The chronicles of O . B.

-: Leadership Styles :A leadership style is a leader's style of providing direction, implementing plans, and motivating people.
Different types of leadership styles exist in work environments. Advantages and disadvantages exist within each leadership
style. The culture and goals of an organization determine which leadership style fits the firm best. Some companies offer
several leadership styles within the organization, dependent upon the necessary tasks to complete and departmental needs.
1. Autocratic Leadership Style:The authoritarian leadership style or autocratic leader keeps strict, close control over followers by keeping close regulation
of policies and procedures given to followers. To keep main emphasis on the distinction of the authoritarian leader and their
followers, these types of leaders make sure to only create a distinct professional relationship. Direct supervision is what they
believe to be key in maintaining a successful environment and follower ship. In fear of followers being unproductive,
authoritarian leaders keep close supervision and feel this is necessary in order for anything to be done.
Authoritarian leadership styles often follow the vision of those that are in control, and may not necessarily be compatible
with those that are being led.
Examples of authoritarian communicative behavior: a police officer directing traffic, a teacher ordering a student to do his or
her assignment, and a supervisor instructing a subordinate to clean a workstation. An authoritarian style of leadership may
create a climate of fear, where there is little or no room for dialogue and where complaining may be considered futile.
2. Democratic_Leadership Style:The democratic leadership style consists of the leader sharing the decision-making abilities with group members by
promoting the interests of the group members and by practicing social equality.
This style of leadership encompasses discussion, debate and sharing of ideas and encouragement of people to feel good
about their involvement. The boundaries of democratic participation tend to be circumscribed by the organization or the
group needs and the instrumental value of people's attributes (skills, attitudes, etc.). The democratic style encompasses the
notion that everyone, by virtue of their human status, should play a part in the group's decisions. However, the democratic
style of leadership still requires guidance and control by a specific leader.
3. Paternalistic_Leadership style:The way a Paternalistic leader works is by acting as a father figure by taking care of their subordinates as a parent would. In
this style of leadership the leader supplies complete concern for his followers or workers. In return he receives the complete
trust and loyalty of his people. Workers under this style of leader are expected to become totally committed to what the
leader believes and will not strive off and work independently. These workers are able to go to each other with any
problems they have regarding something because they believe in what they say is going to truly help them.
The leader encourages organization because they allow the workers to complete tasks so that they can stay on top of their
work. The workers complete tasks this boosts self-confidence and it makes them work harder to reach a goal and exceed the
goal to prove to their boss they are working hard. Having this style of leadership can also help implement a reward system.
This system will allow their workers to work even better because there is something for them at the end of the tunnel.
4. Free-Rein or Laissez-Faire Leadership Style
The laissez-faire leadership style is where all the rights and power to make decisions is fully given to the worker. This was
first described by Lewin, Lippitt, and White in 1938, along with the autocratic leadership and the democratic leadership
styles. The laissez-faire style is sometimes described as a "hands off" leadership style because the leader delegates the tasks
to their followers while providing little or no direction to the followers. If the leader withdraws too much from their
followers it can sometimes result in a lack of productivity, cohesiveness, and satisfaction.
This is an effective style to use when:
Followers are highly skilled, experienced, and educated.
Followers have pride in their work and the drive to do it successfully on their own.
Outside experts, such as staff specialists or consultants are being used.

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.
EMPLOYEE MORALE
Description of the emotions, attitude, satisfaction, and overall outlook of employees during their time in a workplace
environment. Part of effective productivity is thought to be directly related to the morale of the employees. Employees that
are happy and positive at work are said to have positive or high employee morale. Companies that maintain employees who
are dissatisfied and negative about their work environment are said to have negative or low employee morale.
A measure seeking positive, confident, satisfied employees. Involves the overall viewpoint of employees while at work in the
work environment. Includes employee emotions, attitude, and satisfaction. The morale of the employees directly effects
productivity. Dissatisfied and negative employees portray negative, low employee morale about their work environment.
Positive or highly confident employees that are happy and positive at work are said to have high morale.
Employee morale, in human resources, is defined as
1. A state of individual psychological well-being based upon a sense of confidence and usefulness and purpose and
2. The spirit of a group that makes the members wants the group to succeed (synonyms: esprit de corps, team spirit)

How to increase Employee morale:1. Recognize employees.

