ORGANIZATIONAL BEHAVIOR STUDY GUIDE

CHAPTER # 01

Chapter 1: What Is Organizational Behavior?

Introduction
Organizational Behavior (OB) is the study of how individuals, groups, and structures influence
behavior within organizations. It helps managers and employees understand and improve workplace
interactions, making organizations more efficient and productive.
Key Concepts
1. Definition of Organizational Behavior
Organizational Behavior (OB): The systematic study of how individuals and groups act within
organizations and how organizations respond to different environments.
2. Importance of Organizational Behavior
OB is crucial for improving:
 Employee performance
 Job satisfaction
 Leadership effectiveness
 Decision-making processes
 Organizational efficiency
3. Systematic Study of OB
Instead of relying on intuition, OB emphasizes:
 Scientific research and evidence-based management
 Behavioral patterns and cause-effect relationships
 Predicting employee behaviors using data analysis
4. Disciplines That Contribute to OB
OB is an interdisciplinary field that incorporates knowledge from:
Psychology
 Focuses on individual behavior, learning, personality, motivation, emotions, and perception.
 Example: Studying how workplace stress affects employee productivity.
Social Psychology
 Studies how individuals interact and influence each other.
 Example: Examining group dynamics and teamwork effectiveness.
Sociology
 Investigates organizational structures, cultures, and group behaviors.
 Example: Analyzing the impact of company hierarchy on employee relationships.
Anthropology
 Examines cultural influences on behavior.
 Example: Studying how corporate culture affects innovation.

5. Few Absolutes in OB
 Human behavior is complex and varies across situations.
 OB focuses on probability rather than certainty.
 Example: Motivational techniques that work in one company may not work in another.
6. Challenges and Opportunities in OB
Modern organizations face multiple challenges, but OB helps navigate them effectively.
1. Globalization and Cultural Diversity
 Employees come from diverse backgrounds, requiring cultural sensitivity.
 Example: A multinational company must adapt communication strategies for different cultures.
2. Workforce Demographics
 An aging workforce and generational differences influence management strategies.
 Example: Millennials prefer flexible work schedules, whereas older employees may value job
security.
3. Impact of Technology
 AI, automation, and remote work reshape organizational structures.
 Example: Virtual teams using collaboration tools like Zoom and Slack.
4. Ethical Considerations
 Businesses must uphold ethics in leadership and decision-making.
 Example: Ensuring fair wages and preventing discrimination in hiring.
7. OB Model: Inputs, Processes, and Outcomes
OB is structured into three key levels:
Inputs
 Personality, group structure, and organizational culture.
 Example: A company with a collaborative culture promotes teamwork.
Processes
 Individual motivation, group interactions, and leadership styles.
 Example: A charismatic leader may inspire higher employee engagement.
Outcomes
 Productivity, job satisfaction, and organizational performance.
 Example: Companies with satisfied employees tend to have lower turnover rates.
8. Summary
 OB provides insights into human behavior within organizations.
 It applies psychology, sociology, and anthropology to improve workplace dynamics.
 Challenges such as globalization, technology, and ethics shape modern OB.
9. Implications for Managers
 Understanding OB helps managers create a positive work environment.
 Effective leadership and communication improve employee performance.
 Example: A manager who recognizes employee efforts fosters job satisfaction.

Ethical Dilemma: There’s a Drone in Your Soup

1-11. How might the R2D2 drones influence employee behavior? Do you think they will cause
people to act more or less ethically? Why?
 The R2D2 drones may increase workplace surveillance, making employees more conscious of
their actions, potentially leading to more ethical behavior.
 However, some employees may feel uncomfortable and pressured, which could result in
resistance or ethical privacy concerns.
 Ethical behavior may improve if employees know their actions are being monitored, but it could
also decrease trust within the organization.
1-12. Who should get the drones initially? How can you justify your decision ethically? What
restrictions for use should these people be given, and how do you think employees, both those
who get drones and those who don’t, will react to this change?
 Drones should be distributed first to security and safety personnel to monitor workplace
conditions and prevent hazards.
 Ethically, this ensures the technology is used for employee safety rather than micromanagement.
 Restrictions should include strict privacy guidelines, limiting monitoring to work-related tasks
only.
 Employees with drones may feel empowered, while those without may feel left out or unfairly
monitored.
1-13. How will your organization deal with sabotage or misuse of the drones? The value of an
R2D2 drone is $2,500.
 Implement strict policies against misuse, including disciplinary actions.
 Train employees on the ethical use of drones.
 Establish tracking mechanisms to prevent theft or damage.
 Encourage employees to report concerns about drone misuse.
1-14. Many organizations already use electronic monitoring of employees, including sifting
through website usage and e-mail correspondence, often without the employees’ direct
knowledge. In what ways might drone monitoring be better or worse for employees than covert
electronic monitoring of Web or e-mail activity?
 Better:
o Drones provide real-time, transparent monitoring, unlike covert tracking.
o Employees are aware of surveillance, reducing feelings of deception.
 Worse:
o Can be seen as intrusive if used excessively.
o May reduce employee morale if perceived as micromanagement.
 A balanced approach, such as notifying employees about monitoring policies, can prevent ethical
concerns.

Chapter 2: Diversity in Organizations

Introduction
Diversity in organizations refers to the differences among employees in terms of gender, race, age,
ethnicity, sexual orientation, disability, and other characteristics. Managing diversity effectively helps
organizations leverage diverse perspectives and create an inclusive workplace.
Key Concepts
1. What is Workplace Diversity?
Workplace Diversity: The presence of differences among employees that impact interactions,
productivity, and company culture.
2. Levels of Diversity
 Surface-Level Diversity: Observable traits such as gender, age, and ethnicity.
 Deep-Level Diversity: Non-visible attributes like personality, values, and beliefs.
3. Benefits of Diversity
 Enhances creativity and innovation.
 Improves decision-making by incorporating multiple perspectives.
 Increases adaptability in global markets.
 Strengthens employer branding and talent acquisition.
4. Challenges in Diversity Management
 Communication barriers due to cultural differences.
 Resistance to change from employees.
 Unconscious bias in hiring and promotions.
 Conflict arising from different perspectives.
5. Strategies for Effective Diversity Management
 Inclusive hiring practices: Recruiting a diverse workforce.
 Diversity training programs: Educating employees on cultural competence.
 Mentorship and support networks: Encouraging collaboration among diverse groups.
 Flexible work policies: Accommodating different needs and backgrounds.
6. Legal and Ethical Considerations
 Equal Employment Opportunity (EEO) laws prevent workplace discrimination.
 Ethical obligations to foster inclusion and respect among employees.
7. Summary
 Diversity contributes to innovation and improved organizational performance.
 Companies must actively manage diversity to overcome challenges and foster inclusion.
 Legal frameworks and ethical principles guide diversity practices.
8. Implications for Managers
 Managers should implement inclusive policies to create a fair work environment.
 Training programs can reduce biases and encourage collaboration.
 Encouraging open dialogue ensures all employees feel valued and heard.

