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8/3/2019 Management Process in ion & ion Behaviour
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Prof. DEBASISH DUTTA
Management Process inOrganisation &
Organisation Behaviour
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Organisation
Organisation can be defined asa collective social unitdeliberately created by a group
of people to accomplishspecific goals and purposeswithin loosely delineated
boundary on a continuingbasis with enabling factors forsustaining growth
It is a social unit havingproperties similar to a
society.Roles, status, andresponsibility are defined.Existence ofinterdependence amongst
people exist.Collective efforts ofmembers.
Must have clearset of goals.Goal also must
incorporate needsof the individualmembers andrelevantenvironment.
Boundary helps theorganisation to distinguish
itself from other organisationin the same environment.Traditionally it is consideredthat input to the organisationare received from theenvironment and the output
goes to the environment.
Organisation must have continuity
over a longer period in order toachieve its objectives.Like organisms, organisation alsoundergo phases of birth to decay.Organisations need to processtheir life span through
revitalisation, innovation anddiversification
In order to sustaincontinuous growthorganisation strive
towards providingvalue added product& services.Commitment tostakeholders.
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Types of Organisation
There are basically two typesof organisation
Formal Organisation
Informal Organisation
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Formal Organisation It is prescribed structure of roles and relationship
consciously coordinated towards a commonobjective.
Its value goals and tasks are predominantly orientedtowards productivity, efficiency, growth and so on.
It is well defined in shape. Majority of formalorganizations are pyramid shaped. Ranks ofindividuals are made clear by the use of titles.Communication is simple. One can easily chart allrelationships.
There is a prescribed, mostly written system of
rewards or punishment. This organization is usually very enduring and may
grow to any size.
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Informal Organisation
It is a natural and spontaneous structure arising out ofthe social tendency of people to associate and interact.
Its values, goals and tasks predominantly center onindividual and group satisfaction, esteem, affiliationetc.
It is shapeless. There are number of multidirectional,intricate relationships which cannot be easily charted.
There is an unwritten system of reward andpunishment.
This organization is not very enduring, being
dependent on the sentiments of members, which oftenchange. It also tends to remain small.
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Organisation
Formal
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Characteristics of Formal Organisation
Deliberately planned and created Concerned with the co-ordination of activities Hierarchically structured with stated objectives Based on certain principles such as the specification of
tasks Organization structure is laid down by the top
management to achieve organizational goals. Organization structure is based on division of labor and
specialization to achieve efficiency in the operations. The authority and responsibility relationships created by
the organization structure are to be honored by everyone. Developed through delegation of authority
Organization structure concentrates on the jobs to beperformed and not the individuals who are to performjobs.
The organization does not take into consideration thesentiments of organizational members.
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Characteristics of Informal Organisation
The informal organisation is flexible andloosely structured
Relationships may be left undefined
Membership is spontaneous and with varying
degrees of involvement Involves two or more people
Informal relationships,groupings & interactions
Repeated contacts but without any consciousjoint purpose
Involves the human need to socialize Includes both friendly and hostile relationships
and interactions
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ORGANISATION WITH NARROW SPAN
ADVANTAGES
Close supervision
Close controlFast communication
between subordinate
and superiors
DISADVANTAGES
Superiors tend to get too involved in
subordinates workMany levels of management
High cost due to many levels
Excessive distance between lowest level
and top level
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ORGANISATION WITH WIDE SPAN
ADVANTAGES
Superiors are forced to
delegate
Clear policies must be made
Subordinates must be
carefully selected
DISADVANTAGES
Tendency of overloaded Superiors to
become decision bottlenecks
Danger of superiors loss of control
Requires exceptional quality of
managers
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Organisational Structure
An organisational structure is a mostlyhierarchical concept of subordination ofentities that collaborate and contribute toserve one common aim.
Organisations are a variant of clusteredentities.
The structure of an organisation is usuallyset up in many a styles, dependent on theirobjectives and ambience.
The structure of an organisation willdetermine the modes in which it shalloperate and will perform.
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Departmentation
The word departmentationdesignates a distinct area, divisionor branch of an organisation overwhich a manager has authority for
the performance for specifiedperiod.
The pattern of departmentation willdepend on given situations, and on
what the managers believe willyield the best result for them in thesituation they face.
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DEPARTMENTATION BY
SIMPLE NUMBERS The simple numbers method of
departmentation is by tolling of personswho are to perform the same duties andputting them under the supervision of a
manager. The method was important in theorganisation of army, tribal etc. However itis rapidly falling into disuse in the modernsociety because of advance technology hasdemanded specialised and different skills
and not on numbers. It is useful only atlower level of the organisation.
