HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

More documents

Recommendations

Info

1. Stable introvert (phlamalic) = passive, careful, thoughtful, calm, religious. 2. Unstable introvert(melancholic) = Too quiet, unsociable, reserved, pessimistic. 3. Stable extrovent (sanguine) = Lively, careful, easy going, responsive, outgoing. 4. Unstable extrovert (choleric) = Tough, restless, aggressive, excitable, changeable, impulsive. Esyenek discovered an agreement between his classification and the ancient Greeks analysis of personality. The Greeks believed that a combination of characteristics or traits add-up to a personality type. Passive 2. Too quite 1. Careful MELANCHOLIC: Unsociable PHLEMALIC Thoughtful (Unstable Introvert) Reserved (Stable Introvert) Calm Pessimistic Reliable Tough Lively 4. Restless 3. Careful CHOLERIC Aggressive SANGUINE Easy going (Unstable Extrovert) Excitable (Stable Extrovert) Responsive Chargeable Outgoing impulsive etc. Figure 9.2: Eysenck four classifications of trait based personality types. The understanding of these trait implies the understanding of why individual behave the way they do especially in organizations. Having such s knowledge will then assist us in our effort to carry along with people 4.0 TUTOR MARKED ASSIGNMENT Explain the two dimensional theory of personality using a well illustrated diagram 98
5.0 CONCLUSION We have in this section considered the concept of personality, the determinant factors of Personality and the theories of personality. We conclude here that Personality is regarded as consisting relatively long lasting behaviour patterns that yield fairly consistent reactions to different – situations. 6.0 SUMMARY Personality is made up of behaviour patterns resulting from the handling of child hood sexual aggression impulses. Most theorist emphasizes different origin of personality, therefore since emphasis differs definitions must also differ. 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 by which he resemble and act like all human beings or like some human beings. This implies that personality has both organic as well as the perceived aspect. 7.0 REFERENCES Mullins, L. J. (2000). Management and Organizational Behaviour, 4th Edition, London:Pitman Publishing. Stewart, R. (1991). Managing Today and Tomorrow, New York: Macmillan. 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… Robbins, S. (1992). Essentials of Organizational Behaviour,( Third Edition). New Jersey: Prentice-Hall Inc. Gross, R. D. (1987). Psychology: The Science of Mind and Behaviour, New York: Edward Arnold. 99
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
Page 8 and 9:
HCM 433 - MANAGEMENT AND ORGANISATI
Page 10:
UNIT 10: Work Groups UNIT 11: Commu
Page 13 and 14:
Course Editor: Programme Leader: Na
Page 15 and 16:
· Discuss the behaviour influencin
Page 17 and 18:
MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
Page 19 and 20:
(iii) The reference to management a
Page 21 and 22:
Departmental heads, Supervisors, Fo
Page 23 and 24:
in coordinating efforts occur becau
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 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 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
Page 91 and 92: elate to the social stimulus value
Page 93 and 94: Similarly individual are born into
Page 95 and 96: a) The Id is the unit that contains
Page 97: 5. Genital stage (13 years and abov
Page 101 and 102: At the end of studying this unit, y
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
Page 113 and 114: (i) Some individual or group as an
Page 115 and 116: (v) Communication is also the neces
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
Page 123 and 124: in the face of difficulties and pro
Page 125 and 126: 3.2 THEORIES OF MOTIVATION There ar
Page 127 and 128: According to Maslow, needs are hier
Page 129 and 130: Safety Social Relatedness Esteem Se
Page 131 and 132: The first group of factors (the dis
Page 133 and 134: The question is however often asked
Page 135 and 136: A effects. In this unit our attenti
Page 137 and 138: Probability that effort will lead t
Page 139 and 140: satisfy their emotions and desires.
Page 141 and 142: The implication of attribution theo
Page 143 and 144: i. more workers are able to do vari
Page 145 and 146: influences that motivate people so
Page 147 and 148: Thirdly, it is almost certainly tru
Page 149 and 150:
“Labour is good in its self. A ma
Page 151 and 152:
8. The motivation of many employees
Page 153 and 154:
In every organization, there exists
Page 155 and 156:
decentralisation, with activities i
Page 157 and 158:
Structure provides the framework fo
Page 159 and 160:
According to Mullins (2000), clearl
Page 161 and 162:
functions, departments or sections.
Page 163 and 164:
M :- Marketing F :- Finance iv) Nat
Page 165 and 166:
•the process of managing the acti
Page 167 and 168:
functions undertaken increases. Peo
Page 169 and 170:
Therefore, the matrix organisation
Page 171 and 172:
A basic aim for the study of organi
Page 173 and 174:
ii) Technology - the manner in whic
Page 175 and 176:
Task - the nature of the work activ
Page 177 and 178:
In a university, for example, the m
Page 179 and 180:
The growth of information technolog
Page 181 and 182:
Most organisational resources are l
Page 183 and 184:
It may not always be possible for m
Page 185 and 186:
•Influence of Technology on Organ
Page 187:
Mitchell, T. R. (1987). People in O
show all

HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?