ppm.ob sem i
TRANSCRIPT
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Principles & Practices of
Management &Organizational Behavior
- Prof. Rutuja Jadhav
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Defining Management y Working with and through individuals, groups, and
other resources to accomplish organizational goals and
objectives
y A process of designing and maintaining anenvironment in which individuals, working together in
groups accomplish effectively organizational goals
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Definition of Managementy B y Griffin:
A set of management functions directed at the efficient
and effective utilization of resources in the pursuit of organization goals.
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Definition.contd.y B y Koontz
Management is the process of designing andmaintaining an environment in which individuals working together in groups, efficiently accomplishselected aims.
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Management..y Is based on a systematic body of knowledge-laws,
principles and concepts
y And this knowledge is universaly If a manager has this fundamental knowledge
y And knows how to apply it to a given situation
y He should be able to perform the managerial functions
efficiently and effectively
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Managementy Management Practice is regarded as an art
y But, organized knowledge about management is a
sciencey THUS MANAGEMENT IS BOTH AN ART AND A
SCIENCE
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Management ..Is also a profession
y
Separation of ownership from control
y The rules and regulations framed by the govt to protectcitizens from exploitation
y The growth of trade union movementy The desire of business leaders for social status
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The Functions of
Management
Management
Planning
activities to
achieve theorganization's
objectives
Organizing
resources theactivities toachieve theorganization¶sobjectives
Staffing
the
organizationwith qualified
people
Directing
employees¶activitiestowardachievementof objectives
Controlling
the
organization¶s
activities
to keep it
on course
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What does a manager do?y Plans
y Organizes
y Motivatesy Communicates
y Directs and co-ordinates
y Controls
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How does a manager get work done?y Allocate and co-ordinate work
y Delegate responsibility (giving details of what needs to
be done)y Communication
y Co-operation and encouraging participation
y Motivation
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Wh
at qualities does a manager need?y Judgment
y Initiative
y Integrity
y Energy
y Foresight
y Decisiveness
y Dependability
Fortune (American business journal)
y Fairness
y Ambition
y Emotional stability
y Co-operation
y Objectivity
y Human Relations skills
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Q ualities of a good manager?
A good manager = A good leader
Edward and Townsend (1958)
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Q ualities of a good manager (..contd.)y Strength and willingness to work hard
y Perseverance and determination
y
An understanding of the market place and financesy Audacity and willingness to take risks
y Ability to inspire enthusiasm and co-operation
y Toughness
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oles of Managery Interpersonal Role A. Figurehead- as a leader, Ceremonial dutiesB. Leader- Motivate & Encourage peopleC. Liaison- Cultivate contactsy Informational Role
A. Monitor- Environmental scanningB. Disseminator- Passing some of privileged informationC. Spokesman- Gives information to various people linked with
org.y Decisional Role A. Entrepreneur- Looking out for new ideasB. Disturbance Handler- fire-fighter roleC. Resource Allocator- divide work & delegate authority D. Negotiator- with suppliers, trade unions on issues like strikes
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EARLY MANAGEMENT APPROACHES
y Scientific Management
The credit of systematic study and practice of management goes to F. W. Taylor, very wellknown as FATHER OF SCIENTIFICMANAGEMENT
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Behavioral Approachy Emphasizes on People
y Practical & situational constraints for decision making
y Participative & group decision makingy Self-direction
y Self-control
y Leadership
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System Approachy It provides integrated approach to management
problems
y System is a set of interdependent parts which togetherform a unitary whole that performs some functions
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Contingency Approachy Management Principles & Concepts are not applicable
under all conditions
y
There is no one best way of doing things under allconditions
y Methods & techniques which are effective in onesituation may not work proper in other situation
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F.W Taylors Principles of Scientific
Management
1. Time & Motion Study
2. Differential Payment
3. Drastic Reorganization of Supervision4. Scientific Recruitment & Training
5. Intimate Friendly Cooperation betweenManagement & Workers
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Henry Fayols Principles of Management
1. Division of work
2. Authority &Responsibility
3. Discipline4. Unity of Command
5. Unity of Direction
6. Subordination of individual interest toGeneral Interest
7. Remuneration
8. Centralization
9. Scalar-Chain: Hierarchy of Authority
10. Order: keep things right11. Equity: Fair treatment
12. Stability of Tenure
13. Initiative: Freedom tothink out & execute plans
14. Espirit-de-corps- TeamSpirit
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PlanningPlanningy Planning : most important and difficult managerial
function.
y Planning meant looking ahead and to foresee both toassess the future and make provision for it
y
features of a good plan of action -unity, continuity,flexibility and provision
y A GOOD PLAN IS A PRECIOUS MANAGER I ALINSTRUMENT
y A GOOL PLAN ALSO HAS TO BE IMPLEMENTA BLE
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PlanningManagement functions that involves theprocess of defining goals, establishing strategies forachieving those goals and developing plans to
integrate and coordinate activities
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Importance of Planning1. Minimizes Risk & Uncertainty
2. Leads to Success
3. Focuses attention on Organizations Goals4. Facilitates Control
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Advantages of Planning
1. Better coordination
2. Increases & balances utilization of facilities
3. More efficient control of operation
4. Easier delegation
5. More economical use
6. Better decision making
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Limitations of Planning
1. Planning is limited by accuracy of information &future goals
2. Planning costs too much
3. Planning has psychological barriers
4. Planning delays action
5. Planning is overdone by planners
6. Planning forces managers
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Steps of Planning1. Being aware of opportunities
y The Market
y Competition
y Customers Needs
y Strength & Weakness
2. Establish objectives3. Developing planning premises
4. Determine alternative course of action
5. Evaluate & Select course of action
6. Develop Derivative Plans
7. Measuring & Controlling the Process
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Pl
anning Decisionsy Anticipates the future, sets goals and objectives and
identifies the actions necessary for the organization to
attain these goals and objectivesy Determining where you want to go and how and when
youre going to get there
y It involves specifying a target, a path or route to be
followed and a time schedule for achieving that target
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Determining planning
premises
Establish objectivesDevelop Strategies
Establish policies
Develop program for
accomplishments
Establish schedulesand budgets
Establish proceduresIdentify potential
problems
Develop preventive&/or contingent
action
Coordinate
throughout the
planning
How does a manager Plan?
