Define values

Values are basic and fundamental beliefs that guide or motivate attitudes or actions. They help us
to determine what is important to us. Values describe the personal qualities we choose to embody
to guide our actions; the sort of person we want to be; the manner in which we treat ourselves
and others, and our interaction with the world around us. They provide the general guidelines for
conduct.

Values in a narrow sense is that which is good, desirable, or worthwhile. Values are the motive
behind purposeful action. They are the ends to which we act and come in many forms. Personal
values are personal beliefs about right and wrong and may or may not be considered moral.
Cultural values are values accepted by religions or societies and reflect what is important in each
context.

Meaning and importance of values

Values are fundamental beliefs and ideals that guide an individual or group in determining what
is important and how they should behave. They are crucial for shaping behavior, decision-
making, and overall life satisfaction, acting as a framework for prioritizing what matters most.
Meaning of Values:

 Guiding Principles:

Values are the guiding principles that shape an individual's thoughts, feelings, and
actions. They are the core beliefs that motivate behavior and influence decisions.

Moral Framework:
Values often reflect moral ideas, attitudes towards the world, and norms of behavior considered
"good" in a particular group or community.
Life Purpose:
Values help individuals live with direction and purpose, creating feelings of happiness,
satisfaction, and fulfillment. Social and Personal Identity:
Values contribute to an individual's personality development and can influence their social
interactions and relationships.

Importance of Values:

 Behavioral Guidance:

Values provide a framework for making decisions and fostering relationships.

  Goal Setting:
Values help individuals identify their ultimate goals and the ways to achieve them.
  Motivation and Action:
Values are the driving force behind actions and can motivate individuals to pursue what they
believe is important.
  Happiness and Fulfillment:
Living in alignment with one's values can lead to greater happiness, satisfaction, and fulfillment.
  Stronger Relationships:
Shared values can help build strong relationships and create a sense of community.
  Ethical Decision-Making:
Values provide a basis for ethical judgments and help individuals determine what is right and
wrong.

Types of Values
The 6 types of values are explained in detail below, each with example -

1. Instrumental Values
Instrumental values, often referred to as instrument values, are the means through which we
achieve our desired ends or goals. They are the preferred modes of behavior or qualities that are
valued primarily for their utility in helping us accomplish more significant objectives. These
values are not necessarily prized for their inherent worth but for their effectiveness in enabling us
to achieve something else that we consider important.

Examples of Instrumental Values:

 Efficiency - Valued for maximizing productivity and reducing waste, which can help
achieve business growth or personal goals more effectively.

 Honesty - Seen as crucial for building trust in relationships, whether personal,

professional, or commercial, leading to better and more stable interactions.

 Ambition - Drives individuals and organizations to strive for greater achievements and
improvements, often leading to success in various endeavors.

 Courage - Allows individuals to face difficulties and take risks, which is essential for
personal growth and achieving challenging goals.

 Discipline - Important for maintaining consistency and focus on long-term objectives,

thereby helping in personal development and the achievement of set goals.

2. Terminal Values
Terminal values, in contrast to instrumental values, are the ultimate goals or end-states of
existence that individuals strive to achieve. These values represent the core objectives that people
consider most desirable and important in their lives—essentially, what individuals ultimately
seek to accomplish or maintain. Terminal values are considered inherently valuable and are
pursued for their own sake.

Examples of Terminal Values:

 Happiness - Often considered the ultimate goal for many, happiness embodies a state of
well-being and contentment.

 Inner Peace - Represents a state of tranquility and serenity within oneself, free from
internal conflict or distress.

 Self-Respect - The pursuit of maintaining a positive self-image and self-esteem,

reflecting one's own standards and beliefs.

 Wisdom - Valued for the deep understanding and insight it brings, allowing individuals to
make informed and thoughtful decisions.

 Security - Both financial and emotional security are common terminal values,
encompassing safety, stability, and freedom from fear.

 Freedom - Represents independence and the ability to choose one's own path in life
without undue constraints.

 Success - A broad terminal value that can be interpreted in various ways, such as
achieving career goals, personal aspirations, or other markers of achievement.

 Equality - The pursuit of fairness and justice, ensuring that everyone has equal
opportunities and rights.

 Friendship - Involves cultivating strong, supportive relationships that provide

companionship and mutual respect.

 Health - A common terminal value focused on maintaining physical and mental well-
being.

3. Cultural Values
Cultural values are the core principles and standards shared by members of a specific cultural
group, which guide behaviors, decisions, and interactions both within the group and with
outsiders. These values are deeply ingrained in the social fabric of the community and are taught
from generation to generation, shaping the collective identity and norms of the society.

Examples of Cultural values:

 Respect for Elders

  Tradition

 Collectivism

 Religious Faith

 Humility

 Patriotism.

4. Social Values
Social values are the principles and standards that society collectively deems important in social
interactions. These values influence how individuals behave within a community, how they treat
each other, and what is considered acceptable or unacceptable behavior. Social values help
maintain order, foster mutual respect, and ensure that social interactions are conducted smoothly.

Examples of Social Values:

 Equality

 Justice

 Respect for Diversity

 Community Service

 Democracy

 Human Rights.

5. Economic And Political Values

Economic Values and Political Values are distinct yet interrelated sets of principles that govern
economic and political systems respectively. These values influence decisions, policies, and
behaviors in the realms of economy and governance.

Economic Values

Economic values relate to the principles and standards that govern economic behavior and
decision-making within societies. They influence how resources are allocated, how wealth is
distributed, and how economic activities are conducted. Common economic values include:

 Efficiency: The value placed on maximizing outputs from given inputs, minimizing
waste, and optimizing resource use.
  Growth: Emphasizing the importance of increasing economic outputs, such as GDP
growth, as a way to improve living standards.

 Equity: Concerned with fair distribution of economic resources and opportunities,

aiming to reduce disparities between different groups within society.

 Sustainability: Valuing practices that ensure resources are used in a way that does not
harm future generations, often linked to environmental stewardship.

 Innovation: Prioritizing new ideas, technologies, and methods that can improve
productivity and economic outcomes.

6. Political Values
Political values are the principles that influence how a society is governed. These values affect
how power is obtained, exercised, and justified. They play a critical role in shaping political
institutions, laws, and policies. Key political values include:

 Democracy: Valuing the participation of citizens in the decision-making process, often

through voting and free, fair elections.

 Freedom: Emphasizing individual rights and liberties, such as freedom of speech,

religion, and association.

 Rule of Law: The principle that all individuals, institutions, and entities are accountable
to laws that are publicly promulgated, equally enforced, and independently adjudicated.

 Equality: Ensuring that all citizens have equal protection under the law and equal
opportunities in political and social activities.

 Security: Prioritizing the safety of citizens and the protection of the state from internal
and external threats.

Formation of Values
Values are formed through a complex interplay of individual experiences, cultural influences,
education, and social interactions. The development of personal values begins early in life and
continues to evolve and mature throughout a person's lifetime. Here are the key processes and
influences in the formation of values:

1. Family Influence

Family is typically the first and most influential source of value formation. Children absorb the
values of their parents and other family members through daily interactions, observation, and
explicit teachings. These may include beliefs about right and wrong, religious values, work
ethics, and attitudes towards various social issues.

