1. Session 4: Attitudes, Personality, Values and Linkage
1.1. The Components of an Attitude
1.1.1. Cognitive, Affective, Behavorial
1.2. Job Satisfaction
1.2.1. Exit, Voice, Loyalty, Neglect (EVLN ) Matrix
1.3. Emotions
1.3.1. Intense feelings that are directed at someone or something
1.4. Moods
1.4.1. Feelings that tend to be less intense than emotions and that lack a contextual stimulus
1.5. Cognitive dissonance
1.5.1. Any incompatibility between two or more attitudes or between behavior and attitudes
1.6. MBTI - PSYCHOMETRIC
1.6.1. ISTJ Introverted, Sensing, Thinking, Judging. ENFP Extraverted, iNtuitive, Feeling, Perceiving
1.7. Readings were assigned for GROUP PPT
1.8. Values
1.8.1. Terminal
1.8.2. Insturmental
1.9. Personality
1.9.1. Dark Triad
1.9.1.1. Machiavellianism
1.9.1.2. Narcissism
1.9.1.3. Psychopathy
2. Session 6: Interpersonal Relations and Effectiveness
2.1. BIG FIVE - PSYCHOMETRIC
2.1.1. OCEAN
2.1.1.1. Openness to experience (inventive/curious vs. consistent/cautious)
2.1.1.2. Conscientiousness (efficient/organized vs. easy-going/careless)
2.1.1.3. Extraversion (outgoing/energetic vs. solitary/reserved)
2.1.1.4. Agreeableness (friendly/compassionate vs. challenging/detached)
2.1.1.5. Neuroticism (sensitive/nervous vs. secure/confident)
2.2. JOHARI WINDOW - PSYCHOMETRIC
2.2.1. Open quadrant - These are traits that subject and peers perceive. Blind
2.2.2. Blind - These represent what others perceive but the subject does not.
2.2.3. Hidden - These are things the peers are either unaware of, or that are untrue but for the subject's claim
2.2.4. Unknown - They represent subject's behaviors or motives that no one participating recognizes
3. Session 5: Perception, Biases and Individual Decision-Making
3.1. Perception
3.1.1. Theories related to Perception
3.1.1.1. Attribution Theory
3.1.1.2. Self-serving bias
3.1.1.3. Halo effect
3.1.1.4. Stereotyping
3.1.1.5. Group Activity: 5 statements – rating on Likert scale, discuss with group members
3.2. Biases
3.2.1. Availability bias, Video: FT Investments
3.2.2. Escalation of commitment, Video: lesson by Douglas Hawks
3.2.3. Hindsight bias, Video: Tossing a coin
3.2.4. Selection bias: www.financialspreadbetting.com
3.2.5. Loss aversion, Video: Moribus by Maxus
3.2.6. Song on all cognitive biases by Mr.Wary
4. Session 7: Interpersonal Undercurrents in Dyadic Relations at Workplace
4.1. FIRO-B - PSYCHOMETRIC
4.1.1. theory of interpersonal relations
4.1.2. this theory mainly explains the interpersonal interactions of a local group of people
4.1.3. Measures The extent to which people attempt to satisfy three basic social needs
4.1.3.1. Inclusion
4.1.3.1.1. participation
4.1.3.1.2. recognition
4.1.3.1.3. belonging
4.1.3.2. Control
4.1.3.2.1. power
4.1.3.2.2. authority
4.1.3.2.3. influence
4.1.3.3. Affection
4.1.3.3.1. openness
4.1.3.3.2. warmth
4.1.3.3.3. closeness
4.1.4. Measure How much one initiates behavior (Expressed) and How much one would like others to initiate that behavior toward her/him (Wanted)
4.1.4.1. EXPRESSED
4.1.4.1.1. Inclusion
4.1.4.1.2. Control
4.1.4.1.3. Affection
4.1.4.2. WANTED
4.1.4.2.1. Inclusion
4.1.4.2.2. Control
4.1.4.2.3. Affection
4.2. GROUP ASSIGNMENT ANNOUNCED Select a firm of your choice which has addressed its challenges using behavioural concepts