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Types of Plans
Operational
Plans
Tactical
Plans
Strategic
Plans
Specify actions to
achieve tactical plans
(very short-term)
Designed to implement
strategic objectives
(usually one year or less)
Establish long-range
objectives
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MANAGEMENT BY OBJECTIVES
AND SELF-CONTROL
The concept is credited to Drucker and GeorgeS.Odiorne.
The MBO is the central point of discussion in his book The practice of Mangement-writes :
Management is not just a creature of the economy; it isa creator as well. And only to the extent to which itmasters the economic circumstances, and alters themby conscious, directed action, does it really change.
To manage business means, therefore, to manage by objectives.
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Why MBO?
The specialized work of the manager
The hierarchy in organizations
The existence of difference in vision inbusinesses
Such factors cause conflict and breakdown in theorganization and MBO overcomes thesedeficiencies by relating the task for eachmanager to the overall goals for the company.
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y MBO is a managerial philosophy and technique thatattempts to draw on peoples needs for achievement,competence and anatomy by allowing them to set their
objectives, goals, and performance criteria
y This concept applies to employees at any position
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ORGANIZINGORGANIZING
Means : to organize a business is to provide it with everything useful to its functioning, rawmaterials, tools, capital, personnel.
It is the process of defining & grouping theactivities of enterprise & establishing the
authority relationship among them.
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Importance of an Organization
y promotes specialization and speedy performance of tasks
y helps in avoiding duplication of work and overlappingresponsibilities among employees
y Scientific division of work
y Organisation creates a solid foundation for focusing managerialattention and actions on the accomplishment of enterpriseobjectives
y Organisation encourages creative thinking on the part of
employees
y Providing the optimum use of technological improvements
y Sound organisation increases managerial efficiency
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Organising Process
Step:1
Division
Step: 4
Flow of
information
Step: 2
Coordination
Step: 3
Control of tasks
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Within Organising we have
y Division of work
y Line and staff
y Levels of authority y Organisation charts
y Decentralisation
y Job description
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Principles of Organising
1. Objectives
2. Specialization
3. Span of Control
4. Exception
5. Scalar Principle
6. Unity of Command
7. Delegation
8. Responsibility
9. Authority
10. Efficiency 11. Simplicity
12. Flexibility
13. Balance
14. Unity of Direction
15. Personal Ability
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Types of Organizational Design
1. FunctionalOrg
2. ProductOrg.
3. Territorial Org.
4. Customer Segmentation
5. MatrixOrg.
1 F ti l O
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1. Functional Org
- Divide by Functions
CEO
Marketing HR ProductionAccounting Finance R & D
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Advantagesy Division of labour
y Encourages specialization
y Easy for understandingy Eliminates Duplication
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Disadvantagesy Narrow set of tasks
y Horizontal communication among departments
y No accountability of each functiony Department functions as a stand alone unit
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2. Product Org.
- Divide by product
UK Germany Spain France
South America
Africa AustraliaEurope
Chief ExecutiveOfficer
Product CProduct A Product B
Functions Functions Functions Functions
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Advantagesy Specific needs of customers
y Specific marketing strategies
y New technologiesy Serving multiple customers
y New geographic markets
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Disadvantagesy Complexity
y Uncertainty of companys business environment
y Diverse customersy New product lines
y Technological Advances
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3. Territorial/Geographical Org
- Divide by regions
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4. Customer Segmentation
PresidentBank
Investment
BankCommunity
Bank
Commercial
BankAgriculture
- Divide by services provided
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5. Matrix Org
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Advantagesy Reduces functional barriers
y Opens up communication among depts
yMaximize use of skilled professionals
y Dual Focus-Cost & Quality
y Motivates Employees
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Disadvantagesy Conflict among people
y Feeling of insecurity
yExcessive workload
y Dual staffing of bosses
y Unnecessary complexity
y Confusion about report to whom
y Sense of reporting to none
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5. Virtual Org.y Latest type of designy Networked design- Cyberspace
y Computer-mediated communication technology
y People use computer network to work
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Centralisation & Decentralisation
of Authorityy Centralisation: The decision making authority is
concentrated in a few hands at the top management.
y Decentralisation: The decision making authority isdelegated to middle & lower level management wherethe work is to be performed.
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Centralization & Decentralization
of Authority
In the words of Fayol,
´ Everything that goes to increase the importance of the
subordinate·s role is Decentralisation & Everything that
goes to reduce it is Centralization.µ
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Advantages of Centralization1. CEOs are provided with power & prestige
2. Uniformity of policies, practices, & decisions
3. Duplication of functions is minimized4. Elaborate & extensive controlling procedures &
practices are not required
5. A strong coordinated top Mgt Team is developed
6. Highly qualified specialists can be utilised
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Advantages of Decentralization1. It stresses delegation of decision making & lightens
the load of top managers
2.Intimate personal ties & relationships are promoted,resulting in greater employee enthusiasm &
coordination
3. Reduces problem of communication
4. Quicker & Better Decision Making5. Ensures Development of more competitive managers
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What is Leadership?Leadership is the ability to influence, motivate,
and enable others to contribute toward the
effectiveness of the organizations of which they
are members
CP/Nina Long
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Leadershipy Ability to direct a group towards the attainment of
goals
y Influence
y Voluntary
y What makes a great leader?
y Leader emergence vs leader effectiveness
y Leadership vs management
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Distinctions Between Managers
and LeadersLeaders
y Innovate
y Develop
y Inspire
y Take the long-term view
y Ask what and why
y Originatey Challenge the status
quo.
