ORGANIZATION BEHAVIOUR: STEPHEN ROBINS LESSON 1 CHARACTERISTICS OF THE TERM ORGANIZATION: SOCIAL UNIT OPERATES WITHIN A FRAMEWORK FUNCTIONS

ONS TO ACHIEVE ITS GOALS

CHARACTERISTICS OF THE TERM MANAGER: ACCOMPLISHES OF ORGANIZATION GOALS THROUGH OPTIMUM UTILIZATION OF RESOURCES WHAT MANAGERS DO? PLANNING ORGANIZING LEADING MONITORING

MANAGEMENT SKILLS: MANAGER SHOULD HAVE THE FOLLOWING SKILLS:

o TECHNICAL / HUMAN / CONCEPTUAL

MANAGEMENT ROLES: INTERPERSONAL ROLES o MAINTAINING EFFECTIVE RELATIONSHIP WITHIN & OUTSIDE THE ORGANIZATION IN ORDER TO ACCOMPLISH ORGANIZATION GOAL INFORMATIONAL ROLE o SHARING / DISSEMINATING / MONITORING INFORMATION

DECISION ROLES o o IMPROVING ORGANIZATIONS PERFORMANCE TAKING CORRECTIVE ACTION

RESOURCE ROLE o ALLOCATING RESOURCES

NEGOTIATOR ROLE o BARGAINING

EFFECTIVE VS SUCCESSFUL MANAGERS FOLLOWING ARE THE ACTIVITIES THAT MANAGERS ARE ENGAGED IN:

TRADITIONAL MANAGEMENT / COMMUNICATION / PEOPLE MANAGEMENT /

NETWORKING MANAGERS CAN BE CLASSIFIED INTO:

AVERAGE / SUCCESSFUL / EFFECTIVE

THE TIME SPENT BY ABOVE MANAGERS IN THE ACTIVITIES ENGAGED BY THEM: TYPES OF TRADITIONAL COMMUNICATION PEOPLE NETWORKING MANAGERS MANAGEMENT MANAGEMENT AVERAGE 32% 29% 20% 19% SUCCESSFUL 13% 28% 11% 48% EFFECTIVE 19% 44% 26% 11% MANAGERS NEED TO DEVELOP THEIR PEOPLE SKILLS IF THEY ARE TO BE EFFECTIVE CHARACTERISTICS OF THE TERM ORGANIZATION BEHAVIOR: EVERY ORGANIZATION ASPIRES TO BE SUCCESSFUL. SUCCESS OF AN ORGANIZATION DEPENDS UPON PEOPLES BEHAVIOUR

IMPORTANCE OF OB STUDY ANY STUDY CAN BE DONE EITHER SCIENTIFICALLY OR BY INTUITION IN SCIENTIFIC METHOD, CONCLUSIONS ARE DRAWN BASED ON EVIDENCE WHILE IN INTUITION THE CONCLUSIONS ARE DRAWN BASED ON GUT OR FEELING.

CHALLENGES & OPPORTUNITIES FOR OB RESPONDING TO GLOBALIZATION o MANAGING WORKFORCE DIVERSITY

IMPROVING QUALITY & PRODUCTIVITY o o ATTAINING CUSTOMER SATISFACTION THROUGH CONTINUOUS IMPROVEMENT FOCUSING ON CORE ACTIVITIES

IMPROVING PEOPLES SKILL o o EMPOWERING PEOPLE MAKING PEOPLE ACCOUNTABLE FOR OUTCOMES

COPING WITH TEMPORARIES o DEALING WITH CHANGE MANAGEMENT

STIMULATING INNOVATION & CHANGE o MOTIVATING PEOPLE TO BE CREATIVE / INNOVATIVE

IMPROVING ETHICAL BEHAVIOUR o BEHAVIOUR BASED ON PRINCIPLES

ASSIGNMENT: 1 COMMENT: SHOULD MANAGEMENT PUT ORGANIZATION OR PEOPLE FIRST TO BE SUCCESSFUL ASSIGNMENT: 2 BEHAVIOUR IS GENERALLY PREDICTABLE, SO THERE IS NO NEED TO STUDY OB IS THIS STATEMENT CORRECT OR WRONG? ASSIGNMENT: 3 WHAT ARE EFFECTIVENESS & EFFICIENCY,& HOW ARE THEY RELATED TO ORGANIZATIONAL BEHAVIOUR? ASSIGNMENT: 4 WHAT COULD BE THE DIFFERENT NEEDS OF A DIVERSE STUDENT GROUP?

LESSON 2: BIOGRAPHICAL CHARACTERISTICS: MEANS & INCLUDES:

o AGE / GENDER / MARITAL STATUS / TENURE

AGE IS THERE A RELATIONSHIP o o GENDER: DO WOMEN PERFORM AS WELL AS MEN DO? ARE WOMEN CAREER ORIENTED? ARE WOMEN LESS STABLE EMPLOYEES THAN MEN? IS THERE AN EFFECT OF MARITAL STATUS ON EFFICIENCY? ARE MARRIED MEN MORE SATISFIED IN THEIR JOBS THAN UNMARRIED MEN? DOES DIVORCE HAVE AN IMPACT ON PERFORMANCE & SATISFACTION? DOES SENIORITY HAVE AN IMPACT ON EFFICIENCY? IS IT NEGATIVELY RELATED TO TURNOVER? BETWEEN AGE & ABSENTEEISM? DOES EFFICIENCY DECLINE WITH AGE? OBTAINED FROM PERSONAL RECORDS THE ABOVE BIOLOGICAL CHARACTERISTICS ARE OBJECTIVE IN NATURE. IS THERE A LINK BETWEEN THE BIOLOGICAL FACTORS & JOB PERFORMANCE?

MARITAL STATUS:

TENURE:

CONCLUSION: ARE THE ABOVE FACTORS A CONSISTENT & STABLE PREDICTOR OF JOB SATISFACTION? CANNOT SAY, UNTIL PROVED THROUGH RESEARCH.

ABILITY: AN INDIVIDUALS CAPACITY TO PERFORM VARIOUS TASKS IN A JOB. THREE TYPES: o INTELLECTUAL o EXPERIENCE: o PHYSICAL INCLUDES STAMINA / STRENGTH / DEXTERITY / DEVELOPED BY KEEPING FIT NOT BASED ON KNOWLEDGE KNOW HOW DEVELOPED THROUGH KNOWLEDGE KNOW WHY

HEIGHT / WEIGHT

CHARACTERISTICS OF THE TERM LEARNING: RELATIVELY PERMANENT CHANGE IN THE BEHAVIOUR OF THE PERSON. IT IS A CONTINUOUS PROCESS WHETHER LEARNING HAS TAKEN PLACE OR NOT CAN ONLY BE OBSERVED IF THERE IS A CHANGE IN THE BEHAVIOUR THEORIES OF LEARNING: CLASSICAL CONDITIONING o o BEHAVIOUR IS REFLEX. CANNOT BE CONTROLLED

OPERANT CONDITIONING: o o BEHAVIOUR IS VOLUNTARY CAB BE INFLUENCED

SOCIAL LEARNING o BEHAVIOUR LEARNT THROUGH OBSERVATION

CAN BEHAVIOR BE SHAPED? YES. BY REINFORCEMENT REINFORCEMENT IS OF TWO TYPES: o CONTINUOUS o INTERMITTENT FIXED RATIO o VARIABLE RATIO o FIXED INTERVAL o VARIABLE INTERVAL ASSIGNMENT: 1 COMMENT: TO STUDY OB ONE SHOULD FOCUS ON INDIVIDUALS OR ON SOCIAL STRUCTURE? ASSIGNMENT: 2 DESCRIBE THE SPECIFIC STEPS YOU WOULD TAKE TO ENSURE THAT AN INDIVIDUAL HAS THE APPROPRIATE ABILITIES TO SATISFACTORILY DO A GIVEN JOB ASSIGNMENT: 3 HOW MIGHT EMPLOYEES ACTUALLY LEARN UNETHICAL BEHAVIOUR ON THEIR JOBS? ASSIGNMENT: 4 IF YOU HAD TO TAKE DISCIPLINARY ACTION AGAINST AN EMPLOYEE HOW SPECIFICALLY WOULD YOU DO IT? ASSIGNMENT: 5 ALL ORGANIZATIONS WOULD BENEFIT FROM HIRING THE SMARTEST PEOPLE THEY CAN GET DO YOU AGREE / DISAGREE WITH THIS STATEMENT? SUPPORT YOUR ANSWER. INTERVAL NOT FIXED FIXED INTERVALS INSTANCES NOT FIXED FIXED INSTANCES REINFORCEMENT AT INTERVALS. REINFORCEMENT CONTINUOUS

FOUR TYPES OF INTERMITTENT REINFORCEMENT o

ASSIGNMENT: 6 WHAT INFLUENCE DO YOU THINK AN EMPLOYEES AGE / EXPERIENCE / PHYSICAL ABILITIES HAVE ON HIS / HER JOB PERFORMANCE?

LESSON 3: CHARACTERISTICS OF THE TERM VALUES: PRINCIPLES OF LEADING OUR LIVES INFLUENCES ONES PERCEPTION, ATTITUDES & BEHAVIOUR IT REPRESENTS THE CULTURE OF THE INDIVIDUAL DETERMINES THE CHARACTER OF THE INDIVIDUAL

CHARACTERISTICS OF THE TERM ATTITUDE CONSISTS OF THE WAY AN INDIVIDUAL THINKS OR FEELS IS REFLECTED THROUGH OUR BEHAVIOUR MANIFESTATIONS OF ONES INTENTION CAN BE CHANGED IN OB WE REFER ONLY TO THREE TYPES OF ATTITUDES o o o JOB SATISFACTION JOB INVOLVEMENT ORGANIZATIONAL COMMITMENT

JOB SATISFACTION IT IS AN INDIVIDUALS ATTITUDE TOWARDS ONES JOB

JOB INVOLVEMENT DEGREE TO WHICH A PERSON IDENTIFIES ONESELF WITH ONES JOB

ORGANIZATIONAL COMMITMENT IDENTIFICATION WITH THE ORGANIZATION & ITS GOALS

ATTITUDE & BEHAVIOUR: DISCREPANCIES: INDIVIDUALS SEEK CONSISTENCY o o AMONG THEIR ATTITUDES BETWEEN ATTITUDES & BEHAVIOR.

WHEN THERE IS INCONSISTENCY, INDIVIDUALS TEND TO RATIONALIZE & JUSTIFY IT. IF ONES VALUES ARE STRONG, THEN ONE WILL TEND TO TAKE STEPS TO IMPROVE THEIR BEHAVIOUR

HOW EMPLOYEES EXPRESS DISSATISFACTION THERE ARE TWO DIMENSIONS IN EXPRESSING DISSATISFACTION o o CONSTRUCTIVE OR DESTRUCTIVE ACTIVE OR PASSIVE

THE ABOVE TWO DIMENSIONS GIVES RISE TO THE FOLLOWING RESPONSES TO JOB DISSATISFACTION:

o EXIT: ACTIVE BUT DESTRUCTIVE o VOICE: ACTIVE & CONSTRUCTIVE o LOYALTY: CONSTRUCTIVE BUT PASSIVE o NEGLECT: DESTRUCTIVE & PASSIVE
CONCLUSIONS: JOB SATISFACTION DEPENDS UPON o o o HOW PEOPLE ARE TREATED POLICIES & PROCEDURES ARE THEY FAIR WHETHER EMPLOYEES TRUST THEIR EMPLOYER

ASSIGNMENT: 1 COMMENT: JOB SATISFACTION CAN BE IT BE CREATED OR IS GENETICALLY DETERMINED ASSIGNMENT: 2 SENIORS MANAGERS MAKE THE FOLLOWING STATEMENT: OUR GENERATION OF YOUNG EMPLOYEES WERE AMBITIOUS, CONSCIENTIOUS, HARDWORKING & HONEST. TODAYS GENERATION DO NOT HAVE THE SAME VALUE? DO YOU AGREE OR DISAGREE. SUPPORT YOUR ANSWER. ASSIGNMENT: 3 MANAGERS SHOULD DO EVERYTHING THEY CAN TO ENHANCE THE JOB SATISFACTION OF THEIR EMPLOYEES. DO YOU AGREE OR DISAGREE. SUPPORT YOUR ANSWERS. ASSIGNMENT: 4

WHEN EMPLOYEES WERE ASKED WHETHER THEY WOULD AGAIN CHOOSE THE SAME WORK OR WHETHER THEY WOULD WANT THEIR CHILDREN TO FOLLOW IN THEIR FOOTSTEPS, TYPICALLY LESS THAN HALF ANSWER IN THE AFFIRMATIVE. WHAT IF ANYTHING DO YOU THINK IMPLIES ABOUT EMPLOYEE JOB SATISFACTION?

