ace boado, profile picture
Uploaded byace boado
PPTX, PDF25,134 views

Fundamentals of Organizational Behavior

This document outlines the fundamentals of organizational behavior, emphasizing the importance of understanding human behavior in complex organizational systems. It discusses the interaction of individuals, groups, and the structures within organizations, while highlighting key developments, such as the Hawthorne studies and the human relations movement. Additionally, it addresses the challenges and opportunities presented by workforce diversity and globalization, urging managers to adapt their practices to foster effective workplace environments.

Embed presentation

Downloaded 635 times
1 / 142
2 / 142
3 / 142
4 / 142
5 / 142
6 / 142
7 / 142
8 / 142
9 / 142
10 / 142
11 / 142
12 / 142
13 / 142
14 / 142
15 / 142
16 / 142
17 / 142
18 / 142
Most read
19 / 142
Most read
20 / 142
21 / 142
22 / 142
Most read
23 / 142
24 / 142
25 / 142
26 / 142
27 / 142
28 / 142
29 / 142
30 / 142
31 / 142
32 / 142
33 / 142
34 / 142
35 / 142
36 / 142
37 / 142
38 / 142
39 / 142
40 / 142
41 / 142
42 / 142
43 / 142
44 / 142
45 / 142
46 / 142
47 / 142
48 / 142
49 / 142
50 / 142
51 / 142
52 / 142
53 / 142
54 / 142
55 / 142
56 / 142
57 / 142
58 / 142
59 / 142
60 / 142
61 / 142
62 / 142
63 / 142
64 / 142
65 / 142
66 / 142
67 / 142
68 / 142
69 / 142
70 / 142
71 / 142
72 / 142
73 / 142
74 / 142
75 / 142
76 / 142
77 / 142
78 / 142
79 / 142
80 / 142
81 / 142
82 / 142
83 / 142
84 / 142
85 / 142
86 / 142
87 / 142
88 / 142
89 / 142
90 / 142
91 / 142
92 / 142
93 / 142
94 / 142
95 / 142
96 / 142
97 / 142
98 / 142
99 / 142
100 / 142
101 / 142
102 / 142
103 / 142
104 / 142
105 / 142
106 / 142
107 / 142
108 / 142
109 / 142
110 / 142
111 / 142
112 / 142
113 / 142
114 / 142
115 / 142
116 / 142
117 / 142
118 / 142
119 / 142
120 / 142
121 / 142
122 / 142
123 / 142
124 / 142
125 / 142
126 / 142
127 / 142
128 / 142
129 / 142
130 / 142
131 / 142
132 / 142
133 / 142
134 / 142
135 / 142
136 / 142
137 / 142
138 / 142
139 / 142
140 / 142
141 / 142
142 / 142
Fundamentals of Organizational Behavior PowerPoint Presentation by Charlie Cook
Lesson 1.The Dynamics of people and organizations A primary goal of management education is to develop students into managers who can think ahead, exercise good judgment, make ethical decisions, and take into consideration the implications of their proposed actions – Jane Schmidt-Wilk
Premises Organizations are complex systems.  Need to understand how the system operates esp. in a sociotechnical system – humanity and technology. Human behavior in organizations is sometimes unpredictable  Behaviors may come from deep-seated needs, lifetime experiences and personal value systems Human behavior in a organization can be partially understood  Applying the frameworks of behavioral science, management and other disciplines.
There are no perfect solutions to organizational problems  Increase the understanding and skills – work relationships can substantially upgraded We do not have the luxury of not working with or relate to other people.  Learn human behavior.  Explore how to improve he interpersonal skills  Begin to mange ones relationships with others at work. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–4
What is an Organization? An organization is a collection of people who work together to achieve individual and organizational goals.
What is an Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
The Meaning of Organizational Behavior Organizational behavior (OB) is  the study of human behavior in the workplace,  the interaction between people and the organization,  and the organization itself.  OB studies what people do in an organization and how that behavior affects the performance of the organization. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–7
 Describe Goals of OB how people behave under a variety of conditions.  Understand Why people behave as they do. Probe for underlying explanations  Predict Predict future employee behavior (tardiness, productive & unproductive etc.) Provide preventive actions  Control At least partially and develop some human activity at work. Managers need to remember that organizational behavior is a tool for human benefit
Levels of Analysis Organizational Level Group Level Individual Level
Components of Organizational Behavior Understanding organizational behavior requires studying Individuals in Organizations Group and Team Processes Organizational Processes
Benefits of Studying Organizational Behavior  Develop skills to function effectively in the workplace.  Grow personally through insight into human behavior. Enhance overall organizational effectiveness  Sharpen and refine common sense. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–11
Key forces – complex set of forces affects the nature of organizations
Key Forces • People Make up the internal social system of an organization Melting pot of diversity – talents, background and perspectives to their jobs
Managers need to be tuned in to these diverse patterns and trends. –Changes in the labor force »Decline in work ethic and rise in emphasis on leisure, self expression, fulfillment and personal growth »Decreased automatic acceptance of authority and increase in the desire for participation, autonomy and control. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–14
»Skills become obsolete due to rapid technological advances – retrain or be displaced »Security needs are prime concern and loyalty diminishes because of downsizing and outsourcing »Absence of meaningful salary growth has placed renewed emphasis on money as a motivator A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–15
• Structure Defines the formal relationship and use of people in organizations. Effective coordination of work Create complex problems of cooperation, negotiation and decision making • Technology Provides he resources with which people work and affects the tasks they perform Benefit of technology – does more and better work however it restricts people in various ways OB’s challenge is to maintain the delicate balance between technical and social systems.
• Environment Internal or external Organizations are part of a larger system and factors influence them like: – Citizens expect organizations to be socially responsible –New products and competition for customers come from around the globe (globalization) –The direct impact of unions diminishes –Dramatic pace of change in society. The external environment influences the attitudes of people, affects working conditions, and provides competitions for resources and power. 1–17
Fundamental Concepts of OB  Nature of people Individual differences –Nature vs. nurture Perception –The unique way in which each person sees, organizes and interprets things. –Selective perception cause misinterpretation A whole person –We employ the whole person not just their brains or skills –Ergonomics is the science of fitting workplace conditions and job demands to the capabilities of the working population
Motivated behavior –A path towards increased need fulfillment is a better approach Desire for involvement –Hunger for a change to chare what they know and to learn from the experience. –Organizations need to provide opportunities for meaningful involvement – employee empowerment Value of the person –Worth before the word –meal before the message –they want to be treated differently from other factors of production 1–19
Nature of organization Social systems – or social structure in general refer to entities or groups in definite relation to each other, to relatively enduring patterns of behavior and relationship within social systems, or to social institutions and norms becoming embedded into social systems in such a way that they shape the behavior of actors within those social systems. Social systems can be said to be the patterns of behavior of a group of people possessing similar characteristics due to their existence in same society. –Formal and informal social systems –The idea of a social system provides a framework for analyzing organizational behavior issues. It helps make OB problems understandable and manageable
Mutual interest –Symbiotic relationship between organizations and people –Provides a superordinate goal – one that can attained only through the integral effort of individuals and their employers. Ethics –Treatment of employees in an ethical fashion –Establish code of ethics, publicized statements of wthical values, provide ethics trainings, reward employees for notable ethical behaviors, set up internal procedure to handle misconduct. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–21
Key Developments in OB History The Hawthorne Studies at Western Electric  Originally intended as a study of the effects of environmental changes on productivity.  The Hawthorne Effect— the tendency of people to behave differently (perform better) when they receive attention.  Key Findings 1. Economic incentives are less potent than generally believed. 2. Dealing with human problems is complicated and challenging. 3. Leadership practices and work-group pressures strongly influence productivity, satisfaction, and performance. 4. Personal problems influence worker productivity. 5. Effective communication is critical to success. 6. Factors embedded in the social system influence behavior. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–22
Key Developments in OB History The Human Relations Movement  Based on belief that managerial practices, morale, and productivity are strongly linked and that the proper working environment enhances worker capabilities.  Douglas McGregor Theory X – Managers assume people dislike work, avoid responsibility, lack ambition, and need close supervision. Theory Y – Managers assume people enjoy work, accept responsibility, are innovative, and are self-controlling. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–23
Key Developments in OB History The Contingency Approach  Emphasizes that there is no one best way to manage people. Different situations require managers to make decisions about which managerial methods and approaches to use in a specific instance.  Knowledge of organizational behavior and management is essential to the examination of individual and situational differences before deciding a course of action. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–24
1–25 Key Managerial Practices of Successful Organizations 1. Employment security. 2. High standards in selecting personnel. 3. Extensive use of self-managed teams and decentralized decision making. 4. Comparatively high compensation based on performance. 5. Extensive employee training. 6. Reduction of status differences between higher management and other employees. 7. Information sharing among managers and other workers. 8. Promotion from within.
26 What other knowledge help us understand OB?
Contributing Disciplines Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.  Unit of Analysis: Individual Contributions to OB: Learning, motivation, personality, emotions, perception Training, leadership effectiveness, job satisfaction Individual decision making, performance appraisal, attitude measurement Employee selection, work design, and work stress
Contributing Disciplines to the OB Field
Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.  Unit of Analysis: Group  Contributions to OB: Behavioral change Attitude change Communication Group processes Group decision making
