Transcript EDU5813 HUMAN RELATION IN EDUCATION

INTRODUCTION
Organizational is the study of human relation
in organization.
 To understand individual and group behavior,
interpersonal process, organizational dynamics
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With the goal of improving the performance of
the organizations and the people in them
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learning about Organizational
Behavior can help to:
◦Develop a better work related
understanding about yourself and
others
◦Have a knowledge platform that can
expand your potential career
success in dynamic and complex
workplaces.
A: Organizational Strategy
◦ Organizations are collections of people
working together to achieve a common
purpose
(Implication for your organization?)
Let’s Discuss
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A strategy guides organizations to operate in ways
that out perform competitors.
Sustainable high performance is achieved only
when strategies are well implemented
and
It is in respect to implementation that
understanding Organizational Behavior becomes
especially important
People in the organization make things happens
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People make the difference
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So leaders and managers need to mobilize and
activate human capital and talents to
implement strategies.
B. Organizational environment
Organizations are dynamic open system
Open systems transform human and material
resource inputs into finished goods and
services
Stakeholders are people and groups with and
interest in the performance of the organization.
Figure 1: Organization as open systems
C. Organizational Culture
It is a shared set of beliefs and values within an
organization.
Figure 2: Insights on organizational cultures
D. Diversity and Multicultural
◦ Workforce diversity-individual
differences
◦ Multiculturalism- refers to pluralism
and respect for diversity in the
workplace
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Managers - are responsible for supporting the
work efforts of other people
Effective managers – is one who helps others
achieve high levels of both performance and
satisfaction.
Task Performance – is the quantity and quality
of work produces
Job Satisfaction – is a positive feeling about
one’s work and work setting.
Figure 3:The Management Process of Planning, Leading and
Controlling
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Technical skills is an ability to perform specialized
task
Human skills is the ability to work well with other
people
–Emotional intelligence (EI) is the ability to manage
ourselves and one’s relationship effectively
–EI is ability to understand and deals with emotions.
–EI is now considered as an important leadership
competency.
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Is the ability to analyze and solve
complex problems.
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Human Relation
Interactions between employers and employees and
their attitudes toward one another.
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Psychological Contract
Set of expectations held by an employee concerning
what he or she will contribute to an organization
(referred to as contributions) and what the organization
will in return provide the employee (referred to as
inducements)
 Job
Satisfaction
Degree of enjoyment that people derive
from performing their jobs.
 Morale
Overall attitude that employees have
toward their workplace.
Motivation
- The set of forces that cause people to behave in
certain ways
Classical theory
 Theory holding that workers are motivated solely
by money
Behavior Theory: The Hawthorn Studies
 Tendency for productivity to increase when
workers believe they are receiving special
attention from management
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Theory X
Theory of motivation holding that people are naturally
irresponsible and cooperative.
Theory Y
Theory of motivation holding that people are naturally
responsible, growth oriented, self-motivated, and
interested in being productive
Theory X
Theory Y
1. People are lazy
1. People are energetic
2.
People lack ambition and
dislike responsibility
2. People are ambitious and
seek responsibility
3.
4.
People are self-centered
People resist change
5. People are gullible and
not very bright
3. People can be selfless
4. People want to contribute to
business growth and change
5. People are intelligent
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Hierarchy of human needs model
Theory of motivation describing five levels of human
needs and arguing that basic needs must be fulfilled
before people work to satisfy higher-level needs.
 Two
Factor Theory
Theory of motivation holding that job satisfaction
depends on two types of factors, hygiene and
motivation
 Expectancy
theory
Theory of motivation holding that people are motivated
to work toward rewards that they want and that they
believe they have a reasonable chance of obtaining.
 Equity
Theory
Theory of motivation holding that people evaluate their
treatment by employers relative to the treatment of
others.
1. Reinforcement
 Theory that behavior can be encouraged or
discouraged by means of rewards or
punishments
2. Management by Objectives
 Set of procedures involving both managers
and subordinates in setting goals and
evaluations progress
3.
Participative Management and Empowerment
Method of increasing job satisfaction by giving
employees a voice in the management of their jobs and
the company
4.
Job Enrichment and job Redesign
◦ Job Enrichment
 Method of increasing job satisfaction by adding one
or more motivating factors to job activities
◦ Job Redesign
 Method of Increasing job satisfaction by designing a
more satisfactory fit between workers and their jobs
 Usually implemented in one of three ways;
 Combining tasks
 Forming natural work groups
 Establishing client relationships
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Modified Work Schedule
a) Work-Share Programs
 Method of increasing job satisfaction by allowing
two or more people to share a single full-time job
b) Flextime Programs
 Method of increasing job satisfaction by allowing
workers to adjust work schedules on a daily or
weekly basis
c) Telecommuting
 Form of flextime that allows people to perform
some or all of a job away from standard office
setting
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Leadership
◦ Process of motivating others to work to meet
specific objectives
Managerial Style
◦ Pattern of behavior that a manager exhibits in
dealing with subordinates
Autocratic Style
◦ Managerial style in which managers generally issue
orders and expect them to be obeyed without
question
Democratic Styles
◦ Managerial style in which managers
generally ask for input from subordinates but
retain final decision-making power
 Free-rein style
◦ Managerial style in which managers typically
serve as advisers to subordinates who are
allowed to make decisions.
