Management Process in ion & ion Behaviour

8/3/2019 Management Process in ion & ion Behaviour

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Prof. DEBASISH DUTTA

Management Process inOrganisation &

Organisation Behaviour


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Organisation

Organisation can be defined asa collective social unitdeliberately created by a group

of people to accomplishspecific goals and purposeswithin loosely delineated

boundary on a continuingbasis with enabling factors forsustaining growth

It is a social unit havingproperties similar to a

society.Roles, status, andresponsibility are defined.Existence ofinterdependence amongst

people exist.Collective efforts ofmembers.

Must have clearset of goals.Goal also must

incorporate needsof the individualmembers andrelevantenvironment.

Boundary helps theorganisation to distinguish

itself from other organisationin the same environment.Traditionally it is consideredthat input to the organisationare received from theenvironment and the output

goes to the environment.

Organisation must have continuity

over a longer period in order toachieve its objectives.Like organisms, organisation alsoundergo phases of birth to decay.Organisations need to processtheir life span through

revitalisation, innovation anddiversification

In order to sustaincontinuous growthorganisation strive

towards providingvalue added product& services.Commitment tostakeholders.


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Types of Organisation

There are basically two typesof organisation

Formal Organisation

Informal Organisation


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Formal Organisation It is prescribed structure of roles and relationship

consciously coordinated towards a commonobjective.

Its value goals and tasks are predominantly orientedtowards productivity, efficiency, growth and so on.

It is well defined in shape. Majority of formalorganizations are pyramid shaped. Ranks ofindividuals are made clear by the use of titles.Communication is simple. One can easily chart allrelationships.

There is a prescribed, mostly written system of

rewards or punishment. This organization is usually very enduring and may

grow to any size.


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Informal Organisation

It is a natural and spontaneous structure arising out ofthe social tendency of people to associate and interact.

Its values, goals and tasks predominantly center onindividual and group satisfaction, esteem, affiliationetc.

It is shapeless. There are number of multidirectional,intricate relationships which cannot be easily charted.

There is an unwritten system of reward andpunishment.

This organization is not very enduring, being

dependent on the sentiments of members, which oftenchange. It also tends to remain small.


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Organisation

Formal


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Characteristics of Formal Organisation

Deliberately planned and created Concerned with the co-ordination of activities Hierarchically structured with stated objectives Based on certain principles such as the specification of

tasks Organization structure is laid down by the top

management to achieve organizational goals. Organization structure is based on division of labor and

specialization to achieve efficiency in the operations. The authority and responsibility relationships created by

the organization structure are to be honored by everyone. Developed through delegation of authority

Organization structure concentrates on the jobs to beperformed and not the individuals who are to performjobs.

The organization does not take into consideration thesentiments of organizational members.


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Characteristics of Informal Organisation

The informal organisation is flexible andloosely structured

Relationships may be left undefined

Membership is spontaneous and with varying

degrees of involvement Involves two or more people

Informal relationships,groupings & interactions

Repeated contacts but without any consciousjoint purpose

Involves the human need to socialize Includes both friendly and hostile relationships

and interactions


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ORGANISATION WITH NARROW SPAN

ADVANTAGES

Close supervision

Close controlFast communication

between subordinate

and superiors

DISADVANTAGES

Superiors tend to get too involved in

subordinates workMany levels of management

High cost due to many levels

Excessive distance between lowest level

and top level


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ORGANISATION WITH WIDE SPAN

ADVANTAGES

Superiors are forced to

delegate

Clear policies must be made

Subordinates must be

carefully selected

DISADVANTAGES

Tendency of overloaded Superiors to

become decision bottlenecks

Danger of superiors loss of control

Requires exceptional quality of

managers


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Organisational Structure

An organisational structure is a mostlyhierarchical concept of subordination ofentities that collaborate and contribute toserve one common aim.

Organisations are a variant of clusteredentities.

The structure of an organisation is usuallyset up in many a styles, dependent on theirobjectives and ambience.

The structure of an organisation willdetermine the modes in which it shalloperate and will perform.


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Departmentation

The word departmentationdesignates a distinct area, divisionor branch of an organisation overwhich a manager has authority for

the performance for specifiedperiod.

The pattern of departmentation willdepend on given situations, and on

what the managers believe willyield the best result for them in thesituation they face.


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DEPARTMENTATION BY

SIMPLE NUMBERS The simple numbers method of

departmentation is by tolling of personswho are to perform the same duties andputting them under the supervision of a

manager. The method was important in theorganisation of army, tribal etc. However itis rapidly falling into disuse in the modernsociety because of advance technology hasdemanded specialised and different skills

and not on numbers. It is useful only atlower level of the organisation.


