Professional Documents
Culture Documents
Halo Effect:
The halo effect [Murphy & Anhalt, 1992] occurs when we draw a general
impression on the basis of a single characteristic. For example, while
appraising the lecture, students may give prominence to a single trait,
such as enthusiasm and allow heir evaluation to be tainted by how they
judge the instructor on that trait which stood out prominently in their
estimation of that person. Research suggests that it is likely to be most
extreme when the traits to be perceived are ambiguous in behavioural
terms, when the traits have moral overtones, and when he perceiver is
judging traits with which he or she has had limited experience.
Selective Perception:
Any characteristic that makes a person, object, or event stand out will
increase the probability that it will be perceived. It is impossible for an
individual to internalise and assimilate everything that is seen. Only
certain stimuli can be taken in selectively. Selectivity works as a shortcut
in judging other people by allowing us to “speed-read” others, but mot
without the risk of drawing an inaccurate picture. The tendency to see
what we want to see can make us draw unwarranted conclusions from an
ambiguous situation.
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beloved ones. He got confused about his rightful duty. Due to this heat of
non strength, he refused to join the battle. In this context lord Krishna
who played the chariot to Arjuna advised him to become the steady
minded person. He also told that an individual achieved his/her goal only
when the mind becomes steady, poised and balanced. This concept talks
about a unique interdependence between emotion and intelligence for
effective decision making which was most essential in excelling in every
sphere of life.
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for others, take their perspective and to treat people according to their
emotional reactions. Social skills are the ability to build rapport and to
manage relationships with people. People having the skill are very
effective persuasiveness and team management. Social skills are the
culmination of all other components of emotional intelligence.
Emotional Intelligence
Motivation
The important stages through which the group formation passes are
described below.
a. Forming:
In this stage the members are entering the group. The main concern is to
facilitate the entry of the group members. The individuals entering are
concerned with issues such as what the group can offer them, their
needed contribution, similarity to their personal needs, goals and group
goals, the acceptable normative and behavioural standards expected for
group membership and recognition for doing the work as a group.
b. Storming:
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This is a turbulent phase where individuals try to basically form coalitions
and cliques to achieve a desired status within the group. Members go also
through the process of identifying to their expected role requirements in
relation to group requirements. In the process, membership expectations
tend to get clarified, and attention shifts toward hurdles coming in the
way of attaining group goals. Individuals begin to understand and
appreciate each other’s interpersonal styles, and efforts are made to find
ways to accomplish group goals, while also satisfying individual needs.
c. Norming:
From the norming stage of group development, the group relay begins to
come together as a coordinated unit. At this point, close relationship
develop and the group shows cohesiveness. Group members will strive to
maintain positive balance at this stage.
d. Performing:
The group now becomes capable of dealing with complex tasks and
handling internal disagreements in novel ways. The structure is stable,
and members are motivated by group goals and are generally satisfied.
The structure is fully functional and accepted at this stage. Group energy
makes a transition from members focus on getting to know and
understand each other to performing. For permanent work groups,
performing is the last stage in their development.
e. Adjourning:
Groups do not always proceed clearly from one stage to the next.
Sometimes several stages go on simultaneously, as when groups are
storming and performing. Groups may at times regress to earlier stages.
Another problem is that it ignores organisational context. For instance, a
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study of a cockpit crew in an airliner found that, within 10 minutes, three
strangers assigned to fly together for the first time had become a high
performing group. The rigid organisational context provides the rules,
task definitions, information and resources required for the group to
perform effectively.
Formal Power:
a. Coercive Power:
b. Reward Power:
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Utilising rewards to achieve influence varies according to the skills of the
manager.
c. Legitimate Power:
a. Information Power:
This type of power is derived from access to and control over information.
When people have needed information, others become dependent on
them. Normally, higher the level, the more information would be accesses
by managers.
Personal Power:
a. Expert Power:
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b. Rational Power:
c. Reference Power:
d. Charismatic Power:
• Importance
• Scarcity
• Non-suitability
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the organisation. The awareness of the problem includes knowledge of
the possible organisational problems of growth, human satisfaction, the
usage of human resource and organisational effectiveness.
Data Collection: Having understood the exact problem in this phase, the
relevant data is collected through personnel interviews, observations, the
usage of human resource and questionnaires.
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High or low levels of stress sustained over long periods of time can lead
to reduced employee performance, thus this requires action by
management.
i. Individual approaches:
○ Handling the most demanding part of your job during the high
part of your cycle when you are most alert and productive.
i. Organisational approaches:
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• Improved organisational communication helps in creating transparency
in organisation and reducing confusion and stress levels.
There is no single level of stress that is optimal for each individual. We all
are motivated, distressed by different levels of simulation in a given
situation. How much resilience a person can exhibit while handling
stressful situations, would vary across individuals as they are likely to
differ in their psychological responses to it. Researchers have shown the
following regarding the capabilities of handling stress:
• The person who enjoys arbitrating disputes and moves from job site to
job site would be stressed in a job which was stable and routine.
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Notice what causes distress, ignoring them is not a solution. Listing
out all the events that cause distress is important.
Slow, deep breathing will bring your heart and respiration back to
normal. Relaxation techniques can reduce muscle tension. Electronic
biofeedback can help you gain voluntarily control over such things as
muscle tension. However these alone cannot do the job. Learning to
moderate these reactions on our own is a desirable solution in the long
run.
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• Maintaining emotional reserves:
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