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DEPARTMENTATION BY TIME
One of the oldest method ofdepartmentation where it is usedcommonly for the lower levels of the
organisation, this is group activitieson the basis of time.
This refers to use of shifts which isvery common in manufacturing and
service industry.
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DEPARTMENTATION BY TIME
Advantages-Services available round the clock
Good for process require a continuing cycle
Extensive use of machinery
Students can get a job
Disadvantages-Lack of supervision during night shift
Fatigue factor prevails
Difficulty in coordination and controlPayment of overtime may increase cost
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DEPARTMENTATION BY
ENTERPRISE FUNCTION It is grouping of activities into
departments such asengineering, manufacturing,marketing, finance, etc.
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DEPARTMENTATION BY
ENTERPRISE FUNCTIONAdvantages-Is logical reflections of functions
Maintains power and prestige of major functions
Follows principles of occupational specialisation
Simplifies training
Furnishes means of tight control at top
Disadvantages-Tend to deemphasise overall company objectives
Overspecialises narrows viewpoints of key personnel
Reduces coordination between functions
Responsibility for profits at top only
Slow adaptation to changes in environment
Limits development of general mangers
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President
MARKETING PORDUCTION FINANCE
Asst. to
PresidentSecretary
rket Research Markt plg
Sales Admin.Advt.promo
Prodn. plg Ind. Engg.
ToolingProdn. Engg.
HR
Fin. Plg. Budgets
Gen. Acctg. Cost. Acctg.
Personnel
HRIS
Recruitment
Perfor. App.
A FUNCTIONAL ORGANISATION (MANUFACTURING COMPANY)
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DEPARTMENTATION BY
TERRITORY OR GEOGRAPHY This type of departmentation is
attractive to large scale firmswhose activities are physicallyor geographically dispersed.
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DEPARTMENTATION BY
TERRITORY OR GEOGRAPHYAdvantages- Places responsibility at lower level Place emphasis on local market and
problems Improve coordination in a region Takes advantage of economies of local
operations Better face to face communication
with local interests Furnishes measurable training groundfor general managers
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DEPARTMENTATION BY
TERRITORY OR GEOGRAPHYDisadvantages-
Requires more persons with generalmanager abilities
Tends to make maintenance ofeconomical central services and mayrequire service such as HR or
purchase at the regional level
Increase problem of top managementcontrol
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PRESIDENT
HRMMarketing Purchase Finance
Region 1 Region 2 Region 3 Region 4 Region 5
Engineering Production HRM Marketing Finance
A TERRITORIAL OR GEOGRAPHIC ORGANISATION
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CUSTOMER
DEPARTMENTATION Grouping activities so that they
reflect a primary interest incustomers. This is arrangement
activities on the basis to caterto requirements of clearlydefined customer groups.
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CUSTOMERDEPARTMENTATION
Advantages-
Encourages concentration oncustomer needs
Gives customer feeling thatthey have an understandingsupplier
Develops expertness incustomer area
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CUSTOMERDEPARTMENTATION
Disadvantages-
May be difficult to coordinateoperation between competingcustomer demands
Requires managers and staffexperts in customers problems
Customer group may not bealways clearly defined
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PRESIDENT
Community
Banking
Institutional
Banking
Agriculture
Banking
Corporate
Banking
CUSTOMER DEPARTMENTATION BANKING SECTOR
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PROCESS OR EQUIPMENTDEPARTMENTATION
Manufacturing firmssometimes group activitiesaround a process or a type of
equipment.
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PROCESS OR EQUIPMENTDEPARTMENTATION
Advantages- Achieves economic advantage
Uses specialised technology
Utilises special skills Simplifies training
Disadvantages- Coordination of departments is difficult
Responsibility for profit is at top Unsuitable for developing generalmanagers
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PRESIDENT
Marketing Finance HRMProduction
Welding Punch Process Electroplating
PROCESS OR EQUIPMENT DIVISION
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DEPARTMENTATION BYPRODUCT
Large scale enterprises groupactivities on the basis of products orproduct lines.
Companies adopting this form ofdepartmentation were typicallyorganised by enterprise function.
With the growth that led tocomplexity in managerial job andincrease in number of subordinatesrecognition of Product Division
became necessary.