Managers
Administer
Maintain Control Have a short-term view
Ask how and when
Imitate
Accept the status quo
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Charismatic Leadershipy Identification by Followers
y Create a Vision
y
Tries to Establish Culturey Confident and Energetic Leadership
y Effective Impression Management
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Charismatic Leader Behaviors
1. Innovative visioning
2. Unconventional Behavior
3. Impression Management4. Self-sacrifice and Personal Risk
5. Role model exemplary behavior
6. Show confidence in followers
7. Enhance team identity 8. Share power for key decisions
9. scan and analyze environment
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Problems with Charismatic Leadersy Reduced input by subordinates
y Delusions of Infallibility
y Difficulty in Understanding Other Perspectives
y Transitory Effects
y Lack of Successors
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Leadership Styles
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Leadership Styley Autocratic/ Authoritarian Style:
y Leader makes decisions without reference to anyone else
y
High degree of dependency on the leadery Can create de-motivation and alienation of staff
y May be valuable in some types of business wheredecisions need to be made quickly and decisively
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Leadership Styley Democratic Style:
y Encourages decision makingfrom different perspectives leadership may beemphasised throughout the organisationy Consultative: process of consultation before decisions
are taken
y Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct
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Leadership Styley Democratic Style:
y May help motivation and involvement
y
Workers feel ownership of the firm and its ideasy Improves the sharing of ideas
and experiences within the business
y Can delay decision making
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Leadership StyleyLaissez-Faire/ Free-Rein Style:
y Let it be the leadership responsibilitiesare shared by all
y Can be very useful in businesses where creative ideas are important
y Can be highly motivational,as people have control over their working life
y Can make coordination and decision makingtime-consuming and lacking in overall direction
y Relies on good team work
y Relies on good interpersonal relations
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Leadership Styley Paternalistic Style:
Leader acts as a father figure
Paternalistic leader makes decision but may consultBelieves in the need to support staff
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Staffing
Staffing is defined as filling and keeping filled positions inthe organisation structure through :
1.Identifying work force requirements
2.R ecruiting, selecting, placing3.Induction and Orientation
4.Training/developing
5.Promoting,appraising,planning the
careers, compensating6.To accomplish their tasks efficientlyand effectively.
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Decision-making
y Set boundaries and limitations
y Define objectives
y
Recognise limitationsy Varies from company to company
Decision Making is about deciding what action to take, itusually involves choice between options. A leader whoaspires to excellence obviously has a vested interest thatthe best decisions are taken.
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THE ART OF EFFECTIVE
DECISION MAKING
In decision making there is a classic five-step approachthat you should find extremely helpful. That does not mean
you should follow it blindly in all situations. It is a fairly natural sequence of thought, however, and so even withoutthe formal framework you would tend to follow this mentalpath. The advantage of making it conscious is that it iseasier to be swiftly aware when a step is missing or moreprobably has been performed without understanding orintention.
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THE CLASSIC FI VE STEPS APPR O ACHTHE CLASSIC FI VE STEPS APPR O ACHTO DECISION MAKINGTO DECISION MAKING
Step 1 Define the objective
Step 2 Collect relevant Information
Step 3 General feasible options
Step 4 Making the decision
Step 5 Implement and Evaluation
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DEFINE THE OB JECTI VE
Do you know what you are trying to achieve ? You do need to be clear or as clear as possible about where you want to get to. Otherwise the whole process of decision making is obscured in a cloud. As theproverbsays,
If you do not know what part you are heading for, any wind is the right wind.
COLLECT RELEVANT INFORMATIONThe next skill is concerned with collecting and sifting relevant
information. Some of it will be immediately apparent, but other datamay be missing. It is a good principle not to make decisions in theabsence of critically important information that is not immediately tohand, provided that a planned delay is acceptable. Remember the
distinction between available and relevant information. Some thinkersdo not, however, look at the information at their disposal and askthemselves, Is this relevant ? Instead they wonder, How can I use it ?They are confusing two kinds of information.
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Contd..COLLECT RELEVENT INFORMATION
Life would be much simpler if you could just use the
information at your disposal, rather than that which you reallyneed to make the decision ! So often quantities of data areadvanced there are acres of it on the internet that merely
add bulk to, say, a management report without giving itsrecommendations any additional weight.
GENERAL FEASIBLE OPTIONSNotice the word options rather than alternatives. An alternative is literally
one of two courses open. Decision makers who lack skill tend to jump far too
quickly to the either or alternatives. They do not give enough time an mentalenergy to generating at least three or four possibilities. As a Major in the saysto his men, You can be sure that if the enemy has only two courses of actionopen to him, he will choose the third.
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MAKE THE DECISION
The critical preliminary activity here is to establish theselection criteria. It is worth dividing them into differentlevels of priority.
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Contd««..MAKE THE DECISION
Unless an option meets the MUST requirements you should discard it.
But after the essentials have been satisfied, the list of desirables ² highly
desirable SHOULDs or pleasant addition MIGHTs ² comes into play.
Choosing a car is a relatively simple case, because there is a finite number
of models to choose from and a relatively simple list of criteria. In order
to help you choose in more complex cases, remember that you can make a
decision by :
Listing the advantages and disadvantages,
Examining the consequences of each course,
Testing the proposed course against the yardstick of your aim or objective,
Weighting the risks against the expected gains.
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IMPLEMENT AND EVALUATE
Decision comes from a Latin verb meaning ¶to cut off ·. It is relatedto such cutting words as ¶scissors· and ¶incision·. What is ¶cut off · when you
make a decision is the preliminary activity of thinking, especially the
business of weighing up the pros and cons of the various courses of
action. You now move into the action phases.
The decision should be seen as part of the overall process. You may
hardly notice the actual point of decision, just as passengers on a ship may
be asleep when their ship crosses the equator line. The ¶cut off · point, be it
conscious or unconscious, is when thinking ends ² your mind is made up ²
and you move into the action or implementation phase. But you are still
evaluating the decision, and up to the Point of No Return (PNR), you can
always turn back if the early signs dictate.
Not to decide is to decide
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MODELS OF DECISION MAKING
1. Economic Man Model
2. Administrative Man Model
3. Social Man Model
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C ontroll ing Defined y The process of monitoring activities to ensure they are
being accomplished as planned and of correcting any significant deviations
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Controlling
y Controlling is the measurement and correction of performance in order to make sure that enterprise
objectives and the plans devised to attain them areaccomplished.
y Planning and Controlling are closely related.
