“Organizational behavior is directly concerned with the understanding, prediction, and control of

human behavior in organizations.” — Fred Luthans.

Govt. Polytechnic for Women, Sirsa

Subject : OBPD

Ms Shivani Pahwa

Organizational Behavior: Definition, Importance, Nature, Model

Organizational Behavior (OB) is the study of human behavior in organizational settings, the

interface between human behavior and the organization, and the organization itself.

Organizational Behavior researchers study the behavior of individuals primarily in their

organizational roles.

One of the main goals of organizational behavior is to revitalize organizational theory and

develop a better conceptualization of organizational life.

Organizational Behavior Definition

Organizational behavior is the study of both group and individual performance and activity

within an organization.

This area of study examines human behavior in a work environment and determines its impact

on job structure, performance, communication, motivation, leadership, etc.

It is the systematic study and application of knowledge about how individuals and groups act

within the organizations where they work. OB draws from other disciplines to create a unique

field.

For example, when we review topics such as personality and motivation, we will again review

studies from the field of psychology. The topic of team processes relies heavily on the field of

sociology.

When we study power and influence in organizations, we borrow heavily from political sciences.

Even medical science contributes to the field of Organizational Behavior, particularly in the

study of stress and its effects on individuals.

There is increasing agreement as to the components or topics that constitute the subject area of

OB.

Although there is still considerable debate as to the relative importance of change, there appears

to be general agreement that OB includes the core topics of motivation, leader behavior, and

power, interpersonal communication, group structure and processes, learning, attitude

development and perception, change processes, conflict, work design, and work stress.

Features of Organizational Behavior

Organizational Behavior is the study and application of knowledge about how people,

individuals, and groups act in organizations. It does this by taking a system approach.

That is, it interprets people-organization relationships in terms of the whole person, the whole

group, the whole organization, and the whole social system.

Its purpose is to build better relationships by achieving human objectives, organizational

objectives, and social objectives.

Organizational Behavior is;

A Separate Field of Study and not a Discipline Only.

An Interdisciplinary Approach.

Applied Science.

A Normative Science.

A Humanistic and Optimistic Approach.

A Total System Approach.

These 6 features or characteristics shows the nature of Organizational Behavior that is the

study of understanding and control behavior within the organization.

Objectives of Organizational Behavior

The organizations in which people work have an effect on their thoughts, feelings, and actions.

These thoughts, feelings, and actions, in turn, affect the organization itself.

Organizational behavior studies the mechanisms governing these interactions, seeking to identify

and foster behaviors conducive to the survival and effectiveness of the organization.

1. Job Satisfaction.

2. Finding the Right People.

3. Organizational Culture.

4. Leadership and Conflict Resolution.

5. Understanding the Employees Better.

Chapter – Perception and Attitude :

Definition of perception

6. Understand how to Develop Good Leaders.

7. Develop a Good Team.

8. Higher Productivity.

These 8 objectives of organizational behavior show that OB is concerned with people within

the organization, how they are interacting, what is the level of their satisfaction, the level of

motivation, and find ways to improve it in a way the yields most productivity.

Main Challenges and Opportunities of Organizational Behavior

Challenges and opportunities of organizational behavior are massive and rapidly changing for

improving productivity and meeting business goals.

1. Improving Peoples’ Skills.

2. Improving Quality and Productivity.

3. Total Quality Management (TQM).

4. Managing Workforce Diversity.

5. Responding to Globalization.

6. Empowering People.

7. Coping with Temporariness.

8. Stimulating Innovation and Change.

9. Emergence of E-Organisation & E-Commerce.

10. Improving Ethical Behavior.

11. Improving Customer Service.

12. Helping Employees Balance Work-Life Conflicts.

13. Flattening World.

Perception means perceiving, i.e., giving meaning to the environment around us. It can be

defined as a process which involves seeing, receiving, selecting, organising, interpreting and

giving meaning to the environment.

Nature of perception

(1) Perception is the intellectual process.

(2) Perception is the basic cognitive or psychological process.

(3) Perception becomes a subjective process and different people may perceive the same event

differently.

Factors Influencing Perceptual Set External Factors

1. Size : Bigger size attracts the attention of the perceiver

2. Intensity : A loud sound, strong odor or bright light is noticed more as compared to a soft

sound, weak odour or dimlight.

