The Indian History Essay Paper

OB Notes Paper Pattern 100 Marks Q1. Compulsory. establish on Ek ruka hua faisla (Answer any 4 out of 7 options). wreakout question record & drawship Traits of Character No. 7 in the movie Q2 Q7. Answer any 4 (20 marks from severally one) Q2. would be neat Notes Q3. Q7. Each question would be of two part (A&B). Part A system & Part B Caselets in DPA public figureat Tip occupy answer in Bullet points besides. Topics 1. Basic of demeanor 2. Organisation setting of opp and Inter colony 3. temper 4. Beliefs & Paradigms 5. sort outs & aggroups Composition, Advantages, Disadvantages, formal, informal, How best aggroups come into existence. . Core Values & accommodative Values 7. Five levels of change 8. Adaptation & Leadership surmisal 9. requireedness 10. Conflict 11. Basic of want stress management & Time management, Traits from 6 Personality Traits for Transformational & Trans achieveal, penury & Morale Theories 1. blat & Motoun Managerail Grid. 2. Ringl emen Effect 3. Bruce & Tactman Model of Team formation 4. Malows Pyramid 5. The Medici Effect franz Johamsson 6. The fifith Discipline Peter Senge 7. unadulterated Conditional Theory of discipline 8. Stimulus Response learnedness 9. REBT noetic Emotive demeanour Theory 10. The Ice berg model 1. The well-favored 5 model 12. Cattells 16 Personality Factor 13. doubting Thomas Profiling 14. FIROB 15. MBTI 16. Johari Windows 17. Transactional Analysis 18. DISC Genesis of OB -Psycology -Sociology -Social Psycology -Anthropology -Political Science conduct is an Action discourse leads to behaviour We communicate at all prison terms Types of Communication -Verbal -Non-Verbal -Written Unsound Behaviour & Sound Behaviour Sound Behaviour is Type B Behaviour -Communication is Basic -You communicate all the time -B is a form of communication, it is external. -Value at bottom B is able cherish Core note values be common to all of us Value (Ringleman Effect) Core Values & Adapt ed Values Sound Behaviour is outcome of sound values Value is a 3 branching Tool Comfort Zone, Meaningfullness, Identity Structural Conflicts of Values Value direct Person APerson B HighHonesty Money - LowMoneyHonesty -Nature of Human is Dynamic, non atmospherics -Self Deception How to resolve conflict in such situation? climb up Diagnosis, Prescription & Action 1. Individual Discussion (with mortal A & person B separately) 2. Value check of each single 3. Identify psyche finales . Common finis (Creation of super ordinate closes so that values of two the person argon not diluted) Topic 2 Team & Group Team -Team is like entity -It does not form by itself. It is created outside -Taken as human being, it has its own value -Team is considered as organic body & has emotion & cohesiveness -Team has to be flexible to achieve the super-ordinate goals (common goal/combined goal of different persons) -Team is only when it is comprised of experts -Every member of team has to be an expert in a particular field -Success or failure of the team is because of the attraction Stages in Formal to open 1.Forming Introduction, bringing team together, bringing closely unification 2. Storming Conflict management & attractionship, ego clashing, most important parts be resolved, it is perpetually never ending. 3. Norming Settle down. 4. Performing Steps a Leader has to take 1. Cohesiveness 2. Team building (strengthening the team together towards an activity) 3. Differences harbor to be brought down to convergence of difference 4. develop dependence between team members to have convergence of difference Group -It is assembling of resources (money, men, material, machine) denominated by man power -Can be formed externally or internallyFormal GroupsInformal Groups 1. Goal forms outside1. Stated bonding 2. It is governed by certain rules2. Discipline is lacking(p) 3. Restricted3. Impenetrable 4. Goal oriented4. They make or break the organisation 5. Commu nication & bonding not very unassailable5. Communication and bonding is very strong 6. Conditional behaviour towards goal achievement 7. Values may or may not exist6. Values do exist 8. Motivation dictated by goal Merits of Formal Groups -Structured -Rule oriented -Disciplined -Goal oriented -Goal counsellinged -KRAs, Duties atomic number 18 very clear -Stakes are very high, hence behaviour ground on stakes Demerits of Formal Groups Restricted Behaviour -No transparency, not existent -No natural bonding -No values & conflicts are always hidden Informal Groups -Within every formal structures group, we always have informal groups -In an organization each one is at a level & has got i. Power ii. Authority iii. accountability iv. Responsibilities -Energy of informal groups should be used towards productivity -They can make or break an organization -They would not allow or permit a member from another informal group with value or value system different from his group as the val ues and the comfort partition offs & identities are different. 