1.1.

U-2
1.1.1. Sensation vs. Perception

1.2. U-3
1.2.1. Principles of Group Dynamics
The principles are as follows:
1) Principle of Belongingness: In order for a group to function as an effective medium of exchange, the team
members of that group should possess a sense of belongingness. Certain people who possess influence for a
change and those who are changed by this influence have to be intimately involved. This principle aids in
group coordination and therefore also helps to achieve the goals in an effective manner.
2) Principle of Perception: The principle of perception is useful in creating a common understanding of any
change which needs to happen. People perceiving change in a similar fashion, aids in bringing change
within the group.
3) Principle of Conformity: This is the most difficult principle to achieve in a particular group as the
individuals conform to the group if individual subparts are removed continuously.
4) Principle of Change: A certain group has to be well coordinated to bring about change as change is
unplanned in a group. This can be achieved through proper communication and sharing information about
change.
5) Principle of Readjustment: Change is the reason why readjustment takes place. If changes take place in
one part of the group then stress is inevitable in the other part of the group.
6) Principle of Common Motives: A common aim binds a group and is the reason for its formation.
Therefore, all the members of a group work towards the completion of a shared goal.
7) Principle of Power: This is related to the prestigious status of people in the group.an attractive group
exerts some sort of influence on the other group members.
8) Continuous Process Principle: Group members need to carry out the task operation in an uninterrupted
manner.

1.3. U-4
1.3.1. Difference between Organisational Change and Organisational
Development
Basis of Difference Organisational Change Organisational Development
Meaning Organisational change includes changing Organisational development is a planned
organisation’s structure, technology and effort taken to increase the organisation’s
 processes, and business model to gain effectiveness and implement the
competitive advantage. organisational change.
Aim Change focuses on moving from current Development focuses on one specific area of
status to a planned better future status. change and facilitates it.
Duration Organisational change has a specific time Organisational development is a long-term
schedule that is a shorter period compare to effort that focuses on human behavioural
organisational development. development.
Agents Organisational change agents are internal Development consultants are mostly external
consultants, managers, or selected executives. consultants.

1.3.1. Organisational Culture Vs. Organisational Climate

The difference between organisational culture and climate are as follows:
Basis of Difference Organisational Culture Organisational Climate
1) Evolution/Origin Organisational culture has its origin from Organisational climate has its origin from the
different fields of study such as field of psychology.
anthropology and sociology.
2) Meaning The unofficial sides rather than the Organisational climate is vague in concept.
professional sides of the organisation are However, it considers an employee’s self-
indicated by the culture. The different esteem, job satisfaction and performance at
customs, beliefs and values of the work.
organisation are considered here and the
manner in which these concepts deliver
varied meanings is significant to note.
3) Concept/Scope Organisational culture is applied Organisational climate has a limited scope as
extensively in many different areas and compared to organisational culture.
has a wide scope.
4) Linkages Organisational culture reflects the Organisational climate reflects the modern
traditional style of conducting business and recent conditions, connections and
that has been followed throughout. relations among the employees and their
work performance.
5) Flexibility Organisational culture is rigid in nature Organisational climate is flexible in nature. If
and it takes years for a culture to develop the environment in the organisation is
and progress. changed, the climate of the organisation can
be modified in a very less time.
1.3.2. Reason for Emergence of Organisational Politics
There are five possible reasons for organisational politics taking place:
1) Organisations are coalitions composed of varied individuals and groups.
2) There are enduring differences among individuals and groups in their values, preferences, beliefs,
information, and perceptions of reality.
3) The most important decisions in organisations involve the allocation of scarce resources.
4) Conflict is central to organisational dynamics, and power is the most important resource.
5) Organisational goals and decisions emerge from bargaining, negotiation, and jockeying for position among
members of different coalitions.

1.3.3. Impact of Organisational Politics

1) The Decrease in the Level of Productivity: It is a proven fact that people who are engrossed incorporate
politics pay less attention to work and more on gossip, rumours, incessant talks and underhand activities.
Their time is utilised not on office work but criticising, back-biting and leg-pulling of co-workers.
Individuals become so engrossed in politics at the workplace that office work and projects start taking a
back seat in terms of importance and personal preference.
2) Negative Work Environment: Organisational politics spoil the relationship between employees in the
workplace. People who indulge in this habit are generally disliked by others. It is a fact the organisational
politics tend to make the office environment harmful and this has a direct impact on the efficiency levels of
the employees.
3) Low Levels of Concentration: An employee engrossed in workplace politics finds difficulty in
concentrating on his work. He is more interested in dragging others down and spoiling their image than his
work, tasks and projects. People become overconfident about their abilities and tend to make mistakes as
 their focus is on unimportant things. This has a direct effect on the individual as it results in a low level of
concentration
4) Has an Impact on the Attitude: The most critical effect of organisational politics is seen on the employees
as their attitude is impacted to a great deal because of negative emotion. They lose interest in their work
proceedings and attend office just for the sake of it.
5) De-motivates the Employees: It is a fact that organisational politics will ultimately de-motivate
employees. Every day they come across things that are intolerable to them, for instance, seeing a non-
performing employee getting the best employee award just because he is close to the senior manager and
him getting the acknowledgement for the work that was done by someone else.

1.3.4. Measures to Avoid Organisational Politics

1) Maintaining Partiality: The management must not be partial to anyone. No employee should be blindly
supported. Action should not be taken against anyone just because one of the team members has said
something negative against someone. One should not believe anything unless and until there is a proof.
2) Holding Discussions: Issues must be discussed on an open forum and everyone related to the matter must
be allowed to participate in the same. Problems arise when matters are discussed in closed cabins and
employees do not get a common picture. Employees should be able to express their views and grievances in
front of their superiors. Hierarchies must be well defined to reduce politics. The subordinates must have an
easy access to the boss’s cabin at the time of queries.
3) Facilitating Teamwork: Teamwork should be promoted at the workplace to strengthen the bond amongst
the employees. Individuals should be made to work in teams so that they come closer and develop a liking
for each other. Festivals should be celebrated at the workplace. Employees should be taken out, once in a
while, for informal get together and picnics. Such initiatives go a long way in reducing misunderstandings
amongst the employees.
4) Job Satisfaction: Job mismatch leads to politics at the workplace. Responsibilities must be delegated as per
the interests, specialisation and educational qualification of the employees. Task must not be imposed on
anyone. Individuals must enjoy their work for them to stay loyal towards the organisation. Employees
indulge in politics when they have ample free time and nothing innovative to do. Employees must be clear
with their responsibilities and duties. They should know what they are supposed to do in the organisation.
5) Communication: Effective communication reduces the chances of politics at the workplace. Employees
should not play with words and pass on the information in its desired form. Information must not be
manipulated at any cost. Individuals should prefer written modes of communication to avoid confusions.
Communicate through emails and do keep your boss in the loop. This way the superiors are aware of what
is happening around and no employee can cook up stories against anyone.
6) Maintaining Decorum: Politics never benefits anyone in the long run. Employees must concentrate on
their own work rather than interfering in their colleague’s work. Remember that organisation pays for hard
work and not for finding faults in others. Avoid backstabbing or making fun of others. Do not spread
unnecessary rumours about anyone at the workplace.
7) Positive Frame of Mind: Employees must enter office with calm and a positive frame of mind. They
should not think of doing harm to others. Remember that bad deeds fall back. Do not take things to heart.
Avoid overreacting at the workplace. Being overfriendly with everyone also creates problems. Do not let
others know all the secrets. An individual should know where to draw the line. Do not take undue favours
from anyone at the workplace. Never ever use derogatory words against anyone in front of any of the fellow
workers.

1.3.5. Culture, Power & Politics in the Workplace

As far back as history can be told mankind has struggled between balancing culture, power and politics. Many
wars have been fought and many people have placed their lives on the line in order to stand up for what they
believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s
business environment individuals have much more to worry about than just completing their assigned tasks.
Organisational culture, power and office politics influence day to day operations as well as govern the
atmosphere within the organisation. The amount of impact that power and politics have in the workplace,
directly reflect the organisation’s culture formally as well as informally.