ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS

 TOPICS
 • Concepts and theories of organizational behaviours
 • Review of Channels of communication, Techniques of;
Communication; and Interpersonal relationships
 • Human relations; Public relation in context of Nursing, Public
relations with profession and employee union and Collective
bargaining
 Leadership styles
 • Group dynamics
 • Review of Motivation; concepts and theories

 Organization is a system of cooperative activities of two
or more persons.
 chester & bernard.
 Organisation is „a group of people working together and
with each other towards the achievement of the
common goals‟.
 An organization is defined as a designed & structured
process in which individual interact for objectives.
 Hicks & Gullet,
 Organization essentially as the creation & maintence of
an intentional structure of role.
 Koontz and O’Donnell,

ORGANIZATION
FORMAL
ORG.
INFORMAL
ORG.
LINE
ORG.
LINE &
STAFF
ORG.
FUNCTIONAL
ORG.
Groups formed by
administration to
laid down their
goal.
Spontaneously
formed gp. Of people
who meet on
interest, on the basis
of psycho-social
needs

 NATURE OF ORGANIZATION : Four ‘P’s required to form the base of
organization.
 P- Purpose
 P-Process
 P-Person target group
 P-Place setting
 LEVEL OF ORGANIZATION
 Top level= CMO
 Middle level= DNS,ANS
 Lower level= SN

 organization is basic function of management.
 Group of people
 Based on common goals or objectives
 Division of work
 Organization is a process
 Chain of command with laid down channels of
communication. (flow of authority from the higher to
the lower levels of management in the hierarchy).

 Administrative function, as a system, as an operation and as a result.
 1.Administrative Function : organisation is a process of identification and grouping of
activities with determination and establishment of authority relationships for these
group of activities as well as arranging for men, materials, machines and money.
 2. As a system, : organization consists of many interrelated and interdependent
subsystems; each system and subsystem has the component of:

 a) input: human resources, material resources, information and energy serve as input.
 b) throughput: the methods through which functions are carried out.
 c) Output: the actual outcome.
 d) management component: the system sees that the desired outcomes are obtained.
 3. In an operational: defining of duties and responsibilities of the personnel

 4. Result: a gp of people working together to accomplish the laid down common objectives
or goals with in a defined and specific framework.

 It assists administration in fulfilment of the objectives to increase the
managerial efficiency.
 Provides the structure within which the functions of planning, staffing, directing,
coordinating and controlling are performed.
 Helps in growth and development of the establishment, in planning for need
based change through appropriate division and allotment of work.
 Makes optimum use of all resources, determines needs for innovative and new
technologies in terms of cost effectiveness and accomplishment of objectives of the
establishment.
 Encourages individual growth and development of personnel according to
individual potentials through job enrichments, training and participation from
them.
 Invites creative and innovative ideas to work through adopting human relations
approach.
 It facilitate coordination in the enterprises.

 1. Principle of chain of command:
 Communication flows through the chain of command.
 The communication flows freely in all directions, with authority
and responsibility delegated to the lowest operational level.
 This principle supports a centralised authority that aligns
authority and responsibility.
 hierarchial relationships, within which the authority flows from
top to bottom in order to be satisfying to members, economically
effective and successful in achieving the goals.


2. Principle of unity of command:
 An employee has one supervis or / one leader
and one plan for a group of activities with the
same objective.
 Also called principle of responsibility, or
direction from one authority or boss.

 3. Principle of span of control:
 Span of control refers to the maximum number of
members effectively supervised by a single individual.
 Recently the span of control has increased to the
point that the nurse managers have to cover several
nursing units and departments with a large number of
employees.
 This is also called span of management or span of
supervision .This principle is based on the principle of
relationship.

 4. Principle of specialization or division of work:
 Each person should perform a single leading function.
 There is a division of labor: a differentiation among kinds of duties.
 Specialization is the best way to use individuals and groups.
 Division of work means that the entire activities of the
organisation are suitably grouped into departments and sections.
 This will help to fix up the right man to the right job and reduce
waste of time and resources).
 The work is assigned to each person according to his educational
qualification, experience, skill and interests.

 5. Hierarchy or scalar chain:
 It is the order of rank from top to bottom in
an organization.
 This is also called a chain of command or line
authority. (Normally, the line of authority
flows from the top level to bottom level.

6. Centrality :
 It relates to the position or distance the person has on the
organizational chart from other workers.
7. Unity of objectives:
 An establishment or enterprise exists to achieve certain laid
down objectives. Objectives to be formulated in clear,
unambiguous, achievable and measurable terms which should be
understood by all concerned.
8. Definition of jobs/ principle of definition:
 It is necessary to define and fix duties, responsibilities and
authority of each worker. In addition to that, the organizational
relationship of each worker with others should be clearly defined
in the organizational set up.

