unit iv-by prof. t.r. piplani

8/8/2019 Unit IV-BY Prof. T.R. Piplani

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Managerial EthicsManagerial Ethics



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Managerial ethicsManagerial ethics

• Managerial ethicsManag

erial ethics deals with thedeals with the

situations managers face in theirsituations managers face in their

work lives that are filled with ethicalwork lives that are filled with ethicalcontentcontent



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• Reasons to follow ethicsReasons to follow ethics

1.1. Society and stakeholders’ expectationsSociety and stakeholders’ expectations

2.2. In the interest of organizationalIn the interest of organizationalmanagersmanagers



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Importance of ethicsImportance of ethics

• Business is part of societyBusiness is part of society

• Image concernsImage concerns

• Manager is trustee of various groupsManager is trustee of various groups

• Increasing consumer powerIncreasing consumer power

• Government interventionGovernment intervention

• To live happily, job values To live happily, job values socialsocial

valuesvalues



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Benefits of good ethicalBenefits of good ethical

behavior/ practicesbehavior/ practices

• Economical benefit - Carbon creditsEconomical benefit - Carbon credits


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Determinants of ethicsDeterminants of ethics

1.1. Social factorsSocial factors

2.2. Economic factorsEconomic factors

3.3. Cultural factorsCultural factors

4.4. Political factorsPolitical factors

5.5. Organizational factorsOrganizational factors

6.6. Contemporary code – eg AIMAContemporary code – eg AIMA



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Principles of business ethicsPrinciples of business ethics

• Be trustfulBe trustful

• Keep an open mindKeep an open mind

• Meet obligationsMeet obligations

• Have clear documentsHave clear documents

• Become community involvedBecome community involved

• Maintain accounting controlMaintain accounting control

• Be respectfulBe respectful



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Social responsibilitySocial responsibility



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Ethics and stakeholdersEthics and stakeholders

• CustomersCustomers

• EmployeesEmployees

• IndustryIndustry

• ManagersManagers

• SocietySociety



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Business values – differentBusiness values – different

levelslevels

• Individual valuesIndividual values

• Group valuesGroup values

• Top management values Top management values

• Environmental valuesEnvironmental values



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EthosEthos

• Characteristics, spirit and beliefs of Characteristics, spirit and beliefs of

community, people…community, people…



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Indian ethosIndian ethos

• Principles of managementPrinciples of management

1.1. Divine resides in the heart of a personDivine resides in the heart of a person

2.2. Holistic approachHolistic approach3.3. Combining subjective and objectiveCombining subjective and objective

4.4. Karma yogaKarma yoga

5.5. cooperationcooperation



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Determinants of OBDeterminants of OB



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The determinants The determinants

1)1) Internal vs external determinants of Internal vs external determinants of

behaviorbehavior

2)2) Personality and situational variablesPersonality and situational variables

3)3) Cognition vs environmentCognition vs environment



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ModelsModels

1)1) S-R modelS-R model

o Internal feelingsInternal feelings

o External environmentExternal environment

1)1) S-O-B-C modelS-O-B-C model



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S-R ModelS-R Model

Stimulus

Organism

Response

input

output



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S-O-B-C ModelS-O-B-C Model

Stimulus

organism

Behavior

consequences



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AssumptionsAssumptions

1.1. Individual differencesIndividual differences

2.2. The whole person The whole person

3.3. Caused behavior throughCaused behavior throughmotivationmotivation

4.4. Human dignityHuman dignity



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DeterminantsDeterminants

1)1) Biographical characteristicsBiographical characteristics

2)2) Learned characteristicsLearned characteristics

3)3) Environmental factorsEnvironmental factors

4)4) Organizational factorsOrganizational factors



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Biographical characteristicsBiographical characteristics

AgeAge

GenderGender

Marital statusMarital status

No. of dependantsNo. of dependants

AbilityAbilityIntellectual abilityIntellectual ability

Physical abilityPhysical ability



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Learned characteristicsLearned characteristics

• AttitudeAttitude

• ValuesValues

• PerceptionPerception

• MotivationMotivation



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Organizational factorsOrganizational factors

• Physical facilitiesPhysical facilities

• Organization structure and designOrganization structure and design

• LeadershipLeadership

• Reward systemReward system



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PerceptionPerception



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DefinitionDefinition

• Perception includes all thosePerception includes all those

processes by which an individualprocesses by which an individual

receives information about hisreceives information about hisenvironment – seeing, hearing,environment – seeing, hearing,

feeling, testing and smellingfeeling, testing and smelling



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Perception vs SensationPerception vs Sensation

• Perception combines I/P from thePerception combines I/P from the

different sensesdifferent senses



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Significance of perceptionSignificance of perception

