Unit I What is Organisation Behaviour

a) The importance of interpersonal skills

b) What managers do - management functions, roles, and skills
c) Enter organizational behaviour; Disciplines that contribute to the OB field
d) Challenges and Opportunities for OB
e) Developing OB Model: Inputs, processes, and outcomes.

In simpler terms:
Organizational Behaviour is about studying how people behave and work together in a group
or a company. It looks at how they communicate, get along with each other, and how their
behaviour affects the success of the organization.
We can define OB as a behavioural Science that states about:
• Nature of Man
• Nature of the Organization
• Knowledge of human would be useful in improving an organization’s
effectiveness.
For example, think about a sports team. Organizational behaviour would be like watching
how each player interacts with others on the team, how they cooperate, and how motivated
they are to win. By understanding these things, the coach can figure out how to make the
team work better together and improve their chances of winning games.
The importance of interpersonal skills:
Interpersonal skills are like superpowers that help us connect and get along with others in our
daily lives. These skills are all about how we talk, listen, and cooperate with people around
us. They are super important because they make our relationships better and our teamwork
stronger. In conclusion, interpersonal skills are invaluable in today's world, as they facilitate
effective communication, foster strong relationships, resolve conflicts, and enhance
teamwork. Mastering these skills not only benefits one's professional life but also leads to
more fulfilling personal interactions.
 Effective Communication: Involves both verbal and non-verbal communication to
convey ideas clearly and understand others better.
 Building Relationships: Forms strong connections, leading to a supportive and
harmonious environment by building trust and rapport.
 Conflict Resolution: Enables peaceful conflict resolution, finding win-win solutions
and maintaining cooperation.
 Teamwork and Collaboration: Crucial for successful teamwork, promoting effective
collaboration and improving team productivity.
Managers:
Managers are like team leaders in a company or organization. They make important
decisions, plan and organize tasks, and help the team work together efficiently. They
communicate with employees, solve problems, and motivate everyone to do their best.
Managers evaluate performance and build a strong team spirit. Their role is crucial in making
the company successful and creating a positive work environment.
The manager leads a marketing team for a new smartphone launch. They assign tasks,
provide guidance, and mediate conflicts. The successful campaign results in a positive
response from customers, and the manager celebrates the team's efforts.
What they do? Management functions:
Leadership and Decision-making, Planning and Organizing, Communication, Problem-
solving, Motivation and Employee Engagement, Performance Evaluation, Team Building and
Collaboration, Resource Management, Conflict Resolution, Goal Setting and Achievement.
 Planning: Setting goals and creating a roadmap for achieving them.
 Organizing: Allocating resources and assigning tasks to accomplish objectives
efficiently.
 Staffing: Recruiting, selecting, and developing the right employees for the
organization.
 Directing (Leading): Guiding and motivating employees to work effectively towards
common goals.
 Controlling: Monitoring performance and taking corrective actions to ensure targets
are met.
Management roles:
Introduction to Managerial Roles: Managers perform diverse roles, from representing the
company to making informed decisions, all of which contribute to the success of the
organization. These roles can be broadly categorized into Interpersonal, Informational, and
Decisional roles. Each role requires different skills and responsibilities, all working together
to ensure the success of the organization.
 Interpersonal Roles: Interpersonal roles involve interactions with people inside and
outside the organization. Managers act as figureheads, leaders, and liaisons,
representing the organization and building relationships. Example: The manager
represents the company at a formal event, encourages employees during meetings,
and collaborates with other departments for better communication.
 Informational Roles: Informational roles focus on gathering, processing, and
distributing information to make informed decisions. Managers act as monitors,
disseminators, and spokespersons. Example: The manager monitors market trends,
shares information with the team, and presents campaign results to higher
management.
  Decisional Roles: Decisional roles involve making choices and taking action to
address challenges and achieve organizational goals. Managers act as entrepreneurs,
negotiators, and problem solvers. Example: When facing budget cuts, the manager
finds innovative solutions, negotiates with suppliers, and resolves productivity issues
based on employee feedback.
Management Skills:
Management skills are the abilities that managers need to effectively lead and coordinate their
teams to achieve organizational goals. Effective managers possess a blend of technical,
human, and conceptual skills. These skills allow them to not only understand the technical
aspects of their industry but also to build strong relationships with their team members and
see the bigger picture of the organization.
 Technical Skills: Technical skills are practical abilities that managers possess to
perform specific tasks related to their field or industry.
Example: In an IT company, the manager has technical skills in programming, which
allows them to understand the coding process and provide guidance to the
development team.
 Human Skills: Human skills refer to the manager's ability to interact and
communicate effectively with their employees and colleagues.
Example: The manager displays strong human skills by listening to employee
concerns and providing constructive feedback during one-on-one meetings in the
office.
 Conceptual Skills: Conceptual skills involve the manager's capability to think broadly