LESSON 4 CHARACTERISTICS OF THE TERM PERSONALITY THE SUM TOTAL OF WAYS IN WHICH AN INDIVIDUAL REACTS & INTERACTS WITH OTHERS OUR PERSONALITY IS THE RESULT OF:

o HEREDITY / ENVIRONMENT / SITUATION

HEREDITY ENVIRONMENT SITUATION PERSONALITY CONCLUSION: PERSONALITY SHOULD BE ASSESSED KEEPING THESE THREE FACTORS IN THE BACKGROUND PERSONALITY TRAITS MBTI [MYERS-BRIGGS TYPE INDICATOR] o THIS TEST CLASSIFIES AN INDIVIDUAL INTO ONE OF THE PERSONALITIES EXTROVERTED OR INTROVERTED WHERE DO YOU GET YOUR ENERGY FROM? IT INFLUENCES THE EFFECTS OF HEREDITY & ENVIRONMENT ON BOTH INTERNAL & EXTERNAL ENVIRONMENT ALSO KNOWN AS CULTURE PHYSIQUE / GENDER / COLOUR OF THE SKIN

SENSING OR INTUITIVE GATHERING INFORMATION THROUGH FIVE SENSES OR THROUGH SIXTH SENSE THINKING OR FEELING

MAKING DECISIONS OBJECTIVELY OR

SUBJECTIVELY [BASED ON FEELINGS] JUDGING OR PERCEIVING IN JUDGING: DECISION IS FAST & RIGID, WHILE IN PERCEIVING: WHILE MAKING DECISIONS VARIOUS OPTIONS ARE EXPLORED o THE ABOVE FOUR, WE GET 16 COMBINATIONS OUR PERSONALITY

THE BIG FIVE MODEL: o THE BIG FIVE FACTORS ARE: EXTRAVERSION SOMEONE WHO IS SOCIABLE / GREGARIOUS / ASSERTIVE AGREEABLENESS SOMEONE WHO IS GOOD-NATURED, COOPERATIVE,& TRUSTING CONSCIENTIOUSNESS SOMEONE WHO IS RESPONSIBLE, DEPENDABLE, PERSISTENT, & ORGANIZED EMOTIONAL STABILITY SOMEONE WHO IS CALM, SELF-CONFIDENT, SECURE VERSUS NERVOUS, DEPRESSED, & INSECURE OPENNESS TO EXPERIENCE SOMEONE WHO ARE IMAGINATIVE, ARTISTIC, SENSITIVITY, & INTELLECTUALISM

MAJOR PERSONALITY ATTRIBUTES INFLUENCING OB: THE FOLLOWING PERSONALITY ATTRIBUTES THAT ARE PREDICTORS OF ONES BEHAVIOUR IN THE ORGANIZATION: o o o o o LOCUS OF CONTROL MACHIAVELLIANISM SELF-ESTEEM SELF-MONITORING RISK TAKING

o TYPE A & B

LOCUS OF CONTROL DEGREE TO WHICH PEOPLE BELIEVE THEY ARE MASTERS OF TWO TYPES: o o INTERNAL BELIEVE THAT THEY CONTROL WHAT HAPPENS TO THEM EXTERNAL THOSE WHO BELIEVE THAT WHAT HAPPENS TO THEM IS ON ACCOUNT OF OUTSIDE FORCES SUCH AS LUCK MACHIAVELLIANISM DEGREE TO WHICH AN INDIVIDUAL IS PRAGMATIC, MAINTAINS EMOTIONAL DISTANCE & BELIEVES THAT ENDS CAN JUSTIFY MEANS SELF-ESTEEM SELF-MONITORING ABILITY TO ADJUST ONES BEHAVIOUR TO EXTERNAL SITUATIONAL FACTORS RISK-TAKING WILLINGNESS TO TAKE CHANCE IT HAS AN IMPACT ON HOW LONG IT TAKES MANAGERS TO INDIVIDUALS DEGREE OF LIKING OR DISLIKING OF THEMSELVES THEIR OWN FATE

MAKE A DECISION; & HOW MUCH INFORMATION THEY REQUIRE BEFORE MAKING THEIR CHOICE TYPE A & B PERSONALITY

PERSONALITY A ARE TASK ORIENTED PERSONALITY B ARE RELATIONSHIP ORIENTED

CULTURE PLAYS AN IMPORTANT ROLE IN ONES PERSONALITY ACHIEVING PERSONALITY FIT TWO TYPES:

PERSON JOB FIT MATCHING OF KNOWLEDGE

PERSON ORGANIZATION FIT MATCHING OF NATURE

EMOTIONS MOOD: FEELINGS ARE LESS INTENSE LACKS CONTEXTUAL STIMULUS EXPRESSION OF INTENSE FEELINGS IT IS DIRECTED TOWARDS SOMETHING OR SOMEONE

DIMENSIONS OF EMOTIONS VARIETY [HORIZONTAL] INTENSITY [VERTICAL]

TYPES OF EMOTIONS: FELT o AN INDIVIDUALS ACTUAL EMOTIONS

DISPLAYED o CONTROLLED EMOTIONS

EXTERNAL CONSTRAINS ON EMOTIONS: ORGANIZATIONAL INFLUENCE o o NEGATIVE EMOTIONS ARE NOT WELCOMED IN THE ORGANIZATION DECISIONS CANNOT BE BASED ON EMOTION

CULTURAL INFLUENCE o o HAS AN INFLUENCE ON AN INDIVIDUAL FOR EXAMPLE: INDIANS ARE HIGHLY EMOTIONAL PEOPLE; WHILE BRITISH ARE LESS EMOTIONAL PEOPLE

EMOTIONAL INTELLIGENCE o IT IS AN ASSORTMENT OF NON-COGNITIVE SKILLS, CAPABILITIES, & COMPETENCIES

o o

THESE INFLUENCES THE INDIVIDUALS ABILITY TO SUCCEED IN COPING WITH ENVIRONMENTAL DEMANDS & PRESSURE IT IS COMPOSED OF FIVE DIMENSIONS: SELF-AWARENESS THE ABILITY TO BE AWARE OF WHAT YOU ARE FEELING

SELF-MANAGEMENT THE ABILITY TO MANAGE ONES OWN EMOTIONS & IMPULSES

SELF-MOTIVATION THE ABILITY TO PERSIST IN THE FACE OF SETBACKS & FAILURES

EMPATHY THE ABILITY TO UNDERSTAND OTHERS

SOCIAL SKILLS THE ABILITY TO HANDLE THE EMOTIONS OF OTHERS

ROLE OF EMOTIONS ON: DECISION MAKING o o o IT INFLUENCES OUR DECISION MAKING ABILITY NEGATIVE EMOTIONS RESTRICTS ONES SEARCH FOR NEW ALTERNATIVES ONE CANNOT IGNORE THE EMOTIONS IN THE PROCESS OF DECISION MAKING MOTIVATION o o PEOPLE WHO ARE HIGHLY MOTIVATED IN THEIR JOBS, ARE EMOTIONALLY COMMITTED ALL PEOPLE ARE NOT EMOTIONALLY ENGAGED IN THEIR WORK

LEADERSHIP o o o EMOTIONS ARE INTEGRAL PART OF LEADERSHIP EFFECTIVE LEADERS RELY ON THEIR FEELINGS TO CONVEY THEIR MESSAGES WHEN EFFECTIVE LEADERS WANT TO IMPLEMENT SIGNIFICANT CHANGES THEY RELY ON THE EVOCATION, FRAMING & MOBILIZATION OF EMOTIONS INTERPERSONAL CONFLICT

CANNOT IGNORE EMOTIONAL ELEMENTS IN CONFLICTS, FOCUSING SINGULARLY ON RATIONAL & TASK CONCERNS IS UNLIKELY TO BE EVERY EFFECTIVE IN RESOLVING THOSE CONFLICTS

DEVIANT WORKPLACE BEHAVIOUR o MEANS A VOLUNTARY ACTION THAT VIOLATE ESTABLISHED NORMS & THAT THREATEN THE ORGANIZATION, ITS MEMBERS, OR BOTH. THESE ACTIONS ARE CALLED EMPLOYEE DEVIANCE o MANY OF THESE DEVIANT BEHAVIORS CAN BE TRACED TO NEGATIVE EMOTIONS

ASSIGNMENT: 1 JUSTIFY & ARGUE: TRAITS ARE POWERFUL PREDICTORS OF BEHAVIOUR ASSIGNMENT: 2 DO PEOPLE FROM THE SAME STATE HAVE A COMMON PERSONALITY TYPE? EXPLAIN ASSIGNMENT: 3 WHY MANAGERS TODAY PAY MORE ATTENTION TO THE PERSON-ORGANIZATION FIT THAN PERSON-JOB FIT? ASSIGNMENT: 4 HOW DOES NATIONAL CULTURE INFLUENCE EXPRESSED EMOTIONS? ASSIGNMENT: 5 IF EMOTIONS ARE EXPRESSIONS OF FEELINGS WHY EMOTIONS SHOULD BE KEPT UNDER CONTROL?

