1. MANAGERIAL BEHAVIOUR AND EFFECTIVENESS

2. UNIT – I 1. DEFINING THE MANAGERIAL JOB
1.1. Descriptive Dimensions of Managerial Jobs
1.2. Methods
1.3. Model
1.4. Time Dimensions in Managerial Jobs
1.5. Effective and Ineffective Job behavior
1.6. Functional and level differences in Managerial Job behavior.

3. INTRODUCTION
The manager is one who manages himself/herself and is capable of managing others for the accomplishment of the organizational goals.
Behaviour is conduct of a person.

4. DIMENSIONS OF MANAGERIAL JOB
Descriptive Behaviour
Gathering information, analysis & problem solving
2. Planning & organizing the projects
3. Time management
4.Budgeting & financial management

7. HENDRY FAYOL MANAGERIAL ACTIVITIES - FUNCTIONAL
Technical (Production, Manufacturing)
Commercial (Buying, selling, exchanging)
Financial (obtaining and using capital)
Security (Protecting of property and persons)
Accounting (Balance sheet, Stock taking, Statistics and costing)
Managerial (Planning, organizing, commanding, co-ordinating, control)

8. HENRY MINTZBERG ROLE DIMENSIONS

9. TIME MANAGEMENT
Act or process of exercising conscious control over the amount of time spent on specific activities to increase efficiency and productivity

10. TIME MANAGEMENT PRINCIPLES
Principle of Brevity – Short Meetings, Comfortable for prolong meetings.
Principle of Habit –routine meetings at the end of the day
Delegation of authority – identify amount of work and assigning
Time Estimates – Set a time limit
Principle of Prioritization – List and schedule as per importance. Avoid big or small things

11. TIME MANAGEMENT PRINCIPLES
Write Goals: Paying off debts, finishing project on dates.
Proper Implementation: Start meeting on time. Reward people arrive on time rather than laggards.
Proper planning and follow-up: Minutes of meeting.
Principle of Effectiveness: Let subordinates suggest solution.

12. THE TIME MANAGEMENT MATRIX
Urgent
Not Urgent I
Activities:
Crises
Pressing Problems
Deadline-driven projects II
Prevention
Relationship Building
Recreation
New opportunities
III
Interruption
Some Phone calls
Some mail
Some meetings
Popular activities IV
Trivia
Some phone calls – Time Wasters
Pleasure activities
Important
Not Important

13. SOME OF THE TIME WASTERS
Internal time wasters:
Poor communication-written and verbal
Procrastination
Inability to say ‘No’
Poor prioritizing
Inadequate planning
Failure to delegate
External time wasters
Visitors
Meetings
Papers and correspondence
Telephone
Procedures and systems
Travel
Subordinates

14. TIME DIMENSIONS Three laws of time and effort management:
The law for planning time – Doing right work at right time
2. The law for applying effort – Searching right opportunity and utilizing
3. The law for investing talent – Utilization of talent

15. EFFECTIVE JOB BEHAVIOUR

16. INEFFECTIVE JOB BEHAVIOUR

17. LEVELS OF MANAGEMENT

18. Top Level Management:
Determines the objectives, policies and plans of the organisation.
Mobilises resources.
Work of thinking, planning and deciding. Called as Brain of the organisation.
Prepare long-term plans
Final authority in the organisation.
Responsible to Shareholders, Government and the General Public.
Success or failure depends on efficiency & decision making.
They require more conceptual skills and less technical Skills.

19. Middle Level Management:
Middle level management gives recommendations to the top level management.
It executes policies and plans.
Co-ordinate the activities of all the departments.
Communicate with the top level Management and the lower level management.
Spend time in co-ordinating and communicating.
Prepare short-term plans of their departments which are generally made for 1 to 5 years.
Intermediary between top and lower management.
Require more managerial and technical skills and less conceptual skills.

20. Lower Level Management:
Lower level management directs the workers / employees.
Develop morale in the workers.
Maintains a link between workers and middle management.
Inform the management about the performance, difficulties, feelings, demands, etc., of the workers.
Spend more time in directing and controlling.
The lower level managers make daily, weekly and monthly plans.
Limited authority but important.

