HUMAN BEHAVIOR IN ORGANIZATION 4.

Sharpening and refinement of common

sense
PART I: INTRODUCTION TO
ORGANIZATIONAL BEHAVIOR THE BENEFITS OF STUDYING OB
1. Development of people skills
WHAT IS HUMAN BEHAVIOR a. the skill in doing his work
- Human behavior refers to the physical b. the skill in relating with people
actions of a person that can be seen or 2. Personal growth – it makes a person
heard such as smiling and whistling. highly competitive in the workplace.
- With his thoughts, feelings, emotions, and The knowledge of a person's behavior
sentiments, the person exhibits behaviors helps the person understand his or her
similar or different when he is in or out of own behavior.
organization. 3. Enhancement of organizational and
individual effectiveness
ORGANIZATIONAL BEHAVIOR 4. Sharpening and refinement of common
• organizational behavior or ob may be sense
defined as the study of human behavior
un organization, of the interaction ETHICS AND ORGANIZATIONAL BEHAVIOR
between individuals and the Ethics
organization, and of the organization - refers to the set of moral choices a person
itself. makes based on what he or she ought to
do.
THE GOALS OF ORGANIZATIONAL Organizational Ethics
BEHAVIOR – these are the moral principle that
1. To explain behavior – OB needs to define right or wrong behavior in
systematically describe how people organizations.
behave under a variety of conditions, Ethical Behavior
an understand why people behave as – this refers to behavior that is accepted
they do. as morally “good” and “right” as
2. To predict behavior – OB must be used opposed to “bad” and “wrong”.
to predict behavior so support can be
provided to productive and dedicated What constitutes right and wrong in the
employees, and measures could be organization is determined by:
instituted to control the disruptive and (1) the public,
less productive ones. (2) interest group,
3. To control behavior – OB can offer (3) organizations,
some means for management to (4) the individual’s personal morals and
control the behavior of employees. It is values.
an important component of effective
performance, the usefulness of OB ETHICAL ISSUES
must not be overlooked. • Conflict of interest
• Fairness and honesty
THE BENEFITS OF STUDYING OB • Communication
1. Development of people skills • Relationships within the organization
2. Personal growth
3. Enhancement of organizational and
individual effectiveness
PART II DIVERSITY ROADBLOCK TO WORKPLACE DIVERSITY
❖ Prejudice and Discrimination
DIVERSITY ❖ Stereotyping
– Diversity simple means, differences. ❖ Differences in social identity
– Diversity not only concerns how people ❖ Power differentials
see themselves, but how they see
others. PREJUDICE AND DISCRIMINATION
– Diversity will increase considerably in • Prejudice is the irrational, inflexible
the upcoming years. opinion based on limited and insufficient
information and unfair negative attitudes
WORKPLACE DIVERSITY individuals hold about other people who
– Characteristic of aa group of people inside belong to social or cultural groups different
the organization where differences exist from their own.
on one or more relevant dimensions like
gender, age, religion, race, social class, • Discrimination is a behavior that results to
sexual orientation, personality, unequal treatment of the individuals based on
experiences, and geographical group membership.
background.
• Prejudice and discrimination do not have to
DIMENSIONS OF WORKPLACE DIVERSITY be obvious.

PRIMARY DIMENSIONS OF DIVERSITY • In the workplace they could be done in

❖ age subtle ways attributing discriminatory
❖ race behavior to another cause like poor
❖ ethnicity performance.
❖ gender
❖ physical qualities STEREOTYPING
❖ sexual/affectional orientation • Stereotyping is a generalized set of beliefs
about the characteristics of a group of
individuals.
SECONDARY DIMENSION OF DIVERSITY • People who engaged in stereotyping
❖ language and communication believed that all or most members of the
❖ appearance and dress group have certain trait characteristics or
❖ food and eating habits traits.
❖ time and time-consciousness • Stereotypes are unrealistic, non-factual, and
❖ smokers and non-smokers most of the time, are negative.
• Stereotyping cannot be easily dismissed.
BENEFITS OF WORKPLACE DIVERSITY
❖ Higher creativity in decision making DIFFERENCES IN SOCIAL IDENTITY
❖ Better understanding and service of • Social identity is a person's knowledge that
customer he fits in to a certain social groups, where
❖ More satisfied workforce fitting in to those groups has emotional
❖ Increased adaptability importance.
❖ Broader service range • A woman can be conscious when in an all-
male work environment than when she is a
mixed-gender group.
• In-group:agroupwhereyoubelong.
• Out-group:agroupyoudonotbelong. - involves the ability to break habit- bound
way of thinking and generate useful ideas. It
POWER DIFFERENTIALS produces innovation which is the lifeblood of
• Power is not always equally distributed. a growing number of successful organization.

PART III ABILITY

– is a persons talent to perform a mental
PERSONALITY AT WORK or physical task.
• Personality encompasses the relatively – it includes both the natural aptitude
stable feelings, thoughts, and behavioral and learned capabilities.
patterns that have been formed significantly – natural aptitude: are natural talents
by genetic and environmental factors which that aids employees in learning specific
give an individual an identity. task more on speedily and execute
• Personality or identity is formed by Nature, them better.
Nurture, Family Relations, and Culture. – learned capabilities: are the skills and
knowledge a person currently has.

MENTAL ABILITY
BIG FIVE PERSONALITY TRAITS – Is the acquisition and application of
1. Conscientiousness solving problems.
2. Agreeableness – Types of mental ability includes verbal
3. Neuroticism ability, quantitative ability, reasoning
4. Openness ability, spatial ability, perceptual
5. Extraversion ability.

OTHER PERSONALITY TRAITS IN THE VERBAL ABILITY

WORKPLACE – this is the ability to understand and
1. PROACTIVE PERSONALITY express oral and written
- people with proactive personality are more communication quickly and accurately.
successful over the course of their careers, – there are two abilities under verbal
because they use initiative and obtain greater ability namely oral comprehension and
understanding of politics within the
organization. WRITTEN COMPREHENSION.
• Oral comprehension: is the ability to
2. MACHIAVELLIANISM understand spoken words and sentences
- they are rational, non-emotional, willing to • Written comprehension: is the ability to
accomplish their goal in life, place less understand written words and sentences
concern on loyalty and friendship and enjoy
manipulating the behavior of other QUANTITATIVE ABILITY
individuals. – it refers to the two types of
mathematical abilities.
3. RISK PROPENSITY – there are two abilities under
- risk takers. This is also the degree of quantitative ability which are
willingness of a person to take chances and numerical aptitude and numerical
create risky decisions. reasoning.

4. CREATIVITY
Numerical aptitude: is the ability to perform EMPLOYEE MOTIVATION
basic math operations quickly and accurately. CHAPTER 5

Numerical reasoning: is the ability to • Manager are always interested in

analyze logical relationships and to recognize knowing and understanding the causes
the underlying principles underlying them. of effective and ineffective
performances. Motivation plays a
REASONING ABILITY significant role in shaping behavior and
– This is the ability to analyze influencing to a great extent work
information so as to make valid performance in organizations. Ob
judgements on basis of insights, rules, design to be a major cause of effective
and logic. job performance.

• Problem sensitivity: is the ability to sense

that there is a problem at the present or likely
to occur in the future. MOTIVATION STARTS FROM THE
• Deductive reasoning: is the ability to draw INDIVIDUAL
conclusion or make choice that logically • The concept of motivation plays an
follows from existing assumptions and data. important role in analyzing and
• Inductive reasoning: is the ability to explaining the behavior. Motivation
identify after observing specific cases or means inspiring the personnel/
instances. workers/ employees with an
enthusiasm to work for the
SPATIAL ABILITY accomplishment of objectives of the
• This is the ability linked to visual and mental organization.
representation and manipulation of objects in • Thus, a manager has to motivate his
space. workers to perform in order to get the
• Spatialorientation:is having good things done. Giving well organized and
understanding of where one is relative to understandable instructions and
others things in environment. orders does not mean that they will be
• Visualization:is the ability to imagine followed.
three-dimensional forms in space and to be • An unsatisfied need initiates the
able to manipulate them mentally. motivation process, leading individuals
to perform actions to satisfy the need.
PERCEPTUAL ABILITY Managers should consider individual
• It is the ability to perceive, understand, and needs when motivating multiple
recall patterns of information. employees, as people often seek
• speed and flexibility closure :isthe ability favorable conditions or escape
to pick out a pattern of information quickly unfavorable situations.
even without all the information present.
• perceptual-speed :is the ability to examine
and compare numbers, letters, and objects Therefore, the ideal approach to motivate a
quickly. person is to know his individual needs first
then present him a reward that either:

1. helps him continue the favorable status he

used to live in
2. or present him a reward that would permit 2. In the second level, safety needs exist
him to get away from the poor condition he which include personal security, health, well-
used to live in being and safety against accidents remain.

CONTENT APPROACHES 3. In the third level, belonging needs exit.

• Motivation is a complex phenomenon This is where people need to feel a sense of
with various theories, including belonging and acceptance. It is about
Maslow’s Hierarchy of Needs, relationships, families and friendship.
Aldefers’s ERG Theory, Herzberg’s Organizations fulfill this need for people.
Two-Factor Theory, and McClelland’s
Learned Needs Theory, all focusing on 4. In the fourth level, self-esteem needs
individual needs and their influence on remain. This is where people looks to be
managerial practices. respected and to have self- respect.
Achievement needs, respect of others are in
this level.
MASLOW’S HIERARCHY OF NEEDS
5. In the top-level, self-actualization needs
Maslow's Hierarchy of Needs exist. This level of need pertains to realizing
• Abraham Maslow’s theory suggests the person's full potential.
that humans are motivated by multiple
needs in a hierarchical order, with
unsatisfied needs influencing behavior, ALDEFER’S ERG THEORY
and satisfied needs are not motivators,
as defined by Maslow’s. Aldefer's ERG Theory
• Clayton Alderfer's ERG (Existence,
Relatedness, and Growth) theory is
Maslow’s theory is based on the following two built upon Maslow's hierarchy of needs
principles; theory. To begin his theory, Alderfer
DEFICIT PRINCIPLE collapses Maslow's five levels of needs
• A satisfied need no longer motivates into three categories.
behavior because people act to satisfy
deprived needs.
PROGRESSION PRINCIPLE Aldefer's ERG Theory
• The five needs he identified exist in a 1. Existence needs are desires for
hierarchy, which means that a need at physiological and material well-being. (In
any level only comes into play after a terms of Maslow's model, existence needs
lower-level need has been satisfied. include physiological and safety needs).

