Sign up Log in. Web icon An illustration of a computer application window Wayback Machine Texts icon An illustration of an open book. Books Video icon An illustration of two cells of a film strip. Video Audio icon An illustration of an audio speaker. Audio Software icon An illustration of a 3. Software Images icon An illustration of two photographs. Images Donate icon An illustration of a heart shape Donate Ellipses icon An illustration of text ellipses. At the regular morning meetings, the supervisor and the group leader also leads the group for a few minutes of exercise.
External faculty is regularly called in to conduct stress management programs. On the first Wednesday of every month, the plant is stopped for one hour in every shift for small group activity. A total of groups meet to discuss change, improvements and solutions, in their work. Psychological problems among employees are among the major concerns of organizations, including issues like data security and attrition. There is multiple options available in the industry today.
Emotional support is one of the important roles in employee retention. It is a corporate responsibility to allow the employee to learn and enjoy work while making contribution to get the best out of them along with respect for each other within the organization.
Psychological support is the most important way to sustain employee retention within the organization, when employees are helped to overcome stress, depression, health disorders and absenteeism is lowered, thus increasing the productivity. The objective of an EAP is to help employees develop the skills necessary to more successfully resolve personal issues that may causes concern and adversely affect their job performance.
Whether issues are work-related or otherwise, most of the public and private companies running EAP. As the company grew rapidly, so did the quantum of employee stress.
In the DCM Shriram organized a series of workshops on meditation, beginning with a common session for employees, followed up with individual sessions that taught techniques of stress management. The response was tremendous. Visiting professors from the Maharishi Vedic University in Holland, conducted sessions at Tata Tea headquaters in Kolkata, and then visited the company's tea gardens in Tamil Nadu and Kerala, two Southern Indian states, for a repeat.
TCS Tata Consultancy Services also in the process of setting up a gym and meditation facility, which will help employees, take a break from their stressful work environment. HCL Infosystems is also planning to start stress management lectures for employees. Goliszek, A. McGrath, J. Dunnette Ed. Lawler, E. Sapre, A. The match between people and the companies for which they work is determined by the kind of organizational culture that exists.
The degree to which an organization's values match the values of an individual who works for the company determines whether a person is a good match for a particular organization. The success of any company depends in part on the match between individuals and the culture of the organization. Organizational culture is the set of operating principles that determine how people behave within the context of the company.
Underlying the observable behaviours of people are the beliefs, values, and assumptions that dictate their actions.
These rules are formed by shared behaviours, values and beliefs. Culture forms the basis for how individuals operate within the context of the organization.
The way a group or individual behaves, defines what is "normal" and sanctions what is not normal is determined by his or her culture. Culture can be defined either by a set of observable behaviours or by the underlying values that drive behaviour. In large organizations, vision statements, mission statements and statements of values are often formalized to describe the company's culture.
According to Denison , organizational culture refers to the set of values, beliefs and behaviour patterns that form the core identity of an organization. As individuals come into contact with organizations, they come into contact with dress norms, stories people tell about what goes on, the organization's formal rules and procedures, its formal code behaviour, rituals, tasks, pay systems, jargon and jokes only understood by insiders, and so on.
These elements are some of the manifestations of organizational culture. Supervisors need an accurate understanding of the organization's culture in order to direct activities in a productive way and to avoid the destructive influence of having workers' who are not committed to the company's goals. A shared sense of purpose starts with the hiring process and continues with careful attention to how workers' are motivated and rewarded for their efforts.
Organizational culture provides ease to worker when they match with their own culture. It resultant into high efficiency at work place.
Organizational culture is an important component of industrial psychology, if organization develops good culture at factory it will definitely leads high production. In such environments, strong cultures help firms operate like well-oiled machines, cruising along with outstanding execution and perhaps minor tweaking of existing procedures here and there.
Conversely, there is weak culture where there is little association with organizational values and control must be exercised through extensive procedures and bureaucracy. They stressed to workers' to obey his order and work in discipline. Punishments are imposed if disobedience or indiscipline occurs.
