BY: PROF. V.P.

KAKKAR

Dr. Ashok K Chauhan, Founder President, RBEF & CEO Amity Group, strongly believes that Human Behaviour determines the success & excellence of an individual. In his words My target is to equip each and every student of the Amity Institutions with the best education and infrastructure to help them achieve nothing but the best in life. Not only do we inculcate in them the best of creative and technical qualifications we, also teach them Indispensable Human Qualities.
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We nurture Talent

MODULE -I
( INDIVIDUAL,SOCIETY & NATION)

SESSION 2
INDIVIDUAL DIFFERENCES DIMENSIONS OF PERSONALITY

INDIVIDUAL DIFFERENCES

Individual Behavior caused by

INDIVIDUAL DIFFERENCES 1. PHYSIOLOGICAL VARIABLES * Age * Sex * Physical features 1. SITUATIONAL VARIABLES * organization structures * organizational processes * organizational cultures

2. JOB VARIABLES * Nature of job 2. SOCIO-PHYSIOLOGICAL VARIABLES Work environment * * Personality * Perception * Learning * Attitudes & values * Emotional Intelligence * Motivation
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INDIVIDUAL VARIABLES PHYSIOLOGIAL VARIABLES: Heredity, sensory organs, physical features, age, sex etc SOCIO-PHYSIOLOGICAL VARIABLES: Personality, perception, learning, attitudes, values, experience, background , emotional stability, motivation etc SITUATIONAL VARIABLES: Organization structure, processes and culture
Understanding of individual differences not only solves the problem of

assignment of activities but also helps in taking best out of them by motivating and leading them accordingly It is essential to have a diagnostic process that reveals individual differences Individual differences also provide a clue for designing organization structure Adopt suitable motivation &leadership skills and develop control mechanisms to serve the needs of different individuals adequately

MODELS OF MAN

1

Individual differences cause difference in behavior Schien has identified FOUR models of man
RATIONAL ECONOMIC MAN: based on doctrine of maximizing economic returns by man by calculating cost of his efforts & returns and choosing best alternative after evaluating probable alternatives SOCIAL MAN: Man being part of society is influenced by social forces and seeks satisfaction of those needs which are in tune wih maintaining his social responsibility. Values social responsibility higher than his economic motives

ORGANIZATION MAN: An extension of social man believes that value of loyalty to the organization and cooperation with fellow workers is important for man. The concept is based on the idea of sacrificing individuality for the sake of group and the organization. SELF ACTUALISING MAN: Concept is further extension of social man models Self actualizing man assumes that mans inherent need is to use his capabilities and skills in such a way that he should feel to develop a sense of creating certain things. Man moves from immaturity to maturity in self actualizing himself. He becomes self motivated and self controlled .
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DIMENSIONS OF PERSONALITY

PERSONALITY
Personality has to be learnt as whole man concept. To some it is influencing others through external

appearance ; To some a general sum of traits or characteristics of a person ; To others it may refer to a unique mode of response to life situations. Unique way of responding to day-to-day life situations I the heart of human behavior ; so personality embraces all the unique traits and patterns of behavior in his relationship with others and his environment.
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 Personality is the sum-total of the actual or potential behavior-patterns of the organism, as determined by heredity and environment. it originates and develops through the functional interaction of the four main sectors into which these

behavior-patterns are organized:

the cognitive sector (intelligence), the co-native sector

(character), the affective sector (temperament), and the somatic sector (constitution).
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PERSONALITY THEORIES
PSYCOANALYTIC THEORY: Man is motivated more by unseen forces than by conscious and rational thought Unconscious framework has three aspects: Id, Ego and super ego Id: A source of psychic energy that seeks immediate gratification of biological or instinctual needs. Ego: Conscious and logical part of human personality Ego keeps the id in check through intellect and reason. Super Ego: Represents social and personal norms and serves as an ethical constraints on behavior. Super ego provides norms to ego to determine what is right and wrong. A person is generally not aware of working of super ego and conscious is developed by absorption of cultural values and norms of society
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SOCIO PHYSIOLOGICAL THEORY: Recognizes the interdependence of individual and society. Individual strives to meet the needs of society and society helps the individual to attain his goal. . Out of this interaction, personality of an individual is determined TRAIT THEORY This theory advocates that individual personality is composed of attributes called traits. Most fundamental personality characteristics or traits are largely inherited. All behavior is learnt; as such traits can be developed also.
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SELF THEORY: Emphasizes the totality and interrelatedness of all behaviors. This approach treats the organism Theory is based on self concept influenced by four factors
SELF IMAGE: The way one sees oneself IDEAL SELF: The way one will like to be LOOKING GLASS SELF: Perception of a person as how

others are perceiving his qualities and characteristics. REAL SELF: What a person really is.
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DETEMINANTS OF PERSONALITY
HEREDITY BRAIN PHYSIC AL FEATURES BIOLOGICAL FACTORS

FAMILY & GOUP FACTORS HOME ENVIRONMENT FAMILY MEMBERS SOCIAL GROUPS

INDIVIDUAL PESONALITY

SITUATIONAL FACTORS

SITUATIONS UNDER WHICH BEHAVIOUR IS OCCURING

CULTURAL FACTORS

DETERMINE ATTITUDE TOWARD S INDEPENDENCE,AGGRESSION, COMPETITION & C

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BIG FIVE PERSONALITY TRAITS

HIGH AGREEABLENES S NEGATIVE EMOTIONALITY CONSCIOUSNESS LOW

LO W HIGH

HIGH

LOW

EXTROVERSION

EXTROVERSION

INTROVERSION

MORE

OPENNESS

LESS

POSITIV E

NEGATIVE
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A PERSPECTIVE FOR UNDERSTANDING SELF AND SOCIAL INTERACTION

Social psychologists do not deny that human behavior is shaped, to some extent, by physiological, biological and neurological factors, but they believe that the majority of our daily activities constitute social behavior behavior that is both influenced by and expressed through social interaction.

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A PERSPECTIVE FOR UNDERSTANDING SELF AND SOCIAL INTERACTION

Social psychologists want to know:
How do people become socialized? What role does socialization play in transmission of

culture? How does human action contribute to the production and reproduction of various social institutions?

