SECTION-A
2. Centralization - The degree to which decision making is concentrated at a single point in the organization.
4. Organisational effectiveness - DEGREE TO WHICH AN ORGANISATION REALIZED ITS GOALS.
5. Personal Power
· Expert Power
Influence based on special skills or knowledge.
· Referent Power
Influence based on possession by an individual of desirable resources or personal traits.
· Charismatic Power
An extension of referent power stemming from an individual’s personality and interpersonal style.
6. Formal Power
Formal Power is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information.
· Coercive Power
A power base dependent on fear.
A power base dependent on fear.
· Reward Power
Compliance achieved based on the ability to distribute rewards that others view as valuable
Compliance achieved based on the ability to distribute rewards that others view as valuable
· Legitimate Power
The power a person receives as a result of his or her position in the formal hierarchy of an organization.
Information Power
Power that comes from access to and control over information.
7. Elements of Culture
Artifacts: things representing group beliefs & culture
Values: beliefs about use of time and hard work; the way things ought to be (according to founder)
Basic assumptions: core beliefs of the group, relationship between individuals and group, supervisor-supervisee relationships, risk-taking, new worker orientation, benefits
12. Managing Stress - Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network
13. Formalization: This is the degree to which the jobs are standardized, every organization formalizes its operations for its smooth functioning of the enterprise and helps in achieving its objectives. In this type employees are carrying the same input in the same way, resulting in consistent and uniform output. There are predefined rules and clear cut procedures that covers the entire jobs how to carry out. Where formalization is low, there will be some casual behaviour exists and employees trained themselves in a problem solving process
16.
Political Behavior
Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization.
Legitimate Political Behavior
Normal everyday politics.
Illegitimate Political Behavior
Extreme political behavior that violates the implied rules of the game.
18. Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and change
Creating Functional Conflict
– Reward dissent and punish conflict avoiders
- Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group goals
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Conflict is that point in an ongoing activity when an interaction “crosses over” to become an interparty conflict.
Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
• Communication
• Bringing in outsiders
• Restructuring the organization
• Appointing a devil’s advocate
•Fear of losing what people already have.
•Most organizations are bureaucracies.
•Many can manage their environment.
•Org cultures resist pressures toward change.
TACTICS TO DEAL WITH RESISTANCE TO CHANGE
•Education and communication
•Participation
•Facilitation and support
•Negotiation
•Manipulation and cooptation
•Coercion
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