Ch Muhammad Irfan +92-345-442617 Skype: ch.irfan786 facebook.com/chmuhammedirfan

PRESTON UNIVERSITY

Ch Muhammad Irfan +92-345-4426176

Skype id: ch.irfan786

Facebook.com/chmuhammedirfan

11/06/2015

The study of the way people interact within groups. Normally this study is applied in an attempt to create

more efficient business organizations. The central idea of the study of organizational behavior is that a

scientific approach can be applied to the management of workers. Organizational behavior theories are

used for human resource purposes to maximize the output from individual group members.

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Contrast Groups from teams. Explain the terms synergy and social

loafing:

Groups: A group is two or more individuals who share common interests or characteristics and

whose members identify with each other due to similar traits.

Teams: Teams and groups differ in five key ways: task orientation, purpose, interdependence,

formal structure, and familiarity among members.

Work Team Work Group

The leader acts as a facilitator. The leader dominates and controls the

group.

The members have active participation in the

discussions and eventual outcome.

The leader is apparent and will conduct the

meeting.

The team members decide on the disbursements of work assignments.

The leader usually assigns work to the members.

Individuals assembled together or having some unifying relationship

Persons associated together in work or activity.

Member’s collective performance determines results. Members responsible for their own contributions

Synergy’ arises in teams Individualistic approach do not produces synergy.

Synergy:

Mergers and acquisitions are made with the goal of improving the company's financial

performance for the shareholders. Two businesses can merge to form one company that is capable of

producing more revenue than either could have been able to independently, or to create one company

that is able to eliminate or streamline redundant processes, resulting in significant cost reduction. Because

of this principle, the potential synergy is examined during the merger and acquisition process. If two

companies can merge to create greater efficiency or scale, the result is what is sometimes referred to as a

synergy merge.

Social Loafing:

Social loafing refers to the concept that people are prone to exert less effort on a task if they are in a group

versus when they work alone. The idea of working in groups is typically seen as a way to improve the

accomplishment of a task by pooling the skills and talents of the individuals in that group. But, in some

groups, there is a tendency on the part of participants to contribute less to the group's goal than if they

were doing the same task themselves.

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How can u differentiate the between leaders and managers? Why managers

think in short term goals and leaders look for futurization:

Difference b/w Leaders and managers:

Managers Leaders Managers have employees. Leaders win followers

Managers react to change. Leaders create change.

Managers have good ideas. Leaders implement them

Managers communicate Leaders persuade.

Managers direct groups. Leaders create teams.

Managers try to be heroes Leaders make heroes of everyone around them.

Managers take credit. Leaders take responsibility.

Managers are focused. Leaders create shared focus.

Managers exercise power over people Leaders develop power with people

Both a manager and a leader may know the business well. But the leader must know it better and in a

different way. S/he must grasp the essential facts and the underlying forces that determine the past and

present trends in the business, so that s/he can generate a vision and a strategy to bring about its future.

One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. A

subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice.

Leaders investigate reality, taking in the pertinent factors and analyzing them carefully. On this basis they

produce visions, concepts, plans, and programs. Managers adopt the truth from others and implement it

without probing for the facts that reveal reality.

There is profound difference — a chasm — between leaders and managers. A good manager does things

right. A leader does the right things. Doing the right things implies a goal, a direction, an objective, a vision,

a dream, a path, a reach.

Leadership is about innovating and initiating. Management is about copying, about managing the status

quo. Leadership is creative, adaptive, and agile. Leadership looks at the horizon, not just the bottom line.

There is a profound difference between management and leadership, and both are important "To

manage" means "to bring about, to accomplish, to have charge of or responsibility for, to conduct."

"Leading" is "influencing, guiding in direction, course, action, opinion." The distinction is crucial.

Management is... Leadership is....

Coping with complexity Coping with and promoting change

Planning and Budgeting Setting a Direction

Organizing and Staffing Aligning People

Controlling and Problem Solving Motivating and Inspiring People

Effective Action Meaningful Action

Conclusion:

The most dramatic differences between leaders and managers are found at the extremes: poor leaders are

despots, while poor managers are bureaucrats in the worst sense of the word. Whilst leadership is a

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human process and management is a process of resource allocation, both have their place and managers

must also perform as leaders. All first-class managers turn out to have quite a lot of leadership ability.

