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Presenting by Nazim Uddin Metric No: B-092054

Assignment Submission Info

Submit to: Rashed Ahmed Lecturer of Organizational Behavior Adjunct Faculty International Islamic University, Chittagong, Dhaka Campus Submitted by: Md. Nazim Uddin Metric No. B-092054 BBatch: 28A11 Department of Business studies IIUCIIUC-DC

Submission Date: 24 07 - 2011

Develop Behavior Of The Employee Of

International Islamic University, Chittagong, Dhaka Campus

Introduction
Organizational Behavior is the study of human behavior in an organization in relation to motivate; job satisfaction and leadership to understand predict and control them. Human being are reciprocal. If you treat them well, they will treat you well. Without Understanding the employees behavior accurately and motivating them efficiently, organizational objective will be very difficult to achieve. Productivity, employee morale and customer satisfaction depend on how well employees are being managed. Employee behavior management is a continuous process as deviation from company standards will occur from time to time.

Analysis the sources of employees behavior problem:

To improve employee behavior first we will analyze the employees behavior problem by the answer of the following questions : What is the employee not doing that I want him/her to do? Does the employee know the problem exists? (Sometimes it resolves itself when brought to attention.) Have I clearly communicated the job expectations to the employee? Did the employee clearly understand my expectations? (Ask the employee to state his/her interpretation.) Did the employee receive adequate job training? Does the employee possess the necessary abilities, knowledge and skills to do the job? Has the employee performed the task successfully in the past? Are there barriers outside the employee's control that are affecting the performance, such as lack of resources, time, authority or conflicting directions?

Find Solution With Positive Discussion

Regarding the above question we will find the solution positively why they behave like that as well as performance. First give the employee positive feedback on

several aspects of performance. Indicate that you want to help the employee be successful in the job. Then state the performance weakness and ask the employee for input on what he/she feels is the source of the problem. Try to give him/her to find the solution of their problem rather than mine solution. We can accomplish this by asking open-ended questions like these: What areas do you like best about your performance? What parts of your job do you like the least? What could you do more of, better or differently to improve your performance? What could I as your manager do more of, better or differently to help you?

DEALING WITH DIFFICULT SITUATIONS

While there are many other difficult employee attitudes, these situations are the most challenging to develop employees behavior given below:. Employees who are unmotivated to do the job Employees who are motivated to listen, but not committed to alter their performance Employees who become angry or cry Employees who disagree with what you're saying about their performance

Unmotivated employee
These employees are not interested in receiving constructive feedback and give the impression they don't care. They are unresponsive and not willing to listen.

Dealing With Unmotivated employee

Using a skill called "contracting": "Jewel, I was thinking about the way we work together. It would be great if I would feel more comfortable giving you feedback about how you can do your job better. I want you to feel comfortable in giving me feedback about anything I could do better. Does this sound OK with you?" And then proceed by communicating the performance problem: "I have recently noticed that you have not met the time deadlines in ordering the new laboratory equipment. As a result, the lab technicians are delayed in performing their tests. Let's discuss what you think would work to resolve this concern."

Uncommitted employee
Since this employee is not committed in changing his/her performance, you have to help the employee commit to action. Giving feedback alone is not sufficient at times.

Dealing With Uncommitted employee

We have to link his/her performance as well as behavior to department or company goals so the employee sees the value in improving performance and changing his/her behavior. Employee involvement in setting goals and measuring performance against these goals strengthens commitment.

Emotional employee
Emotional employee is a form of emotional regulation wherein workers are expected to display certain emotions as part of their job, and to promote organizational goals. The intended effects of these emotional displays are on other, targeted people, who can be clients, customers, subordinates or co-workers.

Dealing With Emotional Employee

When coaching an employee who is crying, the following techniques will help: Give permission. "It is all right to cry." Give time and space. "That's OK, take your time." But don't end the conversation. Eventually they will stop crying. Male supervisors of female employees often make the mistake of letting the employee leave the office before discussing the issue. This creates more pent-up emotion and gives the perception that the issue has been dismissed. Proceed gradually. "Why don't we talk about this so we can sort out the issues?"

Disagreeable employee
Determine if the employee is disagreeing about the facts you are presenting or whether his/her performance is a problem or not.

Dealing With Disagreeable employee

If the employee is disagreeing about the facts, be prepared to site more examples and lack of performance evidence. If the employee is disagreeing whether the performance is a problem or not, describe the consequences of the performance on peers, customers or other departments.

Recommendation
After analyzing the employee behavior problem procedures and estimating the efficient solution for the employee to improve their behavior now recommended the International Islamic University, Chittagong, Dhaka Campus 10 effective things to develop its employees behavior. These are listed below: Change what employee do, not who they are. Focus on the behavior when asking for change. Avoid personal attacks. Listen before talking, and think before acting. Before you criticize or try to control co-employees behavior, make sure you understand what theyre doing and why. Think the situation through and choose your words carefully. Dont say something youll regret. Get to the point. Explain exactly what behavior you object to and tell them what you want them to do about it. Expect the best. Dont be satisfied with mediocre results.

Recommendation
Model the behavior you want to see. For example, dont laugh at 1 made at someone elses expense. And, stay calm even when the person you are confronting is agitated or unpleasant. Adapt your approach to the person. Tell a Backstabber firmly that you and others will no longer put up with insincerity. But with a sensitive Complainer, use a softer, but still firm approach. Protect dignity and self-respect. No matter how much trouble co-workers behavior is, you have no right to attack them personally Appeal to self-interests. People want to know Whats in it for me? Convince them that working with the team and respecting others needs will help them, too. When co-workers change problem behavior, tell them how much you appreciate it. Otherwise, the change may not last. Cut your losses with regret, not guilt. When trying to get problem co-workers to change becomes too much, give up knowing you gave it your best shot.

Conclusion

All employees behavior and performance problems cannot be resolved. If you have tried to coach and counsel an employee and performance is still not improving, you need to follow your progressive discipline policy to fairly and legally bring the performance up to standard or move to termination.

Finally I want to say that: Behavior development useful to end a good employers bad habits

And thanks all of you For Staying with me