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Douglas Mc Gregor (1960) set forth at opposite extremes two pairs of assumptions about human beings. First set of assumptions are contained in Theory X and the second set in Theory Y. He labeled Theory X and Theory Y as Traditional View of Management and Newer Attitudes in Organizational Psychology respectively.
Theory X
Inherent dislike for work Avoid responsibility Not able to direct own behavior Neither self motivated nor achievement oriented Need to be supervised and controlled
Theory Y
Work hard to achieve goals Willing to assume responsibility Capable of directing own behavior Have need to achieve Need to be provided with resources to do the task
Mc Gregors theory explains the failure of many management systems and introduces the concept of new ways of management. Theory X and Y are just assumptions. They are intuitive deductions and not based on research. No man would belong exclusively either to Theory X or Theory Y. He shares the traits of both in varying degrees under different situations. Thus Mc Gregors theories are
important tools in understanding the behavior of human beings and in designing incentives to motivate the employees. Neither of the two is applicable fully in all situations and to all types of employees. However Theory X is applicable to unskilled and uneducated operative workers whereas Theory Y is more applicable to skilled and educated employees who are mature enough and understand their responsibility. Theory Z- based on Japanese management 1) Strong bond between company and employees. 2) Group participation. 3) Mutual trust. 4) Non-Hierarchical Organization structure. 5) Human resource development. Q.3.) Define leadership. Effectiveness of leaders depend on how their leadership style inter-relates with situation in which they operate. Explain the leadership styles and type of interaction with suitable examples. Ans: Leadership is a quality of behavior of a person whereby he is able to persuade others to seek group goals enthusiastically. Leadership is the inter-personal influence exercised in a situation and directed through communication process towards the attainment of specified goals. -Robert Tannenbaum Leadership process is a function of the leader, the follower, and other situational variables. L=f (l, f, s) Three attitudinal approaches to leadership styles1) Ohio state leadership studies-The leader behavior description questionnaire (LBDQ) was used. Ohio state staff found that initiating structure and consideration were separate & distinct dimensions. 2) Michigan leadership studies-This study identified two concepts, employee orientation and production orientation. These two orientations parallel the democratic (relationship) and authoritarian (task) concepts of leadership continuum. 3) Group dynamic studies-According to C. Xartwright and Zander, goal achievement seems to coincide with the task concepts (production orientation), and group maintenance parallels the relationship concepts (employee orientation).
9, 9 Team management-Work
accomplished is from committed people.
1, 0 1 Impoverished 1 2 3 4 5 6 7 8 9 managementminimum effort to get required work done. Concern for production
9,1Authority ObedienceEfficiency results from arranging work with minimum human interference.
STYLES OF LEADERSHIP
The behavioral pattern which a leader exhibits is known as his style of leadership. Different leadership styles exist among leaders in different times and in different situations. The leadership styles in a particular situation are determined by the leaders personality experience and value system, nature of followers and nature of environment. The three important leadership styles are as follows: 1. Autocratic Leadership 2. Participative Leadership 3. Free Rein Leadership
with the acceptance of the group. His decisions are not one sided because they arise from consultation with followers and participation by them.
Free Rein Leadership: A free rein leader does not lead, but leaves the group
entirely to itself. He is represented by the chairman of the board who leaves all responsibility for most of the work to his subordinates. The free rein manager avoids using power. He depends largely upon the group to establish its own goals and solve its own problems.
Classical conditioning
Change in stimulus(unconditioned stimulus to conditioned stimulus) will elicit a particular response Strength and frequency of classically conditioned behaviors are determined by frequency of eliciting stimulus (the environmental event that precedes the behavior) Unconditioned stimulus serving as a reward is present every time
Instrumental learning has much greater impact on human learning than classical learning. E.g. it is said that employees work 8 hours/day, 5 days a week in order to feed, clothe and shelter themselves and their families.