2. Be a respectful manager.
3. Have one-on-one meetings with employees.
4. Invest in your employees.
5. Get to know your employees.

Mental condition of
employees which
determine their
willingness to

Co-operate
Morale are of two types:1. On behalf of NUMBERS
2. On behalf of LEVELS

a. Individual moral
a. High Morale

b. Group Morale
b. Low morale.

Factors affecting Morale:1. The Firm\Organization.

2. The nature of work.
3. The level of satisfaction.
4. The level of supervision.
5. Concept of self.
6. Employees age
7. Education levels.
8. Occupational levels.
9. Off the job activities.

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.

GROUP
A collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling of
camaraderie, and who work together to achieve a common set of goals.
Interpersonal relationship
An interpersonal relationship is a strong, deep, or close association or acquaintance between two or more people that may
range in duration from brief to enduring. This association may be based on inference, love, solidarity, regular business
interactions, or some other type of social commitment. Interpersonal relationships are formed in the context of social,
cultural and other influences. The context can vary from family or kinship relations, friendship, marriage, relations with
associates, work, clubs, neighborhoods, and places of worship. They may be regulated by law, custom, or mutual agreement,
and are the basis of social groups and society as a whole.
Interpersonal behaviour is how people interact with one another. Specifically it is studied as the way people behave when
this behaviour would affect a relationship. Making jokes, body language, giving presents and going to parties are all aspects
0of interpersonal behaviour.
GROUP DYNAMICS
The social process by which people interact face to face in small groups is called group dynamics.
Agents can also be given group tasks, which in turn may be influenced by their own group dynamics.
Pigeons flocks use hierarchical group dynamics to decide where to fly orbiter.
Those synchronized dips and waves seem to hold secrets about perception and group dynamics.
HOW TO MAKE EFFECTIVE GROUPS
1. Forming. This stage is usually characterized by some confusion and uncertainty. The major goals of the group have
not been established. The nature of the task or leadership of the group has not been determined (Luthans, 2005).
Thus, forming is an orientation period when members get to know one another and share expectations about the
group. Members learn the purpose of the group as well as the rules to be followed. The forming stage should not be
rushed because trust and openness must be developed. These feelings strengthen in later stages of development.
Individuals are often confused during this stage because roles are not clear and there may not be a strong leader.
2. Storming. In this stage, the group is likely to see the highest level of disagreement and conflict. Members often
challenge group goals and struggle for power. Individuals often vie for the leadership position during this stage of
development. This can be a positive experience for all groups if members can achieve cohesiveness through
resolution. Members often voice concern and criticism in this phase. If members are not able to resolve the conflict,
then the group will often disband or continue in existence but will remain ineffective and never advance to the other
stages.
3. Norming. This stage is characterized by the recognition of individual differences and shared expectations. Hopefully,
at this stage the group members will begin to develop a feeling of group cohesion and identity. Cooperative effort
should begin to yield results. Responsibilities are divided among members and the group decides how it will evaluate
progress.
4. Performing. Performing, occurs when the group has matured and attains a feeling of cohesiveness. During this stage
of development, individuals accept one another and conflict is resolved through group discussion. Members of the
group make decisions through a rational process that is focused on relevant goals rather than emotional issues.
5. Adjourning. Not all groups experience this stage of development because it is characterized by the disbandment of
the group. Some groups are relatively permanent (Luthans, 2005). Reasons that groups disband vary, with common
reasons being the accomplishment of the task or individuals deciding to go their own ways.

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.

Identify and analyse the problem

Collecting information and analysing the
problem.
Drawing Alternatives.

