Sri VIdya College of Engineering & Technology Lecturer Notes

UNIT V
5.1 Introduction- Understanding Behavior- Selecting the right person
Organizational behaviour
• Frederick Taylor (1856-1915) ‘the father of scientific management’
 Taylor’s three basic objectives
– To select the best people for the job;
– To instruct them in the best methods;
– To give financial incentives in the form of piece work
• One problem: ‘group norms’

Much of the work of Taylor was in factories and mines, working with manual workers.
The ‘instruction in best methods’ involved breaking down a manual task into its
component activities, identifying the best way of carrying out those activities and then
teaching the workers to copy the approved method. This can be seen as treating the
workers as little better than automatons – but it is also the way the sporting coaches often
work!
The individual workers were encouraged to maximize output by paying them piece-rates
e.g. by the units processed.
One difficulty with this is that workers learn that increasing output can in fact lead to the
piece-rate being adjusted in a downward direction. Maximizing output can also be
physically and mentally exhausting. Groups of workers therefore tend to converge on an
agreed output rate which does not require a constant 100% effort.

Hawthorne effect

• 1920’s – series of experiments at the Hawthorne Plant of Western Electric,

Chicago
• Found that simply showing an interest in a group increased productivity
• Theory X: there is a need for coercion, direction, and control of people at work
• Theory Y: work is as natural as rest or play

The Hawthorne experiments investigated the effect of various factors

such as improved lightning on productivity. It was found that the productivity
of the control group (whose working conditions such as lighting were not
changed) increased – the fact that someone singled them out for observation
improved their motivation.

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Theory X
 The average human has an innate dislike of work
 There is a need therefore for coercion, direction and control
 People tend to avoid responsibility

Theory Y
 Work is as natural as rest or play
 External control and coercion are not the only ways of bringing about effort
directed towards an organization’s end
 Commitment to objectives is a function of the rewards associated with their
achievement
 The average human can learn to accept and further seek responsibility
 The capacity to exercise imagination and other creative qualities is widely
distributed.

Selecting the best people

• Belbin distinguishes between eligible (having the right qualifications) and
suitable candidates (can do the job).
• Eligible candidates- have a curriculum vitae which shows the right and required
details
• Suitable candidates- who can actually do the job well.
• The danger is employ someone who is eligible but not suitable
• The best situation is to employ someone who is suitable but not eligible! For
example, these are likely to be cheaper and to stay in the job.

• 1968 study – difference of 1:25 in time taken by different programmers to code

program
• Other research found experience better than maths skills as a guide to software
skills
• Some research suggested software developers less sociable than other workers
• Later surveys have found no significant social differences between IT workers
and others – this could be result of broader role of IT in organizations

There is some evidence that there is a very wide variation in software

development skills – going back many years. Some research found that computer
people had fewer social needs than other professionals. Later research has not
found any significant difference – this may be because the ‘ICT profession’ has
become broader in scope.

A selection process/Recruitment Process

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1. Create a job specification.

2. Formally or informally the requirement of the job
a. Content includes types of task to be carried out.
3. Create a job holder profile
a. Describes the characteristics of the person who could do the job, quality,
qualification, education and Experience
4. Obtain applicants
a. Identify the media that potential job holders are likely to consult. Elicit
CVs
5. Select potential candidates from CVs.
a. Do not waste everybody’s time interviewing people whose CV clearly
indicates are unsuitable.
6. Further selection, including interview
a. Selection processes could include aptitude tests, examination of work
portfolios. Make sure selection processes map to the job holder profile
7. Other procedures.
a. e.g. taking up references, medicals etc

5.2 Instruction In The Best Methods – Motivation The Oldman - Hackman Job
Characteristics Model
Instruction in the best methods
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• The induction of new staff should be carefully planned – worst case where new
recruit is simply ignored and not given any tasks
• Good induction leads to new recruit becoming productive more quickly
• Need to review staff progress frequently and provide feedback
• Need to identify training that could enhance staff effectiveness.

