GBA S1 01PRINCIPLES OF MANAGEMENT ANDORGANISATIONAL BEHAVIOURSEMESTER – 1BACHELOR IN BUSINESS ADMINISTRATIONBLOCK 2KRISHNA KANTA HANDIQUE STATE OPEN UNIVERSITYPDF created with pdfFactory Pro trial version www.pdffactory.com
Subject ExpertsProf. Nripendra Narayan Sarma, Maniram Dewan School of Management, KKHSOUProf. Munindra Kakati, VC, ARGUCOMProf. Rinalini Pathak Kakati, Dept of Business Administration, GUCourse Co-ordinator :Dr. Smritishikha Choudhury, Asst. Prof., KKHSOUDr. Chayanika Senapati, Asst. Prof., KKHSOUSLM Preparation TeamUNITSCONTRIBUTORS8Dr. Arabindo Debnath, Bineswar brahma Engineering College9Dr. Devajeet Goswami, KKHSOU10Dr. Chayanika Senapati, KKHSOU11-14Prof U. R. Dhar, Royal School of BusinessEditorial TeamContent:Prof Nripendra Narayan Sarma, KKHSOULanguage:Retd. Prof. Robin Goswami, Cotton CollegeStructure, Format & Graphics:Dr. Chayanika Senapati, KKHSOUDr. Smritishikha Choudhury,KKHSOUReprint, April 2018This Self Learning Material (SLM) of the Krishna Kanta Handiqui State Open Universityis made available under a Creative Commons Attribution-Non Commercial-Share Alike 4.0 License(international): rinted and published by Registrar on behalf of the Krishna Kanta Handiqui State Open University.Headquarters : Patgaon, Rani Gate, Guwahati - 781017Housefed Complex, Dispur, Guwahati-781006; Web: www.kkhsou.inThe University acknowledges with thanks the financial support provided by theDistance Education Bureau, UGC for the preparation of this study material.PDF created with pdfFactory Pro trial version www.pdffactory.com
BACHELOR IN BUSINESS ADMINISTRATIONPRINCIPLES OF MANAGEMENT ANDORGANISATIONAL BEHAVIOURBlock 2DETAILED SYLLABUSUNIT 8:MotivationPage : 7-23Motivation at Work; Theories on Motivation: Theory of HumanMotivation, McGregors Theory X and Theory Y, Herzberg’s TwoFactor Theory of work Motivation; Delegation; Meaning ofAuthority and PowerUNIT 9:Decision MakingPage : 24-38Decision Making and Management; characteristics of decisionmaking Types of Decisions; Steps in Decision Making;UNIT 10: LeadershipPage : 39-52Meaning of Leadership; Theories Of Leadership; StylesLeadershipUNIT 11: Organisational BehaviourPage : 53-71Concept of Human Behaviour: Nature of People, Value ofPerson (Ethical Treatment); Nature of Organisation Behaviour;Concept of Self Theory; Concept of Ability: Intellectual Abilities,Physical Abilities;UNIT 12: PersonalityMeaning and Determinants of Personality: Meaning ofPersonality, Determinants of Personality; Theories ofPersonality: The Big Five Personality Traits; Emotions andMoods: The Basic Set of Emotions; Perception: FactorsAffecting Perception; Concept of Interpersonal Behavior:Essential Interpersonal Competencies for Managers;Transactional Analysis; Ego States and Different Strokes; JobDesign: Job Characteristic ModelPDF created with pdfFactory Pro trial version www.pdffactory.comPage : 72-88
UNIT 13: Group Behaviour and Team DevelopmentPage : 89-106Concept of Group and Group Dynamics; Types of Groups:Formal Group, Informal Group; Concept of Group Behavior:Group Norms, Group Cohesion, Inter-Group Behavior; GroupDecision-Making; Team: Types of Team; Team Building andManaging Effective TeamUNIT 14: Contemporary issues in ManagementMeaning of conflict management, positive vs. Negative conflict,types of conflict, managing conflict, stress management,sources of stress, stress management strategiesPDF created with pdfFactory Pro trial version www.pdffactory.comPage : 107-130
BLOCK INTRODUCTIONBlock 2 deals with the Organizational behaviour (OB), which is the study of the way people, interactwithin groups. Normally this study is applied in an attempt to create more efficient business organizations.This block is a concise introduction to Orgnaisational Behaviour; it focuses on core topics of theorganisational behaviour and illustrates to show its application in practice. This block of the course hasbeen developed to cover various approaches to organisational behaviour. This block also consists of 7units.Unit- 8MotivationUnit- 9Decision MakingUnit- 10LeadershipUnit- 11Organisational BehaviourUnit- 12PersonalityUnit- 13Group Behaviour and Team DevelopmentUnit- 14Contemporary issues in ManagementPDF created with pdfFactory Pro trial version www.pdffactory.com
