Organizational BehaviorHRM In Construction

Dr. Nabil I. El Sawalhi

Construction Management

1 HRM Ch 6

Types of behavior

• 1. Consideration

• 2. Initiating structure

• Consideration describes behavior that is oriented towards people and is concerned with subordinates feeling and the showing of respect for subordinates ideas

HRM Ch 62

• Initiating structure : describes behavior that is task-oriented and concerned with the structuring of subordinates roles in order to attain goals established by the manager.

HRM Ch 63

Blake & Andams McCanse’sleadership grid

• The concern for people and production (fig 4)

• The best five grid positions are:

• 1,1 Impoverished management. Managers have less concern for people or productivity, avoid to taking sides and stay out of conflicts.

HRM Ch 64

• 1,9 country club management. Managers have great concerned for people and little for production. They avoid conflict & concentrate on being well liked. The task is less important than good interpersonal relations.

HRM Ch 65

• 9,1 authority compliance. Mangers have great concern for production & little for people.

• Tight control to get tasks done efficiently , human relation is unnecessary

• 5,5 Middle of the road management. Managers have medium concern for people & production

HRM Ch 66

Blake and Adams McCanse’s grid

7 HRM Ch 6

• 9,9 team management. Ideal leadership. Great concern to people & production and motive employee for accomplishment, flexible & responsive to change.

• Blake & Adams consider 9,9 (team) is the best style for organization.

HRM Ch 68

Contingency theory

• House’s Path-goal theory

• It indented four types of leader behavior”

• 1. Directive: leader gives firm guidance and instructions they organize the work of subordinate and make sure that they are fully aware of what is expected from them.

• 2.Supportivve: The leader is friendly & supportive toward subordinates showing concern for their well being.

HRM Ch 69

• 3. Participative. Lead ask for subordinates suggestions and takes them seriously into consideration when making decisions.

• 4. Achievement –oriented- the leader attempt to get subordinate to accept full responsibility for their works , set challenging goals and expects subordinate to work as well as possible

HRM Ch 610

• If Path-Goal theory rests on two propositions which are founded in McGregors theory Y hypothecs

• 1. if subordinates view leader behavior as a source of satisfaction , such behavior will be acceptable and satisfying subordinates.

• 2. leader behavior will be motivational to the extent that such behavior could help improve the working

HRM Ch 611

Fiedler model

• The effective work groups depend upon a proper match being achieved between leader’s style of interacting and with subordinates and the degree to which any particular situation faced by the group gives control and influence to the leader.

HRM Ch 612

• Fedler grouped the key situational factors in determining effective leader ship under three headings:

• 1. leader-work relation: to what extent do the workers trust, like and respect the leader.

• 2. Task structure: To what extent are jobs or tasks defined and procedural?

• 3. position power: How much power is concerned as a result of the manager’s position?

• In particular this is relating to hiring & firing, disciplinary, promotion, salary increase.

HRM Ch 613

•Category

•Leader-Member

Relations

•Task Structure

•Position Power

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

Low

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VIII

Poor

Low

Weak

Good

Poor

Perf

orm

ance

Relationship-Oriented

Task-Oriented

Favorable Moderate Unfavorable

Fedler’s Model of effective leadership

14 HRM Ch 6

Hersey- Blanchard model

• Hersey used use the two leadership behavior dimensions of task and leadership.

• Hersey classified each dimension to high or low and then combine them to form four leadership styles:

• Telling: identified by a high task/low relationship style that features directives behavior through the definition of roles and instruction of the worker in every aspect of the job.

HRM Ch 615

• Selling: where both task and relationship factors are high the leader is both directive and supportive.

• Participating: a style that combines low task and high relationship approaches. The leader and subordinates share in with in decision maker with the leader share in main roles being one of enabling task

HRM Ch 616

• Delegating: a low task/low relationship style in which the leader provide little in the way of direction or support.

• Combined with the behavior of the leaders is maturity of subordinates. Again four stages are defined for this purpose in Fig 4.6

• M1- the most immature level where workers are unwilling and unable to take responsibility for their works. They are neither competent nor confident.

HRM Ch 617

• M2- motivation exist but the worker is unable to perform the work through a lack of necessary skills. This needs a high task and a high relationship style of leadership.

• M3- motivational problem can be identified ,but people are unwilling to undertake the tasks required from them. Leader needs to be a supportive but non directive

HRM Ch 618

• M4- highest level of maturity. Subordinates requires very little leadership in either a task or relationship manner. People are able and willing to undertake the work and to curry responsibility attached to it.

HRM Ch 619

Handy’s best fit approach

• The theory suggest that effective performance depends on how good a fit exist bet the preferences of both leaders and subordinates and the demand of the task to be undertaken

HRM Ch 620