51619346 ion Behaviour Ppt

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Introduction to Organizational Behavior

Organizational Behavior - systematic study of the actionsand attitudes that people exhibit within organizations

The field of OB seeks to replace intuitive explanationswith systematic study

Goals of Organisational Behaviour

Explain, predict, and control human behavior



Why Do We Study OB?

• To learn about yourself and how to deal with others• You are part of an organization now, and will continue to bea part of various organizations• Organizations are increasingly expecting

individuals to be able to work in teams, at leastsome of the time• Some of you may want to be managers or entrepreneurs

What Is an Organization?

A consciously coordinated social unit, composed of a groupof people, which functions on a relatively continuous basisto achieve a common goal or set of goals.



Determinants of Employee Performance

Productivity

AbsenteeismTurnover

organizational behaviour is a field of study that investigatesthe impact that individuals, groups and structure have on

behaviour withinorganizations, for the purpose of applyingsuch knowledge toward improving an organization’seffectiveness.

Systematic study - the use of scientific evidence gatheredunder controlled conditions and measured and interpreted ina reasonably rigorous manner to attribute cause and effect



Challenges Facing the Workplace

•Organizational Level• Productivity• Developing Effective Employees• Global Competition

• Managing in the Global Village Group Level• Working With Others• Workforce DiversityIndividual Level• Job Satisfaction• Empowerment• Behaving Ethically



Psychology seeks to

measure,explain,and change

behavior

Sociology studiespeople in relation to their fellow human beings

Social psychology focuses on theinfluence of people

on one another

Anthropology is thestudy of societies

to learn about human

beings and their activities

Political science is thestudy of the

behavior of individualsand groups within

a political environment

Contributing DisciplinesContributing Disciplines



Responding to GlobalizationResponding to Globalization

Increased Foreign AssignmentsIncreased Foreign Assignments

Working with People from DifferentWorking with People from Different

CulturesCultures

Coping with Anti-Capitalism BacklashCoping with Anti-Capitalism Backlash

Overseeing Movement of Jobs toOverseeing Movement of Jobs to

Countries with Low-cost Labor Countries with Low-cost Labor



OB InsightsOB Insights

Improving People SkillsImproving People Skills Improving Customer ServiceImproving Customer Service

Empowering PeopleEmpowering People

Working in Networked OrganizationsWorking in Networked Organizations Stimulating Innovation and ChangeStimulating Innovation and Change

Coping with “Temporariness”Coping with “Temporariness”

Helping Employees Balance Work/LifeHelping Employees Balance Work/LifeConflictsConflicts

Declining Employee LoyaltyDeclining Employee Loyalty

Improving Ethical Behavior Improving Ethical Behavior



Definition of LearningDefinition of LearningDefinition of LearningDefinition of Learning

A relatively permanent changeA relatively permanent change

in behaviour (or behaviour in behaviour (or behaviour tendency) that occurs as atendency) that occurs as a

result of a person’s interactionresult of a person’s interaction

with the environmentwith the environment



How Learning Occurs

Classical Conditioning

Bell No Response

Unconditioned Stimulus(Food)

Unconditioned

Response

(Salivation)

During

Conditioning

Conditioned Stimulus

(Bell)

Unconditioned

Stimulus

(Food)

Unconditioned

Response (Salvation)

Conditioned Response(Salivation)

Conditioned Stimulus

(Bell)



Operant Conditioning



Contingencies of Contingencies of

ReinforcementReinforcement

Contingencies of Contingencies of

ReinforcementReinforcement

Behaviour

increases/maintained

Behaviour

decreases

Consequence

is introduced

Consequence

is removed

PunishmentPunishment

PositivePositive

reinforcementreinforcement

ExtinctionExtinction PunishmentPunishment

NegativeNegative

reinforcementreinforcement

No

consequence



Schedules of ReinforcementSchedules of ReinforcementSchedules of ReinforcementSchedules of Reinforcement

Behaviours1 2 3 4 5 6 7 8 9

Continuous

Fixed ratio

Variable ratio

Fixed interval

Time (Days)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Variable interval



Kolb’s Experiential LearningKolb’s Experiential Learning

ModelModelKolb’s Experiential LearningKolb’s Experiential Learning

ModelModel

ConcreteConcrete

experienceexperience

ReflectiveReflective

observationobservation

AbstractAbstract

conceptualizationconceptualization

ActiveActive

experimentationexperimentation



Developing a LearningDeveloping a Learning

OrientationOrientation

Developing a LearningDeveloping a Learning

OrientationOrientation

Value the generation of newValue the generation of new

knowledgeknowledge

Reward experimentationReward experimentation

Recognize mistakes as part of Recognize mistakes as part of

learninglearning

Encourage employees to takeEncourage employees to takereasonable risksreasonable risks



Action LearningAction LearningAction LearningAction Learning

Experiential learning in whichExperiential learning in which

employees are involved in a ‘real,employees are involved in a ‘real,

complex and stressful problem’,complex and stressful problem’,

usually in teams, with immediateusually in teams, with immediaterelevance to the companyrelevance to the company

– Concrete experienceConcrete experience

– Learning meetingsLearning meetings

– Team conceptualizes and applies aTeam conceptualizes and applies a

solution to a problemsolution to a problem



Learning and OB

Stimulus generalization in Organizations

Stimulus discrimination in Organizations

Learning and Training

Learning Through Training

Employee Indiscipline



What is Personality?



Personality DeterminantsHeredityEnvironmentSituation

FamilySocial



The Myers-Briggs Type Indicator The Myers-Briggs Type Indicator

Personality Types

• Extroverted or Introverted (E

or I)

• Sensing or Intuitive (S or N)

• Thinking or Feeling (T or F)

• Perceiving or Judging (P or J)

Personality Types

• Extroverted or Introverted (E

or I)• Sensing or Intuitive (S or N)

• Thinking or Feeling (T or F)

• Perceiving or Judging (P or J)



Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB

Locus of controlLocus of controlMachiavellianismMachiavellianism

Self-esteemSelf-esteem

Self-monitoringSelf-monitoring

Propensity for risk takingPropensity for risk taking

Type A personalityType A personality



Locus of ControlLocus of Control



MachiavellianismMachiavellianism

Conditions Favoring High Machs

• Direct interaction

• Minimal rules and regulations

• Distracting emotions

Conditions Favoring High Machs

• Direct interaction

• Minimal rules and regulations

• Distracting emotions



Self-Esteem and Self-MonitoringSelf-Esteem and Self-Monitoring

Ri k T kiRi k T ki



Risk-TakingRisk-TakingHigh Risk-taking ManagersHigh Risk-taking Managers

– Make quicker decisions.Make quicker decisions. – Use less information to make decisions.Use less information to make decisions.

– Operate in smaller and more entrepreneurialOperate in smaller and more entrepreneurial

organizations.organizations.

Low Risk-taking ManagersLow Risk-taking Managers – Are slower to make decisions.Are slower to make decisions.

– Require more information before making decisions.Require more information before making decisions.

– Exist in larger organizations with stable environments.Exist in larger organizations with stable environments.

Risk PropensityRisk Propensity

– Aligning managers’ risk-taking propensity to jobAligning managers’ risk-taking propensity to job

requirements should be beneficial to organizations.requirements should be beneficial to organizations.



Personality TypesPersonality Types



Achieving Personality-Job FitAchieving Personality-Job Fit

Holland’sHolland’sTypology of Typology of

PersonalityPersonality

andand

CongruentCongruent

OccupationOccupation

ss

OB A li ti f U d t di E tiOB A li ti f U d t di E ti



OB Applications of Understanding EmotionsOB Applications of Understanding Emotions

Ability and SelectionAbility and Selection

– Emotions affect employee effectiveness.Emotions affect employee effectiveness.