• PERCEPTION – Factors that shapePERCEPTION – Factors that shape

and produce what we actuallyand produce what we actually

experience. It is described as aexperience. It is described as aperson’s view of realityperson’s view of reality



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Inwards or outwards?Inwards or outwards?

http://opt/scribd/conversion/tmp/scratch2533/C:/TC/TC.EXE



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The process The process

Perceptual I/P or stimuli

Characteristics of situation

Perceptual O/P

Perceptual mechanismSelection interpretation

organization

Characteristics of perceiver

Behavior



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Perceptual mechanismPerceptual mechanism

1)1) Perceptual selectivityPerceptual selectivity

2)2) Perceptual organizationPerceptual organization

3)3) Perceptual interpretationPerceptual interpretation



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Perceptual selectivityPerceptual selectivity

1)1) Internal factorsInternal factorsa)a) Needs and desiresNeeds and desires

b)b) PersonalityPersonality

c)c) ExperienceExperience

d)d) LearningLearning

2)2) External factorsExternal factorsa)a) SizeSize

b)b) IntensityIntensity

c)c) FrequencyFrequencyd)d) StatusStatus

e)e) ContrastContrast

f)f) MovementMovement

g)g) Novelty and familiarityNovelty and familiarity



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Perceptual organizationPerceptual organization

1.1. Figure and groundFigure and ground

2.2. Perceptual groupingPerceptual grouping

a.a. SimilaritySimilarityb.b. ProximityProximity

c.c. ClosureClosure

d.d. Continuity – symmetrical/closed figureContinuity – symmetrical/closed figure



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Figure and groundFigure and ground



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SimilaritySimilarity



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I li ti f ti fI li ti f ti f



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Implications of perception forImplications of perception for

managementmanagement

1.1. Perception and hiringPerception and hiring

2.2. Perception and performancePerception and performance

appraisalappraisal3.3. Perception and motivationPerception and motivation

P t l dPerceptual errors and



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Perceptual errors andPerceptual errors and

distortionsdistortions

i.i. StereotypeStereotype

ii.ii. Halo effectHalo effect

iii.iii. ProjectionProjection

iv.iv. Self serving bias and attributionSelf serving bias and attribution

errorerror

v.v. Selective perceptionSelective perception



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Attribution theoryAttribution theory

Observation of behavior

Distinctiveness(high/low)

Consistency(high/low)

Consequences(high/low)

AttributionOf causes



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LearningLearning



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• The process of acquiring the ability The process of acquiring the ability

to to respond adequately to ato to respond adequately to a

situationsituation



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NatureNature

• Involves change in behaviorInvolves change in behavior

• Change should be relativelyChange should be relatively

permanentpermanent• Change must be based on some formChange must be based on some form

of practice, experience or trainingof practice, experience or training

• Practice/experience should bePractice/experience should bereinforcedreinforced



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Types of learning Types of learning

• Classical conditioningClassical conditioning

• Operant conditioningOperant conditioning

• Cognitive learningCognitive learning• Social learningSocial learning

Cl i l ( i ti )Classical (associative)



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Classical (associative)Classical (associative)

conditioningconditioning

• Before conditioningBefore conditioning

Unconditioned

stimulus(meat)

Conditionedstimulus

(bell)No

response

Unconditioned

response(salivation)

Classical (associati e)Classical (associative)



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• During conditioningDuring conditioning

Unconditioned

stimulus(meat)

Conditionedstimulus

(bell)

Unconditioned

response(salivation)




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• After conditioningAfter conditioning

Conditionedstimulus

(bell)

Unconditionedresponse

(salivation)



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Operant conditioningOperant conditioning

• Stimulus >response >consequencesStimulus >response >consequences

>future response>future response

Reinforcement theoryReinforcement theory



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Reinforcement theoryReinforcement theory

Personal factorsOrganizational factorsEnvironmental factors

Post consequencesand experiences, rewards,

Outcomes, punishments etc

Conditional predispositionto act or not to act

Performance(result of conditional learning)

Learning from

Behavior



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Types of reinforcement Types of reinforcement

Positivereinforcement

Behavior morelikely to occuragain

Punishment

Behavior less likelyto occur again

Extinction

Behavior less likely

to occur again

Negativereinforcement

Behavior more likelyto occur again

Pleasant/Desirable events

Eventwithdrawn

Eventapplied

Unpleasant/Undesirable events



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Reinforcement scheduleReinforcement schedule

a)a) Fixed interval scheduleFixed interval schedule

b)b) Variable interval scheduleVariable interval schedule

c)c) Fixed ratio scheduleFixed ratio scheduled)d) Variable ratio scheduleVariable ratio schedule



