1. ORGANIZATION BEHAVIOR
MOTIVATION PROCESS
1. DIFFERENT TYPES OF MOTIVES
2. PERSONAL CONFLICT
3. FRUSTRATION 7 DEFENSE MECHANISM
4. ACHIEVEMENT RELATIONSHIP OF MORALE, PRODUCTIVITY & MOTIVATION
STRESS MANAGEMENT:
1. WORK CURVE MONOTONY / BOREDOM / FATIGUE
GROUP DYNAMICS:
1. FORMAL & INFORMAL GROUPS
2. TYPES OF GROUPS
3. THEORIES
4. GROUP FORMATION
5. TRANSACTIONAL ANALYSIS
ORGANIZATION DESIGN:
1. VARIOUS ORGANIZATION STRUCTURE & THEIR EFFECTS ON HUMAN BEHAVIOUR
2. ORGANIZATION CLIMATE
3. ORGANIZATION CULTURE
LEADERSHIP:
1. DEFINITION
2. ITS IMPORTANCE TO ORGANIZATION
3. LEADERSHIP STYLES
4. APPROACHES TO THE STUDY OF LEADERSHIP TRAITS
5. BEHAVIOURAL & SITUATIONAL APPROACHES
6. THEORIES OF LEADERSHIP
MANAGEMENT CHANGE
1. FORCES RESPONSIBLE FOR CHANGE
2. RESISTANCE TO CHANGE
3. OVERCOMING RESISTANCE TO CHANGE
4. INTRODUCING CHANGE IN ORGANIZATION
5. ORGANIZATION DEVELOPMENT: ORGANIZATION EFFECTIVENESS
MOTIVATION PROCESS
• DIFFERENT TYPES OF MOTIVES
• PERSONAL CONFLICT
• FRUSTRATION & DEFENSE MECHANISM
• ACHIEVEMENT RELATIONSHIP OF MORALE, PRODUCTIVITY & MOTIVATION
MOTIVATION:
• IT IS A PROCESS
• DEALS WITH INDIVIDUAL’S INTENSITY, & PERSISTENCE
• EFFORTS IS DIRECTED TOWARDS ATTAINMENT A GOAL
TYPES OF MOTIVES: [DIFFERENT TYPE OF MOTIVATION THEORIES]
• NEED THEORIES:
o MASLOW’S HIERARCHY
 THERE IS HIERARCHY OF FIVE NEEDS:
 PHYSIOLOGICAL
 SECURITY
 SOCIAL

2.  ESTEEM
 SELF-ACTUALIZATION
o PHYSIOLOGICAL & SAFETY NEEDS ARE LOWER ORDER NEEDS
o THEY ARE SATISFIED EXTERNALLY
o SOCIAL, ESTEEM & SELF-ACTUALIZATION NEEDS ARE HIGHER NEEDS
o THEY ARE SATISFIED INTERNALLY
o TWO FACTORS
 INTRINSIC FACTORS ARE RELATED TO JOB SATISFACTION
[MOTIVATION FACTORS]
 EXTRINSIC FACTORS ARE ASSOCIATED WITH DISSATISFACTION
[HYGIENE FACTORS]
 HYGIENE FACTORS INCLUDES COMPANY POLICY, SUPERVISION, AND
SALARY ETC.
 IF THESE ARE ADEQUATE, PEOPLE WILL NOT BE DISSATISFIED
 MOTIVATION FACTORS INCLUDES ACHIEVEMENT, RECOGNITION,
WORK ITSELF, GROWTH, ETC
o ERG
 THERE ARE THREE GROUPS OF CORE NEEDS: EXISTENCE,
RELATEDNESS, & GROWTH.
o McCLELLAND’S
 THREE IMPORTANT NEEDS
• ACHIEVEMENT
o DRIVE TO EXCEL
• POWER
o CONTROLLING THE BEHAVIOUR OF OTHERS
• AFFILIATION
o DESIRE TO BE FRIENDLY
• GOAL SETTING THEORY
o FOR HIGHER PERFORMANCE SET:
 SPECIFIC & DIFFICULT GOALS
 AND PROVIDE FEEDBACK
• REINFORCEMENT THEORY
o BEHAVIOUR IS A FUNCTION OF ITS CONSEQUENCES
• EQUITY THEORY
o INDIVIDUAL’S COMPARE THEIR JOB INPUTS & OUTCOMES WITH THOSE OF
OTHERS
o AND THEN RESPOND TO REMOVE ANY INEQUITIES
• EXPECTANCY THEORY
o IT FOCUSES ON THREE RELATIONSHIP:

