Seven Habits of Highly Effective people.pdf

Organizational Behavior (Class Presentation) 1
Seetal Daas
BBA-2k13
Contact:seetal.daas@gmail.com
7 HABITS OF HIGHLY EFFECTIVE PEOPLE (MY Presentation)
1-Habit- Be Proactive: Take action and take responsibility. This is the basis of all further
habits and a cornerstone of success. You will influence your life more than anyone else. You
have the opportunity to use your free will and hard work to change yourself and your
circumstances. You are only a victim if you allow yourself to be; if you are reactive rather than
proactive. The emphasis of this habit is to do whatever is in your power to improve your
situation. You are the creator, the actor and the doer in your life; get started and "just do it".
Since, in a situation, the thing that you can influence and change the most is your response to
it - choose your response to any situation and you will find yourself in control. No one can
"make" you angry if you decide you don't want to get angry. Don't let life set you up to be in a
bad situation. Have confidence in yourself and believe that you can succeed at anything in life.
• I choose to not be angry in my work environment
• I choose to spend only planned expenses in my personal budget
• I want to be more present and involved in my family's happiness
2-Habit- Begin with the end in mind: Visualize where you want to go. Before you start
something sit down and plan it out. A little planning will usually save you a lot of actual work
later. Use your creative forces to create images and plans in your head first, then carry out your
plan. The plan is called the first creation; the second creation is formed when you carry out the
plan, and its success depends on a well thought out first creation.
• I want to be family physician
• I want to have a full registration with HPSCA
• I want to become a useful consultant
• I want to be a good husband, to be a good father
• I want to be respected
3-Habit- Put first things first: Set priorities. Decide which of your roles and goals are most
important, then determine what steps will best achieve those goals. Basically it means doing
life with your values in hand. It means defining your idea of success in life from the image you
would like to leave in the roles that you assume like (spouse, grandparent, voter, activist,
student, employee, manager). The idea is to have these clearly defined and on a piece of paper.
We need to schedule our priorities. We can use the time management matrix to determine where
to spend our time. There are four quadrants where we spend our time:
1. Important and Urgent
2. Important but not Urgent
3. Urgent but not Important
4. Not Urgent or Important
To be effective we need to take care of everything in quadrant 1 and then spend as much of our
remaining time as possible in quadrant 2. We need to live in quadrants 1 and 2.
Quadrant 1 activities are the things that are important and urgent: emergencies, deadline-driven
projects, crises, some meetings, some phone calls. These are the things we cannot and should
not ignore. They demand our immediate attention.

Seetal Daas
BBA-2k13
Quadrant 2 activities include: all work in each of the 7 habits, maintenance, recreation, self-
care, learning, reading, and relationship building. These are the things we don't do because
they're never urgent. They're important, but once we finish dealing with the Urgent and
Important crises, we often don't want to work in quadrant 2. We get distracted by Urgent things
that are not important—quadrant 3 activities—such as phone calls, text messages or
interruptions from others. We might want to retreat to the gratifying but wasteful activities of
quadrant 4 because we feel like we deserve a break. We don't realize that we are setting
ourselves up for more crises in quadrant 1 by ignoring the important activities of quadrant 2.
4-Habit-Think Win-Win: Many people grow up with a competitive mindset ("I win, you
lose"), a beaten-down mindset ("I give up, do what you want to me"), or a mix of these and
other mindsets. Each of these has its place. However, for your most valuable family and
business interactions, the most mature and effective goal is usually to seek situations which
benefit everyone involved.
When you negotiate you should seek to make deals that help everyone. In cases where this is
not possible, it is best to have the mindset from the outset that you will walk away from the
deal ("win-win or no-deal").
5-Habit- Seek first to understand, then to be understood: To influence and help others, you
must first actively listen to them and understand their situation and concerns. For example,
imagine a doctor who gives a prescription over the telephone without knowing all the necessary
information about the patient and their condition. This could be a serious or even fatal error if
the patient takes the wrong medicine. In the same way, when giving someone advice we should
be quite careful to understand their circumstances well. Even excellent advice can be useless
and wasted if it does not apply to the situation of the person receiving it.
It is most effective to listen actively with empathy, consciously trying to understand and to see
the world from the other person's perspective. It is also beneficial to listen without judging.
Avoid "hearing" through a filter formed by your own worldview, and do not impose your
preconceived ideas on what you hear, because doing so will inhibit your efforts to put yourself
in the other person's shoes. Once you have clearly understood the point of view of another
person, it is equally important to be understood by them. You need to build the courage to
respond to what you've heard and present your own view that takes what the other person has
said into account.
6-Habit- Synergize: This habit deals with teamwork and opening yourself emotionally to work
with other people. Optimistic, emotionally-charged individuals who are living out the previous
habits can work together in amazing ways and see new paths none of them would have found
alone. To synergize means to value differences or disagreements within a group. Instead of
looking at the difference negatively, one can view this as beneficial and seek to understand
why the difference exists. In coming to understand the difference or disagreement, and thinking
with a win/win attitude, a "third alternative" may appear. A "third alternative" is one which
neither party could have come up with alone but instead is generated out of understanding
differences and seeking to reach a win/win solution. This synergy is a bit chaotic but is also
fun and stimulating. When you use synergy you are also improving your spiritual, emotional
and social side of your life.