LESSON 5 CHARACTERISTICS OF THE TERM PERCEPTION: IT IS A PROCESS OF INTERPRETING THE EXTERNAL ENVIRONMENT THROUGH OUR SENSES FACTORS INFLUENCING PERCEPTION THE PERCEIVER THE TARGET THE SITUATION THE INTERPRETATION IS INFLUENCED BY PERSONAL CHARACTERISTICS OF THE INDIVIDUAL PERCEIVER. PERSONAL CHARACTERISTICS INCLUDES:

THE PERCEIVER

o ATTITUDE / MOTIVE / INTEREST / PAST EXPERIENCES / EXPECTATIONS

THE TARGET THE CHARACTERISTICS OF THE TARGET THAT CAN BE OBSERVED CAN AFFECT WHAT IS BEING PERCEIVE

THE SITUATION: THE CONTEXT IN WHICH WE SEE OBJECTS / EVENT IS IMPORTANT. ELEMENTS IN THE SURROUNDING ENVIRONMENT INFLUENCE OUR PERCEPTION. MAKING JUDGMENTS ABOUT OTHERS: PERSON PERCEPTION: ATTRIBUTION THEORY o o WHEN INDIVIDUALS OBSERVE OTHERS BEHAVIOUR THEY ATTEMPT TO DETERMINE WHETHER IT IS INTERNALLY / EXTERNALLY CAUSED THE DETERMINATION DEPENDS ON THE FOLLOWING FACTORS: o o o DISTINCTIVENESS IF BEHAVIOUR IS USUAL, WE PROBABLY JUDGE AS INTERNAL CONSENSUS IF ALL HAVE THE SAME VIEW ABOUT ONES BEHAVIOUR, THEN WE JUDGE IT AS INTERNAL CONSISTENCY IF THE BEHAVIOUR IS CONSISTENT, THEN WE JUDGE IT AS INTERNAL FUNDAMENTAL ATTRIBUTION ERROR: THE TENDENCY TO UNDERESTIMATE THE INFLUENCE OF EXTERNAL FACTORS & OVERESTIMATE THE INTERNAL FACTORS WHEN MAKING JUDGMENTS ABOUT THE BEHAVIORS OF OTHERS o EXAMPLE: A SALES MANAGER IS PRONE TO ATTRIBUTE THE

POOR PERFORMANCE OF HIS SALES AGENTS TO LAZINESS RATHER THAN TO THE INNOVATIVE PRODUCT LINE INTRODUCED BY THE COMPETITOR SELF-SERVING BIAS: o THE TENDENCY FOR INDIVIDUALS TO ATTRIBUTE THEIR OWN SUCCESS TO INTERNAL FACTORS WHILE PUTTING THE BLAME FOR FAILURES ON EXTERNAL FACTORS FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS: SELECTIVE PERCEPTION o o PEOPLE SELECTIVELY INTERPRET WHAT THEY SEE ON THE BASIS OF

THEIR INTEREST / BACKGROUND / EXPERIENCE

HALO EFFECT o o DRAWING GENERAL POSITIVE IMPRESSION ABOUT AN INDIVIDUAL ON THE BASIS OF A SINGLE POSITIVE CHARACTERISTICS

HORN EFFECT o o DRAWING GENERAL NEGATIVE IMPRESSION ABOUT AN INDIVIDUAL ON THE BASIS OF A SINGLE NEGATIVE CHARACTERISTICS

CONTRAST EFFECT o o o EVALUATIONS OF A PERSONS CHARACTERISTICS THAT ARE EFFECTED BY COMPARISONS WITH OTHER PEOPLE RECENTLY ENCOUNTERED WHO RANK HIGHER OR LOWER ON THE SAME CHARACTERISTICS

PROJECTION o o ATTRIBUTING ONES OWN CHARACTERISTICS TO OTHER PEOPLE FOR EXAMPLE: IF YOU ARE HONEST, YOU TAKE IT FOR GRANTED THAT OTHER PEOPLE ARE EQUALLY HONEST

STEREOTYPING o o JUDGING SOMEONE ON THE BASIS OF ONES PERCEPTION OF THE GROUP TO WHICH THAT PERSON BELONGS

THE LINK BETWEEN PERCEPTION & INDIVIDUAL DECISION MAKERS CHARACTERISTICS OF THE TERM DECISIONS: CHOICES MADE FROM AMONG TWO OR MORE ALTERNATIVES A DISCREPANCY BETWEEN CURRENT STATE OF AFFAIRS & DESIRED STATE OF AFFAIRS IMPROVING CREATIVITY IN DECISION MAKING: THE THREE COMPONENT MODEL OF CREATIVITY: o EXPERTISE o o CREATIVE-THINKING SKILLS BASED ON KNOWLEDGE CHARACTERISTICS OF THE TERM PROBLEM:

CREATIVE-THINKING SKILLS USE ANALOGY SEEING FAMILIAR IN DIFFERENT LIGHTS

INTRINSIC MOTIVATION

USING ANALOGY. FOR EXAMPLE WRIGHT BROTHERS MADE FLYING MACHINE BY OBSERVING HOW BIRDS FLY. OR ABRAHAM GRAHAM BELL MADE TELEPHONE ON THE CONCEPT THAT OPERATE THE EAR SEEING FAMILIAR IN DIFFERENT LIGHTS THE DESIRE TO WORK ON SOMETHING BECAUSE IT IS INTERESTING / SATISFYING / PERSONALLY CHALLENGING

INTRINSIC TASK MOTIVATION

THE FOLLOWING ORGANIZATIONAL FACTORS IMPEDE CREATIVITY: o EXPECTED EVALUATION o SURVEILLANCE o o COMPETITION o WORK HOW DECISIONS ARE MADE ARE ACTUALLY MADE IN ORGANIZATIONS? BOUNDED RATIONALITY o o FOCUSING ON ESSENTIAL FEATURES OF THE PROBLEM WITHOUT CAPTURING THE ALL THEIR COMPLEXITY FACING WIN-LOOSE SITUATIONS WITH PEERS BEING WATCHED, WHILE YOU ARE WORKING FOCUSING ON HOW YOUR WORK IS GOING TO BE

EVALUATED

EXTERNAL MOTIVATORS EMPHASIZING EXTERNAL TANGIBLE REWARDS

CONSTRAINED CHOICE BEING GIVEN LIMITS ON HOW YOU CAN DO YOUR

INTUITIONS o AN UNCONSCIOUS PROCESS CREATED OUT OF DISTILLED EXPERIENCE

PROBLEM IDENTIFICATION o PROBLEMS THAT ARE VISIBLE GETS BEING SELECTED THAN ONE THAT ONE IS IMPORTANT

ALTERNATIVE DEVELOPMENT o SATISFYING SOLUTIONS ARE FOUND

MAKING CHOICES o RELY ON JUDGMENTAL SHORTCUTS IN DECISION MAKING

ESCALATION OF COMMITMENT

AN INCREASED COMMITMENT TO A PREVIOUS DECISION INSPITE OF NEGATIVE INFORMATION

INDIVIDUAL DECISION MAKING STYLES: THINKING o o RATIONAL INTUITION

TOLERANCE TO AMBIGUITY o o HIGH LOW

THESE TWO DIMENSIONS GIVES RISE TO THE FOLLOWING FOUR STYLES: o DIRECTIVE o ANALYTICAL o CONCEPTUAL o BEHAVIORAL LOW ON TOLERANCE FOR AMBIGUITY INTUITIVE THINKING HIGH TOLERANCE FOR AMBIGUITY INTUITIVE THINKING GREATER TOLERANCE FOR AMBIGUITY SEEK RATIONALITY LOW ON TOLERANCE FOR AMBIGUITY SEEK RATIONALITY

ORGANIZATIONAL CONSTRAINTS: THE FOLLOWING ARE THE CONSTRAINTS: o o o o o PERFORMANCE EVALUATION REWARD SYSTEM FORMAL REGULATIONS SYSTEM IMPOSED TIME CONSTRAINT HISTORICAL PRECEDENT

CULTURAL DIFFERENCES CULTURE & ETHICS INFLUENCES DECISION MAKING PROCESS

AN INDIVIDUAL HAS THREE DIFFERENT CRITERIA IN MAKING ETHICAL CHOICES: o UTILITARIANISM o RIGHTS DECISIONS SHOULD NOT VIOLATE THE DECISION ARE MADE SO AS TO PROVIDE THE

GREATER GOOD FOR THE GREATEST NUMBER

FUNDAMENTAL RIGHTS GUARANTEED BY THE CONSTITUTION o JUSTICE DECISIONS SHOULD BE FAIR & IMPARTIAL

ASSIGNMENT: 1 WHEN HIRING EMPLOYEES: EMPHASIZE THE POSITIVE. STATE POINTS & COUNTERPOINTS ASSIGNMENT: 2 WITH AN EXAMPLE FROM YOUR LIFE, EXPLAIN THE PERCEPTION. ASSIGNMENT: 3 WITH AN EXAMPLE FROM YOUR LIFE, EXPLAIN HOW SELECTIVITY CAN CREATE PERCEPTUAL DISTORTION ASSIGNMENT: 4

WITH AN EXAMPLE FROM YOUR LIFE, EXPLAIN HOW STEREOTYPING CREATED PERCEPTUAL DISTORTION ASSIGNMENT: 5 WITH AN EXAMPLE EXPLAIN HOW AN EMOTIONAL DECISION YOU TOOL WAS EFFECTIVE & INEFFECTIVE? ASSIGNMENT: 6 WITH AN EXAMPLE EXPLAIN HOW A RATIONAL DECISION YOU TOOK WAS EFFECTIVE OR INEFFECTIVE? ASSIGNMENT: 7 WITH AN EXAMPLE, EXPLAIN A DECISION YOU TOOK THAT WAS BASED ON INTUITION, WHICH WON YOU ACCOLADES & BRICKBATS ASSIGNMENT: 8 ARE UNETHICAL DECISIONS MORE OF A FUNCTION OF THE INDIVIDUAL DECISION MAKER OR THE DECISIONS WORK ENVIRONMENT? EXPLAIN

LESSON NO. 6. THEORIES OF MOTIVATION: HIERARCHY OF NEEDS AS PER ABRAHAM MASLOW, EVERY HUMAN BEING HAVE THE FOLLOWING HIERARCHY OF NEEDS

o PHYSIOLOGICAL: BASIC NEEDS LIKE FOOD /SHELTER / CLOTHING o SAFETY: PROTECTION FROM PHYSICAL / EMOTIONAL HARM o SOCIAL: INCLUDES AFFECTION/ BELONGINGNESS / ACCEPTANCE/
FRIENDSHIP

o ESTEEM: INCLUDES SELF-RESPECT / AUTONOMY / ACHIEVEMENT

[INTERNAL] & STATUS / RECOGNITION / ATTENTION

o SELF-ACTUALIZATION: DRIVE TO BECOME WHAT ONE IS CAPABLE OF

BECOMING PHYSIOLOGICAL / SAFETY NEEDS ARE LOWER ORDER NEEDS. WHILE SOCIAL / ESTEEM / SELF-ACTUALIZATION ARE HIGHER ORDER NEEDS INDIVIDUAL MOVES FROM ONE LEVEL TO ANOTHER.

THEORY X & THEORY Y THEORY X ASSUMES THAT EMPLOYEES DISLIKE WORK; & FORCED TO WORK THEORY Y ASSUMES THAT EMPLOYEES LIKE TO WORK, & CAN EXERCISE SELF-DIRECTION HERZBERG TWO FACTOR THEORY ACCORDING TO HERZBERG EVERY JOB HAS HYGIENE /MOTIVATING FACTORS HYGIENE FACTORS LIKE COMPANY POLICY / SALARY DO NOT MOTIVATE EMPLOYEES. THE ONLY ROLE, WHICH THEY PLAY IS THAT THEY DO NOT CREATE ANY DISSATISFACTION WHILE FACTORS LIKE GROWTH ON THE JOB / RECOGNITION / RESPONSIBILITY / ACHIEVEMENT MOTIVATE THE EMPLOYEES IF MOTIVATING FACTORS DO NOT EXISTS, THE EMPLOYEE WILL TEND TO LEAVE THE JOB

ERG THEORY IT IS REVISION OF HIERARCHY NEEDS THERE ARE THREE GROUPS OF CORE NEEDS: o EXISTENCE o RELATEDNESS o GROWTH INCLUDES SOCIAL / ESTEEM NEEDS INCLUDES PHYSIOLOGICAL / SAFETY NEEDS

INCLUDES SELF-ACTUALIZATION NEEDS

ACCORDING TO THIS THEORY MORE THAN ONE NEED MAY BE OPERATIVE AT THE SAME TIME IF GRATIFICATION OF HIGHER LEVEL NEE IS STIFLED, THE DESIRE TO SATISFY A LOWER LEVEL NEED INCREASES

