Download File Course Material - Annex 2.1 - UNIDO-ICAMT

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Myers-Briggs Type Indicator: MBTI • ESTJs are organizers. • They're practical, realistic, matter-of-fact, with a natural head for business or mechanics. • They like to organize and run activities.
Myers-Briggs Type Indicator: MBTI • The ENTPs type is a conceptualizer. • He or she is quick, ingenious, and good at many things. • This person tends to be resourceful in solving challenging problems, but may neglect routine assignments.
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 and 46: Organisational Behavior D. Learning
Page 47 and 48: Myers-Briggs Type Indicator: MBTI
Page 49: 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
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