UNIT – 1

Factors affecting Individual Behavior in an organization are as follows:

I. Personal Factors:
The personal factors which influence the individual behaviour can be classified into two categories:
A. Biographic Characteristics

B. Learned Characteristics

A. Biographical Characteristics:
All the human beings have certain characteristics which are genetic in nature and are inherited. These are the
qualities which the human beings are born with. These are the characteristics which cannot be changed; at
the most, these can be refined to some extent. If

Physical Characteristics:
Some of these characteristics are related to height, skin, complexion, vision, shape and size of nose, weight
etc. All these have an impact on the performance of the individuals. It is sometimes said that the eyes betray
the character of a person.

Age
Age is considered to be an inherited characteristic because it is determined by the date of birth. The
relationship between age and job performance is an issue of increasing performance. Psychologically,
younger people are expected to be more energetic, innovative, adventurous, ambitious and risk taking
Gender:
Being a male or female is genetic in nature and it is considered to be an inherited feature. Whether women
perform as well as in jobs as men do, is an issue which has initiated lot of debates, misconceptions and
opinions. The traditional view was that man is tougher than woman or women are highly emotional than
men.
Religion:
Though there are no scientific studies to prove it and we cannot generalize it, but religion and religion based
cultures play an important role in determining some aspects of individual behaviour, especially those aspects
which concern morals, ethics and a code of conduct. The religion and culture also determine attitudes
towards work and towards financial incentives.

Marital Status:
There are not enough studies to draw any conclusion as to whether there is any relationship between marital
status and job performance. Research has consistently indicated that as marriage imposes increased
responsibilities, to have a steady job becomes more valuable and important. Married employees have fewer
absences, less turnover and more job satisfaction as compared to unmarried worker

B. Learned Characteristics:
Learning is defined as, “a relatively permanent change in behaviour resulting from interactions with the
environment.” A person is born with biographical characteristics which are difficult to change or modify.
Therefore, the managers lay much stress on studying, learning and predicting the learned characteristics.

Some of these learned characteristics are as follows:

1. Personality:
By personality we don’t mean the physical appearance of a person. Psychologists are not concerned with a
smart person, with a smiling face and a charming personality. They consider personality as a dynamic
concept describing the growth and development of a person’s whole psychological system. Rather than
looking at parts of the person, personality looks at some aggregate whole that is greater than the sum of the
parts.
2. Perception:
Perception is the viewpoint by which one interprets a situation. In other words, “perception is the process by
which information enters our minds and is interpreted in order to give some sensible meaning to the world
around us. Psychology says that different people see and sense the same thing in different ways. For
example, if a new manager perceives an employee to be a job shirker, he will give him less important jobs,
even though that employee is a very able person.

Attitude:
Attitude is just like perception but with a frame of reference. It is a tendency to act in a certain way, either
favourably or unfavourably concerning objects, people or events. For example, if I say I am satisfied with
my job, I am expressing my attitude towards work. An attitude may be defined as the way a person feels
about something, a person, a place, a thing, a situation or an idea. It expresses an individual’s positive or
negative feeling about some object.

II. Environmental Factors:

The external environment is known to have a considerable impact on a person’s behaviour.

1. Economic Factors.
The behaviour of an individual is affected to a large extent by the economic environment.

A few economic factors which directly or indirectly affect the individual behaviour are as explained
below:
(a) Employment Level:
The employment opportunities which are available to the individuals go a long way in influencing the
individual behaviour. If the job opportunities are less, the individual will have to stick to a particular
organisation even though he does not have job satisfaction.

Wage Rates:
The major consideration of every employee who is working in the organisation is his wages. Though job
satisfaction is very important, but what a person will get in money terms, is the major factor affecting the
decision of a worker to stay in a particular organisation or shift to another one which will pay more wages.

(c) General Economic Environment:

Some employees who are working in Government offices or public sector undertakings are not affected by
economic cycles. Whatever the economic position of the organisation, they will receive their salaries.
Whereas, the employees, who work in the organisations, which are severely affected by economic cycles are
subjected to layoffs and retrenchment.

Technological Development:
Though technology is not an economic factor, but we include it in the economic factors because of the
impact it has on the individual job opportunities. The technological development has made the job more
intellectual and upgraded. Some workers will be dislocated unless they are well equipped to work on new
machines.

Socio-cultural Factors:
The social environment of an individual includes his relationship with family members, friends, colleagues,
supervisors and subordinates. The behaviour of other people not with the individual, but in general, is also a
part of his social environment. Similarly, every individual has a cultural background, which shapes his
values and beliefs. Work ethics achievement need, effort-reward expectations and values are important
cultural factors having impact on the individual behaviour.