MCCLELLANDS THEORY OF NEEDS THE FOLLOWING THREE NEEDS ARE THE MOTIVATING FACTORS: o ACHIEVEMENT NEEDS o POWER NEEDS o AFFILIATION NEEDS DESIRE FOR FRIENDLY & CLOSE INTERPERSONAL INFLUENCE THE BEHAVIOUR OF OTHERS DRIVE TO EXCEL / STRIVE TO SUCCEED

RELATIONSHIP COGNITIVE EVALUATION THEORY WHEN EXTRINSIC REWARDS ARE USED BY ORGANIZATION AS PAYOFFS FOR SUPERIOR PERFORMANCE, THE INTRINSIC REWARDS, WHICH ARE DERIVED BY INDIVIDUALS DOING WHAT THEY LIKE ARE REDUCED GOAL SETTING THEORY DIFFICULT GOAL WITH FEEDBACK LEAD TO HIGHER PERFORMANCE THE INDIVIDUAL SHOULD BELIEVE THAT HE /SHE IS CAPABLE OF PERFORMING A TASK REINFORCEMENT THEORY BEHAVIOUR IS A FUNCTION OF ITS CONSEQUENCES

EQUITY THEORY INDIVIDUALS COMPARE THEIR JOB INPUTS & OUTCOMES WITH THOSE OF OTHERS & THE RESPOND SO AS TO ELIMINATE ANY INEQUITIES FOLLOWING TYPE JUSTICES: o DISTRIBUTIVE JUSTICE PERCEIVED FAIRNESS OF THE AMOUNT &

ALLOCATION OF REWARDS AMONG INDIVIDUALS

PROCEDURAL JUSTICE THE PERCEIVED FAIRNESS OF THE PROCESS

USED TO DETERMINE THE DISTRIBUTION OF REWARDS EXPECTANCY THEORY FOCUSES ON: EFFORT-PERFORMANCE RELATIONSHIP o o o o EFFORT WILL LEAD TO PERFORMANCE PERFORMANCE-REWARD RELATIONSHIP PERFORMANCE WILL LEAD TO ATTAINMENT OF DESIRED OUTCOME REWARDS-PERSONAL GOALS RELATIONSHIP

ORGANIZATIONAL REWARDS SHOULD SATISFY AN INDIVIDUALS PERSONAL GOALS /NEEDS

CONCLUSION SUCCESS ON A JOB IS FACILITATED OR HINDERED BY THE EXISTENCE OR ABSENCE OF SUPPORT RESOURCES PERFORMANCE IS A FUNCTION OF INTERACTION OF ABILITY X MOTIVATION X OPPORTUNITY. IF ANY ONE IS INADEQUATE THEN PERFORMANCE WILL BE AFFECTED POWER OF MOTIVATION THEORIES: ON A SCALE OF 1-5 VARIABLES PRODUCTIVITY ABSENTEEISM TURNOVER SATISFACTION NEED 3 2 GOAL 5 REINFORCE 3 4 EQUITY 3 4 4 2 EXPECTANCY 4 4 5

ASSIGNMENT: 1 STATE PRO & CONS: MONEY MOTIVATES ASSIGNMENT: 2 DOES MOTIVATION COME FROM WITHIN OR IS IT A RESULT OF THE SITUATION? EXPLAIN ASSIGNMENT: 3 DOES MASLOWS THEORY APPLY TO TODAYS GENERATION? ASSIGNMENT: 4

WHAT IS THE ROLE OF SELF-EFFICACY IN GOAL SETTING? ASSIGNMENT: 5 CONTRAST DISTRIBUTIVE & PROCEDURAL JUSTICE. WHAT IMPLICATIONS MIGHT THEY HAVE FOR DESIGNING PAY SYSTEMS IN DIFFERENT COUNTRIES? ASSIGNMENT: 6 EXPLAIN THE FORMULA: PERFORMANCE=f [AxMxO] & GIVE AN EXAMPLE. ASSIGNMENT: 7 WHAT CONSISTENCIES AMONG MOTIVATION CONCEPTS IF ANY, APPLY CROSSCULTURALLY. ASSIGNMENT: 8 CAN AN INDIVIDUAL BE TOO MOTIVATED SO THAT HIS / HER PERFORMANCE DECLINES AS A RESULT OF EXCESSIVE EFFORT? DISCUSS.

LESSON 7 MOTIVATION: FROM CONCEPTS TO APPLICATIONS MBO CORPORATE OBJECTIVES ARE SET BY CEO & HIS TEAM THE SAME IS CASCADED DOWN THE DEPARTMENT

EMPLOYEE INVOLVEMENT

MANDATORY TO BE INVOLVED IN SOLVING PROBLEMS RELATED TO BUSINESS BY THE CONCERNED EMPLOYEES

PARTICIPATIVE MANAGEMENT: MANDATORY TO PARTICIPATE IN DECISION MAKING RELATED TO THE PROBLEM. VARIABLE PAY: A PORTION OF AN EMPLOYEES PAY IS BASED ON SOME INDIVIDUAL & / OR ORGANIZATIONAL MEASURE OF PERFORMANCE FLEXIBLE BENEFITS EMPLOYEES TAILOR THEIR BENEFIT PROGRAM TO MEET THEIR PERSONAL NEEDS BY PICKING & CHOOSING FROM A MENU OF BENEFIT OPTIONS SPECIAL ISSUES IN MOTIVATION: WHAT MOTIVATES PROFESSIONALS? o JOB CHALLENGES

WHAT MOTIVATES CONTINGENT WORKERS? o OPPORTUNITY FOR PERMANENT STATUS

WHAT MOTIVATES DIVERSIFIED WORKFORCE? o BE READY TO DESIGN WORK SCHEDULES, COMPENSATION PLANS, BENEFITS, PHYSICAL WORK SETTING &THE LIKE TO REFLECT EMPLOYEES VARIED NEEDS WHAT MOTIVATES MANUAL WORKERS? o TAKING CARE OF THEIR BASIC NEEDS

WHAT MOTIVATES AN EMPLOYEE DOING HIGHLY REPETITIVE WORK? o AMPLE BREAKS

CONCLUSIONS: RECOGNIZE INDIVIDUAL DIFFERENCE USE GOALS & FEEDBACK ALLOW EMPLOYEES TO PARTICIPATE IN DECISIONS THAT AFFECT THEM LINK REWARDS TO PERFORMANCE CHECK THE SYSTEM FOR EQUITY

ASSIGNMENT: 1 STATE PROS & CONS: THE POWER OF STOCK OPTIONS AS MOTIVATOR ASSIGNMENT: 2 CONTRAST JOB-BASED & SKILL-BASED PAY? ASSIGNMENT: 3 PERFORMANCE CANT BE MEASURED, SO ANY EFFORT TO LINK PAY WITH PERFORMANCE IS FANTASY. DIFFERENCES IN PERFORMANCE ARE OFTEN CAUSED BY THE SYSTEM, WHICH MEANS THE ORGANIZATION ENDS UP REWARDING THE CIRCUMSTANCES. DO YOU AGREE OR DISAGREE. SUPPORT YOUR POSITION. ASSIGNMENT: 4 IN ONE BREATH WE SAY RECOGNIZE INDIVIDUAL DIFFERENCES; IN THE SAME BREATH PAY ATTENTION TO MEMBERS OF DIVERSITY GROUPS. IS THIS CONTRADICTORY? DISCUSS. ASSIGNMENT: 5 WHAT CHALLENGES DO NATIONAL DIFFERENCES IN PARTICIPATIVE MANAGEMENT SYSTEM HAVE FOR MULTINATIONAL CORPORATIONS?

LESSON 8: FOUNDATIONS OF GROUP BEHAVIOUR CHARACTERISTICS OF THE TERM GROUP: TWO OR MORE INDIVIDUALS

WHO HAVE COME TOGETHER TO ACHIEVE A PARTICULAR OBJECTIVE

WHY DO PEOPLE JOIN GROUPS? FOR FOLLOWING REASONS:

o SECURITY: RESIST THREAT o STATUS: PRESTIGE o SELF-ESTEEM: FEELING OF SELF-WORTH o AFFILIATION: FULFILLS SOCIAL NEEDS o POWER: IN NUMBERS o GOAL ACHIEVEMENT: EASIER TO ACHIEVE THE GOAL
STAGES OF GROUP DEVELOPMENT: CONSISTS OF FIVE STAGES o o o o o FORMING STORMING NORMING PERFORMING ADJOURNING

GROUP MEMBER RESOURCES KNOWLEDGE / SKILLS / ABILITIES PERSONALITY CHARACTERISTICS

GROUP STRUCTURE GROUP HAS STRUCTURE STRUCTURE SHAPES THE BEHAVIOUR OF THE MEMBERS

GROUP PROCESSES INPUTS CREATES POSITIVE SYNERGY GROUPS CAN CREATE OUTPUTS GREATER THAN SUM OF THEIR

GROUP TASKS IF TASK IS COMPLEX, MORE DISCUSSIONS AMONG MEMBERS ON IF TASK IS INTERDEPENDENT, THEN MORE INTERACTIONS ALTERNATIVES AMONG MEMBERS. GROUP DECISION MAKING: STRENGTH o INCREASED ACCEPTANCE OF SOLUTION

WEAKNESS: o o CONFORMITY PRESSURE IN GROUPS AMBIGUOUS ACCOUNTABILITY

GROUPTHINK PHENOMENON IN WHICH THE NORMS FOR CONSENSUS

GROUP-SHIFT THE DECISION CAN BE CONSERVATIVE OR RISKY

LESSON 9 UNDERSTANDING WORK TEAMS

DIFFERENCE BETWEEN TEAM & GROUP WORK GROUPS SHARE INFORMATION NEUTRAL [SOMETIMES NEGATIVE] INDIVIDUAL SUPPLEMENTARY TYPES OF TEAMS PROBLEM-SOLVING o o MEMBERS ARE FROM SAME DEPARTMENTS MEET AT REGULAR INTERVALS TO MAKE THE DEPARTMENT EFFECTIVE / EFFICIENT SELF MANAGED o OPERATE AS PROFIT CENTERS FACTORS GOAL SYNERGY ACCOUNTABILITY SKILLS WORK TEAMS COLLECTIVE PERFORMANCE POSITIVE INDIVIDUAL & MUTUAL COMPLEMENTARY

CROSS-FUNCTIONAL o o MEMBERS FROM DIFFERENT FUNCTIONS MEET REGULARLY TO MAKE THE ORGANIZATION EFFECTIVE / EFFICIENT

VIRTUAL o o MEMBERS PHYSICALLY DISPERSED WORK TO ACHIEVE COMMON GOAL THROUGH COMPUTER

CREATING EFFECTIVE TEAMS THE MODEL CONSISTS OF FOLLOWING FOUR CATEGORIES:

o WORK DESIGN: INCLUDES: AUTONOMY / SKILL VARIETY / TASK

IDENTITY / TASK SIGNIFICANCE

o COMPOSITION: INCLUDES: COMPETENCE / ATTITUDE o CONTEXT: INCLUDES: LEADERSHIP o PROCESS: INCLUDES: COMMON PURPOSE / TEAM EFFICACY / CONFLICT

TURNING INDIVIDUALS INTO TEAM PLAYERS: FOCUS ON

o o o

COMMUNICATE OPENLY & HONESTLY, RESOLVING CONFLICTS CULTURE

ISSUES IN MANAGING TEAMS: DIVERSITY MAKES IT MORE DIFFICULT TO UNIFY THE TEAM & REACH AGREEMENT THERE IS NO GUARANTEE THAT A TEAM WILL CONTINUE TO PERFORM EFFECTIVELY EVERYTIME FOR FOLLOWING REASONS: o o o o o o FAMILIARITY BREEDS APATHY, SUCCESS LEADS TO COMPLACENCY MATURITY BRINGS LESS OPENNESS TO NOVEL IDEAS & INNOVATION. MATURE TEAMS ARE PRONE TO SUFFER FROM GROUPTHINK. EARLY SUCCESS ARE OFTEN DUE TO HAVING TAKEN ON EVERY TASKS TRAINING & DEVELOPMENT IS THE ONLY SOLUTION

ASSIGNMENT: 1 STATE POINT & COUNTERPOINT: ALL JOBS SHOULD BE DESIGNED AROUND GROUPS ASSIGNMENT: 2 IDENTIFY FIVE ROLES YOU PLAY. WHAT BEHAVIOURS DO THEY REQUIRE? ARE ANY OF THESE ROLES IN CONFLICT? IF SO, IN WHAT WAY? HOW DO YOU RESOLVE THESE CONFLICTS? ASSIGNMENT: 3 WHAT EFFECT, IF ANY DO YOU EXPECT THAT WORKFORCE DIVERSITY HAS ON A GROUPS PERFORMANCE & SATISFACTION? ASSIGNMENT: 4 HOW CAN MANAGEMENT INVIGORATE STAGNANT TEAMS? ASSIGNMENT: 5 DOESNT TEAM CREATE CONFLICTS? ISNT CONFLICT BAD? WHY THEN WOULD MANAGEMENT SUPPORT THE CONCEPT OF TEAMS? ASSIGNMENT: 6 HOW DO YOU THINK MEMBER EXPECTATIONS MIGHT AFFECT TEAM PERFORMANCE?

