Unit 3

MPOB
- Virender Dahiya, PhD

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Unit 3 Syllabus
• Motivation: concept & theories (Maslow’s, Herzberg Two factor,
McGregor’s theory X & Y),
• Leadership: Concepts & styles.
• Controlling: Nature, Importance, significance & Process of control.
• Organizational Behavior: concept and Nature of Organisational
Behaviour, Importance, Challenges and Opportunities.
• Organizational culture: Meaning, importance and characteristics of
organization culture.

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Motivation

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Motivation- Syllabus
• Motivation: concept & theories (Maslow’s,
Herzberg Two factor, McGregor’s theory X
& Y)

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Motivation- concept
• Motivation refers to the process by
which a person’s efforts are
energized, directed, and sustained
toward attaining a goal.
• This definition has three key
elements: energy, direction, and
persistence.

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 Abraham Maslow’s hierarchy of needs theory
Maslow was a psychologist who proposed that within every person is a hierarchy
of five needs:
1. Physiological needs: Food, drink, shelter, sex, and other physical requirements
2. Safety needs: Security and protection from physical and emotional harm, as
well as assurance that physical needs will continue to be met
3. Social needs: Affection, belongingness, acceptance, and friendship
4. Esteem needs: Internal esteem factors such as self-respect, autonomy, and
achievement and external esteem factors such as status, recognition, and
attention
5. Self-actualization needs: Growth, achieving one’s potential, and self-
fulfillment; the drive to become what one is capable of becoming
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Abraham Maslow’s
hierarchy of needs
theory
• Maslow separated the five
needs into higher and lower
levels. Physiological and safety
needs were considered lower-
order needs; social, esteem, and
self-actualization needs were
considered higher-order needs.
• Lower-order needs are
predominantly satisfied
externally while higher-order
needs are satisfied internally.

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 McGregor’s Theory X
and Theory Y
• Two assumptions about human nature: Theory X and
Theory Y.
• Theory X is a negative view of people that assumes
workers have little ambition, dislike work, want to avoid
responsibility, and need to be closely controlled to work
effectively.
• Theory Y is a positive view that assumes employees
enjoy work, seek out and accept responsibility, and
exercise self-direction.
• McGregor believed that Theory Y assumptions should
guide management practice and proposed that
participation in decision making, responsible and
challenging jobs, and good group relations would
maximize employee motivation. Unfortunately, no
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evidence confirms that either set.
Herzberg’s two factor
Theory

Frederick Herzberg’s two-factor theory (also called

Herzberg wanted to know when people felt

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Herzberg’s two factor Theory

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Leadership:
Concepts & styles
• A leader is someone who can influence others and
who has managerial authority.
• Leadership is a process of leading a group and
influencing that group to achieve its goals.

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Trait theories of leadership
• Theories that isolate characteristics (traits) that differentiate leaders from non-leaders.
1 Drive
2 Desire to lead
3 Honesty and integrity
4. Self-confidence
5 Intelligence
6 Job-relevant knowledge
7 Extraversion

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Behavioral theories of leadership
• Theories that isolate behaviors that differentiate effective leaders from ineffective
leaders.
• Behaviors or styles: autocratic, democratic, and laissezfaire.
• An autocratic style is that of a leader who typically tends to centralize authority, dictate
work methods, make unilateral decisions, and limit employee participation.

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Leadership styles
• A leader with a democratic style tends to involve employees in decision making,
delegates authority, encourages participation in deciding work methods and goals, and
uses feedback as an opportunity to coach employees.
• The democratic style can be further classified in two ways: consultative and participative.
• A democratic-consultative leader seeks input and hears the concerns and issues of
employees but makes the final decision him- or herself. In this capacity, the democratic-
consultative leader is using the input as an information-seeking exercise.
• A democratic-participative leader often allows employees to have a say in what’s
decided. Here, decisions are made by the group, with the leader providing one input to
that group.

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Leadership styles
• Finally, the laissez-faire leader generally gives his or her employees complete freedom to
make decisions and to complete their work in whatever way they see fit. A laissez-faire
leader might simply provide necessary materials and answer questions

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 Controlling: Nature,
Importance, significance &
Process of control

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Nature and importance of control
• Control is the management function that involves monitoring activities to ensure that
they’re being accomplished as planned and correcting any significant deviations.
• As the final step in the management process, controlling provides the link back to
planning.
• If managers didn’t control, they’d have no way of knowing whether goals were being
met.

