CHAP 1 - INTRODUCTION TO ORGANISATIONAL

. BEHAVIOUR

Deals with individual and group

Each person town personality behave
different

Organisational Behaviour is understanding

behaviour at workplace
Study of human behaviour at work

Org should have culture

a
Team spirit t motivation to work

Stephen P Robins defines

Organisational behaviour as a systematic
study of the actions and attitudes
that people exhibit with organisations

THREE LEVELS OF ORG BEHA

culture management effectongrtind

1 Organisation level working conditions stressmanagement
formation team conflies leadership politics
2 Group level group
base perception personality attitudes
3 Individual level of individual in org
 SCOPE OF OB
contributions from various industries

1 Psychology 6 Semantics
2 Social Psychology 7 Physiology
3 Industrial Psychology 8 Economic
4 Cultural anthropology a Sociology
5 Political science

MAJOR ROLES OF OB

assesingattitude behav
1 Attaining org effectiveness of employeesfulfil humanneed
understand how individu
2 Sustaining changes in bus env acceptchanges
moulding employee behaviour
3 Overcoming competition to org benefit
accomplish personalgoals
4 Fulfilling human needs help motivates

ELEMENTS OF OB

1 People employees
bramework levels of hierchyrulesregulations
2 Structure politicie ref for coordinate and control
adaptChang tech efficiency
3 Technology
4 Environment interacts
i Internal employees management corpculto
n External customers suppliers competitors
govern demographic political social
legal eronomi
 APPROACHES TO OB

1 Classical
Scientific Management
Bureaucratic Management
Administrative Management
2 Neo Classical Approach
Human resource approach
3 Modern Approach
Systems Approach
contingency approach

CLASSICAL APPROACH PRINCIPLES

1 Principle of co ordination unity of action disciple
2 The Scalar Chain Principle hierarchy
3 The functional Principle specialisation distinctofduties

SCIENTIFIC MANAGEMENT
planning to work to achieve efficiency
standardisation specialization and Simplification
F W Taylor 4 Principles
1 No rule of thumb at workplace
2 Scientific selection of workers
3 Coperation not conflict
4 Scientific training of workers
 BUREAUCRATIC MANAGEMENT
considers org as part of larger society
Based on principles of
1 Structure 4 stability
s
2 Specialisation rationality
3 Predictability 6 Democracy

ADMINISTRATIVE MANAGEMENT
Henry Fayal

Classical Approach authority centric

Neoclassical Human centric

ELEMENTS OF NEO CLASSICAL THEORY

1 Flat structure
2 Decentralisation
3 Informal Organisation

SYSTEMS APPROACH
1950s t also known as systems org theory
Org as a system of consciously coordinated
activities of various indi in an org
orgs purposly unified systems consisting
interrelated parts or subsystems departments
 CONTINGENCY APPROACH
Each situation analysed carefully determine
significant variable establish most
effective org practice
Enternal env and internal env
form basis
of org structure

OPPORTUNITIES AND CHALLENGES OF OB

1 Responding to Globalization
2 Managing workforce diversity
3 Improving quality and productivity
4 Developing employee skills
5 Promoting innovation and change
6 Coping with temporariness
7 Empowering people
8 Encouraging ethical behaviour

SCIENTIFIC ASPECTS Of OB 7 88tosolve issues

1
Diversityat workplace
2 Employee trust on
org
3 Quality and Flexibility at work
4 Employee selection and Retention
CHAP UNDERSTANDING INDIVIDUAL
2 BEHAVIOUR

Ondividual behaviour creates diff of opinion

Every person behaves diff due to cliff in
culture upbringing ethics lifestyles curcumst
o Understand this manage impact on OB

INDIVIDUAL BEHAVIOUR
It is the response of an individual
towards an action env person or stimuli
affects behaviour t work
i understand delegate job response accordingly
best outcome

FACTORS 1 Personal factors inherited acquired

AFFECTING 2 Environmental factors
WDIV BEMA 3 Organisational factors internal enviro

FACTORS AFFECTING INDIVIDUAL BEHAVIOUR

Personal Environmental Organisational

factors factors factors

socio Cutural Economic Political

Factors Factors factors
Employment level
Wage Rates
Technological Development
 BIOLOGICAL ATTRIBUTES
inherited and genetic
affects behaviour performance