LESSON 10 COMMUNICATION

CHARACTERISTICS OF THE TERM COMMUNICATION: TRANSFERENCE & UNDERSTANDING OF MEANING

BARRIERS TO EFFECTIVE COMMUNICATION: FILTERING o SENDER MANIPULATING THE INFORMATION SO THAT IT CAN BE SEEN MORE FAVORABLY BY THE RECEIVER SELECTIVE PERCEPTION o RECEIVER HEARS WHAT HE WANTS TO HEAR, BASED ON HIS NEEDS /INTEREST INFORMATION OVERLOAD o OVERFLOW OF INFORMATION TO THAT EXTENT THAT IT EXCEEDS AN INDIVIDUALS PROCESSING CAPACITY DEFENSIVENESS o WHEN PEOPLE INTERPRET OTHERS MESSAGES AS THREATENING, IT RETARDS THE EFFECTIVENESS OF COMMUNICATION LANGUAGE o o WORD MEANS DIFFERENT THINGS TO DIFFERENT PEOPLE. THE MEANING OF THE WORDS, ARE NOT IN THE WORDS, THEY ARE IN US JARGON o SPECIALIZED TERMINOLOGY THAT MEMBERS OF THE GROUP USE AMONG THEMSELVES TYPES OF COMMUNICATION:

FORMAL: TASK RELATED COMMUNICATION THAT FOLLOWS THE AUTHORITY

CHAIN

INFORMAL: THE COMMUNICATION GRAPEVINE VERBAL: CAN BE ORAL OR WRITTEN NON-VERBAL: MESSAGES COMMUNICATED THROUGH BODY MOVEMENTS

CROSS-CULTURAL COMMUNICATION A BETTER UNDERSTANDING OF THESE CULTURAL BARRIERS & THEIR IMPLICATIONS FOR COMMUNICATING ACROSS CULTURES CAN BE ACHIEVED BY UNDERSTANDING CULTURAL CONTEXT. A CULTURAL CONTEXT MAY BE: o HIGH CONTEXT CULTURE o CULTURES THAT RELY HEAVILY ON NON-VERBAL

& SUBTLE SITUATIONAL CUES IN COMMUNICATION LOW CONTEXT CULTURE CULTURES THAT RELY HEAVILY ON WORDS TO

CONVEY MEANING IN COMMUNICATION THE FOLLOWING GUIDELINES WILL PROVE USEFUL WHEN COMMUNICATING WITH PEOPLE FROM DIFFERENT CULTURES: o o o o o o ASSUME DIFFERENCES UNTIL SIMILARITY IS PROVED. ASSUME OTHERS ARE DIFFERENT FROM YOU RATHER THAN ASSUMING SIMILARITY EMPHASIZE DESCRIPTION RATHER THAN INTERPRETATION OR EVALUATION. DELAY JUDGMENT, UNTIL YOU HAD SUFFICIENT TIME TO OBSERVE & INTERPRET THE SITUATION PRACTICE EMPATHY. BEFORE SENDING A MESSAGE PUT YOURSELF IN THE RECIPIENTS SHOES TREAT YOUR INTERPRETATIONS AS WORKING HYPOTHESIS, THAT NEEDS FURTHER TESTING., RATHER THAN AS CERTAINTY. CAREFULLY ASSESS THE FEEDBACK PROVIDED BY RECIPIENTS TO SEE IF IT CONFIRMS YOUR HYPOTHESIS HOW TO IMPROVE COMMUNICATION SKILLS? USE MULTIPLE CHANNELS TAILOR THE MESSAGE TO THE AUDIENCE EMPATHIZE WITH OTHERS HAVE FACE TO FACE COMMUNICATION, WHILE DEALING WITH CHANGE PRACTICE ACTIVE LISTENING FEEDBACK

ASSIGNMENT: 1 WHAT CONDITIONS STIMULATE THE EMERGENCE OF RUMOURS? ASSIGNMENT: 2 INEFFECTIVE COMMUNICATION IS THE FAULT OF THE SENDER. DO YOU AGREE OR DISAGREE? DISCUSS ASSIGNMENT: 3 WHAT CAN YOU DO TO IMPROVE THE LIKLIHOOD THAT YOUR COMMUNICATION WILL BE WELL RECEIVED & UNDERSTOOD AS YOU INTEND? ASSIGNMENT: 4 COMMUNICATION IS AN ART OF UNDERSTANDING & NOT MISUNDERSTANDING COMMENT ASSIGNMENT: 5 HOW MIGHT MANAGERS USE THE GRIPEVINE FOR THEIR BENEFIT? ASSIGNMENT: 6 WHY DO YOU THINK SO MANY PEOPLE ARE POOR LISTENERS

LESSON: 11 LEADERSHIP & TRUST CHARACTERISTICS OF THE TERM LEADER: ABILITY TO INFLUENCE A GROUP TO ACCOMPLISH LARGER GOAL

TRANSFORMATIONAL LEADERS FOCUS ON PEOPLE FOCUS ON TASK CREATES &ARTICULATE A REALISTIC / CREDIBLE /ATTRACTIVE VISION OF THE FUTURE FOR THE ORGANIZATION BEHAVIOR OF A CHARISMATIC LEADER: PROJECT A POWERFUL /CONFIDENT /DYNAMIC PRESENCE ARTICULATE AN OVERREACHING GOAL COMMUNICATE HIGH PERFORMANCE EXPECTATIONS & CONFIDENCE IN OTHERS ABILITY TO MEET THESE EXPECTATIONS ARE SENSITIVE TO THE NEEDS OF THE FOLLOWERS DEVELOP PERSONAL RELATIONSHIP WITH MEMBERS ARE APPROACHABLE ASK QUESTIONS. SEEK FEEDBACK TRANSACTIONAL LEADERS: VISIONARY LEADERSHIP:

EMOTIONAL INTELLIGENCE & LEADERSHIP: THE FOLLOWING ARE THE COMPONENTS OF EMOTIONAL INTELLIGENCE o o o o o o o o o o o o o o o TEAM LEADERSHIP TEAM LEADERSHIP S DIFFERENT FROM TRADITIONAL LEADERSHIP A TEAM LEADER SHOULD HAVE FOLLOWING SKILLS: SELF-AWARENESS: SELF-CONFIDENCE REALISTIC SELF-ASSESSMENT SELF-DEPRECIATING SENSE OF HUMOR SELF-MANAGEMENT TRUSTWORTHINESS INTEGRITY COMFORT WITH AMBIGUITY OPENNESS TO CHANGE SELF-MOTIVATION STRONG DRIVE TO ACHIEVE OPTIMISM HIGH ORGANIZATIONAL COMMITMENT EMPATHY UNDERSTANDING SENSITIVITY SOCIAL SKILLS ABILITY TO LEAD CHANGE EFFORTS PERSUASIVE BUILD & LEAD TEAMS

o PATIENCE / SHARE INFORMATION / TRUST OTHERS / GIVE UP

AUTHORITY / UNDERSTAND WHEN TO INTERVENE THEY HAVE TO ASSUME FOLLOWING RESPONSIBILITIES o o o o o o COACHING FACILITATING HANDLING DISCIPLINARY PROBLEMS REVIEWING INDIVIDUAL /TEAM PERFORMANCE TRAINING COMMUNICATION

MANAGE TEAMS EXTERNAL BOUNDARY & FACILITATE TEAM PROCESS

MORAL LEADERSHIP LEADERSHIP EFFECTIVENESS NEEDS TO ADDRESS THE MEANS USED TO ACCOMPLISH GOALS, AS WELL AS CONTENT OF THE GOALS CROSS-CULTURAL LEADERSHIP LEADERS ARE CONSTRAINED BY THE CULTURAL CONDITIONS SHOULD CONSIDER VALUE DIMENSIONS OF NATIONAL CULTURE

LEADERSHIP & TRUST CHARACTERISTICS OF THE TRUST o o o WE TRUST WHOM WE KNOW & KNOWLEDGEABLE PERSONS TAKES TIME TO BUILD IT IS WILLINGNESS TO TAKE RISK

THE FOLLOWING ARE THE DIMENSIONS OF TRUST: o INTEGRITY o COMPETENCE o CONSISTENCY o LOYALTY o OPENNESS TRANSPARENCY DEPENDABILITY RELIABILITY / PREDICTABILITY KNOWLEDGEABLE 7 THOSE WITH TRUTHFULNESS / HONESTY

INTERPERSONAL RELATIONSHIP SKILLS

TRUST IS THE FOUNDATION OF LEADERSHIP

THE FOLLOWING ARE THE TYPES OF TRUST: DETERRENCE-BASED TRUST o TRUST BASED ON FEAR OF REPRISAL

KNOWLEDGE BASED TRUST o EXPERTISE

IDENTIFICATION BASED TRUST

MUTUAL UNDERSTANDING OF EACH OTHERS INTENTIONS

ASSIGNMENT: 1 COMMENT: LEADERS ARE BORN & NOT MADE. ASSIGNMENT: 2 WHEN MIGHT LEADERS BE IRRELEVANT? ASSIGNMENT: 3 DO YOU THINK TRUST EVOLVES OUT OF AN INDIVIDUALS PERSONAL CHARACTERISTICS OR OUT OF SPECIFIC SITUATIONS? EXPLAIN ASSIGNMENT: 4 WHAT ROLE DO YOU THINK TRAINING PLAYS IN AN INDIVIDUALS ABILITY TO TRUST?