Topic: Why is “Team Approach” becoming so popular? Explain how the

organizations create effective teams.

Team Approach: Whole-team approach, also called team-based approach, is a strategy for

project management in which everyone on the project team is held equally responsible for the quality and

success of the project. The term is often used in agile software development, lean manufacturing and

creative teams in advertising and other media.

Organization can create effective teams through following steps: As CEO, you need to realize that each team member plays a role in your company and each individual is

part of the whole. If you want to work effectively your team must be harmonious. Here’s how:

Build trust and respect.

Cherish a team-oriented environment based on trust and respect, without which

there will only be limited success. A startup is like a ship going through high uncertainty. The captain needs

the trust of his team, because people follow trust and integrity, not a person. Uncertainty can be balanced

by trust which gives the team the ability to work together no matter what reality brings. Likewise, if you

are not in the office, you have to be sure that team members will cooperate in the atmosphere of open

communication. The stronger the trust, the better the team will navigate without the captain on board.

Be true to your word.

If you demand high productivity and quality work, you’d better be as good as

your word. You get what you give. If you promise to do something, be sure you will fulfill it. When team

members notice that you are a reliable person, they will emulate your behavior.

Organize a meeting for all employees.

If you want to improve teamwork, help people get to know each other better.

Organize in-person meetings for all workers (all teams) at least once a year — more often if at all possible.

Informal conversations bring people together and warm up human relationships. One option is to invite

your team to play a game, like football or basketball. If players want to win, they have to focus on

cooperation. The same principle is present in teamwork. And through teamwork and team sports,

individual character and natural talents are expressed. They have to make decisions fast so they don’t

have time to prepare their reactions. Those are the situations where pure character is exposed and real

relationships are built.

Take advantage of conflict.

There are no teams exempt from occasional misunderstandings. Somewhere,

somehow, conflict will show up. When conflict between employees gets out of a hand in a startup, the

CEO must face it. Don’t complicate the situation by deciding what is good or bad. Listen to all sides

carefully and then talk to other team members who observed the quarrel. Brainstorming solutions

favorable for both sides may even result in ideas that would never have come to mind in without the

conflict. It does not mean that confrontations are good; it just means that they make people think about

two points of view of the matter. More points of view mean more possibilities.

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Make hiring a team effort

If you want to hire a new person, discuss this with your team. Let your team members talk with candidate

because they will work together and it’s important this person fit into the team. Of course, experience and

suitable qualifications are important — but the most important qualities to hire for are always personality

and social skills that are compatible with your team. With regards to trust and respect described above,

personality and social skills are like glue. They help people communicate. They can glue different people

together, whereas qualifications just ensure tasks are completed properly.

What are nine power or influence tactics the manager’s use for control.

Explain

OR

How do managers control employees behavior through power or influence

tactics Explain

Research has identified nine distinct influence tactics:

Legitimacy

Relying on your authority position or saying a request accords with organizational policies or rules.

Rational persuasion

Presenting logical arguments and factual evidence to demonstrate a request is reasonable.

Inspirational appeals

Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations

Consultation

Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.

Exchange

Rewarding the target with benefits or favors in exchange for following a request

Personal appeals

Asking for compliance based on friendship or loyalty.

Ingratiation

Using flattery, praise, or friendly behavior prior to making a request

Pressure

Using warnings, repeated demands, and threats

Coalitions

Enlisting the aid or support of others to persuade the target to agree

Conclusion:

Some tactics are more effective than others. Rational persuasion, inspirational appeals, and consultation

tend to be the most effective, especially when the audience is highly interested in the outcomes of a

decision process.

Challenges face by corporate leadership: Every leader will have challenges, because it's not always easy to work through others to get the results

you need. Managing poor performance is always one of the toughest challenges for a leader to face but

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then again, so is managing poor results. It really depends on the level of the leader we are referring to and

their responsibilities.

