HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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negative (a rusty halo in nature). Halo is often discussed in performance appraisal when a rater makes an error in judging a person’s total personality and/or performance on the basis of a single trait such as intelligence, appearance, dependability or cooperativeness whatever the single trait is, it may override all other traits or characteristics in forming the perception of the person. Examples of the halo effect are the extremely beautiful woman secretary who is perceived by her male boss as being an intelligent, good performer, when, infact she is a poor typist and quite dense. There are three (3) conditions under which the halo effect is most marked: i. When the traits to be perceived are unclear in behavioural expressions. ii. When the traits are not frequently encountered by the perceiver. iii. When the traits have moral implications Many research studies have pointed out how the halo effect can influence perception. For examples one study documented the impact of the halo effect on employee perception in a company that was in receivership. Although that company paid relatively high wages and provide excellent working conditions and at least average supervision, the employees did not perceive these favourable factors. The insecurity produced an inverse or negative halo effect so that insecurity dominated over the pay and positive or favourable conditions of the job. 4.0 TUTOR MARKED ASSIGNMENT The social aspect of perception has important role in organizational behavior. Comment on these roles. 5.0 CONCLUSION Perception plays a key role in human behaviour and in this context, this unit discussed various issues relating to Perception as the chief mechanism by which human beings comes to know the world outside them. 6.0 SUMMARY Perception is the chief mechanism by which human beings comes to know the world outside them. Organizational participants must however realize that their perceptions of another person are 88
greatly influenced by their own characteristics and of the characteristics of the others being perceived. 7.0 REFERENCES Mullins, L. J. (2000). Management and Organizational Behaviour, 4th Edition, London French, W. L., Kast, F. E. & Rosenzweig, J. E.(1985). Understanding Human Behaviour in Organization, New York: Harper and Row. Handy, C. B. (1993). Understanding Organizations,( Fourth Edition). London: Penguin… UNIT 9: Content PERSONALITY CONCEPT 1.0. Introduction - - - - - - -----------------------------------------------------------73 2.0. Objectives - - - - - - ------------------------------------------------------------------73 3.0. Personality Concept - - - - - - - -----------------------------------------------------------73 3.1. Conceptual descriptions of the meaning of personality- - - - ----------------------73 3.2. Determination of personality- - - - - --------------------------------------------75 3.3. Theories of personality development- - - - - ------------------------------------------77 4.0 Tutor Marked Assignment----------------------------------------------------------82 4.0. Conclusion - - - - - - - -------------------------------------------------------------------------82 5.0. Summary - - - - - - - -------------------------------------------------------------------83 7.0. References - - - - - - -----------------------------------------------------------------83 1.0 INTRODUCTION Conceptually, personality has not been easily defined. Personality is not something that different people have more or less of it. Personality is not an evaluative thing hence it is not something desirable or undesirable, it is not something good or bad rather it is the most enduring and persistent characteristics of a person by which he is unique and different from any other human being. Personality forms the main focus of this unit. 2.0 OBJECTIVE At the end of this unit, you should be able to: 1. Explain the meaning of the term personality 2 Clearly highlight and discuss each determinant factors of personality 3 Comment on the theories of personality 89
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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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Page 39 and 40: of inefficiency was prevalent in th
Page 41 and 42: •Discipline •Unity of Command
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Page 45 and 46: expectations that supervisor, thoug
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Page 49 and 50: who unable to leave. Such workers c
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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
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Page 71 and 72: influences other because they feel
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Page 75 and 76: 7.0 REFERENCES French, W. L. and Be
Page 77 and 78: iv. Personal Achievement: here, the
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Page 81 and 82: UNIT 8: Content PERCEPTION 1.0. Int
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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 127 and 128: According to Maslow, needs are hier
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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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