Seetal Daas
BBA-2k13
7-Habit- Sharpen the saw: Take time to rejuvenate yourself and help prepare yourself to work
better in the future. This often means relaxing, enjoying nature, meditating and praying (Steven
Covey was a devout Mormon, as he explains in the book's introduction), reading Scripture or
great literature, listening to classical music, and spending time with high-quality relationships.
The purpose of this habit is to regularly exercise the four components which many believe
make up the human being: body, mind, heart and spirit.
• Body: Exercise for a sense of well-being.
• Mind: Exercise to sharpen the intellectual abilities.
• Spirit: Exercise with meditations and inner reflections.
• Heart: Exercise care for important relationships.
The fourth category is not an exercise like the others, but rather a commitment to use habits 4,
5 and 6 in everyday life. Keep positive enthusiasm.
CASE STUDY (DRAKE AND MORGAN)
Drake & Morgan’s operations manager says The 7 Habits of Highly Effective People
programme, delivered through People 1st, has boosted his productivity.
Taxkin Muzaffer, operations manager of award-winning bar chain, Drake & Morgan, took the
7 Habits programme with People 1st earlier this year, and has already noticed a difference in
his working habits. Taxkin’s role means that he inevitably has to juggle a variety of
responsibilities – as well as overseeing the running of Drake & Morgan’s five venues, he acts
as a support for the company’s general managers, who report directly to him, and has overall
responsibility for over 250 staff.
“A couple of people I knew had done the 7 Habits training – they use it in their day-to-day life
and recommended it to be fantastic,” he says. “It’s definitely a good programme and I really
enjoyed it.”
Taxkin feels that the techniques he learnt through the workshop, which took place over two
days at the People 1st offices, have enabled him to be more productive and given him new
skills to utilise in the workplace. “I’ve definitely changed the way that I prioritise certain
aspects of what I do,” he explains. “In that respect, it’s made me more organised. It has put
certain issues or subjects into perspective and allows me not to get bogged down with stuff
that’s not relevant.”
While the 7 Habits training (often referred to by delegates as ‘Covey’) has helped him in variety
of areas, Taxkin highlights improved time management as the most important impact it has had
on his performance. “I use the Covey techniques in planning my day, week and my month,” he
explains. “It prevents me becoming distracted by things that aren’t relevant to the moment.
“For me it was really about better time management, and also, perhaps, a little bit more on
listening. It’s freed me up to concentrate on things that are more important, rather than mundane
things that really can be dealt with later and pull you away from the focus of what you’re
supposed to be doing that day. It’s really helped me to increase my productivity and the
effectiveness of what I do.”

