all topics of ob-dr ravi

ORGANIZATIONAL BEHAVIORDr Ravikiran Dwivedula IBS Hyderabad

INTRODUCTION TO OBOrganization culture HR practices/ policies (training & performance evaluation)

Reward structures resistance to change Organizational Learning Job characteristics Motivation Leadership Personality Communication leadership Style Job satisfaction emotions Group Dynamics (group formation, Conflicts) Burnout

INTRODUCTION TO OBTYPICALLYWE STUDY ORGANIZATION BEHAVIOR AT 3 LEVELSMotivation Personality Job satisfaction Leadership Burnout emotions

INDIVIDUALSCommunication leadership Style

TEAMS

Group Dynamics (group formation, Conflicts)

IMPACTS BEHAVIOR

IMPACTS PERFORMANCE

Organization culture

HR practices/ policies (training & performance evaluation) resistance to change

ORGANIZATION

Reward structures

Organizational Learning Job characteristics

INTRODUCTION TO OBWHAT IS OB

FIELD OF STUDY THAT INVESTIGATES THE IMPACT OF INDIVIDUALS, GROUPS, AND STRUCTURE THAT HAVE ON BEHAVIOR WITHIN THE ORGANIZATIONS FOR THE PURPOSE OF APPLYING SUCH KNOWLEDGE TOWARD IMPROVING AN ORGANIZATIONS EFFECTIVENESS OR TO PUT IT SIMPLY WHAT PEOPLE DO IN AN ORGANIZATION AND HOW WILL THAT IMPACT THE PERFORMANCE

INTRODUCTION TO OB

WHAT IS OB OB essentially is an amalgamation of various disciplinesPOLITICAL SCIENCE

PSYCHOLOGY

ANTHROPOLOGY

OB

SOCIOLOGY

SOCIAL PSYCHOLOGY

INTRODUCTION TO OB

PSYCHOLOGY

study of human behaviorDeals with Issues such as

OBPersonality Perception Emotions Stress

Employees Attitude

Leadership Effectiveness Training Learning

INDIVIDUAL LEVEL Issues observed at

INTRODUCTION TO OB

SOCIOLOGY Study of behavior when people start working togetherDeals with Issues Such as

OBGroup Dynamics Communication Conflict work teams Power

Organization Change Organization Culture TEAM AND ORGANIZATION LEVELS Issues observed at both

Social Psychology is a branch of Psychology and deals with similar issues

INTRODUCTION TO OB

ANTHROPOLOGY study cultures and environments of people living in different countries and within different organizationsDeals with Issues such as

OB

Organizational Culture Organizational Environment Cross-Cultural Analysis Comparing Attitudes Cross Functional/ Cross Cultural teams

TEAM AND ORGANIZATIONAL LEVELS

Observes Issues at Both

INTRODUCTION TO OB

POLITICAL SCIENCEstudy of Individual and Group Behavior in a Political Environment Deals with Issues Such as

OBIntra Organizational Politics Conflicts

ORGANIZATIONAL LEVEL

Studies Issues at

EVOLUTION OF MANAGEMENT THOUGHTEarly theories of Management can be Classified under what we know as CLASSICAL MANAGEMENT THOUGHT

APPROACH Scientific Management Administrative Principles Bureaucratic Organization

RATIONALE One Best Way to do the Job One Best Way to Put an Organization Together Rational and Impersonal Organizational Arrangement

FOCUS Job Level Organizational Level Organization Level

EVOLUTION OF MANAGEMENT THOUGHT

SCIENTIFIC MANAGEMENT

SCIENTIFIC STUDY OF WORK METHODS (THROUGH OBSERVATIONS, EXPERIMENTS, & REASONING) TO IMPROVE THE EFFICIENCY OF THE WORKERS

EVOLUTION OF MANAGEMENT THOUGHT

SCIENTIFIC MANAGEMENT Important Scientists:Frederick Winslow TAYLOR Frank & Lillian GILBRETH Henry Laurence GANTT

SCIENTIFIC MANAGEMENTTaylor Wrote The Principles of Scientific Management in 1911 The Soldiering Effect triggered his research study Soldiering Effect occurs when workers deliberately work at a slower pace This may be due to Increase in their productivity Will result in Job Loss to Their Colleagues Faulty Wage System In the Organization Outdated Method of Working

SCIENTIFIC MANAGEMENTTaylor To overcome these problemsTaylor identified 2 interventions TIME & MOTION STUDY Identify the best way to perform each job Break down each job into small tasks Remove the unnecessary movements and find the best way of doing the job

PIECE-RATE INCENTIVE SYSTEM Reward the worker with the maximum output The worker to receive his wages if he meets the expected performance If he exceeds the target, wages will increase proportionally


TaylorLIMITATIONS Worker is not involved in the planning of his work

Operations can never be isolated/ individualconfining workers to individual Operations will not necessarily improve their productivity

SCIENTIFIC MANAGEMENTTaylorWe now know the Soldiering Effect more commonly as SOCIAL LOAFING Social Loafing mostly occurs if PEOPLE ARE NOT MOTIVATED ENOUGH TO WORK IN A GROUP The reason being that the individuals may feel that their task is NOT IMPORTANT Also they feel THEY ARE NOT GETTING THEIR DUE UNDER APPRECIATED The best way to beat SOCIAL LOAFING Assign meaningful tasks to team members Give the team members the right degree of autonomy over the tasks

SCIENTIFIC MANAGEMENTTaylor

Going back to the SOLDIERING EFFECT.WHAT DO YOU THINK WAS THE HEART OF THE PROBLEM!!!

DEMOTIVATED WORKERSLack of interesting job Rewards not linked to performance Lack of Job Security

SCIENTIFIC MANAGEMENTFrank & Lillian GillbrethFocused on Time-Motion Study developed by Taylor Studied and labeled 17 basic hand motions of the workersSearch, Hold They also observed the physical movements of the workers using motion picture Camera The productivity of the workers went up

SCIENTIFIC MANAGEMENTHenry Laurence GanttStrongly tied financial rewards to performance as did Taylor Developed the Task & Bonus Scheme Workers completing their work faster (than the given time)received a Bonus The foreman received a bonus for each worker who completed the work before given time The foreman gets extra bonus when all the workers under him finish the job before time


Limitations of Scientific Management Looks at the problems only at the operational leveland not at the managerial level Assumption was that people motivated only by Money / Material Gains Workers more often complain about nature of work, and working conditions rather than on material gains

ADMINISTRATIVE PRINCIPLESADMINISTRATIVE THEORYDeveloped principles that could coordinate the activities within the organization Most prominent among the proponents of this management thought was Henri Fayol

FAYOLFrench Industrialist Became popular through his book Administration industrielle et gnrale or General and Industrial Management Divided Business Operations into 6 different activities

ADMINISTRATIVE PRINCIPLESFAYOLProducing & manufacturing products Planning, Organizing, Commanding, Coordinating, Controlling Buying, Selling, Exchange of Goods/ Services

TECHNICAL

MANAGERIAL

COMMERCIAL

FAYOL

Secure and Use Capital

ACCOUNTING

FINANCIAL

Taking stock of Profit & Loss of The Organization; maintaining Financial statements

SECURITY

Protecting Employees & Property

ADMINISTRATIVE PRINCIPLESFAYOL Building on these activities, Fayol suggested 14 principles of management

1. Division of Work leading to efficiency in operations 2. Giving Authority to Managers and Making them Responsible for the Work to be Done 3. Discipline in the organization where people respect authority 4. All instructions from one person 5. All activities to be a part of ONE plan 6. Organizations interests over individual interests 7. Remuneration paid should be fairaccording to cost of living & linked to Productivity

ADMINISTRATIVE PRINCIPLESFAYOL Building on these activities, Fayol suggested 14 principles of management

8. Organization flexible enough to be centralized or decentralized to effectively Use its personnel 9. Having clear cut communication channels in the organization; across the hierarchy 10. Right person selected to do the right job and material/ equipment kept in place For smooth performance of activities 11. All employees to be treated fairly 12. Labor turnover to be prevented by motivating the employees 13. Seek suggestions from employees to improve work place 14. Develop Team Spirit among the employees

BUREAUCRATIC MANAGEMENTWEBER Supported the idea of a structured, formalized, and impersonal organizations Strong set of rules and regulations in the organization

Based on the following principles WORK SPECIALIZATION & DIVISION OF LABOR Duties and responsibilities are clear Each employee given specific tasks to help him gain expertise RULES & REGULATIONS Clear as they help the employees to work in coordinated fashion IMPERSONALITY OF MANAGERS Decisions made based on facts rather than emotions HIERARCHY OF ORGANIZATION Subordinates not given any role in decision making

LIMITATIONS OFADMINISTRATIVE & BUREAUCRATIC APPROACH

There is no strict bureaucracy today The principles of scientific management go against individual creativity

Important issues such as Leadership, Motivation, Power, and Informal Relations were ignored

BEHAVIORAL APPROACH Recognized the importance of individuals attitude, their interaction With peers and superiors and its influence of their performance

Some of the proponents of this theory are:

Mary Parker Follet Advocated the idea of Power Sharing Elton Mayo Lead the team of scientists who conducted the Hawthorne Experiments Studied the relation between employee psycheOrganizational Environment --Productivity

BEHAVIORAL APPROACH Some of the proponents of this theory are:

Maslow Proposed the Maslows Hierarchy of Needs pyramid to explain Human Motivation McGregor Proposed the Theories X and Y Managers belief about his employees Theory X workers are lazy, do not like work, dislike responsibility, need to be supervised Theory Y workers are creative, proactive, take responsibility, and exercise Self Control

QUANTITATIVE APPROACH Outcome of the WW II Consists of 3 branches: Management Science/ Operations Research : PERT, CPM, Decision Theory, Sampling, Probability Operations Management : deals everything related to Production Inventory Management, Facility Location, Layout, Project Planning & Control, Statistical Quality Control Management Information Systems: Collects, Processes, Stores, and Disseminates Information

MODERN APPROACH SYSTEMS THINKING FEEDBACK CONTINGENCY THEORYFEEDBACK

SYSTEMS THINKING

INPUTPEOPLE MONEY MATERIAL INFORMATION

TRANSFORMATION PROCESSES

OUTPUT

PERFORMANCE APPRAISAL FEEDBACK FROM CLIENT ORGANIZATIONS ROI

PROCESSES

PRODUCTS/ SERVICES

EMPLOYEE RECRUITED

TRAINING MENTORING JOB ENRICHMENT

WORKING WITH CLIENT Observations, Recommendations Problem solving

All this collectively can be called as a CONSULTANCY SYSTEM

MODERN APPROACH PLANNING AN EVENT TO REMEMBER: SUPERWOMAN MARIA RODD!