2. Relatedness needs are desires for satisfying

THE LEVEL OF MOTIVATION ARE THE interpersonal relationships. (In terms of
FOLLOWING; Maslow's model, relatedness correspondence
1. In the first level, physiological needs exist to social needs)
which include the most basic needs for
humans to survive, such as air, water and 3. Growth needs are desires for continued
food. psychological growth and development. (In
terms of Maslow's model, growth needs
include esteem and self-realization needs) McClelland's Learned Needs Theory

• The frustration-regression principle McClelland's Learned Needs Theory

suggests that unsatisfied needs drive David McClelland's acquired needs theory
behavior, with lower level needs recognizes that everyone prioritizes needs
becoming less important as they are differently. He also believes that individuals
satisfied. Higher level needs become are not born with these needs, but that they
more important, and if not met, are actually learned through life experiences.
individuals may move down the McClelland identifies three specific needs:
hierarchy. Managers should capitalize
on this.

1. Need for achievement is the drive to

HERBERG’S TWO-FACTOR THEORY excel. High achievers differentiate
themselves from others by their
Herzberg's Two-Factor Theory desires to do things better. These
• Frederick Herzberg offers another individuals are strongly motivated by
framework for understanding the job situations with personal
motivational implications of work responsibility, feedback, and an
environments. intermediate degree of risk. In
addition, high achievers often exhibit
the following behaviors;
Herzberg's Two-Factor Theory a. Seek personal responsibility for
In his two-factor theory, Herzberg identifies finding solutions to problems
two sets of factors that impact motivation in b. Want rapid feedback on their
the workplace: performances so that they can
tell easily whether they are
1. Hygiene factors like salary, job security, improving or not
working conditions, and organizational c. Set moderately challenging goals
policies can reduce employee dissatisfaction, and perform best when they
but improvements like music or no-smoking perceive their probability of
policies may not necessarily increase success as 50-50
satisfaction.
2. Need for power is the desire to cause
2. Job satisfaction and motivation are largely others to behave in a way that they
driven by factors like responsibility, would not have behaved otherwise. An
achievement, growth opportunities, and individual with a high need of power is
recognition, which can be enhanced by likely to follow a path of continued
managers by identifying employees' actual promotion over time. Individuals with
tasks. a high need of power often
demonstrate the following behaviors:

Herzberg's two-factor theory suggests that a. Enjoy being in charge

managers should ensure adequate hygiene b. Want to influence others
factors and build satisfiers into jobs to reduce c. Prefer to be placed into competitive
dissatisfaction and increase satisfaction. and status-oriented situations
 d. Tend to be more concerned with behavior is initiated, redirected, and halted.
prestige and gaining influence over Implications of process theories include the
others than with effective performance following:

1. Establishing goals to direct behavior is an

3. Need for affiliation is the desire for important part of a motivational program.
friendly, close interpersonal 2. Motivational programs should be perceived
relationships and conflict avoidance. as equitable and deliver desirable outcomes
People with the need for affiliation seek the individual has an expectation of achieving.
companionship, social approval, and
satisfying interpersonal relationships.
People needing affiliation display the EXPENTANCY THEORY
following behaviors Expectancy Theory, developed by Victor H.
Vroom in 1964, suggests that human behavior
a. Take a special interest in work is motivated by conscious expectations of
that provides companionship desired outcomes, multiplied by an
and social approval individual's preference or valence for those
b. Strive for friendship outcomes.
c. Prefer cooperative situations
rather than competitive ones
d. Desire relationships involving a Here is the equation suggests that human
high degree of mutual behavior is directed by subjective probability.
understanding Motivation = Expectancy X Instrumentality X
e. May not make the best managers Valence
because their desire for social Where:
approval and friendship may
complicate managerial decision M (motivation) is the amount a person will
making be motivated by the situation they find
themselves in. It is a function of the following.

• McClelland links work preferences to E (expectancy) is the person's perception

needs, and managers can adapt that effort will result in performance. In other
environments to meet these needs. words, the person's assessment of the degree
High achievement needs don't to which effort actually correlates with
necessarily make a good manager, performance.
especially in large organizations. Best
managers prioritize power and I (instrumentality) is the person's
affiliation. perception that performance will be
rewarded/ punished. L.e., the person's
assessment of how well the amount of reward
PROCESS APPROACHES correlates with the quality of performance.
Process approaches are concerned with
"how" motivation happens. They provide a V (valence) is the perceived strength of the
description and analysis of how behavior is reward or punishment that will result from
energized, directed, sustained and stopped.In the performance. If the reward is small, the
other words, it explains how an employee's
motivation will be small, even if expectancy outcome-input ratio receives greater
and instrumentality are both perfect (high). outcomes without any significant increase in
contribution, that other person. The essential
aspect is a similar ratio of outcomes to inputs.
EQUITY THEORY For example by attempting to change a
– Victor H. Vroom, developed the person's inputs or encouraging a different
expectancy theory in 1964, producing a object of comparison.
systematic explanatory theory of
workplace motivation. Theory asserts that
the motivation to behave in a particular GOAL-SETTING THEORY
way is determined by an individual's – Edwin Locke proposed Goal Theory in
expectation that behavior will lead to a 1968, which proposes that motivation and
particular outcome, multiplied by the performance will be high if individuals are
preference or valence that person has for set specific goals which are challenging,
that outcome. but accepted, and where feedback is given
on performance.
Adams identifies six types of possible
behavior as consequences of inequity. They The attributes that Locke made emphasis in
are: this theory are:
1. Goal specificity-the degree of
1. Changes to input - a person may increase or quantitative preciseness of the goal
decrease the level of his inputs. 2. Goal difficulty-the degree of
proficiency or the level of goal
2. Changes to outcomes - a person may performance that is being sought
attempt to change outcomes such as pay, 3. Goal intensity-the process of setting a
without changes to inputs. goal or of determining how to reach it
4. Goal commitment-the amount of effort
3. Cognitive distortion of inputs and outcomes that is actually used to achieve a goal
- Adams suggests that it is difficult for people
to distort facts about themselves but it is The two most important findings of this
possible to distort the utility of those facts: for theory are:
example, the belief about how hard they are 1. Setting specific goals (e.g. I want to
really working. earn a million before I am 30)
generates higher levels of performance
4. Leaving the field - a person may try to find than setting general goals (e.g. I want to
a new situation with a more favorable earn a lot of money).
balance, for example, by absenteeism. 2. The goals that are hard to achieve are
linearly and positively connected to
5. Acting on others - a person may attempt to performance. The harder the goal, the
bring about changes in others, for example is more a person will work to reach it.
lower their inputs or accept greater
outcomes.
JOB DESIGN PRACTICES THAT MOTIVATES
6. Changing the object of comparison - means – Many people assume the most important
changing the reference group with whom motivator at work is pay. However,
comparison is made. For example, where experts point to a different factor as the
another person with a previous similar
 major influence over worker motivation performance, while high feedback indicates
which is job design. success.

– Job design has a major impact on employee

motivation, job satisfaction, commitment JOB ROTATION
to an organization, absenteeism, and – Job rotation involves moving
turnover. Obviously, many managers now employees from job to job at regular
are giving attention on how to properly intervals. When employees
design jobs so that employees are more periodically move to different jobs, the
productive and more satisfied. monotonous aspects of job
specialization can be relieved. Using
this technique, among others, the
JOB CHARACTERISTICS MODEL company is able to reduce its turnover
– The job characteristics model is one of level.
the most influential attempts to design Job rotation has a number of advantages for
jobs with increased motivational organizations.
properties. The model describes five
core job dimensions leading to three 1. Burnout reduction- Regular rotation of
critical psychological states, resulting job functions reduces burnout, apathy, and
in work-related outcomes. boredom among employees, thereby
promoting productivity, absenteeism, and
1. Skill variety refers to the extent to which turnover, while increasing task variety and
the job requires a person to utilize multiple reducing needless repetition.
high-level skills.
2. Increased employee satisfaction -
2. Task identity refers to the degree to which Business owners can improve employee
a person is in charge of completing an satisfaction by allowing job rotation, which
identifiable piece of work from start to finish. helps identify strengths and weaknesses,
enhances performance capacity, and
3. Task significance refers to whether a increases their sense of worth and
person's job substantially affects other importance within the company.
people's work, health, or well-being.
3. Increased employee motivation-
4. Autonomy refers to a person's freedom to Business owners should enhance employee
decide how to perform tasks, with higher motivation by offering rotation opportunities,
levels of autonomy resulting in increased which enhance skills, abilities, and
motivation and effectiveness. Autonomous competencies, leading to better job
employees are less likely to adopt a "this is not performance and promotion. This also fosters
my job" approach and are more proactive and appreciation for coworkers, decreases
creative, making them crucial for individual animosity, and enhances organizational
and company success. commitment.

