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MOTIVATION PROCESS
1. DIFFERENT TYPES OF MOTIVES
2. PERSONAL CONFLICT
3. FRUSTRATION 7 DEFENSE MECHANISM
4. ACHIEVEMENT RELATIONSHIP OF MORALE, PRODUCTIVITY & MOTIVATION
STRESS MANAGEMENT:
1. WORK CURVE MONOTONY / BOREDOM / FATIGUE
GROUP DYNAMICS:
1. FORMAL & INFORMAL GROUPS
2. TYPES OF GROUPS
3. THEORIES
4. GROUP FORMATION
5. TRANSACTIONAL ANALYSIS
ORGANIZATION DESIGN:
1. VARIOUS ORGANIZATION STRUCTURE & THEIR EFFECTS ON HUMAN BEHAVIOUR
2. ORGANIZATION CLIMATE
3. ORGANIZATION CULTURE
LEADERSHIP:
1. DEFINITION
2. ITS IMPORTANCE TO ORGANIZATION
3. LEADERSHIP STYLES
4. APPROACHES TO THE STUDY OF LEADERSHIP TRAITS
5. BEHAVIOURAL & SITUATIONAL APPROACHES
6. THEORIES OF LEADERSHIP
MANAGEMENT CHANGE
1. FORCES RESPONSIBLE FOR CHANGE
2. RESISTANCE TO CHANGE
3. OVERCOMING RESISTANCE TO CHANGE
4. INTRODUCING CHANGE IN ORGANIZATION
5. ORGANIZATION DEVELOPMENT: ORGANIZATION EFFECTIVENESS
MOTIVATION PROCESS
• DIFFERENT TYPES OF MOTIVES
• PERSONAL CONFLICT
• FRUSTRATION & DEFENSE MECHANISM
• ACHIEVEMENT RELATIONSHIP OF MORALE, PRODUCTIVITY &
MOTIVATION
MOTIVATION:
• IT IS A PROCESS
• DEALS WITH INDIVIDUAL’S INTENSITY, & PERSISTENCE
• EFFORTS IS DIRECTED TOWARDS ATTAINMENT A GOAL
o TWO FACTORS
INTRINSIC FACTORS ARE RELATED TO JOB
SATISFACTION [MOTIVATION FACTORS]
EXTRINSIC FACTORS ARE ASSOCIATED WITH
DISSATISFACTION [HYGIENE FACTORS]
HYGIENE FACTORS INCLUDES COMPANY POLICY,
SUPERVISION, AND SALARY ETC.
IF THESE ARE ADEQUATE, PEOPLE WILL NOT BE
DISSATISFIED
MOTIVATION FACTORS INCLUDES ACHIEVEMENT,
RECOGNITION, WORK ITSELF, GROWTH, ETC
o ERG
THERE ARE THREE GROUPS OF CORE NEEDS:
EXISTENCE, RELATEDNESS, & GROWTH.
o McCLELLAND’S
THREE IMPORTANT NEEDS
• ACHIEVEMENT
o DRIVE TO EXCEL
• POWER
o CONTROLLING THE BEHAVIOUR OF OTHERS
• AFFILIATION
o DESIRE TO BE FRIENDLY
• REINFORCEMENT THEORY
o BEHAVIOUR IS A FUNCTION OF ITS CONSEQUENCES
• EQUITY THEORY
o INDIVIDUAL’S COMPARE THEIR JOB INPUTS & OUTCOMES
WITH THOSE OF OTHERS
o AND THEN RESPOND TO REMOVE ANY INEQUITIES
• EXPECTANCY THEORY
o IT FOCUSES ON THREE RELATIONSHIP:
EFFORT-PERFORMANCE
PERFORMANCE –REWARD
REWARDS-PERSONAL GOALS
STRESS MANAGEMENT:
1. WORK CURVE MONOTONY / BOREDOM / FATIGUE
STRESS:
• CAUSE IS OUTSIDE & EFFECT IS INSIDE
• INCLUDES