MotivationUnit 8UNIT 8: MOTIVATIONUNIT STRUCTURE8.1Learning Objectives8.2Introduction8.3Meaning of Motivation8.4Importance of Motivation8.5Theories of Motivation8.68.5.1Maslow’s Need Hierarchy Theory8.5.2Mc Gregor’s Theory X and Theory Y8.5.3Herzberg’s Two Factor TheoryTechniques of Motivation8.6.1Financial Incentives8.6.2Non-financial Incentives8.7Let Us Sum Up8.8Further Reading8.9Answers To Check Your Progress8.10Model Questions8.1LEARNING OBJECTIVESAfter going through this unit, you will be able to:l define the term motivationl describe the Maslow’s Need Hierarchy theory of motivation and itslimitationsl enumerate the Mc Gregor’s Theory X and Theory Y and limitationsand application of these two theoriesl determine the relationship between theories X and Y and Maslow’sneed hierarchyl classify the financial and non-financial techniques of motivation.Principles of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com7
Unit 8Motivation8.2INTRODUCTIONThe manager performs various functions to achieve the goals of theorganisation. Motivation is the psychological force that moves a person foraction and continuously inspire him in the course of action. In this unit wewill explain what is motivation and its important theories. You will find thisunit interesting as it will help you in understanding the basic factors whichmotivate people.8.3MEANING OF MOTIVATIONThe term ‘motivation’ is derived from the Latin word ‘mover’ whichmeans to move and represent the force that moves people, and causesthem to act. So, motivation can be defined as a process of channelling aperson’s inner drive so that he wants to accomplish the goals of theorganisation. Motivation is a behavioural concept by which we try tounderstand why people behave as they do. A human being is an organicand not a mechanical system. He or she is a self-activated person. Theforce of motivation lies within our mind. It is dynamic force, setting a personinto motion or action.In this context, we can discuss some of the definitions of motivationgiven by management experts. Robert Dubin has defined motivation as “Thecomplex of forces starting and keeping a person at work in an organisation”Moreover, Dalton E. Mc Farland said “The concept of motivation is mainlypsychological. It relates to those forces operating within the individualemployee or subordinate which impel him to act or not to act in certainways.” On the other hand, Koontz and O’ Donnell define motivation as“Motivation is a general term applying to the entire class of drives, desires,needs, wishes and similar forces”.Out of the above discussion, it can be understood that motivation ishighly individualistic. It is the essence of human behaviour. Motivation consistsof three parts.They are (a) Motives (b) Motivating factors and c) Attainmentof objectives. In an organisation motivation implies a planned managementprocess, which stimulates people to work to the best of their capabilities.8Principles of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com
MotivationUnit 8The process of motivation can be -illustrated simply as follows12unfulfilled 3Incentive ActionNeed54Best AttainmentFulfilmentof Common Goalsof unfulfilledneed.Figure 8.1 - Process of MotivationLET US KNOWMotivation is one of the most important factorsdetermining performance of employees. Motivatedemployees put higher performance as compared toother employees. In a study by William James, it was found thatmotivated employees worked at close to 80-90 percent of their ability.The relationship of motivation with others can be understood fromthe following formulas.Performance Ability x MotivationMotivationValency x Expectancy ACTIVITY 11. Make a list of some unfulfilled needs ofemployees in an organisation2. Find out few things blocking the persons inachieving their goals and also name some of them beyond thecontrol.CHECK YOUR PROGRESSQ 1: How does motivation affect behaviour ?.Principles of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com9
Unit 8MotivationQ 2: What does happen when a person is not able to satisfy hisneeds?.8.4IMPORTANCE OF MOTIVATIONMotivation is an important function of management. All managersshould induce their employees on the job to extract performance by motivatingthem. Below, we discuss some important aspects of motivation.i)Utilisation of human resource : By motivation techniques,management can properly utilise its human resources. This helps themanagers to increase the productivity of employees. By virtue ofmotivation employees can understand organisational culture. Thereby,human resources can be properly utilised.ii)Use of material resources : By motivating employees of anorganisation, the material resources can also be used in a proper waywhich increases