man work for recognition (reward) and self
development;development; man wants more and more responsibilities in man wants more and more responsibilities in
appropriate environment;appropriate environment; man has intelligence, creativity to solve man has intelligence, creativity to solve
organizational problems;organizational problems;
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Expectancy Theory
Victor H. Vroom of Yale University has Victor H. Vroom of Yale University has proposed proposed
the theory of expectancy. Motivation depends the theory of expectancy. Motivation depends
on the following perceptions- on the following perceptions-
Motivation (M) = Valence (V) X Expectation (E)Motivation (M) = Valence (V) X Expectation (E) AttractivenessAttractiveness- how results is important- how results is important Practice and performance-Practice and performance- how much work how much work
possible to dopossible to do Job performance and reward relation-Job performance and reward relation-
possibilities to get expected rewardspossibilities to get expected rewardsFour phases of expectancy theory-Four phases of expectancy theory-
Practice Skills Organizational Reward Personal Goal
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Motivation (M) = Valence (V) X Motivation (M) = Valence (V) X Expectation (E)Expectation (E)
Valence X Expectation Motivation Action
OutcomesSatisfactions
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Equity Theory
J. Stacy Adam’sJ. Stacy Adam’s introduced equity theory-introduced equity theory-
Perception of individuals in terms of Perception of individuals in terms of justice/equity-justice/equity-
Alderfer’sAlderfer’s ERG Theory is an alternative to Maslow’s ERG Theory is an alternative to Maslow’s need hierarchy theory-need hierarchy theory-
E = Existence Needs-E = Existence Needs- Foods, Cloths, Abode, safety are Foods, Cloths, Abode, safety are the needs for existence which are alternative to the needs for existence which are alternative to Maslow’s Maslow’s Physiological needs and safety needsPhysiological needs and safety needs;;
R = Relatedness Needs-R = Relatedness Needs- means related with social means related with social environment such as- family, friends, relatives, peers environment such as- family, friends, relatives, peers and others, which are alternative to and others, which are alternative to Maslow’s Social Maslow’s Social needsneeds; ;
G = Growth NeedsG = Growth Needs- man wants to do some creative - man wants to do some creative work and contribute in science, arts, commerce & other work and contribute in science, arts, commerce & other fields (Which is Maslow’s Esteem Needs); fields (Which is Maslow’s Esteem Needs);
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Achievement Motivation TheoryAchievement Motivation Theory
David C. McClelland’s proposed Achievement David C. McClelland’s proposed Achievement ExpectationTheory. For him, need created ExpectationTheory. For him, need created
from experience and learning. He has divided from experience and learning. He has divided human needs in three categories which are human needs in three categories which are
as follows-as follows-
1.1. Need for Achievement-Need for Achievement- challenging & risk challenging & risk involve;involve;
2.2. Need for Affiliation-Need for Affiliation- individual present them individual present them pleasant and attractive to pleasant and attractive to management/manager, manager also management/manager, manager also influence them;influence them;
3.3. Need for Power-Need for Power- influence subordinates, influence subordinates, want development, take responsibilities, want development, take responsibilities, enjoy decision-making role;enjoy decision-making role;
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Goal Setting Theory (E. Locke, 1968)
• Specific• Hard
• Participative• Attention • Incentive
• Farm in own decision•Techniques to achieve goals• Development of work plan
Improved Performance
Practice towards goalsGoals
Achieved Results
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LeadershipLeadership
3.1 What is Leadership?3.1 What is Leadership?
Lead- to show the path, to order, to direct Lead- to show the path, to order, to direct Towards goals, to act as a frontal hero etc. Towards goals, to act as a frontal hero etc.
Leadership
Ability to influence others
Intra-individuals relations
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“Leadership is the processes of influencing others to achieve organizational goals.”
