For Engineering Students

( St Thomas Students)
Organizational
Behaviour
Study Questions
1. What is organizational behaviour and why
is it important?
2. What are organizations like as work
settings?
3. What is the nature of managerial work?
4. How do we learn about organizational
behaviour?
What are organizations
like as work settings?
An organization is a collection of
people working together in a division
of labour to achieve a common
purpose.
What is organizational
behaviour and why is it important?
Workplace success depends on:
1. Respect for people.
2. Understanding of human behavior in
complex organizational systems.
3. Individual commitment to flexibility,
creativity, and learning.
4. Individual willingness to change.
What Is Organizational
Behaviour And Why Is It Important?
Organizations and their members are
challenged to:
Simultaneously achieve high performance
and high quality of life.
Embrace ethics and social responsibility.
Respect the vast potential of demographic
and cultural diversity among people.
Recognize the impact of globalization.
What Is Organizational
Behavior And Why Is It Important?
Organizational behavior is the study of
human behaviour in organizations.
A multidisciplinary field devoted to
understanding individual and group
behavior, interpersonal processes, and
organizational dynamics.
Definition of OB
O.B. is the study and understanding of
individual and group behaviour, patterns
of structure in order to help improve
organizational performance and
effectiveness.
Why cant everyone
just learn to get
along with me?
Human Behavior
Why bother trying to
understand it? And
We all want two things from
life:
Happiness and Success
Whats the one common denominator to
success and happiness?
Knowing how to do a job is not
the key to success...
It is more
important to know
how to work with
people.

What Is Organizational
Behavior And Why Is It Important?
Modern workplace trends are:
1. Commitment to ethical behavior.
2. Importance of human capital.
3. Demise of command and control.
4. Emphasis on teamwork.
5. Pervasive influence of information
technology.
6. Respect for new workforce expectations.
7. Changing definition of jobs and career.
What are organizations
like as work settings?
The core purpose of an organization is the
creation of goods and services.
Missions and mission statements focus
attention on the core purpose.
Mission statements communicate:
A clear sense of the domain in which the
organizations products and services fit.
A vision and sense of future aspirations.
What are organizations
like as work settings?
A strategy is a comprehensive plan that
guides organizations to operate in ways
that allow them to outperform their
competitors.
Key managerial responsibilities include
strategy formulation and implementation.
Knowledge of OB is essential to effectively
strategy implementation.
What are organizations
like as work settings?
Stakeholders are:
People, groups, and institutions having an
interest in an organizations performance.
Customers, owners, employees, suppliers,
regulators, and local communities are key
stakeholders.
Interests of multiple stakeholders sometimes
conflict.
Executive leadership often focuses on
balancing multiple stakeholder expectations.
What are organizations
like as work settings?
Organizational culture and diversity(
Culture varies across organizations,
region, countries).
Organizational culture refers to the shared
beliefs and values that influence the
behaviour of organizational members.
Success in business world is tied to
valuing diversity( of Cultures, Ethnic,
Gender.

What are organizations
like as work settings?
Positive organizational cultures:
1. Have a high-performance orientation.
2. Emphasize teamwork.
3. Encourage risk taking.
4. Emphasize innovation..
5. Respect people and workforce diversity.

What are organizations
like as work settings?
Organizational effectiveness approaches.
1. Systems resource approach focuses on
inputs.
2. Internal process approach focuses on the
transformation process.
3. Goal approach focuses on outputs.
4. Strategic contingencies approach focuses
on impact on key stakeholders.
What is the nature
of managerial work?
Managers perform jobs that involve
directly supporting the work efforts of
others.
Managers assume roles such as
coordinator, coach, or team leader.
What is the nature of
managerial work?
The management process.
An effective manager is one whose
organizational unit, group, or team
consistently achieves its goals while its
members remain capable, committed, and
enthusiastic.
Key results of effective management:
1. Task performance.
2. Job satisfaction
The nature of managerial
work:
Managers work long hours.
Managers are busy people.
Managers are often interrupted.
Managerial work is fragmented and
variable.
Managers work mostly with other people.
Managers spend a lot of time
communicating.
What is the nature of
managerial work?
Managerial mind-sets.
Reflective mind-set managing ones self.
Analytic mind-set managing organizational
operations and decisions.
Worldly mind-set managing in a global
context.
Collaborative mind-set managing
relationships.
Action mind-set managing change.

What is the nature
of managerial work?

Managerial skills and competencies.
A skill is an ability to translate knowledge
into action that results in a desired
performance.
Categories of skills.
1. Technical.
2. Human.
3. Conceptual.
Summary
1. OB is a knowledge base
2. that helps people to work together
3. to improve the performance of
organizations
How do we learn
about organizational behavior?
Learning is an enduring change in
behavior that results from experience.
Organizational learning is the process of
acquiring knowledge and utilizing
information to adapt successfully to
changing circumstances.
Study Questions
What is personality?
How do personalities differ?
What are value and attitude differences
among individuals, and why are they
important?
What are individual differences and how
are they related to workforce diversity?
What is personality?
Personality.
The overall profile or combination of
characteristics that capture the unique nature
of a person as that person reacts and
interacts with others.
Combines a set of physical and mental
characteristics that reflect how a person
looks, thinks, acts, and feels.
Predictable relationships are expected
between peoples personalities and their
behaviors.
What is personality?
Heredity and environment.
Heredity sets the limits on the development of
personality characteristics.
Environment determines development within these
limits.
About a 50-50 heredity-environment split.
Cultural values and norms play a substantial role in
the development of personality.
Social factors include family life, religion, and many
kinds of formal and informal groups.
Situational factors reflect the opportunities or
constraints imposed by the operational context.

