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` To study and analyze the behaviour of working women

from the cross section of the society.

` To study the behaviour concepts:

Emotional contagion

Mentalization

Psychological contract

Identity negotiation

Emotional labour

By sample survey and draw conclusions from the same.



` Aggregate of the responses or reactions or movements made by

individual in any situation

` Manner of acting or controlling oneself

` Observable activity in human being

` Reflects his thoughts, actions and feelings

Thus, Behavior= the sum of all of a person¶s varying

responses styles to varying stimuli



Passive Behavior

Assertive Behavior

Aggressive Behavior

Submissive Behavior

Submissive Behavior



` Internal factors

1. Age2. Values

3. Perception

4. Attitude

` External factors

1. Culture2. Society

3. Education

4. Environment

5. Family& friends



` Group Level Behavior-Group behaviour consists of the

things between two or more people do and say they interact.

Individual behaviour influences group behaviour .

` Organization Level Behavior- An organization is a group

of people working to achieve one or more objectives.

Organizations are created to produce goods and services for

the larger society.





` Human behavior has an effect on performance.

` Every person in the organization is affected by atleast one

other person, and each person affects the whole group or

organization .

` The organization¶s performance is based on the combined

performance of each individual and group.





` Be Optimistic

` Be Positive

` Be Interested in other people

` Smile and develop a sense of humor

` Listen to other people

` Help Others

` Think Before You Act







Emotional contagion is the tendency to catch and feel

emotions that are similar to and influenced by those of others.

A process in which a person or group influences the

emotions or behavior of another person or group i.e. the

ability to transfer moods.





People at different levels

unconsciously send messagesabout how they are feeling while

simultaneously receiving the

emotional messages being sent

by others. These emotional cues

affect each person¶s own

emotions, and in turn, these

feelings affect how they perform

at individual level as well as

group level .

It also determines moral , team¶sperformance & group

cohesiveness

0%

83%

17%

0%

Individual feelings

affect groupperformance

Never often Always



In a study of the influence of

the contagion of emotions of a group leader on group

members, the positive

emotions of the leader

positively influenced group

members at both theindividual and collective level

with the opposite for leader

having negative emotions.

The leader¶s positive

emotions also had a

subsequent influence on

group coordination and effort

15%

18%

67%

0%

Group¶s emotions

week strong moderate



There are times when others'emotions are being manipulated bya person or a group in order toachieve something.

It deals with the need to manageemotions so that they areconsistent with organizational oroccupational display rules,regardless of whether they arediscrepant with internal feelings. Inregard to emotional contagion, in

work settings that require a certaindisplay of emotions, one findshimself obligated to display, andconsequently feel, these emotions.

never 0%

often

67%

always33%

0%

Explicit Emotionalcontagion



10%

60%

30%

0%

Individual emotionaloutcome is primarily

attributed to

personal outcome

group outcome

organisational outcome

33%

0%

17%

0%

Factor shaping one¶semotional state

education

society

demographic profile





Concept was popularized in 1990 by Peter Fonagy.

It is a psychological concept that describes the ability to understand

the mental state of oneself and others which underlie overt behaviour.

Mentalization refers to your ability to recognize your own and others

mental states, and to see these mental states as separate from

behaviour.

It allow us to perceive and interpret human behaviour in terms of intentional mental states (e.g.

needs, desires, feelings, beliefs, goals, purposes, and reasons).



Mentalization has implications for attachment theory.

Attachment theory describes the dynamics of long term relationships

between humans especially in family and life long friends.Attachment

means an affectionate bond or tie between an individual and anattachment figure.

It has an exhaustive description of human relationship which indicates

that bond exists.

Mentalization has implications for self development.



Objective: To study how the mentalization concept is practiced by the

women employees in the organization.

Sample:

- Size: 30

- Age: 20 yrs- 50 yrs- Length of service: 1 year to 20 years

Method Of Data Collection: Questionnaire



How often you are forced against your will? Never Often Always

When you are involved in the conflict do you try to understand the mental

state? Never Often Always

When your employee or junior staff ask for a holiday what was your reaction?

Simply refuse to give by saying that there is too much work Gives holiday without asking much Ask for the reason and when he feels there is actually need then only give you

holiday Ignore your situation and force you to come otherwise he will fire you



If you find the two people are arguing over a topic in the office then as anemployer what is your reaction?

