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Interpersonal Behavior in an organization.
To understand how individual affects, and is affected by, two persons interaction, in an organization. The last few decades have witnessed an exponential growth rate of research on behaviour among individuals in an organization. The basic psychological factors on individual behavior, perception, learning, personality and motivation affect individual behavior. Individual behavior affects and is affected by the behavior of others. This interpersonal behavior can be – Interpersonal cooperative behavior Interpersonal conflicting behavior Interpersonal cooperative behavior---all organizations strive to promote mutually gratifying and co-operative behavior. Conditions necessary for cooperative interpersonal behavior and any organizational setting are mutual respect and trust. Concern for each others need and interaction with complementary ego states which are necessary at all levels of designation in an organization. Interpersonal conflicting behavior----- out of interpersonal interaction it is not necessary that only co-operative behavior will result because of several reasons like personality differences, different value systems, interest conflict, role ambiguity etc, and interpersonal conflict may arise in the organization. This type of behavior may not be functional in the organization.
OBJECTIVES OF THE STUDY
To gain a close understanding of the functions of the organization. To develop excellent communication skills through interaction with top level managers. To relate the school caustically acquired knowledge with the reality.
To appraise the operational and environmental complexities of an
organization which otherwise cannot be visualized.
REVIEW OF EXISTING LITERATURE
To research any problem, it is necessary to review the existing literature. Various studies relating to different aspects of Interpersonal Behavior have been conducted in the past. A brief review of some of the major studies in recent years is given below.
R.S. Diwivedi (1998) concluded that Interpersonal Behavior is a major determinants of productivity. Interpersonal Behavior refers to inter striving conditions called wishes, desires, drives, etc. There is three kinds of motives: psychological, socio-psychological and general. There exists diverse view relating to Interpersonal Behavior. Theories of Interpersonal Behavior are classified as ‘contents’ and ‘process’ oriented. The content theory tells what factors affect Interpersonal Behavior. The process theories interpret the underlying process of Interpersonal Behavior and indicate how to affect Interpersonal Behavior.
Moorhead Griffin (2002) explains the equity theory of Interpersonal Behavior assumes that people want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in the organization to the ratio of a comparison other. If they feel their treatment has been inequitable, they take steps to reduce the inequity. Expectancy theory is based on the assumption that people are motivated to work toward a goal if they want it and think they have a reasonable chance of achieving it.
Extrinsic Interpersonal Behavior stems from the environment surrounding the task and is applied by others. 4 . Secondary motives are learned and are most relevant to the study of organization behavior.SOURCE 3 Archna Tyagi (2002) Says that Interpersonal Behavior is the extent to which persistent effort is directed toward a goal. The general motives are also learned but are not psychologically based. SOURCE 4 Fred Luthans (1997) Explains Interpersonal Behavior is probably more closely associated with micro prospective of organization behavior than in any other topic. or cycle. The primary motives are unlearned and psychologically based. A comprehensive understanding of Interpersonal Behavior includes the need-drive – incentive sequence. Intrinsic Interpersonal Behavior stems from the direct relation ship between the worker and the task and is usually self-applied. which set drives in motion to accomplish incentives. The basic process involves needs. general. The drives or motives may be classified into primary. and secondary categories.
1) The Factors Affecting Interpersonal Behavior of the employees depends upon their perception. the Focus of the Study States: Interpersonal Behavior effect the working of employees of both public & private sector. place to place and situation to situation and person to person.FOCUS OF THE STUDY To guide the empirical part of the work. 2) The Factors Affecting Interpersonal Behavior differs from time to time. 5 .
CONCEPTUALISATION The concept of evaluating the workers in lumax dk auto industries ltd. Is to know about the superior—worker interpersonal behavior so that it is known that why the interpersonal behavior among workers is negative and what kind of changes should be brought so that the worker—superior behavior is strengthened to the extent so that everyone can work in a tension free environment. 6 .
3) We shall promote and facilitate the effective Integration of technology between our people products and processes to create value.LUMAX DK AUTO INDUSTRIES LTD. INTRODUCTION:- 1) We shall continuously and anticipate our Customers evolving needs needs and according innovate our products to meet their technology requirements. 7 . Technology in India by a global relation ship. 2) We shall be the first to deploy the optimum Technology.
8 . 3) Addition of 1 more customer for parking brakes. Lumaxdk Company vision 2015 1) Domestic market share of minimum of 50% gear shifters. 2) To become full capability of supplier for the manual and automatic gear shifter .designing /validation/manufacturing. enhancing stake holder value . • A name synomous for the best practices committed employes .GROUP VISION 2010 To make “lumax “ brand • An indian name with a global presence • The prefered solution provider ‘ among its customers in everything we do . 4) Diversify into 2 new automotive product lines as tier 1 system supplier.