Things
F
i
l
t
e
r
Values
Assumptions
Experience
Expectations
Perception
Defense
Mechanisms
Feelings
F
i
l
t
e
r
Behaviour
(Say and do)
Study of Human Nature
1. To understand why people behave in a
particular way.
every individual behaves differently.
E.g.: some are optimistic whereas some are
pessimistic
2. To understand individuals differences.
No two people in an identical situation behave in
a same way.
Helps us to deal with individuals accordingly
Study of Human Nature
3.To understand various internal processes
Studying different human beings
Helps people to understand internal processes of
human being.
4.To understand why people work
Some people work for money and
some for satisfying themselves
Learning human nature teaches
how to motivate people and fulfill
their potentialities
Study of Human Nature
5.To study the changes in the organization
Helps us to bring a desired and voluntary change
in the organization and also in individuals.
6.Help organization and individuals in a
mutually accepted in the expected
direction.
Understand people and provide them with job
Individual differences in modern organization
Concerned with basic differences
Knowledge of an employee
Modification of managers and to suit
individual abilities.
1. Differences in physique
Physical character differs
2.Differences in achievement
Differences in individuals
interest ,skill and ability

What is the key to success?
IQ versus EQ
Is there a career where success is
completely a matter of technical skill?
The History of People
Management
Machiavelli: taught management through
manipulation (1469-1527)
People are lazy, and self-centered and you have
to trick them into working
People of lower status are subservient
Larry Ellison
CEO of software giant Oracle Corp.
People stay at Oracle because they are well paid
and fear recrimination.
The Scientific Approach:
The late 1800s brought the Industrial
Revolution
There was one best way to do a job
Scientific methods and math formulas
could solve peoples problems


The Hawthorne Effect
Paying attention to workers needs
affects output.
Social and psychological factors
play important roles in worker
productivity.
Human Relationists found:
People are motivated by many
factors, not just pay
Employees have feelings and
attitudes that affect their work
People are not machines
Human Relationists found:
Informal workgroups affect
performance
Workers like and need to participate
in decision making
Communication channels should flow
down, up and horizontally
The Behavioural Movement:
Expanded role of manager
Managers became more people focused
Incentives and sources of motivation
were studied
The Behavioural Movement:
Supervisors learned they needed
communication skills
Managers now had to handle conflict and
change
Employees treated more as equals and
informal relationships started
Management Theory Today
The Systems Theory Approach: every
system has input, transformation and
output
Ripple effects

The Contingency Approach:
No two situations are exactly alike.
With each event, you size up the
situation and choose the best course of
action
The Quality of Work Life
Approach:
Seeks to make work productive as well
as satisfying to workers

Quality Circles
Caring and Trust:
The bottom line in
Human Relations today.
The Environment
YOU
Beware the Bullets!
Past
Experiences
Ouch!
Negative Work
Environment
- Dog eat dog . . . everyone fighting to get ahead
- No one appreciates your contributions
- Too much work . . . not enough help
- Deadlines are unrealistic
- Longer hours . . . additional work
- Budget Constraints
- Competition is eating us alive
- Poor management / direction
- Job insecurity
Negative Work
Environment
Other Peoples
Behaviour
Bulldozers
Snipers
Exploders
Patronizers
Complainers
Controllers
Backstabbers
Walking Wounded
Negatives
Gossips
Angry
Weak
Whiners
Closed
CHANGE . . .
Challenges our
paradigms
Alters the way we think
Makes life more difficult
for a while
Causes Stress
Is an ongoing fact of life
Changing
Environment
The only person who always
likes change is a wet baby
Past
Experiences
Ouch!
Ouch!
Ouch!
Ouch!
Ouch!
Ouch!
Ouch!
Ouch! Ouch!
GENETIC: My Grandparents did it to me.
(Inherited traits)
PSYCHIC: My Parents did it to me. (Upbringing)
ENVIRONMENTAL: My Brother, My Colleague,
My Boss, The Company, The Economy, etc.. is
doing this to me. (Surroundings)
Determinism
Theory
Lifes Little Question


Are some people just born
positive thinkers
. . . or is it their CHOICE?



Choose the Right Luggage
Youre going to get hit!
Choice1
The Problem With Dodging Bullets

Choice 2

Wear Bulletproof Armor
Bulletproof Armor
Comes from
SELF CHANGE
Putting on the
Armor
How to Change Your
Attitude
ATTITUDE
ATTITUDE
Changes happen
personally
from the
INSIDE OUT!
So . . . Accept
Responsibility
I am responsible . . .

. . . for who I am
. . . for what I have
. . . for what I do

Negative
world view
FROM THE INSIDE . . . OUT!
ATTITUDE
Step #2 Take Control
How to Change Your
Thinking
THINKING
Changes come
from observing
logically in
every situation
Observe Your Thinking
THINKING
This is all very
interesting
Tomorrow it will
look very different.
This is going to be
a wonderful day!
This is going to
be a crappy day!
Manage Your Self-Talk
If you think you Can, or you think you Cant
YOURE RIGHT! Henry Ford
THINKING
How to Change Your
Behavior
BEHAVIOR
BEHAVIOR
Changes take
true assessment,
determination &
discipline
Choose Your Behavior
REACTIVE
Response
RESPONSIBLE
My
Response
My
Choice
BEHAVIOR
Stimulus
Stimulus
Steps Toward Changing
Behavior
1. Unconscious Incompetence
2. Conscience Incompetence
3. Conscience Competence
4. Unconscious Competence
BEHAVIOR
The New YOU!
Add POSI+IVE Behavior
INFLUENCE YOUR ENVIRONMENT!
Sprinkle some positive on the negatives
Focus on the good of each day
Stay out of the feeding frenzies
Say please and thank you
Practice EMPATHY
Evaluate YOUR behavior
Never miss an opportunity to complement

Spread a SMILE around
Replace the BAD HABITS!
BEHAVIOR
More POSI+IVE
Contributions

1. Is it true?
2. Is it harmful?
3. Is it necessary?
Keep promises
Have a forgiving view of people
Keep an open mind with changes
Count to 1000 if necessary
See criticism as opportunity to improve
Cultivate your sense of humor
Before you say anything to anyone, ask
yourself three things



Watch your definitions -
they become thoughts
Watch your thoughts -
they become words
Watch your words -
they become actions
Watch your actions -
they become your destiny

Remember to . . .
With a Bad attitude
you can never have a positive day
With a Positive attitude
you can never have a bad day
Choose POSI+IVE Living
WHAT IS PERSONALITY ?
Personality Is The Study Of The Person.
In Organizational Behavior Individual
Personality Is Important As It Refers To Their
Mental Structures And Coordinated Processes
Of The Mind.
Thus Personality Reflects The Individual
Work-related Behavioural Pattern Of
Employees.
Definition
Personality is the dynamic organisation
within an individual of those
psychological systems that determine
his unique adjustments to his
environment.
- Gordon Allport
Personality is the sum total ways in
which an individual reacts to and
interacts with others.
- Stephen Robins


DEFINITION
Personality is the sum total of ways in which
an individual REACTS and INTERACTS
with others.
Combines of a set of physical and mental
characteristics that reflect how a person looks,
thinks, acts and feels.
Predictable relationships are expected between
peoples personalities and their behaviors.

