Managing People - Final Presentation - Monday - PPT

“When introducing transformational change in
an organisation, managers would be wise to

initially focus on the relationship between their
own personal behaviour,
emotions, attitudes and values.”
Prepared by “International Band” Members:

Gibadat Yelzhanova (0911081)
Monika Kolecka (0810061)
Tushar Dalvi (0915557)
Shiven Gupta (0915552)
Susan Thangaiah (0910669)
By Shiven Gupta (0915552)
)
)
What is an Organisational Change?
Organisational change is defined as a deliberate and

conscious act to establish circumstances that are
different from the status quo (Ford and Ford, 1995).
)
External Triggers For Organisational

Change Can Include:
ü Development in technology
ü Development in new materials
ü Changes in customers’ requirements and tastes
ü The activities and innovations of competitors
ü New legislation and government policies
ü Changing domestics and global economic and trading conditions
ü Shifts in local, national and international politics
ü Changes in social and cultural values
(Huczynski A & Buchanan D, 2001)

)
Internal triggers for organisational change

can include:
ü New product and service design innovations

ü Low performance and morale, triggering job redesign
ü Appointment of a new senior manager or top management team
ü Inadequate skills and Knowledge base, triggering training programmes
ü Office and factory relocation, closer to suppliers and markets
ü Recognition of problems, triggering reallocation of responsibilities
ü Innovations in the manufacturing process
ü New ideas about how to deliver services to customers
(Huczynski A & Buchanan D,

)
Types of Change in an Organisation
Developmental Change
Transitional Change
Transformational Change
(Anderson, D. 2001)
)
Transformational Change
ü Results in a major overhaul of the organisation or its component systems
ü Described as radical change or frame-breaking change
ü Undergo a significant shift in basic characteristic features
(Anderson, D. 2001)
By Tushar Dalvi (0915557)
Behavior
Human Collection of
Behavior? Behavior.
ü Action, performance, deeds, manners, activities and
conduct influenced by culture, attitude, emotion and
values.
Things that Individual Social
ü Typeweofdo.
behavior: Aggressive,Behavior.
Shy, Polite, Voluntary,
Behavior.
Involuntary, etc.
Are they the same in different

situation &place?
Control
Coach
Plan
Team leader
coordinator
Delegate
Manager?
Managerial behaviour patterns
ü Two dimensional
Consideration and Initiating structure.
ü Continuum of style
The Tannenbaum-schmidt continuum of leadership behaviour
ü Situational theory
The contingency theory of leadership
Situational leadership

2001)
Consideration and initiating structure behavior

üThe considerate leader focuses on employee
relationship and needs.
üWhere as the leader who initiates structures for

subordinates is task oriented. They focus on
getting the job done.

Continum of leadership
ü
Diverting from “one best way”.
üTannenbaum-Schmidt presented democratic- autocratic choice as

continuum.
üTheir article subtitled ‘should manager be democratic or autocratic- or

something in between?’
ü Three set of forces:

• Force in the manager
• Force in the subordinate
• Force in the situation

Contingency theory
ü It determines importance of contextual factors in determining effective

managerial behaviour.
ü It projects the view that there is no one ideal behaviour patter that a manager
must have to be successful.
ü Fiedler states Managers cannot alter their style to fit to context.

Situational leadership
ü Paul Hersey and Ken Blanchard influenced by contingency theory of

leadership.
ü Manager must be a good Diagnostician and must adapt style to meet

demands of situation.
ü Unlike Fiedler, they believed that a mangers can alter their style to fit
the context

2001)
Click to edit Master text styles
Second level
● Third level
● Fourth level
● Fifth level
By Susan Thangaiah (0910669)
EMOTIONS
BEHA
VIOR
PERCEPTIONS
Emotion
Emotions are:
vIntrinsic to social order and

disorder, working structures,
conflict, influence, conformity,
posturing, gender, sexuality and
politics.
Component of :
ü Cognitive appraisal/ evaluation of stimuli
and situations
vThey work imprecisely within the
ü Motor expression human psyche, as well as in the
ü Motivation daily organisational life.
ü Subjective feeling state (Fineman, 1994)
(Frijda, N.H.,1988)
Why managers should initially look at

their emotion?
The morale and emotional behavior of a manager has an

important effect on
organizational climate. Research shows that more than
70% of employees‘ perceptions of organizational climate
result directly from a manager's morale and behavior, which
stimulates employees' morale, emotions, and behaviors.
(Momeni, N., 2009)

