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UNIT-1

MANAGEMENT PROCESSES &

ORGANIZATIONAL BEHAVIOUR

Nidhi

jamwal

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jamwal

MANAGEMENT????

Perceptive of Managers:There are many definitions of management but mostperceptive managers are convinced that it is an organizedeffort of people whose purpose is to achieve the objectives andgoals of an organization

Management as a “Process”:Mc!arland defines management as “A process by which

managers create, direct, maintain and operate purposiveorganization through systematic, coordinated, cooperativehuman efforts”.

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Management as “coordination”:

"onally# “Management is a process by which individual and group effort

is coordinated towards group goals”. According to them# $ Management is a process of designing andmaintaining an environment in which, individuals, working together ingroups efficiently .

Management as a “!nction”:%tephens and &elly contend that “Management is a role which includes aset of duties, responsibilities, and relationships-involved in workorganizations

”.Management is getting things done

thro!gh other people: A simple definition of management that is often 'uoted and itsounds very simple According to this definition# managers do not do things they getother people to do things

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Management is "asicall# an art

"eca!se of the following reasons –

A manager applies his knowledge and skills to coordinate the

efforts of his peopleMgt seeks to achieve concrete practical resultsMgt is creative. It brings out new situation and converts into

outputEffective Mgt lead to realization of Organizational and other goals.

Mastery in Mgt requires a sufficiently long period of eperience in!

managing..

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Management as $cience

The essential elements of %cience in management(

Systematized body of KnowledgeUnderlying principles and theories developed through continuous

observation, inquiry, experimentation and research.

Universal truth and applicability.Organized body of nowledge can be taught and learnt in class

room and outside.!gt is a social science. "t contains all the essentials of science. "t is

an inexact science.#$%&, '#!, 'ost ()', *inance, !+O etc

Thus# the theory )%cience* and practice )art* of Mgt go side by side for the efficient functioning of an organization

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+,A-A+TE-.%T.+% /! MGMT

•Mgt is 0niversal•Mgt is dynamic•Mgt is a group of managers•Mgt is 1urposeful

•Mgt is goal oriented•Mgt is integrative !unction•Mgt is a %ocial process•Mgt is a Multi2faceted discipline•Mgt is a continuous process•Mgt is a system of authority •Mgt is a resource•Mgt is intangible•Mgt is profession# an art as well as a science

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LEVELS OF MANAGEMENT

TOP LEVEL MGT –

Board of Directors, MD, Owners, Chief Eec!ti"es•To analyze, evaluate and deal with the environmental forces•To establish overall long term goals and broad policies of the company•To appoint departmental and other key executives•To represent the company to the outside world•To coordinate the activities and efforts of different department

M#DDLE LEVEL MGT –

Sa$es Eec!ti"es, Prod!ction Eec!ti"es, Prod!ction eec!ti"es etc%

•To interpret and explain the policies framed by top management•To compile and issue detailed instruction regarding operations•To Cooperate among themselves so as to integrate various parts of the

division or a department•To motivate supervisory personnel to work for Org goals•To develop and train supervisory and operative personnel.

S&PE'V#SO'( ) OPE'AT#NG ) LO*E' LEVEL MGT –

S!+erintendents, Branch ana-ers, Genera$ Foreen•To plan day to day production within the goals lay down by higher authority•To assign jobs to workers and to make arrangement for their training and developmen•To supervise and control workers and to maintain personal contact with them.

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.M1/-TAN+E /! MANAGEMENT

ment is the dynamic life –giving element in every business.it the resources of production remain resources andcome production.anagement provides the following benets .

ent of group goals utilization of resources

nt of social obligationsic growth

"evelopmente challenge of change

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!0N+T./N% /! MANAGEMENT

Functions Sub Functions

PlanningForecasting, decision making, strategy formulation,

policy making, programming, scheduling, budgeting, problem-solving, innovation, investigation and research.

Organizing

Grouping of Functions, Departmentation, delegation,

decentralization, activity analysis, task allocation

taffing!anpo"er planning, #ob analysis, $ecruitment,election, %raining, Placement, &ompensation,Promotion, appraisal, etc.

