Management Process in Ion & Ion Behaviour

Management Process in Organisation & Organisation Behaviour
Prof. DEBASISH DUTTA
Must have clear set of goals. It is a social unit having Boundary helps the Organisation Goal also must must have continuity to a properties similar organisation to distinguish over a needs society. incorporatelonger period in order to itself from other organisation achieve its of the individualobjectives. status, and Roles, in the Organisation can be defined as same environment. Like organisms, organisation also members and Traditionally it is considered responsibility are defined. undergo phases of birth to decay. unit collective Existence In order to that inputa the organisation sustain socialof to relevant Organisations need to process continuous are received environment. created by a group from the deliberately growthinterdependence amongst their life span through organisation strive environment and the output people exist. revitalisation, innovation and towards providing goes to the environment. of people to accomplish diversification Collective efforts of value added product specific goals members. and purposes & services.
Organisation
Commitment to within loosely delineated stakeholders. boundary on a continuing basis with enabling factors for sustaining growth
Types of Organisation
There are basically two types of organisation
Formal Organisation Informal Organisation
Formal Organisation
It is prescribed structure of roles and relationship consciously coordinated towards a common objective. Its value goals and tasks are predominantly oriented towards productivity, efficiency, growth and so on. It is well defined in shape. Majority of formal organizations are pyramid shaped. Ranks of individuals are made clear by the use of titles. Communication is simple. One can easily chart all relationships. There is a prescribed, mostly written system of rewards or punishment. This organization is usually very enduring and may grow to any size.
Informal Organisation
It is a natural and spontaneous structure arising out of the social tendency of people to associate and interact. Its values, goals and tasks predominantly center on individual and group satisfaction, esteem, affiliation etc. It is shapeless. There are number of multidirectional, intricate relationships which cannot be easily charted. There is an unwritten system of reward and punishment. This organization is not very enduring, being dependent on the sentiments of members, which often change. It also tends to remain small.
Organisation
Formal
Characteristics of Formal Organisation

Deliberately planned and created Concerned with the co-ordination of activities Hierarchically structured with stated objectives Based on certain principles such as the specification of tasks Organization structure is laid down by the top management to achieve organizational goals. Organization structure is based on division of labor and specialization to achieve efficiency in the operations. The authority and responsibility relationships created by the organization structure are to be honored by everyone. Developed through delegation of authority Organization structure concentrates on the jobs to be performed and not the individuals who are to perform jobs. The organization does not take into consideration the sentiments of organizational members.
Characteristics of Informal Organisation

The informal organisation is flexible and loosely structured Relationships may be left undefined Membership is spontaneous and with varying degrees of involvement Involves two or more people Informal relationships, groupings & interactions Repeated contacts but without any conscious joint purpose Involves the human need to socialize Includes both friendly and hostile relationships and interactions
ORGANISATION WITH NARROW SPAN
ADVANTAGES Close supervision Close control Fast communication between subordinate and superiors
DISADVANTAGES Superiors tend to get too involved in subordinates work Many levels of management High cost due to many levels Excessive distance between lowest level Prof. DEBASISH DUTTA and top level
ORGANISATION WITH WIDE SPAN
ADVANTAGES Superiors are forced to delegate Clear policies must be made Subordinates must be carefully selected
DISADVANTAGES Tendency of overloaded Superiors to become decision bottlenecks Danger of superiors loss of control Requires exceptional quality of managers
Organisational Structure
An organisational structure is a mostly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim. Organisations are a variant of clustered entities. The structure of an organisation is usually set up in many a styles, dependent on their objectives and ambience. The structure of an organisation will determine the modes in which it shall operate and will perform.
Departmentation
The word departmentation designates a distinct area, division or branch of an organisation over which a manager has authority for the performance for specified period.
The pattern of departmentation will depend on given situations, and on what the managers believe will yield the best result for them in the situation they face.
DEPARTMENTATION BY SIMPLE NUMBERS

The simple numbers method of departmentation is by tolling of persons who are to perform the same duties and putting them under the supervision of a manager. The method was important in the organisation of army, tribal etc. However it is rapidly falling into disuse in the modern society because of advance technology has demanded specialised and different skills and not on numbers. It is useful only at lower level of the organisation.
DEPARTMENTATION BY TIME
One of the oldest method of departmentation where it is used commonly for the lower levels of the organisation, this is group activities on the basis of time. This refers to use of shifts which is very common in manufacturing and service industry.
DEPARTMENTATION BY TIME
AdvantagesServices available round the clock Good for process require a continuing cycle Extensive use of machinery Students can get a job
DisadvantagesLack of supervision during night shift Fatigue factor prevails Difficulty in coordination and control Payment of overtime may increase cost
DEPARTMENTATION BY ENTERPRISE FUNCTION
It is grouping of activities into departments such as engineering, manufacturing, marketing, finance, etc.
DEPARTMENTATION BY ENTERPRISE FUNCTION