5. Feedback at work refers to how individuals 4. Three benefits above cumulatively

learn their effectiveness in their work influence a business's turnover rate and
environment, from supervisors, peers, workplace injuries- Turnover is greatly
subordinates, and customers, or from the job reduced because employees do not
itself. Low feedback indicates poor experience the fatigue, boredom, and
dissatisfaction associated with performing meaningful and capable of influencing
the same job every day. This, in turn, greatly the company.
increases an employee's level of awareness
and attention to detail, which decreases the High levels of empowerment allow employees
likelihood of workplace injury or stress. to manage tasks and perform tasks effectively.
Structural empowerment refers to work
environment factors that give employees
JOB ENLARGEMENT discretion and autonomy, leading to felt
– Job enlargement may have similar empowerment, which is a perception.
benefits to job rotation, because it may
also involve teaching employees
multiple tasks. Experts say that when
jobs are enlarged, employees view HERE ARE SOME TIPS FOR EMPOWERING
themselves as being capable of EMPLOYEES;
performing a broader set of tasks.
1. Change the company structure so that
employees have more power on their jobs - If
JOB ENRICHMENT jobs are strongly controlled by organizational
– Job enrichment is a job redesign procedures or if every little decision needs to
technique that allows workers more be approved by a superior, employees are
control over how they perform their unlikely to feel empowered. Give them
own tasks. This approach allows discretion at work.
employees to take on more
responsibility. As an alternative to job 2. Provide employees with access to
specialization, companies using job information about things that affect their
enrichment may experience positive work - When employees have the information
outcomes, such as reduced turnover, they need to do their jobs well and
increased productivity. and reduced understand company goals, priorities, and
absences. strategy, they are in a better position to feel
empowered.
EMPOWERMENT
– One of the contemporary approaches 3. Make sure that employees know how to
to motivating employees through job perform their jobs - This involves selecting
design is empowerment. The concept the right people as well as investing in
of empowerment extends the idea of continued training and development.
autonomy. Empowerment is the
removal of conditions that make a 4. Do not take away employee power - If
person powerless. someone makes a decision, let it stand unless
– Empowerment is the belief that it threatens the entire company. If
employees can make decisions and management undoes decisions made by
perform their jobs effectively if employees on a regular basis, employees will
management removes barriers. not believe in the sincerity of the
Companies should create an empowerment initiative.
environment where employees feel
motivated and have discretion in job
content and context. Empowered
employees believe their work is
5. Instill a climate of empowerment in which 4. Job Sharing - Under these arrangements,
managers do not routinely step in and take two people voluntarily share the duties and
over instead, believe in the power of responsibilities of one full-time position, with
employees to make the most accurate both salary and benefits of that position
decisions, as long as they are equipped with prorated between the two individuals.
the relevant facts and resources.
5. Work Sharing - These programs are
increasingly used by companies that wish to
FLEXIBLE WORKING ARRANGEMENTS avoid layoffs. It allows businesses to
– Flexible work arrangements offer temporarily reduce hours and salary for a
alternative schedules beyond portion of their workforce.
traditional hours, allowing employees
to achieve better work-life balance. 6. Expanded Leave - Employees can request
These arrangements can include part- extended leave without losing their rights,
time work, job shares, compressed available on paid or unpaid basis for various
hours, career breaks, and sabbaticals. reasons like sabbaticals, education,
community service, family issues, and medical
– Supporters believe these programs care.
recognize the challenges employees
face in balancing family obligations and 7. Phased Retirement - Under these
work duties, making a company more arrangements, the employee and employer
attractive to potential employees. agree to a schedule wherein the employee's
However, critics argue that ill- full-time work commitments are gradually
considered plans can negatively impact reduced over a period of months or years.
a company.
8. Partial Retirement - These programs
Flexible work arrangements can take any allow older employees to continue working
number of forms; on a part time basis, with no established end
date.
1. Flextime - Flextime is a flexible work
arrangement where employees choose their 9. Work and Family Programs - Larger
starting and quitting times from available companies
hours, now widely used in various industries. have successfully implemented pilot
initiatives in childcare and eldercare
2. Compressed Work Week - The programs, despite their rarity, indicating
compressed work week involves reducing the potential for positive outcomes.
standard work week to less than five days,
with options including four 10-hour days or
two weeks of 9-hour work.

3. Flexplace- This term encompasses various

arrangements in which an employee works
from home or some other non-office location.
Telecommuting is the most commonly
practiced example of this type of flexible
employment.
 Workplace Stress Defined 7 Early Warnings of Workplace Stress
Stress 1. Headache
– a feeling of tension when something is 2. Sleeping
beyond one’s ability to deal with disturbances
– could cause danger to well-being 3. Difficulty in
concentrating
Acute Stress 4.Short temper 5.Upset stomach
- short-term reaction to immediate threat 6. Job dissatisfaction
7.Low morale
Acute Chronic Chronic Stress
- results from ongoing situations
2 Models of Workplace Stress
1. Demand-Control Model
Acute Stress - Robert Karasek (1979)
- some results that could result to this - a function on how demanding and how
stress: much control a person has over their
acute stress responsibilities
1. Alertness and excitement Increase in
energy 2. Effort-Reward Imbalance Model
2. Feelings of uneasiness and worry - Johannes Siegrist
Feelings of sadness - unequal rewards to high effort likely cause
3. Loss of appetite the stress and other negative emotions
4. Short-term suspension of immune
system
5. Increased metabolism of body fat Demand
expectation or goals they need to accomplish
demand, control = likely to be more stressed
Chronic Stress
some results that could result to this stress: Demand-Control Model
1. Anxiety and panic attacks Depression extent to which individuals are able to affect
2. Long-term disturbance in eating the state of workplace de demands
Irritability control
3. Lowered resistance to infection and
disease
4. Diabetes
5. High blood pressure Examples of Jobs Representing Demand-
6. Loss of sex drive control Combinations

High strain
Workplace Stress high demands, low control
- response people may have when nurse, waiter, assembly-line worker
presented with work demand and
pressures that are not coordinated to their Active
knowledge and abilities and which high demands, high control
challenge their ability to handle. engineer, physician, teacher
Passive Career ambiguity
low demands, low control - whether they are meeting expectations
janitor, night watchman can lead to a feeling of helplessness and
vulnerability
Low strain - daily/weekly confirmation
low demands, high control - keep workers informed of business
architect, natural scientist, lineman situations, threats, and obstacles

Effort-Reward Imbalance Model by Random interruptions

Siegrist - keep employees from getting their work
- elucidates that high effort but low done
rewards are likely to cause recurrent - encouraging proper time management
negative emotions and sustained stress delegation of tasks clarifying expectations
responses appropriate social rewards
evoke positive emotions, promoting Unclear policies and no sense of direction
well-being, health, and survival - lack of focus = uncertainty and
undermines confidence in management
Effort-Reward Imbalance Model by Siegrist - clear communication of policies and
imbalance maintained... company goals
- if no alternative choice available of - top management must convey it to
accepted for strategic reasons everyone repetition is important
- if motivational pattern present
(overcommitment) Workplace Stressors
- unclear policies and no sense of direction
- to reinforce the policy, use...
Effort-Reward Imbalance Model emphasizes emails
two factors: meetings
The Effort Required By A Manager announcements
- performance demands and obligations of
the job No Appreciation
- failure to show appreciation for employee
The Rewards A Person Receives As A participation generates stress
Result Of The Effort - daily appreciation increase of profits
- intrinsic and extrinsic outcomes of the helping retain your top talent
work Too many open folders
- regardless of whether you are a good
multi-tasker or not, working on too many
Workplace Stressors things at the same time is stressful
- set priorities
Lack of time or perceived lack of time - do things one at a time in the larger time
- feel like they have no control over their spans, manage your time well
- participation or outcome of their work
- keep people advised of company policies
and changes
- management needs to listen
Lack of Knowledge - A Unipolar disorder is characterized by
- people get stressed out when they don't depressive symptoms (sadness, loss of
have the right expertise to deal with the interest or pleasure).
situation - The symptoms of a Bipolar disorder are
- create healthy environment for employees both depressive and manic (feelings of
to not be pressured excitement and euphoria).
- be open minded for them to be
comfortable to ask for an expert
Individual Consequences Symptoms of
Symptoms:
Change Bipolar Disorder
- boredom causes stress and they crave Symptoms of depression
change or change is the cause Manic symptoms
- focus on the benefits leader must gain buy- Depressed mood
in to persuade the rest Loss of interest or pleasure Loss or increase in
weight/appetite
Worrying about events that have not Sleep disorders
happened yet
- usually comes from the worst-case Manic Symptoms:
scenario people Increase in self-esteem or exaggerated self-
- aim for the best-cases and to deal with confidence Diminished need to sleep (for
less-ideal results example, feeling rested after only three hours
- convey the plan in striving the positive and of sleep) Increased need to talk Impression
dealing with disasters that thoughts are going by too fast
- after doing this, you will gain trust; trust is
a stress-buster Symptoms:
Agitation or loss of energy
A feeling of worthlessness or guilt
Physical Health/ Relationship s Difficulty in thinking, concentrating or
- when people don’t feel good about making decisions
themselves Thoughts about death and suicide
- may seek instant gratification that gets
compounded
- make sure employees feel open to tell Manic Symptoms:
managers about personal situations Difficulty paying attention to only one thing at
managers must act as sounding boards a time Increased activities (for example,
when asked for an advice build trust social, professional, school or sexual)
Engagement in activities that may be harmful
Consequences of Workplace Stress to the person or to others (for example,
irrational spending or selling)
INDIVIDUAL CONSEQUENCES
1. Model disorders
- It is hard to distinguish between normal 2.Anxiety disorders
mood swings and serious mood disorders. It is a response to a threat or danger
There are two types of mood disorders : that really exists, anxiety is an unpleasant
Unipolar and Bipolar. inner state that appears when a danger is
anticipated, but often without the individual
being able to clearly specify the object of that • Irritability
fear. • Muscle cramps
• Sleep disorders (difficulty in falling and
a. Panic disorder remaining asleep, agitated sleep)
The victims of a panic attack will suddenly
experience fear or intense malaise. Panic 3. Burn-out
attacks begin suddenly and generally reach - It results when individuals have an
their height within 10 minutes or less. When unhealthy
panic attacks are repeated and occur - relationship with their work. They put
suddenly, a person is said to suffer from a more and more energy into their work
panic disorder. to the detriment of their personal life,
while deriving less and less satisfaction
from it.
SYMPTOMS OF PANIC ATTACK
• Palpitations, pounding heart or
accelerated heart rate SYMPTOMS OF BURN-OUT
• Sweating • Generalized fatigue, loss of enthusiasm
• Trembling or shaking • Physical symptoms (e.g., back pain,
• Sensations of shortness of breath or gastrointestinal disorders)
smothering, feeling of choking • Loss of self-confidence Feeling of
• Chest pain incompetence Guilt

SYMPTOMS OF PANIC ATTACK SYMPTOMS OF BURN-OUT

• Nausea or abdominal distress • Aversion to work and deterioration of
• Feeling dizzy, unsteady, lightheaded or on- the-job performance (lack of ethics,
faint Feelings of unreality or being absenteeism, etc.)
detached from oneself • Difficulties in concentrating and loss of
• Fear of losing control or going crazy memory
• Fear of dying • Anxiety Irritability Negative attitude
• Numbness or tingling sensations
• Chills or hot flushes

b. Generalized anxiety disorder 4. Survivor syndrome

Individuals are suffering from generalized - Following a work reorganization, the
anxiety when, for most of the time over a - employees who have not been laid off
period of 6 months, they are anxious and can often be more distressed,
excessively worried when confronted with depressed, tired and demotivated.
events or activities that are usually part of They can also be mistrustful and angry
everyday life. with their organization.