9. Principle of balance:
 There are several units functioning separately
under one organizational set up. sequence of
work should be arranged scientifically.
10. Principle of equilibrium balance:
 Effective control over all the organizational
activities.

11. Principle of continuity:
 Administration is a continuing or ongoing process .
 There should be a reoperation of objectives, readjustments of plans and
provision of oppurtunities for the development of future management.
 This process is taken over by every organization periodically.
12. Principle of exception:
 Implies routine decision making
 So the top level officers may use the time gained by reduction in
workload for framing the policies and chalking out the plans of
organisation

13. Principle of unity of direction:
 Also called principle of co-ordination.The major plan is divided into sub
plans.
14. Principle of communication:
 A two way communication flow from top to bottom levels and from
bottom to top levels is a prerequisite to obtain an effective
organisational set up.
15. Principle of flexibility:
flexibility is essential in the organisation structure, so that changes can
be brought about without disrupting basic design of the structure.

1. Classical organizational theory
 Scientific management theory
 Weber’s bureaucratic theory/approach
 Administrative approach/theory
2. Neo –classical theory[Behavioral /Humanistic theory}
 Behavioral theory
 Humanistic theory {human relation theory}
 Social theory
3. Modern organizational theory
 System approach
 Socio-technical approach
 Contingency or situation approach
4. Motivation theory
5. Leadership theory
THEORIES OF ORGANIZATION

 COMMUNICATION MEANING,
 PROCESS,
 PRINCIPLES
 TECHNIQUES,
 TYPES,
 ADVANTAGES,
 DISADVANTAGES

INTRODUCTION:
 Communication is one of the most important
activities in the nursing management. It is the
foundation upon which the manager achieves
organizational objectives .
MEANING OF COMMUNICATION:
 Communication is a process of change. In order to
achieve the desired result, the communication
necessarily be effective and purposive.

DEFINITION OF COMMUNICATION:
 Communication is a process in which a
message is transferred from one person to
other person through a suitable media and
the intended message is received and
understood by the receiver.

 Promotes motivation
 Source of information
 Altering individual’s attitudes
 Helps in socializing
 Controlling process

 ELEMENTS:There are seven elements of
communication:
 Source idea
 Message
 Encoding
 Channel
 Receiver
 Decoding
 Feedback

 1. Clarity:
 2. Aim or Goal
 3. Precision
 4. Avoid Repeatability
 5. Linkage
 6. Style of Expressing:
 7. Know andAnalyze the audiences.
 8. Do a good Homework.
 . Dress properly

 All of the manager‟s functions involve communication. The communication
process involves steps.
 Sender
 Encoding
 Message
 Channel
 Decoding
 Receiver
 Feedback

 Communication should be appropriate to situation.
 Communication should have objective and purposes.
 Communication should promote total achievement of purposes.
 Communication should represent the personality and individuality of
the communication.
 Communication involves special preparation.
 Communication should be oriented to the interest and needs of the receiver.
 Communication through personal contact.
 Communication should seek attention.
 Communication should be familiar.

 Listening
 Broad openings
 Restating
 Clarification
 Reflection
 Focusing
 Sharing perceptions
 Silence
 Humor
 Informing
 Suggesting

 Communication






 On the basis of relationship on the basis of flow on the basis of expression





 Formal informal vertical horizontal verbal non verbal




 Downward upward oral written.



 Oral communication:
 v It is face to face system and hence can be clarified.
 v There is an opportunity to ask questions, exchange ideas and
clarify meaning.
 v It can develop a friendly and co-operative spirit.
 v It is easy and quick.
 v It is flexible and hence effective.

 Written communication:

 v It has permanent record for future reference.
 v It is less likely to be misunderstood.
 v It will have adequate coverage and accuracy.
 v Suitable for communicating lengthy messages.
 v It is an authoritative communication.

 Oral communication:
 v The spoken words may be misunderstood.
 v The facial expression and tone of voice of the communicator
may misled the receiver.
 v Not suitable for lengthy communication.
 v It requires the art of effective specificity
 v It has no record for future reference.

 Written communication:

 v It requires skill and education for understanding.
 v It is also one way communication and hence may not be
effective.
 v There is no opportunity for the subordinates to ask questions
and exchange ideas.
 v It may not communicate all aspects

 DUETO ORG. STRUCTURE
 Heavy pressure of work
 Physical disturbances
 Mental disturbances
 Poor attention
 Emotional barrier
 Cultural barrier
 Language barrier
 Lack of feedback

The decibal theory:
 It argues that the best way to get the message across is to state one‟s point
loudly and frequently .its effectiveness over a period of time is nil, but many of us
still need to be reminded that shouting only makes poor communication louder.
The sell theory:
 It lays down that the total burden of communication is on the communicator
while the receiver is passive and pliable.One of the problem created by this
approach is that it tends to increase the barriers between the individuals and thus
reduces the chances of hearing each other.
The minimet theory:
 It assumes that the receiver probably is not much interested in what is being
communicated. By telling an individual what he needs to know, he will have little
to object and little to question.