21. FUNCTIONAL LEVEL MANAGERS
Financial Manager: Responsible for accounting, cash management and investment.
Marketing Manager: To develop new product, promote sales and distribution of product or service.
Production Manager: In charge of production and maintenance of machinery and equipments.
HR Manager: HRP, recruiting, selecting employees, T&D, designing compensation and benefit system.
Operations Manager: Transform input to output. Deals with layout, production, inventory and quality control.
Research and Development Manager: Coordinates the activities of Scientist and engineers on scientific projects.

22. General Managers: Line Managers: Staff Managers:
Not associated with any particular area.
Basic familiarity with all the functions rather than specialized training.
Line Managers:
Responsible for major work activities that contribute to production or service.
Staff Managers:
Responsible for specialized services in support of line managers

23. MODELS OF JOB BEHAVIOUR
Heuristic Model: Indicates how the various managerial characteristics and resourcefulness acting as inputs is being transformed into outputs through a transformation process.
Organisation Environment
Individual Characteristics
Intelligence
Aptitude
Knowledge
Temperament
Preference
Expectation
Ability
Motivation
Opportunity
Transformation Process
Managerial job
dimension
General functions
Special functions
Organisational Results
Profit Maximization
Organizational
efficiency
High Productivity
Employee satisfaction
Customer satisfaction
Person
Process
Product

24. MODELS OF JOB BEHAVIOUR
Heroic Models of the manager
It involves planning, assigning, monitoring and coordinating the activities of the organisation.
Participative decision-making is lacking in this model.
It is manager centered and the success relies heavily on control capabilities.
Manager as Master Technician
Emphasizes more on technical knowledge for success.
More importance given for Individualistic attention and expectations.
Applicable in organizations where knowledge of manager is very wide, interpersonal relations minimal and where subordinates are not committed, co-operative and highly dependent.

25. MODELS OF JOB BEHAVIOUR
Manager as Conductor
Manager tries to resolve conflicts between managerial and subordinate thinking.
Higher Involvement of subordinates in any activities.
Getting subordinates to buy ideas may be time consuming.
Manager as a Developer
Subordinates share managerial and task responsibility.
Crisis management is possible.
New opportunities can be assessed easily
Knowledge and expertise sharing becomes possible.
Creates opportunities for personal learning.

26. IDENTIFYING MANAGERIAL TALENT
Talent identification is very important for a business in identifying the talent within their business, retaining that talent to good use.

27. METHODS / WAYS OF IDENTIFYING TALENT
Traditional Method – IQ Test
Interviews
Simulations – work related behaviour
Performance Appraisal – Individual’s record of past managerial performance

28. STRATEGIES TO RETAIN TALENT
Creating and Maintaining a Healthy Work Culture
Employee Participation
Provision of Benefits
Fair and Competitive Salaries
Fringe Benefits
Training and Development
Variety of Assignments
Communicating Openly
Flexibility
Orientation Program
Providing Best Possible Equipments

29. RECRUITMENT
Recruitment is the process of locating and encouraging potential applicants to apply for existing and anticipated job opening.

30. SOURCES OF RECRUITMENT

31. PROCESS OF RECRUITMENT

32. 2. Sources of Recruitment:
1. Recruitment Planning:
Numbers of contact: number of applicants necessary to fill all vacancies with the qualified people.
Types of contacts: qualifications and experience expected.
2. Sources of Recruitment:

33. Contacting Sources:
Objective Factor Theory: Evaluating based on characteristics of employment offers, such as, financial compensation and benefits, opportunities for advertisement, nature of work, location etc.
Subjective Factor Theory: Congruence between personality patterns of the candidate and the image of the organization, and the choice is made on highly personal and emotional basis.
Critical Contact Theory: Candidate is unable to make a meaningful differentiation of employment offers and terms of objective and subjective factors because of his limited or very short contact with the organization.
4. Application Pool: To attract as many candidates as possible.
5. Selection Process: Identify those with a greater likelihood of success in a job.

34. SELECTION
Employee Selection is the process of putting right men on right job.
It is a procedure of matching organizational requirements with the skills and qualifications of people.

35. PROCESS OF SELECTION Placement Step 7 Hiring Decisions Step 6
Reference and Background Check
Step 5
Medical Examination
Step 4
Interview
Step 3
Selection Tests
Step 2
Screening Applicants
Step 1

36. MANAGERIAL SKILL DEVELOPMENT
A systematic process of growth and development by which the managers develop their abilities to manage.