Go over that place and scold both of them to keep their mouth shut

Ask what the problem is and take one person side with whom you are

comfortable and start arguing.

Listen both of them and understand their views and try to give neutral judgment

Complain to higher authorities

You are forced to do other employee work? What you will do?

Oppose it and say I will not do as it is not my part of job.

Do it as we all belong to the one organization

Do it when you are forced to do

If someone in the organization come to you discuss his/her problem with you.

Listen to his/her problem and try to give him the best possible situation

Just listen without taking any interest

Ignores him/her





Public sector and education sector

try to understand the other people

aspects as compared to the other

private sector organizations.

Women try to understand more

their colleagues and friends or

people who belong to same cadre in

the organization as compared tothe people who are their bosses or

junior staff . This can be explained

on the basis of attachment theory

PSU E i

s c

p i

s c





The term 'the Psychological Contract' commonly and somewhat

loosely refers to 'expectations 'of an employee or workforce

towards the employer & vice versa.

The Psychological Contract represents, in a basic sense, the

obligations, rights, rewards, etc., that an employee believes he/she

is 'owed' by his/her employer, in return for the employee's work

and loyalty.





`̀ OBJECTIVEOBJECTIVE:: To find discrimination(if any) in

psychological contract on gender basis.

`̀ POPULATION:POPULATION: Size: 30

Gender: females

Age group: 20-35 years



Q1)How well your employer has fulfilled the promised obligationsthat they owed you?

` Very poor-0` Poor-13.33%` Fair -60%` Good-20%` Excellent-6.66%MAXIMUM POPULATION WAS NOT HAPPY BUT YET SATISFIED WITH THEIR

EMPLOYERS.

Q2)How much would you rate the extrinsic inducements beingfulfilled?

` Very poor-0` Poor-6.66%` Fair-13.33%` Good-66.66%` Excellent-13.33%MAXIMUM POPULATION FELT THAT THE EXTRINSIC INDUCEMENTS WERE

GIVEN TO THEM PROPERLY.



Q3)Do you think that your intrinsic inducements are being fulfilled properly?

` Yes-33.33%

` No-13.33%

` To some extent-53.33%

MAXIMUM POPULATION DIDN,T SEEM TO BE SATISFIED WITH THE INTRINSIC

INDUCEMENTS FULLY.

Q4) With the same inducements, employer & the same working environment for howlong do you see yourself working here?

` 0-12 months-20%

` 1-2 years-33.33%

` 2-5 months-13.33%

` 5-10 years-20%` More than 10 years-13.33%

MAXIMUM POPULATION WOULD NOT LIKE TO WORK FOR MORE THAN 2 YEARS WITH THE EXISTING EMPLOYERS.THUS, SHOWING THAT SOMEWHERE DOWN THE LINE THEY ARE NOT HAPPY WITH THEIR PRESENT JOB.

Q5) Do you think that your organization has a promotion system that helps the men torise and not women?

` Yes-13.33%

` No-46.66%

` To some extent-40%

MAXIMUM POPULATION SAID THAT THEY DIDN¶T FEEL THAT THEIR WAS ANY DISCIMINATION ON GENDER BASIS .



` People are not ready to tell their company¶s name

& give exact branch address.

`

The data may be biased as people are afraid tosay anything against their company/employer.

` Also, people are not ready to respond properly

because of time constraint.



Questions on Psychological Contract: (Elite)

1. Since how long have you been working in this organization?

What were your expectations from this organization and your

fellow employees when you joined this organization?

2. Being a woman, have you ever been discriminated against, in

terms of transfers, promotions and pay scale?3. Do you think the expectations from your organization/your

employer are justified? Why?

4. Do inter-personal and professional conflicts often take place

within the organizations? What do you think are the reasons?

5. In what ways do you think the policies of the organization

are flexible/ rigid towards the female employers/employees?

Are you satisfied with your job and organization?



91.3% of the women have been working in the

organizations for the past 10 or more years

They expect a cordial and friendly atmosphere from

their employees/employers

45.7% of the organizations are a little biased towardsmale employees in terms of pay scale and promotions

Most organizations see the existence of employer-

employee & male-female conflicts

The organizational policies are flexible in 78.6% of the

organizations

84.53% women are satisfied with their jobs.





