This term report summarizes an organizational visit to Sui Southern Gas Company (SSGC) conducted by students for an Organizational Behavior course. The main issue identified is high power distance within the organization. As a semi-government organization, SSGC has a centralized structure where orders flow downwards and employees have no input in decision making. This high power distance negatively impacts trust between managers and employees, employee engagement, and the organization's performance overall. The report provides analysis of these impacts and makes recommendations to address the high power distance issue.
This document discusses job involvement and organizational commitment. It defines job involvement as the psychological and emotional extent to which someone participates in their work. High job involvement leads to greater job satisfaction, organizational commitment, and reduces desires to leave. However, excessive workloads can lead to exhaustion over time. Organizational commitment refers to the bond an employee feels toward their organization. Strong commitment is associated with lower turnover and better job performance. There are three main types of organizational commitment: affective, continuance, and normative.
The document provides a communication audit report for the Residential and Commuter Life Advisory Board (RCL AB) to improve organizational communication. It identifies strengths like high member commitment and effective leadership. Weak areas include low satisfaction with meeting conduct and lack of agenda/task feedback. Recommendations include having weekly executive and general body meetings, disseminating agendas before meetings, using an evaluation system for events, taking electronic minutes, and designating a parliamentarian. The report utilized surveys, interviews, and observations to analyze the organization and provide suggestions.
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
No more, 'I TOLD YOU' can work in business world. One needs to develop persuasion and reciprocity based influencing capabilities. Describing how 'Cohen and Bradford' Model can help immensely in this regard
Understanding the Sources of People Risk: A Holistic ApproachCCA Inc
This document discusses understanding and managing human capital risk in organizations. It explains that human capital risk is influenced by both people factors (e.g. talent, well-being, human relations) and organizational factors (e.g. fairness, values, work design). Changes in one area can impact the others. The document provides examples of how weaknesses in people and organizational factors can negatively impact an organization, such as harassment stemming from stress, poor leadership, and unfair policies. It advocates for a holistic approach to human capital risk management that addresses both people and organizational factors through complementary interventions.
This document discusses job involvement and organizational commitment. It defines job involvement as the psychological and emotional extent to which someone participates in their work. High job involvement leads to greater job satisfaction, organizational commitment, and reduces desires to leave. However, excessive workloads can lead to exhaustion over time. Organizational commitment refers to the bond an employee feels toward their organization. Strong commitment is associated with lower turnover and better job performance. There are three main types of organizational commitment: affective, continuance, and normative.
The document provides a communication audit report for the Residential and Commuter Life Advisory Board (RCL AB) to improve organizational communication. It identifies strengths like high member commitment and effective leadership. Weak areas include low satisfaction with meeting conduct and lack of agenda/task feedback. Recommendations include having weekly executive and general body meetings, disseminating agendas before meetings, using an evaluation system for events, taking electronic minutes, and designating a parliamentarian. The report utilized surveys, interviews, and observations to analyze the organization and provide suggestions.
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
No more, 'I TOLD YOU' can work in business world. One needs to develop persuasion and reciprocity based influencing capabilities. Describing how 'Cohen and Bradford' Model can help immensely in this regard
Understanding the Sources of People Risk: A Holistic ApproachCCA Inc
This document discusses understanding and managing human capital risk in organizations. It explains that human capital risk is influenced by both people factors (e.g. talent, well-being, human relations) and organizational factors (e.g. fairness, values, work design). Changes in one area can impact the others. The document provides examples of how weaknesses in people and organizational factors can negatively impact an organization, such as harassment stemming from stress, poor leadership, and unfair policies. It advocates for a holistic approach to human capital risk management that addresses both people and organizational factors through complementary interventions.
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)Atul Gurav
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
Authority refers to the formal and legitimate right to command others within an organization, while power refers to the ability to influence others through various means such as knowledge or position. There are three main types of authority: line authority which involves direct supervision, staff authority which is advisory in nature, and functional authority which gives control over specific organizational functions. Line and staff roles must work together, with staff providing advice, services, and control to help the organization achieve its objectives.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
This bachelor thesis is focused on the relationship between intrinsic and extrinsic motivation and
employee performance. The thesis is a literature research and thus a review by the work of others.
In earlier research on this topic conducted by Vroom (1964) was concluded that a positive
correlation between motivation and performance did not exist. However, later research proved
that it is indeed possible to motivate employees intrinsically and extrinsically to perform well. It
appears that when the organisation provides certain job characteristics, employees can be
motivated to perform well in the organisation. And it also appeared that intrinsic factors have
more effect on the relationship than extrinsic factors.
Organizational commitment refers to an employee's psychological attachment to an organization. There are three main types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
This document discusses fostering a culture of engagement in organizations. It identifies three levels where engagement can be improved: organizational, managerial, and employee. At the organizational level, engagement is improved by examining the company culture and implementing strategies to align with core values. At the managerial level, ensuring the right leaders are promoted and providing them training to motivate employees can boost engagement. At the employee level, understanding generational differences, identifying engaged target employees, and challenging/training all staff can increase engagement. The overall message is that engagement benefits companies and should be encouraged at multiple levels.