Political Factors
Political environment of the country will affect the individual behaviour not directly, but through several
other factors. In a politically stable country there will be a steady level of employment (both in quantity and
quality) and high level of capital investment. Whereas companies are reluctant to invest large sums of
money in a politically instable country.

4. Legal Environment.
Rules and laws are formalized and written standards of behaviour. Both rules and laws are strictly enforced
by the legal system. Laws relate to all the members of the society e.g. Murder is a crime which is illegal and
punishable by law and applies to all the people within the system.

III. Organisational Factors:

Individual behaviour is influenced by a wide variety of organisational systems and resources.

These organisational factors are as explained below:

1. Physical Facilities:
The physical environment at a work place is the arrangement of people and things so that is has a positive
influence on people. Some of the factors which influence individual behaviour are noise level, heat, light,
ventilation, cleanliness, nature of job, office furnishing, number of people working at a given place etc.

2. Organisation Structure and Design:

These are concerned with the way in which different departments in the organisation are set up. What is the
reporting system? How are the lines of communication established among different levels in the
organisation. The behaviour and performance of the individual is influenced by where that person fits into
the organisational hierarchy.

3. Leadership:
The system of leadership is established by the management to provide direction, assistance, advice and
coaching to individuals. The human behaviour is influenced to a large extent by the behaviour of the
superiors or leaders. Behaviour of the leaders is more important than their qualities.

4. Reward System:
The behaviour and performance of the individuals is also influenced by the reward system established by the
organisation to compensate their employees.

Unit-2

Definition of Team

A team is defined as a group of people who perform interdependent tasks to work toward
accomplishing a common mission or specific objective. Some teams have a limited life: for example, a
design team developing a new product, or a continuous process improvement team organized to solve a
particular problem.

6 types of teams in the workplace with teamwork examples

Here are six teamwork examples to consider which style is most effective for your unique team dynamic:

1. Functional teams

Functional teams include members of the same department. When working within these teams, you share
different responsibilities than other members. Functional teams have leaders or supervisors to whom
members report and who designate responsibilities. Organizations commonly use functional teams, which
require communication and trust. This type of team may be beneficial to contribute to and prioritize
workplace culture.

Example: An organization establishes a team within the marketing department to determine which
campaigns are most effective. The members of this functional team have a strong understanding of their
campaigns and already have the information to make decisions. Team members then use analytics to
determine the most effective campaigns and discuss how to write their reports.

2. Cross-functional teams

Cross-functional teams share similarities with functional teams, with the primary difference being that team
members come from various departments. These teams are useful for jobs and projects that require different
expertise and viewpoints. These teams function best when supervisors and team leaders prioritize
communication. Leaders typically delegate responsibilities to members depending on their individual skill
sets.

Example: A company wants to reallocate funding to develop a new sales department. This company creates
a cross-functional team with members from every department. The members of this team analyze their
departments to determine how to reallocate funding.

3. Self-managed teams

In self-managed teams, employees working within the same organization collaborate to accomplish a
common goal. These teams are autonomous and don't need the same supervision as other types of teams.
Self-managed teams share both leadership and responsibilities. Startup companies and small businesses
often use self-managed teams. When engaging in a self-managed team, you may find it helpful to provide
constructive feedback to team members.

Example: A sales team wants to redesign their sales pitch. A self-managed team helps members succeed
because all members can collaborate to determine a solution.

4. Troubleshooting teams

When issues arise within an organization, troubleshooting teams find solutions for those issues. Their goal is
to improve processes for organizations. These teams require strong communication skills to discover
solutions for complex obstacles. These teams make recommendations to affected departments, who then
implement their recommendations.

Example: A company wants to know how to increase the efficiency of its computer systems. It establishes a
troubleshooting team from people in the IT department, so experienced staff members apply their
specialized skills to the situation. The employer can then decide which changes to make based on what the
team finds during their troubleshooting.

5. Project team

Project teams work on specific projects for their employers. Members of project teams typically come from
several departments and perform tasks depending on their abilities. These teams have project leaders who
assign responsibilities and monitor work.

Example: A team needs to create a new company website. Members from the marketing and web
development departments collaborate to create the website. Everyone on the team continues to work
together on this project until its completion.

6. Task-force teams

Organizations need task force teams when emergencies arise. These teams comprise the most efficient
employees within an organization. In task-force teams, employees work exclusively on their tasks within the
team. This differs from other teams, which frequently combine an employee's regular caseload with that of
the team. The goal of the task force is to complete projects quickly and efficiently.
Example: A recent update to an organization's network corrupts its sensitive computer files. The employer
establishes a task-force team to determine whether they can save these files.