Directingupervision, !otivation, communication, 'eadership,etc

&ontrollingFi(ation of standard, recording, measurement, reportingcorrective action.

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%oles of a manager & Mint'"erg(Interpersonal %ole - Interacting with peopleinside and outside the Organiation.• Figurehead ) as a symbolic head of an organization, the manager

performs routine duties of a legal nature•Leader ) *iring, %raining, motivating and guiding subordinates•Liaison - +nteracting "ith other managers outside the organization toobtain information

Informational %ole – Serving as a focal point fore!change of Information

•Monitor ) eeks and receive information concerning internal ande(ternal events so as to gain understanding of the Organization and its

environment.

•Disseminator ) %ransmits information to subordinates, peers andsuperiors "ithin the Organization

• Spokesperson ) peaking on behalf of the Organization andtransmitting information on Organization plans, policies and actions to

outsiders.

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)ecisional %ole – Ma"es important decision

•Entrepreneur 3 .nitiating changes or improvements in the activitiesof the /rganization•Disturbance handler2 Ta4ing charge and corrective action when/rganization faces une5pected crises•

Resource allocator 3 "istributing /rganization6s resources li4emoney# time# e'uipment and labour•Negotiator 3 -epresenting the /rganization in bargaining andnegotiations with outsiders and insiders

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M*N*+,M,NT $

*)MINI$T%*TI.N

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Basis of Distinction Administration Management

Policy and ob#ectives Determination of ob#ectives policies +mplementation of Policies

Functions 'egislative determination function(ecutive Function

Planning, Organizing, staffing Directing, &oordinating ,&ontrolling

Provides a sketch of the enterprise Provides the entire body

+nfluence +nfluenced mainly by public opinion otheroutside force

+nfluenced mainly by administrativefunction

'evels of !anagement !ainly top level function involves thinking planning

!ainly middle level function involvesdoing and acting

'evel of (ecutives O"ners /oard of Directors !D, G! !anagers

Position 0cts as a principal 0cts as an agency

1no"ledge $e2uires more admin ability than technical

ability

$e2uires more technical ability thanadmin ability

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HISTOR OFM!N!"EMENT

DE#ELO$MENT

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".!!E-ENT %+,//7 /! T,/0G,T%

+7A%%.+A7 A11-/A+,

NE/2 +7A%%.+A7 T,E/-.E%

8E,A9./-A7 A11-/A+,

M/"E-N MANAGEMENT T,E/-.E%

:0ANT.TAT.9E A11-/A+,

%;%TEM% A11-/A+,

+/NT.GEN+; A11-/A+,

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+7A%%.+A7 A11-/A+,

+lassical management thought is divided into threeseparate school of thoughts

%cientific Management

Administrative Theory

8ureaucratic Management

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%+.ENT.!.+ MANAGEMENT

/ne best way to do each job

Earliest advocates of scientific management

!rederic4

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!rederic4

%electing#training#teaching and developing wor4ers

%upervise employees to ma4e sure they follow the

prescribed methods for performing their jobs+ontinue to plan the wor4 but use wor4ers to actually

get the wor4 done

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%riticism& Worker's Criticism:)a* Speeding up of workers: Scientific Management is only a device tospeed up the

wor4ers without much regard for their health and well2being)b* Loss of individual worker's initiative: Scientific Managementreduces workersto automatic machine by ta4ing away from them the function of thin4ing)c* Problem of monotony: y separating the function of planning andthinking

from that of doing# %cientific Management reduces wor4 to mere routine)d* !eduction of "mployment: Scientific Management createsunemployment and hits the wor4ers hard)e* Weakening of #rade $nions: $nder Scientific Management% theimportant issues of wages and wor4ing conditions are decided by the management throughscientific investigation and the trade unions may have little say in the matter)f* "&ploitation of workers: Scientific Management improves

productivity throughthe agency of wor4ers and yet they are given a very small share of the benefit of such improvement