Seetal Daas
BBA-2k13
Taxkin’s managing director, Jillian MacLean, has also noticed a difference in his performance:
“I’ve seen a number of subtle changes in Taxkin’s behaviour which relate to the 7 Habits
framework,” she comments. “He does more planning with his team – ‘start with the end in
mind’ – and is very focussed on win-win situations. He has also started to really develop his
active listening with his team.”
As part of the programme, Taxkin also received the 7 Habits book and audio CD, time planner
and other supporting materials to help him refresh and implement his learning on an ongoing
basis – something he has found valuable. “I have found the calendar and diary really useful in
planning my time,” he says. “I’ve also found the ‘time management matrix,’ which structures
outstanding activities as ‘urgent,’ ‘not urgent,’ ‘important’ and ‘not important,’ really helpful
– actually, I use that all the time!”
So, what would Taxkin say to other people considering taking the 7 Habits programme? ”I
would tell them that they’ll get shown a way to actually become more effective, and improve
their performance immensely,” he says. “Not only will their performance benefit from it, but
they will also benefit from it personally.
NEGOTIATION (Mr.Adeel Sabir)
It is a communication process between two parties. Where the meet for decision making
problem solving allocate resources or for exchange goods and services.
Negotiation Strategies
1-Distributive negotiation: negotiation that seeks to divide up a fixed amount of resources a
win-lose situation.
Target A---------------B Resistance point---------------A Resistance point-----------------Target B
2-Integrative negotiation: negotiation that seeks one or more settlements that can create a
win-win solution.
The Negotiation Process
1-Preparation and planning
2-Grand rules
3-Clarificaton and justification
4-Bargaining and problem solving
5-Closure and implementation
LEADERSHIP (Mr.Ilmdin)
The ability to influence a group towards the achievement of vision or set of goals.
Transformational leadership: is a leadership where one or more persons engage with others
is such a way that leaders and followers raise one and other to higher levels of motivation and
morality.

Seetal Daas
BBA-2k13
Characteristics of transformational leadership
1-Idealized Influence
2-Inspirational Motivation
3-Individualized Consideration
4-Intectual Stimulation
Assumption
The prime assumption is that people willing follow a leader who inspire them, the vision and
passion of one man can transform his followers and together they can achieve great things.
Components of transformational leadership
1-Transitional leadership
2-Transation leadership
3-Tranparent leadership
4-Transecedent leadership
Steps for transformational leadership
1-developing vision
2-Selling the vision
3-Road map
4-Leading the charge
EXTERNAL FORCES FOR ORGANIZATIONAL CHANGE (Ms.Sambreen)
Organizational change
1-Economical Factor: changing policies by government also impact on economy of country.
2-Competition: day by day increasing new markets with different products.
3-Technology: is constant threat and embracing new technology ahead of competition
adaptability.
4-Legislation: environment must constantly strive to adapt to cleaner and more socially
methodologies.
5-Socio-Culture factor: all factors will have high influence on your business operates.
6-Political Factors: The sources must be respected by entrepreneurs and incorporated work in
their companies.
7-International Change: increased impact on business because of increasing globalization of
markets.

Seetal Daas
BBA-2k13
EMOTIONS AND MOODS IN ORGANIZATION (Mr.M.Saleem)
Affect: broad range of feeling that people experience.
Emotions: a strong feeling deriving from one's circumstances, mood, or relationships with
others.
• Caused by specific event
• Specific and numerous in nature
• Action oriented in nature
Moods: a temporary state of mind or feeling.
• Cause is often general and unclear
• Cognitive in nature
• Generally, not indicated by distinct
The basic emotions
1-Anger 2-Fear 3-Disappoitment 4-Hope 5-Joy 6-love
The basic moods
1-Stressed 2-Upset 3-Happy 4-Relaxed 5-Sad 6-Bored
Sources of emotions and moods
▪ Personality
▪ Day of the week
▪ Time of the day
▪ Weather
▪ Stress
▪ Social activities
▪ Sleep
▪ Exercise
▪ Age
Affective Events theory
Work environment
Work Events Emotional Reactions
Personal dispositions
• Characteristics of job
• Job demand
• Requirement for
• Emotional labor
• Daily Hassles
• Daily uplifts
• Positive
• Negative
• Personality
• Mood
• Job
Satisfaction
• Job
Performance

