Psychological contracts
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The document discusses the psychological contract, which refers to an individual's beliefs about the terms of their implicit agreement with their employer. It notes that misunderstandings are common since the contract is perceptual and dynamic. Violations can be inadvertent from different interpretations, from disruptions making the contract impossible to fulfill, or from one side breaching the agreement. Sources of violations include recruiters overpromising, managers saying one thing and doing another, and lack of support or follow through from others. Broken contracts can lead to outcomes like decreased trust, satisfaction, productivity, and increased turnover. The document suggests managing the contract by providing realistic expectations, frequent discussions, feedback, and accounting for changes over time.
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The Psychological Contract
The document discusses the psychological contract, which refers to an individual's beliefs about the reciprocal obligations between an employee and employer. It involves a balance of how an employee is treated and what they contribute. Key aspects of an effective psychological contract include mutual transparency, aligned expectations, and mutual fairness. As a leader, it is important to take responsibility for defining the contract, being transparent about expectations and facts, aligning expectations on both sides, and ensuring fairness. Both employees and employers can be negatively impacted if the psychological contract remains implicit rather than being made explicit through open communication.
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This document discusses trust behaviors that are important for innovation. It notes that innovative companies are able to build relationships with weak ties, characterized by informality and complementary knowledge. However, current organizational practices make it difficult to establish relationships with weak ties. The document outlines a workshop where participants will learn to audit trust behaviors, identify trust damaging behaviors in their own organizations, and discuss how to encourage more trust building behaviors. It then discusses different types of trust behaviors and how specific behaviors can build, damage, or violate trust in a relationship. The goal is for organizations to focus on and develop trust building behaviors to facilitate innovation.
Managing in the individual
This chapter discusses managing relationships between individuals and organizations. It covers psychological contracts, talent management, managing careers, organizational commitment, identification, and work-life balance. Regarding psychological contracts, it defines them and discusses key aspects like breach and violation. It also outlines factors that shape psychological contracts and ways to measure their health. The chapter notes talent management requires assessing, developing, and matching managers to jobs. It discusses different types of organizational commitment and identification as well as causes of over-identification and workaholism. Leadership styles like emotional intelligence and resonance are also covered.
Methodology of Negotiation
The document discusses flexibility as the greatest asset of a master negotiator. It emphasizes the importance of assessing each negotiating situation independently and adjusting one's approach accordingly. The document outlines different negotiating strategies such as avoiding, accommodating, competing, collaborating, and compromising. It advises negotiators to consider the importance of outcome and relationship in a given negotiation to determine the best matching strategy. Overall, the document stresses that master negotiators must thoughtfully analyze each situation to select the optimal negotiating approach rather than relying on personal preferences.
Five dimensions of_trust
The document discusses the five dimensions of organizational trust: executive to everybody else, manager to employee, peer to peer, company to vendors/partners, and company to market. It defines trust as having integrity, competence, and compassion. Each dimension of trust is important for collaboration, effectiveness, and an organization achieving its mission. Raising levels of trust involves consistent behavior, open communication, transparency, accountability, and focusing on win-win outcomes rather than individual interests.
5 Traits of Educational Leadership
Presentation to the State of Ohio Board of Education stressing that leadership can be organizational as well as personal.
Negotiation & Conflict Resolution
Negotiation skills and conflict resolution are important topics discussed in the document. It begins by defining conflict and describing the various types that can occur within organizations, including those stemming from incompatible goals, differing interpretations of facts, and behavioral expectations. The document then examines the traditional, interactionist, and resolution-focused views of conflict. It outlines the stages of the conflict process, including potential opposition, cognition and personalization, intentions, behaviors, and outcomes. Functional and dysfunctional outcomes are also distinguished. The remainder of the document provides examples of intra-personal, intra-organizational, and inter-organizational conflicts, as well as strategies for managing conflict effectively and resolving disputes productively.
Effectiveness
Effective communication in organizations relies on skills like listening, understanding emotions, and giving feedback. Counselling employees involves scheduling sessions to discuss their performance, areas for improvement, and career goals. It aims to help employees through stressful situations to boost productivity. Providing new employees with orientation covers important information to help them feel welcome and informed about their duties and workplace standards. Feedback is also essential for effective communication as it allows evaluating messages and correcting any misunderstandings.
Unit vi counseling, job satisfaction
Employee counseling involves direct communication between a supervisor and employee to address poor performance and identify ways for improvement. It is generally a more formal process than feedback and is used when additional action is needed following coaching. The purpose is to communicate concerns, determine the cause of issues, and establish an improvement plan. A counseling session should define objectives, review facts, and create an outline. It should be conducted privately and include active listening and identifying the root cause of problems. If appropriate, the session may result in a written memo for the employee's file.
Organization Conflict1
This document discusses types of organizational conflicts including task, relationship, and process conflicts. It presents traditional, human relations, and integrationist views on conflict. Common causes of conflict are authority issues, lack of team spirit, and differences over goals or methods. While conflict can increase frustration, it also improves decision making and team dynamics when managed properly. The document recommends focusing on problems rather than people, encouraging different views, listening without blame, and handling conflicts skillfully to achieve goals.
