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Organisation Behavior Organisation
Management Managed
Manager
Behavior of manager and the managed hasinfluence on management and hence on the
overall effectiveness of the organisation.
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Historical overview- paradigm shift
Agrarian economy Industrial revolution
Scientific management Taylors technical
efficiency time and motion study etc., HR movement after the depression in US
economy 1929.
Shift functional integration to achieve efficiency
and effectiveness in performance of the
organisation.
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PlanningPlanningControllingControlling
LeadingLeading OrganizingOrganizing
The FunctionsThe Functionsof Managementof Management
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The Roles of ManagementThe Roles of Management
InformationalInformationalInterpersonalInterpersonal
DecisionalDecisional
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Management functions 20th century
Plan, organise, command, command,coordinate, and control.
Modified to : planning, organizing, leading
and controlling (monitoring). What are managed?
Resources capital, human,material,
infrastructure, technology, environmental
changes, changes in government regulations,
Environment economic,social, demographic,
cultural and technological.
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The Skills ThatThe Skills ThatManagers NeedManagers Need
TechnicalTechnical
TechnicalTechnical HumanHuman
HumanHumanConceptualConceptual
ConceptualConceptual
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Managerial ActivitiesManagerial Activities
TraditionalTraditional
ManagementManagement
NetworkingNetworking
CommunicationCommunication
ManagingManagingHuman ResourcesHuman Resources
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Management / Manager rolesInterpersonal
a) Figurehead routine roles
b) Leader motivate.
c) Liaison inter-functional / outside
communication and sharing of information.
Informational
a) Monitor information and activities.
b) Disseminator transmit information to
employees.
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Management / Manager roles
Decisional. Entrepreneur: searches for opportunities and initiates
projects and actions to bring in changes.
Handling grievances / conflicts: corrective actions andhandling unexpected events which are mostly
situational,, both short and long term.
Resource creation and allocation.
Negotiation
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Management need skills Technical skills: ability to apply knowledge
and expertise to accomplish the tasks and
goals. Human skills: understand, work with and
motivate people.
Conceptual skills: ability to analyse anddiagnose complex situations and providefeasible and practical solutions in time.
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Managerial activities
Traditional management
Decision making, planning and controlling
Communication
Information dissemination to the needy- right
info in right perspective to right people in righttime.
Human resource management
Motivating, disciplining, managing conflict,
staffing, and training. Networking.
interacting, and socializing formal andinformal.
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OB PROCESS-
PROBLEM PREVENTION
UNDERSTANDING PROBLEM: Which variables are important?
How strong are they?
How do they interact?
Prediction:
What patterns of behavior are existing?
What is the cause and effect relationship?
What solutions are possible? What solutions are possible?
Which variable can be influenced?
How can they be influenced?
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Definitions of OB
Study of human behavior as individual, in groups in anyorganisation
OB is the knowledge source of human behavior to be
identified to improve organisational effectiveness
Understanding, prediction and control of human behavior in
organisations.
Investigative study of impact of Individual, Groups and
structure and culture of organisations have impact on theeffectiveness.INTERACTION
I E O
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Understanding
UnderstandingOrganizational BehaviorOrganizational Behavior
IndividualIndividualDifferencesDifferences
FundamentalFundamentalConsistenciesConsistencies
IntuitionIntuitionSystematicSystematic
StudyStudy
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PERSONALITY
PERCEPTION
LERNING
ATTITUDE AND VALUESMOTIVATION
GROUP DYNAMICS
LEADERSHIP
POWER & POLITICSCOMMUNCATION
CONFLICT
ORGANISTIONS CULTURE
HR policiess &practicesWork stress
Organisation change &
Development
Individual
behavior
group
behavior
organisationfactors
ORGANISATION
EFFECTIVENESS
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Levels of OB AnalysisLevels of OB Analysis
Individuals Groups
Structures
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Equation Evolved
Performance = Individual attributes X
Work effort X
Organisational support.
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Scope of OB STUDY OF INTER PERSONAL
BEHAVIOR
INTRAPERSONAL BEHAVIOR
ORANISATION STRUCTURE
CULTURE, CHANGES , AND CHANGE
MANAGEMENT
INTERNATIONAL OB
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APPROACHES TO OB
HR APPROACH SUPPORTIVE
CONTINGENCY SITUATIONAL
PRODUCTIVITY RESOURCE OPTIMISATION &EFFECTIVE DEPLOYMENT
SYSTEM APPROACH ENTIRE ORGANISATION
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The Study of Organizational BehaviorThe Study of Organizational Behavior
IndividualIndividual
GroupGroup
OrganizationOrganization
Study ofStudy of
OrganizationalOrganizational
BehaviorBehavior
Social PsychologySocial Psychology
Political SciencePolitical Science
AnthropologyAnthropology
PsychologyPsychology
SociologySociology
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Contributing disciplines to OB Psychology: seeks to measure, explain and change
behavior of humans. Helps in understanding individualbehavior learning, perception, personality, emotions,trainability, leadership, motivational forces, decisionmaking, attitude, which helps in selection, work design,
job allocation, performance appraisal, training and
development, and in some cases cessation. Sociology:helps in understanding group behaviors.