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DEPARTMENTATION BYPRODUCT
Advantages- Places attention and effort on product line
Facilitates use of specialised capital,facilities, skills, and knowledge
Permits growth and diversity of theproducts and services
Improves coordination of functionalactivities
Place responsibility for profits at
divisional level Furnishes measurable training ground for
general managers
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DEPARTMENTATION BYPRODUCT
Disadvantages-
Requires more persons withgeneral manager abilities
Tends to make maintenance ofeconomical central servicesdifficult
Presents increased problem oftop management control
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PRESIDENT
HRMMarketing Purchase Finance
Detergents Cosmetics Food Products Pharmacy FMCG
Engineering Production HRM Marketing Accounting
PRODUCT ORGANISATION
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Organisational Behaviour
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Definition
Organisational Behaviour is afield of study that investigatesthe impact that individuals,
groups, and structure have onbehaviour within organisationfor the purpose of applyingsuch knowledge toward
improving an organisationseffectiveness.
Means a distinctarea of expertisewith a common
body of knowledge
It studies threedeterminants of
behaviour inorganisationIndividuals,
Groups, structure
OB applies knowledgeabout individuals,
groups and the effect ofstructure on behaviour
in order to makeorganisation work
more effectively.
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Therefore
OB is concerned with the study of what people doin an organisation and how the behaviour affectsthe performance of the organisation.
It is concerned with employment relatedsituations, and emphasises behaviour as related toconcerns such as jobs, work, absenteeism,employment turnover, productivity, performanceand management.
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OB refers to the behaviour ofindividuals and groups withinorganisations and interaction
between organisationalmembers and their externalenvironment.
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Human Behaviour inOrganisationalSetting
The organisation
The
IndividualOrganisationalInterface
Environment
EnvironmentThe Nature of OB
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FOUNDATIONS
of
ORGANISATIONALBEHAVIOUR
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Foundations of is Based UponFollowing Concepts:
Concepts concerned with people Differences between individuals
Individual is whole person
Every behaviour is caused
Human dignity
Concepts concerned with organisations Organisations are social system
Mutuality of interests amongindividuals
Holistic concept of OB
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IndividualDifferences
WholePerson
CausedBehaviour
HumanDignity
OB
SocialSystems
Mutuality ofInterests
HolisticConcept
Foundations of OBThe concept is represented by organisation needs people
and people also need organisations.People see organisation as a means to help them reachtheir goals, organisations on the other hand need people
to attain their objectives.
Mutual interest provides a superordinate goal that unitesthe variety of needs that people bring to organisation.
When all the six concepts are placed together,there emerges a holistic concept.
This concepts interprets people-organisation
relationship in terms of a whole person, wholegroup, whole organisation and the wholesystem.
When organisations hires an individual it isnot his skills alone that is hired, it also
includes his social background, likes and
dislikes, pride and prejudices, his ego etc.
Family life of an individual cannot beseparated from his work life.
Organisation while treating an individual as awhole individual must strive to develop
employees as a better person in terms of
growth and fulfillment.
Social sciences expresses thatorganisations are social system and
consequently organisations aregoverned by social and psychological
laws.
Formal and informal both types of
social system exists in an organisation.
It implies that organisation is dynamicand all parts of the organisations are
interdependent as well as are subject toinfluence by each other.
Despite having much in common among mankindevery person in the world is also individuallydifferent.
From birth itself every individual is different andthe experiences in life makes them even moredifferent.
It is the individual that which causes OB to beginits dealing with individual.
This is more a philosophical concept ratherthan scientific conclusion.
It confirms that people are to be from otherfactors as they are of higher order ofuniverse.
It recognises that people want to be treatedwith dignity and respect and not as an
economic tool.
Ethical values should prevail while dealingwith people.
An individual behaviour is causedand not random. At certain times
the individual believes that hisbehaviour is in his interest.
Organisation need to realise this
basic principle and tackle the issuesfrom its root.
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IMPORTANCE
of
ORGANISATIONALBEHAVIOUR
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Importance of OB
Study of OB is beneficial to all thosewho work in an organisation.
OB provides a roadmap to the life ofpeople in the organisations.
It enable the people to know the
world where they live in that is -the organisation.
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Since OB provides a roadmap to lives of people inorganisations, people join in an organisation withaspirations and dreams and also along with their fearand frustrations.
Different people in organisation behave in a differentway, even one may get caught in anxiety in case oneneeds to respond to the changes in the organisation.
Therefore there arises the need to map outorganisational events so that one can function in moresecure and comfortable environment.
Importance of OB Firstly
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Importance of OB Secondly
The field of OB uses scientific research and therefore it helpsin predicting and understanding organisational life.
This knowledge is not absolute, and the field of OB is not a
pure science.
Therefore all decisions that are made in the organisations aredetermined by complex combination of factors.
However, OB helps to make sense of workplace and predictto some extent what people would do under variouscircumstances
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Importance of OB Thirdly
OB helps us influence organisational events.
People work in various specialised area and theyneed to understand communication, conflict
handling, managing stresses, make better decisions,ensuring commitment, help employee workeffectively and efficiently.
