here you go with brief description of the whole topic organizational behavior. as you know human is an integral part of any organization. and his/her behaviour effects the whole working the company and that is why there is need of proper positivity, motivation and core values. which will help the company in implementing their particular strategy.

2. Positive attitude and mindset
These are evaluating statements- either favorable or unfavorable- concerning objects , people
or events.
Positive attitude is viewing and thinking realistically with regard to strategy implementation.
Positive attitude helps to cope more easily with daily affairs of strategy implementation. It
brings optimism into strategy implementation process and make it easy to overcome all kinds
of obstacles in the strategy implementation process. Positive attitude is a state of mind that is
worth developing and strengthening for strategy implementation.

5. leadership
Leadership is the relationship in which one person influences others to work together
willingly on a related task to attain goals devised by the leader and group. Leadership
is the key factor in strategy implementation.

6. Leadership style:
The Leadership Styles are the behavioral patterns that a leader adopt to influence the
behavior of his followers, i.e. the way he gives directions to his subordinates and motivates
them to accomplish the given objectives.
Free-rein
style
Autocratic
style
Democratic
style
Participative
style

7. Free-rein style:
Free-rein leadership, also called Laissez-Faire, is a type of leadership style in which
leaders are hands-off and allow group members to make the decisions. Mangers
set objectives and employees are free to do whatever is appropriate to accomplish
those objectives. The traits managers need in such organization includes warmth,
friendliness, and understanding. Free-rein is often the most successful style
concerning organization is which managers supervise doctors, engineers, professors
and other professionals.

8.  Autocratic style:
An authoritarian leadership style is exemplified when a leader dictates policies and
procedures, decides what goals are to be achieved, and directs and controls all activities
without any meaningful participation by the subordinates. Such a leader has full control
of the team, leaving low autonomy within the group.
classification of autocratic leader:
. strict autocrat who follows autocratic style completely where the method of
subordinate is thoroughly negative.
• Benevolent autocrat typically gives award to subordinate and motivates them to
achieve the goals.
• Incompetent autocrat, who adopts autocratic style with a view to hide his/her
incompetency.

9. Autocratic style:

10. Participative style:
 Participative leaders make people feel valued as an integral part of the team, and
make the group itself become the focus for the team, so that they achieve through
their relationships and cooperative teamwork.
 Examples of participative leaders include facilitators, social workers, arbitrators and
group therapists. The chief feature of a participative leader is his involvement. He is
physically present with his employees during much of the workday. His involvement
encourages the staff to come together in working on tasks. They know he will be there
contributing with his labor, ideas and support.

11. Democratic style:
Democratic. The democratic management style involves managers reaching
decisions with the input of the employees but being responsible for making the final
decision. There are many variations of this style of management including
consultative, participative, and collaborative styles.

12. • Internationalization of competition
• Deregulation
• The maturation of market
• The increasing speed of technological
development
• Growth of firms
• Product diversification
• International expansion
• The increased use of sophisticated
technologies
Increasing competitive intensity in most
industries
Increasing complexities of most firms
Increasing need for change:
Towards a higher level of performance(
e.g., more innovation, new approaches to
marketing and distribution)
Increasing difficulty of making changes in
an effective and efficient way.
Providing effective leadership is
increasingly difficult.
Leadership is needed in more and more
jobs
Environmental changes Organizational change
The leadership factor has become significantly more important

13. SITUATIONAL APPROACH
HERSEY AND BLANCHARD’S approach identifies to major style viz. task style and relationship
style heresy and blanchard incorporated the maturity of the followers into the model. The
level of maturity is defined by the degree of achievement motivation, willingness to take
responsibility and amount of education and experience . The key for effective leadership in this
model is to match the situation with appropriate idea.
four style are:
Telling style: this is a high task, low relationship style, it is effective when followers are at low
level of maturity.
Selling style: this is high task , high relationship style. It is effective when the followers are on
the low side of maturity.
Participative style: this is a low task, high relationship style. It is effective when followers are on
high side of maturity.

14. Maturity level of followers (need for achievement, willingness to accept responsibility and
education/experience)

15. Transformational and transactional
leadership styles:
 Transactional leaders use the authority to exchange rewards like pay, fringe benefits, status
for employees’ contribution to the job and organization. By contrast, transformational
leaders, inspire involvement in a mission, giving followers, a ‘dream’ or ‘vision’ of a higher
order than the followers’ present reality.

