managing people- final presentation - monday_ppt

8/6/2019 Managing People- Final Presentation - Monday_ppt

1/52


2/52

By Shiven Gupta (0915552))


3/52

What is an Organisational Change?

Organisational change is defined as a deliberate andconscious act to establish circumstances that aredifferent from the status quo (Ford and Ford, 1995).



4/52

External Triggers For OrganisationalChange Can Include:

Development in technology Development in new materials Changes in customers requirements and tastes The activities and innovations of competitors New legislation and government policies Changing domestics and global economic and trading conditions Shifts in local, national and international politics Changes in social and cultural values

(Huczynski A & Buchanan D, 2001)



5/52

Internal triggers for organisational changecan include:

New product and service design innovations Low performance and morale, triggering job redesign Appointment of a new senior manager or top management team Inadequate skills and Knowledge base, triggering training programmes Office and factory relocation, closer to suppliers and markets Recognition of problems, triggering reallocation of responsibilities Innovations in the manufacturing process New ideas about how to deliver services to customers


(Huczynski A & Buchanan D,


6/52

Types of Change in an Organisation

Developmental Change

Transitional Change

Transformational Change


(Anderson, D. 2001)


7/52

Transformational Change

Results in a major overhaul of the organisation or its component systems

Described as radical change or frame-breaking change

Undergo a significant shift in basic characteristic features


(Anderson, D. 2001)


8/52


9/52

Behavior

Action, performance, deeds, manners, activities andconduct influenced by culture, attitude, emotion andvalues.

Type of behavior: Aggressive, Shy, Polite, Voluntary,

Involuntary, etc.

By Tushar Dalvi (0915557)

HumanBehavior?

Things thatwe do.

Are they the same in differentsituation &place?

Collection ofBehavior.

IndividualBehavior.

SocialBehavior.


10/52

Control

Plan

Delegate

Manager?

Coach

Team leader

coordinator


11/52

Managerial behaviour patterns

Two dimensional

Consideration and Initiating structure.

Continuum of style

The Tannenbaum-schmidt continuum of leadership behaviour

Situational theory

The contingency theory of leadership

Situational leadership


2001)



12/52

The considerate leader focuses on employeerelationship and needs.

Where as the leader who initiates structures forsubordinates is task oriented. They focus ongetting the job done.

Consideration and initiating structure behavior




13/52

Continum of leadership


Divertingfromonebestway.

Tannenbaum-Schmidt presented democratic- autocratic choice as

continuum.

Their article subtitled should manager be democratic or autocratic- orsomething in between?

Three set of forces: Force in the manager Force in the subordinate Force in the situation



14/52

Contingency theory

It determines importance of contextual factors in determining effectivemanagerial behaviour.

It projects the view that there is no one ideal behaviour patter that a managermust have to be successful.

Fiedler states Managers cannot alter their style to fit to context.




15/52

Paul Hersey and Ken Blanchard influenced by contingency theory ofleadership.

Manager must be a good Diagnostician and must adapt style to meetdemands of situation.

Unlike Fiedler, they believed that a mangers can alter their style to fitthe context

Situational leadership

(Huczynski A & Buchanan D,2001)


Cli k di M l


16/52

Click to edit Master text stylesSecond level Third level Fourth level

Fifth level


17/52

BEHAVIOR

EMOTIONS

PERCEPTIONS

By Susan Thangaiah (0910669)


18/52

Emotion

Component of : Cognitive appraisal/ evaluation of stimuliand situations Motor expression Motivation Subjective feeling state

(Frijda, N.H.,1988)

Emotions are:

vIntrinsic to social order anddisorder, working structures,conflict, influence, conformity,posturing, gender, sexuality andpolitics.

vThey work imprecisely within thehuman psyche, as well as in thedaily organisational life.

(Fineman, 1994)



19/52

Why managers should initially look attheir emotion?

The morale and emotional behavior of a manager has animportant effect on

organizational climate. Research shows that more than70% of employees perceptions of organizational climate

result directly from a manager's morale and behavior, whichstimulates employees' morale, emotions, and behaviors.

