organization behaviour-notes
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ORGANIZATION BEHAVIOUR: STEPHEN ROBINS notesTRANSCRIPT
ORGANIZATION BEHAVIOUR: STEPHEN ROBINS
LESSON 1
CHARACTERISTICS OF THE TERM ORGANIZATION:
SOCIAL UNIT
OPERATES WITHIN A FRAMEWORK
FUNCTIONS TO ACHIEVE ITS GOALS
CHARACTERISTICS OF THE TERM MANAGER:
ACCOMPLISHES OF ORGANIZATION GOALS THROUGH OPTIMUM UTILIZATION
OF RESOURCES
WHAT MANAGERS DO?
PLANNING
ORGANIZING
LEADING
MONITORING
MANAGEMENT SKILLS:
MANAGER SHOULD HAVE THE FOLLOWING SKILLS:
o TECHNICAL / HUMAN / CONCEPTUAL
MANAGEMENT ROLES:
INTERPERSONAL ROLES
o MAINTAINING EFFECTIVE RELATIONSHIP WITHIN & OUTSIDE THE
ORGANIZATION IN ORDER TO ACCOMPLISH ORGANIZATION GOAL
INFORMATIONAL ROLE
o SHARING / DISSEMINATING / MONITORING INFORMATION
DECISION ROLES
o IMPROVING ORGANIZATION’S PERFORMANCE
o TAKING CORRECTIVE ACTION
RESOURCE ROLE
o ALLOCATING RESOURCES
NEGOTIATOR ROLE
o BARGAINING
EFFECTIVE VS SUCCESSFUL MANAGERS
FOLLOWING ARE THE ACTIVITIES THAT MANAGERS ARE ENGAGED IN:
TRADITIONAL MANAGEMENT / COMMUNICATION / PEOPLE MANAGEMENT /
NETWORKING
MANAGERS CAN BE CLASSIFIED INTO:
AVERAGE / SUCCESSFUL / EFFECTIVE
THE TIME SPENT BY ABOVE MANAGERS IN THE ACTIVITIES ENGAGED
BY THEM:
TYPES OF
MANAGERS
TRADITIONAL
MANAGEMENT
COMMUNICATION PEOPLE
MANAGEMENT
NETWORKING
AVERAGE 32% 29% 20% 19%
SUCCESSFUL 13% 28% 11% 48%
EFFECTIVE 19% 44% 26% 11%
MANAGERS NEED TO DEVELOP THEIR PEOPLE SKILLS IF THEY ARE TO BE
EFFECTIVE
CHARACTERISTICS OF THE TERM ORGANIZATION BEHAVIOR:
EVERY ORGANIZATION ASPIRES TO BE SUCCESSFUL.
SUCCESS OF AN ORGANIZATION DEPENDS UPON PEOPLE’S BEHAVIOUR
IMPORTANCE OF OB STUDY
ANY STUDY CAN BE DONE EITHER SCIENTIFICALLY OR BY INTUITION
IN SCIENTIFIC METHOD, CONCLUSIONS ARE DRAWN BASED ON EVIDENCE
WHILE IN INTUITION THE CONCLUSIONS ARE DRAWN BASED ON GUT OR
FEELING.
CHALLENGES & OPPORTUNITIES FOR OB
RESPONDING TO GLOBALIZATION
o MANAGING WORKFORCE DIVERSITY
IMPROVING QUALITY & PRODUCTIVITY
o ATTAINING CUSTOMER SATISFACTION THROUGH CONTINUOUS
IMPROVEMENT
o FOCUSING ON CORE ACTIVITIES
IMPROVING PEOPLE’S SKILL
o EMPOWERING PEOPLE
o MAKING PEOPLE ACCOUNTABLE FOR OUTCOMES
COPING WITH TEMPORARIES
o DEALING WITH CHANGE MANAGEMENT
STIMULATING INNOVATION & CHANGE
o MOTIVATING PEOPLE TO BE CREATIVE / INNOVATIVE
IMPROVING ETHICAL BEHAVIOUR
o BEHAVIOUR BASED ON PRINCIPLES
ASSIGNMENT: 1
COMMENT: “SHOULD MANAGEMENT PUT ORGANIZATION OR PEOPLE FIRST” TO BE
SUCCESSFUL
ASSIGNMENT: 2
“BEHAVIOUR IS GENERALLY PREDICTABLE, SO THERE IS NO NEED TO STUDY OB” IS
THIS STATEMENT CORRECT OR WRONG?
ASSIGNMENT: 3
WHAT ARE EFFECTIVENESS & EFFICIENCY,& HOW ARE THEY RELATED TO
ORGANIZATIONAL BEHAVIOUR?
ASSIGNMENT: 4
WHAT COULD BE THE DIFFERENT NEEDS OF A DIVERSE STUDENT GROUP?
LESSON 2:
BIOGRAPHICAL CHARACTERISTICS:
MEANS & INCLUDES:
o AGE / GENDER / MARITAL STATUS / TENURE
OBTAINED FROM PERSONAL RECORDS
THE ABOVE BIOLOGICAL CHARACTERISTICS ARE OBJECTIVE IN NATURE.
IS THERE A LINK BETWEEN THE BIOLOGICAL FACTORS & JOB PERFORMANCE?
AGE
IS THERE A RELATIONSHIP
o BETWEEN AGE & ABSENTEEISM?
o DOES EFFICIENCY DECLINE WITH AGE?
GENDER:
DO WOMEN PERFORM AS WELL AS MEN DO?
ARE WOMEN CAREER ORIENTED?
ARE WOMEN LESS STABLE EMPLOYEES THAN MEN?
MARITAL STATUS:
IS THERE AN EFFECT OF MARITAL STATUS ON EFFICIENCY?
ARE MARRIED MEN MORE SATISFIED IN THEIR JOBS THAN UNMARRIED MEN?
DOES DIVORCE HAVE AN IMPACT ON PERFORMANCE & SATISFACTION?
TENURE:
DOES SENIORITY HAVE AN IMPACT ON EFFICIENCY?
IS IT NEGATIVELY RELATED TO TURNOVER?
CONCLUSION:
ARE THE ABOVE FACTORS A CONSISTENT & STABLE PREDICTOR OF JOB
SATISFACTION?
CANNOT SAY, UNTIL PROVED THROUGH RESEARCH.
ABILITY:
AN INDIVIDUAL’S CAPACITY TO PERFORM VARIOUS TASKS IN A JOB.
THREE TYPES:
o INTELLECTUAL
DEVELOPED THROUGH KNOWLEDGE
KNOW WHY
o EXPERIENCE:
NOT BASED ON KNOWLEDGE
KNOW HOW
o PHYSICAL
INCLUDES STAMINA / STRENGTH / DEXTERITY / HEIGHT /
WEIGHT
DEVELOPED BY KEEPING FIT
CHARACTERISTICS OF THE TERM LEARNING:
RELATIVELY PERMANENT CHANGE IN THE BEHAVIOUR OF THE PERSON.
IT IS A CONTINUOUS PROCESS
WHETHER LEARNING HAS TAKEN PLACE OR NOT CAN ONLY BE OBSERVED IF
THERE IS A CHANGE IN THE BEHAVIOUR
THEORIES OF LEARNING:
CLASSICAL CONDITIONING
o BEHAVIOUR IS REFLEX.
o CANNOT BE CONTROLLED
OPERANT CONDITIONING:
o BEHAVIOUR IS VOLUNTARY
o CAB BE INFLUENCED
SOCIAL LEARNING
o BEHAVIOUR LEARNT THROUGH OBSERVATION
CAN BEHAVIOR BE SHAPED?
YES. BY REINFORCEMENT
REINFORCEMENT IS OF TWO TYPES:
o CONTINUOUS
REINFORCEMENT CONTINUOUS
o INTERMITTENT
REINFORCEMENT AT INTERVALS.
FOUR TYPES OF INTERMITTENT REINFORCEMENT
o FIXED RATIO
FIXED INSTANCES
o VARIABLE RATIO
INSTANCES NOT FIXED
o FIXED INTERVAL
FIXED INTERVALS
o VARIABLE INTERVAL
INTERVAL NOT FIXED
ASSIGNMENT: 1
COMMENT: TO STUDY OB ONE SHOULD FOCUS ON INDIVIDUALS OR ON SOCIAL
STRUCTURE?
ASSIGNMENT: 2
DESCRIBE THE SPECIFIC STEPS YOU WOULD TAKE TO ENSURE THAT AN INDIVIDUAL
HAS THE APPROPRIATE ABILITIES TO SATISFACTORILY DO A GIVEN JOB
ASSIGNMENT: 3
HOW MIGHT EMPLOYEES ACTUALLY LEARN UNETHICAL BEHAVIOUR ON THEIR JOBS?
ASSIGNMENT: 4
IF YOU HAD TO TAKE DISCIPLINARY ACTION AGAINST AN EMPLOYEE HOW
SPECIFICALLY WOULD YOU DO IT?
ASSIGNMENT: 5
“ALL ORGANIZATIONS WOULD BENEFIT FROM HIRING THE SMARTEST PEOPLE THEY
CAN GET” DO YOU AGREE / DISAGREE WITH THIS STATEMENT? SUPPORT YOUR
ANSWER.
ASSIGNMENT: 6
WHAT INFLUENCE DO YOU THINK AN EMPLOYEE’S AGE / EXPERIENCE / PHYSICAL
ABILITIES HAVE ON HIS / HER JOB PERFORMANCE?
LESSON 3:
CHARACTERISTICS OF THE TERM VALUES:
PRINCIPLES OF LEADING OUR LIVES
INFLUENCES ONE’S PERCEPTION, ATTITUDES & BEHAVIOUR
IT REPRESENTS THE CULTURE OF THE INDIVIDUAL
DETERMINES THE CHARACTER OF THE INDIVIDUAL
CHARACTERISTICS OF THE TERM ATTITUDE
CONSISTS OF THE WAY AN INDIVIDUAL THINKS OR FEELS
IS REFLECTED THROUGH OUR BEHAVIOUR
MANIFESTATIONS OF ONE’S INTENTION
CAN BE CHANGED
IN OB WE REFER ONLY TO THREE TYPES OF ATTITUDES
o JOB SATISFACTION
o JOB INVOLVEMENT
o ORGANIZATIONAL COMMITMENT
JOB SATISFACTION
IT IS AN INDIVIDUAL’S ATTITUDE TOWARDS ONE’S JOB
JOB INVOLVEMENT
DEGREE TO WHICH A PERSON IDENTIFIES ONESELF WITH ONE’S JOB
ORGANIZATIONAL COMMITMENT
IDENTIFICATION WITH THE ORGANIZATION & ITS GOALS
ATTITUDE & BEHAVIOUR: DISCREPANCIES:
INDIVIDUALS SEEK CONSISTENCY
o AMONG THEIR ATTITUDES
o BETWEEN ATTITUDES & BEHAVIOR.
WHEN THERE IS INCONSISTENCY, INDIVIDUAL’S TEND TO RATIONALIZE &
JUSTIFY IT.
IF ONE’S VALUES ARE STRONG, THEN ONE WILL TEND TO TAKE STEPS TO
IMPROVE THEIR BEHAVIOUR
HOW EMPLOYEES EXPRESS DISSATISFACTION
THERE ARE TWO DIMENSIONS IN EXPRESSING DISSATISFACTION
o CONSTRUCTIVE OR DESTRUCTIVE
o ACTIVE OR PASSIVE
THE ABOVE TWO DIMENSIONS GIVES RISE TO THE FOLLOWING RESPONSES TO
JOB DISSATISFACTION:
o EXIT: ACTIVE BUT DESTRUCTIVE
o VOICE: ACTIVE & CONSTRUCTIVE
o LOYALTY: CONSTRUCTIVE BUT PASSIVE
o NEGLECT: DESTRUCTIVE & PASSIVE
CONCLUSIONS:
JOB SATISFACTION DEPENDS UPON
o HOW PEOPLE ARE TREATED
o POLICIES & PROCEDURES ARE THEY FAIR
o WHETHER EMPLOYEES TRUST THEIR EMPLOYER
ASSIGNMENT: 1
COMMENT: “JOB SATISFACTION CAN BE IT BE CREATED OR IS GENETICALLY
DETERMINED”
ASSIGNMENT: 2
SENIORS MANAGERS MAKE THE FOLLOWING STATEMENT: “ OUR GENERATION OF
YOUNG EMPLOYEES WERE AMBITIOUS, CONSCIENTIOUS, HARDWORKING & HONEST.
