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Human Behavior
JBIMS - Perspective Management (MMS FY 22-25)
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Human Behavior
Understanding Behaviours
Work INDIVIDUALLY
MANAGER
Need to
UNDERSTAND & ANALYZE
Individual Behaviour
Work in GROUP
To Achieve
Organization
EFFICIENCY & GOAL
Work With the ORGANIZATION
JBIMS - Perspective Management (MMS FY 22-25)
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Human Behaviour
Human Behaviours
Kurt Lewin’s behavior model
B=f (P,E)
Person
Environment
JBIMS - Perspective Management (MMS FY 22-25)
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Human Behaviour
Human Behaviours
 Present Expectations
Kurt Lewin’s behavior model
B=f (P,E)
Person
 Future Expectations
 Personalities
 Capabilities
 Motivations
Environment
 Physical Environment
 Social Environment
JBIMS - Perspective Management (MMS FY 22-25)
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Human Behaviour
Factors Affecting Individual
Behaviour
ENVIRONMENTAL
FACTORS
PERSONAL FACTORS
ORGANIZATIONAL
FACTORS
JBIMS - Perspective Management (MMS FY 22-25)
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Human Behaviour
Age
Gender
Ability
Characteristic
Personality
Perception
Attitude
Values
Economical Factors
Employment Opportunities
Monetary Factors
Technological Development
Social Factors
Political Factors
Organizational Factors
Physical characteristics
Learned
Environmental Factors
Biographical
Characteristic
Psychological Factors
Personal
Foundation of
Human Behaviours
Physical Facilities
Organization Structure
Leadership
Reward/Motivation
To Achieve
Organization
EFFICIENCY &
GOAL
JBIMS - Perspective Management (MMS FY 22-25)
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7
Manager & Communications
JBIMS - Perspective Management (MMS FY 22-25)
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Manager & Communications
What is Communication
IDEA / FEELING /
INFORMATION
TRANSMISSION
PERSON
GROUP
JBIMS - Perspective Management (MMS FY 22-25)
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Manager & Communications
Communication From
Manager’s Perspective
Who needs information?
What information is needed?
Why should information be shared?
What is the best way to provide information?
When and how often is information needed?
Who has the information needed?
JBIMS - Perspective Management (MMS FY 22-25)
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Manager & Communications
Communication Types
Your most influential
stakeholder calls you in the
middle of a meeting you are
attending and informs you to
take care of a major change in
the design of the product that
your team is working on.
What is the most appropriate
form of communication to use
be used in this case?
JBIMS - Perspective Management (MMS FY 22-25)
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Manager & Communications
Communication Methods
• Sent or distributed directly
to specific recipients who
need to receive the
information.
• Letters
• Emails
• Reports
• Used for large complex
information sets, or for large
audiences, and requires the
recipients to access content
• E-Learning
• Data Base
• knowledge repositories
• Between two or more
parties performing a
multidirectional exchange of
information in real time
• Meetings
• Phone Calls
• Video Conference
Push
Pull
Interactive
JBIMS - Perspective Management (MMS FY 22-25)
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Manager & Communications
Communication Models
Sample basic sender/receiver communication model
Ensuring Message is Delivered
RATHER THAN UNDERSTOOD
Sender
Receiver
Sample interactive communication model
Ensuring Message is Delivered
AND UNDERSTOOD
Sender
JBIMS - Perspective Management (MMS FY 22-25)
Receiver
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Effective Communication Skills
 Active Listening Skills
 Writing, Speaking, Reading Skills
 Clarity & Concision
 Flexibility
 Transparency & Honesty
 Body Language
 Confident & Focus on Growth
 Accurate, Discipline & Completeness
 Persuasion
 Staying Positive & Patient
JBIMS - Perspective Management (MMS FY 22-25)
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Barriers to Communication
Barriers To Effective Communication
Overcoming Barriers To Effective Communication
• Lack of Clarity or Direction and Unclear Expectations
• Clear Purpose, Direction, Goals
• Unavailability and Inconsistent Check-Ins
• Large Team Sizes
• One Way Communication
• Being Available and Build an Open-Door Policy Culture
• Dealing with Conflict
• Keep Everyone Involved & Motivated
• Value Employee Feedback
• Partiality and Workplace Politics
• Listen Actively
• Poor Listening & Pitch and Tone
• Communicate Frequently and Be Specific
• Lack of Transparency, Honesty and Trust
• Build relationships with your teams & Stronger Teamwork
• Information overload and Filtering
• Right Decision-Making, Planning & Implementation
• Language Differences
JBIMS - Perspective Management (MMS FY 22-25)
•
Simplify Language & Tailor Each Communication to its Recipient
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Types of Communication Network
 The Chain Network
 The Wheel Network
 The All-Channel Network
 The Grapevine
 Workplace Design and Communication
JBIMS - Perspective Management (MMS FY 22-25)
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Motivating Employees
JBIMS - Perspective Management (MMS FY 22-25)
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Motivating Employees
MOTIVATION
Understanding
what motivates
team members to
perform
JBIMS - Perspective Management (MMS FY 22-25)
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Motivation refers to the process by which
a person’s efforts are energized, directed
and sustained towards attaining a goal
having three key elements : Energy,
Direction and Persistence.
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Motivating Employees
Motivation Techniques
CREATE A POSITIVE WORK ENVIRONMENT
• Motivate employees by giving associate upbeat, positive work environment .
• Encourage teamwork and idea-sharing.
• Eliminate conflict and give employees freedom to work independently
SET GOALS THAT ARE REASONABLE AND ACHIEVABLE
• Help employees to establish with professional goals and objectives .
