This slide is all about organizational behavior in healthcare, leadership qualities in public health management, motivation.

1. Dr Arindam Maiti
2nd year PG Resident
Department of Community Medicine
NSCBMC, Jabalpur
Organizational Behaviour

2. S.N. Sections
1. Objectives
2. Important Terms-Definitions
3. Characteristics, Importance, factors of Organizational Behaviour
4. Key elements of Organizational behaviour
5. Team development-Stages
6. Group Dynamics
7. Models of Organizationl Behaviour and Leadership-Classification
8. Leadership styles
9. Motivation
10. Conflict and its Managemnt
11. Different Models of Conflict Management
12. References

3. Important terms related to organizational behaviour
Stages of groups in an organization
Identification of leadership styles in an organization
Identification of the stage of motivation of a person
Nature and types of conflicts in an organization
Methods and strategies of conflict management

4.  As per Buchanan and Huczynski (1997) - It is defined as social arrangements,
constructed by people, who can also change them.
 As per Barnard (1938) - They are a system of cooperrative activities - and their
coordination requiring something intangible and personal that is largely a matter of
personal relationships.

5.  A study and understanding of individual and group behaviour in
healthcare organizations (hospital, programme, medical college etc)
 As per Stephen P. Robbins, “Organisation Behaviour is a field of
study that investigates the impact that individuals, groups and
structure have on behaviour within organisations, for the purpose of
applying such knowledge toward improving an organisation's
effectiveness.”

6.  Action and goal oriented
 Science as well as art
 Multidisciplinary integrated approach
 Human tool for human benefits
 Wholistic concept of whole system
 Mutual interest of people and organization

7.  Helps to attain the competencies which are necessary to become
.
: An interrelated set of abilities, behaviors, attitudes, and
knowledge needed by an individual to be effective in most professional
and managerial positions.
 Helps to maintain cordial relation with others.
 Basis of motivation- subordinates.
 Fulfilling the need of both employees and Organisation.
 Approach to create an atmosphere of mutual trust and sense of
acomplishment.
 Effective Communication skills.

8.  Carrer opportunity in Management
 Better understanding of Human and Consumer behaviour

9. Size & complexity of organization
Administrative structure
Communication channels
Training and experience
Treatment and referral policies
Teaching and evaluation policies and practices
View points of healthcare professionals working

11.  People - Individual - central theme.
 Group - 1.dynamic in nature
2.small and large
3.Formal groups
4.Informal groups
5.Command and task groups (committees)
6.Interest and friendship groups
 Organisation structure - Relation between people and organisation.
 Environment -External
-Political activities
-Social and Cultural influences
-Governmental actions
 Technology - Behaviour of people
-Influence of working condition.

12. Group vs team
Organization
Motivation
As each goose
flaps its wings, it
creates an uplift
for the birds
that follow
By flying in a
V-formation, the whole
flock adds 71% greater
flying range than if each
flew alone

13. • Team - two or more interacting and interdependent individuals who come together to
achieve specific organizational goals.
• 2 types : 1. Formal team
2. Informal team
 Formal team - Designated work assignments and specific tasks directed at
accomplishing goals.
- developed by strict hierachy.
E.g. - commitee, Task forces
 Informal team - Social groups, formed any way.

14.  Conflict
 Communication
 Leader
 Administrator
 Manager

15.  During Selection
– Hiring team players
 During training
– Creation of team players
 During assessment
– Rewarding and incentivizing team players
N.B. -

16. Forming Storm-
ing Norming Performing Adjourning
Given by Tuckman in the year 1960
Join and decide it’s
structure, function
and purpose.
 Intra-group
Conflict
 Tension regarding
leadership,roles,
responsibilities of
each.
 Unify to
from group.
Performance towards
goal.
Dismantled
(temporary)
 Clarity in roles among all.
 Standards/Norms must be defined.
 Cohesiveness.
 Time may be variable from one to one in each stage.
 Each must pass through all the stages in proper sequence.
 Norming - main stage
 A good team leader - early attainment of Performing stage with no/minimum Storming stage - Maximum

17. Group Dynamics
 The social process by which people interact face to face in small groups is called
group dynamics.
 The members of a group are interdependent and are aware that they are part of a
group.
 They influence and get influenced by each other.
 Variety of information, expectation and opportunities that relate to satisfaction.
N.B. - People must interract with each other
- Aware of one other
- Percieve as a group
- Common Objective/Task
- Agreed values/Norms