- Bartol and Martin
“Leadership is the process of influencing and Supporting others to work enthusiastically toward achieving objectives.” - Newstrom & Davis
“Leadership is the process of directing and influencing the task-related activities of group members.”- Stoner, Freeman & Gilbert
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3.2 Nature and Characteristics of Leadership
Presence of followers, influence on Presence of followers, influence on followers, & influencing power; followers, & influencing power;
Leadership is a process, is a process of Leadership is a process, is a process of inter-personal relationship;inter-personal relationship;
Leadership is a skill & ability to apply Leadership is a skill & ability to apply skillsskills
Leadership is Comparable with StrengthLeadership is Comparable with Strength
Sum of QualitiesSum of Qualities
Adjustment with the SituationAdjustment with the Situation
Idea About Subordinates
Acceptability
Effective Communication
Leadership is situational
Ability to bring changes in the organization
Dependent of communication
Ability to command loyalty
Tendency to shoulder responsibility Miscellaneous- dignity, commitment to
goals, risk taking tendency, 41
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1. Membership- junior/senior member
2. Maturity of Mentality- mature & rationale
3. Ability to Counseling
4. Concept About Followers
5. Personality Development
6. Create Group Morality
3.3 Qualities of a Leader
7. Workers Developments
8. Flexibility & Elasticity
9. Acceptability of Criticism
10. Equity of Character
11. Providing Ability
12. Personality
13. Communication Skill
14. Personal Motivation
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15. Technical Ability
16. Social Skill
17. Ability to Training
18. Patience
19. Sense of Responsibility
20. Inquisition Mentality
21. Analytical Power
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3.4 Factors considering in successful leadership
1. Achieving Membership
2. Skill Organizer
3. Reward or Punishment System
4. Judges Role
5. Create Strong Morality
6. Achieving Confidence
7. Facing Crisis
8. Understanding Perception
9. Symbol of Welfare for Followers
3.4 Role & Function of a Leader
01. Policy Making
02. Planning
03. Coordinating
04. Role as a Specialist
05. Representation
06. Giving reward and penalty
07. Judge & Negotiator
08. Settlement of Dispute
09. Taking Decision46
10. Guardian
11. Ideal
12. Face Emergency
13. Increase Group Morality
14. Intelligence
15. Technical skill
16. Courage
17. Flexibility
18. Providing Security
19. Promotion of Fraternity
20. Organizer, Inspiring, Integration etc. 47
3.3 Managerial Grid
876
5
4
3
2Weak
Mgt Style
1 2 3 4 5 65 6 7 8 9XOX’= Concern for ProductionYOY’ = Concern for Employee
9.1Countri Club Mgt Style
9.9 Team Mgt Style
5.5 Middle of the Road Mgt Style
9.1 Autocratic Task Mgt St.
Managerial Grid Theory
3.4 Theories of Leadership
Path-Goal theory/model- Path-goal theory is proposed by Robert House, the leader who set-up the goals of the subordinates, explain the goals and try to improve the goals. He always try to improve the obstacles of the road. Two Major roles of path goals
Goal Setting- Short-term, Long term goal (achievable);Improvement of Path- Directive Leadership, Supportive leadership, Participative leadership, achievement oriented
leadership;
Trait Theory
Is called greatman theory (Barnard & Tead) By born great man bring some exceptional qualities, later those qualities made
him/her a leader. Example- honesty, morality, values,
etc.