Chapter 3: Attitudes and Job Satisfaction

Introduction
Attitudes and job satisfaction are key factors influencing employee behavior and workplace
outcomes. Understanding how attitudes are formed and how they impact job satisfaction can help
managers create a more productive and positive work environment.
Key Concepts
1. What Are Attitudes?
 Attitude: A psychological tendency expressed through evaluations of people, objects, or events.
 Components of Attitudes:
o Cognitive: Beliefs and thoughts about something.
o Affective: Emotional response.
o Behavioral: Action based on attitude.
2. Major Work-Related Attitudes
 Job Satisfaction: How positive employees feel about their jobs.
 Organizational Commitment: Loyalty and attachment to an organization.
 Employee Engagement: Involvement and enthusiasm in work.
3. Factors Affecting Job Satisfaction
 Work environment
 Pay and benefits
 Leadership and management style
 Work-life balance
 Job security and career opportunities
4. Measuring Job Satisfaction
 Single Global Rating: A general satisfaction question.
 Summation Score: Evaluating different job aspects separately.

Chapter 4: Emotions and Moods

Introduction
Emotions and moods play a critical role in shaping workplace behavior. Understanding these factors
helps organizations manage employee performance, teamwork, and overall morale.
Key Concepts
1. Difference Between Emotions and Moods
 Emotions: Intense, short-lived reactions to specific events.
 Moods: Longer-lasting, less intense emotional states without a clear cause.
2. Sources of Emotions and Moods
 Personality
 Time of day
 Weather
 Stress
 Social activities
 Sleep
 Exercise
3. Emotional Intelligence (EI)
The ability to recognize and manage one's own emotions and those of others.
4. Emotional Labor
The regulation of emotions in the workplace to fulfill job requirements.
5. Impact on Job Performance
 Positive moods enhance creativity and problem-solving.
 Negative emotions can lead to stress and burnout.
6. Managing Emotions in Organizations
 Encouraging emotional awareness.
 Providing stress management programs.
 Creating a supportive work environment.

Chapter 5: Personality and Values

Introduction
Personality and values influence how individuals behave in the workplace. Understanding these traits
helps managers predict behavior, improve team dynamics, and enhance organizational effectiveness.
Key Concepts
1. What is Personality?
 Personality: The unique combination of emotional, thought, and behavioral patterns that define
an individual.
 Determinants of Personality:
o Heredity: Genetic traits inherited from parents.
o Environment: Cultural background, life experiences, and social interactions.
o Situation: Context-driven behavior changes.
2. Personality Traits and Theories
 The Myers-Briggs Type Indicator (MBTI): A personality assessment based on four contrasts:
o Extraversion (E) vs. Introversion (I)
o Sensing (S) vs. Intuition (N)
o Thinking (T) vs. Feeling (F)
o Judging (J) vs. Perceiving (P)
 The Big Five Personality Model:
o Openness to Experience: Creativity, curiosity, and imagination.
o Conscientiousness: Responsibility, dependability, and organization.
o Extraversion: Sociability, assertiveness, and enthusiasm.
o Agreeableness: Cooperation, trust, and compassion.
o Neuroticism (Emotional Stability): Anxiety, moodiness, and emotional instability.

3. Core Self-Evaluation (CSE)

 Self-esteem: Belief in one's worth and abilities.
 Locus of Control: Degree to which people believe they control their own fate.
 Self-efficacy: Confidence in one's ability to perform tasks.
 Emotional Stability: Ability to remain calm under pressure.

4. Personality and Job Performance

 Personality-Job Fit Theory: Certain personality traits align better with specific job roles.
 Impacts of Personality on Work Behavior:
o High conscientiousness → Better job performance.
o High extraversion → Strong leadership potential.
o High agreeableness → Better teamwork and cooperation.

5. What Are Values?

 Definition: Core beliefs about what is important and desirable.
 Types of Values:
o Terminal Values: Long-term goals (e.g., happiness, success, stability).
o Instrumental Values: Preferred behaviors (e.g., honesty, responsibility, discipline).
 Hofstede’s Cultural Dimensions: Framework for understanding cross-cultural differences in
values.

6. Implications for Managers

 Understanding personality helps in hiring the right employees.
 Aligning values with company culture improves job satisfaction.
 Encouraging self-awareness among employees can boost performance and teamwork.
 Chapter 6: Perception and Individual Decision Making
Introduction
Perception and decision-making are critical components of organizational behavior. Understanding
how individuals interpret information and make choices can help managers improve workplace
efficiency and decision accuracy.
Key Concepts
1. What is Perception?
 Perception: The process by which individuals interpret and organize sensory information to give
meaning to their environment.
 Factors Influencing Perception:
o Perceiver: Attitudes, experiences, motives, and expectations affect interpretation.
o Target: Characteristics such as novelty, motion, sounds, and background.
o Situation: The context in which perception occurs, such as time and location.
2. Common Perceptual Errors
 Selective Perception: Interpreting information based on personal interests and biases.
 Halo Effect: Forming an impression based on a single characteristic.
 Contrast Effect: Comparing individuals against others recently encountered.
 Stereotyping: Judging individuals based on group membership.
 Projection: Attributing one's own characteristics to others.
3. Attribution Theory
 Explains how individuals determine the causes of behavior.
 Internal Attribution: Behavior attributed to personal factors like effort or ability.
 External Attribution: Behavior attributed to situational factors like luck or task difficulty.
 Fundamental Attribution Error: Tendency to overestimate internal factors and underestimate
external factors in judging others.
 Self-Serving Bias: Attributing personal successes to internal factors and failures to external
factors.
4. Decision-Making in Organizations
 The Rational Decision-Making Model:
1. Define the problem.
2. Identify decision criteria.
3. Allocate weights to criteria.
4. Develop alternatives.
5. Evaluate alternatives.
6. Select the best alternative.
 Bounded Rationality Model:
o Recognizes that decision-makers work within constraints and often settle for satisfactory
solutions instead of optimal ones.
 Intuitive Decision Making:
o Making decisions based on experience, gut feeling, or instinct.
5. Biases and Errors in Decision-Making
 Overconfidence Bias: Overestimating the accuracy of one’s own judgments.
 Anchoring Bias: Relying too heavily on the first piece of information received.
 Confirmation Bias: Seeking out information that supports preexisting beliefs.
 Escalation of Commitment: Continuing on a failing course of action due to prior investments.
 Availability Bias: Judging events based on readily available memories.
6. Implications for Managers
 Understanding perception helps managers avoid biases when evaluating employees.
 Decision-making models aid in structuring problem-solving approaches.
 Recognizing biases can lead to better strategic and operational decisions.