TODAY’S GENERATION DO NOT HAVE THE SAME VALUE? DO YOU AGREE OR
DISAGREE. SUPPORT YOUR ANSWER.
ASSIGNMENT: 3
MANAGERS SHOULD DO EVERYTHING THEY CAN TO ENHANCE THE JOB
SATISFACTION OF THEIR EMPLOYEES. DO YOU AGREE OR DISAGREE. SUPPORT YOUR
ANSWERS.
ASSIGNMENT: 4
WHEN EMPLOYEES WERE ASKED WHETHER THEY WOULD AGAIN CHOOSE THE SAME
WORK OR WHETHER THEY WOULD WANT THEIR CHILDREN TO FOLLOW IN THEIR
FOOTSTEPS, TYPICALLY LESS THAN
HALF ANSWER IN THE AFFIRMATIVE. WHAT IF ANYTHING DO YOU THINK IMPLIES
ABOUT EMPLOYEE JOB SATISFACTION?
LESSON 4
CHARACTERISTICS OF THE TERM PERSONALITY
THE SUM TOTAL OF WAYS IN WHICH AN INDIVIDUAL REACTS & INTERACTS
WITH OTHERS
OUR PERSONALITY IS THE RESULT OF:
o HEREDITY / ENVIRONMENT / SITUATION
HEREDITY
PHYSIQUE / GENDER / COLOUR OF THE SKIN
ENVIRONMENT
BOTH INTERNAL & EXTERNAL ENVIRONMENT
ALSO KNOWN AS CULTURE
SITUATION
IT INFLUENCES THE EFFECTS OF HEREDITY & ENVIRONMENT ON PERSONALITY
CONCLUSION:
PERSONALITY SHOULD BE ASSESSED KEEPING THESE THREE FACTORS IN
THE BACKGROUND
PERSONALITY TRAITS
MBTI [MYERS-BRIGGS TYPE INDICATOR]
o THIS TEST CLASSIFIES AN INDIVIDUAL INTO ONE OF THE
PERSONALITIES
EXTROVERTED OR INTROVERTED
WHERE DO YOU GET YOUR ENERGY FROM?
SENSING OR INTUITIVE
GATHERING INFORMATION THROUGH FIVE SENSES OR
THROUGH SIXTH SENSE
THINKING OR FEELING
MAKING DECISIONS OBJECTIVELY OR SUBJECTIVELY
[BASED ON FEELINGS]
JUDGING OR PERCEIVING
IN JUDGING: DECISION IS FAST & RIGID, WHILE IN
PERCEIVING: WHILE MAKING DECISIONS VARIOUS
OPTIONS ARE EXPLORED
o THE ABOVE FOUR, WE GET 16 COMBINATIONS OUR PERSONALITY
THE BIG FIVE MODEL:
o THE BIG FIVE FACTORS ARE:
EXTRAVERSION
SOMEONE WHO IS SOCIABLE / GREGARIOUS / ASSERTIVE
AGREEABLENESS
SOMEONE WHO IS GOOD-NATURED, COOPERATIVE,&
TRUSTING
CONSCIENTIOUSNESS
SOMEONE WHO IS RESPONSIBLE, DEPENDABLE,
PERSISTENT, & ORGANIZED
EMOTIONAL STABILITY
SOMEONE WHO IS CALM, SELF-CONFIDENT, SECURE
VERSUS NERVOUS, DEPRESSED, & INSECURE
OPENNESS TO EXPERIENCE
SOMEONE WHO ARE IMAGINATIVE, ARTISTIC, SENSITIVITY,
& INTELLECTUALISM
MAJOR PERSONALITY ATTRIBUTES INFLUENCING OB:
THE FOLLOWING PERSONALITY ATTRIBUTES THAT ARE PREDICTORS OF
ONE’S BEHAVIOUR IN THE ORGANIZATION:
o LOCUS OF CONTROL
o MACHIAVELLIANISM
o SELF-ESTEEM
o SELF-MONITORING
o RISK TAKING
o TYPE A & B
LOCUS OF CONTROL
DEGREE TO WHICH PEOPLE BELIEVE THEY ARE MASTERS OF THEIR OWN FATE
TWO TYPES:
INTERNAL
o BELIEVE THAT THEY CONTROL WHAT HAPPENS
TO THEM
EXTERNAL
o THOSE WHO BELIEVE THAT WHAT HAPPENS TO
THEM IS ON ACCOUNT OF OUTSIDE FORCES SUCH
AS LUCK
MACHIAVELLIANISM
DEGREE TO WHICH AN INDIVIDUAL IS PRAGMATIC, MAINTAINS EMOTIONAL
DISTANCE & BELIEVES THAT ENDS CAN JUSTIFY MEANS
SELF-ESTEEM
INDIVIDUALS DEGREE OF LIKING OR DISLIKING OF THEMSELVES
SELF-MONITORING
ABILITY TO ADJUST ONE’S BEHAVIOUR TO EXTERNAL SITUATIONAL FACTORS
RISK-TAKING
WILLINGNESS TO TAKE CHANCE
IT HAS AN IMPACT ON HOW LONG IT TAKES MANAGERS TO MAKE A DECISION;
& HOW MUCH INFORMATION THEY REQUIRE BEFORE MAKING THEIR CHOICE
TYPE “A” & “B” PERSONALITY
PERSONALITY A ARE TASK ORIENTED
PERSONALITY B ARE RELATIONSHIP ORIENTED
CULTURE PLAYS AN IMPORTANT ROLE IN ONE’S PERSONALITY
ACHIEVING PERSONALITY FIT
TWO TYPES:
o PERSON JOB FIT
MATCHING OF KNOWLEDGE
o PERSON ORGANIZATION FIT
MATCHING OF NATURE
EMOTIONS
EXPRESSION OF INTENSE FEELINGS
IT IS DIRECTED TOWARDS SOMETHING OR SOMEONE
MOOD:
FEELINGS ARE LESS INTENSE
LACKS CONTEXTUAL STIMULUS
DIMENSIONS OF EMOTIONS
VARIETY [HORIZONTAL]
INTENSITY [VERTICAL]
TYPES OF EMOTIONS:
FELT
o AN INDIVIDUAL’S ACTUAL EMOTIONS
DISPLAYED
o CONTROLLED EMOTIONS
EXTERNAL CONSTRAINS ON EMOTIONS:
ORGANIZATIONAL INFLUENCE
o NEGATIVE EMOTIONS ARE NOT WELCOMED IN THE ORGANIZATION
o DECISIONS CANNOT BE BASED ON EMOTION
CULTURAL INFLUENCE
o HAS AN INFLUENCE ON AN INDIVIDUAL
o FOR EXAMPLE: INDIANS ARE HIGHLY EMOTIONAL PEOPLE; WHILE
BRITISH ARE LESS EMOTIONAL PEOPLE
EMOTIONAL INTELLIGENCE
o IT IS AN ASSORTMENT OF NON-COGNITIVE SKILLS, CAPABILITIES, &
COMPETENCIES
o THESE INFLUENCES THE INDIVIDUAL’S ABILITY TO SUCCEED IN COPING
WITH ENVIRONMENTAL DEMANDS & PRESSURE
o IT IS COMPOSED OF FIVE DIMENSIONS:
SELF-AWARENESS
THE ABILITY TO BE AWARE OF WHAT YOU ARE FEELING
SELF-MANAGEMENT
THE ABILITY TO MANAGE ONE’S OWN EMOTIONS &
IMPULSES
SELF-MOTIVATION
THE ABILITY TO PERSIST IN THE FACE OF SETBACKS &
FAILURES
EMPATHY
THE ABILITY TO UNDERSTAND OTHERS
SOCIAL SKILLS
THE ABILITY TO HANDLE THE EMOTIONS OF OTHERS
ROLE OF EMOTIONS ON:
DECISION MAKING
o IT INFLUENCES OUR DECISION MAKING ABILITY
o NEGATIVE EMOTIONS RESTRICTS ONE’S SEARCH FOR NEW
ALTERNATIVES
o ONE CANNOT IGNORE THE EMOTIONS IN THE PROCESS OF DECISION
MAKING
MOTIVATION
o PEOPLE WHO ARE HIGHLY MOTIVATED IN THEIR JOBS, ARE
EMOTIONALLY COMMITTED
o ALL PEOPLE ARE NOT EMOTIONALLY ENGAGED IN THEIR WORK
LEADERSHIP
o EMOTIONS ARE INTEGRAL PART OF LEADERSHIP
o EFFECTIVE LEADERS RELY ON THEIR FEELINGS TO CONVEY THEIR
MESSAGES
o WHEN EFFECTIVE LEADERS WANT TO IMPLEMENT SIGNIFICANT
CHANGES THEY RELY ON “ THE EVOCATION, FRAMING & MOBILIZATION
OF EMOTIONS”
INTERPERSONAL CONFLICT
o CANNOT IGNORE EMOTIONAL ELEMENTS IN CONFLICTS, FOCUSING
SINGULARLY ON RATIONAL & TASK CONCERNS IS UNLIKELY TO BE
EVERY EFFECTIVE IN RESOLVING THOSE CONFLICTS
DEVIANT WORKPLACE BEHAVIOUR
o MEANS A VOLUNTARY ACTION THAT VIOLATE ESTABLISHED NORMS &
THAT THREATEN THE ORGANIZATION, ITS MEMBERS, OR BOTH. THESE
ACTIONS ARE CALLED EMPLOYEE DEVIANCE
o MANY OF THESE DEVIANT BEHAVIORS CAN BE TRACED TO NEGATIVE
EMOTIONS
ASSIGNMENT: 1
JUSTIFY & ARGUE: “TRAITS ARE POWERFUL PREDICTORS OF BEHAVIOUR”
ASSIGNMENT: 2
DO PEOPLE FROM THE SAME STATE HAVE A COMMON PERSONALITY TYPE? EXPLAIN
ASSIGNMENT: 3
WHY MANAGERS TODAY PAY MORE ATTENTION TO THE PERSON-ORGANIZATION FIT
THAN PERSON-JOB FIT?
ASSIGNMENT: 4
HOW DOES NATIONAL CULTURE INFLUENCE EXPRESSED EMOTIONS?
ASSIGNMENT: 5
IF EMOTIONS ARE EXPRESSIONS OF FEELINGS WHY EMOTIONS SHOULD BE KEPT
UNDER CONTROL?
LESSON 5
CHARACTERISTICS OF THE TERM PERCEPTION:
IT IS A PROCESS OF INTERPRETING THE EXTERNAL ENVIRONMENT THROUGH
OUR SENSES
FACTORS INFLUENCING PERCEPTION
THE PERCEIVER
THE TARGET
THE SITUATION
THE PERCEIVER
THE INTERPRETATION IS INFLUENCED BY PERSONAL CHARACTERISTICS OF
THE INDIVIDUAL PERCEIVER.
PERSONAL CHARACTERISTICS INCLUDES:
o ATTITUDE / MOTIVE / INTEREST / PAST EXPERIENCES / EXPECTATIONS
THE TARGET
THE CHARACTERISTICS OF THE TARGET THAT CAN BE OBSERVED CAN
AFFECT WHAT IS BEING PERCEIVE
THE SITUATION:
THE CONTEXT IN WHICH WE SEE OBJECTS / EVENT IS IMPORTANT. ELEMENTS
IN THE SURROUNDING ENVIRONMENT INFLUENCE OUR PERCEPTION.
