change 1st module

7/29/2019 Change 1st Module

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CHANGE AND KNOWLEDGE

MANAGEMENT

1Prof.MADHVI MISHRA,AIeMS


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WHAT IS CHANGE?

Change is considered with making things

different.

Change intervention is a planned action to

make things different.

The person or persons who act as catalysts

and assume the responsibility for managing

the change process is the change agent.



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Defn of CHANGE

Change is defined as to make or become

different, give or begin to have a different

form.

Change also means dissatisfaction with the

old and belief in the new.



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WHY CHANGE ?

To survive and eventually prosper, anorganization must monitor its external

environment and align itself with changes

that occur, or tend to occur. Change takes place on three levels:

Self

Team or organizationThelargersystem



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Contd,

The self, the team or the (small)

organization and the wider system that

surrounds the team or the smallorganization or the organizational unit

depending on how the borders are defined.

In a process, change needs to be facilitatedon all three levels to become sustainable.



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Contd,

Simply managing change is insufficient.Successful change requires leadership.

The old saying, You can lead a horse to

water, but you cant make it drink. Eight step model to implement change by

John P.Kotter

1. Establish a sense of urgency2. Obtain management & peer backing

3. Create a vision for change

4. Communicate the vision 6Prof.MADHVI MISHRA,AIeMS


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5. Empower employees to implement change

6. Establish short term goals

7. Encourage additional changes

8. Reinforce changes made as permanent.

Contd,



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WHAT ARE THE CAUSES OF CHANGE

a. Mission

b. Workload

c. Political

d. Environment

e. Changes In Managementf. Resources

g. Technological.



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DEALING WITH CHANGE

Change is an inevitable part of all

organization.

The world we live in is constantly changing

and at an accelerated rate.

Organizations and individuals must

continually adapt to this changing

environment by changing themselves or

they will not survive.

Some people accept and some people resist

change. 9Prof.MADHVI MISHRA,AIeMS


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Phases of change

When change is introduced & there is anunderstanding that it will be implemented, we

experience the following

1. DenialWhen things change, the first reactionis to deny it.

2. Bargaining & Negotiatingwhen we perceive

that the change dont go away, we still believe

things worked better before the change &bargain for reinstating the old system.

3. Angerwhen we realize change is here to stay,

and we can do nothing about it, we get angry.10Prof.MADHVI MISHRA,AIeMS


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HOW TO DEAL WITH CHANGE

Once change is communicated andimplemented, we can play a part in reducing

the effects on us by:

1. Accepting

2. Communicating share and communicate

our feeling through which we get more

information and fear can be reduced.

3. Planning where we were and where we

want to be, how we are going to get there.

Clarify goals and expectations, get feedback

from others. 11Prof.MADHVI MISHRA,AIeMS


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REASONS to RESISTANCE for

CHANGE

Prof.MADHVI MISHRA,AIeMS 12


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INDIVIDUAL RESISTANCE

The following are the five reasons why individuals mayresist change:

1. Habitwhile going to college use the same route.

2. Security- threatens their feelings of safety3. Economic Factors changes will lower ones income

specially when pay is closed tied with productivity

4. Fear Of The Unknown the experience of school tocollege

5. Selective Information Processing:- Individualsshape their world through their perceptions.



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ORGANIZATIONAL RESISTENCE1. Structural Inertiaselection process.

2. Limited Focus Of Change Depts are interdependent, difficultto change one without affecting others.

3. Group Inertia individuals want to change but group acts asconstraint. Union member.

4. Threat To Expertise decentralized personal computers, whichallow for managers to gain access to information directly from a

company mainframe. It was resisted by centralized information

depts.



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ORGANIZATIONAL RESISTENCE

5. Threat To Establish Power Relationship redistributionof decision making authority can threaten long-established

power relationships within the organization.

6. Threat To Establish Resource Allocations Groups inthe organization that control sizable resources often see change

as a threat. Reduction in their budget or cut in their staff size?



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OVERCOMING RESISTENCE

TO CHANGE

Six tactics have been suggested for use by change

agents in dealing with resistance to change.

1. Education & Communication2. Participation

3. Facilitation & Support counseling, training etc

to reduce fear.4. Negotiation

5. Manipulation & Co-optation

6. Coercion 16Prof.MADHVI MISHRA,AIeMS


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PERSONAL CHANGE

Personal change is defined as means of

improvement in an individuals life.