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SOCIOLOGY VS. PSYCHOLOGY

SOCIOLOGY

PSYCHOLOGY
Individuals Human nature Innate behavior (action

Groups Social structure Learned behavior MAIN FOCUS: interaction

from within) MAIN FOCUS: the inner-workings of the mind

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SESSION 3

MANAGING DIVERSITY

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Managing Diversity

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 Different

does not mean right or wrong

Different

does not mean less than

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Diversity
The beauties of nature come in all colors. The strengths of humankind come in many forms. Every human being is wonderfully unique. All of us contribute in different ways. When we learn to honor the difference, and appreciate the mix, we find harmony. Author Unknown

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Diversity Defined
Diversity Differences and similarities with respect to ethnicity, race, culture, gender, age, functional background, educational background, lifestyle preferences, organizational tenure, personality, and ways of thinking

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What is Workforce Diversity?

Workforce Diversity -

the ways in which people in an organization are different from and similar to one another.

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WORKPLACE DIVERSITY
The workplace is becoming increasingly diverse with respect to:

age, race, gender, language, ability, religion, and sexual orientation

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What Do We Mean By Managing Diversity?

A management system which incorporates the differences found in a multicultural workforce in a manner which results in the highest level of productivity for both the organization and the individual.

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Some of the Elements That Lead to Diversity

Race
Religion Age Class

Ethnicity
Lifestyle

Regional
Gender

Physically challenged Education Language

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Why Is Diversity Important?

Increased variety of viewpoints Ability to reach additional customers

Attracting and retaining the best talent

Decreased costs of turnover Linkages to profitability
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Benefits Of Diversity?
Creativity and innovation
Broader range of skills Better service to diverse customers

Ability to recruit best talent from entire labor pool

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Top Management Commitment to Diversity

Mentoring - a process whereby an experienced

organizational member (a mentor) provides advice and guidance to a less-experienced member (a protg).
Diversity Skills Training - specialized training to educate

employees about the importance of diversity and to teach them skills for working in a diverse workplace.

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Challenges in Managing Diversity

Bias - a tendency or

preference toward a particular perspective or ideology. Prejudice - a preconceived belief, opinion, or judgment toward a person or a group of people.
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Challenges in Managing Diversity

Individual versus Group Fairness Resistance to Change

Resentment
Group Cohesiveness Interpersonal Conflict

4 - 33

How Organizations Can Cultivate A Diverse Work force

Top management leadership and commitment
top management support is critical incorporate organizations attitudes toward diversity into

the corporate mission statement, strategic plans, and objectives establish corporate offices or committees to coordinate the companywide diversity effort that provides feedback to top management minority advisory groups or task forces to monitor organizational policies, practices, and attitudes

assess program impact on diverse groups provide feedback and suggestions to top management
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How Organizations Can Cultivate A Diverse Workforce (cont.)

Diversity training
attempt to identify and reduce hidden biases and develop skills

needed to effectively manage a diversified workforce

Awareness building - to increase awareness of the

meaning and importance of valuing diversity

sensitize employees to assumptions they make about others become familiar with stereotypes and cultural differences become familiar with organizational barriers that inhibit the full contributions of all employees teach the unwritten rules or cultural values to those who need to know them

Skill building - designed to allow all employees to

develop the skills they need to deal effectively with one another and customers in a diverse environment

most of the skills taught are interpersonal develop personal action plans before they leave the program experiential exercises and videotapes often are used
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How Organizations Can Cultivate A Diverse Workforce (cont.)

Mentoring - higher-level managers help ensure that

high-potential people are introduced to top management and socialized into the norms and values of the organization

help diverse employees enter the informal network

Career development and promotion - establish teams

to evaluate the career progress of diverse employees

devise ways to move them up through the ranks

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HOW VALUES DEVELOP?

Parents Religion Personal Value System Peers

Media

Technology

Education

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HOW VALUES DEVELOP?

Skills / Comptetencies Knowledge Intelligence Experience Values / Interests

Personality Traits and Preferences

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CORE VALUES
Respect. Respect everyone as human beings, the rules

that govern our activities, and respect the systems that make up our organization. Also includes self-respect. A leader of integrity does not behave in ways that would bring discredit upon them or the organization to which they belong.
responsibilities, but also realizes they are only one part of a larger system.

Humility. A leader grasps the importance of

Group Integrity. Leaders conduct themselves in a

forthright and candid manner, use their abilities to influence and build support and commitment from others by giving and receiving information effectively and efficiently.
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Core Values
Trust. We earn the trust of our co-workers, customers, leaders,

and followers through a pattern of unquestioned integrity. When we lose our integrity, the trust we built is lost.
does what is right even when the personal cost is high. Doing the right thing is sometimes harder, but is always worth the effort.

Courage. A leader of integrity possesses moral courage and

Honesty. Honesty must be our hallmark. Our word must be

our bond. Honest people don't pencil-whip reports, don't cover up safety violations, and don't falsify documents. The bottom line is leaders of an honest organization do not lie, even in the face of negative consequences.

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Core Values acknowledge their responsibilities Responsibility. Leaders

during failure as they do during success. True character is displayed when times get tough as well as during times of glory. Accountability. No leader shifts blame or takes credit for the work of others. Integrity equates to accepting the consequences of our actions, no matter how extreme they may be. Justice. A leader practices justice. Those who do similar things must get similar rewards or similar corrective actions. Feedback. Free flow of information within the organization. Feedback from all directions is possible in an environment where integrity has built an atmosphere of trust.

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SESSION 4
PERSONAL EXCELLENCE

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Creates Excellence
Excellence is never an accident. It is achieved in a Team only as a result of an unrelenting and vigorous insistence on the highest standards of performance. It requires an expectancy of quality from the coaches and players. Excellence is contagious. It infects and affects everyone on the team. It charts the direction of the program. It establishes the criteria for planning. It provides zest and vitality to the team. Once achieved, excellence has a talent for permeating every aspect of the life of the team. Excellence demands commitment and a tenacious dedication from the leadership of the team. Once it is accepted and expected, it must be nourished and continually reviewed and renewed. It is a never ending process of striving and searching. It requires a spirit of mission and boundless energy. It is always the result of a creatively conceived and precisely planned effort. Excellence inspires. It electrifies. It empowers every phase of the organization's life. It unleashes an impact, which influences every program, every activity, every player, and every coach. To instill it in an organization is difficult: to sustain it, even more so. It demands adaptability, imagination and vigor. But most of all, it requires from the leadership of the "Team" a constant state of self discovery and discipline. Excellence must be our Teams lifeline. It energizes a stimulating and pulsating force (One Heart Beat). Excellence as an athlete is important because it is everything.

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1.

BE A DREAMER Ask yourself "How would I want my life if everything worked out right?" Most people either don't dream at all or don't dream big enough.