3.  EFFORT-PERFORMANCE
 PERFORMANCE –REWARD
 REWARDS-PERSONAL GOALS
EMPLOYEE INVOLVEMENT PROGRAMS
• IT IS A PARTICIPATIVE PROCESS THAT USES THE ENTIRE CAPACITY OF EMPLOYEES &
IS DESIGNED TO ENCOURAGE INCREASED COMMITMENT TO THE ORGANIZATION’S
SUCCESS
• EXAMPLES:
• PARTICIPATION ,MANAGEMENT
• WORK-COUNCILS
• BOARD REPRESENTATIVES
• QUALITY CIRCLES
• EMPLOYEE STOCK OPTION
•
EMPLOYEE RECOGNITION PROGRAMS
• INCLUDES
o SUGGESTION SYSTEMS
o EMPLOYEE OF THE MONTH
o PRAISING THE EMPLOYEE IN A SOCIAL GATHERING
o PROMOTION
• THE ABOVE LIST IS ONLY ILLUSTRATIVE IN NATURE
VARIABLE PAY PROGRAM:
• MEANS A PORTION OF AN EMPLOYEE’S PAY IS BASED ON HIS PERFORMANCE
• EXAMPLES:
o GAIN-SHARING
o INCENTIVES
o PROFIT SHARING PLANS
o SKILL BASE PAY
o FLEXIBLE BENEFITS
SPECIAL ISSUES IN MOTIVATION:
• MOTIVATING
o PROFESSIONALS
 PROVIDE CHALLENGING JOBS
 PROVIDE SUPPORT
 WORK ITSELF
 AUTONOMY
 REWARD THROUGH EDUCATIONAL OPPORTUNITY
o CONTINGENT WORKERS
 AN OPPORTUNITY FOR PERMANENT STATUS
 PROVIDE SKILL BASE TRAINING
 PROVIDE SKILL-BASE PAY OR VARIABLE PAY
o DIVERSIFIED WORKERS

4.  BE FLEXIBLE IN TERMS OF YOUR POLICY IN MEETING THE NEEDS OF
DIVERSIFIED PEOPLE
o UNSKILLED WORKER
 PAY MARKET RATE
o DOING REPETITIVE NATURE OF JOB.
 CREATE PLEASANT WORK CLIMATE
 OPPORTUNITY TO SOCIALIZE
 EMPATHETIC SUPERVISORS
 BREAKS AT REGULAR INTERVALS
STRESS MANAGEMENT:
1. WORK CURVE MONOTONY / BOREDOM / FATIGUE
STRESS:
• CAUSE IS OUTSIDE & EFFECT IS INSIDE
• INCLUDES
• CONSTRAINTS
o FORCES THAT PREVENT INDIVIDUALS FROM DOING WHAT THEY DESIRE
• DEMANDS
o THE LOSS OF SOMETHING DESIRED
• STRESS IS NOT ALWAYS BAD
• A LITTLE AMOUNT OF STRESS MAKES A PERSON TO STRETCH TO ACCOMPLISH THE
GOAL
SOURCES OF STRESS:
• ENVIRONMENTAL FACTORS
o INCLUDES
 ECONOMIC UNCERTAINTY
• FEAR OF LOOSING JOBS
 POLITICAL UNCERTAINTY
• EXAMPLE: STAND OF MNS / AMARNATH ISSUE
 TECHNOLOGICAL UNCERTAINTY
• NEW INNOVATIONS MAKES AN EMPLOYEE’S SKILL &
EXPERIENCE OBSOLETE
• ORGANIZATIONAL FACTORS
o INCLUDES
 TASK DEMANDS INCLUDES
o DESIGN OF JOBS
 ROLE DEMANDS
• INABILITY TO MEET THE DEMANDS OF THE ROLE
 INTERPERSONAL DEMANDS
• LACK OF SOCIAL SUPPORT
 ORGANIZATIONAL STRUCTURE
• RULES & REGULATIONS
• NO INVOLVEMENT
 ORGANIZATIONAL LEADERSHIP
• STYLE OF LEADERS

5. • INDIVIDUAL FACTORS
o INCLUDES:
o MARITAL DIFFICULTIES
o ECONOMIC PROBLEMS
CONSEQUENCE OF STRESS:
• PHYSIOLOGICAL SYMPTOMS
o BLOOD PRESSURE
o HEART ATTACK
o HEADACHES
• PSYCHOLOGICAL SYMPTOMS
o TENSION
o ANXIETY
o IRRITABILITY
o BOREDOM
o PROCRASTINATION
• BEHAVIOURAL SYMPTOMS
• REFLECTED IN
o PRODUCTIVITY
o ABSENTEEISM
o TURNOVER
o CHANGES IN EATING HABITS
o INCREASED SMOKING OR CONSUMPTION OF ALCOHOL
o SLEEP DISORDERS
MANAGING STRESS:
• TWO APPROACHES:
o INDIVIDUAL
 EFFECTIVE TIME MANAGEMENT
 INCREASING PHYSICAL EXERCISE
 RELAXATION TRAINING
 SOCIAL SUPPORT
o ORGANIZATIONAL
 IMPROVED PERSONNEL SELECTION
 JOB PLACEMENT
 IMPROVED ORGANIZATIONAL COMMUNICATION
 ESTABLISHMENT OF CORPORATE WELLNESS PROGRAMS [PHYSICAL &
MENTAL CONDITIONS]
GROUP DYNAMICS:
6. FORMAL & INFORMAL GROUPS
7. TYPES OF GROUPS
8. THEORIES
9. GROUP FORMATION
10. TRANSACTIONAL ANALYSIS
FORMAL & INFORMAL GROUPS
GROUP:

