Conflict Defined

Conflict: according to k.w Thomas A process that begins when one party perceives that another

party has negatively affected, or is about to negatively affect, something that the first party cares

about.

So conflict is, when two or more people disagree to agree on a matter and cause obstruction in

their work due to their dispute over that matter.

✓ Encompasses a wide range of conflicts that people experience in organizations, such as

• Incompatibility of goals

• Differences over interpretations of facts • Disagreements based on behavioral expectations

শীটে ডেফিনিশন অাছে দেখতে হবে
The Types of Conflict

Task Conflict:- Conflicts over content and goals of the work. Task conflict happens due to

disagreements about how to complete work tasks. It can often arise when employees interpret the

company's policies and procedures or instructions given for work assignments differently. For

example, a project team may have arguments over how to allocate work and which team

members should be responsible for specific tasks.

Relationship Conflict: Conflict based on interpersonal relationships. Relationship conflict is

a disagreement in a workplace that results from differing personalities that can

cause negative, emotional interactions among employees. An example of a

relationship conflict in an organization is tensions between coworkers who express

themselves differently.

Process Conflict:- Conflict over how work gets done. Process conflict means the

disagreement over the procedures or methods the team or group should use for

completing its tasks. It happens when procedures, policies, and strategies clash.
5 Stages Conflict Process are;

1. Potential Opposition or Incompatibility.

2. Cognition and Personalization.
3. Intentions.
4. Behavior.
5. Outcomes.
Stage 1: Potential Opposition or Incompatibility

The first step in the conflict process is the presence of conditions that create
opportunities for conflict to develop. These cause or create opportunities for
organizational conflict to rise. The conditions that can cause conflict are of 3 types.
Communication: Insufficient exchange of information and noise in the communication
channel are all barriers of communication and create conditions for conflicts. Potential for
conflict increases when either too little or too much communication takes place. The
channel for communication also has an influence on the conditions causing conflict.
Structure: Size and specialization act as a force to stimulate conflict. The larger the
group, the more specialized their activities, the greater the likelihood of conflict. Tenure
and conflict have been found to be inversely related. There is increased conflict when
group members are younger and when turnover is high.
Groups within the organizations have diverse goals. E.g.: Quality control department is
concerned with improving the quality of products while marketing department is
concerned with selling large no of goods and increasing the revenue. This diversity of
goals also is a source of conflict.
Personal variables: This includes the value systems each person has and personality
characteristics each possess. Difference in value systems are a source of conflict, as they
result in disagreement between members of the group.

Cognition and Personalization

This step in the conflict process is important because it is in the step the parties decide
what the conflict is done.
Awareness by one or more parties about the existence of conditions that create
opportunities for conflict to arise is called perceived conflict.
Emotional involvement in the conflict creating anxiety, frustration and enimity is called
felt conflict.
Positive emotions help in finding solutions to solve conflicts while a negative emotion
enhances the conflict.
Intensions

These are the decisions to act during conflict.

Using two dimensions
cooperativeness (the degree to which one party attempts to satisfy the other
party’s concerns) and
assertiveness (the degree to which one party attempts to satisfy his or her
concerns)
five conflict-handling intentions can be identified
Competing (I Win, You Lose):- When one person seeks to satisfy his or

her interests regardless of the impact on the other parties to the conflict, he is

competing

Collaborating (I Win, You Win):- It is a desire to satisfy all the parties. It

includes attempting to find a win-win situation that allows both parties goals to be

achieved.

Avoiding (No Winners, No Losers):- : It is a desire to suppress a conflict.

It includes ignoring the conflict and avoiding others with whom one disagrees.

Accommodating (I lose, You win):- It is a willingness to place the

opponent's interest above ones own. It includes sacrificing ones goal to maintain

other party's goals.

e. Compromising( You Bend, I Bend) :- It is situation in which each party

conflict is willing to give up something. There is no clear loser or winner.

stage4- this is a stage Where conflict becomes visible. The behavior stage

includes the statements, actions, and reactions made by the conflicting parties.

In this stage, each party's intentions are implemented. This is an interactive stage
 Conflict at the lower part continuum is small conflicts. Conflicts in the upper part of
the continuum are highly destructive. Strikes, riots, and wars fall in upper range.

Outcome

The action-reaction between conflicting parties results in two kinds of

outcomes.

i) Functional outcomes: Conflict results in improved performance of the group. It

improves the quality of decisions, brings about creativity and innovations, encourage
interests and curiosity among group members.
ii) Dysfunctional outcomes: It reduces the effectiveness of the group. It is as a result
of uncontrolled opposition. It leads to destruction of the group. It reduces group
communication and group coordination.
There are five steps to the negotiation process, which are:
1. Preparation and planning
2. Definition of ground rules
3. Clarification and justification
4. Bargaining and problem solving
5. Closure and implementation
Preparation and planning is the first step in the negotiation process. Here, both
parties will organize and accumulate the information necessary to have an effective
negotiation.

Definition of Ground Rules

The second step in negotiation is the definition of ground rules. In this step, rules
and procedures will be established for the planned negotiation. Consideration will
be given to questions, such as:
 Where will negotiations take place?
 Will time constraints exist?
 Will there be any issues that are off limits?
 What happens if there's not any agreement?
In addition, both parties will try and figure out what price should be the starting
point for the negotiation. Also, demands and expectations should be disclosed up
front.
In the third negotiation step, clarification and justification, the positions of both
parties are discussed at length. Each side will get a chance to explain, justify and
support their original request. This part of the negotiations should not be
argumentative, but instead, it should provide the opportunity for each side to
educate and inform each other about their position.
Bargaining and Problem Solving

The essence of the negotiation process is the actual give and take in trying to
hash out an agreement, a proper bargain

Closure and Implementation

The final step in the negotiation process is a formalization of the agreement

that has been worked out and developing and procedures that are necessary
for implementation and monitoring

Change and resistance to change

⚫ Change means making things different. Organizational
change means changes in organization structure, strategy and
policies for the change of its different forces.
Organizational change is the process by which organization
move from their present state to some desired future state to
increase effectiveness.
When an organization system is disturbed by some internal or
external forces change frequently occur or any alteration which
occur in the overall work environment of an organization.
2. Factor affecting the nature of change / factor influence to change

1. Nature of workforce: Nature of workforce influences organizational change. That

is, organizational change is inevitable due to the nature of the workforce. Eg: New

workers join an organization with inadequate skills. In this situation, the organization

has to provide training to make these new employees efficient. That is why the change

in the organization is inevitable.

