Time Management

The term time management became familiar in the 1950s and 1960s as referring to a tool to help managers make better use of available time. The tool was based on practical experience, in the form of dos and don’ts. The term appears to indicate that time is managed, but actually, activities are managed over time. Time management is self-management with an explicit focus on time in deciding what to do; on how much time to allocate to activities; on how activities can be done more efficiently; and on when the time is right for particular activities. Much of the advice on time management concerns the standardization and routinization of activities to increase efficiency. The time gained with this increased efficiency can be used for other activities, deliberately chosen as worthwhile, rather than activities that serve only as a means to achieve less worthwhile goals, so-called time wasters. In other words, time is gained for activities that deserve it, and full concentration can be devoted to these activities for a longer period.

Competency Mapping

Competency Mapping is a procedure of distinguishing key abilities for an association as well as an occupation and fusing those skills all through the different procedures (for example work assessment, preparing, enrollment) of the association. A competency is characterized as a conduct (for example correspondence, initiative) instead of an expertise or capacity. 

The means associated with competency planning with an aftereffect of occupation assessment incorporate the accompanying: 

1. Lead work examination by requesting that occupants complete a position data survey (PIQ). The PIQ can be given to officeholders to finish, or you can lead one-on-one meetings utilizing the PIQ as a guide. The essential objective is to assemble from officeholders what they feel are the key practices important to play out their separate employments. 

2. Utilizing the aftereffects of the activity examination, you are prepared to build up a competency-based expected set of responsibilities. This is created via cautiously examining the contribution from the spoke to gathering of officeholders and changing over it to standard capabilities. 

3. With a competency-based set of working responsibilities, you are en route to start planning the abilities all through your HR forms. The skills of the particular set of working responsibilities become your variables for appraisal on the presentation assessment. Utilizing capabilities will help direct you to perform increasingly target assessments dependent on showed or not showed practices. 

4. Making the competency planning one stride further, you can utilize the consequences of your assessment to distinguish in what capabilities people need extra turn of events or preparing. This will assist you with concentrating your preparation needs on the objectives of the position and friends and help your workers create toward a definitive accomplishment of the association.

Job Enrichment Vs Job Enlargement

Job Enlargement – It is a technique of job design, in which the number of tasks associated with a job is increased to add greater variety to activities, thus reducing repetition. It refers to having additional duties and responsibilities in a current job description. And we can say that job enlargement is a horizontal expansion of duties and tasks across the same organizational level.

 

Example – A person hired to handle the customer care executive work is responsible for handling customers inquiries, queries, and calls. She/he kept on doing the same work for two years and got bored. She/he discussed the problem with the HR manager, who planned to implement job enlargement for making her/his profile interesting. A few more tasks were added to her/his job profile like interacting with the client,  and making outbound calls to create new customers for the company. So these added tasks reduced her/his repetition.

Job Enrichment – It is that motivational tool that allows more decision making power and work-related authority to the employees. It is the vertical expansion of roles, responsibilities, authority, and activities along with the different hierarchical levels. We can say that it means, or an increase with the help of upgrading and development.

Example – A human resource executive was initially responsible for maintaining the employees' records and calling the candidates for interviews as directed by the HR manager. To add more value to the HR executive’s job profile, the manager gave her/him some authority related to the work already assigned to her/him. The new responsibilities included providing the employees’ provident fund details to the accounts department, keeping contact with the provident fund office, and initial scrutinizing of the candidates for the interviews. These additional duties hold authority and accountability, making the employee more efficient, assertive, and satisfied with the job.

Are Leaders difference from Managers?

It is a generally agreed fact leaders need to be manage and manage need not be leaders. However, the disagreement among researchers is sharp about how much is the overlap between the two roles within organization.

Managerial success necessarily involves leading, irrespective of one's designation and position in the organization, thanks to the changes in the environment, pressure to deliver results and leaner organization. what can be the skills useful for a leader irrespective of his level in the hierarchy?

In term of  basic value- Manager create and maintain stability, order, efficiency, changing only when forced to and leaders create flexibility, innovation, adaption, seeking, risk, ' Let's take the game to its next level/ let's go for another game'. 

