PSYCHOLOGY Q) Why is psychology important? * Recognize the basic needs. * How to motivate your team.

* Help in managing the administrations. * How to deal with clients. * Play a great role in policy making. DEFINITION The word psychology is derived from two greek words. 1) Psyche (soul) 2) Logus (talk) A) The study of Soul. B) The study of mind or the study of conscious. MODERN DEFINITION PSYCHOLOGY Psychology can be defined as the scientific study of behavior and mental process. BEHAVIOUR Social interaction and inter personal relationship OR Behaviour refers to any observable action. MENTAL PROCESS Thoughts, feelings or emotions, memory, perception, mood, language, attention. PERSONAL CHARACTERISTICS OF EFFECTIVE PROFESSIONALIST Effective professionalist have an identity. 1) IDENTITY The sense an individual has of the kind of a person they are. 2) COGNITIVE PERSPECTIVE It focuses on mental processes such as perceiving, remembering, reasoning, deciding and problem solving and tries to explain behavior in terms of these mental processes.

3) PSYCHOANALYTIC PERSPECTIVE An approach to psychology that tries to explain certain kinds of behaviours in term of unconscious beliefs, fears and desires. 4) PHENOMENOLOGICAL PERSPECTIVE An approach to psychology that focuses on subjective experience or unique perception of the world and tries to describe it from each individuals unique perspective.

CHAPTER 02 ORGANIZATIONAL BEHAVIOUR ORGANIZATIONS A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals MANAGERS Individual who achieve goals through other people A) MANAGEMENT FUNCTIONS 1) PLANNING A process that includes defining goals, establishing strategy and developing plans to coordinate activities 2) ORGANIZING Determining what tasks are to be done, who is to do them, how are task to be grouped? who reports to whom and where decisions are to be made 3) LEADING A function that includes motivating employees, directing others, selecting the most effective communication channels resolving conflicts 4) CONTROLLING Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations B) MANAGEMENT SKILLS 1) TECHNICAL SKILLS The ability to apply specialized knowledge or expertise 2) HUMAN SKILLS

The ability to work with, understand and motivate other people, both individually and groups 3) CONCEPTUAL SKILLS The mental ability to analyze and diagnose complex situations ORGANIZATIONAL BEHAVIOUR (OB) A field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such challenges and opportunities knowledge towards improving an organization effectiveness FOR OB 1) RESPONDING TO GLOBALIZATION Organizations are no longer constrained by national borders. The world has become a global village 2) INCREASED FOREIGN ASSIGNMENTS It is important for understanding need, aspiration and attitudes of different people from different countries. 3) WORKING WITH PEOPLE FROM DIFFERENT CULTURES To work effectively with people who has different culture, youll need to understand how their culture, geography and religion have shaped them, and how to adapt your management style to their differences. FOUNDATIONS OF INDIVIDUAL BEHAVIOUR BIOGRAPHICAL CHARACTERISTICS Personal characteristics-such as age, gender, and length of tenure, that are objective and easily obtained from personal records. TENURE The period for which service (job) is rendered is called its tenure. ABILITY An individuals capability to perform the various tasks in job. INTELLECTUAL ABILITIES The capacity to do mental activities, thinking, reasoning and problem solving. PHYSICAL ABILITY The capacity to do task demanding stamina, dexterity, strength and similar characteristics. IMPROVING QUALITY AND PRODUCTIVITY

QUALITY MANAGEMENT (QM) The constant attainment of customer. Satisfaction through the continuous improvement of all organizational process. 1) Intense focus on the customer. 2) Concern for continuous improvement. 3) Improvement on the quality of everything the organization does. 4) Accurate measurement. 5) Empowerment of employers. INSTRUMENTAL VALUES Preferable modes of behavior or means of achieving ones terminal values. ATTITUDE Judgemental statements or judgements concerning objects, people or events components of attitude 1) Cognation component 2) Affective component 3) Behaviour component MANAGING WORK FORCE DIVERSITY WORK FORCE DIVERSITY The term describes the global economic village of different cultures, languages, races and world view. Diversity, if positively managed, can increase creatively as well as improved decision making by providing different perspectives on problems, if it is not possible there is for higher turnover, more difficult communication and more interpersonal conflicts. PERSONALITY Personality is the dynamic organization with in the individual of those psycho physical system that determine his/her unique adjustments to his/her environment. (Gordon Allport) OR The sum, total of ways in which an individual reacts and interacts with others. PERSONALITY DETERMINANTS 1) Heredity 2) Environment

3) Situation PSYCHOLOGICAL TESTS Psychological testing is the process of understanding how a person thinks, learns, feels and interprets his/her world. THE MYERS-BRIGGS TYPE INDICATORS (MBTI) Created by Isabel Briggs Myers. The 1st set of mental preferences relates to how people Perceive or false information.

S: Those who prefer sensing perception. N: In contrast who prefer Intuition The second set of mental preferences identities how people from Judgements or make decision.

T: Those who prefer thinking on judgement and their decisions are in objective, logical and analytical manner. IMPORTANT TESTS 1) H.F.D 2) P.A.I 3) M.B.T.I F: Those who preferences is for feelings, their decisions are in some what global and value oriented way. 3RD SET OF MBTI EXTROVERSION AND INTROVERSION EXTROVERSION A personality dimension describing someone who is sociable and assertive. (Talkative, express feelings in front of everyone or quick-witted, they prefer voice mail over e-mail) INTROVERSION The preoccupation with ones self and ones inner thoughts, feelings, rather than outer world of people and things. THEORY X Under theory X the four assumptions held by managers. 1) Employed inherently dislike work and whenever possible, will attempt to avoid it. 2) Since employees dislike work, they must be controlled or threatened with punishment to achive goal.