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DEPARTMENTATION BY TIME

One of the oldest method ofdepartmentation where it is usedcommonly for the lower levels of the

organisation, this is group activitieson the basis of time.

This refers to use of shifts which isvery common in manufacturing and

service industry.


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DEPARTMENTATION BY TIME

Advantages-Services available round the clock

Good for process require a continuing cycle

Extensive use of machinery

Students can get a job

Disadvantages-Lack of supervision during night shift

Fatigue factor prevails

Difficulty in coordination and controlPayment of overtime may increase cost


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DEPARTMENTATION BY

ENTERPRISE FUNCTION It is grouping of activities into

departments such asengineering, manufacturing,marketing, finance, etc.


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DEPARTMENTATION BY

ENTERPRISE FUNCTIONAdvantages-Is logical reflections of functions

Maintains power and prestige of major functions

Follows principles of occupational specialisation

Simplifies training

Furnishes means of tight control at top

Disadvantages-Tend to deemphasise overall company objectives

Overspecialises narrows viewpoints of key personnel

Reduces coordination between functions

Responsibility for profits at top only

Slow adaptation to changes in environment

Limits development of general mangers


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President

MARKETING PORDUCTION FINANCE

Asst. to

PresidentSecretary

rket Research Markt plg

Sales Admin.Advt.promo

Prodn. plg Ind. Engg.

ToolingProdn. Engg.

HR

Fin. Plg. Budgets

Gen. Acctg. Cost. Acctg.

Personnel

HRIS

Recruitment

Perfor. App.

A FUNCTIONAL ORGANISATION (MANUFACTURING COMPANY)


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DEPARTMENTATION BY

TERRITORY OR GEOGRAPHY This type of departmentation is

attractive to large scale firmswhose activities are physicallyor geographically dispersed.


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DEPARTMENTATION BY

TERRITORY OR GEOGRAPHYAdvantages- Places responsibility at lower level Place emphasis on local market and

problems Improve coordination in a region Takes advantage of economies of local

operations Better face to face communication

with local interests Furnishes measurable training groundfor general managers


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DEPARTMENTATION BY

TERRITORY OR GEOGRAPHYDisadvantages-

Requires more persons with generalmanager abilities

Tends to make maintenance ofeconomical central services and mayrequire service such as HR or

purchase at the regional level

Increase problem of top managementcontrol


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PRESIDENT

HRMMarketing Purchase Finance

Region 1 Region 2 Region 3 Region 4 Region 5

Engineering Production HRM Marketing Finance

A TERRITORIAL OR GEOGRAPHIC ORGANISATION


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CUSTOMER

DEPARTMENTATION Grouping activities so that they

reflect a primary interest incustomers. This is arrangement

activities on the basis to caterto requirements of clearlydefined customer groups.


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CUSTOMERDEPARTMENTATION

Advantages-

Encourages concentration oncustomer needs

Gives customer feeling thatthey have an understandingsupplier

Develops expertness incustomer area


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CUSTOMERDEPARTMENTATION

Disadvantages-

May be difficult to coordinateoperation between competingcustomer demands

Requires managers and staffexperts in customers problems

Customer group may not bealways clearly defined


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PRESIDENT

Community

Banking

Institutional

Banking

Agriculture

Banking

Corporate

Banking

CUSTOMER DEPARTMENTATION BANKING SECTOR


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PROCESS OR EQUIPMENTDEPARTMENTATION

Manufacturing firmssometimes group activitiesaround a process or a type of

equipment.


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PROCESS OR EQUIPMENTDEPARTMENTATION

Advantages- Achieves economic advantage

Uses specialised technology

Utilises special skills Simplifies training

Disadvantages- Coordination of departments is difficult

Responsibility for profit is at top Unsuitable for developing generalmanagers


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PRESIDENT

Marketing Finance HRMProduction

Welding Punch Process Electroplating

PROCESS OR EQUIPMENT DIVISION


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DEPARTMENTATION BYPRODUCT

Large scale enterprises groupactivities on the basis of products orproduct lines.

Companies adopting this form ofdepartmentation were typicallyorganised by enterprise function.

With the growth that led tocomplexity in managerial job andincrease in number of subordinatesrecognition of Product Division

became necessary.