Project on role of attitude in job satisfaction and job involvementVivek Tyagi
Job satisfaction is an important attitude that affects employee behavior and organizational performance. The document discusses key components of job attitudes like job involvement, organizational commitment, and job satisfaction. It defines these concepts and examines how they are formed from cognitive, affective, and behavioral components of attitudes. Determinants of job satisfaction are identified as both internal factors within the organization and external social and individual factors. Measures of job satisfaction include surveys and indexes to understand employee attitudes. High job satisfaction is found to positively impact performance, organizational citizenship behavior, customer satisfaction, and employee retention, while low job satisfaction can increase withdrawal behaviors and turnover.
The document discusses various theories of motivation and leadership. It defines key motivation concepts like intrinsic/extrinsic motivation, expectancy theory, need theories, equity theory, goal setting theory, and learning theories. It also defines leadership, discusses power sources and styles, and theories like trait, behavior, contingency, path-goal, transformational, and transactional leadership. Motivation and leadership are influenced by individual and situational factors and effective motivation and leadership can improve performance.
Learn the four stages of group development, how each stage applies to groups in law firms, and how to develop effective teamwork strategies in law firms.
This document summarizes a study on employee morale at Sify Technologies Limited in Chennai. The objectives of the study were to understand the factors influencing employee morale and satisfaction levels. A questionnaire was administered to 100 employees out of a sample of 250 due to time constraints. The findings showed high levels of satisfaction with the work environment, hours, supervisor support and health benefits. Suggestions to improve morale included reducing workload, introducing an incentive program and recognition of employee talents and efforts. The conclusion is that good employee morale is important for organizational success.
The document discusses leadership development through experience and education. It explains that leadership develops most effectively when experience involves the three processes of action, observation, and reflection. Perception plays a key role in this "spiral of experience" by influencing how people observe and reflect on their experiences. Reflection is important for leadership development, especially through double-loop learning. Both formal education and on-the-job experiences can foster leadership skills if approached systematically using tools like the action-observation-reflection model.
Motivating and retaining employees through an understanding of the psychologi...Mg Linn
The document discusses motivating and retaining employees through understanding the psychological contract between employers and employees. It defines the psychological contract as the informal, reciprocal, and perceived expectations and obligations between employers and employees. It contrasts this with the formal, written legal employment contract. It discusses how psychological contracts are established and their typical contents. It also discusses how breaches of the psychological contract, such as the employer reneging on promises, can negatively impact employee motivation, trust and retention. Finally, it discusses managing psychological contracts through recruitment, selection, appraisals and HR policies.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
Job satisfaction is important for both employees and organizations. It occurs when an individual's job fulfills their values and needs. Dissatisfaction can negatively impact mental health, physical health, employee turnover and absenteeism. Job satisfaction is influenced by both individual characteristics like age, education and gender as well as job characteristics. The study aims to analyze job satisfaction levels at an organization, identify causes of satisfaction and dissatisfaction, and suggest improvements. Primary data collection methods for the study include questionnaires, observation and experiments to understand employee satisfaction.
This chapter discusses managing relationships between individuals and organizations. It covers psychological contracts, talent management, managing careers, organizational commitment, identification, and work-life balance. Regarding psychological contracts, it defines them and discusses key aspects like breach and violation. It also outlines factors that shape psychological contracts and ways to measure their health. The chapter notes talent management requires assessing, developing, and matching managers to jobs. It discusses different types of organizational commitment and identification as well as causes of over-identification and workaholism. Leadership styles like emotional intelligence and resonance are also covered.
The document provides information on Olpers milk brand produced by Engro Foods in Pakistan. It discusses Olpers' competitors including Nestle Milk Pak and Good Milk. It outlines Olpers' target market segments including men, children, and women (mainly housewives). The document also summarizes Olpers' positioning strategies such as unique packaging in red color, promotions through TV, print, and radio ads, and targeting occasions like Ramadan. However, it notes some positioning gaps reported by customers like the milk not tasting good in tea and prices being too high for lower classes.
Colors have psychological effects on human behavior and mood. Red stimulates faster heart rate and is associated with passion, while blue is calming and the most popular color. Green symbolizes nature, peace, and growth. Marketers effectively use color to attract consumers and influence their perceptions and choices. Understanding color psychology can help achieve success in business, career, and personal life.
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)Atul Gurav
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
Authority refers to the formal and legitimate right to command others within an organization, while power refers to the ability to influence others through various means such as knowledge or position. There are three main types of authority: line authority which involves direct supervision, staff authority which is advisory in nature, and functional authority which gives control over specific organizational functions. Line and staff roles must work together, with staff providing advice, services, and control to help the organization achieve its objectives.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
This bachelor thesis is focused on the relationship between intrinsic and extrinsic motivation and
employee performance. The thesis is a literature research and thus a review by the work of others.
In earlier research on this topic conducted by Vroom (1964) was concluded that a positive
correlation between motivation and performance did not exist. However, later research proved
that it is indeed possible to motivate employees intrinsically and extrinsically to perform well. It
appears that when the organisation provides certain job characteristics, employees can be
motivated to perform well in the organisation. And it also appeared that intrinsic factors have
more effect on the relationship than extrinsic factors.
Organizational commitment refers to an employee's psychological attachment to an organization. There are three main types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
This document discusses fostering a culture of engagement in organizations. It identifies three levels where engagement can be improved: organizational, managerial, and employee. At the organizational level, engagement is improved by examining the company culture and implementing strategies to align with core values. At the managerial level, ensuring the right leaders are promoted and providing them training to motivate employees can boost engagement. At the employee level, understanding generational differences, identifying engaged target employees, and challenging/training all staff can increase engagement. The overall message is that engagement benefits companies and should be encouraged at multiple levels.