LESSON 12 POWER & POLITICS CHARACTERISTICS OF THE TERM POWER: CAPACITY TO INFLUENCE THE BEHAVIOUR OF ANOTHER TO ACT ACCORDING ONES WISHES. BASES OF POWER:

COERCIVE: BASED ON FEAR REWARD: ABILITY TO DISTRIBUTE REWARDS, THAT OTHERS VIEW AS
VALUABLE

LEGITIMATE: BASED ON POWER / POSITION ONE HOLDS IN AN ORGANIZATION EXPERT: BASED ON KNOWLEDGE / SKILLS REFERENT: INFLUENCE BASED ON PERSONAL TRAITS POSSESSED BY AN
INDIVIDUAL DEPENDENCY: THE KEY TO POWER: POWER CREATES DEPENDENCY DEPENDENCY IS CREATED WHEN RESOURCES ONE CONTROLS IS o o o IMPORTANT SCARCITY NON-SUITABILITY [NO SUBSTITUTE]

CHARACTERISTICS OF THE TERM POWER TACTICS TRANSLATING POWER BASES INTO SPECIFIC ACTION TACTICS HAS FOLLOWING DIMENSIONS:

o REASON:: APPEALS TO LOGIC o FRIENDLINESS: FLATTERING PRIOR TO MAKING REQUEST o COALITION: GETTING THE SUPPORT OF OTHERS o BARGAINING: NEGOTIATE TO EXCHANGE OF BENEFITS / FAVOURS

o ASSERTIVENESS: BEING FIRM o HIGHER AUTHORITY: GAINING THE SUPPORT OF HIGHER LEVELS, o SANCTIONS: REWARDS & PUNISHMENTS

CHARACTERISTICS OF THE TERM POLITICS POWER IN ACTION FOR SELF-INTEREST POLITICS IS IN THE EYES OF THE BEHOLDER

CHARACTERISTICS OF THE TERM POLITICAL BEHAVIOUR THOSE ACTIVITIES THAT ARE NOT REQUIRED AS PART OF ONES FORMAL ROLE IN THE ORGANIZATION BUT THAT INFLUENCES OR ATTEMPTS TO INFLUENCE THE DISTRIBUTION OF ADVANTAGES & DISADVANTAGES WITHIN THE ORGANIZATION TWO TYPES: o o LEGITIMATE: NORMAL EVERYDAY POLITICS ILLEGITIMATE: VIOLATES THE IMPLIED RULES OF THE GAME

FACTORS CONTRIBUTING TO POLITICAL BEHAVIOUR INDIVIDUAL ORGANIZATION

IMPROVING POLITICAL EFFECTIVENESS IN THE ORGANIZATION FRAME ARGUMENTS IN FAVOUR OF ORGANIZATIONAL GOALS DEVELOP THE RIGHT IMAGE GAIN ORGANIZATIONAL RESOURCES MAKE YOURSELF APPEAR INDISPENSABLE DEVELOP POWERFUL ALLIES AVOID TAINTED MEMBERS SUPPORT YOUR BOSS

CHARACTERISTICS OF THE TERM IMPRESSION MANAGEMENT CONTROLLING THE IMPRESSIONS OF OTHERS OF THEM

TECHNIQUES ADOPTED: CONFORMITY o o AGREEING WITH SOMEONE, TO GAIN APPROVAL EXAMPLE: A MANAGER TELLS HIS BOSS: YOU ARE ABSOLUTELY RIGHT ON YOUR REORGANIZATION PLAN FOR THE WESTERN REGIONAL OFFICE. I COULDNT AGREE WITH YOU MORE EXCUSES o o EXPLANATION OF PREDICAMENT, TO MINIMIZE THE SEVERITY OF THE PREDICAMENT EXAMPLE: SALES MANAGER BOSS: WE FAILED TO GET THE AD IN THE PAPER ON TIME, BUT NO ONE RESPONDS TO THOSE ADS ANYWAY APOLOGIES o o ADMITTING RESPONSIBILITY, & SIMULTANEOUSLY SEEKING TO GET PARDON FOR THE ACTION EXAMPLE: EMPLOYEE TO BOSS: I AM SORRY I HAVE MADE A MISTAKE ON THE REPORT. PLEASE FORGIVE ME. ACCLAMATIONS o o EXPLAINING OF FAVOURABLE EVENT TO MAXIMIZE THE DESIRABLE IMPLICATIONS FOR ONESELF EXAMPLE: A SALES PERSON INFORMS HIS PEER: THE SALES IN OUR DIVISION HAVE NEARLY DOUBLED SINCE I WAS HIRED FLATTERY o o COMPLIMENTING OTHERS WITH AN INTENTION TO MAKE ONESELF LIKABLE EXAMPLE: NEW SALES TRAINEE TO PEER: YOU HANDLED THAT CLIENTS COMPLAINT SO TACTFULLY! I COULD NOT HAVE HANDLED THAT AS WELL AS YOU DID FAVOURS

o o

DOING SOMETHING NICE TO FOR SOMEONE TO GAIN THEIR APPROVAL EXAMPLE: SALES PERSON TO A PROSPECTIVE CLIENT: I HAVE TWO TICKETS TO THE THEATER TONIGHT THAT I CANT USE. TAKE THESE. CONSIDER IT AS THINK YOU FOR TAKING THE TIME TO TALK WITH ME

ASSOCIATION o ENHANCING OR PROTECTING ONES IMAGE BY MANAGING INFORMATION ABOUT PEOPLE & THINGS WITH WHICH ONE IS ASSOCIATED o EXAMPLE: A JOB APPLICANT SAYS TO AN INTERVIEWER: WHAT A COINCIDENCE. YOUR BOSS & I WERE ROOM MATE IN COLLEGE

CHARACTERISTICS OF THE TERM DEFENSIVE BEHAVIOUR: REACTIVE & PROTECTIVE BEHAVIORS TO AVOID ACTION / BLAME / CHANGE

AVOIDING ACTION: FOLLOWING ARE THE WAYS TO AVOID ACTIONS: OVER-CONFORMING o RIGID ADHERENCE TO RULES / POLICIES / PRECEDENTS

BUCK PASSING o TRANSFER RESPONSIBILITY FOR THE EXECUTION OF THE TASK / DECISION TO SOMEONE ELSE

PLAYING DUMB o AVOID AN UNWANTED TASK BY FALSELY PLEADING IGNORANCE OR INABILITY

DE-PERSONALIZING o o TREAT OTHER PEOPLE AS OBJECTS OR NUMBERS DISTANCING ONESELF FROM OTHERS

STRETCHING & SMOOTHING o STRETCHING REFERS TO PROLONGING A TASK SO THAT YOU APPEAR TO BE OCCUPIED

SMOOTHING REFERS TO COVERING UP FLUCTUATIONS IN EFFORT OR OUTPUT

STALLING o SUPPORT PUBLICLY, BUT DO NOTHING PRIVATELY

AVOIDING BLAME BUFFING o COVERING YOUR REAR

PLAYING SAFE o o o EVADE SITUATIONS THAT MAY REFLECT UNFAVOURABLY ON YOU TAKE THOSE PROJECTS WHICH HAS HIGH PROBABILITY OF SUCCESS TAKING NEUTRAL STAND IN CONFLICTS

JUSTIFYING o DEVELOPING EXPLANATIONS THAT LESSEN YOUR RESPONSIBILITY FOR A NEGATIVE OUTCOME

SCAPEGOAT o PUT THE BLAME ON EXTERNAL FACTORS

MISREPRESENTING o MANIPULATION OF INFORMATION

ASSIGNMENT: 1 STATE THE PROS & CONS: EMPOWERMENT IMPROVES EMPLOYEES PRODUCTIVITY ASSIGNMENT: 2 POLITICS ISNT INHERENTLY BAD. IT IS MERELY A WAY TO GET THINGS ACCOMPLISHED WITHIN ORGANIZATIONS. DO YOU AGREE OR DISAGREE? DEFEND YOUR POSITION. ASSIGNMENT: 3 YOU ARE A SALES REPRESENTATIVE FOR AN INTERNATIONAL SOFTWARE COMPANY. AFTER FOUR EXCELLENT YEARS, SALES IN YOUR TERRITORY ARE OFF 30% THIS YEAR. DESCRIBE THREE DEFENSIVE RESPONSES YOU MIGHT USE TO REDUCE THE POTENTIAL NEGATIVE CONSEQUENCES OF THIS DECLINE IN SALES.

ASSIGNMENT: 4 WHAT ETHICAL IMPLICATIONS ARE THERE IF ANY, IN USING IMPRESSION MANAGEMENT? ASSIGNMENT: 5 WHAT FACTORS CONTRIBUTE TO POLITICAL ACTIVITY?

LESSON 13 CONFLICT & NEGOTIATION CHARACTERISTICS OF THE TERM CONFLICT: MISUNDERSTANDING OVER AN ISSUE, BECAUSE OF DIFFERENCES IN PERCEPTION CAN BE

o FUNCTIONAL: IMPROVES PERFORMANCE o DYSFUNCTIONAL: HINDERS PERFORMANCE

FOLLOWING ARE THE AREAS OF CONFLICT

o TASK: CONTENTS / GOALS o RELATIONSHIP: PEOPLE o PROCESS: METHODOLOGY OF GETTING WORK DONE
CONFLICT PROCESS CONSISTS OF FOLLOWING STAGES: o o o o o POTENTIAL OPPOSITION COGNITION & PERSONALIZATION INTENTIONS BEHAVIOUR OUTCOMES

POTENTIAL OPPOSITION: THE SOURCE OF CONFLICT EXISTS IN o o COMMUNICATION STRUCTURE

PERSONAL VARIABLES

COGNITION & PERSONALIZATION CONFLICT COULD BE AT o o INTENTIONS DECISIONS TO ACT IN A PARTICULAR WAY HAS TWO DIMENSIONS: o o WIN-WIN OUTCOME WIN-LOOSE OUTCOME. THOUGHT LEVEL FEELING LEVEL

BEHAVIORS CONFLICTS BECOME VISIBLE EVERY BEHAVIOUR IS NOT AN OUTCOME OF INTENTIONS FUNCTIONAL CONFLICTS ARE RESULT OF STIMULUS [NOT

SOMETIMES IT IS AN OUTCOME OF STIMULUS OUTCOME THE OUTCOMES COULD BE FUNCTIONAL / DYSFUNCTIONAL INTENTIONAL] WHILE DYSFUNCTIONAL CONFLICTS ARE INTENTIONAL

GUIDELINES FOR RESOLVING CONFLICTS:

COMPETITION / COLLABORATION / AVOIDANCE / ACCOMMODATION /

COMPROMISE / NEGOTIATION COMPETITION: USE WHEN QUICK DECISIVE ACTION IS VITAL WHEN UNPOPULAR ACTIONS NEED IMPLEMENTING ON ISSUES VITAL TO THE ORGANIZATIONS WELFARE AGAINST PEOPLE WHO TAKE ADVANTAGE OF NONCOMPETITIVE BEHAVIOR USE: TO FIND AN INTEGRATIVE SOLUTION WHEN BOTH SETS OF CONCERNS ARE TOO IMPORTANT TO BE COMPROMISED WHEN YOUR OBJECTIVE IS TO LEARN TO GAIN COMMITMENT

COLLABORATION:

TO WORK THROUGH FEELINGS THAT HAVE INTERFERED WITH A RELATIONSHIP

AVOIDANCE: USE: WHEN ISSUE IS TRIVIAL WHEN YOU PERCEIVE NO CHANCE OF SATISFYING YOUR CONCERNS WHEN POTENTIAL DISRUPTION OUTWEIGHS THE BENEFITS OF RESOLUTION TO LET PEOPLE COOL & REGAIN PERSPECTIVE WHEN GATHERING INFORMATION SUPERSEDES IMMEDIATE DECISION WHEN OTHERS CAN RESOLVE THE CONFLICT MORE EFFECTIVELY WHEN ISSUES SEEMS TANGENTIAL