There Are Many Contributors On The
Theory Of Personality
Theories Of Personality :
1. Sigmund
Freud
2. Anna
Freud
3. Eric
Erickson
4. Carl Jung
5. Alfred
Adler

1. Albert Ellis
2. Aaron
Beck
3. William
Sheldon
4. B F
Skinner
5. Erich
Fromm

75
What is Personality?
Personality
The sum total of ways in which an individual
reacts and interacts with others; measurable
traits a person exhibits.
Personality Traits
Enduring
characteristics that
describe an
individuals behavior.
Personality
Determinants
Heredity
Environment
Situation
PERSONALITY DETERMINANTS
Individual Personality is the result
of heredity and environment and
the third factor is recognized to be
situation.
HEREDITY
Heredity refers to those factors that were
determined at conception.
Physical stature, facial attractiveness,
temperament, muscle composition and reflexes,
energy level, and biological rhythms are
characteristics that are generally considered to be
either completely or substantially who the parents
are; that is, by their biological, physiological, and
inherent makeup.
The heredity approach argues that the ultimate
explanation of an individuals personality is the
molecular structure of the genes.
ENVIRONMENT
Environment factor like culture in
which one is raised, early
conditioning; norms among family,
friends, social group and other
influences that one experiences, exert
pressure on personality of an
individual.
SITUTATION
Situation influences the effect of
heredity and environment on
personality.
A individuals personality, although
generally stable and consistent, does
change in different situations.
The different demands of different
situations call for different aspects
ones personality.
LETS SIMULATE

Situation 1 :-
Suppose that you are new to the organisation,
and not familiar to your colleague. You get a
chance to interact with them in this party.
What will you do in this situation?
a) You will take the initiative to talk
b) Feel strange and nervous so will not talk with
others
c) You will wait for someone else to talk to you
d) you will stand and smile to others.
LOCUS OF CONTROL
Locus of control is the degree to which
people believe they are masters of their
own fate
Some people believe that they are
masters of their own fate. Other people
see themselves as pawns of fate,
believing that what happens to them in
their lives is due to luck or chance.
INTERNALS
Individual who believes that they control
what happens to them
EXTERNALS
Individuals who believe that what
happens to them is controlled by outside
forces such as luck or cahnce.
TYPE A PERSONALITY
A person with a Type A personality is aggressively
involved in chronic, incessant struggle to achieve
more and more in less and less time, and if required to
do so, against the opposing efforts of other things or
other persons.
1. Are always moving, walking, and eating rapidly
2. Feels impatient with the rate at which most event
take place
3. Strive to think or to do two or more things at once
4. Cannot cope with leisure time
5. Are obsessed with numbers, measuring their
success

TYPE A AND TYPE B
PERSONALITY
TYPE B PERSONALITY
1. Type B is exactly opposite to type A are rarely
harried by the desire to obtain a wildly increasing
number of things or participate in an endless
growing series of events in an ever decreasing
amount of time. Never suffer from a sense of time
urgency with the accompanying impatience
2. Feel no need to display or discuss their
achievements
3. Play for fun and relaxation and not exhibit
superiority
4. Can relax without guilt



Situation 2
You have been given a group project. You
have made a mistake in between and only you
are aware of it. How will you react on it?
a) you will confess that you have made the
mistake.
b) you will held someone else to be
responsible for the mistake
c) you will try to find out the solution for it
d) you will keep mum all through out the
project.
The Big Five Model of
Personality Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Openness to Experience
Curious, imaginative, artistic, and sensitive
Emotional Stability
Calm, self-confident, secure under stress (positive), versus
nervous, depressed, and insecure under stress (negative).
Measuring Personality

Self-report surveys
Observer-rating surveys
Projective measures
Rorschach Inkblot Test
Thematic Apperception Test
And Many Other Similar Tests
Personality is Measured By

Major Personality Attributes
Influencing OB
Core Self-evaluation
Self-esteem
Locus of Control
Machiavellianism
Narcissism
Self-monitoring
Risk taking
Type A vs. Type B personality
Proactive Personality

Machiavellianism
Conditions Favoring High Machs
Direct interaction with others
Minimal rules and regulations
Emotions distract for others
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means.
Narcissism

A Narcissistic Person
Has grandiose sense of self-importance
Requires excessive admiration
Has a sense of entitlement
Is arrogant
Tends to be rated as less effective
Self-Monitoring
Self-Monitoring
A personality trait that measures
an individuals ability to adjust
his or her behavior to external,
situational factors.
High Self-Monitors
Receive better performance
ratings
Likely to emerge as leaders
Show less commitment to their
organizations
Risk-Taking
High Risk-taking Managers
Make quicker decisions
Use less information to make decisions
Operate in smaller and more entrepreneurial
organizations
Low Risk-taking Managers
Are slower to make decisions
Require more information before making decisions
Exist in larger organizations with stable environments
Risk Propensity
Aligning managers risk-taking propensity to job
requirements should be beneficial to organizations.
Personality Types
Type As
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type Bs
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.
Personality Types
Proactive Personality
Identifies opportunities, shows initiative,
takes action, and perseveres until
meaningful change occurs.
Creates positive change in the
environment, regardless or even in spite
of constraints or obstacles.
Perception
Perception is a process by which
individuals organise and interpret
their sensory impressions in order to
give meaning to their environment.
- Stephen Robins
Factors
Influencing
Perception
Factors in the situation
Time
Work Setting
Social Setting
Factors in the Perceiver
Attitudes
Motives
Interests
Experience
Expectations
Factors in the target
Novelty
Motion
Sounds
Size
Background
Proximity
Similarity
PERCEPTION
Process of Perception
1.Confrontation of stimulus
The Individual comes face to face with
another Individual or group or object or
situation or problem
2. Registration
The individual registers the stimulus and
its gravity




Process of Perception
3. Interpretation
The individual tries to understand the real
meaning of the situation.
4. Feedback
The individual evaluates the strength and
weakness and gives a quick feedback to
the sensory motor.


Process of Perception
5. Reaction
The individual gives the response in terms
of reaction that can be positive, negative
or neutral, depending upon the mutual
interaction between the stimulus and the
individual.

MOTIVATION

It Is The Need Or Drive Within An
Individual That Drives Him Or Her Toward
Goal Oriented Action. The Extent Of Drive
Depends On The Prescribed Level Of
Satisfaction That Can Be Achieved By The
Goal
Definition

Motivation Is A Predisposition To
Act In A Specified Goal Directed
Manner
-Hellriegel And Slocum
Definition
A process of stimulating the self or
subordinates to get into the desired
course of action
-Michael Julius
Difference Between
Motivation And Satisfaction
Motivation Refers To The Drive And Effort To
Satisfy A Want Or Goal.
Satisfaction Refers To The Contentment
Experienced When Want Is Satisfied. In Other
Words, Motivation Implies A Drive Toward An
Outcome, And Satisfaction Is The Outcome
Already Experienced.
Employees' performance is, partially determined
by the opportunities given them to demonstrate
their abilities.
If employees are never given opportunities to
utilize all of their skills, then the employer may
never have the benefit of their total performance.
Work performance is also contingent upon
employee abilities.
If employees lack the learned skills or innate
talents to do a particular job, then performance will
be less than optimal.
A third dimension of performance is
motivation.
Mechanism of Motivation
Need Drive Barrier Goal
Deprivation
Direction
Overt/Covert Achievement
NEEDS
An internal state of
disequilibrium or deficiency
which has the capacity to
energise or trigger a
behavioural response
Motivation and Frustration
A person get frustrated because of unfulfilled need.
Whenever a person is frustrated, the defence mechanism
gets triggered into action. Frustration can be manifested
into one or more of following behaviour:
Aggression: A reaction to a situation where ones motive
is blocked, causing oneself to turn against the barrier in
terms of verbal or physical injury.
Withdrawal: Leaving the field physically and
psychologically.
Fixation: An unreasonable stubbornness, repeated
behaviour, non adjusting.
Compromise: Adjusting with the situation leading to give
and take attitude.
MOTIVATION THEORIES
MASLOWS HIERARCHY OF NEEDS
Self-
Actuali-
zation
Needs
Esteem Needs
Belongingness
Needs
Physiological Needs
Achievement Challenging job
Status Job title
Friendship
Friends in Work
Group
Stability Pension Plan
Sustenance
Security Needs
Base Salary
Douglas McGregor's Theory
Douglas McGregor, a professor of industrial
Administration at MIT (USA) theorized that
every person has certain basic assumptions
about other peoples attitude towards work
and organisation the assumption is labeled
as Theory X and Theory Y.

Theory X Assumptions
It is the traditional assumptions about the nature of
people and states that-
1. Average human being have an inherent dislike of
work and will avoid it if they can.
2. Because of this human characteristic of disliking
work, most people must be coerced, controlled,
directed and threatened with punishment to get
them to put forth adequate effort toward the
achievement of organisational objectives.
3. Average human beings prefer to be directed, wish
to avoid responsibility, have relatively little ambition,
and want security above all.

Theory Y Assumptions
The assumption under this are _
1. The expenditure of physical effort and mental effort in
work is as natural as play or rest.
2. External control and threat of punishment are not the
only means for producing effort toward organisational
objectives. People will exercise self direction and self
control in the service of objectives to which they are
committed.
3. The degree of commitment to objectives is in
proportion to the size of the rewards associated with
their achievement.
4. Average human beings learn, under proper
conditions, not only to accept responsibility but also to
seek it.
Herzbergs 2-factor Theory
Fredrick Herzberg (1959) extended the work of Maslow
and developed a specific content theory of work
motivation. He conducted a widely reported study of
about 200 accountants and engineers from eleven
industries in the Pittsburgh area. He used the critical
incident method of obtaining data for analysis. He asked
them two questions:
a) When did you feel particularly good about your job and
what turned you on?
b) When did you feel exceptionally bad about your job and
what turned you off?
CONTARSTING VIEW OF
SATISFACTION AND DISSATISFACTION
TRADITIONAL VIEW
Satisfaction Dissatisfaction
Satisfaction No Satisfaction
No Dissatisfaction Dissatisfaction
HERZBERGs VIEW
Motivators
Hygiene Factor
Herzbergs theory was based on a two-
factor
Hypothesis:
1. that is factors leading to job satisfaction
2. And factors leading to no job
dissatisfaction

They were classified in two categories:
1) Motivational factors
2) Hygiene or maintenance factors
Motivational factors
Recognition
Advancement
Responsibility
Possibility of growth
Achievement
Work itself
Motivational factors
Motivational factors are directly related to
the job itself.
Present of such factor create a highly
motivating situation, but their absence
does not cause job dissatisfaction.
These factors are content oriented.
Hygiene or Maintenance factors
Company policy and administration
Technical supervision
Interpersonal relations with subordinates
Salary
Job security
Personal life
Working conditions
Status
Interpersonal relations with supervisors
Interpersonal relations with peers/colleagues

Hygiene factors are context oriented their
presence does not significantly motivate the
person.
The presence of such factors prevents
dissatisfaction and maintains a certain level of
motivation but any reduction in the availabilities of
these factors is likely to affect motivation and
bring down the level of performance. According to
Herzberg, Hygiene factors can dissatisfy by their
absence but they cannot satisfy by their presence.

Motivational Factors

Hygiene factors

When present lead to
satisfaction and
motivation.

When present, help in
preventing dissatisfaction
but do not increase
satisfaction or motivation.

When absent prevents
both satisfaction and
motivation.

When absent increase
dissatisfaction with the job.