Social psychology: change management andadaptability of the individuals and the group of
individuals in the organisation. Anthropology: cultures and environments.
Political science: influence of politicalenvironment on individual and group behavior.
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The variables
Unlike scientific theories, and mathematical
formulae, OB study at best could developmodels with situational variables and
contingency variables. This means that
organisational situations vary and undercertain given conditions the models could
be applied.
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TheTheDependentDependentVariablesVariables
ProductivityProductivity
AbsenteeismAbsenteeism
Job SatisfactionJob Satisfaction
OrganizationalOrganizational
CitizenshipCitizenship
TurnoverTurnover
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Independent VariablesIndependent Variables
Individual Group Organization
Biographical Traits
Personality
Values & Attitudes
Ability
Perception
Motivation
Individual Learning
Decision Making
Communication
Other Groups
Conflict
Power & Politics
Group Structure
Work Teams
Leadership
Decision Making
Culture
Structure
Design
Technology
Work Processes
Selection Processes
Training Programs
Appraisal Practices
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Challenges to OB study. Environmental : technology, economic, social,
political, demographic, regional,globalisation,WTO, etc.,
Work force diversity skilled, ex-defence persons, displaced,disabled, gender issues, age, temporary, contract, permanent, govt.
servants, etc.,
Improving product quality, service quality and
productivity- process re-engineering
Responding to out sourcing,
Improving people skills customer satisfaction, Empowering people:
Innovation and change
Leadership
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Challenges to OB study. Working in networked oraganisations
Balancing of employee work / life conflicts andstresses.
Improving ethical behavior.
GLOBALISATION: Virtual boundaries between countries
Adoptability
Change demand technological, cultural and sikills De-skilling
Quality and productivity demands
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IT IS THERE WE MUST ACCEPT-Individuals are different
-There is a whole person concept
-Individual behavior is caused.
-Individual has dignity
-Groups have different dynamics other than individuals
-Organisations are social systems
-Mutuality of interests purpose.-Organisations are beyond charts and charters.
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Overview of the OB ModelOverview of the OB Model
Individual LevelIndividual Level
Group LevelGroup Level
Organization Systems LevelOrganization Systems Level
Time
Level III
Level II
Level I
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Developing OB model.
Model is an abstraction of reality a simplified
representation of some real world phenomenon. Dependent variables in OB productivity,
absenteeism, effectiveness, efficiency, turnover,organisational citizenship ( owning beyond thestated job requirements voluntarily), job satisfaction.
Independent variables: provides us the answers forthe questions why low productivity, why
ineffectiveness, why job dissatisfaction, why there isfrequent turnover of employees?
Independent variables could be individual level,group level or the organisation level.
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Advantages of study of OB
Individuals understands oneself better improve IPR.
IMPROVE ATTITUDE, PERCEPTION,
LEADERSHIP, COMMUNICATION, Transactional
analysis and conflict management
Motivation individuals and groups
Maintain cordial industrial and social relationships
Consumer behavior study & suppliler behavior study Change mangement
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Responding toResponding toGlobalizationGlobalization
Working inWorking in
ForeignForeignCountriesCountries
Working withWorking with
MulticulturalMulticulturalDiversityDiversity
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Improving Qualityand Productivity
Total QualityTotal Quality
ManagementManagement
CorporateCorporate
ReengineeringReengineering
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Improving People SkillsImproving People Skills
PersonalPersonalInsightInsight
WorkplaceWorkplaceSkillsSkills
ConceptsConceptsand Theoriesand Theories
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EmpoweringEmpoweringthe Workforcethe Workforce
ManagersManagers
Are GivingAre GivingUp ControlsUp Controls
Workers AreWorkers Are
AcceptingAcceptingResponsibilityResponsibility
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Coping withCoping withTemporarinessTemporariness
The NatureThe Nature
of WorkIsof WorkIs
ChangingChanging
OrganizationsOrganizations
Are AlsoAre AlsoChangingChanging
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Stimulating Innovation
and Change
Maintaining flexibility
Improving quality
Introducing new productsand services
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ImprovingEthical Behavior
Provide in-house advisers
Create protection mechanisms
Write and distribute codes of ethics
Give seminars, workshops, & training
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Foundations of individual behavior
Biographical characteristics:
Age, gender, tenure of service in a single orgn.