Decision MakingDecision Making

– Emotions are an important part of theEmotions are an important part of the

decision-making process in organizations.decision-making process in organizations.

MotivationMotivation

– Emotional commitment to work and highEmotional commitment to work and high

motivation are strongly linked.motivation are strongly linked.

LeadershipLeadership

– Emotions are important to acceptance of Emotions are important to acceptance of

messages from organizational leaders.messages from organizational leaders.



OB Applications of Understanding EmotionsOB Applications of Understanding Emotions

Interpersonal ConflictInterpersonal Conflict – Conflict in the workplace and individualConflict in the workplace and individual

emotions are strongly intertwined.emotions are strongly intertwined.

Deviant Workplace BehaviorsDeviant Workplace Behaviors – Negative emotions can lead to employeeNegative emotions can lead to employee

deviance in the form of actions that violatedeviance in the form of actions that violate

established norms and threaten theestablished norms and threaten the

organization and its members.organization and its members.Productivity failuresProductivity failures

Property theft and destructionProperty theft and destruction

Political actionsPolitical actions

Personal aggressionPersonal aggression



Defining MotivationDefining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

C f



Challenges of MotivatingChallenges of Motivating

EmployeesEmployees

Challenges of MotivatingChallenges of Motivating

EmployeesEmployees

Changing workforceChanging workforce – Younger employees have differentYounger employees have different

needsneeds

– Diverse workforceDiverse workforceLayoffs, restructuringLayoffs, restructuring – Damaged trust, commitmentDamaged trust, commitment

Flatter organizationsFlatter organizations – Fewer supervisors to monitor Fewer supervisors to monitor performanceperformance



Needs HierarchyTheory

Needs Hierarchy TheoryNeeds Hierarchy TheoryNeeds Hierarchy TheoryNeeds Hierarchy Theory

Self-

Actualization

EsteemEsteem

BelongingnessBelongingness

SafetySafety

PhysiologicalPhysiological

Maslow arranged fiveMaslow arranged fiveneeds in a hierarchyneeds in a hierarchy

Satisfaction-progressionSatisfaction-progressionprocessprocess

People who experiencePeople who experienceself-actualization desireself-actualization desire

more rather than less of thismore rather than less of thisneedneed

Not much support for Not much support for Maslow’s theoryMaslow’s theory



Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)



Holland’sHolland’s

Typology of Typology of

PersonalityPersonality

and Congruentand Congruent

OccupationsOccupations

Two Factor Theory (Frederick Herzberg)Two Factor Theory (Frederick Herzberg)



Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)



Comparison of Comparison of

Satisfiers andSatisfiers and

DissatisfiersDissatisfiers

Factors characterizing eventson the job that led to extreme

job dissatisfaction

Factors characterizing eventson the job that led to extreme

job satisfaction



Contrasting Views of SatisfactionContrasting Views of Satisfaction

and Dissatisfactionand Dissatisfaction

Presence Absence



ERGTheory

Needs HierarchyTheory

ERG Theory ( Alderfer)ERG Theory ( Alderfer)ERG Theory ( Alderfer)ERG Theory ( Alderfer)

Self-

Actualization

EsteemEsteem

BelongingnessBelongingness

SafetySafety

PhysiologicalPhysiological

Growth

RelatednessRelatedness

ExistenceExistence

Alderfer’s model hasAlderfer’s model has

three sets of needsthree sets of needs

Adds frustration-Adds frustration-regression process toregression process to

Maslow’s modelMaslow’s model

Somewhat moreSomewhat moreresearch support thanresearch support than

Maslow’s theoryMaslow’s theory



Innate Drives TheoryInnate Drives TheoryInnate Drives TheoryInnate Drives Theory

Drive to BondDrive to Bond

Drive to LearnDrive to Learn

• Need to form relationships and

social commitments• Basis of social identity

• Need to satisfy curiosity and

resolve conflicting information

• Basis of self-actualization

Drive to DefendDrive to Defend• Need to protect ourselves

• A reactive (not proactive) drive

• Basis of fight or flight

Drive to AcquireDrive to Acquire• Need to take/keep objects and

experiences

• Basis of hierarchy and status



Innate Drives and MotivationInnate Drives and MotivationInnate Drives and MotivationInnate Drives and Motivation

Emotional brain centre relies onEmotional brain centre relies on

innate drives to assign emotionalinnate drives to assign emotional

markers to incoming informationmarkers to incoming information

Emotional markers influenceEmotional markers influence

rational thoughts and become therational thoughts and become the

conscious sources of motivationconscious sources of motivation



Learned Needs TheoryLearned Needs TheoryLearned Needs TheoryLearned Needs Theory

Some needs are learned, not innateSome needs are learned, not innate

Need for achievementNeed for achievement – desire for challenging and somewhat riskydesire for challenging and somewhat risky

goals, feedback, recognitiongoals, feedback, recognition

Need for affiliationNeed for affiliation – desire to seek approval, conform, and avoiddesire to seek approval, conform, and avoid

conflictconflict

– try to project a favourable self-imagetry to project a favourable self-image

Need for power Need for power – desire to control one’s environmentdesire to control one’s environment

– personalized versus socialized power personalized versus socialized power

I li ti f N d b dI li ti f N d b dI li ti f N d b dI li ti f N d b d



Implications of Needs-basedImplications of Needs-based

TheoriesTheories

Implications of Needs-basedImplications of Needs-based

TheoriesTheories

Organizations need to supportOrganizations need to supportemployees to achieve a balance of employees to achieve a balance of their innate needstheir innate needs

People have different needs atPeople have different needs atdifferent timesdifferent times

Offer employees a choice of Offer employees a choice of

rewardsrewardsDo not rely too heavily on financialDo not rely too heavily on financialrewardsrewards



Expectancy TheoryExpectancy Theory

Expectancy Theory inExpectancy Theory inExpectancy Theory inExpectancy Theory in



Expectancy Theory inExpectancy Theory in

PracticePractice

Expectancy Theory inExpectancy Theory in

PracticePractice

Increasing the E-to-P expectancyIncreasing the E-to-P expectancy

– training, selection, resources, clarify roles,training, selection, resources, clarify roles,

provide coaching and feedbackprovide coaching and feedback

Increasing the P-to-O expectancyIncreasing the P-to-O expectancy – Measure performance accurately, clarifyMeasure performance accurately, clarify

outcomes, explain how rewards are basedoutcomes, explain how rewards are based

on past performance, provide exampleson past performance, provide examples

Increasing outcome valencesIncreasing outcome valences – Use valued rewards, individualize rewards,Use valued rewards, individualize rewards,

minimize countervalent outcomesminimize countervalent outcomes



Effective Goal SettingEffective Goal SettingEffective Goal SettingEffective Goal Setting

SpecificSpecific

RelevantRelevant

ChallengingChallengingTaskTask

EffortEffortTaskTask

PerformancePerformance

FeedbackFeedback

ParticipationParticipation

CommitmentCommitment



Multisource (360 degree)Multisource (360 degree)Multisource (360 degree)Multisource (360 degree)



Multisource (360-degree)Multisource (360-degree)

FeedbackFeedback

Multisource (360-degree)Multisource (360-degree)

FeedbackFeedback

EvaluatedEmployee

Co-worker Co-worker

Customer Customer

SubordinateSubordinate

ProjectProject

leader leader

Supervisor Supervisor

Co-worker Co-worker





What Is Perception, and Why Is It Important?What Is Perception, and Why Is It Important?

• People’s behavior is People’s behavior is

based on their based on their

perception of what perception of what

reality is, not onreality is, not onreality itself.reality itself.