Precision Components and Plastic injection trim parts. at Lumax DK . endeavor to provide our customers with quality automotive parts at a competitive price.. It is a 100% subsidiary of Lumax Auto Technologies Ltd. 150 Crores (US$ 40 Million) in 2006-07 fiscal years. 3) Remove “muda”:muda means a Japanese term is to approve the best quality. and in Pant Nagar. Lumax DK has two state-of-art manufacturing plants located in Manesar in National Capital Region of Delhi. every time. Jain Group of companies. These are manufactured to the highest standards and stringent quality control procedures are in place to ensure. Association with Lumax DK offers you the 360 degree manufacturing of global standards 9 . We. a fast developing Automotive Industrial Hub in North India. manufacturing and supply of Gear Shifters.K.quality of the product is good. Formed in the year 1997.an ISO 9001:2000 and ISO/TS 16949:2002 certified company. We have been growing at a rapid pace and have clocked revenues of Rs. that quality products are delivered on time. 4) Quality: . Lumax DK specializes in design. Lumax DK is an integral part of the D..COMPANY POLICIES 4 steps: 1) Employee involvement 2) Visual control: create visual signs and everything. Parking Brakes.
USA .CAD systems with auto cad Inventor & Unigraphics NX3. Plastic Injection Molding.Endurance Testing for Parking Brake.3-AXIS Tube Bending and Copping.• Precision Engineering . a young & dynamic management team. especially for Gear Shifters A progressive set of associates. Hardness Testing. and Cellular Assembly Lines Stringent Testing setup . Profile Checking. 10 . Ingredients that make Lumax DK. a name in reckoning for being at the forefront of automotive components technology arena. A name poised for being your partner in growth. and Strength Testing. that believes in inclusive sustained growth with involvement of people and modern technology. Tensile Testing. the lineage of the Lumax brand. Robotic MIG Welding Stations. Spain and GHSP . Robust Manufacturing . • • We have technology support from CIMAR. Weld Penetration Check. Hydraulic Pressing. Robot Writing for Gear Shifter Knob. Tool room with all required machines and fixtures for Tool development and prototyping.
TECHNICAL ALLIANCE 12 .
PERFORMANCE AWARD 14 .
PRODUCTS AND INVENTIONS 15 .
(in Millions) % % 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 107 19 17.73 Nil 2.76 17 15.65 144 18 12.72 10.No.82 137 12.60 .55 40.72 10 1. 4. 2009 (unaudited) 1344 207 15. in Millions) PBDIT Rs.89 10 2. 5.87 94. Particulars 1.40 181 13.) Book Value (Rs. 2.70 Nil 25.66 20 8.02 Nil 21.99 18.14 52 9.48 Dec.66 16 229 29 12.S.) Rs. Sales (Rs.47 68 35.37 158 11.50 14 9. (in Millions) % 3. 6.65 560 68 12.29 Nil 7.28 6.53 66.70 1350 194 14.90 1140 169 14.89 7. PBT Dividend EPS (Rs.
MAJOR CLIENTS RESEARCH METHODOLOGY 17 .
how to apply particular research techniques but also need to know which of these methods or techniques are relevant and which are not and what would they mean and indicate and why. As the research type is descriptive. Research methodology refers to the tools and the methods used for obtaining information for the purpose of the research study. median. The methodology of study will be through interviews. observation and library research. we have to use facts and information already available and analysis these to make an evaluation for project.Research methodology is a way to systematically solve the research problem. All this means that it is necessary for the researcher to design his methodology for his problem as the same way differ from problem to problem. the mode. It may be understood as a science how research is done scientifically. Research not only need to know how to develop certain indices or tests. how to calculate the mean. I want to know the actual work done by the human resource managers in the companies. so we will be using Descriptive Research Design to do our Research work. Research problem TYPE OF RESEARCH 18 . RESEARCH DESIGN Research design is the framework which determines the course of action towards the collection and analysis of required data. ANALYTICAL RESEARCH In it. o RESEARCH PROBLEM The study undertaken by me was regarding a detailed analysis of the services of human resource department.
and The Significance of The LIKE.Price .Descriptive research:-it includes surveys and facts . Secondary source: . structured interviews. DATA COLLECTION The task of data collection begins after a research problem has been defined and research design /plan chalked out there are several types of sources of data collection: SOURCES OF DATA COLLECTION Primary source: .e. finding enquires of different kinds. and personal observations i.findings enquires of different kinds. QUESTIONNAIRE:.the main purpose of erd is that of formulating a problem for more precise investigation.The Main Purpose of the Survey (Questionnaire) is to collect data about Interpersonal Behaviour established factors . in this Project I have used: 19 . it involves surveys and facts.doing updation of the data which is already collected. Study involves filling of questionnaires.Trust .the data which is collected first time. The major purpose of did is description of the state of affair as it exists at person . Exploratory research:. Convenience.