Conditioned response is instrumental in obtaining the food, clothing and shelter. The consequences of organizational behavior can change the environmental situation and greatly influence subsequent employee behaviors. Managers can analyze the consequences of organizational behavior to help accomplish the goals of prediction and control. Analysis of absenteeism behavior:
ANTECEDENT
Illness/accident Hangover Lack of transportation Traffic No day care facilities Family problems Company policies Group/personal norms Seniority/age
BEHAVIOR
Getting up late Sleeping Staying home Drinking Fishing/hunting Working at home Visiting Caring for sick child
CONSEQUENCES
Discipline programs Verbal Reprimands Written Reprimands Pay docks Lay offs Dismissals Social consequence from co-workers Escape & avoidance at working
Q.4) Define Communication. What are the barriers of communication? Ans: Communication is a process of transferring information from one entity to another. Communication is commonly defined as the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs. Communication is a process whereby information is enclosed in a package and is channeled and imparted by a sender to a receiver via some medium. The receiver then decodes the message and gives the sender a feedback. All forms of communication require a sender, a message, and an intended recipient; however the receiver need not be present or aware of the sender's intent to communicate at the time of communication in order for the act of communication to occur. There are auditory means, such as speech, song, and tone of voice, and there are nonverbal means, such as body language, sign language, paralanguage, touch, eye contact, through media, i.e., pictures, graphics and sound, and writing.
B) Environmental stress- High temperature and humidity, Poor ventilation, strong glare. C) Subjective stress- Sleeplessness, ill health, mood variations. D) Ignorance of the medium- Use of medium with which the receiver is not familiar would turn the medium itself into barrier e.g. oral, written, audio, visual, audio-visual etc.
II) Limitations of Senders capacity- Sender is often unable to put across his
message in a language and form understandable to receiver because of wrong medium or uses medium in a confusing manner. Limitations of receivers capacity- It depends on his span of attention, his intelligence level, his understanding level of the subject and his memory.
V) Mechanical barriersThese are raised by channels employed for interpersonal group or mass communication. E.g. wrong placement of speakers, smeared ink in news paper, too small font size in magazine. Other barriers are Personal expertise, Rules and Regulation Arrogance, Timing, Respect and confidentiality.
Three major ingredients of design are: 1) Purpose- It specifies the need. 2) Method-Used to implement worker training and development program isa) On the job training b) Planned program c) Productivity measurement technique and feedback on performance. d) Quality circle program.
Operative functions-An operative is one who has no authority over other but has
been given a specific task or duty to perform under managerial supervision. These functions are known as service functions and are concerned with activities like Procurement Development Compensation Integration Maintenance Separation
Cross-cultural challenges:
1) Communication-
2) Cross culture variances: Relationship between different hierarchical departments Way of sharing information among the units
Process of hiring Attitude- Indians are good at technical thinking and very resourceful but makes mistakes
Career planning- It involves Career progress education and Career counseling with prior need analysis. Career development- It involves both the individual and organization working together for progress. We believe our success is directly related to success of our employees. We offer our employee an environment for structured career planning with an opportunity to move both horizontally and vertically in any technology domain within the organization. Reward giving is based on individuals contribution towards attaining his individual objectives, unit objectives and organizational objectives.
Maintenance
Hold on to accomplishment and update skills
Disengagement
Retirement planning, change in balance between work and non-work
Activities
Mentor
Sponsor
30-45 2-10yrs
Contents:
Job identification Job summary Duties performed Job duties and responsibilities Supervision given and received Relation with other jobs Machines, tools and materials Working conditions Hazards
Q.3.) What are the major selection devices used in typical selection process? Explain. Ans: Selection Process is system of functions and devices adopted in a given company to ascertain whether candidates specification are matched with job specification and requirement or not.
Elements in selection:
Organizational objectives Job design & job description Job specifications Competency modeling Recruitment policy Selection
Initial screening/ written examination- It measures candidates ability in arithmetic, aptitude, reasoning, knowledge etc. Preliminary interviews- It is useful in process of eliminating undesirable and unsuitable candidates. If the information provided by the candidate is below the job specification, he/she may be eliminated depending on availability of number of suitable candidates. Physical examination- Medical examination is important in some jobs which require clear vision, perfect hearing, tolerance of hard working conditions, etc. Group discussion- It is used to judge the candidates skill and ability to analyze and find alternative solutions for a problem. Tests: Knowledge tests Aptitude tests Judgments test Interest and personality test Dexterity tests Situational tests
Final interview- It is a face to face organizational and appraisal method of evaluating an applicant. Interviewer matches the candidate information to job requirements. Types of interviews are: Informal interview Formal interview Planned interview Patterned interviews Non directive interview Depth interview Stress interview Group interview Panel interview Checking references-These are treated as routine and casually or even omitted in some organizations. Job offer- After selection, the organization sends appointment letter stating the conditions of employment to successful candidates.
