Professional Documents
Culture Documents
Organization
Importance
Goals
Nature of People
Importance of HBO
its
Goals of HBO
To
describe
To understand
To predict
To control
Difference Law of
Individual Difference
Perception
A Whole Person
Desire for involvement
Value of the Person
Motivated Behavior
Remember
organizational excellence begins
with the performance of people
it is what people do or do not do
that ultimately determines what the
organization can or cannot become
it is our job as an I.E. to develop and
promote behavioral patterns that are
consistent with the achievement of
goals
SELF CONCEPT
PERSONALITY TRAITS
Self Esteem
PERSONAL
VALUES
Self- Efficacy
Self Monitoring
Organizational
Identification
Self
Self
Core of Conscious
Existence
Self- Concept Perception of ones
self
Self esteem Overall evaluation of
one self.
Cognition Persons Knowledge
Self
Self
self
Learned Helplessness Debilitating
lack of faith in ones ability to control
the situation.
Self- Monitoring Observing ones
own behavior in adapting it to the
situation.
Organizational Identification
Organizational Values or beliefs
become part of ones self identity
Personality
Personality
Emotions
Reactions
to personal
achievements and setbacks that
may be felt and displayed.
Emotional
Intelligence Ability to
manage oneself and interact with
others in mature and constructive
ways.
VALUES, ATTITUDES,
ABILITIES AND JOB
SATISFACTION
Value System
The organization of ones beliefs
about preferred ways of behaving
and desired end estates.
Instrumental Values
Personally preferred ways of
behaving.
Terminal Values Personality
preferred end- states of
existence.
Value Conflicts
Intrapersonal
Value Conflict
outside social expectation and
internal priorities.
Interpersonal Value Conflict
core of personality conflicts.
Individual Organization
Value Conflict
building
Using handful of useful experiences.
inequality
Work Flexibility
Time Management
Attitude
Learned
predisposition toward a
given object.
Affective Component The
feelings or emotions one has
about an object or situation.
Cognitive Component The
beliefs or ideas one has about an
object or situation.
Attitude
Behavioral
Component- How
one intends to act or behave
toward someone or something.
Intentions affects our Attitude.
Job Satisfaction
An
affective or emotional
response
Organizational Commitment
Extent to which an individual
identifies with an organization and
its goals.
Job Involvement Extent to which
an individual is immersed in his or
her present job.
Abilities and
Performance
Ability
Stable characteristic
responsible for a persons
maximum physical or mental
performance.
Skills Specific capacity to
manipulate objects.
Intelligence Capacity for
constructive thinking, reasoning,
problem- solving.
Cognitive Styles
A
Job Satisfaction
Need
Fulfillment
Value Attainment extent to
which a job allows fulfillment of
ones work values
Equity fair treatment at work
Genetic Components/
Disposition
Discrepancies
Met Expectations the extent to
which one receives what he or she
Citizenship
Behaviours - Employee
behaviors that exceed work-role
requirements.
Withdrawal Cognitions Overall
thoughts and feelings about quitting
a job.
Absenteeism
Turnover
Perceived Stress
MOTIVATION
Tension
Ability
Effort
Perfor
mance
Needs Satisfaction
Reward
s
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 inefficiencies
Three Patterns of
Motivation
Achievement
Affiliation
Power
Motivation
Motivation
Motive
Needs Satisfaction
Why do we have to satisfy their needs?
They behave in order to satisfy their
needs!
Internal
needs
Behavior
Needs Satisfaction
Outcome
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
Need for
Achievement
Motivational Factors
Job Content
Intrinsic Factors
Satisfies
Examples
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Behavior Modification
1.
2.
3.
4.
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
Reinforcement Guidelines
1.
2.
3.
4.
5.
6.
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
Formal Group
2. Informal Group
1.
Basis of
Comparison
Informal
Organization
Formal
Organization
General Nature
Unofficial
Official
Major Concepts
Authority and
Responsibility
Primary Focus
Person
Position
Source of
Leader Power
Given by Group
Delegated by
Management
Guidelines for
Behavior
Norms
Rules
Sources of
Control
Sanctions
Rewards and
Penalties
Group Formation
Formal
Group
Informal
Group
Informal
Group
Formal
Group
Benefits
Problems
Lightens workload on
management
Resists change
Tends to encourage
cooperation
Improves communication
Operates outside of
managements control
Supports conformity
Contributes to higher
cohesiveness
Goals!
WORLD OF
ORGANIZATIONAL
BEHAVIOUR
Organizational Behavior
Interdisciplinary
field dedicated
to better understanding and
managing people at work.
1. The Human Relations Movement
2. The Total Quality Management
Movement
3. The Internet Revolution
in 1930s
To focus on the Human Factor
Bettering the Working Conditions
for the Workers and Managers.
Studied the Carrot and Stick
Method
in 1980s
Patterned in Japan
An organizational culture
dedicated to training, continuous
improvement of organizational
processes and customer
satisfaction.
