Organizational Behaviour and Organisational Culture

Organizational Culture and Behaviour

1. ORGANIZATION CULTURE AND BEHAVIOUUR

2. ORGANZITATIONAL CUITURE Meaning The term Culture : signifies values, beliefs, morals, customs, habits ad knowledge dcquired by the people living in a society . Organisational Culture' is the acquisition of values, beliefs, attitudes , expectations etc. by the employees of an organisation .

3. - Ralph Kilmann Organisational Culture is defined as the philosophies, ideologies, values assumptions, beliefs, expectations, attitudes and norms that knit an organisation together and are shared by its employee . DEFINITION

4. Determinants of Organisational Culture Every organisation has a unique culture. Some of –the important determinants of. organisational cultur e are given below The extent of responsibility and fréedom given to employees. The extent to which the employees are aggressive. encouraged to be creative and The degree ofco -ordination between different departments.

5. Top management support. Rules and regulations of the organisation . The way the employees identify themselves with the organisation . The reward system. The system of çommunication in vogue.

6. Characteristics of Organisational Culture

7. Types of Organisational Culture

8. Meaning of Organisational Behaviour As machines, materials and money are inanimate, Organisational Behaviour . obviously, should mean Human Behaviour - the behaviour of the individuals in the organisation . Knowledge of the behaviour of employees would help the manager to derive optimum results out of their efforts.

9. Definitions of Organisational Behaviour (0B) FRED LUTHANS Organisational behaviour is directly concerned with the understanding, prediction and control of human behaviour in organisations

10. Models of OrganisationalBehaviour .

11. MOTIVATION Meaning The important task before every manager is to secure optimum performance from each of his subordinates. The performance of the subordinate, in turn, is determined by his ability to work and the extent to which he is motivated . Motivation is the process of inducing and instigating the subordinates to put in their best. Motivation is influenced significantly by the needs of a person and the extent to which these have been fulfilled. To motivate the subordinates, the manager must, therefore, understand their needs. The term “motivation' has been derived from. the word motive'. Motive is the urge, need, want or desire that induces a person to work.

12. DEFINITION OF MOTIVITION ACCORDING TO EDWIN.B. FLIPPO Motivation is the process of attempting to influence others to do your Will through the possibility of gain or reward

13. CHARACTERISTICS OF MOTIVATION

14. . 1. Continuous Process Motivation is a continuous or never ending process. It is so because human needs, desires, wants or wishes are endless. All of them can never be satisfied simultaneously. Satisfaction of one need, gives size to another need. Therefore, motivation process goes on forever. 2. System-oriented Motivation is system-oriented. It is the system that contains three main factors: Factors operating within an individual i.e. his needs, aspirations, wants, wishes, values etc. Factors operating within the organization such as organization structure, technology, physical facilities, work environment etc. Factors operating in external environment such as custom, norms of society, culture etc. Motivation is the result of interaction among these factors.

15. 3. Need-satisfying Process Motivation is a need satisfying process. An unsatisfied need creates tension that stimulates drives within an individual. These drives generate a search behavior to find particular goals that will satisfy the need and reduce tension. 4. Dynamic Process Motivation is a dynamic and complex process. It is so because it is related to human behavior which is never static but dynamic. It keeps on changing continuously. 5. Motivation is Internal Feeling Motivation is internal feeling of an individual. It points out the energizing forces within an individual that direct or influence him to behave in a particular way.

16. 6. A Psychological Concept The concept of motivation is mainly psychological. It relates to those forces operating within the individual employee which impels him to act or not to act in certain ways. 7. Energizing Force Motivation is the process that energizes or encourages individuals to put in effort to achieve organizational goals and to satisfy their needs. 8. Willingness to Exert Effort Motivation is the willingness of an individual to exert effort in the pursuit of organizational goals and to satisfy some individual needs.

17. IMPORTANT OF MOTIVATION

18. 1. Positive Feeling of Employees Effective motivation system inspires employees to do work or to take action. It prepares them to do their work with full devotion. It creates willingness among the employee to perform their work with great enthusiasm, zeal and loyalty. 2. Higher Performance Highly motivated employees perform better and higher as compared to the employees with low level of motivation. Motivation is the mainspring of performance. Without motivation, the other contributors to performance become rather irrelevant. 3. High Productivity Motivation increases the productivity of the employees. It utilizes the ability, potentiality, efficiency etc. of the employees. Once the employees are motivated, they do the work heartedly. And this ultimately increases the productivity of the employees and organization.

