1. EDU5813 HUMAN RELATION IN EDUCATION

2. INTRODUCTION
Organizational behavior is the study of human relation in organization.
To understand individual and group behavior, interpersonal process, organizational dynamics
With the goal of improving the performance of the organizations and the people in them

3. So learning about Organizational Behavior can help to:
-Develop a better work related understanding about yourself and others
-Have a knowledge platform that can expand your potential career success in dynamic and complex workplaces.

4. Organizational as Work-Settings
A: Organizational Strategy
Organizations are collections of people working together to achieve a common purpose
(Implication for your organization?)
Let’s Discuss

5. A strategy guides organizations to operate in ways that out perform competitors.
Sustainable high performance is achieved only when strategies are well implemented
and
It is in respect to implementation that understanding Organizational Behavior becomes especially important
People in the organization make things happens
People make the difference

6. So leaders and managers need to mobilize and activate human capital and talents to implement strategies.
B. Organizational environment
Organizations are dynamic open system
Open systems transform human and material resource inputs into finished goods and services
Stakeholders are people and groups with and interest in the performance of the organization.

7. Figure 1: Organization as open systems

8. Figure 2: Insights on organizational cultures
C. Organizational Culture
It is a shared set of beliefs and values within an organization.
Figure 2: Insights on organizational cultures

9. D. Diversity and Multicultural
Workforce diversity-individual differences
Multiculturalism- refers to pluralism and respect for diversity in the workplace

10. Organizational Behavior and Management
Managers - are responsible for supporting the work efforts of other people
Effective managers – is one who helps others achieve high levels of both performance and satisfaction.
Task Performance – is the quantity and quality of work produces
Job Satisfaction – is a positive feeling about one’s work and work setting.

11. A. The Management Process
Figure 3:The Management Process of Planning, Leading and Controlling

12. B. Managerial Skills and Competencies
Technical skills is an ability to perform specialized task
Human skills is the ability to work well with other people
Emotional intelligence (EI) is the ability to manage ourselves and one’s relationship effectively
EI is ability to understand and deals with emotions.
EI is now considered as an important leadership competency.

13. Conceptual Skills
Is the ability to analyze and solve complex problems.

14. Motivating, Satisfying and Leading Employees

15. PSYCHOLOGICAL CONTRACTS IN ORGANIZATION
Human Relation
Interactions between employers and employees and their attitudes toward one another.
Psychological Contract
Set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)

16. THE IMPORTANCE OF SATISFACTION AND MORALE
Job Satisfaction
Degree of enjoyment that people derive from performing their jobs.
Morale
Overall attitude that employees have toward their workplace.

17. MOTIVATION IN THE WORKPLACE
The set of forces that cause people to behave in certain ways
Classical theory
Theory holding that workers are motivated solely by money
Behavior Theory: The Hawthorn Studies
Tendency for productivity to increase when workers believe they are receiving special attention from management

18. CONTEMPORARY MOTIVATIONAL THEORIES
Theory X
Theory of motivation holding that people are naturally irresponsible and not cooperative.
Theory Y
Theory of motivation holding that people are naturally responsible, growth oriented, self-motivated, and interested in being productive

19. Theory X and Theory Y Theory X Theory Y People are lazy
People are energetic
2. People lack ambition and dislike responsibility
2. People are ambitious and seek responsibility
People are self-centered
3. People can be selfless
People resist change
4. People want to contribute to business growth and change
5. People are gullible and not very bright
5. People are intelligent

20. Hierarchy of human needs model
Theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs.
Two Factor Theory
Theory of motivation holding that job satisfaction depends on two types of factors, hygiene and motivation

21. Expectancy theory
Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.
Equity Theory
Theory of motivation holding that people evaluate their treatment by employers relative to the treatment of others.

22. STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE
1. Reinforcement
Theory that behavior can be encouraged or discouraged by means of rewards or punishments
Management by Objectives
Set of procedures involving both managers and subordinates in setting goals and evaluations progress

23. 3. Participative Management and Empowerment
Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
4. Job Enrichment and job Redesign
Job Enrichment
Method of increasing job satisfaction by adding one or more motivating factors to job activities
Job Redesign
Method of Increasing job satisfaction by designing a more satisfactory fit between workers and their jobs
Usually implemented in one of three ways;
Combining tasks
Forming natural work groups
Establishing client relationships

24. 5. Modified Work Schedule
Work-Share Programs
Method of increasing job satisfaction by allowing two or more people to share a single full-time job
Flextime Programs
Method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis
Telecommuting
Form of flextime that allows people to perform some or all of a job away from standard office setting

25. MANAGERIAL STYLES AND LEADERSHIP
Process of motivating others to work to meet specific objectives
 Managerial Style
Pattern of behavior that a manager exhibits in dealing with subordinates
Autocratic Style
Managerial style in which managers generally issue orders and expect them to be obeyed without question

26. Democratic Styles
Managerial style in which managers generally ask for input from subordinates but retain final decision-making power
Free-rein style
Managerial style in which managers typically serve as advisers to subordinates who are allowed to make decisions.

27. The Contingency Approach to Managerial Style
Approach to managerial style holding that the appropriate behavior in any situation in dependent (contingent) on the unique elements of that situation.
Motivation and Leadership in the Twenty- First Century
Changing Patterns of Motivation
Changing Patterns of Leadership