AdvantagesIs logical reflections of functions Maintains power and prestige of major functions Follows principles of occupational specialisation Simplifies training Furnishes means of tight control at top
DisadvantagesTend to deemphasise overall company objectives Overspecialises narrows viewpoints of key personnel Reduces coordination between functions Responsibility for profits at top only Slow adaptation to changes in environment Limits development of general mangers
President
Asst. to President
Secretary
MARKETING
PORDUCTION
FINANCE
HR
Market Research Markt plg
Prodn. plg
Ind. Engg.
Fin. Plg.
Budgets
Personnel
Recruitment
Advt.promo
Sales Admin. Prodn. Engg.
Tooling
Gen. Acctg.
Cost. Acctg. Perfor. App.
HRIS
A FUNCTIONAL ORGANISATION (MANUFACTURING COMPANY)

DEPARTMENTATION BY TERRITORY OR GEOGRAPHY
This type of departmentation is attractive to large scale firms whose activities are physically or geographically dispersed.

Advantages Places responsibility at lower level Place emphasis on local market and problems Improve coordination in a region Takes advantage of economies of local operations Better face to face communication with local interests Furnishes measurable training ground for general managers

Disadvantages Requires more persons with general manager abilities Tends to make maintenance of economical central services and may require service such as HR or purchase at the regional level Increase problem of top management control
PRESIDENT
Marketing
HRM
Purchase
Finance
Region 1
Region 2
Region 3
Region 4
Region 5
Engineering
Production
HRM
Marketing
Finance
A TERRITORIAL OR GEOGRAPHIC ORGANISATION

CUSTOMER DEPARTMENTATION
Grouping activities so that they reflect a primary interest in customers. This is arrangement activities on the basis to cater to requirements of clearly defined customer groups.
Advantages Encourages concentration on customer needs Gives customer feeling that they have an understanding supplier Develops expertness in customer area
Disadvantages May be difficult to coordinate operation between competing customer demands Requires managers and staff experts in customers problems Customer group may not be always clearly defined
PRESIDENT
Community Banking
Corporate Banking
Institutional Banking
Agriculture Banking
CUSTOMER DEPARTMENTATION BANKING SECTOR
PROCESS OR EQUIPMENT DEPARTMENTATION
Manufacturing firms sometimes group activities around a process or a type of equipment.
PROCESS OR EQUIPMENT DEPARTMENTATION

Advantages Achieves economic advantage Uses specialised technology Utilises special skills Simplifies training
Disadvantages Coordination of departments is difficult Responsibility for profit is at top Unsuitable for developing general managers
PRESIDENT
Marketing
Production
Finance
HRM
Welding
Punch Process
Electroplating
PROCESS OR EQUIPMENT DIVISION

DEPARTMENTATION BY PRODUCT
Large scale enterprises group activities on the basis of products or product lines. Companies adopting this form of departmentation were typically organised by enterprise function. With the growth that led to complexity in managerial job and increase in number of subordinates recognition of Product Division became necessary.
Advantages Places attention and effort on product line Facilitates use of specialised capital, facilities, skills, and knowledge Permits growth and diversity of the products and services Improves coordination of functional activities Place responsibility for profits at divisional level Furnishes measurable training ground for general managers
Disadvantages Requires more persons with general manager abilities Tends to make maintenance of economical central services difficult Presents increased problem of top management control
PRESIDENT
Marketing
HRM
Purchase
Finance
Detergents
Cosmetics
Food Products
Pharmacy
FMCG
Engineering
Production
HRM
Marketing
Accounting
PRODUCT ORGANISATION
Organisational Behaviour
Definition
organisation OB applies Organisational Behaviour is a Individuals,knowledge about individuals, Groups, investigates field of study thatstructure the impact that groups and the effect of individuals, structure on behaviour groups, and structure have on in order to make organisation work behaviour within organisation more effectively. for the purpose of applying
Means a distinct Itarea of three studies expertise determinants of with a common behaviour in body of knowledge
such knowledge toward improving an organisations effectiveness.

