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This document discusses the concept of role efficacy, which is the psychological factor underlying role effectiveness. Role efficacy depends on the potential effectiveness of the individual, the role, and the organizational climate. It has three main aspects: role making, role centering, and role linking. The more these aspects are present in a role, the higher the role efficacy is likely to be. Role efficacy can be increased by taking a proactive approach to designing one's role, rather than just reacting to others' expectations.
This document discusses the concept of role efficacy, which is the psychological factor underlying role effectiveness. Role efficacy depends on the potential effectiveness of the individual, the role, and the organizational climate. It has three main aspects: role making, role centering, and role linking. The more these aspects are present in a role, the higher the role efficacy is likely to be. Role efficacy can be increased by taking a proactive approach to designing one's role, rather than just reacting to others' expectations.
This document discusses the concept of role efficacy, which is the psychological factor underlying role effectiveness. Role efficacy depends on the potential effectiveness of the individual, the role, and the organizational climate. It has three main aspects: role making, role centering, and role linking. The more these aspects are present in a role, the higher the role efficacy is likely to be. Role efficacy can be increased by taking a proactive approach to designing one's role, rather than just reacting to others' expectations.
MAKING (TAKING INITIATIVE IN DESIGNING THE ROLE MORE CREATIVITY TO INTEGRATE VARIOUS EXPECTATIONS), THE MORE ROLE IS LIKELY TO BE EFFECTIVE
• EFFECTIVENESS OF ROLE THEREFORE
DEPENDS ON POTENTIAL EFFECTIVENESS OF INDIVIDUAL, ROLE AND CLIMATE OF THE ORGANISATION. • THESE POTENTIAL EFFECTIVENESSES CAN BE CALLED EFFICACY. • ROLE EFFICACY CAN THUS BE SEEN AS THE PSYCHOLOGICAL FACTOR UNDERLYING ROLE EFFECTIVENESS DEFINITIONS EFFICIENCEY - MEASURED BY A COMPARISON OF OUTPUT WITH INPUT (AS IN ENERGY, TIME AND MONEY) - DOING THINGS RIGHT EFFECTIVENESS : ABILITY TO PRODUCE A DECIDED DECISIVE OR DESIRED EFFECT - DOING RIGHT THINGS EFFICACY : POWER TO PRODUCE AN EFFECT - SETTING THE RIGHT OBJECTIVES ROLE EFFICACY HAS THREE MAIN ASPECTS
THE MORE THESE APECTS ARE PRESENT IN A
ROLE, HIGHER THE EFFICACY IS LIKELY TO BE ROLE EFFICACY
ROLE MAKING ROLE CENTERING ROLE LINKING
ROLE CENTERING 1. CENTRALITY HOW CENTRAL I AM TO THE ORGANIZATION 2. INFLUENCE ABILITY TO INFLUENCE AND USE POWER 3. PERSONAL GROWTH OPPORTUNITY TO GROW & DEVELOP ROLE MAKING 1. SELF-ROLE INTEGRATION HOW CLOSELY INTEGRATED ROLE WITH SELF 2. PRO-ACTIVITY ABILITY TO MAKE INITIATIVE RATHER THAN RESPONDING 3. CREATIVITY NEW AND UNCONVENTIONAL WAY OF SOLVING A PROBLEM 4. CONFRONTATION ABILITY TO FACE PROBLEMS AND FIND SOLUTIONS ROLE LINKING 1. INTER ROLE LINKAGE ABILITY TO LINK ONE’S ROLE WITH OTHERS 2. HELPING RELATIONSHIP FREE TO SOLICIT AND GIVE HELP 3. SUPER ORDINATION DISPOSITION TO SERVE LARGER OFFICE VS ROLE BASED ON POWER RELATIONS BASED ON MUTUALITY • HAS RELATED PRIVILAGES • HAS RELATED OBLIGATION • IS USUALLY HIERARCHICAL • NON HERARICHICAL • IS CREATED BY OTHERS • CREATED BY STAKE • PART OF STRUCTURE HOLDERS • IS EVALUATIVE • PART OF THE DYNAMICS • IS STATIC • IS DESCRIPTIVE • IS DYNAMIC ROLE IS THE INTEGRATING POINT OF INDIVIDUAL & ORGANISATION • ORGANIZATION OROG STRUCTURE GOALS
ROLE
INDIVIDUAL PERSONALITY NEEDS
INDIVIDUAL ROLE ORGANISATION
ROLE DERIVATION PROCESS • IDENTIFY THE STAKE HOLDERS • CLASSIFY THE STAKE HOLDERS • PRIORITISE THE STAKE HOLDERS • IDENTIFY THE EXPECTATIONS OF STAKE HOLDERS • APPLY CRITERIA FOR ELIMANATION • GENERATE SELF EXPECTATION • COLLATE EXPECTATION OF BOTH • FINALISE ROLE AN OFFICE BECOMES A ROLE WHEN IT IS ACTUALLY DEFINED BY THE EXPECTATION OF STAKE HOLDERS OR
A ROLE IS NOT DEFINED
WITHOUT THE EXPECTATIONS OF OTHERS APPROACHES TO ROLE
• REACTIVE • PROACTIVE • BASED ON • BASED ON SELF EXPECTATIONS OF EXPECTATIONS OTHERS • ROLE TAKING • ROLE MAKING