3) Employees will avoid responsibilities and seek former direction whenever possible. 4) Most workers place security above all factors associated with work display little ambition. THEORY Y 1) Employees can view work as being as natural as rest or play. 2) People will exercise self direction and self control if they are committed to the objectives. HIERARCHY OF NEEDS THEORY The theory was proposed by Abraham Maslow. He hypothesize that with in every human being there exist a hierarchy of five needs these are 1) Psychological Need. 2) Safety Need. 3) Social Need. 4) Esteem Need. 5) Self Actulization need. THEORY X AND THEORY Y This theory proposed two distinct view of human beings. 1) One basically ve labeled theory X. 2) Other basically +ve labeled theory Y. MOTIVATION Motivation is the process that account for an individual intensity, direction, and persistence of effort towards attaining a goal.

INTENSITY Intensity is concerned, with how hard a person tries, High intensity is always related with hardworking. DIRECTION It is the consistent with the organizations goals and the kinds of efforts that we should be seeking. PERSISTENCE This is a measure of how long a person can maintain their effort. 4TH SET OF MBTI

JUDGING AND PERCEIVENG JUDGING They are the people who always plan their work and work to their plan (They consider time table/schedule, they follow hard and fast rules they are not flexible, they dont have disturbance) PERCEIVING They are flexible in their work. (They have soft corner, they always care for others, they discuss problems and steps) MBTI A personality test that taps four characteristics and classifies people into 1 to 16 personality types. CLASSIFICATION OF PERSONALITY TYPE Left I I E E Top S ISTJ ISTP ESTP ESTJ T Bottom S ISFJ ISFP ESFP ESFJ F Right N INFJ INFP ENFP ENFJ F N INTJ INTP ENTP ENTJ T J P P J

1) The Average person can learn to accept even seek responsibility. 2) The ability to make innovative decision is widely dispersed through the population and it is not only related to management positions.

ORGANIZATIONAL CULUTURE (CHAPTER NO. 3) ORGANIZTIONAL CULTURE A system of shared meaning hold by members that distinguishes the one organization from other organization.

CHARACTERISTCICS 1) Innovation and risk taking. 2) Attention to detail. 3) Outcome Orientation. 4) People Orientation. 5) Team Orientation.

6) Aggressiveness. 7) Stability. 1-INNOVATION AND RISK TAKING The Degree to which employees to be innovate and risk. 2-ATTENTION TO DETAIL The degree to which employees are expected to analysis and attention to detail. 3-OUTCOME ORIENTAION The degree to which management focuses on result outcomes. 4-PEOPLE ORIENTATION The degree to which management decisions takes into considerations the effect of outcomes on people with in the organization. 5-TEAM ORIENTAION The degree to which work activities are organized around team rather than individuals. 6-AGGRESSIVENESS The degree to which people are aggressive and compitative rather than easy going. 7-STABILITY The degree to which organizational activities emphasized maintaining the status in contrast to growth. DOMINANT AND SUBCULUTRE Most large organizations have a dominant cultures and members of sub cultures. DOMINANT CULTURE Express the core values that are shared by a majority of the organizations members. SUBCULTURE Mini culture with in an organization, typically defined by department, designation and geographical separation. FUNCTIONS OF CULTURE WITH IN ORGANIZATION 1) It has a boundary defining role means it creates distinctions between oneorganization and other. 2) It conveys a sense of identity for organization members. 3) Culture facilities the generation of commitment to something larger than ones individual self-interest.

4) It enhance the stability of the social system (appropriate standard that what employees say and do) 5) Culture service as a sense making and control, that guides and shapes the attitude and behavior of employee. COMMUNICATION The transference and understanding of meaning is called communication. Communication is understanding not of the visible but if the invisible meaning. THE COM PROCESS It is the process between a source and a receiver that result in the transference and understanding of meaning. It has sin(6) keys 1) Sender 2) Encoding 3) The message 4) The Channel 5) The receiver 6) Decoding 1-THE SENDER The sender gives a message. 2-ENCODING Related to the thought according to the subject matter. 3-THE MESSAGE It is the actual physical product from the senders encoding. 4-THE CHANNEL It is the medium through which the message travel. It selected by the sender. There are two types of channel 1) Formal Channel 2) Informal Channel 1-FORMAL CHANNEL Communication channels established by the organization to transmit messages that are related to the professional activities of members.

2-INFORMAL CHANNEL Communication channel that are spontaneous to emerge as a response to individual choices.

5-THE RECEIVER It is related to the object to whom the message is directed. 6-DECODING The message can be received the symbol in it must be translated into a form that can be understood by the receiver. This step is called decoding of the message. Message to be sentsenderencodingchannelMessage receivedreceiverMessage decoding. DIRECTION OF COMMUNICATION Communication can flow vertically and horizontally. Vertically common further divided into downward and upward direction. DOWNWARD Communication that flows from higher level of a group organization to lower level is a downward communication like when manages communicating with labour. THE PURPOSE OF DOWNWARD COMMUNICATION 1) To give specific task direction about job instruction. 2) To give information about organizational procedures and practices. 3) To tell subordinates about their performances. 4) To provide information about the rationale of the job. UPWARD COMMUNICATION Communication that flows from lower level to a higher level is upward communication. It keeps manages aware of how employees feels about their jobs like 1) What they think needs to be done? 2) What their problems are? 3) What is the problem of the unit area? HORIZONTAL COMMUNICATION When communication takes place among the members of the same group at the same level among managers at the same level. ROLE OF TELECOMMUNICATION

The telecommunication techniques widely used to communicate in todays organizations includes telephone caller ID, electronic mail, voice messaging and electronic bulletin broads and chat room.