3.Management and Behavioral Science.pptManagement and Behavioral Science

8/19/2019 3.Management and Behavioral Science.pptManagement and Behavioral Science

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130minutes130 slides10 X 5Topics10ProbableQuestions25 marks


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1. Tree2. Switch

3. Stool

4. Car

5. Gloves

6. Gun

7. Dice

8. Spectacles

9. Cat

10.owlin! pin

11.Goal posts

12.#!!s

13. $itch

14. %in!

15. %u!!ar &all

16. Can'(

17. Seventeen

18. )ollin! &ooth19. Gol* clu&

20 .)ac+et o* ci!arettes


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Four Generations

First generation:

reminders based on clocks and watches, with

possible computer implementation that can be used

to alert a person when a task is to be done.

Second generation:

planning and preparation based on calendar and

appointment books

• includes setting goals.


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,our Generations --

Third generation: Attention ; JB approachplanning, prioritizing, controlling activities on a

daily basis implying spending some time in

clarifying values and priorities

Fourth generation:

being efficient and proactive using any of the

above tools;

places goals and roles as the controllingelement of the system and favors importance

over urgency


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3r' !eneration tieana!eent

• moments based on

past present future

• control the !" hours

based on #hat #henand ho#

• four levels $ goals $

%ey areas $ ma&or $

minor Tas%s $ li%e the

t#igs of a tree


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'ealth

(taff )ro&ectsFinance

MAJOR TASKS

#ee%ly meetingrecruitment

training

promotions

MAJOR TASKS

*ompany seminar Trade Fair

MAJOR TASKS

budgetcash flo#

insurance sales

oo+ a stan'Collect !oo's

Train the sta/

'+AT' J-B .+AT/-0('/)(


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WHAT

HOW WHEN

GOALS

KEY AREASMAJOR TASKS

MINOR TASKS

DIARY

YEARLY PLAN

MONTHLYPLAN

WEEKLY PLAN

DAILY PLAN


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Important and Urgent

Important & Urgent

Do it now and give the time it deserves

ow importance but urgent

Is it important to some one else !Is it some one else"s problems !

Important but not urgent

#lan when to do it and give it all the time

ow important & not urgent

Do $ou have to do it!

%ho sa$s so!

%h$ spend time!


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/ //

Stress

Burn out

Crisis managementAlways Putting out fires /1

///

/ //

Vision

Perspective

Balance

/// Discipline

Control

Free Crisis

/1

/ //

/1

Total IrresponsibilityFired from obs

Dependent on

ot!er Institutions for bases

///

/ //

/1

///

S!ort term focus

Crisis "anagementSee goals and plans as wort!less

Feel victimi#ed

$ut of control

S!allow and bro%en relations!ips

F-2.T' 3+0+.AT/-0 T/4+ 4A0A3+4+0T


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,irst !enerationstren!ths an' wea+nesses

• Fle5ible

• Adoptability

• ess stressful• 4ore responsive

to people

• o structure

• ,all throu!h

crac+s• %elationships

su/er

• Crisis to crisis• $hat is ri!ht in

*ront o* (ou


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Secon' !enerationstren!ths an' wea+nesses

• Trac+scoitents appointents

• etterpreparation

• Goal settin!

plannin! increaseper*orance

• nsulate' an'isolate'

• Sche'ules over

people

• Sees people aseneies

• $hat (ou wantan' not what (ounee'


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Thir' !eneration strenthsan' wea+nesses

• Translates valuesinto !oals

• %esponsi&ilit( *or

results• ncreases ecienc(

personalpro'uctivit(

• Stren!thens s+ills o*ana!in! tie sel*

• n control o* choices not conseuences

• &alance &etweenroles

• see people as thin!sresources or o&stacles

• ess ei&le ri!i'structure' unnatural

• crisis ana!eent

• not e/ective

• chievin! usin! people


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Stren!ths o* the *ourth!eneration

• ee's *ul:lle' throu!h !oals prioriti;in!