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Controlling Process
1. Establish Performance standards
2. Monitor actual performance
3. Measure performance4. Correct deviations from
standards
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C
ontrollingT
echniques1. Budget
2. Statistical Data
3. Reports and Analysis4. Time Budgeting
5. Program Procedural
Planning & Control.
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C ontroll ing Decisions
y Evaluates the performance of an organization and itsunits to see whether the organization is progressing inthe desired direction, and taking corrective action
when and where necessary
y Making sure what you want to happen does indeedhappen!
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C ontroll ing Decisions (..contd.)y THE QUALITY AND QUANITY OF CONTR OLLING
DECISIONS DEPENDS A GREAT DEAL ON THEQUALITY OF PREV IOUSLY MADE PLANNING,ORGANIZING AND DIRECTING DECISIONS
y The better the planning, organizing and directing, thebetter will be controlling!
The Well Balanced
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The Well BalancedOrganisation
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I
n conclusionall else fails th
en..
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Organizational BehaviorOrganizational Behavior
--Prof.Prof. RutujaRutuja JadhavJadhav
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Organizational BehaviorOrganizational Behavior
y Study of Human Behavior
y Study is about behavior in org.
y Knowledge of Human Behavior would be useful inimproving an orgs effectiveness
DefinitionsDefinitions
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DefinitionsDefinitionsy OB refers to behavior of individuals & groups within
org. & interaction between organizational members &their external environment.
y OB is the field of study & application of knowledgeabout how people as individuals or groups act within
the org.y OB is a complex & exciting field of knowledge, in the
management of people at the organizational setup.
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Features of OBFeatures of OB
y OB is the study of human behaviour
y The study is about the behaviour in organisations
y Knowledge about human behaviour would be useful inimproving an organisations effectiveness
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Importance of O.BImportance of O.By Provides road map to our lives in org.
y Tool for human benefit
y Technique to improve human productivity in org.
y Vital for managerial work
y
Describes complex human behaviory Helps to understand organizational events
y Helps to maintain cordial industrial relations
Models of OBModels of OB
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Models of OBModels of OB
1. Autocratic Model:-
y In this model disobedient employee will be penalised.
y Model depends upon power .
yManagement does the thinking process and employeesobey the orders.
y Employees feeling of insecurity, frustrations andaggressions towards authorities are the outcome of autocratic model
y R elationship among community members get disturbed.
y As a result increase in Welfare facilities.
2 The Custodial Model:-
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2. The Custodial Model:
y This model leads towards employee¶s dependency on the
organisation, rather than on the boss. y Employees depend on organisations for their security and
welfare.
y Managerial orientation is towards money to pay wagesand benefits.
y Model leads to security and satisfaction of workers
y Happy employee is not necessarily the most productiveemployee.
3 The supportive model:-
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3. The supportive model:-
y This model does not depend on power or money, butdepends on leadership.
y In this approach it is assumed that workers are not passiveand resistant to organisational needs
y Through effective leadership managements approach is tosupport the employee¶s job performance.
y This model leads to employees feeling of participation andtask involvement in the org.
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4. Collegial Model:-
y This model depends on managements building a
feeling of partnership with employees.y Managerial orientation is towards teamwork, sense of
responsibility.
y Outcome of the collegial approach is cultivation of
self-discipline among employees.
A t ti C t di l S ti C ll i l
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Autocratic Custodial Supportive Collegial
Basis of Model
Power EconomicResources
Leadership Partnership
Managerial
orientation
Authority Money Support Teamwork
E¶ee
Orientation
Obedience Security
and
Benefits
Job
Performance
Responsible
Behaviour
E¶eepsychologic
al Results
Dependenceon boss
Dependence on
organisati
on
Participation Self-discipline
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Autocratic Custodial
Supportive Collegial
E¶ee needs
meet
Subsistence Security Status &
Recognition
Self
Actualisation
Performance
Results
Minimum Passive
Cooper
ation
Awakened
Drives
Moderate
enthusiasm
yySOBC MODELSOBC MODEL
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S- Stimulus
O- Organism
B- BehaviorC- Consequence
yySOBC MODELSOBC MODEL
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MotivationMotivation
CHAPTER 2CHAPTER 2
Motivation
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Motivationy The process that account for an individual¶s intensity,
Direction and persistence of effort toward attaining agoal
y Desire to succeed
y Motivation is a set of forces that cause people to behavein a certain way.
y Performance = ability X motivation
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Importance of Motivationy Better performance ± Increased Productivity
y Quality output
y Increase in efficiency
y Increase in Job Satisfaction
y R eduction inA bsenteeism
y R eduction in Labour Turnover
y Healthy relations between employee and employer
y Increase in Loyalty
T f M ti
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Types of Motives
y Primary Motives:- which are unlearned
Physiological, Biological
Eg:- Hunger, thirst, sleep, avoidance of pain.
y Secondary motives:- which are learned
Eg:- Need for achievement, Power, Affiliation, Security,
Status
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Motivatorsy Financial
Wages
B
onusProfit sharing
Leave with pay
Reimbursements
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Motivators-Non financialy Appraisal
y Recognition
y
Statusy Competition
y Authority
y Participation
y Job security
y Job enlargement
y Job enrichment
y Job rotation
y Moral support
y Quality of work life
y Flexi time
y Job sharing
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Maslows Theory of Needsy Hierarchy of needs
Physiological
Esteem
Self-
actualization
Social (Love)
Safety & Security
Air, Food, Drink,Shelter, Basic Needs
Protection, Security, OrdLaw, Stability
Family, Affection, Relationship, Work Groups
Achievements, Status,Responsibilities, Reputation
Personal Growth & Fulfillment
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Food, Clothing, Shelter, Self-support
Physiological Needs
Equitable compensation, Good working
conditions, Efficient flow of work
Security, Favoritism, Due Process
Safety Needs
Pensions, seniority, Insurance plans,
Grievance procedure
Friendship, Group membership,
Interaction with others
Social needs
Group cohesiveness, Teamwork,
Opportunity to interact with others.
