3a APerceptionsCommunicationsMotivationDecisions

You can just as well use the internet to source for ideas: keywords.
Our focus is on thinking about HRM issues.
Textbook: The Human Side of Organizations

Focus on Applications
Focuses on the why of people and their groups and studying what can be done to anticipate behaviors and to prevent or resolve conflicts among organizational members Focus is on action-oriented human relations skills for analyzing behavior in order to understand, anticipate, cope with, and improve behavior
Contingency Approach
There is no one best way --- no one right answer Management must realize management practices be tailored to the situation
Drafke: The Human Side of Organizations, 10th ed. 2008 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.
Chapter 2 Perceptions & Problem Solving

Our view of the world and our sense of reasoning affects our perception of reality. How might our view of reality impact our decision making and problem solving?
3 Drafke: The Human Side of Organizations, 10th ed. 2008 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.
SMS: Sending Mistyped Sentences
Darling, I have checked into hotel. Beautiful bed but I really wish you are her next to me. So gorgeous!
Chapter 2 Overview
Perception, Decisions & Problem Solving
Importance of Seeing: Whats Really There Fact versus Inference Determinants of Perception Pitfalls in Logical Thinking Problem Solving and Decision Making Perceptions in the Workplace
Seeing Whats Really There

Mental Set
Our attitudes about people and things
Perceptual Filters
Filter out what parts of our environment we interpret and what gets filtered out
We see with our eyes, but we perceive with our brains
Drafke: The Human Side of Organizations, 10th ed.
2008 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.
Ancient belief Heavenly Eye

Hubble Telescope
Third Eye
Perceptions Preset Judgments

Your mind is already made up and no one is going to change it Eg. TITANIC The UNSINKABLE ship
Perceptions
Making Judgments Without Facts
Finished Files Are The Result Of Years Of Scientific Study Combined With The Experience Of Many Years What happens if we only have 50% of the facts with organizational problems?
Facts Inferences - Opinions

Fact
What we all agree is true Consensus of society
Inference
What we all know or assume to be true
Opinions
What we have confidence in but no positive knowledge or proof to substantiate
Certainties & Probabilities

Even when you are 100 percent certain
Leave room for doubt
In the world of organizations

We dont have an endless amount of time to search for facts
We must somehow attempt to make certainties out of possibilities

Determinants of Perception Factors of Influence

Hereditary factors Environmental background & experience Peer pressure Projection Snap judgments Mental state
Your
Judgments
Will you ever suggest this as a product to KFC?
Kentucky Fried Cockroach from Singapore
Mental State
Attitudes
Descriptive thoughts based on knowledge & opinion
Beliefs
Thoughts based on emotion
Current Mental State

Your moods, feelings of stress, & pressure
Relationship Between Perceptions and our Decisions

Roadblock Fallacies
Fallacy of Composition
What is true for one is true for all
Fallacy of Division
What is true for the whole is true for each of its parts
Fallacy of False Cause post hoc, ergo propter hoc

When one event precedes another, the first event caused the second
Fallacy of Wishing it Were So

Substituting hope for logic in deciding what to do
Two-Valued Reasoning
Situations are either right or wrong, good or bad, with no possibilities in between
Can you draw what she looks like, whole body?
Problem Solving & Decision Making

How you perceive a situation affects whether or not you think it is a problem requiring a solution. Problem Solving
For situations where solutions need to be created For situations that vary significantly if problem is complex or solution requires more creativity
Decision Making
For situations where alternative solutions need to be identified For more routine problems and a logical approach to solutions
Nine-Step Decision Making System

The Logical Approach
Step 1 Problem Recognition Step 2 Problem Definition Step 3 Setting Objectives Step 4 Group Identification Step 5 Generation of Options Step 6 Evaluation of Options Step 7 Option Selection Step 8 Option Implementation Step 9 Decision Evaluation
Harvard Case Study

No theory, Case-based Learning
Logical, rational, clear
Implementation
Strategy
Choice
Rationalization
Analyze
Alternatives Identify Critical Factors
Muddy, complex
Central Problem
Time-line
1 Define the
Central Problem in a Case
2 Identify those
ke
y critic
,
al factors
3 An
alyze the alternatives
4Rationalizing choice of alternative
5 Crafting
implement
ation strategy
Logical, rational, clear
Implementation
Strategy
Choice
Rationalization
Analyze
Alternatives Identify Critical Factors
Muddy, complex
Central Problem
Time-line
Perceptions & Decision Making