Seminars, Researches, New
Trends, Quality of the Products,
Customer Service
Principles of TQM
Do
The Internet
Revolution
Internet
MANAGEMENT AND
CULTURE
MANAGEMENT
Process
CULTURE
Beliefs
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
Hofstede
Deal and Kennedy
Charles Handy
Edgar Schein
Arthur F Carmazzi
Four Classifications of
Organizational Culture:
The
an
Irish
author/philosopher
specializing in organizational behavior
and management.
popularized the 1972 work of Roger
Harrison of looking at culture which
some scholars have used to link
organizational
structure
to
organizational culture.
4- P Cycle of Continuous
Improvement
People
Productiv
ity
Products
Process
People
Skill Development
Motivation
Teamwork
Personal Development and Learning
Readiness to change and adapt
Increased personal responsibility for
organizational outcomes
Greater self- Management
Decreased Stress
Build
Involve
Learn
Centered Manager
People Oriented Manager
Not EGO CENTERED MANAGERS!
Products
Greater
Customer Satisfaction
Better Quality goods and services
Processes
Technological Advancement
Faster Product Development and
Production cycle times
System flexibility
Leaner and more effective
administration
Improved communication and
information flow
Organizational Learning
Participative and Ethical decision making
Productivity
Reduced
waste
Reduce Rework
More efficient use of material and
informational resources
The Managers
Job: Getting
Things Done
through Others!
MANAGEMENT OF
CONFLICT
What is Conflict?
It
Is
Yes.
Because
is a relationship.
It occurs at least two persons,
groups, orgs, nations.
Emotions run high and tension
increases.
Emotions cloud the judgment of
the protagonist.
Four Areas of
Disagreements
Facts.
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
LIFE EXPECTANCY OF
CONFLICT
Change
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!
Types of Organizational
Change
Forces of Change
External
Forces
Market Place
Govt. Laws and
Regulations
Technology
Internal Forces
Labor market
Changes in
Economic Change
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
worldclass
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
Three-stage process
Unrealistic optimism
Reality shock
Constructive direction
Stages
Getting off on the wrong track
Laughing it off
Growing self-doubt
Destructive direction
Surprise
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.
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-thejob social relationships.
Competing Commitments
Change can disrupt employees in their
pursuit of other goals.
Seven Dynamics
of Change
Whatever
Conclusion
When
LEADER ACTION:
Stability
Comfort and
control
Looking
Back
1
Create a
felt need of
change
2
Introduc
e the
Fear,Anger andchange
Resistance
Learning,
Acceptance &
Commitment
Stabilize and
Sustain the
change
3
Looking
Forward
Revise
and
finalize
the
change
plan
Chaos
Enquiry,
Experimentation
and Discovery
MAKING CHANGE
HAPPEN
w
o
H
a
to
h
c
y
l
pp
?
e
g
n
a
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
STRESS MANAGEMENT
AT WORK
WHAT IS STRESS?
7/3/16
12
General Awareness
What
is Stress ?
Types of Stresses
Individuals
Stress origins & body systems
Adaptation Syndrome
Symptoms
I HATE YOU
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
Bullying
by others
ORGANISATIONAL
Rules
Regulations
Red
- Tape
Deadlines
job
Promotion
Marital status change
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
thinking
Self criticism
Over analysing
MIND TRAPS
Unrealistic
expectations
Taking things personally
All or nothing thinking
Exaggeration
Rigid thinking
PERSONALITY TRAITS
Perfectionists
Workaholics
13
KINDS OF STRESS
NEGATIVE STRESS
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
Mental symptoms
Behavioural symptoms
Emotional symptoms
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
EMOTIONAL SYMPTOMS
Bouts
of depression
Impatience
Fits of rage
Tearfulness
Deterioration of personal hygiene
and appearance
disease
Immune system disease
Asthma
Diabetes
disorders
Ulcers
Skin
complaints - psoriasis
Headaches and migraines
Pre-menstrual syndrome
Depression
drive for
success
Changing work
patterns
Working
conditions
Overwork
Under-work
Uncertainty
Conflict
Responsibility
Relationships
at
work
Change at 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
UNCERTAINTY
CONFLICT
Stress can arise from work the
individual does not want to do or
that conflicts with their personal,
social and family values.
RESPONSIBILITY
RELATIONSHIPS AT WORK
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
7/3/16
16
STRESS CONTROL
ABC STRATEGY
A = AWARENESS
ABC STRATEGY
B = BALANCE
There is a fine line between
positive / negative stress
How much can you cope with
before it becomes negative ?
ABC STRATEGY
C = CONTROL
What can you do to help yourself
combat the negative effects of
stress ?
7/3/16
16
assertive
Get organised
Ventilation
Humour
Diversion and distraction
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
Assertive People
Respect
Assertive Skills
Establish
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
time out
Get away from things that bother
you
Doesnt solve the problem
Reduce stress level
Calm down
Think logically
& Alcohol
Exercise
Sleep
Leisure
Relaxation