19. 4. Change of Behavior It is a research based fact that properly motivated employees are more receptive to new things and ready to accept change. This attitude facilitates to introduce change and keep the organization on the path of progress. 5. Acceptance of Change Change is the most for organizational and personal development. Through motivation, one can bring change in the resistivity to change behavior of the employees. This helps in accepting the organizational change. Therefore, motivation is important to accept the organizational change. 6. Better Employee Relation A good motivation system creates congenial work environment and job satisfaction. Employees tend to work with cooperative spirit and in a disciplined manner. Management also offers them better wages and incentives. Hence, chances of conflict are greatly reduced. All this leads to better employee relations.

20. 7. Satisfied Human Resource A sound motivation system ensures proper supply of motivated human resource. Such a system in an organization can also ensure the satisfaction of needs and aspirations of individuals. Thus, it can attract and retain satisfied human resource in the organization. 8. Effective Utilization of Resources Motivation helps in utilizing the resources. The motivated employees never let the resources go for wastage. They utilize the resources in an optimum way. They always work hard for the betterment of the organizational development and try to give maximum satisfaction from the minimum resources. 9. Boosts Morale Morale refers to the attitude and feelings of employees about their work and work situation. Through motivation, employee attitudes and feelings towards work can be improved. This in turn boosts employee morale.

21. THEORIES OF MOTIVATION

22. Abraham Maslow was an American psychologist who developed a  hierarchy of needs  to explain human motivation. His theory suggested that people have a number of basic needs that must be met before people move up the hierarchy to pursue more social, emotional, and self-actualizing needs. MASLOW'S NEED HIERECHY THEORY

23. McGREGOR’S X AND Y THEORY Douglas McGregor spent the end of the 1950’s and the early 1960’s working on his motivation theory. Curiously titled  Theory X Theory Y , his theory outlines two opposing views on human behavior in the workplace. Each of the viewpoints addresses a different way of meeting each individual’s motivational needs. McGregor believed that a manager’s assumptions about their employees determined their leadership style in the workplace.

24. HERZBERG’S TWO FACTORS THEORY Herzberg's two-factor theory is a well-known motivation theory in the field of business   management . The theory comprises two factors:  motivation and hygiene . Motivation factors, such as a sense of achievement and responsibility, aim to inspire and engage employees. Hygiene factors, such as salary and working conditions, are necessary for employees to maintain satisfaction in the workplace. The presence or absence of these factors can significantly impact employee motivation and engagement, and different combinations of these factors can affect the employees' job satisfaction level.

25. McCLELLAND NEED THEORY The Three Needs Theory, also known as need theory, is the best-known theory of David McClelland, a Harvard professor who spent thirty years conducting research on motivation. He sought to understand human nature and develop tools to measure how people make choices . McClelland’s Theory of Three Needs outlines the three desires that an individual could possibly have. Each person is motivated by  power ,  affiliation , or  achievement . One trait is usually more dominant, but the others are present in an individual as well.

26. VROOM EXPECTENCY THEORY

27. LEARDERSHIP Meaning A leader is a person who guides and directs others, called followers. He gives the efforts of his follower's, The manager, as a leader, influences his. Subordinates to indulge in such activities as are vital for the accomplishment of the enterprise goal. According to Allen , a leader is one who guides and directs other people. He must give effective direction and purpose". Leadership is a force that binds a group 'together and motivates it towards the desired goals .

28. Leadership means influencing people to follow the achievement of common goals. It is the ability to exert interpersonal influence by means of communication towards the achievement of goals”.

29. . NATURE AND CHARACTERSTICS OF LEADERSHIP It is the personal quality of a person- Leadership, to a considerable extent, is an in-born or an inherent quality of a person. Its also possible to train a person to acquire leadership qualities. It is the potentials of the manager that determine. his ability to guide, direct and co-ordinate the activities of his 'subordinates It is a process of influencing others -Leaderships a process of influencing Others to act. In an enterprise, the manager has to get things done by his subordinates: For this, he has to influence their beliefs, behaviour and attitudes: The success of leadership lies in the willingness -of the"subordinates -to comply with the directions of the manager.

30. It requires the confidence of followers/subordinates- To be accepted as a leader, the manager must gain the confidence of his subordinates. For - ths , he must .be very kowledgeable ,sincere and committed to his work He must be a role model for his subordinats's . He must brave. certain beliefs and values..: It requires motivation of subordinates- The leader is expected to motivate or induce his subordinates t o work. By giving directions, orders and instructions alone the manager may not be able to get things done, He has to suitably motivate the subordinates to put in .efforts. Motivation need not always be in the form of offering certain monetary benefits. Even a word of appreciation may induce the subordinates to work hard. Varying‘ legdership styles –The styles of leadership vary from person to person. Some managers are, by nature, democratic leaders while there are others who may, follow the autoçratic style of leadership. Leadership is a continious process - The presence of a leader is always necessary in an organisation , The subordinats need to be guided, influenced, controlled and induced to work continuously for the attainment of the organisational goal

31. The importance of leadership   1 . It Improves Motivation and Morale: Through dynamic leadership managers can improve motivation and morale of their subordinates. A good leader influences the behaviour of an individual in such a manner that he voluntarily works towards the achievement of enterprise goals. 2. It Acts as a Motive Power to Group Efforts: Leadership serves as a motive power to group efforts. It leads the group to a higher level of performance through its persistent efforts and impact on human relations. 3. It Acts as an Aid to Authority: The use of authority alone cannot always bring the desired results. Leadership acts as an aid to authority by influencing, inspiring and initiating action.