FROM THE CASELET GIVEN TO YOU

1. WHAT DOES MARIA RODD TYPICALLY DO WHEN SHE IS PLANNING FOR AN EVENT? 2. DOES HER WORK IN ANY WAY CONNECT THE VARIOUS APPROACHES TO MANAGEMENT THAT WE HAVE SEEN SO FAR.?

MODERN APPROACH CONTINGENCY THEORYSYSTEMS VIEWPOINT Relation between Individuals, Teams, Organizations and Environment

BEHAVIORAL VIEW POINT Interpersonal skills Information use Making decisions

CONTINGENCY VIEW Problem Solving by Understanding Individual Psyche, Technology, General Environment

Also called as Situational Theory Reflects the Increasing Complexity of the Businesses THERE IS NO ONE BEST WAY TO DO THE JOB!!! TRADITONAL VIEWPOINT Plan, Organize, Lead, Control

HAWTHORNE STUDIES The Problem: Employee Dissatisfaction The Setting: 1924; The Hawthorne Works Factory of Western Electric Company, Chicago; 30,000 employees; the studies conducted until the early 1930s Nature of Operations: Supplied manufactured equipment to Bell Telephone System The Objective: To know the causes of dissatisfaction among workers The Managerial Concept: Influence of External Factors (environment) on Employee Motivation and therefore on Productivity

So, how were the experiments conducted

HAWTHORNE STUDIES The Experiments were conducted by National Academy of Sciences Step One was the ILLUMINATION EXPERIMENTS

Group 1 (Control Group) Illumination was Kept Constant

Group 2 (Experimental Group) Illumination was enhanced

PREDICTABLY HIGHER PRODUCTIVITY IN GROUP 2 HOWEVER, PRODUCTIVITY OF GROUP 1 ALSO INCREASED

These experiments suggested that there may be factors apart from Working Conditions that influenced Productivity

HAWTHORNE STUDIES Step TWO was the RELAY ROOM EXPERIMENTS Started in 1927 by Elton Mayo and his colleagues This phase continued for a period of 5 years The intention was to change the working conditions and see how productivity changes

SOWHAT WAS DONE? 2 girls were selected for the experiment These two girls were asked to select 4 more girls The group was given the task of assembling telephone relays A telephone relay is a device comprising of 40 different components An Observer recorded the experimenttalking to the girlslistening to their complaintsgiving the girls an update on the experiment

SOWHAT DID THEY FIND OUT?

HAWTHORNE STUDIESSlight fall in Productivity as work rhythm is affected Sharp rise In productivity Productivity increased Productivity increased Highest Productivity Achieved

3000 relays

Productivity increased

2400 relays

Normal working conditions 48 hours/week No breaks

Piece Work Basis 8 weeks (wages According To Productivity)

Two Five Minute Breaks Increased later to 10 minutes

Six Five Minute breaks introduced

10 minutes Break restored + Free meals

Girls Allowed to Leave early

All amenities Withdrawn; Original Working Conditions restored

HAWTHORNE STUDIESMANAGERIAL IMPLICATIONS OF THE FINDINGS: The rise in productivity is due to change in the employees attitude towards their job They experienced a feeling of Task Significance when their opinions were asked The employees were given autonomy on their job in terms of assembling of parts Thus, the employees developed self discipline It was also found that variables such as rest does not completely explain increase in productivity

HAWTHORNE STUDIESThe Illumination and Relay Room Experiments were followed up with a Mass Interview Program Interviews conducted between 192830 The objective was to collect information so that Supervisory Training be Improved The Interviewer would listen, talk, argue, and advice the interviewee on various aspects such as

Physical Working Conditions

Financial Rewards (wages, Rate revision )

Job Placements (transfers Co. Placements)

General Employee Welfare

Social Contacts (on the Job)

Working Hours

HAWTHORNE STUDIESWHAT ARE THE IMPLICATIONS FROM THESE INTERVIEWS? Providing opportunities to express opinions motivates the employees Complaints/Grievances may not necessarily be tangiblemore often they can be symptoms to more serious problems Employees productivity depends on his experience within and outside the organization Employees level of satisfaction or dissatisfaction depends on how he perceives his social status in the organization In some departments, group behavior was evident groups restricting the productivity of individual workers Thus, bank wiring Room Studies were conducted to study this phenomenon in detail

HAWTHORNE STUDIESBANK-WIRING ROOM STUDY OBJECTIVE : Observe the motivational drives among the informal work groups PARTICIPANTS: 9 wire-men, 3 soldermen, and 2 inspectors; involved in attaching wire to swtiches; 1 observer, 1 interviewer THE SETTING : A Simulated Environment called Bank-Wiring Room was created replicating the actual work conditions METHOD : The observer interacted closely with the workers, knowing more about their feelings, values, attitudes

The interviewer stationed in a different part of the factory. Was appraised of the employees by the Observer

HAWTHORNE STUDIESBANK-WIRING ROOM STUDY RESULTS: Emergence of an Informal team leader among the small group of 14 workers Financial rewards were not important to the team members; Group Norms were more important The production level was 6000 units vis--vis 7000 units capacity Group compelled individual production level to be at about the 6000 unit mark Groups averse to raising the level of production because: Possibility of standards being raised Protection of slower workers Fear of employment

HAWTHORNE STUDIESPERSONAL COUNSELLING The bank-wiring study was followed by Personal Counselling of the employees (after 4 years) The objective was to underscore the significance of employee relations in the organization Effective Leadership and Communication among the employees identified as the key to improvement of organizational relationships The following benefits were generated: Employees Psychological and Physiological problems were solved EmployeeSupervisor relations improved Employee Management relations improved Management demonstrated greater empathy for the employees

INDIVIDUAL BEHAVIORDr Ravikiran Dwivedula

INDIVIDUAL BEHAVIOR

BEHAVIOR is defined as The Manner in which one Behaves! The actions or reactions of a person in response to an external or internal stimuli !

Though people differ in their attitudespersonalityemotionstheir Behavior can be similar to a given stimulus Example : Increase in the petrol prices (STIMULUS)most of us are not too happy (BEHAVIOR) Example: What was the stimulus and Behavior in the Hawthorne Experiments?Stimulus : Employee Not Involved in work; improper work conditions Behavior: Demotivated Workers

INDIVIDUAL BEHAVIOR

Over the yearsthere have been changes in the way BEHAVIOR has been explained THE TRADITIONAL APPROACH BEHAVIOR IS THE OUTCOME OF A STIMULUS Example: A very unfriendly working environmentyou demonstrate an irritable behavior at work THIS IS CALLED THE SR MODEL OR THE STIMULUS RESPONSE MODEL

INDIVIDUAL BEHAVIOR

BEHAVIORAL PERSPECTIVE

SITUATIONStimulus

ORGANISMPhysiological Cognitive

BEHAVIORResponses Patterns of Behavior

Environment Psychological

From the Case given to youcan you identify What is the Stimulus/ EnvironmentWhat kind of Change is observed in peopleand what is their response/ outcome

INDIVIDUAL BEHAVIOR

BEHAVIORAL PERSPECTIVEINPUT PROCESS OUTPUTS

SITUATIONStimulus

ORGANISMPhysiological Cognitive

BEHAVIORResponses Patterns of Behavior

Environment Psychological

INFORMATION PROCESSED PERSONALITY & EXPERIENCE OF THE INDIVIDUAL INFLUENCE THIS PROCESS (BARCLAYSINDIVIDUAL HIGH ACHIEVER WANTS TO BE REWARDED & RECOGNIZED) LEADS TO A PSYCHOLOGICAL CHANGE

THESE ARE THE ACTIONS TAKEN BY THE INDIVIDUAL AND ARE EXPLICIT OUTWARDLY DEMONSTRATED (BARCLAYSEMPLOYEES ARE MOTIVATED AND ARE WILLING TO SHARE THEIR EXPERIENCES ACROSS THE ORGANIZATION)

INDIVIDUAL RECEIVES INFORMATION (BARCLAYSINFORMATION ABOUT THE REWARD SCHEME)

INDIVIDUAL BEHAVIOR We will be studying organization behavior at 3 levels: Individual Team Organization

In the next 2 sessions, we will see how Individual Characteristics and Behavior will lead to employee performance and satisfaction We will first understand how the Biographical Characteristics of the individual influence his performance and satisfaction Some of the Biographical characteristics of the individuals can be

AGE GENDER MARITAL STATUS TENURE ON THE JOB

INDIVIDUAL BEHAVIOR AGE There is an increasing trend of an Ageing Workforce Age has been argued to impact productivity, commitment to the organization, and the emergence of extended employment opportunities after retirement Perception of the colleagues towards Older workers is Mixed

Commitment To Quality Commitment to Organization Judgment Experience Strong work ethic Lack of Flexibility Skeptical about Using Technology

INDIVIDUAL BEHAVIORAGE The Older you getthe less likely it is that you will quit your job Older workers have fewer alternatives outside their job Further, their long tenure gives them options such as longer paid vacations, more attractive pension benefits

Older workers are also associated with lower avoidable absences (not health related)Examples Holidaying, staying up home finishing chores) Older workers however have higher rate of unavoidable absences Contrary to the myth that younger workers demonstrate speed, agility, strength, and coordination at work vis--vis the older workers, there will be no decline of skills with age Age is directly related to Satisfaction Among Professional Workers, Satisfaction increases with Age Among Non Professional Workers Satisfaction falls in the middle age and then rises in later years

INDIVIDUAL BEHAVIOR GENDER There are little differences between Men and Women in terms of Job Performance No differences with respect to problem-solving ability, analytical skills, sociability, learning ability Women may conform more to authority than Men Women report higher rate of absenteeismlargely due to home/family responsibilities such as day care However, this has changed now with Men being interested in day care

INDIVIDUAL BEHAVIOR MARITAL STATUS No clear evidence on the impact of marriage on performance Married men however report lower absences, less turnover, and are more satisfied with their jobs This may well be the other way aroundsatisfied people getting married

TENURE More work experience leads to higher productivity on the job Seniority is inversely proportional to absenteeism The longer the job tenure, the higher is the employees satisfaction

INDIVIDUAL BEHAVIOR ABILITY Ability refers to the individuals capacity to perform various tasks in a job Each person has different abilitiesbut which can be broadly classified as

Intellectual AbilitiesNumerical Ability (Accountant) Verbal Comprehension (Plant Manager) Perceptual Speed (Police, Fire fighter) Inductive Reasoning (Market Research Expert) Memory (sales person)

Physical AbilitiesDynamic Strength : Ability to exert muscular Force repeatedly Construction Jobs Trunk Strength: Ability to exert muscular Strength using Abdominal muscles Janitor/ Cleaning Static Strength: Exert pressure on external Objects manual labor Explosive Stength Extent Flexibility