Ability:
Intellectual abilities,
number aptitude, verbal comprehension, perceptual
speed- , inductive reasoning, deductive reasoning,
spatial visualisation, memory.
Physical abilities: dynamic strength, muscular strength,static strength, explosive strength, flexibility, stamina
etc.,
Ability job-fit.
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Foundations of individual behavior
Learning: any relatively permanent change in behavior that
occurs as a result of exposure and experience. Classical learning.
Operant learning.
Classical learning (reflexive) classical conditioning
Unconditional stimulus meat) and unconditional response(salivation)
Conditional stimulus bell) and conditional response(salivation).- dog-meat-bell.
Operant learning:
Operant conditioning: behavior is a function ofconsequences. Repeat behavior if reinforced, OT-pay,higher commission, behavior not repeated if not
reinforced/punished.
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Learning
People behave to get something they want or to avoid
something they dont want . Operant behavior means
voluntary /learned behavior not reflexive.
Tendency to repeat such behavior is influenced by the
reinforcement or lack of it. Creating a pleasing consequence increases the frequency of
repeated behavior responsible for that consequence.
Increased commission for increased sales target.(+ve
reinforcement) If for additional effort only a promise is given of taking care
of it during the performance appraisal.(-ve reinforcement)
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Social learning
People learn through observation and direct
experience. Learning also gets influenced by the way one
perceives the consequences of the observation and
direct experiences. Observing others, events happening around.
Learning also gets influenced:
Attention while observing Retention of what was observed
Reproduction process
Reinforcement process.
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How this helps managers?
Shaping the behavior: Reinforcing the job design with proper
remuneration and incentives.
Changing the behavior of employees. Four methods of shaping behavior:
1. Positive reinforcement
2. Negative reinforcement
3. Punishment
4. Extinction.
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Reinforcements
Continuous desired behavior is rewarded each
time it is demonstrated could lead to complacency.
Intermittent reinforcement is repeated often but
not every time. Could have better performance in
anticipation. Fixed interval fixed or consistent number of
repeated behavior.
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Individual Behavior factors influencing
Environmental
Economic
Social and cultural nomrs
Political
Demographic
Personal factors:
Education
Skill sets
Perception (internal) Attitude
vision
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Individual Behavior factors influencing
Psychological:
Personality
Perception (overall)
Values
Learning. Organisational
Structure
Culture
Leadership
Rewards
Growth opportunities
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4 models1. Rational and emotional model
2. Behaviorist and humanistic model
3. Economic and self- actualisation model
4. Theory X and theory Y
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PERCEPTION & PERSONALITY PERCEPTION IS A PROCESSOF RECEIVING,
SELECTING, ORGANISING, INTERPRETING , CHECKINGAND REACTING TO SENSORY STIMULI OR DATA.
RECEIVING :
SENSE ORGANS:
EXTERNAL FACTORS (SELECTION) NATURE, LOCATION, INTENSITY, SIZE, CONSTRAST, MOVING
OBJECTS, NOVELTY AND FAMILIARITY.
INTERNAL FACTORS:
LEARNING,(COGNITIVE), PSYCHOLOGICAL NEEDS WHAT
PERCEIVE WHATS IMPORTANT ( hunger food eating).
Age factor, self interest, paranoid highly intellectual,
highly disturbed and mentally retarded.
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Perception
Perceptual grouping:
Similarity similar shapes, sizes, colours etc.,
Proximity likeliness
Continuity no change in perception creativity lacking.
Interpretation: set of perceptions about organisation andpeople:
Attribution findings causes for good and bad events.
Stereotyping assume same perception based on sex, race,
religion, education, nationality, and occupation. Halo effect: liked (good) disliked (bad)
Perceptual defence: defends denial modify data- refusal to
change change.
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Multiple influences of perception
Situational factors:-Physical setting
-Social setting
-Organisational setting
PERCEIVER PERCEIVEDIndividualsperception
NEEDS
EXPERIENCES
VALUESATTITUDE
PERSONLITY
APPEARANCE
BEHAVIORSTATUS
INFLUENCE ON - OB
GROWTHSUPERVISION
DISCIPLILNE
PERF.AAPRAISAL
PRODUCTIVITY.
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ATTITUDE
WAY ONE COMMUNICATES
moods to others.
Way one look at things mentally (perceive).
Ones mental focus on outside world.
Magnifying situations can become a habit resulting in
exaggerated distortion f problems negativity Attitude is never static:
Is dynamic, ongoing, sensitive, perpetual process.
Make one spend mind time.
