Professional Documents
Culture Documents
• Traits Theories
• Behavioral Theories
• Contingency / Situational Theories
• Transactional Theories
• Transformational Theories and
• Charismatic Theories of Leadership
THEORIES OF LEADERSHIP (Contd.)
Factors
Factorsdetermining
determining
Trait Theories of leadership
leadershipstrategies
strategies
Leadership of
ofTraits
Traitsbased
based
Leaders
Leaders
Considers personality,
social, physical, or
Extraversion
Extraversion
intellectual traits to
Conscientiousness
Conscientiousness
differentiate
Openness
Openness
Emotional
EmotionalIntelligence
Intelligence
THEORIES OF LEADERSHIP (Contd.)
Behavioral Theories of
Leadership Factors
Factorsdetermining
determining
leadership
leadershipstrategies
strategiesof
of
Specific behaviors Behaviour
Behaviourbased
basedLeaders
Leaders
differentiate leaders
Initiative
Initiative
from non-leaders.
Consideration
Consideration
Employee
Employeeorientation
orientation
Production
Productionorientation
orientation
Development
Developmentorientation
orientation
THEORIES OF LEADERSHIP (Contd.)
Contingency / Situational
Theories of Leadership
Factors
Factorsdetermining
determining
leadership
leadershipstrategies
strategiesof
of
• Blend of a leader’s style and
the degree to which the
Contingency
Contingencybased
based
situation gives control and Leaders
Leaders
influence to the leader.
Leader-Member
Leader-Memberrelations
relations
Leader
Leader readiness
readiness toto
delegate
delegate
Follower
Follower readiness
readiness toto
accept
acceptresponsibilities
responsibilities
Task
Taskstructure
structure
Positional
Positionalpower
power
THEORIES OF LEADERSHIP (Contd.)
Transactional Theories of
Leadership
• Guides or motivates the Factors
Factorsdetermining
determining
followers in the direction of leadership
leadershipstrategies
strategies
established goals by clarifying of
ofTransaction
Transactionbased
based
role and task requirements. Leadership:
Leadership:
Management
Managementby by
reward
reward
Management
Managementby by
Exception
Exception
Laissez-Faire
Laissez-Faire
THEORIES OF LEADERSHIP (Contd.)
Transformational Theories of
Leadership Factors
Factorsdetermining
determining
•Adopts transformational leadership
leadershipstrategies
strategies
approaches using the 4 ‘I’s rather of
ofTransformation
Transformation
than a conventional or transactional based
basedLeaders
Leaders
approaches (4
(4 ‘I’s):
‘I’s):
Idealized
IdealizedInfluence
Influence
Inspirational
Inspirational
Motivation
Motivation
Intellectual
Intellectual
Stimulation
Stimulation
Individual
Individual
Consideration
Consideration
THEORIES OF LEADERSHIP (Contd.)
Theories of Charismatic Factors
Factorsdetermining
determining
Leadership leadership
leadershipstrategies
strategiesof
of
Charismatic
CharismaticLeaders
Leaders
•Followers attributions of
Self
SelfConfidence
Confidence
heroic or extraordinary
leadership abilities when Visionary
Visionary
they observe certain Being
Beingaachange
changeagent
agent
behaviors. Environmental
Environmental
sensitivity
sensitivity && needs
needs ofof
the
thefollowers
followers
Willingness
Willingness toto take take
personal
personalrisks
riskstotoachieve
achieve
the
thevision.
vision.
TEAM, LEADERSHIP & MOTIVATION
LINKAGE MODEL
VIDEO ON LEADERSHIP STYLES
http://www.youtube.com/watch?
v=hPfRKu05bkQ
IDENTIFY WHICH LEADERSHIP
STYLES ARE THEY?
http://www.youtube.com/watch?
v=Bv16yctXaFM
END OF MODULE - IV
ORGANIZATIONAL BEHAVIOR
Curriculum Workshop 2015
Term I
Course Profile
Mid Term 20
Exam
Assignments 5 12 17
Quiz 7 07
Field study 5 5 10
Test 8 8 16
Total 25 25 70
Activities in Modules 1&2
Module -1
a) Stimulated Behaved - Class Exercise
b) Do or don’t do – Class Exercise
Module -2
a) Create ME Commercial – Class exercise
b) Identify perceptual errors – Class exercise
c) Emotional Intelligence – Video Based Session - https
://www.youtube.com/watch?v=8pQlfW7AtEI
d) Retrenchment at Boeing– Case (www.citeman.com) - AET
Activities in Modules 3&4
Module -3
a) Motivation Strategies at Tesco – case study (Assignment No.1 - 5
Marks)
b) Personality Assessment – Reference: Inspirational Lessons from
Inspirational People
Module -4
a) Analysis of self-perception and / or group perception using Johari
Window Tool
b) What kind of leader am I? – Case Study - Leadership by Peter G
Northhouse (Assignment No.2 - 6 Marks)
Activities in Module -5
a) Case - The Popular Professor, Kavita Singh Chapter
11 pg no 298 (or) from Stanford Social Renovation
Review (Assignment No.3 - 6 Marks)
b) Conflict and Negotiation - 12 Angry Men Movie
Script as Case Analysis
c) Self assessment exercise on: My attitude towards
politicking
SCHEME OF INTERNAL ASSESSMENT
AND EVALUATION CRITERIA
Pre Post Maximum Marks
Criteria
Mid Term Exam 20
Assignments 5 12 17
Quiz 7 07
Pursuit 5 5 10
Test 8 8 16
Total 25 25 70
Milestones
Sl. No. Assessable Milestone Dates /
Components Sessions
1 Quiz 4th
Objectives of the Study on Stress Management: Understanding the stress level
of given profiles of professional using the given tool
Illustrative Profiles to choose at random using Lottery Method:
Platform Vendor (1), Bus Driver (2) Conductor (3), Roaming Vendor (4),
Traffic
Police (5), Construction Labor of individual property (6) Construction Labor of
community property (7), Construction Labor of government property (8), Airport
Crews-Pilot (9), Airport Crews-Airhostess (10), Airport Crews-Floor Staff (11),
Shipyard Crews-Captain (12), Shipyard Crews-Technician (13), Boat Jetty
Manager (14), Teacher-School (15), Teacher-School (16), Systems
Professional-Hardware (17), Systems Professional-Software (18), Systems
Professional-Team Leader (19) and Auto Rickshaw / Taxi Driver (20)
EXECUTION PLAN FOR PURSUIT (Contd…)
Methodology: (5 Marks)
•Theoretical orientation
•Literature review - Books / Web sourced (10 nos.)
•Interview using questionnaire
•
Data Analysis & Report Presentation: (5 Marks)
•Soft-copy
•Group and individual contributions
•Individual take away
•Supporting Data: A selfie with the respondent along with filled in questionnaires
and any other relevant proof of the field survey
Submission & Mark Allocation:
•Phase-1: Upto Methodology (5 marks)
•Phase-2: Data Collection & analysis presented in final report (5 marks)
Assessment Rubrics for Pursuit
Marks 0 10 20
Parameters
Objectives Not Stated Stated somewhat clearly. Well defined and stated
clearly.
Layout The selection of The selection of graphics, line styles The selection of
graphics, line styles and arrangement options does not graphics, line styles, and
and arrangement enhance the layout. arrangement options -
options - ineffective highly effective
Spelling/ Numerous spelling/ Most words are spelled correctly. No errors
Grammar Grammatical errors. Grammar, punctuation, spacing and
word usage have some errors.
Marks 10 20 30
Content Only one objective / Few of the objectives / essential All objectives / essential
essential question is questions are properly addressed. questions are properly
addressed. addressed.
Proper Questions are Questions are somewhat clear but more Questions are crystal
administrati confusing and clarification required clear and no clarification
on of the tool
ambiguous required
Individual Ineffective self Some clarity in self analysis Self Analysis – Clear and
Learning analysis effective
Assessment Rubrics for Written Assignments / Case Analysis
Marks 10 20 30
Case Methodology Poor introduction Some introduction but Good introduction and
30% and Analysis analysis ineffective effective analysis
(Emphasis on
method of
Analysis)
Marks 0 5 10
Logical sequence No proper sequence Some logical sequence Good logical sequence
10% established
Discussion – Questions
Marks 15 30 45
Content Only one question Two questions correctly All three questions
45% correctly answered answered. correctly answered.
Marks 5 10 15
Mechanics Lot of spelling errors , Less spelling errors and No errors and no faulty
15% faulty sentences faulty sentences sentences
No use of right Perfect use of
vocabulary / Less usage of right vocabulary /
terminology vocabulary / terminology terminology
Total marks 100
ORB: MODULE - I
Introduction to Organizational Behavior
• Defining Behavior using S-O-B-C Model
S – Stimulus
O - Cognitive & Intrapersonal Organic process
B – Behavior / Response
C – Consequences
MAJOR DISCIPLINES & CONTRIBUTIONS TO
ORGANIZATIONAL BEHAVIOR
• Motivation
• Perception
• Attitude
• Personality
• Leadership
PSYCHOLOGY: • Learning
• Emotions Unit of analysis is
• Training individual
Study of human
• Job satisfaction
mind and its
• Decision making
impact on life
• Performance Management
• Employees selection
• Work design
• Work stress
MAJOR DISCIPLINES & CONTRIBUTIONS TO
ORGANIZATIONAL BEHAVIOR (Contd.)
• Group dynamics
• Group processes
• Group decision making
SOCIAL • Group think
PSYCHOLOGY: • Group feeling Unit of analysis is
• Group cohesion Individual in
Study of social • Group / Org. change Groups &
dynamics and their •
Group / org. Groups on
impact on social
communication Individuals
transactions
• Group belongingness
• Group conflicts
• Group attitude &
perception
MAJOR DISCIPLINES & CONTRIBUTIONS TO
ORGANIZATIONAL BEHAVIOR (Contd.)
• Social genetics
• Group’s racial impact
• Group’s racial relations
• Group’s inter-religious
ANTHROPOLOGY: relations Unit of analysis is
• Group’s inter-cultural individual’s
Study of the human relations ancestry in Group
heredity and the • Group’s inter-racial relations
ancestral impact on • Group’s / organization’s
human beings environment
• Group values
• Group morals
MAJOR DISCIPLINES & CONTRIBUTIONS TO
ORGANIZATIONAL BEHAVIOR (Contd.)
• Organizational Power
• Organizational conflict
• Organization’s management
POLITICAL nature
SCIENCE: • Significance for power
Unit of analysis is
• Significance for participation group
Study on power
• Significance for opposition
and politics as
social mandate • Significance for suggestion
• Significance for labor
decisions
• Significance for bargaining
• Receptivity to change
MODELS OF ORGANIZATIONAL
BEHAVIOR
DIMENSIONS AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL SYSTEM MODEL
MODEL MODEL MODEL MODEL
• It involves deciding…
how to interpret it
Factors in the
Factors in the perceiver
Situation Attitudes
Motives
Time Interests
Work Setting Experience
Social Setting Expectations
67
Perceptual-Grouping Factor
• Our tendency to group several individual stimuli into a
meaningful and recognizable pattern.
High (Never)
External
Distinctiveness:
How often I do this in
other situations? Internal
Low (Frequently)
Self-Fulfilling Prophecy
The process….
•by which individuals
Selecting Stimuli
External factors: Nature,
Receiving Stimuli Location, Size, Contrast,
(External & Internal) Movement, Repetition, Similarity
Internal factors: Learning,
Needs, Age, Interest,
Interpreting Organizing
Attribution, Stereotyping, Figure Background,
Halo Effect & Projection Perceptual Grouping
(Similarity, Proximity,
Closure & Continuity)
Response
Covert: Attitudes,
Motivation &
Feeling
Overt: Behavior
COMMON PERCEPTUAL ERRORS / SHORTCUTS
https://www.youtube.com/watch?
v=_ofkOiO5lXA
APPLICATION OF THE PERCEPTUAL ERRORS IN REALITY
4.Mum’s Apple
• Cognitivism Theory
ways to discover
Tendency to imitate
ACTIVE INVOLVEMENT
Types Of Intelligences
84
EMOTIONS (Contd.)
Emotions, often called feelings, include
experiences such as:
Love,
Hate,
Anger,
Trust,
Joy,
Panic,
Fear and
Grief
CONCEPTS RELATED TO EMOTIONS
S.NO. CONCEPTS DEFINITION CONTEXT
• Self Awareness
• Self Management
• Relationship Management
DIMENSIONS OF EMOTIONAL INTELLIGENCE (Contd.
Self Awareness
• Monitoring self goals, • Body language,
Self Management
Social Awareness
• Empathy,
• Assertiveness,
Relationship Management
• Building teamwork, trust and mutual respect,
https://www.youtube.com/watch?
v=8pQlfW7AtEI
FUNNEL MODEL OF EMOTIONAL LEVELS IN
AN ORGANIZATION
5. ORGANIZATION-WIDE
Organizational Policies - Requirement For Emotional
Labor - Stress And Wellbeing - Emotional Climate
and Culture
4. GROUPS
Affective Composition - Emotionally intelligent
groups - Emotional contagion - Leader-member
exchange
3. INTERPERSONAL INTERACTIONS
Emotional Labor - Emotional Exchange - Displayed Vs.
Felt Emotions
2. BETWEEN PERSONS
Trait affectivity - Affective commitment - Job Satisfaction
- Burnout - Emotional Intelligence
1. WITHIN PERSON
Affective State - Affective Events - Discrete Emotions,
Moods and Behaviors
AFFECTIVE EVENTS THEORY (AET)
Objective of AET:
Work Environment
•Characteristics of the
job
•Job demands
•Requirements for
emotional labor
Job
Work Events Emotional Satisfaction
Readiness
•Daily Hassles
•Daily uplifts • Positive
• Negative
Job
Performance
Personal Dispositions
• Personality
• Mood
CONCEPTS OF STRESS
• Stress:
Biological response to Stressor / Challenge
• Eustress:
Stress from good sources
Eg: Winning lottery
• Distress:
Stress from bad sources
Eg: Threat of personal injury
GENERAL ADAPTATION SYNDROME
(G.A.S) MODEL
• Alarm and mobilization
phase: become aware of
the stressor
• Resistance phase:
preparation to fight the
stressor
• Exhaustion phase:
negative consequences of
stress appear
FORMS OF STRESS
FORMS FEATURES
GENERAL STRESS • Universal form of resolvable stress.
• No professional intervention required
Wrongly
Unhappy Directed
Moods Thinking
Lack of
Inappropriate usage of Confidence Lack of
positive energy Concentration
STRESS COPING MECHANISMS / STRATEGIES
Spirituality Management
Total Lifestyle Management
ORGANIZATIONAL STRESS MANAGEMENT /
COPING STRATEGIES
Role analysis
Organizational Mirroring
Quality Circles
Job
END OF MODULE-II
CASE FOR APPLYING A.E.T THEORY
ORB – MODULE III
Organizational Behavior (Individual Focus)
Motivation - Conventional Theories of Motivation:
Maslow’s Hierarchy of Needs Theory, Herzberg’s 2-Factor
Theory, McGregor’s Theory X, Theory Y and Theory Z,
Clayton’s ERG Theory - Contemporary Theories of
Motivation: Path goal Theory, Equity Theory – Applications of
motivation theories at workplace
Personality- Personality attributes influencing OB: Locus of
Control, Machiavellianism, Self Esteem, Self-Monitoring,
Type A & Type B personality - Personality Job Fit Theory.
CONCEPT OF MOTIVATION &
ITS COMPONENTS
• Extrinsic motivators
INTRINSIC MOTIVATORS
Self
Actualization Growth Motivators Achievement
Self Esteem
Social /
Belongingness Relatedness Power
Hygiene
Security Factors
Existence
Affiliation
Physiological
MODERN THEORIES OF MOTIVATION
X, Y & Z THEORY OF MOTIVATION
t
en
em
ag
an
M
Theory Z – intimate and
happy work relationships
based style. Employees’
family, culture, social
commitments are
considered equally
important as work itself.
ff
Sta
Staff
PATH-GOAL THEORY OF
MOTIVATION
CONCEPT OF PERSONALITY
• Cultural Determinants
DETERMINANTS OF PERSONALITY
Genetic Determinants
• Biological Heredity:
chromosomal inheritance
• Social Heredity:
Skills
DETERMINANTS OF PERSONALITY (Contd.)
iv.Responsiveness x. Regularity
v. Attention span
vi.Attention persistence
DETERMINANTS OF PERSONALITY (Contd.)
Social Determinants
• Institutionalization: Religions,
faiths and creeds with different
other religions
• Low Risk-takers:
Are slower to make decisions
END OF MODULE-III
CASE ANALYSIS ON MOTIVATION at TESCO
• Upward communication
• Horizontal communication
leader
for communicating
TRANSACTIONAL ANALYSIS AS A TOOL
OF COMMUNICATION
• A model for explaining why and how:
People think like they do
People act like they do
People interact / communicate with others
• Communication Types:
√ Shoulds and should nots; always and never
• Communication Types:
√ According to,
√ With reference to,
√ Logically,
√ As far as….
P P P P
A A A A
C C C C
FORMS OF HUMAN TRANSACTIONS (Contd.)
2. CROSSED ‘TRANSACTIONS’
• Interactions, responses, actions NOT regarded as
appropriate or Expected from another person.
• Crossed communication arrows, communication breaks
down
Eg.1: Eg.2:
What’s time now? You are late again..!
Hope you have watch. Find it for Yah.! I know. I was held up in
yourself. traffic.
P P P P
A A A A
C C C C
FORMS OF HUMAN TRANSACTIONS (Contd.)
3. ULTERIOR ‘TRANSACTIONS’
(THE GAMES PEOPLE PLAY )
• Interactions, responses, actions which are different from
those explicitly stated
• Such transactions would always have an ulterior motive
which is not generally the sated motive
P P
A A Stated transaction
C C Ulterior transaction
JOHARI WINDOW
(Joseph Luft and Harry Ingham)
A TOOL OF COMMUNICATION
Feedback
• Traits Theories
• Behavioral Theories
• Contingency / Situational Theories
• Transactional Theories
• Transformational Theories and
• Charismatic Theories of Leadership
THEORIES OF LEADERSHIP (Contd.)
Factors
Factorsdetermining
determining
Trait Theories of leadership
leadershipstrategies
strategies
Leadership of
ofTraits
Traitsbased
based
Leaders
Leaders
Considers personality,
social, physical, or
Extraversion
Extraversion
intellectual traits to
Conscientiousness
Conscientiousness
differentiate
Openness
Openness
Emotional
EmotionalIntelligence
Intelligence
THEORIES OF LEADERSHIP (Contd.)
Behavioral Theories of
Leadership Factors
Factorsdetermining
determining
leadership
leadershipstrategies
strategiesof
of
Specific behaviors Behaviour
Behaviourbased
basedLeaders
Leaders
differentiate leaders
Initiative
Initiative
from non-leaders.
Consideration
Consideration
Employee
Employeeorientation
orientation
Production
Productionorientation
orientation
Development
Developmentorientation
orientation
THEORIES OF LEADERSHIP (Contd.)
Contingency / Situational
Theories of Leadership
Factors
Factorsdetermining
determining
leadership
leadershipstrategies
strategiesof
of
• Blend of a leader’s style and
the degree to which the
Contingency
Contingencybased
based
situation gives control and Leaders
Leaders
influence to the leader.
Leader-Member
Leader-Memberrelations
relations
Leader
Leader readiness
readiness toto
delegate
delegate
Follower
Follower readiness
readiness toto
accept
acceptresponsibilities
responsibilities
Task
Taskstructure
structure
Positional
Positionalpower
power
THEORIES OF LEADERSHIP (Contd.)
Transactional Theories of
Leadership
• Guides or motivates the Factors
Factorsdetermining
determining
followers in the direction of leadership
leadershipstrategies
strategies
established goals by clarifying of
ofTransaction
Transactionbased
based
role and task requirements. Leadership:
Leadership:
Management
Managementby by
reward
reward
Management
Managementby by
Exception
Exception
Laissez-Faire
Laissez-Faire
THEORIES OF LEADERSHIP (Contd.)
Transformational Theories of
Leadership Factors
Factorsdetermining
determining
•Adopts transformational leadership
leadershipstrategies
strategies
approaches using the 4 ‘I’s rather of
ofTransformation
Transformation
than a conventional or transactional based
basedLeaders
Leaders
approaches (4
(4 ‘I’s):
‘I’s):
Idealized
IdealizedInfluence
Influence
Inspirational
Inspirational
Motivation
Motivation
Intellectual
Intellectual
Stimulation
Stimulation
Individual
Individual
Consideration
Consideration
THEORIES OF LEADERSHIP (Contd.)
Theories of Charismatic Factors
Factorsdetermining
determining
Leadership leadership
leadershipstrategies
strategiesof
of
Charismatic
CharismaticLeaders
Leaders
•Followers attributions of
Self
SelfConfidence
Confidence
heroic or extraordinary
leadership abilities when Visionary
Visionary
they observe certain Being
Beingaachange
changeagent
agent
behaviors. Environmental
Environmental
sensitivity
sensitivity && needs
needs ofof
the
thefollowers
followers
Willingness
Willingness toto take take
personal
personalrisks
riskstotoachieve
achieve
the
thevision.
vision.
TEAM, LEADERSHIP & MOTIVATION
LINKAGE MODEL
VIDEO ON LEADERSHIP STYLES
http://www.youtube.com/watch?
v=hPfRKu05bkQ
IDENTIFY WHICH LEADERSHIP
STYLES ARE THEY?
http://www.youtube.com/watch?
v=Bv16yctXaFM
END OF MODULE - IV
ORB – MODULE V
Organizational Behavior (Group Focus):
•Power and Politics at workplace: Concept - Dependency of power -
Sources – Forms
• Personal power
FORMS OF FORMAL POWER SOURCES
• REFERENT / CHARISMATIC
POWER: Referent / Charismatic power is
the power based on the possession of
individual resources or admirable traits
Model of Power in Organizations
Sources
Of Power
Coercive
Reward
Legitimate
Expert
Referent / Charismatic
CONCEPT OF DEPENDENCY
• Importance
• Scarcity and
• Non-substitutability
Power and Dependence
CONCEPT OF POWER TACTICS
Types of
Creating Controlling
obligations Organizational information
Politics
Cultivating Forming
networks coalitions
Factors / Conditions for Organizational Politics
Internal locus of Perceived
control alternatives
Personal Scarce
Characteristics Resources
Conditions
Supporting Zero-sum
Deceit is
appropriate Organizational rewards
Politics
Complex and
Tolerance of Ambiguous
Politics Decisions
Democratic decision
It works here making
EFFECTS OF ORGANIZATIONAL POLITICS
• Increased turnover
• Reduced performance
DEFENSIVE BEHAVIOR AGAINST
ORGANIZATIONAL POLITICS
• Avoiding action
• Avoiding change
DEFENSIVE BEHAVIOR AGAINST
ORGANIZATIONAL POLITICS (Contd.)
AVOIDING ACTION
Over-conforming: strict rule-boundedness
Stretching: prolonging
Misrepresenting: manipulating
DEFENSIVE BEHAVIOR AGAINST
ORGANIZATIONAL POLITICS (Contd.)
AVOIDING CHANGE
http://www.youtube.com/watch?v=--
Z9yOEH6oQ
VIDEO ON ORGANIZATIONAL
POWER TACTICS
http://www.youtube.com/watch?
v=7peFKioBCVI
CONTROLLING POLITICAL BEHAVIOUR
Provide
Remove
Sufficient
Political Norms
Resources
Hire
Introduce
Low-Politics
Clear Rules
Employees
Increase
Free Flowing
Opportunities
Information
for Dialogue
• Sequence of events
• Repetition of events
• Dissociative process
CONCEPT OF ASSOCIATIVE PROCESS
• Co-operation
• Accommodation
• Assimilation
• Acculturation and
• Negotiation
ASSOCIATIVE PROCESSES AN OVERVIEW
ASSOCIATIVE PROCESSES AN OVERVIEW (Contd.)
MODES / FORMS OF ACCULTURATION
Issue 1
Issue 2
“YES” “NO”
Is it considered to be of
value to develop and
maintain relationships “YES”
BICULTURALISM ASSIMILATION
with members of the
new culture? “NO”
SEPARATION MARGINALIZATION
CONCEPT OF NEGOTIATION
Negotiating is the art of reaching an
agreement by resolving differences
through creativity.
http://www.youtube.com/watch?
v=uL5mHE3H5wE
VIDEO ON ACCOMMODATION &
ASSIMILATION
http://www.youtube.com/watch?v=3-
A9SgbAK5I
CONCEPT OF DISSOCIATIVE PROCESSES
• Competition and
• Conflict
ASSOCIATIVE PROCESSES AN OVERVIEW (Contd.)
PERSPECTIVES / THOUGHTS / THEORIES
OF CONFLICT
• Traditional perspectives
• Interactionist perspectives
TRADITIONAL PERSPECTIVES OF CONFLICT
• All conflicts are bad
• Conflict is natural
Positive Functions
• Increases fellow feeling, brotherhood and social solidarity within
groups and societies.
• Helps in the exchange of cultural elements
Perceived Increased
Antecedent Conflict Group
Conflict-handling Performance
conditions Overt
•Communic intentions
• Competition Conflict
ation • Party’s
• Collaboration
•Structure
•Personal
• Compromise Behavior
• Avoidance • Other’s
variables Felt • Accommodation Reaction Decreased
Conflict Group
Performance
CONFLICT - INTENSITY CONTINUUM
Annihilatory Conflict
» Overt efforts to destroy the other party
No Conflict
VENN DIAGRAM OF CONFLICT
RESOLUTION STRATEGIES
CONFLICT SITUATIONS
GROUP- A GROUP - B
GROUP- A GROUP - B
VENN DIAGRAM OF CONFLICT
RESOLUTION STRATEGIES (Contd.)
CONFRONTATION & COMPROMISE:
GROUP- A GROUP - B
GROUP- A C GROUP - B
C
VENN DIAGRAM OF CONFLICT
RESOLUTION STRATEGIES (Contd.)
A + B GROUP-
A
GROUP
-B
A+B
VENN DIAGRAM OF CONFLICT
RESOLUTION STRATEGIES (Contd.)
(FAILURE OF RESOLUTIONS)
A
S Competing
Competing Collaborating
Collaborating
S
E
R
T
I
Compromising
Compromising
V
E
N
E Avoiding
Avoiding Accommodating
S
S
Uncooperative Cooperative
COOPERATIVENESS
END OF MODULE-V