Motivation
• Motivation and application can often make up for shortfalls in innate skills
• Taylor’s approach - financial incentives
• Abraham Maslow (1908-1970)
– motivations vary from individual to individual
– hierarchy of needs – as lower ones fulfilled, higher ones emerge
– Lowest level – food, shelter
– Highest level – self-actualization

Maslow’s model implies that people will be motivated by different things at

different times. Also that people always feel dissatisfied, but the focus of the
dissatisfaction changes over time.

Herzberg’s two factor theory

Herzberg suggested two sets of factors affected job satisfaction

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1. Hygiene or maintenance factors – make you dissatisfied if they are not right e.g.
pay, working conditions
2. Motivators – make you feel the job is worthwhile e.g. a sense of achievement

Vroom’s expectancy theory of motivation

Vroom and colleagues identified three influences on motivation

1. Expectancy – the belief that working harder leads to better performance
2. Instrumentality – the belief that better performance will be rewarded
3. Perceived value of the resulting reward

Note: if any of the factors has a zero value, then motivation will be zero.
Example from the text book: expectancy – trying to use a compiler to compile
software code; the code has a bug which causes a compilation error regardless of what
you do. In this case motivation will collapse.

Instrumentality – you are working on removing a fault from a software tool used by a
client; you find that the client has given up using the tool and has acquired a different
one to do the job. Low perceived value of reward: a reward that everyone gets is less
highly regarded than one which only outstanding people get. Getting a first is more
valuable if only 5% of students get a first compared to where 90% get a first!

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Oldham-Hackman job characteristics

Identified the following characteristics of a job which make it more ‘meaningful’

Skill variety – number of different skills the job holder has the opportunity to
exercise
Task identity – the degree to which your work and its results are associated with you
Task significance – the degree to which your job has an influence on others

Two other factors contributed to satisfaction:

1. Autonomy – the freedom that you have about the way that you do the job;
2. Feedback – the information you get back about the results of your work.

Software developers will tend to be associated with their code – task identity; analyst
programmers will have a to use a wider range of skills than lower level programmers
– more skill variety. If you have direct contact with the end-users of your software you
are likely to be more aware of the results of your work – task significance, and more
likely to get feedback on it.

Methods to improve job satisfaction

• Set specific goals
• Provide feedback on the progress towards meeting those goals
• Consider job redesign
– Job enlargement
– Job enrichment
 Job enlargement – widening the range of tasks carried out by a worker
• Job enrichment – delegating some management roles to the worker e.g for re-
ordering raw materials.

5.3 Working In Groups – Becoming A Team- Decision Making

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Introduction:
Θ Software based systems will be huge, also software tool contains five million lines of code.
Θ So that the work is shared between individual software developers within teams and between
group of developers.
Θ Team working will enhance the communication between individual developers and within
teams and across teams.
Θ Team - Group of people who are working together.
- Small group environment
Θ The term Project Team refers all the people working on a project.
Θ The people who are working in project team may sit in different workgroups at some
distance from each other.
Θ These groups can also change over time.
Θ Thus individual developers are transfer between teams during the period of project start and
finish.
Θ Team is created to do joint assignment
Θ To perform the work assignments which are allocated to the staff, the organization needs one
form of coordination between groups and individuals within a project.
Θ Communication genres
- refers Method of Communication
- It is selected and developed to deal with particular need for project coordination.
- The arrangements for communication between stakeholders are documented in
communication plan
Θ This Team work has an influence on all stages of step wise project planning framework.
1. Identify Project scope and objectives
2. Identify Project Infrastructure
3. Analyse project characteristics
4. Estimate effort for each activity
5. Identify activity risks
6. Allocate resources
7. Review/publicize plan