MAKING JUDGMENTS ABOUT OTHERS: PERSON PERCEPTION:
ATTRIBUTION THEORY
o WHEN INDIVIDUALS OBSERVE OTHER’S BEHAVIOUR THEY ATTEMPT TO
DETERMINE WHETHER IT IS INTERNALLY / EXTERNALLY CAUSED
o THE DETERMINATION DEPENDS ON THE FOLLOWING FACTORS:
DISTINCTIVENESS
o IF BEHAVIOUR IS USUAL, WE PROBABLY JUDGE
AS INTERNAL
CONSENSUS
o IF ALL HAVE THE SAME VIEW ABOUT ONE’S
BEHAVIOUR, THEN WE JUDGE IT AS INTERNAL
CONSISTENCY
o IF THE BEHAVIOUR IS CONSISTENT, THEN WE
JUDGE IT AS INTERNAL
FUNDAMENTAL ATTRIBUTION ERROR:
THE TENDENCY TO UNDERESTIMATE THE INFLUENCE OF EXTERNAL FACTORS
& OVERESTIMATE THE INTERNAL FACTORS WHEN MAKING JUDGMENTS
ABOUT THE BEHAVIORS OF OTHERS
o EXAMPLE:
A SALES MANAGER IS PRONE TO ATTRIBUTE THE POOR
PERFORMANCE OF HIS SALES AGENTS TO LAZINESS
RATHER THAN TO THE INNOVATIVE PRODUCT LINE
INTRODUCED BY THE COMPETITOR
SELF-SERVING BIAS:
o THE TENDENCY FOR INDIVIDUALS TO ATTRIBUTE THEIR OWN SUCCESS
TO INTERNAL FACTORS WHILE PUTTING THE BLAME FOR FAILURES ON
EXTERNAL FACTORS
FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS:
SELECTIVE PERCEPTION
o PEOPLE SELECTIVELY INTERPRET
o WHAT THEY SEE ON THE BASIS OF
o THEIR INTEREST / BACKGROUND / EXPERIENCE
HALO EFFECT
o DRAWING GENERAL POSITIVE IMPRESSION ABOUT AN INDIVIDUAL
o ON THE BASIS OF A SINGLE POSITIVE CHARACTERISTICS
HORN EFFECT
o DRAWING GENERAL NEGATIVE IMPRESSION ABOUT AN INDIVIDUAL
o ON THE BASIS OF A SINGLE NEGATIVE CHARACTERISTICS
CONTRAST EFFECT
o EVALUATIONS OF A PERSON’S CHARACTERISTICS THAT ARE EFFECTED
o BY COMPARISONS WITH OTHER PEOPLE RECENTLY ENCOUNTERED
o WHO RANK HIGHER OR LOWER ON THE SAME CHARACTERISTICS
PROJECTION
o ATTRIBUTING ONE’S OWN CHARACTERISTICS TO OTHER PEOPLE
o FOR EXAMPLE: IF YOU ARE HONEST, YOU TAKE IT FOR GRANTED THAT
OTHER PEOPLE ARE EQUALLY HONEST
STEREOTYPING
o JUDGING SOMEONE ON THE BASIS OF
o ONE’S PERCEPTION OF THE GROUP TO WHICH THAT PERSON BELONGS
THE LINK BETWEEN PERCEPTION & INDIVIDUAL DECISION MAKERS
CHARACTERISTICS OF THE TERM DECISIONS:
CHOICES MADE FROM AMONG TWO OR MORE ALTERNATIVES
CHARACTERISTICS OF THE TERM PROBLEM:
A DISCREPANCY BETWEEN CURRENT STATE OF AFFAIRS & DESIRED STATE OF
AFFAIRS
IMPROVING CREATIVITY IN DECISION MAKING:
THE THREE COMPONENT MODEL OF CREATIVITY:
o EXPERTISE
BASED ON KNOWLEDGE
o CREATIVE-THINKING SKILLS
USE ANALOGY
SEEING FAMILIAR IN DIFFERENT LIGHTS
o INTRINSIC MOTIVATION
CREATIVE-THINKING SKILLS
USING ANALOGY. FOR EXAMPLE WRIGHT BROTHERS MADE FLYING MACHINE
BY OBSERVING HOW BIRDS FLY. OR ABRAHAM GRAHAM BELL MADE
TELEPHONE ON THE CONCEPT THAT OPERATE THE EAR
SEEING FAMILIAR IN DIFFERENT LIGHTS
INTRINSIC TASK MOTIVATION
THE DESIRE TO WORK ON SOMETHING BECAUSE IT IS INTERESTING /
SATISFYING / PERSONALLY CHALLENGING
THE FOLLOWING ORGANIZATIONAL FACTORS IMPEDE CREATIVITY:
o EXPECTED EVALUATION
FOCUSING ON HOW YOUR WORK IS GOING TO BE
EVALUATED
o SURVEILLANCE
BEING WATCHED, WHILE YOU ARE WORKING
o EXTERNAL MOTIVATORS
EMPHASIZING EXTERNAL TANGIBLE REWARDS
o COMPETITION
FACING WIN-LOOSE SITUATIONS WITH PEERS
o CONSTRAINED CHOICE
BEING GIVEN LIMITS ON HOW YOU CAN DO YOUR WORK
HOW DECISIONS ARE MADE ARE ACTUALLY MADE IN ORGANIZATIONS?
BOUNDED RATIONALITY
o FOCUSING ON ESSENTIAL FEATURES OF THE PROBLEM
o WITHOUT CAPTURING THE ALL THEIR COMPLEXITY
INTUITIONS
o AN UNCONSCIOUS PROCESS CREATED OUT OF DISTILLED EXPERIENCE
PROBLEM IDENTIFICATION
o PROBLEMS THAT ARE VISIBLE GETS BEING SELECTED THAN ONE THAT
ONE IS IMPORTANT
ALTERNATIVE DEVELOPMENT
o SATISFYING SOLUTIONS ARE FOUND
MAKING CHOICES
o RELY ON JUDGMENTAL SHORTCUTS IN DECISION MAKING
ESCALATION OF COMMITMENT
o AN INCREASED COMMITMENT TO A PREVIOUS DECISION INSPITE OF
NEGATIVE INFORMATION
INDIVIDUAL DECISION MAKING STYLES:
THINKING
o RATIONAL
o INTUITION
TOLERANCE TO AMBIGUITY
o HIGH
o LOW
THESE TWO DIMENSIONS GIVES RISE TO THE FOLLOWING FOUR STYLES:
o DIRECTIVE
LOW ON TOLERANCE FOR AMBIGUITY
SEEK RATIONALITY
o ANALYTICAL
GREATER TOLERANCE FOR AMBIGUITY
SEEK RATIONALITY
o CONCEPTUAL
HIGH TOLERANCE FOR AMBIGUITY
INTUITIVE THINKING
o BEHAVIORAL
LOW ON TOLERANCE FOR AMBIGUITY
INTUITIVE THINKING
ORGANIZATIONAL CONSTRAINTS:
THE FOLLOWING ARE THE CONSTRAINTS:
o PERFORMANCE EVALUATION
o REWARD SYSTEM
o FORMAL REGULATIONS
o SYSTEM IMPOSED TIME CONSTRAINT
o HISTORICAL PRECEDENT
CULTURAL DIFFERENCES
CULTURE & ETHICS INFLUENCES DECISION MAKING PROCESS
AN INDIVIDUAL HAS THREE DIFFERENT CRITERIA IN MAKING ETHICAL
CHOICES:
o UTILITARIANISM
DECISION ARE MADE SO AS TO PROVIDE THE GREATER
GOOD FOR THE GREATEST NUMBER
o RIGHTS
DECISIONS SHOULD NOT VIOLATE THE FUNDAMENTAL
RIGHTS GUARANTEED BY THE CONSTITUTION
o JUSTICE
DECISIONS SHOULD BE FAIR & IMPARTIAL
ASSIGNMENT: 1
WHEN HIRING EMPLOYEES: EMPHASIZE THE POSITIVE. STATE POINTS &
COUNTERPOINTS
ASSIGNMENT: 2
WITH AN EXAMPLE FROM YOUR LIFE, EXPLAIN THE PERCEPTION.
ASSIGNMENT: 3
WITH AN EXAMPLE FROM YOUR LIFE, EXPLAIN HOW SELECTIVITY CAN CREATE
PERCEPTUAL DISTORTION
ASSIGNMENT: 4
WITH AN EXAMPLE FROM YOUR LIFE, EXPLAIN HOW STEREOTYPING CREATED
PERCEPTUAL DISTORTION
ASSIGNMENT: 5
WITH AN EXAMPLE EXPLAIN HOW AN EMOTIONAL DECISION YOU TOOL WAS
EFFECTIVE & INEFFECTIVE?
ASSIGNMENT: 6
WITH AN EXAMPLE EXPLAIN HOW A RATIONAL DECISION YOU TOOK WAS EFFECTIVE
OR INEFFECTIVE?
ASSIGNMENT: 7
WITH AN EXAMPLE, EXPLAIN A DECISION YOU TOOK THAT WAS BASED ON INTUITION,
WHICH WON YOU ACCOLADES & BRICKBATS
ASSIGNMENT: 8
ARE UNETHICAL DECISIONS MORE OF A FUNCTION OF THE INDIVIDUAL DECISION
MAKER OR THE DECISION’S WORK ENVIRONMENT? EXPLAIN
LESSON NO. 6.
THEORIES OF MOTIVATION:
HIERARCHY OF NEEDS
AS PER ABRAHAM MASLOW, EVERY HUMAN BEING HAVE THE FOLLOWING
HIERARCHY OF NEEDS
o PHYSIOLOGICAL: BASIC NEEDS LIKE FOOD /SHELTER / CLOTHING
o SAFETY: PROTECTION FROM PHYSICAL / EMOTIONAL HARM
o SOCIAL: INCLUDES AFFECTION/ BELONGINGNESS / ACCEPTANCE/
FRIENDSHIP
o ESTEEM: INCLUDES SELF-RESPECT / AUTONOMY / ACHIEVEMENT
[INTERNAL] & STATUS / RECOGNITION / ATTENTION
o SELF-ACTUALIZATION: DRIVE TO BECOME WHAT ONE IS CAPABLE OF
BECOMING
PHYSIOLOGICAL / SAFETY NEEDS ARE LOWER ORDER NEEDS. WHILE SOCIAL /
ESTEEM / SELF-ACTUALIZATION ARE HIGHER ORDER NEEDS
INDIVIDUAL MOVES FROM ONE LEVEL TO ANOTHER.