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@ "mployer's Criticism:)a* eavy (nvestment: (t re)uires too heavy an investment* #he

employer has tomeet the e5tra cost of the planning department though the foreman in thisdepartment do not wor4 in the wor4shop and directly contribute towards higherproduction)b* Loss due to re+organi,ation: #he introduction of Scientific

Management

re'uires a virtual reorganization of the whole set2up of the industrial unit

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Major managerial practices that emerged fromTaylor6s approach

1iece2rate incentive system

Time and motion study

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!-AN& and 7.77.AN G.78-ET,

!ran4 Gilbreth is considered as the father of$motion study>

7illian Gilbreth was associated with the researchpertaining to motion study

Motion study involves finding out the best se'uence

and minimum number of motions needed tocomplete a tas4

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,EN-; 7A0-EN+E GANTT

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7.M.TAT./N% /! %+.ENT.!.+ MANAGEMENT

.t revolves round problems at the operational level

The proponents were of the opinion that people were

motivated primarily by the desire for material gain

%cientific management theorists ignored the humandesire for job satisfaction

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A"M.N.%T-AT.9E T,E/-;

!ocused on principles that could be used bymanagers to coordinate the internal activities oforganizations

Most prominent administrative theorist was ,enri!ayol

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,EN-. !A;/7

1rominent European management theorist

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!/0-TEEN 1-.N+.17E% /! MANAGEMENT

"ivision of wor4

Authority and -esponsibility ) latter from former*

"iscipline

0nity of +ommand )one superior*

0nity of "irection )one head one plan*%ubordination of the individual interest to the general interest

) coordinate*

-emuneration

+entralization%calar +hain

/rder ) material and social*

E'uity

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%tability of tenure of personnel )no change*

.nitiative

Espirit de corps )union is strength*

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80-EA0+-AT.+ MANAGEMENT

Ma5

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7.M.TAT./N% /! 80-EA0+-AT.+ MANAGEMENT AN" A"M.N.%T-AT.9E T,E/-;

%ome theorists ignored important aspects of organizational behavior

They stressed productivity above other aspects ofmanagement

mostly at operative level

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8E,A9./-A7 A11-/A+,

.t emphasized on the human element

8ehavioral thin4ers

Mary 1ar4er !ollet

Elton Mayo Abraham Maslow

"ouglas McGregor

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MA-; 1A-&E- !/77ET( !ocusing on Group .nfluences

.mportance of human element in organizations

Employees were influenced by the group in which

they wor4ed

/rganizations function on the principle of $power with> rather than $power over>

Advocated the concept of integration

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A8-A,AM MA%7/

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7.M.TAT./N% T/ MA%7/

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"/0G7A% McGregor( +,A77ENG.NG T-A".T./NA7 A%%0M1T./N% A8/0T EM17/;EE%

"eveloped two assumptions about human behavior

$Theory > and $Theory ;>

T,E/-; Most people disli4e wor4 and they avoid it when they

can

Most people must be coerced and threatened with

punishment before they wor4 Most people prefer to be directed They avoid

responsibility and have little ambition

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T,E/-; ;

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E7T/N MA;/(!/+0%.NG /N ,0MAN -E7AT./N%

!ather of ,uman -elations Approach

7ed the team which conducted a study at

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I//UMIN*TI.N,0P,%IM,NT$

Too4 place between B@C and B@DTwo group of wor4ers )e5perimental or test group*

and the control group

E5periment involved manipulating the illumination

%,/* *$$,M2/ T,$T %..M ,0P,%IM,NT$

Too4 place between B@D and B

.t included the introduction of a series of ,- policymeasures for the test group to study their impact onoverall productivity

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INT,%I,3 P4*$,

@FFF people were interviewed between B@2BFTo determine employee attitude towards the company

and their jobs

*N5 3I%IN+ .2$,%*TI.N %..M

+onducted during B2 B@

.t was underta4en by researchers to test someof the ideas they had gathered during theinterviews

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+riticism of ,awthorne studies

The procedures# findings and conclusions reached were 'uestionable

-esearchers considered themselves as social

engineersThe relationship made between the satisfaction orhappiness of wor4ers and their productivity was toosimplistic