Positive attitude is not an attribute it is a developed stateof mind or mind-set (not set mind)
High expectancy result in positive attitude
PERSONALITY IS 90% ATTITUDE.
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ATTITUDE
POSITIVE ATTITUDE : TRIGGERS ENTHUSIASM
ENHANCES CREATIVITY
LIGHTENS DIFFICULT SITUATIONS.
PRICELESS POSSESSION COULD BE EASILY STOLEN WELL,
EVEN IF STOLEN CANT BE USED.
NEEDS MAINTENACE AND RENEWAL. ENVIRONMENTAL SHOCK WAVES
SELF-IMAGE PROBLEMS
NEGATIVE DRIFT.
ADJUSTMENTS:
FLIPSIDE TECHNIAUE HUMARISE
PLAY YOUR WINNERS POSITIVE FACTORS THINK, TALK,
RESWORD YOUR WINNERS.
SIMPLIFY, INSULATE, SHARE, CLARIFY YOUR MISSION.
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ATTITUDE
SOURCES OF IDENTIFICATINO OF ATTITUDE:
EVALUATIVE STETEMENTS BEHAVIOURS W.R.T.EVENTS, OBJECTS AND PEOPLE.
PRE-DISPOSITION TOWARDS ENVIRONMENT PEOPLE SERVICE, INSTIUTIONS.
BELIEFS, FEELINGSAND ACTIONS TENDENCIES OFINDIVIDUAL OR GROUP.
PREJUDICE pre conceived notions.- hatred,dislike of certain habits, behaviolr, communicatin,mannerisms, etc.,
Types job satisfaction, job involvement,
organisational commitment. OB study is concerned about individual attitude and
how it affects the above 3 needs of effectiveorganisation.
ATTITUDE
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ATTITUDE
Attitudes help to respond to an event or object
under observation and serves following functions: Utilitarian function
Ego-defence function
Value expressive function
Knowledge function.
Utilitarian (utility)
Use to avoid punishment or obtain reward.
Using attitude as means to end.
Examples:
worker blaming boss co-worker empathy.
Easy positive targets vs. difficult target customers.
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ATTITUDE
EGO DEFENCE
PROTECTION OF SELF IMAGE prejudice over
young but more capable new entrants.
Value expressive
Attitude reflects values (self-concept) freedom is value attitude of sharing, authority,
flexible, schedules, decentralisation.
Knowledge functions:
Attitude substituted for knowledge Ex: no knowledge of nuclear energy but develop an
attitude of NE being dangerous.
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Attitude and Organisation Behaviour
Cognitive dissonance
Self-fulfilling prophecy.
Cognitive dissonance FEELING OF
INCONSISTENCY IN EMOTIONS, BELIEFS AND
BEHAVIOR.
SURFACES IN-
Decisions are important
Availability of number of foregone alternatives.
Foregone alternatives have positive features.
MINIMISING EFFORTS BY INDIVIDUALS: - Seeks information that
confirms wisdom of decision.- selectively arranges info. Supporting
decisins less favourable view about foregone alternatives. downplays
negatives, magnifies positives of choice or decision.
Attit d d O i ti B h i
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Attitude and Organisation Behaviour
Self fulfilling prophecy:
Process of converting our attitudes, beliefsand experiences to reality. I am competent take challenges
I say it will happen I will make it happen.
VALUES: CORE OF PERSONLITY. CHARECTERISTIC OF AN OBJECT OR ATTRIBUTE
POSSESSED BY AN INDIVIDUAL AND IS THOUGHTDESIRABLE INTERNALISED CRITERIA BY THEINDIVIDUAL
SOCIAL REFERENCE: MORALITY, JUDGEMENT OFRIGHT OR WRONG.
PROVIDES STANDARDS OF COMPETENCE ANDMORALITY.
VALUE SYSTEM IS RELATIVELY PERMANENT ANDCHANGE RESISTENT.
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ATTITUDES AND VALUES
ATTITUDE PREDISPOSITIONS TO RESPOND
VALUES: FOCUS ON JUDGEMENT OF WHAT OUGHT TO BE.
ATTITUDE SEVERAL BELIEFS FOCUSSED ON A SPECIFIC
OBJECT OR SITUATION.
VALUES REPRESENT A SINGLE BELIEF (LOGICALLY
EVOLVED) GUIDES JUDGEMENTS. ATTITUDE: MOSTLY INDIVIDUAL CENTRIC
VALUES: SOCIAL, CULTURAL GROUP DRIVEN.
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VALUES
VALUE: interest in
Theoretical - discovery of truth throughreasoning and systematic thinking .
Economic usefulness of and practicalityincluding acquisition of wealth.
Aesthetic: beauty, form artistic harmony.
Social : people, love, concern for humanrelationships.
