Interpersonal Behaviour 3r5k4x
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SIGNIFICANCE OF THE STUDY Interpersonal Behavior in an organization. To understand how individual affects, and is affected by, two persons interaction, in an organization. The last few decades have witnessed an exponential growth rate of research on behaviour among individuals in an organization. The basic psychological factors on individual behavior, perception, learning, personality and motivation affect individual behavior. Individual behavior affects and is affected by the behavior of others. This interpersonal behavior can be – Interpersonal cooperative behavior Interpersonal conflicting behavior Interpersonal cooperative behavior---all organizations strive to promote mutually gratifying and co-operative behavior. Conditions necessary for cooperative interpersonal behavior and any organizational setting are mutual respect and trust. Concern for each others need and interaction with complementary ego states which are necessary at all levels of designation in an organization. Interpersonal conflicting behavior----- out of interpersonal interaction it is not necessary that only co-operative behavior will result because of several reasons like personality differences, different value systems, interest conflict, role ambiguity etc, and interpersonal conflict may arise in the organization. This type of behavior may not be functional in the organization. 1
OBJECTIVES OF THE STUDY To gain a close understanding of the functions of the organization. To develop excellent communication skills through interaction with top level managers. To relate the school caustically acquired knowledge with the reality. To appraise the operational and environmental complexities of an
organization which otherwise cannot be visualized.
2
REVIEW OF EXISTING LITERATURE To research any problem, it is necessary to review the existing literature. Various studies relating to different aspects of Interpersonal Behavior have been conducted in the past. A brief review of some of the major studies in recent years is given below.
SOURCE 1 R.S. Diwivedi (1998) concluded that Interpersonal Behavior is a major determinants of productivity. Interpersonal Behavior refers to inter striving conditions called wishes, desires, drives, etc. There is three kinds of motives: psychological, socio-psychological and general. There exists diverse view relating to Interpersonal Behavior. Theories of Interpersonal Behavior are classified as ‘contents’ and ‘process’ oriented. The content theory tells what factors affect Interpersonal Behavior. The process theories interpret the underlying process of Interpersonal Behavior and indicate how to affect Interpersonal Behavior.
SOURCE 2 Moorhead Griffin (2002) explains the equity theory of Interpersonal Behavior assumes that people want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in the organization to the ratio of a comparison other. If they feel their treatment has been inequitable, they take steps to reduce the inequity. Expectancy theory is based on the assumption that people are motivated to work toward a goal if they want it and think they have a reasonable chance of achieving it. 3
SOURCE 3 Archna Tyagi (2002) Says that Interpersonal Behavior is the extent to which persistent effort is directed toward a goal. Intrinsic Interpersonal Behavior stems from the direct relation ship between the worker and the task and is usually self-applied. Extrinsic Interpersonal Behavior stems from the environment surrounding the task and is applied by others.
SOURCE 4 Fred Luthans (1997) Explains Interpersonal Behavior is probably more closely associated with micro prospective of organization behavior than in any other topic. A comprehensive understanding of Interpersonal Behavior includes the need-drive – incentive sequence, or cycle. The basic process involves needs, which set drives in motion to accomplish incentives. The drives or motives may be classified into primary, general, and secondary categories. The primary motives are unlearned and psychologically based. The general motives are also learned but are not psychologically based. Secondary motives are learned and are most relevant to the study of organization behavior.
4
FOCUS OF THE STUDY To guide the empirical part of the work, the Focus of the Study States: Interpersonal Behavior effect the working of employees of both public & private sector. 1) The Factors Affecting Interpersonal Behavior of the employees depends upon their perception. 2) The Factors Affecting Interpersonal Behavior differs from time to time, place to place and situation to situation and person to person.
5
CONCEPTUALISATION The concept of evaluating the workers in lumax dk auto industries ltd. Is to know about the superior—worker interpersonal behavior so that it is known that why the interpersonal behavior among workers is negative and what kind of changes should be brought so that the worker—superior behavior is strengthened to the extent so that everyone can work in a tension free environment.
6
LUMAX DK AUTO INDUSTRIES LTD. INTRODUCTION:-
1)
We shall continuously and anticipate our
Customers evolving needs
needs and according innovate our products to meet their technology requirements.
2)
We shall be the first to deploy the optimum Technology. Technology in India by a global relation ship.
3)
We shall promote and facilitate the effective Integration of technology between our people products and processes to create value.
7
GROUP VISION 2010 To make “lumax “ brand • An indian name with a global presence • The prefered solution provider ‘ among its customers in everything we do . • A name synomous for the best practices committed employes , enhancing stake holder value .
Lumaxdk Company vision 2015 1) Domestic market share of minimum of 50% gear shifters. 2) To become full capability of supplier for the manual and automatic gear shifter ,deg /validation/manufacturing. 3) Addition of 1 more customer for parking brakes. 4) Diversify into 2 new automotive product lines as tier 1 system supplier.
8
COMPANY POLICIES 4 steps: 1) Employee involvement 2) Visual control: create visual signs and everything. 3) Remove “muda”:muda means a Japanese term is to approve the best quality. 4) Quality: - quality of the product is good.
Formed in the year 1997, Lumax DK is an integral part of the D.K. Jain Group of companies. It is a 100% subsidiary of Lumax Auto Technologies Ltd. Lumax DK specializes in design, manufacturing and supply of Gear Shifters, Parking Brakes, Precision Components and Plastic injection trim parts. These are manufactured to the highest standards and stringent quality control procedures are in place to ensure, that quality products are delivered on time, every time. Lumax DK has two state-of-art manufacturing plants located in Manesar in National Capital Region of Delhi, and in Pant Nagar, a fast developing Automotive Industrial Hub in North India. We have been growing at a rapid pace and have clocked revenues of Rs. 150 Crores (US$ 40 Million) in 2006-07 fiscal years... We, at Lumax DK - an ISO 9001:2000 and ISO/TS 16949:2002 certified company, endeavor to provide our customers with quality automotive parts at a competitive price. Association with Lumax DK offers you the 360 degree manufacturing of global standards 9
•
Precision Engineering - CAD systems with auto cad Inventor & Unigraphics NX3, Tool room with all required machines and fixtures for Tool development and prototyping.
•
Robust Manufacturing - 3-AXIS Tube Bending and Copping, Hydraulic Pressing, Robotic MIG Welding Stations, Plastic Injection Molding, Robot Writing for Gear Shifter Knob, and Cellular Assembly Lines
•
Stringent Testing setup - Endurance Testing for Parking Brake, Tensile Testing, Weld Penetration Check, Hardness Testing, Profile Checking, and Strength Testing.
We have technology from CIMAR, Spain and GHSP , USA , especially for Gear Shifters A progressive set of associates, a young & dynamic management team, that believes in inclusive sustained growth with involvement of people and modern technology, the lineage of the Lumax brand. Ingredients that make Lumax DK, a name in reckoning for being at the forefront of automotive components technology arena. A name poised for being your partner in growth.
10
11
TECHNICAL ALLIANCE
12
13
PERFORMANCE AWARD
14
PRODUCTS AND INVENTIONS
15
S.No. Particulars
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
Dec, 2009 (unaudited)
1.
107
144
229
560
1140
1350
1344
Rs. (in Millions)
19
18
29
68
169
194
207
%
17.76
12.50
12.66
12.14
14.82
14.37
15.40
Rs. (in Millions)
17
14
20
52
137
158
181
%
15.89
9.72
8.73
9.29
12.02
11.70
13.47
%
10
10
Nil
Nil
Nil
Nil
68
2.
3.
Sales (Rs. in Millions) PBDIT
PBT
4.
Dividend
5.
EPS (Rs.)
2.28
1.89
2.72
7.99
21.55
25.53
35.87
6.
Book Value (Rs.)
6.65
7.66
10.65
18.90
40.70
66.48
94.60
16
MAJOR CLIENTS
RESEARCH METHODOLOGY 17
Research methodology is a way to systematically solve the research problem. It may be understood as a science how research is done scientifically. Research methodology refers to the tools and the methods used for obtaining information for the purpose of the research study. Research not only need to know how to develop certain indices or tests, how to calculate the mean, the mode, median, how to apply particular research techniques but also need to know which of these methods or techniques are relevant and which are not and what would they mean and indicate and why. All this means that it is necessary for the researcher to design his methodology for his problem as the same way differ from problem to problem.
RESEARCH DESIGN Research design is the framework which determines the course of action towards the collection and analysis of required data. As the research type is descriptive, so we will be using Descriptive Research Design to do our Research work. The methodology of study will be through interviews, observation and library research.
ANALYTICAL RESEARCH In it, we have to use facts and information already available and analysis these to make an evaluation for project.
o RESEARCH PROBLEM The study undertaken by me was regarding a detailed analysis of the services of human resource department. I want to know the actual work done by the human resource managers in the companies. Research problem
TYPE OF RESEARCH 18
Descriptive research:-it includes surveys and facts ,findings enquires of different kinds. The major purpose of did is description of the state of affair as it exists at person . Exploratory research:- the main purpose of erd is that of formulating a problem for more precise investigation. Study involves filling of questionnaires, structured interviews, and personal observations i.e. it involves surveys and facts, finding enquires of different kinds.
