Organizational behaviour.pptx on community
- 1. Organizational behaviour Presenter : Dr. Amarnath.R Moderator : Dr. Deepti.M.K (Asst. Prof.,) 04/10/2011.
- 2. Contents • Motivation • Group Dynamics • Roles • Leadership • Supervision • Morale • Conflict • Innovation
- 3. Definition • Organizational behaviour is a field that seeks to comprehend and predict human behaviour in organizational settings through the scientific study of individual processes, group processes and organizational structure and function.
- 4. Motivation • It is defined as convincing each subordinate to do what he/she has been assigned or directed to do. • The another way of looking at motivation is that it is the process of replacing individual goals with group or organizational goals.
- 5. Motivating factors 1) To earn money 2) Financial security 3) Prestige 4) Approval 5) Companionship 6) Self-esteem 7) Self-actualization
- 6. Theories of Motivation 1. Maslow’s ‘Hierarchy of Needs’ Theory : Abraham Maslow postulated that a hierarchy of five needs exists inside every human being.
- 7. Contd., (a)Physiological needs such as hunger, thirst, sex, shelter & other bodily needs. (b) Safety needs like protection from physical & emotional harm. (c) Social needs like needs for affection, belonging & acceptance etc.
- 8. Contd., (d) Esteem needs including internal needs (self respect, autonomy & achievement) and external needs (status, recognition and attention). (e) Needs for self actualization i.e. to become what the individual is capable of becoming, achieving one’s full potential & self fulfillment.
- 9. Contd.,
- 10. Contd., Herzberg’s Motivation-Hygiene Theory:- According to this theory factors involved in producing job satisfaction are separate and distinct from the factors that lead to job dissatisfaction.
- 11. Contd., Factors which produce dissatisfaction are factors like • organizational policy and administrative practices, • supervision, • Interpersonal relationships, • Working conditions and • Salary etc.,
- 12. Contd., • Absence of the hygiene factors like salary, security, status etc., promote dissatisfaction but their provision does not motivate workers to do better work.
- 13. Contd., Factors which produce satisfaction are • Achievement • Recognition for achievement • Intrinsic interest in the work • Responsibility and advancement etc., (These are all motivating factors)
- 14. Contd., • It is vital that all employees share the mission and objectives. • Most organizations forget that information, especially about goals and performance standards, is a powerful way to motivate employees. • In a large organization people desperately need to feel that there is meaning to their work.
- 15. Suggestions for motivation 1. It must be made certain that a health professional worker knows clearly what is expected. Therefore, the objectives in terms of quantity, quality, process and time-limit must be laid down clearly and known to managers as well as workers.
- 16. Contd., 2.When there is congruence between objectives of the group and the individual objectives, the group as a whole will try to achieve the objectives and the individual will also get motivated from the group members.
- 17. Contd., 3. The goal must be progressively but gradually set higher and higher so that there is challenge in the job performed. 4.The suggestions of workers arising from experience of achieving the objectives must be respected and an opportunity should be given to try these. Their initiative should be promoted and not killed by ridiculing or showing superior knowledge.
- 18. Contd., 5. Participation of workers in determining the objectives and how they are going to achieve them should be permitted to the maximum. 6.There must be an optimum balance between incentives and disincentives with preference towards incentives rather than disincentives.
- 19. Contd., 7.For good work done, praise should be bestowed in public; for bad work reprimanding should be done in private. The rule to be followed is: Praise the worker; criticize the work. The workers must be given credit for their efforts; if credit is not given to them and especially if it is given to those who have not contributed, it causes demoralization.
- 20. Contd., 8. All external motivation must eventually be replaced by internal i.e. self-motivation of workers. Then only it will be permanent and fruitful. Self- motivation arises from deliberate and conscious effort by the concerned individual.
- 21. Contd., 9.The quality of superior-subordinate relationship exerts a major relationship on behaviour. 10.Motivational efforts must be flexible so as to adapt to the type, degree and methods of motivation to suit individual situations. What can work for a peripheral worker will not be suitable for a middle level manager.
- 22. Contd., 11. The establishment of open and free communication is a great help. It should be made certain that instructions are clearly given, understood and accepted by the workers. Improper communication hinders motivation.
- 23. Contd., 12. A feedback from others helps an individual to change behaviour, except the ‘hard-core’ behavioural pattern that is difficult to change. The feedback should be positive-negative Feedback should come from management as well as co-workers.
- 24. Contd., 13.The response of an individual to a situation depends upon her/his perception of the situation. A person’s behaviour can be changed and he/she can be motivated if he/she sees the reality clearly in the same light as the manager.
- 25. Contd., 14.For achievement of objectives, necessary facilities must be made available. The support may be in the form of adequate knowledge, information, prompt decisions, etc. Resources may be in terms of equipment, transport etc.