Therefore
OB is concerned with the study of what people do in an organisation and how the behaviour affects the performance of the organisation. It is concerned with employment related situations, and emphasises behaviour as related to concerns such as jobs, work, absenteeism, employment turnover, productivity, performance and management.
OB refers to the behaviour of individuals and groups within organisations and interaction between organisational members and their external environment.
Environment
Human Behaviour in Organisational Setting
The Individual Organisational Interface
The organisation
The Nature of OB
Environment Prof. DEBASISH DUTTA
FOUNDATIONS of ORGANISATIONAL BEHAVIOUR
Foundations of is Based Upon Following Concepts:

Concepts concerned with people
Differences between individuals Individual is whole person Every behaviour is caused Human dignity
Concepts concerned with organisations

Organisations are social system Mutuality of interests among individuals Holistic concept of OB
The concept is represented by organisation needs people This is more a philosophical conceptOB Foundations of rather and people also need organisations. When expresses that Social sciencesmeans to help them reachit is than as a organisations hires an individual People see organisation scientific conclusion. is hired, it also not his skills alone that Individual organisations are social system and their goals, organisations on the other hand need people includes his social background, likes and Differences consequently organisations are It confirms that peoplebehaviour from prejudices, his ego etc. are objectives. other to attain dislikes, pride caused An individual their to be isand Social governed by social and psychological factors as they are of higher order of and not random. At certain times Family life of an individual cannot When believes concepts unites be the six goal that Systems placed universe. Mutual interest the individualallcommonthat hisfromare work life. together, provides a superordinate laws.mankind separated his Despite having much in among there emerges a holistic concept. the behaviour is in also every needs that people bring to organisation. Whole variety ofperson in informalis his interest. Formal and the world to be individually It recognises that people want both types of individual as a treated Organisation while treating an different. Person social system exists inconcepts interprets people-organisation an individual must with dignity and This wholeorganisation. strive to develop respect and not as an Organisation need to realise this employees as a relationship theis better person in terms of of economic growth and tool. From birth itself every tacklein terms of a and fulfillment. different Mutuality basic principle and individual issues whole person, whole Itthe experiences in OB implies that organisation whole even more group, them root. life makesis dynamic from its organisation and the whole Interests and all parts of the organisations are system. different. Ethical values should prevail while dealing interdependent as well as are subject to with people. Caused It is the individual that which each other. begin influence by causes OB to Behaviour its dealing with individual. Holistic Concept Human Dignity
IMPORTANCE of ORGANISATIONAL BEHAVIOUR
Importance of OB
Study of OB is beneficial to all those who work in an organisation.
OB provides a roadmap to the life of people in the organisations. It enable the people to know the world where they live in that is the organisation.
Importance of OB
Firstly
Since OB provides a roadmap to lives of people in organisations, people join in an organisation with aspirations and dreams and also along with their fear and frustrations. Different people in organisation behave in a different way, even one may get caught in anxiety in case one needs to respond to the changes in the organisation. Therefore there arises the need to map out organisational events so that one can function in more secure and comfortable environment.
Importance of OB
Secondly
The field of OB uses scientific research and therefore it helps in predicting and understanding organisational life. This knowledge is not absolute, and the field of OB is not a pure science. Therefore all decisions that are made in the organisations are determined by complex combination of factors. However, OB helps to make sense of workplace and predict to some extent what people would do under various circumstances
Importance of OB OB helps us influence organisational events.
Thirdly
People work in various specialised area and they need to understand communication, conflict handling, managing stresses, make better decisions, ensuring commitment, help employee work effectively and efficiently.
Theories and concepts of OB will help them to influence such organisational events.
Importance of OB
Fourthly
OB helps people to understand self and others better.