Q.1.) How does training differ from development and education? What is the role of training and development in learning? Ans: The term training denotes a systematic procedure of transferring technical know-how to employees so as to increase their knowledge and skills for doing particular jobs. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. It involves the development of skills that are usually necessary to perform a specific job. Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and conceptual and theoretical knowledge for general purposes. Development is where the objective is to acquire a set of capabilities which will equip a person to do a job sometime in the predictable future which is not within his present ability, that person is said to undergo process of development. Education may be defined as a process by means of which knowledge, learning, understanding, physical capacity and mental outlook of the employees are improved so as to bring about their better adjustment with the working environment.
Training
Development
Education
By non-managers
Managers
Theory based Knowledge Increases general knowledge and understanding of employee Short term
Q.2.) How will you evaluate the effectiveness of training programmes? If there are short-comings in training, what steps will you take to overcome these? Ans: Training Evaluation is defined as The assessment of the total value of a training system, training course or programme in social as well as financial terms. Hamblin suggested five levels at which evaluation of training can take place: 1. Reactions-Trainees reaction of overall usefulness of the training. 2. Learning-Quality of content learned, time taken to learn and learners ability to use or apply the content learned. 3. Job behavior-Extent to which the trainee has applied his learning to his job. 4. Organization-Change in organization in the form of increase productivity, quality, morale, sales turnover etc. 5. Ultimate value- Effect of program on company goals and individual goals.
Levels of evaluation:
Reaction level-Delegates thinking about the training Immediate level-Delegates learning from the course Intermediate level-Effect of training on job performance Ultimate level-Effect of training on organizational performance
Shortcomings in Training
Lack of audience participation Trainees may feel embarrassed
Methods to overcome
Ensure feeling of oneness Divide them into groups for group discussions activities etc. Trainees may get wrong impression of real Make them realize that decision in training work situation situation may be sometimes different from those which have to be made on-the spot in live situation If trainee fails in a project, they develop Before the starting of the project trainees feeling of hatred towards trainer are given a message that there is no win and lose result, it is altogether a learning process Trainees are often easily offended to the act Disapproval should be done in a positive of disapproval of their project work way and should be seen as a means of
Trainee may reject the learning if they feel that outcome of their decision is unrealistic Trainee loses motivation if learning is distasteful to him
improving Decision making should be encouraged without the fear of result Interests and need of trainee should be taken into consideration
learning as a change. Adult learners are mature and experienced. They are capable of making their own decisions. Adult learners are capable of taking their responsibilities. Their needs from training and education are so different that there is more immediacy and perceived relevance to their everyday lives than there is with children.
ANDRAGOGY
The art and science of helping adults learn. Non formal, Non organized, Loosely structured approach. Experiential learning techniques like discussion methods, problem solving exercise, experiential sharing, and simulation. exercise etc. should be emphasized They themselves decide what, when and how they should learn. Motivated by both extrinsic and intrinsic motivators. Process based
PEDAGOGY
The art and science of teaching children. Controlled and structured methodology of teaching Subject centered orientation to learning. Method used is transmission techniques.
They learn when told by authority figure. Motivated by extrinsic pressures or rewards. Content based.
Learning Outcomes:
Participants learn the inter-relation of items awaiting action and to respect the importance and urgency of problems. Trainees learn to take logical action in a short period of time. They come to know that it is too easy to over-emphasize, under-emphasize or over-look various elements which relate to the decision making process. The importance of utilizing staff on day to day problems is realized. Effective time management skills are developed. New managers may be expected to learn about the kinds of problems they are quite certain to encounter, as well as how to go about solving them.