It refers to the processes through which people reach agreements

regarding ³who is who´ in their relationships.

�Once these agreements are reached, people are expected to

remain faithful to the identities they have agreed to assume.

�The process of identity negotiation thus establishes what people

can expect of one another.

�It provides the interpersonal ³glue´ that holds relationships

together.

Identity Negotiation



The actual phrase ³identity negotiation´ was introduced by Swann

(1987). Who emphasized the tension between two competing processes in social interaction these are:

Behavioral Confirmation

Self-Verification

Behavioral confirmation

It occurs when one person (the ³perceiver´) encourages another person (the ³target´) to behave in a way that confirm the

expectancies of the perceiver .



Self-verificationIt occurs when the target persuades the perceiver

to behave in a manner that verifies the targets firmly

held self-views or identities.

Psychological view of identity negotiation

Battle of wills.

Stable images

Social interaction



y target audience will be working women of elite class.

Probable outcomes will be in terms of :

Their attitude towards others and how well do they get along with

them.

Their understanding and cooperative nature.

Their faith in others ability.

Are they comfortable in different working environment.

Do they welcome suggestions about their work and themselves?

They possess leadership qualities or not.



OBJECTIVE-

To study effect of Identity Negotiation on the behavior of a working women of Elite class in an organization.

Sample size-10

Age limit- 20-50 years

Method of Data Collection-Questionnaire





3.Do you prefer working as a individual or as a group?

70%

30%individual

group

4. Would you like to interact with evaluator who had -

80%

20%

Favoura leUnfavoura le



5. Do you often face conflict while working in a group?

40%

50%

10% 0%

Yes

No

Cant say

6.how do you see yourself in a difficult situation?

20%

40%

40% Become Hyper

Behave calmly

Neutral



7.Do you often agree with views of your male colleagues?

30%

30%

40%Yes

No

Cant say

8. Are you a leader in your group?

70%

30%

Yes

No



Probable outcomes are in terms of :

Their attitude towards others and how well do they get along with

them

Their understanding and cooperative nature.

Their faith in others ability.

Are they comfortable in different working environment.

Do they welcome suggestions about their work and themselves?

They possess leadership qualities or not.





Negotiator must familiarize themselves with

� The entire context and background of their counterparts.

� To the specific subjects to be negotiated.

� Differences in culture, language, and environment.



S tage two ± Relationship building

Taking time to build mutual trust before starting

any discussions

During relationship building many non-task events (socialevents, tours, and ceremonies) take place so that the parties can

get to know one another .





Stage four - Persuasion

� During this stage both parties try to persuade the other to

accept more of their position while giving up some of their own.

�There are recognizable tactics for this stage





IDENTITY NEGOTIATION ACCORDING TO

Dr. Stella Ting-Toomey

Stella Ting-Toomey applied the concept of Identity

Negotiation on the field of intercultural communication.

Based on her cross-cultural-face-negotiation-

theory, Ting-Toomey argued that identity negotiation is the

precondition for successful intercultural communication.



TING-TOOME Y POSTULATES EIGHT

ASSUMPTIONS:

� Ever e lti le i es er i sense f

self;

� Cultur l variabilit influences t e sense f self;

� Self -i entificati n involves securit and vulner abilit ;

� Identit boundar r egulation otivates behaviour;

� Identit boundar r egulation involves a tension bet een

inclusion and diff er entiation;

� Individuals tr to balance self, other, and gr oup

ember ships;



� Managing the inclusion-differentiation dialectic

influences the coherent sense of self and;

� A coherent sense of self influences individual¶s

communication resourcefulness (i.e., ³the

knowledge and ability to apply

cognitive, affective, and behavioral resources

appropriately, effectively, and creatively in diverse

interaction situations´.



TING-TOOME Y INCLUDED 20 PROPOSITIONS IN THE

IDENTITY NEGOTIATION THEOR Y:

� The more secure individuals¶ self -identifications are, the more

they are open to interacting with members of other cultures.

� The more vulnerable individuals feel, the more anxiety they

experience in these interactions.

� Individuals¶ vulnerability is affected by their needs for security.