ACCOMMODATION: USE: WHEN YOU FIND YOU ARE WRONG, & WANT TO SHOW YOUR REASONABLENESS WHEN ISSUES ARE MORE IMPORTANT TO OTHERS THAN YOURSELF TO SATISFY OTHERS & MAINTAIN COOPERATION BUILD SOCIAL CREDITS FOR LATER ISSUES TO MINIMIZE LOSS WHEN YOU ARE OUTMATCHED & LOSING WHEN HARMONY & STABILITY ARE ESPECIALLY IMPORTANT ALLOW EMPLOYEES TO DEVELOP BY LEARNING FROM MISTAKES WHEN GOALS ARE IMPORTANT BUT NOT WORTH THE EFFORT OF POTENTIAL DISRUPTIONS WHEN OPPONENTS WITH EQUAL POWER ARE COMMITTED TO EXCLUSIVE GOALS TO ACHIEVE TEMPORARY SETTLEMENT TO COMPLEX ISSUES TO ARRIVE AT EXPEDIENT SOLUTIONS UNDER TIME PRESSURE AS BACKUP WHEN COLLABORATION / COMPETITION IS UNSUCCESSFUL SEE BELOW CREATE FUNCTIONAL CONFLICTS IN THE ORGANIZATION: FOLLOWING ARE SOME OF THE METHODS:

COMPROMISE:

NEGOTIATION: CONCLUSION:

o o o

REWARD DISSENTERS; & PUNISH CONFLICT DISSENTERS ALLOW YOUR BOSS TO EVALUATE / CRITICIZE THEIR BOSSES BUILD DEVILS ADVOCATE IN DECISION MAKING PROCESS

CHARACTERISTICS OF THE TERM NEGOTIATION: FOLLOWING ARE THE TYPES: o DISTRIBUTIVE o INTEGRATIVE SITUATIONAL FACTORS ASSIGNMENT: 1 STATE THE POINT & COUNTERPOINT: CONFLICT BENEFITS ORGANIZATION. ASSIGNMENT: 2 UNDER WHAT CONDITIONS MIGHT CONFLICT BE BENEFICIAL TO AN ORGANIZATION? ASSIGNMENT: 3 HOW COULD A MANAGER STIMULATE CONFLICT IN HIS HER DEPARTMENT? ASSIGNMENT: 4 HOW DO MEN & WOMEN DIFFER IF AT ALL IN THEIR NEGOTIATION APPROACHES? ASSIGNMENT: 5 DO YOU THINK COMPETITION & CONFLICT ARE DIFFERENT? EXPLAIN OUTCOME IS: WIN: WIN RELATIONSHIP IS LONG TERM INTEREST CONVERGES OUTCOME IS WIN: LOOSE RELATIONSHIP IS SHORT-TERM INTEREST IS OPPOSED TO EACH OTHER

DO NOT CONCENTRATE ON OPPONENTS PERSONALITY, BUT ON ISSUES &

ASSIGNMENT: 6 PARTICIPATION IS AN EXCELLENT METHOD FOR IDENTIFYING DIFFERENCES & RESOLVING CONFLICTS DO YOU AGREE OR DISAGREE? DISCUSS ASSIGNMENT: 7 CONFLICTS ARE INEVITABLE. THEN WHY WASTE TIME IN LEARNING HOW TO MANAGE THEM.

LESSON 14 ORGANIZATION CULTURE CHARACTERISTICS OF THE TERM INSTITUTIONALIZATION WHEN AN ORGANIZATION TAKES ON A LIFE OF ITS OWN APART FROM ANY OF ITS MEMBERS AND ACQUIRES AN IMMORTALITY

CHARACTERISTICS OF THE TERM ORGANIZATIONAL CULTURE A COMMON PERCEPTION HELD BY THE ORGANIZATIONS MEMBERS A SYSTEM OF SHARED MEANING CONSISTS OF o o o o o o o HAVE INNOVATION & RISK TAKING ATTENTION TO DETAIL OUTCOME ORIENTATION PEOPLE ORIENTATION TEAM ORIENTATION AGGRESSIVENESS STABILITY

ORGANIZATION DOES NOT HAVE UNIFORM CULTURE. MOST ORGANIZATIONS

DOMINANT CULTURE EXPRESSES THE CORE VALUES THAT ARE

SHARED BY A MAJORITY OF ITS MEMBERS o SUBCULTURE TOGETHER ORGANIZATION CULTURE IS CLOSELY INTERTWINED WITH NATIONAL CULTURE IT INCREASES BEHAVIOURAL CONSISTENCY. THE STRONGER THE ORGANIZATIONS CULTURE, LESS IS THE NEED TO DEVELOP FORMAL RULES & REGULATIONS TO GUIDE THE BEHAVIOUR OF THE EMPLOYEES MINI-CULTURES WITHIN THE ORGANIZATION TYPICALLY DEFINED BY DEPARTMENTS

CULTURE IS THE SOCIAL GLUE THAT HELPS HOLD THE ORGANIZATION

ON THE FOLLOWING OCCASIONS, CULTURE CAN BECOME A LIABILITY o BARRIER TO CHANGE o HAPPENS WHEN EXTERNAL ENVIRONMENT IS

DYNAMIC BARRIER TO DIVERSITY o CREATING & SUSTAINING CULTURE FOUNDERS OF AN ORGANIZATION TRADITIONALLY HAVE A MAJOR IMPACT ON THE ORGANIZATIONS EARLY CULTURE THE PROCESS OF CULTURE CREATION OCCURS IN THE FOLLOWING WAYS: o o o FOUNDERS HIRE & KEEP THOSE EMPLOYEES, WHO THINK & FEEL LIKE THEM THROUGH PROCESS OF SOCIALIZATION THEIR OWN BEHAVIOUR, WHICH SERVES AS A ROLE MODEL PUTS PRESSURE TO CONFORM

BARRIER TO MERGERS & ACQUISITIONS COMPATIBILITY OF CULTURE IS CRITICAL

IT IS IMPORTANT THAT EXPECTATIONS & REALITY MATCHES. THIS IS WHAT THE PROCESS OF SOCIALIZATION DOES, WHEREIN THE NEW EMPLOYEE

LEARNS / ADAPTS HIS THINKING / FEELING AS PER THE CULTURE OF THE ORGANIZATION HENCE THE PROCESS OF SOCIALIZATION IS VERY CRUCIAL IN AN ORGANIZATION HOW EMPLOYEES LEARN NEW CULTURE?

STORIES / RITUALS / MATERIAL SYMBOLS / LANGUAGES

MATCHING PEOPLE WITH CULTURES: THERE ARE TWO DIMENSIONS TO ORGANIZATIONAL CULTURE o SOCIALABILITY o SOLIDARITY GOALS NETWORKED OVERLOOK PERSONAL BIASES HIGH ATTENTION TO DETAIL ARE ALSO HIGH ON AGGRESSIVENESS MEASURES TASK ORIENTATION PEOPLE RALLY AROUND COMMON INTERESTS / MEASURES FRIENDLINESS PEOPLE HELP OTHERS WITHOUT EXPECTATIONS PEOPLE CARE FOR EACH OTHER FOCUS IS ON PROCESS; RATHER THAN ON

OUTCOMES

THE ABOVE TWO DIMENSION GIVES RISE TO FOUR TYPES OF CULTURE o

 o MERCENARY o FRAGMENTED o COMMUNAL

HIGH ON SOCIALABILITY LOW ON SOLIDARITY MEMBERS ARE VIEWED AS FAMILY

HIGH ON SOLIDARITY LOW ON SOCIALABILITY POWERFUL SENSE OF PURPOSE FIERCELY FOCUSED ON GOAL

LOW ON SOCIALABILITY / SOLIDARITY SELF-INTEREST PREVAILS

HIGH ON SOCIALABILITY / SOLIDARITY VALUES BOTH FRIENDSHIP /PERFORMANCE

ASSIGNMENT: 1 DISCUSS IN FAVOUR & AGAINST: ORGANIZATIONAL CULTURE CANT BE CHANGED. ASSIGNMENT: 2 WHAT IS THE DIFFERENCE BETWEEN ORGANIZATION CULTURE & JOB SATISFACTION? ASSIGNMENT: 3 STATE THE DIFFERENCES BETWEEN ORGANIZATION CULTURE & ORGANIZATION CLIMATE WITH EXAMPLES. ASSIGNMENT: 3 CAN AN EMPLOYEE SURVIVE IN AN ORGANIZATION IF HE OR SHE REJECTS IT CORE VALUES? EXPLAIN. ASSIGNMENT: 4 WHAT DEFINES AN ORGANIZATIONS SUBCULTURE? ASSIGNMENT: 5 CONTRAST ORGANIZATIONAL CULTURE WITH NORMAL CULTURE

ASSIGNMENT: 6 HOW CAN CULTURE BE A LIABILITY TO AN ORGANIZATION? ASSIGNMENT: 7 WHAT BENEFITS CAN SOCIALIZATION PROVIDE FOR THE ORGANIZATION? FOR THE NE W EMPLOYEE ASSIGNMENT: 8 HOW IS LANGUAGE RELATED TO ORGANIZATIONAL CULTURE? ASSIGNMENT: 9 IS SOCIALIZATION & BRAINWASHING SAME. EXPLAIN ASSIGNMENT: 10 CAN YOU IDENTIFY A SET OF CHARACTERISTICS THAT DESCRIBES YOUR COLLEGES CULTURE?

PART 4: THE ORGANIZATION SYSTEM IS BEING DEALT IN HR HENCE NOT TAKEN, EXCEPT ORGANIZATIONAL CULTURE

LESSON 15 ORGANIZATIONAL CHANGE & STRESS MANAGEMENT FORCES OF CHANGE TECHNOLOGY o o OUTCOME FLATTER ORGANIZATIONAL STRUCTURE FOCUS ON CORE JOB.

COMPETITION o COMPETITION IS NOT ONLY FROM LOCAL / NATIONAL BUT INTERNATIONAL PLAYERS

CHANGING NATURE OF THE WORKFORCE o o o WORKFORCE ARE PROFESSIONALS / YOUNG WORKFORCE IS FROM DIVERSE BACKGROUND WOMEN HAVE BECOME CAREER ORIENTED

ECONOMIC SHOCKS o o OIL PRICES AFFECTS ECONOMICS OF THE COUNTRY ECONOMIC PROBLEMS IN RUSSIA / ASIA / LATIN AMERICA HAVE ROCKED WORLD STOCK MARKET & FORCED BANKS TO TAKE HEAVY LOSSES SOCIAL TRENDS o o o o o VALUES ARE UNDERGOING CHANGE SINGLE PARENTING IS ON RISE MARRIAGE GETTING DELAYED DIVORCE RATE ON RISE PURCHASING POWER OF PEOPLE HAVE GONE UP

WORLD POLITICS o o o REUNIFICATION OF GERMANY BREAKUP OF SOVIET RUSSIA OPENING OF MARKETS OF CHINA

CHARACTERISTICS OF THE TERM CHANGE MAKING THINGS DIFFERENT

CHARACTERISTICS OF THE TERM PLANNED CHANGE CHANGE ACTIVITIES ARE INTENTIONAL & GOAL ORIENTED

CHARACTERISTICS OF THE TERM CHANGE AGENT PERSONS WHO ACTS AS CATALYSTS & ASSUMES RESPONSIBILITY FOR MANAGING CHANGE ACTIVITIES A CHANGE AGENT HAS THE FOLLOWING OPTIONS TO BRING ABOUT CHANGE: o o o o STRUCTURE INVOLVES ALTERATIONS IN o o o AUTHORITY RELATIONS COORDINATION MECHANISM JOB REDESIGN STRUCTURE TECHNOLOGY PHYSICAL SETTING PEOPLE

TECHNOLOGY CHANGING THE METHODS OF WORKING CHANGING THE EQUIPMENTS /MACHINERY INVOLVED IN WORK INVOLVES ALTERING o PEOPLE CHANGE IN: ATTITUDES / SKILLS / EXPECTATIONS / PERCEPTIONS / BEHAVIOUR SPACE / LAYOUT