Theories and concepts of OB will help them toinfluence such organisational events.
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Importance of OB Fourthly
OB helps people to understand self and others better.
This helps improve interpersonal relations
considerably.
The study of areas like perception, communication,leadership, attitude, etc. will change the style offunctioning of an individual.
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FifthlyImportance of OB
OB helps in motivating subordinates get things donethrough delegation.
Study of motivational theories make managersunderstand the basis of motivation and what oneshould to do motivate others
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Importance of OB Sixthly
OB helps in maintaining cordial industrial relations.
Declining productivity, slow working by an employeemay be because of indifferent attitude of the mangertowards the employee.
Study of OB helps in understanding the requiredattitude that a manager must have to maintain cordialindustrial relations.
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Importance of OB Seventhly
OB is also useful in the field of marketing.
Success or failure of an enterprise will depend uponawareness of the nature of individual and socialprocesses.
This will also allow to meet the challenges ofdynamics of flow of goods and services fromproducer to consumers.
OB helps in research of consumer choice behaviour,consumer influence and channels involved.
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EighthlyImportance of OB
Another important reason is that when one isinterested in pursuing a career in management onewants to learn how to predict behaviour of peopleand group and apply it in some meaningful way to
make organisation more effective.
A successful manager should have good peopleskills which include the ability to understand
employees and thereby applying this knowledgemake the employees more effective and efficient.
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Importance of OB Ninthly
In order to maintain the growth in economy andsustain the trend of this growth, there is need foreffective management in all sector of economy.
Effective management does not mean competent
utilisation of technical or financial resources . Ratherit implies efficient people management where OB isof utmost importance.
OB is a discipline which enables a manger tomotivate his subordinate towards higherproductivity and better results
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Foundations
of
Individual Behaviour
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Individual Behaviour has its base on variousfactors and they are:
Foundations of Individual behaviour
Personal Factors
Environmental factors
Psychological
Organisational Systems and Resources
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Foundations of Individual Behaviour
IndividualBehaviour
Organisational systems &resourcesPhysical facilities
Organisation structure &design
Leadership
Reward system
Work related behaviour
PsychologicalPersonality
PerceptionAttitudes
Values
Learning
Environmental FactorsEconomic
Social norms &
cultural values
Political
Personal FactorsAge
SexEducation
Abilities
Marital status
No. of dependents
Creativity
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PERCEPTION
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Perception is a process bywhich individuals organise
and interpret their sensoryimpressions in order to give
meaning to their
environment.- Stephen Robins
Perception
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Factors
Influencing
Perception
Factors in the situation
Time
Work SettingSocial Setting
Factors in the Perceiver
Attitudes
Motives
InterestsExperience
Expectations
Factors in the target
Novelty
Motion
SoundsSize
Background
Proximity
Similarity
PERCEPTION
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What do you see?
What do you see?
What do you see?
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There's a face... and the word liar
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Is the left center circle bigger?
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No, they're both the same size
I ' i l i h ?
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It's a spiral, right?
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No, these are a bunch of
independent circles
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What do you see ?
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A couple or a skull?
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Prof. DEBASISH DUTTACount the black dots!
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0 (ZERO)
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What do you see?
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Do you see the three faces?
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Process of
Perception1. Confrontation of stimulus
The Individual comes faceto face with anotherindividual/group/object/situation/problem
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Process of Perception
2. Registration
The individual
registers the stimulusand its gravity
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3. Interpretation
Process of Perception
The individual tries tounderstand the realmeaning of the situation.
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Process of Perception
4. Feedback
The individual evaluates
the strength andweakness and gives aquick feedback to the
sensory motor.
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Process of Perception
5. Reaction
The individual gives theresponse in terms of reaction
that can be positive, negativeor neutral, depending uponthe mutual interaction
between the stimulus andthe individual.
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Social Perception
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Social Perception
Social perception is also called as peopleperception.
It is directly concerned with how oneindividual perceives other individual.
In perceiving other people and makingjudgments about them, an individual paysattention to the beliefs, motives, emotions,
attitudes and values and intentions ofother people with whom he interacts.
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Social Perception
Social factors like group pressure andsocial suggestions play a significant
role in people perception and candetermine the manner in which anindividual interprets the action andbehaviour of self and others.
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PERSONALITY
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Role of Personality
Personality is the dynamicorganisation within an individual ofthose psychological systems that
determine his unique adjustments tohis environment.
- Gordon Allport
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Role of Personality
Personality is the sum totalways in which an individual
reacts to and interacts withothers.
- Stephen Robins
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Personality Determinants
Individual Personality is theresult of heredityand
environmentand the thirdfactor is recognised to besituation.
