Vision & Mission MBA Programme PDF

Vision & Mission Faculty of Management Sciences (FMS) Vision of FMS : To become a globally sought-after business school by 2030 2 Mission of FMS 1. To provide world-class and relevant management education 2. To provide global employment...

Vision & Mission Faculty of Management Sciences (FMS) Vision of FMS : To become a globally sought-after business school by 2030 2 Mission of FMS 1. To provide world-class and relevant management education 2. To provide global employment and entrepreneurial opportunities to students 3. To produce socially responsible business leaders and entrepreneurs 4. To have a sizable economic and social impact on the community through relevant research & innovation 3 Vision of MBA : To be a leading provider of globally recognized and industry-relevant MBA education, empowering future business leaders with the knowledge, skills, attitudes and ethics to thrive in a dynamic and disrupting business world. 4 Mission of MBA 1. Deliver a world-class MBA education that combines cutting-edge knowledge, practical skills, and experiential learning opportunities to prepare students for successful careers in a global business environment. 2. Foster a culture of entrepreneurship, innovation, and responsible leadership, equipping graduates with the capabilities to create value, drive organizational growth, and contribute to sustainable development. 3. Facilitate global employment and networking opportunities, connecting students with industry leaders, alumni, and international business networks to enhance their professional prospects. 4. Conduct relevant and impactful research that addresses real-world business challenges, driving economic growth, social progress, and informed decision- making in the corporate, public, and nonprofit sectors. 5. Cultivate a diverse and inclusive learning community that values collaboration, intellectual curiosity, and the ethical dimensions of business, preparing graduates to navigate complex ethical dilemmas with integrity and social responsibility. 5 Programme Educational Outcomes (PEOs) Faculty of Management Sciences (FMS) November 2023 MBA : Programme Educational Outcomes (PEOs) & Programme Outcomes (POs) 7 PEOs for MBA PEO1: To develop the ability to solve complex business problems & independently pursue research and consultancy PEO2: To provide competencies to interpret the holistic view of the business world & the broader environment PEO3: To instill knowledge, skills & attitude to develop successful leaders through innovation, risk-taking capabilities and entrepreneurial way of thinking PEO4: To produce professionals with strong ethics, respect for personal & institutional integrity, teamwork & continuous learning PEO5: To generate ability to effectively present and communicate and be contented while contributing positively to the society 8  Programme Outcomes of MBA PO 1: Apply knowledge of management theories and practices to solve business problems. PO 2: Foster Analytical and critical thinking abilities for data-based decision making. PO 3: Develop Value based leadership. PO 4: Ability to understand, analyze and communicate global, economic, legal, and ethical aspects of the business. PO 5: Ability to lead themselves and others in the achievement of organizational goals, contributing effectively to a team environment. PO 6: Knowledge, ability & attitude to become successful entrepreneurs and ability to innovate & think out of the box. PO 7 : Ability to effectively present & communicate PO 8: Ability to be content & happy. 9 CSU1598 (Workplace Dynamics) Prof. Dr. Sunil Introduction to Organisational Unit A Behaviour 11  Course Outcomes: At the end of the course, the student should be able to: CO1: Analyze complex organizational behavior scenarios by evaluating individual and group dynamics, leadership styles, and organizational culture to propose effective management strategies. CO2: Evaluate diverse human resource management practices, including recruitment, training, performance management, and employee relations, to enhance organizational effectiveness and compliance with legal and ethical standards. CO3: Create innovative HR solutions that address advanced topics such as talent management, employee engagement, and workforce analytics, tailored to contemporary workplace challenges. CO4: Critique emerging trends in workplace dynamics, such as digital transformation, agile HRM, and sustainability initiatives, to develop strategic recommendations for future organizational development. CO5: Design comprehensive HRM strategies that integrate advanced metrics, data analytics, and AI applications to optimize workforce planning and management. CO6: Synthesize knowledge from organizational behavior and HRM to devise holistic approaches for improving employee well-being, mental health, and work-life balance in diverse organizational contexts. Foundations of Organizational Lecture 1 Behaviour 13 Organisational +Behaviour Organization is a group of people who work together in an organized way for a shared purpose “Behaviour is the way that a person, an animal, a substance, etc. behaves in a particular situation or under particular conditions” “Organizational behavior is the study of how individuals and groups interact within an organization and how these interactions affect its performance”. organizational Behaviour | Motivational Video (youtube.com) Business News  If OB is not Proper Viral Video: Toxic Work Culture At BYJU's Exposed; Brave Female Employee Takes On Boss: Viral Video: Toxic Work Culture At BYJU's Exposed; Brave Female Em ployee Takes On Boss (youtube.co m) HDFC Manager Abuses Colleagues In Meeting, Gets Suspended As Video: HDFC Manager Abuses Colleag ues In Meeting, Gets Suspende d As Video Goes Viral (youtube. com)  Importance of OB 1. Discover & understand human behaviour 2. employees motivation 3. Employee learning & development 4. Create a conducive work environment 5. Ensure effective communication 6. Build positive inter-personal relationships 7. Organization structure and processes 8. Creativity & Innovation 9. Technology & Human interactions 10.New Work Norms Manager Roles Managerial Activities  Disciplines Contributing to Organization al Behaviour MARS Model of Individual Behaviour  Individual Factors 1. Physical factors 2. Psychological Factors Environmental Factors Organizational 1. Political Factors 2. Economical 3. Social 4. Technological 5. Ecological Culture 6. Legal Leadership Norms and Policies Motivation Satisfaction Work Working Environment Personality Lecture 23 Untangling the Human Mind: The Interplay Between Cognition and Personality What is Personality? Personality The sum total of ways in which an individual reacts and interacts with others. Personality Traits Enduring Personality Personality characteristics that Determinants Determinants describe an Heredity Heredity individual’s behavior. Environment Environment Situation Situation Radical Personality Transformation: Jordan Peterson Psychoanalyz es Disney’s Lion King (youtube.com) The Myers-Briggs Type Indicator Myers-Briggs Type Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types. Personality Personality Types Types INTJs Extroverted Extrovertedvs. vs.Introverted Introverted(E (Eor orI)I) Sensing Sensingvs. vs.Intuitive Intuitive(S (Sor orN) N) ESTJs Thinking Thinkingvs. vs.Feeling Feeling(T(Tor orF) F) ENTP Judging Judgingvs. vs.Perceiving Perceiving(J (Jor orP) P) Myers- Briggs Sixteen Primary Traits The Big Five Model of Personality Dimensions Extroversion Sociable, gregarious, and assertive Agreeableness This dimension refers to an individual’s propensity to defer to others Good-natured, cooperative, and trusting. Conscientiousness The conscientiousness dimension is a measure of Reliability. Responsible, dependable, persistent, and organized. Emotional Stability taps a person’s ability to withstand stress Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative). Openness to Experience range of interests and fascination with novelty Imaginativeness, artistic, sensitivity, and intellectualism. The Big Five Model of Personality Dimensions Individuals who are dependable, reliable, careful, thorough, able to plan, organized, hardworking, persistent, and achievement-oriented tend to have higher job performance in most if not all occupations. Emotional stability is most strongly related to life satisfaction, job satisfaction, and low stress levels. This is probably true because high scorers are more likely to be positive and optimistic and experience fewer negative emotions. Individuals who score high on openness to experience are more creative in science and art than those who score low. Because creativity is important to leadership, open people are more likely to be effective leaders, and more comfortable with ambiguity and change Extraversion is a relatively strong predictor of leadership emergence in groups; extraverts are more socially dominant, “take charge” sorts of people, and they are generally more assertive than introverts.  