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Advantages- Places attention and effort on product line

Facilitates use of specialised capital,facilities, skills, and knowledge

Permits growth and diversity of theproducts and services

Improves coordination of functionalactivities

Place responsibility for profits at

divisional level Furnishes measurable training ground for

general managers


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Disadvantages-

Requires more persons withgeneral manager abilities

Tends to make maintenance ofeconomical central servicesdifficult

Presents increased problem oftop management control


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PRESIDENT

HRMMarketing Purchase Finance

Detergents Cosmetics Food Products Pharmacy FMCG

Engineering Production HRM Marketing Accounting

PRODUCT ORGANISATION


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Organisational Behaviour


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Definition

Organisational Behaviour is afield of study that investigatesthe impact that individuals,

groups, and structure have onbehaviour within organisationfor the purpose of applyingsuch knowledge toward

improving an organisationseffectiveness.

Means a distinctarea of expertisewith a common

body of knowledge

It studies threedeterminants of

behaviour inorganisationIndividuals,

Groups, structure

OB applies knowledgeabout individuals,

groups and the effect ofstructure on behaviour

in order to makeorganisation work

more effectively.


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Therefore

OB is concerned with the study of what people doin an organisation and how the behaviour affectsthe performance of the organisation.

It is concerned with employment relatedsituations, and emphasises behaviour as related toconcerns such as jobs, work, absenteeism,employment turnover, productivity, performanceand management.


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OB refers to the behaviour ofindividuals and groups withinorganisations and interaction

between organisationalmembers and their externalenvironment.


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Human Behaviour inOrganisationalSetting

The organisation

The

IndividualOrganisationalInterface

Environment

EnvironmentThe Nature of OB


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FOUNDATIONS

of

ORGANISATIONALBEHAVIOUR


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Foundations of is Based UponFollowing Concepts:

Concepts concerned with people Differences between individuals

Individual is whole person

Every behaviour is caused

Human dignity

Concepts concerned with organisations Organisations are social system

Mutuality of interests amongindividuals

Holistic concept of OB


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IndividualDifferences

WholePerson

CausedBehaviour

HumanDignity

OB

SocialSystems

Mutuality ofInterests

HolisticConcept

Foundations of OBThe concept is represented by organisation needs people

and people also need organisations.People see organisation as a means to help them reachtheir goals, organisations on the other hand need people

to attain their objectives.

Mutual interest provides a superordinate goal that unitesthe variety of needs that people bring to organisation.

When all the six concepts are placed together,there emerges a holistic concept.

This concepts interprets people-organisation

relationship in terms of a whole person, wholegroup, whole organisation and the wholesystem.

When organisations hires an individual it isnot his skills alone that is hired, it also

includes his social background, likes and

dislikes, pride and prejudices, his ego etc.

Family life of an individual cannot beseparated from his work life.

Organisation while treating an individual as awhole individual must strive to develop

employees as a better person in terms of

growth and fulfillment.

Social sciences expresses thatorganisations are social system and

consequently organisations aregoverned by social and psychological

laws.

Formal and informal both types of

social system exists in an organisation.

It implies that organisation is dynamicand all parts of the organisations are

interdependent as well as are subject toinfluence by each other.

Despite having much in common among mankindevery person in the world is also individuallydifferent.

From birth itself every individual is different andthe experiences in life makes them even moredifferent.

It is the individual that which causes OB to beginits dealing with individual.

This is more a philosophical concept ratherthan scientific conclusion.

It confirms that people are to be from otherfactors as they are of higher order ofuniverse.

It recognises that people want to be treatedwith dignity and respect and not as an

economic tool.

Ethical values should prevail while dealingwith people.

An individual behaviour is causedand not random. At certain times

the individual believes that hisbehaviour is in his interest.

Organisation need to realise this

basic principle and tackle the issuesfrom its root.


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IMPORTANCE

of

ORGANISATIONALBEHAVIOUR


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Importance of OB

Study of OB is beneficial to all thosewho work in an organisation.

OB provides a roadmap to the life ofpeople in the organisations.

It enable the people to know the

world where they live in that is -the organisation.


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Since OB provides a roadmap to lives of people inorganisations, people join in an organisation withaspirations and dreams and also along with their fearand frustrations.

Different people in organisation behave in a differentway, even one may get caught in anxiety in case oneneeds to respond to the changes in the organisation.

Therefore there arises the need to map outorganisational events so that one can function in moresecure and comfortable environment.

Importance of OB Firstly


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Importance of OB Secondly

The field of OB uses scientific research and therefore it helpsin predicting and understanding organisational life.

This knowledge is not absolute, and the field of OB is not a

pure science.

Therefore all decisions that are made in the organisations aredetermined by complex combination of factors.

However, OB helps to make sense of workplace and predictto some extent what people would do under variouscircumstances


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Importance of OB Thirdly

OB helps us influence organisational events.

People work in various specialised area and theyneed to understand communication, conflict

handling, managing stresses, make better decisions,ensuring commitment, help employee workeffectively and efficiently.