and understand the organization as a whole.
Example: During a strategic planning session, the manager demonstrates conceptual
skills by envisioning the company's future direction and proposing innovative ideas
for growth.
Disciplines that contribute to the OB field:
Disciplines of OB are different fields of study that contribute to understanding human
behaviour within organizations. These disciplines provide valuable insights into how
individuals and groups function in the workplace and help improve overall organizational
performance.
 Psychology: Psychology studies human behaviour, including learning, motivation,
decision-making, and communication. In OB, psychology is used to understand
employee satisfaction, motivation, and group dynamics. Example: Understanding
employee motivation to improve productivity in an office setting.
 Social Psychology: Social Psychology studies how individuals' thoughts, feelings, and
behaviours are influenced by the presence and actions of others. It explores topics like
social influence, group dynamics, and attitudes. Example: Understanding how group
norms and peer pressure affect decision-making within a team in an office setting.
  Sociology: Sociology focuses on studying group behaviour, leadership, and
communication dynamics in organizations. Example: Analysing the influence of
leadership styles on team productivity in an office.
 Anthropology: Anthropology focuses on studying the relationship between individuals
and their environment. In OB, it helps in analysing cross-cultural differences and
values within an organization. Example: Analysing how different cultural
backgrounds influence teamwork in a multinational company.
Challenges and Opportunities in Organizational Behaviour (OB):
Challenges in Organizational Behaviour (OB) give organizations a chance to improve and
grow. By facing these challenges and finding the right solutions, companies can create a
happy workplace, embrace diversity, adapt to changes, and make sure everyone behaves
ethically. This leads to happier employees and greater success for the organization.
 Responding to Globalization: Challenge: Dealing with a diverse workforce from
different cultures and managing employees in different countries. Opportunity:
Understanding cultural differences and adapting management styles to be effective in
a global setting.
 Managing Workforce Diversity: Challenge: Accommodating a diverse workforce in
terms of gender, age, race, ethnicity, and disabilities. Opportunity: Providing diversity
training, modifying welfare programs, and fostering an inclusive work environment.
 Improving Customer Service: Challenge: Meeting customer expectations in service-
oriented industries. Opportunity: Using organizational behaviour insights to create a
customer-friendly culture and enhance customer satisfaction.
 Stimulating Innovation and Change: Challenge: Adapting to continuous changes and
promoting innovation. Opportunity: Increasing employee participation, creativity, and
tolerance for change.
 Coping with "Temporariness": Challenge: Dealing with uncertainty and job changes
in a fast-paced world. Opportunity: Encouraging continuous learning, flexibility, and
adaptability in employees.
 Creating a Positive Work Environment: Challenge: Maintaining a positive work
environment amid competitive pressure. Opportunity: Using positive organizational
scholarship to emphasize employee strengths and foster vitality and resilience.
Organizational Behaviour model
An OB model is a map that predicts how people behave in organizations. It considers factors
like motivation, communication, and leadership, helping organizations improve employee
well-being and achieve their goals. Researchers continuously update and refine the model
based on real-life experiences. For example, in a real-life office, an OB model could help the
management understand why some employees are more motivated and productive than
others, and what factors contribute to a positive and cohesive team environment.
Inputs:
 Individual Level Inputs: Characteristics like personality, values, attitudes, and
abilities.
Example: An employee's positive attitude boosts team morale.
 Group Level Inputs: Dynamics such as team composition, communication patterns,
norms, and cohesion.
Example: A well-coordinated team with open communication achieves better results.
 Organization Level Inputs: Context like culture, structure, leadership style, and
policies.
Example: An organization promoting creativity fosters innovation among employees.
Processes:
 Individual Level: Emotions and Moods: Happy employees are more productive.
Motivation: Bonuses for achieving targets increase employee drive.
Perception: Positive feedback inspires personal growth. Decision Making: Weighing
options before deciding on a project.
 Group Level: Communication: Open sharing enhances team collaboration.
Leadership: Supportive leaders boost team morale. Power and Politics: Using
influence to gain support for a project. Conflict and Negotiation: Finding
compromises to resolve disagreements.
 Organizational Level: Human Resource Management: Training programs improve
skills. Change Practices: Involving employees in decision-making during changes.
Outcomes:
 Individual Level: Attitudes and Stress: How employees feel and cope with work. Task
Performance: How well individuals do their job. Citizenship Behaviour: Going
beyond duties to help the organization. Withdrawal Behaviour: Employees
disengaging or leaving due to dissatisfaction.
 Group Level: Group Cohesion: Unity and cooperation among group members. Group
Functioning: How well the group works together.
 Organizational Level: Productivity: Efficiently achieving organizational goals.
Survival: Adapting and thriving in changing environments.
Personality , perception and attitudes
a) Personality : Definition and determinants
b) Big Five Personality Model
c) Perception : : Definition , factors that influence perception
d) Attitudes - Main components of attitudes; Major Job Attitudes
e) Job Satisfaction - Measuring job satisfaction. What causes job
satisfaction? The impact of satisfied and dissatisfied employees on the
workplace