• The world as it isThe world as it is

perceived is the world perceived is the world that is behaviorallythat is behaviorally

important.important.

• People’s behavior is People’s behavior is

based on their based on their

perception of what perception of what

reality is, not onreality is, not onreality itself.reality itself.

• The world as it isThe world as it is

perceived is the world perceived is the world that is behaviorallythat is behaviorally

important.important.



Emotions andEmotions and

BehavioursBehaviours

Organization andOrganization and

InterpretationInterpretation

Selective AttentionSelective Attention

Perceptual Process ModelPerceptual Process ModelPerceptual Process ModelPerceptual Process Model

Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting

Environmental StimuliEnvironmental Stimuli



Selective AttentionSelective AttentionSelective AttentionSelective Attention

Characteristics of the objectCharacteristics of the object

– size, intensity, motion, repetition,size, intensity, motion, repetition,

noveltynovelty

Perceptual contextPerceptual context

Characteristics of the perceiver Characteristics of the perceiver

– attitudesattitudes

– perceptual defenseperceptual defense

– expectations -- condition us to expectexpectations -- condition us to expect

eventsevents



Factors ThatFactors That

InfluenceInfluence

PerceptionPerception

E X H I B I T 5-1

P P ti M ki J d t Ab tPerson Perception: Making Judgments About



Person Perception: Making Judgments AboutPerson Perception: Making Judgments About

OthersOthers

Distinctiveness: shows different behaviors in differentsituations.

Consensus: response is the same as others to samesituation.

Consistency: responds in the same way over time.

Distinctiveness: shows different behaviors in differentsituations.

Consensus: response is the same as others to samesituation.

Consistency: responds in the same way over time.



Attribution TheoryAttribution Theory



Errors and Biases in AttributionsErrors and Biases in Attributions

Errors and Biases in Attributions (cont’d)Errors and Biases in Attributions (cont’d)

E d Bi i Att ib tiE d Bi i Att ib ti



Errors and Biases in AttributionsErrors and Biases in Attributions

F tl U d Sh t t i J d i OthF tl U d Sh t t i J d i Oth



Frequently Used Shortcuts in Judging OthersFrequently Used Shortcuts in Judging Others

StereotypingStereotypingStereotypingStereotyping



StereotypingStereotypingStereotypingStereotyping

Process of assigning traits to people based on their Process of assigning traits to people based on their

membership in a social categorymembership in a social category – Categorical thinkingCategorical thinking

– Strong need to understand and anticipate others’ behaviour Strong need to understand and anticipate others’ behaviour

– Enhances our self-perception and social identityEnhances our self-perception and social identity

Minimizing Stereotyping BiasesMinimizing Stereotyping BiasesMinimizing Stereotyping BiasesMinimizing Stereotyping BiasesDiversity awareness trainingDiversity awareness training

– educate employees about the benefits of diversity andeducate employees about the benefits of diversity and

dispel mythsdispel myths

Meaningful interactionMeaningful interaction – Contact hypothesisContact hypothesis

Decision-making accountabilityDecision-making accountability

– use objective criteria in decision-makinguse objective criteria in decision-making

Specific Applications in OrganizationsSpecific Applications in Organizations



Specific Applications in OrganizationsSpecific Applications in Organizations

Employment InterviewEmployment Interview

– Perceptual biases affect the accuracy of interviewers’Perceptual biases affect the accuracy of interviewers’ judgments of applicants. judgments of applicants.

Performance ExpectationsPerformance Expectations

– Self-fulfilling prophecy (Self-fulfilling prophecy ( pygmalion effect pygmalion effect ): The lower or ): The lower or

higher performance of employees reflects preconceivedhigher performance of employees reflects preconceived

leader expectations about employee capabilities.leader expectations about employee capabilities.

Performance EvaluationsPerformance Evaluations

– Appraisals are subjective perceptions of performance.Appraisals are subjective perceptions of performance.

Employee EffortEmployee Effort

– Assessment of individual effort is a subjective judgmentAssessment of individual effort is a subjective judgmentsubject to perceptual distortion and bias.subject to perceptual distortion and bias.



Other Perceptual ErrorsOther Perceptual ErrorsOther Perceptual ErrorsOther Perceptual Errors

PrimacyPrimacy – first impressionsfirst impressions

RecencyRecency – most recent information dominatesmost recent information dominates

perceptionsperceptions

HaloHalo

– one trait forms a general impressionone trait forms a general impression

ProjectionProjection – believing other people are similar tobelieving other people are similar to

youyou



Improving PerceptionsImproving PerceptionsImproving PerceptionsImproving Perceptions

EmpathyEmpathy

– Sensitivity to the feelings, thoughts,Sensitivity to the feelings, thoughts,

and situation of othersand situation of others

– Cognitive and emotional componentCognitive and emotional component

Self-awarenessSelf-awareness

– Awareness of your values, beliefs andAwareness of your values, beliefs and

prejudicesprejudices – Applying Johari WindowApplying Johari Window



Conflict DefinedConflict DefinedConflict DefinedConflict Defined

The process in which one partyThe process in which one party

perceives that its interests are beingperceives that its interests are being

opposed or negatively affected byopposed or negatively affected byanother party.another party.

ConflictConflict



ConflictConflict



The Conflict ProcessThe Conflict ProcessThe Conflict ProcessThe Conflict Process

Sources of Sources of ConflictConflict

ManifestManifestConflictConflict

ConflictConflictOutcomesOutcomes

Conflict

Perceptions

Conflict

Emotions

ConflictEscalation Cycle

Task vs SocioemotionalTask vs SocioemotionalTask vs SocioemotionalTask vs Socioemotional



Task vs. SocioemotionalTask vs. Socioemotional

ConflictConflict

Task vs. SocioemotionalTask vs. Socioemotional

ConflictConflict

Task-related conflictTask-related conflict – Conflict is aimed at issue, not partiesConflict is aimed at issue, not parties

– Helps recognize problems, identifyHelps recognize problems, identify

solutions, and understand the issuessolutions, and understand the issuesbetter better

– Potentially healthy and valuablePotentially healthy and valuable

Socioemotional conflictSocioemotional conflict – Conflict viewed as a personal attackConflict viewed as a personal attack

– Introduces perceptual biasesIntroduces perceptual biases

– Distorts information processingDistorts information processing

Organizational ConflictOrganizational ConflictOrganizational ConflictOrganizational Conflict



Organizational ConflictOrganizational Conflict

OutcomesOutcomes


OutcomesOutcomes

Conflict ManagementConflict Management

– Interventions that alter the level andInterventions that alter the level and

form of conflict for organizationalform of conflict for organizational

effectivenesseffectiveness

Constructive ConflictConstructive Conflict

– Encourages people to learn aboutEncourages people to learn aboutother points of viewother points of view

Organizational ConflictOrganizational ConflictOrganizational ConflictOrganizational Conflict




OutcomesOutcomes


OutcomesOutcomes

Potential benefitsPotential benefits

– Improves decision makingImproves decision making

– Strengthens team dynamicsStrengthens team dynamics

Dysfunctional outcomesDysfunctional outcomes

– Diverts energy and resourcesDiverts energy and resources

– Weakens knowledge managementWeakens knowledge management – Increases frustration, jobIncreases frustration, job

dissatisfaction, stress, turnover anddissatisfaction, stress, turnover and

absenteeismabsenteeism

S f C fS f C fli



Sources of ConflictSources of ConflictSources of ConflictSources of Conflict

DifferentiationDifferentiation

TaskTask

InterdependenceInterdependence

• Different values/beliefs• Explains cross-cultural and

generational conflict

• Conflict increases withinterdependence

• Higher risk that parties interfere witheach other

IncompatibleIncompatible

GoalsGoals

• One party’s goals perceived to

interfere with other’s goals

more

S f C fliS CS f C fli t



Sources of ConflictSources of Conflict (con’t)(con’t)Sources of ConflictSources of Conflict (con’t)(con’t)