1 Physical characteristics
2 Age
3 Gender
4 Religion
5 Marital Status
6 Experience
7 Intelligence
8 Ability

ABILITY
Ability is the capacity of a person to perform
a job handle a situation or innovate
directly impacts behaviour at workplace
Types of Ability

intellectual Physical
1 Number Apptitude 1 DynamicStrenght
2 Verbal Comprehension 2 Trunk Strenght
3 Perceptual speed 3 Static
4 Inductive Reasoning 4 Explosive
5 Deductive Reasoning 5 Extent flexibility
 6Spacial visualisation 6 Dynamicflenibility
7 Memory 7 Stamina
8 Balance

Ability Job Ability of a person should suit match

fit job requirement to perform effectively
every job requires spatial ability

VALUES
decision of moral and immoral depends it
valve
refers to an individual's inherit
principles pre determine his her
which
reactions in a particular situation
Built on basis of family by culture past
experiences ethical standars
Form base for indi's attitudes perception and
behaviour
Categorised as permanent
a
1 Terminal valves endstateof effortgoalsforthemselves
2 Instrumental Values meanstoachieveterminalvalues
changeable

categorising values basis of generation

4 generation values
diff gon perceive diff diff motivation
1 Builders 1945
2 Baby Boomers 1989 4 Y generation 1981 2000
3 X Generation 5 2 generation 2000 t
1965 1980
 ATTITUDES
Refers to the tendency of an individual
to respond in a specific set of situations

COMPONENS OF INDIVIDUAL ATTITUDE

cognitive Affective Behavioural

component component component
evaluative develop emotional way person behaves
throng experience Baldy up in a situation
developing perception

Attitude of individual depicted at workplace

is Job Altitude

TYPES OF JOB ATTITUDES

Job Organisation
Satisfaction Involvement commitment
positivefeeling of
degree association healthyreishpwlorg
CHAP PERSONALITY
3
Personality is the set of traits possessed
by an individual that make them distinct
from others
determine behaviour
inherit traits
way they adjust to environment
determine level of adaptability performance
and team bonding ability

ELEMENTS OF PERSONALITY

1 Freedom free to act own wish

2 Behaviour reacts
3 Peculiarity uniqueness
4 Habits
5 Psychological systems
6 Physical mental moral qualities
7 Adaptability to environment adjust

STAGES OF PERSONALITY DEVELOPMENT

Personality development is the process of
development of an organised pattern of
behaviour and attitude that makes a

person unique
 FREUDIAN STAGES
Childhood enperiences have deep impact
1 The oral Stage wifancy interaction thru mouth
2 The Anal Stage 1 3years controlbladder toilettraining
3 The Phallic Stage 3 6 years developdiffbtw malefemale
4 The Latent Stage begins at ayers puberty
5 The Genital Stage begins at puberty laststill death

ERIKO SN STAGES NEO FREUDIAN

1 Trust us Mistrust
2 Autonomy vs shame I Doubt
3 Initiative ur Guilt
41 Industry us Inferiority
5
Identityconfusion
vs
6 Intimacy vs Isolation
77 Generativity us Stagnation
8 Integrity vs Despair

DETERMINANTS OF PERSONALITY
V

Heredity Environment Other Factors

t t t t

Cultural Social Situational Family

 LOCUS OF CONTROL AND PERSONALITY

Locus of control t entent to which people

in control
believe they are of outcomes
of events in their life

I E scale
trust own internally controlled individuals
II
abilities
accept their behaviour'responsibe foroutcome
vulnerable El Enternally controlled individuals
blameother iscontrol out of hands faith luck

THEORIES OF PERSONALITY

1 Psychoanalytic Theory Sigmund Freud chinood

behar unconscious desires influence behaviors Psychosemalstage
whblictin eachstage upmena began.my
2 Neo freudian Theory
Learning is perpetual brings changes in personal
3 Trait Theory every inai own unique setof features

Learning by watching
4 Social Learning Theory

5 CallRogers 19Prepositiont concept of self'scentral

Self Theory
tohuman personality beliefs personholdtrueaboutself
 SIGNIFICANT PERSONALITY TRAITS
AFFECTING OB
few traits ve in workplace
5 traits meaningful behaviour
Big five
degree outgoing derivesenergyfrombeingaround
1a Entrovertism ppl
capable organise
2 Conscientiousness goal orientation
3 Agreeableness intend to which outgoing Itotitini
how react in stressful situations
4 Emotional Stability
to which seek new
5 Openness to experience degree
experience think creativeantfuture
 CHAP 4 PERCEPTION

