Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Human Relations;
Organizational Structure;
Assigned Responsibilities;
organizational goals;
Design of Organization,
Planning and control,
Behavioral process and
Decision Making;
3
1.2 Nature of Organizational Behavior
Goals
• To describe behavior- to relate behavior with
organization, how people behave with organization
decision, principle, philosophy, discipline etc.
7
Elements of OB
(to establish good relation to ensure human welfare)
Human Resources
•Individual
•Group
Environment Structure
•Government •Task Organizational
•Competitors •Relations Behavior
•Social System
Technology
•Machineries
•Computer Hardware & Hardware
8
1.5 Basic Approaches of OB
9
1.5 Basic Approaches of OB
Basic Approaches of OB
Inter-Disciplinary Approach
Contingency/Situational Approach
10
1.6 Models of OB
12
The Supportive Model
13
The Collegial Model
- William F. Glueck
Unsatisfied Need
17
Motivation Process/Cycle
18
2.2 Importance/Proper Application of
Motivation
Financial Incentives
High Salary
Sound Promotion Policy
Bonus & Festival Bonus
Profit Sharing
Insurance
Medical Facilities
Residential Facilities/ House Loan
Transportation Facilities
Reward, & Other Financial Facilities
21
Factors of Employee Motivation
Conti---
Non-financial Incentives
1. Commitment
Certain goals,
Security of job,
Opportunity of promotion,
Training facility,
Recognition of work,
Application of objective management,
Following proper management rule, 22
Factors of Employee Motivation
Conti-----
Self Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
25
Criticism of Maslow’s Motivation Theory
Achievement
Recognition
Work itself
Responsibility
Personal growth
Advancement
28
X & Y Theory
Douglas McGregor (1960) in his book ‘The Human
Side of Enterprise’ stated X & Y theory-
democratic principle
man don’t dislike work, they work like sports &
sleep;
there is no need to threat anybody to get the things
done;
man like to be self controlled & self-direction;
man work for recognition (reward) and self
development;
man wants more and more responsibilities in
appropriate environment;
man has intelligence, creativity to solve
organizational problems;
30
Expectancy Theory
Victor H. Vroom of Yale University has proposed
the theory of expectancy. Motivation depends
on the following perceptions-
possible to do
Job performance and reward relation- possibilities
Satisfactions Outcomes
32
Equity Theory
33
ERG Theory
35
Goal Setting Theory (E. Locke, 1968)
• Specific
• Hard • Attention Improved
• Participative • Incentive Performance
• Farm in own decision
•Techniques to achieve goals
• Development of work plan
Achieved Results
36
Leadership
Leadership
Intra- Ability to
individuals relations influence others
37
“Leadership is the processes of influencing
others to achieve organizational goals.”
- Bartol and Martin
41
3.3 Qualities of a Leader
42
7. Workers Developments
8. Flexibility & Elasticity
9. Acceptability of Criticism
10. Equity of Character
11. Providing Ability
12. Personality
13. Communication Skill
14. Personal Motivation
43
15. Technical Ability
16. Social Skill
17. Ability to Training
18. Patience
19. Sense of Responsibility
20. Inquisition Mentality
21. Analytical Power
44
3.4 Factors considering in successful leadership
1. Achieving Membership
2. Skill Organizer
3. Reward or Punishment System
4. Judges Role
5. Create Strong Morality
6. Achieving Confidence
7. Facing Crisis
8. Understanding Perception
9. Symbol of Welfare for Followers 45
3.4 Role & Function of a Leader
01. Policy Making
02. Planning
03. Coordinating
04. Role as a Specialist
05. Representation
06. Giving reward and penalty
07. Judge & Negotiator
08. Settlement of Dispute
09. Taking Decision 46
10. Guardian
11. Ideal
12. Face Emergency
13. Increase Group Morality
14. Intelligence
15. Technical skill
16. Courage
17. Flexibility
18. Providing Security
19. Promotion of Fraternity
20. Organizer, Inspiring, Integration etc.
47
3.3 Managerial Grid
Managerial Grid Theory
9.1Countri 9.9 Team
Club Mgt Mgt Style
Style
8
7
6
5 .5 M id d le
o f the
Ro ad Mgt
5 S t yle
4
3
2
We a k 9 .1
A u t o c ra t ic
M g t S t yle
Ta s k M g t
S t.