Personality: Definition and determinants

In very easy language, personality is like your special "character" or "flavor." It's a mix of
your thoughts, feelings, and actions that define who you are. Just like how everyone has their
favourite colour or favourite food, everyone also has their own unique personality. It's what
makes you, you! Your personality influences how you react to situations, how you get along
with others, and what you enjoy doing in life. Remember, there are no good or bad
personalities – they are all different and special in their own way!
In the office, Sarah is outgoing and loves socializing with her colleagues. She organizes team
events and is friendly to everyone. Meanwhile, John is more reserved and prefers working
quietly on his own. He's focused and excels at tasks that require deep concentration. Both
their personalities add diversity to the office environment.
Determinants:
 Genes and Family: Some parts of our personality are inherited from our parents and
ancestors. For example, if your parents are outgoing, you might be outgoing too.
 Friends and People Around Us: The friends we spend time with can also influence us.
If our friends are kind and positive, we might become kinder too.
 Culture and Society: The place we live and the culture we belong to can affect how
we behave. Different cultures have different values and ways of doing things.
 Things We Experience: Some experiences can leave a lasting impact on our
personality. For instance, going through a tough time might make us more resilient.
 How We Think: The way we think about ourselves and the world can shape our
personality. If we often think negatively, we might become more pessimistic.
 Early Childhood: The experiences we have in early childhood, like how we bond with
our caregivers, can have a big influence on our personality.
 Education: The things we learn and experience in school can impact our personality. It
can affect our motivation and self-esteem.
 Hobbies and Interests: The things we enjoy doing and the activities we engage in can
reflect and shape our personality. For example, someone who loves adventure sports
might have a more daring and adventurous personality.
  Media and Role Models: The media we consume, like movies, TV shows, and social
media, can influence our values and behaviours. Role models we look up to can also
impact the traits we admire and try to emulate.
 Life Goals and Ambitions: Our aspirations and goals in life can affect our personality.
For instance, someone with a strong desire to help others might develop a more
empathetic and compassionate personality.
 Love and Relationships: Romantic relationships and experiences with love can have a
significant impact on our personality. Falling in love and going through breakups can
bring out different emotional traits in individuals.
 Parenting Styles: How our parents raise us can leave a lasting impact on our
personality. Different parenting styles, like being strict or lenient, can influence how
we interact with others and handle challenges.
 Spirituality and Beliefs: Our spiritual or religious beliefs can play a role in shaping
our values and moral compass, impacting our personality traits like honesty, kindness,
and forgiveness.
 Traumatic Events: Going through traumatic experiences can lead to changes in
personality. For instance, someone who experienced a life-threatening event might
become more cautious and anxious.