Modus Operandi:
1. Two trays namely in-tray and out-tray are placed on the executive table. The intray contains sheet of paper in which there are highlighted problems which require immediate decision whereas the out-tray is empty. 2. The trainee sits on the chair and is asked to dispose the papers after analyzing them as a regular manager would have done. He is supposed to give his comments and views on the paper, sign it and place it in out-tray. 3. This entire process should be complete in an hour. 4. No one can be reached for advice or to give oral instructions. 5. It contains situations like long period absenteeism, stealing, supervisor misbehavior, no water on the plant due to mere negligence.
been described as "a process to create and provide access to learning when the source of information and the learners are separated by time and distance, or both." Distance learning is the process of creating an educational experience of equal quality for the learner to best suit their needs outside the classroom.It requires no face to face interaction between learner and those organizing learning. Communication takes place by post, e-mail, fax, telephone etc. With the recent trend of technological advance, distance learning is becoming more recognized for its potential in providing individualized attention and communication with students internationally. Distance learning courses have helped people to develop a dynamic personality for themselves as they help them to engage in multiple activities. For those who cannot afford to attend regular classes distance learning courses have come as blessings.
Characteristics:
This method should not be viewed as replacement of traditional methods of training. The characteristics of residential face to face, group methods are difficult to duplicate in any system of individual study. Though effective they fall short of training and re-training. It can provide some basic training and can be used as part of well planned comprehensive training scheme.
Advantages:
The thing that restricts something are relaxed e.g. location, inflexible schedules, cost and style Specifically designed materials delivered through diagram text, audio, video or computer components Completely integrated course material No starting and finishing dates Cost effective training It provides high quality reliable materials to reach large audience Ideal for training managers Provides training materials on-site or home study They can be used by trainers and line managers Program can be used by one or two managers with regular tutorial and review Group exercises and discussion can be incorporated when large numbers require training New Technology is about media, creation and delivering of learning materials. E.g. Study books, linear or passive video, computer output in the form of graphics, sound, Interactive video, etc. Trainer has newer techniques through which many training programs can be addressed.
They provide: Low cost Offers alternative method of study Provides greater stability in terms of time, style and location of training Uniformly high concept presentation Ensuring adequate level of preparation Q.4.) Explain the Role Play method. As a trainer where will you like to use this method and what terminal objectives would the method achieve? Ans: Role playing as defined by J.L.Moreno (1923) is one of trainers primary techniques to provide participation, involvement and action learning. It allows the acting out of real life situations in a protected or risk free locale. It helps people to act in different way and understand why people behave differently. Role playing in the training situation allows the receipt to get adequately objective feedback about ones performance so that one can learn from what others see, hear and feel. In this, people are presented roles in the form of case or script of a situation, and then they act out the roles. Subsequently how the roles were handled by the role players is discussed. Merits of Role Playing are as follows: When one is asked to put oneself in someone elses place and play the role of that person, it generally increases awareness of the others problems. The process helps the participants to appreciate that the behavior often is a consequence not only of their personalities but also of the situation, and helps them to identify some of their own faults. The trainee can broaden his experience by trying different approaches. By evaluating the different ways of handling the same situation, he is able to see the strengths and weaknesses of the approaches. Role playing is more than an experience because it permits observation, discussion and emphasis that are not a part of experience. As a trainer, I would use role play where there is need of Leadership skills Management development. Communication skills Improving interpersonal relationship Team building Empathizing with others role
Terminal objectives:
To identify with others. To disclose ones attitude towards others. Learning can be induced by doing, through imitation and through observation, feedback, analysis and conceptualization.
Provides ways of handling real life situation. Use of non-verbal actions helps trainee to pay closer attention to non-verbal cues and better interpersonal behavior. To develop practical skills. To change attitudes. To learn certain principles e.g. legal agreement not to do something or talk about something. To prepare employee realistically for some discouraging experiences they may encounter on the job. It enables a person to become aware of their short comings in dealing with others. It changes the attitudinal dimensions of people practicing the role play. It highlights the fact that good human relations require skills like acquiring expert knowledge in any game.