Major Personality Attributes Influencing OB Narcissism Locus of control Machiavellianism Self-esteem Self-monitoring Risk taking Type A personality  Narcissis m want to gain the Narcissists often admiration of others and receive affirmation of their superiority, they tend to “talk down” to those who threaten them, treating others as if they were inferior. Narcissists also tend to be selfish and exploitive and believe others exist for their benefit. Their bosses rate them as less effective at their jobs than others, particularly when it comes to Locus of Control Locus of Control The degree to which people believe they are masters of their own fate. Internals Individuals who believe that they control what happens to them. Externals Individuals who believe that what happens to them is controlled by outside forces such as luck or chance. Machiavellianism Machiavellianism (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. High Machs manipulate more, win more, are persuaded less, and persuade others more than do low Machs. They like their jobs less, are more stressed by their work, and engage in more deviant work behaviors. Conditions Conditions Favoring Favoring High High Machs Machs Direct Direct interaction interaction Minimal Minimal rules rules and and regulations regulations Emotions Emotions distract distract for for others others Self-Esteem and Self-Monitoring Self-Esteem (SE) Individuals’ degree of liking or disliking themselves. Self-Monitoring A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors. Risk-Taking High Risk-taking Managers ○Make quicker decisions ○Use less information to make decisions ○Operate in smaller and more entrepreneurial organizations Low Risk-taking Managers ○Are slower to make decisions ○Require more information before making decisions ○Exist in larger organizations with stable environments Risk Propensity ○Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.  Personality Types Type A’s 1. are always moving, walking, and eating rapidly; 2. feel impatient with the rate at which most events take place; 3. strive to think or do two or more things at once; 4. cannot cope with leisure time; 5. are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type B’s 1. never suffer from a sense of time urgency with its accompanying impatience; 2. feel no need to display or discuss either their achievements or accomplishments; 3. play for fun and relaxation, rather than to exhibit their superiority at any cost; 4. can relax without guilt.  Achieving Person-Job Fit Personality-Job Fit Theory (Holland) Identifies six personality Personality Personality Types Types types and proposes that the Realistic Realistic fit between personality type Investigative Investigative and occupational Social Social environment determines Conventional satisfaction and turnover. Conventional Enterprising Enterprising Artistic Artistic  Holland’s Typology of Personality and Congruent Occupations Attitude Lecture 41 Concept of Attitude and Implications for Managers Learning Outcomes Applications of ABC model in relation to cognitive dissonance Understand the Job satisfaction, job involvement and organizational commitment Measuring Employee Engagement Attitude Attitude are evaluative statements indicating one’s feeling either favourably or unfavourably towards person, objects, events or situations. Complex cognitive process Tripartite Model Consists of three components of attitude: First component includes an individual’s cognitive response which represents verbal statements of belief Second component includes an individual’s emotion which represents verbal statements of feeling Third component includes an individual’s overt action which represents verbal statements about intended behaviour against environment stimuli Test your understanding! Q- Steve likes Toyota Automobiles because he thinks they have the highest reliability of all automobiles. His belief about Toyota’s reliability represents which component of Steve’s attitude? a. Affective b. Cognitive c. Factual d. Behavioural Work related Attitudes Job involvement Organizational Commitment Degree to which a person identifies The degree to which an employee with his or her job, actively identifies with a particular participates in it, and considers his organization and its goals, and or her performance important to wishes to maintain membership in self-worth the organization. How can employees express dissatisfaction? Prevalent New Dissatisfaction expressed through “I need a new challenge.” behaviour directed towards leaving the organization Dissatisfaction expressed through “I need your help to reach my full potential.” active and constructive attempts to improve working conditions Dissatisfaction expressed by passively waiting for conditions to I’m not sure if this role is the right fit for me.” improve Dissatisfaction expressed through allowing conditions to worsen “My work is exhausting.!Can you help me?” Brainstorming Session Outcome: Develop plans for transforming negative attitude Situation Attitude New ways to Respond Cognitive Dissonance Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or behaviours. Theory suggests that individuals have inner drive to hold their attitudes and beliefs in harmony and avoid disharmony Case Title- When there is No Will, Is there a Way? Synopsis The case examines the thought process of an elder father (Bansilal, aged 62) who faces a complex situation when his elder son, who works with him in the family business starts nagging him to make a will. The father’s though process are revealed as he tries to understand the reason’s behind his son’s motivation Objectives To eliminate cognitive dissonance for effective decision making Question for Discussion Q1: Why do you think Bansilal has shown resistance to making a will? Q2: What do you advice Bansilal? Should he make the will or not? What should be his first priority?  Measuring Employee Engagement Engaged employees invest themselves in the broader success of the company, rather than only being present for the paycheck and benefits. Key Performance Indicators are as followed:  Diversity and Inclusion  Employee Engagement Survey  Employee Net Provider Score  Employee Absenteeism and Turnover Rate Test your understanding!! Q- Which of the following is not considered as driver for employee engagement? a. Career growth and opportunities b. Calling to potential customers c. Effective leadership d. Autonomy to do the job Trends in Employee Engagement 62% of Millennials are willing to switch to gig economy within the next 2 years. – Deloitte (More Prominence to Work-Life Harmony) A study from PricewaterhouseCoopers (PwC) found that 75 percent of surveyed companies now have at least one HR process in the cloud (Cloud- Technology) 92 percent of employees believe showing empathy is an important way to advance employee retention.- Business Solver (Redefining “Human” in HR) Best Practices for Tying Engagement to Business Performance Pointed, clear questions that go beyond measuring “satisfaction.” Ensuring that goal alignment is occurring at every level of the organization and is well- communicated. Using data to leverage engagement initiatives to improve performance, customer satisfaction/net promoter score (NPS)surveys and feedback, and then tying winning results to recognition programs to reinforce alignment and the activities linked to performance. Perception Lecture 60 The Optics: Perception Matters More Tha n Reality In Business (forbes.com) Perception and decision making What Is Perception, and Why Is It Important? Perception A process by which People’s People’s behavior behavior is is individuals organize based based on on their their and interpret their perception perception of of what what sensory impressions reality reality is, is, not not onon reality reality in order to give itself. itself. meaning to their environment. The The world world as as itit is is perceived perceived is is the the world world that that is is behaviorally behaviorally important. important.  