WHEN YOUR COLLEAGUE IS A SABOTEUR - Case Study
Download as pptx, pdf1 like2,827 views
This document summarizes several management theories and concepts. It discusses Herzberg's two-factor theory, McClelland's three needs theory, Adams' equity theory, decision making, leadership vs. management, and provides recommendations for dealing with a sabotaging colleague. The key points, models, and differences between concepts are defined concisely throughout the document.
WHEN YOUR COLLEAGUE IS A SABOTEUR - Case Study
- 1. ANALYSIS OF CASE STUDYWHEN YOUR COLLEAGUE IS A SABOTEUR PRESENTED BY : SURBHI AGARWAL KUSUM SINGH ASHISH BATRA JATIN KAUSHIK
- 2. Herzberg Theory Hygienic Factors Motivators 1. Company Policies 1. Growth 2. Objectives 2. Responsibility 3. Working Conditions 3. Achievement
- 3. McClellands Three needs theory Need for Achievement Need for Power Need for Affiliation
- 4. Adams Equity theory Comparison of outcomes to inputs Nicole v/s Mark Inputs : Working hours, hard work, commitment, loyalty etc. Outputs : Salary, bonus, prize, rewards, promotions etc Two situations A)Under-rewarded: leads to anger, frustration B)Over-rewarded : Guilt
- 5. Decision Making Selection of one right option out of many alternatives. Reduce more complex decisions down to simpler steps. See how do you arrive at a decision. Plan to make a right decision. Look for alternatives. Consult your intuition.
- 6. Leadership Vs Management The manager focuses on structure; the leader focuses on people. The manager controls; the leader inspires . The manager has a smaller vision; the leader sees future. The manager is stable; the leader brings change. The manager makes a decision but leader facilitates. The manager minimizes the risks but leader takes the risks. The manager does things right; the leader does the right thing.
- 7. Recommendations Keep away few ideas always Come forward and stand for yourself. Handle corporate relations maturely. Be a good decision maker. Give regular updates to your boss to avoid future conflicts. Analyse the situation and then act.