32. 4. It is Needed at All Levels of Management: Leadership plays a pivotal role at all levels of management because in the absence of effective leadership no management can achieve the desired results. 5. It Rectifies the Imperfectness of the Formal Organisational Relationships: No organizational structure can provide all types of relationships and people with common interest may work beyond the confines of formal relationships. Such informal relationships are more effective in controlling and regulating the behaviour of the subordinates. Effective leadership uses there informal relationships to accomplish the enterprise goals. 6. It Provides the Basis for Co-operation: Effective leadership increases the understanding between the subordinates and the management and promotes co-operation among them.

33. TYPES OF LEADERSHIP STYLE Democratic Leadership Also called:  Participative or Facilitative Leadership Democratic leadership is exactly what it sounds like — the leader makes decisions based on each team member‘s input. Although a leader makes the final call, each employee has an equal say in a project’s direction. Democratic leaders often have the following characteristics: Inclusive . Collaborative . Effective communicator. Empowering Supportive and empathetic. Trust-building . Emotionally intelligent.

34. 2. Autocratic Leadership Also called:  Authoritarian, Coercive, or Commanding Leadership Autocratic leadership is the inverse of democratic leadership. In this leadership style, the leader makes decisions without taking input from anyone who reports to them. Autocratic leadership is typically characterized by: Centralized decision-making. Direct and top-down communication. Minimal delegation. Limited autonomy for team members. Emphasis on hierarchy and status. Resistant to feedback or criticism . This style is most useful when a business needs to control specific situations, not as a standalone leadership style. For instance, it can be effective in emergency or crisis situations where quick and decisive action is necessary.

35. 3. Laissez-Faire Leadership Also called:   Delegative or Hands-off Leadership If you remember your high-school French, you'll accurately assume that laissez-faire leadership is the least intrusive form of leadership. The French term “laissez-faire” literally translates to “let them do .” Leaders who embrace it give nearly all authority to their employees and don’t often interject unless the situation calls for it. Some key characteristics of laissez-faire leadership include: Limited guidance, direction, and feedback. Minimal interference and control. High autonomy and freedom. Empowerment and trust.

36. 4. Strategic Leadership Strategic leaders sit between a company's primary operations and its growth opportunities. This form of leadership requires vision, competitive awareness, and adaptability. These leaders accept the burden of executive interests but also ensure that working conditions are stable for everyone else . Strategic leaders aim to guide their organization toward its long-term goals. By utilizing this leadership style, you can create a forward-thinking, agile, and adaptable organization that can thrive in today's dynamic business landscape . 5. Transformational Leadership Transformational leaders gain the trust and confidence of their teams, encourage team members, and lead employees toward meeting company goals. Transformational leadership also always improves upon the company’s conventions and motivates employees to grow and further develop their skills. Ultimately, the goal of a transformational leader is to create a lasting positive impact, uplift their team to achieve their full potential and drive success for the organization.

37. 6. Transactional Leadership Transactional leadership is based on reward and punishment to motivate and direct the behavior. These managers set specific rules and standards, and they closely monitor their employees’ performance . They tell employees they can expect rewards if a goal is met. However, they may require more 1:1s or check-ins if people aren’t meeting goals. This leadership style is concerned with maintaining the status quo and ensuring that predetermined goals and standards are met. It also assumes that teams need structure and monitoring to meet business goals and that they are reward-motivated.

38. 7. Coaching Leadership Also called:  Conscious Leadership A coaching leader focuses on identifying and nurturing the individual strengths of each team member and developing strategies that will enable teams to work better together . This style is similar to strategic and democratic leadership, but it emphasizes individual employees' success. A manager with this leadership style might help employees improve on their strengths by: Giving them new tasks to try Offering guidance Meeting to discuss constructive feedback They might also encourage one or more team members to expand on their strengths by learning new skills from other teammates. Coaching leaders focus on building trust and establishing strong relationships with their team members . They foster an environment of open communication and psychological safety that encourages individuals to share ideas, seek feedback, and work together toward common objectives.