SYMPTOMS OF GENERALIZED ANXIETY SYMPTOMS OF SURVIVOR SYNDROME

• Agitated, feeling "boosted" • Anguish
• Fatigue • Depression
• Difficulty in concentrating or loss of • Fatigue
memory
 • Anger, hostility and disloyalty to the 5. Litigation - where an employee
organization and its management Guilt experiences stress due to the organisation
at having retained their job Feelings of failing to meet its legal obligations the
job insecurity employee may search for a legal remedy.
6. Reputational Damage - the reputation of
the organization is damaged by the culture of
SYMPTOMS OF SURVIVOR SYNDROME workplace stress which can develop as a
• Competitive work environment result of the failure to manage stress at both
Demotivation and dissatisfaction at an organizational and individual level.
work 7. Increased training costs - as a result of
• Decreased productivity higher staff turnover, more induction courses
• Decreased commitment to are required. The organization may also have
organization Resistance to change to spend more on interpersonal skills, health
• Intention to leave job and safety and stress management training.

ORGANIZATIONAL CONSEQUENCES
- The consequences and symptoms of Managing Workplace Stress
workplace stress first become - Stress affects millions of people. One of
observable at the individual level. the most common forms of stress is
However, it is not only the individual that related to ones careers and the
who suffers the consequences of workplace. In today's economic
workplace stress. Where the stress is difficulty, work related is even more
not identified and dealt with on time, it pronounced than ever before. Worries
quickly impacts on the organisation about whether or not people will be
and society. able to keep their job, their health
insurance, and even keep their homes,
plays large role in stress, and the
ORGANIZATIONAL CONSEQUENCES possibility of losing a job can be scary.
1. High staff turnover & recruitment costs -
many organizations make no effort to
determine the true reason for an employee's Variety of Strategies an employee can take to
resignation and so in no way realize that their reduce stress levels
organization has an issue with workplace 1. Put it in perspective - jobs are disposable,
stress. friends, families, and health is not.
2. High absenteeism & presenteeism levels 2. Modify one’s job situation - if a person
- also be the effect of staff feeling that they just really likes his employer, but the job has
cannot deal with with going into work. become too stressful (or too boring), ask
3. Reduced productivity levels - as about tailoring the job to ones skills.
exposure to workplace stress is prolonged 3. Get time away - if a person feels the stress
and chronic fatigue kicks in, it becomes building, take a break.
harder for the employee to work to an optimal 4. Fight through the clutter - taking the time
level. to organization ones desk or workspace can
4. Increased health & safety issues - help ease the sense of losing control that
employees tend to take more risks and suffer comes from too much clutter.
poorer concentration when they are stressed.
5. Talk it out - Sometimes the best stress- 2. Feedback system
reducer is simply sharing ones stress with
someone else.
6. Cultivate allies at work - just having one PURPOSES OF PERFORMANCE APPRAISAL
or more co-workers who are willing to assist INCLUDE:
in times of stress will reduce ones stress level. 1.JUDGMENTAL ORIENTATION-
7. Find humor in the situation - when a - focus on past performances and
person or the people around him start taking provide a basis for making judgments
things too seriously, find a way to break on which employee should be
through with laughter. rewarded and how effective
8. Have realistic expectations - having organizational programs like selection
unrealistic expectations for what one can and training have been.
accomplish sets up for failure and increased
stress. 2.DEVELOPMENTAL ORIENTATION-
9. Nobody is perfect - if a person is one of - concern with improving future
these types that obsess over every detail and performance by ensuring expectations
micromanage to make sure "everything is are clear and by identifying ways to
perfect," he needs to stop. facilitate employee pertormance
10. Maintain a positive attitude - negativism through training
sucks the energy and motivation out of any
situation, so avoid it whenever possible.
Instead, develop a positive attitude and learn •Performance appraisal must be focus on job
to reward oneself for little accomplishments performance not on the performers When
(even if no one else does) evaluating employees, it is necessary to
ensure that the focus of the appraisal is on the
job performance and that it has proper
weighing of relevant behaviors.

THE THREE (3) ASPECTS

PERFORMANCE APPRAISALS, FEEDBACK & • • Deficiency-It happens when the
REWARDS evaluation does not focus on all aspects of
the job.
• Contamination-It happens when activities
PEFORMANCE APPRAISAL not part of the job responsibilities are
- Performance appraisal deals with how included in the evaluation.
organizations evaluate and measures • Distortion-This takes place when an
its employees achievements and improper emphasis is given to various job
behaviors. elements.
- Performance appraisal is the right time
to set new goals and objectives for the TYPES OF PERFORMANCE APPRAISALS
employees. •Performance appraisal system allows the
management classify employees into
Purposes Of Performance Appraisals performers and non-performers.
Effective performance appraisal systems
contain two basic systems operating in
combination:
1. Evaluation System
a. SELF-EVALUATION METHOD
- Self evaluations are a great way to kick- MANAGEMENT BY OBJECTIVE (MBO)
off reviews. A self-evaluation is when - Designed to include employees in the
the employee is asked to judge their goal-setting process and define
own performance against "success" by measuring
predetermined criteria. accomplishments against a clearly
established set of objectives.
b. BEHAVIORALLY ANCHORED RATING
SCALE (BARS) FORCED DISTRIBUTION
- Behaviorally Anchored Rating - Form of comparative evaluation in
- Scales has a list of criteria that an which an evaluator rates subordinates
employee should workup to be a according to a specified distribution.
diligent worker. •The behaviors differ
according to the type of job been GRAPHIC RATINGS SCALE
assessed. - most common performance
appraisal
360 DEGREE APPROACH - used to evaluate an employee in
- feedback of the manager, supervisor, term of success within a
team members and any direct report - variety of areas
- involve the appraisee receiving - typical minimum required grade to
feedback from people (named or be considered success,
anonymous) whose views are - those who don't make it often put
considered helpful and relevant. on a performance improvement
plan.
WHAT A 360 FEEDBACK SURVEY
MEASURES: CRITICAL INCIDENT METHOD
1. 360 feedback measures behaviors and - Describe an employee's excellent or poor
competencies response to situations arising during the
2. 360 assessments provide feedback on year in question.
how other perceive an employee
3. 360 feedback addresses skills such as PAIRED COMPARISON ANALYSIS
listening, planning, and goal-setting - Relies on a grid that present numerical
4. 360 evaluation focuses on subjective values for each employee based on an
areas such as teamwork, character, and established set of criteria.
leadership effectiveness
WHAT 360 FEEDBACK SURVEYS DO NOT RANKING
ASSESS: - Compare one employee to another
1. 360 feedback is not a way to measure resulting in an ordering of employees in
employee performance objectives relation to one another.
2. 360 feedback is not a way to determine
whether an employee is meeting basic ESSAY METHOD
job requirements. 3. 360 feedback is - Involves an evaluator's written report
not focused on basic technical or job- appraising an employee's performance,
specific skills usually in terms of job behaviors and/or
3. 360 feedback should not be used to results.
measure strictly objective things such
as attendance, sales quotas, etc.
 EFFECTIVE WAYS OF IMPROVING REINFORCEMENT THEORY OF
PERFORMANCE APPRAISALS: MOTIVATION
• Make sure managers and subordinates - Proposed by
understand the appraisal system. • - BF Skinner [Burrhus Frederic Skinner]
Assess the effectiveness of the and his associates.
organization’s current system - It states that individual's behavior is a
• Appraisals skills training for managers function of its consequences.
is a must - Individual's behavior with positive
• Increase manager’s willingness to consequences tends to be repeated, but
conduct effectives appraisals individual's behavior with negative
• Start with effective performance consequences tends not to be repeated.
planning
• Make informal appraisals ongoing METHODS FOR CONTROLLING THE
activity BEHAVIOR OF THE EMPLOYEES
• Provide resources necessary to link pay 1.) POSITIVE REINFORCEMENT
to performance - This implies giving a positive response
• • Use anniversary dates to stragger when an individual shows positive and
appraisals. required behavior.
2.) NEGATIVE REINFORCEMENT
PERFORMANCE APPRAISALS FEEDBACK - This implies rewarding an employee by
- Performance appraisal feedback is always removing negative/ undesirable
easier to give (and receive) if managers consequences. Both positive and
have followed a structured process of: negative reinforcement can be used for
• Agreeing performance objective or increasing desirable / required
standards behavior.
• Monitored employee performance and 3. PUNISHMENT
• Given employees ongoing performance - It implies removing positive
feedback (not just a consequences so as to lower the
• performance appraisal time) probability of repeating undesirable
behavior in future.
EFFECTIVES OF PERFORMANCE 4. EXTINCTION
APPRAISAL FEEDBACK - It implies absence of reinforcement.
- Effective and timely feedback is a critical
component of a successful performance
management program should be used in PUNISHMENT
union with setting performance goals. We add an unpleasant response to decrease
the behavior
ELEMENTS ARE NEEDED TO ENSURE ITS
EFFECTIVENESS, WHICH ARE EXTINCTION
• Specificity We also want to decrease the behavior, by
• Timeliness removing something pleasant like the comfy
• Manner carpet.