Choosing a best fit Alternative.

Implement the decision.

Evaluation and Control

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.

Understanding Work Teams

A team comprises a group of people or other animals linked in a common purpose. Human teams are especially
appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.
A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy,
thus generating performance greater than the sum of the performance of its individual members.
Thus teams of game players can form (and re-form) to practice their craft/sport. Transport logistics executives can
select teams of horses, dogs or oxen for the purpose of conveying passengers or goods.
All teams are groups, but all teams cannot be Groups.

All groups can be team, but all teams cannot be groups.

Group
Team

Long span\Continuous.
frequently short span \ depends on task.

Difference between Groups and Teams:Work Groups

Teams

Individual accountability

Individual and mutual accountability

Come together to share

information and
perspectives

Frequently come together for discussion,

decision making, problem solving, and
planning.

Focus on individual goals

Focus on team goals

Produce individual work

products

Produce collective work products

Define individual roles,

responsibilities, and tasks

Define individual roles, responsibilities, and

tasks to help team do its work; often share
and rotate them

Concern with one's own

outcome and challenges

Concern with outcomes of everyone and

challenges the team faces

Purpose, goals, approach to

work shaped by manager

Purpose, goals, approach to work shaped by

team leader with team members

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.
Types of Teams
A) Problem-Solving Teams
They are typically composed of 5 to 12 employees from the same department who meet for
a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
Organizations are relaying more and more on problem-solving teams to help solve organizational problems.
In problem-solving teams, members share ideas or offer suggestions on how work process
and methods can be improved. Rarely, however, are these teams given the authority to
unilaterally implement any of their suggested actions,

B) B) Self-Managed Teams:- They are generally composed of 10 to 15 people who take on the responsibilities of their former
supervisors. Typically, these responsibilities include:
a) Collective control over the pace of work, b) Determination of work assignments,
c) Organization of breaks, and
d) Collective choice of inspection procedures used.
Fully self-managed teams select their own members, and the members evaluate each others performance. As a
result, supervisory positions take on decreased importance and may even be eliminated.
C) Cross - Functional Teams: - Cross-functional teams are made of employees at about the same hierarchical level, but from
different work areas, who come together to accomplish a task.

Power & Politics

In social science and politics, power is the ability to influence or control the behavior of people. The term authority is often
used for power perceived as legitimate by the social structure. Power can be seen as evil or unjust, but the exercise of power
is accepted as endemic to humans as social beings.
Managers Power:i. Give rewards.
j. Promise rewards.
k. Threaten to withdraw current rewards.
l. Withdraw current rewards.
m. Threaten to punish
n. Punish
Sources of Power
Power comes from two sources:1. Interpersonal sources:
a. REWARD
b. COERCIVE
c. LIGITIMATE
d. EXPERT
e. REFERENT
2. Structural sources:
a. KNOWLEDGE
b. RESOURCES
c. DECISION MAKING.

MATTER for MAJOR

5th sem ECE+EEE+CE

cybersony 6

The chronicles of O . B.
POLITICS
The way by which people gain and use power falls under the category of Politics.
Political behavior in organization includes the following:Withholding key information from decision makers.
Whistle blowing.
Spreading rumors
Leaking confidential information
Ingenious compromises.
Exchanging favors for mutual benefits.

Causes of Political Behavior:Limited resources:- means, every organization have some kind of scarcity of resources, and the person having
control of such resources yields power, and the process of trying to gain control and exploit the resources results
into politics to act.
Lust for power.
Saturation in career: - To rise in once career, everyone needs competence. And hence he resort to political behavior
to move up in the organizational hierarchy.
Organization culture:Organizational Change: - When there is a change in organizational structure or we restructure#, people in powerful
positions play political games in order to remain in comfort zone.
Ambiguous goals: - when the goals are unclear, the members are unaware of their roles then everybody plays
through power and politics.