– Unit of Analysis: Organizational System –Group Contributions to OB:  Group dynamics  Work teams  Communication  Power  Conflict  Intergroup behavior  Formal organization theory  Organizational technology  Organizational change  Organizational culture 1-31 • Sociology The study of people in relation to their fellow human beings.
Anthropology The study of societies to learn about human beings and their activities. Unit of Analysis: Organizational System Group Contributions to OB:  Organizational culture  Organizational environment •Comparative values •Comparative attitudes •Cross-cultural analysis
SIGNIFICANCE OF OB Road map to our lives in organizations Helps us understand and predict organizational life Influences events in organizations Helps understand self and others better Helps a manager get things done better Helps maintain cordial relations Highly useful in the field of marketing Helps in career planning and development
Limitations of OB Knowledge about OB does not help an individual manage personal life better Qualities of OB are mysterious Has become a fad with managers Is selfish and exploitative Managers expect quick-fix solutions-not possible Principles and practices may not work in the events of declining fortunes Cannot eliminate totally conflict and frustration
Challenges & Opportunities for OB Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment Improving Ethical Behavior 1-38
39 Managing Diversity Workforce diversity - organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation
Diversity  Diversity enhances creativity and innovation (Adler, 1997;Jackson et al., 1992), and  Produces competitive advantages(Coleman, 2002; Jackson et al., 1992).  Diverse teams make it possible to enhance flexibility (Fleury, 1999) and  Rapid response and adaptation to change (Adler, 1997; Jackson et al., 1992.
41 Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.
42 OB Insights Improving People Skills Improving Customer Service Empowering People Working in Networked Organizations Stimulating Innovation and Change Helping Employees Balance Work/Life Conflicts Declining Employee Loyalty Improving Ethical Behavior
Lesson 2. Models of Organizational Behaviour A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–43
Organizational Behavior System
Philosphy of Organizational Behavior The Philosophy of organizational behaviour held by engagement consists of integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way they should be. These philosophies are somewhat explicit and occasionally implicit in the minds of the manager. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–45
2 Sources of Philosophy of Organizational Behanvior 1. Fact premise – are acquired through direct and indirect lifelong learning and are very useful in guiding our behaviour. 2. Value premise – represents our views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–46
VALUES 1. The rules by which we make our decisions about right and wrong, should and should not, good and bad. 2. They also tell us which are more or less important which is useful when we have to trade off meeting one value over another. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–47
VISION It represents a challenging portrait of the organization and its members can be – a possible and desirable future. Leaders need to create exciting projections about organization should go and what major changes lie ahead. Once the vision is established, persistent and enthusiastic communication is required to sell it to through out the ranks of employees so they will embrace it with commitment. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–48
MISSION 1. Identifies the business it is in, the market niches it tries to serve, the types of customer it is likely to have, and the reason for its existence. 2. Consists of a brief listing of the competitive advantages or strengths that the organization believes in. 3. It is more descriptive and less future-oriented than vision. 4. Need to be converted to goal to become operational and useful. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–49
GOALS Goals are relatively concrete formulation of achievements the organization is aiming for within set periods of time, such as one to five years. Goal setting is complex process for top management's goals need to be merged with those of employees, who bring their psychological, social an economic needs with them to an organization A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–50
Integration of Educational Philosophy to DepEd’s Vision - Mission
DepEd Vision
“…whose values and competencies enable them to realize their full potential…” Rousseau’s Philosophy We prepare the child to live life by attainment of fullest natural growth leading to balanced, harmonious and useful life. The focus of Émile is upon the individual tuition of a boy/young man in line with the principles of ‘natural education’. ‘Make the citizen good by training’, Jean-Jacques Rousseau writes, ‘and everything else will follow’.
“…and contribute meaningfully to building the nation.” Plato’s Philosophy This aim, on the other hand, doesn’t focus on personal growth but the service of the state, which is a guarantor of the happiness of its citizens, for as long as they allow it to be the embodiment of justice.
DepEd Mission
Students learn in a child-friendly, gender-sensitive, safe, and motivating environment. Epicureanism Primary purpose of this philosophy was to attain happy and tranquil life. All societies are based solely on an agreement of men not to harm each other— a mutual advantage.
Students learn in a child-friendly, gender-sensitive, safe, and motivating environment. Plato’s Philosophy Motivation and interest plays a vital role in learning. He was against the use of force of education.
Teachers facilitate learning and constantly nurture every learner. Plato’s Philosophy The educator is considered to have great importance, thus he is the constant guide of the students.
Administrators and staff, as stewards of the Institution, ensure an enabling and supportive environment for effective learning to happen. Epicureanism Goodness: Such an existence in the company of a few like-minded friends will provide the reassurance and good fellowship necessary for peace of mind, ataraxia.
Administrators and staff, as stewards of the Institution, ensure an enabling and supportive environment for effective learning to happen. Plato’s Philosophy An educator is like a torch bearer who leads students from dark cave of innocence into the bright light of knowledge.
DepEd Core Values Maka-Diyos Makatao Makabayan Makakalikasan
Strategic Priorities Governance Strengthened School-Based Management (SBM) Principals with strong leadership skills Uniformed metrics on school performance System for policy and leadership continuation established
Targets and Reforms Reforms effectively implemented Reforms institutionalized Backlog on education inputs addressed Ten Point Education Agenda accomplished DepEd budget appropriately and efficiently utilized
Culture, Systems & Processes Education map for the entire system DepEd culture transformed (shared vision, highly motivated and stronger) Ratplan in full swing Processes required by the schools, divisions, regions in place Assessment system revolutionized
Technology DepEd dashboard made accessible DepEd data and other information are consistent All schools connected Online educational system (going global) Online enrolment Learning Materials digitized
Learner-centered and Inclusive Education Children at the center of basic education Education services responsive to student and family choice Students are offered options on the delivery mode Safer DepEd (child protection, disaster-resilient schools, etc.) IPEd institutionalized (and moving forward to the 21st century) More readers, better readers Children’s hunger addressed
Curriculum Implementation 21st century Philippine basic education K to 12 curriculum implemented Smooth implementation of SHs (1st batch of SHS going to SHS ready schools, voucher in place, etc.) Teachers prepared for K to 12 Curriculum for multigrade schools available
External Relationships Restored people’s trust in public education and in DepEd Government and private sector partnerships more acceptable Stronger and more engaged external public All school boards active and engaged
MODELS OF ORGANIZATIONAL BEHAVIOR The Autocratic Model The Custodial Model The Supportive Model The Collegial Model The System Model
MODELS OF ORGANIZATIONAL BEHAVIOR The Autocratic Model- Depends on power. “You do this - or else” In the autocratic environment the managerial orientation is formal, official authority The employee orientation is obedience to a boss The employee psychological results is dependence on their boss Employee needs met is subsistence Performance results is minimum
MODELS OF ORGANIZATIONAL BEHAVIOR The Custodial Model Depends on economic resources The managerial orientation is money The employee orientation is security and benefits The employee psychological results is dependence on organization Employee needs met is security Performance results is passive cooperation
MODELS OF ORGANIZATIONAL BEHAVIOR The Supportive Model- Depends on leadership The managerial orientation is to support The employee orientation is job performance The employee psychological results is a feeling of participation and tasks involvement in the organization Employee status and recognition needs are better met Performance results is awakened drives
MODELS OF ORGANIZATIONAL BEHAVIOR The Collegial Model- Depends on partnership The managerial orientation is teamwork The employee orientation is responsible behavior The employee psychological results is self discipline Employee needs met is self actualization Performance results is moderate enthusiasm
MODELS OF ORGANIZATIONAL BEHAVIOR The System Model - Depends on trust, community and meaning the managerial orientation is caring and compassion The employee orientation is psychological ownership The employee psychological results is self motivation Employee needs are met are wide range Performance results is passion and commitment to organizational goal
Models of OB
Lesson 3 : Managing Communications A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–76
Communication The sharing of information between two or more individuals or groups to reach a common understanding. 16-77
The Communication Process 16-79 Figure 16.1
Ideation It is the conception of an idea or thought by a person, group or an organization.
Encoding when an idea or thought is translated into symbols, verbal or non-verbal, that are understood by others.
Transmission This takes place when the idea or thought which has been places into some transmittable language is passed through one or more available channels (five senses) and through some medium.
Decoding simply interpretation of the message.
Understanding mean that the receiver grasps the essentials of the message.
Acceptance and Action Acceptance implies a willingness on the part of the receiver to comply with message and the action phase entails implementation of the communiqué or message.
Noise interference in the communication process.
Feedback returned message from the receiver to the sender.
ORGANIZATIONAL COMMUNICATION