It also helps in finding how to change.

It aims at tapping the unlimited potential

available in the individual.



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PERSONAL CHANGE



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UNDERSTANDING PERSONAL CHANGE Personal change is a process of movement of an

individual from current undesirable level to a

desirable level of behavior to improve theorganizational and individual effectiveness and

efficiency.

Individuals

current

undesirable

behavior

By Oneself

Personal

Change

By

assistance

of others

Personal

Development

(Change to

desired

behavior)

Identified &

Desire to

change



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PERSONAL CHANGE PROCESS

Step 1:

PC starts with discovery, finding

out more about yourself; how you do things,

how you have been limiting your options.

Discovery involves willingness to learn.

Learning might be unexpected & surprising.



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Contd...,

Step 2:

After discovery phase clearing phase

starts which involves the process of realizing and

rejecting the wrong answers which have become apart of us.

Ex: The problem with getting angry inappropriately.

The process of discovery helps realize that the

anger really belonged with a specific incident 30

years ago. That would allow clearing undesirable

responses now. Clearing is a key element in

Personal Change. 21Prof.MADHVI MISHRA,AIeMS


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Contd...,

Step 3:

Clearing then leads to

programming which is establishing usefulways of how to do things. That might

involve the discovery of how things are

being done and the creation of more

powerful new methods. Once the

Programming phase is over the phase of

processing starts.22Prof.MADHVI MISHRA,AIeMS


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ELEMENTS / COMPONENTS OF

PERSONAL CHANGE

1. SelfAwareness

2. SelfAnalysis

3. Self Esteem and

4. Self Efficacy.



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1.SELF-AWARENESS

A self-aware person is one who:1. Is aware ofones strengths & limitations

2. Has a clear idea ofones priorities: know what is imp

3. Is aware ofones attitudes, values & beliefs: Values and

beliefs are the primary causes of conflicts.4. Knows how ones behavior is affecting others

5. Knows how others are affecting oneself.

6. Is aware of ones feelings & emotions & how they affect

oneself & others7. One is aware of his fears & anxieties & the defenses he

usually employs to protect his sanity.

8. One has relatively stable & strong self-image & is not

unduly perturbed by what others say about oneself. 24Prof.MADHVI MISHRA,AIeMS


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Contd...,

SELF AWARENESS can be defined as the ability to

perceive ones own existence, including ones own traits,

feelings & behaviors. Self awareness helps in

1. Personal development through self-awareness

2. Skill development

3. Knowing your strengths and weaknesses4. Developing intuitive decision-making skills

5. Stress



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Contd...,

6. Motivation

7. Leadership

8. Practicing this management skill

9. Ask somebody

10. Questionnaires11. Seek professional help



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Contd...,

21st century leadership is based on emotional

self-awareness

Emotional Self-awareness is the key to increasedpersonal & organizational performance.

Johari Window explains Self awareness as an

element of personal Change.

Johari Window is a tool used for illustrating &

improving self-awareness, & mutual

understanding between individuals within a group.



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Developed by Joseph Luft and Harry

Ingram in the 1950s, who recognised

that, effective learning is facilitated by

good interpersonal communication

Contd...,



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Contd...,

Johari Window model is referred to as a

disclosure / feedback model of self awareness

and by some people an information processingtool.

It represents information feelings, experience,

views, attitudes, skills, intensions, motivation, etc

within or about a person-in relation to their group,from four prospective, which are regions or

areas or quadrants - open/ free area, blind

area,hiddenarea, & unknownarea.30Prof.MADHVI MISHRA,AIeMS


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ARENA BLIND

CONCEALED

/ HIDDEN

DARK /

UNKNOWN

Known by self Unknown by self

Knownby others

Unknown

by others



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Johari Window four regions:

1. What is known by the person about him/himself & is also

known by others open area, open self, free area, freeself, or thearena.

2. What is unknown by the person about him/herself but

which others knowblind area, blind self, or blindspot.

3. What the person knows about him/herself that others donot know hidden area, hidden self, avoided area,

avoided self, or faade.

4. What is unknown by the person about him/herself & is

also unknown by othersunknown area or unknown self.