Theories and concepts of OB will help them toinfluence such organisational events.


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Importance of OB Fourthly

OB helps people to understand self and others better.

This helps improve interpersonal relations

considerably.

The study of areas like perception, communication,leadership, attitude, etc. will change the style offunctioning of an individual.


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FifthlyImportance of OB

OB helps in motivating subordinates get things donethrough delegation.

Study of motivational theories make managersunderstand the basis of motivation and what oneshould to do motivate others


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Importance of OB Sixthly

OB helps in maintaining cordial industrial relations.

Declining productivity, slow working by an employeemay be because of indifferent attitude of the mangertowards the employee.

Study of OB helps in understanding the requiredattitude that a manager must have to maintain cordialindustrial relations.


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Importance of OB Seventhly

OB is also useful in the field of marketing.

Success or failure of an enterprise will depend uponawareness of the nature of individual and socialprocesses.

This will also allow to meet the challenges ofdynamics of flow of goods and services fromproducer to consumers.

OB helps in research of consumer choice behaviour,consumer influence and channels involved.


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EighthlyImportance of OB

Another important reason is that when one isinterested in pursuing a career in management onewants to learn how to predict behaviour of peopleand group and apply it in some meaningful way to

make organisation more effective.

A successful manager should have good peopleskills which include the ability to understand

employees and thereby applying this knowledgemake the employees more effective and efficient.


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Importance of OB Ninthly

In order to maintain the growth in economy andsustain the trend of this growth, there is need foreffective management in all sector of economy.

Effective management does not mean competent

utilisation of technical or financial resources . Ratherit implies efficient people management where OB isof utmost importance.

OB is a discipline which enables a manger tomotivate his subordinate towards higherproductivity and better results


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Foundations

of

Individual Behaviour


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Individual Behaviour has its base on variousfactors and they are:

Foundations of Individual behaviour

Personal Factors

Environmental factors

Psychological

Organisational Systems and Resources


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Foundations of Individual Behaviour

IndividualBehaviour

Organisational systems &resourcesPhysical facilities

Organisation structure &design

Leadership

Reward system

Work related behaviour

PsychologicalPersonality

PerceptionAttitudes

Values

Learning

Environmental FactorsEconomic

Social norms &

cultural values

Political

Personal FactorsAge

SexEducation

Abilities

Marital status

No. of dependents

Creativity


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PERCEPTION


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Perception is a process bywhich individuals organise

and interpret their sensoryimpressions in order to give

meaning to their

environment.- Stephen Robins

Perception


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Factors

Influencing

Perception

Factors in the situation

Time

Work SettingSocial Setting

Factors in the Perceiver

Attitudes

Motives

InterestsExperience

Expectations

Factors in the target

Novelty

Motion

SoundsSize

Background

Proximity

Similarity

PERCEPTION


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What do you see?

What do you see?

What do you see?


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There's a face... and the word liar


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Is the left center circle bigger?


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No, they're both the same size

I ' i l i h ?


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It's a spiral, right?


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No, these are a bunch of

independent circles


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What do you see ?


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A couple or a skull?


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Prof. DEBASISH DUTTACount the black dots!


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0 (ZERO)


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What do you see?


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Do you see the three faces?


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Process of

Perception1. Confrontation of stimulus

The Individual comes faceto face with anotherindividual/group/object/situation/problem


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Process of Perception

2. Registration

The individual

registers the stimulusand its gravity


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3. Interpretation


The individual tries tounderstand the realmeaning of the situation.


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4. Feedback

The individual evaluates

the strength andweakness and gives aquick feedback to the

sensory motor.


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5. Reaction

The individual gives theresponse in terms of reaction

that can be positive, negativeor neutral, depending uponthe mutual interaction

between the stimulus andthe individual.


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Social Perception


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Social Perception

Social perception is also called as peopleperception.

It is directly concerned with how oneindividual perceives other individual.

In perceiving other people and makingjudgments about them, an individual paysattention to the beliefs, motives, emotions,

attitudes and values and intentions ofother people with whom he interacts.


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Social Perception

Social factors like group pressure andsocial suggestions play a significant

role in people perception and candetermine the manner in which anindividual interprets the action andbehaviour of self and others.


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PERSONALITY


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Role of Personality

Personality is the dynamicorganisation within an individual ofthose psychological systems that

determine his unique adjustments tohis environment.

- Gordon Allport


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Role of Personality

Personality is the sum totalways in which an individual

reacts to and interacts withothers.

- Stephen Robins


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Personality Determinants

Individual Personality is theresult of heredityand

environmentand the thirdfactor is recognised to besituation.