Seetal Daas
BBA-2k13
STRESS (Ms.Aisha)
Stress: is your body's way of responding to any kind of demand. It can be caused by both good
and bad experiences. When people feel stressed by something going on around them, their
bodies react by releasing chemicals into the blood. These chemicals give people more energy
and strength, which can be a good thing if their stress is caused by physical danger. But this
can also be a bad thing, if their stress is in response to something emotional and there is no
outlet for this extra energy and strength.
Positive Stress: is called Eustress. It can give an extra burst of adrenaline to help you
accomplish goals and meet deadlines. Eustress provides mental alertness, motivation, and
efficiency. Eustress can increase self-esteem.
The way you perceive stress affects its impact on your health. People who view stressful
situations as chances for growth usually avoid stress-related symptoms. In that sense, stress can
be beneficial.
Negative Stress: is called Distress. It occurs when your body cannot return to a relaxed state
even in the absence of the stressor.
Physical signs of distress include: changes in eating or sleeping patterns, weakness, dizziness,
frequent headaches, neck and back pain, and frequent colds and infections
Emotional signs of distress include: persistent hostile or angry feelings, increased frustration
with minor annoyances, nervousness, lack of concentration, anxiety, and depression.
Individual Different Stress Response
Personality
Type A Type B
Competitive Lack of Motivation
Desire to be recognized long for
development and advancement
Lack of competitive spirits
Wants to achieve vision and goal Relaxed
Typically Active and Alert Less desire to achieve goal
Hardiness
• Hard Personality
• New Personality
Self-Efficacy
• High Self-Efficacy: this type of people think that they can do and achieve everything,
they all the time remain full confident.
• Low Self-Efficacy: this type of people has low confident himself/herself for achieving
their objectives.

Seetal Daas
BBA-2k13
CONSEQUENCES OF DISTRESS (Ms.Farhana Ahmed)
Distress: the word is defined as causing of someone to feel depressed, discomfort, trouble or
pain called when you tell someone bad news and cause him to feel sad.
Types of Distress
▪ Financial Problem: lacking of money and rising cost of products, debt of education.
▪ Work Place Stress: worried about promotion, negative treatment of boss, office politics,
under pressure because of the threat losing your job therefore some time work is cause of
distress and frustration.
▪ Personal problems: attitude of relation, studies of children, illness or critical condition of
any family member.
▪ Health: Like heart disease and hypertension problem cause also distress.
▪ Mental health: a mental illness or disorder that cause of an important to think individual,
act or feel difference to other peoples.
▪ Low self-confidence: confidence allow to feel you that your self is secure on work but of
your confidence is low to so you involve in distress.
▪ Depression: it is the common condition normally majority of the people face in daily life.
▪ Low self-esteem: how you think and feel about yourself either positive or negative mean
your living standard.
▪ Adoption: it is a big cause of distress and the best example of adoption is children.
ORGANIZATIONAL CHANGE (Ms.Parwasha)
Organizational development theories
Key concept
1-Organizational climate
2-Organizational culture
3-Organizational strategies
▪ Diagnosis
▪ Action Planning
▪ Intervention
▪ Evaluation
MANAGEMENT THEORIES (Mr.Waqar)
• Historical background
• General administrative theories
• Qualitative Approach
Organizational behavior
1. Early advocates
2. Hawthorne studies: teaching with the help of stories, novels, and different fictions.
System approach
1. Open system