Becoming a Team
 The organization first analyzes how the small work groups are formed.
 While forming a team it has five basic stages of development:
o Forming - Members of the group get to know each other
- Try to set up some rules about behavior
o Storming - Conflicts arise to get leadership
- Group’s methods of operation are established
o Norming - Conflicts are largely settled
- Group identity emerges
o Performing - Now tasks are at the hand
o Adjourning (Suspend or Stop)- Group disperse
 Some training activities such as management games are needed to promote team building and
to people in the team work together.
 The team may consists of different types of people such as
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o The chair - Good at running meetings
- Strong but tolerant
o The plant - Good at generating ideas and solutions to the problems
o The monitor-evaluator - Good at evaluating ideas and solutions
- Think well at selecting best one
o The shaper - Who helps to direct team’s attention to the important issues
o The team Worker - Good at creating a good working environment
o The resource investigator - Skilled person to find resources ie) both
physical
resources and information
o The completer-finisher - Anxious (Worried) with completing tasks
o The company worker - Should be a good team player
- Willing to take tasks for team success
 Problems occur when there is an imbalance between the role types of people in a group.

Group Performance`
 In many projects, some solutions are needed about which tasks are carried out collectively as
a team and which are allotted to individuals.
 It is defined by “Some work yields better results if carried out as a team while some things
are slowed down if the work is not partitioned on an individual basis”.
 The group tasks are categorized into:
o Additive Tasks - Effects of each participant are added to get final result
- People involved are interchangeable
o Compensatory Tasks - Solutions of individual group members are pooled
- Errors of some are compensated by the inputs from
others
o Disjunctive Tasks - Means there is only one correct answer.
- It depends on someone coming up with one right
answer and others recognizing it as being correct
o Conjunctive Tasks - Means joining the tasks
- Progress is governed by the rate of slowest performer
- The overall task is not completed until all participants
have completed.
Decision Making
• Decision can be categorized as
– Structured
• Simple
• Routine
• Straightforward rules
– Unstructured
• More complex
• Requires degree of creativity

Mental Obstacles to good decision making

• Many decisions are made under pressure
• With incomplete information

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– Faulty Heuristics (Rule of thumb) – dangers are there
– Information in hand-misleading
– Stereotypes (well-known fact)
– Escalation of commitment(difficult to alter once made a commitment)
– Information Overload
Group Decision Making
• Decisions made by the team as a whole are more likely to be accepted that those that are
imposed
• Complementary skills and expertise
• Communicate freely/get ideas
• Brainstorming techniques
• Aim is to have involvement of end users?
– Prototyping and participatory approaches
– JAD(Joint Application Development)

Barriers to good team decisions

• Inter-personal conflicts –team formation
• Conflicts tend to be a dampened by emergence of group norms – shared group opinions and
attitudes
• Risky shift – people in groups are more likely to make risky decisions than they would as
individuals

Delphi approach
To avoid dominant personalities intruding the following approach is adopted
1. Enlist co-operation of experts
2. Moderator presents experts with problem
3. Experts send in their recommendations to the moderator
4. Recommendations are collated and circulated to all experts
5. Experts comment on ideas of others and modify their own recommendation if so moved
6. If moderator detects a consensus, stop; else back to 4

Team ‘heedfulness’
• Football Team.
• Where group members are aware of the activities of other members that contribute to overall
group success
• Impression of a ‘collective mind’
• Some attempts to promote this:
– Egoless programming
– Chief programmer teams
– XP
– Scrum

Egoless programming
• Gerry Weinberg noted a tendency for programmers to be protective of their code and to resist
perceived criticisms by others of the code

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• Encouraged programmers to read each others code
• Argued that software should become communal, not personal – hence ‘egoless programming’

Chief programmer teams

• Fred Brooks was concerned about the need to maintain ‘design consistency’ in large software
systems
• Appointment of key programmers, Chief Programmers, with responsibilities for defining
requirements, designing, writing and test software code
• Assisted by a support team: co-pilot – shared coding, editor who typed in new or changed
code, program clerk who write and maintain documentation and tester
• Problem – finding staff capable of the chief programmer role

Extreme programming
XP can be seen as an attempt to improve team heedfulness and reduce the length of
communication paths (the time between something being recorded and it being used)
• Software code enhanced to be self-documenting
• Software regularly refactored to clarify its structure
• Test cases/expected results created before coding – acts as a supplementary specification
• Pair programming – a development of the co-pilot concept