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Big Five Personality Dimensions

ExtroversionAgreeableness

ConscientiousnessEmotional stabilityOpenness to experience

TrustingGood naturedCooperative

Softhearted.

DependableResponsible

Achievement orientedPersistent

Outgoing

TalkativeSociableAssertiveRelaxed

SecureUnworried

Sensitive

IntellectualImaginative

Curious

Broadminded.


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Attitudes


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Attitudes Evaluative statements orjudgments concerning objects,people or events.

Attitude may be favourable orunfavourable concerning objectsor events. Attitudes are not the

same as values, but the two areinterrelated.

Attitudes


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Attitudes are learnedpredispositions towardsaspects of our environment.

They may be positively ornegatively directed towardscertain people, service or

institutions.

Definition


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Components of Attitude

Attitude has three components and theyare

1. Cognitive Component

2. Affective Component

3. Behavioural Component



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Cognitive component of an attitude

It is the opinion or belief segment of anattitude

Affective component of an attitude

It is the emotional or feeling segment of anattitude

Behavioural component of an attitude

An intention to behave in a certain waytoward someone or something



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Values


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Values Basic convictions that aspecific mode of conduct or endstate of existence is personally orsocially preferable to an opposite or

converse mode of conduct or endstate of existence.

Value System A hierarchy based

on ranking of an individuals valuesin terms of their intensity.

values


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TYPES OF VALUES

Value typologies can be developedin two approaches as per surveyconducted by Milton Rokeach, thesurvey is popularly known as

Rokeach Value Survey (RVS). RVSconsists of two sets of values

Terminal values

Instrumental values


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Terminal values Desirable end-states of existence; the goals thata person would like to achieveduring his or her lifetime.

Instrumental values Preferablemodes of behaviour or means ofachieving ones terminal values.

TYPES OF VALUES

Terminal and Instrumental Values in Rokeach Value Survey


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Terminal and Instrumental Values in Rokeach Value Survey

Terminal ValuesA comfortable life (a prosperous life)

An exciting life ( a stimulating, active life)

A sense of accomplishment ( lasting contribution)

A world of peace ( free of war and conflict)

A world of beauty (beauty of nature and the arts)

Equality (brotherhood, equal opportunity for all)

Family security (taking care of loved ones)

Freedom (independence, free choice)Happiness (contentedness)

Inner harmony (freedom from inner conflict)

Mature love (sexual and spiritual intimacy)

National security (protection from attack)

Pleasure (an enjoyable, leisurely life)

Salvation (saved, eternal life)Self respect (self-esteem)

Social recognition (respect, admiration)

True friendship (close companionship)

Wisdom (a mature understanding of life)

Instrumental ValuesAmbitious (hardworking, aspiring)

Broad minded (open minded)

Capable (competent)

Cheerful (lighthearted, joyful)

Clean (neat, tidy)

Courageous (standing up for your beliefs)

Forgiving (willing to pardon others)

Helpful (working for the welfare of others)Honest (sincere, truthful)

Imaginative (daring, creative)

Independent (self-reliant, self-sufficient)

Intellectual (intelligent, reflective)

Logical (consistent, rational)

Loving (affectionate, tender)Obedient (dutiful, respectful)

Polite (courteous, well-mannered)

Responsible (dependable, reliable)

Self-controlled (restrained, self-discipline)


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JOB DESIGN


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Job Design

Job design refers to theway the elements of a job

are designed

High Autonomy: A Salesperson who

Feedback is the degree to which the


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Skill variety describes the degree to which ajob requires the exercise of a number ofdifferent skills, abilities, or talents. Suchactivities must not merely be different, but theymust be distinct enough to require different skills.

High Variety: The owner-operator of a

garage who does electricalrepairs, rebuilds engines,does body work, andinteracts with customers.

Low Variety: A body shop worker whosprays paint eight hours aday.

Task identity defines the extent towhich a job requires completion of awhole and identifiable piece of work.

High Identity: A cabinet maker whodesigns a piece of

furniture, selects thewood, builds the object,and finishes it toperfection.

Low Identity :A worker in a furniturefactory who operates alathe solely to make table

legs.

Task significance refers to theimportance of the job; the degree towhich the job has an impact on the

lives of other people, the immediateorganization or the externalenvironment.

High Significance:Nursing the sick in ahospital intensive

care unit.Low Significance: Sweeping the hospital

floors.

Autonomy is the degree to which thejobholder is free to schedule the paceof his or her work and determinethe procedures to be used.

g y pschedules his or herown work for the day,

makes visits withoutsupervision, anddecides on the mosteffective sales

techniques for eachparticular potentialcustomer.