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PersonalityPersonality



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• ““Personality may be understood as thePersonality may be understood as thecharacteristic pattern of behavior andcharacteristic pattern of behavior andmodes of thinking that determine amodes of thinking that determine aperson’s adjustment to environment”person’s adjustment to environment”

- Hilgrad, Atkinson- Hilgrad, Atkinson

• ““Personality includes external appearancePersonality includes external appearanceand behavior, inner awareness of self as aand behavior, inner awareness of self as apermanent organizing force and thepermanent organizing force and theparticular pattern or organization of particular pattern or organization of measurable traits, both inner and outer”measurable traits, both inner and outer”



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Shaping factorsShaping factors

• HeredityHeredity

• Brain – ESB researchBrain – ESB research

• Emotional make up or temperamentEmotional make up or temperament

• InterestInterest• MotivesMotives

• Physical traitsPhysical traits

• Family factorsFamily factors

• Social factorsSocial factors• Situational factorsSituational factors

Pyscho analytical theory ofPyscho analytical theory of



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Pyscho-analytical theory of Pyscho-analytical theory of

personalitypersonality

• Postulated by Sigmund FreudPostulated by Sigmund Freud

• 3 concepts3 concepts

i.i. The Id The Idii.ii. The ego The ego

iii.iii. The super ego The super ego

Stages of personalityStages of personality



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Stages of personalityStages of personality

developmentdevelopment

1)1) Oral stageOral stage

2)2) Anal stageAnal stage

3)3) Phallic stagePhallic stage4)4) Latency stageLatency stage

5)5) Genital stageGenital stage

Chris Argyris’ immaturityChris Argyris’ immaturity



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Chris Argyris immaturity-Chris Argyris immaturity-

maturity continuummaturity continuum

Immaturitycharacteristics

Maturitycharacteristics

Passivity Activity

Dependence Independence

Few ways of behaving Diverse behavior

Shallow interests Deep interests

Short-term

perspective

Long-term perspective

Immaturity – maturity continuum



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Traits of personality Traits of personality

• Trait – enduring attribute of a person Trait – enduring attribute of a person

that appears constantly in a varietythat appears constantly in a variety

of situationsof situations

Cattel’s trait theoryCattel’s trait theory



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Cattel s trait theoryCattel s trait theory• Surface traitsSurface traits

i.i. Reserved vs outgoingReserved vs outgoingii.ii. Less intelligent vs more intelligentLess intelligent vs more intelligent

iii.iii. Affected feelings vs emotionally more stableAffected feelings vs emotionally more stable

iv.iv. Submissive vs dominantSubmissive vs dominant

v.v. Serious vs happy go luckySerious vs happy go lucky

vi.vi. Expedient vs conscientiousExpedient vs conscientiousvii.vii. Timid vs venturesome Timid vs venturesome

viii.viii. Tough minded vs sensitive Tough minded vs sensitive

ix.ix. Trusting vs suspicious Trusting vs suspicious

x.x. Practical vs imaginativePractical vs imaginative

xi.xi. Forthright vs shrewdForthright vs shrewd

xii.xii. Self assured vs apprehensiveSelf assured vs apprehensive

xiii.xiii.Conservative vs experimentingConservative vs experimenting

xiv.xiv.Group dependant vs self dependantGroup dependant vs self dependant

xv.xv.Uncontrolled vs controlledUncontrolled vs controlled

xvi.xvi.Relaxed vs tenseRelaxed vs tense



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Big 5 traits modelBig 5 traits model

Core traits Descriptive characteristics1 conscientiousness Dependable, hard working,

organized, self disciplined,persistent

2 Emotional stability Calm, secure, happy, unworried3 agreeableness Cooperative, warm, caring, good

natured, courteous, trusting

4 extraversion Sociable, outgoing, talkative,assertive and gregarious

5 Openness toexperience

Curious, intellectual, creative,cultured, artistically sensitive,

flexible, imaginative

Personality traits – influence onPersonality traits – influence on



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OBOB

1.1. AuthoritarianismAuthoritarianism

2.2. MachiavellianismMachiavellianism

3.3. Introversion vs extraversionIntroversion vs extraversion

4.4. Type A vs Type B Type A vs Type B5.5. Self concept and self esteemSelf concept and self esteem High – challengeHigh – challenge

Low - seeking approvalLow - seeking approval

1.1. Locus of controlLocus of control Internal vs externalInternal vs external

Type A Type BAggressive and Easy going laid-



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Aggressive andcompetent

Easy going, laidback and noncompetent

Impatient, irritable,poor judgment

Better at complextasks

Adv.

Disadv.