6. • CONSISTS OF MORE THAN ONE PERSON
• INTERACT TO ACCOMPLISH A PARTICULAR OBJECTIVE
• CREATES INTERDEPENDENCE
• CLASSIFIED:
o FORMAL
 IS DEFINED BY ORGANIZATION
o INFORMAL
 NOT DEFINED BY ORGANIZATION
 FORMED TO MEET SOCIAL NEEDS
• TYPES:
o COMMAND GROUP
 A MANAGER & HIS IMMEDIATE SUBORDINATES
o TASK GROUP
 THOSE WORKING TOGETHER TO COMPLETE A JOB TASK
o INTEREST GROUP
 THOSE WORKING TOGETHER TO ATTAIN A SPECIFIC OBJECTIVE WITH
EACH IS CONCERNED
o FRIENDSHIP GROUP
 THOSE BROUGHT TOGETHER BECAUSE THEY SHARE ONE MORE
COMMON CHARACTERISTICS
GROUP FORMATION:
• GOES THROUGH FIVE STAGES OF DEVELOPMENT
• FORMING
o UNCERTAINTY ABOUT PURPOSE, STRUCTURE & LEADERSHIP
o DETERMINING TYPES OF BEHAVIOUR
o THIS STAGE IS COMPLETE WHEN MEMBERS BEGIN TO THINK OF THEMSELVES
AS PART OF A GROUP
• STORMING
o ACCEPTANCE OF EXISTENCE OF THE GROUP
o CONFLICT AS TO WHO WILL CONTROL THE GROUP
o RESISTANCE TO THE CONSTRAINTS THAT THE GROUP IMPOSES ON
INDIVIDUALITY
o WHEN THIS STAGE IS COMPLETE THERE WILL BE RELATIVELY CLEAR
HIERARCHY OF LEADERSHIP WITHIN THE GROUP
• NORMING
o RELATIONSHIP & COHESIVENESS IS DEVELOPED
o THIS STAGE IS COMPLETE WHEN THE GROUP STRUCTURE SOLIDIFIES & THE
GROUP HAS ACCEPTED A COMMON SET OF EXPECTATIONS OF CORRECT
BEHAVIOUR OF THE MEMBERS
• PERFORMING
o THE GROUP IS FULLY FUNCTIONAL
o FOCUS IS ON PERFORMANCE
• ADJOURNING
o PREPARING FOR DISBANDMENT

7. o RESPONSES OF GROUP MEMBERS VARY IN THIS STAGE. SOME ARE UPBEAT,
BASKING IN THE GLORY; & SOME ARE DEPRESSED
ALTERNATIVE MODEL: FOR TEMPORARY GROUPS
• TEMPORARY GROUPS WITH DEADLINES DO NOT FOLLOW THE ABOVE PATTERN.
THEY HAVE THEIR OWN SEQUENCING OF ACTIONS [INACTIONS] LIKE:
o THEIR FIRST MEETING SETS THE GROUP’S DIRECTION
o THE FIRST PHASE OF GROUP ACTIVITY IS INERTIA
o FOLLOWED BY TRANSITION, WHICH OCCURS WHEN THE GROUP HAS USED
UP HALF ITS ALLOTTED TIME.
o A TRANSITION INITIATES MAJOR CHANGES
o A SECOND PHASE OF INERTIA FOLLOWS THE TRANSITION.
o THE GROUP’S LAST MEETING IS CHARACTERIZED BY A MARKEDLY
ACCELERATED ACTIVITY.
BEHAVIOUR OF WORK GROUP:
• THE FOLLOWING FACTORS INFLUENCE THE WORKING OF GROUP:
• ORGANIZATION’S AUTHORITY STRUCTURE
o WHERE THE WORK GROUP IS PLACED IN THE HIERARCHY LEVEL.
• FORMAL REGULATIONS
o IT STANDARDIZES EMPLOYEE’S BEHAVIOUR
• RESOURCES:
o PRESENCE OR ABSENCE OF RESOURCES INFLUENCES THE BEHAVIOUR OF THE
EMPLOYEES
• PERFORMANCE EVALUATION & REWARD SYSTEM:
o DOES THE ORGANIZATION PROVIDE SPECIFIC / CHALLENGING PERFORMANCE
OBJECTIVES
o DOES THE ORGANIZATION REWARD INDIVIDUAL OR GROUP OBJECTIVES
• ORGANIZATION’S CULTURE
o DEFINES STANDARD OF ACCEPTABLE BEHAVIOUR
• PHYSICAL WORK SETTING
o THE LAYOUT / SIZE / ILLUMINATION / ETC.
GROUP STRUCTURE
• INCLUDES
o FORMAL LEADERSHIP
 EVERY GROUP HAS A FORMAL LEADER, IDENTIFIED BY TITLE
o ROLES
 A SET OF EXPECTED BEHAVIOUR
o NORMS
 ACCEPTABLE STANDARDS OF BEHAVIOUR
o GROUP STATUS
 A SOCIALLY DEFINED POSITION GIVEN TO A GROUP
o GROUP SIZE
 SIZE OF THE GROUP AFFECTS THE GROUP’S OVERALL BEHAVIOUR