Low Autonomy : A Salesperson who is

given a specific numberof leads each day and isrequired to use a standardsales script with eachpotential customer.

Feedback is the degree to which theindividual doing a job obtains

Information about the effectivenessof the performance.

Feedback does not only refer tosupervisory feedback, but also theability to observe the results of theirwork.

High Feedback: An electronics factoryworker who assembles aradio and tests it todetermine if it operatesproperly.

Low Feedback : An electronics factoryworker who assembles aradio and then routes it toquality control inspectorwho tests it for proper

operation and makesneeded adjustments.


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Satisfaction and Frustration


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Satisfaction and Frustration

A person get frustratedbecause of unfulfilled need.

Whenever a person isfrustrated, the defencemechanism gets triggeredinto action. Frustration can

be manifested into one ormore of the behaviour:


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Aggression

A reaction to a situationwhere ones motive is

blocked, causing oneself toturn against the barrier interms of verbal or physicalinjury.


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Withdrawal

Leaving the field physicallyand psychologically.


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An unreasonable

stubbornness, repeatedbehaviour, non adjusting.

Fixation

C i


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Compromise

Adjusting with the situationleading to give and takeattitude.


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GROUP DYNAMICS


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Two or more individual, interactingand interdependent, who havecome together to achieve particularobjectives.

Group


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Group Dynamics

Group Dynamics Refers toChanges Which Take Place Within

Groups and Is Concerned With theInteraction and Forces ObtainedBetween Group Members in aSocial Setting.

STAGES OF GROUP DEVELOPMENT


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STAGES OF GROUP DEVELOPMENT

The five stage group developmentmodel

S f G D l


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Stages of Group Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

FORMING


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FORMING

The first stage in group development,

characterized by much uncertainty.

F i t


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Acceptance Within The Group

Dependence On The Group

Safe Patterned Behaviour

Avoiding Controversy

Forming stage


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Storming

The secondstage in groupdevelopment,characterized

by intragroupconflict.

Storming Stage


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Storming Stage

Conflict And Competition Within TheGroup

Fear Of Failure Hostilities Are Formed

Some Members Are Silent Few Members Are Dominant

NORMING


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NORMING

The third stage ingroup development,

characterized byclose relationshipsand cohesiveness.

Norming stage


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Norming stage

Bonding Among The GroupMembers

Solving Of Personal Issues

Leadership Is Shared

Sense Of Group Belonging

PERFORMING


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PERFORMING

The fourth stagein group

development,when the group isfully functional.

Performing Stage


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Performing Stage Members Adjust

According To The Needs

Group Is HighlyProductive

Group Unity Exist

Emphasis OnAchievement

ADJOURNING


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ADJOURNING

The final stage in group development fortemporary groups, characterized byconcern with wrapping up activities

rather than task performance.

Adjourning Stage


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Adjourning Stage

Termination Of Group

Disengagement OfRelationships

Recognition Of Work

Can Create Some

Apprehensions


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Conflict

Nature of Conflict


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Nature of Conflict

Conflict may be understood ascollision and disagreement.

The conflict also can be within anindividual when there is incompatibilitybetween his or own goals.

Conflicts may be cognitive (judgmentsor perspective) or affective

(emotional).


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Levels of Conflict


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Inter-group Conflict

Intra-group Conflict

Inter-individual Conflict

Intra-individual Conflict

Levels of Conflict


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COMMUNICATION

Goals of Communication


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To change behavior

To get action

To ensure understandingTo persuade

To get and giveInformation

Goals of Communication

The Communication Process Model


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Thoughts EncodingTransmission

OfMessage

Sender

Reception DecodingUnder-

standing

Receiver

Noise

Feedback

The Communication Process Model

Direction of Communication


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Downward

CEO

VP-1

MGR-1 MGR-2

VP-2

MGR-3 MGR-4

Upward

Lateral

Cross-Channel

Barriers to Effective Communication


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Sender Receiver

Feedback

Distortion

Barriers to Effective Communication

INTERESTING FACTS ABOUT LISTENING


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OUT OF THE TOTAL TIME INCOMMUNICATING YOU

SPEND-9% IN WRITING

16% IN READING

30% IN SPEAKING45% IN LISTENING

What causes distortion or the barriers tounderstanding/listening?


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Perceptions

Language

Semantics

Personal Interests

Emotions

Inflections

Environment noise

Preconceivednotions/expectations

Wordiness

Attention span

Physical hearing problem

Speed of thought

understanding/listening?