organisational efficiency.iii)Willingness for work : In an organisation, there may have someemployees who are physically and mentally capable to do work, butmay not be willing to work. In such a situation, motivation can createwillingness among the employees for work.iv)Good labour relations : Motivation also helps an organisation inbuilding up a good labour relation. Thereby motivation become beneficialto management and employees. So, motivation can reduce differentlabour problems such as absenteeism, labour turnover, indiscipline,grievances etc.v)Develops cooperation : Motivation can build up team spirit. Thereby,motivation makes possible to increase collective effort of employeesto the organisation. So, motivation forms the basis for cooperation toget the best achievement of organisation objectives.vi)Improve skill and knowledge : Motivated employees always try tobe as efficient as possible and to improve their skill and knowledge.Because, motivated emplyees10always resolve to do theirPrinciples of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com
MotivationUnit 8responsibilities in the best manner.vii) Boosts Morale : Morale implies the attitude and feelings of employeesabout their work as well as situation of work. Motivation can improvethe attitude and feelings of employees towards works. So, motivationcan also improve morale of employees.viii) Facilitates change : Research based fact says that properly motivatedemployees are more receptive to accept changes. So, motivation helpsthe employees to adjust with changing environment.ix)Sense of belongingness : A proper motivation system can improvethe sense of belongingness among the employees. As a result,employees can feel that organisation belongs to them. So, employeesbecome more concerned about the well being of the organisation.x)Achieve organisational objectives : Motivation can be defined ascore of management. By motivation managers directly encourage theemployees towards the accomplishment of organisational objectives.8.5THEORIES OF MOTIVATIONNow, we are aware of the fact that motivating the employees is veryimportant in organisations. But motivating employees is a difficult task forthe managers.Many researches have been carried out on motivation. All of thememphasise that due to complex nature of human being no generalisation ispossible. On the other hand, all theories are not universally applicable andthese are affected by time, place, and circumstances. Various theories ofmotivation can be classified as below -8.5.1 Maslow’s Need Hierarchy TheoryA.H. Maslow has developed the Need Hierarchy Theory forunderstanding human needs. According to Maslow, human needstend to follow a basic hierarchical pattern from the most basic needsto the highest level needs. Until the basic needs are fulfilled, personwill not try meet his higher level needs. The theory of Maslow isPrinciples of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com11
Unit 8Motivationbased on the needs of the people. He proposed a hierarchy of fivetypes of needs which are mentioned below1)Physiological needs :- These are the primary needs of humanbeings and relate to the survival of the body. These needs aremore or less universal. These are called the needs of lowestlevel and they are to be satisfied first for existence and survival.Unless these needs are satisfied to the degree needed for theefficient operation of the body, a person’s activities will be at thislevel and the other needs will provide him with little motivation.So, this is a powerful motivating force.i) The physiological needs are Food, shelter, clothing, water, air, sleep, sex etc.ii)Safety or Security needs : These needs come next in thehierarchy. They are concerned with physical and financialsecurity. Man is always worried about security as life is full ofuncertainities. So human beings always expect physical security,job security and security of income at all times. In an organisation,management can motivate employees by providing securityagainst uncertainties in the form of secured jobs, insurance plansand pension plans.Example of safety needs are Protection against deprivation,danger and threat on or off the job e.g. unemployment, protectionfrom physical harm, ill health, old age or any other reason.iii)Social needs : Man being a social animal is always interestedto live in a society or group which loves him most. He wants togive or receive love. These are to be reflected by recognition,conversation, sociabitity, exchange of feelings and grievances,acceptance and friendship. When social needs becomedominant, a person will strive for meaningful relations with others.If the opportunity for association with other people is reduced,men often take vigorous action against the barriers to socialintercourse.12Principles of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com
