Escolar Documentos
Profissional Documentos
Cultura Documentos
Organization
Importance
Goals
Nature of People
Importance of HBO
itsimportant to know how
people, as individuals and as
groups, act within organizations.
Goals of HBO
To describe
To understand
To predict
To control
The Nature of People
Individual Difference Law of
Individual Difference
Perception
A Whole Person
Desire for involvement
Value of the Person
Motivated Behavior
Remember
organizational excellence begins
with the performance of people
SELF CONCEPT
PERSONALITY TRAITS
Self Esteem
PERSONAL VALUES
Self- Efficacy
Self Monitoring
Organizational
Identification
Self
Self Core of Conscious
Existence
Organizational Citizenship
Behaviours - Employee
behaviors that exceed work-role
requirements.
Withdrawal Cognitions Overall
thoughts and feelings about quitting
a job.
Absenteeism
Turnover
Perceived Stress
MOTIVATION
The issue is how to motivate your
people!
Goal Ability
Needs
Perfor Reward
and Tension Effort
mance s
Drives
Needs Satisfaction
Influence of Culture
Self esteem or Amor-propio
-sensitive to words or actions of others
Embarrassment or Hiya
-behaving in what is deemed to be an
acceptable way
Obligation or Utang na Loob
-repaying favors
Getting Along Together or Pakikisama
-SIR (smooth Interpersonal Relations)
that may lead to inefficiencies
Three Patterns of
Motivation
Achievement Motivation
Affiliation Motivation
Power Motive
Needs Satisfaction
Why do we have to satisfy their needs?
Internal
Behavior Outcome
needs
Needs Satisfaction
Abraham Maslows Hierarchy of
Needs
Physiological Needs
Safety and Security Needs
Love and Social Needs
Esteem and Status Needs
Self-actualization or Self-fulfillment
Needs
Reinforcement Guidelines
1. Specify behavior to be reinforced.
2. Reinforce specified behavior at once.
3. Reward small achievements as well.
4. Provide material as well as nonmaterial
incentives.
5. Offer small rewards
6. Reinforce at intermittent intervals
Activities
Expectancy theory
Expectancy probability
Instrumentality probability
Valence
Case studies
Group and Work Behavior
Elements of a Group
Types of a Group
The Importance of Groups in Work Organization
Limitations of Group and Group Work
Group Development
Group Structure
Group Goals
Elements of Group
What is a Group?
Common interests and goals binds
the members of a group
How do we differentiate a group into
an individual and an organization?
Types of Group
1. Formal Group
2. Informal Group
Basis of Informal Formal
Comparison Organization Organization
General Nature Unofficial Official
Formal Informal
Group Group
Informal Formal
Group Group
Benefits Problems
Makes a more effective total Develops undesirable rumor
system
Lightens workload on Encourages negatives attitudes
management
Helps get the work done Resists change
Tends to encourage Leads to interpersonal and
cooperation intergroup conflicts
Fills in gaps in a managers Rejects and harasses some
abilities employees
Gives satisfaction and stability Weakens motivation and
to work groups satisfaction
Improves communication Operates outside of
managements control
Provides a safety value for Supports conformity
employee emotions
Encourages managers to plan Develop role conflicts
and act more carefully
Contributes to higher
cohesiveness
Importance of Groups in Work
Organizations
social needs are among the
most compelling, potent and
powerful on-the-job motivators
Productiv
ity Products
Process
People
Skill Development
Motivation
Teamwork
Personal Development and Learning
Readiness to change and adapt
Increased personal responsibility for
organizational outcomes
Greater self- Management
Decreased Stress
People ( Skills Profile)
Human Capital The Productive
potential of ones knowledge and
Action.
Social Capital- The productive
potential of strong, trusting and
cooperative relationships.
How are you going to have a
Productive Team?
Observ
e
Share Involve
Build Learn
The 21st Century
Managers
Customer- Centered Manager
People Oriented Manager
Not EGO CENTERED MANAGERS!
Products
Greater Customer Satisfaction
Better Quality goods and services
Processes
Technological Advancement
Faster Product Development and
Production cycle times
System flexibility
Leaner and more effective
administration
Improved communication and
information flow
Organizational Learning
Participative and Ethical decision making
Productivity
Reduced waste
Reduce Rework
More efficient use of material and
informational resources
The Managers
Job: Getting
Things Done
through Others!
MANAGEMENT OF
CONFLICT
What is Conflict?
It arises when the interest of
people do not coincide.
Why is there a high potential of
conflict in human interactions?
Cite some examples.
Yes.
Because there will be higher
number of human interactions!
Conflict when left unattended will
lead into _______.
Chaos.