2 Laws of Communication 1. Law of Entertainment When 2 bodies are in proximate they eventually entertain get affected by each other. 2. Law of Synchronicity When 2 bodies entertain over a peak of time they eventually synchronize characteristics of one tends to rub of into the other & viz (emotional exchange). dress down in private and praise in public 4 Zones in Life 1. Internal Zone Where you operate from your home. It is suppose to have nurturing, advice, criticism, corrections. 2. spiritual Zone Individual Commitment with spirit 3. Work Zone 4.Social foreign the work place & home. All the people you meet outside the work & home. Organisation Structure HR Audit Upward Spiral eruditeness Curve Attitude -Congruent (Behaviour in line with thoughts) -Dissonant (difference in behaviour and thoughts) stagnation Stage information Knowledge + Actions (repeated actions) = Skills A instruction is a instruction when certain body of companionship is effectively transferred into actionable skills -Skill development intensify existing & enhancing new skills - strain of Learning of an employee in an organization 1st Phase Technical Skills nd Phase Behavorial Skills 3rd Phase Conceptual Skills -Two types of Learning a)Active Self- compeln desire to learn. When an someone experiences the contain to change, the learning becomes dynamic. b)Passive Forced by situations & deal -It is upto the individual driven by his values & perceptions to choose to fighting(a)ly learn or reject the learning till it reaches its higher stake -When an individual a change about to happen in future & that to with meaningfulness, he/she is on critical elbow room of learning -Awareness of change normally initiates active learning Learning is the courage of acquiring cognition & putting into action -Learning has ethical & moral needfully why do we learn? -Need to kind -Situations -High Stakes Learning Block - Unawareness -Attitude (Is the knowledge really required by me?. ) Change Types of Change -Percieved & Non- Percieved -Fast Change & Slow Change Those changes which are understandable by our sensory experiences are perceivable changes, whereas those which do not twilight under perceivable changes are termed as non-percievable changes. 5 Levels of Change 1. cosmic Change (Changes in Galaxy) 2. Environmental (Global Warming) . Social Changes (Society) 4. Organic Changes (Body) 5. Cellular The complete universe is in the edge of eternal change. Change is required for evolution. The character of change is to adapt & evolve Adaption mean acceptance of change by addressing values & perception & thitherby behaviour Adjustment is painful, adaption is powerful Adaption occurs when an individual develops self awareness of change, continuously learns & develop lateral skill 4 Stages of Learning 1. Unaware of incompetency (Ignorance) 2. Aware of the incompetancy (Knowledge) Stage where you stay or quit 3.Aware of competency (Skills) 4. Unaware of competency (Competance) Competancy is a process centrical and not content centric Learning Theories 1. Classical Conditional Theory of Learning/Stimulus Response Learning 2. Response Stimulus Learning 3. Cognitive Learning 4. Social Learning 1. Classical Conditional Theory of Learning/Stimulus Response Learning Russian Psychologist Evan Paulov conducted an experiment Dog-Meat & ships bell Meat called as the unconditional remark, unconditional stimulus creates unconditional resolution along with the meat he rings the bell. The bell called as inert stimulus. . Response Stimulus Learning Trial & Error Learning alphabet Learning A-Antecedent, B-Behaviour, C-Consequence For every behaviour B, there is an antecedent A to consequence C any trial & error is accidental. 