3. Repetition : A repeated external stimulus is more attention getting than a single one.

Advertisers use this principle.

4. Novelty and Familiarity : A novel or a familiar external situation can serve as attention

getter.

5. Contrast : It is a kind of uniqueness which can be used for attention getting. Letters of bold

types, persons dressed differently than others, etc., get more attention.

6. Motion : A moving object draws more attention as compared to a stationary object.

Advertisers use this principle.

Internal Factors

Self-concept : The way a person views the world depends a great deal on the concept or image

he has about himself. The concept plays an internal role in perceptual selectivity.

Beliefs : A person's beliefs have profound influence on his perception. Thus, a fact is

conceived not on what it is but what a person believes it to be.

Expectations : These affect what a person perceives. A technical manager may expect

ignorance about the technical features of a product from non-technical people.

Inner Needs : The need is a feeling of tension or discomfort, when one thinks he is missing

something. People with different needs experience different stimuli. According to Freud, wishful

thinking is the means by which the Id attempts to achieve tension reduction.

Response Disposition : It refers to a person's tendency to perceive familiar stimuli rather than

unfamiliar ones.

Response Salience : It is the set of disposition which are determined not by the familiarity of

the stimulus situations, but by the person's own cognitive predispositions. Thus, a particular

problem may be viewed as a marketing problem by marketing personnel, a control problem by

accounting people and human relations problem by personnel people.

Perceptual Defence : It refers to the screening of those elements which create conflict and

threatening situation in people.

1. Denying the existence or importance of conflicting information.

2. Distorting the new information to match the old one.

3. Acknowledging the new information but treating it as a non-representation exception. The

factors that influence perception may be broadly divided into three categories :

1. Factors that reside in the 'Perceiver' (i.e., attitude, motives, interests, past experiences and

personality, expectations)

2. Factors of the 'situation' and-factors connected with the 'Target'.

3. Factors that determine the preferred location of a brand on each of the relevant dimension in

perceptive mapping.

Attitude: Definition, Nature and Characteristics

Definition of Attitude

According to Gordon Allport, “An attitude is a mental and neural state of readiness, organized

through experience, exerting a directive or dynamic influence upon the individual’s response to

all objects and situations with which it is related.”

According to Si P. Robbins – “Attitude is manner, disposition, feeling and position with regard

to a person or thing, tendency or orientation especially in the mind.”

Frank Freeman said, “An attitude is a dispositional readiness to respond to certain institutions,

persons or objects in a consistent manner which has been learned and has become one’s typical

mode of response.”

Thurstone said, “An attitude denotes the sum total of man’s inclinations and feelings, prejudice

or bias, preconceived notions, ideas, fears, threats, and other any specific topic.”

Anastasi defined attitude as, “A tendency to react favorably or unfavorably towards a designated

class of stimuli, such as a national or racial group, a custom or an institution.”

According to N.L. Munn, “Attitudes are learned predispositions towards aspects of our

environment. They may be positively or negatively directed towards certain people, service or

institution.”

Characteristics of Attitude

1. Attitudes are the complex combination of things we tend to call personality, beliefs, values,

behaviors, and motivations.

2. It can fall anywhere along a continuum from very favorable to very unfavorable.

3. All people, irrespective of their status or intelligence, hold attitudes.

4. An attitude exists in every person’s mind. It helps to define our identity, guide our actions,

and influence how we judge people.

5. Although the feeling and belief components of attitude are internal to a person, we can view a

person’s attitude from his or her resulting behavior.

6. Attitude helps us define how we see situations, as well as define how we behave toward the

situation or object.

7. It provides us with internal cognitions or beliefs and thoughts about people and objects.

8. It can also be explicit and implicit. Explicit attitude is those that we are consciously aware of

an implicit attitude is unconscious, but still, have an effect on our behaviors.

9. Attitudes cause us to behave in a particular way toward an object or person.

10. An attitude is a summary of a person’s past experience; thus, an attitude is grounded in direct

experience predicts future behavior more accurately.

11. It includes certain aspects of the personality as interests, appreciation and social conduct.

12. It indicates the sum total of a man’s inclinations and feelings.

13. An attitude is a point of view, substantiated or otherwise, true or false which one holds

towards an idea, object or person.

