Jobs enrichment Job enrichment refers to making a job more motivational and satisfying by adding variety, responsibility, and

managerial decision making. Characteristic of an Enriched Job 1. Direct feedback. Employees should receive immediate evaluation of their work. 2. Client relationship. A job is automatically enriched when a worker has a client or customer to serve, whether that client is internal or external. 3. New Learning. An enriched job allows its holder to acquire new knowledge. 4. Control over method. When a worker has some control over which method to choose to accomplish a task, his or her task motivation generally increases. 5. Control over scheduling. The ability to schedule ones work contributes to job enrichment. 6. Unique experience. An enriched job has unique qualities or features. 7. Control over resources. Another contributor to enrichment is the ability to have some control over resources, such as money, material, or people. 8. Direct communication authority. An enriched job provides workers the opportunity to communicate directly with other people who use their output. 9. Personal accountability. In an enriched job, workers are responsible for their results. Empowerment is the process of sharing power with group members, thereby enhancing their feelings of self-efficacy. Job characteristics model a method of job design that focuses on the task and interpersonal demands of a job. 1. Skill variety. The degree to which there are many skills to perform

2. Task identity. the degree to which one worker is able to do a complete job, from beginning to end, with tangible and possible outcome. 3. Task significance. The degree to which work has a heavy impact on others in the immediate organization or the external environment. 4. Autonomy. The degree to which a job offers freedom, independence, and discretion in scheduling and in determining procedures involved in its implementation. 5. Feedback. The degree to which a job provides direct information about performance. Job crafting refers to the physical and mental changes workers workers make in the task or relationship aspects of their job. Organizational behavior modification (OB Mod) is the application of reinforcement theory for motivating people in work settings.

Rules for the Application of OB Mod 1. Choose appropriate reward or punishment. An appropriate reward or punishment is effective in motivating worker or group and is feasible from the company standpoint. 2. Reinforce the behaviors you really want to encourage. An axiom of behavior modification is that you get what you reinforce. 3. Supply ample feedback. OB Mod tactics cannot work without frequent feedback to individuals. 4. Rewards should be commensurate with the good deed. Average performance is encourage when all forms of accomplishments receive the same reward. 5. Schedule rewards intermittently. Intermittent rewards sustain desired behavior longer and slow the process of desired behavior fading away when it is not rewarded. 6. Rewards and punishment should follow the observed behavior closely in time. For maximum effectiveness, workers should rewarded shortly after doing something right and punished shortly after doing something wrong. 7. Make rewards visible to the recipient and to others. The person who receives the reward should be aware that it has been received. 8. Change the reward periodically. Rewards do not retain their effectiveness indefinitely.

1. Feedback is an essential part of recognition. Specific feedback about what the worker did right makes recognition more meaningful. 2. Praise is one of the most powerful forms of recognition. Praise works well because it enhances self-esteem if the praise is genuine. As indicated previously, praise is a supplement to other rewards, such as compensation. 3. Reward and recognition programs should be linked to organizational goals. Many organizations understand that the biggest return on reward and recognition program takes place when the rewards and recognition are linked to a business strategy. 4. Employee input into what type of rewards and recognition are valued is useful. A company might spend a lot of money giving away grandfather clocks to employees, only to find that they would prefer gift certificates to movies as a form of reward and recognition. 5. It is important to evaluate the effectiveness of reward and recognition program. As with all organization behavior and human resources interventions, it is useful to assess how well the reward and recognition program is working. Stock options give employees the right to purchase a certain number of company shares in the future at a specified price, generally the market price on the day the option is granted.

Gainsharing is a formal program of allowing employees to participate financially in the productivity gains they have achieved. Gainsharing Inc. is the institute that helps promote this motivational method.

