HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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5. Motion: The motion principle says that people will pay more attention to moving objects in their field of vision than they will to stationary objects. Workers will notice materials moving by them on a conveyor belt but they may fail to give proper attention to the maintenance needs of the stationary machine next to them. 6. Novelty and Familiarity: The novelty and familiarity principles states that either a novel or a familiar external situation can serve as an attention getter. Now objects or events in a familiar setting or events in a new setting will draw the attention of the perceiver. Switching from a typewriter to a word processor may not motivate the clerical staff but it will increase their attention until they become accustomed to the new job. THE MOTIVATIONAL FACTORS: This can be thought of as an internal form of attention getting that is largely based on the individual’s complex psychological make up. People will select our stimuli or situations from the environment that appeal to and such personal influences on attention include motives, attitudes and past experience. 1. Motives: One personal factor that strongly affects our immediate surroundings is our current motives. The impact of this internal state can be readily illustrated: Assuming you are in a business meeting, what stimuli or events you notice will to a larges extent depend on your current motivational state. If it is close to lunch time and your are hungry, you any focus on the delicious smell of food entering the room from a nearby restaurant, or the sound of the snack tray in the nearby dinning hall. In short, what you notice will be strongly affected by your current or motives. 2. Attitudes: A second personal factor that often exerts a strong impact upon attention is our attitudes or values. Typically, we notice stimuli about which we have clear positive or negative feelings (strong attitudes) much more readily than ones toward which we are neutral. Thus, an individual who is strongly opposed to some plane of action (e.g actualization of 1993, June 12 election results) would be highly sensitive to even indirect references to it during a meeting. Similarly a manger who really likes one of her subordinates will probably be likely to notice his performance than that of other subordinates toward whom she has weaker personal feelings. 84
3. Past Experience: The selective nature of perception is often affected by our past experience. In a word, we tend to notice those aspects of the world around us that are familiar, or that fit with cognitive frameworks established through past experience. Unfortunately, such difference in perspective can sometimes lead to major problems of communication. Since persons trained in different fields and holding different jobs tend to perceive the same events, objects or situations differently, they often find it difficult to “get through” (or listen objectively to one another. The important task for managers therefore is that of noticing such differences and assuring that they do not result in unnecessary and potentially harmful friction. 3.3 SOCIAL PERCEPTION As members of an organizational setting, we are often (frequently) interested in why people around us (other organizational participants) act the way they do. Sometimes we are interested in their traits, goals and motives. This is quite natural. This is because other persons-bosses, coworkers, subordinates etc are also interested in us. However our understanding (even if partially) of such complex issued is possible only through an active process of social perception. The social aspect of perception has important role in organizational behaviour, social perception is directly concerned with how one individual perceive other individuals. Briefly, it is an active attempt we make to combine, integrate and interpret information about other persons and in this way, to form useful “picture” of them a basic grasp of what they are lke and what essentially makes them what they are. However since human beings are extremely complex social perception, too, is a complicated affair. CHARACTERISTICS OF PERCEIVER <strong>AND</strong> PERCEIVED A recent research study has come up with some characteristics which on the one hand greatly influence how a person perceives others in the environmental situation and on the other hand characteristics of person being perceived which influence social perception. Characteristics of the perceiver reveal a profile of the perceiver as follows: 1. Knowing oneself makes it easier to see others accurately 85
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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
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 and 48: Many types of barriers which can oc
Page 49 and 50: who unable to leave. Such workers c
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
Page 65 and 66: 3.8 MANAGING RESISTANCE TO CHANGE A
Page 67 and 68: Mullins, L. J. (2000). Management a
Page 69 and 70: It is the resource that enables a l
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: interpretation of the world around
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Page 89 and 90: greatly influenced by their own cha
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Page 95 and 96: a) The Id is the unit that contains
Page 97 and 98: 5. Genital stage (13 years and abov
Page 99 and 100: 5.0 CONCLUSION We have in this sect
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Page 103 and 104: Besides, there are also other class
Page 105 and 106: a Socialization of New Employees: S
Page 107 and 108: (rewards greater than cost) of an o
Page 109 and 110: 2. Eye Contact and Location of Memb
Page 111 and 112: UNIT 11: COMMUNICATION IN ORGANIZAT
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Page 117 and 118: task of communication. In other wor
Page 119 and 120: tone of voice, the choice of langua
Page 121 and 122: UNIT 12: MOTIVATION 1.0. Introducti
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Page 125 and 126: 3.2 THEORIES OF MOTIVATION There ar
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Page 129 and 130: Safety Social Relatedness Esteem Se
Page 131 and 132: The first group of factors (the dis
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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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