Chapter 7 – Motivation Concepts

LO 7-1: Describe the Three Key Elements of Motivation

Motivation is the process that accounts for an individual’s:
 Intensity: How hard a person tries.
 Direction: Whether the effort is aligned with organizational goals.
 Persistence: How long the effort is maintained.

LO 7-2: Compare the Early Theories of Motivation

1. Maslow’s Hierarchy of Needs

Five levels of needs (bottom to top):
1. Physiological (food, water, shelter)
2. Safety (security, protection)
3. Social (belongingness, affection)
4. Esteem (status, recognition)
5. Self-actualization (personal growth)
🔎 Note: Needs must be satisfied from bottom up. Widely accepted but not strongly supported by
research.

2. Herzberg’s Two-Factor Theory

 Motivators (intrinsic): Achievement, recognition → lead to satisfaction.
 Hygiene Factors (extrinsic): Pay, policies → absence causes dissatisfaction, but presence doesn’t
increase motivation.

3. McClelland’s Theory of Needs

 Need for Achievement (nAch): Drive to excel.
 Need for Power (nPow): Desire to influence others.
 Need for Affiliation (nAff): Desire for friendly relationships.

🎯 LO 7-3: Self-Determination Theory aur Goal-Setting Theory ka farq

✅ Self-Determination Theory (SDT)

Basic idea:
Insan tabhi achi tarah kaam karta hai jab usay andar se (khud se) motivation milay — isay intrinsic
motivation kehte hain.
🔑 Teen Important Cheezen (Needs):
1. Autonomy – mujhe apna kaam apni marzi se karne ka ikhtiyar ho.
2. Competence – mujhe lagay ke mai kisi kaam mai achha hoon.
3. Relatedness – dusron ke sath achha connection mehsoos karun.
👉 Jab kisi ko sirf external reward milta hai (jaise paisay ya bonus), to uski andar wali motivation
kam ho sakti hai.

✅ Goal-Setting Theory
Basic idea:
Jab goals clear, mushkil aur specific hote hain, to log zyada mehnat se kaam karte hain.
🔑 Key Terms:
1. Specific goals – "Sales badhao" ke bajaye "Sales 20% tak badhao" zyada asar karta hai.
2. Challenge – Goal mushkil hona chahiye taake banda motivate ho.
3. Feedback – Pata chalna chahiye ke hum kaise perform kar rahe hain.

� Farq dono theories mai:

Feature Self-Determination Theory Goal-Setting Theory
Clear goals milain to motivation
Motivation Andar se (intrinsic) motivation zaroori hai
barti hai
Focus Autonomy, relatedness, competence Goal ki clarity aur difficulty
Reward ka External rewards se motivation kam bhi Rewards ko goal se link kiya jata
effect ho sakti hai hai

🎯 LO 7-4: 4 Aur Important Motivation Theories

1. Self-Efficacy Theory (Bandura)

Basic idea:
Agar mujhe yakin hai ke mai koi kaam kar sakta hoon, to mai us par zyada mehnat karunga.
🔑 Self-efficacy barhne ke tareeqay:
 Mastery – Jab maine pehle bhi ye kaam kiya ho.
 Vicarious learning – Dusre ko dekh kar seekhna.
 Verbal persuasion – Jab koi mujhe keh kar motivate kare.
 Emotional state – Jab mai calm aur confident mehsoos karun.

2. Reinforcement Theory
Basic idea:
Insan ka behavior usay milne wale result par depend karta hai.
🔑 Do types:
 Positive reinforcement – Acha kaam karo, reward milay.
 Negative reinforcement – Bura kaam karo, punishment milay.
👉 Ye theory kehti hai ke past experience kaafi hota hai samajhne ke liye ke banda kya karega.

3. Equity Theory / Organizational Justice

Basic idea:
Agar banda dekhta hai ke uske sath insaf ho raha hai (ya nahi), to uski motivation affect hoti hai.
🔑 Types of Justice:
 Distributive Justice – Result fair hai ya nahi? (jaise salary)
 Procedural Justice – Decision ka process fair hai ya nahi?
 Interactional Justice – Mujhe izzat se treat kiya gaya ya nahi?
👉 Agar banda unfair feel kare, to wo kam motivate hota hai ya negative behavior dikhata hai.

4. Expectancy Theory (Vroom)

Basic idea:
Log tab effort lagate hain jab unko lagay ke unki mehnat ka result milega.
🔑 Formula:
Motivation = Expectancy × Instrumentality × Valence
1. Expectancy – Agar mai mehnat karun to mai achha perform kar sakta hoon?
2. Instrumentality – Agar mai achha perform karun to reward milay ga?
3. Valence – Kya mujhe reward ki value lagti hai?
👉 Agar in teenon mai se koi bhi weak ho, to motivation gir jati hai.

LO 7-5: Job Engagement

 Involves physical, cognitive, emotional energy at work.
 High engagement = High performance & commitment.
 Key for managers to create environments that encourage engagement.

LO 7-6: Integrating Contemporary Theories

 No single theory explains everything.
 Combined model includes:
o Expectancy theory as the foundation.
o Goal-setting to direct effort.
o Reinforcement and justice to shape performance outcomes.
o Individual traits (e.g., achievement need) influence how people respond.
 Chapter 8 – Motivation: From Concepts to Applications

🎯 LO 8-1: Job Characteristics Model ka kaam kaise motivation badhata hai?

Job Characteristics Model (Hackman & Oldham) kehta hai ke agar kaam ka design (structure) sahi ho,
to log zyada motivated feel karte hain.

🔑 5 Main Job Features:

1. Skill Variety – Kaam mai alag alag skills use karne ka chance ho.
2. Task Identity – Banda pura kaam khud complete kare (start to end).
3. Task Significance – Kaam doosron ki life pe asar daale.
4. Autonomy – Apni marzi se kaam karne ki azadi.
5. Feedback – Kaam ke result ka direct response mile.

👉 In features se employees ko kaam meaningful lagta hai, wo zimmedari mehsoos karte hain aur unhe
performance ka feedback milta hai.

🎯 LO 8-2: Jobs redesign karne ke main tareeqay

Job redesign ka matlab hai kaam ke structure ko is tarah badalna ke wo zyada engaging ho jaye.

✅ Job Redesign Techniques:

1. Job Rotation – Ek employee ko alag alag roles mai rotate karna.

o 👨🔧 Boredom kam hota hai, naye skills seekhne ko milte hain.
2. Job Enrichment – Kaam mai zyada responsibility aur autonomy dena.
3. Relational Job Design – Kaam aisa banana ke uska asar doosron par directly mehsoos ho.

🎯 LO 8-3: Alternative Work Arrangements se motivation kaise hoti hai?