2. BE A LEARNER Most people fail in life because they reject the advice of experts and accept the flattery of fools. 3. BE A BELIEVER...IN YOURSELF Self confidence is not only healthy, it is contagious. The first step toward others believing in you is to believe in yourself. 4. BE A PLANNER The man who knows where he is going and believes he can get there, will find people to help him and methods available to achieve every worthwhile goal. 5. BE A WORKER Success is hard work; that's why so few people succeed. Most people would rather sleep than work DREAM...LEARN...BELIEVE...PLAN... WORK...and the world is yours...for the ONLY limitations that will ultimately hold you back in life will be those you place on yourself.

If you're trying to achieve, there will be roadblocks. I've had them; everybody has had them. But obstacles don't have to stop you. If you run into a wall, don't turn around and give up. Figure out how to climb it, go through it, or work around it.

Michael Jordan
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Excellence in All We Do
Product and Service Excellence. Values-based leaders

focus on providing products that fully respond to customer wants along with anticipating customer needs. Operations and Resources Excellence. Leaders aggressively implement policies and procedures to ensure the best possible management of their organization's crucial resources. Involves a commitment to total team effort, and a quest for continuous improvement. Personal Excellence. Leaders seek out avenues for personal growth. Opportunities for self-improvement include actively participating in training programs, continually refreshing their educational backgrounds, and seeking feedback on their performance. Valuesbased leaders also encourage the personal growth of their employees.

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Excellence in All We Do
Human Resources Excellence. Leaders

recruit, train, promote, and retain those who will do the best job for their organization. Safety Excellence. Leaders demand that their employees work not only in a safe manner, but also ensure they are provided with a safe working environment. Sense of Urgency and Initiative. Leaders display a sense of professional enthusiasm by working beyond money or status, and a propensity to pursue goals with energy and persistence. Leaders initiate actions and make decisions in a timely manner, avoiding excessive delays associated with over analyzing a situation.
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Personal Excellence Map

Honest, intentional, positive assessment of key skills

and behaviors Excellence is self-defined and self-directed Develop personal benchmarks for developing excellence in our life and work To build accountability, we need to develop the underdeveloped system

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SESSION 5

DEVELOPING PROFESSIONL POWER

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Definitions
Personal . . . Belonging to or affecting a particular person rather than anyone else.
Effectiveness . . . Success in producing a desired or intended result. Professionalism. . . The competence or skill expected of a professional.

Oxford Dictionary of English. 2nd ed. 2003

Personal Effectiveness and Professionalism

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Professionalism
Commitment to the field
Enthusiasm Interest in

Professional competence

and conduct Possession of required credentials Adhere to ethical standards Accountability Cultural competency

new developments Leadership skills Involvement in further advancement of the field and community Personal commitment
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Career Decision-Making Process

Reflect on your thoughts in these categories before making a decision...
Self-assessment of strengths and abilities. Personal and professional goals. Work and lifestyle preferences. Career requirements.

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Transferable skills are those skills that have application to many different careers. Some examples are:

Transferable Skills
Speaking Writing

Budget

Teaching/Instructi ng
Interviewing

Public relations
Leadership

management Negotiating Organizing Computer and analytical skills

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 Professional preparation is the attainment of

Maximizing Professional Preparation

knowledge necessary to be an educated person and that which is essential to understanding the chosen career field. This preparation can take the form of:
Education Practicums Certifications and Professional Courses Personal development Related experiences Professional involvement

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The Competency iceberg

Effective and persistent behaviour

Knowledge
Skills Abilities Values, attitudes and beliefs
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Theory into practice (outcomes)

the competent and reflective practitioner

Approach to practice (attitudes; ethics; values; decisions; judgements; reasoning; etc)

Professionalism

Technical skills

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All professionals need a complex mix of specialist, generic and contextual knowledge, skills, behaviours and values
Essential Enablers (both generic and context-specific skills/knowledge) Survival Skills (needed by all professionals)

CPD

Core Competence (necessary, but not sufficient)

Professional Knowledge Base will evolve and expand over time

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Leadership
The art of influencing people to work together

harmoniously to achieve set goals that they endorse. Effective leadership is a skill that can be learned. Interactive nature of leadership---not all leadership characteristics will be necessary in every situation. Know the time and place to lead! Importance of leadership within the field

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Leadership Qualities
Intelligence

Assertion
Empathy Intrinsic

motivation Flexibility Ambition Self-confidence Optimism

Hard work Determination Perseverance Concern for people Respect for others Excellent communication skills Knowledge of the field

(Anshel)

(Weinberg and Gould)

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 Integrity, Trustworthiness

Attributes Of A Skillful Leader

Develops a vision

Well-defined goals
Flexible Self-control

Goal Assessment
Effective communicator Motivates people

Commitment
Competence

Problem-solving skills
Opportunistic Courageous

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Administrator Skills Peer skills

relationships.

(McIntyre)

Establish and foster group and individual peer

Leadership skills Develop a variety of leadership styles, planning skills, performance evaluation skills, and skills to foster positive morale. Conflict resolution skills Learn to deal with group conflict in a positive manner.

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Administrator Skills

(McIntyre)

Information-processing skills Gather and evaluate information, formulate action plans, and disperse information to others. Decision-making skills Identify problem, generate alternative solutions, evaluate possible outcomes of solutions, and select one solution from alternatives. Introspective skills Sensitive to ones behavior and its effects on others.

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Principles of Effective Leadership

Create a vision and

(Mack)

commitment. Maintain integrity. Lead by example. Give credit for success and accept responsibility for failure.

Praise group

contributions. Communicate effectively. Delegate. Practice the Golden Rule. Create an environment for self-motivation. 62

Leadership Roles (Smith) Vision role

Clearly communicate his/her vision to the group. Create a mission statement and set specific goals contributing to

the attainment of the vision.

Relationship role
Foster relationships that help move toward achievement of the

goal. Team building, and networking to gain support.

Control role
Prioritize activities to be undertaken and problems to be

resolved, as well as determine the resources needed. Decision-making, delegation, and conflict management.

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Leadership Roles (Smith)

Encouragement role
Recognize the contributions of members to the group. Reinforce efforts through incentives and rewards. Support actions that move the group towards the goal.

Information role
Maintain channels of communication within the group

and the organization. Make sure members of group have necessary information to fulfill responsibilities.

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SESSION 6
CAREER PLANNING

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The Future History Of Your Career

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Career Planning
Personal activity

Must decide for yourself!