2. Cultural and Social Environment

The broader cultural context in which an individual grows up plays a significant role in shaping
their values. This includes the norms, traditions, and values of their community, ethnic group, or
nation. Cultural values are often imparted through stories, rituals, and community activities,
reinforcing certain ideals and expectations.

3. Education

Formal and informal education significantly influence value formation. Schools not only provide
knowledge but also foster the development of social values such as fairness, justice, respect for
authority, and teamwork. The curriculum, the ethos of the educational institution, and
interactions with teachers and peers all contribute to this process.

4. Peer Influence

As individuals grow, especially during adolescence, peers become a critical influence on value
formation. Peer groups can reinforce or challenge family and cultural values, often pushing
individuals towards forming their own set of beliefs and principles.

5. Experiences

Personal experiences, including challenges, successes, and failures, also shape values. For
example, someone who has experienced injustice may place a high value on fairness and
equality. Similarly, positive experiences with diversity can foster values of inclusiveness and
respect for different cultures.

6. Religious and Spiritual Beliefs

Religion and spirituality often provide a comprehensive set of values and ethical guidelines that
individuals may adopt. These can be influential in shaping one's views on a wide range of issues
from morality to the meaning of life.

7. Media Influence

In the modern world, media is a powerful influencer of values. Television, movies, music, books,
and, increasingly, social media shape perceptions about what is desirable, normal, or prestigious.

8. Personal Reflection and Growth

As people mature, they reflect on their experiences and teachings, sometimes adopting new
values or re-evaluating old ones. This reflection is often influenced by personal goals,
aspirations, and the desire to live a life that is consistent with one's deepest beliefs.

Attitudes

Attitudes include beliefs (cognition), emotional responses (affect) and behavioral tendencies (intentions,
motivations). In the classical definition an attitude is persistent, while in more contemporary
conceptualizations, attitudes may vary depending upon situations, context, or moods.

Attitudes are typically understood to have three core components: affective (feelings), behavioral
(actions), and cognitive (beliefs). These components work together to shape how we think, feel,
and act towards something or someone.
Here's a more detailed look at each component:

 Affective Component:

This refers to the emotional reactions and feelings we have towards an object, person, or
situation. For example, if you have a positive attitude towards ice cream, you might feel
happy, excited, or satisfied when you eat it.

 Behavioral Component:

This component relates to how our attitude influences our actions and behaviors. For
instance, someone with a positive attitude towards exercise might be more likely to go for
a walk or join a gym.

 Cognitive Component:

This aspect encompasses our thoughts, beliefs, and knowledge about an object, person, or
situation. If you have a positive attitude towards recycling, you might believe it's
important for the environment, and you might have knowledge about different types of
recycling.

These three components are interconnected and influence each other, contributing to the overall
formation and expression of an attitude.

Attitudes can be classified based on their content (positive, negative, ambivalent),

components (cognitive, affective, behavioral), and source (explicit or implicit). They can also be
categorized by their effect (e.g., open-minded vs. closed-minded).
Here's a more detailed breakdown:
1. Based on Content:
  Positive: Favoring or liking something.
 Negative: Disliking or disfavoring something.
 Ambivalent: Holding both positive and negative feelings simultaneously towards
something.

2. Based on Components:

 Cognitive: Thoughts and beliefs about something.

 Affective: Emotions and feelings associated with something.
 Behavioral: Tendency to act in a certain way towards something.

3. Based on Source:

 Explicit: Consciously held and easily expressed.

 Implicit: Unconscious and can influence behavior without awareness.

4. Based on Effect:

 Open-minded: Willing to consider new information and perspectives.

 Closed-minded: Resistant to change and unwilling to consider alternative viewpoints.

For a more helpful explanation, you can also consider these additional types:

 Egoistic: Based on self-interest or dominance.

 Based on Values and Beliefs: Reflect personal values and beliefs.
 Passive: Indifference or lack of opinion.

What are the Causative Factors behind the Formation of Attitudes?

Culture:

Culture exerts enormous influence on an individual. Culture in itself includes religion, tradition,
customs, prohibitions, rewards and sanctions.

Socialisation is the process by which culture shapes the attitudes of the people.
 Culture teaches individual beliefs, attitudes and behaviour that are acceptable in one’s life and
society.

For example: Consuming beef in India is generally considered taboo but in western countries, there
is no such restriction.

Family:

Family is the most important and closest social group for a person. It is the nursery for attitudinal
formation.

Parents are more influential among the family system who structure and mould the attitude of a
child.

Extended family and sibling relationships, in particular, play an important role in attitude formation.

Social Groups:

Several social groups apart from family play an important role in attitude formation which includes
friends, peers, colleagues, etc.

Consider the voting pattern in India. There are people who do not listen to candidate’s speeches,
read newspapers or follow debates. They talk with friends, family, etc. and vote for a candidate.
Families, friends and other such social groups most definitely influence the choice of a candidate.

Institutions:

A man is never alone. From cradle to grave he is under the influence of one institution or the other.

For example: Educational institutions like schools and colleges act as repositories of knowledge,
direct and shape the beliefs, values of a person and thus form attitudes.

Familiarity:

Familiarity breeds positive attitude. Man generally has a fear of the unknown, so anything familiar
might make him or her feel at peace.

Familiarity and classical conditioning act on emotions of an individual and therefore shape the
affective component of attitudes.

What is employee attitude and why it matters in workplace?

Employee attitude refers to the mental state or disposition an individual brings to work. It
includes their feelings, beliefs, and values about their job, colleagues, and the organization as a
whole. This mindset can be positive, negative, or neutral and significantly influences their
behaviour and performance.

Employee attitude is the foundation of organizational success. As Simon Sinek, a business

leadership author, states: “You don’t hire for skills, you hire for attitude. You can always teach
skills.” Indeed, a positive attitude creates a productive, collaborative, and innovative work
environment. Conversely, a negative attitude can create a toxic culture that hampers productivity
and leads to high turnover.

Attitude impacts all important aspects of employee engagement:

 Productivity: Employees with a positive attitude are more motivated, engaged, and
focused. They are also more efficient, make fewer errors, and go the extra mile.
Conversely, negative attitudes can lead to procrastination, absenteeism, and decreased
output.
 Employee morale: A positive attitude can uplift the atmosphere, creating a supportive
and enjoyable work environment. Conversely, negative attitudes can dampen morale,
leading to feelings of dissatisfaction and burnout.
 Teamwork: Positive attitudes facilitate collaboration, trust, and open communication.
Employees with a positive outlook are likelier to be team players and contribute to a
holistic work environment. Negative attitudes can create friction, hinder teamwork, and
lead to conflicts.

Recognizing the signs of a negative attitude is necessary for addressing the issue proactively.
Some common indicators that an employee is unhappy at work include:

 Decreased productivity and quality of work

 Increased absenteeism and tardiness
 Negative body language and communication
 Complaining and blaming others
 Lack of enthusiasm and motivation
 Difficulty getting along with colleagues
 Resistance to change
 Job Satisfaction
[Organizational Behavior, Stephen P. Robbins Timothy A.
Judge

Measuring job satisfaction

Measuring job satisfaction involves using various methods to gauge employee attitudes and
feelings towards their work and the workplace. Common techniques include surveys, employee
net promoter scores, absenteeism rates, and turnover rates. Additional methods include one-on-
one meetings, performance reviews, and internally promoted employees.
Methods for Measuring Job Satisfaction:

 Surveys:

Employee satisfaction surveys, which can be anonymous, are a primary tool for
collecting data. They can include both quantitative questions (e.g., rating scales) and
qualitative questions (e.g., open-ended feedback). Surveys can be used to gather
information on various aspects of job satisfaction, such as work-life balance, salary,
benefits, and workplace culture.