MotivationUnit 8Examples of social needs are: affection, love, friendship,acceptance by the group, communication etc.iv)Esteem or Ego needs : These needs relate to the prestige andrespect of the individual and include such things as selfconfidence, independence, achievement, competence,knowledge and control. Satisfation of thse needs producesfeelings of self-confidence, prestige, power and control. Theesteem needs can be classified mainly into two types, such as1) Self -esteem needs 2) Public esteem needs. Self-esteemneeds refer to an individual’s feeling that he is doing somethingworth while, While the public esteem needs refer the image inthe eyes of the public like praise, admiration and publicappreciation etc.Examples of esteem needs are: Status, approval,appreciation, freedom from control, recognition, self- respect ofothers.v) Self Actualisation need : It is also called self realisation needs.This refers to the need to realise specific goals. It is need “tobecome everything that one is capable of becoming”. Accordingto Maslow “This need might be phrased as the desire to becomemore and more what one is to become everything that one iscapable of becoming.” A musician must make music, a peotmust write, a general must win battles, an artist must paint, ateacher must teach if he is to be ultimately happy.Examples of self actualisation need are : need for selfdevelopment, self-actualisation, self-advancement, desire to takeon increased responsibilities etc.Maslow’s needs hierarchy is illustrated with the help of thefollowing diagram.Principles of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com13
MotivationBasicneedsRelative Intensity of NeedsUnit 85Highest al2needsSafetyneeds1PhysiologicalneedsDegree of Need SatisfactionLowSatisfaction LevelHighFigure : Maslow’s needs hierarchy theory of Motivation8.5.2 Mc Gregor’s Theory X and Theory YTheory X and Theory Y were propounded by Douglas McGregor who was a known psychologist. These theories are basedon the dual nature of human beings. According to these theories allmanagement actions flow from two assumptions.Theory X :This is a traditional theory of management. Theory X containsa set of negative assumptions about human behaviour.Assumption of Theory X :i)The average human being is basically lazy and has an inherantdislike for work. He will avoid work, if he can.ii)Many people lack ambition. They are not interested inachievement. They like to be directed.iii)Most people have little creativily for solving organisalionalproblems.iv)Most people are indifferent to organisational goals.v)Most people must be closely controlled and often threatenedto achieve organisaliona goals.vi)Motivation of average human beings occur at the psychologicaland safety levels.14Principles of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com
MotivationUnit 8Assumption of Theory Y:i)The average person does not inherently dislike work. Heconsiders work is as natural as play, if the conditions arefavourable.ii)External control and threat of punishment are not the only waysfor bringing about efforts towards ortganisational objectives.Self- control and committment to the objectives of theorganisation is often indispensible in achiving organisationalgoals.iii)Average human being under proper conditions not only acceptbut also seek responsibility. Avoidance of responsibility, lack ofambition and emphasis on security are generally theconsequences of experience not inherent in humancharecteristics.iv)The capacity of employees to cooperate with the managementin solving organisational problems is widely present.v)The modern industrial system have partially utilised theintellectual potentialities of employees.Evaluation of Theory X and Theory Y :These theories are important tools in understanding thebehaviour of human. It is also helpful in designing the incentiveschemes to motivate the employees of an organisation. Of course,these two theories are not equally applicable to every situation aswell as for all type of employees. The Theory X is suitable for unskilledand uneducated employees. On the other hand, Theory Y is suitablefor skilled and educated employees. So management should combinethese theories for different types of employees.8.5.3 Herzberg’s Two Factor TheoryDuring the late 1950’s Fredrick Herzberg, a US behaviouralscientist (Psychologist) and his associates developed two factortheory of motivation. This theory is also known as MotivaionPrinciples of Management and Organisational Behaviour (Block 2)PDF created with pdfFactory Pro trial version www.pdffactory.com15
