Essential Life And Work Skills

PERFORMANCE ON IMPROVING ORGANIZATION

2010-08-03T21:26:00.000-07:00

Performance On Improving organization

The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. This would include such things as improved interpersonal and group processes, more effective communication, enhanced ability to cope with organizational problems of all kinds, more effective decision processes, more appropriate leadership style, improved skill in dealing with destructive conflict, and higher levels of trust and cooperation among organizational members. These objectives stem from a value system based on an optimistic view of the nature of man — that man in a supportive environment is capable of achieving higher levels of development and accomplishment. Essential to organization development and effectiveness is the scientific method — inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results.

BEHAVIOR STUDY OF ORGANIZATION

2010-08-03T21:24:00.000-07:00

Behavior Study Of Organization
Organizational Behaviour studies encompasses the study of organizations from multiple viewpoints, methods, and levels of analysis. For instance, one textbook divides these multiple viewpoints into three perspectives: modern, symbolic, and postmodern. Another traditional distinction, present especially in American academia, is between the study of "micro" organizational behavior -- which refers to individual and group dynamics in an organizational setting -- and "macro" organizational theory which studies whole organizations, how they adapt, and the strategies and structures that guide them. To this distinction, some scholars have added an interest in "meso" -- primarily interested in power, culture, and the networks of individuals and units in organizations -- and "field" level analysis which study how whole populations of organizations interact. In Europe these distinctions do exist as well, but are more rarely reflected in departmental divisions.

Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seek to control, predict, and explain. There is some controversy over the ethics of controlling workers' behaviour. As such, organizational behaviour or OB (and its cousin, Industrial psychology) have at times been accused of being the scientific tool of the powerful.[citation needed] Those accusations notwithstanding, OB can play a major role in organizational development and success.

One of the main goals of organizational theorists is, according to Simms (1994) "to revitalize organizational theory and develop a better conceptualization of organizational life." An organizational theorist should carefully consider levels assumptions being made in theory, and is concerned to help managers and administrators.

HUMAN RESOURSES

2010-08-03T21:19:00.000-07:00

Recruitment

Employee recruitment forms a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and on boarding strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centre to review performance and assess employee development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, shortlisting, conducting aptitude testing, preliminary interviewsor reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centres or commercially run employment agencies.

Except in sectors where high-volume recruitment is the norm, an organization faced with sudden, unexpected requirements for an unusually large number of new recruits often delegates the task to a specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies, which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate, or ‘embed’, their resourcing team(s) in the client organization's offices, but work in tandem with the senior human resource management team in developing the longer-term HR resourcing strategy and plan.

BEHAVIOR CHANGE IN HUMAN

2010-08-03T21:09:00.000-07:00

Behavior Change In Human

Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action.

Unconscious motivation

Some psychologists believe that a significant portion of human behavior is energized and directed by unconscious motives. According to Maslow, "Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct." In other words, stated motives do not always match those inferred by skilled observers. For example, it is possible that a person can be accident-prone because he has an unconscious desire to hurt himself and not because he is careless or ignorant of the safety rules. Similarly, some overweight people are not hungry at all for food but for fighting and kissing. Eating is merely a defensive reaction to lack of attention. Some workers damage more equipment than others do because they harbor unconscious feelings of aggression toward authority figures.

Psychotherapists point out that some behavior is so automatic that the reasons for it are not available in the individual's conscious mind. Compulsive cigarette smoking is an example. Sometimes maintaining self-esteem is so important and the motive for an activity is so threatening that it is simply not recognized and, in fact, may be disguised or repressed. Rationalization, or "explaining away", is one such disguise, or defense mechanism, as it is called. Another is projecting or attributing one's own faults to others. "I feel I am to blame", becomes "It is her fault; she is selfish". Repression of powerful but socially unacceptable motives may result in outward behavior that is the opposite of the repressed tendencies. An example of this would be the employee who hates his boss but overworks himself on the job to show that he holds him in high regard.

Unconscious motives add to the hazards of interpreting human behavior and, to the extent that they are present, complicate the life of the administrator. On the other hand, knowledge that unconscious motives exist can lead to a more careful assessment of behavioral problems. Although few contemporary psychologists deny the existence of unconscious factors, many do believe that these are activated only in times of anxiety and stress, and that in the ordinary course of events, human behavior—from the subject's point of view is rationally purposeful.

