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DR.

VIDU SONI
OB STUDENT PPT, PART II MBA (F & B), JUNE 30

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UNDERSTANDING PERSONALITY AND VALUES (8)


Learning Objectives: Understand what is Personality Understand how Personality contributes to differences in individual behavior Appreciate various factors influencing Personality Understand Indian context shaping individual personality Explore important concepts related to Personality
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OUTLINE
CONCEPT OF PERSONALITY POPULARITY OF PERSONALITY DEVELOPMENT IN INDIA DEFINITIONS OF PERSONALITY WHY UNDERSTAND PERSONALITY SELECTED THEORIES/MODELS OF PERSONALITY MBTI BIG FIVE DEVELOPING EMOTIONAL INTELLIGENCE JOHARI WINDOW -- DEVELOPING SELF-AWARENESS TRANSACTIONAL ANALYSIS

MEANING OF PERSONALITY
In general, a wide range of individual attributes that distinguish people from one another the enduring and consistent characteristics leading to predictable patterns of behavior in similar ways across situations and settings Personality has two different meanings (Hogan): The way an individual is perceived by others - the observers perspective, public and verifiable The structures, dynamics, processes, and propensities that explain why a person behaves in a characteristic way; private, must be inferred
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MEANING OF PERSONALITY CONT


PERSONALITY IS A COMPLEX CONCEPT WITH A LONG HISTORY OF CONFLICTING AND INCONCLUSIVE RESEARCH IT IS A WORD OFTEN USED TO DESCRIBE UNIQUENESS OF AN INDIVIDUAL THERE ARE NUMEROUS THEORIES AND APPROACHES TO UNDERSTANDING PERSONALITY INDIVIDUALS BENEFIT FROM UNDERSTANDING THEIR OWN PERSONALITY BY INCREASING THEIR SELF AWARENESS UNDERSTANDING ONES OWN PERSONALITY ALSO ENABLES UNDERSTANDING OF PERSONALITIES OF OTHERS WHICH CAN IMPROVE AN INDIVIDUALS EFFECTIVENESS IN PERSONAL AND WORK LIFE

DEFINITIONS OF PERSONALITY
A UNIQUE COMBINATION OF AN INDIVIDUALS CHARACTERISTICS THAT REMAINS STABLE OVER TIME AND INFLUENCES THE PERSONS BEHAVIOR, AND DETERMINES INDIVIDUAL STYLES (MOUNT ET AL. 2005). PERSONALITYIS LIKE A MASK WORN IN A THEATER. IT PROVIDES HINT TO THE AUDIENCES ABOUT WHAT BEHAVIOR AND ATTITUDES TO EXPECT FROM THE CHARACTER BEING PLAYED BY THE ACTOR (BORGATTA AND LAMBERT, 1968). AN INDIVIDUALS CHARACTERISTIC PATTERN OF THOUGHT, EMOTION, AND BEHAVIOR, TOGETHER WITH THE PSYCHOLOGICAL MECHANISMS BEHIND THOSE PATTERNS (FUNDER, 2001).

SELECTED THEROIES OF PERSOANLITY


1. Freud: psychoanalytic approach (1921) Personality is shaped by traumatic events. Three components of personality: Id (untamed desires), Super Ego (authority within), Ego (a combination of the two) 2. Skinner: operant conditioning -- learning from the consequences of behavior from the environment 3. Erikson: stages of development (1963) --this theory argues that personality is developed in different stages and is influenced by culture and social context 4. Carl Rogers(1951): client-centered therapy --understand the client first, rather than trying to fit them into a theory 5. Allport (1961): trait theory Individuals predisposition or unique traits enable us to predict a persons behavior 6. Yoga and the Hindu view 7. Zen and Buddhist, Sufi Views

Factors shaping Personality


Social Influences including Family background Biological Factors Person-situation interaction

Personality as viewed by self and others: (A) Traits and Affectivity (B) Core self evaluations

Genetic Influences

Others, Task, Organization

Indian context shaping Personality


Indian personality is characterized by
dependency, 'seldom directed to task performance based on assessment and understanding of the reality of the environment', general apathy towards work, low accountability and commitment. hierarchical, mechanistic structures embodying authority, rigidly defined roles and risk-avoidance

Late Adolescence (12-20 yrs.)


When societies are going through socio-economic transition, the identity formation at this stage is impeded because available models are outmoded and new models are not fully accepted Authoritarian Indian culture impedes the discovery and confirmation of the identity of the young person As a result Indian Youth develop a resentment toward authority, but when in authority position, behaves in the same way

Young Adulthood (20 24 yrs.)


If unsorted negative baggage from the previous stage and unclear sense of identity, or if the social context is not granting sufficient autonomy, the individual may not achieve intimacy in social relations and commitment at work
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MODELS/MEASURES OF PERSONALITY
1. 2. 3. 4. 5. 6. 7. MBTI BIG 5 MODEL POSITIVE AND NEGATIVE AFFECTIVITY CORE SELF EVALUATION EMOTIONAL INTELLIGENCE TRANSACTIONAL ANALYSIS JOHARI WINDOW

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MEASURING PERSONALITY
The first step in self development is finding out who you are and what makes you tick Measurement of personality has always been of interest for improving personal effectiveness, improving relationships, and now for assessing job or occupational suitability

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MYER-BRIGGS TYPE INDICATORS (MBTI) (TO MEASURE PERSONALITY TYPES)

Based on more than 50 years of research and development, the MBTI Instrument is the most widely used instrument for understanding normal personality differences. Because it explains basic patterns in human functioning, the MBTI Instrument is used for a wide variety of purposes including: Self-understanding, personal development, career development, improving interpersonal relationships During 1940s, a mother-daughter team (Briggs and Myers) developed the MBTI instrument based on Carl Jungs (1923) theory about individual differences
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MYER-BRIGGS TYPE INDICATORS (MBTI)