Self-respect, responsibility,
Importance.
Esteem Needs
Participating in important
decisions, High status, R ecognition.
Full use of abilities
Independence
Total self-direction
Self-actualization needs
A ble to be creative
Performing work that is
preferred
Merits
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y Theory provides various factors for motivation
y Theory focuses on both the interpersonal andintrapersonal variations in human behaviour
y Theory provides base to the managers for motivation
y
Theory can be applicable to all class of workers
Limitations
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y Needs are not measurable
y Difficult to follow of hierarchy
y Individual differences
y Availability of time to diagnose each level need
b ' h f
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Hertzberg's theory of motivationy
Motivation hygiene theory/Dual Factor Theory y Frederick Hertzberg carried out survey of 200
accountants and engineers
y When did you feel particularly good about your job?
y
When did you feel exceptionally bad about your job?y It was found that factors which made respondents feel
good were totally different from those which madethem feel bad
H b ' T F Th
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Hertzberg's Two Factor Theory
Hygiene factors (Extrinsic)
Policy & Admin
Supervision
Salary
Interpersonalrelationship
Working condition
Motivators (Intrinsic)
Recognition
Achievement
Work it self
Responsibility
Advancement
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y Intrinsic Factors/Motivators Job Satisfaction
1. Achievement
2. Recognition of achievement
3. Work itself
4. Responsibility 5. Advancement
6. Growth
y Extrinsic Factors/Hygiene Factors :- Job
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Extrinsic Factors/Hygiene Factors : JobDissatisfaction
1. Company policy & Administration
2. Supervision
3. Interpersonal Relations
4. Working Conditions5. Salary
6. Status
7. Security
Mc Gregor's Theory X And Theory Y
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g y y
Assumptions for theory X
1. Employees inherently dislike work and whenever possible will attempt to avoid it
2. Since employee dislike work they must be coerced,controlled or threatened with punishment to achieve
goals3. E¶ee will avoid responsibilities and seek formal directionwhenever possible
4. More workers place security above all other factorsassociated with work and will display little ambition.
Assumptions as per theory Y
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Assumptions as per theory Y
y E¶ee can view work as being as natural as rest to play.
y People will exercise self-direction and self-control it
they are committed to the objectives
y The average person can learn to accept, even seek
responsibility
y The ability to make innovative decisions is widely
dispread throughout the population and is not
necessarily the sole province of those in mgmt positions
Evaluation
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y As per theory x human beings are basically negative
y As per theory Y human beings are basically positive
y Identification of individual characteristics
y For motivation:- Participative Decision making,
Responsible and Challenging Jobs, Good GroupRelations will motivate the employees.
Vrooms Expectancy Theory
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Vroom s Expectancy Theory
y VroomsE-to-P
Expectancy P-to-O
Expectancy
Outcomes& Valences
Outcome 1Outcome 1+ or+ or --
EffortEffort PerformancePerformance
Outcome 3Outcome 3+ or+ or --
Outcome 2Outcome 2+ or+ or --
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VroomsyEfforts Individual performance
Organizational rewards
Personal goals
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Expectancy theory in practicey Increasing the E-to-P expectancy
y training, selection, resources, clarify roles, providecoaching and feedback
y Increasing the P-to-O expectancy y Measure performance accurately, explain how rewards
are based on past performance
y Increasing outcome valencesy Use valued rewards, individualize rewards, minimize
countervailing outcomes
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GroupsGroupsy Collection of individuals who have mutually
dependent relationship.
y A collection of two or more interesting individuals with a stable pattern of relationships between them, who share common goals & who perceive themselvesas being group.
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CharacteristicsCharacteristics
InteractionInteractionamong membersamong members
People seePeople see
themselvesthemselvesas a memberas a member
SharedShared
GoalsGoals
Two orTwo ormoremore
peoplepeople
Group CharacteristicsGroup Characteristics
Types of GroupsTypes of Groups
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yp pyp p
Change of Change of
MembershipMembership
Stages of Group Development
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Awareness, Commitment, Acceptance
Conflict, Clarification,Belonging
Cooperation,Development, support
Productivity, Achievement,Pride
Separation, Recognizing,
Satisfaction
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Why People Join Groups??y Interaction & Influence
y Security
y
Esteemy Affiliation
y Power
y Identity
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Group Dynamicsy Group dynamics is the study of groups, and also a
general term for group processes.
y Relevant to the fields of psychology, sociology, andcommunication studies, a group is two or moreindividuals who are connected to each other by socialrelationships
h
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Group Cohesivenessy It is the degree to which members of group are
attached to & motivated to remain part of group
y Group Cohesiveness can be affected by:
1. Interaction2. Threat
3. Co-operation
4. Shared Goals
5. Attitudes & Values6. Size of Group
Advantages Di d
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y Increased morale
y Higher productivity
y Better Communication
y Similarity
y Influence
y Group Think-people loosesight of group goals
y Lower productivity- whenperformance norms arelow
Advantages Disadvantages
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Team Building
Meaning of Team
Team is a small no. of people who are committedto a common purpose, common performance goals, &
an approach for which they hold themselves mutually accountable.