Contd...,


JOHARI Window: An Interpersonal


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Public

ArenaOpen

Blind spot

BadUnaccepted

Hidden

Avoided

Private

Unknown

Unconscious

Not tried


Communications Model

KNOWN TO ME UNKNOWN TO ME

KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS




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Name

Height

Education/DeptMarks scored

Bad breath

Snoring

Untidy tableShort tempered

Bad habits

Known fears

Unshared secrets

Jealousy

PotentialsUnknown fears

Untried methods

Unseen places


Communications Model


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS


When you share about yourself or


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Public

Arena

Open

Blind spot

Bad

Unaccepted

Hidden

Avoided

Private

Unknown

Unconscious

Not tried


self-disclose:


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS




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Name

Height

Education/Dept

Marks scored

Native place

Parents

Old friends

Blind spot

Bad

Unaccepted

Hidden

Avoided

Private

Unknown

Unconscious

Not tried


self-disclose:


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS36Prof.MADHVI MISHRA,AIeMS

When you solicit or receive feedback


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Name

Height

Education/Dept

Marks scored

Native place

Parents

Old friends

(Mouth Wash)

Snoring

(Organised

Table)Short tempered

HiddenAvoided

Private

Unknown

Unconscious

Not tried

When you solicit or receive feedback

& Improve


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS


When you solicit or receive feedback and


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PublicArena

Open

Blind spot

Bad

Unaccepted

Hidden

Avoided

Private

Unknown

Unconscious

Not tried

When you solicit or receive feedbackand

self-disclose:


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS38Prof.MADHVI MISHRA,AIeMS

When you acquire knowledge:


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PublicArena

Open

Blind spot

Bad

Unaccepted

Hidden

Avoided

Private

Learn new

things

Like

swimming

When you acquire knowledge:


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS


JOHARI Window : Ideal


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More Strengths

More Comfort

Less

weaknesses

Free to

interact

Less avoidance

Less fear

Known

potentials,

Increased

Learning

JOHARI Window : Ideal


KNOWN

TOOTHERS

UNKNOWN

TO

OTHERS


MYERS BRIGGS TYPE INDICATOR


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MYERS BRIGGS TYPE INDICATOR

(MBTI)

Psychological tool used for self-

awareness.

Myers Briggs classification means

the person can begin to identify

preference in behavior & how theindividual is similar to & different

from him/her.


Contd


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Contd...,

The MBTI preferences indicate the differences in

people that result from the following1. Where they prefer to focus their attention & get energy

(Extroversion or Introversion)

2. The way they prefer to take in information (Sensing or

Intuition)3. The way they prefer to make decisions (Thinking or

Feeling)

4. How they orient themselves to the external world-with a

judging process or a perceiving process (Judging orPerceiving)

There is no right or wrong to these preferences. Each

identifies normal & valuable human behaviors.



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Contd..., The MBTI model is useful for:1. Understanding & developing yourself

2. Understanding & developing others

3. Understanding what motivates others

4. Understanding others strengths & weaknesses

5. Working in teams-by ensuring that all relevant

necessary capabilities are represented in the team

6. Allocating & agreeing tasks & project

responsibilities

7. Agreeing roles & development with others & for

oneself. 43Prof.MADHVI MISHRA,AIeMS


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(E) Extraversion Or Introversion (I) The focus or direction

or orientation of our

behavioroutward or

inward

Attitude or

orientation

(S) Sensing Or Nituition (N) How we gatherinformation

Function(Jungian

Irrational or

MB

Perceiving)

(T) Thinking Or Feeling (F) How we decide Function(Jungain

Rational or

MB

Judging)

(J) Judging Or Perceiving (P) How we react to the

worlddo prefer tomake decisions or keep

open to options (& also

which middle

Functions do we

favour)

Myers Briggs

addeddimension

equating to

Jungs

Irrational &

Rational44Prof.MADHVI MISHRA,AIeMS


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Four MBTIDichotomies



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Four MBTIDichotomies

ExtraversionIntroversion

E - I Dichotomy

Where do you prefer to focus

your attentionand get your

energy?

SensingIntuition

S - N Dichotomy

How do you prefer to take ininformation?

ThinkingFeeling

T - F Dichotomy

How do you make decisions?

JudgingPerceiving

J - P Dichotomy

How do you deal with the outer

world?



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SL.

No

Aspects Characteristics

Source of energy

1 Extroversion (E) Outgoing; speak, then thinks. Relates More

easily to the outer world of people and things,

than to the inner world of ideas.