Team Building

Team building is an ongoing process that helps a work group evolve into a cohesive unit. The team
members not only share expectations for accomplishing group tasks, but trust and support one another and
respect one another's individual differencgjes.

Types of team building

There are four main types of team building activities, which include

 Communication activities
 Problem solving and decision-making activities
 Adaptability and planning activities
 Trust-building activities

The idea is to perform various activities that are fun, challenging, and which also have the “side effect” of
building teamwork skills that can help improve employee performance and productivity at the office. In this
first installment, we’ll take a look at 10 highly effective and fun team building activities designed to
improve communication and problem-solving skills. These 10 team building activities will have your
company well on its way to building a team of peers who work well together, are productive and have a
renewed focus.

And don't forget that providing your teams with the technology they need to remain collaborative is essential
to maintaining this focus.

Five Team Roles

1. LEADER: makes sure team has clear objectives and members are engaged
Leaders have good awareness about what skills their group needs to develop, they are good at planning and
prioritising tasks needed to complete work. They are organised and focus on time management, and can set
realistic targets. They have a good sense of when a problem is 'solved', and pay attention to detail in
checking and finalising work.
2. CHALLENGER: questions effectiveness and drives for results
Challengers can look at problems and see more than one solution. They are able to explain ideas and
counter-ideas clearly to people, and are always thinking about how to do things better.
3. DOER: encourages progress and takes on practical jobs
Doer's deal well with distractions are are focused workers. They know where to go to find information and
are proactive about doing so. They are task oriented and ask for advice or input when they are stuck on a
problem.
4. THINKER: produces ideas and thinks through those proposed by others
Thinkers are good at selecting the information they need to solve problems or complete tasks. They are
logical and can break down tasks into steps and put information in order. When solutions to problems don't
work they try to find out why and approach the problem from another direction.
5. SUPPORTER: eases tension and promotes harmony
Supporters work well with other people and listen to their suggestions. They like to check that they have
understood problems, and suggest different ways of solving them in a team. They stay calm when there is
disagreement or conflict. They can follow instructions to get tasks done and see how these contribute to
overall team goals.

Team Norms

Team norms are a set of rules or operating principles that shape team members' interactions. Team
norms establish clear, agreed-upon behavior, how the work will get done, and what team members can
expect of each other. This is a key way to build trust, which is critical for team success.

Comparison Chart
BASIS FOR
GROUP TEAM
COMPARISON

Meaning A collection of individuals who A group of persons having collective

work together in completing a identity joined together, to accomplish a
task. goal.

Leadership Only one leader More than one

Members Independent Interdependent

Process Discuss, Decide and Delegate. Discuss, Decide and Do.

Work Products Individual Collective

Focus on Accomplishing individual goals. Accomplishing team goals.

Accountability Individually Either individually or mutually

Behaviour of team cohesiveness

Trust

At the base of the pyramid is trust. Without trust on the team, very little progress can be made in gaining
cohesiveness overall. Vulnerability-based trust (the ability to expose one’s weaknesses) is key to building
the relationships required to be able to withstand and even benefit from both the routine and unique
challenges every team faces.

Conflict

Conflict is sometimes considered dangerous on a team because it can lead to hard feelings. However, if the
team has relationship trust, members feel secure enough to be honest and courageous. If trust is truly in
place, conflict is constructive. In fact, conflict is critical to ensuring that all points of view and aspects of
issues have been discussed, understood, and taken into account. Teams without conflict tend to shut out
valuable feedback which can lead to poor decision-making.

Commitment

Gaining commitment from team members is not the same as getting consensus. According to Lencioni,
reaching consensus means compromise, and compromise might not yield the best result. Commitment
comes with clarity of purpose. Take a problem for which there are several ideas. With trust and appropriate
conflict, the team chooses the idea they will pursue. Though only one idea is chosen, every member
understands why that idea was selected and supports the idea—both inside the team and when
communicating externally.

Accountability

Accountability is typically the most difficult behavior for a team to master. Most will never get to the point
where each team member routinely holds all other members accountable. Reaching and maintaining good
scores in the previous steps will make accountability much easier. Accountability can become part of a
team's overall dynamic.

Results

Achieving team objectives is why the team exists. If each prior behavior is functioning well, each member
of the team is focused on achieving the team’s goal. The team goal becomes more important than any
individual’s personal goal, and everyone feels rewarded by being part of the team result.

CREATING EFFECTIVE TEAM

The Seven Characteristics of Effective Creative Teams

1. Innovation Emerges over Time

No single actor comes up with the big picture, the whole plot. The play emerges bit by bit. Each actor, in
each line of dialogue, contributes a small idea. In theater, we can see this process on stage; but with an
innovative team, outsiders never see the long chain of small, incremental ideas that lead to the final
innovation. Without scientific analysis, the collaboration remains invisible. Successful innovations happen
when organizations combine just the right ideas in just the right structure.