The key six global trends uncovered in the report were:

Globalization 2.0 As globalization accelerates, the new business world will be characterized by

increasingly diverse teams and declining loyalty between organizations and employees. Companies will

need to be more alert and collaborative to manage the global/local divide; their leaders will need to be

flexible, internationally mobile and culturally sensitive, and they must have strong conceptual and strategic

thinking capabilities in order to manage risk and cope with the dangers and uncertainties associated with

globalization.

Climate Change The scarcity of strategic resources like water, minerals and fossil fuels could trigger

price hikes and operational costs. Organizations will be forced to lower their eco-footprint, adapt to rising

operational costs and restructure along sustainable lines. Leaders will need outstanding cognitive skills to

balance the competing demands of financial success, social responsibility and environmental

custodianship, and must act as change agents, advocating environmentally responsible business practices.

Demographic Shifts The aging population means demographic imbalances are rapidly emerging, leading

to skills shortages. For organizations, this means the war for talent will continue to rage; leaders will need

to attract, motivate and retain increasingly diverse teams and find ways to develop and promote the

growing numbers of international migrants, women and older people into leadership positions.

Individualization Careers are an important part of people’s quest for self-expression. But their

loyalty is more likely to be directed toward social networks than employers. These trends have a huge

impact on how leaders and companies motivate people. Leaders will have to work harder at generating

personal loyalty, through accommodating employees’ requirements, enabling self-directed ways of

working and individualized leadership by developing relationships beyond the direct work environment.

Technology Convergence Ignore troublemaking technologies at your peril. Despite their lack of detailed

knowledge, leaders must be open to – and advocates of – visionary ideas. They must encourage innovation

and collaboration and act as orchestrators of expertise from within and outside the organization in order

to control the potential of converging technologies.

What are functional and dysfunctional effects of organizational cultural? Functional effect of culture

Controlling behavior Culture serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees. This last function is of particular interest to us: Culture by definition is elusive, intangible, implicit, and taken for granted. Every organization develops a core set of assumptions, understandings, and implicit rules that govern day-to-day behavior in the workplace.

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Defining boundaries It has a boundary-defining role. It creates distinctions between one organization and others.

Conveying identity It conveys a sense of identity for organization members. Who receives a job offer to join the organization, who is appraised as a high performer, and who gets the promotion is strongly influenced by the individual-organization “fit.”

Promoting commitment Culture facilitates commitment to something larger than one’s individual self-interest.

Dysfunctional effect of culture We are treating culture in a nonjudgmental manner. Culture enhances organizational commitment and increases the consistency of employee behavior, but there are potentially dysfunctional aspects of culture.

Barrier to change: Culture is a liability when the shared values are not in agreement with those that will further the organization’s effectiveness. This is most likely to occur when an organization’s environment is dynamic. This helps to explain the challenges that executives at companies like Mitsubishi, General Motors, Eastman Kodak, Kellogg, and Boeing have had in recent years in adapting to upheavals in their environment.

Barrier to diversity: Hiring new employees who, because of race, gender, disability, or other differences, are not like the majority of the organization’s members creates a paradox. Management wants new employees to accept the organization’s core cultural values but, at the same time, they want to support the differences that these employees bring to the workplace. Strong cultures put considerable pressure on employees to conform. They limit the range of values and styles that are acceptable. Organizations seek out and hire diverse individuals because of their alternative strengths, yet these diverse behaviors and strengths are likely to diminish in strong cultures. Strong cultures, therefore, can be liabilities when: They effectively eliminate the unique strengths that diverse people bring to the organization. They support institutional bias or become insensitive to people who are different.

Barrier to acquisitions and mergers: Historically, the key factors that management looked at in making acquisition/merger decisions:

o Financial advantages o Product synergy Cultural compatibility has become the primary concern. Whether the acquisition actually works seems to have more to do with how well the two organizations’ cultures match up.

How can organization select and develop effective leaders? Discuss The entire process that organizations go through to fill management positions is essentially an exercise in

trying to identify individuals who will be effective leaders. The search might begin by reviewing the specific

requirement for the position to be filed that is knowledge, skills, and abilities that are needed to do the job

effectively. The concerned authority or selection committee should try to analyze the situation in order to

find candidates who will make a proper match.