5. Session 9 : Applied Motivation: Motivation in Work-Settings
5.1. Reading: Pygmalion in Management by J.Sterling Livingston
5.1.1. Self-fulfilling prophecies
5.1.2. Power of expectations
5.1.3. Critical early years for young developing people
5.2. Survey results of motivation theories were shared and discussed.
5.3. Mentee.com – survey to assess if the motivation theory survey exercises can be conducted for the next batch
6. Session 8: Motivation
6.1. What is Motivation?
6.1.1. The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal
6.2. Are there other ways to motivate People?
6.2.1. process theories (expectancy theory and goal setting theory)
6.2.1.1. Process Theories of Motivation
6.2.1.1.1. Expectancy Theory
6.2.1.1.2. Self-Efficacy Theory
6.2.1.1.3. Goal-Setting Theory 1. Specific Goals increase performance 2. Difficult goals result higher performance 3. Feedback leads to higher performance
6.2.2. Early Theories of Motivation
6.2.2.1. Maslow's Hierarchy of Needs Theory
6.2.2.1.1. Physiological Safety Social Esteem Self - Actualization
6.2.2.2. Herzberg's Motivation-Hygiene Theory
6.2.2.2.1. Motivators - source of satisfaction (intrinsic factors) - achievement, growth etc.
6.2.2.2.2. Hygiene Factors - source of dissatisfaction (extrinsic factors) - company policy, work conditions etc.
6.2.2.3. McClelland's Theory of Needs
6.2.2.3.1. Need for achievement Need for power Need for affiliation
6.2.2.4. Theory X and Theory Y
6.3. Do equity and fairness matter?
6.3.1. Inputs = get rewarded
6.3.1.1. Responses to the Reward System
6.3.1.1.1. Equity Theory/Organizational Justice
6.3.1.1.2. Expectancy Theory
6.3.1.1.3. Self-Determination Theory
6.3.1.1.4. Self-efficacy Theory
6.3.1.1.5. Goal -setting theory
6.4. Putting it all together
6.4.1. Recognize Differences Use goals and Feedback Allow employees to participate in decisions that affects them Link rewards to performance Check the system for equity
6.5. What role does reinforcement play in motivation?
6.5.1. Skinner suggests reinforcement influences behaviour
6.5.1.1. Methods of Shaping Behaviour
6.5.1.1.1. Positive Reinforcement Negative Reinforcement Punishment Extinction (eliminating any reinforcement that is maintaining a behaviour) Continuous vs intermittent reinforcement
6.5.1.2. Schedules of Reinforcement
6.5.1.3. Reinforcement in the Workplace
6.6. What are the ethics behind motivation theories?
6.6.1. For productivity or for employees' benefit.
6.7. Video: Puzzle of motivation by Daniel Pink
6.8. Assignment on Motivation theories: 3 paragraphs. 1st para: A brief note on all the theories, 2nd Para: Which theory do you most subscribe to, 3rd para: Which theory you do least subscribe to
6.8.1. Results were collected for analysis
6.8.2. Survey - participants predicted other's preference of most and least subscription of motivational theories
6.8.3. Survey results were analyzed
7. Session 3: Role of a Manager
7.1. Case: Dipesh –The Project Manager
7.1.1. Job Satisfaction, Communication, Performance appraisal
8. Session 2: Role of a Manager
8.1. Reading: How Google Sold its Engineers on Management by David A. Garvin
8.1.1. Project Oxygen
8.1.1.1. Identified 8 behaviors shared by high-scoring managers
8.1.1.1.1. Good coach, Empowers the team and doesn't micromanage, Expresses interest and concern for team members success and personal well-being, Productive and results-oriented, Good communicator, Helps with career development, Has a clear vision and strategy for the team, Has key technical skills that help him or her advise the team
8.1.2. Idea in Brief
8.1.2.1. The Challenge
8.1.2.2. The Solution
8.1.2.3. The Outcome
8.1.3. Principle at the heart of Google's approach
8.1.3.1. Deploying disciplined data collection and rigorous analysis - to uncover deeper insights into the art and craft of management
8.2. Reading: The Manager’s Job: Folklore and Fact by Henry Mintzberg
8.2.1. The classical view says manager Organizes, coordinates, plans, and controls; the facts suggest otherwise
8.2.1.1. Interpersonal Roles
8.2.1.1.1. Figurehead, Leader, Liason
8.2.1.2. Informational Roles
8.2.1.2.1. Monitor, Disseminator, Spokesperson
8.2.1.3. Decisional Roles
8.2.1.3.1. Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
9. Session 1: Evolution of OB as a discipline
9.1. Defining OB
9.1.1. Investigates impact, groups / individuals / structure have on behavior within organizations for the purpose of applying such knowledge towards improving organization's effectiveness
9.1.2. Disciplines that contribute to OB field
9.1.2.1. - Psychology - Social Psychology - Sociology - Anthropology
9.2. Reading: Managing Oneself by Peter Drucker
9.2.1. - Do not try to change yourself - you are unlikely to succeed. Work to improve the way you perform. - The first secret of effectiveness is to understand that people you work with so that you can make use of their strengths.