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st Depends on individual interpretation and tested through their relations with others
1.
Reveals that emotions are coping mechanisms, enabling individuals to adapt to changing
ti circumstances signaling the need of change (Lazarus, 1991)
2.
n
u
Positive Emotion Negative Emotion

Pleasure, happiness, Anger, anxiety, guilt and
pride, enthusiasm, relief, shame, envy and
optimism, affection, and jealousy, hope,
Emotion At power happiness/joy, pride,
Workplace (Basch and Fisher ,2000) compassion, and love
(Lazarus and Cohen-
Charash , 2001)
Frustration, worry,
disappointment,
annoyance, anger,
unhappiness,
embarrassment, sadness,
disgust, hurt, fear, and
1.
2
3.
4.
5.
1.
Five Levels Of
Emotions In
Organizations
ASHKANASY N.M (2003),
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Why Managers should look at their personal

emotion??
Self Awareness (Goleman et. al., 2001)
ü Emotional Self Awareness – Recognizing one’s

emotions and their effect
ü Accurate self assessment - Knowing one’s strengths
and limits
ü Self Confidence – A strong sense of one’s self worth
and capabilities. Confidence determines choices,
effort, perseverance and resilience
Self Management (Goleman et. al., 2001)
1. Emotional self control – Keeping disruptive emotions and impulses (Marshmallow

study)
2. Transparency – Maintaining integrity, acting according to one’s value (Andrew
Grove – Intel CEO 1994)
3. Adaptability – Flexibility in handling change (Carly Fiorina- 1st women CEO of
Hewlett-Packet, 1st women to head fortune 50 company, she led to HP’s
transformation culture and structure)
4. Achievement orientation – Striving to improve or meet a standard of excellence
5. Initiatives – Readiness to act on opportunity (Bill Gates, Andrew Carnegie)
6. Optimism – Persistence in pursuing goals despite obstacles and setback (IBM
CEO – John R. Opel) (Thornton, 2009)
Examples of emotion expression
ü Train driver to vote on strikes – No salary rise next year

but 3% rise in 2nd year. The action by First Capital
Connect (FCC) drivers threatened pre-Christmas travel
disruption as well as weekdays. (BBC,2009)
ü BA strike ballot papers send out – Cutting the cabin crew staff on long haul flight from
15 to14. United union concerned the BA changes will place crew under “additional
stress during flight with fewer crew required to absorb the work of colleagues who have
been removed from the company”. (BBC, 2009)
Emotional Intelligence
Refers to understanding and The ability to monitor

recognition of oneself and one’s own feelings and
others' abilities, perception emotions, to discriminate
and attitudes. This mental among them, and to use
ability has an important this information to guide
influence on the other
one’s thinking and
abilities of a manager,
actions.
especially leadership.
(Solevey, P., & Mayer, J.,1990)
(Momeni, N., 2009)
Emotional intelligence of managers
and the organizational climate they
create.
Employees perception
Positive Correlation & attitude
Emotional Organizational Influence the
Intelligence Climate behavior of
employee
q Great organizational climate improves the efficiency and decreases costs of

turnover and problems with staff (Momeni, N., 2009)
q Efficient manager with high EI can create environment where loyal, intelligent, risk
and reward-seeking-risk and emotionally invested employees towards great goals.
(Goleman et al., 2001)
q “Emotional intelligence gives you a competitive edge. Having great intellectual
abilities may make you a superb fiscal analyst, but a highly developed emotional
intelligence will make you a candidate for CEO” (Goleman, 1997)
q Mayer & Salovey (1997): Four branches of EI, (1) Identifying emotions, (2) Using
emotions to facilitate thought, (3) Understanding emotion and (4) Managing
emotion
Can emotion be
changed??
1. Felt vs display emotion (Mann, 1999)
2. Emotional intelligence can be develop over

time (Goleman, 2001)
YES!!! 3. Change through training, coaching and
feedback
4. By changing the way we look and interpret

things
By Monika Kolecka (0810061)
What does ‘attitude’ really mean?
?
“An attitude is simply a method by which you let others know what you are feeling,
your moods, believes, likes/dislikes, even your securities or insecurities” (Otto 2009).
“I believe your attitude is like a mirror. The attitude you give out is the same
attitude you will get back” (Herald 2003 p 5).
“Attitude comes into play in management-staff interactions and can make the
difference between developing a productive team and coping with a dysfunctional unit”
(Millett 2009).
Type of attitudes:
Positive attitude - Positive, open and

