HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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More recently and as illustrated on figure 1 above, aggression has come to be viewed as only one possible reaction. Frustration may lead to any of the defense mechanism used by the human organism. Although there are many such mechanisms, they can be summarized into four broad categories; Aggression, withdrawal, Fixation and Compromise. 3.3.1 (B) ► GOAL CONFLICT Another common source of conflict for an individual is a goal which has both positive and negative feature or two more competing goals. whereas in frustration a single motive is blocked before the goals is reached, in goal conflict two or more motives block one another. For ease of analysis, three separate types of goal conflict are generally identified: (B►1): Approach – approach conflict result where an individual is motivated to approach two more mutually exclusive of desirable goals. For example a new graduate confronted with two excellent job opportunities, such situations often cause the person some anxiety but are quickly resolved. (B►2): Approach – avoidance conflict; this is a situation where an individual is motivated to approach a goal and at the same time motivated to avoid it. The single goal contains both positive and negative characteristics for the individual. Normally, organizational goals have positive and negative aspects for organization participations. Increase in fuel pump price through durable to Obasanja to be able to deregulate but can also bring down his government and his political party chances. Accordingly , the organization goal may actually cause some anxiety at the point where approach is equal avoidance. A situation of do-l-do-it or not arises/developed. An above average aged lady (mainly 45) and unmarried as a CED faced decision to marry a rehabilitated ex-convict. A born again oil worker/banker suddenly faced with the need to restitute a forged first and/or second degree certificate. Confess and lose job etc. (B►3): Avoidance – avoidance conflict, this is where the individual is motivated to avoid two or more negative but mutually exclusive goals. That is both opportunities are not attractive, and there is a great difficulty in avoiding both. Avoidance – avoidance conflict is easily resolved. A person faced with two negative goals may not choose either of them and may simply leave the situation. Most personnel in modern organizations are unable to resolve this for example worker 48
who unable to leave. Such workers cannot easily resolve their avoidance – avoidance conflict in a time when jobs are very scarce. 3.3.2 INTERERSONAL CONFLICT Besides the intra-individual aspects of conflict, the interpersonal aspects of conflict behaviour are important dynamic of interactive behaviour. This is a conflict that can arise or result when two or more persons with personality differences are interacting with one another. Two popular ways to analyze this interpersonal conflict are through transactional analysis and the Johari window. This is beyond the scope of this Lecture Series. 3.3.3 INTERGROUP BAHAVIOUR <strong>AND</strong> CONFLICT Conceptually similar to interpersonal behaviour is intergroup behaviour. One way to look at organizations is in term of interacting groups. Instead of depicting an organization as being made up of interacting individuals, one could think of it a consisting of interacting group. Groups in conflict have mush different behaviour from that of smoothly co-operating groups. The following characteristics have been identified as depicting group in conflict: There is a clear distinction and comparison between “we” (the in-group) and “they” (the out-group) A group that feels it is in conflict becomes more cohesive and pulls together to present a solid front to defeat the other group. The positive feelings and cohesion within the in-group do not transfer to the members for the out-group. The members of the out-group are viewed as the enemy rather than as neutrals. Threatened group members feel superior – They over-estimate their strength and underestimate that of members of other group. The amount of communication between conflicting groups decreases. When there is communication, it is characterized by negative comments and hostility. The cohesion of a group loosing in a conflict deceases and the group member experience increased tension among themselves. They look for a scapegoat to blame their failure on. 49
Page 1 and 2: NATIONAL OPEN UNIVERSITY OF NIGERIA
Page 3 and 4: HCM 433 - MANAGEMENT AND ORGANISATI
Page 5: UNIT 15: Organisational Structure E
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Page 15 and 16: · Discuss the behaviour influencin
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Page 19 and 20: (iii) The reference to management a
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Page 25 and 26: For purpose of this book, administr
Page 27 and 28: UNIT 2 THE STUFF OF ORGANISATIONAL
Page 29 and 30: suggested by the economic security
Page 31 and 32: of organisational behaviour and a n
Page 33 and 34: *We see organizations as societies
Page 35 and 36: Mullins, L. J. (2000). Management a
Page 37 and 38: The common features of a formal Org
Page 39 and 40: of inefficiency was prevalent in th
Page 41 and 42: •Discipline •Unity of Command
Page 43 and 44: 3. Explain clearly the different ty
Page 45 and 46: expectations that supervisor, thoug
Page 47: Many types of barriers which can oc
Page 51 and 52: without receiving benefits in retur
Page 53 and 54: It is however important to note (re
Page 55 and 56: processes that are not a response t
Page 57 and 58: UNIT 5: Content MANAGEMENT OF CHANG
Page 59 and 60: Technological Change: Everyone is k
Page 61 and 62: Sometimes changes are introduced wi
Page 63 and 64: iii. Even where change is socially
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Page 67 and 68: Mullins, L. J. (2000). Management a
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Page 71 and 72: influences other because they feel
Page 73 and 74: This basis of power is based on the
Page 75 and 76: 7.0 REFERENCES French, W. L. and Be
Page 77 and 78: iv. Personal Achievement: here, the
Page 79 and 80: The relationship between status, oc
Page 81 and 82: UNIT 8: Content PERCEPTION 1.0. Int
Page 83 and 84: interpretation of the world around
Page 85 and 86: 3. Past Experience: The selective n
Page 87 and 88: outstanding performance is attribut
Page 89 and 90: greatly influenced by their own cha
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Page 93 and 94: Similarly individual are born into
Page 95 and 96: a) The Id is the unit that contains
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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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The first group of factors (the dis
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The question is however often asked
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A effects. In this unit our attenti
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Probability that effort will lead t
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satisfy their emotions and desires.
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The implication of attribution theo
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i. more workers are able to do vari
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influences that motivate people so
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Thirdly, it is almost certainly tru
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“Labour is good in its self. A ma
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8. The motivation of many employees
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In every organization, there exists
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decentralisation, with activities i
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Structure provides the framework fo
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According to Mullins (2000), clearl
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functions, departments or sections.
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M :- Marketing F :- Finance iv) Nat
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•the process of managing the acti
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functions undertaken increases. Peo
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Therefore, the matrix organisation
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A basic aim for the study of organi
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ii) Technology - the manner in whic
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Task - the nature of the work activ
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In a university, for example, the m
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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