Other Barriers in Communication


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Other Barriers in Communication

Management PhilosophyAttitudes and opinionsNon receptivity /defensiveKnow-it-all attitudeBlocked mindObstinate personBias and prejudiceWrong assumptionsDifferent comprehension of

realityEmotions

Failure to discriminatePolarizationFrozen evaluation

Improper assessment of thereceiverSecrecyLack of self confidenceAbstractionsPremature evaluation tendency

Filtering

Informal Communication Network


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Transmits informationthrough nonofficialchannels Business-related

Accurate Pervasive (all levels)

Rapid

Most active during change

NormalAccept & pay attention

Characteristics of Grapevine


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Characteristics of Grapevine

Not controlled by Management.Perceived by most employees as being morebelievable and reliable than formalcommunication.

It is largely used to serve self interest of thepeople.Evidence show that 75%of what is carried in

grapevine is accurate.Rumors emerge as response to situation thatare important and when there is ambiguity.Rumors get spread because of anxiety.Rumors can not be eliminated, but can beminimized.

Suggestions to Reduce Negative


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Consequences of Rumors

Announce timetable for makingimportant decisions.Explain decisions and behaviors thatmay appear inconsistent or secretive.

Emphasize the downside, as well asupside, of current decision of the futureplansOpenly discuss worst-case-possibilities

it is almost never as anxiety as theunspoken fantasy.


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LEADERSHIP

Definition


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Leadership is defined as influence,that is, the art or process ofinfluencing people so that they willstrive Willingly and enthusiastically

towards the achievement of groupgoals. Leading involves influencingand interacting with people to attaingoals

Definition


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The ability of a person topersuade others to seekachievement of the group goalsefficiently & effectively '.

(Keith Davis)


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THE FOUR

LEADERSHIPSTYLES

THE FOUR LEADERSHIP STYLES


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The four leadership style can bestated as

DirectiveSupportiveConsulting

Delegating


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A combination of high and lowRegulating and Nurturingbehaviour will give four quadrants,each representing four differentleadership styles.

REGULATING BEHAVIOURN

U Style 3 Style 2


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U

R

TU

R

I

N

G

B

E

H

A

VI

O

U

R

Style 3

CONSULTING

LOW REGULATINGHIGH NURTURING

Style 2

SUPPORTIVE

HIGH REGULATINGHIGH NURTURING

Style 4

DELEGATING

LOW REGULATING

LOW NURTURING

Style1

DIRECTIVE

HIGH REGULATING

LOW NURTURING


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The Managerial Grid


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The Managerial Grid is

developed by Robert Blake andJane Mouton.

The grid has been usedthroughout the world as a means

of training managers and of

identifying various combination

of leadership styles.

The Grid Dimensions


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The grid has two dimensions-

1. Concern for People2. Concern for Production

Concernfor is meant to conveyhowand

to what extent managers are concernedabout production and how and to whatextent they are concerned about people,and not such things as how much

production they are concerned aboutgetting out of a group.


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Concern for production includes the

attitude of a manager towards widevariety of things, such as

1. Quality of Policy Decision2. Procedure and Processes3. Creativeness of Research4. Quality of Staff Services5. Work Efficiency6. Volume of Output

Concern for people is interpreted in a


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p p pbroad way and includes-

1. Degree of Personal Commitmenttoward Goal Achievement

2. Maintenance of the Self Esteem ofWorkers

3. Placement of Responsibility on thebasis of Trust rather than Obedience4. Provision of Good Working

Conditions5. Maintenance of Satisfying

Interpersonal Relations

1 9 9 9

The Managerial Grid


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1.9 9.9

5.5

1.1 9.1

Concern for production

ImpoverishedTask

Managers

Middle of

the Road

Teammanagers

Country club

management

The 1 1 Style


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The 1.1 Style

In this style the managers concernthemselves very little with eitherpeople or production and haveminimum involvement in their jobs.

They abandon their jobs and onlymark time or act as messengerscommunicating information fromsuperior to subordinates.This style is referred to asImpoverished Management

Th S l


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The 9.1 Style

In this style the manager display intheir actions the highest possiblededication only to production anddeveloping an efficient operation.

They have no concern for people,and they are autocratic inleadership style.This style is referred to as

Autocratic Task Managers

The 1 9 Style


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The 1.9 Style

In this style the manager display in theiractions little or no concern for theproduction but are only concerned forpeople. They promote an environment in

which everyone is relaxed, friendly, andhappy and no one is concerned aboutputting forth coordinated effort toaccomplish organisational goals.This style is referred to as Country Club

Management


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The 5.5 Style

In this style the manager display intheir actions the adequateperformance through balance ofwork requirements and maintainsatisfactory morale.This style is referred to as Middle ofthe Road Managers


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The 9.9 Style

In this style the manager display intheir actions the highest possiblededication both to people and to

production. They mesh the productionneeds of the enterprise with the needsof individuals.This style is referred to as TeamManagers


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Organisation Culture


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Organisation culture represents acomplex set of beliefs, expectations,ideas, values, attitudes, shared by the

members of an organisation that evolveover time.

