People and Organizatio

Managing relationships in the 21sst century is challenging due to the multinational nature of the modern companiesManaging diversity is a challenge to managers due to eual opportunities, changing demographics(population is aging) and government legislationsDiversity is the visible and non visible differences in individuals such as age sex etc. it is found that it is more productive to have diversity. because it gives a larger pool of talents and working with customers in different personalities further emphasis thee importance.Mqnagers must have emotional intelligence

Can the personality be measuredNomothetic approaches says that the personality can be measured and can use the measurings to predict the behaviour. based on that personality is inherited and does not changeIdeographic approaches says that personality is unique to a person and largely depends on environmental influences. it says that it cannot be measured simply like is Nomotbetic approach

Stable charactoristics which explain why a person behaves in a particular wayby identifying the personality, we can predict the behaviour of a person. when a person diviate from his normal pattern of behaviour managers should detect it

INHERITEDPhysicalIntelegenceSexAgeReligionLEARNEDPerceptionAttitudePersonalityValues

extroversion/introversion ■agreeableness/hostility ■conscientiousness/heedlessness ■emotional stability/instability ■openness or intellect/closed-mindedness

Intelligence and abilities PerceptionEthnic originPhysiqueGenderEarly family experiences Social and cultural factorsNational culturePersonality traits and typesAttitudesMotivation

Situational CultureAssorciates/SocialFamily backgroundHeredity

A Concept of desirable, an internalized criterion or stand of evaluation of a person process

Learned and aquired through experience with people and insfitutionsWhat you live withWhat you pacticeWhat you actually do

Theoritical EconomicalAestheticSocialPoliticalReligiouse

Beliefs are judgments about ourselves and the world around us.Usually generalized eg - Killing is bad. it says about the action killing. it also says it is bad

Eg- I hear a dog barking I observe dog barking and chasing someone I experience dog barking and chasing meBeliefAll dogs are mean, Bark and they chase people. So dogs are mean

A learned predisposition to respond in a consistantly favourable or unfavourable mannerCan we predict behaviour based on attitudes?The answer is no based on researchs.(Chinese couple)These findings say two things1Attitudes cannot be seen; they can only be inferred The measurement systems such as direct observation and self reporting techniques may not give the correct picture. (Ice berg theory)2Attitudes are often shared within organisations and as such are embodied in the culture of organisationsSharing commom attitudes can make people believe that they belog to a team. this will motivate thi. However on the other hand if they don't feel others share their attitudes they may be demotivated

Cognitive - Openion or belifs about attitude objectsAffective - Emotions and feelings a object trigerBehavioural - Reactions towards the objectseg-My supervisor didn't give me the promotion I deserve, I dont like him, I ComplIn about him to all

Positive reaction (PR)Negative reaction (NR)PR High, NR Low -Positive attitudePR Low, NR High -Negative reactionPR high, NR High - Dual attitude(Ambivalance)PR low NR Low - Indifference Positive attitude - Predisposition that result is a desirable outcome for individuals and organizationsNegative attitudes - Tendancy of a person to react in a way which gives undesirable outcomes for individuals and organizations

Value expressive functions - expression of who we are and what we believe inEgo defensive function - protecting self esteemKnowledge function- Know the worldUtilitarian/ instrumental function - Gain rewards and avoid punishment

Is affected by a persons belief about an object and the amount and type of information a person has about the object

Persuasive communication - something persuade the person to change the attitudeSocial norms - Norms of a social group may affect attitudes Cognitive dissonance- A person becomes uncomfortable with some aspects of the beliefs

Mostly no. tip of the Ice berg is the behaviour. it is known to others. what is underneath is the attitude. and cannot be identified easily.

PersonalityValuesWork situationSocial influences

Self imagin and self reformationeducation and hard workDiscipline and organizationBelief in righteousness and truth

There are many.Those related to the job are.Job involvementOrganizational commitmentJob satisfaction

Attitude - Providing a state of readiness to respond in a particular wayBeliefs -What is known about the world... focus on realityValues - With what should be and and what is desirable"To convert a belief into an attitude, a value ingredient is needed.

Motivation is the willingness to spend energy to achive a goal or rewardMotivation is typified as an individual phenomenon. Every person is unique and all the major theories of motivation allow for this uniqueness to be demonstrated in one way or another. ■Motivation is described, usually, as intentional. Motivation is assumed to be under the worker’s control, and behaviours that are influenced by motivation, such as effort expended, are seen as choices of action. ■Motivation is multifaceted. The two factors of greatest importance are: (i) what gets people activated (arousal); and (ii) the force of an individual to engage in desired behaviour (direction or choice of behaviour). ■The purpose of motivational theories is to predict behaviour.Motivation is not the behaviour itself, and it is not performance. Motivation concerns action, and the internal and external forces which influence a person’s choice of action.

1. Direction – what a person is trying to do. 2. Effort – how hard a person is trying. 3. Persistence – how long a person keeps on trying.