(Momeni, N., 2009)


P P U N P U


20/52

1. Depends on individual interpretation and tested through their relations with others2. Reveals that emotions are coping mechanisms, enabling individuals to adapt to changing

circumstances signaling the need of change (Lazarus, 1991)

Posi

tive

Plea

sant

ande

xcitin

Unpl

easan

tand

distu

Nega

tive

Plea

sant

ande

xcitin

Unpl

easan

tand

distu



21/52

....


22/52

Five Levels OfEmotions InOrganizations

........


ASHKANASY N.M (2003),


23/52

The structure of emotional competence (Goleman et. al, 2001)

ll

r

s

motion

al

sel

f-aware

ness

ccurat

eself-

assessm

ent

elfCo

nfidenc

e

motion

al

ranspa

rency

daptab

ility

chieve

mentor

ientati

on

nitiat

ive

ptimis

m

mpathy

rganiz

ational

awaren

ess

ervice

orient

ation

evelop

ingoth

ers

nspira

tional

leaders

hip

hange

catalys

t

nfluen

ce

onflic

tmanag

ement

eamwor

k&col

laborat

ion

Personal Social



24/52

Self Awareness (Goleman et. al., 2001)

Emotional Self Awareness Recognizing onesemotions and their effect

Accurate self assessment - Knowing ones strengths

and limits Self Confidence A strong sense of ones self worth

and capabilities. Confidence determines choices,effort, perseverance and resilience


Why Managers should look at their personalemotion??


25/52

Self Management (Goleman et. al., 2001)

1. Emotional self control Keeping disruptive emotions and impulses (Marshmallowstudy)

2. Transparency Maintaining integrity, acting according to ones value (AndrewGrove Intel CEO 1994)

3. Adaptability Flexibility in handling change (Carly Fiorina- 1st women CEO of

Hewlett-Packet, 1st women to head fortune 50 company, she led to HPstransformation culture and structure)

4. Achievement orientation Striving to improve or meet a standard of excellence

5. Initiatives Readiness to act on opportunity (Bill Gates, Andrew Carnegie)

6. Optimism Persistence in pursuing goals despite obstacles and setback (IBMCEO John R. Opel) (Thornton, 2009)



26/52

Examples of emotion expression

BA strike ballot papers send out Cutting the cabin crew staff on long haul flight from15 to14. United union concerned the BA changes will place crew under additionalstress during flight with fewer crew required to absorb the work of colleagues who havebeen removed from the company. (BBC, 2009)


Train driver to vote on strikes No salary rise next yearbut 3% rise in 2nd year. The action by First CapitalConnect (FCC) drivers threatened pre-Christmas traveldisruption as well as weekdays. (BBC,2009)


27/52

Emotional Intelligence

Refers to understanding andrecognition of oneself andothers' abilities, perceptionand attitudes. This mental

ability has an importantinfluence on the otherabilities of a manager,especially leadership.

(Momeni, N., 2009)

The ability to monitorones own feelings and

emotions, to discriminateamong them, and to usethis information to guide

ones thinking andactions.

(Solevey, P., & Mayer, J.,1990)



28/52

Emotional intelligence of managersand the organizational climate theycreate.

EmotionalIntelligence

OrganizationalClimate

Positive Correlation

Employees perception& attitude

Influence thebehavior ofemployee


q Great organizational climate improves the efficiency and decreases costs ofturnover and problems with staff (Momeni, N., 2009)

q Efficient manager with high EI can create environment where loyal, intelligent, risk

and reward-seeking-risk and emotionally invested employees towards great goals.(Goleman et al., 2001)q Emotional intelligence gives you a competitive edge. Having great intellectual

abilities may make you a superb fiscal analyst, but a highly developed emotionalintelligence will make you a candidate for CEO (Goleman, 1997)

q Mayer & Salovey (1997): Four branches of EI, (1) Identifying emotions, (2) Using

emotions to facilitate thought, (3) Understanding emotion and (4) Managingemotion


29/52


30/52

?What does attitude really mean?

An attitude is simply a method by which you let others know what you are feeling,your moods, believes, likes/dislikes, even your securities or insecurities (Otto 2009).