1. Flextime – Apne kaam ke hours khud set karne ki flexibility.

2. Job Sharing – Ek job ko do log milkar karte hain (part-time).
3. Telecommuting – Office ke bajaye ghar ya kisi aur jagah se kaam karna.

� In options se work-life balance behtar hota hai, stress kam hota hai, aur motivation barhti hai.

🎯 LO 8-4: Employee Involvement Programs ka asar

Employee Involvement ka matlab hai ke employees ko decision-making mai shamil karna.

🔑 Do Main Types:

1. Participative Management – Employees apne kaam se related decisions mai shamil hote hain.
2. Representative Participation – Employees ke representatives (jaise union reps) decision-making
mai involve hote hain.

✅ Is se unki ownership, responsibility aur satisfaction barhti hai.

🎯 LO 8-5: Variable-Pay Programs se motivation kaise barhti hai?

Yeh programs performance ke base pe pay karte hain. Jaise:

 Piece-Rate Pay – Jitna kaam utni payment.

 Merit-Based Pay – Achhi performance pe zyada paisay.
 Bonuses – Short-term goals complete hone pe extra reward.
 Profit Sharing – Company ka profit employees ke sath share karna.
 Stock Ownership Plans – Employees ko company ke shares miltay hain.

👉 Jab log dekhte hain ke unki mehnat ka direct reward milta hai, to wo zyada motivated feel karte hain.

🎯 LO 8-6: Flexible Benefits kyu important hain?

Har employee ki needs alag hoti hain. Flexible Benefits Plan mai har banda apne liye suitable benefits
choose kar sakta hai (medical, insurance, leave waghera).

✅ Jab benefits relevant hote hain, to employees unhe valuable samajhte hain → motivation barhti hai.

🎯 LO 8-7: Intrinsic Rewards aur Recognition Programs ka role

Intrinsic rewards ka matlab hai andar se milne wali khushi – jaise appreciation, personal growth,
achievement.

✅ Recognition Programs:

 Achha kaam karne walon ko openly appreciate karna (awards, claps, shoutouts).
 Research kehti hai log "recognition" ko sabse powerful motivator samajhtay hain.
👉 Free hota hai, lekin motivation pe strong asar karta hai.

Chapter 9 – Foundations of Group Behavior

🎯 LO -1: Different types of groups ka farq samjhao

✅ Formal Group

Yeh group organization ke rules aur structure ke mutabiq banaya jata hai. Jaise:

 Airline crew, jinhain specific kaam diye jaate hain.

✅ Informal Group

Yeh naturally banta hai jab log social contact ke liye milte hain.

 Jaise lunch pe saath jana, tea break pe baat karna.

🎯 LO 9-2: Punctuated-Equilibrium Model kya hai?

Yeh model explain karta hai ke groups time ke sath kaise develop hote hain.

1. Phase 1 – Group ka initial setup, planning kam hoti hai.

2. Midpoint – Sudden realization hoti hai ke time kam hai.
3. Phase 2 – Mehnat aur action barhta hai, final output complete hota hai.

👉 Group ki productivity beech mai jaake achanak barhti hai.

🎯 LO 9-3: Role requirements har situation mai kaise badalte hain?

 Role Perception – Aap kya samajhtay ho ke aapka role kya hai.

 Role Expectations – Dusre log aap se kya expect karte hain.
 Role Conflict – Jab alag-alag expectations clash karte hain.

💡 Example: Ek employee ko boss keh raha hai rules follow karo, aur client keh raha hai rules ignore karo
→ conflict hoga.
🎯 LO 9-4: Group norms ka individual behavior pe kya asar hota hai?

Norms ka matlab hai unwritten rules jo group ke andar follow kiye jaate hain.

 Norms logon ke behavior ko guide karti hain.

 Positive Norms → Teamwork, respect.
 Negative Norms → Gossip, non-cooperation.

👉 Jab group ka norm strong hota hai, log usko follow karte hain chahe wo acha ho ya bura.

🎯 LO 9-5: Status aur size ka group performance pe kya asar hota hai?

✅ Status

 Kisi ka rank ya importance group mai.

 High-status log zyada influence rakhte hain.
 Low-status log kam bolte hain ya shy rehte hain.

✅ Size

 Chota group → Fast decision making, lekin limited ideas.

 Bara group → Diverse ideas, lekin slow communication.

🎯 LO 9-6: Cohesiveness aur Diversity group effectiveness mai kaise madad karte hain?

✅ Cohesiveness

Group members ka ek dosre ke sath attached hona.

 Zyada cohesiveness ho aur performance norms bhi strong hon → best performance.

✅ Diversity

Log alag background, culture ya skills se aate hain.

 Positive side: Innovation, naye ideas.

 Negative side: Misunderstanding, conflicts.

🎯 LO 9-7: Group decision making ke pros aur cons

✅ Strengths:
  Zyada ideas, brainstorming.
 Decision par zyada log satisfied hote hain.

❌ Weaknesses:

 Groupthink – Jab sab sirf agree karte hain aur critical soch kam ho jaati hai.
 Groupshift – Jab group zyada risky ya extreme decision le leta hai individual ke comparison mai.

Chapter 10: Understanding Work Teams

🔹 LO 10-1: Analyze the continued popularity of teams in organizations

Teams organizations mein popular kyun hain?

 Teams flexible hoti hain, quickly kaam start aur finish kar sakti hain.
 Individuals milke aise tasks complete kar lete hain jo akelay possible nahi hota.
 Teams employee involvement aur decision making mein participation badhati hain.
 Jab log teams mein kaam karte hain toh unki collaborative thinking bhi strong hoti hai.

🔹 LO 10-2: Contrast groups and teams

Group aur Team ka farq:

Group Team
Group sirf info share karta hai aur individual ka Team collectively kaam karti hai ek common goal
kaam help karta hai. achieve karne ke liye.
Performance = har member ka individual result ka Performance = synergy (collective effort se better
total result)
Interaction hoti hai but coordination nahi hoti Coordination aur collaboration dono hote hain

📝 Yaad rakho: Har team group hoti hai, lekin har group team nahi hota.

🔹 LO 10-3: Contrast the five types of team arrangements

5 types of teams:

1. Problem-Solving Teams
o Ek department ke log short-term issues solve karte hain.
o Recommend karte hain, lekin decisions nahi lete.
2. Self-Managed Teams
 o Apni planning aur scheduling khud karti hain.
o Zyada control aur responsibility team ke paas hoti hai.
3. Cross-Functional Teams
o Alag alag departments ke log milke kaam karte hain.
o Ideas aur innovation improve hoti hai.
4. Virtual Teams
o Internet ya digital tools use kar ke kaam karti hain.
o Face-to-face nahi milti, trust aur coordination mushkil hoti hai.
5. Multiteam Systems (MTS)
o 2 ya zyada teams milke ek bada goal achieve karti hain.
o Har team apna kaam karti hai, but coordination zaroori hoti hai.

