THE NATURE OF PEOPLE

Individual Differences - “The belief that each person is

different from all others” – Law of I.D
Difference emerge from 2 forces
• The uniqueness innate to a person (the impact of
nature)
• The individual experiences after birth tend to make the
differences magnifying (the impact of nurture)
Perception - The view of the world through the eyes of
an individual, filtered by perception.
The individual judges the world in terms of his/her own
beliefs, values and expectations. This is ‘Selective
Perception’
 THE NATURE OF PEOPLE

A Whole person - Different human traits make a

person. Organizations do not employ the skills of a person,
but the whole person.
• Motivated Behaviour
• Desire for Involvement
• Value of the Person

MOTIVATION
Potential Performance (P) > Ability (A) x Motivation
McLelland’s Theory: Studied the need for
(1) Achievement (2) Affiliation (3) Power
 THE NATURE OF
ORGANISATIONS

Social Systems
• Formal
• Informal
• Interdependency
• Dynamic State
Mutual Interest
• Based on Common Interest
• Super ordinate goal

Ethics
 NEEDS

• Primary: Basic physical needs

• Secondary: Represent the needs of the mind and spirit.
These needs are the ones that complicate the motivational
efforts of managers. Secondary needs have the following
characteristics
• Are strongly conditioned by experience.
• Vary in type and intensity among people.
• Are subject to change across time within any individual.
• Cannot usually be isolated but rather work in
combination and influence one another.
• Are often hidden from conscious recognition
• Are vague feelings as opposed to specific physical needs.
• Influence behaviour.
 BRAIN FUNCTIONS

• 2 Hemispheres R & L
• Joined by – Corpus Callosum
• Research shows that the R&L have different but
complementary functions.
• The Right Side is non-dominant and deals with
information in an intuitive and holistic way.
Forming Images of others continuous action
One forms images of the other person one needs or wants
in order to
• Predict others behaviour
• Cope or deal with others
• Satisfy one’s needs in respect of the relationship.
Resistance to Image Change
 EMOTIONAL INTELLIGENCE
(E.I)

Components of EI
• Self-Awareness
• Self-regulation
• Motivation
• Empathy
• Social Skills
EI Techniques
• Achieve control over self, self-discipline
• Emotion not enough – intelligently controlled
emotion.
• People’s shortcomings, emotional involvement, lack
of mutual understanding are hurdles in EI
 SELF AWARENESS

• Our Innermost mind

• The frame of reference
• The self-image
• The comfort zone – the ‘thermostat’ mechanism

THE JOHARI GRID

It portrays a person as he/she relates to others
A. Public Area – known to all
Public Blind B. Blind Area– Known to others, not
Area Area to self
(A) (B) C. Hidden Area – Hidden from
Hidden Unconscious others, known to self
Area D. Unconscious – Known neither to
(C) (D) oneself nor to others
 NATURE OF GROUPS

Basis of Informal Formal Group

Comparison Group
General Nature Unofficial Official
Major Concepts Power & Authority &
Politics responsibility
Primary Focus Person Position
Source of Leader Given by Delegated by
Power group management
Guidelines for Norms Rules
behaviour
Sources of Control Sanctions Rewards & penalties
 CONFLICT

Conflict can occur WITHIN an employee, BETWEEN

Individuals or GROUPS

Sources of Conflict
Organizational Change:
• Pace of technology
• Resources to be used
• Which direction to take.
 DIFFERENT SET OF VALUES

• People hold different beliefs and adhere to different

value systems.
• Philosophies diverge, ethical values differ. Disputes
arising out these are more difficult to solve as they
since they are less objective.
Threats to Status
• Status/Social rank is very important to a person in a
group.
• When status is threatened face-saving becomes the
most important driving force as a person struggles to
maintain the desired image. Conflict may arise
between the one who created the status and the
defensive person.
CONTRASTING PERCEPTIONS

• People perceive things differently as a result of their

prior experiences and expectations.
• Differences arising out of ones perceptions being
automatically understood by others.
Lack of Trust
• Every continuing relationship requires some degree
of trust.
• Trust takes times to build but can be destroyed in an
instant.
Personality clashes
• The Law of Individual Differences, is fundamental to
OB.
• Personality differences can cause conflict.
 FORMAL V/S INFORMAL
NETWORK
The Formal Network
• The main (formal) lines of flow are like the network
of arteries in the body.
• The secondary (informal) network is like the veins –
this secondary network is highly complex and
continually changing.
The Informal Network
• Parallel to the formal network lies the informal
network, a secondary network consisting primarily of
personal communications that occur in a business.
• Such Communication Networks follow no set pattern
they form an ever-changing and infinitely complex
structure linking all the members of the organization.
 TYPES OF ORGANIZATIONS

Organizations differ in nature of systems they develop

and maintain and the results they achieve.
It is highly important that managers recognized the
nature, significance and effectiveness of their own
models.
 TYPES OF ORGANIZATIONS

Basic Assumptions flow out of management’s outlook.

