Bogivarga

This document describes training and development (T&D) as a continuous effort to improve employee skills, competencies, and organizational performance. It covers the T&D process, including needs assessment, program objectives, training methods (classroom, e-learning, on-the-job, team training), delivery systems, implementation, and evaluation. The document also explains career planning, management development, mentoring, coaching, reverse mentoring, organizational development, and the concept of...

This document describes organizational culture, including different perspectives (objectifying, subjectifying, and integrative) and its functions for employees and the organization, such as integration, coordination, motivation, and identity. It explains the classic OCAI model (hierarchy, adhocracy, market, and clan cultures), the integrative approach with visible artifacts, espoused values, and underlying assumptions, and the roles of values, norms, and attitudes. The document also covers subcu...

This document describes leadership concepts, including contingency approaches where leadership adapts to the situation, trait approaches focusing on natural qualities, and behavioral approaches emphasizing observable actions. It covers leadership styles (directive, supportive, participative, achievement-oriented, laissez-faire), transactional and transformational leadership, and the role of charisma in motivating and inspiring employees. The document highlights the importance of trust, including...

This document describes the concept of teams, including their advantages, differences from work groups, and various types such as problem-solving, self-managed, cross-functional, virtual, and multiteam systems. It explains how to create effective teams by considering context, leadership, trust, evaluation, member abilities, roles, diversity, size, goals, cohesion, mental models, and conflict management. The document also covers how to turn individuals into team players through selection, trainin...

This document describes the concept of groups, including formal and informal types, and explains how group membership shapes self-concept according to Social Identity Theory. It covers group properties such as roles, norms, status, size, cohesiveness, and diversity, and how these influence behavior, performance, and innovation. The document also addresses ingroup-outgroup dynamics, peer pressure, and deviant workplace behavior.