Valence: The value a person laces on the rewards he or she expects to receive from an organization.

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TYPES OF COMMITMENT . AFFECTIVE ! WILLINGNESS TO STAY AS A MEMBER . CONTINUANCE ! RELATED WITH ALTERNATIVES . NORMATIVE ! RELATED WITH PERSONALITY

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MUZAFER SHERIF . ROBBERS CAVE EXPERIMENT GROUP COHESIVENESS (1) When individuals having no . GREATER INTERACTION established relationships are broughtMUTUAL HELP AND . together to interact in group activities UNDERSTANDING with common goals, they produce. SOCIAL SATISFACTION a group structure with hierarchical . LOWER TURNOVER AND statuses and roles within it. ABSENTEEISM (2) If two in-groups thus formed are HIGHER PRODUCTION . brought into functional relationship GREATER CO-OPERATION . under conditions of competition and CONTRIBUTION TO THE . group frustration, attitudes and PROMOTION OF MORALE appropriate hostile actions in relation GUVEN to the out-group and its members will arise and will be standardized and Social loafing - tendency to n shared in varying degrees by group expend less effort in a group members. than as an individual GUVEN

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ENCOURAGE COHESIVENESS n Make the group smaller n Encourage agreement on group goals n Increase the time spent together n Increase the status and perceived difficulty of group membership n Stimulate competition with other groups n Give rewards to the group rather than members n Physically isolate the group GUVEN TEAM COHESIVENESS . MEMBER SIMILARITY . TEAM SIZE . MEMBER INTERACTION . SOMEWHAT DIFFICULT ENTRY . TEAM SUCCESS . EXTERNAL COMPETITION AND CHALLENGES

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BLAKE AND MOUTONS MANAGERIAL GRID

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SITUATIONAL APPROACH . DIFFERENT SITUATIONS DEMAND DIFFERENT KINDS OF LEADERSHIP . AN EFFECTIVE LEADER ADAPT HIS / HER STYLE TO THE DEMANDS OF DIFFERENT SITUATIONS . LEADER EVALUATE EMPLOYEES ! HOW THEY ARE COMPETENT ! HOW THEY ARE COMMITTED TO PERFORM A GIVEN TASK . LEADER MATCH HIS / HER STYLE TO THE COMPETENCE AND COMMITMENT LEVEL OF THE SUBORDINATES GUVEN

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FIEDLERS CONTEINGECY THEORY

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