Communication Networks Communication Networks  The pathways along which information flows in groups and teams and throughout the organization. 16-89
Communication Networks Type of communication network depends on:  The nature of the group’s tasks  The extent to which group members need to communicate with each other to achieve group goals. 16-90
Commun ication Networks in Groups and Teams 16-91 Figure 16.3
Communication Networks in Groups and Teams 16-92 Type of Network Wheel Network Information flows to and from one central member. Chain Network Members communicate only with the people next to them in the sequence. Wheel and chain networks provide little interaction. Circle Network Members communicate with others close to them in terms of expertise, experience, and location. All-Channel Network Networks found in teams with high levels of communications between each member and all others.
FORMAL SMALL – GROUP NETWORKS CRITERIA WHEEL CHAIN ALL CHANNEL SPEED FAST MODERATE FAST ACCURACY HIGH HIGH MODERATE EMERGENCE OF A LEADER HIGH MODERATE NONE MEMBER SATISFACTION MODERATE MODERATE HIGH
THE GRAPEVINE An organization’s informal communication network. 3 CHARACTERS 1. It is not controlled by the management. 2. It is perceived by most employees as being more believable and reliable than formal communiqués issued by top management. 3. It is largely used to serve the self – interest of the people within it.
CHOICE OF COMMUNICATION CHANNEL Formal Reports, Bulletins Memos, Letters Pre recorded Speeches Electronic Mail Online Discussion groups, groupware Voice Mail Live Speeches Telephone Conversati on Video Conferenc e High Channel Richness Face – to - Face Conversati on Low Channel Richness
Organization Communication Networks Organization Chart Summarizes the formal reporting channels in an organization. Communication in an organization flows through formal and informal pathways Vertical communications flow up and down the corporate hierarchy. 16-96
Organization Communication Networks Organization Chart Horizontal communications flow between employees of the same level. Informal communications can span levels and departments—the grapevine is an informal network carrying unofficial information throughout the firm. 16-97
Formal and Informal Communication Networks in an Organization
BARRIERS TO EFFECTIVE COMMUNICATION Filtering - Refers to a sender’s purposely manipulating information so it will be seen favourably by the receiver. Selective Perception - The receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.
BARRIERS TO EFFECTIVE COMMUNICATION Information Overload - A condition which information inflow exceeds an individual’s processing capacity. Emotions - How the receiver feels at the time of receipt of a communication influences how he or she interprets it.
BARRIERS TO EFFECTIVE COMMUNICATION Language - Even when were communicating in the same language, words mean different things to different people. Communication Apprehension - People who suffer from it experience undue tension and anxiety in oral communication, written communication or both.
BARRIERS TO EFFECTIVE COMMUNICATION Gender differences - are sometimes a barrier to effective communication. Men tend to use talk to emphasize status, whereas women tend to use it to create connections. Political Correct Communication - there are also situations in which our desire to avoid offense blocks communication (by keeping us from saying what’s really on our mind) or alters our communication in such a way as to make it unclear.
GLOBAL IMPLICATIONS Cultural Barriers  Barriers caused by word connotations. Barriers cause by differences among perceptions. Barrier caused by semantics. Barriers caused by tone differences
GLOBAL IMPLICATIONS Cultural Context Low – context cultures - They rely heavily on non verbal and subtle situational cues in communicating with others. High – context cultures - They rely essentially on words to convey meaning.
Communication Skills For Managers as Receivers Pay attention to what is sent as a message. Be a good listener: don’t interrupt. Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. Speed, tone, pausing all impact communication. 16-105
LISTENING IN INTERPERSONAL COMMUNICATION
What is listening? Listening…. the psychological process of receiving, attending to, constructing meaning from, and responding to spoken or nonverbal messages Hearing = physiological Listening = psychological
Listening V/S Hearing Hearing- physical process; natural; passive Listening- physical & mental process; active; learned process; a skill Listening is hard! You must choose to participate in the process of listening.
85% of what we know is from listening 45%of our time is spent on listening A person recalls 50%of what they just heard ….only 20%of it is remembered long term
Listening is learned first and used most, but taught least. Learned Used Taught Listening 1st Most (45%) Least Speaking 2nd Next most (35%) Next least Reading 3rd Next least (16%) Next most Writing 4th Least (9%) Most
How Important is listening ?
Listening is the most powerful form of acknowledgment …a way of saying, “You are important.”
Listening builds stronger relationships …creates a desire to cooperate among people because they feel accepted and acknowledged.
Listening creates acceptance and openness …conveys the message that “I am not judging you.”
Listening leads to learning …openness encourages personal growth and learning
Listening reduces stress and tension …minimizes confusion and misunderstanding, eliminating related stress and tension
Listening is CRITICAL in conflict resolution …much conflict comes from the need to be heard. Successful resolution depends on being a non-anxious presence.
Why Be A Good Listener? To be recognized and remembered To feel valued To feel appreciated To feel respected To feel understood To feel comfortable about a want or need
Listening promotes being heard ‘Seek first to understand, then be understood’ - Stephen Covey
LISTENING AND EDUCATION Students do not have a clear concept of listening as an active process that they can control. Students find it easier to criticize the speaker as opposed to the speaker’s message (Imhof, 1998).
LISTENING AND LEADERS Listening is tied to effective leadership (Bechler & Johnson, 1995;Johnson & Bechler, 1998). Leaders listen with an open mind by not becoming emotional or defensive (Orick, 2002).
Process of listening Understanding Learning Remembering Recalling Evaluating Judging Receiving Hearing Responding Answering
Receiving It refers to the response caused by sound waves stimulating the sensory receptors of the ear; it is physical response. Understanding It is the stage at which you learn what the speaker means-the thoughts and emotional tone.
Remembering It is important listening process because it means that an individual has not only received and interpreted a message but has also added it to the mind's storage bank. But just as our attention is selective, so too is our memory- what is remembered may be quite different from what was originally seen or heard.
Evaluating  It consists of judging the messages in some way. At times, you may try to evaluate the speaker’s underlying intentions or motives. Often this evaluation process goes on without much conscious awareness. Responding  This stage requires that the receiver complete the process through verbal and/or nonverbal feedback; because the speaker has no other way to determine if a message has been received .  This stage becomes the only overt means by which the sender may determine the degree of success in transmitting the message.
STYLES OF EFFECTIVE LISTENING
STYLES OF EFFECTIVE LISTENING Participatory-Passive listening Empathic-Objective listening Non judgmental- Critical listening Surface-Depth listening Active-Inactive listening
Participatory-Passive listening Active participation Physically & mentally engage in the sharing of meaning Elements Non-Verbal: Eye contact, facial expressions Verbal: questions, back channeling cues such as “I see” “yes” “uh-huh” etc
Participatory-Passive listening Listening without talking Powerful means of communicating acceptance Passive listener: suspends judgment and just listens Who accepts, not evaluate. Who supports, not intrude
Empathic-Objective listening To listen empathically Feel with them See the world as they see Feel what they feel It helps you understand what a person means & what the person is feeling
Empathic-Objective listening Listen with objectivity and detachment See beyond other person sees Example: A teacher & student (Empathic) (1+1 = 11) (Objective) (1+1 = 2)
Non judgmental- Critical listening Listen with open mind Avoid distorting messages Avoid filtering out unpleasant or undesirable message Recognize your own ethnic, national, or religious biases, (it may increase or minimize importance because it confirms or contradicts your biases)
Non judgmental- Critical listening Name calling- involves giving an idea e.g. (“atheist” “neo-Nazi” “cult”) to make you accept things you value high, like (“democracy” “free speech” “academic freedom”) Testimonial- use image associated to with person to gain approval, (if you respect the person) to gain rejection (if you disrespect the person) e.g. advertisement: use person dressed like doctors, use phrase “dentists advice” Bandwagon- used to persuade to accept or reject an idea because “everybody is doing it” e.g. “draw Mohammad day” & “switch to Pakbuk”
Surface-Depth listening Obvious/surface/literal meaning (Surface level communication) What they are saying?
Surface-Depth listening Hidden, deep meaning (In depth communication) Why they are saying? E.g.: “The patient is very serious”
Purpose of Active listening “Active, effective listening is a habit, as well as the foundation of effective communication.”
ACTIVE LISTENING “Active listening is the process of sending back the speaker what the listener thinks the speaker meant.” It is a process of putting into some meaningful whole your understanding of the speaker’s total message
Purpose: Active listening serves a number of important purposes: It shows that you are listening. Check how accurately you have understood what the speaker said and meant. Express acceptance of speaker’s feelings. To prompt the speaker to further explore his or her feelings or thoughts.
“TECHNIQUES OF EFFECTIVE LISTENING” Active listening intentionally focuses on who you are listening to, whether in a group or one-on-one, in order to understand what he or she is saying.
Techniques: Paraphrase the speaker’s meaning. Express understanding of the speaker’s feeling. Ask questions to ensure that you are on a right track. Focus your attention on the subject Avoid distractions Set aside your prejudices, your opinions. When interacting with the speaker, keep an eye contact and do not argue.
Quick flashback Listening and hearing are two different entities. The listening process requires five pre-requisites if it has to be listening. Cultural differences and gender differences play an important role in the listening process. The general key to effective listening in interpersonal situations is ‘’Active participation”.
Contd.. We need to listen empathically to make sure that we understand what the speaker is actually going through. Effective listening involves listening non-judgmentally to help you understand and help you critically.