Political : gaining power and influence.
Religion: unity, understnding cosmos asawhole (synergy)
TERMINAL VALUESA ND INSTRUMENTALVALUES.
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TERMINAL vs INSTRUMENTAL VALUES
A comfortable life prosperous life.
An exciting life stimulating andactive life.
A sense of accomplishment lastingcontribution
A world of at peace free of war andconflicts
A world of beauty beauty of natureand arts.
Equality brotherhood, equal
opportunity for all Family security taking care of loved
ones
Freedom independence and freespace.
Ambitious
hardworking, aspiring Broadminded open
minded
Capable competent /
effective. Cheerful lighthearted,
joyful
Clean neat and tidy
Courageous standing upfor ones beliefs.
Forgiving willing to
pardon
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TERMINAL vs INSTRUMENTAL VALUES
Happiness contended
Inner harmony freedom frominner conflicts
National security security
from attack.
Self respect self esteem Social recognition admiration
True friendship trust and
companionship.
Wisdom matureunderstanding of life.
Independent self-reliant, self-
sufficient. intellectual reflective critical
thinking, logical and reasoning.
Obedient dutiful, respectful
Polite courteous, well-mannered
Responsible dependable,
reliable.
self-controlled restraint, self-discipline
Honest sincere and truthful
Imaginative daring and
creative
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Personality
Definition
organized distinctive pattern of behavior
thoughts and emotions that characterize each
individuals adaptation to the situations of his or her life
It is a persons relatively consistent way of feeling,
thinking, and behaving
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Methods to Study Personality
Psychometric Tests - Objective
administer questionnaires to groups of people
(NEO, MMPI)
There are some concerns regarding the validity
of these measures.
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Origins of Personality
Nancy Pedersen
Examined twins who were reared together
or reared apart
Can estimate the relative contribution of
genes and environment
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Origins of Personality
genetics accounted for approximately 15-
20%
shared environment accounted for approx.
25-30%
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Approaches to Personality
Trait theories
people have high or low degrees of a
characteristic
Self-concept
concerned with changes in how people viewthemselves
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Approaches to Personality
Stage theories
portray a sequence of stage-like changes
Timing of events
change is related to changes in life
circumstances
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Personality Traits
Any distinguishable, relatively enduring way inwhich one individual differs from others.
Key assumptions
based on comparisons across individuals
the behaviors making up a trait must be distinctiveenough as to avoid confusion
traits should be stable characteristics
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Five-Factor Model
Costa and McCrae
NEO-AC is a personality test designed to index 5personality traits
Neuroticism (N)
Extraversion (E) Openness to Experience (O)
Agreeableness-Antagonism (A)
Conscientiousness-Undirectedness (C)
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Neuroticism
Six facets
Anxiety
hostility
self-consciousness
depression
impulsiveness Vulnerability
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Neuroticism
high N typically results in violent and
negative emotions
this interferes with the ability to handle
problems or deal with others
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Extraversion
Six facets:
warmth
gregariousness
assertiveness
activity
excitement seeking positive emotions
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Extraversion
high E people often work in people oriented
jobs (e.g., social workers)
low E people are more task oriented (e.g.,
architects)
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Openness to Experience
Six facets:
fantasy
aesthetics
feelings
actions
ideas Values
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Openness to Experience
open people tend to be more liberal in their
values
High O people may be in occupations that
value theoretical and/or philosophical
thinking
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Agreeableness-Antagonism (A)
Six Facets
trust
straightforwardness
altruism
compliance
modesty tender-mindedness
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Agreeableness-Antagonism (A)
Antagonistic people are skeptical,
mistrustful, unsympathetic
they may manifest overt hostility
they can be skillful manipulators or
aggressive go-getters with little patience
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Conscientiousness (C)
Six Facets
deliberation
self-discipline
achievement striving
dutifulness
order Competence
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Conscientiousness (C)
High C people are hard-working, ambitious,
energetic and persevering
Low C people can be lazy, careless, late and
aimless
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Is Personality Stable?
Two methods are used to index stability
Stability of average personality
look at changes in quantity over time
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Is Personality Stable?
Stability of individual differences
look at changes in ranking over time
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Stability of the NEO-AC
Stability is indexed with correlation coefficients,which can range from -1 to +1.
Six-year stability coefficients
N .84
E .82 O .85
A .69
C .73
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Active and Passive Mastery
Examined by Neugarten
At age 40, people felt in control of their lives,viewed risk taking positively, believed they could
tackle life head-on
At age 60, viewed the environment as harmful and
threatening, and themselves as accommodating
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Locus of Control
Internal - rewards and punishments result
from own actions
External - rewards and punishments result
from the actions of others
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Locus of Control
Does locus of control change with age?
