Management Principles

Perception in Organizations

Perception in Organizational Behavior

Perception is an important mediating cognitive process. Through this complex process, people make interpretations of the stimulus or situation they are faced with. Both selectivity and organization go into perceptual, interpretations. Externally, selectivity is affected by intensity, size, contrast, repetition, motion and novelty and familiarity. Internally, perceptual selectivity is influenced by the individual’s motivation, learning and personality. After the selective process filters the stimulus situation, the incoming information is organized into a meaningful whole.

Individual differences and uniqueness are largely the result of the cognitive processes. Although there are a number of cognitive processes, it is generally recognized that the perceptual process is a very important one.… Read the rest

Abey Francis

Components of Learning Process

Learning is an important psychological process that-determines human behavior. Learning can be defined as “relatively permanent change in behavior that occurs as a result of experience or reinforced practice”.

There are four important points in the definition of learning:

  1. Learning involves a change in behavior, though this change is not necessarily an improvement over previous behavior. Learning generally has the connotation of improved behavior, but bad habits, prejudices, stereotypes, and work restrictions are also learned.
  2. The, behavioral change must be relatively permanent. Any temporary change in behavior is not a part of learning.
  3. The behavioral change must be based oh some form of practice or experience.
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Ten Personality Factors in Organizational Behavior

Personality is a complex, multi-dimensional construct and there is no simple definition of what personality is. Salvatore R.  Maddi  defines personality as, “A stable set of characteristics and tendencies that determine those commonalities and differences in the psychological behavior and that may not be easily understood as the sole result of the social and biological pressures of the moment”.

All individuals have some universally common characteristics. Yet they differ in some other specific attributes. This makes it difficult for the managers to assume that they can apply same reward types or motivation techniques to modify different individual behaviors. The definition, however, does not mean that people never change.… Read the rest

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Goal-Setting Theory of Motivation

This approach to motivation has been pioneered in the USA by Edwin Locke and his associates in 1960s and refined in 1980s. Goal-setting theory of motivation suggests that managers and subordinates should set goals for an individual on a regular basis, as suggested by Management by Objectives (MBO). These goals should be moderately difficult and very specific and of type that an employee will accept and make a commitment to accomplishing them. Rewards should be tied directly to accomplished goals. When involved in goal-settings, employees see how their effort will lead to performance, rewards and personal satisfaction.

Salient features of Goal-setting theory of motivation    are as follows:

  • Specific goal fixes the needs of resources and efforts.
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Leadership Theories

Leadership is an integral part of management and plays a vital role in managerial operations. Leadership provides direction, guidance, and confidence to the employees and helps in the attainment of goals in much easier way. In business and industrial organizations, managers play the role of leader and acquire leadership of subordinates, their efforts towards the achievement of organizational goals and activate the individuals of an organization to make them work. Leadership influences behavior of the individuals. It has an ability to attract others and potential to make them follow the instructions. Individuals can be induced to contribute their optimum towards the attainment of organizational goals through effective leadership.… Read the rest

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Team Development Life Cycle

When a number of individuals begin to work at interdependent jobs, they often pass through several stages as they learn to work together as a team.  The stages of team development life cycle  are forming, storming, norming, performing, and adjourning.  This model of team development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable and allow team growth.

Though these are not followed rigidly, they do represent a broad pattern that may be observed and predicted in many settings across team’s time together. These stages are the result of a variety of questions and issues that team members face such as “who will be members of the team?”… Read the rest

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