SAMPLE SIZE 25 employees METHODS OF DATA COLLECTION QUESTIONNAIRE:-The Main Purpose of the Survey (Questionnaire) is to collect data about Interpersonal Behaviour and The Significance of The established factors. 20 .SAMPLING PROCEDURE: There is a NON –PROBABILITY SAMPLING . and Convenience. Trust.It is that Sampling Procedure Which does not afford any basis for estimating the Probability that each Item in the Population has of being included in the Sample. Price. Further in Non Probability Sampling used is convenience sampling & random sampling SAMPLING PLAN Employees of personnel department.
face setting. objectives spell out the desirable ends. such as a phone call or letter.INTERPERSONAL BEHAVIOUR What are interpersonal skills? • A set of behaviors which allow you to communicate effectively and unambiguously in a face-to. They can also be thought of as behaviors which assist progress towards achieving an objective • Developing interpersonal skills is therefore designed to help you to get all ingredients to work together effectively. Face-to-face situations provide the context (formal or informal). and behaviors are the means to achieve them. FUNDAMENTALS There are just six interpersonal skills which form a process that is applicable to all situations: • • • • • • Analyzing the situation Establishing a realistic objective Selecting appropriate ways of behaving Controlling your behaviour Shaping other people's behaviour Monitoring our own and others' behaviour 21 . In situations which are not face-to-face. what you say or write represents your behaviour.
These individual skills need to be applied appropriately. For example, if you:
Are discussing how to solve a problem with a person who has more experience than you, then listening is important Know much more about what needs to be done to solve a problem than another person, then communicating clearly and testing the other person's understanding are higher priorities.
APPLICABILITY OF INTERPERSONAL SKILLS
The interpersonal skills process described above is applicable to all peoplesituations anywhere, in the following ways:
Analyzing the situation helps us to set realistic objectives Establishing objectives, in turn, provides the context in which to make choices about how best to behave By being conscious of our own behaviour in working towards the achievement of objectives we are more likely to influence other people’s behaviour Constant monitoring will provide the feedback we need to make situationdependent adjustments.
BENEFITS OF IMPROVING INTERPERSONAL SKILLS
However, some of the advantages of improved interpersonal skills are that you will be better at:
Quickly assessing and understanding face-to-face situations Setting specific and realistic objectives for face-to-face encounters with people - you will benefit from being clear in what you are aiming at Choosing and using behaviors that complement the circumstances and are appropriate to the objective - thus benefiting by having an easier, and pleasant, means to achieving your objective
Being aware of other people’s behaviour and influencing it - influencing others by your own behaviour.
HUMAN RESOURCE FUNCTIONS ARE:
• HUMAN RESOURCE PLANNING • JOB ANALYSIS • RECRUITMENT • SELECTION • PERFORMANCE APPRAISAL • INTERPERSONAL BEHAVIOUR • EMPLOYMENT TRANSITIONS • LABOUR RELATIONS
Human behavior is the most difficult to define in absolute terms .it is a complex phenomenon .it is primarily a combination of responses to external and internal stimuli these responses reflect psychology structure of a person. Psychologist khan art Levin believes that people are influenced by a number of diversified factors and the influence of these factors determines the patterns of behaviour in-fact organization composed of individuals. no organization can exist without individuals hence, organizational performance is largely affected by individuals behave at work .mangers hand to understand individual /human behavior at work so as to extract the best and maximum contribution from them learning motivation ,and the leadership are the theories that have been developed to explain the behavior of individuals also socio psychological theories have tried to explain how attitudes ,beliefs, preconception ,values inculcated and influence individual behavior
In other words. environment and organization itself. values.the factors which affects the human behavior are person. In fact the Individual behavior is not a self induced concept but it is affected by a large system like family.besides individuals will behave differently depending upon three motivation. we can say that – individual behavior is a function of person. and society within which one function . attitudes and perception they have Individual behavior explains why Individual behaves and reacts in response to different situation. Therefore to understand the human behavior in organization in a better way. environment and hide organization 25 . group.MEANING OF INDIVIDUAL BEHAVIOR Individual behavior means some concrete action by a person. a careful study of all the factors which affects human behavior is must the efforts and the contribution of an individual depends upon his behavior .