Jung proposed that people are two basic types: extraverts and introverts He identified two basic mental functions:
Two types of perceiving (how we gather information) Sensing and Intuition Two types of judgement (how we make decisions) Thinking and Feeling Similarly, the basic MBTI model identifies: two types of mental processes, and, two types of mental orientations Myers and Briggs model argues that there are four primary ways in which people are different from one another, they labeled these differences as preferences

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STRUCTURE OF MBTI
Two Basic Principles: 1. From where people draw energy? Mental Orientation 2. How do they deal with the external world? Mental preferences
1. 2. How people take in information How people make decisions

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MBTI CONT

Mental Orientations/ preferences 1. Energy Orientation or energy consciousness people experience on a daily basis: We essentially occupy two mental worlds: one is inwardly turned, the other is outward. One of these worlds is our primary source of energy, the other secondary A. Introversion people who draw their primary energy from the inner world of information, thoughts and ideas --need to retreat to a more private setting to recharge their batteries B. Extraversion draw their energy from the outside world --They must engage with people, places, things, activities going on in the outer world for their life force
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MBTI CONT
Mental Processes/ Preferences 1. How people perceive or take in information A. Sensing favors clear, tangible data and information B. Intuition favors information that is more abstract, conceptual, big picture 2. How people form judgments or make decisions A. Thinking making decisions in an objective, logical, and analytical manner B. Feeling make decisions in instinctive, value-oriented way, and are concerned about the impact of decision and actions on other people

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MBTI CONT
The Type Codes for 16 Personality Types --The combinations and permutations of these four preference dichotomies result in 16 personality types --These four preferences form the basis of MBTI model and the MBTI inventory (Codes: E or I (favored energy source), S or N (preferred perceiving mental process), T or F (favored judging mental process), J or P (favored outside world orientation)

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BIG FIVE MODEL


In contemporary psychology, the "Big Five" factors (or Five Factor Model; FFM) of personality is often used to measure and describe the personality It uses five major dimensions or (traits) to describe personality These have been developed through decades of psychological research into personality It is a theoretical framework, while it does not capture every human idiosyncrasies, it helps us understand general components of our personality that seem to be most important in our social and interpersonal interactions with others
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BIG FIVE MODEL CONT


Big Five model provide a very broad overview of someones personality These are not types of personalities, but dimensions facets of personality, Therefore, someones personality can be combination of all five characteristics, or high or low on different traits, producing a different personality profile A considerable amount of research suggests that personality is stable throughout life and associated with a range of important life outcomes, both professional and personal
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BIG FIVE MODEL FIVE DIMENSIONS


1. EXTROVERSION VS. INTROVERSION E is marked by pronounced engagement with the external world, they enjoy being with people, and often experience positive emotions, they are action-oriented --I tend to be quiet, low-key, deliberate, and disengaged from the social world, they need less stimulation than an E and prefers to be alone, their independence and reserve is sometimes mistaken as unfriendliness or arrogance 2. EMOTIONAL STABILITY VS. NEUROTICISM (HIGH/LOW) --Neurosis is described as a condition marked by mental distress, emotional suffering, and inability to cope effectively with the normal demands of life --N is a tendency to experience negative feelings
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BIG FIVE MODEL CONT


--Those who score high on Neuroticism, experience anxiety, anger, depression, they are emotionally reactive --They respond emotionally to events that would not affect most people, and their reactions tend to be more intense than normal, their negative reaction persists for unusually long period of time
3. AGREEABLENESS (COMPASSION VS. ANTAGONISM) -- reflects concern with cooperation and social harmony --Agreeable people are considerate, friendly, generous, helpful, and willing to compromise their interests with those of others --They have an optimistic view of human nature --Disagreeable people place self-interest above getting along with others --They are skeptical about others motives and often do not extend themselves to other people
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BIG FIVE MODEL CONT


4. CONSCIENTIOUSNESS --Concerns the way in which people control, regulate, and direct their impulses --Acting on impulse can lead to trouble, anti-social behavior, diminish a persons effectiveness --Conscientious people avoid trouble and achieve high level of success through purposeful planning and persistence --In work situations, they are competent, dutifulness, selfdiscipline, thoroughness, goal-oriented, strive for continuous improvement --on the negative side, they can be compulsively perfectionists and workaholics
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BIG FIVE MODEL CONT


5. OPENNESS (vs. Closed) TO NEW EXPERIENCES --Describes a dimension of cognitive style that distinguishes imaginative, creative people from down-to-earth conventional people --Open people are intellectually curious, appreciative of art, and sensitive to beauty --They tend to think and act in individualistic and nonconformist ways -- Another characteristic of open cognitive style is a facility for thinking in symbols and abstraction far removed from concrete experience --Closed people prefer familiarity over novelty, they are conservative and resistant to change
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POSITIVE AND NEGATIVE AFFECTIVITY MODEL


Affectivity is a tendency or disposition to feel consistently positively/negatively towards objects or people. Positive Affectivity (PA) and Negative Affectivity (NA) are considered basic dimensions of personality High PA: high energy, optimism, enthusiasm, pleasurable engagement, like interpersonal relationships, overall wellbeing, job satisfaction, achievement-oriented activities High NA: distress, unpleasurable engagement, nervousness, agitation, and pessimism, higher levels of anxiety, dissatisfaction, focus on the unpleasant aspects of themselves, the world, the future, and other people PA and NA correspond to extraversion and neuroticism dimensions
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CORE SELF-EVALUATIO MODEL


The concept of core self-evaluation involves: (1) Fundamental premises that individuals hold about themselves and their functioning in the world, (2) basic conclusions that individuals hold about themselves and their worthiness and capability, there are three kinds of self-evaluations:

Self Esteem--Self-esteem is a persons overall evaluation or appraisal of


himself/herself as an individual, the value he places on himself, beliefs about ones capabilities

Self Efficacy -- Self-efficacy represents an individuals belief in his or her


capabilities to successfully accomplish a specific task or set of tasks, is a strong predictor of subsequent performance

Locus of Control -- Perception of Locus of Control (LOC) is a personality


variable reflecting the degree to which individuals believe that they control events in their lives, rather than the environment, luck or fate

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EMOTIONAL INTELLIGNECE
EQ is a relatively recent behavioral model (Goleman, 1995) The EQ theory argues that the conventional way to measure intelligence by IQ is too narrow and ignores essential behavioral and character elements We have all met people who are academically brilliant and yet are socially and inter-personally inept More companies are seeking MBAs with EI (U. S. Dept. of Labor survey) Emotion is a psychological construct, aimed at an object, its components are: thought, action, motivation, subjective feelings
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EMOTIONAL INTELLIGNECE CONT


Emotions are innate and we cannot ignore the innate nature of basic emotions However, if we learn to manage them effectively, we can achieve desirable outcomes The management of emotions requires several skills, but it cannot be measured by using the conventional IQ tests as they focus on the cognitive skill EI framework (Goleman, 1995) integrates a range of skills to manage emotions for life-long self development and practice at work It has five components: self awareness, self-control and resilience, self motivation, empathy, helping others manage their emotions
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EMOTIONAL INTELLIGNECE CONT


EI framework integrates a range of skills to manage emotions for life-long self development and practice at work
1. 2. 3. 4. 5. Knowing your emotions Managing your emotions Motivating yourself Recognizing and understanding other peoples emotions Managing relationships, i.e., managing the emotions of others

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EMOTIONAL INTELLIGNECE STRUCUTRE


Two Components Realms of Intelligence) of EI: 1. Personal (intrapersonal) intelligence
--Self-awareness --Self Management

2. Social Competence (interpersonal) intelligence --Social Awareness --Relationship Management

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JOHARI WINDOW
JW is a model and tool for understanding and training for selfawareness, personal development, improving communication, interpersonal relationships, group dynamics, team development and intergroup relationships Developed by two American psychologists, Joseph Luft and Harry Ingham in the 1950s, calling it Johari after combining their first names, Joe and Harry A framework for effective communication, sharing, and feedback Limited or incorrect perceptions, about self and ones relations with others can hinder our ability to manage our problems
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JOHARI WINDOW CONT


JW provides a typology for sharing information and receiving feedback:
Sharing sharing information about ourselves and our feelings can help others around us to form more accurate perceptions It can allow us and others to approach problems and opportunities in a more realistic and collaborative way

Feedback Other people around us ca offer new information about self which is necessary for developing alternative perspectives on problems and evaluate our experiences
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JOHARI WINDOW CONT


The four JW perspectives called regions or quadrants. Each region contains and represents information, feeling, motivation etc. about ourselves, in terms of whether the information is known or unknown both by us and others The window has four panes: Open (Free) Area This is knowledge about self which is known to the individual himself and is known to others Blind Area (Spot) -- This is an area that is unknown to the individual himself, but is known to others

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JOHARI WINDOW CONT


Hidden Area Represents information, feelings, etc., anything that a person knows about himself (hidden agenda, manipulative intentions), but which is kept hidden from others
--This area is known to the self, but unknown by others

Unknown Area -- This is the part that is not known to self and also unknown by others
Can be prompted through self discovery or observation by other

Blind area can be discovered and developed into self-awareness through feedback solicitation Unknown area can be discovered through shared discovery, self discovery, others observations Managers can play an important role in facilitating feedback and disclosure
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JOHARI WINDOW
THINGS I KNOW ABOUT THINGS I DONT KNOW MYSELF ABOUT MYSELF THINGS OTHERS KNOW ABOUT ME

OPEN ARENA

BLIND ARENA

THINGS OTHERS DONT KNOW ABOUT ME

HIDDEN ARENA

UNKNOWN ARENA

Trait Theory of Measurement


Consistent behavior across situations

Individual Trait

Cluster of traits, i.e. a Facet

Cluster of Facets, i.e. a Factor

Group of factors, i.e. a Dimension


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INTERPERSONAL BEHAVIORS (9)


Learning Objectives:
Understand the concept of Interpersonal Skills Understand the role of negative emotions and formation of trust in Interpersonal relationships Understand how effective interpersonal relationships can be created proactively through signaling trustworthiness Understand the conceptual frameworks that explain why people have Interpersonal styles and orientations
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OUTLINE: INTERPERSONAL BEHAVIORS


Understanding is interpersonal behavior The behavior and skills approach to IP relationships Interpersonal relationships and boundaries Role of trust and trust formation in IPR Interpersonal styles: FIRO-B (fundamental interpersonal relationship oriented-behavior) FIRO-B an instrument to measure individual IP orientation Every individual has three fundamental needs: inclusion, control, and affection Inclusion, affection, and control can help us predict and explain ip phenomenon Each of the three needs shape behavior, feelings, and a persons self concept These can exist at three levels: deficient, excessive, optimal
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UNDERSTANDING INTERPERSSONAL RELATIONSHIPS


--Interpersonal situations, relationships and processes are those
occurring one to one between two persons
--While interpersonal relationships is an everyday kind of an expression and something all of us engage in; creating and maintaining highly effective relationships with others can be a challenge for many

--In a management situation, the term Interpersonal refers to relationships and interactions with bosses, leaders, subordinates, peers, suppliers and customers --In this context, skill can be defined as intentionally repeatable, goal directed behaviors and behavior sequences, and ability is ones capacity for action
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The basic interpersonal skills