Technology: (Technology change or innovation of new technology plays an important

role in organizational change. New technology brings changes in work and

organization. The invention of computer, development of information technology, etc.

has brought changes in the organization's working methods.

Economic shocks: Economic shocks affect organizational change. For example:

decrease in value of money against dollar or euro, inflation, economic recession,

decrease in growth etc. result in various changes in business. To cope with this

change, the organization also needs to change.

Competition: As a result of free market economy competition is increasing in the

market. Organizational changes have become inevitable to meet this competition.

Organizations adopt different strategies to survive in the competition. For example:

Mergers and consolidations. In order to survive in the competition, multiple

organizations join together to increase their strength. Moreover, competition is

intensifying in the development of e-commerce. Consequently, organizational change

is essential. In short, where competition increases, organizational change becomes

necessary.

Social trends: Social trends are not static in any one place. Its course changes due to

various reasons. For example, the people of our country are now using modern

information technology. They are gathering information and chatting on the Internet

that people of the developed world used to do. Again the interest of people to live in

the city is increasing. They are leaving villages or suburbs. Organizational changes

have to be made in accordance with this trend of the society.

6. World Politics: World politics would change in recent years. We have

seen the breakup of the soviet Union; the opening up of china and

Southeast Asia; political instability in many parts of the world.

For example, the United Nations and various business organizations are limiting

their activities or closing down due to the safety of workers in Iraq

3. Resistance to Change.
 One of the most well-documented findings from studies of individual and

organizational behavior is that organizations and their members resist to change.

. Resistance to change is the action taken by individuals and groups when they

perceive that a change that is occurring as a threat to them.

✔ Forms of Resistance to Change

A.Overt (Open) and immediate

_Voicing complaints, engaging in job actions

B.Implicit and deferred

- Loss of employee loyalty and motivation,

_increased errors or mistakes,

_increased absenteeism

Reason/ source of resistance to change

Resistance to organizational change are divided into two categories. These are:

• Individual Resistance

• Organizational resistance

1.Individual Resistance
Habit: Robbins thinks that humans are creatures of habit. He feels more comfortable

in the present situation. Because he has adapted himself to the current situation by

trying for a long time. So he opposes any change. For example, if the organization

moves its office or a department to a place near the city, it will have to change the

long-standing habits of the employees.

Security: Organizational change is perceived by employees as a threat to their

security. So they create barriers to change for fear of job loss. For example, when the

Ford company decided to use robots in the production of cars, workers were insecure

about losing their jobs. Again, when the daily Observer newspaper of Bangladesh

computerized its printing system, the workers engaged in this work went on strike for

fear of losing their jobs.

Economic Factors: Another source of personal handicap is economic factors. The

worker worries about his income going down. Due to organizational change, the work

of the worker will naturally increase but the organization will pay him the same salary

or wages as before. This fear creates barriers to employee change.

4) Fear of the Unknown: Change involves ambiguity and uncertainty. Employees of

the organization are unaware of the environment created by the change.

Organizational workers dislike and fear this unknown or uncertainty. As a result,

employees create barriers to change.

Selective Information Processing: The employee has no idea about the change. He

also lacks information about possible opportunities for change. Again there is no idea
about what benefits this change will provide him. Employees only select negative

information to create barriers to change. Different media also show negative

information. This negative information of the individual creates obstacles in changing

the selection process.

Organizational Resistance

resistance to change in the organization and its nature creates barriers to change.

Organizational barriers can come from the following 6 sources:

(1) (Structural Inertia): When employees are employed in an organization, they

know what to do. Organizations often feel that these workers cannot be

reassigned and they cannot be fired. In this situation, the organization is afraid

to undertake the change program.

(2) Limited Focus of Change: The organization is composed of several

interdependent sub systems. So any system change is possible without affecting

other systems. no If management changes the technological process without

changing the organizational structure, the new technology will not be accepted.

That is, limited changes in subsystems make the larger system ineffective.
3.Group Inertia: If the individual wants to change his behavior, the group value

prevents him from doing so. If any member of the union accepts the change as

suggested by the management, then it will be seen that the ideology of the union will

create obstacles to the change.

4.Threat to Expertise: Change in organizational pattern or pattern is threatened by

expert group evaluation. So they create barriers to change. For example: Managers

can receive information directly from the organization's mainframe computer. The

Information Department may block such changes. Because it is a threat to them.

Threat to Established Power Relationships: Threats are created due to changes in

the decision-making authority of the organization. They feel that their power and

influence will diminish due to change. So they create barriers to change.

Threat to established resource allocation :- They think that the changes will reduce

their budgets or reduce the number of employees in the organization. But they are

getting enough benefits in the current distribution system. Workers resist change

because they fear that change will affect the current resource distribution system.

Overcoming resistance to change

Education and Communications: An important strategy to overcome barriers to

change is education and communications. In fact, lack of education and poor

communication often hinder change. Hence if proper knowledge or education of

employees about the change and communication with them can be provide then this

problem will be solve.

2.Participation: It is difficult for individuals to resist a change decision in which they

participated. Moreover, participating in change programs provides important feedback

on changes. It increases the quality of decisions and develops the creativity of

employees. However, this technique is more time-consuming and less likely to solve

the problem.

Facilitation & support: Change agents can offer a range of supportive efforts to

reduce resistance. When employee fear & anxiety are high, employee counseling and

therapy, new skills training, leave of absence may facilitate adjustment.

Negotiation: Negotiating with employees about change is another technique to

remove barriers. When the obstacle comes from a powerful source, this strategy

becomes inevitable. However, using this technique is costly.