37. METHODS OF MANAGERIAL DEVELOPMENT PROGRAMME
ON-THE-JOB TRAINING
On-the-Job training (OJT)
Job instruction training (JIT)
Coaching
Job Rotation
Understudy
Apprenticeship

38. METHODS OF MANAGERIAL DEVELOPMENT PROGRAMME
OFF-THE-JOB TRAINING
Lectures
Discussion Method
Demonstration
Simulation
Case Study
Role plays
Brain storming
Field Trip

39. METHODS OF TRAINING EVALUATION
Post-training performance evaluation.
Pre- training performance evaluation.
Attitudinal change.
Test scores.
Improvement in production or methods of problem solving.

40. REWARDS Objectives of Reward Management
Support the organisation’s strategy
Recruit & retain
Motivate employees
Internal & external equity
Strengthen psychological contract
Financially sustainable
Comply with legislation
Efficiently administered

41. TYPES OF REWARD
Extrinsic rewards: concrete rewards that employee receive.
Bonuses
Salary raise
Gifts
Promotion
Other kinds of tangible rewards
Intrinsic rewards: tend to give personal satisfaction to individual
Information / feedback
Recognition
Trust
Relationship
Empowerment
Monogrammed name plaque

42. Content (Need) Theories Reinforcement Theories
MOTIVATION THEORIES
Content (Need) Theories
Process Theories
Reinforcement Theories
Hierarchy Of Needs
ERG Theory
Manifest Needs
Two-Factor Theory
X And Y Theory
Equity Theory
Expectancy Theory
Goal setting Theory
Behavior Modification
Learning Theory

43. a) MASLOW’S HIERARCHY OF NEEDS

44. b) ALDERFER'S ERG THEORY
Growth needs: Development of competence and realization of potential
Relatedness needs: Satisfactory relations with others
Existence needs: Physical well-being

45. c) MANIFEST NEEDS BY MURRAY AND MCCLELLAND
Assumptions:
There is no hierarchy of needs
Needs are learned, not instinctive
Needs are never completely satisfied
(N Ach) Achievement
(N Aff) Affiliation
(N Aut) Autonomy
(N Pow) Power (Dominance)

46. d) HERZBERG’S TWO FACTOR THEORY
Motivators (Intrinsic)
Hygiene (Extrinsic)
Challenging work
Recognition
Responsibility
Status
Job security
Salary
Fringe benefits
Work conditions

47. e) MCGREGOR’S THEORY X AND THEORY Y
X THEORY
Y THEORY
Employee does not like work.
He should be compelled, or warned with punishment to achieve goals.
A close supervision is required on part of managers.
Expect job security.
They have little or no aspiration/ ambition.
Employees generally dislike responsibilities.
Employees resist change.
Employees needs formal direction.
Employees perceive job as relaxing and normal.
No Need of supervision.
Employees can use self-direction and self-control.
Employees’ show loyalty and commitment to organization.
Employee can learn to admit and recognize the responsibility.
The employees have skills and capabilities.

48. 2. PROCESS THEORY
a) Adam’s Equity Theory: Employees compare their efforts and rewards with those of others in similar work situations.

49. b) VROOM EXPECTANCY THEORY
Motivation (M) = Expectancy (E) * Instrumentality (I) * Valence (V)
Expectancy is the person's perception that effort will result in performance.
Instrumentality is the person's perception that performance will be rewarded or punished.
Valence is the strength of the reward or punishment that will result from the performance.

50. c) GOAL SETTING THEORY Goal setting involves establishing SMART goals.
S – Specific
M – Measurable
A – Achievable
R – Realistic
T – Time Bound

51. 3. REINFORCEMENT THEORIES
Reinforcement theory of motivation was proposed by BF Skinner.
It is based on “law of effect”.
Behaviour Modification
Positive Reinforcement- Ex: Immediately praising an employee for coming early for job.
Negative Reinforcement- Ex: A child cleans his or her room, and this behavior is followed by the parent stopping “nagging”.
Extinction: Weakening a behavior. Ex: Getting no goodies when do a behavior, they stop doing it.
Punishment: Example: Having your pay docked for lateness. 

