Introduction to

Management & Organization

Managers as Leaders (1)

-Interpersonal Relationships
-Dimensions of Organization Culture
-Social and Ethical Issues at Work

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Interpersonal Relationships

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The Nature, Purpose and
Importance of Interpersonal
Relations
• Best-managed organizations…
– understand work is done through
relationships

• Interpersonal relation is the study of why

beliefs, attitudes, and behaviors can cause
problems in personal and professional
relationships

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The Importance of
Interpersonal Skills
• Interpersonal skills essential for success
in most jobs

• Technical competencies not sufficient for

success

• Recent trends in the workplace give new

importance to human relations

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Major relationship

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Manage 3 Relationships
• Ourselves
– Positive self image and self-confidence

• One-to-one
– Client/customer focus
– Biases

• Group
– Cooperation among members

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Major Forces Influencing
worker Behavior

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Dimensions of
Organization Culture

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The Nature of Culture
• Culture

– Acquired knowledge that people use

to interpret experience and generate
social behavior
• forms values
• creates attitudes
• influences behavior.

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Characteristics of Culture

Learned

Adaptive Shared

Culture

Patterned Transgenerational

Symbolic

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 How Cultures Emerge

Top
Management Behaviors Results Culture
• Agrees on • Employees • Financial • Strong culture
shared behave in ways performance emerges
assumptions of that are • Traditions are
• Market share
human behavior consistent with maintained
shared values • Employee
• Develops a • Socialization
and commitment
shared vision of practices for
assumptions
cultural values new employees

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 Methods of Maintaining
Organizational Culture

Methods of Maintaining Organizational Culture

•What managers and teams pay attention to
•Reactions to organizational crises
•Managerial role modeling
•Criteria for rewards
•Criteria for selection and promotion
•Organizational rites, ceremonies, stories

Recruitment of Removal of
employees who Organizational employees who
fit the culture Culture deviate from
the culture

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Hofstede,s
cultural dimensions theory
"Culture is the collective programming of the
mind that distinguishes the members of one
group or category of people from others“

Hofstede (2013)

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 Hofstede’s Cultural Dimensions
Power • Extent to which less powerful members of
Distance institutions and organizations accept that
power is distributed unequally
– High power distance countries: people
blindly obey the orders of their
superiors, centralized and tall
organization structures
– Low power distance countries: flatter
and decentralized organization
structures, smaller ratio of supervisors

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 Hofstede’s Cultural
Dimensions
• Extent to which people feel threatened by
ambiguous situations and have created beliefs and
Power
institutions that try to avoid such situations
Distance
– High uncertainty avoidance countries:
people have high need for security, strong
Uncertainty belief in experts and their knowledge,
Avoidance structured organizational activities, more
written rules, less risk taking by managers
– Low uncertainty avoidance countries:
people are more willing to accept risks
associated with the unknown, less
structured organizational activities, fewer
written rules, more risk taking by managers,
higher employee turnover, more ambitious
employees
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 Hofstede’s Cultural Dimensions
• Individualism: Tendency of people to look after
themselves and their immediate family only
Power – Countries high in individualism: tend to be
Distance
wealthier, support protestant work ethic, greater
individual initiative, promotions based on
Uncertainty market value
Avoidance
• Collectivism: Tendency of people to belong to
groups or collectives and to look after each other in
Individualism/ exchange for loyalty
Collectivism
– Countries high in collectivism: tend to be
poorer, less support for protestant work
ethic, less individual initiative, promotions
based on seniority

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 Hofstede’s Cultural Dimensions
• Masculinity: a culture in which the dominant social
values are success, money and things
Power
– Countries high in masculinity: great importance
Distance on earnings, recognition, advancement,
challenge, and wealth.
Uncertainty High job stress.
Avoidance • Femininity: a culture in which the dominate social
values are caring for others and the quality of life
Individualism/ – Countries high in femininity: great importance
Collectivism on cooperation, friendly atmosphere,
employment security, group decision making,
Masculinity/ and living environment. Low stress and more
Femininity employee freedom.

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Interpersonal Skills

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 Interpersonal Skills/
Facilitation Skills
Language &
Communication

Using
Listening Feedback

Questioning

Conflict Handling

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ESSENTIAL IP COMPETENCIES

– Self awareness
– Control
– Motivation
– Acknowledging the interests of subordinates
– Communication skills

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DEVELOPING IP SKILLS
▪ Developing Assertiveness
▪ Accepting Responsibility
▪ Managing Conflicts
– Avoiding
– Accommodating
– Competing/Forcing
– Collaborating
– Compromising

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 Life Positions
Attitude toward Oneself

Positive I’m OK — I’m OK —

You’re not OK You’re OK

Negative
I’m not OK — I’m not OK —
You’re not OK You’re OK

Negative Positive

Attitude toward Others

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 Management Conflict Styles

Passive Assertive
behavior I’m behavior
not OK — I’m OK —
You’re OK You’re OK

High concern Accommodating Collaborating

for others’ style style
needs

Compromising
style

Aggressive
Avoiding Forcing behavior
style style

Low concern High concern

for others’ for own
I’m needs
needs
not OK — I’m OK —
You’re not OK You’re not OK
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Factors Hampering
Interpersonal Interactions
▪ Poor Listening
▪ Emotional Arousal
▪ Lack of Time
▪ Differences in objective

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Building Positive Relationship
⚫ Use of ‘I’
- Focus on problem solving
- Don’t Deceive
- Empathy
- Listen
⚫ Use of ‘P’raise
- Be specific
- Praise progress
- Sincere
- Don’t overdo
- Timing

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 Dealing with Criticism

▪ Understand the Reason behind

▪ Empathy
▪ Don’t personalize criticism
▪ Do not be Judgmental
▪ Do not overload

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Communication Skills

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What is the communication process?
➢ Communication.
– An interpersonal process of sending and
receiving symbols with messages attached
to them.