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7imitations of ,uman -elations Approach

The human relations theorists are of the opinion that by removing fear# people would perform effectively

.t does not provide enough focus on theory

.t does not understand the economic implications oforganizational problems ,uman relations theoryalso tends to be very vague

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M/"E-N T,E/-.E%

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()!NTIT!TI#E !$$RO!%H

Gained momentum after world war @Mathematical models were used to solve problems andpromote decision ma4ing

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SSTEMS !$$RO!%H

/rganization is an open system Adaptive system!ocuses on organization as a whole%ub2systems e5ist8oundariesMulti2 disciplinary approach

7.M.TAT./N%(/ften called abstract and vague No tools and techni'ues for decision ma4ing

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%ONTIN"EN% !$$RO!%H

Also called as situational approachManagement is entirely situational H condition dependent%ays# what managers do in practice depends upon set ofcircumstances

No best way of managing No universal principles but stress on situations

I1-A+T.+A77; %/0N" AN" 0%E!07

6.NT,MP.%*% 64*//,N+,$7I$$U,$

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6.NT,MP.%*% 64*//,N+,$7I$$U,$IN MP.2

GlobalizationEconomic pressureTechnology and.nnovationEmployee %atisfaction

%ocial -esponsibility /rganization Ethics+hange

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OR"!NI*!TION +EH!#IO)R

Organi,ational beha-iour is the study of both groupand individual performance and activity within anorgani,ation

.t focuses on ( emplo.ees/ 0ork groups andorgani,ation as a 0hole.nternal and e5ternal perspectives are two theories ofhow organi,ational beha-iour can be viewed bycompanies

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INTERN!L %ON%E$TThis theory revolves around the idea that# in order to

understand individuals in an organizational environment#an individual must understand the personJs thoughts#feelings and personal values

E1TERN!L %ON%E$T.t is believed that e5ternal events and environmentalfactors affected an individualJs job performance and behaviour

),6I$I.N

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6 $ .M*5IN+

!aynes " #assie $ Decision a.in- is a +rocess of se$ection fro

a set of a$ternati"e co!rses of action which is tho!-ht to f!$fi$$ the

o/0ecti"e of the decision – +ro/$e ore satisfactori$1 than

others.%

T#pes of Managerial )ecisions

•Organizational and &ersonal 'ecisions

•(outine and )trategic 'ecisions•&rogrammed and *on programmed 'ecision•&olicy and Operating 'ecision•+ndividual and roup decision

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*6T.%$ IN./,) IN ),6I$I.N M*5IN+

•Tan-i/$e Factors - things which can be measured, ixed cost, operating

cost, profits, machine, etc•#ntan-i/$e factors / +mmeasurable elements. 0.g.. 0mployee morale,

1uality of labor relations, Consumer behavior, etc. / &ersonal values "

Organ Culture, roup decision making, Creative and innovation

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P%.2/,M$ . ),6I$I.N M*5IN+

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P%.2/,M$ . ),6I$I.N M*5IN+

•+ndecisiveness•Time pressure

•2ack of +nformation•ailure to evaluate correctly•2ack of follow through

5, T. $U66,$$ IN ),6I$I.N M*5IN+

•3e problem oriented not just solution oriented•)et decision making goals• 4lways check the accuracy of the information•'on5t be afraid to develop innovative alternatives

•3e flexible•ain commitment for decision at an early stage•0valuate and follow up the decision

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MODELS OF DE%ISION M!2IN"

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R!TION!L MODEL OF DE%ISION M!2IN"

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UNIT-8



Nidhi jamwal

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PLANNING

•'eciding in advance what to do, how to do, when to do and who is to do it.•3ridges the gap between where we are to where we want to go.•Thinking before doing.•+ntellectual demanding process.