2 Introversion (I) Reflective; thinks, then speaks. Relates more

easily to the inner world of ideas than to the

outer world of people

Collection of Information

3 Sensing (S) Practical, concrete. Would work with known

facts than look for possibilities and relationship.4 Intuiting(I) Theoretical, abstract. Would look for

possibilities and relationships than work with

known facts.



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SL.

No

Aspects Characteristics

Decision Making5 Thinking (T) Analytical (Head). Relies more on interpersonal

analysis and logic than on personal values

6 Feeling(F) Subjective (heart). Relies more on personal

values than on impersonal analysis and logic.

Understanding the world

7 Judging (J) Structured, organized. Liked a planned and

orderly and orderly way of life rather than a

flexible, spontaneous way

8 Perceiving

(P)

Flexible, spontaneous. Likes a flexible,

spontaneous way rather than a planned and

orderly way of life.


Contd


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Contd, Sixteen Personality types are 1. ISTJ The dominant quality in their lives is an abiding sense of

responsibility for doing what needs to be done in the here & now.

2. ISTP For them, the driving force in their lives is to understand howthings & phenomena in the real world work so that they can make the

best & most effective use of them.

3. ESTPFor these individuals the dominant quality in their lives is their

enthusiastic attention to the outer world of hands on & real life

experiences.4. ESTJ the driving force in their lives is their need to analyze & bring

into logical order the outer world of events, people & things.

5. ISFJthe dominant quality in their lives is an abiding respect & sense of

personal resp for doing what need to be done in the here & now.

6. ISFPThey have a dominant quality which is deep felt caring, for livingthings, combined with a quietly playful & sometimes adventurous

approach to life & all its experiences.

7. ESFPFor them the dominant quality in their lives is their enthusiastic

attention to the outer world of hands on & real life experiences.


Contd


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Contd,8. ESFJ active & intense caring about people & a strong desire to bring

harmony in their relationships.

9. INFJ is their attention to the inner world of possibilities, ideas &symbols.

10. INFPis a deep felt caring & idealism about people.

11. ENFPis their attention to the outer world of possibilities; they are exited

by continuous involvement in anything new.

12. ENFJ is an active & intense caring about people & a strong desire tobring harmony into their relationships.

13. INTJ is their attention to the inner world of possibilities, symbols,

abstractions, images & thoughts.

14. INTP is to understand what ever phenomenon is the focus of their

attention.15. ENTP is their excitement in continuous involvement in anything new,

whether it be ideas, people or activities.

16. ENTJis their need to analyze & bring into logical order the outer world

of events, people, & things.50Prof.MADHVI MISHRA,AIeMS


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E I Dichotomy: Source of Energy Most people who prefer Extraversion

Prefer action over reflection

May act quickly w/out

thinking

Are attuned to external

environments Prefer to communicate by

talking

Learn best through doing or

discussing Are sociable and expressive

Enjoy working in groups

Most people who prefer Introversion

Prefer reflection over action May not take action at all

Are attuned to inner world

Prefer to communicate in

writing Learn best through thorough

mental practice and

reflection

Are private and contained Enjoy working alone or in

pairs



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What is your E I preference?

When you are going to a large

party, what do you do?

What do you consider a largeparty or group?



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S N Dichotomy: Take in Information Most people who prefer Sensing

Emphasize the pragmatic

Prefer facts & details/specific information

Are oriented to presentrealities

Value realism

Observe and rememberspecifics through 5 senses

Build carefully andthoroughly to conclusions

Trust experience

Most people who prefer Intuition

Emphasize the theoretical

Prefer general concepts/high-level plans

Are oriented to futurepossibilities

Value imagination

See trends and patterns inspecific data

Use a sixth sense

Move quickly toconclusions, follow hunches

Trust inspiration53Prof.MADHVI MISHRA,AIeMS


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What is your S-N preference?

How did you decide

whom to support?



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TF Dichotomy: Decision Making

Most people who prefer Thinking

Are analytical

Use cause-and-effectreasoning

Solve problems with logic Strive for objective

standard of truth

Described as reasonable

Search for flaws in anargument

Fairwant everyonetreated equally

Most people who prefer Feeling

Empathetic

Guided by personal values

Assess impact of decisions

on people Strive for harmony and

positive interactions

Described ascompassionate

Search for point ofagreement in an argument

Fairwant everyonetreated as an individual



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What is your T-F Preference?

Little League Coach for

the championship game

and you can only take 11

of 13 players to the game

What do you do? How

do you choose?