Ambiguous RulesAmbiguous Rules

CommunicationCommunicationProblemsProblems

• Creates uncertainty, threatens goals

• Without rules, people rely on politics

• Increases stereotyping• Reduces motivation to communicate

• Escalates conflict when arrogant

ScarceScarce

ResourcesResources• Motivates competition for the resource

C fli M S lC fli t M t St lC fli t M t St lC fli t M t St l



A s s e r

t i v e

ne

s s

Cooperativeness

ForcingForcing Problem-SolvingProblem-Solving

CompromisingCompromising

AvoidingAvoiding Yielding Yielding

High

Low High

Conflict Management StylesConflict Management StylesConflict Management StylesConflict Management Styles

Conflict resolutionConflict resolution



Conflict resolutionConflict resolutionEmphasizing Superordinate GoalsEmphasizing Superordinate Goals

Emphasizing common objectives rather than conflicting sub-goalsEmphasizing common objectives rather than conflicting sub-goalsReduces goal incompatibility and differentiationReduces goal incompatibility and differentiation

Reducing DifferentiationReducing Differentiation

Remove sources of different values and beliefsRemove sources of different values and beliefs

Move employees around to different jobs, departments, and regionsMove employees around to different jobs, departments, and regions

Other ways to reduce differentiation:Other ways to reduce differentiation: – Common dress code/statusCommon dress code/status – Common work experienceCommon work experience

Better Communication/UnderstandingBetter Communication/Understanding

Employees understand and appreciate each other’s views through communicationEmployees understand and appreciate each other’s views through communication

– Informal gatheringsInformal gatherings

– Formal dialogue sessionsFormal dialogue sessions

– Teambuilding activitiesTeambuilding activities



Other Ways to Manage ConflictOther Ways to Manage Conflict

Reduce Task InterdependenceReduce Task Interdependence – Dividing shared resourcesDividing shared resources

– Combine tasksCombine tasks

– Use buffersUse buffers

Increase ResourcesIncrease Resources – Duplicate resourcesDuplicate resources

Clarify Rules and ProceduresClarify Rules and Procedures – Clarify resource distributionClarify resource distribution

– Change interdependenceChange interdependence

Situational Influences onSituational Influences onSituational Influences onSituational Influences on



Situational Influences onSituational Influences on

NegotiationNegotiation

Situational Influences onSituational Influences on

NegotiationNegotiation

LocationLocation

PhysicalPhysical

SettingSetting

Time PassageTime Passage

and Deadlinesand Deadlines

AudienceAudience

Effective NegotiatorEffective NegotiatorEffective NegotiatorEffective Negotiator



Effective Negotiator Effective Negotiator


Effective Negotiator g


Preparation andPreparation and

Goal SettingGoal Setting

GatheringGathering

InformationInformation

CommunicatingCommunicatingEffectivelyEffectively

Making ConcessionsMaking Concessions

Types of Third PartyTypes of Third PartyTypes of Third PartyTypes of Third Party



Types of Third Partyypes o d a y

InterventionIntervention

Types of Third Partyyp y

InterventionIntervention

MediationMediation

ArbitrationArbitration

InquisitionInquisition

Level of Process

Control

Level of Outcome Control

High

HighLow



O i ti l C lt D fi dO i ti l C lt D fi dO i ti l C lt D fi dO i ti l C lt D fi d



Organizational Culture DefinedOrganizational Culture DefinedOrganizational Culture DefinedOrganizational Culture Defined

The basic pattern of shared assumptions,The basic pattern of shared assumptions,

values, and beliefs considered to be thevalues, and beliefs considered to be the

correct way of thinking about and actingcorrect way of thinking about and actingon problems and opportunities facing theon problems and opportunities facing the

organization.organization.

The Basic Functions of The Basic Functions of O CO i ti l C lt



Organizational CultureOrganizational Culture

OrganizationalCulture/basic functions

Provides a

sense of identity for members

Enhances

commitmentto the

organization’smission

Clairifies

andreinforcesstandards

of behavior



What Is Organizational Culture?What Is Organizational Culture?



What Is Organizational Culture?What Is Organizational Culture?

Culture Versus FormalizationCulture Versus Formalization

– A strong culture increases behavioralA strong culture increases behavioral

consistency and can act as a substituteconsistency and can act as a substitute

for formalization.for formalization.

Organizational Culture Versus NationalOrganizational Culture Versus NationalCultureCulture

– National culture has a greater impact onNational culture has a greater impact on

employees than does their organization’semployees than does their organization’sculture.culture.

– Nationals selected to work for foreignNationals selected to work for foreign

companies may be atypical of thecompanies may be atypical of the

local/native population.local/native population.

What Do Cultures Do?What Do Cultures Do?




Culture’s Functions:

1. Defines the boundary between one

organization and others.

2. Conveys a sense of identity for its members.

3. Facilitates the generation of commitment to

something larger than self-interest.

4. Enhances the stability of the social system.

Culture’s Functions:

1. Defines the boundary between one

organization and others.

2. Conveys a sense of identity for its members.

3. Facilitates the generation of commitment to

something larger than self-interest.

4. Enhances the stability of the social system.





Culture as a Liability:

1. Barrier to change

2. Barrier to diversity

3. Barrier to acquisitions andmergers

Culture as a Liability:

1. Barrier to change

2. Barrier to diversity

3. Barrier to acquisitions andmergers



Core Organizational ValuesCore Organizational Values

Reflected in CultureReflected in Culture

•Sensitivity to needs of customers and employees

•Freedom to initiate new ideas

•Willingness to tolerate taking risks

•Openness to communication options

Elements of OrganizationalElements of OrganizationalElements of OrganizationalElements of Organizational



Physical StructuresPhysical Structures

LanguageLanguage

Rituals andRituals and

CeremoniesCeremonies

Stories and LegendsStories and Legends

BeliefsBeliefs

ValuesValues

AssumptionsAssumptions

Artifacts of OrganizationalCulture

OrganizationalOrganizational

CultureCulture

gg

CultureCulture

gg

CultureCulture

Artifacts: Stories and LegendsArtifacts: Stories and LegendsArtifacts: Stories and LegendsArtifacts: Stories and Legends



Artifacts: Stories and LegendsArtifacts: Stories and LegendsArtifacts: Stories and LegendsArtifacts: Stories and Legends

Social prescriptions of desiredSocial prescriptions of desired

(undesired) behaviour (undesired) behaviour

Provides a realistic human side toProvides a realistic human side to

expectationsexpectations

Most effective stories and legends:Most effective stories and legends: – Describe real peopleDescribe real people

– Assumed to be trueAssumed to be true – Known throughout the organizationKnown throughout the organization

– Are prescriptiveAre prescriptive

Artifacts: Rituals andArtifacts: Rituals andArtifacts: Rituals andArtifacts: Rituals and



CeremoniesCeremoniesCeremoniesCeremonies

RitualsRituals – programmed routinesprogrammed routines

– (eg., how visitors are greeted)(eg., how visitors are greeted)

CeremoniesCeremonies

– planned activities for an audienceplanned activities for an audience

– (eg., award ceremonies)(eg., award ceremonies)

Artifacts: OrganizationalArtifacts: OrganizationalArtifacts: OrganizationalArtifacts: Organizational



gg

LanguageLanguageg

LanguageLanguage

Words used to address people,Words used to address people,describe customers, etc.describe customers, etc.