According to John Millet,
 “Public relation are knowing what the public expects and explaining how
administration is meeting these desires….”.
According toW.T. Parry‟
 “Public relation means the development of equitable and mutually
profitable relations between a business industry organization and the
public it serves”.
According to Rex Harlow,
 “Public relations are the process whereby an organization analyses the
needs and desires of all interested parties in order to conduct itself more
responsively towards them”.

 Public Relation is establishing the relationship among the two
groups (organization and public).
 Art or Science of developing reciprocal understanding and
goodwill.
 It analyses the public perception & attitude, identifies the
organization policy with public interest and then executes the
programmes for communication with the public.

 There is normally three reasons for ever increasing necessity of public relations:
 (1) Increased governmental activities.
 (2)Increased educational standards resulting in rise in expectations.
 (3) Progress in communication techniques.
Well-executed public relations will
 Increase visibility for the hospital, employees, programs and services.
 Position the hospital as a health care leader and authority within the community or region.
 Expand awareness of the hospital's entire range of programs and services.
 Enhance the hospital's image.
 Aid in recruitment and retention of employees.
 Support efforts to raise funds for new programs and services or assist with the passage of levies and bonds.
 Act as a foundation when negative news about the hospital occurs.
 Boost employee morale.

 Public relation is a general term that may include many other “relations” with
different audiences, strategies and tactics. For example:
Employee relations:
 It is a function of public relations that includes responding to employee
concerns and informing and motivating staff. Some tactics used for
employee relations may include new employee education, employee award
programs and recognitions, new-hire press releases and newsletters to name
a few.
Community relations:
 It is the function of actively planning and participating with and within a
community for the benefit of the community and the hospital. Community
relations may also include fundraising and development activities.

Government relations:
 It is a function of relating to government officials and agencies
about issues that impact the hospital and its audiences.
Media relations:
 It is often considered synonymous with public relations, is the
function of working with the media to communicate news. Media
relations can be active – seeking positive publicity for a
newsworthy topic at the hospital – or reactive – responding to a
news inquiry about a positive or negative story of interest to the
media and its readers or viewers.

HUMAN RELATION
 Human relation is motivating people in
organizational setting to develop team work
which accomplishes individual as well as
organizational goal effectively.

Davis. K

 To increase the employee efficiency or job
satisfaction.
 It emphasizes on the policies and techniques
designed to improve employee morale or job
satisfaction.

 Communication
 Need satisfaction
 Modification of behavior
 Group goals
 Role differentiation
 Status
 Group structure
 Norms

Effective patient care is the result of sound professional
administration and good human relation. So the imp. Factor
responsible for the growth of human relation r:
 Recognition of the dignity or personality of the individual.
 Encourage to independent thinking or self decision making.
 Development of professional manager.
 Change in work environment.
 It focuses on human feelings and attitude of employee.
 Human relation skills.

 Providing effective health care to people.
 It helps to manage with peoples and provide
effective leadership.
 It improve socialization or develop positive
attitude.
 It provide quality health care to people in
hospital, community, and home.
 It improve communication.
 It helps in motivation.
 It improve interpersonal skills.

 Helps to understand people.
 Helps to motivate for effective work.
 Helps to increase the adjustment level of
people
 Helps to understand individual differences
 Helps to improve interpersonal skills
 Helps to develop positive attitude
 Helps to assess needs and desires.

 Manipulation of people
 No exact but common sense
 Lack of confidence but liking people
 Unrealistic removal of conflicts
 Weakens managerial authority.

 Introduction
 The leader‘s job is to get work done by other
people , and make people willingly want to
accomplish some thing. So effective
leadership means effective and productive
group performance

Leader ship:
 Leadership is the process of influencing the thoughts
and actions of other people (a person r a group ) to
attain the desired objectives.
Style:
 A style is a particular form of a behavior directly
associated with an individual.
 Leadership style : Leadership style is how a
leader uses interpersonal influence to accomplish
goals of an organization

 The qualities of a leader
 • Managerial abilities
 • Interpersonal relationships
 • Temperament(nature of person)
 • Credibility and forward thinking
 • Professionalism
 • Advocacy

Types of Leadership Styles:
 1.Autocratic style of leadership
 2.Democratic style of leadership.
 3.Laissez-faire style of leadership
 4. Bureaucratic leadership

 The leader assumes complete control over the decisions and activities of the
group.The authority for decision making is not delegated to persons in
lower level positions (centralized organization)
 Personality of the leader:
 Firm personality ,insistent, self assured ,highly directive ,dominating, with or
without intention
Has high concern for work than for the people who perform the task
 Uses the efforts of the workers to the best possible shows no regard to the
interests of the employees
 Sets rigid standards and methods of performance and expects the subordinates
to obey the rules and follow the same.
 Makes all decisions by himself or herself related to the work
 There is minimal group participation
 Thinks that what he or she plans and does is the best

 Efficient in times of crisis, Easy to make decision by one person
than by group. And less time consuming
 It is useful when there is only leader who is experienced having new
and essential information while subordinates are inexperienced and new.
 It is useful when the workers are unsure of taking decision and expect the
leader to tell them what to do.