8. THERE IS A TENDENCY FOR INDIVIDUAL’S TO EXPEND LESS EFFORT
WHEN WORKING COLLECTIVELY THAN WORKING INDIVIDUAL.
[SOCIAL LOAFING]
o COMPOSITION
 THE DEGREE TO WHICH MEMBERS OF A GROUP SHARE A COMMON
DEMOGRAPHIC ATTRIBUTE LIKE AGE / SEX / RACE / EDUCATION /
LENGTH OF SERVICE
 INDIVIDUALS WHO AS PART OF A GROUP HOLD A COMMON
ATTRIBUTE
o COHESIVENESS
 DEGREE TO WHICH GROUP MEMBERS ARE ATTRACTED TO EACH
OTHER & ARE MOTIVATED TO STAY IN THE GROUP
GROUP DECISION MAKING
• FOLLOWING ARE THE STRENGTHS OF GROUP DECISION MAKING
o GENERATE MORE COMPLETE INFORMATION 7 KNOWLEDGE
o DIVERSITY IN VIEWS
o HIGHER QUALITY DECISIONS
o INCREASED ACCEPTANCE OF DECISION
• FOLLOWING ARE THE WEAKNESS OF GROUP DECISION MAKING
o TIME CONSUMING
o CONFORMITY PRESSURE
o DOMINATED BY FEW OR ONE MEMBER
o AMBIGUOUS RESPONSIBILITY
GROUPTHINK
• PHENOMENON IN WHICH THE NORM FOR CONSENSUS. OVERRIDES THE REALISTIC
APPRAISAL OF ALTERNATIVE COURSES OF ACTION
GROUPSHIFT:
• A CHANGE IN DECISION RISK BETWEEN THE GROUP’S DECISION & THE INDIVIDUAL
DECISION THAT MEMBERS WITHIN THE GROUP WOULD MAKE, CAN BE EITHER
TOWARD CONSERVATISM OR GREATER RISK
GROUP DECISION MAKING TECHNIQUES:
• INTERACTING GROUPS
o MEMBERS INTERACT WITH EACH OTHER FACE TO FACE
o BEFORE DISCUSSIONS BEGIN, EACH MEMBER WRITES HIS OWN IDEA. EACH
IDEA IS DISCUSSED. THE IDEA IS ACCEPTED
• BRAINSTORMING
o IDEAS ARE GENERATED.
o CRITICISM IS DISCOURAGED
• ELECTRONIC MEETING
o A MEETING IN WHICH MEMBERS INTERACT ON COMPUTERS

9. DIFFERENCE BETWEEN WORK GROUP & WORK TEAM
CRITERIA WORK-GROUP WORK-TEAM
GOAL SHARE INFORMATION COLLECTIVE PERFORMANCE
SYNERGY NEUTRAL [SOMETIMES POSITIVE
NEGATIVE]
ACCOUNTABILITY INDIVIDUAL INDIVIDUAL & MUTUAL
SKILLS SUPPLEMENTARY COMPLEMENTARY
TYPES OF TEAMS
• PROBLEM-SOLVING TEAMS
o PERTAINS TO DEPARTMENTAL ISSUES
o MEMBERS ARE FROM THE SAME DEPARTMENT
• SELF-MANAGED TEAMS
o OPERATE AS PROFIT CENTRES
• CROSS-FUNCTIONAL TEAMS
• PERTAINS ORGANIZATIONAL PROBLEMS
• MEMBERS ARE FROM DIFFERENT FUNCTION BUT OF THE SAME HIERARCHY
• VIRTUAL TEAMS
o MEMBERS LINKED THROUGH COMPUTERS
o MEMBERS ARE DISPERSED. HENCE NO FACE TO FACE CONTACT
CREATING AN EFFECTIVE TEAM
• FOR CREATING AN EFFECTIVE TEAM DO THE FOLLOWING
• WORK DESIGN
o INCLUDES
 AUTONOMY
 SKILL VARIETY
 TASK IDENTITY
 TASK SIGNIFICANCE
• COMPOSITION
o INCLUDES:
 ABILITY
 PERSONALITY
 ROLES & DIVERSITY
 SIZE
 FLEXIBILITY
 PREFERENCE FOR TEAM WORK
• CONTEXT
o INCLUDES:
 ADEQUATE RESOURCES
 LEADERSHIP
 PERFORMANCE EVALUATION & REWARD
• PROCESS
o COMMON PURPOSE
o SPECIFIC GOALS
o TEAM EFFICACY

10. o CONFLICT
o SOCIAL LOAFING
ORGANIZATION DESIGN:
4. VARIOUS ORGANIZATION STRUCTURE & THEIR EFFECTS ON HUMAN BEHAVIOUR
5. ORGANIZATION CLIMATE
6. ORGANIZATION CULTURE
ORGANIZATIONAL STRUCTURE:
• HOW JOB TASKS ARE FORMALLY DIVIDED , GROUPED & COORDINATED
• THERE ARE SIX KEY ELEMENTS THAT MANAGERS NEED TO ADDRESS WHEN THEY
DESIGN THEIR OS:
o WORK SPECIALIZATION
o CHAIN OF COMMAND
o SPAN OF CONTROL
o CENTRALIZATION
o DECENTRALIZATION
o FORMALIZATION
• WORK SPECIALIZATION:
o THE DEGREE TO WHICH TASKS IN THE ORGANIZATION ARE SUBDIVIDED INTO
SEPARATE JOBS
o THE BASIS BY WHICH JOBS ARE GROUPED TOGETHER IS CALLED AS
DEPARTMENTALIZATION
• CHAIN OF COMMAND:
o THE UNBROKEN LINE OF AUTHORITY THAT EXTENDS FROM THE TOP OF THE
ORGANIZATION TO THE LOWEST ECHELON & CLARIFIES WHO REPORTS TO
WHOM
o CHAIN OF COMMAND HAS TWO COMPLIMENTARY CONCEPTS:
 AUTHORITY
• THE RIGHTS INHERENT IN A MANAGERIAL POSITION TO GIVE
ORDERS & TO EXPECT THE ORDERS TO BE OBEYED
 UNITY OF COMMAND
• A SUBORDINATE SHOULD HAVE ONLY ONE SUPERIOR TO
WHOM HE OR SHE IS DIRECTLY RESPONSIBLE
• SPAN OF CONTROL
o THE NUMBER OF SUBORDINATES A MANAGER CAN EFFICIENTLY &
EFFECTIVELY DIRECT
• CENTRALIZATION:
o THE DEGREE TO WHICH DECISION MAKING IS CONCENTRATED AT A SINGLE
POINT IN THE ORGANIZATION
• DECENTRALIZATION
o DECISION DISCRETION IS PUSHED DOWN TO LOWER LEVEL EMPLOYEES
• FORMALIZATION:
• THE DEGREE TO WHICH JOBS WITHIN THE ORGANIZATION IS STANDARDIZED
TYPES OF OS
• SIMPLE STRUCTURE:

11. o A STRUCTURE CHARACTERIZED BY
 A LOW DEGREE OF DEPARTMENTALIZATION,
 WIDE SPANS OF CONTROL
 AUTHORITY CENTRALIZED IN A SINGLE PERSON
• BUREAUCRACY
o A STRUCTURE WITH HIGHLY ROUTINE OPERATING TASKS
 ACHIEVED THROUGH SPECIALIZATION
 VERY FORMALIZED RULES & REGULATIONS
 TASKS THAT ARE GROUPED INTO A FUNCTIONAL DEPARTMENTS
 CENTRALIZED AUTHORITY
 NARROW SPAN OF CONTROL & DECISION MAKING
o THAT FOLLOWS THE CHAIN OF COMMAND
• MATRIX STRUCTURE
o A STRUCTURE THAT CREATES DUAL LINES OF AUTHORITY
o COMBINES FUNCTIONAL & PRODUCT DEPARTMENTALIZATION
• TEAM STRUCTURE:
o THE USE OF TEAMS AS THE CENTRAL DEVICE TO COORDINATE WORK
ACTIVITIES
• VIRTUAL ORGANIZATION:
o A SMALL CORE ORGANIZATION THAT OUTSOURCE MAJOR BUSINESS
FUNCTIONS
• BOUNDARYLESS ORGANIZATION:
• AN ORGANIZATION THAT SEEKS
o TO ELIMINATE THE CHAIN OF COMMAND
o HAVE LIMITLESS SPAN OF CONTROL
o REPLACE DEPARTMENTS WITH EMPOWERED TEAMS
WHY DOES STRUCTURE DIFFER?
• THERE ARE TWO MODELS OF OS:
o MECHANISTIC
 HAS FOLLOWING CHARACTERISTICS:
• EXTENSIVE DEPARTMENTALIZATION
• HIGH FORMALIZATION
• LIMITED INFORMATION NETWORK
• CENTRALIZATION
o ORGANIC
 HAS FOLLOWING CHARACTERISTICS:
• FLAT OS
• USES CROSS-HIERARCHICAL & CROSS-FUNCTIONAL TEAMS
• HAS LOW FORMALIZATION
• COMPREHENSIVE INFORMATION NETWORK
• RELIES PARTICIPATIVE DECISION-MAKING
o THE ABOVE TWO MODELS ADDRESSES THE BASIS OF THE ORGANIZATION
STRUCTURE FORMATION
o THE FOLLOWING ARE THE FORCES THAT DETERMINES THE OS
 STRATEGY

12.  ORGANIZATION SIZE
 TECHNOLOGY
 ENVIRONMENT
ORGANIZATION STRUCTURE & EMPLOYEE BEHAVIOUR
• WORK SPECIALIZATION:
o CONTRIBUTES TO HIGHER EMPLOYEE PRODUCTIVITY BUT REDUCED JOB
SATISFACTION
o AFTER SOMETIME JOB BECOMES BORING
• SPAN OF CONTROL
o LARGE SPAN OF CONTROL MAY LEAD TO HIGHER EMPLOYEE PERFORMANCE
& MORE OPPORTUNITY FOR PERSONAL INITIATIVE
o INCREASES JOB SATISFACTION OF MANAGER
• CENTRALIZATION
o LESS CENTRALIZED, GREATER AMOUNT OF PARTICIPATIVE DECISION MAKING
o RESULTING GREATER JOB SATISFACTION
• TO MAXIMIZE EMPLOYEE PERFORMANCE & SATISFACTION, INDIVIDUAL
DIFFERENCES, SUCH AS EXPERIENCE, PERSONALITY & THE WORK TASK SHOULD BE
TAKEN INTO ACCOUNT
• NATIONAL CULTURE ALSO INFLUENCES STRUCTURE. ORGANIZATIONS OPERATING
WITH PEOPLE FROM HIGH POWER DISTANCE CULTURES, WILL FIND EMPLOYEES
ACCEPTING MECHANISTIC STRUCTURES
• ORGANIZATION STAY WITH ORGANIZATIONS THAT SUIT THEIR PERSONALITY.
CANDIDATES WHO PREFER PREDICTABILITY TAKE OUT EMPLOYMENT IN
MECHANISTIC STRUCTURES
ORGANIZATION CULTURE
• IS THE SOCIAL GLUE THAT HELPS HOLDS THE ORGANIZATION TOGETHER
• IT CONSISTS OF
o BELIEFS
 IT IS A PROPOSITION ABOUT HOW THE WORLD WORKS THAT
INDIVIDUAL ACCEPTS AS TRUE
 IT IS COGNITIVE FACT
o ASSUMPTIONS
 ARE BELIEFS THAT ARE REGARDED AS SO VALUABLE & OBVIOUSLY
CORRECT THAT THEY ARE TAKEN FOR GRANTED & RARELY
QUESTIONED OR EXAMINED.
 IT IS ALSO COGNITIVE FACT.
o VALUES
 ARE ALSO BELIEFS? BELIEFS ABOUT WHAT ARE DESIRABLE OR GOOD,
& WHAT IS UNDESIRABLE OR BAD.
 IT IS ALSO COGNITIVE FACT