One persons PROBLEM is another persons SATISFACTORY state of affairs The awareness a problem exists and that a decision needs to be made is a perceptual issue Every decision requires interpreting and evaluating information which data is relevant and which is not is a matter of perception
Perceptions & Job Interviews

First impressions are key You may have good applicants who are characterized more by the absence of unfavorable characteristics than the presence of favorable ones Perceptual factors influence who is hired and thus the quality of an organizations work force
The Art of Handshaking now, practice it
Perceptions & Workplace Performance Expectations

Self-fulfilling prophecy
The Pygmalion effect
Peoples expectations determine their behavior If a manager expects big things from his/her staff, the staff is not likely to let them down If a manager expects someone to perform poorly, they most likely will
Our expectations typically become reality
http://www.youtube.com/watch?v=liSSjmTlMc4
Chapter 3 Primary Communications The most important component of organizations
Chapter 3 Overview Primary Communications

The Nature of Communication Components of our Messages Communication Channels & Their Uses What are Words Really Like? Nonverbal Communication & Symbols Types of Communication Differences in Male & Female Communication
Communication
The exchange of thoughts, messages, or information by speech, signals, writing, or behavior between a sender or receiver.
Basic Communication Model

SENDER MESSAGE RECEIVER
CK BA ED FE
The Components of Our Messages

Message Component Nonverbal Tone Verbal Definition Gestures & Expressions Inflection & Pitch Actual Words Percentage of Total Message 55 % 38 % 7%
Relationship between China and India: Body Language
Communication Channels & Their Uses

Message Channels When to Use the Channel Face-to-Face Face-to-Group Phone Written Third-Party
Whenever possible, especially when feedback is needed. When the same message needs to be delivered to many people and input from many areas is needed. When parties are separated and the message can be adequately conveyed without nonverbal communication. When the message is easy to understand and needs to be disseminated to many people and when documentation is needed. Rarely, if ever. The sender cannot be sure of the message sent and cannot be sure of any feedback that is returned.
Factors Affecting the Meaning of Words

Words have many meanings. Words sometimes have regional meanings. Words develop new meanings. Word interpretation is affected by doublespeak. New words are continually derived. A difference in tone can change the meaning of words.
Nonverbal Symbols
Eyes Face and Head Gestures Touch Posture Territory Walking Status Symbols
Types of Communication
Many types of communication affect you as an organizational member.
Formal Informal Upward Downward Horizontal Filter Factor
Understanding them should enable you to put them to more effective use.
Male-Female Communication
Gender Communication Differences What we know
There are differences in communication styles between the genders. Men are not better than women at communicating and women are not better than men at communicating.
Their communication methods are just different.
Gender is only one of numerous ways communications are influenced.

Gender Communication Differences
Men
Live in a hierarchical world of problem solvers. Do not like to be told what to do. Do not like to be given advice or ask for help. Need to feel needed to be motivated. Give feedback only when things go wrong. Take comments literally. Tend to withdraw into themselves when stressed.
Gender Communication Differences
Women
Tend to have one close friend or confidant. Tend to share their feelings. Tend to relate similar experiences to show support and understanding. Tend to want empathynot solutions. Tend to soften what they say rather than give commands. Tend to give suggestionsnot directions. Tend to feel overwhelmed when stressed.
Sending Messages to Men
Ask them to do things, rather than ordering them. Challenge their declarations. Dont give them unsolicited advice. Dont use closed words.
Ask them what you really want to know. Give them the bottom line. Give praise when warranted. Leave them alone when stressed or solving problems.
Sending Messages to Women
Listen to them without comment. Soften orders and directions; give suggestions. Dont provide answers when none were sought. Show empathy.
Respect them. Give details with summaries. Look beyond their literal words to see what is really being said. Relate similar experiences.
UC Irvine researchers have found that men and women have very different brain designs.
http://boingboing.net/2005/01/21/difference-between-m.html
Gray matter represents information processing centers in the brain, and white matter represents the networking of or connections between these processing centers explain why men tend to excel in tasks requiring more local processing (like mathematics), while women tend to excel at integrating and assimilating information from distributed gray-matter regions in the brain, such as required for language facility
Chapter 10 Individuals & Self-Management