REINFORCEMENT SCHEDULES
- A schedule of reinforcement is basically
a rule stating which instances of a
behavior will be reinforced.
 - In some case, a behavior might be EMPLOYEE REWARDS PROGRAM
reinforced every time it occurs. - Involve all employees in the
Sometimes, a behavior might not be development, implementation, and
reinforced at all. revision of rewards programs.
- When and how often we reinforce a - Ensure that employees view the
behavior can have a dramatic impact rewards as worth the effort.
on the strength and rate of the - Make sure that employees understand
response. how to earn the reward.
- Recognize small and large
TWO TYPES OF REINFORCEMENT accomplishments
SCHEDULES: - Make sure the employees view the
CONTINUOUS REINFORCEMENT reward system as fair
- The desired behavior is reinforced - Offer financial rewards, non-monetary
every single time it occurs. This rewards and recognition
schedule is best used during the initial
stages of learning in order to create a
strong association between the
behavior and the response. Intrinsic Rewards
- Internal factors that motivate Rewards
IN PARTIAL REINFORCEMENT employees to want to complete specific
- The response is reinforced only part of tasks and projects
the time. Learned behaviors are
acquired more slowly with partial Intrinsic Motivation
reinforcement, but the response is - Doing an activity for its inherit
more resistant to extinction. - satisfaction rather than for some
separable consequence
Four schedules of Partial Reinforcement:
A. Fixed-Ratio Schedules 1. sense of meaningfulness
B. Fixed-Interval Schedules This reward involves the meaningfulness or
C. Variable-Ratio Schedules importance of the purpose a person is trying
D. Variable-Interval Schedules to fulfill.

A. Fixed-Ratio Schedules 2 . Sense of choice

- Reinforcement given after action • Feels ownership of his work, believe in the
completed a fixed amount of times. approach he is taking, and feel responsible for
B. Fixed-interval schedules making it work.
- Reinforcement given after a fixed 3. Sense of Competence • Feels a sense of
period of time action is completed. satisfaction, pride, or even artistry
C. Variable-Ratio Schedules on how employees handle these activities
- Reinforcement given after action 4.Sense of Progress • Feels that his work is on
completed a varying amount of times. track and moving in the
D. Variable-Interval Schedules right direction
- Reinforcement given after varying
periods of time if action is completed . Extrinsic Reward
- Usually financial in nature, such as
raise in salary, a bonus for reaching
some quota or paid time off
 - Management rewards employees
Extrinsic Motivation teams effort regardless of outcomes
- Motivated to perform an activity
Motivation to earn a reward or avoid 5. Part-Time benefits
punishment - Employers generally choose whether
their part-time employees will receive
Seven Different Approaches to Reward benefits
Skill-Based Pay
- Refers to a pay system in which pay 6. Gain-Sharing
increases are linked to the number of - Similar to a profi-sharing plan, gain
skills sharing is a team incentive in which
management reward employee groups
Three Type of Skills for measurable, non-financial
1. Horizontal Skills achievements in pre-established areas.
2. Vertical Skills
3. Depth Skills 7. Employee Stock Ownership
• Is an employee-owner program that
2. Broadbanding provides a company’s workforce with an
- Broadbanding pay structure uses a ownership interest in the company.
small number of large salaries pay
roles, instead of many different pay
grades within an organization USING TEAMS IN ORGANIZATION

3. Concierge
- It is an employee benefit award that DIFFERENTIATING TEAMS FROM GROUPS
exempts you to some Services labor GROUP
that helps you relax or sometimes with Group and teams are not the same thing,
your basic needs however, although the two word are often
used interchangeably in popular usage. A
4. Team-Based brief look at a dictionary shows that the
- It is a monetary compensation that "group" usually refers to an assemblage of
rewards Rewardsindividuals for people or object gathered together where as
teamwork and/or rewards team for "team" usually refers to people or animals
collective results organized to work together. Thus a team
places more emphasis on concerted action
Profit Sharing than a group does. In common committee,
- Team based incentives plan in which group, team and task force are often use
management pay their imployees a interchangeably.
percentage of their company’s overall
profit TEAM
In a team members are committed to a
Goal Based Incentives common goal, A more complete definition is
- Rewards employees for reaching "A team is a small number of people with
specific goals complementary skills who are committed to a
- common purpose, performance goal and
Merit-Based Incentives approach for which they hold themselves
mutually accountable"
A group is two or more persons who interact expertise, such as doctors, engineers, lawyers,
with one another such that each person or software developers.
influence and is influenced by each other 3. Administrative/Support: These roles
person. The collection of people who happen provide support to the organization or
to report to the same supervisor or manager specific departments, such as administrative
in an organization can be called a "work assistants, receptionists, or customer service
group". Group member may be satisfying representatives.
their own needs in the group and have little 4. Sales/Marketing: This category includes
concerns for a common objective. roles involved in selling products or services
and promoting the organization, such as sales
JOB CATEGORIES representatives, marketing managers, or
The work of conventional groups is usually advertising executives.
described in terms of highly specialized jobs 5. Operations/Production: These roles are
that require minimal training and moderate responsible for the day-to-day operations and
effort. Tens or even hundreds of people may production processes of an organization, such
have similar job descriptions and see little as operations managers, manufacturing
relationship between their effort and the end supervisors, or logistics coordinators.
result or finished product. In teams, on the
other hand, members have many different REWARD SYSTEM
skills that fit into one or two broad job How employees are rewarded is vital to the
categories. Neither workers nor management long-term success of an organization. In
worries about who does what job as long as conventional settings, employees are usually
the team puts out the finished product or rewarded on the basis of their individual
service and meets its performance goals. performance, their seniority, or their job
classification. In a team-based situation, team
AUTHORITY members are rewarded for mastering a range
In teams, the teams discusses what activities of skills needed to meet team performance
need to be done and determines for itself who goals, and rewards are sometimes based on
in the team has the necessary skills and will the team performance. Such a pay system
do each task. The team, rather than the tends to promote the flexibility that teams
supervisor,makes the desicions. If a need to be responsive to changing
“supervisor” remains on the team, the environmental factors. 3 types of reward
person’s role usually changes tp that of coach, systems are common in a team environment:
facilitator, or one who helps the team make skill-based pay, gain- sharing systems, and
decisions rather than remain in the team bonus plans.
traditional role of decision maker and
controller. SKILL BASED PAY
require team members to acquire a set of the
JOB CATEGORIES core skills needed for their particular team
Job categories can vary depending on the plus additional special skills, depending on
organization and industry, but here are some career tracks or team needs. Some programs
common ones: require all members to acquire the core skills
1. Executive/Management: This category before any member receives additional pay.
includes top-level executives, such as CEOs,
CFOs, and other high-ranking officials. GAIN-SHARING SYSTEMS
2. Professional/Technical: These roles usually reward all team members from all
typically require specialized knowledge and teams based on the performance of the
organization, division, or plant. Such a system employee benefits, reduced costs, and
requires a baseline performance that must be organizational enhancements.
exceeded for team members to receive some
share of the gain over the baseline measure. BENEFITS OF TEAMS IN ORGANIZATIONS
Employee reaction is usually positive because TYPE OF BENEFIT
when employees work harder to help the
company, they share in the profits they helped Enhanced Performance
generate. On the other hand, when business • Increased productivity
conditions or other factors beyond their • Improved quality
control make it impossible to generate • Improved customer service
improvements over the preset baseline,
employees may feel disappointed and even Employee Benefits
disillusioned with the process. Quality of work life

Reduced Costs
TEAM BONUS PLANS • Quality of work life
are similar to gain-sharing plans except that • Lower stress Lower turnover
the unit of performance and pay is the team absenteeism Fewer injuries
rather than a plant, a division, or the entire
organization. Each team must have specific Organizational Enhancements
performance targets or baseline measures • increased innovation
that the team considers realistic for the plan • flexibility
to be effective.
In conclusion, changes in an organizational COSTS OF TEAMS IN ORGANIZATIONS
Compensation System can be traumatic and The costs of teams are usually expressed in
threatening to most employees. However, terms of the difficulty of changing to a team-
matching the reward System to the way that based organization.
work is organized and accomplished can have
very positive benefits. The 3 types of team- Managers have expressed frustration and
based reward systems presented can be used confusion about their new roles as coaches
in isolation for simplicity or in some and facilitators
combination to address different types of - Some managers have felt as if they
issues for each organization. were working themselves out of a job
as they turned over more and more of
BENEFITS AND COSTS OF TEAMS IN their old directing duties to a team.
ORGANIZATIONS
With the popularity of teams increasing so Employees may feel like losers during the
rapidly around the world, it is possible that change to a team culture.
some organizations are starting to use teams - Some traditional staff groups, such as
simply because everyone else is doing it, technical advisory staffs, may feel that
which is obviously the wrong reason. The their jobs are in jeopardy as teams do
reason for a company to create teams should more and more of the technical staff in
be that teams make sense for that particular these situations.
organization. The best reason to start teams in
any organization is to recap the positive COSTS OF TEAMS IN ORGANIZATIONS
benefits that can result from a team-based Slowness of the process of full team
environment: enhanced performance, development
 - It takes a long time for teams to go things, some teams recommend things, and
through the full development cycle and some teams run things.
become mature, efficient, and
effective. If top management is The most common types of teams are quality
impatient with the slow progress, circles, work teams, problem-solving teams,
teams may be disbanded, returning the and management teams.
organization to its original hierarchical
form with significant losses for TYPES OF TEAMS
employees, managers, and the Quality circles
organization. - are small groups of employees from
the same work area who meet
Premature abandonment of the change to regularly (usually weekly or monthly)
a team-based organization to discuss and recommend solutions to
- the most dangerous cost. If top workplace problems.
management gets impatient with the
team change process and cuts it short, Work teams
never allowing teams to develop fully - are tend to be permanent, like Quality
and realize benefits, all the hard work Circles, but they, rather than auxiliary
of employees is lost. committees, are the teams that do the
daily work, making decisions,
COSTS OF TEAMS IN ORGANIZATIONS regarding how the work of the team is
Slowness of the process of full team done.
development
- It takes a long time for teams to go Problem-solving teams
through the full development cycle and - are temporary teams established to
become mature, efficient, and attack specific problems in the
effective. If top management is workplace.
impatient with the slow progress,
teams may be disbanded, returning the Management teams
organization to its original hierarchical - coordinate work teams and consists of
form with significant losses for managers from various areas.
employees, managers, and the Management teams must concentrate
organization. on the teams that have the most impact
on overall corporate performance.
Premature abandonment of the change to
a team-based organization Product development teams
- the most dangerous cost. If top - are combinations of work teams and
management gets impatient with the problem-solving teams that create
team change process and cuts it short, new design for products or services
never allowing teams to develop fully that will satisfy costumer needs.
and realize benefits, all the hard work
of employees is lost. Virtual teams
- are teams that may never actually
THE TYPES OF TEAMS meet together in the same room- their
One easy way to classify teams is by what they activities take place on the computer
do; for example: some teams make or do via teleconferencing and other
electronic information system.
 working document that guides the continuing
IMPLEMENTING TEAMS IN ORGANIZATION work of design teams and the first work
ESENTIAL ELEMENTS PECULIAR TO AN teams.
ORGANIZATIONAL CHANGE TO TEAM-
BASED SITUATION: ESSENTIAL TEAM ISSUES
TEAM PERFORMANCE
PLANNING THE CHANGE - Team Performance refers to the
The change to a team-based organization effectiveness and efficiency of a group
requires a lot of analysis and planning before of individuals working together
it is implemented; the decision cannot be towards common goals or objectives.
made overnight and quickly implemented. It encompasses various aspects
including productivity, quality of work,
MAKING THE DECISION collaboration, innovation, and
Prior to making the decision, top management achievement of goals. High-
needs to establish the leadership for the performing teams typically have clear
change, develop a steering committee, objectives, complementary skills,
conduct a feasibility study, and then make the effective communication, and a strong
go/ no decision. sense of commitment and
accountability.

