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EMPLOYEEEATTITUDESLECTURE1-32.pptxChapter 6 Employee Attitudes and their effects Lecture 1/3
Chapter six (weak 9)
Employee Attitudes and their effects
Chapter six (weak 9)
Break (weak 10)
In-semester 2 (Weak12)
Distance leaning plan for OB
Sequent uploading of lectures on eduwave in a form of ppts , each chapter will be divided into three sections. Followed by :
Giving exercises , quizzes , assignments on Google classroom app, https:// classroom.google.com/h that scheduled to be due in assigned time ( a tutorial videos / articles will be uploaded as needed). Followed by (As possible) :
Live discussion through the Google meet app. (https://meet.google.com/_ meet?pli=1&authuser=0)
( a tutorial videos / articles any other assistant materials will be uploaded continuously as needed).
Please note : Active participation aswell asanswring the given assignments will be considerably estimated.
Types of skills leaders use
Knowledge and ability in any type of process or techniques.
Ability to work effectively with people and to build teamwork.
Ability to think in terms of models, frameworks and long range plans.
Conceptual
Technical
Human
Technical
Human
Conceptual
Behavioral approaches to Leadership styles
Leaders approach people to motivate them in many ways. If the approach emphasizes rewards , the leader uses positive leadership.
If the emphasis placed on threats, fair, harshness and penalties , the leader uses negative leadership.
Leaders centralize power and decision making in themselves. They take full authority and assume full responsibility.
Leaders approach one or more employees and ask them for inputs prior to making a decision.
They decentralize authority , they use inputs from followers and participation by them.
Positive leaders:
Negative leaders:
Autocratic leaders:
Consultative leaders:
Participative leaders:
Relationship-oriented leaders.
Situational variables
Task-oriented leaders
Leaders styles
1- Fiedler’s model
Yellow line = relationship-oriented leaders.
Red line = task-oriented leaders
EXAMLE 3: You are about to appoint a headmaster of a new school , you will have to choose him out of the team that he worked with before , he will be highly accepted by the team and a clear purpose is set but the position gives lower power to the headmaster .
Situational variables
Leaders style
Answer : task-oriented leader is most effective.
Yellow line = relationship-oriented leaders.
Red line = task-oriented leaders
EXAMLE 4: New supervisor in a cellphone company has been chosen to lead his team , higher trust is gained among members but without clear task and the authority was minimized to least degree .
Situational variables
Leaders style
Answer : relationship-oriented leader is most effective.
Telling style
Selling
Participating
Delegating
Telling style: High directiveness and low supportiveness.
Participating : low directiveness and high supportiveness.
Selling : High directiveness and high supportiveness.
Delegating : low directiveness
and low supportiveness.
Moderate followers
Moderate followers
Low maturity followers
High maturity followers
Willingness
Ability
2- Hersey & Blanchard situational model: situational leadership,
Collaborative (G2):
Consultative (C2
Consultative (C1):
Autocratic (A2):
Autocratic (A1):
4- Vroom’s decision making model
Problem attributes
Leadership option
E.g. : Case1: Buying new laptops fro the company , if the decision quality is not that much important, similarly ,team commitment to the decision is not important . Best Decision approach :(Q1: N) (Q2: N) = (A1) Autocratic
e.g. Case 2: (Merging with another company) , the decision quality is so important (1) , similarly ,team commitment to the decision (2), you have impressively studied the proposal (3) ,your team wont offer support unless they are consulted (4) as they share the objectives of the company. (5) Best Decision approach :(Q1: Y), (Q2: Y) , :(Q3: Y) (Q4: N) , (Q5: Y) = (G2) : Collaborative
Nature of employee attitudes
Job satisfaction
Jon involvement
Organizational commitment
Work moods:
Chapter 6 : Attitudes
Attitudes are evaluations/judgments people make.
Definition
Attitudes: are the feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.
Some people are optimistic, upbeat, cheerful and courteous , they are said they are to have positive affectivity. Others are generally pessimistic, downbeat, irritable, they are said to have negative affectivity.
Attitudes are evaluations/judgments people make.
Attitudes can be positive or negative.
Explicit attitudes are conscious beliefs that can guide decisions and behavior.
Implicit attitudes are unconscious beliefs that can still influence decisions and behavior
Consist of three sections: the Cognitive side, influencing side, behavioral side, the awareness of the meaning, and is affected, and then it issues behavior
18
Attitudes & Job satisfaction
Typically job satisfaction refers to the attitudes of a single employee.
People are predisposed / tend to be satisfied or dissatisfied , managers can partially affect responses of employees.
Job satisfaction: is a set of favorable or unfavorable feelings and emotions with which employees view their work.
Typically job satisfaction refers to the attitudes of a single employee.
The general term used to describe overall group satisfaction is morale.
Overall or multidimensional: job satisfaction can be viewed as an overall attitude of it can apply to the various parts of an individual’s job.
The general term used to describe overall group satisfaction is morale.
Attitudes
Job satisfaction
Morale
Overall or multidimensional: job satisfaction can be viewed as an overall attitude of it can apply to the various parts of an individual’s job.
individual’s job
overall attitude
individual’s job
individual’s job
job satisfaction
Stability of job satisfaction ,dynamic but not stable , can decline or develop , managers frequently need to pay attention to employees attitudes.
Environmental impact: job satisfaction is one part of life satisfaction. The nature of a worker’s environment off the job indirectly influences his or her feelings on the job.
Spillover effect: it occurs in both directions between job and life satisfaction. Consequently, managers need to monitor not only the job and immediate work environment but also their employee’s attitudes towards other parts of life.
Level of job satisfaction: the level is not constant, it is related to various variables. Key variables ,age ,occupational level and organizational size.
Level of job satisfaction: the level is not constant, it is related to various variables. Textbook p.206
Key variables
Age
Occupational level
Organizational size.
Level of job satisfaction
Followed by Chapter 6
Employee Attitudes and their effects
Lecture 2/3