“willing to listen” attitude is essential to give
employees reassurance that they are part of
the change process, thus encouraging them
to feel more comfortable about the change
and the resulting new environment they will
be working in.
Type of attitudes:
Negative attitude - Leaders with

negative attitude usually do not willing in
to any new changes or restructuring, and
are more likely to receive more negative
feedback from employees, likely resulting
in a less successful re-structuring and a
less motivated work force.
Why attitudes are ü To achieve our goals
important at ü To manage changes within organisation

ü To offer better communication
workplace? ü To achieve successful of our business
ü To be more effective in our jobs
ü As a leader to provide a good example

“Whenever you are in conflict with someone,

there is one factor that can make the difference
between damaging your relationship and
deepening it.
That factor is attitude.” (James 2009)
attitude
Can we change our attitude?
Yes, we can!
Because:
We do make choices
We are responsible for our acting
We make our thoughts ( for example our beliefs)
We decide about our behaviour and body language
We have the freedom and power to make change about ourselves
By Gibadat Yelzhanova (0911081)
What is value?
“Value is the constellation of likes, dislikes, viewpoints, shoulds, inner inclinations, rational and irrational
judgements, prejudices and association patterns that determine a person’s view of the world” (Spranger,
1928).
“Values are neither attitudes nor behaviours, but rather building blocks of the behaviour of and choices
made by individuals” (Stackman, 2000).
“Value is a recommendable quality that has an impact on the choice of objectives, means and manners
available, and is used as a criterion in assessing various phenomena. Personal values are the basis of
preferences or modality of selective orientation” (Van Deth & Scarbrough, 1995)
What is important for me?
Personal Organisational
Values Values
Questions
Two or three words you associate with Value?
What is important for you personally and at work?

Personal Values
People individually live their lives and make choices by

considering “What Is Important For Me?” (WIIFM) – and it is
personal values that inform the answer to the question.
Managers and Leaders are not just business people. They

are also human being. What are their personal values?
Health The most important personal values
Family
Reliability
Integrity,
Honesty
Trust,
Reliance
(Simova J and Odziemczyk A, 2007)

The most important organisational values
Quality
Reliability
Relationship,
Cooperation,
Teamwork
Professionalism Integrity,
Honesty
(Simova J and Odziemczyk A, 2007)

Categories of Values
Two broad categories of values according to Rokeach (1973):
1. Terminal values (e.g. self-respect, wisdom, family security,

comfortable life, sense of accomplishment, etc.) which reflect a
person’s belief about “ends” to be achieved;
2. Instrumental values (e.g. ambition, honesty, courage,

independence, imagination, helpfulness, etc.) which reflect beliefs
about the “means” for achieving the desired ends.
Why do values have this power?
Their power to drive behaviour comes from the fact that an

individual’s values have emotions attached to them (Sullivan
2001),
Personal factors in the Dangers and Abuses
Managers who put their personal values higher than organisational ones and having power in their hands?
Power becomes a potential danger if leaders have their focus on themselves or on building resources alone rather than
on building their followers (Bass & Steidlmeier, 1999).
Maintaining accountability keeps leaders from isolation and nurturing their ’dark side’. It also helps keep leaders’
focus off themselves and on the people who follow them. Good transformational leaders sacrifice pride, share their power,
and develop humility. (Covey, 1991).
Opinions of my two previous managers

Values are the dominating forces in peoples’ lives and

are fundamental to understanding organizational behaviour
(Brown 2002).
Values determine goals and actions and dictate what time and money are spent on
(Sullivan 2001).
People move toward those goals or actions that they are attracted to.
1. Attitude
(a) I can’t get it right.