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BBA-2k13
2. Close system
Contingency approach
SOURCE OF CONFLICT IN ORGANIZATION (Ms.Amna Asif)
Conflict: a disagreement through which two parties involved perceived in a threat to their
need, interest and concerns.
Concept: it is totally related most clearly to intergroup conflict. It may be between
individuals and between groups.
CHANGE MODEL BY KURT LEWIN 3 STEP (Ms.Safia)
What is change?
• An act or process through which something becomes different or take or use another
instead of.
Why change is necessary?
Without change, business leaders still would be dictating correspondence to secretaries, editing
their words and sending them back to the drawing board, wasting time for all involved. Change
that results from the adoption of new technology is common in most organizations and while
it can be disruptive at first, ultimately the change tends to increase productivity and service
Difference in change and innovation
Change is anything different from current conditions whereas innovation is something entirely
new than anyone has seen before.
Share Resources
Money,Worker,
space, Equipment
etc.
Difference in value and
perception
The difference in goal among the
organization members and
frequently accompanied by
difference attitude , vaue and
assumption
Individual style and
organization ambiguities
Individual attitude style are totally
different each other intergroup
conflict is result of ambiguities
work responsibilities are not be
clear.
Differences in Goals
Organization subunit tend to
become specialized or
differentiated, they develop
dissimilar group task and personnel
Interdependent or work
achievement
It exists when two or more
subunit depend to each other to
compatible their respective task.
Sources

Seetal Daas
BBA-2k13
About Kurt Lewin Theory
Lewin Kurt theory was established in 1940, this theoy is very significant part of change, and
this theory play very vital role to make change step by step, it helps us to understand in the
world of change we live. In Today, it gives a frame work to implement a Change effort.
1-Step: Unfreezing
It is the first step for change
• To get ready
• Do analysis
• Break down status Quo
• Compel people to understand old ways cannot continue and use
2-Step: Transition/Movement
It is the second step
• Process of change starts (take action)
• Implementation of all change products
• Involve people
This step is a hard step you may have convened yourself that there is a lot of benefit to make
jump.
3-Step: Freezing
It is third step adoption
• Make change permanent
• Establish new ways of things
• Reward desired outcomes
When peoples structure, strategies element all seem okay, when things are looking well, it is
time to lock.
SOLVING CONFLICT THROUGH NEGOTIATION (Mr.Sanaullah)
What is conflict?
A serious disagreement or argument, typically a protected one.
• Negotiation is a to be used when two peoples have a similar objective in mind but both
people conflict on how the objective is to be reached.
• Conflict resolution in negotiation play vital role in both small and large business.
Causes of conflict
There is various reason that arise conflict including ambiguity over responsibility and authority,
differences in work ethic, communication problems, personal or value oriented differences,
unequal reward system.

Seetal Daas
BBA-2k13
Negotiation: is an open process for two parties to find an acceptable solution to a complicated
conflict, discussion aimed at reaching an agreement.
Bargaining strategies
Distributive bargaining: Negotiation that seeks to divide up fixed amount of resources.
• Win-win lose situation
• Parties set target point
• Aspirants point
• Resistance point
Integrative bargaining: Negotiation that seeks one or more settlements that can create win-
win solution.
• Win-win situation
• Mostly used in organization
The Negotiation Process
GROUPS, TEAM (Ms.Asma Niaz)
Group: a group is a collection of people with some common characteristics or purpose.
Group stages
1-Forming: The first stage of group development is known as the forming stage. The forming
stage represents a time where the group is just starting to come together and is characterized
impressions of each other and gain an understanding of what the group will do together. Some
believe this cautious behavior prevents the group from getting any real work done.
2-Stroming: The storming stage is where conflict and competition are at its greatest. This is
because now that group members have an understanding of the task and a general feel for who
they are as a group and who group members are, they feel confident and begin to address some
of the more important issues surrounding the group.
3-Norming: The norming stage is the time where the group becomes a cohesive unit. Morale
is high as group members actively acknowledge the talents, skills and experience that each
member brings to the group. A sense of community is established and the group remains
focused on the group's purpose and goal. Members are flexible, interdependent and trust each
other.
4-Performing: It feels easy to be part of the team at this stage, and people who join or leave
won't disrupt performance.
5-Adjouring: Members who like routine, or who have developed close working relationships
with colleagues, may find this stage difficult, particularly if their future now looks uncertain.
Preparation
and planning
closure and
implementation
definition of
ground rules
clarification and
justification
bargaining and
problem
solving

