Professional Documents
Culture Documents
Unit IV BY Prof T R Piplani
Unit IV BY Prof T R Piplani
Unit IV BY Prof T R Piplani
Prof. T.R.Piplani
02/17/11 1
Managerial Ethics
02/17/11 2
Managerial ethics
02/17/11 3
• Reasons to follow ethics
1. Society and stakeholders’ expectations
2. In the interest of organizational
managers
02/17/11 4
Importance of ethics
02/17/11 5
Benefits of good ethical
behavior/ practices
• Economical benefit - Carbon credits
02/17/11 6
Determinants of ethics
1. Social factors
2. Economic factors
3. Cultural factors
4. Political factors
5. Organizational factors
6. Contemporary code – eg AIMA
02/17/11 7
Principles of business ethics
• Be trustful
• Keep an open mind
• Meet obligations
• Have clear documents
• Become community involved
• Maintain accounting control
• Be respectful
02/17/11 8
Social responsibility
02/17/11 9
Ethics and stakeholders
• Customers
• Employees
• Industry
• Managers
• Society
02/17/11 10
Business values – different
levels
• Individual values
• Group values
• Top management values
• Environmental values
02/17/11 11
Ethos
02/17/11 12
Indian ethos
• Principles of management
1. Divine resides in the heart of a person
2. Holistic approach
3. Combining subjective and objective
4. Karma yoga
5. cooperation
02/17/11 13
Determinants of OB
02/17/11 14
The determinants
02/17/11 15
Models
1) S-R model
o Internal feelings
o External environment
1) S-O-B-C model
02/17/11 16
S-R Model
Stimulu
s
input
Organism
Respons
e
02/17/11 output 17
S-O-B-C Model
Stimulu organism
s
Behavior
consequenc
02/17/11 18
es
Assumptions
1. Individual differences
2. The whole person
3. Caused behavior through
motivation
4. Human dignity
02/17/11 19
Determinants
1) Biographical characteristics
2) Learned characteristics
3) Environmental factors
4) Organizational factors
02/17/11 20
Biographical characteristics
Age
Gender
Marital status
No. of dependants
Ability
Intellectual ability
Physical ability
02/17/11 21
Learned characteristics
• Attitude
• Values
• Perception
• Motivation
02/17/11 22
Organizational factors
• Physical facilities
• Organization structure and design
• Leadership
• Reward system
02/17/11 23
Perception
02/17/11 24
Definition
02/17/11 25
Perception vs Sensation
02/17/11 26
Significance of perception
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Inwards or outwards?
02/17/11 54
The process
Perceptual mechanism
Perceptual I/P or stimuli Selection interpretation
organization
Characteristics of
perceiver
Behavior
02/17/11 55
Perceptual mechanism
1) Perceptual selectivity
2) Perceptual organization
3) Perceptual interpretation
02/17/11 56
Perceptual selectivity
1) Internal factors
a) Needs and desires
b) Personality
c) Experience
d) Learning
2) External factors
a) Size
b) Intensity
c) Frequency
d) Status
e) Contrast
f) Movement
g) Novelty and familiarity
02/17/11 57
Perceptual organization
02/17/11 58
Figure and ground
02/17/11 59
Figure and ground
02/17/11 60
Figure and ground
02/17/11 61
Similarity
02/17/11 62
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Characteristics of perceiver
02/17/11 67
Perceptual errors and
distortions
i. Stereotype
ii. Halo effect
iii. Projection
iv. Self serving bias and attribution
error
v. Selective perception
02/17/11 68
Attribution theory
Consequences
(high/low)
Distinctiveness
(high/low)
02/17/11 69
Learning
02/17/11 70
Definition
02/17/11 71
Nature
02/17/11 72
Types of learning
• Classical conditioning
• Operant conditioning
• Cognitive learning
• Social learning
02/17/11 73
Classical (associative)
conditioning
• Before conditioning
Unconditioned Unconditioned
stimulus response
(meat) (salivation)
Conditioned
stimulus No
(bell) response
02/17/11 74
Classical (associative)
conditioning
• During conditioning
Unconditioned Unconditioned
stimulus response
(meat) (salivation)
Conditioned
stimulus
(bell)
02/17/11 75
Classical (associative)
conditioning
• After conditioning
Conditioned Unconditioned
stimulus response
(bell) (salivation)
02/17/11 76
Operant conditioning
02/17/11 77
Reinforcement theory
Learning from
Conditional predisposition
to act or not to act
Behavior
Performance
