Sources of stress - Work-related Stress, Financial Stress, Health-related Stress, Relationship Stress, Life Changes, Social and Environmental

Stress,
Self-imposed Stress, Uncertainty and External Events
Consequences of Stress - Physical Health Issues, Mental Health Problems, Emotional Impact, Behavioral Changes, Relationship Strain, Reduced
Managing stress - Exercise regularly, deep breathing or meditation, Get enough sleep, Maintain a balanced diet, Set realistic goals and prioritize tasks,
take breaks and disconnect from work, Talk to someone, Practice time management to reduce pressure.
Quality of Work Life refers to the overall well-being of employees in their work environment. It encompasses factors such as job satisfaction, work-life
balance, fair compensation, safe working conditions, opportunities for personal growth, and healthy relationships with colleagues. A high QWL
promotes motivation, engagement, and productivity, while a low QWL can lead to stress, burnout, and dissatisfaction.
Work specialization refers to the practice of breaking down tasks within an organization into smaller, more specific tasks that individuals or groups
perform repeatedly. This approach allows employees to focus on a particular set of tasks, leading to greater efficiency and expertise in those areas.
While work specialization can increase productivity and skill development, excessive specialization can lead to monotony, reduced job satisfaction,
and limited flexibility for employees.
Contemporary theories of motivation focus on understanding the psychological and social factors that drive individuals to achieve goals.
Self-Determination Theory (SDT): Emphasizes intrinsic and extrinsic motivation, suggesting that people are most motivated when they relatedness.
Goal-Setting Theory: Proposes that setting specific, challenging goals leads to higher performance and motivation, when the goals are achievable.
Equity Theory: individuals are motivated by a desire to maintain balance between their inputs (effort) and outputs (rewards) compared to others.
Expectancy Theory: Suggests that motivation is driven by the belief that effort will lead to performance, and performance will lead to desired rewards.
Reinforcement Theory: Based on operant conditioning, it states that behavior is motivated by consequences that follow actions.
Departmentalization is the process of dividing an organization into specialized units to improve efficiency and focus. The main types are:
Functional: Groups by roles or tasks (e.g., Marketing, HR), Product: Groups by product lines (e.g., Electronics, Clothing), Geographical: Groups by
regions (e.g., North America, Europe), Customer: Groups by customer types (e.g., Retail, B2B), Process: Groups by stages of production (e.g., Order
Processing, Manufacturing), Matrix: Combines functional and product-based structures (dual reporting), Time-Based: Groups by shifts or time periods
Leadership is the ability to influence, motivate, and guide individuals or groups to achieve common goals. Effective leaders inspire others, make
decisions, and manage resources to achieve success for the organization or team Autocratic Leadership: The leader makes decisions unilaterally,
without much input from team members. Democratic Leadership: The leader involves team members in the decision-making process, valuing their
input and ideas.
Maslow's Hierarchy of Needs is a psychological theory proposed by Abraham Maslow that suggests human beings have five levels of needs that must
be fulfilled in a specific order, starting from basic needs to higher-level needs. Physiological Needs: Basic survival needs (food, water, sleep, shelter),
Safety Needs: Security, stability, and protection. Love and Belongingness Needs: Social relationships, affection, and belonging. Esteem Needs: Self-
respect, recognition, and achievement. Self-Actualization Needs: Personal growth, fulfillment, and realizing potential.
Roles of a manager in an organization - Planning: Setting goals and defining strategies to achieve objectives.
Formal Group: A group created by the organization with specific roles, responsibilities, and objectives.
Organizing: Structuring resources, delegating tasks, and managing workflows. Structure: Has defined roles, hierarchies, and a clear purpose.
Leading: Motivating and guiding team members towards goals. Example: Work teams, project groups, departments.
Function: Focuses on achieving organizational goals and tasks.
Controlling: Monitoring performance and making adjustments as needed. Informal Group: A group formed naturally by individuals based on common interests, friendships, or social
connections.
Decision-Making: Making informed decisions to address challenges and opportunities. Structure: No official roles or structure; more flexible and spontaneous.
Example: Friendships among coworkers, social clubs.
Communication: Facilitating effective communication within the organization. Function: Provides social support, sharing of ideas, and can influence work dynamics.

Organizational Politics refers to the use of power, influence, and personal tactics within an organization to achieve personal or group goals, often at
the expense of others or the organization’s overall objectives. It involves behaviors that may not always align with formal roles or ethical guidelines but
are used to gain advantages, control resources, or advance one’s position. Reason - Poor Communication, Different Goals, Resource Scarcity,
Personality Clashes, Role Ambiguity, Power Struggles, Cultural Differences, Unclear Policies
Organizational Structure: The way an organization arranges roles, responsibilities, and relationships to achieve its goals. It defines the hierarchy,
communication flow, and division of tasks within the organization.
Centralization of Authority: The concentration of decision-making power at the top levels of the organization. In a centralized structure, decisions are
made by a few key leaders rather than being delegated to lower levels.
Organizational Behavior is the study of how individuals and groups behave within an organization. It focuses on understanding, predicting, and
managing employee actions, attitudes, and interactions to improve organizational effectiveness.
Intrapersonal Conflict: Conflict that occurs within an individual when they face opposing thoughts, emotions, or desires.
Cause: It often arises from internal struggles, such as a person feeling torn between personal values, goals, or making a difficult decision.
Example: A manager who feels conflicted about promoting an employee due to personal biases versus what’s best for the organization.
Intragroup Conflict: Conflict that occurs within a group or team of individuals, often due to differences in opinions, goals, or work styles.
Cause: It can arise from misunderstandings, competition for resources, role ambiguity, or personality clashes among team members.
Example: Disagreements between team members on how to approach a project or conflicting ideas about team priorities.
Douglas McGregor's Theory X and Theory Y explains two contrasting views of employee motivation and management:
Theory X: Assumption: Employees are inherently lazy, need constant supervision, and avoid responsibility.
Management Style: Authoritative, controlling, and micromanaging.
Theory Y: Assumption: Employees are self-motivated, enjoy work, and seek responsibility.
Management Style: Participative, empowering, and trust based.
Theory X assumes employees need to be directed, while Theory Y believes employees can be trusted to work autonomously and contribute to goals.
Focus: Successful Manager: Achieves short-term goals, such as meeting targets or getting promotions. Effective Manager: Focuses on long-term
goals, building strong teams, and creating sustainable growth.
Results: Successful Manager: Achieves desired outcomes, often with individual effort and decision-making. Effective Manager: Achieves goals through collaboration, empowerment, and
motivating others.
Leadership Style: Successful Manager: May rely more on authority and control.
Effective Manager: Inspires and leads by example, fostering a positive work environment.
Impact: Successful Manager: Has personal achievements but may not develop others.
Effective Manager: Builds the skills of the team and contributes to the overall success of the organization.
In short, a successful manager focuses on achieving personal or immediate goals, while an effective manager prioritizes sustainable performance, team development, and long-term success.