This helps considerably. improve interpersonal relations
The study of areas like perception, communication, leadership, attitude, etc. will change the style of functioning of an individual.
Importance of OB
Fifthly
OB helps in motivating subordinates get things done through delegation. Study of motivational theories make managers understand the basis of motivation and what one should to do motivate others
Importance of OB
Sixthly
OB helps in maintaining cordial industrial relations. Declining productivity, slow working by an employee may be because of indifferent attitude of the manger towards the employee. Study of OB helps in understanding the required attitude that a manager must have to maintain cordial industrial relations.
Importance of OB OB is also useful in the field of marketing.
Seventhly
Success or failure of an enterprise will depend upon awareness of the nature of individual and social processes. This will also allow to meet the challenges of dynamics of flow of goods and services from producer to consumers. OB helps in research of consumer choice behaviour, consumer influence and channels involved.
Importance of OB
Eighthly
Another important reason is that when one is interested in pursuing a career in management one wants to learn how to predict behaviour of people and group and apply it in some meaningful way to make organisation more effective.
A successful manager should have good people skills which include the ability to understand employees and thereby applying this knowledge make the employees more effective and efficient.
Importance of OB
Ninthly
In order to maintain the growth in economy and sustain the trend of this growth, there is need for effective management in all sector of economy. Effective management does not mean competent utilisation of technical or financial resources . Rather it implies efficient people management where OB is of utmost importance. OB is a discipline which enables a manger to motivate his subordinate towards higher productivity and better results
Foundations of Individual Behaviour
Foundations of Individual behaviour Individual Behaviour has its base on various factors and they are: Personal Factors
Environmental factors
Psychological
Organisational Systems and Resources

Foundations of Individual Behaviour

Personal Factors
Age Sex Education Abilities Marital status No. of dependents Creativity
Psychological Personality Perception Attitudes Values Learning
Individual Behaviour
Environmental Factors Economic Social norms & cultural values Political
Organisational systems & resources
Physical facilities Organisation structure & design Leadership Reward system Work related behaviour
PERCEPTION
Perception
Perception is a process by
which individuals organise and interpret their sensory impressions in order to give meaning to their environment. - Stephen Robins
Factors Influencing Perception

Factors in the situation Time Work Setting Social Setting
Factors in the Perceiver Attitudes Motives Interests Experience Expectations
PERCEPTION
Factors in the target Novelty Motion Sounds Size Background Proximity Similarity Prof. DEBASISH DUTTA
What do you see?
What do you see? What do you see?
There's a face... and the word liar
Is the left center circle bigger?
No, they're both the same size
It's a spiral, right?
No, these are a bunch of independent circles
What do you see ?
A couple or a skull?
CountDEBASISH DUTTA the black dots! Prof.
0 (ZERO)
What do you see?
Do you see the three faces?
Process of Perception
1. Confrontation of stimulus
The Individual comes face to face with another individual/group/object/sit uation/problem
2. Registration
The individual registers the stimulus and its gravity
Process of Perception 3. Interpretation
The individual tries to understand the real meaning of the situation.
4. Feedback
The individual evaluates the strength and weakness and gives a quick feedback to the sensory motor.
5. Reaction
The individual gives the response in terms of reaction that can be positive, negative or neutral, depending upon the mutual interaction between the stimulus and the individual.
Social Perception
Social Perception
Social perception is also called as people perception. It is directly concerned with how one individual perceives other individual. In perceiving other people and making judgments about them, an individual pays attention to the beliefs, motives, emotions, attitudes and values and intentions of other people with whom he interacts.
Social Perception
Social factors like group pressure and social suggestions play a significant role in people perception and can determine the manner in which an individual interprets the action and behaviour of self and others.
PERSONALITY
Role of Personality Personality is the dynamic organisation within an individual of those psychological systems that determine his unique adjustments to his environment. - Gordon Allport
Role of Personality
Personality is the sum total ways in which an individual reacts to and interacts with others. - Stephen Robins
Personality Determinants
Individual Personality is the result of heredity and environment and the third factor is recognised to be situation.
Big Five Personality Dimensions
Outgoing Trusting Talkative Extroversion natured Dependable Good Sociable Agreeableness Responsible Cooperative Sensitive Assertive Relaxed Conscientiousness oriented Achievement Softhearted. Intellectual Secure Emotional stability Persistent Imaginative Unworried Openness to experience Curious Broadminded.
Attitudes
Attitudes
Attitudes Evaluative statements or judgments concerning objects, people or events. Attitude may be favourable or unfavourable concerning objects or events. Attitudes are not the same as values, but the two are interrelated.
Definition Attitudes are learned predispositions towards aspects of our environment. They may be positively or negatively directed towards certain people, service or institutions.
Components of Attitude
Attitude has three components and they are 1. Cognitive Component 2. Affective Component 3. Behavioural Component
Components of Attitude
Cognitive component of an attitude It is the opinion or belief segment of an attitude Affective component of an attitude It is the emotional or feeling segment of an attitude Behavioural component of an attitude
An intention to behave in a certain way toward someone or something

