ORGANISATIONAL POWER Power is used in terms of capacity or ability to do something or get intended results from others.

Thus power is a relational phenomenon and can be defined always in a dynamic sense. Power is the ability to get things done the way one wants them to be done. G.r.Salancik & N.Pffefer State. Characteristics of Power Dependency relationship. Power is specific. The power has reciprocal relationship. Power can expand as well as contract. Power varies with individual, it is very personal quality. SOURECS OF POWER Coercive Power: This is based on fear because people know if the orders of power holder are not complied with, they will face punishment. Managers with coercive power can threaten an employees job security; make punitive changes in someones work schedule. Legitimate Power: The power of a person receives as a result of his or her position in the formal hierarchy of an organization. The higher the position, the higher the legitimate power tends to be. Reward Power: The opposite of coercive power is reward power. It is based on the ability to distribute rewards that others view as valuable. Expert Power: It is based on possession of expertise, skills & knowledge, which others lack. It is the power that arises from a persons knowledge of and information about a complex situation. Referent Power: Its source is leaders personal traits. People feel attracted towards him and admire him because of personality or admirable manners. It is the ability of leaders to develop followers from the strength of their own personalities. Information Power: It is based on the leaders possession of, or access to information that is perceived as valuable by others.

Distinction between Power, Authority & Influence Power Power is the ability of An individual to affect & Influence others. Associated with leadership Personal quality Authority It is the right to command & extract work from employees. Vested with manager Vested in position. Influence It is used in conjunction With power, authority, Control & conformity Concerned with influencer Conformity is the objective Of influence Conformity is the extreme form of influence It is used to refer situations Wherein behavioural changes occur as a result of relationship among People.

Power is a broader concept

Narrow concept

Has two faces: positive & Negative.

Only positive face

APPROACHES TO POWER Organizational Position: Positional Power is acquired by virtue of status in the organization. The factor contributing to positional power are: Centrality: refers to those activities that are most central to work flow in the organization. Scarcity: When resources are scare, there will be a struggle in the different departments for acquiring these Resources. Whosoever is the winner of the struggle, will aquire power. Uncertainty: May relate to reduction in supply of resources; fall in demand of companys products etc. The managers, who are able to cope with such uncertainty, can acquire power. Substitutability: There are some people in the organization, whose contributions are so much, that they become indispensable. Personal Power: a person gains personal power because of his/her personal characteristics & knowledge. The factors contributing to personal power are: -Expertise. -Referent Power. -Sincerity.

POLITICAL IMPLICATIONS TO POWER Politics in an organization refers to those activities that are not required as part of ones formal role in the organization, but that influence or attempt to influence the distribution of advantages & disadvantages within the organization People play politics in organization because of the following reasons: Lust for power. Discretionary Authority: Very close to position holder. Command over scare resources. Self-serving behaviour. Saturation in career. TACTICS OF ORGANISATIONAL POLITICS Negotiation or Bargaining. Competition for acquisition of power. Alliance with other groups. Coercive or pressure. Control over the agenda of the meetings. Control over the decision criteria

POLITICAL IMPLICATIONS TO POWER Politics in an organization refers to those activities that are not required as part of ones formal role in the organization, but that influence or attempt to influence the distribution of advantages & disadvantages within the organization People play politics in organization because of the following reasons: Lust for power. Discretionary Authority: Very close to position holder. Command over scare resources. Self-serving behaviour. Saturation in career. TACTICS OF ORGANISATIONAL POLITICS Negotiation or Bargaining. Competition for acquisition of power. Alliance with other groups.

Coercive or pressure. Control over the agenda of the meetings. Control over the decision criteria.

KNOWLEDGE MANAGEMENT Knowledge Management is a business process. It is based on learning, involves creativity & innovation in knowledge generating activities & leads to the creation of expertise, skills, and competencies as usable forms of knowledge. Knowledge Management is a process of creating, institutionalizing & distributing information and best practices to solve business problems. IMPORTANCE OF KNOWLEDGE MANAGEMENT The importance of managing knowledge as a crucial competitive resource. The survival of firms today is so hazardous in an increasingly unpredictable environment. For a company operating in the uncertain global environment, source of lasting competitive advantage is knowledge. Globally, competitive firms today are those, which have the insight & foresight to develop, mobilize & allocate their knowledge resources to ever-new productive users