DATA COLLECTION The task of data collection begins after a research problem has been defined and research design /plan chalked out there are several types of sources of data collection:
SOURCES OF DATA COLLECTION Primary source: - the data which is collected first time. Secondary source: - doing updation of the data which is already collected. QUESTIONNAIRE:- The Main Purpose of the Survey (Questionnaire) is to collect data about Interpersonal Behaviour established factors ,Price ,Trust , Convenience.
LIKE, in this Project I have used: 19
and The Significance of The
SAMPLING PROCEDURE: There is a NON –PROBABILITY SAMPLING .It is that Sampling Procedure Which does not afford any basis for estimating the Probability that each Item in the Population has of being included in the Sample. Further in Non Probability Sampling used is convenience sampling & random sampling
SAMPLING PLAN Employees of personnel department.
SAMPLE SIZE 25 employees
METHODS OF DATA COLLECTION
QUESTIONNAIRE:-The Main Purpose of the Survey (Questionnaire) is to collect data about Interpersonal Behaviour and The Significance of The established factors, Price, Trust, and Convenience.
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INTERPERSONAL BEHAVIOUR What are interpersonal skills? •
A set of behaviors which allow you to communicate effectively and unambiguously in a face-to- face setting.
•
They can also be thought of as behaviors which assist progress towards achieving an objective
Developing interpersonal skills is therefore designed to help you to get all ingredients to work together effectively. Face-to-face situations provide the context (formal or informal), objectives spell out the desirable ends, and behaviors are the means to achieve them. In situations which are not face-to-face, such as a phone call or letter, what you say or write represents your behaviour.
FUNDAMENTALS There are just six interpersonal skills which form a process that is applicable to all situations: •
Analyzing the situation
•
Establishing a realistic objective
•
Selecting appropriate ways of behaving
•
Controlling your behaviour
•
Shaping other people's behaviour
•
Monitoring our own and others' behaviour
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These individual skills need to be applied appropriately. For example, if you: •
Are discussing how to solve a problem with a person who has more experience than you, then listening is important
•
Know much more about what needs to be done to solve a problem than another person, then communicating clearly and testing the other person's understanding are higher priorities.
APPLICABILITY OF INTERPERSONAL SKILLS The interpersonal skills process described above is applicable to all peoplesituations anywhere, in the following ways: •
Analyzing the situation helps us to set realistic objectives
•
Establishing objectives, in turn, provides the context in which to make choices about how best to behave
•
By being conscious of our own behaviour in working towards the achievement of objectives we are more likely to influence other people’s behaviour
•
Constant monitoring will provide the we need to make situationdependent adjustments.
22
BENEFITS OF IMPROVING INTERPERSONAL SKILLS However, some of the advantages of improved interpersonal skills are that you will be better at: •
Quickly assessing and understanding face-to-face situations
•
Setting specific and realistic objectives for face-to-face encounters with people - you will benefit from being clear in what you are aiming at
•
Choosing and using behaviors that complement the circumstances and are appropriate to the objective - thus benefiting by having an easier, and pleasant, means to achieving your objective
Being aware of other people’s behaviour and influencing it - influencing others by your own behaviour.
HUMAN RESOURCE FUNCTIONS ARE: • HUMAN RESOURCE PLANNING • JOB ANALYSIS • RECRUITMENT • SELECTION • PERFORMANCE APPRAISAL • INTERPERSONAL BEHAVIOUR • EMPLOYMENT TRANSITIONS • LABOUR RELATIONS
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Human behavior is the most difficult to define in absolute .it is a complex phenomenon .it is primarily a combination of responses to external and internal stimuli these responses reflect psychology structure of a person. Psychologist khan art Levin believes that people are influenced by a number of diversified factors and the influence of these factors determines the patterns of behaviour in-fact organization composed of individuals. no organization can exist without individuals hence, organizational performance is largely affected by individuals behave at work .mangers hand to understand individual /human behavior at work so as to extract the best and maximum contribution from them learning motivation ,and the leadership are the theories that have been developed to explain the behavior of individuals also socio psychological theories have tried to explain how attitudes ,beliefs, preconception ,values inculcated and influence individual behavior
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MEANING OF INDIVIDUAL BEHAVIOR Individual behavior means some concrete action by a person. In fact the Individual behavior is not a self induced concept but it is affected by a large system like family, group, and society within which one function .besides individuals will behave differently depending upon three motivation, values, attitudes and perception they have Individual behavior explains why Individual behaves and reacts in response to different situation. Therefore to understand the human behavior in organization in a better way, a careful study of all the factors which affects human behavior is must the efforts and the contribution of an individual depends upon his behavior .the factors which affects the human behavior are person, environment and organization itself. In other words, we can say that – individual behavior is a function of person, environment and hide organization
25
CAUSES OF INTERPERSONAL BEHAVIOR Causes of human behavior: In order to understand the causation of human behavior it is essential behavior it is essential to know first what the term behavior actually means. Different behavioral scientists have defined behavior differently. Some observations are as follows; Behavior simply means “as a response to certain stimuli which is observable directly and indirectly “ ‘Behavior is observed directly by studying the responses of people to their work environment indirect observation refers to horo people describe decision making processes and attitude verbally. This is seen that human behavior is caused by certain reasons behavior is the result of interaction between individual characteristics and the characteristics of the environment in which behavior occurs. Personal characteristics remain inside the person whereas environmental once outside the person. These personal and environmental characteristics secure as foundation of individual behavior.
26
The causes of human behavior can be classified into categories INHERITED CHARACTERISTICS: Some of the characteristics inherited from birth, may or Amy not be changed by external environment 1. PHYSICAL CHARACTERISTICS: - relate to height, slim body, and vision
and stamina .manual dexterity results in quality, performance in such jobs that require artistic skills. 2. AGE:- the age may influence the behavior of an individual in a physiological as
well as psychological ways 3. INTELLIGENCE:-Some people are born Intelligent However intelligent can
be enhanced with efforts, hard work proper environment and motivation. 4. RELIGION:-It play important role in determining the behavior. High religious
people have high moral standards. They strive for achievement and self fulfillment. LEARNED
CHARACTERISTICS:
these
characteristics
involver
and
individuals, attitudes, values and perceptions about the environment in which he/she function. They are a result of parental values and expectation. PERCEPTION: - Is a process by which individuals organize and interpret there sensory impression in order to give meaning to their environment. It refers to the manner in which a person experiences the world. PERSONALITY: - It is a set of traits and characteristics, habit patterns and conditioned responses to certain stimuli that formulate the impression upon others. It indicates the type of activities, jobs and assignment suitable to a particular person which will enable him to perform that task affectively. 27
ATTITUDES: - it may be defined as the way a person fells about something- a person, a place, a commodity, a situation or an idea. It addresses an individual’s positive or negative feeling about some object. VALUES: - values are important in relation to study of organizational behavior. Because an organization is a composite of attitude, perceptions, personalities and individual behavior of managers as well as workers. Values determine what is right and what is wrong. The values behavior pattern.
FACTORS AFFECTING INDIVIDUAL BEHAVIOR ENVIROMENTAL FACTORS It includes such variables as ECONOMIC FACTORS- the economic environment is an important determinant of individual behavior .all work is performed with in economic framework .the concept of economic environment is a synthesis of several factors like employment level, wage rate, economic outlook and technological change rate.People work for money but not only for money. However wages satisfied various needs of individuals. POLITICAL FACTORS- the stability of government can affect the employment opportunities both in quantity and quality. Management structures and philosophies in controlled societies have a significant impact on decision, strategies and methods of implementation available to managers. The relative
28
freedom available can affect carrier choice, job design, motivation methods and finally individual behavior. SOCIO-CULTURAL FACTORS: people grow up in a particular society that shape their basic values, beliefs and behavior. Cultural vary from country to country and these variation produce different behavior across the country LEGAL ENVIRONMENT: rules and laws are formalized ad written standards of behavior both rules and laws is strictly enforced by the legal system .laws relate to all of society observing laws voluntarily allow predictability of individual behavior. ORGANIZATIONAL FACTORS: the characteristics of an organization are also affects human behavior. PHYSICAL FACILITIES: The physical facilities such as ventilation ,proper lighting , painting on wall, proper space for employee and like that put impact on employee behavior and performance..Hence physical environment at work place may be said to be the arrangement of people and thinks in such a manner. So that they may have a positive impact on interpersonal behavior. ORGANISATIONAL STRUCTURES AND DESIGNS- It refers to the way in different departments in organizations are set up and the way in which the emoting relationship and lines of communication are established among different departments in the organizations.
29
QUALITY OF LEADERSHIP-The organizational establish a system of leadership and supervision to pride direction assistance, advice, training, to individual . The behavior of a leader is therefore a potential source of influence on an individual. In other words the behavior of individual by a large extent influenced by their leaders. REWARD SYSTEM:-Organization establishes reward system to compensate the employees. The behavior of an employee influenced by reward system of an organization.