Leaders use phrases and specialLeaders use phrases and special

vocabulary as cultural symbolsvocabulary as cultural symbols – eg. Container Store’s “Being Gumby”eg. Container Store’s “Being Gumby”

Language also found inLanguage also found in

subculturessubcultures – eg. Whirlpool’s “PowerPoint culture”eg. Whirlpool’s “PowerPoint culture”

Artifacts: Physical Structures andArtifacts: Physical Structures andArtifacts: Physical Structures andArtifacts: Physical Structures and



y

SymbolsSymbols

y

SymbolsSymbols

Building structure -- may shapeBuilding structure -- may shapeand reflect cultureand reflect culture

Office design conveys culturalOffice design conveys cultural

meaningmeaning – Furniture, office size, wall hangingsFurniture, office size, wall hangings



The Process of InnovationThe Process of Innovation



The Process of InnovationThe Process of Innovation

Stage 1

Setting

theAgenda

Stage 2

Setting

theStage

Stage 3

Producing

theIdeas

Stage 4

Testing and

Implementingthe Ideas

Stage 5

Outcome

Assessment

End

End

Success

Failure

Progress

Motivation

Individualor Team

Productivity

Resources

Skills

Creating a Customer-Responsive CultureCreating a Customer-Responsive Culture



Creating a Customer-Responsive CultureCreating a Customer Responsive Culture

Managerial Actions:

• Select new employees with personality andattitudes consistent with high serviceorientation.

• Train and socialize current employees to bemore customer focused.

• Change organizational structure to give

employees more control.• Empower employees to make decision about

their jobs.

Managerial Actions:• Select new employees with personality and

attitudes consistent with high serviceorientation.

• Train and socialize current employees to bemore customer focused.

• Change organizational structure to giveemployees more control.

• Empower employees to make decision abouttheir jobs.

Creating a Customer-Responsive CultureCreating a Customer-Responsive Culture



Creating a Customer-Responsive CultureCreating a Customer Responsive Culture

Managerial Actions (cont’d) :

• Lead by conveying a customer-focused vision

and demonstrating commitment to customers.

• Conduct performance appraisals based oncustomer-focused employee behaviors.

• Provide ongoing recognition for employees who

make special efforts to please customers.

Managerial Actions (cont’d) :

• Lead by conveying a customer-focused vision

and demonstrating commitment to customers.

• Conduct performance appraisals based oncustomer-focused employee behaviors.

• Provide ongoing recognition for employees who

make special efforts to please customers.

Keeping Culture AliveKeeping Culture Alive



p gp gSelectionSelection

– Concerned with how well the candidatesConcerned with how well the candidateswill fit into the organization.will fit into the organization.

– Provides information to candidates aboutProvides information to candidates about

the organization.the organization.

Top ManagementTop Management

– Senior executives help establish behavioralSenior executives help establish behavioral

norms that are adopted by thenorms that are adopted by the

organization.organization.

SocializationSocialization

– The process that helps new employeesThe process that helps new employees

adapt to the organization’s culture.adapt to the organization’s culture.

Stages in the Socialization ProcessStages in the Socialization Process



Stages in the Socialization ProcessStages in the Socialization Process

How Organization Cultures FormHow Organization Cultures Form



How Organization Cultures FormHow Organization Cultures Form

How Employees Learn CultureHow Employees Learn Culture



How Employees Learn CultureHow Employees Learn Culture

• Stories

• Rituals

• Material Symbols

• Language

• Stories

• Rituals

• Material Symbols

• Language

Spirituality and Organizational CultureSpirituality and Organizational Culture



Spirituality and Organizational CultureSpirituality and Organizational Culture

Characteristics:

• Strong sense of purpose

• Focus on individualdevelopment

• Trust and openness

• Employeeempowerment

• Toleration of employeeexpression

Characteristics:

• Strong sense of purpose

• Focus on individualdevelopment

• Trust and openness

• Employeeempowerment

• Toleration of employeeexpression

““Vulnerable Sensitive. Honest about your weakness.Vulnerable Sensitive. Honest about your weakness.Just the qualities you need to be a strong leader”.Just the qualities you need to be a strong leader”.

C f ffC id l di ftl i ff ti th



Consider leading softly is more effective than armour Consider leading softly is more effective than armour plated command and control.plated command and control.

Harvard Business Review Harvard Business Review ““Failing Organisations are usually over-managed andFailing Organisations are usually over-managed and

under-led”.under-led”. Warren G BennisWarren G Bennis

Today’s Presentation is aimed at:Today’s Presentation is aimed at:

Discussing the necessity of leadership.Discussing the necessity of leadership.Understanding and finding implications of differentUnderstanding and finding implications of differentleadership styles.leadership styles.

Identifying differences between Manager and Leader.Identifying differences between Manager and Leader.

Theories of leadership.Theories of leadership.

““Leadership is the ability to persuade others to seekLeadership is the ability to persuade others to seekdefined objectives enthusiastically. It is the human factor defined objectives enthusiastically. It is the human factor

hi h bi d t th d ti t it t d



which binds a group together and motivates it towardswhich binds a group together and motivates it towards

goals”.goals”. Keith DavisKeith Davis

““Leadership is the art or process of influencing people soLeadership is the art or process of influencing people sothat they will strive willingly and enthusiastically towardsthat they will strive willingly and enthusiastically towards

the achievement of group goals”.the achievement of group goals”. Koontz Koontz

““Leadership is the quality of behaviour of individualsLeadership is the quality of behaviour of individuals

whereby they guide people or their activities in organisingwhereby they guide people or their activities in organisingefforts”.efforts”. Chester Barnard Chester Barnard

It implies:It implies: – It is a continuous process.It is a continuous process.

– Essentially a process of influencing.Essentially a process of influencing.

– Basically a personal quality.Basically a personal quality. – A continuous motivation process.A continuous motivation process.

– Functioning of a common goals determines leader follower relationship.Functioning of a common goals determines leader follower relationship.



NECESSITYECESSITY

Motivating Employees.Motivating Employees.

Creating Confidence.Creating Confidence.

Building Morale.Building Morale.

Developing Team Work.Developing Team Work.

Securing Group Effectiveness.Securing Group Effectiveness.Counselling People.Counselling People.

STYLES OF LEADERSHIPTYLES OF LEADERSHIP



Autocratic LeadershipAutocratic Leadership

Participative LeadershipParticipative Leadership

Free-rein LeadershipFree-rein Leadership

Autocratic Leadership Autocratic Leadership

Authoritarian, directive or nomothetic style.Authoritarian, directive or nomothetic style.

Ultra-utilization of power.Ultra-utilization of power.Result may be negative leadership.Result may be negative leadership.

Types of Autocratic LeadershipTypes of Autocratic Leadership

Strict AutocratStrict AutocratBenevolent AutocratBenevolent Autocrat

Incompetent AutocratIncompetent Autocrat



Leadership TheoriesLeadership TheoriesTrait TheoriesTrait Theories



Trait Theories.Trait Theories.

Behavioural Theories.Behavioural Theories.

Contingency Theories.Contingency Theories.

Situational Theories.Situational Theories.

LMX Theory.LMX Theory.Leadership-participation Theory.Leadership-participation Theory.

Path-Goal Theory.Path-Goal Theory.

LEADERSHIP AS A CONTINUUMEADERSHIP AS A CONTINUUM



Leadership in a practical world is between twoLeadership in a practical world is between two

extremes of autocratic and free-rein.extremes of autocratic and free-rein.Tannenbaum and Schmidt proposed a continuumTannenbaum and Schmidt proposed a continuum

moving from authoritarian leadership behaviour tomoving from authoritarian leadership behaviour to

free-rein.free-rein.

