CHAPTER – 20 – “INDIVIDUAL BEHAVIOUR”

INDIVIDUALS

Personality

Personality:- Personality is the total pattern of characteristics ways of thinking, feeling and behaviour that constitute the individual’s distractive method of relating to the environment.

Describing Personality:-

- Personality Traits:- are enduring qualities of an individual personality which course a tendency to behave in particular ways which are relating stable/

- Personality Types:- are distinct clusters of personality characteristics, which reflect the physiological preferences of the individual.

Mayers Brings Type Inventory

- Shared language
- Understand differences
- Appreciate diversity

Managing Personality

Personality can be managed in the following 3 ways.

(1) with the task
(2) with the systems and management culture of the organization
(3) with other personalities in the team.

- Managing Incompatibilities:-

(1) Restore compatibility
(2) Advance a computers

(a) Understand the nature at difference
(b) Modify behaviour

(3) Frame the incompatible personality (lost resort)




PERCEPTION

Perception: Perception is the psychological process by which stimuli on incoming sensory data are selected and organized is to pattern which are meaningful to the individual.

Processes of perception

Perception may be determined by any or all of the following:-

(1) The context:- Prepare see what they want to see

(2) The nature of the stimuli:- Attention tends to be drawn towards large, bright, loud, contrasting, unfamiliar, morning and repeated (not repetitive) stimuli

(3) Internal factors:- Attention is drawn towards things that interest us

(4) For or trauma:- People avoid seeing things they don’t wont to see.

Managing Perception:-

- Are you misinterpretation the situation

- Are others misinterpreting the situation or see it in a different way

- Most common clashes

o Manager and staff
o Different work culture
o Different race, S & Religious beliefs

ATTITUDES

Attitudes:- An attitude is a mental state entering a directive or dynamic influence upon the individuals response to all objects and situations with which it is related.

Attitudes are formed by:

- perception
- experience
- personality

§ Attitudes are our general standpoint on things.
§ Attitudes are through to contain three basic components:-

1) Knowledge, beliefs or disbelief, perception
2) Feelings and desires
3) Volition, will or the intention to perform an action.


§ Behaviour in a work content will be inflexed by:-

(1) Attitudes to work: the individual standpoint on working
(2) Attitudes at work all sorts of attitudes which individuals may have about other people, routine education or religion and which they bring with them into the work place.

Attitudes affects performance:-

(1) Co-operation or conflict by individual and groups, or between departments.
(2) Co-operation with or resistance to management
(3) Success in communication
(4) Commitment to and contribution to the work

INTELLIGENCE

Intelligence includes attributes such as:-

1) Analytic intelligence – logical reasoning
2) Spatial intelligence – the ability to see patterns & connections
3) Practical intelligence – practical attitude
4) Intra-personal intelligence – control, self expression etc
5) Inter-personal intelligence – understanding the ______ needs & others

§ Emotional intelligence

People behave in the way other expect them to behave

§ A role may be seen as a part you play

· A role data is a group of people who respond to you in a given role

· Roll malignity may occur when you don’t know what roll are you operating in a given time.

· Role incompatibility or role conflict occur when you are expected to operate in to conflicting roles at area.

· Role signs indicates what you are in at a given moment (dress code).

· Role Models are the individuals you aspire to be like



GROUPS

Groups:- A group is any collection of people who pertain themselves to be a group.

Group have the following in contrast to grounds:-

1) A sense of identity
2) Loyalty to the group
3) Purpose and leadership

Why form groups?

(a) A preference for small groups, where closer relationship can develop.
(b) Need to belong an make noticeable contributions
(c) Familiarity - _____
(d) Common
(e) The attractiveness of a particular group activity
(f) Resources offers to groups
(g) Power greater than the individuals could muster above.
(h) Formal directives

Formal and informed groups:-

Informal groups (Group):- It includes work place cheques, etc. They have a constantly fluctuating membership and structure.

Formal group (Teams):- They are intentionally organized by the organization, for a task which they are held responsible.

Individual and group contribution:-

People contribute different skills in groups than a individuals because:-

(a) Human Behaviour is different in groups
(b) Synergy
(c) Group dynamics and synergy may be-via

Formal group
Informal group
1) Organized
Unorganized
2) Task assigned
No task assigned
3) Held responsible
Not held responsible
4) Team
Group
5) Intestinally formed
Un-intestinally formed



TEAMS

Team:- A team is a small number of people with complementary skills who are committed to a common purpose, performance goods and approach for which they held themselves basically accountable.