13. • THE FOLLOWING ARE THE PRIMARY CHARACTERISTICS OF OC:
o INNOVATION & RISK TAKING
o ATTENTION TO DETAIL
o OUTCOME ORIENTATION
o PEOPLE ORIENTATION
o TEAM ORIENTATION
o AGGRESSIVENESS [GO GETTERS]
o STABILITY
• ORGANIZATIONS HAVE DOMINANT & NUMEROUS SETS OF SHARED SUB-CULTURE
• DOMINANT CULTURE
o EXPRESSES THE CORE VALUES THAT ARE SHARED BY A MAJORITY OF THE
ORGANIZATION’S MEMBERS
HOW EMPLOYEES LEARN CULTURE
• STORIES
• RITUALS
• MATERIAL SYMBOLS
• LANGUAGE
MATCHING PEOPLE WITH CULTURE
• ORGANIZATIONS ATTEMPT TO SELECT NEW MEMBERS WHO FIT WELL WITH
ORGANIZATION’S CULTURE
• AND EVEN JOB CANDIDATES TRY TO FIND ORGANIZATIONS WHERE THEIR VALUES &
PERSONALITY WILL FIT IN
• OC HAS FOLLOWING DIMENSIONS:
o SOCIALIBILITY
 MEANS FRIENDLINESS
o SOLIDARITY
 MEANS TASK ORIENTATION
o MATRIX OF THE SE TWO DIMENSIONS CREATE FOUR DISTINCT CULTURE:
 NETWORKED CULTURE
• HIGH ON SOCIALABILITY
• LOW ON SOLIDARITY
 MERCENARY CULTURE
• LOW ON SOCIALABILITY
• HIGH ON SOLIDARITY
 FRAGMENTED CULTURE
• LOW ON SOCIABILITY
• LOW ON SOLIDARITY
 COMMUNAL CULTURE
 HIGH ON SOCIALABILITY
 HIGH ON SOLIDARITY
ORGANIZATION CLIMATE
• PERCEIVED ATTRIBUTES OF AN ORGANIZATION & ITS SUB-SYSTEM
• AS REFLECTED IN THE WAY AN ORGANIZATION DEALS WITH MEMBERS, GROUPS &
ISSUES

14. • THERE IS A LINK BETWEEN CLIMATE MOTIVATION AS STATED BELOW:
o ACHIEVEMENT
 CONCERN FOR EXCELLENCE
o EXPERT INFLUENCE
 CONCERN FOR MAKING AN IMPACT ON OTHERS
o CONTROL
 CONCERN FOR ORDERLINESS
 DESIRE TO BE & STAY & INFORMED
o EXTENSION
 CONCERN FOR OTHERS
o DEPENDENCY
 DESIRE FOR ASSISTANCE OF OTHERS
o AFFILIATION
 CONCERNING FOR ESTABLISHING & MAINTAINING RELATIONSHIP
o ORIENTATION
 CONCERN FOR ORGANIZATION
o INTER-PERSONAL RELATIONSHIP
 CREATING INTER-DEPENDENCY
o SUPERVISION
 SUPPORTIVE
o PROBLEM MANAGEMENT
 HOW ARE PROBLEMS PERCEIVED BY THE ORGANIZATION
o MANAGEMENT OF MISTAKES
 HOW DOES MANAGEMENT VIEWS MISTAKES
o CONFLICT MANAGEMENT
 THE WAY CONFLICTS ARE RESOLVED
o COMMUNICATION
 CONCERNED WITH FLOW OF INFORMATION
o DECISION MAKING
 WHETHER PARTICIPATIVE
o TRUST
 BASIS OF RELATIONSHIP
o MANAGEMENT REWARDS
 WHAT IS REWARDED IN AN ORGANIZATION INFLUENCES
ORGANIZATION CLIMATE
o RISK-TAKING
 HOW DOES ORGANIZATION RESPONDS TO RISK
o INNOVATION & CHANGE
 HOW CHANGE & INNOVATIONS ARE PERCEIVED
LEADERSHIP:
7. DEFINITION
8. ITS IMPORTANCE TO ORGANIZATION
9. LEADERSHIP STYLES
10. APPROACHES TO THE STUDY OF LEADERSHIP TRAITS
11. BEHAVIORAL & SITUATIONAL APPROACHES
12. THEORIES OF LEADERSHIP
LEADER

