HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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A role is the expected pattern of behaviours associated with members occupying a particular position within the structure of the organisation. In practice, the manner in which people actually behave may not be consistent with their expected pattern of behaviour. Problems of role incompatibility and role ambiguity arise from inadequate or inappropriate role definition and can be a significant source of conflict. 6. Inequitable treatment. A person’s perception of unjust treatment, such as in the operation of personnel policies and practices, or in reward and punishment systems, can lead to tension and conflict. For example, according to the equity theory of motivation, the perception of inequity will motivate a person to take action to restore equity, including changes to inputs or outputs, or through acting on others. 7. Violation of territory. People tend to become attached to their own ‘territory’ within work organisations; for example, to their own area of work, or kinds of clients to be dealt with; or to their own room, chair or packing space. Jealousy may arise over other people’s territory; for example, size of room, company car, allocation of a secretary or other perks; through access to information, or through membership of groups. A stranger walking into a place of work can create an immediate feeling of suspicion or even resentment because people do not usually like ‘their’ territory entered by someone they do not know, and whose motives are probably unclear to them. Mullins (2000) observes that ownership of territory may be conferred formally, for example, by organisation charts, job descriptions or management decisions. It may be established through procedures, for example, circulation lists or membership of committees. Or it may arise informally, for example through group norms, tradition or perceived status symbols. The place where people choose to meet can have a possible, significant symbolic value. The relevant strategies for managing conflicts arising from work organization include the following: i) Clarification of goals and objectives. The clarification and continued refinement of goals and objectives, role definitions and performance standards will help to avoid misunderstandings and conflict. Focusing attention on superordinate goals, that are shared by the parties in conflict, may help to diffuse hostility and lead to more cooperative behaviour. ii) Resource distribution. 182
It may not always be possible for managers to increase their allocated share of resources, but they may be able to use imagination and initiative to help overcome conflict situations; for example, making a special case to higher management; flexibility in virement headings of the budget; delaying staff appointments in one area to provide more money to another area. iii) Personnel policies and procedures. Careful and detailed attention to just and equitable personnel policies and procedures may help to reduce areas of conflict. Examples are: job analysis, recruitment and selection, job evaluation; systems of reward and punishment; appeals, grievance and disciplinary procedures; arbitration and mediation; recognition of trade unions and their officials. iv) Non-monetary rewards. Where financial resources are limited, it may be possible to pay greater attention to non-monetary rewards. Examples are job design; more interesting, challenging or responsible work; increased delegation or empowerment; flexible working hours; attendance at courses or conferences; unofficial perks or more relaxed working conditions. v) Development of interpersonal/group process skills. This may help to encourage a better understanding of one’s own behaviour, the other person’s point of view, communication processes and problem-solving. It may also encourage people to work through conflict situations in a constructive manner. vi) Group activities. Attention to the composition of groups and to factors which affect group cohesiveness may reduce dysfunctional conflict. Overlapping group membership with a ‘linking-pin’ process, and the careful selection of project teams or task forces for problems affecting more than one group, may also be beneficial. vii) Leadership and management. A more participative and supportive style of leadership and managerial behaviour is likely to assist in conflict management; for example, showing an attitude of respect and trust; encouraging personal self-development; creating a work environment in which staff can work cooperatively together. A participative approach to leadership and management may also help to create greater employee commitment. viii) Organisational processes. 183
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
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(iii) The reference to management a
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Departmental heads, Supervisors, Fo
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in coordinating efforts occur becau
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For purpose of this book, administr
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UNIT 2 THE STUFF OF ORGANISATIONAL
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suggested by the economic security
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of organisational behaviour and a n
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*We see organizations as societies
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Mullins, L. J. (2000). Management a
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The common features of a formal Org
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of inefficiency was prevalent in th
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•Discipline •Unity of Command
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3. Explain clearly the different ty
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expectations that supervisor, thoug
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Many types of barriers which can oc
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who unable to leave. Such workers c
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without receiving benefits in retur
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It is however important to note (re
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processes that are not a response t
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UNIT 5: Content MANAGEMENT OF CHANG
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Technological Change: Everyone is k
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Sometimes changes are introduced wi
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iii. Even where change is socially
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3.8 MANAGING RESISTANCE TO CHANGE A
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Mullins, L. J. (2000). Management a
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It is the resource that enables a l
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influences other because they feel
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This basis of power is based on the
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7.0 REFERENCES French, W. L. and Be
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iv. Personal Achievement: here, the
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The relationship between status, oc
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UNIT 8: Content PERCEPTION 1.0. Int
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interpretation of the world around
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3. Past Experience: The selective n
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outstanding performance is attribut
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greatly influenced by their own cha
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elate to the social stimulus value
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Similarly individual are born into
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a) The Id is the unit that contains
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5. Genital stage (13 years and abov
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5.0 CONCLUSION We have in this sect
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At the end of studying this unit, y
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Besides, there are also other class
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a Socialization of New Employees: S
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(rewards greater than cost) of an o
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2. Eye Contact and Location of Memb
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UNIT 11: COMMUNICATION IN ORGANIZAT
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(i) Some individual or group as an
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(v) Communication is also the neces
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task of communication. In other wor
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tone of voice, the choice of langua
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UNIT 12: MOTIVATION 1.0. Introducti
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in the face of difficulties and pro
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3.2 THEORIES OF MOTIVATION There ar
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According to Maslow, needs are hier
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Safety Social Relatedness Esteem Se
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