18.  Autocratic model
 Custodial model
 Supportive model
 Collegial model

19. Basis of Model Power
Manegerial Orientation Authority
Employee Orientation Obedience
Employee Psychological results Dependence on boss
Employee Needs met Subsistemce (Survival)
Performance result Minimum
E.g. - Private hospital

20. Basis of Model Economic Resources
Manegerial Orientation Money
Employee Orientation Security and Benefits
Employee Psychological results Dependence on Organization
Employee Needs met Security
Performance result Passive Cooperation
E.g. -Public hospitals, ESI

21. Basis of Model Leadership
Manegerial Orientation Support
Employee Orientation Job Performance
Employee Psychological results Participation
Employee Needs met Status and Recognition
Performance result Awakened Drives
E.g. - Political parties

22. Basis of Model Partnership
Manegerial Orientation Teamwork
Employee Orientation Responsible behaviour
Employee Psychological results Self Discipline
Employee Needs met Self Actualisation
Performance result Moderate Enthusiasm
E.g. - Trusts

23. 0
20
40
60
80
100
120
EARLY MIDDLE LATE
MIDDLE
SENIOR
Professional
Success
Career Stages
High IQ Moderate IQ

24.  Where does power come from?
– Position
– Person
 Leaders are different from administrators and managers
 Organizations with leader grow well and are inclusive.
 For groups to become team, leadership has to be developed

25.  Two-dimensional grid based on behavioural pattern for appraising Leadership styles.
 Evaluation of leader’s behaviour.
N.B. - A good leader is one is highy concern for people, avoids conflicts and
endeavours friendly terms with members/employees.
2 variables

27. Power based styles
– Autocratic
– Democratic
– Laisseze faire

28.  Leader is authorative or directive
 Own hands of leader
 Unilateral decisions
 Speedy Decision
 Loss of Motivation
 Absenteeism
 Non-Motivational
Group
Member
Group
Member
Group
Member
Group
Member
Group
Member
Group
Member
Leader

29.  Leadership is Participative or Consultative type.
 Group members participate in decision making
 Members can put ideas, discuss.
 Leader guides members on performance
 Leader has to accomodate, compromise and
tolerate views from members
 Motivation for members, satisfaction
 Good working environment
 Time Consuming
Group
Member
Group
Member
Group
Member
Group
Member
Group
Member
Group
Member
Leader

30.  Leader solely depends on members to perform.
 Group members make their own decisions.
 Leader allows to make own objectives/
decisions to members and to achieve them.
N.B. - Members are skilled, loyal and
experienced.
Group
Member
Group
Member
Group
Member
Group
Member
Group
Member
Group
Member
Leader

31.  Best leadership style is still under questionable.
 Democratic style - Accepted by members/employees.
- Group of expert/experienced people dealing.
 Autocratic style - Better group performance/attainment of group objectives.
- Emergency/urgent situation.
 Laissez-farie style - Competent and self-motivated sub-ordinates.

32. Motivation
 Motivation is the study of psychology of what makes people to go to work and be
productive when they get there.
 It is an inner striving condition which activate or moves one into action and
continues into course of action enthusiastically.
 It varies from person to person
 1st theory given by Elton Mayo- social complexity of what motivated people.
 Modern theory given by Abraham Maslow (1908-1970) and Fredrick Herzberg
(1923-2000) in 1950 - focused on psychological needs of employees.
 Not merely money but motivational on basis of physiological needs in hierarchial
manner.

33. Functions of Motivation -
• Proper utilization of human resources
• Willingnes to work-Job satisfaction
• Lower turnover and absenteeism
• Better public image
• Lesser greivances
• Incentive-activate motivation
Need Tension Search Performance Reward
Need Satisfaction

34. Needs for motivation-Maslow’s need for hierarchy triangle
Self-actualization
needs( achieving ones
full potential,
creativness)
Self-esteem needs
(prestige and feeling of
acomplishment)
Social need
(belongingness, love needs, intimate
relationships, friends)s
Safety needs (security,safety) E.g. - Economic security,
Protection from any physical damage
Physiological needs
Food, water, warmth, rest
Self-fulfillment
Need
Basic Need
Physiological
Need

35. Disadvantages -
 This hierachy may not follow a definte order
 May be overlapping
E.g. - Even if safety need is not satisfied, the social need may emerge or even
satisfied.