Is always moving Never in hurry

Walks rapidly, talksrapidly

Does not brag

Does 2 tasks at a

time

Plays 4 fun, not 2

winMeasures successby quantity

Relaxes w/o guilt

aggressive Mild mannered



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MotivationMotivation

fi i i



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• Motive – anything that initiates or sustainsMotive – anything that initiates or sustains

activityactivity

• Motive – idea, need or emotion which promptsMotive – idea, need or emotion which prompts

a person into actiona person into action• Motivation – The complex of forces startingMotivation – The complex of forces starting

and keeping a person at work in organizationand keeping a person at work in organization

““ Motivation is the core of management”Motivation is the core of management”

- Likert- Likert

The mechanismThe mechanism



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Need Tension Search behavior

Performance/failure

Incentive/rewardNeed satisfaction

The mechanism The mechanism

R ifi i f f il



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Ramifications of failureRamifications of failure

• AggressionAggression

• RationalizationRationalization

• RegressionRegression• FixationFixation

• ResignationResignation

• ApathyApathy

Maslow’s hierarchy of needs



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Maslow s hierarchy of needs

Maslow’s hierarchy of needs



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Maslow s hierarchy of needs



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Physiological

Intensityof needs

SecuritySocial Esteem

Self actualization

Realization

Drawback of Maslow’sDrawback of Maslow’s



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Drawback of Maslow sDrawback of Maslow s

theorytheory

• Does not take into account individualDoes not take into account individual

differencesdifferences

Alderfer’s ERG modelAlderfer’s ERG model



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Alderfer s ERG modelAlderfer s ERG model

• The 3 needs The 3 needs

1.1. ExistenceExistence >> Physiological and safetyPhysiological and safety

2.2. RelationsRelations >> Social, esteem needsSocial, esteem needs derived fromderived from

otherother peoplepeople

3.3. GrowthGrowth >> Self actualizationSelf actualization

• Revision of MaslowRevision of Maslow

– Decreasing concretenessDecreasing concreteness

– Achieving a goal causes a decrease in its importanceAchieving a goal causes a decrease in its importance

– Satisfaction progression; frustration regressionSatisfaction progression; frustration regression

M Cl ll d’ thM Cl ll d’ th



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McClelland’s theoryMcClelland’s theory

1.1. Need for power (nPow)Need for power (nPow) Esteem -> Self actualizationEsteem -> Self actualization

2.2. Need for achievement (nAch)Need for achievement (nAch) Esteem -> Self actualizationEsteem -> Self actualization

3.3. Need for affiliation (nAff)Need for affiliation (nAff)

Social needsSocial needs

Critical appraisal ofCritical appraisal of



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Critical appraisal of Critical appraisal of

McClellandMcClelland

1.1. Doubtful research evidenceDoubtful research evidence

2.2. Objectionable use of techniquesObjectionable use of techniques

3.3. Does not deal with process of Does not deal with process of motivationmotivation

4.4. Achievement motivation training isAchievement motivation training is

time consuming and expensivetime consuming and expensive

Herzberg’s 2 factor theoryHerzberg’s 2 factor theory• H i i f t (D lH gienic factors (Deal • M ti ti l f t (d lMoti ational factors (deal



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• Hygienic factors (DealHygienic factors (Dealwith environment)with environment)

1.1. Company policy andCompany policy andadministrationadministration

2.2. Technical supervision Technical supervision

3.3. Relations withRelations with

supervisorssupervisors4.4. Relations with peersRelations with peers

5.5. Relations withRelations withsubordinatessubordinates

6.6. SalarySalary

7.7. Job security Job security8.8. Personal lifePersonal life

9.9. Work conditionsWork conditions

10.10.statusstatus

• Motivational factors (dealMotivational factors (dealwith nature of work)with nature of work)

1.1. AchievementAchievement

2.2. RecognitionRecognition

3.3. AdvancementAdvancement

4.4. Possibilities of growthPossibilities of growth

5.5. Work itself Work itself

6.6. responsibilityresponsibility

Herzberg and Maslow – AHerzberg and Maslow – A



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Herzberg and Maslow AHerzberg and Maslow A

comparisoncomparison

Physiological

Motivation

Maintenance factors

Self actualization

Esteem

Social

Safety

L h l i H bL h l i H b



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Loopholes in HerzbergLoopholes in Herzberg

• Study focused on engineers andStudy focused on engineers and

accountantsaccountants

• Defective methodologyDefective methodology• Off-the-job satisfaction elements likeOff-the-job satisfaction elements like

pay, status, inter personalpay, status, inter personal

relationships neglectedrelationships neglected

I tiIncenti es



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IncentivesIncentives

• Financial incentivesFinancial incentives

• Non financial incentivesNon financial incentives– StatusStatus

– Job security Job security– Performance and feedbackPerformance and feedback

– PraisePraise

– Opportunity of growthOpportunity of growth

– Participative and consultative managementParticipative and consultative management

