Organizational Behaviour

Transcription

1 Bachelor of Commerce Programme Organizational Behaviour Dr Jan P Bosman, Ph.D The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher education institution under the Higher Education Act, Registration No. 2004/ HE07/003

2 2014 The material within this document is the intellectual property of The Da Vinci Institute for Technology Management (Pty) Ltd and DMC Process Management (Pty) Ltd. Dissemination of this material to a third party or use of this material within your organisation, outside of the scope of this proposal, will constitute a violation of the intellectual property rights of The Da Vinci Institute for Technology Management (Pty) Ltd and DMC Process Management (Pty) Ltd.

3 THE DA VINCI INSTITUTE THE DA VINCI INSTITUTE BACHELOR OF COMMERCE NQF LEVEL 6 ORGANISATIONAL BEHAVIOUR MOTIVATIONAL CONCEPTS AND APPLICATION The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher education institution under the Higher Education Act, Registration No. 2004/HE07/003

4 DMC PROCESS DESIGN Table of Content Section Theme Topic Page I Introduction Organisational Behaviour : Setting the Scene 2 Individual Managing a Diverse Workplace 3 Attitudes and Job Satisfaction 4 Personality and Values 5 Emotions and Moods 6 Perception and Biases and the influence on Individual Decision Making 7 Motivation Concepts and Applications 8 Group Foundations of Group Behaviour and Understanding Work Teams 9 Communication, Conflict and Negotiation 10 Leadership, Power and Politics 11 Organisation Organisational Culture and Structure 12 Organisational Change and Stress Management 4 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

5 THE DA VINCI INSTITUTE Navigational icons Reading You will be provided with a series of national and international articles and literature to read that will help you broaden the subject at hand. All articles can be found in the Module Libraries. Research As you work through the module you will be required to do your own research. Self-Reflection Take Note A useful tip or essential element regarding the concept under discussion. Activity You will be given a number of activities to complete to prepare you for your postmodule assignment. These need to be submitted as they will count towards your final mark. Ratiocination Ratiocination is the logic reasoning that considers all alternatives and possible impacts that may result from a decision or a possibility. Group Work Post Module Assignment (PMA) Submission Date Learning Outcomes You will be required to do group work both in the class room and as syndicate study groups. Group Discussion My Notes Talking to others while you learn will often illuminate a topic for you. THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 5

6 DMC PROCESS DESIGN Creating opportunities to succeed To be what we are, and to become what we are capable of becoming, is the only end in life. I can t tell you how many times I have restarted this chapter. Motivation is a something we do quite often in our daily interaction with people. Whether it is at home, trying to encourage our children to do better at school, or whether at work, trying to move our employees to increase productivity and meet up with organisational goals and expectations. In this process of trying to bring it all together so that it will make sense on paper, I actually realised again how important the psychology of motivation is. Further re-affirming what has been said so many times before that we will not be able to really have great influence or impact on employees and to lead transformation if the process does not start with ourselves. Before a supervisor is able to influence the motivational levels of employees, the supervisor has to: not only understand the basic psychology of motivation, but also visit and revisit his/her own personal beliefs and attitude regarding the importance of his/her role as supervisor in ensuring a motivating environment, taking into account (responsibility) that his/her own attitude (remember, past experiences which influenced/shaped your attitude) will determine the level of influence he/she will have on motivational levels. You must also understand that we all have a past history which influences the way we do things. This contributes to the uniqueness (authenticity...) of each employee and therefore is confirmation that each one is motivated by different things. To be an effective motivator you need to understand each employee. Be CONNECTED! And let us not forget that you need to be motivated yourself! Remember, the modern supervisor models the way! Also remember: The mood of managers/supervisors has public consequences. In order to highlight and explain the above, please allow me to take us back to the beginning. Back to the psychology of motivation; trying to understand what really drives or moves people to excel. What really moves you? What motivates you to get up every morning and do whatever you need to do? 6 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