Perception involves cognitive functions

to process info
every individual perceive in diff ways

stimulus thing or event that arouses specifi reaction

Perception process of interpretation of stimuli

perceived through sensory organs

2 Types of Perception
1 Visual Perception what sees interpreted
2 Auditory perception what hears interpreted

Perception guides human behaviour

Importance of it explained with so BC
model

SO BC MODEL
Stimulus Organism Behaviour Consequence
helps understand predict control OB
veryemployee
eam eventetc Elements of SOBC
et as stimulus
r employee and Stimulus a Organism Consequence
sense response outcome
etermine 4 overt observable overt open
Behaiviour Positiverepea
behaviour 4covert notconscious coverthidden Negative p
PERCEPTION PROCESS

Stimulus Registration Interpretation Reaction

confronted perceived meaning resultantBehavior

PERCEPTUAL SELECTIVITY
Individual brain only reacts to stimulus
they are interested in
Refers to the tendency of an individual to
select certain object in the environment
and disregard others
Governed by two aspects
1 Some stimuli unnoticed by human senses
2 Sensory adaption

ability to adapt to certain stimuli

to which constantly exposed getusedto

Factors affecting Perceptual selectivity

Enternal accentuates Internal
1 Intensity 1 Personality
2 Size 2 learning and
3 Contrast experience
4 Repition 3 Motivation
5 Motion
6 Status
 FACTORS AFFECTING PERCEPTION
N N

External factors Internal factors

t t t
Perceiver Target Situation
sentorylimitt
andThresholds
Pogical
factors

IMPRESSION MANAGEMENT
a active self presentation of a person aiming
to enhance his image in eyes of others
representing oneself in way other want to see

3 types ofself used to represent oneself

1 Ideal Self desires to be
2 Authentic Self real actual
3 Tactical Self portray forsome goal what othersexpect

management dress
Appearance up certain way

components of Impression Management

1 Impression Motivation
2 Impression Construction

PERCETION OF SELF IMAGE AND BEHAVIOUR

Self image is the idea notion or mental
image that individual have of themselves
 According to Social Identity theory
self image is combination of
1 Personal identity traits
2 Social identity peoplesurroundedwith

Self image not always reality

Inflated self image

MANAGERIAL IMPLICATIONS OF PERCEPTION

perception of
1 Employee selection and Recruitment interviewer bias
perceptionofmanager
2 Employee performance appraisalabtemployee
comparing employees
favouring employees
3 Stereotyping and Halo effect
4 Meeting initial expectations of manager
5 forming a similar to me effect
6 forming a projection bias
7 Judging based on Primary effect
8 Judging based on Recency effect
CHAP
5 LEARNING
Learning is contestant
retains memory have learnt
Acquires new skills values knowledge
Relatively permanent change in behaviours
as result of experience
positive or negative change
Should be result of experience not biological
Change in behaviour thru experience
not a visible or observable process

THEORIES OF LEANING
BF Skinner

Classical Conditioning Instrumental

Theory conditioning Theory
relationship b w stimulus and process ofleaningvoluntary
response reflen experiment behaviour use consquence
with dog relate ofbend to modify behav
Notapplicable in orgs Also called REINFORCEMENTthe
probability ofoccurrence ofrespons
depends onconsequence

Cognitive Learning social learning

Theory Theory
memory system processes observe and learn thru
info Prior knowledge attil behar outcomes of
playsimp role in learning people around modelling
cognitive Main component of Information Processing
learning
in sensory memory
theory
2 Selection Attention
3 Pattern Recognition
4 Short term Memory
5 Rehearsal and Chunking
6 Encoding
7 Long term memory

social Factors affecting social learning

learning 1 Attention
theory 2 Retention
3
Reproduction
4 Motivation

REINFOREMENT
a
process where a behaviour is strengthened

Reinforcement Theory
developed by B F Skinner
applied to motivate and retain employees
explains behaviour w o relying on unobservable
internal factors

increase
Tements 1 Positive Reinforcementencouragement
frequency
f Reinforce 2 Negative Reinforcementbyremovingstimulus
mentTheory 3 Punishment noscope ofoccuranceofundesirable
4 Extinction absenceof reinforcement
 BEHAVIOUR MODIFICATION
Learning thru reinforcement
stages of behaviour modification
1 Antecedents A eventsbefore behaviour depicted
29 Behaviour B response to A
3 c result action response
Consequence of