(result of conditional learning)
02/17/11 78
Types of reinforcement
Pleasant/ Unpleasant/
Desirable events Undesirable events
Positive Punishment
Event
reinforcement
applied Behavior more Behavior less likely
likely to occur to occur again
again
Extinction Negative
Event reinforcement
withdrawn
Behavior less likely Behavior more likely
02/17/11 to occur again to occur again 79
Reinforcement schedule
02/17/11 80
Personality
02/17/11 81
Definition
• “Personality may be understood as the
characteristic pattern of behavior and
modes of thinking that determine a
person’s adjustment to environment”
- Hilgrad, Atkinson
02/17/11 82
Shaping factors
• Heredity
• Brain – ESB research
• Emotional make up or temperament
• Interest
• Motives
• Physical traits
• Family factors
• Social factors
• Situational factors
02/17/11 83
Pyscho-analytical theory of
personality
• Postulated by Sigmund Freud
• 3 concepts
i. The Id
ii. The ego
iii. The super ego
02/17/11 84
Stages of personality
development
1) Oral stage
2) Anal stage
3) Phallic stage
4) Latency stage
5) Genital stage
02/17/11 85
Chris Argyris’ immaturity-
maturity continuum
Immaturity – maturity continuum
Immaturity Maturity
characteristics characteristics
Passivity Activity
Dependence Independence
Few ways of behaving Diverse behavior
02/17/11 87
Cattel’s trait theory
• Surface traits
i. Reserved vs outgoing
ii. Less intelligent vs more intelligent
iii. Affected feelings vs emotionally more stable
iv. Submissive vs dominant
v. Serious vs happy go lucky
vi. Expedient vs conscientious
vii. Timid vs venturesome
viii.Tough minded vs sensitive
ix. Trusting vs suspicious
x. Practical vs imaginative
xi. Forthright vs shrewd
xii. Self assured vs apprehensive
xiii.Conservative vs experimenting
xiv.Group dependant vs self dependant
xv. Uncontrolled vs controlled
xvi.Relaxed vs tense
02/17/11 88
Big 5 traits model
Core traits Descriptive characteristics
1 conscientiousness Dependable, hard working,
organized, self disciplined,
persistent
2 Emotional stability Calm, secure, happy, unworried
3 agreeableness Cooperative, warm, caring, good
natured, courteous, trusting
02/17/11 90
Type A Type B
Aggressive and Easy going, laid-
Adv. competent back and non
competent
Impatient, irritable, Better at complex
Disadv. poor judgment tasks
02/17/11 92
Definition
• Motive – anything that initiates or sustains
activity
• Motive – idea, need or emotion which prompts
a person into action
• Motivation – The complex of forces starting
and keeping a person at work in organization
02/17/11 93
The mechanism
Need Tension Search behavior
Performance/
failure
Incentive/
Need satisfaction reward
02/17/11 94
Ramifications of failure
• Aggression
• Rationalization
• Regression
• Fixation
• Resignation
• Apathy
02/17/11 95
Maslow’s hierarchy of needs
02/17/11 96
Maslow’s hierarchy of needs
02/17/11 97
Self
Physiological Security
Social Esteem actualization
Intensity
of needs
Realization
02/17/11 98
Drawback of Maslow’s
theory
• Does not take into account individual
differences
02/17/11 99
Alderfer’s ERG model
• The 3 needs
1. Existence > Physiological and safety
2. Relations > Social, esteem needs derived from
other people
3. Growth > Self actualization
• Revision of Maslow
– Decreasing concreteness
– Achieving a goal causes a decrease in its importance
– Satisfaction progression; frustration regression
02/17/11 100
McClelland’s theory
02/17/11 101
Critical appraisal of
McClelland
1. Doubtful research evidence
2. Objectionable use of techniques
3. Does not deal with process of
motivation
4. Achievement motivation training is
time consuming and expensive
02/17/11 102
Herzberg’s 2 factor theory
• Hygienic factors (Deal • Motivational factors (deal
with environment) with nature of work)
Self actualization
Esteem
Social
Safety
Physiological
02/17/11
Maintenance factors 104
Loopholes in Herzberg
02/17/11 105
Incentives
• Financial incentives
• Non financial incentives
– Status
– Job security
– Performance and feedback
– Praise
– Opportunity of growth
– Participative and consultative management
– Career development plan
02/17/11 106
Job related motivation
strategies