Recognition as Motivator

THE COMMUNICATION PROCESS 1. Source (the sender). The source of a communication event is usually a person attempting to send a spoken, written, sign language, or nonverbal message to another person or persons. 2. Message. The hearts of a communication event is a message, which is a purpose or an idea to be conveyed. Many factors influence how a message is received. 3. Channel (medium). Several communication channels, or media, are usually available for sending messages in organizations. Typically messages are written, spoken, or a combination of written and spoken. 4. Receiver. A communication event can be complete only when another party receives a message and understand it properly. In the example under examination, the team leader is the receiver. 5. Feedback. Without feedback, it is difficult to know whether a message has been received and understood. The feedback step also includes the reactions of the receiver. 6. Environment. A full understanding of communication requires knowledge of the environment in which messages are transmitted and received. The organizational culture is a key environmental factor that influences communication. 7. Noise. Distractions such as noise have a pervasive influence on the components of the communication process. In this context, noise is anything that disrupts communication, including the attitudes and emotion of the receiver. Noise includes word stress, fear, ambivalence, and strong advocacy for an opposing position.

Presentation Technology Virtually every reader of this textbook has witnessed or given a talk using presentation technology. Reveal points only as needed. Project the overhead transparencies or computer slides only when needed, and use a cursor, laser, pointer, or metal pointer for emphasis. Talk to the audience and not the screen. A major problem with computer slides is that the presenter as well as the audience is likely to focus continually on the slide. Keep the slide in view until the audience gets the point. A presenter will often flash a slide or transparency without giving the audience enough time to comprehend the meaning of the slide. Project the key points of your presentation as headlines, using a large font. Most audiences appreciate seeing an outline of your presentation flashed on the screen, a sentence or two ( or a small amount of data) at a time using a large font. Telecommuting is an arrangement in which employees use computers to perform their regular work responsibilities at home or in a satellite office. Employees who telecommute usually use computers tied to the companys main office. NON VERBAL COMMUNICATION the transmission of messages by means other than words. 1. Environment. The physical setting in which the message takes place communicates meaning. 2. Body placement. The placement of ones body in relation to someone else is widely used to transmit messages. 3. Posture. Another widely used to clue to a persons attitude is his or her posture. Leaning toward another person

suggest a favorable attitude toward the message one is trying to communicate. 4. Hand gestures. Gestures of the hand, such as frequent movements to express approval and palms spread outward to indicate perplexity, provide meaningful hints in communication. 5. Facial expressions and movement. The particular look on a persons face and movements of the persons head provide reliable cues as to approval, disapproved, or disbelief. 6. Voice tone. Aspects of the voice such as pitch, volume, Quality, and speech rate may communicate confidence, nervousness, or enthuasias. 7. Clothing, dress, and appearance. The image a person conveys communicates such messages as I feel powerful and I think this meeting is important. 8. Mirroring. To mirror is to build rapport with another person by imitating his or her voice, breathing rate, body movement and language. 9. Touching. Touch is a powerful vehicle for conveying such emotion as warmth, comfort, agreement, approval, reassurance, and physical attraction. One of many practical applications of nonverbal communication Loosen your facial expression. A right, grim look gives the appearance of being unapproachable. Move closer to measure senders. Work associate feel you are listening intently when you lean slightly toward them when they speak. Gesture to reinforce a point. if you are excited or pleased with an idea, do not rely exclusively on words to communicate these feelings. Formal communication channels are the official pathways for sending information inside and outside an organization. The primary source of information about

formal channels is the organization chart. Network organization a spherical structure that can rotate self-managing terms and other resources around a common knowledge base. Informal communication channels is the unofficial network of channels that supplements the formal channels. Most of these informal channels arise out of necessity. Grapevine is the major informal communication channel in organizations. The grapevine refers to the tangled pathways that can distort information. Rumors are an important communication force within organization, and they tend to thrive in organization with poor corporate communication, such as a penitentiary. Management by walking around involves managers intermingling freely with workers on the shop floor or in the office, as well as with customers. By spending time in personal contact with employers, the manager enhances open communication. Communication Directions 1. Downward Communication is the flow of messages from one level to a lower level. 2. Upward Communication is the transmission of messages from lower to higher levels in an organization. Open-door policy is a more formal upward communication channels that allows employees to bring a gripe to top managements attention without first checking with their manager. 3. Horizontal communication is sending messages among people at the same organizational level. 4. Diagonal communication is the transmission of messages to higher or lower organizational levels in different departments.