Manager takesdecisions andannounces

Manager presents ideasand invities suggestions

Manager presentsproblems, gets

suggestions andmakes decisions

Manager permitssubordinates of

function within limitsdefined by superior

Manager sellsdecisions

Manager presentstentative decision

subject to change

Manager defineslimits, asks groups to

make decision

Use of authority by theManager

Area of freedom for subordinates

Autocratic

(boss centeredleadership)

Free-rein

(subordinate centeredleadership)



DIFFERENCES BETWEEN MANAGER ANDIFFERENCES BETWEEN MANAGER AND

LEADEREADER

“ “ Managers are people who do things right, and leaders areManagers are people who do things right, and leaders are

people who do the right thing. Management’s efficiency lies people who do the right thing. Management’s efficiency lies

in climbing the ladder of success, leadership determinesin climbing the ladder of success, leadership determines

whether the ladder s leaning against the right wall”.whether the ladder s leaning against the right wall”.Warren Bennis and Burt NanusWarren Bennis and Burt Nanus

LEADERSHIP MANAGEMENT1. Leader leads people.

2. Leader can use his/her

informal influence.3. Leaders create a vision and

inspire others to achieve this

vision.

4. Leader processes non-

sanctioned influences ability.

5. Leader inspires enthusiasm.

1. Manager manages things.

2. Managers hold formal

position.3. Managers achieve results by

directing the activities of

others.

4. Manager enjoys formal

designated authority.

5. Manager engenders fear.

Way to Effective LeadershipWay to Effective Leadership



Finding the Leader in YouFinding the Leader in You

Starting to CommunicateStarting to Communicate

Motivating PeopleMotivating People

Expressing Genuine Interest in othersExpressing Genuine Interest in others

Seeing Things from the Other Person’s point of viewSeeing Things from the Other Person’s point of view

Listening to LearnListening to Learn

Teaming up for TomorrowTeaming up for Tomorrow Respecting the dignity of othersRespecting the dignity of others

Recognition, Praise, and RewardsRecognition, Praise, and Rewards

Handling Mistakes, Complaints, and CriticismHandling Mistakes, Complaints, and Criticism

Setting GoalsSetting Goals

Focus and DisciplineFocus and Discipline

Achieving BalanceAchieving Balance

Creating a Positive Mental AttitudeCreating a Positive Mental Attitude

Learningnot to worryLearningnot to worry

The Power of EnthusiasmThe Power of Enthusiasm

Organisational ChangeOrganisational Change““Organisational Change is the process by whichOrganisational Change is the process by which



Organisational Change is the process by whichOrganisational Change is the process by which

organisations move from their present state to someorganisations move from their present state to some

desired future state to increase their effectiveness”desired future state to increase their effectiveness”Gareth. R. JonesGareth. R. Jones

Sources of Change

Org Level ForcesOrg structure

Org CultureionOrg Strategy &

Over Determination

Individual Level ForcesCognitive Biases

UncertaintyFear of Loss

Selective PerceptionHabit

Logical Reasons

Group level ForcesGroup Norms

Group Cohesiveness

Groupthink

Sub Unit Level ForcesDifferences in Orientation

Power & Conflict

Planned & Unplanned ChangePlanned & Unplanned Change



Planned change are the activities that arePlanned change are the activities that are

intentional and goal orientedintentional and goal orientedFirst order change – Linear and ContinuousFirst order change – Linear and Continuous

Second order change – that is multidimensionalSecond order change – that is multidimensional

multilevel, continuous and radicalmultilevel, continuous and radical

Change Agents: Can be managers or nonChange Agents: Can be managers or non

managers, employees or consultantsmanagers, employees or consultants

Change agents can change structure,Change agents can change structure,technology, physical setting and peopletechnology, physical setting and people

Force Field Analysis ModelForce Field Analysis Model



Desired

Conditions

Current

Conditions

Before

Change

After

Change

Driving

Forces

RestrainingForces

Force Field Analysis ModelForce Field Analysis Model

During

Change

DrivingForces

RestrainingForces

DrivingForces

RestrainingForces

Resistance to ChangeResistance to Change



Forces for Forces for

ChangeChange

Forces for Forces for

ChangeChange

Nature of the WorkforceNature of the Workforce

TechnologyTechnology

Economic ShocksEconomic Shocks

CompetitionCompetition

Social TrendsSocial Trends

World PoliticsWorld Politics

Creating an Urgency for Creating an Urgency for



ChangeChange

Inform employees about driving forcesInform employees about driving forces

Most difficult when organization is doingMost difficult when organization is doing

wellwell

Must be real, not contrivedMust be real, not contrived

Customer-driven changeCustomer-driven change

– Adverse consequences for firmAdverse consequences for firm

– Human element energizes employeesHuman element energizes employees

Minimizing Resistance toMinimizing Resistance to



CommunicationCommunication

Highest priority and firstHighest priority and firststrategy for changestrategy for change

Improves urgency toImproves urgency tochangechange

Reduces uncertaintyReduces uncertainty(fear of unknown)(fear of unknown)

Problems -- timeProblems -- time

consuming and costlyconsuming and costly

ChangeChange




Ch



CommunicationCommunication Increases ownership of Increases ownership of changechange

Helps saving face andHelps saving face andreducing fear of unknownreducing fear of unknown

Includes task forces,Includes task forces,search conferencessearch conferences

Problems -- time-Problems -- time-consuming, potentialconsuming, potential

conflictconflict

ChangeChange

TrainingTraining

EmployeeEmployee

InvolvementInvolvement


Ch



CommunicationCommunication When communication,When communication,training, and involvementtraining, and involvementdo not resolve stressdo not resolve stress

Potential benefitsPotential benefits

–More motivation to changeMore motivation to change –Less fear of unknownLess fear of unknown

–Fewer direct costsFewer direct costs

Problems -- time-Problems -- time-

consuming, expensive,consuming, expensive,doesn’t help everyonedoesn’t help everyone

ChangeChange

TrainingTraining

EmployeeEmployee


StressStressManagementManagement


CCh




When people clearly loseWhen people clearly losesomething and won’tsomething and won’totherwise support changeotherwise support change

Influence by exchange--Influence by exchange--reduces direct costsreduces direct costs

ProblemsProblems

–ExpensiveExpensive –Increases compliance, notIncreases compliance, not

commitmentcommitment

ChangeChange

TrainingTraining

EmployeeEmployee



Negotiation


ChCh




When all else failsWhen all else fails

Assertive influenceAssertive influenceFiring people -- radicalFiring people -- radicalform of “unlearning”form of “unlearning”

ProblemsProblems –Reduces trustReduces trust

–May create more subtleMay create more subtleresistanceresistance

ChangeChange

TrainingTraining

EmployeeEmployee



Negotiation

Coercion

Refreezing the DesiredRefreezing the Desired

C di iC diti



ConditionsConditions

Realigning organizational systems and teamRealigning organizational systems and teamdynamics with the desired changesdynamics with the desired changes

– Alter rewards to reinforce new behavioursAlter rewards to reinforce new behaviours

– Feedback systemsFeedback systems

Help employees learn how they are doingHelp employees learn how they are doing

Provide support for the new behaviour patternsProvide support for the new behaviour patterns

Strategic Vision & ChangeStrategic Vision & Change



Strategic Vision & ChangeStrategic Vision & Change

Need a vision of theNeed a vision of the

desired future statedesired future state

Minimizes employee fear Minimizes employee fear

of the unknownof the unknownClarifies role perceptionsClarifies role perceptions



Successfully Diffusing ChangeSuccessfully Diffusing Change



Successfully Diffusing ChangeSuccessfully Diffusing Change

Successful pilot projectSuccessful pilot projectReceives visibilityReceives visibility