14. It has aspects such as direction, intensity, generality or specificity.

15. It refers to one’s readiness for doing Work.

16. It may be positive or negative and may be affected by age, position, and education.

Factors Influencing Attitudes

Social Factors.

Direct Instruction.

Family.

Prejudices.

Personal Experience.

Media.

Educational and Religious Institutions.

Physical Factors.

Economic Status and Occupations.

Organizational Behavior - Groups

A group can be defined as two or more interacting and interdependent individuals who come

together to achieve particular objectives. A group behavior can be stated as a course of action a

group takes as a family. For example: Strike.

Types of Groups

There are two types of groups an individual forms. They are formal groups and informal groups.

Let us know about these two groups.

Formal Groups

These are the type of work groups created by the organization and have designated work

assignments and rooted tasks. The behavior of such groups is directed toward achieving

organizational goals.

These can be further classified into two sub-groups −

Command group − It is a group consisting of individuals who report directly to the

manager.

Interest group − It is a group formed by individuals working together to achieve a

specific objective. Example − A group of workers working on a project and reporting to

the same manager is considered as a command group. A group of friends chilling out

together is considered as interest group or say members of a club.

Informal Groups

These groups are formed with friendships and common interests. These can be further classified

into two sub-groups −

Task group − Those working together to finish a job or task is known as task group.

Friendship group − Those brought together because of their shared interests or common

characteristics is known as friendship group.

Why Do People Join Groups

There is no particular reason answering why individuals join groups. Group helps individual to

feel stronger, have fewer self-doubts, and be more contrary to threats.

The following points help us understand the need of joining a group by individuals −

Security mirrors strength in numbers. Status pinpoints a prestige that comes from

belonging to a specific group. Inclusion in a group is considered as important because it

provides recognition and status.

Self-esteem transmits people's feelings of self-worth. Membership can sometimes

raise feelings of self-esteem like being accepted into a highly valued group.

Affiliation with groups can meet one's social needs. Work groups significantly

contribute to meet the need for friendships and social relations.

Groups represent power. What mostly cannot be achieved individually becomes

possible with group effort. Power might be aimed to protect themselves from

unreasonable demands. Informal groups provide options for individuals to practice

power.

People may join a group for goal achievement. Sometimes it takes more than one

person to accomplish a particular task.

Group Roles

The concept of roles is applicable to all employees within an organization as well as to their life

outside the organization. A role is a set of expected behavior patterns attributed to the one who

occupies the position demanded by the social unit.

Individuals play multiple roles at the same time. Employees attempt to understand what kind of

behavior is expected from them. An individual when presented by divergent role expectations

experiences role conflict. Group roles are divided into three types −

Task-oriented Roles

Relationship-oriented Roles

Individual Roles

Task-oriented Roles

Roles allotted to individuals according to their work and eligibility is known as task-oriented

roles. Task-oriented roles can broadly divide individuals into six categories initiator, informer,

clarifier, summarizer, reality tester and information seekers or providers respectively.

Initiator − The one who proposes, suggests, defines.

Informer − The one who offers facts, expresses feelings, gives opinions.

Clarifier − The one who interprets, defines, clarifies everything.

Summarizer − The one who links, restates, concludes, summarizes.

Reality Tester − The one who provides critical analysis.

Information seekers or providers − The one who gives information and data.

These roles present the work performed by different individuals according to their marked

designation.

Relationship-oriented Roles

Roles that group individuals according to their efforts made to maintain healthy relationship in

the group and achieve the goals are known as relationship-oriented roles. There are five

categories of individuals in this category namely: harmonizer, gatekeeper, consensus tester,

encourager, and compromiser.

Harmonizers − The one who limits tension and reconciles disagreements.

Gatekeeper − The one who ensures participation by all.

Consensus Tester − The one who analyzes the decision-making process.

Encourager − The one who is warm, responsive, active, shows acceptance.

Compromiser − The one who admits error, limits conflict.

These roles depict the various roles an individual plays to maintain healthy self as well as group

relationships.

Individual Roles

Roles that classify a person according to the measure of individual effort put in the project

aimed is known as individual roles. Five types of individuals fall into these roles: aggressor,

blocker, dominator, cavalier, and avoidance.