I believe your attitude is like a mirror. The attitude you give out is the sameattitude you will get back(Herald 2003 p 5).

Attitude comes into play in management-staff interactions and can make thedifference between developing a productive team and coping with a dysfunctional unit(Millett 2009).

By Monika Kolecka (0810061)


31/52

Type of attitudes:

Positive attitude - Positive, open andwilling to listen attitude is essential to giveemployees reassurance that they are part ofthe change process, thus encouraging themto feel more comfortable about the changeand the resulting new environment they will

be working in.



32/52

Type of attitudes:

Negative attitude - Leaders withnegative attitude usually do not willing into any new changes or restructuring, andare more likely to receive more negativefeedback from employees, likely resulting

in a less successful re-structuring and aless motivated work force.



33/52

Why attitudes are

important at

workplace?


To achieve our goals

To manage changes within organisation To offer better communication

To achieve successful of our business To be more effective in our jobs As a leader to provide a good example


34/52

Whenever you are in conflict with someone,there is one factor that can make the difference

between damaging your relationship anddeepening it.

That factor is attitude.(James 2009)

attitude



35/52

Can we change our attitude?

Because:

We do make choicesWe are responsible for our actingWe make our thoughts ( for example our beliefs)We decide about our behaviour and body languageWe have the freedom and power to make change about ourselves

Yes, we can!



36/52

What is value?

Value is the constellation of likes, dislikes, viewpoints, shoulds, inner inclinations, rational and irrational

judgements, prejudices and association patterns that determine a persons view of the world (Spranger,1928).

Values are neither attitudes nor behaviours, but rather building blocks of the behaviour of and choicesmade by individuals (Stackman, 2000).

Value is a recommendable quality that has an impact on the choice of objectives, means and mannersavailable, and is used as a criterion in assessing various phenomena. Personal values are the basis ofpreferences or modality of selective orientation (Van Deth & Scarbrough, 1995)

By Gibadat Yelzhanova (0911081)


37/52


What is important for me?

PersonalValues

OrganisationalValues


38/52

Questions

Two or three words you associate with Value?

What is important for you personally and at work?



39/52

Personal Values

People individually live their lives and make choices byconsidering What Is Important For Me? (WIIFM) and it ispersonal values that inform the answer to the question.

Managers and Leaders are not just business people. Theyare also human being. What are theirpersonalvalues?



40/52

The most important personal values


Health

Family

ReliabilityIntegrity,Honesty

Trust,Reliance

(Simova J and Odziemczyk A, 2007)


41/52

The most important organisational values


Professionalism

Quality

ReliabilityRelationship,Cooperation,

Teamwork

(Simova J and Odziemczyk A, 2007)

Integrity,Honesty


42/52

Categories of Values

Two broad categories of values according to Rokeach (1973):

1. Terminal values (e.g. self-respect, wisdom, family security,comfortable life, sense of accomplishment, etc.) which reflect a

persons belief about ends to be achieved;

2. Instrumental values (e.g. ambition, honesty, courage,

independence, imagination, helpfulness, etc.) which reflect beliefsabout the means for achieving the desired ends.



43/52

Why do values have this power?

Their power to drive behaviour comes from the fact that anindividuals values have emotions attached to them (Sullivan

2001),



44/52

Personal factors in the Dangers and Abuses

Managers who put their personal values higher than organisational ones and having power in their hands?

Power becomes a potential danger if leaders have their focus on themselves or on building resources alone rather thanon building their followers (Bass & Steidlmeier, 1999).

Maintaining accountability keeps leaders from isolation and nurturing their dark side. It also helps keep leadersfocus off themselves and on the people who follow them. Good transformational leaders sacrifice pride, share their power,

and develop humility. (Covey, 1991).



45/52


Opinions of my two previous managers


46/52


47/52

1. Attitude

4. Emotion

3. Value

2. Behaviour

(a) I cant get it right.

(b) Work sucks.

(l) I need to stay in this job.

(c) Im not good enough.

(j) Ill never be able to get a degree

(e) Feeling top of the world

(d) Really irritated with the project

(f) I like to behave the way I prefer.