Behavioral Theory of Leadership Behavior is the key; Based on a set of collective behavior
Types of Behavioral Theory1. Continuous Theory of leadership- Autocratic
vs democratic leadership2. Managerial Grid Theory (Robert Blake & Jane
Mouton are concern for production and employee);
Kurt Kurt Lewin Lewin et.al.,et.al.,
Trait Trait theorytheory
BehaviBehavioral oral theorytheory
SituatiSituational onal theorytheoryFollowFollowers ers theorytheory
Blake and Mouton proposed five styles of leadership (managerial grid)-
Weak/impoverished Mgt Style Autocratic Task Mgt Style Country Club Mgt Style Middle of the Road Mgt Style Team Mgt Style
3. Michigan Studies- Professor Rensis Likert (1940)
Job Centered Style Employee Centered Style
Follower Theory of Leadership
F.H. Sanchord Followers are the key elements of this theory; Recognition of follower for leader is important; The leader should able to fulfill the demand of followers;
Situational Leadership
Leaders are the product of a given situation; Role of situation is very important for leadership development; Qualities of a leader is helpful for such leadership; A leader created in one situation may not be successful in other situation;
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““Leadership is the processes of influencing Leadership is the processes of influencing others to achieve organizational goals.” others to achieve organizational goals.”
- Bartol and Martin- Bartol and Martin
““Leadership is the process of influencing and Leadership is the process of influencing and Supporting others to work enthusiastically Supporting others to work enthusiastically toward achieving objectives.” toward achieving objectives.” - Newstrom & Davis- Newstrom & Davis
““Leadership is the process of directing and Leadership is the process of directing and influencing the task-related activities of group influencing the task-related activities of group members.”members.”- Stoner, Freeman & Gilbert- Stoner, Freeman & Gilbert
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3.2 Nature and Characteristics of Leadership3.2 Nature and Characteristics of Leadership
Presence of followers, influence on Presence of followers, influence on followers, & influencing power; followers, & influencing power;
Leadership is a process, is a process of Leadership is a process, is a process of inter-personal relationship;inter-personal relationship;
Leadership is a skill & ability to apply Leadership is a skill & ability to apply skillsskills
Leadership is Comparable with StrengthLeadership is Comparable with Strength
Sum of QualitiesSum of Qualities
Adjustment with the SituationAdjustment with the Situation
Idea About SubordinatesIdea About Subordinates
AcceptabilityAcceptability
Effective CommunicationEffective Communication
Leadership is situational Leadership is situational
Ability to bring changes in the Ability to bring changes in the organizationorganization
Dependent of communicationDependent of communication
Ability to command loyaltyAbility to command loyalty
Tendency to shoulder responsibilityTendency to shoulder responsibility Miscellaneous- Miscellaneous- dignity, commitment to dignity, commitment to
9. Symbol of Welfare for Followers9. Symbol of Welfare for Followers
Stress Management and
Conflict ResolutionDr. Asoke Kumar Saha
4.1 Concept of Mental Stress
STRESS IS A PERSON’S PHYSICAL AND EMOTIONAL RESPONSE TO CHANGE
Sources of Stress1. Life events- such as divorce or separation, death of
a loved one, the birth of a child, a major financial setback, employment changes or becoming the victim of a crime or natural disaster;
2. Daily life events (psychological)- such as traffic congestion, long commutes, working overtime, deadlines, personal conflicts, car trouble, job stress, and juggling households chores and childcare;
3. Environmental stressors- such as pollution, extreme weather, excessive noise or crowding;
4. Physical stressors- such as physical activity (such as traveling), and unsatisfied physical needs such as hunger, thirst or lack of sleep;
1. DEATH OF A SPOUSE 2. DIVORCE 3. MARITAL SEPARATION 4. IMPRISONMENT
5. DEATH OF A CLOSE RELATIVE 6. PERSONAL INJURY OR ILLNESS 7. MARRIAGE 8. FIRED FROM A JOB 9. MARITAL RECONCILIATION 10. RETIREMENT 11. ILLNESS OF A RELATIVE 12. PREGNANCY 13. SEXUAL PROBLEMS
Continued---------
Causes of Stresses
14. BIRTH OR ADOPTION
15. BUSINESS READJUSTMENT16. Change in financial status17. Death of a close friend18. Change to different work19. Increased arguments with spouse20. Mortgage or loan for major purchase21. Foreclosure on mortgage or loan22. Change in job responsibilities23. Child leaving home24. Problems with in-laws25. Outstanding personal achievement