DEFINITION

According to &oontz /J"onnell 3 3$lanning is an intellectual process/ the consciousdetermination o4 courses o4 action/ the basing o4decisions on purpose/ acts and consideredestimates35

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NATURE AND PURPOSE OF PLANNING

NATURE

#. Planning is goal-oriented$. Primac# of Planning%. Pervasiveness of Planning

&. ,9cienc# ,conom# and *cc!rac#'. 6o-ordination(. /imiting actors). le;i"ilit#

*. Planning is an intellect!al process

PURPOSE

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PURPOSE

To manage by objectives@ To offset uncertainty and change To secure economy in operationC To help in co2ordinationK To ma4e control effectiveL To increase organizational effectiveness

FEATURES OF PLANNING

.t is primary function of management .t is an intellectual process

!ocuses on determining the objectives .nvolves choice and decision ma4ing .t is a continuous process .t is a pervasive function

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CLASSIFICATION OF PLANNING

On the basis o4 content&

6 Strategic $lanning3 .t is the process of deciding on 7ong2term objectives of the organization3 .t encompasses all the functional areas of business

Operational plans An operational plan is one that a manager uses to accomplish his or her job responsibilities%upervisors# team leaders# and facilitators develop operational plans tosupport tactical plans

Tactical planning3 .t involves conversion of detailed and specific plans into implementationphase3 .t is the blue print for current action and it supports the strategic plans

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6 Intermediate term planning3 Time frame between two and five years3 .t is designed to implement long term plans

6 Short term planning3 Time frame of one year or less3 .t provide basis for day to day operations

On the basis o4 time period&

6 Long term planning

3 Time frame beyond five years3 .t specifies what the organization wants to become in long run3 .t involves great deal of uncertainty

PLANNING PREMISES

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PLANNING PREMISES

1lanning premises provide a framewor4 All plans are made within thisframewor4 There are many environmental factors# which influence theplan Assumptions are made about these factors These assumptions arecalled premises

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7. INTERNAL AND EXTERNAL PREMISES

Internal $remises come from the business itself .t includes s4ills of the

wor4ers# capital investment policies# philosophy of management# salesforecasts# etcE8ternal $remises come from the e5ternal environment That is#economic# social# political# cultural and technological environment E5ternalpremises cannot be controlled by the business

95 CONTROLLABLE, SEMI-CONTROLLABLE ANDUNCONTROLLABLE PREMISES

%ontrollable $remises are those which are fully controlled by themanagement They include factors li4e materials# machines and money

Semi'controllable $remises are partly controllable They include mar4eting strategy

)ncontrollable $remises are those over which the management hasabsolutely no control They include weather conditions# consumersJ behaviour#government policy# natural calamities# wars# etc

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3. TANGIBLE AND INTANGIBLE PREMISES

Tangible $remises can be measured in 'uantitative terms Theyinclude units of production and sale# money# time# hours of wor4# etc

Intangible $remises cannot be measured in 'uantitative terms Theyinclude goodwill of the business# employeeJs morale# employeeJs attitudeand public relations

4. CONSTANT AND VARIABLE PREMISES

%onstant $remises do not change They remain the same# even ifthere is a change in the course of action They include men# money

and machines

#ariable $remises are subject to change They change accordingto the course of action They include union2management relations

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# MBO (Maa!""$ % '%")$*+"

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# MBO (Maa!""$ % '%")$*+"$M8/ is a process whereby the superior and the mangers of an organization jointly identify its common goals# define each individual6s major area of

responsibility in terms of results e5pected of him# and use these measures asguides for operating the unit and assessing the contribution of each of itsmembers>

FEATURES OF MBO M8/ is concerned with goal setting and planning for individual managersand their units@ The essence of M8/ is a process of joint goal setting between a supervisorand asubordinate

Managers wor4 with their subordinates to establish the performance goalsthat areconsistent with their higher organizational objectivesC M8/ focuses attention on appropriate goals and plansK M8/ facilitates control through the periodic development and subse'uent

evaluation of individual goals and plans

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The t.pical M+O process consists o4&

* Establishing a clear and precisely defined statement of objectives for the

employee@* "eveloping an action plan indicating how these objectives are to beachieved* -eviewing the performance of the employeesC* Appraising performance based on objective achievement

DEFINITION

According to &oontz and /J"onnell# /rganization involves the groupingof activities necessary to accomplish goals and plans# the assignment ofthese activities to appropriate departments and the provision ofauthority# delegation and co2ordination