Testing

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Testing is useful for identifying and selecting leaders. Personality tests can be used to look for traits

associated with leadership extroversion, conscientiousness, and openness to experience. Testing to find a

leadership candidate’s score on self-monitoring also makes sense. High self-monitors are likely to

outperform their low-scoring counterparts because the former is better at reading situations and adjusting

his or her behavior accordingly. You can also asses’ candidates for emotional intelligence (EI). Candidates

with a high EI should have an advantage especially in situations requiring transformational leadership given

the importance of social skills to managerial effectiveness.

Interviews Interviews also provide an opportunity to evaluate leadership candidates. For instances, we know

that experience is a poor predictor of leader effectiveness, but situation-specific experience is relevant.

The interview performance can be used to determine if a candidate’s prior experience fits with the

situation required to be filled. Similarly, the interview is a reasonable good vehicle for identifying the

degree to which a candidate has leadership traits such as extroversion, self-confidence, vision, verbal skills

to frame issues, or a charismatic physical presence.

Knowledge of importance of situational factors in leadership The knowledge of importance of situational factors in leadership success should be used to match

leaders to situations. If the situation requires a change transformational qualities in the leader are required

to focus on the changed situation. If not, look for transactional qualities. They may be situational factors

that substitute for or neutralize leadership. If there are, then the leadership essentially performs a

figurehead or symbolic role, and the importance of selecting the “right” person is not particularly crucial.

Training: Organizations, in aggregate, spend billions of dollars, yen, and Euros on leadership training and

development. These efforts take many forms from $50,000 executive leadership programs offered by

universities such as Harvard to sailing experiences at the Outward Bound School. Although much of the

money spent on training may provide dubious benefits, our review suggests that there are some things

management can do to get the maximum effect from their leadership-training budgets.

Conclusion: First, let’s recognize the obvious. People are not equally trainable. Leadership training of any kind is

likely to be more successful with individuals who are high self monitors than with low self-monitors. Such

individuals have the flexibility to change their behavior.

Defining and discuss Fielder’s Contingence Model has it supported in research?

Explain Contingency approach to leadership was first developed comprehensively by Fiedler. In this contingency

approach model proposes that effective group performance depends on the proper match between the

leader’s style and the degree to which the situation gives control to the leader.

Fiedler’s model consists of 3 primary elements.

Leadership style Identifying leadership style is the first step in using the model. Fiedler believed that leadership style is

fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale.

The scale asks you to think about the person who you've least enjoyed working with. This can be a person

who you've worked with in your job, or in education or training.

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You then rate how you feel about this person for each factor, and add up your scores. If your total score is

high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be

task-orientated leader.

Defining Situation: After an individual’s basic leadership style has been assessed through LPC. Fiedler

identifies 3 contingency factors which are the key situational factors that determine leader’s effectiveness.

1. Task Structure:

It is the degree which the job assignments are procedures i.e. structured or unstructured.

2. Position Power:

It is the degree of influence a leader has over power variable such as hiring, discipline, promotion

and salary increase.

3. Leader Member Relationship:

It is the degree of confidence, trust and respect shown by the member to their leaders.

The next step in the Fiedler model is to evaluate the situation in terms of these 3 contingency variables.

Fiedler states that the better the leader-member relationship the more highly structure the task is and the

stronger the position power the more control the leader has.

Relationship between style and situation: With knowledge of an individual’s LPC score and assessment of the 3 contingency

dimension, the Fiedler’s model matching them up, to achieve maximum leadership effectiveness He

concluded that task oriented leader tend to perform better in situation that are very favorable to them

instead of unfavorable condition so, Fiedler predict that when task oriented leader faced with category 1,

2,3,7,8 situation perform better. Relationship oriented leader however perform better in moderately

favorable situation with category 4, 5, 6. Thus we can say task-oriented leader perform best in situation of

high and low control while relationship oriented leaders perform best in moderate control situation.

