Managing Interpersonal Behaviour at Work - Coursework Example

RUNNING HEAD: MANAGING INTERPERSONAL BEHAVIOUR AT WORK Managing Interpersonal Behaviour at Work School Managing Interpersonal Behaviour at Work Introduction Managing an organization, to a layman, may simply refer to handling the daily affairs, giving instructions, and trouble shooting and solving problems. The main objective of the manager then is to ensure that the requirements and activities of the organization are met and complied with. Managing does not involve mere inanimate objects or statistical figures but human beings with differing personal and educational backgrounds and experience. Human beings are dynamic, subjected to changes and affected by external stimuli. Human beings are also influenced by emotion and pressure that may affect their predisposition. Thus, the workplace is not a stable box but a dynamic environment where relationships and interactions enliven it with changes that shift even by the next moment. An effective manager must be one fully equipped with all the tools and experience to manage an environment. He/she should be flexible, respectful to subordinates and decisive in his/her action (What does it mean, 2008). The manager should know the principles of business management and principles of psychology applicable in the business sector. Effective management includes understanding the culture of the organization, the workers, their ethnicity and background, diversity management, interpersonal communication and interaction, human behaviour, etc. The field of psychology has become a relevant discipline in organisational management that universities and colleges at present offer it as course for managers and leaders in an organisation. Psychology is relevant in any organisation that it is utilised even from the start of the screening and hiring process with written test given to applicants based on psychological principles. Types of Management Focusing on individuality, Gilbreth (2008) posits three types of management – traditional management, transitory management and scientific management. Traditional management almost neglects the concept of personality. It focuses on the mind and body that includes satisfactory food and sleeping quarters, not forcing workers to overwork, amusement for workers and related concerns. It focuses on the group or class or workers rather than the individual (Gilbreth, 2008). The manager may even take pride of treating everyone equally (Gilbreth, 2008). Transitory management gives focus on “the physical and mental welfare . . . more systematically” (Gilbreth, 2008, p. 47). Individuality of the worker is given more importance (Gilbreth, 2008). Scientific management gives emphasis on the body and mind of the worker and his health (Gilbreth, 2008). Scientific management gives emphasis on the differences (idiosyncrasies) in individuals and focuses upon the individual as the unit (Gilbreth, 2008). There is functionalisation in scientific management as the development of man is planned and promoted (Gilbreth, 2008). Functionalisation, according to the Century Dictionary, is explained as the assignment of an office or function. Thus, using the term in relation of scientific management, it refers to the assignment of a function to an individual according to one’s capability and ability (Gilbreth, 2008). Functionalisation considers the work allocation, the worker and the results using psychological study and principles (Gilbreth, 2008). Psychology in Management Psychology is generally known as the study of the mind (Gilbreth, 1914). It is a science that seeks to understand persons (Why Managerial Psychology, 2008). It has become part of the learning curriculum in pedagogy and philosophy (Gilbreth, 1914). Psychology studies the process individuals “think, feel and behave” (Why Managerial Psychology, 2008, para. 3). Managerial psychology then applies such understanding and knowledge on people to formulate the best practices in the management of people (Why Managerial Psychology, 2008). Workers have different motivations and the manager must not assume that they are all motivated by compensation (Allan, 2009). A worker is a complex person that the manager must understand in order to make “unintelligible behaviors understandable” and through the use of psychology, the manager can shape the behaviour of the worker (Allan, 2009, para. 3). While some people consider management to be an inherent talent, scientific management proposes that successful managers are those who have studied management founded on laws (Gilbreth, 