- 26. Contd., 15. Self-image and self-respect of each person must be protected. A person will give the best performance if personal goals coincide with the goals of the organization.
- 27. Contd., 16.Every effort must be made to develop programmes for maintenance of high morale. Situation likely to demoralize individuals and groups should be avoided. Grievances must be listened to and efforts made to solve them.
- 28. Motivation in Public Administration • Motivation of employees in governmental services provides many challenges. The environment of public administration is different than that found in private organizations Working under the same constraints and with the same available resources, some persons give excellent performance.
- 29. Group Dynamics • Crowd is a physical and compact aggregation of human beings brought together into a direct but temporary and unorganized contact. • Members of the crowd react mostly to the same stimuli in a similar way. • Beyond a transient togetherness, no further interrelationships exist between different individuals forming a crowd.
- 30. Contd., • Members of a group react not only to external stimuli but also to one another in face-to-face contacts or through other communication channels.
- 31. Features of a group • The characteristics of a group are its relative persistence and organization. • There is an organized division of functions and power distribution within a group.
- 32. Group decision and behavioural changes • The term group dynamics refers to the forces operating in groups. • Group may be thought of as medium of change, target of change as well as agent of change.
- 33. Contd., Conclusions from experiments and studies about the group decisions are: • People are more likely to change their behaviour if they see that other people like themselves are also planning and endorsing such a change in behaviour.
- 34. Contd., • People are more likely to accept a changed pattern of behaviour when they themselves have participated in planning it. • People are more likely to act upon some request if they can be persuaded to commit themselves to a positive decision at the time they hear the request.
- 35. Effects on organization The positive values of groups contributing to effectiveness of an organization are as follows: • Facilitating accomplishment of work, • Alleviating deficiencies in the formal structure, • Strengthening the effective span of control, • Compensating for loss of formal organization principles,
- 36. Contd., • Providing an additional channel of communication, • Providing identification and emotional support, and • Stimulating better management. A group also provides excellent opportunities for fast informal channels of communication.
- 37. Contd., • Groups are also peculiarly liable to sudden and explosive behaviour. • Disagreement may arise on a minor issue and there may be violent difference of opinion.
- 38. Application of group dynamics • The utilization of group of women like the Mahila Mandals is thus an effective way of bringing about necessary changes in maternal and child care and nutrition, acceptance of contraceptive practices, etc.
- 39. Roles • A social role indicates a role in which a life situation places people and the way in which others identify an individual. • Performing a social role thus means following a pattern of behaviour which is expected by society and developed by the individual in response to social expectations.
- 40. Role conflict • Since expectations of different people from an individual are different, role conflict is inevitable. • The necessity to take disciplinary action against a subordinate as ordered by superiors may conflict with friendly relations. • Both role ambiguity as well as role conflict situations is undesirable.
- 41. Leadership • The attitude of a team leader should be as described by a famous and successful sports coach: If anything goes bad, I did it, If anything goes semi-good, then we did it, If anything goes really good, then you did it.
- 42. • The process of leadership involves influencing the behaviour of an individual or a group. • It is the art of getting other people to follow you and to willingly do things that you want them to do. • Leaders may be identified by high output and good performance in both quantitative and qualitative terms of the team which they lead.
- 43. Styles of leadership • Authoritarian and get things done by issuing direct orders They are likely to have problems of morale and do not promote initiative. • Democratic and they involve followers in decision-making, but this process requires time. To lead the people, walk behind them (Lao-tzu, Chinese philosopher and founder of Taoism)
- 44. Types of Authority • Charismatic authority which is based on the personal qualities, heroic or mystical, of leaders; • Traditional authority based on established customs and the right to rule of dominant groups sanctified by such customary beliefs; and • Rational authority based on the legal occupancy of senior positions by those who exercise authority.
- 45. How to be a good leader Neither any infallible success formula nor formal training programmes make successful leaders, but some practical observations which might be of help are: A sincere desire to understand people who work with her/him, sympathy for them and honest desire to help them. Taking care of their welfare, and fair, impartial and consistent treatment is appreciated.
- 46. Contd., A good leader must be predictable and consistent. A good leader must also be a good follower. Respect is mutual; if one respects others, upholds their dignity and does not hurt their ego, it will be reciprocated. Being loyal to followers and being loyal to one’s superior win loyalty.
- 47. Contd., A free and frank approach and communication is necessary. It is a good policy to admit mistakes and ignorance. A leader lets others take credit when it is their due. A leader does not necessarily has to be popular. A superior may be friendly and popular, but he/she may not necessarily inspire confidence and respect for self or be a leader.
- 48. Contd., A leader does not make false promises for he/she knows that he/she cannot fool all the people for all the time. Loss of credibility is loss of leadership.
