a. Balancing Equity 1. The perceived fairness of the pay structure within a firm. b. Internal Equity 2. The perceived fairness in pay relative to what other employers are paying for the same type of labour. c. Individual Equity 3. The perceived fairness in establishment of internal and external pay equity. d. External Equity 4. […]

List – I List – II a. Classical conditioning i. Response-Stimulus learning b. Operant conditioning ii. Stimulus-Response learning c. Cognitive theory iii. Stimulus-Stimulus learning d. Social learning iv. Modelling process

List – I List – II a. Results i. Document the learner’s immediate response to the training. b. Learning ii. Note supervisor’s reactions to learner’s performance following completion of the training. c. Reaction iii. Use feedback devices or pre and post tests to measure what learners have actually gained. d. Behaviour iv. Determine the level […]

List I List II (a) Organisation Man (i) Maximising self interest. (b) Self-actualising Man (ii) Using capabilities to develop a sense of creating certain things. (c) Complex Man (iii) Sacrificing individuality for the sake of group. (d) Rational-Economic Man (iv) Understanding human needs may not be the final step in understanding human behaviour.

List-I (Source of resistance) List-II (Coping mechanisms) (a) Perceived peripherality of change (i) Role redefinition and re-orientation (b) Fear of loss of power (ii) Participation and involvement (c) Fear of obsolescence (iii) Participation in diagnosis (d) Fear of imposition (iv) Development of skills

List-I (Model of O) List-II (Employee Orientation) (a) Autocratic (i) Responsible behaviour (b) Custodial (ii) Security and benefits (c) Supportive (iii) Job performance (d) Collegial (iv) Obedience

List – I List – II (a) F.W. Taylor (i) Fair day’s pay for fair day’s work (b) Henry L. Gantt (ii) Motion study (c) Frank and Lillian Gilbreth (iii) Graphic scheduling for planning and controlling of work (d) Max Weber (iv) Bureaucratic organisation

List – I List – II (a) Motivating through rewards and penalties (i) Charismatic leadership (b) Changing organisation by creating  and communicating a vision (ii) Situational leadership (c) Influencing by dint of personality  and charm (iii) Transactional leadership (d) Modifying style with respect to  readiness of followers (iv) Transformational leadership

List – I List – II (a) Italian Culture i. Importance on group loyalty and consensus (b) American Culture   ii. Employment as workers of those who are agreeable, respectful and obedient rather than innovative, creative and independent. (c) Mexican Culture iii. Willing to do business with individuals they do not know. (d) Japanese Culture […]

List – I List – II a. Stability 1. Number of subordinates that report to one supervisor. b. Strategy 2. The whole is greater than the sum of its parts. c. Synergy 3. Plans for the allocation of firm’s scarce resources to reach identified goals in time. d. Span of control 4. Employees should not […]