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Role and Role Effectiveness

This chapter discusses the concepts of roles and role effectiveness in organizations. It distinguishes between a position, which is based on power and hierarchy, and a role, which is based on mutual expectations. A role is the set of obligations one has based on the expectations of significant others and one's own expectations. Role effectiveness, or role efficacy, refers to how well an individual performs in a particular role. Key aspects of role efficacy include role making, role centering, and role linking. The chapter outlines interventions like role labs that can improve an individual's role effectiveness.

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KANCHANAPALLI KARTHIKEYA
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299 views

Role and Role Effectiveness

This chapter discusses the concepts of roles and role effectiveness in organizations. It distinguishes between a position, which is based on power and hierarchy, and a role, which is based on mutual expectations. A role is the set of obligations one has based on the expectations of significant others and one's own expectations. Role effectiveness, or role efficacy, refers to how well an individual performs in a particular role. Key aspects of role efficacy include role making, role centering, and role linking. The chapter outlines interventions like role labs that can improve an individual's role effectiveness.

Uploaded by

KANCHANAPALLI KARTHIKEYA
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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1

Udai Pareek’s Understanding


Organizational Behaviour
Fourth Edition

Dr Udai Pareek
Revised and Updated by Prof. Sushama Khanna
EMPI, New Delhi

•1
Chapter 12
ROLES AND ROLE EFFECTIVENESS

•1
LEARNING OBJECTIVES

After studying this chapter, you will be able to:


1. Distinguish between 'position' and 'role'
2. Recognize the significance of the role in person-system integration
3. Identify role systems
4. Define role efficacy
5. Enumerate different aspects of role efficacy
Role and Office

 Role - Position one occupies  Office - Position one


in a social system occupies in a hierarchical
system
 Defined by the functions one
performs in response to the  A relational concept,
expectations of the
‘significant’ members of the
system & One’s own
expectations
 Role- An obligational concept

•1
Role and Position/Office

Office/Position Role
Is based on power relations Is based on mutuality

Has related privileges Has related privileges

Is usually hierarchical Is non-hierarchical

Is created by others Is created by others and the role occupant

Is part of the structure Is part of the dynamics

Is evaluative Is descriptive
Organisation as a Structure of
Offices/Positions

B
A

C D

E F G H I J
Organisation as a System of Roles
A
I
B

F E
Work- related Terms

 WORK : is a wider concept, linking a person with his or her


tools and with others performing a similar activity.
 OFFICE : is a specific point in an organizational structure,
defining the power of the person occupying it.
 ROLE : is the set of obligations generated by ‘significant’
others and the individual occupying an office.
 JOB: is a specific requirement to produce a product or
achieve an objective
 FUNCTION : is a group of expected behaviors from a role
 TASK : is a specific activity that is part of a function, often
bound by time.

•1
Role as Integrating Point of
Organization and Individual

Organization Structure Goals

Role
Individual Personality Needs

•1
Role as Region of
Individual - organization Interaction

•1
Role Episode

Role sending (by the Role taking Role receiving (by the
‘significant’ others) role occupant)

Role behaviour of the


individual

Influences the expectations of


the role senders

•1
Role Space Map of A

•1.Self

•2. Husband

•3. Son, secretary


sports club

self •4. Personnel


manager
•5. Member HRD
network A dynamic
interrelationship
between the self and
the various roles an
individual occupies
•1
Role Set Map of A

Members
Role Set
•Self (HR
Manager)
•1. General
Manager
•2. HRD
Manager
•3.
Subordinates
•4. Union
leader
A pattern of interrelationships
between a focal role and other
roles. The occupant’s role is in the
centre of the role set, and all the
other roles are at various points in
the role set map.
•1
Role Efficacy

 Potential effectiveness of an individual occupying a


particular role in an organization

 General sense of adequacy in a Role


 Integration of the person and the role
Role making
Role Centering
Role Linking
•1
Role Making

 Role making: Initiative to creatively design the role to


integrate the expectations of both others and self

 Role taking: Responding to the expectations of others


1. Self-role integration – use of special strengths of occupant in
the role

2. Pro-activity – taking an initiative to start new activity in the


role, rather than responding to other’s expectations

3. Creativity – opportunity to try new and unconventional ways


4. Confrontation – tendency to confront problems and find
solutions
•1
Role Centering

 How much central the role is to the organization


Centrality – how important the role is
Influence – power exercised in the role
Personal growth – opportunity for individual to grow and
develop in the role

•1
Role Linking

 How the role is linked to the organization


Inter-role linkage – Linkage of one’s role with other roles
in org., joint effort in understanding problems, finding
solutions

Helping relationship – opportunity to receive and give


help

Super-ordination – opportunity to work for larger cause


or super-ordinate goal

•1
THREE ROLE INTERVENTATIONS

 Role Efficacy Lab

 Role Contribution

 Role Negotiation

•1
Role Efficacy – Ten Aspects

Role Making Role Centering Role Linking

Self-role integration Centrality (versus Inter-role linkage


(versus peripherality) (versus
self-role distance) isolation)
Pro-activity (versus Influence (versus Helping relationship
reaction) powerlessness) (versus
hostility)
Creativity (versus Personal growth Super-ordination
routine) (versus (versus
stagnation) deprivation)
•1

Confrontation (versus
•1

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