  Employee Net Promoter Score (eNPS):

This metric measures the likelihood of employees recommending the company as a good place to
work. It helps identify promoters, passives, and detractors, providing insights into employee
loyalty and satisfaction.
  Absenteeism and Turnover Rates:
High absenteeism and turnover rates can indicate low job satisfaction. Analyzing these metrics
can help identify potential issues and areas for improvement.
  One-on-One Meetings:
Regular one-on-one meetings with employees allow for informal feedback and provide an
opportunity to address individual concerns.
  Performance Reviews:
Performance reviews can be a source of both formal and informal feedback, allowing employees
to voice their satisfaction or dissatisfaction with their job and workplace.
  Internal Promotion Rate:
A high internal promotion rate can be an indicator of employee satisfaction and motivation.
  Employee Satisfaction Index (ESI):
The ESI is a metric that measures the overall job satisfaction of employees within an
organization, according to Vantage Circle. It can be used to track improvement over time.
  Exit Interviews:
Exit interviews provide valuable feedback from employees who are leaving the organization,
helping to understand the reasons behind their departure and areas for improvement.
  Focus Groups:
Focus groups allow for more in-depth discussions about job satisfaction, gathering detailed
information from employees.
  Pulse Surveys:
Short, regular surveys (pulse surveys) can provide real-time feedback and track employee
sentiment over time.
Team
Team permanence refers to the length of time a team is expected to exist or operate. It can be
categorized as either temporary or permanent, depending on whether the team is formed for a
specific project or task, or if it's a more long-term, ongoing structure.
Here's a more detailed explanation:
Temporary Teams:

 Purpose: Formed for a specific project or task with a defined start and end date.
 Existence: Dissolved or reorganized once the project is complete.
 Example: A project team working on a new software release.

Permanent Teams:

 Purpose: Assigned to perform ongoing, routine work or responsibilities.

 Existence: Often continue indefinitely, with members assigned to a specific cluster of
activities.
 Example: A sales department within a company

Informal Groups and Organizational Outcomes

 Informal groups potentially minimize employee stress
 Informal groups are also the backbone of social networks,
which are important sources of trust building, information
sharing, power, influence, and employee well-being in the
workplace.
 Employees with strong informal networks tend to have
more power and influence because they receive better
information and preferential treatment from others and their
talent is more visible to key decision makers.
Advantages and Disadvantages of Teams
 under the right conditions, teams make better decisions,
develop better products and services, and create a more
engaged workforce than do employees working alone.

 Similarly, team members can quickly share information and

coordinate tasks, whereas these processes are slower and
prone to more errors in traditional departments led by
supervisors.
 Teams typically provide superior customer service because
they offer clients more knowledge and expertise than
individuals working alone can offer.
 In many situations, people are potentially more motivated
when working in teams than when working alone.15 One
reason for this motivation is that, as we mentioned a few
paragraphs ago, employees have a drive to bond and are
motivated to fulfill the goals of groups to which they
belong. This motivation is stronger when the team is part of
the employee’s social identity.
 A second reason why people are more motivated in teams
is their accountability to fellow team members, who
monitor performance more closely than a traditional
supervisor.
 A third reason why employees tend to work harder when
near others is because coworkers become benchmarks of
comparison.
 Employees are also motivated to work harder because of
apprehension that their performance will be compared to
others’ performance.

THE CHALLENGES OF TEAMS

The main problem is that teams have additional costs
called process losses—resources (including time and
energy) expended on team development and
maintenance rather than on performing the task.
Team members need time and effort to resolve their
disagreements, develop mutual understanding of their
goals, determine the best strategy for accomplishing
those goals, negotiate their specific roles, and agree
on informal rules of conduct. An employee working
alone on a project does not have these disagreements,
misunderstandings, divergent viewpoints, or
coordination problems within himself or herself (at
least, not nearly as much as with other people).
When the work can be performed by one person,
process losses can make a team less effective than an
individual working alone.
Process losses are amplified when more people are
added or replace others on the team. The new team
members consume time and effort figuring out how
to work well with other team members. Performance
also suffers among current team members while their
attention is diverted from task performance to
accommodating and integrating the newcomer.
Process losses tend to increase as the team adds more
members, because a larger team requires more
coordination, more time for conflict resolution, and
so forth.

Team diversity
1. The main advantage of diverse teams is
that they make better decisions than do homogeneous
teams in some situations.
2. A second reason is that diverse
team members have a broader pool of technical
abilities. Financial services teams consist
of people with expertise in diverse areas, such as
stocks, bonds, derivatives, cash man-
agement, and other asset classes. Some teams also
have diverse investment philosophies
(fundamentals, technical, momentum, etc.) and
expertise across regions of the world.
3. Another advantage of diverse teams is that they
often provide better representation of
the team’s constituents, such as other departments or
clients from similarly diverse back-
grounds. stakeholders are
more likely to believe the team’s decision is fair
when the team mirrors the surface or
deep-level diversity of its constituents.

Disadvantages
1. Employees with diverse backgrounds take longer
to become a high-performing team. This occurs
partly because bonding is slower among people who
are different from each other, especially when teams
have deep-level diversity (i.e., different beliefs and
values).
2. Diverse teams are susceptible to “faultlines”—
hypothetical dividing lines that may split a team into
subgroups along gender, ethnic, professional, or other
dimensions. These faultlines undermine team
effectiveness by reducing the motivation to
communicate and coordinate with teammates on the
other side of the hypothetical divisions.
Leadership in Organizational Settings
 A vision is a positive image or model of the
future that energizes and unifies employees.
 Sometimes this vision is created by the leader; at
other times, it is formed by employees or other
stakeholders and then adopted and championed
by the formal leader
 It refers to an idealized future with a higher
purpose. This purpose is associated with
personal values that directly or indirectly fulfill
the needs of multiple stakeholders.
 A values-based vision is particularly meaningful
and appealing to employees, which energizes
them to strive for that ideal.
 A vision is a challenging, distant, and abstract
goal, so it needs to motivate employees to
accomplish it. A vision is challenging because it
requires substantial change, such as new work
practices and belief systems.
 A strategic vision is necessarily abstract for two
reasons. One reason is that the vision hasn’t yet
been experienced (at least, not in this company
or industry), so it isn’t possible to detail what the
vision looks like. The other reason is that an
 abstract description enables the vision to remain
stable over time, yet is sufficiently flexible to
accommodate operational adjustments in a
shifting external environment. As such, a vision
describes a broad noble cause related to fulfilling
the needs of one or more stakeholder groups.
 Another feature of an effective vision is that it is
unifying. It is a superordinate objective that
bonds employees together and aligns their
personal values with the organization’s values.
 A strategic vision’s effectiveness depends on
how leaders convey it to followers and other
stakeholders.
MODEL THE VISION
Leaders model the vision through significant events such as visiting customers, moving their
offices closer to (or further from) employees, and holding ceremonies to symbolize significant
change. However, they also enact the vision by ensuring that routine daily activities—meeting
agendas, dress codes, executive schedules—are consistent with the vision and its underlying
values.

