Human Behavior in Organization
Human Behavior in Organization
Human Behavior in Organization
Importance of HBO
its important to know how people, as individuals and as groups, act within organizations.
Goals of HBO
To describe To understand To predict To control
Tension
Effort
Perform ance
Reward s
Needs Satisfaction
Influence of Culture
Self esteem or Amor-propio -sensitive to words or actions of others Embarrassment or Hiya -behaving in what is deemed to be an acceptable way Obligation or Utang na Loob -repaying favors Getting Along Together or Pakikisama -SIR (smooth Interpersonal Relations) that may lead to innefficiencies
Needs Satisfaction
Why do we have to satisfy their needs? They behave in order to satisfy their needs!
Internal needs
Behavior
Outcome
Needs Satisfaction
Physiological Needs Safety and Security Needs Love and Social Needs Esteem and Status Needs Self-actualization or Self-fulfillment Needs
a satisfied need is no longer a motivator!... as one need is satisfied, another need emerges
1.
2.
3.
Existence: Physiological and safety needs Relatedness: Social and external esteem needs Growth: Self-actualization and internal esteem needs
Hygiene Factors Job Context Extrinsic Factors Dissatisfies Examples Company policy Quality of supervision Relations with supervisors, peers, & subordinates Pay, job security, status Work conditions
Behavior Modification
1. 2. 3. 4.
Reinforcement Guidelines
Specify behavior to be reinforced. Reinforce specified behavior at once. Reward small achievements as well. Provide material as well as nonmaterial incentives. 5. Offer small rewards 6. Reinforce at intermittent intervals
1. 2. 3. 4.
Activities
Expectancy theory
Expectancy probability Instrumentality probability Valence
Case studies
Elements of a Group Types of a Group The Importance of Groups in Work Organization Limitations of Group and Group Work Group Development Group Structure Group Goals
Elements of Group
What is a Group? Common interests and goals binds the members of a group How do we differentiate a group into an individual and an organization?
Types of Group
1. 2.
Basis of Comparison General Nature Major Concepts Primary Focus Source of Leader Power Guidelines for Behavior Sources of Control
Group Formation
Formal Group
Informal Group
Informal Group
Formal Group
Benefits
Problems
Makes a more effective total system Develops undesirable rumor Lightens workload on management Helps get the work done Tends to encourage cooperation Fills in gaps in a managers abilities Gives satisfaction and stability to work groups Improves communication Provides a safety value for employee emotions Encourages negatives attitudes Resists change Leads to interpersonal and intergroup conflicts Rejects and harasses some employees Weakens motivation and satisfaction Operates outside of managements control Supports conformity
Goals!
Corporate Culture
is the total sum of the values, customs, traditions and meanings that make a company unique. Corporate culture is often called "the character of an organization" since it embodies the vision of the companys founders The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior
Low vs. High Power Distance- the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Individualism vs. collectivism- refers to the extent to which people are expected to stand up for themselves and to choose their own affiliations, or alternatively act predominantly as a member of a life-long group or organization. Masculinity vs. femininity- 'masculine' cultures value competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions, whereas feminine cultures place more value on relationships and quality of life. Uncertainty avoidance- reflects the extent to which members of a society attempt to cope with anxiety by minimizing uncertainty. Long vs. short term orientation- describes a society's "time horizon," or the importance attached to the future versus the past and present.