Top management supportTop management support

Labour union involvementLabour union involvementDiffusion strategy described clearlyDiffusion strategy described clearly

Pilot project people moved to other areasPilot project people moved to other areas

Action Research PhilosophyAction Research Philosophy



Action Research Philosophyc o esea c osop y

Change needs both action andChange needs both action andresearch focusresearch focus

Action orientationAction orientation – Solve problems and change theSolve problems and change the

organizational systemorganizational system

Research orientationResearch orientation – Concepts guide the changeConcepts guide the change

– Data needed to diagnose problem,Data needed to diagnose problem,identify intervention, evaluate changeidentify intervention, evaluate change

Action Research ProcessAction Research Process



EstablishEstablishClient-Client-

ConsultantConsultantRelationsRelations

DisengageDisengageConsultant’sConsultant’sServicesServices

Action Research Process

DiagnoseDiagnoseNeed for Need for

ChangeChange

IntroAduceIntroAduceChangeChange

Evaluate/Evaluate/StabilizeStabilize

ChangeChange

Appreciative Inquiry PhilosophyAppreciative Inquiry Philosophy



Directs the group’s attentionDirects the group’s attention

away from its own problemsaway from its own problems

and focuses participants onand focuses participants on

the group’s potential andthe group’s potential and

positive elements.positive elements.

Reframes relationshipsReframes relationships

around the positive rather around the positive rather

than being problem orientedthan being problem orientedCourtesy of Amanda Trotsen-Bloom

Appreciative Inquiry ProcessAppreciative Inquiry Process



pp ec a e qu y ocesspp q y

DiscoveryDiscovery

DiscoveringDiscovering

the best of the best of

“what is”“what is”

DreamingDreaming

FormingForming

ideas aboutideas about

“what might“what might

be”be”

DesigningDesigning

Engaging inEngaging in

dialoguedialogue

about “whatabout “what

should be”should be”

DeliveringDelivering

DevelopingDeveloping

objectivesobjectives

about “whatabout “what

will be”will be”



Parallel Learning StructuresParallel Learning Structures



OrganizationParallel

Structure

gg

Cross-Cultural and EthicalCross-Cultural and Ethical

ConcernsConcerns



ConcernsConcerns

Cross-Cultural ConcernsCross-Cultural Concerns – Linear and open conflict assumptions differentLinear and open conflict assumptions different

from values in some culturesfrom values in some cultures

Ethical ConcernsEthical Concerns – Privacy rights of individualsPrivacy rights of individuals

– Management power Management power

– Individuals’ self-esteemIndividuals’ self-esteem

– Consultant’s roleConsultant’s role


Communication may be understood as the process ofCommunication may be understood as the process of



Communication may be understood as the process of Communication may be understood as the process of exchanging information and understanding betweenexchanging information and understanding between

peoplepeopleSignificance:Sig nificance:

a.a. Control member behaviour Control member behaviour

b.b. Fosters motivationFosters motivation

c.c. Provides InformationProvides Informationd.d. Changing people’s attitudesChanging people’s attitudes

e.e. Essence of social behaviour Essence of social behaviour

f.f. Role in knowledge managementRole in knowledge management

Types of Communication:Ty pes of Communication:a.a. Verbal Verbal

b.b. Non Verbal Non Verbal

c.c. WrittenWritten

Proemics

Kinesics

Para language

Organisational CommunicationOrganisational CommunicationFactors Influencing Organisational CommunicationFactors Influencing Organisational Communication



a.a. Formal channel of communicationFormal channel of communication

b.b. Authority structureAuthority structurec.c. Job specialisationJob specialisation

d.d. Information ownershipInformation ownership

Communication FlowsCommunication Flowsa.a. Downward communicationDownward communication

b.b. Upward communicationUpward communication

c.c. Lateral communicationLateral communication

d.d. Diagonal communiactionDiagonal communiactione.e. External communicationExternal communication

Communication NetworksCommunication NetworksWheel NetworkWheel Network

A

Chain Network

A B

Y Network



A

B

C

D EB

C

D

E

A

C

A B

D

E

D C

BE

A

D C

E B

A

All Channel Network

Circle Network

Communication Roles



Co u cat o o esa. Gatekeepers

b. Liasonsc. Isolatesd. Cosmopolites

Informal Communication ( Grapevine )a. Chain Systemb. Cluster Systemc. Gossip Sustem

Communication ProcessCommunication Process



Channel

Decoding

Reciever

Encoding

Source

Message

Message

Message

Message

FE

EDBA

CK

Communication BarriersCommunication BarriersSender Related Barriers:Sender Related Barriers:

Communication GoalsCommunication Goals



Communication SkillsCommunication Skills

Interpersonal SensitivityInterpersonal SensitivityDiffering frames of referenceDiffering frames of reference

Improper DictionImproper Diction

Inconsistent Non – Verbal SignalsInconsistent Non – Verbal Signals

Fear Fear Sender CredibilitySender Credibility

Receiver Related BarriersReceiver Related Barriers

Selective & Poor ListeningSelective & Poor Listening

Evaluating the SourceEvaluating the Source

PerceptionsPerceptions

Lack of responsive feedbackLack of responsive feedback

Meta communicationMeta communication

Situation Related Barriers:a. Jargonb. Information Overload



b. Information Overloadc. Time Pressure

d. Communication Climatee. Noisef. Distanceg. Mechanical Failureh. Murphy’s Law of Communication

Overcoming the Barriers:Sender’s Responsibility

a. Setting communication goals

b. Using appropriate languagec. Using empathic communication

d. Improving Coommunicator’s Credibilitye. Using face to face communication

f Encouraging feedback

g. Using a correct amount of redundancyh. Developing trusting climatei. Using picture



Receiver's Responsibility:

a. Effective Listening ( Barriers to effective listening ):

ii. Physiological Limitation

iii. Inadequate background information

iv. Selective memory

v. Selective expectationvi. Fear of being influenced or persuaded

vii. Bias and pre judgment

viii.Selective perception

ix. Influence from emotionsx. Avoiding evaluative judgement

xi. Providing responsive feedback

International OBInternational OB

Trends in International BusinessTrends in International Business



Trends in International BusinessTrends in International Business

International joint ventures, Multinational mergers &International joint ventures, Multinational mergers &Acquisitions and global strategic alliancesAcquisitions and global strategic alliances

More earning from international business than domesticMore earning from international business than domestic

ABB, Honda, BP, Siemens, Motorola and Eastman kodakABB, Honda, BP, Siemens, Motorola and Eastman kodak

functioning in more than 50 countriesfunctioning in more than 50 countries Most assets owned by different nationalitiesMost assets owned by different nationalities

Trade volume growing since WW II from $51 Billion to $415Trade volume growing since WW II from $51 Billion to $415

Billion in 1972 and since then $18 trillion till recent timesBillion in 1972 and since then $18 trillion till recent times

Cultural Similarities & DifferencesCultural Norms, Values, cultural symbols, stories and ritualsvary from nation to nation



y

AmericansFreedomIndependenceSelf – RelianceEqualityIndividualismCompetitionEfficiencyTimeDirectnessOpennessAggressivenessInformalityFuture Orientation

Risk – TakingCreativitySelf AccomplishmentWinningMoneyMaterial PossessionsPrivacy

JapaneseBelongingnessGroup HarmonyCollectivenessAge / SeniorityGroup ConsensusCooperationQuality

PatienceIndirectnessGo BetweenInterpersonalHierarchyContinuationConservative

InformationGroup AchievementSuccessRelationshipHarmony with NatureNetworking

ArabsFamily SecurityFamily HarmonyParental GuidanceAgeAuthorityCompromiseDevotion