Big Five Personality Model

The Big Five Personality Model is a simple and widely used way to understand and describe
people's personalities. It focuses on five main traits: Openness, Conscientiousness,
Extraversion, Agreeableness, and Neuroticism. Each trait represents different aspects of a
person's behaviour and tendencies. Let's explore these traits in easy language with examples
to better grasp how they shape our personalities. Keep in mind that most people have a mix of
these traits, and they can change over time. Understanding these traits can help us know
ourselves and others better, leading to more effective communication and better relationships.
 Openness: Some people are open to trying new things and ideas. They like to explore
and be creative. For example, a person high in openness might enjoy painting or
trying out different types of food.
 Conscientiousness: This is about how organized and responsible someone is. People
high in conscientiousness are good at getting things done on time and being reliable.
For instance, a person high in conscientiousness might always finish their homework
or work projects early.
 Extraversion: This trait is about how social and outgoing someone is. Extraverts love
being around other people and often feel energized in social settings. An extravert
might be the life of the party and enjoy meeting new friends.
 Agreeableness: People high in agreeableness are kind, friendly, and considerate of
others. They like to get along with people and avoid conflicts. For example, an
agreeable person might help a friend with their problems or listen when someone
needs to talk.
 Neuroticism: This trait is about how emotionally stable or anxious someone is. People
high in neuroticism might worry a lot and get upset easily. On the other hand, those
low in neuroticism are more relaxed and handle stress well.
Perception : : Definition , factors that influence perception
Perception is the way we gather and understand information from the world through our
senses. It involves our brain processing what we see, hear, and feel, and is influenced by our
experiences and expectations. Perception helps us make sense of our surroundings, even
though our senses can sometimes be misleading.
In an office meeting, a CA and their article review financial statements. The article is nervous
but proud of their work. The CA checks for accuracy and gives feedback to help the article
learn and improve. It's a valuable learning opportunity for the article to grow professionally.
In a job interview, the interviewer observes the interviewee's body language and answers to
questions to form an impression. The interviewee pays attention to the interviewer's tone and
questions to understand what they are looking for. Both use non-verbal cues to perceive each
other's suitability for the job. Past experiences and biases can also influence their perceptions.
Perception is influenced by various factors that shape how we interpret and understand the
world around us. Here are some of the key factors with examples:
 Characteristics of the Perceiver: This means the person who is doing the perceiving. It
includes things like their needs, values, experiences, attitudes, personality, and
cultural background. For example, if someone grew up in a culture that values
punctuality, they might judge others negatively if they are late for a meeting.
 Characteristics of the Perceived: This refers to the person or thing being perceived. It
includes their appearance, behaviour, age, gender, and personality traits. For instance,
if someone sees a person dressed in a police uniform, they might assume that person
is a law enforcement officer.
 Characteristics of the Situation: This involves the context in which the perception is
happening. It includes the physical location, social setting, and the organization's
environment. For example, in a friendly and open work environment, people may be
more trusting and cooperative with each other.
 Past Experiences: Influence how we interpret new situations.
 Expectations: Shape how we perceive events.
 Cultural Background: Shapes our understanding based on upbringing.
 Emotional State: Affects our view of people and events.
 Attention: Determines what we notice and remember.
 Physical Factors: Body conditions impact perception.
 Social Influence: Others' opinions influence our views.
 Personality Traits: Individual traits affect our outlook.
 Selective Exposure: We prefer information that aligns with our beliefs.
 Media and Advertising: Influence our perceptions of products and events.
Attitudes - Main components of attitudes
 Attitude is our feelings and opinions about people, things, or situations.
 It's like a viewpoint or evaluation based on whether we like or dislike something, and
if it's positive or negative.
 Attitudes shape our behaviour towards the things or people we have these feelings
about.
 For example, a positive attitude towards exercising encourages regular physical
activities, while a negative attitude towards certain foods leads to avoiding them.
 Attitudes are learned over time and influenced by our experiences, beliefs, and
environment.
 They can be optimistic, pessimistic, supportive, critical, favourable, or unfavourable.
 Attitudes significantly impact how we interact with the world and influence our
actions and decisions.
Scenario: Hiring a Consultant for a Project
Positive Attitude: Team A is open to hiring a consultant. Behaviour: Team A discusses
potential consultants and is willing to allocate the necessary budget.
Negative Attitude: Team B is against hiring a consultant. Behaviour: Team B believes they
can handle the project internally and resists the idea.
In these examples, attitudes shape behaviour in office situations. Positive attitudes lead to
active engagement, while negative attitudes result in resistance or disinterest.
Main components of attitudes
Cognitive Component: This is about what you know and think about something or someone.
It includes all the ideas, information, facts, and knowledge you have gathered. It's like having
a mental picture or understanding of that object or person. You have heard from colleagues
that a new team member, Alex, has excellent problem-solving skills and is highly
knowledgeable in their field. This is what you know and think about Alex.
Affective Component: This component involves your feelings and emotions towards an
object or person. It's about whether you like or dislike, Favor or disfavour them based on
your emotional response. When you interact with Alex, you feel comfortable and enjoy
working with them because they are friendly and supportive. This is your emotional response
towards Alex.
Behavioural Component: This component is about how you behave or act towards the object
or person based on your attitudes. It's the observable actions resulting from your feelings and
thoughts. You actively collaborate with Alex, offer help, and appreciate their contributions
Job Satisfaction - Measuring job satisfaction
Job satisfaction is how much you like your job and feel fulfilled at work. It's about being
content with tasks, colleagues, and the workplace environment. High job satisfaction leads to
motivation, productivity, and a positive attitude. Low job satisfaction can cause unhappiness
and a desire for a better job. Employers value job satisfaction for happier, more engaged, and
productive employees. Satisfied employees tend to stay longer and perform better in their
roles.
 Surveys: Anonymous feedback questionnaires for job satisfaction assessment.
 Interviews: One-on-one discussions to understand satisfaction levels.
 Focus Groups: Group discussions to explore employee experiences.
 Employee Feedback: Regular input channels for satisfaction insights.
 Performance Reviews: Indirect measure of job satisfaction.
 Employee Turnover: Indicator of potential dissatisfaction.
 Sick Leave: Analysing absence patterns for dissatisfaction cues.
 Employee Engagement Surveys: Assessing commitment and motivation.
 Job Characteristics: Evaluating factors influencing satisfaction.
 Comparative Analysis: Comparing satisfaction levels for improvements