(g) What! Are you arguing with me!! How dare you!!!

(k) My boss like to munch and speak.

(h) My team doesnt need me in the

office.(i) The new task is a challenge.


48/52

Conclusion


Manager V

alues B

e

ha

Emo

tions

Attitu

des


49/52

References1. ASHKANASY, N.M (2003), Emotion in organizations: A multi level perspective.

2. BASCH, J., & FISHER, C. D., 2000. Affective events-emotions matrix: A classification of work events and associated emotions. In: N. M. Ashkanasy, C. E. J. Hartel& W. Zerbe (Eds), Emotions in the Workplace: Research, Theory, and Practice (pp. 3648). Westport, CT: Quorum Books.

3. BBC, 2009a. Train drivers to vote on strike. [online]. Available from: http://news.bbc.co.uk/1/hi/england/8354862.stm . Assessed 11th November 2009.

4. BBC, 2009b. BA strike ballot papers send out. [online]. Available from: http://news.bbc.co.uk/1/hi/business/8361085.stm. Assessed 15th November 2009.

5. BRUNO, L., PH, D. and LAY, E., 2006. Personal values and Leadership Effectiveness. [online]. Available from:http://www.g-casa.com/Bruno_Personal_Values_Leadership [Accessed 22 November 2009].

6. Cclarke, L., 1994. The essence of change. In: Arnold, J. 1998. Work Psychology Understanding human behavior at work place. 3rd ed. London : Financial TimesManagement.

7. FINEMAN, S. (Ed.) (1994), Emotion in Organizations, Sage, London.

8. Frijda, N.H. (1988), Les thories des motions: un bilan,in Rim, B. and Scherer, K.R. (Eds), Les motions,Delachaux & Niestl, Neuchtel. TRAN, V., 1998. Inthe role of the emotional climate in learning organizations. The learning organization. 5(2). pp. 99-103. MCB University Press.

9.

GOLEMAN, D., BOYATZIS, R., & MCKEE, A., 2001. Primal leadership: The hidden driver of great performance. Harvard Business Review, 43-53; Lyman, A. (2003,9-11 April). Creating a great place to work: lessons from the 100 best (M.A. Babaee & B. Abolalaee, Trans.). The proceeding of first conference of development ofhuman resources, (2004) , Association of HRM of Iran, 9th Street, Iranshenasi Street, Southern Sheikh Bahaee Avenue, Tehran, Iran,19-27.

10. GRIMME, S., 2009. The Nature of Attitude 3 Type of People. [online]. Ezine Articles. Available from:http://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525 [Accessed 22 November 2009] .

11. GOLEMAN, D.,1997. Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books. p.76.

12. HERALD, J., 2003. Would you like attitude with that?: no limits, no excuses, no ifs, no buts ... [online] . Allen & Unwin: Australia. Available from:http://books.google.co.uk/books [Accessed 22 November 2009] . p 5
http://news.bbc.co.uk/1/hi/england/8354862.stmhttp://news.bbc.co.uk/1/hi/business/8361085.stm.%20Assessed%2015th%20November%202009http://www.g-casa.com/Bruno_Personal_Values_Leadershiphttp://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525http://books.google.co.uk/bookshttp://books.google.co.uk/bookshttp://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525http://www.g-casa.com/Bruno_Personal_Values_Leadershiphttp://news.bbc.co.uk/1/hi/business/8361085.stm.%20Assessed%2015th%20November%202009http://news.bbc.co.uk/1/hi/england/8354862.stm


50/52

13. Huczynski, A., & Buchanan, D., 2001. Organizational Behaviour: An introductory text. 4th ed.Harlow:Pearson Education limited.

14. Lazarus, R., 1991. Emotion and adaptation. Oxford university press, Oxford.

15. LAZARUS, R. S., & COHEN-CHARASH, Y. , 2001. Discrete emotions in organizational life. In: R. L. Payne & C. L. Cooper (Eds), Emotions at Work: Theory, Research, and Applications for Management. (pp. 4581). Chichester, UK: Wiley.