- 49. Supervision • In the formal organizational structure of the rural health care system, the Health Workers (male and female) are the frontline workers and the Health Assistants are the first line supervisors.
- 50. Contd., Situation in health services • One study indicated that a female supervisor spends 6.1%, male supervisor spends 3.1% and medical officer in charge of a PHC spends 2.7% only of their time for supervision.
- 51. Contd., • Supervision is not finding faults with subordinates and with their working nor it is reprimanding them. • It is not to search for satisfactory work. • It is not insulting subordinates and showing lacunae in their work in the presence of colleagues or public.
- 52. Contd., • It is not threatening subordinates of dire consequences and disciplinary action if they do not show improvement. • It is not only record checking.
- 53. Contd., What is supervision: • Supervision is to ensure by various methods that duties are performed effectively. • A clear statement and understanding of expectations both by workers and supervisors is necessary. • Thus a job description must exist for every post and made known to all concerned.
- 54. Contd., • Supervision is provision of support to the workers by the supervisor, so that they perform better. • The support may be in the form of helping the workers make a work-time-place schedule or detailed planning of activities, providing logistic and information support.
- 55. Contd., Types of supervision: 1) Consecutive/Concurrent supervision A supervisor may carry out supervision at the same time as the worker is doing his work, is called concurrent supervision. Occasionally, a supervisor may like to check the quantity and quality of work after it has been finished, is called consecutive supervision.
- 56. Contd., 2) Direct/Indirect supervision: In direct supervision, the supervision directly observes and assesses the job being performed. Eg., the technique of B.C.G vaccination or insecticidal spraying. In indirect supervision, the assessment is made indirectly by reaction at the vaccination site, the quantity of insecticide used for certain surface area.
- 57. Morale Morale is defined as the attitude of the members of an organization towards the organization, its objectives in general, or specific aspects of the jobs performed by them in the organization. The state of mind of an employee influences the achievement of the organizational objectives
- 58. Determinants of Morale • Multifactorial etiology depends on the product of the organization, its objective, its reputation, style of management etc. • The environment in which employees work, the state of morale in other similar organizations, the general prevalent attitudes in the society.
- 59. Contd., • In case of public administration with low morale, it is often seen that employees do not put their best efforts in the job assigned to them. • A common tendency is to put in the minimum acceptable quantity of work or at the most an average performance, resulting in a gross underutilization of human resources.
- 60. Contd., • Worsening of morale manifests by an increase in absenteeism, lack of pride in work, indiscipline, decrease in output, worsening in quality of work, grievances and at the extreme, resulting in strikes or “Go-Slow” on the slightest pretext.
- 61. Conflict • Conflict as a technical term is disagreement between persons or groups. • It often arises from failures of communication arising from differences in interpretation. • Conflict may range from mild differences of opinions to major and violent situations.
- 62. Etiology of conflict • Conflict may come up among individuals with two different time-frames of reference • one may be seeking an easy, immediate solution without bothering about side-effects or long-term impact and other may be concerned with a permanent satisfactory solution even if somewhat delayed or difficult.
- 63. Healthy and unhealthy conflict • In healthy conflicts the common concern is for organizational goal; • There is willingness to see the point of view of the other party; • There is an increase in the communication and the conflict has issues under focus.
- 64. Contd., • In unhealthy conflicts, selfish motives may be involved; • There is no willingness to consider the point of view of the opposing party and • The focus in on personalities rather than issues.
- 65. Conflict settlement • Compromise The conflicting individuals and parties come together and examine all relevant facts, the merits and demerits of differing lines of actions suggested and finally reaching an agreement which is acceptable to all concerned.
- 66. Contd., • Consensus The disputing parties accept to abide by the majority opinion as evolved during the interactions.
- 67. Contd., • Arbitration To arrive at some solution the parties may agree to appoint an arbitrator who listens to the different view-points and suggests a solution which is binding on all concerned, whether they fully agree with it or not.
- 68. Innovation Innovation is a new idea plus action, which results in an improvement in the achievement of objective. Innovation in an organization occurs when it adopts some practice that it was not doing before as the routine or an alteration of an established practice.
- 69. Steps in innovation 1. Awareness of need 2. Generation of an idea 3. Adoption on a pilot basis 4. Feedback and evaluation 5. Modification for implementation, and 6. Inclusion as a routine
- 70. Contd., • Structural innovations as in integration of control programmes and creation of posts of multipurpose workers etc. • Functional innovations like involvement and support of TBA,tradional healers and indigenous medical practitioners in the health care system after appropriate training.
- 71. References • Epidemiology and management for health care for all by P.V. Sathe (Third edition) • Textbook of public health and community medicine . • The individual work and organization by Robin Fincham and Peter S.Rhodes.
- 72. Thank You