36. Integrated Model of Motivation -
 It is a multivariate model to explain the complex relationship that exists between
satisfaction and performance.
 An employee will exert a high level of effort if he/she percieves a strong relationship
between -
 Effort and performance
 Performance and Rewards
 Rewards and Satisfaction of goals
Effort
Organizational
rewards
Performance
 Individuals ability to
perform.
 Performance evaluation
system.
 Training - increase in
capacity.
 Replacement if required
 Promotion
 Transfer policy
 Carrer development

Comparison with input-
output Ratio
 Performance satisfaction
 Consistent towards objectives.
 2 types - Intrinsic and Extrinsic
 Extrinsic Rewards- Accomplishments, self-
actualisation
 Intrinsic Rewards- working condition and
status.

37.  Conflicts will always be there in any organization.
 Conflict is the disagreement between two or more individuals or
group over an issue of mutual interest.
 Conflict process begins when one party perceives that another party
has , or is about to , something
that the first party values/cares about.

38. 1. Task Conflict
- Content
- Goals of work
E.g. - Medical Officer and Ward Sister in a hospital.
2. Relationship Conflict
- Based on Interpersonal relationships
- Common - maladjustments of two individuals in an organization
E.g. - Issue of common interest between two visisting Surgeons of
same department.
3. Process Conflict
- Unplanned and undecided activities
- Not breaking into roles and responsibilities
E.g. - Junior Residents with Junior faculties.

39. Stages of Conflict Mnagement
Antecedant conditions
- Communication
-Structure
- Personal variables
Percieved Conflict
Conflict-handling
intentions
- Competing
-Collaborating
-Compromising
Felt Conflict
-Avoiding
- Accomodating
To better understand the pathology of conflict
STAGE -1
Potential Opposition or
Incompatibility
STAGE-2
Cognition and
Personalization
E.g. - Conflict between
two faculties in a
department
STAGE-3
Intentions
K Thomas - 2 dimension theory
of Co-operativeness and
Assertiveness
Overt Conflict
- Part’s Behaviour
-Other’s Reaction
STAGE-4
Behaviour
STAGE-5
Outcome
Group

40. Value both goals & relationships
View conflict as a means of improving
relationships
Seek a solutions that satisfy both
Collaborating
(WIN-WIN)
• Anxious to maintain good relationship.
• Understand more about situation.
• Solution that makes everyone happy-winning side.
• Goal requires others input & perspectives.
Reason for Use

41. Value avoiding confrontation.
Include completely giving up relationships or
goals that are associated with the conflict.
Avoiding
(LOSE-LOSE)
• The issue is unimportant -
• Damage incurred would outweigh the benefits.
• No power to change the situation.
• Need to gather more information.
Reason for Use

42. Value their goals over relationships.
Might try to force opponents to accept their
solution.
Eager to WIN at the expense of others.
Competing
(WIN-LOSE)
• Enforce unpopular rules and you are genuinely
not open to feedback.
• Certain that immediate compliance is needed.
• Protecting yourself against others who view
attempts to collaborate as a sign of weakness.
Reason for Use

43. Value relationships over their own goals.
Want to be liked by others, and prefer to avoid
conflict.
One party willing to self-sacrifice.
Accommodating
(LOSE-WIN)
• Realize that you were wrong & are now
willing to concede.
• Care less about the issue than the other person.
• Losing anyway and want to cut your losses.
• Want to restore harmony.
Reason for Use

44. Moderately concerned with both their goals and
their relationships.
They give up part of their goals & persuade the
other to give up part of their goals.
Seek a solutions that both sides gain something.
Compromising
(NO-INTENTION)
• The issue is only moderately important.
• Need to achieve a temporary agreement
• Compromising to another plan.
• No effort to find options that completely satisfy
both sides.
Reason for Use

45. 1. Latent Conflict
 Communication barriers
 Role ambiguities
2.Percieved Conflict
 Percieving the situations
 No latent conditions-aware
3.Felt conflict
 Two parties, hostility
 Aware, anxiety, tenseness
4.Manifest Conflict
 Conflictual
 Aggression, sabotage, withdrawal
5.Conflict aftermath
 Resolution-satisfaction of participants
 Aggravated/Explode- If no resolution/no rectification.
STAGE -2
COGNITION
AND
PERSONALIZATION
STAGE -1
POTENTIAL
OPPOSITION OR
INCOMPATIBILITY
STAGE -5
OUTCOME
STAGE -4
BEHAVIOUR
 Statements/Actions/Reaction.
 Disagreements, Negative remarks,
Challenging- Lower side of Continuum
 Verbal attacks, Threats, Ultimatums,
Physical attack- Upper side of Continuum