Who`s Correct? Who`s Bigger? 9 Embedded Figures This is an example of the beautiful and remarkable artwork by Octavio Ocampo. I can find 9 embedded figures, How many can you find? Person Perception: Making Judgments About Others Attribution Theory When individuals observe behavior, they attempt to determine whether it is internally or externally caused. Distinctiveness: Distinctiveness:shows showsdifferent differentbehaviors behaviorsinindifferent differentsituations. situations. Consensus: Consensus:response responseisisthe thesame sameasasothers otherstotosame samesituation. situation. Consistency: Consistency:responds respondsininthe thesame sameway wayover overtime. time. Errors and Biases in Attributions Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. Errors and Biases in Attributions (cont’d) Self-Serving Bias The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors. Frequently Used Shortcuts in Judging Others Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. Frequently Used Shortcuts in Judging Others Halo Effect Drawing a general impression about an individual on the basis of a single characteristic Contrast Effects Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. Frequently Used Shortcuts in Judging Others Projection Attributing one’s own characteristics to other people. Stereotyping Judging someone on the basis of one’s perception of the group to which that person belongs. Specific Applications in Organizations Employment Interview ○Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants. Performance Expectations ○Self-fulfilling prophecy (pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. Ethnic Profiling ○A form of stereotyping in which a group of individuals is singled out —typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation. Specific Applications in Organizations (cont’d) Performance Evaluations ○Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance. Employee Effort ○Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias. The Link Between Perceptions and Individual Decision Making Problem A perceived discrepancy between the current state of affairs and a desired Perception Perception of of state. the the decision decision Decisions maker maker Choices made from among alternatives developed from data perceived as relevant. Outcomes Assumptions of the Rational Decision-Making Model Rational Decision- Making Model Model Model Assumptions Assumptions Describes how Problem Problem clarity clarity individuals should Known Known options options behave in order to Clear Clear preferences preferences maximize some outcome. Constant Constant preferences preferences No No time time or or cost cost constraints constraints Maximum Maximum payoff payoff The Three Components of Creativity Creativity The ability to produce novel and useful ideas. Three-Component Model of Creativity Proposition that individual creativity requires expertise, creative-thinking skills, and intrinsic task motivation. How Are Decisions Actually Made in Organizations Bounded Rationality Individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.  How Are Decisions Actually Made in Organizations (cont’d) How/Why problems are identified ○Visibility over importance of problem Attention-catching, high profile problems Desire to “solve problems” ○Self-interest (if problem concerns decision maker) Alternative Development ○Satisficing: seeking the first alternative that solves problem. ○Engaging in incremental rather than unique problem solving through successive limited comparison of alternatives to the current alternative in effect. Common Biases and Errors Overconfidence Bias ○Believing too much in our own decision competencies. Anchoring Bias ○Fixating on early, first received information. Confirmation Bias ○Using only the facts that support our decision. Availability Bias ○Using information that is most readily at hand. Representative Bias ○Assessing the likelihood of an occurrence by trying to match it with a preexisting category. Common Biases and Errors Escalation of Commitment ○Increasing commitment to a previous decision in spite of negative information. Randomness Error ○Trying to create meaning out of random events by falling prey to a false sense of control or superstitions. Hindsight Bias ○Falsely believing to have accurately predicted the outcome of an event, after that outcome is actually known. Intuition Intuitive Decision Making ○An unconscious process created out of distilled experience. Conditions Favoring Intuitive Decision Making ○A high level of uncertainty exists ○There is little precedent to draw on ○Variables are less scientifically predictable ○“Facts” are limited ○Facts don’t clearly point the way ○Analytical data are of little use ○Several plausible alternative solutions exist ○Time is limited and pressing for the right decision Organizational Constraints on Decision Makers Performance Evaluation ○Evaluation criteria influence the choice of actions. Reward Systems ○Decision makers make action choices that are favored by the organization. Formal Regulations ○Organizational rules and policies limit the alternative choices of decision makers. System-imposed Time Constraints ○Organizations require decisions by specific deadlines. Historical Precedents Cultural Differences in Decision Making Problems selected Time orientation Importance of logic and rationality Belief in the ability of people to solve problems Preference for collect decision making Ethics in Decision Making Ethical Decision Criteria ○Utilitarianism Seeking the greatest good for the greatest number. ○Rights Respecting and protecting basic rights of individuals such as whistleblowers. ○Justice Imposing and enforcing rules fairly and impartially. Ethics in Decision Making Ethics and National Culture ○There are no global ethical standards. ○The ethical principles of global organizations that reflect and respect local cultural norms are necessary for high standards and consistent practices. Ways to Improve Decision Making 1. Analyze the situation and adjust your decision making style to fit the situation. 2. Be aware of biases and try to limit their impact. 3. Combine rational analysis with intuition to increase decision-making effectiveness. 4. Don’t assume that your specific decision style is appropriate to every situation. 5. Enhance personal creativity by looking for novel solutions or seeing problems in new ways, and using analogies. Learning Lecture 87  Contents Introduction Types Of Learning Classical Conditioning Operant Conditioning Cognitive Process Social Learning Reinforcement Applications  Your opinion What do you think about the nature of learning? Learning is a relatively lasting change in behavior that is the result of experience. It is the acquisition of information, knowledge, and skills. When you think of learning, it's easy to focus on formal education that takes place during childhood and early adulthood. But learning is an ongoing process Learning is always for the purpose of improvement True or False A student attempted series of tests: Situation A 1/10 2/10 4/10 3/10 6/10 5/10 0/10 10/10 1/10 Situation B 1/10 2/10 3/10 4/10 5/10 6/10 7/10 8/10 9/10 10/10 Which of the situation reflects complete learning A or B Learning includes Knowledge Experience Change Improvement  DEFINITIO N An individual reacts to any situation or responds to instructions in particular fashion, that fashion or style is caused due to learning. Learning brings relativelypermanent change in human behavior that occurs as a result of experience. Learning is a lifelong process in which new behaviours are acquired. We cannot see learning but we can see changed behavior as a consequence of learning.. Examples: Driving a vehicle An instant learning  Theories of learning REINFORCEMENT LEARNING SOCIAL CLASSICAL LEARNING CONDITIONING OPERANT CONDITIONING  Classical conditioning - Behaviorist  “Classical conditioning can be defined as a process in which a theory formerly neutral stimulus UNCONDITIONAL whenpaired with an UNCONDITIONAL Or NATURAL Or NATURAL unconditional STIMULUS (US) RESPONSE (UR) becom stimulus, a STIMULUS es conditioned - RESPONS stimul condition that E (SR) us ed (Luthans 1995)illicit a response.” CONDITIONA L STIMULUS CONDITIONAL RESPONSE (CS) (UR)  Classical conditioning states that an event repeated several times results into desired response.  