Values
values
Values Basic convictions that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence. Value System A hierarchy based on ranking of an individuals values in terms of their intensity.
TYPES OF VALUES Value typologies can be developed in two approaches as per survey conducted by Milton Rokeach, the survey is popularly known as Rokeach Value Survey (RVS). RVS consists of two sets of values Terminal values Instrumental values
TYPES OF VALUES Terminal values Desirable endstates of existence; the goals that a person would like to achieve during his or her lifetime. Instrumental values Preferable modes of behaviour or means of achieving ones terminal values.
Terminal and Instrumental Values in Rokeach Value Survey

Terminal Values Instrumental Values
A comfortable life (a prosperous life) Ambitious (hardworking, aspiring) An exciting life ( a stimulating, active life) Broad minded (open minded) A sense of accomplishment ( lasting contribution) Capable (competent) A world of peace ( free of war and conflict) Cheerful (lighthearted, joyful) A world of beauty (beauty of nature and the arts) Clean (neat, tidy) Equality (brotherhood, equal opportunity for all) Courageous (standing up for your beliefs) Family security (taking care of loved ones) Forgiving (willing to pardon others) Freedom (independence, free choice) Helpful (working for the welfare of others) Happiness (contentedness) Honest (sincere, truthful) Inner harmony (freedom from inner conflict) Imaginative (daring, creative) Mature love (sexual and spiritual intimacy) Independent (self-reliant, self-sufficient) National security (protection from attack) Intellectual (intelligent, reflective) Pleasure (an enjoyable, leisurely life) Logical (consistent, rational) Salvation (saved, eternal life) Loving (affectionate, tender) Self respect (self-esteem) Obedient (dutiful, respectful) Social recognition (respect, admiration) Polite (courteous, well-mannered) True friendship (close companionship) Responsible (dependable, reliable) Wisdom (a mature understanding of life) DEBASISH DUTTA Self-controlled (restrained, self-discipline) Prof.
JOB DESIGN
Job Design
Job design refers to the way the elements of a job are designed
High Autonomy: A Salesperson who Feedback is the A cabinetto whichher degree makeror the High Identity: High Feedback: Theschedules his factory a An electronics High Variety: a job obtains who owner-operator of individual doing
own work for of day, a designsdegree totheelectrical a piece which a worker who assembles garage who does Skill variety describes makes visits without the Information about the ofrebuilds engines, effectiveness radio aselects the tests furniture,and the it to job requires the exercise repairs, number of Task significance refers toextent to Task performance.supervision, it operates identity defines builds if and determine Such of the wood, the work,sick in a different skills, abilities, or High Significance:job; talents.the object, Nursing degree to does body onthe most importance ofnotand decides the and they the properly. it to but the which a job requires completion of a activities must interacts with customers. merely be different, finishes intensive effective sales hospital on the which the job has an toelectronics each skills. Low Feedback enough impactforto work. An to must and identifiable require different wholebe distinct perfection. which Autonomy does:not techniquesworkerthe is theA body shop of who degreepiece factory Feedback only who care unit. assembles a Low of other people, therefer Variety: worker potential lives Identity : A worker inimmediate particular the pace Low jobholder is feedback, paintalso routes it to freesprays but aeight hospital to schedulefurniture a supervisory Low Significance: Sweeping thethe radio and then hours organizationwork and determine a or the customer.operates external factory who ofinspector of his or her quality day.floors.control their ability to observe the Salesperson who is results Low Autonomy : A solely to for proper environment. lathe tests who the procedures to be used. it make table work. given a specific number operation and makes legs.
of leads adjustments. is needed each day and required to use a standard sales script with each potential customer.
Satisfaction and Frustration
Satisfaction and Frustration

A person get frustrated because of unfulfilled need. Whenever a person is frustrated, the defence mechanism gets triggered into action. Frustration can be manifested into one or more of the behaviour:
Aggression
A reaction to a situation where ones motive is blocked, causing oneself to turn against the barrier in terms of verbal or physical injury.
Withdrawal
Leaving the field physically and psychologically.
Fixation
An unreasonable stubbornness, repeated behaviour, non adjusting.
Compromise
Adjusting with the situation leading to give and take attitude.
GROUP DYNAMICS
Group
Two or more individual, interacting and interdependent, who have come together to achieve particular objectives.
Group Dynamics
Group Dynamics Refers to Changes Which Take Place Within Groups and Is Concerned With the Interaction and Forces Obtained Between Group Members in a Social Setting.
STAGES OF GROUP DEVELOPMENT
The five stage group development model
Stages of Group Development
1.
2. 3. 4. 5.
Forming Storming Norming Performing Adjourning

