Escolar Documentos
Profissional Documentos
Cultura Documentos
VIDU SONI
OB STUDENT PPT, PART II MBA (F & B), JUNE 30
BLANK
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
5
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).
Personality as viewed by self and others: (A) Traits and Affectivity (B) Core self evaluations
Genetic Influences
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
11
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
12
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
13
14
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
15
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
16
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
17
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)
18
26
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
27
29
30
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
31
Feedback Other people around us ca offer new information about self which is necessary for developing alternative perspectives on problems and evaluate our experiences
32
33
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
34
JOHARI WINDOW
THINGS I KNOW ABOUT THINGS I DONT KNOW MYSELF ABOUT MYSELF THINGS OTHERS KNOW ABOUT ME
OPEN ARENA
BLIND ARENA
HIDDEN ARENA
UNKNOWN ARENA
Individual Trait
BLANK MODULE II
37
--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
40
45
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
48
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
49
BLANK
51
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
53
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
55
Types of Groups
56
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
57
TYPES OF TEAMS
Functional or /In-tact teams Cross-functional teams Self-managing teams Virtual teams Diverse teams Task forces
Team Compositions
59
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
62
Encourager
Gatekeeper
Mediator
Compromiser
Supporter Follower
Standard Setter
63
BLANK
67
MODULE III
68
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
69
Objectives of Organizational Design Retaining Design Effectiveness Factors Influencing Organizational Design in India
70
73
74
76
77
79
80
82
83
BLANK
84
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
85
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
86
87
88
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
89
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.)
Hierarchy Delegation
91
92
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
93
94
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
95
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.
96
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
97
project-like, intense,
98
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
100
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
101
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
102
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.
103
104
BLANK
105
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
106
107
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
109
110
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
111
112
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
114
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:
115
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
116
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
120
Organizational Climate
121
BLANK
122