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Behavior in the Organization.pptx
- 1. Education 605- Personnel Policy and Administration in Educational System
- 5. - Behavior and actions that are present in human relationship - Way in which people communicate and all that is entail - How two persons interact in any setting - Important to strengthen interpersonal relationship - Study of one’s own perception knowledge, attitude and motivation and how these affect one’s behavior to self and with others
- 6. A. Communication Skill - knowledge/literacy/intelligence - Listening skills - Verbal Skills - Active Listening/Feedback B. Emotional Intelligence - Self awareness - Emotional Maturity C. Social Skill - Good eye contact - Body Language - Empathy/understanding and assimilating ability A. Co-operative behavior B. Conflicting Behavior
- 7. A. Johari Window - Created by Joseph Luft and Harry Ingham in 1995 in US - Helps people understand their better interpersonal relations and communication - Referred to as ‘disclosure/feedback model of self awareness’ and by some people an information processing tools - Represents information- feelings, experience, view, attitudes, skills, intentions, motivation etc- within or about a person- in relation to their group, from four perspective
- 9. B. Transactional Analysis - When two people interact with each other, they engage in social transactions, in which one person responds to the other. - Study of such is called TRANSACTIONAL ANALYSIS Transaction- exchange of two strokes between two people. The first stroke is the “stimulus”, the second is the response
- 10. Types of Transactions - Complementary- two people’s ego states are sympathetic or complementary to one another - Crossed- when Person 1 says something from one ego state, and receives a different response than he/she is expecting - Non- Complementary Ego States a. Parent Ego State- sets of thoughts, feelings and behavior s learnt from parents and other care takers b. Adult Ego State- oriented towards reality and objectivity gathering of information c. Child Ego State- sets of emotions, thoughts and memories form childhood
- 12. Importance of Interpersonal Behavior - Communicating - Interacting - Working with individuals Interpersonal Skills which are Important at Work a. Verbal Communication b. Active Listening c. Non-verbal Communication d. Empathy e. Teamwork
- 14. A A variety of behaviors involving the ways in which people work with and against one another Working with others Working Against others Prosocial Behavior (helping, organizational, citizenship behavior) Compe tition Deviant Organizational Behavior (Workplace aggression, employee theft, lying, fraud, etc) Coope ration Confli ct
- 15. People’s beliefs about what is expected of another in a relationship - Transactional Contract- exclusive economic focus, a brief time span, an unchanging nature and is narrow and well-defined in scope - Relational Contract- parties have long term and widely defined relationship with a vast focus
- 16. A person’s degree of confidence in the words and actions of another - CALCULUS-BASED – based on deterrence, whenever people believe that another will behave as promised out of fear of getting punished for doing otherwise - IDENTIFICATION-BASED- accepting the wants and desires of another person
- 17. How trust develops: - Some people tend to be more trusting than others - People develop reputations for being trustworthy How to promote trust: - Always meet deadline - Follow through a promised - Spend time sharing personal values and goals
- 18. Acts that benefit the organizations Organizational Citizenship Behavior (OCB) positive and constructive acts that exceed the formal requirements of one’s job Whistle-blowing Disclosure by employees Altruism Conscientiousness Civic Virtue Sportsmanship Courtesy Helping a coworker with a project Never missing a day of work Attending voluntary meetings and functions Making do without complain “Turning the other cheek” to avoid problems Switching vacation dates with one person Coming to work early if needed Reading memos; keeping up with new information Not finding fault with the organization Not “blowing up” when provoked Volunteering Not spending time on personal call Forms of OCB
- 19. Organizational Citizenship Behavior (OCB) - The more people believe they are treated fairly by the organization: a.The more they trust its management b.The more they are willing to go the extra mile to help out when needed - Although the effects of OCB may be indirect and difficult to measure, they can be profound - To promote OCB a. Go out of your way to help others b. Be an example of conscientiousness c. Make voluntary functions firm d. Demonstrate courtesy and good sportsmanship
- 20. Cooperation: - Situations in which everyone in the organization works together toward common goal Competition- maximizing one’s own gains (often) at the expense of others Factors that contribute to COOPERATION a. Reciprocity Principle b. Personal Orientation (how one interacts with the world) c. Organizational Reward System
- 21. Process in which one party perceives that another party has taken or will take actions that are incompatible with one’s interests Intraindividual Conflict - Frustration - Goal Conflict - Role Conflict/Ambiguity Organizational Conflict Structural - Hierarchical Conflict (top vs Lower) - Functional (sales vs production) - Line/Staff (QC vs production) - Formal/Informal (Learn the ropes vs employee handbook) Types of Conflict a. Substantial Conflict- people have different viewpoints and opinions with respect to a decision they are making (leads to better decision) b. Affective Conflict- people experience clashes of personalities or interpersonal tension of some sort (leads to poorer decision) c. Process Conflict – controversies arise about how various duties and resources will be allocated with whom various responsibilities will reside Routine task (detrimental conflict) and Non-routine task (conflict is beneficial)
- 22. Causes of Conflict - Malevolent Attributions (wishing bad to others) - Grudges - Competition over scarce resources - Destructive criticism - Distrust Negative Positive Yields strong negative emotions May improve the quality of organizational decisions Diverts people’s attention to task at hand Bring out problems that have been ignored before Communication may be adversely affected Motivate people to appreciate each other’s position more fully Decrements on organizational functioning Encourage new ideas then facilitate change Effects of Conflicts Managing Conflict - Bargaining (Parties work together to find solution that is acceptable to both) - Win-win Solutions (outcomes are found for all sides that allow them to believe that they have “won” the negotiation process - Arbitration (lose/lose)
- 23. Tips for Negotiating Win-Win Solutions - Avoid making unreasonable offers - Seek the common ground - Broaden the scope of issues concern - Uncover the “real” issues Concrete Steps to Manage Conflicts - Agree on process for making decisions before conflict arises - Make sure everyone knows his/her specific areas of responsibility, authority and accountability - Recognize conflicts stemming from faulty organizational systems - Recognize the emotional reactions to conflicts - Consider how to avoid problems rather than assigning blame for them - Avoid the temptation to not speak to the other party and discuss your misunderstanding thoroughly
- 24. Deviant Organizational Behavior Actions that intentionally violate norms of organizations and/or the formal rules of society, resulting in negative consequences - Types of Deviant Behavior a. Incivility (disrespect) b. Cyberloafing (using company’s email or internet facilities for personal use) c. Workplace Aggression (verbal and physical abuse towards others) d. Workplace Bullying (mistreatment that endangers physical and mental health) e. Employee Theft (taking company property for personal use)
- 25. Empathy perhaps is a great ingredient for a harmonious interaction among colleagues. Hence, as part of a (huge) organization, it is crucial to understand each other in a holistic manner. Moreover, it is as important to make a comprehensive distinction between personal and professional matter. One needs to have a clear understanding of oneself so he or she can understand others. This is perhaps is the core of learning Interpersonal Behavior. As an aspiring school head, it is imperative to be equipped with the appropriate interpersonal skills to understand things and to be understood. Such skills are helpful to see things in a bigger picture and grasp Conclusion