Leadership, Culture, And Knowledge Management In the new information, economy knowledge is not just another resource; it is the most powerful resource. Knowledge is created by the interaction of people within an organization. Organizations are more than information processors, they are information, and, even more important, they are knowledge creators. In recent years, the importance... Managing Knowledge Means Managing Oneself In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time... Knowledge-Based Strategy Development: An Integrated Approach Strategy development is a rational decision making process, carried out by a group of managers aiming to match the organization's resources to the opportunities arising from its competitive environment. This paper argues that, in order to develop successful strategic plans, contemporary business organizations should exploit features from diverse disciplines to... Knowledge Management in Knowledge Intensive Service Networks: A Strategic Management Perspective Knowledge is the key to gaining and sustaining competitive advantage. The main contribution of this paper is to analyze knowledge management in service networks. It uses a strategic management approach instead of a more technology-oriented approach since it believes that managerial problems still remain after technological problems have been solved. Leadership, Culture, And Knowledge Management

IMPLEMENTATION OF KNOWLEDGE MANAGEMENT For putting knowledge management into practice, the following steps are suggested: Knowledge Creation: To discover, realize, conclude, articulate & discuss for creative new knowledge. Knowledge Capture: Includes documentation, representation & storage of relevant knowledge. Organizing Knowledge: Structuring, analyzing & categorizing of knowledge foe specific usage. Knowledge Access: Presentation, display, specific application. Knowledge Application: For business performance providing services, making new products & continuous learning. Emotional intelligence (EI) Emotional intelligence is the ability to monitor your own and others emotions, to discriminate among them, and to use the information to guide your thinking and actions. EI has its roots in the concept of social intelligence, which was introduced over 75 years ago, but scholars spent most of this time focused on cognitive intelligence. Now, many are realizing that emotional intelligence is just as important for an individuals success at work and in other social environments. Emotional intelligence includes the four dimensions Self-regulation-This is the ability to control or redirect emotional outbursts and other impulse behaviors. For example, rather than yelling at a client, you manage to remain calm and later talk out the emotion to a coworker, self-regulation includes the ability to suspend judgment-to think through the consequences of their behavior rather than acting on impulse. Self motivation-This includes stifling impulses, directing our emotions toward personal goals, and delaying gratification. Even when people do not achieve their goals, those with high motivation remain optimistic. Motivating yourself overlaps with the selfleadership concepts of self-reinforcement and constructive thought patterns Social skill- This is the ability to manage the emotions of other people. It requires social competence and skills to guide the way other people act. Social skill includes the ability to form networks of relationships and to build rapport-finding common interests and understanding with others. Social skill requires other elements of emotional intelligence, particularly empathy and self-regulation Empathy-In Chapter 6 we defined empathy as the ability to understand and be sensitive tot he feeling, thoughts, and situation of others. This doesnt mean adopting other peoples emotions, just being sensitized to them.

MODELS OF EMOTIONAL INTELLIGENCE

Ability EI models The Emotional Competencies (Goleman) model

The Bar-On model of Emotional-Social Intelligence (ESI) The ability-based model (Salovey and Mayer's) The ability based model views emotions as useful sources of information that help one to make sense of and navigate the social environment. The model proposes that individuals vary in their ability to process information of an emotional nature and in their ability to relate emotional processing to a wider cognition. This ability is seen to manifest itself in certain adaptive behaviors. The model proposes that EI includes 4 types of abilities: 1. Perceiving emotions the ability to detect and decipher emotions in faces, pictures, voices, and cultural artifacts- including the ability to identify ones own emotions. Perceiving emotions represents a basic aspect of emotional intelligence, as it makes all other processing of emotional information possible. 2. Using emotions the ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. The emotionally intelligent person can capitalize fully upon his or her changing moods in order to best fit the task at hand. 3. Understanding emotions the ability to comprehend emotion language and to appreciate complicated relationships among emotions. For example, understanding emotions encompasses the ability to be sensitive to slight variations between emotions, and the ability to recognize and describe how emotions evolve over time. 4. Managing emotions the ability to regulate emotions in both ourselves and in others. Therefore, the emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals

The Emotional Competencies (Goleman) model The model introduced by Daniel Goleman focuses on EI as a wide array of competencies and skills that drive leadership performance. Goleman's model outlines four main EI constructs: 1. Self-awareness the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions. 2. Self-management involves controlling one's emotions and impulses and adapting to changing circumstances. 3. Social awareness the ability to sense, understand, and react to others' emotions while comprehending social networks. 4. Relationship management the ability to inspire, influence, and develop others while managing conflict. The Bar-On model of Emotional-Social Intelligence (ESI) Bar-On (2006) developed one of the first measures of EI that used the term Emotion Quotient. He defines emotional intelligence as being concerned with effectively understanding oneself and others, relating well to people, and adapting to and coping with the immediate surroundings to be more successful in dealing with environmental demands. Bar-On posits that EI develops over time and that it can be improved through training, programming, and therapy.