(b) Work sucks. 2. Behaviour
(c) I’m not good enough.
(d) Really irritated with the project
(e) Feeling top of the world 3. Value
(f) I like to behave the way I prefer.
(g) What! Are you arguing with me!! How dare you!!!
(h) My team doesn’t need me in the 4. Emotion
office.
(i) The new task is a challenge.
(j) I’ll never be able to get a degree
(k) My boss like to munch and speak.
(l) I need to stay in this job.
)
● A
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References
1. ASHKANASY, N.M (2003), Emotion in organizations: A multi level perspective.
2. BASCH, J., & FISHER, C. D., 2000. Affective events-emotions matrix: A classification of work events and associated emotions. In: N. M. Ashkanasy, C. E. J. H¨artel
& W. Zerbe (Eds), Emotions in the Workplace: Research, Theory, and Practice (pp. 36–48). Westport, CT: Quorum Books.
3. BBC, 2009a. Train drivers to vote on strike. [online]. Available from: http://news.bbc.co.uk/1/hi/england/8354862.stm . Assessed 11th November 2009.
4. BBC, 2009b. BA strike ballot papers send out. [online]. Available from: http://news.bbc.co.uk/1/hi/business/8361085.stm. Assessed 15th November 2009.
5. BRUNO, L., PH, D. and LAY, E., 2006. Personal values and Leadership Effectiveness. [online]. Available from:
http://www.g-casa.com/Bruno_Personal_Values_Leadership [Accessed 22 November 2009].
6. Cclarke, L., 1994. The essence of change. In: Arnold, J. 1998. Work Psychology Understanding human behavior at work place. 3rd ed. London : Financial Times
Management.
7. FINEMAN, S. (Ed.) (1994), Emotion in Organizations, Sage, London.
8. Frijda, N.H. (1988), “Les théories des émotions: un bilan”,in Rimé, B. and Scherer, K.R. (Eds), Les Émotions,Delachaux & Niestlé, Neuchâtel. TRAN, V., 1998. In
the role of the emotional climate in learning organizations. The learning organization. 5(2). pp. 99-103. MCB University Press.
9. GOLEMAN, D., BOYATZIS, R., & MCKEE, A., 2001. Primal leadership: The hidden driver of great performance. Harvard Business Review, 43-53; Lyman, A. (2003,
9-11 April). Creating a great place to work: lessons from the 100 best (M.A. Babaee & B. Abolalaee, Trans.). The proceeding of first conference of development of
human resources, (2004) , Association of HRM of Iran, 9th Street, Iranshenasi Street, Southern Sheikh Bahaee Avenue, Tehran, Iran,19-27.
10. GRIMME, S., 2009. The Nature of Attitude – 3 Type of People. [online]. Ezine Articles. Available from:
http://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525 [Accessed 22 November 2009] .
11. GOLEMAN, D.,1997. Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books. p.76.
12. HERALD, J., 2003. Would you like attitude with that?: no limits, no excuses, no ifs, no buts ... [online] . Allen & Unwin: Australia. Available from:
http://books.google.co.uk/books [Accessed 22 November 2009] . p 5
References (Contd.)
13. Huczynski, A., & Buchanan, D., 2001. Organizational Behaviour: An introductory text. 4th ed.Harlow:Pearson Education limited.
14. Lazarus, R., 1991. Emotion and adaptation. Oxford university press, Oxford.
15. LAZARUS, R. S., & COHEN-CHARASH, Y. , 2001. Discrete emotions in organizational life. In: R. L. Payne & C. L. Cooper (Eds), Emotions at Work: Theory, Research, and Applications for Management. (pp. 45–81). Chichester, UK: Wiley.
16. MANN,S., 1999. Hiding what we feel, faking what we don’t: Understanding the role of emotions at work. Element, Shaftesbury. p 69.
17. Maybey , c. and Mayyon-white, B. 1993Managing Change 2nd ed. In: Arnold, J. 1998. Work Psychology Understanding human behavior at work place. 3rd ed. London : Financial Times Management.
18. MILLETT, T., 2009. Attitude and Its 7 Reasons for Being. [online]. Free Articles. Available from: http://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.html. [Accessed 22 November 2009].
19. MOMENI, N., 2009. The relation between managers’ emotional intelligence and the organizational climate they create. Personnel Management. 38(2)
20. OTTO, M., 2009. Attitude Can Determine Your Success As A Manager. [online]. Evan Carmichael. Available from:
21. http://www.evancarmichael.com/Management/3327/ATTITUDE-CAN-DETERMINE-YOUR-SUCESS-AS-A-MANAGER.htm [Accessed 22 November 2009].
22. Oshogbemi, T., and Ocholi, S., 2006. Leadership style and behavior profile of managers. Journal of management development. Vol25 (8). Pp748-768.
23. PLUTCHIK, R. ,1980. The nature of emotion. [online]. Available from: http://www.stevenjchen.com/index.php?link=emotions. [Accessed on 16th November 2009].
24. SALOVEY, P. and MAYER, J., 1990. Emotional Intelligence. Imagination, Cognition and personality. pp. 185-211.
25. SIMOVA, J and ODZIEMCZYK, A., 2007 Personel and business values in SMEs: what general value concepts do managers and buciness owners of small and medium-sized enterprises appreciate most?. [online]. Available from:
http://www.leidykla.eu/fileadmin [Accessed 22 November 2009].
References (Contd.)
26. SMITH, M., 2007. Having the Correct Attitude Will Determine the Success of your Business. [online]. Smarts Info – e-
Publishing. Available from: http://selfhelp.smartads.info/attitude/article.php?art=11194 [Accessed 21 November 2009].
27. SULLIVAN, W., SULLIVAN, R., and BUFFTON, B., 2001. Alligning individual and organisational values to support change.
Journal of Change Management, 2(3) , pp 247-254
28. Simic, I., 1998. Transformational Leadership key to succesful management of transformational organization change.
Scientific journal Fact university. Vol 1 (6). Pp 49-55.
29. THORNTON, E., 8th January 2009. Managing through a crisis: A new rules. BusinessWeek. [online]. Available on:
http://www.businessweek.com/magazine/content/09_03/b4116030884620.htm. [Accessed on 20th November 2009].
30. TUCKER, A. et al., 2004. The Influence of Transformational Leader. Journal of Leadership and Organisational Studies,
10(4), pp 102-110
31. VADI, M. and JAAKSON, K., 2002. The importance of value honest: determining factors and some hints to ethics. [online].
Available from: http://www.mtk.ut.ee/orb.aw [Accessed 22 November 2009].
32. WILLIAMS, S., 2001. Emotion and social theory. London: Sage.
Thank You
for attention and participation!