🔹 LO 10-4: Identify the characteristics of effective teams

Team effectiveness ke 3 major factors hain:

1. Context (Mahol)
o Resources available hon
o Leadership aur structure clear ho
o Trust ka environment ho
o Fair evaluation aur reward system ho
2. Composition (Team ka banawat)
o Team members ke paas required skills hon
o Achhi personality ho (especially conscientiousness aur openness)
o Roles clearly defined hon
o Team size suitable ho
o Members ka team work ka preference ho
3. Process (Kaam ka tareeqa)
o Clear purpose aur specific goals
o Team efficacy (apne goals par bharosa)
o Team identity aur unity
o Conflict management
o Avoid social loafing (kaam na karna aur dusron pe chor dena)

🔹 LO 10-5: Explain how organizations can create team players

Team player bananay ke 3 main tareeqay:

1. Selection:
o Aise log hire karo jo already team work mein strong hon (interpersonal skills)
2. Training:
o Teamwork ke liye training do — jaise communication, problem-solving skills
3. Rewarding:
o Cooperative aur team behavior ke liye rewards do, sirf individual performance pe nahi
🔹 LO 10-6: Decide when to use individuals instead of teams

Team vs Individual kaam kab decide karein?

Team tab use karo jab:

 Task complex ho aur multiple skills chahiye hon

 Interdependence ho (sab kaam ek dosray pe depend karein)
 Common goal ho jo sab milke achieve karein

Individual tab use karo jab:

 Task simple ho aur ek banda efficiently complete kar sakta ho

 Interdependence ki zarurat na ho

Chapter 11: Communication

🎯 LO 11-1: Communication kya hoti hai aur iska process kya hai?

Communication ka matlab hai ek banda dusre ko koi message bhejta hai taake meaning share ho.

✅ Communication Process:

1. Sender – Jisne message bhejna hai.

2. Encoding – Message ko words/symbols mein convert karna.
3. Message – Information jo bheji ja rahi hai.
4. Channel – Medium (jaise face-to-face, email, etc.)
5. Receiver – Jisne message receive karna hai.
6. Decoding – Message ko samajhna.
7. Feedback – Response jo receiver sender ko deta hai.
8. Noise – Har woh cheez jo message ko distort kare (jaise background sound, misunderstanding).

🎯 LO 11-2: Communication ke formal aur informal channels ka farq

 Formal Communication:
Organizational structure ke through hoti hai (jaise manager ka employee ko email).
o Types: Downward, Upward, Lateral
 Informal Communication (Grapevine):
Natural social interaction se hoti hai — rumors, gossip, etc.
 o Fast hoti hai, lekin hamesha accurate nahi.

🎯 LO 11-3: Oral, Written aur Nonverbal communication ka comparison

Type Pros Cons

Oral Fast, feedback milta hai Misunderstanding ka risk
Written Record hoti hai, clear hoti hai Slow, immediate feedback nahi
Nonverbal Body language, tone ka asar Misinterpretation ka chance

📝 Nonverbal cues jaise eye contact, gestures, tone of voice — message ko strong ya weak bana sakte
hain.

🎯 LO 11-4: Communication technology ne workplace pe kya asar dala?

 Emails, messages, video calls ne speed badha di.

 Lekin distractions, overload aur face-to-face contact kam ho gaya.
 Misunderstandings barh gayi hain due to tone loss in texts.

� Tip: Technology helpful hai, lekin overuse communication quality ko affect karta hai.

🎯 LO 11-5: Communication barriers kya hoti hain?

✅ Barriers:

 Filtering – Message ko selectively present karna.

 Selective perception – Banda sirf woh sunta hai jo wo sunna chahta hai.
 Information overload – Zyada data milna, decision mushkil.
 Emotions – Ghussa, stress message ko distort karte hain.
 Language – Alag backgrounds = alag meanings.
 Silence – Jab banda kuch nahi bolta, lekin iska bhi ek message hota hai.

🎯 LO 11-6: High-context aur low-context cultures ka farq

High-Context Culture Low-Context Culture

Zyada non-verbal cues Clear aur direct words
Relationships important Task-focused
Example: Japan, Arab Example: USA, Germany
🎯 LO 11-7: Communication ko effective banane ke liye manager kya karein?

 Feedback encourage karo

 Active listening sikhao
 Simple aur clear language use karo
 Trust build karo team mein
 Cultural awareness develop karo

� Case Incident 1: Organizational Leveraging of Social Media

Summary:
Companies social media ka use kar rahi hain taake apna message aur image duniya tak pohchayein. Lekin
har company ko pata nahi hota ke social media ka effective use kaise kiya jaye.
Example: Bahut se CEOs khud active hi nahi hain social media pe.

⚠� Issues:
 Control mushkil hota hai — koi bhi kuch bhi post kar sakta hai.
 Company ka confidential data leak ho sakta hai.
 Agar page inactive ho jaye, to negative impression padta hai.

💡 Lesson:
Social media powerful tool hai, lekin strategy aur control ke sath use karna chahiye. Internal networks
pe pehle test karna useful hota hai.

� Case Incident 2: Maldives Cabinet’s Underwater Meeting

Summary (Roman Urdu):
Maldives ke President aur Ministers ne underwater meeting ki taake world ko climate change ke khilaf
message diya ja sake. Ye meeting symbolic thi — coral reefs aur rising sea levels ka issue highlight karne
ke liye.
🌊 Purpose:
 Climate change awareness.
 Strong visual message via live communication.
📢 Communication Elements:
 Encoding: Climate concern ko underwater meeting se message banana.
 Channel: Visual media, social media, news.
 Feedback: Global attention, media buzz.
💡 Lesson:
Kabhi kabhi visual ya symbolic communication written ya spoken message se zyada impactful hoti hai
— agar audience targeted ho.
 Chapter 12 - Leadership

12-1: Trait Theories ke mutabiq leadership ke conclusions kya hain?

Trait theories kehti hain ke ache leaders kuch khas personality traits rakhte hain – jaise ke self-
confidence, determination, honesty aur intelligence. Ye theories is baat par focus karti hain ke leadership
ek insan ki fitrat ka hissa hoti hai.
Lekin limitation ye hai ke sirf traits se predict nahi kiya ja sakta ke kaun acha leader banega.

12-2: Behavioral theories ke central ideas aur unki limitations kya hain?
Behavioral theories kehti hain ke leadership seekhi ja sakti hai. Ye theories leader ke actions par focus
karti hain – jaise democratic ya autocratic behavior.
Limitation ye hai ke ye theories har situation ke liye equally effective nahi hoti. Har environment ya
group ke liye alag behavior kaam karta hai.