• ssues responsi&ilities *or results

• )assion o* vision


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ttention De'icit Disorder• Inabilit$ to 'ocus attention

• Inabilit$ to control impulses

• Inabilit$ to organi(e thoughts

• Inabilit$ to ad)ust behavior when situations change

• Inabilit$ to learn 'rom past e*perience

• Inabilit$ to solve problems

• Inabilit$ to sel' monitor


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Diagnostic criteria

6+rouble getting started

6Di''icult$ getting organi(ed 6 sense o' underachievement

6an$ pro)ects going simultaneousl$

6+rouble with 'ollow-through


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/0DU+I0G

11+I0G


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De'initions

• #roductivit$ - e''icient use o' resources,

• /utcome o' a meeting - number o' decisions

made

• an 2ours 3 0o o' people 4 time spent

• #roductivit$ o' a meeting 3 /utcome o' the

meeting5 an hours spent


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6easons 'or low productivit$

• General 6 0ot enough notice is given 6 7ulk$ documents 6 not sent in time

• hairman 6 Fails to control and manage time

• #articipants 6 0ot prepared

6 Discuss outside the agenda 6 +alk with each other 6 0o clear ob)ective


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8ualities o' the hairman

• should be diplomatic

• should be unbiased

• should be tact'ul

• should be able to communicate well


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8ualities o' the Secretar$

• should meet the chairman prior to the meeting

• should brie' the chairman• prepare documents and send in time

• give ade9uate notice to the participants


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8ualities o' the #articipants

• should come prepared

• should not get involved in cross talk • should obtain permission prior to speaking


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6ules 'or /ptimum #roductivit$

• conscious o' the time 'rame and the agenda

• do not interrupt & do not critici(e

• do not allow cross talk and speaking sans

permission

• do not allow an$bod$ to dominate and ensurema*imum participation

• make compromises whenever necessar$


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Follow Up

• inutes sent to ever$bod$

• onitor decisions being carried out

• +argets and time 'rames• ake sure same things are not carried 'orward


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Summar$

• Desired outcomes must be understood whether $ou call or attend• 2ave a meeting with $oursel' 'irst

• 6emember to respect $our and their time

• #lan a speci'ic agenda, e*plaining wh$ and what 'or

• Give ample warning to an$one who is to give a report.

• Several da$s be'ore the meeting suppl$ the documents to the

participants.

• 0ever be a'raid to suggest $our point o' view

• Get input, appreciate and thank.

• Summari(e what happened and discuss 'ollow-ups and ne*t actions• Follow-up note with the ma)or points 'or review be'ore the ne*t

meeting


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nal$sis o' the ;A attempted the 9uestion B?> C

• /' the @>A that attempted the 9uestion


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MOTIVATION


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%hat is otivation

• ps$chological process that gives behavior

purpose & direction

• otivation is a 'eeling deep within that gives a

driving 'orce and encourages one to behavetowards achieving preset goals


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cGregors +heor$ 4

• Inherent dislike to work and avoid i' can

• ost must be coerced, controlled,

directed, threatened with punishment

• verage human pre'ers to be directed,

avoid responsibilit$, little ambition &wants securit$


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cGregors +heor$ H

• #h$sical & mental e''ort is natural

• Sel' direction & sel' control could be e*ercised

• 2uman learns under proper conditions to accept but seek responsibilit$

• Intellectual potential is onl$ partl$ utili(ed


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2ert(berg +heor$ - 2$giene Factors

• ompan$ polic$ & administration• Supervision- 'air, competent, accessible

• Interpersonal relations- seniors )uniors e9uals

• Salar$-salar$, pension, car, bene'its• Status- position, title , rank

• ob securit$ -

• #ersonal li'e• %orking conditions


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2ert(berg +heor$

otivation Factors• chievement

• 6ecognition

• #ossibilit$ o' growth• dvancement

• 6esponsibilit$

• %ork itsel'


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otivation Skills

• Getting the best 'rom people

• chieving individual & team result

• aintaining high per'ormance• Inspiring onesel' Bsel' motivation

• Inspiring others


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0eed 'or motivation

• #er'ormance 3 abilit$ 4 motivation

• 0o di''erence in abilit$ but huge di''erence in

per'ormance

• Sales people same abilit$ same training top

people are better than the rest


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ardinal rules

• otivators are important to stimulate sel'