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Big Five Personality Dimensions
ExtroversionAgreeableness
ConscientiousnessEmotional stabilityOpenness to experience
TrustingGood naturedCooperative
Softhearted.
DependableResponsible
Achievement orientedPersistent
Outgoing
TalkativeSociableAssertiveRelaxed
SecureUnworried
Sensitive
IntellectualImaginative
Curious
Broadminded.
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Attitudes
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Attitudes Evaluative statements orjudgments concerning objects,people or events.
Attitude may be favourable orunfavourable concerning objectsor events. Attitudes are not the
same as values, but the two areinterrelated.
Attitudes
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Attitudes are learnedpredispositions towardsaspects of our environment.
They may be positively ornegatively directed towardscertain people, service or
institutions.
Definition
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Components of Attitude
Attitude has three components and theyare
1. Cognitive Component
2. Affective Component
3. Behavioural Component
Components of Attitude
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Cognitive component of an attitude
It is the opinion or belief segment of anattitude
Affective component of an attitude
It is the emotional or feeling segment of anattitude
Behavioural component of an attitude
An intention to behave in a certain waytoward someone or something
Components of Attitude
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Values
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Values Basic convictions that aspecific mode of conduct or endstate of existence is personally orsocially preferable to an opposite or
converse mode of conduct or endstate of existence.
Value System A hierarchy based
on ranking of an individuals valuesin terms of their intensity.
values
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TYPES OF VALUES
Value typologies can be developedin two approaches as per surveyconducted by Milton Rokeach, thesurvey is popularly known as
Rokeach Value Survey (RVS). RVSconsists of two sets of values
Terminal values
Instrumental values
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Terminal values Desirable end-states of existence; the goals thata person would like to achieveduring his or her lifetime.
Instrumental values Preferablemodes of behaviour or means ofachieving ones terminal values.
TYPES OF VALUES
Terminal and Instrumental Values in Rokeach Value Survey
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Terminal and Instrumental Values in Rokeach Value Survey
Terminal ValuesA comfortable life (a prosperous life)
An exciting life ( a stimulating, active life)
A sense of accomplishment ( lasting contribution)
A world of peace ( free of war and conflict)
A world of beauty (beauty of nature and the arts)
Equality (brotherhood, equal opportunity for all)
Family security (taking care of loved ones)
Freedom (independence, free choice)Happiness (contentedness)
Inner harmony (freedom from inner conflict)
Mature love (sexual and spiritual intimacy)
National security (protection from attack)
Pleasure (an enjoyable, leisurely life)
Salvation (saved, eternal life)Self respect (self-esteem)
Social recognition (respect, admiration)
True friendship (close companionship)
Wisdom (a mature understanding of life)
Instrumental ValuesAmbitious (hardworking, aspiring)
Broad minded (open minded)
Capable (competent)
Cheerful (lighthearted, joyful)
Clean (neat, tidy)
Courageous (standing up for your beliefs)
Forgiving (willing to pardon others)
Helpful (working for the welfare of others)Honest (sincere, truthful)
Imaginative (daring, creative)
Independent (self-reliant, self-sufficient)
Intellectual (intelligent, reflective)
Logical (consistent, rational)
Loving (affectionate, tender)Obedient (dutiful, respectful)
Polite (courteous, well-mannered)
Responsible (dependable, reliable)
Self-controlled (restrained, self-discipline)
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JOB DESIGN
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Job Design
Job design refers to theway the elements of a job
are designed
High Autonomy: A Salesperson who
Feedback is the degree to which the
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Skill variety describes the degree to which ajob requires the exercise of a number ofdifferent skills, abilities, or talents. Suchactivities must not merely be different, but theymust be distinct enough to require different skills.
High Variety: The owner-operator of a
garage who does electricalrepairs, rebuilds engines,does body work, andinteracts with customers.
Low Variety: A body shop worker whosprays paint eight hours aday.
Task identity defines the extent towhich a job requires completion of awhole and identifiable piece of work.
High Identity: A cabinet maker whodesigns a piece of
furniture, selects thewood, builds the object,and finishes it toperfection.
Low Identity :A worker in a furniturefactory who operates alathe solely to make table
legs.
Task significance refers to theimportance of the job; the degree towhich the job has an impact on the
lives of other people, the immediateorganization or the externalenvironment.
High Significance:Nursing the sick in ahospital intensive
care unit.Low Significance: Sweeping the hospital
floors.
Autonomy is the degree to which thejobholder is free to schedule the paceof his or her work and determinethe procedures to be used.
g y pschedules his or herown work for the day,
makes visits withoutsupervision, anddecides on the mosteffective sales
techniques for eachparticular potentialcustomer.
