MANAGEMENT PSYCHOLOGY SPIRITUALITY LEADERSHIP

"Being the richest man in the cemetery doesn ’ t matter to me. Going to bed at night saying we ’ ve done something wonderful, that ’ s what matters to me."  — Steve Jobs Photo:  www.macrumors.com S teve and I ( Jay Elliot, Former Senior VP of Apple)  spent a lot of time discussing the core of the company ’ s values. He kept emphasizing that they had to re fl ect the nature of a start-up company and of a company driven by innovation, entrepreneurship, and products that truly satis fi ed the user. He wanted the company to be based on values, and he wanted values that would remind everyone not to compromise the integrity of the product in the name of pro fi t. He wanted the company to be an innovator and a premier manufacturer of personal computers — but as the value leader, not the price leader. He also wanted the statement to be based on two further premises: Achieving our goals is important to us. We are equally concerned with the way we reach those goals.

[Photo:  communicationissuccess.blogspot.com ] No leader can succeed without mastering the art of persuasion. But there’s hard science in that skill, too, and a large body of psychological research suggests there are following six basic laws of winning friends and influencing people. 1.       The Principle of Liking ( People like those who like them) The Application: Uncover real similarities and offer genuine praise. 2.       The Principle of Reciprocity: People repay in kind. The Application: Give what you want to receive. 3.       The Principle of Social Proof: People follow the lead of similar others. The Application: Use peer power whenever it’s available. 4.       The Principle of Consistency: People align with their clear commitments. The Application: Make their commitments active, public, and voluntary. 5.       The Principle of Authority: People defer to experts. The Application: Expose your expertise; don’t assume it’s self-evident. 6.

Mintzberg categorizes strategy definitions in five groups (1987), which are also called as “Five P’s for strategy”. These are (As cited in Luke, 2004): Strategy as a plan: a guide or course of action into the future.  Strategy as a pattern: consistency in behavior over time. Strategy as a position: determination of particular products in particular markets. Strategy as a perspective: an organization’s way of doing things. Strategy as a ploy: a specific maneuver intended to outwit an opponent or competitor.

    Emerging Trends in OB      Open system: As shown in above figure, the trend is toward considering organization as an open system. Open system is composed of subsystems and focus is towards integrations of them and getting synergy effect. Previously an organization was considered as closed system. A closed system is self-contained and governed by rigid structure and tight rules and regulations. Human orientation: Many managers in the past viewed that employees come to the workplace to satisfy their economic need only. Therefore, managers mostly offered material rewards like money, benefits, commodities etc. to get the job done. Today, the expectations of employees have changed a lot. Therefore, managerial practices have been changed more towards cooperation, teamwork, support and guidance. People are no more one of the factors of production - they are both ends and means of development. Distributed power: Under classical organizational structure, people were viewed

Critical Behavioral Issues Confronting the Managers In today’s competitive world, the importance of OB has been raised more than ever as it offers solutions – or at least meaningful insights toward solutions on following issues: ü   Responding to Globalization ü   Managing Workforce diversity ü   Improving quality and Productivity (quality management and reengineering) ü   Responding to the Labour Shortage ü   Improving Customer Service ü   Improving People Skills ü   Empowering People ü   Coping with “Temporariness” ü   Stimulating Innovations and Change ü   Helping Employees Balance Work/Life Conflicts ü   Improving Ethical Behavior

Beliefs, Values and Attitudes                                                                         .              Beliefs                                                                                                                                            . Beliefs represent ideas about someone or something and the conclusion people draw about them. Beliefs convey a sense of “what is” to an individual. - D R Adhikari Beliefs are assumptions or convictions one hold true about something, concept or person based on values and attitudes. These are cognitions, or thoughts, about the characteristics of objects. Some importants features of beliefs are: ü     Belief may be different from the fact ü     All attitudes incorporate beliefs, but all beliefs do not form a part of attitudes. ü     Beliefs assign meaning to day-to-day perception and activities and serve to achieve varied goals. ü     You can if you believe you can. ü     Belief gets affected both by cultu