Scrum
• Named as an analogy to a rugby scrum – all pushing together
• Originally designed for new product development where ‘time-to-market’ is important
• ‘Sprints’ increments of typically one to four weeks
• Daily ‘scrums’ – daily stand-up meetings of about 15 minutes
• Unlike XP, requirements are frozen during a sprint
• At the beginning of the sprint there is a sprint planning meeting where requirements are
prioritized
 At end of sprint, a review meeting where work is reviewed and requirements may be changed
or added to

5.4 Organizational Structures

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Objectives
• Organization and Team Structures
– Department Structures
– Team Structures
• Coordination Dependencies
– Tools Used for managing dependencies
• Dispersed & Virtual Teams
– Advantages
– Challenges

Organization and Team Structures

• Departments
– Criteria: Staff Specialization, Product Lines, Categories of Customers, Geo. Location
– Banking, Embedded application, Telecom
– Verticals
• Projects and Teams
– Every department several projects
– Each project has a separate team of developers

Department Structure - How is a department organized into Teams?

Team Structure - How are project teams structured?

Department Structure
• Functional Format
• Project Format
• Matrix Format

Functional Format

• Developers are divided into functional groups

• specialization and experience
• Database, Networking, Req. Analysis, Design, Testing.
• Different projects follow borrow developers from corresponding functional group.
• Upon completion ,developers are returned to the respective functional groups
• Partially completed product passes from one team to another
• Functional team working does not physically meet other functional teams.
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• Documents
• Mandates production of good quality documentation

Project Organization
• Designed for realizing task-oriented teams.
• At the start of every project, a set of developers are assigned to it.
• Developers remain with the project until the completion of the project.
• Same team carries out all the project activities.

Functional vs Project Format

– Team members do not meet- Communication Gap
– Users prefer project team because they have a group dedicated to it
– Project team members build up familiarity
– Maintenance Activities
• Functional Advantages:
– Ease of Staffing
– Production of good quality documents
– Job Specialization
– Efficient handling of the problems associated with manpower turnover
– Career Planning

Matrix Format
• Extension of functional format
• Provide advantage of both functional and Project structures
• Pool of functional specialists is assigned to different projects as needed
• The member assigned to a project has to report to both the managers ( functional and project)
• Weak or Strong
• Depending upon the relative authority of the functional managers and the project managers
• Strong – Functional Managers authority
• Weak – Project Managers authority
Disadvantages:
• Multiplicity of authority – Conflicts

• In Strong Matrix Organization

– Frequent shifting of workers
– Firefighting mode

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– Tackle Crisis
Team Structure
• Denotes
– Reporting
– Responsibility
– Communication Structures (in Individual projects)
• Different project different styles
• Team Structures
– Chief Programmer
– Democratic
– Mixed Team Organization
Chief Programmer Team
• Senior Member provides technical leadership
• Brooks- “ The design activity should be carried out by a small team to maintain design
consistency”
• Productive – by support from other members
• Partitions the tasks (coding, testing, documentation) to team members
Advantages
– More efficient for completing simple and small projects
– Quickly work out design, assign-code, test
Disadvantages
– Authority- Lower Team Morale
– Decisions by himself
– Subject to single point of failure
– Danger of information overload.
Democratic Team
• Does not enforce any formal team hierarchy
• Decisions are taken based on discussions
• Free to discuss
• Members of team provide technical leadership at different times
• Offers high morale & job satisfaction
• Less productive compared to Chief Programmer
• Small teams- Effective (5-6).Larger Team-Chaotic

Mixed Control Team

• Software Development Companies
• Extremely popular
• Ideas of both democratic and chief programmer team structure
• Both hierarchical and democratic setup
• Suitable for large teams

5.5 Coordination Dependencies-Dispersed & Virtual Teams

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Coordination Dependencies
• Area of CSCW(Computer Supported Cooperative work) interested in
identifying the types of coordination where computer tools could be of
assistance
• Coordination Theory – Useful Classification of coordination dependencies
• Coordination Dependencies
• Shared Resources
- Scarce technical experts
• Producer-Consumer(‘RightTime’)Relationships
- Product being delivered
- Product Flow Diagram (helps)
• Task-subtask dependencies
- A sequence of subtasks carried out
- PFD(helps)
• Accessibility(‘right-place’) dependencies
- Availability of Ambulance
- In Information and communications technology(ICT) less obvious –
Delivery & Installation of ICT equipment.
• Usability(‘right thing’) dependencies
- Fitness for purpose
- Satisfaction-prototype
- Legislative changes
• Fit Requirements
- Integration testing