Organisation culture includes:


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Routine ways of communicating, such as

organisationals rituals and ceremonies andthe language commonly used.The norms shared by the individuals andteams throughout the organisation. (e.g. noreserve parking)

The dominant value held by theorganisation (product quality)The philosophy of the management.The rules of the game for getting along inthe organisation.The feeling or climate conveyed.(e.g.physical layout, interactions etc.)

Layers of Organisation Culture


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Cultural Symbols

Shared Behaviours

Cultural Values

Shared Assumptions

Cultural Symbols are words, gestures and picture orother physical objects that carry a particular meaning


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p y j y p gwithin a culture.

Shared Behaviours are norms in the organisation whichare more visible and somewhat easier to change thanvalues.

Cultural Values represents collective beliefs,

assumptions and feelings about what things aregood, normal, rational. And valuable.

Shared Assumptions represent basic beliefs aboutreality, human nature, and the way things should

be done.

Forming a Culture


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An organisational culture forms inresponse to two major challengesthat confront every organisation.They are:

External adaptation and survival Internal Integration

Forming a Culture

External adaptation and survival


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External adaptation and survival

This involves addressing the followingissues:

Mission and Strategy: identifying primary

purpose and selecting startegies.Goals: Setting specific targets.Means: Determining how to pursue thegoals.

Measurement: Establishing criteria todetermine how well individuals, teamsaccomplish the goals.

Forming a Culture

Internal Integration


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Internal Integration

Internal integration involves addressing thefollowing issues:

Language and concepts: Identifying methods ofcommunication and developing a shared meaning

for important concepts.Group and team boundaries: Establishing

criteria for membership in groups and teams.Power and status: determining the rules of

acquiring, maintaining and loose power and

status.rewards and punishments: developing systemsfor encouraging desirable behaviour anddiscouraging undesirable behaviour.

Method of Maintaining Organisational Culture


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Methods of Maintaining Organisational Culture:What managers and team pay attention toReactions to organisational crisesManagerial role modelingCriteria for rewardsCriteria for selection and promotionOrganisational rites, ceremonies, stories

OrganisationalCulture

Recruitment ofEmployee who

fit the culture

Removal ofEmployee whoDeviate from

the culture

T f O i i C l


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Types of Organisation Culture

Bureaucratic Culture

Clan CultureEntrepreneurial CultureMarket Culture

Bureaucratic Culture


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An organisation that values formality, rules,

standard operating procedures, and hierarchicalcoordination has a bureaucratic culture.concerns of a bureaucratic culture are:

- predictability- efficiency and- stability

Mangers view their role as as being coordinatorsand enforces written rules and standards.Tasks, responsibilities, and authority are clearlydefined.Employees believe that they go by the book as

rules and process are clearly defined in themanual..

Clan CultureTradition, Loyalty, personal commitment extensivesocialization teamwork self management and


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socialization, teamwork, self management, andsocial influence are attributes of clan culture.

Its member recognise an obligation beyond thesimple exchange of labour for a salary.Theyunderstand that contribution to the organisation mayexceed any contractual agreement. Long termsecurity is given to the employee in exchange of his

loyalty.A clan culture achieves unity through socialisationprocess.They serve as a mentors and role models ofits new members.They have pride in membership and strong sense of

identification and recognise their common fate in theorganisation.A clan culture generates feelings of personalownership of a business, a product or an idea.

Entrepreneurial Culture


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p

The characteristics of Entrepreneurialculture are:- high level risk taking- dynamism- creativity

- experimentation- innovation

This culture do not react to changes inthe environment it creats change.

They are mostly small to mid-sizedcompanies.

Market CultureIts characteristics are:


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Its characteristics are:- achievement of measurable and

demanding goals- hard driving competitiveness- Profit orientation

In this culture relation between individual andorganisation is contractual.

The individual is responsible for some level ofperformance.Organisation promises some level of award inreturn.There is no promise of security

Interaction between superior and subordinates arelargely on negotiating performance and rewardagreements.It is often tied to monthly, quarterly annualperformance goal based profits.

Framework of Types of CulturesFlexible


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CLANCULTURE

ENTREPRENEURIALCULTURE

MARKETCULTURE

BUREAUCRATICCULTURE

Flexible

Stable

FormalContr

olOrientation

Management Process in ion & ion Behaviour

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