(5) Manipulation and cooplation: Manipulation means using events to one's

advantage. In this case, the management adopts various strategies to bring the

hindering employees to their position and as a result the employees will accept the

change. Cooplation, on the other hand, is the retention of workers. That is, the change
agent or management will try to bring the leading people who create obstacles closer

to the management through intelligence. This will allow easy support for changes.

(6) Coercion: Coercion is the last technique to overcome obstacles. If the

management fails to remove the obstruction by using any of the previous strategies, he

will directly intimidate the party causing the obstruction.

Lewin's 3 Steps Model To Manage Organizational/step or process planned

change

Kurt Lewin argued that successful change in organizations Should follow three steps:

জড়তা ভাঙানো Unfreezing Stage: In this stage, initiatives are taken to find new

ways of working against the current system. In this step the employees are made to

realize that, Their behavior is inconsistent, irrelevant and inadequate. They are made
aware that their behavior, thoughts, beliefs are not in accordance with the needs of the

time and should be changed. There are some things to follow in this step:

1. To change workers from their habit, social relations

2. II. Applying pressure to change old attitudes and behaviors so that they are

exposed to adverse experiences Read and motivate new behaviors. III. Reward

willingness to change and link reluctance with punitive measures.

পরিবর্ত ন পর্যায় Changing Stage: The changing stage is called the Nail Movement

stage. At this stage the worker acquires new ideas and behaviors. When workers

realize that their old behaviors, beliefs, and mindsets are undesirable and need to be

changed, they acquire new ideas and behaviors. Management will present the options

at this time so that they can adopt the best option. This step stimulates the worker's

thinking and intelligence and they perform in new ways.

স্বায়ীকরণ Refreezing: This step involves practicing the learned behavior at the

previous change level. Implementation of the new behavior is embraced by employees

passionately and integrates it into their routine behavior. They not only accept it but

also try to make this behavior permanent. Management should focus on ensuring that

this behavior does not disappear. If the changed behavior is similar to the expected

behavior then the management will take various incentive activities. Because workers
can leave if they don't get the message. Remember, lack of motivation can cause

employees to abandon their changed behavior without sustaining it.

The process of Action Research consists of five steps as explained below:-

1. Diagnosis: In the first step, the change agent gathers information about
problems, anxieties and required changes from members of the organization. The
information is gathered by asking questions, interviews, review of records and
listening to employees. The diagnosis will help the agent in finding out what is
actually ailing the organization.
2. Analysis: The information gathered in the first step is analyzed in this step. The
type consistency and patterns of problems are studied. This information is
analyzed into primary concerns, problem areas and possible actions.
3. Feedback: In this step, the change agent will share will the employees what has
been found in steps one and two. Thus, the employees will be actively involved in
any change programme. In determining what the problem is and how to create
 the solution. The change agent, in participation with the employees, develop
action plans for bringing about any needed change.
4. Action: Action plans decided in the previous step are set in motion in this step.
The employees and the change agent carry out the specific actions to correct the
problems that have been identified.
5. Evaluation: As action research provides a scientific methodology for managing
the planned change, in the final step, the change agent evaluates the
effectiveness of the action plans. Using the initial data as the benchmark, any
subsequent changes can be compared and evaluated.
√√What is organisational development

(Organizational development is a complex educational strategy intended to

change the beliefs, attitude, values and structure of organization so that they can
better adapt to new technologies, market and challenges)

The concept of organizational development originated in the 1950s and 1960s. The
organization has to change due to the influence of internal and external environment.
Adapting to these changes requires organizational development. Because
organizational development increases the efficiency and effectiveness of the
organization. As a result, it becomes easier to adapt to change.

Organisational development values :-

Respect for people:- People should be treated with respect and dignity

Trust and support:-An effective and growing organization is characterized by trust,

openness and a supportive environment.

Power equalization:- The organization must de-emphasize hierarchical authority and

control

Confrontation:- Conflicts and other problems should be openly confronted

* Participation:- The more the people who will be affected by a change participate in
the change decisions, the more they will be committed to the change the less the
resistance.
Advantages and limitations of organizational development

1) Change Throughout the Organization: Organizational development changes the

entire organization. Any change in any part of the organization will affect the entire
organization. Overall it helps in massive development.

2) Greater Motivation: Organizational development provides greater motivation to

employees at work. As a result, employees are motivated and encouraged at work.

3) Increase Productivity: Organizational development encourages, motivates and

motivates employees at work. As a result, the productivity of the employees as well as
the organization increases. Which is desirable for all organizations.

Better Quality of Work: Organizational development improves the performance of

employees. As a result of organizational development, since employees are motivated
in the workplace and their level of job satisfaction is high, their performance
improves.

5) Higher Job Satisfaction: Employees achieve higher job satisfaction in

organizational development. In this, employees express loyalty to the management
without leaving the organization.

6) Improve Team Work: Organizational development improves team work in

organizations. The employees of the organization work as a team to improve the
efficiency and effectiveness of the organization.

7) Solution of Conflict: Organizational development creates an environment for

interpersonal and intra-group conflict resolution.
8) Commitment to objectives: Organizational development commits employees to
achieve organizational goals. Employees make appropriate efforts to achieve the
objectives of the organization.

Limitations or Disadvantages

1) Major time requirement or consuming: Organizational development is a

complex process that requires more time. Organizations often cannot afford to wait

this long to reap the potential benefits.

2) Substantial expenses: Organizational development is an expensive task. Small and

medium enterprises cannot implement this program due to high cost. Therefore, while

large enterprises benefit from this activity, small and medium enterprises cannot

benefit from it due to financial instability.

3) Delay Pay Off: To get the results of organizational development, the organization

has to wait for a long time. Because of the delay, the results or the benefits are often

underestimated.

Possible Failure: There is no guarantee that the organizational development program

will produce the expected results. So the organization should keep in mind the

possible failure of this program. Failure to use a professional or skilled consultant

increases the likelihood of this failure.

5) Possible Invasion of Privacy: Organizational development programs involve

employees at almost all levels of the organization.