Tests such as GMAT/GRE, and SAT are good Indicators of on the job proficiency

Dynamic Flexibility Body Coordination Balance Stamina

INDIVIDUAL BEHAVIOR

LEARNING Complex Behavior is Learnt! Learning is a Relatively Permanent Change in Behavior that occurs as a result of Experience Learning is said to have happened if the Individual Behaves, Reacts, and Responds as a result of experience in a manner different from the way he behaved before

INDIVIDUAL BEHAVIOR

The Learning Theories can be classified as follows:

Learning Theories

Behavioristic

Cognitive

Social

Classical

Modeling

Operant

Self Efficacy

INDIVIDUAL BEHAVIOR

Behavioristic Theories One of the oldest approaches to explain Learning Forms the foundation for various management concepts such as Reward Systems Has two main schools of thought: Classical Conditioning Theory Operant Conditioning Theory

INDIVIDUAL BEHAVIORCLASSICAL CONDITIONING LEARNING Proposed by Pavlov through his experiments The Actors: Pavlov, The Dog, The Bell, and The Meat

Step One: Pavlov Shows Meat--- The Dog Salivates Pavlov Rings Bell The Dog does not Salivate

Step Two:

Step Three: Pavlov shows Meat and Rings the Bell for a number of times The Dog Salivates

Step Four: Pavlov merely rings the Bell The Dog Salivates

Unconditioned stimulus: Meat Unconditioned Response: Dog Salivating at the Sight of Meat

Conditioned Stimulus : Bell Conditioned Response: Dog salivating at the sight of the bell

INDIVIDUAL BEHAVIOR CLASSICAL CONDITIONING LEARNING

UNCONDITIONED STIMULUS

CONDITIONED RESPONSE

UNCONDITIONED RESPONSE

Behavior Modification occurs here

Learning Occurs Here

CONDITIONED STIMULUS

WHERE DO YOU THINK IS THE LEARNING HAPPENING AND THE BEHAVIOR IS BEING MODIFIED

INDIVIDUAL BEHAVIOR

OPERANT CONDITIONING LEARNING The Actors: Skinner; Rat/ Pigeon; Operant Chamber What is the Experiment The Operant Chamber is a Box with a Lever It is so arranged that when the lever is pressed, a food pellet is dropped into the box A hungry rat is kept in the box While sniffing around for foodthe rat accidentally presses the leverand luckily gets the food Later on the rat learns to press the lever to get its food!!!

INDIVIDUAL BEHAVIOR

OPERANT CONDITIONING LEARNING Argues that Behavior is Learnt! People tend to internalize behaviors for which they receive positive reinforcement Example: Getting Good Grades is a positive reinforcement when you work hard People tend to ignore behaviors for which they receive negative reinforcement Example: No recognition for the loads of extra hours you put inyou will not work late hours

INDIVIDUAL BEHAVIOR

WHAT IS THE DIFFERENCE BETWEEN CLASSICAL CONDITIONING THEORY AND OPERANT CONDITIONING THEORY

CLUE: UNCONDITIONED = NATURAL; CONDITIONED = ACQUIRED OPERANT CONDITIONING: THE LEARNER ACTIVELY PARTICIPATES IN THE LEARNING PROCESS

CLASSICAL CONDITIONING: THE LEARNER IS PASSIVE OPERANT CONDITIONING OFFERS INCENTIVES FOR POSITIVE BEHAVIOR (PRESS THE LEVER TO GET THE FOOD) CLASSICAL CONDITIONING DOES NOT OFFER ANY INCENTIVE

INDIVIDUAL BEHAVIOR

What do you think is one big problem when we try to bring in these learning theories to work.

People like to be rewarded and feel on topOver the Others Leads to lot of Internal Competition within the Organization Obviouslythe benefits are not long lasting

INDIVIDUAL BEHAVIORCOGNITIVE THEORY OF LEARNING Cognition : having awareness of something through knowledge, perception, or reason

The Actors: Edward Tolman, Rat, Maze, food pellets What is the Experiment Rats were allowed to run through a Maze in search of food Food was kept at specific points in the maze On finding the food, the rats began to learn where the food is kept These could be points in the maze where the food is kept; time taken to reach the point where food is kept

INDIVIDUAL BEHAVIOR

COGNITIVE THEORY OF LEARNING

Cognitive learning theory finds application in the employee motivation programs, goal setting

INDIVIDUAL BEHAVIOR

SOCIAL LEARNING Learning happens through observation and experience Typically the stimulus for learning is presented by Models who can be parents, teachers, peers, superiors, Movie Stars The person acquires or imitates the traits/ characteristics of the model If the consequences are positive discontinued the behavior is reinforced else it is

INDIVIDUAL BEHAVIOR PRINCIPLES OF LEARNING GENERALLYTHE WHOLE CONCEPT OF LEARNING IS INFLUENCED BY REINFORCEMENT PUNISHMENT Reinforcement Appreciating positive behavior in the employeesstrengthens that behavior Punishments weaken a particular behavior Negative Reinforcement : Behavior is repeated so that the unfavorable outcomes are avoided.Calling of a strike so that you can still retain your job

INDIVIDUAL BEHAVIOR SOCIAL LEARNING The learning process occurs as follows:People learn from Model whom they relate to; Models who/which is accessible; attractive; Repeatedly available; important to you Example: Your Trainer on the first job

Attentional Processes Retention ProcessesHow well the individual is able to recall The models actions even after the model Leaves Example: Working in your own department

Reinforcement ProcessPositive Feedback reinforces Behavior Example: Recognition from your Boss

Motor Reproduction ProcessHow well is the individual able to Demonstrate the behavior Example: Applying newly acquired skills to the job

INDIVIDUAL BEHAVIOR

THE LEARNING PRINCIPLES AND THE OPERANT CONDITIONING THEORY FIND APPLICATION IN

ORGANIZATIONAL BEHAVIOR MODIFICATIONOR

OB MOD PROCESS

OB MOD

1.

WHAT ARE THE CRITICAL PERFORMANCE BEHAVIORS. identify the behaviors which have a significant impact on the performance These behaviors should be measurable Examples can be Absenteeism, tardy performance by the employee Done by immediate supervisor

OB MOD

2.

MEASURE THE CRITICAL PERFORMANCE BEHAVIORS Identify the frequency of the occurrence of that behavior ExampleLets Saythere is about 55% of the employees are tardy on any given day at work You will again measure employee efficiency after you have implemented your interventions

OB MOD

3.

PERFORM A FUNCTIONAL ANALYSIS OF BEHAVIOR

Identify what are the causes of this behaviorHow is this behavior expressedand what are the outcomes ExampleBoring job is the causeSocial Loafing is the Behaviorand not able to meet the deadlines is the outcome.

OB MOD 4. DEVELOP AN INTERVENTION STRATEGY

Use Positive Reinforcement.Make the work more challenging and recognize employee efforts Use PunishmentIssue a Memo It is here that the Learning Principles are usedRewarding positive behaviorspunishments

OB MOD 5. EVALUATE THE INTERVENTIONSEE IF IT IS INCREASING PERFORMANCE

Compare the performance before and after the intervention

Ensure that the people have understood the rationale behind this interventiontypically done at the beginning of the intervention Evaluate if theres a change in the behavior Measure the performance using criteria such as quality of the services/ productscustomer satisfaction informationemployee grievances

ATTITUDESVALUESJOB SATISFACTION

VALUESA SPECIFIC MODE OF CONDUCT OR END STATE OF EXISTENCE IS PERSONALLY OR SOCIALLY PREFERABLE TO AN OPPOSITE OR CONVERSE MODE OF CONDUCT OR ENDSTATE OF EXISTENCE OR IT IS YOUR PERCEPTION OR IDEA OF WHAT IS RIGHT, WHAT IS WRONG, OR WHAT IS DESIRABLE TO YOU

VALUES, ATTITUDES, & JOB SATISFACTION

People do not chose jobs and careers randomly! They would seek only those jobs/careers that would interest themlook for personjob fit In other words, people take up jobs that are compatible with their interests, values, and abilities People not finding this alignment at their work place either change their jobs (sometimes profession) or stay on dissatisfied Dissatisfaction needless to say.negatively impacts performance Therefore, it becomes important for us to know how the values, and attitudes of people influence their level of satisfaction on the joband thence Performance


VALUES Values are the Convictions that an individual holds It is a function of WHAT IS IMPORTANT TO YOU & HOW IMPORTANT IS IT TO YOU! Values are rigid as they are acquired in your formative years They may change once you start questioning those values

VALUES

PERCEPTIONS

ATTITUDE

MOTIVATION


VALUESEXAMPLES: I SHOULD ACT RESPONSIBLE WHEN IT COMES TO LIFE I SHOULD BE POLITE TO ELDERS HONESTY IS THE BEST POLICY!!! I SHOULD ALWAYS MAINTAIN MY SELF RESPECT I SHOULD CHERISH TRUE FRIENDSHIP


VALUES ARE IMPORTANT WHEN YOU WORK IN AN ORGANIZATION YOUR IDEA OF WORK IS GIVING YOU SOME AUTONOMYFREEDOM AT WORK SUCH AS FLEXITIME THE ORGANIZATION MAY HAVE POLICY OF HAVING EACH OF ITS EMPLOYEES PUT IN STIPULATED NUMBER OF HOURS AT WORK IT IS HERE THAT THERES A CLASH BETWEEN YOUR VALUES AND THAT OF THE ORGANIZATION NEEDLESS TO SAYTHIS SIGNIFICANTLY IMPACTS YOUR BEHAVIOR AND THE LEVEL OF JOB SATISFACTION!