52. 3. REINFORCEMENT THEORIES
b) Learning Theory
Learning is a relatively permanent change in behavior or potential behavior that results from direct or indirect experience.
Key points:
Changes in behavior
Long-lasting effects
Affects potential and actual behavior
Caused by direct or indirect experience

53. METHODS OF PERFORMANCE APPRAISAL
Ranking method
Graphic scale rating method
Forced choice method
Essay appraisal method
Paired comparison method
Field review method
Critical incidents method
MBO method

54. BALANCE SCORECARD
Balance scorecard is a performance measurement framework that translates an organisation’s strategy in to clear objectives, measures and targets.

55. CAREER MANAGEMENT
A career is a person’s chosen profession or occupation.
A Career is all the jobs that held during ones working life.

56. CAREER STAGES
Growth [4 to 13]: start to find ways to develop competencies
Exploration [early teens to mid-twenties]: people begin to crystallize, specify and implement an occupational choice.
Establishment [mid-twenties through mid-forties]: a suitable field is selected and efforts are made to secure
Maintenance [mid-forties to mid-sixties]: Stagnating or enriching
Disengagement [mid-sixties]: decelerating from formal employment to finding new roles with a view to retirement

57. CAREER MANAGEMENT ISSUES
Career Plateau
Dual career paths
technical / professional vs. managerial
Skills obsolescence
continuous learning
Balancing work and family
Coping with job loss

58. UNIT III Managerial Effectiveness
Managerial Effectives is a manager's ability to achieve desired result.
Components of Managerial Effectiveness
Leadership
Motivation
People Skills
Administrative Skills

59. FACTORS INVOLVED IN MANAGERIAL EFFECTIVENESS
Role Performance
Learning Behaviour
Resilence
Business Knowledge

60. MODELS OF MANAGERIAL EFFECTIVENESS
Campbell, Dunnette, Lawler and Welek proposed PPP Model
Organisation Environment
Individual Characteristics
Intelligence
Aptitude
Knowledge
Temperament
Preference
Expectation
Ability
Motivation
Opportunity
Transformation Process
Planning
Goal setting
Decision Making
Delegating
Problem Solving
Communicating
Cooperating
Displaying
Organisational Results
Profit Maximization
Organizational efficiency
Organizational stability
High Productivity
Employee Welfare
Social Welfare
Person
Process
Product

61. PPP MODEL
Person Approach: Individual manager’s characteristic, traits and abilities.
Process: Manager’s on-the-job behaviour and activities
Product: Outcome of effective management.

62. MEASURES OF MANAGERIAL EFFECTIVENESS
Superior’s Effectiveness and Performance Ratings.
Subordinates ratings of Satisfaction, Organizational climate, Morale, Motivation, and leadership Effectiveness.
Unit Performance Indices.

63. MANAGERIAL GRID

64. BRIDGING THE GAP
A managerial problem can be described as the gap between a given current state of affairs and a future desired state.

65. STEPS FOR PROBLEM SOLVING
Problem Awareness
Problem Definition
Decision Making
Action Plan Implementation
Follow – Through
Take Corrective Actions

66. MEASURING MANAGERIAL EFFECTIVENESS
Supervisor’s Ratings
Subordinate’s Ratings
Unit Performance Indices

67. CURRENT INDUSTRIAL AND GOVERNMENT PRACTICES
Procedures to ensure high quality of work
Arrange for training and EDPs
Career development program
Monitor the quality of work through performance appraisal.
Verification of information through feedback.

68. CURRENT INDUSTRIAL AND GOVERNMENT PRACTICES
Checking the accuracy of work.
Keep track of information or work progress.
Preparation for meetings and presentations.
Organizing information or materials.
Checking the accuracy of reports.

69. AREAS THAT REQUIRES ATTENTION
Developing Initiative
Drive: High motivation for work
Energy: Enthusiastic in work place.
Self-starter: Does jobs proactively

70. AREAS THAT REQUIRES ATTENTION
Encouraging self management approach
Team player: Works in a team, supports and encourages team members.
Leader: Defines goals and standards of performance, delegates work.
Develops subordinates: Identifies, train & involves people in all activities.
Disciplined: Maintains decorum of the workplace, has respect for others

71. AREAS THAT REQUIRES ATTENTION
Facilitating appropriate Communication
Articulate: Can communicate.
Persuasive: Sticks to a problem until it is resolved.
Supportive: Supports subordinates.
Confident: Confidence in his values and action.

72. MANAGER AS AN OPTIMIZER
Effective manager is said to be an optimizer in utilizing all the available and potential resources
Effective manager is expected to work as an optimizer by focusing on low waste and high goal attainment.