Seetal Daas
BBA-2k13
Group Structure
1-Role
2-Norms
3-Status System
4-Group size
5-Group cohesiveness
6-Group process
Team: is a collection of people having different skills in one team.
Team types
1-Problem solving
2-Self managed work team
3-Cross functional work team
4-Virtual team
Advantages and disadvantages of team
• Two heads are better than one.
• Just as “two heads are better than one”, we have all heard, “too many chefs spoil the
soup”.
Difference of team and group
• It is possible to have group without team.
• It is impossible to have a team without group.
THE TEAM PROCESS (Ms.Sana Ayoub)
Steps
1-forming: In this stage, most team members are positive and polite. Some are anxious, as they
haven't fully understood what work the team will do. Others are simply excited about the task
ahead.
2-stroming: Storming often starts where there is a conflict between team members' natural
working styles. People may work in different ways for all sorts of reasons but, if differing
working styles cause unforeseen problems, they may become frustrated.
3-Norming/performing: Gradually, the team moves into the norming stage. This is when
people start to resolve their differences, appreciate colleagues' strengths, and respect your
authority as a leader. The team reaches the performing stage, when hard work leads, without
friction, to the achievement of the team's goal. The structures and processes that you have set
up support this well.

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BBA-2k13
4-Adjourning/Monitoring: Many teams will reach this stage eventually. For example, project
teams exist for only a fixed period, and even permanent teams may be disbanded through
organizational restructuring.
Model
THE PROCESS OF CONFLICT (Mr.Majid)
1- Potential Opposition or incompatibility: The first step in the conflict process is the
presence of conditions that create opportunities for conflict to arise. They need not lead
directly to conflict, but one of these conditions is necessary if conflict is to surface. For
simplicity’s sake, these conditions (which also may be looked at as causes or sources of
conflict) have been condensed into three general categories: communication, structure, and
personal variables.
• Communication--The communication source represents the opposing forces that arise
from semantic difficulties, misunderstandings, and noise in the communication channels.
• Structure--The term structure is used, in this context, to include variables such as size,
degree of specialization in the tasks assigned to group members, jurisdictional clarity,
member–goal compatibility, leadership styles, reward systems, and the degree of
dependence among groups. Research indicates that size and specialization act as forces to
stimulate conflict.
• Personal Variables--As practical experience has taught us, some people are conflict
oriented and others are conflict aversive. Evidence indicates that certain personality
types—for example, individuals who are highly authoritarian and dogmatic—lead to
potential conflict. Emotions can also cause conflict.
Orientation
Why am I here?
Trust Building
Who are you?
Goal Classification
What are we doing?
Commitment
How will we do
it?
High Performance
implementation
Where, What, When
High Performance
WOW
Renewal
Why do Continue?