CAN THERE BE DIFFERENT TYPES OF VALUES YOU WANT A comfortable life Self Respect Happiness YOU WILL Work Hard Stand up for your beliefs be cheerful, help others

TERMINAL VALUESFinal goals/ Ultimate state of mind

INSTRUMENTAL VALUESValues which help you Achieve those final goals


Can different people have different values TERMINAL VALUES (in the order of importance)

EXECUTIVES Self Respect Family Security Freedom Sense of Accomplishment Happiness

UNION MEMBERS Family Security Freedom Happiness Self Respect Mature Love


Can different people have different values INSTRUMENTAL VALUES (in the order of importance)

EXECUTIVES Honest Responsible Capable Ambitious Independent

UNION MEMBERS Responsible Honest Courageous Independent Capable


VALUES ACROSS THE GENERATIONS


VALUES There can be different ways in which Values can be classifiedGreat Depression WWII

Protestant Work Ethics (entered work force In early 1940s to 1960s)

Hardworking Conservative Loyal to organization

JFK Civil Rights Movement Vietnam War

Quality of Life Seek Autonomy Loyalty to Self

Existential Work Ethic (entered workforce from 1960s through mid 1970s (Hippie Culture) Hard work Success Loyalty to Career

Reagan Weapons Buildup/Cold War Dual Career households

Hard work Success Loyalty to Career Social Recognition

Globalization Fall of Communism IT

Pragmatic (entered workforce Between mid 1970sMid 1980) Ends justified Means

Generation X

Flexibility Job Satisfaction WorkLife balance loyalty


WHO ARE WE RIGHT NOW

GENERATION Y


VALUES ACROSS COUNTRIES AND CULTURES


Hofstedes Framework for Assessing Cultures: POWER DISTANCE : degree to which people in a country accept that power is distributed unequally Low : believe that power sharing is equal High: Power sharing is polarized INDIA : HIGH INEQUALITY OF POWER & WEALTH IN SOCIETY INDIVIDUALISM/ COLLECTIVISM : Degree to which people prefer to work as individuals rather than in teams Low Individualism : Want to work in teams High Individualism: Work individually


Hofstedes Framework for Assessing Cultures: QUANTITY OF LIFE/ QUALITY OF LIFE : High Quality of Life : Value relationships, empathic towards others Low Quality of Life : Money, succeed in competition, power UNCERTAINTY AVOIDANCE : degree to which people prefer clarity over ambiguity High Uncertainty : people express anxiety, nervousness, stress, aggressiveness INDIA SCORES LOW ON UNCERTAINTY AVOIDANCE


Hofstedes Framework for Assessing Cultures: LONG TERM/ SHORT TERM ORIENTATION : High on Long term orientation: People plan for their future, savings Short term orientation: People looks towards the past, emphasis on tradition, and fulfilling social obligation


VALUESChina HIGH France Russia Indonesia France Germany USA Holland Russia France Russia China

Japan MODERATE

Japan Russia

China France Indonesia

Japan Holland China

Germany Japan Holland

USA Netherlands LOW Germany

China

Germany Japan

Indonesia USA

USA Indonesia

Indonesia

USA

POWER DISTANCE

INDIVIDUALISM

QUALITY OF LIFE

UNCERTAINTY AVOIDANCE

LONG TERM ORIENTATION


ATTITUDES Attitudes are your opinions about situations, people, and objectsThese may be favorable or unfavorable SoHow are Attitudes Formed and Expressed Example Lack of freedom on the Job frustrates me I dont like my Boss because he Is Autocratic I quit the organization Because my Boss is AutocraticCOGNITIVE COMPONENT

This is your Value

AFFECTIVE COMPONENT

Which is being transformed Into a strong emotion Towards a person

BEHAVIOR COMPONENT

Your emotions now Lead you to take ActionsOutcome


ATTITUDES In OB, we will only look at 3 types of Attitudes Job Satisfaction

Job Involvement

Organizational Commitment


ATTITUDES

Job Satisfaction-It is the individuals general attitude towards the job -His attitude towards the job is positive if he is satisfied

Job Involvement-Degree to which a person identifies psychologically with his job -High degree of Job involvement translates to fewer absences and lower turnover rate


ATTITUDES

Organizational CommitmentEmployee identifies with the Organization, its goals and wishes to remain with the organization An employee may demonstrate Organizational Commitment for the following reasons: Emotionally attached to the organizationWants to Stay in the Organization AFFECTIVE COMMITMENT Incurs huge costs if leaves the organization (pension, friends) Has to stay in the organization CONTINUANCE COMMITMENT Feels morally obligated to stay with the organization (organization investing on his training) Ought to stay in the organization NORMATIVE COMMITMENT


ATTITUDES Organizational Commitment was and probably still is an important issue to study human behavior in the organization However, today we see the emergence of KNOWLEDGE WORKERS Experts in their own subject areas/ domains These Knowledge Workers can be more loyal to their Professionrather than to their organization This is what we call PROFESSIONAL COMMITMENT or OCCUPATIONAL COMMITMENT


ATTITUDES Individuals and sometimes Organizations try to achieve consistency between their attitude and behaviorin other words try to justify their attitude through their behavior Example. There have been times when the Tobacco companies justified their position by Criticizing scientific research that showed adverse effects of tobacco on health (USA; Wall Street Journal 28 April 1998) spending enormous amount of resources in lobbying against smoke-free legislation at the Federal, State, and Local levels and intimidate the policy makers! (USA; Sweda and Daynard in Tobacco Control Resource Center, Boston (MA), 2000) Arguing against smoking restrictions in workplaces, cafes, restaurants as this will decrease the social acceptability of smokers and therefore reduces smoking incidence (EUROPE, British Medical Bulletin (1996))


ATTITUDES There may be a case of Tobacco companies backtracking on their argumentsExample when the companies agree to pay millions of dollars in compensation to the victims In a way, the companies are trying to reduce the Inconsistency in their position (of promoting tobacco based products) However, if this inconsistency goes too farthe companies may chose to quit the industry But the question isHow to companies or individuals chose which inconsistency is acceptable and which is not? Cognitive Dissonance Theory gives us some clues


ATTITUDES

COGNITIVE DISSONANCE THEORY

Explains the linkages between Attitudes and Behavior Example: Let us say you decide to buy an extravagant piece of Blackberry

It may happen that you dont feel too good about it after you have made the purchase. It is here that you are experiencing cognitive dissonance Typically there can be three outcomes:


ATTITUDES COGNITIVE DISSONANCE THEORY

You desire to reduce this dissonance or inner conflict is very lowbecause you think your old phone is obsolete, and you had to upgrade to a new phone anywaysTHE CAUSE OF DISSONANCE IS LOW (UNIMPORTANT) On the other hand, if your spouse does your shopping and wants you to buy a phonethe degree of dissonance is low because YOU HAVE LITTLE INFLUENCE OVER THE DECISION Lets say the new phone will give you some additional features such as being able to send emailssomething very important to a Mobile Executive like you the cause of dissonance is LOW because THE REWARDS ARE HIGH


Let us now go back to our discussion on Job Satisfaction We said that Job Satisfaction is basically an Individuals Attitude towards his/her Job The attitude will be positive if the you are satisfied with your job However, its not only the work which gives you satisfaction When in a Job, the individualInteracting With Boss

Interacting With coworkers Nature of Work

Opportunities For Growth Complying With Org. Rules/ Norms

JOB SATISFACTION


THE RELATION BETWEEN SATISFACTION AND PERFORMANCE (PRODUCTIVITY) Contrary to the belief that Satisfied workers are more productive PRODUCTIVE WORKERS ARE MORE SATISFIED!!! When you do a good jobyou feel intrinsically good about it (getting a Good Grade will make you feel happy) This is only true at the individual level At the organization level, when people are more satisfied (due to their interactions with their colleaguesnature of work); the organization as a whole performs better Therefore, at the organization levelHAPPY WORKERS LEAD TO MORE PRODUCTIVITY At the individual levelPRODUCTIVE WORKERS ARE MORE HAPPY


THE RELATION BETWEEN SATISFACTION AND PERFORMANCE (PRODUCTIVITY) ABSENTEEISM Employees who are not satisfied report higher rate of absenteeismhowever this depends on other factors such as availability of sick leavepaid leaves Organizations allowing their employees higher number of sick leaves are encouraging even the satisfied employees to take a break!


THE RELATION BETWEEN SATISFACTION AND PERFORMANCE (PRODUCTIVITY) TURNOVER Satisfaction negatively related to turnoverhowever it depends on level of performance Organizations work hard to retain star performers They do not care for average/ Low performers

PERCEPTION

PERCEPTION

PROCESS BY WHICH AN INDIVIDUAL SELECTS, ORGANIZES, AND INTERPRETS STIMULI INTO A MEANINGFUL AND COHERENT PICTURE OF THE ENVIRONMENT IN WHICH HE LIVES

Or

THE WAY THE INDIVIDUAL UNDERSTANDS THE STIMULIDEPENDS ON HIS OWN PERSONALITY, PAST EXPERIENCES, AND THE SITUATION/ ENVIRONMENT HE/ SHE IS!!!

PERCEPTION

HOW ABOUT THESE TYPICAL SITUATIONS AT WORKWHERE YOUR PERCEPTION INFLUENCES YOUR BEHAVIOR

PERCEPTION

Lets say the employees have had a bitter experience with the OPEN DOOR POLICY of the management the first timethey would be vary about the policy the next time around.even if the management is more committed!!!

Your experience is now influencing the way you look at this OPEN DOOR POLICY

PERCEPTION

PERCEPTION IS DIFFERENT FROM SENSATION!

You look at a painting.SENSATION

You LOOK at a paintinglook at the way the artist has used the colors to convey the mood (pink & orange are usually cheerfulevident from Picassos work done in his Rose Period)..PERCEPTION Soyou are now not merely looking at the paintingbut you are taking in the raw pictureapplying your cognitive knowledge and then being judgmental about that painting

PERCEPTION

PERCEPTUAL SELECTIVITY The whole idea of people REGISTERING the stimulus and reacting to it depends on a host of factors such as INTENSITYa widely publicized employee reward program SIZEa quantum leap promotion or a huge financial bonus is more likely to catch your attention CONTRASTYou have been working under an absolutely autocratic boss for the last 2 yearsone fine morning he does a completely 180 degree u turn and buys you a coffee! You are more likely to remember this incident

PERCEPTION The whole idea of people REGISTERING the stimulus and reacting to it depends on a host of factors such as REPETITIONFor how many quarters are you offering the big financial bonus MOTIONpeople tend to register objects in motion rather than those which are stationery NOVELTY/ FAMILIARITYyou are more likely to pay more attention to your job on DAY ONE than at the end of 3 years REPITITION CAN BE AN EXAMPLE FOR WHICH LEARNING THEORY CLASSICAL CONDITIONINGREPEATEDLY GIVING THE STIMULUS

OTHER FACTORS CAN BE

PERCEPTION

The whole idea of people REGISTERING the stimulus and reacting to it depends on a host of factors such as LEARNINGyour own experiences or knowledgeLearning creates some notions (EXPECTANCIES) and these expectancies encourage you to look at the stimulus in a particular way WORKING CONDITIONS IN THE ORGANIZATIONindividual differences among people Low productivity Production Manager : Obsolete Machinery HR Manager : No training given INDIVIDUALS MOTIVATION & PERSONALITYHigh achievers will be more receptive to rewards than others

PERCEPTION

THESE FACTORS WILL ALSO INFLUENCE YOUR JUDGMENTDECISION MAKING!!!