73. COMPONENTS OF MAKING MANAGER AN EFFECTIVE OPTIMIZER
Mentoring
Feedback
Counseling
Discipline

74. ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS
UNIT - IV
ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS

75. ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS
Changes in Social Environment
Changes in Economic Environment
Changes in Technical Environment
Changes in Political Environment
Changes in International Environment

76. Changes in Social Environment
Population Explosion: New jobs, New method of production and modes of living
Educational Level: Eradicate literacy. Increase Education level. Educated consumers &Workers.
Leisure Time: Reduced work hrs. Increased automation. Tourism/Part time Jobs.
Public Opinion: If people distrust market system, they prefer government controls.

77. Changes in Economic Environment
Environment will not remain confined to land but would extend to ocean and space.
Business Competition crosses national borders.
Big organizations continue to grow.
Small firms will be needed to serve as feeders to larger ones.

78. Changes in Technological Environment
Automation:
Jobs become routine and unchallenging.
Robots created job-insecurity.
Future organisation will be highly automated man-machine system
Information Technology:
Electronic equipment to collect and process data
Simulation of higher order thinking

79. Changes in Political Environment
Greater government interfaces to safeguard the interest of workers, consumers & public.
Government may restrict the scope of private sectors in certain areas.
Financial units will take active part in the policy formulation of the firms whom they have advanced funds.

80. Changes in International Environment
Multilateral trade among the nations will increase.
The role of IMF, world bank and others will change changes the globalization of economies.
The number of MNCs will increase.

81. PURPOSE OF ORGANIZING Facilitates Administration
Facilitates growth and direction
Facilitates adoption of new technology
Stimulates creativity and initiative
Intensive use of human resource

82. ORGANIZATIONAL PROCESSES
Planning
Communication
Problem-Solving and Decision–Making
Monitoring and Evaluation

83. IMPORTANCE OF ORGANISATION
Optimum Utilization Of Resources
Ensures Co-ordination
Facilitates Effective Management
Motivate Personnel
Facilitates Delegation Of Authority
Encourages Initiative And Innovation
Technological Improvements
Facilitates Growth

84. ORGANISATION AS A PROCESS
Division of work
Grouping of activities
Assignment of duties
Delegation of authority
Defining relationship

85. ORGANIZATIONAL CLIMATE
Organizational climate is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.

86. CHARACTERISTICS OF ORGANIZATIONAL CLIMATE
General Perception: Organizational climate is a general expression of what the organization is.
Qualitative Concept: It is an abstract and intangible concept. It is difficult to explain the components of organizational climate in quantifiable units.
Distinct Identity: It reflects how an organization is different from other organizations.
Enduring quality: Represents a relatively enduring quality of the internal environment that is experienced by the organizational members.
Multi – dimensional concept: Individual autonomy, authority structure, leadership style, pattern of communication, degree of conflicts and cooperation, etc.

87. FACTORS INFLUENCING ORGANIZATIONAL CLIMATE
Organizational context – mission, goals and objectives, function, etc.
Organization structure – size, degree of centralization and operating procedures.
Leadership process – leadership styles, communication, decision-making and related processes.
Physical environment – employee safety, environmental stresses and physical space characteristics.
Organizational values and norms – conformity, loyalty, impersonality and reciprocity.
Overt & Covert factors of Organization climate
Open factor: Hierarchy, Goals of organisation, Skills and abilities of employees
Closed factor: Values, attitudes, Norms

88. APPROACHES TO LEADERSHIP
Early Approaches
Contemporary Approaches
Trait Theory
Behaviour Theory
Situational Theory
Transactional –Transformational Leaders
Charismatic Leadership Theory
Stogdill’s Trait Factor
University Iowa Studies
Fiedler’s Contingency Model
Leader Continuum
Hersey and Blanchard’s Situational Leadership
Ghiselli ‘s Personal Traits
Ohio State University Studies
Leadership Participation
Michingan Research
Tannenbaum & Schmidt’s Situational Continuum
Managerial Grid
Path Goal Theory
Reddin’s Three Dimensional Model

89. STOGDILL’S TRAIT FACTORS
Intelligence
Physical Features
Inner Motivation Drive
Maturity
Vision and Foresight
Acceptance of Responsibility
Open-mind and Adaptability
Self-Confidence
Human Relations Attitude
Fairness of Objectivity