2. Successful Collaborative Teams Practice Deep Listening

Trained improv actors listen for the new ideas that the other actors offer in their improvised lines, at the
same time that they’re coming up with their own ideas. This difficult balancing act is essential to group
genius. Most people spend too much time planning their own actions and not enough time listening
and observing others.
3. Team Members Build on Their Collaborators’ Ideas

When teams practice deep listening, each new idea is an extension of the ideas that have come before.
The Wright brothers couldn’t have thought of a moving vertical tail until after they discovered adverse yaw,
and that discovery emerged from their experiments with wing warping.

Although a single person may get credit for a specific idea, it’s hard to imagine that person having that idea
apart from the hard work, in close quarters, of a dedicated team of like-minded individuals. Russ Mahon—
one of the Morrow Dirt Club bikers from Cupertino—usually gets credit for putting the first derailleur on a
fat-tired bike, but all ten members of the club played a role.

4. Only Afterwards Does the Meaning of Each Idea Become Clear

Even a single idea can’t be attributed to one person because ideas don’t take on their full importance until
they’re taken up, reinterpreted, and applied by others. At the beginning of Jazz Freddy’s performance, we
don’t know what John is doing: Is he studying for a test? Is he balancing the books of a criminal
organization? Although he was the first actor to think of “studying,” the others decided that he would be a
struggling umpire, a man stubbornly refusing to admit that he needed glasses. Individual creative actions
take on meaning only later, after they are woven into other ideas, created by other actors. In a creative
collaboration, each person acts without knowing what his or her action means. Participants are willing
to allow other people to give their action meaning by building on it later.

5. Surprising Questions Emerge

The most transformative creativity results when a group either thinks of a new way to frame a problem or
finds a new problem that no one had noticed before. When teams work this way, ideas are often transformed
into questions and problems. That’s critical, because creativity researchers have discovered that the most
creative groups are good at finding new problems rather than simply solving old ones.

6. Innovation Is Inefficient

In improvisation, actors have no time to evaluate new ideas before they speak. But without evaluation, how
can they make sure it’ll be good? Improvised innovation makes more mistakes, and has as many misses
as hits. But the hits can be phenomenal; they’ll make up for the inefficiency and the failures.

After the full hourlong Jazz Freddy performance, we never do learn why Bill and Mary are making copies
for John— that idea doesn’t go anywhere. In the second act, a brief subplot in which two actors are in the
witness protection program also is never developed. Some ideas are just bad ideas; some of them are good in
themselves, but the other ideas that would be necessary to turn them into an innovation just haven’t
happened yet. In a sixty-minute improvisation, many ideas are proposed that are never used. When we look
at an innovation after the fact, all we remember is the chain of good ideas that made it into the innovation;
we don’t notice the many dead ends.

7. Innovation Emerges from the Bottom Up

Improvisational performances are self-organizing. With no director and no script, the performance emerges
from the joint actions of the actors. In the same way, the most innovative teams are those that can
restructure themselves in response to unexpected shifts in the environment; they don’t need a strong
leader to tell them what to do. Moreover, they tend to form spontaneously; when like-minded people
find each other, a group emerges.
 UNIT – 3 COUNTERPRODUCTIVE WORK BEHAVIOUR

Interpersonal Influence - Meaning

 Interpersonal influence is the act of changing the attitude or behaviour of others.
 Interpersonal influence is the altered thinking that results from others’ accidental, expressive or
rhetorical communications.
 The study of Interpersonal influence focuses on power.
Interpersonal Influence Process

Social Loafing
Social Loafing is the phenomenon of a person exerting less effort to achieve a goal when they work in
a group than when working alone. It is seen as one of the main reasons groups are sometimes less
productive than the combined performance of their members working as individuals. Maximillian
Ringelmann discovered it in 1913 when he noticed group pulling-power in a tug-of-war was less
than the sum of individual strengths.
Causes of social loafing
1. Lack Of Motivation- This is one of the main driving factors behind social loafing. When an individual is
deprived of motivation for a specific task, that individual may put in less contribution, when compared to the
tasks that they are motivated about.

2. Diffusion Of Responsibility- The contributions from an individual go down when they feel less responsible
and accountable. When the team member thinks that their contribution does not impact the end results,
they tend to indulge in social loafing.

