EDU5813 HUMAN RELATION IN EDUCATION

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EDU5813HUMAN RELATION IN EDUCATION
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• 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

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• 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.

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Organizational as Work-Settings

• A Organizational Strategy
• Organizations are collections of people working
  together to achieve a common purpose
• (Implication for your organization?)
• Lets Discuss

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• 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

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• 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.

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• Figure 1 Organization as open systems

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

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

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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
  ones work and work setting.

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A. The Management Process

• Figure 3The Management Process of Planning,
  Leading and Controlling

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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 ones relationship
  effectively
• EI is ability to understand and deals with
  emotions.
• EI is now considered as an important leadership
  competency.

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Conceptual Skills

• Is the ability to analyze and solve complex
  problems.

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Motivating, Satisfying and Leading Employees
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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)

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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.

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MOTIVATION IN THE WORKPLACE

• Motivation
• 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

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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

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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
3. People are self-centered 3. People can be selfless
4. 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
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• 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

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• 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.

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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

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• 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

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• 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

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MANAGERIAL STYLES AND LEADERSHIP

• 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

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• 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.

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• 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