Historical‌‌Evolution‌‌of‌‌Organisation‌‌Behavior‌ 

‌
 ‌
Scientific‌  ‌Management‌  ‌- ‌ ‌A ‌ ‌theory‌  ‌of‌  ‌management‌  ‌which‌  ‌analyses‌  ‌and‌  ‌synthesises‌‌  
workflows.‌  ‌It‌  ‌sought‌  ‌(attempt‌  ‌to‌  ‌find)‌  ‌to‌  ‌improve‌  ‌productivity‌  ‌by‌  ‌rationalising‌  ‌the‌  ‌work,‌  ‌by‌‌  
introducing‌‌the‌‌various‌‌wages‌‌and‌‌incentive‌‌plans.‌  ‌
 ‌
Principle‌  ‌of‌  ‌Scientific‌  ‌Management‌‌   was‌‌  given‌‌
  by‌‌
  ‌Frederick‌‌   W.‌‌  Taylor.‌‌   This‌‌   laid‌‌
  out‌‌
 
Taylor's‌  ‌views‌  ‌on‌  ‌principles‌  ‌of‌  ‌scientific‌  ‌management,‌  ‌or‌  ‌industrial‌  ‌era‌  ‌organization‌  ‌and‌‌  
decision‌‌theory.‌  ‌
 ‌
Trade‌  ‌Union‌  ‌- ‌‌An‌‌   organisation‌‌   of‌‌
  workers‌‌   who‌‌  come‌‌  together‌‌   in‌‌  order‌‌   to‌‌   achieve‌‌   common‌‌  
goals‌  ‌together‌  ‌e.g‌  ‌pay‌  ‌hike,‌  ‌increase‌  ‌the‌  ‌number‌  ‌of‌  ‌employees,‌  ‌better‌‌   working‌‌   conditions‌‌  
etc.‌  ‌
 ‌
Multinational‌  ‌Company‌  ‌- ‌ ‌A ‌ ‌corporation‌  ‌or‌  ‌enterprise‌  ‌that‌  ‌manages‌  ‌its‌  ‌production‌  ‌or‌‌  
delivery‌‌in‌‌multiple‌‌countries,‌‌called‌‌multinational‌‌companies.‌  ‌
 ‌
Ethical‌  ‌management‌  ‌refers‌  ‌to‌‌   corporate‌‌   management‌‌   that‌‌   not‌‌   only‌‌   fulfills‌‌   economic‌‌   goals‌‌ 
and‌  ‌legal‌  ‌responsibilities,‌  ‌but‌  ‌also‌  ‌meets‌  ‌the‌  ‌ethical/moral‌  ‌expectations‌‌   imposed‌‌   by‌‌   social‌‌ 
norms‌‌   in‌‌
  conducting‌‌   business.‌‌   There‌‌   are‌‌
  four‌‌  main‌‌
  principles‌‌   of‌‌  ethical‌‌   management‌‌  which‌ 
are‌  ‌: ‌ ‌Respect‌  ‌for‌  ‌each‌  ‌employee,‌  ‌Mutual‌  ‌respect,‌  ‌Procedural‌  ‌fairness‌  ‌& ‌ ‌Decision‌  ‌making‌‌  
transparency.‌  ‌
 ‌
Corporate‌  ‌Social‌  ‌Responsibility‌  ‌(CSR)‌  ‌is‌  ‌a ‌ ‌concept‌  ‌that‌  ‌suggests‌  ‌responsibility‌  ‌of‌‌  
corporations‌  ‌operating‌  ‌within‌  ‌society‌  ‌to‌  ‌contribute‌  ‌towards‌  ‌economic,‌  ‌social‌  ‌and‌‌  
environmental‌‌development‌‌that‌‌creates‌‌positive‌‌impact‌‌on‌‌society.‌  ‌
 ‌
Illumination‌‌   Experiment‌‌   ‌began‌‌   in‌‌
  1924.‌‌
  It‌‌
  consisted‌‌  of‌‌
  a ‌‌series‌‌  of‌‌
 studies‌‌  of‌‌
 test‌‌ groups‌‌  in‌‌
 
which‌  ‌the‌  ‌levels‌  ‌of‌  ‌illumination‌  ‌varied‌  ‌but‌  ‌the‌  ‌conditions‌  ‌were‌  ‌held‌‌   constant.‌‌   The‌‌   purpose‌‌  
behind‌  ‌it‌  ‌was‌  ‌to‌  ‌examine‌  ‌the‌  ‌relation‌  ‌of‌  ‌the‌  ‌quality‌  ‌and‌  ‌quantity‌  ‌of‌  ‌illumination‌  ‌to‌  ‌the‌‌  
efficiency‌‌of‌‌workers.‌  ‌
 ‌
Understanding‌‌Organisational‌‌Behaviour.‌  ‌
 ‌
Organisation‌  ‌behavior‌‌   ‌is‌‌
  mainly‌‌
  concerned‌‌   with‌‌   the‌‌
  study‌‌
  of‌‌
  human‌‌   behavior‌‌   at‌‌
  worker,‌‌  it‌‌
 
studies‌‌  behavior‌‌  within‌‌
  the‌‌  parameters‌‌  of‌‌
 an‌‌
 organisation.‌‌  This‌‌  includes‌‌  study‌‌
 of‌‌ a ‌‌individual‌‌  
behavior‌‌to‌‌determine‌‌how‌‌he‌‌behave‌‌in‌‌alone‌‌and‌‌how‌‌he‌‌behaves‌‌in‌‌a‌‌group.‌  ‌
 ‌
Model‌‌  of‌‌
  organisational‌‌  behavior‌‌   are‌‌  developed‌‌  by‌‌  ‌keith‌‌
 Davis.‌‌  ‌Keith‌‌
 Davis‌‌  recognizes‌‌  four‌‌  
different‌‌models‌‌of‌‌organizational‌‌behavior.‌  ‌
 ‌
Custodial‌  ‌- ‌ ‌The‌  ‌basis‌  ‌of‌  ‌this‌  ‌model‌  ‌is‌  ‌economic‌  ‌resources‌  ‌with‌  ‌a ‌ ‌managerial‌‌  
orientation‌‌of‌‌money.‌  ‌
Supportive‌  ‌- ‌ ‌The‌  ‌basis‌  ‌of‌  ‌this‌‌
  model‌‌  is‌‌
  leadership‌‌   with‌‌  a ‌‌managerial‌‌   orientation‌‌   of‌‌ 
support.‌  ‌
 Autocratic‌  ‌- ‌ ‌The‌  ‌basis‌  ‌of‌  ‌this‌  ‌model‌  ‌is‌  ‌power‌  ‌with‌  ‌a ‌ ‌managerial‌  ‌orientation‌  ‌of‌‌  
authority.‌  ‌
Collegial‌  ‌- ‌ ‌The‌  ‌basis‌  ‌of‌  ‌this‌  ‌model‌  ‌is‌  ‌partnership‌  ‌with‌  ‌a ‌ ‌managerial‌  ‌orientation‌  ‌of‌‌
 
teamwork.‌  ‌
 ‌

 ‌
 ‌
Fundamental‌  ‌concepts‌  ‌of‌  ‌organisation‌  ‌behavior‌  ‌revolve‌  ‌around‌  ‌the‌  ‌nature‌  ‌of‌  ‌human‌‌  
beings‌‌   and‌‌  nature‌‌
  of‌‌
  the‌‌
 organisation.‌‌  This‌‌
 fundamentals‌‌  helps‌‌
 the‌‌  managers‌‌  to‌‌
 understand‌‌  
some‌‌basics‌‌of‌‌human‌‌beings‌‌at‌‌work.‌  ‌
 ‌
Theory‌‌X‌‌–‌‌people‌‌dislike‌‌work,‌‌have‌‌little‌‌ambition,‌‌and‌‌are‌‌unwilling‌‌to‌‌take‌‌responsibility.‌  ‌
 ‌
Theory‌  ‌Y ‌ ‌assumes‌  ‌that‌  ‌employees‌  ‌are‌  ‌happy‌  ‌to‌  ‌work‌  ‌and‌  ‌will‌  ‌take‌  ‌on‌  ‌additional‌  ‌duties‌‌
 
without‌‌being‌‌forced‌‌to.‌  ‌
 ‌
The‌‌Fundamentals‌‌concepts‌‌are‌‌under‌‌under:-‌  ‌
Individual‌  ‌differences‌  ‌tell‌  ‌us‌  ‌that‌  ‌when‌  ‌it‌  ‌comes‌  ‌to‌  ‌understanding‌  ‌and‌  ‌solving‌  ‌the‌‌  
behavioural‌‌problems,‌‌there‌‌can’t‌‌be‌‌a‌‌standard‌‌solution.‌  ‌
 ‌
Concept‌‌   of‌‌
  ‌whole‌‌
  person‌‌   ‌says‌‌
  that‌‌
 the‌‌
 happening‌‌  in‌‌
 life‌‌
 beyond‌‌  the‌‌  organisation,‌‌  effect‌‌
 the‌‌
 