People are more committed to decision when they participate in the decision making process. Participative cultures tend to emerge where most organizational members are professionals or they presume themselves as equals. Subculture marked by a set of values that shared by the members of division or department. Direction of authority flowing from top to the lower level and communi- cation flows in a prescribed channel. In the organic culture formal hierarchies, formal rules and regulation, communication through prescribed channel and others are not taken into consideration.
Here, much more focus on task accomplishment, team work, and free flow of communication. It is like an extended family. Procedures govern what people do. People stick their neck out and take risks. People are competitive and goal- oriented. The energy will permeate the organization and create a new momentum for success. It is more difficult to change the culture of an existing organization than to create a culture in a brand new organization.
When an organizational culture is already established, people must unlearn the old values, assumptions, and behaviours before they can learn the new ones. The two most important elements for creating organizational cultural change are workers' support and training. They must show behavioural support for the cultural change. Workers' must lead the change by changing their own behaviours.
It is extremely important for worker to consistently support the change. Members of the organization must clearly understand what is expected of them, and must know how to actually do the new behaviours, once they have been defined.
Training can be very useful in both communicating expectations and teaching new behaviours. As an example, in a small company, four distinct business units competing for product, customers, and internal support resources, may not support the creation of an effective organizational culture. These units are unlikely to align to support the overall success of the business.
Telling employees what is expected of them is critical for effective organizational cultural change. As an example, you cannot just reward individual performance if the requirements of your organizational culture specify team work. An executive's total bonus cannot reward the accomplishment of his department's goals without recognizing the importance of him playing well with others on the executive team to accomplish your organizational goals.
In some cultures, for example, creativity is stressed. In others, the status quo is valued. Some cultures are more socially oriented, while others are task-oriented, "business only" environments. In some company's teamwork is key. In other's, individual achievement is encouraged and valued. An organization's culture also determines the way in which employees are rewarded. Management tends to focus on a dominant source of motivation, such as pay, status, or opportunity for personal growth and achievement.
The accessibility of management and the ways in which decisions are made are reflections of an organization's culture as well. It is important for individual values to match organizational culture because it helps the organization for achieving the common or collective goal.
An organization will operate more productively as a whole when key values are shared among the majority of its members. To that end, employees need to be feeling ease with the desired behaviours encouraged by the organization so that individual motivated and group productivity remain high. Organizational Culture 61 All of this is of key importance to managers.
Supervisor usually set the tone by exerting core values that form the overall dominant culture shared by the majority of an organization's members. So, if management does not take the time to understand the culture that motivates an organization, problems are to be expected. New procedures and activities will be very hard to implement if they do not interconnect with the organization's culture.
For making congenial environment for workers' or workers' will accept the new changes, management starts an effort at the process of hiring. Management can foster the development of a positive culture by employing people who share the same values and vision that the organization have. To do this, employers can spend time with prospects before they enter the organization as new employees.
Once new hires are indoctrinated with the organization's values, they will form an objective perception of the environment that will solidify the organization's personality or culture.
In addition to hiring people who fit the organization, managers need to have a solid understanding of the dynamics of culture and how to transform it so that they can direct activities in a manner that gets results.
Some ways to continually transmit the culture of an organization in a productive way include telling stories, having corporate "rituals," and using symbolic language when referring to the organization's mission. Firm- sponsored social events and mentorship programs may be effective as well. Having a positive and aligned culture benefits the organization in many ways. One important benefit is a high level of productivity.
The destructive influence of hiring someone who does not share the same set of values, goals and commitment espoused by the organization will weaken a strong chain of links and bonds. An employee's performance depends on what is and what is not proper among his or her peers, which in turn affects that individual's behaviour and motivation to participate and contribute within the organizational framework. An effective means of keeping employees aligned with the values and goals of an organization is by developing a culture that encourages employees to focus on a higher purpose for their work.