3. Group Size- In smaller groups, people are motivated and interested in focusing on better contributions. At
the same time, when the group size is larger, the individual effort may see a steep decline. So, group size
is very crucial when trying to understand the causes behind this personality and social psychology issue

Social Facilitation
Social facilitation can be defined as a tendency for individuals to perform differently when in the mere
presence of others. It was first proposed by researcher Norman Triplett in 1898. Social facilitation is a
social phenomenon in which being in the presence of others improves individual task performance. That is,
people do better on tasks when they are with other people rather than when they are doing the task alone.
Interpersonal communication
Interpersonal communication involves the information, ideas, and feelings being exchanged verbally or
non-verbally between two or more people. Elements of Interpersonal Communication are sender, receiver,
message, noise, feedback context and channel. The 4 types of interpersonal communication are
 Verbal - Verbal communication includes any spoken words or audible sounds made when
communicating. This includes in person, over the phone or on a video call. Most of the information
you convey to another person during a conversation comes from your verbal communication.
Therefore, it's important that you're aware of how you speak, and the impact of your words.
 Listening - Listening is an active process, whereas hearing is passive. It means actively hearing
what a person is saying without interruption, how they've said it, understanding their nonverbal
expressions and then, if needed, responding to them appropriately.
 Written Communication - This includes all types of written verbal communication: emails, reports,
text messages, PowerPoint presentations, cards, post-it notes, and more. This isn’t just limited to
words either, it includes drawings, emojis, even GIFs that help you deliver a message. Being able to
write effectively is critical in any environment, but especially the workplace where so much
communication takes place over platforms like Slack and email.
 Non-Verbal Communication - Nonverbal communication is a broad category that encompasses any
type of communication that is expressed without making a sound. It includes hand gestures, body
language, facial expressions, eye contact, touch, perspiration, heart rate and even the amount of
space you give others while you communicate. Nonverbal communication can be both conscious,
 such as a smile when you say hello, or unconscious, such as an expression of surprise when
receiving an unexpected gift.

Interpersonal Awareness
Interpersonal awareness is the ability to show a true understanding of yourself and others, and having a
deep knowledge of your own thoughts and feelings. Interpersonal awareness is a cornerstone for
social/emotional learning, and it’s a skill that helps us get along with others. The basis of interpersonal
awareness is empathy, the ability to recognize the emotions and perspectives of others.
Feedback Process

Interpersonal trust
Interpersonal trust is defined as the perception you have that other people will not do anything that will
harm your interest; the individual is giving the willingness to accept vulnerability or risk based on
expectations regarding another person's behaviour. Interpersonal trust can be empirically divided into two
components: Propensity to trust and other-focused trust.

Career Roles & Career Identity

Career Roles
Career roles can be defined as stable and repetitive patterns of functioning in the work context that are
independent of specific jobs and levels of functioning.
Career Identity
A career identity is a structure of meanings in which the individual links his own motivation, interests and
competencies with acceptable career roles. Career identity has implication for exploratory behavior, thus
increasing the motivation and mindfulness that create a virtuous circle, influencing the development of
knowledge and skills, which are the base of proactivity and confidence in construction of one's future
career.
Competition Cooperation
1. Competition is a disintegrative or dissociative 1. Co-operation is an associative or integrative
social process. social process
2. Competition is a process in which individuals or 2. Co-operation is a process of working together for
groups struggle for some goal or end. common rewards.
3. For competition self-confidence, strong 3. The qualities like natural awareness,
aspirations, the spirit of adventure and readiness to understanding, helpfulness and selfless attitude
suffer and to struggle are needed. are necessary for cooperation.
4. Competition has limitations as it bound by 4. Co-operation is limitless. Because one can go to
norms. any extent to help other.
5. Constructive competitions are always beneficial 5. Co-operation is always beneficial as it brings
but uncontrolled competition is always harmful or normally positive results.
dangerous. 6. Co-operation provides satisfaction and
6. Competition may cause satisfaction as well as contentment to people.
dissatisfaction. 7. The degree of solution for many international
7. Competition may contribute to socio-economic problems and disputes provided by cooperation is
progress as well as to general welfare but there is higher.
no chance for solution of international problems
and disputes.

UNIT 4 – CONFLICT RESOLUTION AT WORK

Transitions in Conflict Thought
There have been conflicting views over the role of conflict in groups and organisations. There are three
different schools of thought emphasizing different roles conflict in organisations.

These three schools of thought are:

(i) The Traditional View

(ii) The Human Relations View

(iii) The Inter-actionist View.

The traditional View:

The early approach to conflict assumed that all conflict was bad. Conflict was viewed negatively and it
was used synonymous with such terms as violence, destruction and irrationality to reinforce its negative
connotation. Conflict by definition, was harmful and was to be avoided. The traditional view was consistent
with attitudes that prevailed about group behaviour in the 1930s and 1940s. Conflict was seen as a
dysfunctional outcome resulting from poor communication, lack of openness and trust between people and
the failure of managers to be responsive to the needs and aspirations of their employees.