ORGANIZING

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ORGANIZATION STRUCTURE

An organization structure is a framewor4 that allots a particular space for a

particular department or an individual and shows its relationship to theother An organization structure shows the authority and responsibilityrelationships among the components of the organization

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AUTHORIT VS RESPONSIBILIT

Authority -esponsibility

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definitions Authority is the power or rightto give orders# ma4e decisions#and enforce obedience

-esponsibility is the state orfact of having a duty to deal with something# or of having

control over someone

8asically .t is power .t is a duty

Main functions ,ere# orders and commands

play a vital role

,ere# duties and obedience

play a vital role

Time duration .t stays for a longer period ascompared to responsibility

.t gets completed with thecompletion of the tas4 so ithas a shorter period

"irection !low .t flows downwards .t flows upwards

"elegation .t can be delegated to others .t cannot be delegated

E5ample The right of a manager tocommand his subordinates

The obligation of asubordinate to complete anassigned wor4

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+elegation

,SIS O /OM01ISO2 +34356IO2 +3/32614I76IO2

Meaning +elegation means +issemination of

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g ghanding over anauthority from oneperson of high level to

the person of low level.

powers8 authority andresponsibility of oneperson to another

person or persons is"nown as+ecentraliation.

What it is9 /ause 3:ect

ccountability Superiors areaccountable for the acts

done by subordinates.

+epartment heads areaccountable for the acts

of the concerneddepartment.

0arties Superior andSubordinate

6op Management andMiddle or 4ow 4evelManagement.

1e;uirement

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$"irecting consists of process or techni'ue by which

instruction can be issued and operations can be carried outas originally planned> Therefore# "irecting is the functionof guiding# inspiring# overseeing and instructing peopletowards accomplishment of organizational goals>

)I%,6TI.N

Direction has got 4ollo0ing characteristics&

$er-asi-e Function ' "irecting is re'uired at all levels of organizationEvery manager provides guidance and inspiration to his subordinates

%ontinuous !cti-it. ' "irection is a continuous activity as itcontinuous throughout the life of organization

Human Factor ' "irecting function is related to subordinates andtherefore it is related to human factor

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%reati-e !cti-it. ' "irection function helps in converting plans intoperformance

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+ontrol system should be made as fair and as meaningful as possible andmust be clearly communicated to all employees evaluation must beconsistent with organizational goals# policies and culture

Some o4 the beha-ioural implications o4 control are as 4ollo0s(

+ontrol affects individual freedom ,ence# it is common forindividuals to resist certain controls if such controls put constraints ontheir freedom@ +ontrol carries certain status and power implications

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C E5cessive number of controls may limit fle5ibility and creativity This may lead to low levels of employee satisfaction and personal

development

K +ontrols may influence the generation of invalid and inaccurateinformation

L +ontrols can be resented by employees if they have no control over thesituation

D The control system must be synchronized to create a balance among allaffecting and inter2connected variables The standards should complementeach other and not contradict each other

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UNIT-<



Nidhi jamwal


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MEANING/rganizational behaviour is the systematic study of human behaviour# attitudesand performance within an organizational settingH drawing on theory methodsand principles from such disciplines as psychology# sociology and culturalanthropology to learn about individual perceptions# values# learning capacities

and actions while wor4ing in groups or at individual levels


Frame0ork 4or the stud. o4 Organi,ational beha-iourin-ol-es& !5 The Organi,ation:s En-ironment

!orces present in the environment outside the organization li4e needs of thesociety# demands of customers or clients# legal and political constraints# economicand technological changes and developments interact with the organization andthe management of an organization must respond appropriately to it