ESENTIAL ELEMENTS PECULIAR TO AN START AT THE TOP

ORGANIZATIONAL CHANGE TO TEAM- - For leaders, then, achieving a healthy
BASED PREPARING FOR organizational culture seems
IMPLEMENTATION SITUATION: straightforward – identify a set of
Once the decision is made to change to a team- corporate values, clearly communicate
based organization, much needs to be done these values to the workforce, and
for the implementation can begin. congratulate yourself for setting the
Preparation consists of the following five company on the right path. But reality
steps: paints a different picture. Numerous
1. Clarifying the mission- it is simply an surveys over recent years have
expression of purpose that summarizes the pointed to a gap between a company’s
long- range benefits the company hopes to desired or aspirational culture and
gain by moving to a team environment. what employees actually experience in
2.Selecting the site for the first work the work environment. The
teams- it is crucial because it sets the tone for Katzenbach Global Culture Survey
the success of the total program. (2018) conducted by consulting firm
3.Preparing the design team- the design PwC, for example, reveals a stark gap
team is a select group of employees, between leaders’ views on
supervisors and managers who will work out organizational culture and their
the staffing and operational details to make people’s reality.
the teams perform well. I
4.Planning the transfer of authority- from - t is well known that leaders are the
management to team is the most important biggest influence on culture,
phase of planning the implementation. performance, and commitment within
5.Drafting the preliminary plan- combines an organization. Many companies have
the work of the steering and design invested substantial time, energy, and
committees, and becomes the primary cost into the process of clarifying and
 communicating company values, and Communication networks are regular
additional effort in routinely surveying patterns of person-to- person
employees to assess engagement and relationships through which
commitment. And these are good information flowa in an organization.
practices to pursue. But what is often
overlooked is the simple adage FORMAL COMMUNICATION
“actions speak louder than words.” - is one created by management and
Employees pay attention to the described with the help of an
behaviors and actions leaders and co- organizational chart. An organizational
workers demonstrate in the chart specifies the hierarchy and the
workplace. If there is alignment and reporting system in the organization.
consistency between stated values and Therefore, in a formal network,
observed behaviors, employees’ information is passed on only through
beliefs and trust in leadership will be official channels such as memos,
enhanced bulletins, and intranet (email within
the organization).

COMMUNICATION IN ORGANIZATION Upward Communication

- This may be defined as information
Telecommunications that flows from subordinates to
- defined as the passing of information superiors. Some of the reasons for
from one individual to another using upward communication include
technological devices. discussing work related problems,
- a good example of a form of electronic giving suggestions for improvement
communication is the use of email. and sharing feelings about the job and
co-workers.

MEDIUM/CHANNELS OF Downward Communication

TELECOMMUNICATION - This may be defined as information
• Computers that flows from superiors to
• Tablets subordinates. The most common
• Smart phones • Fax reasons for downward communication
• Telephones are for giving job instructions,
explaining company rules, policies and
TYPES OF ELECTRONIC COMMUNICATIONS procedures and giving feedback
• Video conference and Live streaming regarding job performance.
• Email
• Instant messaging Horizontal Communication
• Group chats - This type of communication is also
• Phone calls known as “lateral” communication. It
• Social Media may be defined as communication that
takes place between co- workers in the
COMMUNICATION NETWORKS same department, or in different
- Refers to how information flows within departments, with different areas of
the organization. Information within an responsibility. For example, Sales
organization generally flows through a Managers and Advertising Managers in
system , rather than being a free flow. the Marketing department, or
 Marketing Managers and Finance will play a significant role in
Managers. The reasons for this type of determining how satisfied you and
communication are for coordination of others are with your work.
tasks, sharing of information regarding
goals of the organization, resolving Myths and Misconceptions about
interpersonal or work related communication in Organizations
problems and building rapport. - In an organization or a workplace,
myths and misconceptions are
INFORMAL COMMUNICATION inevitable for an organization consists
Another name for informal networks is the of various speculations in terms of
“grapevine”. In this type of network, communicating in a workplace. These
information does not flow in a particular can be resulted from gossips and
direction, as we have seen with formal various characteristics of employees of
networks. The information is also not passed co-workers.
on through official channels such as memos,
notices or bulletin boards. The information Myth 1: Meanings are in People
need not be circulated within the - The most widespread
organization, but could be passed on outside misunderstanding regarding
the work environment, wherever co-workers communication is probably the notion
or colleagues meet socially. Thus, informal that meanings are contained in words.
networks are based more on friendship, This mistake can cause a great deal of
shared personal or career interests. miscommunication between
Presentation title individuals and undermine the
efficiency of communication between a
Remember! supervisor and a subordinate. The
Communication may not always be effective. meaning of a term may differ
The main criterion to find out whether a depending on who is using it. The
communication is effective or not is the connotation that the word evokes in
fulfillment of its purpose. our minds is distinct from the one that
it evokes in the mind of our colleague.

IN ORGANIZATION Myth 2: Communication is a verbal

process
- Words—spoken or written—come to
The Nature Of Communications In mind primarily when most people, be
Organizations they in upper management or have
recently started an entry-level job,
Introduction consider communication. Seldom do
- Communication is the component that they concentrate on how pertinent the
upholds and sustains relationships in communication's nonverbal
any organization, regardless of its type. component. However, nonverbal
Given that businesses are systems, communication makes up a large
what person A says to person B may not portion of conversation. As a matter of
just have an effect on those two fact, nonverbal cues are usually used in
individuals but also on the whole conjunction with words when we
system. Your ability to communicate communicate with someone. Our
with your coworkers and managers speech has equal, if not greater,
 significance in its manner than what we Components Of Communication
say.
The Source
Myth 3: Telling is Communication - In the communication process, the
- A lot of workers and supervisors source is the person who originates the
believe they have communicated if they message. In a broader view, the source
have "spoken it to her" or "told him could be any individual or collection of
about it." It's not a given that they have individuals—one person, a group, a
communicated, even though they may dyad (twosome), or an entire
have attempted. To believe that organization. Whether an organization,
communication consists only of this is group, or individual, the source has
incredibly simplistic. Only a tiny three primary functions in
portion of conversation is telling. communication: (1) determine what
specific meaning is to be
Myth 4: Communication will solve all our communicated, (2) encode (translating
problems ideas and information into messages)
- People have been trying to persuade us meaning into one or more messages,
that communication is the answer to all and (3) transmit the message(s).
of our issues for years. If the employees
are not getting along, get them to get The Message
down and speak it out—that will cure - A message is any verbal or nonverbal
the problem. Will address the issue. Get stimulus that elicits meaning in the
the subordinate and the supervisor to receiver. When communicating in any
get down and have a conversation if environment, most people use a
they are unable to get along; this will combination of verbal and nonverbal
resolve the issue. Regretfully, that stimuli to stimulate meaning in
simply isn't true. Problems can be another. For simplification, we can
created or solved through think of verbal as employing words and
communication. nonverbal as employing other stimuli
(gestures, smiles, frowns, groans, nods,
Myth 5: Communication is a Good Thing yawns, touching others)
- Ask 10 people you encounter at work
today, "Is communication a good The Channel
thing?" Probably over half, maybe all - A channel is a means by which a
10, will look at you a bit strangely and message is carried from one person to
answer "Certainly," or words to that another. In live interaction, our senses
effect. Since, as we noted above, many (sight, sound, touch, smell, and taste)
people think communication will solve become channels. Channels can also
all our problems, it is reasonable they take the form of mediated systems—
would also think of com􏰀munication as television, radio, the Internet, the
"good." In reality, communication is world wide web, film, billboards,
neither a good nor a bad thing. telephones, etc. In organizations,
people often become the most
important channels.
The Receiver
- Just as the source is the person who Functions Of Communication In
originates a message, the receiver is the Organization
person who acquires the source's
message. Like the source, the receiver The Informative
can be an individual, a group, or an Its function is to provide individuals with the
entire organization. Also like the information they need to accomplish their
source, the receiver has three duties effectively and efficiently. People must
functions: (1) receive the source's be kept up to date on any changes in
message, (2) decode (translation of procedure or policy that affect their work.
messages into ideas or information)
the message into some meaning, and The Socialization
(3) respond to the message. The socialization function is sometimes
overlooked. This is possibly the most crucial
Feedback function. The socialization role of
- Feedback is the receiver's observable communication in the organization can decide
response(s) to a source's message. whether or not an individual survives
Such responses can be either of a verbal successfully in an organization. Being
nature (for example, I don't agree with "buddies" with everyone does not constitute
you; Yes, that is right!) or a nonverbal socialization. It entails being a part of the
nature (for example, a frown, shaking communication networks.
one's head in disagreement, nodding in
agreement). Feedback is extremely The Regulative
critical in all communication situations, Associated with the communication that is
but particularly so in interpersonal oriented toward regulatory regulations
communication within the organization or messages
regarding maintenance of the organization.
Goal The Integrative
- Generally there are three major goals of Concentrated on task coordination, job
communication in the organizational assignments, group coordination, or the
environment: integration of work units toward a shared
• Developing interpersonal relationships purpose. In other words, it is communication
Gaining compliance; and aimed at getting people to collaborate and
• Gaining understanding. coordinate tasks.