REINFOREMENT SCHEDULES

1 Continuous everytime encouraged

2 Intermitted not every

Types of Intermitted Reinforcement Schedule

6 Ratio Schedule 2 Interval Schedule

Fined Ratio fined Interval
Variable Ratio Variable Interval

PUNISHMENTS
deduct
Punishment ve consequent
Types 1 Positive presents

2 Negative Punishment removal of stimulus gydedu

Negative 1 Undesirable emotion Reaction

esponse 2
Sabotage
fPunishm 3 Temporary suppression insteadof elimination
4 Reduce initiative taking and flenibility of emplo
5 self esteem decrease
CHAP MOTIVATION

management identifies need and goals

fulfils or help fulfil inspire
monetor or non monetary benefits
directly correlated to productivity

Motivation refers to the psychological

process of driving an individual to
certain goals
Three interacting and independent elements
1 needs if physical imbalance
2 drives alleviate needds
3 incentives end of motivation cycle

willingness to expand energy

internal feeling help achieve goal drive to move

CHARACTERISTICS OF MOTIVATION

1 Source diff for diff people

2
Psychological concept
3 Compton
4
diff from satisfaction
51 Positively influences
6 Strengthens interest
7 Encouraches
8 Help achieve
Motive cause of doing something or certain behaviour
they are fundamental functions that
regulate behaviour

TYPES OF MOTIVES

17 Primary motive untainted pitysiologicatebasedbiological

2 General motive partiallearned partialbiologicalinneretEgaffection
3 Secondary motive mostimp learned Eg powerachievement

MOTIVATIONAL APPROACHES
depending on source of motivation

1 Instinct approach inborn patterns biological

2 Drive Reduction approach rehipitwameedsfulfilmentofneeds

31 Incentive approachachieveenternaigoaisiiniinti.ie itffatgtfte

Takeda's.tnaf8komh e1m.Yen
4 Cognitive Approachthoughtbeliefperception

THEORIES OF MOTIVATION
1 Content theories what ofmotivation needstgaals

27 Process Theories how ofmotivation

CONTENT THEORIES
1 Maslow's Need Hierarchy Theory
2 Herzberg Two factor Theory
3 Alderfer ERG Theory
4 McClelland Needs Theory
 PROCESS THEORY
1 Goal Setting Theory
27 Vroom's expectancy theory
3 Porter's performance satisfaction Theory
4 EQuity theory
57 Reinforcement theory

Maslow's Abraham Maslow

NeedHierarchy five cateories of human needs
Theory 1.1 Physiological Needs foodshelter Sen
2 Safety protection physical and emotional
3 Social belongingness affection acceptance
4 Esteem internal tentemal esteem
5 Self actualisation potentialself growthselffulfilment

dY fm t lower order needs

fulfil first move to

indiyaidy
higher order

terzberg Federick Herzberg

Wo factor investigates person expectation from job
Theory twofacors related to job satisfaction I dissat
in Instrinsic Factors Motivators perception
abt job
9 94this extrinsic factors 1 Hygiene Factors

feel good boos of instrinsic bad entrinsic

Alderfer Clayton Alderfer
RG Theory ERG three levels of needs
1 Existence physiological safety
2 Relatedness belongingness
3 Growth esteem self actualisation needs
multiple needs satify simultaneously

McClelland David McClelland

eeds Theory Every person driven by three motivators
1 Achievement
2 Power
3 Affiliation

Goal Setting Edwin Locke

Theory specific t difficult goals higher performance
Feedback commitment
SMART Goals
specific measurable attainable revelant
time bound
Five basic principles
measurable unambiguous communicated
1 Clarity goals
2 Challengesomewhatdifficultnottoomuch
31 Commitmentdedication
4 Feedback overcome obstacles
5 Task complexity levelofdifficulty
Vroom's V1actor Vroom
Theory Focus on motivation decision making leadershi
effort result in performance reward

or ter's efforts airetly lead to performance

do not
enformance reward followed by performance determines
satisfaction satisfaction
multi variate model