Modeling the vision is important because it legitimizes and demonstrates what the vision looks
like in practice. Modeling is also important because it builds employee trust in the leader.

Managerial Leadership Perspective

 Basis for
Leader Manager
Comparison
A manager is a representative of the
A leader is a person who directs,
organization responsible for the
guides and influences the behavior
Meaning management of the work of a group of
of his followers towards the
employees and takes requisite actions
attainment of specific goals.
whenever required.
Providing direction to the employees
Formulating the structure of the
by creating vision and
Work organization and delegating authority and
communicating it and encouraging
responsibilities to the employees.
them to reach effortlessly.
Performs all five functions - planning,
Management Performs only one function -
organizing, staffing, directing, and
function direction.
controlling.
Informal authority by virtue of Formal authority due to his/her positional
Authority
his/her personal qualities role.
Approach Proactive Reactive
Exists in Both formal and informal structure. Formal structure only.
Qualities Both managerial and leadership qualities are
Leadership qualities are required.
Required required.
Motivation Intrinsic process Extrinsic Process

Situational leadership

Hersey and Blanchard’s Situational Leadership Theory

Situational leadership theory proposes that the most effective leadership style is not fixed but should be
adapted based on the specific situation and the readiness (competency and commitment) of the
follower. The theory, developed by Paul Hersey and Ken Blanchard, suggests that leaders should choose
a leadership style that matches the follower's readiness level to achieve optimal results

The theory identifies four main leadership approaches:

 Telling: Directive and authoritative approach. The leader makes decisions and tells
employees what to do.

 Selling: The leader is still the decision maker, but he communicates and works to
persuade the employees rather than simply directing them.

 Participating: The leader works with the team members to make decisions together. He
supports and encourages them and is more democratic.
  Delegating: The leader assigns decision-making responsibility to team members but
oversees their work.

In addition to these four approaches to leadership, there are also four levels of follower maturity:

 Level M1: Followers have low competence and low commitment.

 Level M2: Followers have low competence, but high commitment.

 Level M3: Followers have high competence, but low commitment and confidence.

 Level M4: Followers have high competence and high commitment and confidence.

In Hersey and Blanchard’s approach, the key to successful leadership is matching the proper
leadership style to the corresponding maturity level of the employees. As a general rule, each of
the four leadership styles is appropriate for the corresponding employee maturity level:

 Telling style works best for leading employees at the M1 level (low competence, low
commitment).

 Selling style works best for leading employees at the M2 level (low competence, high
commitment).

 Participating style works best for leading employees at the M3 level (high competence,
low commitment/confidence).
  Delegating style works best for leading employees at the M4 level (high competence,
high commitment/confidence).

Maturity levels and leadership styles

Identifying the employee maturity level becomes a very important part of the process, and the
leader must have the willingness and ability to use any of the four leadership styles as needed.

Meaning of organizational culture

Organizational culture refers to the shared values, beliefs, behaviors, and attitudes that
characterize a company and influence how its members interact and work. It's essentially the
"personality" of an organization, shaping its unique social and psychological environment. This
culture dictates how things get done, how decisions are made, and how employees relate to their
work and each other.
Here's a more detailed explanation:

Shared Values and Beliefs:

These are the fundamental principles that guide the organization's actions and decisions.

 Behaviors and Practices:

Culture is expressed through the way people behave, interact, and perform their tasks.
 Norms and Expectations:
These are the unwritten rules and expectations about acceptable behavior within the
organization.
 Impact on Employees:
Organizational culture influences employee motivation, engagement, and overall satisfaction.
 Impact on Performance:
A strong and positive culture can lead to increased productivity, innovation, and organizational
success.
 Impact on the External World:
Culture can also shape how the organization is perceived by customers and the wider
community.
 Dynamic and Evolving:
Organizational culture is not static; it evolves over time as the organization grows and adapts to
its environment.

Features of Organisation Culture

1. Shared meaning: It represents common understanding and agreement amongst people in
the organization. They all see things the same way because of what they’ve experienced
and learned over time. These beliefs and understandings are not written anywhere; they
are implied.
2. Values and norms: Everyone in the organization knows the values and norms as rules of
the group. These values guide how, when and where people should act. People are proud
to follow these guidelines.
3. Behavioural consistency: The culture makes sure that everyone behaves in a similar
way. This helps reduce conflicts and tensions among the members.
4. Descriptive: It defines the personality of the organization. It represents how employees
see the organization as its own unique institution.
5. Organisational philosophy: This defines the organization’s beliefs about how it should
deal with customers, employees, and others.
6. Sense of belonging: The organization culture makes people feel as part of a team. There
are clear rules that everyone must follow. They agree with organization’s plans, rules,
and procedures, and see themselves as a valuable part of it. It creates a strong sense of
belonging

Factors Determining Organisation Culture

1. Founder’s influence: The organization culture often begins with its founders. Whatever
values and beliefs the founders hold tend to stick around for a long time. For instance, if
the founders believe in treating employees fairly, this idea will stay with the organization.
2. Corporate success and shared experiences: When a company achieves success, it
creates a strong culture around its name and how it operates. People share their
experiences of success, which becomes a lasting part of the organization culture.
3. Innovation and risk-taking: Organizations with innovative and risk-taking employees
tend to have a strong culture. These employees bring a sense of adventure and creativity
to the organization.
 4. Focus on outcomes: When managers prioritise results over specific methods to achieve
those results, it strengthens the organization culture.
5. People and team orientation: Managers who consider how their decisions affect
individual people and teams build a strong culture of care and teamwork.
6. Competitiveness: Organizations with competitive employees tend to have a stronger
culture than those with easy-going or non-competitive employees. Competition drives a
sense of determination and ambition.
7. Shared perceptions: If all members of the organization see its values and norms in the
same way, it fosters a strong culture.
8. Market reputation: The organization culture is shaped by how it establishes its
reputation in the market. Some companies are known for their quality, others for their
affordability. Customers are willing to pay more for quality or make trade-offs for a
lower price. For example, Apple products are known for their quality, and customers are
willing to pay a premium for it.

Functions of Organisation Culture

Organization culture is the personality of a company, and helps in the following ways:

1. Uniqueness: It makes each organization different from others and gives it a special
identity or brand.
2. Identity: It helps employees feel that they belong to the organization. They feel proud to
be a part of it.
3. Commitment: It encourages everyone to work together towards the company’s goals.
People put the company before their own interests.
4. Standards: It sets rules and expectations that everyone in the organization follows.
5. Control: It keeps everyone on the same path, so everyone works together.

Elements of Organisation Culture

1. Paradigm: This is the big picture of what the organization is all about. It includes its
mission and values, that explain what it stands for.
2. Control systems: These are the set of rules and processes that explain what is happening
in the organization. In some cultures, there are lots of rules to follow, while in others,
there is more freedom for individuals.
3. Organization structure: This shows who reports to whom and how work flows through
the company.
4. Power structures: This tells us who holds the decision-making power in the
organization, how widespread that power is, and what it is based on.
5. Symbols: Symbols are the signs and images that represent the organization. This includes
logos and reserved parking spaces for important people.
6. Rituals and Routines: These are the regular meetings and reports that happen in the
organization. Sometimes, they become habits because they’ve always been done like that
in the past.
 7. Stories and Myths: These are the tales and legends about people and events in the
organization that tell what is important and valued within the company.