Bar-On hypothesizes that those individuals with higher than average E.Q.s are in general more successful in meeting environmental demands and pressures. He also notes that a deficiency in EI can mean a lack of success and the existence of emotional problems. Problems in coping with ones environment are thought, by Bar-On, to be especially common among those individuals lacking in the subscales of reality testing, problem solving, stress tolerance, and impulse control

Emotional Intelligence in the present scene The U.S. Air Force and a few other organizations are now using tests that select applicants with high emotional intelligence, although the quality of these tests is still uncertain. Hong Kong Telecom and many other companies offer training in emotional intelligence because it can, to some extent, be learned. However, people dont develop emotional intelligence simply by learning about its dimensions. It requires personal coaching, plenty of practice, and frequent feedback. Emotional intelligence also increases with age; it is part of the process called maturity. Whether people are hired with high emotional intelligence or they develop it through coaching, we still need to learn whether people with high emotional intelligence are better at coping with the emotional dissonance created by emotional labor requirements

ORGANISATIONAL CHANGE Change is the law of nature. We live in the world where nothing remains static. Everything around us keeps on changing. Organizational change refers to the alteration of structural relationships and role of the people in the organization. NATURE OF ORGANISATIONAL CHANGE Change results from the pressure of forces, which are both outside & inside the organization. The whole organization tends to be affected by change in any part of it. Change takes place in all parts of the organization, but at varying rates of speed & degree of significance. Organizations that do not adopt change, find it difficult or impossible to survive. Any change may take place in its environment, such as changes in consumer tastes & preferences, competition, economic policies of the Government etc.

FORCES FOR ORGANIZATIONAL CHANGE Internal Forces: Existing organizational deficiencies. Sequential changes. Changes in managerial personnel. Employee pressure. External Forces: Market conditions. Social pressure. Technology. Political pressures. Organizational Forces: Structure related forces. People related forces. Task related forces. Technology related forces.

Resistance to Change

Resistance to Change is the most baffling problem, which the manager has to face. For some people resisting change, there may be multiple reasons. Adding to this complexity is the fact that sometimes the stated reason hides the real, more deeply personal reason. You will also need to recognize that people work through a psychological change process as they give up the old and come to either embrace or reject the new. Reasons for resistance to change Reasons at individual level Economic reasons. Social reasons. Psychological reasons. Reasons at organizational level Inflexibility in organizational structure. Resource constraints. Threats to power and influence. Fear of loss of investment.

Some of the other reasons for employee resistance may include:

Belief that the change initiative is a temporary fad Belief that fellow employees or managers are incompetent Loss of authority or control Loss of status or social standing Lack of faith in their ability to learn new skills Feeling of change overload (too much too soon) Lack of trust in or dislike of managers Loss of job security Loss of family or personal time Feeling that the organization is not entitled to the extra effort

MANAGING RESISTENCE TO CHANGE Treating the forces against change is a more productive use of resources than simply reinforcing the forces for change. Choose the most powerful of the restraining forces and devote time and energy to weakening these. Think of how you could apply the drivers for change you identified in your analysis to either weakening or eliminating an opposing force. Show the fiercest resisters whats in it for them. Appeal to them either in terms of personal gain (such as status, salary bonus, recognition, and so on) or loss avoided (such as financial loss or job outplacement prevented). Get customers or suppliers to explain to change resisters face to face how the current situation disadvantages them in concrete terms. Put resisters on teams that allow them to play some decision-making part in the change process, however small.

Implementing Change While implementing change, the change agent encounters resistance from organizational members. Research supports the view that creating and implementing change is more difficult than planning the change. In addition to the problem of resistance, manager also confronts the problem of control. Change disrupts normal course of events and during change it is quite likely that organization looses control over many activities easily. Further any change, has the probability of altering the existing power among groups and individuals in the organization. People constantly jockey for power and control in every organization. Different individuals, groups, coalitions, competing for power turn the organization into a potential arena where implementation of change becomes a challenging task.