Project on role of attitude in job satisfaction and job involvementVivek Tyagi
Job satisfaction is an important attitude that affects employee behavior and organizational performance. The document discusses key components of job attitudes like job involvement, organizational commitment, and job satisfaction. It defines these concepts and examines how they are formed from cognitive, affective, and behavioral components of attitudes. Determinants of job satisfaction are identified as both internal factors within the organization and external social and individual factors. Measures of job satisfaction include surveys and indexes to understand employee attitudes. High job satisfaction is found to positively impact performance, organizational citizenship behavior, customer satisfaction, and employee retention, while low job satisfaction can increase withdrawal behaviors and turnover.
The document discusses various theories of motivation and leadership. It defines key motivation concepts like intrinsic/extrinsic motivation, expectancy theory, need theories, equity theory, goal setting theory, and learning theories. It also defines leadership, discusses power sources and styles, and theories like trait, behavior, contingency, path-goal, transformational, and transactional leadership. Motivation and leadership are influenced by individual and situational factors and effective motivation and leadership can improve performance.
Learn the four stages of group development, how each stage applies to groups in law firms, and how to develop effective teamwork strategies in law firms.
This document summarizes a study on employee morale at Sify Technologies Limited in Chennai. The objectives of the study were to understand the factors influencing employee morale and satisfaction levels. A questionnaire was administered to 100 employees out of a sample of 250 due to time constraints. The findings showed high levels of satisfaction with the work environment, hours, supervisor support and health benefits. Suggestions to improve morale included reducing workload, introducing an incentive program and recognition of employee talents and efforts. The conclusion is that good employee morale is important for organizational success.
The document discusses leadership development through experience and education. It explains that leadership develops most effectively when experience involves the three processes of action, observation, and reflection. Perception plays a key role in this "spiral of experience" by influencing how people observe and reflect on their experiences. Reflection is important for leadership development, especially through double-loop learning. Both formal education and on-the-job experiences can foster leadership skills if approached systematically using tools like the action-observation-reflection model.
Motivating and retaining employees through an understanding of the psychologi...Mg Linn
The document discusses motivating and retaining employees through understanding the psychological contract between employers and employees. It defines the psychological contract as the informal, reciprocal, and perceived expectations and obligations between employers and employees. It contrasts this with the formal, written legal employment contract. It discusses how psychological contracts are established and their typical contents. It also discusses how breaches of the psychological contract, such as the employer reneging on promises, can negatively impact employee motivation, trust and retention. Finally, it discusses managing psychological contracts through recruitment, selection, appraisals and HR policies.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
Job satisfaction is important for both employees and organizations. It occurs when an individual's job fulfills their values and needs. Dissatisfaction can negatively impact mental health, physical health, employee turnover and absenteeism. Job satisfaction is influenced by both individual characteristics like age, education and gender as well as job characteristics. The study aims to analyze job satisfaction levels at an organization, identify causes of satisfaction and dissatisfaction, and suggest improvements. Primary data collection methods for the study include questionnaires, observation and experiments to understand employee satisfaction.
This chapter discusses managing relationships between individuals and organizations. It covers psychological contracts, talent management, managing careers, organizational commitment, identification, and work-life balance. Regarding psychological contracts, it defines them and discusses key aspects like breach and violation. It also outlines factors that shape psychological contracts and ways to measure their health. The chapter notes talent management requires assessing, developing, and matching managers to jobs. It discusses different types of organizational commitment and identification as well as causes of over-identification and workaholism. Leadership styles like emotional intelligence and resonance are also covered.
The document provides information on Olpers milk brand produced by Engro Foods in Pakistan. It discusses Olpers' competitors including Nestle Milk Pak and Good Milk. It outlines Olpers' target market segments including men, children, and women (mainly housewives). The document also summarizes Olpers' positioning strategies such as unique packaging in red color, promotions through TV, print, and radio ads, and targeting occasions like Ramadan. However, it notes some positioning gaps reported by customers like the milk not tasting good in tea and prices being too high for lower classes.
Colors have psychological effects on human behavior and mood. Red stimulates faster heart rate and is associated with passion, while blue is calming and the most popular color. Green symbolizes nature, peace, and growth. Marketers effectively use color to attract consumers and influence their perceptions and choices. Understanding color psychology can help achieve success in business, career, and personal life.
The document lists several common superstitions and beliefs, including that stepping on a crack will break your mother's back, a black cat crossing your path brings bad luck, and breaking a mirror results in seven years of bad luck. It also mentions knocking on wood for good luck, saying "God bless you" after sneezes, and carrying a four-leaf clover or horseshoe for luck. The superstitions originate from different cultures and eras and represent irrational beliefs that certain objects or actions can influence outcomes beyond one's control.