Organizational Conflict
Organizational conflict 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.
The appearances of difference, difference of opinions, of interests
Conflict results when there is a gap between difference of attitudes, interests, transactions, needs etc.
Conflict is an expressed struggle between at least two interdependent parties who perceive incompatible goals, scare
resources, and interference from others in achieving their goals

TYPES OF ORGANIZATIONAL CONFLICTS

Conflict is classified into the following four types:
Interpersonal conflict refers to a conflict between two individuals. This occurs typically due to how people are
different from one another. We have varied personalities which usually results to incompatible choices and
opinions. Apparently, it is a natural occurrence which can eventually help in personal growth or developing your

MATTER for MAJOR

5th sem ECE+EEE+CE

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relationships with others. In addition, coming up with adjustments is necessary for managing this type of conflict.
However, when interpersonal conflict gets too destructive, calling in a mediator would help so as to have it resolved.

Intrapersonal conflict occurs within an individual. The experience takes place in the persons mind. Hence, it is a
type of conflict that is psychological involving the individuals thoughts, values, principles and emotions.
Interpersonal conflict may come in different scales, from the simpler mundane ones like deciding whether or not to
go organic for lunch to ones that can affect major decisions such as choosing a career path. Furthermore, this type of
conflict can be quite difficult to handle if you find it hard to decipher your inner struggles. It leads to restlessness and
uneasiness, or can even cause depression. In such occasions, it would be best to seek a way to let go of the anxiety
through communicating with other people. Eventually, when you find yourself out of the situation, you can become
more empowered as a person. Thus, the experience evoked a positive change which will help you in your own
personal growth.

Intragroup conflict is a type of conflict that happens among individuals within a team. The incompatibilities and
misunderstandings among these individuals lead to an intragroup conflict. It is arises from interpersonal
disagreements (e.g. team members have different personalities which may lead to tension) or differences in views
and ideas (e.g. in a presentation, members of the team might find the notions presented by the one presiding to be
erroneous due to their differences in opinion). Within a team, conflict can be helpful in coming up with decisions
which will eventually allow them to reach their objectives as a team. However, if the degree of conflict disrupts
harmony among the members, then some serious guidance from a different party will be needed for it to be settled.

Intergroup conflict takes place when a misunderstanding arises among different teams within an organization. For
instance, the sales department of an organization can come in conflict with the customer support department. This
is due to the varied sets of goals and interests of these different groups. In addition, competition also contributes for
intergroup conflict to arise. There are other factors which fuel this type of conflict. Some of these factors may
include a rivalry in resources or the boundaries set by a group to others which establishes their own identity as a
team.

Conflict may seem to be a problem to some, but this isnt how conflict should be perceived. On the other hand, it is an
opportunity for growth and can be an effective means of opening up among groups or individuals. However, when conflict
begins to draws back productivity and gives way to more conflicts, then conflict management would be needed to come up
with a resolution.
Examples:Boycott
To combine against a landlord, tradesman, employer or other persons to withheld social or business relations from him, and
to deter others from holding such relations to subject to a boycott.
Lockout
The closing of a place of employment or the suspension of work or the refusal by an employer to continue to employ any
number of persons employed by him in consequence of a dispute, done with a view to compelling those persons, or to
aiding another employer in compelling persons employed by him, to accept terms or conditions of or affecting employment.
Strike
The cessation of work by a body of persons employed acting in combination or a concerted refusal or a refusal under
common understanding, of any number of persons employed to continue to work for an employer in consequence of a
dispute, done as a means of compelling their employer or employer of any other persons or body of persons, or any person
or body of persons employed to accept terms or conditions of or affecting employment.