 Does not encourage the individuals growth and does not recognize
the potentials, initiativeness and creates less cooperation among
members.
 The leader lacks supportive power that results in decisions made with
consultation although he may be correct.
 Inhibits groups participation which results in lack of growth, less
job satisfaction can lead to less commitment to the goals of organization

 It is also referred to participative , consultative style of leadership.
 1.This style is characterized by a sense of ‗ equali t y‘ among leaders
and followers.
 · The leader is people oriented
 · Focuses on the human aspects
 · Builds effective work group
 · Togetherness is emphasized
 2.Open system of communication prevails
 3.The interaction between the leader and the group is friendly and
trusting.
 4.Performance standards exist to provide guide lines and permit
appraisal of workers thus results in high productivity.

 It permits and encourages all employees to practice decision making
skills.
 It promotes personal involvement.
 Decisions made by the group are more effective than by the leader
alone. Members may have more information than the leader.
 Disadvantages
 It takes more time for making the decisions by the group than by
leader alone.

 It is also referred to as Free-Rein, Ultra liberal style of leadership.The
leader gives up all power to the group.
 Characteristic features
 1. This encourages independent activity by the group members.
 2.Group members are free to set their own goals determine their own
activities and allowed to do almost what they desire to do.
 3.This style may be chosen by the leader or it may evolve because the
leader is too weak to exert any influence on the group and attempting
to please every one to feel good.And fails to function as an effective
leader.

 4.This style is not useful in a highly structured health care
delivery system or any institution.
 5.The group where there is no appointed leader will fall in to
this category.

Advantages
 In limited situations creativity may be encouraged for specific purposes.
eg. highly qualified people plan a new approach to a problem that need
freedom of action.
To try new methods of actions.
Disadvantages
 May lead to instability ,disorganization, inefficiency ,no unity of actions.
 Neither the group nor any one in the group will feel to be responsible
to solve the problems that may arise.
 The individual members will lose interest ,initiative and desire for
achievement.

 In this kind of leadership the leader functions only on lines with rules and
regulations.The leader cannot be flexible and does not like to take any
risk out of the rules.
 Example:
 Defense leaders.They are strictly adhering to the rules and maintain the
discipline of group.
Characteristics
 It is a personal quality of character and behavior in men which enables
him to exert internal personal influence.
 Its style may differ from situation to situation.
 It involves an unequal distribution of authority among leaders and groups.

 Qualities of a good leader
 1. Intelligence
 2. Physical features
 3. Maturity
 4. Vision and foresight
 5. Inner motivation
 6. Sense of responsibility
 7. Empathy
 8. Human relations attitude
 9. Emotional balance

 1. Formal leader
 ¬ Formal leadership is institutional
 ¬ Formal leader is enabling to identify him with the aspiration of
group
 ¬ Formal leader fail to achieve voluntary cooperation of subordinates
due to different work groups has different leaders for different
purposes.
 2. Informal leaders
 ¬ Informal leadership is personal
 ¬ Informal leaders are more acceptable and influential to other
employees.
 ¬ Informal leader can achieve voluntary co-operation of the
members in different work groups due to their social and cultural
understanding environment.

1. TRAITTHEORY
2. STYLETHEORY
3. SITUATIONALTHEORY
4. BEHAVIORALTHEORY
5. PARTICIPAIVETHEORY

 GROUP
 A group is an association of two or more people in
an interdependent relationship with shared purposes.
 A group defined as a no. of individuals who join
together to achieve a goal. People join groups to
achieve goals that cannot be achieved by them alone.
 JOHNSON & JOHNSON

 GROUP DYNAMICS:
 Group dynamics may be defined as the social process by
which people interact face to face in small groups.
 A branch of social psychology which studies problems
involving the structure of a group.

 Formal groups: refers to those which are established under the legal or
formal authority with the view to achieve a particular end results. Eg: trade
unions.
 Informal groups: refers to aggregate of personal contact and interaction and
network of relationship among individual. Eg: friendship group.
 Primary groups: are characterized by small size, face to face interaction and
intimacy among members of group. Eg: family, neighbourhood group.
 Secondary groups: characterized by large size, individual identification with
the values and beliefs prevailing in them rather than cultural interaction.
Eg: occupational association and ethnic group.
 Task groups: are composed of people who work together to perform a task but
involve cross-command relationship. Eg: senior sister and head nurse.