12-3: Contingency theories kya hain aur wo leadership ko kaise explain karti hain?
Contingency theories yeh kehti hain ke koi ek style har situation mein kaam nahi karti. Leader ki
effectiveness depend karti hai situation aur environment par.
Examples hain:

 Fiedler’s Model
 Situational Leadership Theory
 Path–Goal Theory
 Leader–Participation Model

1. Fiedler’s Contingency Model

Basic Idea:
Fiedler kehta hai ke har leader ka apna ek fixed style hota hai – ya to task-oriented (kaam pe
focus) ya relationship-oriented (logon pe focus).

Key Points:

 Ye model "match" karta hai leader ki style ko situation ke sath.

 Situation evaluate ki jati hai 3 cheezon se:
1. Leader-member relations (team aur leader ka relationship kaisa hai?)
2. Task structure (kaam kitna structured hai?)
3. Position power (leader ke paas kitni authority hai?)

Conclusion:
Kuch situations mein task-oriented leaders better hote hain, aur kuch mein relationship-oriented.

Example:
Agar team aur leader ka relation strong hai, kaam structured hai, aur authority bhi strong hai, to
task-oriented leader effective hota hai.
2. Situational Leadership Theory (SLT)

Developed by: Hersey and Blanchard

Basic Idea:
Effective leadership depend karta hai followers ki readiness (ya maturity) pe.

4 Styles of Leadership:

1. Telling – Low maturity: Leader batata hai kya karna hai.

2. Selling – Some ability but not willing: Leader convince karta hai aur direction deta hai.
3. Participating – Able but not confident: Leader involve karta hai decision making mein.
4. Delegating – Able and willing: Leader kaam assign karta hai aur interfere nahi karta.

Conclusion:
Leader ko apna style adjust karna chahiye followers ke level of readiness ke mutabiq.

3. Path–Goal Theory

Developed by: Robert House

Basic Idea:
Leader ka kaam hai apne followers ke goals tak pohanchne ka raasta clear karna (path clear
karna).

Leader ke Styles (based on situation):

1. Directive – Jab kaam unclear ho. Leader instructions deta hai.

2. Supportive – Jab kaam stressful ho. Leader support aur encouragement deta hai.
3. Participative – Jab follower input chahta ho. Leader mil kar decision leta hai.
4. Achievement-oriented – Jab high performance chahiye. Leader challenging goals set karta hai.

Conclusion:
Leader ko apna style situation aur follower ke need ke mutabiq change karna chahiye.

4. Leader–Participation Model

Developed by: Victor Vroom & Philip Yetton

Basic Idea:
Ye model guide karta hai ke leader ko decision making mein team ko kitna involve karna
chahiye.

Focus:
Kuch decisions leader khud le sakta hai (autocratic), kuch mein team ko involve karna hota hai
(democratic).
 5 Decision Styles (from autocratic to group-based):

1. Leader khud decide karta hai.

2. Leader inputs leta hai but khud decide karta hai.
3. Leader consult karta hai individually.
4. Leader consult karta hai group ke sath.
5. Group mil kar decide karta hai.

Conclusion:
Best decision-making style situation pe depend karta hai – jaise time, importance, follower
capability, etc.

12-4: Contemporary theories kya hain aur unka taluq foundational theories se kya hai?
Contemporary theories naye concepts introduce karti hain jaise:

 Leader-Member Exchange (LMX) theory – strong relationships matter.

 Charismatic leadership – leader ki personality inspire karti hai.
 Transformational and Transactional leadership – transformational leader vision deta hai,
jabke transactional leader reward/punishment deta hai.

Ye theories purani theories ka extension hain, lekin modern context mein apply ki jaati hain.

12-5: Leaders ethical organizations kaise create karte hain?

Leaders agar khud ethical values follow karein to wo organization mein bhi integrity, fairness aur trust ka
culture promote karte hain.
Wo transparency, responsibility aur role modeling se ek ethical environment create karte hain.

12-6: Leaders organization par positive asar kaise dalte hain through trust aur mentoring?
Leaders jab trust develop karte hain to employees zyada loyal aur productive hote hain.
Mentoring ka matlab hai ek experienced leader kisi naye employee ko guide karta hai – is se learning aur
growth hoti hai, aur future leaders develop hote hain.

12-7: Leadership ke understanding mein kya challenges hain?

Kuch important challenges:

 Leadership as Attribution: log outcome dekh kar assume kar lete hain ke leader acha ya bura
hai.
 Substitutes and Neutralizers: kabhi kabhi leadership ka effect kisi system ya culture ki wajah se
kam ho jata hai.
 Online Leadership: remote teams ke sath effectively lead karna ek naya challenge hai.
 Selecting aur Training Leaders bhi complex hota ja raha hai.
 Chapter 13: Power and Politics

13-1: Leadership aur Power mein farq kya hai?

Leadership ka matlab hota hai logon ko inspire karke goal achieve karwana.
Power ka matlab hota hai doosron ke behavior ko apni marzi ke mutabiq badalna.
Leader power ka use karta hai, lekin har powerful banda leader nahi hota.

13-2: Power ke 5 bases kya hain aur un mein farq kya hai?

Formal Power:

1. Coercive Power – Dhamki ya punishment ki power.

2. Reward Power – Rewards dene ki power (bonus, promotions).
3. Legitimate Power – Job position ya designation wali power.

Personal Power:
4. Expert Power – Kisi field ka knowledge ya skill hona.
5. Referent Power – Log apko pasand karte hain aur follow karte hain (influence due to personality).

Farq ye hai: Formal power position se milti hai, jab ke personal power insani attributes se milti hai.

13-3: Power relationships mein dependence ka kya role hai?

Jab kisi cheez ki zarurat ho aur sirf ek shakhs usay control karta ho, to hum us pe depend karte hain.
Jitni zyada dependency, utni zyada power.
Example: Agar boss aapki salary approve karta hai, to us ke paas aap pe power hoti hai.

13-4: Power ya influence tactics kya hoti hain aur unki effectiveness kaise vary karti hai?

9 Influence Tactics:

1. Legitimacy – Rules ka sahara lena

2. Rational persuasion – Logical reasoning dena
3. Inspirational appeal – Jazbaati appeal
4. Consultation – Mashwara lena
5. Exchange – "Main ye karoon ga agar tum ye karo"
6. Personal appeal – Dosti ya loyalty ki base pe
7. Ingratiation – Flattery, tareef
 8. Pressure – Dhamki, bar bar kehna
9. Coalition – Group bana kar pressure daalna

Most effective: Rational persuasion, inspirational appeal, consultation

Least effective: Pressure

13-5: Power ke misuse (abuse) ke causes aur consequences kya hain?

Causes:

 Excess power bina accountability ke

 Self-interest
 Organizational culture

Consequences:

 Low morale
 Resentment
 Turnover
 Ethical issues (jaise unfair promotions, harassment)

13-6: Organizations mein politics kaise kaam karti hai?