What is Power? How it is different from leadership? Explain

Power: Power is the ability to get things done. Those with power are able to influence the behavior of others to

achieve some goal or objective.

OR Power refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A’s

wishes. This definition implies a potential that need not be actualized to be effective and a dependency

relationship

The Six Sources of Power Power comes from several sources, each of which has different effects on the targets of that power. Some

derive from individual characteristics; others draw on aspects of an organization's structure. Six types of

power are legitimate, referent, expert, reward, coercive, and informational.

Legitimate Power

Also called "positional power," this is the power individuals have from their role and status

within an organization. Legitimate power usually involves formal authority delegated to the holder of the

position.

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Referent Power

Referent power comes from the ability of individuals to attract others and build their loyalty. It is

based on the personality and interpersonal skills of the power holder. A person may be admired because of

a specific personal trait, such as charisma or likability, and these positive feelings become the basis for

interpersonal influence.

Expert Power

Expert power draws from a person's skills and knowledge and is especially potent when an

organization has a high need for them. Narrower than most sources of power, the power of an expert

typically applies only in the specific area of the person's expertise and credibility.

Reward Power

Reward power comes from the ability to confer valued material rewards or create other

positive incentives. It refers to the degree to which the individual can provide external motivation to others

through benefits or gifts. In an organization, this motivation may include promotions, increases in pay, or

extra time off.

Coercive Power

Coercive power is the threat and application of sanctions and other negative consequences. These

can include direct punishment or the withholding of desired resources or rewards. Coercive power relies

on fear to induce compliance.

Informational Power

Informational power comes from access to facts and knowledge that others find useful or valuable.

That access can indicate relationships with other power holders and convey status that creates a

positive impression. Informational power offers advantages in building credibility and rational persuasion.

It may also serve as the basis for beneficial exchanges with others who seek that information.

Contrasting Leadership and Power: A careful comparison of our description of power with our description of leadership reveals that the

concepts are closely intertwined. Leaders use power as means of attaining group goal. Leaders achieve

goals and power as a means of facilitating their achievements.

Power does not require goal compatibility, merely dependence. Leadership on the other hand,

requires some similarity between the goals of the leader and those being pursued. A second

difference relates to the direction of influence. Leadership focuses on the downward influence on

one’s followers. It minimizes the importance of lateral and upward influence patters.

Power does not. Still another difference deals with research emphasis leadership research for the

most part, emphasizes style. It seeks answers to questions such as. How supportive should a leader be?

How much decision making should be shared with followers? In contrast the research on power has

tended to encompass broader area and to focus on tactics for gaining compliance. It has gone beyond

the individual as the exercise of power because power can be used by groups as well as by individuals

to control other individuals or groups.

Topic:

What is negotiation? Explain the role and functions of third party

negotiations

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Negotiation Negotiation is a method by which people settle differences. It is a process by which compromise or

agreement is reached while avoiding argument and dispute.

Roles and Functions of third parties negotiations:

Mediator Mediator is a neutral third party, whose job is to facilitate a negotiated solution by reasoning

and persuasion, suggesting alternatives to the involved parties. Mediators are common in labor-

management conflicts and in civil court disputes.

Arbitrator Arbitrator is a third party who has the authority for dictating an agreement between the

parties. Arbitration in a negotiation can be requested by the parties or can be compulsorily enforced on the

parties by court or contract. The big advantage of arbitration over mediation is that it always results in a

settlement.

Conciliator Conciliator is a trusted third party whose job is to establish an informal communication link

between the negotiator and the opponent.

Conciliation is used widely in international, labor, family and community disputes. In practice, conciliators

usually act as more than mere communication conduits.

Consultant Consultant is a skilled and impartial third party who attempts to facilitate problem solving

through communication and analysis. Consultant is most likely to have much knowledge of conflict

management. The consultant’s role is not only to settle the issues but also to improve relations between

the conflicting parties so that they can reach a settlement themselves.

Topic:

What is Conflict? Explain the role and functions of third party negotiations

Conflict Strong disagreement between people, groups, etc., that results in often angry argument

Remaining Question is same as above: Topic: Contrast Decentralization and Centralization of organizational operations, which one is better in your views. Explain:

Definition of Centralization: A pivot location or group of managerial personnel for the

planning and decision making or taking activities of the organization is known as Centralization. In this type

of organization, all the important rights and powers are in the hands of the top level management.