6) Possible psychological harm : In the implementation of organizational

development programs, many workers are psychologically broken. As a result,

employee job satisfaction and morale may decrease.

Emphasis on Group Process: A limitation of organizational development is its

emphasis on group process rather than individual performance of employees. As a

result employees are not interested in improving personal performance.

9) Conceptual or theoretical ambiguity : Many concepts or theories of the

organization are unclear to the employees. Due to this ambiguity many times the

expected benefits are not obtained from it.

10) Difficult Evaluation: Evaluating organizational development skills is very

difficult. Often its proper assessment is not possible.

Techniques of organisational development

Sensitivity Training: Sensitivity training is called leadership training. • Training

groups (T-groups) that seek to change behavior through

unstructured group interaction .The main objective of this training is to increase the

ability to understand human relations.

Benefits of sensory training

1. Awareness of own feelings and reactions in human resources. He also understands

how his behavior affects others.

2. Relationships improve and respect for others' opinions increases. 3. Attitude

improves and team cohesion increases.

4. Improves interpersonal skills

5. Leadership qualities are developed and management development is ensured.

2.Survey Feedback Approach • The use of questionnaires to identify discrepancies

among member perceptions; discussion follows and remedies are suggested. It is also

known as Likert's organisation development approach.

Because this method is dependent on data collection, arrangement, analysis and

results. Likert questionnaires were sent to managers of about 200 organizations to

collect data. He developed this model by analyzing data provided by managers. This

model has 4 systems.

System-1: Exploitative authoritarianism:

System-2 Always authoritative:

System-3 Consultative:

System- 4 Participatory:

Process Consultation (PC)

A consultant gives a client insights into what is going on around the client, within the

client, and between the client and other people; identifies processes that need

improvement.

4. Team Building

• High interaction among team members to increase trust and openness.

Team Building Activities:

Goal and priority setting.

• Developing interpersonal relations.

Role analysis to each member's role and responsibilities.

Team process analysis.

6. Appreciative Inquiry

• Seeks to identify the unique qualities and special strengths of an organization, which

can then be built on to improve performance.

• Appreciative Inquiry (Al):

• Discovery: recalling the strengths of the organization

• Dreaming: speculation on the future of the organization.

 • Design: finding a common vision.

*Destiny: deciding how to fulfill the dream.

Stress and Counseling

Decenzo and Robbins state,

("Stress is a dynamic condition in which an individual is confronted with an

opportunity; Constraint or demand related to what he or she desires and for

which out comes perceived to be both uncertain and important.

Stress or work unrest is a critical issue for management. Because it reduces the

productivity of the organization, increases absenteeism, deteriorates the labor relations

and can also create unrest in the organization. However, moderate stress also

contributes to increased productivity.

The potential sources of stress are mainly of three types. Following are the sources of

stress:

1) Environmental factors

(2) Organizational elements

3) Personal elements.

These elements are discussed below:

1.Environmental Factors
Environmental factors refer to factors that affect the work of the worker. There are

three categories of environmental factors which are discussed here:

 Economic Uncertainty:

 Political uncertainty

 Technological University

এগুলোর ব্যাখ্যা Change chapter er golo dile hobe. প্রত্যেকটা পয়েন্টের শেষে একটা

কথা লিখতে হবে তা হল and thereby workers are also under pressure and feel stress.

2.Organizational Factors

Organizational factors are considered to be the main cause of stress or emotional

disturbance among employees. Pressure to do more in limited time, pressure to avoid

mistakes, higher expectations of supervisor on worker, conflict with co-workers etc.

are identified as organizational factors. The various organizational factors that cause

turbulence are divided into 5 categories which are discussed here:

Task Demands: These factors are related to the worker's occupation. better

understand this last point we can look at the following points:

(i) If the work is fixed and if there is no freedom in the workplace, the worker is

stressed.
(ii) If there is variety in the work of the worker and there is interdependence in the

work, it leads to potential unrest of the worker. Because he knows that if his work is

not finished, there will be no other work.

(iii) excessive temperature, noise or shouting and unexpected working conditions in

the worker's workplace causing concern to the worker or

Increases turbulence.

Role Demands: Role demands relate to the workload of the worker. When a worker's

role is specified in a job, role demands are created on him. As a result, he gets

pressured to perform specific tasks. For example:

(1) Expectations are placed on the worker that are difficult to meet.

ii) Worker is disturbed or stressed when more time is expected than the reasonable

or acceptable time.

(iii) When job expectations are not clear to the employee, it creates stress in the

employee.

(iv) The worker is under stress when he does not know what to do to meet the

expectations.

Interpersonal Demands: Interpersonal demands are pressures caused by other

workers. Lack of good relations with colleagues and hostile interpersonal relations

among them lead to indiscipline.

. Organization Structure: Organizational structure is another source of employee

indiscipline. Lack of opportunities for workers to participate in executive policies and

decision-making affects workers at work which acts as a source of worker unrest.

Employees are deprived of this opportunity because of the organizational structure.

. Organizational Leadership: Organizational leadership style also creates chaos. The

behavior of many executives creates anxiety, fear and anxiety among employees. This

style of leadership affects the employees so that they feel unrest in the workplace.

3.Individual Factors

There are elements in the worker's personal life that can put him under stress. Personal

problems cause stress on the employee and also affect the performance process.

Family Problems: Family problems can also be a source of work stress. Illness of a

close relative, deterioration in family relations etc. create mental instability in the

worker and thereby create stress in him.

Personal Economic Problems: Personal economic problems increase the pressure on

the worker. This reduced his attention to work at an alarming rate

. Personality: The personality of the worker sometimes creates stress. Due to

different personality, the employee may not accept many aspects of the organization.

Which causes stress or unrest in the workplace.

√√ The Symptoms of Stress/Consequence of Stress/ High level of stress

Worker stress manifests in three general ways. These are: physical, psychological and

behavioral symptoms. By seeing these signs, the management authority will

understand whether the stress level of the employees is high or low. Following are its

symptoms or results:

1. Physiological Symptoms: Experts in health and medical sciences have proven

through research that stress affects workers physically. Such as

(1) High level of stress causes changes in the metabolic system of the worker

(Metabolism).