motivation

• Demotivators are important as the$ present

obstacles to sel' motivation

• Sel' motivation is the real motivation


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otivators• ctivit$

6 ction

6 Fun

6 Jariet$

• /wnership

6 Input

6 Stake holding

6 choice

• #ower 6 6esponsibilit$

6 eadership opportunities

• ''iliation

6 Social interaction

6 +eamwork

• ompetence

6 Use o' strengths

6 earning

6 1rror tolerance

• chievement

6 Goals

6 Improvement

6 challenge

• 6ecognition

6 1ncouragement 6 approbation

• eaning

6 signi'icance


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De-motivators

•/verall 6 Unclear e*pectation

6 Unnecessar$ rules

6 Unproductive meetings

6 un'airness

• %ork

6 poorl$ designed work

6 7eing 'orced to do

poor 9ualit$ work

6 +olerating poor

per'ormance

• #olic$ 6 2$pocrac$

6 Dishonest$

6 %ith holding in'o

• anagement 6 onstant change

6 /ver control

6 +aken 'or granted

6 riticism

6 Discouraging responses

6 ack o' 'ollow up


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+he Game o' Gol' • +errain

• Diversit$ o' clubs

• esthetic pleasure o' the game

• 1*ercise

• K ve social reaction• hallenge 'aced b$ obstacles

• Uni9ue score keeping s$stem

• 2ealth$ competition

• Unlimited potential 'or improvement

• Immediate 'eedback

• Fre9uent recognition

• o$ous celebration at the


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ommunication skills


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MAKING A

DECISION


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D1ISI/0 & #6/71

• Decision is a choice between two or more

options

• #roblem is something di''icult to deal with or

solve

•#roblems are usuall$ solved b$ decisions


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/0S+6I0+S

6 #resent situation

6 Future situation

6 vailabilit$ o' resources

6 cceptance b$ others

6 Feasibilit$ o' options

6 +ime 'actor


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+H#1S /F D1ISI/0S

• /perational

• Strategic

• 6outine• Urgent

• #roblematic

• onsultative


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S+6+1GI

• ong term

• Deciding on goals & ob)ectives

• #lanning to achieve the ob)ectives• onitoring plans and remedial actions

• ooking 'or wa$s to improve the per'ormance

71I1FS /0 D1ISI/0


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71I1FS /0 D1ISI/0

LI0G

• %ho when and how

• 7elie's about people 6 cgregor4

6 cgregor H

S+H1S /F D1ISI/0


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S+H1S /F D1ISI/0

LI0G

• uthoritarian approach

•Democratic approach

• +hinking approach

• Intuitive approach


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U+2/6I++IJ1 &

D1/6+I• anager makes and announces

• anager sells the decision

• #resents the idea and invites 9uestions

• #resents the problem gets input be'ore

• De'ines the limits and ask the group to• llows team members complete 'reedom


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+2I0LI0G & I0+UI+IJ1

• 1motional involvement

• loseness to the decision

• ack o' time

• #ressure 'rom others

• Intuition M instinct gut 'eeling based on paste*perience in contrast to rational& logical


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SHS+1I ##6/2

• Setting ob)ectives

•Gathering in'ormation

• Identi'$ing alternative solutions

• 1valuating options

• Selecting the best option


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G+216I0G I0F/6+I/0

• 6elevant

• ppropriate

• ccurate

• omplete

• +imel$

• %h$ who what when where how


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+H#1S /F I0F/6+I/0

• 1*ternal in'ormation

•orporate in'ormation

• Internal in'ormation


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D1ISI/0 LI0G


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712JI/6 +/ 20G1

• Fear o' the unknown• Fear o' the une*pected impact

• Fear o' 'ailure

• Fear o' closing something


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S+1#S +/ F//%

• Identi'$ the hange

• lari'$ motivation

• #lan & design public relation campaign

• #ersonali(e bene'its and losses

• %atch & listen 'or signs o' resistance

• Set an e*ample

• 6evise stand back and admire


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eadership

• eadership is communicating to people their

worth and potential so clearl$ that the$ can

come to see it in themselves

• eadership is the abilit$ o' a single individual

through his actions to motivate others to

higher levels o' achievement

• eadership is an in'luence and not an

authorit$.


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eadership

• eadership takes more than a 'anc$ title.

• eadership cannot come 'rom the heads , it must

come 'rom the heart as well

• 7eing a good leader takes )udgment, vision, courage,to do the right thing.

• 1ver$ polic$ great or small has a person at the end o'

it, not )ust an anon$mous a stranger.

• Someone who has the same rights and dignit$ and

worth as u and me.