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The Contingency Approach to Managerial
Style
◦ Approach to managerial style holding that
the appropriate behavior in any situation in
dependent (contingent) on the unique
elements of that situation.
 Motivation and Leadership in the TwentyFirst Century
i. Changing Patterns of Motivation
ii. Changing Patterns of Leadership
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Phase One
Type of Group
Group Formation
Phase Two
Group Development stages
 Mutual Acceptance
 Communication and Decision
Making
 Motivation and Productivity
 Control and Organization
Group Characteristics
 Productive
 Adaptive
 Self-Correcting
Performance Factors
 Composition
 Size
 Norms
 Cohesiveness
Phase Three: Mature group
Member Characteristics
 Interdependent
 Coordinated
 Cooperative
 Competent
 Motivated
 Communicative
Group Decision Making and Interactions with Others Groups
A group is two or more persons who
interact with one another that each person
influenced by each other person
Relatively Permanent
Formal
Informal
Relatively Temporary
 Command groups
 Task groups
 Quality assurance
 Pope’s Special
department
Council on Finances
 Cost accounting group  Task force on new
product quality
 Friendship groups
 Interest groups
 Friends who do many  Bowling group
activities together
 Women’s network
(attend the theater,
play games, travel)
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Formal Group
Are formed by the organization to do its work
and usually are included in the organization
chart
- Command/Functional Group
Is a relatively permanent, formal group with
functional reporting relationships.
- Task Group
Is a relatively temporary, formal group
established to do a specific task
 Informal
groups
- Established by their members
◦ Friendship group
 Relatively permanent and informal and draws
its benefits from the social relationships
among its members
◦ Interest group
 Relatively temporary and informal and is
organized around a common activity or
interest of its members
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Mutual acceptance
◦ stage of group development is characterized
by members sharing information about
themselves and getting to know each other.
 Communication
and Decision Making
◦ Members discuss their feelings more openly
and agree on group goals and individual roles
in the group
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Motivation and Productivity
◦ Members cooperate, help each other and
work toward task accomplishment
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Control and organization
◦ Members work together and are flexible,
adaptive, and self-correcting
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Group performance factors including;
◦ Composition
◦ Size
◦ Norms
◦ Cohesiveness
They affect the success of the group in
fulfilling its goal
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Group Composition
◦ Degree of similarity or differences in the
characteristics of the members on factors important
to the group’s work.
A homogeneous group is
more useful for :
A heterogeneous group is
more useful for:
• Simple tasks
• Sequential tasks
• Cooperation required
• Speed required
• Complex tasks
• Collective tasks
• Creativity required
• Speed not important
 SOURCE: Based on discussion in Bernard M. Bass and Edward C.
Ryterband, Organizational Psychology, 2nd ed.
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Group size
◦ Number of members of the group and affects the
number of resources available to perform the task
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Group norm
◦ Standard against which the appropriateness of a
behavior is measured
i. Norms help the group survive
ii. Norms simplify and make more predictable the
behaviors expected of group members
iii. Norms help the group avoid embarrassing
situations
iv. Norms express the central values of the group
and identify the group to others
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Group Cohesiveness
Factors that affect group cohesiveness
and consequences of group cohesiveness
Factors that affect
group cohesiveness
Consequences of high
cohesiveness
• Homogeneous
composition
• Mature development
• relatively small size
• Frequent interactions
•Clear goals
(competition or
external threat)
• Success
• goal accomplishment
• personal satisfaction of
members
• increased quantity and
quality of interactions
• groupthink
Factors that
decrease
cohesiveness
Consequences of
low cohesiveness
• Heterogeneous
composition
• Recent formation
• Large size
• Physical
Dispersion
• Ambiguous Goals
• Failure
• Difficulty in
achieving goals
• increased
likelihood of
disbanding
• Fewer interactions
•Individual
orientation
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Group Polarization
◦ Tendency for a group’s average post-discussion
attitudes to be more extreme than its average prediscussion attitudes.
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Groupthink
◦ Mode of thinking that occurs when members of a
group are deeply involved in a cohesive in group
and desire for unanimity offsets their motivation to
appraise alternative courses of action
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Participation in Decision Making
 Important part of managing motivation, leadership,
organization structure, and decision-making processes
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Group Problem Solving
 Brainstorming
 Technique used in the alternative generative phase of
decision making that assists in development
of
numerous alternative courses of action
 Nominal Group Technique (NGT)
• Group members follow a generate discussion vote cycle
until they reach an appropriate decision.
 The Delphi technique
• Method of systematically gathering judgments of
experts for use in developing forecasts
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Interaction among groups are based on the characteristics of
the interacting groups, the organizational context within which
the groups operate, and the task and situational bases of the
interactions
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Five factors that determine the nature of group interactions
are;
◦ Location
◦ Resources
◦ Time and goal interdependence
◦ Task uncertainty
◦ Task interdependence