No at the overall level
Yes, for some specific abilities (cognition,
health, personal development)
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Self-concept Models
Our view of ourselves is the core of our
personality
view of self grows out of social interaction
we continue to revise and modify our self-
concept based upon our social interactions
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Identity Styles
Susan Whitbourne
ways of confronting, interpreting, and
responding to experience
self-perceptions are confirmed or revised
through two processes
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Identity Styles
Identity Assimilation
when experiences are congruent with
perceptions
Identity Accommodation
when experiences are incongruent withexpectations
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Stage Theories
Personality is thought to develop through a
series of stages
Historically, these were the first
developmental personality theories
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Stage Theories
Freud was among the first to describe a
stage theory, but stopped at adolescence
Others (Jung, Erikson) have extended these
theories into late life
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Eriksons Psychosocial Theory
The best known life-span theory of
personality development
Personality develops through a series of
programmed stages
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Eriksons Psychosocial Theory
People experience certain crises and their
resolution results in a qualitatively different
personality characteristic
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Eriksons Psychosocial Theory
Strengths
Studies with college students tend tosupport the main tenets
A study that examined men from Harvard,as well as men from low income areas alsoshowed longitudinal progression
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Strengths
People who failed to pass one stage, did not
go on to future stages
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Eriksons Psychosocial Theory
Weaknesses
generally created by examining only men
additional stages have been proposed,
especially during generativity
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Weaknesses
unclear why there are large age gaps
between the latter stages
focus is only on western cultures, thereby
generalizability is not clear
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Levinsons Seasons of Life
Daniel J. Levinson
Conducted in-depth interviews with 40 men
(35 white, 5 black; different job classes)
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Levinsons Seasons of Life
Argued personality consists of a series of
transitions and stable periods
Almost all men fit this pattern
Later, women were included
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Gender Differences
They do exist, but tend to be smaller than
the differences within specific groups
Aggressiveness - men are higher
Feelings - women tend to be higher
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Gender Differences
As men and women age, these differences
tend to vanish
There is a trend towards androgyny, or a
similarity between the genders
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Jungs theory
personality is the balance between introversion
and extraversion, as well as between femininity
and masculinity
With age, the balance goes towards introversion
with age, the styles become more androgynous
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Is there a Mid-life Crisis?
Some research suggests that men go throughperiods of intense struggle
Majority of research fails to find such problems
Longitudinal study of men between 30 and 60
years found only a handful of men appeared tohave a crisis
women also showed no evidence longitudinally
Theories of personality.
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p y
Type theory
Trait theory
Psychoanalytical theory
Social learning theory
Rogers self theory
Maslows self actualisation theory.
Theories of personality.
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Type theory:
Personality as identifiable categories: Based on physique
Introverts and extroverts continuum not
discrete. Sociability
Interpersonal orientation.
Theories of personality.
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Trait theory:
Personality trait is an enduring attribute of aperson that surfaces consistently in a variety
of situations.
Intelligence Emotional stability
Aggressiveness
Creativity
Friendliness etc.,
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Theories of personality.
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Psycho-analytical theory:
Focus on in-depth study of individual personalities Focus on :
Personal behavior self concept
Neurotic ills Clinical observations based on therapeutic experiences
and self analysis.
MIND more hidden than exposed.
Conscious tip of the ice-berg
Unconscious underwater exploration.
Theories of personality.
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Three levels of consciousness:
SUPER
EGO
EGO
ID
conscious
unconscious
ID inherited by birth, original personalityEGO mental images, developed to satisfy needs.
SUPER EGO preparing for perfection.
Theories of personality. Id knows no laws obeys no rules unorganised
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Id knows no laws, obeys no rules, unorganised,animalistic, primitive, no inhibitions.
Seeks pleasure to release tensions created by need.
Employs
primary process mental images of object thatremoves tension
reflex actions automatic responses to irritation- fear close the eyes, attacked, withdraw.
EGO: finds realistic solutions to needs.
Super ego: seeks perfection values, ethics,attitudes,
Id is Raw, Ego normalises and rationalises & superEgo battles to balance Id and Ego.
Theories of personality.
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Freud theory:
Impulses of Id, Restraint of Ego and Balancingconformity of Super Ego constitute personality.
Focus on psychological and phylosophical conceptions ofindividuals (satwa guna, rajo guna, tamo guna mix)
Impact of unconsciousness is more explicit on behavior.and hence personality.
Contribution of Freudian theory to OB:
CREATIVE behavior unconscious driven, free
association.Dissatisfaction: day dreaming, apathy and conflicts.
Group dynamics maturity
Leadership- influence styles and approches.
Theories of personality.