30
INDIVIDUALS DIFFERENCES AT WORKPLACE INDIVIDUAL DIFFERENCE: it is seen that an individual differs from each other owing to their varying Characteristics that foam an individual’s individuality. All is different .this is a fact ed by science. Each one is different from others just as each of their finger prints to different as far as we commonly known. Co is able to explain usual observations leads all of us to the conclusion that two people in the same job cannot behave in exactly the same way. People perform their jobs in different ways 1) Promptness in completing tasks 2) Conscientiousness in doing exactly quality work. 3) If manager wants to employee he has to recognize the overwhelming
influences that individual’s differences play.
INDIVIDUALS DIFFERENCES AT WORKPLACE 1) REWARDS-Depending upon different psychological make-ups, people differ in attaching importance to awards. 2) TYPE OF COMPENSATION PLAN- People also differs in the type of
compensation plan they want. Some may refer to have compensation under the time wage system, while others may like to prefer piece wage system. 3) STYLE OF LEADERSHIP- People may differ in the style of leadership they
want to work under. While some may like to work under autocratic leadership style, others may be in a democratic style of leadership. 31
4) STAMINA-People also differ in their stamina to bear with job stress. While
some may prefer to flight stresses. 5) PERSONNEL CHARACTERISTICS- People differ in their personnel
characteristics like age, sex, race, education, abilities etc.
INDIVIDUAL DIFFERENCES AND ORGANIZATION BEHAVIOR In organizational behavior, too much emphasis is placed on studying individual differences .it is not that values, attitudes, personalities and similar personal characteristics are irrelevant to under standing organizational behavior rather organizations come. With a host of formal and informal control mechanism that in effect largely shapes .direct and constraint ’ behavior that is structure tends to over-ride interpersonal differences. Almost organizations have policies, procedures rules and other formal documentation that limit and shape the behavior. This formal documentation sets standards of acceptable and unacceptable behavior. Almost all organizations differentiate roles horizontally, creating unique jobs and departments. The structure of these jobs allows others to predict behavior in those roles. Organizations also differentiate roles vertically by creating levels of management So, they create boss employee relationship that constrains employee behavior.
32
When you an organization, you are expected to adapt its norms of acceptable behavior. The norms are unwritten rules but, they are powerful and controlling. An organization may not have a formal dress code but employees are expected to ‘dress appropriately’-which mean adapting to the implied dress norms.
Models of a man based on individual differences Study of human behavior in both regarding and necessary for management. It is doubtful whether the management can perform its function successfully without having understanding why people behave as they do. It based on individual differences; individual differences are classified in to certain models or type. 1) RATIONAL
ECONOMIC MAN:-This is based on the doctrine of
maximizing oneself interest. This assumptions are : Man is able to calculate the cost of his efforts and value of inducement he receives from his efforts. Man is able to evaluate the alterations available. Man is motivated by economic interest. The organization controls the economic activities. Organization can be designed to control rational feelings and avoid unpredictable behavior. The different types of assumptions a manager makes about people with greatly determine the actions he takes in motivating and controlling people.
33
In simple rational economic model people can be induced to produce more by providing economic incentives. This works very simply, that is people are engage by the organization for the productive purpose. It will continue to give them incentives till it receiving matching contribution From them. The economic incentives can work till man is not reasonably satisfied by a need of money. Though money is such a factor that its need can never be satisfied because it may purchase many things through which people may satisfy their other needs Within organizational context. The role of money is to maintain the people n the organization and beyond that is not able to provide incentives to people. 2) SOCIAL MAN:-It is based on the doctrine that man being part of the society,
is influenced by a social forces and seeks satisfaction from social relationships. Man is motivated by its social needs. Man is more responsive to group pressure. He will obey managements order as long as these are in conformity with his social needs. Management should organize work in such a way that it provides not belongingness. Social man concept is the invention of researchers which behavioral scientist has carried out from time to time begom hawthorn experiments.
34
3) ORGANIZATION MAN: - William white who gave this concept believes that
value of loyalty to the organization and co-corporation with fellow workers is important for man. The social ethics are guides of organization. The group is a source of creativity. Belongingness is the ultimate need of individual. Generally organization means emphasis that there is no conflict between organization and interpersonal. Even if there is any, it can be overcome by sacrificing the individual interest in favor of organizational interest. Its implications is that management will design its various actions high will satisfy the people. People will not see their interest differently as the organization is to take care of their interest. 4) SELF ACTUALIZING MAN: - It suggests difference in the way man can overcome limitations to work .the managers normally take following.
The various needs can be put in hierarchical.
Man moves from immaturity to maturity.
Man is self motivated and self motivated managers try to create normal
achievement of people to release greater potential for commitment to organizational goals This model is based on the assumptions that is man is self motivated and controlled. Man works. To satisfy is needs, in a hierarchical orders arranged by Abraham Maslow physiological needs, safety and security needs social needs, esteem and status needs and self actualizing needs. 35
ABILITIES:It is an individual capacity to perform the various tasks. In a job, Ability is the criteria used to determine what a person can do ability directly influences an employee level of performance and satisfaction. In order to get compatible ability, the management can do the following:
The management must follow effective selection process. This process will
improve and provide a compatible individual.
A job analysis will provide information about jobs currently being done and
the abilities that individuals need to perform the job adequately.
The management ,after analyzing the job , can invite applicants .applicants
can then be tested ,interviewed and evaluated on the degree to which they possesses the necessary abilities.
Promotion and transfer decisions should reflect the abilities of individuals in
the organizations.
Management must be cheerful in accessing critical abilities that will be
needed in the job.
In order to improve abilities, modifications can be made in the job. However,
three should b no significant impact on jobs basic activities.
Finally man agent has an alternative in the regard. A final alternative is to
provide training to employees. This is applicable to both ne workers and present workers. Training can keep the abilities of workers current or provide new skills as times and conditions charge.
36
SWOT ANALYSIS STRENGTHS :a) The globally cost competitive b) Adheres to strict quality controls. Has access to latest technology. c) Provides to critical infrastructure and metal industries. WEAKNESSES:a) Industry has a lower level of research and development capability. b) Industry is exposed to cyclical downturns in the automotive industry. Most
component companies are dependent on global majors for technology OPPURTUNITIES:a) May serve as sourcing hub for global automobile. b) Majors significant export opportunities may be realized through diversification of export basket. c) Implementation of value added tax vat) in fy2004 will negate the cascading impact of price. THREATS:a) The presence of large counterfeit components market poses a significant threat. b) Pressure on prices from gems continues. Imports pose price based competition in the replacement market. Further marginalization of smaller player’s likely outlook
37
PESTE ANALYSIS POLITICAL ENVIRONMENT The stability of government can affect the employment opportunities; both in quantity and quality .politically unstable environment have difficulty and attracting experience problems in maintaining steady level of employment. The political ideology of a country affects interpersonal behavior primary through relative freedoms available to its citizens. Management structures and philosophies in controlled societies have a significant impact on decisions, strategies, strategies and methods of implementation available to manager’s .the relative freedoms can affect career choice, job design motivation methods and finally interpersonal behavior. ECONOMIC ENVIRONMENT The Economic environment is an important determinant of individual behavior. All work is perform with in economic framework .the concept of economic environment is a synthesis of several factors, like employment level, wage rates, economic outlook and technological change. People work for money but not only for money.however wages satisfy various needs of an individual .it are well known that wage attract people to certain organizations and determine their satisfaction on jobs. Inequality in wages will have adverse effect on employees
38
SOCIAL ENVIRONMENT People grow up in a particular society that shape their basic beliefs, values and behaviors. Culture varies from country to country and these variation produce different behaviors across the country .culture vary between two regions with in a country too and these variations produce different behaviors across the country. Work ethics, achievement needs, effort reward expectations and values are important factors having behavioral implications as suggested by Stephens’s p.robbins.it always desirable for organization effectiveness that direct there must be direct relationship between effort and reward. TECHNOLOGICAL ENVIRONMENT It is seen that technological change is included as an economic factor because of potential effects on individual job opportunities Technological change has its strongest effect at lower level jobs although increased automation, computersation and more sophisticated production technologies can affect individuals at all levels. LEGAL ENVIRONMENT Rules and laws are formalized and written standards of behavior. Both rules and laws are strictly enforced by the legal system .laws relate to all of society. Observing laws voluntary allows for predictability of individual behavior
39
QUESTIONNAIRE ANALYSIS 1) What kind of relationhip do you have with your boss? OPTIONS Formal Friendly Both Formal
NO. OF RESPONDENTS 1 17 and 6
friendly Miscellaneous TOTAL
1 25
% OF RESPONDENTS 4 68 24 4 100
a ) Fo r m a l
4% 4% 24%
b ) Fr ie n d ly c ) B o th Fo r m a l a n d Fr ie n d ly 68%
d ) M is c e lla n e o u s
INTERPRETATION: The above Diagram shows that 68% of the Employees are Friendly with Boss and 4% Employees are Formal, 24% of the Employees are both Friendly and Formal and 4% are having Miscellaneous Relations with Boss. 2) How often does your superior guide you in your job? 40
OPTIONS Often Once in a while Never Cant say TOTAL
NO. OF RESPONDENTS 12 8 3 2 25
% OF RESPONDENTS 48 32 12 8 100
50 40
Often
30
Once in a while Never
20
Cant say
10 0
%OFRESPONDENTS
INTERPRETATION: The above Diagram shows that 48% of the Employees are Superior guide in your Job and 32% Employees are once in a while, 12% of the Employees are never l and8% can’t say. .