PERCEPTION

RATIONAL DECISION MAKING MODELGroup based Decision making process Different people bound to have different opinions Important to achieve consensus

DEFINE THE PROBLEM

GENERATE ALL POSSIBLE DECISIONS

Gather all the information related to the problem Diagnose the causes for the problem

Brainstorming Nominal Delphi

GENERATE OBJECTIVE ASSESSMENT CRITERIA

Assess the impact of the various alternatives How will you measure the success/ failure of the decision

Money, More satisfied Workers, Bigger market share?

PERCEPTION

RATIONAL DECISION MAKING MODEL

CHOOSE THE BEST SOLUTION EVALUATE THE SUCCESS OF THE SOLUTION

Based on your Objective Assessment

Based on the Assessment Criteria that You have identified

MODIFY THE DECISIONS AND TAKE ACTION IF NECCESSARY

Based on the Success of the Decision that You have taken

PERCEPTION

THE RATIONAL DECISION MAKING MODEL HOWEVERHAS LIMITATIONS Assumes that people will make unbiased rational decisions Assumes that we will have access to all the information It consumes lot of time to identify the problem, generate the alternatives, and decide on the best alternative

AND THEREFORE WE TALK ABOUT BOUNDED RATIONAL DECISION MODEL BOUNDED RATIONAL DECISION MAKING MODEL IS A SCALED DOWN VERSION OF RATIONAL DECISION MAKING MODEL

PERCEPTION

BOUNDED RATIONALITY The problem is identified Previously tried and tested solutions to these problems are identifiedand solutions close to the previously tested solutions are considered When selecting the appropriate alternativeonly the alternatives that are closest to the previously tried solution are considered The most appropriate solution is then selected, implemented, and the performance assessed

PERCEPTION

PERCEPTUAL ORGANIZATION The processes that occur within a person once the stimuli is receivedThere are different ways in which this happens.. How will you interpret the stimulusFigure-Ground Perceptual Grouping Perceptual Constancy

Perceptual Context

Perceptual Defense

PERCEPTION

FigureGround

perceived objects are separated from the backgroundyou will apply your knowledge/ experience to interpret the stimulus

beautiful If you knew Chinesethese characters will make sense to you in the first instance Your cognitive knowledge is influencing your interpretation of the stimulus

PERCEPTION

PERCEPTUAL GROUPINGgroup several stimuli together; you start interpreting things based on Assumptions!

Closurethe individual makes assumptionsperceives that

the whole exists where it does notgroups in your classsome of you like the idea; others dontI am closing the gap by assuming everybody likes the idea of they forming the groups

Continuitybuilding on existing practicesone best way to

handle the costs on a projectchances are that the rest of the projects are managed in the same way

PERCEPTION

PERCEPTUAL GROUPINGgroup several stimuli together

Proximitygroup of stimuli are considered to be similar because they areclose to each othermembers of a cricket team are assumed to behave similarly by us (this may not be true)

Perceptual Constancythe features of the stimulus (size, shape,

color) does not have any effect on the way we interpret the stimulus A picture of someone you like is more likely to elicit the same response from you as when you see that person

Perceptual Contextthe way you interpret the stimulus depends onthe context itself

Perceptual Defenseblock the stimuli or distort its interpretationbecause it contradicts your ideas and values

PERCEPTION

SOCIAL PERCEPTION The way individuals perceive other peopleDepends on His/ Her PersonalityIntrovert/ Extravert Status of the Person he/she is perceivingManager/ Colleague Visible traits of the person being perceivedShort tempered/ Mild Mannered

attribution

Stereotyping

Halo Effect

PERCEPTION

Attribution Establish a CAUSEEFFECT relationship for their own behavior Exceptional Sales Performance in one territoryDoes the Regional Sales Manager attribute this performance to the great work done by the sales team or to the promotional campaigns This will largely influence the way the Regional Sales Manager perceives the Sales Team

PERCEPTION

Stereotyping Generalizing the traits of an individual depending on the group to which he belongs to All politicians are corruptAll movie stars are rich!

Halo Effect Develop a personality sketch of an individual by merely looking at one instance or characteristic

PERSONALITY

PERSONALITY

PERSONALITY

Personality

THE DYNAMIC ORGANIZATION WITHIN THE INDIVIDUALS OF THOSE PSYCHOLOGICAL SYSTEMS THAT DETERMINE HIS UNIQUE ADJUSTMENTS TO THE ENVIRONMENT

OR

SUM TOTAL WAYS IN WHICH AN INDIVIDUAL REACTS TO AND INTERACTS WITH THE OTHERSOFTEN EXPRESSED AS YOUR BEHAVIOR Example : Personality : Introvert; Behavior : Dont talk to others

PERSONALITY

Personality Personality is complexnot necessarily Unique.

Personality includes patterns of our thoughts and emotions At the basic levelPersonality influences our emotions Personality also influences our ValuesBeliefsand Expectations!!!

PERSONALITY

SOWHAT ARE THE FACTORS THAT WILL INFLUENCE YOUR PERSONALITYTraits such as shyness, fear, & distress are hereditary Twins have similar personalities

HERIDITYThe National, Organization Culture The values of a larger culture group influence your Personality (American Individualistic, Achievement; Indian/ Latin American Family Oriented)

ENVIRONMENTSituation can be understood as Immediate Environment In a crisis situationpeople who are conscientious Are more adept at solving the problem

SITUATION

PERSONALITY

Personality

While there are several studies which have profiled an Individuals Personality the most popular remains the BIG FIVE PERSONALITY

PERSONALITY

Personality Trait

Behavior

Openness

Appreciate Art, Are Emotional, Like Being Adventurous, Creative

Conscientiousness Show Self Discipline, High Achievers, Plan their actions

Extraversion

High Energy, Always Happy, Like being in the company of others Compassionate, Cooperative, Sympathetic, Modest, Helpful, Trustworthy Lose temper pretty quickly, get into depression, perceive most of the situations/ interactions with people to be unpleasant, Impulsive

Agreeableness

Neuroticism

PERSONALITY

Personality

WHICH PERSONALITY DIMENSION DO YOU THINK SIGNIFICANTLY INFLUENCES YOUR PERFORMANCE AT WORK???

CONSCIENTIOUSNESS CONSCIENTIOUSNESS ALSO HAS A SIGNIFICANT INFLUENCE ON EMPLOYEES COMMITMENT TO THE ORGANIZATIONAND HIS OWN JOB

PERSONALITY

Personality Interestinglyresearch done by Jang, Livesley, and Vermon way back in 1996 shows the extent to which each of these personality dimensions are inherited

Openness 57% Extraversion 54% 49%

Conscientiousness Neuroticism 48% 42%

Agreeableness

Typicallypeople dont change their personality after 30!

PERSONALITY

Personality IS THERE A RELATIONSHIP BETWEEN YOUR PERSONALITY TYPE AND THE JOB THAT YOU CAN DO John Holland Says there probably is

PERSONALITYType Personality Trait Most Suitable Occupation

REALISTIC: Likes physical activities; mechanistic activities INVESTIGATIVE : Likes activities that involve thinking, organizing, understanding SOCIAL : Likes activities that involve helping others CONVENTIONAL: Likes rules & regulations, No ambiguity on the job ENTERPRISING: Likes verbal activities, likes influencing others ARTISTIC : Likes Ambitious, and Unsystematic Activities

Shy, genuine, persistant, conforming to rules Analytical, Curios, Independent Sociable, friendly, cooperative

Assembly Line Worker, Farmer Biologists, Mathematicians, news reporters Social Workers, Teachers, Psychologists Accountant, Bank Teller

Conforming, Efficient, Unimaginative Self Confident, Ambitious

Lawyer, PR manager

Imaginative, Impractical, Disorderly

Painter, musician, writers

MOTIVATION

MOTIVATION!

MOTIVATION

WHEN WOULD YOU SAY YOU ARE MOTIVATED (TO DO A JOB)

MOTIVATION

MOTIVATION IS THE WILLINGNESS TO EXERT HIGH LEVELS OF EFFORT TOWARDS (ORGANIZATIONAL) GOALS, CONDITIONED BY THE EFFORT TO SATISFY SOME INDIVIDUAL NEED

OR

YOUR FOCUSSED, PERSISTANT EFFORTS AND YOUR INTEREST TO ACHIEVE YOUR GOALS

MOTIVATION

YOU HAVE AN INNATE DESIRE TO BE SUCCESSFUL IN LIFE

YOU THEREFORE HAVE PUT IN EFFORTS TO GET INTO THE MBA PROGRAM AT THE END OF THIS PROGRAMYOU WILL HAVE A FANTASTIC CAMPUS PLACEMENT OFFERTHATS THE FIRST STEP TO A LONG SUCCESSFUL CAREER!

PHYSIOLOGICAL/ PSYCHOLOGICAL DEFICIENCY (NEED)

INDIVIDUAL BEHAVES IN A CERTAIN MANNER (DRIVE)/ MOTIVES

ACHIEVES A PARTICULAR GOAL (INCENTIVE)

MOTIVATION PROCESS

MOTIVATION

WHAT IS THE DIFFERENCE BETWEEN NEED, DRIVE, AND INCENTIVE

NEED IS THE TRIGGERA DEFICIENCY OR AN IMBALANCEOR A PERCEIVED OPPORTUNITY

DRIVE/ MOTIVE IS THE EFFORTS/ ACTIONS THAT YOU PUT IN TO CORRECT THIS IMBALANCE OR LEVERAGE THIS OPPORTUNITY INCENTIVE IS THE OUTCOME OF YOUR EFFORTS

MOTIVATION

Motives or Drives can be classified as follows:

PRIMARY MOTIVES GENERAL MOTIVES -They are Physiological, Biological Unlearned -Hunger, Thirst, Sleep, Sex Can all be examples -Motives are Unlearned but not Psychologically based -Specific behaviors such as Curiosity, Manipulation, Love (affection) can be examples

SECONDARY MOTIVES -These are Learned/ Acquired -Need for Power -Need for Affiliation -Need for Achievement -Need for Security -Need for Status can be examples

MOTIVATION

Motives or Drives can be classified as follows:

Secondary motives are most relevant to the study of human behavior In the Organizationso we will look at them in detail now

SECONDARY MOTIVES -These are Learned/ Acquired -Need for Power -Need for Affiliation -Need for Achievement -Need for Security -Need for Status can be examples

MOTIVATIONMotives or Drives can be classified as follows:NEED FOR POWER SECONDARY MOTIVES -These are Learned/ Acquired -Need for Power -Need for Affiliation -Need for Achievement -Need for Security -Need for Status can be examples First proposed by the psychologist Adler and later Popularized by McClelland When this Feeling combines With an Innate Need for Superiority

Some People Are Born With Inferiority Complex

EXPRESSION OF NEED FOR POWER

Leads to Power Motives

Seen in Some of the Politicians and Army Generals In the recent past

Influencing people to change their attitude Controlling people/ Activities Gaining control over information/ Resources