Emotion and Emotional Intelligence

Emotion is a psychological construct, aimed at an object, whose components are:

• Thought : in term of evaluating stimuli and situation:
  
• Action : in terms of a arousal and movement,
  
• Motivation : in term of behavior intentions or behavioral readiness 
  
• Subjective feeling state
  

If you imagine a continuum with two opposite ends, you can display emotions such as pleasant or positive on one end,  and unpleasant or negative on the other.  Example of positive emotions are 'happy, calm, stress, frustration, hostility, fatigue, anger, shame, and alienation'. Do we learn to expensive emotions, or they innate? The debate goes on. However, a more current thinking is that while we cannot ignore the innate nature of basic emotions, we cannot deny  the importance of social and cultural factors in shaping, triggering and display of emotion.
Consider the role of emotions a work. Both, positive as well as negative emotions arise as the person interacts with situations and other at  work. However, the individual is likely to be effective in the organizational or work context if that person can highlight those emotions that help achieve desirable outcomes, and avoid the negative influence of emotions on the work outcomes. if emotions are managed effectively, this can be achieved. The management of emotions requires several skills, but if cannot be measured using the conventional IQ tests as they focus on the cognitive skills.

Team Leadership

The recent trend of lean organizations, use of technology and increasing pace and complexity of work have turned the managerial focus from individuals to team in organization. As we also saw in the previous chapter on leadership theories, one-on-one leadership is not considered as popular as the team leadership. This marks a break from a command and control prospective of management, toward facilitative, collaborative leadership, through empowerment and continuous improvement.

The term 'Facilitative Leadership' places much stronger demands on leaders. Under a team leadership approach,

• Leaders facilitative the shaping of a collective vision through the active role of team members, who are themselves very highly skilled and qualified and capable of envisioning.
• Leaders are expected to facilitate the team in arriving at its own solution rather than solving their problems.
• In cross-functional teams, leaders understand and manage the diversity and the quality of relationships between the team members and the functional superior of these team members. 

Motivation

When a conscientious manager is deputed to an overseas assignments, he/she may preserve with the tasks, rather than quitting because of a strange culture and difficult work context, and go beyond job expectations in spite of problems of adjustment and cultural differences because of his/her strong needs for achievement and for making sense of his/her environment.

Before you jump to conclusions based on personality trait measurement, however, it is important to realize the limitations of these measurements. Some of these are

• Trait measurement is not error-free.
• The impact of a personality trait on the behavioral outcomes cannot be guaranteed because it is moderated by other variables. These moderating variables could be factor related to the nature of the task, other people around the person and the organization. Take the example of the conscientious factor, which has the strongest predictive link to performance among all Big five factors. If a person has a high score on conscientiousness, but has low skills, then the performance is negatively influenced. Further, a highly conscientious person with very high striving for achievement, is likely to be overcommitted to the decision even when early signs of a likely failure appear. When this happens, rather than quitting with minimum loss, over committed persons continue and face greater loss. This phenomenon is known as Escalation of commitment.   

Culture in an Organization

Organizational Culture, Explain is as difficult as it is to hear.....

Let's talk about the definition first..

Organizational culture refers to the way things are done in an organization. the shared belief that 'this is our way to do thing' that others do not have, often also translate as 'this is the right way to do things', because though different social groups might encounter the name kinds of basic problems, due to their circumstances, they find solutions that are effective in their specific context. Thus, what solution helps that group survive, grow, secure resources, compete effectively, is considered valuable enough to be passed on the new member of the group.

And According to the Feldman (1988) defined organizational culture as a set of meanings created with in the organization but influenced by broader social and historical processes. Organizational members use these meanings like; norms, roles, plans, ideal and ideas - to make sense out of the flow of actions and events they experience.

Now let's talk about the culture in an organization

Organizational culture from various perspectives might agree on the following characteristics of organizational or corporate culture.

1. It is historically determined on the basis of transactions between people, given a context, in the sense that no culture can be planted in one day.
2. It is related to anthropological concepts, in the sense that culture in an organization is not free from the influence of the national culture. In fact, national culture is believed to have a more powerful impact on behavior than the organizational culture.
3. It is social constructed, in the sense that culture cannot be a product of a single person's efforts or perceptions.
4. It's soft and it's difficult to change

A common approach to understanding the culture of an organization has been to identify artifacts of a culture, such as the unique symbols like; heroes, rites and rituals, myths, ceremonies and sagas of an organization, and then to explore, to a greater or lesser extent, the deeper meanings of these artifacts. 