3) How often does your boss blame you when things go wrong in your area
of work ? 41
OPTIONS Often Once in a while Never Cant say TOTAL
45 40 35 30 25 20 15 10 5 0
NO. OF RESPONDENTS 2 10 11 2 25
% OF RESPONDENTS 8 40 44 8 100
Often Once inawhile Never Cant say
%OFRESPONDENTS
INTERPRETATION: The above Diagram shows that 8% are often and 40% Employees once in a while.44% never and 8% are can’t say. 4) What type of relations do you have with your colleagues?
OPTIONS Friendly Competitive
NO. OF RESPONDENTS 20 1 42
% OF RESPONDENTS 80 4
Social All three TOTAL
3 1 25
12%
12 4 100
4%
4%
a) f riendly b) c ompetitiv e c) s oc ial 80%
d) all three
INTERPRETATION: The above Diagram shows that 88% of the Employees are Friendly with Colleagues and 4% Employees are Competitive, 12% of the Employees are Social and 4% are all three Relations with Colleagues 5) Do you feel unbalanced relations affect the efficiency level of employees?
OPTIONS Yes No Can’t say TOTAL
NO. OF RESPONDENTS 17 72 1 25
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% OF RESPONDENTS 68 28 4 100
70 60 50 40
Yes No Can’t say
30 20 10 0
%OFRESPONDENTS
INTERPRETATION: The above Diagram shows that 68% of the Employees are yes and 4% Employees can’t sayFormal, 24% of the Employees are both Friendly and Formal and 4% are having Miscellaneous Relations with Boss.
6) Which of the following situations adversely affect your relationship among groups? OPTIONS Stress Illiteracy Incompetence
NO. OF RESPONDENTS 10 1 0 44
% OF RESPONDENTS 40 4 0
Lack Of Knowledge Miscellaneous TOTAL
6 8 25
24 32 100
a) stress
32%
40%
b) illiteracy c) incompetence d) lack of know ledge
24%
e) miscellaneous
4% 0%
INTERPRETATION: The above Diagram shows that 40% of the Employees are stress and 4% Employees are illiteracy 24% of the Employees are having lack of knowlege and 32% are having miscellaneous adversely affect relations. 7)
What are the causes of such adverse situations?
OPTIONS Individual case Group Organization Others
NO. OF RESPONDENTS 9 2 9 5 45
% OF RESPONDENTS 36 8 36 20
TOTAL
25
100
20% 36%
a) individual case b) group c) organisation
36%
d) others 8%
INTERPRETATION: The above Diagram shows that 36% of the Employees are adverse situations and 8% Employees affect group 36% of the Employees affect the organisation.
8) What problem does this negative behaviour lead to?
OPTIONS Physical Problem Psychological Problem
NO. OF RESPONDENTS % OF RESPONDENTS 0 0 10 40 46
Behavioral Problem Others TOTAL
20%
10 5 25
0% 40%
a) physical problem b) psychological problem c) behavioral problem d) others
40%
INTERPRETATION: The above Diagram shows that 40% of the Employees are having psychological problem and 40% Employees ae having behaviour problem, 20% of the Employees are affected by other problems. 9) Do you get full co-operation and unbiased attention from your superior
in your work place? OPTIONS Yes
NO.OF RESPONDENTS % OF RESPONDENTS 22 88 47
40 20 100
No Sometimes TOTAL
0 3 25
0%
0 12 100
12% a) yes b) no c) sometimes 88%
INTERPRETATION: The above Diagram shows that 88% of the Employees says yes and 12% Employees are sometimes having unbiased attention.
10) Does group cohesiveness prevail in your organisation?
OPTIONS Yes
NO.OF RESPONDENTS 21 48
% OF RESPONDENTS 84
No Sometimes TOTAL
2 2
8 8
25
8%
100
8% a) yes b) no c) sometimes 84%
INTERPRETATION:
The above Diagram shows that 84% of the Employees are yes and 8% Employees are no and 8% having sometimes group cohisiveness prevail in the organization.
11) What are the forces which bring cohesion in group? OPTIONS Outside Person Competition
NO.OF RESPONDENTS 0 19 49
% OF RESPONDENTS 0 76
Others TOTAL
6 25
24%
24 100
0% a) outside person b) competition c) others 76%
INTERPRETATION: The above Diagram shows that 0% of the Employees are outside person and 76% Employees are having competition, 24% of the Employees are others.
50
12) How often does interpersonal conflict arise among superior and
subordiantes and among the people at the same hierarchy? OPTIONS Quite Often Occasionally Never Can’t Say
NO.OF RESPONDENTS 2 18 5 0
% OF RESPONDENTS 8 72 20 0
25
100
TOTAL
20%
0% 8% a) quite often b) occasionally c) never d) can’t say 72%
INTERPRETATION:
51
The above Diagram shows that 8% of the Employees are quite often, 72% of the employees are occasionally problem and 20% Employees are never arise problem among superior. 13) Is stress a major factor which affects your interpersonal relation in an
organisation? OPTIONS
NO. OF RESPONDENTS % OF RESPONDENTS 10 40 15 60 25 100
Yes No TOTAL
40% a) yes b) no 60%
INTERPRETATION: The above Diagram shows that 40% of the Employees are major factors which affect your personnel behaviour. And 60%Employees are no.
52
FINDINGS OF THE STUDY Most of the workers have a friendly relationship with their superior as well
as their colleagues; this in turn depicts the open communication available in organization. Most of the workers are often guided by their supervisors in their sphere of work and agree that they understand their work pressures and problems and try to solve them if it is within their reach. Most of the workers feel that unbalanced interpersonal relations affect the efficiency level of employees mainly due to stress which is mainly caused because of individual and organisational related factors. The negative behaviour of workers is mainly due to psychological and behavioual problems although they get full co-operation and unbiased attention from their superior in their work place. Group cohesiveness prevails among different groups in org. mainly due to competition. No superior is afraid to express any kind of views about the worker to him. To some extent, the management is concerned about maintaining good relations with trade unions.
53
LIMITATIONS I had put my best effort in gathering the data and i have tried my level best that the data provided and the survey done are authentic as they could be, but there are some limitations, which are mentioned below : The study period is limited, the researcher has to collect the necessary and important information within the limited period of time and it is not possible to collect it, due to lack to time. Some consumers give half-hearted response or false information, which may lead to wrong conclusion. It is not possible to carry out the detailed survey due to limited finance. The crew were hesitates to speak freely as they feared the information’s to leak in the head office.
54
CONCLUSION After working on this project it’s my immense pleasure to say it’s been most beneficial to me as it given me lot of knowledge about the hr department, which includes how an hr department works and how to interact with people. I found that in lumax dk auto industries ltd. There is an open communication and most of the employees in the company are satisfied but still there are some employees who are not satisfied with their superiors and these employees are mostly working in godowns. I also found that the company is of the view that interpersonal behaviour is not only helpful in making peace but also in the career planning. The company is also of the view that interpersonal behaviour plays an important role in the positive relations between the superior and the subordinate.
55
RECOMMENDATIONS On the basis of my findings and conclusion my suggestions to the company are: To know why 20% employees are not satisfied with their superiors and try to solve their problems. Equal opportunities are given to all to express their feelings in the meetings. To realize the employees who are working at godowns that they also have Freedom to take initiative in regard to change in procedure. Give more importance to the hr department as it plays a key role in an
Organisation. Mostly recruitments are internally, but there should be external recruitments so that company get more benefitted.
56
SAMPLE QUESTIONNAIRE INTERPERSONAL BEHAVIOUR IN AN ORGANISATION Name: Department: Age: Marital status: QUESTIONS: Q 1:- What kind of relationship do you have with your boss? A) Formal
B) Friendly
C) Both formal and friendly
D) Miscellaneous
Q 2:- How often does your superior guide you in your job? A) Often
B) Once in a while
C) Never
D) Can’t say
57
Q 3:- How often does your boss blame and comdemn you when things go wrong in your area of work? A) Very often
B) Once in a while
C) Never
D) Can’t say
Q 4:- What type of relations do you have with your colleagues? A) Friendly
B) Competitive
C) Social
D) All three
Q 5:- Do you feel unbalanced interpersonal relations affect the efficiency level of employees? A) Yes
B) No
C) Can’t say
Q 6:- Which of the following situations adversely affect your relationship among groups? A) Stress
B) Illiteracy
C) Incompetence
D) Lack of knowledge
E) Miscellaneous
58
Q 7:- What are the causes of such adverse situations? A) Individual causes
B) Group causes
C) Organizational causes
D) Others
Q 8:- What problems does the negative behaviour lead to? A) Physical problem
B) Psychological problem
C) Behavioural problem
D) Others
Q 9:- Do you get full cooperation and unbiased attention from your superior in your work place? A) Yes
B) No
C) Sometimes
Q 10:- Does group cohesiveness prevail in your organisation? A) Yes
B) No
C) Sometimes
Q 11:- What are the forces that bring cohesion in group? 59
A) Outside person
B) Competition
C) Others
Q 12:- How often does interpersonal conflict arise among superior & subordinates and among the people at the same hierarchy? A) Quite often
B) Occasionally
C) Never
D) Can’t say
Q 13- Is stress a major factor which affects your interpersonalrelation in an org.? A) Yes
B) No
60
BIBLIOGRAPHY PUBLICATIONS: •
Kothari, c.r business research methodology, New Delhi, new age international (p) ltd, publishers.