1914). Those who have learn such laws can be the ones who will be more to succeed (Gilbreth, 1914). The mental functioning of man is more relevant in managing effectively and utilising his/her power to the utmost and can be enhanced through learning (Gilbreth, 1914). Management involves human beings who either manage or being managed (Gilbreth, 1914). Thus, knowing the underlying managerial and psychological laws would assure more success in the interaction (Gilbreth, 1914). Management no longer refers to mere meeting the production targets but knowing and understanding the specific needs of the workers. Much more that current personnel composition is becoming more heterogenous with people emigrating from all parts of the world. Thus, diversity in the workplace is increasing and interaction becoming more complex. Autocratic management, while successful in some organisations (e.g. military organisation) that require unquestioned following and obedience, is generally an outdated mode of managing people. Diversity in the workplace has been growing unprecedentedly (Stockdale & Crosby, 2004). Under the psychological perspective, diversity comprises the "differences among people that are likely to affect their acceptance, work performance, satisfaction, or progress in an organization” (Stockdale & Crosby, 2004, p. 12). Knowing the specific cultural differences of people will enable the manager to know the strategy and motivations to apply in order to encourage people to work and perform better. Top business organizations at present are require their managers to have degrees in managerial psychology or hire someone with such background and training. This is necessary in understanding people since workers coming from different backgrounds and ethnic groups have difference values, persuasions and motivations. Managerial psychology is gaining popularity “among human resource managers, corporate trainers and people who are planning to move into the corporate coaching profession” to better equip them in handling human beings (Why Managerial Psychology, 2008, para. 5). Stephen Covey said that organizational systems and processes can improve only by perfecting the “interdependent, interpersonal relationships” (Why Managerial Psychology, 2008, para. 7). With motivation, workers can accomplish their tasks better than usual willingly (Tansey, McHugh & McGrath, 2004). Moreover, it provides other benefits for the organisation (Tansey, McHugh & McGrath, 2004). A manager that knows how to motivate employees can elicit improved performance (Tyagi, 1982, as cited in Tansey, McHugh & McGrath, 2004). A motivated employee participates in the company’s goal that would lead to the profits of the organisation (Carlsen, 2003, as cited in Tansey, McHugh & McGrath, 2004). Motivation is a key factor in excellent job performance (Jobber, 1994, as cited in Tansey, McHugh & McGrath, 2004). Unmotivated workers can result to high turnover of employees, excessive expenditure, low morale and more wasted time on the part of the management (Jobber, 1994, as cited in Tansey, McHugh & McGrath, 2004). Through the use of psychology, the management can know the elements that motivate the workers or cause them dissatisfaction (Tansey, McHugh & McGrath, 2004). Learning provided to workers also motivates employees (Tansey, McHugh & McGrath, 2004) as they find satisfaction in their need for additional knowledge. Education channels the “efforts towards organisational activities” of workers that results to increased output beyond the company expectation (Darmon, 1974, as cited in Tansey, McHugh & McGrath, 2004). Motivation can be provided through the expected rewards (extrinsic rewards such as wages, promotions, etc.) (Rudolph & Kleiner, 1989; Sujan, 1986, as cited in Tansey, McHugh & McGrath, 2004) and usually granted in terms of cash (Tansey, McHugh & McGrath, 2004). Pecuniary reward is a good motivator and can influence worker behaviour (Darmon, 1974, as cited in Tansey, McHugh & McGrath, 2004). A bonus given in the form of cash gauges the worker’s achievement and performance and thus, motivates the worker to strive further (Dauten, 1998, as cited in Tansey, McHugh & McGrath, 2004). Motivator in the form of intrinsic rewards includes expression of gratitude, rotation in job schedule, job enlargement, etc. (Rudolph & Kleiner, 1989, as cited in Tansey, McHugh & McGrath, 2004). Job enlargement refers to the performance of additional duties and responsibilities (Tansey, McHugh & McGrath, 2004). An intrinsic reward is a psychological incentive (Rudolph & Kleiner, 1989, as cited in