The Tough-Guy Macho Culture. Feedback is quick and the rewards are high. This often applies to fast moving financial activities such as brokerage, but could also apply to a police force, or athletes competing in team sports. This can be a very stressful culture in which to operate. The Work Hard/Play Hard Culture is characterized by few risks being taken, all with rapid feedback. This is typical in large organizations, which strive for high quality customer service. It is often characterized by team meetings, jargon and buzzwords. The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. Typically, these might involve development or exploration projects, which take years to come to fruition, such as oil prospecting or military aviation. The Process Culture occurs in organizations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved. This is often associated with bureaucracies. While it is easy to criticize these cultures for being overly cautious or bogged down in red tape, they do produce consistent results, which is ideal in,
Power Culture which concentrates power among a few. Control radiates from the center like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue. Role Culture, people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies. Power derives from a person's position and little scope exists for expert power. Task Culture, teams are formed to solve particular problems. Power derives from expertise as long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure. Person Culture exists where all individuals believe themselves superior to the organization. Survival can become difficult for such organizations, since the concept of an organization suggests that a group of like-minded individuals pursue the organizational goals. Some professional partnerships can operate as person cultures, because each partner brings a particular expertise and clientele to the firm.
Management of Conflict
What is Conflict?
It arises when the interest of people do not coincide. Why is there a high potential of conflict in human interactions? Cite some examples.
In organizations, large number of people congregate under one roof in a joint pursuit of purpose
Is the probability of conflict and the number of people directly proportional in nature?
Take note: conflict requires energy It takes human EFFORT to escalate or deescalate it it takes emotional energy to suppress or deny a conflict; and, IT TAKES EVEN MORE TO CONFRONT IT
without some stability, any organization cannot function yet, without adaptation it cannot
survive Management of Change
What are your reactions when you hear the word change?
Change is the law of nature . It is necessary way of life in most organizations for their survival and growth. Man has to mould himself continuously to meet new demand and face new situations.
Then the question arise what is the organizational change ? the essence of adaptation and innovation
Note:
Why Change?!
The reason for change are categorized as follows, change in: business conditions, change in managerial personnel, deficiency in existing organizational patterns, technological and psychological reasons, government
Complacency!
Forces of Change
External Forces
Market Place Govt. Laws and Regulations Technology Labor market Economic Change
Internal Forces
Changes in Organizational Strategies Workforce change New Equipment Employee Attitude
Unfreezing
The focus of this stage is to create the motivation to change. In so doing, individuals are encouraged to replace old behaviors and attitudes with those desired by management. Managers can begin the unfreezing process by disconfirming the usefulness or appropriateness of employees' present behaviors or attitudes.
Changing
Because change involves learning, this stage entails providing employees with new information, new behavioral models, or new ways of looking at things. The purpose is to help employees learn new concepts or points of view. Role models, mentors, experts, benchmarking the company against world-class organizations, and training are useful mechanisms to facilitate change
Freezing
Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behaviors or attitudes. Once exhibited, positive reinforcement is used to reinforce the desired.
Unfreezing
Change
Freezing
Stage 1 Loss to Safety In Stage 1 you admit to yourself that regardless of whether or not you perceive the change to be good or 'bad" there will be a sense of loss of what "was." Stage 2 Doubt to Reality In this stage, you doubt the facts, doubt your doubts and struggle to find information about the change that you believe is valid. Resentment, skepticism and blame cloud your thinking. Stage 3 Discomfort to Motivation You will recognize Stage 3 by the discomfort it brings. The change and all it means has now become clear and starts to settle in. Frustration and lethargy rule until possibility takes over. The Danger Zone The Danger Zone represents the pivotal place where you make the choice either to move on to Stage 4 and discover the possibilities the change has presented or to choose fear and return to Stage 1. Stage 4 Discovery to Perspective Stage 4 represents the "light at the end of the tunnel." Perspective, anticipation, and a willingness to make decisions give a new sense of control and hope. You are optimistic about a good outcome because you have choices.
Stage 5 - Understanding In Stage 5, you understand the change and are more confident, think pragmatically, and your behavior is much more productive. Good thing.
Stage 6 - Integration By this time, you have regained your ability and willingness to be flexible. You have insight into the ramifications, consequences and rewards of the change -past, present, and future.
Emotional Side Effects Forced acceptance of change can create a sense of powerlessness, anger, and passive resistance to change. Lack of Trust Promises of improvement mean nothing if employees do not trust management. Fear of Failure Employees are intimidated by change and doubt their abilities to meet new challenges. Personality Conflicts Managers who are disliked by their managers are poor conduits for change.
