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73 Ansichten62 Seiten

Ob 1

rEAD

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HIDDEN Life OF 【शैलेष】
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© © All Rights Reserved
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—_| FNoshwant Aurade youva —oitganisatonad fehoulie DIET —@Q | compare and conkrost the mod sl ion: 2 =, I= There ave: five diferent ‘phedele of Of. a Ai mode) jsan: akeiian of reality, 0: "Simplified ‘reprenentation oF Some veal world phenomenon 1 Aubouratic ode} 2) custodia) Mode} 3S Supportive Modey 2 ho TN! 4) Collegiay Mode) i Ss? The 20-8 = ie Modded. Cor if » AubboraHe models Poa = The basty is¢ this mate iy: paver “witha amanogerial orjentatton: ewer | i = The. employees in tum are 6 towards obedience ‘and dependence on the boss. 2b siyFen ce = the: employ te Need Hhok is met if — The: performance rest jp Minimal. — wyrwreses Page No © 3) &hroavension + __¥ vyouva [Recs ar précis posihen foward being olug oing 7 and energ eHc vertup solftary' + yererved , t re energetic asvertive ouuigeing alkatie I a ‘Bgrecoblenen i= —oner Fendanoy to be frfend ry [eormpassionale eooperahve Vathey than ld [un tind | Suspicious oF ‘ankagonisHe- twards Othenms . SKo Tusing Hele Fe Conrid@rate' pindlebe | 5) Newmar — Comparer Nemourness and irenslivihy veruy “someone whois Mere secure and Conidiclenp CA_tendency fo Cocpenence Unpleosant emahony like anger, anxiery , depres sien easily) ex- Being emiHeal of others. llustrok the Atihide tity impackon 06 2 ‘ # Attitude Athtude con be derined os, “A complex mente) shake involving! ‘belhePy and Feeling y and voller And clispos}Honp da cack Ih certain: Loans Meets Qn-~ FF S6meone says thar "T-lipe my Job’ Phir statement Sx pres ser le ottitude fotword s -_bis Joh: AY Importance of AHH Hide in aniy Fon = Attitude plays @n importank vole ih fmopawirg He elaHons hip among individuodn an organisarion. F positive attitude “helps bo -yalre pre-organizatone} : prod WOHVity és ut were sifs Page nos Youva = People Lolth better attitude wood be bettey Fearn pla erp Cul bade_on woste become mae Yl t the organisatieh IK Posthve Attitude: @pwoTR Facilities. wey ty Healthy Loore envinanmen- ii) Helps fp achieve organis atonal “goals it imprwe Cuter peepotionin > impnve etision= Ana Bing 4 oe Imprave Team wWeTR, | i abitt Com ponents of “Atti rude ie = There are: Three _com ponenl epbitde 1S. CogniHive : ‘BoOMpoment: iY) Affective component : fs 2) Behavioural componenk ue a cognitive componentic: = tt yefer. to Thar partwof attitude whith ty velareo| in qenera) leno psewoka Peon . €xX-— He Sany "“smoping ts Thjumious-fo: health Such Hypeor iden of qi pears in casted Cognitive Componentiet artituobe, yal ne oO Appeative Corn pe nonki- 1 — The second component, the areccive component ip | made up ot oun feelings. tevoands. ite tH he dle | Objeck. — Th. frvolves susan and emsHon, this partor attitude 5 velated do the staremen which arretrr the Another person | 6) Behavioural Componenhr— = the behavioural Component ty the way we Inbend fe behave towards the aHPtude obj bab. = — fitz mnpackof abtihice: oN. OB Bei: Oavb DexPormancer- “posite oltinde Suchay { Commitment, can lead. te highey lob: performance while negative. atitude lipe aparhyer Opni cisao Zan-deatl to lower encfanrrm ances © Emplsyee Enqogementt- = Empleyee: Sie posifive attitude .art more |i pely fo_be Engaged inthelrvoone,. cb buting active | e€ oyqantyaHony sudacesy Sie culture te _ employee Attitude collectively: Shape the qubure op tHe organizabigy | = A_culkure! op spHminm ‘Gnd best ran Yerue From _posibive attitude While hegakive attitude con Pee to a toxic toute ehyizenment | Retenkicn t sci brn tay aie eset RAK iVe | aHibale thay Jeods fr hf tumovey yaYer , While a posite WarpPlaw fou! ah enhance em ple ee i yekention @sginevahien ~f..Crea Hvity = : —_Ernployees Olt povitive aktibude ave more Aiperey te conhSbupe Innovative jdear and = Solutions vahite negotive attitude cuin stifve Orca I@-Veodexsh'p 2 “{— the altihideok aden in @n aradicaHon Can influence the afHituder of thetr Suberdinalter. positive Leodersbip QHti tuder can Set a@_tone or the an oxgenizostonn he { [room (Qy vyouva QO _|nusirate Fhe ditrorenh & gostaker in franractong) Analysis 2 ~ /- The fransachonal Analysiy wor andginotty Aeveloped toy ‘Extc Beme’ a, ! psy.choth Gra pis Foy —{ psfcho themapy in 1950 u {aed 4 Ditfevent Egestates intyanraotono] Anolysir © Parent go ‘SFarei This ego State veprepenty Hep | intematizakion oF ruler, valves # behavior. eamed From authorihy Figures oy CAVE GIVEN? « 4 ~ an the organistlHonal Contexf /HCan mani ken ap {ik MaANaAG-e oyileodey Haking ona nurturing _ey contwlling yle, yuiding and seHing boundhyres For employees based on eftablirhed howny Letandards © Adult Ego Stale :— The adulFego stake ir Charachoriecd by vationa , sbyective and data~dyiven Hibkirg . =I organizatona) behaviour, individueipin thd adwtegs state apprach Situahiony legicaty and more decittony based on ack fanalysiy rather nan ernotions or post Conditions ‘ ' i { @) child ego Stake the child o90 stale fr associated With emotony:, |atuition ond” spontaneour reachony, ZN an organizatonal Sebing , employee right display their child ego stake Whe they reage emoHonolly fo Situodiony , Seeing rreegnit on ottenHon lox Sxpresring Vulneradbil ity . 1 mpeg nag Pageno{ 18 vyouva —=— Grialiy Commenhon limitations op rosae? ua © _Simplivied models: arganisertona} loehovtyuy~ theonler often simelity céampiex Human interaction i ich/con'maiiee 1b of 1engin. fully capture Hhe inhi ca cier of yeafLovnd orga nreation @ cultura) Variotions:— many thesmer iN orga nizaHanal behaviour aye bafed on westem Cifrure and mary Nok fury appiy te Sryantaot ons ip other Culhura) Con texte. @oynamic QMotuve ~ organizahona) behavioumip ‘gubjeck to: change ovey time maring it Challenging : to develop univerta} Principles that apphy ty al Situaticy © Ethical concerns = Some ven garch In oYqanizabenal behaviour may! yaise ethical Concem, expecially When He ipvelver staying individuoly oy 4toups Withiy arganizchons toi thour Fhety: informed Consen- [© lachof procheal power solahont i= the Field oF es focuser ON dio nosing paublemp ~yather than prvidiry Conorere SoluHons Foy organipational tssues. yf : © Resistance by change! ‘people within arganizahonp Moy resis qHempty sty a phy organizational behaviour theories, mabirg it ch alenging fo implement changes eprebhi ely ise fi © mnverdisciprina Nature ~ 99 dyawr Pam vatiowp cisciplines Which tan sometmep lead f Prog mentahay and lack ef a UnField Heowtical Frametocde. Page no ‘Youva 8 Gvaluate the airman behwoeen Ta +4 zl 2 Fea CéméHonay intelligence] and o_Cankelligence r ~Quetienk) aye both” Important 10) arganizanena) - behaviour, but they Focus on difhertsii-ou peels. © ra Cinretigenze quotient): aed t = T@ Cmeasurer cogniHive* infeiriqznce “Such of prvblem, DIVING, logical yeosoning ~ analyHca} abi lite. —. Ltis often arzociated ull academic {beth nical Skills. - E wy l-i +a is relatively Stable, over’ Aas and ‘con bea Qood pred ichoy!s cp-an. Individuatp bit iby ty leary and Solve: comple tos br z @ £0. C Emotional] quoreat] ene neg — E@ meosurer emnorional $ social Ankelitq ence [naudg empath, Sar-aqworenerr inkerpertoney -sbilir emotonal Set Yequtatony . — Tt ts vital Foy undeatanding + mencalts emoHeny both in onesie € tn other which fy muctal’ Foy effective feamwore £. Leaderthip. £0 con be develope ¢. improved overtime Making [tk valuable Skill Foy peatonal ¢ Parteszien4 ard th, ! EN Organisattenol behaviour both Fo f &@ Are ~ plas essential ler. —'A balance of bith intelligence OMeHonal ipfevligence ty oPten NeceR ary For Sugoesy IN UO cve place, re twtr) ss ‘youva formulate the imporstancei o# organisational] behaviows in organizarione| [esse ueenul hy ? D Hel ps Fo improve skills: ( abil of empleyee andl USC oF knowledge fo become more ePFichenk) 2 Ttalso an impsrranr part to im prve marerhrg prdcesy_by Underttanding “consume, ‘behavivuy. 2) o& hell ty undentand basi ok Motivation + ct iFrorent Wooys $s sues maPvate 2Inploy ee f prpesty. 4) Understanding of pextonne) | emelayec Nature’ {© important: 45 manage them: foam penty The ActenHpic Slide of_behaviou herp dy Underskand and dick rgqanizarhone| evenk.. 6» Helps ty incvease orticiery and effeckiveneiy oF osganizatton, t } » Helper bn provide divection dy organization - &S Wel oy to. Undesstand + predige arganizahona) life, Of helps te motivate employ ce ahd ‘ta coaintain| bn herve oHony Lolthin the organisations. 1e) Th helps #9 rcore heal Had ethical and STNOOth Cnuiyonment in aga nnahon. [ 1No%e Ki jig. VS Empey 1 aca ae eee fo in) ; st 3} it of mganieoln a a aries) youva © D _| describe the componentr ef Reco nisi IL thety epfeaty and impacron those. ; Peourate Seip fisseaibent Enou' Sele-Reguiations t=! x - sl¢ 1 1D Sele conn) - managing distuphre Emotionr + impugy ii) qustworthiners -_mainidinirg Standardp of honesty and Wo hegpi hy + t rid _Conscientiousness = raring YeRpon sibility and being accountable Por p nal perpurmance, ly) Addohbiliky - Clexibiity tn by hang v > MpovaHon — Being comfortable 1oith @n opennets hr Novel jens, 2ppmachen and new fnformatfon. insries ie cle Unit= 2 ig Pat QO clossity fhe sodal pexcepHon as stovioly pen and halo effeer on human behaviour’ 9° ===) | - the social perception Invotver the oor Uoe Form im prersions oF othery.: stereotypes aol ithe hols effeot ave fupo ‘Cognitive bioser Hhou- can intiuence human behavioug In Hy context D_ steeper : -skorearyper ave preconcelvedl: belies oy judgment. about people based) on theiy membership in Qa parti cway grup such of vare , J ender, oy TF profession, 9 vy - ‘they Con {eool fe yeneralizatons and asrumphion aboUr individuals Which may nt acou arePieck ther hue chavactenbter or QbiliH —slerebyper con impack behavinuy by infulenorrs _ how We Intwour with { real-peaple frm difterthy qu Py, porenhally leading te disenrnincuren c+ bhag. mow tess Page Ho: ‘Youva @_Nalo effech:— i TANG [~The -haye effect ipa cogniive biay Lohere a Perth OVENGI! ir prension of someone -( usc bafed ona single braitor charackewster) i nriLencep ther judgement, of thay Pestonp othey tail oy abilities, £xample — IF someone: is: Considered phy sicalry —aFrvatHve. thir positive percepHen mtyhk Leal atheny ty assume Hey @rC Also iMfeltigent a Piendiy even it theres ne achial evidence fy SUppor+hose assum pHong . ‘le 'the holo: epteot con icpack behaviour by Causing People to Jive preferenhial drealmenbey mare udgyment about other Hat ave Te} oa biectvely: jusHtied bared on @ Sinste prsitive ornegahive character hey, Vat o@ Articulate the Concept-oP' Motive and mMoHvahen uoith examples . voce ian A Molver— An emotion desire Physivlegicol pecd oY similar \mpwlfe that-achs OF antincitemenk to chon: i ( 1 i = MofivaHon is the rerwhePan Interaoken between AN individuat and a riktoMon ! ‘ AH mMokvalions MoHvahHon tyra pry chological Feature, thot AMUIeS AN oYYaNntym ido ooh bwardy a derived qvolp and elicits Contes and suntatnp Cerctaing goGl diveored behaviour. ~ metvahten hos been shown tp have yoo in phy stelogtcad , behavioural cogniHve and socal aAaneoy. 7 Ht Types of MoH vep pyima Motives +. 13H ply = bihen a MoHveris nok leamed Ff ibir Plrisioleg! colty ee yymary mietivep are: hung wa e meosk Common mM 9 bbhok, sleep Aso audid arte of pain ft rnokeneal 7 Concenn. fits {- although primary Motives Take pry eedence overtre other’ Bindy oF MmoHvep de inipome theoviep o2 Mokvah'on , Se@adary moHver de -dominote covey | The Primaw seit-AchualizaHton;- The dyive h become What one iy Gpable st hecoming : jncludep, JVwth achieMng ener potential + Seip: pul él tren (D Herz berg’s TWofackp Theory 3— = fredvich Heraberg's two Factor Heory a. haw \obingte fexhrenric Mmetivatton, Concluder Har certaln Factor fn the worpplase vert jn Jol sas facton , buE TE absent they don’ Head to dirsatisfachon butne TaHppachany | The Pacterp thak moHiv ates pesple can change over thelr lifeline ¢ but- vespeat Fey Mme OF perfor" (ys one of the top conitivesting Factory Qk any stage of life Ly propoyed by PSY chologis# Freclnich Herebers , Y Miso known ay. MotiveacHon= Hgrere theory | = Herben_Falbihak te Pposite oF sai facto is nor a seas tin ew re ee od sTAOS at Amat 474 kes inet wodauTe: = 29; Cchalienging wore (Wecogni tion ocenpen | bi) Which give positive tradi Honal view — — SatistacHon + dissahtrracton are Opposite ifs :each other: : Ind Hygiene Factors — fackor?— cushiar company Prlicy ‘and adminishahon Supervision and sala - Hal. Lohen adequate in a job, placate Woreery . When there Ractow ave adequate people Gil) Net be _dipsaHotied : Categorise the tmpact Her vYoom'y + ixpectainey they 6n MoHvakton u 7 Tike the needy ~geal er aNWE io Shei iy determined by the P&itelved vou, oe fhe ver wyp ce _pevteetning, a behaviour ard He perceived yy babi the. Aviouy pi wily ai cause He YORU A Mostey ne Mowe ss Page ean 3) 2 vyouva = people tend tp perform the hota BE Maximise thely veoarda over the Jeng berin wale = Samenen = eyeaan | = As bothor these: tack IRoNeOKer SO oe moo} ivaly Strength, oy the desire to perform the behaviouy, - people tend t Perform the behaviours that MOximire thely. yewards over the long: bem = AN empisyee Will be Motivated hVGrerKa high level op effort when he-ay She believe Bhat effort. wit) lead fsia ood performance Appraisal) HOE: a Good -appyaira) will Lead fp Laganirarienal rewards SUCH ar bonus, a Palary | \ mBreare, ov a Promotion and that Phe vewardh | wilt Soary ‘the _empleyeer peavonal Joos. The Fheorys theycFow Focuser on Hiyce relaHonthip i 5 EFFoat peyPormanee yelahon Shipe The pawbabiti ty —pemalved: bY the individual that exerting a qivey amount of Fro wall {aod ty fentormante 1) Porto imanee reared Relationship the cleaves to which the oy anisakonal yeLoardy: Bai ON Fodiwyd Woy ensonal Goals ow Needs Q cua the afrectivenes yop: the Pen pox the fndividualy . Potential aware: i> Reward p= ertonal q daly relat NS bi The dec Up whtch Orea nisahsnal eee ere indi duais gerenad goals or Needky-ond the ENT OF Hye pe | Petenk “YEO, Indiviarot.. f a een Hh oa ase ne vyouva Q@ cidylvare the equity’ theory! mehivatent.? | Equity theory: of Work MoHyadfoni= | equity theo Ytooks atan_indi Sse —___| fairness o£ ah_empioyement &! : Ainds that perceived Hnequbuurfer bor tend te Changes iin benas tout: ! ——Feequitty #henny, lcokt oan nai y's peed ——/falinesso¢an empioyenent sistintions and 4 | ——__| that perceived: {neduat icbe na nltetdy de chanaes | in behavior. heli ivi fev th ‘peel [treated unfaltty tn iCompartson oith stheln /Co-Ww6tver} 7S) they. Wil] keact in One oF four Waye. 4. Changi ng_their Work Inputs 16 vebter much the See kecety) 2: Ask J Or take iSqal Acton. —_| 3- change their pereeprion jon. 4. Quit: tandividualc Compare their dab Inpuds and _ouycomey WIth those OF others And then respond fo eliminate | ony {nequites = 7 TSF we. perceive our outcome. Input toto tobe equal | +0 that OF the Helevant Others With Whom we Com | Owweiver, 4 State is 8 ald to exish- We percelve owh Clt+uation ag fair- hay Justice Prevalis - When we see the berto ag © unequal, equity. tension . + When we See ourselves ae Lunder-rewarded | Pe ae fonsion creates Anger when CVE rewarded | rove) 2 moHivolan do Somethiy 4 to ae youva A- SetF-inside! AN. OMployeels” Experiences ina differen boviol, Position Inside his orhen coyereny: Orgasadton | i aie SerR- “outside WAN! Omnployee’s experionseg {na OMHador OF position outside bfsor her current Ogaisatton, : : 54 Aa -H t pa $7 Uiher-outside Another Individual Orgmup oF Mndividuals fh, ide 68 the -emPloyenis 0/ganisat fon. ! 14). (Stherroutside 1} Another individual) Or @rpup of OO] Aphrosei the vole of percephien with ifs Sp FeOF On employer pehaviouy , = |= Percephon Plays ai evucial wie in shaping emphxy ee. behaviour soithin an organization 4 fluence « on + te pgeraiione = { = percepHoh fnvolwep howd employee interprehand Mape: Senfe oF information —oiffevent individuals may perceive the same SittaHon olipfeenHy; leading ts vanrahory in thely “yeathons and behaviour. @ Attitude formation: Employees attitude, Such ap Jol saHrtackon and commitment ave heavily influenced by ther pexcepHionp of the work eNVvNON Men- = positive percephons: can lead: to: pultive aHtude ONd vice verta, @. conflict RefoluHon!— aa © ee A rene ak peyceptiony . — Effective Conflick vero Hon. Yequtrep addiyersing._ these varying viewporntr te Prevent them finng negatively im packing employee behaviouy. AQ Motivakie be wn einer perception of how they eFroxtr_C: h the ovganizahony 6eds con) -signiticantey “affeolthey Matvat en! — A cleay Undewtanding of the link bebo theiy L00%e and the organipahonp success can enhance pewformance.~ @D __perfornane Aporairais '— How employee aes Hoe Faiveness and od cE pesfonnance == evaluation can impact they behavjouy. - posive pencep Hong: of the Appyairal py can boosh morale and commitment. Pmstr ovganizahonal cul tUxe i | > PHon oF E COMPGNYP CUltuye ; i value, | eg mfpunication ah leadership can Shape emp levee Nigra ao\th tere elementr. || [= posite perceptions Cah Jead. t iqveahe, engogement + ad hevence fe the © Argenieatoripie (P) Deri sisn-mMakirg — How empieyen Pemreet cfhectivenery oF CoMmMunicasien Within Khe organiakon conimpock their} dhaviour , pen aNd hans parcpr* Coron unicahin Can build fust and. cooperaHoy |; ; © Deeition- Making - employers porcepHoy of Phe deci sion Making Prrcery Meluding Falmer, and bats parehey can ‘influence they Pus Ce a asa a iN leoderthip gnd/ deoirions, | toiling here Bo\tornphy wo) th lane me Ployecy fomeve fhe aunreactons ap pred Mh Ca andiing scene ip ie fs agua diy conthuatne ion aiharer he a herr age in the Solving or esc ae! jrswer- er Wormerer ate Debict the: vole *f motivation im organisahonal and em ployee groduckivihy 8 T= lM. braanizaton af roclughivily bat a) Employee cranaemenk! - motivakal emp ley ees n wi ei odin te higher lewlr or commitment and dedi te the organization’ ‘qoaly vga j “b IMpyved movale:— Mmotvakon Con enhance € |_ mov nd Whi oyganization forteate, ox positive twoVe ENvon Men} cy Enhonced Creatvily:- mohvated emp loy-ecr are _More likely to_think Crea Hiviy and Come - Up vith _innovahve solwHonr hy pableme, -closving_f productivity. | A anizahonr Lolth Mo fivaitd-empleyen Aypically eapentence lence Lower furnovey Yates, veducing/ tre cortp _associabes| with yeemitment! + braining @O_Employees prod uchvity a Coal Alignment: motivated EMployeep are more likey te ali heiy peatonal goals with the org anizohon's abieoiver {ETUH M9 Ny |_inoreered effort and_focur on taste - Z mia) | vyouva b) tnoreased Efforts- metivatton Jeads'ty"a hig Level of ©pFoytt , Which dive) correlaber on Produ chi ly + and time to achieve thety taser: + | ©) enhanced job Satisfaction: Thotivahion Prey leads gqreatey \job Sakipfachon {weduoing abyenteettrn and improving the Guiry Gnd quankiy of wore persformed « A) berformance Improvement: motivated employe Anre mare vecephve ty feed back and gelFimpme ‘mept,Which can boork thety individualy penformen and in fu organizational porod worivihy - © Units So i vt - F-Q2-summerize the orm jendeishipscompnte thie mainagen | Ve leaderg:. 1 = a => Leadership i | Leadetship fs the process WWheleby: one IF {ndividual_infiuences citer group metners towards the attainment of! defined group ee Goals - - Yukl>G (2006). r Charerctoris He _of leadership f= Ir TA i A: Leadership Mvolves non- Coercive infiuence: + Accotdin the abdve definition toadershi p is a procesc' invot ing hon= coercive inftuence Idhete +he MmMembore are nat Forced to do anything but dre {nfiuenced in a nan-coetvice Mau to Change Hhefr attitudes and Actan 2. Leadership tntiuence. ie qoa) directed = +The focus of the intiuence OE +he leader-+the Organisational goals and the Goals ofthe +oam. |? the! ‘meanitinc ef plcoca Mand assumes the. similar ie + Ho oreshe adtompts to! influence _actfan oF OuHiterde [Of Ine | Stbordinates i ‘ B: Leadership requires Faliowers — Oi leaderchip ¢ existe only With the Lain wore? the followers foo . Se [rane no: (28) Date vyouva hee ed a | the managobVs_leadeis > manag ipoint of ditfonre 4: tobiLity Ee poral Sfabte, Leader infiuence’ _FA ma etary if ae ship People fo WOrk willingly AL Five -Functong 7 , For group objectives. | OF Management. i : — the CUbordinates 3B. NcHoNs * rthe qhoup of employ aoe buy whan the leader teaddate the fatiowert Are tus Farowers | manager. 4. necessity FA leader is heq wired ty- A manager i " | [create cordial ‘telation|: very excenttal to -| be) person working. | the concern. iN and For orguntatien| Fleets have ho Lwe| —Manager ¢c account S Accoun tabby! Télble for seitand } Aetined accountabtii J] Stibordinates penavios : Perbormance- 6. Approach Sete direction 1 | Plan detatic z+ Style -Lranstormattonoy rhransacHanoy & Ad+hi bitte i4-forsightedness fF Mind Iq. nection i facititates decision. | ~mare decis lan Jol. Focu = People = Process & pioced ttre _ change -Leacle i¢ }rDmale change = Managers teack fy i Chounge AHednment of fequired tesutt igs Ae iets | -Gtcunts an evap me vouva @® classify the different traits under the Halt apprac OF leadership. Ld hraite of leaderchips— i +) Seif Confidence - + Chatismalic leaders ake highly confident oF “Hhemiei ves Gund their technical expertise and abititfes. —— 2-9 Ratan TATA, Ex-chalrman iof TATA group of companies 2) Vision = = He Or She must have a vision +hatc early Challenges dhe Static GUO And helps +o realise a dream. po steve fabs bad a_visinn for APpLe dd the ts odtribured +0 him. - ilict i 3) exhaordinary Behaviowr— ee eet Ox portice €4- Narayan mur OF ys 8 o be haviatur iin dealing With challenges ard proiects. 4) Recognised ac chan 2 Agents — fi fs charismatic feadert jake, Heats a Part Oo | Agents and |_figents and they are constantly [ooking For Change | @-g- Like Azim —premiee Initiated clot computing | AS GQ measure OF becluctn Coste. yandHhaic was” }-aChasagé, tohich other Compe nies en feb e—— mw tw4res s vyouva § @\svetch the diferent styles OF tenders hip. => 4 i | +The cman yes fede shi Sys) ——/2_Aurociatic RD auincesbe tenders nipliekyielolinat ehanagorsl ——_|1o_make decisfons_alone iftoith the | nput OF other ca + Monagets Pensses_tota|cutharity and (mipase thet | iwi oh employee. / No one Cha\lenges the deciefane! oF nae 1S\ ie. f aund_ Ho k eI le- f i py f ® Democratic deadership - = a\so Called ag participative, veadexsh{p L {t+ VOIes the input be foam members and peers but tecponsipility OF making the nal decision | —_lreste with the partic(pative i2aderoo tT Participative jeaderchip boosts Omployee mora| becaLise ——_ employees make Conttibitiang +o the idecisfan-maciing Process. Tr causes them +o foe| as jf their apintong Are tiken Inte constlerationg. + Wien a company’ heed¢ tn make changes within te Organisation, the parHejpative leciderghip SHY es helps employees fo accept Changes easily they Play aioe fn thy, Process ub } 8) ‘Transactional readershipe, Mctnagers (ising the THansactonal readers Style receive Certain packs ¥6 Pettorm and provide towards on Punishments to team Members based On pertormance HeSUU ts Tmanagers and foam members ser predetermined goals fogerher ancl employees agree to Fatiow the direction and leadership OF the manager to accomplish those, doals - ylPrepsactenal leadetshi P + 4 t t 1 it iP? Ue 4 ree 1c ) 4! trancformationa) leadership |! eadershi te depends on } ene peo high lewele oF Ccammlinicatton Shin management to | meet Goats - leaders motivate employees and enhance Product vity and efficiency through communicator and ihiqh ¢ Thi ctyles oF yeadership requires the invaivenent 6 ‘ e@ = ii Visibility. L l Jlajssez—faire leadership - L | laissez-faire tender lacks ditect swpervision | oF amployees and falic to Promote requlah, Feed back to those Linder the stepet vi sion | + Highly experienced and trcuine| enrplogees requite titiie | oupervixion Which Comes under the laissez-faire leader ship style, However phorai| mployees; possess those - Characteristics. i | Chat icmatic leaders hip= =Thero are VGAIOLS exampes to demanciaais boul atities though +thetr: cet worlds ahd Action. ex - eee gandhi: l q- Change oriented Leadership: Lobo have Strong comminterent to - Leaders change, AS Such leader Must havea clecur Vision About the thor the Fusture goals . J struction leadership te i , 7 aee42)) vyouva ‘8: [Tiusitate the Five Sage model oF Group devetopmery fam aN ee Oi wn’ Fort a 0 =a Leh Il I ‘ a 7 Jerid é)Noiming : i i 4 I 4) Performing . ! ») Ae jowting”. ~) forming - ——[rup- members teach about each ober and the Jak a+ hand. Ltndicataks OF thie siaje might inciude; uinaed obieaiy Committed members, Confusion (ow morale: etc storming — #S.0_grolip members Continue +0 Work, they vil| engaqe edch Other fn arguments about the otttictute, 0 GMuUp hich offen are SiynificantHy emoHonal and i (uottak a CHUggie For cratic in the: group. i =these acHvitier mark the ctatming phase: lack of Cohesion, ublectiuity,, Hidden agend Conflicts , anger etc. FB Mowing - Group. members ectablish tmpiicitar OxPlicit Files abot how they will achieve -heirgocl. they addrest the +yper OF communication that wilt on will ok help With the telsh. Tdicators Inciudes~ Questioning pertormance, chenging / Confé -rming tOles, OPening Hsky issue , AsserHveners, Listening, wa o Performing Groupe! reach@ Conciuston and implemen the colirion to their issue: Het INAicd4HOrs Includes + Creativity , Frex ibitity, open tetation =Shipc, PHde , Concern for People, tearing, Contidence, High MOraLe, SUCces efe. | WO Adiouting - Ac de Long prosec te ends, the qrpups cis bands fn he adj UrAMment pI ‘this phas wad added when Tuckman ‘and. Tansen's Updated their Orginial review of the literate in (QF7- i ; 1 G(S)_Cateqorise +he Team ertortiveness fn org anizahHonal Performance. Fa [team offectivenese signigies 1 of getting people in a Company: OF IneH tition: WOrK Foctively. The thought bebind i+ {¢ that d_ | GIDLP OF People (Ork together Can Achieve Much More _ Ahan if tne individtias ofHnre team were working _ Oh their own the effectiveness of toam fs determined by Mitmber ! OF Factors. le How effective team ic depends iin parton bri together people Who have diffeient skills that Somehow | complement ocachlather. this cag comprise diéfereny- tochnica) abilities ar communication Skills 2» Team effectiveness depends an tepon people fetking on diverse toles In a qroup setting» Hf there 8 No agreement Oo Who does What in fhe group, itis Unlike -\y thot the team wide well. | +4 f< also important fora team to work towards a common goal: Woorking towards a Specific goal enhances the effectiveness OF foal signfficantty. | nasa asaneee Page ne. Cy) youva sRosearch also Indicater that the main ‘reason why teams Fosl is +hat many omployeec.ane hot prepaed to | nace the_ckange from individual conteibutor +2 team s (gnieiaurtty. One OF the basics 0 deve oping high performing and effective toame fs to understand hour succers ful +oams do hot Sfnaply happen. They teke Much efftor and Hime i = They take Proper gutdance and Support £m the Ttoam leader- se yetention Straferqier Wek naling unfoning igang effective team i ! Baal setting Crass j fo desi ce cnpectoaien}s _ ISIN Veriererrn sane Serpe rere hae 13) Structural cheung or relaHans pda oa RelaHonshi'ps ) 4) emmounering Group as cwhole = Org ANlOWs FOF Group decision making and problem solving. 19) formal training in deficfont An i £) 100% member odching by ean leaderar peers +18) Behavioule moditicabion 4 {ag jo Lah ci ee a backs. Sebi Ldap 19) Changi embershl p._ Citanstouc, Infuvion oenewy | meme ere) i i t mrwress Page no, youva IG the importeince of team thinugh anexample. 4 i 3 i Emportance ! 1 bimblem a ing = ’ i ! feta te tnkarane suite pase teeing ) Solution. talhen one! pelsoninorks on specific company Problem, tthat person only has persona\ ©xperience. ! i and Knowledge. ! ' | +yeam members pool theif: Collective dea, together 48 generate tuniqite- eas for dealing wiith pimblems. ! | 2 Comm unication = ; | —__—_+Teaminork fs the backbone of effective communkal Hon within Q_company. | shiheh employees unork a: individ wat ar indepenttly spn. Je n Lh e:oh hew (nformation. bid ‘ vid Portfcwah method of addte: ing a Pioblem fc tunsuicce fit in- Solving tty onatheneteise tony Stil se. the Same ee and mei Lowered . Cohesion - i + cohesion is dn tmpartent byppindict of oammoric LO tthin oa Company. Su19| phic Cohesion. .caultd be becutt of Inqtaaged sChemiary i 20h “otherle decision. i fcc" atte uth $ » 4 ! i | ar 7 al M1 jut £6 9 Page no.( 36) ‘Youva — | learning =! j ae Joie emplo jees toot k together Os #-a +eaM tithing | Company, very employee leatns For one cihothen | je 2 0! S | eX periences‘ OF CO- Workers 1a my different departments may learn Tntormattan pion, each other regarcling the LimitaHons and POSsi bitftes Of those departments; : 1524 t 13h l OX {if dhe MmatkeH ng _depar tmentConsistendiy Makes _ department, it may understand Hhrough +oamuork — Why their bequest: are Unrearanable. yeh Creticise: & Component of any three +thearibe of leadership. f t ti PVG i L{the trait theory 1 7 be it ; Gandhi, Hitler Ambedkar abe att known as leaderm. — 1! Re catchers believed that eadere Loote those Who Possessed= Some. tinique Quatittec ond -Hailt that di +ingitished +them From thelr peers. |; 4 These characteristic Or Waite (more Considered + he Wolat{Vely Stable aver a Period of +ime and 7-—Ln this “trait ia ppmach theese Leadere Possecs ed {mportant tteait (ike intelligence, dominance , sof + CohFiclencey energy ‘and technical « 1 expel These 1Weto poscosced by leaders in varying level of A ’ J consistency Gnd-also there. wore, innumerable tral} thot ‘Came tobe. (i ted oVver-the, years - this is howeversateo the Chitietsm that this Approach feced , because, fesearchets quope. Brable to enumerate the Specific tist OF Hralte possessed by Za | Mr wiy ft ss Page Nos (Ga) youva J fisaders 40 make them ditforent Peon manages 7} or management _—S 1D The Great person etheoky «Vite ! __-}—The_Stories_of4 +he_ge gt reat jeadérs af thic pp} maderh_agei tike Bit Ltiates, WWiatren Bitffe¢, Nadya —murthy » Azis mpromice you WWil| See _ P| hat oul of “them! pogsegs! extiaerdinat) ip traits _—-and_an_intense ambition and drive ts succeed p44 is the teind of _OH entation VntHais approach , whic F—1s_howin—as_tateat person theory. 7 According to hic Orientation, great Leaders possess _ key +ta tte GeKat set thera See b¢fhag. a ___-Tt also gig gests sthataiil: great tekiders Shave Bes outta chs atone falas — i) leaderchip: motivation andi4nei desite to. edd . ny) Aexibitity. Lif) focus on 4 al gen aa ee © leadership Eha- motivation and the desite to_| 4 fead— SUCh leadere are Intonso1y mmoHvetred in teats However even the motivation t+olead can+ike a | negative cannot fedionuiike Seeking Powerand F [coder scuch a ‘he same to be. wielded by the, leadetr. Cuch o-power may be boflectediby the, leddet Oxert Coercfon cund influence onthe | CuUbordinatec. [The other kind Of power Is toseek inetuence aind/ drive. the: Cubordinatec and obhers/and sbate OOPS XK |-Se ftdeag, i Anovattan and dive + achieved hated goals sll

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