– Career development planCareer development plan

Job related motivation Job related motivation



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Job related motivationJ

strategiesstrategies

• Job enrichment Job enrichment– Freedom to workers in deciding how toFreedom to workers in deciding how to

do the workdo the work

– Increase responsibilityIncrease responsibility– Encourage participation’Encourage participation’

– Provide feedbackProvide feedback

– Make workers understand significance of Make workers understand significance of their tasktheir task

• Job enlargement Job enlargement

McGregor’s theoriesMcGregor’s theories



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• Theory X Theory X

– Directing, motivating, modifying behaviorDirecting, motivating, modifying behavior– Carrot and stick approachCarrot and stick approach

• Theory Y Theory Y

– Work can be a source of satisfaction or punishmentWork can be a source of satisfaction or punishment– Employee will exercise self direction and self controlEmployee will exercise self direction and self control

– Commitment depends upon rewardsCommitment depends upon rewards

– Avoidance of responsibility, lack of ambition andAvoidance of responsibility, lack of ambition and

emphasis on security are consequences of experienceemphasis on security are consequences of experience

– Most people are imaginative, creative and ingenuousMost people are imaginative, creative and ingenuous

Critical appraisalCritical appraisal



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• Theory X Theory X >> unskilled,unskilled,

uneducateduneducated lowlow

level workerslevel workers

• Theory Y Theory Y >> skilled & educatedskilled & educated

employeesemployees

Ouchi’s Theory ZOuchi’s Theory Z



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Ouchi’s Theory ZOuchi s Theory Z

FeaturesFeatures

1.1. Mutual trustMutual trust

2.2. Strong bond b/w company andStrong bond b/w company and

employeesemployees

3.3. Employee involvementEmployee involvement

4.4. Integrated organizationIntegrated organization

5.5. HRDHRD

6.6. Role of leaderRole of leader




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• Based on Japan’s unique cultureBased on Japan’s unique culture

• Lack of empirical research to confirmLack of empirical research to confirm

utilityutility• No guidelines as to in whatNo guidelines as to in what

conditions it is to be appliedconditions it is to be applied

• Operational problemsOperational problems



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Stress managementStress management

““ A person experiencesA person experiences stressstress when awhen a



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A person experiencesA person experiences stressstress when awhen a

situation is perceived as presenting asituation is perceived as presenting a

demand which threatens to exceeddemand which threatens to exceedthe person’s capabilities andthe person’s capabilities and

resources for meeting it”resources for meeting it”

- McGrath- McGrath

StagesStages



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StagesStages

Alarm reaction

Resistance

Exhaustion

CausesCauses



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CausesCauses

• Work overloadWork overload

• Time pressure Time pressure

• Poor quality of supervisionPoor quality of supervision

• Insecure political climateInsecure political climate• Inadequate authority to match responsibilitiesInadequate authority to match responsibilities

• Role conflict and ambiguityRole conflict and ambiguity

• Change of any type, especially major/unusualChange of any type, especially major/unusual

• FrustrationFrustration

Leads toLeads to



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Leads toLeads to

• Physiological discomfortPhysiological discomfort

• Some emotional unhappinessSome emotional unhappiness

• Strained relationshipStrained relationship

NatureNature



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NatureNature

i.i. Eustress and distressEustress and distress

ii.ii. Stress is additiveStress is additive

iii.iii. Depends on individualDepends on individual

SymptomsSymptoms



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SymptomsSymptoms

a)a) Physiological symptomsPhysiological symptoms

b)b) Psychological symptomsPsychological symptoms

c)c) Behavioral symptomsBehavioral symptoms

Stress and performanceStress and performance



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Stress and performanceStress and performance

Distress

Performance

Stress Eustress

Distress

• Type of job and stress Type of job and stress

P lit d tP lit d t



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• Personality and stressPersonality and stress

• Type A and Type B personality Type A and Type B personality

• Sources of stressSources of stress– Factors intrinsic to jobFactors intrinsic to job

– Role in organizationRole in organization

– Relationship at workRelationship at work– Career developmentCareer development

• Job security Job security

•Status incongruityStatus incongruity

– Organizational structure and climateOrganizational structure and climate– Extra-organizational sources of stressExtra-organizational sources of stress

Consequences of stressConsequences of stress



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Consequences of stressConsequences of stress

• Disruption of relationshipDisruption of relationship

• Situation of physical dangerSituation of physical danger

• Extreme sense of failure, loss of self esteemExtreme sense of failure, loss of self esteem