Increases heart rate and breathing rate.

Increases blood pressure.

Headache increases.

Increased risk of cardiac arrest.

2. Psychological Symptoms: As a result of work pressure, the worker's mind

changes. Stress makes the worker stupid or stupid. The psychological symptoms are:

(ii) Increase Tension and Anxiety

(iii) Boredom

(iv) Increase fatigue

(v) Worker delays work

These cause huge losses to the organization. This results in a decrease in the

efficiency of the organization or employee and Productivity drops dramatically.

3. Behavioral Symptoms: Stress is also manifested through the behavior of the

employee. Stress causes behavioral changes in workers. Behavioral symptoms are:

(i) Food intake habits of workers change

(ii) Increases worker smoking

(iii) Encourages enjoyment of particular objects

(iv) Talks excessively

(v) Suffers from sleep related complications.

√√The relationship between job stress and job performance / is stress can

influence job performance or stress is good or bad??

As shown in the figure, there is a 'U' relationship between workload and performance.

When there is no job conflict among the employees of the organization, there is an

absence of job challenge among them and their performance is low. When stress

increases, employee performance (propensity) increases because stress forces a person

or employee to engage with the resources required by the job.

Constructive stress is like a work motivator, which encourages the worker to react or

respond to the challenge. If the pressure increases gradually, the performance of the

worker also increases day by day up to a certain level.

If the workload increases further, it heralds destructive changes. Excess stress

interferes with performance. When a worker loses his ability, he cannot make

decisions and exhibits erratic behavior.

This suggests that there is a positive and negative relationship between job stress and

performance. Without pressure, performance is low. Even if the excess is high, the

performance decreases. However, limited levels of stress are helpful for

organizational productivity.

Approaches to Stress Management/ চাপ নিয়ন্ত্রণের কৌশল সমূহ ঃ-

While various organizational factors are responsible for creating work stress, personal

factors also contribute less. Therefore, in this case, both organizational and personal

steps need to be taken. There are two approaches to pressure regulation. Namely:

(i) Individual approaches

(ii)Organizational approaches

Individual approach :-
Implementation of Time Management Techniques: Many people manage their

time properly. They are able to perform the duties assigned to them on time. But in

this case the utilization of time is very important. A well-disciplined worker can do

his work properly. Time management principles are:

Make a list of daily activities.

Prioritize tasks based on importance and urgency.

First listing of tasks arranged in order of priority.

Knowing about daily cycles and managing by these cycles is very important part of

profession.

Physical Exercise: Non-competitive physical exercise such as walking, playing,

jogging, cycling and bicycling reduces work stress. These methods are provided by

the physician.

Relaxation training: The individual can conduct relaxation training on his own to

reduce his tension. These are:

. Meditation

A state similar to hypnosis or deep sleep. In this situation, one person's activity can

control another person's

Biofeedback (প্রতু ওর)

Social Support Network: if the worker expands his social support network, it will

reduce his tension. Because this allows someone else to listen to the employee's

problems and give him constructive advice.

Organisation approach

(1) Personnel Selection and Job Placement: Work pressure can be dealt with by

selecting the right personnel and assigning the right person to the right place. Where

the work pressure is high, it is not a problem for the management if appropriate

recruitment is done to cope with the pressure. So the issue should be considered while

selecting and recruiting staff.

(2) Training: Training increases the efficiency of a person and will reduce the

overwork fatigue (Strain) of the workers. Adequate training should be provided to

cope with the workload.

(3) Realistic goal setting: It is true that there should be a challenging attitude in goal

setting. But this goal should be achievable and realistic. Unrealistic goals put

employees under pressure on the one hand and lead to frustration on the other.

(4) Redesigning Jobs: By redesigning jobs, if the worker is given more

responsibility, more meaningful work, more freedom, it reduces the stress of the

worker. Because in this case the worker gains power with responsibility and strives to

fulfill his own responsibilities.

(5) Increase formal communication: Increasing formal organizational

communication with employees reduces uncertainty and reduces role conflict and role
ambiguity. Management can use effective communication to shape employee

perceptions.

(6) Offering employee sabbaticals: Stress can be reduced by offering employees

voluntary sabbaticals. Currently, many organizations provide such offers to

employees. this case, the employee is given leave from a few weeks to a few months.

(Establishment of corporate wellness programs): Work pressure can be eliminated

by supporting organizational wellness programs. This program focuses on the

physical and mental condition of the workers. For example, provision of canteen

facilities, smoking control, weight reduction, good food intake and development of

exercise programs etc.

Counselling

(Counseling is discussion with an employee of a problem that usually has emotional

content in order to help the employee cope with it better.)

In worker counseling there are two parties:

Counselor পরামর্শ দাতা

and Counselee.( পরামর্শ গ্রহীতা)

These two parties exchange ideas and feelings between themselves. That is, the

discussed advice is a communication act.

EMPLOYEE COUNSELING TECHNIQUES

1.Describe the problem in a friendly manner

2.Ask for the employee's help in the problem.

3. Discuss causes of the problem.

4. Identify and write down possible solutions.

5. Decide on specific action to be taken by each of you.

6. Agree upon a specific follow-up date.

√√What can be done in Counselling / Function of counselling

According to Keith Davis and Newstrom, the general purpose of employee

counseling is to help employees develop mental health

Advice :- advice is a routine act of counselling. Employees expect advice and

management tries to provide it.

(2) Reassurance: The second important function of counseling is to reassure

employees. Reaffirmation means encouraging employees or instilling

confidence in them that they have done the right thing. The counselor
 comments in this case that “you are making good progress, don't worry

everything will be fine”.

(3) Communication: Counseling improves upward and downward

communication. upward communication the worker can convey his grievances

to his superiors and through downward communication the management

advises the workers. This trend creates a trend of mobility within the

organization.

