Organizational BehaviorNishant Varshney (13)Nishant Kumar (22)Anna Jain (51)Megha Singh (53)Heena Vyas (57)Aakash Minocha (60)

FLOW OF PRESENTATION

●Objective●Literature●Methodology●Analysis of the study●Comparative study of ICICI and M&M

●Findings

Objective

To analyze and study the behavior of Senior Managers in Organization with the help of

…… LBAP (Leadership Behavior Assessment

Profile). MBTI (Myers-Briggs Type Indicator). EIS (Emotional Intelligence Survey). DLES (Dhar and Pethe Leadership

Effectiveness Scale).

Literature Review• MBTI (Myers-Briggs Type Indicator)

▫ MBTI categorization can influence careers, leadership situation, creation of teams, conflict resolution etc.

▫ Recently MBTI has also been used by online services for a kind of match making, i.e. by www.perfectmatch.com in the form of Duet Total Compatibility System.

▫ Use of the Myers-Briggs Type Indicator as an Organisational Change Device in an Australian Industrial Firm called Steelco, a heavy manufacturing company with its headquarters in Australia.

• EIS (Emotional Intelligence Survey)

▫ “When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion” (Dale Carnegie).

▫ “…the ability to manage ones own emotions and the emotions of others to promote growth,, well-being,, and functional social relations” (Barrett and Salovey 1)

▫ Emotional Quotient Difference Get Smart (Eugene Kaluzniacky) Mental Fitness at Work (Bob Acton) Can you, should you, use EI as a tool (Roy Lubit) The way we are (Hybrid of Theory X and Y, McGregor)

•LBAP (Leadership Behavior Assessment Profile)

▫Leadership Behavior is a Success variable for an organization.

Study conducted in SGS, a manufacturing unit of Premium Suiting…on how manager’s leadership style affects the organization growth?

Result emphasized on WIN – WIN Style.

•DLES (Dhar and Pethe Leadership Effectiveness Scale)▫More the effective leader is the more will

be his productivity. (P. Robbins)

▫A survey was conducted across Cambodia on Political Leaders on their Effectiveness, and how with their leadership they influences the masses? The result of the survey in the nutshell was;

Its not Leadership style which matters, but what is important is its effectiveness in different situation hence thereby influencing the masses.

Methodology of

Evalution

SITUATION

APPROPRIATE

STYLE

SITUATION

APPROPRIATE

STYLE

1 d 9 d

2 a 10 a

3 a 11 a

4 b 12 b

5 d 13 d

6 a 14 a

7 a 15 a

8 b 16 b

LBAP

Every appropriate style marked to its corresponding situation is awarded 1 mark. Otherwise, 0 mark.

EIS

A B C D E F G H I JTOTAL

QUES. SET

6,12,18,2

9

9,10,15,20,2

5

2,4,7,8,31,

34

14,19,26,2

8

1,5,11,17

16,27,32

30,33

21,22

23,24

3,13 1 – 34

MARKS - - - - - - - - - - -

KEY :-Strongly Agree – Award 5 marksAgree – Award 4 marksUncertain – Award 3 marksDisagree – Award 2 marksStrongly Disagree – Award 1 mark

DLESMARKS TOTAL

STRONGLY AGREE

5 marks × No. of Ques. -

AGREE 4 marks × No. of Ques. -

UNCERTAIN 3 marks × No. of Ques. -

DISAGREE 2 marks × No. of Ques. -

STRONGLY DISAGREE

1 marks × No. of Ques. -

TOTAL SCORE -

THE SUM OF THE SCORE S PERTAINING TO 41 ITEMS OF THE SCALE IS THE TOTAL “LEADERSHIP EFFECTIVENESS” SCORE.

MBTISCORE

I E S N T F J P

2a 2b 1b 1a 3a 3b 4a 4b

6a 6b 10b 10a 5a 5b 7a 7b

11a

11b

13a 13b 12a 12b 8b 8a

15b

15a

16a 16b 14b 14a 9a 9b

19b

19a

17a 17b 20a 20b 18b 18a

22a

22b

21a 21b 24b 24a 23b 23a

27b

27a

28b 28a 25a 25b 26a 26b

32b

32a

30b 30a 29b 29a 31a 31b

Highest frequency in each group ie I/E, S/N, T/F and J/P is chosen and thus a group of 4 variables is made.

ANALYSISOF

SURVEY

30%

33%

33%

4%

LEADERSHIP BEHAVIOUR ASSESSMENT PROFILE

TELLINGSELLINGPARTICIPATINGDELEGATING

Help managers to examine their dominant and back up leadership style.

64%

25%

11%

DHAR & PETHE LEAD-ERSHIP EFFECTIVENESS

SCALE

LOWHIGHNORMAL

Higher the total score higher is the effectiveness of the leader.

44%

35%

20%

EMOTIONAL INTEL-LIGENCE SCALE

LOWHIGHNORMAL

Higher the EIS Score higher is the reasoning and rational ability.

MBTI

ESFP

ENTP

ESTJ

ESFJ

ENTJ

ENFP

ENFJ

ESTP

ISTJ

INTJ

INFP

INFJ

ISTP

ISFJ

INTP

ISFP

0

1

2

3

4

5

6

7

8

9

10

MBTI ANALYSIS

COMPARISON BETWEEN

ICICI BANK AND

MAHINDRA & MAHINDRA

26%

37%

31%

6%

LBAP IN ICICI

TELLING SELLINGPARTICIPATING DELEGATING

37%

26%

37%

LBAP IN M&M

TELLING SELLINGPARTICIPATING DELEGATING

37%

51%

11%

EIS OF ICICI

HIGH LOW NORMAL

37%

37%

26%

EIS OF M&M

HIGH LOW NORMAL

47%

41%

12%

DLES IN ICICI

HIGH LOW NORMAL

53%42%

5%

DLES IN M&M

HIGH LOW NORMAL

ESFP

ENTP

ESTJ

ESFJ

ENTJ

ENFP

ENFJ

ESTP

ISTJ

INTJ

INFP

INFJ

ISTP

ISFJ

INTP

ISFP

0

1

2

3

4

5

6

ICICIM&M

MBTI IN ICICI & M&M

FINDINGS OF THE STUDY…

1.RELATION BETWEEN WORK EXPERIENCE AND LEADERSHIP BEHAVIOUR ASSESSMENT PROFILE

2.CORRELATION BETWEEN TENURE OF EMPLOYEES IN THE ORGANISATION AND THEIR DLES, EIS & LBAP

PARTI

CIPATI

NG

SELL

ING

DELEGATI

NG

TELL

ING

0

1

2

3

4

5

6

7

8

1-2 YR EXP3 & ABOVE YR EXP

ICICI BANK

PARTI

CIPATI

NG

SELL

ING

DELEGATI

NG

TELL

ING

0

1

2

3

4

5

6

1-2 YR EXP3 & MORE YR EXP

MAHINDRA & MAHINDRA PVT LTD.

CORRELATION

•Karl Pearson's coefficient of correlation:R = ∑ XY

n σx σy

•Correlation coefficient cannot exceed unity numerically.

-1 ≤ R ≤ 1

ICICI BANK

TENURE V/S

LBAP +0.11

EIS +0.01

DLES +0.18

MAHINDRA & MAHINDRA PVT LTD.

TENURE V/S

LBAP +0.41

EIS +0.08

DLES +0.13

THANK YOU!!