Theory X Theory Y
 Dislikes work  Work is as natural as play & rest
 Lacks respectability has  People are not inherently lazy
little ambition’  People will exercise self-
direction & self-control to
 Most people must be achieve their objectives.
coerced & threatened to  People have potential. They have
work imagination, ingenuity &
 Most people must be creativity.
coerced & threatened to
work

Managerial Role is to Coerce & Managerial Role is to Develop the

Control Employees Potential in Employees
 OTHER 5 MODELS OF
ORGANIZATIONS
Autocratic Custodial Supportive Collateral System
Basis of Eco. Trust,
Power Leadership Partnership
Model Resources Community

Managerial Caring
Authority Money Support TW
Orientation Compassion
Employee
Depends on Depends on Self Self
Psycho Participation
Boss Organization Discipline Motivation
Result
Employee Status and Self
Subsistence Security Wide range
needs met Recognition Activation
Passion &
Perfect Passive Awakened Moderate
Minimum committed to
Result Cooperation Drives Enthusiasm
org. goals

Use of any of the above models is Upon

• Evolving usage
• Relation of Models to Human Needs
• Managerial Flexibility
• Use of some Models
• Contingent use of all models
STUDYING JOB SATISFACTION

Benefits of Job Satisfaction Studies

• Monitoring Attitudes
• Additional Benefits
• Face up to situation specific realities
• Thinking patterns, values, beliefs create a gap
• Learn to accept people of different natures.
• Rationale based approach
• Mistakes need to be improved, don’t punish yourself
 MOTIVATION

• McGregor’s Theory X
• The average human being has an inherent dislike
for work and will avoid it if he can.

• Because of this human characteristic of dislike for

work, most people must be coerced, controlled,
directed or even threatened with punishment to
get them to put forth adequate efforts towards the
achievement of the organizational objectives.

• The average human being prefers to be directed.

Wishes to avoid responsibility. Has relatively little
ambition, and wants security, above all.
 MOTIVATION
contd
McGregor’s Theory Y
• The expenditure of physical and mental effort in work
is as natural as play or Rest.
• External control and the threat of punishment are not
the only means of bringing about effort towards
achieving organizational objectives.
• Commitment to objectives is a function of the rewards
associated with their Achievement.
• The average human being learns under proper
conditions not only to accept but also to seek
responsibility.
• The capacity to exercise a high degree of imagination,
ingenuity & creativity in the solution of organizational
problems is widely distributed in the population.
• Under the conditions of modern industrial life, the
intellectual Potentialities of the average human being
are the only partially utilised.
 MOTIVATION
contd

Assumptions of Theory Z
• People have wills.
• They are open to good and evil
• Situation drives them
• Reasons motivate them
• Interdependence is their basic mode of interaction
• Interaction is their social unit of importance.
• Objectives best describe their view of mankind.
 MOTIVATION
contd

Maslow’s Hierarchy of Needs

• Basic needs: These are concerned with survival &
Health and will include the need for Food, Clothing,
Sleep, Shelter and Sex
• Security and Safety needs: Represent physical safety
and emotional and economic activity.
• Social and belonging needs: Recognizes the need to
be accepted by, to become part of, to be liked by the
group of people with whom we live and work with.
• Esteem needs: Are concerned with one’s place in the
society, and the organizational & social hierarchy.
• Recognition needs: Arise from the need for praise
when one has made a contribution
 MOTIVATION
contd

Maslow’s Hierarchy of Needs

• Power needs: are concerned with the desire to
exercise authority and control on others.

• Competition needs: are associated with the desire to

win, take risks, to gamble.

• Autonomy needs: emphasises the importance of

freedom and individual self-control.

• Achievement needs place a high value on the ability

to learn and develop.
 MOTIVATION

contd

Herzberg’s 2-Factor Model

• Herzberg made a distinction between those needs,
which cause dissatisfaction if they are not satisfied:
pay, fringe benefits, working conditions,
administration and quality of supervision (he called
them as hygiene factors) and
• Those, which really motivate people to work harder
and with more commitment
• These factors include recognition the opportunity for
advancement and personal growth and a sense of
and achievement. These he called motivators
 GOALS MECHANISM

Goal – Oriented Behaviour

• Behaviour is basically goal oriented. i. e. behaviour is
generally motivated by a desire to attain some
specific result.
• The drives that motivate distinctive individual
behavioural patterns are to a considerable extent
"subconscious" in nature.
• Basic unit of behaviour is an activity.
• To predict behaviour managers must know which
motives or needs of people evoke a certain action at a
particular time.
RELATIONSHIP AMONG MOTIVES,
GOALS AND ACTIVITIES

Goal-Directed
Motive
Activity

Behaviour

Goal –
Goal
Activity
RELATIONSHIP AMONG MOTIVES,
GOALS AND ACTIVITIES
contd

If you want to influence another person's behaviour, you

must first understand what motives or needs are most
important to that person at the time.
As employees increase in their ability to accomplish
goals, it is appropriate that the manager revaluate and
provide an environment that allows continual
realignment of goals and an opportunity for growth and
development.
Goals should be set high enough so that a person has to
stretch to reach them, but low enough so that they can be
attained.
Goal achievement must be assessed as a continuous
process and not simply as the outcome.
 AN EXPECTANCY MODEL
FOR MOTIVATION

Effort Performance Reward

Perceived Perceived
Perceived
Effort Performance
Value
Performance Reward
of Rewards
Probability Probability

What are my What are my Chances

Chances of getting of getting the rewards
What rewards do I
the job done If I put I value If I
value?
forth the necessary satisfactorily
effort? complete the job?