16. Comparing Leadership Types
 Transactional and transformational leadership exhibit five key differences:
 Transactional leadership reacts to problems as they arise, whereas transformational leadership is
more likely to address issues before they become problematic.
 Transactional leaders work within existing an organizational culture, while transformational
leaders emphasize new ideas and thereby “transform” organizational culture.
 Transactional leaders reward and punish in traditional ways according to organizational
standards; transformational leaders attempt to achieve positive results from employees by
keeping them invested in projects, leading to an internal, high-order reward system.
 Transactional leaders appeal to the self-interest of employees who seek out rewards for
themselves, in contrast to transformational leaders, who appeal to group interests and notions of
organizational success.
 Transactional leadership is more akin to the common notions of management, whereas
transformational leadership adheres more closely to what is colloquially referred to as
leadership.

19. EXERTING STRATEGIC LEADERSHIP
Strong leadership is almost essential for successful strategy implementation. the strategist
has different leadership roles to play they include chief entrepreneurial crisis, solver, task
master, pig headed, spokesperson, resource allocator, negotiator, motivation adviser,
inspiration list, consensus, builder, policy maker, mentor and head cheer leader.
The strategic leader has to diagnose the situation and select the best way to handle it. There
are six important roles for strategic leader they are:
 Staying on top of what is happening and how well things are going.
 Promoting the culture in which the organization is energized to accomplish strategy and
perform at a high level.
 Keeping the organization responsive to changing condition alert for new opportunities
and bubbling with innovative ideas.
 Building consensus, dealing with the politics of strategic formulation and
implementation and containing “power struggle”.

20. Managing by walking around
The management by wandering around (MBWA), also management by walking around,
 refers to a style of business management which involves managers wandering around, in
an unstructured manner, through the workplace(s), at random, to check with employees,
equipment, or on the status of ongoing work.
 The emphasis is on the word wandering as an unplanned movement within a workplace,
rather than a plan where employees expect a visit from managers at more systematic, pre-
approved or scheduled times.

23. Enforcing ethical behavior
Strategic manager must exercise ethical leadership in different aspects. They are:
 He/she must set an excellent ethical example in his/her own behavior and establish a tradition
of integrity.
 He/she must educate the managers and employees about what is ethical and what is not.
 Top management should clearly refer to the company’s ethical code and take a strong stand
on ethical issues.

24. Leadership implementation:
According to Lawrence R. Jauce and William F. Glueck, organization accomplish leadership
implementation in several ways:
 Through changes in current leadership at appropriate levels;
 By developing appropriate leadership style and climate;
 By getting involved in career development of future strategist;
 By adopting organization development technique to effect changes.

26. Corporate culture:
 Corporate culture refers to the beliefs and behaviors that determine how a company's
employees and management interact and handle outside business transactions. Often,
corporate culture is implied, not expressly defined, and develops organically over time from
the cumulative traits of the people the company hires. A company's culture will be reflected in
its dress code, business hours, office setup, employee benefits, turnover, hiring decisions,
treatment of clients, client satisfaction, and every other aspect of operations.

27. Impact of corporate culture on strategy
Culture reflects the past and environmental change. These changes bring significant
modification in corporate culture. Corporate culture in turn affects the strategy
implementation either positively or negatively. conservative organization follow
controlling approach even though they have formulated new goals and plans.

28. How leader shape culture?
Leaders can shape the corporate culture. Transactional leader are less influential in
modifying the company’s culture than transformational leaders. “the transactional
leader works within the organizational culture as it exist, the transformational leader
changes the organizational change”.
According to Schein, leader can change the organization in five ways:
 By paying attention to certain areas of business.
 By reaching to critical incidents and organizational crisis.
 By serving as a deliberate role model, teacher or coach.
 By allocating reward and status to the employees.
 By adopting a particular procedure.

32. Values:
Value influence attitudes and behavior. normally employees view that promotions are
based on either merit or seniority or merit-cum-seniority basis. But the employees
tend to be frustrated when they know promotions in an organization are based on
reservation.
Thus, the values help to form attitudes , perception, morale and determine employee
behavior in an organization.