The Indian History Essay Paper

OB Notes Paper Pattern: 100 Marks: Q1. Obligatory. In view of â€Å"Ek ruka hua faisla† (Answer any 4 out of 7 choices). Model inquiry: Personality and Leadership Traits of Character No. 7 in the movie†¦ Q2 †Q7. Answer any 4 (20 denotes each) Q2. would be Short Notes Q3. †Q7. †Each question would be of two sections (A&B). Section A †Theory and Part B †Caselets in DPA position Tip: Please answer in Bullet focuses as it were. Subjects: 1. Essential of Behavior 2. Association †setting of opp and Interdependence 3. Character 4. Convictions and Paradigms 5. Gatherings and Teams †Composition, Advantages, Disadvantages, formal, casual, How best groups appear. . Basic beliefs and Adaptive Values 7. Five degrees of progress 8. Adjustment and Leadership Theory 9. Learning 10. Strife 11. Essential of Motivation †stress the executives and Time the executives, Traits from 6 Personality Traits for Transformational and Transactional, Motivatio n and Morale Theories: 1. Blate and Motoun Managerail Grid. 2. Ringlemen Effect 3. Bruce and Tactman Model of Team arrangement 4. Malow’s Pyramid 5. The Medici Effect †franz Johamsson 6. The fifith Discipline †Peter Senge 7. Exemplary Conditional Theory of Learning 8. Upgrade Response Learning 9. REBT †Rational Emotive Behavior Theory 10. The Ice berg model 1. The Big 5 model 12. Cattell’s 16 Personality Factor 13. Thomas Profiling 14. FIROB 15. MBTI 16. Johari Windows 17. Value-based Analysis 18. Circle # Genesis of OB: - Psycology - Sociology - Social Psycology - Anthropology - Political Science †¢Behaviour is an Action †¢Communication prompts conduct †¢We impart consistently †¢Types of Communication - Verbal - Non-Verbal - Written # Unsound Behavior and Sound Behavior # Sound Behavior is Type B Behavior - Communication is Basic - You convey constantly - â€Å"B† is a type of correspondence, it is outer. - Value at base †Å"B† is adjusted worth Core esteems are normal to us all # Value: (Ringleman Effect) †Core Values and Adapted Values: Sound Behavior is result of sound qualities †Value is a 3 leg Tool: Comfort Zone, Meaningfullness, Identity #Structural Conflicts of Values: Value Level Person APerson B HighHonesty Money â€â€â€â€â€ â€â€â€â€â€ †â€â€â€â€- LowMoneyHonesty - Nature of Human is â€Å"Dynamic†, not static - Self Deception # How to determine strife in such circumstance? Approach †Diagnosis, Prescription and Action 1. Singular Discussion (with individual An and individual B independently) 2. Worth check of every individual 3. Recognize singular objectives . Shared objective (Creation of super ordinate objectives so estimations of both the individual are not weakened) Topic 2: Team and Group #Team: - Team resembles substance - It doesn't shape without anyone else. It is made outside - Taken as individual, it has its o wn worth - Team is considered as natural body and has feeling and cohesiveness - Team must be adaptable to accomplish the super-ordinate objectives (shared objective/joined objective of various people) - Team is just when it is contained specialists - Every individual from group must be a specialist in a specific field - Success or disappointment of the group is a direct result of the pioneer †¢Stages in Formal to Informal: 1.Forming: Introduction, uniting group, achieving unification 2. Raging: Conflict the executives and initiative, inner self conflicting, most significant parts are settled, it is in every case endless. 3. Norming: Settle down. 4. Performing †¢Steps a Leader needs to take: 1. Cohesiveness 2. Group building (fortifying the group together towards a movement) 3. Contrasts must be brought down to combination of distinction 4. create reliance between colleagues to have assembly of contrast # Group: - It is assortment of assets (cash, men, material, machine) à ¢â‚¬ named by labor - Can be framed remotely or internallyFormal GroupsInformal Groups 1. Objective structures outside1. Expressed holding 2. It is administered by certain rules2. Control is inadequate with regards to 3. Restricted3. Impervious 4. Objective oriented4. They represent the moment of truth the association 5. Correspondence and holding not very strong5. Correspondence and holding is solid 6. Contingent conduct towards objective accomplishment 7. Qualities could possibly exist6. Qualities do exist 8. Inspiration driven by objective # Merits of Formal Groups: - Structured - Rule situated - Disciplined - Goal arranged - Goal centered - KRAs, Duties are clear - Stakes are extremely high, subsequently conduct dependent on stakes # Demerits of Formal Groups: Restricted Behavior - No straightforwardness, not veritable - No common holding - No qualities and clashes are constantly covered up # Informal Groups: - Within each conventional structures gathering, we generally have cas ual gatherings - In an association every one is at a level and has got: I. Force ii. Authority iii. Responsibility iv. Obligations - Energy of casual gatherings ought to be utilized towards efficiency - They can represent the deciding moment an association - They would not permit or grant a part from another casual gathering with worth or worth framework not the same as his gathering as the qualities and the safe places and personalities are extraordinary. 