More Related Content

PPTX
Fundamentals of organizational behavior ppt
byGiovanni Macahig
 
PPTX
Fundamentals of Organizational Behavior
byYonese Giselle Gonzales
 
PPTX
Fundamentals of organizational behavior
bymysirboni
 
PDF
Chapter 1 the dynamics of people and organizations
bySan Antonio de Padua - Center for Alternative Mathematics
 
PPTX
Organizational behavior - the dynamics of people and organizations
byNear East University
 
PPTX
Organizational behavior its nature and importance
byAMALDASKH
 
PPTX
Introduction to organizational behaviour
byAshutosh
 
PPTX
Nature & Scope of Human Behavior
byrochelle apatan
 
Fundamentals of organizational behavior ppt
byGiovanni Macahig
 
Fundamentals of Organizational Behavior
byYonese Giselle Gonzales
 
Fundamentals of organizational behavior
bymysirboni
 
Chapter 1 the dynamics of people and organizations
bySan Antonio de Padua - Center for Alternative Mathematics
 
Organizational behavior - the dynamics of people and organizations
byNear East University
 
Organizational behavior its nature and importance
byAMALDASKH
 
Introduction to organizational behaviour
byAshutosh
 
Nature & Scope of Human Behavior
byrochelle apatan
 

What's hot

PPTX
HBO Lesson 1_2_3
byace boado
 
PPTX
Introduction of organizational behavior
bydeepu2000
 
PPTX
22251502 human-behavior-in-organization
byProf.Edgardo V. Basa
 
PPTX
influences on employee behaviour
byuniversitas muhammadiyah yogyakarta
 
PPTX
Organisation climate and Change
byANOOPA NARAYANAN
 
PPT
Lecture 4 organizational culture
byChandan Sah
 
PPT
Organisational culture
byShilpi Panchal
 
PPT
OB.Group
byParteek Bansal
 
PPTX
Organizational environment
byManasi Mishra
 
PPTX
Organization culture
byBhavneet Kaur
 
PPTX
Organizational Culture And Change
byKali Mittal
 
PPTX
Modern Management Theories
byIqbal Novramadani
 
PPTX
Group behaviour ppt
byLokesh Irabatti
 
PPT
Organizational Culture
byFawad Ahmad
 
PPTX
Individuals in organization
byAl - Qurmoshi Institute of Business Management, Hyderabad
 
PPTX
Hard and soft approach to HRM
byBibek Regmi
 
PPT
Organizational design and structure
byAndrew Paul
 
PPT
International Human Resources Management
byMaksudul Huq Chowdhury
 
PDF
Evolution of management theory
byMala Chandra
 
PPT
Organizational Development Process
byhidayahperlis
 
HBO Lesson 1_2_3
byace boado
 
Introduction of organizational behavior
bydeepu2000
 
22251502 human-behavior-in-organization
byProf.Edgardo V. Basa
 
influences on employee behaviour
byuniversitas muhammadiyah yogyakarta
 
Organisation climate and Change
byANOOPA NARAYANAN
 
Lecture 4 organizational culture
byChandan Sah
 
Organisational culture
byShilpi Panchal
 
OB.Group
byParteek Bansal
 
Organizational environment
byManasi Mishra
 
Organization culture
byBhavneet Kaur
 
Organizational Culture And Change
byKali Mittal
 
Modern Management Theories
byIqbal Novramadani
 
Group behaviour ppt
byLokesh Irabatti
 
Organizational Culture
byFawad Ahmad
 
Individuals in organization
byAl - Qurmoshi Institute of Business Management, Hyderabad
 
Hard and soft approach to HRM
byBibek Regmi
 
Organizational design and structure
byAndrew Paul
 
International Human Resources Management
byMaksudul Huq Chowdhury
 
Evolution of management theory
byMala Chandra
 
Organizational Development Process
byhidayahperlis
 

Viewers also liked

PPTX
Chapter 1 Organizational Behaviour
byDr. Rajasshrie Pillai
 
PPT
Organizational behavior
bypriyasharmma
 
PDF
Organisational behavior
byPayal Deep
 
PPT
Basic concept of management
byvishalarvindbhole
 
PPT
Organisational behaviour ppt
bysaransuriyan
 
PPTX
Human-behavior-in-Organization by Parts
byInternational Colleges for Excellence
 
PDF
Models Of Organizational Behavior
byJOHNY NATAD
 
PPT
Dynamics of Behavior in Organizations
bymandalina landy
 
PPTX
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
byace boado
 
PPTX
Social systems and organizational culture
byDevons Somera
 
PPT
Human behavior in Organization
byTwinkle Constantino
 
PPT
Basic Concepts of Organisational Behaviour
bymanishray
 
PPTX
Fundamentals of human behavior
byAloy Salas
 
PDF
Chapter 3 social system and organizational culture
bySan Antonio de Padua - Center for Alternative Mathematics
 
PPTX
Social system and organizational culture
byUniversity of Cebu
 
PPT
Concept of organization and administration
byRodalyn Salvaleon
 
PPS
Organisation behavior
byVipin Singh
 
PPT
Team Building
byJayanta Bora
 
PPT
Course on TCP Dynamic Performance
byJavier Arauz
 
PPTX
Integration of educational philosophy to dep ed mission vision
byteska08
 
Chapter 1 Organizational Behaviour
byDr. Rajasshrie Pillai
 
Organizational behavior
bypriyasharmma
 
Organisational behavior
byPayal Deep
 
Basic concept of management
byvishalarvindbhole
 
Organisational behaviour ppt
bysaransuriyan
 
Human-behavior-in-Organization by Parts
byInternational Colleges for Excellence
 
Models Of Organizational Behavior
byJOHNY NATAD
 
Dynamics of Behavior in Organizations
bymandalina landy
 
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
byace boado
 
Social systems and organizational culture
byDevons Somera
 
Human behavior in Organization
byTwinkle Constantino
 
Basic Concepts of Organisational Behaviour
bymanishray
 
Fundamentals of human behavior
byAloy Salas
 
Chapter 3 social system and organizational culture
bySan Antonio de Padua - Center for Alternative Mathematics
 
Social system and organizational culture
byUniversity of Cebu
 
Concept of organization and administration
byRodalyn Salvaleon
 
Organisation behavior
byVipin Singh
 
Team Building
byJayanta Bora
 
Course on TCP Dynamic Performance
byJavier Arauz
 
Integration of educational philosophy to dep ed mission vision
byteska08
 

Similar to Fundamentals of Organizational Behavior

PPTX
intoduction of organization behaviour
byManish Kaushik
 
PPTX
Introduction to organisational behaviour and meaning of the organisation, the...
bySujanKhatri2
 
PPT
Organizational behaviour and development
byAILEEN H. BANAGUAS
 
PPT
Introduction to Organizational Behavior
byAmare_Abebe
 
PPTX
organizational behavior module 1
byMartin Vince Cruz, RPm
 
PPTX
Unit 1
byDisha Bhatia
 
PPTX
What is organizational behaviour
byDivan Sampath
 
PPTX
Organisational Behaviour Introduction for MBA
byAmishaLodha3
 
PPT
Organizational behavior chapter one
bySumit Malhotra
 
PPTX
An overview of Organizational behavior
byFaridul Hasan
 
PPT
organizational behaviour ashwathappa.ppt
byarunbetty
 
PPT
Human Behavior at Work Keith DavisCh 1.ppt
byShahjahanKhandakar
 
PPTX
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
byBBAsourashtracollege
 