THEORY X & THEORY Y
THEORY X ASSUMES THAT EMPLOYEES DISLIKE WORK; & FORCED TO WORK
THEORY Y ASSUMES THAT EMPLOYEES LIKE TO WORK, & CAN EXERCISE
SELF-DIRECTION
HERZBERG TWO FACTOR THEORY
ACCORDING TO HERZBERG EVERY JOB HAS HYGIENE /MOTIVATING FACTORS
HYGIENE FACTORS LIKE COMPANY POLICY / SALARY DO NOT MOTIVATE
EMPLOYEES. THE ONLY ROLE, WHICH THEY PLAY IS THAT THEY DO NOT
CREATE ANY DISSATISFACTION
WHILE FACTORS LIKE GROWTH ON THE JOB / RECOGNITION /
RESPONSIBILITY / ACHIEVEMENT MOTIVATE THE EMPLOYEES
IF MOTIVATING FACTORS DO NOT EXISTS, THE EMPLOYEE WILL TEND TO
LEAVE THE JOB
ERG THEORY
IT IS REVISION OF HIERARCHY NEEDS
THERE ARE THREE GROUPS OF CORE NEEDS:
o EXISTENCE
INCLUDES PHYSIOLOGICAL / SAFETY NEEDS
o RELATEDNESS
INCLUDES SOCIAL / ESTEEM NEEDS
o GROWTH
INCLUDES SELF-ACTUALIZATION NEEDS
ACCORDING TO THIS THEORY
MORE THAN ONE NEED MAY BE OPERATIVE AT THE SAME TIME
IF GRATIFICATION OF HIGHER LEVEL NEE IS STIFLED, THE DESIRE TO SATISFY
A LOWER LEVEL NEED INCREASES
MCCLELLAND’S THEORY OF NEEDS
THE FOLLOWING THREE NEEDS ARE THE MOTIVATING FACTORS:
o ACHIEVEMENT NEEDS
DRIVE TO EXCEL / STRIVE TO SUCCEED
o POWER NEEDS
INFLUENCE THE BEHAVIOUR OF OTHERS
o AFFILIATION NEEDS
DESIRE FOR FRIENDLY & CLOSE INTERPERSONAL
RELATIONSHIP
COGNITIVE EVALUATION THEORY
WHEN EXTRINSIC REWARDS ARE USED BY ORGANIZATION AS PAYOFFS FOR
SUPERIOR PERFORMANCE, THE INTRINSIC REWARDS, WHICH ARE DERIVED BY
INDIVIDUALS DOING WHAT THEY LIKE ARE REDUCED
GOAL SETTING THEORY
DIFFICULT GOAL WITH FEEDBACK LEAD TO HIGHER PERFORMANCE
THE INDIVIDUAL SHOULD BELIEVE THAT HE /SHE IS CAPABLE OF PERFORMING
A TASK
REINFORCEMENT THEORY
BEHAVIOUR IS A FUNCTION OF ITS CONSEQUENCES
EQUITY THEORY
INDIVIDUALS COMPARE THEIR JOB INPUTS & OUTCOMES WITH THOSE OF
OTHERS & THE RESPOND SO AS TO ELIMINATE ANY INEQUITIES
FOLLOWING TYPE JUSTICES:
o DISTRIBUTIVE JUSTICE
PERCEIVED FAIRNESS OF THE AMOUNT & ALLOCATION OF
REWARDS AMONG INDIVIDUALS
o PROCEDURAL JUSTICE
THE PERCEIVED FAIRNESS OF THE PROCESS USED TO
DETERMINE THE DISTRIBUTION OF REWARDS
EXPECTANCY THEORY
FOCUSES ON:
EFFORT-PERFORMANCE RELATIONSHIP
o EFFORT WILL LEAD TO PERFORMANCE
o PERFORMANCE-REWARD RELATIONSHIP
o PERFORMANCE WILL LEAD TO ATTAINMENT OF DESIRED OUTCOME
o REWARDS-PERSONAL GOALS RELATIONSHIP
ORGANIZATIONAL REWARDS SHOULD SATISFY AN INDIVIDUAL’S PERSONAL
GOALS /NEEDS
CONCLUSION
SUCCESS ON A JOB IS FACILITATED OR HINDERED BY THE EXISTENCE OR
ABSENCE OF SUPPORT RESOURCES
PERFORMANCE IS A FUNCTION OF INTERACTION OF ABILITY X MOTIVATION X
OPPORTUNITY. IF ANY ONE IS INADEQUATE THEN PERFORMANCE WILL BE
AFFECTED
POWER OF MOTIVATION THEORIES: ON A SCALE OF 1-5
VARIABLES NEED GOAL REINFORCE EQUITY EXPECTANCY
PRODUCTIVITY 3 5 3 3 4
ABSENTEEISM 4 4 4
TURNOVER 4 5
SATISFACTION 2 2
ASSIGNMENT: 1
STATE PRO & CONS: “MONEY MOTIVATES”
ASSIGNMENT: 2
DOES MOTIVATION COME FROM WITHIN OR IS IT A RESULT OF THE SITUATION?
EXPLAIN
ASSIGNMENT: 3
DOES MASLOW’S THEORY APPLY TO TODAY’S GENERATION?
ASSIGNMENT: 4
WHAT IS THE ROLE OF SELF-EFFICACY IN GOAL SETTING?
ASSIGNMENT: 5
CONTRAST DISTRIBUTIVE & PROCEDURAL JUSTICE. WHAT IMPLICATIONS MIGHT THEY
HAVE FOR DESIGNING PAY SYSTEMS IN DIFFERENT COUNTRIES?
ASSIGNMENT: 6
EXPLAIN THE FORMULA: PERFORMANCE=f [AxMxO] & GIVE AN EXAMPLE.
ASSIGNMENT: 7
WHAT CONSISTENCIES AMONG MOTIVATION CONCEPTS IF ANY, APPLY CROSS-
CULTURALLY.
ASSIGNMENT: 8
CAN AN INDIVIDUAL BE TOO MOTIVATED SO THAT HIS / HER PERFORMANCE DECLINES
AS A RESULT OF EXCESSIVE EFFORT? DISCUSS.
LESSON 7
MOTIVATION: FROM CONCEPTS TO APPLICATIONS
MBO
CORPORATE OBJECTIVES ARE SET BY CEO & HIS TEAM
THE SAME IS CASCADED DOWN THE DEPARTMENT
EMPLOYEE INVOLVEMENT
MANDATORY TO BE INVOLVED IN SOLVING PROBLEMS RELATED TO BUSINESS
BY THE CONCERNED EMPLOYEES
PARTICIPATIVE MANAGEMENT:
MANDATORY TO PARTICIPATE IN DECISION MAKING RELATED TO THE
PROBLEM.
VARIABLE PAY:
A PORTION OF AN EMPLOYEE’S PAY IS BASED ON SOME INDIVIDUAL & / OR
ORGANIZATIONAL MEASURE OF PERFORMANCE
FLEXIBLE BENEFITS
EMPLOYEES TAILOR THEIR BENEFIT PROGRAM TO MEET THEIR PERSONAL
NEEDS BY PICKING & CHOOSING FROM A MENU OF BENEFIT OPTIONS
SPECIAL ISSUES IN MOTIVATION:
WHAT MOTIVATES PROFESSIONALS?
o JOB CHALLENGES
WHAT MOTIVATES CONTINGENT WORKERS?
o OPPORTUNITY FOR PERMANENT STATUS
WHAT MOTIVATES DIVERSIFIED WORKFORCE?
o BE READY TO DESIGN WORK SCHEDULES, COMPENSATION PLANS,
BENEFITS, PHYSICAL WORK SETTING &THE LIKE TO REFLECT
EMPLOYEE’S VARIED NEEDS
WHAT MOTIVATES MANUAL WORKERS?
o TAKING CARE OF THEIR BASIC NEEDS
WHAT MOTIVATES AN EMPLOYEE DOING HIGHLY REPETITIVE WORK?
o AMPLE BREAKS
CONCLUSIONS:
RECOGNIZE INDIVIDUAL DIFFERENCE
USE GOALS & FEEDBACK
ALLOW EMPLOYEES TO PARTICIPATE IN DECISIONS THAT AFFECT THEM
LINK REWARDS TO PERFORMANCE
CHECK THE SYSTEM FOR EQUITY
ASSIGNMENT: 1
STATE PROS & CONS: THE POWER OF STOCK OPTIONS AS MOTIVATOR
ASSIGNMENT: 2
CONTRAST JOB-BASED & SKILL-BASED PAY?
ASSIGNMENT: 3
PERFORMANCE CAN’T BE MEASURED, SO ANY EFFORT TO LINK PAY WITH
PERFORMANCE IS FANTASY. DIFFERENCES IN PERFORMANCE ARE OFTEN CAUSED
BY THE SYSTEM, WHICH MEANS THE ORGANIZATION ENDS UP REWARDING THE
CIRCUMSTANCES. DO YOU AGREE OR DISAGREE. SUPPORT YOUR POSITION.
ASSIGNMENT: 4
IN ONE BREATH WE SAY RECOGNIZE INDIVIDUAL DIFFERENCES; IN THE SAME BREATH
PAY ATTENTION TO MEMBERS OF DIVERSITY GROUPS. IS THIS CONTRADICTORY?
DISCUSS.
ASSIGNMENT: 5
WHAT CHALLENGES DO NATIONAL DIFFERENCES IN PARTICIPATIVE MANAGEMENT
SYSTEM HAVE FOR MULTINATIONAL CORPORATIONS?
LESSON 8:
FOUNDATIONS OF GROUP BEHAVIOUR
CHARACTERISTICS OF THE TERM GROUP:
TWO OR MORE INDIVIDUALS
WHO HAVE COME TOGETHER
TO ACHIEVE A PARTICULAR OBJECTIVE
WHY DO PEOPLE JOIN GROUPS?
FOR FOLLOWING REASONS:
o SECURITY: RESIST THREAT
o STATUS: PRESTIGE
o SELF-ESTEEM: FEELING OF SELF-WORTH
o AFFILIATION: FULFILLS SOCIAL NEEDS
o POWER: IN NUMBERS
o GOAL ACHIEVEMENT: EASIER TO ACHIEVE THE GOAL
STAGES OF GROUP DEVELOPMENT:
CONSISTS OF FIVE STAGES
o FORMING
o STORMING
o NORMING
o PERFORMING
o ADJOURNING
GROUP MEMBER RESOURCES
KNOWLEDGE / SKILLS / ABILITIES
PERSONALITY CHARACTERISTICS
GROUP STRUCTURE
GROUP HAS STRUCTURE
STRUCTURE SHAPES THE BEHAVIOUR OF THE MEMBERS
GROUP PROCESSES
GROUPS CAN CREATE OUTPUTS GREATER THAN SUM OF THEIR INPUTS
CREATES POSITIVE SYNERGY
GROUP TASKS
IF TASK IS COMPLEX, MORE DISCUSSIONS AMONG MEMBERS ON
ALTERNATIVES
IF TASK IS INTERDEPENDENT, THEN MORE INTERACTIONS AMONG MEMBERS.
GROUP DECISION MAKING:
STRENGTH
o INCREASED ACCEPTANCE OF SOLUTION
WEAKNESS:
o CONFORMITY PRESSURE IN GROUPS
o AMBIGUOUS ACCOUNTABILITY
GROUPTHINK
PHENOMENON IN WHICH THE NORMS FOR CONSENSUS
GROUP-SHIFT
THE DECISION CAN BE CONSERVATIVE OR RISKY
LESSON 9
UNDERSTANDING WORK TEAMS
DIFFERENCE BETWEEN TEAM & GROUP
WORK GROUPS FACTORS WORK TEAMS
SHARE INFORMATION GOAL COLLECTIVE
PERFORMANCE
NEUTRAL [SOMETIMES
NEGATIVE]
SYNERGY POSITIVE
INDIVIDUAL ACCOUNTABILITY INDIVIDUAL & MUTUAL
SUPPLEMENTARY SKILLS COMPLEMENTARY
TYPES OF TEAMS
PROBLEM-SOLVING
o MEMBERS ARE FROM SAME DEPARTMENTS
o MEET AT REGULAR INTERVALS TO MAKE THE DEPARTMENT
EFFECTIVE / EFFICIENT
SELF MANAGED
o OPERATE AS PROFIT CENTERS
CROSS-FUNCTIONAL
o MEMBERS FROM DIFFERENT FUNCTIONS
o MEET REGULARLY TO MAKE THE ORGANIZATION EFFECTIVE /
EFFICIENT
VIRTUAL
o MEMBERS PHYSICALLY DISPERSED
o WORK TO ACHIEVE COMMON GOAL THROUGH COMPUTER
CREATING EFFECTIVE TEAMS
THE MODEL CONSISTS OF FOLLOWING FOUR CATEGORIES:
o WORK DESIGN: INCLUDES: AUTONOMY / SKILL VARIETY / TASK
IDENTITY / TASK SIGNIFICANCE
o COMPOSITION: INCLUDES: COMPETENCE / ATTITUDE
o CONTEXT: INCLUDES: LEADERSHIP
o PROCESS: INCLUDES: COMMON PURPOSE / TEAM EFFICACY / CONFLICT
TURNING INDIVIDUALS INTO TEAM PLAYERS:
FOCUS ON
o COMMUNICATE OPENLY & HONESTLY,
o RESOLVING CONFLICTS
o CULTURE
ISSUES IN MANAGING TEAMS:
DIVERSITY MAKES IT MORE DIFFICULT TO UNIFY THE TEAM & REACH
AGREEMENT
THERE IS NO GUARANTEE THAT A TEAM WILL CONTINUE TO PERFORM
EFFECTIVELY EVERYTIME FOR FOLLOWING REASONS:
o FAMILIARITY BREEDS APATHY,
o SUCCESS LEADS TO COMPLACENCY
o MATURITY BRINGS LESS OPENNESS TO NOVEL IDEAS & INNOVATION.
o MATURE TEAMS ARE PRONE TO SUFFER FROM GROUPTHINK.
o EARLY SUCCESS ARE OFTEN DUE TO HAVING TAKEN ON EVERY TASKS
o TRAINING & DEVELOPMENT IS THE ONLY SOLUTION
ASSIGNMENT: 1
STATE POINT & COUNTERPOINT: ALL JOBS SHOULD BE DESIGNED AROUND GROUPS
ASSIGNMENT: 2
IDENTIFY FIVE ROLES YOU PLAY. WHAT BEHAVIOURS DO THEY REQUIRE? ARE ANY
OF THESE ROLES IN CONFLICT? IF SO, IN WHAT WAY? HOW DO YOU RESOLVE THESE
CONFLICTS?