Yet, conflict can also lead to
higher creativity just as muscles
grow stronger when exercised
against resistance.
Because ---
and Note:
two heads are better than one,
If both are not empty
Why manage conflict?
Hence it would be wiser to allow
conflict up to some degree, to
trigger creativity--- growth.
Managers should:
1. recognize the conflict,
2. face the conflict,
3. stimulate it up to a certain level,
4. and ultimately manage it.
The nature of conflict
Conflictis a relationship.
It occurs at least two persons,
groups, orgs, nations.
Emotions run high and tension
increases.
Emotions cloud the judgment of
the protagonist.
Four Areas of
Disagreements
Facts. The present situation or problem
Goals. What should be done or
accomplished
Methods. The best way to accomplish
goals.
Values. Principles, qualities, and
concepts.
Management of Change
What are your reactions when
you hear the word change?
Negative perceptions.
Positive perceptions.
Change is the law of nature . It is
necessary way of life in most organizations
for their survival and growth.
Man has to mould himself continuously to
meet new demand and face new
situations.
Complacency!
Types of Organizational
Change
Anticipatory changes: planned changes
based on expected situations.
Three-stage process
Unrealistic optimism
Reality shock
Constructive direction
How People Respond to Changes They Fear and
Dislike?
Stages
Getting off on the wrong track
Laughing it off
Growing self-doubt
Destructive direction
Origin of Resistance to Change
Rational
Emotional
Social
Political
Why Do Employees Resist
Change?
Surprise
Unannounced significant changes threaten
employees sense of balance in the
workplace.
Inertia
Employees have a desire to maintain a safe,
secure, and predictable status quo.
Misunderstanding and lack of skills
Without introductory or remedial training,
change may be perceived negatively.
Poor Timing
Other events can conspire to create
resentment about a particular change.
Why Do Employees Resist
Change?
Emotional Side Effects
Forced acceptance of change can create a
sense of powerlessness, anger, and passive
resistance to change.
Lack of Trust
Promises of improvement mean nothing if
employees do not trust management.
Fear of Failure
Employees are intimidated by change and
doubt their abilities to meet new
challenges.
Personality Conflicts
Managers who are disliked by their
managers are poor conduits for change.
Why Do Employees Resist
Change?
Threat to Job Status/Security
Employees worry that any change may
threaten their job or security.
Breakup of Work Group
Changes can tear apart established on-the-
job social relationships.
Competing Commitments
Change can disrupt employees in their
pursuit of other goals.
Seven Dynamics
of Change
Whatever the kinds of change that
people encounter, there are certain
patterns of response that occur and
re-occur.
Understanding patterns of change
allows leaders to avoid over-reacting
to the behaviors of people who, at
times, seem to be reacting in
mysterious, non-adaptive ways.
People will feel awkward, ill-at-
ease and self-conscious
Whenever you ask people to do
things differently, you disrupt their
habitual ways of doing things.
This tends to make people feel
awkward or uncomfortable as they
struggle to eliminate the old
responses and learn the new.
People initially focus on
what they have to give up
As a change leader you need to
acknowledge the loss of the old
ways, and not get frustrated at what
may seem to be an irrational or
tentative response to change.
People will feel alone even if
everyone else is going through
the same change
Everyone feels that their situation is
unique and special. Unfortunately, this
tends to increase the sense of isolation
for people undergoing change.
It is important for the change leader to
be proactive and gentle in showing that
the employee's situation is understood.
If you are emotionally and practically
supportive during the tough times the
change will be easier.
People can handle only so
much change
On a personal level, people who
undergo too much change within too
short a time will become physically
sick.
While some changes are beyond our
control, it is important not to pile
change upon change upon change.
People are at different
levels of readiness for
change
Some people thrive and change. It's
exciting to them. Others don't. It's
threatening to them.
Understand that any change will
have supporters and people who
have difficulty adapting.
In time many people who resist
initially will come onside.
People will be concerned
that they don't have
enough resources
People perceive that change takes
time and effort, even if it has the
long term effect of reducing
workload.
They are correct that there is a
learning time for most change, and
that this may affect their work.
If you take the pressure
off, people will revert to
their old behaviour
Ifpeople perceive that you are not
serious about doing things the new
way, they will go back to the old
way.
Sometimes this will be in the open,
and sometimes this will be covert.
Conclusion
When planning for change, include a
detailed reaction analysis. Try to
identify the kinds of reactions and
questions that employees will have,
and prepare your responses.
Remember that the success of any
change rests with the ability of the
leaders to address both the emotional
and practical issues, in that order.
As Industrial Engineers we must
be aware how to overcome
resistance to changes!...