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.
NEGOTIATION
Discussion aimed at reaching an agreement.
To deal or bargain with another or others, as in the preparation of a treaty or contract or in preliminaries to a
business deal.
Methods of handling Conflicts:o Third party arbitration
o Mediation
o Experts advice
Stages of Negotiation
In order to achieve a desirable outcome, it may be useful to follow a structured approach to negotiation. For example, in a
work situation a meeting may need to be arranged in which all parties involved can come together.
The process of negotiation includes the following stages:
1. Preparation
2. Discussion
3. Clarification of goals
4. Negotiate towards a Win-Win outcome
5. Agreement
6. Implementation of a course of action
1. Preparation
Before any negotiation takes place, a decision needs to be taken as to when and where a meeting will take place to discuss
the problem and who will attend. Setting a limited time-scale can also be helpful to prevent the disagreement continuing.
This stage involves ensuring all the pertinent facts of the situation are known in order to clarify your own position. In the
work example above, this would include knowing the rules of your organisation, to whom help is given, when help is not
felt appropriate and the grounds for such refusals. Your organisation may well have policies to which you can refer in
preparation for the negotiation.
Undertaking preparation before discussing the disagreement will help to avoid further conflict and unnecessarily wasting
time during the meeting.
2. Discussion
During this stage, individuals or members of each side put forward the case as they see it, i.e. their understanding of the
situation.
Key skills during this stage include questioning, listening and clarifying.
Sometimes it is helpful to take notes during the discussion stage to record all points put forward in case there is need for
further clarification. It is extremely important to listen, as when disagreement takes place it is easy to make the mistake of
saying too much and listening too little. Each side should have an equal opportunity to present their case.
3. Clarifying Goals
From the discussion, the goals, interests and viewpoints of both sides of the disagreement need to be clarified.
It is helpful to list these factors in order of priority. Through this clarification it is often possible to identify or establish some
common ground. Clarification is an essential part of the negotiation process, without it misunderstandings are likely to occur
which may cause problems and barriers to reaching a beneficial outcome.
4. Negotiate Towards a Win-Win Outcome
This stage focuses on what is termed a 'win-win' outcome where both sides feel they have gained something positive
through the process of negotiation and both sides feel their point of view has been taken into consideration.
A win-win outcome is usually the best result. Although this may not always be possible, through negotiation, it should be the
ultimate goal.

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5th sem ECE+EEE+CE

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The chronicles of O . B.
Suggestions of alternative strategies and compromises need to be considered at this point. Compromises are often positive
alternatives which can often achieve greater benefit for all concerned compared to holding to the original positions.
5. Agreement
Agreement can be achieved once understanding of both sides viewpoints and interests have been considered.
It is essential to for everybody involved to keep an open mind in order to achieve an acceptable solution. Any agreement
needs to be made perfectly clear so that both sides know what has been decided.
6. Implementing a Course of Action
From the agreement, a course of action has to be implemented to carry through the decision.
See our pages: Strategic Thinking and Action Planning for more information.

Work Stress
Occupational stress is stress involving work. According to the current World Health Organization's (WHO) definition,
occupational or work-related stress "is the response people may have when presented with work demands and pressures
that are not matched to their knowledge and abilities and which challenge their ability to cope.
Job stress results from various interactions of the worker and the environment of the work they perform their duties.
Location, gender, environment, and many other factors contribute to the buildup of stress. Job stress results from the
interaction of the worker and the conditions of work. Views differ on the importance of worker characteristics versus
working conditions as the primary cause of job stress. The differing viewpoints suggest different ways to prevent stress at
work. Differences in individual characteristics such as personality and coping skills can be very important in predicting
whether certain job conditions will result in stress. In other words, what is stressful for one person may not be a problem for
someone else. This viewpoint underlies prevention strategies that focus on workers and ways to help them cope with
demanding job conditions.
Working conditions
Although the importance of individual differences cannot be ignored, scientific evidence suggests that certain working
conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key
source of job stress, and for job redesign as a primary prevention strategy. Large surveys of working conditions, including
conditions recognized as risk factors for job stress, were conducted in member states of the European Union in 1990, 1995,
and 2000.
Workload
In an occupational setting, dealing with workload can be stressful and serve as a stressor for employees. There are three
aspects of workload that can be stressful.
Quantitative workload or overload: Having more work to do than can be accomplished comfortably.
Qualitative workload: Having work that is too difficult.
Underload: Having work that fails to use a worker's skills and abilities.
Workload has been linked to a number of strains, including anxiety, physiological reactions such as cortisol, fatigue,
backache, headache, and gastrointestinal problems.
Workload as a work demand is a major component of the demand-control model of stress. This model suggests that jobs
with high demands can be stressful, especially when the individual has low control over the job. In other words control
serves as a buffer or protective factor when demands or workload is high. This model was expanded into the demandcontrol-support model that suggests that the combination of high control and high social support at work buffers the effects
of high demands.