These elements can often overlap and influence each other. For example, power structures can
depend on control systems, and rituals can create stories that shape the culture. All these
elements together define what an organization is like

14. Types of Organisation Culture

Different organizations have unique cultures, shaped by their values, customs, and how people
interact within them. These cultures can be better suited for different situations, and employees
often have their preferences for the kind of culture they like. Corporate culture can be of the
following types:

1. Bureaucratic Culture: In this type of culture, organizations value formal relationships, strict
rules, set procedures, and a clear hierarchy. They want everything to be predictable, efficient,
and stable. People in bureaucratic culture tend to follow formal behaviour and avoid informality.

Managers mainly focus on coordinating tasks, organizing things, and making sure everyone
follows the rules. They ensure that each person’s responsibilities and authority are clearly
defined. All the rules and processes are written in manuals, and employees are expected to
follow them closely.

2. Clan Culture: In this culture, traditions, loyalty, personal commitment, and teamwork are
highly valued. People believe in working together and supporting each other. They think of their
organization as more than just a place to work; they feel a strong sense of duty to it.

People trust that the organization will treat them well, so they also feel responsible for doing
their best for the organization. Loyalty is rewarded with job security.

Experienced members often act as mentors and role models for new members. This helps pass
down the organisational value and customs to the next generation of employees. Clan culture
members take pride in being part of the organization and feel a strong connection to it and its
members.

3. Entrepreneurial Culture: In this culture, people are committed to trying out new things,
being innovative, and showing leadership. They take risks, are dynamic, and come up with
creative ideas. Individuals in this culture are encouraged to take the initiative, be flexible, and
have the freedom to make decisions. They are not only encouraged but also well rewarded for
their contributions. This culture values thinking outside the box and being bold in trying new
approaches to achieve success.

It actively seeks to make changes happen. Being effective in an entrepreneurial culture means
offering new and unique products or services and growing quickly.
4. Market Culture: In this type of corporate culture, the main focus is on setting clear and
measurable goals, especially financial like sales, profitability, and market share. The
organization is driven by a strong sense of competition and desire to make profits.

Relationship between individuals and the organization is based on clear agreement about what
each expects from the other, and there is formal and stable system of control. Individuals are
responsible for achieving certain levels of performance, and the organization promises specific
rewards based on that performance. However, there’s no promise of job security, and individuals
don’t commit long-term loyalty to the organization.

Interaction between managers and employees often involves negotiating agreements about
performance and rewards or evaluating requests for resources. Since there is not strong sense of
long-term commitment, there’s not much focus on building deep social relationships within the
organization. People don’t have strong personal networks, and economic incentives are often tied
to individual performance rather than teamwork.

How employee learn from organizational culture

Organizational culture is incredibly important for the overall success of your business. It
influences teamwork, productivity, and efficiency, which in turn increases employee job
satisfaction and morale. In this article, we’ll unpack the different ways employees can learn
about the culture in an organization.

1. Train your employees

If you want to nurture curiosity and learning with your employees, reinforcing culture can be
done through training and learning interventions. Educate them about the organization’s main
cultural goals, examples, and objectives and the ins and outs of your corporate culture by
organizing a training program or creating an organizational culture article that they can refer
back to.

Ways employees learn culture in an organization - Train your employees

This lets them know what the culture of your organization is. Doing a face-to-face session is one
way to learn, but if you want to achieve higher participation rates from your team, then you
might want to consider holding online training instead.

SC Training (formerly EdApp) has been used to drive habitual change and reinforce behaviors,
expectations, and a different cultural approach to organizations - all through an online learning
method called microlearning.
This approach gives organizations the power to instill essential information in employees in a
very digestible way. It can incorporate many elements of what makes up a culture, allowing
employees to absorb more information in a shorter amount of time.

Sign Up for Free Today & Start Improving Your Organizational Culture with SC Training!

2. Reinforce spaced repetition

Spaced repetition is a learning process where key information is repeated at regular intervals.
Trainers and managers usually apply this technique to their training process to make sure that
their employees will continue processing certain concepts in their brains and not simply store and
forget them later on.

Ways employees learn culture in an organization - Reinforce spaced repetition

Likewise, you can also use it to help your team members learn at work, remember your
organizational values and practices, and embed them into their long-term memory.

3. Talk about organizational stories

Organizational stories are often based on memorable past events that are repeatedly talked about
and shared with other employees, particularly new starters. These stories can include narratives
or events relating to founders, conquers, successes, failures of the organization, and even how is
culture transmitted and formed.

Ways employees learn culture in an organization - Talk about organizational stories

Values are often reinforced through the re-telling of stories, as is what engaged employees
should and should not do. Incorporating story design into your learning interventions can be a
very powerful tool to equip your employees with real-life examples of the right behavior. If
you’re a little unsure about how to use this learning approach, then you might want to consider
taking SC Training's Story Design course.

Ways employees learn culture in an organization - SC Training's Story Design course.

This course will guide you through the right way of structuring and delivering your stories, and
how you can make them strong and relevant. It follows a microlearning design model and is jam-
packed with interactive elements like games and quizzes to secure higher retention from its
learners.
4. Set rituals and ceremonies

Rituals and ceremonies refer to repetitive patterns, which can be used to emphasize an
organization’s values and core practices, or what a company stands for. The use of repeated
symbols or patterns to communicate ideas is called a motif.

Ways employees learn culture in an organization - Set rituals and ceremonies

This idea is found in organizational rituals. For example, if you have an outcome-based culture,
one way to help your employees learn this culture of an organization is by regularly rewarding
them for good work.

Offer material prizes like a gadget or a coffee voucher for your company’s top performers. You
can also organize monthly lunches with your team to celebrate their performance from the
previous month. Setting such rituals and ceremonies sends your team a strong message about
your organization and culture.

5. Assign organizational heroes

Organizational champions, who are often referred to as ‘heroes’, are the top talents who perform
in an exemplary manner. It's important to note that culture is learned. These people have the
behavior and work ethics that best reflect the philosophy and culture of your organization.

Ways employees learn culture in an organization - Assign organizational heroes

Having these figures as role models in a learning organization will give the other employees an
idea of the person they should follow to adjust and adapt to your company culture.

6. Establish cultural symbols

Symbols serve as a representation of an organization’s culture, which instills a sense of identity

and drive in employees. They traditionally communicate with those in the organization through
unspoken messages like company logos and branding. You can also teach your employees about
organizational culture by adding messages on office walls, creating unique room labels for
meeting rooms, or distributing office merchandise.

7. Use a consistent tone of voice

One of the best organizational culture examples involves employing a brand voice builder to
create a consistent tone of voice. Organizations frequently utilize this tool to delineate their
brand and culture through spoken and written expressions.

Consistently harnessing your company's brand voice, whether communicating internally or with
clients, facilitates comprehensive culture assimilation for everyone on your team. For instance, if
your company aims to foster a formal culture where individuals in positions of authority are
addressed differently, then using titles like "Mister" and "Ma'am" should be the norm.

Conversely, adopting a more informal and playful tone is advisable if you intend to cultivate a
friendly and personalized organizational culture within the workplace.

8. Organize team-building activities

Another way employees can learn culture in an organization is through team building. Organize
company culture ideas and activities that will bring your employees together and give them a
better grasp of your company’s brand and culture through bonding and connection.