• CONSTRAINTS
o FORCES THAT PREVENT INDIVIDUALS FROM DOING WHAT
THEY DESIRE
• DEMANDS
o THE LOSS OF SOMETHING DESIRED
• STRESS IS NOT ALWAYS BAD
• A LITTLE AMOUNT OF STRESS MAKES A PERSON TO STRETCH TO
ACCOMPLISH THE GOAL
SOURCES OF STRESS:
• ENVIRONMENTAL FACTORS
o INCLUDES
ECONOMIC UNCERTAINTY
• FEAR OF LOOSING JOBS
POLITICAL UNCERTAINTY
• EXAMPLE: STAND OF MNS / AMARNATH ISSUE
TECHNOLOGICAL UNCERTAINTY
• NEW INNOVATIONS MAKES AN EMPLOYEE’S SKILL
& EXPERIENCE OBSOLETE
• ORGANIZATIONAL FACTORS
o INCLUDES
TASK DEMANDS INCLUDES
o DESIGN OF JOBS
ROLE DEMANDS
• INABILITY TO MEET THE DEMANDS OF THE ROLE
INTERPERSONAL DEMANDS
• LACK OF SOCIAL SUPPORT
ORGANIZATIONAL STRUCTURE
• RULES & REGULATIONS
• NO INVOLVEMENT
ORGANIZATIONAL LEADERSHIP
• STYLE OF LEADERS
• INDIVIDUAL FACTORS
o INCLUDES:
o MARITAL DIFFICULTIES
o ECONOMIC PROBLEMS
CONSEQUENCE OF STRESS:
• PHYSIOLOGICAL SYMPTOMS
o BLOOD PRESSURE
o HEART ATTACK
o HEADACHES
• PSYCHOLOGICAL SYMPTOMS
o TENSION
o ANXIETY
o IRRITABILITY
o BOREDOM
o PROCRASTINATION
• BEHAVIOURAL SYMPTOMS
• REFLECTED IN
o PRODUCTIVITY
o ABSENTEEISM
o TURNOVER
o CHANGES IN EATING HABITS
o INCREASED SMOKING OR CONSUMPTION OF ALCOHOL
o SLEEP DISORDERS
MANAGING STRESS:
• TWO APPROACHES:
o INDIVIDUAL
EFFECTIVE TIME MANAGEMENT
INCREASING PHYSICAL EXERCISE
RELAXATION TRAINING
SOCIAL SUPPORT
o ORGANIZATIONAL
IMPROVED PERSONNEL SELECTION
JOB PLACEMENT
IMPROVED ORGANIZATIONAL COMMUNICATION
ESTABLISHMENT OF CORPORATE WELLNESS PROGRAMS
[PHYSICAL & MENTAL CONDITIONS]
GROUP DYNAMICS:
6. FORMAL & INFORMAL GROUPS
7. TYPES OF GROUPS
8. THEORIES
9. GROUP FORMATION
10. TRANSACTIONAL ANALYSIS
GROUP FORMATION:
• GOES THROUGH FIVE STAGES OF DEVELOPMENT
• FORMING
o UNCERTAINTY ABOUT PURPOSE, STRUCTURE & LEADERSHIP
o DETERMINING TYPES OF BEHAVIOUR
o THIS STAGE IS COMPLETE WHEN MEMBERS BEGIN TO THINK
OF THEMSELVES AS PART OF A GROUP
• STORMING
o ACCEPTANCE OF EXISTENCE OF THE GROUP
o CONFLICT AS TO WHO WILL CONTROL THE GROUP
o RESISTANCE TO THE CONSTRAINTS THAT THE GROUP
IMPOSES ON INDIVIDUALITY
o WHEN THIS STAGE IS COMPLETE THERE WILL BE RELATIVELY
CLEAR HIERARCHY OF LEADERSHIP WITHIN THE GROUP
• NORMING
o RELATIONSHIP & COHESIVENESS IS DEVELOPED
o THIS STAGE IS COMPLETE WHEN THE GROUP STRUCTURE
SOLIDIFIES & THE GROUP HAS ACCEPTED A COMMON SET OF