 Social groups: refers to integrated system of interrelated psychological group
formed to accomplish defined objectives. Eg: political party with its many local
political clubs. friendship group.
 Reference groups: A reference group is a type of group that people use to
evaluate themselves. According to Cherrington, the main purposes of reference
groups are social validation and social comparison.
 Membership groups: those where the individual actually belongs.
 Command groups: Command groups are specified by the organizational chart
and often consist of a supervisor and the subordinates that report to that
supervisor. An example of a command group is an academic department
chairman and the faculty members in that department.
 Functional groups: the individuals work together daily on similar tasks.
 Problem solving groups: it focuses on specific issues in their areas of
responsibility, develops potential solution and often empowered to take action.

 CRITERIA FOR A GROUP
 ♥ Formal social structure
 ♥ Face-to-face interaction
 ♥ 2 or more persons
 ♥ Common goals
 ♥ Interdependence
 ♥ Self-definition as group members
 ♥ Recognition by others

 To identify and analyze the social processes that impact on group
development and performance.
 To acquire the skills necessary to intervene and improve individual
and group performance in an organizational context.
 To build more successful organizations by applying techniques that
provide positive impact on goal achievement

 ♪ The members of the group must have a strong sense of
belonging to the group.
 ♪ The group arises and functions owing to common motives.
 ♪ Groups survive by placing the members into functional
hierarchy and facilitating the action towards the goals
 ♪ The intergroup relations, group organization and member
participation is essential for effectiveness of a group.
 ♪ Information relating to needs for change, plans for change
and consequences of changes must be shared by members of a
group.

 COMMUNICATION
 DECISION
 RELATIONSHIP
 INFLUENCE
 MEMBERSHIP
 FEELING
 NORMS
 GROUP ATMOSPHERE
 GROUP MATURITY

 As applied to group development, group dynamics is concerned with why and
how groups develop. There are several theories as to why groups develop.
 A groups develop based on activities, interactions, and sentiments. Basically, the
theory means that when individuals share common activities, they will have more
interaction and will develop attitudes (positive or negative) toward each other.
 According toTuckman's theory, there are five stages of group development:
 forming,
 storming,
 norming,
 performing,
 adjourning.
 During these stages group members must address several issues and the way in
which these issues are resolved determines whether the group will succeed in
accomplishing its tasks

 A. GROUP FORMATION
 A group is able to share experiences, to provide feedback, to pool ideas,
to generate insights, and provide an area for analysis of experiences.The
group provides a measure of support and reassurance. Moreover, as a
group, learners may also plan collectively for change action.Group
discussion is a very effective learning method.
► Participation
 Participation is a fundamental process within a group, because many of
the other processes depend upon participation of the various members.
Levels and degrees of participation vary. Some members are active
participants while others are more withdrawn and passive.
 In essence, participation means involvement, concern for the task, and
direct or indirect contribution to the group goal. If members do not
participate, the group ceases to exist.

 Factors which affect member’s participation are;
 ◘ The content or task of the group- is it of interest, importance and relevance?
 ◘ The physical atmosphere - is it comfortable physically, socially and
psychologically?
 ◘ The psychological atmosphere - is it accepting, non-threatening?
 ◘ Member‘s personal preoccupations - are there any distracting thoughts in
their mind?
 ◘The level of interaction and discussions - is adequate information provided
for everyone to understand? - is it at a level everyone understands?
 ◘ Familiarity - between group members- do members know each other from
before?

► Communication
 Communication within a group deals with the spoken and the unspoken, the verbal and the
non-verbal, the explicit and the implied messages that are conveyed and exchanged relating to
information and ideas, and feelings.
 Two-way communication implies a situation where not only the two parties talk to each other,
but that they are listening to each other as well. It helps in clarification of doubts, confusions and
misconceptions, both parties understanding each other, receiving and giving of feedback
► Problem solving
 Most groups find themselves unable to solve problems because they address the problem at a
superficial level. After that they find themselves blocked because they cannot figure out why the
problem occurred and how they can tackle it.
Leadership
 Leadership involves focusing the efforts of the people towards a common goal and to enable
them to work together as one. In general we designate one individual as a leader.This individual
may be chosen from within or appointed from outside.

 B. DEVELOPMENT OF GROUPS
 The developmental process of small groups can be viewed in several ways.
Firstly, it is useful to know the persons who compose a particular small group.
 ◘ People bring their past experiences
 ◘ People come with their personalities (their perceptions, attitudes and values)
 ◘ People also come with a particular set of expectations.
 The priorities and expectations of persons comprising a group can influence
the manner in which the group develops over a period of time
 Stages
 Viewing the group as a whole we observe definite patterns of behavior occurring
within a group.These can be grouped into stages.
 forming,
 storming,
 norming,
 performing,
 adjourning.