(4) Release of Emotional Tension: Releasing the emotional tension of employees

is an important function of counselling. This release of emotions is sometimes

called emotional eatharsis. When workers have an opportunity to vent their

frustrations and other problems to a sympathetic listener (here a mentor), their

emotional distress is largely alleviated.

5) Clear thinking (Clarified Thinking): Creating clear or logical thinking is

another one of the tasks of counseling. Encouraging the individual to think

rationally.

6. Reorientation: The final task of counseling is to mentally reorient the

worker. Attempts are made to change the worker's original goal and he is

advised to revert.. Eg: If a person is an alcoholic, bringing him back to a life

without alcohol. If this consultation is not possible by management, the help of

professional consultant is taken.

 Types of counselling :-

DIRECTIVE COUNSELLING :- is the process of listening to an employees

problem, deciding with the employee what should be done, and then Telling

and motivating the employee to do it)

In most cases, instructional advice completes the advisory function, but it also

performs reassurance, communication, emotional release and correction. In this

process the consultant patiently listens to the employee's problems. After

discussing with the worker, he informs the worker about what to do and

motivates the worker to do it.

Nondirective counselling:- According to Davis and Newstrom, non-directive

counseling is a process through which the counselor listens to the employee's

problems correctly, explains the employee's problem and motivates him to

understand the problem and prompts him to determine the correct approach to

solving the problem.

Non-directive advice is the complete opposite of directive advice. The

consultant does not provide any advice to the staff in relation to such

consultancy. This process is called client centered strategy. This technique is

called non-directive counseling as the counselor does not provide any direction

to the worker through counseling.

(3) Participative counselling: This technique is collaborative

. This technique was developed to overcome the limitations of the previous two

techniques. This approach lies between the -directive and non-directive

counselling.That is, this strategy is not completely consultant-centered and not client-

centered either.

(Participative counseling (also called cooperative counseling) is a mutual counselor-

counselee relationship that establishes a cooperative exchange of ideas to help solve

problems)

Difference between directive and non directive counselling.

 Attitude and job satisfaction

• Attitudes are evaluative statements or judgments either favorable or unfavorable -

concerning objects, people or events. They reflect how one feels about something.

Example: I like my job. Here, I am expressing my attitude about work.

Attitudes are caught. Rather than taught In view of the above discussion we can say:

Attitude is a complex process, which is related to individual's beliefs and feelings.

Attitudes are formed from people's past experiences and in most cases are not easily

changeable.

Tricomponent Attitudinal Model:According to the tricomponent attitude mode), attitudes

consist of three major components: a cognitive component, an affective component, and a

conative component

Cognitive component-What we know and believe about the object

Affective component-How we feel about the object

Behavioral component- How we respond to, or intend to respond to the object

The Cognitive Component:The first part of the tricomponent attitude model consists of a

person's cognitions, that is, the knowledge and perceptions that are acquired by a combination of

direct experience with the attitude object and related information from various sources. This

knowledge and resulting perceptions commonly take the form of beliefs; that is, the consumer

believes that the attitude object possesses various attributes and that specific behavior will lead to

specific outcomes. For example: "my supervisor promotion to a coworker who deserve it

less than me. He is unfair

The Affective Component: The affective component is focused on the emotional

reactions of the employee For example I dislike my Supervisor.

The Conative Component: Conation, the final component of the tri-component attitude model,

is concerned with the likelihood or tendency that an individual will undertake a specific action or

behave in a particular way with regard to the attitude object. For example I am looking for

other job

√√What are the major job attitude?/ effect of employee attitude?

Job Satisfaction: The term job satisfaction refers to an individual's general attitude toward his or

her job. It is a positive feeling about the job resulting from an evaluation of its characteristics. A

person with a high level of job satisfaction holds positive attitudes toward the job, while a person

who is dissatisfied with his or her job holds negative attitudes about the job.

Job Involvement in the real sense refers to the employee's interest in being associated with the

work concerned? When employees are genuinely engaged in work, their attitude towards work

appears to be positive. Especially if the worker considers the work important for building his
career then his sincerity increases. Because in this case work is considered a central part of his

own life.

Psychological Empowerment: Employees belief in the degree to which they affect their work

environment, their competence, the meaningfulness of their job, and their perceived autonomy in

their work.

. Organizational Commitment: Organizational Commitment measures the degree to which an

employee identifies with a particular organization and its goals, while wishing to maintain

membership in the organization.

Three dimensions :-

Affective-emotional attachment to organization Continuance

Commitment - economic value of staying

Normative -moral or ethical obligations

*Has some relation to performance, especially for new employees.

* Less important now than in past - now perhaps more of occupational commitment, loyalty to

profession rather than a given employer.

Perceived Organizational Support (POS): Degree to which employees believe that the

organization values their contribution and cares about their well-being.

√Higher when rewards are fair, employees are involved in decision-making, and supervisors are

seen as supportive.

✔High POS is related to higher OCBs and performance.

Employee Engagement: The degree of an individual's involvement with, satisfaction with, and

enthusiasm for the job.

✔Engaged employees are passionate about their work and company

Causes of job satisfaction / what determines job satisfaction? / elements of job satisfaction

Mentally challenging work.

People prefer jobs that give them opportunities to use their skills and abilities and offer a
variety of tasks, freedom, and feedback on how well they are doing. These characteristics
make work mentally challenging.

Equitable rewards:

Employees want pay systems and promotion policies that they perceive as being just,
unambiguous, and in line with their expectations. When pay is seen as fair on job
demands, individual skill level, and community pay standards, satisfaction is likely to
result. Similarly , employees seek fair promotion policies and practices. Promotions
provide opportunities for personal growth, more responsibilities, and increased social
status. Individuals who perceive that promotion decisions are made in a fair and just
manner, therefore, are likely to experience satisfaction from their jobs

Supportive working conditions :- Employees not only want salary or wages from the
organization, they also expect suitable working conditions. Work environment refers to
the environment in which the employee works. Employees generally want to work in a
safe, healthy and comfortable environment. He may be satisfied or dissatisfied only
because of the environment, whether the salary or wages are low or high.