EXPECTATIONS OF CORRECT BEHAVIOUR OF THE MEMBERS
• PERFORMING
o THE GROUP IS FULLY FUNCTIONAL
o FOCUS IS ON PERFORMANCE
• ADJOURNING
o PREPARING FOR DISBANDMENT
o RESPONSES OF GROUP MEMBERS VARY IN THIS STAGE. SOME
ARE UPBEAT, BASKING IN THE GLORY; & SOME ARE
DEPRESSED
GROUP STRUCTURE
• INCLUDES
o FORMAL LEADERSHIP
EVERY GROUP HAS A FORMAL LEADER, IDENTIFIED BY
TITLE
o ROLES
A SET OF EXPECTED BEHAVIOUR
o NORMS
ACCEPTABLE STANDARDS OF BEHAVIOUR
o GROUP STATUS
A SOCIALLY DEFINED POSITION GIVEN TO A GROUP
o GROUP SIZE
SIZE OF THE GROUP AFFECTS THE GROUP’S OVERALL
BEHAVIOUR
THERE IS A TENDENCY FOR INDIVIDUAL’S TO EXPEND
LESS EFFORT WHEN WORKING COLLECTIVELY THAN
WORKING INDIVIDUAL. [SOCIAL LOAFING]
o COMPOSITION
THE DEGREE TO WHICH MEMBERS OF A GROUP SHARE
A COMMON DEMOGRAPHIC ATTRIBUTE LIKE AGE / SEX /
RACE / EDUCATION / LENGTH OF SERVICE
INDIVIDUALS WHO AS PART OF A GROUP HOLD A
COMMON ATTRIBUTE
o COHESIVENESS
DEGREE TO WHICH GROUP MEMBERS ARE ATTRACTED
TO EACH OTHER & ARE MOTIVATED TO STAY IN THE
GROUP
GROUPTHINK
• PHENOMENON IN WHICH THE NORM FOR CONSENSUS. OVERRIDES
THE REALISTIC APPRAISAL OF ALTERNATIVE COURSES OF ACTION
GROUPSHIFT:
• A CHANGE IN DECISION RISK BETWEEN THE GROUP’S DECISION &
THE INDIVIDUAL DECISION THAT MEMBERS WITHIN THE GROUP
WOULD MAKE, CAN BE EITHER TOWARD CONSERVATISM OR
GREATER RISK
TYPES OF TEAMS
• PROBLEM-SOLVING TEAMS
o PERTAINS TO DEPARTMENTAL ISSUES
o MEMBERS ARE FROM THE SAME DEPARTMENT
• SELF-MANAGED TEAMS
o OPERATE AS PROFIT CENTRES
• CROSS-FUNCTIONAL TEAMS
• PERTAINS ORGANIZATIONAL PROBLEMS
• MEMBERS ARE FROM DIFFERENT FUNCTION BUT OF THE SAME
HIERARCHY
• VIRTUAL TEAMS
o MEMBERS LINKED THROUGH COMPUTERS
o MEMBERS ARE DISPERSED. HENCE NO FACE TO FACE
CONTACT
ORGANIZATION DESIGN:
4. VARIOUS ORGANIZATION STRUCTURE & THEIR EFFECTS ON HUMAN BEHAVIOUR
5. ORGANIZATION CLIMATE
6. ORGANIZATION CULTURE
ORGANIZATIONAL STRUCTURE:
• HOW JOB TASKS ARE FORMALLY DIVIDED , GROUPED &
COORDINATED
• THERE ARE SIX KEY ELEMENTS THAT MANAGERS NEED TO ADDRESS
WHEN THEY DESIGN THEIR OS:
o WORK SPECIALIZATION
o CHAIN OF COMMAND
o SPAN OF CONTROL
o CENTRALIZATION
o DECENTRALIZATION
o FORMALIZATION
• WORK SPECIALIZATION:
o THE DEGREE TO WHICH TASKS IN THE ORGANIZATION ARE
SUBDIVIDED INTO SEPARATE JOBS