Values that support this kind of cohesive operation include the idea that people are basically, good, rational and interested in achievement. Leaders that unify an organization believe that everyone has something to contribute to the organization and decision- making should involve people at all levels within the organization.
Creating an environment where people enjoy and value their work is key. To do this effectively, leaders must be sure to communicate clear expectations for every member of the organization. These expectations should be supported by the words and actions of managers who regularly let people know how their work is important to the organization.
Individuals should be given assignments that are consistent with their strengths and interests, and opportunities for continued learning and growth should be provided as well. The bottom line for managers who want to create a culture of success is to start with creating a positive environment. Bring in people whose values are in line with the organization's culture, and continue to acknowledge success and involve the whole organization in maintaining an environment that allows people to enjoy working hard to meet the company's goals.
Charles W. Hill, and Gareth R. Jones, Strategic Management. Houghton Mifflin, Gareth Morgan, Images of Organization. Cameron, K. Leadership is a process of influencing the behaviour of other workers' to work willingly and enthusia- stically for achieving preplanned goals.
Leaders are not compared with manager because the visions of both are different. Leaders' source of power is their personal abilities and manager is authority delegated. Leaders inspire workers' to work hard but manager control the activity of workers'.
Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. In this chapter we define leadership. Then take a look of principle and process of leadership. Discuss importance and quality of good leader. And lastly, discuss the theories of leadership. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. Leadership is the ability to influence a group towards the achievement of a vision or set of goals.
Put even more simply, the leader is the inspiration and director of the action. He or she is the person in the group that possesses the combination of personality and skills that makes others want to follow his or her direction. They integrate the needs of the individual with those of the group so that the goals are easily reached. He acts as an arbitrator to prevent serious group splintering. Providing an adequate reward structure to encourage performance of their followers.
Army, 9 follow these eleven principles of leadership: 1. Know yourself and seek self-improvement—In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self- improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
Be technically proficient—As a leader, you must know your job and have a solid familiarity with your employees' tasks. Seek responsibility and take responsibility for your actions—Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later—do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
Make sound and timely decisions—Use good problem solving, decision making, and planning tools. Set the example—Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see—Mahatma Gandhi. Know your people and look out for their well-being—Know human nature and the importance of sincerely caring for your workers. Keep your workers informed—Know how to communicate with not only them, but also seniors and other key people.
Develop a sense of responsibility in your workers—Help to develop good character traits that will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished— Communication is the key to this responsibility.
Train as a team—Although many so called leaders call their organization, department, section, etc. Use the full capabilities of your organization—By developing a team spirit, you will be able to employ your organization, department, section, etc.
A boss tells others what to do, a leader shows that it can be done. Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead.
This contributed to the notion that leadership had something to do with breeding. This was easy to verify, by pointing to people such as Eisenhower and Churchill, let alone those further back along the timeline, even to Jesus, Moses, Mohammed and the Buddha. B Trait Theory This theory is based on the assumptions that people are born with inherited traits. There are some traits particularly suited to leadership and people who make good leaders have the right or sufficient combination of traits.
Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders.
Stogdill identified the following traits and skills as critical to leaders. C Behavioural Theory Leaders can be made, rather than are born and successful leadership is based in definable, learnable behaviour. These are the assumptions of behavioural theory. Behavioural theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do. If success can be defined in terms of describable actions, then it should be relatively easy for other people to act in the same way.
People form expectations about the roles that they and others will play. People delicately encourage others to act within the role expectations they have for them and they will act within the roles they adopt. We subtly send these expectations to our leaders, acting as role senders, for example through the balance of decisions we take upon ourselves and the decisions we leave to the leader. Leaders are influenced by management expectation, particularly if they are sensitive to the people around them, and will generally conform to these, playing the leadership role that is put upon them by others.
Within organizations, there is much formal and informal information about what the leader's role should be, including 'leadership values', culture, training sessions, modeling by senior managers, and so on. These and more including contextual factors act to shape expectations and behaviours around leadership. Role conflict can also occur when people have differing expectations of their leaders.