Characteristics of Teams
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Characteristics of Teams
yEmpowered to share management & leadershipfunctions
y Plan, control & improve their own work processes
y Set their own goals & inspect their own work
y Create their own schedules & reviews performancey Prepares own budgets & coordinates with other
departments
Groups vs Teams
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Groups vs. TeamsGR OUPS
y Performance based on individualmembers
y Individual performance isconsidered while rewarding
y Share common goal
y Groups are required to beresponsive to demand frommanagement
y Influenced by Management
TEAMSy Performance depends on both
individual & team members
y All team members represents their joint contribution
y Share common commitment topurpose
y Freedom & f lexibility to do job without interference
y Self Managing & autonomous
Importance of Team-Building
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Importance of Team-Building
y Enhances performance
y Employee Benefits
y Reduced Costs
yImproved Processes-Coordination among members
y Contributes to global competitiveness to org.
y Increased Innovation
y Creativity & Flexibility
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Types of TeamsTypes of TeamsTEAMS
WOR K TEAMS
PROBLEMSOLVING
TEAMS
MANA GEMENTTEAMS
VIRTU ALTEAMS
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Effectiveness of TeamIt depends ony Cooperation
y Trust
y Communication
y Support
y Respect
y Fairness
y Predictability
y Competencey Leadership In Teams
y Training
y Rewards
Ways for Effective Teamwork
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Ways for Effective Teamworky
Make team highly focusedy Handle conflicts
y Actively participate & encourage others
y Keep sensitive issues private
y Communicate openly & positively
y Monitor what is going on within team
y Work with underperformers to keep them in flow
y Energize team when motivation is lowy Be supportive of your team members
Conflict Management
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Conflict Management WHAT IS A CONFLICT?
It is disagreement
Opposition arising from disagreements due toinconsistent objectives, thoughts, or emotions withinor among individuals, teams, departments ororganizations.
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Effective Negotiation1. Understand and predict the strategy of the opposingparty
2. Create a climate of trust
3. Start with the positive approach. yield to minordifference.
4. Address issues .Not the individual.
5.B
e a good listener.
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Modern viewy Human relationist recognized the inevitability of
conflict and advised managers to live with it.(1970)
y OB specialists realized conflict had both positive &
negative outcomes, depending on its nature&intensity.
Functional v ersus Dy sf unctional
Conflict
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Conf lict
Functional Conflict
Conflict that supports the goals of the groupand improves its performance.
D ysfunctional Conflict
Conflict that affects group
performance.(Negative)
(Positive)
Levels & Sources of ConflictLevels & Sources of ConflictIntergroup Conflict
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Intergroup Conflict
Changes within each
group
Task Interdependence
Task Ambiguity
Goal incompatibility
Limited resources
Reward system
Changesbetweengroup
Intra-Group Conflict
Disputes among group members
Interpersonal Conflict
Conflict between two individuals
Intra-Personal Conflict
Conflict from frustration,Goal Conflict, Role Conflict
OrganizationalConflict
Within groups,
depts, sections
Between two
people in org
Among some/
all groupmembers
Within Individual
PsychologicalD ynamics of
Individuals Mind
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Process of C
onflict
LatentConflict
PerceivedConflict
FeltConflic
t
ManifestConflict
FunctionalConflict
D ysfunctionalConflict
Conflict Management StylesConflict Management Styles
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Uncooperative
Forcing
Avoidance
Collaboration
Smoothing
Person¶s desire to satisfy own concerns
Compromise
Cooperative
Assertive
Unassertive
P e r s o n ¶ s d e s i r e
t o s
a t i s f y
c o n c e r n s o
f o t h e r s
AVOIDANCE STYLE (Withdrawing)
I d ¶t h h ti
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I don¶t have enough time
I don¶t have enough facts
Perhaps the best way is to proceed as you think
best
Criticism:The conflict is not solved
Example situations where avoidance style is appropriate
Minor issues
Inadequate facts and power
Others can more effectively resolve the conflict
SMOOTHING STYLE
(Self-Sacrificing Style)
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(Self Sacrificing Style)If it makes others happy, I wont challenge their views
I don¶t want to hurt the feelings of others
We should not risk our friendship, so let¶s not worry too much
about the problem, things will work out
Criticism: It encourages individuals to cover-up or gloss over
their feelings
Example situations where smoothing style is appropriate
Emotional conflicts
Talented employees
FORCING STYLE (Fighting)
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If you don¶t like the way things are run get out
If you cant learn to cooperate, I am sure others who will, can be hired
Criticism:The subordinates¶ interests are ignored. The conflict is not analyzed
Example situations where forcing style is suitable
Inadequate time
Stopping people from taking advantage of him/her
COMPR OMISE STYLE
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I let other people win something, if they let me win something
I try to find out a position between theirs and mine
Criticism: people may encourage compromise on stated issues rather than on real
issues
Example situations where compromise style is acceptable
It is not possible to achieve a win-win agreement
When conflicts block important agreements
COLLABOR ATIVE STYLE
(Mutual Problem Solving)
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I try to get all view points & issues out in the open
Best alternatives must be arrived through analyzing
Criticism: It is not suitable when win-win situation is not possible
Example situations where this style is appropriate
The parties disagree over the best means to achieve the common goals
When there is a need for high-quality decisions
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Effective Negotiation1. Understand and predict the strategy of the opposingparty
2. Create a climate of trust
3. Start with the positive approach. yield to minordifference.
4. Address issues .Not the individual.
5. Be a good listener.
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WHAT IS STRESS
S i i f h di b ¶ h l h
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y Stress is any interference that disturbs a person¶s healthy
mental and physical well-being.It occurs when body isrequired to perform beyond its normal range of capabilities.
y Stress is your mind and body¶s response or reaction to a real
or imagined threat, event or change
STRESS IS THE PRESSURE PEOPLESTRESS IS THE PRESSURE PEOPLE
FEEL IN LIFEFEEL IN LIFE
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Types of Stress
y Positive Stress
y Negative Stress
Positive Stress
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Positive Stress
Positive stress occurs when your level of
stress is high enough to motivate you to
move into action to get thingsaccomplished.
DISTRESS/ Negative Stress
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Distress or negative stress occurs when your level of
stress is either too high or too low and your body
and/or mind begin to respond negatively to the
stressors.