work‌‌behavior‌‌of‌‌an‌‌employee‌‌inside‌‌of‌‌the‌‌organisation.‌  ‌
 ‌
Concept‌‌   of‌‌
 ‌Motivation‌‌  i.e.‌‌
 caused‌‌  behaviour‌‌  ‌says‌‌
 that‌‌ a ‌‌manager‌‌  should‌‌ be‌‌  role‌‌
 model‌‌  for‌‌
 
their‌  ‌subordinates‌  ‌as‌  ‌manager’s‌  ‌behavior‌  ‌can‌  ‌directly‌  ‌influence‌  ‌the‌  ‌behavior‌  ‌of‌  ‌their‌‌  
employee.‌‌    ‌
 ‌
Organisation‌  ‌model‌  ‌refers‌  ‌to‌  ‌the‌  ‌structure‌  ‌of‌  ‌organisation,‌  ‌it‌  ‌defines‌  ‌an‌  ‌organisation‌‌  
through‌  ‌its‌  ‌framework,‌  ‌including‌  ‌line‌  ‌of‌  ‌authority,‌  ‌communication,‌  ‌duties‌  ‌and‌  ‌resource‌‌  
allocation.‌  ‌
 ‌
 ‌
 Perception‌  ‌
 ‌
Perception‌  ‌can‌  ‌be‌  ‌defined‌  ‌as‌  ‌a ‌ ‌process‌  ‌which‌  ‌involves‌  ‌seeing,‌  ‌receiving,‌  ‌selecting,‌‌  
organising,‌‌interpreting‌‌and‌‌giving‌‌meaning‌‌to‌‌the‌‌environment.‌  ‌
 ‌
Sub‌‌process‌‌of‌‌perception‌‌as‌‌under:-‌  ‌
Stimuli‌‌   ‌is‌‌
  an‌‌
  event‌‌
  that‌‌
  influences‌‌
  the‌‌  behaviour‌‌
  of‌‌
  an‌‌
  individual‌‌
  to‌‌
 react‌‌
 to‌‌
 him‌‌
 in‌‌
 a ‌‌
certain‌‌way.‌‌   ‌
 ‌
Registration‌  ‌involves‌  ‌the‌  ‌physiological‌  ‌mechanism‌  ‌including‌  ‌both‌  ‌sensory‌  ‌and‌‌  
neural.‌‌   ‌
 ‌
Interpretation‌  ‌is‌  ‌a ‌ ‌highly‌  ‌crucial‌  ‌sub-process,‌  ‌this‌  ‌includes‌  ‌other‌  ‌psychological‌‌ 
process‌‌assist‌‌in‌‌perceptual‌‌interpretation.‌‌    ‌
 ‌
Feedback‌i‌s‌‌important‌‌interpreting‌‌the‌‌perceptual‌‌event‌‌data.‌‌    ‌
 ‌
As‌  ‌a ‌ ‌Consequence‌  ‌of‌  ‌perception,‌  ‌individuals‌  ‌respond‌  ‌to‌  ‌work‌  ‌demands.‌  ‌These‌‌  
sub-processes‌‌indicate‌‌the‌‌complexity‌‌of‌‌perception.‌‌    ‌
 ‌

 ‌
 ‌
 ‌
The‌‌factors‌‌that‌‌influence‌‌perception‌‌are‌‌of‌‌two‌‌kinds‌‌–‌i‌nternal‌‌and‌‌external‌  ‌
 ‌
External‌‌attention‌‌factors‌  ‌
 ‌
Intensity,‌‌Size,‌‌Contrast,‌‌Repetition,‌‌Motion,‌‌Novelty‌‌and‌‌familiarity‌  ‌
 ‌
Internal‌‌set‌‌factors‌  ‌
 ‌
Habit,‌‌Motivation‌‌and‌‌interest,‌‌Learning,‌‌Organizational‌‌role‌‌and‌‌specialization:‌  ‌
 ‌
Perceptual‌‌   Set‌‌
  ‌is‌‌
  a ‌‌tendency‌‌   to‌‌
  perceive‌‌  some‌‌  aspect‌‌
 of‌‌
 available‌‌
 sensory‌‌ data‌‌ and‌‌
 ignore‌‌
 
others.‌   ‌ ‌
 ‌
Perceptual‌‌   Defense‌‌   ‌is‌‌
  a ‌‌process‌‌   by‌‌
  which‌‌  it‌‌
  is‌‌
  through‌‌
  that‌‌
  certain‌‌
  stimuli‌‌
  is‌‌
 not‌‌
 perceived‌‌
 
or‌‌distorted‌‌due‌‌to‌‌their‌‌offensive‌‌nature.‌‌    ‌
 ‌
 Personality‌‌
   ‌
 ‌
Personality‌  ‌is‌  ‌defined‌  ‌as‌  ‌the‌  ‌characteristic‌  ‌sets‌  ‌of‌  ‌behaviors,‌  ‌cognitions,‌  ‌and‌  ‌emotional‌‌  
patterns‌‌that‌‌evolve‌‌from‌‌biological‌‌and‌‌environmental‌‌factors.‌‌    ‌
Every‌  ‌individual‌  ‌has‌  ‌a ‌ ‌unique,‌  ‌personal‌  ‌and‌  ‌major‌‌   determinant‌‌   of‌‌
  his‌‌
  behavior‌‌  that‌‌
 
defines‌  ‌his/her‌  ‌personality.‌  ‌Personality‌  ‌represents‌  ‌the‌  ‌whole‌  ‌person.‌  ‌This‌  ‌includes‌‌  
perception,‌‌ learning,‌‌  physique‌‌  and‌‌  a ‌‌lot‌‌
 more‌‌  of‌‌
 a ‌‌person.‌‌
 This‌‌ includes‌‌  perception,‌‌  learning,‌‌  
physique‌‌and‌‌a‌‌lot‌‌more‌‌of‌‌a‌‌person.‌‌    ‌
 ‌
Heredity‌‌and‌‌environment‌a ‌ re‌‌major‌‌determinants‌‌of‌‌individual‌‌personality.‌‌    ‌
 ‌
Determinants‌‌of‌‌personality‌o ‌ f‌‌individual‌‌are‌B ‌ iological,‌‌cultural,‌‌Familial‌‌&‌‌Situational.‌‌    ‌
 ‌
Personality‌‌theories‌‌are‌‌grouped‌‌under‌‌five‌‌heads:-‌  ‌
1. Intrapsychic‌‌   theory‌‌   - ‌‌Sigmund‌‌   Freud's‌‌   psychoanalytic‌‌   theory‌‌
  of‌‌
  personality‌‌   argues‌‌  
that‌‌
  human‌‌   behavior‌‌   is‌‌  the‌‌
  result‌‌  of‌‌
 the‌‌
 interactions‌‌  among‌‌  three‌‌ component‌‌  parts‌‌  of‌‌
 
the‌‌mind:‌‌the‌‌id,‌‌ego,‌‌and‌‌superego.‌  ‌

 ‌
 ‌
The‌  ‌ID‌  ‌is‌  ‌the‌  ‌set‌  ‌of‌  ‌uncoordinated‌  ‌instinctual‌  ‌trends,‌  ‌the‌  ‌ego‌  ‌is‌  ‌the‌  ‌organised,‌‌
 
realistic‌‌part‌‌and‌‌the‌s ‌ uperego‌p ‌ lays‌‌the‌‌critical‌‌and‌‌moralising‌‌role.‌‌    ‌
 ‌
 2. Type‌  ‌Theories‌  ‌- ‌ ‌Personality‌  ‌types‌  ‌are‌  ‌groups‌  ‌of‌  ‌traits‌  ‌that‌  ‌are‌  ‌thought‌  ‌to‌  ‌always‌‌  
occur‌‌   together.‌‌   Type‌‌   theory,‌‌
  then,‌‌   is‌‌
  the‌‌
  belief‌‌  that‌‌
  an‌‌
  individual's‌‌
 personality‌‌  can‌‌  be‌‌
 
quantified‌‌into‌‌a‌‌few‌‌unique‌‌categories.‌  ‌
3. Trait‌  ‌Theories‌‌   - ‌‌Trait‌‌
  theorists‌‌
  are‌‌   primarily‌‌   interested‌‌   in‌‌
  the‌‌
  measurement‌‌   of‌‌
  traits,‌‌
 