The Role of the Individual in Todays Organization
Chapter 10 Overview Individuals & Self-Management

Conformity in the Organization Individuals in the Workplace Is Conformity a Sell Out? Types of Conformity Right to Privacy Challenges in Disciplining Employees Challenges with Ones Self Challenges with Organizational Politics Self-Management Time Management
Individuals in the Workplace

The angry The attitude problem The distraught The entitled The gossip The legend The literal The never available The powerless
Types of Conformity
Legitimate
Gauged by how job related the standards of conformity are Routine activities necessary for the organization to function effectively
Nonlegitimate
Typically related to the personal values of an employee Off-the-job activities Standards of appearance
Legitimate or Nonlegitimate Conformity?

Smoking in the workplace Workplace dating and affairs Off-hour behaviors and activities Expense report writing Parent-Offspring working relationships Dress/Attire in the workplace Standards of appearance
Right to Privacy
To what extent does an individual in the organization have the right to privacy? The U.S. Constitution protests citizens from intrusion by the government, but it says nothing about employment situations.
Right to Privacy
Personality-Integrity Testing Lie Detector Tests Credit Checks Graphology-Handwriting Analysis HIV Testing Access to Personnel Records Workplace Monitoring Spies Search of Employee Offices, Desks, & Lockers
Disciplining Employees
Traditional discipline focused on punishmentpunitive actions Modern discipline focuses on constructive corrective actions
Progressive Discipline
The severity of disciplinary measures increase each time an employee is disciplined
Oral warning Written warning Disciplinary layoffs Discharge
Challenges in Disciplining Employees

Documentation is ABSOLUTELY necessary! Discipline conversations held privately Red-Hot Stove method
Ample warning Immediate Consistent Unemotional
Situational factors Morale issues with unfair rules and inconsistent application of the rules
Challenges With Ones Self

Admitting mistakes and errors
ARC Approach
Wants beyond capabilities The Peter Principle Fear of admitting errors
Challenges With Organizational Politics

The manner in which individuals obtain and hold onto power, which enables them to influence events and other people Influence strategies
Reason Assertiveness Coalition Negotiation Debt collection Sanctions Ingratiation Appeal to a higher authority
Self-Management
Allowing employees to devise their own solutions
Self-direction Goals Objectives Job redesign Self-control Self-monitoring Self-observation Self-assessment Documentation Self-rewarding
Time Management
Time is the one resource we all possess in an equal amount. How we spend that limited time can be the factor that separates the more successful from the less successful. It is not necessarily the activity that wastes time but the underlying reason for undertaking an activity.
Part Three
Inducing Organizational Activity
Chapter 11 Motivation and Morale
Desire Capacity - Opportunity
Chapter 11 Overview Motivation & Morale

Why Learn About Motivation? Needs and Motivation Motivation Model Maslows Hierarchy of Needs Herzbergs Motivation-Maintenance Model The Process of Motivation Behavior Modification Techniques Reinforcement Theory The Expectancy Theory The Equity Theory Hunters Intrinsic/Extrinsic Theory Money as a Motivator The Individual and Motivation Morale in Organizations
Why Learn About Motivation

To motivate others To understand how others try to motivate you To better participate in your own motivation
In the past it is just:
people
and work. Now it is bringing forth creativity in people, to bring out the winning product.
Like a film Director
Motivation is simple to lecture but difficult to apply
in specific contexts --- especially if culturally different
Motivate You to hang on --theres a future
CEO
Project Manager Senior Engineer Engineer
Needs and Motivation

Motivation
The various forces surrounding an individual that stimulates them to behave in a specific manner.
Needs
Something missing in an individuals life A lack of something required
Unmet needs create tension that motivates an individual to act

Motivation Model
Need Performance Effort Outcome Felt need creates tension Tension motivates individual into making efforts to reduce or eliminate the tension Performance is a blend of the individuals effort and results Rewards are the outcomes that result from achieving the motivated activity
Maslows Hierarchy of Needs

5 Levels
SelfActualization Esteem Needs Social and Belonging Needs Safety and Security Needs Physiological Needs
Maslows Other Needs

Need for Knowledge Need for Understanding Need for Aesthetics
Herzbergs Motivation-Maintenance Model