CREATING A NO-BLAMES CULTURE

2010-07-21T20:55:00.000-07:00

Anyone with responsibility - including yourself - must accept their failures. However, to motivate effectively you need a culture in which no blames is laid for failure. Errors should be recognized, then used to improve chances of future success.

ACCEPTING RISKS
Management by motivation hinges on delegation and runs two risks: the delegate entrusted with the mission may fail; and the task may fail. To maximize chances of success, you must understand the nature of true risk. This should be a calculated step, not a gamble. Ensure the delegate is fully briefed before starting the task. Assess the situation, and take action only when the possible and probable outcomes have been systematically weighed and success appears extremely likely. Anything less is generally poor management.

LEARNING FROM MISTAKES
The lessons of failure are valuable, not only to the individuals involved, but also to the organization. Discuss the reasons for failure, so that you can eliminate them and strengthen the platform for success. taking a constructive and sympathetic attitude to failure will motivate and encourage staff. If you choose to punish failure or motivate by fear, you will not create lasting success. However, make it clear that tolerance of error has its limits. Repetition of the same error is inexcusable, since it shows failure to learn from mistakes.

USING ACTION REVIEW
Action review is the process of systematically reviewing the success or failure of any project in order to learn from mistakes. The selected participants in the review agree on the lessons to be learned these are pit on record and circulated to everyone involved in the project, helping to establish what went right and what went wrong, and reasons why. Use action review to inform staff what they should and should not do in future, and to spotlight the parts of the system that are in need of reform.

MOTIVATION PROGRAMS

2010-07-21T11:39:00.000-07:00

Incentives and loyalty programmes are particularly effective in changing attitudes, in persuading people to do things they otherwise would not or to attain goals they would probably consider out of their reach. And while both are motivational processes there are many factors that distinguish one from the other.

Incentive programmes are self-liquidating if properly researched, designed and applied. However, if the programme is not designed and managed properly or the rewards are not those that the target audience considers desirable the whole exercise can be a costly waste of time. Motivating People has been researching, designing, managing and rewarding incentive programmes for over 20 years; we use the latest psychological techniques, tried and tested motivational practice and the most up-to-date methods of communicating results to those involved.

Incentive theory does not always follow the most obvious path and many an incentive or loyalty programme has failed because of lack of experience. Motivating People can ensure this doesn’t happen to your company.

BUILDING A RELATIONSHIP

2010-07-20T22:48:00.000-07:00

Frankness, openness, and effective communication are essential to successful delegation, helping to build and sustain trust and overcome many personal barriers. You can reinforce trust and nurture mutual esteem through careful management.

COMMUNICATING WELL
When managers keep knowledge to themselves, communicate sporadically and incompletely, or even make no attempt to tell the truth at all, mistrust and other negative feelings in their staff will build rapidly. But misunderstandings and unjustified suspicions can result even when people believe they are discussing matters openly and honestly. Some managers hear only what they want to hear, and employees may be afraid to contradict them. To be a good communicator, you must express your ideas clearly and develop your listening skills. This will encourage others to share their thoughts and opinions with you.

COMPARING PERCEPTIONS
When assessing whether you are a helpful and accomplished delegator, you must always bear in mind the delegate's point of view. You may uncover a surprising gulf in the way a situation is perceived. Make it clear from the starts you want and expect honest opinions about your delegating style. If the feedback you receive indicates that you are thought of as interfering and distrustful, ant immediately to correct the situation. The more delegates realize that they have real responsibility and will not be second-guessed, the better they will do.

RESPECTING OPINIONS
Treat everyone with the same respect that you expect yourself, because your staff are allies in the job of management. When you delegate, you you delegate, you show respect by entrusting part of your work to anther because you believe in their capability and their suitability. To build mutual respect, ask your delegates for their opinions on how the work should be done, an show you are listening to their suggestions.

PRACTISING SELF-DEVELOPMENT

2010-07-19T21:32:00.000-07:00

The best salespeople are ardent self-improves. They read books, play tapes, videos, and CD-ROMs, and attend course. These people know that paying attention to personal and professional development underpins successful careers.

WIDENIING HORIZAONS
Being a professional demands a comprehensive and up-to-date knowledge of the principles and practices of the profession. Widely available literature, CD-ROM courses, and videos on sales skills and techniques cover every sales activity. These "knowledge kits" are as important as specific product and company knowledge. General business and management books are important in giving background information, including accounts of how effective selling companies and salespeople have succeeded. They provide both actual information and inspirational impact.