5. Spherical Communication is communication among members from different teams in the network organization. BARRIERS TO INTERPERSONAL COMMUNICATION Semantics. Many communication problems are created by semantics, the varying meanings people attach to words. Filtering of negative information. A formidable upward communication barrier is filtering, the coloring and altering of information to make it more acceptable to the receiver. Lack of credibility of the sender. The more trustworthy the source or sender of a message, the greater the probability that the message will get through clearly. Mixed signals. Communication can break down with a subtle variation of low credibility. Different frames of reference. People perceive words and concepts differently depending on their frame reference, a perspective and vantage points based on past experience. Value judgment. Is an overall opinion of something based on quick perception of its merit. Information (or communication) overload. Occurs when people are so overloaded with information that they cannot respectively effectively to messages. Poor communication skills. A comprehensive communication barrier is limited ability to send or receive a message clearly. Improving the sending of messages Clarify ideas before communicating. Many communication fail because of inadequate planning and lack of understanding of the true nature of the message to be communicated. Motivate the receiver. The recipient of the message has to be motivated to attend to the message.

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3. Discuss differences in frames of reference or paradigms. A method for understanding and dealing with differences in frames or reference is to recognize that people have different in frames of reference is to recognize that people have different paradigms that influence how they interpret the events. A paradigm is a model, framework, viewpoint, perspective, or frame of reference. 4. Foster informal communication. An abundance of informal, open communication enhances trust within an organization. 5. Communicate feelings behind the facts. That facts in a message should be accompanied by the appropriate feelings. 6. Be aware of nonverbal communication. A speakers tone of voice, expression, and apparent receptiveness to the responses of others have an impact on the receiver. 7. Obtain feedback. The best efforts at communication may be wasted if feedback on how well the message came across is not received. 8. Adapt to the other persons communication style. People communicate more freely with those who match their communication style. 9. Engage in meta-communication. when having a difficult time getting through to another person, it helps to talk about your communication difficulty. OVERCOMING CROSS-CULTURAL COMMUNICATION BARRIERS 1. Show respect for all workers. The same behavior that promotes good-cultural relations in general helps overcome communication barriers. A widely used comment that implies disrespect is to say to a person from another culture. 2. Use straightforward language and speak slowly and clearly. When working with people who do not speak your language fluently, speak our language fluently, speak in an easy-to-understand manner.

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3. Be alert to cultural differences in customs and behavior. To minimize cross-cultural communication barriers, recognize that many subtle job- related differences in customs and behavior may exist 4. Be sensitive to differences in nonverbal communication. All cultures use nonverbal communication, but the specific cues differ across cultures. 5. Do not diverted by style, accent, grammar, or personal appearance. Although these superficial factors all relate to business success, they are difficult to interpret when judging a person from another culture. 6. Listen for understanding not agreement. When working with diverse teammates, the differences in viewpoints can lead to conflict. 7. Be attentive to individual differences in appearance. A major cross-cultural insult is to confuse the identity of people because they are members of the same race or ethnic group. IMPLICATIONS FOR MANAGERIAL PRACTICE 1. Interpersonal communication is the basic process by which managers and professionals carry out their functions. It is therefore critical to work toward unclogging communication channels in all direction. 2. Two-way communication is usually superior to one-way communication. interact with the receiver to foster understanding. 3. Managers and professional are well advised to pay attention to the non verbal messages they send and receive. A starting point is to become more conscious of ones facial expression and those of other people. 4. Spoken and written communication in organizations. As well as in the

world outside, has become increasingly informal and even managers and professionals make grammatical errors and overuse abbreviations in e-mail.