which‌‌can‌‌be‌‌defined‌‌as‌‌habitual‌‌patterns‌‌of‌‌behavior,‌‌thought,‌‌and‌‌emotion.‌  ‌
4. Social‌  ‌Learning‌  ‌Theory‌  ‌- ‌ ‌Social‌  ‌learning‌  ‌theory‌  ‌is‌  ‌the‌  ‌view‌  ‌that‌  ‌people‌  ‌learn‌  ‌by‌‌  
observing‌‌others.‌  ‌
5. Self‌  ‌Theory‌  ‌- ‌ ‌This‌  ‌is‌  ‌defined‌  ‌as‌  ‌"the‌  ‌organized,‌  ‌consistent‌  ‌set‌  ‌of‌  ‌perceptions‌‌   and‌‌
 
beliefs‌‌about‌‌oneself‌  ‌
 ‌
Locus‌  ‌of‌  ‌control‌  ‌- ‌ ‌This‌  ‌theory‌  ‌refers‌  ‌to‌  ‌an‌  ‌individual‌  ‌believing‌  ‌that‌  ‌they‌  ‌can‌  ‌control‌  ‌the‌‌
 
event‌‌which‌‌is‌‌affecting‌‌them.‌  ‌
 ‌
Dogmatism‌  ‌refers‌  ‌to‌  ‌the‌  ‌rigidity‌  ‌of‌  ‌a ‌ ‌person’s‌  ‌beliefs.‌  ‌high-dogmatic‌  ‌(HD)‌  ‌individuals‌  ‌are‌‌  
close-minded,‌  ‌and‌  ‌the‌  ‌low-dogmatic‌  ‌(LD)‌  ‌person‌  ‌is‌  ‌open-minded.‌  ‌The‌  ‌highly‌  ‌dogmatic‌‌  
individual‌‌perceives‌‌the‌‌world‌‌as‌‌a‌‌threatening‌‌place‌  ‌
 ‌
 ‌
 ‌
Attitude‌  ‌
 ‌
Attitude‌‌   and‌‌
  behavior‌‌  are‌‌   two‌‌  quite‌‌
 different‌‌  things.‌‌
 Attitude‌‌  is‌‌
 a ‌‌person's‌‌
 inner‌‌ thoughts‌‌  and‌‌  
feelings,‌  ‌while‌  ‌behavior‌  ‌is‌  ‌usually‌  ‌an‌  ‌outward‌  ‌expression‌  ‌of‌  ‌attitude,‌  ‌but‌  ‌the‌  ‌two‌  ‌are‌  ‌not‌‌  
always‌‌related.‌‌Attitudes‌‌help‌‌people‌‌to‌‌adapt‌‌to‌‌their‌‌work‌‌environment.‌  ‌
 ‌
A‌  ‌person‌  ‌can‌  ‌have‌  ‌thousands‌  ‌of‌  ‌attitudes.‌  ‌But‌  ‌OB‌  ‌focuses‌  ‌on‌  ‌a ‌ ‌limited‌  ‌number‌  ‌of‌‌  
job-related‌‌attitudes‌  ‌
 ‌
● Job‌‌Satisfaction‌  ‌
● Job‌  ‌Involvement‌  ‌(the‌  ‌degree‌  ‌to‌  ‌which‌  ‌person‌  ‌identifies‌  ‌with‌  ‌his‌  ‌or‌  ‌her‌  ‌job‌  ‌and‌‌  
actively‌‌participates‌‌in‌‌it)‌  ‌
● Organizational‌  ‌commitment‌  ‌(an‌  ‌indicator‌  ‌of‌  ‌loyalty‌  ‌to,‌  ‌and,‌  ‌identification‌  ‌with‌  ‌the‌‌  
organization).‌  ‌
 ‌
Attitude‌‌   and‌‌
  Prejudices‌‌   ‌People‌‌   have‌‌   both‌‌  positive‌‌
 and‌‌  negative‌‌  attitudes‌‌
 towards‌‌  different‌‌  
things.‌  ‌Attitudes‌  ‌could‌  ‌be‌  ‌in‌  ‌favor‌  ‌of‌  ‌something‌  ‌or‌  ‌not‌  ‌in‌  ‌favor‌  ‌of‌  ‌something.‌  ‌And,‌  ‌on‌  ‌the‌‌
 
other‌  ‌hand,‌  ‌prejudice‌  ‌is‌  ‌a ‌ ‌prejudgment‌  ‌of‌  ‌something‌  ‌without‌  ‌really‌  ‌knowing‌  ‌the‌  ‌facts‌  ‌or‌‌  
having‌‌exposed‌‌to‌‌the‌‌reality‌‌of‌‌a‌‌situation.‌‌    ‌
Prejudice/‌‌   Bias‌‌  ‌is‌‌
  also‌‌  known‌‌   as‌‌
  a ‌‌prejudgment/‌‌   bias‌‌   and‌‌  consists‌‌
  of‌‌
  thoughts‌‌   and‌‌ 
feelings‌  ‌regarding‌  ‌a ‌ ‌specific‌  ‌group.‌  ‌This‌  ‌type‌  ‌of‌  ‌behavior‌  ‌can‌  ‌be‌  ‌detrimental‌  ‌to‌  ‌an‌‌  
organization's‌  ‌overall‌  ‌success.‌  ‌Cognitive‌  ‌prejudice‌  ‌refers‌  ‌to‌  ‌what‌  ‌people‌  ‌believe‌  ‌is‌  ‌true,‌‌  
affective‌  ‌prejudice‌  ‌points‌  ‌to‌  ‌people‌  ‌like‌  ‌and‌  ‌dislikes,‌  ‌Conative‌  ‌prejudice‌  ‌refers‌  ‌to‌  ‌how‌‌  
people‌‌inclined‌‌to‌‌behave.‌  ‌
  ‌ ‌
Behavior‌‌   ‌is‌‌
  the‌‌   actions‌‌   and‌‌   mannerisms/‌‌   manner‌‌   made‌‌   by‌‌
 individuals,‌‌  organisms,‌‌  systems‌‌  
or‌  ‌artificial‌  ‌entities‌  ‌in‌‌  conjunction/‌‌   combination‌‌   with‌‌
  themselves‌‌   or‌‌
  their‌‌
  environment,‌‌   which‌‌  
includes‌‌the‌‌other‌‌systems‌‌or‌‌organisms‌‌around‌‌as‌‌well‌‌as‌‌the‌‌physical‌‌environment.‌  ‌
 ‌
Thurstone’s,‌‌   likert’s,‌‌   guttman’s‌‌  ‌scales‌‌  are‌‌ available‌‌  to‌‌
 measure‌‌  attitude.‌‌  Attitudes‌‌  can’t‌‌  be‌‌
 
precisely‌‌measure,‌‌there‌‌were‌‌certain‌‌drawback‌‌was‌‌always‌‌found‌‌into‌‌this.‌  ‌
 ‌
Attitude‌  ‌can‌  ‌be‌  ‌characterised‌  ‌by‌  ‌their‌  ‌valence‌  ‌(संयोजक),‌  ‌multiplexity,‌  ‌relation‌  ‌to‌  ‌needs‌‌  
and‌‌centrality.‌‌    ‌
 ‌
Valence:‌  ‌It‌  ‌refers‌  ‌to‌  ‌the‌  ‌degree‌  ‌or‌  ‌grade‌  ‌of‌  ‌likeliness‌  ‌or‌  ‌unlikeliness‌  ‌toward‌  ‌the‌‌  
entity/incident.‌  ‌If‌  ‌a ‌ ‌person‌  ‌is‌  ‌fairly‌  ‌unconcerned‌  ‌toward‌  ‌an‌‌   object‌‌   then‌‌  his‌‌
  attitude‌‌   has‌‌  low‌‌
 