MATTER for MAJOR

5th sem ECE+EEE+CE

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The chronicles of O . B.
As a work demand, workload is also relevant to the job demands-resources model of stress that suggests that jobs are
stressful when demands (e.g., workload) exceed the individual's resources to deal with them.
Long hours
A substantial percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11% of
women worked 50 hours per week or more in 2000. These figures represent a considerable increase over the previous three
decades, especially for women. According to the Department of Labor, there have been a rise in increasing amount of hours
in the work place by employed women, an increase in extended work weeks (>40 hours) by men, and a considerable
increase in combined working hours among working couples, particularly couples with young children.
Status
A person's status in the workplace can also affect levels of stress. While workplace stress has the potential to affect
employees of all categories; those who have very little influence to those who make major decisions for the company.
However, less powerful employees (that is, those who have less control over their jobs) are more likely to suffer stress than
powerful workers. Managers as well as other kinds of workers are vulnerable to work overload.
Economic factors
Economic factors that employees are facing in the 21st century have been linked to increased stress levels. Researchers and
social commentators have pointed out that the computer and communications revolutions have made companies more
efficient and productive than ever before. This boon in productivity however, has caused higher expectations and greater
competition, putting more stress on the employee (Primm, 2005).
The following economic factors may lead to workplace stress:
Pressure from investors, who can quickly withdraw their money from company stocks.
The lack of trade and professional unions in the workplace.
Inter-company rivalries caused by the efforts of companies to compete globally
The willingness of companies to swiftly lay off workers to cope with changing business environments.
Bullying
Bullying in the workplace can also contribute to stress. This can be broken down into five different categories:
Threat to profession status
Threat to personal status
Isolation
Excess work
Destabilization i.e. lack of credit for work, meaningless tasks etc.
This in effect can create a hostile work environment for the employees that, which in turn, can affect their work ethic and
contribution to the organization.
Narcissism and psychopathy
Main articles: Narcissism in the workplace and Psychopathy in the workplace
Thomas suggests that there tends to be a higher level of stress with people who work or interact with a narcissist, which in
turn increases absenteeism and staff turnover.[37] Boddy finds the same dynamic where there is corporate psychopath in the
organisation.
Workplace conflict
Interpersonal conflict among people at work has been shown to be one of the most frequently noted stressors for
employees. Conflict has been noted to be an indicator of the broader concept of workplace harassment. It relates to other
stressors that might co-occur, such as role conflict, role ambiguity, and workload. It also relates to strains such as anxiety,
depression, physical symptoms, and low levels of job satisfaction.
Sexual harassment
Women are more likely than men to experience sexual harassment, especially for those working in traditionally masculine

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5th sem ECE+EEE+CE

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The chronicles of O . B.
occupations. In addition, a study indicated that sexual harassment negatively affects workers' psychological well-being.
Another study found that level of harassment at workplaces lead to differences in performance of work related tasks. High
levels of harassment were related to the worst outcomes, and no harassment was related to least negative outcomes. In
other words, women who had experienced a higher level of harassment were more likely to perform poorly at workplaces.
Signs and symptoms of excessive job and workplace stress
Feeling anxious, irritable, or depressed
Apathy, loss of interest in work
Problems sleeping
Fatigue
Trouble concentrating

