Organizational behaviour studies the impact of individual on groups in an organization. Training and development help in increasing the effectiveness of operations and the proficiency of personnel. Homework Guru offers one-to-one learning solutions for students and professionals.A pioneer in the education space , we provide quality online tutoring /homework help/ exam preperation help to students across the globe at a very affordable price.With a diverse and highly educated tutor base of over 10,000 registered tutors ,we have been able make learning fun.

1. TRAINING
& DEVELOPMENT
By Homeworkguru
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2. Manager Development Process
• Present job
• Next job
• Future needs
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3. Approaches to Manager Development
• On-the job training
• Learn while working for the organization.
• Competent high-level managers & coach work as trainees.
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4. Different types of on-the-job training
• Job rotation: broadens the knowledge base of managers or potential
managers.
• Create “ASSISTANT” position - allows the trainees to work closely with
experienced managers who act as mentors or guides.
• Temporary promotions
• Committees and Junior Boards
• Coaching
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5. Internal & external Training
1. Sensitivity Training: -
• focus is on team-building efforts
• Small group interactions take place
• Sensitivity towards each others feelings
• Insight into one’s own behavior and the way one appears to others
- Feedback from trainer & other group members
- Opinions are expressed freely & openly
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6. Weaknesses
• May prove psychologically harmful
• Invasion of privacy
• Requires handling from highly trained people because of highly emotional sessions
• Voluntary
• Screening
• Prior information to volunteers regarding goals & process of the program
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7. Continued…
2. Conferences & Lectures.
3. University Management programs.
4. Simulations, role-playing, in-basket exercises, etc.
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8. Managing Change: Techniques for Initiating Change
• Field-Force theory: Kurt Lewin
• There are some forces favoring & some opposing change. This situation is called an
equilibrium.
• Equilibrium is maintained by driving forces and restraining forces
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9. Continued…
• Three stages
• Unfreezing
• Changing
• refreezing
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10. How to overcome resistance
• Participation & involvement
• Education & communication
• Leadership
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11. Organization conflict
• Within the individuals
• Between individuals
• Between an individual & a group
• Between the groups
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12. Sources of Conflict
• Complexity of organizations
• Incompatible goals
• People have different values & different perceptions of issues
• Line & Staff Conflicts
• Leadership style
• Educational background
• Lack of communication
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13. Organisation Development
• It is a long range program attempting to change the behavioral attitudes &
performance of the total organisation
• Planned, systematic & continuous process that focuses on change
• Aims at making the enterprise more effective
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14. Organization Development Process
• Organisation diagnosis is done by OD expert
• Information collected through questionnaires, interviews & observations
• Data is analyzed & ready for feedback
• Presents the finding to the management in a meeting of different dept heads
• Ranking of problems
• Identification of causes and possible solutions
• Short lectures & exercises are integrated in the process
• The meeting ends with an agreement on changed strategy
• Interventions.
• Measurement and evaluation after a specific period of time.
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15. Other OD approaches
• Grid Approach (Robert Blake and Jane Mouton)
• Survey feedback-collection, organisation, analysis & feedback of data to
participants
• Process consultation-consultant facilitates process within & between groups
• Team building-people working together meet to identify barriers to effective
functioning of the group.
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16. Committees & Teams

17. Introduction
• Committee: a group of persons to whom, as a group, some matter is
committed.
• Team: a small number of people with complementary skills who are
committed to a common purpose, set of performance goals and approach
for which they hold themselves mutually accountable.
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18. Reasons for the Use of Committees & Teams
• Group deliberation and judgment.
• Fear of too much authority in a single person.
• Representation of interested groups.
• Coordination of departments, plans & policies.
• Transmission & sharing of information.
• Consolidation of authority.
• Motivation through participation.
• Avoidance of action.
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19. Misuse of Committees
• Costly.
• Compromises from the less known persons rather than an optimal decision.
• Few persons imposing their will on majority.
• No participation.
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20. Successful Operation of Committees & Groups
• Authority
• Size
• Membership
• Subject matter
• Chairperson
• Minutes
• Cost effectiveness
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21. Features of Teams
• No definite rules for building effective teams.
• Self-managing teams which usually consisting of members having variety of
skills needed to carry out a task.
• Virtual teams to respond fast to rapidly changing environment
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