• Marketing research by “s l gupta” •
Organizational behavior “Dr f.c .sharma” (shree mahavir book depot publishers)
•
Lumax dk magazines
WWW.LUMAXDK.COM WWW.GOOGLE.COM
61
62
OBJECTIVES OF THE STUDY To gain a close understanding of the functions of the organization. To develop excellent communication skills through interaction with top level managers. To relate the school caustically acquired knowledge with the reality. To appraise the operational and environmental complexities of an
organization which otherwise cannot be visualized.
2
REVIEW OF EXISTING LITERATURE To research any problem, it is necessary to review the existing literature. Various studies relating to different aspects of Interpersonal Behavior have been conducted in the past. A brief review of some of the major studies in recent years is given below.
SOURCE 1 R.S. Diwivedi (1998) concluded that Interpersonal Behavior is a major determinants of productivity. Interpersonal Behavior refers to inter striving conditions called wishes, desires, drives, etc. There is three kinds of motives: psychological, socio-psychological and general. There exists diverse view relating to Interpersonal Behavior. Theories of Interpersonal Behavior are classified as ‘contents’ and ‘process’ oriented. The content theory tells what factors affect Interpersonal Behavior. The process theories interpret the underlying process of Interpersonal Behavior and indicate how to affect Interpersonal Behavior.
SOURCE 2 Moorhead Griffin (2002) explains the equity theory of Interpersonal Behavior assumes that people want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in the organization to the ratio of a comparison other. If they feel their treatment has been inequitable, they take steps to reduce the inequity. Expectancy theory is based on the assumption that people are motivated to work toward a goal if they want it and think they have a reasonable chance of achieving it. 3
SOURCE 3 Archna Tyagi (2002) Says that Interpersonal Behavior is the extent to which persistent effort is directed toward a goal. Intrinsic Interpersonal Behavior stems from the direct relation ship between the worker and the task and is usually self-applied. Extrinsic Interpersonal Behavior stems from the environment surrounding the task and is applied by others.
SOURCE 4 Fred Luthans (1997) Explains Interpersonal Behavior is probably more closely associated with micro prospective of organization behavior than in any other topic. A comprehensive understanding of Interpersonal Behavior includes the need-drive – incentive sequence, or cycle. The basic process involves needs, which set drives in motion to accomplish incentives. The drives or motives may be classified into primary, general, and secondary categories. The primary motives are unlearned and psychologically based. The general motives are also learned but are not psychologically based. Secondary motives are learned and are most relevant to the study of organization behavior.
4
FOCUS OF THE STUDY To guide the empirical part of the work, the Focus of the Study States: Interpersonal Behavior effect the working of employees of both public & private sector. 1) The Factors Affecting Interpersonal Behavior of the employees depends upon their perception. 2) The Factors Affecting Interpersonal Behavior differs from time to time, place to place and situation to situation and person to person.
5
CONCEPTUALISATION The concept of evaluating the workers in lumax dk auto industries ltd. Is to know about the superior—worker interpersonal behavior so that it is known that why the interpersonal behavior among workers is negative and what kind of changes should be brought so that the worker—superior behavior is strengthened to the extent so that everyone can work in a tension free environment.
6
LUMAX DK AUTO INDUSTRIES LTD. INTRODUCTION:-
1)
We shall continuously and anticipate our
Customers evolving needs
needs and according innovate our products to meet their technology requirements.
2)
We shall be the first to deploy the optimum Technology. Technology in India by a global relation ship.
3)
We shall promote and facilitate the effective Integration of technology between our people products and processes to create value.
7
GROUP VISION 2010 To make “lumax “ brand • An indian name with a global presence • The prefered solution provider ‘ among its customers in everything we do . • A name synomous for the best practices committed employes , enhancing stake holder value .
Lumaxdk Company vision 2015 1) Domestic market share of minimum of 50% gear shifters. 2) To become full capability of supplier for the manual and automatic gear shifter ,deg /validation/manufacturing. 3) Addition of 1 more customer for parking brakes. 4) Diversify into 2 new automotive product lines as tier 1 system supplier.
8
COMPANY POLICIES 4 steps: 1) Employee involvement 2) Visual control: create visual signs and everything. 3) Remove “muda”:muda means a Japanese term is to approve the best quality. 4) Quality: - quality of the product is good.
Formed in the year 1997, Lumax DK is an integral part of the D.K. Jain Group of companies. It is a 100% subsidiary of Lumax Auto Technologies Ltd. Lumax DK specializes in design, manufacturing and supply of Gear Shifters, Parking Brakes, Precision Components and Plastic injection trim parts. These are manufactured to the highest standards and stringent quality control procedures are in place to ensure, that quality products are delivered on time, every time. Lumax DK has two state-of-art manufacturing plants located in Manesar in National Capital Region of Delhi, and in Pant Nagar, a fast developing Automotive Industrial Hub in North India. We have been growing at a rapid pace and have clocked revenues of Rs. 150 Crores (US$ 40 Million) in 2006-07 fiscal years... We, at Lumax DK - an ISO 9001:2000 and ISO/TS 16949:2002 certified company, endeavor to provide our customers with quality automotive parts at a competitive price. Association with Lumax DK offers you the 360 degree manufacturing of global standards 9
•
Precision Engineering - CAD systems with auto cad Inventor & Unigraphics NX3, Tool room with all required machines and fixtures for Tool development and prototyping.
•
Robust Manufacturing - 3-AXIS Tube Bending and Copping, Hydraulic Pressing, Robotic MIG Welding Stations, Plastic Injection Molding, Robot Writing for Gear Shifter Knob, and Cellular Assembly Lines
•
Stringent Testing setup - Endurance Testing for Parking Brake, Tensile Testing, Weld Penetration Check, Hardness Testing, Profile Checking, and Strength Testing.
We have technology from CIMAR, Spain and GHSP , USA , especially for Gear Shifters A progressive set of associates, a young & dynamic management team, that believes in inclusive sustained growth with involvement of people and modern technology, the lineage of the Lumax brand. Ingredients that make Lumax DK, a name in reckoning for being at the forefront of automotive components technology arena. A name poised for being your partner in growth.
10
11
TECHNICAL ALLIANCE
12
13
PERFORMANCE AWARD
14
PRODUCTS AND INVENTIONS
15
S.No. Particulars
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
Dec, 2009 (unaudited)
1.
107
144
229
560
1140
1350
1344
Rs. (in Millions)
19
18
29
68
169
194
207
%
17.76
12.50
12.66
12.14
14.82
14.37
15.40
Rs. (in Millions)
17
14
20
52
137
158
181
%
15.89
9.72
8.73
9.29
12.02
11.70
13.47
%
10
10
Nil
Nil
Nil
Nil
68
2.
3.
Sales (Rs. in Millions) PBDIT
PBT
4.
Dividend
5.
EPS (Rs.)
2.28
1.89
2.72
7.99
21.55
25.53
35.87
6.
Book Value (Rs.)
6.65
7.66
10.65
18.90
40.70
66.48
94.60
16
MAJOR CLIENTS
RESEARCH METHODOLOGY 17
Research methodology is a way to systematically solve the research problem. It may be understood as a science how research is done scientifically. Research methodology refers to the tools and the methods used for obtaining information for the purpose of the research study. Research not only need to know how to develop certain indices or tests, how to calculate the mean, the mode, median, how to apply particular research techniques but also need to know which of these methods or techniques are relevant and which are not and what would they mean and indicate and why. All this means that it is necessary for the researcher to design his methodology for his problem as the same way differ from problem to problem.
RESEARCH DESIGN Research design is the framework which determines the course of action towards the collection and analysis of required data. As the research type is descriptive, so we will be using Descriptive Research Design to do our Research work. The methodology of study will be through interviews, observation and library research.
ANALYTICAL RESEARCH In it, we have to use facts and information already available and analysis these to make an evaluation for project.
o RESEARCH PROBLEM The study undertaken by me was regarding a detailed analysis of the services of human resource department. I want to know the actual work done by the human resource managers in the companies. Research problem
TYPE OF RESEARCH 18
Descriptive research:-it includes surveys and facts ,findings enquires of different kinds. The major purpose of did is description of the state of affair as it exists at person . Exploratory research:- the main purpose of erd is that of formulating a problem for more precise investigation. Study involves filling of questionnaires, structured interviews, and personal observations i.e. it involves surveys and facts, finding enquires of different kinds.
DATA COLLECTION The task of data collection begins after a research problem has been defined and research design /plan chalked out there are several types of sources of data collection:
SOURCES OF DATA COLLECTION Primary source: - the data which is collected first time. Secondary source: - doing updation of the data which is already collected. QUESTIONNAIRE:- The Main Purpose of the Survey (Questionnaire) is to collect data about Interpersonal Behaviour established factors ,Price ,Trust , Convenience.