Listening, questioning and presenting

Facilitating and Supporting others


Asserting Self Negotiating

Working with groups


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Interpersonal Relationship and Management of Boundaries


In a relationship, both sides want to protect and maintain their individuality and self-respect Creating and managing the limits of how each party can act and how far one can enter the others private space is known as boundaries Effectiveness of the interpersonal relationship is affected by the degree to which these boundaries are respected Types of Boundaries: Task Boundary what should be done Time Boundary how much time to devote to a task 42 Territorial Boundary who should decide

The role of Threat and Trust Formation in Interpersonal Relationships


For IP process to work well, the threat in the relationship has to be reduced or eliminated and trust has to be built Threat In an interdependent relationship, the possibility of personal gain or loss exists h Thus a cooperative relationship can turn into a threat to participants goals, concerns, and well-being Three major sources of risk and harm in a joint project of any kind: 1. Opportunism refers to self-interested behavior, taking advantage of others by using others weakness or misfortune for their benefit 2. Neglect -- of interests and concerns of one party by the other 3. Identity damage -- during interactions, when others question, challenge, contradict, or ridicule, ones views or position, it can be perceived as a threat to ones identity or denial of face (self-image)
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POSSIBILITY OF THREAT AND TRUST CONT


Trust The IP processes require trust so as to get voluntary cooperation without having to use force of authority or a contract Trust is a psychological state of a trusting persons' willingness to make oneself vulnerable to the other with the expectations that their action will benefit them or at least not harm them IP trust has two components: Cognitive formed by evaluation of the integrity, ability, and benevolence of the other person Affective -- an emotional response to a perception of care and concern from the party to whom the trust is directed Because trusting makes a person vulnerable, they are reluctant or fearful of trusting
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POSSIBILITY OF THREAT AND TRUST CONT


Thus in an IP relationship, each party needs to emerge as being worthy of trust and confidence of the other It would be difficult to trust someone if their aspirations, beliefs, or styles of interacting appear to threaten our own Thus, people need to act in a proactive manner so that they can build trust by: 1. Managing Negative Emotions partners may feel negative emotions when they perceive a possibility of harm to their interests --This can be addressed by: (1)alter or remove emotion-provoking elements of the situation, (2) shift attention away from the emotion-provoking situation, (3) deal with the emotions already awakened by suitable method

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POSSIBILITY OF THREAT AND TRUST CONT


2. Facilitating Trust Through Threat regulation --threat regulation is a process that can signal ones trustworthiness, decrease negative emotional response, and prove social competencies required for future of the RP --Threat regulation requires: 1. Perspective Taking occurs when we orient ourselves to others thoughts and feelings about the risks they face 2. Threat Reducing Behavior implies actions on our part that intend to minimize or eliminate others perceptions that we might negatively impact their goals 3. Reflection assess and self-correct ones insufficient, inaccurate, or inappropriate threat reduction behaviors
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FIRO-B AN INSTRUMENT TO UNDERSTAND AN


INDIVIDUALS INTERPERSONAL ORIENTATION
People have different styles and preferences while relating to others Sometime their IP preferences are matching or complementary, other times it could be a mismatch FIRO-B (Fundamental Interpersonal Relationship OrientationBehavior) is a framework help determine the origin of differences in IP styles FIRO framework has two basic assumptions: 1. Every individual has three fundamental needs: inclusion, control, affection 2. Inclusion, affection, and control can help us predict and explain interpersonal phenomena
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FIRO-B CONT
Satisfaction of these needs require that a person achieve equilibrium in three different areas between the self and others, and At the level of experience and expression Inclusion --the concern is with whether a relationship has been formed with others, or whether others accept one in their circle or group --inclusion is concerned with whether a relation exists Control --control is an area that decides who gives orders and make decisions for whom in the RP --however, in control need the individual does not want to engage in reciprocal behavior, i.e., the person who likes to control others may not like to be controlled himself
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FIRO-B CONT
Affection --affection is accompanied with involvement, emotional attachment, and parties share feelings Three levels of IPR behaviors can exist in a relationship: 1. Deficient where the person is not directly trying to satisfy existing need 2. Excessive where the person constantly tries to satisfy the needs 3. Ideal where the need exists and is satisfied
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Interpersonal Styles FIRO B


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GROUPS AND TEAMS (10)


Learning Objectives:
Understand the meaning and importance of Groups and Teams Understand various types of groups and teams, and how groups are formed Understand the key differences between the concepts of groups and teams Explore the Synergy and Dysfunctions of Group working Explore the factors affecting Group performance Understand how the Teams can be made more effective
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OUTLINE
Teams Vs. Groups Types of Teams Stages of Team Development Team Composition Advantages and Disadvantages of Teams Role of Team Leader Role of Team members Understanding Group Dynamics Requirements for effective Team-B Team Building Interventions How to Motivate team Members to Perform to Their Full Potential Managing Team Conflict

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GROUPS VS. TEAMS


Any number of people who interact with one another, are psychologically aware of one another and perceive themselves to be a group In many cases, many people do not distinguish between the terms Groups and Teams, but there is a difference between the two Teams is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable
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How Groups are Formed?


Within the organization, formal groups are created officially, are designated by formal authority to serve a specific purpose
Formal groups include work groups and committees Informal groups emerge unofficially, are not officially organized or recognized by the company as having a specific reason why they exist

Informal groups are spontaneously created when the group members are located within close distance with each other, and interact more A cohort is a group of people who share a similar background and are pursuing similar goals

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Types of Groups

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Understanding Teams: How are teams different from groups?