 A group cannot automatically function effectively, it needs
to be facilitated.
 Facilitation can be described as a conscious process of
assisting a group to successfully achieve its task while
functioning as a group.
 Facilitation can be performed by members themselves, or
with the help of an outsider.
 To facilitate effectively the facilitator needs to:
 ◘ Understand what is happening within the group
 ◘ Be aware of his/her own personality and
 ◘ Know how to facilitate

 CONCLUSION:
 Group dynamics refers to the understanding of
the behavior of people in groups, such as task
groups, that are trying to solve a problem or
make a decision. Group norms are followed and
collective pressure is exerted to ensure the
effectiveness of the group.The group provides a
measure of support and reassurance. Moreover,
as a group, learners may also plan collectively for
change action

• REVIEW OF MOTIVATION
CONCEPTS ANDTHEORIES

 Motivation is an action that stimulates an
individual to take a course of action, which will
result in an attainment of goals, or satisfaction of
certain material or psychological needs of the
individual. Motivation is a powerful tool in the
hands of leaders. It can persuade convince and
propel people to act.

 Motivation is defined as…
 M O T I V A T I O N I S “ An inner impulse or an internal force that
initiates and directs the individual to act in a certain manner to satisfy a
need. ”
 M O T I V A T I N G F O R C E I S A N E E D T H A T C O M E S F
R O M W I T H I N A N I N D I V I D U A L , E . G . T O M A K E A
L I V I N G , G A I N S T A T U S A N D R E S P E C T O R T O R E
M O V E A S O U R C E O F F R U S T R A T I O N ( R E V I E W O F
M A S L O W ‟ S H I E R A R C H Y O F N E E D S ) .
 According to Dalton E. McFarland, “Motivation refers to the way in which
urges, drives, desires, aspirations, striving or needs direct, control or
explain the behavior of human beings”.

 1) Intrinsic motivation: refers to motivation that comes from
within the person, driving him or her to be productive. It is
related to a person‟s level of inspiration. The motivation comes
from the pleasure one gets from the task itself or from the sense
of satisfaction in completing or even working on the task rather
than from external rewards.
 2) Extrinsic motivation: it refers to motivation that comes
from outside an individual, i.e. enhanced by the work
environment or external rewards such as money or grades. An
extrinsically motivated person will work on a task even when they
have little interest in it because of the anticipated satisfaction they
will get from the reward. e.g.- reward for a student would obtain
good grade on an assignment or in the class.

 1) Achievement motivation
 It is the drive to peruse and attain goals.An individual with achievement
motivation wishes to achieve objectives and advance up the ladder of success.
Hence, accomplishment is important for his/her own sake and not for the
rewards that accompany it.
 2) Affiliation motivation
 It is a drive to relate to people on a social basis. Individuals with affiliation
motivation perform work better when they are complimented for their favorable
attitude and co-operation.
 3) Competence motivation
 It is the drive to be good at something, allowing the individual to perform high
quality work. Competence/skill motivated individuals seek job mastery, take
pride in developing and in using their problem solving skills and strive to be
creative when confronted with obstacles.They learn from their experiences.
 4) Power motivation
 It is the drive to influence people and change situations. Power motivated people
wish to create an impact on their organisation and are willing to take risks.

 5) Attitude motivation
 Attitude motivation is how people think and feel. It is their self-
confidence, their belief in themselves and their attitude to life. It is
how they feel about the future and how they react to the past.
 6) Incentive motivation
 It is where the people are motivated through external rewards.
Here, a person or team reaps a reward from an activity. It is the
type of rewards that drive people to work harder.
 7) Fear motivation
 Fear motivation coercions a person to act against will. It is
instantaneous and gets the job done more quickly. Fear
motivation is helpful in the short run.

 Never ending process: human wants keep changing & increasing. A
psychological concept: deals with the human mind.
 Whole individual is motivated: as it is based on psychology of the individual.
 Motivation may be financial or non-financial: Financial includes increasing wages,
allowance, bonus, etc.
 Motivation can be positive or negative: positive motivation means use of
incentives - financial or non-financial. E.g. of positive motivation: confirmation,
pay rise, praise etc. Negative motivation means emphasizing penalties. It is
based on force of fear. Eg. demotion, termination.
 Motivation is goal-oriented behaviour.
 Motivation is an internal feeling of an individual. It can‟t be observed directly; we
can observe an individual's action and interpret his behavior in terms Of
underlying motives.

 Motivation is a continuous process that produces goal directed
behavior. The individual tries to find alternatives to satisfy his needs.
 Motivation is a complex process.

 COMPONENTS OF MOTIVATION
 § Direction
 § Effort
 § Persistence
 We start off by deciding what we want, which is our
direction as we know where we want to go and what we
have to achieve.Then we make an effort towards our
goal. We start to do things and we continue our making
the efforts for some time and give it everything that we
have. Now comes the part where we have to be persistent
with our efforts and keep doing them.