LIKE, in this Project I have used: 19
and The Significance of The
SAMPLING PROCEDURE: There is a NON –PROBABILITY SAMPLING .It is that Sampling Procedure Which does not afford any basis for estimating the Probability that each Item in the Population has of being included in the Sample. Further in Non Probability Sampling used is convenience sampling & random sampling
SAMPLING PLAN Employees of personnel department.
SAMPLE SIZE 25 employees
METHODS OF DATA COLLECTION
QUESTIONNAIRE:-The Main Purpose of the Survey (Questionnaire) is to collect data about Interpersonal Behaviour and The Significance of The established factors, Price, Trust, and Convenience.
20
INTERPERSONAL BEHAVIOUR What are interpersonal skills? •
A set of behaviors which allow you to communicate effectively and unambiguously in a face-to- face setting.
•
They can also be thought of as behaviors which assist progress towards achieving an objective
Developing interpersonal skills is therefore designed to help you to get all ingredients to work together effectively. Face-to-face situations provide the context (formal or informal), objectives spell out the desirable ends, and behaviors are the means to achieve them. In situations which are not face-to-face, such as a phone call or letter, what you say or write represents your behaviour.
FUNDAMENTALS There are just six interpersonal skills which form a process that is applicable to all situations: •
Analyzing the situation
•
Establishing a realistic objective
•
Selecting appropriate ways of behaving
•
Controlling your behaviour
•
Shaping other people's behaviour
•
Monitoring our own and others' behaviour
21
These individual skills need to be applied appropriately. For example, if you: •
Are discussing how to solve a problem with a person who has more experience than you, then listening is important
•
Know much more about what needs to be done to solve a problem than another person, then communicating clearly and testing the other person's understanding are higher priorities.
APPLICABILITY OF INTERPERSONAL SKILLS The interpersonal skills process described above is applicable to all peoplesituations anywhere, in the following ways: •
Analyzing the situation helps us to set realistic objectives
•
Establishing objectives, in turn, provides the context in which to make choices about how best to behave
•
By being conscious of our own behaviour in working towards the achievement of objectives we are more likely to influence other people’s behaviour
•
Constant monitoring will provide the we need to make situationdependent adjustments.
22
BENEFITS OF IMPROVING INTERPERSONAL SKILLS However, some of the advantages of improved interpersonal skills are that you will be better at: •
Quickly assessing and understanding face-to-face situations
•
Setting specific and realistic objectives for face-to-face encounters with people - you will benefit from being clear in what you are aiming at
•
Choosing and using behaviors that complement the circumstances and are appropriate to the objective - thus benefiting by having an easier, and pleasant, means to achieving your objective
Being aware of other people’s behaviour and influencing it - influencing others by your own behaviour.
HUMAN RESOURCE FUNCTIONS ARE: • HUMAN RESOURCE PLANNING • JOB ANALYSIS • RECRUITMENT • SELECTION • PERFORMANCE APPRAISAL • INTERPERSONAL BEHAVIOUR • EMPLOYMENT TRANSITIONS • LABOUR RELATIONS
23
Human behavior is the most difficult to define in absolute .it is a complex phenomenon .it is primarily a combination of responses to external and internal stimuli these responses reflect psychology structure of a person. Psychologist khan art Levin believes that people are influenced by a number of diversified factors and the influence of these factors determines the patterns of behaviour in-fact organization composed of individuals. no organization can exist without individuals hence, organizational performance is largely affected by individuals behave at work .mangers hand to understand individual /human behavior at work so as to extract the best and maximum contribution from them learning motivation ,and the leadership are the theories that have been developed to explain the behavior of individuals also socio psychological theories have tried to explain how attitudes ,beliefs, preconception ,values inculcated and influence individual behavior
24
MEANING OF INDIVIDUAL BEHAVIOR Individual behavior means some concrete action by a person. In fact the Individual behavior is not a self induced concept but it is affected by a large system like family, group, and society within which one function .besides individuals will behave differently depending upon three motivation, values, attitudes and perception they have Individual behavior explains why Individual behaves and reacts in response to different situation. Therefore to understand the human behavior in organization in a better way, a careful study of all the factors which affects human behavior is must the efforts and the contribution of an individual depends upon his behavior .the factors which affects the human behavior are person, environment and organization itself. In other words, we can say that – individual behavior is a function of person, environment and hide organization
25
CAUSES OF INTERPERSONAL BEHAVIOR Causes of human behavior: In order to understand the causation of human behavior it is essential behavior it is essential to know first what the term behavior actually means. Different behavioral scientists have defined behavior differently. Some observations are as follows; Behavior simply means “as a response to certain stimuli which is observable directly and indirectly “ ‘Behavior is observed directly by studying the responses of people to their work environment indirect observation refers to horo people describe decision making processes and attitude verbally. This is seen that human behavior is caused by certain reasons behavior is the result of interaction between individual characteristics and the characteristics of the environment in which behavior occurs. Personal characteristics remain inside the person whereas environmental once outside the person. These personal and environmental characteristics secure as foundation of individual behavior.
26
The causes of human behavior can be classified into categories INHERITED CHARACTERISTICS: Some of the characteristics inherited from birth, may or Amy not be changed by external environment 1. PHYSICAL CHARACTERISTICS: - relate to height, slim body, and vision
and stamina .manual dexterity results in quality, performance in such jobs that require artistic skills. 2. AGE:- the age may influence the behavior of an individual in a physiological as
well as psychological ways 3. INTELLIGENCE:-Some people are born Intelligent However intelligent can
be enhanced with efforts, hard work proper environment and motivation. 4. RELIGION:-It play important role in determining the behavior. High religious
people have high moral standards. They strive for achievement and self fulfillment. LEARNED
CHARACTERISTICS:
these
characteristics
involver
and
individuals, attitudes, values and perceptions about the environment in which he/she function. They are a result of parental values and expectation. PERCEPTION: - Is a process by which individuals organize and interpret there sensory impression in order to give meaning to their environment. It refers to the manner in which a person experiences the world. PERSONALITY: - It is a set of traits and characteristics, habit patterns and conditioned responses to certain stimuli that formulate the impression upon others. It indicates the type of activities, jobs and assignment suitable to a particular person which will enable him to perform that task affectively. 27
ATTITUDES: - it may be defined as the way a person fells about something- a person, a place, a commodity, a situation or an idea. It addresses an individual’s positive or negative feeling about some object. VALUES: - values are important in relation to study of organizational behavior. Because an organization is a composite of attitude, perceptions, personalities and individual behavior of managers as well as workers. Values determine what is right and what is wrong. The values behavior pattern.
FACTORS AFFECTING INDIVIDUAL BEHAVIOR ENVIROMENTAL FACTORS It includes such variables as ECONOMIC FACTORS- the economic environment is an important determinant of individual behavior .all work is performed with in economic framework .the concept of economic environment is a synthesis of several factors like employment level, wage rate, economic outlook and technological change rate.People work for money but not only for money. However wages satisfied various needs of individuals. POLITICAL FACTORS- the stability of government can affect the employment opportunities both in quantity and quality. Management structures and philosophies in controlled societies have a significant impact on decision, strategies and methods of implementation available to managers. The relative
28
freedom available can affect carrier choice, job design, motivation methods and finally individual behavior. SOCIO-CULTURAL FACTORS: people grow up in a particular society that shape their basic values, beliefs and behavior. Cultural vary from country to country and these variation produce different behavior across the country LEGAL ENVIRONMENT: rules and laws are formalized ad written standards of behavior both rules and laws is strictly enforced by the legal system .laws relate to all of society observing laws voluntarily allow predictability of individual behavior. ORGANIZATIONAL FACTORS: the characteristics of an organization are also affects human behavior. PHYSICAL FACILITIES: The physical facilities such as ventilation ,proper lighting , painting on wall, proper space for employee and like that put impact on employee behavior and performance..Hence physical environment at work place may be said to be the arrangement of people and thinks in such a manner. So that they may have a positive impact on interpersonal behavior. ORGANISATIONAL STRUCTURES AND DESIGNS- It refers to the way in different departments in organizations are set up and the way in which the emoting relationship and lines of communication are established among different departments in the organizations.
29
QUALITY OF LEADERSHIP-The organizational establish a system of leadership and supervision to pride direction assistance, advice, training, to individual . The behavior of a leader is therefore a potential source of influence on an individual. In other words the behavior of individual by a large extent influenced by their leaders. REWARD SYSTEM:-Organization establishes reward system to compensate the employees. The behavior of an employee influenced by reward system of an organization.
30
INDIVIDUALS DIFFERENCES AT WORKPLACE INDIVIDUAL DIFFERENCE: it is seen that an individual differs from each other owing to their varying Characteristics that foam an individual’s individuality. All is different .this is a fact ed by science. Each one is different from others just as each of their finger prints to different as far as we commonly known. Co is able to explain usual observations leads all of us to the conclusion that two people in the same job cannot behave in exactly the same way. People perform their jobs in different ways 1) Promptness in completing tasks 2) Conscientiousness in doing exactly quality work. 3) If manager wants to employee he has to recognize the overwhelming
influences that individual’s differences play.