/ i i 1'' i 1''i i


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/rgani(ation M 1''ectiveness M 1''icienc$

E K


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= Intelligences & their

ani'estations

• ind - Jision

•2eart - #assion

• 7od$ M Discipline

• Spirit -onscious


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CHOICES

eaning

ove

Dut$

6eward

Fear

nger Rebel or Quit

Malicious Obedience

Willing Compliance

Cheerful Corporation

Heartfelt Commitment

Creatie E!citement

eadership

Boral uthorit$

anagement

B Formal uthorit$=

Freedom and #ower in #eople to hoose


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HE"RT

#ISEM$OWERME%T

&O#'

MIS"(I)%ME%T

S$IRIT

(OW TR*ST

Four hronic #roblems

2igh ost o' ow +rustMI%#+

%O SH"RE#

,ISIO%+,"(*ES

0on sharing

in'ormation

In'ighting

7ackbiting,

Jictimi(e,

De'ensiveness

mbiguit$ 2idden

agenda haos

Interdependent rivalr$ o

dependenc$

path$

malingering nger

'ear 7oredom


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anaging #eople as things

R*(ES

CO%TRO( E--ICIE%C'

&OSS

eader knows

best and make all

decisions

Dont need to see

the 'uture need

onl$ to do what is

told and 'ollow

the rules

%orkers cannot

be trusted

without the

carrot and stick

S$stems must

be designed

to get work

done

e''icientl$

- R l f ( d hi


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MI%#

$"TH -I%#I%)

H.

HE"RT

EM$OWERI%)

H /01

&O#'

"(I)%I%)

H2

S$IRIT

MO#E((I%)

H 3 45

-our Roles of (eadership

Inspire others to find their oice


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odeling

• 7e a trim tab 6 E levels o' initiative

• 7e trustworth$

6 haracter and competence• 7uild trust

6 /penness N honest$ N integrit$N courtes$ N seek to

understandN 'orgiveness N win-win N keep promises Nclari'$ e*pectationsN lo$alt$ to absent

• Search 'or @rd alternative - communication


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+rim +ab

• +rim tab is the small rudder that turns the big rudder in a ship, which in 'act turns theentire ship.

• Hou must tr$ to be the trim tab in anorgani(ation.

• Ghandi was, who lead with moral authorit$,

with no appointment, no elections, nolabeling, so was other +heresa.

• The )%C)#S TA# CAG# TA#CA?C#


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7hat you

careabout

7hat you

can do

something

about

Circle of Influence

Circle of

Concern


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7 Level of Ini!i"!ive # Self E$%o&er$en!

Do It

Do it & report periodicall$

Do it and report immediatel$

I Intend to do

ake a 6ecommendation

%ait until told

sk

S$nerg$

Empathy


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+6US+%/6+2H01SS

• 26+16

6 Integrit$

6 aturit$

6 bundance mentalit$

• /#1+01

6 +echnical

6 onceptual

6 Inter-dependenc$


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D T%ST

• Aonest(

• nte!rit(

• ?penness

• o(alt( to thea&sent

• See+ to un'erstan'

&e*ore u areun'erstoo'

• Clari*(epectations

• eep prooses

• ,or!iveness• $in win

arran!eents


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%in -%in rrangements

Goals

Desiredresults

101S/0S18 61S/U61S

/U0+7II+H

GUID1I01S

ommissioning the right person to the right )ob

with the right tools and support

istening ontinuum


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istening ontinuum

'6 Ignoring

() $retend (istening

7 $atroni8ing *

+6 Selectie (istening

,) "ttentie (istening

-) Empathic (istening

%ithin

ones own

'rame o'

re'erences

%ithinthe others

'rame o'

re'erences

The S9eet Spot


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#ath Finding & lignment

• #ath Finding

6 6easonable involvement

6 #aral$sis b$ anal$sis

6 nnounce vision

• lignment

6 reate s$stems to institutionali(e $our strateg$

6 reate escalating goals

6 d)ust and align


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1mpowerment

• anitors stor$• +hree ke$s

6 Share in'ormation

6 lear boundaries and create autonom$ 6 6eplace heirach$ with teams

• Si* conditions

6 +rustworthiness N trust N sel' directing teams N winwin N st$les and structures N ccountabilit$ M sel'

evaluation @>; degree


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+$pes o' eaderships

• ction centered leadership

• Situational leadership

• 1mpowerment

• #er'ormance eadership

• #rinciple centered leadership


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+I/0 10+61D

1D1S6S2I#


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uthorit$ o' eadership

Derives From

• #osition

• #ersonalit$• Lnowledge


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+hree Jariables o' eadership