valence.‌  ‌
 ‌
Multiplicity‌: ‌‌It‌‌   refers‌‌  to‌‌
  the‌‌
  amount‌‌   of‌‌
  features‌‌   creating‌‌   the‌‌
  attitude.‌‌   For‌‌
  example,‌‌   one‌‌  may‌‌  
show‌‌  interest‌‌  in‌‌ becoming‌‌  a ‌‌doctor,‌‌  but‌‌ another‌‌  not‌‌ only‌‌  shows‌‌  interest,‌‌  but‌‌ also‌‌  works‌‌  hard,‌‌ 
is‌‌sincere,‌‌and‌‌serious.‌  ‌
 ‌
Relation‌  ‌to‌  ‌Needs:‌  ‌Attitudes‌  ‌vary‌  ‌in‌  ‌relative‌  ‌to‌  ‌requirements‌  ‌they‌  ‌serve.‌  ‌Attitudes‌  ‌of‌  ‌an‌‌  
individual‌  ‌toward‌‌   the‌‌
  pictures‌‌   serve‌‌   only‌‌  entertainment‌‌   need‌‌   , ‌‌but‌‌
  attitudes‌‌   of‌‌
  an‌‌
  employee‌‌  
toward‌‌task‌‌may‌‌serve‌‌strong‌‌needs‌‌for‌‌security,‌‌achievement,‌‌recognition,‌‌and‌‌satisfaction.‌  ‌
 ‌
The‌  ‌source‌  ‌of‌  ‌individual‌  ‌attitude‌  ‌is‌  ‌mixed‌  ‌of‌  ‌personal‌  ‌experiences,‌  ‌association,‌  ‌family,‌‌  
peer‌‌group‌‌and‌‌society,‌‌model‌‌and‌‌institutional‌‌factors.‌  ‌
 ‌
 ‌
Motivation:‌‌The‌‌driving‌‌forces‌‌of‌‌Human‌‌Behaviour‌  ‌
 ‌
Motivation‌i‌s‌‌the‌‌internal‌‌condition‌‌that‌‌activates‌‌behaviour‌‌and‌‌gives‌‌it‌‌direction.‌‌    ‌
 ‌
Motive‌‌   : ‌‌‌Corresponds‌‌   to‌‌
 the‌‌
 desire‌‌  that‌‌ is‌‌
 sufficiently‌‌  strong‌‌  to‌‌ move‌‌  to‌‌ action‌‌  called‌‌ motive.‌‌  
physiological‌  ‌motives‌  ‌are‌  ‌essential‌  ‌for‌  ‌the‌  ‌survival‌  ‌of‌  ‌the‌  ‌organism.‌  ‌Such‌  ‌motives‌  ‌are‌‌  
triggered‌‌when‌‌there‌‌is‌‌imbalancement‌‌in‌‌the‌‌body.‌  ‌
 ‌
People‌  ‌with‌  ‌power‌  ‌motive‌  ‌will‌  ‌be‌  ‌concerned‌  ‌with‌‌   having‌‌   an‌‌  impact‌‌   on‌‌
  others.‌‌   They‌‌   try‌‌
  to‌‌
 
influence‌  ‌people‌  ‌by‌‌   their‌‌   reputation.‌‌   They‌‌  expect‌‌   people‌‌   to‌‌
  bow‌‌   their‌‌
  heads‌‌   and‌‌  obey‌‌   their‌‌
 
instructions.‌  ‌Achievement‌  ‌motivation‌  ‌refers‌  ‌to‌  ‌a ‌ ‌desire‌‌   to‌‌
  achieve‌‌   some‌‌   goal.‌‌  ‌Affiliation‌‌  
motive‌‌‌is‌‌a‌‌tendency‌‌to‌‌associate‌‌oneself‌‌with‌‌other‌‌members‌‌of‌‌the‌‌group‌‌or‌‌same‌‌species.‌  ‌
 ‌
Frustration‌  ‌is‌  ‌a ‌ ‌common‌  ‌emotional‌  ‌response‌  ‌to‌  ‌opposition,‌  ‌related‌  ‌to‌  ‌anger,‌  ‌annoyance‌‌  
and‌‌disappointment.‌  ‌
 ‌
Goal‌  ‌conflict‌  ‌is‌  ‌the‌  ‌strategy‌  ‌that‌  ‌is‌  ‌made‌  ‌but‌  ‌can‌  ‌not‌  ‌be‌  ‌completed‌  ‌because‌  ‌of‌  ‌inherent‌‌  
differences‌‌and‌‌problems‌‌between‌‌goals.‌  ‌
 ‌
 ‌
 Work‌‌and‌‌Conditions‌‌of‌‌Work‌  ‌
 ‌
 ‌

 ‌
 ‌
Maslow‌‌   first‌‌   introduced‌‌   his‌‌  concept‌‌   of‌‌
  a ‌‌hierarchy‌‌   of‌‌
  needs‌‌   in‌‌
  his‌‌
  1943‌‌  paper‌‌  "A ‌  ‌‌Theory‌‌  of‌‌
 
Human‌‌   Motivation‌".‌‌   This‌‌   hierarchy‌‌   suggests‌‌  that‌‌  people‌‌  are‌‌  motivated‌‌  to‌‌ fulfill‌‌
 basic‌‌  needs‌‌  
before‌‌moving‌‌on‌‌to‌‌other,‌‌more‌‌advanced‌‌needs.‌  ‌
 ‌
The‌‌  basic‌‌   ‌physiological‌‌   needs‌‌   include‌‌   the‌‌  things‌‌   that‌‌   are‌‌  vital‌‌ to‌‌
 our‌‌  survival,‌‌  Some‌‌  of‌‌
 the‌‌ 
basic‌‌   ‌security‌‌   and‌‌   safety‌‌   ‌needs‌‌   include‌‌   Financial‌‌   security,‌‌   health‌‌   and‌‌   wellness‌‌  and‌‌  safety‌‌ 
against‌‌   accidents‌‌   and‌‌   injury.‌‌  The‌‌  ‌social‌‌  needs‌‌  in‌‌
 Maslow’s‌‌  hierarchy‌‌  include‌‌  such‌‌  things‌‌  as‌‌
 
love,‌  ‌acceptance,‌  ‌and‌  ‌belonging.‌  ‌Esteem‌  ‌defines‌  ‌the‌  ‌need‌  ‌for‌  ‌appreciation‌  ‌and‌  ‌respect.‌‌  
Self‌  ‌actualization‌  ‌is‌  ‌a ‌ ‌tendency‌  ‌to‌  ‌actualize‌  ‌as‌‌   much‌‌   as‌‌  possible,‌‌   individual‌‌   capacities‌‌   or‌ 
the‌‌full‌‌realisation‌‌of‌‌one’s‌‌potential.‌  ‌
 ‌
Hygiene‌‌   factors‌‌   are‌‌  the‌‌  factors‌‌  which‌‌  create‌‌  obstacles‌‌  in‌‌
 performance‌‌  by‌‌  their‌‌ absence‌‌  but‌‌ 
any‌‌addition‌‌to‌‌them‌‌does‌‌not‌‌increase‌‌any‌‌efficiency.‌‌    ‌
Some‌  ‌simple‌  ‌examples‌  ‌of‌  ‌hygiene‌  ‌factors‌  ‌include‌  ‌organizational‌  ‌policies‌  ‌and‌‌  
procedures,‌  ‌supervision,‌  ‌relationships‌  ‌with‌  ‌co-workers‌  ‌and‌  ‌supervisors,‌  ‌physical‌  ‌work‌‌  
environment,‌‌job‌‌security,‌‌and‌‌compensation.‌  ‌
 ‌
The‌  ‌pygmalion‌  ‌effect‌  ‌is‌  ‌defined‌  ‌as‌  ‌“the‌  ‌way‌  ‌managers‌  ‌treat‌  ‌their‌  ‌subordinates‌‌   is‌‌
  subtly/‌‌
 
easily‌‌   influenced‌‌   by‌‌  what‌‌   they‌‌   expect‌‌   of‌‌
  them”.‌‌   This‌‌   was‌‌   introduced‌‌  by‌‌ J ‌‌sterling‌‌  Livingston‌‌  
in‌‌Oct‌‌‘1988.‌‌    ‌
 ‌
The‌  ‌process‌  ‌theory‌  ‌explains‌  ‌the‌  ‌mechanism‌  ‌by‌  ‌which‌  ‌human‌‌   needs‌‌   changes.‌‌   There‌‌   are‌‌ 
four‌  ‌major‌  ‌process‌  ‌theories:‌  ‌(1)‌  ‌Operant‌  ‌Conditioning,‌  ‌(2)‌  ‌Equity,‌  ‌(3)‌  ‌Goal‌  ‌setting‌  ‌and‌  ‌(4)‌‌  
Expectancy.‌  ‌
 ‌
Content‌‌theory‌e ‌ xplains‌‌why‌‌human‌‌needs‌‌change‌‌with‌‌time.‌‌    ‌
 ‌
 ‌
Herzberg’s‌  ‌Motivation‌  ‌Theory‌  ‌model‌, ‌ ‌or‌  ‌Two‌  ‌Factor‌  ‌Theory,‌  ‌argues‌  ‌that‌  ‌there‌  ‌are‌  ‌two‌‌  
factors‌‌
  that‌‌
  an‌‌
  organization‌‌   can‌‌   adjust‌‌  to‌‌  influence‌‌  motivation‌‌  in‌‌
 the‌‌
 workplace.‌‌  ‌Motivators‌: ‌‌
Which‌‌  can‌‌
  encourage‌‌   employees‌‌   to‌‌
  work‌‌   harder.‌‌  ‌Hygiene‌‌   factors:‌‌
 These‌‌
 won’t‌‌  encourage‌‌  
employees‌  ‌to‌  ‌work‌  ‌harder‌  ‌but‌  ‌they‌  ‌will‌  ‌cause‌‌   them‌‌   to‌‌
  become‌‌   unmotivated‌‌
  if‌‌
  they‌‌
  are‌‌
  not‌‌
 