90. GHISELLI ‘S PERSONAL TRAITS
Very Important
Decisiveness
Intellectual capacity
Job achievement orientation
Self-actualization feelings
Self-confidence
Management ability – Team builder
Moderately Important
Affinity for working class
Drive and initiative
Need for a lot of money
Need for job security
Personal maturity
Almost No Importance
Masculinity versus femininity

91. UNIVERSITY IOWA STUDIES
Behaviour Theories are based on
Employee-Centered
Job-Centered
University Iowa Studies
Autocratic Leadership Style
Democratic Leadership Style

92. LEADER CONTINUUM Autocratic Laissez – Faire Democratic
Benevolent Autocrat

93. OHIO STATE UNIVERSITY STUDIES
Initiating Structure
Consideration
The findings of the study:
Initiating Structure: Positively related to performance and negatively related to absenteeism & Grievances.
Consideration: Negatively related to performance and positively related to absenteeism & Grievances.
Both: High performance and satisfaction

94. MICHINGAN RESEARCH Employee Centered Behaviour
Production Centered Behaviour
Leaders will not be able to have an employee centered behaviour and production centered behaviour at the same time.
Employee Centered
Job Centered

95. MANAGERIAL GRID
Concern for Production
Concern for People

96. FIEDLER’S CONTINGENCY MODEL
Task-oriented or controlling: Leader gains satisfaction from seeing tasks performed
Relationship-oriented or considerate: Leader tries to achieve good interpersonal relations with the subordinates.

97. HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP

98. LEADERSHIP PARTICIPATION
Leadership Styles
Decide: Leader makes the decision alone and either announces or sells it to the group.
Consult Individually: Leader presents the problem to group members individually and get their suggestions.
Consult Group: Leader presents the problem to group in a meeting and then makes a decision.
Facilitate: Leader presents the group about the problem and the boundaries within which a decision should be made.
Delegate: Leader permits the group to make the decision within prescribed limits.

99. TANNENBAUM AND SCHMIDT’S SITUATIONAL CONTINUUM

100. PATH GOAL THEORY
The theory states that a leader's behavior is dependent to the satisfaction, motivation and performance of her or his subordinates.

101. REDDIN’S THREE DIMENSIONAL MODEL

102. Basic Style
Less Effective Managerial Style
More Effective Managerial Style
Separated
Deserter
Bureaucrat
Related
Missionary
Developer
Dedicated
Autocrat
Benevolent Autocrat
Integrated
Compromiser
Executive

103. High relationship orientation & high task orientation is called as INTEGRATED TYPE.
High relationship orientation & low task orientation is called as RELATED TYPE.
Low relationship orientation & high task orientation is called as DEDICATED TYPE.
Low relationship orientation & low task orientation is called as SEPARATED TYPE

104. TRANSACTIONAL –TRANSFORMATIONAL LEADERS
Transactional Leaders: Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leaders: Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

105. CHARISMATIC LEADERSHIP THEORY
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
The leader Communicates an attractive vision.
Charismatic leader is the one who use his personal charm to get things done.  This can be an extremely powerful way to lead others. 
The leader then communicates high performance expectations and expresses confidence that followers can attain them.

106. GROUP INFLUENCES
Group may be defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives.

107. DIFFERENT TYPES OF GROUPS
Formal group
Informal groups
Psychological groups– extension of informal groups
Virtual Groups
Interacting, Co-acting, and Counteracting Groups
Open and Closed Groups
Closed groups
Membership and Referent Groups
In and out groups: In

108. FACTORS INFLUENCING GROUP EFFECTIVENESS
Work Team Structure Issues:
Goals & Objectives
Guidelines
Performance measures
Role specification.
Work Team Process Issues
Managing cooperative behaviors
Managing competitive behaviors
Diversity in Teams
Plays a large role in groups’ effectiveness.
Members contribute to team in one of four styles:
Contributor
Collaborator
Communicator
Challenger
Integrator
Dissimilarity in Teams
Demographic dissimilarity influences absenteeism, commitment, turnover intentions, beliefs, workgroup relationships, self-esteem, and organizational citizenship behavior.
Can have positive or negative effects on teams
Value dissimilarity negatively related to team involvement
Structural Diversity