The distinguishing feature of teams is that the leadership is essentially shared
Members have greater interdependence compared to work groups and shape collective or joint work products A team is motivated primarily by its purpose for performance, whereas the group is motivated by its leader

Team depends heavily on collective work products, single leader units depend heavily on individual work products
The team is better at stimulating personal growth among members, whereas a single leader unit is more time efficient
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Increasing Importance of Working Effectively in Teams


Importance of groups for Organizations
Decisions made by groups are effective and quick A richer perspective is obtained on any topic Productivity increases due to group decision making Enables harmonization of social and technical systems

Importance of groups for Individuals


The individual derives his/her identity through membership of groups as they invest into, commit themselves to and inter-lock different group membership Satisfy their needs for safety, belongingness, and esteem needs 58

TYPES OF TEAMS
Functional or /In-tact teams Cross-functional teams Self-managing teams Virtual teams Diverse teams Task forces

Team Compositions

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STAGES OF TEAM DEVELOPMENT


1. THE FIVE-STAGE MODEL (Tuckman, 1965) --FORM, STORM, NORM, PERFORM, ADJOURN Forming -- Team requires guidance and direction, team members are unclear about individual roles and responsibilities, heavy reliance on leader Storming Team members compete for positions, this stage is marked with conflict, power struggles, cliques, and factions. Members assess one another for trustworthiness, emotional comfort and acceptance, coaching style of leadership is best at this stage Norming -- Agreement and consensus among team members start to develop, roles and responsibilities become clear and accepted by members, focus turns from interpersonal relations to decision making, group addresses accountability issue, facilitative leadership is required shared by team members
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STAGES OF TEAM DEVELOPMENT CONT


Performing Team becomes clear about its mission and purpose. The group has successfully worked through the necessary interpersonal task, and authority issues, team makes decisions, disagreements are resolved positively, team requires a declarative and hands-off leader Adjourning Task is accomplished, members feel a sense of accomplishment, the leaders role is primarily recognizing the groups accomplishments 2. PUNCTUATED EQUILIBRIUM (Gersick, 1988) --PE model proposes that groups do not necessarily progress linearly from one step to another in a predetermined sequence --But alternate between periods of inertia with little visible progress toward goal achievement --punctuated by bursts of energy as the group develops, where majority of a groups work is accomplished
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ADVANTAGES OF TEAMS
1. 2. 3. 4. 5. Group Synergies group output is greater than the sum of outputs of individual members taken together Process Gains Group synergy creates more information, more objective evaluation, stimulates and encourages to perform better, creates learning opportunities for members Social Facilitation is an effect that causes individuals to perform better in the presence of others as they try to get attention of other team members, this is a predictable phenomenon Social Compensation -- (opposite of social loafing) social compensators feel compelled to contribute more to the collective goal in order to make up for the inadequate contributions of their coworkers Cohesion group cohesion can enhance job satisfaction for members and improve productivity, they are able to control and manage their members

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ROLES OF TEAM MEMBERS


Interpersonal Roles: Functional Roles: Initiator Finisher Information Seeker Coordinator Opinion Seeker Implementer Information Giver Monitor/Evaluator Opinion Giver Resource Investigator Elaborator Plant (source of new ideas) Critic Decision Maker Shaper (task leadership) Recorder Team Worker
Maintenance Roles:

Encourager
Gatekeeper

Mediator
Compromiser

Supporter Follower

Standard Setter
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UNDERSTANDING GROUP DYNAMICS


Group Properties: Roles, Norms, Status, Size, Cohesiveness Norms acceptable standards of behavior , common classes of norms include performance norms, appearance norms, social arrangement norms, allocation of resources norms Conformity norm desire to be accepted, group pressure Reference Groups People conform to the important groups to which they belong or hope to belong are called reference groups Status is a socially defined position or rank given to members by others based on status hierarchy Groupthink it describes a situation in which group pressures for conformity deter the group from critically appraising the unusual situation or an unpopular opinion
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Factor Affecting Team Effectiveness


Team creation and performance expectations Supporting Environment Small size Complementary skills Common levels of member commitment Measurement Criteria for Performance Clear Working Approach Strong Sense of mutual Accountability and Shared Leadership
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MEASURING TEAM EFFECTIVENESS


Team Effectiveness the extent to which a set of performance goals or desired outcomes are achieved, the means adopted for achieving results were sound, and the criteria for evaluating outcomes and the processes were valid Highly effective teams produce organizationally relevant performance outcomes at several levels: individual, group, business unit, and organization Systems Model of Team Effectiveness: Input (group context), output (effectiveness) Group Processes actions within and across groups that transform resources into a product Process behaviors are either maintenance behaviors that build, strengthen and regulate group life, or take behaviors aimed at accomplishing goals
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MODULE III

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Learning Objectives:
Understand The Idea Behind Analyzing Organizational Design Understand The Meaning And Significance Of Organizational Design Explore What Managers Can Achieve Through Organizational Design Understand The Factors Affecting Organizational Design Explore Trade-Offs Involved In And Ways To Achieve And Maintain Effective Organizational Designs Explore various structural options useful in enhancing organizational effectiveness
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ORGANIZATIONAL DESIGN: OUTLINE


Organizational Design: Meaning and definition Choosing Design Element
Structure, Systems and Processes, Values and Culture

Significance of Effective Organizational Design


What can go wrong if organizations are not properly designed

Organizational Contingencies Affecting Design


Environment, age, size, strategy, technology, people, culture

Factors of Organizational Design


Structural elements choices, process-related choices

Objectives of Organizational Design Retaining Design Effectiveness Factors Influencing Organizational Design in India
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ORGANIZATIONAL DESIGN: DEFINITION AND MEANING