Politics hoti hai jab log power ka use karte hain decision-making pe influence dalne ke liye – mostly apne
faide ke liye.
Examples:

 Secret alliances
 Rumors
 Whistle-blowing
 Favoritism
 Resource control

13-7: Political behavior ke causes, consequences, aur ethical aspects kya hain?

Causes:

 Limited resources
 Different goals/values
 Ambiguity in rules
 Individual traits (high self-monitoring, Machiavellianism)

Consequences:

 Stress
  Low performance/satisfaction
 Increased turnover

Ethics:
Har political move ethical nahi hoti.
Agar kisi ko harm ho ya unfair advantage mile, to woh unethical samjha jata hai.

Chapter 14: Conflict and Negotiation

14-1: Teen types of conflict aur teen “loci” of conflict kya hain?

🔹 Types of Conflict:

1. Task Conflict – Jab kaam karnay ka tareeqa ya content pe disagreement hota hai.
2. Relationship Conflict – Jab personal issues ya ego involve ho.
3. Process Conflict – Jab log disagree karte hain kaam kis tarah kiya jaye.

🔹 Loci (Jaga) of Conflict:

1. Dyadic Conflict – Do logon ke darmiyan.

2. Intragroup Conflict – Ek group ke andar.
3. Intergroup Conflict – Do groups ke darmiyan.

14-2: Conflict process ke steps kya hain?

Conflict 5 stages mein develop hota hai:

1. Potential Opposition ya Incompatibility – Jab koi cheez clash karti hai (resources, goals, etc.)
2. Cognition and Personalization – Jab banda is conflict ko mehsoos karta hai.
3. Intentions – Banda decide karta hai woh kaise react karega (avoid, compete, collaborate etc.)
4. Behavior – Actual action hoti hai (arguments, negotiation, aggression etc.)
5. Outcomes – Result aata hai (positive ya negative)

14-3: Distributive aur Integrative Bargaining mein kya farq hai?

🔸 Distributive Bargaining:

 Win-Lose situation
 Limited resources
 Example: “Mujhe zyada chahiye, tumhe kam milega.”
🔸 Integrative Bargaining:

 Win-Win situation
 Dono parties mil kar solution nikalti hain
 Example: “Tumhe bhi faida mile, mujhe bhi.”

14-4: Negotiation process ke 5 steps kya hain?

1. Preparation and Planning – Pehle homework karo: kya chahiye, kya issues hain.
2. Define Ground Rules – Rules tay karo: kaun negotiate karega, kab, kahan.
3. Clarification and Justification – Dono sides apni position clear karti hain.
4. Bargaining and Problem Solving – Actual give-and-take hota hai.
5. Closure and Implementation – Final agreement hota hai aur implement kiya jata hai.

14-5: Individual differences negotiation ko kaise affect karte hain?

Negotiation mein farq padta hai:

 Personality – Jaise agreeable log zyada flexible hote hain.

 Mood/Emotions – Gussa ya anxiety result pe asar dal sakta hai.
 Gender – Kabhi kabhi gender roles bhi style aur result pe asar dalte hain.
 Culture – Collectivist cultures zyada relationship pe focus karti hain, individualist cultures
results pe.

14-6: Third-party negotiations kya hoti hain aur unke roles kya hain?

Jab conflict intense ho jaye to teesri party involve hoti hai:

🔹 Roles:

 Mediator – Dono sides ko communicate karwata hai, solution dhoondta hai.

 Arbitrator – Decision leta hai jo legally binding ho sakta hai.
 Conciliator – Communication improve karta hai (less formal).
 Chapter 15: Foundations of Organization Structure

15-1: Organization Structure ke 7 basic elements kya hain?

Kisi bhi organization ka structure 7 cheezon pe depend karta hai:

1. Work Specialization – Kaam ko chhote tasks mein divide karna.

2. Departmentalization – Similar kaam karne walon ko ek group mein rakhna.
3. Chain of Command – Kis ko kis ke under kaam karna hai, yeh line of authority.
4. Span of Control – Ek manager ke under kitne log kaam kar rahe hain.
5. Centralization vs Decentralization – Decision power boss ke paas hai ya lower levels ko bhi di
gayi hai?
6. Formalization – Kaam karne ke rules kitne strict aur documented hain.
7. Boundary Spanning – Alag departments ke log aapas mein collaborate karte hain ya nahi.

15-2: Functional, Divisional, aur Matrix structure ke khasoosiyat kya hain?

 Functional Structure:
Employees ko unke kaam (marketing, HR, finance) ke basis par group kiya jata hai.
Pros: Efficiency
Cons: Communication mushkil hoti hai between departments.
 Divisional Structure:
Products ya regions ke basis pe departments bante hain (e.g. Asia division, Food division).
Pros: Customer ya product focus
Cons: Duplicate kaam aur zyada cost
 Matrix Structure:
Functional + Divisional ka mix. Ek employee ke 2 bosses ho sakte hain (e.g. product manager aur
department head).
Pros: Coordination behtareen
Cons: Confusion aur conflict ka chance

15-3: Virtual, Team aur Circular structures ke features kya hain?

 Virtual Structure:
Chhoti core team hoti hai, baqi kaam outsource kiya jata hai.
Pros: Flexibility aur low cost
Cons: Confusion, weak culture
 Team Structure:
Hierarchy ko hata kar empowered teams banayi jati hain.
Pros: Flexibility, fast decision-making
Cons: Accountability unclear ho sakti hai
 Circular Structure:
Center mein top management hota hai, aur ideas outward flow karte hain in rings (managers →
specialists → workers).
 Pros: Vision-focused
Cons: Reporting lines unclear

15-4: Downsizing ka organization aur employees pe kya asar padta hai?

 Jab organization size chhoti ki jati hai cost save karne ke liye.
 Pros: Cost reduction
 Cons: Employees insecure ho jate hain, stress barhta hai, morale down hota hai

15-5: Mechanistic aur Organic models mein kya farq hai?

 Mechanistic Model:
Strict rules, hierarchy, formal structure – jaise government offices.
Best jab environment stable ho.
 Organic Model:
Flexible, open communication, less hierarchy – jaise startups.
Best jab environment dynamic ho.

15-6: Different structures ka employees ke behavior pe kya asar hota hai?

 Mechanistic:
Employees ko clarity milti hai, lekin creativity kam hoti hai.
 Organic:
Employees zyada involved hote hain, lekin roles unclear ho sakte hain.
 Har employee ki preference alag hoti hai – kuch log clear rules pasand karte hain, kuch log
freedom.

Chapter 16: Organizational Culture

16-1: Organizational Culture kya hoti hai aur uski khas characteristics kya hain?

Organizational culture ka matlab hai ek shared soch aur values ka system jo logon ko batata hai ke kisi
organization mein kaise behave karna hai.