This document discusses Malaysia as a collectivist culture based on Geert Hofstede's cultural dimensions theory. It provides examples of how collectivism is reflected in Malaysian society, including parenting styles that emphasize obedience and interdependence over independence, concepts of self that value social harmony over uniqueness, and organizational values that prioritize group goals. The document also examines research comparing individualism-collectivism of Malaysian and British students, finding Malaysians more collectivist in some contexts but not others. In 3 sentences: Malaysia exhibits traits of a collectivist culture according to Hofstede's dimensions, as seen in parenting that socializes children for interdependence and concepts of self tied to social roles rather than independence, though research found both collectiv
Phobias are intense, irrational fears caused by specific objects or situations rather than actual danger. Symptoms include panic, terror, and difficulty functioning. Phobias are classified into categories like social phobia, agoraphobia, and claustrophobia. While the causes are unknown, genetics and life experiences may play a role. Left untreated, phobias can seriously affect one's life and ability to work, socialize, and travel. Treatment involves confronting fears with a therapist and managing anxious thoughts through techniques like exposure therapy.
This document discusses power distance in different cultures. Power distance refers to how people view power relationships and inequality. Countries with high power distance like China accept large inequalities and a hierarchical structure, while low power distance countries like the U.S. minimize differences and view bosses and employees as equals. China scores high on power distance with formal relationships and bosses expected to direct all initiatives, unlike the U.S. which scores lower and emphasizes delegation and informal relationships. The reasons for these differences include a country's politics, economics, and traditional concepts.
This document discusses cultural dimensions in different countries including Sweden, Brazil, Chile, and Uruguay based on research by Hofstede. It then provides observations about expatriates working in India, noting most come from countries that invest heavily in India like the US, UK, and Germany. Expatriates tend to be based in major cities and hold senior management roles. Motivation strategies must be culturally sensitive in India, where respect, loyalty, and a strong relationship with supervisors are valued. Research by Hofstede found India scores high in areas associated with high-achieving societies.
The document discusses power distance in economies around the world. It provides data showing economies with high power distance tend to have greater inequality, more authoritarian regimes, higher corruption, and religion playing a larger role in society. By contrast, economies with low power distance generally have less inequality, higher quality democracies, less corruption, and religion playing a smaller role. The document suggests economic development can help reduce power distance over time as government policy, entrepreneurship, and technology decrease differences between social classes.
This document discusses phobias, including their classification, common types, causes, examination, and treatment. Phobias are defined as an intense, irrational fear related to a specific object or situation. They are classified as social phobias, specific phobias, or agoraphobia. Common phobias include fears of spiders, heights, and needles. Phobias are thought to develop from a conditioned fear response after a negative event is associated with a stimulus. They are examined using brain imaging to view activity in fear centers during exposure. Treatment involves cognitive behavioral therapy, medication, and other therapies to reduce fear responses over time.
The document discusses individualism and collectivism, defining them as cultural dimensions that influence relationships. Individualism refers to independence and prioritizing personal goals, whereas collectivism emphasizes interdependence, loyalty to groups, and group harmony. Some advantages of individualism include valuing uniqueness and self-sufficiency, while disadvantages include difficulties forming social bonds. Collectivism's advantages include community support systems, though over-reliance on groups can enable laziness. The document contrasts individualist and collectivist values and attributes, and provides examples of how each orientation shapes child-rearing patterns.
Red stimulates excitement and passion but can be overpowering. It gets attention but may not help in negotiations. Yellow enhances concentration and metabolism but can be overpowering and cause irritability. Blue produces calming chemicals and promotes productivity but can be depressing. Green is relaxing and improves vision, making it a popular decorating color. Purple connotes luxury but can seem artificial and discourages focus.
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
This document compares and contrasts individualist/collectivist and high-/low-context cultures across 14 sections. It discusses that culture is a shared system of meanings and interpretations that influence group behavior. It then contrasts individualistic cultures, which value independence and goals, with collectivist cultures, which value relationships and group duties. Individualistic cultures use direct, precise communication while collectivist cultures use more contextual communication to build relationships. It provides advice for navigating these cultural differences in communication styles and interpretations.
This document discusses color psychology and the effects of different colors. It begins by defining color psychology as the science explaining the connection between colors and human psychology. Various colors are then examined, including how they can impact mood, stress levels, and behavior. For example, the document notes that the color red can increase appetite and heart rate, while blue is generally calming. It also explores how brands use color symbolism in their logos. The document concludes by mentioning scientific research showing that colors can have physiological impacts through their energetic vibrations.
This document contrasts individualism and collectivism in cultures. It defines individualism as promoting independence, goals, competition, and private self-knowledge, while collectivism focuses on relatedness, belonging, duty, harmony, advice-seeking, and hierarchies. Countries rated as highly individualistic include the US, Australia, and Great Britain, while more collectivist countries include Guatemala, Ecuador, and South Korea. The document also discusses how cultures differ in their views on autonomy versus embeddedness in groups and motivations for responsible behavior.
Hofstede - Cultural differences in international managementCarmen Neghina
This document discusses Hofstede's study on cultural dimensions and how it can be applied to international business. It provides an overview of Hofstede's research analyzing IBM data from over 50 countries to identify 5 cultural dimensions: power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. Examples are given of how these dimensions impact leadership styles, organizational structures, and communication between cultures with differing scores. The document also notes some criticisms of Hofstede's study and poses discussion questions.
Organizing ppt class 12 business studiesPriyanka Rao
Formal organization refers to the predefined structure and lines of authority established by management to achieve organizational goals. It has clearly defined positions, policies, and lines of responsibility and authority. While this provides stability and efficient goal accomplishment, it can also lead to delays, reduce creativity, and prioritize structure over human relationships. In contrast, informal organization emerges spontaneously from social interactions between employees based on personal relationships rather than formal rules. This can facilitate faster information sharing but may also spread rumors and not fully align with organizational objectives.