109. JOB CHALLENGE
Job Challenge refers to the opportunity for professionals to make fullest use of their Skills.

110. JOB CHALLENGES FACED BY MANAGERS
Unfamiliar Responsibilities
Inherited Problems
High Stakes
External Pressure
Work Across Cultures
New Directions
Problems with Employees
Scope and Scale
Influence without authority
Work Group Diversity

111. COMPETITIVENESS
The degree to which a country can, under free and fair market conditions, produce goods and services which meet the test of international markets, while simultaneously maintaining and expanding the real incomes of its people over the long-term

112. FACTORS INFLUENCING COMPETITIVENESS
Domestic economy
Internationalization
Government
Finance
Infrastructure
Management
Science and technology
Quality of people

113. MANAGERIAL STYLES Democratic Style Affliative Style Pacesetting Style
Authoritative Style
Coercive Style
Coaching Style

114. UNIT V DEVELOPING THE WINNING EDGE
Self Development
Negotiation Skill
Knowledge Management
Developing competitive Spirit
Fostering Creativity & Innovation

115. NEGOTIATION
Negotiation is a dialogue between two or more people or parties, intended to reach an understanding and resolve point of difference.
Skills Required
Attitude
Personal Skill
Knowledge on Problem
Defining Outcome
Framing & Reframing

116. NEGOTIATION PROCESS Preparation & planning Defining Ground Rules
Clarification & Justification
Bargaining & Problem Solving
Closure & implementation

117. APPROACHES TO NEGOTIATION
Distributive Bargaining
Claiming value / Zero-Sum / Win-Lose
A competitive negotiation strategy used to decide how to distribute a fixed resource.
Integrative Bargaining
Interest Based / Collaborative / Win-Win
A negotiation strategy in which parties collaborate to find a win-win solution to a problem

118. ISSUES IN NEGOTIATION Biases in Decision Making Personality Traits
Cultural Differences
Third party Negotiation
Mediator: Mutually Satisfy & Strengthen Relationship
Arbitrator: Authority to dictate an outcome. Advantage is that negotiations they are involved in always results in a settlement.
Conciliator: Someone acting only as a communication medium.
Consultant: Facilitate problem solving through communication & analysis.

119. KNOWLEDGE MANAGEMENT
KM comprise a wide range of strategy and practices used in an organisation to create, identify, store, share and application of knowledge and experience.
Components of KM
Technology Component
Organisation Component
People Component

120. DRIVERS OF KM Technology Drivers Process Drivers Knowledge Related
Organisation Drivers
HR / Personnel Specific Drivers
Financial Drivers

121. KM PROCESS
Knowledge Creation
Knowledge Storage
Knowledge Sharing
Knowledge Conversion Process
Tacit to Tacit - Socialization
Tacit to Explicit - Externalization
Explicit to Tacit - Internalization
Explicit to Explicit - Communication

122. DIFFICULTIES IN KM Justification of investment in KM
Support from Senior Management
Overcoming Cultural Hurdles
Encouraging Employees to use and share knowledge
Confidentiality Issues
Collection & Storage of Wrong Information
Measure
KM system is not a static system

123. CREATIVITY
Creativity is a mental and social process involving the generation of new ides or concepts

124. FOSTERING CREATIVITY
Idea Box / Matrix Analysis: Input | Frequency | Subject | Target Group.
Heuristic: Rapidly coming to solution that is hoped to be close to best
Mind Mapping: Think visually about issues and problems
Synectics: Joining together of different unconnected and irrelevant.
Metaphor: Ability to link 2 different things

125. FOSTERING CREATIVITY Brainstorming: Discussion
Forced Relationship: Finding relationship between 2 things.
Visual Thinking: Graphs, diagrams, charts and Models
Morphological Analysis: Work at Various problem and combining them to a new and novel ways.
Serendipity: Discover of things by happy accidents or chance.

126. INNOVATION
Ability to create something new based on knowledge that has bee attained.
Types
Product
Process
Paradigm
Radical
Systems
Incremental
Additive
Complementing
Technology

127. SOURCES OF INNOVATION Unexpected Outcomes Incongruities (Unsuitable)
Process Needs
Industry & Market Change
Demographic Change
Perceptual Changes
Knowledge Based Concepts

128. FACTORS INFLUENCING INNOVATION & CREATIVITY
Complex & Challenging Jobs
Diversity
Coworker
Resources
Adaptability
Conflicts