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JP Dichotomy: Lifestyle Most people who prefer Judging

Are scheduled/organized

Strive to finish one projectbefore starting another

Like to have things

decided May decide things too

quickly

Try to avoid last-minutestresses; finish tasks wellbefore deadline

Try to limit surprises

See routines as effective

Most people who prefer Perceiving

Are spontaneous/flexible

Start many projects but mayhave trouble finishing them

Like things loose and open

to change May decide things too slowly

Feel energized by last-minute pressures; finish

tasks at the deadline Enjoy surprises

See routines as limiting



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What is your J-P Preference?

Sending you on a

vacation

$5,000

What do you do? Howdo you go about it?



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2. SELF ANALYSIS

Personal change begins with analyzing oneself.

Self analysis has to do with a personal SWOT

analysis.

Self analysis helps a person in understanding:

Whether or not one has a suitable aptitude for a

given job.

Whether or not one is capable of handling thevarious roles and responsibilities one has

accepted.

What motivates and what drains ones energy.59Prof.MADHVI MISHRA,AIeMS


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Contd...,

Whether one brings out the best in others or the worst in

others.

Who in the environment be it a personal or official

capacity brings out the best in oneself and who brings out

the worst in oneself?

Ones stress tolerance potential.

Whether one is doing the work that is meaningful to

himself / herself, others around him/her, his/her

organization and community.

An important aspect of self analysis is to examine whether

one has meaningful relationships with others & to move

away from relationships that are not fulfilling.60Prof.MADHVI MISHRA,AIeMS


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Contd...,

Exercise on self analysisblank sheet of paper

start answering the following questions.

Ones current and previous jobs, including anyvoluntary work

Ones interest outside work and extracurricular

activities

Ones course and

Any other significant experiences, in life.



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Contd...,Ask Oneself :

1. Why did I choose the course, job, experience?

2. Which parts of this experience did I really

enjoy?

3. Which parts did I find frustrating or boring?

4. Which bits was I best at?

5. Which bits did I find a struggle?

6. What have other people said about mycontribution in this job, course, and experience?

7. What do others consider I am good at? (Ask

them)62Prof.MADHVI MISHRA,AIeMS


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Contd...,

It tells us about the sorts of skills one feels

most comfortable using, the sort of

environment one performs best in and thetypes of people with whom one enjoys

working.



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3. SELF ESTEEM

Self-esteem or self-worth is defined as a persons

self-image at an emotional level; circumventing

reason & logic. According to Hellriegel, Slocum & Woodman

defined Self esteem as the result of an individuals

continuing evaluation of himself or herself.

According to Rosenbergs described it as a

favorable or unfavorable attitude toward the self.



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Contd,

Factors determining ones self esteem: build an

image of oneself through ones experiences with

different people & activities.experience during childhood,

- ones successes & failures,

- how we were treated by the members of onesimmediate family, teachers, coaches, religious

authorities, & by ones peers, all contributes to the

creation ofones basic self esteem.


Contd,


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,

Nature of Low Self-Esteemed Person & Healthy Self

Esteemed Person- People with low self-esteem often rely on how they are doing

in the present to determine how they feel about themselves.

They need +ve external experiences to counteract the ve

feelings & thoughts that constantly plague them. Even them

the good feeling can be temporary.

- People with healthy self esteem are able to assess oneself

accurately. They will be able to realistically acknowledge

ones strengths & limitations & at the same time accepting

oneself as worthy & worthwhile without conditions orreservations.


Contd


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Causes for healthy & low self esteem

CAUSES FOR HEALTHY SELF-ESTEEM

Childhood experiences that

include being praised

Being listened to

Being spoken to respectfully

Getting attention & hugs

Experiencing success in

sports or school Having trustworthy friends.

CAUSES FOR LOW SELFESTEEM

Childhood experiences that

include being yelled at, or

beaten

Being ignored

Teased

Being expected to be

perfect all the time Experiencing failures in

sports or school

Being harshly criticized

Contd,


Contd


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Facets of Low self-Esteem

It is not so easy to recognize low self esteem

The three common faces that low self esteem may wear are

The Impostor pretends to be happy & successful

- Lives with a constant fear that he or she will be foundout

- Needs continuous successes to maintain the mask of +ve self

esteem

The Rebelacts against the opinions or good will of others-especially people who are important or powerful-dont matter.