PPTX
Fundamentals of organizational behavior
byHarold Pangilinan
 
PPT
introduction to OB organization behavior
byVirajVasoya2
 
PPT
UNIT 1.ppt
byHomeshwarNagpure1
 
PPTX
WEEK 1 HBO.pptx
byMelindaPerez13
 
PPT
Chapter 1 what is ob
byKaruna Nishanrao
 
PPTX
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01
byDeShawn A. Larkin
 
PPTX
Working with people
byHarold Pangilinan
 
intoduction of organization behaviour
byManish Kaushik
 
Introduction to organisational behaviour and meaning of the organisation, the...
bySujanKhatri2
 
Organizational behaviour and development
byAILEEN H. BANAGUAS
 
Introduction to Organizational Behavior
byAmare_Abebe
 
organizational behavior module 1
byMartin Vince Cruz, RPm
 
Unit 1
byDisha Bhatia
 
What is organizational behaviour
byDivan Sampath
 
Organisational Behaviour Introduction for MBA
byAmishaLodha3
 
Organizational behavior chapter one
bySumit Malhotra
 
An overview of Organizational behavior
byFaridul Hasan
 
organizational behaviour ashwathappa.ppt
byarunbetty
 
Human Behavior at Work Keith DavisCh 1.ppt
byShahjahanKhandakar
 
Organizational Behaviour_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Head...
byBBAsourashtracollege
 
Fundamentals of organizational behavior
byHarold Pangilinan
 
introduction to OB organization behavior
byVirajVasoya2
 
UNIT 1.ppt
byHomeshwarNagpure1
 
WEEK 1 HBO.pptx
byMelindaPerez13
 
Chapter 1 what is ob
byKaruna Nishanrao
 
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01
byDeShawn A. Larkin
 
Working with people
byHarold Pangilinan
 

More from ace boado

PPTX
Process theories of motivation
byace boado
 
PPTX
Strategic Planning
byace boado
 
PPTX
Methods of Research
byace boado
 
PPTX
FROM GOOD TO GREAT
byace boado
 
PPTX
Effective School leadership
byace boado
 
PPTX
Action Research in the Classroom
byace boado
 
PPTX
Leadership Communications
byace boado
 
PPT
K to 12 Basic Education Program frequently asked questions
byace boado
 
PPT
Project: EC - ICT
byace boado
 
PPT
Where we sit as a school
byace boado
 
DOCX
The real meaning of christmas
byace boado
 
PPTX
Empowerment is the best means of delegation
byace boado
 
PPTX
Becoming a Competent 21st Century Leader of Innovation
byace boado
 
DOC
P
byace boado
 
Process theories of motivation
byace boado
 
Strategic Planning
byace boado
 
Methods of Research
byace boado
 
FROM GOOD TO GREAT
byace boado
 
Effective School leadership
byace boado
 
Action Research in the Classroom
byace boado
 
Leadership Communications
byace boado
 
K to 12 Basic Education Program frequently asked questions
byace boado
 
Project: EC - ICT
byace boado
 
Where we sit as a school
byace boado
 
The real meaning of christmas
byace boado
 
Empowerment is the best means of delegation
byace boado
 
Becoming a Competent 21st Century Leader of Innovation
byace boado
 
P
byace boado
 

Recently uploaded

PPTX
Accounting Skills Paper-II (Registers of PACs and Credit Co-operative Societies)
byDr. Sushil Bansode
 
PPTX
REVISED DEFENSE MECHANISM / ADJUSTMENT MECHANISM-FINAL
byShimla
 
PPTX
ATTENTION -PART 2.pptx Shilpa Hotakar for I semester BSc students
bySHILPA HOTAKAR
 
PPTX
3 G8_Q3_L3_ (Cartoon as Representation in Opinion Editorial Article).pptx
byNorafeSahagun
 
PDF
Most Imp Chapters & Weightage for Boards 2025.pdf
byTamannaSagar
 
PPTX
Steve Hale - Developing Elite Young Goalkeepers 2024.pptx
bypjmfd
 
PPTX
Nursing Unit Management, patient care unit, physical layout of nursing unit,t...
byyellow4878
 
PDF
M.Sc. Nonchordates Complete Syllabus PPT | All Important Topics Covered
byKNIPSS SULTANPUR
 
PDF
Types of eggs and Egg membranes (Developmental Zoology)
bySudhandraKarthi
 
PPTX
The Cell & Cell Cycle-detailed structure and function of organelles.pptx
byAshish Umale
 
PDF
Biology Practical Class 12th 2025 PDF(2)-2-52.pdf
bySCPRPWomenCollegeChi
 
PPTX
Repeat Orders_ Use Odoo Blanket Agreement
byCeline George
 
PPTX
Expected Revenue Report In Odoo 18 CRM
byCeline George
 
PPTX
How to Create Lead_Opportunity From Odoo 18 Website
byCeline George
 
PPTX
Basics in Phytochemistry, Extraction, Isolation methods, Characterisation etc.
byD. Y. Patil College of Pharmacy, Kolhapur.
 
PPTX
Partial Correlation - Values of r₁₂.₃, r₂₃.₁ & r₁₃.₂ r₁₂, r₁₃ and r₂₃
bySundar B N
 
PDF
Multiple Myeloma , definition, etiology, PP, CM , DE and management
byNisha Borsa
 
PPTX
Multiple Linear Regression - Least Square Method X₁ on X₂ and X₃
bySundar B N
 
PDF
IMANI Africa files RTI request seeking full disclosure on 2026 SIM registrati...
bynservice241
 
PPTX
PARENTAL ROUTES OF DRUGS ADMINISTRATION .pptx
byAneetaSharma15
 
Accounting Skills Paper-II (Registers of PACs and Credit Co-operative Societies)
byDr. Sushil Bansode
 
REVISED DEFENSE MECHANISM / ADJUSTMENT MECHANISM-FINAL
byShimla
 
ATTENTION -PART 2.pptx Shilpa Hotakar for I semester BSc students
bySHILPA HOTAKAR
 
3 G8_Q3_L3_ (Cartoon as Representation in Opinion Editorial Article).pptx
byNorafeSahagun
 
Most Imp Chapters & Weightage for Boards 2025.pdf
byTamannaSagar
 
Steve Hale - Developing Elite Young Goalkeepers 2024.pptx
bypjmfd
 
Nursing Unit Management, patient care unit, physical layout of nursing unit,t...
byyellow4878
 
M.Sc. Nonchordates Complete Syllabus PPT | All Important Topics Covered
byKNIPSS SULTANPUR
 
Types of eggs and Egg membranes (Developmental Zoology)
bySudhandraKarthi
 
The Cell & Cell Cycle-detailed structure and function of organelles.pptx
byAshish Umale
 
Biology Practical Class 12th 2025 PDF(2)-2-52.pdf
bySCPRPWomenCollegeChi
 
Repeat Orders_ Use Odoo Blanket Agreement
byCeline George
 
Expected Revenue Report In Odoo 18 CRM
byCeline George
 
How to Create Lead_Opportunity From Odoo 18 Website
byCeline George
 
Basics in Phytochemistry, Extraction, Isolation methods, Characterisation etc.
byD. Y. Patil College of Pharmacy, Kolhapur.
 
Partial Correlation - Values of r₁₂.₃, r₂₃.₁ & r₁₃.₂ r₁₂, r₁₃ and r₂₃
bySundar B N
 
Multiple Myeloma , definition, etiology, PP, CM , DE and management
byNisha Borsa
 
Multiple Linear Regression - Least Square Method X₁ on X₂ and X₃
bySundar B N
 
IMANI Africa files RTI request seeking full disclosure on 2026 SIM registrati...
bynservice241
 