15. • THE ABILITY OF A PERSON TO INFLUENCE OTHERS TO WARD THE ACHIEVEMENT OF
A COMMON GOAL
LEADERSHIP:
• IT IS THE STYLE OF THE LEADER
THEORIES OF LEADERSHIP
• TRAIT
o THE QUALITIES OF A LEADER THAT DIFFERENTIATES A LEADER FROM A NON-
LEADER
• BEHAVIORAL
o THE SPECIFIC BEHAVIORS THAT DIFFERENTIATES LEADERS FROM NON-
LEADERS. EXAMPLE: PEOPLE FOCUSED OR TASK FOCUSED, OR ONE WHO
SEEKS EXPERIMENTATION
• CONTINGENCY
o IT IS BASED ON SITUATIONS
o THE FOLLOWING ARE THE MODELS
 FIEDLER CONTINGENCY
• MATCH BETWEEN A LEADER’S STYLE OF INTERACTING WITH
SUBORDINATES, & THE DEGREE TO WHICH THE SITUATION
GIVES CONTROL & INFLUENCE TO THE LEADER
 HERSEY & BLANCHARD
• A CONTINGENCY THEORY THAT FOCUSES ON FOLLOWER’S
READINESS
 LEADER-MEMBER EXCHANGE THEORY
• LEADER CREATES IN-GROUPS& OUT-GROUPS &
SUBORDINATES WITH IN-GROUP STATUS WILL HAVE HIGHER
PERFORMANCE RATINGS, LESS TURNOVER, & GREATER
SATISFACTION WITH THEIR SUPERIOR
 PATH-GOAL
• A LEADER’S BEHAVIOR IS ACCEPTABLE TO SUBORDINATES IN
SO FAR AS THEY VIEW IT AS SOURCE OF EITHER IMMEDIATE
OR FUTURE SATISFACTION
 LEADER PARTICIPATION
• PROVIDES A SET OF RULES TO DETERMINE THE FORM &
AMOUNT OF PARTICIPATIVE DECISION MAKING IN DIFFERENT
SITUATIONS
• NEO-CHARISMATIC THEORIES
o EMPHASIS SYMBOLISM, EMOTIONAL APPEAL & EXTRAORDINARY FOLLOWER
COMMITMENT
• CHARISMATIC LEADER
o FOLLOWERS MAKE ATTRIBUTIONS OF HEROIC OR EXTRAORDINARY
LEADERSHIP ABILITIES WHEN THEY OBSERVE CERTAIN BEHAVIORS
• TRANSACTIONAL LEADER
o GUIDE OR MOTIVATE THEIR FOLLOWERS IN THE DIRECTIONAL OF
ESTABLISHED GOALS BY CLARIFYING ROLE & TASK REQUIREMENTS

16. • TRANSFORMATIONAL LEADERS
o PROVIDE INDIVIDUALIZED CONSIDERATION & INTELLECTUAL SIMULATION, &
WHO POSSESS CHARISMA
• VISIONARY LEADERSHIP
o ABILITY TO CREATE & ARTICULATE A REALISTIC, CREDIBLE, ATTRACTIVE
VISION OF THE FUTURE FOR AN ORGANIZATION
EMOTIONAL INTELLIGENCE & LEADERSHIP:
• GREAT LEADERS EXHIBIT THE FOLLOWING COMPONENTS OF EMOTIONAL
INTELLIGENCE
o SELF-AWARENESS
 EXHIBITED BY CONFIDENCE, REALISTIC SELF-ASSESSMENT & A SELF-
DEPRECIATING SENSE OF HUMOUR
o SELF-MANAGEMENT
 EXHIBITED BY TRUSTWORTHINESS & INTEGRITY, COMFORT WITH
AMBIGUITY & OPENNESS TO CHANGE
o SELF-MOTIVATION
 EXHIBITED BY A STRONG DRIVE TO ACHIEVE, OPTIMISM & HIGH ON
ORGANIZATIONAL COMMITMENT
o EMPATHY
 EXHIBITED BY EXPERTISE IN BUILDING & RETAINING TALENT, CROSS-
CULTURAL SENSITIVITY & SERVICE TO CLIENTS & CUSTOMERS
o SOCIAL SKILLS
 ABILITY TO LEAD CHANGE EFFORTS, PERSUASIVENESS & EXPERTISE IN
BUILDING & LEADING TEAMS
TRUST & LEADERSHIP
• TRUST
o A POSITIVE EXPECTATION THAT ANOTHER WILL NOT ACT
OPPORTUNISTICALLY
o IT IS THE FOUNDATION OF LEADERSHIP
o BASIS ON WHICH RELATIONSHIP IS BUILT
• THE FOLLOWING ARE THE DIMENSIONS OF TRUST:
o INTEGRITY
 REFERS TO HONESTY & TRUTHFULNESS
o COMPETENCE
 INCLUDES KNOWLEDGE & ATTITUDE
o CONSISTENCY
 RELATES TO RELIABILITY, PREDICTABILITY & GOOD JUDGMENT IN
HANDLING SITUATIONS
o LOYALTY
 WILLINGNESS TO PROTECT & SAVE FACE FOR ANOTHER PERSON
• FOLLOWING ARE THE TYPES OF TRUST:
o DETERRENCE-BASED TRUST
 TRUST BASED ON FEAR OF REPRISAL
o KNOWLEDGE-BASED TRUST

17.  BASED ON PREDICTABILITY
o IDENTIFICATION-BASED TRUST
 BASED ON MUTUAL UNDERSTANDING OF EACH OTHER’S INTENTIONS
& APPRECIATION OF OTHER’S WANTS & DESIRES
MANAGEMENT CHANGE
6. FORCES RESPONSIBLE FOR CHANGE
7. RESISTANCE TO CHANGE
8. OVERCOMING RESISTANCE TO CHANGE
9. INTRODUCING CHANGE IN ORGANIZATION
10. ORGANIZATION DEVELOPMENT: ORGANIZATION EFFECTIVENESS
MANAGEMENT CHANGE
CHANGE:
• MAKING THINGS DIFFERENT
PLANNED CHANGE
• CHANGE ACTIVITIES THAT ARE INTENTIONAL & GOAL ORIENTED
TYPES OF CHANGE
• FIRST ORDER
o MARGINAL CHANGE
• SECOND ORDER
o BREAKTHROUGH CHANGE
FORCES FOR CHANGE:
• NATURE OF THE WORKFORCE
o EXAMPLES ARE:
 MORE CULTURAL DIVERSITY
 INCREASE IN PROFESSIONAL
• TECHNOLOGY
o EXAMPLES:
 FLATTER ORGANIZATION STRUCTURE
 TQM PROGRAMS
 REENGINEERING PROGRAMS
• ECONOMIC SHOCKS
o EXAMPLE:
 CHANGE IN OIL PRICE
• COMPETITION
o EXAMPLES:
 GLOBAL COMPETITION
 MERGERS & CONSOLIDATIONS
 GROWTH OF E-COMMERCE
• SOCIAL TENDS
o EXAMPLES:
 ATTITUDE TOWARDS SMOKING
 DELAYED MARRIAGES
 STAND AGAINST POLLUTION

