Interpersonal Conflicts and Unknown Areas

Understanding of perception has an important contribution in the anticipation and control of the ______ of the employees.

People’s ______ is according to their perception.

If the manager can come to know how people perceive things, then he can anticipate organisational ______ and can also control it.

Perception is very important in understanding the human ______, because every person perceives the world and approaches the life problems differently.

It is because what we hear is not what is really said, but what we ______ as being said.

Thus, it is because of perception, we can find out why one individual finds a job satisfying while another one may not be satisfied with ______.

The existence of blind area indicates the chances of inter-personal ______.

Unknown area represents a very horrible ______.

An individual is unaware of self as he/she is not capable of remembering and expressing their past ______.

Individual hides his/her details from others or others never observed individual behaviors under different ______.

The fun zone is all about discovering your potential through new ______.

Johari Window aims at widening the open area so that individual as well as others come to know about each other’s views and ______.

When employees possess ______, they use flexibility and adaptation to find solutions for problems.

Optimism can be developed in the workplace through training and measured by how well employees meet company ______.

Teaching positive organizational behavior leads to better job satisfaction, work happiness, and commitment to the ______, the theory states.

Employees who are satisfied at work will go above and beyond what is expected of them. They will volunteer to help coworkers and take on additional tasks without resenting the extra ______.

Researchers of positive organizational behavior believe developing hope, optimism, and resilience leads to ______-performing employees.

Positive organizational behavior represents the study of how positive emotions relate to employee performance in the ______.

A ______ is a way of life of a group of people--the behaviours, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. The role of ______ in an organisation is to: Specify the goals and objectives of the organization; Specify the relations that exist within the organisation; Specify what qualities are valued within organisations such as loyalty, Confidentiality, dynamism, hard work, and so on Specify the wider context within which the organisation operates. The success of any organisation is linked to an organisation ______ in which people Are encouraged to work together and share resources as needed. Organizational Culture Profile (OCP) where ______ is represented by seven distinct values. Figure 8.5 Dimensions of Organizational Culture Profile (OCP) Innovative According to the OCP framework, companies that have innovative ______s are flexible and adaptable, and experiment with new ideas. These companies are characterized by a flat hierarchy in which titles and other status distinctions tend to be downplayed. For example, W.L.Gore & Associates Inc.

A culture is a way of life of a group of people--the behaviours, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. The role of culture in an ______ is to: Specify the goals and objectives of the organization; Specify the relations that exist within the ______; Specify what qualities are valued within ______s such as loyalty, Confidentiality, dynamism, hard work, and so on Specify the wider context within which the ______ operates. The success of any ______ is linked to an ______ culture in which people Are encouraged to work together and share resources as needed. Organizational Culture Profile (OCP) where culture is represented by seven distinct values. Figure 8.5 Dimensions of Organizational Culture Profile (OCP) Innovative According to the OCP framework, companies that have innovative cultures are flexible and adaptable, and experiment with new ideas. These companies are characterized by a flat hierarchy in which titles and other status distinctions tend to be downplayed. For example, W.L.Gore & Associates Inc.

A culture is a way of life of a group of people--the behaviours, beliefs, ______, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. The role of culture in an organisation is to: Specify the goals and objectives of the organization; Specify the relations that exist within the organisation; Specify what qualities are valued within organisations such as loyalty, Confidentiality, dynamism, hard work, and so on Specify the wider context within which the organisation operates. The success of any organisation is linked to an organisation culture in which people Are encouraged to work together and share resources as needed. Organizational Culture Profile (OCP) where culture is represented by seven distinct ______. Figure 8.5 Dimensions of Organizational Culture Profile (OCP) Innovative According to the OCP framework, companies that have innovative cultures are flexible and adaptable, and experiment with new ideas. These companies are characterized by a flat hierarchy in which titles and other status distinctions tend to be downplayed. For example, W.L.Gore & Associates Inc.