This is seen that human behavior is caused by certain reasons behavior is the result of interaction between individual characteristics and the characteristics of the environment in which behavior occurs. Behavior simply means “as a response to certain stimuli which is observable directly and indirectly “ ‘Behavior is observed directly by studying the responses of people to their work environment indirect observation refers to horo people describe decision making processes and attitude verbally. Personal characteristics remain inside the person whereas environmental once outside the person. Some observations are as follows. 26 . Different behavioral scientists have defined behavior differently.CAUSES OF INTERPERSONAL BEHAVIOR Causes of human behavior: In order to understand the causation of human behavior it is essential behavior it is essential to know first what the term behavior actually means. These personal and environmental characteristics secure as foundation of individual behavior.
PERSONALITY: . High religious people have high moral standards. AGE:. They strive for achievement and self fulfillment. It indicates the type of activities. and vision and stamina . INTELLIGENCE:-Some people are born Intelligent However intelligent can be enhanced with efforts. may or Amy not be changed by external environment 1. hard work proper environment and motivation. slim body. RELIGION:-It play important role in determining the behavior.Is a process by which individuals organize and interpret there sensory impression in order to give meaning to their environment. performance in such jobs that require artistic skills. attitudes. It refers to the manner in which a person experiences the world.relate to height. They are a result of parental values and expectation. PHYSICAL CHARACTERISTICS: . habit patterns and conditioned responses to certain stimuli that formulate the impression upon others.manual dexterity results in quality.the age may influence the behavior of an individual in a physiological as well as psychological ways 3. 2. jobs and assignment suitable to a particular person which will enable him to perform that task affectively. 27 . PERCEPTION: . 4.The causes of human behavior can be classified into categories INHERITED CHARACTERISTICS: Some of the characteristics inherited from birth.It is a set of traits and characteristics. LEARNED CHARACTERISTICS: these characteristics involver and individuals. values and perceptions about the environment in which he/she function.
strategies and methods of implementation available to managers.a person. personalities and individual behavior of managers as well as workers. Because an organization is a composite of attitude.ATTITUDES: .values are important in relation to study of organizational behavior. The relative 28 . Values determine what is right and what is wrong.the stability of government can affect the employment opportunities both in quantity and quality. POLITICAL FACTORS. a commodity. VALUES: . However wages satisfied various needs of individuals. economic outlook and technological change rate. a place.the economic environment is an important determinant of individual behavior .People work for money but not only for money.all work is performed with in economic framework . FACTORS AFFECTING INDIVIDUAL BEHAVIOR ENVIROMENTAL FACTORS It includes such variables as ECONOMIC FACTORS. The values behavior pattern. a situation or an idea. It addresses an individual’s positive or negative feeling about some object. Management structures and philosophies in controlled societies have a significant impact on decision. perceptions. wage rate.it may be defined as the way a person fells about something.the concept of economic environment is a synthesis of several factors like employment level.
PHYSICAL FACILITIES: The physical facilities such as ventilation . ORGANISATIONAL STRUCTURES AND DESIGNS.proper lighting . So that they may have a positive impact on interpersonal behavior. job design. Cultural vary from country to country and these variation produce different behavior across the country LEGAL ENVIRONMENT: rules and laws are formalized ad written standards of behavior both rules and laws is strictly enforced by the legal system .Hence physical environment at work place may be said to be the arrangement of people and thinks in such a manner.. painting on wall.It refers to the way in different departments in organizations are set up and the way in which the emoting relationship and lines of communication are established among different departments in the organizations. SOCIO-CULTURAL FACTORS: people grow up in a particular society that shape their basic values. proper space for employee and like that put impact on employee behavior and performance. 29 . motivation methods and finally individual behavior. beliefs and behavior.freedom available can affect carrier choice.laws relate to all members of society observing laws voluntarily allow predictability of individual behavior. ORGANIZATIONAL FACTORS: the characteristics of an organization are also affects human behavior.
The behavior of a leader is therefore a potential source of influence on an individual. In other words the behavior of individual by a large extent influenced by their leaders. The behavior of an employee influenced by reward system of an organization. to individual members. training. 30 .QUALITY OF LEADERSHIP-The organizational establish a system of leadership and supervision to pride direction assistance. advice. REWARD SYSTEM:-Organization establishes reward system to compensate the employees.