Elemenifforts amt
of eners
2 Value of Reward worth
YffIt 3 PerceivedEffort Reward Probability
4 Performance efforsts performance
5 Reward benefits

Equity John Stacey Adams

Theory callsfor fair balance
balance b w input and output strong
and productive reishp btw employee ter
Input output employee demotivated
onputs output motivated more effort

MOTIVATION TECHNIQUES USED IN ORG

1 Uprgade skillsofemployees 4 Eleni hours

2 Monitors Non Benefits 5 Goalsetting
3 Alternative working 6 JobEnrichment
schedules 7 Job Rotation
CHAP GROUPS AND TEAMS
8

Team group united to achieve common goal

Group collection of two or more individuals
who come toger to accomplish common obj
Success failure of org t how effectively groups
and teams managed
Group behaviour team culture influence
overall env of org

GROUP DYNAMICS
process by which people interact
social
face to face in small groups
e describes how groups should be organised

eaturesof it outlines interaction model within group

2 Estimates other
groups
roup pressure of
Dynamics 37 by member of group
4 Facilitates Decision making process
Measures increase satifaction level members
5 of

Affect productivity performance

 FEATURES OF GROUP

1 Emphasis on development accompl of

common group goals rathan than individual
2 Focus on behavioural changes not personality
3 Emphasis on impact
of behaviour not intent
4 Determine reason for less participation
57 Help establish reasonable boundaries with colleagues
a Power authority not used
7 All members feel vulnerable

IMPORTANCE OF GROUPS

commonplatform
1 Provide belonging
sense
of ness
2 Act as source of warmth supportperformbegin
3 Provide power authority to members
4 Provide security to empt
S Offer recognition and status brommembertorg

TYPES OF GROUPS
formedby
Formal Grouporg Group
Informalintimate
remotegeneral interactions
1 Secondary g nopersonalasson 1 Primary informalcommon
subordinatedirects interest
2 Command 9 reportstosenioronly 21 gayest common
taskproject
g to
complete
3 Task job 3 FriendshipTumarmageristic
solvecertain influentialgroup
4 committee problems y Reference
5 Membership
 MODELS FOR COMMUNICATING IN

É
FORMAL GROUPS

1 Chain Model hierany of org followed

memberno
2 Wheel Model report tosinglesuperiorcommoni
blowsboomonemember toother
3 Circular Modelinto takes lot of time
memberfreeto com w other
4 Free flow Model
Inverted V model superior superiorof
5 w and superior

MODELS FOR COMMUNICATING IN

INFORMAL GROUPS

1 Single strand model thru other individual

2 Gossip model one person to as many possible
31 Probability model random manner
41 Cluster model only to who is trustworthy to them

DYNAMICS OF GROUPS
5 Ambiguity

1 Roles 1 Empectation 2 Perception

3 Identity 4 Conflict
2 Norms standars or expectations
3 Status position in group respect recognition
4 Free Rider Tenderly reduce indiefforts as groupexpands
5 Group cohesivenessdegree to which membersfeelconnected
 STAGES OF GROUP FORMATION

1 introduced cautious understand

Forming
2 Storming interacting enquiring feelingsdevelop powershugg
3 Norm ing disagree worked out norms set unders goals
4 Performing perf man trust evaluated communicated
5
Adjourning dissolves after accomplishment

functioning a a
group depend on its
members ability to enchand ideas and
communicate effectively

THEORIES OF FORMATION OF GROUPS

Why and how people form groups
1 Propinquity Theory
2 Homan's Theory
3 Balance Theory
4 Enchang Theory

Propinquity means nearness

Theory people affiliated to each other due to spacial
or geo proximity form informal groups
But nearness can only facilitate not be reason

Hooman's based on three main principles

1 Activities 2 interactions 3 Sentimates
Theory
more shared activities more interaction
develop sentiments
Balance attract towards others on basis on similar
attitudes common obj goals
peony i once relationship form strive to maintain
symmetrical balance
Both propinquity and Hooman theory play role
nearness interacting maintain balance

Enchange based on social exchange theory

Theory pple involved in social enchange based
on perceived reward cost of interactions
Reward Cost join group
Reasons of other theory also applicable