Context The Management

- We complete our discussion of the Oriented toward the three aforementioned
organizational key components. By objectives. It is communication aimed at
concentrating on the "context" of getting personnel to do what is required,
communication, we can improve the gathering information about persons in order
communication process. In general, we to get to know them better, and developing
refer to the qualities of a situation in connections with personnel.
which communication occurs as the The Persuasive
"context." This is a significant topic for An offshoot of the managerial function. In this
companies since people do not case, the supervisor is attempting to persuade
communicate in the same way in two the employee to perform something specific.
different settings. Whereas just issuing an order may do the
same function, this strategy results in work time commiserating with their
significantly better relationships between colleagues; others will find nonwork activities
supervisors and subordinates. to occupy their attention during work time.

Organizational Communication Missed deadlines. Employees who do not

NETWORKS know how to complete a task will almost
certainly struggle with it. More frequent
The Formal absenteeism. Employees who wrestle with
- Communication that adheres to the one of those emotions often have difficulty
organization's hierarchical structure, showing up for work.
or "chain of command," and adheres to
the formal, established, official lines of High turnover. Everybody knows that
contact. In other words, it follows the disenfranchised employees who feel as
hierarchical chart's predefined course though they don't have a voice in the
and is usually specific about "who workplace decide to break in their vocal cords
should be talking to whom and about by quitting.
what."
A greater number of workplace injuries. It
The Informal follows that employees who are misinformed
- It is the unauthorized network. This is or uninformed about proper practices make
the kind of communication that does more mistakes and have more accidents at
not adhere to a hierarchical structure work.
or chain of command. We're talking
about informal communication links Poor customer service. Another certainty:
that arose from relationships between Almost everything about a small business
employees and management and have comes full circle, starting with the owner,
little or no relevance to the formal moving to the employees and ending with the
organizational chart. In most firms, the customer. Good service is either a happy
informal network is extremely outcome or sad casualty of organizational
powerful. communication.

Methods of COMMUNICATION Heed the 7 Cs of Communication

Clear
2 Different Methods: Written and Verbal. Complete
Written communication includes emails, Concise
letters, memos, proposals, letters, training Concrete
manuals, policies and social media. Considerate
Correct
Verbal communication includes face-to-face Courteous
communication, both individually and in
groups, and multiple channels, the phone and The Communication PROCESS
teleconferencing tools.
Communication serves three primary
Effects of Poor Organizational purposes within an organization:
Communication coordination, information transmission, and
Lowered productivity. Employees who feel emotion and sentiment sharing. All of these
adrift, unmotivated or disgruntled may spend functions are critical to the success of any
organization. Coordination of effort within an Mediums/Channels of Telecommunication
organization allows members to work toward Computers
common goals. This procedure relies heavily • Tablets
on information transmission. In moments of • Cellphones & Smart Phones Fax
celebration and disaster, sharing emotions Machine
and feelings strengthens teams and brings • Telephones
people together. Effective communication
enables people to understand challenges,
establish rapport with coworkers, and reach Types of Electronic Communications
agreements. • Video Conferencing and Live Streaming
Email
• Instant messaging e.g messenger/SMS
A sender, such as a boss, coworker, or Group Chats
customer, originates the message with a • Phone Calls Social Media
thought.
The sender encodes the message, translating Advantages
the idea into words. The medium of this Computerized Data Storage, retrieval,
encoded message may be spoken words, systems.
written words, or signs. Increases idea sharing/knowledge sharing
The receiver is the person who receives the Improves productivity.
message.
The receiver decodes the message by Risks
assigning meaning to the words Reduction in
Noise is anything that interferes with or depersonalization
distorts the message being transformed. Reduction of office social structures.
Noise can be external in the environment transmission
(such as distractions) or it can be within the face-to-face meetings
receiver. leads to