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Career CPlanningCAREER
Self-Assessment

Career Exploration

Job Placement

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Career Planning
Understanding where you are

Deciding where you want to be

Making the changes and adjustments necessary to get

there

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Understanding Yourself What is the kind of work I like to do?

What activities give me the most satisfaction? What is the environment in which I would like to

work? What kind of people do I like to work with? What kind of abilities do I want to build on? Talk to colleagues, friends and mentors

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Career Planning A Life-Long Process

Step 1 Who am I? What are my interests, skills, values and personality style?

Step 4 What is my plan to get to my goal? Step 3 How do I get there? What am I willing to do?

Step 2 What do I want? What are my options?

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Career Ladders
Stages through which people move on to more

challenging positions What career ladders are available? How can I take advantage of them? What skills & experience are needed to climb up the next step? What kind of gaps exist? What training is needed to fill the gaps?

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Process
Career planning process involves the following steps:

Identifying individual needs and

aspirations: most individuals do not have a clear cut idea about their career aspirations, anchors and goals. The human resource professionals must, therefore, help an employee by providing as much information as possible showing what kind of work would suit the employee most, taking his skills, experience, and aptitude into account.
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 Analyzing career opportunities: Once

career needs and aspirations of employees are known, the organization has to provide career paths for each position. Career paths show career progression possibilities clearly. Aligning needs and opportunities: This process consists of two step: first, identify the potential of employees and then undertake career development programmes . Such an appraisal would help reveal employees who need further training, employees who can take up added responsibilities, etc.
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 Review from Time to time. After initiating these steps, it is necessary to review the whole thing every now and then. This will help the employee know in which direction he is moving, what changes and likely to take place, what kinds of skills are needed to face new and emerging organizational challenges. From an organizational standpoint also, it is necessary to find out how employees are doing, what are their goals and aspirations, whether the career paths are in tune with individual needs and serve the overall corporate

objectives, etc.

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What is Career Planning?

More practical than academic Understand interrelated ideas Don't allow circumstances to plan for you

A job search strategy is only one part of your career plan

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Your Career Counselor?

Mentors Bosses Career Professionals

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Many myths surround career planning!

Career Myth #1
Your major subject determines your career choice. False! It should give you a GENERAL education.
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Career Myth #2
They are irreversible.
False!

They are flexible. You CAN change directions!

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Reasons : Why do organizations go for Career Planning

Desire to develop and promote employees from

within Shortage of promotable talent Desire to aid individual career planning Strong expression of interest by employees Desire to improve productivity Employment equity/diversity program commitments Concern about turnover Desire for a positive recruiting image
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Know What Employers Want

Potential employers will look for evidence of your

accomplishments and experiences. Did you hold leadership positions? Were you active in campus organizations or extracurricular activities? Did you have relevant experiences in co-op, internships, or part-time work? Did you make good grades? The more you have of these experiences, the better. Go by incognito and get the lay of the land.
How do the employees dress, interact with each other, look for

company policy wall signs and so on.

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Building a Resume
Put contact information at the top.

State an objective if appropriate.

List education to date. State accomplishments succinctly using action verbs.

Separate work experience related to your major from

other work experience. Include interests you want to talk aboutthey are often used to begin an interview. Even if the job isnt related to your major, employers will want to see how your experience is relevant to the job.
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Job Interview
The examples you give of

your past experiences is critical. Be able to show how past experiences relate to this opportunity. Rsums are important in getting you an interview in the first place. Make yours organized and clear. Prepare for the interview: research your prospective employer. Anticipate what you will be asked and practice interviewing.

Ask appropriate job-related

questions. Keep your cool. Remember, employers are looking for competent people with whom they want to work.

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Job Interviews (contd)

Be able to answer basic questions: Why do you want this job? What are your strengths? Your weaknesses? Your hobbies / interest areas? What sets you apart from other candidates? What is your vision? What are your significant/special achievements?

What are other interview questions youve encountered?

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SESSION 7
STRESS MANAGEMENT
MEANING,TYPES, CAUSES & CONSEQUENCES OF STRESS

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Definitions of Stress
Definitions of stress are often based on various disciplines of study (e.g., psychology, physiology, sociology, anthropology, theology, etc.)
Consequently there are many different definitions of stress (e.g., loss of emotional control, wear and tear on the body, an inability to cope, an absence of inner peace)

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WHAT IS STRESS?
Stress is a psychological and physiological response to events that upset our personal balance in some way Stress is the wear and tear our minds and bodies experience as we attempt to cope with our continually changing environment When change occurs (good or bad) we usually experience some degree of Stress

S=P>R
Stress occurs when the pressure is greater than the resource
In order to feel stress we must Perceive there is some kind of pressure, demand or threat present Conclude that you may not have adequate resources available 87 to deal with that threat

WHAT IS STRESS?
physical tension.

Stress is a feeling of emotional or Stress is your mind and bodys

response or reaction to a real or imagined threat, event or change. stress usually occurs in situations people consider difficult or challenging. Different people consider different situations to be stressful. The threat, event or change are commonly called stressors. Stressors can be internal (thoughts, beliefs, attitudes or external (loss, tragedy, change).

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The Nature of Stress

Around 1960 Hans Selye proposed that stress is part of the human condition
About 1990 the World Health Organization calls stress a global epidemic By the turn of the 21st century, stress has clearly

become a way of life, although not necessary a good one

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The Nature of 21st Century Stress

A 24-7 society where everything and everyone is accessible all the time The rapid rate of change, from technology to economics to family dynamics Growing threat of terrorism, global warming, other changing world dynamics Greater responsibilities and seemingly less freedom The number of stressors in our lives appears to be increasing The amount of leisure time appears to be decreasing

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 Hans Selye argued that

stress is a

way of life However, only recently has the term stress become a common word in our everyday language. Do you believe this is true?
Why?

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Factors that have drawn attention to stress in modern times:

research has shown a relationship

between lifestyle and stress-related diseases; research has indicated that perhaps 70 to 80 percent of all diseases and illness are stress-related;

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Factors that have drawn attention to stress in modern times:

rapid change is very much a part of

modern society; the number of stressors in our lives is increasing; leisure time is decreasing; and others?
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EUSTRESS
Eustress or positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.

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Distress or negative stress occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.