M frameworkUnsatisfied need Search for need satisfactionNeed oriented behaviourPerformanceRewards punishmentMotivation (goes back to top again)

Intrinsic motivationSelf generated factors that influence people behaviournot created by external incentivesthe work itself motivate peopleWhen work is important, and it challenging, when autonomy is there and ability to use, improve and develop skillslast for longextrinsic motivationthe externally provided factors for motivationhave a very powerful effect but it is short term

Positive intrinsicI really want to do it (do it because you want)Negative intrinsicI really don't want to do it (don't do it because you don't want)Positive extrinsicdo it because I get an incentiveNegative intrinsicdon't do it because you will be punished

A form of learning in which the individual's behaviour is modified

A form of learning where one stimilus (conditionsed stimulus) comes to signal the ocurance of a second stimulus(unconditioned stimulus)

attempt to explain those specific things which actually motivate the individual at work. These theories are concerned with identifying people’s needs and their relative strengths, and the goals they pursue in order to satisfy these needs. Content theories place emphasis on the nature of needs and what motivates.Establish goalstake actionattain goalneed

It tells that the human needs are arranged in a series of levels, a hierarchy of importance. it is a step by step process where when a person satisfy a one need he goes to the other.Physiological needs. These include homeostasis (the body’s automatic efforts to retain normal functioning) such as satisfaction of hunger and thirst, the need for oxygen and to maintain temperature regulation. Also sleep, sensory pleasures, activity, maternal behaviour, and arguably sexual desire. ■Safety needs. These include safety and security, freedom from pain or threat of physical attack, protection from danger or deprivation, the need for predictability and orderliness. ■Love needs(often referred to as social needs). These include affection, sense of belonging, social activities, friendships, and both the giving and receiving of love. ■Esteem needs(sometimes referred to as ego needs). These include both self-respect and the esteem of others. Self-respect involves the desire for confidence, strength, independence and freedom, and achievement. Esteem of others involves reputation or prestige, status, recognition, attention and appreciation. ■Self-actualisation needs. This is the development and realisation of one’s full potential. Maslow sees this as: ‘What humans can be, they must be’, or ‘becoming everything that one is capable of becoming’. Self-actualisation needs are not necessarily a creative urge, and may take many forms which vary widely from one individual to another.There are exceptions to this. as an example for a person, self actualization can be more important than love. this has been mentioned clearly by maslow

people don't satisfy especially higher level needs through job istead they satisfy them through other meansdoubt about the time where lower level needs are satisfied and higher level need arisePeople may put different values on the same needMaslow viewed satisfaction as the main motivational outcome of behaviour. But job satisfaction does not necessarily lead to improved work performance.

Maslow's 5 level needs is modified to 3Existance needsSustaining human existance and survivalPsychological and safety needsMarital natureRelatedness needsRelationship with social environmentLove belonging and affiliationMeaningful interpersonal relationships of safety and esteem natureGrowth needsDevelopment of potentialSelf esteem and actualizationIn this theory, it is considered that need are in a continum than in a hierarch and more than one type on needs may arise in the same time

Hygin factors When hygine factors are present, it means people are not dissatisfied, but, not satisfied. these factors are more extrincic to the job itselfmotivatorsWhen these factors are present, it means the person is satisfied. but when these factors are not present it does not mean that a person is dissatisfiedBoth these factors are important, if hygine factors are not there, people will be dissatisfied and if motivators are not their people will not be satisfied

This theory is less applicable to manual workers who's work is more boring and monotonouse.There is a problem in the methodology behind this theory. because the participants of this reserch may tend to say that good things that has happend are due to thir own performance and bad things are due to external factors. this may create biasness from interviews in distingushing these two

AchievementPowerAvoidanceMcClelland saw the achievement need (n-Ach) as the most critical for the country’s economic growth and success. The need to achieve is linked to entrepreneurial spirit and the development of available resources.McClelland has, over years of empirical research, identified four characteristics of people with a strong achievement need (n-Ach): a preference for moderate task difficulty; personal responsibility for performance; the need for feedback; and innovativeness.For people with a high achievement motivation, money is not an incentive but may serve as a means of giving feedback on performance. For people with low achievement motivation money may serve more as a direct incentive for performance.McClelland suggests four steps in attempting to develop achievement drive: ■Striving to attain feedback on performance. Reinforcement of success serves to strengthen the desire to attain higher performance. ■Developing models of achievement by seeking to emulate people who have performed well. ■Attempting to modify their self-image and to see themselves as needing challenges and success. ■Controlling day-dreaming and thinking about themselves in more positive terms.McClelland has also suggested that as effective managers need to be successful leaders and to influence other people, they should possess a high need for power.

attempt to identify the relationship among the dynamic variables which make up motivation. These theories are concerned more with how behaviour is initiated, directed and sustained. Process theories place emphasis on the actual process of motivation. These theories are discussed later in this chapter.

The underlying basis of expectancy theory is that people are influenced by the expected results of their actions. Motivation is a function of the relationship between: 1effort expended and perceived level of performance; and 2the expectation that rewards (desired outcomes) will be related to performance. There must also be 3the expectation that rewards (desired outcomes) are available.

Equity theory focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others. When the ratio of a person’s total outcomes to total inputs equals the perceivedratio of other people’s total outcomes to total inputs there is equity. Behavior as a consequence of inequityChange to input, change to outcome, Cognitive distortion o inputs and outcomes, Leaving the field, acting on others, Changing the object of comparisionThe manager may seek to remove or reduce tension and perceived inequity among staff by influencing these types of behaviour

The basic premise of goaltheoryis that people’s goals or intentions play an important part in determining behaviour. People strive to achieve goals in order to satisfy their emotions and desires. Goals guide people’s responses and actions.Practical implications for managersshould be specific performance goalsMust not be too difficultClear feedback should be given on achivementgoals can be set by supiior or individuals themself. goals set by individuals are more accepted by them