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8/8/2019 Unit IV-BY Prof. T.R. Piplani
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Managerial EthicsManagerial Ethics
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Managerial ethicsManagerial ethics
• Managerial ethicsManag
erial ethics deals with thedeals with the
situations managers face in theirsituations managers face in their
work lives that are filled with ethicalwork lives that are filled with ethicalcontentcontent
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• Reasons to follow ethicsReasons to follow ethics
1.1. Society and stakeholders’ expectationsSociety and stakeholders’ expectations
2.2. In the interest of organizationalIn the interest of organizationalmanagersmanagers
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Importance of ethicsImportance of ethics
• Business is part of societyBusiness is part of society
• Image concernsImage concerns
• Manager is trustee of various groupsManager is trustee of various groups
• Increasing consumer powerIncreasing consumer power
• Government interventionGovernment intervention
• To live happily, job values To live happily, job values socialsocial
valuesvalues
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Benefits of good ethicalBenefits of good ethical
behavior/ practicesbehavior/ practices
• Economical benefit - Carbon creditsEconomical benefit - Carbon credits
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Determinants of ethicsDeterminants of ethics
1.1. Social factorsSocial factors
2.2. Economic factorsEconomic factors
3.3. Cultural factorsCultural factors
4.4. Political factorsPolitical factors
5.5. Organizational factorsOrganizational factors
6.6. Contemporary code – eg AIMAContemporary code – eg AIMA
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Principles of business ethicsPrinciples of business ethics
• Be trustfulBe trustful
• Keep an open mindKeep an open mind
• Meet obligationsMeet obligations
• Have clear documentsHave clear documents
• Become community involvedBecome community involved
• Maintain accounting controlMaintain accounting control
• Be respectfulBe respectful
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Social responsibilitySocial responsibility
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Ethics and stakeholdersEthics and stakeholders
• CustomersCustomers
• EmployeesEmployees
• IndustryIndustry
• ManagersManagers
• SocietySociety
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Business values – differentBusiness values – different
levelslevels
• Individual valuesIndividual values
• Group valuesGroup values
• Top management values Top management values
• Environmental valuesEnvironmental values
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EthosEthos
• Characteristics, spirit and beliefs of Characteristics, spirit and beliefs of
community, people…community, people…
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Indian ethosIndian ethos
• Principles of managementPrinciples of management
1.1. Divine resides in the heart of a personDivine resides in the heart of a person
2.2. Holistic approachHolistic approach3.3. Combining subjective and objectiveCombining subjective and objective
4.4. Karma yogaKarma yoga
5.5. cooperationcooperation
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Determinants of OBDeterminants of OB
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The determinants The determinants
1)1) Internal vs external determinants of Internal vs external determinants of
behaviorbehavior
2)2) Personality and situational variablesPersonality and situational variables
3)3) Cognition vs environmentCognition vs environment
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ModelsModels
1)1) S-R modelS-R model
o Internal feelingsInternal feelings
o External environmentExternal environment
1)1) S-O-B-C modelS-O-B-C model
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S-R ModelS-R Model
Stimulus
Organism
Response
input
output
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S-O-B-C ModelS-O-B-C Model
Stimulus
organism
Behavior
consequences
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AssumptionsAssumptions
1.1. Individual differencesIndividual differences
2.2. The whole person The whole person
3.3. Caused behavior throughCaused behavior throughmotivationmotivation
4.4. Human dignityHuman dignity
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DeterminantsDeterminants
1)1) Biographical characteristicsBiographical characteristics
2)2) Learned characteristicsLearned characteristics
3)3) Environmental factorsEnvironmental factors
4)4) Organizational factorsOrganizational factors
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Biographical characteristicsBiographical characteristics
AgeAge
GenderGender
Marital statusMarital status
No. of dependantsNo. of dependants
AbilityAbilityIntellectual abilityIntellectual ability
Physical abilityPhysical ability
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Learned characteristicsLearned characteristics
• AttitudeAttitude
• ValuesValues
• PerceptionPerception
• MotivationMotivation
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Organizational factorsOrganizational factors
• Physical facilitiesPhysical facilities
• Organization structure and designOrganization structure and design
• LeadershipLeadership
• Reward systemReward system
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PerceptionPerception
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DefinitionDefinition
• Perception includes all thosePerception includes all those
processes by which an individualprocesses by which an individual
receives information about hisreceives information about hisenvironment – seeing, hearing,environment – seeing, hearing,
feeling, testing and smellingfeeling, testing and smelling
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Perception vs SensationPerception vs Sensation
• Perception combines I/P from thePerception combines I/P from the
different sensesdifferent senses
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Significance of perceptionSignificance of perception
• PERCEPTION – Factors that shapePERCEPTION – Factors that shape
and produce what we actuallyand produce what we actually
experience. It is described as aexperience. It is described as aperson’s view of realityperson’s view of reality
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Inwards or outwards?Inwards or outwards?
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The process The process
Perceptual I/P or stimuli
Characteristics of situation
Perceptual O/P
Perceptual mechanismSelection interpretation
organization
Characteristics of perceiver
Behavior
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Perceptual mechanismPerceptual mechanism
1)1) Perceptual selectivityPerceptual selectivity
2)2) Perceptual organizationPerceptual organization
3)3) Perceptual interpretationPerceptual interpretation
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Perceptual selectivityPerceptual selectivity
1)1) Internal factorsInternal factorsa)a) Needs and desiresNeeds and desires
b)b) PersonalityPersonality
c)c) ExperienceExperience
d)d) LearningLearning
2)2) External factorsExternal factorsa)a) SizeSize
b)b) IntensityIntensity
c)c) FrequencyFrequencyd)d) StatusStatus
e)e) ContrastContrast
f)f) MovementMovement
g)g) Novelty and familiarityNovelty and familiarity
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Perceptual organizationPerceptual organization
1.1. Figure and groundFigure and ground
2.2. Perceptual groupingPerceptual grouping
a.a. SimilaritySimilarityb.b. ProximityProximity
c.c. ClosureClosure
d.d. Continuity – symmetrical/closed figureContinuity – symmetrical/closed figure
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Figure and groundFigure and ground
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Figure and groundFigure and ground
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Figure and groundFigure and ground
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SimilaritySimilarity
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I li ti f ti fI li ti f ti f
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Implications of perception forImplications of perception for
managementmanagement
1.1. Perception and hiringPerception and hiring
2.2. Perception and performancePerception and performance
appraisalappraisal3.3. Perception and motivationPerception and motivation
P t l dPerceptual errors and
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Perceptual errors andPerceptual errors and
distortionsdistortions
i.i. StereotypeStereotype
ii.ii. Halo effectHalo effect
iii.iii. ProjectionProjection
iv.iv. Self serving bias and attributionSelf serving bias and attribution
errorerror
v.v. Selective perceptionSelective perception
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Attribution theoryAttribution theory
Observation of behavior
Distinctiveness(high/low)
Consistency(high/low)
Consequences(high/low)
AttributionOf causes
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707011/10/1011/10/10
LearningLearning
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DefinitionDefinition
• The process of acquiring the ability The process of acquiring the ability
to to respond adequately to ato to respond adequately to a
situationsituation
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NatureNature
• Involves change in behaviorInvolves change in behavior
• Change should be relativelyChange should be relatively
permanentpermanent• Change must be based on some formChange must be based on some form
of practice, experience or trainingof practice, experience or training
• Practice/experience should bePractice/experience should bereinforcedreinforced
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Types of learning Types of learning
• Classical conditioningClassical conditioning
• Operant conditioningOperant conditioning
• Cognitive learningCognitive learning• Social learningSocial learning
Cl i l ( i ti )Classical (associative)
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Classical (associative)Classical (associative)
conditioningconditioning
• Before conditioningBefore conditioning
Unconditioned
stimulus(meat)
Conditionedstimulus
(bell)No
response
Unconditioned
response(salivation)
Classical (associati e)Classical (associative)
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Classical (associative)Classical (associative)
conditioningconditioning
• During conditioningDuring conditioning
Unconditioned
stimulus(meat)
Conditionedstimulus
(bell)
Unconditioned
response(salivation)
Classical (associative)Classical (associative)
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Classical (associative)Classical (associative)
conditioningconditioning
• After conditioningAfter conditioning
Conditionedstimulus
(bell)
Unconditionedresponse
(salivation)
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Operant conditioningOperant conditioning
• Stimulus >response >consequencesStimulus >response >consequences
>future response>future response
Reinforcement theoryReinforcement theory
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Reinforcement theoryReinforcement theory
Personal factorsOrganizational factorsEnvironmental factors
Post consequencesand experiences, rewards,
Outcomes, punishments etc
Conditional predispositionto act or not to act
Performance(result of conditional learning)
Learning from
Behavior
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Types of reinforcement Types of reinforcement
Positivereinforcement
Behavior morelikely to occuragain
Punishment
Behavior less likelyto occur again
Extinction
Behavior less likely
to occur again
Negativereinforcement
Behavior more likelyto occur again
Pleasant/Desirable events
Eventwithdrawn
Eventapplied
Unpleasant/Undesirable events
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Reinforcement scheduleReinforcement schedule
a)a) Fixed interval scheduleFixed interval schedule
b)b) Variable interval scheduleVariable interval schedule
c)c) Fixed ratio scheduleFixed ratio scheduled)d) Variable ratio scheduleVariable ratio schedule
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818111/10/1011/10/10
PersonalityPersonality
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DefinitionDefinition
• ““Personality may be understood as thePersonality may be understood as thecharacteristic pattern of behavior andcharacteristic pattern of behavior andmodes of thinking that determine amodes of thinking that determine aperson’s adjustment to environment”person’s adjustment to environment”
- Hilgrad, Atkinson- Hilgrad, Atkinson
• ““Personality includes external appearancePersonality includes external appearanceand behavior, inner awareness of self as aand behavior, inner awareness of self as apermanent organizing force and thepermanent organizing force and theparticular pattern or organization of particular pattern or organization of measurable traits, both inner and outer”measurable traits, both inner and outer”
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Shaping factorsShaping factors
• HeredityHeredity
• Brain – ESB researchBrain – ESB research
• Emotional make up or temperamentEmotional make up or temperament
• InterestInterest• MotivesMotives
• Physical traitsPhysical traits
• Family factorsFamily factors
• Social factorsSocial factors• Situational factorsSituational factors
Pyscho analytical theory ofPyscho analytical theory of
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Pyscho-analytical theory of Pyscho-analytical theory of
personalitypersonality
• Postulated by Sigmund FreudPostulated by Sigmund Freud
• 3 concepts3 concepts
i.i. The Id The Idii.ii. The ego The ego
iii.iii. The super ego The super ego
Stages of personalityStages of personality
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Stages of personalityStages of personality
developmentdevelopment
1)1) Oral stageOral stage
2)2) Anal stageAnal stage
3)3) Phallic stagePhallic stage4)4) Latency stageLatency stage
5)5) Genital stageGenital stage
Chris Argyris’ immaturityChris Argyris’ immaturity
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Chris Argyris immaturity-Chris Argyris immaturity-
maturity continuummaturity continuum
Immaturitycharacteristics
Maturitycharacteristics
Passivity Activity
Dependence Independence
Few ways of behaving Diverse behavior
Shallow interests Deep interests
Short-term
perspective
Long-term perspective
Immaturity – maturity continuum
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Traits of personality Traits of personality
• Trait – enduring attribute of a person Trait – enduring attribute of a person
that appears constantly in a varietythat appears constantly in a variety
of situationsof situations
Cattel’s trait theoryCattel’s trait theory
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Cattel s trait theoryCattel s trait theory• Surface traitsSurface traits
i.i. Reserved vs outgoingReserved vs outgoingii.ii. Less intelligent vs more intelligentLess intelligent vs more intelligent
iii.iii. Affected feelings vs emotionally more stableAffected feelings vs emotionally more stable
iv.iv. Submissive vs dominantSubmissive vs dominant
v.v. Serious vs happy go luckySerious vs happy go lucky
vi.vi. Expedient vs conscientiousExpedient vs conscientiousvii.vii. Timid vs venturesome Timid vs venturesome
viii.viii. Tough minded vs sensitive Tough minded vs sensitive
ix.ix. Trusting vs suspicious Trusting vs suspicious
x.x. Practical vs imaginativePractical vs imaginative
xi.xi. Forthright vs shrewdForthright vs shrewd
xii.xii. Self assured vs apprehensiveSelf assured vs apprehensive
xiii.xiii.Conservative vs experimentingConservative vs experimenting
xiv.xiv.Group dependant vs self dependantGroup dependant vs self dependant
xv.xv.Uncontrolled vs controlledUncontrolled vs controlled
xvi.xvi.Relaxed vs tenseRelaxed vs tense
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Big 5 traits modelBig 5 traits model
Core traits Descriptive characteristics1 conscientiousness Dependable, hard working,
organized, self disciplined,persistent
2 Emotional stability Calm, secure, happy, unworried3 agreeableness Cooperative, warm, caring, good
natured, courteous, trusting
4 extraversion Sociable, outgoing, talkative,assertive and gregarious
5 Openness toexperience
Curious, intellectual, creative,cultured, artistically sensitive,
flexible, imaginative
Personality traits – influence onPersonality traits – influence on
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OBOB
1.1. AuthoritarianismAuthoritarianism
2.2. MachiavellianismMachiavellianism
3.3. Introversion vs extraversionIntroversion vs extraversion
4.4. Type A vs Type B Type A vs Type B5.5. Self concept and self esteemSelf concept and self esteem High – challengeHigh – challenge
Low - seeking approvalLow - seeking approval
1.1. Locus of controlLocus of control Internal vs externalInternal vs external
Type A Type BAggressive and Easy going laid-
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Aggressive andcompetent
Easy going, laidback and noncompetent
Impatient, irritable,poor judgment
Better at complextasks
Adv.
Disadv.
Is always moving Never in hurry
Walks rapidly, talksrapidly
Does not brag
Does 2 tasks at a
time
Plays 4 fun, not 2
winMeasures successby quantity
Relaxes w/o guilt
aggressive Mild mannered
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929211/10/1011/10/10
MotivationMotivation
fi i i
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DefinitionDefinition
• Motive – anything that initiates or sustainsMotive – anything that initiates or sustains
activityactivity
• Motive – idea, need or emotion which promptsMotive – idea, need or emotion which prompts
a person into actiona person into action• Motivation – The complex of forces startingMotivation – The complex of forces starting
and keeping a person at work in organizationand keeping a person at work in organization
““ Motivation is the core of management”Motivation is the core of management”
- Likert- Likert
The mechanismThe mechanism
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Need Tension Search behavior
Performance/failure
Incentive/rewardNeed satisfaction
The mechanism The mechanism
R ifi i f f il
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Ramifications of failureRamifications of failure
• AggressionAggression
• RationalizationRationalization
• RegressionRegression• FixationFixation
• ResignationResignation
• ApathyApathy
Maslow’s hierarchy of needs
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Maslow s hierarchy of needs
Maslow’s hierarchy of needs
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Maslow s hierarchy of needs
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Physiological
Intensityof needs
SecuritySocial Esteem
Self actualization
Realization
Drawback of Maslow’sDrawback of Maslow’s
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Drawback of Maslow sDrawback of Maslow s
theorytheory
• Does not take into account individualDoes not take into account individual
differencesdifferences
Alderfer’s ERG modelAlderfer’s ERG model
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Alderfer s ERG modelAlderfer s ERG model
• The 3 needs The 3 needs
1.1. ExistenceExistence >> Physiological and safetyPhysiological and safety
2.2. RelationsRelations >> Social, esteem needsSocial, esteem needs derived fromderived from
otherother peoplepeople
3.3. GrowthGrowth >> Self actualizationSelf actualization
• Revision of MaslowRevision of Maslow
– Decreasing concretenessDecreasing concreteness
– Achieving a goal causes a decrease in its importanceAchieving a goal causes a decrease in its importance
– Satisfaction progression; frustration regressionSatisfaction progression; frustration regression
M Cl ll d’ thM Cl ll d’ th
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McClelland’s theoryMcClelland’s theory
1.1. Need for power (nPow)Need for power (nPow) Esteem -> Self actualizationEsteem -> Self actualization
2.2. Need for achievement (nAch)Need for achievement (nAch) Esteem -> Self actualizationEsteem -> Self actualization
3.3. Need for affiliation (nAff)Need for affiliation (nAff)
Social needsSocial needs
Critical appraisal ofCritical appraisal of
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Critical appraisal of Critical appraisal of
McClellandMcClelland
1.1. Doubtful research evidenceDoubtful research evidence
2.2. Objectionable use of techniquesObjectionable use of techniques
3.3. Does not deal with process of Does not deal with process of motivationmotivation
4.4. Achievement motivation training isAchievement motivation training is
time consuming and expensivetime consuming and expensive
Herzberg’s 2 factor theoryHerzberg’s 2 factor theory• H i i f t (D lH gienic factors (Deal • M ti ti l f t (d lMoti ational factors (deal
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• Hygienic factors (DealHygienic factors (Dealwith environment)with environment)
1.1. Company policy andCompany policy andadministrationadministration
2.2. Technical supervision Technical supervision
3.3. Relations withRelations with
supervisorssupervisors4.4. Relations with peersRelations with peers
5.5. Relations withRelations withsubordinatessubordinates
6.6. SalarySalary
7.7. Job security Job security8.8. Personal lifePersonal life
9.9. Work conditionsWork conditions
10.10.statusstatus
• Motivational factors (dealMotivational factors (dealwith nature of work)with nature of work)
1.1. AchievementAchievement
2.2. RecognitionRecognition
3.3. AdvancementAdvancement
4.4. Possibilities of growthPossibilities of growth
5.5. Work itself Work itself
6.6. responsibilityresponsibility
Herzberg and Maslow – AHerzberg and Maslow – A
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Herzberg and Maslow AHerzberg and Maslow A
comparisoncomparison
Physiological
Motivation
Maintenance factors
Self actualization
Esteem
Social
Safety
L h l i H bL h l i H b
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Loopholes in HerzbergLoopholes in Herzberg
• Study focused on engineers andStudy focused on engineers and
accountantsaccountants
• Defective methodologyDefective methodology• Off-the-job satisfaction elements likeOff-the-job satisfaction elements like
pay, status, inter personalpay, status, inter personal
relationships neglectedrelationships neglected
I tiIncenti es
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IncentivesIncentives
• Financial incentivesFinancial incentives
• Non financial incentivesNon financial incentives– StatusStatus
– Job security Job security– Performance and feedbackPerformance and feedback
– PraisePraise
– Opportunity of growthOpportunity of growth
– Participative and consultative managementParticipative and consultative management
– Career development planCareer development plan
Job related motivation Job related motivation
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Job related motivationJ
strategiesstrategies
• Job enrichment Job enrichment– Freedom to workers in deciding how toFreedom to workers in deciding how to
do the workdo the work
– Increase responsibilityIncrease responsibility– Encourage participation’Encourage participation’
– Provide feedbackProvide feedback
– Make workers understand significance of Make workers understand significance of their tasktheir task
• Job enlargement Job enlargement
McGregor’s theoriesMcGregor’s theories
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• Theory X Theory X
– Directing, motivating, modifying behaviorDirecting, motivating, modifying behavior– Carrot and stick approachCarrot and stick approach
• Theory Y Theory Y
– Work can be a source of satisfaction or punishmentWork can be a source of satisfaction or punishment– Employee will exercise self direction and self controlEmployee will exercise self direction and self control
– Commitment depends upon rewardsCommitment depends upon rewards
– Avoidance of responsibility, lack of ambition andAvoidance of responsibility, lack of ambition and
emphasis on security are consequences of experienceemphasis on security are consequences of experience
– Most people are imaginative, creative and ingenuousMost people are imaginative, creative and ingenuous
Critical appraisalCritical appraisal
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Critical appraisalCritical appraisal
• Theory X Theory X >> unskilled,unskilled,
uneducateduneducated lowlow
level workerslevel workers
• Theory Y Theory Y >> skilled & educatedskilled & educated
employeesemployees
Ouchi’s Theory ZOuchi’s Theory Z
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Ouchi’s Theory ZOuchi s Theory Z
FeaturesFeatures
1.1. Mutual trustMutual trust
2.2. Strong bond b/w company andStrong bond b/w company and
employeesemployees
3.3. Employee involvementEmployee involvement
4.4. Integrated organizationIntegrated organization
5.5. HRDHRD
6.6. Role of leaderRole of leader
Critical appraisalCritical appraisal
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111111
Critical appraisalCritical appraisal
• Based on Japan’s unique cultureBased on Japan’s unique culture
• Lack of empirical research to confirmLack of empirical research to confirm
utilityutility• No guidelines as to in whatNo guidelines as to in what
conditions it is to be appliedconditions it is to be applied
• Operational problemsOperational problems
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112112
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Stress managementStress management
““ A person experiencesA person experiences stressstress when awhen a
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113113
A person experiencesA person experiences stressstress when awhen a
situation is perceived as presenting asituation is perceived as presenting a
demand which threatens to exceeddemand which threatens to exceedthe person’s capabilities andthe person’s capabilities and
resources for meeting it”resources for meeting it”
- McGrath- McGrath
StagesStages
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StagesStages
Alarm reaction
Resistance
Exhaustion
CausesCauses
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CausesCauses
• Work overloadWork overload
• Time pressure Time pressure
• Poor quality of supervisionPoor quality of supervision
• Insecure political climateInsecure political climate• Inadequate authority to match responsibilitiesInadequate authority to match responsibilities
• Role conflict and ambiguityRole conflict and ambiguity
• Change of any type, especially major/unusualChange of any type, especially major/unusual
• FrustrationFrustration
Leads toLeads to
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Leads toLeads to
• Physiological discomfortPhysiological discomfort
• Some emotional unhappinessSome emotional unhappiness
• Strained relationshipStrained relationship
NatureNature
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NatureNature
i.i. Eustress and distressEustress and distress
ii.ii. Stress is additiveStress is additive
iii.iii. Depends on individualDepends on individual
SymptomsSymptoms
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SymptomsSymptoms
a)a) Physiological symptomsPhysiological symptoms
b)b) Psychological symptomsPsychological symptoms
c)c) Behavioral symptomsBehavioral symptoms
Stress and performanceStress and performance
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Stress and performanceStress and performance
Distress
Performance
Stress Eustress
Distress
• Type of job and stress Type of job and stress
P lit d tP lit d t
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• Personality and stressPersonality and stress
• Type A and Type B personality Type A and Type B personality
• Sources of stressSources of stress– Factors intrinsic to jobFactors intrinsic to job
– Role in organizationRole in organization
– Relationship at workRelationship at work– Career developmentCareer development
• Job security Job security
•Status incongruityStatus incongruity
– Organizational structure and climateOrganizational structure and climate– Extra-organizational sources of stressExtra-organizational sources of stress
Consequences of stressConsequences of stress
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Consequences of stressConsequences of stress
• Disruption of relationshipDisruption of relationship
• Situation of physical dangerSituation of physical danger
• Extreme sense of failure, loss of self esteemExtreme sense of failure, loss of self esteem
• Sudden moment of triumphSudden moment of triumph
• PhysicalPhysical
• BehavioralBehavioral
• PsychologicalPsychological
Consequences forConsequences for
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organizationorganization
• Decline in performanceDecline in performance
• Absenteeism, turnoverAbsenteeism, turnover
• Job satisfaction, morale, commitment Job satisfaction, morale, commitment
Management of stressManagement of stress
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• Coping stress at organizational levelCoping stress at organizational level– Stress reduction and stress mgmt. programsStress reduction and stress mgmt. programs
– Job redesign Job redesign
– Collateral programsCollateral programs
– CounselingCounseling
– MeditationMeditation
• Coping stress by individualCoping stress by individual– RelaxationRelaxation
– Time management Time management
– Mgmt. of self roleMgmt. of self role
– Support groupSupport group
Psychological counselingPsychological counseling
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Psychological counselingPsychological counseling
• Discussion of an emotional problemDiscussion of an emotional problemwithin an employee, with generalwithin an employee, with generalobjective of decreasing itobjective of decreasing it
• Need for counselingNeed for counseling– ConflictConflict
– FrustrationFrustration
– stressstress
Functions of counselingFunctions of counseling
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Functions of counselingFunctions of counseling
• AdviceAdvice
• ReassuranceReassurance
• CommunicationCommunication• Release of emotional tensionRelease of emotional tension
• Clarified thinkingClarified thinking
• ReorientationReorientation
Types of counselingTypes of counseling
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Types of counseling Types of counseling
• Non – directive counselingNon – directive counseling >> counseleecounseleecenteredcentered
• Directive counselingDirective counseling >> counselor centeredcounselor centered
• Co – operative counselingCo – operative counseling >> neitherneither
centeredcentered
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12712711/10/1011/10/10
Inter personal behavior:Inter personal behavior:
transactional analysistransactional analysis
Transaction analysisTransaction analysis
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Transaction analysis Transaction analysis
• TA is the study of social transactions TA is the study of social transactions
b/w people. It is a technique used tob/w people. It is a technique used to
help people better understand theirhelp people better understand their
own and others’ behaviorown and others’ behavior
Analysis of ego statesAnalysis of ego states
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Analysis of ego statesAnalysis of ego states
P(Parent)
A(Adult)
C(Child)
Nurturing
parent ego
CriticalParent ego
Natural child
Little professor
Adaptive child
Personality
StrokingStroking
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StrokingStroking
• Unit of recognition which may beUnit of recognition which may be
positive positive oror negativenegative
Types of transactionsTypes of transactions
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Types of transactions Types of transactions
1)1) Complementary transactionsComplementary transactions
2)2) Crossed transactionsCrossed transactions
3)3) Ulterior transactionsUlterior transactions4)4) Gallows transactionsGallows transactions
ComplementaryComplementaryi
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transactionstransactions
C C
A A
P P
ComplementaryComplementaryi
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transactionstransactions
C C
A A
P P
Crossed transactionsCrossed transactions
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Crossed transactionsCrossed transactions
C C
A A
P P
Analysis of life positionAnalysis of life position
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Analysis of life positionAnalysis of life position
• Life position > combination of assumptionLife position > combination of assumption
of self and other personof self and other person
Self
Not OKOK
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Belief in both Belief in other
Belief in self Belief in noneNot OK
Not OK
OK
OK
Other
Basic human hungersBasic human hungers
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Basic human hungersBasic human hungers
• Stroke hungerStroke hunger
• Structure hungerStructure hunger– Withdrawing from threatening environmentWithdrawing from threatening environment
– Engaging in ritualsEngaging in rituals– Engaging in productive activityEngaging in productive activity
– Engaging in pastimesEngaging in pastimes
–Being intimateBeing intimate• Position hungerPosition hunger
Script analysisScript analysis
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Script analysisScript analysis
• Shakespeare:Shakespeare:
““All the world is a stage. And all theAll the world is a stage. And all the
men and women are merely players.men and women are merely players. They have their exits and entrances. They have their exits and entrances.
Each plays many parts or roles.”Each plays many parts or roles.”
Roles in scriptRoles in script
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Roles in scriptRoles in script
• LegitimateLegitimate– ProsecutorProsecutor
– VictimVictim
– RescuerRescuer
• IllegitimateIllegitimate– ProsecutorProsecutor
– VictimVictim– RescuerRescuer
Game analysisGame analysis
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Game analysisGame analysis
• CharacteristicsCharacteristics– Transaction tends to be repeated Transaction tends to be repeated
– Makes sense on superficial levelMakes sense on superficial level
– One or more transaction is ulteriorOne or more transaction is ulterior
• ReasonsReasons– To get strokes To get strokes
– Strengthen life positionStrengthen life position
– To avoid or control intimacy To avoid or control intimacy
• RolesRoles
Benefits of TABenefits of TA
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Benefits of TABenefits of TA
• Insights to psychological make upInsights to psychological make up• Interpersonal communication isInterpersonal communication is
improvedimproved
• Interpersonal relations improveInterpersonal relations improve• Leadership skills among peopleLeadership skills among people
• Useful where success depends onUseful where success depends oninterpersonal effectiveness like sales,interpersonal effectiveness like sales,
counselingcounseling• Reinforces and implementsReinforces and implements
management development activitiesmanagement development activities
Johari window Johari window
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Johari windowJo a do
Public Blind
Hidden UnknownUnknown toothers
Known to self
Known to
others
Unknown to self
Interactive Johari windowInteractive Johari window
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Interactive Johari windowJ
• www.Kevan.org/johariwww.Kevan.org/johari
Interactive johari windowInteractive johari window
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Interactive johari windowj
• http://kevan.org/joharihttp://kevan.org/johari
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14514511/10/1011/10/10
Group dynamicsGroup dynamics
GroupGroup
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pp
A group consists of two or moreA group consists of two or more
persons who interact with each otherpersons who interact with each other
consciously for the achievement of consciously for the achievement of
some common objectivessome common objectives
CharacteristicsCharacteristics
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Interaction b/w members Awareness
Group perceptionCommon objectives
Types of groups Types of groups
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yp g pyp g p
1.1. Small and largeSmall and large
2.2. Primary and secondaryPrimary and secondary
3.3. Formal and informalFormal and informala.a. Formal groups: command group andFormal groups: command group and
task grouptask group
Group dynamicsGroup dynamics
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p yp y
• Concerned with the formation of Concerned with the formation of
groups, their structure and the waygroups, their structure and the way
they affect individual members,they affect individual members,
other groups and organizationother groups and organization
Theories of group formation Theories of group formation
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g pg p
1)1) Propinquity theoryPropinquity theory
2)2) Homand’s theoryHomand’s theory
3)3) Balance theoryBalance theory4)4) Exchange theoryExchange theory
Homand’s theoryHomand’s theory
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yy
Activities Interactions
Sentiments
Balance theoryBalance theory
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yy
Mr. G Mr. F
Common attitudes
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Management’s response toManagement’s response to
informal groupsinformal groups
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informal groupsinformal groups
• Postitive attitude towards informalPostitive attitude towards informal
groupsgroups
• Rapport with informal leadersRapport with informal leaders
• Use of informal communicationUse of informal communication
• Involvement of groupsInvolvement of groups
• Developing common areas of interestDeveloping common areas of interestor goal congruencyor goal congruency
Group processes andGroup processes and
behaviorbehavior
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behaviorbehavior
• Group objectivesGroup objectives
• Authority relations in groupsAuthority relations in groups
• Communication in groupsCommunication in groups• Leadership in groupsLeadership in groups
• Group rolesGroup roles
U itt di i i f t kU itt di i i f t k
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– Unwritten division of tasksUnwritten division of tasks
• Group normsGroup norms– Standard of behavior or performance whichStandard of behavior or performance which
the members are expected to observethe members are expected to observe
• Group cohesivenessGroup cohesiveness– Degree to which group members form a strongDegree to which group members form a strong
collective unit reflecting a feeling of onenesscollective unit reflecting a feeling of oneness
Factors affectingFactors affecting
cohesivenesscohesiveness
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cohesivenesscohesiveness
• Proximity of groupProximity of group
• Size of groupSize of group
• Common elementsCommon elements
• Satisfaction of members’ needsSatisfaction of members’ needs• Interdependence among membersInterdependence among members
• External pressures or threatsExternal pressures or threats
• AutonomyAutonomy
• Leadership styleLeadership style• Status of the groupStatus of the group
Relation b/w differentRelation b/w different
factorsfactors
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factorsfactors
High
productivity
Medium
productivity
Low
productivity
Low
productivity
Cohesiveness
Performancenorms
High
Low
Low
High
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16116111/10/1011/10/10
Leadership styles andLeadership styles and
influenceinfluence
LeadershipLeadership
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• It is the process of influencing theIt is the process of influencing the
behavior and work of others in groupbehavior and work of others in group
effort towards the realization of effort towards the realization of
specified goals in a given situationspecified goals in a given situation
Functions of leadershipFunctions of leadership
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• Setting goalsSetting goals
• OrganizingOrganizing
• MotivationMotivation• CoordinationCoordination
• RepresentationRepresentation
• ControlControl
Role and importance of Role and importance of
leadershipleadership
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leadershipleadership
• Providing inspiration to employeesProviding inspiration to employees
• Securing cooperationSecuring cooperation
• Creation of confidenceCreation of confidence• Providing conducive environmentProviding conducive environment
• Building higher moraleBuilding higher morale
• Facilitation of changeFacilitation of change
Types of leaders Types of leaders
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• Intellectual leadersIntellectual leaders
• Democratic leadersDemocratic leaders
• Autocratic leadersAutocratic leaders• Persuasive leadersPersuasive leaders
• Creative leadersCreative leaders
• Institutional leadersInstitutional leaders
Types of Leadership Types of Leadership
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1.1. Charismatic leadershipCharismatic leadership
2.2. Transformational leadership Transformational leadership
3.3. Transactional leadership Transactional leadership
Transactionalleadership
Transformational
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leadership l
leadershipContingent reward Charisma
Management byexception(active)
Inspiration
Management byexception
(passive)
Intellectualsimulation
Laissez-faire Individualconsideration
Styles of leadershipStyles of leadership
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1.1. Autocratic leadershipAutocratic leadership
a.a. Strict autocratStrict autocrat
b.b. Benevolent autocratBenevolent autocrat
c.c. Manipulative autocratManipulative autocrat
2.2. Participative or democratic leaderParticipative or democratic leader
3.3. Laissez-faire or free-rein leaderLaissez-faire or free-rein leader
Autocratic leaderAutocratic leader
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Leader
Democratic leaderDemocratic leader
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Leader
Laissez-faire leaderLaissez-faire leader
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Leader
Likert’s managementLikert’s management
systemssystems
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systemssystems
1.1. Exploitative authoritativeExploitative authoritative
2.2. Benevolent authoritativeBenevolent authoritative
3.3. ConsultativeConsultative4.4. participativeparticipative
Leadership skillsLeadership skills
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• Visionary skillsVisionary skills
• Communication skillsCommunication skills
• Sensitive skillsSensitive skills• Self awareness skillsSelf awareness skills
Traits or qaulities of good Traits or qaulities of good
leaderleader
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leaderleader
• IntelligenceIntelligence
• Physical features/ appearancePhysical features/ appearance
• MaturityMaturity
• Vision and foresightVision and foresight• Inner motivationInner motivation
• Sense of responsibilitySense of responsibility
• EmpathyEmpathy
• Human relations attitudeHuman relations attitude• Emotional balanceEmotional balance
Trait theory of leadership Trait theory of leadership
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• Stogdill’s trait factorsStogdill’s trait factors
– Intelligence and scholarshipIntelligence and scholarship
– Physical traitsPhysical traits
– PersonalityPersonality
– Social status and experienceSocial status and experience
– Task orientation Task orientation
Behavioral theory of Behavioral theory of leadershipleadership
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• Tannenbaum’s continuum of Tannenbaum’s continuum of
leadership behaviorleadership behavior
Autocratic
(boss centered)
Area of freedomFor subordinates
Use of authorityBy manager
Permits subordinate To functionWithin limits
Presents tentativeDecisions subject
To change
Manager takes,announces decision
Free-rein
(subordinate centered)
Choice of leadership styleChoice of leadership style
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• Depends uponDepends upon
– Forces in managerForces in manager
– Forces in subordinateForces in subordinate
– Forces in situationForces in situation
Michigan studiesMichigan studies
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Employeecentered leader Productioncentered leader
Treats subordinates ashuman beings
Emphasizes technicalaspect of job
Shows concern for wellbeing of employees
Relies on workstandards
Encourages andinvolves theemployees in settingand implementing
Close supervision,employees are seen asa tool in theproduction process
Managerial gridManagerial grid
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Concern
f o
rpeople
0
5
9
5 9
5-5Middle road
9-1 Task
1-1Impoverished
1-9Country club
9-9 Team
Appraisal of behavioralAppraisal of behavioral
theoriestheories
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theoriestheories
• There was assumed to be a single There was assumed to be a single
“best” style of leadership“best” style of leadership
Situational theories of Situational theories of leadershipleadership
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Organization
Leader followers
International
Externalenvironment
Technological
Socio-cultural
Politico-legal
Economic
Fiedler’s contingency theoryFiedler’s contingency theory
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Combination
Leader-follower
Taskstructure
Positionpower
favorableness
1 Good High Strong High
2 Good High Weak3 Good Low Strong
4 Good Low Weak
5 Poor High Strong6 Poor High Weak
7 Poor Low Strong
ConclusionConclusion
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• Task oriented Task oriented >>
favorable/unfavorable leadershipfavorable/unfavorable leadership
• Relationship orientedRelationship oriented >>
situation intermediate insituation intermediate in
favorablenessfavorableness for leaderfor leader
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