ASSIGNMENT: 3
WHAT EFFECT, IF ANY DO YOU EXPECT THAT WORKFORCE DIVERSITY HAS ON A
GROUP’S PERFORMANCE & SATISFACTION?
ASSIGNMENT: 4
HOW CAN MANAGEMENT INVIGORATE STAGNANT TEAMS?
ASSIGNMENT: 5
DOESN’T TEAM CREATE CONFLICTS? ISN’T CONFLICT BAD? WHY THEN WOULD
MANAGEMENT SUPPORT THE CONCEPT OF TEAMS?
ASSIGNMENT: 6
HOW DO YOU THINK MEMBER EXPECTATIONS MIGHT AFFECT TEAM PERFORMANCE?
LESSON 10
COMMUNICATION
CHARACTERISTICS OF THE TERM COMMUNICATION:
TRANSFERENCE & UNDERSTANDING OF MEANING
BARRIERS TO EFFECTIVE COMMUNICATION:
FILTERING
o SENDER MANIPULATING THE INFORMATION SO THAT IT CAN BE SEEN
MORE FAVORABLY BY THE RECEIVER
SELECTIVE PERCEPTION
o RECEIVER HEARS WHAT HE WANTS TO HEAR, BASED ON HIS NEEDS
/INTEREST
INFORMATION OVERLOAD
o OVERFLOW OF INFORMATION TO THAT EXTENT THAT IT EXCEEDS AN
INDIVIDUAL’S PROCESSING CAPACITY
DEFENSIVENESS
o WHEN PEOPLE INTERPRET OTHER’S MESSAGES AS THREATENING, IT
RETARDS THE EFFECTIVENESS OF COMMUNICATION
LANGUAGE
o WORD MEANS DIFFERENT THINGS TO DIFFERENT PEOPLE.
o THE MEANING OF THE WORDS, ARE NOT IN THE WORDS, THEY ARE IN
US
JARGON
o SPECIALIZED TERMINOLOGY THAT MEMBERS OF THE GROUP USE
AMONG THEMSELVES
TYPES OF COMMUNICATION:
FORMAL: TASK RELATED COMMUNICATION THAT FOLLOWS THE AUTHORITY
CHAIN
INFORMAL: THE COMMUNICATION GRAPEVINE
VERBAL: CAN BE ORAL OR WRITTEN
NON-VERBAL: MESSAGES COMMUNICATED THROUGH BODY MOVEMENTS
CROSS-CULTURAL COMMUNICATION
A BETTER UNDERSTANDING OF THESE CULTURAL BARRIERS & THEIR
IMPLICATIONS FOR COMMUNICATING ACROSS CULTURES CAN BE ACHIEVED
BY UNDERSTANDING CULTURAL CONTEXT.
A CULTURAL CONTEXT MAY BE:
o HIGH CONTEXT CULTURE
CULTURES THAT RELY HEAVILY ON NON-VERBAL &
SUBTLE SITUATIONAL CUES IN COMMUNICATION
o LOW CONTEXT CULTURE
CULTURES THAT RELY HEAVILY ON WORDS TO CONVEY
MEANING IN COMMUNICATION
THE FOLLOWING GUIDELINES WILL PROVE USEFUL WHEN COMMUNICATING
WITH PEOPLE FROM DIFFERENT CULTURES:
o ASSUME DIFFERENCES UNTIL SIMILARITY IS PROVED.
o ASSUME OTHERS ARE DIFFERENT FROM YOU RATHER THAN ASSUMING
SIMILARITY
o EMPHASIZE DESCRIPTION RATHER THAN INTERPRETATION OR
EVALUATION.
o DELAY JUDGMENT, UNTIL YOU HAD SUFFICIENT TIME TO OBSERVE &
INTERPRET THE SITUATION
o PRACTICE EMPATHY. BEFORE SENDING A MESSAGE PUT YOURSELF IN
THE RECIPIENT’S SHOES
o TREAT YOUR INTERPRETATIONS AS WORKING HYPOTHESIS, THAT
NEEDS FURTHER TESTING., RATHER THAN AS CERTAINTY. CAREFULLY
ASSESS THE FEEDBACK PROVIDED BY RECIPIENTS TO SEE IF IT
CONFIRMS YOUR HYPOTHESIS
HOW TO IMPROVE COMMUNICATION SKILLS?
USE MULTIPLE CHANNELS
TAILOR THE MESSAGE TO THE AUDIENCE
EMPATHIZE WITH OTHERS
HAVE FACE TO FACE COMMUNICATION, WHILE DEALING WITH CHANGE
PRACTICE ACTIVE LISTENING
FEEDBACK
ASSIGNMENT: 1
WHAT CONDITIONS STIMULATE THE EMERGENCE OF RUMOURS?
ASSIGNMENT: 2
INEFFECTIVE COMMUNICATION IS THE FAULT OF THE SENDER. DO YOU AGREE OR
DISAGREE? DISCUSS
ASSIGNMENT: 3
WHAT CAN YOU DO TO IMPROVE THE LIKLIHOOD THAT YOUR COMMUNICATION WILL
BE WELL RECEIVED & UNDERSTOOD AS YOU INTEND?
ASSIGNMENT: 4
“COMMUNICATION IS AN ART OF UNDERSTANDING & NOT MISUNDERSTANDING”
COMMENT
ASSIGNMENT: 5
HOW MIGHT MANAGERS USE THE GRIPEVINE FOR THEIR BENEFIT?
ASSIGNMENT: 6
WHY DO YOU THINK SO MANY PEOPLE ARE POOR LISTENERS
LESSON: 11
LEADERSHIP & TRUST
CHARACTERISTICS OF THE TERM LEADER:
ABILITY TO INFLUENCE A GROUP TO ACCOMPLISH LARGER GOAL
TRANSFORMATIONAL LEADERS
FOCUS ON PEOPLE
TRANSACTIONAL LEADERS:
FOCUS ON TASK
VISIONARY LEADERSHIP:
CREATES &ARTICULATE A REALISTIC / CREDIBLE /ATTRACTIVE VISION OF THE
FUTURE FOR THE ORGANIZATION
BEHAVIOR OF A CHARISMATIC LEADER:
PROJECT A POWERFUL /CONFIDENT /DYNAMIC PRESENCE
ARTICULATE AN OVERREACHING GOAL
COMMUNICATE HIGH PERFORMANCE EXPECTATIONS & CONFIDENCE IN
OTHER’S ABILITY TO MEET THESE EXPECTATIONS
ARE SENSITIVE TO THE NEEDS OF THE FOLLOWERS
DEVELOP PERSONAL RELATIONSHIP WITH MEMBERS
ARE APPROACHABLE
ASK QUESTIONS.
SEEK FEEDBACK
EMOTIONAL INTELLIGENCE & LEADERSHIP:
THE FOLLOWING ARE THE COMPONENTS OF EMOTIONAL INTELLIGENCE
SELF-AWARENESS:
o SELF-CONFIDENCE
o REALISTIC SELF-ASSESSMENT
o SELF-DEPRECIATING SENSE OF HUMOR
SELF-MANAGEMENT
o TRUSTWORTHINESS
o INTEGRITY
o COMFORT WITH AMBIGUITY
o OPENNESS TO CHANGE
SELF-MOTIVATION
o STRONG DRIVE TO ACHIEVE
o OPTIMISM
o HIGH ORGANIZATIONAL COMMITMENT
EMPATHY
o UNDERSTANDING
o SENSITIVITY
SOCIAL SKILLS
o ABILITY TO LEAD CHANGE EFFORTS
o PERSUASIVE
o BUILD & LEAD TEAMS
TEAM LEADERSHIP
TEAM LEADERSHIP S DIFFERENT FROM TRADITIONAL LEADERSHIP
A TEAM LEADER SHOULD HAVE FOLLOWING SKILLS:
o PATIENCE / SHARE INFORMATION / TRUST OTHERS / GIVE UP
AUTHORITY / UNDERSTAND WHEN TO INTERVENE
THEY HAVE TO ASSUME FOLLOWING RESPONSIBILITIES
o COACHING
o FACILITATING
o HANDLING DISCIPLINARY PROBLEMS
o REVIEWING INDIVIDUAL /TEAM PERFORMANCE
o TRAINING
o COMMUNICATION
MANAGE TEAM’S EXTERNAL BOUNDARY & FACILITATE TEAM PROCESS
MORAL LEADERSHIP
LEADERSHIP EFFECTIVENESS NEEDS TO ADDRESS THE MEANS USED TO
ACCOMPLISH GOALS, AS WELL AS CONTENT OF THE GOALS
CROSS-CULTURAL LEADERSHIP
LEADERS ARE CONSTRAINED BY THE CULTURAL CONDITIONS
SHOULD CONSIDER VALUE DIMENSIONS OF NATIONAL CULTURE
LEADERSHIP & TRUST
CHARACTERISTICS OF THE TRUST
o WE TRUST WHOM WE KNOW & KNOWLEDGEABLE PERSONS
o TAKES TIME TO BUILD
o IT IS WILLINGNESS TO TAKE RISK
THE FOLLOWING ARE THE DIMENSIONS OF TRUST:
o INTEGRITY
TRUTHFULNESS / HONESTY
o COMPETENCE
KNOWLEDGEABLE 7 THOSE WITH INTERPERSONAL
RELATIONSHIP SKILLS
o CONSISTENCY
RELIABILITY / PREDICTABILITY
o LOYALTY
DEPENDABILITY
o OPENNESS
TRANSPARENCY
TRUST IS THE FOUNDATION OF LEADERSHIP
THE FOLLOWING ARE THE TYPES OF TRUST:
DETERRENCE-BASED TRUST
o TRUST BASED ON FEAR OF REPRISAL
KNOWLEDGE BASED TRUST
o EXPERTISE
IDENTIFICATION BASED TRUST
o MUTUAL UNDERSTANDING OF EACH OTHERS INTENTIONS
ASSIGNMENT: 1
COMMENT: LEADERS ARE BORN & NOT MADE.
ASSIGNMENT: 2
WHEN MIGHT LEADERS BE IRRELEVANT?
ASSIGNMENT: 3
DO YOU THINK TRUST EVOLVES OUT OF AN INDIVIDUAL’S PERSONAL
CHARACTERISTICS OR OUT OF SPECIFIC SITUATIONS? EXPLAIN
ASSIGNMENT: 4
WHAT ROLE DO YOU THINK TRAINING PLAYS IN AN INDIVIDUAL’S ABILITY TO TRUST?
LESSON 12
POWER & POLITICS
CHARACTERISTICS OF THE TERM POWER:
CAPACITY TO INFLUENCE THE BEHAVIOUR OF ANOTHER TO ACT ACCORDING
ONE’S WISHES.