• +he leader

• +he situation

•+he group


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+he @ 0eeds

• +ask M help to achieve common task

• +eam M build the s$nerg$ o' teamwork • Individual- respond to individuals


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ction entered eadership

• De'ining the task

• #lanning• 7rie'ing

• ontrolling

• 1valuating

• otivating• /rgani(ing

• #roviding an e*ample


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SI+U+I/0

1D16S2I#

h


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+he +wo Factors

• ompetence

6 Lnowledge or skills gained 'rom education

training & e*perience

• ommitment 6 on'idence & motivation

6 on'idence is sel' assuredness

6 otivation is interest & enthusiasm

Si i l d hi h i


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Situational eadership 7ehaviors

• Directive

6 Directing the subordinates

• Supportive

6 7uilding personal relationships

+h +h Di i


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+he +hree Dimensions

• +he amount o' direction the leader provides

• +he amount o' support and encouragement the

leader provides

• +he amount o' subordinate involvement in

decision making


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+he Four St$les

#irectie 73:(enthusiastic beginner)

2igh Directive

ow SupportiveStructure ontrol Supervise

Coaching 7.:(disillusioned learner)

2igh Directive

2igh Supportive

#elegating 7/:B peak performer)

ow supportiveow Directive

Supportie 72:(reluctant contributor)

2igh Supportiveow Directive

Ai!h

ow Ai!hSupportive

Dir

ective

D l l


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Developent evel

St(le o* lea'ership2igh

competence

2igh

commitment

2ighcompetence

Jariable

ommitment

Somecompetence

ow

ommitment

owompetence

2igh

ommitment

D=

Delegating

D@

Supporting

D

oaching

D<

Directive

#eak#er'ormer

6eluctantontributor

Disillusionedearner

1nthusiastic7eginner

D l ti


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Dele!ation

• Go*er Dele!ation

• Stewar' ship Dele!ation

• pwar' 'ele!ation


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#6I0I#110+61D

1D16S2I#


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* an e!! is &ro+en &( outsi'e --..a li*een's .

* an e!! &rea+s *ro within--.li*e &e!ins.

Great thin!s alwa(s &e!in *ro within.


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#rimar$ Greatness

• I0+1G6I+H

• +U6I+H

• 7U0D01 10+I+H


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Secondar$ Greatness

• S/I S++US

• #/SI+I/0

• F1

• %1+2

• +10+

+h + #


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+he +wo #rocesses

• S18U10+I

% /F +21 F6• 8UIL FI4

% /F +21 S2//

+ ' #


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+$pes o' #ower

• #osition #ower B manager

6 egitimate power

6 6eward power

6 oercive power

• #ersonal #ower B leader

6 1*pert power

6 6e'erent power


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)ower T(pes

CoercivePower

UtilityPower

Principle-CenteredPower

Fear Fairness Honor

Temporary Reactive

Control

Functional Reactive

Influence

Sustained Proactive

Influence

PARADIG!SEC.RITY


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PARADIG!

"#$TR# G.IDENCEWISDOM

POWER

)%C)#

) - (

/ T / - 0 (

7 - . 8

4 - 0 + 9

FA4/9

) ,+ A( 2 . +

F./+ 0:

( ) - 2 ( + ( + , F

* ' 2 . * '

+ 0 + 4

9


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= Dimensions In

#rinciple entered eadership

Securit$ M sel' esteem 5 personal strength #E$E%#"%T

%isdom M udgment 5 comprehension RE$E"T $"ST MIST";ES

Guidance 4 #rinciples5 Spiritual onscious

-"I( TO -I%ISH

#ower M apacit$ to act RE"CT TO E


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#ersonal

Interpersonal

anagerial

/rgani(ational

Four #rinciples o'


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• +rustworthiness

• +rust

• 1mpowerment

• lignment


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#16F/601

1D16S2I#


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+hree ategories and 1leven #ractices

C"!e/or0 '1

Cre"!e !2e

Perfor$"nce

3r"$e&or4

)ractice : Articulate

the organisation

mission

)ractice !: /dentify the

organisation

performance deficit

)ractice ": *larify the

theoretical lin% bet#een

target and mission

C"!e/or0 (1Drivin/

Perfor$"nce

I$%rove$en!