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In earlier times, centralization policy was the most commonly practiced in every organization to retain all

the powers in the central location. They have full control over the activities of the middle or low level

management. Apart from that personal leadership and coordination can also be seen as well as work can

also be distributed easily among workers.

Definition of Decentralization: The assignment of authorities and responsibilities by the

top level management to the middle or low level management is known as Decentralization. It is the

perfect opposite of centralization, in which the decision making powers are delegated to the departmental,

divisional, unit or center level managers, organization wide. Decentralization can also be said as an

addition over Delegation of authority.

At present, due to the increase in competition, managers take decision regarding for the delegation of

authority to the subordinates. Due to which the functional level managers get a chance to perform better

as well as freedom of work is also there. Moreover, they share the responsibility of the high level managers

which results in quick decision making and saving of time. It is very helpful process for the expansion of the

business organization, like for mergers and acquisitions.

Difference b/w Centralization and Decentralization:

There is full leadership and coordination

in Centralization. Decentralization, shares

the burden of the top level managers.

The reason for centralization is

inadequate control over the organization,

but the reason for decentralization is good

and effective control over the same.

Centralization is best for a small sized

organization, but large sized organization

should practice decentralization.

Conclusion:- The difference between centralization and decentralization is one of the hot topics these

days. Some people think that centralization is better while others are in favor of decentralization. In early

times, people used to run their organization in a centralized manner, but now the scenario has been

changed completely due to rise in extreme competition where quick decision making is required and

therefore many organizations opted for decentralization. However, centralization still exists in some of the

organizations. Coming to the point, no organization is completely centralized or decentralized; they are

centralized or decentralized only up to the extent of the delegation of authority.

How can Globalization affect organizational structure? Explain Globalization is the exchange of ideas, products and cultural traits toward the integration of the world's

people, governments and businesses. Globalization affects the business approach of any organization.

From exposure to a wider market and relatively cheap labor to the challenge to adapt to an alien culture,

your business has to devise strategies to maintain clientele and remain competitive globally.

Diversification in Management Structure: Moving your business into a new country requires you to either set up a

new organizational structure or make use of the existing one at your head office. Decentralization has the

benefit of making use of a local management team, familiar with the culture and markets in the particular

country or region.

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Adopt Technological Innovation: Depending on the nature of your business, you will need to invest in

technology to ensure your business operations stay on schedule and are profitable. In a globalized business

environment, your company should acquire appropriate technology to produce goods with less cost per

unit to ensure you have an absolute trade advantage over your trading partners.

Embrace the Competition: As you embrace globalization, anticipate aggressive competition from

other established players in the industry. Since you are competing for the same clientele, your products

and services must satisfy customers’ needs in terms of quality, price and technological novelty better than

your rivals can manage.

Low-Priced Workforce and Raw Materials: If your market research points you to a location where your company can

access cheap labor and raw materials, globalization can work to your advantage. For example, if you set up

shop in a developing country or in some up-and-coming markets, you can find relatively cheap but skilled

labor for your manufacturing operations. This can improve both productivity and your bottom line.

List various types of organizational structures, and explain the characteristics of a virtual

organization:

Following are the organizational structures:

The Simple Structure

The Bureaucracy

The Matrix Structure

The Virtual Organization

The Boundary less Organization

Virtual Organizations: The essence of the virtual organization is that it is typically a small, core organization that outsources major

business functions. Also referred to as a modular or network organization: It is highly centralized, with

little or no departmentalization

A virtual organization has the following characteristics:

1. Flat organization

2. Dynamic

3. Informal communication

4. Power flexibility

5. Multi-disciplinary (virtual) teams

6. Vague organisational boundaries

7. Goal orientation

8. Customer orientation

9. Home-work

10. Absence of apparent structure

11. Sharing of information

12. Staffed by knowledge workers

In fact, this list of the characteristics of virtual organization is not an exhaustive one but illustrative only.