Muscle tension or headaches

Stomach problems
Social withdrawal
Loss of sex drive
Using alcohol or drugs to cope

Prevention
A combination of organizational change and stress management is often the most useful approach for preventing stress at
work. Both organizations and employees can employ strategies at organizational and individual levels. Generally,
organizational level strategies include job procedure modification and employee assistance programs (EPA). Individual level
strategies include taking vacation. Getting a realistic job preview to understand the normal workload and schedules of the
job will also help people to identify whether or not the job fit them.
How to Change the Organization to Prevent Job Stress

Ensure that the workload is in line with workers' capabilities and resources.
Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
Clearly define workers' roles and responsibilities.
To reduce workplace stress, managers may monitor the workload given out to the employees. Also while they are
being trained they should let employees understand and be notified of stress awareness.
Give workers opportunities to participate in decisions and actions affecting their jobs.
Improve communications-reduce uncertainty about career development and future employment prospects.
Provide opportunities for social interaction among workers.
Establish work schedules that are compatible with demands and responsibilities outside the job.
Combat workplace discrimination (based on race, gender, national origin, religion or language).
Bringing in an objective outsider such as a consultant to suggest a fresh approach to persistent problems.
Introducing a participative leadership style to involve as many subordinates as possible to resolve stress-producing
problems.
Encourage work-life balance through family-friendly benefits and policies

MATTER for MAJOR

5th sem ECE+EEE+CE

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ORGANIZATIONAL STRUCTURE
An organizational structure defines how activities such as task allocation, coordination and supervision are directed towards
the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which
individuals see their organization and its environment.
An organization can be structured in many different ways, depending on their objectives. The structure of an organization
will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different
entities such as the branch, department, workgroup and individual.
Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard
operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making
processes, and thus to what extent their views shape the organizations actions.

Job design (also referred to as work design or task design) is the specification of contents, methods and relationship of jobs
in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job
holder. Its principles are geared towards how the nature of a person's job affects their attitudes and behavior at work,
particularly relating to characteristics such as skill variety and autonomy.
The aim of a job design is to improve job satisfaction, to improve through-put, to improve quality and to reduce employee
problems (e.g., grievances, absenteeism).
An arrangement in the workplace that has the objective of overcoming employee alienation and job dissatisfaction
that comes about from mechanical and repetitive tasks in the workplace. Work design is used by organizations to
boost productivity by offering employees non- monetary rewards such as satisfaction from a greater sense of
personal achievement. Also called job design.
Techniques:Job rotation
Job rotation is a job design method which is able to enhance motivation, develop workers' outlook, increase productivity,
improve the organization's performance on various levels by its multi-skilled workers, and provides new opportunities to
improve the attitude, thought, capabilities and skills of workers. Job rotation is also process by which employees laterally
mobilize and serve their tasks in different organizational levels; when an individual experiences different posts and

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responsibilities in an organization, ability increases to evaluate his capabilities in the organization.
Job enlargement
Hulin and Blood (1968) define Job enlargement as the process of allowing individual workers to determine their own pace
(within limits), to serve as their own inspectors by giving them responsibility for quality control, to repair their own mistakes,
to be responsible for their own machine set-up and repair, and to attain choice of method. Frederick Herzberg referred to
the addition of interrelated tasks as 'horizontal job loading'.
Job enrichment
Job enrichment increases the employees autonomy over the planning and execution of their own work. Job enrichment has
the same motivational advantages of job enlargement, however it has the added benefit of granting workers autonomy.
Frederick Herzberg viewed job enrichment as 'vertical job loading' because it also includes tasks formerly performed by
someone at a higher level where planning and control are involved.