IVAN PAVLOV’S THEORY  Ivan Pavlov a Russian psychologist introduced classical conditioning theory.  EXPERIMENT CONDUCTED: -  Dog as a subject.  STAGE ONE: -  presented meat (unconditional stimulus) to the dog.  He noticed a great deal of salivation (unconditional response).  STAGE TWO : -  he only rang up the bell (neutral stimulus), the dog had no salivation.  STAGE THREE: - After doing this several times, Pavlov rang up only bell (without  accompanied thetooffering of meat to the dog along with ringing offering of meat the dog). This time the dog salivated to the up of bell. ringing up of bell alone.   Conclusion The dog has become classically conditioned to salivate (response) to the sound of the bell (stimulus). It will be seen that the learning can take place amongst animals based on stimulus – response (SR) connections. The study was undoubtedly single most famous study ever conducted in behavioral sciences. It was a major break through and had a lasting impact on understanding of learning.  Operant Conditioning Operant conditioning deals with Response—Stimulus (R-S) connection. concept originated by B.F. Skinner. states that “most human behavior operates based on the environment.” Learning depends on what happens after the response –THE CONSEQUENCES The learning of voluntary behaviour throughthe effects of pleasant and unpleasant responses.  Operant conditioning Description Outcome Example Positive Add or increase a Behavior is Giving a student a prize reinforcement pleasant stimulus strengthened after he gets an A on a test Negative Reduce or remove an Behavior is Taking painkillers that reinforcement unpleasant stimulus strengthened eliminate pain increases the likelihood that you will take painkillers again Positive Present or add an Behavior is Giving a student extra punishment unpleasant stimulus weakened homework after she misbehaves in class Negative Reduce or remove a Behavior is Taking away a teen’s punishment pleasant stimulus weakened computer after he misses curfew  Cognitive theory Cognitive Approach Edward Tolman The theory consists of relationship environmental between (cognitive) cues expectations. and EXPERIMEN T: - Subject was He found that the rat could run RAT through critical path with particular intention of getting food (goal/objective). This theory was later applied on human resources where incentives were related to higher performance.  Social learning  Behavioral approach.  It deals with learning process based on direct observation and the experience.  Achieved while interacting with individuals.  people observe, alter and even construct a particular environment to fit in the social  It is practiced in organizations by observing various cultural, and social practices. This phenomenon is distinctly visible in defense services where cadets opt for a particular regiment based on the performance of their instructors (role model). In industrial organizations leader must display a role model so that subordinates copy the style of functioning.  Process in social learning ATTENTION PROCESS RETENTION PROCESS MOTOR REPEODUCTION PROCESS RE-INFORCMENT PROCESS RE- ENFORCEMENT APPLICATION OF LEARNING AND OB MODIFICATION USE OF LOTTERIES TO REDUCE ABSENTEEISM: - Attractive prizes can be included in lottery. Absenteeism reduced to a large extent and workers displayed a sense of responsibility that led to increased productivity and higher job satisfaction. WORK PAY VR SICK PAY If sick leave can be converted in to payment of bonus up to a certain extent, the employees would choose to avail of financial benefits and would not absent themselves under the pretext of being sick. This will improve satisfaction level of employees and would not hamper productivity. TRAINING AND DEVELOPMENT Train to adapt to new working atmosphere. MENTORING PROGRAMMERS: - Mentors need display model behavior so that subordinates emulate them. Mentors should ensure to develop sense of responsibility amongst the subordinates who should be able to take higher jobs and work for the organization. They are expected to develop positive attitude towards subordinates. This can be achieved by full dedication on the part of both mentor and the trainee. DISCIPLINE: - In organization be it production intensive or service sector, managers should insist that all his subordinates strictly follow the timing of work, dress code, display courteous behaviour when interacting with others and accomplish their assigned task on time. Defaulters should be dwelt with strictly. Any lethargy in programme implementation will not bring behaviour modification. SELF-MANAGEMENT: - Regulating various activities and achievement of personal as well as organizational goals would be easier in an environment of self managed organizations. Motivation Cases Lecture 11 1 Early Theories of Motivation Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs Physiological includes hunger, thirst, shelter, sex and other bodily needs Safety includes security and protection from physical and emotional harm Social includes affection, belongingness acceptance, and friendship Esteem includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention Self-actualization the drive to become what one is capable of becoming; includes growth, achieving one’s potential, and self- fulfillment Theory X and Theory Y (Douglas McGregor)  Two-Factor Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are related to job dissatisfaction. Hygiene factors = when these are adequate, workers “feel OK” (i.e. they are NOT dissatisfied). Examples include quality of supervision, company policies and administration. Motivators = examines factors contributing to job satisfaction. Thus, there are factors which lead to job satisfaction and things that don’t (i.e. notice there is a difference between “non-satisfying” and “dissatisfying Contemporary Theories Alderfer's “ERG” Theory Existence Relatedness Growth This theory does not assume a rigid hierarchy like Maslow's. For example, all 3 of these could be operating at the same time.  McClelland's Theory of Needs The Need for Achievement: the drive to excel, achieve in relation to a set of standards, strive to succeed. The Need for Power: The need to make others behave in a way that they would not have behaved otherwise. The Need for Affiliation: The desire for friendly and close interpersonal relationships. Q: So, what can we “do” with such information about our employees??? Answer: Match People and Jobs (an example…) Cognitive Evaluation Theory  Goal -Setting Theory The theory that specific and difficult goals lead to higher performance. Goals tell an employee what needs to be done and how much effort will need to be expended. Specific goals increase performance; that difficult goals, when accepted, result in higher performance than do easy goals; and that feedback leads to higher performance than does non-feedback. Specific hard goals produce a higher level of output than does the generalized goal of "do your best." ○The specificity of the goal itself acts as an internal stimulus. Be sure to note the importance of goal commitment, self-efficacy, task characteristics, and national culture on goal-setting theory. Reinforcement Theory A counterpoint to the goal-setting theory. In reinforcement theory, a “behavioristic” approach, which argues that reinforcement conditions behavior. Reinforcement theorists see behavior as being behaviorally caused. Reinforcement theory ignores the inner state of the individual and concentrates solely on what happens to a person when he or she takes some action. Flow and Intrinsic Motivation Theory Ken Thomas’s Model of Intrinsic Motivation Employees are intrinsically motivated when rewards an employee gets from work result from: ○Choice– the ability to freely self-select and perform task activities. ○Competence– the sense of accomplishment from skillfully performing chosen tasks or activities. ○Meaningfulness– pursuing a task that matters in the larger scheme of things. ○Progress– the feeling of significant advancement in achieving the task’s purpose.  Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities (this is the “motivation” component) Equity theory recognizes that… ○individuals are concerned not only with the absolute amount of rewards for their efforts, but also with the relationship of this amount to what others receive. Historically, equity theory focused on: Distributive justice or the perceived fairness of the amount and allocation of rewards among individuals. However, equity should also consider procedural justice or the perceived fairness of the process used to determine the distribution of rewards. Equity Theory (cont’d) Choices Choices for for dealing dealing with with inequity: inequity: 1. 1.Change Change inputs inputs (slack (slack off) off) 2. 2.Change Change outcomes outcomes (increase (increase output) output) 3. 3.Distort/change Distort/change perceptions perceptions of of self self 4. 4.Distort/change Distort/change perceptions perceptions of of others others 5. 5.Choose Choose aa different different referent referent person person 6. 6.Leave Leave the the field field (quit (quit the the job) job)  Expectancy Theory The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The theory focuses on three relationships: Effort-performance relationship or the probability perceived by the individual that exerting a given amount of effort will lead to performance. Performance-reward relationship or the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. Rewards-personal goals relationship or the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual. Expectancy Theory Performance Dimensions Summary and Implications for Managers Need Theories Maslow’s hierarchy, Two factor, ERG, & McClelland’s Goal Setting Theory Clear and difficult goals often lead to higher levels of employee productivity. Reinforcement Theory Good predictor of quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates. Equity Theory Strongest when predicting absence and turnover behaviors. Weakest when predicting differences in employee productivity. Expectancy Theory Focus on performance variables It is a “rational” model so be careful when using it This theory may be better applied to employees with greater discretion in their jobs (i.e., as opposed to semi-skilled positions) Group Dynamics Lecture and Team Building 13 3  Introduction to Group Dynamics and Team Building. Group dynamics refer to the interactions among individuals within a group. Effective team building involves fostering a positive group dynamic to achieve common goals. Understanding group dynamics can lead to improved team cohesion and productivity.  Importance of Understanding Group Dynamics. Recognizing individual strengths and weaknesses can help in assigning tasks effectively. Acknowledging communication styles within a group can enhance collaboration. Understanding group norms and roles can prevent conflicts and improve  Factors Influencing Group Dynamics. Diversity in personalities, backgrounds, and skills impacts how a group functions. Leadership styles within a group can influence the team's direction and motivation. External factors such as organizational culture and environmental changes can  Stages of Team Development. Forming: Group members get acquainted and define goals and roles. Storming: Conflict may arise as members establish positions and challenge ideas. Norming: Consensus and cooperation begin to develop, leading to unity.  Stages of Team Development (contd.). Performing: Group members work harmoniously towards achieving shared objectives. Adjourning: The team disbands after completing the task, reflecting on achievements.  Characteristics of Effective Teams. Clear communication channels foster understanding and collaboration. Trust among team members encourages open dialogue and mutual support. Shared goals and a sense of accountability drive team members to work towards success.  Strategies for Building Team Cohesion. Encourage team bonding activities to build relationships and trust. Establish clear goals and roles to ensure everyone is aligned with the team's objectives. Provide regular feedback and recognition to motivate team members and boost morale.  Enhancing Communication within Teams. Use active listening techniques to ensure all team members feel heard and understood. Encourage open and honest communication to address conflicts constructively. Utilize technology tools for seamless communication and collaboration, especially in remote teams.  Building Trust and Psychological Safety. Foster a culture of trust by being transparent and reliable in interactions. Create a safe environment where team members feel comfortable sharing ideas and taking risks. Encourage vulnerability and empathy to strengthen interpersonal connections within the team.  Resolving Conflict in Teams. Address conflicts promptly and constructively to prevent escalation. Use conflict resolution strategies such as active listening and mediation to find common ground. Encourage a culture of respect and understanding to navigate disagreements effectively.  Leveraging Diversity in Teams. Embrace diverse perspectives to foster innovation and creativity within the team. Encourage inclusivity and celebrate differences to create a more dynamic and cohesive team. Utilize each team member's unique strengths and expertise to achieve optimal outcomes.  Effective Decision-Making in Teams. Implement a structured decision-making process to ensure thorough evaluation of options. Encourage consensus- building while respecting diverse viewpoints within the team. Utilize data-driven insights and expertise from team members to make informed  Benefits of Team Building Activities. Improve communication and collaboration among team members outside of work tasks. Foster trust and camaraderie through shared experiences and challenges. Boost morale and motivation by engaging in fun and interactive activities.  Examples of Team Building Activities. Outdoor retreats and adventure challenges to promote teamwork and problem-solving. Workshops and training sessions focused on communication and leadership skills. Volunteer activities or community service projects to instill a sense of purpose  Virtual Team Building Strategies. Utilize video conferencing tools for virtual team meetings and brainstorming sessions. Organize virtual team- building activities like online games or virtual escape rooms. Implement virtual collaboration platforms for seamless communication and  Evaluating Team Performance. Set clear metrics and objectives to measure the team's progress and success. Conduct regular performance reviews to identify strengths and areas for improvement. Encourage self-assessment and peer feedback to promote continuous growth and development.  Celebrating Team Achievements. Acknowledge and reward individual and team accomplishments to boost morale. Host team appreciation events or ceremonies to recognize hard work and dedication. Foster a culture of celebration and appreciation to motivate team members and reinforce  Continuous Learning and Development. Provide opportunities for training and skill development to enhance team members' capabilities. Encourage knowledge sharing and mentorship to foster a culture of continuous learning. Invest in professional development resources and workshops to support  Implementing Feedback Mechanisms. Establish regular feedback sessions to gather insights on team dynamics and performance. Encourage open and honest feedback to address areas of improvement and promote growth. Utilize feedback to make informed decisions and drive continuous improvement  Conclusion and Key Takeaways. Group dynamics and team building are essential for creating cohesive and high- performing teams. Understanding the stages of team development and leveraging diverse perspectives can lead to success. By fostering communication, trust, and collaboration,  References Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399. Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120. Communication Introduction to Communication Communication is a fundamental process in organizations and personal interactions. It involves the exchange of information between individuals or groups. Effective communication is essential for collaboration and achieving goals. Elements of the Communication Process The communication process includes a sender, message, medium, receiver, and feedback. Each element plays a critical role in ensuring that messages are accurately conveyed. Understanding these elements can help improve overall communication effectiveness. Types of Communication There are two main types of communication: verbal and non-verbal. Verbal communication encompasses spoken or written words, while non- verbal includes body language and tone. Recognizing the importance of both types can enhance understanding between parties. Barriers to Effective Communication Barriers such as language differences, cultural misunderstandings, and emotional filters can impede communication. Identifying and addressing these barriers is key to fostering open dialogue. Strategies to overcome barriers include active listening and clarity in messaging. The Role of Feedback Feedback is a crucial component of the communication cycle, allowing for clarification and adjustment. It helps the sender understand how the message was received and perceived. Constructive feedback can lead to improved communication practices and relationships. Communication in Teams Team communication is vital for collaboration and achieving shared objectives. Effective team communication fosters trust and encourages diverse perspectives. Regular updates and open channels can help maintain alignment among team members. The Impact of Technology on Communication Technology has transformed communication, enabling instant connectivity across the globe. Tools like email, video conferencing, and social media have increased accessibility. However, reliance on technology can also lead to misunderstandings and reduced personal interaction. Communication Styles Individuals have different communication styles that influence their interactions. Understanding one's own style and that of others can enhance interpersonal relationships. Adapting communication styles to suit different contexts can lead to more effective exchanges. The Importance of Cultural Awareness Cultural differences can significantly impact communication practices and interpretations. Being culturally aware helps avoid miscommunication and fosters inclusivity. Organizations should promote cultural competence to enhance global communication efforts. Conclusion and Best Practices Effective communication is a skill that can be developed with practice and mindfulness. Best practices include active listening, clarity, empathy, and adaptability. By prioritizing effective communication, individuals and organizations can achieve greater success. Leadership Lecture 16 8 Who Are Leaders and What is Leadership? Leader: someone who can influence others and who has managerial authority Leadership: a process of influencing a group to achieve goals Leadership Traits Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful who can influence others and who has managerial authority. It proved impossible to identify a set of traits that would always differentiate a leader (the person) from a nonleader of influencing a group to achieve goals.  17-172 Exhibit 17-1: Eight Traits Associated with Leadership Trait Description Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their activities, and they show initiative. Desire to Leaders have a strong desire to influence and lead others. They demonstrate the lead willingness to take responsibility. Honesty and Leaders build trusting relationships with followers by being truthful or nondeceitful and by integrity showing high consistency between word and deed. Self- Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show confidence self-confidence in order to convince followers of the rightness of their goals and decisions. Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. Job-relevant Effective leaders have a high degree of knowledge about the company, industry, and knowledge technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. Extraversion Leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn. Proneness to Guilt proneness is positively related to leadership effectiveness because it produces a guilt strong sense of responsibility for others. Copyright © 2018 Pearson Education, Inc. Leadership Behaviors Behavioral theories: leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders University of Iowa Studies Autocratic style: a leader who dictates work methods, makes unilateral decisions, and limits employee participation Democratic style: a leader who involves employees in decision-making, delegates authority, and uses feedback as an opportunity for coaching employees Laissez-faire style: a leader who lets the group make decisions and complete the work in whatever way it sees fit Ohio State Studies Initiating structure: the extent to which a leader defines his or her role and the roles of group members in attaining goals Consideration: the extent to which a leader has work relationships characterized by mutual trust and respect for group members’ ideas and feelings High–high leader: a leader high in both initiating structure and consideration behaviors University of Michigan Studies Two dimensions of leadership: ○Employee oriented ○Production oriented The Managerial Grid Managerial grid: a two-dimensional grid for appraising leadership styles  17-178 Behavioral Theories of Leadership Study Behavioral Dimension Conclusion University of Democratic style: involving subordinates, delegating Democratic style of leadership Iowa authority, and encouraging participation was most effective, although later Autocratic style: dictating work methods, centralizing studies showed mixed results. decision making, and limiting participation Laissez-faire style: giving group freedom to make decisions and complete work Ohio State Consideration: being considerate of followers’ ideas High–high leader (high in and feelings consideration and high in initiating Initiating structure: structuring work and work structure) achieved high relationships to meet job goals subordinate performance and satisfaction, but not in all situations. University of Employee oriented: emphasized interpersonal Employee-oriented leaders were Michigan relationships and taking care of employees’ needs associated with high group Production oriented: emphasized technical or task productivity and higher job aspects of job satisfaction. Managerial Concern for people: measured leader’s concern for Leaders performed best with a Grid subordinates on a scale of 1 to 9 (low to high) 9,9 style (high concern for Concern for production: measured leader’s concern production and high concern for for getting job done on a scale of 1 to 9 (low to high) people). Copyright © 2018 Pearson Education, Inc. The Fiedler Model Fiedler contingency model: a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence Least-preferred coworker (LPC) questionnaire: a questionnaire that measures whether a leader is task or relationship oriented Fiedler’s Situational Contingencies Leader–member relations: describes the degree of confidence, trust, and respect employees have for their leader Task structure: describes the degree to which job assignments are formalized and structured Position power: describes the degree of influence a leader has over activities such as hiring, ring, discipline, promotions, and salary increases  17-181 The Fiedler Model Exhibit 17-3 illustrates the Fiedler Model. Copyright © 2018 Pearson Education, Inc. Hersey and Blanchard’s Situational Leadership Style Situational leadership theory (SLT): a leadership contingency theory that focuses on followers’ readiness Readiness: describes the degree to which job assignments are formalized and structured SLT Leadership Styles Telling (high task–low relationship) Selling (high task–high relationship) Participating (low task–high relationship) Delegating (low task–low relationship) Four Stages of Follower Readiness R1: both unable and unwilling R2: unable but willing R3: able but unwilling R4: both able and willing Path-Goal Model Path-goal theory: a leadership theory that says the leader’s job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization Four Leadership Behaviors Directive leader Supportive leader Participative leader Achievement-oriented leader  17-187 Path-Goal Model Exhibit 17-4 illustrates that path-goal theory proposes two situational or contingency variables that moderate the leadership behavior–outcome relationship. Copyright © 2018 Pearson Education, Inc. Leader-Member Exchange (LMX) Theory Leader-member exchange theory (LMX): the leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction Transformational/Transactional Leadership Transactional leaders: leaders who lead primarily by using social exchanges (or transactions) Transformational leaders: leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes Charismatic-Visionary Leadership Charismatic leader: an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways Visionary leadership: the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation Authentic Leadership Authentic leadership: leaders who know who they are, know what they believe in, and act on those values and beliefs openly and candidly Ethical Leadership An ethical leader puts public safety ahead of profits, holds culpable employees accountable, and creates a culture in which employees feel that they could and should do a better job. Team Leadership Many leaders are not equipped to handle the change to employee teams. Two priorities: ○Managing team’s external boundary ○Facilitating team process  17-194 Team Leadership Roles Exhibit 17-4 illustrates the four specific leadership roles. Copyright © 2018 Pearson Education, Inc. Managing Power (1 of 2) Legitimate power: the power a leader has as a result of his or her position in the organization Coercive power: the power a leader has to punish or control Reward power: the power a leader has to give positive rewards Managing Power (2 of 2) Expert power: power that’s based on expertise, special skills, or knowledge Referent power: power that arises because of a person’s desirable resources or personal traits Developing Trust Credibility: the degree to which followers perceive someone as honest, competent, and able to inspire Trust: the belief in the integrity, character, and ability of a leader Five Dimensions of Trust Integrity Competence Consistency Loyalty Openness  17-199 Building Trust Exhibit 17-6 offers some suggestions for how leaders can build trust. Copyright © 2018 Pearson Education, Inc. Empowering Employees Empowerment involves increasing the decision-making discretion of workers. Millions of individual employees and employee teams are making the key operating decisions that directly affect their work. Leading Across Cultures Effective leaders do not use a single style. They adjust their style to the situation. National culture is certainly an important situational variable in determining which leadership style will be most effective.  17-202 Cross-Cultural Leadership Examples Korean leaders are expected to be paternalistic toward employees. Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak. Chinese leaders are expected to stay positive when facing attacks. European leaders are expected to be more action oriented. Japanese leaders are expected to be humble and speak frequently. Latin American leaders should not feel rejected when others behave formally. Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals. Effective leaders in Malaysia are expected to show compassion while using more of an autocratic than a participative style. Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation. Effective leaders in Sub-Saharan Africa build deep relationships and close teamwork. Copyright © 2018 Pearson Education, Inc. Becoming an Effective Leader Leader training Substitutes for leadership Lecture 20 4 Understanding and Managing Organizational Culture  Organizational Culture Organizational culture refers to the shared values, beliefs, and behaviors that shape how employees interact and work within a company. How Employees Learn Culture?...  Stories  Rituals  Material Symbol  Language Measuring Organizational Culture Develop key performance indicators (KPIs) to assess the effectiveness of cultural initiatives. Use employee surveys, turnover rates, and performance metrics to gauge the health of the organizational culture. Regularly review and analyze cultural data to make informed decisions and adjustments. Creating a Culture of Continuous Improvement Foster a culture of learning and development where employees are encouraged to grow and evolve. Embrace feedback as a tool for continuous improvement and innovation. Encourage experimentation and risk- taking to drive creativity and adaptability within the organization. Overcoming Cultural Challenges Address resistance to change by communicating the benefits of cultural transformation and involving employees in the process. Identify and address cultural inconsistencies that may arise due to mergers, acquisitions, or rapid growth. Seek external expertise or consultants to provide guidance and support in managing cultural challenges. Power, Politics, And Conflict Resolution: Theories and Models  Introduction Power, politics, and conflict resolution are integral components of organizational dynamics. Understanding the theories and models in this realm is crucial for effective management. This presentation will explore key concepts and frameworks related to power, politics, and conflict resolution.  Power Theories French and Raven's Five Bases of Power model identifies legitimate, reward, coercive, expert, and referent power. Power-dependence theory suggests that individuals with control over valuable resources hold power. Social exchange theory posits that power dynamics are influenced by the exchange of resources and benefits.  Political Behavior Mintzberg's political games model highlights strategies individuals use to gain power and influence. Organizational politics involve informal power struggles and influence tactics within a workplace. Political skill is the ability to effectively navigate organizational politics and build alliances. Insurgency game Revolution from the bottom. Much beloved of Trades Unions and those who feel the weight of authority. Often has a transactional child -> parent basis. Counter-insurgency game Play by the authorities as they fight back against insurgents. Very much a parent -> child basis. Between them they play many other games within this field, such as 'Catch me if you can', Blame games and the 'Poor me' game. Sponsorship game Building power through attaching oneself to those who can help you in the future. The general deal is that the lower-down people get to be able to call on the higher-up people, who in turn have a loyal servant who keeps their ears to the ground and so on. Alliance-building game Building power through peer networks. Note how this is played horizontally through the organization vs. the vertical game of Sponsorship. Empire-building game Played particularly by managers on their way up the organization, building their power base. Internal competition then is between complete fiefdoms rather than individuals. This is very useful if you are playing a war game. Budgeting game Budgeting often has a clear rules and this game is about getting the most money you can, typically by asking for too much with the knowledge that you will get only a part of what you asked for. More than any other game, this is zero-sum, because when I get the money, you don't. Expertise game This is played by people with expert power, where they manage their knowledge and skills more for their own gain than for that of the company. For example, they will only give out information or help those who can help them back in the future. Thus is can be played together with other games. Lording game This is played with the power of one's position, for example where a senior manager assembles his staff and makes pronouncements, sending them off to do his or her bidding (which may, of course, not be in the interests of the company). Line vs. staff game This is the game between line managers who are faced with the day-to-day working of the organization