• Job enrichment
– Freedom to workers in deciding how to
do the work
– Increase responsibility
– Encourage participation’
– Provide feedback
– Make workers understand significance of
their task
• Job enlargement
02/17/11 107
McGregor’s theories
• Theory X
– Directing, motivating, modifying behavior
– Carrot and stick approach
• Theory Y
– Work can be a source of satisfaction or punishment
– Employee will exercise self direction and self control
– Commitment depends upon rewards
– Avoidance of responsibility, lack of ambition and
emphasis on security are consequences of experience
– Most people are imaginative, creative and ingenuous
02/17/11 108
Critical appraisal
02/17/11 109
Ouchi’s Theory Z
Features
1. Mutual trust
2. Strong bond b/w company and
employees
3. Employee involvement
4. Integrated organization
5. HRD
6. Role of leader
02/17/11 110
Critical appraisal
02/17/11 111
Stress management
02/17/11 112
“ A person experiences stress when a
situation is perceived as presenting a
demand which threatens to exceed
the person’s capabilities and
resources for meeting it”
- McGrath
02/17/11 113
Stages
Alarm reaction
Resistance
Exhaustion
02/17/11 114
Causes
• Work overload
• Time pressure
• Poor quality of supervision
• Insecure political climate
• Inadequate authority to match responsibilities
• Role conflict and ambiguity
• Change of any type, especially major/unusual
• Frustration
02/17/11 115
Leads to
• Physiological discomfort
• Some emotional unhappiness
• Strained relationship
02/17/11 116
Nature
02/17/11 117
Symptoms
a) Physiological symptoms
b) Psychological symptoms
c) Behavioral symptoms
02/17/11 118
Stress and performance
Distress Distress
Performance
Stress Eustress
02/17/11 119
• Type of job and stress
• Personality and stress
• Type A and Type B personality
• Sources of stress
– Factors intrinsic to job
– Role in organization
– Relationship at work
– Career development
• Job security
• Status incongruity
– Organizational structure and climate
– Extra-organizational sources of stress
02/17/11 120
Consequences of stress
• Disruption of relationship
• Situation of physical danger
• Extreme sense of failure, loss of self esteem
• Sudden moment of triumph
• Physical
• Behavioral
• Psychological
02/17/11 121
Consequences for
organization
• Decline in performance
• Absenteeism, turnover
• Job satisfaction, morale, commitment
02/17/11 122
Management of stress
• Coping stress at organizational level
– Stress reduction and stress mgmt. programs
– Job redesign
– Collateral programs
– Counseling
– Meditation
• Coping stress by individual
– Relaxation
– Time management
– Mgmt. of self role
– Support group
02/17/11 123
Psychological counseling
• Discussion of an emotional problem
within an employee, with general
objective of decreasing it
02/17/11 124
Functions of counseling
• Advice
• Reassurance
• Communication
• Release of emotional tension
• Clarified thinking
• Reorientation
02/17/11 125
Types of counseling
• Non – directive counseling > counselee
centered
02/17/11 126
Inter personal behavior:
transactional analysis
02/17/11 127
Transaction analysis
02/17/11 128
Analysis of ego states
Nurturing
parent ego
P
(Parent)
Critical
Parent ego
A
Personality (Adult)
Natural child
C Little professor
(Child)
Adaptive child
02/17/11 129
Stroking
02/17/11 130
Types of transactions
1) Complementary transactions
2) Crossed transactions
3) Ulterior transactions
4) Gallows transactions
02/17/11 131
Complementary
transactions
P P
A A
C C
02/17/11 132
Complementary
transactions
P P
A A
C C
02/17/11 133
Crossed transactions
P P
A A
C C
02/17/11 134
Analysis of life position
• Life position > combination of assumption
of self and other person
02/17/11 135
Self
OK Not OK
Other
02/17/11 136
Basic human hungers
• Stroke hunger
• Structure hunger
– Withdrawing from threatening environment
– Engaging in rituals
– Engaging in productive activity
– Engaging in pastimes
– Being intimate
• Position hunger
02/17/11 137
Script analysis
• Shakespeare:
“All the world is a stage. And all the
men and women are merely players.
They have their exits and entrances.
Each plays many parts or roles.”