• Sudden moment of triumphSudden moment of triumph

• PhysicalPhysical

• BehavioralBehavioral

• PsychologicalPsychological

Consequences forConsequences for



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organizationorganization

• Decline in performanceDecline in performance

• Absenteeism, turnoverAbsenteeism, turnover

• Job satisfaction, morale, commitment Job satisfaction, morale, commitment

Management of stressManagement of stress



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• Coping stress at organizational levelCoping stress at organizational level– Stress reduction and stress mgmt. programsStress reduction and stress mgmt. programs

– Job redesign Job redesign

– Collateral programsCollateral programs

– CounselingCounseling

– MeditationMeditation

• Coping stress by individualCoping stress by individual– RelaxationRelaxation

– Time management Time management

– Mgmt. of self roleMgmt. of self role

– Support groupSupport group

Psychological counselingPsychological counseling



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Psychological counselingPsychological counseling

• Discussion of an emotional problemDiscussion of an emotional problemwithin an employee, with generalwithin an employee, with generalobjective of decreasing itobjective of decreasing it

• Need for counselingNeed for counseling– ConflictConflict

– FrustrationFrustration

– stressstress

Functions of counselingFunctions of counseling



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Functions of counselingFunctions of counseling

• AdviceAdvice

• ReassuranceReassurance

• CommunicationCommunication• Release of emotional tensionRelease of emotional tension

• Clarified thinkingClarified thinking

• ReorientationReorientation

Types of counselingTypes of counseling



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Types of counseling Types of counseling

• Non – directive counselingNon – directive counseling >> counseleecounseleecenteredcentered

• Directive counselingDirective counseling >> counselor centeredcounselor centered

• Co – operative counselingCo – operative counseling >> neitherneither

centeredcentered



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Inter personal behavior:Inter personal behavior:

transactional analysistransactional analysis

Transaction analysisTransaction analysis



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Transaction analysis Transaction analysis

• TA is the study of social transactions TA is the study of social transactions

b/w people. It is a technique used tob/w people. It is a technique used to

help people better understand theirhelp people better understand their

own and others’ behaviorown and others’ behavior

Analysis of ego statesAnalysis of ego states



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Analysis of ego statesAnalysis of ego states

P(Parent)

A(Adult)

C(Child)

Nurturing

parent ego

CriticalParent ego

Natural child

Little professor

Adaptive child

Personality

StrokingStroking



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StrokingStroking

• Unit of recognition which may beUnit of recognition which may be

positive positive oror negativenegative

Types of transactionsTypes of transactions



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Types of transactions Types of transactions

1)1) Complementary transactionsComplementary transactions

2)2) Crossed transactionsCrossed transactions

3)3) Ulterior transactionsUlterior transactions4)4) Gallows transactionsGallows transactions

ComplementaryComplementaryi



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transactionstransactions

C C

A A

P P

ComplementaryComplementaryi



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transactionstransactions

C C

A A

P P

Crossed transactionsCrossed transactions



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Crossed transactionsCrossed transactions

C C

A A

P P

Analysis of life positionAnalysis of life position



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Analysis of life positionAnalysis of life position

• Life position > combination of assumptionLife position > combination of assumption

of self and other personof self and other person

Self

Not OKOK



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Belief in both Belief in other

Belief in self Belief in noneNot OK

Not OK

OK

OK

Other

Basic human hungersBasic human hungers



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Basic human hungersBasic human hungers

• Stroke hungerStroke hunger

• Structure hungerStructure hunger– Withdrawing from threatening environmentWithdrawing from threatening environment

– Engaging in ritualsEngaging in rituals– Engaging in productive activityEngaging in productive activity

– Engaging in pastimesEngaging in pastimes

–Being intimateBeing intimate• Position hungerPosition hunger

Script analysisScript analysis



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Script analysisScript analysis

• Shakespeare:Shakespeare:

““All the world is a stage. And all theAll the world is a stage. And all the

men and women are merely players.men and women are merely players. They have their exits and entrances. They have their exits and entrances.

Each plays many parts or roles.”Each plays many parts or roles.”

Roles in scriptRoles in script



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Roles in scriptRoles in script

• LegitimateLegitimate– ProsecutorProsecutor

– VictimVictim

– RescuerRescuer

• IllegitimateIllegitimate– ProsecutorProsecutor

– VictimVictim– RescuerRescuer

Game analysisGame analysis



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Game analysisGame analysis

• CharacteristicsCharacteristics– Transaction tends to be repeated Transaction tends to be repeated

– Makes sense on superficial levelMakes sense on superficial level

– One or more transaction is ulteriorOne or more transaction is ulterior

• ReasonsReasons– To get strokes To get strokes

– Strengthen life positionStrengthen life position

– To avoid or control intimacy To avoid or control intimacy

• RolesRoles

Benefits of TABenefits of TA



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Benefits of TABenefits of TA