MOTIVATIONMotives or Drives can be classified as follows:NEED FOR ACHIEVEMENT SECONDARY MOTIVES -These are Learned/ Acquired -Need for Power -Need for Affiliation -Need for Achievement -Need for Security -Need for Status can be examples Popularized by McClelland. Achievement is the degree to which the person wants To Achieve goals, succeed in challenging situations, And Seek Feedback on his PerformanceSurprisingly, People with High Achievement Needs take Calculated Risks that Are just about Challenging

High Achievement Need People Need Immediate And Precise Feedback On their Performance;

Prefer Challenging Task Over Money; Look at Money As a Yardstick To measure their performance

Preoccupied with Task; Absolutely Committed to Work; May not be Good team players

MOTIVATIONMotives or Drives can be classified as follows:NEED FOR SECURITY SECONDARY MOTIVES -These are Learned/ Acquired -Need for Power -Need for Affiliation -Need for Achievement -Need for Security -Need for Status can be examples Popularized by Maslow

From the Job Perspective, people with high Conscious security motives will invest in Insurance programs, saving plans, and other Fringe benefits

EXPRESSION OF NEED FOR SECURITY Having Secured job Protection against loss of income Insurance against illness/disability Safety on the job (against hazardous Substances) Avoiding tasks that involve risk

MOTIVATIONMotives or Drives can be classified as follows:NEED FOR SECURITY SECONDARY MOTIVES -These are Learned/ Acquired -Need for Power -Need for Affiliation -Need for Achievement -Need for Security -Need for Status can be examples Popularized by Maslow

Status is the relative ranking that a person Holds in the group, organization, or society In some cultures, acquiring Life Style products Can be a symbol of status (India, China) In some others, older people generally Enjoy Higher Status (Japan)

EXPRESSION OF NEED FOR STATUS Having the right car Working for the right company with the Right job Degree from the right university Living in the right neighborhood Club memberships Executive privileges (elevator, reserved Parking)

In some countries, status is linked to Religion (Sri Lanka)

Intrinsic versus extrinsic motivationINTRINSIC MOTIVATION RELATED TO THE NATURE OF WORK ITSELF

Challenging Job, Enjoying Work, Having the Freedom to Plan your Job

EXTRINSIC MOTIVATION Perks, Bonus, Promotions

RELATED TO EXTERNAL REWARDS

MOTIVATION

HISTORY OF MOTIVATION THEORIES1900

SCIENTIFIC MANAGEMENT Wage Incentives

HUMAN RELATIONS Economic Security Work Conditions

LEWIN AND TOLMAN Expectancy Concerns

MASLOW Hierarchy of Needs

VROOM Valence/ Expectancy

HERZBERG Motivation & Hygiene Factors

PORTER & LAWLER PerformanceSatisfaction LAWLER E P & P O expectancies

FESTINGER & HOMANS Cognitive Dissonance/ Exchange

ALDERFER ERG needsTODAY

ADAMS Equity Theory

CONTENT

PROCESS

CONTEMPORARY

MOTIVATION

THE FUNDAMENTAL DIFFERENCE BETWEEN THE CONTENT AND THE PROCESS THEORIES OF MOTIVATION IS THAT

CONTENT THEORIES TALK ABOUT

WHATWHAT MOTIVATES PEOPLEHOW ARE PEOPLE MOTIVATED

PROCESS THEORIES TALK ABOUT

MOTIVATION

CONTENT THEORIES OF WORK MOTIVATION Concerned with identifying the needs/ drives of the people and the impact on satisfaction And performance Money was thought to be sole incentive (scientific management) Other motivating factors such as working conditions, security, supervision (Human Relations); Esteem, and Self Actualization (Maslow), responsibility, recognition, Advancement (Herzberg), Growth and Personal Development (Alderfer) were identified Later We will now look at these theories in detail

MOTIVATIONMASLOWS HIERARCHY OF NEEDS Abraham Maslow believed Motives can be Prioritized Satisfaction of one level of motives will require the next higher level of need to be Satisfied to motivate the employeeSA (self Fulfillment) ESTEEM NEEDS (power, Status) LOVE NEEDS (social/ belongingness) SAFETY NEEDS (Job security, protection against Financial loss) PHYSIOLOGICAL NEEDS (hunger, thirst, sleep, sex)

MOTIVATIONMASLOWS HIERARCHY OF NEEDS Abraham Maslow believed Motives can be Prioritized In the management context, examples of various levels of need can beSA

ESTEEM NEEDS Status, Symbols, promotions The Theory is subject to criticism Because the levels are not clearly Verified SOCIAL NEEDS Formal & Informal Work Groups/Teams

Personal Growth, Realization of Potential Accept Reality and Facts of Life Interested in Solving problems of others

SAFETY NEEDS (seniority plans, health insurance, Severance pay, PHYSIOLOGICAL NEEDS Minimum pay

MOTIVATIONHERZBERGS TWO-FACTOR THEORY OF MOTIVATION

Also called as the MotivationHygiene Theory Proposed by Herzberg He identified factors that lead to EXTREME JOB SATISFACTION (Motivation factors) and EXTREME JOB DISSATISFACTION (Hygiene Factors) Removing the Dissatisfiers does not necessarily motivate the employees

SATISFIERS/ MOTIVATORSGrowth Advancement Responsibility Nature of Work Recognition Achievement Security Status

DISSATISFIERS/ HYGIENE FACTORSRelationship With Supervisor Company policy & Administration

Attributed to Themselves Mostly Related To Job Content

Relationship with Subordinates Salary Work conditions

Attributed to the Organizations Environment Related to Job Context)

MOTIVATIONHERZBERGS TWO-FACTOR THEORY OF MOTIVATIONCRITICISM

The reliability of the methodology is questioned

No overall measure (index) of satisfaction was given

The influence of motivators or hygiene factors on productivity was not tested Explaining What People WANT and DO NOT WANT from their Job with only 2 dimensions Is overtly simplistic Motivationas we will seeis MULTI DIMENSIONAL

MOTIVATIONERG THEORY OF MOTIVATIONProposed by Alderfer who reworked on Maslows Hierarchy Motives can fall into 3 categories

EXISTENCE

RELATEDNESSIncludes Maslows Social and Self Esteem Needs

Includes Maslows Physiological and Safety needs Basic Material Requirements

People with these needs want to interact With others

Unlike Maslows Theory, ERG theory does Not assume a strict hierarchy between the Needs A person may work towards achieving Growth needs even though his/her Relatedness needs are not satisfied Further, a higher order need not Being satisfied, people tend to Maximize their lower order need

GROWTHIncludes Maslows Esteem Needs & Self Actualization Innate desire for personal growth

MOTIVATION

PROCESS THEORIES OF MOTIVATIONFocus on the Cognitive Determinants of Motivation; and Also understands How these Determinants are related to each other Cognition recognizing, interpreting, judging, reasoning

The fundamental difference between Content and Process Theories of Motivation Is that Content Theories tell us WHAT motivates the employees (money, recognition, Work) Process Theories tell us HOW the employees are motivated (whats the flow Of events with respect to money, recognition, or work that lead to motivation)

MOTIVATION

HOW MANY OF YOU HAVE JOINED MBA SO THAT YOU CAN FIND A HIGH FLYING JOB AT THE END OF THE COURSE?

HOW MANY OF YOU HAVE JOINED MBA JUST FOR THE LIKING FOR THE SUBJECT?

MOTIVATION

HOW MANY OF YOU BELIEVE THAT GETTING GOOD GRADES WILL HELP YOU FIND A GOOD GREAT JOB?

HOW MANY OF YOU ARE ACTUALLY WORKING HARD NOW SO THAT YOU WILL GET A GOOD GRADE IN YOUR EXAMS

MOTIVATION

LETS SAYYOU ARE IN THIS PROGRAM ONLY FOR THE LOVE OF THE SUBJECTGETTING/ NOT GETTING A JOB IS NOT REALLY IMPORTANT TO YOU

WOULD YOU BE AS MOTIVATED AS YOU ARE IF YOU REALIZE THAT ALL THAT YOU WILL GET AT THE END OF THIS COURSE IS A GOOD JOBHOWEVER YOU WOULD NOT LEARN MUCH ABOUT MANAGEMENT?

LETS SAY GETTING A GOOD JOB AND THEREFORE GETTING GOOD GRADES IS ABSOLUTELY IMPORTANT TO YOU WOULD YOU WORK HARD IF I TELL YOU THAT NO MATTER HOW HARD YOU WORKYOU WILL NOT GET A GOOD GRADE

MOTIVATION

YOUR MOTIVATION AND THE KIND OF EFFORTS THAT YOU WILL PUT IN WILL REALLY DEPEND ON

IS THE FINAL OUTCOME IMPORTANT TO ME (GETTING JOB/ LEARNING) WHAT IS THE POSSIBILITY OF ACHIEVING MY FINAL OUTCOME IF I GET GOOD GRADES WHAT IS THE POSSIBILITY OF GETTING GOOD GRADES IF I WORK HARD THIS IS WHAT VROOMS EXPECTANCY THEORY IS ALL ABOUT

MOTIVATIONVROOMS EXPECTANCY THEORY Vrooms theory is built around 3 variables INSTRUMENTALITY VALENCE, EXPECTANCY, and

Valence: individuals preference for a particular outcome Eg. When Career growth is your preferred outcome, Your Valence is POSTIVE when you Prefer Promotion over Money Eg. When you do not prefer career growth, Your Valence is NEGATIVE with respect to Promotion Eg. When you are indifferent to career growth, Your valence is ZERO with respect to Promotion A major influence on your VALENCE for a particular motivational factor is INSTRUMENTALITY Instrumentality: The possibility of the first level outcome leading to second level outcome Eg. When you work hardyou will get a promotion! Performing harder & better (first level outcome) will lead to promotion (second level Outcome)

MOTIVATIONVROOMS EXPECTANCY THEORY Vrooms theory is built around 3 variables INSTRUMENTALITY Finally, there is EXPECTANCY Expectancy: A particular action/ effort will lead to a particular first level outcome So, Expectancy occurs before the first level outcome Eg. Knowing that working hard and better will lead to a promotion VALENCE, EXPECTANCY, and