BASES OF POWER:
COERCIVE: BASED ON FEAR
REWARD: ABILITY TO DISTRIBUTE REWARDS, THAT OTHERS VIEW AS
VALUABLE
LEGITIMATE: BASED ON POWER / POSITION ONE HOLDS IN AN ORGANIZATION
EXPERT: BASED ON KNOWLEDGE / SKILLS
REFERENT: INFLUENCE BASED ON PERSONAL TRAITS POSSESSED BY AN
INDIVIDUAL
DEPENDENCY: THE KEY TO POWER:
POWER CREATES DEPENDENCY
DEPENDENCY IS CREATED WHEN RESOURCES ONE CONTROLS IS
o IMPORTANT
o SCARCITY
o NON-SUITABILITY [NO SUBSTITUTE]
CHARACTERISTICS OF THE TERM POWER TACTICS
TRANSLATING POWER BASES INTO SPECIFIC ACTION
TACTICS HAS FOLLOWING DIMENSIONS:
o REASON:: APPEALS TO LOGIC
o FRIENDLINESS: FLATTERING PRIOR TO MAKING REQUEST
o COALITION: GETTING THE SUPPORT OF OTHERS
o BARGAINING: NEGOTIATE TO EXCHANGE OF BENEFITS / FAVOURS
o ASSERTIVENESS: BEING FIRM
o HIGHER AUTHORITY: GAINING THE SUPPORT OF HIGHER LEVELS,
o SANCTIONS: REWARDS & PUNISHMENTS
CHARACTERISTICS OF THE TERM POLITICS
POWER IN ACTION FOR SELF-INTEREST
POLITICS IS IN THE EYES OF THE BEHOLDER
CHARACTERISTICS OF THE TERM POLITICAL BEHAVIOUR
THOSE ACTIVITIES THAT ARE NOT REQUIRED AS PART OF ONE’S FORMAL
ROLE IN THE ORGANIZATION
BUT THAT INFLUENCES OR ATTEMPTS TO INFLUENCE THE DISTRIBUTION OF
ADVANTAGES & DISADVANTAGES WITHIN THE ORGANIZATION
TWO TYPES:
o LEGITIMATE: NORMAL EVERYDAY POLITICS
o ILLEGITIMATE: VIOLATES THE IMPLIED RULES OF THE GAME
FACTORS CONTRIBUTING TO POLITICAL BEHAVIOUR
INDIVIDUAL
ORGANIZATION
IMPROVING POLITICAL EFFECTIVENESS IN THE ORGANIZATION
FRAME ARGUMENTS IN FAVOUR OF ORGANIZATIONAL GOALS
DEVELOP THE RIGHT IMAGE
GAIN ORGANIZATIONAL RESOURCES
MAKE YOURSELF APPEAR INDISPENSABLE
DEVELOP POWERFUL ALLIES
AVOID TAINTED MEMBERS
SUPPORT YOUR BOSS
CHARACTERISTICS OF THE TERM IMPRESSION MANAGEMENT
CONTROLLING THE IMPRESSIONS OF OTHERS OF THEM
TECHNIQUES ADOPTED:
CONFORMITY
o AGREEING WITH SOMEONE, TO GAIN APPROVAL
o EXAMPLE: A MANAGER TELLS HIS BOSS: “YOU ARE ABSOLUTELY
RIGHT ON YOUR REORGANIZATION PLAN FOR THE WESTERN REGIONAL
OFFICE. I COULDN’T AGREE WITH YOU MORE
EXCUSES
o EXPLANATION OF PREDICAMENT, TO MINIMIZE THE SEVERITY OF THE
PREDICAMENT
o EXAMPLE: SALES MANAGER BOSS: WE FAILED TO GET THE AD IN THE
PAPER ON TIME, BUT NO ONE RESPONDS TO THOSE ADS ANYWAY
APOLOGIES
o ADMITTING RESPONSIBILITY, & SIMULTANEOUSLY SEEKING TO GET
PARDON FOR THE ACTION
o EXAMPLE: EMPLOYEE TO BOSS: “I AM SORRY I HAVE MADE A MISTAKE
ON THE REPORT. PLEASE FORGIVE ME.
ACCLAMATIONS
o EXPLAINING OF FAVOURABLE EVENT TO MAXIMIZE THE DESIRABLE
IMPLICATIONS FOR ONESELF
o EXAMPLE: A SALES PERSON INFORMS HIS PEER: “THE SALES IN OUR
DIVISION HAVE NEARLY DOUBLED SINCE I WAS HIRED
FLATTERY
o COMPLIMENTING OTHERS WITH AN INTENTION TO MAKE ONESELF
LIKABLE
o EXAMPLE: NEW SALES TRAINEE TO PEER: “YOU HANDLED THAT
CLIENT’S COMPLAINT SO TACTFULLY! I COULD NOT HAVE HANDLED
THAT AS WELL AS YOU DID
FAVOURS
o DOING SOMETHING NICE TO FOR SOMEONE TO GAIN THEIR APPROVAL
o EXAMPLE: SALES PERSON TO A PROSPECTIVE CLIENT: I HAVE TWO
TICKETS TO THE THEATER TONIGHT THAT I CAN’T USE. TAKE THESE.
CONSIDER IT AS THINK YOU FOR TAKING THE TIME TO TALK WITH ME
ASSOCIATION
o ENHANCING OR PROTECTING ONE’S IMAGE BY MANAGING
INFORMATION ABOUT PEOPLE & THINGS WITH WHICH ONE IS
ASSOCIATED
o EXAMPLE: A JOB APPLICANT SAYS TO AN INTERVIEWER: WHAT A
COINCIDENCE. YOUR BOSS & I WERE ROOM MATE IN COLLEGE
CHARACTERISTICS OF THE TERM DEFENSIVE BEHAVIOUR:
REACTIVE & PROTECTIVE BEHAVIORS
TO AVOID ACTION / BLAME / CHANGE
AVOIDING ACTION:
FOLLOWING ARE THE WAYS TO AVOID ACTIONS:
OVER-CONFORMING
o RIGID ADHERENCE TO RULES / POLICIES / PRECEDENTS
BUCK PASSING
o TRANSFER RESPONSIBILITY FOR THE EXECUTION OF THE TASK /
DECISION TO SOMEONE ELSE
PLAYING DUMB
o AVOID AN UNWANTED TASK BY FALSELY PLEADING IGNORANCE OR
INABILITY
DE-PERSONALIZING
o TREAT OTHER PEOPLE AS OBJECTS OR NUMBERS
o DISTANCING ONESELF FROM OTHERS
STRETCHING & SMOOTHING
o STRETCHING REFERS TO PROLONGING A TASK SO THAT YOU APPEAR
TO BE OCCUPIED
o SMOOTHING REFERS TO COVERING UP FLUCTUATIONS IN EFFORT OR
OUTPUT
STALLING
o SUPPORT PUBLICLY, BUT DO NOTHING PRIVATELY
AVOIDING BLAME
BUFFING
o COVERING YOUR REAR
PLAYING SAFE
o EVADE SITUATIONS THAT MAY REFLECT UNFAVOURABLY ON YOU
o TAKE THOSE PROJECTS WHICH HAS HIGH PROBABILITY OF SUCCESS
o TAKING NEUTRAL STAND IN CONFLICTS
JUSTIFYING
o DEVELOPING EXPLANATIONS THAT LESSEN YOUR RESPONSIBILITY
FOR A NEGATIVE OUTCOME
SCAPEGOAT
o PUT THE BLAME ON EXTERNAL FACTORS
MISREPRESENTING
o MANIPULATION OF INFORMATION
ASSIGNMENT: 1
STATE THE PROS & CONS: EMPOWERMENT IMPROVES EMPLOYEES PRODUCTIVITY
ASSIGNMENT: 2
POLITICS ISN’T INHERENTLY BAD. IT IS MERELY A WAY TO GET THINGS
ACCOMPLISHED WITHIN ORGANIZATIONS. DO YOU AGREE OR DISAGREE? DEFEND
YOUR POSITION.
ASSIGNMENT: 3
YOU ARE A SALES REPRESENTATIVE FOR AN INTERNATIONAL SOFTWARE COMPANY.
AFTER FOUR EXCELLENT YEARS, SALES IN YOUR TERRITORY ARE OFF 30% THIS
YEAR. DESCRIBE THREE DEFENSIVE RESPONSES YOU MIGHT USE TO REDUCE THE
POTENTIAL NEGATIVE CONSEQUENCES OF THIS DECLINE IN SALES.
ASSIGNMENT: 4
WHAT ETHICAL IMPLICATIONS ARE THERE IF ANY, IN USING IMPRESSION
MANAGEMENT?
ASSIGNMENT: 5
WHAT FACTORS CONTRIBUTE TO POLITICAL ACTIVITY?
LESSON 13
CONFLICT & NEGOTIATION
CHARACTERISTICS OF THE TERM CONFLICT:
MISUNDERSTANDING OVER AN ISSUE, BECAUSE OF DIFFERENCES IN
PERCEPTION
CAN BE
o FUNCTIONAL: IMPROVES PERFORMANCE
o DYSFUNCTIONAL: HINDERS PERFORMANCE
FOLLOWING ARE THE AREAS OF CONFLICT
o TASK: CONTENTS / GOALS
o RELATIONSHIP: PEOPLE
o PROCESS: METHODOLOGY OF GETTING WORK DONE
CONFLICT PROCESS
CONSISTS OF FOLLOWING STAGES:
o POTENTIAL OPPOSITION
o COGNITION & PERSONALIZATION
o INTENTIONS
o BEHAVIOUR
o OUTCOMES
POTENTIAL OPPOSITION:
THE SOURCE OF CONFLICT EXISTS IN
o COMMUNICATION
o STRUCTURE
o PERSONAL VARIABLES
COGNITION & PERSONALIZATION
CONFLICT COULD BE AT
o THOUGHT LEVEL
o FEELING LEVEL
INTENTIONS
DECISIONS TO ACT IN A PARTICULAR WAY
HAS TWO DIMENSIONS:
o WIN-WIN OUTCOME
o WIN-LOOSE OUTCOME.
BEHAVIORS
CONFLICTS BECOME VISIBLE
EVERY BEHAVIOUR IS NOT AN OUTCOME OF INTENTIONS SOMETIMES IT IS AN
OUTCOME OF STIMULUS
FUNCTIONAL CONFLICTS ARE RESULT OF STIMULUS [NOT INTENTIONAL]
WHILE DYSFUNCTIONAL CONFLICTS ARE INTENTIONAL
OUTCOME
THE OUTCOMES COULD BE FUNCTIONAL / DYSFUNCTIONAL
GUIDELINES FOR RESOLVING CONFLICTS:
COMPETITION / COLLABORATION / AVOIDANCE / ACCOMMODATION /
COMPROMISE / NEGOTIATION
COMPETITION:
USE
WHEN QUICK DECISIVE ACTION IS VITAL
WHEN UNPOPULAR ACTIONS NEED IMPLEMENTING
ON ISSUES VITAL TO THE ORGANIZATION’S WELFARE
AGAINST PEOPLE WHO TAKE ADVANTAGE OF NONCOMPETITIVE BEHAVIOR
COLLABORATION:
USE:
TO FIND AN INTEGRATIVE SOLUTION WHEN BOTH SETS OF CONCERNS ARE
TOO IMPORTANT TO BE COMPROMISED
WHEN YOUR OBJECTIVE IS TO LEARN
TO GAIN COMMITMENT
TO WORK THROUGH FEELINGS THAT HAVE INTERFERED WITH A
RELATIONSHIP
AVOIDANCE:
USE:
WHEN ISSUE IS TRIVIAL
WHEN YOU PERCEIVE NO CHANCE OF SATISFYING YOUR CONCERNS
WHEN POTENTIAL DISRUPTION OUTWEIGHS THE BENEFITS OF RESOLUTION
TO LET PEOPLE COOL & REGAIN PERSPECTIVE
WHEN GATHERING INFORMATION SUPERSEDES IMMEDIATE DECISION
WHEN OTHERS CAN RESOLVE THE CONFLICT MORE EFFECTIVELY
WHEN ISSUES SEEMS TANGENTIAL
ACCOMMODATION:
USE:
WHEN YOU FIND YOU ARE WRONG, & WANT TO SHOW YOUR
REASONABLENESS
WHEN ISSUES ARE MORE IMPORTANT TO OTHERS THAN YOURSELF
TO SATISFY OTHERS & MAINTAIN COOPERATION
BUILD SOCIAL CREDITS FOR LATER ISSUES
TO MINIMIZE LOSS WHEN YOU ARE OUTMATCHED & LOSING
WHEN HARMONY & STABILITY ARE ESPECIALLY IMPORTANT
ALLOW EMPLOYEES TO DEVELOP BY LEARNING FROM MISTAKES
COMPROMISE:
WHEN GOALS ARE IMPORTANT BUT NOT WORTH THE EFFORT OF POTENTIAL
DISRUPTIONS
WHEN OPPONENTS WITH EQUAL POWER ARE COMMITTED TO EXCLUSIVE
GOALS
TO ACHIEVE TEMPORARY SETTLEMENT TO COMPLEX ISSUES
TO ARRIVE AT EXPEDIENT SOLUTIONS UNDER TIME PRESSURE
AS BACKUP WHEN COLLABORATION / COMPETITION IS UNSUCCESSFUL
NEGOTIATION:
SEE BELOW
CONCLUSION:
CREATE FUNCTIONAL CONFLICTS IN THE ORGANIZATION:
FOLLOWING ARE SOME OF THE METHODS:
o REWARD DISSENTERS; & PUNISH CONFLICT DISSENTERS
o ALLOW YOUR BOSS TO EVALUATE / CRITICIZE THEIR BOSSES
o BUILD DEVIL’S ADVOCATE IN DECISION MAKING PROCESS
CHARACTERISTICS OF THE TERM NEGOTIATION:
FOLLOWING ARE THE TYPES:
o DISTRIBUTIVE
OUTCOME IS WIN: LOOSE
RELATIONSHIP IS SHORT-TERM
INTEREST IS OPPOSED TO EACH OTHER
o INTEGRATIVE
OUTCOME IS: WIN: WIN
RELATIONSHIP IS LONG TERM
INTEREST CONVERGES
DO NOT CONCENTRATE ON OPPONENT’S PERSONALITY, BUT ON ISSUES &
SITUATIONAL FACTORS
ASSIGNMENT: 1
STATE THE POINT & COUNTERPOINT: CONFLICT BENEFITS ORGANIZATION.