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Limitations of Psychoanalytical theory:
Hypothetical constructs Super ego is still a black box.
Overemphasis on sex and aggression.
Presumes that actions, thoughts, feelings and aspirations
are driven by instincts.
No room for free will, choice, spontaneity and self
determination.
Theories of personality.
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Social learning theory: Human behavior is learnt and
modified by further learning. Knowledge, language, attitude, values, skills, fear, self-
insight etc.,
Learning
Reinforcement experience
Observation and conclusions
Behavior proportional to situations:
Understanding of situations Past experience /action in similar situations
Observing others actions to that situations.
Theories of personality.
S i l L i Th
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Social Learning Theory:
Emphasis on situational behavior
1. competencies intellectual and skills
2. cognitive strategy info gathering and habitualselectivity for response
3. outcome expectations consequence with respect tovaried stimuli.
4. subjective value outcome expectations difference.
5. self regulatory systems- plans, goals, success definition,
etc.,6. this theory proposes: reciprocal behavior patterns.
Environmental stimuli is held superior to human nature.
Theories of personality.
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HUMANSITIC THEORY:
Roger's self theory. Behavior depends on self-perception and view
of the world and events.
Innermost nature of human nature is purposive,forward moving, constructive, realistic and
trustworthy.
Negative impulsive actions are contradicting to
nner-nature and hence not normal behavior humans are inwardly good.
Everyone wants to excel
Self actualisation motivates humans.
Theories of personality.
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Maslows self actualisation theory:
Individual is an integrated whole. Animal research is irrelevant to human behavior.
Eventually human nature is good.
Humans have creative potential.
Mental health is important
Traits influencing OB
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AUTHORITARIANISM authority, autocratic
leadership Locus of control (belief) events are within
individual control or beyond ones control.
Introversion and extroversion self driven timidity,self driven aggressiveness.
Self esteem job view satisfaction, self motivation
Risk taking risk averse, risk prone, risk pro. Job satisfaction, job involvemnt and organisation
commitment.
Theories of personality.
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Theories of personality.
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Theories of personality.
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Basic Motivation Concepts
Wh t I M ti ti ?
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What Is Motivation?
Direction
PersistenceIntensity
MaslowsMaslows
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Maslow sMaslow sHierarchyHierarchy
of Needsof Needs SelfSelf
EsteemEsteem
SocialSocial
SafetySafety
PhysiologicalPhysiological
Little AmbitionLittle Ambition
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Theory XTheory XWorkersWorkers
Dislike WorkDislike Work
Avoid ResponsibilityAvoid Responsibility
Little AmbitionLittle Ambition
Theory YTheory Y
WorkersWorkersEnjoy WorkEnjoy Work
Accept ResponsibilityAccept Responsibility
SelfSelf--DirectedDirected
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Herzbergs Two-Factor Theory
Hygiene Factors Motivational Factors
Quality of supervision
Rate of pay Company policies
Working conditions
Relations with others
Job security
Career Advancement
Personal growth
Recognition
Responsibility
Achievement
High HighJob Dissatisfaction Job Satisfaction0
Alderfers ERG TheoryAlderfers ERG Theory
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Alderfer s ERG TheoryAlderfer s ERG Theory
ExistenceExistence Growth
RelatednessRelatedness
Th ThTh Th
Th ThTh ThNeed forNeed for
Need forNeed for
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The TheoryThe Theory
of Needsof Needs
DavidDavidMcClellandMcClelland
The TheoryThe Theory
of Needsof Needs
DavidDavidMcClellandMcClelland
Need forNeed for
AchievementAchievement(nAch)(nAch)
Need forNeed for
AchievementAchievement(nAch)(nAch)
Need forNeed for
PowerPower(nPow)(nPow)
Need forNeed for
PowerPower(nPow)(nPow)
Need forNeed forAffiliationAffiliation(nAff)(nAff)
Need forNeed forAffiliationAffiliation(nAff)(nAff)
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Cognitive EvaluationCognitive Evaluation
IntrinsicMotivatorsIntrinsic
MotivatorsExtrinsic
MotivatorsExtrinsic
Motivators
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SpecificitySpecificity
ChallengeChallenge
FeedbackFeedback
ParticipationParticipation
CommitmentCommitment
Self Self--efficacyefficacy
CharacteristicsCharacteristics
CultureCulture
GoalGoal--Setting TheorySetting Theory
R i f t ThR i f t Th
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Reinforcement TheoryReinforcement Theory
ConsequencesConsequences
RewardsRewards
No RewardsNo Rewards
PunishmentPunishment
BehaviorBehavior
Equity Theory
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Ratio
Comparison*Employees
Perception
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes B
Inputs B
Outcomes B
Inputs B
Outcomes B
Inputs B
Inequity (Under-Rewarded)
Equity
Inequity (Over-Rewarded)
*Where A is the employee, and B is a relevant other or referent.