PARENTAL ROUTES OF DRUGS ADMINISTRATION .pptx
byAneetaSharma15
 

Fundamentals of Organizational Behavior

  • 1.
    Fundamentals of Organizational Behavior PowerPoint Presentation by Charlie Cook
  • 2.
    Lesson 1.The Dynamicsof people and organizations A primary goal of management education is to develop students into managers who can think ahead, exercise good judgment, make ethical decisions, and take into consideration the implications of their proposed actions – Jane Schmidt-Wilk
  • 3.
    Premises Organizations arecomplex systems.  Need to understand how the system operates esp. in a sociotechnical system – humanity and technology. Human behavior in organizations is sometimes unpredictable  Behaviors may come from deep-seated needs, lifetime experiences and personal value systems Human behavior in a organization can be partially understood  Applying the frameworks of behavioral science, management and other disciplines.
  • 4.
    There are noperfect solutions to organizational problems  Increase the understanding and skills – work relationships can substantially upgraded We do not have the luxury of not working with or relate to other people.  Learn human behavior.  Explore how to improve he interpersonal skills  Begin to mange ones relationships with others at work. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–4
  • 5.
    What is anOrganization? An organization is a collection of people who work together to achieve individual and organizational goals.
  • 6.
    What is anOrganization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
  • 7.
    The Meaning ofOrganizational Behavior Organizational behavior (OB) is  the study of human behavior in the workplace,  the interaction between people and the organization,  and the organization itself.  OB studies what people do in an organization and how that behavior affects the performance of the organization. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–7
  • 8.
     Describe Goalsof OB how people behave under a variety of conditions.  Understand Why people behave as they do. Probe for underlying explanations  Predict Predict future employee behavior (tardiness, productive & unproductive etc.) Provide preventive actions  Control At least partially and develop some human activity at work. Managers need to remember that organizational behavior is a tool for human benefit
  • 9.
    Levels of Analysis Organizational Level Group Level Individual Level
  • 10.
    Components of Organizational Behavior Understanding organizational behavior requires studying Individuals in Organizations Group and Team Processes Organizational Processes
  • 11.
    Benefits of StudyingOrganizational Behavior  Develop skills to function effectively in the workplace.  Grow personally through insight into human behavior. Enhance overall organizational effectiveness  Sharpen and refine common sense. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–11
  • 12.
    Key forces –complex set of forces affects the nature of organizations
  • 13.
    Key Forces •People Make up the internal social system of an organization Melting pot of diversity – talents, background and perspectives to their jobs
  • 14.
    Managers need tobe tuned in to these diverse patterns and trends. –Changes in the labor force »Decline in work ethic and rise in emphasis on leisure, self expression, fulfillment and personal growth »Decreased automatic acceptance of authority and increase in the desire for participation, autonomy and control. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–14
  • 15.
    »Skills become obsoletedue to rapid technological advances – retrain or be displaced »Security needs are prime concern and loyalty diminishes because of downsizing and outsourcing »Absence of meaningful salary growth has placed renewed emphasis on money as a motivator A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–15
  • 16.
    • Structure Definesthe formal relationship and use of people in organizations. Effective coordination of work Create complex problems of cooperation, negotiation and decision making • Technology Provides he resources with which people work and affects the tasks they perform Benefit of technology – does more and better work however it restricts people in various ways OB’s challenge is to maintain the delicate balance between technical and social systems.
  • 17.
    • Environment Internalor external Organizations are part of a larger system and factors influence them like: – Citizens expect organizations to be socially responsible –New products and competition for customers come from around the globe (globalization) –The direct impact of unions diminishes –Dramatic pace of change in society. The external environment influences the attitudes of people, affects working conditions, and provides competitions for resources and power. 1–17
  • 18.
    Fundamental Concepts ofOB  Nature of people Individual differences –Nature vs. nurture Perception –The unique way in which each person sees, organizes and interprets things. –Selective perception cause misinterpretation A whole person –We employ the whole person not just their brains or skills –Ergonomics is the science of fitting workplace conditions and job demands to the capabilities of the working population
  • 19.
    Motivated behavior –Apath towards increased need fulfillment is a better approach Desire for involvement –Hunger for a change to chare what they know and to learn from the experience. –Organizations need to provide opportunities for meaningful involvement – employee empowerment Value of the person –Worth before the word –meal before the message –they want to be treated differently from other factors of production 1–19
  • 20.
    Nature of organization Social systems – or social structure in general refer to entities or groups in definite relation to each other, to relatively enduring patterns of behavior and relationship within social systems, or to social institutions and norms becoming embedded into social systems in such a way that they shape the behavior of actors within those social systems. Social systems can be said to be the patterns of behavior of a group of people possessing similar characteristics due to their existence in same society. –Formal and informal social systems –The idea of a social system provides a framework for analyzing organizational behavior issues. It helps make OB problems understandable and manageable
  • 21.
    Mutual interest –Symbioticrelationship between organizations and people –Provides a superordinate goal – one that can attained only through the integral effort of individuals and their employers. Ethics –Treatment of employees in an ethical fashion –Establish code of ethics, publicized statements of wthical values, provide ethics trainings, reward employees for notable ethical behaviors, set up internal procedure to handle misconduct. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–21
  • 22.
    Key Developments inOB History The Hawthorne Studies at Western Electric  Originally intended as a study of the effects of environmental changes on productivity.  The Hawthorne Effect— the tendency of people to behave differently (perform better) when they receive attention.  Key Findings 1. Economic incentives are less potent than generally believed. 2. Dealing with human problems is complicated and challenging. 3. Leadership practices and work-group pressures strongly influence productivity, satisfaction, and performance. 4. Personal problems influence worker productivity. 5. Effective communication is critical to success. 6. Factors embedded in the social system influence behavior. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–22
  • 23.
    Key Developments inOB History The Human Relations Movement  Based on belief that managerial practices, morale, and productivity are strongly linked and that the proper working environment enhances worker capabilities.  Douglas McGregor Theory X – Managers assume people dislike work, avoid responsibility, lack ambition, and need close supervision. Theory Y – Managers assume people enjoy work, accept responsibility, are innovative, and are self-controlling. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–23
  • 24.
    Key Developments inOB History The Contingency Approach  Emphasizes that there is no one best way to manage people. Different situations require managers to make decisions about which managerial methods and approaches to use in a specific instance.  Knowledge of organizational behavior and management is essential to the examination of individual and situational differences before deciding a course of action. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–24
  • 25.
    1–25 Key ManagerialPractices of Successful Organizations 1. Employment security. 2. High standards in selecting personnel. 3. Extensive use of self-managed teams and decentralized decision making. 4. Comparatively high compensation based on performance. 5. Extensive employee training. 6. Reduction of status differences between higher management and other employees. 7. Information sharing among managers and other workers. 8. Promotion from within.
  • 26.
    26 What otherknowledge help us understand OB?
  • 27.
    Contributing Disciplines Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.  Unit of Analysis: Individual Contributions to OB: Learning, motivation, personality, emotions, perception Training, leadership effectiveness, job satisfaction Individual decision making, performance appraisal, attitude measurement Employee selection, work design, and work stress
  • 28.
  • 29.
    Social Psychology Anarea within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.  Unit of Analysis: Group  Contributions to OB: Behavioral change Attitude change Communication Group processes Group decision making
  • 31.
    – Unit ofAnalysis: Organizational System –Group Contributions to OB:  Group dynamics  Work teams  Communication  Power  Conflict  Intergroup behavior  Formal organization theory  Organizational technology  Organizational change  Organizational culture 1-31 • Sociology The study of people in relation to their fellow human beings.
  • 33.
    Anthropology The studyof societies to learn about human beings and their activities. Unit of Analysis: Organizational System Group Contributions to OB:  Organizational culture  Organizational environment •Comparative values •Comparative attitudes •Cross-cultural analysis
  • 36.
    SIGNIFICANCE OF OB Road map to our lives in organizations Helps us understand and predict organizational life Influences events in organizations Helps understand self and others better Helps a manager get things done better Helps maintain cordial relations Highly useful in the field of marketing Helps in career planning and development
  • 37.
    Limitations of OB Knowledge about OB does not help an individual manage personal life better Qualities of OB are mysterious Has become a fad with managers Is selfish and exploitative Managers expect quick-fix solutions-not possible Principles and practices may not work in the events of declining fortunes Cannot eliminate totally conflict and frustration