Group is a collection of people who interact with one another, work toward some common purpose, and perceive themselves as a group. Team is a special type of group. Team members have complementary skills and are committed to a common purpose, a set of performance goals, and an approach to the task. Team work an understanding of and commitment to group goals on the part of all team members. Group norms the guidelines for acceptable and unacceptable behaviors that are informally agreed on by group members. Norms include behavior such as (a) praising a group member who has just given a presentation at a meeting (b) not flaunting the use of a competitive product or service (c) assisting a coworker who needs your expertise, and (d) working on weekends to finish a project if necessary. Formal group is one deliberately formed by the organization to accomplish specific tasks and achieve goals. Informal groups emerge over time through the interaction of workers. Cross-functional team is a work group composed of workers from different specialties, but at about the same organizational level, coming together to accomplish a task. Crew is a group of specialists each of whom has specific roles, performs brief events that are closely synchronized with the work of other specialists, and repeats these events under different environmental conditions. STAGES OF GROUP DEVELOPMENT Stage 1: Forming. At the outset, members are eager to learn what tasks they will be performing, how they can benefit from

group membership, and what constitutes acceptable behavior. Stage 2: Storming. During this shakedown period, individual styles often come into conflict. Stage 3: Norming. After storming comes the quieter stage of overcoming resistance and establishing group standards of conduct (norms). Stage 4: Performing. When the group reaches the performing stage, it is ready to focus on accomplishing its key tasks. Stage 5: Adjourning. Temporary work groups are abandoned after their task has been accompanied, much like a project team formed to erect and office tower. Roles within Groups 1. Knowledge contributor. Being technically proficient, the knowledge contributor provides the group with useful and valid information. 2. Process observer. A person occupying this role forces the group to look at how it functions. 3. People supporter. A person occupying this role assumes some of the leaders responsibility for providing emotional support to teammates and resolving conflict. 4. Challenger. To prevent complacency and non critical thinking, a team needs one or more members who confront and challenge bad ideas. 5. Listener. Listening contributes so substantially to team success that it comprises a separate role, even though other roles involve listening. 6. Mediator. Disputes within the group may become so intense and prolonged that two people no longer listen or respond to each other. 7. Gatekeeper. A recurring problem in group effort is that some members may fail to contribute because other team members dominate the discussion. 8. Take-charge leader. Some teams cry out for direction because either a formal leader has

not been appointed or the appointed leader is unusually laid back. Potency refers to team members believing in themselves and exhibiting a confident, cando attitude. Teams with a sense of meaningfulness have strong collective commitment to their mission and see their goals as valuable and worthwhile. Autonomy refers to the freedom, discretion, and control the teams experience (the same as in job enrichment.) Task interdependence is valuable because it increases motivation and enhances the sense of responsibility for the work of other group members. Goal interdependence refers to the linking of individual goals to the group goals. Team efficacy refers to a teams belief that it can successfully perform a specific task. Group cohesiveness takes place when members work closely with each other, in a unified, cooperative manner. Interpersonal attraction is shared liking or emotional attachment to others members of the group. Task commitment is the extent to which there is a shared commitment to the group task. Group pride is the shared importance of being a member of the group. Familiarity refers to the specific knowledge group members have of their jobs, coworkers, and the environment. Group decision making takes place in different degrees

Consultative decision making, in which the group leader consults with members before making a decision. Democratic decision making, in which the manager shares the problem at hand is turned over the group, and group members are empowered to make the decision themselves. Consensus decision making, in which the manager shares the problem with group members. Delphie technique is well suited for these situations. It is a group decision-making technique designed to provide group members with one anothers ideas and feedback, while avoiding some of the problems associated with interacting groups. Group popularization, a situation in which postdiscussion attitudes tend to be more extreme than prediscussion attitudes Social loafing is freeloading, or shirking individual responsibility, when a person is placed in a group setting and removed from individual accountability. Groupthink , a deterioration of mental efficiency, reality testing, and moral judgment in the interest of group cohesiveness.