DISTRESS

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Sources of Stress
External
Major life changes Work Relationship difficulties Financial problems Being too busy

Internal
Inability to accept uncertainty Pessimism Negative self-talk Perfectionism

Unrealistic expectations

Children and family

Lack of Assertiveness

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FACTORS CAUSING STRESS

INDIVIDUAL STRESSORS LIFE AND CAREER CHANGES PERSONALITY TYPE ROLE CHARACTERISTICS ORGANIZATIONAL STRESSORS

EXTRA ORGANIZATIONAL STRES

ORGANIZATIONAL POLICIES ORGANIZATION STRUCTURE ORGANIZATIONAL PROCESSES

INDIVIDU AL STRESS

SOCIAL & ECONOMIC CONDITIONS TECHNOLOGICAL CHANGES COMMUNITY CONDITONS

GROUP COHESIVENESS SOCIAL SUPPORT CONFLICTSTRESSORS GROUP

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INDIVIDUAL STRESSORS: These are generated in the context of organizational and personal life Life and career changes, Personality type, Role characteristics

GROUP STRESSORS: Group interactions also affect human behavior, so some factors in group processes also act as stressors Lack of group cohesiveness, Lack of social support, conflict ORGANIZATIONAL STRESSORS: An organization is composed of individual and groups. In addition to these, there are certain macro level dimensions ,which may work as stressors Organization structures, organizational processes, physical conditions EXTRAORGANIZATIONAL STRESSORS: Since an organization interacts continuously with its environment, events happening outside the organization also work as stressors Social and technological changes, Economic and financial conditions, Social class conflicts
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WHAT CAUSES STRESS ?

LIFE EVENTS SUCH AS DIVORCE OR SEPARATION, DEATH OF A

LOVED ONE, THE BIRTH OF A CHILD, MOVING, A MAJOR FINANCIAL SETBACK, EMPLOYMENT CHANGES OR BECOMING THE VICTIM OF A CRIME OR NATURAL DISASTER COMMUTES, WORKING OVERTIME, DEADLINES, PERSONAL CONFLICTS, CAR TROUBLE, JOB STRESS, AND JUGGLING HOUSEHOLD CHORES AND CHILDCARE WEATHER EXTREMES OR EXCESSIVE NOISE

DAILY EVENTS SUCH AS TRAFFIC CONGESTION, LONG

ENVIRONMENTAL STRESSORS SUCH AS POLLUTION, PHYSICAL STRESSORS SUCH AS PHYSICAL INJURY, CHRONIC

PAIN, TIRING PHYSICAL ACTIVITY (SUCH AS TRAVELING), AND UNSATISFIED PHYSICAL NEEDS SUCH AS HUNGER, THIRST OR LACK OF SLEEP Continued.
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SYMPTOMS OF STRESS
Behavioral symptoms

Physical symptoms
Emotional symptoms

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BEHAVIORAL SYMPTOMS
TOO MUCH SLEEP (HYPERSOMNIA)

OR TOO LITTLE SLEEP (INSOMNIA) NIGHTMARES NERVOUS HABITS LIKE NAILBITING OR FOOT-TAPPING TEETH GRINDING IRRITABILITY OR IMPATIENCE CRYING OVER MINOR INCIDENTS DREADING GOING TO WORK OR OTHER ACTIVITIES
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PHYSICAL SYMPTOMS
MIGRAINE OR TENSION HEADACHES
DIGESTIVE PROBLEMS LIKE HEARTBURN OR DIARRHEA SHALLOW BREATHING OR SIGHING COLD OR SWEATY PALMS JAW PAIN, NECK PAIN,SHOULDER

PAIN

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Physical signs and symptoms of stress

Increased heart rate Pounding heart Elevated blood pressure Sweaty palms Tightness of the chest, neck, jaw, and back muscles Headache Diarrhea Constipation Urinary hesitancy Trembling Being easily startled Chronic pain and Dysponea

Twitching Stuttering and other

speech difficulties Nausea Vomiting Sleep disturbances Fatigue Shallow breathing Dryness of the mouth or throat Susceptibility to minor illness Cold hands Itching
103

Emotional signs and symptoms of stress

Irritability Angry outbursts Hostility Depression Jealously Restlessness Withdrawal Decreased perception of positive Experience opportunities Narrowed focus Obsessive rumination Reduced self-esteem emotional response reflexes Weakened positive emotional response reflexes

Anxiousness Diminished initiative Feelings of unreality or over

alertness Reduction of personal involvement with others Lack of interest Tendency to cry Being critical of others Self-deprecation Nightmares Impatience Reduced self-esteem Insomnia Changes in eating habits

104

CONSEQUENCES OF STRESS
EFECT OF STRESS ON: Behavior Personality Work performance Health

105

CONSEQUENCES OF STRESS
Constructive stress. Acts as a positive influence. Can be energizing and performance enhancing.

Destructive stress. Acts as a negative influence. Breaks down a persons physical and mental systems. Can lead to job burnout and/or workplace rage.

106

EFFECTS OF STRESS ON HEALTH

Hypertension Stroke Coronary Heart Disease Ulcers Migraine Headaches Tension Headaches Allergies Rheumatoid Arthritis Backache TMJ Syndrome

107

EFFECTS OF STRESS ON PERFORMANCE

108

CONSEQUENCES OF STRESS
SUBJECTIVE EFFECTS: Anxiety, Aggression, boredom,

depression, fatigue, frustration, guilt & shame, irritability & bad temper, moodiness, low self, tension, loneliness etc BEHAVIORAL EFFECTS: Accident proneness, drug use, emotional outburst, loss of appetite, excessive drinking and smoking, impulsive behavior, nervousness, restlessness and trembling etc. COGNITIVE EFFECTS: Inability to make decisions and concentrate, frequent forgetfulness, hyper sensitivity to criticism etc. PHYSIOLOGICAL EFFECTS: Increased BP and heart rate, dryness of mouth, sweating, breathing problem, throat choking, stammering etc. ORGANIZATIONAL EFFECTS: Absenteeism, poor IR , poor productivity, high accident and labor turn over rates, dissatisfaction and poor organizational climate

109

ACTIVITY
Am I under stress?