)ractice : 4onitor and

report progress fre


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rticulate the organi(ation ission

• ission Statements are: 6 generall$ vague

6 ma$ be inspirational

6 lacks speci'icit$

6 'ails to provide guidance

• +o proclaim clearl$ and 're9uentl$ what has to

be accomplished

Id ti' th / i ti t


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Identi'$ the /rgani(ations most

onse9uential #er'ormance De'icit

• Speci'ic problems that should be solved to

improve per'ormance which could be in

6 Inputs

6 #rocess

6 /utputs

6 /utcomes

1stablish a Speci'ic #er'ormance


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+arget

• Understandable detailed speci'ication o' target

• Speci'ic deadline attached to target

6 Input per'ormance target

• Increase number o' + 5 Introduce a new computer s$stem 6 #rocess per'ormance target

• 0ew curriculum 5 Strategic mechanism o' 7# testing and

education

6 /utput per'ormance target• Improve the average test scores 5 no o' measles immuni(ation

Clari*( (our Theoretical in+


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&etween Tar!et an' Bission

• Tar!et is not precisel( the sae asission

• Beetin! the tar!et shoul' help to

accoplish the ission• Shoul' not &e in'irect va!ue poorl(

un'erstoo' or non eistent• ?utput o* iuni;ation is connecte' to

the outcoe o* health not onl( intheor( &ut also epiricall(

onitor and 6eport #rogress


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Fre9uentl$ #ersonall$ #ublicl$

• ll should know that the leadership knowshow ever$bod$ is doing

• It should dramati(e

• /rgani(ation leaders are pa$ing attention to its

progress

• 2ow well di''erent teams are contributing to

the overall target B columns those who made

and those who did not

riving )erformance

7 ild / i l i i


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7uild /perational apacities

• Setting targets itsel' is not su''ice

• road map to create the operational capacit$

necessar$ to achieve the target

• /perational capacit$

• one$ 5 #eople 5 +raining

• +echnolog$ 5 #roduction s$stems

• orporation o' essential partners

riving )erformance !

+ake advantages o' small


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wins to reward success

• +he deepest principle o' human nature is thecraving to be appreciated B +hank $ou

• 0ot to create one annual target but 9uarterl$ or

monthl$ B strateg$ o' small wins

• reate targets that people can hit

• Get them hooked onto success

• 1ver$bod$ should be made to know the

achievements

riving )erformance =

/ i i


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reate 1steem /pportunities

• 0eed includes the desire 'or achievement, 'orade9uac$, 'or con'idence in the 'ace o' theworld

• 0eed includes the desire 'or reputation, prestige, recognition, attention, appreciation

• Satis'$ing sel' esteem need leads to sel'con'idence, worth, strength, capabilit$,

• reate opportunities 'or individuals to earnthis esteem

riving )erformance "

i 1 h # '


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earning to 1nhance #er'ormance

• heck 'or distortions and missionaccomplishment

• nal$(e a large number and a variet$ o'

indicators

• d)ust mission. target theor$, monitoring and

reporting, operational capacit$, rewards esteem

opportunities and5or anal$sis

uthentic eadershipB0/+ 26IS- /6+/6H M #/%16 /F I0S#I6+I/0


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B0/+ 26IS /6+/6H #/%16 /F I0S#I6+I/0

• Sel' wareness

6Seeks 'eedback to improve interactions

6 ccuratel$ describes how others view capabilities

• 7alanced processing

6 Solicits views that challenge deepl$ held belie's

6 isten to di''erentiate points o' view be'ore coming to conclusions

• 6elational +ransparenc$

6 Sa$s what $ou mean

6 Is willing to admit mistakes when the$ are made

• Internali(ed oral processing

6 Demonstrates belie's that are consistent with actions

6 akes decisions based on belie's

uthentic leadership


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uthentic leadership• Oin'luence relationshipP, OWithout relationships there is unlikely to be

much influence and without influence there is unlikely to be leadership

• Great leaders have been those with outward charisma, e*cellent orator$

and the abilit$ to inspire trans'ormation.

• O sincerity refers to the extent to which one’s outward expression of feelings

and thoughts are aligned with the reality experienced by the self.

• One’s sincerity is judged by the extent to which

• one is represented accurately and honestly to others, rather than theextent to which one is true to the self

>

!

!>

!


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O sincerity refers to the extent to which

one’s outward expression of feelings and

thoughts are aligned with the reality

experienced by the self . ()

One’s sincerity is judged by the extent towhich one is represented accurately and

honestly to others ,(!) rather than the

extent to which one is true to the self

!