Tools
• PFD
• Microsoft Project
o Decision making; allocation of resources
o Within projects and across a portfolio of projects
o Producer consumer; task-subtask dependencies
• Use of Change Management and Configuration management
Dependencies
• Ian McChesney – Research Report
o A person can be go between for staff
o EMails

Dispersed and Virtual Teams

• Team members need to communicate
• Concentration needed for effective flow
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• Flow is what you get when you concentrate for 15 minutes
• IBM:
- 100 square feet of dedicated space

- 30 square feet of work surface

- Noise protection in the form of enclosed offices or partitions atleast 6 feet
high
 77% - atleast some staff – Work From Home
- Internet based communications
- Broadband
• Temporary Teams
- Contract Employees
- Short time
- Cost effective
- Graphic designer
• OffShore

Advantages
 Reduction in staff cost- salary lower
 Overheads reduction-accomodation,social security payments,training
 Flexible use of staff
 Productivity higher
 Specialized staff
 Different time zones-(code n test)

Challenges
 Work distributed to contractors- Careful
 Procedures-formally expressed
 Coordination- difficult
 Payment(fixed price/piece-rate)
 Lack of trust
 Quality Assesment
 Differenct time zones Communication and coordination

5.6 Communication plan

Communication is important in all projects but a vital matter in case of dispersed

projects. Because of this, consideration of the way that project stakeholders will
communicate ought to be a part of the project planning process.
• Communication Genre
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– Refers to the method of communication
• Communication Plan
– Arrangements for communication between project stakeholders can be
documented

Time/place constraints on communication

- One way of categorizing types of communication.

Same place Different place

Same time Meetings, interviews Telephone,

Instant messaging

Different Notice boards Email

times Pigeon-holes Voicemail
Documents

Other factors influencing communication genres

• Size and complexity of information – favours documents
• Familiarity of context e.g. terminology – where low, two-way communication
favoured
• Personally sensitive – it has to be face-to-face communication here

Best method of communication depends on stage of project

• Different stages of a project would favour different modes of communication
• Early stages
– Need to build trust
– Establishing context
– Making important ‘global’ decisions
– Favours same time/ same place

• Intermediate stages
– Often involves the paralled detailed design of components
– Need for clarification of interfaces etc
– Favours same time/different place
• Implementation stages
– Design is relatively clear

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– Domain and context familiar
– Small amounts of operational data need to be exchanged
– Favours different time/different place communications e.g. e-mail
• Face to face co-ordination meetings – the ‘heartbeat’ of the project

Communications plans
• As we have seen choosing the right communication methods is crucial in a
project
• Therefore, a good idea to create a communication plan
• Stages of creating a communication plan
– Identify all the major stakeholders for the project
– Create a plan for the project
– Identify stakeholder and communication needs for each stage of the
project
– Document in a communication plan

Content of a communication plan

For each communication event and channel, identify:

• What. This contains the name of a particular communication event, e.g,
‘kick-off meeting’, or channel, e.g. ‘project intranet site’.
• Who/target. The target audience for the communication.
• Purpose. What the communication is to achieve.
• When/frequency. If the communication is by means of a single event, then a
date can be supplied. If the event is a recurring one, such as a progress
meeting then the frequency should be indicated.
• Type/method. The nature of the communication, e.g., a meeting or a
distributed document.
• Responsibility. The person who initiates the communication.

5.7 Leadership

Leadership is generally taken to mean the ability to influence others in a

group to act in a particular way to achieve group goals. A leader is not necessarily a
good manager or vice versa, as managers have other roles such as organizing,
planning and controlling.