Aggressor − The one who devalues others, attacks ideas.

Blocker − The one who disagrees and rebels beyond reason.

Dominator − The one who insists superiority to manipulate.

Cavalier − The one who takes part in a group non-productively.

Avoidance − The one who shows special interest to avoid task.

Organisational Development (O.D): Meaning, Objectives and Steps

Meaning of Organisational Development (O.D):

Organisational (or organization) Development or simply O.D. is a technique of planned change.

It seeks to change beliefs, attitudes, values and structures-in fact the entire culture of the

organization—so that the organization may better adapt to technology and live with the pace of

change.

O.D. is a comprehensive strategy for organization improvement. O.D. is a long range effort to

improve an organization’s problem solving and renewal processes, particularly through a more

effective and collaborative management culture.

R. Beckhard defines O.D. as a change strategy which is:

(i) Planned.

(ii) Organization-wide.

(iii) Managed from the top to increase organization effectiveness and health through planned

interventions in the organization’s processes, using behavioural science knowledge.

Objectives of Organisational Development:

(a) Improvement in the performance of the organisation.

(b) Improvement in the ability of the organisation to adapt to its environment, and

(c) Improvement in inter-personal and inter-group behaviour to secure team work.

Characteristics of Organisational Development:

1. Organisational development is an educational strategy for bringing a planned change.

2. It is related to real problems of the organisation.

3. Laboratory training methods based on experienced behaviour are primarily used to bring

change.

4. O.D. uses change agent (or consultant) to guide and affect the change. The role of change

agent is to guide groups towards more effective group processes rather than telling them what to

do. Change agents simply assist the group in problem solving processes and the groups solve the

problems themselves.

5. There is a close working relationship between change agents and the people who are being

changed.

6. O.D. seeks to build problem-solving capacity by improving group dynamics and problem

confrontation.

7. O.D. reaches into all aspects of the organization culture in order to make it more humanly

responsive.

8. O.D. is a long term approach (of 3 to 5 years period) and is meant to elevate the organization

to a higher level of functioning by improving the performance and satisfaction of organization

members.

9. O.D. is broad-based and describes a variety of change programmes. It is concerned not only

with changes in organizational design but also with changes in organizational philosophies, skills

of individuals and groups.

10. O.D. is a dynamic process. It recognises that the goals of the organization change and hence

the methods of attaining them should also change.

11. O.D. utilizes systems thinking. It is based on open, adaptive systems concept. The

organization is treated as an interrelated whole and no part of the organization can be changed

without affecting other parts.

12. O.D. is research based. Change agents conduct surveys, collect data, evaluate and then

decisions are taken.

13. O.D. uses group processes rather than individual process. It makes efforts to improve group

performance.

14. O.D. is situational and contingency oriented.

15. Organization Development and Management Development are complementary rather then

conflicting.

Steps in Organisational Development (O.D):

Lawrence and Lorsch have provided the following steps in organisational development:-

ADVERTISEMENTS:

1. Problem identification—Diagnosis:

O.D. program starts with the identification of the problem in the organisation. Correct diagnosis

of the problem will provide its causes and determine the future action needed.

2. Planning Strategy for Change:

O.D. consultant attempts to transform diagnosis of the problem into a proper action plan

involving the overall goals for change, determination of basic approach for attaining these goals

and the sequence of detailed scheme for implementing the approach.

3. Implementing the Change:

O.D. consultants play an important role in implementing change.

4. Evaluation:

0. D. is a long-term process. So there is a great need for careful monitoring to get process

feedback whether the O.D. programme is going on well after its implementation or not. This will

help in making suitable modifications, if necessary. For evaluation of O.D. programme, the use

of critic sessions, appraisal of change efforts and comparison of pre- and post-training

behavioural patterns are quite effective.

Here are five factors that affect organizational culture:

1. Top Leadership Principles

How an organization's leadership team runs the business affects the policies, procedures, and

rules modeled for employees. Look at any great leader and you'll see that the values and

philosophies of that leader trickle down to their employees and reflect in behavior. "Do as I

say, not as I do" doesn't work!