7 THE DA VINCI INSTITUTE What does this matter to you as supervisor? All people are born motivated and with a natural drive to succeed. We are also born with the intrinsic need to be recognised and empowered to succeed. Sustaining these natural high levels of motivation will be determined by how our real experiences will shape our perception and definitions given to success and the ability to achieve that which is needed to succeed. And also how the experience of success brings meaning to our lives. Meaning as defined by a feeling of having value and to make a difference. A fear driven by a basic need to succeed and to make a difference by adding value. Succeed in finding the answers to the questions: Why are we here and what is my purpose in life? Finding my purpose is a journey we all embark on the second we see first light. The success criteria to this Finding my purpose seems to be an answers questions around finding one s purpose in life... Indicators of motivational issues Here are a few indicators of employees who are motivated and those who are not: Motivated Have a positive attitude Meet work targets and more Are reliable in attendance Take pride in their work Produce good quality work Maintain good relation with colleagues Maintain good relationship with supervisor Demotivated High absenteeism Average or below work output Average or below quality standards Just going through the motions Theft Trying to beat the system Other: Other: THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 7

8 DMC PROCESS DESIGN Motivational theories Maslow s hierarchy of needs: Hertzberg s theory of satisfiers and dissatisfiers: Adams s equity theory: The importance of measuring motivation One reason why employees are generally operating at the unproductive bottom of the motivation curve (according to Hiam, 1999) is that we don t bother to measure motivation. Consider this: How many businesses keep track of/trace revenues? How many keep track of motivation? And yet we know that motivation drives revenues and profits, so it seems as if 8 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

9 THE DA VINCI INSTITUTE we are failing to track an absolutely vital measurement. To manage one s own, and the motivation of others, we need to measure motivation. Don t ask me why we traditionally fail to follow this obvious rule that you don t get results until you measure them when it comes to employee motivation. The closest most organisations come to measuring motivation is to do the occasional employee satisfaction survey. This is all well and good. And, in fact, satisfaction often reflects motivation levels along with a lot of other things. But satisfaction is not motivation. Because we know many people can be satisfied with doing nothing! So measuring job satisfaction does not tell us everything we need to know about motivation levels. The job motivational level inventory (JML) You will notice that you have two versions of the Job Motivational Level (JML) Inventory. version for managers version for employees First you can use the employee s version if you want to see how you are doing yourself. Remember you can t expect your reportees to be motivated if you are hitting lows. So, please take some time to fill out the JML (employee s version) for a self-assessment. You can use the same version to ask your team to complete in order to assess the team s motivational levels. When you do, I suggest that you ask them to complete it anonymously in order to get a more accurate reflection of their general motivation. Then calculate all the scores and averages of the seven categories. The categories the JML measures are as follows: Set Factor Explanation A Amount How much they work B Effort How hard they work C Focus How involved they are in work (difficult to distract; experiencing flow) D Enjoyment How much they enjoy doing their work E Intention Whether they plan to stay in their current job THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 9

10 DMC PROCESS DESIGN Set Factor Explanation F Overachievement Whether they plan to stay in their current job G Volunteering Whether they take on extra responsibilities Employee Version Copyright 1998 by Alexander Hiam & Associat A Human Interactions Assessment & Management Pr tes roduct Please rate you level of disagreement or agreement with each of the statements. Use the following scale: 1 Very strongly disagree 2 Strongly disagree 3 Disagree 4 Neither disagree nor agree 5 Agree 6 Strongly agree 7 Very strongly agree (For example, if you were asked to disagree or agree with the statement, "I am alive," you would probably circle 6 for strongly agree or 7 for very strongly agree.) Set A Statements I put lots of extra work in to my work I don t stop working until I'm satisfied I ve done everything I can in a day I don t take as much time off as I could I rarely miss a day of work. (Sum of Set A answers = ) Set B I work harder in this hob than U have in past jobs I work a lot harder than most people do I put a great deal of energy into my work I put a great deal of enthusiasm into my work I choose to work a lot harder than the average person does. 10 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

11 THE DA VINCI INSTITUTE (Sum of Set B answers = ) Set C When I m working, I don t like to be interrupted I rarely take breaks I concentrate very hard on my work When I m working, I often lose track of time When I m working, I tend to forget about everything else. (Sum of Set C answers = ) Set D For me, work is its own reward I really enjoy the work I'm done right now. (Sum of Set D answers = ) Set E I m happy with my current job I can t imagine doing anything else right now I m not looking for other hobs. (Sum of Set E answers = ) Set F I am performing at a very high level right now I am doing better work right now than I ve ever don t before I am performing better than I thought I was capable of I do exceptionally good work. (Sum of Set F answers = ) Set G THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 11