  • 38.
    Challenges & Opportunitiesfor OB Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment Improving Ethical Behavior 1-38
  • 39.
    39 Managing Diversity Workforce diversity - organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation
  • 40.
    Diversity  Diversityenhances creativity and innovation (Adler, 1997;Jackson et al., 1992), and  Produces competitive advantages(Coleman, 2002; Jackson et al., 1992).  Diverse teams make it possible to enhance flexibility (Fleury, 1999) and  Rapid response and adaptation to change (Adler, 1997; Jackson et al., 1992.
  • 41.
    41 Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.
  • 42.
    42 OB Insights Improving People Skills Improving Customer Service Empowering People Working in Networked Organizations Stimulating Innovation and Change Helping Employees Balance Work/Life Conflicts Declining Employee Loyalty Improving Ethical Behavior
  • 43.
    Lesson 2. Modelsof Organizational Behaviour A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–43
  • 44.
  • 45.
    Philosphy of OrganizationalBehavior The Philosophy of organizational behaviour held by engagement consists of integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way they should be. These philosophies are somewhat explicit and occasionally implicit in the minds of the manager. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–45
  • 46.
    2 Sources ofPhilosophy of Organizational Behanvior 1. Fact premise – are acquired through direct and indirect lifelong learning and are very useful in guiding our behaviour. 2. Value premise – represents our views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–46
  • 47.
    VALUES 1. Therules by which we make our decisions about right and wrong, should and should not, good and bad. 2. They also tell us which are more or less important which is useful when we have to trade off meeting one value over another. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–47
  • 48.
    VISION It representsa challenging portrait of the organization and its members can be – a possible and desirable future. Leaders need to create exciting projections about organization should go and what major changes lie ahead. Once the vision is established, persistent and enthusiastic communication is required to sell it to through out the ranks of employees so they will embrace it with commitment. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–48
  • 49.
    MISSION 1. Identifiesthe business it is in, the market niches it tries to serve, the types of customer it is likely to have, and the reason for its existence. 2. Consists of a brief listing of the competitive advantages or strengths that the organization believes in. 3. It is more descriptive and less future-oriented than vision. 4. Need to be converted to goal to become operational and useful. A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–49
  • 50.
    GOALS Goals arerelatively concrete formulation of achievements the organization is aiming for within set periods of time, such as one to five years. Goal setting is complex process for top management's goals need to be merged with those of employees, who bring their psychological, social an economic needs with them to an organization A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–50
  • 51.
    Integration of EducationalPhilosophy to DepEd’s Vision - Mission
  • 52.
  • 53.
    “…whose values andcompetencies enable them to realize their full potential…” Rousseau’s Philosophy We prepare the child to live life by attainment of fullest natural growth leading to balanced, harmonious and useful life. The focus of Émile is upon the individual tuition of a boy/young man in line with the principles of ‘natural education’. ‘Make the citizen good by training’, Jean-Jacques Rousseau writes, ‘and everything else will follow’.
  • 54.
    “…and contribute meaningfullyto building the nation.” Plato’s Philosophy This aim, on the other hand, doesn’t focus on personal growth but the service of the state, which is a guarantor of the happiness of its citizens, for as long as they allow it to be the embodiment of justice.
  • 55.
  • 56.
    Students learn ina child-friendly, gender-sensitive, safe, and motivating environment. Epicureanism Primary purpose of this philosophy was to attain happy and tranquil life. All societies are based solely on an agreement of men not to harm each other— a mutual advantage.
  • 57.
    Students learn ina child-friendly, gender-sensitive, safe, and motivating environment. Plato’s Philosophy Motivation and interest plays a vital role in learning. He was against the use of force of education.
  • 58.
    Teachers facilitate learningand constantly nurture every learner. Plato’s Philosophy The educator is considered to have great importance, thus he is the constant guide of the students.
  • 59.
    Administrators and staff,as stewards of the Institution, ensure an enabling and supportive environment for effective learning to happen. Epicureanism Goodness: Such an existence in the company of a few like-minded friends will provide the reassurance and good fellowship necessary for peace of mind, ataraxia.
  • 60.
    Administrators and staff,as stewards of the Institution, ensure an enabling and supportive environment for effective learning to happen. Plato’s Philosophy An educator is like a torch bearer who leads students from dark cave of innocence into the bright light of knowledge.
  • 61.
    DepEd Core Values Maka-Diyos Makatao Makabayan Makakalikasan
  • 62.
    Strategic Priorities Governance Strengthened School-Based Management (SBM) Principals with strong leadership skills Uniformed metrics on school performance System for policy and leadership continuation established
  • 63.
    Targets and Reforms Reforms effectively implemented Reforms institutionalized Backlog on education inputs addressed Ten Point Education Agenda accomplished DepEd budget appropriately and efficiently utilized
  • 64.
    Culture, Systems &Processes Education map for the entire system DepEd culture transformed (shared vision, highly motivated and stronger) Ratplan in full swing Processes required by the schools, divisions, regions in place Assessment system revolutionized
  • 65.
    Technology DepEd dashboardmade accessible DepEd data and other information are consistent All schools connected Online educational system (going global) Online enrolment Learning Materials digitized
  • 66.
    Learner-centered and InclusiveEducation Children at the center of basic education Education services responsive to student and family choice Students are offered options on the delivery mode Safer DepEd (child protection, disaster-resilient schools, etc.) IPEd institutionalized (and moving forward to the 21st century) More readers, better readers Children’s hunger addressed
  • 67.
    Curriculum Implementation 21stcentury Philippine basic education K to 12 curriculum implemented Smooth implementation of SHs (1st batch of SHS going to SHS ready schools, voucher in place, etc.) Teachers prepared for K to 12 Curriculum for multigrade schools available
  • 68.
    External Relationships Restoredpeople’s trust in public education and in DepEd Government and private sector partnerships more acceptable Stronger and more engaged external public All school boards active and engaged
  • 69.
    MODELS OF ORGANIZATIONAL BEHAVIOR The Autocratic Model The Custodial Model The Supportive Model The Collegial Model The System Model
  • 70.
    MODELS OF ORGANIZATIONAL BEHAVIOR The Autocratic Model- Depends on power. “You do this - or else” In the autocratic environment the managerial orientation is formal, official authority The employee orientation is obedience to a boss The employee psychological results is dependence on their boss Employee needs met is subsistence Performance results is minimum
  • 71.
    MODELS OF ORGANIZATIONAL BEHAVIOR The Custodial Model Depends on economic resources The managerial orientation is money The employee orientation is security and benefits The employee psychological results is dependence on organization Employee needs met is security Performance results is passive cooperation
  • 72.
    MODELS OF ORGANIZATIONAL BEHAVIOR The Supportive Model- Depends on leadership The managerial orientation is to support The employee orientation is job performance The employee psychological results is a feeling of participation and tasks involvement in the organization Employee status and recognition needs are better met Performance results is awakened drives
  • 73.
    MODELS OF ORGANIZATIONAL BEHAVIOR The Collegial Model- Depends on partnership The managerial orientation is teamwork The employee orientation is responsible behavior The employee psychological results is self discipline Employee needs met is self actualization Performance results is moderate enthusiasm
  • 74.
    MODELS OF ORGANIZATIONAL BEHAVIOR The System Model - Depends on trust, community and meaning the managerial orientation is caring and compassion The employee orientation is psychological ownership The employee psychological results is self motivation Employee needs are met are wide range Performance results is passion and commitment to organizational goal
  • 75.
  • 76.
    Lesson 3 :Managing Communications A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–76
  • 77.
    Communication The sharingof information between two or more individuals or groups to reach a common understanding. 16-77
  • 79.
    The Communication Process 16-79 Figure 16.1
  • 80.
    Ideation It isthe conception of an idea or thought by a person, group or an organization.
  • 81.
    Encoding when anidea or thought is translated into symbols, verbal or non-verbal, that are understood by others.
  • 82.
    Transmission This takesplace when the idea or thought which has been places into some transmittable language is passed through one or more available channels (five senses) and through some medium.
  • 83.
  • 84.
    Understanding mean thatthe receiver grasps the essentials of the message.
  • 85.
    Acceptance and Action Acceptance implies a willingness on the part of the receiver to comply with message and the action phase entails implementation of the communiqué or message.
  • 86.
    Noise interference inthe communication process.
  • 87.
    Feedback returned message from the receiver to the sender.
  • 88.
  • 89.
    Communication Networks CommunicationNetworks  The pathways along which information flows in groups and teams and throughout the organization. 16-89
  • 90.
    Communication Networks Typeof communication network depends on:  The nature of the group’s tasks  The extent to which group members need to communicate with each other to achieve group goals. 16-90
  • 91.
    Commun ication Networks in Groups and Teams 16-91 Figure 16.3
  • 92.
    Communication Networks in Groups and Teams 16-92 Type of Network Wheel Network Information flows to and from one central member. Chain Network Members communicate only with the people next to them in the sequence. Wheel and chain networks provide little interaction. Circle Network Members communicate with others close to them in terms of expertise, experience, and location. All-Channel Network Networks found in teams with high levels of communications between each member and all others.