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“When introducing transformational change in

an organisation, managers would be wise to

Prepared by “International Band” Members:

What is an Organisational Change?

Organisational change is defined as a deliberate and

External Triggers For Organisational

(Huczynski A & Buchanan D, 2001)

Internal triggers for organisational change

ü New product and service design innovations

(Huczynski A & Buchanan D,

Types of Change in an Organisation

ü Results in a major overhaul of the organisation or its component systems

ü Described as radical change or frame-breaking change

ü Undergo a significant shift in basic characteristic features

Are they the same in different

Managerial behaviour patterns

(Huczynski A & Buchanan D,

Consideration and initiating structure behavior

üWhere as the leader who initiates structures for

(Huczynski A & Buchanan D, 2001)

üTannenbaum-Schmidt presented democratic- autocratic choice as

üTheir article subtitled ‘should manager be democratic or autocratic- or

ü Three set of forces:

(Huczynski A & Buchanan D,

ü It determines importance of contextual factors in determining effective

ü Fiedler states Managers cannot alter their style to fit to context.

(Huczynski A & Buchanan D, 2001)

ü Paul Hersey and Ken Blanchard influenced by contingency theory of

ü Manager must be a good Diagnostician and must adapt style to meet

(Huczynski A & Buchanan D,

vIntrinsic to social order and

Why managers should initially look at

The morale and emotional behavior of a manager has an

(Momeni, N., 2009)

Positive Emotion Negative Emotion

By Susan Thangaiah (0910669)

Why Managers should look at their personal

ü Emotional Self Awareness – Recognizing one’s

Self Management (Goleman et. al., 2001)

1. Emotional self control – Keeping disruptive emotions and impulses (Marshmallow

Examples of emotion expression

ü Train driver to vote on strikes – No salary rise next year

Refers to understanding and The ability to monitor

q Great organizational climate improves the efficiency and decreases costs of

2. Emotional intelligence can be develop over

4. By changing the way we look and interpret

What does ‘attitude’ really mean?

Positive attitude - Positive, open and

Negative attitude - Leaders with

Why attitudes are ü To achieve our goals

important at ü To manage changes within organisation

ü As a leader to provide a good example

“Whenever you are in conflict with someone,

Can we change our attitude?

What is important for me?

Two or three words you associate with Value?

What is important for you personally and at work?

People individually live their lives and make choices by

Managers and Leaders are not just business people. They

Health The most important personal values

(Simova J and Odziemczyk A, 2007)

The most important organisational values