Two sets of factors influence the behavior of individuals in organizations
Hygiene-Maintenance Factors
Facets of the work environment that need to be present in order to make a job at least minimally acceptable
Motivator-Satisfier Factors
Facets of the work environment that actually give people a reason to grow in their work
Herzbergs Motivation-Maintenance Model

Hygiene Factors Quality of supervision Company rules and policies Interpersonal relations with management and coworkers Salary and some employee benefits Working conditions and job security Motivational Factors Achievement Recognition The job itself Growth and advancement possibilities Responsibility Feedback
The Process of Motivation

Process theories focus on relating content variables to an individuals actions
Reinforcement theory Expectancy theory Equity theory
Reinforcement Theory & Behavior Modification Techniques

Influencing behavior through the use of positive or negative reinforcement Four principal techniques
Positive reinforcement Escape or avoidance reinforcement Extinction repeated nonreinforcement Punishment reinforcement
Reinforcement Theory of Motivation:
Rat Experiment
Western Laboratory apparatus

Rat, wheel and meter, electrodes, box, feed.
Reinforcement experiment
Quiz: Maos Cat and Pepper. How to make the Cat lick Pepper? Or to get someone do work he does not like?
Theory of Behavior Modification

Dr FOOs Cat & Needle Reinforcement Theory
Meow
When you are reprimanding someone, be short, sharp and to the point
The Expectancy Theory

Asks two questions of everything used to motivate people
Does the individual WANT_____? Does the individual THINK he or she has a fair chance of obtaining _____?
Expectancy Theory of Motivation M = Value X Expectancy
The Equity Theory

Individuals are most comfortable when they feel what they are receiving from work is roughly equal to what everyone else is receiving from work Comparing the fairness of what our jobs require us to do (inputs) with what we receive in exchange for our efforts (outputs) Compare our inputs/outcomes ratio to the inputs/outcomes ratio of others
Hunters Intrinsic/Extrinsic Theory

Two types of motivation
Intrinsic Internal Extrinsic External
Level of concern Success Feedback Interest Feeling tone
Money as a Motivator
Does money motivate?
Can buy a short-term increase in performance Traditional Tangible Objective Alternatives are more subjective Symbolic
You The Individual - & Motivation

Apply the motivational theories to yourself Determine what best fulfills your needs Prepare to discuss with management Work together on your motivation
Morale in Organizations
Employee attitudes toward their employers organization in general or toward specific job factors Atmosphere created by the attitudes of the members of an organization How employees perceive their organization and its objectives in relation to themselves
Factors Impacting an Individuals Morale

Organization itself Activities on and off the job Nature of work Peers Management Role expectations Self-concepts Satisfaction of needs
Chapter 8 Understanding Management Working With And Through Others To Achieve Goals
Gently and gracefully, work with and through others
Chapter 8 Overview Understanding Management

The Role of Management Decision Making Management Principles Understanding Classical Management Understanding Behavioral Management Total Quality Management Coping With Management Good Management
The Role of Management

Resources Human Material Information Financial Functions Planning Organizing Directing Leading Controlling Activities Communicating Decision Making Representation Managerial Environment External Internal
RESOURCES
are fed into the
FUNCTIONS
which drive the
PERFORMANCE PRODUCTIVITY PROFITS

for the firm
Managerial Decision Making

Decision making spans the range of managerial functions and managers are expected to make decisions in as rational a manner as possible.
Managerial Decision Making

Types of Managerial Decisions
Rational Economic Political Risk-Based Temporal Conflict-Based Emotional Buck-Passing
Managerial Decision Making Coping With Decisions

Escapism Amnesia Anger
Management Principles
Division of Labor Separation Technical Competence Hierarchy Authority Unity of Command Unity of Direction
Understanding Classical Management

Industrial Revolution Command Systems Time & Motion Studies Classical Motivation
Understanding Behavioral Management

Hawthorne Studies Communication & Participation Concern for People Concern for the Whole Individual
The Management Continuum

Some managers strictly follow Classical Management Some managers strictly follow Behavioral Management Most managers prefer somewhere in between
The Workers Role

Where do workers fit in the organization? A fair days work for a fair days pay
Perform the job you were hired to do Cope with managers
Total Quality Management - TQM

An ongoing process Continuous improvement Focused on meeting the needs of customers Directs all of a companys energies on improving the quality of its activities
Supportive culture Benchmarks and standards Strategies and training Continuity
Coping With Management

Incompetent Managers Denial Playing it by the Numbers Buck passing Abdication Obfuscation Delaying tactics Escaping
Coping With Management

Malicious Managers Clueless Split-personality Grumps Hoarders Spineless Workaholics Players of mind games Perfectionists Intimidators
How to deal with Kia-su colleagues
Stratagem
Be gentleman,
Let others talk.