What causes job satisfaction?

 Meaningful Work: Feeling happy because the job connects to personal values.
 Work-Life Balance: Job allows time for personal life and family.
 Supportive Work Environment: Feeling valued and supported at work.
 Opportunities for Growth: Job offers chances to learn and progress.
 Recognition and Rewards: Feeling motivated by praise and rewards for good work.
 Positive Relationships: Enjoying working with friendly and cooperative colleagues.
 Competitive Compensation: Satisfied with good pay and benefits.
 Job Security: Feeling secure about having a stable job.
 Values: Happy to work for a company that shares personal beliefs.
 Work Environment: Content with a comfortable and pleasant workspace.
 Job Fit: Satisfied in a role that suits skills and interests.
 Supportive Leadership: Happy with a supervisor who provides guidance and support.

The impact of satisfied and dissatisfied employees on the workplace

Satisfied employees positively influence the workplace through increased productivity,
improved performance, and a positive work culture. On the other hand, dissatisfied
employees can have detrimental effects, such as reduced productivity, higher turnover, and a
negative impact on overall team dynamics. Creating a supportive and satisfying work
environment is crucial for the success and well-being of both employees and the organization
as a whole.
Satisfied Employees:
 Increased Productivity: Motivated and engaged, leading to higher efficiency.
 Improved Performance: Going the extra mile, delivering better quality output.
 Lower Turnover: Less likely to leave, reducing recruitment costs.
 Positive Workplace Culture: Contributing to a harmonious environment, fostering
teamwork.
 Enhanced Customer Service: Providing excellent service, leading to higher customer
satisfaction.
 Innovation and Creativity: Open to sharing ideas and taking risks, leading to process
improvements.
Dissatisfied Employees:
 Reduced Productivity: Demotivated, resulting in lower output.
 Increased Turnover: More likely to leave, causing disruptions.
 Negative Workplace Culture: Conflicts and toxicity, affecting team morale.
 Poor Customer Service: Providing subpar service, impacting customer satisfaction.
 Lower Innovation: Less willing to contribute ideas, hindering progress.
 Negative Impact on Others: Affecting colleagues' mood and performance with
negativity.
Motivation concepts and applications
a)Defining Motivation;
b) Four early theories of motivation
c) Contemporary theories of motivation - Goal Setting Theory: MBO ,
Reinforcement theory , Equity Theory/ Organizational justice, Expectancy
Theory
d) Motivating by Job design
e)Alternative work arrangements .