This document discusses the concepts of personal and positional power, and how power can be used wisely or misused. It defines power as the ability to influence decisions that affect others. Power can be shared to empower others, or hoarded to maintain control. Hoarding power typically stems from insecurity and leads to poor outcomes like low morale and high turnover. The document provides strategies for changing a power-oriented culture in organizations, teams, and individuals by emphasizing collaboration, listening, and delegating responsibility rather than just tasks.
Organizational culture is influenced by both external and internal factors and reflects how employees experience the organization. It is maintained as the organization's way of doing business and helps with adaptation. Organizational power derives from sources like expertise, authority, and resources, and is wielded by those in positions of authority to shape culture and motivate employees. A strong organizational culture leads to employee engagement, decreased turnover, effective onboarding, and a healthy team environment. There are four main types of organizational culture: clan, adhocracy, market, and hierarchy. Types of organizational power include legitimate, coercive, expert, informational, reward, connection, and referent power. Power in an organization shapes dynamics and influences employee behavior and
The document discusses different types of organizational structures and concepts of power and authority. It describes line structure as having a direct line of command from top to bottom, suitable for small firms. Line and staff structure adds staff departments for support while functional structure divides the organization into specialized functions or departments. The sources of power are described as positional, referent, expert, reward and coercive power. Delegation and decentralization are meant to relieve top management while ensuring accountability.
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, job analysis, recruitment and selection, training and development, and performance appraisal. The key objectives of staffing are to understand organizational functions, ensure the right people are in the right places, and address issues related to job analysis. Staffing is important for training, coordination, recruitment, developing human resources, optimizing resource use, enhancing corporate image, and job satisfaction. Effective delegation and decentralization of authority are important aspects of staffing but can be limited by lack of qualified managers, expense of training, and external forces.
1. The document discusses various concepts related to authority in management including authority relationships, where authority comes from, types of authority, and the delegation of authority.
2. Authority refers to the right to give orders and expect obedience, and is usually granted by organizations through positions and titles.
3. Key principles around authority include parity between authority and responsibility, unity of command, and functional definitions of authority.
The document summarizes sections 7.4-7.7 from a graduate school course on sources of power and influence. It discusses how power is the ability to influence others and get things done, and influence is the capacity to affect others. It then examines the sources of power like position, charisma, relationships, information, expertise, punishment, and rewards. The document also explores how power is acquired and lost over time through social exchanges. Finally, it considers the appropriate amount of power a leader should have and the need to balance power with listening to others and gaining team contributions.
The document discusses different theories of leadership style including democratic, autocratic, laissez-faire, and bureaucratic styles. It also covers transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, and bridging leadership styles. It explains when each style is most effective to use and limitations to consider. The key factors that influence leadership style choice are the manager's background, the staff being led, and the organization. An effective leader adapts their style to the situation and individuals.
8 Cs of Delegation of Authority:Essential Skill for Public Management Shahid Hussain Raja
Explains the concept,need and benefits of delegation of authority in public service as well as the its elements and then concludes with 8 Cs of delegation-the author's own framework
Personal attitudes can often hinder effective delegation of duties. Managers may be unwilling to delegate due to a fear of losing control or not trusting subordinates. Subordinates may also resist delegation due to a lack of self-confidence or not wanting to make decisions. For delegation to be successful, managers must be willing to share responsibilities while subordinates must feel empowered to complete tasks independently. Effective delegation requires developing trust between all levels of an organization.
1. Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of growth opportunities, or poor management.
2. There are several motivational theories that can help organizations understand what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary.
3. To motivate employees, leaders should recognize individual needs, encourage growth, act as role models, and create a supportive environment. Understanding what employees want, like fair treatment or meaningful work, can help
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
Power dynamics in organizations can lead to ineffective management if power is concentrated among the incompetent or partial. True organizational power comes from both positional and personal aspects, including competence and expertise. Balancing different sources of power is crucial to organizational effectiveness.
Centralization is a method of management wherein decision-making powers are concentrated by an individual at his source in an organization. If that individual happens to be the structural head, then, as illustrated below, the core of the organization itself becomes centralized.
However, if delegation is practiced at the apex level, but not followed down the managerial pyramid, a mixed organizational set-up emerges. In spite of the fact that so much theory has evolved about the desirability to delegate, what we often come across in practice are but centralized administrative systems, in varying degrees that is. An attempt is made here to analyze the situational aspects and the psychological constraints that lead to centralization and their inimical effects on various facets of such an organization.
Power refers to one's ability to control their environment and influence others. Leaders gain power through their position within an organization as well as personal characteristics like expertise. There are various sources and types of power, including position power from one's formal role, as well as personal power stemming from expertise, charisma, and reputation. Political tactics aimed at gaining and maintaining power include developing connections, controlling information, and gaining outside validation. Building relationships and avoiding missteps are also important for navigating organizational politics. Leaders must balance using power appropriately while also curbing excessive political behavior that could hurt productivity or morale.
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The document provides an overview of the Dove brand, including its personality, logo, product placement, relationship with consumers, consumer involvement, sensory stimuli, law of similarity, reality engineering, cultural analysis, psychological myths, sociological myths, rituals, and profane and sacred consumption. It discusses how Dove is honest, straightforward, caring and celebrates real women. It also explains how Dove understands consumers through interviews and data collection, focuses on feelings, and is recommended by dermatologists. Dove uses advertising, challenges, and projects to positively influence women's self-esteem.