1 2 3 4 55 66 7 8 9
XOX’= Concern for Production
YOY’ = Concern for Employee
3.4 Theories of Leadership
Path-Goal theory/model-
Path-goal theory is proposed by Robert
House, the leader who set-up the goals of
the subordinates, explain the goals and
try to improve the goals. He always try
to improve the obstacles of the road. Two
Major roles of path goals
Goal Setting- Short-term, Long term goal
(achievable);
Improvement of Path- Directive Leadership,
Supportive leadership, Participative
leadership, achievement oriented leadership;
Trait Theory
F.H. Sanchord
Followers are the key elements of
this theory;
Recognition of follower for leader is
important;
The leader should able to fulfill the
demand of followers;
Situational Leadership
leadership development;
Qualities of a leader is helpful for such
leadership;
A leader created in one situation may not be
56
3.3 Qualities of a Leader
57
7. Workers Developments
8. Flexibility & Elasticity
9. Acceptability of Criticism
10. Equity of Character
11. Providing Ability
12. Personality
13. Communication Skill
14. Personal Motivation
58
15. Technical Ability
16. Social Skill
17. Ability to Training
18. Patience
19. Sense of Responsibility
20. Inquisition Mentality
21. Analytical Power
59
3.4 Factors considering in successful leadership
1. Achieving Membership
2. Skill Organizer
3. Reward or Punishment System
4. Judges Role
5. Create Strong Morality
6. Achieving Confidence
7. Facing Crisis
8. Understanding Perception
9. Symbol of Welfare for Followers 60
Stress Management
and
Conflict Resolution
Dr. Asoke Kumar Saha
4.1 Concept of Mental Stress
1. DEATH OF A SPOUSE
2. DIVORCE
3. MARITAL SEPARATION
4. IMPRISONMENT
5. DEATH OF A CLOSE RELATIVE
6. PERSONAL INJURY OR ILLNESS
7. MARRIAGE
8. FIRED FROM A JOB
9. MARITAL
RECONCILIATION 10.
RETIREMENT 11.
ILLNESS OF A RELATIVE
12. PREGNANCY
13. SEXUAL PROBLEMS
Continued---------
Causes of Stresses
STRESS
Individual Approach
• Time Management Techniques
• Physical Exercise
• Relaxation
• Social Support Network
• Self-controlled Behavior
• Maintaining Health
• Neutralization
• Treatment
4.4 Approaches to Stress Management
Organizational Approach
• Setting of Goals
• Re-designing of jobs
• Employee Recruitment, Selection
and Placement
• Training
• Reducing Role Conflict
• Developing Formal
Communication
• Offering Leaves
• Recreation
• Health Programme
• Employee Counseling
4.5 Definition of Conflict
Nature of Conflict
Changed background
Incompleteness of demand
Cold relation
Lack of facilities
Different opinion
Psychological matter
Subordination
Inevitable
4.7 Types of Organizational Conflict
Interpersonal Conflict
Interpersonal Conflict
Intra-group Conflict
Inter-group Conflict
03. Organizational Conflict
Hierarchical Conflict
Functional Conflicts
Lose – Lose
Lose – Win
Win – Win
Win - Lose
L.R. Pondy (1967) Model of
Conflict Resolution
1. Latent Conflict
2. Perceived Conflict
3. Felt Conflict
4. Manifest Conflict
5. Conflict aftermath
K. Thomas Model of
Conflict Resolution
1. Frustration
2. Conceptualization
3. Behavior
4. Outcomes
Organizational Culture
Distinctive
Stable
Implicit
Symbolic
Characteristics of Organizational Culture
Dominant Value
Norms
Rules
Philosophy
Organizational Climate
Characteristics of Organizational Culture
General Characteristics of Organizational Culture
Integrated form- beliefs, values, norms,rules etc.
Separate/Independent- beliefs, values & norms are
separate;
Stability- values, norms, and rules are relatively
of new team
Legal and Acceptable- acceptable to all employee and
5.3 Types of Organizational Culture
According to Kreitner & Kinicki-
1. Constructive Culture- encouraged to work on tasks
which will satisfying their needs to grow and
developed;
2. Passive-defensive culture- not threatening their job
security;
3. Aggressive-defensive culture- forceful approach in
order to protect their status and job security;
According to S.P. Robbins-
1. Dominant Culture- shared by majority member of the
organization;
2. Sub-culture- different problems, Situation,
Experience etc.
3. Strong vs. weakness culture- High vs. low
5.4 Measurement System of
Organizational Culture
“One of the more interesting methods is to become a
member of the organization and engage in participant
observation” -------Newstrom & Keith Davis
Experts Recommendation of Measurement System/
Technique of Organizational Culture are given as follows:
Observation on the Employee
Festival
Conducting direct survey on employees