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Types of authority/power

Position power
• Coercive power – able to threaten punishment
• Connection power – have access to those who do have power
• Legitimate power – based on a person’s title conferring a special status
• Reward power – able to reward those who comply

Personal power
• Expert power: holder can carry out specialist tasks that are in demand
• Information power: holder has access to needed information
• Referent power: based on personal attractiveness or charisma

Leadership styles

• Directive autocrat: makes decisions alone: close supervision of implementation

• Permissive autocrat: makes decisions alone: subordinates have latitude in
implementation
• Directive democrat: makes decisions participatively: close supervision of
implementation
• Permissive democrat: makes decisions participatively: subordinates have latitude
in implementation

Leadership styles
decision-making
autocrat democrat
implementation

directive

permissive

45

 Task orientation – focus on the work in hand

 People orientation – focus on relationships
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 Where there is uncertainty about the way job is to be done or staff are
inexperienced they welcome task oriented supervision
 Uncertainty is reduced – people orientation more important
 Risk that with reduction of uncertainty, managers have time on their hands and
become more task oriented (interfering)

Essentially staff want hands-on management when they need guidance. Once they
know the job they want to be left to get on with it!

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5.8 Stress, Health & Safety

WHAT IS STRESS?
Stress is your mind and body’s response or reaction to a real or imagined threat, event
or change.
The threat, event or change are commonly called stressors. Stressors can be internal
(thoughts, beliefs, attitudes or external (loss, tragedy, change).

EUSTRESS
Eustress or positive stress occurs when your level of stress is high enough to
motivate you to move into action to get things accomplished.

DISTRESS
Distress or negative stress occurs when your level of stress is either too high or too
low and your body and/or mind begin to respond negatively to the stressors.

ALARM STAGE
As you begin to experience a stressful event or perceive something to be stressful
psychological changes occur in your body. This experience or perception disrupts
your body’s normal balance and immediately your body begins to respond to the
stressor(s) as effectively as possible.

EXAMPLES
Cardiac - increased heart rate
Respiratory - increased respiration
Skin - decreased temperature
Hormonal - increased stimulation of adrenal genes which produce an adrenal rush.

RESISTANCE STAGE
During this stage your body tries to cope or adapt to the stressors by beginning a
process of repairing any damage the stressor has caused. Your friends, family or co-
workers may notice changes in you before you do so it is important to examine their
feedback to make sure you do not reach overload.

EXAMPLES
Behavior indicators include: lack of enthusiasm for family, school, work or life in
general, withdrawal, change in eating habits, insomnia, hypersomnia, anger, fatigue.

Cognitive Indicators include: poor problem solving, confusion, nightmares, hyper-

vigilance.

EXHAUSTION STAGE
During this stage the stressor is not being managed effectively and the body and
mind are not able to repair the damage.

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Health & Safety

Mechanisms for Effects of Exercise on Stress Reduction
 Distraction
 Endorphin
 Thermogenic
 Self-esteem

Types of Social Support

 Informational
 Material
 Emotional

Coping with Stress

Types of Coping Strategies

 Problem-focused  Emotion-focused
 Problem Solving  Praying
 Assertiveness  Relaxing
 Seeking active social  Exercising
support  Seeking passive social support

 Avoidant  Appraisal-focused
 Ignoring  Cognitive restructuring
 Escaping  Knowledge/skills

Concepts of Fitness and Wellness 5e

Other Stress Reduction Techniques

 Quick "time out"
 Jacobson's progressive relaxation
 Autogenic training
 Biofeedback
 Meditation / imagery
 Exercise

Quick "Time Out"

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 Deep breathing
 Take mind off of problems

Jacobson's Progressive Relaxation Technique

 Involves alternate contraction and relaxation of muscles
 Teaches person to identify stress-related tension in the body
 Autogenic Relaxation Training
 Combines deep rhythmic breathing with soothing imagery
 Feelings of heaviness and warmth facilitate process

Biofeedback
 Utilizes machines that monitor physiological responses
 Useful for decreasing tension headaches, asthma attacks, hypertension and
phobias.

Meditation / Imagery
 Relies on deep breathing
 Facilitated by images of peace and relaxation

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