• Make sure goals are affordable and achievable so employees don’t get discouraged.
• Offer encouragement when workers hit notable milestones .
INCREASE MOTIVATION BY PROVIDING INCENTIVES
•
•
•
•
Increase motivation by providing incentives to work toward.
You can create individual incentives or team incentives to encourage employees as a team.
Financial incentives - cash prizes, gift cards or restaurant gift .
Nonfinancial incentives Like extra vacation days, compressed work weeks or choice office space or
parking spots.
JBIMS - Perspective Management (MMS FY 22-25)
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Motivating Employees
Motivation Techniques
RECOGNIZE ACHIEVEMENTS AND ACCOMPLISHMENTS
• Celebrate employee achievements through employee- of-the- month or star entertainer awards
• Recognize team accomplishments as well as individual efforts.
SHARE PROFITS TO IMPROVE PERFORMANCE
• Motivate employees with the incentive of a profit-sharing program.
• It means, employees increase earnings while helping the business income rise.
PROVIDE PROFESSIONAL ENRICHMENT:
• Encourage employees to pursue further education or participate in industry organization.
• Provide tuition reimbursement or send employees to skills workshops and seminars.
JBIMS - Perspective Management (MMS FY 22-25)
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Motivating Employees
Motivation Models
• Job Satisfaction
• Achievement
• Growth
• Advancement
• Hygiene Factors
• Salary
• Physical
Environment
• Policies
JBIMS - Perspective Management (MMS FY 22-25)
Extrinsic
Intrinsic
Daniel Pink
Frederick Herzberg
Hygiene &
Motivation
• Extrinsic
• Salary
• Bonus
• Intrinsic
• Autonomy
• Mastery
• Purpose
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After Sometime
cease to Exist.
Longer lasting and
more effective
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Motivating Employees
Motivation Models
Maslow’s
Hierarchy
of Needs
Theory
• Psychological - Reasonable pay,
Workstations, Snacks & refreshments
• Safety needs Or Security – Access control,
Security personal, Surveillance Cameras
• Love, Belonging & Social Needs Socializing, Sports, Team Activities.
• Esteem & Prestige Needs - Rewards and
Recognition Bonus.
• Self-Actualization - Training and
development, Innovation initiatives,
Challenging/meaning full job tasks
JBIMS - Perspective Management (MMS FY 22-25)
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Motivating Employees
Motivation Models
• Achievement
• Reaching Goal
• Power
• Lead
• Make Decision
• Affiliation
• Part of Team
JBIMS - Perspective Management (MMS FY 22-25)
Equity
Theory
J. Stacey Adams
David McClellan’s
Theory of
Needs
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• Employees Compare What
They Get From A Job In
Relation To What They Put
Into It.
• Employee motivation at
work is driven largely by
their sense of fairness.
• Employees create a mental
ledger of the inputs and
outcomes of their job and
then use this ledger to
compare the ratio of their
inputs and outputs to
others.
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Manger As Leader
JBIMS - Perspective Management (MMS FY 22-25)
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Manger As Leader
Manager & Leader
Focus on Means For
Meeting Project Objectives
Focus on People
•
•
•
•
•
•
•
•
Planning
Coordinating
Measuring & Monitoring Works
Systems & Structure
JBIMS - Perspective Management (MMS FY 22-25)
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Relationship with People
Influencing
Motivating
Listening
25
Manger As Leader
JBIMS - Prespective Management (MMS FY 22-25)
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Manger As Leader
More on Leadership
Leadership is different than authority.
Any project team member can demonstrate leadership
behaviors.
In moments of chaos, directive action creates
more clarity and momentum than collaborative
problem solving.
Effectiveleaders
leadersadapt
adapttheir
theirstyle
styleto
tothe
thesituation.
situation.
Effective
Leaders demonstrate desired behavior in areas of honesty,
integrity, and ethical conduct.
JBIMS - Perspective Management (MMS FY 22-25)
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Competence and Commitment
Ken Blanchard’s Situational Leadership
As an individual’s competence and commitment
evolve, leadership styles evolve from directing to
coaching to supporting to delegating in order to
meet the individual’s needs
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Manger As Leader
Leadership Style
Servant leaders place emphasis on developing
project team members to their
highest potential
Autocratic
(CONTROL)
Democratic
 Are project team members growing as individuals?
 Are project team members becoming healthier, wiser,
freer, and more autonomous?
LEADERSHIP STYLE
Servant
 Are project team members more likely to become
servant leaders?
Laissez-Faire
Directive
(TRUST)
(COACH)
JBIMS - Perspective Management (MMS FY 22-25)
Servant leaders allow project teams to self-organize
when possible and increase levels of autonomy by
passing appropriate decision-making opportunities
to project team members
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Manger As Leader
Leadership Skills
Establishing and Maintaining Vision
• Understanding that purpose is critical
• Right direction toward achieving the project purpose
• A common vision helps keep people pulling in the same direction.
Critical Thinking
• Identify the root cause of problems,
• National, logical, evidence-based thinking
 Self-awareness and self-management are
required to remain calm and productive
during difficult project circumstances.
 Social awareness and social skills allow for
better bonds with project team members
and project stakeholders.
Interpersonal Skills
• Emotional Intelligence
• Decision Making
• Conflict Management
JBIMS - Perspective Management (MMS FY 22-25)
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JBIMS - Perspective Management (MMS FY 22-25)
References:1. A Guide to Project Management Body of Knowledge – 6th Edition
2. A Guide to Project Management Body of Knowledge – 7th Edition
3.Rita Mulchay – 10th Edition
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