110

SESSION 8
STRESS COPING STRATEGIES

111

COPING STRATEGIES IN LIFE & WORK

AVOIDENCE COPING:

Ways by which stress is reduced by avoiding the problem APPROACH /ADAPTIVE COPING: Ways through which problem is approached PROBLEM FOCUSED COPING /ACTIVE COPING Helps the person to attack the problem itself directly EMOTIONAL FOCUSSED COPING: Simply helps to reduce the stress. It is lack of confidence that makes one use this coping rather than problem focus c0ping. MALADAPTIVE COPING: Strategies that cause further problems
112

Promote Adaptive Coping Training

Prepares for stressful events

Nutrition Eat healthy, avoid skipping meals Exercise Include regular exercise Sleep Get adequate sleepavoid fatigue

113

Avoid Maladaptive Coping

Blurring of boundaries Negative attitude Anger outbursts Alcohol/Drugs Hopelessness Negative self-talk Resentment Violence
114

Avoidance/withdrawal

Promote Resilience Factors

Positive Role Models Optimism Humor Moral Compass Altruism Religion & Spirituality Social Support

115

Positive Role Models Transmit:

Attitudes Values Skills Patterns of thoughts and behaviors

116

Optimism
Positive Beliefs
Associated with well being Cognitive reframing Positive thinking Refute the negative thinking Believe in a meaningful cause

It is important to acknowledge relevant

negative factors

117

Humor
Highly effective
Mature coping mechanism
it is well known that humor, more then anything else in the human makeup, can provide an ability to rise above any situation, even for a few seconds.

118

Moral Compass
Conduct a moral inventory Look not for any greater harm then this, destroying the trustworthy, self-respecting, well-behaved man within you. Epicetus Maintain your integrity Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.
Viktor Frankl

119

Altruism
Unselfish regarding the welfare of others
Believe in a meaningful cause Mutual cooperation
Activates of the brains reward center

120

Religion & Spirituality

Associated with psychological and

physical well being

Guards against despair Provides social support Provides positive role models

Provides a positive mission

121

Social support has a profound effect on life Support Social

expectancy
Patients have better outcomes with strong

social support
Isolation and poor social support are

associated with a poor stress response

Few hardy individuals go it alone

122

Review of everyday life Stress is part

It can promote growth and competency If unrelenting or overwhelming it can cause adverse

effects

Adaptive coping enhances resilience Maladaptive coping causes additional problems

Enhanced coping increases resilience while

diminishing the adverse affects of stress, thus promoting health

123

Review: Practical Tips Set realistic expectations

Exercise regularly Eat healthy

Get adequate sleep

Maintain a work-leisure balance

Positive Reframing & optimism

Enhance social support

124

Learning Exercise
1. List your current sources of stress.
2. Conduct an inventory of coping strategies that you

use or have used in the past.

Include maladaptive strategies

3. List your signature strengths and factors that may

enhance your resilience. 4. While considering the above, develop a personalized stress management plan to enhance your coping and resilience.
125

QUIZ ON STRESS

126

SESSION 9
PROFESSIONAL SUCCESS

BUILDING INDEPENDENCE & INTERDEPENDENCE

127

 Common deep problems:

personal

&

professional

How to reach the career goals set without losing personal

and family life? How can I keep a promise I make to myself? How can a manager train his employees to be independent and responsible if it happened once that this manager was home sick for a day? How can one really congratulate a friend enthusiastically for achieving some degree of success and recognition without eating his heart out? Theres so much to do and theres never enough time. How can I manage my life effectively?
128

Can we create a HABIT?

We are what we repeatedly do
Excellence, then, is not an act, but a habit Habits are learned and unlearned

We are not the habits, hence we can change them

129

Habit 1 BE PROACTIVE

1 Be proactive

130

Principles of Personal Leadership

Move yourself from dependence to

independence, the foundation for effective interdependence Achieve private victory, the foundation for public victory. Achieve self mastery through self awareness, self confidence and self control.
131

The Maturity Continuum

132

Character & Competence

Character :A person with high character exhibits integrity, maturity and an Abundance Mentality. Competence: A person with high competence has knowledge and ability in a given area. As people balance these two elements, they build their personal trustworthiness and their trust with others.
133

Character & Competence

Character

Competence
134

Habit 1 BE PROACTIVE

1 Be proactive

135

Reactive Language
There's noting I can do

Proactive Language
Lets look at our alternations

Thats just the way I am

He makes me so mad They wont allow that

I can choose a different approach

I control my own feelings I can create an effective presentation

I have to do that

I will choose an appropriate response

136

Circle of

Circle of

Circle of Influence

Circle of Influence

Concern
PROACTIVE FOCUS (Positive energy enlarges the Circles of Influences)

Concern
REACTIVE FOCUS (Negative energy reduces the Circles of Influences)

137

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE
Be Proactive.
Proactive people take responsibility for their own lives. They determine the agendas they will follow and choose their response to what happens around them.

INEFFECTIVE PEOPLE
Be Reactive.
Reactive people dont take responsibility for their own lives. They feel victimized, a product of circumstances, their past, and other people. They do not see as the creative force of their lives.

HABIT 1

138

Habit 2 BEGIN WITH END IN MIND

1 Be proactive

139

Habit Two Begin with the End in Mind

The Habit of Personal Leadership
Mental Creation Precedes Physical Creation To start with a clear understanding of your destination. Write your VISION & MISSION STATEMENT

140

Habit Two Begin with the End in Mind

The Habit of Personal Leadership

Principle-Centered Someone who is principle-centered bases decisions on principles that govern human effectiveness. Principles are the ideal core because they allow us to seek the best alternative through conscious choice, knowledge and values. Principle-centered people try to : Stand apart from the emotion of a situation and from other factors that would act on them. Make proactive choices after evaluating options.

141

Habit Two Begin with the End in Mind

The Habit of Personal Leadership

Mission Statement A powerful document that expresses your personal sense of Purpose and meaning in life. It acts as a governing Constitution by which you evaluate decisions and choose behaviors.

142

Define Leadership & Management

Leadership deals with Direction (Doing the right things)
Management deals with Speed, Co-ordination, Logistics in moving in that direction (Doing the things RIGHT)

143

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE
Begin with the End in Mind. These

INEFFECTIVE PEOPLE
Begin with No End in Mind. These

HABIT 2
people use personal vision, correct principles, and their deep sense of personal meaning to accomplish tasks in a positive and effective way. They live life based on selfchosen values and are guided by their personal mission statement. people lack personal vision and have not developed a deep sense of personal meaning and purpose. They have not paid the price to develop a mission statement and thus live life based on societys values instead of self-chosen values.

144

Habit 3 PUT FIRST THING FIRST

1 Be proactive

145

Two Factors to Define Any Activity

Urgency - An activity is urgent if you or others feel

that it requires immediate attention. Importance - An activity is importance if you personally find it valuable, and if it contributes to your mission values, and high-priority goals.