Low Autonomy : A Salesperson who is
given a specific numberof leads each day and isrequired to use a standardsales script with eachpotential customer.
Feedback is the degree to which theindividual doing a job obtains
Information about the effectivenessof the performance.
Feedback does not only refer tosupervisory feedback, but also theability to observe the results of theirwork.
High Feedback: An electronics factoryworker who assembles aradio and tests it todetermine if it operatesproperly.
Low Feedback : An electronics factoryworker who assembles aradio and then routes it toquality control inspectorwho tests it for proper
operation and makesneeded adjustments.
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Satisfaction and Frustration
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Satisfaction and Frustration
A person get frustratedbecause of unfulfilled need.
Whenever a person isfrustrated, the defencemechanism gets triggeredinto action. Frustration can
be manifested into one ormore of the behaviour:
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Aggression
A reaction to a situationwhere ones motive is
blocked, causing oneself toturn against the barrier interms of verbal or physicalinjury.
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Withdrawal
Leaving the field physicallyand psychologically.
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An unreasonable
stubbornness, repeatedbehaviour, non adjusting.
Fixation
C i
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Compromise
Adjusting with the situationleading to give and takeattitude.
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GROUP DYNAMICS
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Two or more individual, interactingand interdependent, who havecome together to achieve particularobjectives.
Group
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Group Dynamics
Group Dynamics Refers toChanges Which Take Place Within
Groups and Is Concerned With theInteraction and Forces ObtainedBetween Group Members in aSocial Setting.
STAGES OF GROUP DEVELOPMENT
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STAGES OF GROUP DEVELOPMENT
The five stage group developmentmodel
S f G D l
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Stages of Group Development
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
FORMING
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FORMING
The first stage in group development,
characterized by much uncertainty.
F i t
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Acceptance Within The Group
Dependence On The Group
Safe Patterned Behaviour
Avoiding Controversy
Forming stage
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Storming
The secondstage in groupdevelopment,characterized
by intragroupconflict.
Storming Stage
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Storming Stage
Conflict And Competition Within TheGroup
Fear Of Failure Hostilities Are Formed
Some Members Are Silent Few Members Are Dominant
NORMING
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NORMING
The third stage ingroup development,
characterized byclose relationshipsand cohesiveness.
Norming stage
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Norming stage
Bonding Among The GroupMembers
Solving Of Personal Issues
Leadership Is Shared
Sense Of Group Belonging
PERFORMING
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PERFORMING
The fourth stagein group
development,when the group isfully functional.
Performing Stage
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Performing Stage Members Adjust
According To The Needs
Group Is HighlyProductive
Group Unity Exist
Emphasis OnAchievement
ADJOURNING
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ADJOURNING
The final stage in group development fortemporary groups, characterized byconcern with wrapping up activities
rather than task performance.
Adjourning Stage
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Adjourning Stage
Termination Of Group
Disengagement OfRelationships
Recognition Of Work
Can Create Some
Apprehensions
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Conflict
Nature of Conflict
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Nature of Conflict
Conflict may be understood ascollision and disagreement.
The conflict also can be within anindividual when there is incompatibilitybetween his or own goals.
Conflicts may be cognitive (judgmentsor perspective) or affective
(emotional).
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Levels of Conflict
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Inter-group Conflict
Intra-group Conflict
Inter-individual Conflict
Intra-individual Conflict
Levels of Conflict
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COMMUNICATION
Goals of Communication
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To change behavior
To get action
To ensure understandingTo persuade
To get and giveInformation
Goals of Communication
The Communication Process Model
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Thoughts EncodingTransmission
OfMessage
Sender
Reception DecodingUnder-
standing
Receiver
Noise
Feedback
The Communication Process Model
Direction of Communication
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Downward
CEO
VP-1
MGR-1 MGR-2
VP-2
MGR-3 MGR-4
Upward
Lateral
Cross-Channel
Barriers to Effective Communication
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Sender Receiver
Feedback
Distortion
Barriers to Effective Communication
INTERESTING FACTS ABOUT LISTENING
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OUT OF THE TOTAL TIME INCOMMUNICATING YOU
SPEND-9% IN WRITING
16% IN READING
30% IN SPEAKING45% IN LISTENING
What causes distortion or the barriers tounderstanding/listening?
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Perceptions
Language
Semantics
Personal Interests
Emotions
Inflections
Environment noise
Preconceivednotions/expectations
Wordiness
Attention span
Physical hearing problem
Speed of thought
understanding/listening?