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CONFLICT

RESOLUTION


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0eeds Interests and #ositions


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0eeds Interests and #ositions

• 0eeds are disclosed and discussed openl$ when 6 +imes are stable, trust is high, relationships are

good

• Interests are looked at abstract level when 6 +here is mistrust

6 0eeds reveal our vulnerabilit$

6+here are changes o' perception on each other

• #ositions are taken up and de'ended when

6 +he interests are under attack

T%e Dou&%nut ' $eeds Interests and Positions


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asicee's

nterests

)ositions

)osition

.esist

involvement ofBritish

3overnment

Brits out

)osition

.esist

involvement of

/rish

3overnment

0o surrender

/nterest

.emaining

British

/nterest

.emaining

/rish

+$pes o' on'lict


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+$pes o' on'lict

• Inter personal

• Intra personal

• Inter group

• Intra group

• ompetitive

• Destructive

Stages o' on'lict


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Stages o' on'lict

• #re con'lict

• on'rontation

• risis• /utcome

• #ost con'lict

%eaknesses o' on'lict


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%eaknesses o' on'lict

• Sur'aces lack o' harmon$

• 2ampers productivit$.

• owers morale

• ack o' resources N opportunities and career

development

Strengths o' on'licts


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Strengths o' on'licts

• 2elp to raise and address problems

• 2elps to recogni(e and bene'it 'rom

di''erences

• otivate people participation

1''ects


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1''ects

• Stress

• bsenteeism

• Sta'' turn over

• De- motivation

• ack o' productivit$

on'lict anagement


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on'lict anagement

• %ithin $oursel' 6 0ame M write $our thoughts

6 #erspective M how important

6 Identi'$ one thing u can do o' @ options• %ith another

6 Seek to understand be'ore u are understood

6 sk where u agree and disagree 6 Issues and not the personalit$

6 Identi'$ actions that can be done b$ one or both

on'lict +rans'ormation


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on'lict +rans'ormation

• hange relationships attitudes and behaviors

• ddress the deep rooted causes

• 6e9uires timel$ interventions

Steps in on'lict 6esolution


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Steps in on'lict 6esolution

• ssure privac$

• isten activel$

• 1mpath$ more than s$mpath$

• Focus on issue and not personalit$

• 1ncourage 'eed back

• Identi'$ alternate solutions• Feed back and $our action plan

#urpose o' on'lict 6esolution


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#urpose o' on'lict 6esolution

• ddress the conditions that led to the dispute

• Foster K ve attitude and reduce mistrust

• 2elp parties to understand each others needs

issues and sources and assist to 'ind lasting

solutions

6esolution


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eso ut o

• Interests and working relations are important

• Facilitation

• ediation

• rbitration

• itigation

• 0egotiation

Ai!hConcern

C?T%?G

Do it ( wa(HStrate!ies

)%?#B S?@Gets tr( to solve this

to!etherHStrate!ies


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,or)ersonal

Goals

owConcern *or

)ersonalGoals

ow Concern

*or%elationships

Ai!h Concern *or

%elationships

!Control copete *orce

:!htpatient with 'ialo!ue

an' in*oration!atherin!

)re*ers others to avoi'or accoo'ate

Strate!iesn*oration !atherin!'ialo!ue loo+in! *oralternatives see+in!

win win solution)re*ers others to solve

pro&le orcoproiseC?B)%?BSG

will !ive little (ou'o the saeH

Strate!ies

%e'uce epectation&ar!ain !ive an' ta+e

split the 'i/erence)re*ers others tocoproise oraccoo'ate

@?DG Conict what

conictH

Strate!ies,lee avoi' 'en(i!nore with'raw 'ela(

re*use 'ialo!ue or!ather in*oration

)re*er others to avoi'

CC?B?DTG $hat ever (ou sa( woul'

&e :ne with eHStrate!ies

!ree !ive in soothover 'i/erences i!nore

'isa!reeents intereste'in others in*oration an'

approval

)re*ers others to control

on'lict tree


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.oot causes

*ore problem

+ffects

nal$(ing con'lict : the s9uare


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$ g 9

G?S

C?B)T# G?S C?B)T#G?S

C?B)T# #A@?%

C?B)T

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S%,C#C?,CT

?)# C?,CT

T#TC?,CT

#A@

?%

#A@

?%

C?B)TTE ?, G?S D #A@?%

A%B?E$TA %oots


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T(!IR

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3.Management and Behavioral Science.pptManagement and Behavioral Science

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