146

Urgent

Not Urgent

I
Important
. . . Crisis Pressing problems Deadline-driven projects, meetings, preparations

II
. . . . . . . Preparation Prevention Values clarification Planning Relationship building True re-creation Empowerment

Not Important

III
. . . . . Interruptions, some phone calls Some mail, some reports Some meetings Many proximate, pressing matters Many popular activities

IV
. . . . . . Trivia, busywork Some phone calls Time wasters Escape activities Irrelevant mail Excessive TV
147

Habit Three - Put First things First

The Habit of Personal Management
URGENT Crises Management IMPORTANT NOT URGENT Attach to Mission

Distractions
NOT IMPORTANT Time Wasters

148

Habits One, Two & Three

The first three habits help develop a deep base of character and personal security . Once these 3 habits become part of who you are you are then ready to begin building rich enduring highly productive relationships with other people and thats where habits four, five and six come in.

149

150

Habits Four, Five & Six

These are the habits that lead to interdependent relationships. Habit Four : Think Win-win The attitude of seeking solutions, so that every one can win. Do this by communicating. This is done by Habit Five

Habit Five : Seek first to understand, then to be understood Habit Six : This is the habit of creative co-operation - Synergy This happens when two sides in a dispute work together to come with a solution which is better than what either side initially proposed.
151

Habit 4 THINK WIN / WIN

1 Be proactive

152

Six Paradigms of human interactions:

Win/win Win/lose Lose/win Lose/Lose Win Win/win or no deal

153

Win/Win
Seeks for mutual benefit

All parties feel good about the decision and feel

committed to the action plan

Sees life as cooperative, not competitive Theres plenty for everybody Believes in the third alternative

Listens more, stays in communication longer, and communicates with more courage.
154

Habit Four - Think Win-Win

The Habit of Interpersonal Leadership

Win-Lose : People with a win-lose mindset are concerned with themselves first and last. They want to win, and they want others to lose. They achieve success at the expense or exclusion of anothers success. They are driven by comparison, competition, position, and power. Characteristics Is very common scripting for most people Is the authoritarian approach. Uses position, power, credentials, possessions, or personality to get the Win.
155

Habit Four - Think Win-Win

The Habit of Interpersonal Leadership

Lose-Win : People who choose to lose and let others win show high consideration for others, but lack the courage to express and act on their feelings and beliefs. They are easily intimidated and borrow strength from acceptance and popularity. Characteristics Voices no standards, no demands, no expectations of anyone else. Is quick to please or appease. Buries a lot of feelings.

156

Habit Four - Think Win-Win

The Habit of Interpersonal Leadership

Lose-Lose : People who have a lose-lose paradigm are low on courage and consideration. They envy and criticize others. They put themselves and others down. Characteristics Is the mindset of a highly dependent person. Is the same as a no win because nobody benefits. Is a long-term result of a win-lose, lose-win, or win.

157

Habit Four - Think Win-Win

The Habit of Interpersonal Leadership

Win : People who hold a win paradigm think only of getting what they want. Although they dont necessarily want others to lose, they are personally set on winning. They think independently in interdependent situations, without sensitivity or awareness of others. Characteristics Is self-centered. Thinks me first. Doesnt really care if the other person wins or loses. Has a Scarcity Mentality.

158

Habit Four - Think Win-Win

The Habit of Interpersonal Leadership

Win-Win or No Deal : Win-Win or No Deal is the highest form of win-win. People who adopt this paradigm seek first for win-win. If they cannot find an acceptable solution, they agree to disagree agreeably. Characteristics Allows each party to say no. Is the most realistic at the beginning of a relationship or business deal. Is the highest form of Win.

159

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE
Think Win-Win.

INEFFECTIVE PEOPLE
Think Win-Lose or Lose-Win.

HABIT 4
These people have a scarcity mentality and These people have an see life as a zero-sum game. They abundance mentality and the spirit of have ineffective communication skills cooperation. They achieve effective and low trust levels in their Emotional communication and high trust levels Bank Accounts with others, resulting in their Emotional Bank Accounts in a defensive mentality and with others, resulting in rewarding adversarial feelings. relationships and greater power to influence.

160

Habit 5 SEEK FIRST TO UNDERSTAND,THEN TO BE UNDERSTOOD

1 Be proactive

161

Principles of Empathic Communication

Four common levels for listening:
Ignoring: Making no effort to listen Practice pretending: Making believe or giving the

appearance you are listening Practice selective listening: Hearing only the parts of the conversation that interest you. Attentive listening: Paying attention and focusing on what the speaker says, and comparing that to your own experiences.
162

Principles of Empathic Communication

Seek first to understand: Fifth level: Empathic listening

(most effective level):

Requires high levels of concentration Deep understanding of the problem first Requires more than practicing listening techniques Its listening with intent to understand (changing our

perceptions)

163

Principles of Empathic Communication

Get inside another persons frame of reference and see

things the way he sees it

Increases our influence-ability (more & accurate

information to work with)

It makes us rich in information thus more wise It is diagnosing before prescribing

164

Principles of Empathic Communication

Then seek to be understood
Requires high level of courage Equally critical in reaching win/win solutions. Transfer of same meaning/understanding more

important
One should know: How to sell and put it across

165

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE
Seek First to Be Understood. These

HABIT 5
Seek First to Understand, Then to Be Understood. Through perceptive
observation and empathic listening, these non-judgmental people are intent on learning the needs, interests, and concerns of others. They are then able to courageously state their own needs and wants.

people put forth their point of view based solely on their auto-biography and motives, without attempting to understand others first. They blindly prescribe without first diagnosing the problem.

166

Habit 6 synergize

1 Be proactive

167

 Deeply understanding each other becomes the

stepping stones to synergy

Synergy means that the whole is greater than

the sum of its parts

One plus one equals three or more. Identifying

a third synergistic alternative/solution that will be better for everyone concerned.

168

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE
Synergize.

INEFFECTIVE PEOPLE

HABIT 6
Effective people know that the whole is greater than the sum of the parts. They value and benefit from differences in others, which results in creative cooperation and team-work. people believe the whole is less than the sum of the parts. They try to clone other people in their own image. Differences in others are looked upon as threats.

Compromise, Fight, or Flight. Ineffective

169

Habit 7 SHARPEN THE SAW

1 Be proactive

170

 Its preserving and enhancing personal PC. The

greatest asset we have. Its we.