Tansey, McHugh & McGrath, 2004) that creates a work environment filled with trust and cooperation (Tansey, McHugh & McGrath, 2004). Granting intrinsic rewards enables workers to welcome doing tasks related to duties (e.g. influencing customers, learning more about the organization) (Sujan, 1986, as cited in Tansey, McHugh & McGrath, 2004). Knowing through psychology what makes people perform better or accomplish a tasks includes knowing what makes them dissatisfied at work, discontented or not perform well. Values and motivators differ from person to person and according to one’s cultural and ethnic background. Psychology can assist the manager in handling a multicultural environment and address each of the peculiarities of the workers in getting them to work and perform the tasks required from them by organization (Grajdek, Integrating, 2009). Beliefs and attitudes must also be considered by the manager (Grajdek, Integrating, 2009). For instance, believers of Islam pray a number of times at certain hours, hence unproductive during those periods. The manager has to consider these practices in planning performance and output since hours spent for prayers will have huge cumulative effect in the long run. Applying knowledge in psychology is essential in managing a multicultural team with varied personalities in order make the members work together productively (Grajdek, Greatest, 2009). The manager has to truly understand and accept the diversity and behaviour of the workers and create appropriate environment for the workers to thrive (Grajdek, Greatest, 2009). The physical environment of the workplace likewise influences the mood, thinking and emotion of a worker. Knowing these influences upon the worker, the manager can also modify the set-up of the workplace to make them perform better. According to the Acquired Needs Theory of David McClelland, an individual has a need for achievement. The manager who applies this principle would show the workers that their need for advancement can be achieved if they perform according to the standards he set out (Motivation, 2009). Other theories developed by researchers in the field of psychology such as the Expectancy Theory (a person’s expectancy in accomplishing something affects the success of accomplishing it) by Victor Vroom, Equity Theory (people expects equal compensation for equal or similar work, education, experience, etc.) by J. Stacy Adams, Reinforcement Theories (behaviour modification through rewards and punishments) which was pioneered by B. F. Skinner and later on developed by other researchers, and several others (Motivation, 2009). Limitations on the use of Psychology Although knowledge of psychology and application of psychological principles can motivate workers to perform their tasks even beyond the regular scope, there are aspects of an individual that the manager cannot intervene. A worker may have an extreme family problem that he/she has no control disturbing his/her mind and emotion even at the workplace. In this case, the manager is not in the proper position to intervene with familial problems. Personal problems that haunt an employee even at the workplace exhibit its gravity. A highly depressed worker with emotionally negative predisposition is beyond the manager’s capacity to motivate. The worker may either take a leave which makes him/her unproductive or to consult a psychotherapist to provide therapy to alleviate the depression. A professional counseling service is needed by the worker to recover from the emotional turmoil. An employee with negative attitude towards rewards and promotions may not be motivated at all. That person may already be satisfied with his/her current position and level of salary. This may occur when the staff does not see any further need or necessity that should be satisfied. It may also be that the individual, due to previous unrewarded accomplishments no longer foresee that any exemplary performance would be rewarded. The employee may also see the manager as bias in favor of certain employees, which may or may not be true, to resist any motivation coming from the manager. The point-of-view of the employee about the manager being bias, which in reality is not true, cannot be modified by the manager in a short period. Behaviour modification aiming to increase the production output may not result to increase in output if the manager provided a wrong incentive. For instance, a five percent increase in salary did not increase the output of the workers since they value a bonus than the five percent increase which would not elevate their standard