- Lives with constant anger about not feeling goodenough

- Continuously needs to prove that others judgments & criticisms

dont hurt

Contd,



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Contd,

The Loser acts helpless & unable to cope with the world

& waits for someone to come to the rescue.

- Uses self-pity or indifference as a shield against fear of

taking responsibility for changing his or her life.

- Looks constantly to others for guidance, which can lead to

such problems as lacking assertiveness skills, under-

achievement, & excessive reliance on others in

relationships.



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Contd,

Consequences of Low Self Esteem

It can create anxiety, stree, loneliness & increased

likelihood for depression

It can cause problems with friendships & relationships.

It can seriously impair academic & job performance.

It can lead to underachievement & increased vulnerability

to drug & alcohol abuse.

It reinforces the ve self image & can take a person intodownward spiral of lower & lower self-esteem &

increasingly non-productive or even actively self-

destructive behavior.


Measures to overcome Low self esteem:Contd,


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Measures to overcome Low self-esteem:

First believe that one can change, and should be willing to

change.There are three steps one can take to begin to change ones self-

esteem:

Step 1: Rebut the Inner Criticchallenge theve messages ofthe critical inner voice.

I failed the class test. I dont understand anything in class. I

shouldnt be taking this course.

Rebut the critic by saying I did poorly on this one test, but Ive

done O.K. on all the assignments. There are some things here

that I dont understand as well as I thought I did.


Contd,


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Step 2: Practice Self-Nurturing treat oneself as a

worthwhile person, caring for oneself in ways that shows

that one is valuable, component, deserving & lovable.Components to self-nurturing:

- Practice Basic Self-Care: enough sleep, healthy food,

regular exercise

- Plan Fun & Relaxing Things for yourself

- Reward Yourself for Your Accomplishment

- Remind Yourself of Your Strengths & Achievementskeep

file of certificates & awards where you can see them.

- Forgive Yourself When You DontDo All YoudHoped

- Self-Nurture Even When You Dont Feel You Deserve It:

Fake it until you can makeit.

Contd,


Contd,


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Step 3: Get Help from Others

- Ask for support from Friends

- Get help from Teachers & Other Helpers

- Talk to a Therapist or Counselor



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4. SELF-EFFICACY

According to Albert Bandura, self-efficacy

refers to an individuals sense of

competence or ability in general or inparticular domains.


ORGANIZATIONAL ROLES


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ORGANIZATIONAL ROLES Personal change has a direct impact in an Organization & the roles

that individuals play.

In a social system an organization has roles with expectations that

require individuals to perform certain tasks called job duties.

Discharge of duties.

People must be attracted not only to the organization but also toremain in it.

People must perform the task for which they are hired, and must do

so in a dependable manner and

People must go beyond the dependable role performance & engagein creative, spontaneous & innovative behaviour at work.

The organizational structure & Individual characteristics need to be

matched to become effective.

This matching leads to the evolving of a Role in the organization.75Prof.MADHVI MISHRA,AIeMS

Contd,


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The organization structure consists of - Work Structure, Status

Structure, Authority Structure,

Individual Characteristics likeInterest, Attitudes, Needs.

There are TWO Role Systems

- Role Space each individuals plays several roles like daughter,

mother, sales person, member of a club & so on.- Role Setis a pattern of interrelationship between one role among

many others.

Role is a convergence region between the individual & the

organization. What is given in a organization chart is the position &when the individual occupies a position, it becomes a role.

It has been defined as a set of Behaviours enacted by a

person as a result of his occupying a certain position in

the organization. 76Prof.MADHVI MISHRA,AIeMS

Making organizational roles effective


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Making organizational roles effectiveRole effectiveness depends on:

Having high role efficacy on the part of the role occupant

and

By developing a style & strategy to cope with the Role

Conflict or stress.

Role Efficacy: The performance of a person working in an

organization depends on his own potential effectiveness,

technical competence, managerial experience etc as well as

on the design of the role that he performs in an

organization. Its the integration of the two (the person andthe role) that ensures apersons effectiveness.

Role efficacy can be seen as the psychological factor

underlying role effectiveness.


Contd.., Role Efficacy and Effectiveness: Research shows that


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ff y ff

persons with high role efficacy seem to experience less

role stress, anxiety and work-related tension. They rely on

their own strengths to cope with problems, use morepurposeful behaviour, are active and interactive with

people & the environment, show growth orientation,

attitudinal commitment and positive approach behaviour.