� The more individuals need inclusion, the more they value in-

group and relational boundaries.

� The more individuals need differentiation, the more distance they

place between the self and others.



� Individuals¶ resourcefulness in negotiating identities is affected

by effectively managing security-vulnerability and inclusion-

differentiation dialectics.

� The more secure individuals' self -identifications, greater their identity coherence & global self -esteem.

� The greater individuals¶ self -esteem and the greater their

membership collective esteem , the more resourceful they are

when interacting with strangers.

� Individual¶s motivation to communicate with strangers influences

the degree to which they seek out communication resources

� The greater individuals' cognitive , affective , and behavioural

resourcefulness , the more effective they are in identity

negotiation.

� The more diverse individuals` communication resources are, the

more effective they are in interactive identity confirmation

, coordination , and atonement .





Objective To study effect of Identity Negotiation on the behaviour of a

woman of middle class in an organisation.

Sample si e 10

Age Limit 25-55

Method of Data collection Questionnaire



40%

60%

A B



30%

30%

20%

10%

A B C D E



30%

30%

40%

always never sometimes



60%

20%

10%

Yes No Sometimes



20%

0%

50%

Always Never Sometimes



60%

10%

30%




30

10%

50%




70%0%

30%




For what they are usually get negotiated in the organisation.

Do they feel any difficulty in negotiation process.

Do they feel any problem in the negotiation process with lower level workers.

How much importance do they have in the organisation¶s decision makingprocess?





Strong instinctive feeling such as love or fear



(in fulfilment of an official or unofficial contract of

labour) µinducing or suppressing a feeling so as to

produce a behaviour that produces required feeling

responses in others¶



` Emotional labour 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.



(1) require face-to-face or voice-to-voice contact with the public

(2) require the worker to produce an emotional state in another

person;

(3) allow the employees to exercise a degree of control over

their emotional activities.

Display rules refer to the organizational rules about what kindof emotion to express on the job



=

` a) Displaying emotions

` b) Handling emotions



1. emotion as µunreasoned opinion¶;

2. the object of control in the civilising process -

E lias

3. a threat to the rationalisation of the modernworkplace - Braverman, Ritzer

` But:

a) the long history of professional and craft pride

encouraging high quality work b) the use of emotional ties among workers as a

management tool to increase attachment to the

workplace



1. Family/Housework model of care work

2. Training µconsumers¶ to display non-disruptive

emotions



` Distribution of emotional labour draws on gender

stereotypes

Male affective neutrality

Female emotional engagement



Surface acting

P roblem of mistaking performance and

authenticity; betrayal of trust

Deep acting

Colonisation of emotion



1. Empathy: µability to identify with a person or

object¶

professional labour, typically male

2. Sympathy: µsharing of another¶s feelings¶

routine labour, typically female



` In µflexible times¶ emotional attachment to the

` job/organisation is potentially dangerous



Objective To study effect of Emotional labour on the behaviour of a

woman of middle class in an organisation.

Sample size 10

Age Limit 25-55

Method of Data collection Questionnaire



Does your organisation provides the appropriate training in emotional

labor?

A) Strongly Agree B) Agree

C)Undecided D) Disagree

20%

50%

30%0

agree undecided disagree



Do you believe emotional labor is important to the success of the

employees performance?

A) Strongly Agree B) AgreeC)Undecided D) Disagree

70%

30%

0%

Column1

strongly agree agree undecided disagree



Would do you think training employees on emotional labor would

reduce turnover?



0%

24%

61%

15%




Would you think training employees on emotional labor would improve

the quality service?



50%

30%

20%

0%

strongly agree agree 3rd Qtr 4th Qtr



Would you think Employees should regularly attend emotional labors

workshops?


60%30%

0%10%

strongly agree agree

undecided disagree



Do you believe management gives more importance to the Male

employees and neglects the female employees?

) Strongly gree ) gree

C) ndecided D) Disagree

0%

20%

30%

50%




Do you believe getting trained on emotional labour and being able to manage it

would make a difference in your work life?


30%

50%

20%

0%




Probable outcomes

We found that some dimensions of emotional labour significantly relate to

job Satisfaction and job satisfaction positively affects organisational

commitment

And has an effect on Deep acting and organisation commitment.



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