INDIVIDUALS DIFFERENCES AT WORKPLACE 1) REWARDS-Depending upon different psychological make-ups, people differ in attaching importance to awards. 2) TYPE OF COMPENSATION PLAN- People also differs in the type of
compensation plan they want. Some may refer to have compensation under the time wage system, while others may like to prefer piece wage system. 3) STYLE OF LEADERSHIP- People may differ in the style of leadership they
want to work under. While some may like to work under autocratic leadership style, others may be in a democratic style of leadership. 31
4) STAMINA-People also differ in their stamina to bear with job stress. While
some may prefer to flight stresses. 5) PERSONNEL CHARACTERISTICS- People differ in their personnel
characteristics like age, sex, race, education, abilities etc.
INDIVIDUAL DIFFERENCES AND ORGANIZATION BEHAVIOR In organizational behavior, too much emphasis is placed on studying individual differences .it is not that values, attitudes, personalities and similar personal characteristics are irrelevant to under standing organizational behavior rather organizations come. With a host of formal and informal control mechanism that in effect largely shapes .direct and constraint ’ behavior that is structure tends to over-ride interpersonal differences. Almost organizations have policies, procedures rules and other formal documentation that limit and shape the behavior. This formal documentation sets standards of acceptable and unacceptable behavior. Almost all organizations differentiate roles horizontally, creating unique jobs and departments. The structure of these jobs allows others to predict behavior in those roles. Organizations also differentiate roles vertically by creating levels of management So, they create boss employee relationship that constrains employee behavior.
32
When you an organization, you are expected to adapt its norms of acceptable behavior. The norms are unwritten rules but, they are powerful and controlling. An organization may not have a formal dress code but employees are expected to ‘dress appropriately’-which mean adapting to the implied dress norms.
Models of a man based on individual differences Study of human behavior in both regarding and necessary for management. It is doubtful whether the management can perform its function successfully without having understanding why people behave as they do. It based on individual differences; individual differences are classified in to certain models or type. 1) RATIONAL
ECONOMIC MAN:-This is based on the doctrine of
maximizing oneself interest. This assumptions are : Man is able to calculate the cost of his efforts and value of inducement he receives from his efforts. Man is able to evaluate the alterations available. Man is motivated by economic interest. The organization controls the economic activities. Organization can be designed to control rational feelings and avoid unpredictable behavior. The different types of assumptions a manager makes about people with greatly determine the actions he takes in motivating and controlling people.
33
In simple rational economic model people can be induced to produce more by providing economic incentives. This works very simply, that is people are engage by the organization for the productive purpose. It will continue to give them incentives till it receiving matching contribution From them. The economic incentives can work till man is not reasonably satisfied by a need of money. Though money is such a factor that its need can never be satisfied because it may purchase many things through which people may satisfy their other needs Within organizational context. The role of money is to maintain the people n the organization and beyond that is not able to provide incentives to people. 2) SOCIAL MAN:-It is based on the doctrine that man being part of the society,
is influenced by a social forces and seeks satisfaction from social relationships. Man is motivated by its social needs. Man is more responsive to group pressure. He will obey managements order as long as these are in conformity with his social needs. Management should organize work in such a way that it provides not belongingness. Social man concept is the invention of researchers which behavioral scientist has carried out from time to time begom hawthorn experiments.
34
3) ORGANIZATION MAN: - William white who gave this concept believes that
value of loyalty to the organization and co-corporation with fellow workers is important for man. The social ethics are guides of organization. The group is a source of creativity. Belongingness is the ultimate need of individual. Generally organization means emphasis that there is no conflict between organization and interpersonal. Even if there is any, it can be overcome by sacrificing the individual interest in favor of organizational interest. Its implications is that management will design its various actions high will satisfy the people. People will not see their interest differently as the organization is to take care of their interest. 4) SELF ACTUALIZING MAN: - It suggests difference in the way man can overcome limitations to work .the managers normally take following.
The various needs can be put in hierarchical.
Man moves from immaturity to maturity.
Man is self motivated and self motivated managers try to create normal
achievement of people to release greater potential for commitment to organizational goals This model is based on the assumptions that is man is self motivated and controlled. Man works. To satisfy is needs, in a hierarchical orders arranged by Abraham Maslow physiological needs, safety and security needs social needs, esteem and status needs and self actualizing needs. 35
ABILITIES:It is an individual capacity to perform the various tasks. In a job, Ability is the criteria used to determine what a person can do ability directly influences an employee level of performance and satisfaction. In order to get compatible ability, the management can do the following:
The management must follow effective selection process. This process will
improve and provide a compatible individual.
A job analysis will provide information about jobs currently being done and
the abilities that individuals need to perform the job adequately.
The management ,after analyzing the job , can invite applicants .applicants
can then be tested ,interviewed and evaluated on the degree to which they possesses the necessary abilities.
Promotion and transfer decisions should reflect the abilities of individuals in
the organizations.
Management must be cheerful in accessing critical abilities that will be
needed in the job.
In order to improve abilities, modifications can be made in the job. However,
three should b no significant impact on jobs basic activities.
Finally man agent has an alternative in the regard. A final alternative is to
provide training to employees. This is applicable to both ne workers and present workers. Training can keep the abilities of workers current or provide new skills as times and conditions charge.
36
SWOT ANALYSIS STRENGTHS :a) The globally cost competitive b) Adheres to strict quality controls. Has access to latest technology. c) Provides to critical infrastructure and metal industries. WEAKNESSES:a) Industry has a lower level of research and development capability. b) Industry is exposed to cyclical downturns in the automotive industry. Most
component companies are dependent on global majors for technology OPPURTUNITIES:a) May serve as sourcing hub for global automobile. b) Majors significant export opportunities may be realized through diversification of export basket. c) Implementation of value added tax vat) in fy2004 will negate the cascading impact of price. THREATS:a) The presence of large counterfeit components market poses a significant threat. b) Pressure on prices from gems continues. Imports pose price based competition in the replacement market. Further marginalization of smaller player’s likely outlook
37
PESTE ANALYSIS POLITICAL ENVIRONMENT The stability of government can affect the employment opportunities; both in quantity and quality .politically unstable environment have difficulty and attracting experience problems in maintaining steady level of employment. The political ideology of a country affects interpersonal behavior primary through relative freedoms available to its citizens. Management structures and philosophies in controlled societies have a significant impact on decisions, strategies, strategies and methods of implementation available to manager’s .the relative freedoms can affect career choice, job design motivation methods and finally interpersonal behavior. ECONOMIC ENVIRONMENT The Economic environment is an important determinant of individual behavior. All work is perform with in economic framework .the concept of economic environment is a synthesis of several factors, like employment level, wage rates, economic outlook and technological change. People work for money but not only for money.however wages satisfy various needs of an individual .it are well known that wage attract people to certain organizations and determine their satisfaction on jobs. Inequality in wages will have adverse effect on employees
38
SOCIAL ENVIRONMENT People grow up in a particular society that shape their basic beliefs, values and behaviors. Culture varies from country to country and these variation produce different behaviors across the country .culture vary between two regions with in a country too and these variations produce different behaviors across the country. Work ethics, achievement needs, effort reward expectations and values are important factors having behavioral implications as suggested by Stephens’s p.robbins.it always desirable for organization effectiveness that direct there must be direct relationship between effort and reward. TECHNOLOGICAL ENVIRONMENT It is seen that technological change is included as an economic factor because of potential effects on individual job opportunities Technological change has its strongest effect at lower level jobs although increased automation, computersation and more sophisticated production technologies can affect individuals at all levels. LEGAL ENVIRONMENT Rules and laws are formalized and written standards of behavior. Both rules and laws are strictly enforced by the legal system .laws relate to all of society. Observing laws voluntary allows for predictability of individual behavior
39
QUESTIONNAIRE ANALYSIS 1) What kind of relationhip do you have with your boss? OPTIONS Formal Friendly Both Formal
NO. OF RESPONDENTS 1 17 and 6
friendly Miscellaneous TOTAL
1 25
% OF RESPONDENTS 4 68 24 4 100
a ) Fo r m a l
4% 4% 24%
b ) Fr ie n d ly c ) B o th Fo r m a l a n d Fr ie n d ly 68%
d ) M is c e lla n e o u s
INTERPRETATION: The above Diagram shows that 68% of the Employees are Friendly with Boss and 4% Employees are Formal, 24% of the Employees are both Friendly and Formal and 4% are having Miscellaneous Relations with Boss. 2) How often does your superior guide you in your job? 40
OPTIONS Often Once in a while Never Cant say TOTAL
NO. OF RESPONDENTS 12 8 3 2 25
% OF RESPONDENTS 48 32 12 8 100
50 40
Often
30
Once in a while Never
20
Cant say
10 0
%OFRESPONDENTS
INTERPRETATION: The above Diagram shows that 48% of the Employees are Superior guide in your Job and 32% Employees are once in a while, 12% of the Employees are never l and8% can’t say. .
3) How often does your boss blame you when things go wrong in your area
of work ? 41
OPTIONS Often Once in a while Never Cant say TOTAL
45 40 35 30 25 20 15 10 5 0
NO. OF RESPONDENTS 2 10 11 2 25
% OF RESPONDENTS 8 40 44 8 100
Often Once inawhile Never Cant say
%OFRESPONDENTS
INTERPRETATION: The above Diagram shows that 8% are often and 40% Employees once in a while.44% never and 8% are can’t say. 4) What type of relations do you have with your colleagues?