7 Key Characteristics:

1. Innovation & Risk-Taking – Naye ideas ko encourage karna.

2. Attention to Detail – Har kaam mein precision aur analysis.
3. Outcome Orientation – Results pe zyada focus.
 4. People Orientation – Logon ko decision making mein importance dena.
5. Team Orientation – Teamwork ko promote karna.
6. Aggressiveness – Competitive behavior ya easy-going attitude.
7. Stability – Change ke bajaye consistency ko prefer karna.

16-2: Organizational culture ka positive aur negative (functional aur dysfunctional) asar kya hota
hai?

🔹 Positive (Functional):

 Motivation aur performance barhti hai

 Teamwork strong hota hai
 Innovation aati hai

🔹 Negative (Dysfunctional):

 Resistance to change
 Groupthink
 Employee burnout ya toxic environment

16-3: Wo factors jo culture ko banate hain aur zinda rakhte hain kya hain?

 Founder’s Vision
 Top Management ka Role
 Hiring & Selection Process
 Socialization (New employees ko culture sikhana)

Yeh sab mil kar culture ko shuru karte hain aur sustain karte hain.

16-4: Culture employees tak kaise pohanchti hai? (Transmission of Culture)

Culture different tareeqon se transfer hoti hai:

 Stories – Purani kahaniyaan jo organization ke values ko reflect karti hain

 Rituals – Regular activities (jaise weekly meetings)
 Material Symbols – Dress code, office design
 Language – Jargon ya specific words jo sirf company wale samajhte hain

16-5: Ethical, Positive aur Spiritual Culture banane mein kya similarities aur differences hain?
  Ethical Culture:
Honesty, fairness, aur integrity promote karna.
 Positive Culture:
Employees ko support karna, appreciation dena, aur positivity rakhna.
 Spiritual Culture:
Logon ko meaningful kaam aur inner peace dena (religious nahi hota, more about purpose).

Similarities: Sab employee well-being aur trust ko promote karte hain.

Differences: Focus area alag hota hai – ethics, positivity ya spirituality.

16-6: Jab organization doosre mulk mein expand karti hai to national culture ka kya role hota hai?

 Har mulk ki apni culture hoti hai (e.g., collectivism vs individualism)

 Jab ek organization apni culture doosri jagah le jati hai, to local values ko consider karna padta
hai.
 Agar local culture match nahi karta, to conflict ya adjustment issues ho sakte hain.

Example:
Ek American firm jo openness aur feedback culture follow karti hai, agar China jaye jahan hierarchy aur
silence important hai, to adapt karna zaroori hai.

Chapter 17: Human Resource Policies and Practices

17-1: Effective hiring system ke steps kya hain?

Hiring ka process teen stages pe hota hai:

1. Initial Selection – Basic screening (CV check, application form).

2. Substantive Selection – Written tests, interviews, skills check.
3. Contingent Selection – Background check, medical, final approval.

17-2: Training aur development programs kis liye hotay hain aur unki types kya hain?

Training ka goal:
Employee ki skills improve karna ya naye tools sikhaana.

Types:

 Technical Training – Software, machine use

 Interpersonal Training – Communication, leadership
 Problem-Solving Training – Decision making, conflict resolution
  Ethics Training – Rules aur fair behavior ka knowledge

17-3: Performance evaluation system kya hota hai aur wo kyun important hai?

Performance evaluation mein judge kiya jata hai employee ne kitna acha kaam kiya.

Purpose:

 Promotions aur salary decisions

 Feedback dena
 Training ki zarurat ka pata lagana

Evaluate kis cheez ko karte hain?

 Task performance
 Citizenship behavior
 Punctuality, attitude, teamwork

17-4: Performance evaluation ko improve kaise kiya ja sakta hai?

 Clear criteria set karo

 Multiple sources se feedback lo (360-degree)
 Regular aur fair reviews karo
 Managers ko train karo evaluation dene ke liye

17-5: HR ka role organization mein kis tarah badal raha hai?

Modern HR sirf hiring nahi karta – ab HR strategic partner ban gaya hai:

 Culture build karta hai

 Employee motivation maintain karta hai
 Legal aur ethical policies develop karta hai
 Diversity aur inclusion ko promote karta hai

17-6: Work–life balance aur employee well-being ka kya role hai?

Aaj kal organizations work-life balance ko seriously leti hain:

 Flexible hours
 Remote work options
 Mental health support
  Leave policies

Is se job satisfaction barhta hai aur turnover kam hota hai.

Chapter 18: Organizational Change and Stress Management

18-1: Change laane ke reasons kya hain? (Forces for Change)

Organizations ko change karna padta hai kuch reasons ki wajah se:

 Technology – Naye tools ya software adopt karna.

 Market competition – Rivals ke sath compete karne ke liye.
 Social trends – Customer demands badalti hain.
 Economic shocks – Recession ya inflation.
 Workforce dynamics – New generation ka culture aur demands.

18-2: Log change ko resist kyun karte hain? (Resistance to Change)

Logon ka natural reaction hota hai change ke khilaf:

 Fear of unknown – Naya system samajh nahi aata

 Job security ka dar – Automation ya layoffs ka khauf
 Habits – Aadatein badalna mushkil hota hai
 Low trust – Management pe confidence nahi hota

18-3: Change ko manage karne ke tareeqe kya hain? (Managing Change)

Kuch popular models hain:

 Lewin’s 3-Step Model:

1. Unfreeze – Purani soch ko todna
2. Change – Naya system implement karna
3. Refreeze – Naye behavior ko permanent banana
 Kotter’s 8-Step Plan: Step-by-step guide for large-scale change
 Action Research: Data ke zariye problem identify karna, solution plan karna aur implement
karna.

18-4: Innovation aur learning culture ko kaise promote kiya jaye?

  Open communication
 Failure se seekhna
 Creative ideas ko reward dena
 Continuous improvement ka mindset rakhna

Learning organization banane ka matlab hai:

Har employee regularly naye skills seekhe aur share kare.

18-5: Stress kya hota hai aur uske major sources kya hain?

Stress ek emotional aur physical response hota hai jab demands zyada ho jayein.

Sources of Stress:

 Environmental: Economy, political instability

 Organizational: Overwork, unclear roles, office politics
 Personal: Family problems, financial issues

18-6: Stress ka employees pe kya effect padta hai?

 Physiological: Headache, blood pressure

 Psychological: Anxiety, depression
 Behavioral: Late aana, absenteeism, aggression

18-7: Stress manage karne ke individual aur organizational methods kya hain?

Individual Approaches:

 Time management
 Exercise
 Relaxation techniques (e.g. breathing, meditation)
 Social support

Organizational Approaches:

 Flexible work hours

 Clear communication
 Employee assistance programs (EAPs)
 Fair workload distribution