3) STYLE OF LEADERSHIP. Some may refer to have compensation under the time wage system. All is different . while others may like to prefer piece wage system.People also differs in the type of compensation plan they want. INDIVIDUALS DIFFERENCES AT WORKPLACE 1) REWARDS-Depending upon different psychological make-ups. others may be in a democratic style of leadership.this is a fact supported by science. 31 .People may differ in the style of leadership they want to work under.INDIVIDUALS DIFFERENCES AT WORKPLACE INDIVIDUAL DIFFERENCE: it is seen that an individual differs from each other owing to their varying Characteristics that foam an individual’s individuality. 3) If manager wants to employee he has to recognize the overwhelming influences that individual’s differences play. 2) TYPE OF COMPENSATION PLAN. people differ in attaching importance to awards. Each one is different from others just as each of their finger prints to different as far as we commonly known. People perform their jobs in different ways 1) Promptness in completing tasks 2) Conscientiousness in doing exactly quality work. While some may like to work under autocratic leadership style. Co is able to explain usual observations leads all of us to the conclusion that two people in the same job cannot behave in exactly the same way.
personalities and similar personal characteristics are irrelevant to under standing organizational behavior rather organizations come. creating unique jobs and departments. Almost organizations have policies.it is not that values. While some may prefer to flight stresses.People differ in their personnel characteristics like age. sex.direct and constraint members’ behavior that is structure tends to over-ride interpersonal differences. education. 32 . they create boss employee relationship that constrains employee behavior. Organizations also differentiate roles vertically by creating levels of management So. The structure of these jobs allows others to predict behavior in those roles. procedures rules and other formal documentation that limit and shape the behavior. Almost all organizations differentiate roles horizontally. With a host of formal and informal control mechanism that in effect largely shapes . race. 5) PERSONNEL CHARACTERISTICS. attitudes. INDIVIDUAL DIFFERENCES AND ORGANIZATION BEHAVIOR In organizational behavior.4) STAMINA-People also differ in their stamina to bear with job stress. too much emphasis is placed on studying individual differences . abilities etc. This formal documentation sets standards of acceptable and unacceptable behavior.
This assumptions are : Man is able to calculate the cost of his efforts and value of inducement he receives from his efforts.When you join an organization. Man is motivated by economic interest. An organization may not have a formal dress code but employees are expected to ‘dress appropriately’-which mean adapting to the implied dress norms. It is doubtful whether the management can perform its function successfully without having understanding why people behave as they do. The different types of assumptions a manager makes about people with greatly determine the actions he takes in motivating and controlling people. Models of a man based on individual differences Study of human behavior in both regarding and necessary for management. The norms are unwritten rules but. It based on individual differences. The organization controls the economic activities. 1) RATIONAL ECONOMIC MAN:-This is based on the doctrine of maximizing oneself interest. individual differences are classified in to certain models or type. Organization can be designed to control rational feelings and avoid unpredictable behavior. 33 . they are powerful and controlling. Man is able to evaluate the alterations available. you are expected to adapt its norms of acceptable behavior.
2) SOCIAL MAN:-It is based on the doctrine that man being part of the society. Though money is such a factor that its need can never be satisfied because it may purchase many things through which people may satisfy their other needs Within organizational context. Man is more responsive to group pressure. The economic incentives can work till man is not reasonably satisfied by a need of money. that is people are engage by the organization for the productive purpose. Man is motivated by its social needs. This works very simply. The role of money is to maintain the people n the organization and beyond that is not able to provide incentives to people. 34 . is influenced by a social forces and seeks satisfaction from social relationships. It will continue to give them incentives till it receiving matching contribution From them. Social man concept is the invention of researchers which behavioral scientist has carried out from time to time begom hawthorn experiments.In simple rational economic model people can be induced to produce more by providing economic incentives. Management should organize work in such a way that it provides not belongingness. He will obey managements order as long as these are in conformity with his social needs.
esteem and status needs and self actualizing needs. it can be overcome by sacrificing the individual interest in favor of organizational interest.3) ORGANIZATION MAN: . People will not see their interest differently as the organization is to take care of their interest. Its implications is that management will design its various actions high will satisfy the people. The social ethics are guides of organization. Even if there is any.the managers normally take following. Man works.It suggests difference in the way man can overcome limitations to work . The various needs can be put in hierarchical. The group is a source of creativity. safety and security needs social needs. Man moves from immaturity to maturity. in a hierarchical orders arranged by Abraham Maslow physiological needs.William white who gave this concept believes that value of loyalty to the organization and co-corporation with fellow workers is important for man. Belongingness is the ultimate need of individual. Man is self motivated and self motivated managers try to create normal achievement of people to release greater potential for commitment to organizational goals This model is based on the assumptions that is man is self motivated and controlled. 35 . Generally organization means emphasis that there is no conflict between organization and interpersonal. To satisfy is needs. 4) SELF ACTUALIZING MAN: .
Promotion and transfer decisions should reflect the abilities of individuals in Management must be cheerful in accessing critical abilities that will be In order to improve abilities.after analyzing the job .interviewed and evaluated on the degree to which they possesses the necessary abilities. the management can do the following: The management must follow effective selection process. needed in the job. Ability is the criteria used to determine what a person can do ability directly influences an employee level of performance and satisfaction. In a job. can then be tested . the abilities that individuals need to perform the job adequately. Training can keep the abilities of workers current or provide new skills as times and conditions charge.ABILITIES:It is an individual capacity to perform the various tasks. modifications can be made in the job. This process will A job analysis will provide information about jobs currently being done and The management . three should b no significant impact on jobs basic activities. Finally man agent has an alternative in the regard. provide training to employees. In order to get compatible ability.applicants improve and provide a compatible individual. can invite applicants . However. 36 . This is applicable to both ne workers and present workers. A final alternative is to the organizations.
c) Provides support to critical infrastructure and metal industries. Imports pose price based competition in the replacement market.SWOT ANALYSIS STRENGTHS :a) The globally cost competitive b) Adheres to strict quality controls. c) Implementation of value added tax vat) in fy2004 will negate the cascading impact of price. Has access to latest technology. b) Pressure on prices from gems continues. Most component companies are dependent on global majors for technology OPPURTUNITIES:a) May serve as sourcing hub for global automobile. b) Majors significant export opportunities may be realized through diversification of export basket. b) Industry is exposed to cyclical downturns in the automotive industry. WEAKNESSES:a) Industry has a lower level of research and development capability. THREATS:a) The presence of large counterfeit components market poses a significant threat. Further marginalization of smaller player’s likely outlook 37 .
job design motivation methods and finally interpersonal behavior. People work for money but not only for money. both in quantity and quality . strategies and methods of implementation available to manager’s . The political ideology of a country affects interpersonal behavior primary through relative freedoms available to its citizens. All work is perform with in economic framework . strategies. Management structures and philosophies in controlled societies have a significant impact on decisions. like employment level. economic outlook and technological change. wage rates. ECONOMIC ENVIRONMENT The Economic environment is an important determinant of individual behavior.it are well known that wage attract people to certain organizations and determine their satisfaction on jobs.the relative freedoms can affect career choice.PESTE ANALYSIS POLITICAL ENVIRONMENT The stability of government can affect the employment opportunities.politically unstable environment have difficulty and attracting experience problems in maintaining steady level of employment.the concept of economic environment is a synthesis of several factors. Inequality in wages will have adverse effect on employees 38 .however wages satisfy various needs of an individual .
it always desirable for organization effectiveness that direct there must be direct relationship between effort and reward.robbins. achievement needs. values and behaviors. Work ethics. effort reward expectations and values are important factors having behavioral implications as suggested by Stephens’s p.SOCIAL ENVIRONMENT People grow up in a particular society that shape their basic beliefs.culture vary between two regions with in a country too and these variations produce different behaviors across the country. Both rules and laws are strictly enforced by the legal system . TECHNOLOGICAL ENVIRONMENT It is seen that technological change is included as an economic factor because of potential effects on individual job opportunities Technological change has its strongest effect at lower level jobs although increased automation. Observing laws voluntary allows for predictability of individual behavior 39 .laws relate to all members of society. computersation and more sophisticated production technologies can affect individuals at all levels. LEGAL ENVIRONMENT Rules and laws are formalized and written standards of behavior. Culture varies from country to country and these variation produce different behaviors across the country .
24% of the Employees are both Friendly and Formal and 4% are having Miscellaneous Relations with Boss. 2) How often does your superior guide you in your job? 40 . OF RESPONDENTS 1 17 and 6 1 25 % OF RESPONDENTS 4 68 24 4 100 4% 4% 24% a ) Fo r m a l b ) Fr ie n d ly c ) B o th Fo r m a l a n d Fr ie n d ly 68% d ) M is c e lla n e o u s INTERPRETATION: The above Diagram shows that 68% of the Employees are Friendly with Boss and 4% Employees are Formal.QUESTIONNAIRE ANALYSIS 1) What kind of relationhip do you have with your boss? OPTIONS Formal Friendly Both Formal friendly Miscellaneous TOTAL NO.
.OPTIONS Often Once in a while Never Cant say TOTAL NO. OF RESPONDENTS 12 8 3 2 25 % OF RESPONDENTS 48 32 12 8 100 50 40 30 20 10 0 %O RES ONDENTS F P O ften O nce in a w hile Never C say ant INTERPRETATION: The above Diagram shows that 48% of the Employees are Superior guide in your Job and 32% Employees are once in a while. 3) How often does your boss blame you when things go wrong in your area of work ? 41 . 12% of the Employees are never l and8% can’t say.
44% never and 8% are can’t say.OPTIONS Often Once in a while Never Cant say TOTAL NO. OF RESPONDENTS 20 1 42 % OF RESPONDENTS 80 4 . 4) What type of relations do you have with your colleagues? OPTIONS Friendly Competitive NO. OF RESPONDENTS 2 10 11 2 25 % OF RESPONDENTS 8 40 44 8 100 45 40 35 30 25 20 15 10 5 0 Often Once inawhile Never C say ant %OFRE P S OND NT E S INTERPRETATION: The above Diagram shows that 8% are often and 40% Employees once in a while.
OF RESPONDENTS 17 72 1 25 % OF RESPONDENTS 68 28 4 100 43 . 12% of the Employees are Social and 4% are all three Relations with Colleagues 5) Do you feel unbalanced relations affect the efficiency level of employees? OPTIONS Yes No Can’t say TOTAL NO.Social All three TOTAL 3 1 25 12 4 100 12% 4% 4% a) f riendly b) c ompetitiv e c) s oc ial 80% d) all three INTERPRETATION: The above Diagram shows that 88% of the Employees are Friendly with Colleagues and 4% Employees are Competitive.
24% of the Employees are both Friendly and Formal and 4% are having Miscellaneous Relations with Boss.70 60 50 40 30 20 10 0 %OFR POND ES ENTS Y es No C an’t s ay INTERPRETATION: The above Diagram shows that 68% of the Employees are yes and 4% Employees can’t sayFormal. OF RESPONDENTS 10 1 0 44 % OF RESPONDENTS 40 4 0 . 6) Which of the following situations adversely affect your relationship among groups? OPTIONS Stress Illiteracy Incompetence NO.
Lack Of Knowledge Miscellaneous TOTAL 6 8 25 24 32 100 32% a) stress 40% b) illiteracy c) incom petence d) lack of know ledge 24% 4% 0% e) m iscellaneous INTERPRETATION: The above Diagram shows that 40% of the Employees are stress and 4% Employees are illiteracy 24% of the Employees are having lack of knowlege and 32% are having miscellaneous adversely affect relations. OF RESPONDENTS 9 2 9 5 45 % OF RESPONDENTS 36 8 36 20 . 7) What are the causes of such adverse situations? OPTIONS Individual case Group Organization Others NO.
TOTAL 25 100 20% 36% a) individual case b) group c) organisation 36% d) others 8% INTERPRETATION: The above Diagram shows that 36% of the Employees are adverse situations and 8% Employees affect group 36% of the Employees affect the organisation. 8) What problem does this negative behaviour lead to? OPTIONS Physical Problem Psychological Problem NO. OF RESPONDENTS % OF RESPONDENTS 0 0 10 40 46 .
Behavioral Problem Others TOTAL 10 5 25 40 20 100 20% 0% 40% a) physical problem b) psychological problem c) behavioral problem d) others 40% INTERPRETATION: The above Diagram shows that 40% of the Employees are having psychological problem and 40% Employees ae having behaviour problem. 9) Do you get full co-operation and unbiased attention from your superior in your work place? OPTIONS Yes NO. 20% of the Employees are affected by other problems.OF RESPONDENTS % OF RESPONDENTS 22 88 47 .
OF RESPONDENTS 21 48 % OF RESPONDENTS 84 .No Sometimes TOTAL 0 3 25 0 12 100 0% 12% a) yes b) no c) sometimes 88% INTERPRETATION: The above Diagram shows that 88% of the Employees says yes and 12% Employees are sometimes having unbiased attention. 10) Does group cohesiveness prevail in your organisation? OPTIONS Yes NO.
OF RESPONDENTS 0 19 49 % OF RESPONDENTS 0 76 .No Sometimes TOTAL 2 2 25 100 8 8 8% 8% a) yes b) no c) sometimes 84% INTERPRETATION: The above Diagram shows that 84% of the Employees are yes and 8% Employees are no and 8% having sometimes group cohisiveness prevail in the organization. 11) What are the forces which bring cohesion in group? OPTIONS Outside Person Competition NO.
24% of the Employees are others. 50 .Others TOTAL 6 25 24 100 24% 0% a) outside person b) competition c) others 76% INTERPRETATION: The above Diagram shows that 0% of the Employees are outside person and 76% Employees are having competition.
12) How often does interpersonal conflict arise among superior and subordiantes and among the people at the same hierarchy? OPTIONS Quite Often Occasionally Never Can’t Say TOTAL NO.OF RESPONDENTS 2 18 5 0 25 % OF RESPONDENTS 8 72 20 0 100 20% 0% 8% a) quite often b) occasionally c) never d) can’t say 72% INTERPRETATION: 51 .