OPTIONS Friendly Competitive
NO. OF RESPONDENTS 20 1 42
% OF RESPONDENTS 80 4
Social All three TOTAL
3 1 25
12%
12 4 100
4%
4%
a) f riendly b) c ompetitiv e c) s oc ial 80%
d) all three
INTERPRETATION: The above Diagram shows that 88% of the Employees are Friendly with Colleagues and 4% Employees are Competitive, 12% of the Employees are Social and 4% are all three Relations with Colleagues 5) Do you feel unbalanced relations affect the efficiency level of employees?
OPTIONS Yes No Can’t say TOTAL
NO. OF RESPONDENTS 17 72 1 25
43
% OF RESPONDENTS 68 28 4 100
70 60 50 40
Yes No Can’t say
30 20 10 0
%OFRESPONDENTS
INTERPRETATION: The above Diagram shows that 68% of the Employees are yes and 4% Employees can’t sayFormal, 24% of the Employees are both Friendly and Formal and 4% are having Miscellaneous Relations with Boss.
6) Which of the following situations adversely affect your relationship among groups? OPTIONS Stress Illiteracy Incompetence
NO. OF RESPONDENTS 10 1 0 44
% OF RESPONDENTS 40 4 0
Lack Of Knowledge Miscellaneous TOTAL
6 8 25
24 32 100
a) stress
32%
40%
b) illiteracy c) incompetence d) lack of know ledge
24%
e) miscellaneous
4% 0%
INTERPRETATION: The above Diagram shows that 40% of the Employees are stress and 4% Employees are illiteracy 24% of the Employees are having lack of knowlege and 32% are having miscellaneous adversely affect relations. 7)
What are the causes of such adverse situations?
OPTIONS Individual case Group Organization Others
NO. OF RESPONDENTS 9 2 9 5 45
% OF RESPONDENTS 36 8 36 20
TOTAL
25
100
20% 36%
a) individual case b) group c) organisation
36%
d) others 8%
INTERPRETATION: The above Diagram shows that 36% of the Employees are adverse situations and 8% Employees affect group 36% of the Employees affect the organisation.
8) What problem does this negative behaviour lead to?
OPTIONS Physical Problem Psychological Problem
NO. OF RESPONDENTS % OF RESPONDENTS 0 0 10 40 46
Behavioral Problem Others TOTAL
20%
10 5 25
0% 40%
a) physical problem b) psychological problem c) behavioral problem d) others
40%
INTERPRETATION: The above Diagram shows that 40% of the Employees are having psychological problem and 40% Employees ae having behaviour problem, 20% of the Employees are affected by other problems. 9) Do you get full co-operation and unbiased attention from your superior
in your work place? OPTIONS Yes
NO.OF RESPONDENTS % OF RESPONDENTS 22 88 47
40 20 100
No Sometimes TOTAL
0 3 25
0%
0 12 100
12% a) yes b) no c) sometimes 88%
INTERPRETATION: The above Diagram shows that 88% of the Employees says yes and 12% Employees are sometimes having unbiased attention.
10) Does group cohesiveness prevail in your organisation?
OPTIONS Yes
NO.OF RESPONDENTS 21 48
% OF RESPONDENTS 84
No Sometimes TOTAL
2 2
8 8
25
8%
100
8% a) yes b) no c) sometimes 84%
INTERPRETATION:
The above Diagram shows that 84% of the Employees are yes and 8% Employees are no and 8% having sometimes group cohisiveness prevail in the organization.
11) What are the forces which bring cohesion in group? OPTIONS Outside Person Competition
NO.OF RESPONDENTS 0 19 49
% OF RESPONDENTS 0 76
Others TOTAL
6 25
24%
24 100
0% a) outside person b) competition c) others 76%
INTERPRETATION: The above Diagram shows that 0% of the Employees are outside person and 76% Employees are having competition, 24% of the Employees are others.
50
12) How often does interpersonal conflict arise among superior and
subordiantes and among the people at the same hierarchy? OPTIONS Quite Often Occasionally Never Can’t Say
NO.OF RESPONDENTS 2 18 5 0
% OF RESPONDENTS 8 72 20 0
25
100
TOTAL
20%
0% 8% a) quite often b) occasionally c) never d) can’t say 72%
INTERPRETATION:
51
The above Diagram shows that 8% of the Employees are quite often, 72% of the employees are occasionally problem and 20% Employees are never arise problem among superior. 13) Is stress a major factor which affects your interpersonal relation in an
organisation? OPTIONS
NO. OF RESPONDENTS % OF RESPONDENTS 10 40 15 60 25 100
Yes No TOTAL
40% a) yes b) no 60%
INTERPRETATION: The above Diagram shows that 40% of the Employees are major factors which affect your personnel behaviour. And 60%Employees are no.
52
FINDINGS OF THE STUDY Most of the workers have a friendly relationship with their superior as well
as their colleagues; this in turn depicts the open communication available in organization. Most of the workers are often guided by their supervisors in their sphere of work and agree that they understand their work pressures and problems and try to solve them if it is within their reach. Most of the workers feel that unbalanced interpersonal relations affect the efficiency level of employees mainly due to stress which is mainly caused because of individual and organisational related factors. The negative behaviour of workers is mainly due to psychological and behavioual problems although they get full co-operation and unbiased attention from their superior in their work place. Group cohesiveness prevails among different groups in org. mainly due to competition. No superior is afraid to express any kind of views about the worker to him. To some extent, the management is concerned about maintaining good relations with trade unions.
53
LIMITATIONS I had put my best effort in gathering the data and i have tried my level best that the data provided and the survey done are authentic as they could be, but there are some limitations, which are mentioned below : The study period is limited, the researcher has to collect the necessary and important information within the limited period of time and it is not possible to collect it, due to lack to time. Some consumers give half-hearted response or false information, which may lead to wrong conclusion. It is not possible to carry out the detailed survey due to limited finance. The crew were hesitates to speak freely as they feared the information’s to leak in the head office.
54
CONCLUSION After working on this project it’s my immense pleasure to say it’s been most beneficial to me as it given me lot of knowledge about the hr department, which includes how an hr department works and how to interact with people. I found that in lumax dk auto industries ltd. There is an open communication and most of the employees in the company are satisfied but still there are some employees who are not satisfied with their superiors and these employees are mostly working in godowns. I also found that the company is of the view that interpersonal behaviour is not only helpful in making peace but also in the career planning. The company is also of the view that interpersonal behaviour plays an important role in the positive relations between the superior and the subordinate.
55
RECOMMENDATIONS On the basis of my findings and conclusion my suggestions to the company are: To know why 20% employees are not satisfied with their superiors and try to solve their problems. Equal opportunities are given to all to express their feelings in the meetings. To realize the employees who are working at godowns that they also have Freedom to take initiative in regard to change in procedure. Give more importance to the hr department as it plays a key role in an
Organisation. Mostly recruitments are internally, but there should be external recruitments so that company get more benefitted.
56
SAMPLE QUESTIONNAIRE INTERPERSONAL BEHAVIOUR IN AN ORGANISATION Name: Department: Age: Marital status: QUESTIONS: Q 1:- What kind of relationship do you have with your boss? A) Formal
B) Friendly
C) Both formal and friendly
D) Miscellaneous
Q 2:- How often does your superior guide you in your job? A) Often
B) Once in a while
C) Never
D) Can’t say
57
Q 3:- How often does your boss blame and comdemn you when things go wrong in your area of work? A) Very often
B) Once in a while
C) Never
D) Can’t say
Q 4:- What type of relations do you have with your colleagues? A) Friendly
B) Competitive
C) Social
D) All three
Q 5:- Do you feel unbalanced interpersonal relations affect the efficiency level of employees? A) Yes
B) No
C) Can’t say
Q 6:- Which of the following situations adversely affect your relationship among groups? A) Stress
B) Illiteracy
C) Incompetence
D) Lack of knowledge
E) Miscellaneous
58
Q 7:- What are the causes of such adverse situations? A) Individual causes
B) Group causes
C) Organizational causes
D) Others
Q 8:- What problems does the negative behaviour lead to? A) Physical problem
B) Psychological problem
C) Behavioural problem
D) Others
Q 9:- Do you get full cooperation and unbiased attention from your superior in your work place? A) Yes
B) No
C) Sometimes
Q 10:- Does group cohesiveness prevail in your organisation? A) Yes
B) No
C) Sometimes
Q 11:- What are the forces that bring cohesion in group? 59
A) Outside person
B) Competition
C) Others
Q 12:- How often does interpersonal conflict arise among superior & subordinates and among the people at the same hierarchy? A) Quite often
B) Occasionally
C) Never
D) Can’t say
Q 13- Is stress a major factor which affects your interpersonalrelation in an org.? A) Yes
B) No
60
BIBLIOGRAPHY PUBLICATIONS: •
Kothari, c.r business research methodology, New Delhi, new age international (p) ltd, publishers.
• Marketing research by “s l gupta” •
Organizational behavior “Dr f.c .sharma” (shree mahavir book depot publishers)
•
Lumax dk magazines
WWW.LUMAXDK.COM WWW.GOOGLE.COM
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