Positive Organisational Behavior

According to the study and application of positive oriented human resource strengths and psychological capacities that can be measured, developed and effectively managed for performance improvement in today's workplace. This was a response led by Seligman that corrected the notion that psychology was a tool to explain what was negative, ineffective, problematic and pathological in the human behavior. People believing in positive OB hold the opinion that sufficient attention needs to be given to strengths and positive aspect of OB, explaining not only the worst but also some of the best aspect of life.

According to the study of researchers, identified five positive element in the approach to OB currently: Confidence, Hope, Optimism, Subjective well-being and Emotional Intelligence. These five elements are relatively new entries in the mainstream literature on OB, though many concepts have been around in some other form for quite some time. If I talk about the concept of self-efficacy is quite old, and is related to confidence. Subjective well-being is studied as related to attitudes, especially, job satisfaction. Though Hope and Optimism are different concepts, they can be related to each other closely but, in term of the network of their meanings and emotional intelligence is also discussed quite comprehensively from the perspective of personality as well as leadership.

According to Indian organization, There are also five categories of Positive OB. These are; Internality, Self Management, Optimism, Trust and Collaboration. While the concepts of Internality is a part of personality related perception shaped by culture. Self Management is also one of the components of emotional intelligence. If I talk about Optimism and Trust, Optimism is derived from the humanistic tradition in Organizational Behavior and Trust is understood as a positive expectancy that the other person will not act opportunistically and we can say that  It is a risk that a person takes in an interpersonal relationship. And finally, Collaboration as a positive OB force relevant to industries, organizations, groups and individuals in India.

KARMAYOGA

Do you know the term 'KARMAYOGA'?

Lets first know about KARMAYOGA....

Karmayoga means a tendency to discharge one's duties without lusting after the outcomes. The first part of the word is a noun meaning action or a deed or we can say that from a verb meaning 'to do' and the second half is a noun meaning the process and proficiency in achieving a harmonious, appropriate balance between two distinct phenomena. Karmayoga can be understood as one's competence at balancing inaction, passivity and procrastination on one hand and on the other, the desperate chase foe achieving result in any cost, whatever be the means and the process used for achieving those ends or results. 

Work dedication as a relevant attitude in India

It appeared that in India, bosses and organizations rate employees dedication as a more valued and more frequently mentioned attitude towards work and organization. While the term dedication is used frequently in ordinary language, as a work attitude, it is defined as the disposition of the employee to voluntarily engage in affectively unpleasant, non-rewarding organizationally relevant behaviors.

• This nation derives from another concepts of duty: doing those tasks about which one has positive beliefs (good to do, should do) but negative affect (disliked).
  

Organizational Behavior of Managerial Responses to Environmental Trends and Challenges

The global managerial challenges include comfortable spanning of global and local perspectives, delivering quality offerings to customs and learning to innovate in the face of constraints. The requires original thinking, finding new directions and preserving in the face of constraints, initial failures and lack of support. Non of these can be practiced without clarifying one's own values and convictions and then dedicating one's self totally to the realization of those conviction and values.

Making a learning society, overseeing authoritative learning: Changes that happens need not be the equivalent in nature, and no one might be around for instructing how to react to the change. Along these lines individuals need not just learn new arrangements and better approaches for tackling the issue, however when there is an ideal opportunity to get ready for the following change, they initially may need to realize what and how they are going to need to learn. Great initiative ensures that workers don't stay subject to the pioneer for this 'handholding' for all time. Consequently when we have acknowledged the primary OB suggestion, the subsequent one emerges, How to make and oversee societies inside the associations that deal with learning.

The term Organization refers to an entity, but for all practical purposes, it has parts very distinct from each other and they demand different treatment even if for the same purpose, such as providing direction and encouraging leaning and innovation. Thus, the actual leadership task is to motivate other in realigning their values and fully participating in the change, innovation and leaning processes. This has the following OB implications;

1. Communication and open sharing of what is happening and what should be done.
2. Setting realistic goals in the correct direction and suitable, fair reward system.
3. Focusing away from remaining in power towards remaining relevant and making valued contributions.
4. Adapting managerial perception and attitudes to adapt better to changing contexts.

At the individual level, encourage people to become leaders at the individual and interpersonal level, solve problems, motivate self and contribute to the group efforts.