TYPES OF TEAMS

1 Functional Teams manager subordinate same departmen

2 Cross functional team's'simerevil diff department
37 Self managed do not require reporting daily
4 direct supervision
Supervised
57 Virtual not enist physically teletvideoconfrening
6 Problem Solvingfew same departmement solveprob

PROBLEMS IN TEAMWORK

1 Communication99 919 4 Change resistant toadapt

2 Personal variablesmeat s Goal conflict
3 unrealistic Expectations 6 Diff in values value
systemdeff
7 Behaviour entremeaction
 FACTORS FOR CREATING EFFECTIVE
TEAMS

1 Clear Goal
2 Relevant skills
3 Mutual Trust
4 Unified commitment
5 Good communication
6 Negotiation Skills
7 Appropriate leaders
8 Internal support
9 External support

Synergy is the element that differenciates

an effective team
from common team
Outcome of team greater than sum of
individual outcome
CHAP STRESS MANAGEMENT
g
110 International Labour Organisation
Two school of thouthgs fordefiningoccupational
stress
1 Response based model fieldofmedicine
2 Stimulus based model physics engineer

Response base t stress as dependant variable

diffppl diffresp outcome of external factors
ome notaffected t response to

Stimulus based indeptendant internal variable

causes affect on person

Transaction based model of stress

incorporates both response stimulus

Anxiety pertains to only the emotional

and psychological sphere stress also
impacts physiological sphere

Stress experience combination of

1 Physioligical response
2 Emotional
response
3 Cognitive or problem solving response
 WORK STRESS MODEL

17 Job Demands Resources JD R Model

2 Demand Control Model
3 Effort Reward Imbalance Model

Job Demands Two diff psychological processes play role

Resources in workplace stress
model JD R 1 Health
impairment process job demand
2 Motivational process job resources
Job resources may buffer the impact of
job demands on job strain including Burnout
Job influence motivation and work
resources

engagement when job demands high

Demand Job strain is function of

control 1 workplace demands
my 2 Control they have in meeting demands
Demand high control low high job stress
workplace stress types
1 Low strain low deman high control
2 Passive Low demand low control
3 Active High demand high control
4 High Strain High demand low control
Effort Rew Two factors relevant for workplace stress
and Imbalance 1 effort required
model 2 Rewards recieved

STRESSORS
factors that promote workplace stress
env conditions that cause stress

1 Role conflict
2 Role Ambiguity
3 Work overload
41 Resource inadequacy
5 Working conditions
6 Org culture and management style
Org monitoring
7
8 Job insecurity

SOURCES OF STRESS

Environmental Personal Organisational

factors factors factors

individual diff among sources someaffect moresomeno

some people thrive on stress some overwhelm

Factors that diff people inability to handlestress

Job d Personality se
Perception traits esteem
Experience support
 LEVELS OF STRESS

Individual Group Organisational

stress stress stress

Lackofcohesiveness
Lackof socialsupport

OUTCOMES OF STRESS

1 Psychological annietydepression burnout.de

2 Behaviouralactivitylevels efficiency Commsmoking etc
3 Physiological BP heart rate headache etc
4 Organisational loseofmotivation andjob satisfaction
increaseabsent decrease perforama ete

STRESS PERFORMANCE RELATIONSHIP

inverted U
slow med stress goodperforma
higher perfdeteriole
 STRESS MANAGEMENT
identifying eliminating stressful situations
Tripartite model of Stress Management

1 Primary level stressor directed eliminatereduce source

2 Secondary level response directed developresistance
3
Tertiary level symptom directed rehaband recovery
of stress management

forms of org interventions in Primary level

Eure 1 organisational changes at macro level
Jasign 2 Micro environment level strategies
3 Employee level strategies
CHAP CONFLICT MANAGEMENT
10
Conflict t friction which results from
perceived or actual differences that arise
among individuals or groups
Three viewpoints perceptions of conflicts
1 Traditional view all conflies harmful
2 Human Relations view natural essential gasp
3 Interactionist view necessaryfor group tfff.iq

SOURCES OF CONFLICTS

1 Communication ineffective or lack or not correct

2 Personal Variables personality values diversity
3 Unrealistic Expectations impractical enpectfrommanagem
4 Change resist
51 Goal individual or department goalscolide
attached
61 Diff in values value system emotionally
7 Behaviour entreone actions