Be thinker,
Take notes
Be patient,
Talk if asked.
Be honest,
Butproblems
Be yielding,
Let kia-su win.

Be a hero-leader,
Project meeting in the office with the Chairman.
Take-over later.
Be a winner!
Good Management
Concern for job basics Concern for worker attitudes Environment of trust Concern for social interactions Value diversity Empowerment Provide recognition Clear communication Clear overview of the business
Management by Objectives: Dr FOOs Fox and the Grapes
Imagine basketball without the scores. Sports is evidence why MBO motivates.
You look out for another score by Jordans dunking: 1, 2, 3
Quantifiable Objectives
The process of MBO
MBO always relevant.
Why?
Objectives are motivating.
Steps:
Boss sets. You negotiate. Agreed targets. Periodic review. Actual vs Target. Timely strategies. Boss achieves, He rewards!
Standard
Too low
Standard
Just Right
Standard
Art of MBO.
Target must
motivate the
wolf rush in
for the grapes.

The wolf will not bother if the target is set too high.

3a APerceptionsCommunicationsMotivationDecisions

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You can just as well use the internet to source for ideas: keywords.

Our focus is on thinking about HRM issues.

Textbook: The Human Side of Organizations

Chapter 2 Perceptions & Problem Solving

SMS: Sending Mistyped Sentences

Seeing Whats Really There

We see with our eyes, but we perceive with our brains

Drafke: The Human Side of Organizations, 10th ed.

Ancient belief Heavenly Eye

Perceptions Preset Judgments

Drafke: The Human Side of Organizations, 10th ed.

Facts Inferences - Opinions

Certainties & Probabilities

In the world of organizations

We must somehow attempt to make certainties out of possibilities

Determinants of Perception Factors of Influence

Drafke: The Human Side of Organizations, 10th ed.

Will you ever suggest this as a product to KFC?

Kentucky Fried Cockroach from Singapore

Current Mental State

Drafke: The Human Side of Organizations, 10th ed.

Relationship Between Perceptions and our Decisions

Fallacy of False Cause post hoc, ergo propter hoc

Fallacy of Wishing it Were So

Drafke: The Human Side of Organizations, 10th ed.

Can you draw what she looks like, whole body?

Problem Solving & Decision Making

Nine-Step Decision Making System

Harvard Case Study

Logical, rational, clear

Central Problem in a Case

alyze the alternatives

4Rationalizing choice of alternative

Logical, rational, clear

Perceptions & Decision Making

Perceptions & Job Interviews

The Art of Handshaking now, practice it

Perceptions & Workplace Performance Expectations

Our expectations typically become reality

Drafke: The Human Side of Organizations, 10th ed.

Chapter 3 Primary Communications The most important component of organizations

Drafke: The Human Side of Organizations, 10th ed.

Chapter 3 Overview Primary Communications

Drafke: The Human Side of Organizations, 10th ed.

Basic Communication Model

Drafke: The Human Side of Organizations, 10th ed.

The Components of Our Messages

Drafke: The Human Side of Organizations, 10th ed.

Relationship between China and India: Body Language

Communication Channels & Their Uses

Factors Affecting the Meaning of Words

Gender is only one of numerous ways communications are influenced.

Drafke: The Human Side of Organizations, 10th ed.

Drafke: The Human Side of Organizations, 10th ed.

Chapter 10 Individuals & Self-Management

Drafke: The Human Side of Organizations, 10th ed.

Chapter 10 Overview Individuals & Self-Management

Individuals in the Workplace

Legitimate or Nonlegitimate Conformity?

Drafke: The Human Side of Organizations, 10th ed.

Drafke: The Human Side of Organizations, 10th ed.

Drafke: The Human Side of Organizations, 10th ed.