Howard Schultz, the executive chairman and former CEO of Starbucks, is a leader that has a

simple leadership philosophy - treat people with dignity and respect. This philosophy appears

time after time in the Starbucks organizational culture and can be measured in the quality of

service a customer experiences. Give your organizational culture a quick "gut check" and

observe your leadership team's behaviors.

2. Nature Of The Business

The mission, market, and operational structure of an organization have an impact on an

employee's behavior. Does your organization make a meaningful difference through your

products and services in the lives of your clients and customers? Are your products and

services creative, innovative or easy to use? These types of things have a direct impact on

your culture and how your employees feel about working for your organization. Think

about your company's product/service, brand, and internal process. Your employees may

connect to one, all, or none.

You may be a technical support provider, apparel brand, or hospital equipment provider.

Do your employees connect to what you are providing or selling? Do they understand it,

value it, and/or use it? Connection to products, services or the customer experience make

a difference in an employee's attitude and performance. As does the ease in which that

employee can service clients and customers. Are you open to feedback and do you

implement suggestions?

3. Company Values, Policies and Work Ambiance

Employees model the values emphasized in policies, procedures, and the work

environment. At TruPath, we asked our employees to identify and define the fundamental

truths that serve as the foundation for our system of beliefs and behaviors. Our employees

created five "TruPrinciples" and offered their definitions for each:

"I Don’t Expect Trust To Be Earned. I Give It To My Partners In The Workplace And

Expect That They Will Foster It. Trust Is The Foundation For Internal And External

Partnerships." - Megan McQuade, Community Relations Director

"It’s Important For Every Member Of Our Team To Develop A Positive Relationship And

Effective Communication With Our Clients (Client Advocacy). They Are The Reason

We Are Here." Robyn Neilson, Accounting Manager

"Community Partnership Means Giving To Those Who Give, Serving Without

Expectations And Engaging With Organizations That Better Our Community." Ryan

Nouis, Founder & CEO

"A Growth And Learning Mindset Means Continually Expanding Your Skill Set In

Recruiting And In Life." Josh Rautio, Recruiting Manager

"Overall Production Is A Direct Reflection Of A Positive Team Environment. An

Environment Where Everyone Feels Like A Solid, Productive And Important Member Of The

Team Is Invaluable And Requires Effort To Establish And Maintain." Chris McKay, Senior

Recruiter

These TruPrinciples (company values) guide our policies and behaviors to help promote

an organizational culture that we all want to be a part of.

4. Clients and External Parties

We often think about the team members we work with daily but ignore who we work for. The

clients that a company serves are a big factor that affects organizational culture. Why are clients

part of the culture? These individuals directly affect an employee's well being.

If a customer is upset and takes it out on an employee, that employee's behavior may

change and inadvertently impact those around him or her. If a client has a big success and

thanks the employee for a job well done, the behavior tends to skew the other way.

Additionally, it's not just about customer service and how a client is "feeling."

Companies trainclients how to treat employees. Some examples of this include the

language clients use when communicating and communication cadence. Are your clients

respectful and prompt? Do you expect your employees to be respectful and prompt?

5. Recruitment and Selection

Perhaps no factor is more important to organizational culture than recruiting and

selecting the right types of employees. The types of employees hired by an organization

have the largest impact on its culture - especially when a company is in high growth

mode. Are you targeting employees that value your company's vision and ideals or are

you seeking employees who will challenge the status quo and act as change agents for

your organization?

TruPath utilizes a process for hiring talent. We call it our TruProcess. The model is

designed around building relationships with our clients and getting to know candidates.

Understanding a hiring manager's needs before searching for talent is critical. Then,

getting to know a candidate's goals, motivations, and needs prior to discussing an

opportunity establishes an open and honest relationship.

Human Resource Management: Meaning, Objectives, Scope and Functions

Human Resource Management: Meaning, Objectives, Scope and Functions!

Meaning:

Before we define HRM, it seems pertinent to first define the term ‘human resources’. In common

parlance, human resources means the people. However, different management experts have

defined human resources differently. For example, Michael J. Jucius has defined human

resources as “a whole consisting of inter-related, inter-dependent and interacting physiological,

psychological, sociological and ethical components”.

According to Leon C. Megginson “From the national point of view human resources are

knowledge, skills, creative abilities, talents, and attitudes obtained in the population; whereas

from the view-point of the individual enterprise, they represent the total of the inherent abilities,

acquired knowledge and skills as exemplified in the talents and aptitude of its employees”.