Defining Motivation
Motivation is the drive or desire to do something, which pushes us to take action and achieve
our goals. Office Example: A motivated employee eagerly works on a project because they
are excited to showcase their abilities and help the team succeed.
 Incentive: The desire to earn a year-end bonus motivates employees to work harder
and achieve their targets.
 Unending Process: As the company expands, employees are inspired to take on new
challenges and grow with the organization.
 Psychological Concept: Positive feedback and recognition from the manager boost an
employee's confidence and performance.
 Power to Act: When faced with a tight deadline, employees are motivated to
collaborate and complete the project successfully.
 Increase in Efficiency: Implementing a new time-saving software increases the team's
efficiency in processing client requests.

Four early theories of motivation

Maslow's Hierarchy of Needs: People are motivated to fulfil different needs, from basic
necessities like food and safety to higher needs like belonging and self-fulfilment. An
employee prioritizes safety needs by seeking a secure workplace environment.
Herzberg's Two-Factor Theory: Motivation comes from factors that either create satisfaction
(like recognition and growth opportunities) or dissatisfaction (like poor working conditions).
An employee is motivated by receiving recognition for their hard work (motivational factor)
but becomes dissatisfied due to inadequate workspace (hygiene factor).
McGregor's Theory X and Theory Y: Theory X assumes employees need strict control as they
dislike work, while Theory Y suggests employees are self-motivated and enjoy their tasks. In
Theory Y, an employee takes initiative to improve a project without being closely supervised.
McClelland's Theory of Needs: An employee's motivation comes from achieving sales targets
(need for achievement), building positive relationships with colleagues (need for affiliation),
and seeking leadership opportunities (need for power).
Contemporary theories of motivation - Goal Setting Theory
Theories of motivation are like maps that guide us in understanding how employees feel and
behave at work. They use ideas like goal-setting, rewards, and fairness to know what
motivates employees. Contemporary theories focus on modern ideas like personal motivation,
goal-setting, and fairness to keep employees motivated and productive.
Goal Setting Theory
Goal-setting theory is a strategy used by some businesses to motivate employees by setting
specific targets or objectives for their work. Simply telling employees to "do your best" might
not be enough to drive their performance. But if clear goals are set, employees become more
motivated to complete their tasks effectively.
For example, in an office, instead of just asking employees to work hard, the manager sets a
goal for the team to increase sales by 10% within the next quarter. This specific target
provides employees with a clear direction and a sense of achievement when they reach the
goal. As a result, they are more motivated to work towards it and are likely to perform better.

Reinforcement theory
Reinforcement theory suggests that a person's actions are influenced by the consequences of
those actions. When positive consequences follow a behaviour, it is more likely to be
repeated, leading to increased motivation. For example, at Walmart, employees who provide
excellent customer service are rewarded with monetary incentives, which motivates them to
continue delivering exceptional service.
Office Example: In an office, when an employee successfully completes a challenging project
ahead of the deadline, the manager publicly recognizes their achievement and rewards them
with a gift card. This positive reinforcement encourages the employee to continue taking on
complex projects with enthusiasm and dedication.

Equity Theory/ Organizational justice

Equity Theory, also known as Organizational Justice, is about fairness at work. Employees
compare what they put into their job (effort, time, skills) to what they get out of it (salary,
recognition, benefits). If they feel they are getting less than others for the same work, they
might feel demotivated and unhappy. In simple words, Equity Theory says that employees
want to be treated fairly and get rewards that match their hard work. If they think they are
being treated unfairly, it can make them less motivated and satisfied with their job.
In a consulting project, both consultants Alex and Jordan work equally hard, but only Alex
receives praise and rewards. Jordan feels demotivated and treated unfairly, which affects their
enthusiasm and effort. To keep the team motivated, it's important for the project manager to
recognize and reward all members equally. Fairness and recognition are key to maintaining a
positive and motivated team.

