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EDU5813 HUMAN RELATION IN EDUCATION

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Title: EDU5813 HUMAN RELATION IN EDUCATION


1
EDU5813HUMAN RELATION IN EDUCATION
2
  • INTRODUCTION
  • Organizational behavior is the study of human
    relation in organization.
  • To understand individual and group behavior,
    interpersonal process, organizational dynamics
  • With the goal of improving the performance of the
    organizations and the people in them

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

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

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

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

7
  • Figure 1 Organization as open systems

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

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

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

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

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

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

14
Motivating, Satisfying and Leading Employees
15
PSYCHOLOGICAL CONTRACTS IN ORGANIZATION
  • Human Relation
  • Interactions between employers and employees and
    their attitudes toward one another.
  • Psychological Contract
  • Set of expectations held by an employee
    concerning what he or she will contribute to an
    organization (referred to as contributions) and
    what the organization will in return provide the
    employee (referred to as inducements)

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

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

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

19
Theory X and Theory Y
Theory X Theory Y
People are lazy People are energetic
2. People lack ambition and dislike responsibility 2. People are ambitious and seek responsibility
3. People are self-centered 3. People can be selfless
4. People resist change 4. People want to contribute to business growth and change
5. People are gullible and not very bright 5. People are intelligent
20
  • Hierarchy of human needs model
  • Theory of motivation describing five levels of
    human needs and arguing that basic needs must be
    fulfilled before people work to satisfy
    higher-level needs.
  • Two Factor Theory
  • Theory of motivation holding that job
    satisfaction depends on two types of factors,
    hygiene and motivation

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

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

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

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

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

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

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