52 .The above Diagram shows that 8% of the Employees are quite often. 13) Is stress a major factor which affects your interpersonal relation in an organisation? OPTIONS Yes No TOTAL NO. And 60%Employees are no. OF RESPONDENTS % OF RESPONDENTS 10 40 15 60 25 100 40% a) yes b) no 60% INTERPRETATION: The above Diagram shows that 40% of the Employees are major factors which affect your personnel behaviour. 72% of the employees are occasionally problem and 20% Employees are never arise problem among superior.
53 .FINDINGS OF THE STUDY Most of the workers have a friendly relationship with their superior as well as their colleagues. Group cohesiveness prevails among different groups in org. the management is concerned about maintaining good relations with trade unions. mainly due to competition. Most of the workers are often guided by their supervisors in their sphere of work and agree that they understand their work pressures and problems and try to solve them if it is within their reach. The negative behaviour of workers is mainly due to psychological and behavioual problems although they get full co-operation and unbiased attention from their superior in their work place. No superior is afraid to express any kind of views about the worker to him. Most of the workers feel that unbalanced interpersonal relations affect the efficiency level of employees mainly due to stress which is mainly caused because of individual and organisational related factors. this in turn depicts the open communication available in organization. To some extent.
the researcher has to collect the necessary and important information within the limited period of time and it is not possible to collect it. but there are some limitations. Some consumers give half-hearted response or false information. 54 . It is not possible to carry out the detailed survey due to limited finance. due to lack to time. which are mentioned below : The study period is limited. which may lead to wrong conclusion.LIMITATIONS I had put my best effort in gathering the data and i have tried my level best that the data provided and the survey done are authentic as they could be. The crew members were hesitates to speak freely as they feared the information’s to leak in the head office.
CONCLUSION After working on this project it’s my immense pleasure to say it’s been most beneficial to me as it given me lot of knowledge about the hr department. which includes how an hr department works and how to interact with people. There is an open communication and most of the employees in the company are satisfied but still there are some employees who are not satisfied with their superiors and these employees are mostly working in godowns. 55 . I found that in lumax dk auto industries ltd. The company is also of the view that interpersonal behaviour plays an important role in the positive relations between the superior and the subordinate. I also found that the company is of the view that interpersonal behaviour is not only helpful in making peace but also in the career planning.
To realize the employees who are working at godowns that they also have Freedom to take initiative in regard to change in procedure. Give more importance to the hr department as it plays a key role in an Organisation. Mostly recruitments are internally.RECOMMENDATIONS On the basis of my findings and conclusion my suggestions to the company are: To know why 20% employees are not satisfied with their superiors and try to solve their problems. 56 . Equal opportunities are given to all to express their feelings in the meetings. but there should be external recruitments so that company get more benefitted.
What kind of relationship do you have with your boss? A) Formal B) Friendly C) Both formal and friendly D) Miscellaneous Q 2:.How often does your superior guide you in your job? A) Often B) Once in a while C) Never D) Can’t say 57 .SAMPLE QUESTIONNAIRE INTERPERSONAL BEHAVIOUR IN AN ORGANISATION Name: Department: Age: Marital status: QUESTIONS: Q 1:.
Do you feel unbalanced interpersonal relations affect the efficiency level of employees? A) Yes B) No C) Can’t say Q 6:.What type of relations do you have with your colleagues? Q 5:.Q 3:.Which of the following situations adversely affect your relationship among groups? A) Stress B) Illiteracy C) Incompetence D) Lack of knowledge E) Miscellaneous 58 .How often does your boss blame and comdemn you when things go wrong in your area of work? A) Very often B) Once in a while C) Never D) Can’t say A) Friendly B) Competitive C) Social D) All three Q 4:.
What problems does the negative behaviour lead to? A) Physical problem B) Psychological problem C) Behavioural problem D) Others Q 9:.Q 7:.Do you get full cooperation and unbiased attention from your superior in your work place? A) Yes B) No C) Sometimes Q 10:.Does group cohesiveness prevail in your organisation? A) Yes B) No C) Sometimes Q 11:.What are the forces that bring cohesion in group? 59 .What are the causes of such adverse situations? A) Individual causes B) Group causes C) Organizational causes D) Others Q 8:.
A) Outside person B) Competition C) Others Q 12:.How often does interpersonal conflict arise among superior & subordinates and among the people at the same hierarchy? A) Quite often B) Occasionally C) Never D) Can’t say Q 13.Is stress a major factor which affects your interpersonalrelation in an org.? A) Yes B) No 60 .
BIBLIOGRAPHY PUBLICATIONS: • Kothari.sharma” (shree mahavir book depot publishers) • Lumax dk magazines WWW.COM WWW. • Marketing research by “s l gupta” • Organizational behavior “Dr f. new age international (p) ltd.GOOGLE.COM 61 .r business research methodology.c . publishers.LUMAXDK. New Delhi. c.
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