Expectancy Theory
Expectancy Theory is a way of understanding motivation that focuses on individual
expectations and perceptions about the relationship between effort, performance, and
rewards. It suggests that people are motivated to work hard when they believe that their
efforts will lead to good performance, which, in turn, will result in desirable rewards.
Vroom's Expectancy Theory says that people work harder when they think their efforts will
lead to good performance and rewards.
Office Example - Law Firm:
In a law firm, a junior lawyer named Sarah wants to be promoted to a senior position. She
believes that if she puts in extra effort and takes on challenging cases, her performance will
improve, and she will have a higher chance of getting promoted. Sarah also believes that the
promotion will come with a significant salary increase and recognition from the firm's
partners, which she values a lot. With these expectations in mind, Sarah is motivated to work
hard and perform well in her cases to achieve her goal of getting promoted.

Motivating by Job design

Role of Job Design in Motivation:
The way a job is designed affects how motivated employees feel. If jobs are too boring or
repetitive, employees might lose interest. To make jobs more motivating, we can use Job
Enlargement and Job Enrichment.
1. Job Enlargement: Add variety to the job by giving employees different tasks. They get to
use various skills, have more control over their work, and feel responsible for completing a
whole task.
Example: In a marketing team, an employee who usually handles only social media
marketing tasks (posting on platforms and responding to comments) is given additional
responsibilities. The manager assigns them to analyse website traffic data, contribute to
content creation, and plan marketing campaigns. This job enlargement allows the employee
to use a variety of skills, and they feel more engaged and motivated.
2. Job Enrichment: Make the job more meaningful and interesting. Employees have more say
in their work and can solve problems on their own.
Example: In an accounting firm, a senior accountant is given the chance to lead a team and
handle client accounts independently. They have the freedom to make decisions about the
team's work and take on challenging financial tasks. This enriching opportunity makes the job
more meaningful and motivating, leading to increased job satisfaction.
Alternative work arrangements
Alternative work arrangements refer to non-traditional ways of organizing work beyond the
standard full-time, on-site employment model. These arrangements offer flexibility to
employees and employers, allowing for adjustments in work hours, location, or employment
terms to accommodate individual needs and business demands.
 Remote Work: Employees work from outside the office, often from home, using
technology to stay connected.
 Flexible Hours: Employees can choose their work hours within guidelines.
 Part-Time Schedules: Employees work fewer hours than full-time.
 Job Sharing: Two employees split responsibilities of a full-time position.
 Compressed Workweeks: Same hours, fewer days.
 Freelance or Gig-Based Work: Hired for specific projects or contracts.
Example: In an office, the company implements a remote work policy that allows employees
to work from home two days a week. This arrangement gives employees greater flexibility
and work-life balance while still ensuring productivity and meeting business needs.
Leadership

a) Definition of leadership
b) Difference between leadership and management
c) Emerging trends in leadership
d) Authentic leadership
e) Mentoring for the future

Definition of leadership
A good leader guides and motivates their team to reach the company's goals. Their influence
helps everyone work together for success. The success of the company depends on having a
strong and effective leader.
In a consulting firm, the leader (CEO) guides the team with a clear goal of expanding into
new markets and keeping clients happy. The leader works closely with the team, encourages
flexible problem-solving, and motivates them to do their best. This creates a positive work
environment, and the firm gains a good reputation, attracting more clients and growing
successfully.
 Followers: Leadership depends on having people who willingly follow the leader.
 A Personal Quality: Leadership is a personal characteristic that influences others to
follow.
 A Common Goal: Leadership is cantered around achieving shared objectives.
 Active Relations: Effective leadership requires active communication and engagement
with followers.
 Practical Approach: Leaders should be adaptable and use a democratic and flexible
approach.
 It is a Process: Leadership involves continuous direction, guidance, and influence to
achieve goals.
Difference between leadership and management

BASIS FOR
LEADERSHIP MANAGEMENT
COMPARISON

Meaning Leadership is a skill of Management is an art of systematically

leading others by examples. organizing and coordinating things in an
efficient way.