Strategies for Overcoming Resistance to Change
What is Manipulation?
What is Coercion?
LEADER ACTION:
Stability
Learning,
Comfort and Acceptance &
1 4 Commitment
control
Chaos
MAKING CHANGE
HAPPEN
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Force Field Analysis
Force Field Analysis is a general tool for
systematically analyzing the factors
found in complex problems. It frames
problems in terms of factors or
pressures that support the status quo
(restraining forces) and those
pressures that support change in the
desired direction (driving forces).
A factor can be people, resources,
attitudes, traditions, rgulations,
values, needs, desires, etc.
As a tool for managing change, Force
Procedure:
Step 1 Defining the Problem
Step 2 Defining the Change Objective
Step 3 Identifying the Driving Forces
Step 4 Identifying the Restraining
Forces
Step 5 Developing the Comprehensive
Change Strategy
STRESS MANAGEMENT
AT WORK
WHAT IS STRESS?
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General Awareness
What is Stress ?
Types of Stresses
Individuals
Stress origins & body systems
Adaptation Syndrome
Symptoms
I HATE YOU
Worry
Tense
Tired
Frightened
Elated
Depressed
Anxious
Anger
EXTERNAL STRESSORS
Physical Environment
Social Interaction
Organisational
Major Life Events
Daily Hassles
PHYSICAL ENVIRONMENT
Noise
Bright Lights
Heat
Confined Spaces
SOCIAL INTERACTION
Rudeness
Bossiness
Aggressiveness by others
Bullying
ORGANISATIONAL
Rules
Regulations
Red- Tape
Deadlines
MAJOR LIFE EVENTS
Birth
Death
Lost job
Promotion
Marital status change
DAILY HASSLES
Commuting
Misplacedkeys
Mechanical breakdowns
INTERNAL STRESSORS
Lifestylechoices
Negative self - talk
Mind traps
Personality traits
LIFESTYLE CHOICES
Caffeine
Lack of sleep
Overloaded schedule
NEGATIVE SELF - TALK
Pessimistic thinking
Self criticism
Over analysing
MIND TRAPS
Unrealistic expectations
Taking things personally
All or nothing thinking
Exaggeration
Rigid thinking
PERSONALITY TRAITS
Perfectionists
Workaholics
FOUND YOURSELF IN SIMILAR
SITUATIONS?
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KINDS OF STRESS
NEGATIVE STRESS
It is a contributory factor in
minor conditions, such as
headaches, digestive problems,
skin complaints, insomnia and
ulcers.
Excessive, prolonged and
unrelieved stress can have a
harmful effect on mental,
physical and spiritual health.
POSITIVE STRESS
Stress can also have a positive
effect, spurring motivation and
awareness, providing the
stimulation to cope with
challenging situations.
Stress also provides the sense of
urgency and alertness needed for
survival when confronting
threatening situations.
THE INDIVIDUAL
Physicalsymptoms
Mental symptoms
Behavioural symptoms
Emotional symptoms
PHYSICAL SYMPTOMS
Dizziness
Sleep pattern
changes Fainting
Headaches Palpitations
Infections heartbeats
Indigestion
MENTAL SYMPTOMS
Lack of concentration
Memory lapses
Difficulty in making decisions
Confusion
Disorientation
Panic attacks
BEHAVIOURAL SYMPTOMS
Appetite changes - too much or too little
Eating disorders - anorexia, bulimia
Increased intake of alcohol & other drugs
Increased smoking
Restlessness
Fidgeting
Nail biting
Hypochondria
EMOTIONAL SYMPTOMS
Bouts of depression
Impatience
Fits of rage
Tearfulness
Deterioration of personal hygiene
and appearance
STRESS RELATED ILLNESSES
Cardiovascular
disease
Immune system disease
Asthma
Diabetes
EFFECT OF STRESS ON HEALTH
Digestive disorders
Ulcers
Skin complaints - psoriasis
Headaches and migraines
Pre-menstrual syndrome
Depression
FACTORS INFLUENCING WORK
STRESS
Overwork Relationships at
Under-work work
Change at work
CHANGING WORK PATTERNS
Unemployment, redundancy,
shorter working weeks, new
technology affect emotional and
physical security. No more jobs
for life, more short - term
contracts.
Financial and emotional burnout
WORKING CONDITIONS
ABC STRATEGY
A = AWARENESS
B = BALANCE
C = CONTROL
Be assertive
Get organised
Ventilation
Humour
Diversion and distraction
Be Assertive
Higher self-esteem
Less self-conscious
Less anxious
Manage stress more successfully
Appreciate yourself and others
more easily
Feeling of self-control
Get Organised