Colors have psychological effects on human behavior and mood. Red stimulates faster heart rate and is associated with passion, while blue is calming and the most popular color. Green symbolizes nature, peace, and growth. Marketers effectively use color to attract consumers and influence their perceptions and choices. Understanding color psychology can help achieve success in business, career, and personal life.
Managerial ethics and organiztional designAyesha Afzal
This document discusses organizational design. It defines organizational design as the process of constructing and adjusting an organization's structure to achieve its goals. Six key elements of organizational design are discussed: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs like traditional functional and divisional structures and contemporary team, matrix, project, and boundaryless structures are described.
Engro Foods produces Olper's milk and operates dairy farms and processing plants. It faces competition from Milk Pak and Goodmilk. Olper's segments the market based on customers wanting milk that is white, carefully processed, and good for health. It targets all consumers, especially housewives and children. Olper's differentiates itself through unique packaging, creative promotions, and positioning the milk as an all-purpose product. However, some find the taste does not suit tea and the price and quality need improvement to attract lower classes. With success so far, Olper's milk is predicted to overtake competitors rapidly in a few years.
The document discusses key considerations for successful globalization initiatives. It emphasizes that companies should ensure globalization efforts are mutually beneficial, send people with strong discernment to navigate cultural differences, thoroughly assess risks, and fully leverage opportunities through innovation. Examples are provided of companies that struggled initially but found success long-term by establishing relationships, understanding local needs, and adapting offerings in discerning ways. The overall message is that globalization requires patience and a commitment to creating value for all stakeholders in both the short and long run.
3. 3
Introduction:
The organization we have visited for our course report is Sui Sothern Gas
Company (SSGC) which is a semi government organization. It’s a very huge
organization which has more than 4,000 employees including staff and engineers. This
organization is the form of merchandising company. Sui Southern Gas Company is Pakistan’s
leading integrated gas company. The company is engaged in the business of transmission
and distribution of natural gas in southern part of Pakistan.
Purpose: The purpose of our report is to highlight the main issue, which we have investigated
during the visit in the organization. And which is causing significant impact, on the performance
of employees.
Issue:
The issue which we found there is power distance. This issue is not only comes in
between the complete job satisfaction of employees but also give a sense of employees that, their
suggestions & values aren’t as meaningful in the eyes of their management as it should be.
POWER DISTANCE:
Definition:
Power distance is an important cultural concept. Power distance describes how people
from different culture view the power relationship between themselves, their subordinates,
supervisors & officers. The inequality in power is explained from the bottom up.
General Concepts: There are generally two concepts are present about power distance, that in
any organization there may be a high power distance or low power distance.
High power Distance: An organization faces high power distance when there is, the more
autocratic and paternalistic culture exist in the organizations. Employees acknowledge the power
of others simply, based on where they are situated in certain formal, hierarchical positions. In
high power distance organizations, people don't question the decisions of their leaders.
Leader/subordinate relationships are not close and friendly. As a whole, higher power distance
organizations believe that inequality is good, everyone has a specific place, people should
depend on their leaders, and that their power should not hide and are entitled to many privileges.
Subordinates expect to have their jobs and responsibilities, dictated to the employees working in
their supervision. And in mostly cases, employees not agitate on agreement with authority, for
the fear of the consequences that may rise up the conflict.
4. 4
Low Power Distance: In low power distance organizations, there is usually readily question
trend, authority expect to participate employees in decisions that affect them. Low power
distance organizations have decentralized hierarchies, where employees or subordinates are
considered equal, or nearly equal. There are fewer supervisors or leaders and they are willing to
trust their subordinates with important jobs, and are willing to share the blame when problems
arise.
PROBLEM:
In SSGC the main and current problem which is told by senior manager is power
distance, which the employees usually faced. As SSGC is semi government organization, so all
the orders and target projects are deliver to employees from top management. It’s the form of
highly centralized organization. Due to the centralized nature of organization, there is lack of
participative decision making. Employees and staff have no rights to attend decision making
meetings and give their suggestions for the organization as well as for themselves.
ORDER:
All the orders are directed by top managers and are followed by downwards to hierarchy
levels.
Employees:
Employees just perform the task whatever orders they have. They don’t even know what
they will do in next project or about the type of upcoming projects. People in Asian countries
tend to believe that power distance, is the fact of life and hence they do not even try to raise their
voice in front of their leaders, regardless of the situation they faced although, they may have
more beneficial ideas for the sake of the organization.
SSGC is the organization which is not only suppressed the creative and advance skills of
their employees. But also haven’t provided the platform on which their employees can say
whatever comes in their mind or whatever they feel, in terms of both positive and negative sides,
or from personal and professional aspects of their lives which may include:
SSGC is neglecting the voice and the demand of opportunities, for employees to enhance
their abilities and capabilities.
Employees personal suggestions, which they feel for the betterment of management and
the factors related to their job is completely neglect by the top management.
EFFECTS OF HIGH POWER DISTANCE ON:
High power distance not only affects the employee’s performance but also effects on so many
other factors:
TRUST RELATION:
o Another problem that is caused by the power distance is lack of trust between the
supervisor and the subordinates. Subordinates have a feeling that, the top
management has not considered them as a symbol of trust worthy.