Supportive colleague:- If goodwill is maintained among colleagues in the organization,

the level of employee satisfaction is high. Employees gain more power over their
problems if they have good relationships with colleagues. In this case, stand by each
other's danger. Mutual cooperation creates a positive attitude among them.

Pay influences job satisfaction only to a point.

After about $40,000 a year (in the U. S.), there is no relationship between amount of pay and job
satisfaction.Money may bring happiness, but not necessarily job satisfaction

Personality can influence job satisfaction.

Negative people are usually not satisfied with their jobs.

•Those with positive core self-evaluation -who believe in their inner worth and basic
competence- are more satisfied with their jobs.

Employees responses to dissatisfaction /

How Employee Can Express their Dissatisfaction?

Employees can express their dissatisfaction in various ways. This dissatisfaction can be

destructive, direct or indirect.The manifestations of dissatisfaction are discussed below:

Exit: If the employee is dissatisfied for any reason, he can leave the organization. It is a direct

and destructive behavior. In this case, in the initial stage the worker tries new work and at some

point leaves the practice

Voice: The worker can express his dissatisfaction by protesting loudly. It is an active and

constructive behavior. In this case, he always criticizes about various issues and suggests the

improvement of the situation.

Loyalty: The employee shows loyalty to the organization despite not being satisfied with the job

and waits for the situation to improve. It is a kind of constructive but indirect behavior.

Neglect: It is an indirect and destructive behavior. In this case the worker takes less initiative,

slows down the work and ignores the rules.

Analyzing the figure, we see the exist and neglect are mainly associated with employee

absenteeism, tardiness, etc. The organization does not expect such behavior. In contrast, voice

and loyality behaviors are both constructive. Organizations get support from here in taking

initiatives to remove dissatisfaction.

Outcomes of Job Satisfaction

Job performance :- satisfied work are more productive and more productive workers are more

satisfied.

The casualty may run both ways

Organizational citizenship behaviors :- satisfaction influence OCB through perception of

fairness. job satisfaction results in the employees of the organization openly discussing with the

management and reaching a compromise. Moreover, in this case the employees behave

positively towards the organization which is very important for the organization.

Customers satisfaction :- satisfied frontline employees increase customer satisfaction and

loyalty

Reduce Absenteeism: When the level of job satisfaction is high, the absenteeism rate of

employees is reduced. Because job satisfaction increases employees' interest in work and makes

them feel their own work. Organizational productivity increases as employee absenteeism

decreases.
Reduce turnover: As a result of job satisfaction, employees working in the organization do not

leave the organization, rather they express loyalty to the organization without looking for

another job. When Level of job satisfaction it's too high, the worker tries to adapt to the general

problem without covering it up.

Many moderating variables in this relationship.

• Economic environment and tenure

*Organizational actions taken to retain high performers and to weed out lower performers

Workplace Deviance Dissatisfied workers are more likely to unionize, abuse substances, steal,

be tardy, and withdraw.

Meaning of Values and Value System

Values: Values represent basic convictions (firm belief) that a specific mode of conduct or end-

state of existence is personally or socially preferable to an opposite or converse mode of conduct

or end-state of existence. They contain a judgmental element in that they carry an individual's

ideas as to what is right, good or desirable.

Value system: Value system is a hierarchy based on a ranking of an individual's values in terms

of their intensity (honesty, obedience, equality)

Fundamental of organisational behaviour : opportunity and challenge

What is organisations?

An organization is collection of people who work together collection of people to achieve

individual and organizational goals.

What is organisational behaviour?

Organizational behavior (OB) is the study of factors that affect how individuals and groups act in

organizations and how organizations manage their environments.

Value of OB: Helps people attain the competencies needed to become effective employees, team

leaders/members, or managers .

Goals of Organizational Behavior

John W Newstrom & Keith Davis define four goals of organizational behavior. According to

them most branches of science are concerned with these goals. These goals are discussed here:

1) Describe Human Behavior: The goal of organizational behavior is to determine how people

behave in different environments. People may behave more than once in one event and behave

the same way in different events. If these things are not known properly, it is not possible for the

manager to know the reason for the behavior.

2) Understanding: Understanding is the second goal of organizational behavior. Managers can

become extremely frustrated when they can't find a reason for an employee's behavior. In that
case, by studying organizational behavior, he can learn about the exact causes of human behavior

and understand the correctness of behavior by analyzing the causes.

3) Prediction of possible future outcomes (Prediction): Through organizational behavior, it is

understood what kind of behavior the human resource of the employee or organization will have

in a particular event in the future. This is the third goal of organizational behavior. A manager

does not have to deal with uncertainty if he has a clear idea of future behavior in advance.

Control: The least important and ultimate goal of organizational behavior is control. After

achieving the above objectives, the manager initiates human resources activities in the

organization or organization and thereby influences the behavior of the employees.

√√Understand ob behaviour / Forces / elements of OB

John W Newstrom & Keith Davis mention four major forces of organizational behavior.

According to them these four factors influence organizational behavior. Employees in

organizations work under an organizational structure. But these workers or human resources are

affected by the external environment. Again, the organization's technology also affects their

work. Organizational behavior develops through a series of complex interrelationships between

these elements.

(People): Staff or human factors refers to the people working in the organization. They are

guided by their own emotions and the prevailing norms of the organization. Sometimes the

external environment influences them. There are groups and factions. All these groups have their

own issues.

Structure: Organization structure is the formal relationship of people working in the

organization. Although this structure is necessary for the smooth execution of work, sometimes

complex structures leave the organization in a difficult situation.

Technology: Technology is used to assist employees in their work. Advanced technology helps

workers accomplish more with less labor.

Environment: External environment refers to the semi-controllable or uncontrollable social,

economic and political environment. Since humans live in it, all the elements under it influence

human behavior.

√√Fundamental concept of organisational behaviour

a basic concept in accounting is 'where there is a debit there is also a credit. Similarly, there are

some basic concepts in organizational behavior. They are two types

I The nature of people

2.The nature of organisation.