present.‌  ‌
 ‌

 ‌
 ‌
Job‌  ‌enrichment‌  ‌allows‌  ‌the‌  ‌management‌  ‌to‌  ‌motivate‌  ‌the‌  ‌employee‌  ‌by‌  ‌giving‌  ‌them‌‌  
opportunity‌‌to‌‌use‌‌their‌‌range‌‌of‌‌abilities.‌‌    ‌
 ‌
Alderfer‌  ‌has‌  ‌compacted‌  ‌Maslow’s‌  ‌five‌  ‌needs‌  ‌into‌  ‌three‌  ‌broad‌  ‌categories‌  ‌called‌  ‌ERG‌‌  
theory.‌‌   ‌Existence‌‌   (E)‌-It‌‌
    is‌‌   concerned‌‌   with‌‌  basic‌‌ human‌‌ survival‌‌  needs.‌‌  Relatedness‌‌  (R)‌‌
 ‌It‌‌
 
includes‌  ‌human‌  ‌desires‌  ‌to‌  ‌satisfy‌  ‌interpersonal‌  ‌and‌  ‌social‌  ‌relationships.‌  ‌Growth‌  ‌(G)‌  ‌It‌  ‌is‌‌  
concerned‌‌with‌‌the‌‌desire‌‌to‌‌make‌‌growth‌‌and‌‌personal‌‌development.‌  ‌
 ‌
Victor‌  ‌Vroom‌  ‌made‌  ‌an‌  ‌important‌  ‌contribution‌  ‌to‌  ‌the‌  ‌understanding‌  ‌of‌  ‌the‌  ‌concept‌  ‌of‌‌  
motivation‌  ‌and‌  ‌the‌  ‌decision‌  ‌processes.‌  ‌Criticizing‌  ‌Herzberg’s‌  ‌two‌  ‌factors‌  ‌theory,‌  ‌“he‌  ‌said‌‌  
that‌  ‌a ‌ ‌person’s‌  ‌motivation‌  ‌towards‌  ‌an‌  ‌action‌  ‌at‌  ‌any‌  ‌time‌  ‌would‌  ‌be‌  ‌determined‌  ‌by‌  ‌an‌‌  
individual’s‌  ‌perception‌  ‌that‌  ‌a ‌‌certain‌‌  type‌‌   of‌‌
  action‌‌
  would‌‌
  led‌‌
  to‌‌
  a ‌‌specific‌‌  outcome‌‌   and‌‌
  his‌‌ 
personal‌‌preference‌‌for‌‌this‌‌outcome.”‌  ‌
 ‌
Vroom’s‌‌model‌‌given‌‌in‌‌the‌‌form‌‌of‌‌an‌‌equation‌‌which‌‌is‌‌as‌‌under:-‌  ‌
 ‌
MOTIVATION‌‌   = ‌‌VALENCE‌‌   (Valence‌‌  means‌‌   the‌‌
  attraction‌‌
  of‌‌
  an‌‌  outcome‌‌   to‌‌
  the‌‌
 individual)‌‌
 x ‌‌
EXPECTANCY‌‌(Expectancy‌‌is‌‌also‌‌referred‌‌to‌‌as‌‌the‌‌Effort-Performance‌‌Probability)‌  ‌
 ‌
 ‌
Lyman‌  ‌Porter‌  ‌and‌  ‌Edward‌  ‌Lawler‌  ‌came‌  ‌up‌  ‌with‌  ‌a ‌‌comprehensive‌‌   theory‌‌   of‌‌
  motivation,it‌‌ 
explains‌‌the‌‌relationship‌‌that‌‌exists‌‌between‌‌job‌‌attitudes‌‌and‌‌job‌‌performance.‌  ‌
 ‌
 ‌
 ‌
 Morale‌  ‌
 ‌
Morale‌‌   ‌is‌‌
  a ‌‌way‌‌
  of‌‌
  describing‌‌   how‌‌
  people‌‌
  feel‌‌
  about‌‌  their‌‌
 jobs‌‌
 & ‌‌employers.‌‌
 It‌‌
 indicates‌‌
 the‌‌
 
level‌‌of‌‌happiness‌‌of‌‌employees‌‌toward‌‌an‌‌organisational‌‌environment.‌‌    ‌
 ‌
Relationship‌‌   between‌‌   morale‌‌  and‌‌
  productivity‌‌
  is‌‌
 not‌‌
 always‌‌  direct,‌‌
 sometimes‌‌
 higher‌‌
 morale‌‌
 
leads‌‌to‌‌lower‌‌productivity‌‌and‌‌vice-versa.‌  ‌
 ‌
Exit‌  ‌Interview‌  ‌is‌  ‌survey‌  ‌conducted‌  ‌with‌  ‌an‌  ‌individual‌  ‌who‌  ‌is‌  ‌separating‌  ‌from‌  ‌the‌‌  
organisation‌‌or‌‌relationship.‌‌    ‌
 ‌
 ‌
Work‌‌and‌‌conditions‌‌of‌‌Work‌  ‌
 ‌
Fatigue‌  ‌is‌  ‌a ‌ ‌term‌  ‌used‌  ‌to‌  ‌describe‌  ‌an‌  ‌overall‌‌
  feeling‌‌   of‌‌
  tiredness‌‌  or‌‌
  lack‌‌
  of‌‌
  energy‌‌   due‌‌
  to‌‌
 
continuous‌‌physical‌‌work.‌  ‌
 ‌
Productivity‌  ‌is‌  ‌the‌  ‌ratio‌  ‌of‌  ‌production‌  ‌output‌  ‌to‌  ‌what‌  ‌is‌  ‌required‌  ‌to‌  ‌produce‌  ‌it‌  ‌i.e.‌  ‌inputs.‌‌
 
Productivity‌‌describes‌‌various‌‌measures‌‌of‌‌the‌‌efficiency‌‌of‌‌production.‌  ‌
 ‌
Work‌  ‌Curve‌  ‌represents‌  ‌productivity‌  ‌against‌  ‌time‌  ‌spent‌  ‌at‌  ‌work.‌  ‌It‌  ‌differs‌  ‌from‌  ‌person‌  ‌to‌‌  
person‌‌and‌‌for‌‌same‌‌person‌‌it‌‌differs‌‌from‌‌time‌‌to‌‌time.‌‌    ‌
 ‌
Intelligence‌  ‌has‌  ‌a ‌ ‌positive‌  ‌direct‌  ‌co-relationship‌  ‌to‌  ‌boredom.‌  ‌An‌  ‌intelligent‌  ‌person‌  ‌is‌‌  
susceptible‌‌(अतिसंवेदनशील)‌‌to‌‌boredom.‌  ‌
 ‌
Ideal‌‌Temperature‌‌‌for‌‌sedentary/seated‌‌work‌‌during‌‌summer‌‌is‌‌75‌‌to‌‌80‌‌o‌‌F.‌‌    ‌
 ‌
There‌‌  are‌‌ certain‌‌  factors‌‌ in‌‌ the‌‌
 physical‌‌  surrounding‌‌  like‌‌
 noise,‌‌  colour,‌‌
 scheme,‌‌  temperature,‌‌  
humidity,‌‌   dust‌‌   and‌‌
  fumes,‌‌   music,‌‌  etc.‌‌
 which‌‌  need‌‌  to‌‌
 be‌‌ paid‌‌  proper‌‌
 attention‌‌  to‌‌
 avoid‌‌  the‌‌
 fall‌‌
 
in‌‌the‌‌productivity‌‌of‌‌employees‌‌at‌‌the‌‌workplace.‌‌    ‌
 ‌
 ‌
Conflict‌‌Management‌‌
   ‌
 ‌
Conflicts‌  ‌are‌‌
  generally‌‌   defined‌‌   as‌‌  disputes‌‌  between‌‌   two‌‌   or‌‌
  more‌‌
  parties.it‌‌  exits‌‌
  when‌‌  they‌‌
 