Seetal Daas
BBA-2k13
2-Cognition and personalization: If the conditions cited in stage I negatively affect something
that one party cares about, then the potential for opposition or incompatibility becomes
actualized in the second stage. As our definition of conflict notes, perception is required. One
or more of the parties must be aware of the existence of the antecedent conditions. However,
because a conflict is perceived does not make it personalized. In other words, “A may be aware
that B and A are in serious disagreement, but it may not make A tense or anxious, and it may
have no effect whatsoever on A’s affection toward B.”6 It is at the felt level, when individuals
become emotionally involved, that parties experience anxiety, tension, frustration, or hostility.
3-Intention: Intentions intervene among people’s perceptions and emotions and overt
behaviors. These intentions are decisions to act in a given way. Intentions are separated out as
a distinct stage because you have to infer the other’s intent to know how to respond to that
other’s behavior. A lot of conflicts are escalated merely by one party attributing the wrong
intentions to the other party.
• Competing--assertive and uncooperative, such as when you strive to achieve your goal at
the expense of the other party achieving his
• Collaborating --assertive and cooperative—intending to find a win–win solution that
makes both parties happy.
• Avoiding --unassertive and uncooperative, such as when you avoid a conflict based on the
hope it will just go away.
• Accommodating--unassertive and cooperative, such as when you give in just to please
someone else.
• Compromising --mid-range on both assertiveness and cooperativeness, where the pie is
sliced down the middle).
4-Behavior: When most people think of conflict situations, they tend to focus on stage IV
because this is where conflicts become visible. The behavior stage includes the statements,
actions, and reactions made by the conflicting parties. These conflict behaviors are usually
overt attempts to implement each party’s intentions, but they have a stimulus quality that is
separate from intentions. As a result of miscalculations or unskilled enactments, overt
behaviors sometimes deviate from original intentions.
5-Outcomes: The action–reaction interplay among the conflicting parties results in
consequences.
FORMAL AND INFORMAL COMMUNICATION (Mr. Awais)
1. Formal Communication: involves utilizing the formal communication channels of an
organization. Formal communication can move vertically in an organization. Information
is collected and flows up to the top levels of management for review and decision making,
while orders flow down from the top to the place where it will be implemented. For
example, employees may be given a presentation from the human resources department on
new policies and procedures.
2. Informal Communication: when the flow of communication moves from top level to
lower level. People from same department but from different hierarchical level.
3. Upward Communication: when the flow of communication moves from lower level to top
level. People from same department but from different hierarchical level.
4. Downward Communication: when the flow of communication moves from top level to

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BBA-2k13
5. Horizontal Communication: when the flow of communication moves from top level to
LEADERSHIP (Mr.Ansar Aalam)
Leadership: is the art of motivating a group of people to act towards achieving a commn goal.
• The process of encouraging and helping others to work enthusiastically towards
objectivesA
• Alan Keith stated that “Leadership is ultimately about creating way for people to
contribute to making something”.
Ability of individual to influence others
• Managers—Administer, maintain, control, short term view, ask how and when, initiate,
do things right.
• Leaders—Innovative, develop, inspire, long term view, ask what and why, originate, do
right things.
Formal Leadership: occurs when a manager leads by exercising formal authority; assigning
duties, conducting reports.
Informal Leadership: arises when a person without formal authority is influenced.
Leadership Style
1-Autocratic or authoritarian style: all decision making powers are centralized in the leader
as a dictator leader.
• They do not take any suggestion from subordinates.
• Make quick decision making because one person decide it.
• High degree of depending on the leader.
2-Democratic or participative leader: decision making with subordinates, leads take
suggestion from employees and decide in last.
3-Laissez-fair: the leader gives power to subordinates to make the decision. Leader is
responsible for the decision that are made by their subordinates.
Leadership theories
Trait Theory: in psychology Trait Theory is also called disposition theory. It is an approach
to study of human personality. Theory focus on individual characteristics of successful leaders.
• Can be useful in business where creative ideal is important.
• Can be highly motivational, as people have control over their working.
• Relies on good team work.
Ralph Stogdill Mention Some Traits of Leader
1. A strong desire for accomplishment.

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BBA-2k13
2. Creativity and intelligence
3. Initiative
4. High Torrance
Behavioral Theory of Leadership: Theories proposing that specific behavior different
leaders from non-leader.
Behavioral V/S Trait theory
• Leaders are born, not made. (Trait Theory)
• Leadership can be taught. (Behavioral Theory)
Boss V/S Leader
Boss Leader
Drive employees Coaches them
Depends on authority On good will
Say—I Says—we
Places blame for breakdown Fixes the breakdown
Knows how it is done Shows how it is done
Take credit Give credit
Commands Ask
Says—go, do Says—Lets do/go
INTERPERSONAL CONFLICT IN MANAGEMENT STYLE (Ms.Aneeqa)
Conflict: an expressed struggle between at least two parties—interdepend—who perceive
incompatible goals, scares resources and interference from the other party in achieving their
goals or a serious disagreement or argument.
Interpersonal Conflict: conflict that occurs in the workplace are struggles between at least
two individuals who perceive interference, lack of cooperation or lack of resources needed to
perform their works.
Reasons of Interpersonal Conflict
• Feeding of unfair treatment
• Lack of skills and knowledge
• Publicity faulting the performance of a co-workers
• Avoidance whenever possible between employees
• Due to difference of ideas
• Due to diversity among employees and others
• Difference in perceptions and values
• Unfulfilled expectations
• Differences over methods
• Wrong perceived thoughts
• Duet to job dissatisfaction of a co-workers
• Misunderstanding
How to Solve Interpersonal Conflicts