5. 5
o Issue of trust develop in SSGC due to the power distance as we know that, trust
has been widely recognized as a significant factor of relationships and a critical
element to the success of organization.
o Employees of SSGC having a negative psychological state, comprising the
intention to accept vulnerability based upon positive expectations of the intentions
or the behavior of another.
o They lack a set of expectations and trust. As the employees of SSGC prefer their
superiors to exercise autocratic and behave in paternalistic leadership manner, and
do not expect their selves to participate in decision making. Such individuals due
to high power distance do not show much attempt to influence decision-making,
since they expect to act autocratically, the employees of that organization believe
that their superior have the right to make decisions without consulting them as
they are subordinates.
o Due to the power distance there is not much strong relationship but comparatively
very weak relationship exist, that led to further discretion in the organization. The
result of high power distance in organization is in the form of, lack of mutual trust
and less organizational commitment from employees and they have thus in SSGC
there is the moderate and low level of job satisfaction.
LACK OF EMPLOYEE ENGAGEMENT:
o High power distance among the supervisor and employees also affect negatively,
on employee engagement. Employees not feel that, they are totally absorbed in
their work and in their jobs; they don’t want to work harder and in persistence
manner. In addition, due to the unclear sense of responsibility employees of that
organization generally, avoid additional task and assignments and they do not
want to focus all the needs fulfill by them that are required by their organization.
In every organization employee engagement is more important than employee
morale as the employee engagement comprised of both the attitude and behavior
of employees.
o Power distance distract the level of employee engagement high power distance
led to the negative effect on the attitude and the behavior of employees they do
not want to improve their outcome at individual employee level and at large level
collectively such individual outcome let the impact on the overall organizational
outcome. High power distance is leading to the low level of job motivation and it
produce the environment of less effective leadership, as leaders are dominant but
they are not respected by employees as they should be.
o In SSGC management of the company do not provide feedback which is also
cause of high power distance. As at every level, feedback is considered as the tool
that led the employees to engagement. Due to the less availability of constructive
feedback and mentoring employees feel themselves as they are less valuable and
they will not stay longer interested in their jobs. Employee’s performance hence
not evaluated as it should have to be followed in order to evaluate the employee
performance
6. 6
CULTURE AND DIVERSIITY:
o According to survey power distance is seems to be high in Asian culture as
compare to US culture. Due to the centralized form of organization and high
power distance top management do not respond to the diversity as employees (and
engineers) are came from different geographical regions and they relate to
different cultures and due to the huge size of organization and a lot of numbers of
employees, diversity is present at its peak. Generally, diversity is good and the
taste of life and if any organization responds to the diversity in an appropriate
manner than definitely such diversity become the source of advancement and
success towards the organization.
o However, if we see in SSGC it’s totally different. Top m managements possess
no interest towards the diversity present in there organization and hence, they do
not respond towards the diversity to make it meaningful and become the source of
power. Due to the diversity present among the employees, they faced sometimes
cultural issues and feel difficult to respond towards diversity. Sometimes, they
feel lack of team work and having less level of synergy that overall affect their
performance of their individual as well as their collective level. Due to the
inappropriate steps taken towards diversity and it became the source of negativity
and thus the culture of SSGC does not support much level of tolerance and
acceptance of differences among the employees.
o Diversity also creates communication barriers in the workplace as employees
have come from different cultures. The process of communication is affected and
leads them undesirable impact in internal and external communication process.
o Diversity create discrimination among employees and in SSGC there is no trend
to train employees that how they can overcome this discrimination factor. Due to
the high level of diversity and discrimination employees personally feel that their
emotional security is not protected. They become less concerned about fair
available justice which is provided by their top management.
WEAK EMPLOYEES PERSONALITY:
o High power distance affects the overall level of employee’s personality.
Employees become less concerned about their mind set and face the problem of
low confidence which generate in them due to the culture of power distance.
Employees also having stress related issues to their professional life hazels. Many
people are failed to manage their stress and it leads to the negative effects on their
performance. They do not enhance their abilities which already they possess and
they do not try to sharpen their mind and polish their skills which can lead
towards better opportunities in their life.
o Employee’s personality which is affected by high power distance which they
usually face in their working environment also affects their personal life. They
feel hesitation and having confusion in their minds while taking their important
personal decisions. They used to get advice and direction all times and at every
7. 7
level. When they become senior in their family, so they also face difficulties in
providing guidance and counseling, to their junior members of their family.
IRRESPONSIBLE BEHAVIOR OF EMPLOYEES TOWARDS WORK PLACE:
o Employees’ behavior is highly affected by power distance because due to
discrimination culture present in SSGC they are feeling like mistreated by their
management. They become less concerned about the organization environment.
Such employees act in silly way and also damage workforce morale. Small level
of among employees will overall affect the productivity of organization later. In
SSGC the effect of power distance results in the careless behavior of the
employees because the manager tells us that there work timings are 8:30 till 5:00
pm but the employees does not care about the organization favor they prefer late
sittings , although they were no need to do late sittings as there is enough time
provided by the organization to work in, But the actual situation is that there
would be eventually the loss of their organization that if they sit for the extra
hours so the electricity consumption, inventory usage, security and overall factory
overhead will increase which causes loss and lesser productivity.
o In short as there is no counter check and balance, no proper employee report
system on daily basis, and no as such restriction on attendance from the upper
management so they take advantage of it and hence there is ultimately the loss of
organization occurs just because of the high power distance. In short as SSGC is a
very huge and monopolistic organization and it is also the semi government
organization so all the people including employees and management think about
that there social responsibility in the work environment is not much important and
that’s why all the employees and management having a sense that“ They should
mind their own business”.