The Human Relations View:

The human relations view argued that conflict was a natural occurrence in all groups and organizations.
Because conflict was inevitable, the human relations school advocated acceptance of conflict. Proponents
rationalized its existence. It cannot be eliminated, and there are times when conflict may benefit a group’s
performance. The human relations view dominated conflict theory from the late 1940 through the mid-
1970s.

The Interaction view:

While the human relations view accepted conflict, the interactionist view encourage conflicts on the
grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static apathetic
and non-responsive to needs for change in innovation. The major contribution of the interactionist view
therefore is encouraging group leaders to maintain an ongoing minimum level of conflict enough to keep
the group viable, self critical and creative. The interactionist’s view does not purpose that all conflicts are
good. Rather some conflicts support the goals of the group and improve its performance these are
functional constructive firms of conflict. In addition, there are conflicts that hinder group performance these
are dysfunctional or destructive of destructive forms of conflict.

NEGOTIATION
The term negotiation refers to a strategic discussion that resolves an issue in a way that both parties find
acceptable. In a negotiation, each party tries to persuade the other to agree with their point of view.
Negotiations involve some give and take, which means one party will always come out on top of
the negotiation.
BARGAINING STRATEGIES

Bargaining is a process of reaching a mutually acceptable solution among all parties to the conflict at the
end of the negotiation process.

Bargaining strategies help to resolve the conflict through proper communication and understanding of the
situation.
2 types of bargaining strategies are; 00:00/00:00

1. Distributive Bargaining,
2. Integrative Bargaining.

Distributive Bargaining Strategy

Distributive bargaining is defined as negotiations that seek to divide up a fixed amount of resources, a win-
lose situation. Its most identifying feature is that it operates under zero-sum conditions, i.e., each party
bargains aggressively and treats the other as an opponent who must be defeated.

The core of distributive bargaining is that each party has a target point and a resistance point. The target
point is what the parties would like to achieve most.

Each party’s target point is most of the time are entirely or extremely opposite. The resistance point is the
minimum result which would be accepted by the parties.

The difference between these two points in each one’s aspiration range. As long as there is some overlap
between the aspiration ranges, there exists a settlement range in which each one’s aspiration can be met.

When engaged in distributive bargaining one’s tactics are a focus on trying to get one’s opponent to agree
to one’s specific target point or to get as close to it as possible.

Examples of such tactics are persuading to his/her target point and the advisability of accepting a
settlement near yours arguing that your target is fair, which your opponents is not and attempting to get
your opponent to feel emotionally generous toward you and thus accept an outcome close to your target
point.

Integrative Bargaining Strategy

The negotiation that seeks one or more settlements than create a win-win situation is called Integrative
Bargaining Strategy.

Regarding intra-organizational behavior, all things being equal integrative bargaining is preferable to
distributive bargaining. Integrative bargaining builds long-term relationships and facilitates working together
in the future.

It bonds negotiators and allows each to leave the bargaining table feeling that he/she has achieved a
victory. Distributive bargaining, however, leaves one party a loser.

It tends to build animosities and deeper divisions when people have to work together on an ongoing
process.

Distributive versus Integrative Bargaining

Bargaining Distributive Characteristics Integrative Characteristics

Characteristics

Available resources A fixed amount of resources to be A variable amount of resources to

divided. divide.

Primary motivations I win, you lose. I win, you win.

 Primary interests Opposed to each other. Convergent or congruent with each
other.

Focus of leadership Short term. Long term.

Nature Distributive negotiation is competitive Integrative negotiation is collaborative

and requires that every party views every and all the parties negotiate on
other party as a competitor. friendly terms, acting as allies to one
another.

Focusing interest In a distributive negotiation, every Integrative negotiation focuses on

negotiator focuses on meeting his mutual interests of all the parties and
interests, regardless of the loss the thus, comes up with constructive
others may have to face. solutions that will be beneficial for all.