Strengths of team working:-

- Organizing work:- - Assortment of skills
- Teams are a coordinating mechanism

- Control:- - Fear of lathing down team
- Team loyalty

- Generating Ideas:- - Team can generate ideas

- Decision Making:- - Decisive are evaluated from more
- Than one virus point

- Polling knowledge:- - More points

Limitations of Team working:-

1) Not suitable fro all jobs
2) It should be introduced for letter performance not to make people feel secure.
3) It can delay decision making
4) Social relationships night be mentioned at the expense of performance.
5) Group norms may restrict individual person ability and flair
6) Group think _____ consensuses & coheirs may lead to bad decisions
7) Personality dashes may get in the way of effective performance.

TYPES OF TEAMS:-

Multi-disciplinary teams:-

They bring together individuals with different skills and specialisms.

- Increase worker awareness of their overall objectives & targets.
- Aid coordination between different areas of the business.
- Helps to generate __________ problems.

Multi-skilled teams:-

It brings together a number of individuals who can perform any of the group tasks.

Master effect trades

- Virtual team

Tasks total teams [Peters and western on (In search of Excellence)]

To be successful the task force project team should have the following:-

1) Should be _______
2) Should be limited duration
3) Should be voluntary
4) Should be have informed structure (min documentation)
5) Should be action oriented

TEAM MEMBER POLICES

Who should belong in the team?

a) Specialist skills
b) Power in the order organization
c) Access to resources
d) The personalities of individuals

Team rules (Belecirn):-

- Ideally team member should perform a balanced mix of roles.

Bold insisted on distinction between:-

a) Team role – behaviour towards other at work
b) Functional role – the join demands

Nine team roles (Beltcirn)

1) Plant – brings in ideas
2) Resource investigator – exporters opportunities – knowledge
3) Coordinator verifies goods
4) Shipper – shapes up
5) Monitor / Evaluator – critiqued
6) Team worker – friend of sale, mediator, diplomatic
7) Implement – twins ideas into practical actions
8) Completer – searches out errors and omissions
9) Specialist – provides knowledge in one areas.




A balanced team

- Team members can more than one role
- Individuals are likely to be more successful in some team roles than others
- Individuals will be naturally included towards some roles more than others.

Types of contributions (Rockton and Morgan):

1) Proposing – putting forward suggestions
2) Supporting – supporting other persons proposal
3) Seeking information – a serving for more facts
4) Giving information – offering facts
5) Blocking putting a stocky
6) Shutting out behaviour – Interrupting or overriding others
7) Bringing in behaviour – Involving another member
8) Testing understanding - checking whether points have been understood
9) Summarizing – summing up

Stages of group development

Step – 1 Forming
- The team is just coming together
- Impressing other team members
- Finding out about aims and nor of the clean

Step – 2 Storming
- Open conflict between team members
- May be fruitful
- May increase mutual trust

Step – 3 Norming
- Period of setting down
- Agreement of sharing work

Step – 4 Performing
- Execute the task

Later writers added two stages to Tuchman model

(a) Dormancy:-

After the group has been performing well for some time it may become complacent.

(b) Measuring / Adjourning

- Brash up group

BUILDING A TEAM

There are three issues involved in team building:-

1) From Identity:- Get people to see themselves as part of the group.

- Name
- Badge or uniform
- Expressing teams self image – develop jurors
- Building team mythology – stores from rest
- A separate space.

2) Team solidarity:- Cohesion & loyalty inside the team.

- Expressing solidarity
- Encouraging interpersonal relationships
- Dealing with conflict
- Controlling cooperation inside group
- Encouraging competition with other groups

3) Shared objectives:-

- commitment to teams shared objective
- clearly setting out objectives of team
- allow the team be participial in with of objectives
- giving the team involved in providing performance feedback
- offering positive reinforcement for co-operative working

Team Building Blocks’ (Woodiest):

See table on page 399 (6.4)

Successful teams:-

Teams can be valuated on quantifiable & qualitative factors.

Criteria for team effectiveness:

(a) Task performance – completion of task
(b) Team functioning – constructive maintenance of team working
(c) Team member satisfaction – fulfillment of individual development & relationship needs



See table of page 402 (6.11)

Rewarding effective teams:

For team reword to be effective, team must have certain characteristics:-

(a) District rules, targets & performance measures
(b) Significant autonomy and this influence over performance
(c) Maturity & stability
(d) Co-operation
(e) Independence of team members

Reward schemes which focus on team performance include.

- Profit sharing schemes
- Gain sharing schemes
- Employees share option schemes

Pay & Job satisfaction:-

Pay can be a motivator in certain circumstances
However these depend on the valued individuals ascribe to pay, the way in which in schemes are implemented.

See page 405 – 407

- There is no proven link between job satisfaction and performance, but participation can sometimes schemes both

See page 407.