KURT LEWIN THEORY OF CHANGE Kurt Zadek Lewin (September 9, 1890 - February 12, 1947), a German-born psychologist,is one of the modern pioneers of social, organizational,and applied psychology. Lewin is often recognized as the "founder of social psychology" and was one of the first researchers to study group dynamics and organizational development. Stages of Kurt Lewin Model An early model of change developed by Lewin described change as a three-stage process. The first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mind set". Defense mechanisms have to be bypassed. In the second stage the change occurs. This is typically a period of confusion and transition. We are aware that the old ways are being challenged but we do not have a clear picture as to what we are replacing them with yet. The third and final stage he called "freezing". The new mindset is crystallizing and one's comfort level is returning to previous levels. This is often misquoted as "refreezing"

Lewin's equation

The Lewin's Equation, B=(P,E), is a psychological equation of behavior developed by Kurt Lewin. It states that behavior is a function of the person and his or her environment.

The equation is the psychologist's most well known formula in social psychology, of which Lewin was a modern pioneer. When first presented in Lewin's book Principles of Topological Psychology, published in 1936, it contradicted most popular theories in that it gave importance to a person's momentary situation in understanding his or her behavior, rather than relying entirely on the past.

CONFLICT

Conflict is a psychological state of mind when people are in a state of dilemma whether to do or not to do a thing, is a state of conflict. Conflict is the Interaction of Interdependent people who perceive Incompatible Goals and interference from each other in achieving those goals.

ORGANIZATIONAL CONFLICT

It is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments,and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals between competing needs and demands to which individuals respond in different ways NATURE OF CONFLICT

It occurs when individuals are not able to choose among the available alternative courses of action. Conflict between two individuals implies that they have conflicting perceptions, values and goals. It is a dynamic process. Conflict must be perceived by the parties to it. SOURCES OF CONFLICT

Personality clashes. Different sets of values. Contrasting perceptions. Lack of trust. TYPES OF CONFLICT

Goal conflict A common source of conflict for an individual is a goal that has both positive & negative features or two or more competing goals. Where as in frustration motives are blocked before the goal is reached. In goal conflict two or more motives block one another. For ease of analysis, three separate types of goal conflict are generally identified: Approach Based Conflict: Where the individuals are motivated to approach two or more positive but mutually exclusive goals. Approach Avoidance Conflict: Where the individuals are motivated to approach a goal and at the same time are motivated to avoid it. Avoidance Avoidance Conflict: Where the individuals are motivated to avoid two or more negative but mutually exclusive goals. Role Conflict: An individual performs a number of roles. Although all the roles, which he brings into the organization, are relevant to his behaviour, in the study of organizational behaviour, however his organizational role is most

important. In the organization every person is expected to behave in a particular manner while performing a specific role. When expectations of a role are materially different of opposite from the behaviour anticipated by the individual in that role, he tends to be in the role conflict because there is no way to meet one expectation without rejecting the other.

FUNCTIONALITY & DYSFUNCTIONALITY OF CONFLICT

FUNCTIONALITY The functional view of organizational conflict sees conflict as a productive force, one that can stimulate members of the organization to increase their knowledge and skills, and their contribution to organizational innovation and productivity. Unlike the position mentioned above, this more modern approach considers that the keys to organization success lie not in structure, clarity and orderliness, but in creativity, responsiveness and adaptability. The successful organization, then, needs conflict so that diverging views can be put on the table, and new ways of doing things can be created. The functional view of conflict also suggests that conflict provides people with feedback about how things are going. Even "personality conflicts" carry information to the manager about what is not working in an organization, affording the opportunity to improve. If you subscribe to a flexible vision of effective organizations, and recognize that each conflict situation provides opportunity to improve, you then shift your view of conflict. Rather than trying to eliminate conflict, or suppress its symptoms, your task becomes managing conflict so that it enhances people and organizations, rather than destroying people and organizations. So, the task is to manage conflict, and avoid what we call "the ugly".... where conflict is allowed to eat away at team cohesiveness and productivity. Functions of Conflicts (Positive Implications) Releasing Tension. Creative Thinking. Challenge. Stimulation for Change. Group Cohesiveness. Awareness. Identification of Weaknesses.

Better Decisions.