FORMING
The first stage in group development, characterized by much uncertainty.
Forming stage
Acceptance Within The Group Dependence On The Group Safe Patterned Behaviour Avoiding Controversy
Storming
The second stage in group development, characterized by intragroup conflict.
Storming Stage
Conflict And Competition Within The Group Fear Of Failure Hostilities Are Formed Some Members Are Silent Few Members Are Dominant
NORMING
The third stage in group development, characterized by close relationships and cohesiveness.
Norming stage
Bonding Among The Group Members Solving Of Personal Issues Leadership Is Shared Sense Of Group Belonging
PERFORMING
The fourth stage in group development, when the group is fully functional.
Performing Stage
Members Adjust According To The Needs Group Is Highly Productive Group Unity Exist Emphasis On Achievement
ADJOURNING
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance.
Adjourning Stage
Termination Of Group
Disengagement Of Relationships Recognition Of Work Can Create Some Apprehensions
Conflict
Nature of Conflict
Conflict may be understood collision and disagreement. as
The conflict also can be within an individual when there is incompatibility between his or own goals. Conflicts may be cognitive (judgments or perspective) or affective (emotional).
Levels of Conflict
Inter-group Conflict
Intra-group Conflict
Inter-individual Conflict
Intra-individual Conflict
Levels of Conflict
COMMUNICATION
Goals of Communication
To change behavior
To get and give Information
To get action
To persuade
To ensure understanding
The Communication Process Model

Feedback
Transmission Of Message
Thoughts
Encoding
Reception
Decoding
Understanding
Sender
Receiver
Noise
Direction of Communication
CEO
Upward
VP-1
VP-2
Downward Cross-Channel
MGR-1
MGR-2
MGR-3
MGR-4
Lateral
Barriers to Effective Communication

Feedback
Sender
Receiver
Distortion
INTERESTING FACTS ABOUT LISTENING
OUT OF THE TOTAL TIME IN COMMUNICATING YOU SPEND9% IN WRITING 16% IN READING 30% IN SPEAKING 45% IN LISTENING
What causes distortion or the barriers to understanding/listening?
Perceptions Language Semantics Personal Interests Emotions Inflections
Environment noise Preconceived notions/expectations Wordiness Attention span Physical hearing problem Speed of thought
Other Barriers in Communication

Management Philosophy Attitudes and opinions Non receptivity /defensive Know-it-all attitude Blocked mind Obstinate person Bias and prejudice Wrong assumptions Different comprehension of reality Emotions Failure to discriminate Polarization Frozen evaluation Improper assessment of the receiver Secrecy Lack of self confidence Abstractions Premature evaluation tendency Filtering
Informal Communication Network

Transmits information through nonofficial channels
Business-related Accurate Pervasive (all levels) Rapid Most active during change Normal Accept & pay attention
Characteristics of Grapevine
Not controlled by Management. Perceived by most employees as being more believable and reliable than formal communication. It is largely used to serve self interest of the people. Evidence show that 75%of what is carried in grapevine is accurate. Rumors emerge as response to situation that are important and when there is ambiguity. Rumors get spread because of anxiety. Rumors can not be eliminated, but can be minimized.
Suggestions to Reduce Negative Consequences of Rumors

Announce timetable for making important decisions. Explain decisions and behaviors that may appear inconsistent or secretive. Emphasize the downside, as well as upside, of current decision of the future plans Openly discuss worst-case-possibilities it is almost never as anxiety as the unspoken fantasy.
LEADERSHIP
Definition
Leadership is defined as influence, that is, the art or process of influencing people so that they will strive Willingly and enthusiastically towards the achievement of group goals. Leading involves influencing and interacting with people to attain goals
Definition
The ability of a person to persuade others to seek achievement of the group goals efficiently & effectively '. (Keith Davis)
THE FOUR LEADERSHIP STYLES
THE FOUR LEADERSHIP STYLES

The four leadership style can be stated as
Directive Supportive Consulting Delegating