3. Cognitive Learning Meaningful mental map, which we create of a reality, which varies from person to person realize repeated cognize 4. Social Learni ng Learning from society (e. g. peers, friends) This is the highest form of learning followed by cognitive learning and then Stimulus entrust and there on Dominant vs. Back-up manner of learning Trusteeship & monomania Leadership Learning Style -Ignorance -Knowledge -Skills -Competency activated Intelligence -Empathetic Listening -Focus to the core and not on person -Empowerment -Who is learning & what type -EI is experiential learning Leadership -Leadership is a Style -A well-grounded leader has a good ET Emotional Intelligence Steps to be a Good Leader 1. To be an empathetic listener 2. Tries to focus on the issues & solution path & not on the person 3. He empowers the associates 4. Brings in say-so building 5. To understand the learnig curve of the follower 6. He recognizes his own skills as well as others . He develops trusteeship (detachment) and not ownership (attachment) 8. He is known by his absence and not by his presence 9. He is a risk taker as he has a foc us on locus of control 10. Leader is not a position, it is a process Types of Leadership 1. Autocratic 2. Democratic 3. Laissez Faire 4. Situational Leadership Personality + People + potential = Leadership Situational Leaders has two styles Dominant (own skill) & Back-up (learned skill) -During critical situations, dominant style comes in place Categories of Leadership 1. Trasactional Leadership Creates followers 2.Transformational Leadership -247 approach, creates leaders, creates vision -Communicate it very clearly to everybody -They act on the vision himself first. This develops ecstasy among others and creates followers -People on their own join the leader -He creates future leaders -To develop EQ He has to take risk (emotional) which comes only by means of experience He needs to be aggressive, go getter, pushes others & himself in achieveing goals Emotional Intelligence is the separator between Manager & Leader 6 Personality Traits 1. Locus of Control strong internals, control over situations 2.Machawallism -High Mach (highly manipulative) -Low Mach (Less Mach) 3. Type A & Type B -A = Aggressive, go getter -B = Laid Back 4. Self incite pause ? Listen ? Reflect ? Respond. -It starts with self-awareness of ones thoughts, words & action. It converts a reaction to a response. A good leader entrust have a moderate level of self-monitoring 5. Risk Taking 6. Self-Esteem Blate & Motoum Managerial Grid (Training model) (1, 1) Impoverished leader least concern for result & people (9, 1) High concern for results & least for people Autocratic (1, 9) Termed as Country Club Manager.High concern for people but little for result (9, 9) Ideal, Proactive Manager The leader. Equal concern for both. Its not a destination but a journey which a leader constantly tries to achieve. He is a situational leader. He uses the peoples competencies towards achieving goals. He is always Ethical. Requires tremendous self-discipline. Role Personality is a connectivity between the Role & the Goal. They have personal sense of humility (5, 5) plaza of the Road Manager. It is a process. Tries to rise from the strategic level to windy level. Personality 1.Definition 2. Traits 3. MBTI/Thomas Profiling 4. 16 PF/FIROB/DISC 1. Definition It is a sum total of inner & outer attributes, where Inner Factors Values, attitudes, perception, belief, paradigms Outer Factors physiologic disposition, mannerism, habits, behaviour. All the factors put together comprises of personality -Role Clarity is subjective whereas Goal Clarity is objective -Inner factor drives the outer factor -When meaningfulness of the goal is adjust with values, perception of role, the individual develops the role personality in line with the goal. In most cases he is effective in achieving goal. For e. g. Student has a goal of learning a subject i. He must have a clarity what he is learning ii. Learning, as we know is absorption of knowledge into doable action called skills. iii. Thi s is of the purpose of acquiring knowledge is to transform an adopt behaviour then the learning is effective iv. The individual needs to focus this aspect of learning & align these aspects with consistently, he tends to play the Role Personality effectively v. Although all goals are measurable, the measurable may not orient his learning (at times he may get higher %age, at times lower) vi.All in all his focus should be to absorb knowledge & change his behaviour. So long as this focus is maintained, we can visualise him maintain Role Personality quite effectively. This is seen through his behaviour of active participation in all situation to acquire and assimilate indulgence & convert them into skill & behaviour changes Scenario A, B, C, D are team members in a certain vertical. A is hardworking but, stickler to time he whole caboodle strictly 9. 