Attitudes and job_satisfaction
Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
2 trust presentation2
This document discusses the importance of trust in leadership. It defines trust as a positive expectation that others will not act opportunistically. There are five dimensions that underlie trust: integrity, competence, consistency, loyalty, and openness. There are three types of trust in organizations - deterrence-based, knowledge-based, and identification-based. Effective leaders increase trust through consistency, openness, and building identification with followers over time. Trust increases group cohesion and productivity, while lack of trust undermines performance and can destroy organizations. Framing language is also important for leaders to shape meaning and inspire followers.
CVS Surveyors |Hows build-up trust in Business | Presentation
Chief Executive of CVS business rates specialists CVS,CVS Surveyors, Mark Rigby, explains exactly what the Revaluation is, and what impact it will have on you as a business ratepayer.For many businesses this Revaluation has provided some relief. Rateable Values were last assigned in 2008 and were followed almost immediately by the recession, which saw commercial property values collapse. The Government then, for reasons somewhat unknown, decided to extend the Rating List (the length of time a business pays their assigned bills for). This means that businesses throughout the UK were stuck paying outdated values for an additional 2 years. The recent Revaluation is a chance to rebalance the situation.
Trustedadvisor
The document discusses the concept of a "Trusted Advisor" and provides an overview of what that means. It outlines several key principles of building trust including focusing on the other party, having a collaborative approach, and being transparent. It also discusses fears that can inhibit being a trusted advisor, such as fear of losing business or embarrassment. Finally, it provides several hypothetical situations and discusses how a trusted advisor may respond. The overall message is that truly serving the client and prioritizing the relationship over any single transaction are hallmarks of a trusted advisor.
Developing and maintaining strong professional relationships
Developing and maintaining strong professional relationshipsVirginia Commonwealth University School of Pharmacy
The following slides describe how pharmacists can have better professional relationships which are fundamental to pharmacy practice. Effective professional relationships are vital in leading others, teaching and coaching performance, negotiating win-win solutions, and resolving conflict in pharmacy organizations. Good professional relationships help improve communications, make work more enjoyable, and increase opportunities for success.BA225 Week six chapter 9 ppt
The document discusses relationships in negotiation and how they impact the negotiation process. It covers how relationships change negotiation dynamics by taking place over time and making resolution of issues impact the future. It also discusses key aspects of relationships like trust, reputation, and justice. Trust was found to be the most important dimension and is impacted by individual factors, the situation, and history of the relationship. Reputations also influence expectations and emotions. The document provides strategies for repairing relationships and building trust during negotiations.
Organizational Behaviour
This document discusses negotiation skills, interactive conflicts, and stress management. It begins by defining negotiation as the process of making joint decisions when parties have differing preferences. It outlines distributive and integrative negotiation strategies and the attitudes, behaviors, and information needed for effective integrative agreements. The document also discusses the types, symptoms, and management of conflicts, as well as techniques for resolving conflicts. Finally, it covers recognizing the signs of stress and strategies for managing stress, such as changing one's perspective, getting enough sleep, and engaging in physical activity.
Team building slide
Team building aims to increase productivity while lowering costs. It eliminates formal communication memos and speeds up implementing changes through teamwork. Benefits include increased productivity, quality, morale, problem solving, creativity, and better decisions. Work becomes less stressful when responsibility and rewards are shared.
Teams are small groups of people with complementary skills committed to a common purpose and goals who hold each other accountable. There are different stages of team development including forming, storming, norming, performing, and adjourning. In the forming stage, members are dependent on leadership for direction and concerned about fitting in, while in the storming stage frustrations may arise about goals and tasks.
Chapter 3 value, attitudes n job satisfaction
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Chapter 04 Summary
This document summarizes key topics related to emotions, attitudes, and job satisfaction discussed in Chapter 4. It defines emotions and how they differ from attitudes. It describes how attitudes were traditionally viewed as rational but emotions also influence them. It discusses emotional labor, emotional intelligence, job satisfaction, organizational commitment, and psychological contracts.
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Psychological contracts
- 2. Objectives Define and understand the importance of the psychological contract Examine the influences that affect workplace expectations
- 3. PSYCHOLOGICAL CONTRACT The psychological contract is individual beliefs or perceptions regarding the terms of exchange between the individual and organization.
- 4. PSYCHOLOGICAL CONTRACT The perceptual and dynamic nature of the contract makes it common that a violation will occur
- 5. Types of Violations Inadvertent –divergent interpretations Disruption –impossible to fulfill the contract, despite willingness to do so Breach of Contract – One side refuses to fulfill the contract
- 6. Contract Makers’ Violations Sources Violations Recruiters • Unfamiliar with actual job • Overpromise Managers • Say one thing, do another Co-workers • Failure to provide support Mentors • Little follow-through • Few interactions Top management • Mixed messages
- 7. Broken Contracts Outrage, shock, resentment, anger Decreased trust and good faith Decreased job satisfaction Decreased productivity Decreased attendance Decreased commitment Turnover Consequence
- 8. Managing the Psychological Contract Provide realistic job expectations Have frequent discussions of expectations Check employee understanding Give feedback Be sensitive to individual differences Check for changes in expectations