have‌  ‌incompatible‌  ‌goals‌  ‌and‌  ‌one‌  ‌or‌  ‌more‌  ‌believes‌  ‌that‌  ‌behavior‌  ‌others‌  ‌prevents‌  ‌them‌  ‌to‌‌  
achieve‌‌their‌‌own‌‌goal.‌  ‌
 ‌
Mediation‌  ‌is‌  ‌process‌  ‌in‌  ‌which‌  ‌third‌  ‌party‌  ‌helps‌  ‌two‌  ‌or‌  ‌more‌  ‌parties‌  ‌to‌‌
  resolve‌‌  the‌‌
  ongoin‌‌ 
issues.‌  ‌
 ‌
Negotiation‌  ‌is‌  ‌a ‌ ‌process‌  ‌to‌  ‌find‌  ‌possible‌  ‌agreement‌  ‌in‌  ‌two‌  ‌or‌  ‌more‌  ‌individuals‌  ‌or‌‌  groups‌‌ 
having‌‌common‌‌and‌‌conflicting‌‌goals,‌‌state‌‌and‌‌proposals‌‌for‌‌specific‌‌terms.‌  ‌
The‌‌process‌‌of‌‌negotiation‌‌includes‌‌the‌‌following‌‌stages:‌  ‌
 ‌
● Preparation‌  ‌
● Discussion‌  ‌
● Clarification‌‌of‌‌goals‌  ‌
● Negotiate‌‌towards‌‌a‌‌Win-Win‌‌outcome‌ 
● Agreement‌  ‌
● Implementation‌‌of‌‌a‌‌course‌‌of‌‌action‌  ‌
 ‌
There‌‌are‌‌four‌‌primary‌‌level‌‌of‌‌conflict‌‌and‌‌they‌‌are:-‌  ‌
1. Intrapersonal‌‌  Conflict‌‌  - ‌‌‌This‌‌  level‌‌  refers‌‌  to‌‌  an‌‌  internal‌‌  dispute‌‌  and‌‌  involves‌‌  only‌‌  one‌‌  
individual.‌‌   This‌‌   conflict‌‌   arises‌‌   out‌‌   of‌‌   your‌‌   own‌‌   thoughts,‌‌   emotions,‌‌  ideas,‌‌  values‌‌  and‌‌  
predispositions.‌  ‌
2. Interpersonal‌‌   Conflict‌‌   - ‌‌‌This‌‌   conflict‌‌   occurs‌‌   between‌‌  two‌‌  or‌‌  more‌‌  people‌‌  in‌‌ a ‌‌larger‌‌  
organization.‌‌   It‌‌
  can‌‌  result‌‌  from‌‌  different‌‌  personalities‌‌  or‌‌  differing‌‌  perspectives‌‌  on‌‌  how‌‌  
to‌‌accomplish‌‌goals.‌  ‌
3. Intra‌  ‌- ‌ ‌group‌  ‌Conflict‌  ‌- ‌ ‌This‌  ‌level‌  ‌of‌  ‌conflict‌  ‌occurs‌  ‌between‌‌   members‌‌   of‌‌  a ‌‌single‌‌  
group‌  ‌when‌  ‌there‌  ‌are‌  ‌multiple‌  ‌people‌  ‌with‌  ‌varying‌  ‌opinions,‌  ‌backgrounds‌  ‌and‌‌  
experiences‌‌working‌‌toward‌‌a‌‌common‌‌goal.‌  ‌
4. intergroup‌  ‌conflict‌  ‌- ‌ ‌This‌  ‌level‌‌   of‌‌   conflict‌‌   occurs‌‌   between‌‌   different‌‌   groups‌‌   within‌‌   a ‌‌
larger‌‌organization‌‌or‌‌those‌‌who‌‌do‌‌not‌‌have‌‌the‌‌same‌‌overarching‌‌goals.‌  ‌
 ‌
There‌‌are‌‌four‌‌types‌‌of‌‌conflicts.‌‌They‌‌are:-‌  ‌
  ‌ ‌
1. Goals‌‌c ‌ onflict‌c‌ an‌‌happen‌‌as‌‌a‌‌result‌‌of‌‌conflicting‌‌goals‌‌or‌‌priorities.‌  ‌
2. Cognitive‌‌   conflict‌‌   ‌describes‌‌   the‌‌   feeling‌‌   of‌‌   emotional‌‌   discomfort‌‌   that‌‌   a ‌‌person‌‌   feels‌‌  
when‌‌his‌‌or‌‌her‌‌beliefs‌‌contradict‌‌each‌‌other.‌  ‌
3. Affective‌‌   conflict‌‌   ‌is‌‌
  intra-group‌‌   conflict‌‌   that‌‌   develops‌‌   from‌‌  negative‌‌  emotions‌‌  about‌‌  
the‌‌group‌‌process‌‌or‌‌personal‌‌disagreements‌‌or‌‌dislike‌‌unrelated.‌  ‌
4. Procedural‌‌   conflict‌‌   (a
‌ lso‌‌   known‌‌   as‌‌   process‌‌   conflict)‌‌   is‌‌
  a ‌‌disagreement‌‌  over‌‌  how‌‌  to‌‌ 
achieve‌‌a‌‌goal‌‌and‌‌resolution.‌  ‌
 ‌
There‌‌are‌‌five‌‌basic‌‌styles‌‌of‌‌managing‌‌conflicts‌‌used‌‌by‌‌individuals,‌‌they‌‌are:-‌‌    ‌
 ‌
1. Collaborating‌  ‌Style:‌  ‌A ‌ ‌combination‌  ‌of‌  ‌being‌‌   assertive‌‌   and‌‌   cooperative,‌‌   those‌‌   who‌‌  
collaborate‌  ‌attempt‌  ‌to‌  ‌work‌  ‌with‌  ‌others‌  ‌to‌  ‌identify‌  ‌a ‌ ‌solution‌  ‌that‌  ‌fully‌  ‌satisfies‌‌  
everyone’s‌‌concerns.‌  ‌
2. Competing‌  ‌Style:‌‌   ‌Those‌‌   who‌‌   compete‌‌   are‌‌   assertive‌‌   and‌‌   uncooperative‌‌   and‌‌   willing‌‌  
to‌‌pursue‌‌one’s‌‌own‌‌concerns‌‌at‌‌another‌‌person’s‌‌expense.‌  ‌
3. Avoiding‌‌   Style:‌‌   Those‌‌   who‌‌   avoid‌‌   conflict‌‌   tend‌‌   to‌‌
  be‌‌
  unassertive‌‌  and‌‌  uncooperative‌‌  
while‌  ‌diplomatically‌  ‌sidestepping‌  ‌an‌  ‌issue‌  ‌or‌‌   simply‌‌   withdrawing‌‌   from‌‌   a ‌‌threatening‌‌  
situation.‌  ‌
4. Accommodating‌  ‌Style:‌  ‌The‌  ‌opposite‌  ‌of‌  ‌competing,‌  ‌there‌  ‌is‌  ‌an‌  ‌element‌  ‌of‌‌  
self-sacrifice‌‌when‌‌accommodating‌‌to‌‌satisfy‌‌the‌‌other‌‌person.‌  ‌
5. Compromising‌  ‌Style:‌  ‌This‌  ‌style‌  ‌aims‌  ‌to‌  ‌find‌  ‌an‌  ‌expedient,‌  ‌mutually‌  ‌acceptable‌‌  
solution‌  ‌that‌  ‌partially‌  ‌satisfies‌  ‌both‌  ‌parties‌  ‌in‌  ‌the‌  ‌conflict‌  ‌while‌  ‌maintaining‌  ‌some‌‌  
assertiveness‌‌and‌‌cooperativeness.‌  ‌
  ‌
Attitude‌‌toward‌‌conflicts‌‌may‌‌be‌‌positive,‌‌negative‌‌or‌‌balanced.‌‌
   ‌
 ‌
The‌‌common‌‌aspect‌‌of‌‌all‌‌conflict‌‌is‌‌incompatibility.‌  ‌
 ‌
Compromise‌‌provides‌‌only‌‌partial‌‌satisfaction‌‌to‌‌the‌‌conflicting‌‌parties.‌  ‌
 ‌
 ‌
Group‌‌Dynamics‌  ‌
 ‌
The‌  ‌social‌  ‌process‌  ‌by‌  ‌which‌  ‌people‌  ‌interact‌  ‌and‌  ‌behave‌  ‌in‌  ‌a ‌ ‌group‌  ‌environment‌‌   is‌‌
  called‌‌  
group‌‌dynamics‌.‌T ‌ here‌‌are‌‌two‌‌types‌‌of‌‌groups:‌‌    ‌
 ‌
1. Formal‌‌groups‌‌-‌w ‌ ho‌‌are‌‌structured‌‌to‌‌pursue‌‌a‌‌specific‌‌task.‌  ‌
2. Informal‌  ‌groups‌  ‌- ‌ ‌who‌  ‌emerge‌  ‌naturally‌  ‌in‌  ‌response‌  ‌to‌  ‌organizational‌  ‌or‌  ‌member‌‌  
interests.‌  ‌
 ‌
Group‌  ‌Dynamics‌  ‌deals‌  ‌with‌  ‌the‌  ‌attitudes‌  ‌and‌  ‌behavioral‌  ‌patterns‌  ‌of‌  ‌a ‌ ‌group.‌  ‌Group‌‌  
dynamics‌  ‌concern‌‌   how‌‌   groups‌‌   are‌‌
  formed,‌‌   what‌‌   is‌‌
  their‌‌   structure‌‌   and‌‌   which‌‌   processes‌‌   are‌‌ 
followed‌  ‌in‌  ‌their‌  ‌functioning.‌  ‌It‌  ‌is‌  ‌an‌  ‌integral‌  ‌part‌  ‌of‌  ‌any‌  ‌organisation‌  ‌and‌  ‌can‌  ‌influence‌‌  
individuals‌‌which‌‌impact‌‌organisation‌‌behavior.‌‌    ‌
 ‌
Team‌‌   ‌is‌‌
  a ‌‌small‌‌   number‌‌   of‌‌
  employees‌‌   with‌‌   complimentary‌‌   competency,‌‌   who‌‌  are‌‌  committed‌‌  
to‌  ‌common‌  ‌performance‌  ‌goals.‌  ‌Functional,‌  ‌problem‌  ‌solving,‌  ‌cross‌  ‌functional‌  ‌and‌  ‌self‌‌  
managed‌‌are‌‌the‌‌type‌‌of‌‌team.‌‌    ‌
 ‌
Forming,‌‌   storming,‌‌   norming,‌‌   performing‌‌   and‌‌   adjourning‌‌   are‌‌   the‌‌ part‌‌ of‌‌ ‌group‌‌  development‌‌  
stage‌. ‌ ‌When‌‌  individual‌‌  start‌‌  to‌‌
 become‌‌  familiar‌‌  with‌‌  each‌‌  other‌‌  called‌‌  ‌forming‌‌  stage‌, ‌‌when‌‌  
tension‌  ‌start‌  ‌between‌  ‌group‌  ‌members‌  ‌and‌  ‌leader‌  ‌called‌  ‌storming‌  ‌stage‌, ‌ ‌when‌  ‌harmony‌‌  
develops‌  ‌and‌  ‌norms‌  ‌are‌  ‌established‌  ‌then‌  ‌it‌  ‌is‌  ‌norming‌  ‌stage‌, ‌ ‌when‌  ‌relationship‌  ‌are‌‌  
established‌  ‌and‌  ‌performance‌  ‌standards‌‌   are‌‌   followed‌‌   then‌‌   its‌‌
  called‌‌   ‌performing‌‌   stage‌‌   ‌and‌‌ 
finally‌  ‌when‌  ‌contact‌  ‌decreases‌  ‌and‌  ‌emotional‌  ‌dependency‌  ‌reduces‌  ‌then‌  ‌its‌  ‌called‌‌  
adjourning‌ ‌stage‌.   ‌‌ ‌
 ‌
The‌  ‌degree‌  ‌of‌‌   attraction‌‌   of‌‌
  the‌‌   members‌‌   towards‌‌   each‌‌   other,‌‌   desire‌‌   to‌‌  remain‌‌   in‌‌
  the‌‌  group‌‌  
and‌‌their‌‌commitment‌‌is‌‌called‌c ‌ ohesiveness‌.   ‌‌ ‌
 ‌
Groupthink‌‌   ‌is‌‌
  a ‌‌phenomenon‌‌   that‌‌
  occurs‌‌  when‌‌  a ‌‌group‌‌  of‌‌ individuals‌‌  reaches‌‌  a ‌‌consensus‌‌  
(general‌  ‌agreement.)‌  ‌without‌  ‌evaluation‌‌   of‌‌
  the‌‌   consequences‌‌   or‌‌
  alternatives.‌‌   Groupthink‌‌   is‌‌
 