Aspects of Role Efficacy: According to Udai Pareek role

efficacy has several aspects. The more aspects there are the

higher is the efficacy. He classified them into 3 groups or

dimensions

DIMENSION 1: ROLE MAKING

1. Self-role integration : Every person has strength,

experience, technical training, special skills. When this

role provides him with greater opportunity for using such

spl strength, his role efficacy is likely to be higher. This is

called self-role integration. 78Prof.MADHVI MISHRA,AIeMS

Contd..,


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2. Proactivity : Reactive behaviour (responding to the

expectations of other) helps a person to be effective to

some extent but Proactivity (taking the initiative ratherthan only responding to others expectations) contributes

much more to efficacy. If a person likes to take initiative

but if he don get any opportunity in his role than the

efficacy will be low.

3. Creativity : An opportunity to be creative and try new and

unconventional ways of solving problems also enhance

efficacy.

4. Confrontation : When people facing interpersonal

problems sit down and talk about them and search out

solutions, their efficacy is likely to be higher compared to

situations where they either deny having such problems or

refer them to the higher officers.


DIMENSION 2 ROLE CENTERINGContd..,


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DIMENSION 2: ROLE CENTERING

5. Centrality : If a person feels that the role he occupies is

central to the organization, his role efficacy is likely to be

high. If people feel that their roles are peripheral i.e., not

very important, their potential effectiveness will be low.

Ex: Ward boys and attendants in hospital

6. Influence: The more influence a person is able to exercise in

his role, the higher its efficacy is likely to be.

7. Personal growth : the perception that the role provides the

individual with an opportunity to grow and develop creates

high efficacy.


Contd..,


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DIMENSION 3: ROLE LINKING

8. Inter-role linkage : Linking ones role with others in theorganization increases efficacy. If there is a joint effort to

understand problems, find solutions, etc., efficacy of the

various roles is likely to be high.

9. Helping relationships: If person performing perticular rolefeels that he can get help from some source in the

organization whenever the need arises, he is likely to have

higher role efficacy.

10. Super ordination :When a person performing a particularrole feels that what he does is likely to be of value to larger

groups, his efficacy is likely to be high.


Contd..,


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Role Conflict / Stress and Effectiveness

The concept of role and the two role systems, role space

and role set have a built in potential for conflict and stress.

Role conflict : Different expectations or demands from the

role senders, on a person at work produce role conflict.

Role Ambiguity : occurs when an employee is uncertain

about assigned job duties and responsibilities.

Role conflict and role ambiguity are particularly significant

source of job-related stress.

Role stress : Having responsibility for the behaviour of others

and lack of opportunity to participate in decision makingwhich affects the role occupant creates, role stress.


Strategies to deal with role conflict and stress: Contd..,


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1. ROLE SPACE CONFLICTS: Role space is a dynamic

relationship between the various roles an individual occupies and

his self. It has three main variables: self, the role under question,

& the other roles he occupies. Any conflicts among these are

referred to as role space conflict or stress. These conflicts may

take several forms :

i. Self-Role distance : This stress arise out of the conflict between

the self-concept and the expectations from the role, as perceivedby the role occupant. Solution is role integration.

ii. Intra-role conflict : incompatibility between the different

expectations. Role linkage by using creativity is a solution.

iii. Role Stagnation : during promotion, when one person will be

promoted he feels it difficult to shift his role from one level to

another level. Stress arises. Solution is role transition.

iv. Inter-role distance : occupies more than one role than the

conflicts arise. Solution : role negotiation 83Prof.MADHVI MISHRA,AIeMS

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2. ROLE SET CONFLICTS: The role set conflict consists, of

important persons who have varying expectations from the role

that an individual occupies. The conflicts which arise as a resultof incompatibility among these expectations by the significant

others (& by the individual himself) are referred to as role set

conflicts. These conflicts take the forms mentioned below:

i. Role ambiguity: When an individual is not clear about thevarious expectations that people have from his role, he faces

role ambiguity. Its due to lack of information available to a role

occupant, or his lack of understanding of the cues available to

him.

ii. Role Overload:


Contd


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iii. Role erosion : is the individuals subjective feeling that

some important expectations that he has from a role are

shared by other roles.

iv. Resource inadequacy:

v. Personal inadequacy :

vi. Role Isolation: arise when there is a gap between the

existing & desired linkages.

Contd..,

change 1st module

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