A combination of high and low Regulating and Nurturing behaviour will give four quadrants, each representing four different leadership styles.
N U R T U R I N G B E H A V I O U R
REGULATING BEHAVIOUR
Style 3 CONSULTING LOW REGULATING HIGH NURTURING
Style 2 SUPPORTIVE HIGH REGULATING HIGH NURTURING
Style 4 DELEGATING LOW REGULATING LOW NURTURING
Style1 DIRECTIVE HIGH REGULATING LOW NURTURING
The Managerial Grid
The Managerial Grid is developed by Robert Blake and Jane Mouton. The grid has been used throughout the world as a means of training managers and of identifying various combination of leadership styles.
The Grid Dimensions
The grid has two dimensions1. Concern for People 2. Concern for Production Concern for is meant to convey how and to what extent managers are concerned about production and how and to what extent they are concerned about people, and not such things as how much production they are concerned about getting out of a group.
Concern for production includes the attitude of a manager towards wide variety of things, such as 1. Quality of Policy Decision 2. Procedure and Processes 3. Creativeness of Research 4. Quality of Staff Services 5. Work Efficiency 6. Volume of Output
Concern for people is interpreted in a broad way and includes1. Degree of Personal Commitment toward Goal Achievement 2. Maintenance of the Self Esteem of Workers 3. Placement of Responsibility on the basis of Trust rather than Obedience 4. Provision of Good Working Conditions 5. Maintenance of Satisfying Interpersonal Relations
The Managerial Grid
1.9
Country club management Team managers
9.9
5.5
Middle of the Road
1.1
Impoverished
Task Managers
9.1
Concern for production
The 1.1 Style In this style the managers concern themselves very little with either people or production and have minimum involvement in their jobs. They abandon their jobs and only mark time or act as messengers communicating information from superior to subordinates. This style is referred to as Impoverished Management
The 9.1 Style In this style the manager display in their actions the highest possible dedication only to production and developing an efficient operation. They have no concern for people, and they are autocratic in leadership style. This style is referred to as Autocratic Task Managers
The 1.9 Style
In this style the manager display in their actions little or no concern for the production but are only concerned for people. They promote an environment in which everyone is relaxed, friendly, and happy and no one is concerned about putting forth coordinated effort to accomplish organisational goals. This style is referred to as Country Club Management
The 5.5 Style In this style the manager display in their actions the adequate performance through balance of work requirements and maintain satisfactory morale. This style is referred to as Middle of the Road Managers
The 9.9 Style In this style the manager display in their actions the highest possible dedication both to people and to production. They mesh the production needs of the enterprise with the needs of individuals. This style is referred to as Team Managers
Organisation Culture
Organisation culture represents a complex set of beliefs, expectations, ideas, values, attitudes, shared by the members of an organisation that evolve over time.
Organisation culture includes: Routine ways of communicating, such as organisationals rituals and ceremonies and the language commonly used. The norms shared by the individuals and teams throughout the organisation. (e.g. no reserve parking) The dominant value held by the organisation (product quality) The philosophy of the management. The rules of the game for getting along in the organisation. The feeling or climate conveyed.(e.g. physical layout, interactions etc.)
Layers of Organisation Culture
Cultural Symbols Shared Behaviours
Cultural Values Shared Assumptions
Cultural Symbols are words, gestures and picture or other physical objects that carry a particular meaning within a culture. Shared Behaviours are norms in the organisation which are more visible and somewhat easier to change than values. Cultural Values represents collective beliefs, assumptions and feelings about what things are good, normal, rational. And valuable.
Shared Assumptions represent basic beliefs about reality, human nature, and the way things should be done.
Forming a Culture
An organisational culture forms in response to two major challenges that confront every organisation. They are: External adaptation and survival Internal Integration
Forming a Culture
External adaptation and survival This involves addressing the following issues: Mission and Strategy: identifying primary purpose and selecting startegies. Goals: Setting specific targets. Means: Determining how to pursue the goals. Measurement: Establishing criteria to determine how well individuals, teams accomplish the goals.
Forming a Culture
Internal Integration Internal integration involves addressing the following issues: Language and concepts: Identifying methods of communication and developing a shared meaning for important concepts. Group and team boundaries: Establishing criteria for membership in groups and teams. Power and status: determining the rules of acquiring, maintaining and loose power and status. rewards and punishments: developing systems for encouraging desirable behaviour and discouraging undesirable behaviour.
Method of Maintaining Organisational Culture
Methods of Maintaining Organisational Culture: What managers and team pay attention to Reactions to organisational crises Managerial role modeling Criteria for rewards Criteria for selection and promotion Organisational rites, ceremonies, stories
Recruitment of Employee who fit the culture
Organisational Culture
Removal of Employee who Deviate from the culture
Types of Organisation Culture