PHYSICAL-SETTING

RESISTANCE TO CHANGE INDIVIDUAL ORGANIZATION CONSISTS OF HABIT PROGRAMMED RESPONSES PROVIDES STABILITY HABIT SECURITY ECONOMIC FACTORS FEAR OF UNKNOWN SELECTIVE INFORMATION PROCESSING

INDIVIDUAL

SECURITY ECONOMIC FACTORS FEAR OF UNKNOWN UNCERTAINTY / AMBIGUITY CREATES FEAR; FOR WE DO NOT KNOW HOW TO HANDLE IT SELECTIVE INFORMATION PROCESSING WE DO NOT LIKE TO CHANGE OUR PERCEPTIONS. THATS WHY WE WOULD LIKE TO SEE OR HEAR WHAT ONE WOULD LIKE TO SEE / HEAR IF PAY IS TIED TO PRODUCTIVITY. PAY BECOMES VARIABLE FEELING OF SAFETY AGAINST LOOSING JOB

ORGANIZATION CONSISTS OF STRUCTURAL INERTIA LIMITED FOCUS OF CHANGE GROUP INERTIA THREAT TO EXPERTISE THREAT TO ESTABLISHED POWER RELATIONSHIP THREAT TO ESTABLISHED RESOURCE ALLOCATION ORGANIZATIONS HAVE BUILT-IN MECHANISM TO PRODUCE AND WHEN ORGANIZATION IS CONFRONTED WITH CHANGE, THIS

STRUCTURAL INERTIA STABILITY STRUCTURAL INERTIA ACTS AS COUNTERBALANCE TO SUSTAIN STABILITY LIMITED FOCUS OF CHANGE ORGANIZATIONS ARE MADE UP OF A NUMBER OF YOU CANT CHANGE ONE WITHOUT AFFECTING CHANGE ALWAYS CREATES A CHAIN REACTION EVEN IF INDIVIDUAL WANTS TO CHANGE, GROUP NORMS MAY INTERDEPENDENT SUBSYSTEMS GROUP INERTIA ACT AS CONSTRAINTS THREAT TO EXPERTISE SPECIALIST LOOSE THEIR IMPORTANCE

THREAT TO ESTABLISHED POWER RELATIONSHIP CENTRALIZED THREAT TO ESTABLISHED RESOURCE ALLOCATIONS THOSE WHO WERE CONTROLLING RESOURCES CAN SEE CHANGE AS THREAT REDISTRIBUTION OF DECISION MAKING AUTHORITY CAN THREATEN THOSE IN WHOM THE DECISION MAKING AUTHORITY WAS

OVERCOMING RESISTANCE TO CHANGE: EDUCATION & COMMUNICATION FACILITATION & SUPPORT NEGOTIATION MANIPULATION & COOPTATION COERCION

APPROACHES TO MANAGING ORGANIZATIONAL CHANGES: LEWINS THREE STEP MODEL o UNFREEZING o o REFREEZING FORCE THEORY o o o o o o STATUS QUO CAN BE CONSIDERED AS EQUILIBRIUM CHANGE IS SHIFTING THE EQUILIBRIUM EQUILIBRIUM IS SUBJECT TO DRIVING & RESTRAINING FORCES DRIVING FORCE ENABLES TO BRING ABOUT THE CHANGE, BY SHIFTING THE EQUILIBRIUM RESTRAINING FORCE PREVENTS THE CHANGE TO TAKE PLACE TO BRING ABOUT CHANGE, CONCENTRATE ON DRIVING FORCES, & CONTROL RESTRAINING FORCES STANDARDIZING THE DESIRED CHANGE BREAKING THE CURRENT STAGE

MOVEMENT / CHANGE IMPLEMENTING THE DESIRED STAGE

ACTION RESEARCH o o o o A CHANGE PROCESS BASED ON SYSTEMATIC COLLECTION OF DATA AND THEN SELECTION OF A CHANGE ACTION BASED ON WHAT THE ANALYZED DATA INDICATES

ORGANIZATION DEVELOPMENT A COLLECTION OF PLANNED CHANGE INTERVENTIONS BUILT ON HUMANISTIC-DEMOCRATIC VALUES THAT SEEKS TO IMPROVE ORGANIZATIONAL EFFECTIVENESS AND EMPLOYEE WELL-BEING THE FOLLOWING UNDERLYING VALUES IDENTIFIES OD EFFORTS o o o o o RESPECT FOR PEOPLE TRUST & SUPPORT POWER EQUALIZATION PROBLEM CONFRONTATION PARTICIPATION

FOLLOWING ARE THE OD INTERVENTION FOR BRINGING ABOUT THE CHANGE o o o o o SENSITIVITY TRAINING SURVEY FEEDBACK PROCESS CONSULTATION TEAM BUILDING INTER-GROUP DEVELOPMENT

SENSITIVITY TRAINING SURVEY FEEDBACK SUGGESTED PROCESS CONSULTATION CONSULTANT GIVES A CLIENT INSIGHT INTO WHAT IS GOING ON AROUND THE CLIENT, BETWEEN THE CLIENT & THE OTHER PEOPLE, WITHIN THE CLIENT; IDENTIFIES PROCESSES THAT NEED IMPROVEMENT THE USE OF QUESTIONNAIRE TO IDENTIFY DISCREPANCIES AMONG MEMBER PERCEPTIONS: DISCUSSIONS FOLLOWS & REMEDIES ARE TRAINING GROUPS THAT SEEK TO CHANGE BEHAVIOUR THROUGH UNSTRUCTURED GROUP INTERACTION

TEAM BUILDING HIGH INTERACTION AMONG TEAM MEMBERS TO INCREASE TRUST & OPENNESS INTER-GROUP DEVELOPMENT

OD EFFORTS TO CHANGE THE ATTITUDES, STEREOTYPES, &

PERCEPTIONS THAT GROUPS HAVE OF EACH OTHER CONTEMPORARY CHANGE ISSUES FOR TODAYS MANAGERS INNOVATION o o o A NEW IDEA APPLIED TO INITIATING OR IMPROVING A PRODUCT / PROCESS / SERVICE INNOVATIVE ORGANIZATIONS ENCOURAGE EXPERIMENTATION. REWARD BOTH SUCCESS & FAILURE. CELEBRATE MISTAKES INNOVATIVE ORGANIZATIONS HAVE IDEA CHAMPIONS. THEY ARE THE ONES WHO ENTHUSIASTICALLY PROMOTE THE IDEA, BUILD SUPPORT, OVERCOME RESISTANCE & ENSURE IT IS IMPLEMENTED LEARNING ORGANIZATION o o AN ORGANIZATION THAT HAS DEVELOPED THE CONTINUOUS CAPACITY TO ADAPT & CHANGE FOLLOWING ARE THE CHARACTERISTICS OF A LEARNING ORGANIZATION: JOBS MEMBERS THINK OF ORGANIZATIONAL PROCESSES, ACTIVITIES, FUNCTIONS, & INTERACTIONS WITH HE ENVIRONMENT AS A PART OF A SYSTEM OF INTERRELATIONSHIPS PEOPLE OPENLY COMMUNICATE WITH EACH OTHER WITHOUT FEAR OF CRITICISM OR PUNISHMENT THERE EXISTS A SHARED VISION ON WHICH EVERYONE AGREES PEOPLE DISCARD THEIR OLD WAYS OF THINKING, & THE

STANDARD ROUTINES THEY USE FOR SOLVING PROBLEMS OR DOING THEIR

PEOPLE SUBLIMATE THEIR PERSONAL SELF-INTEREST &

FRAGMENTED DEPARTMENTAL INTERESTS TO WORK TOGETHER TO ACHIEVE THE ORGANIZATIONS SHARED VISION

TO MAKE ONES ORGANIZATION AS LEARNING ORGANIZATION, DO THE FOLLOWING:

ESTABLISH A STRATEGY MANAGEMENT SHOULD BE COMMITTED TO CHANGE / INNOVATION / CONTINUOUS IMPROVEMENT

REDESIGN THE ORGANIZATION STRUCTURE FLATTEN THE STRUCTURE ELIMINATE OR COMBINE DEPARTMENTS INCREASE USE OF CROSS-FUNCTIONAL TEAMS REINFORCE INTERDEPENDENCE DO AWAY WITH BOUNDARIES BETWEEN PEOPLE

RESHAPE THE ORGANIZATIONS CULTURE CULTURE SHOULD HAVE THE FOLLOWING FACTORS

o RISK TAKING / OPENNESS

WORK STRESS & ITS MANAGEMENT CHARACTERISTICS OF THE TERM STRESS: STRESS IS ASSOCIATED WITH

o CONSTRAINTS: PREVENTS ONE FROM DOING WHAT ONE DESIRES o DEMANDS: LOSS OF SOMETHING DESIRED
CAUSE OF STRESS IS EXTERNAL; ITS EFFECT IS INTERNAL

POTENTIAL SOURCE OF STRESS INPUTS

ENVIRONMENTAL FACTORS THERE IS ALWAYS UNCERTAINTY IN

ENVIRONMENT o ORGANIZATIONAL FACTORS o o o o o o PROCESS o INDIVIDUAL DIFFERENCES o o o o o INCLUDES: PERCEPTION JOB EXPERIENCE [SENIOR BECOME LESS IMMUNE TO STRESS] SOCIAL SUPPORT LOCUS OF CONTROL HOSTILITY [ANGER MISTRUSTFUL] INCLUDES TASK DEMANDS ROLE DEMANDS INTERPERSONAL DEMANDS ORGANIZATIONAL STRUCTURE / LEADERSHIP ORGANIZATIONS LIFE CYCLE

INDIVIDUAL FACTORS FAMILY PROBLEMS ECONOMIC PROBLEMS PERSONALITY

CONSEQUENCES [OUTPUTS] OF STRESS o PHYSIOLOGICAL SYMPTOMS EXAMPLES:

HEADACHES / HIGH BLOOD PRESSURE / HEART DISEASE

PSYCHOLOGICAL SYMPTOMS

ANXIETY / DEPRESSION / DECREASE IN JOB SATISFACTION

BEHAVIOURAL SYMPTOMS

PRODUCTIVITY \ ABSENTEEISM / TURNOVER

MANAGING STRESS TWO APPROACHES

o INDIVIDUAL / ORGANIZATION
INDIVIDUAL ORGANIZATIONAL IMPROVED PERSONNEL SELECTION & JOB PLACEMENT REALISTIC GOAL SETTING REDESIGNING OF JOBS INCREASED EMPLOYEE INVOLVEMENT IMPROVED ORGANIZATIONAL COMMUNICATION ESTABLISHMENT OF CORPORATE WELLNESS PROGRAMS TIME MANAGEMENT TECHNIQUES PHYSICAL EXERCISE RELAXATION TRAINING SOCIALIZATION

[EMPLOYEES PHYSICAL & MENTAL CONDITIONS ASSIGNMENT: 1 WHAT IS MEANT BY THE PHRASE WE LIVE IN AN AGE OF DISCONTINUITY? ASSIGNMENT: 2 RESISTANCE TO CHANGE IS AN IRRATIONAL RESPONSE DO YOU AGREE OR DISAGREE? EXPLAIN. ASSIGNMENT: 3 WHY IS PARTICIPATION CONSIDERED SUCH AN EFFECTIVE TECHNIQUE FOR LESSENING RESISTANCE TO CHANGE? ASSIGNMENT: 4 ARE ALL MANAGERS CHANGE AGENTS? DISCUSS

THANK YOU FOR YOUR PATIENT LISTENING THE END