ASSIGNMENT: 2
UNDER WHAT CONDITIONS MIGHT CONFLICT BE BENEFICIAL TO AN ORGANIZATION?
ASSIGNMENT: 3
HOW COULD A MANAGER STIMULATE CONFLICT IN HIS HER DEPARTMENT?
ASSIGNMENT: 4
HOW DO MEN & WOMEN DIFFER IF AT ALL IN THEIR NEGOTIATION APPROACHES?
ASSIGNMENT: 5
DO YOU THINK COMPETITION & CONFLICT ARE DIFFERENT? EXPLAIN
ASSIGNMENT: 6
“PARTICIPATION IS AN EXCELLENT METHOD FOR IDENTIFYING DIFFERENCES &
RESOLVING CONFLICTS” DO YOU AGREE OR DISAGREE? DISCUSS
ASSIGNMENT: 7
CONFLICTS ARE INEVITABLE. THEN WHY WASTE TIME IN LEARNING HOW TO MANAGE
THEM.
LESSON 14
ORGANIZATION CULTURE
CHARACTERISTICS OF THE TERM INSTITUTIONALIZATION
WHEN AN ORGANIZATION TAKES ON A LIFE OF ITS OWN
APART FROM ANY OF ITS MEMBERS
AND ACQUIRES AN IMMORTALITY
CHARACTERISTICS OF THE TERM ORGANIZATIONAL CULTURE
A COMMON PERCEPTION HELD BY THE ORGANIZATION’S MEMBERS
A SYSTEM OF SHARED MEANING
CONSISTS OF
o INNOVATION & RISK TAKING
o ATTENTION TO DETAIL
o OUTCOME ORIENTATION
o PEOPLE ORIENTATION
o TEAM ORIENTATION
o AGGRESSIVENESS
o STABILITY
ORGANIZATION DOES NOT HAVE UNIFORM CULTURE. MOST ORGANIZATIONS
HAVE
o DOMINANT CULTURE
EXPRESSES THE CORE VALUES THAT ARE SHARED BY A
MAJORITY OF ITS MEMBERS
o SUBCULTURE
MINI-CULTURES WITHIN THE ORGANIZATION
TYPICALLY DEFINED BY DEPARTMENTS
CULTURE IS THE SOCIAL GLUE THAT HELPS HOLD THE ORGANIZATION
TOGETHER
ORGANIZATION CULTURE IS CLOSELY INTERTWINED WITH NATIONAL CULTURE
IT INCREASES BEHAVIOURAL CONSISTENCY. THE STRONGER THE
ORGANIZATION’S CULTURE, LESS IS THE NEED TO DEVELOP FORMAL RULES &
REGULATIONS TO GUIDE THE BEHAVIOUR OF THE EMPLOYEES
ON THE FOLLOWING OCCASIONS, CULTURE CAN BECOME A LIABILITY
o BARRIER TO CHANGE
HAPPENS WHEN EXTERNAL ENVIRONMENT IS DYNAMIC
o BARRIER TO DIVERSITY
PUTS PRESSURE TO CONFORM
o BARRIER TO MERGERS & ACQUISITIONS
COMPATIBILITY OF CULTURE IS CRITICAL
CREATING & SUSTAINING CULTURE
FOUNDERS OF AN ORGANIZATION TRADITIONALLY HAVE A MAJOR IMPACT ON
THE ORGANIZATION’S EARLY CULTURE
THE PROCESS OF CULTURE CREATION OCCURS IN THE FOLLOWING WAYS:
o FOUNDERS HIRE & KEEP THOSE EMPLOYEES, WHO THINK & FEEL LIKE
THEM
o THROUGH PROCESS OF SOCIALIZATION
o THEIR OWN BEHAVIOUR, WHICH SERVES AS A ROLE MODEL
IT IS IMPORTANT THAT EXPECTATIONS & REALITY MATCHES. THIS IS WHAT
THE PROCESS OF SOCIALIZATION DOES, WHEREIN THE NEW EMPLOYEE
LEARNS / ADAPTS HIS THINKING / FEELING AS PER THE CULTURE OF THE
ORGANIZATION
HENCE THE PROCESS OF SOCIALIZATION IS VERY CRUCIAL IN AN
ORGANIZATION
HOW EMPLOYEES LEARN NEW CULTURE?
STORIES / RITUALS / MATERIAL SYMBOLS / LANGUAGES
MATCHING PEOPLE WITH CULTURES:
THERE ARE TWO DIMENSIONS TO ORGANIZATIONAL CULTURE
o SOCIALABILITY
MEASURES FRIENDLINESS
PEOPLE HELP OTHERS WITHOUT EXPECTATIONS
PEOPLE CARE FOR EACH OTHER
FOCUS IS ON PROCESS; RATHER THAN ON OUTCOMES
o SOLIDARITY
MEASURES TASK ORIENTATION
PEOPLE RALLY AROUND COMMON INTERESTS / GOALS
OVERLOOK PERSONAL BIASES
HIGH ATTENTION TO DETAIL
ARE ALSO HIGH ON AGGRESSIVENESS
THE ABOVE TWO DIMENSION GIVES RISE TO FOUR TYPES OF CULTURE
o NETWORKED
HIGH ON SOCIALABILITY
LOW ON SOLIDARITY
MEMBERS ARE VIEWED AS FAMILY
o MERCENARY
HIGH ON SOLIDARITY
LOW ON SOCIALABILITY
POWERFUL SENSE OF PURPOSE
FIERCELY FOCUSED ON GOAL
o FRAGMENTED
LOW ON SOCIALABILITY / SOLIDARITY
SELF-INTEREST PREVAILS
o COMMUNAL
HIGH ON SOCIALABILITY / SOLIDARITY
VALUES BOTH FRIENDSHIP /PERFORMANCE
ASSIGNMENT: 1
DISCUSS IN FAVOUR & AGAINST: “ORGANIZATIONAL CULTURE CAN’T BE CHANGED.
ASSIGNMENT: 2
WHAT IS THE DIFFERENCE BETWEEN ORGANIZATION CULTURE & JOB SATISFACTION?
ASSIGNMENT: 3
STATE THE DIFFERENCES BETWEEN ORGANIZATION CULTURE & ORGANIZATION
CLIMATE WITH EXAMPLES.
ASSIGNMENT: 3
CAN AN EMPLOYEE SURVIVE IN AN ORGANIZATION IF HE OR SHE REJECTS IT CORE
VALUES? EXPLAIN.
ASSIGNMENT: 4
WHAT DEFINES AN ORGANIZATION’S SUBCULTURE?
ASSIGNMENT: 5
CONTRAST ORGANIZATIONAL CULTURE WITH NORMAL CULTURE
ASSIGNMENT: 6
HOW CAN CULTURE BE A LIABILITY TO AN ORGANIZATION?
ASSIGNMENT: 7
WHAT BENEFITS CAN SOCIALIZATION PROVIDE FOR THE ORGANIZATION? FOR THE NE
W EMPLOYEE
ASSIGNMENT: 8
HOW IS LANGUAGE RELATED TO ORGANIZATIONAL CULTURE?
ASSIGNMENT: 9
IS SOCIALIZATION & BRAINWASHING SAME. EXPLAIN
ASSIGNMENT: 10
CAN YOU IDENTIFY A SET OF CHARACTERISTICS THAT DESCRIBES YOUR COLLEGE’S
CULTURE?
PART 4: THE ORGANIZATION SYSTEM IS BEING DEALT IN HR
HENCE NOT TAKEN, EXCEPT ORGANIZATIONAL CULTURE
LESSON 15
ORGANIZATIONAL CHANGE & STRESS MANAGEMENT
FORCES OF CHANGE
TECHNOLOGY
o OUTCOME FLATTER ORGANIZATIONAL STRUCTURE
o FOCUS ON CORE JOB.
COMPETITION
o COMPETITION IS NOT ONLY FROM LOCAL / NATIONAL BUT
INTERNATIONAL PLAYERS
CHANGING NATURE OF THE WORKFORCE
o WORKFORCE ARE PROFESSIONALS / YOUNG
o WORKFORCE IS FROM DIVERSE BACKGROUND
o WOMEN HAVE BECOME CAREER ORIENTED
ECONOMIC SHOCKS
o OIL PRICES AFFECTS ECONOMICS OF THE COUNTRY
o ECONOMIC PROBLEMS IN RUSSIA / ASIA / LATIN AMERICA HAVE
ROCKED WORLD STOCK MARKET & FORCED BANKS TO TAKE HEAVY
LOSSES
SOCIAL TRENDS
o VALUES ARE UNDERGOING CHANGE
o SINGLE PARENTING IS ON RISE
o MARRIAGE GETTING DELAYED
o DIVORCE RATE ON RISE
o PURCHASING POWER OF PEOPLE HAVE GONE UP
WORLD POLITICS
o REUNIFICATION OF GERMANY
o BREAKUP OF SOVIET RUSSIA
o OPENING OF MARKETS OF CHINA
CHARACTERISTICS OF THE TERM CHANGE
MAKING THINGS DIFFERENT
CHARACTERISTICS OF THE TERM PLANNED CHANGE
CHANGE ACTIVITIES ARE INTENTIONAL & GOAL ORIENTED
CHARACTERISTICS OF THE TERM CHANGE AGENT
PERSONS WHO ACTS AS CATALYSTS & ASSUMES RESPONSIBILITY FOR
MANAGING CHANGE ACTIVITIES
A CHANGE AGENT HAS THE FOLLOWING OPTIONS TO BRING ABOUT CHANGE:
o STRUCTURE
o TECHNOLOGY
o PHYSICAL SETTING
o PEOPLE
STRUCTURE
INVOLVES ALTERATIONS IN
o AUTHORITY RELATIONS
o COORDINATION MECHANISM
o JOB REDESIGN
TECHNOLOGY
CHANGING THE METHODS OF WORKING
CHANGING THE EQUIPMENTS /MACHINERY INVOLVED IN WORK
PHYSICAL-SETTING
INVOLVES ALTERING
o SPACE / LAYOUT
PEOPLE
CHANGE IN:
ATTITUDES / SKILLS / EXPECTATIONS / PERCEPTIONS / BEHAVIOUR
RESISTANCE TO CHANGE
INDIVIDUAL
ORGANIZATION
INDIVIDUAL
CONSISTS OF
HABIT
SECURITY
ECONOMIC FACTORS
FEAR OF UNKNOWN
SELECTIVE INFORMATION PROCESSING
HABIT
PROGRAMMED RESPONSES
PROVIDES STABILITY
SECURITY
FEELING OF SAFETY AGAINST LOOSING JOB
ECONOMIC FACTORS
IF PAY IS TIED TO PRODUCTIVITY.