IMPROVING ABILITIES
All human activities can be improved by training, and most training can be self-taught. Every salesperson can markedly improve key critical personal abilities. Gain as much knowledge of each ability as possible, and then aim to develop each one in turn. Make a personal development plan that includes a time-scale, a reading list, a schedule of course, and, where relevant, targets for getting to the desired level of performance. When your objectives have been realized, set some new targets.

PROVIDING SUPPORT FOR A TEAM

2010-07-16T23:14:00.000-07:00

A degree of independence is essential in successful teamwork, but few teams are able to stand teamwork, but few teams are able to stand completely alone. Nurture good relations and support systems within your organization that satisfy both your team's needs and corporate requirements.

PROVIDING BASIC SUPPORT
Most teams are supported by the technical and administrative infrastructure of the organization to which they belong. It often makes little sense to set up an accounting system within a team, especially as external financial outlay. However, there are some exceptions, notably in information systems: the danger of relying on a centralized IT department is that your team will not receive the specific software support that it requires in order to complete a particular task successfully, some teams incorporate their own IT expertise, Think carefully about any specialist support your team is likely to need, and then discuss the options for acquiring it with all the team member.

SETTING UP LINKS WITH MANAGEMENT
All teams need to have the backing of the senior staff in the parent organization. The three key relationships a team needs are: the main team sponsor,the head of the department or operation to which the team reports, and whoever controls the team budget. Their roles are to monitor and approve the team's activities, and to ensure that all necessary practical support is available. Keep strong lines of communication going with these managers - this becomes even more important of your team is based away from headquarters, for example, in a factory or separate office building.

ANALYZING MOTIVATION

2010-07-14T05:12:00.000-07:00

WHAT IS MOTIVATION?
The art of motivating people starts with learning how to influence individuals' behavior. Once you understand this, you are more likely to gain the results that both the organization and its members want.

DEFINING MOTIVATION
Motivation is the wall to act. It was once assumed that motivation had to be injected from outside, but it is now understood that everyone is motivated by several differing forces. In the workplace, seek to influence your staff to align their own motivations with the needs of the organization.
To release the full potential of employees, organization are rapidly moving away from "command and control" and towards "advise and consent" as ways of motivating. This change of attitude began when employees recognized that rewarding good work is more effective than threatening punitive measures for bad work.

MOTIVATING LONG TERM
Self-motivation is long-lasting. Inspire self-motivated staff further by trusting then to work on their own initiatives and encouraging them to take responsibility for entire task. For demotivated staff members, find out what would motivate them, and implement whatever help you can. Highly motivated individuals are vital to supply organizations with the new initiatives that are necessary in the competitive business world.

WHOM TO MOTIVATE?
Motivation used to be considered only in one direction: downwards, the superior motivating the subordinate. That is no longer enough. In well-managed organizations, in which subordinates do far more than take orders, superiors may need motivating to act accordingly. Encourage colleagues to share your ideas and enthusiasm at work.Use motivation to achieve both collaboration and co-operation from every from with whom you work.

CREATING A SELF-MANAGED TEAM

2010-07-14T02:50:00.000-07:00

Self-managed teams (SMTs) are more independent than other teams. They are found increasingly in organizations they have flattened their structures and supervisory levels as they reform their working practices.

DEFINING SMTs
Self-manage teams take on total responsibility for a specific project from inception to conclusion - for example, a manufacturing cell might take over the entire production process from an assembly line. Characteristics of these teams include the sharing of leadership roles, a high rate of autonomy, open discussion leading to democratic decision-making, control over team activities, and total self-accountability, which is based on individual and team results.

REAPING THE BENEFITS
When running properly, a self-managed team can be very productive. It can save on management costs, raise levels of quality and customer service, cut out process steps, reduce waste, and introduces more flexibility in the workplace. In addition to the economic benefits, such a team can provide a daily training ground for its members, who may need to develop their skills to take on the responsibilities of self-management. If the system works, expect to see a raise in employee morale and retention, and, with experience, more ability to react swiftly yo changes in the marketplace.