It is the process by which managers create a specific type of organizational structure and culture so that a company can operate in the most efficient and effective way While the structural frame focuses on the configuration (the way the parts of something are arranged and fit together, pattern/arrangement/shape) of roles and relationships in an organization, cultural analysis provides a framework for discovering patterns of shared meaning There is no one best way to design an organization, it should be based on various environmental factors that are causing most uncertainty Four factors must be considered: environment, strategy, technology, and characteristics of its human resources Organizational design is a process that allows task, technological and social environments to interact in a complex and predictable way
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DEFINITION AND MEANING CONT


Design is the process by which managers make specific choices about components and arrangements that result in a particular kind of organizational structure, systems, processes, people, values, standardization, and formalization Organizational design has to do with how various design elements are chosen and maintained in-sync with one another so that as a set, they help organization achieve its desirable goals Organizational design should receive major attention early in the life of an organization when it is trying to develop an identity and strategy, and also during change The challenge facing all companies is to design a structure and culture that (1) motivate managers and employees to work hard and to develop supportive job behaviors and attitudes, (2) coordinate the actions of employees and functions to ensure they work together efficiently and effectively
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VARIOUS SYSTEMS AFFECTING STRUCUTRE AND PROCESSES

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AN EXAMPLE OF INFORMATION PROCESSING


The design implication of social information processing approach is that one needs to understand how information flows and is processed using social networks within the organization.

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FACTORS ON WHICH ORGANIZATIONAL DESIGN IS CONTINGENT


1. Environment It can range from stable to dynamic. Stability involves predictability, routine, conforming to the past, repetition, close control, high standardization and low readiness to make exceptions 2. Strategy, Technology, Scale, Complexity of Task Strategy formulation is a process which determines and schedules a coherent set of actions aimed at gaining sustainable advantage over the competition, improving position relative to the competitors or allocating resources 3. People and power 4. Shared values, beliefs and attitudes
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ELEMENTS OF ORGANIZATIONAL DESIGN


Based on the organizational environment some design choices would be more suitable and some will be precludes For example, pre-liberalized Indian business environment, with tight restrictions on license and control on expansion, would make an organic, or entrepreneurial design irrelevant There are many design choices available to managers, they fall in the following three categories: 1. Structural Elements Choices 2. Process-related Elements Choices 3. Values and Culture

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OBJECTIVES OF ORGANIZATIONAL DESIGN


Designing for strategic and operational management control Designing for Coordination and integration Designing for handling routine as well as non-routine information Designing for buffering the core of the organization from overload of information Designing for motivation and commitment Designing for innovation and flexibility
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OBJECTIVES OF ORGANIZATIONAL DESIGN CONT


1. DESIGN FOR STRATEGIC AND OPERATIONAL MANAGEMENT CONTROL --an effective design helps management retain both strategic as well as operational control over activities --Operational control is necessary for internal efficiency, and the satisfaction of customers employees, suppliers and other important stakeholders --strategic control is necessary to ensure the organizations long-term success --However, high control also leads to complexity, rigidity and slowness of the system as well as low motivation and commitment of the people --The design factors of a control system should make appropriate tradeoffs, considering the ideological as well as structural factors

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OBJECTIVES OF DESIGN CONT


2. DESIGNING FOR COORDINATION AND INTEGRATION --different people perform different tasks and roles in an org. managers need to integrate these differentiated activities so they can meet the collective goals 3. DESIGNING FOR HANDLING ROUTINE AS WELL AS NON-ROUTINE INFORMATION --org deal with high volume of both routine and non-routine info. Info. Must be gathered, generated and processed efficiently and made available to right people for quick decision making while buffering the core of the org from overload of information

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OBJECTIVES OF DESIGN CONT


4. DESIGNING FOR MOTIVATION AND COMMITMENT --org should be designed so that employees do not get de-motivated due to design constraints and restrictions such as too much specialization, isolation, lack of required control, or restriction on flexibility to change as required by the context --Also knowledge workers need to be managed and motivated differently then industrial workers, job design must use motivational approaches 5. DESIGNING FOR INNOVATION AND FLEXIBILITY --Innovation can be encouraged through structural as well as procedural design features, such as, tolerance for experimentation and associated errors and delays, respect for ideas wherever they come from, openness in communication
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RETAINING DESIGN EFFECTIVENESS


Organizations must retain effective design in the face of rapid change and growth. No single design variable is responsible for greater profitability, but a right balance of many variables at any given time What contributes to organizational effectiveness is how the various design elements fit together as a meaningful whole Changing the structure, systems and procedures is easy, but relinquishing the old patterns and embracing the new ones is impossible unless the beliefs and values change Organizations need to develop and monitor benchmarks to ensure stability and efficiency

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Retaining Design Effectiveness


Maximizing economic value of the operation, emphasize financial measures that focus improvement of bottom-line, focus financial performance of individual activity, use multi disciplinary teams, integrate data through MIS etc.

Factors the influence the structures of organizations in India


The owners need to realize that even their self interest is likely to be best served by taking better care of their workers. This is known as the position of enlightened self-interest Large, public sector organizations need to reduce their inability to generate appropriate return on their investment and adequate stream of income. They have an advantage in terms of power, access to resources and the infrastructure

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Learning Objectives:
Understand the Linkages Between the Design, Culture and Structure of Organizations Understand Briefly How Organizations Evolve Understand Different Choices of Structure of an Organization Anticipate the Implication of Structure on Behavior Outcomes Within the Organization and its Consequences
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OUTLINE -- ORGANIZATIONAL STRUCTURE


How does an Organizational Structure Evolve Structural Variables
--chain of command, span of control, hierarchy, delegation, specialization

Two Major Principles of Structure: Differentiation, Integration --vertical, horizontal, specialization, policies and procedures, Liaison role, direct contact Forms of Organizational Structure --functional structure --divisional structure --matrix structure --network, Boundaryless, virtual orgs --process-based orgs
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Elements of Organizational Structure

