MANAGEMENT PSYCHOLOGY SPIRITUALITY LEADERSHIP

(Published in THT Perscepective, March 9th, 2014) - Bhuwan R Chataut People are the apex resources of any organizations with unlimited potentiality, flexibility, self-motive, idea, and concept. Som e of them or all may demonstrate both high performance and high potential and are known as talent. One of the core functions of business entity is to develop people as talent. Once, renowned management guru Peter F Drucker was invited at ServiceMaster for his advice and counsel on preparing strategic plan and direction. He met the group consisted of board of directors and senior management team. He started off the session with one of his famous questions: what is your business? And he got all different types of responses from the board members and senior officers, however they mostly related with what they did and what generally described by their markets. After listening for few minutes, Drucker simply said, “You all were wrong. Your business is to develop people. You can’t deliver qual

Although the importance of organizational behavior may be clear, we should still take a few moments to emphasize certain points. People are born and educated in organizations, acquire most of their material possessions from organizations, and die as members of organizations. Many of our activities are regulated by organizations called governments. And most adults spend the better part of their lives working in organizations. Because organizations influence our lives so powerfully, we have every reason to be concerned about how and why those organizations function. In our relationships with organizations, we may adopt any one of several roles or identities. For example, we can be consumers, employees, or investors. Because most readers of this book are either present of future managers, we adopt a managerial perspective throughout. The value of organizational behavior is that it isolates important aspects of the manager’s job and offers specific perspectives on the human side

               Source: Robbins & Judge, 15e, 2013, p. 13 Organizational behavior is an applied behavioral science built on contributions from a number of behavioral disciplines, mainly psychology and social psychology, sociology, and anthropology. Psychology’s contributions have been mainly at the individual or micro level of analysis, while the other disciplines have contributed to our understanding of macro concepts such as group processes and organization. Exhibit 1-3 is an overview of the major contributions to the study of  organizational behavior ( Robbins & Judge, 15e, 2013, pp. 13-14) . Psychology Psychology seeks to measure, explain, and sometimes change the behavior of humans and other animals. Those who have contributed and continue to add to the knowledge of OB are learning theorists, personality theorists, counselling psychologists, and, most important, industrial and organizational psychologists. Early industrial/organizational psychologists studied

Concept of Organization Behavior One of Gallup’s core practices involves the measurement and development of employee engagement, leading to the creation of “great places to work.” As described in Buckingham and Coffman’s  First, Break All the Rules,  Gallup consultants use the Q12® to provide a measure of the extent to which individuals are rightly placed and rightly managed, creating the great place to work. These Q12® questions are: (1) Do I know what is expected of me at work? (2) Do I have the materials and equipment I need to do my work right? (3) At work, do I have the opportunity to do what I do best every day? (4) In the last seven days have I received recognition or praise for good work? (5) Does my supervisor, or someone at work, seem to care about me as a person? (6) Is there someone at work who encourages my development? (7) At work, do my opinions seem to count? (8) Does the mission/purpose of my company make me feel like my work is important? (

Basic Assumptions of OB http://positivepsychologynews.com/news/timothy-so/200903181667 Every discipline, say social sciences or physical sciences, they have some basic assumptions or fundamental concepts.  Those concepts and assumptions support the discipline to flourish and develop. For example, economics assumes that man is a rational-being; financial accounting assumes that for every debit there shall be a corresponding credit; similarly, the law of gravity is common whether it is in Kathmandu or Dhangadhi. OB is also based upon few basic assumptions or fundamental concepts that revolve around the nature of people and nature of organizations. Following are the basic assumption of OB 7 : Basic Assumptions of OB Source: Aswathappa & Reddy (2012), p 116 There are altogether seven fundamental concepts or assumptions upon which OB flourish; the first four go around the nature of individual where as next two focus on organization. The seventh assumption em

The  Relationship of Organizational Behaviour to Other Closely Related  Disciplines ( Organizational theory, Organizational Development and Human resource management) Luthans (2011), p. 20 With a rich historical background such as the Hawthorne studies and using an accepted scientific methodology as briefly outlined above, the field of organizational behaviour is now an accepted academic discipline. As with any other relatively new academic endeavor, however, there have been some rough spots and sidetracks along the way. Besides the healthy academic controversies over theoretical approach or research findings, perhaps the biggest problem that organizational behavior had to overcome was an identity crisis. Early on, the field of organizational behavior had to answer questions such as: Is it an attempt to replace all management with behavioral science concepts and techniques? How, if at all, does it differ from traditional applied or indust