12 DMC PROCESS DESIGN I often do something extra to help out at work I often volunteer to take care of something that I see needs doing I like to put in that extra effort that makes the difference between mediocrity and excellence. I do whatever I have to in order to complete my work personal standards of excellence. I m not satisfied until the job is done to my own personal standards of excellence. (Sum of Set G answers = ) Interpretation Very low motivation Average Positive motivation Comments Measuring motivation allows you to see the things you want to manage. By using the JMLI we can see motivation levels by tracking the effort, focus, enjoyment, intention, overachievement, and volunteering. Hiam also stated that you can perform an informal eyeball measure of motivation based on the seven categories (sets). When someone seems to score reasonably high on all seven of them, you can make a well-informed judgement that they are highly motivated, and that you might need to consider adjusting targets to challenge them more. But if not, then your ability 12 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

13 THE DA VINCI INSTITUTE to see their motivational problems gives you an indication where to start focusing. Using your assessment you actually start working on each individual s perceived motivational level before addressing the task. Hiam actually stated that once you get the people right, the task will generally take care of itself! By using the questionnaires you actually get the opportunity to look at motivational levels on a larger scale; and this would be more reliable than the eyeball test. And how did it go? Areas you need to take note of The second version is meant to assess your people (team). As many as possible should fill out the employee version of the JML. You use the same scores as the one above and then you work on the average of their scores. After looking at the results and interpreting it, your notes... Once you measure motivation, you have to fix it Going back to Maxwell s levels of influence, the leader needs to be committed to create an environment where people are motivated because they feel that who they are and what they do makes a difference. Yes, it is true what I said: you can t motivate someone but you can create opportunities for people to succeed. THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 13

14 DMC PROCESS DESIGN Sure, it s a big project, but then again, you are only at the beginning of a very rewarding journey. And you ve already taken the most important step: you ve recognised and measured the problem. That puts you way ahead of 99% of managers. What s the next step? After measuring motivation, we are now able to acknowledge that we have a problem and that we need to spend time on it to improve motivational levels. The supervisor s responsibility is to make sure he/she understands and manages the environment for employees to be motivated in Enabling employees to succeed Dan Eckert In understanding the above I need to constantly ask myself: Which roadblocks do I have to remove that prevents success? What do I have to provide that will ensure success? Possible roadblocks No 1 Possible Roadblocks Breakdown in Communication Communication not clear Not listening Lack of feedback 2 Unengaged 3 Not understanding how Important their contributions are 4 Lack of clear vision 5 Lack of clear goals 6 Blaming culture and lack of taking responsibility 14 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

15 THE DA VINCI INSTITUTE No Possible Roadblocks 7 Others: Before I start addressing my employees level of motivation, I need to ask myself: Whose problem is it? The theme so far in this manual is always: Before I can influence any change in my section or department, I need to look at the mirror and ask myself what my contribution is in my people s seemingly negative attitudes, low motivation and lack of values. Though always more difficult, starting here is always more effective, because being authentic increases trust, credibility and inspires others to do the same. After all it s considerably easier to change yourself than changing everybody else! In trying to answer the above question, consider all angles. Example: Employees lack enthusiasm in participating in a new project. No Them Reasons Us Reasons? 1 Bad Attitude 2 No Motivated 3 Don t Care 4 Don t understands the Importance 5 Don t think we will implement their ideas Remembering the following as backdrop... No Understanding Comments 1 People create own reality... 2 People are in search of meaning... 3 Feel in control of own destiny 4 Natural instinct to succeed THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 15