18. 
• WORLD POLITICS
o EXAMPLES:
 UNIFICATION OF GERMANY
 BREAKUP OF SOVIET UNION
 OPENING OF MARKETS IN CHINA
CHANGE AGENTS:
• PERSONS WHO ACT AS CATALYSTS & ASSUMES THE RESPONSIBILITY FOR MANAGING
CHANGE
WHAT CAN CHANGE AGENTS CHANGE?
• STRUCTURE
o AN OS DEFINES HOW TASKS ARE FORMALLY DIVIDED, GROUPED &
COORDINATED
o CHANGE AGENTS CAN ALTER CAN ALTER ONE OR MORE OF THE KEY
ELEMENTS IN THE ORGANIZATION STRUCTURE
o EXAMPLE:
 DEPARTMENTAL RESPONSIBILITIES CAN BE COMBINED
 SPAN OF CONTROLS WIDENED
 INCREASE STANDARDIZATION
 DECENTRALIZE DECISION MAKING
• TECHNOLOGY
o INTRODUCTION OF NEW EQUIPMENT, TOOLS, OR OPERATING PROCEDURE
• PHYSICAL SETTING
o DOING AWAY WITH STATUS SYMBOLS
 EXAMPLES:
• NO CABINS
• COMMON CANTEEN
• PEOPLE
o CHANGE IN PEOPLE ARE BROUGHT ABOUT IN TERMS OF KNOWLEDGE &
ATTITUDE
o IT IS DONE THROUGH CONCEPT OF OD. IN OD HR INTERVENTIONS ARE MADE
TO CHANGE PEOPLE & THEIR NATURE OF RELATIONSHI
RESISTANCE TO CHANGE:
• ORGANIZATION & THEIR MEMBERS RESIST CHANGE
• RESISTANCE PROVIDES STABILITY & PREDICTABILITY TO BEHAVIOR
• RESISTANCE CAN BE OVERT, IMPLICIT, IMMEDIATE OR DEFERRED
• SOURCES OF RESISTANCE CAN BE CLASSIFIED AS:
o INDIVIDUAL
 FOLLOWING ARE THE REASONS:
• HABIT
• SECURITY
• ECONOMIC FACTORS
• FEAR OF UNKNOWN

19. • SELECTIVE INFORMATION PROCESSING
o ORGANIZATIONAL
o FOLLOWING ARE THE REASONS:
 STRUCTURAL INERTIA
• ORGANIZATIONS HAVE BUILT-N MECHANISM TO PRODUCE
STABILITY
• FOR EXAMPLE, THE SELECTION PROCESS SYSTEMATICALLY
SELECTS CERTAIN PEOPLE IN & CERTAIN PEOPLE OUT
 LIMITED FOCUS ON CHANGE
• ORGANIZATIONS ARE MADE UP OF A NUMBER OF
INTERDEPENDENT SUBSYSTEMS. YOU CAN’T CHANGE ONE
WITHOUT AFFECTING THE OTHERS
 GROUP INERTIA
• EVEN IF INDIVIDUALS WANT TO CHANGE THEIR BEHAVIOR,
GROUPS NORMS MAY ACT AS A CONSTRAINT
 THREAT TO EXPERTISE
• EXPERTS LOOSE THEIR IMPORTANCE
 THREAT TO ESTABLISHED POWER RELATIONSHIP
• FEAR OF LOOSING POWER
 THREAT TO ESTABLISHED RESOURCE ALLOCATION
• FEAR OF LOOSING POWER & IMPORTANCE
OVERCOMING RESISTANCE:
• EDUCATION & COMMUNICATION
• PARTICIPATION
• FACILITATION & SUPPORT
• NEGOTIATION
• MANIPULATION & CO-OPTATION
• COERCION
APPROACHES TO MANAGING ORGANIZATIONAL CHANGE
• KURT LEWIN’S THREE STEP MODEL
o UNFREEZING
o MOVING
o REFREEZING
• ACTION RESEARCH
o A CHANGE PROCESS BASED ON SYSTEMATIC COLLECTION OF DATA & THEN
SELECTION OF CHANGE ACTION BASED ON WHAT THE ANALYZED DATA
INDICATE
• ORGANIZATION DEVELOPMENT
o A COLLECTION OF PLANNED CHANGE INTERVENTIONS, BUILT ON
HUMANISTIC-DEMOCRATIC VALUES THAT SEEKS TO IMPROVE
ORGANIZATIONAL EFFECTIVENESS & EMPLOYEE’S WELL BEING
THANK YOU FOR YOUR PATIENT LISTENING & HEARING MY BEST WISHES