DYSFUNCTIONALITY OF CONFLICT The conflict that hinder group performance, are called dysfunctional or destructive conflicts. Dysfunctions of Conflicts (Undesirable Consequences): High Tension. Creation of Distrust. Low Productivity. Goal Conflict. Loss of Dynamic Staff. Weakening of Organization. Causes of Dysfunctionality Individual Personal Constructs Individual Traits Individual Attitudes Individual Behavior Poor Communications Methods to Overcome Dysfunctionality Patience Active Listening Understand Individuals Needs Understand Individuals Communication Styles Create new Constructs Maintain Emotions CLASSIFICATION OF CONFLICTS Intra individual conflict (conflict due to frustration) Frustation occurs when a motivated drive is blocked before a person reaches a desired goal. (1) Interpersonal conflict : It occurs between individuals based on differing goals & values. (2) Intragroup conflict : It occurs within a group or team because of individual difference based on ideologies , values, workig style etc. (3) Intergroup conflict :Conflict between groups is a sometimes necessary, sometimes destructive, event that occurs at all levels and across all functions in organizations.Intergroup conflict may help generate creative tensions leading to more effective contributions to the organization's goals, such as competition between sales districts for the highest sales. Intergroup conflict is destructive when it alienates groups that should be working together, when it results in win-lose competition,and when it leads to compromises that represent less-than-optimum outcomes

SOURCES OF INTERPERSONAL CONFLICT Personal Differences. Information Deficiency. Role Incompatibility. Environmental Stress. SOURCES OF INTERGROUP CONFLICT Incompatible Goals. Task Interdependence. Sharing of Resources. Joint Decision Making. Attitudinal Sets. Environmental Uncertainty.

RESOLUTION OF CONFLICT Problem Solving: Face to face meeting of the conflicting parties for the purpose of identifying and resolving it through open discussion. Subordinate Goals: creating a shared goal that cannot be attained without the cooperation of the conflicting parties. Expansion of Resources: When a conflict is caused by the scarcity of a resource say-money, promotion opportunities, office space, expansion of the resource can create a win-win solution. Avoidance: Withdrawal from or suppression of the conflict. Smoothing: Playing down differences while emphasizing common interests between the conflicting parties. Compromise: Each party to the conflict gives up something of value. Authoritative Command GRIEVENCE Any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with the company that an employee thinks, believes, or even feel is unfair, unjust or inequitable. Characteristics of Grievance The discontent must arise out of something with the company. The discontent may be expressed or implied.

The discontent may be rational or irrational.

How to know about Grievance: Open Door Policy. Exit Interview. Gripe Boxes. Opinion Surveys.

TYPES OF GRIEVANCE Grievance resulting from working conditions: Improper matching of the worker with the job Non-availability of proper tool, machines & equipments. Failure to maintain proper discipline. Grievance resulting from Management Policy: Wage payments. Leaves. Promotion & Demotion. Lack of career planning. Employee development Plan. Grievance resulting from alleged violation of: The collective agreement. Central or State laws. Management responsibility. Grievance resulting from personal maladjustment: Over ambition. Impractical attitude towards life.

PROCESS OF GRIEVANCE HANDLING Grievant (aggrieved workers) Management

Stage-1 Grievant- conveys verbally-----------------Not satisfied-----------------------Officer designated by management To deal with grievance-reply with In 48 hours

Stage-2 Grievant-departmental---------------------Decision unsatisfactory-----------HOD reply within 3 days. Representatives Stage 3 Grievant departmental--------------------Decision not in time or------------Grievance committee reply within Representatives unsatisfactory 7 days. Stage-4 Grievant- departmental-------------------No agreement----------------------Appeal to management for a revision Representatives -revision within a week of the Workmens revision petition. Stage-5 Grievant-management

Aggrieved Employee

may--------------------------------------------------Voluntary arbitration within a week Refer to unions after decision from stage 4

GRIEVANCE PROCEDURE Arbitration

Top Management

Top Union Leaders

Middle Management

Middle level Union Leaders

Supervisors

Union Representatives

EFFECTS OF GRIEVANCES On Production: Low quality production. Increase in wastage. Increase in cost of production. On the Employees: Increases the rate of absenteeism Reduces the level of commitment, sincerity. Increases the accidents rates. Reduces the level of employee morale. On the Managers: Strains the superior-subordinate relationship. Increase in indiscipline cases. Increase the degree of supervision.

STRESS Stress is non-specifically induced changes within a biological system. Selye Stress is defined as an organism's total response to environmental demands or pressures. When stress was first studied in the 1950s, the term was used to denote both the causes and the experienced effects of these pressures. More recently, however, the word stressor has been used for the stimulus that provokes a stress response. As per the medical explanation, the term stress is the bodys general response to environmental situations Characteristics of Stress It may result into various kinds of deviations. It may be result of individual interaction with environment. It may be functional or dysfunctional. It can either be temporary or long term.