16 DMC PROCESS DESIGN To get employees engaged they will use criteria such as... No Criteria Explanation Focus on... 1 Open Communication Do I have access to the Information I need? Please see next Table on Six Stages of concern. 2 Level of Security Am I safe from threats and Risks? Financial Fear of the unknown Erosion of power and influence Difficulty in breaking old Habits Inconvenience Past negative experiences with change Legitimate concerns about proposed change (LISTEN!!) 3 Management Commitment Are Managers committed to course of action? Commitment to decision and be consistent 4 Fairness Am I treated fairly? Lack the power to stick up for themselves (Create own realities...) 5 Respect Am I respected as an individual? Take them seriously Care about their needs, preferences and desires Help them on their road of selfawareness Reciprocal Natural urge to accomplish in 6 Development opportunities Can I achieve something meaningful? short term and long term Need to grow and develop Achievement and recognition Six stages of concerns in the change process 16 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

17 THE DA VINCI INSTITUTE No Criteria Explanation 1 Information What s going on? 2 Personal How will it affect me? 3 Management What do I need to do? 4 Consequences How will it affect our Organization? 5 Collaboration 6 Refocus / refinement What more cab i do to help implement change? What else can we change to get even more benefits? This means that the supervisor has to make sure that enough information about What s going on? is given to employees before informing them how it will affect them. Then make sure they understand how it will affect them before giving them information on what they need to do. Effective communication will depend on how clearly the employees understand the message/information at each level before moving on to the next level. Perception of risk / feeling unsafe? I want to tell you about a tool I found in Hiam (1999) to help you measure the level of threat which employees feel in the workplace. I think it might be of value to you in helping you to understand your team and the level of influence you might have on them. A question sometimes comes up: Are my people motivated or are they just driven by fear? And we can give different definitions to this feeling of fear. It is an assessment consisting of twenty questions that will take only a few minutes to do. It is designed to be photocopied and distributed to employees to find out what they feel. Researchers have used this to predict the amount of employees resistance to change in organisations, since the level of perceived threats to security is a good indicator of how much employees will resist. You can use the survey to find out whether employees have any basic buy-in (engagement) issues you need to address. Hand it out for anonymous completion by a big enough group of employees so that they won t think they may get in trouble for what they say on the assessment. That way you ll get THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 17

18 DMC PROCESS DESIGN more objective answers. And consider giving the same assessment to employees again after a few months and every six months thereafter. That way, you have an ongoing measure of their level of security or insecurity and can work on raising their average score over time. Please complete this as honestly as you can. Other employees are also doing this assessment. The results will be averaged. Please circle one: yes no I worry that I may make less money as a result of changes (a) yes no I worry that my job is at risk (b) yes no I worry that my job may change but I don t know exactly how.(c) yes no I m afraid there may be some negative impact on me from upcoming events. (d) yes no It s possible I will lose some of my power and authority. (e) yes yes yes no no no I m worried that my work method and habits will be forced to change because of what s going on around me. (f) I m currently being asked to do things that are highly inconvenient for me. (g) I m currently being asked to do things that are highly disruptive to my regular work. (h) yes no I have to work with new people who are difficult to handle. (I) yes no I have to work with new people who don t pull their won weight. (j) yes no I have to work with new people who are unhelpful and don t care about my problems or needs. (k) a - l No m - t Yes 18 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE

19 THE DA VINCI INSTITUTE Comments With these twenty questions you should get a pretty good indication of how well your organisation is doing on basic employee criteria. Ideally, you will receive a batch of no answers for the first twelve questions, the ones labelled (a) to (l). These measure different sources of threats often felt by employees. If you get some yes answers on questions (a) to (l), you ve uncovered some feeling of threat that will make people resistant to supporting current initiatives. Try to remove the threats or reassure and support those who must cope with the threats. You also want to see a batch of yes answers for the last eight questions, the ones labelled (m) to (t). These are straight forward tests of the fairness, opportunity, communication, commitment and respect criteria (the first twelve points address the security criteria since it s a more complex one to measure). If you get any no answers to questions (m) to (t), you ve uncovered possible problems you will want to explore. Look for the roots of these problems in the policies and procedures of you organisation or the interactions between supervisors and employees. This indicates that there is something in the Us column of your Us/Them table that needs attention. Factors influencing Motivation Your own Comments Communication Feedback Emotions (EI) Interpersonal Relationship/ Connection Task definition Goal Setting THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 19

20 DMC PROCESS DESIGN 20 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE