SCHOOL OF BUSINESS AND PUBLIC MANAGEMENT

DEPARTMENT OF MANAGEMENT

COURSE CODE: DBM 1308

COURSE TITLE: ORGANIZATIONAL BEHAVIOUR

Instructional Material for Distance Learning

COURSE OUTLINE

DBM 1308: ORGANIZATIONAL BEHAVIOUR

Purpose: Enable the learner understand the importance of business organizational behaviour in
achieving its goals and objectives
Expected learning outcomes of the course: By the end of the course the students should be
able to:-
 Define organizational behaviour and culture
 Explain quality organization leadership
 Explain motivation and theories of motivation
 Describe methods of organization communication
Course Content:
Introduction to basic concepts in organization behavior; Organization behaviour at individual
and group levels; Describing the organization as a whole and its components parts;
Interpersonal and group relationship; decision making process; Organization power and
politics; Group dynamics
Leadership and its role in achieving organization goals and objectives; Motivation and
theories of motivation; Organization communication process.
Course Outline
Week 1 Topic One: INTRODUCTION TO BASIC CONCEPTS
 Meaning of organizational behaviour
 Basic concepts in OB
 Organization and its environment
 Environmental factors affecting organization
 Organizational structures
Week 2 Topic Two: LEVELS OF ANALYSIS IN ORGANISATIONAL BEHAVIOUR
 Discipline of organizational behaviour
 Individual and group level analysis
 Organizational levels of analysis
Week 3 Topic Three: ORGANISATION DECISION MAKING
 Definition of organization making
 Decision making process
 Decision making models
Week 4 Topic Four: LEADERSHIP AND ROLE OF ORGANISATIONAL GOALS
 Definition of leadership
 Characteristics of leaders
 Types of leaders
 Approaches to leadership
  Leadership styles
 Factors influencing leadership styles
Week 5 & 6 topic Five: GROUP DYNAMICS AND GROUP RELATIONSHIPS
 Meaning of groups
 Characteristics of groups
 Classification of groups
 Key issues and behaviour
 Group cohesion
 Functions of groups
 Group development
 Team roles
 Interpersonal and intrapersonal
Week 7 topic six: MOTIVATION AND MOTIVATION THEORIES
 The concept of motivation
 Motivational theory
 Motivation strategies
Week 8 and 9 topic seven: ORGANIZATION COMMUNICATION PROCESS
 Meaning of communication
 Components of communication process
 Importance of communication
 Types of communication
 Barriers of communication
Week 10 topic eight: POWER AND POLITICS
 Definition of power and politics.
 Characteristics of power
 Types of power
 Sources of power
Course Assessment
Examination (week 11 & 12) 70%
Continuous Assessment Test (CATS) (week 5 & 8) 20%
Assignments 10%
Total 100%

Recommended Text Books

 Stephen R. Robbins Organization Beheviour
 Multins, Laurie (2002) Management and Organizational Behaviour Delhi S.
Chad & Company
Text Books for further Reading:
 Don Nelly James (1995) Fundamentals of Management Irwin

Other support materials: Various applicable manuals and journals; variety of

electronic information resources as prescribed by the lecturer
Table of Contents
Topic One: INTRODUCTION TO BASIC CONCEPTS................................................... 7
Introduction ......................................................................................................................... 7
THE ORGANIZATION AND ITS ENVIRONMENT ...................................................... 8
ORGANIZATION STRUCTURE ...................................................................................... 9
TOPIC TWO: THE INDIVIDUAL AND THE ORGANIZATION ............................ 16
Introduction ....................................................................................................................... 16
PERSONALITY ............................................................................................................... 16
PERCEPTION AND INDIVIDUAL DECISION -MAKING ......................................... 21
ATTITUDES AND JOB SATISFACTION ..................................................................... 22
TOPIC THREE: DECISION MAKING ....................................................................... 28
INTRODUCTION ............................................................................................................ 28
Types of Problem and Decision ........................................................................................ 28
THE DECISION MAKING PROCESS ........................................................................... 29
TOPIC FOUR: LEADERSHIP ..................................................................................... 32
INTRODUCTION ............................................................................................................ 32
Approaches to leadership .................................................................................................. 34
LEADERSHIP STYLE ..................................................................................................... 36
TOPIC FIVE: GROUP DYNAMICS AND GROUP RELATIONSHIPS ..................... 40
INTRODUCTION TO GROUPS ..................................................................................... 40
GROUP COHESIONS...................................................................................................... 43
GROUP DEVELOPMENT ............................................................................................. 44
PATTERNS OF GROUP INTERACTION AND COMMUNICATION ................... 44
GROUP IN THE ORGANIZATIONS ............................................................................. 46
GROUPS AND CONFLICT............................................................................................. 47
TOPIC SIX: MOTIVATION AND THEORIES OF MOTIVATION ............................ 49
INTRODUCTION ............................................................................................................ 49
Identifying individual motivational triggers................................................................ 53
Dual-Factor Theory – Frederick Herzberg ................................................................. 58
TOPIC SEVEN: ORGANIZATION COMMUNICATION PROCESS .......................... 62
INTRODUCTION ............................................................................................................ 62
The communication process ............................................................................................. 63
Types of Communication .................................................................................................. 65
BARRIERS TO COMMUNICATION ............................................................................. 67
TOPIC EIGHT: ORGANIZATION POWER AND POLITICS .................................... 71
INTRODUCTION ............................................................................................................ 71
BASES OF POWER ......................................................................................................... 72
POWER TACTICS ........................................................................................................... 73
POLITICS (Power in action) ............................................................................................ 75
IMPRESSION MANAGEMENT TECHNIQUES ........................................................... 76
SAMPLE EXAMINATION PAPER 1 ............................................................................. 78
SAMPLE EXAMINATION PAPER 2 ............................................................................. 80
Topic One: INTRODUCTION TO BASIC CONCEPTS

Objectives
By the end of this topic the learners should demonstrate an understanding of:-

i) Meaning of organizational behaviour

ii) Basic concepts in OB
iii) Organization and its environment
iv) Environmental factors affecting organization
v) Organizational structures

Introduction

 Organization
Organization comprise of two or more people engaged in a systematic and co-
ordinate effort , persistently over a period of time in pursuit of goals .

 Behaviour
Behaviour is defined as what people do which can be observed or measured.

 Organization Behaviour
What is organization Behaviour?
Organization behaviour is a field of study that investigates the impact that
individuals, groups and structure have on behaviour within organizations for the
purpose of applying such knowledge towards improving an organizations
effectiveness .

Why study organization behaviour/ importance?

The pace of change in organization is accelerating and transformation is occurring at
work place. Therefore its time for organization, to know how to combat change for the
prosperity of the organizations. The following are trends that are currently in most
organizations;
  Scope and Organization Disciplines
Organization behavior is an applied behavioral science that is built on contributions from
a number of behavioral disciplines;
i. Psychology
Psychology is the science that seeks to measure, explain and sometimes change the
behavior of human and other animals .
Organizational psychologist have contributed to the following working conditions;
learning , perception ,personality , emotions ,training, leadership effectiveness, needs
and motivational forces , job satisfaction ,decision making processes, performance
appraisals, attitude measurement , employee-selection techniques ,work design and job
stress.

ii. Social psychology

Social psychology blends concepts from both psychology and sociology , where it
focuses on peoples influence on one another .Social psychologist have made
significant contributions in the areas of measuring, understanding & changing
attitudes , communications patterns and building trust .They have also made
contributions to group behavior power and conflict.
iii. Sociology
Sociology studies people in relation to their social environment or culture .It has
contributed to research on organization culture , formal organizations theory &
structure, organizational technology, communications ,power and conflict.
iv. Anthropology
Anthropology is the study of societies to learn about human beings and their activities.
Anthropologist work on cultures and environment has enabled more understanding
in fundamental values, attitudes , behavioral between people in different countries
and within different organizations.

v. Economics
This studies the behavior of humans beings in the process of producing goods and
services and also in earning and consuming of income .It includes the following ; use
of resources ,scarcity , cost , decision making ,negotiation and organizational power .

THE ORGANIZATION AND ITS ENVIRONMENT

Organization does not exist in isolation but it is part of wider fabric of society in
general which constitute the environment within which they operate .
Environment is analyses using an acronym PEST as follows:

 Political
These are factors affecting the requirements placed on the organizations arising from
actions of national (and international ) governments and its agencies, including
legislation and general political dimension which issues and activities may assume.

 Economic
These are factors affecting financial functioning of the organization such as potential
for growth , market for organizations products ,or the views of money as it impacts on
reward system .

 Social
These are factors affecting the supply of labour such as demographic changes in
terms of age , profile of the working population , numbers of people in the Job
market and changing cultural norms of behavior and attitudes in society at large
which influences people’s expectations and behavior at work.

 Technology
These are factors affecting processes of production , such as changes in computer
technology and communication and the implications of new manufacturing
processes.

The environment

Social Factors Political factors

The organization

 People  Goods
Resources
 Processes  Services

Technological Factors  Functionin

g Economic Factors

ORGANIZATION STRUCTURE
This is the arrangement and inter-relationship of the components parts and
positions of organizations. Organization structure defines how tasks are formally
divided, grouped and coordinated. Organization structure is divided into two;

 Formal Structure
These comprises of allocation and organization of individual and group
responsibilities in pursuit of organizational goals .

 The Informal Structure

These comprises of patterns of social interaction within the organization which are
separate from those derived from the formal structure.
Key Elements to Consider When Designing Organization Structure

 Work specification
This is division of labour which describes the degree to which activities in
organization are subdivided into separate jobs .These increases productivity and
reduces boredom and promote employee satisfaction .

 Departmentalization
These is grouping jobs which involve common tasks or by functions performed
.These enhances smooth running and defines job description .

 Chain of command
These is unbroken line of authority that extends from the top of organization to the
lowest echelon and clarifies who reports to whom.

 Span of control
These is the number of subordinates of manager can efficiency and effectively
direct. The wider the span, the more efficient the organization.

 Centralization and decentralization

Centralization refers to the degree to which decision making is concentrated at a single
point in the organizations with little or no allocation to lower subordinates levels
.Decentralization refers to the systematic devolution of responsibility and authority
within structure of organization .These means certain levels or parts of
organizations are given responsibility or authority to discharge responsibility.

 Formalization: Formalization refers to the degree to which jobs

within organizations are standardized .The degree of formalization vary
widely between organizations and within organizations .If a job is highly
formalized , then the job incumbent has minimum amount of discretion over
what is to be done, when it is to be done , and how it is to be done .

Organizational Charts
Organization’s chart is a diagrammatic representation of the organization structure.
Organization charts vary in the level of detail displayed but they all invariably
display three elements of the organizations structure:
- The division of organizations into departments section ,unit e.t.c
- The major positions in each divisions
- The interrelationships between positions and division , including the
management reporting lines and channels of communication .
Illustration of Organization Chart

Marketing Director

Marketing Manager Sales Manager

Advertising Research Chief Chief

Supervisor Supervisor Clerk Representative

Public Marketing Order Area

Organizer Research Clerks Representative
Organizer

Research Tutor
Officers Clerks

Copy Graphic
Writer Artist
Types of Organizational Structures
1. The simple structure
These is characterized by what is not rather by when it is .It is not elaborate. The
simple structure is a flat organization .It tends to be associated with broad span of
control but in larger organizations broad span control The major advantage is that
there is provision , for more flexible work and greater devolution of authority and
autonomy .

Director
Departmental managers
Team leaders
Operatives

2. The Bureaucracy
These structure has highly routine operating task achieved through specialization,
very formularized rules and regulations .Tasks that are grouped into functional
development , centralized authority ,narrow Spans of control and decision making
that follows chain command

3. The team structure

Team structure breaks down departmental barriers and decentralizes decision making
to the level of work team. It requires employees to be generalist as well as specialist.
4. The virtual structure
This is where the organizations out sources major business functions. The virtual
structure is highly centralized with little or no departmentalization .

5. The bounder less structured organization

These organization seeks to eliminate the chain of command ,have limitless span of
control , and replace departments with empowered teams by removing vertical
boundaries ,management flattens the hierarchy status and rank are minimized .
6. The Matrix Structure
These structure creates dual lines of authority and members functional and product
departmentalization .

Managing Director

Matrix Director
Director Finance Director Production Director Personnel
Heads Marketing

Manager
Project A

Manager

Project B

Manager

Project C
Trends in Current Organizations
The following are trends that are currently in most organization.
i. Globalization
Globalization refers to economic , social and cultural connectivity with people in
other parts of the world. It’s an ongoing process which influences aspects of
organizations which some are advantageous and others are disadvantageous.
Globalization is applauded for increasing organizational efficiency and providing a
broader network to attract valuable knowledge and skills while it also presents
new challenges like; competitive pressures , market volatility , longer working hours
, heavier workloads and work - family conflict amongst others.

ii. Information Technology

The internet and other forms of information technology are changing daily e.g.

 It is connecting people around the planet and allowing small businesses in

developing countries to compete in global market place within organization.
 It has reshaped the dynamics of organization power and politics.
 It has created new standards for competitive advantage through knowledge
management.
 It has brought about telecommunication where employees work from home with
a computer connection to the office.
 It has also facilitated virtual teams which are cross- functional groups that
operate across space, time and organizational boundaries with members
who communicate mainly through information technologies.
iii. The changing workforce.
Dimension of workforce involves primary and secondary diversity. Primary dimension
involve; gender, ethnicity, age, race , sexual orientation , mental/physical qualities that
represent individual’s socialization and self identity .Secondary dimension involve
education, marital status, religion and work place. Diversity of this workforce presents
both challenges and opportunities in organizations. Opportunities like ;competitive
advantage , reverse of market share among others .Challenges involve racism,
stereotyping conflicts etc.
iv. Emerging Employment Relationships
The changing workforce, new information & communication technology and
globalization have fueled substantial changes in employment relationships. Employees
face increasing turbulence in their work/employment, where they perform a variety of
work activities rather than hold specific jobs and are expected to continuously
learn skills that will keep them employed .This brings implications on job design,
organizational loyalty and work stress.
v. Work Place Values And Ethnics
Values represent stable, long-lasting beliefs about what is important in a variety of
situation that guide decisions and action, while ethics is the study of moral principles
or values that determine whether actions are right or wrong and outcomes are good and
bad. Companies are learning to apply values in a global environment and they are
under pressure to abide by ethical values and higher standards of cooperate social
responsibility.
TOPIC TWO: THE INDIVIDUAL AND THE ORGANIZATION
Objectives
By the end of this topic the learners should demonstrate an understanding of:-
i) Personality
ii) Values
iii) Perception
iv) Attitudes and jobs satisfaction
v) learning

Introduction
People are the organization’s most valuable and expensive resource but they are
most difficult element of organization to manage.
Individuals are almost infinitely different, they act differently in different
circumstances and are in many ways , entirely unpredictable.
Organizations are interested in the way which people behave at work for them to
perform effectively in pursuit of the organizations goals.
It is important first to understand what makes people behave in the way rather do
by looking into the following determinants;

PERSONALITY
Personality is the sum total of ways in which an individual reacts to and interacts
with others .Personality describes the growth and development of a persons whole
psychological system.
“Personality is defined as the dynamic organizations within the individual of these
psycho-physical system that determine his unique adjustment to his environment “
by Gordon Allport.

Personality Determinants
1. Heredity
Heredity refer to those factors that were determined at conception e.g. physical
structure , facial attractiveness , gender , temperaments , muscles composition &
reflexes , energy level and biological rhythms are characteristics that are influenced
by biological parents either completely or substantially.
2. Environment
Environmental factors play a role in shaping personalities .They include; the norms
among family, friendship and social groups. These factors determine what individual
experience in life.

3. Situation
These influences the effects of heredity and environment on personality .An
individual personality while generally stable and consistent , does change in
different situation .
Different demands in different situations call forth different aspects of one’s
personality .

Personality Traits and Types

Those characteristics describes an individuals behavior .The more consistent the
characteristics, the more frequently it occurs in diverse situations ,the more
important, that trait is in describing the individual.
According to Myers -Briggs Type Indicator personality has been classified as
follows .

 Extraverted vs. introverted

Extraverted individuals are outgoing , sociable and assertive while introverts
are quit and shy.

 Sensing vs. Intuitive

Sensing types are practical and prefer routine and order focusing on details
while intuitive rely on unconscious processes and look at the “Big picture”.

 Thinking vs. feeling

Thinking type use reason and logic to handle problems while feeling types
rely on their personal values and emotions.

 Judging vs. perceiving

Judging types want to control and prefer world to be ordered and structured
while perceiving types are flexible and spontaneous.
Major Personality Attributes Influencing Organization Behaviour
1. Core self evaluation
These is the degree to which individuals like or dislike themselves whether they
see themselves as capable and effective and whether they feel they are in control
of their environment or powerless over it .an individual core self evaluation is
determined by:

 Self esteem :- which is to individuals degree of liking or disliking

themselves and the degree to which they feel worthy or unworthy as a person .
 Locus of control :- which is the degree to which people believe that
they are masters of their own fate.
 Internals:-Individuals who believe that they control what happens to them.
 Extends : -individuals who believe that what happens to them is
controlled by outside factors such as luck or chance.
2. Machiavellianism
Machiavellianism (Mach) is named after Niccolo Machiavelli who wrote on how to gain
and use power. Machiavellianism is the degree to which an individual is pragmatic,
maintains emotional distance and believes that ends in justifies means.

3. Narcissm
Narcissm is the tendency to be arrogant, have a grandiose sense of self importance,
require excessive admiration and have sense of entitlement. Narcissm’s are not effective
especially when dealing with people.

4. Self monitoring
Self monitoring refers to an individual ability to adjust his/ her behavior to external
or situational factors. Individual’s high in self monitoring show considerable
adaptability in adjusting their behavior to external situational factors.

5. Risk taking
People differ in their willingness to take chances. This propensity to assume or avoid
risk has been shown to have an impact on how long it takes managers to make a
decision and how much information they require before making their choice. High
risk taking managers are said to make more rapid decision compared to low risk
taking managers

6. Type A personality
A person with type A personality is aggressively involved in a chronic , incessant
struggle to achieve more and more in less and less time and if necessary against
the opposing efforts of other things or other people .Type A’s operate under
moderate to high levels of stress .They subject themselves to more or less
continuous time pressure ,creating for themselves a life of deadlines.
7. Proactive personality
These are people who identify opportunities , show initiative ,take caution and
persevere until meaningful change occurs .They create positive change in their
environment , regardless or even in spite of constraints or obstacles .
  VALUES
Values represent basic convictions that “ a specific mode of conduct or end state
of existence is personally or socially preferable to an opposite or converse mode of
conduct or end state of existence .
 Values contain a judgmental element in that they carry an individual idea as
to what is right, good or desirable.
 In organization behaviour values are important study because they lay
on foundation for the understanding of attitudes , perceptions and motivation

Sources of value systems

 The values people hold are essentially established in their early years
from parents , teachers , friends and relatives .However as one grows up ,he
gets exposed to other value systems and this alters some of his values.
 Values can be reactive ,tribalism , egocentric , conformity , manipulative
,socio centric , existential .
 PERCEPTION AND INDIVIDUAL DECISION -MAKING
Definition
Perception is a process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment .
Factors that influence perception

Factors in the perceiver

 Attitudes
 Motives
 Interest
 Experience
 Expectations

PERCEPTION

Factors in the target

 Novelty
Factors in the situation
 Motion
 Time  Sounds
 Work setting  Size
 Social setting  Background
 Proximity
 Similarity

 These factors can reside in the perceiver ,in the object or target
being perceived or in the context of the situation in which the perception is
made.
 When an individual looks at a target and attempts to interpret what
he/she sees that interpretation is heavily influenced by the personal
characteristic of the individual perceiver .Personal characteristic that affect
perception include; a person’s attitudes, personality motives , interests, past
experience and expectations.
 Characteristic of the target being observed can effect what is perceived
e.g. loud people are more likely to be noticed in a group than quite ones .
 The context in which objects are seen is important .The time at
which an object or event is seen can influence attention as locations ,light
, heat and any number of situational factors.
Reasons as to why people see things differently.
- Their physical senses vary e.g. color blindness , ,less than perfect
vision ,poor hearing , imperfect sense of smell .
- Healthy differences.
- Their general intelligence levels vary.
- Nature and effects of past experienced are different for individuals .
- Individual values and attitudes cause people to see things differently
- Personality differs and thus individuals tend to adopt particular stances
towards outside events.
- Individuals aspirations and goals also differ widely and these affect the
relative importance attached to outside events.
- Status also effect on perception.
- The situation or context in which perception take place can have a
major bearing on the behavior of the perceiver .
- The perceptual process can also be affected by the number of parties involved.

ATTITUDES AND JOB SATISFACTION

Attitude is defined as a persistence tendency to feel and believe in a particular way
towards some object .
Attitudes are complex cognitive process but can be characterized in three ways:
- They tend to persist unless something is done to change them
- Attitudes can fall anywhere along the continuum from very favorable to
very unfavorable.
- Attitudes are directed towards some object about which a person has
feelings and beliefs.

Dimensions for attitude

a. Basic components
Attitudes can be broken into basic components
- Emotional
Emotional component is the person’s feelings about an object i.e. Positive, negative or
neutral.

 Expressions of emotions, either positive like a customer representative.

 Negative, like a bill collector or a police officer.
 Neutral, Like an academic administration or public.
 Servant is all important to work behavior.

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- Informational
These consists of the beliefs and information the individual has about the object
- Behavioral
These consist of a person tendencies to believe in a particular way towards an
object

b. Attitude formation
- Past experience
People come to believe or not to believe things on the basis of what they have seen
happen or experienced in the past. Example;If everyone who has held job A has
been promoted within six months , current job A holders are likely to believe that
they also will be promoted within six months.

- Available information
If employees hears from personnel department that job A holders are going to be
promoted rapidly ,this will influence without they believe.

- Generalization
This comes from similar events or situations Examples ;if no one has held closely
related job B has never been promoted ,this may lead job A holders to believe that
they will not be promoted either .
The important thing about attitude formation is that it is learned. Employees learn attitude
from experiences, co-workers, group membership, family and friends.

Functions of Attitude
1. The adjustment function
Helps people adjust to their work environment .When the employees in an
organization are well treated by the boss, they will develop a positive attitude
toward supervision and the organization .When the boss treats the employees
negatively , the opposite is the true.

2. The ego-defensive function

Attitudes help employees to defend their self images .Examples, an older manger
whose decision are continually challenged by a younger sub-ordinate manager may
feel that he is brash ,cocky, immature and inexperienced, though the manager may be
ineffective and poor in his strategies.

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 3. The value expressive
Attitudes provide people with a basis for expressing their values. Example .A manager
who believes strongly in the work ethics will tend to voice attitudes toward
specific individuals or work practices as a means of reflecting this value.
4. Knowledge value
Attitude help supply standards and names of reference that allow people to organize
and explain the world around them e.g. a union organizer may have a negative
attitude toward management.

Changing Attitudes
Employees attitudes can be changed and sometimes, it is in the best interest of
management to try to do so.
Attitude change is sometimes difficult to accomplish because of certain barriers
.After the barriers are examined , ways of overcoming them and effectively
changing attitudes will be examined .
The barriers can be overcome by providing new information ,use of fear and
through dissolving discrepancies ,use of influence of friends or peers and the co-
opting approach.

 JOB SATISFACTION
Job satisfaction is a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience .It is a result of employees perception of
how well their job provides those things which are reviewed as important .

Dimensions of job satisfaction

 Job satisfaction is an emotional response to a job satisfaction.

 Job satisfaction is often determined by how well outcomes meet or exceed
expectations.
 Job satisfaction represents several related attitude namely; work itself , pay
,promotion opportunity , supervision and co-workers.

Source and Consequences of Job Satisfaction

1. Pay
Wages are a significant factor in job satisfaction .Money not only helps people to
attain their basic needs, but it is instrumental in providing upper level need
satisfaction
2. Work itself
The content of the work itself is another major source of satisfaction .Work should
be challenging not boring and a job that provides status.
3. Promotions

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 Promotional opportunities seem to have a varying effect on job satisfaction .This is
because promotions take a number of different forms and have a variety of
accompanying rewards .

4. Supervision
Supervision is another moderately important source of job satisfaction .A
participative climate created by the supervision has a more substantial effect on
workers satisfaction than it does in participation a specific decision .

5. Work group
The nature of work groups will have an effect on job satisfaction. Friendly co-operative
co-workers are a modest source of job satisfaction to individual employees.
6. Working conditions
Working conditions are another factor that have a modest effect on job satisfaction
e.g. clean and attractive surroundings for instance will enable the personnel to find
its easier to carry out their jobs.

 LEARNING
Learning is a process in which experience brings about permanent changes in behaviour
or attitudes .The study of learning has had to concentrate on observable changes.
Learning is a process by which human beings becomes aware of themselves and their
environment and the need to adopt the one to the other in order to survive, grow and
prosper .
Learning is a process by which people acquire knowledge , understanding skills and
values and apply them to solve problems throughout their daily life.

Results of learning
- Learning usually implies change.
- Learning implies relatively permanent change.
- Learning usually manifests itself through behavior.
- Learning involves some stimulus or experience.
- Learning is influenced by personal characteristics.
- Learning is influenced by others (teacher’s roles model)
- Learning requires feedback.
- Learning is aided by success.
- People can also learn their mistakes or failures.

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Factors affecting learning
Human learning is a complex process involving numerous internal and external factors
.

Internal Factors
- Health
- Intellectual capacity
- Motivation
- Special aptitudes
- Temperament
- Personal values
- Past experiences

External factors
- Ability of teacher’s role
- Learning consent
- Teaching methods
- Feedback of results
- Learning Aids
- Learning context

Theories of learning
1. Classical conditioning
Classical conditioning grew out of experiments to teach dogs to salivates in response
to the ringing of a bell , conducted in the early 1900’s by Ivan Pavlov .A simple
surgical procedure allowed Pavlov to measure accurately the amount of saliva secreted
by a dog .When Pavlov presented the dog with a piece of meat ,the dog exhibited a
noticeable increase in salivation .When Pavlov withheld the presentation of meat and
merely rang a bell , the dog did not salivate

Then Pavlov proceeded to link the meat and the ringing of the bell .Then Pavlov
withheld the presentation of meat and merely rang a bell , the dog did not salivate.
Then he proceeded to link the meat and the ringing of bell. After repeatedly hearing the
bell before getting the food ,the dog began to salivate as soon as the bell rang. After a
while the dog would salivate merely at the sound of the bell, even if no food was
offered .The meat was an unconditioned stimulus that caused the dog to react in a
specific way .The bell was an artificial stimulus. Learning a conditioned response
involves building up an association between a conditioned stimulus and an
unconditioned stimulus .Classical conditioning is passive, meaning if something happens
one reacts in a specific way

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Revision questions
i. What are the factors that determine personality?
ii. What is the major Personality Attributes Influencing Organization Behaviour
iii. Why do people see things differently?
iv. Describe the factors that affect learning

Reference

W.Graham Astrley and Paramjit S.Sachdeva, Structural Sources of Intraorganizational

Power: A theoretical Synthesis Academy of management review January 1984 p.104
Stephen P.Robbinson 2007, Organization Behaviour, 12th edition
Stephen L.Mc Shone and Mary Ann Von Glinow, Organization Behavior, 3rd edition
Robert. A. Baron and Jerald Greenberg 1989, Behaviour Organizations Third Edition

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TOPIC THREE: DECISION MAKING
Objectives
By end of this topic the learner should be able to:
i. Make a decision given a problem
ii. Describe the various types of problems
iii. Describe the various tools of decision making

INTRODUCTION
People at all levels of the enterprise must constantly make decision and solve problems.
Decision making and problem solving are important parts of a manager job. Decision may be
of nature:

 How profit should be invested

 Which employee should be assigned a particular task
Whether the problem is larger or small, it is usually the manager who has to confront it , and
decide what to take.

Types of Problem and Decision

Managers will make different types of decision under different circumstance and the
information available when making a decision will vary.

 Programmed
Programmed decision are those that are made in accordance with some habit , rule or
procedure .
Every organization has written or unwritten policies that simplify decision making in
recurring situation . Programmed decisions are used for dealing with complex as well as with
uncomplicated issues.

If a problem recurs and if its component elements can be defined, predicted and analyzed,
then it may be a candidate for programmed decision making. Programmed decision limits the
decision maker’s freedom because the organization rather than the individuals decide what to
do.

However, the policies, rules and procedure of which we make decision makers of the time
needed to work out new solution to every problem, then allow the decision maker to devote
attention to other important activities.

 Non- programmed decision are those that deal with unusual or unique
problem ; problems which have not come up often enough to be covered by a\a

28
 policy or it is so important that it deserves special treatment , it must be handled
by a non –programmed decision e.g. decisions on:
- Allocation of resources
- Society relation
- Falling product lines
Most management training programs try to improve a manager ability to make non-
programmed decision – usually by trying to teach them to make decision reasonably.

 TOOLS FOR DECISION MAKING

The following is a summary of decision and the traditional and modern tools used.

Types of decision Traditional tools

Modern tools
Programmed ( Routine Habit Operational research
respective decision) Clerical routine Mathematic analysis
Standard operating Computer , electronic
Procedure Data processing
Non- programmed one- shot Judgment , credibility, Heuristic problem solving.
rare special decision Institutional rule of thumb Constructing heuristic computer
Selection and training of programmes ( knowledge base
executive intelligence “Expert”)_

THE DECISION MAKING PROCESS

It involves six basic steps

Step1: define the problem as an idea to be acted upon

This step involves an accurate assessment of the problem so that management does not treat
mere symptoms. This step should result in a statement of the desired results

Step 2: Develop alternative solution

Alternative are the possible course of action, only one of which may ultimately be chosen is
need to have as many alternative as possible

Step 3: Gather information pertinent to alternative

29
Once alternative have been identified the next step in decision making is to collect
information. The main information for decision making are existing rules , procedure
available facts , research , feasibility studies , simulation , opinion of advisers , experience ,
public and forecast

Step 4: consider constraints and evaluate problems

At this step the manger eliminates some alternative because of constraints. Constraints may
be either from external e.g. custom organization charters , limited money and personnel ,
organization policies , procedure , rules , higher level managers , laws and political
consideration , the public competitors actions, labour unions , the education of potential
employees , society and economy . The most common method of evaluation include: risk
analysis, cost benefit analysis decision trees

Step 5: Alternative Selection

This step involves selection of alternative from those that have been proposed and not
eliminated.
It is the most difficult and managers should take into account the effects of the decision.

Step: 6 follow –up

Involves implementation of the decision reached in step 5 above. It requires that the
appropriate action be carried out. It may involve appropriating funds, assigning personnel,
hiring new personnel, erring for work space, or purchase of equipment real estate supplies or
inventory

Revision Questions
i. Bring out and briefly describe the various tools of decision making used in
organizations
ii. How will you go about making a management decision using the rational decision
making process?
iii. Distinguish between programmed and none programmed decisions.
iv. Citing suitable illustrations describe the routine and unique decisions

Reference

30
W.Graham Astrley and Paramjit S.Sachdeva, Structural Sources of Intraorganizational
Power: A theoretical Synthesis Academy of management review January 1984 p.104
Stephen P.Robbinson 2007, Organization Behaviour, 12th edition
Stephen L.Mc Shone and Mary Ann Von Glinow, Organization Behavior, 3rd edition
Robert. A. Baron and Jerald GreenBerg 1989, Behaviour Organizations Third Edition

31
TOPIC FOUR: LEADERSHIP
Objectives
By the end of this course unit the learner should be able to:
i. Define leadership
ii. Explain the differences between management and leadership
iii. Describe the various theories of leadership
iv. Describe the various styles of leadership

INTRODUCTION
Definitions
Several definition of leadership has been given by different management writers.
Van fleet describes, “ Leadership as an influence process directed at shaping the
behaviour of other ( Leadership is shaping the behaviour of others through influence)”
David Schwartz describes, “Leadership as the art of inspiring subordinates to perform their
duties willingly”.
In competency and enthusiasm, a leader becomes one who by example and talent plays a
directing role and command influence over others.
In simple terms leadership could be describe as getting to follow or getting others to do things
willingly.
In management leadership could be seen as the use of authority in decision making.
Leadership could be exercised as an attitude of position or because of personal knowledge
and wisdom, or as a function of personality. So leadership could be looked at from many
perspective but what is clear is that it is a relationship through which one person influence
the behaviour of others. If for example your friend convinces you to try a new product in the
market, he is leading.

Leadership versus management

The question of whether leadership is synonymous with management has long been
debated. While they are similar in some ways and different in more ways.
People can be leaders without being manager, manager without being in leadership or both
leaders and managers.
- A manager usually direct others because of formal authority and power
- A manager is by essence required to perform the four function of planning ,
organizing , directing and controlling .
- Leadership is a little of management but not all of it .It involves ability to influence
others to seek and set goals willingly.
- Leadership binds together and motivates it towards agreed goals.

32
 - A leader needs only to influence his followers or their behaviour in whatever
direction he chooses.

Unlike the manager a leaders does not rely on any formal authority , because while a
manager can force people to comply by using formal authority a leaders has to such
power.
However, people can be both and effective leadership does increase person’s managerial
capabilities.

Needs for leadership

Effective leadership gives direction to the efforts of workers;
- Leadership guides organization efforts towards achievement of organization
goals.
- It has been said that without leadership an organization is a muddle of men and
machine.
- Leadership is the ability to persuade others to seek defined goals enthusiastically
, and it is the leader who triggers the power of motivation in people and
guideline them toward goals.
- Leadership transforms potential into reality
- Leadership is indispensable if an organization is too successful.
- Workers needs to know how they can contribute to organization goals

Power and Leadership

The foundation of leadership is power. Leadership have power over their followers and
they wield this power to exert their influence . There are five basic types of power that can
be used by leaders.
 Legitimate power
This is based on the perception that the leaders have the right to exercise influence
because of his position and roles. It is power created and convened by the
organization.
 Reward power
The power to grant and withhold various types of reward. These rewards may include
pay increase, promotion, praise, recognition etc. The greater and more important the
reward, the more power a leader has.

33
  Coercive Power
The power to force compliance through psychological emotional or physical threat. In
industrial organization coercion may be through oral, fines, demotion. In military
organization coercion could actually be physical.

 Expert Power
Power based on knowledge and expertise. The more knowledge one has and the fewer
the people who are aware of it, the more power he has.

 Referent Power
Power based on subordinate , identification with the leaders , it usually distinguishes
leaders from non- leaders . The leaders exerts influence because of chairman and
reputation . The followers wish to be like the leader or to associate with him.
Note: Most leaders use several different types of power at the same time. However,
regardless of the manager’s skills power always has its limit. Generally people can only be
influence up to a point and willingness to follow usually is limited . Few leaders can
maintain a long term support for their ideas and programs. Employees usually react
attempts to influence them either by showing commitment, compliance or resistance.

Approaches to leadership
There are three basic approaches to studying and describing leadership: trait, behaviours and
contingency approaches.

 Leadership traits
Assumes that great leaders posses a set of stable and enduring traits or characteristic
that set them apart from followers .Adherents of this theory attempted to identity these
traits so that they could be used be used as a common traits such as intelligence, height
, self confidence and attractiveness. However , traits proved to be ineffective bases for
selection of leaders because the known good leaders had such diverse traits that it was
impossible to draw a list of common traits.

 Contingency approaches
Contingency approaches to leadership suggested that situational factors must be considered.
One kind of behavior may work in one setting but not in other. The goals of contingency
approaches is to identity the situational variable that managers needs to considers in
assessing how different forms of leadership will be received . There are three popular
contingency theories of leadership ; the path goal model and the participation model.

34
 i. The LPC Model
Called the least preferred co- worker this model wars developed by Fred E FLELDER
According to him leaders become leaders not only because of their personality but also
because of the various situation that effect a leader’s style., These were:
- Position Power is the degree to which a position enables a leaders to get enough
members to comply with his direction.
- Task structure is the degree which task are spelled out clearly and people held
responsible i.e. how much each person knows his roles
- Leaders members retaliation – the extent which group members like, and trust
and leaders and are willing to follow him. From these situation fielders identified
two types of leadership style.
 Task –oriented whereby a leaders gains satisfaction from seeing task
performed
 People – oriented where the leaders aims at achieving good interpersonal
relation . Fielders concluded that” leadership performance” depends both on
the organization and the situation.
One cannot speak of infective leaders but only of leaders but only of leaders who tend
to be effective in one situation and ineffective in other situation and ineffective in
another situation . effective leadership requires both training and a conducive
organization climate . The LPC model sees appropriate leadership behaviours as a function
of the favorableness of the situation by the three situations.

ii. Path – Goals Model

The path- goal model is another approach to situation leadership which suggest that
purpose of leadership organization is to clarify for subordinates the paths to desired
goals. According to this model subordinate characteristics include such things as
nature of work , extent to which jobs are structured and the authority system within
system within the organization . The model is general and suggests that leaders need to
use a lot of common sense. It also assumes that a leader’s style is flexible and that he can
change his style as needed.
iii. The Participation Model
Involves a much narrower segment of leadership that other two models. it addresses the
question of how much subordinates should be allowed to participate in decision making .
The model includes five different degrees of participation.

 Al- the manager makes the decision alone with no input from subordinates (A-
autocratic)
 All- The manager asks subordinates for information that she or he needs to make
the decision but makes the decision alone
 cl- The manager shares the situation with selected subordinate and ask for
information and advise the manager still makes the decision but keeps subordinates
actively involved (C= consultative)

35
  cll- The managers meets with subordinate as a group to discuss the situation ,
information is freely shared although the manager sell makes the decision.
 Gll – The Manager and subordinates meets as a group and freely share information
and the entire group makes the decision (G- Group)

This model suggest that manager need to consider several factors in choosing the degree of
participation in decision making

- Is there quality required

- Do I have enough information to make a high quality decision
- Is the problem structured
- Is acceptance by subordinates critical to implantation
- Do subordinate share the organization goals to be achieved by making this decision?
- Is conflict among subordinates likely in the preferred solution

LEADERSHIP STYLE
The method or style of leadership a manager chooses to use greatly influence his
effectiveness as a leader. An appropriate style coupled with a proper external motivation
techniques can lead to the achievement of both individually and organization goals. If the
style is appropriate goals could suffer and workers may feel resentful, aggressive ,
insecure and dissatisfied.

There re three main styles of leadership

 Authoritative
All authority and decision making is centered in the leader. He makes all decision ,
exercises total control by use of reward and punishment .An autocratic leaders require
conformity from his subordinate and always consider his decision to be superior to those
of his subordinate. One advantage o9f autocratic leadership that is that it allow faster
decision making but it can easily cause workers to experience dissatisfaction ,m
dependence on the leader or passiveness toward organization goals.

 Democratic or participation
This style of leadership seeks to obtain cooperation of workers in achieving organization
goals by allowing them to participate in decision making.
It does not relieve the leader of his decision making responsibility or of v his power over
subordinate , but it require that he recognize subordinate as capable of contributing
positively to decision making
Participative decision making can lead to improved manager- workers relation, higher
morale and job satisfaction, decrease dependence on the better acceptance of decision
making group think: time consuming and dilute decision due to compromising.

36
  Laissez faire style (free reign)
This style does not depend on the leader to provide external motivation but, the workers
motivate themselves based on their needs, wants and desire. They are given goals and left on
their own to achieve them. The leaders assume their goals of the role of a group member.
This approaches increase of independence and expression and force him to expression and
force him to function as a member of a group. The main disadvantage is that, without a strong
ladder the group could lack direction or control which may result into frustration in the
worker. For laissez faire to work the subordinate must be competent reliable and well versed
with the goal of the organization

 CONTINUUM OF LEADERSHIP
In reality there is not only three leadership style but styles could be many ranging from
high boss centered style to highly employee centered leadership . According to
Tannenbaum and Schmidt “the leader has flexibility in opting for the most appropriate style”.
The choice of the style depends on three factors:
 Forces in the leaders which include his value system , confidence in own leadership
inclination , feeling of insecurity and uncertainty , and confidence in this
subordinates .
 Forces in subordinate each employee has different needs, wants, desire, experience,
training ability, skills etc. It is therefore beneficial for the manager to understand the
forces of workers within his employees. A manager could be instance allow
participation in decision making if employees are competent. Well trained, ready to
assume responsibility , have high needs for independence ,m understand and
identify with the goals of the goals of the organization and necessary knowledge .
If these are absent then the leader may be forced to lead autocratically.

 Forces in the situation

Include environmental pressure such as types of organization, effectiveness of
workers group, and types of problem and urgency of the problem. For example
production workers may work better under one style while professional may better
under a different style.

 THE MANAGERIAL GRID

In considering the leadership orientation that a manger can take, it appears that he can be
people oriented or production oriented.
A people oriented leader is concerned with the human aspects of the organization. A
production oriented leader’s main concern is like tasks seeing that work is accomplished.
The best managers are both people and production oriented. By combining his people and
production scores a manger will obtain his managerial score according to the grid. The
managerial grid was developed by Blake and Mouton and its objective is to bring
about a managerial style that maximizes concern for both people and production.

37
 A low score in either area is a god indication of poor approach to management. The
points on the grid give these types of management.

 Impoverished Management
Have no concern for people and also little concern for production. Effective production
cannot be achieved because people are lazy apathetic and indifferent. Some and mature
relationship are unobtainable.

 Task Management
Maximum concern for production and low concern people. People are seen as commodity
just like machine. The manager aim to plan direct and control people activity.

 Country Club Management

Highest concern people but little concern for production is incidental to lack of conflict and
good interpersonal.

 Dampened Pendulum (Middle of the Road)

“Be fair and firm “, push for production but all ways “ give some but all attitude of
management.

 TEAM MANAGEMENT

Highest concern for both people and production. Production is seen as a function of the
integration of task and human requirement. Better managers are described by point toward
these types of management.

Personal Quality of Leaders

- Ability to inspire others.
- Ability to understand human behaviours.
- Similarly with the group.
- Verbal assertiveness.
- Willingness to communicate honestly.
- Dedication to the goals of the organization.
- Ability to inspire through example.
- Willingness to take risk.
- Willingness to assume full responsibility for the group.
- Ability to tolerate criticism.
-

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  CONCLUSION
A leader perform many function which greatly determine the success of the
organization . Some of these functions include arbitrating, catalyzing representing
inspiring praising providing security and supplying objective.
To be able to accomplish these function the leader require certain skills. Any skill that
a manager has acquired serves to increase his leadership abilities. Included are technical
skill, human skill and conventional skill.
The most appropriate leadership style depends on the situation the leader himself ,,
his subordinate and the organization .
Leaders in Kenya for instance must be aware of the environmental circumstance faced
by employee. These circumstances are of economic, m political, social, cultural,
education, religious and geographical nature. These the manager must consider when
leading his people.

Revision questions
i. Define leadership
ii. What is the differences between management and leadership
iii. Describe the various theories of leadership
iv. Distinguish between democratic and free reign styles of leadership

Reference

W.Graham Astrley and Paramjit S.Sachdeva, Structural Sources of Intraorganizational

Power: A theoretical Synthesis Academy of management review January 1984 p.104
Stephen P.Robbinson 2007, Organization Behaviour, 12th edition
Stephen L.Mc Shone and Mary Ann Von Glinow, Organization Behavior, 3rd edition
Robert. A. Baron and Jerald GreenBerg 1989, Behaviour Organizations Third Edition

39
TOPIC FIVE: GROUP DYNAMICS AND GROUP RELATIONSHIPS
Objectives
By the end of this topic the learner should be able to:
i) Describe the stages of group development
ii) Describe the various dynamics of groups
iii) Describe patterns of group interaction and communication
iv) Discuss function of group’s organization

INTRODUCTION TO GROUPS
Definitions
A group is defined as two or more individuals , interacting and interdependent who have
come together to achieve particular objectives
Groups are classified into two categories

 Formal groups
 Informal groups

Formal groups
Formal groups are those created to fulfill specific goals and /or carry out specific tasks.
They usually have some official status bestowed on them , either by society or
community at large /or organization which created them .They often have definite
structures with laid down rules, group processes and formal roles.
Examples of such groups are; a trade union branch, departmental work group, local
political party, parent-teacher association, branch of green peace, football supporters club,
ex-college /school societies etc.

Informal groups
Informal groups are those which are created by individual members for the purpose of
sharing a common interest and or/ serving their common needs .These groups emerge
from the interactions of individuals ,often within formal groups and sometimes having all
the same members. They are likely to be for less structured.
Examples of such groups are; family , friends ,colleagues who go out for a drink together
,people who jog together every morning ,an art class, the disgruntled passengers from a
train complaining to a station manager.
Not all groups are clearly formal or informal, but there are degrees of formality and /or
informality.

40
OTHER CHARACTERISTICS OF GROUPS
 NORMS
All groups have a set of rules governing appropriate behavior, opinions and attitudes. The
expected behavior are called norms and have purpose of exerting tremendous power
over members. .
i. Purpose of norms; these norms develop to influence the way in which group will
achieve its goals, e.g. standards of quality , amounts of work to be done e.t.c

ii. Maintenance Norms develop within the group in order to keep it together. They
include particular forms of social interaction (style of speaking , games
played between each other, topic of conversation ) and the groups rituals
such as; having lunch together .These defines the group .
iii. Relationship norms develop to establish common ways of treating different
people .These include attitudes and behavior to individuals, particularly
management or to other groups.

 Acquiring Norms
The process of acquiring norms is known as “socialization “ and it’s a process
embarked on from the earliest days of childhood and continues throughout the life as one
encounter’s new and different environments.

 Conformity
This is adjusting one’s behavior to align with the norms of the group. These pressures
derive primarily from the “sanctions” available to groups

Sanctions may be positive or negative

i. Positive sanctions constitute rewards for appropriate behavior and include, approval
and recognition
ii. Negative sanction constitutes punishment for inappropriate behaviour that includes
rejection and disapproval.

 Deviance
This is voluntary behaviour that violates significant organizational norms and in
doing so, it threatens the well being of organization or it members. Disassociation is
caused by a failure to internalize the group norms and this can arise from a number of
factors including ;
- Personality disorders.
- Conflict with other behaviour and norms derived from membership of other groups.
- Dissatisfaction with the appropriateness of the norms in relation to the achievements
of the group’s goals.

 ROLES

41
A role is a set of expected behavior patterns attributed to someone occupying a given
position in a social unit .
Roles exist in nearly all social situations and particularly in groups. In formal groups these
roles will be officially recognized e.g. chairperson , secretary ,treasurer .These terms
also apply to jobs which is a set of activities which the position holder is required to
undertake .

Anthropologist Robert Linton suggested five kinds of social systems giving rise to roles.
- Age /sex grouping, e.g. man ,young women
- Family, household groupings e.g. mother, grandfather ,married women
- Prestige /status groupings e.g. customers , chairperson , leader ,mayor
- Occupational groupings e.g. cleaner ,clerk , administrator , manager
- Friendship and common interest groupings- e.g. friend, club member, competitor.

There are a number of ways or categorizing roles in group in terms of the

contributions that an individual can make to the group;

 Certainty
Roles provide a source of stability and certainty in social situations knowing the roles
of people in a given situation helps in understand the kinds of behavior to express and
how to behave ourselves.

 Role sets
Individual hold a variety of roles in different situations at different times .Here people
hold a number of permanent roles in the various groups to which they belong e.g.
father , manager of work group , tutor , trade union member, badminton club member ,
secretary of local labour party bank .

 Role problems
There are three classes of problems arising from roles;
- Role conflict is where there is difference between the expectations that others
have of role as in the role , say of a head teacher who has to deal with a
number of difference expectations of his /her position from teachers ,pupils ,
parents , governors and local authority .
- Role ambiguity is where there is inconsistency in the expectation of the role
rather than conflicting expectations e.g. in the situation of a manager’s
autonomy and responsibility for certain area’s of work being sometimes
represented and at other times being undermined by more senior mangers.
- Roles and change is where individuals are resistant to changing roles , fearing
the uncertainty and frustration that this can cause .This applies both to the holder

42
 of a role to those around him/her for example the changed role of women in
society can be source of difficulty for both women and men .
 Role and status
Status is a person’s standing, rank or position. Status within the group often matters deeply
to each member. The individual employee gains status in various ways for example:
- Technical competence e.g. “the best fitter in the shop”
- General knowledge e.g. “Chris will be bound to know”
- The court jester e.g.“ cheer us all up”

GROUP COHESIONS
Group cohesion is the degree to which the group stick together .There are a number of
measures of this, including its attractiveness to members, such that they want to stay in it
and the extent of interpersonal relationships and interdependence in pursuit of goals .

Factors affecting the groups

 Homogeneity
The most important of these determinants is the extent to which members share similar
attitudes and values .This conditions the degree to which members will become involved
and communicate , understand and identify with each other .

 Interaction
The amount of interaction between members can also be determined .A high degree
of interaction , which is common in work groups , families and campaigning groups
at a particular times ,can help to promote similar attitudes and values.

 Goals
The success of a group in attaining its goals is likely to influence group cohesion. It is
likely to endanger positive feelings towards the group, in terms of a facilitating the
individuals own goals , his /her contribution to the whole and in belonging to and
being identified by outsiders with a successful group.

 External threatens
External threatens to the group can create bonding between members in a sharing of
protective feelings .These can arise from competition of a feeling of having the
groups attitude and values or even existence, attacked by others .

 Size
Small groups facilitate interaction and increase the possibility of shared attitudes and
values .Conversely groups grow in size, become more differentiated and they attract
people with differing goals and can therefore lose a degree of cohesion.

43
 GROUP DEVELOPMENT
New groups are constantly being formed in all walks of life .These may be formal
units, committees working parties, project teams e.t.c.To deal with the new
development or innovations or arising from a reorganization of existing work patterns.
They may also be informal group based around new friendships and interest.

Stage 1 Forming
The first stage of group development is concerned with finding out the nature of
situation with which the group is faced and what forms of behavior and interaction
are appropriate. Members will test out attitude and behavior to establish their
acceptability as ground rules for accomplishing the task and getting along with other
members. Competing powerful personalities can lend to problems in early
development explorations of what is acceptable within the group.

Stage 2 Storming
Leading on from the forming stage in which certain ground rules are explored , it is
likely that there will be a stage of conflict and disagreement as methods of operations
and patterns of behavior start to be firmed up .This where different opinions and styles
emerge with competing sub-groups, challenges for leadership , rebellions against control
and resistance to the demands of meeting task requirements. A degree of compromise is
necessary here in order to allow consensus to emerge.

Stage 3 Norming
As resistance is overcome and conflicts patched up, groups move into the norming
stage whereby they establish norms of attitudes and behavior which the mutually
accepted for the task performance and interaction .Individual members begin the process
of internalizing those norms and identifying with group ,building group cohesion.
Members roles start to be clarified and accepted at this stage .The role of leader
should be clearly established. the establishment of consensus brings recognition of the
value and different potential contributions of individuals and this results to cooperation
and mutual support from group work.

Stage 4 Performing
This is the final stage in development and it represents the position where the group
energy is now available for effective work, completing task and maintaining the group.
The established norms now support the goals of the group and roles becomes
functional ,thus allowing constructive work in relation to tasks .

PATTERNS OF GROUP INTERACTION AND COMMUNICATION

44
The way in which individual members interact and communicate within groups can
have important consequences for the way in which tasks are performed and also for
the satisfaction of individual group members.

 The wheel
In this interaction all communication goes through the centre. This pattern is common in
situation where there is little interaction between group members and there is
reliance on central decision making .The wheel works very well in providing quick
answers to simple questions .
.
A B
C
D E

 The chain
In this pattern, no single member can interact or communicate with all the others. Although
the line of information and the process can be slow. These chain is to be found in groups
which are generally only concerned with transmitting messages and are
geographically dispersed.
C

B D

A E

 Circle
The linking together of the ends together of the ends of chain provides the opportunity
for each member to interact with two other members directly . This gives a higher
level of satisfaction for all members and in a common pattern in many informal
situations, such as discussion around the tables. It can also be effective for transmitting
messages although it suffers from the same problems as the chain in being slow and
prone to misinterpretations
C

B D

A E

 The Y

45
 This pattern combines elements of the wheel and the chain in that it focuses on C
as the central contract but does not allow for interaction and communication
among members in the different branches.
A B
C

D
E

 The Webs
In the web, each person are communicates freely with every other individual within the
group. This is the most common pattern of informal interaction and is often found in
formal interaction and communication such as within small teams
C

B D

A E

GROUP IN THE ORGANIZATIONS

Individuals are employed by organization but in the work situation individuals invariably
work together in groups. A variety of factors determine the behavior of groups and how
successful they are .They include;
i. Size
The sizes of the group will affect how the group works together and tasks completed.

ii. Leadership /management style

It can affect the performance of the group -It involves the organization and directions’
of the group to achieve its goals .

iii. Cohesiveness
If the group is not cohesive it will tend to be ineffective.
iv. Motivation of group members

46
 The commitment of members to the goals and tasks of the group are a key determinant
of successful performance.

v. Norms of groups
This includes belief systems, attitudes and values of the group, that influence behavior.

vi. Group /team roles

Effective groups need members to carry out a variety of roles in order that goals and
tasks of group many be achieved .

vii .The environment

The work environment will have a direct bearing on the group and its performance.

viii. The group task

This includes the task that groups are asked to complete , how important they are
and how urgent and how the results help the company achieve its objectives.

 FUNCTIONS OF GROUPS IN ORGANIZATION

i. Distribution and control of work
This is bringing together and controlling teams of peoples with certain talents
and abilities.

ii. Delegation of work

Organization authority needs to be delegated to leaders of work groups.
iii. Spread of information
Groups disseminate information better than individuals.
iv. Uniting the organization in pursuit of its goals
Organization can use work groups as a means of gaining the support of workers for
organizations goals.
v. Analyzing and solving problems
In order to solve problems and make policy, the organization can use high level
work groups made up of people with a wide range of talents.
vi. Conflict and resolution
The organization cannot resolve conflicts of its employees at an individual level,
because in large organizations there may be too many conflicts hence its
better done in groups.

GROUPS AND CONFLICT

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Conflicts within between groups are quite common. All conflict has potential to be
damaging and there is need to be some constructive effort to limit it so that
destructive impact is minimized.

Strategies for handling conflict

i. Avoidance is ignoring or suppressing the problem
ii. Accommodation is allowing the other party to win and have his/her /their own w
ay
iii. Competition is battling the conflict out in an attempt to win (with the risk that you
may lose).
iv. Compromise is seeking a middle way by bargaining with both parties, giving up
certain desired outcome to enhance satisfaction of others.
v. Collaboration is seeking the satisfy the desired outcome for both parties, often
by changing the situation itself .

Review questions
1. Compare and contrast command ,task ,interest ,and friendships groups
2. Describe the stages of group development
3. How are status and norms related?
4. When do groups make better decision than individually?
5. Describe patterns of group interaction and communication
6. Don’t groups create conflict? Isn’t conflict bond? why then , would management
support the concept of teams
7. Discuss function of groups organization

Reference

W.Graham Astrley and Paramjit S.Sachdeva, Structural Sources of Intraorganizational

Power: A theoretical Synthesis Academy of management review January 1984 p.104
Stephen P.Robbinson 2007, Organization Behaviour, 12th edition
Stephen L.Mc Shone and Mary Ann Von Glinow, Organization Behavior, 3rd edition

48
TOPIC SIX: MOTIVATION AND THEORIES OF MOTIVATION
Objectives
By the end of this topic the learner should be able to:-
i. Describe the various kinds and types of motivation.
ii. List the importance of motivation in organizations
iii. List and explain the various techniques of motivation
iv. Distinguish between motivation, satisfaction inspiration and manipulation
v. Describe the theories of motivation

INTRODUCTION

The definition of motivation is to give reason, incentive, enthusiasm, or interest that causes a
specific action or certain behavior.

Motivation is present in every life function. Simple acts such as eating are motivated by hunger.
Education is motivated by desire for knowledge. Motivators can be anything from reward to
coercion.

Motivation is derived from motive. Motive means a drive or impulse within an individual that
prompts him into action. It is a complex force that inspires a person at a work to willingly use his
capacity for the accomplishment of certain objectives. It is something that impels a person into
action and continues him in action with enthusiasm.
Dale S. Beach motivation is an inspirational process which impels members of a team to pull
their weight effectively to give their loyalty to the group to carry out properly the tasks that they
have accepted and generally to play an effective role in the job that the group has undertaken.

There are two main kinds of motivation: intrinsic and extrinsic.

 Definition of Motivation of the Extrinsic Kind

Extrinsic motivation is external .It occurs when external factors compel the person to do
something. Would include circumstances, situations, rewards or punishment, both tangible and
intangible that participation in, results in an external benefit.

Tangible benefits could include monetary reward or a prize. Intangible could include things like
adoration, recognition, and praise.

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  Definition of Motivation of the Intrinsic Kind

Intrinsic motivation is internal. It occurs when people are compelled to do something out of
pleasure, importance, or desire. It includes involvement in behavioral pattern, thought process,
action, activity or reaction for its own sake and without an obvious external incentive for doing
so. A hobby is an example.

If you are desirous of mastering public speaking for the sake of mastery and not any reward, you
have experienced intrinsic motivation.

In addition to forces that produce an actuation, there is a need to have the ability to fulfill the
motivation.

For example, a paraplegic may have the desire to get out of a wheelchair and walk, but lacks the
ability to do so. A common place that we see the need to apply motivation is in the work place.
In the work force, we can see motivation play a key role in leadership success. A person unable
to grasp motivation and apply it will not become or stay as leader.

Motivation is what propels life. It plays a major role in nearly everything we do. Without
motivation, we would simply not care about outcomes, means, accomplishment, education,
success, failure, employment, etc.

DIFFERENCE BETWEEN MOTIVATION, SATISFACTION, INSPIRATION AND

MANIPULATION

Motivation refers to the drive and efforts to satisfy a want or goal, whereas satisfaction refers to
the contentment experienced when a want is satisfied. In contrast, inspiration is bringing about a
change in the thinking pattern. On the other hand Manipulation is getting the things done from
others in a predetermined manner.

TYPES OF MOTIVATION

 Achievement Motivation

It is the drive to pursue and attain goals. An individual with achievement motivation wishes to
achieve objectives and advance up on the ladder of success. Here, accomplishment is important
for its own sake and not for the rewards that accompany it.

 Affiliation Motivation

It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work
better when they are complimented for their favorable attitudes and co-operation.

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  Competence Motivation

It is the drive to be good at something, allowing the individual to perform high quality work.
Competence motivated people seek job mastery, take pride in developing and using their
problem-solving skills and strive to be creative when confronted with obstacles. They learn from
their experience.

 Power Motivation

It is the drive to influence people and change situations. Power motivated people wish to create
an impact on their organization and are willing to take risks to do so.

 Attitude Motivation

Attitude motivation is how people think and feel. It is their self confidence, their belief in
themselves, their attitude to life. It is how they feel about the future and how they react to the
past.

 Incentive Motivation

It is where a person or a team reaps a reward from an activity. It is “You do this and you get
that”, attitude. It is the types of awards and prizes that drive people to work a little harder.

 Fear Motivation

Fear motivation coercions a person to act against will. It is instantaneous and gets the job done
quickly. It is helpful in the short run.

 IMPORTANCE OF MOTIVATION

Motivation is very important for an organization because of the following benefits it provides:-

 Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the goals. It is
through motivation that the human resources can be utilized by making full use of it. This can be
done by building willingness in employees to work. This will help the enterprise in securing best
possible utilization of resources.

 Improves level of efficiency of employees

The level of a subordinate or an employee does not only depend upon his qualifications and
abilities. For getting best of his work performance, the gap between ability and willingness has to
be filled which helps in improving the level of performance of subordinates.

 Leads to achievement of organizational goals

Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be

51
effectively done through motivation.

 Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by
keeping into mind and framing an incentive plan for the benefit of the employees.

 Leads to stability of work force

Stability of workforce is very important from the point of view of reputation and goodwill of a
concern. The employees can remain loyal to the enterprise only when they have a feeling of
participation in the management. The skills and efficiency of employees will always be of
advantage to employers as well as employees. This will lead to a good public image in the
market which will attract competent and qualified people into a concern. As it is said, “Old is
gold” which suffices with the role of motivation here, the older the people, more the experience
and their adjustment into a concern which can be of benefit to the enterprise.

Motivation is important to an individual as:

- Motivation will help him achieve his personal goals.

- If an individual is motivated, he will have job satisfaction.
- Motivation will help in self-development of individual.
- An individual would always gain by working with a dynamic team.

Similarly, motivation is important to a business as:

- The more motivated the employees are, the more empowered the team is.
- The more is the team work and individual employee contribution, more profitable and
successful is the business.
- During period of amendments, there will be more adaptability and creativity.
- Motivation will lead to an optimistic and challenging attitude at work place

 MOTIVATIONAL FORCES

Negative motivational forces

Some managers believe that they can achieve results from their teams by shouting and swearing
at them or by threatening them with disciplinary action. However, although this fear factor can
indeed produce results, the effects will probably be much more short-term and will mean that
staffs are not focused on achieving business objectives but rather on simply keeping their jobs!
Alternatively, setting unrealistic targets can also have a negative impact – no matter how hard the
team works, they cannot reach the target and therefore can become demotivated.

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Positive motivational forces

There is a wide range of positive ways to motivate a team but it is important to remember that
these should also be implemented fairly.

- Offering rewards and incentives – bear in mind that rewards must be deserved and
recognition should be given only to those who have earned it
- Encouraging healthy competition – this can be advantageous but can also be detrimental
when pitting staff against each other

Identifying individual motivational triggers

Each member of a team can respond in different ways to motivational factors – what drives some
may in fact be what leads to poor performance in others! You can find out what motivates the
team by:

- Simply asking them individually – this shows your personal interest in them and that you
value their input
- Holding team meetings to discuss general opinions – this can also help to improve the
team spirit
- The completing of feedback forms or questionnaires – these should be confidential so that
employees will be open and honest about their feelings towards company policies and
procedures

 MOTIVATIONAL TECHNIQUES

Perhaps one of the most effective ways of motivating a team is to ensure that they understand
and appreciate the aims of an organization and are supported by their managers in working
towards the achievement of those aims. There are a range of motivational techniques that can be
used to improve productivity, reduce workplace stress and increase self-confidence ;

These include the use of:

 Positive imagery
 Team-building activities
 Training
 Enhanced communication
 Targets, rewards and incentives

 Positive imagery

Posting motivational themes and messages, in the form of slogans or quotes, can help to
positively empower a team. By enabling them to visualize success, through the words of
celebrities or industry professionals, they are more likely to be able to imagine similar success
for themselves thus motivating them to improve their performance.

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  Team-building activities

Despite mixed feelings about team-building activities, the fact that they encourage people to
work together outside the office environment can be a definite advantage. They can encourage
healthy competition and give each member of staff the opportunity to be on the winning team.
Improving team relationships can result in increased productivity and morale, and can lead to a
much happier and healthier working environment. Such exercises can also help in the resolution
of pre-existing issues within the team. It is important that all team-building exercises are
carefully balanced to ensure that they do not play to the particular strengths, or weaknesses, of
employees but are designed instead to give everybody a chance of success.

 Training

People can be taught to become more motivated by showing them how to deconstruct tasks and
challenges, and how to feel less intimidated by their job roles. Demonstrating to them how to
cope in the workplace can lead directly to improved motivation.

 Enhanced communication

Communication does not only mean talking to your team but also listening to them. It is
important to ensure their understanding of company objectives and their individual job roles but
it is equally important to show them the importance of their feedback to the achievement of
targets and standards.

 Targets, rewards and incentives

It is generally accepted that having targets to work towards, as long as they are realistic, is one of
the most effective ways of improving performance. Hitting targets improves morale and self-
confidence but remember that those who consistently underachieve will end up feeling
demotivated.

Target achievement can be rewarded not only with financial incentives but perhaps with the offer
of increased responsibility or even promotion. Different people are motivated by different things
so it is important to make sure that you offer the right incentives to the right member of the team.

 THEORIES OF MOTIVATION

There are a number of different views as to what motivates workers. The most commonly held
views or theories are discussed below and have been developed over the last 100 years or so.
Unfortunately these theories do not all reach the same conclusions!

There are two different categories of motivation theories such as content theories, and process
theories. Even though there are different motivation theories, none of them are universally
accepted.

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  Theory of Scientific Management - Frederick Winslow Taylor

Frederick Winslow Taylor (1856 – 1917) put forward the idea that workers are motivated mainly
by pay. His Theory of Scientific Management argued the following:

Workers do not naturally enjoy work and so need close supervision and control

Therefore managers should break down production into a series of small tasks

Workers should then be given appropriate training and tools so they can work as efficiently as
possible on one set task.

Workers are then paid according to the number of items they produce in a set period of time-
piece-rate pay.

As a result workers are encouraged to work hard and maximize their productivity.

Taylor’s methods were widely adopted as businesses saw the benefits of increased productivity
levels and lower unit costs. The most notably advocate was Henry Ford who used them to design
the first ever production line, making Ford cars. This was the start of the era of mass production.

Taylor’s approach has close links with the concept of an autocratic management style (managers
take all the decisions and simply give orders to those below them) and Macgregor’s Theory X
approach to workers (workers are viewed as lazy and wish to avoid responsibility).

However workers soon came to dislike Taylor’s approach as they were only given boring,
repetitive tasks to carry out and were being treated little better than human machines. Firms
could also afford to lay off workers as productivity levels increased. This led to an increase in
strikes and other forms of industrial action by dis-satisfied workers.

 Elton Mayo

Elton Mayo (1880 – 1949) believed that workers are not just concerned with money but could be
better motivated by having their social needs met whilst at work (something that Taylor ignored).
He introduced the Human Relation School of thought, which focused on managers taking more
of an interest in the workers, treating them as people who have worthwhile opinions and realizing
that workers enjoy interacting together.

According to Mayo workers are best motivated by:

- Better communication between managers and workers.

- Greater manager involvement in employees working lives.

Working in groups or teams

In practice therefore businesses should re-organize production to encourage greater use of team
working and introduce personnel departments to encourage greater manager involvement in
looking after employees’ interests. His theory most closely fits in with a paternalistic style of

55
management.

 Hierarchy of Needs – Abraham Maslow

Abraham Maslow (1908 – 1970) along with Frederick Herzberg (1923- ) introduced the Neo-
Human Relations School in the 1950’s, which focused on the psychological needs of employees.
Maslow put forward a theory that there are five levels of human needs which employees need to
have fulfilled at work.

All of the needs are structured into a hierarchy and only once a lower level of need has been fully
met, would a worker be motivated by the opportunity of having the next need up in the hierarchy
satisfied. For example a person who is dying of hunger will be motivated to achieve a basic wage
in order to buy food before worrying about having a secure job contract or the respect of others.

A business should therefore offer different incentives to workers in order to help them fulfill
each need in turn and progress up the hierarchy. Managers should also recognize that workers are
not all motivated in the same way and do not all move up the hierarchy at the same pace. They
may therefore have to offer a slightly different set of incentives from worker to worker.

Maslow’s theory argues that individuals are motivated to satisfy a number of different kinds of
needs, some of which are more powerful than others. The term prepotency refers to the idea that
some needs are felt as being more pressing than others. Maslow argues that until these most
pressing needs are satisfied, other needs have little effect on an individual’s behavior. In other
words, we satisfy the most proponent needs first and then progress to the less pressing ones. As
one need becomes satisfied, and therefore less important to us, other needs loom up and become
motivators of our behavior.

Maslow represents this prepotency of needs as a hierarchy. The most proponent needs are shown
at the bottom of the ladder, with prepotency decreasing as one progress upwards.

i) SELF-ACTUALISATION – reaching your maximum potential, doing you own best thing
ii) ESTEEM – respect from others, self-respect, recognition
iii) BELONGING – affiliation, acceptance, being part of something
iv) SAFETY – physical safety, psychological security
v) PHYSIOLOGICAL – hunger, thirst, sex, rest

The first needs that anyone must satisfy are physiological. As Maslow says:

“Undoubtedly these physiological needs are the most proponent of all needs. What this means
specifically is that in the human being who is missing everything in life in an extreme fashion, it
is most likely that the major motivation would be the physiological needs rather than any others.
A person who is lacking food, safety, love and esteem would probably hunger for food more
strongly than anything else”.

Once the first level needs are largely satisfied, Maslow maintains, the next level of needs
emerges. Individuals become concerned with the need for safety and security – protection from
physical harm, disaster, illness and security of income, life-style and relationships.

Similarly, once these safety needs have become largely satisfied, individuals become concerned
with belonging – a sense of membership in some group or groups, a need for affiliation and a

56
feeling of acceptance by others.

When there is a feeling that the individual belongs somewhere, he or she is next motivated by a
desire to be held in esteem. People need to be thought of as worthwhile by others, to be
recognized as people with some value. They also have a strong need to see themselves as
worthwhile people. Without this type of self-concept, one sees oneself as drifting, cut off,
pointless. Much of this dissatisfaction with certain types of job centre’s around the fact that they
are perceived, by the people performing them, as demeaning and therefore damaging to their
self-concept.

Finally, Maslow says, when all these needs have been satisfied at least to some extent, people are
motivated by a desire to self-actualize, to achieve whatever they define as their maximum
potential, to do their thing to the best of their ability.

Several points must be made concerning Maslow’s model of motivation. First, it should be made
clear that he does not mean that individuals experience only one type of need at a time. In fact,
we probably experience all levels of needs all the time, only to varying degrees. In many parts of
the world, hunger is a genuine reality but we have all experienced the phenomenon of not being
able to concentrate upon a job because of a growling stomach. Productivity drops prior to lunch
as people transfer their thoughts from their jobs to the upcoming meal. After lunch, food it not
uppermost in people’s minds but perhaps rest is, as a sense of drowsiness sets in.

Similarly, in almost all organizational settings, individuals juggle their needs for security (“Can I
keep this job?”) with needs for esteem (“If I do what is demanded by the job, how will my peers
see me, and how will I see myself?”) Given a situation where management is demanding a
certain level of performance, but where group norms are to produce below these levels, all these
issues are experienced.

If the individual does not produce to the level demanded by management, he or she may lose the
job (security). But if he or she conforms to management’s norms rather than those of the group, it
may ostracize him or her (belonging) while the individual may see him or herself as a turncoat
(esteem) and may have a feeling of having let the side down (self-esteem.) We do not progress
simply from one level in the hierarchy to another in a straightforward, orderly manner; there is a
constant, but ever-changing pull from all levels and types of needs.

A second point that must be made about Maslow’s hierarchy is that the order in which he has set
up the needs does not necessarily reflect their prepotency for every individual. Some people may
have such a high need for esteem that they are able to subordinate their needs for safety, or their
physiological or belonging needs to these. The war hero springs to mind. There is little concern
for safety or physical comfort as the seeker of glory rushes forward into the muzzle of
destruction.

A third and very important point to be made about Maslow’s hierarchical model is the assertion
that once a need is satisfied it is no longer a motivator – until it re-emerges. Food is a poor
motivator after a meal. The point in this is clear for management. Unfortunately, many
organizations and individuals still fail to get the message. Most incentive schemes are based
upon needs that have already been largely satisfied. If management placed emphasis on needs
that have not been satisfied, employees would be more likely to be motivated towards achieving
the goals of the organization. Human behavior is primarily directed towards unsatisfied needs.

57
Finally, an important aspect of Maslow’s model is that it provides for constant growth of the
individual. There is no point at which everything has been achieved. Having satisfied the lower
needs, one is always striving to do things to the best of one’s ability, and best is always defined
as being slightly better than before.

There has been a great deal of debate over Maslow’s hierarchical concept of motivation. It has a
basic attraction to most people because it seems to be logical, to make sense.

 Dual-Factor Theory – Frederick Herzberg

Frederick Herzberg (1923- ) had close links with Maslow and believed in a two-factor theory of
motivation. He argued that there were certain factors that a business could introduce that would
directly motivate employees to work harder (Motivators). However there were also factors that
would de-motivate an employee if not present but would not in themselves actually motivate
employees to work harder (Hygiene factors)

Motivators are more concerned with the actual job itself. For instance how interesting the work is
and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene
factors are factors which ‘surround the job’ rather than the job itself. For example a worker will
only turn up to work if a business has provided a reasonable level of pay and safe working
conditions but these factors will not make him work harder at his job once he is there.
Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who
viewed pay, and piece-rate in particular

Herzberg believed that businesses should motivate employees by adopting a democratic

approach to management and by improving the nature and content of the actual job through
certain methods. Some of the methods managers could use to achieve this are:

- Job enlargement – workers being given a greater variety of tasks to perform (not
necessarily more challenging) which should make the work more interesting.
- Job enrichment - involves workers being given a wider range of more complex,
interesting and challenging tasks surrounding a complete unit of work. This should give a
greater sense of achievement.
- Empowerment - means delegating more power to employees to make their own
decisions over areas of their working life.

There are two types of motivators, one type which results in satisfaction with the job, and the
other which merely prevents dissatisfaction. The two types are quite separate and distinct from
one another. Herzberg called the factors which result in job satisfaction motivators and those that
simply prevented dissatisfaction hygienes

The factors that lead to job satisfaction (the motivators) are:

- achievement
- recognition
- work itself

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 - responsibility
- advancement

The factors which may prevent dissatisfaction (the hygienes) are:

- company policy and administration

- working conditions
- supervision
- interpersonal relations
- money
- status
- security

Hygiene’s, if applied effectively, can at best prevent dissatisfaction: if applied poorly, they can
result in negative feelings about the job.

Motivators are those things that allow for psychological growth and development on the job.
They are closely related to the concept of self-actualization, involving a challenge, an
opportunity to extend oneself to the fullest, to taste the pleasure of accomplishment, and to be
recognized as having done something worthwhile.

Hygiene’s are simply factors that describe the conditions of work rather than the work itself.
Herzberg’s point is that if you want to motivate people, you have to be concerned with the job
itself and not simply with the surroundings.

In a medical sense, growth, healing and development occur as natural internal processes. They
are the result of proper diet, exercise, sleep etc. Hygienic procedures simply prevent disease from
occurring. They do not promote growth per se. Herzberg says that we should focus our attention
on the individuals in jobs, not on the things that we surround them with. He maintains that we
tend to think that growth and development will occur if we provide good working conditions,
status, security and administration, whereas in fact what stimulates growth (and motivation to
grow and develop) are opportunities for achievement, recognition, responsibility and
advancement.

Herzberg goes further than Maslow, cutting the hierarchy off near the top and maintaining that
motivation results only from some elements of esteem needs and self-actualization.

 The Need for Achievement – David McClelland

The one single motivating factor which has received the most attention in terms of research is the
need for achievement (n-ach). As a result, we know more about n-ach than any other
motivational factor. Much of this knowledge is due the work of David McClelland of Harvard.
Individuals with a high n-ach have a number of distinctive characteristics which separate them
from their peers. First of all, they like situations where they can take personal responsibility for
finding solutions to problems. This allows them to gain personal satisfaction from their
achievements. They do not like situations where success or failure results from chance. The
important thing is that the outcome be the result of their own skill and effort.

A second characteristic of high n-ach people is that they like to set moderately high goals for
themselves. These goals are neither so low that they can be achieved with little challenge, nor so

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high that they are impossible. High n-ach individuals prefer goals that require all-out effort and
the exercise of all their abilities. Once again, the achievement of this type of objective results in
greater personal satisfaction. This phenomenon can be observed in very young children. A child
may be given a game of ring toss, told that he or she scores whenever a ring lands over the peg
and then left alone to play the game.

A third distinctive characteristic of high achievers is that they want concrete feedback on their
performance. Only certain types of jobs provide this kind of feedback, however, and so some
kinds of jobs are unattractive to high achievers. For instance, teachers receive only imprecise,
hazy feedback as to the effectiveness of their efforts while production managers have a daily
output chart to look at with either joy or disappointment.

There are some additional minor characteristics possessed by high achievers. They tend to enjoy
travel, are willing to give up a bird in the hand for two in the bush and prefer experts to friends as
working partners. The image is clear; the high achiever is a personality type suited admirably to
certain jobs and not others. It would be wrong to treat all individuals as high achievers and
attempt to motivate them by offering them challenging jobs, rapid and objective feedback on
performance and personal responsibility for success or failure.

 Expectancy Theory of motivation – Victor Vroom

Victor Vroom has challenged the assertion of the human religionists that job satisfaction leads to
increased productivity. (This theory has been called the contented cow approach to
management.) The assumption is that if management keeps employees happy, they will respond
by increasing productivity. Herzberg, in a delightful film of motivation, highlights the fallacy of
this assumption with an interview between a manager and a secretary. The secretary is
complaining about the job, and the manager lists all the things that have been done for the
secretary – increases salary, new typewriter, better hours, status and so on – at the end of which
she looks straight at him and asks, So what have to done for me lately?

The point may be made that satisfied needs do not motivate people Hygienes simply keep
employees quiet for a time. For an individual to be motivated to perform a certain task, he or she
must expect that completion of the task will lead to achievement of his or her goals. The task is
not necessarily the goal itself but is often the means of goal attainment. Vroom defines
motivation as:

“A process governing choices, made by persons or lower organisms, among alternative forms of
voluntary behavior.”

In organizational terms, this concept of motivation pictures an individual, occupying a role, faced
with a set of alternative voluntary behaviors, all of which have some associated outcomes
attached to them. If the individual chooses behavior 1, outcome A results; if 2 then B results and
so on.

However, Vroom makes the point that task goals (productivity, quality standards or similar goals
attached to jobs) are often means to an end, rather than the end in itself. There is a second level
of outcomes which reflect the real goals of individuals and these may be attained, in varying
degrees, through task behaviour.

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 Revision Questions

1. Compare and contrast Herzberg’s hygiene theory with Maslow’s hierarchy of needs
theory
2. Discuss the main techniques that can be use in organizations to enhance motivation
among the employees
3. List and explain the various types of motivations
4. As a manager in an organization why should you put a lot of emphasis on motivation?
5. What is the major difference between intrinsic and extrinsic motivation?

References.

Jones, Ishmael (2008), The Human Factor: Inside the CIA's Dysfunctional Intelligence Culture
New York.

Robbins, Stephen P.; Judge, Timothy A. (2007), Essentials of Organizational behavior (9 ed.)

Simon, J. & Mares, W. (1983), Working Together. New York.

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TOPIC SEVEN: ORGANIZATION COMMUNICATION PROCESS
Objectives
By the end of this topic the learner should be able to:
i. Define communication
ii. Demonstrate an understanding of the importance of communication in an organization
iii. Explain the various types of organizational communication
iv. Describe the barriers to communications
v. Explain how to overcome the barriers to communication

INTRODUCTION
Meaning of communication
To commutate is to make known to impart or to transmit information. Communication forms the
bridge between manager and employees.

Communication is an integral part of managing because it is only through communication that

manager can make himself understood by his employees.

Manager must receive and give ideas, reports, and instruction, explain problem and give
demonstration. An organization must also keep in touch with relevant environments
customers , supplies dealers regulation etc. talking listening , attending meetings , reading and
writing occupies most of the manager time .

Communication is therefore essential for effecting organization performance .An excellent plan
that is poorly communicated is useless. Effective and efficient communication result in better
overall performance. Ineffective communication leads to loss of meaning or misunderstanding
which in turn leads to mistakes. The success of an organization is a reflection of the effectiveness
of its communication. Many mistake and negative results in a firm accident , waste ,
duplicate work and incomplete work can be traced directly to poor communication .
Communication is need to:
- Establish and disseminate goals of an enterprise
- Develop plans for their achievement
- Organize human and non human resources
- Select develop and appraise staff
- Control performance
- Direct lead and motive employees

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Communication is a two way process where everyone is both a receiver i.e. the information
received must understood by the receiver . If the receiver does not understand the meaning of
the message then communication

The communication process

The process traces the movement of information from the sender to the receiver. The process has
the following elements:

 Sender
Any one who wants to communicate something to someone else. The sender has a thought or
idea which must be put into a language by the receiver and sender ( this is called encoding)

 Message: The information the sender wants to communicate.

 Channel ( Vehicle / media) The link between the sender and the receiver of the
message i.e. the mode of transmission of the message e.g. letter, telephone or gesture.
Choice of the channel is affected by the following factors
a. Urgency – when the message is very urgent a telephone call may be the more
appropriate
b. Importance- important message are better communication face to face
c. Needs for documentation-
d. Delicacy of the message
e. Cost involved- if sender is constrained by cost the mass media may be the most
appropriate
f. Future reference- when future reference is required then written message must
be based
g. Noise – Anything whether in sender ,,channel or receiver that
- Hinders communication e.g. a noisy or confined
- environment may affect thinking by clogging the mind
Ambiguous symbols and may distort meaning
 Receiver
The person the sender wants to reach with the message. Once the receiver gets the message he/
she must decode it. This is the process by which the receiver interprets the message and attaches
meaning to it. If communication has to be complete (Understood) the receiver and the sender
must attach the same meaning to the message.

 Feedback
The action taken by the message receiver once the message has been convened. It is only through
feedback that the sender can know whether the process was successful

N.B

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To be able to communicate effectively it is important that one gains and old attention of the
receiver. This is difficult because the competition for attention is enormous. One receiver too
many message at the same time and because naturally the attention span is limited, people minds
keep wondering. Manager at the top face more noise than their subordinates. They must keep up
to date with many institutions outside the organization and each institution keeps sending
different message to the manager which all require his attention

For communication to be effective the message sender must have a good knowledge of the
receiver managers using work manual establish whether the employees are capable of
reading and understanding the manuals . Overestimation of the capability of the receiver
e.g. his intelligence will lead to misunderstanding of the message . Income, social status,
responsibilities and position of the receiver all effects and influence the way a message is
perceived.

How well the receiver knows the sender may also influence perception of the message. People
differ in many ways therefore they interpret message differently. The message sender must
therefore tailor each message to suit the receiver. The biggest problem of communication within
business firms in Kenya is that few people understand human behaviours and this is why
messages are misunderstood leading to accidents and mistake at the work place.

A SIMPLE COMMUNICATION MODELS

Noise

SENDER MESSAGE CHANNEL RECEIVER

FEEDBACK

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NOTE: The process is affected by many situational and organizational factors. Factors in the
external environment include education factors , sociological factors , n legal factors ,
political factors , technological factors and economic factors . Time and geographical distance
are also other factors that affect communication. The manager may not have the time to send out
communication or the message may become invalid with passage of time. Communication is
also affected by internal factors such as structure of the organization , managerial styles and
change in technology .Using the communication process model manager are able to pinpoint
problems and to take corrective action.

Types of Communication
Communication in an organization is either external or internal.
Internal communication take place between people within the organization while external
communication occurs between people in the organization and other outside organization .
Today’s organization are complex and big and the amount of information handled is very
large . Therefore a lot of efficiency in communication is required. All organization generates
internal communication and other communication flow is multidirectional.
It could either be:
- Vertically upward from lower to higher level through the chain of command
- Vertically downward from higher to lower levels
- Direct horizontal when an individual from one department communicates to other in
another department but at the same organization level.
- Indirect horizontal occurs between people of different organization levels and in
different department.
- Depending on the nature of the firm zigzagging or diagnosing of messages cannot be
ruled out.

The informal group through the grapevine forms an important communication channel. All
organization have a: grapevine” or informal communication channel. News flow through the
grapevine with or without the approval of the management. The information that flows through
the grapevine is rarely ever true as it is based on gossip and half truths. Where management has
not devised ways of passing information promptly the: grapevine “thrives. So the more fully and
accurately management keeps people informed, the weaker the grapevine.
The firm also invites communication with group outside and as the organization grows external
communication grows. These group include customers, suppliers government competitors etc.

 Written Communication
Written communication is in form of letter, memos, manual or minutes. It has the advantage of
providing record s and references. Written message are to a large extent uniform.

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However written communication may:
- Increase paperwork
- Provide no immediate feedback
- One is never sure the receiver got the written document
- It can be made ineffective by poor writing
- Involves danger of using technical jargon not understood by the receiver.

 Oral Communication

Most communication in organization is oral. It provide immediate feedback and nuclear issues
can be classified immediately. The communicator knows the effects of communication
immediately. It can easily be altered or adjusted to suit the receiver. Face to face communication
when used by managers gives the subordinates a feeling of importance and self worth.

 Non Verbal Communication

Includes facial expression, body gestures, eye movement, distance maintained etc. These can
either reinforce what we say or contradict it. Communication must include expression finally so
a manager must be able to supplement what he says with action.

 THE ART OF ACTIVE LISTENING

Active listening refers to a method of listening for the total meaning of a message. A sender’s
message has a verbal and a non verbal components as well as feeling component.
The receiver must be aware of both components in order to understand the full meaning of the
message.
The feeling component expressed in experiencing it at the time of communication.
These may be of joy, hate, resentment or anger and are contained in the words may be expressed
in a way to convey a sent message.

People can become more active listeners if the follow these guideline.
- Suspend premature judgment premature presents the receiver from listening for the
total meaning and the sender defenses
- Listen with understanding the receiver should try and understand what is being said
from the sender perspective

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 - Listen and respond to feelings- the content of a message often play a small part in
interpersonal communication. The emotion and feeling during communication should
be recognized.
- Note all non verbal cues.
- Rephrase the sender’s message. The receiver may restate or paraphrase the sender’s
message in his own words to see if she/ he understand the sender’s message.

Commandments for active listening

- stop talking and listen
- put the talker at ease
- show the talker you want to listen
- remove distraction
- sympathize with the talker
- be patient
- hold your temper
- avoid argument and criticism
- ask question

BARRIERS TO COMMUNICATION
Communication barriers can arise from sender, channel, and receiver or from the surrounding.
a) Lack of planning to communicate – good communication is not by chance. Clear
thinking must precede talking or writing. Often people talk or write clear thinking an
d without a clear purpose for their work.
b) Unclarified assumptions most messages have an underlying assumption. for a message
to be clearly understood both the sender and the receiver must understand the
underlying .
c) Semantic distortion (language ) where worlds are not clearly understood because
they are ambiguous . Beside some words have several meaning and when used in a
message they may mean different things to different people.
d) Poor expression (Language ) caused by poor chosen words, omission , lack of
coherence awkward sentence structure and unfamiliar jargon.
e) Loss of transmission – as the message is passed around people insert their own words
or they paraphrase the message and it distorts the original message
f) Poor retention – few people retain things for a long period. People forget too fast.
g) Poor listening – human minds keeps wandering and as a message is being passed people
keep pending their own things. Some use he opportunity b to make impression on other
and such people give ideas and comments totally unrelated to the message
h) Hasty (premature) evaluation people have a common tendency to judge approve or
disapprove what is being said rather than trying to understand the speaker.

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 i) Distrust, threat and fear in an organization plagued by fear and distrust communication is
difficult as each message is viewed aseptically.
j) Insufficient period for adjustment to change the essence of communication is to effect
change. Change usually disrupts the way people have been carrying on their work and
usually people need outcome time to adjust to change.
k) Noise- noise or interruption from without the communication e.g. giving instructions in a
noisy environment, disease , weather etc

 HOW CAN COMMUNICATION BE IMPROVED

Improvement in communication should be an ongoing goal for manager especially due to the
vital role it plays in organization.
Effects communication requires that meaning must b e transmitted and understood. The
responsibility for communication rests upon management as they are the people in charge of the
enterprise. In a business enterprise knowledge of the area of business e.g. of the product ,
skills of doing the job and time are vital for communication .A person in charge of selling a
product must for instance have a thorough knowledge of the product , must have selling and
presentation skills.

Communication can be improved by either the sender or the receiver of the message

 What the sender can do to improve communication

a) Clarify ideas before communication
b) Examine the purpose of communication
 Remove hierarchical barriers
Status differences in organization can limit the effectiveness of communication between
superiors and subordinates- this creates a psychological distance which makes employees filter
the information they give to management , withholding any information they fell is distasteful.
 Remove interpersonal barriers
Communication is an interpersonal process; interpersonal barriers such as distrust, defensiveness
and domination hinder open communication
 Be sensitive to the receiver’s perspective
The communicator should be empathetic to the receiver’s i.e. Be able to put himself in the shoes
of the receiver.

 Develop and maintain credibility

Credibility is usually measured by one’s expertise on the subject matters being commutated
 Support words with action

 Avoid information overload

Refrain from giving employees more information than they can handle or process .A gate
keeper could be used to screen the information or filtering and prioritizing of information could

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help reduce overload. Giving too little information, this often leads to employee’s
dissatisfaction.
 Be a good listener
Effective communication takes place only when this sender is satisfied with the receiver
response.

What the receiver should do

Communication is a two way process. The receiver can improve communication by becoming
a better listener , by learning the art of active listening, by observing the ten commandment
already outlined in section 7,34 and by practicing the art of providing feedback.
Feedback is the process of responding to what another has told you ie communicating how you
feel. feedback can either be responsive where the sender’s message is restated or corrective
where one communities the effects of the message .certain guidelines could be observed for
effective feedback by the receiver.
- Aim to help the recipient
- Consider the recipient’s ability
- Focus on behaviour rather than on person
- Be descriptive rather than evaluative
- Respect the recipient’s privacy

Other Ways to Improve Communication

- Brief message – a lengthy message gives room for distortion
- Appropriate vocabulary language used must be understood by both the
sender and the receiver
- Accuracy and completeness
- Selective communication
- Empathy
- Use of visual devices
- Use of combined media
- Follow up
- Good listening

Other Qualities for Improving Organization Communication

1. Define specific communication goals prior to actual communication
2. Establish communication mechanism through which organization members can interact
regularly
3. Facilitate frequent face to face interaction between supervisors and employee
4. Encourage employee to express their ideas and concerns in dealing with their job.

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5. Solicit information from employee concerning their careers and personnel problems.
6. Involves employees with timely feedback on their job performance.
7. Provide employee with timely feedback on their job performance.
8. Inform employees on any changes in the company’s goals and policies as soon as possible.
9. Periodically evaluate the firm’s communication effectiveness

Revision Questions

i. What is communication?
ii. What is the importance of communication in an organization
iii. Explain the various types of organizational communication
iv. Describe the various barriers to communications
v. How can you overcome the barriers to communication identified in iv above?

Reference

W.Graham Astrley and Paramjit S.Sachdeva, Structural Sources of Intraorganizational Power:

A theoretical Synthesis Academy of management review January 1984 p.104
Stephen P.Robbinson 2007, Organization Behaviour, 12th edition
Stephen L.Mc Shone and Mary Ann Von Glinow, Organization Behavior, 3rd edition
Robert. A. Baron and Jerald GreenBerg 1989, Behaviour Organizations Third Edition

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TOPIC EIGHT: ORGANIZATION POWER AND POLITICS
Objectives
The objective of the topic is to:
i. Appreciate the importance of power and politics in the organization
ii. Compare and contrast different perspectives of power
iii. List the different bases of power
iv. Identify organizational factors that which enhance the power of departments
v. Explain why politics is a feature of organizational life.

INTRODUCTION
POWER
Power means the capacity of individuals to overcome resistance on the part of others, to exert
their will and to produce results, consistent with their interests and objectives (Dahl 1957).

Definitions
“Powers is the capacity to change the behaviour or attitudes of another is a desired manner”
“ Power is referred to as a capacity that A has to influence the behavior of B so that B
nets in accordance with A’s wishes”.
“Power is the ability to get things done the way one wants them to be done”.
Power is a mechanism that is continually used to achieve organizational, group and individual
goals (Gibson, 1999).
The most important aspect of power is that it is a function of dependency .
The study of power and its effects is important to understanding how organizations operate.
Every interaction and every social relationship in an organization involves an exercise of power.
Power involves a relationship between two or more people.(Robert Dahl 1957)
According to Weber power involves some coercion authority is a subset of power it does not
carry the implication of force. It rather involves the a suspension of judgment on the part of its
recipients
Authority is the formal power that a person has because of the position that he or she holds in the
organization. Authority has the following properties
i. It is invested in a person’s position.
ii. It is accepted by subordinates.
iii. Authority is used vertically. It flows from the top to the bottom

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 BASES OF POWER
They are categorized into two
- Formal power
- Personal power

i. Formal power
Formal power is based on an individual position in an organization. Formal power can come
from the ability to coerce or reward or from formal authority.
 Coercive power
This base is dependent on fear .One reacts to this power out of fear of the negative
results that might occur if one failed to comply. It lies on the application or the threat of
application ,of physical sanction, such as the inflicting of pain, generation of frustration
through restriction of movement ,or controlling by force of basic physiological or safety
needs.
 Reward power
This is opposite of coercive power .People comply with the wishes or directives of
another because doing so, produces positive benefits therefore one can distribute rewards
that others view as valuable and will have power over those others .
 Legitimate power
This represents the formal authority to control and use organizational resources .It
broader than the two because it includes acceptance by members in an organization of
the authority of a position.

ii. Personal power

This power comes from individuals unique characteristics.
 Expert power
Expert power is influence wielded as a result of expertise , special skill , or knowledge.
Expertise has become one of most powerful sources of influence as the world has
become technologically oriented .As jobs become specialized , experts are needed to
achieve goals
 Referent power

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Referent power is based on identification with a person who has desirable resources or
personnel traits .Referent power develops out of admiration of another and a desire to
be like that person .

 DEPENDENCY THE KEY TO POWER

Dependency mean the greater B’s dependency on A ,the greater the power A has over B
.When you possesses anything that others require but that you alone control, you make
them dependent on you and therefore you gain power over them .
Dependency is increased when the resource you control is,
 Important
To create dependency on the things you control, must be perceived as being important .
 Scarcity
If something is plentiful ,possession of it will not increase your power. A resource needs to
be perceived as scarce to create dependency.
 Non substitutability
The fewer viable substitutes for a resource ,the much power the control over that
resource provides.

POWER TACTICS
Power tactics is the ways in which individuals translate power bases into specific actions
 Legitimacy
Relying on one’s authority position or stressing that a request is in accordance with
organizational policies or rules.
 Rational persuasion
Presenting logical arguments and factual evidence to demonstrate that a request is
reasonable.
 Inspirational appeals
Developing emotional commitments by appealing to targets values ,needs ,hopes and
aspirations
 Consultation

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Increasing the targets motivation and support by involving him or her in deciding how the
plan or change will be done .
 Exchange
Rewarding the target with benefits or favors in exchange for following a request .
 Personal Appeals
Asking for compliance based on friendship or loyalty.

 Ingratiation
Using flattery ,praise ,or friendly behaviour prior to making a request .
 Pressure
Using warnings, repeated demands, and threats.
 Coalitions
Enlisting the aid of other people to persuade the target or using the support of others
as a reason for the target to agree.

 POWER IN GROUPS
Coalitions
Coalition is an informal group bound together by the native pursuit of a single issue.
The natural way to gain influence is to become a power holder .
Coalitions in organizations often seek to maximize their size. In political, science theory ,
coalitions move the other way, they try to minimize their size. Coalitions in organizations
affects decision making in organizations, does not end just with selection from among a
set of alternatives.
For implementation of decisions , coalitions in organizations should seek a broad
constituency to support the conditions objectives.
Coalitions relates to the degree of interdependence within the organizations hence they are
formed when there is great deal of task and resource Interdependence.
Coalition formation finally will be influenced by the actual task that workers do.

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UNEQUAL POWER IN THE WORKFORCE
Sexual Harassment
Sexual harassment is any unwanted activity of a sexual nature that affects an individuals
employment and creates a hostile work environment .
Organizations have made considerable progress in the past decade toward limiting overt
forms of sexual harassment .
This includes unwanted physical touching ,recurring request for dates when a person is
not interested and coercive threats that a person will lose the job if he or she refuse a
sexual proposition .
This subject is about an individual controlling or threatening another individual which is
wrong .
A manager’s role in preventing sexual harassment is critical.

Managers protect themselves and their employee from sexual harassment by the following:
- Make a policy that defines what constitutes sexual harassment ,that informs
employees that they can be fired for sexual harassing another employee.
- Ensure employees will not encounter retaliation if they issue a complaint.
- Investigate every complaint and include the legal and human resource department.
- Make sure that offenders are disciplined or terminated.
- Set up in house seminars to raise employee awareness of the issues surrounding
sexual harassment.

POLITICS (Power in action)

 INTRODUCTION
Organizational politics is actions not officially sanction (approved) by an organization
taken to influence others in order to meet one’s personal goals.
Political behaviour is activities that are not required as part of ones’ formal role in
organizations but that influence or attempt to influence ,the distribution of advantages and
disadvantages within the organization.
Political behaviour is divided into two:

 Legitimate political behavior

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It refers to normal everyday politics e.g. complaining to your supervisor , by passing the
chain of command , foaming coalitions , obstruction of organizational policies or decisions
through inaction or excessive adherence to rules and developing contacts outside the
organizations through one’s professional activities.

 Illegitimate political behaviour

These are extreme political behaviour that violates the implied rules of the game .
Those who pursue such extreme activities are often described as individuals who play
handball illegitimate activities include sabotages , whistle blowing and symbolic protest
such as groups of employees simultaneously calling in sick .

 EMPLOYEE’S RESPONSES TO ORGANIZATIONAL POLITICS

When people perceive politics as a threat rather than as an opportunity, they often respond
with defensive behavior.
Defensive behaviour are often associated with negative feelings towards the job-work
environment .
People consistency rely on defensiveness, find that eventually, it is the only way they know
how to behave.

 IMPRESSION MANAGEMENT
This is the process by which individuals attempt to control the impression others form of
them .
Low self monitors tend to present images of themselves that are constituent with their
personalities ,regardless of the beneficial or determined effects for them .
High self monitors are good at reading situations and molding their appearances and
behaviour to fit each situation .

IMPRESSION MANAGEMENT TECHNIQUES

 Conformity
Agreeing with someone else’s opinion in order to gain his /her approval.

 Excuses
Explanations of a predicament, creating event aimed at minimizing the apparent severity of
the predicament.

 Apologies

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Admitting responsibility for an undesirable event and simultaneously seeking to get
pardon for the notion

 Self promotion
Highlighting one’s best qualities , downplaying one’s deficits and calling attention to one’s
achievements.

 Flattery
Complementing others about their virtues in effort to make oneself appear perceptive and
likeable.

 Favors
Doing something nice for someone to gain that person’s approval.
 Association
Enhancing or protection one’s image by managing information about people and things
with which one’s associated.

Review questions
1. What is power /how do you get it?
2. Which power base lies with individuals? Which are derived from the organization?
3. What creates dependency?
4. What is coalition? when is it likely to develop
5. How are power and policies related?
6. Define political behaviour?
7. What is impression management? What types of people are most likely to engage in?

Reference

W.Graham Astrley and Paramjit S.Sachdeva, Structural Sources of Intraorganizational Power:

A theoretical Synthesis Academy of management review January 1984 p.104
Stephen P.Robbinson 2007, Organization Behaviour, 12th edition
Stephen L.Mc Shone and Mary Ann Von Glinow, Organization Behavior, 3rd edition
Robert. A. Baron and Jerald GreenBerg 1989, Behaviour Organizations Third Edition

77
SAMPLE EXAMINATION PAPER 1

MOUNT KENYA UNIVERSITY

SCHOOL OF BUSINESS AND PUBLIC MANAGEMENT
DEPARTMENT OF MANAGEMENT
COURSE TITLE: ORGANISATION BEHAVIOR
COURSE CODE: DBM 1308
DATE: JULY MAIN EXAMINATION TIME: 2 HOURS
INSTRUCTIONS:
Answer QUESTION ONE and any other TWO QUESTIONS.
QUESTION 1
a) Define Organization Behavior (2
Marks)
b) Define personality and discuss its major determinants (8
Marks)
c) Highlight and explain 10 factors affecting learning (10
Marks)
d) Define leadership and state attributes of a leader (7
Marks)
e) Explain three types of motivation (3
Marks)
Question 2
Identify and discuss any FOUR organizational structures that can be used of by any organization
in order to realize the company goals and objectives. (20 Marks)

Question 3
a) Discuss by use of examples the steps in the decision making process (10 Marks)
b) List and briefly explain five (5) points that would explain why there is increased
emphasis on the type of leadership style used by managers in organizations today (10
Marks)

78
Question 4
a) Managers spend over eighty percent of their time communicating. Why is there need for
effective communication in an organization and what steps should be taken to ensure that
organizational communication is improved? (10 Marks)
b) Compare and contrast formal and informal groups in an organization. (10 Marks)
Question 5
a) Organizations are becoming increasingly influenced by their external environment. In
what ways does the understanding of the external environment factors enable managers to
make better decisions? (10 Marks)
b) Explain the two bases power is based on the organization. (10 Marks)

79
SAMPLE EXAMINATION PAPER 2

MOUNT KENYA UNIVERSITY

SCHOOL OF BUSINESS AND PUBLIC MANAGEMENT
DEPARTMENT OF MANAGEMENT
COURSE TITLE: ORGANISATION BEHAVIOR
COURSE CODE: DBM1308
DATE: JULY SPECIALS/SUPPLEMENTARY TIME: 2 HOURS
INSTRUCTIONS:
Answer QUESTION ONE and any other TWO QUESTIONS.
Question 1
a) What are contributing disciplines of OB? Discuss each of them (10 Marks)
b) Define attitude and discuss its functions (10 Marks)
c) Explain the main stages in the development of a group (10 Marks)
Question 2
a) In every organization there exist personality attributes which are used to predict behavior
therein. Discuss (10 Marks)
b) Explain are the main barriers to effective communication in an organization and how to
overcome them. (10 Marks)

Question 3
a) Groups are an important aspect of the organization, Discuss function of group’s in
organizations. (10 Marks)
b) Discuss the various types of power, their application and their outcomes. (10 Marks)

Question 4
a) Managers spend over eighty percent of their time communicating. Explain the types
communication they may use (10 Marks)

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 b) Explain how might an organization scan its organizational environment for effective
operations? (10 Marks)

Question 5
a) Discuss the styles of leadership in an organization (10 Marks)
b) Describe how will you go about making a management decision using the rational
decision making process? (10 Marks)

81