of living (Allan, 2009). Thus, the manager must determine if the workers assign a value to the reward to be given for getting a work done (Allan, 2009). An autocratic manager who pushes the workers beyond ones capacity is abhorred by the present-day workers. Workers would also evade a manager with an unpleasant attitude. Thus, an autocratic or rude manager, despite his/her efforts would not get the wiling cooperation of the workers. Conclusion Psychology has been used in several professions due to its proven scientific approach in handling and managing behaviour and people. It has been used to systematically study various situations and corporate scenarios in order to know what motivates people and how to get them perform specific tasks in the workplace. However, the knowledge of a manager on the principles of psychology cannot apply in all multifarious situations that beset the workplace. The manager may have a degree in psychology but his/her position limits the performance of a counseling or advisory service which properly belongs to the counseling unit of the organisation, the human resources department or a professional practicing psychoanalyst or psychotherapist. Workplace conditions and employees in an Asian setting are different from the Western corporate setting. Although numerous studies have been conducted to determine motivational factors in organisations, with the existence of diverse workplaces, there may still be areas that have not been discovered by researchers and academicians. Thus, more studies have to be conducted to determine these elements. New studies will continually reveal new principles and factors that would motivate workers in the performance of their tasks. In the process, the limitations of the knowledge of psychology in motivation can be remedied and make the workplace a pleasant and wholesome environment for the employees to thrive. References Allan, L. (2009, September 16). Effective Leaders and Managers Motivate With Psychology. Retrieved December 19, 2009, from http://ezinearticles.com/?Effective-­Leaders-­and-­Managers-­Motivate-­With-­Psychology&id=2936157 Gilbreth, L.M. (1914). The psychology of management; the function of the mind in determining, teaching and installing methods of least waste. Easton, PA: Hive Publishing Co. Google. Internet Archive. Retrieved 10 December 2009, from http://www.archive.org/stream/psychologymanag02gilbgoog/psychologymanag02gilbgoog_djvu.txt Gilbreth, L.M. (2008). The psychology of management. BiblioBazaar. Retrieved 10 December 2009, from http://books.google.com.ph/books?id=-8hF3OzZ-1cC&pg=PA50&lpg=PA50&dq=uses+of+psychology+for+managers&source=bl&ots=AZKAkKuMZb&sig=Otb1whPUqiWxnsbVUKfzhteQQi8&hl=tl&ei=XpUoS_mDEs2IkAWU8NCHDQ&sa=X&oi=book_result&ct=result&resnum=4&ved=0CBkQ6AEwAzgK#v=onepage&q=&f=false Grajdek, M. (2009, December 15). Greatest challenges. Psychology of Management. Retrieved 13 December 2009, from http://psychologyofmanagement.blogspot.com/ Grajdek, M. (2009, December 17). Integrating knowledge and values. Psychology of Management. Retrieved 13 December 2009, from http://psychologyofmanagement.blogspot.com/ Motivation. (2009). Business Encyclopedia. Answers.com. Retrieved 13 December 2009, from http://www.answers.com/topic/motivation Stockdale, M.S. & Crosby, F.J. (2004). The psychology and management of workplace diversity. Retrieved 11 December 2009, from http://books.google.com.ph/books?id=6Pg0LsLSyFcC&pg=PA12&lpg=PA12&dq=uses+of+psychology+for+managers&source=bl&ots=Cn1wfsig0_&sig=J0mJrQVG8bk8NtFKAgxm2TUX9Zw&hl=tl&ei=v0kpS4jqN9CHkQW9--X6DA&sa=X&oi=book_result&ct=result&resnum=10&ved=0CDEQ6AEwCTge#v=onepage&q=&f=false Tansey, L., McHugh, E. & McGrath, E. (2004, April 1). The role of internal marketing in the motivation of high contact service employees. Retrieved 10 December 2009, from http://74.125.153.132/search?q=cache:3DwTDbu-l34J:www.kai-mahnert.de/studybuddy/Papers/Services/The%2520Role%2520of%2520Internal%2520Marketing%2520in%2520the%2520Motivation%2520of%2520High%2520Contact%2520Service%2520Employees.doc+limitations+on+use+of+managerial+psychology+in+making+employees+perform&cd=38&hl=tl&ct=clnk&gl=ph What does it mean to be a ‘manager’? (2008, March 19). Psychology for Managers. Retrieved 10 December 2009, from http://www.psychologyformanagers.com/ Why managerial psychology is fast becoming the hottest postgraduate ticket in Asia for 2006. (2008). Help University College. Retrieved 13 December 2009, from http://www.help.edu.my/academic_programs/why_managerial_psychology_fast_becoming_hottest_postgraduate_ticket_asia_2006 Read More