1. The nature of people

There are six basic human concepts.

1) Individual Differences: There are differences between each person .No people in the

world can be exactly like each other. Somehow differences in human behavior,

characteristics, interests or disinterests etc. are observed. Current science also supports

this idea. Each person's DNA structure is completely different.

Perception: Every person sees the world or any subject differently. two people see the same

thing exactly the different way. The process by which people select, organize, integrate and

analyze a particular object or object is called perception. This is also a human characteristic.

(A Whole Person): This concept states that a person cannot be separated from his talent and

skills.

Motivated Behavior: According to psychology, there is some reason behind any human

behavior. All these factors are related to its demand or lack.

5) Desire for Involvement: People always desire their own good. He always seeks

perfection and wants to make the best use of his skills and abilities.

Value of the Person: Human resources should be considered separately from other resources of

production (land, capital, technology). People always expect dignity, respect etc. No matter what

level a person works, he does not want to do something that is harmful to his honor or dignity.
The nature of organisation

1) Social systems : All organizations fall under a social system. Because organizational

functions are performed through social behavior. Two types of social systems operate

side by side in an organization. Firstly: formal system and secondly: informal system. All

parts of this system are interdependent.

2.Mutual interest: The principle of mutual interest is that as the organization feels the need of

people, the organization also needs people. People want to achieve their goals through

organization and organization tries to achieve organizational goals through people. So both have

to work for mutual interest.

√√Basic approach or Fundamental theories of organisational behaviour

Human Resource or Supportive Approaches): In this theory, people are

considered as resources. People are the greatest asset of any organization.

They are the central subsystem and resource of an organization, this approach

concerned with the growth and development of people towards higher levels of

competency, certainty, and fulfillment.

The contingency approach (sometimes called the situational approach) is

based on the premise that methods or behaviors which work effectively in One

situation fail in another.

For example; Organization Development (OD) programs, way work brilliantly

in one situation but fail miserably in another situation.

RESULTS-ORIENTED APPROACH

Outcomes of Organizational Behavior programs are assessed in terms of their efficiency.

Productivity is the key issue in this approach. Productivity measures are intertwined in the
popular practice of Total Quality Management (TQM).

Definition:- Total Quality Management is an integrated attempt to improve the quality of a

firm's products and services through a variety of techniques and training.

Focus on

1.High Customer satisfaction through listening carefully to customers Building partnership with
suppliers

2.Searching for continuous improvements in operational methods.

- Training employees in the understanding and use of statistical tools

- Meaningfully involving employs in team-based systems.

Equation showing the role of Organisation

The interaction of motivation and ability to determind a person potential performance in activity

System Approaches: The Systems approach Organizational Behavior views an

organization as a unified, powerful system composed of interrelated parts. The essence of

this approach is to see if the system is working properly and to pay attention to what factors are

affecting the system.

The Systems Approach compels Managers to take Holistic view of the subject.

Holistic Organizational Behavior interprets people - organization relationships/in terms of the

whole person, whole group, whole organization, and whole social System .

√√contributing disciplines to OB/ multidisciplinary nature of job

Psychology

Psychology has perhaps the first influence on the field of organizational

behavior because it is a science of behavior. A psychologist studies almost all
aspects Of behavior.

Psychology deals with studying human behavior that seeks to explain and
sometimes change the behavior of humans and other animals.
Sociology:- •Sociologists, studying the structure and function of small groups within a society
have contributed greatly to a more

complete understanding of behavior within organizations. Taking their cue from Sociologists,

scholars in the field of Organizational Behavior have studied the effects of the structure and

function of work organization on the behavior of groups, as well as the individuals within those

groups.

Social psychology :- An area within psychology that blends concepts from psychology and

sociology and that focuses on the influence of people on one another. It deals with how

people are affected by other individuals who are physically present or who are

imagined to be present or even whose presence is implied.

Anthropology

The main aim of anthropology is to acquire a better understanding of the

relationship between the human being and the environment. And Adaptations
to surroundings constitute culture. The manner in which people view their
surroundings is a part of the culture. Their work on culture and environment
has helped us to understand differences in fundamental values, attitudes, and
behavior among people in different countries and within different
organizations.

Political Sciences

Contributions of political scientists are significant to the understanding of

behavior in organizations. Political scientists study the behavior of individuals
and groups within a political environment.
They contribute to understanding the dynamics of power centers, structuring
of conflict and conflict resolution tactics, allocation of power and how people
manipulate power for individual self-interest.
√√Challenges and Opportunities for OB (cont'd)

1.Improving Quality and Productivity:-

Organizational Behavior Opportunities for Improving Quality and

Productivity

Quality is the extent to which the customers or users believe the product or
service surpasses their needs and expectations.

■ Quality management (QM) bekaa nij teka debo

☐ Process reengineering

2.Responding to the Labor Shortage

☐ Changing work force demographics

Fewer skilled laborers

Early retirements and older workers

3.Improving Customer Service

OB can contribute to improving an organizational performance by showing

drat how employees’ attitude and behavior are associated with customer
satisfaction.

In that case, service should be the first production oriented by using

technological opportunities like a computer, the internet etc.

To improve the customer service need to provide sales service and also the
after sales service.
Increased expectation of service quality

Customer-responsive cultures

Managing Workforce Diversity

This refers to employing different categories of employees who are

heterogeneous in terms of gender, race, ethnicity, relation, community,
physically disadvantaged, elderly people etc.

The major challenge for organizations is to become more accommodating to

diverse groups of people by addressing their different life styles, family needs,
and work styles

5.Improving people skills

Designing motivating jobs, how creating effective teams, techniques for

improving interpersonal skills

6.Stimulating innovation and change

Victory will go with the organization if they maintain their flexibility,

continually improve their quality and beat their competition in market place.
An organization's employees can be major block in change, the challenge to
the manager to stimulate their creativity and tolerance for change.

7. Improving Ethical Behavior

The complexity in business operations is forcing the workforce to face ethical

dilemmas, where they are required to define right and wrong conduct in order
to complete their assigned activities.