Threat to Job Status/Security Employees worry that any change may threaten their job or security. Breakup of Work Group Changes can tear apart established on-the-job social relationships. Competing Commitments Change can disrupt employees in their pursuit of other goals.
Whatever the kinds of change that people encounter, there are certain patterns of response that occur and re-occur. Understanding patterns of change allows leaders to avoid over-reacting to the behaviors of people who, at times, seem to be reacting in mysterious, non-adaptive ways.
As a change leader you need to acknowledge the loss of the old ways, and not get frustrated at what may seem to be an irrational or tentative response to change.
People will feel alone even if everyone else is going through the same change
Everyone feels that their situation is unique and special. Unfortunately, this tends to increase the sense of isolation for people undergoing change. It is important for the change leader to be proactive and gentle in showing that the employee's situation is understood. If you are emotionally and practically supportive during the tough times the change will be easier.
If you take the pressure off, people will revert to their old behaviour
If people perceive that you are not serious about doing things the new way, they will go back to the old way. Sometimes this will be in the open, and sometimes this will be covert.
Conclusion
When planning for change, include a detailed reaction analysis. Try to identify the kinds of reactions and questions that employees will have, and prepare your responses. Remember that the success of any change rests with the ability of the leaders to address both the emotional and practical issues, in that order.
LEADER ACTION:
Stability Learning, Acceptance & Commitment 1 Create a felt need of change 2 Introduce the 4 Stabilize and Sustain the change 3 Comfort and control
Looking Back
Looking Forward
Revise and
finalize the change plan Enquiry, Experimentation and Discovery
change
Chaos
Procedure: Step 1 Defining the Problem Step 2 Defining the Change Objective Step 3 Identifying the Driving Forces Step 4 Identifying the Restraining Forces Step 5 Developing the Comprehensive Change Strategy
WHAT IS STRESS?
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General Awareness
What is Stress ? Types of Stresses Individuals Stress origins & body systems Adaptation Syndrome Symptoms
I HATE YOU
WHAT IS STRESS & ITS TYPES Stress is the wear and tear our minds and bodies experience as we attempt to cope with our continually changing environment TYPES OF STRESS External Internal
STRESS FEELINGS
Worry Tense Tired Frightened Elated Depressed Anxious Anger
EXTERNAL STRESSORS
Physical Environment Social Interaction Organisational Major Life Events Daily Hassles
PHYSICAL ENVIRONMENT
Noise Bright Lights Heat Confined Spaces
SOCIAL INTERACTION
Rudeness Bossiness Aggressiveness by others Bullying
ORGANISATIONAL
Rules Regulations Red - Tape Deadlines
DAILY HASSLES
Commuting Misplaced keys Mechanical breakdowns
INTERNAL STRESSORS
Lifestyle choices Negative self - talk Mind traps Personality traits
LIFESTYLE CHOICES
Caffeine Lack of sleep Overloaded schedule
MIND TRAPS
Unrealistic expectations Taking things personally All or nothing thinking Exaggeration Rigid thinking
PERSONALITY TRAITS
Perfectionists Workaholics
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It is a contributory factor in minor conditions, such as headaches, digestive problems, skin complaints, insomnia and ulcers. Excessive, prolonged and unrelieved stress can have a harmful effect on mental, physical and spiritual health.
POSITIVE STRESS Stress can also have a positive effect, spurring motivation and awareness, providing the stimulation to cope with challenging situations. Stress also provides the sense of urgency and alertness needed for survival when confronting threatening situations.
THE INDIVIDUAL
Everyone is different, with unique perceptions of, and reactions to, events. There is no single level of stress that is optimal for all people. Some are more sensitive owing to experiences in childhood, the influence of teachers, parents and religion etc.