It also happens when leaders have different ideas about what they should be doing vs. The question is, how much attention to they pay to one or the other?
This is a model defined by Blake and Mouton in the early s. Authority-compliance Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible.
Country club management Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results. Middle of the road management A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible. Leadership 69 Team management People are committed to task and leader is committed to people.
The concern for production and people both are high. D Participative Leadership People are more committed to actions where they have involved in the relevant decision-making.
People are less competitive and more collaborative when they are working on joint goals. When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision.
A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. Another variant is for the leader to describe the 'what' of objectives or goals and let the team or individuals decide the 'how' of the process by which the 'how' will be achieved this is often called 'Management by Objectives'.
The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager.
Autocratic—In the autocratic style, the leader takes decisions without consulting with others. The decision is made without any form of consultation.
In Lewin's experiments, he found that this caused the most level of discontent. Democratic—In the democratic style, the leader involves the people in the decision-making, although the process for the final decision may vary from the leader having the final say to them facilitating consensus in the group.
Laissez-Faire—This style is to minimize the leader's involvement in decision-making, and hence allowing people to make their own decisions, although they may still be responsible for the outcome.
Laissez-faire works best when people are capable and motivated in making their own decisions, and where there is no requirement for a central coordination, for example in sharing resources across a range of different people and groups. Exploitive authoritative—In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance.
Communication is almost entirely downwards and the psychologically distant concerns of people are ignored.
Benevolent authoritative—When the leader adds concern for people to an authoritative position, a 'benevolent dictatorship' is formed. The leader now uses rewards to encourage appropriate performance and listens more to concerns lower down the organization, although what they hear is often rose-tinted, being limited to what their subordinates think that the boss wants to hear.
Although there may be some delegation of decisions, almost all major decisions are still made centrally. Consultative—The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas. Nevertheless, major decisions are still largely centrally made. Participative—At this level, the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making.
People across the organization are psychologically closer together and work well together at all levels. E Situational Leadership This theory is based on assumption that the best action of the leader depends on a range of situational factors.
When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational methods. In practice, as they say, things are not that simple.
Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation.
The relationship between followers and the leader may be another factor that affects leader behaviour as much as it does follower behaviour. Leadership 71 The leaders' perception of the follower and the situation will affect what they do rather than the truth of the situation.
The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behaviour. There are four leadership styles S1 to S4 that match the development levels D1 to D4 of the followers. Participation increases decision acceptance. Decision quality is the selection of the best alternative, and is particularly important when there are many alternatives. It is also important when there are serious implications for selecting or failing to select the best alternative.
Decision acceptance is the degree to which a follower accepts a decision made by a leader. Leaders focus more on decision acceptance when decision quality is more important. Vroom and Yetton defined five different decision procedures. A1: Leader takes known information and then decides alone. A2: Leader gets information from followers, and then decides alone. C1: Leader shares problem with followers individually, listens to ideas and then decides alone.
C2: Leader shares problems with followers as a group, listens to ideas and then decides alone. G2: Leader shares problems with followers as a group and then seeks and accepts consensus agreement. Leaders can take a strong or limited approach in these. In clarifying the path, they may be directive or give vague hints. In removing roadblocks, they may scour the path or help the follower move the bigger blocks. In increasing rewards, they may give occasional encouragement or pave the way with gold.
This variation in approach will depend on the situation, including the follower's capability and motivation, as well as the difficulty of the job and other contextual factors. This includes increasing the follower's self-esteem and making the job more interesting. This approach is best when the work is stressful, boring or hazardous. This includes giving them schedules of specific work to be done at specific times.
Rewards may also be increased as needed and role ambiguity decreased by telling them what they should be doing. This may be used when the task is unstructured and complex and the follower is inexperienced.
This increases the follower's sense of security and control and hence is appropriate to the situation. This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it.