Basis Trust Control

Emphasis on Inspiring People Managing activities

Power Influence Rule

Focus on Encouraging change Bringing stability

Strategy Proactive Reactive

Formulation of Principles and guidelines Policies and Procedures

Perspective Leadership requires good Management has a short-range perspective.

foresightedness.

Focus:
Leadership: Focuses on inspiring and guiding people towards a common vision or goal.
Management: Focuses on planning, organizing, and coordinating tasks to achieve specific
objectives.
Example: In an office project, the leader sets the overall vision for the team, motivating
everyone to work together towards completing the project successfully. The manager, on the
other hand, ensures that each team member knows their specific tasks, organizes resources,
and creates a timeline for the project's completion.
Risk-Taking:
Leadership: Involves taking calculated risks to drive innovation and change.
Management: Focuses on minimizing risks and maintaining stability in operations.
Example: A leader might propose implementing a new technology or strategy to improve
efficiency, even if it involves some uncertainty. The manager, however, would carefully
assess the potential risks and benefits before deciding whether to proceed with the suggested
changes.

Emerging trends in leadership

 Adaptive Leadership: During a crisis, a CEO quickly adjusts business strategies to
overcome challenges and keep the company on track.
 Remote Leadership: A manager effectively leads a team of remote workers using
virtual tools and clear communication.
 Emotional Intelligence: A team leader shows empathy and support to team members
facing personal or work-related difficulties.
 Servant Leadership: A non-profit organization's leader prioritizes the well-being and
growth of their team members to achieve the organization's mission.
 Ethical Leadership: A CEO makes honest and transparent decisions, involving
stakeholders in ethical choices during difficult times.
 Purpose-Driven Leadership: The founder of a social enterprise inspires their team by
reinforcing the organization's meaningful mission.
 Digital Leadership: A tech company's CIO leverages digital tools for better efficiency
and customer experience.
 Sustainable Leadership: The CEO of an eco-friendly brand promotes sustainable
practices and positive social impact.

Authentic leadership
 Definition: Authentic leadership means being a real and honest leader who builds trust
and open communication with the team.
 Self-Awareness: Authentic leaders know themselves well, their strengths, weaknesses,
and emotions, and lead with integrity.
 Relational Transparency: They form strong connections by being open, sharing
experiences, and encouraging honest feedback.
 Ethical Decision-Making: Authentic leaders make principled choices based on their
values, even in tough situations.
 Purpose and Values-Driven: They inspire others with a clear vision and deep
commitment to the organization's mission.
 Empowerment: Authentic leaders empower their team, encouraging ownership and
meaningful contributions.
 Positive Role Models: They set high standards of behavior and professionalism,
serving as positive examples.
Office Example - Consulting:
In a consulting firm, the managing partner practices authentic leadership by creating an open
and transparent work environment. They regularly engage with employees, listen to their
ideas, and share the firm's goals. This encourages the team to feel valued and motivated to
give their best effort. The managing partner also delegates responsibilities, allowing
consultants to showcase their skills and take initiative. As a result, the consulting firm
experiences higher employee satisfaction, stronger collaboration, and exceptional client
service.

Mentoring for the future

 Definition: Mentoring is when an experienced leader (mentor) helps and supports a
less experienced person (mentee) in their personal and work growth.
 Skill Development: Mentoring focuses on improving important leadership skills like
communication and problem-solving.
 Knowledge Transfer: Mentors share their wisdom and experiences to give valuable
insights to the mentees.
 Career Guidance: Mentoring provides guidance on career goals and making wise
decisions.
 Building Confidence: Mentors boost mentees' confidence, encouraging them to take
on new challenges.
 Networking: Mentoring helps mentees expand their professional network.
 Feedback and Support: Mentors provide helpful feedback and emotional support to
navigate challenges.
Office Example: In a consulting firm, a senior consultant mentors a junior consultant. The
mentor guides the junior consultant on client interactions, project strategies, and industry
trends. They give feedback on presentations, helping the junior consultant improve. This
mentoring relationship helps the junior consultant grow in their role and become more
confident in their consulting abilities.