➢ Key elements of the communication

process:
– Sender.
– Message.
– Communication channel.
– Receiver.
– Interpreted meaning.
– Feedback.
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The interactive two-way process of
interpersonal communication.

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How can communication be improved?
➢ Use of communication channels.
– Channel richness is the capacity of a
communication channel to carry
information in an effective manner.
• Low channel richness is impersonal, one-
way, and fast.
• High channel richness is personal, two-way,
and slow.

– Managers need to choose a channel

with the appropriate richness for the
communication.

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Channel richness and the use of
communication media.

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How can communication be improved?
➢ Ways to keep communication channels open
through interactive management.
– Management by wandering around (MBWA).
– Open office hours.
– Regular employee group meetings.
– Computer-mediated meetings and video
conferences.
– Employee advisory councils.
– Communication consultants.
– 360-degree feedback.

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How does perception influence
communication?

➢ Perception
– The process through which people receive
and interpret information from the
environment.
– People can perceive the same things or
situations differently.
– People behave on the basis of their
perceptions.

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Perception and communication.

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How does perception influence
communication?
➢ Perception and attribution.
– Attribution
• The process of developing explanations for
events.
– Fundamental attribution error
• Occurs when observers blame another’s
performance failures or problems on internal
factors rather than external factors.
– Self-serving bias
• Occurs because individuals blame their personal
performance failures or problems on external
factors and attribute their successes to internal
factors.
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How does perception influence
communication?
➢ Perceptual tendencies and
distortions:
– Stereotypes.
• Occur when someone is identified with a
group or category, and then oversimplified
attributes associated with the group or
category are used to describe the
individual.
– Halo effects.
• Occur when one attribute is used to
develop an overall impression of a person
or situation.
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How does perception influence
communication?
➢ Perceptual tendencies and
distortions (cont.):
– Selective perception.
• The tendency to single out for attention
those aspects of a situation or attributes
of a person that reinforce or appear
consistent with one’s existing beliefs,
values, or needs.
– Projection.
• The assignment of personal attributes to
other individuals.

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Social and Ethical Issues

at Work

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Introduction
➢ Ethics
– Code of moral principles.
– Set standards of “good” and “bad” as
opposed to “right” and “wrong.”

➢ Ethical behavior
– What is accepted as good and right in the
context of the governing moral code.

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➢ Law, values, and ethical behavior:
– Legal behavior is not necessarily ethical
behavior.
– Personal values help determine individual
ethical behavior.
• Terminal values
• Instrumental values

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• Social issues are moral problems that affect
a member or members of a society directly or
indirectly.

• Some of these issues include poverty,

divorce, bullying, incest, civil rights,
corruption, pornography, abortion, abuse,
crime, and education.

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WHY PROFESSIONAL VALUES?

• Medicine
• Hotel
• Journalism
• Insurance
• Social Work

– "is a values based profession; that is,

everything social workers do must be
with professional values in mind.”

(Kirst-Ashman 2007)
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Social Work Values and Ethics

• Values- a principle considered worthwhile

or important.
– “values determine what beliefs are
appropriate.” (Kirst-Ashman 2007)

• Ethics are derived from values. Guide

people on what is “good” and what is
“bad.”
– “Ethics address what to do with or how to
apply those beliefs” (Kirst-Ashman 2007)

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Factors influencing ethical managerial behavior -
the person, organization, and environment.

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45
 References
• Accor Hotels (2009), Workforce diversity, (online), Available from:
< www.accor-na.com/diversity/index.asp> (Accessed October, 2013)
• Baum, T. (2006). Human Resources Management for Tourism, Hospitality
and Leisure: An International Perspective. London: Thomson Learning
• Chiavenato, P. (2005) The New Time for Administration. Expanding Knowledge
in Cultural Diversity International Journal of Human Resource Management,
Vol. 2, pp. 85.
• Devine, F., Baum, T., Hearns, N. and Devine, A. (2007)
"Managing cultural diversity: opportunities and challenges for Northern Ireland
hoteliers", International Journal of Contemporary Hospitality Management,
Vol. 19 Iss: 2, pp.120 – 132
• Dubrin,P. and , Andrew.J. (2003) Fundamentals organisational behavior. S/L:
Cengage Worldwide Hospitality and Tourism Themes, Vol. 5 Iss: 9, pp.38–42
• Gröschl, S. (2011) "Diversity management strategies of global hotel groups:
A corporate web site based exploration", International Journal of Contemporary
Hospitality Management, Vol. 23 Iss: 2, pp.224 – 240
• Equality Act 2010: guidance (online) Available from:
<https://www.gov.uk/equality-act-2010-guidance>. (Accessed on October 2013)
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