 The word motivation theory is concerned with the processes that
describe why and how the human behaviour is activated and directed.
It is considered as one of the most important areas of study in the field of
organizational behaviour.There are two different categories of
motivation theories- the content theories and the process theories.
 A) Content theories of motivation
 This is also called as the Need theory. It mainly focuses on the internal
factors that energize and direct human behaviour. Some of the need
theories are
 B) Process theories of motivation
 Process theories of motivation provide an opportunity to understand
thought processes that influence behaviour.The major process
theories are-Vroom‟s expectancy theory, goal-setting theory and
reinforcement theory.

CONTENTTHEORY
 1. ABRAHAM MASLOW
THEORY
 2. ALDERFER ERG
THEORY
 3. DAVID MCCLLEND
THEORY
 4. MCGEORGETHEORY X
ANDY.
PROCESSTHEORY
 1. REINFORCEMENT
THEORY
 2. EXPECTANCYTHEORY
OFVROOM
 3. JERMY BENTHAM’S
“THE CARROT &THE
STICK APPROACH.
 4. GOAL SETTINGTHEORY

 Maslow‟s theory included 5 basic needs in his theory. Maslow suggested
that human needs are ordered in a hierarchy from simplex to complex.
Higher level needs do not emerge as motivators until lower needs are
satisfied and a satisfied need no longer motivates behavior..
 Ø Physiological needs: Food, water, warmth, shelter, sleep, medicine
and education, etc. Once the physiological needs are met, the next level
becomes predominant.
 Ø Safety and security needs:These are the needs to be free of physical
danger and of the fear of losing a job, property, food or shelter. It also
includes protection against any emotional harm.
 Ø Social needs: Since people are social beings, they need to belong and
be accepted by others. People try to satisfy their need for affection,
acceptance and friendship.After the lower needs are well satisfied,
affiliation or acceptance will emerge as dominant and the person strives
for meaningful social relationship.

MASLOW’S HIERARCHY OF NEEDS
Self
Actualisation
Esteem
Belongingness
Safety and
Security
Physiological

 Ø Esteem needs : According to Maslow, once people begin to
satisfy their need to belong, they tend to want to be held in
esteem both by themselves and by others.This kind of need
produces such satisfaction as power, prestige status and self-
confidence. It includes both internal esteem factors like self-
respect, autonomy and achievements and external esteem
factors such as states, recognition and attention.
 Ø Need for self-actualization: Maslow regards this as the
highest need in his hierarchy. It is the drive to become what
one is capable of becoming, it includes growth, achieving one‟s
potential and self-fulfilment. It is to maximize one‟s potential and
to accomplish something.

Food
Air
Water
Clothing
Sex
Physiological Needs

Protection
Employment
Safety
Security
Family
HealthSafety Needs

Affection
Acceptance
Inclusion
SOCIAL NEEDS

Self-Respect
Self-Esteem
Respected by
Others
Esteem Needs

Achieve full
potential
Fulfillment
Self-Actualization

 ERG theory is similar to Maslow‟s hierarchy of needs.The existence (E)
needs are equivalent to physiological and safety needs; relatedness
(R) needs to belongingness, social and love needs.The growth (G)
needs to self-esteem and self actualization- personal achievement and
self-actualization.The major conclusions of this theory are:
 •In an individual, more than one need may be operative at the same time.
 •If a higher need goes unsatisfied than the desire to satisfy a lower need
intensifies.
 •When the higher level needs is frustrated; people will regress to the
satisfaction of the lower-level needs.This phenomenon is known as
frustration-regression process

 Herzberg felt that job satisfaction and dissatisfaction exists on dual
scales.Workers are motivated by two types of needs/factors-
 · Needs relating to the work itself called intrinsic/motivation factors
(satisfiers): challenging aspects of the work, achievement, added
responsibility, opportunities for growth and opportunities for
advancement
 · Needs relating to working conditions called extrinsic/hygiene factors
(dissatisfiers): salary, status, working conditions, quality of supervision,
job security and agency policies.
According to Herzberg, the hygiene factors must be maintained in quantity
and quality to prevent dissatisfaction. They become dissatisfiers when
not equitably administered, causing low performance and negative
attitudes.
 The motivation factors create opportunities for high satisfaction, high
motivation and high performance. Absence of motivation factors
causes a lack of job satisfaction.

 David McClelland has developed a theory on three types of
motivating needs:
 · Need for Power
 · Need for Affiliation
 · Need for Achievement
 People with high need for power are inclined towards influence
and control.They like to be at the center and are good orators.
They are demanding in nature, forceful in manners and ambitious
in life.They can be motivated to perform if they are given key
positions or power positions.
 In the second category are the people who are social in nature.
They try to affiliate themselves with individuals and groups.They
are driven by love and faith.They like to build a friendly
environment around themselves. Social recognition and affiliation
with others provides them motivation.