based‌‌  on‌‌  a ‌‌common‌‌  desire‌‌  not‌‌  to‌‌
 upset‌‌  the‌‌  balance‌‌  of‌‌ a ‌‌group‌‌  of‌‌
 people.‌‌  In‌‌
 this‌‌  phenomena‌‌  
team‌‌decision‌‌making‌‌team‌‌is‌‌conforming‌‌and‌‌cohesive.‌‌    ‌
 ‌
Significant‌‌uniqueness‌‌of‌‌each‌‌individual‌‌in‌‌a‌‌team‌‌called‌t‌ eam‌‌diversity.‌‌    ‌
 ‌
An‌  ‌association‌‌   of‌‌
  two‌‌   or‌‌
  more‌‌   humans‌‌   who‌‌   interact‌‌   with‌‌   one‌‌   another,‌‌   share‌‌   characteristics‌‌  
and‌‌collectively‌‌have‌‌a‌‌sense‌‌of‌‌unity‌c ‌ alled‌‌group.‌  ‌
 Stress‌‌Management‌‌
   ‌
 ‌
 ‌
Leadership‌‌    ‌
 ‌
Management‌‌of‌‌Organisational‌‌Change‌  ‌
 ‌
Organisational‌‌Culture‌  ‌
 ‌
Organisational‌‌Power‌‌and‌‌Politics‌  ‌
 ‌
1. Write‌  ‌a ‌ ‌note‌  ‌on‌  ‌Sigmund‌  ‌Freud's‌  ‌personality‌  ‌structure,‌  ‌i.e.,‌  ‌id,‌  ‌ego‌  ‌and‌‌  
superego?‌  ‌
 ‌
Id,‌  ‌ego‌  ‌and‌  ‌superego‌  ‌are‌  ‌the‌  ‌three‌  ‌parts‌  ‌of‌  ‌the‌  ‌psychic‌  ‌apparatus‌  ‌defined‌  ‌in‌  ‌Sigmund‌‌  
Freud's‌  ‌structural‌  ‌model‌‌   of‌‌  the‌‌   psyche.‌‌   According‌‌   to‌‌
  this‌‌  model‌‌   of‌‌
  the‌‌   psyche,‌‌   the‌‌   id‌‌
  is‌‌  the‌‌
 
set‌  ‌of‌  ‌uncoordinated‌  ‌instinctual‌  ‌trends;‌  ‌the‌  ‌superego‌  ‌plays‌  ‌the‌‌   critical‌‌   and‌‌   moralising‌‌   role;‌‌
 
and‌  ‌the‌‌   ego‌‌
  is‌‌
  the‌‌   organised,‌‌   realistic‌‌   part‌‌  that‌‌  mediates‌‌   between‌‌   the‌‌   desires‌‌   of‌‌
  the‌‌   id‌‌  and‌‌ 
the‌  ‌superego.‌  ‌The‌  ‌superego‌  ‌can‌  ‌stop‌  ‌you‌  ‌from‌‌   doing‌‌   certain‌‌   things‌‌   that‌‌   your‌‌   id‌‌
  may‌‌   want‌‌  
you‌‌to‌‌do.‌  ‌
 ‌
2. What‌‌is‌‌the‌‌basic‌‌difference‌‌between‌‌attitude‌‌and‌‌opinion?‌  ‌
 ‌
An‌  ‌opinion‌  ‌is‌‌   an‌‌   expression‌‌   of‌‌
  an‌‌   evaluative‌‌   judgment‌‌   or‌‌
  point‌‌   of‌‌
  view‌‌   regarding‌‌   a ‌‌specific‌‌  
topic‌‌   or‌‌
  subject.‌‌   An‌‌   attitude‌‌   is‌‌
  somewhat‌‌   generalised‌‌   (such‌‌   as‌‌  liking‌‌   or‌‌   not‌‌   liking‌‌   a ‌‌persons‌‌  
supervisor),‌  ‌whereas‌  ‌an‌  ‌opinion,‌  ‌typically,‌  ‌is‌  ‌an‌  ‌interpretation‌  ‌regarding‌  ‌a ‌ ‌specific‌  ‌matter‌‌  
(such‌  ‌as‌  ‌saying‌  ‌that‌  ‌the‌  ‌boss‌  ‌plays‌‌   favourites‌‌   in‌‌
  granting‌‌   promotions).‌‌   Opinions,‌‌   however,‌‌  
are‌‌   typically‌‌  influenced‌‌   by‌‌  the‌‌   more‌‌  generalised‌‌  attitude.‌‌  The‌‌  facts‌‌  or‌‌  observations‌‌  within‌‌  an‌‌
 