Ways employees learn culture in an organization - Organize team-building activities

Team building is also a great way for the members of your organization to learn about each
other, like how they communicate, plan, and solve problems. They can then use their
observations to improve their work habits and ethics.

For remote teams, you can also set up team-building exercises that will allow your employees to
bond virtually, regardless of their location. Check out this list of virtual team bonding activities
for how you can bring everyone together and teach your organization’s culture in a virtual
setting.

9. Offer mentorship programs

Mentorship programs allow employees to interact with their seniors or high-performing

colleagues. The process is simple and straightforward. Mentors will share their knowledge and
experience with their mentees and watch them closely until a specific goal is met.

Ways employees learn culture in an organization - Offer mentorship programs

Offering this type of program is one of the best ways employees can learn about culture, as
they’ll get to observe it directly and closely from someone who probably best represents your
organization’s culture, beliefs, and values.

10. Allow mobile learning

With the significant increase in smartphone users today, why not take advantage of this trend to
teach your employees about your organization’s culture and values? Adopting a mobile learning
approach will give your employees the ultimate convenience to learn more about your company
culture anytime and anywhere.

Ways employees learn culture in an organization - Allow mobile learning

Just think about how many field employees and remote workers you can train and educate about
your company culture by making learning easily accessible through their handheld devices.
You’ll see improved corporate culture management and a higher level of participation from your
team by using this learning strategy.

Materials that are acquired to be used within the organization are referred to as consumable
materials. SC Training is the perfect place to create training programs and consumable materials
that will adapt perfectly to any device, including smartphones. This is because its course creator
tool comes with course templates optimized for mobile use.

Ways employees learn culture in an organization - Use SC Training's Creator tool

11. Schedule weekly catch-ups

More than tracking your team members' progress and performance, you can set aside some time
during your catchups to help them learn more about your company. Perhaps they've got
questions they don't feel confident sharing with the whole team.

Ways employees learn culture in an organization - Schedule weekly catch-ups

This is a great opportunity for them to express their concerns and feelings without feeling
judged. Weekly catchups also reflect your company's culture in many ways. It promotes open
communication, collaboration, and goal alignment. Remember, they're more than just fulfilling
administrative tasks.

12. Participate in company events

The last way to share your organization's culture is to encourage your team to participate in
company events. From internal social gatherings to wellness week and year-end parties, these
examples of organizational culture offer exciting opportunities for your employees to connect
with people outside of your team.

Ways employees learn culture in an organization - Participate in company events

Their participation paves the way for stronger bonds and relationships. The latest employee
engagement statistics show that higher engagement leads to a 21% increase in company profit.
Indeed, when your workers feel motivated to complete their tasks, you can expect faster
turnarounds and better quality of outputs.

Power and politics

Commonly Used Power Tactics

Researchers have identified distinct influence tactics and discovered that there are few
differences between the way bosses, subordinates, and peers use them, which we will discuss at
greater depth later on in this chapter. We will focus on nine influence tactics. Responses to
influence attempts include resistance, compliance, or commitment. Resistance occurs when the
influence target does not wish to comply with the request and either passively or actively repels
the influence attempt. Compliance occurs when the target does not necessarily want to obey,
but they do. Commitment occurs when the target not only agrees to the request but also
actively supports it as well. Within organizations, commitment helps to get things done because
others can help to keep initiatives alive long after compliant changes have been made or
resistance has been overcome.

1. Rational persuasion includes using facts, data, and logical arguments to try to convince
others that your point of view is the best alternative. This is the most commonly applied
influence tactic. One experiment illustrates the power of reason. People were lined up at a
copy machine and another person, after joining the line asked, “May I go to the head of
the line?” Amazingly, 63% of the people in the line agreed to let the requester jump
ahead. When the line jumper makes a slight change in the request by asking, “May I go to
the head of the line because I have copies to make?” the number of people who agreed
 jumped to over 90%. The word because was the only difference. Effective rational
persuasion includes the presentation of factual information that is clear and specific,
relevant, and timely. Across studies summarized in a meta-analysis, rationality was
related to positive work outcomes (Higgins, Judge, & Ferris, 2003).
2. Inspirational appeals seek to tap into our values, emotions, and beliefs to gain support
for a request or course of action. When President John F. Kennedy said, “ask not what
your country can do for you, ask what you can do for your country,” he appealed to the
higher selves of an entire nation. Effective inspirational appeals are authentic, personal,
big-thinking, and enthusiastic.
3. Consultation refers to the influence agent’s asking others for help in directly influencing
or planning to influence another person or group. Consultation is most effective in
organizations and cultures that value democratic decision making.
4. Ingratiation refers to different forms of making others feel good about themselves.
Ingratiation includes any form of flattery done either before or during the influence
attempt. Research shows that ingratiation can affect individuals. For example, in a study
of résumés, those résumés that were accompanied with a cover letter containing
ingratiating information were rated higher than résumés without this information. Other
than the cover letter accompanying them, the résumés were identical (Varma, Toh, &
Pichler, 2006). Effective ingratiation is honest, infrequent, and well-intended.
5. Personal appeal refers to helping another person because you like them and they asked
for your help. We enjoy saying yes to people we know and like. A famous psychological
experiment showed that in dorms, the most well-liked people were those who lived by the
stairwell—they were the most often seen by others who entered and left the hallway. The
repeated contact brought a level of familiarity and comfort. Therefore, personal appeals
are most effective with people who know and like you.
6. Exchange refers to give-and-take in which someone does something for you, and you do
something for them in return. The rule of reciprocation says that “we should try to repay,
in kind, what another person has provided us” (Cialdini, 2000). The application of the
rule obliges us and makes us indebted to the giver. One experiment illustrates how a
small initial gift can open people to a substantially larger request at a later time. One
group of subjects was given a bottle of Coke. Later, all subjects were asked to buy raffle
tickets. On the average, people who had been given the drink bought twice as many raffle
tickets as those who had not been given the unsolicited drinks.
7. Coalition tactics refer to a group of individuals working together toward a common goal
to influence others. Common examples of coalitions within organizations are unions that
may threaten to strike if their demands are not met. Coalitions also take advantage of peer
pressure. The influencer tries to build a case by bringing in the unseen as allies to
convince someone to think, feel, or do something. A well-known psychology experiment
draws upon this tactic. The experimenters stare at the top of a building in the middle of a
busy street. Within moments, people who were walking by in a hurry stop and also look
at the top of the building, trying to figure out what the others are looking at. When the
experimenters leave, the pattern continues, often for hours. This tactic is also extremely
popular among advertisers and businesses that use client lists to promote their goods and
services. The fact that a client bought from the company is a silent testimonial.
8. Pressure refers to exerting undue influence on someone to do what you want or else
something undesirable will occur. This often includes threats and frequent interactions
 until the target agrees. Research shows that managers with low referent power tend to use
pressure tactics more frequently than those with higher referent power (Yukl, Kim, &
Falbe, 1996). Pressure tactics are most effective when used in a crisis situation and when
they come from someone who has the other’s best interests in mind, such as getting an
employee to an employee assistance program to deal with a substance abuse problem.
9. Legitimating tactics occur when the appeal is based on legitimate or position power.
“By the power vested in me…”: This tactic relies upon compliance with rules, laws, and
regulations. It is not intended to motivate people but to align them behind a direction.
Obedience to authority is filled with both positive and negative images. Position, title,
knowledge, experience, and demeanor grant authority, and it is easy to see how it can be
abused. If someone hides behind people’s rightful authority to assert themselves, it can
seem heavy-handed and without choice. You must come across as an authority figure by
the way you act, speak, and look. Think about the number of commercials with doctors,
lawyers, and other professionals who look and sound the part, even if they are actors.
People want to be convinced that the person is an authority worth heeding. Authority is
often used as a last resort. If it does not work, you will not have much else to draw from
in your goal to persuade someone.