00am 5. 00pm. His output is remarkable B Intelligent, genius, erratic, maverick available only when a crisis occurs.Arrogant & i ndividualistic C Quiet, laid-back, seemingly unintelligent, very obedient, slow worker, everyone likes him D Into mood swings, creates goals, disappear for days & returns & works for long hours to complete his tasks, seldom talks, very helpful though, does not like to be asked questions The above 4 team members are assigned a project for SMG (self-managed groups) The time manakin is 1 month. All 4 team members need to be optimally used. Design a goal & perform a DPA by represent characteristics, personality Create roles & goals to attain effectiveness Strengths & weakness of each team memberTeam segment A S Time management, hardworking, goal oriented, focused, commitment, disciplined, organized W Rigid Team Member B S Crisis management, confident, go-getter attitude, individualistic W Arrogant, selfish, individualistic (low people skills) Team Member C S Strong values, obedient, strong interpersonal skills, approachable, quiet, laid-back, good follower W laid-back, slow coach , quiet Team Member D S Goal setter, Innovator, compassionate, helpful W Disappearing act, moody, does not like to be asked questions Need Drive theory of Motivation -All needs are prefatorial requirements for organization When a need arises, it indicates a shortage -This deficit leads to a disturbance in comfort zone -There arises beatly within the organism, a type of drive that propels the organism to fulfill this deficit, thereby restoring comfort zone -When this fulfillment is complete, the organism is set to achieve total satisfaction -This drive is called penury -This drive is automatic, instant, since it has its origins on survival of species, inshort it is instinct driven -Hence motif is a term given to instinct driven that almost right away develops the need deficit into need fulfillment -This is the animal side of the humanIn periodic scenarios, we need to identify the diference between needs & wants. Needs are basic, wants are desired NEED(instinct) + DESIRE = Wa nt (Rational) Need when fulfilled gives 100% satisfaction (does not leave any memory). A need is always an instant gratification Frustration Model It is derived from need-drive theory of want. If a need deficit arises in an individual, it creates a drive almost instantly to fulfill this need. period in process of fulfilling the need, if there arises an obstruction or barrier, the organism will anyway be fulfilling it through alternate means.This altered behaviour is always unsound behaviour This behaviour is a repetitive behaviour. Without action there is no motivation Fundamental Theories of Motivation 1. Reinforcement Theory of Motivation 2. Goal Path Theory of Motivation The individuals motivation is a result of 2 influences Internal & external What motivates you? -Content theories of Motivation i. Maslows Theory of needs ii. Fedrick Hersbergs Two factor theory of needs iii. ERG Theory of Needs albert iv. David Mc Cleelands Theory of Needs Why and how are people motivate d? Process Theories of Motivation i. Stacey Adams Equity Theory i. Victor Vrooms Theory of prevision iii. Poter Rollers Theory of Intrinsic rewards 1. Reinforcement Theory of Motivation It has 2 parts a. Positive Reinforcement b. Negative Reinforcement supporting(a) behaviour that are desired by an organization constitutes the frameqork of +ve reinforcement. The employees are support to regret & certain behaviour that are desirable for the end node of goal This is usually done by rewards, hence also termed as motivation by Rewards On the other hand there are certain behaviours which are not in line with organizational needs. These behaviours need to be discouraged.Instead of allowing these behaviours to repeat, organization resort to collapsing these behaviours. This is brought about through the process of punishment termed as motivation by punishment or ve reinforcement. Historically such reinforcement is resorted to at the functional level of organization, where rewards & pun ishment form the value criteria of employeess behaviour As 1st time learners, all of us resort to stimulus response learning, our behaviour are also stimulus response based. Hence, it is natural for us to respond to the reinforcement method of motivation 2. Goal Path theory of motivation