Equity Theory
R h i E iR h i E i
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Research into EquityResearch into Equity
Amount andAmount and
AllocationAllocation
of Rewardsof Rewards
PerceivedPerceived
Fairness of theFairness of the
Distribution ProcessDistribution Process
DistributiveDistributive
JusticeJustice
ProceduralProcedural
JusticeJustice
E h
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Expectancy Theory
3. Rewards-personal goals relationship
1. Effort-performance relationship
2. Performance-rewards relationship
IndividualIndividual
EffortEffort
IndividualIndividual
PerformancePerformance
PersonalPersonal
GoalsGoals
OrganizationalOrganizational
RewardsRewards
1 2
3
Performance DimensionsPerformance Dimensions
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Performance DimensionsPerformance Dimensions
OpportunityOpportunityMotivationMotivation
AbilityAbility
PerformancePerformance
An Integrative Model of MotivationAn Integrative Model of Motivation
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Personal
Goals
Personal
Goals
Individual
Performance
Individual
Performance
Individual
Effort
Individual
Effort
Goals Direct
Behavior
Goals Direct
Behavior
High
nAch
High
nAchAbilityAbility
OpportunityOpportunity Performance
Appraisal Criteria
Performance
Appraisal Criteria
Performance
Appraisal
System
Performance
Appraisal
System
ReinforcementReinforcement Dominant
Needs
Dominant
Needs
Equity
Comparison
O O
IA IB
Equity
Comparison
O O
IA IB
Organization
Rewards
Organization
Rewards
Motivation Theories
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Motivation Theories
Are Culture Bound
Need forNeed for
AchievementAchievement
HierarchyHierarchy
of Needsof Needs
Equity TheoryEquity Theory
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Motivation
From Concept To Applications
MBO: Cascading of ObjectivesMBO: Cascading of Objectives
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OrganizationalOrganizationalObjectivesObjectives
DivisionalDivisional
ObjectivesObjectives
DepartmentalDepartmental
ObjectivesObjectives
IndividualIndividual
ObjectivesObjectives
The XYZ CompanyThe XYZ Company
Consumer ProductsConsumer Products Industrial ProductsIndustrial Products
DevelopmentDevelopmentResearchResearchMarketingMarketingCustomerCustomer
ServiceServiceSalesSalesProductionProduction
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Key Elements of MBOKey Elements of MBO
GoalGoal
SpecificitySpecificity
ExplicitExplicitTime PeriodTime Period
Participation inParticipation in
Decision MakingDecision Making
PerformancePerformanceFeedbackFeedback
Linking MBO andLinking MBO and
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Linking MBO andLinking MBO and
GoalGoal--Setting TheorySetting Theory
ParticipationParticipationin Goal Settingin Goal Setting
SpecificitySpecificity
of Goalsof Goals
FeedbackFeedbackon Performanceon Performance
DifficultyDifficulty
of Goalsof Goals
Employee Recognition
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Employee Recognition
Programs
Recognition &Recognition &
ReinforcementReinforcement
DefiningDefining
RecognitionRecognition
Recognition PlansRecognition Plansin Practicein Practice
Employee Involvement
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Employee Involvement
Programs
ParticipativeParticipative
ManagementManagement
QualityQualityCirclesCircles
RepresentativeRepresentative
ParticipationParticipation
EmployeeEmployeeStock OwnershipStock Ownership
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VariablePay Plans
Piece Rate Profit Sharing
Bonus PlansGainsharing
Skill-Based Pay Plans
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Skill-Based Pay Plans
Promotes FlexibilityPromotes Flexibility
Facilitates CommunicationFacilitates Communication
Satisfies Ambitious WorkersSatisfies Ambitious Workers
Topping OutTopping Out
Obsolescence of SkillsObsolescence of Skills
Performance versus SkillsPerformance versus Skills
AdvantagesAdvantages
DisadvantagesDisadvantages
Fl ibl B fitFl ibl B fit
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Flexible BenefitsFlexible Benefits
Employees Choose From A Menu of OptionsEmployees Choose From A Menu of Options
Expectancy TheoryExpectancy Theory
Individual NeedsIndividual Needs
Cost of ManagementCost of Management
Cost of PremiumsCost of Premiums
S i l M ti ti IS i l M ti ti I
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Special Motivation IssuesSpecial Motivation Issues
ProfessionalsProfessionals
Contingent workersContingent workers
Diversified workforceDiversified workforce
LowLow--skilled service workersskilled service workers
Highly repetitive tasksHighly repetitive tasks
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