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MAJOR PRINCIPLES OF CREATING STRUCUTRE


1. Differentiation
Vertical differentiation (vertical differentiation is characterized by the number of hierarchical levels in the organization,) Horizontal differentiation (horizontal differentiation refers to the degree of differentiation between units based on the orientation of members, the nature of tasks they perform and their education and training)

2. Integration
Vertical Horizontal Formalization (extent to which jobs within the organization are specialized. The degree of formalization can vary widely between and within organizations) policies and procedures, SOPs Standardization Liaison role, direct contact, teams

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Creating Different Parts and Coordinating those in the Organization


The span of management control of the vertical span, concerns the number of levels in the organizational hierarchy Horizontally into sections, departments, or divisions, also known as departmentation
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STRUCTURAL VARIABLES
Chain of Command (The Scalar Principle Decision making authority and the chain of
command in an organization should flow in a straight line from the highest level to the lowest. The principle evolves from the principle of unity of command.)

Span of Control (This refers to the number of specialized activities or individuals


supervised by one person. Deciding the span of control is important for coordinating different types of activities effectively)

Hierarchy Delegation

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Forms of Organizational Structure


1. 2. 3. 4. 5. 6. Functional Structure Divisional Structure Matrix Structure Network OR Boundaryless Virtual Structure Process structure

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FUNCTIONAL STRUCUTRE
--Combining people based on functions requiring similar skills and knowledge

--Over time, departments develop their own specialization, time horizon, goals, frame of reference and jargon --Produces economies of scale and efficiencies --This model is not effective in handling growth as demands may originate from an increasing range of products, expanded territorial markets, differing segments or types of customers --As subunits become more specialized, the communication across units becomes more complex and difficult to understand --It also becomes difficult to specify the goals of the dept. and how they contribute to higher level objectives

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Functional Structure - begins to take shape in response to the need of the


organization to cater to the demand of the environment and the internal need to differentiate horizontally and specialize further even within functions

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DIVISIONAL STRUCUTRE
--Is required when an organization needs to pay greater attention to the expectations of customers and change in the environment --Drawback - The cost of creating smaller, flexible and operationally decentralized subunits with a duplication of many administrative, technical, and operational facilities --An alternative to this is a product division model, where administrative services are not duplicated --The benefits are planning, goal setting , and major decisions are more holistic keeping the interest of overall organization in mind

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Divisional Structure - This form makes sense when more important than
the economies of scale and efficiencies, is the need to pay attention to the expectations of the customers and the changes in the environment.

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MATRIX STRUCUTRE
--This is a good model if the organization involves

complex, fast and focused activities --Projects require the involvement and collaboration of experts in diverse areas in a time bound manner, once its over members move on to another project --It is a grid like structure in which functions are arranged horizontally and projects are lined up vertically. Thus, It retains the simplicity of a functional arrangement, yet enhances agility and flexibility --The project arrangement enables the organization to share the expertise of highly skilled employees --Because people from various disciplines and functions collaborate, it enhances the quality of solutions and innovation --problem this form uses minimal control mechanisms vertically, and rules and procedures are minimized, this can lead to conflict of priority between functional requirements and project requirements, clashes of demand create conflict and politics between functional and project heads --Continual role clarification and negotiation is necessary
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project-like, intense,

Matrix Structure - By nature, a project would require involvement and


collaboration of experts in diverse areas in a time-bound manner. Once the project is over, the expert might move on to another project. This is how the matrix form of the organizational structure evolved

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NETWORK OR BOUNDARYLESS STRUCUTRE


--A network organization evolves in response to a highly dynamic environment, presenting relatively short-lived opportunities --These opportunities require diverse areas of competence and organic development in a very short time --Several organizations from different sectors can be aligned in a new business and create contractual relationships to form a network --This arrangement can be seen in an org that is like a core or nucleus attracting several other bodies and keeping them together --Thus operationally it is sometimes difficult to distinguish where one org ends and the other starts in terms of collaboration and mutuality --This feature of network org has earned them the name Boundaryless orgs. --These orgs are created thru partnerships based on contracts and traditional mechanisms of control and coordination would have little impact if the partners begin to act in self-interest at the expense of others
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Networked or Clustered Structures, Boundaryless and Virtual Organizations - A networked organization generally evolves in response to a highly dynamic
environment presenting relatively short-lived opportunities

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VIRTUAL ORGANIZATIONS
--A virtual org is a collection of geographically distributed, functionally or culturally diverse entities that are linked by electronic forms of communication and rely on lateral, dynamic relations and coordination --For a large part, they do not need a physical set-up or a place where people go to work --Meetings can take place through the internet-based chat rooms and voiceover-internet facilities --They have a sharp edge due to speed and flexibility in operations and response time

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PROCESS-BASED ORGANIZATIONS
--Order fulfillment, customer acquisition, manufacturing, product development, accounts payable, post-sales service, are some of the most common business processes --A business process is collection of activities that take one or more kinds of input and creates an output that is of value to the customer --Each process is made of a series of sequential activities or tasks --These series of tasks are either value creating processes for the customer or they are enabling processes for value creation --Management processes integrate various value creation and enabling processes

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Process-based organizations have the customer at the fore, and a


dynamic view of he organizations creation & delivery of value. Operate through cross-functional process teams Who spend up to 8090% of their time for their core processes.

Figure 16.6.5: Process Based Organisation. Source: Henrikki Tikkanen, The Process Movement. A critical Review, LTA 1998, p. 204-226. Available at http://lta.hse.fi/1998/2/lta_1998_02_a4.pdf accessed on May 24, 2009. Reprodused with permission.

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How do Structures Evolve?