PHYSICAL Exercise, Nutrition, Stress Management

MENTAL Reading, Visualizing, Planning, Writing

SOCIAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation
171

Habit Seven - Sharpen the Saw

The Habit of Renewal

Sharpen the Saw is a daily process of renewing for four dimensions of our nature : Physical, Mental, Spiritual and Social / Emotional. These four dimensions sustain and increase our capacities and help us discipline our mind, body and spirit. This daily private victory is a victory over self. Not only does the daily Private victory stimulate growth, but it also helps us to achieve the Public Victory. As we achieve these victories through renewal, we cultivate and nurture the other six habits.

172

Habit Seven - Sharpen the Saw

The Habit of Renewal

We can sharpen the Saw in Four Areas :

Physical (Body): We build physical wellness through proper nutrition, exercise, rest And stress management.

Mental (Mind) : We increase mental capacity through, reading, writing, and thinking.

173

Habit Seven - Sharpen the Saw

The Habit of Renewal

We can sharpen the Saw in Four Areas :

Spiritual (Spirit): We develop spiritually through reading inspiring literature, through meditating and praying and through spending time with nature.

Social / Emotional (Other Relationships) : We mature socially and emotionally by making consistent, daily Deposits in the Emotional Bank Account of our key relationships.

174

 Its exercising the four dimensions of our nature

regularly and consistently, in wise and balanced way.

175

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE
Sharpen the Saw.
Effective people are involved in self-renewal and self-improvement in the physical, mental, spiritual, and social-emotional areas, which enhance all areas off their life and nurture the other six habits.

INEFFECTIVE PEOPLE
Wear Out the Saw. Ineffective

HABIT 7
people fall back, lose their interest, and get disordered. They lack a program of self-renewal and selfimprovement and eventually lose the cutting edge they once had.

176

 The 7 habits of highly effective people is a holistic, integrated, principle centered approach for solving our personal and professional problems Principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

177

SESSION 10

REDUCING RESISTANCE TO CHANGE

178

What Is Change?
Change An alteration of an organizations environment, structure, technology, or people

A constant force An organizational reality An opportunity or a threat

Change agent A person who initiates and assumes the responsibility for managing a change in an organization

7179

Three Categories of Change

Exhibit 7.1
7180

Forces For Change

External forces Marketplace competition Government laws and regulations New technologies Labor market shifts Cycles in the economy Social change
Internal forces Strategy modifications New equipment New processes Workforce composition Restructured jobs Compensation and benefits Labor surpluses and shortages Employee attitudes
7181

The Change Process

Exhibit 7.2
7182

 Change is constant in a dynamic environment.

The only certainty is continuing uncertainty. Competitive advantages do not last.

Managers must quickly and properly react to

unexpected events.
Be alert to problems and opportunities

Become change agents in stimulating, implementing

and supporting change in the organization

7183

Why People Resist Change

Exhibit 7.3
7184

Managing Resistance to Change

Why People Resist Change?
The ambiguity and uncertainty that change introduces The comfort of old habits

A concern over personal loss of status, money, authority,

friendships, and personal convenience

The perception that change is incompatible with the

goals and interest of the organization

Copyright 2005 Prentice Hall, Inc. All rights reserved. 13185

Techniques for Reducing Resistance to Change

TECHNIQUE Education and communication WHEN USED When resistance is due to misinformation

Participation
Facilitation and support Negotiation Manipulation Coercion

When resisters have the expertise to make a contribution

When resisters are fearful and anxiety-ridden Necessary when resistance comes from a powerful group When a powerful groups cooperation and an endorsement is is needed When a powerful groups endorsement is needed Exhibit 7.4
7186

WAYS TO REDUCE RESISTANCE TO CHANGE

13.15
187

Making Changes In The Organization

Changing structure Alterations in authority relationships, coordination mechanisms, degree of centralization, job design, or similar organization structure variables. Changing technology Modifications in the way work is processed or the methods and equipment used. Changes in people Changes in employee attitudes, expectations, perceptions, or behaviors.
7188

Implementing Planned Changes

Organization development (OD)
An activity (intervention) designed to facilitate planned,

long-term organization-wide change

Focuses on the attitudes and values of organizational members; Is essentially an effort to change an organizations culture.

7189

ORGANIZATIONAL DEVELOPMENT TECHNIQUES

Sensitivity Training

Survey Feedback

MORE EFFECTIVE INTERPERSONAL WORK ENVIRONMENT

Team Building

Process Consultation

Intergroup Development

13.13
190

Organizational Development Techniques

Exhibit 13.3
Copyright 2005 Prentice Hall, Inc. All rights reserved. 13191

Typical OD Techniques
Survey feedback A method of assessing employees attitudes toward and perceptions of a change they are encountering by asking specific questions Process consultation The use of consultants from outside an organization to help change agents within the organization assess process events such as workflow, informal intraunit relationships, and formal communications channels

7192

Typical OD Techniques (contd)

Team-building An activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member Intergroup development An activity that attempts to make several work groups become more cohesive

7193

MANAGING CHANGE
Initiating Change:

Identifying what organizational areas might need to be changed Putting the change process in motion Managing employee resistance to change

Types of Change

Changing structure - organizations formal design, centralization, degree of formalization, and work specialization
13.11
194

MANAGING CHANGE (continued)

Types of Change (continued)

Changing technology - modifications in the way work is performed Changing people - changes in employee attitudes, expectations, perceptions, and behaviour

organizational development (OD) techniques or programs to change people and the nature and quality of interpersonal work relationships
13.12
195

MANAGING CHANGE (continued)

Dealing with Resistance to Change

Why people resist change

change replaces the known with ambiguity and uncertainty change threatens investments in the status quo belief that change is incompatible with the goals and interests of the organization a variety of actions available to managers to deal with dysfunctional resistance

Techniques for reducing resistance

13.14
196

CONTEMPORARY ISSUES IN MANAGING CHANGE

Changing Organizational Culture

Culture is resistant to change because it is made up of relatively stable and permanent characteristics Strong cultures are particularly resistant to change Understanding the situational factors - makes cultural change more likely

dramatic crisis occurs leadership changes hands organization is young and small culture is weak

13.16
197

CONTEMPORARY ISSUES IN MANAGING CHANGE (continued)

Changing Organizational Culture (continued)

How Can Cultural Change Be Accomplished?

requires a comprehensive and coordinated strategy

unfreeze the current culture implement new ways of doing things reinforce those new values

change, if it comes, is likely to be slow protect against any return to old, familiar practices and traditions

13.17

THE ROAD TO CULTURAL CHANGE

13.18
199

SESSION 11

CLASS TEST

200

SESSION 12

REVISION, SYNDICATE DISCUSSIONS

201