Belief that if I Work hardI can Do Better! EXPECTANCY

Belief that If I can Do BetterI Will get a Reward INSTRUMENTALITY

Rewards being Important to You! VALENCE

MOTIVATIONVROOMS EXPECTANCY THEORY Lets look at a Hypothetical Scenario to understand the Implications of Vroom Theory A manufacturing unit specifies certain production targets for the workers. The workers On the other hand want rewards such as Money, Security, or Recognition. Attaining the level of production is the FIRST LEVEL OUTCOME (from the workers Standpoint) Workers receiving rewards, and recognition is the SECOND LEVEL OUTCOME If the production is Low, it may be that the workers perceive that the Instrumentality Of the Production Level (First Level outcome) is not strong enough to help them Achieve their rewards/recognition (Second Level Outcome) The workers believe that even if they meet the targetthey wont be rewarded Or, it may be that the workers are not motivated enough by these rewards/ recognition; In this case, the Valence of these of these outcomes (second level outcome) is 0 or Negative

The workers are not motivated by rewardsand therefore they are indifferent to Meeting the targets

MOTIVATIONPORTERLAWLER MODEL PorterLawler Model shows the relationship between motivation and performance It essentially extends Vrooms theory by including additional variables such as Individual Perception that influences the relation between attainment of rewards and Satisfaction It distinguishes between MOTIVATION, PERFORMANCE, and SATISFACTION The PorterLawler model can be explained as follows:

MOTIVATIONPORTERLAWLER MODELThe level of effort out in Depends on whether the Reward is important to you and if Putting in that effort will lead you To your final outcome

4. Ability/ Traits

8. Perceived Equitable RewardsAm I Being Treated in a Fair manner Vis--vis my peers And the organization

1. Value of Reward (valence)

7a. Intrinsic Rewards

3. Effort Expended (expectancy)

6. Performance (accomplishment

9. Satisfaction

JobPerson Fit

2. Perceived Effort leads To achievement Of rewards (Instrumentality)

7b. Extrinsic Rewards

5. Role Perceptions

MOTIVATIONPORTERLAWLER MODEL Implications: Call for the managers to understand the role of effortreward perception, and role Perceptions in motivating the employeesWHAT AND HOW OF THE MOTIVATORS This requires organizations to take stock of what motivates their employees From time to time and revamp their reward policies Becomes important for the organizations to clearly define the level of performance That is expected of the employees It then becomes possible to link rewards to performance, which is a just and an Effective way to motivate the employees

MOTIVATIONEQUITY THEORY OF MOTIVATION

Propounded by Stacy Adams The employees performance on the work and his satisfaction depends on the way He perceives his work situation An Employee will typically look at whether or not the kind of efforts that he is putting in Are giving him the kind of rewards that he deserves! SoEssentiallyhe compares INPUTS with the OUTCOMES He compares this balance between his inputs and outputs with his colleagues, friends, Peers, neighbors.who may be from the same or different organization.at the same level Or different level


This trade off between the INPUTto OUTCOMES is called as EQUITY

MY OUTCOME/ MY INPUT(EFFORTS)

OTHERS OUTCOME/ OTHERS EFFORTS =

Herethe Inputs refer not only to your efforts on the jobbut also your experience, and Qualification The outcomes refer to promotion, pay, fringe benefits.etc

Let us sayYou are an MBA graduate working with IBMdrawing about 60K every month.. Your friend works with GEdrawing about 60K as well every month Both of you are project managers with similar job profilesand typically put in about 60 hours of work every week When you compare your situation with your friendit would be in a state of EQUITY


This trade off between the INPUTto OUTCOMES is called as EQUITY

MY OUTCOME/ MY INPUT(EFFORTS)

OTHERS OUTCOME/ OTHERS EFFORTS =

Herethe Inputs refer not only to your efforts on the jobbut also your experience, and Qualification The outcomes refer to promotion, pay, fringe benefits.etc

Let us sayYou are an MBA graduate working with IBMdrawing about 60K every month.. Your friend works with GEdrawing about 100k as well every month Both of you are project managers with similar job profilesand typically put in about 60 hours of work every week When you compare your situation with your friendit would be in a state of INEQUITY


When you as an Individual compare your situation with othersthere can be Different ways of doing it You will compare your EQUITY with a personwho is at a similar position in Your Organization SELF INSIDE You will compare your situation with someone from a different organization at the Same position SELF OUTSIDE You will compare your EQUITY with a person who is in a superior/ inferior position To you within the same organization (Your Boss) OTHER INSIDE You will compare your EQUITY with a person who is in a superior/inferior position And who works with a different organization OTHER OUTSIDE

SOWHAT DO YOU DO TO BALANCE THIS INEQUITY


You may decide to acquire higher qualificationsCHANGE IN THE INPUT You may decide to miss a couple of deadlinesCHANGE IN THE OUTPUT You may perceive yourself to be working harder that everyone elseDISTORT PERCEPTIONS OF SELF You may perceive that your colleagues job is not as appealing as you thought DISTORT PERCEPTIONS OF OTHERS You may start comparing your performance with a different personlets say Someone like you who is working for a much smaller company (and feel better About it!)CHOOSE A DIFFERENT REFERENT You will start looking for a new jobLEAVE THE FIELD

GroupA collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group.

What makes a Group?software development team

Common identityTransparency among Team members; being Genuine with each other

Collective norms 2 or more freely interfacing individuals Collective goals

Develop and Deploy MIS for XYZ Bank

Types Of GroupsGROUPS

Formal Groups

Informal Groups

Command Groups

Task Groups

Friendship Groups

Interest Groups

Types Of GroupsFORMAL GROUPS COMMAND GROUP : group members are in a hierarchy TASK GROUP : usually a cross functional group formed to achieve Specific targetsexamples can be Project Teams People still belong to their functional departments and can be assigned To the project part time/ for a short period of time

Types Of GroupsINFORMAL GROUPS

Formed by the employees themselves Usually driven by common interestsfriendshipexample can be People doing Car Pool to workhaving Lunch together FRIENDSHIP GROUP Formed because of cordial relationship between people More longevity INTEREST GROUP Typically occur between people of same age group, ethnic origin, views

Work Team DefinedA group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable.

Groups vs. Teams

Groups vs. TeamsWork Groups Work Teams

Share information Neutral (may be negative) Individual Random and varied

Goal Synergy Accountability Skills

Collective performance Positive Individual and mutual Complementary

Three Types of TeamsProblem- Solving Self- Managed

Cross- Functional

Stages of Group DevelopmentTuckmans ModelAdjourning Performing Norming Storming Forming

Return to Independence Dependence/ interdependence

Independence

Group Development

Forming Stage Uncertain about groups purpose Identify what behavior is acceptable to the group Individuals try to change their behavior according to the group

Storming Degree of conflict among team members Power struggle At the end of this stagea clear hierarchy in the group emerges

Norming Cohesiveness Develop a sense of group identity Group members develop a common set of expectations

Performing Group fully functional Group committed to the teams objectives

Adjourning Group is disbanded Mixed feelings among the group members Members are busy finishing their activities...team goals take a back seat

Group DevelopmentPunctuated Equilibrium Model(High)P E R F O R M A N C E

First Meeting Phase 1

Phase 2 Completion Transition Time

(Low)

A

(A+B)/2

B

Group DevelopmentPunctuated Equilibrium ModelSTAGE 1 : Initial kick-off meetingsbehavior of people emergesopinions are FormedA general direction is set for the project What should be the frequency of team meetings Status reportingreporting structures THIS DIRECTION GENERALLY DOES NOT CHANGE IN THE FIRST HALF OF THE PROJECT

HALFWAY THROUGH THE PROJECTPEOPLE REALIZE THEY ARE LAGGING BEHIND SCHEDULE AND ARE JUST SPENDING LOT OF MONEYLITTLE WORK IS BEING DONE!....LEADS TO A FLURRY OF ACTIVITIESTHIS IS THE TRASITION

Group DevelopmentPunctuated Equilibrium ModelSTAGE 2 : revised directions are set for the team members There is intense activity for project completion All tasks are to be finished on time

Group DevelopmentPunctuated Equilibrium ModelHOW CAN YOU AVOID SITUATIONS IN WHICH ITS TOO LATE TO MAKE CHANGES TO THE PACE OF YOUR WORK

YOU NEED TO HAVE DELIVERABLES AT THE END OF EACH STAGE UNLESS THE DELIVERABLES ARE PRODUCEDTHE TEAM DOES NOT MOVE ON TO THE NEXT STAGE OF THE PROJECT CLEAR PERFORMANCE CRITERIA SHOULD BE DEFINED IN THE FORMING STAGES OF THE GROUP STATUS REPORTING AT THE END OF EACH STAGE OF THE PROJECT SHOULD ENSURE THAT THESE CRITERIA ARE MET

Group DevelopmentPunctuated Equilibrium ModelSTAGE GATE REVIEWS PROJECT SPONSOR + PROJECT MANAGER + CLIENT decide the important Factors that have to be measured at the end of every stage SOMETIMES FACILITATED BY EXPERIENCED PROFESSIONALS IN THE ORGANIZATION CRITERIA DEFINED CLEARLY METRICS TO MEASURE THE CRITERIA DEFINED (how to measure cost; how to measure schedule) THRESHOLD LIMITS SET GO/ NO GO DECISION (projects gets delayed by more than 3 daysOK Anything beyond 3 daysinvoke the contingency plan) PERFORMANCE REGULARLY REVIEWED AND REPORTED TO THE SENIOR MANAGEMENT

Group DevelopmentPunctuated Equilibrium ModelAnother example can be the WATERFALL MODELTYPICALLY USED IN SOFTWARE DEVELOPMENT PROJECTS The stages include REQUIREMENT ANALYSIS DESIGN CODING INTEGRATION TESTING & DEBUGGING INSTALLATION MAINTENANCE

GROUPS

IN THE LAST CLASSWE HAVE SEEN HOW GROUPS EVOLVE AND ALSO WHAT IS THE DIFFERENCE BETWEEN A GROUP AND A TEAM

LET US TRY & RECALL QUICKLY

GROUPSDIFFERENCES BETWEEN A GROUP AND A TEAM

DIMENSION LEADERSHIP ACCOUNTABILITY PURPOSE DELIVERABLES COORDINATION

GROUP HAS ONE STRONG CLEARLY FOCUSED LEADER INDIVIDUAL ACCOUNTABILITY SAME AS THAT OF THE ORGANIZATION HAS INDIVIDUAL WORK PRODUCTS HAS GROUP MEETINGS THAT SOMETIMES CAN HAVE UNIDIRECTIONAL COMMUNICATION MEASUREMENT IS INDIRECT AND IS AT MACRO LEVEL (financial performance of the entire organization) GROUPS DECIDE AND DELEGATE THE TASKS

TEAM SHARED LEADERSHIP INDIVIDUAL AND MUTUAL ACCOUNTABILITY HAS A PURPOSE THAT CAN BE SPECIFIC TO THE TEAM HAS COLLECTIVE WORK PRODUCTS HAS TEAM MEETINGS THAT ARE OPEN ENDED; PROBLEM SOLVING IN NATURE PERFORMANCE IS MEASURED IN TERMS OF DELIVERABLES COMPLETED TEAM DECIDES AND SPRINGS INTO ACTION

PERFORMANCE MEASUREMENT OUTCOMES

GROUPS

OKAYNOW THAT WE KNOW WHAT ARE THE DIFFERENCES BETWEEN GROUPS AND THE TEAMHOW DO YOU THINK THE ORGANIZATIONS TODAY ARE USING TEAMS

CROSS FUNCTIONAL TEAMS VIRTUAL TEAMS SELF MANAGED TEAMS

GROUPS

CROSS FUNCTIONAL TEAMS

Breaking away from bureaucracy, teams from various departments or functional Specialities are brought together for a specific task Howeverfor the cross functional teams to work properlyit is important to Choose the membership carefully Clearly establish the purpose of the team Ensure that everyone understands how the group will function Conduct intensive team building upfront Achieve significant results so that the morale remains high

GROUPS


SOWHAT ARE THE BENEFITS OF A CROSS FUNCTIONAL TEAM?