ORGANIZATION CULTURE
Culture is how organizations DO THINGS.
Organizational culture is the behavior of humans within an organization and the meaning that people attach to those
behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and
habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as
a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with
each other, with clients, and with stakeholders.
Ravasi and Schultz stated that organizational culture is a set of shared mental assumptions that guide interpretation and
action in organizations by defining appropriate behavior for various situations. Although a company may have its "own
unique culture", in larger organizations there are sometimes conflicting cultures that co-exist owing to the characteristics of
different management teams. Organizational culture may affect employees' identification with an organization.
According to Needle, organizational culture represents the collective values, beliefs and principles of organizational
members and is a product of such factors as history, product, market, technology, and strategy, type of employees,
management style, and national culture. Corporate culture on the other hand refers to those cultures deliberately created
by management to achieve specific strategic ends.
Factors and elements
Gerry Johnson (1988) described a cultural web, identifying a number of elements that can be used to describe or influence
organizational culture:
The paradigm: What the organization is about, what it does, its mission, its values.
Control systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There
would be more reliance on individualism in a power culture.
Organizational structures: Reporting lines, hierarchies, and the way that work flows through the business.
Power structures: Who makes the decisions, how widely spread is power, and on what is power based?
Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking
spaces and executive washrooms.
Rituals and routines: Management meetings, board reports and so on may become more habitual than necessary.
Stories and myths: build up about people and events, and convey a message about what is valued within the
organization.

MATTER for MAJOR

5th sem ECE+EEE+CE

cybersony 14

The chronicles of O . B.

Organizational change and development

Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's
effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. OD theorists and
practitioners define it in various ways. Its multiplicity of definition reflects the complexity of the discipline and is responsible
for its lack of understanding. For example, Vasudevan has referred to OD being about promoting organizational readiness to
meet change, and it has been said that OD is a systemic learning and development strategy intended to change the basics of
beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies,
shrinking or exploding market opportunities and ensuing challenges and chaos.
It is worth understanding what OD is not. It is not training, personal development, team development or team building,
human resource development (HRD), learning and development (L&D) or a part of HR although it is often mistakenly
understood as some or all of these. OD interventions are about change so involve people - but OD also develops processes,
systems and structures. The primary purpose of OD is to develop the organization, not to train or develop the staff.
Objective of OD
The objective of OD is:
1. To increase the level of inter-personal trust among employees.
2. To increase employees' level of satisfaction and commitment.
3. To confront problems instead of neglecting them.
4. To effectively manage conflict.
5. To increase cooperation and collaboration among the employees.
6. To increase the organization's problem solving.
7. To put in place processes that will help improve the ongoing operation of the organization on a continuous basis.
The change agent must address himself to all of these hazards and obstacles. Some of the things which will help him are:
1. A real need in the client system to change
2. Genuine support from management
3. Setting a personal example: listening, supporting behavior
4. A sound background in the behavioral sciences
5. A working knowledge of systems theory
6. A belief in man as a rational, self-educating being fully capable of learning better ways to do things.
A few examples of interventions include team building, coaching, Large Group Interventions, mentoring, performance
appraisal, downsizing, TQM, and leadership development.

MATTER for MAJOR

5th sem ECE+EEE+CE

cybersony 15

The chronicles of O . B.

}rganizati}n Failure
Great organizations dont just emulate success, they learn from failure. Associations and consortia that aspire to greatness
should look at the failures of others for guidance. Today, there is no shortage of failures from which to learn. In November of
2009, Paul Light, a professor of public service at New York University, predicted that, at a minimum, more than 100,000 nonprofit organizations would be wiped out in the next two years. Given this dire forecast, its more important than ever for
organizations to be aware of the common pitfalls that can cause failure. Here are some of the things that have caused
organizations to fail and the lessons we can learn.
Associations that fail tend to do one or more of the following:
Lose mission focus
Stray into the wrong business
Fail to communicate benefits
Take members for granted
Price services inappropriately
Give potential members a free ride
Ignore the competition
Resist change
Fall into merger mania
Accept irrelevance
Reasons of failure:1. Manmade hazards
2. Natural hazards

MATTER for MAJOR

5th sem ECE+EEE+CE

cybersony 16