The Structure takes shape in response to what happens around it

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Learning Objectives
Understand the Meaning and Significance of Organizational Culture Understand How to Recognize Culture in an Organisation Explore What are Strong, Weak and Dominant Cultures Understand the Concept of Organizational Climate Discuss How Effective Cultures and Climate can be created Especially in The Context of Organizations in India
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OUTLINE -- ORGANIZATIONAL CULTURE


What is Organizational Culture (OC) Significance of OC Recognizing Culture in an Organization Types of OC How Effective OC can be Sustained How Culture can be changed? OC in India Organizational Climate

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DEFINITION AND MEANING OF OC


OC is equivalent to a personality to an individual It is the pattern of trait in an individual personality, their combination is what makes a personality not a single trait Basic assumptions are the bedrock of oc, where the basic assumptions shape values, which shape practices and behavior which is the visible part of the culture (Feldman, 1988) oc is a set of meanings created within the org but influenced by broader social and historical processes. Org members use these meanings norms, roles, plans, ideals, and ideas to make sense out of the flow of actions and events they experience
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RECOGNIZING OC
Culture is holistic concept that integrates different ideas and constructs in a meaningful whole It is historically determined on the basis of transactions between people in a given context, no culture can be planted in one day It is related to anthropological concepts, in the sense that OC is not free from the influence of national culture It is socially constructed, it cannot be product of a single persons efforts or perceptions It is soft It is fifficult to change

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Recognizing Culture in an Organization

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COMPONENTS OF CULTURE
Artifacts are the visible parts of the culture, they include: Physical artifacts, language, stories and myths, technology, visible traditions include unique symbols, heroes, rites and rituals, myths, ceremonies, and sagas People try to explore deeper meanings of these artifacts, which become clear by identifying the commonly shared beliefs as well as assumptions that support these beliefs One needs to probe deep enough to access the deepest, fundamental, yet largely taken for granted part

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COMPONENTS OF CULTURE CONT


Values values are at higher level of consciousness compared to assumptions They reflect the members shared opinion on how things should be When it comes to acting, these members may or may not act as per their values Values help members classify situations and actions as either desirable or undesirable

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COMPONENTS OF CULTURE CONT


Schein (1985) argues there are six types of assumptions that form a paradigm for an org: What is the truth in physical and social matters? The importance of time, how time is to be defined and measured? How space is to be owned and allocated, the symbolic meaning of space, boundaries of intimacy and privacy The intrinsic or ultimate aspects of human nature, whether the human nature is fundamentally good or bad or whether it can be perfected Organizations relationship with its environment, how much activity or passivity should be appropriate The right way for people to relate to each other, the appropriate way to distribute power and responsibilities, cooperation vs. competition, individualism vs. collaboration, the basis of leadership, conflict resolution, decision making
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Organizational Culture and its Significance

It is the organization's culture that tells what things members of the organization should pay attention to, how they react emotionally, and what actions they should take
Innovativeness Stability Attention to detail Respect for people Team orientation Outcome orientation
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Various dimensions of Organizational Culture


1. 2. 3. 4. 5. 6.

Types of Culture and Organizational Structure


1. Power culture: 2. Role culture:
This culture draws from the power and influence of a central figure or a select few such that power radiates form the power center like a web This culture is built on the basis of defined jobs, rules and procedures. This culture operates according to logic and rationality, and its strength lies in its functions or specialists

3. Task culture:

This culture is team or project oriented and adaptable. Focus is on problem-solving by pooling required resources and people from various parts of the firm on a temporary basis
The individual is the central point in the person culture. The organization exists to help the individual rather than the other way around

4. Person culture:

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Strong cultures and Weak cultures


Various authors characterize strong culture as:
More members of the organization display the shared traits more frequently and with greater commitment. Homogeneous, or uniform across the organization Stable across time and situations, etc.

The agreement that some organizations are superior in performance compared to their rivals is because of their effective organizational cultures, is theoretically considered quite a powerful macro level explanation for organizational performance This notion is also of great operational value to managers who can segregate pro-performance values, develop, communicate and reinforce them throughout the organization
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How Can Effective Culture Be Sustained?


Culture usually refers to a set of values and norms that helped the organization adapt effectively to its external environment, and kept it integrated internally Creation of artifacts that penetrate at various levels: By definition, values are beliefs that generate preferences Reinforcement of cultural messages through rewards system the deciding of who gets rewarded and why - is an unequivocal statement of organization's values Role modeling is done by usually the senior, more experienced and more powerful persons in the organization; who guide, support and even mentor the juniors The different elements of culture at various levels of visibility, articulation, manifestation and consciousness should be 117 consistent among themselves and coherent as a set

Managing Cultural Effectiveness in Organizations in India


A typical culture in an organization in India is characterized by:
Affinitive and showing marked preference for personalized relationships over contractual ones Prone to dependency and the work ethic of aram-se (at ease), chalta hai(its fine): low work and high leisure Hierarchy, status and authority oriented Affection-deference relationships within in-groups and likely nepotism and Power-play Governed by social models and beliefs of responsibility, authority, equality, and interpersonal relationships even in the work context Emphasis on applying parent-child model to bosssubordinate relationship, expectation of directiveness from boss and obedience from the subordinate
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Managing Cultural Effectiveness in Organizations in India


Creating commitment to super-ordinate goals Creating tolerance for dissent

Encouraging participative decision-making


Emphasizing ethics and developing norms for ethical conduct Use of training and development
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ORGANIZATIONAL CLIMATE
How employees perceive different aspects of their environment that directly impacts how well they do their jobs These dimensions generally include the member's collective perceptions about autonomy, trust, cohesiveness, support, recognition, innovation and fairness within their organizations It is believed that climate perceptions directly affect the organizational effectiveness Roughly 30% of variance in key business performance measures can be explained by organizational climate

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Organizational Climate

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