A culture is a way of life of a group of people--the behaviours, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. The role of culture in an organisation is to: Specify the goals and objectives of the organization; Specify the relations that exist within the organisation; Specify what qualities are valued within organisations such as loyalty, Confidentiality, dynamism, hard work, and so on Specify the wider context within which the organisation operates. The ______ of any organisation is linked to an organisation culture in which people Are encouraged to work together and share resources as needed. Organizational Culture Profile (OCP) where culture is represented by seven distinct values. Figure 8.5 Dimensions of Organizational Culture Profile (OCP) Innovative According to the OCP framework, companies that have innovative cultures are flexible and adaptable, and experiment with new ideas. These companies are characterized by a flat hierarchy in which titles and other status distinctions tend to be downplayed. For example, W.L.Gore & Associates Inc.

A culture is a way of life of a group of people--the behaviours, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. The role of culture in an organisation is to: Specify the goals and objectives of the organization; Specify the relations that exist within the organisation; Specify what qualities are valued within organisations such as loyalty, Confidentiality, dynamism, hard work, and so on Specify the wider context within which the organisation operates. The success of any organisation is linked to an organisation culture in which people Are encouraged to work together and share resources as needed. Organizational Culture Profile (OCP) where culture is represented by seven distinct values. Figure 8.5 Dimensions of Organizational Culture Profile (OCP) Innovative According to the OCP framework, ______ that have innovative cultures are flexible and adaptable, and experiment with new ideas. These ______ are characterized by a flat hierarchy in which titles and other status distinctions tend to be downplayed. For example, W.L.Gore & Associates Inc.

A culture is a way of life of a group of people--the behaviours, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. The role of culture in an organisation is to: Specify the goals and objectives of the organization; Specify the relations that exist within the organisation; Specify what qualities are valued within organisations such as loyalty, Confidentiality, dynamism, hard work, and so on Specify the wider context within which the organisation operates. The success of any organisation is linked to an organisation culture in which people Are encouraged to work together and share resources as needed. Organizational Culture Profile (OCP) where culture is represented by seven distinct values. Figure 8.5 Dimensions of Organizational Culture Profile (OCP) Innovative According to the OCP framework, companies that have innovative cultures are flexible and adaptable, and experiment with new ideas. These companies are characterized by a flat ______ in which titles and other status distinctions tend to be downplayed. For example, W.L.Gore & Associates Inc.

The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for ______, which refers to 'becoming all you are capable of becoming.' People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor Theory: When studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain factors just had to be met and did not raise satisfaction. However, if these factors, called hygiene factors, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene factors. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too poor to read. Motivators are the factors that employees need in order to give higher levels of effort.

The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for ______, which refers to 'becoming all you are capable of becoming.' People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor Theory: When studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain factors just had to be met and did not raise satisfaction. However, if these factors, called hygiene factors, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene factors. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too poor to read. Motivators are the factors that employees need in order to give higher levels of effort.

The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for self-actualization, which refers to 'becoming all you are capable of becoming.' People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor Theory: When studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain factors just had to be met and did not raise satisfaction. However, if these factors, called ______, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene factors. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too poor to read. Motivators are the factors that employees need in order to give higher levels of effort.

The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for self-actualization, which refers to 'becoming all you are capable of becoming.' People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor Theory: When studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain ______ just had to be met and did not raise satisfaction. However, if these factors, called hygiene factors, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene factors. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too poor to read. Motivators are the factors that employees need in order to give higher levels of effort.

The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for self-actualization, which refers to 'becoming all you are capable of becoming.' People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor Theory: When studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain factors just had to be met and did not raise satisfaction. However, if these factors, called hygiene factors, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene ______. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too poor to read. Motivators are the factors that employees need in order to give higher levels of effort.

The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for self-actualization, which refers to 'becoming all you are capable of becoming.' People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor Theory: When studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain factors just had to be met and did not raise satisfaction. However, if these factors, called hygiene factors, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene factors. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too ______ to read. Motivators are the factors that employees need in order to give higher levels of effort.