and the staff advisors who seek for example to spread best practices and common working procedures. The staff often have no direct authority, which allows the line managers to refuse or resist. Rival camps game When Empire-building turns into an us-vs-them game, typically when there are two main camps, then it can turn into all-out war. This often happens between departments, such as manufacturing and research, marketing and sales, etc. where there are different expertise, goals and interests and it is easy to point the finger over the fence. Strategic candidates game This happens when there are possible plans in the offing and groups of people cluster around these ideas. In a way, it is the ideas that are fighting one another. Whistle-blowing game This is where an insider leaks information (perhaps to the press) or when somebody names the 'dead elephant' in the middle of the table. When the emperor is told that he has no clothes, it is normal that he fights back, so this is a dangerous game to play and can be done due to morals, naivety or with specific political intent, such as to discredit a rival. Young Turks game This is often played as the 'thrusting young men' game where testosterone rules and aggression is the major tool. It also appears in leadership challenges and attempts to change strategic direction.  Conflict Resolution Models The Thomas-Kilmann Conflict Mode Instrument outlines five conflict resolution styles: competing, collaborating, compromising, avoiding, and accommodating. The Dual Concern Model proposes that conflict resolution effectiveness depends on concern for self and concern for others. Integrative negotiation focuses on creating value and finding mutually beneficial solutions in conflict resolution.  Power Dynamics in Conflict Power imbalances can escalate conflicts and hinder effective resolution. Understanding power dynamics can help mediators facilitate constructive dialogue and reach mutually acceptable outcomes. Addressing power differentials is essential for sustainable conflict resolution.  Influence Tactics Influence tactics such as persuasion, coalition building, and networking play a significant role in power dynamics. Social influence theory emphasizes the impact of social norms and relationships on influencing behavior. Effective leaders leverage a variety of influence tactics to achieve organizational goals.  Conflict Resolution Strategies Collaborative conflict resolution strategies promote open communication and joint problem-solving. Mediation involves a neutral third party facilitating negotiations and guiding conflict resolution. Conflict resolution training can equip individuals with skills to effectively manage and resolve conflicts.  Organizational Power Structures Formal power structures outline authority relationships within organizations. Informal power structures, such as networks and alliances, can significantly influence decision- making. Understanding both formal and informal power structures is essential for navigating organizational dynamics.  Conflict Resolution in Teams Team conflict resolution models emphasize collaboration, communication, and trust-building. Conflict management training can enhance team members' ability to navigate conflicts constructively. Effective team leaders play a crucial role in mediating conflicts and fostering a positive team dynamic.  Gender and Power Dynamics Gender can influence power dynamics and conflict resolution strategies in organizations. Gender stereotypes and biases may impact perceptions of power and leadership effectiveness. Promoting gender diversity and inclusion can help mitigate gender- related power disparities.  Power and Ethics Ethical considerations are crucial in power dynamics, politics, and conflict resolution. Leaders must uphold ethical standards when using power and influence tactics. Ethical leadership involves making decisions that consider the well-being of all stakeholders.  Resolving Power Struggles Addressing underlying power struggles requires open communication and conflict resolution strategies. Building trust and fostering a culture of collaboration can help mitigate power struggles. Conflict coaching and training can empower individuals to navigate power dynamics effectively.  References French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). University of Michigan Press. Mintzberg, H. (1983). Power in and around organizations. Prentice-Hall. Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom. Change Management Managing Planned Change Change Making things different. Goals Goalsof ofPlanned Planned Planned Change Change: Change: Activities that are Improving Improvingthe theability abilityof of intentional and goal the theorganization organizationto toadapt adapt oriented. to tochanges changesininits its environment. environment. Change Agents Changing Changingthethebehavior behaviorof of Persons who act as individuals individualsand andgroups groupsinin catalysts and assume the theorganization. organization. the responsibility for managing change activities. Resistance to Change Forms of Resistance to Change ○Overt and immediate Voicing complaints, engaging in job actions ○Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism Sources of Individual Resistance to Change Sources of Organizational Resistance to Change Overcoming Resistance to Change Tactics Tactics for for dealing dealing with with resistance resistance to to change: change: Education Education andand communication communication Participation Participation Facilitation Facilitation and and support support Negotiation Negotiation Manipulation Manipulation and and cooptation cooptation Coercion Coercion The Politics of Change Impetus for change is likely to come from outside change agents. Internal change agents are most threatened by their loss of status in the organization. Long-time power holders tend to implement only incremental change. The outcomes of power struggles in the organization will determine the speed and quality of change. Lewin’s Three-Step Change Model Unfreezing Refreezing Change efforts to Stabilizing a change overcome the pressures of intervention by balancing both individual resistance driving and restraining and group conformity. forces. Driving Forces Restraining Forces Forces that direct Forces that hinder behavior away from the movement from the status quo. existing equilibrium. Lewin’s Three-Step Change Model Unfreezing the Status Quo Kotter’s Eight-Step Plan for Implementing Change 1. Establish a sense of urgency by creating a compelling reason for why change is needed. 2. Form a coalition with enough power to lead the change. 3. Create a new vision to direct the change and strategies for achieving the vision. 4. Communicate the vision throughout the organization. 5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. 6. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. 7. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. 8. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).  Prosci's ADKAR Model The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) is a popular framework for managing change. It focuses on individual change and the stages individuals go through when faced with change. The model helps organizations address the human side of change and drive successful outcomes.  Change Management Strategies Establish a sense of urgency to motivate employees to support the change. Communicate openly and transparently about the reasons for the change and its expected impact. Involve employees in the change process to increase buy-in and ownership.  Overcoming Resistance to Change Address concerns and fears openly and provide support and resources to help employees adapt. Communicate the benefits of the change and how it aligns with the organization's goals. Encourage a culture of continuous learning and improvement to foster adaptability. References Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning. Kotter, J. P. (2012). Leading change. Harvard Business Press. Prosci. (n.d.). Prosci's ADKAR Model. Retrieved from https://www.prosci.com/adkar/adkar-model Recommended Text Book Thank you For any queries, please contact Prof Sunil Kumar, FMS Shoolini University Email : [email protected] Mobile : +91-7807871640 25 0