o THE BASIS BY WHICH JOBS ARE GROUPED TOGETHER IS
CALLED AS DEPARTMENTALIZATION
• CHAIN OF COMMAND:
o THE UNBROKEN LINE OF AUTHORITY THAT EXTENDS FROM
THE TOP OF THE ORGANIZATION TO THE LOWEST ECHELON &
CLARIFIES WHO REPORTS TO WHOM
o CHAIN OF COMMAND HAS TWO COMPLIMENTARY CONCEPTS:
AUTHORITY
• THE RIGHTS INHERENT IN A MANAGERIAL
POSITION TO GIVE ORDERS & TO EXPECT THE
ORDERS TO BE OBEYED
UNITY OF COMMAND
• A SUBORDINATE SHOULD HAVE ONLY ONE
SUPERIOR TO WHOM HE OR SHE IS DIRECTLY
RESPONSIBLE
• SPAN OF CONTROL
o THE NUMBER OF SUBORDINATES A MANAGER CAN
EFFICIENTLY & EFFECTIVELY DIRECT
• CENTRALIZATION:
o THE DEGREE TO WHICH DECISION MAKING IS CONCENTRATED
AT A SINGLE POINT IN THE ORGANIZATION
• DECENTRALIZATION
o DECISION DISCRETION IS PUSHED DOWN TO LOWER LEVEL
EMPLOYEES
• FORMALIZATION:
• THE DEGREE TO WHICH JOBS WITHIN THE ORGANIZATION IS
STANDARDIZED
TYPES OF OS
• SIMPLE STRUCTURE:
o A STRUCTURE CHARACTERIZED BY
A LOW DEGREE OF DEPARTMENTALIZATION,
WIDE SPANS OF CONTROL
AUTHORITY CENTRALIZED IN A SINGLE PERSON
• BUREAUCRACY
o A STRUCTURE WITH HIGHLY ROUTINE OPERATING TASKS
ACHIEVED THROUGH SPECIALIZATION
VERY FORMALIZED RULES & REGULATIONS
TASKS THAT ARE GROUPED INTO A FUNCTIONAL
DEPARTMENTS
CENTRALIZED AUTHORITY
NARROW SPAN OF CONTROL & DECISION MAKING
o THAT FOLLOWS THE CHAIN OF COMMAND
• MATRIX STRUCTURE
o A STRUCTURE THAT CREATES DUAL LINES OF AUTHORITY
o COMBINES FUNCTIONAL & PRODUCT DEPARTMENTALIZATION
• TEAM STRUCTURE:
o THE USE OF TEAMS AS THE CENTRAL DEVICE TO COORDINATE
WORK ACTIVITIES
• VIRTUAL ORGANIZATION:
o A SMALL CORE ORGANIZATION THAT OUTSOURCE MAJOR
BUSINESS FUNCTIONS
• BOUNDARYLESS ORGANIZATION:
• AN ORGANIZATION THAT SEEKS
o TO ELIMINATE THE CHAIN OF COMMAND
o HAVE LIMITLESS SPAN OF CONTROL
o REPLACE DEPARTMENTS WITH EMPOWERED TEAMS
ORGANIZATION CULTURE
• IS THE SOCIAL GLUE THAT HELPS HOLDS THE ORGANIZATION
TOGETHER
• IT CONSISTS OF
o BELIEFS
IT IS A PROPOSITION ABOUT HOW THE WORLD WORKS
THAT INDIVIDUAL ACCEPTS AS TRUE
IT IS COGNITIVE FACT
o ASSUMPTIONS
ARE BELIEFS THAT ARE REGARDED AS SO VALUABLE &
OBVIOUSLY CORRECT THAT THEY ARE TAKEN FOR
GRANTED & RARELY QUESTIONED OR EXAMINED.
IT IS ALSO COGNITIVE FACT.
o VALUES
ARE ALSO BELIEFS? BELIEFS ABOUT WHAT ARE
DESIRABLE OR GOOD, & WHAT IS UNDESIRABLE OR
BAD.