Emotional Signs of Stress
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g
RejectionRejection
FearFear
DepressionDepression
SorrowSorrow
AngerAnger
WorryWorry
UncertaintyUncertainty
HopelessnessHopelessness
HelplessnessHelplessness
Feeling lostFeeling lost
Wishing to hideWishing to hide
AnxietyAnxiety
PanicPanic
InappropriateInappropriateEmotionsEmotions
Cognitive Signs &
Symptoms
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Symptoms
Difficulty in Making Decisions
Conf usion
Difficulty in Naming Familiar Items
Poor Concentration
Blaming Others
Memory Problems
Replaying Events Over & Over
Behavioral Signs of Stress
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Behavioral Signs of Stress
Withdrawal
Suspiciousness
ExcessiveHumor or Silence
Increased Smoking, Alcohol or Food
Change inActivity Level
Angry Outbursts
Crying Spells
CAUSES OF STRESSS
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y POOR WORKING CONDITIONS
y SUSTAINED CONFLICTS
y INTENTIONAL HARR ASSMENT
y DISTR UBING EVENTS
y FAMILY ISSUES
JOB Related CAUASES OF STRESSJOB Related CAUASES OF STRESS
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1. NEW WORK PROCEDURES
2. WORK OVERLOAD3. TIME DEADLINES
4. POOR QUALITY OF SUPERVISION
5. INSECURE CLIMATE
6. ROLE AMBIGUITY/ ROLE CONFLICT7. JOB NOT WELL DEFINED
8. INADEQUATE AUTHORITY
9. DIFFERENCE IN VALUES
10. ROTATING SHIFTS11. RELATIONSHIPS AT WORK
Relaxation TechniquesRelaxation Techniques
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Abdominal Breathing Abdominal Breathing Active Progressive Muscle Relaxation Active Progressive Muscle Relaxation
VisualizationVisualization
Self Self--Analysis Analysis
Meditation Meditation
Music Music
Stretching Stretching
Exercise Exercise
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Individual Be
havior:
y Biographical Characteristics
y
Abilities
y Personality
y Emotional Intelligence
Biographical Characteristics
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y These variables are more manageable when it comes to
finding and analyzing variables that have an impact onturnover, satisfaction, etc.
y Age- older workers are less likely to resign
y G
ender - women have higher rates of absencey Marital Status Married employees have fewer
absences, less turnover, & more satisfied.
y Tenure- negatively related to turnover, positively
related to satisfaction
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Who Cares what value do biographical characteristics have
for managers and organizations?
y It can help in making choicesamong job applicants.
Abilities
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y Intellectual Abilitiesy That required to do mental activities.
y *Found to be strong predictors of future jobperformance.
y Physical Abilitiesy That required to do tasks demanding stamina,
dexterity, strength, and similar characteristics.
Ability-Job Fit
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y The Ability - Job Fity Employee performance is enhanced when there is a
high ability - job fit.
y We need to keep this in mind from an HR
perspective as well as an individual trying to make a job decision.
y What predictions can we make if the fit is poor?y If employees lack the required abilities?
y If employees abilities far exceed the requirements of the job?
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Personalityy What is Personality?
y The sum total of ways in which an individual reacts toand interacts with others
y Measurable traits that a person exhibits.y An enduring combination of motives, emotions, values,
interests, attitudes and competencies.
Determinants of Personality
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y
Heredity/ Physiological Determinantsy physical differences, IQ, potential, temperament
y Environment
y culture, norms of family, friends & social groups,other influences
y Situationy in class vs. at a party y on-the-field/court vs. off-the-field/court
Personality Traits
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y Myers-Briggs Type Indicator
y Extraverted/Introverted
y Sensing/Intuitive
y Thinking/Feeling
y Judging/Perceivingy Big 5 Model
y Extraversion
y Agreeableness
y Conscientiousness
y Emotional stability
y Openness to Experience
Type As & Type Bs
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y Type A Personality y Always moving, walking, and eating rapidly.
y Feel impatient with the rate at which most events take place.
y Strive to think or do two or more things at once.
y Cannot cope with leisure time.
y
Are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire.
y Type B Personality y Never suffer from a sense of time urgency with its accompanying
impatience.
y Feel no need to display or discuss either their achievements or
accomplishments unless such exposure is demanded by the situation.y Play for fun & relaxation, instead of exhibit their superiority at any cost.
y Can relax without guilt.
Why is it important that we understand
personality & individual differences?
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personality & individual differences?
y To help you learn more about the dimensions of your own personality.
y To understand why individuals think, feel, and actdifferently.
y To help managers create a good fit betweenpeople and jobs.y B y selecting people with the right attributes
y B y redesigning jobs to fit individuals strengths
y To help organizations create a good person-organization fit
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Wh
at is Personality?s People differ from
each other in
meaningful ways
s People seem to showsome consistency inbehavior
Personality is defined as distinctive and relativelyenduring ways of thinking, feeling, and acting
Personality
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y Personality refers to a persons unique andrelatively stable pattern of thoughts, feelings,and actions
y Personality is an interaction between biology and environment
y Genetic studies suggest heritability of personality
y Other studies suggest learned components of personality
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F Th i f P lit
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Four Theories of Personality
1. Trait
2. Psychoanalytic
3. Humanistic
4. Socio-Cognitive
The First Trait Theor
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The First Trait Theory
y Two Factor TraitTheory of Personality
UNSTABLE
STABLE
cholericmelancholic
phlegmatic sanguine
INTROVERTED EXTRAVERTED
Moody
Anxious
Rigid
Sober
Pessimistic
Reserved
Unsociable
Quiet
Sociable
Outgoing
Talkative
Responsive
Easygoing
LivelyCarefree
Leadership
Passive
Careful
Thoughtful
Peaceful
Controlled
Reliable
Even-tempered
Calm
Touchy
Restless
Aggressive
Excitable
Changeable
ImpulsiveOptimistic
Active
Personality Traitsy Traits are relatively stable and consistent personal
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y Traits are relatively stable and consistent personal
characteristicsy Trait personality theories suggest that a person can
be described on the basis of some number of personality traits
y Allport identified some 4,500 traits
y Cattel used factor analysis to identify 30-35 basic traits
y Eysenck argued there are 3 distinct traits in personality y Extraversion/introversion
y Neuroticism
y Psychotocism
Allport
Overview of the Big 5
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Evaluating Trait Theoryy Trait theory especially the Big 5 model is able to
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y Trait theory, especially the Big 5 model, is able to
describe personality y Cross-cultural human studies find good agreement for
the Big 5 model in many cultures
y Appear to be highly correlated not only in adulthood, but
also in childhood and even late preschoolersy Three dimensions (extraversion, neuroticism and
agreeableness) have cross-species generality
y Problems with trait theory include:
y Lack of explanation as to WHY traits developy Issue of explaining transient versus long-lasting traits
Psychoanalytic Theoryy Psychoanalytic theory, as devised by Freud, attempts to
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y y y, y , p
explain personality on the basis of unconscious mentalforces
y Levels of consciousness: We are unaware of some aspectsof our mental states
y
Freud argued that personality is made up of multiplestructures, some of which are unconscious
y Freud argued that as we have impulses that cause usanxiety; our personality develops defense mechanisms toprotect against anxiety
TheThe JohariJohari WindowWindow
The Johari Window is a model that can be used to improve understanding
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The Johari Window is a model that can be used to improve understandingbetween individuals within a team or in a group setting. Based on disclosure,
self-disclosure and feedback, the Johari Window can also be used to improve agroup's relationship with other groups.