Very PatientIndirectnessHospitalityFriendshipFormal/AdmirationPast & PresentReligious Belief

TraditionSocial RecognitionReputationFriendshipBelongingnessFamily Network

Cultural Clusters

AngloA t li

Latin American ArabAbu Dhabi



AustraliaCanada

IrelandNew zealandSouth AfricaUKUSA

NordicDenmarkFinlandNorwaySweden

GermanicAustriaGermanySwitzerland

ArgentinaChile

ColumbiaMexicoPeruVenezuela

Latin European

BelgiumFranceItalyPortugalSpain

Near EasternGreeceIranTurkeyPortugalSpain

Abu DhabiBahrainKuwaitOmanSaudi ArabiaUAE

Far EasternHong Kong

IndonesiaMalaysiaPhilippinesSingaporeTaiwanThailand

Vietnam

IndependentBrazilIndiaIsrael Japan

HR Practices

• Hourly Wage rates in Mexico plays little role as it is



• Hourly Wage rates in Mexico plays little role as it ismandatory for the employers to pay wages for 365 days• In Aus and Brazil employees get 1 month leave for one yr of work• In Japan seniority is the basis of promotions andperformance

• In UK maternity leave is 40 weeks 18 of these paid•In sweden 87% of companies HR managers are on board of directors

Hofstede’s Cultural Dimension

P Di t i th t t t hi h l f l



• Power Distance – is the extent to which less powerfulmembers of institutions of and organizations accept thatpower is distributed unequally• Uncertainty Avoidance – is the extent to which people feelthreatened by ambiguous situations, and have certain beliefsand institutions that try to avoid these

• Individualism – is the tendency of people to look after themselves and their family• Masculinity – refers to a situation in which the dominantvalues in a society are success, money, and other material

things• Cultural Diversity – Source of energy - can be great sourceof energy and organizational effectiveness

Motivation Across CulturesMotivation Across CulturesAmerican Japanese Arab



•Management Styles

• Control

• Emotional Appeal

•Recognition

•Material Awards

•Threats

•Cultural Values

Leadership, Friendliness

Independence, DecisionMaking, Space, Time,Money

Opportunity

Individual Contribution

Salary, Commission,Profit – Sharing

Loss of Job

Competition; Risk TakingMaterial Possession;Freedom

Persuasion,Functional

Group activities

Group Harmony

Group Participation;

Company Success

Group Identity, BelongIng to group

Annual Bonus, Social

Services, FringeBenefits

Out of Group

Group harmony,Achievement,

Coaching, Personalattention, Parenthood

Of parents \parenthood

Religion, Nationalistic,Admiration

Individual Status,Class\ society,Promotion

Gift for self\familyFamily affair, salary

increase

Demotion

Reputation, Familysecurity, Religion,Social Status

Compensation Across CulturesCompensation Across Cultures

Japanese get paid more than three times the wages of other AsianJapanese get paid more than three times the wages of other Asian



Japanese get paid more than three times the wages of other AsianJapanese get paid more than three times the wages of other Asian

countries like Korea, Singapore, Taiwancountries like Korea, Singapore, Taiwan

Korean & Japanese workers expect bonuses twice a year Korean & Japanese workers expect bonuses twice a year In, Denmark more than 80% of employees belong to trade unionsIn, Denmark more than 80% of employees belong to trade unions

In Germany a minimum 18 days paid annual leave is mandatoryIn Germany a minimum 18 days paid annual leave is mandatory

In IndiaIn IndiaMNC employees are paid more for identical workMNC employees are paid more for identical work

Distinction in salaries in different industries for identical worksDistinction in salaries in different industries for identical works

Huge gaps between employees of organized and unorganized sectorsHuge gaps between employees of organized and unorganized sectors

Distinction between salaries of public and private sector organizationsDistinction between salaries of public and private sector organizations

In Govt. sector salary gaps between different departmentsIn Govt. sector salary gaps between different departments

Customize

ChoiceAssignments Stock

Purchase



CoreCompetitive Cash

Performance BasedEmployability

Work Challenges

Customize

FlexibleSchedules

Benefit Choices

Base /Bonus

TaxDeferral

Base/ BonusMixMNC Pay Schedules

Phases of Cultural AdjustmentPhase 1 – Expatriate experiences range of emotionsPhase 2 – Crisis / Shock leading to negative appraisalsPhase 3 - Psychological adjustment for the expatriate

Phase 4 – Adjustment to the new environment

Leadership across CulturesLeadership across CulturesEmotional Intelligence individual & socialEmotional Intelligence individual & social

1.1. Self AwarenessSelf Awareness

National ContextNational Context



2.2. Self RegulationSelf Regulation

3.3. MotivationMotivation4.4. EmpathyEmpathy

5.5. Social SkillsSocial Skills

Cultural Influences

Worker Needs &Expectations

Culture influences

Worker needs and

expectations

Subordinate Motivation

National ContextCultural institutions

Influence organizations

and group structures

National Context

culture andeducational training

define leader

preferences for

behaviors and

traits

Work SettingNature of tasks

Organizational structure

Nature of work group

SubordinateCharacteristics

Needs

Achievement

Motivation

Outcomes

PerformanceSatisfaction

Leader Behaviors&Traits

Leadership Across CulturesLeadership Across CulturesUniversalism in LeadershipUniversalism in Leadership

Articulates a VisionArticulates a Vision



Breaks from the Status QuoBreaks from the Status Quo Provides goals and a planProvides goals and a plan Gives meaning or a purpose to goalsGives meaning or a purpose to goals Takes risksTakes risks Is motivated to leadIs motivated to leadBuilds a power baseBuilds a power base Demonstrates high ethical and moral standardsDemonstrates high ethical and moral standards

Multicultural TeamsMulticultural Teams Token Teams – One member from one cultureToken Teams – One member from one culture Bicultural Teams – Members from two culturesBicultural Teams – Members from two cultures Multicultural Teams – Members from three or more culturesMulticultural Teams – Members from three or more cultures

Managing Culturally Diverse TeamsManag ing Culturally Diverse Teams Task – related selectionTask – related selection Establishing a visionEstablishing a vision EqualizingEqualizing

Negotiating GloballyNegotiating Globally

Power

When to Negotiate



High Very

Important Important

Sufficiently

Low High Very

Low

Very

HighLow

Very

Low

Un

Important

Un

ImportantLow

Negotiate

Bargain

Take itor

Leave it

Value of

ExchangeStrategy Relationship Commitment Time

Available

Power

Distribution

Yours/Theirs

Step 1Preparation

Steps in International Negotiations

Negotiating Tactics



Preparation

Step 2Building the Relati

ship

Step 3

Exchange of Infor mation and first offer

Step 4Persuasion

Step 5Concessions

Step 6Agreement

g g•Promise

• Threat• Recommendation• Warning•Reward

• Punishment• Normative Appeal• Commitment• Self – Disclosure• Question

• Command

Communicating Across CulturesCommunicating Across Cultures Language and CultureLanguage and Culture



1.1. High & Low Context Languages – in which people stateHigh & Low Context Languages – in which people state

things directly and explicitly are low context languagethings directly and explicitly are low context languageand indirectly and implicitly is high context languageand indirectly and implicitly is high context language

2.2. Use of InterpretersUse of Interpreters

3.3. Non – Verbal Communication – facial gestures, voice,Non – Verbal Communication – facial gestures, voice,

intonation, physical distance, smile, battling of eyelid,intonation, physical distance, smile, battling of eyelid,kiss, handshake, and silencekiss, handshake, and silence

51619346 ion Behaviour Ppt

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Transcript of 51619346 ion Behaviour Ppt