SYMPTOMS OF STRESS
PHYSICAL SYMPTOMS
Sleep pattern changes Fatigue Digestion changes Loss of sexual drive Headaches Aches and pains Infections Indigestion
Dizziness Fainting Sweating & trembling Tingling hands & feet Breathlessness Palpitations Missed heartbeats
MENTAL SYMPTOMS
Lack of concentration Memory lapses Difficulty in making decisions Confusion Disorientation Panic attacks
BEHAVIOURAL SYMPTOMS
Appetite changes - too much or too little Eating disorders - anorexia, bulimia Increased intake of alcohol & other drugs Increased smoking Restlessness Fidgeting Nail biting Hypochondria
EMOTIONAL SYMPTOMS
Bouts of depression Impatience Fits of rage Tearfulness Deterioration of personal hygiene and appearance
Digestive disorders Ulcers Skin complaints - psoriasis Headaches and migraines Pre-menstrual syndrome Depression
The drive for success Changing work patterns Working conditions Overwork Under-work
WORKING CONDITIONS
Physical and mental health is adversely affected by unpleasant working conditions, such as high noise levels, lighting, temperature and unsocial or excessive hours.
OVERWORK
Stress may occur through an inability to cope with the technical or intellectual demands of a particular task. Circumstances such as long hours, unrealistic deadlines and frequent interruptions will compound this.
UNDERWORK
This may arise from boredom because there is not enough to do, or because a job is dull and repetitive.
UNCERTAINTY
About the individuals work role objectives, responsibilities, and expectations, and a lack of communication and feedback can result in confusion, helplessness, and stress.
CONFLICT
Stress can arise from work the individual does not want to do or that conflicts with their personal, social and family values.
RESPONSIBILITY
The greater the level of responsibility the greater the potential level of stress.
RELATIONSHIPS AT WORK
Good relationships with colleagues are crucial. Open discussion is essential to encourage positive relationships.
CHANGES AT WORK Changes that alter psychological, physiological and behavioural routines such as promotion, retirement and redundancy are particularly stressful.
React to changes Advancement difficult Red tape delays jobs Insufficient resources Pay below going rate Technology changes Employee benefits poor Workplace conditions Consistent poor performance
This is not an admission of weakness or inability to cope! It is a way to identify the problem and plan measures to overcome it.
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A = AWARENESS
ABC STRATEGY
B = BALANCE
There is a fine line between positive / negative stress
ABC STRATEGY
C = CONTROL What can you do to help yourself combat the negative effects of stress ?
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Be Assertive
Assertiveness helps to manage stressful situations, and will , in time, help to reduce their frequency. Lack of assertiveness often shows low self esteem and low self - confidence. The key to assertiveness is verbal and non - verbal communication. Extending our range of communication skills will improve our assertiveness.
Being Assertive
Being assertive involves standing up for your personal rights and expressing your thoughts, feelings and beliefs directly, honestly and spontaneously in ways that dont infringe the rights of others.
Assertive People
Respect themselves and others Take responsibility for actions and choices Ask openly for what they want Disappointed if want denied Self - confidence remains intact Not reliant on the approval of others
Assertive Skills
Establish good eye contact / dont stare Stand or sit comfortably - dont fidget Talk in a firm, steady voice Use body language I think / I feel What do you think? How do you feel ? Concise and to the point
Benefits
Higher self-esteem Less self-conscious Less anxious Manage stress more successfully Appreciate yourself and others more easily Feeling of self-control
Get Organised
Poor organisation is one of the most common causes of stress. Structured approaches offer security against out of the blue problems. Prioritising objectives, duties and activities makes them manageable and achievable. Dont overload your mind. Organisation will help avoid personal and professional chaos.
Time Management
Make a list What MUST be done What SHOULD be done What would you LIKE to do Cut out time wasting Learn to drop unimportant activities Say no or delegate PROPER VENTILATION FACILITY
Humour
Good stress - reducer Applies at home and work Relieves muscular tension Improves breathing Pumps endorphins into the bloodstream - the bodys natural painkillers