46.  Avoidance/Repression
 Defusion of conflict
 Containments of conflicts
 Confrontation
 Problem solving
 Conflict stimulation

47.  Release of tension
 Creativity/Constructive
 Stimulation of change
 Identification of weaknesses
 Group Cohesiveness
 Challeneges

48.  Large turnover
 Abseentisim
 Poor Co-ordination
 Decresed job satisfaction
 Strikes
 Violence

49. 1. Intra-individual Conflicting goals, roles,
needs, motives
Management by objectives (M.B.O.)
and Role definition
2. Interpersonal Disagreements, antagonism Transaction analysis, Johari Window
3. Inter-group Power, authority, status Participative management,
Sensitivity training (ToO)
4. Organizational Hierarchical and functional
aspects, hospital goals
Institutional goal setting
5. Client-facility Quality of care,
communication, goal
displacement
Community goal setting, public
relations

51. Transactional Analysis (TA)
 Developed by
 Technique used for better understanding of people by own and others behaviour,
especially in Interpersonal relationship.
 Training to managers - developement of interpersonal relation and effectiveness.

52. Types of Transaction Analysis -
Complementary Transaction
 Communication has some ego states
of sender and reciever.
 parallel
P P P P
A A A A
C C C C
Non-complementary Transaction
 Response lines are crossed or non-
parallel.
 It is avoided.
P P P P
A A A A
C C C C

53. Utilities of Transaction Analysis-
 Improve Interpersonal communication
 Better understanding of ego states
 Helps to lead self-development
 Not guarantee to disappear human problems but to improve relations.

54.  Luft and Ingham devised a self-
awareness feedback loop tool so that
group interactions could become more
efficient.
 They named this tool the Johari
Window, combining the first part of
both of their first names (Joseph &
Harry = Johari).
 It is a model that helps to explain and
improve self-awareness and self-
communication.

55.  With patients
– Cambridge Calgary Model
Initiate
Gather (golden minute)
Focused Examination
Explanation & Planning
-Shared Decision Making
Closing
Three stage assessment with RICE
model.
– CRIES for verbal
– SOLER for non-verbal
 With colleagues
 With superiors
 With subordinates

56.  It was introduced by Kurtz and Silverman
in 1996.
 The Calgary-Cambridge Guide (C-CG)
is a well-known approach to teaching and
training clinical communication skills.
 To define the communication curriculum
and to develop a feasible teaching method.

57.  RICE stands for reach, impact,
confidence, and effort.
 The RICE framework is a project
prioritization method used for
quantifying the potential value of
features, project ideas, and initiatives.
 It is a great tool for facilitating Agile
teamwork.
 The bigger the score is, the more value
you will get per time worked.

58.  Egan (1975) introduced SOLER.
 An aid for teaching and learning about
non-verbal communication.

59.  Preparation of a Influence-Interest grid/ matrix
– Identification all stakeholders.
– Marking them on two straight lines in terms of their possible interest and
likely influence.
– Superimposing both lines perpendicular to each other.
– Plotting points to make the influence-interest grid.
 Identification of blockers and champions.
 Identification of avoiders & silent boosters.
 Developing messages and feedback plan.
 Implementation of advocacy plan.

60.  Advocacy with seniors and people in position of power/ leadership.
 Communication with individual.
 Public health communication with groups and mass.

61. 1.NIHFW Course material in Hospital Management.
2.Compendious Management, White Falcon Publishing, 2022.
3.Robbins S.P. , Judge T, Campbell T. Organizational Behaviour.New York: Pearson; 2016
4. Kadri A.M. IAPSM’s Textbook of Community Medicine. 2nd Edition. Jaypee Brothers,
Medical Publishers (P) Ltd.; 2021. p. 808-12.
5. Vikas S.L. Public Health Management Principles and Practice. 3rd Edition. CBS
Publishers and Distributors Pvt Ltd.; 2022. p. 133-6.

62. THANK YOU