Continued---------
Causes of Stresses
26. Spouse begins or stops work27. Begin or end school28. Change in living conditions29. Changing personal habits30. Problems with your boss
Behavioral Symptoms:• Absenteeism • Affinity with drug• Low productivity• Increased accidents• No interest in recreation• Changing Food habits• Non-helping attitude
4.4 Approaches to Stress Management
Individual ApproachIndividual Approach
• Time Management TechniquesTime Management Techniques• Physical ExercisePhysical Exercise• RelaxationRelaxation• Social Support NetworkSocial Support Network• Self-controlled BehaviorSelf-controlled Behavior• Maintaining HealthMaintaining Health• NeutralizationNeutralization• TreatmentTreatment
4.4 Approaches to Stress Management
Organizational ApproachOrganizational Approach• Setting of GoalsSetting of Goals• Re-designing of jobsRe-designing of jobs• Employee Recruitment, Selection Employee Recruitment, Selection
and Placement and Placement • Training Training • Reducing Role ConflictReducing Role Conflict• Developing Formal Developing Formal
““Conflict is disagreement among parties, when people, groups, Conflict is disagreement among parties, when people, groups, or organization disagree over significant issues, conflict is often or organization disagree over significant issues, conflict is often the result.” the result.” ------Moorhead & ------Moorhead & GriffinGriffin
“ “Conflict arises from disagreements over the goals to attain or the Conflict arises from disagreements over the goals to attain or the methods used to accomplish these goals.”methods used to accomplish these goals.”
----- Newstrom & Davis----- Newstrom & Davis ““Conflict is a process that begins when one party perceives that Conflict is a process that begins when one party perceives that
another party has negatively affected, or is about to negatively another party has negatively affected, or is about to negatively affect, something that the first party cares about.” affect, something that the first party cares about.”
----Robbins, 1996 ----Robbins, 1996
“ “Conflicts refers to overt behavior arising out of a processes in Conflicts refers to overt behavior arising out of a processes in which party seek the advancement of its relationship with other which party seek the advancement of its relationship with other with others” with others”
----Schmidt & Kochan----Schmidt & Kochan
4.6 Nature of Conflict
Nature of ConflictNature of Conflict
Changed backgroundChanged background Incompleteness of demandIncompleteness of demand Cold relationCold relation Lack of facilitiesLack of facilities Different opinionDifferent opinion Psychological matterPsychological matter SubordinationSubordination InevitableInevitable
1. Approach-approach conflict: Example-High salary job vs. Commonwealth Scholarship;
2. Approach-avoidance conflict: Example- Permanent and high salary job vs. very high salary job but temporary;
3. Avoidance-avoidance conflict: Example- Attending office during strike may creates problems vs. absent in the office during strike may creates problem for job;
4. Double approach-avoidance conflict: A needy students got a tuition so that he will not be able to attend class for 1 day vs. if he attend class regularly his result would be good, if he don’t attend the class his result would be poor, on the other hand if he continue this tuition he would be financially sound, but if he don’t do this tuition he may loose the other tuition;
4.8 Conflict Resolution Processes
Keith Devis Model of Conflict Resolution
1. Causes of Conflict: Organizational change, Differences of value system, Threat for dignity, Perceptual difference, Lack of trust, Personality conflict etc.
2. Perception of Conflict: Creativity, and Destroying.
3. Techniques of Conflict Resolution- Avoidance, Mutual by both the parties, Applying force, Negotiation, Face-to-face discussion etc.
5.1 Meaning of Organizational Culture 5.2 Characteristics of Organizational Culture 5.3 Types of Organization Culture 5.4 Measurement System of Organizational Culture
5.1 Meaning of Organizational Culture
Combination of the followings:
Own history Belief Tradition Story Rituals & Myths Language Internal Communication System Social or group
bindings/orientation
According to Newstrom & Davis “Organizational culture is the set of assumptions, beliefs, values and norms that is shared among its members.”