SUPPORTING SMTs
To work effectively, self-managed teams need full backing and support from a management that appreciates their need for autonomy. This means allowing team members a full say in any decision that affects them, including pay, performance measures, and personnel matters. Although a nominal team leader may be installed by senior management, that leader's position will be entirely dependent upon the consent of the others in the team. Aspects of leadership can change: a new talent may come to the fore, or the project may change direction. One of the more difficult aspects of working with SMTs is psychological: managers are required to surrender a major part of their right to manage the SMT while still monitoring its progress. BE flexible enough to accept that good decisions may be taken without you.

POSITIVE ATITUDE

2010-07-14T01:17:00.000-07:00

Positive Attitude

# What is positive Attitude?
Ans. There is an informal consensus that, “Attitude can be your best friend or your worst enemy.” Attitude is the one factor that is universally acknowledged to be capable of overcoming every possible disadvantage. Attitude is also the one factor the can destroy the benefits of every possible advantage.

Attitude is a hypothetical postulate, which implies a broad-based behaviour tendency in individuals. Attitudes have to be analyzed in the light of real life situation to which they are related. Attitude cannot be directly observed, but only through inference it is possible to understand.

Attitude is associated with physical neural state, verbal opinion, ideologies, and integrated philosophy of life. Attitude is the detailed direction of human behaviour. Attitude is a stage of sensitiveness and process to act.

Attitudes are evaluative statements; they refer one’s feeling either favourably or unfavourably towards person, objects or events. Attitudes are nothing but how one feels about somebody or something.

# The benefits of positive attitude.
Ans. There are many advantages to having a positive attitude. The advantages are easy to see. But what is easy to see is also easy to miss!

A positive attitude:

Benefits for you:
Makes for a pleasing personality
Is energizing
Increases your enjoyment of life
Inspires others around you
Helps you become a contributing member of society and an asset to your country.

And for the organization:
Increases productivity
Fosters teamwork
Solves problems
Improves quality
· Makes for a congenial atmosphere
Reeds loyalty
Increases profits
Fosters better relationships with employers, employees and customers
Reduces stress

# The important features of positive attitude.
Ans. The important features of attitude are as follows :
1. Multiplexity. Attitudes are constituted by a number of elements. That is, there are many ingredients in the formation of attitudes. For example, family, society, environment etc.

2. Relations to needs. Attitudes vary in relation to the needs they serve, e.g., attitudes of a person towards sports and games may serve only entertainment needs of favourableness or unfavourableness towards something or somebody.

3. valence. Valence refers to the magnitude; could be low or high. Low valence means a person has an indifferent attitude towards something or somebody. High valence refers to a person having extremely favourable or unfavourable attitude towards something or somebody.

4. Related to feelings and beliefs. Attitudes are related to one’s feeling and beliefs towards something or somebody.

5. Attitudes affect behaviour. Attitudes affect behaviour either positively or negatively because attitudes affect one’s perceptions.

6. Attitudes undergo changes. Generally speaking, attitudes remain in a person for a longer duration. But the same can undergo changes if persons are exposed to different situation they like.

# Steps to develop positive attitude.
Ans. Here are some ways to help you develop a more positive attitude:
· Listen to internal dialogue. Divide one or more sheets of paper into two columns and, for a few days, jot down in the left column all the negative thoughts that come into your head. Rewrite each thought in a positive way in the second column. Practice doing this in your mind until it becomes a habit.
· Leans to communicate. Not saying the things we feel can lead to a sense of frustration, hurt, anger or anxiety. If you find communicating difficult, or are afraid of arguments, take a course in communicating effectively.
· Get back to basics. Reconnect with old friends, take the dog for a walk, visit an art gallery or listen to your favorite music. Enjoy a long, relaxing bath, read a book, tell your child a story, or ask an older relative to tell you one! It is the simplest thing in life that gives us the most pleasure…
· Help someone out. The simple act of helping others helps us to feel good. Pick up groceries for an aging neighbour, volunteer at your local hospital or read a book to someone with failing eyesight.
· Find your spirituality. Research has shown that those who have developed their spirituality through associating with other spiritual individuals or having their own personal and unique beliefs live longer, more satisfying lives. The secret is practicing those beliefs, either through organized spiritual associations, or simple meditation on a quiet place.
· Allow yourself to be loved. The ability to love and be loved is the most basic human become quality. The society has become disconnected from this most basic need. Finding ways to reconnect with others is extremely helpful in developing a positive attitude.
· Allow yourself to laugh and find humour in the simplest of things. Laughter is a powerful mood elevator. If you are feeling down, read some jokes, watch a funny movie or just act “silly” once in a while. At times, it is a good thing to let yourself see the world through a child’s eyes.
· Participate in new physical and mental activities. To improve confidence levels and coping mechanisms. It could be an easy as learning the meanings of new words or learning about new topics to build confidence.
· Follow the principles of holistic health. Better nutrition and exercise help improve mood and attitude.