High standards are demonstrated and expected. The leader shows faith in the capabilities of the follower to succeed.
This approach is best when the task is complex. F Contingency Theory The leader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviours of followers and also various other situational factors are the assumption of this theory.
Contingency theories are a class of behavioural theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.
An effect of this is that leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change. This helps to explain how some leaders who seem for a while to have the 'Midas touch' suddenly appear to go off the boil and make very unsuccessful decisions.
Relationships, power and task structure are the three key factors that drive effective styles. Fiedler identified that a Least Preferred Co-worker scoring for leaders by asking them first to think of a person with which they worked that they would like least to work with again, and then to score the person on a range of scales between positive factors friendly, helpful, cheerful, etc.
High LPC leaders tend to have close and positive relationships and act in a supportive way, even prioritizing the relationship before the task. The reason for this is that most of these signals are emitted unconsciously. Above all, in emotional moments of joy, fear, anger or sadness it is almost impossible to control it.
Body language and non-verbal communication tell who we are, how we feel or what our tastes are. In interaction, non-verbal behavior also informs our degree of understanding and level of agreement, and can even deny what we are saying at the time.
Criminal Psychology , like forensic sciences, has taken a significant rise in recent years. That is why the academic demand has also been increasing, especially in countries like Spain, Mexico and Argentina. It is a sub-discipline that over time has provided us with very valuable information about the psychological motives that lead a person to commit an illicit act. Nowadays, psychology has become a fundamental discipline in the administration of justice.
Its direct or indirect intervention in criminal proceedings is indispensable in the attention and treatment of crime or interpersonal and gender violence, as well as other personal rights conflicts. Inside the multiple tasks that a criminal psychologist can carry out we can mention the following: the accomplishment of studies of the criminal personality whose purpose is to clarify the endogenous and exogenous psychological factors that led to the criminal behavior, to help the criminologist to establish the dangerousness of a subject, the offender profiling in the investigation agencies, to offer psychotherapeutic treatment to inmates, etc.
Depression is an emotional disorder that causes a feeling of constant sadness and a loss of interest in various activities. Depression can become chronic or recurrent and significantly impair performance at work or school and the ability to cope with daily life. In its most severe form, it can lead to suicide. If mild, it can be treated without medication, but when moderate or severe, medication and professional psychotherapy may be necessary.
It can affect anyone, of any economic level and at any age. Mental illnesses do not discriminate. Educational psychology is the discipline that studies the processes of teaching and learning in order to understand and improve them. It is in charge of analyzing and deepening the learning process in order to design and establish the ideal methods for students to develop their cognitive skills. As a result of the psychological study of the daily problems of education, principles, theories and procedures are set forth for the investigation and application of techniques that help to improve these processes.
It should be noted that educational psychology provides solutions for the development of curricula, educational management, educational models and cognitive sciences in general. In order to understand the main characteristics of learning in childhood, adolescence, adulthood and old age, educational psychologists elaborate and apply different theories about human development, which are usually considered as stages of maturity.
Psychology is the science that studies in a theoretical and practical way the social, cultural and biological aspects that influence human behavior, both on an individual and social level, and the functioning and development of the human mind.
It is becoming more and more common to see a psychologist for problems as frequent as depression, relationships, addictions, eating disorders, problems at work, and many other issues. General psychology is a sub-discipline of psychology. It owes its name to the fact that it is dedicated to the study of mental functions common to all human beings.
An important area of general psychology is cognitive psychology. If you want to learn more about General Psychology here are our selections of free books and materials so that money is not an excuse.
It may shatter you beyond redemption. It may make you forfeit, continuity of comfort with your own being and the world you live.
But, the rewards are mesmerizing. It unravels mysteries you thought humanity could never. Who doesn't know the meaning of Love?
We love from the day we are born, till the day we die. But we don't understand what Love truly is. Love is a fountain of joy, a source of peace, an emotion that is truly Divine. While we all love, we don't realize that True Love is bliss.
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