Unit 8MotivationMaintenance Theory and Motivation Hygiene Theory. According tothis theory, work dissatisfaction and satisfaction arise from twodifferent sets of factors. These are motivational factors and Hygieneor maintenance factors. These are described below Motivational Factors : These factors are mostly related to the jobitself.The availability of these factors create a highly motivatingsituation. On the other hand, absence of these factors does not causedissatisfaction. According to Herzberg, there are mainly sixmotivational factors, such as Achievement, Recognition,Advancement, possibility of growth and Responsibility. Motivationalfactors are the primary cause of job satisfaction. The employercan in
organisational behaviour and illustrates to show its application in practice. This block of the course has been developed to cover various approaches to organisational behaviour. This block also consists of 7 units. Unit-8 Motivation Unit-9 Decision Making Unit-10 Leadership Unit-11 Organisational Behaviour Unit-12 Personality
Unit 7: Organisational Systems Security Unit code: T/601/7312 QCF Level 3: BTEC Nationals Credit value: 10 Guided learning hours: 60 Aim and purpose The aim of this unit is to enable learners to understand potential threats to IT systems and the organisational issues related to IT security, and know how to keep systems and data secure from theseFile Size: 206KBPage Count: 8Explore furtherUnit 7: Organisational System Security : Unit 7: P1, P2 .unit7organisationalsystemsecurity.bl Unit 7: Organisational Systems Securitywiki.computing.hct.ac.ukLevel 3 BTEC Unit 7 - Organisational Systems Security .wiki.computing.hct.ac.ukUnit 7: Organisational Systems Security Cybersecurity .jadeltawil.wordpress.comUnit 7: Organisational System Security : Unit 7: P6, M3 & D2unit7organisationalsystemsecurity.bl Recommended to you b
This course, BUS 831: Organisational Theory and Behaviour, exposes you to the review of major organisational theories, and to the concepts and practices of organisational behaviour as the bases for guiding the management of organisations. A good understanding of the study units will equip you to pass your examination comfortably. More importantly,
5. Organisational Behaviour – Dipak Kumar Bhattacharya – Oxford Publications 6. Organisational Behaviour – Dr Chandra sekhar Dash – International Book House Ltd 7. Organisational Behaviour – Meera Shankar – International Book House Ltd 8. Management & Organisational Behaviour – Laurie Mullins – Pearson Publications
organisational behaviour concepts and philosophies that influence behaviour P4 Apply concepts and philosophies of organisational behaviour within an organisational context and a given business situation. M4 Explore and evaluate how concepts and philosophies of OB inform and influence behaviour in both a positive and negative way. in the work place.
Organisational culture Please study Robbins et al. (2009 or 2016) for paragraph and multiple-choice questions. Aspects to study: Definition of organisational culture, Characteristics of organisational culture, Strong and weak cultures, Functions of organisational culture and Learning/
The role of leadership in shaping organisational climate: An example from the fast moving consumer goods industry Authors: Angela Eustace1 Nico Martins1 . organisational climate and the role of leadership to creating the desired organisational climate. Research purpose: The aim was to explore the relationship between leadership and .
toward organisational success. Namely, it is the ability to lead members to work voluntarily and cooperatively for organisation success (Kim et al, 2011). Leadership is a very important factor for accomplishing organisational goals because it can positively affect organisational effectiveness thus contributing to the
ANsi A300 (Part 9) and isA bMP as they outline how risk tolerance affects risk rating, from fieldwork to legal defense, and we wanted to take that into account for the Unitil specification. The definitions and applications of the following items were detailed: