Organisational_Behaviour

Q-1 Understanding organizational behavior is important for everyone involved in an organization, not just the leadership and management teams. By gaining and understanding this knowledge each employee should be able to realize how their individual actions contribute to the big picture of the company. In order to understand this there are some key concepts and terminology that must be explained to make the learning process more manageable.  Organizational Behavior  Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. What is organizational behavior' According to Schermerhorn, Hunt, & Osborn it "is the study of individuals and groups in organizations." OB, as organizational behavior is called in short, is multidisciplinary. This means it does not only understand the individuals and groups of an organization but how interpersonal processes and dynamics relate to organizational behavior.  Historical roots of organizational behavior Management had two approaches in the beginning. • Scientific management ( work by Taylor ) According to Mr. Fredrick w. Taylor, manager is supposed to play the roles of planner and coordinator. An additional aspect of tailors approach reflected in his enthusiasm for piece rate pay system was his belief that all employees are economically motivated .that is, he assumed that monetary rewards were the primary incentive managers could use to motivate workers to achieve higher levels of output. • Classical organization theory ( work by Weber ) According to Mr. Max Weber, classical organization theory was concerned with structuring organizations effectively. Whereas scientific management studied how individual workers could be made more efficient, classical organization theory studied how a large number of workers and mangers could be most effectively organized into an overall structure. • Hawthorne studies Organizational behavior began to emerge as a scientific discipline as a result of the Hawthorne studies .these studies were conducted between 1927 and 1932 at westerns electrics Hawthorne plant near Chicago. They did two major studies .one was effects of different levels of lighting on productivity and second was piece work incentive system. Researchers concluded that the human element in the workplace was considerably more important than thought previously .the lighting experiment suggested that productivity might increase simply because workers were singled out for special treatment and thus perhaps felt more valued .in the incentive system experiment ,being accepted as a part of the group evidently meant more to the workers than earning more money.saveral other studies supported the overall conclusion that individual and social processes are too important to ignore. Douglas McGregor and Abraham Maslow led the human relations movement that grew from Hawthorne studies. The value of the human relationists exemplified in the work of Douglas McGregor and Abraham Maslow. Some mangers, McGregor sad subscribed to what he labeled theory x, takes generally negative and pessimistic view of human nature and employee behavior. in many ways it is consistent with the tenets of scientific management .a much more optimistic and positive views of employees is to be found in theory y .theory y, generally representative of the human relation perspective ,was the approach of McGregor himself advocated. In 1943, Abraham Maslow published a pioneering theory of motivation that became well-known and widely accepted among managers. In a classic paper he outlined the elements of an overall theory of motivation .drawing chiefly on his clinical experience; he thought that person’s motivational needs could be arranged in a hierarchical manner. 1. Physiological needs: Generally corresponds to the unlearned primary needs. The needs of hunger, thirst, sleep and sex are some examples. According to the theory once these basic needs are satisfied, they no longer motivate. 2. Safety needs: Maslow stressed emotional as well as physical safety. The whole organization may become a safety seeking mechanism.yet, as is true of the physiological needs, once these safety needs satisfied they no longer motivate. 3. Love social needs: This corresponds to the affection and affiliation. This level can be labeled as belongings or social. 4. Esteem needs: The needs for power, achievement and status can be considered part of this level. 5. Needs for self actualization: This level represents the culmination of all lower, intermediate, and higher needs of humans. Managing Organizational Behavior  In all organizations, regardless of size, it is important for management to create a safe and nurturing environment for all employees. To create this type of environment management needs to understand: employee behavior; organizational culture; the need for diversity; a formal code of ethics; strong communication; and how to promote and manage change.  Globalization In today's high demanding world it is important for employees to understand the framework of their company. For an employee to be truly successful, they must have an understanding of organizational behavior, culture and diversity, communication, effectiveness and efficiency, and learning.  Business is global now and so competition is no longer within the borders of a city, state or nation, which affects the quality of whatever you’re producing.   Quality of products and services are now much more important in order to get a share within the global market.   These changes toward globalization affect organizational behavior in that as much as global business changes so do the rules and procedures within organizational behavior.   This can prove to be very difficult for managing organizational behavior because you must react to change before it happens or else you will get left behind.   Importance of organizational behavior Value motivated ethical leadership is needed today. The world has such a diverse work force today, and managers must develop and empower workers to achieve organizational goals. One develops his or her ethics from his or her culture, ethnic background, and religious beliefs. In today’s globalization, organizational behavior emphasizes more on the importance of ethics and technology in the managerial decision making process and work related stress. The current business environment poses many challenges to the organizations today. Numerous trends greatly affect organization's behavioral patterns and beliefs. They impact the way decisions are made and the employees' performances. Nowadays, decisions are based not only on step-by-step coherent choices but also on ethical foundations. Changes and trends affect the organizational behavior including management response to the needs of its employees. Innovations and technology changes how work is done and how fast it is accomplished. However, along with its advantages, the new technology can also negatively affect the organization. It is a great challenge for management to implement decisions that will recognize both the ethics and the organization's position; and the technology's effect on employees' productivity and performance. The American economist Robert Reich once said "Your most precious possession is not your financial assets. Your most precious possession is the people you have working there, and what they carry around in their heads, and their ability to work together." Organizational behavior has become an increasingly important topic over the last decade as businesses have come to recognize their most important resource is the employees who work for them. Trends such as the influence of ethics on decision-making and the impact of technology on work-related stress are two such trends which are constantly practiced in organizational behavior to cope up with the changing environments of globalization. Tata motors The wave of liberalization, privatization and globalization, which started sweeping India since the early 1990s, gave Tata Motors (established in 1945) a new direction in the path of globalization. The Tata Motors firstly, realized that if it wants to grow then it cannot afford to keep its business connected solely to the fortunes of one country. Secondly, with the dismantling of import restrictions in the near future or it the rupee begins to gain ground then India may not continue to have the low-cost manufacturing advantage which it has enjoyed so far. In that scenario, a transnational presence across countries that could offer greater cost advantages for manufacturing will pay off. Thirdly, the automotive business is highly competitive and the competitiveness depends on economies of scale, quality and efficiency which could directly improve if the organization enters the foreign markets. Today, Tata Motors has a wide portfolio ranging from a Tata Mercedes Benz truck to diversifying into passenger cars like Tata Sierra, Tata Estate, Tata Indigo and India, concept vehicles like Aria Roadster and Tata Elegant, commercial vehicles like Tata heavy trucks and military vehicles. Tata Motors was first listed on the NYSE in 2004. It created wealth of Rs. 320bn during 2001-2006 and stood among top 10 wealth creators in India. It has its manufacturing bases in Jamshedpur, Lucknow and Pune. Tata Motors has recently had a couple of important mergers and acquisitions like with Daewoo in South Korea, Hispanso and a JV with Fiat. Their vision, as a successful, profitable, and sustainable business, to grow alongside its ability to delight arising number of highly satisfied customers. TATA MOTORS’S main focus is on strengthening their leadership position in the market, and on providing their employees with the best conditions for their professional and personal development. The corporate philosophy in terms of responsible commitment takes a major part in tatas mission statement. Its intention is to maintain sustainability in three distinct field: Firstly, resource efficiency, secondly, risk minimization, and reputation. Not only employees and their needs have to be respected, as the process of market globalization has lead to many change Q – 2 HR the most important resource of of a business organization. I agree; HR is the legal liaison between the organization and the employees, they are to uphold the employment and safety laws as well as follow the practices, which may differ within federal guidelines that the employer authorizes.  Corporations are always searching for better ways to produce goods and services. When new technological developments give some organizations a competitive advantage, their rivals try to catch up by adopting and improving on the new technologies.  Ford has put many of Toyota's technical advances to work in its own plants, and General Motors has spent over $50 billion in the last decade to modernize its production facilities to develop skills in flexible manufacturing.  A large part of this growth is the Human Resources department of these companies, who are responsible for hiring the people with the knowledge to bring new technology into a company. To be successful in the automotive market, these companies needs a highly skilled, flexible and committed work force, a flexible and innovative management, the ability to retain developed talent, and a strong partnership between management and labor unions.  To achieve these goals, the company needs a talented HR department. Besides hiring the right people to manage and perform specific jobs, HR managers have to build up commitment and loyalty among the workforce by keeping them up to date about company plans, and laying out the implications for job security and working conditions. The backbone of any successful company is the HR department, and without a talented group of people to hire, culture, and inform employees, the company is doomed for failure. a) healthy HR policies in Tata steel : • QUALITY POLICY  Consistent with the group purpose, Tata Steel constantly strives to improve the quality of life of the communities it serves through excellence in all facets of its activities. Tata steel is committed to create value for all stakeholders by continually improving their systems and processes through innovation, involving all employees.  This policy has form the basis of establishing and reviewing the Quality Objectives and it is communicated across the organization. The policy is reviewed to align with business direction and to comply with all the requirements of the Quality Management Standard.  • ENVIRONMENTAL, OCCUPATIONAL HEALTH & SAFETY POLICY  Tata Steel reaffirms its commitment to provide safe working place and clean environment to its employees and other stakeholders as an integral part of its business philosophy and values. they continually enhance Environmental, Occupational Health & Safety (EHS)  • ALCOHOL AND DRUGS POLICY  Tata Steel believes that the loyalty and commitment of its employees depend upon the quality of life they are offered at work and at home. They recognize that indiscriminate use of alcohol and drugs is injurious to the wellbeing of individuals, their families and the community as a whole. They acknowledge that the misuse of these psychoactive substances is a major health and safety hazard. Tata Steel is therefore committed to creating an alcohol and drug-free environment at the work place. This would be achieved through the involvement of all employees and the Joint Departmental Councils in spearheading appropriate initiatives. b) Poor performance of Infosys due to unhealthy HR policies A strong rebound in the economy and rising job prospects, peculiarly, seems to have the top management of Infosys worried as hard facts of employee attrition hit home. The software major is going out of way to woo employees while setting the pace for pay hikes and promotions. So much so that S.Gopalkrishnan CEO and managing director of Infosys shot off a mail to Infoscions last week seeking to assuage hurt sentiments, obliquely admitting that the management was willing to address some of the critical issues that employees are not happy about.” I understand that you would like me to look at some of the concerns you have raised seriously and resolve them,” said Gopalkrishnan in his letter. He added that the organization believes that employees are key and the force behind every success.  Officially, Infosys says its attrition level is 11.6 per cent for Oct-Dec 2009. However, industry sources say the current quarter, whose figures will be disclosed only next month, has been a matter of concern for the company in view of a higher-than-expected departure of employees. Company officials are not giving details. Infosys’s policy mandates its employees to be physically present for a little more than nine hours a day in the campus. It also has a new iRACE policy that requires an employee to spend a minimum number of years before consideration for promotion. The company has also introduced new certification exams linked to promotions and salary increases. An employee is expected to clear two such exams in a year. “Resentment has been brewing for over a year against certain HR initiatives of the company. With the recession waning away and more employment opportunities coming up people are opting out,” –this general opinion of Infosys employees. The management, however, sought to downplay the issues, stating the company has been continuously changing its HR policies to keep the troops happy and motivated.” We have a robust feedback mechanism in the company and policies are not static. Based on feedback and context, we have been modifying and tweaking policies for best results,” a company spokesperson said in recent interview with media. Basically the extremism started after the company launched its new changed management system christened new HR POLICIES, to remap the technology skills of the employees. This initiative, which aimed at "improving the technology depth" of the software professionals, reportedly had affected over 4,000 employees, who felt it was blocking their career growth.  Q – 3 a. Transactional analysis (TA) is the technique used to help people to better understand their own and others behaviour.specially in interpersonal relationship. Courses in TA are given to managers to help them improve to interpersonal communications and effectiveness’ Eric Berne is generally credited with developing the basic concepts and theory of transactional analysis. It is based upon the concepts upon the concept of psychotherapy .however, TA concepts and formulations are expressed in layman’s language .both these elements are integral part of day to day business life. Besides Berne, others who have done important work in developing transactional analysis and disseminating information about it are Thomas a. harries, Muriel jams and Dorothy jongeward. The primary concepts in transactional analysis are ego states, transactions strokes and ways in which people spend their time. b An ego state is pattern of behavior that a person develops as he or she grows up .based on his or her accumulated network of feelings and experiences. There are three ego states: parent, adult and child. The parent ego state of a person comprises the judgemental, value laden , rule making and moralizing component of personality. It is expressed by advice, Admonitions.”Do’s” and “don’t’s”.the adult ego state is authentic, direct and Reality based. It is retinal, fact seeking and problem solving. The child ego state constitutes the emotional, creative, spontaneous and impulsive component of Personality. Parent ego state This is a set of feelings, thinking and behavior that we have copied from our parents and significant others. As we grow up we take in ideas, beliefs, feelings and behaviors from our parents and caretakers. If we live in an extended family then there are more people to learn and take in from. When we do this, it is called interjecting and it is just as if we take in the whole of the care giver. For example, we may notice that we are saying things just as our father, mother, grandmother may have done, even though, consciously, we don't want to. We do this as we have lived with this person so long that we automatically reproduce certain things that were said to us, or treat others as we might have been treated.  Adult ego state In this structural model, the Integrating Adult ego state circle is placed in the middle to show how it needs to orchestrate between the Parent and the Child ego states. For example, the internal Parent ego state may beat up on the internal Child, saying "You are no good, look at what you did wrong again, you are useless". The Child may then respond with "I am no good, look how useless I am, I never get anything right". Child ego state Both the Parent and Child ego states are constantly being updated. For example, we may meet someone who gives us the permission we needed as a child, and did not get, to be fun and joyous. We may well use that person in our imagination when we are stressed to counteract our old ways of thinking that we must work longer and longer hours to keep up with everything. We might ask ourselves "I wonder what X would say now". Then on hearing the new permissions to relax and take some time out, do just that and then return to the work renewed and ready for the challenge. Subsequently, rather than beating up on ourselves for what we did or did not do, what tends to happen is we automatically start to give ourselves new permissions and take care of ourselves. C. Life positions: In the process of growing up people make basic assumptions about their own self –worth, as well as about the worth of significant people in their environment ,that may or may not be generalized to other people later in life.harris called the combination of assumptions about oneself and another person ,a life position. Life positions tend to be more permanent than ego states. They learnt through out life by way of reinforcements for and responses to expressed needs .these assumptions are described in terms of ‘okayness’. 1. I’ am OK you are OK. 2. I’ am OK you are NOT OK. 3. I’ am NOT OK you are OK. 4. I’ am NOT OK you are NOT OK. “I am not ok, you are not ok” people tend to feel bad about themselves and see the whole world as miserable. People with this life position tend to give up. They don’t trust others and have no confidence themselves. People with “am not ok, you are ok” life position often feel that others are generally competent than they are and generally have fewer problems, they tend to think that they always get ‘short end of the stick’. People who feel “I am ok ,you are not ok” tend to watch others closely because they think no one can be trusted to do things as well as they can. They are often dominated by their critical parent. “I am ok, you are ok” appers to be an ideal life position .people with these feelings tend to have positive outlooks on life. A stroke is units of recognition, which may be positive or negative .people, generally, have a pervasive need for recognition and approval. Examples of positive strokes are “you did a great job “.”would you like to join us for lunch'” positive strokes make one feel good and contribute to a persons sense of being OK.negative strokes hurt physically or emotionally and make one feel less ok. d. Examples positive stroke and negative stroke Eric Berne defined a stroke as a “unit of human recognition”. A stroke can be a look, a smile, a spoken word, a touch. Any time one human being does something to recognize another human being that is a stroke. Babies need strokes to survive. Lisa and Ben had been married for about ten years. Ben had never been able to fully accept Lisa for who she is. Ben wanted a partner who could join him in his many athletic endeavors. The only time Lisa received positive strokes from Ben was when she joined him in jogging or mountain biking. But because he was a much better athlete than she, these activities were not much fun for her. Lisa enjoyed putting on elaborate dinner parties and playing the piano. But Ben discounted Lisa's strengths looking through his lens of athletics. He would throw negative stroke on her accomplishments saying, “Yeah, but all you ever want to do is eat and sit around.” Lisa received positive conditional strokes from Ben only when she complied with his wishes. She longed for the unconditional positive strokes (“I Love you, honey”) and the conditional positive strokes (“What a great cook you are!”), But those rarely came. She found it difficult as well to stroke Ben in positive ways. It is easy to understand why Lisa and Ben felt some relief, in addition to their anger and grief, when they decided to end their relationship. e. Eric Berne initiated the principle within Transactional Analysis that we are all born 'OK' -- in other words good and worthy. Frank Ernst developed these into the OK matrix, (also known as the 'OK Corral' after the famous 1881 Tombstone shootout between the Earps and the Clantons in). These are also known as 'life positions' I'm OK - You're not OK People in this position feel themselves superior in some way to others, who are seen as inferior and not OK. As a result, they may be contemptuous and quick to anger. Their talk about others will be smug and supercilious, contrasting their own relative perfection with the limitation of others. This position is a trap into which many managers, parents and others in authority fall, assuming that their given position makes them better and, by implication, others are not OK. These people may also have a strong “be perfect” driver, and their personal strivings makes others seem less perfect. Eg.  It's OK for me to grant patents on basmati rice and most other stuff I had nothing to do with in the first place, but it’s not OK for you to demand waiving of similarly assured royalty payments on vital life-saving drugs. It's OK for me to enforce environmental safety norms for my auto industry to make sure yours can't get in, but it’s not OK if you enforce minimum standards for batteries. And like I said earlier, It's OK for Me to ask for free movement of land and capital but it’s not OK for you to even consider similar treatment for labor.  Q-4 I am a manger of business organization of medium size having 100 employees. a. positive reinforcement : Positive reinforcement is the presentation of something pleasant or rewarding immediately following a behavior. It makes that behavior more likely to occur in the future, and is one of the most powerful tools for shaping or changing your organization. Most people just want to be appreciated. If you're a manager, that's something to seriously think about as you set the tone for maximum productivity.  Accentuate the positive:  As a manager, this is such an important skill. Let's say the writer I recently brought on board isn't 'catching on' to the company's prescribed way of creating headlines. I may feel frustrated and tempted to chastise this person, but what will a thoughtless reprimand do for her productivity in the long run' Instead, soften critique and infuse it with a positive message, maybe something like, "You did a great job catching all of those typos but I'd love for you to give me a couple more headline options before we hand this in." Open the lines of communication. As a manager I will encourage group discussions where workers can air their grievances. When there's a conflict, let employees hash it out while manger act as the calm and rational mediator. Sometimes all it takes is a few words hitting the air to clear up a misunderstanding. If manger gives his people a little more control and the benefit of the doubt, they'll feel appreciated, depended on, and willing to go that extra mile.  Always play fair. A biased judge can't make objective decisions for the good of the group. Match the skill to the task at hand. Ensure team excellence is by selecting the correct person for the job! When each of the workers is well-chosen for a task, they'll all do a good job together. And when they do a good job, they're truly appreciated. Team spirit is some pretty magical stuff!  Encourage workers to 'figure it out on their own.' By this I do NOT mean tell them to solve their own problems and send them away. That's no way to help underlings grow. Feel complimented when a subordinate approaches with an issue. He came to me because he trusts my judgment and seeks my approval. In turn, give little bird his wings. Offer up some general, advice, and then assure them that he can find a positive and constructive way to fix the problem on his own. He'll walk away with a sense of pride, independence and new determination. And that's a great way to help someone feel appreciated!  Speak to people 'on the level.'  There should never be a reason to sound parental in professional communication with grown adults. Offer advice and assume that it's a foreign concept to the person with whom you're speaking. How do you know she doesn't already practice what you preach' If I address my workers respectfully and treat them as mature adults, they might actually behave like mature adults!  b. Avoidance Avoidance is a controversial method of dealing with conflict which attempts to avoid directly confronting the issue at hand. Methods of doing this can include changing the subject, putting off a discussion until later, or simply not bringing up the subject of contention. Conflict avoidance can be used as a temporary measure to buy time or as permanent means of disposing of a matter. The latter may be indistinguishable from simple acquiescence to the other party, to the extent that the person avoiding the conflict subordinates their own wishes to the party with whom they have the conflict. However, conflict avoidance can also take the form of withdrawing from the relationship. Thus, avoidance scenarios can be either win-lose, lose-lose or possibly even win-win, if terminating the relationship is the best method of solving problem. In the workplace, managers sometimes avoid directly dealing with conflict among coworkers by simply separating them. In workplaces and other situations where continued contact with a person cannot be severed, workers may eschew confrontation as being too risky or uncomfortable, opting instead to avoid directly dealing with the situation by venting to others or engaging in passive aggressive methods of attack such as gossip. Unresolved conflict in the workplace has been linked to miscommunication resulting from confusion or refusal to cooperate, increased stress, reduced creative collaboration and team problem solving, and distrust. c. Punishment System of reward and punishment as a motivating factor. Punishments and rewards accompany a human from the time he is born and then trough his education and work. They are a very important way of influencing personnel. With the use of punishment system an organization motivates a rewarded employee to work efficiently and other employees to follow his lead. Rewards cause a positive attitude of employees towards an organization. Employees begin to treat the organization they work in as their organization. An employee values his work. Whereas punishments have the aim to eliminate negative behaviors inconsistent with organization's expectations. However the use of punishments decreases the attractiveness of work. An employee treats it as a signal to change organization and often instead of working effectively he concentrates on searching for a new job. Suspension is a common practice in the workplace for being in violation of company policy. Work suspensions occur when a business manager or supervisor deems an action of an employee, whether intentional or unintentional, to be a violation of policy that should result in a course of punishment, and when the employee's absence during the suspension period does not hurt the company. Q-5 a Attributes of an effective manger 1. Less selfish approach: Let's us admit, values are important in leadership. The difference between a manager and a leader is that the later is less about control and command than the prior. Organization is not different entity than a social group. Henceforth, to drive an organization we need to carefully observe its three important elements: a) People, b) Process and c) culture. Once those aspects are understood, organization could be driven effectively through organizational shaping bring in change slowly but steadily. 2. Coaching styles: As asserted earlier, today's society is knowledge driven and therefore the best approach to leadership should be coaching style. It may take time to drive employees behind an effective leader for the specific goal to attain; however, coaching style will take you more effectively towards otherwise impossible goal than any other means. 3. Expert & Referent Power: Drive employees through your expert understanding of the business (technical or non-technical). Expert and referent power need not be expressed but it is powerful enough to be perceived. Such quality or attributes thereof will much effective than any form of coercive power. After all, the latter coincides with micromanagement of the perfectionist than a leader. 4. Understanding of employee's needs: Pay attention to employee needs through the application of Maslow's Hierarchy of needs or two factors theories. Different theory has different application. We need to find a balance to apply those appropriate particular needs. For example, self actualization needs. You will often find certain employees are having abandoned of energy and emotional surge, they are thriving to do something different. Understanding them is the key. Always we should entertain employee's healthy impulses and encourage them to do something better by fulfilling their self actualization needs through path goal theory. 5. Motivation: There are several types of motivation technique. Motivation is not always about paying higher salary to employees. Social theory will help you much in this regard should you believe in your leadership. Go out there and motivate employee through touch of friendship. Let them get energies and believe in you to make the difference. This is powerful technique and doing such will not only empower employee it will drive the organization to success. However, the organization should be supportive to it meaning higher up, this value must need to be understood. 6. be humble: Humbleness is understood to be as the "universal value" attribute in most cultures. Therefore, let's use the power of it. Be humble and work on removing workplace bullying. It is costing USA dearly in a whooping USD$300 billions. Not only that workplace bullying is harmful for our society as well. 7. Fine balance of management and leadership attribute: Combined your management attributes with leadership attributes finding a finer balance. We do not need all the attributes of management however some will help you to become effective, the same is true for leadership. So how do you find the finer balance' 8. be respectful to others: Whether it's your subordinate or peer, be equally fair and respectful to others. Such attributes will develop your powerful brand in the organization. Without values leadership will never be effective b c d Assignment – 2 Q-1 a. motivational models which are useful for Indian business THEORY X / THEORY Y Douglas McGregor published "The Human Side of Enterprise" in 1960, in which he suggested that traditional management methods (which he called Theory X) might not be the only way to get people motivated.  Instead, you could take a different approach (based on Theory Y) and achieve the same if not more.    Theory X presumes all employees are lazy and will shirk working if given a chance. Most managers subscribe to this idea. An example is the time clock. You have to clock in partly because the management thinks you'll arrive late and leave early if you don't. Theory Y presumes that workers want to do a good job and will do a good job if you let them. Very few managers subscribe to this theory and even fewer jobs are appropriate for its implementation. An example is an artist on contract to produce art. You tell the artist what you want done but you leave it to him/her when and how to do it as long as they produce what you want within your timeline. She can paint at 2AM for all you care - as long as you get art by the deadline. HERZBERG'S MOTIVATION - HYGIENE THEORY Frederick Herzberg studied and practiced clinical psychology in Pittsburgh, where he researched the work-related motivations of thousands of employees.  His findings were published in "The Motivation to Work" in 1959.  He concluded that there were two types of motivation: Hygiene Factors that can demotivate if they are not present - such as supervision, interpersonal relations, physical working conditions, and salary.  Hygiene Factors affect the level of dissatisfaction, but are rarely quoted as creators of job satisfaction. Motivation Factors that will motivate if they are present - such as achievement, advancement, recognition and responsibility.  Dissatisfaction isn't normally blamed on Motivation Factors, but they are cited as the cause of job satisfaction. So, once you've satisfied the Hygiene factors, providing more of them won't generate much more motivation, but lack of the Motivation Factors won't of themselves demotivate.  There are clear relationships to Maslow here, but Herzberg's ideas really shaped modern thinking about reward and recognition in major companies. THE HIERARCHY OF NEEDS Maslow argued that the factors that drive or motivate people to act lie on an ascending scale.  Once a group or order of needs is satisfied, the individual will not be motivated by more of the same, but will seek to satisfy higher order needs.  What's more, a higher order need will not be a motivator if lower order needs remain unmet.  Maslow defined five orders of needs, listed in ascending importance: |Physiological |The basic survival requirements of warmth, shelter and food | |Security |Protection from danger of threat | |Social |Relations with others, expressed as friendship comradeship or love | |Self-Respect |Sense of personal worth, respect and autonomy | |Self-Actualization |Sense of achieving your full potential | Thus, for example, we won't be concerned about working relationships or professional achievement if we are truly concerned for our own security.  By the same token, a manager won't motivate someone by talking about personal ambition and achievement if that person feels he's about to lose his job. Of course, Maslow's ideas were applied to the complete range of human experience, whereas for most us, Physiological and Security needs are usually met to a large extent.  But recent history has shown that when individuals are homeless, hungry and under threat, all social systems and self-respect break down. Despite this, Maslow's hierarchy still applies to modern commercial life, and managers would do well to think in these terms when trying to motivate staff.  b. McGregor's work on Theory X and Theory Y has had a significant impact on management thought and practice in the years since he first articulated the concepts. In terms of the study of management, McGregor's concepts are included in the overwhelming majority of basic management textbooks, and they are still routinely presented to students of management. Most textbooks discuss Theory X and Theory Y within the context of motivation theory; others place Theory X and Theory Y within the history of the organizational humanism movement. Theory X and Theory Y are often studied as a prelude to developing greater understanding of more recent management concepts, such as job enrichment, the job-characteristics model, and self-managed work teams. Although the terminology may have changed since the 1950s, McGregor's ideas have had tremendous influence on the study of management. In terms of the practice of management, the workplace of the early twenty-first century, with its emphasis on self-managed work teams and other forms of worker involvement programs, is generally consistent with the precepts of Theory Y. There is every indication that such programs will continue to increase, at least to the extent that evidence of their success begins to accumulate. Herzberg's ideas relate strongly to modern ethical management and social responsibility, and very directly to the Psychological Contract. This is remarkable. Herzberg's ideas were developed several decades before proper consideration and description of these more recent and important organizational perspectives. Although Herzberg is most noted for his famous 'hygiene' and motivational factors theory, he was essentially concerned with people's well-being at work. Which is most important factor in our country. In India, only 8% of our total population has the opportunity to work in industry and reputed business firm. Underpinning his theories and academic teachings, he was basically attempting to bring more humanity and caring into the workplace. He and others like him did not develop their theories to be used as 'motivational tools' purely to improve organizational performance. They sought instead primarily to explain how to manage people properly, for the good of all people at work. Herzberg's research proved that people will strive to achieve 'hygiene' needs because they are unhappy without them, but once satisfied the effect soon wears off - satisfaction is temporary. Then as now, poorly managed organizations fail to understand that people are not 'motivated' by addressing 'hygiene' needs. People are only truly motivated by enabling them to reach for and satisfy the factors that Herzberg identified as real motivators, such as achievement, advancement, development, etc., which represent a far deeper level of meaning and fulfillment. Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. c In my opinion, Maslow’s hierarchy of needs is close to day to day motivational factors in Indian socio economic environment. All humans have needs that must be met. These needs are often never explored by the average person, the person who performs their daily activities and habits with no reflection on why they do these things. The Hierarchy Defined Basic Needs  These needs are those required for sustenance: water, air, and food are several examples. If an individual is lacking one of these, their behavior will be aimed at obtaining them, whatever the cost. Once the need is met, the need will cease to motivate the individual. For the majority of Americans, we can see how this need is taken for granted. The majority of people have these needs met, and simply do not think about them constantly. Within the organizational framework, there are several examples of basic needs: rest periods, work breaks, lunch breaks, and wages. Safety Needs  In the workplace of safety needs are job security, seniority, pensions, hospitalization, and life insurance. Defined, safety needs are the need for security, protection, and stability in the physical and interpersonal events of day-to-day life. A person must be granted a freedom from fear; only then can they continue to excel. If an employee is working under the constant watch of a critical boss who threatens termination for inadequate performance, the employee will be unable to focus on the task at hand. The intangible pressures will affect the quality of the employee's work, leaving both the employee and the employer unhappy. Social Needs  These needs are work groups, teamwork, and company softball outings. Humans are inherently social and friendly creatures, and to deprive this need for affection will prohibit the individual from obtaining a higher plateau on Maslow's hierarchy. Friendships are beneficial to humans at home and in the workplace, but some employers do not realize the importance of this association. We are all aware that humans form meaningful relationships outside of the workplace, but the value of establishing enjoyable relations within the workplace is often underestimated. Research has shown that promoting social interaction among employees will "increase morale and productivity." Self Esteem Needs  A worker appreciates recognition for a job well done. This recognition will motivate them to continue working hard for the company. If the praise is lacking, the worker will begin to understand that doing quality work in unnecessary, asking "What does it matter' No one will notice anyway." The praise does not have to be a stop-the-presses party for the worker, but merely a few words of gratitude in the presence of their peers. Self-Actualization Needs  One individual may feel that their maximum potential is to be the manager of a local clothing store, after steadily climbing the ladder after high school graduation. For this person, this achievement will supply all the happiness he or she needs, and the person will be fulfilled. Another person may feel that a position of local manager is below their potential, so getting the title would not be adequate for happiness. One of my sources says that "such potential, when achieved by all employees, allows the organization to achieve heights beyond expectations." My contention is that this is an impossible dream. The majority of people are far too under motivated to achieve at the peak of their potentials; but we shall explore this later. Q – 2 a. The only way of ensuring a person's commitment to your dreams is by making them a part of his dreams and that can happen only if you can give him a piece of that dream, a feeling of ownership over that dream, make him an owner of that dream. So taking a leaf from the Western gurus the Indian employers also turned savvy and introduced Employee Ownership Programmes (ESOP)   An employee ownership programme is just what the name suggests, a program which entitles the employee to own a piece of the company. These plans/ schemes are normally designed for: • Establishing pay for performance  Wealth creation for high performers  Talent retention An Employee Stock Option is a kind of qualified employee benefit plan, meaning it qualifies for tax benefits if you abide by certain rules. A company sets up a trust fund for employees. The company then contributes cash to the trust so that is can buy company shares or just contributes shares. Alternatively, the trust can borrow money to buy shares, with the company repaying the loan by making contributions to the trust. Once shares are in the trust, they are allocated to the accounts of at least all full-time employees (with some limited exceptions). They are then subject to vesting, and employees receive their shares when they leave the company. At that point, they can sell them back to the company or in the market, if there is one. Closely held companies must have their share price set by an annual outside appraisal. Employees own the shares through the trust, but closely held companies can control the voting of the trust on almost all issues if they so choose. "Management at NIIT were awaiting the clarification of rules regarding the stock option scheme, but in the meanwhile they had already introduced a modified form of the same,’’ NIIT, a leading software and computer education company in India. ''Other than the usual employee quota issued at the time of the initial public offering, the directors themselves gave shares to the employees out of their quota, and, most of their employees are still with NIIT today. So we could say that they have actually met objective of introducing the scheme. b Limitations of ESOP ESOPs can offer you a controlled, tax efficient means of ownership transition - unlike a merger, IPO or sale to an outside buyer. However, there are some limitations to what ESOPs can offer. 1. ESOPs are complex. There's a lot to learn when setting up an ESOP and this can be a deterrent for some. However, SES Advisors can assist you in getting over the learning curve.   2. ESOPs can be expensive to implement. Legal fees, stock valuation and lender costs will depend on the size of the transaction, but can mount quickly. 3. ESOPs also need annual upkeep. A valuation of your company must be performed on a yearly basis to appraise the value of your business. Annual ESOP recordkeeping is also necessary. Finally, as legislation changes, so will your ESOP plan document need to change and there can be some legal costs associated with these amendments.   4. Excessive Leverage: To initially implement an ESOP, the company may borrow money from an institutional lender. In order to do so, a company will need to have sufficient cash flow and unencumbered assets. 5. Complicated Accounting: ESOP debt is recorded as employer debt and this can be tricky for accountants to grasp. As always, we're happy to work with your advisors to get past such road bumps.   C Schemes Inspiring employees to better performance is a critical component to effective management. Historically there have been two ways to motivate employees: reward and punishment. Employees that do well receive rewards such as money, awards, recognition, titles and other perks; while employees who do not do what they are supposed to receive warnings, reprimands, demotions and firings. Behavioral science teaches that you will get better performance from positive motivators than negative consequences. It is the old principle of catching more flies with honey than vinegar. A recent study by Noble & Hewitt which studied a sample of 94 Indian companies revealed that 29 (31%) companies had ‘reward and recognition program’. And their goals were as followed: • The programs should reflect the company's values and business strategy.  • Employees should participate in the development and execution of the programs.  • The programs can involve cash, noncash or both.  • Since what is meaningful to you may not be meaningful to someone else, the programs should encompass variety.  • The programs should be highly public.  • The programs have a short life span and must be changed frequently. Finally, do not give out the same reward to every member of the organization. Passing out rewards with no real value, just for the sake of "rewarding," can backfire. When there is no real acknowledgment of exceptional jobs or outstanding achievements, motivation can be damaged. If an equal reward is given to everyone, the person who is working harder will get offended and possibly lose motivation. The cookie cutter approach to rewards should be avoided. Money talks and bonuses work as incentive programs. However, there are other ways to motivate employees and informal rewards and recognition can increase the productivity of a workforce without breaking the bank. Recognition activities that are one time events to celebrate significant achievements are another effective way to recognize and reward employees. These events should be planned so they are timely and pertinent to the situations and people being recognized. There are a variety of programs and activities that an organization can implement to recognize and reward employees. These programs can include VIP passes for certain privileges for a period of time, company sponsored social events, to the traditional awards banquette. d A "government environment" often equates to: low pay, lack of incentives, inflexible environment, lack of resources, uninspired management and coworkers, work overload, unappreciative consumers….This list could go on and on. Motivational techniques to improve performance in government and public sector companies: #1 Lead by example First and foremost, it starts with YOU. Whether you are a leader of a small team, or manage a large department, it is important to realize that you set the tone. It is mostly your example that has the greatest impact on your subordinates. If you are tired, grumpy, lacking in motivation, or just grinding out the years to retirement, don't expect to have legions of happy employees running around thrilled to be working for you. A defeatist attitude is contagious and will spread through your staff like a poison. #2 Tell the truth Be honest in your dealings with your employees and set a good example for them when you are communicating with others throughout your organization. That doesn't mean you have to share sensitive information with them when you are asked; just tell them you can't talk about it. As long as you are viewed as an honest broker—that will usually sit fine with them. #3 Show respect I expect it for myself, and I certainly show it to those that I supervise. If you are a yeller, you need to stop it. Of course, no one wants or likes to be yelled at, and rather than a sign of being tough, your employers will probably read it as a sign that you are unreasonable, or out of control. If you are prone to call your employees out in front of their peers, you should save reprimands for private conversations. And don't talk down to employees—treat each person like a professional and a human being with feelings. #4 Communicate You can't be effective sitting behind your desk all day. Get out and talk to those who are working for you. Talk to them about their work, any problems they are experiencing, what they need to do their job better. After all, as a manager, it's your job to remove barriers to their success. Some people call this management by "walking around." While you are out and about, this is the perfect time to catch someone doing something right and recognize them with a compliment. For-profit organizations often use monetary "spot rewards" to do the same thing, however sincere recognition goes farther than an insincere spot rewards. #5 Be flexible employees have to come to work because they have lives and responsibilities. But they don't have to be a star performer. To get the most out of them, you need to create an environment in which they feel comfortable enough to excel. While people can excel in spurts in a lousy environment, functioning that way over a long period of time requires them to be in a place where they will allow themselves to go above and beyond. If the organization doesn't foster that culture, you can still create an island of goodness in a sea of unpleasantness by being flexible with work schedules and work assignments. Life happens, so be as accommodating as you can without losing workplace efficiency. #6 Challenge employees Even if they have to perform the most mundane tasks, make sure your subordinates know why it is important in the big scheme of things and that you appreciate it. Also, help your employees stretch themselves to achieve more and grow. Even with strict guidelines on what is in an employee's job description; you can find a way to provide a meaningful challenge. In my last shop, I made sure every employee was working on some sort of certification. These certifications helped me retain good employees because they enjoyed the learning process. Whether it is through training, increased responsibility, or higher goals, you need to make sure that your staff is not stuck in a job rut. Q – 3 a. Difference between concept of management and leadership There are distinct differences between leadership and management. Sometimes you are able to keep them separate, and sometimes you must act as both manager and leader. Here are the differences between leadership and management, as well as some tips on integrating the two: One of the first big differences between leadership and management is the idea of change. A leader must initiate change - it's the whole idea of setting a direction or new goals. As most organizations know, change is difficult and sometimes uncomfortable.tegrating the two. Another difference between leadership and management is the person's outlook on the organization. Leaders take a "bird's eye view" or "50,000 foot" view of the organization and its situations. From this vantage point, a leader can look at the big picture - how is the organization functioning, what processes are linked to what areas, and what changes will make things more efficient and cost effective. A manager, although in tune with the big picture, must continue to look at the micro picture, what's going on right in his or her area. This is not a short sighted view, but a view that can manage the nuts and bolts of the smaller unit. Leaders and managers must take different views of processes and procedures, as well. A leader is concerned with overall processes. Remember, from the bird's eye view, a leader can see which processes are effective and which ones are not. A shift in process may come from an overall leader, but the procedures or execution of the new process is a management function. The managers with the micro views can make changes to their procedures in order to carry a process through from its beginning to its end. Along the same lines, a leader may even define a desired result, leaving process changes to other managers. In this situation, a leader might say that the time it takes to complete "Process X" is too long - the desired result is a shorter timeframe. Managers must be concerned with the tools that will help them achieve the desired result - for example, a new piece of equipment may be needed to shorten the timeframe for Process X, and a manager must have the knowledge of the tools to make this recommendation. Motivation and control are also two other differences between leadership and management. A leader should provide motivation - after all, the leader is setting new directions. He or she must be ready to motivate by explaining why changes are occurring and what the desired results will bring. Motivation should also come from "kudos" for jobs well done and for improvements - this also means that encouragement must be the motivation for underperformance. A manager may have to take control after a leadership motivation occurs. This doesn't mean that a manager must be controlling or micromanage people or processes. It means that a manager must exercise a firm grip on the processes and ensure that people are getting their assigned tasks completed. b. no, it is not essential that all managers should be leaders as well: Leadership at the top, has a smaller impact to organizational outcomes than do the forces in the business situation, so say the anti-leader thinkers on leadership and performance. The position at the top of an organization is a figure head and competency is not required because if the team is strong and it can overcome poor leadership. Two major arguments against the balance of leadership to performance are substitution for leadership and leadership irrelevance. Substitutes for leadership are factors in the work environment that provide guidance and incentives to perform, making leader’s roles almost superfluous. Four leadership substitutes: Closely knit teams of highly trained individuals, intrinsic satisfaction, computer/information technology and professional norms make competent leadership unnecessary. Incompetent leadership can be counterbalanced by these factors. According to some theories, leadership may be irrelevant to most organizational outcomes. Situations cannot be overcome by leadership, but must be carefully analyzed. High level leaders only have unilateral control of very few of the organization’s resources. The leader’s control of these resources is limited by obligations to stakeholders. Thus a downturn in global or other large influences cannot be responded to by the leader themselves and they cannot exercise enough control to single handedly make things better or worse if the organization is to respond competently. Finally, firms tend to place CEO’s that share the values of the board of directors. This constraint theory recognizes that they are tied by rules or regulatory issues that do not allow them to lead in the tradition sense, with unbridled decision authority and personal infliction.   C. Researchers have developed a number of leadership theories to explain leadership styles over the years. These can be categorized into four main types: 1. Trait theories – What type of person makes a good leader' Trait theories argue that leaders share a number of common personality traits and characteristics, and that leadership emerges from these traits. Early trait theories promoted the idea that leadership is an innate, instinctive quality that you either have or don't have. Thankfully, we've moved on from this approach, and we're learning more about what we can do as individuals to develop leadership qualities within ourselves and others. 2. Behavioral theories – What does a good leader do' Behavioral theories focus on how leaders behave. Do they dictate what needs to be done and expect cooperation' Or do they involve the team in decisions to encourage acceptance and support' In the 1930s, Kurt Levin developed a leadership framework based on a leader's decision-making behavior. Lewin argued that there are three types of leaders: a. Autocratic leaders make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there's no need for input, and when team agreement isn't necessary for a successful outcome.  b. Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas.  c. Laissez-faire leaders don't interfere; they allow the team to make many of the decisions. Typically this happens when the team is highly capable and motivated, and it doesn't need close monitoring or supervision. 3. Contingency theories – How does the situation influence good leadership' The realization that there isn't one correct type of leader led to theories that the best leadership style is contingent on, or depends on, the situation. These theories try to predict which leadership style is best in which circumstance. When a decision is needed fast, which style is preferred' When the leader needs the full support of the team, is there a better way to lead' Should a leader be more people oriented or task oriented' These are all examples of questions that contingency leadership theories try to address. 5. Power and influence theories  – What is the source of the leader's power' These theories of leadership take an entirely different approach. They're based on the different ways in which leaders use power and influence to get things done, and the leadership styles that emerge as a result. Perhaps the most well known of these theories is French and Raven's Five Forms of Power. This model distinguishes between using your position to exert power, and using your personal attributes to be powerful.. Another valid leadership style that's supported by power and influence theories is Transactional Leadership. This approach assumes that work is done only because it is rewarded, and for no other reason, and it therefore focuses on designing tasks and reward structures. While it may not be the most appealing leadership strategy in terms of building relationships and developing a long-term motivating work environment, it does work, and it's used in most organizations on a daily basis to get things done. d. Leadership Styles: The Coaching Style This leadership style involves more mutual interaction of the leader and the team. In this style, the leader sets the goals and identifies the problems; however the leader consults with his team members and encourages a healthy dialogue to facilitate exchange of ideas that can be beneficial for the team as a whole. The leader usually arrives at the decisions after having consulted the team members. This style of leadership displays more respect for individual opinions since the leader is more considerate towards the team members.  The leader tends to encourage and appreciate the efforts of his team and constantly provides encouragement for the team by inculcating a sense of team spirit. The leader evaluates the performance of the leaders.  Q-4 a. THEORY X AND THEORY Y Douglas McGregor published "The Human Side of Enterprise" in 1960, in which he suggested that traditional management methods (which he called Theory X) might not be the only way to get people motivated.  Instead, you could take a different approach (based on Theory Y) and achieve the same if not more.    Theory X presumes all employees are lazy and will shirk working if given a chance. Most managers subscribe to this idea. An example is the time clock. You have to clock in partly because the management thinks you'll arrive late and leave early if you don't. Theory Y presumes that workers want to do a good job and will do a good job if you let them. Very few managers subscribe to this theory and even fewer jobs are appropriate for its implementation. An example is an artist on contract to produce art. You tell the artist what you want done but you leave it to him/her when and how to do it as long as they produce what you want within your timeline. She can paint at 2AM for all you care - as long as you get art by the deadline. b. Learning affects our perception because once you learn something it's cataloged in your brain forever. As your growing up you learn either by doing, figuring out for yourself or you are taught what you need to know. Learning new things can make you look at the same object in several different ways. And when you learn something new you never look at it the same way as you did before hence affecting your perception. Example: If you always looked at an apple as just a red ball you can eat and someone teaches you that it is an apple a piece of fruit that can make apple juice, can be eaten and turned into many things than you will never go back to saying the apple is a red ball you can eat you will always know it is a piece of fruit that's called an apple because someone told you it was.. c. concept of conflict : Conflict theories are perspectives in social science which emphasize the social, political or material inequality of a social group, which critique the broad socio-political system, or which otherwise detract from structural functionalism and ideological conservativism. Conflict theories draw attention to power differentials, such as class conflict, and generally contrast historically dominant ideologies. Functional conflict is when employees would disagree or debate on how to best achieve a certain goal, and does not focus on the goal itself. Because of this, it can lead to the choice of a superior way to reach the goal. A functional conflict is constructive because the effects lead to a better or efficient and ingenious way to solve the conflict. Conflicts are said to be constructive when they: (a) bring up rather than hide matters in which there may be disparities; (2) oblige individuals to be direct, and to encourage problem-solving; and (3) focus on the concerns instead of the individuals themselves. Examples of functional conflict are qualitative decision-making, the encouragement of ingenuity and improvement, and high interest with employees. Dysfunctional conflict on the other hand is destructive because they put a stop to improvement or accomplishment of an aim. This occurs when managers identify that the conflict obstructs the achievement of the goals. A conflict is said to be dysfunctional when: (1) the members repudiate to work together in finding a solution; (2) a superior is indisposed or incapable to mediate; (3) one or both the members decline to accept the superior’s arbitration; (4) it lack communication. The members fail to voice out what is needed to solve a problem, or at least diverge on how the conflict should be interpreted. d. Managerial grid: A popular method of classifying managerial grid suggests that the best way to achieve effective leadership is to integrate the task and relationship orientations. The managerial grid ids the framework for simultaneously specifying the concern for production and people dimensions of leadership. The grid also a comprehensive system of management training and organization development. Grid management styles based on the extent of persons concerns for production and people. Concern for production, rated on horizontal axis, includes such matters as results (including high quality), the bottom line, performance profits, and mission. concern for production rated on the vertical axis ,is reflected in such matters as showing support for team members ,getting results based on trust and respect and worrying about job security. Example: One of the fastest growing sectors of the economy of our time is the hotel industry. The hotel industry alone is a multi-billion dollar and growing enterprise. It is exciting, never boring and offer unlimited opportunities. The hotel industry is diverse enough for people to work in different areas of interest and still be employed within the hotel industry. This trend is not just in India, but also globally. Modern hotels provide refined services to their guests. The customers or guests are always right. This principle necessitated application of management principles in the hotel industry and the hotel professionals realized the instrumentality of marketing principles in managing the hotel industry. The concept of total quality management is found getting an important place in the marketing management of hotels. The emerging positive trend in the tourism industry indicates that hotel industry is like a reservoir from where the foreign exchange flows. This naturally draws our attention on HOTELMANAGEMENT. Like other industries, the hotel industry also needs to experiences for innovation, so that a fair blending of core and peripheral services is made possible. It is not to be forgotten that the leading hotel companies of the world have been intensifying research to enrich their peripheral services with the motto of adding additional attractions to their service mix. It is against this background that we find the service mix more flexible in nature. The recruitment and training programmers are required to be developed in the face of technological sophistication. The leading hotel companies have been found promoting an ongoing training programmed so that the personnel come to know about the use of sophisticated communication technologies e. Groups and Teams: A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. A group is a set of two or more people who interact with each other to achieve certain goals or meet certain needs. A team is a formal work group in which there is a high level of interaction among group members who work intensely together to achieve a common goal. A group whose members work intensely with each other to achieve a specific, common goal or objective is known as Team. All teams are groups but not all groups are teams. – Teams often are difficult to form. – It takes time for members to learn how to work together. A group/team is effective when it satisfies three criteria: o Production output: the product of the group’s work must meet or exceed standards of quality and quantity o Member satisfaction: membership in the group must provide people with short-term satisfaction and facilitate their long-term growth and development o Capacity for continued cooperation: how the group completes a task should maintain or enhance the group’s ability to work together; groups that don’t cooperate cannot survive. Types of team: 1. Product Design Team - a temporary team assembled to design a new product or service. 2. Committee - a temporary or permanent group of people assembled to act upon some matter. 3. Work Group - a permanent group of workers who receive direction from a designated leader. 4. Work Team (also called Self-Directed Work Team or Self-Managed Work Team) - an ongoing group of workers who share a common mission who collectively manage their own affairs within predetermined boundaries.  Example: Tecpro Systems Ltd, which undertakes turnkey projects in bulk solids handling systems and installs a range of conveyor systems, aims to become a major player in the power industry and consolidate in areas of coal and ash handling systems. Tesoro’s strength lies in its ability to provide turnkey solutions for material handling systems. Moreover, we have a strong and experienced engineering team which has all-round capability in mechanical, electrical and instrumentation systems, civil and structural engineering, and design of auxiliaries like dust control systems, ventilation, lighting etc.  The entire engineering of Tecpro's projects are done in house with offices spread over seven locations which provides tremendous flexibility , as well as  the client who is provided engineering service by the office closest to him. This ensures that the engineering process is completed quickly.they have close to 300 engineers in design team which is one of the largest in this sector. This helps Tecpro to move ahead in the project swiftly as we are either close to the client or the engineering consultant appointed by the client. This is the major bottleneck for many companies who have limitations with mostly one office location and limited manpower.  Also, they have a well-established procurement and project management team based in Chennai and supported by a project management team in Kolkata. The site project management is handled by construction team which has experienced managers and construction specialists who have more than 20 years experience.  So, we can see that Tecpro has all-round strength and is also expanding to meet the requirements of additional demand for new projects and on the basis of business plan. . Case study : Counseling has a powerful, long-term impact on people and the effectiveness of the organization. Counseling is talking with a person in a way that helps him or her solve a problem. It involves thinking, implementing, knowing human nature, timing, sincerity, compassion, and kindness. It involves much more that simply telling someone what to do about a problem. So based on these principles, Ramesh’s work is not up to standards o Why' — After discussing it with ramesh it turns out he has too much of a workload in office. o Why' — ramesh is considered one of the experts, thus he often gets extra work dumped on him o Why' — his coworker , the other expert, was promoted and no one else is capable of replacing him. o Why' — project manager failed to train and develop the other team members o Why' —projest manger did not see the necessity of cross-training o 1. after Analyzing the forces influencing the behavior of ramesh.i am Determined to modify promotion system,and make ot performance based ,concentrating on result orientation. 2. Plan, coordinate, and organize the session. Determine the best time to conduct the session so that you will not be interrupted or forced to end too early. 3. Conduct the session using sincerity, compassion, and kindness. This does not mean project manger cannot be firm or in control. reputation is on the line; the problem must be solved so that your department can continue with its mission. Likewise, i must hear the person out. 4. During the session, I have to believe causes the counterproductive behavior and what will be required to change it. Also, determine if your initial analysis is correct. 5. Try to maintain a sense of timing of when to use directive or nondirective counseling (see below). 6. Using all the facts, make a decision and/or a plan of action to correct the problem. If more counseling is needed, make a firm time and date for the next session. 7. After the session and throughout a sufficient time period, evaluate the worker's progress to ensure the problem has indeed been solved. There are two types of counseling — directive and nondirective. In directive counseling, the counselor identifies the problem and tells the counselee what to do about it. Nondirective counseling means the counselee identifies the problem and determines the solution with the help of the counselor. The counselor has to determine which of the two, or some appropriate combination, to give for each situation. For example, “Put that cigarette out now as this is a nonsmoking area,” is a form of directive counseling. While a form of nondirective counseling would be, “So the reason you are not effective is that you were up late last night. What are you going to do to ensure that this does not affect your performance again'” Hints for counseling sessions: o Let the person know that the behavior is undesirable, not the person. o Let the person know that you care about him or her as a person, but that you expect more from them. o Do not punish employees who are unable to perform a task. Punish those who are able to perform the task but are unwilling or unmotivated to succeed. o Counseling sessions should be conducted in private immediately after the undesirable behavior. Do not humiliate a person in front of others. o Ensure that the employee understands exactly what behavior led to the counseling or punishment. o Do not hold a grudge. When it is over, it is over! Move on