PAY BECOMES VARIABLE
FEAR OF UNKNOWN
UNCERTAINTY / AMBIGUITY CREATES FEAR; FOR WE DO NOT KNOW HOW TO
HANDLE IT
SELECTIVE INFORMATION PROCESSING
WE DO NOT LIKE TO CHANGE OUR PERCEPTIONS. THAT’S WHY WE WOULD
LIKE TO SEE OR HEAR WHAT ONE WOULD LIKE TO SEE / HEAR
ORGANIZATION
CONSISTS OF
STRUCTURAL INERTIA
LIMITED FOCUS OF CHANGE
GROUP INERTIA
THREAT TO EXPERTISE
THREAT TO ESTABLISHED POWER RELATIONSHIP
THREAT TO ESTABLISHED RESOURCE ALLOCATION
STRUCTURAL INERTIA
ORGANIZATIONS HAVE BUILT-IN MECHANISM TO PRODUCE STABILITY
AND WHEN ORGANIZATION IS CONFRONTED WITH CHANGE, THIS STRUCTURAL
INERTIA ACTS AS COUNTERBALANCE TO SUSTAIN STABILITY
LIMITED FOCUS OF CHANGE
ORGANIZATIONS ARE MADE UP OF A NUMBER OF INTERDEPENDENT
SUBSYSTEMS
YOU CAN’T CHANGE ONE WITHOUT AFFECTING
CHANGE ALWAYS CREATES A CHAIN REACTION
GROUP INERTIA
EVEN IF INDIVIDUAL WANTS TO CHANGE, GROUP NORMS MAY ACT AS
CONSTRAINTS
THREAT TO EXPERTISE
SPECIALIST LOOSE THEIR IMPORTANCE
THREAT TO ESTABLISHED POWER RELATIONSHIP
REDISTRIBUTION OF DECISION MAKING AUTHORITY CAN THREATEN THOSE IN
WHOM THE DECISION MAKING AUTHORITY WAS CENTRALIZED
THREAT TO ESTABLISHED RESOURCE ALLOCATIONS
THOSE WHO WERE CONTROLLING RESOURCES CAN SEE CHANGE AS THREAT
OVERCOMING RESISTANCE TO CHANGE:
EDUCATION & COMMUNICATION
FACILITATION & SUPPORT
NEGOTIATION
MANIPULATION & COOPTATION
COERCION
APPROACHES TO MANAGING ORGANIZATIONAL CHANGES:
LEWIN’S THREE STEP MODEL
o UNFREEZING
BREAKING THE CURRENT STAGE
o MOVEMENT / CHANGE
IMPLEMENTING THE DESIRED STAGE
o REFREEZING
STANDARDIZING THE DESIRED CHANGE
FORCE THEORY
o STATUS QUO CAN BE CONSIDERED AS EQUILIBRIUM
o CHANGE IS SHIFTING THE EQUILIBRIUM
o EQUILIBRIUM IS SUBJECT TO DRIVING & RESTRAINING FORCES
o DRIVING FORCE ENABLES TO BRING ABOUT THE CHANGE, BY SHIFTING
THE EQUILIBRIUM
o RESTRAINING FORCE PREVENTS THE CHANGE TO TAKE PLACE
o TO BRING ABOUT CHANGE, CONCENTRATE ON DRIVING FORCES, &
CONTROL RESTRAINING FORCES
ACTION RESEARCH
o A CHANGE PROCESS BASED ON
o SYSTEMATIC COLLECTION OF DATA
o AND THEN SELECTION OF A CHANGE ACTION
o BASED ON WHAT THE ANALYZED DATA INDICATES
ORGANIZATION DEVELOPMENT
A COLLECTION OF PLANNED CHANGE INTERVENTIONS
BUILT ON HUMANISTIC-DEMOCRATIC VALUES
THAT SEEKS TO IMPROVE ORGANIZATIONAL EFFECTIVENESS
AND EMPLOYEE WELL-BEING
THE FOLLOWING UNDERLYING VALUES IDENTIFIES OD EFFORTS
o RESPECT FOR PEOPLE
o TRUST & SUPPORT
o POWER EQUALIZATION
o PROBLEM CONFRONTATION
o PARTICIPATION
FOLLOWING ARE THE OD INTERVENTION FOR BRINGING ABOUT THE CHANGE
o SENSITIVITY TRAINING
o SURVEY FEEDBACK
o PROCESS CONSULTATION
o TEAM BUILDING
o INTER-GROUP DEVELOPMENT
SENSITIVITY TRAINING
TRAINING GROUPS THAT SEEK TO CHANGE BEHAVIOUR THROUGH
UNSTRUCTURED GROUP INTERACTION
SURVEY FEEDBACK
THE USE OF QUESTIONNAIRE TO IDENTIFY DISCREPANCIES AMONG MEMBER
PERCEPTIONS: DISCUSSIONS FOLLOWS & REMEDIES ARE SUGGESTED
PROCESS CONSULTATION
CONSULTANT GIVES A CLIENT INSIGHT INTO WHAT IS GOING ON AROUND THE
CLIENT, BETWEEN THE CLIENT & THE OTHER PEOPLE, WITHIN THE CLIENT;
IDENTIFIES PROCESSES THAT NEED IMPROVEMENT
TEAM BUILDING
HIGH INTERACTION AMONG TEAM MEMBERS TO INCREASE TRUST &
OPENNESS
INTER-GROUP DEVELOPMENT
OD EFFORTS TO CHANGE THE ATTITUDES, STEREOTYPES, & PERCEPTIONS
THAT GROUPS HAVE OF EACH OTHER
CONTEMPORARY CHANGE ISSUES FOR TODAY’S MANAGERS
INNOVATION
o A NEW IDEA APPLIED TO INITIATING OR IMPROVING A PRODUCT /
PROCESS / SERVICE
o INNOVATIVE ORGANIZATIONS ENCOURAGE EXPERIMENTATION.
REWARD BOTH SUCCESS & FAILURE. CELEBRATE MISTAKES
o INNOVATIVE ORGANIZATIONS HAVE IDEA CHAMPIONS. THEY ARE THE
ONES WHO ENTHUSIASTICALLY PROMOTE THE IDEA, BUILD SUPPORT,
OVERCOME RESISTANCE & ENSURE IT IS IMPLEMENTED
LEARNING ORGANIZATION
o AN ORGANIZATION THAT HAS DEVELOPED THE CONTINUOUS CAPACITY
TO ADAPT & CHANGE
o FOLLOWING ARE THE CHARACTERISTICS OF A LEARNING
ORGANIZATION:
THERE EXISTS A SHARED VISION ON WHICH EVERYONE AGREES
PEOPLE DISCARD THEIR OLD WAYS OF THINKING, & THE STANDARD ROUTINES
THEY USE FOR SOLVING PROBLEMS OR DOING THEIR JOBS
MEMBERS THINK OF ORGANIZATIONAL PROCESSES, ACTIVITIES, FUNCTIONS,
& INTERACTIONS WITH HE ENVIRONMENT AS A PART OF A SYSTEM OF
INTERRELATIONSHIPS
PEOPLE OPENLY COMMUNICATE WITH EACH OTHER WITHOUT FEAR OF
CRITICISM OR PUNISHMENT
PEOPLE SUBLIMATE THEIR PERSONAL SELF-INTEREST & FRAGMENTED
DEPARTMENTAL INTERESTS TO WORK TOGETHER TO ACHIEVE THE
ORGANIZATION’S SHARED VISION
o TO MAKE ONE’S ORGANIZATION AS LEARNING ORGANIZATION, DO THE
FOLLOWING:
ESTABLISH A STRATEGY
MANAGEMENT SHOULD BE COMMITTED TO CHANGE /
INNOVATION / CONTINUOUS IMPROVEMENT
REDESIGN THE ORGANIZATION STRUCTURE
FLATTEN THE STRUCTURE
ELIMINATE OR COMBINE DEPARTMENTS
INCREASE USE OF CROSS-FUNCTIONAL TEAMS
REINFORCE INTERDEPENDENCE
DO AWAY WITH BOUNDARIES BETWEEN PEOPLE
RESHAPE THE ORGANIZATION’S CULTURE
CULTURE SHOULD HAVE THE FOLLOWING FACTORS
o RISK TAKING / OPENNESS
WORK STRESS & ITS MANAGEMENT
CHARACTERISTICS OF THE TERM STRESS:
STRESS IS ASSOCIATED WITH
o CONSTRAINTS: PREVENTS ONE FROM DOING WHAT ONE DESIRES
o DEMANDS: LOSS OF SOMETHING DESIRED
CAUSE OF STRESS IS EXTERNAL; ITS EFFECT IS INTERNAL
POTENTIAL SOURCE OF STRESS
INPUTS
o ENVIRONMENTAL FACTORS
THERE IS ALWAYS UNCERTAINTY IN ENVIRONMENT
o ORGANIZATIONAL FACTORS
INCLUDES
o TASK DEMANDS
o ROLE DEMANDS
o INTERPERSONAL DEMANDS
o ORGANIZATIONAL STRUCTURE / LEADERSHIP
o ORGANIZATION’S LIFE CYCLE
o INDIVIDUAL FACTORS
FAMILY PROBLEMS
ECONOMIC PROBLEMS
PERSONALITY
PROCESS
o INDIVIDUAL DIFFERENCES
INCLUDES:
o PERCEPTION
o JOB EXPERIENCE [SENIOR BECOME LESS IMMUNE
TO STRESS]
o SOCIAL SUPPORT
o LOCUS OF CONTROL
o HOSTILITY [ANGER MISTRUSTFUL]
CONSEQUENCES [OUTPUTS] OF STRESS
o PHYSIOLOGICAL SYMPTOMS
EXAMPLES:
HEADACHES / HIGH BLOOD PRESSURE / HEART DISEASE
o PSYCHOLOGICAL SYMPTOMS
ANXIETY / DEPRESSION / DECREASE IN JOB SATISFACTION
o BEHAVIOURAL SYMPTOMS
PRODUCTIVITY \ ABSENTEEISM / TURNOVER
MANAGING STRESS
TWO APPROACHES
o INDIVIDUAL / ORGANIZATION
INDIVIDUAL
TIME MANAGEMENT TECHNIQUES
PHYSICAL EXERCISE
RELAXATION TRAINING
SOCIALIZATION
ORGANIZATIONAL
IMPROVED PERSONNEL SELECTION & JOB PLACEMENT
REALISTIC GOAL SETTING
REDESIGNING OF JOBS
INCREASED EMPLOYEE INVOLVEMENT
IMPROVED ORGANIZATIONAL COMMUNICATION
ESTABLISHMENT OF CORPORATE WELLNESS PROGRAMS [EMPLOYEE’S
PHYSICAL & MENTAL CONDITIONS
ASSIGNMENT: 1
WHAT IS MEANT BY THE PHRASE “WE LIVE IN AN AGE OF DISCONTINUITY?
ASSIGNMENT: 2
“RESISTANCE TO CHANGE IS AN IRRATIONAL RESPONSE” DO YOU AGREE OR
DISAGREE? EXPLAIN.
ASSIGNMENT: 3
WHY IS PARTICIPATION CONSIDERED SUCH AN EFFECTIVE TECHNIQUE FOR
LESSENING RESISTANCE TO CHANGE?
ASSIGNMENT: 4
ARE ALL MANAGERS CHANGE AGENTS? DISCUSS
THANK YOU FOR YOUR PATIENT LISTENING
THE END