Motivational vs. Hygiene Factors
Status goes down with Hygiene
factors; Recognition goes up with
Motivators
McClellands Theory of Needs
Developed by David McClelland and his
associates. The theory focuses on three
needs:
1. Achievement
2. Power
3. Affiliation
Need for Achievement (nAch): The drive to excel,
to achieve in relation to a set of standards.
Need for Power (nPow): The need to make others
behave in a way that they would not have
behaved otherwise.
Need for Affiliation (nAff): The desire for friendly
and close interpersonal relationship
E R G Theory
Clayton Alderfer of Yale University has
reworked Maslows Theory of need
hierarchy.
He devised three groups of core needs:
1. Existence
2. Relatedness
3. Growth
Physiological
Security
Social
Esteem
Self
Actu-
alisation
Existence
Relatedness
Growth
Maslows Need Hierarchy and Alderfers ERG Theory
Maslows theory follows a rigid, steplike progression. ERG
theory does not assume that there exists a rigid hierarchy. It
demonstrates that (i) more than one need may be operative
at the same time, and (ii) if the gratification of a higher level
need is suppressed, the desire to satisfy lower level need
increases. In ERG all the need categories could be
operating at the same time
Maslow ERG
Vrooms Expectancy Theory
The theory essentially emphasizes that motivation
is increased if the individual perceives that
1. His effort will result in successful performance
2. Successful performance leads to desired
rewards
The theory argues that the strength of a tendency
to act in a certain way depends on the strength of
an expectation that the act will be followed by a
given outcome and on the attractiveness of that
outcome to the individual.
Individual
Effort
Individual
Performance
Organizational
Rewards
Personal
Goals
1 2
3
1. Effort-performance relationship: Probability perceived by the
individual that exerting a given amount of effort will lead to
performance.
2. Performance-reward relationship: The degree to which the
individual believes that performing at a particular level will
lead to the attainment of a desired outcome.
3. Rewards-personal goal relationship: The degree to which
organizational reward satisfy an individuals personal goals or
needs and the attractiveness of those potential rewards for
individual.
Vrooms Expectancy Theory
Vrooms Expectancy Theory
Vroom explains that motivation is a product of
how much one wants something and ones
estimate of the probability that a certain action
will lead to it.

This relationship is given in the formula:-
V X E = M
V = Valence is strength of desire for something
E = Expectancy is probability getting it with a certain
action
M = Motivation is strength of drive towards an action
EQUITY THEORY
James Stacy Adams (1965) proposed
the equity theory which was based on
his belief that an individuals motivation
is influenced by his perception of how
equitably he is treated at work.
To express his ideas, Adam used following formula:

EQUITY THEORY
Persons Outcomes
Equity exists when-
Persons Inputs
Others outcomes
Others inputs
Negative Inequity exists when-
Persons Outcomes
Persons Inputs
Others outcomes
Others inputs
<
Positive Inequity exists when-
Persons Outcomes
Persons Inputs
Others outcomes
Others inputs
>
EQUITY THEORY
In order to restore equity, individuals can make
one of the six choices:
1. Change their inputs (reduce efforts)
2. Change their outcomes (earning more on a
piece rate basis producing higher quantity)
3. Distort perception of self (changing self
perception)
4. Distort perception of others (changing thoughts
about others)
5. Choose a different referent (changing person
with whom comparison is made)
6. Leave the field (quit the job)

Group Behaviour
Central to many organizations, and of
increasing importance to others, is the
existence and operation of groups.
Project groups, task groups or teams are a
normal feature of the working life of
engineers, whether students or fully qualified
professional engineers.
We shall use the terms groups and teams
and task and project interchangeably.
Group Behaviour
We are going to look at the definition of a team,
how they form, how they work successfully and
what causes them to be unsuccessful.
As the main purpose of teams is to make
decisions, we shall talk of decision-making and
then an examination of the processes within
teams when they are making decisions.
What happens within teams is called group
process, the interactions of individual members of
a team that makes a team different than the sum
of the individuals that make up the team.
Group Behaviour
Groups are different than the sum of the
individuals is crucial to being a successful
member of a team.
This is crucial to knowing how to set up and
manage teams so that they make a
contribution to the organisation that is better
than the contribution of any single individual,
or the summation of the individual
contributions of a group of individuals .
Group Behaviour
To understand water it is not enough to
understand about oxygen and hydrogen, you have
to understand how they interact as water.
If you are a member of a task or project group or
team it is important to understand what is
happening in the group so that it does not go
awfully wrong, and so that if it starts to go
wrong you can recognize what is happening and
correct the process in order to reach a successful
outcome.
Group Behaviour
A different way of defining has been to
say that a group could be defined in terms
of face-to-face interaction. Your project
group certainly has face-to-face
interaction, unless it is a virtual group that
only meets electronically via the Internet.
Group Behaviour
A football crowd also meets face-to-face,
physically in the same place, but your
reaction is probably to say that the crowd is
very different to your project group, both in
terms of the scale of the group (75,000
against 5 or 6) and the degree if intimacy in
the meeting.
The soccer crowd meets face-to-face, but
there is no intimacy, no sense of knowing or
getting to know the other members of the
group.
Group Behaviour
As the group evolves there is an emerging set of
relationships that develop and people begin to adopt
certain roles within the group; perhaps there is a
chairman, a secretary and a social worker who looks
after the pattern of relating in order to prevent or
resolve interpersonal conflicts.
There may also be an element of a group existing
because its members say that the group exists this
is self categorization
A group exists because we all agree that it exists
and that we are members of it. The characteristics
that we have mentioned help us to define a group,
but is rather more of a list than a definition.
WHAT IS A GROUP?
A neat definition of a group is given by
Brown:
A group exists when two or more people
define themselves as members of it and
when its existence is recognized by at
least one other.
Group Dynamics
What makes people join groups?
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement
Defining and Classifying Group
Two or more individuals, interacting and
interdependent who have come together
to achieve particular objective
Informal Group.. A group that is
not formally structured ;
appears in response to the
need for social contact
Formal Group.. A
designated work group
defined by the
organizations structure
Functions of formal group -
Organizational Functions

Accomplish complex, interdependent tasks
that are beyond the capabilities of individuals
Generate new or creative ideas and solutions
Coordinate interdepartmental efforts
Provide a problem-solving mechanism for
complex problems requiring varied
information and assessments
Implement complex decisions
Socialize and train newcomers

Functions of formal group -
Individual Functions

Satisfy the individuals need for affiliation
Develop, enhance, and confirm the
individuals self-esteem and sense of identity
Give individuals an opportunity to test and
share their
perceptions of social reality
Reduce the individuals anxieties and feelings
of insecurity and powerlessness
Provide a problem-solving mechanism for
personal and interpersonal problems

Group effectiveness
Group goals
Participation
Feedback
Group decision
making
Leadership

Problem solving
Conflict
Group member
resources
Risk taking and
creativity
Obstacles to effective group
A Weak Sense of Direction
Infighting
Shirking of Responsibilities
Lack of Trust
Critical Skill Gaps
Lack of External Support

Ineffective Groups
Non-involvement
High-performance Teams
Attributes of
high-performance
Teams
Participative
leadership
Aligned on
Purpose
High
Communication
Creative
Talents
Future
Focused
Shared
Responsibility
Rapid
Response
Focused on
Task
Advantages of group problem
solving
Groups posses a greater collection of
resources than individuals
Groups increase level of accuracy
Members are committed to decisions
made in groups

When should we use groups to
solve problems?
Job goes beyond one persons capacity
Individuals tasks are interdependent
When there is more than one solution to
be found, or more than one decision to be
made.



Group Process /Stages of
Group Development
Forming = Members get acquainted
organized/select leader
Storming = Conflicts as group decides
goal and priorities
Norming = Group chooses rules to
coordinate interaction and facilitate goals
Performing = Group structure enables
working together smoothly


Steps to solving a problem
within a group
1. Identify the problem
2. Analyze the problem
3. Develop creative solutions
4. Evaluate possible solutions
5. Implement a plan
6. Follow up on the solution
Group Participation

In an effective group each member
equally participates
When a few members dominate, the
groups ability to solve a problem
effectively is reduced
The more members participate the better
In conclusion
Every group has a chance to be successful
in solving problems
An effective group follows particular steps,
in order to ensure that the best possible
solution is found for the problem at hand
Productive groups have:
conflict
different kinds of people from
different backgrounds perceive issues
based on their experience and hence
background

Productive Groups
Productive groups need an environment where people
can be open and honest
An environment where people can question the
process and the content
An environment where the opposition is allowed to save
face:
An environment where people realize that it is possible
for one person to be right, and all the others wrong
An environment where people recognize the role that
bias plays in decision-making and avoid biased
decisions



An environment where people realize that
you can always learn from those around
you
An environment where people disagree in
the right way- without coercion
An environment where group members
never ignore the value of a single piece of
information


COMMUNICATION
SKILLS

Communication Defined:
Communication is any form of human
expression written, verbal, or even body
language. (Davis,1994)
Communication is the transference and
understanding of meaning. (Robbins, 1980)
A process by which messages of meaning are shared
by senders and receivers. Communication takes place at
multiple levels: interpersonally, in groups and via mass
media .
The Communication Process
Communications:
Communications flow in both directions
The fields of experience need to overlap to
ensure that meanings attached to the
symbols used to communicate are similar
Senders need to know and understand who
they want to reach
Need feedback channels to be able to assess
effectiveness of the message sent

The first step in good
communication is to stop
assuming that the other person
understands what you are saying,
because you understand.
Bryson,
1991
Points to remember about
communication
Some of the most effective
communication efforts are also the
simplest
Body language is a powerful form of
communication
The absence of communication can be a
form of communication
Know your audience before you
communicate a message

Points to remember about
communication
People tend to accept facts, information and
opinions from those whom they have
confidence in and in whom they trust
Timing is an essential component of effective
communication
Feedback is vital to good communication

Adults spend70% of their waking day in
communication
At least 80% of a managers waking
hours are spent in verbal communication.
45% of a persons day is spent listening
30% of a persons day is spent talking
16% of a persons day is spent reading
9% of a persons day is spent writing
Communication is all about establishing
good relationships!
the presence of good interpersonal relationships
between managers and subordinates was three
times more powerful in predicting profitability in
40 major corporations over a five year period than
the four next most powerful variablesmarket
share, capital intensity, firm size, and sales
growth rate combined!!
Communicating Effectively
Be aware
Be congruent
Value straight talk
Be personal
Listen for what is not being said
Be an active listener
Be a sensitive listener
A Perceptual Model of Communication
Noise
Sender
Receiver
decodes
Receiver
creates
meaning
Transmitted
on medium
Message Encoding
Encoding Message
Transmitted
on medium
Source
decodes
Sources of Distortion in Upward
Communication
Situational Antecedents
Patterns of Distortion in
Upward Communication
1. Supervisors
upward influence


Low High
Increased distortion because
employees send more
favorable information
and withhold useful
information.
Low
High
2. Supervisors
power

Increased distortion
because employees
screen out information
detrimental to their
welfare.
Low
High
3. Subordinates aspiration
for upward mobility
Less accuracy
because employees
tend to pass along
information that helps
their cause.
Low
High
4. Subordinates trust
in the supervisor
Considerable
distortion because
employees do not
pass up all information
they receive.
Communication is more than just
verbal
Nonverbal communication
Words account for only 7% of emotional
impact of a message
Voice tones- 38%
Facial Expressions- 55%
High context vs. Low Context Cultures
Three Types of Personal Skills
Sensitivity (affect)
recognition and respect for personal,
professional, and cultural differences
Awareness (cognition)
framework for communication based on
knowledge of ones own and others identities
Adroitness (behavior/ communication skills)
ability to act effectively to achieve personal and
multicultural interdependence/connectedness
What is Leadership?
Leadership Key Points
Leadership in Simple Terms
Leader Characteristics
Qualities of Leadership
Leadership as Empowerment
The Leadership Role
The Ingredients of a Successful Leader
What is Successful Leadership
The Lombardi Leadership Model (2001)

Leadership begins with
Self-knowledge
Self-knowledge is the basis for character...
Character is the root of integrity...
Integrity provides the foundation for
leadership.
(Lombardi, 2001)

What do you know about yourself
as a leader?
Leadership in Simple
Terms
Understand the vision
Direct and enable others to cooperate in
achieving it
Leadership is the ability to direct people,
more important, to have those people accept
that direction.
(Lombardi, 2001)


Leadership is about:
Motivating
Inspiring
Taking people to greater heights
Working with participants on the how and
helping them figure out the what and why
Encouraging them to push themselves to achieve
the highest possible performance
Action
Enabling, not telling
Talking the talk and walking the walk...walking
alongside

How would you define
leadership?
Leadership that pulls together people with diverse talents,
backgrounds, experiences and interests, encourages
them to step up to responsibility and continued
achievement, and treats them as full scale partners and
contributors.
Leadership is not about memorising techniques or devising
the perfect game plan. It is about really paying
attention to people really believing them, really caring
about them, really involving them.

(Peters & Austin, 1985)
Leader Characteristics
include:
Ability
Knowledge
Experience
Personality
(Bennis, 2003)

What characteristics of leadership
do you have?

Qualities of Leadership
Leadership qualities are
demonstrated in a leaders
behaviour, not their position.
Leadership is not just one quality
but rather a blend of qualities.
(Lombardi, 2001)

Leadership Qualities

Enable direction and
structure
by the group
A clear vision
Charisma
Enable motivation and
enthusiasm
Make a difference
People-oriented skills
Skilful communicator
Build character
Empathy
(( (McConnell, 2000)

Vision and passion
Strong
communicating
skills
Role model
Have integrity and
honesty
Be organised

(Trenberth and
Collins, 1994)
Leadership as
Empowerment
A good leader inspires people to have confidence in their
leader.
A great leader inspires people to have confidence in
themselves.
(Anonymous)
The Leadership Role
A good leader is a person who:
Is a good teacher
Doesnt put down those they are working
with
Gets the most from those they are working
with
Works within the framework of the rules
A leader is one who knows the way, goes
the way, and shows the way.
John C. Maxwell
The Lombardi Leadership
Model (2001)
Character Belief Habit
Courage
Responsibility
Sacrifice
Willpower Hard work
Mental
Toughness
Discipline
Finally...
Leadership is a combination of
character and competence; of
who you are and what you can
do.
(Covey, 2004)
Conflict in the
Organization
Communication & Conflict
Mild tensions vs. Incapacitation
Understanding conflict is critical to
communication success
Communication constitutes the essence of
conflict in that it undergirds the formation of
opposing issues, frames perceptions of the felt
conflict, translates emotions and perceptions
into conflict behaviors, and sets the stage for
future conflicts
Conflict Defined
Two or more interdependent parties who perceive
incompatible goals, scarce resources, and interference
from others in achieving that goal (Hocker & Wilmot,
1995)
Competition between interdependent parties who
perceive that they have incompatible needs, goals,
desires, or ideas (Van Slyke, 1999)
The interaction of interdependent people who perceive
opposition of goals, aims, and values, and who see the
other party as potentially interfering with the realization
of these goals (Putnam & Poole, 1987)
Origins of Conflict
Four Events that precipitate interpersonal conflict
REBUFFS
Failure to respond to appeal for desired action
ILLEGITIMATE DEMANDS
Unjust or extreme request
CRITICISMS
Unfavorable or demeaning verbal or nonverbal act
CUMULATIVE ANNOYANCES
Repetition of instances that crosses tolerance threshold
Five Factors that favor the development of conflict
Frequency of Occurrence
Goal Mutuality
Goal-Path Uncertainty
Attribution of Cause
Negative Feelings
Consequences of Conflict
Negative Consequences
Less Effective
Suboptimal Productivity
Inhibited Cognitive Functioning
Positive Consequences
Identify and Better Understand Issues
Clarify Issues
Creative Solutions

Factors Influencing Conflict
Content Related vs. Personal
Size of Conflict
Rigidity of the Issue
Power Differences
Individual Personalities,
Traits, and Dispositions

Conflict Styles
Strategy Effectiveness
Adapt to the Situation
Be Fair and Objective
Appropriate and Effective
Communication
Mutual Awareness
Open-minded Attitudes
Willingness to Ignore Power
Issues
Problem-Solving Procedures
Characterizing Conflict Styles
5 Basic Conflict Styles
Withdrawing (Avoiding)
Smoothing (Accommodating)
Forcing (Dominating; Competing)
Confronting (Collaborating, Problem Solving,
Integrating)
Compromising
Ethical Climate Determines
Effectiveness of Conflict Style
Formal Procedures / Rules
McKinney, Kelly, and Duran (1997)
CMMS scale Ross & DeWine (1988)
Concern for other, self, and issue
Nicotera (1994)
Disputes and Negotiation
Bargaining as Compromise
Participants negotiate mutually shared rules and then
cooperate within these rules to gain a competitive
advantage over opponent
Bargaining and Negotiation are interchangeable
Organizational Responses (Disputing Process Instrument (DPI)
Morrill & Thomas, 1992)
Aggressiveness - expense of others
Authoritativeness - resources of social position
Observability visible to social audience
Seven Conflict Behaviors (DPI)
The Negotiation Process
The goal of negotiation is no longer exclusively
getting an effective settlement
Redefinition of the problem
Perceptual change in the elements of the problem
New appreciation of the socio/historical context of the dispute
Communication-as-Negotiation
Transformational power that transcends notions of technical and
instrumental rationality
Participants define the conflict and its environment
Rationality and Effectiveness (and Appropriateness) help
define many aspects of organizational life
Conflict Management & Resolution Skills
First, understand the factors contributing to conflict
Next, we identify the methods for resolving conflict
Two Forms of Conflict Resolution
Distributive Conflict Resolution
Winning through the use of negative behaviors
Disagreement to prevent others from reaching their goals
Serves personal needs and goals at the expense of others
Conflict as WIN - lose
Integrative Conflict Resolution
Foster cooperation and shared solutions
Modifying ideas, bargaining for an acceptable compromise
Search for solutions and provide support for others
Cooperative and not mutually exclusive
Objective is to share values, highlight common objectives,
and help achieve consensus
Transition from distributive to integrative conflict resolution
occurs when the need to accomplish a common goal is
recognized.
Conflict Management & Resolution
Skills
Having skills and knowledge of different
approaches to conflict may help one
overcome a sense of helplessness in
conflict settings
Resolving conflicts depends on the
perceptions of the negotiation
Misinformation can lead to negative
perceptions
Organizational conflict can be one of the
most frustrating and difficult aspects of
working in an organization
Strategies for Dealing with Conflict
Be Objective
Analyze and separate content and personal issues
Planning stage for strategic communication
Be Aware of Preferred Style of Conflict Resolution
Plan, Recognize, Contain, and Cope
Distinguish Symptoms from Causes
Symptoms let us know a conflict is present
Causes of conflict are issues underlying the symptoms
Identify Success of Methods already Implemented
Ignore problems
Persuasion
Compromise
Be Sensitive to Different Approaches and Views of Conflict
based on Gender and Cultural Diversity
Strategies for Dealing with Conflict
Be Objective
Analyze and separate content and personal issues
Planning stage for strategic communication
Be Aware of Preferred Style of Conflict Resolution
Plan, Recognize, Contain, and Cope
Distinguish Symptoms from Causes
Symptoms let us know a conflict is present
Causes of conflict are issues underlying the symptoms
Identify Success of Methods already Implemented
Ignore problems
Persuasion
Compromise
Be Sensitive to Different Approaches and Views of Conflict
based on Gender and Cultural Diversity
What Is Organizational
Structure?
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and
decentralization
Formalization
Organizational Structure
How job tasks are formally
divided, grouped, and
coordinated.
Key Design Questions and Answers for Designing the
Proper Organization Structure
The Key Question The Answer Is Provided By

1. To what degree are articles Work specialization
subdivided into separate jobs?
2. On what basis will jobs be grouped Departmentalization
together?
3. To whom do individuals and groups Chain of command
report?
4. How many individuals can a manager Span of control
efficiently and effectively direct?
5. Where does decision-making Centralization
authority lie? and decentralization

6. To what degree will there be rules Formalization
and regulations to direct employees
and managers?
What Is Organizational
Structure? (contd)
Centralization
The degree to which decision making is
concentrated at a single point in the organization.
Formalization
The degree to which jobs within
the organization are standardized.
Decentralization
The degree to which decision making is
spread throughout the organization.
Common Organization Designs
A Simple Structure:
Jack Golds Mens Store
Simple Structure
A structure characterized by a low degree of
departmentalization, wide spans of control, authority
centralized in a single person, and little
formalization.
Common Organization Designs
(contd)
Bureaucracy
A structure of highly operating
routine tasks achieved through
specialization, very formalized
rules and regulations, tasks that
are grouped into functional
departments, centralized
authority, narrow spans of
control, and decision making
that follows the chain of
command.
Common Organization Designs
(contd)
Key Elements:
+ Gains the advantages of functional and product
departmentalization while avoiding their weaknesses.
+ Facilitates coordination of complex and interdependent
activities.
Breaks down unity-of-command concept.
Matrix Structure
A structure that creates dual lines of authority and
combines functional and product departmentalization.
New Design Options
Characteristics:
Breaks down departmental barriers.
Decentralizes decision making to the team level.
Requires employees to be generalists as well as
specialists.
Creates a flexible bureaucracy.
Team Structure
The use of teams as the central device to coordinate
work activities.

New Design Options (contd)
Concepts:
Advantage: Provides maximum flexibility while
concentrating on what the organization does best.
Disadvantage: Reduced control over key parts of the
business.
Virtual Organization
A small, core organization that outsources its major
business functions.
Highly centralized with little or no departmentalization.
New Design Options (contd)
T-form Concepts:
Eliminate vertical (hierarchical) and horizontal
(departmental) internal boundaries.
Breakdown external barriers to customers and
suppliers.
Boundaryless Organization
An organization that seeks to eliminate the chain of
command, have limitless spans of control, and
replace departments with empowered teams.
Why Do Structures Differ?
Strategy
Innovation Strategy
A strategy that emphasizes the introduction of major
new products and services.
Imitation Strategy
A strategy that seeks to move into new products or
new markets only after their viability has already
been proven.
Cost-minimization Strategy
A strategy that emphasizes tight cost controls,
avoidance of unnecessary innovation or marketing
expenses, and price cutting.
Organizational Designs and
Employee Behavior
Research Findings:
Work specialization contributes to higher employee
productivity, but it reduces job satisfaction.
The benefits of specialization have decreased rapidly as
employees seek more intrinsically rewarding jobs.
The effect of span of control on employee performance is
contingent upon individual differences and abilities, task
structures, and other organizational factors.
Participative decision making in decentralized organizations is
positively related to job satisfaction.
PERSONALITY AND ITS INFLUENCE ON
ORGANIZATIONAL BEHAVIOR

Personality Constructs With Matching Physical Type


214

PHYSICAL TYPE

PHYSICAL
CHARACTERISTICS

PSYCHOLOGICAL
TYPE

PSYCHOLOGICAL
CHARACTERISTI
CS

ECTOMORPHS

Slender, Often Tall
People With Long
Arms And Legs And
Fine Features.

Cerebrotonics
Nervous Types
Relatively Shy
Often Intellectual

MESOMORPHS

Stockier People With
Broad Shoulder And
Good Musculature

Somatotonics
Active Types
Physically Fit And
Energetic

ENDOMORPHS

Chubby People
Tending To Be Pear
Shaped.

Viscerotonics
Sociable Types
Lovers Of Food
And Physical
Comforts.
PERSONALITY AND ITS INFLUENCE ON
ORGANIZATIONAL BEHAVIOR
BROWSING ALL THE THEORIES WE CAN
GET FOLLOWING PERSPECTIVES OF
PERSONALITY :
1. Trait Perspective
2. Biological Perspective
3. Psychoanalytic Perspective
4. Learning Perspective
5. Phenomenological Perspective
6. Cognitive Perspective

215
Personality Types :
People With Type A Personality
Have An Entrepreneurial Band And They Do Not
Mind To Take Risk To Receive The Rewards That
Go Along With Their Work. These People Are
Independent Direct And To The Point.
The Socializer Type B Personality
These People Love To Be Part Of Groups And In
Organizations They Become The Centre Of
Attention.

Personality Types :
The Detail Seeker Type C Personality
These People Thrive On Details, Accuracy And
Are Serious About Everything. Accountants,
Engineers, Computer Programmers And Analysts
Are Of This Type.
The Distressed Type D Personality
These People Do Not Like Change And Prefer To
Do The Same Thing Repeatedly Within A Set Of
Guidelines.

Learning Perspectives Of Personality :
This Perspective Considers Personality Is
Susceptible To Moulding, Grinding And
Polishing By The Events That Form The
Persons Unique And Individual History.
Phenomenological Perspectives On Personality
This Perspective Views People As Intrinsically
Good And Self-perfecting But They Grow And
Evolve Towards Greater Manifestation Of Their
Completeness Making Them Unique.
What Are Key OB
Transitions In The New Workplace?
Corporate governance and ethics
leadership.
Society expects and demands ethical
decisions and actions from businesses and
other social institutions.
Corporate governance.
The active oversight of management
decisions, corporate strategy, and financial
reporting by Boards of Directors.
Thank You.