organizational behavior - to analyze and study the behavior of senior managers in organization
TRANSCRIPT
Organizational BehaviorNishant Varshney (13)Nishant Kumar (22)Anna Jain (51)Megha Singh (53)Heena Vyas (57)Aakash Minocha (60)
FLOW OF PRESENTATION
●Objective●Literature●Methodology●Analysis of the study●Comparative study of ICICI and M&M
●Findings
Objective
To analyze and study the behavior of Senior Managers in Organization with the help of
…… LBAP (Leadership Behavior Assessment
Profile). MBTI (Myers-Briggs Type Indicator). EIS (Emotional Intelligence Survey). DLES (Dhar and Pethe Leadership
Effectiveness Scale).
Literature Review• MBTI (Myers-Briggs Type Indicator)
▫ MBTI categorization can influence careers, leadership situation, creation of teams, conflict resolution etc.
▫ Recently MBTI has also been used by online services for a kind of match making, i.e. by www.perfectmatch.com in the form of Duet Total Compatibility System.
▫ Use of the Myers-Briggs Type Indicator as an Organisational Change Device in an Australian Industrial Firm called Steelco, a heavy manufacturing company with its headquarters in Australia.
• EIS (Emotional Intelligence Survey)
▫ “When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion” (Dale Carnegie).
▫ “…the ability to manage ones own emotions and the emotions of others to promote growth,, well-being,, and functional social relations” (Barrett and Salovey 1)
▫ Emotional Quotient Difference Get Smart (Eugene Kaluzniacky) Mental Fitness at Work (Bob Acton) Can you, should you, use EI as a tool (Roy Lubit) The way we are (Hybrid of Theory X and Y, McGregor)
•LBAP (Leadership Behavior Assessment Profile)
▫Leadership Behavior is a Success variable for an organization.
Study conducted in SGS, a manufacturing unit of Premium Suiting…on how manager’s leadership style affects the organization growth?
Result emphasized on WIN – WIN Style.
•DLES (Dhar and Pethe Leadership Effectiveness Scale)▫More the effective leader is the more will
be his productivity. (P. Robbins)
▫A survey was conducted across Cambodia on Political Leaders on their Effectiveness, and how with their leadership they influences the masses? The result of the survey in the nutshell was;
Its not Leadership style which matters, but what is important is its effectiveness in different situation hence thereby influencing the masses.
SITUATION
APPROPRIATE
STYLE
SITUATION
APPROPRIATE
STYLE
1 d 9 d
2 a 10 a
3 a 11 a
4 b 12 b
5 d 13 d
6 a 14 a
7 a 15 a
8 b 16 b
LBAP
Every appropriate style marked to its corresponding situation is awarded 1 mark. Otherwise, 0 mark.
EIS
A B C D E F G H I JTOTAL
QUES. SET
6,12,18,2
9
9,10,15,20,2
5
2,4,7,8,31,
34
14,19,26,2
8
1,5,11,17
16,27,32
30,33
21,22
23,24
3,13 1 – 34
MARKS - - - - - - - - - - -
KEY :-Strongly Agree – Award 5 marksAgree – Award 4 marksUncertain – Award 3 marksDisagree – Award 2 marksStrongly Disagree – Award 1 mark
DLESMARKS TOTAL
STRONGLY AGREE
5 marks × No. of Ques. -
AGREE 4 marks × No. of Ques. -
UNCERTAIN 3 marks × No. of Ques. -
DISAGREE 2 marks × No. of Ques. -
STRONGLY DISAGREE
1 marks × No. of Ques. -
TOTAL SCORE -
THE SUM OF THE SCORE S PERTAINING TO 41 ITEMS OF THE SCALE IS THE TOTAL “LEADERSHIP EFFECTIVENESS” SCORE.
MBTISCORE
I E S N T F J P
2a 2b 1b 1a 3a 3b 4a 4b
6a 6b 10b 10a 5a 5b 7a 7b
11a
11b
13a 13b 12a 12b 8b 8a
15b
15a
16a 16b 14b 14a 9a 9b
19b
19a
17a 17b 20a 20b 18b 18a
22a
22b
21a 21b 24b 24a 23b 23a
27b
27a
28b 28a 25a 25b 26a 26b
32b
32a
30b 30a 29b 29a 31a 31b
Highest frequency in each group ie I/E, S/N, T/F and J/P is chosen and thus a group of 4 variables is made.
30%
33%
33%
4%
LEADERSHIP BEHAVIOUR ASSESSMENT PROFILE
TELLINGSELLINGPARTICIPATINGDELEGATING
Help managers to examine their dominant and back up leadership style.
64%
25%
11%
DHAR & PETHE LEAD-ERSHIP EFFECTIVENESS
SCALE
LOWHIGHNORMAL
Higher the total score higher is the effectiveness of the leader.
44%
35%
20%
EMOTIONAL INTEL-LIGENCE SCALE
LOWHIGHNORMAL
Higher the EIS Score higher is the reasoning and rational ability.
MBTI
ESFP
ENTP
ESTJ
ESFJ
ENTJ
ENFP
ENFJ
ESTP
ISTJ
INTJ
INFP
INFJ
ISTP
ISFJ
INTP
ISFP
0
1
2
3
4
5
6
7
8
9
10
MBTI ANALYSIS
26%
37%
31%
6%
LBAP IN ICICI
TELLING SELLINGPARTICIPATING DELEGATING
37%
26%
37%
LBAP IN M&M
TELLING SELLINGPARTICIPATING DELEGATING
ESFP
ENTP
ESTJ
ESFJ
ENTJ
ENFP
ENFJ
ESTP
ISTJ
INTJ
INFP
INFJ
ISTP
ISFJ
INTP
ISFP
0
1
2
3
4
5
6
ICICIM&M
MBTI IN ICICI & M&M
FINDINGS OF THE STUDY…
1.RELATION BETWEEN WORK EXPERIENCE AND LEADERSHIP BEHAVIOUR ASSESSMENT PROFILE
2.CORRELATION BETWEEN TENURE OF EMPLOYEES IN THE ORGANISATION AND THEIR DLES, EIS & LBAP
PARTI
CIPATI
NG
SELL
ING
DELEGATI
NG
TELL
ING
0
1
2
3
4
5
6
7
8
1-2 YR EXP3 & ABOVE YR EXP
ICICI BANK
PARTI
CIPATI
NG
SELL
ING
DELEGATI
NG
TELL
ING
0
1
2
3
4
5
6
1-2 YR EXP3 & MORE YR EXP
MAHINDRA & MAHINDRA PVT LTD.
CORRELATION
•Karl Pearson's coefficient of correlation:R = ∑ XY
n σx σy
•Correlation coefficient cannot exceed unity numerically.
-1 ≤ R ≤ 1