individuals‌‌experiences‌‌are‌‌interpreted‌‌in‌‌the‌‌light‌‌of‌‌his‌‌attitudes‌  ‌
 ‌
3. How‌‌   does‌‌   workplace‌‌  atmosphere‌‌  impact‌‌  employees'‌‌  attitude‌‌  and‌‌  productivity?‌‌  
What‌‌should‌‌the‌‌management‌‌do‌‌for‌‌an‌‌employee-friendly‌‌atmosphere?‌  ‌
 ‌
A‌  ‌healthy‌  ‌workplace‌  ‌atmosphere‌  ‌reduces‌‌   workplace‌‌   stress‌‌   significantly.‌‌   In‌‌
  reality,‌‌   stressed‌‌  
employee‌  ‌cause‌  ‌lower‌  ‌productivity‌  ‌and‌‌   poor‌‌   quality‌‌   of‌‌
  output.‌‌   On‌‌   the‌‌   other‌‌   hand,‌‌   pleasant‌‌  
surroundings‌‌   can‌‌   do‌‌   more‌‌   for‌‌   an‌‌  employee's‌‌   attitude‌‌   than‌‌  it‌‌
 is‌‌
 often‌‌  realised.‌‌  Therefore,‌‌  the‌‌
 
management‌  ‌should‌  ‌provide‌  ‌an‌  ‌attractive‌  ‌and‌  ‌comfortable‌  ‌work‌  ‌environment‌  ‌whenever‌‌  
possible‌  ‌to‌  ‌reduce‌  ‌stress.‌  ‌The‌  ‌management‌  ‌should‌  ‌ensure‌  ‌an‌  ‌appropriate,‌  ‌adequate‌  ‌and‌‌  
safe‌  ‌area‌  ‌for‌  ‌workers.‌  ‌Sometime,‌  ‌even‌  ‌a ‌ ‌less‌  ‌formal‌  ‌atmosphere‌  ‌in‌  ‌the‌  ‌workplace‌  ‌can‌‌  
reduce‌  ‌work‌  ‌stress.‌  ‌Maintaining‌  ‌a ‌ ‌healthy‌  ‌workplace‌  ‌atmosphere‌  ‌is‌  ‌a ‌ ‌must‌  ‌for‌  ‌any‌‌  
organisation‌‌to‌‌have‌‌and‌‌retain‌‌highly‌‌motivated‌‌and‌‌high-energy‌‌level‌‌of‌‌employees.‌  ‌
 ‌
4. Supervision‌  ‌has‌  ‌a ‌ ‌great‌  ‌impact‌  ‌whether‌  ‌they‌  ‌react‌  ‌positively‌  ‌or‌‌   negatively‌‌   towards‌‌  
organisational‌‌objectives‌‌-‌T ‌ rue‌  ‌
5. The‌‌model‌‌that‌‌existed‌‌at‌‌the‌‌time‌‌of‌‌industrial‌‌revolution‌‌is‌‌-‌A ‌ utocratic‌‌model‌  ‌
 ‌
 6. 1]‌‌Highly‌‌comprehensive‌‌and‌‌complex‌‌process‌  ‌ 1]‌P ‌ erception‌  ‌
 ‌
2]‌‌Concerned‌‌with‌‌basic‌‌elementary‌‌behaviour‌  ‌ 2]‌S ‌ ensation‌  ‌
 ‌
3]‌‌Safety‌‌signs‌‌   3]‌‌‌Contrast‌  ‌
 ‌
4]‌‌Job‌‌rotation‌‌  4]‌N ‌ ovelty‌‌and‌‌familiarity‌  ‌
 ‌
7. Prejudice‌  ‌are‌  ‌supported‌  ‌by‌  ‌differences‌  ‌in‌  ‌relative‌  ‌privileges,‌  ‌fear‌  ‌and‌  ‌certain‌‌  
personality‌‌factors‌‌-‌T ‌ rue‌  ‌
8. The‌  ‌factors‌  ‌which‌  ‌by‌  ‌their‌  ‌absence‌  ‌do‌  ‌not‌  ‌inhibit‌  ‌performance‌  ‌but‌  ‌any‌  ‌addition‌  ‌in‌‌
 
them‌‌increases‌‌efficiency‌‌are‌M ‌ otivators‌  ‌
 ‌
9. Accommodating‌  ‌style‌‌   leads‌‌   to‌‌
  maximum‌‌   commitment‌‌   of‌‌
  the‌‌
  solution‌‌
  jointly‌‌
  evolved.‌‌  
False‌  ‌
 ‌
10. 1]‌‌Reason‌‌for‌‌conflict‌‌   1]‌‌Job‌‌design‌  ‌
 ‌
2]‌‌Variety‌‌of‌‌conflict‌‌
  2]‌‌Procedural‌  ‌
 ‌
3]‌‌Middle‌‌ground‌‌to‌‌resolve‌‌conflicts‌‌
  3]‌‌Compromising‌‌style‌  ‌
 ‌
4]‌‌Achieve‌‌a‌‌balance‌‌in‌‌situational‌‌power‌‌
  4]‌‌Key‌‌task‌‌in‌‌a‌‌mediator's‌‌role‌  ‌
 ‌
11. 1]‌‌1.1‌‌manager‌‌   1]‌‌Impoverished‌‌style‌  ‌
 ‌
2]‌‌Vertical‌‌axis‌‌
  2]‌‌Concern‌‌for‌‌people‌  ‌
 ‌
3]‌‌Horizontal‌‌axis‌‌   3]‌‌Concern‌‌for‌‌production‌  ‌
 ‌
4]‌‌Military‌‌organisation‌‌   4]‌‌High‌‌task,‌‌low‌‌relationship‌  ‌
‌behaviour‌  ‌
 ‌
12. 1]‌‌Stages‌‌of‌‌the‌‌moving‌‌phase‌  ‌ 1]‌‌Compliance,‌‌identification‌  ‌
‌and‌‌internalisation‌  ‌
 ‌
2]‌‌Technology‌‌for‌‌people‌‌focused‌‌changes‌‌
  2]‌‌Job‌‌training‌‌programs,‌‌
   ‌
transactional‌‌analysis‌  ‌
 ‌
3]‌‌Market‌‌situation‌‌
  3]‌‌Market‌‌size,‌‌change‌‌in‌‌
   ‌
tastes‌‌and‌‌market‌‌fashions‌  ‌
 ‌
4]‌‌Need‌‌to‌‌manage‌‌the‌‌transition‌‌
  4]‌‌Control‌  ‌
 ‌
13. The‌‌lack‌‌of‌‌emotion,‌‌motivation‌‌or‌‌enthusiasm‌‌is‌‌known‌‌as‌A
‌ pathy‌  ‌
14. Instincts‌‌include‌L
‌ ust,‌‌Jealousy‌‌and‌‌Fear‌  ‌
15. Morale‌‌  surveys‌‌ include:‌‌  ‌Drafting‌‌
 a ‌‌questionnaire,‌‌  Interviewing‌‌  people,‌‌  Tabulating‌‌  
and‌‌analysing‌‌data‌  ‌
16. Ideal‌‌temperature‌‌for‌‌sedentary‌‌work‌‌in‌‌summer‌‌is‌7 ‌ 5‌‌to‌‌80‌‌degree‌‌F ‌ ‌
17. A‌‌way‌‌of‌‌keeping‌‌the‌‌mind‌‌tranquil‌‌is‌M ‌ editation‌  ‌
18. Characteristics‌  ‌of‌  ‌Democratic‌  ‌style‌  ‌of‌  ‌leadership‌  ‌are:-‌  ‌Both‌  ‌formal‌  ‌and‌  ‌informal‌‌
 
communication,‌  ‌Balanced‌  ‌concern‌  ‌for‌  ‌people‌  ‌and‌  ‌production,‌  ‌Relies‌  ‌on‌‌  
teamwork‌  ‌
19. Free‌‌  rein‌‌
  style‌‌
  is‌‌
 good‌‌ when‌‌ one‌‌
 is‌‌
 dealing‌‌  with‌‌
 professional‌‌  employees‌‌  who‌‌  require‌‌
 
more‌‌job‌‌freedom.‌  ‌
20. Exhaustive‌  ‌study‌  ‌of‌  ‌organisational‌  ‌goals,‌  ‌principles,‌  ‌practices‌  ‌and‌  ‌performance‌  ‌at‌‌ 
the‌‌macro‌‌level:‌O ‌ rganisation‌‌analysis‌  ‌