Bureaucratic Culture Clan Culture Entrepreneurial Culture Market Culture
Bureaucratic Culture
An organisation that values formality, rules, standard operating procedures, and hierarchical coordination has a bureaucratic culture. concerns of a bureaucratic culture are: - predictability - efficiency and - stability Mangers view their role as as being coordinators and enforces written rules and standards. Tasks, responsibilities, and authority are clearly defined. Employees believe that they go by the book as rules and process are clearly defined in the manual..
Clan Culture
Tradition, Loyalty, personal commitment extensive socialization, teamwork, self management, and social influence are attributes of clan culture. Its member recognise an obligation beyond the simple exchange of labour for a salary.They understand that contribution to the organisation may exceed any contractual agreement. Long term security is given to the employee in exchange of his loyalty. A clan culture achieves unity through socialisation process.They serve as a mentors and role models of its new members. They have pride in membership and strong sense of identification and recognise their common fate in the organisation. A clan culture generates feelings of personal ownership of a business, a product or an idea.
Entrepreneurial Culture
The characteristics of Entrepreneurial culture are: - high level risk taking - dynamism - creativity - experimentation - innovation This culture do not react to changes in the environment it creats change. They are mostly small to mid-sized companies.
Market Culture
Its characteristics are: - achievement of measurable and demanding goals - hard driving competitiveness - Profit orientation In this culture relation between individual and organisation is contractual. The individual is responsible for some level of performance. Organisation promises some level of award in return. There is no promise of security Interaction between superior and subordinates are largely on negotiating performance and reward agreements. It is often tied to monthly, quarterly annual performance goal based profits.
Framework of Types of Cultures

Flexible
Formal Control Orientation
CLAN CULTURE
ENTREPRENEURIAL CULTURE
BUREAUCRATIC CULTURE
MARKET CULTURE
Stable Internal External
Forms of Attention

Management Process in Ion & Ion Behaviour

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Management Process in Ion & Ion Behaviour

Uploaded by

Copyright:

Available Formats

Management Process in Organisation & Organisation Behaviour

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Characteristics of Formal Organisation

Characteristics of Informal Organisation

ORGANISATION WITH NARROW SPAN

ORGANISATION WITH WIDE SPAN

Prof. DEBASISH DUTTA

DEPARTMENTATION BY SIMPLE NUMBERS

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

DEPARTMENTATION BY ENTERPRISE FUNCTION

Prof. DEBASISH DUTTA

DEPARTMENTATION BY ENTERPRISE FUNCTION

Market Research Markt plg

Sales Admin. Prodn. Engg.

Cost. Acctg. Perfor. App.

A FUNCTIONAL ORGANISATION (MANUFACTURING COMPANY)

DEPARTMENTATION BY TERRITORY OR GEOGRAPHY

Prof. DEBASISH DUTTA

DEPARTMENTATION BY TERRITORY OR GEOGRAPHY

DEPARTMENTATION BY TERRITORY OR GEOGRAPHY

A TERRITORIAL OR GEOGRAPHIC ORGANISATION

Prof. DEBASISH DUTTA

CUSTOMER DEPARTMENTATION BANKING SECTOR

Prof. DEBASISH DUTTA

PROCESS OR EQUIPMENT DEPARTMENTATION

Manufacturing firms sometimes group activities around a process or a type of equipment.

Prof. DEBASISH DUTTA

PROCESS OR EQUIPMENT DEPARTMENTATION

PROCESS OR EQUIPMENT DIVISION

Prof. DEBASISH DUTTA

such knowledge toward improving an organisations effectiveness.

Prof. DEBASISH DUTTA

Human Behaviour in Organisational Setting

The Individual Organisational Interface

Environment Prof. DEBASISH DUTTA

FOUNDATIONS of ORGANISATIONAL BEHAVIOUR

Prof. DEBASISH DUTTA

Foundations of is Based Upon Following Concepts:

Concepts concerned with organisations

IMPORTANCE of ORGANISATIONAL BEHAVIOUR

Prof. DEBASISH DUTTA

Importance of OB OB helps us influence organisational events.

OB helps people to understand self and others better.

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Importance of OB OB is also useful in the field of marketing.

Foundations of Individual Behaviour

Prof. DEBASISH DUTTA

Organisational Systems and Resources

Foundations of Individual Behaviour

Psychological Personality Perception Attitudes Values Learning

Prof. DEBASISH DUTTA

Prof. DEBASISH DUTTA

Factors Influencing Perception

Factors in the Perceiver Attitudes Motives Interests Experience Expectations

What do you see?