2 Laws of Communication: 1. Law of Entertainment: When 2 bodies are in proximate they inevitably engage †get influenced by one another. 2. Law of Synchronicity: When 2 bodies engage over some stretch of time they in the end synchronize †attributes of one will in general rub of into the other and viz (passionate trade). â€Å"Reprimand in private and commendation in public† # 4 Zones in Life: 1. Inward Zone: Where you work from your home. It is assume to have sustaining, exhortation, analysis, adjustments. 2. Profo und Zone: Individual Commitment with soul 3. Work Zone: 4.Social: Outside the work place and home. All the individuals you meet outside the work and home. # Organization Structure # HR Audit # Upward Spiral # Learning Curve # Attitude: - Congruent (Behavior in accordance with considerations) - Dissonant (contrast in conduct and contemplations) # Stagnation Stage # Learning: Knowledge + Actions (rehashed activities) = Skills â€Å"A learning is a realizing when certain group of information is viably moved into noteworthy skills† - Skill advancement: Intensifying existing and upgrading new aptitudes - Phase of Learning of a representative in an association: first Phase: Technical Skills nd Phase: Behavorial Skills third Phase: Conceptual Skills - Two kinds of Learning: a)Active: Self-driven want to learn. At the point when an individual encounters the need to change, the learning gets dynamic. b)Passive: Forced by circumstances and conditions - It is upto the individual driven by his qualities and recognitions to decide to effectively learn or dismiss the learning till it arrives at its higher stake - When an individual a change going to occur in future and that to with seriousness, he/she is on basic way of learning - Awareness of progress typically starts dynamic getting the hang of Learning is the boldness of gaining information and placing without hesitation - Learning has moral and good needs # Why do we learn? - Need to Change - Situations - High Stakes # Learning Block - Unawareness - Attitude (Is the information truly required by me?†¦. ) # Change # Types of Change: - Percieved and Non-Percieved - Fast Change and Slow Change †¢Those changes which are noticeable by our tangible encounters are discernible changes, while those which don't fall under distinguishable changes are named as non-percievable changes. # 5 Levels of Change: 1. Inestimable Change (Changes in Galaxy) 2. Ecological (Global Warming) . Social Changes (Society) 4. Natural Changes (Body) 5. Cell †¢The entire universe is currently unceasing change. Change is required for development. †¢The motivation behind change is to adjust and advance †¢Adaption mean acknowledgment of progress by tending to esteems and discernment and subsequently conduct †¢Adjustment is agonizing, adaption is amazing †¢Adaption happens when an individual creates mindfulness of progress, persistently learns and create horizontal aptitude # 4 Stages of Learning: 1. Uninformed of ineptitude (Ignorance) 2. Mindful of the incompetancy (Knowledge) †Stage where you remain or stop 3.Aware of competency (Skills) 4. Unconscious of competency (Competance) †¢Competancy is a procedure driven and not content driven # Learning Theories: 1. Old style Conditional Theory of Learning/Stimulus Response Learning 2. Reaction Stimulus Learning 3. Subjective Learning 4. Social Learning 1. Old style Conditional Theory of Learning/Stimulus Response Learning: Russian Psyc hologist Evan Paulov directed an analysis: Dog-Meat and Bell Meat called as the unrestricted boost, unequivocal improvement makes genuine reaction alongside the meat he rings the ringer. The ringer called as nonpartisan upgrade. . Reaction Stimulus Learning: †Trial and Error Learning †ABC Learning: An Antecedent, B-Behavior, C-Consequence †For each conduct ‘B’, there is a forerunner ‘A’ to outcome ‘C’ any preliminary and mistake is coincidental. 3. Subjective Learning: †Meaningful mental guide, which we make of a reality, which shifts from individual to individual †Recognize rehashed cognize 4. Social Learning: †Learning from society (e. g. peers, companions) †This is the most noteworthy type of learning followed by psychological learning and afterward Stimulus reaction and there on †¢Dominant versus Back-up style of learning †¢Trusteeship and possession Leadership †¢Learning Style - Ignorance - Knowledge - Skills - Competency # Emotional Intelligence: - Empathetic Listening - Focus to the issue and not on individual - Empowerment - Who is realizing and what type - EI is experiential learning # Leadership: - Leadership is a â€Å"Style† - A decent pioneer has a decent ET †Emotional Intelligence # Steps to be a Good Leader: 1. To be a sympathetic listene