16. MANN,S., 1999. Hiding what we feel, faking what we dont: Understanding the role of emotions at work. Element, Shaftesbury. p 69.

17. Maybey , c. and Mayyon-white, B. 1993Managing Change 2nd ed. In: Arnold, J. 1998. Work Psychology Understanding human behavior at work place. 3rd ed. London : Financial Times Management.

18. MILLETT, T., 2009.Attitude and Its 7 Reasons for Being. [online]. Free Articles. Available from: http://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.html.[Accessed 22 November 2009].

19. MOMENI, N., 2009. The relation between managers emotional intelligence and the organizational climate they create. Personnel Management. 38(2)

20. OTTO, M., 2009.Attitude Can Determine Your Success As A Manager. [online]. Evan Carmichael. Available from:

21. http://www.evancarmichael.com/Management/3327/ATTITUDE-CAN-DETERMINE-YOUR-SUCESS-AS-A-MANAGER.htm [Accessed 22 November 2009].

22. Oshogbemi, T., and Ocholi, S., 2006. Leadership style and behavior profile of managers. Journal of management development. Vol25 (8). Pp748-768.

23. PLUTCHIK, R. ,1980. The nature of emotion. [online]. Available from: http://www.stevenjchen.com/index.php?link=emotions.[Accessed on 16th November 2009].

24. SALOVEY, P. and MAYER, J., 1990. Emotional Intelligence. Imagination, Cognition and personality. pp. 185-211.

25. SIMOVA, J and ODZIEMCZYK, A., 2007 Personel and business values in SMEs: what general value concepts do managers and buciness owners of small and medium-sized enterprises appreciate most?. [online]. Available from:http://www.leidykla.eu/fileadmin[Accessed 22 November 2009].

References(Contd.)
http://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.htmlhttp://www.evancarmichael.com/Management/3327/ATTITUDE-CAN-DETERMINE-YOUR-SUCESS-AS-A-MANAGER.htmhttp://www.stevenjchen.com/index.php?link=emotionshttp://www.leidykla.eu/fileadminhttp://www.leidykla.eu/fileadminhttp://www.stevenjchen.com/index.php?link=emotionshttp://www.evancarmichael.com/Management/3327/ATTITUDE-CAN-DETERMINE-YOUR-SUCESS-AS-A-MANAGER.htmhttp://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.html


51/52

26. SMITH, M., 2007. Having the Correct Attitude Will Determine the Success of your Business. [online].Smarts Info e-Publishing. Available from: http://selfhelp.smartads.info/attitude/article.php?art=11194 [Accessed 21 November 2009].

27. SULLIVAN, W., SULLIVAN, R., and BUFFTON, B., 2001. Alligning individual and organisational values to support change.Journal of Change Management, 2(3) , pp 247-254

28. Simic, I., 1998. Transformational Leadership key to succesful management of transformational organization change.Scientific journal Fact university. Vol 1 (6). Pp 49-55.

29. THORNTON, E., 8th January 2009. Managing through a crisis: A new rules. BusinessWeek. [online]. Available on:http://www.businessweek.com/magazine/content/09_03/b4116030884620.htm. [Accessed on 20th November 2009].

30. TUCKER, A. et al., 2004. The Influence of Transformational Leader. Journal of Leadership and Organisational Studies,10(4), pp 102-110

31. VADI, M. and JAAKSON, K., 2002. The importance of value honest: determining factors and some hints to ethics. [online].Available from: http://www.mtk.ut.ee/orb.aw [Accessed 22 November 2009].

32. WILLIAMS, S., 2001. Emotion and social theory. London: Sage.

References (Contd.)
http://selfhelp.smartads.info/attitude/article.php?art=11194http://www.businessweek.com/magazine/content/09_03/b4116030884620.htmhttp://www.mtk.ut.ee/orb.awhttp://www.mtk.ut.ee/orb.awhttp://www.businessweek.com/magazine/content/09_03/b4116030884620.htmhttp://selfhelp.smartads.info/attitude/article.php?art=11194


52/52

Thank You

for attention and participation!

managing people- final presentation - monday_ppt

Documents