Transcript EDU5813 HUMAN RELATION IN EDUCATION

INTRODUCTION
Organizational behavior is the study of human
relation in organization.
 To understand individual and group behavior,
interpersonal process, organizational dynamics
 With the goal of improving the performance of
the organizations and the people in them

 So
learning about Organizational
Behavior can help to:
-Develop a better work related
understanding about yourself and
others
-Have a knowledge platform that can
expand your potential career
success in dynamic and complex
workplaces.
A: Organizational Strategy
Organizations are collections of people
working together to achieve a common
purpose
(Implication for your organization?)
Let’s Discuss





A strategy guides organizations to operate in ways
that out perform competitors.
Sustainable high performance is achieved only
when strategies are well implemented
and
It is in respect to implementation that
understanding Organizational Behavior becomes
especially important
People in the organization make things happens
People make the difference
 So
leaders and managers need to mobilize and
activate human capital and talents to
implement strategies.
B. Organizational environment
 Organizations are dynamic open system
 Open systems transform human and material
resource inputs into finished goods and
services
Stakeholders are people and groups with and
interest in the performance of the organization.
Figure 1: Organization as open systems

C. Organizational Culture
It is a shared set of beliefs and values within an
organization.
Figure 2: Insights on organizational cultures
D. Diversity and Multicultural
Workforce diversity-individual
differences
Multiculturalism- refers to pluralism
and respect for diversity in the
workplace
•
•
•
•
Managers - are responsible for supporting the
work efforts of other people
Effective managers – is one who helps others
achieve high levels of both performance and
satisfaction.
Task Performance – is the quantity and quality
of work produces
Job Satisfaction – is a positive feeling about
one’s work and work setting.
Figure 3:The Management Process of Planning, Leading and
Controlling
•
•
Technical skills is an ability to perform specialized
task
Human skills is the ability to work well with other
people
–Emotional intelligence (EI) is the ability to manage
ourselves and one’s relationship effectively
–EI is ability to understand and deals with emotions.
–EI is now considered as an important leadership
competency.

Is the ability to analyze and solve
complex problems.

Human Relation
Interactions between employers and employees and
their attitudes toward one another.

Psychological Contract
Set of expectations held by an employee concerning
what he or she will contribute to an organization
(referred to as contributions) and what the organization
will in return provide the employee (referred to as
inducements)
 Job
Satisfaction
Degree of enjoyment that people derive
from performing their jobs.
 Morale
Overall attitude that employees have
toward their workplace.
Motivation
- The set of forces that cause people to behave in
certain ways
Classical theory
 Theory holding that workers are motivated solely
by money
Behavior Theory: The Hawthorn Studies
 Tendency for productivity to increase when
workers believe they are receiving special
attention from management


Theory X
Theory of motivation holding that people are naturally
irresponsible and not cooperative.
Theory Y
Theory of motivation holding that people are naturally
responsible, growth oriented, self-motivated, and
interested in being productive
Theory X
Theory Y
1. People are lazy
1. People are energetic
2.
People lack ambition and
dislike responsibility
2. People are ambitious and
seek responsibility
3.
4.
People are self-centered
People resist change
5. People are gullible and
not very bright
3. People can be selfless
4. People want to contribute to
business growth and change
5. People are intelligent

Hierarchy of human needs model
Theory of motivation describing five levels of human
needs and arguing that basic needs must be fulfilled
before people work to satisfy higher-level needs.
 Two
Factor Theory
Theory of motivation holding that job satisfaction
depends on two types of factors, hygiene and
motivation
 Expectancy
theory
Theory of motivation holding that people are motivated
to work toward rewards that they want and that they
believe they have a reasonable chance of obtaining.
 Equity
Theory
Theory of motivation holding that people evaluate their
treatment by employers relative to the treatment of
others.
1. Reinforcement
 Theory that behavior can be encouraged or
discouraged by means of rewards or
punishments
2. Management by Objectives
 Set of procedures involving both managers
and subordinates in setting goals and
evaluations progress
3.
Participative Management and Empowerment
Method of increasing job satisfaction by giving
employees a voice in the management of their jobs and
the company
4.
Job Enrichment and job Redesign
◦ Job Enrichment
 Method of increasing job satisfaction by adding one
or more motivating factors to job activities
◦ Job Redesign
 Method of Increasing job satisfaction by designing a
more satisfactory fit between workers and their jobs
 Usually implemented in one of three ways;
 Combining tasks
 Forming natural work groups
 Establishing client relationships
5.
Modified Work Schedule
a) Work-Share Programs
 Method of increasing job satisfaction by allowing
two or more people to share a single full-time job
b) Flextime Programs
 Method of increasing job satisfaction by allowing
workers to adjust work schedules on a daily or
weekly basis
c) Telecommuting
 Form of flextime that allows people to perform
some or all of a job away from standard office
setting



Leadership
◦ Process of motivating others to work to meet
specific objectives
Managerial Style
◦ Pattern of behavior that a manager exhibits in
dealing with subordinates
Autocratic Style
◦ Managerial style in which managers generally issue
orders and expect them to be obeyed without
question
Democratic Styles
◦ Managerial style in which managers
generally ask for input from subordinates but
retain final decision-making power
 Free-rein style
◦ Managerial style in which managers typically
serve as advisers to subordinates who are
allowed to make decisions.

The Contingency Approach to Managerial
Style
◦ Approach to managerial style holding that
the appropriate behavior in any situation in
dependent (contingent) on the unique
elements of that situation.
 Motivation and Leadership in the TwentyFirst Century
i. Changing Patterns of Motivation
ii. Changing Patterns of Leadership