IT IS ALSO COGNITIVE FACT
• THE FOLLOWING ARE THE PRIMARY CHARACTERISTICS OF OC:
o INNOVATION & RISK TAKING
o ATTENTION TO DETAIL
o OUTCOME ORIENTATION
o PEOPLE ORIENTATION
o TEAM ORIENTATION
o AGGRESSIVENESS [GO GETTERS]
o STABILITY
• ORGANIZATIONS HAVE DOMINANT & NUMEROUS SETS OF SHARED
SUB-CULTURE
• DOMINANT CULTURE
o EXPRESSES THE CORE VALUES THAT ARE SHARED BY A
MAJORITY OF THE ORGANIZATION’S MEMBERS
ORGANIZATION CLIMATE
• PERCEIVED ATTRIBUTES OF AN ORGANIZATION & ITS SUB-SYSTEM
• AS REFLECTED IN THE WAY AN ORGANIZATION DEALS WITH
MEMBERS, GROUPS & ISSUES
• THERE IS A LINK BETWEEN CLIMATE MOTIVATION AS STATED
BELOW:
o ACHIEVEMENT
CONCERN FOR EXCELLENCE
o EXPERT INFLUENCE
CONCERN FOR MAKING AN IMPACT ON OTHERS
o CONTROL
CONCERN FOR ORDERLINESS
DESIRE TO BE & STAY & INFORMED
o EXTENSION
CONCERN FOR OTHERS
o DEPENDENCY
DESIRE FOR ASSISTANCE OF OTHERS
o AFFILIATION
CONCERNING FOR ESTABLISHING & MAINTAINING
RELATIONSHIP
o ORIENTATION
CONCERN FOR ORGANIZATION
o INTER-PERSONAL RELATIONSHIP
CREATING INTER-DEPENDENCY
o SUPERVISION
SUPPORTIVE
o PROBLEM MANAGEMENT
HOW ARE PROBLEMS PERCEIVED BY THE
ORGANIZATION
o MANAGEMENT OF MISTAKES
HOW DOES MANAGEMENT VIEWS MISTAKES
o CONFLICT MANAGEMENT
THE WAY CONFLICTS ARE RESOLVED
o COMMUNICATION
CONCERNED WITH FLOW OF INFORMATION
o DECISION MAKING
WHETHER PARTICIPATIVE
o TRUST
BASIS OF RELATIONSHIP
o MANAGEMENT REWARDS
WHAT IS REWARDED IN AN ORGANIZATION INFLUENCES
ORGANIZATION CLIMATE
o RISK-TAKING
HOW DOES ORGANIZATION RESPONDS TO RISK
o INNOVATION & CHANGE
HOW CHANGE & INNOVATIONS ARE PERCEIVED
LEADERSHIP:
7. DEFINITION
8. ITS IMPORTANCE TO ORGANIZATION
9. LEADERSHIP STYLES
10. APPROACHES TO THE STUDY OF LEADERSHIP TRAITS
11. BEHAVIORAL & SITUATIONAL APPROACHES
12. THEORIES OF LEADERSHIP
LEADER
• THE ABILITY OF A PERSON TO INFLUENCE OTHERS TO WARD THE
ACHIEVEMENT OF A COMMON GOAL
LEADERSHIP:
• IT IS THE STYLE OF THE LEADER
THEORIES OF LEADERSHIP
• TRAIT
o THE QUALITIES OF A LEADER THAT DIFFERENTIATES A LEADER
FROM A NON-LEADER
• BEHAVIORAL
o THE SPECIFIC BEHAVIORS THAT DIFFERENTIATES LEADERS
FROM NON-LEADERS. EXAMPLE: PEOPLE FOCUSED OR TASK
FOCUSED, OR ONE WHO SEEKS EXPERIMENTATION
• CONTINGENCY
o IT IS BASED ON SITUATIONS
o THE FOLLOWING ARE THE MODELS
FIEDLER CONTINGENCY
• MATCH BETWEEN A LEADER’S STYLE OF
INTERACTING WITH SUBORDINATES, & THE
DEGREE TO WHICH THE SITUATION GIVES
CONTROL & INFLUENCE TO THE LEADER
HERSEY & BLANCHARD
• A CONTINGENCY THEORY THAT FOCUSES ON
FOLLOWER’S READINESS
LEADER-MEMBER EXCHANGE THEORY
• LEADER CREATES IN-GROUPS& OUT-GROUPS &
SUBORDINATES WITH IN-GROUP STATUS WILL
HAVE HIGHER PERFORMANCE RATINGS, LESS
TURNOVER, & GREATER SATISFACTION WITH
THEIR SUPERIOR
PATH-GOAL
• A LEADER’S BEHAVIOR IS ACCEPTABLE TO
SUBORDINATES IN SO FAR AS THEY VIEW IT AS
SOURCE OF EITHER IMMEDIATE OR FUTURE
SATISFACTION
LEADER PARTICIPATION
• PROVIDES A SET OF RULES TO DETERMINE THE
FORM & AMOUNT OF PARTICIPATIVE DECISION
MAKING IN DIFFERENT SITUATIONS
• NEO-CHARISMATIC THEORIES
o EMPHASIS SYMBOLISM, EMOTIONAL APPEAL &
EXTRAORDINARY FOLLOWER COMMITMENT
• CHARISMATIC LEADER
o FOLLOWERS MAKE ATTRIBUTIONS OF HEROIC OR
EXTRAORDINARY LEADERSHIP ABILITIES WHEN THEY
OBSERVE CERTAIN BEHAVIORS
• TRANSACTIONAL LEADER
o GUIDE OR MOTIVATE THEIR FOLLOWERS IN THE DIRECTIONAL
OF ESTABLISHED GOALS BY CLARIFYING ROLE & TASK
REQUIREMENTS
• TRANSFORMATIONAL LEADERS
o PROVIDE INDIVIDUALIZED CONSIDERATION & INTELLECTUAL
SIMULATION, & WHO POSSESS CHARISMA
• VISIONARY LEADERSHIP
o ABILITY TO CREATE & ARTICULATE A REALISTIC, CREDIBLE,
ATTRACTIVE VISION OF THE FUTURE FOR AN ORGANIZATION
MANAGEMENT CHANGE
6. FORCES RESPONSIBLE FOR CHANGE
7. RESISTANCE TO CHANGE
8. OVERCOMING RESISTANCE TO CHANGE
9. INTRODUCING CHANGE IN ORGANIZATION
10. ORGANIZATION DEVELOPMENT: ORGANIZATION EFFECTIVENESS
MANAGEMENT CHANGE
CHANGE:
• MAKING THINGS DIFFERENT
PLANNED CHANGE
• CHANGE ACTIVITIES THAT ARE INTENTIONAL & GOAL ORIENTED
TYPES OF CHANGE
• FIRST ORDER
o MARGINAL CHANGE
• SECOND ORDER
o BREAKTHROUGH CHANGE
CHANGE AGENTS:
• PERSONS WHO ACT AS CATALYSTS & ASSUMES THE
RESPONSIBILITY FOR MANAGING CHANGE
RESISTANCE TO CHANGE:
• ORGANIZATION & THEIR MEMBERS RESIST CHANGE
• RESISTANCE PROVIDES STABILITY & PREDICTABILITY TO BEHAVIOR
• RESISTANCE CAN BE OVERT, IMPLICIT, IMMEDIATE OR DEFERRED
• SOURCES OF RESISTANCE CAN BE CLASSIFIED AS:
o INDIVIDUAL
FOLLOWING ARE THE REASONS:
• HABIT
• SECURITY
• ECONOMIC FACTORS
• FEAR OF UNKNOWN
• SELECTIVE INFORMATION PROCESSING
o ORGANIZATIONAL
o FOLLOWING ARE THE REASONS:
STRUCTURAL INERTIA
• ORGANIZATIONS HAVE BUILT-N MECHANISM TO
PRODUCE STABILITY
• FOR EXAMPLE, THE SELECTION PROCESS
SYSTEMATICALLY SELECTS CERTAIN PEOPLE IN &
CERTAIN PEOPLE OUT
LIMITED FOCUS ON CHANGE
• ORGANIZATIONS ARE MADE UP OF A NUMBER OF
INTERDEPENDENT SUBSYSTEMS. YOU CAN’T
CHANGE ONE WITHOUT AFFECTING THE OTHERS
GROUP INERTIA
• EVEN IF INDIVIDUALS WANT TO CHANGE THEIR
BEHAVIOR, GROUPS NORMS MAY ACT AS A
CONSTRAINT
THREAT TO EXPERTISE
• EXPERTS LOOSE THEIR IMPORTANCE
THREAT TO ESTABLISHED POWER RELATIONSHIP
• FEAR OF LOOSING POWER
THREAT TO ESTABLISHED RESOURCE ALLOCATION
• FEAR OF LOOSING POWER & IMPORTANCE
OVERCOMING RESISTANCE:
• EDUCATION & COMMUNICATION
• PARTICIPATION
• FACILITATION & SUPPORT
• NEGOTIATION
• MANIPULATION & CO-OPTATION
• COERCION
THANK YOU FOR YOUR PATIENT LISTENING & HEARING MY BEST WISHES