One can add more characteristics to this list.

Topic: What do you understand by change management? And what

factors is resistance change:

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Change Management: Change management is the process, tools and techniques to manage

the people-side of change to achieve the required business outcome. Change management incorporates

the organizational tools that can be utilized to help individuals make successful personal transitions

resulting in the adoption and realization of change.

Top 12 typical reasons for resistance to change

Misunderstanding about the need for change/when the reason for the change is

unclear

If staff does not understand the need for change you can expect resistance. Especially from

those who strongly believe the current way of doing things works well…and has done for twenty years!

Fear of the unknown

One of the most common reasons for resistance is fear of the unknown. People will only

take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel –

that the risks of standing still are greater than those of moving forward in a new direction.

Lack of competence

This is a fear people will seldom admit. But sometimes, change in organizations necessitates

changes in skills, and some people will feel that they won’t be able to make the transition very well

Connected to the old way

If you ask people in an organization to do things in a new way, as rational as that new way

may seem to you, you will be setting yourself up against all that hard wiring, all those emotional

connections to those who taught your audience the old way – and that’s not trivial

Low trust

When people don’t believe that they, or the company, can competently manage the change

there is likely to be resistance

Temporary fad

When people belief that the change initiative is a temporary fad

Not being consulted

If people are allowed to be part of the change there is less resistance. People like to know

what’s going on, especially if their jobs may be affected. Informed employees tend to have higher levels of

job satisfaction than uninformed employees

Poor communication

It’s self evident isn’t it? When it comes to change management there’s no such thing as too

much communication

Changes to routines

When we talk about comfort zones we’re really referring to routines. We love them. They make

us secure. So there’s bound to be resistance whenever change requires us to do things differently

Exhaustion/Saturation

Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change

resign themselves to it and go along with the flow. You have them in body, but you do not have their

hearts.

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Change in the status quo

Resistance can also stem from perceptions of the change that people hold. For example, people

who feel they’ll be worse off at the end of the change are unlikely to give it their full support. Similarly, if

people believe the change favors another group/department/person there may be (unspoken) anger and

resentment

Benefits and rewards

When the benefits and rewards for making the change are not seen as adequate for the trouble

involved

Topic: Define Stress? Explain and contrast individual and organizational

approaches to manage stress:

Stress: A state of mental tension and worry caused by problems in your life, work, etc

INDIVIDUAL LEVEL STRESSORS:

Career Changes: When a person suddenly switches over a new job, he is under stress to shoulder new responsibilities

properly. Under promotion, over promotion, demotion and transfers can also cause stress.

Career Concern: If an employee feels that he is very much behind in corporate ladder, then he may experience stress and if

he feels that there are no opportunities for self-growth he may experience stress. Hence unfulfilled career

expectations are a major source of stress.

Role Ambiguity: It occurs when the person does not known what he is supposed to do on the job. His tasks and

responsibilities are not clear. The employee is not sure what he is expected to do. This creates confusion in

the minds of the worker and results in stress.

Role Conflict: It takes place when different people have different expectations from a person performing a particular

role. It can also occur if the job is not as per the expectation or when a job demands a certain type of

behavior that is against the person's moral values.

Role Overload: Stress may occur to those individuals who work in different shifts. Employees may be expected to work in

day shift for some days and then in the night shift. This may create problems in adjusting to the shift

timings, and it can affect not only personal life but also family life of the employee.

Frustration: Frustration is another cause of stress. Frustration arises when goal directed behavior is blocked.

Management should attempt to remove barriers and help the employees to reach their goals.

ORGANISATIONAL APPROACH OF STRESS:

Organisational Climate: A high pressure environment that places chronic work demands on employees fuels the stress

response.

Ch Muhammad Irfan +92-345-442617 Skype: ch.irfan786 facebook.com/chmuhammedirfan

Organisational Structure: It defines the level of differentiation, the degree of rules and regulations and where decisions are

made. Excessive rules and lack of participation in decisions that affect an employee are examples

of structural variables that might be potential stressors.

Organisational Leadership: Represents the managerial style of the organization’s senior executives some chief executive

officers create a culture characterized by tension, fear and anxiety.

