Slack behavior

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Slack behavior

  1. 1. • Slack behavior: A negligence of manager or boss towards his/her subordinate , lower level of employs also disabilities
  2. 2.  We are talking here about organization behavior• Organization is individuals ,group and structure• Appling such a knowledge to improve organization effectiveness
  3. 3. • IBM hired its first person with disabilities in 1914In India IBM has undertaking several initiative to findand search round the table meeting1. Older people
  4. 4. History McGregor developed a philosophical view of humankind with his Theory X and Theory Y in 1960. His work is based upon Maslows Hierarchy of Needs, where he grouped the hierarchy into lower-order needs (Theory X) and higher-order needs (Theory Y). He suggested that management could use either set of needs to motivate employees, but better results would be gained by the use of Theory Y, rather than Theory X. These two views theorized how people view human behavior at work and organizational life.
  5. 5. Understanding the Theories Your management style is strongly influenced by your beliefs and assumptions about what motivates members of your team: If you believe that team members dislike work, you will have an authoritarian style of management; On the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participation style.
  6. 6. Theory X Continued X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains centralized. McGregor recognized that X-Type workers are in fact usually the minority, and yet in large scale production environment, X Theory management may be required and can be unavoidable.
  7. 7. Theory Y Theory Y shows a participation style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers: Take responsibility and are motivated to fulfill the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginatively.
  8. 8. Theory X Continued X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains centralized. McGregor recognized that X-Type workers are in fact usually the minority, and yet in large scale production environment, X Theory management may be required and can be unavoidable.
  9. 9. Theory X Continued X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains centralized. McGregor recognized that X-Type workers are in fact usually the minority, and yet in large scale production environment, X Theory management may be required and can be unavoidable.
  10. 10. Manager must care Manager must care : their subordinate and worker understand emotion: recognize job satisfaction need of subordinate and their solutionWork life conflict
  11. 11. Emotional intelligence The ability to perceive , control and evaluate emotions of own and others Types of emotional intelligence1. Perceiving emotions2. Reasoning with emotions3. Understanding emotions4. Managing emotions
  12. 12. Emotional labor Emotional labor :is a farm of regulation where worker are expected to display certain emotions as a part of there job Emotional dissonance: inconsistency emotion they feel and react Bullying boss: a kind of person which insult other and careless and hurt their worker.
  13. 13. Understand other Work life conflict Job satisfaction Fun at work place Provide maximum job satisfaction Feel and try to reduce stress
  14. 14. Conclusion Understanding your right and wrong assumptions about employees motivation can help you learn to manage more effectively. Thank You for Listening!

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