• Insights to psychological make upInsights to psychological make up• Interpersonal communication isInterpersonal communication is

improvedimproved

• Interpersonal relations improveInterpersonal relations improve• Leadership skills among peopleLeadership skills among people

• Useful where success depends onUseful where success depends oninterpersonal effectiveness like sales,interpersonal effectiveness like sales,

counselingcounseling• Reinforces and implementsReinforces and implements

management development activitiesmanagement development activities

Johari window Johari window



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Johari windowJo a do

Public Blind

Hidden UnknownUnknown toothers

Known to self

Known to

others

Unknown to self

Interactive Johari windowInteractive Johari window



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Interactive Johari windowJ

• www.Kevan.org/johariwww.Kevan.org/johari

Interactive johari windowInteractive johari window



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Interactive johari windowj

• http://kevan.org/joharihttp://kevan.org/johari



14514511/10/1011/10/10

Group dynamicsGroup dynamics

GroupGroup



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pp

A group consists of two or moreA group consists of two or more

persons who interact with each otherpersons who interact with each other

consciously for the achievement of consciously for the achievement of

some common objectivessome common objectives

CharacteristicsCharacteristics



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Interaction b/w members Awareness

Group perceptionCommon objectives

Types of groups Types of groups



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yp g pyp g p

1.1. Small and largeSmall and large

2.2. Primary and secondaryPrimary and secondary

3.3. Formal and informalFormal and informala.a. Formal groups: command group andFormal groups: command group and

task grouptask group

Group dynamicsGroup dynamics



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p yp y

• Concerned with the formation of Concerned with the formation of

groups, their structure and the waygroups, their structure and the way

they affect individual members,they affect individual members,

other groups and organizationother groups and organization

Theories of group formation Theories of group formation



11/10/1011/10/10 150150

g pg p

1)1) Propinquity theoryPropinquity theory

2)2) Homand’s theoryHomand’s theory

3)3) Balance theoryBalance theory4)4) Exchange theoryExchange theory

Homand’s theoryHomand’s theory



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yy

Activities Interactions

Sentiments

Balance theoryBalance theory



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yy

Mr. G Mr. F

Common attitudes



Management’s response toManagement’s response to

informal groupsinformal groups



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informal groupsinformal groups

• Postitive attitude towards informalPostitive attitude towards informal

groupsgroups

• Rapport with informal leadersRapport with informal leaders

• Use of informal communicationUse of informal communication

• Involvement of groupsInvolvement of groups

• Developing common areas of interestDeveloping common areas of interestor goal congruencyor goal congruency

Group processes andGroup processes and

behaviorbehavior



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behaviorbehavior

• Group objectivesGroup objectives

• Authority relations in groupsAuthority relations in groups

• Communication in groupsCommunication in groups• Leadership in groupsLeadership in groups

• Group rolesGroup roles

U itt di i i f t kU itt di i i f t k



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– Unwritten division of tasksUnwritten division of tasks

• Group normsGroup norms– Standard of behavior or performance whichStandard of behavior or performance which

the members are expected to observethe members are expected to observe

• Group cohesivenessGroup cohesiveness– Degree to which group members form a strongDegree to which group members form a strong

collective unit reflecting a feeling of onenesscollective unit reflecting a feeling of oneness

Factors affectingFactors affecting

cohesivenesscohesiveness



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cohesivenesscohesiveness

• Proximity of groupProximity of group

• Size of groupSize of group

• Common elementsCommon elements

• Satisfaction of members’ needsSatisfaction of members’ needs• Interdependence among membersInterdependence among members

• External pressures or threatsExternal pressures or threats

• AutonomyAutonomy

• Leadership styleLeadership style• Status of the groupStatus of the group

Relation b/w differentRelation b/w different

factorsfactors



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factorsfactors

High

productivity

Medium

productivity

Low

productivity

Low

productivity

Cohesiveness

Performancenorms

High

Low

Low

High



16116111/10/1011/10/10

Leadership styles andLeadership styles and

influenceinfluence

LeadershipLeadership



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• It is the process of influencing theIt is the process of influencing the

behavior and work of others in groupbehavior and work of others in group

effort towards the realization of effort towards the realization of

specified goals in a given situationspecified goals in a given situation

Functions of leadershipFunctions of leadership



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• Setting goalsSetting goals

• OrganizingOrganizing

• MotivationMotivation• CoordinationCoordination

• RepresentationRepresentation

• ControlControl

Role and importance of Role and importance of

leadershipleadership



11/10/1011/10/10 164164

leadershipleadership

• Providing inspiration to employeesProviding inspiration to employees

• Securing cooperationSecuring cooperation

• Creation of confidenceCreation of confidence• Providing conducive environmentProviding conducive environment