For Gibson & Ivancevich, “Organizational culture is what the employees perceived and how this perception creates a pattern of belief, values and expectations.”
According to Stephen P. Robbins,“Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organization”.
A culture may exist across an entire organization, or it may refer to the environment with a single division, branch, plant or department.
5.2 Characteristics of Organizational Culture
According to Newstrom & Keith Davis-
Distinctive Stable Implicit Symbolic
Characteristics of Organizational Culture
According to Fred Luthans-
Dominant Value Norms Observe Behavioral Regularities Rules Philosophy Organizational Climate
Characteristics of Organizational CultureGeneral Characteristics of Organizational
Culture Integrated form- beliefs, values, norms,rules etc. Separate/Independent- beliefs, values & norms are separate; Stability- values, norms, and rules are relatively unchanged and thus became stable; Innovation and Risk Taking- Staffs are become--- Result Oriented- depends on results Reflection of Top Management- top down approach Inter-relation of Employees- in different phases Implicit- work plan and method Team Building and taking challenge- through formation of new team Legal and Acceptable- acceptable to all employee and adaptable with the existing law;
5.3 Types of Organizational CultureAccording to Kreitner & Kinicki-1. Constructive Culture- encouraged to work on
tasks which will satisfying their needs to grow and developed;
2. Passive-defensive culture- not threatening their job security;
3. Aggressive-defensive culture- forceful approach in order to protect their status and job security;
According to S.P. Robbins- 1. Dominant Culture- shared by majority member
of the organization;2. Sub-culture- different problems, Situation,
Experience etc.
3. Strong vs. weakness culture- High vs. low accountability
5.4 Measurement System of
Organizational Culture “One of the more interesting methods is to become a member of the organization and engage in participant observation” -------Newstrom & Keith DavisExperts Recommendation of Measurement System/ Technique of Organizational Culture are given as follows: Observation on the Employee Conducting Interview of the Employee To examine Story, Symbol, Religious system, and Festival Conducting direct survey on employees Preparing open questionnaire Being a member it is to be observed all members To examine moral philosophy of the employee
Organizational Change and Development
6.1 What is Organizational Change?
According to Fred Luthans, “Change is aconstant Issues in the current world” .
According to Stephen P. Robbins, “Innovation is the
essence of long-term survival for many countries,
more and more organizations today face a dynamic
Environment that requires adaptation”.
6.2 Organizational Change and Development
“Any changes in organizational culture is called organizational change”--- Newstrom and Davis
“To change an enterprise is to make the enterprise different in some way in order to better achieve its objectives”--- W.F. Glueck
“Organizational change is the planned attempt by management to improve the overall performance of individuals, groups, and the organization by altering structure, behavior and technology”. --- Ivancevich
6.3 Overcoming Resistance to Change
1. Consultation with the Employee2. Two-way communication- grip sessions.. 3. Advance Planning- by evolution not revolution
4. Attention to Time- timely5. Integration of three Dimension of Change-
coordination among logical, psychological and sociological dimension;
6. Group Force- through group7. Facilitation and Support- training &
counseling8. Negotiation and Agreement- give & take app. 9. Explicit and Implicit Coercion- direct/in-direct
force;10. Safeguard of Interest- through protect
interest;
6.4 Benefits of OD
1. Change in throughout organization2. Greater Motivation3. Increase Productivity4. Better Quality of Work5. Higher Job Satisfaction6. Improve Team Work7. Better resolution of conflicts8. Commitments to objectives9. Increased willingness to Change 10. Reduce Absences 11. Lower Turnover12. Creation learning individuals and
groups
6.5 Organizational Development Techniques 1. Diagnostic activities2. Team building 3. Survey feedback4. Education5. Intergroup activities6. Third party peace making7. Techno-structural activities8. Processes consultation9. Life and career planning10. Coaching and counseling 11. Planning and goal setting12. Managerial Grid13. Training
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