Behaviour in Org
Behaviour in Org
ura cy of
· su bo rdi_na tcs can dis tor t the acc
and beliefs
· eva lu~ tio n: The ref ore , the att itu des
st not be ·
mu st be jus t and rea son abl e. The se mu
use d to set tle _sc_o res wit h any b_ody.
lea rni ng
Alti!udcs ·a nd beliefs · ~c the out com e of
ir soc ial,
arid -~x pcr icn ce ·of ma nag ers abo ut the
en vir on m~
_-. reli gio us, cul tu-r al . and org ani sai ona l
out the
. . If the ma nag ers . arc opt iin isti c ab
tes the y
~ap abi liti es -anq. _sin cer ity. of ~ub ord ina
t the con trol
__ ·: ·_: ~e likely to des ign loose con.trots. Bu
iso rs arc
srs tem -is likely to _be tigh t if the sup erv
pes sim isti c.
.
.
1
.
• .. it is caJlcd goal congruence. Ideally the systems
should be so designed that action that it leads
people to take in accordance with their pc~ccivcd
self interest, arc actions that arc also 1n lhc
best interest of the organisation .
Douglcs McGregor writes in this context. "The
csscn tia1 task of management is to arrange
organisational conditions and methods of
operations, so that pocplc can achieve their own
goals best by directing their - own efforts towards
organi7..ational objectives."
People join organizations to attrun their personal
goals . These goals include complementary
rewards, job security, opportunities for
· advancement, status, recognition, etc. Similarly,
an organisation employs people to achieve its
own goals, e.g., survival, profits, growth, etc. B.,9th
personal _goals and organisatinal goals can be
achieved simultaneously through goal congruence.
-Goal congruence implies integrating the personal
goals with organi-zational goals so as to achieve
a balance.
: A sound control - system . monitors the . goal
A iound· con1,o1 system· · congruence in the organisation. It should ensure
should ensure lhat tho do- that the decisions and actions taken by employees
cisiona and actions takon .
by omployee1 aro not . are not against the int~rcsts of the organisation.
agai~ 1ho 1ntores~ ~ lho . -,· :_;::,'·The con tr:_ol system - should discourage employees
organisation · ~ fr . .
• .• _om pursuing their O'Ml goals at the cost of the
organisation. For instance, quality should not be
_sacrificed for the sake of re.ducing costs. The·
control'._system should also reward and motivate
employees wh~n -they contribute to organizational
_,.·- ~:als so. that their personal goals are also served.
. wcvcr,.:perfect congruence between individual
goals and ora~ni,.. ·
·. ~:u..ational goals docs not exist. For
example, ·md1v1dual
salary · th emp1oyccs expect as high
aa ey can act • b t th ,
afl'ord ~ond e,. ' • u. . e organisation cannot
pu~ to_·r~ncli~ ~JJI).1~. But efforts should be
goals to the extent · pcrso~a] and organisation
. ' - ~le.f
BEHAVIOUR IN ORGANISATIONS
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. . .. . . or :"ao_task ~d th en allows _the people to exercise
ev al ua tin g
· di sc·1eetion •:::a nd ju dg m e. ri·t. W hi le
perf(?~tµance, he to le ra te s reasonab
le .rnistalc"e~
in future.
arid: su gg es ts ;~ ea su re·s to avoid failures
ive.
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·His -a pp ro ac h ·to control is construct
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