  • 93.
    FORMAL SMALL –GROUP NETWORKS CRITERIA WHEEL CHAIN ALL CHANNEL SPEED FAST MODERATE FAST ACCURACY HIGH HIGH MODERATE EMERGENCE OF A LEADER HIGH MODERATE NONE MEMBER SATISFACTION MODERATE MODERATE HIGH
  • 94.
    THE GRAPEVINE Anorganization’s informal communication network. 3 CHARACTERS 1. It is not controlled by the management. 2. It is perceived by most employees as being more believable and reliable than formal communiqués issued by top management. 3. It is largely used to serve the self – interest of the people within it.
  • 95.
    CHOICE OF COMMUNICATIONCHANNEL Formal Reports, Bulletins Memos, Letters Pre recorded Speeches Electronic Mail Online Discussion groups, groupware Voice Mail Live Speeches Telephone Conversati on Video Conferenc e High Channel Richness Face – to - Face Conversati on Low Channel Richness
  • 96.
    Organization Communication Networks Organization Chart Summarizes the formal reporting channels in an organization. Communication in an organization flows through formal and informal pathways Vertical communications flow up and down the corporate hierarchy. 16-96
  • 97.
    Organization Communication Networks Organization Chart Horizontal communications flow between employees of the same level. Informal communications can span levels and departments—the grapevine is an informal network carrying unofficial information throughout the firm. 16-97
  • 98.
    Formal and InformalCommunication Networks in an Organization
  • 99.
    BARRIERS TO EFFECTIVE COMMUNICATION Filtering - Refers to a sender’s purposely manipulating information so it will be seen favourably by the receiver. Selective Perception - The receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.
  • 100.
    BARRIERS TO EFFECTIVE COMMUNICATION Information Overload - A condition which information inflow exceeds an individual’s processing capacity. Emotions - How the receiver feels at the time of receipt of a communication influences how he or she interprets it.
  • 101.
    BARRIERS TO EFFECTIVE COMMUNICATION Language - Even when were communicating in the same language, words mean different things to different people. Communication Apprehension - People who suffer from it experience undue tension and anxiety in oral communication, written communication or both.
  • 102.
    BARRIERS TO EFFECTIVE COMMUNICATION Gender differences - are sometimes a barrier to effective communication. Men tend to use talk to emphasize status, whereas women tend to use it to create connections. Political Correct Communication - there are also situations in which our desire to avoid offense blocks communication (by keeping us from saying what’s really on our mind) or alters our communication in such a way as to make it unclear.
  • 103.
    GLOBAL IMPLICATIONS CulturalBarriers  Barriers caused by word connotations. Barriers cause by differences among perceptions. Barrier caused by semantics. Barriers caused by tone differences
  • 104.
    GLOBAL IMPLICATIONS CulturalContext Low – context cultures - They rely heavily on non verbal and subtle situational cues in communicating with others. High – context cultures - They rely essentially on words to convey meaning.
  • 105.
    Communication Skills ForManagers as Receivers Pay attention to what is sent as a message. Be a good listener: don’t interrupt. Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. Speed, tone, pausing all impact communication. 16-105
  • 106.
  • 107.
    What is listening? Listening…. the psychological process of receiving, attending to, constructing meaning from, and responding to spoken or nonverbal messages Hearing = physiological Listening = psychological
  • 108.
    Listening V/S Hearing Hearing- physical process; natural; passive Listening- physical & mental process; active; learned process; a skill Listening is hard! You must choose to participate in the process of listening.
  • 109.
    85% of whatwe know is from listening 45%of our time is spent on listening A person recalls 50%of what they just heard ….only 20%of it is remembered long term
  • 110.
    Listening is learnedfirst and used most, but taught least. Learned Used Taught Listening 1st Most (45%) Least Speaking 2nd Next most (35%) Next least Reading 3rd Next least (16%) Next most Writing 4th Least (9%) Most
  • 111.
    How Important islistening ?
  • 112.
    Listening is themost powerful form of acknowledgment …a way of saying, “You are important.”
  • 113.
    Listening builds stronger relationships …creates a desire to cooperate among people because they feel accepted and acknowledged.
  • 114.
    Listening creates acceptanceand openness …conveys the message that “I am not judging you.”
  • 115.
    Listening leads tolearning …openness encourages personal growth and learning
  • 116.
    Listening reduces stressand tension …minimizes confusion and misunderstanding, eliminating related stress and tension
  • 117.
    Listening is CRITICAL in conflict resolution …much conflict comes from the need to be heard. Successful resolution depends on being a non-anxious presence.
  • 118.
    Why Be AGood Listener? To be recognized and remembered To feel valued To feel appreciated To feel respected To feel understood To feel comfortable about a want or need
  • 119.
    Listening promotes beingheard ‘Seek first to understand, then be understood’ - Stephen Covey
  • 120.
    LISTENING AND EDUCATION Students do not have a clear concept of listening as an active process that they can control. Students find it easier to criticize the speaker as opposed to the speaker’s message (Imhof, 1998).
  • 121.
    LISTENING AND LEADERS Listening is tied to effective leadership (Bechler & Johnson, 1995;Johnson & Bechler, 1998). Leaders listen with an open mind by not becoming emotional or defensive (Orick, 2002).
  • 122.
    Process of listening Understanding Learning Remembering Recalling Evaluating Judging Receiving Hearing Responding Answering
  • 123.
    Receiving It refersto the response caused by sound waves stimulating the sensory receptors of the ear; it is physical response. Understanding It is the stage at which you learn what the speaker means-the thoughts and emotional tone.
  • 124.
    Remembering It isimportant listening process because it means that an individual has not only received and interpreted a message but has also added it to the mind's storage bank. But just as our attention is selective, so too is our memory- what is remembered may be quite different from what was originally seen or heard.
  • 125.
    Evaluating  Itconsists of judging the messages in some way. At times, you may try to evaluate the speaker’s underlying intentions or motives. Often this evaluation process goes on without much conscious awareness. Responding  This stage requires that the receiver complete the process through verbal and/or nonverbal feedback; because the speaker has no other way to determine if a message has been received .  This stage becomes the only overt means by which the sender may determine the degree of success in transmitting the message.
  • 126.
  • 127.
    STYLES OF EFFECTIVELISTENING Participatory-Passive listening Empathic-Objective listening Non judgmental- Critical listening Surface-Depth listening Active-Inactive listening
  • 128.
    Participatory-Passive listening Activeparticipation Physically & mentally engage in the sharing of meaning Elements Non-Verbal: Eye contact, facial expressions Verbal: questions, back channeling cues such as “I see” “yes” “uh-huh” etc
  • 129.
    Participatory-Passive listening Listeningwithout talking Powerful means of communicating acceptance Passive listener: suspends judgment and just listens Who accepts, not evaluate. Who supports, not intrude
  • 130.
    Empathic-Objective listening Tolisten empathically Feel with them See the world as they see Feel what they feel It helps you understand what a person means & what the person is feeling
  • 131.
    Empathic-Objective listening Listenwith objectivity and detachment See beyond other person sees Example: A teacher & student (Empathic) (1+1 = 11) (Objective) (1+1 = 2)
  • 132.
    Non judgmental- Criticallistening Listen with open mind Avoid distorting messages Avoid filtering out unpleasant or undesirable message Recognize your own ethnic, national, or religious biases, (it may increase or minimize importance because it confirms or contradicts your biases)
  • 133.
    Non judgmental- Criticallistening Name calling- involves giving an idea e.g. (“atheist” “neo-Nazi” “cult”) to make you accept things you value high, like (“democracy” “free speech” “academic freedom”) Testimonial- use image associated to with person to gain approval, (if you respect the person) to gain rejection (if you disrespect the person) e.g. advertisement: use person dressed like doctors, use phrase “dentists advice” Bandwagon- used to persuade to accept or reject an idea because “everybody is doing it” e.g. “draw Mohammad day” & “switch to Pakbuk”
  • 134.
    Surface-Depth listening Obvious/surface/literalmeaning (Surface level communication) What they are saying?
  • 135.
    Surface-Depth listening Hidden,deep meaning (In depth communication) Why they are saying? E.g.: “The patient is very serious”
  • 136.
    Purpose of Activelistening “Active, effective listening is a habit, as well as the foundation of effective communication.”
  • 137.
    ACTIVE LISTENING “Activelistening is the process of sending back the speaker what the listener thinks the speaker meant.” It is a process of putting into some meaningful whole your understanding of the speaker’s total message
  • 138.
    Purpose: Active listeningserves a number of important purposes: It shows that you are listening. Check how accurately you have understood what the speaker said and meant. Express acceptance of speaker’s feelings. To prompt the speaker to further explore his or her feelings or thoughts.
  • 139.
    “TECHNIQUES OF EFFECTIVE LISTENING” Active listening intentionally focuses on who you are listening to, whether in a group or one-on-one, in order to understand what he or she is saying.
  • 140.
    Techniques: Paraphrase thespeaker’s meaning. Express understanding of the speaker’s feeling. Ask questions to ensure that you are on a right track. Focus your attention on the subject Avoid distractions Set aside your prejudices, your opinions. When interacting with the speaker, keep an eye contact and do not argue.
  • 141.
    Quick flashback Listeningand hearing are two different entities. The listening process requires five pre-requisites if it has to be listening. Cultural differences and gender differences play an important role in the listening process. The general key to effective listening in interpersonal situations is ‘’Active participation”.
  • 142.
    Contd.. We needto listen empathically to make sure that we understand what the speaker is actually going through. Effective listening involves listening non-judgmentally to help you understand and help you critically.