PROBLEMS OF EMPLOYEES:
o As there is a gap of power distance between the upper management and
employees, there is a less interaction between them. In SSGC there is meetings
held on quarterly basis due to which the employees face a long waiting time to
discuss their major issues with the concerned authority. Mostly the issues are
related to the unproductive employee’s behavior. Sometimes employees get
undesirable tasks, they have too many worries, they need clear direction, they
effective actions to resolve their problems and at times employees get tasks which
are not fixed according to their job and abilities. Some time, employees get
opposing task, which become very difficult to manage for them, and thus they
have the low level of productivity.
o Due to the employee’s problems, management of SSGC faced a lot number of
unexpected additional problems, which affects the overall level of productivity in
an organization.
8. 8
WORK PLACE STRESS:
o Employees also having stress related issues to their professional life hazels. Many
people are failed to manage their stress, and become depressed at certain extent
towards their roles and obligations which they faced in SSGC organization, and it
leads to the negative effects on their performance.
LESS EMPLOYEES PARTICIPATION:
o Employee participation is also known as empowerment. In SSGC organization
participation of employees is totally neglecting. The organization not provide the
platform to their employees as they can participate in decision making process,
can give recommendations and raising their voice about the organizational
procedures and rules. Even if they face unjust behavior related to their work.
PERCEPTION OF JUSTICE:
o Employees perceived justice from the organization in terms of reward
performance evaluation and appreciation. As in SSGC the manager said that there
is no as such appraisal policy. At upper level may be the perception of justice is
fulfill at certain extent but at lower level the perception of justice totally need to
be improved, which is quite unfair for the lower level employees. And they still
feel the need to be perceived in just and fair manner. In short employees are not
getting their perception of justice which is their right to expect from their
organization.
READINESS TO ACCEPT RESPONSIBILITY:
o In SSGC employees feels less goodness about their task they have received from
management. The always have to say yes and compelled to fulfilled the orders
which they have received from the top management. They do not have any other
choice except to accomplish the task and perform their responsibility. Their task
becomes less appealing for them. And they have to accept whatever they have
assigned to do. Although, they perform the task and fulfill the demand of their
organization but emotionally and personally they do not have the sense of self-
actualization.
DEPENDENCY ON EXTRINSIC AND HYGIENE FACTORS:
o Employees depend more on hygiene factors. Due to the power distance and less
level of satisfaction present among the employees, they gradually starting
dependent upon the extrinsic factors which include dominantly salary and they do
not care about intrinsic and motivational factors that is also important in shaping
the employees behavior and also important for the good job.
9. 9
CONCLUSION:
o In conclusion, we have found during our visit and while making our report that
power distance is very serious issue in SSGC that need proper attention and
appropriate steps to overcome on it.
o As power distance itself is a big problem which become the beginning of many
other serious issues that involves employees, management and the overall
organization due to these entire problem SSGC is facing a productivity challenges
and appraisal issues. Hence it is investigated that there a lot of issues regarding
the power distance and its negative effects on the organization in terms of
overhead expenses, loss of integrity, lack of employee satisfaction, less
advancement in management pattern, failure of employees to perceived
organizational justice. Power distance also become the cause of employees
irresponsible behavior towards their physical work environment moreover, power
distance not only assets the organization but also the mental level of employees as
they feel less confidence more hesitate, more confused and more dependent.
o Due to the semi government and having more diverse number of employees
SSGC is extremely sensitive and there must be some environmental changes
should hold from different perspectives.
RECOMMENDATIONS:
o The management of SSGC should take meaningful steps to reduce the high power
distance from a certain extent. They should try to get level of participation to their
employees to make many efforts, to enhance the employee level of satisfaction,
should try held meetings after on monthly basis they will also give feedback to
their employee and take several steps of performance evaluation that create the
sense of accountability, responsibility and integrity in the mind of employees.
Management should hold a conference session in which they ask the problem
from employees and make an effort to resolve their problem.
o Management should try to create the positive image of work environment in the
mind of employees so the employees feel good about the organization. Power is
good but if it is exceed at the certain limits it becomes the source of resistance of
productivity and also prevent the growth of organization so management should
be clear that what they should need to be done with their employees to make them
happy, satisfied and more productive. Their management should avoid the
stressful environment which is existing, and try to eliminate resonance and
negative effect of their power. SSGC should create space for something
adventurous and exciting, which will result in peaceful working condition
employee satisfaction and enhancement level of their performance level
12. 12
1) How many employees work in your organization?
2) Which type of your organization, centralized or decentralized?
3) What is the major issue of your organization that is related to the behavior of employees?
4) How the relationship among the upper management & their employees, they are trust on one
another or not?
5) How your employees engaged with their work?
6) Are your employees participating in any task of organization?
7) How your organizations try to increase your satisfaction level about your job, by rewards, by
incentives, by bonuses, or anything else?
8) On which factors your employees depend more, extrinsic or intrinsic?
9) How much your employees respond to their responsibility?
10) What is the behavior of employees at the workplace?