• Building higher moraleBuilding higher morale

• Facilitation of changeFacilitation of change

Types of leaders Types of leaders



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• Intellectual leadersIntellectual leaders

• Democratic leadersDemocratic leaders

• Autocratic leadersAutocratic leaders• Persuasive leadersPersuasive leaders

• Creative leadersCreative leaders

• Institutional leadersInstitutional leaders

Types of Leadership Types of Leadership



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1.1. Charismatic leadershipCharismatic leadership

2.2. Transformational leadership Transformational leadership

3.3. Transactional leadership Transactional leadership

Transactionalleadership

Transformational



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leadership l

leadershipContingent reward Charisma

Management byexception(active)

Inspiration

Management byexception

(passive)

Intellectualsimulation

Laissez-faire Individualconsideration

Styles of leadershipStyles of leadership



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1.1. Autocratic leadershipAutocratic leadership

a.a. Strict autocratStrict autocrat

b.b. Benevolent autocratBenevolent autocrat

c.c. Manipulative autocratManipulative autocrat

2.2. Participative or democratic leaderParticipative or democratic leader

3.3. Laissez-faire or free-rein leaderLaissez-faire or free-rein leader

Autocratic leaderAutocratic leader



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Leader

Democratic leaderDemocratic leader



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Leader

Laissez-faire leaderLaissez-faire leader



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Leader

Likert’s managementLikert’s management

systemssystems



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systemssystems

1.1. Exploitative authoritativeExploitative authoritative

2.2. Benevolent authoritativeBenevolent authoritative

3.3. ConsultativeConsultative4.4. participativeparticipative

Leadership skillsLeadership skills



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• Visionary skillsVisionary skills

• Communication skillsCommunication skills

• Sensitive skillsSensitive skills• Self awareness skillsSelf awareness skills

Traits or qaulities of good Traits or qaulities of good

leaderleader



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leaderleader

• IntelligenceIntelligence

• Physical features/ appearancePhysical features/ appearance

• MaturityMaturity

• Vision and foresightVision and foresight• Inner motivationInner motivation

• Sense of responsibilitySense of responsibility

• EmpathyEmpathy

• Human relations attitudeHuman relations attitude• Emotional balanceEmotional balance

Trait theory of leadership Trait theory of leadership



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• Stogdill’s trait factorsStogdill’s trait factors

– Intelligence and scholarshipIntelligence and scholarship

– Physical traitsPhysical traits

– PersonalityPersonality

– Social status and experienceSocial status and experience

– Task orientation Task orientation

Behavioral theory of Behavioral theory of leadershipleadership



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• Tannenbaum’s continuum of Tannenbaum’s continuum of

leadership behaviorleadership behavior

Autocratic

(boss centered)

Area of freedomFor subordinates

Use of authorityBy manager

Permits subordinate To functionWithin limits

Presents tentativeDecisions subject

To change

Manager takes,announces decision

Free-rein

(subordinate centered)

Choice of leadership styleChoice of leadership style



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• Depends uponDepends upon

– Forces in managerForces in manager

– Forces in subordinateForces in subordinate

– Forces in situationForces in situation

Michigan studiesMichigan studies



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Employeecentered leader Productioncentered leader

Treats subordinates ashuman beings

Emphasizes technicalaspect of job

Shows concern for wellbeing of employees

Relies on workstandards

Encourages andinvolves theemployees in settingand implementing

Close supervision,employees are seen asa tool in theproduction process

Managerial gridManagerial grid



11/10/1011/10/10 179179Concern for production

Concern

f o

rpeople

0

5

9

5 9

5-5Middle road

9-1 Task

1-1Impoverished

1-9Country club

9-9 Team

Appraisal of behavioralAppraisal of behavioral

theoriestheories



11/10/1011/10/10 180180

theoriestheories

• There was assumed to be a single There was assumed to be a single

“best” style of leadership“best” style of leadership

Situational theories of Situational theories of leadershipleadership



11/10/1011/10/10 181181

Organization

Leader followers

International

Externalenvironment

Technological

Socio-cultural

Politico-legal

Economic

Fiedler’s contingency theoryFiedler’s contingency theory



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Combination

Leader-follower

Taskstructure

Positionpower

favorableness

1 Good High Strong High

2 Good High Weak3 Good Low Strong

4 Good Low Weak

5 Poor High Strong6 Poor High Weak

7 Poor Low Strong

ConclusionConclusion



11/10/1011/10/10 183183

• Task oriented Task oriented >>

favorable/unfavorable leadershipfavorable/unfavorable leadership

• Relationship orientedRelationship oriented >>

situation intermediate insituation intermediate in

favorablenessfavorableness for leaderfor leader

unit iv-by prof. t.r. piplani

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