Electronic Information
PROCESSING AND TELECOMMUNICATIONS
Communication in Organization
Telecommunication is defined as passing of
information from one individual to another
using technological devices. A good example Communication Network
of a form of electronic communication is the A communication network is a pattern or
use of email. form that is implemented in the organization
to communicate information effectively. The
Workplace changes due to Technology communication network is the established
Innovation system where the message may flow in one or
Automate data processing systems. New too many directions in the organization
kinds of communication systems based on requirements.
Organizational Intranets or Extranets The
Internet Types of Communication
Formal
• Formal communication is an official
form of communication that flows
 through formally constituted channels As george Bernard Shaw wrote " The greatest
of the organization. It has a distinct problem with communication is the illusion
path that is institutionally determined that it has been accomplished". As receiver we
by the management to communicate don't listen as well as senders assume, and
information. our needs and expectations influence what
Informal signals get noticed and ignored.
• In informal communication,
information flows through any channel LANGUAGE ISSUES
which is free from official restriction. can be huge sources of communication noise
because sender and receiver might not have
Types of Communication Network the same code book. They might not speak the
Wheel Network same language or they might have different
- Under the wheel communication meanings for particular words and phrases.
network, the leader of the organization
works as a central person to The AMBIGUITY OF LANGUAGE isn’t always
accumulate information and dysfunctional noise. Corporate leaders are
disseminate it to all the members. sometimes purposively obscure to reflect the
Chain Network ambiguity of the topic or to avoid using
- The chain network has all the precise language that carries unwanted
appearance of an organizational chain emotional responses. One study reported that
of command. It is the vertical upward people rely on more ambiguous language
and downward form of the formal when communicating with people who have
chain of communication. In this different value and beliefs. In these situations,
communication network, a person can ambiguity minimizes the risk of conflict.
communicate only with his immediate
superior and subordinate. JARGONS
- is a specialized works and phrases for
Circle Network specific occupation or groups is usually
- It is a horizontal or sideward form of a designed to improve communication
circle network. In this network, a efficiently. However, excessive used of
person can communicate with another jargons can lead to unflattering light.
person next to his right or left but not
with any other member of the group. Another source of noise in communication
Such a network offers a wider option of process is the tendency to filter the messages.
channels and provides satisfaction to FILTERING may involve deleting or changing
members. other words so the message sounds more
All Channel Network favorable. Filtering is less likely to occur when
- In all channel networks, all members corporate leaders create a "culture of candor".
can communicate with all the members This culture develops when leaders
without any formal restrictions. themselves communicate truthfully, seek out
diverse sources for information, and protect
Communication Barriers (Noise) and reward those who speak and openly and
- In spite of the best intentions of sender truthfully.
and receiver to communicate, several
barriers called "noise" inhibit INFORMATION OVERLOAD
the effective exchange of information. It occurs whenever the jobs information load
exceeds the individual's capacity to get
through it. Employees have a certain but deliberate gestures often have
information processing capacity. Information different interpretations.
overload creates noise in the communication
system because information gets overlooked Example
or misinterpreted when people can't process Filipinos raise their eyebrows to give an
it fast enough. The affirmative answer, yet Arabs interpret this
result is poorer quality decisions as well as expression (along with clicking one’s tongue)
higher stress. as a negative response
Information overload problems can be
minimized by increasing information Gender
processing capacity or reducing the jobs Differences in Communication
information load. - men are more likely that women to
view conversations as negotiations of
TIME MANAGEMENT can also increase relative status and power. They assert
information processing capacity. their power by directly giving advice to
others (e.g. "You should do the
BUFFERING involves having incoming following") and using combative
communication filtered usually by an language. There is also evidence that
assistant. men dominate the talk time in
conversation with women, as well as
OMITTING occurs when we decide to interrupt more and adjust their
overlook messages, such as using software speaking style less than do women.
rules to redirect emails from distribution list - Men engage in more "report talk" in
to folders that we never look at. which the primary function of the
conversation is impersonal and
Cross Cultural and Gender efficient information exchange. Women
Communication also do report talk, particularly when
- communication between people who conversing with men, but conversation
differ in any of the following: working among women have a higher incidence
styles, age, nationality, ethnicity, race, of relationship building through
gender, sexual orientation, and so on. "rapport talk" Women make more use
- Language is an obvious cross-cultural of indirect requests ("Do you think you
communication challenge. Words are should.......?") apologize more often, and
easily misunderstood in verbal seek advice from others
communication, either because the more quickly than do men.
receiver has a limited vocabulary or the
sender’s accent distorts the usual Gender Differences in Communication
sound of the some words. - men are more likely that women to
view conversations as negotiations of
Nonverbal Differences Across Cultures relative status and power. They assert
- Nonverbal communication represent their power by directly giving advice to
another potential area for others (e.g. "You should do the
misunderstanding across cultures. following") and using combative
Many nonconscious or involuntary language. There is also evidence that
nonverbal cues (such as smiling) have men dominate the talk time in
the same meaning around the world, conversation with women, as well as
 interrupt more and adjust their Sources
speaking style less than do women. - may intentionally withhold or filter
- Men engage in more "report talk" in information, assuming the receiver
which the primary function of the doesn't need it, which can render the
conversation is impersonal and message meaningless or cause
efficient information exchange. Women erroneous interpretation. For example,
also do report talk, particularly when in a performance appraisal interview,
conversing with men, but conversation managers may not disclose all sources
among women have a higher incidence of information, allowing employees to
of relationship building through explain behaviors or alter the
"rapport talk" Women make more use manager's perspective. Filtering is
of indirect requests ("Do you think you more common in electronic
should.......?") apologize more often, and communication due to its emphasis on
seek advice from others more quickly brevity.
than do men.
- Finally, research fairly consistently Encoding and Decoding
indicates that women are more arise when a message is translated from
sensitive than men to nonverbal cues in symbols used in
face-to-face meetings. Together, these - transmission. These issues can be
conditions can create communication related to the meaning of the symbols,
conflicts. semantics, jargon use, and medium
difficulties. People with different
Managing Communication cultural backgrounds or even the same
- s simple as the process of language can experience these issues.
communication may seem, message in
are not always understood. The degree Semantics
of correspondence between the - is the study of language forms, and
message intended by the source and semantic problems arise when people
the message understood by the attribute different meanings to the
receiver is called communication same work or language forms.
fidelity. Fidelity can be diminished Examples include Edgar Hoover
anywhere in the communication misinterpreting a memo's margins,
process, from the source to the leading to a border guard, and division
feedback. Moreover, organizations may heads misinterpreting statements and
have characteristics that impede the firing employees. Jargon, a hybrid of
flow of information. standard language and group jargon,
can enhance communication within a
Improving the Communication Process close group but hinder communication
- To improve organizational outside. Clearer language and
communication, one must understand communication are essential, and
potential problems. Using the basic questions can be asked to ensure the
communication process, we can message is sent appropriately. Critics
identify several ways to overcome are scrutinizing Coca Media's financial
typical problems. reporting systems, arguing that
complex methods are used to make
earnings appear higher.
 problems, such as selective attention
Receiver and time pressures. Effective
- several communication problems often communication ensures the right
arise, such as selective attention and information is sent to the right person
overloading. In oral communication, at the right time and in the right form,
selective attention is common, as seen preventing misunderstanding or
in lectures where students may only ignoring.
pay attention to a portion of the lecture.
Value judgment is influenced by a Reduce Noise
message's ability to reinforce or - particularly the rumor grapevine, can
challenge the receiver's beliefs. If the distort effective
message reinforces the receiver's - organizational communication. This
beliefs, they may fully believe it, while informal system, which often transmits
if it challenges them, they may information faster than official
completely discount it. For instance, a channels, can be reduced by using it as
sales manager might ignore a report an additional channel and constantly
about a declining birth rate. monitoring its accuracy. This can help
The credibility of a message is influenced by reduce the distortion of
the receiver's respect for the source. If the communication within the
source is seen as an expert, the receiver may organization.
pay close attention and believe it, while if they
have little respect, they may disregard the Foster Informal Communication
message. - Informal communication in well-run
- Communication overload occurs when companies fosters mutual trust and
a receiver receives more information understanding among diverse groups.
than they can process, often from Monsanto Company created teams and
external sources. This can lead to diversity pairs to increase
selective attention and value communication and awareness. Open
judgments, focusing on important communication allows information to
messages, resulting in the loss or be communicated when needed, rather
overlooking of vital information, a than waiting for formal systems.
significant issue in organizations. Effective companies also encourage
frequent, unscheduled, and
Feedback unstructured communication through
- is a verification process where the reward structures and physical
receiver sends a message to the source arrangements, such as performance
confirming receipt of the message. appraisals and meeting rooms.
Without feedback, the source may need - Develop a Balanced Information
to send another message based on the - Large organizations often create formal
response, or may have to send the information networks to
original message again. Additionally, - address information overload and time
the receiver may act on the unverified pressures. However, these networks
message, potentially leading to often create problems instead of
inappropriate actions. solving them, producing more
information than managers can use,
- Status differences between source and using only formal communication
receiver can cause communication channels, and providing irrelevant
 information, leading to a loss of assumptions made by the firm’s
communication effectiveness. employees rather than prescriptions
written in a book or made explicit in a
training program. It may be difficult for
an organization to articulate these
ORGANIZATION CULTURE basic assumptions as it is for people to
express their personal beliefs and
THE NATURE OF ORGANIZATION values.
CULTURE:
- In the early 1980s, organization culture WHAT IS ORGANIZATION CULTURE?
became a central concern in the study - Third, is an emphasis on the symbolic
of organizational behavior. Hundreds means through which the values in an
of researchers began to work in this organization’s culture are
area. Organizational behavior communicated. Although, as we noted,
textbooks that omitted culture as a companies sometimes could directly
topic of study became obsolete describe these values, their meaning to
- Organization Culture can have perhaps best communicated to the
powerful effects on organizational employees through the use of stories,
performance, as the opening case about examples, and even what some call
3M illustrates. 3M’s innovative culture “myths” or “fairy tales”. Stories
was responsible for the success and typically reflect the important
phenomenal growth over several implications of values in a firm’s
decades. The enormous amount of culture. Often they develop a life of
research on culture completed in the their own. As they are told and retold,
past twenty years has fundamentally shaped and reshaped, their
altered the way both academics and relationship to what actually occurred
managers look at organizations. becomes less important than the
powerful impact stories have on the
WHAT IS ORGANIZATION CULTURE? way that people behave every day.
- There are many definitions published
by multiple researchers such as ‘the WHAT IS ORGANIZATION CULTURE?
way things are done in an - We can use three common attributes of
organization’. Therefore, there’s definitions of culture just discussed to
different interpretations of the develop a definition with which most
definition but there are three common authors probably could agree:
attributes shared by each definition: Organization culture is the set of
- First, it refers to set of values held by shared values, often taken for granted,
individuals in a firm. These values that help people in an organization
define what good or acceptable understand which actions are
behavior is and what bad or considered acceptable and which are
unacceptable behavior is. considered unacceptable. Often these
values are communicated through
WHAT IS ORGANIZATION stories and other symbolic means.
CULTURE?
- Second, the values that make up an HISTORICAL FOUNDATIONS
organization’s culture are often taken - Although research on organization
for granted; that is, they are basic culture exploded onto the scene in the
 early 1980s, the antecedents of this SOCIAL PSYCHOLOGY CONTRIBUTIONS
research can be traced to the origins of - Social psychology is the branch of
social science. Understanding the psychology that includes the study of
contributions of other social science groups and the influence of social
disciplines is particularly important in factors on individuals. Although most
the case of organization culture research on organization culture has
because many of the dilemmas and used anthropological or sociological
debates that continue in this area methods and approaches, some has
reflect differences in historical borrowed heavily from social
research traditions. psychology. Social psychological
theory, with it’s emphasis on the
ANTHROPOLOGICAL CONTRIBUTIONS creation and manipulation of symbols,
- Anthropology is the study of human lends itself naturally to the analaysis of
cultures. Of all the social science organization culture.
disciplines, anthropology is most
closely related to the study of culture ECONOMIC CONTRIBUTIONS
and cultural phenomena. - This influence of economics on the
Anthropologists seek to understand study of organization culture is sub-
how the values and beliefs that make station enough to warrant attention,
up a society’s culture affect the although it has been less significant
structure and functioning of that than the influence of anthropology to
society. Many anthropologists believe sociology. Economic analysis treats
that to understand the relationship organization culture as one of a variety
between culture and society, it is of tools that managers can use to create
necessary to look at culture from the some economic advantage to the
viewpoint of the people who practice organization
it— from the “native’s point of view”
CULTURE VS CLIMATE
SOCIOLOGICAL CONTRIBUTIONS - The two concepts are similar in that
- Sociology is the study of people in both are concerned with the overall
social systems such as organization and work atmosphere of an organization, In
societies. Sociologists have long been addition, they both deal with the social
interested in the causes and context in organizations, and both are
consequences of culture. In studying assumed to affect the behaviors of
culture, sociologists have most often people who work in organizations
focused on informal social structure. Much of the study of climate was based on
Emile Durkheim, an important early psychology, whereas the study of
sociologist, argued that the study of organization culture was based in
myth and ritual is an essential anthropology and sociology.
complement to study of structure and - The two concept also differs in their
rational behavior in societies. By emphases. Organization culture is
studying rituals, Durkheim argued, we often described as the means through
can understand the most basic values which people in organization learn to
and beliefs of a group of people. communicate what is acceptable and
unacceptable in an organization—its
values and norms. Most descriptions of
organization Climate do not deal with
 values and norms. Therefore, Cultural Values are the values employees
descriptions of organization climate need to have and to act on for the organization
are concerned with the current to carry out its strategic values. They should
atmosphere in an organization, be grounded in the organization’s beliefs that
whereas organization culture is based are not linked to their strategic values may
on the history and traditions of the end up with an empty set of values that have
organization and emphasizes values little to no relationship to their business. In
and norms about employee behavior. other words, employees need to value work
behaviors that are consistent with and
CULTURE VS CLIMATE support the organization’s strategic values:
ORGANIZATION CULTURE low-cost production, customer service, or
- Historical context within which a technological innovation.
situation occurs and the impact of this
context to the behaviors of employees CREATE VISION
After developing its strategic and cultural
ORGANIZATION CLIMATE values, the organization must establish a
- based on the individual perceptions vision of its direction. This “vision” is a picture
and is often defined as the recurring of what the organization will be like at some
patterns of behavior, attitudes, and point in the future.
feelings, that characterize life in the
organization and refers to current INITIATE IMPLEMENTATION STRATEGIES
situations in an organization and the The next step, initiating implementation
linkages among work groups, strategies, builds on the values and initiates
employees, and work performance.. the action to accomplish the vision. The
strategies cover so many factors, from
developing the organization design to
recruiting and training employees who share
CREATING THE ORGANIZATION CULTURE the values and will carry them out
To the entrepreneur who starts a business,
creating the culture of the company may seem REINFORCE CULTURAL BEHAVIORS
secondary to the basic processes of creating a The final step is to reinforce the behaviors of
product or service and selling it to customers employees as they act out the cultural values
or clients and implement the organization’s strategies.
However, as the company grows and becomes Reinforcement can take many forms:
successful 1.Formal reward system in the organization
must reward desired behaviors in ways that
CREATING THE ORGANIZATION CULTURE employees value
Strategic Values are the basic beliefs about an 2.Stories must be told throughout the
organization’s environment that shape its organization about employees who engaged
strategy. They are developed following an in that behaviors that epitomize the cultural
environmental scanning process strategic values.
analysis that evaluate economic, 3.The organization must engage in
demographic, public policy, technological, ceremonies and rituals that emphasize
and social trends organization with its employees doing the things that are critical to
environment carrying out the organization’s vision. In
effect, the organization must “make a big deal
out of employees doing the right things”