CONSEQUENCES OF STRESS Positive Consequences Eustress: It gives positive impact of an individuals performance. This may lead employee to new & better ways of doing their jobs. Negative consequences Distress: It is the presence of high level of stress in an individual, which affect job performance. Physical Problem: High level stress can result into disease Psychological Problem: Like anger, anxiety, depression, irritation, tension etc. Behavioual Problem: People show dysfunctional behaviour because of stress of high level. Such behaviour may be in the form of alcoholism, drug addiction, increased smoking, under/over eating, attempt to suicide etc.

Causes of Stress Some scholars note that an increase in workload, a hostile work environment, downsizing and shift work can result in occupational stress. Oftentimes workloads remain immense although and employee does his or her best to complete them. If there isnt an increase in the hiring of employees to help with increased workloads, stress may be felt. The high demand and time pressures contribute to the stress . Anytime there is privatizing of a company downsizing might occur. When downsizing occurs employees are laid off or fired. Those who still have their jobs have to worry about whether they will be next on the list of employees to be laid off. Those who have been laid off have to deal with the stressful situation of finding another job. If superiors arent supportive, discriminate towards certain employees while favoring others, do not offer encouragement or create a hostile work environment, this can cause stress for a an employee. Interpersonal conflicts within the workplace, uncertainty about the stability of job security and underutilized job abilities are also cause for occupational stress.

Individual Stress Life & career changes. Personality type. Role characteristics. Organizational Stress: Organizational policies. Organizational Structure.

 Organizational Processes. Organizational conditions. Group Stress: Group cohesiveness. Social support. Conflict. Extra organizational Stress Social changes. Technological changes. Community conditions. Economic conditions. ORGANISATIONAL CULTURE Organizational culture is the set of assumptions, beliefs, values and norms that are shared by organizational members. O.Reilly The concept of organizational culture is derived from anthropology where it is defined in many ways and includes a number of factors. The organizational culture is a system of shared meaning. Characteristics of Organizational Culture Innovation & risk taking. Attention to detail. Outcome orientation. People orientation. Team orientation. Aggressiveness. Stability. Elements of Culture Abstract element of culture: Organizational culture is a set of characteristics, which are Assumptions, Beliefs, Values, & Norms, known as abstract element of culture. Material element of culture: These are externally oriented characteristics like a product, buildings, dresses etc. The components of Organizational culture demonstrated by Vijay Sathe are as: Shared Thing Shared Saying. Shared Action. Shared feeling.

Implications of Organizational Culture Helps in objective setting. Work ethics: means the conformity to the principle of human conduct. Develop in each person a motivational pattern. Determines the organizational process. Professionally managed companies Emphasis on professional qualification and rank Family managed companies Emphasis on demonstrated skills, depth & quality and Knowledge

Dimension Nature & desire of managerial skill

Actual performance

Emphasis on conformity to organizational Values, loyalty and relatively fit within The position.

Emphasis on values, & traditions.

PROCESS OF ORGANISATIONAL CULTURE

Establishing Values Creating Vision Operationalsing Values & Vision Socialization of Employees

ASSIGNMENT-1 It is generally believed that public enterprises in India lack work culture. It has therefore been decided that private enterprises, which are Known for profitability but which lack efficiency, will be encouraged. People in public enterprises have efficiency and technological knowledge superior to employees of private enterprises, but profitability and effectiveness suffer in comparison. The Government has permitted private insurers to operate in India to benefit the insuring public and improve the organizational culture of LIC and GIC.

Questions: 1: Analyze how a desired work culture could be transplanted in India? 2: Discuss the main features of organizational culture along with its objectives. 3: Analyze the effectiveness of culture.

ASSIGNMENT-2 The Banaras Hindu University (BHU) has got a new Vice-chancellor who has come from a Southern University. The Vice-chancellor has high vision but low esteem. The administration team is active, but unmindful. Being a new Vice-chancellor, he depends on an ad hoc team of administration where the Registrar, the Controller and other high officials have deputed on assignments from teaching communities Employees have stated that the Vice-chancellor is revengeful. A fear psychosis cropped up. The Vice-chancellor issued several modifications through his Registrar, which were sometimes revised and reviewed. When the review discarded earlier modification, the Registrar was blamed for not consulting the Vice-chancellor. It is stated by teaching & non-teaching employees that many notifications are issued without the knowledge of the Vice-chancellor. Neither group clarified their statements. The Executive Council was never taken into confidence. Questions: 1: What are the problems of power and modules in BHU? 2: Diagnose future events on lines of the said problem. 3: What are the bases of power in BHU in the above case? 4: Discuss the dependence between the Vice-chancellor and the Registrar.