+5 The Indi-idual in the Organi,ation

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.ndividual performance forms the basis of organizational performanceThe 4our ke. in4luences on individual6s behaviour and motivation are(

a Indi-idual characteristicsOeg# personality# attitudes# perceptions# values b Indi-idual moti-ationOinteracts with ability to wor4 to determineindividual performancec Re0ards;punishmentOuse of behaviour modification techni'ues toenhance performance and control misbehaviour

d Stress5%5 Interpersonal In4luence and "roup +eha-iour.nterpersonal influence and group behaviour affect organizational performance inthe following way(a5 "roup +eha-iourOthe dynamics of formal groups and informal groups

b5 Intergroup +eha-iour and %on4lictOgroups can cooperate andPor compete with each other in organizationsH

c5 $o0er and $oliticsOthe dynamics and effects of power# authority and politicsin the organization

D Organi,ational $rocesses Structure and Design

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D5 Organi,ational $rocesses/ Structure and Design

A formal pattern of activities and interrelationship among the various subunits of theorganization

.t includes( a5 Organi,ational StructureOthe components of the organization and how thesecomponents fit together b5

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INDIVIDUAL DIFFERENCES

La0 o4 indi-idual di44erences2

Each person is substantially different from all others in terms of theirpersonalities# needs# demographic factors and past e5periences andPor because they are placed in different physical settings# time periods or socialsurroundings

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PERSONALIT

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Personality encompasses the relatively stable feelings# thoughts# and behavioural patterns a person has.n order to effectively manage organizational behaviour# anunderstanding of different employees6 personalities is helpful,aving this 4nowledge is also useful for placing people in jobs andorganizations

The distinction is manifested by positive and negative affectivitytraits Positive affective people e5perience positive moods morefre'uently# whereas negative affective people e5periencenegative moods with greater fre'uency Negative affective peoplefocus on the $glass half empty> and e5perience more an5iety andnervousness

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Proactive personality refers to a person6s inclination to fi5 what is perceived as

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Proactive personality refers to a person s inclination to fi5 what is perceived as wrong# change the status 'uo# and use initiative to solve problems .nstead of waiting to be told what to do# proactive people ta4e action to initiate meaningfulchange and remove the obstacles they face along the way

Self+esteem is the degree to which a person has overall positive feelings abouthis or herself 1eople with high self2esteem view themselves in a positive light# areconfident# and respect themselves /n the other hand# people with low self2esteeme5perience high levels of self2doubt and 'uestion their self2worth

Self+efficacy is a belief that one can perform a specific tas4 successfully-esearch shows that the belief that we can do something is a good predictor of whether we can actually do it

Locus of control deals with the degree to which people feel accountable for their

own behaviours .ndividuals with high internal locus of control believe that theycontrol their own destiny and what happens to them is their own doing# while those with high e&ternal locus of control feel that things happen to them because ofother people# luc4# or a powerful being

PERCEPTION-

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1erception is the uni'ue way in which each person sees# organizes and interpretsthings based on their bac4ground of individual differences

PERCEPTION PROCESS

Recei-ing %timuli 3 1ic4ing up all e5ternal and internal factorsSelecting %timuli 3 %electing the stimuli which will be most important 3 This is where the introduction of new employees is important# they need to be presentedin a way where the selected stimuli are positiveOrganising 3 Grouping and selecting which are the perceptions to 4eepInterpreting 3 !undamental Attribution Error# stereotyping# ,alo Effect and

projectionResponse 3 The perception is then turned into attitudes# motivation# feelingsand beliefs# which will change the behaviours of the individuals

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MANAGERIAL APPLICATIONS/IMPORTANCE OFPERCEPTION

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&1( Interpersonal 3or=ing %elationship : Organiations areintended to bring about integrated behavior. Managers re;uire e:orts

to perceive correctly. Misperceptions lead to strained relations andmay even result in open con=ict among people.&8( $election of ,mplo#ees :Managers are sub>ect to many of theperceptual problems when they ma"e the selection decisions. 2ewemployees have to be selected with correct perception.&

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ATIVE ATTITUDE LEADS TO DISATTISFACTION AT 0OR1 P

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TRANSACTIONAL ANALSIS 2OHARI 0INDO0

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&nown to self 0n4nown toself

&nown toothers

open blind

0n4nown toothers

hidden un4nown

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TPES OF TRANSACTIONS

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$

! !

% %

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% % % %

! ! ! !

$ $ $ $

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6B2C

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