Sumantra Ghosal considers human resources as human capital. He classifies human capita into

three categories-intellectual capitals, social capital and emotional capital. Intellectual capital

consists of specialized knowledge, tacit knowledge and skills, cognitive complexity, and learning

capacity.

Social capital is made up of network of relationships, sociability, and trustworthiness Emotional

capital consists of self-confidence, ambition and courage, risk-bearing ability, and resilience.

Now it is clear from above definitions that human resources refer to the qualitative and

quantitative aspects of employees working in an organisation.

Let us now define human resource management.

In simple words, HRM is a process of making the efficient and effective use of human resources

so that the set goals are achieved. Let us also consider some important definitions of HRM.

According to Flippo “Personnel management, or say, human resource management is the

planning, organising, directing and controlling of the procurement development compensation

integration, 4intenance, and separation of human resources to the end that individual,

organisational and social objectives are accomplished”.

The National Institute of Personnel Management (NIPM) of India has defined human

resource/personnel management as “that part of management which is concerned with people at

work and with their relationship within an enterprise. Its aim is to bring together and develop

into an effective organisation of the men and women who make up an enterprise and having

regard for the well-being of the individuals and of working groups, to enable them to make their

best contribution to its success”.

According to Decenzo and Robbins “HRM is concerned with the people dimension in

management. Since every organisation is made up of people, acquiring their services, developing

their skills, motivating them to higher levels of performance and ensuring that they continue to

maintain their commitment to the organisation are essential to achieving organisational

objectives. This is true, regardless of the type of organisation-government, business, education,

health, recreation, or social action”.

Thus, HRM can be defined as a process of procuring, developing and maintaining competent

human resources in the organisation so that the goals of an organisation are achieved in an

effective and efficient manner. In short, HRM is an art of managing people at work in such a

manner that they give their best to the organisation for achieving its set goals.

Objectives:

The primary objective of HRM is to ensure the availability of right people for right jobs so as the

organisational goals are achieved effectively.

This primary objective can further be divided into the following sub-objectives:

1. To help the organisation to attain its goals effectively and efficiently by providing competent

and motivated employees.

2. To utilize the available human resources effectively.

3. To increase to the fullest the employee’s job satisfaction and self-actualisation.

4. To develop and maintain the quality of work life (QWL) which makes employment in the

organisation a desirable personal and social situation.

5. To help maintain ethical policies and behaviour inside and outside the organisation.

6. To establish and maintain cordial relations between employees and management.

7. To reconcile individual/group goals with organisational goals.

HRM Objectives and Functions:

Functions:

We have already defined HRM. The definition of HRM is based on what managers do. The

functions performed by managers are common to all organizations. For the convenience of study,

the function performed by the resource management can broadly be classified into two

categories, viz.

(1) Managerial functions, and

(2) Operative functions

These are discussed in turn.

(1) Managerial Functions:

Planning:

Planning is a predetermined course of actions. It is a process of determining the organisational

goals and formulation of policies and programmes for achieving them. Thus planning is future

oriented concerned with clearly charting out the desired direction of business activities in future.

Forecasting is one of the important elements in the planning process. Other functions of

managers depend on planning function.

Organising:

Organising is a process by which the structure and allocation of jobs are determined. Thus

organising involves giving each subordinate a specific task establishing departments, delegating

authority to subordinates, establishing channels of authority and communication, coordinating

the work of subordinates, and so on.

Staffing:

TOs is a process by which managers select, train, promote and retire their subordinates This

involves deciding what type of people should be hired, recruiting prospective employees,

selecting employees, setting performance standard, compensating employees, evaluating

performance, counseling employees, training and developing employees.

Directing/Leading:

Directing is the process of activating group efforts to achieve the desired goals. It includes

activities like getting subordinates to get the job done, maintaining morale motivating

subordinates etc. for achieving the goals of the organisation.

Controlling:

It is the process of setting standards for performance, checking to see how actual performance

compares with these set standards, and taking corrective actions as needed.

(2) Operative Functions:

The operative, also called, service functions are those which are relevant to specific department.

These functions vary from department to department depending on the nature of the department

Viewed from this standpoint, the operative functions of HRM relate to ensuring right people for

right jobs at right times. These functions include procurement, development, compensation, and

maintenance functions of HRM.

A brief description of these follows:

Procurement:

It involves procuring the right kind of people in appropriate number to be placed in the

organisation. It consists of activities such as manpower planning, recruitment, selection

placement and induction or orientation of new employees.

Development:

This function involves activities meant to improve the knowledge, skills aptitudes and values of

employees so as to enable them to perform their jobs in a better manner in future. These

functions may comprise training to employees, executive training to develop managers,

organisation development to strike a better fit between organisational climate/culture and

employees.

Compensation:

Compensation function involves determination of wages and salaries matching with contribution

made by employees to organisational goals. In other words, this function ensures equitable and

fair remuneration for employees in the organisation. It consists of activities such as job

evaluation, wage and salary administration, bonus, incentives, etc.

Maintenance:

It is concerned with protecting and promoting employees while at work. For this purpose virus

benefits such as housing, medical, educational, transport facilities, etc. are provided to the

employees. Several social security measures such as provident fund, pension, gratuity, group

insurance, etc. are also arranged.

It is important to note that the managerial and operative functions of HRM are performed in

conjunction with each other in an organisation, be large or small organisations. Having discussed

the scope and functions of HRM, now it seems pertinent to delineate the HRM scenario in India.

Time Management:-

What is Time Management ?

Time Management refers to managing time effectively so that the right time is allocated

to the right activity.

Effective time management allows individuals to assign specific time slots to activities as

per their importance.

Time Management refers to making the best use of time as time is always limited.

Time Management includes:

i. Effective Planning

ii. Setting goals and objectives

iii. Setting deadlines

iv. Delegation of responsibilities

v. Prioritizing activities as per their importance

vi. Spending the right time on the right activity

Effective Planning

Plan your day well in advance. Prepare a To Do List or a “TASK PLAN”. Jot down the

important activities that need to be done in a single day against the time that should be

allocated to each activity. High Priority work should come on top followed by those

which do not need much of your importance at the moment. Complete pending tasks one

by one. Do not begin fresh work unless you have finished your previous task. Tick the

ones you have already completed. Ensure you finish the tasks within the stipulated time

frame.

Setting Goals and Objectives

Working without goals and targets in an organization would be similar to a situation

where the captain of the ship loses his way in the sea. Yes, you would be lost. Set targets

for yourself and make sure they are realistic ones and achievable.

Setting Deadlines

Set deadlines for yourself and strive hard to complete tasks ahead of the deadlines. Do

not wait for your superiors to ask you everytime. Learn to take ownership of work. One

person who can best set the deadlines is you yourself. Ask yourself how much time needs

to be devoted to a particular task and for how many days. Use a planner to mark the

important dates against the set deadlines.

Delegation of Responsibilities

Learn to say “NO” at workplace. Don’t do everything on your own. There are other

people as well. One should not accept something which he knows is difficult for him. The

roles and responsibilities must be delegated as per interest and specialization of

employees for them to finish tasks within deadlines. A person who does not have

knowledge about something needs more time than someone who knows the work well.

Prioritizing Tasks

Prioritize the tasks as per their importance and urgency. Know the difference between

important and urgent work. Identify which tasks should be done within a day, which all

should be done within a month and so on. Tasks which are most important should be

done earlier.

Spending the right time on right activity

Develop the habit of doing the right thing at the right time. Work done at the wrong time

is not of much use. Don’t waste a complete day on something which can be done in an

hour or so. Also keep some time separate for your personal calls or checking updates on

Facebook or Twitter. After all human being is not a machine.

For Effective Time Management one needs to be:

Organized - Avoid keeping stacks of file and heaps of paper at your workstation. Throw what

all you don’t need. Put important documents in folders. Keep the files in their respective drawers

with labels on top of each file. It saves time which goes on unnecessary searching.

Don’t misuse time - Do not kill time by loitering or gossiping around. Concentrate on your work

and finish assignments on time. Remember your organization is not paying you for playing

games on computer or peeping into other’s cubicles. First complete your work and then do

whatever you feel like doing. Don’t wait till the last moment.

Be Focussed - One needs to be focused for effective time management.