Organizational politics
Organizational politics, also known as workplace or office politics, refers to the actions individuals take
to gain power, influence, and resources within an organization to achieve desired outcomes. It involves
navigating relationships, managing perceptions, and strategically using influence to shape decisions and
outcomes, often outside of formal structures and procedures

factors contributing to political behavior

Political behavior is influenced by a complex interplay of individual and organizational factors.
Individual factors include personality traits like political skill and locus of control, as well as
personal beliefs, values, and life experiences. Organizational factors like resource scarcity,
ambiguity, and performance evaluation systems also play a significant role. Furthermore, the
political environment, including the behavior of leaders and the structure of decision-making
processes, can either encourage or discourage political behavior.
Individual Factors:

Political Skill:

Individuals with strong social and emotional intelligence, self-awareness, and the ability to build
rapport are more likely to engage in and be successful with political behavior.

Locus of Control:
Those with a high internal locus of control believe they can influence outcomes, which can lead
to more active participation in political maneuvering.
Values and Beliefs:
Personal values, including perceptions of fairness and justice, can shape an individual's approach
to political situations.
Life Experiences:
Past experiences, including cultural background, social interactions, and exposure to different
political systems, can influence an individual's understanding and engagement with politics.

Organizational Factors:

Resource Scarcity:

When resources are limited, competition for those resources intensifies, leading to more political
behavior as individuals seek to secure their share.

Ambiguity:
Lack of clarity regarding roles, responsibilities, and performance expectations can create an
environment where political maneuvering becomes more prevalent.
Performance Evaluation Systems:
Unclear or subjective evaluation systems can encourage political behavior as individuals seek to
influence their assessments.
Decision-Making Processes:
The structure of decision-making can influence the extent to which political behavior is
encouraged. Democratic or consensus-based approaches may lead to more political activity.

Environmental Factors:

Political Culture:

The prevailing norms and values within a society or organization can shape the acceptable forms
of political behavior.

Leadership Behavior:
The actions and attitudes of leaders can significantly impact the overall political climate within
an organization or society.
Social and Economic Conditions:
Broader social and economic conditions can also influence political behavior. For example,
economic downturns or periods of social unrest may lead to increased political engagement.

Frustation in organizational
Organizational frustration refers to the negative emotional state that arises when an individual's
goals or needs within an organization are blocked or thwarted. This can lead to various negative
consequences for both the individual and the organization, including decreased performance,
increased absenteeism, and even aggression.
Causes of Organizational Frustration:

Organizational factors:

These include things like unclear goals, lack of resources, poor communication, rigid rules and
procedures, unfair treatment, and inadequate training.

Individual factors:

These can include things like impatience, fear of failure, lack of confidence, and unrealistic
expectations.

Work environment factors:

This includes issues like unrealistic deadlines, bullying, workplace gossip, and lack of support.

Consequences of Organizational Frustration:

Reduced performance:

Frustration can lead to decreased motivation and productivity, impacting task performance and
overall work quality.

Withdrawal behaviors:
Employees may become less engaged, leading to absenteeism, tardiness, and even turnover.
Aggression:
Frustration can manifest as aggression, either directed at colleagues, the organization, or even
oneself (e.g., sabotage, withholding output).
Negative impact on the work environment:
Frustration can create a negative and toxic atmosphere, leading to conflict and dissatisfaction
among employees.
Decreased job satisfaction and increased burnout:
Frustration can lead to a decline in overall job satisfaction and contribute to burnout, especially if
it persists over time.

Frustation and motivation

Frustration and motivation are closely linked. Frustration can be a powerful catalyst for
motivation, acting as a signal that something needs to change or improve. However, excessive or
poorly managed frustration can also be detrimental to motivation, leading to feelings of
helplessness or burnout. The key lies in how individuals choose to respond to frustration and
channel it into positive action.
Frustration as a Motivator:

Identifying the Disconnect:

Frustration often arises when there's a gap between expectations and reality. Recognizing this
gap can help pinpoint areas where adjustments or new strategies are needed.

Refocusing and Recommitting:

Frustration can be a cue to re-evaluate goals and strategies. It's an opportunity to refocus on
what's important and recommit to achieving desired outcomes.
Fueling Action:
Frustration can be a powerful source of energy for change. By acknowledging the feeling and
using it as a springboard for action, individuals can turn negative experiences into positive
momentum.
Learning from Mistakes:
Frustration can highlight areas where previous approaches were ineffective. This provides
valuable learning opportunities to refine strategies and improve future performance.

Frustration's Potential Downsides:

Burnout:

Prolonged frustration without positive resolution can lead to burnout, characterized by

exhaustion and a sense of ineffectiveness.

Decreased Self-Efficacy:
When individuals repeatedly face frustrating situations, they may begin to doubt their abilities
and lose confidence.
Negative Impact on Learning:
In academic settings, frustration can reduce intrinsic motivation and enjoyment of learning.
Need for Healthy Coping Mechanisms:
It's crucial to develop healthy coping mechanisms for managing frustration, such as relaxation
techniques or seeking support

Counseling and Morale

The Importance of Counseling in the
Workplace
Benefits of Counseling for Employees

1. Improved Mental Health: Counseling provides employees with a safe space to discuss and
manage stress, anxiety, depression, and other mental health issues. This leads to improved
overall well-being.

2. Enhanced Coping Skills: Employees learn valuable coping strategies and problem-solving
skills that help them navigate personal and professional challenges more effectively.

3. Increased Job Satisfaction: When employees feel supported and valued, their job satisfaction
and engagement levels increase, leading to higher productivity and morale.

4. Better Work-Life Balance: Counseling helps employees develop strategies to balance their
personal and professional lives, reducing burnout and improving overall quality of life.

5. Conflict Resolution: Counseling provides tools and techniques for resolving workplace
conflicts, improving relationships, and fostering a more collaborative work environment.

Types of Counseling
Employee counseling encompasses various approaches to support employees facing personal or
work-related challenges. These include directive, non-directive, and participative counseling,
along with Employee Assistance Programs (EAPs) and workplace counseling services. Other
types like cognitive behavioral therapy (CBT), solution-focused brief therapy (SFBT),
mindfulness-based stress reduction (MBSR), and supportive counseling are also used to address
specific issues.
Here's a more detailed look at the common types of employee counseling:
1. Directive Counseling: This approach involves the counselor actively guiding the employee,
providing advice and solutions to address the immediate problem. The counselor takes a more
leading role in setting the course of action and motivating the employee.
2. Non-directive Counseling: In this approach, the counselor acts as a facilitator, actively
listening and encouraging the employee to explore their feelings and thoughts to find their own
solutions. The employee is empowered to take ownership of the problem-solving process.
3. Participative Counseling: This collaborative approach combines elements of both directive and
non-directive counseling. The counselor and employee work together to identify the problem,
explore options, and develop a mutually agreeable plan of action.
4. Employee Assistance Programs (EAPs): EAPs offer comprehensive support to employees
facing various challenges, such as mental health issues, substance abuse, or financial and legal
problems. These programs often include counseling services, referral services, and other
resources to promote employee well-being.
5. Workplace Counseling: This focuses on job-related issues like work stress, conflicts with
colleagues or supervisors, and career development. Workplace counseling can be provided by in-
house counselors, external consultants, or through technology-based solutions like apps

Causes of Maladjustment of
Employees
Maladjustment in employees can stem from a variety of factors, including workplace issues,
personal circumstances, and societal influences. These factors can lead to decreased job
satisfaction, increased stress, and even mental health challenges.