NEGOTIATION PROCESS
The negotiation process utilizes five specific steps to resolve conflict or help numerous parties reach a
decision effectively. The five stages of negotiation used in most fields of business are:
There is a procedure that contains the stages below for the desired conclusion and must be followed in an
organized manner to negotiate anywhere where concerns have arisen and the subject of negotiation.
1. Preparation- This is the stage in which all facts and involvement are certain about the situation in order to
clarify one’s own position, and one must know the rules and regulations of the organization in order to discuss
the point on grounds and know what to refuse and accept while the negotiation is taking place. The
Organization must have clear rules and regulations policies that everyone can understand and refer to during
the negotiation process.
2. Discussion – This is the stage at which representatives from each side party explain their points of view
and assess the current situation. To successfully negotiate the difficulties, each participant must have
excellent listening, questioning, and comprehension abilities. Taking notes during a talk might help people
understand the topic more clearly and record the comment for future reference. It is critical to listen to each
other in order to comprehend each other’s point of view and to come to a genuine and required conclusion.
3. Descriptive Aims- After the debate, both parties’ goals and interests are revealed, and any disagreements
are resolved. All variables must be listed in order of importance so that they may be clarified and some
common ground can be found. Conflict resolution is an important aspect of the negotiating process since it
aids in detecting and resolving misunderstandings between the parties and produces positive results.
4. Negotiate for a WIN-WIN Situation- This is the stage in the negotiation where all parties’ points of view
are taken into account and the best negotiation outcome is reached, and both parties are happy and satisfied
with the result. It’s the most effective outcome. It isn’t always doable, but it can be done if goals are made.
5. Agreement- When both parties have agreed on the outcome of the negotiation and have acknowledged
each other’s perspectives and interests, it is necessary to reach an agreement so that both parties are aware
of what has been decided and what steps to take following the negotiation. Executing a plan of action-After
the parties have reached an agreement, it is time to put the plan into action. Parties will now operate in
accordance with the agreement reached between them, avoiding the concerns and conflicts that existed
previously and focusing on the best possible solution.
 UNIT 5

CIVILITY IN THE WORKPLACE

Civility is “the behaviours that help to preserve the norms for mutual respect in the workplace. Civility reflects concern for
others” and is usually demonstrated through manners, courtesy, politeness, and a general awareness of the rights, wishes,
concerns, and feelings of others.

"Civility costs nothing, and buys everything."—Mary Wortley Montagu

BENEFITS OF CIVILITY IN THE WORKPLACE

There are many benefits to practicing civility in the workplace for both employees and organizations as a whole:

 Less absenteeism
 Increased productivity
 Better morale
 Employee satisfaction and engagement
 Organizational success
 Enhancement of an organization’s reputation

TEN WAYS TO CREATE A MORE CIVIL WORKPLACE

 Acknowledge Others. No one should feel invisible. Make eye contact. Greet people with “good morning”, “good
afternoon”, etc. Use people’s names. Make people feel welcome in your presence.
 Think the Best. Most people are not trying to intentionally ruin things or do harm, try to assume positive intent. Until
proven wrong, give the benefit of the doubt that people are trying to do the best they can with the resources and tools
available to them.
 Listen. Stop focusing on yourself and your needs; instead, focus on other people. Don’t assume you need to solve
anything, just hear and try to understand clearly what they are saying. Respect what others think and honor their right
to see things differently than you do. It doesn’t mean you have to agree, just hear them.
 Speak Kindly. Be respectful in word and tone, particularly when delivering critical feedback.
 Accept and Give Praise. It is said that one of the greatest things you can give someone else is a sense of their own
worth. Praising the accomplishments of others and showing appreciation cost you nothing but deliver tremendous
value. And when you are praised, a kind thank you is all that’s necessary. Gracious humility is a virtue.
 Be Agreeable. Be open to and look for opportunities where you can accommodate others, compromise, or simply allow
someone else’s ideas to be implemented. Your way isn’t the only way.
 Respect Other People’s Time. Be punctual, end things on time, wait your turn to speak, show up to everything you’ve
promised, and every time you fail to do so, apologize.
 Apologize Earnestly. Be clear about the error you’ve made and do not make excuses. Let others know that what you
did was wrong and that you understand and regret the negative impact you’ve made.
 Accept and Give Constructive Criticism. Be clear about your intentions. If your intention is to help, then be helpful,
however, if your intent is revenge or to manipulate things to your benefit, re-evaluate and walk away. When receiving
criticism, assume the positive intentions of others. Be grateful, not defensive.
 Don’t Shift Responsibility and Blame. If you are part of the problem, own it, apologize if necessary, and help in finding
a solution. Trying to place blame rather than working to find a solution makes you an obstacle. Don’t be that person.

RESPECT

Respect is a positive feeling or action shown toward someone or something considered important. It conveys a sense of
admiration for good or valuable qualities. It is also the process of honouring someone by exhibiting care, concern, or
consideration for their needs or feelings. Respect connects everyone at a personal level. It reflects an attitude developed from
deep listening and understanding, cultural and personal sensitivity, and compassion. It honours all the participants in an
interaction by creating a safe place to have difficult conversations, and leads to an environment of honesty and mutual trust.