 People in the third category are driven by the
challenge of success and the fear of failure.Their need
for achievement is moderate and they set for
themselves moderately difficult tasks.They are
analytical in nature and take calculated risks. Such
people are motivated to perform when they see at
least some chances of success.
 McClelland observed that with the advancement in
hierarchy the need for power and achievement
increased rather than Affiliation. He also observed
that people who were at the top, later ceased to be
motivated by this drives.

 Douglas McGregor proposed two different motivational theories-
theory X and theoryY. He states that people inside the
organization can be managed in two ways.The first is basically
negative, which falls under the category X and the other is
positive, which falls under the categoryY.
 Assumptions of theory X:
 · Employees inherently do not like work and whenever possible,
will attempt to avoid it.
 · Because employees dislike work, they have to be forced, coerced
or threatened with punishment to achieve goals.
 · Employees avoid responsibilities and do not work until formal
directions are issued.
 · Most workers place a greater importance on security over all
other factors and display little ambition.

 Assumptions of theoryY:
 · Physical and mental effort at work is as natural as rest or play.
 · People do exercise self-control and self-direction and if they are
committed to those goals.
 · Average human beings are willing to take responsibility and exercise
imagination, ingenuity and creativity in solving the problems of the
organization.
 · That the way the things are organized, the average human beings
brainpower is only partly used.
 On analysis of the assumptions it can be detected that theory X assumes
that lower- order needs dominate individuals and theoryY assumes that
higher-order needs dominate individuals. In contrastTheoryY
organizations can be described as “participative”, where the aims of the
organization and of the individuals in it are integrated; individuals can
achieve their own goals best by directing their efforts towards the
success of the organization

 Process theories of motivation provide an opportunity to
understand thought processes that influence behaviour.The
major process theories are-Vroom‟s expectancy theory, goal-
setting theory and reinforcement theory.
1) Reinforcement theory
 B.F. Skinner‟s theory (1969) suggests that an employee‟s work
motivation is controlled by conditions in the external
environment, that is, by designing the environment properly,
individuals can be motivated. Instead of considering internal
factors like impressions, feelings, attitudes and other cognitive
behaviour, individuals are directed by what happens in the
environment external to them. Skinner states that work
environment should be made suitable to the individuals and
that punishments actually leads to frustration and de-
motivation.

 Hence, the only way to motivate is to keep on making positive changes
in the external environment of the organization.
 Positive behaviour should be reinforced or rewarded as this increase
the strength of a response or induces its repetition.
 Negative reinforcement occurs when desired behavior occurs to avoid
negative consequences of punishment. Punishment creates negative
attitude and can increase costs.

 This theory postulates that most behaviours are voluntarily
controlled by a person and are therefore motivated.
 It focuses on people‟s effort-performance expectancy, or a
person‟s belief that a chance exists for a certain effort to lead
to a particular level of performance.This theory states that
motivation depends on three variables-
 Attractiveness: the person sees the outcome as desirable.
 Performance-reward linkage: the person perceives that a desired
outcome will result from a certain degree of performance.
 Effort-performance: the person believes that a certain amount of
effort will lead to performance.

 English philosopher, Jeremy Bentham ideas developed his ideas in the
early years of the Industrial Revolution, around 1800.
 Bentham‟s view was that all people are self-interested and are
motivated by the desire to avoid pain and find pleasure.
 Any worker will work only if the reward is big enough, or the punishment
sufficiently unpleasant.
 With this view, the „carrot and stick’ approach was built into the
philosophies of the age.
 This metaphor relates to the use of rewards and penalties in order to
induce desired behaviour. It came from the old story that to make a
donkey move, one must put a carrot in front of him or dab him with a
stick from behind. Despite all the research on the theories of
motivation, reward and punishment are still considered strong
motivators.

 In almost all theories of motivation, the inducements of some kind of
„carrot‟ are recognized. Often this is money in the form of pay or bonuses.
 The „stick‟, in the form of fear–fear of loss of job, loss of income,
reduction of bonus, demotion, or some other penalty has been and
continues to be a strong motivator.
 Whether managers are first-level supervisors or chief executives, the
power of their position to give or with hold rewards or impose penalties
of various kinds gives them an ability to control, to a very great extent,
the economic and social well-being of their subordinates

 This theory is based on goals as determinants of behaviour.
 The theory states that when the goals to be achieved are set at a
higher standard than, employees are motivated to perform better and
put in maximum effort.
 The more specific the goals, the better the results produced.
 The goals must be achievable, and their difficulty level must be increased
only to the ceiling to which the person will commit.
 Goal clarity and accurate feedback increases security. It revolves around
the concept of “Self-efficacy” i.e. individual‟s belief that he or she is
capable of performing a hard task

7) Attitude theory
 Focuses on favourable attitudes of job satisfaction and job involvement
leading to high performance.

 Congratulations you guys have learned about
UNIT -4 ORGANIZATIONAL BEHAVIOR
AND HUMAN RELATIONS and spread the
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ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS

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