Other Barriers in Communication
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Other Barriers in Communication
Management PhilosophyAttitudes and opinionsNon receptivity /defensiveKnow-it-all attitudeBlocked mindObstinate personBias and prejudiceWrong assumptionsDifferent comprehension of
realityEmotions
Failure to discriminatePolarizationFrozen evaluation
Improper assessment of thereceiverSecrecyLack of self confidenceAbstractionsPremature evaluation tendency
Filtering
Informal Communication Network
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Transmits informationthrough nonofficialchannels Business-related
Accurate Pervasive (all levels)
Rapid
Most active during change
NormalAccept & pay attention
Characteristics of Grapevine
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Characteristics of Grapevine
Not controlled by Management.Perceived by most employees as being morebelievable and reliable than formalcommunication.
It is largely used to serve self interest of thepeople.Evidence show that 75%of what is carried in
grapevine is accurate.Rumors emerge as response to situation thatare important and when there is ambiguity.Rumors get spread because of anxiety.Rumors can not be eliminated, but can beminimized.
Suggestions to Reduce Negative
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Consequences of Rumors
Announce timetable for makingimportant decisions.Explain decisions and behaviors thatmay appear inconsistent or secretive.
Emphasize the downside, as well asupside, of current decision of the futureplansOpenly discuss worst-case-possibilities
it is almost never as anxiety as theunspoken fantasy.
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LEADERSHIP
Definition
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Leadership is defined as influence,that is, the art or process ofinfluencing people so that they willstrive Willingly and enthusiastically
towards the achievement of groupgoals. Leading involves influencingand interacting with people to attaingoals
Definition
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The ability of a person topersuade others to seekachievement of the group goalsefficiently & effectively '.
(Keith Davis)
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THE FOUR
LEADERSHIPSTYLES
THE FOUR LEADERSHIP STYLES
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The four leadership style can bestated as
DirectiveSupportiveConsulting
Delegating
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A combination of high and lowRegulating and Nurturingbehaviour will give four quadrants,each representing four differentleadership styles.
REGULATING BEHAVIOURN
U Style 3 Style 2
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U
R
TU
R
I
N
G
B
E
H
A
VI
O
U
R
Style 3
CONSULTING
LOW REGULATINGHIGH NURTURING
Style 2
SUPPORTIVE
HIGH REGULATINGHIGH NURTURING
Style 4
DELEGATING
LOW REGULATING
LOW NURTURING
Style1
DIRECTIVE
HIGH REGULATING
LOW NURTURING
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The Managerial Grid
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The Managerial Grid is
developed by Robert Blake andJane Mouton.
The grid has been usedthroughout the world as a means
of training managers and of
identifying various combination
of leadership styles.
The Grid Dimensions
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The grid has two dimensions-
1. Concern for People2. Concern for Production
Concernfor is meant to conveyhowand
to what extent managers are concernedabout production and how and to whatextent they are concerned about people,and not such things as how much
production they are concerned aboutgetting out of a group.
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Concern for production includes the
attitude of a manager towards widevariety of things, such as
1. Quality of Policy Decision2. Procedure and Processes3. Creativeness of Research4. Quality of Staff Services5. Work Efficiency6. Volume of Output
Concern for people is interpreted in a
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p p pbroad way and includes-
1. Degree of Personal Commitmenttoward Goal Achievement
2. Maintenance of the Self Esteem ofWorkers
3. Placement of Responsibility on thebasis of Trust rather than Obedience4. Provision of Good Working
Conditions5. Maintenance of Satisfying
Interpersonal Relations
1 9 9 9
The Managerial Grid
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1.9 9.9
5.5
1.1 9.1
Concern for production
ImpoverishedTask
Managers
Middle of
the Road
Teammanagers
Country club
management
The 1 1 Style
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The 1.1 Style
In this style the managers concernthemselves very little with eitherpeople or production and haveminimum involvement in their jobs.
They abandon their jobs and onlymark time or act as messengerscommunicating information fromsuperior to subordinates.This style is referred to asImpoverished Management
Th S l
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The 9.1 Style
In this style the manager display intheir actions the highest possiblededication only to production anddeveloping an efficient operation.
They have no concern for people,and they are autocratic inleadership style.This style is referred to as
Autocratic Task Managers
The 1 9 Style
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The 1.9 Style
In this style the manager display in theiractions little or no concern for theproduction but are only concerned forpeople. They promote an environment in
which everyone is relaxed, friendly, andhappy and no one is concerned aboutputting forth coordinated effort toaccomplish organisational goals.This style is referred to as Country Club
Management
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The 5.5 Style
In this style the manager display intheir actions the adequateperformance through balance ofwork requirements and maintainsatisfactory morale.This style is referred to as Middle ofthe Road Managers
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The 9.9 Style
In this style the manager display intheir actions the highest possiblededication both to people and to
production. They mesh the productionneeds of the enterprise with the needsof individuals.This style is referred to as TeamManagers
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Organisation Culture
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Organisation culture represents acomplex set of beliefs, expectations,ideas, values, attitudes, shared by the
members of an organisation that evolveover time.