Organisational Changes: When changes occur, people have to adapt to those changes and this may cause stress. Stress is

higher when changes are major or unusual like transfer or adaption of new technology.

Occupational Demands: Some jobs are more stressful than others. Jobs that involve risk and danger are more stressful.

Research findings indicate that jobs that are more stressful usually require constant monitoring of

equipments and devices, unpleasant physical conditions, making decisions, etc.

Work Overload: Excessive work load leads to stress as it puts a person under tremendous pressure. Work overload

may take two different forms:-

Define Performance? How can we improve performance evaluation?

Performance:

The action or process of carrying out or accomplishing an action, task, or function

Develop an evaluation form. Performance evaluations should be conducted fairly, consistently and objectively to protect your

employees’ interests and to protect your practice from legal liability. One way to ensure consistency is to

use a standard evaluation form for each evaluation. The form you use should focus only on the essential

job performance areas.

Identify performance measures. Standard performance measures, which allow you to evaluate an employee’s job performance objectively,

can cut down on the amount of time and stress involved in filling out the evaluation form. Although

developing these measures can be one of the more time-consuming parts of creating a performance

evaluation system, it’s also one of the most powerful.

Set guidelines for feedback. Feedback is what performance evaluations are all about. So before you implement your performance

evaluation system, make sure that everyone who will be conducting evaluations knows what kind of

feedback to give, how to give it and how to get it from the employee in return.

Create disciplinary and termination procedures. In some cases, even after a thorough performance evaluation and a discussion of expected improvements,

an employee will continue to perform poorly. You need to be prepared to handle such a situation by

having well-defined, written disciplinary and termination procedures in place. These procedures should

outline the actions that will be taken when performance deteriorates – a verbal warning, a written warning

if there is no improvement or a recurrence, and termination if the situation is not ultimately resolved.

Ch Muhammad Irfan +92-345-442617 Skype: ch.irfan786 facebook.com/chmuhammedirfan

Set an evaluation schedule. Once you’ve built your performance evaluation system – the evaluation form, the performance measures,

the feedback guidelines and the disciplinary procedures – you just need to decide when to conduct the

performance evaluations. Some practices do all employee evaluations at the same time of year, while

others conduct them within 30 days of each employee’s anniversary of employment (the latter may work

better since it spreads the work of the evaluations out for employer and employee). However you decide

to schedule the evaluations, ensure that each appraiser consistently meets the deadline. Ignoring

employees’ overdue evaluations will make them feel devalued and may hurt morale and performance.

BEST OF LUCK! Stress Management - Causes of Stress

A lot of things can cause stress. You may feel stress when you go on a job interview, take a test, or

run a race. These kinds of short-term stress are normal. Long-term (chronic) stress is caused by

stressful situations or events that last over a long period of time, like problems at work or conflicts

in your family. Over time, chronic stress can lead to severe health problems. Personal problems that can cause stress

Your health Especially if you have a chronic illness such as heart disease, diabetes, or arthritis

Emotional problems Such as anger you can't express, depression, grief, guilt, or low self-esteem

Your relationships, such as having problems with your relationships or feeling a lack of friendships

Or support in your life

Major life changes Such as dealing with the death of a parent or spouse, losing your job, getting married, or moving to

a new city

Stress in your family Such as having a child, teen, or other family member who is under stress, or being a caregiver to a

family member who is elderly or who has health problems

Ch Muhammad Irfan +92-345-442617 Skype: ch.irfan786 facebook.com/chmuhammedirfan

Conflicts with your beliefs and values For example, you may value family life, but you may not be able to spend as much time with your

family as you want.

Your surroundings Living in an area where overcrowding, crime, pollution, or noise is a problem can create chronic

stress.

Your social situation Not having enough money to cover your expenses, feeling lonely, or facing discrimination based on

your race, gender, age, or sexual orientation can add stress to your life.

Your job Being unhappy with your work or finding your job too demanding can lead to chronic stress. Learn

how to manage job stress.

Unemployment Losing your job or not being able to find work can also add to your stress level.