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Nature and importance of control
Control is important because
• it’s the only way to know whether goals are being met
• it provides information and feedback so managers feel comfortable empowering
employees
• it helps protect an organization and its assets.

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Steps in the control
process
• The three steps in the control process are measuring, comparing,
and taking action.
• Measuring involves deciding how to measure actual performance
and what to measure.
• Comparing involves looking at the variation between actual
performance and the standard (goal). Deviations outside an
acceptable range of variation need attention.
• Taking action can involve doing nothing, correcting the actual
performance, or revising the standards. Doing nothing is self-
explanatory. Correcting the actual performance can involve
different corrective actions, which can either be immediate or
basic. Standards can be revised by either raising or lowering them.

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Types of control
• Feedforward controls take place before a work
activity is done.
• Concurrent controls take place while a work
activity is being done.
• Feedback controls take place after a work activity is
done.

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• Financial controls that managers can use include
financial ratios (liquidity, leverage, activity, and
profitability) and budgets.
• information control managers can use is an MIS,
which provides managers with needed information
on a regular basis.
• Others include comprehensive and secure controls,
such as data encryption, system firewalls, data
backups, and so forth, that protect the
organization’s information.

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Contemporary issues in control
• Adjusting controls for cross-cultural differences may be needed primarily in the areas of
measuring and taking corrective actions.
• Workplace concerns include workplace privacy, employee theft, and workplace violence.
• For each of these, managers need to have policies in place to control inappropriate
actions and ensure that work is getting done efficiently and effectively.

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Organizational Behavior

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Concept
• It's concerned with the subject of behavior—that is, the actions of
people.
• Organizational behavior is concerned more specifically with the
actions of people at work.

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Focus of Organizational Behavior
• Focuses primarily on two major areas.
• First, OB looks at individual behavior. Based predominantly on contributions from
psychologists, this area includes such topics as
➢Attitudes
➢Personality
➢Perception
➢Learning
➢Motivation

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Focus of Organizational Behavior
• Second, OB is concerned with group behavior, which includes
➢Norms
➢Roles
➢Team building
➢Leadership
➢Conflict.
• Our knowledge about groups comes basically from the work of
sociologists and social psychologists.
• Unfortunately, the behavior of a group of employees can't be
understood by merely summing up the actions of the individuals
in the group because individuals in a group setting behave
differently from individuals acting alone.
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Goals of Organizational Behavior
• The goals of OB are to explain, predict, and influence
behavior.
• Why do managers need to be able to do these? Simply, in
order to manage their employees' behavior.
• We know that a manager's success depends on getting
things done through people. To do this, the manager needs
to be able to explain why employees engage in some
behaviors rather than others, predict how employees will
respond to various actions the manager might take, and
influence how employees behave.
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Organizational culture
• We know that every person has a unique personality. An individual's
personality is a set of relatively permanent and stable traits.
• Our personality influences the way we act and interact with others.
When we describe someone as warm, open, relaxed, or conservative,
we're describing personality traits.
• An organization, too, has a personality, which we call its culture.

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Organizational culture
• It's a system of shared meaning and beliefs held by organizational
members that determines, in large degree, how they act.
• It represents a common perception held by the organization's
members. Just as tribal cultures have rules and taboos that dictate
how members will act toward each other and outsiders, organizations
have cultures that govern how its members should behave.
• In every organization, there are systems or patterns of values,
symbols, rituals, myths, and practices that have evolved over time.
• These shared values determine to a large degree what employees see
and how they respond to their world.
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Organizational culture
• When confronted with problems or work issues, the organizational
culture—the "way we do things around here"—influences what employees
can do and how they conceptualize, define, analyze, and resolve issues.
• Definition of culture implies several things.
• First, culture is a perception. Individuals perceive the organizational culture
on the basis of what they see, hear, or experience within the organization.
• Second, even though individuals may have different backgrounds or work at
different organizational levels, they tend to describe the organization's culture
in similar terms. That is the shared aspect of culture.
• Finally, organizational culture is a descriptive term. It's concerned with how
members perceive the organization, not with whether they like it. It describes
rather than evaluates
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How Do Employees Learn the Culture?
• Employees “learn” an organization’s culture in a number of ways.
• The most common are stories, rituals, material symbols, and
language.

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Thank you

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