Developed by Joseph Luft and Harry Ingham (the word "Johari" comes fromJoseph Luft and Harry Ingham), there are two key ideas behind the tool:
1.That individuals can build trust with others by disclosing information aboutthemselves.
2.That they can learn about themselves and come to terms with personalissues with the help of feedback from others.
By explaining the idea of the Johari Window to your team, you can help team
members understand the value of self-disclosure, and gently encouragepeople to give and accept feedback. Done sensitively, this can help people
build more-trusting relationships with one another, solve issues and workmore effectively as a team.
Johari window model is a behavior model which is based on Four-Squaregrid representing four different areas of people interaction.
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Explaining the Johari Window:The Johari Window model consists of a foursquare grid (think of taking a piece of paper and
di iding it into fo r parts b dra ing one line do n the middle of the paper from top to bottom
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dividing it into four parts by drawing one line down the middle of the paper from top to bottom,
and another line through the middle of the paper from side-to-side). T
Using the Johari model, each person is represented by their own four-quadrant, or four-pane,
window. Each of these contains and represents personal information ± feelings, motivation, etc.
± about the person, and shows whether the information is known or not known by themselves or
other people.
The four quadrants are:
Quadrant 1: Open Area
What is known by the person about him/herself and is also known by others.Quadrant 2: Blind Area, or "Blind Spot"
What is unknown by the person about him/herself but which others know. This can be simple
information, or can involve deep issues (for example, feelings of inadequacy, incompetence,
unworthiness, rejection) which are difficult for individuals to face directly, and yet can be seen by
others.
Quadrant 3: Hidden or Avoided Area
What the person knows about him/herself that others do not.Quadrant 4: Unknown Area
What is unknown by the person about him/herself and is also unknown by others.
The process of enlarging the open quadrant vertically is called self-disclosure, a give and take
process between the person and the people he/she interacts with.
As information is shared, the boundary with the hidden quadrant moves downwards. And as
other people reciprocate, trust tends to build between them.
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TransactionalAnalysis (T.A)
TA: INTR ODUCTION
Every Man¶s Psychology, People Technology
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Scientific Basis, 3R
Explains individual differences and behaviour
Model for studying interpersonal relationships
Framework for Analysing Communication
problems
Helps in dealing with a variety of people
A framework for change
Addressing Human
R ights Issue «
T.A Assumptions:
It is possible to analyse behaviour in a systematic
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way;
The past influences present behaviour;
We can always change;
The quality of interpersonal relationships influencesthe quality of
organizational and cultural life;
We are ultimately responsible for our own feelingsand behaviour .
Three philosophical concepts of T.A.
Respect for the dignity of all human beings
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R espect for the dignity of all human beings
and empathic acceptance of them as people.
People at all ages and stages of development
are capable of learning to take responsibilityfor their decisions and actions
Educational difficulties can be addressed
effectively with co-operative goodwill and acoherent theoretical framework .
EGO STATES
Critical ParentParent
makes rules and sets limits
disciplines, judges and
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Nurturing Parent
Parent
(Recording of earlyexperiences unique
to a person)
disciplines, judges and
criticizes
advises and guides/protects
& nurtures
concerned with data and facts
considers options and estimatesprobabilities
makes unemotional decisions
plans and makes things happen
Free (Natural) Child
Adapted Child
Rebellious Child
Child f un-loving and energetic creative
and spontaneous
Compliant and polite
Rebellious and manipulative
(Recording of internal
events in response to
external events)
Adult
(Reality testing rational
behaviour, problem
solving)
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CHANGE CHANGE
MANAGEMENTMANAGEMENT
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What is a Change?
Something different from what is existing
Why is change management so
hard?
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hard? R ace to ov ercome the Market
Globalization
Technolog y Complexity
What are the business benefits of
change management?
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g g Change management helps to low er risks associated w ith
change
Strategic benefits
Increased internal teamwork and external end-user satisf action
Barriers To Changeself interest
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self interest
Misunderstanding
Low tolerance of change
Disagreement over the need for change
Organizational barriers to change
Individual barriers to change
Inappropriate change management
Ways to Manage Change Effectively
´B Al F Th Fi Si Of CHANGEµ
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y ´Be Alert For The First Signs Of CHANGEµ
y ´Accept CHANGE As A Fact Of Life.µ
y ´Always Look At The Opportunity That ChangeRepresentsµ
y ´Surround Yourself With People Who Are Open To
CHANGE µ
y ´Keep Renewing Yourselfµ I.e. ´Manage Learningµ
y ´Get healthy then stay healthy.Eliminate the tolerations in your life.µ
y ´Manage The Process.µ
y ´Manage Uncertainty.µ
y ´ Play To Win.µ
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EVERYONE THINKS OF CHANGING THEEVERYONE THINKS OF CHANGING THE
WORLD, BUT NO ONE THINKS OFWORLD, BUT NO ONE THINKS OF
CHANGINGCHANGING HIMSELFHIMSELF----LEO TOLSTOYLEO TOLSTOY
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All The Best«..