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Management Practices and Organisational Behaviour

Notes A high-Mach individual behaves in accordance with Machiavelli's ideas, which include
the notion that it is better to be feared than loved. High-Machs tend to use deceit in
relationships, have a cynical view of human nature and have little concern for conventional
notions of right and wrong. They are skilled manipulators of other people, relying on
their persuasive abilities. High-Machs are suitable in jobs that require bargaining skills or
where there are substantial rewards for winning (example: commissioned sales).
3. Self-esteem: Self-esteem is an individual's general feeling of self-worth. Individuals with
high self-esteem have positive feelings about themselves, perceive themselves to have
strength as well as weaknesses, and believe their strengths are more important than their
weaknesses. Individuals with low self-esteem view themselves negatively. They are more
strongly affected by what other people think of them, and they compliment individuals
who give them positive feedback while cutting down people who give them negative
feedback.
Research on self-esteem (SE) offers some interesting insights into organisational behaviour.

(a) High-SEs: People with High SEs
(i) Believe they possess more of the ability they need in order to succeed at work.
(ii) Individuals with high SE will take more risks in job selection and are more
likely to choose unconventional jobs.
(iii) They are more satisfied with their jobs.
(b) Low-SEs: People with low SEs

(i) Are more susceptible to external influence.
(ii) They depend on the receipt of positive evaluations from others.
(iii) They tend to be concerned with pleasing others and therefore, are less likely
to take unpopular stands.
(iv) They are less satisfied with their jobs.
Self-esteem may be strongly affected by situations. Success tends to raise self-esteem,
whereas failure tends to lower it. Given that high self-esteem is generally a positive
characteristic, managers should encourage employees to raise their self-esteem by giving
them appropriate challenges and opportunities for success.

4. Self-efficacy: Self-efficacy refers to an individual's belief that he or she is capable of
performing a task. The higher your self-efficacy, the more confidence you have in your
ability to succeed in a task. So, in difficult situations, we find that people with low self-
efficacy are more likely to slacken their effort or give up altogether, whereas those with
high self-efficacy will try harder to master the challenge. In addition, individuals high in
self-efficacy seem to respond to negative feedback with increased effort and motivation;
those low in self-efficacy are likely to reduce their effort when given negative feedback.
Individuals with high self-efficacy believe that they have the ability to get things done,
that they are capable of putting forth the effort to accomplish the task, and that they can
overcome any obstacles to their success. There are four sources of self-efficacy:
(a) Prior experiences

(b) Behaviour models – witnessing the success of others
(c) Persuasion from other people and
(d) Assessment of current physical and emotional capabilities.

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