GROUPS


The team is bound by common purpose and therefore has a mission Given that CFTs have diverse expertisemore ideas can be generated to Solve problems A holistic view of the problem can be takenby considering the views from All the departments All members know the problems and come prepared for the meeting Therefore faster decision making Faster decision makingreaction time to the market quicker All data/documents consolidated Leads to more informal communication and bonding

GROUPS

VIRTUAL TEAMS

People working across geographical and time distances on one project Have little or no face-to-face interaction Rely extensively on technology for communication Technology can be Synchronous (audio/video conferencing) or can be Asynchronous (emails, web pages) Teams are driven by need for information and skills Howeverbecause the team members do not see each otherteam spirit May be missing Also assessing the performance and rewards is difficult in these teams

GROUPS

VIRTUAL TEAMS

HOW DO YOU MAKE VIRTUAL TEAMS EFFECTIVE

GROUPS

VIRTUAL TEAMS

SORT OUT THE CULTURE ISSUES AMONG TEAM MEMBERS ENSURE THAT THERE IS CULTURAL EMPATHY ENSURE THAT EVERYBODY SPEAKS A COMMON LANGUAGE (FREE OF JARGON!) ENSURE THAT EVERYBODY HAS COMPARABLE IT SKILLS ENSURE THAT EVERYBODY HAS ACCESS TO SIMILAR TECHNOLOGY

GROUPS

TEAMS

AND HOW DO YOU ENSURE THE EFFECTIVENESS OF A TEAM IN GENERAL

TEAM BUILDING & COLLABORATION CULTURE/ GLOBAL ISSUES

GROUP LEADERSHIP

GROUPS

Collaboration

The leader must understand how to improve the interpersonal interaction among The team members Collocation of the team members Task interdependency Establish the intragroup processes such as reporting structures, reporting work Status, discussing problems, proposing solutions

GROUPS

Team Building

Employees relate to the team only when they see tangible benefits (ease of Doing worksharing responsibility) The purpose of the team must be defined explicitly at the beginning Team building involves rapid exchange of knowledgehence ensure free Flow of communication (formal and informal) Involve the team members in the goal setting process The team norms such as how the decisions are madereporting structures Performance expectations from each of the members is clearly defined at the outset This brings in accountability Interdependent tasks among team members also bonds the people

GROUPS

Group Leadership

Leaders should carefully select the team members mapping the task on hand With the competencies (technical, and emotional) of the team members Flatten the team in the real sense by having minimal differences in the perks And privileges Dont use titles when addressing peopleespecially in groups & meetings No special offices for group heads

GROUPS

Cultural/ Global Issues

Help the team members overcome culture stereotypes! Cultural empathy among the team members

GROUPS

NATURE AND SIGNIFICANCE OF INFORMAL GROUPS

Individuals tend to form groups that go beyond the formal lines of authority Common attitudes, common values, and physical collocation of the team members May be some of the reasons why Informal groups are formed in the organization Social interactions are the primary drivers to form informal groups Unlike the formal groups that are formed on the basis of Jobsinformal groups are formed on the basis of roles

GROUPS

NORMS AND ROLES IN INFORMAL GROUPS

Roles are a pattern of norms Normsare rules that guide the behavior and activities of the group Based on the normsindividuals assume different roles in the group

GROUPS


Examples of Norms can be

The group will have a distinct identity Central values and the goals of the group will always be upheld Group will come together to solve interpersonal problems and resolve conflicts

GROUPS


Examples of Roles can be Contributor Has good technical knowledge Extremely dependable Pushes the team to set high performance goals POP QUIZ: Going back to Big 5 personality typeswhat kind of people do you Think can be good Contributors to the team Conscientious people!

GROUPS


Examples of Roles can be Collaborator Focuses on the big picture Tries to remind the others of the vision, mission, and goal of the team Open to new ideas Share the limelight with the team members

GROUPS


Examples of Roles can be Communicator Effective listener Resolves conflicts among the team members Builds a congenial, friendly environment in which the team can work

GROUPS


Examples of Roles can be Challenger Plays the Devils Advocate Questions team members goals, methods, ethics Might even disagree with the leader Takes calculated risks

GROUPSFORMAL VERSUS THE INFORMAL ORGANIZATIONS

DIMENSION

FORMAL ORGANIZATION

INFORMAL ORGANIZATION

STRUCTURE POSITION TERMINOLOGY GOALS

Planned; rational (have predetermined goals) Jobs determine relationship between people Achieving profitability; service to the society; however the employees also need to be satisfied Influence is through Authority; TopBottom flow Control exercised through policies, procedures (can be minimal or maximum) Communication flows through formal channels; slow but accurate

Spontaneous; outcome of peoples emotions Roles determine relationship between people Satisfaction of the members

INFLUENCE

Influence is through Power; BottomTop flow Control exercised through team norms Grapevine communication through informal channels; fast but not accurate

CONTROL

COMMUNICATION

GROUPSFORMAL VERSUS THE INFORMAL ORGANIZATIONS

DIMENSION

FORMAL ORGANIZATION

INFORMAL ORGANIZATION

MEMBERSHIP

Includes all individuals belonging to that unit (organization/ division/ project) Formally appointed Loyalty

Includes only accepted individuals;

LEADERSHIP MEMBER BONDING

Through member agreement Spontaneous cohesiveness

GROUPS

TYPES OF INFORMAL GROUPS

Family Groups : Has a coterie of regular members who decide the group norms And influence the behavior of members who join the group Organized Groups: Has acknowledged leaders who are dedicated to the group and Apply their skills and knowledge Horizontal Informal Groups: informal association of employees of similar rank to Perform similar activity Vertical Informal Groups: Informal association of employees from varied levels of the organization

GROUPS DIFFICULTIES WITH INFORMAL ORGANIZATIONS Resistance to Change : members want to maintain status-quo when confronted With change Role Conflict : conflicting requirements between his employer and groups Requirements Rumor: Informal groups provide ample scope for informal (grapevine) communication; These may emotionally disturb some of the members Conformity : members are bound by group norms, reward structures, and are Expected to demonstrate certain behaviorthe informal group in a way exerts Strong pressure on the members Can be emotionally disturbing and dysfunctional if the leader uses these bonds to Gain personal mileage

GROUPS ADVANTAGES OF INFORMAL ORGANIZATIONS Complements the formal organization structure by : Informal relations among coworkers break the restrictions of the organizations Bureaucracyproblems can be solved effectively Informal groups are committed workershence minimal supervision is required To monitor their performancereduces the workload of the line management Provide a sense of identity to the members Managers can use the grapevine communication channels to pass on communiqu Informal groups provide emotional outlets for people with problems at the work settings

PLANNING QUALITY QUALITY CIRCLES

First originated in Japan in 1952Lockheed Martin was the first company in the US to implement Quality Circles

Quality circles is a group of employees who meet regularly to solve problems on the job Employees are trained in problem solving techniques The leader of the quality circle may be an employee or a supervisor Problems may either be identified by individuals or groups As the employees themselves develop solutions to the problemsthere is less resistance to change In most of the organizations, QCs have been implemented as a part of the employee participation ProgramHence they lead to better communication in the organization, greater morale of the Employees which in turn translates to Higher Productivityand better Quality of Work Life


CO

CO- Coordinator SC Steering Committee DC Departmental Committee

Steering committee

F Facilitator

NM M NM

DL Deputy Leader L Leader M- Member NM Non Member

NM NMDC

M F

DC

NM M

F

F

M

NM


Non Members: groups of employees who are not involved with The quality circle Member: Employees at the bottom of the organization ladder, who Volunteer to be a part of the organizations quality initiatives Leader/ Dy. Leader: First line supervisor/ immediate supervisor of The employeesmay be assigned on a rotational basis Facilitator: A senior person from the departmentacts as a mentor Departmental Committee: Usually comprises of Middle level Management, and heads of individual departments Steering Committee: Usually comprises of senior personnel heading The divisions with CEO as the Chair

CO- Coordinator SC Steering Committee DC Departmental Committee F Facilitator DL Deputy Leader L Leader M- Member NM Non Member

Coordinator/ Coordinating Department: Can be any department such as HRD or Quality Assurance department that would support the Activities of the quality circleAdvisory in nature

PLANNING QUALITY HOW DO QUALITY CIRCLES WORK PROBLEMS IDENTIFIED AND CLASSIFIED MOST CRUCIAL PROBLEM SELECTED (PARETO ANALYSIS)

DESCRIPTION OF THE PROBLEM

OBJECTIVE OF THE STUDY/ PROJECT

ANALYSIS OF THE PROBLEM (CAUSE AND EFFECT)

DEVELOPMENT OF THE SOLUTIONS

IMPLEMENTATION OF THE SOLUTIONS

BENEFITS OBTAINED ON IMPLEMENTATION

PLANNING QUALITY HOW DO QUALITY CIRCLES WORK PROBLEMS IDENTIFIED AND CLASSIFIED MOST CRUCIAL PROBLEM SELECTED (PARETO ANALYSIS) THE MEMBERS MEET FOR THE FIRST TIME MEMBERS MAY CHOSE THEIR LEADER BY CONSENSUS OBJECTIVE OF THE STUDY/ PROJECT THE LEADER THEN TALKS TO THE MEMBERS AS TO HOW WOULD THEY BRAINSTORM TO IDENTIFY PROBLEMS

DESCRIPTION OF THE PROBLEM

ANALYSIS OF THE PROBLEM (CAUSE AND EFFECT)

DEVELOPMENT OF THE SOLUTIONS

IMPLEMENTATION OF THE SOLUTIONS

BENEFITS OBTAINED ON IMPL

all topics of ob-dr ravi

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