Seetal Daas
BBA-2k13
1-Obtain agreement from all parties that they will:
• Work to resolve the problem
• Treat each other with respect
• Listen each other and understand their views
• Be clear and truthful
• Be willing to compromise
2-Arrange for all party to confront the problem (timing, place)
3-Have all participant describe their interpersonal conflict in clear terms and describe behavior,
feelings, and desired changes.
4-Brain storm to find solution
5-Summarize all possible options for a solution
6-Obtain agreement on next steps
7-During a conflict resolution meeting, it is important for all supervisors to;
• Address the real issue
• Speak honestly, listen openly
• Avoid harmful and negative statements
• Learn to take as well as give
Conflicts Styles
1-Competing: it is a debate style, threatening power, always says in this no or never.
2-Accommodating: it is move towards the solution; it is observed that relationship is important
rather than things.
3-Avoiding: in this views are unexpressed, due to say nothing and ignorance conflict occurs.
4-Compromising: it is occurred due to settlement of difference by mutual concessions, and
agreement is reached by adjustment of conflicting.
5-Collaborating: in this type of conflict employees solve the problem through win-win, and
knowing and discussing problems with all staffs.
Functional Conflict V/S Dysfunctional Conflict
Functional Conflict Dysfunctional
Beneficial for organization Do not have objectives
Good Conflicts Bad Conflict
ORGANIZATIONAL POLITICS (Mr.Danish Kumar)
Politics: is the practice and theory of influencing other people. More narrowly, it refers to
achieving and exercising positions of governance — organized control over a human
community, particularly a state.

Seetal Daas
BBA-2k13
Organizational Politics: are informal, unofficial, and sometimes behind-the-scenes efforts to
sell ideas, influence an organization, increase power, or achieve other targeted objectives.
Politics has been around for millennia.
Concept of organizational Politics
1-Pyramid-shaped organization structure
2-Subjective standard of performance
3-Environmental uncertainty
4-Emotional Insecurity
5-Manipulate Tendencies
CREATIVITY AND INNOVATION (Mr.Ahmer Ali)
Creativity: is the capability or act of conceiving something original or unusual.
• Use a wide range of idea creation techniques (such as brainstorming)
• Create new and worthwhile ideas (both incremental and radical concepts)
• Elaborate, refine, analyze and evaluate their own ideas in order to improve and
maximize creative efforts
Innovation: is the implementation of something new. Innovations can be incremental or
radical. Every improvement that you make in products or services can be seen as an incremental
innovation. Most businesses and most managers are good at incremental innovation. They see
problems in the current set-up and they fix them. Radical innovations involve finding an
entirely new way to do things. As such they are often risky and difficult to implement. Most
larger organizations and most managers are poor at radical innovation. If you had been making
LP records, then you could have introduced incremental innovations in your design and
marketing. However, if this was your strategy then a radical innovation, the CD, would
eventually kill you. The CD manufacturer could similarly introduce various incremental
improvements. Once again a radical innovation, music downloads over the internet, would
make your offering obsolete. So we need to constantly look for incremental innovations and
radical innovations. We need to develop creativity and turn it quickly into innovation.
Invention: is the creation of something that has never been made before and is recognized as
the product of some unique insight.

Seetal Daas
BBA-2k13

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