Workplace Factors:

Poor Job Match:

Employees may be maladjusted due to being in a role that doesn't suit their skills or personality,
or if they are promoted to a position they are not prepared for, leading to feelings of inadequacy
and frustration.

High Expectations:
Unrealistic or excessive demands from supervisors can create high levels of stress and
potentially lead to burnout.
Lack of Opportunity:
Limited opportunities for growth and development can also contribute to maladjustment, as
employees may feel stagnant and unmotivated.
Negative Work Environment:
Factors like poor management, lack of support, and conflict with colleagues can also create a
toxic work environment and lead to maladjustment.
Organizational Change:
Significant changes within the workplace, such as restructuring or downsizing, can cause stress
and anxiety, contributing to maladjustment.

Personal Factors:

Family Issues:

Divorce, financial difficulties, or other family problems can create stress and impact an
employee's ability to focus on work.

Mental Health:
Underlying mental health conditions, such as depression or anxiety, can significantly affect an
employee's performance and adjustment to the workplace.
Personality Traits:
Certain personality traits, like low self-esteem or difficulty with emotional regulation, can also
play a role in maladjustment.

Societal Factors:

Social Inequality:

Issues like poverty, discrimination, and social inequality can create feelings of hopelessness and
stress, which can manifest in the workplace.

Cultural Expectations:

Societal norms and expectations, such as pressure to succeed or conform, can also contribute to
maladjustment

Causes of Low morale

Low morale stems from factors like poor leadership, lack of communication, and inadequate
recognition, leading to decreased productivity and high turnover. Conversely, high morale is
fostered by strong leadership, job satisfaction, fair treatment, and opportunities for growth,
resulting in increased motivation, engagement, and retention.
Causes of Low Morale:

Leadership Issues:

Inconsistent or untrustworthy leadership, micromanagement, and lack of support can

significantly undermine morale.

Communication Breakdown:
Poor communication, lack of transparency, and unclear expectations create uncertainty and
frustration.
Lack of Recognition and Rewards:
Employees who feel unappreciated or undervalued are less likely to be motivated.
Inadequate Resources:
Poorly equipped workplaces, unclear processes, and insufficient tools can hinder productivity
and lead to dissatisfaction.
Negative Work Environment:
A toxic work environment with bullying, favoritism, or discrimination can severely impact
morale.
Lack of Opportunities:
Limited opportunities for growth, development, or advancement can discourage employees.
Causes of High Morale:
Strong Leadership:

Leaders who inspire trust, communicate effectively, and provide support create a positive and
motivating environment.

Job Satisfaction:
When employees find their work meaningful and enjoyable, their morale naturally improves.
Fair Treatment and Recognition:
A workplace where employees feel valued, respected, and rewarded for their contributions
fosters a positive atmosphere.
Opportunities for Growth:
Access to training, development, and advancement opportunities keeps employees engaged and
motivated.
Positive Work Environment:
A culture of collaboration, respect, and open communication promotes a sense of belonging and
well-being.
Clear Expectations and Goals:
When employees understand what is expected of them and how their work contributes to the
overall success of the organization, they are more likely to be motivated.

Morale and productivity

Morale and productivity are closely linked, with high morale often leading to increased
productivity and low morale potentially hindering it. Morale, referring to an employee's attitude
and feelings about their work, impacts their motivation, engagement, and overall performance.
When employees feel valued, respected, and engaged, they are more likely to be productive, take
initiative, and contribute positively to the organization.
Here's a more detailed look at the relationship:
How Morale Impacts Productivity:

Increased Engagement:

High morale fosters a sense of purpose and belonging, leading to increased employee
engagement, which in turn drives productivity.

Higher Motivation:
When employees feel good about their work and workplace, they are more motivated to put in
extra effort and achieve goals, resulting in higher productivity.
Improved Collaboration:
Positive morale encourages teamwork and collaboration, creating a supportive environment
where employees are more likely to work together effectively.
 Reduced Absenteeism and Turnover:
High morale contributes to a more positive work environment, reducing absenteeism and
employee turnover rates, which can negatively impact productivity.
Better Focus and Attention to Detail:
When employees are less stressed and more engaged, they are more likely to focus on their tasks
and pay attention to detail, leading to higher quality work.
Positive Workplace Culture:
High morale contributes to a positive and productive workplace culture, attracting and retaining
talent, and fostering a sense of loyalty and commitment

Morale components
Morale components can be categorized into several key aspects. These include emotional
components like enthusiasm and job satisfaction, cognitive components like understanding and
confidence, and behavioral components like motivation and performance. Additionally,
leadership, realism, accountability, and a focus on excellence are crucial for maintaining high
morale.
Here's a more detailed breakdown:
Emotional Components:

Enthusiasm and Motivation:

High morale is characterized by a positive and enthusiastic attitude towards work and a strong
desire to contribute.

Job Satisfaction:
Employees with high morale are satisfied with their jobs, tasks, and responsibilities, finding their
work meaningful.
Sense of Wellbeing:
A positive emotional state contributes to overall morale, including feelings of fulfillment and
value within the workplace.
Team Spirit:
In group settings, a strong sense of camaraderie and shared purpose fosters positive team
morale.

Cognitive Components:

Understanding and Clarity:

Employees need to understand their roles, responsibilities, and the organization's goals to feel
confident and motivated.

Confidence:
High morale is linked to confidence in oneself, one's team, and the leadership.
Realism:
Morale is healthier when individuals have a realistic view of their work and the challenges they
face.

Behavioral Components:

Performance and Productivity:

High morale is associated with increased productivity and a willingness to go above and beyond.

Engagement and Motivation:

Employees with high morale are actively engaged in their work and motivated to achieve their
goals.
Accountability:
A culture of accountability, where individuals take ownership of their actions, is linked to
stronger morale.

Group morale
Group morale refers to the overall enthusiasm, confidence, and dedication of a group towards
their common goals. It reflects the collective mood, attitude, and satisfaction levels of the group
members. High morale is characterized by a sense of belonging, shared purpose, and a positive
outlook, while low morale can lead to decreased productivity and increased conflict.
Key aspects of group morale:

Sense of belonging: Members feel accepted, valued, and connected to the group.

Shared purpose: The group has clear, common goals and a sense of direction.
Positive attitude: Members are optimistic, motivated, and engaged in their tasks.
Collaboration and teamwork: Members work well together, supporting each other and sharing
responsibilities.

Effective leadership: Leaders play a crucial role in fostering a positive environment, providing
guidance, and addressing concerns