# Obstacles in developing positive attitude.
Ans. The common obstacles to developing a positive attitude are the types of negative thinking that distort your evaluation of situations.

Exaggerating
Overestimating problems and underestimating abilities.
Example: I’m always late for meetings.
Replace with: I make it to most meetings on time.

Over generalizing
Taking an isolated event and assuming it always happens.
Example: I’m stupid.
Replace with: This time I made a wrong turn, but I usually do get where I’m going easily.

Personalizing
Thinking everything revolves around you.
Example: Everyone noticed that I wore the same dress twice.
Replace with: I like this outfit, and I am properly dressed for the occasion.

Thinking
Seeing things as mutually exclusive, even when they’re not.
Example: Either I get the promotion or I’m a failure.
Replace with: My performance has been exceptional, and I have a good chance of getting promoted. If I don’t get it this time, there will be other opportunities.

Jumping to Conclusions
Drawing conclusions from limited information.
Example: I wasn’t assigned the project manager called.
Replace with: I’ll ask my manager if there’s a way I can help out with the assignment.

Ignoring the positive
Focusing on one negative and forgetting about all the positives.
Example: I did not make my sales quota last month.
` Replace with: I hit my sales goals for 11 of 12 months, and I will hit it again.

Setting yourself up for success
Nothing enhances a positive attitude more than success, so regard success as the normal state of affairs- and the lack of success as an exception.

Avoid perfectionism
Very few things are perfect in this world, so try to recognize that falling short of perfection is not failure.

Helpful approach
Remember that there is no such thing as failure – only out comes. If your efforts produce an outcome that is less successful that you had hoped, don’t say, I’m a failure. Instead, I’ll change what I did wrong and next time I’II do better do better.

Focus on the future
You can’t change the past, but if you decide where you want to go in the future, you will give yourself the best chance of getting there. Always aim high, and you too will make it a winning life.

BUILDING UP MOTIVATION

2010-07-13T00:02:00.000-07:00

ASSESSING YOUR ATTITUDE

It is important that you understand your attitude towards your subordinates. Your thinking will be influenced by your experience, and will shape the way in which you behave towards all the people you meet.

KNOWING YOUR STYLE
The forces that drive managers will strongly influences motivational behaviour. It is important, therefore, to understand your own assumptions and priorities, paying particular attention to your personal and corporate ambitions, so you can motivate others effectively. If you put your job first, you probably highly motivated and know your career will benefit from success. However, success is not just about meeting task objectives, but also about building an efficient, creative team that will succeed even in your absence. For this, a "share-and-collaborate" style may be more effective than an authoritarian "command-and-control" method.

EVALUATING YOUR TENDENCIES
Theorist Douglas McGregor defined two sets of management styles, which he labelled Theory X and Theory Y. Theory-X managers believe their staff respond mainly to the rewarding carrot and the disciplinary stick. Theory-Y managers, however, believe their staff find work a source of satisfaction and will strive to do their best at all times. Most people are not entirely X or Y, but fall somewhere in between. The X and Y theories apply not only to individuals but to organizations as well; indeed, Theory-X managers and habits will often be found in Theory-Y organizations, and vice-verse. Study the statements below to judge which of the theories best describes you and your organization.

THEORY X

If I did not drive my people constantly, they would not get on with their work.
I sometimes have to fire somebody or tongue-lash them to encourage others.
Leaders have to lead by taking all key decisions themselves.
I find that most people are unambitious and must be forced to raise their sights.
I keep my distance from the team since it is necessary for effective command.

THEORY Y

If somebody falls down on the job, I first ask myself what I did wrong.
I should sometimes take a back seat at meetings and let others take the lead.
If i ask someone for their opinion on an issue, I try to do as they suggest.
People should appraise their bosses as well s be appraised by them.
Anyone can have creative, innovative ideas if they are encouraged.