TEN WAYS TO SHOW RESPECT IN THE WORKPLACE

1. Say something. If you see disrespectful or unsafe behavior that undermines the work environment, speak up. Everyone
deserves to be treated respectfully.
2. Smile. Empathize and be considerate of others. Make it a routine to smile and greet everyone as you arrive at work—
it’s a sign of courtesy and kindness.
3. Say “thank you.” It may seem like common sense, but many people forget to say thank you or don’t say it with
sincerity. Show gratitude often by making sure people know you appreciate them and their actions. Give
encouragement to show you value your team’s contributions.
4. Be considerate and discreet. Be mindful of your surroundings. If you work in an open workspace and need to make a
phone call, make sure to control your own volume and respect your neighbors.
 5. Apologize. If you make a mistake, take responsibility and have a corrective action plan. Saying “I’m sorry” (without
excuses) is courageous and proves your commitment to your colleagues and to your job.
6. Participate constructively. Make sure your contribution in meetings are on topic and respectful. Avoid interrupting
others and give others your full attention.
7. Respond in a timely manner. Answer phone calls and emails promptly—this shows people you value their time. Ensure
that information is communicated and shared openly as appropriate. Sharing information signals trust and confidence.
8. Go the extra mile. Sometimes your team needs additional help to get the job done. Offer to pitch in and share the load.
If a co-worker has helped you in the past, then returning the favor is a good way to show both your respect and
gratitude.
9. Be reliable. Follow through on your commitments and responsibilities. Keep your word. Make task lists or reminders if
needed and avoid distractions that make it easy to lose sight of deadlines. You’ll earn your coworkers’ respect when
they know they can count on you.
10. Feedback is a gift. Praise much more often than you criticize. Share your expertise respectfully and be open to growth
and learning. A collaborative workplace where everyone shares their ideas and offers creative solutions is one that
thrives.

SOME KEY BENEFITS OF RESPECT IN THE WORKPLACE INCLUDE:

A respectful environment reduces stress

Stress reduction is crucial for the health and wellbeing of employees in the workplace. Employees that feel unstressed and
respected are more confident about sharing ideas and working with their colleagues to achieve their goals. Reduced stress and
increased respect can have both a mental and physical impact on the health of your employees.

Respect increases collaboration and productivity

A respectful working environment can offer more opportunities for your employees. When you show respect to your colleagues,
you value their opinions and ask for their ideas on various issues and problems. This can lead to increased collaboration and
more creative solutions, benefiting the business as a whole.

Additionally, projects can get completed faster and with increased efficiency. Each new project can be an opportunity for staff to
learn from one another and where all individuals get a chance to improve their skills. This could lead to cross-training
throughout different departments within your company, all built upon a culture of mutual respect in the workplace.

Respect improves employee satisfaction

A combination of productivity and collaboration work in synergy to create a positive workplace with employees who feel
satisfied. Your employees can leave work at the end of the day with a sense of achievement and pride over what they have
accomplished. This sense of satisfaction is beneficial to both employers and employees. Staff who feel satisfied are more likely
to stay with a company that values them and helps them develop both personally and professionally. Additionally, happy
employees are more likely to lead their teams with the care and respect that they have come to value. When turnover rates are
low, less time and money have to be spent on onboarding and training.

Respect helps to create a fair working environment

One of the most valued things that you can offer as an employer is an opportunity for staff to show their knowledge and skills
regardless of their background. A respectful atmosphere prevents favouritism, giving everyone equal opportunity to voice their
ideas. This is powerful as it gives different types of employees the chance to participate regardless of age, gender, race, sexual
orientation, or disability. By practising respect, every employee feels equal, and all ideas are valued no matter who they come
from. In respectful settings, employees can flourish when they have the opportunity to contribute equitably.

PRINCIPLES OF RESPECTFUL BEHAVIOUR

1. Listen to understand . Give the speaker your full attention, use nonverbal cues, and avoid interrupting others.
2. Keep your promises. Show others we value them by being reliable and following through on commitments.
3. Be encouraging. Show each other that we care about their ideas, contributions, and success.
4. Connect with others. Acknowledge others, smile, and be courteous.
5. Express gratitude. Give thanks and recognition to others.
6. Share information . Be sure everyone has the information they need to do their job and to feel trusted and included.
7. Speak up. Nurture an environment where everyone can raise issues of physical, mental, and emotional safety.
8. Walk in their shoes. Empathize and understand the point of view of others, be considerate of their time, and ask
before assuming.
9. Grow and develop. Share knowledge, seek feedback, and commit to learning.
10. Be a team player. Nurture an environment where help is happily offered, asked for and received, priorities are
clearly communicated, and workloads are levelled.