NEGATIVE CONSEQUENCE OF CONFLICTS

consume energy
1 Performance Degradation conflict
2 Low employee Retention demotivate turnover

POSITIVE CONSEQUENCES OF CONFLICT

1 Change in org culture identifysolveproblems
2 competition healthy productivity quality
3 Creativity competition spin creativity
 FUNCTIONAL CONFLICTS
contructive conflicst
support goals of org improve performance
involve ppl genuinely interested in solving problems

Methods of Stimulating functional conflicts

11 Devil's Advocacy oneperson roleofartic
2 Dialectic Method conduct debate pros and cons

DYSFUNCTIONAL CONFLICTS
functional conflic can turn into dysfunctional
consists of various disputes and disagreements
hinder performance of company

Methods of Dealing with dysfunctional Conflicts

1 Integrating problemsolving collectively gonersolution
2 Obliging one partyneglect their concern steps down
3 Dominating i win you loose relyuponformal authority

TYPES OF CONFLICTS
1 Inter personal 2 Inter group
B Intra individual

STEPS TO RESOLVE INTER PERSONAL CONFLIC

1 Defining problem in term of needs
2 Brainstorm possible outcomes
31 Select solution s match both party needs best
4 Planning who will do what when where
57 9mplementing the plan
6 Evaluating the process and outcome
 I
conflict improve performan stimulate
Conf lie hamper perform a control resolve

CONFLICT RESOLUTION TECHNIQUES

1 Problem solving identify remove resolve cause

all
2 Super ordinate Goals same goals for
3
Increasing Resources
4 Avoidance
5 Compromise give up personal motives
6 Authoritative Command formalauthority use
7 Altering human variables train tochange allude
or behaviour

CONFLICT STIMULATION TECHNIQUES

1 Bringing in outsiders
2 Restructuring the group
3 Appointing the Devil's Advocate
CHAP POWER AND POLITICS
Power is potential Ability to influence
others behaviour
is dynamic changes as situation indi change

Leadership influencing with or without

advantage of formal position
Power is getting people to do things owing
to formal platform they hold
Power has potential to corrup leader action though

SOURCES OF POWER

1 Reward Power influence by rewarding

2 Coercive Power influence by punishing undsblebehar
3 Legitimate Power owing to formal position
4 Expert Power own competencies talents knowledge
5 Referent Power being respected admired liked

STRUCTURAL AND SITUATIONAL

SOURCES OF POWER
who have power
department
1 Knowledge as power who posses knowledge
2 Resources as powerresource whichisdiff toobtain Why
3 Decision making as powerentend canaffectdemising
4 Network as power links with others
POWER TACTICS
strategies to gain power to get certain
y
manipulates bases of power advantage outcome

TYPES OF POWER TACTICS

Individual and Inter group
intra group tactics tactics
1 Assertiveness 1 uncertainty
2 Friendliness absorbtion
3 Rationality 2 Substitutablity
4 Sanctions 3 Ontegrative
5 Higher Authority importance
6 Bargaining
7 Coalition

FACTORS CONTRIBUTING TO ORG POLITICS

Individual factors organisational factors
1 Need
for Power 1 Limited Resources

4 Machiavellianism at uncertainity in
decision making
3 Locus
of control
4 Risk seeking tendancy 3 Performance
pressure
 FIVE FACTOR MODEL OF PERSONALITY
BIG FIVE OCEAN
4 trigger most significant variations in
individual personality
1 Openness curiousoriginal intellectual creative open
2 Conscientiousnessorganised systematic punctual achievemen
3 Extroversion outgoing talkative sociable
4 Agreeableness Affabletolerant sensitive kind warm
5 Neuroticism Anxious irritable moody
CHAP INTERNATIONAL OB
12

Three dimension in which traditional HRM

owing to globalisation and international
operations
1 Cross cultural Dimensions
2 Devise HR policies that take into
account global challenges
3 International Industrial relations

MNCs evolve over three

stages
1 multi domestic strategy
2
emerge as multinational Corporation
3 become truly global

Production Strategies for MNC's

1 multi domestic tailor madeproducts
2 Global Standard for all market
3 Transactional both

Three terms that describe different types

of cultural mindsets
1 Ethnocentric
2 Polycentric
3 Geocentric