02/17/11 138
Roles in script
• Legitimate
– Prosecutor
– Victim
– Rescuer
• Illegitimate
– Prosecutor
– Victim
– Rescuer
02/17/11 139
Game analysis
• Characteristics
– Transaction tends to be repeated
– Makes sense on superficial level
– One or more transaction is ulterior
• Reasons
– To get strokes
– Strengthen life position
– To avoid or control intimacy
• Roles
02/17/11 140
Benefits of TA
• Insights to psychological make up
• Interpersonal communication is
improved
• Interpersonal relations improve
• Leadership skills among people
• Useful where success depends on
interpersonal effectiveness like sales,
counseling
• Reinforces and implements
management development activities
02/17/11 141
Johari window
02/17/11 142
Interactive Johari window
• www.Kevan.org/johari
02/17/11 143
Interactive johari window
• http://kevan.org/johari
02/17/11 144
Group dynamics
02/17/11 145
Group
02/17/11 146
Characteristics
02/17/11 147
Types of groups
02/17/11 148
Group dynamics
02/17/11 149
Theories of group formation
1) Propinquity theory
2) Homand’s theory
3) Balance theory
4) Exchange theory
02/17/11 150
Homand’s theory
Activities Interactions
Sentiments
02/17/11 151
Balance theory
Mr. G Mr. F
Common attitudes
02/17/11 152
Causes of group formation
• Desire for socialization
• Sense of identification
• Goal achievement
• Monotonous jobs
• Security
• Source of information
• Reduction of monotony
• Innovation and creativity
02/17/11 153
Importance of informal group
for organization
• Support of formal structure
• Filling gaps in management’s abilities
• Speedy communication
• Social function
• Solution of work problems
• Norms of behavior
• Better relations
02/17/11 154
Disadvantage of informal
groups
• Restriction of O/P
• Conformity
• Power politics by informal leaders
• Role conflict
• Generation of rumors
• Resistance to change
• Social costs
02/17/11 155
Management’s response to
informal groups
• Postitive attitude towards informal
groups
• Rapport with informal leaders
• Use of informal communication
• Involvement of groups
• Developing common areas of interest
or goal congruency
02/17/11 156
Group processes and
behavior
• Group objectives
• Authority relations in groups
• Communication in groups
• Leadership in groups
02/17/11 157
• Group roles
– Unwritten division of tasks
• Group norms
– Standard of behavior or performance which
the members are expected to observe
• Group cohesiveness
– Degree to which group members form a strong
collective unit reflecting a feeling of oneness
02/17/11 158
Factors affecting
cohesiveness
• Proximity of group
• Size of group
• Common elements
• Satisfaction of members’ needs
• Interdependence among members
• External pressures or threats
• Autonomy
• Leadership style
• Status of the group
02/17/11 159
Relation b/w different
factors
Cohesiveness
High Low
High Medium
High productivity productivity
Performance
norms Low Low
productivity productivity
Low
02/17/11 160
Leadership styles and
influence
02/17/11 161
Leadership
02/17/11 162
Functions of leadership
• Setting goals
• Organizing
• Motivation
• Coordination
• Representation
• Control
02/17/11 163
Role and importance of
leadership
• Providing inspiration to employees
• Securing cooperation
• Creation of confidence
• Providing conducive environment
• Building higher morale
• Facilitation of change
02/17/11 164
Types of leaders
• Intellectual leaders
• Democratic leaders
• Autocratic leaders
• Persuasive leaders
• Creative leaders
• Institutional leaders
02/17/11 165
Types of Leadership
1. Charismatic leadership
2. Transformational leadership
3. Transactional leadership
02/17/11 166
Transactional Transformationa
leadership l
leadership
Contingent reward Charisma
Management by Inspiration
exception(active)
Management by Intellectual
exception simulation
(passive)
Laissez-faire Individual
consideration
02/17/11 167
Styles of leadership
1. Autocratic leadership
a. Strict autocrat
b. Benevolent autocrat
c. Manipulative autocrat
2. Participative or democratic leader
3. Laissez-faire or free-rein leader
02/17/11 168
Autocratic leader
Leader
02/17/11 169
Democratic leader
Leader
02/17/11 170
Laissez-faire leader
Leader
02/17/11 171
Likert’s management
systems
1. Exploitative authoritative
2. Benevolent authoritative
3. Consultative
4. participative
02/17/11 172
Leadership skills
• Visionary skills
• Communication skills
• Sensitive skills
• Self awareness skills
02/17/11 173
Traits or qaulities of good
leader
• Intelligence
• Physical features/ appearance
• Maturity
• Vision and foresight
• Inner motivation
• Sense of responsibility
• Empathy
• Human relations attitude
• Emotional balance
02/17/11 174
Trait theory of leadership
02/17/11 175
Behavioral theory of
leadership
• Tannenbaum’s continuum of
leadership behavior
Autocratic Free-rein
(boss centered) (subordinate centered)
Use of authority
By manager Area of freedom
For subordinates
• Depends upon
– Forces in manager
– Forces in subordinate
– Forces in situation
02/17/11 177
Michigan studies
Employee Production
centered leader centered leader
Treats subordinates as Emphasizes technical
human beings aspect of job
Shows concern for well Relies on work
being of employees standards
5-5
5 Middle road
1-1 9-1
Impoverished Task
0
5 9
Concern for production
02/17/11 179
Appraisal of behavioral
theories
• There was assumed to be a single
“best” style of leadership
02/17/11 180
Situational theories of
leadership
External
environment
Economic
International
Organization
Leader followers
Politico-legal
Technological
Socio-cultural
02/17/11 181
Fiedler’s contingency theory
Combina Leader- Task Position favorabl
tion follower structure power eness
02/17/11 183
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