- Page 1 and 2: Human Resources Accounting Practice
- Page 3 and 4: Organisational Behaviour - Case Stu
- Page 5 and 6: ehind the vehicle slipped off. It w
- Page 7 and 8: “Middle Management Development”
- Page 9 and 10: Overview of HRM and Role and Respon
- Page 11 and 12: HRM Functions 1. Societal Objective
- Page 13 and 14: HRM Functions Functional Objectives
- Page 15 and 16: HR Organisational Chart: Small Comp
- Page 17 and 18: Development of HRM • In 1950’s,
- Page 19 and 20: HRM Model 1. They provide an analyt
- Page 21 and 22: Human Resources as a Core Competenc
- Page 23 and 24: Organisational Performance Efficien
- Page 25 and 26: Efficiency V/s Effectiveness Ineffi
- Page 27 and 28: Types of Managers • Top Managers:
- Page 29 and 30: New Proficiencies HR Proficiencies:
- Page 31 and 32: Ethics and HR • Serious ethical i
- Page 33 and 34: Responsibilities of Managers • Gl
- Page 35 and 36: Responsibilities i. Fundamental Man
- Page 37 and 38: Rudiments of Organisational Behavio
- Page 39 and 40: Organisational Behavior • OB is c
- Page 41 and 42: Some Generalised Statements About W
- Page 43 and 44: Organisational Behavior A. Biograph
- Page 45: Organisational Behavior D. Learning
- Page 49 and 50: Myers-Briggs Type Indicator: MBTI
- Page 51 and 52: Myers-Briggs Type Indicator: MBTI
- Page 53 and 54: Five Factor Model of Personality 1.
- Page 55 and 56: Personality attributes influencing
- Page 57 and 58: Organisational Culture “Beliefs a
- Page 59 and 60: Dimensions of Culture • Hofstede
- Page 61 and 62: Dimensions of Culture Individualism
- Page 63 and 64: Dimensions of Culture • Low UAI:
- Page 65 and 66: Mechanistic V/s Organic Culture Mec
- Page 67 and 68: Authoritarian V/s Participative Cul
- Page 69 and 70: Dominant V/s Sub Cultures Dominant
- Page 71 and 72: Dominant V/s Sub Cultures Sub Cultu
- Page 73 and 74: Strong V/s Weak Culture Weak Cultur
- Page 75 and 76: Critical Incidents • Norms and be
- Page 77 and 78: Property Rights Rights and responsi
- Page 79 and 80: Organisational Ethics Moral values
- Page 81 and 82: Sustaining Organisational Culture 1
- Page 83 and 84: Selecting and Socialising Employees
- Page 85 and 86: Culturally Consistent Rewards • A
- Page 87 and 88: Maintaining a Stable Workforce •
- Page 89 and 90: Leadership Leadership: The ability
- Page 91 and 92: Trait Theories Limitations: • No
- Page 93 and 94: Ohio State Studies • Research car
- Page 95 and 96: Ohio State Studies • It includes
- Page 97 and 98:
University of Michigan Studies •
- Page 99 and 100:
The Managerial Grid (Blake and Mout
- Page 101 and 102:
Situational Leadership Theory (Hers
- Page 103 and 104:
Leader-Member Exchange Theory • L
- Page 105 and 106:
Leader-Member Exchange Theory
- Page 107 and 108:
The Path-Goal Theory Environment Le
- Page 109 and 110:
Inspirational Approaches to Leaders
- Page 111 and 112:
Charismatic Leadership Followers ma
- Page 113 and 114:
Key Characteristics of Charismatic
- Page 115 and 116:
Transactional Leadership • Leader
- Page 117 and 118:
Transformational Leadership • Lea
- Page 119 and 120:
Transformational Leadership • Lea
- Page 121 and 122:
Ethics and Leadership • Top execu
- Page 123 and 124:
Trust • Trust is a positive expec
- Page 125 and 126:
Trust and Leadership • Trust is a
- Page 127 and 128:
Employees’ Trust in Their CEOs Em
- Page 129 and 130:
Providing Team Leadership Team Lead
- Page 131 and 132:
Mentoring • Some organisations ha
- Page 133 and 134:
Online Leadership Managers need to
- Page 135 and 136:
Finding & Creating Effective Leader
- Page 137 and 138:
Leadership Style • Autocratic •
- Page 139 and 140:
Leadership Style Democratic (Partic
- Page 141 and 142:
Leadership Style Laissez-Faire •
- Page 144 and 145:
Motivation
- Page 146 and 147:
Motivation Most important factor o
- Page 148 and 149:
Characteristics of Motivation Unsat
- Page 150 and 151:
Motivational Theories 1. Early Theo
- Page 152 and 153:
Maslow’s Hierarchy of Needs 1 Phy
- Page 154 and 155:
ERG Theory (Clayton Alderfer) There
- Page 156 and 157:
Two-Factor Theory (Frederick Herzbe
- Page 158 and 159:
Two-Factor Theory (Frederick Herzbe
- Page 160 and 161:
Theory of Needs (David McClelland
- Page 162 and 163:
Theory of Needs (David McClelland
- Page 164 and 165:
Goal-Setting Theory (Edwin Locke) T
- Page 166 and 167:
Joint Effect of Goals and Self Effi
- Page 168 and 169:
Equity Theory • A theory that ind
- Page 170 and 171:
Equity Theory (cont’d) Propositio
- Page 172 and 173:
Expectancy Theory (Victor Vroom) Ex
- Page 174 and 175:
Expectancy Theory (Victor Vroom) In
- Page 176 and 177:
Change ‘Change or Perish’ . “
- Page 178 and 179:
Change 1990 - The Future • Distri
- Page 180 and 181:
Types of Change Contd.. 2. People -
- Page 182 and 183:
Why Change is Required? • To avoi
- Page 184 and 185:
Change Readiness and Comfort “Man
- Page 186 and 187:
Current State Employees generally p
- Page 188 and 189:
Why Change Projects Fail? (Source:
- Page 190 and 191:
Change Management • Change manage
- Page 192 and 193:
Change Management • Superior perf
- Page 194 and 195:
Change Management • At an Organis
- Page 196 and 197:
ADKAR is useful for individual Chan
- Page 198 and 199:
ADKAR • Awareness of the need for
- Page 200 and 201:
Mapping ADKAR (cont’d) These chan
- Page 202 and 203:
Change Management Error • A commo
- Page 204 and 205:
Management and Organisation • Rol
- Page 206 and 207:
Resistance to Change • Individual
- Page 208 and 209:
Organisational Resistance • Organ
- Page 210 and 211:
Overcoming Resistance Resisting for
- Page 212 and 213:
Internal Forces • Organisational
- Page 214 and 215:
Why do People Resist Change? • Ha
- Page 216 and 217:
Lewin’s 3- Step Change Model 1. U
- Page 218 and 219:
Options Three options to bring abou
- Page 220 and 221:
Role of Change Agents • Structure
- Page 222 and 223:
People as Change Drivers • People
- Page 224 and 225:
Performance Management
- Page 226 and 227:
Performance Appraisal Key Elements
- Page 228 and 229:
Purpose of Performance Appraisal
- Page 230 and 231:
Employment Decision Employee feedba
- Page 232 and 233:
Facilitate Performance • Eliminat
- Page 234 and 235:
Requirements of effective appraisal
- Page 236 and 237:
Traditional • Ranking method •
- Page 238 and 239:
Ranking Method • Employees are ra
- Page 240 and 241:
Grading Method • Employee perform
- Page 242 and 243:
Forced Choice Method • Positive a
- Page 244 and 245:
Critical Incidents Methods • Focu
- Page 246 and 247:
Essay Method • Rater writes a nar
- Page 248 and 249:
Management By Objective (MOB) • G
- Page 250 and 251:
360 Degree Appraisal • Employee
- Page 252 and 253:
Cost Accounting Method • Evaluate
- Page 254 and 255:
Appraisal Error 1. Negative approac
- Page 256 and 257:
Appraisal Error 7. Biases • Simil
- Page 258 and 259:
Appraisal error 8. Improper prepara
- Page 260 and 261:
Before • Communicate frequently w
- Page 262:
After • Communicate frequently wi