Organisation culture includes:
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Routine ways of communicating, such as
organisationals rituals and ceremonies andthe language commonly used.The norms shared by the individuals andteams throughout the organisation. (e.g. noreserve parking)
The dominant value held by theorganisation (product quality)The philosophy of the management.The rules of the game for getting along inthe organisation.The feeling or climate conveyed.(e.g.physical layout, interactions etc.)
Layers of Organisation Culture
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Cultural Symbols
Shared Behaviours
Cultural Values
Shared Assumptions
Cultural Symbols are words, gestures and picture orother physical objects that carry a particular meaning
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p y j y p gwithin a culture.
Shared Behaviours are norms in the organisation whichare more visible and somewhat easier to change thanvalues.
Cultural Values represents collective beliefs,
assumptions and feelings about what things aregood, normal, rational. And valuable.
Shared Assumptions represent basic beliefs aboutreality, human nature, and the way things should
be done.
Forming a Culture
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An organisational culture forms inresponse to two major challengesthat confront every organisation.They are:
External adaptation and survival Internal Integration
Forming a Culture
External adaptation and survival
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External adaptation and survival
This involves addressing the followingissues:
Mission and Strategy: identifying primary
purpose and selecting startegies.Goals: Setting specific targets.Means: Determining how to pursue thegoals.
Measurement: Establishing criteria todetermine how well individuals, teamsaccomplish the goals.
Forming a Culture
Internal Integration
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Internal Integration
Internal integration involves addressing thefollowing issues:
Language and concepts: Identifying methods ofcommunication and developing a shared meaning
for important concepts.Group and team boundaries: Establishing
criteria for membership in groups and teams.Power and status: determining the rules of
acquiring, maintaining and loose power and
status.rewards and punishments: developing systemsfor encouraging desirable behaviour anddiscouraging undesirable behaviour.
Method of Maintaining Organisational Culture
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Methods of Maintaining Organisational Culture:What managers and team pay attention toReactions to organisational crisesManagerial role modelingCriteria for rewardsCriteria for selection and promotionOrganisational rites, ceremonies, stories
OrganisationalCulture
Recruitment ofEmployee who
fit the culture
Removal ofEmployee whoDeviate from
the culture
T f O i i C l
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Types of Organisation Culture
Bureaucratic Culture
Clan CultureEntrepreneurial CultureMarket Culture
Bureaucratic Culture
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An organisation that values formality, rules,
standard operating procedures, and hierarchicalcoordination has a bureaucratic culture.concerns of a bureaucratic culture are:
- predictability- efficiency and- stability
Mangers view their role as as being coordinatorsand enforces written rules and standards.Tasks, responsibilities, and authority are clearlydefined.Employees believe that they go by the book as
rules and process are clearly defined in themanual..
Clan CultureTradition, Loyalty, personal commitment extensivesocialization teamwork self management and
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socialization, teamwork, self management, andsocial influence are attributes of clan culture.
Its member recognise an obligation beyond thesimple exchange of labour for a salary.Theyunderstand that contribution to the organisation mayexceed any contractual agreement. Long termsecurity is given to the employee in exchange of his
loyalty.A clan culture achieves unity through socialisationprocess.They serve as a mentors and role models ofits new members.They have pride in membership and strong sense of
identification and recognise their common fate in theorganisation.A clan culture generates feelings of personalownership of a business, a product or an idea.
Entrepreneurial Culture
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p
The characteristics of Entrepreneurialculture are:- high level risk taking- dynamism- creativity
- experimentation- innovation
This culture do not react to changes inthe environment it creats change.
They are mostly small to mid-sizedcompanies.
Market CultureIts characteristics are:
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Its characteristics are:- achievement of measurable and
demanding goals- hard driving competitiveness- Profit orientation
In this culture relation between individual andorganisation is contractual.
The individual is responsible for some level ofperformance.Organisation promises some level of award inreturn.There is no promise of security
Interaction between superior and subordinates arelargely on negotiating performance and rewardagreements.It is often tied to monthly, quarterly annualperformance goal based profits.
Framework of Types of CulturesFlexible
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CLANCULTURE
ENTREPRENEURIALCULTURE
MARKETCULTURE
BUREAUCRATICCULTURE
Flexible
Stable
FormalContr
olOrientation